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来源: BlogBus 原始链接: http://www.blogbus.com:80/blogbus/blog/archive.php?id=5413 存档链接: https://web.archive.org/web/20041001062005id_/http://www.blogbus.com:80/blogbus/blog/archive.php?id=5413

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04-05-31 12:14 Web site Short description Jakob Nielsen's Alertbox Alertbox book list WebWord Usability Weblog Reviewed usability books Dominant Systems Books on web design usability GUIguy.net Shortly reviewed design and usability books Usable Web Usable web book reviews HCI Bibliography HCI Publications (huge) Hans De Graaff HCI Index HCI Index, book reviews Andrew L. Sears recommended readings. Recommended readings Gary Pearlman's suggested Readings Suggested readings User Interface Design Bibliography Recommended readings Jonas Löwgren's HCI Bookshelf Reviewed HCI books and publications Amazon.com Amazon books, often reviewed by readers Post by Ryana @ 12:14 usabilitynet.org_01_books on web usability

04-05-31 10:13 Information Architecture for the World Wide Web (2nd edition), by Louis Rosenfeld and Peter Morville This is the second-most useful book on Web design on the market (sorry, but I like my own book just a little better :-). The authors' emphasis is on the structure of the site and how to facilitate users' access to the information they need the most. Even though these are crucial issues in Web usability, they are often overlooked in the quest for cool pages (that download slowly and are impossible to navigate). I liked the manuscript enough to write the foreword to both the first edition and the second edition . ¡¶wwwÐÅÏ¢¼Ü¹¹¡·±»ºÜ¶àÍÆ¼öÁÐ±í·´¸´Ìáµ½£¬ÎÒÔç¾ÍÂòÁËÕâ±¾Êé£¬ok,Ò»¶¨Òª°ÑÕâ±¾ÊéºÃºÃÑ§Ï°Ò»±é¡£»¹ÓÐJakob Nielsen'µÄ¡¶¿ÉÓÃÐÔÉè¼Æ¡·ÒÑ¾ÓÐ³ö°æ£¬Å¼ÒªÈ¥ÂòÀ´¡£ Post by Ryana @ 10:13 Å¼»ØÀ´ÁË

04-05-28 13:57 ×ªÁËÒ»¸ö´óÈ¦£¬ÖÕÓÚ»ØÀ´ÁË¡£³ÐÅµ¹ýµÄ£¬¾ÍÒª¶ÒÏÖ£¬Å¼ÒªºÃºÃ½¨ÉèÕâÀïÀ²¡£blogbusÍÆ³öÁËvip½«ÎÒÃÇ×÷ÎªÆÕÍ¨»áÔ±ÈÓµ½Ò»±ß£¬µ«ÊÇÎÒÏë£¬ÊÕ·ÑµÄ¶«Î÷ÊÇÓÐÄÇÃ´Ò»µãµÀÀíµÄ°É¡£Ò²ÐíÄÄÌìÎÒÒ²vipÒ»°ÑµÄ¡£Ç°Ð©Ê±ºò¿´µ½blogbusµÄÍ·ËµµÄÒ»Ð©»°£¬ÄÇÖÖ¶ÒÏÖÅµÑÔµÄÓÂÆøºÍ¾öÐÄ£¬²»ÖªµÀÊÇÊÕ²»»ØµÄÎÞÄÎ£¬»¹ÊÇÉÌ³¡ÉÏµÄî£ÖÇÒ»¾Ù£¬µ«ÊÇÕâÖÖ¾«ÉñÎÒÃÇ»¹ÊÇÓ¦¸ÃÈ¥ÐÀÉÍÈ¥¹ÄÀø£¬²»ÊÇÃ´£¿ Post by Ryana @ 13:57 ÄãÓÐÃ»ÓÐÏë¹ýÄÇ¸öblogµÄ¸ÐÊÜ£¿

04-04-29 16:43 Ã÷Ã÷ÔÚblogbusÓÃµÄºÃºÃµÄ£¬¾ÍÒòÎªgoogle²»µ½Ëü£¬¶øgoogleµ½ÁíÍâµÄÒ°»¨£¬Äã¾Í·ÅÏÂËüÉù³Æ×ªÒÆÕóµØ£¬Ö±±¼±ð´¦È¥.ÄãÈÏÎª²»Í¬µÄÀà±ðÒªÓÃ²»Í¬µÄblog,¿ÉÊÇÄãÓÐÃ»ÓÐÏë¹ýÕâ¸öBlogµÄ¸ÐÊÜ£¬Ã÷Ã÷ÓÃÁËÒ»¶ÎÊ±¼ä£¬´ó¼ÒÏà´¦µÃ·Ç³£ºÃ£¬ËüÒ²ÒÔÎªÄãÏ²»¶Ëü£¬¿ÉÊÇÄãÈ´ÔÙÒ²²»ÓÃËüÁË£¬Äãµ½µ×ÓÐÃ»ÓÐÏë¹ýÕâ¸öblogµÄ¸ÐÊÜ£¿ ÕâÊÇ·ÂµÄ¡¶¾øÊÀºÃbra¡·Àï×îºóÒ»»ØÁõÇàÔÆµÄÌ¨´Ê£¬Ç°Ìì¸ú×Å½ã½ãÓÖ¿´ÁËÒ»µã£¬²»ÖªµÀÔõÃ´µÄ£¬ÏëÆð×Ô¼º¸ü»»BlogµÄ¹ý³Ì¡£¡£¡£ÎÒ´íÁË¡£ Ò»ÐÄÒ»ÒâÆðÀ´°É£¬°ÑÕâÀïºÃºÃ½¨ÉèºÃ¡£ Post by Ryana @ 16:43 ×ªÒÆÕóµØ

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04-04-12 16:23 The Cast for Northbay.com Our persona investigation for the newspaper's developing site, Northbay.com, began by sorting through stacks of paper. We spent a month culling through industry reports about online newspaper usage and the paper's own research, measuring online usage patterns for entertainment information. The market data reaped some useful demographic findings about our target user group and helped define the interview sample for persona building. At last, we were good to go¡ªour market research review was completed and our persona interviews were lined up and scheduled. All in all, the persona interviewing process took about 3 weeks to complete. Interviews ran 1-2 hours each, and most were rich with details. Based on the subject interviews' goals, we created four personas for the project: Greg, Robert, Sarah, and Annette. THE PRIMARY PERSONA IS TOP DOG The project's primary persona was Greg. His goals¡ªbeing a great father and interesting date¡ªdrove the site's design. For someone active like Greg, the site's design needed to be accessible and quick to use. He isn't willing to dig more than a link or two into the site; either what he wants is on the first load of the home page or he goes somewhere else. Since he is a local guy, the site needed a large stockpile of constantly changing, local events information for both kids' activities and adult splurges. Greg isn't just a weekend tourist. With the interface we designed for meeting Greg's goals, we also satisfied the needs of the secondary personas, Robert and Sarah. Robert is a retired business executive, who had newly arrived in the North Bay and lives in a home he bought 3 years ago in a small subdivision north of town. Like Greg, he is active and adventuresome. He likes to hike and take long drives on country roads with his wife to see what new place he'll discover and what new acquaintances he'll make. He often entertains family and friends coming to the wine country on weekends. Unlike Greg, Robert has plenty of time on his hands; his kids are grown. Robert is out to make up for all of the leisure time he lost when he worked 60-plus hours a week. As far as Northbay.com's design was concerned, Robert has the time, energy, and computer skills to "digitally putter" and browse. As long as Northbay is easy to use and current, Robert will be satisfied. Sarah is another secondary persona we defined for the project. A salesperson for Demptos Glass Company, Inc., a wine bottle manufacturer in Napa, Sarah rents a condo in Yountville. She regularly travels the North Bay region, "wining and dining" clients, as well as prospective customers. She prides herself on being "in the know"¡ªan insider in the wine country scene, which includes her expansive knowledge about wineries, the arts, restaurants, and the wine industry. In a nutshell, Sarah is a bon vivant who sees herself as a trusted opinion leader within her circle of friends. As long as detailed and current restaurant and movie reviews are posted on Northbay, then, sure enough, she will find them. Northbay is just one of the virtual stops she will make before logging off and heading out in her BMW on weekly sales rounds. NEGATIVE PERSONAS DEFINE NON-USERS Annette was the project's negative persona¡ªsomeone for whom we were not trying to design the site. Annette is an office manager and a creature of habit. Ensconced in her routine life in her rental, she takes her three kids once a week to the same Olive Garden restaurant off Highway 101. When all is said and done, Annette admits she could be living anywhere "out here," she really does not care to take advantage of the North Bay region. She seeks stability and order in her busy life as a single mother. Northbay, a hands-on interactive entertainment guide, is a site that Annette is not likely to use with any frequency. A DESIGN FOR PERSONAS In order to meet the personas' collective goals, the design of Northbay.com includes an interactive calendar with a comprehensive listing of upcoming events that are accessible by clicking on a given date. An interior page for each entry has a link for a map with driving directions and a table with the event's sponsor, cost, contact information, and originating source. In order to make the site more of a community resource, the feature also allows users to submit events. Another "persona-pleaser" is the "Search n' Go" feature on the home page. The quick search feature allows users to conduct a filtered, targeted search by putting in a keyword and then narrowing down a search with a click to a radio button that specifies a movie, restaurant, recreation, or classifieds search. The filtered restaurant search is likely to satisfy Sarah, who's a savvy user with narrow content needs. But in order to satisfy Greg, too, we added a detailed "kid-friendly" rating for each restaurant listing in the database. That way, Greg could quickly glance at page of listings and decide whether the restaurant was a good place to go with his kids or on a romantic date with a girlfriend. The "North Bay Top 10" on the home page is added for users who like to browse instead of target search. The feature was designed to satisfy Robert, who is curious and open to suggestion. But the list satisfies Sarah, too, who needs to be knowledgeable about the talk of the town. Finally, the Top 10 is likely to keep Greg happy when he wants a one-stop answer to his burning question, "What's going on this weekend?" The Persona Chart for Greg Age: 37 Occupation: Senior Loan Manager, Construction and Mortgage Lending Group atExchange Bank in SantaRosa. Home life: Divorced, single dad, two children (Erin, 12, and Kyle, 8), joint custody ofkids. Education: BS in Accounting LIFESTYLE Activities: Goes out to dinner once a week with kids, three times a month for a nice dinner and a bottle of wine with a girlfriend. Fishes at local lakes, canoes, hikes, tries to take his kids on a different outing each weekend "to keep our time together special." Plans to take kids to an ox roast in Sonoma this weekend. Ultimate goal: To discover new things to do with his kids. To get his kids out andaway from the TV. To be a good, caring parent in an increasingly crazy andbusy world. WEB USE AND INFORMATION NEEDS Web usage: Checks e-mail fivetimes a day, laptop, T1 line at work, plays fantasy sports on AOL account, reads restaurant and wine reviews a couple times a month. Web competency: Intermediate. Thinks the Web is easy to use. Frustrations with the Web: Spam and lack of credibilityof information posted on sites. What kind of information is hard to find: Local sports information, up-to-date information about community events that are happening this weekend, and nontourist practicalities, such as whether broccoli isavailable at the farmer'smarket. Frequent sources of information: Anything that'shandy, including clipped ads from the paper, magazine listings, local Websites, and other listings of upcoming events. Quote: "I'm an explorer. I'mthe kind of guy who wants to know every road in the county and where it might take me." Talking with Persona Maven Kim Goodwin Q: You are a passionate advocate for using personas. How did that come about? How did you become a persona expert? A: I guess you could say I became a persona expert by developing the method for creating personas and using them to solve design problems. Alan Cooper [founder of the interaction design firm bearing his name] originally came up with the idea of using a fictitious user with a set of goals to help guide and focus the design of a product. Over the years, I and the other designers at Cooper have turned that original idea into a rigorous form of user model, based on behavior patterns that emerge from ethnographic research. A set of personas represents the key behaviors, attitudes, skill levels, goals, and workflows of real people we interview and observe, which we then use along with scenarios to guide the product's functionality and design. The method has matured to the point that anyone trained in it should be able to get the same personas from the same data. Q: I'm hoping you can give us a brief example of how personas might actually work. Let's say you're a corporate librarian, designing a market research intranet to give fellow workers access to industry analyst reports, online commercial providers (like LexisNexis), and valuable research Web sites. You decide to use personas. Who should conduct the persona interviews? Who should be interviewed? A: There are a lot of factors that go into planning your interviews. Basically, though, you'll want to interview types of people whose needs you expect will be different. For example, would you expect the needs of an individual contributor to be different from those of a manager? Will new employees' behavior differ much from that of veteran employees, or will employees in the marketing department differ from employees in HR? In a sense, you're forming a hypothesis about who your personas might be. Ideally, interview a broad set of people, because you might find differences you didn't expect. Ideally, the same people who will be doing the design¡ªbecause they'll ask better questions¡ªconduct the interviews. They'll need this kind of contextual information later on. The interviewers should be people trained in ethnographic techniques, who also don't have a particular organizational or product development agenda to push. Q: What's your estimate of how long it might take to do the interviews, compile the findings, and develop the personas? A: We find that for most simple consumer products, that takes somewhere on the order of 2 weeks, maybe a little more. For a complex enterprise application with multiple interfaces, it may be 4 or 5 weeks, or possibly a little more. However, we don't actually start with user interviews first. Before we talk to any users, we speak with the business stakeholders¡ªthe people who are funding the initiative, or who have to build, sell, or support the product. It's important to understand the organizational goals, so you can put the user goals in context. If you can't accomplish organizational goals like reducing training time and support costs, increasing efficiency, and so on, you don't have a viable product. Q: Does the primary persona usually turn out to be the one that has the fewest skills or is the lowest common denominator in all of the people that are interviewed? A: Not necessarily. That's fairly common for the simplest consumer products, when you want someone to be able to walk up and immediately use the tool. With productivity tools, whether they're for consumers or businesses, the primary persona is more often what we call a "perpetual intermediate," which means someone who has a grasp on the critical tasks and domain knowledge but is not¡ªand never will be¡ªan expert. In some cases, the choice of primary persona is not so much about skill level, but about how representative that person's goals and tasks are. Q: You've used personas a lot in your work at Cooper. Who is one of your favorite personas that has been developed for a project, and why? A: My favorite persona ever was Gerta Weissman, whom we developed for a long-term healthcare management system that would simplify the management of clinical and billing data. Gerta was what we call a "served persona"¡ªsomeone who will never sit down and use the product but whose needs are critical in the product's design. Gerta was an elderly woman with Alzheimer's who lived in a long-term care facility. It would have been really easy to put a barcode bracelet on Gerta's wrist to simplify tracking her prescriptions and treatments, but Gerta's goals about being treated with dignity wouldn't allow for that. Although we spent most of our time with our clinical and business user personas, Gerta kept the whole team focused on the people we were ultimately serving. Kim Goodwin is VP and general manager at Cooper [ www.cooper.com ], a leading interaction design consultancy. Kim's design expertise and teaching skill have made her popular as a speaker at conferences, universities, and corporate events. At Cooper, Kim ensures excellent delivery of Cooper's design consulting and training services. Kim has played a major role in developing Cooper's Goal-Directed methods and has led the effort to turn those methods into an interaction design curriculum. Kim has led a wide range of design projects, from e-commerce applications to information appliances, IP telephony systems, and healthcare applications. REFERENCES: [1] Cooper, Alan. The Inmates Are Running the Asylum: Why High-Tech Products Drive Us Crazy and How to Restore the Sanity . Indianapolis: Sams, 1999. 261 pp. [2] For a complete account of the BBCi redesign project, see "The Glass Wall: The Homepage Redesign 2002" [www.blackbeltjones.com/theglasswall.pdf] . 86 pp. [3] Souza, Randy, "Get ROI from Design." Forrester Research, Inc. (June 2001) [www.uk.cgey.com/services/crm/docs/roi__design.pdf] . 21 pp. Alison J. Head, Ph.D. [alison@sonic.net] is the author of two books about usability: Design Wise: A Guide for Evaluating the Interface Design of Information Resources (CyberAge Books, 1999) and On-the-Job Research: How Usable Are Corporate Research Intranets? (Special Libraries Association, 2002). Her firm provides usability research and testing for Fortune 500 and other clients [www.ajhead.com] . Post by Ryana @ 16:23 ½ÇÉ«£ºÉèÖÃ¾çÇéÀ´½¨ÔìÊÊÓÃµÄÐÅÏ¢Õ¾µã£¨1£©

04-04-12 14:23 Personas: Setting the Stage for Building Usable Information Sites By Alison J. Head Not long ago, I found myself at a newspaper with a Web team who wanted my usability services for a new entertainment site they were building. Our first meeting involved a spirited discussion about the site the team had long envisioned. As the talk of this feature, which functionality, and that content flew around the room , my stomach began to churn. Despite all the creative threads being spun, pulling together this site had the potential to be as awkward as needlepointing a three-piece suit. Something needed to be done very soon. Shortly thereafter, I introduced the Web team to Greg. Greg is a local guy, 37 years old, and a busy senior loan manager for a bank in Santa Rosa, a city north of San Francisco in the heart of the wine country. He was recently divorced and has joint custody of his two young children. On weekends, Greg enjoys getting his kids out and away from the television, taking advantage of the nearby hiking trails, fishing, and canoeing available to them. When he isn't exploring the region with his kids, he enjoys taking a girlfriend to one of the fine restaurants that are as plentiful as the vineyard patches that dot the gently rolling hills behind his home. Greg has a certain penchant for collecting information about what is going on in the community. A self-described "constant-clipper," Greg rips out and cubbyholes articles, events listings, and display ads. In his most recent stash were clips about Saturday's ox roast in the Sonoma Plaza and the availability of fresh organic broccoli at the farmer's market. But Greg's stacks of clips only take him so far. The small shreds of torn paper often get lost or are soon outdated. He laments that there are so few sources for feeding his voracious appetite for information. Once the Web team got to know Greg, they quickly realized they needed to design their new site for him. And no, Greg isn't publisher's son. He isn't a newspaper subscriber, either, but someone who prefers reading the paper online during his coffee break. Actually, truth be told, Greg does not even exist. Greg is an imaginary character, better known in the high-tech field as a persona¡ª a hypothetical-user archetype, developed for interface design projects and used for guiding decisions about visual design, functionality, navigation, and content. What Are Personas? Personas are hypothetical archetypes, or "stand-ins" for actual users that drive the decision making for interface design projects. Personas are not real people, but they represent real people throughout the design process. Personas are not "made up"; they are discovered as a by-product of the investigative process. Although personas are imaginary, they are defined with significant rigor and precision. Names and personal details are made up for personas to make them more realistic. Personas are defined by their goals. Interfaces are built to satisfy personas' needs and goals. Source: Alan Cooper, The Inmates Are Running the Asylum: Why High-Tech Products Drive Us Crazy and How to Restore the Sanity, Indianapolis: Sams, 1999, pp. 123-24. (Wording condensed and modified.) PERSONA LOGIC With his best-selling book, The Inmates Are Running the Asylum , Alan Cooper has kindled a strong interest in personas among designers, programmers, and project managers alike [1] . The author's leading interaction design firm has often used personas for developing consumer hardware and software products, but personas can be applied to information-intensive Web design projects, too. The gist of Cooper's argument is fairly straightforward: There will be far greater success designing an interface that meets the goals of one specific person, instead of trying to design for the various needs of many. At first blush, though, it may seem downright counterintuitive to design for just one person, whether hypothetical or not. How can designing for a single soul possibly ensure an interface that supports the needs of many users? But as an interface becomes more layered and complex and tries to serve an ever-widening audience base, Cooper's argument holds true. As long as personas are developed with diligence, the planning and development tool has three key benefits for interface design projects of all kinds. First, personas introduce teams to hypothetical users who have names, personal traits, and habits that in a relatively short time become believable constructs for honing design specifications. Second, personas are stand-ins with archetypal characteristics that represent a much larger group of users. Third, personas give design teams a strong sense of what users' goals are and what an interface needs to fulfill them. MICROSOFT'S WOES One of the best arguments for using personas comes from some misguided design efforts at Microsoft. When the software giant geared up to redesign its well-known Microsoft Office Suite for a 1997 release, the research team soon discovered that many of the features users wanted already existed. In fact, four out of five of the features users requested for Office 97 came with Office 95. The outcome of Microsoft's design approach is just what Cooper warns against. In trying to support the diverse tasks of many conceivably different software users, Microsoft cobbled together a product that was bloated with capabilities and ended up satisfying few users. BBC'S GAINS As information-intensive Web sites become larger and more complex, defining personas at the planning stage has definite advantages. The British Broadcasting Company (BBC) used a cast of personas with success late last year as part of their methodology when they tackled the redesign of their expansive site, BBCi [2] . The Web team developed a set of seven representative personas, each of whom had goals the designers planned to meet through their redesign. "Mandy Daniels" was the primary persona, or the main focus of the design. A 36-year-old harried single mother from Northampton with an America Online (AOL) account, the Web did not wow Mandy. She occasionally turned to sites in search of information about parenting, educational issues, entertainment, holiday planning, and consumer issues, when she found time apart from her hectic schedule. This, of course, was only if her boyfriend wasn't using her computer. Boiled down to a one-page narrative about Mandy's life, the thumbnail sketch was crucial in the Web team's decision-making process about the redesign. Notably, translating Mandy's qualitative life goals into design goals led to a new home page design with an intuitive grid layout. Thegrid quickly oriented Web neophytes on the run¡ªlike Mandy¡ªto the site's content. At the same time, the layout could also easily satisfy the project's secondary, less needful, and more Web-proficient personas: a retired volunteer worker; a technical services company owner; a self-employed electrician; and three students, ranging in age from elementary school to college. Drawing from all of the personas' needs and goals, the site's home page delivered "clickless access" to what users cared most about, especially children, education, recipes and food, entertainment, sports, and consumer news. With the grid, the site also became more easily updated and maintained by BBCi staff. DEVELOPING PERSONAS FOR INFORMATION SITES Through a series of ethnographic interviews with real and potential users, personas take on flesh and bones. Developing personas usually starts with collecting some demographic data, such as age, education, and job title. But the goal is to collect qualitative¡ªnot quantitative¡ªinformation. Interviewers need to gather stories, quotes, and anecdotes from interview subjects that pertain to their environment and behaviors and reveal their attitudes, Web usage habits, and goals. (See the "Essential Details for Defining Personas" sidebar) Pointers for Developing UsefulPersonas Pull together a one- to two-page precise narrative description for each persona. Identify workflow and daily behavioral patterns, using specific details, not generalities. Detail two or three technical skills to give an idea of computer competency. Include one or two fictional details about the persona's life¡ªan interest or a habit¡ªthat make each persona unique and memorable. Don't use someone you actually know as a persona; create a composite based on interviews and research data. For a new project, don't recycle a persona from a previous project; interview and create new personas for each project. Keep the number of personas created for a project relatively small¡ªusually between three and seven, depending on the interface project. Develop a believable archetype so the design team will accept the persona. Sources: Alan Cooper, The Inmates Are Running the Asylum: Why High-Tech Products Drive Us Crazy and How to Restore the Sanity , Indianapolis: Sams, 1999, Chapter Nine, and Kim Goodwin, "Perfecting Your Personas," Cooper Interaction Design Newsletter , July/August 2001, http://www.cooper.com/newsletters/ 2001_07/perfecting_your_personas.htm . (Wording condensed and modified.) Despite the apparent simplicity, the persona interview needs to be rigorous. Interviewers need to ensure that useful details are collected for informing decisions about the design. To get at this data, interviewers have to listen closely to subjects and also be discriminating about the details they select to use in pulling together their final personas. Undoubtedly, more information from interviews will be collected than can be used. (See the "Pointers for Developing Useful Personas" sidebar) A good place to start an interview for an information site is with an open-ended question, such as, "Tell me about the first 2 hours of your day on an average weekday." Next, follow-up questions should be asked to gather specific details. So, for example, if a subject says she reads a newspaper, the interviewer might follow up by asking which publication, which sections of the paper, and whether the version is online or print. Likewise, if a subject says she checks her e-mail at work, the interviewer should ask how often she does this during the day, what e-mail utility is used and why, whether e-mail is checked without interruptions or with constant distractions, whether any sites are accessed during the same sessions and, if so, which ones, and so on. Mastering persona interviews requires unearthing subjects' unstated goals, not just eliciting a recitation of their daily tasks. It is crucial to identify users' narrow goals about using the Web, as well as broader ones about life, since these goals drive design decisions. Encouraging subjects to candidly and personally talk about their lives takes time. It is not unusual for some interviews, depending on what kind of interface is being designed, to last a few hours at least. A field visit, if possible, where behavior can be directly observed, can reap useful findings for developing personas, too. BREATHING LIFE INTO PERSONAS When a persona is given a name, a photo, and one or two personal details, then the hypothetical constructs easily spring to life. With Greg, the persona for the newspaper's project, we included a tidbit about Greg's interest in fresh organic broccoli and an upcoming ox roast. It was this smattering of fictional details that didn't blur Greg's narrative description but helped make him "real." In no time at all, the Web team began to refer to Greg by name, as if they actually knew him. A poster with a photo of Greg, including his brief narrative description, was soon propped up on the edge of the Web team's meeting table. During the time it took to create the site, the team checked back in with Greg, using him as a design benchmark. Would this content meet Greg's overall needs? Would Greg be able to find what he needed in the time he was willing to spend on the site? Would Greg have any interest in using a mapping feature like the one we were considering licensing? NO PRESCRIBED FORMULA Since using the persona technique for Web development projects is a relatively new investigative technique, there are few hard and fast rules. With each interview, patterns will emerge about user types. Eventually, separate user types can be grouped into one category, based on similarities between subjects' goals, needs, and behaviors. Likewise, there is no prescribed number of persona types to develop. But as a rule of thumb, the total number of personas should be kept relatively limited in number¡ªthree to seven personas¡ªso that they are distinct and can be easily remembered by project members. Despite the individuality of each project's interviewing process, there is a definite pecking order for personas. One persona needs to become the primary persona, or the primary focus of the design. The other key personas are secondary personas, archetypes who are important for the design but not as "high maintenance" as the primary persona. On some projects, there may even be a "negative persona." This anti-persona represents a group of users the site is intended to never really satisfy. Regardless of how many different secondary personas are identified for a project, it is the primary persona who dictates key design decisions. The primary persona is someone who requires a unique interface to be satisfied. In other words, the primary persona's needs cannot be met by an interface that may indeed satisfy a secondary persona. PUSHBACK AGAINST PERSONAS Project stakeholders, or "higher-ups," may initially greet the new idea of personas with some resistance. Personas frequently fall under fire because they are misconceived as being no different from traditional market segmentation tools. Although both planning tools can be effectively used together with some positive results, market segmentation and personas are quite different. Market segmentation is a quantitative forecasting tool that provides a breakdown of a consumer market and predicts someone's willingness to buy. Market segmentation derives findings from large samples with averaged data about demographics, behaviors, and attitudes. By comparison, personas are a qualitative decision-making tool. A small set of one-on-one interviews serves as descriptive fodder for determining a set of specific characters that represent the same goals of many likely users. Personas, in turn, enhance team decisions about the site's design, especially what features need to be included and how the site will be used. A MUCH-NEEDED POWER TOOL In the last few years, the return on investment of Web design dollars has fallen under close scrutiny. A recent report by an independent technology research firm, Forrester Research, is a troubling harbinger of project allocations and outcomes [3] . Forrester reports that many redesign efforts do little with investment dollars for improving sites because they do not systematically attack the problems that most need fixing. In their study of 20 site owners undergoing major redesigns, Forrester found that redesign goals were often soft and, in some cases, even unidentifiable. Most site owners described design goals vaguely by saying they were "updating their look and feel" or "making the site simpler." Additionally, there were no measurable goals for assessing the success of their sites' redesign changes (a measurable goal would be an increase of 25 percent more leads to sales teams, for instance). The Forrester report went on to make a strong case for the more diligent tracking of redesign investments and concluded that measurable user-experience goals are critical to online success. Personas are power tools that give a much-needed focus to interface design projects. Not only can personas hasten the development process by curtailing a team's "blue-skying" about a site's look and feel, personas can also help define measurable project goals in relation to users' goals, improve Web team dynamics by grounding interface design decisions, and focus a team's overall communication. When personas are used in combination with other user-centered methods, such as task analysis, card sorting, and usability testing, there is a strong likelihood that a far more usable design will be developed. Essential Details for Defining Personas A name (a real name like Greg or Madeline, etc.) Age A photo Personal information, including family and home life Work environment (the tools used and the conditions worked under, rather than a job description) Computer proficiency and comfort level with using the Web Pet peeves and technical frustrations Attitudes Motivation or "trigger" for using a high-tech product (not just tasks, but end results) Information-seeking habits and favorite resources Personal and professional goals Candid quotes Source: Alan Cooper, The Inmates Are Running the Asylum: Why High-Tech Products Drive Us Crazy and How to Restore the Sanity , Indianapolis: Sams, 1999, Chapter Nine. (Wording condensed and modified.) Post by Ryana @ 14:23 COOPERÍÅ¶ÓµÄÏîÄ¿¿ª·¢Á÷³Ì£¨7£©

04-04-12 13:14 Once the Design phase is complete for software or hardware solutions, we enter into the Development Support phase. In this phase, Cooper provides additional design expertise to the development team. We work side-by-side with your people, meeting with them one-on-one to resolve any complications caused by unforeseen technical issues, and to address secondary or edge-case design issues. The work done on this phase is typically periodic in nature, and requires the efforts of only one design consultant. This consultant can be available for one or two days a week for the duration of your project. The development team keeps the consultant apprised of its progress, while the consultant ensures that the team is still on track with the original vision. The consultant answers questions, and responds to the development team's additional needs, as they arise. When the product is sufficiently mature for testing, the design consultant also participates in¡ªor facilitates¡ªusability testing to make sure the design is properly serving its users' needs. Generally, this phase has no set deliverable, but may involve addenda to the Form & Behavior Specification or other short design deliverables. Post by Ryana @ 13:14 COOPERÍÅ¶ÓµÄÏîÄ¿¿ª·¢Á÷³Ì£¨6£©

04-04-12 13:09 In this phase, the Cooper team takes the Design Vision output from the Framework Definition phase and refines the design. Here the Cooper team figures out all the nuts and bolts of the solution. We fill in the blanks in the framework solution, using tools such as validation scenarios and our principles and patterns . We create an appealing, functional visual design that effectively expresses your brand. We describe and illustrate all the important details of the product. We determine what everything looks like and how it behaves, from query strings to list-box contents to the colors of every pixel in every icon. Designing to this level of detail makes your subsequent development efficient and predictable. During this phase, the Cooper team works through the details in intense whiteboard sessions at our offices. We collaborate closely with you to resolve technical and form issues and to elicit feedback on our design decisions. We use several different techniques to present these design specifications: text, scenarios, storyboards, interactive demos, mock-ups, etc.¡ªwhatever is most appropriate. This phase culminates in a Form & Behavior Specification that is tailored to the needs of the development organization and explicitly documents all the relevant aspects of the solution. This specification typically includes storyboards describing emblematic interaction pathways through the product detailed descriptions of all screen elements detailed descriptions of all behaviors widgets, icons, etc. visual design style guide. Post by Ryana @ 13:09 COOPERÍÅ¶ÓµÄÏîÄ¿¿ª·¢Á÷³Ì£¨5£©

04-04-12 13:02 In this phase, the Cooper team defines the features required to satisfy the personas' high-level requirements, as identified in the previous Requirements Definition phase. Key tools in this phase are the key-path scenarios that reflect the needs of personas , as well as the organizations to which they are answerable. These scenarios help our team group the features in the most natural way possible. This ensures that each persona's workflow is as pleasurable and efficient as possible. Working from these natural groupings of features and functions, we define a framework in which all these features can operate harmoniously. This framework defines the overarching solution structure, all major components, and key content areas. In essence, it defines what to build, and provides insight into key technical requirements. During this phase, the Cooper team works at our offices, exploring design directions at the whiteboard using diagrams, schematics, and written descriptions. We also create visual design treatments that illustrate ways in which the product, service, or system will exhibit your brand. We communicate frequently with you, and schedule check-ins halfway through the phase and elsewhere, as required. This ensures that we are going in the right direction, and that we take into account any additional issues that may arise during the course of the engagement. The output of this phase is summarized in a Design Vision deliverable that includes A number of key-path scenario descriptions A coherent conceptual framework that describes the product, service, or system that satisfies your persona's goals and the organization's objectives Descriptions of key features and major interface elements and how they work together in the framework Primary navigation characteristics and information architecture. Post by Ryana @ 13:02 COOPERÍÅ¶ÓµÄÏîÄ¿¿ª·¢Á÷³Ì£¨4£©

04-04-12 12:53 In this phase, the Cooper team uses the personas that were defined in the Modeling phase to develop a high-level set of user requirements. We consider the personas' environments and skills, and construct context scenarios derived from their goals. For a business system, the personas' environments are driven by the organization in which they work; thus, the user needs and business objectives come together in the context scenarios. This leads us to a set of needs that must be satisfied if the product is to have the desirability it needs to succeed in the marketplace. Tasks we carry out in the Requirements Definition phase include Constructing context scenarios, based on persona and organizational goals Creating an initial list of each persona's major data/information needs Creating an initial list of functional needs (these are actions that personas' will need to take in relation to that data) Noting persona capabilities that will affect the design (for example, physical or training limitations) Noting environmental considerations (for example, a hospital glucose meter must survive being dropped from four feet in the air) Noting business objectives (for example, release in time to generate third quarter revenue) Communicating our progress to you in a number of phone calls and emails. In particular, at the end of this phase we like to have a collaborative working session with you to figure out any additional high-level requirements. These can arise due to technical constraints or organizational imperatives. Articulating our findings in a User and Domain Analysis presentation and (in most cases) in a detailed report. The User and Domain Analysis summarizes our research and findings, and distills the personas' needs and context of use within the relevant domain and technical environment. The output of this phase is a high-level list of requirements, which we use as a key input to the Framework Definition phase. This next phase specifies the main characteristics of the product, service, or system that could satisfy these requirements. Post by Ryana @ 12:53 COOPERÍÅ¶ÓµÄÏîÄ¿¿ª·¢Á÷³Ì£¨3£©

04-04-12 12:48 In the Modeling phase, the Cooper team analyzes the data collected in the Research phase. We identify the patterns in this data, and determine the trends that are particularly relevant to the current problem. We then model the users of your product, service, or system. Our most important model is a set of user personas . A persona is a fictional person we create to represent a particular class of real users or system participants. A persona is an archetypal user, who resembles several people we interviewed, but does not exactly match any one of them. Personas embody the key trends that we distilled from our interviews, in terms of distinct sets of behavior patterns and goals. If the problem we are working on is in the domain of a complex, multi-user, business system, we also create organizational personas . These are fictional organizations that represent certain key characteristics of the companies we visited during our Research phase. Organizational personas highlight the patterns and objectives of the kind of organization that requires this type of complex system. We position our user personas in relevant roles within our organizational personas, to model the functioning of the system we are examining. If it is likely that the person who purchases the solution is different from the person who actually uses the solution, we also create a customer persona . The customer persona represents the goals of the decision-maker who will select a solution to the problem. Typical tasks we carry out in the Modeling phase include Collecting and sifting through our research findings Identifying more patterns in this data Developing personas Communicating our progress to you by phone and email. In particular, we like to schedule a formal check-in about halfway through the Modeling phase, to get your input before we document our findings. Modeling Milestone Throughout the model phase, Cooper is in contact with you, sharing results as they become available, and welcoming input into the process. At the conclusion of this phase there is a major check-in to ensure that you and Cooper are tracking properly. Ultimately, this material is presented in the User and Domain Analysis , delivered at the conclusion of the next phase. Once we have agreed upon the right set of user and organizational personas, we can use them in the Requirements Definition phase. Post by Ryana @ 12:48 COOPERÍÅ¶ÓµÄÏîÄ¿¿ª·¢Á÷³Ì£¨2£©

04-04-12 12:38 Our first step towards creating a solution is to gain a thorough understanding of your problem domain. We start out with several general questions: Who does the problem affect? How does it affect them? What are the relationships between the various groups affected by the problem? How do they interact with one another? What are the business parameters that have pushed this problem to the fore? What's the driving force behind the current initiative to solve this problem? What technical capabilities and resources are available that can be utilized in the overall solution? Once we have a general understanding of your problem, we drill down into the details. We use a variety of methods to do this. Here are some typical activities we carry out during this phase: We talk to your stakeholders, including executives, marketing, project management, and engineering, to get a handle on your organization's objectives and capabilities. We talk to your partners, channel representatives, and subject matter experts to get a clear idea of what is desirable and saleable. We review articles, reports, marketing materials, and Web sites to understand what other people are saying about the product domain. When possible, we attend industry conventions and tradeshows. We observe potential users of your product, and conduct in-depth interviews with them. We use a proprietary ethnographic research technique, specially adapted to the gathering of product requirements, that requires us, whenever possible, to observe people in the context of product use. We plan and conduct focus groups. We communicate our progress to you in a number of phone calls and emails. In particular, we work with you on the logistics of setting up interviews with the people we need to talk to. In the Research phase we gather data. While some patterns within the data are immediately obvious, many do not emerge until our analysis (conducted in the Modeling phase) is complete. At the conclusion of the Research phase, the Cooper team checks in with you to ensure that the project is tracking according to expectations. We alert you to any new issues we discovered that reveal the need for further research. Together, we plan how to deal with any such issues. Post by Ryana @ 12:38 COOPERÍÅ¶ÓµÄÏîÄ¿¿ª·¢Á÷³Ì£¨1£©

04-04-12 12:29 ¸Õ½ÓÁËÒ»¸öÍøÕ¾µÄÐÂµ¥×Ó£¬Ïë½èÕâ¸öµ¥×Ó£¬°ÑÍøÕ¾¿ª·¢µÄÁ÷³Ì×ßµÃ¸ü¹æ·¶Ò»Ð©¡£ÓÚÊÇÈ¥ÁËCOOPERµÄÍøÕ¾£¬À´½è¼øÒ»ÏÂËûµÄ¹«Ë¾¾Ñé°É£º THE PROCESS£º Cooper uses a proprietary process to translate research data into Form & Behavior Specifications * that specify the form, behavior, and appearance of products, services, and systems. The process is organized into a number of discrete phases that occur contiguously. The results of each phase provide input for the next one. Each phase adds further detail to the results that came from the previous one. Some problems require the application of all our phases before we have a solution that is sufficiently detailed for your organization. Other problems demand less detail, and can be solved in fewer phases. Each phase has a number of standard tasks, but as every problem is unique, not all of the standard tasks are required on every project. Depending on the nature of your specific problem, we may include additional non-standard tasks in one or more of our standard phases. We began developing this process in the early days of Cooper, but we are continuously improving it as we derive new best practices from each completed project. *£º that specify the form, behavior, and appearance of products, services, and systems.The process is organized into a number of discrete phases that occur contiguously. The results of each phase provide input for the next one. Each phase adds further detail to the results that came from the previous one.Some problems require the application of all our phases before we have a solution that is sufficiently detailed for your organization. Other problems demand less detail, and can be solved in fewer phases.Each phase has a number of standard tasks, but as every problem is unique, not all of the standard tasks are required on every project. Depending on the nature of your specific problem, we may include additional non-standard tasks in one or more of our standard phases.We began developing this process in the early days of Cooper, but we are continuously improving it as we derive new best practices from each completed project. Post by Ryana @ 12:29 ÓÃ»§½çÃæÔÐÍ¿ª·¢£º¼¼ÇÉºÍ¼¼Êõ

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04-04-09 13:22 Ç°Á½Ìì£¬ºÍÒ»¸öÅóÓÑÓÖËµÆðÍ¬Çé£¬Ö®Ç°£¬ÎÒËµ×Ô¼ºÊÇ¸öÃ»ÓÐÍ¬ÇéÐÄµÄÈË£¬Õâ´Î£¬ÎÒÓÖ½âÊÍËµÍ¬ÇéÊÇÒ»ÖÖ´ø×ÅÓÅÔ½¸ÐµÄÇé¸Ð£¬ÎÒÏëÄã²»ÐèÒª¡£ ½ñÌì¿´ÁÖÈñ²©Ê¿µÄ¡¶´óÑ§Ê®Äê¡·£¬ÀïÃæÌáµ½Ò»Ð©¸ÐÊÜ£¬¹ØÓÚ°ïÖú£¬ÎÒ¾õµÃËµµÄ·Ç³£ºÃ£º £¨ 1 £©¶ÔÈËµÄ°ïÖúÄª¹ýÓÚ¸øÓèÏ£Íû¡£ £¨ 2 £©ÈËÔÚÈÎºÎÊ±ºò¶¼ÄÜ¹»°ïÖú±È×Ô¼º¸üÀ§ÄÑµÄÈË£¬ÄÄÅÂ×Ô¼º´¦ÓÚÀ§¾³¡£ £¨ 3 £©°ïÖúÊÇÒª¸ºÔðÈÎµÄ£¬Ò»¶¨ÒªÉè·¨×ö³ÉÓÐÒâÒåµÄ½á¹û¡£²»¸ºÔðÈÎµÄ°ïÖú¾ÍÊÇ¡°Ê©Éá¡±¡£¡°Ê©Éá¡±È±·¦³ÏÒâ£¬²»Åä³ÆÎª¡°°ïÖú¡±¡£ Post by Ryana @ 13:22 HCI and Work Practice

04-04-09 09:37 HCI and Work Practice This section makes brief note of challenges facing the community of HCI practitioners. Some of these challenges are of concern to HCI researchers and educators as well. Many HCI practitioners experience identity conflicts within the first few years of entering an applied position. In general, they must re-orient their views of how they work, what questions they ask, and what about their work is valued. Superb analyses and specifications may miss their objectives if they are not oriented toward the very pragmatic needs of specific developers using specific implementation tools. Optimized productivity may miss its objective if it is in support of the wrong goal, or if it is bought at an unacceptable cost in the quality of work life. Elegant algorithms and architectures may miss their objectives if they do not consider context of use, or -- more frustratingly -- if they are "packaged" within a human interface that makes them inaccessible. Quality of writing or curriculum is often considered secondary to the quality of code or user interface. Designs of any quality are frequently dismissed as being "mere" packaging, and the integrity of a design is often unwittingly undermined by implementation constraints. At a minimum, relatively new practitioners struggle to determine what subset of their skills and knowledge is actually applicable in an applied setting. Many practitioners maintain a set of somewhat conflicting identities, valuing one set of attributes and achievements in the context of their loyalty to co-workers and organizations, and a rather different set of attributes and achievements in the context of their "home" discipline and their identities within that discipline. This is often experienced as a burden and as a continual challenge to the practitioner's self-esteem. Some organizations have responded to the challenge of diversity in skill sets by establishing well-defined sequential models for analysis, design, implementation, delivery, and maintenance. Waterfall models provide a well-known class of examples. The contributions of distinct disciplines tend to occur within single steps of such a model. In practice, this separation of function s can fatally limit the bandwidth of communications between successive stages and different disciplines. There is a tendency to push problems off to later stages. One anonymous de script ion of this tendency follows: "Inadequacies in the analysis are left for implementation to resolve. Implementation creates a set of usability problems. Human factors workers do what they can with these after the design is relatively fixed. What they can't fix is given to technical writers to repair in documentation. Anything that the documentation doesn't fix is left to trainers. If the training curriculum can't fix a problem, then the hot-line takes it on. If we're very lucky, some record of these problems gets into the hands of the next iteration." Other organizations approach this problem by convening interdisciplinary teams to work on applied projects. These teams provide opportunities for divergent perspectives to be brought together, both for problem resolution and for mutual education. Other intellectual disciplines have begun to explore the concept of "boundary workers" or "border intellectuals" (e.g., Krupat 1992). By virtue of placing themselves at the "frontier" between two different domains of work, knowledge, and practice, the boundary worker is considered to have a better opportunity to combine perspectives. The hope is that the resulting synthesis will have fewer mistakes than a view based on a single perspective. Interdisciplinary teams can make a similar contribution. However, there remain the related problems of how to combine diverse perspectives, and how to select which perspectives should be brought into a team. These problems encourage HCI practitioners to, within themselves, develop a multidisciplinary approach -- that is, to become the "boundary workers" who are celebrated in other disciplines. It is clear that certain domain areas -- especially work of users -- are likely to remain beyond the reach of most HCI multidisciplinary workers. Nonetheless, multidisciplinary individuals can help provide the bridges that are so clearly needed among the disparate components of HCI knowledge, theory, and practice. Because of the diverse backgrounds of HCI workers, it is not surprising that there are many practices in HCI. These diverse practices emerge from different theoretical and practice traditions, that in turn have in some cases widely var ying philosophical foundations. Engineering, art, business, science, craft, and political advocacy are among the parent disciplines of var ious HCI practice traditions. Each of these approaches contains one or more paradigms of practice (as well as research), although the disciplines var y in the extent to which they have articulated their paradigms. Different institutional and work-process sites for HCI work add to the diversity of practices and paradigms for practices. Too much diversity has been fatal for some other fields (see, e.g., Mantei 1989). However, a premature selection of a paradigm for HCI is likely to deny membership to substantial portions of the current HCI community, and there are arguments that diversity of practices is and always will be the optimum approach (Dayton, 1991). The field of HCI deals in part with the combination of stakeholder perspectives -- that is to say, a system design (including the user interface) serves developers, users, marketers, analysts, technical writers, and so on (Muller, Wildman, and White 1994). Perhaps this model of the HCI external work domain can be applied as a model for HCI's internal conceptual domain as well. A system or product may be based on a set of divergent principles that are known to be in conflict with one another. Perhaps a discipline can be, as well. Several recent papers have attempted to articulate this on-going tension within HCI work (e.g., Carter 1989; Checkland 1984; Floyd 1987; Thoresen 1989). Of particular importance is Floyd's (1987) discussion of the reciprocal needs of "product-oriented" and "process-oriented" paradigms in software engineering. As applied work, HCI practice fits within a context provided by itself and other workplace activities. One of the most important HCI contexts is the computer product development life cycle -- usually denoted as the software development life cycle. HCI practice can help to inform and improve life cycle activities. Within such a life cycle, HCI emphasizes iteration and concrete communication. HCI research has demonstrated that straightforward activity categories -- such as "analysis," "design," and "evaluation" -- are not separable in practice (e.g., Guindon 1990; Hewett 1986; Olson, Olson, and Carter 1992). These tendencies, and their proven successes, are at var iance with current wisdom in traditional management of large software projects, typically termed the waterfall model. HCI practitioners can help show the weaknesses of the waterfall model, but not without risk. The risk is that the somewhat marginalized field of HCI practice may lose some of its credibility and influence if it is perceived within organizations as opposing their received wisdom. There is a need to "scale up" the successes of HCI in analysis/design/assessment in the small, so that these achievements can be applied to computer product work in the large and in the very large. Post by °¢´ó @ 09:37 Ä¨Ïã¾¨µÄÉè¼Æ¹Û

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