UX Intensive: Definition: What You Are (and Aren't) Deliveringn
[Notes from the first day of the UX Intensive]
The worst thing ever (like ever, ever) is the swoop and poop. We all know this well. It is when a stakeholder shows up late in the game and replaces the priorities that have been established with his or her own.
Definition: Converting business case and goals into something tangible.
Strategy should bring clarity to an organization; it should be a signpost for showing people where you, as their leader, are taking them -- and what they need to do to get there. But the tools executives traditionally use to communicate strategy -- spreadsheets and PowerPoint decks -- are woefully inadequate for the task. You have to be a supremely engaging storyteller if you rely only on words, and there aren't enough of those people out there. What's more, words are highly open to interpretation -- words mean different things to different people, especially when they're sitting in different parts of the organization. The result: In an effort to be relevant to a large, complicated company, strategy often gets mired in abstractions. Tim Brown in FastCompany
Measure deliverable along two axes: Vividness and Effort.
Lo-Fi prototypes are high on both axes. Comic scenarios, boxes, artifacts from the future, and other techniques move across this plane decreasing on both axes.
By defining what you want the end result to be you will bring clarity to your work. It can be high or lo fidelity as long as it offers a reminder of where you are going.
[Break for an exercise. We're designing the postcard that will serve as the tangible definition of what we are trying to accomplish for an imaginary customer.]
- Clear vision
- Obvious requirements
- A basis for prototyping
- An offering to test with others
- Alignment of your team in your organization
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