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从体验战略到用户研究，从概念开发到原型设计&&全方位的体验设计学习资料&&&Any&intelligent&fool&can&make&things&bigger,&more&complex,&and&more&violent.&&It&takes&a&touch&of&genius&and&a&lot&of&courage&to&move&in&the&opposite&direction.&&&&&--&&Albert&Einstein&&&&&&&&
UML建模过程——从现实到设计
分享一个《大象》里的经典图，其中所说的业务模型其实就和我们平时画的interation model有异曲同工之妙。
#i运营#牛逼创业公司营销推广计划中的6个核心要素
承认与否，大部分初创公司的营销推广计划都是一大堆死气沉沉的文档，毫无实际用处。事实上，初创公司要想整出一个牛逼的营销推广计划，需要的绝不仅仅是一纸文档，而应该是一整套的随时调整的文档，以及实时反馈和预测。所以，牛逼的初创公司营销推广计划需要具备以下6个要素：
1.详尽的目标用户定义一定要做到尽量细化的定义你的目标用户，包括他们的教育背景、习惯、爱好、期望、立场、口味等等，所有能够将他从人流中区分出来的特质，尽量都算上。然后再列出他们经常去的网站、社区、社交网站、俱乐部、活动等。以及所有你能想到能够影响他们掏钱的因素。例如他们获取信息的途径、如何联系到初创公司、如何找到想要的信息等等。
2.一份详尽的供给工作表这个表单可以非常清晰的显示，在用户心目中，他们对于企业的期望：你能够给他们提供什么样的供给，你提供的东西核心的价值是什么、以及用户的心目中有多少个作为备胎的其他竞争对手。仍呵假设都应该加上高亮。
3.清晰明了用户购买流程文档通过组织清晰的用户购买流程的文档，梳理脉络，可以了解用户在购买你的产品过程中，需要的是什么、如何衡量你产品的价值、是否中途会产生障碍萌生退意等等，想清楚，将用户流失率降低到最小程度。
4.战术灵活随机应变你需要为每个推广步骤（包括邮件营销、内容营销、SEO/SEM、线下活动、公关等）制定日程以及项目计划。例如在邮件营销中，你需要一个项目日程表，邮件分发、页面设计、内容创作等等，并且设置一个截止期限。
5.跟踪指标营销推广计划应该包括你追踪的所有指标，如目标用户、达成成就和最终结果。
6.营销分析以及评判计划达成的指标和结果需要分析和评判，而这需要包括CEO、销售、支持、产品管理等几乎所有公司成员的参与。目标是为了决定如何根据现实结果来及时调整计划。原文：&&编译：
The Languages of Design
&A troublesome divide
A lively interplay between design and content is not only fun, but ishow spectacular results are achieved. This is why content strategy shouldmatter a great deal to designers.The subtle delights of Ryanair
Email systems.&As Jakob Nielsen recently highlighted in his research, email content is rarely considered to be a functional part of a system:
Unfortunately, most companies don&t seem to view email creation as a user interface design activity, possibly because messages are often text-only, and thus don&t seem &design-y.
Judging by many of the messages we tested, email design often seems to be a side effect of the software implementation and consists of copy written by the programmer late at night. Alternatively (and even worse), some messages are hard-hitting, written by aggressive sales people without a true understanding of Internet marketing&s emphasis on relationship building.
Jakob Nielsen
Password reset emails are a good example of a situation where an email (and it&s content) is a crucial part of a user&s flow and should be designed, developed and interrogated accordingly.
Notifications and microcopy.&Similar to email copy, the responsibility for writing microcopy can often end up falling in the hands of whoever is there at the time (I&m sure we&ve all witnessed this). This leads to inconsistency as well as, perhaps, some not-so-helpful copy:
Navigation.&Depending on the size of companies (and perhaps the presence of information architects),&the copy in menus and other links&can often fall short due to a lack of clear ownership. The outcome being a lack of time available to really c and labeling, used in navigation and how it relates to the rest of the system.
External content.&Platforms such as social media, help and support resources, and technical content are often not considered to be within the domain of UX (if they&re considered at all). This belief can result in extremely un-user-centered resources. If we think about the potential value that design research could bring to developing effective help and support (as well as technical content platforms) not connecting these knowledge bases is a pretty crazy waste of insight.Content communicationGo holistic or go home
General UX design process & Toolkits
前段时间自己闲着做了一个图，看着是个waterfall，但是实际上在evaluation后应该是又一次的迭代。不过鉴于最近讨论的时候认识到敏捷设计的种种坏处，还是没有把箭头往再回打到开头让它无限死循环下去。每个阶段的圆圈大小不一样，让人感觉 某些分量重某些分量轻，实际上在不同case中确实应该是不一样的，甚至可以跳过某些步骤，工具也应当是“选用的”而不是“必须用***”，要考虑清楚不同工具的用法及目的才是最关键的。
PRINCIPLES OF CARTOGRAPHIC DESIGN
"We all know that there are good maps and bad maps, the problem is defining which is which. The reason for this is that whenever we discuss the principles of map design, we have to admit that we don't know what they are.
The following principles were presented to the recent British Cartographic Society Design Group meeting at Glasgow University. They did not go unchallenged.
Principles were differentiated from rules such as those for placement of type. Whilst contributing to the design process, rules are not principles."
THREE STATEMENTS
THE FIVE PRINCIPLES OF MAP DESIGN
Hierarchy with Harmony
Simplicity from Sacrifice
Maximum Information at Minimum Cost (after Ziff)
Engage the Emotion to Engage the Understanding
Square的当家Jack童鞋决定不再谈“用户”
Let&s reconsider our &users&
/'yo?oz?r/
1. A person who uses or operates something, esp. a computer or other machine.
2. A person who a drug user.
During a Square Board meeting, our newest Director Howard Schultz, pulled me aside and asked a simple question.
&Why do you all call your customers&&users&?&
&I don&t know. We&ve always called them that.&
It wasn&t something I&ve thought about for some time. The term &user& made its appearance in computing at the dawn of shared terminals (multiple people sharing time slices of one computing resource). It was solidified in hacker culture as a person who wasn&t technical or creative, someone who just used resources and wasn&t able to make or produce anything (often called a &luser&). And finally, it was made concrete by Internet companies whose business models depended on two discrete classes of usage, a paying customer (often purchasing ads) and a non-paying consumer (subsidized by viewing the ads). Along the way only a few criticized the term, calling it abstract at best, and derogatory at worst.
It&s time for our industry and discipline to reconsider the word &user.& We speak about &user-centric design&, &user benefit&, &user experience&, &active users&, and even &usernames.& While the intent is to consider people first, the result is a massive abstraction away from real problems people feel on a daily basis. An abstraction away from simply building something you would love to see in the world, and the hope that others desire the same.
At Square we&re removing the term &users& from our vocabulary, replacing it with &customers&, and the more specific &buyers&, and &sellers.& The word&customer, given its history, immediately sets a high bar on the level of service we must provide, or risk losing their attention or business. Below is a letter I sent the team after that Board meeting explaining why. It&s a start (we&re not done yet).
To everyone in the technology industry: I encourage you to reconsider the word &user& and what you call the people who love what you&ve created, starting with yourselves.
I was reminded of something today which has always bothered me, which I have since taken for granted.
The entire technology industry uses the word &user& to describe its customers. While it might be convenient, &users& is a rather passive and abstract word. No one wants to be thought of as a &user& (or &consumer& for that matter). I certainly don&t. And I wouldn&t consider my mom a &user& either, she&s my mom. The word &user& abstracts the actual individual. This may seem like a small and insignificant detail that doesn&t matter, but the vernacular and words we use here at Square set a very strong and subtle tone for everything we do. So let&s now part ways with our industry and rethink this.
The word &customer& is a much more active and bolder word. It&s honest and direct. It immediately suggests a relationship we must deliver on. And our customers think of their customers in the same way.
We have two types of customers: sellers and buyers. So when we need to be more specific, we&ll use one of those two words.
The other thing that has surfaced in a number of my 1:1s is that we have become a bit abstract and distanced from our customers. Simply: we don&t talk about them enough. So, we&re going to do two things.
First, I&m going to work with the support team to surface top issues at every Town Square instead of just CS inquiries per transaction percentages. And on our information radiators. We must&feel&our customer&s issues every day.
Second, all of our work is in service of our customers. Period. Therefore, we better damn well mention them in every conversation, review, meeting, goal, etc. I expect all of you to make certain our customers are always the first and only focus of all our efforts. If there is an egregious absence of this focus anywhere in the company, tell me and we will correct. If I ever say the word &user& again,&immediately charge me $140.
From this moment forward, let&s stop distancing ourselves from the&people&that choose our products over our competitors. We don&t have users, we have customers we earn. They deserve our utmost respect, focus, and service. Because that&s who we are.
Design parameters related to the offering
There are several options to choose when considering the offering in the value proposition.
Paradigms in Value Creation
从时间上来看的产业发展给社会各方面带来的价值增长在各阶段的不同。体验经济已经过去了，未来是transfomation economy的。如何让人类生活更有意义，对于“meaning&的追求是设计未来的方向。
level of design value framework
在design value creation中，这张图很好的说明了价值层次和范围，以及从不同学科角度来看的value
快速原型入门指南
Prototypes range from rough paper sketches to interactive simulations that look and function like the final product. The keys to successful rapid prototyping are revising quickly based on feedback and using the appropriate prototyping approach. Rapid prototyping helps teams experiment with multiple approaches and ideas, it facilitates discussion through visuals instead of words, it ensures that everyone shares a common understanding, and it reduces risk and avoids missed requirements, leading to a&better design faster.
(Smashing's side note: Have you already bought the brand new&? The book introduces new practical techniques and a whole new mindset for progressive Web design.&Get your book today!)
The Rapid Prototyping ProcessRapid prototyping involves multiple iterations of a three-step process:
Convert the users& description of the solution into mock-ups, factoring in user experience standards and best practices.
Share the prototype with users and evaluate whether it meets their needs and expectations.
Based on feedback, identify areas that need to be refined or further defined and clarified.
The prototype usually starts small, with a few key areas mocked up, and grows in breadth and depth over multiple iterations as required areas are built out, until the prototype is finalized and handed off for development of the final product. The rapidness of the process is most evident in the iterations, which range from real-time changes to iteration cycles of a few days, depending on the scope of the prototype.Scoping A PrototypeThe word prototype often conjures images of a coded, fully functioning version of an application or interface. Rapid prototypes are not intended to evolve into fully functional solutions, but are meant to help users visualize and craft the user experience of the final product. With that in mind, when scoping a prototype, decide on a few key issues before beginning any prototyping work.WHAT NEEDS TO BE PROTOTYPED?Good candidates for prototyping include complex interactions, new functionality and changes in workflow, technology or design. For example, prototyping search results is useful when you want to depart significantly from the standa say, to introduce faceted search or the ability to preview a document without leaving the search results.HOW MUCH SHOULD BE PROTOTYPED?A good rule of thumb is to focus on the 20% of the functionality that will be used 80% i.e. key functionality that will be used most often. Remember, the point of rapid prototyping is to showcase how something will work or, in later stages, what the design will look like, without prototyping the entire product.FIND THE STORYAfter identifying the areas to be prototyped, weave them together into one or more scenarios: identify the coherent paths through the user experience that the prototype simulates. For a website that sells shoes, one scenario could be &Boring Joe& buying the exact same Nike running shoes that he bought six months ago, while another scenario could be &Exploring Sam& browsing through size 10s to find a pair of Oxfords and pair of loafers that interest him.PLAN YOUR ITERATIONSThe entire prototype is usually not built in a single iteration but rather piece by piece. A good approach is to start prototyping broadly and widely and then dive deep into selected areas of the solution. For a website, this would mean building out the home page and landing pages for the main sections in the first iteration (sometimes referred to as a horizontal prototype) and then reviewing and revising that framework. Subsequent iterations could drill down into one or more sections of the website (a vertical prototype); for a media download website, this could be the steps a user would take to find a video and to download it, or how they would manage the media in their online library.CHOOSE THE APPROPRIATE FIDELITY
Fidelity refers to how closely a prototype resembles the final solution. There are multiple dimensions of fidelity, and prototypes can lie anywhere on the spectrum for each of these dimensions. Depending on the stage of the design process and the goals of the prototype, select the appropriate fidelity for each of the following:
Visual fidelity (sketched & styled)
Look and feel are the most noticeable dimension of a prototype&s fidelity and, if not properly selected, can sidetrack prototype reviews. Go hi-fi too soon and users will focus on visual design, which is not appropriate in early stages. From a visual standpoint, prototypes do not have to be pixel perfect but sh for example, if the left navigation area has to occupy one-fifth of a 1024-pixel screen, it does not need to be exactly 204 pixels wide, as long as it is proportionally depicted in the prototype. As prototyping progresses through the design cycle, increase visual fidelity as needed by introducing elements of style, color, branding and graphics.
Functional fidelity (static & interactive)
Does the prototype reveal how the solution will work (static) or does it appear to be fully functional and respond to user input (interactive)? This dimension is less of a distraction to users, but adding interactivity in subsequent iterations increases functional fidelity and allows the prototype to be used for usability testing and training and communications.
Content fidelity (lorem ipsum & real content)
Another dimension that often distracts users is the content that is displayed in the prototype. Squiggly lines and dummy text like lorem ipsum are useful to avoid in early stages of prototyping. But as the prototype is refined, evaluate the need to replace dummy text with real content to get a feel for how it affects the overall design.The Prototyping SpectrumLOW FIDELITYThe quickest way to start prototyping is also the easiest: putting pen(cil) to paper. Sketching on paper is a low-fidelity approac no special tools or experience required. Most often used during the early stages of a design cycle, sketching is a quick way to create rough mock-ups of design approaches and concepts and to get feedback from users. Paper prototyping is ideal during brainstorming and conceptualization and can be done alone in a cubicle with a sketchbook or in a group with a flip chart (or whiteboard) and markers.
Lying at the low-fidelity end of the prototyping spectrum, paper prototypes are static and usually have low visual and content fidelity. This forces users to focus on how they will&use&the system instead of what it will look like, and it makes designers more open to changes based on user feedback.Low-fidelity prototyping lends itself to rapid prototyping. It has no learning curve but lets you make changes easily and quickly.MEDIUM FIDELITYAs we start using computer-based tools such as Visio and Omnigraffle to prototype, the fidelity increases on most fronts, yielding medium-fidelity prototypes. Wireframes, task flows and scenarios that are created with these tools take more time and effort but look more formal and refined. While visual elements of branding, colors and style can be introduced, prototypers often stay away from them, focusing instead on demonstrating the behavior of the application. Interactivity can be simulated by linking pages or screens, but functional fidelity here is medium at best. These prototypes are best suited to determining whether user needs are met and whether the user experience is optimal.
There are two reasons why one might intentionally make a medium-fidelity prototype&not&look like a medium-fidelity prototype:
The first is that, by using Balsamiq or sketchy Visio stencils to make the prototype look low fidelity, you force users to view it as a draft or work in progress, rather than a polished and finished product.
The second is that, by giving the prototype a high visual fidelity (for instance, in a comprehensive layout done in Photoshop), you get the user to focus on the visual design and look and feel, including color, fonts, layout, logo and images.The speed of medium-fidelity prototyping is achieved with templates, stencils and reusable widgets and elements. It gets faster as you become more proficient with your tools of choice.HIGH FIDELITYHigh-fidelity prototypes are the most realistic and are often mistaken for the final product, but they are usually time-intensive. A few years ago, the only way to create high-fidelity prototypes was to actually code using a programming language, which often required the designer and developer to work together. These days, however, application-simulation tools allow non-technical users to drag and drop UI widgets to create high-fidelity prototypes that simulate the functionality of the final product, even for business logic and database interactions. Axure and iRise are some examples of application-simulation tools that can be used to create high-fidelity prototypes.These prototypes are appropriate when high visual and functional
for example, when introducing a new technology (say, when moving from a mainframe application&yes, they still exist!&to a Web-based solution. Most of these prototypes cannot be converted to usable code, but they serve as an excellent reference for developers. These are also useful for conducting usability testing and training users.
High-fidelity prototyping is relatively rapid, considering the level of interactivity and fidelity involved, and it can be accelerated by using drag-and-drop simulation tools. In addition, some of these tools facilitate the gathering of user feedback and documenting of requirements, further speeding up the design process. Even though you do not need to learn a new programming language, these tools do have a learning curve.SELECTING A FIDELITY LEVELIn choosing the prototype fidelity, there is no one correct approach. Most designs of new products are best started with sketches, then moving to either medium- or high-fidelity prototypes, depending on the complexity of the system and the requirements of the dimensions of fidelity.In working with one particular client in the pharmaceutical industry, we went from whiteboards to interactive prototypes that had high functional and content fidelity but low visual fidelity. They cared less about the look and feel than about adhering to corporate guidelines.For another client, this one in retail, our interactive prototype had to have high visual and functional fidelity. The content fidelity did not matter because they would be reusing content and were already familiar with it. To them, the look and feel and interactive experience mattered more because this was their first implementation of SharePoint, and they wanted to make the portal look &non-SharePointy&!Selecting ToolsDepending on your approach, you have a wide variety of tools to choose from. Dan Harrelson has compiled&&on the Adaptive Path blog.Each tool has its own feature set and strengths. Based on your needs and the requirements of the projects you work on, evaluate which tool would be most appropriate. Here are some questions to consider when evaluating tools:
How easy is it to learn and use the tool?
Is it flexible to support prototypes for Web, packaged and custom software applications, as well as desktop and mobile applications?
Is there a repository of reusable stencils, templates or widgets available?
How easy is it to share the prototype with others for review? Can their feedback be captured using the tool?
How easy is it to make changes on the fly or to incorporate feedback?
Does it have any collaboration features, such as allowing multiple people to work on it at the same time?
What are the licensing terms and costs?Dos And Don&tsAs you get started, here are a few points about effective rapid prototyping to keep in mind:DO&
Work collaboratively with users, business and IT stakeholders while rapid prototyping. Apart from giving valuable feedback, they also gain a sense of ownership of the final product.
Avoid &prototype creep& by setting expectations for the process, including ones affecting the purpose, fidelity, scope and duration. Remind everyone, including yourself, that rapid prototyping is a means to an end, not an end in itself.
When creating interactive high-fidelity prototypes and simulations, build in realistic delays (for instance, for screen refreshing or moving through steps of a transaction), so that users do not expect instant response times from the final product.
Reuse, reuse, reuse. For computer-based prototyping, this means saving reusable templates, stencils, patterns and widgets for future projects.
Most importantly, begin every prototype review session with the disclaimer that this is just a prototype, a mock-up, not the actual solution. This reminds users that this is a work in progress, it encourages feedback, and in the case of high-fidelity prototypes, it prevents users from mistaking it for a working solution.DON&T&
Don&t prototype features or functionality that cannot be implemented&often an issue with software package implementations. When in doubt, confirm with developers before starting.
Don&t take every change or request that comes out of a prototype review as a new requirement. Rapid prototyping helps capture missed requirements, but these new requirements should be evaluated carefully. Some may be implemented, while others are pushed to a future release.
Don&t begin prototype review sessions without clear guidelines for feedback. Be very specific about the type of feedback you are looking for. (Are the steps logically arranged? Is the navigation clear and intuitive?) If not, be prepared for, &I don&t like the blue in the header,& or &Can&t we use this font instead?& or &Can you make this bigger, bolder, in red and flashing?&
Don&t be a perfectionist. In most cases, rapid prototyping does not have to be 100% perfect, just good enough to give everyone a common understanding.
Don&t prototype everything. Most of the time, you shouldn&t have to.
Susan Wienschenk是一个心理学博士，她的博客从介绍简单的用研来看体验设计，十分通俗易懂，很适合刚接触到用研的设计师作为入门文章来看。
到底什么才是“Less is More&
All designers say simplicity is important, but what does it really mean to make something simple? Most of the time we think it means less, that by removing stuff we achieve simplicity. We think by keeping content above the fold we&re helping people focus, or by using bullets instead of paragraphs more people will read it, or by cutting text in half it becomes more clear. But simple doesn&t mean &less&. A better definition would be &just enough&.Oops, I may have oversimplified there&In some cases designs actually need more of something to become simple. So a better definition of simple is &just enough for comprehension and the ability to pursue and complete our goals&. Instead of hiding or cutting stuff away, here is how we can achieve more meaningful simplicity in our designs:
Have a single core idea&(not several ideas, or a partial idea)
Improve clarity over time&(don&t overwhelm with inappropriate details)
Use consistency&(avoid using unnecessarily unique interfaces and messages)
Have a Single Core IdeaAttention and interest are the first things you need to develop to get someone to take any kind of action. The best way to grab attention and build interest is to present a single core idea, fully fledged. This allows the user to make a binary decision about it: &Am I interested or not?&. Introducing a feature in a way that people can instantly map it to a desired outcome will help them prioritize and be confident about their next step. The need to present a single core idea is true from the big picture all the way down to each of the smallest features.&Nothing says Send Message, like the words &Send Message&.& - Des Treynor&This is an example of a small feature being extremely clear to an outcome. The copy here could have been &Go& or &Submit Now& or just &Send&. None of these are as clear or binary as &Send Message&, which in two words allows people to confidently agree or disagree with it. As you move into more complex features being binary gets exponentially harder, but the goal should remain the same: lead people with a core idea that properly sets their expectations. If we fail to do this, the perception of complexity will grow.A single core idea is:
Binary - simple enough that there are only two sides to it&allowing people to assess their agreement or not.
Stated in plain language - be as clear and obvious about the problem or opportunity as possible.
Repeated constantly - every interface should reiterate the appropriate problem or opportunity where appropriate.
Tied to an outcome - the end goal of each problem or opportunity should always be visible.
Improve Clarity Over TimeAfter gaining people&s interest, getting them to invest their time and mental energy is the next big step. Even when your audience finds your application interesting, there can still be lots of friction. If they&re intimidated by it, the adoption rate will be slow. You have to show them that they can accomplish their goals without frustration.&Web copy: Write too little and the meaning doesn&t come through. Write too much and the block is skipped because it was too thick to scan.& - Ryan Singer&Much like a conversation that is refined over time, the right details in the right moments will give momentum to the process and increase the chances of it reaching a positive end. Removing relevant, but inappropriate details, will keep people moving forward and reduce the chances of being distracted. Remember, every investment of time or mental effort without a meaningful result will add to the perception of complexity.Improve clarity over time with:
Clear starting and ending points - make sure it&s obvious how to do something valuable within an interface.
Progressive disclosure - be appropriate: put focus only those details that help with comprehension of the current task.
Obvious paths - always provide a clear transition to the next step or level of detail.
Use ConsistencyA new user and a long-time user are very different animals. If you want to keep people around, you need to help them feel like they&re mastering each part of the application and have no reason to worry about the next one. Each feature needs to be approachable enough to seem enjoyable and feel like it&s going to be the best use of their time and energy.&Whether it is flags waving in the wind, the difference between empty or crowded train platforms, or the footprints in the fields that suggest paths to follow, we search for significant signs in the world that offer guidance.& - Don Norman&Showing people a friendly face will give them confidence and put a smile on their face. Help people see things they&ve seen before and draw conclusions based on things they already know. There&s nothing wrong with a complex interface when you have a complex problem, but there&s no excuse for dropping someone off in a foreign land without a guide or a map. That&s just mean.Be consistent through:
Consolidating routines - identify similar processes and use similar approaches.
Building patterns - put similar things in similar places so people can act through intuition.
Occasionally breaking the rules - know when an interface is genuinely unique&it&s probably not as often as you think.
When More is LessPrevailing wisdom suggests that simplicity is about less&removal and reductionism. But simplicity is really about comprehension and clarity of purpose&can we design such that people instantly understand what&s going on and make a confident decision about what to do next? To practically achieve simplicity we can stick to a single core idea, improve clarity over time, and use consistency to help users achieve efficiency. In this way more can be less&by adding the appropriate details at the appropriate time the entire process comes to seem simple to the people using it. Simplicity has tricked us into thinking its about less. But it&s really about having just enough.
Storytelling to Problem Solve
Trent (Swingers)
Andrew Stanton&s
on storytelling
Leisa Reichelt的体验设计工具包
I&ve been asked a few times recently about my opinion on what software people should know if they want to do UX so I thought I&d share my thoughts here. Of course, the first answer is & it depends.
It depends on what *kind* of a UXer you want to be (there are many types & some are more design-y or research-ish, some some are closer to the business or the interface) and what kind of place you want to work for (there are many options there too).
The tools you use affect the work that you output, so I think you should be thoughtful about the toolkit you decide to use.
To begin with, I would say that no software will ever replace the advantages provided by a willingness and ability to&sketch.
If you are not confident with sketching you will start designing into software and this is not something you want to do.
The minute you start designing into software you limit the number of options you explore, you move more quickly to high fidelity and are more likely to become attached to your own design. You sit by yourself at a desk instead of collaborating with your team.
Before you learn any software, get comfortable sketching in company.
Another important thing to understand is that most of the time, the tools we use aresubstitutes and shortcuts for the actual raw material&for which we design.
Don&t think that because you have ninja skills in Axure, you don&t need to understand how HTML, CSS and JavaScript work or how a database is designed or how some importnt content management systems work. You don&t need to have advanced development skills but it is more important to me that you understand and have some hands on experience of the how the technology behind faceted navigation works, and what the challenges and restrictions and opportunities are, than being able to fake it in Axure. (I&m picking on Axure, I know.)
The last thing I would say before I give you the list you&re really here for,& is that it is less important which software you learn now, and more important that it&doesn&t become your hammer.
(You know the saying & when all you have is a hammer, everything looks like a nail). Every day a new piece of software comes out that might be a great tool for you on the particular project that you&re working on. Get comfortable always exploring, evaluating and learning new tools. In fact, I&d go so far as saying, don&t even bother trying to be a master of one, be a jack of all software! And be prepared to change your mind.
But, tools you must have. Here&s my thoughts what you might find useful.
A& &diagramming& tool for basic wire framing, sitemapping, content/data modelling and flow charting. Common choices are&&(for Mac) or&&(for PC). There are also a swathe of online (SAAS) alternatives including&,&,&,,&,&&and the list goes on ()
A tool for making higher fidelity (prettier) wireframes/prototypes. Common choices include&,&,&.&&(Mac) or&&(PC) are also increasingly popular with good reason I think & they&re easy to use, flexible and increasingly powerful little apps.
A tool for making interactive prototypes. This used to be optional, it&s not anymore. Common choices are:&,&,&,&, also HTML/CSS/JavaScript incl. JQuery etc using Text Editing software (eg.&,&etc.)
A tool for image processing & a lot of people use Photoshop but most UXers could get away with Fireworks or even Preview (comes with Mac) for their requirements
Personally, I&ve moved away from Omnigraffle and towards Fireworks in the past 12 months or so for various reasons, but there are no perfect UX tools. I&ve seen people&. Personally, I think Axure is more trouble than it&s worth, unless you are having to do all your detailed interaction design work in the absence of developers. ().
Some companies will only hire people who have skills in specific software, eg. Axure. This is idiotic as software is easy to learn, being a good UX designer is the hard part.
UX Research:
Good UX Designers will also read this section & there&s not a clear break and more and more designers should be integrating these tools into their daily practice.
If you&re doing UX Research then having some good&Excel&skills will come in handy for analysis. You might alway want to get handy with&SPSS&(although, again, this will be overkill for some). I&ve found having some good mind mapping software to be handing for research analysis as well.
Important note:& the best analysis, in my opinion, happens doing affinity sorting using post it notes on a wall & this is research&s equivalent to sketching.
You&ll also need some software to record the user research you do in person. The obvious contenders are&&(if you&re working for a company with a decent budget) and&which you can run on your Mac.
The tools I find most interesting for UX research tend to be newer web services such as:
Online remote usability testing:&&/&&etc.
Other online research tools such&&and the other tools from the team at Zurb, and&&s great range of online usability testing tools.
Online analysis tools such as&
Remote moderated research tools (mostly screensharing/online meeting tools) such as&or&
Apps that can be used for longitudinal contextual studies such as&,&,,&
Online recruitment tools such as&
Optimization and other measurement tools such as&
This is by no means a definitive list & there are lots more great tools out there that I&ve no doubt neglected to mention. Feel free to add your favourites in the comments below.
Just remember & it&s not the tool you use (although they will no doubt leave their imprint), it&s the way that you use it that really matters.
交互设计&组织创新-Xin老师在交互设计体验日上的演讲
辛向阳：感谢柳教授的精彩演讲！这是第三届交互设计体验日了，10年在广州我去过了，今天会场变了，从广州到北京，有不少新鲜面孔，我想说的一点，从这些熟悉的面孔来看，我在这里基本属于偏老的状态，回到江南大学设计学院我是一个不老不小七上八下的，在这里年级算比较大一点的，我想说的是后生可畏，后生可敬，从交互设计2010年到现在，看到这么多人在不同的行业，从全国各个不同的地方走到一起来，我为我们交互设计委员会的工作感到非常值得，非常感谢各位的支持，首先代表委员会谢谢各位的支持！
这个演讲叫交互设计和组织创新，中间我把&打成红色的，说明什么问题？说明这两个概念的关系我还没有想清楚，如果想明白了那就不是和字了，可能两者之间会有一个非常明确的关系的概念，放一个红色的和是希望找到二者之间有某种关系存在。
有同学可能看过网上的一个视频是我10年在广东做的交互，被遗忘的交互设计－本质里头是对交互设计的定义，我是后来才看到这个视频，当时我也是用中文讲的，后来发现我下面还有中文记录，我的中文意思表达地不是很好，本来普通话就不好，在国外待了很久，前两天告诉我要参加国内的教师资格证普通话考试，非常难为我。当时演讲里头我有这么一个图片，想说明一个什么问题呢？
交互设计怎么样从设计物，从物理逻辑到行为逻辑的转变，这是一个很简单的三星手机和诺基亚手机某一款比较老的，在诺基亚当时还如日中天的时候，也不能说诺基亚这个手机比三星好用，怎么看呢？它们都有相关的功能，同一个功能打一个比方来说，发一个短信，诺基亚黑色的1到8部，这个任务完成了，等到三星的时候，你还需要额外的六个步骤，打一个电话本身，诺基亚五个步骤可以完成，三星需要额外的三个步骤。你能看得出来一个东西的好坏从用户体验的角度，行为逻辑和物理逻辑的区别，不是这个机身薄不薄的问题，不是重量轻不轻的问题，这个事情怎么样从行为过程确定是合理的？
另外一个小小的例子，这个图片质量不是特别好，我找几个同学简单看了一下复印机的使用，每个同学拿到一个非常简单的任务，一张A4的纸在复印机上做一个正反面的复印，有三个同学尝试了这个任务，从进主页面到下一个页面，他认为应该确定的页面，不同的点击，来回的反复，一个非常简单的任务居然需要这么多任务反复，最后只有一个同学顺利地在10分钟之内完成了任务，非常简单地了解到交互设计，从物理逻辑到行为逻辑一个非常重要的转变，简单回顾我上次演讲，当时从一个物到行为的设计，从功能到体验的设计，从产品到服务的设计，这些细节我就不去细讲了，如果有同学愿意让你的耳朵折磨一下的话，可以到网上找一个2010年交互设计体验日我的报告。
我们设计从传统工业设计角度，我把已知的四条腿换成轱辘，因为改变了结构有了另外一个概念，从木头的换成皮的，因为有了另外一个材质，有了另外一个概念，交互的属性跟哪些东西可以定义，哪些东西改变以后获得另外一个交互的概念？当时我们吸取戏剧学的概念，从人的行为所使用的工具，他的场景，非常重要，他的任务目的，五方面定义交互的概念，任何一个交互需要有一个非常重要的任务是目的，他为什么做这个事情，他做这件事情的actions怎么样，用哪些工具，在什么样的场景下面。
交互设计如何影响一个组织？对组织的理解很多不同的人都有个人的理解，简单用设计界对组织设计比较关心的学者John的理解。有三个基本的功能，一个是整体的规划，到执行层面，到最后执行这个任务，组织三个层面的交互设计怎么和组织有关系？
刚才说到交互这五个元素，从这五个元素来说，可以说规划和目的有直接的关系，在组织层面，环境最后在手段层面有什么样的行为。因为组织里面的人，组织需要做的事情，组织里面各种工具、各种手段和组织所处的社会环境、人际关系。
简单看一下同学们做的小小的练习。刚才是我带的同学和下面的国外团队做的一个项目，是为了提高整个病人在医院就诊的一个流程的体验项目。这个项目里面说的病人就诊整个流程从哪里开始经过哪些不同的医院部门，包括他们的信息从护士手里，在这一天从进医院到出来，他的信息从各个不同的部门转手，这些信息的管理过程是怎么样的。还包括在整个医院的学习和采访过程中，发现医生自身和病人一样，他有一个非常大的压力，在很高的压力状态下生活着，而医生的健康又由谁来关注？
尤其是embrace改变的是医生跟护士、医院环境的交互，和患者的就诊的心理体验，这里面改变的事情包括整个就诊的程序、流程，就诊的流程里面各个时间段的安排，包括等待的时间里面他可以做一些什么准备动作。包括一些新的就诊过程中可以引用的一些设备，包括在掌上的手持设备还有整个医院环境的变化，从高科技到低科技，整个的这些改变一方面有医院需要提供的软件、硬件，同时还有医院非常重要的一部分，因为这个事情整个做起来非常复杂，涉及的方方面面的事情也很多，结果要求整个国外医院从他的管理上要重新做很多方方面面的调整。
这也是后面国外医院的院长李博士在项目结束之后给我们写了一封非常不错的信，给每一位同学写的感谢信，他说非常感谢你们引导和激发我们改变整个医院的管理，现在我们的管理项目在一步一步推进过程当中，在去年五月份开始的这个项目，这个项目还在继续往下推进。从这个故事我们看得出来，一个普通的交互，从改变用户体验的角度，需要参与的事情还不是简单的填空的东西，也不是高科技和低科技的选择的东西。
从刚才的例子来看，国外医院的这个项目里面改变的有病人的流程，有这个方式，也有整个环境的改变。另外一个例子是在国外医院合作之前，我们给香港政府做了一个项目，是为香港失业老百姓怎么服务的问题，现在香港失业老百姓可能去政府的劳动保护部门，去香港政府的人才市场，去领取社会救济金的部门，很多部门分布在香港不同的区域，有湾仔、深水库、九龙塘。
一个弱势的群体，我上午到湾仔的工作室，一楼的人说人在二楼，二人的人不在，三楼的人说到深水库去吧。整天什么都没找到，我这个弱势变得更弱势了，从一个楼层到另一个楼层，从一个房间到另一个房间，跟我们在搜狐上找一条信息是一样的，所以我们跟香港政府说了，我们可以用交互设计的思想为你们重新规划香港市政府各个不同的部门如何服务于香港的失业人群。这个项目是09年做的，很多的概念已经在逐渐的推行过程中。参与这个项目的不少同学今天也在场。
还有另外一个项目，这个项目不是我做的，看到这个鸟我们知道是哪个公司吗？Tuiter，前面说了香港政府的项目改变了很多的问题，组织的问题、社会的问题，医院的项目改变了医院的action，非常简单的新闻发布的问题、社会媒体的问题，整个交互设计里面的poeple和purpose，媒体发布的目的不一样，有谁参与不一样，过去中国由政府部门发布这个信息，在美国也有所谓的独立机构发布这个问题，现在由社会老百姓参与的这个问题，改变了非常重要的由谁参与的问题的事情。就像一把椅子从四条腿改成带轱辘是一样的，这是一个新的交互，这个交互是一个很广义的交互。
前面看了几个例子，我希望能够简单地让我们感觉到一点点交互设计会带来组织的改变，会影响管理的创新。另外一方面从管理学的角度我们来看看，为什么我们管理需要改变。有人说现代管理当时有了这个概念，有了这个理念是为了有效率地解决问题，看看所谓的现代管理之父写了科学管理的基本原则，这里有一个非常重要的理念，知道你在什么时候该干什么用最简单和廉价的方式做事情，这是现代管理之父的一个最基本的理论。另外一个德国的社会学家，他对管理领域的基本要求，有几个概念归纳了一下，他的控制、精确性、稳定性、执行力度和整合的可靠性，这一切都是为了让所有复杂的事情能够用非常简单的手段规范地执行，在全球各个不同的地方去统一执行。
实际上以上这些人的思想目前还在影响中国很多企业以及世界很多企业，尤其是中国很多商学院，这些思想实际上是20世纪初期的东西，当时现代管理之父提出这些东西的时候，是看到美国从20世纪初，19世纪末的1890年，美国的平均私营企业的规模是4个员工，很快的10年、20年之后，美国的私人企业规模达到了10几20万人，包括美国的钢铁公司、福特汽车。他能够预知到生产的规模会急剧地膨胀，这个时候传统的4个员工的模式，一个领导跟下面的员工天天见面的模式已经不存在了，需要更加科学和现代化的流程管理满足现代化大生产的要求，所以他提出了最基本的原则，这个在当时的环境下是非常合理的，非常有效率地解决了当时的问题。
Efficiency跟市场需求是绝对统一的，市场越大，我们的规模越大，市场经济学是一个非常独立的地方，有一个diminishing，利润总数在不断降低。在市场经济的体制下，价格是由供需关系推动的。
实际上赚钱就一定还会有人进入这个领域。当越来越多的人进入到这个还在赚钱的领域的时候，Supply return就增加了，价格自然会下降，一直下降到供需关系基本上平衡到没有利润了，再有更多的人进来就赔钱的状况下，这就是所谓的市场经济的Supply return的概念。交互设计改变的是means的问题，很多都是从组织的手段让社会变得更加合理，让组织变得更加有竞争力。但是这个东西行不通，后来出现了很多经济学学派，其中有一个很有影响力的学派，奥地利学派，在市场经济亚当斯密的时代提到了价格，但是很少提到价值，价值从消费者的角度提出来价值是奥地利学派，价值是由对消费者所起的作用和影响力来决定的。
后来出现知识经济，SLIM Concapt，并没有解决市场的增长，在知识经济的领域里面，他认为增长应该保持最初的基础科学研究到应用科学研究，到一些基本的发明，最后到一些创新精神、企业家精神推向到全社会，从创造发明推向全社会。这个就是我们设计在知识经济领域里面所谓的第四个阶段，但是设计里面要起的作用是做差异化的工作。
大家看看这个简单的例子，最早的脉冲电话，到技术科学的发明，通过设计不断完善，技术科学的发明通过设计不断完善，很好地反映了知识经济的规律。中国很在意设计，知道设计能够带来差异化，能为社会创造价值。所以中国领导人也很关注，中国领导人一关注设计就麻烦了。温总理关注了，全国开了一堆工业设计产业园，这个园一开起来就非常有意思，一个园好分，园一多了，好象又走进了市场经济的死胡同，现在全国所有的工业设计产业园都在找各个不同的大学，您过来给我们开一个教学设计工作室，要不然我们这里没有人气，他们已经走进了市场经济需要拉动客户的一个非常尴尬的局面。
这里面有一个非常有意思的现象：我们工业设计产业园，工业设计当然非常重要，工业设计还是要做，但是大学里有工业设计、服装设计、平面设计、交互设计、环境室内设计，这么多设计是一个核心词，前面是一个定义，设计从去年变成一堆学科之后，设计两个字需要我们重新去认识。
要想把这两个字认识好，在很多地方需要组织创新，组织这个理念需要有改变。跟我天天接触最多的是各个系主任，我简单看了一下，我每天可能见到所有这些人，这些人职位高一点，三个副院长还有书记、副书记，其他职位高一点的可能是各个系的系主任，其实我的工作简单画一个小小的信息图表，跟我们企业做交互设计的信息架构很像。现在从香港理工搬到江南大学工作，我为什么接这个工作？
因为有一种理念是我个人相信的东西，我希望分享给更多的人，江南大学设计学院作为一个组织，这个组织要创新首先要有理念的创新，这个理念里就包括很多大学天天面临的发表文章的问题，但是常常忘了大学根本的目的。在我看来，大学的根本目的有两个，第一个是学术，因为这个原因，五月份江南大学召开了第一次设计交流再设计的一个全国的全世界会议，这个会议会持续五年，重新思考设计作为一门学科到底是一个什么东西，它的方式、方法和价值观，我们也有一种价值观，这个会会持续五年。
这个会用中国官方的话来说，在这个会议精神指导下我们开了一个叫整合创新实验班，这个名字实际上有点老套，江南大学有好多系，每个系也招好多班，一年进入到江南大学的同学有十七八个班，理念会有一些传输，但是在组织的改变过程中需要很多时间，需要有耐心，也需要有过程。这里面我们就先做一个整合创新实验班，需要通过这个实验班把这样一套新的理念传统出去，让更多的老师理解、接受，能够让很多人今后都可以把这一套东西传播给更多的同学。
这个实验班做什么东西呢？定义产品和服务，这个话说起来很简单，但是实际上在筹备这个班的时候，我们把这三个东西定义成不同的服务，提供整体的解决方案，预备良好的团队，每一个要求对应不同的课程，每一门课程在学习的各个阶段都有一个循序渐进的课程体系支撑。
举一个非常简单的小例子，我们说整合创新实验班，它定义产品跟服务，产品是什么东西？没有人定义这个东西，就像我们说，人跟人交互，人牵狗溜狗也是交互，这里面的各种交互到底互相之间有什么样的共通的属性？有没有一些能够找到哲学方面的普遍规律的一些东西？是有的。今天，实际上建筑立面的很多光能元素、功能分区，他的材料、技术他做一把椅子绝对是不一样的，和他做一个简单的工业产品也是不一样的。前辈们在不同的器物之间找到了一些共有的东西，结构、功能、材料、色彩，这些东西不是一个简单造成的问题，应该是很多器物互相之间共有一个哲学普遍的规律和概念。
现在当设计的范畴不断地扩大的时候，当产品从实体产品到虚拟产品变化的过程中，产品就不是功能属性了。静态属性、动态属性、外在属性、内在属性，主要属性、从属属性，定性属性，定量属性，很多东西需要我们思考。学校重要的原则我认为是学生，全国基本上所有的大学研究生都是跟着导师，在导师的帮助设计中做什么你们自己心理清楚，我就不说了。
现在我们希望给学生营造一个非常合理的空间，我们的研究生都到一起去，老师需要的时候你还可以打一个电话，给我办一点小活，没问题，但是同学之间需要有交流，学科之间需要有交叉。现在我们把设计学院建成了一个最大、最亮、最好的空间给我们的研究生，这个空间还会不断地创造，服务学生、尊重学识规律。刚才给的空间是已经修好的，今年暑假专门给研究生硕士、专业硕士马上可以入住的研究院，江南大学开放创新设计研究院，如何让学生进入到这里来，需要有很多细节问题解释，老师不一定非常理解，我们的专业设计到底在这里干嘛？
这里说一句题外话，工业设计、建筑艺术等等实际上很多专业是讲交叉的，研究生培养终极设计人才，培养设计经理，同学们有可能既要了解工业设计问题，又要了解建筑的问题，工业设计本身在工业设计这个专业开始有的时候，一提工业，有重工业和轻工业，现代工业的门类不一样，工业整合在国民经济中的比重也不一样，有服务经济、体验经济等等。整个专业硕士研究生，专业硕士讲反思性的能力，为了推进整个江南大学做一个组织设计和组织变革，我们有很多工作推进，首先是理念上的改变，为了这个上的改变，我们有连续五年上的设计会议个第一次会议今年五月份已经比较成功地开过了，最基本的反思、范畴、方法和价值观。
第二次会议是2012年，还有一个跟这个会议相关的硕士生论坛，从物理逻辑到行为逻辑，到后面我们希望通过前面两项工作，基本比较好地对现在的教育和实践有一个比较好的认识，在这个基础之上能够重新提出来一套新的哲学概念，就像光house结构、功能、造型是一样的，这些基本的东西，希望到16年我们把哲学概念和互相之间的关系找清楚，就像内在的和外在的功能属性。
我们会有很多的组织人员结构的调整，其中一个非常有意思的调整，由我们开发设计研究院五个研究部门，健康设计、生活方式设计、社会责任感的设计、商业创新还有信息和服务，第一，和我们现有专业架构不直接对口，第二，每一个团队负责人都希望把办公室主任和团队负责人叫协调人，协调人是什么意思？协调人和开放创新研究院的开放两个字是直接对应的，很多事情在今后几年工作中我会跟大家慢慢分享。谢谢！
主持人：谢谢辛老师，下面还有一个环节就是大家可以提问的环节，有没有提问题的同学？
辛向阳：我简单解释一下，这是今年第一次来江南大学，我前面的题目叫&而不是定位的更新，这两个概念简单做了一个展开，实际上里面的关系还不清楚，所以你们要是觉得还比较抽象，这是很正常的，再过几年再慢慢把这个事情理清楚。
提问：辛老师您好！我是现在研究生在读的专业型硕士研究生，是研究生一年级。我提问的问题是这样的：您觉得专业型硕士跟学术型硕士最重要的一个区分点，或者说培养方向上的区别究竟是什么？谢谢。
辛向阳：非常好的问题，学术型的硕士用我的话讲应该是一个学术问题，要想了解这个学术问题要了解专业硕士要解决的实效问题的聚点。目前很多时候我们解决了很多企业里头需要的实际问题，而不是学术的问题。
我举一个例子，如果你认为有一个东西叫weee废旧的电子电器，有这么一个规范，如果你的问题是说如何在中国企业和行业里面执行weee这个标准，这是一个专业硕士可以解决的问题，因为有人做这个事情，这是一个非常专业的问题，你可以帮助企业思考，这个weee在欧美是如何成功地利用在哪些企业成功示范，把这些经验借鉴过来，根据中国的实际情况，根据社会背景找到合理的办法。如果作为一个学术硕士，可能是另外一种方式，但是这个问题不应该算是一个学术问题，如果有人认为有一个观点，在中国现代经济阶段，使用weee的标准会影响中国中小企业的发展，因为weee的标准很严格，这会影响综合企业发展。我的观点是weee标准在中国中小企业不但不会影响，而且会帮助企业转型和发展带来新的机遇，两者的观点不同，这是一个学术问题。
目前很遗憾的是老师有很多论文都是专业硕士解决的问题，还有一个很简单的例子，看到很多最近非常热心保护事业的学者做了很多测绘的工作，这个街区、那个街区，这个建筑，那个建筑，为什么做测绘这件事情呢？差不多一百年之前梁世成先生已经做过了，但是以他的精力只能做一部分，他需要很多的后辈继续做这份工作，研究生做就可以了，因为这里面没有理论的创新。但是目前很多博士论文我看到很多这方面的工作，这个例子不一定合适，如果不太理解我们再慢慢沟通。
如何有效撰写用例
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In several places in this document, I have stated "effective use cases" rather than just "use cases". The purpose of the use cases is for effective knowledge transfer from the domain expert to the software developer -- these use cases will serve as software requirements. If they don't make sense to the person building the software, they are not effective. There are several sources on the web for writing effective use cases including the book by Alistair Cockburn.
Tip 12. What's the difference between a User Story and a Use Case?With so many engineering teams making the paradigm shift from waterfall to Agile, people often get caught up in having a pure Agile process which would include the use of User Stories. So what's all of the hoopla with User Stories? What are they, how are they different from use cases, do I need them, and where do they fit in the process?&
What is a User Story?&Simply put, written from the context of the user as a simple statement about their feature need. They should generally have this format. "As a -role-, I want -goal/desire- so that -benefit-"
How is a User Story different than a Use Case?&While a use case is highly structured and tells a story, the User Story sets the stage by stating the need. A User Story is the prelude to the use case by stating the need before the use case tells the story.
How does the User Story fit into the process?&User Stories are great as an activity in collecting and prioritizing the high level features. Getting this initial feedback from the customer is a simple way of trying to get all of their needs identified and prioritized. The User Stories will then morph themselves into the business requirements and use cases.
Teams moving to agile often struggle to integrate agile with best practices in user-centered design (UCD) and user experience (UX) in general. Fortunately, using a UX Integration Matrix helps integrate UX and agile by including UX information and requirements right in the product backlog.
寿司艺术体验之巅《寿司之神》 (2011)
影片开场，一位老人在纸上写下他的名字：小野二郎。他就是本片主角。他的东京寿司店两度获得米其林三星的荣誉，尽管这间不起眼的店面位于一栋办公楼的地下层，店里只有十个座位，厕所还在门外。
　　去小野二郎的店需要提前一个月预定。店里没有常规菜单，只有当日主厨定制菜单（Omakase）。也不卖其他菜品，只有握寿司。价格取决于当日选用食材，一人三万日元起。
　　他从最好的鱼贩子那里买鱼，从最好的虾贩子那里买虾，从最好的米贩子那里买米。米贩说，海逸酒店的人曾找他买米，但他不卖，因为觉得他们会暴殄天物。他只把好米卖给小野二郎。鱼贩说，他只从码头上收购最好的鱼。“一地的吞拿鱼里，只有一条是最好的，我就买那一条，要么就什么都不买。”为此鱼贩花很多时间细细比较，也为小野二郎认可他的方式而感到自豪。
　　“我们是握寿司的专家，但他们是鱼、虾和米的专家。”小野二郎极其重视细节。他多年来亲自去鱼市，直到七十多岁时在鱼市心脏病发作，后来才改让大儿子去。但在厨房内，从醋米的温度，到腌鱼的时间长短，再到按摩章鱼的力度，小野二郎依然亲自监督。
　　“我从没有一天厌倦过我的工作。”
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