My last column, “Specifying Behavior,” focused on the importance of interaction designers’ taking full responsibility for designing and clearly communicating the behavior of product user interfaces. At the conclusion of the Design Phase for a product release, interaction designers’ provide key design deliverables that play a crucial role in ensuring their solutions to design problems actually get built. These deliverables might take the form of high-fidelity, interactive prototypes; detailed storyboards that show every state of a user interface in sequence; detailed, comprehensive interaction design specifications; or some combination of these. Whatever form they take, producing these interaction design deliverables is a fundamental part of a successful product design process.
In this installment of On Good Behavior, I’ll provide an overview of a product design process, then discuss some indispensable activities that are part of an effective design process, with a particular focus on those activities that are essential for good interaction design. Although this column focuses primarily on activities that are typically the responsibility of interaction designers, this discussion of the product design process applies to all aspects of UX design. Read More
In differentiating an organization’s products from those of its competitors, design innovation is just as important as technology innovation. Both are vital to the continued success of an organization’s products in the marketplace. Successful innovation requires more than just generating a lot of creative ideas. It’s about execution—actually bringing products to market that embody innovative design solutions and deliver business impact.
What is the role of constraints in design innovation? In this article, I’ll discuss three types of constraints: technical constraints, business constraints, and design constraints. According to Charles Eames:
“Design depends largely on constraints. … Here is one of the few effective keys to the design problem—the ability of the designer to recognize as many of the constraints as possible—his willingness and enthusiasm for working within these constraints….” Read More
In this edition of Ask UXmatters, our expert panel discusses how to elicit business requirements, whose fulfillment is just as essential to a product or organization’s success as fulfilling user requirements. Our experts suggest some approaches for discerning and understanding business strategy, as well as for eliciting and defining specific product or service requirements.
To understand business strategy and requirements, our expert panel recommends talking with many stakeholders—both one on one and in groups. Our experts also suggest some explicit questions that you should ask stakeholders and specific learnings to explore—for example, to understand the competitive landscape. Depending on your work context, key people you might work with in eliciting and defining product or service requirements could include product managers or business analysts. Read More