The ROI of User Experience:
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Anthony FrancoPresident, EffectiveUI
From Strategy and Conception to Development and Execution
The ROI of User Experience
twitter.com/anthonyfrancoanthonyfranco.wordpress.com
#effec%veui
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question:what do these 3 very successful products have in common?
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answer:they all found a HUGE female audience
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answer:they all found a HUGE female audience
accidentally
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Investing in user experience gives you
the opportunity to gain wide adoption...
deliberately!
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INVEST INGOOD USER EXPERIENCE
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There is only one true measurefor successful
user experiences...
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ROI
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The main ingredient for solution ROI...
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User Adoption
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user adoption = ROI
customer self service x user adoption = ROI
employee data entry x user adoption = ROI
content participation x user adoption = ROI
user generated content x user adoption = ROI
process automation x user adoption = ROI
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investing in a
Good User Experience
is simply hyper focusing on
User Adoption
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IBM “Cost-Justifying Ease of Use”
“Every $1 investedin usability returns
between $10 and $100”
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IBM’s Lotus Notes
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most technology solutions produce these results
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what if we re-defined success by delighting users?
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HOW?(the laws of creating
effective user experiences)
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what was common about the successes?
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Law:
FOCUS ON THE USER FIRST
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✓ understanding user goals and needs
before deciding on the user flow
focus on the end user first by:
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CHECK PRICE/PAY
CONFIRM
OPEN AN ACCOUNT WAIT FOR EMAIL
CLICK EMAILTO CONFIRM
STORE CREDITCARD INFORMATION
PACKAGE,DETAILED
DESCRIPTION
TO & FROM TRACK
PICK HOW YOUWILL PAY
CHOOSESERVICE
SHIP
LOGIN
Now?
CHECK PRICE/PAY
CONFIRM
OPEN AN ACCOUNT WAIT FOR EMAIL
CLICK EMAILTO CONFIRM
STORE CREDITCARD INFORMATION
PACKAGE,DETAILED
DESCRIPTION
TO & FROM TRACK
PICK HOW YOUWILL PAY
CHOOSESERVICE
SHIP
LOGIN
What doeseach cost?
CHECK PRICE/PAY
CONFIRM
OPEN AN ACCOUNT WAIT FOR EMAIL
CLICK EMAILTO CONFIRM
STORE CREDITCARD INFORMATION
PACKAGE,DETAILED
DESCRIPTION
TO & FROM TRACK
PICK HOW YOUWILL PAY
CHOOSESERVICE
SHIP
I don’t know howto answer that.
LOGIN
I just want toship something.
stakeholders defined this user flow
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this is what users wanted
PACKAGE,TO & FROM
COST VS. TIME DECISION PAY
CONFIRM & TRACK
USERS WANT THIS:
SHIPPACKAGE,
TO & FROMCOST VS.
TIME DECISION PAYCONFIRM & TRACK
USERS WANT THIS:
SHIPPACKAGE,
TO & FROMCOST VS.
TIME DECISION PAYCONFIRM & TRACK
USERS WANT THIS:
SHIP
what their customers actually needed:
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✓ conductinggood research and
iterating with prototypes
focus on the end user first by:
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avoid:
building large user research documents
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the fidelity of research deliverables
fewer research interpretations are better
number of interpretations
qual
ity
of
use
r re
sear
ch
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Law:
I.T. PROBABLY DOES NOT UNDERSTAND YOUR CUSTOMERS
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baduigallery.com
how did this happen?
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gender lady quote PHD (joy sent link)
“Software today is designed for the people
who are building it”
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this is typically how I.T. sees your customers
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project teams minimize the user in almost every process
ABC CORP SYSTEM ARCHITECTURE
UI
SOA
BPMLEGACY
AUTOMATION FRAMEWORK
CITIZEN DATA
3rd PARTYCONTENT
CMS
TRANSACTION SERVER
3rd PARTY WORKFLOW
SEARCH ENGINE OPTIMIZATION
and this is where they put them
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avoid:
allowing I.T. to make uninformed user
experience decisions
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avoid:
Allowing I.T. to offshore your
interface design or architecture
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Law:
USERS DON’T KNOW HOW TO BUILD
REQUIREMENTS
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You need to interpret what your users ask for
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- Henry Ford
If I had asked people what they wanted, they would have said ‘faster horses.’
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“where’s the refresh button?”joe user
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Law:
VALUE GOOD DESIGN
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Give me 5 features that made you upgrade your
operating system
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Adobe Watson Express
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avoid:
Asking for the “big pitch”
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Law:
PLAY CHESSNOT CHECKERS
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“In less than 8 weeks we created a game-changing
customer experience”
does anyone here think this is possible?
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UX
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UX
Evolution
RevolutionInnovation
organizationaltechnologyecosystem
deliverychannelWeb
Mobile
Desktop
Device
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UX
trends
business
economic
legal
markets
cultural
locality
connectivity
technologyaccessibility
language
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UX
socialize
want
behaviors
do
say
collaborate
make
need
senses
see
hearfeel
touch
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IBM “Cost-Justifying Ease of Use”
“Every $1 investedin usability returns
between $10 and $100”
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80% of development are maintenance costs
80%
20%
maintenance
innovation
most companies are spending money fixing user adoption issues rather than doing the less costly work of strategically forecasting user needs
Pressman, 1992
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✓ Taking the time for strategic research
combined with iterative validation
play chess by:
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Law:
DO NOT TRYTO DESIGN FOR
EVERYONE
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If you attempt to design for everybody, you wind up building
for nobody
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this is the result of building for everyone
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✓ Contextualize how you think about your users by defining a
small set of user types(a maximum of 3 is best)
do not build for everyone:
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avoid:
“Fewer features”
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an example of “feature” thinking
from: Joel Spolsky’s topic, It’s Not That Hard”
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an example of “end user” thinking
from: Joel Spolsky’s topic, It’s Not That Hard”
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Law:
RIGID PLANS ARE PLANS TO FAIL
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“Software projects are predictably unpredictable”
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process diagrams are a dime a dozen
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avoid:
you can’t schedule innovation like this
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No Hard Conversations
On BudgetOn Time
rigid plans attempt to produce these results
(who cares if anyone is using it)
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✓ SCOPE = PRODUCTprojects are unpredictable because:
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Law:
EVERY PRODUCTNEEDS A SINGLE
VISION
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ExecutiveProduct Manager
Designer Developer
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ExecutiveProduct Manager
Designer Developer
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define success and build consensus
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understand the end user
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contextual research
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user archetypes
Power User Primary Persona
James is an IT administrator for an internal network of a 3000 employee corporation. He is on call 24-7 and is responsible for maintaining a very complex, multi-tiered environment, from high-pro!le servers to employee computers.
Being able to put his !nger to the “pulse of the network”, maintain !ne-grain control of tra"c and maintain a high level of security is what James relies on. There are gigabits of activity happening every hour that he must be able to respond to at a moments notice.
When James logs in to the application he is able to maintain an overview of his network. He knows the network inside and out and has customized his “workspace” to cater to the most critical areas.
Context ScenariosLogs in to the consoleMonitors network feedsSets advanced !ltersEstablishes rulesReceives an alertDrills down to problem areaDiscovers and attackQuarantines a#ected area
James Woo
Novice User Secondary Persona
Marian is IT support for a 200 employee company. She monitors the network, but also helps with employee hardware and software.
The !rst order of business for Marian is checking email, voice messages and the current status of the network. She receives an email stating that employees are no longer allowed to browse YouTube.com.
In addition to monitoring the network, Marian can perform a couple easy steps to creating a rule to block employees from browsing to YouTube.com. Sure, Marian can view every network activity, but her primary concern is responding to the immediate demands of enforcing company policies.
Context ScenariosLogs in to the consoleReviews Network ActivitySets New Rules
Marian Phillips
Executive User Secondary Persona
Clark is CTO for a 3000 employee company and reports directly to board members. He likes to keep tabs on the companies network response and e!ectiveness to see if spending all that money on new servers is really paying o!.
Steve wants an easy-to-use dashboard that allows him to monitor just how great his network is running. It also doesn’t hurt that he has high level information he can use to get get praise from the boss.
Context ScenariosLogs in to the consoleGlances at DashboardEvaluates network “saves”
Clark McCarthy
TriGeo Employee
TriGeo Executive
Linda Deris
Context ScenariosDemonstrates the applicationDrills into speci!c features
George Newstead
George is looking for a product that can be white labeled and headed on the path to a SaaS o"ering while delivered on time and with required functionality.
Linda is focused on selling TriGeo o"erings. She wants something easy to demo and sell while successfully conveying the value, ease and power of the application.
Context ScenariosGives a demoNavigates through features
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the customer journey
There’s a
lot h
ere.
Aspira
tional
Overwhelm
ed
I’m n
ot even su
re w
hat this
means.
Not goin
g to b
e able to d
o this
alone.
Excite
d & em
powered
I’ll u
se m
y buddies a
dvice.
It’s d
ecisio
n tim
e
Anxious This
proce
ss is
a nig
htmare
.
Why d
o they n
eed so m
uch in
fo?
How com
e I have to
pay s
o much
up fr
ont?
When w
ill m
y serv
ice b
e activate
d?
Where
’s the se
rvice
guy?
These In
stalla
tion ti
mes a
re vague.
I should
refin
e my v
endor searc
h.
Emotion throughout journey
Emotion towards --------
We’re
movin
g.
My p
revio
us exp
erience
wasn
’t good.
I’ve g
ot litt
le to n
o knowledge.
Price h
as got t
o be ri
ght.
I can’t afford what I’m finding here.
Consults with influencer
On hold for too long. Hanging up.
Go back
Goes online and checks out different options
Calls to order service
Ends phone call
I’ll g
o onlin
e.
Frust
rate
d
Go back
Purchase InstallationInquiry Comparison
Design homepages with separate targeted call-out areas lying above the fold tailored for residential customers and tech-savvy customers. Internal product areas should include basic plain-english product descriptions and large price points with a clear call to action. Tech-savvy bullet points should include keywords that summarize options and features typically found in product datasheets.
Recommendations
The Inquiry phase consists of the reasons people are shopping around for new service. These are usually related to moving and relocation, an upgrade to existing service, or hunting down new deals. Moving is the biggest reason.
Description
Recommend using IP Location services to geo-locate customers - removing the current service address roadblock. Allowing users to configure services before adding them to the cart, and reflecting bundled price discounts in a clear and obvious manner.
Recommendations
The potential customer comes in to the Comparison phase usually armed with the right info, tech jargon, and is looking for lowest cost. They tend to be brand agnostic . If they can’t find the right price or the right services, they may leave and go back to inquiry.
Description
Reduce amount of info required by streamlining and improving any areas that contain form fields using industry best practices. Work on setting expectations for installation phase with customer service reps on the phone to improve overall experience with your brand.
Recommendations
The Purchase phase involves the provider demanding quite a bit of personal info. The order flow tends to be complex and the process can be all over map. There is a sense of delayed gratification - waiting on service installation and activation.
Description
Many factors converge to make this phase of the customer journey unpleasant. Providing accurate arrival times, courteous technicians, and clear instruc-tion materials during Installation can help alleviate the negative experience inherent in this phase. Also, consider having leave behind customer comment cards so customers feel empowered to give feedback into the process.
Recommendations
Installation phase is the handoff from customer service to the installer. There are usually scheduling conflicts between all parties involved. This phase can usually be somewhat painful for the customer in dealing with installer.
Description
EmotionalExperience
Thoughts & Feelings
Gwen is moving her family of three. She knows she’s going to need phone and internet service. The affective and contextual factors that will affect Gwen’s choice in telecom vendors are price, her existing knowledge and previous experience.
Gwen’s Customer Journey
Phases of the Journey
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customer stories
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build prototypes based on research
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use prototypes to conduct empirical research
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inspire good design
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mood boards
Mood Board : Showcase
Mood Board : Slate
Mood Board : Dynamic
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design compositions
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ensure business, design & technology
collaboration
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experience maps
TriGeo Console Project Milestone v_0.1Last Modi!ed: October 30, 2008 9:12 AM
2020
EXPERIENCE MAP
The Experience Map acts as a diagram of the “!ow” of an application. It is important to hone in on this high-level framework of the application so a clear direction may be established. This map helps the direction of wireframes without getting too far into the details.
The content of the Experience Map is based on user research, a current understanding of the application and methods of improving usability. As more information is gathered and Experience Map evolves until a direction has been established.
Creating the Experience Map was an ongoing process that ran in tandem with wireframes and creating design compositions. Although there was some inconsistent overlap due to these areas being done in parallel, thinking around wireframes helped to tighten areas of the Experience Map and vice versa.
In the end, a solid overview of the TriGeo Console was generated that acts as the foundation for additional development and user experience re"nement. There is still work to be done and directly correlates to the Wireframes.
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wireframes
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graphic elements and style guides
Adobe Video Workshop graphic components
Adobe Video Workshop style guide
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interactive technical references
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articulate the vision
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vision demos
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bad news:GOOD UX IS HARD
good news:THERE ARE REWARDS FOR GETTING IT RIGHT
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online revenue grew from:
$5 millionto
$85 million
sales conversion time reduced by 35%
manufacturing costs dropped by 42%
...all in less than 9 months
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Anthony FrancoPresident, EffectiveUI
Thank You
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