Why usability problems go unfixed - UX Bristol 2012
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The document discusses the reasons why serious usability problems often remain unaddressed, identifying common barriers such as time constraints, resource limitations, and conflicting priorities. Through surveys and workshops, the authors suggest strategies to address these issues, emphasizing the importance of effective communication with decision makers and the need for a clear focus on solving key problems. Recommendations include better stakeholder engagement, early testing, and using simple adjustments instead of major redesigns.
Why usability problems go unfixed - UX Bristol 2012
- 1. Why do usability problems go unfixed? Caroline Jarrett and Francis Rowland UXBristol 2012
- 2. Thanks to Steve Krug “But the light bulb has to want to change” Why do the most serious usability problems we uncover often go unfixed? http://www.slideshare.net/SteveKrug/upa-lightbulb
- 3. We are Caroline and Francis Caroline Francis What do you do? UX consultant, mostly UX designer, working with the Open background in web University design and science OK but what do you Work on big complex Help scientists share love to do ? complicated worthy data and knowledge in things. (But my real useful, usable ways favourite: tax forms) What’s your motto? “What’s the scope for “What problem are you change?” trying to solve?” What got you into this Change in big complex Usability issues can get ‘light bulb’ thing? complicated worthy buried under “everything organisations never else we have to do”. happens as quickly as I’d like it to 3
- 4. Who are you? You Your neighbour What do you do? OK but what do you love to do ? What’s your motto? What got you into this ‘light bulb’ thing? 4
- 5. What we’re going to do in this workshop 5
- 6. We’ll share a story… 6
- 7. You work hard to find serious usability problems I can’t find out where I sign in 7 Image credit: infodesign.com.au
- 8. You present your findings to the client/team This video clip shows…… 8 Image credit: Caroline Jarrett
- 9. They love your findings and recommendations That’s exactly what we needed to know! 9 Image credit: Caroline Jarrett
- 10. Everyone agrees on the changes We know what we have to do and we’re going to do it 10 Image credit: Caroline Jarrett
- 11. Months/years later, the same problems still exist If only I could find out where to sign in… 11 Image credit: infodesign.com.au
- 12. Gather some example s If this has happened to you, share your story with your neighbour - If it has never happened to you, give your neighbour a chance to share two examples. Or more. 12
- 13. Steve and Caroline did a survey 13
- 14. 14
- 15. We asked people why it happened (12 options) 15
- 16. Delve Which one do you think into why is most frequent? Not enough time Conflicted with decision Too much else to do maker's belief or opinion Not enough resources No effective decision maker Required too big a change Disagreements emerged to a business process later Technical team said it Deferred until next major couldn't be done update/redesign Team did not have enough Other events intervened power to make it happen before change could happen Legal department objected 16
- 17. Most people chose lots of reasons “I could have checked off just about every one of these. Was this survey written just for me?” 17
- 18. Steve and Caroline’s picks for most frequent Not enough time Too much else to do Steve Not enough resources Required too big a change to a business process Technical team said it couldn't be done Team did not have enough power to make it happen Conflicted with decision maker's belief or opinion No effective decision maker Disagreements emerged later Caroline Deferred until next major update/redesign Other events intervened before change could happen Legal department objected 18
- 19. We underestimated the politics Number of times this reason was chosen
- 20. So, what can we do? 20
- 21. The four stages of usability problem discovery Prepare Test Report Act Image credit: Francis Rowland 21
- 22. Work on tactical 3-12-3 activity solutions overview 03 minutes Individually Lots of ideas 12 minutes Team Pool, group, turn into tactics 03 minutes Spokesperson Present ideas to the workshop 22
- 23. Work on tactical 3 minutes solutions Individual Politics Not enough time / resources Leave it until redesign Too small / not important Technical problems Conflict (in-team; with managers) 23
- 24. Work on tactical 12 minutes solutions Team Pool those ideas Group them: any themes? Turn them into tactics 24
- 25. Work on tactical Share and 3 minutes solutions report Spokesperson Tell us all about the results 25
- 26. Ideas from our survey respondents – in themes 26
- 27. Theme: Do nothing Accept the situation ► “Sometimes recommendations don't get realized.” ► “Clients don’t have to follow our advice” ► “I'll chant some Oms” Image credit: shutterstock.com 27
- 28. Theme: Choose better clients or a better job “Become more efficient at choosing who I accept as clients” “Work for a company that gave a fig about UX” Image credit: shutterstock.com 28
- 29. Theme: Do basic UX better Do testing earlier Make stakeholders watch the sessions Present results better ► More explanations ► Use video clips 29
- 30. Theme: Think about the impact on developers “redefine problem as interaction bug” “have a role in the implementation team” “don’t spring surprises on them” Image credit: Effortmark Ltd 30
- 31. Theme: Get better at politics Get decision-maker support Understand priorities “Get more buy-in. Explain changes to a sponsor. Argue the case. Make it harder to NOT do the change”. 31
- 32. Steve’s recipe (greatly shortened) * : Fly under the radar *For the full version, please see http://www.slideshare.net/SteveKrug/upa-lightbulb 32
- 33. Don’t try to convince everybody Mr. Big Higher-ups Stakeholders Your Other bosses boss he depends on Your team 33 You Image credit: Steve Krug
- 34. Ideally… Mr. Big Higher-ups Stakeholders Your Other bosses boss he depends on Your team 34 You Image credit: Steve Krug
- 35. i.e., the people you can get in an observation room 35 Image credit: Steve Krug
- 36. Keep them focused on the worst problems Focus ruthlessly on a small number of the most important problems. 36
- 37. Tweak, don’t redesign When fixing problems, always do the least you can do™. © 2001 Steve Krug
- 38. Caroline responds… about the most important problem 38
- 39. Eat now, eat soon, or eat an elephant? 39
- 40. Sometimes teams need a success experience 40
- 41. Sometimes users have a different perspective 41
- 42. We have different ideas about rewards 42
- 43. Look for success in everybody’s terms 43 Image credit: Francis Rowland
- 44. Don’t call their baby ugly, let them learn it’s ugly 44
- 45. And Francis has suggestions 45
- 46. You’re not ready for love (or usability testing) Is your organisation ready for this? How much buy-in is there? How much can you realistically get done? Are people ready to act on what you find? Image credit: Renato Feijó – Planning your UX strategy See also presentations and articles from Michele Ide-Smith and Tomer Sharon 46
- 47. Report through the accepted channels Helpdesk, bug-tracking, post-its on a whiteboard… Use whatever works best for the team… make it visible and actionable 47
- 48. Focus on what really matters to users Designing with personas and scenarios Put usability issues in context. If you’ve used personas, scenarios, user journeys, etc. in the project, refer back to them. Image credit: Francis Rowland 48
- 49. Find fun ways to attack problems Stay involved. Help with Be there prioritising and problem-solving. We Use games don’t want to just “throw things over the wall”. You probably have some tricks up your sleeve for how to help break down problems and find solutions. Use them. Image credit: http://innovationgames.com/impact-effort-matrix/ 49
- 50. That light bulb reference Q: How many psychiatrists does it take to change a light bulb? A: Only one, but the light bulb has to want to change Image credit: shutterstock.com 50
- 51. Your turn Questions, comments, requests for a refund? 51
- 52. Caroline Jarrett Francis Rowland Twitter @cjforms Twitter @francisrowland carolinej@effortmark.co.uk LinkedIn francisrowland I have 2 pages in here! … coming October 2012 52
- 53. For the longer version of this presentation http://www.slideshare.net/cjforms http://www.slideshare.net/SteveKrug 53