Develops Prototypes to Validate Activities, Tasks, and Actions meet Your Customers’ Needs

Product designers have tools they use to define activities, tasks, actions, and operations such as activity diagrams, wireframes, and prototypes. Product Design develops prototypes to elicit customer feedback to validate the solutions activities, tasks, and actions meet their needs. Wireframes are a quick and easy way to prototype a design for feedback. Wireframes are a … Read more

Activity Diagrams and Task Analysis

Product designers have tools they use to define activities, tasks, actions, and operations such as activity diagrams, wireframes, and prototypes. Activity diagrams divide the activities into tasks needed to complete the user’s objective. A task is a unit of work. The task itself may be a single step in the process or multiple steps or … Read more

Define Who, Why, What, and How: Roles, Goals, Scenarios, and Activities

The product manager must have a concise vision for the product they can clearly articulate to the product designers. Put the customers and users activities in context of the market problem the solution is solving. Markets are made up of segments. We must be able to define our market segmentations in terms of their needs … Read more

Understanding Customer Activities

Dr. Donald Norman has suggested a hierarchical structure of activities, tasks, actions, and operations to better understand our customers’ interactions with solutions. In this model, activities are comprised of tasks, which are comprised of actions, and actions are made up of operations. This “activity centered” philosophy is focused on the activity—not the person.  If a … Read more

Don’t Listen to your Customers!

OK, that got your attention… Sometimes the best way to satisfy a customer’s need is to ignore their suggestions. Customers have ideas about incremental improvements to their workflow, but if we develop something that is truly innovative, our ideas probably won’t make sense to existing customers. Sometimes when we solve a market problem, our solution … Read more

Corporate User Experience Maturity Model: Part 4 of 4

Level 3: Integrated User Experience and Predictable Process When an organization integrates user experience into their corporate strategy then, using metrics, they can effectively control their customers’ user experience with their organization, products, and services. In particular, the organization can identify ways to adjust and adapt the process to particular projects and tailor it to … Read more

Corporate User Experience Maturity Model: Part 2 of 4

I have found that user experience management varies from organizations that are just becoming aware to the concepts of user experience to organizations where user experience is one of their core distinctions if not the core distinction. The User Experience Maturity Model is a framework that describes an organizations maturity along this continuum. It defines … Read more

Corporate User Experience Maturity Model: Part 1 of 4

Organizations and their products and services have a “user experience” regardless if the organization is consciously managing it. User experience encompasses all aspects of the end-user’s interaction with an organization, its services, and its products.1 A good user experience delights customers – increasing adoption, retention, loyalty, and, ultimately, revenue. A poor user experience detracts customers, … Read more

Corporate UX Maturity

Corporate UX Maturity: A Model for Organizations User Experience Magazine: Volume 9, Issue 1, 2010 Organizations and their products and services have a user experience regardless if the organization is consciously managing it or not! A good user experience delights customers and creates a steady revenue stream while a poor user experience detracts customers and … Read more