Getting the best feedback on your user interface design

June 4th, 2010

I have always been a firm believer that screen mockups of proposed software functionality provide enormous value when trying to communicate how an application is supposed to function.  It helps both the client and the development team envisage how the application will look, feel and function before a single line of code is written.  This saves a ton of time and rewrite.

 

However… it’s not fool proof and it only helps up to a certain point.

 

Momma knows best

It doesn’t prevent people who consider themselves usability experts from making mistakes.  I had a recent experience with a client who said they wanted best practice user interface design, but then demanded everything be done exactly the way they specified.  I created screen mockups exactly as the client requested to avoid the “brass knuckles”, but then provided tweaked versions to try and make it more user-friendly.  It not only added overhead to the process and eliminated creative collaboration, but made every effort at trying to guide the design process a bruising experience.  Frankly, it doesn’t matter how pixel perfect the screen mockup is and if it represents exactly what the client asked for, if the real users are left out of the evaluation, the code will need to be re-written if they refuse to use it.

 

Setting expectations / Better feedback

The other complication to screen mockups is that they can lead to the impression that the software will look *exactly* like the screen mockup.  I should mention that my screen mockups look like someone took a full 24 bit color picture of a real application.  When laced together in PowerPoint I’ve had people believe it is real software.  Up until now I have always preferred doing mockups with a paint program, because I love color, it helps me visualize what the application will look like, it is very efficient, and there are no artificial limitations on placement, color or functionality that might be imposed by a screen mockup program.  It also does not have the limitations imposed by prototyping tools which constrain how the user interface can function, and could lead to licensing and ongoing maintenance costs if integrated with the development code.

However… I am starting to think it can be a mistake in the wrong context, and I am reconsidering that in some cases black and white wireframes might be better.  There is a great blog entry from Creating Passionate Users which talks about making the demo match how done the application is to foster better feedback from non-developers.  She postulates that “the more “done” something appears, the more narrow and incremental the feedback.  This correlates with some of the unexpected feedback we received on a recent project, where the client spent a considerable amount of time debating what the icons should look like and the color of the fonts, while we were more concerned about whether the functionality was right or not.  The additional complication was that the client became addicted to wanting everything in a screen mockup, even when development was well under way.

http://headrush.typepad.com/creating_passionate_users/2006/12/dont_make_the_d.html

 

So apparently I am late to the party… I guess I’m not the only one who has run into this issue before.  After poking around and looking at a variety of screen mockup applications I’ve found more than a few where a key selling point is that the output can be made to look like it was essentially drawn on a napkin.  Sigh… Sounds like I’ll have to get rid of my nice satin table linens and pull out the paper napkins.  

Mara Pederson, May 2010

What Do Team Members Want From Their Project Manager?

January 25th, 2010

ProjectManager

Project teams, want a project manager with the basic character traits, trust, integrity, respect and honestly. But a good project manager possess much more than these basic traits, a project team wants a manager that skilled at:

  • Information sharing.
  • If you don’t know—say so.
  • If you can’t say because you are under a promise of confidentiality—don’t lie.
  • Protection or “executive cover”.
  • Stretch your team with assignments.
  • Recognize a task or deliverable that is well done and give feedback.
  • Provide a clear understanding of what each team member is responsible for.
  • Try to solve problems identified by the team.
  • Be there when the going gets tough.
  • Defend the team from unreasoned and unreasonable demands.
  • Treat the team members like people who have lives outside the office.
  • To read more, click here.

    The WBS: Making the first mistake

    December 14th, 2009

    to-do-list-nothing

    Many Project Managers begin a project by writing up a ‘to do’ list of activities for each team member.  Within weeks the list is out of date, the project has evolved and more time is spent keeping the list up to date rather than doing the work. The Work Breakdown Structure starts by writing a NOT ‘to do’ list. Forget about activities and look at key deliverables.  Each person is responsible to achieving different aspects of the task - how they get their is often irrelevant.  It is reaching the desired outcome in the assigned time frame that propels a project forward.

    To read more, click here.

    Is Project Management Art or Science?

    December 3rd, 2009

    artvsscience

    Project management is the combination of art and science working in unison for an ultimate goal. Science is the bringing together all the theory and experience acquired over the years, while art is the way you use and adapt these ideas to suits your situational needs. Many people have all the skills and experience of science, but without the adaptability of art a project manager will not succeed.

    To read more, click here.

    - Mara Pederson

    December 2009

    Improving Project Management Performance – Job Huddles

    December 2nd, 2009

    huddle450

    Perhaps one of the best tools to bring a project back on track is just job huddle. The job huddles are an opportunity for the team to have an informal gathering to discuss progress during the last period and identify any issues. With all this information gathered the team can then discuss how to get on track by identifying the teams weaknesses or changes to the working environment. Huddles are a great way to identify changing conditions and keeping a team focused and on track.

    - Kari Marrs

    To read more, click here.

    Microsoft Releases Security Guidelines for Agile

    November 29th, 2009

    security-report

    Microsoft will release guidelines for developers building online applications and for those utilizing the Agile code-development process.

    The Agile guidelines apply principles from Microsoft’s Security Development Lifecycle (SDL) to Agile, an umbrella term for a development model frequently used for Web-based applications released under short deadlines, called “sprints.”

    Microsoft adopted the SDL following the company’s pledge in 2002 to build more secure code after several high-profile worms and other malicious software posed dangerous risks to its customers.

    But the original SDL doesn’t fit the Agile process. Agile differs in that developers have a set time in which to develop certain features, after which the application is immediately released in order to get customer feedback, said Bryan Sullivan, security program manager for Microsoft.

    The SDL was originally designed for products, such as the Windows OS, that are non-iterative, meaning that there aren’t frequent releases of the product that add just a feature or two. However, all of the SDL requirements have been adopted for the Agile process, but implemented differently, Sullivan said. Agile is used by 85 percent of technology industry professionals, according to Forrester.

    Microsoft breaks the SDL down into three requirements: one-time only tasks, those that need to be done for every sprint, and finally “bucket” tasks, which need to be repeated periodically — such as every six months — but not for every sprint, Sullivan said. The Agile guidelines will be available on Tuesday on www.microsoft.com.

    Microsoft is also releasing a white paper on security for online Web applications. As those applications are increasingly interacting and exchanging information, security is paramount, said Steve Lipner, senior director of security engineering at Microsoft’s Trustworthy Computing Group.

    The white paper outlines key security issues that developers should consider for Web applications, Lipner said. It also discusses security issues that developers should think about when choosing a hosting provider, such as data and physical security.

    Copyright 2009 IDG News Service, International Data Group Inc. All rights reserved.

    To read more, click here.

    Organisational issues that get in the way of effective project delivery

    November 17th, 2009

    calendar-de

    As another year passes it is time to reflect on company success, or in some cases the obstacles companies put in the way of their success. The list includes:

  • No project management system and people can ‘do their own thing’…and no one does
  • Having overly-complex decision making processes
  • Large project boards
  • Ill-trained or no training
  • No ownership of project management
  • Several risk management processes within the business
  • Project managers having no authority
  • Training those who are not engaged in project work
  • Senior managers who fire off delivery dates and budgets, without any thought as to whether the project can be delivered
  •  

    - Kari Marrs

    To read more, click here.

    The Follow-up Phase in Project Management

    November 16th, 2009

    followup_en

    The project follow-up phase can often lead to a grey area in the project, unless clearly defined at the beginning of an agreement, some of the issues arising can include:

  • How long should the follow-up last?
  • What does the follow-up entail?
  • How quickly must errors be repaired?
  • Is there a guarantee on the project result?
  • Who is responsible for bugs that are found after the project?
  • Should documentation be delivered along with the project result?
  • Will the users require training, schooling or both?
  • Who is responsible for updates?
  • Who will own the code, and who will be authorized to change it?
  • Who will pay for the above-mentioned points?
  • To read more, click here.

    -  Tom Streveler

    Understanding the Customer vs Customer Value

    November 9th, 2009

    24kt_Gold-Plated_Macbook_Pro_Laptop1[2]

    It is often claimed that Agile software development is flawed because it focuses on improving the processes of the team developing the software;  is that really a bad thing. But there is a difference between understanding the customer and focusing on delivering customer values. Agile methods don’t allow for specific improvements to be focused on, as a result the developer doesn’t see the minimum that is required, but rather goes for the less cost effective ‘gold plated’ option.

    To read more, click here.

    - Michael Grollman

    Project Scope – Customer needs to be shown the right path

    November 5th, 2009

    upside-down-house-poland

    Setting up a project plan and locking team members into their roles sets a good basis for project success. But once the details have been ironed out and the project is nearing completion the customer may come back with major additions turning the project upside down. Instead of pulling the project team off task, go back to the client and explain the situation. Work out ways of breaking the project into phases, this will give the client physical results that they can then build on.

    To read more, click here.