| Preface |
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xi | |
| Part I Design And Collaboration |
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Chapter 1 The Elements of Design: Think-Make-Check and the Four Models |
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3 | (10) |
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Think, Make, Check: What Designers Do |
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3 | (3) |
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Design's Four Concerns: Users, Interfaces, Interactions, and Systems |
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6 | (7) |
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Chapter 2 Fidelity: Check the Right Things with the Right People |
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13 | (12) |
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Fidelity Changes What's Included in the Model |
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13 | (9) |
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The Model's Fidelity Affects Iteration |
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22 | (1) |
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Think-Make-Check Means Design Requires Collaboration |
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23 | (2) |
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Chapter 3 The Elements of Collaboration: Shared Understanding, Inclusion, and Trust |
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25 | (14) |
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Share Understanding, the First Principle of Collaboration |
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26 | (3) |
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Include Everyone, the Second Principle of Collaboration |
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29 | (3) |
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Trust Everyone, the Most Important Principle of Collaboration |
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32 | (5) |
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Collaboration Is the Key to Better Products |
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37 | (2) |
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Chapter 4 Collaboration in Practice: Frame, Facilitate, and Finish |
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39 | (18) |
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Collaboration Is Its Own Problem |
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39 | (1) |
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Collaboration Has a Repeatable Structure |
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40 | (1) |
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Collaboration Starts with a Frame |
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41 | (2) |
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Finish Collaboration with a Captured Outcome |
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43 | (2) |
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Facilitate Collaboration Through Four Steps |
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45 | (7) |
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Formal and Informal Collaboration |
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52 | (1) |
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Design and Collaboration, All Together Now |
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53 | (4) |
| Part II Project Strategy |
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Chapter 5 The Strategic Landscape |
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57 | (10) |
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58 | (1) |
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Drivers Explain Why to Change |
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58 | (2) |
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Barriers Explain What Blocks Change |
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60 | (1) |
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Goals and Getting to the Future State |
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61 | (4) |
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Innovating at the Right Altitude |
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65 | (1) |
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Focus Teams on the Right Goals |
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66 | (1) |
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Chapter 6 Identify Project Goals with Goal Mapping |
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67 | (22) |
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67 | (3) |
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Activity 1: Generate and Share Everyone's Project Goals |
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70 | (8) |
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Activity 2: Group Goals to Find Common Themes |
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78 | (4) |
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Activity 3: Prioritize Project Goals |
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82 | (4) |
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Identify Goals in Casual Conversations |
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86 | (1) |
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Shared, Prioritized Goals Fuel Better Teams |
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86 | (3) |
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Chapter 7 Identify a Concrete Vision for Success |
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89 | (20) |
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How Future-State Envisioning Works |
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90 | (3) |
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Activity 1: Generate Issues That Exist in the Current State |
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93 | (4) |
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Activity 2: Generate Successes That Exist in the Current State |
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97 | (2) |
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Activity 3: Generate Concrete Visions of What People Do in the Ideal Future |
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99 | (5) |
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Activity 4: Map Metrics to Future Behaviors |
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104 | (4) |
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Vision Focuses the Team on Success, not Features |
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108 | (1) |
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Chapter 8 Document and Share Project Goals and Vision |
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109 | (8) |
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Document Goals to Provide Important Context |
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109 | (2) |
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Document Vision to Show the Big Picture |
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111 | (1) |
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Check the Goals and Vision with the Team |
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112 | (2) |
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Teams Need to Constantly Reference Goals and Vision |
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114 | (3) |
| Part III Users |
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Chapter 9 Users and User Research |
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117 | (16) |
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Personas vs. Profiles vs. Roles vs. Archetypes |
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117 | (1) |
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Tasks, Contexts, and Influencers |
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118 | (3) |
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Motivations, Goals, and Jobs-to-Be-Done |
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121 | (5) |
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Project Goals Reveal the Attributes Your User Model Needs |
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126 | (5) |
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Good User Models Evolve With the Product |
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131 | (2) |
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Chapter 10 Identify Users with the Bull's-Eye Canvas |
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133 | (14) |
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How User Identification Works |
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133 | (3) |
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Activity 1: Generate Direct Users |
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136 | (3) |
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Activity 2: Generate Indirect Users |
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139 | (3) |
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Activity 3: Generate Extended Users |
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142 | (3) |
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Build the Right Product for the Right User |
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145 | (2) |
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Chapter 11 Explore User Attributes with the Profile Canvas |
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147 | (20) |
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How the User Profile Canvas Works |
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148 | (2) |
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Activity 1: Generate Tasks and Contexts |
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150 | (3) |
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Activity 2: Analyze Tasks to Identify the User's Goal |
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153 | (4) |
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Activity 3: Generate User Pain Points |
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157 | (4) |
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Activity 4: Generate User Gains |
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161 | (4) |
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Explore User Attributes to Build Better Products |
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165 | (2) |
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Chapter 12 User Needs and Preferences with the Attribute Grid |
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167 | (32) |
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How the Attribute Grid Works |
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167 | (4) |
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Activity 1: Generate Attributes to Reveal the Landscape |
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171 | (7) |
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Activity 2: Refine Attributes to Remove Noise |
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178 | (9) |
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Activity 3: Understand Patterns and Outliers in User Behaviors |
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187 | (7) |
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Activity 4: Review to Build Shared Vision with Broader Team and Stakeholders |
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194 | (2) |
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The Attribute Grid Lays the Foundation for Personas |
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196 | (3) |
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Chapter 13 Document and Share User Models |
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199 | (28) |
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User Models Answer Four Different Questions |
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200 | (1) |
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Two Types of User Models: Rationales and Guidelines |
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201 | (2) |
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User Models Come in Three Formats |
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203 | (2) |
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Three Ways to Communicate User Attributes |
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205 | (9) |
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Five Other Things to Include in User Models |
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214 | (2) |
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Show Multiple Users Side-by-Side |
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216 | (5) |
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Focus on a Single User with One-Sheets |
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221 | (1) |
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Share User Models in Other Ways |
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222 | (2) |
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Make User Models in the Format You Will Review Them |
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224 | (1) |
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User Models Are Powerful Reference Tools |
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224 | (3) |
| Part IV Interactions |
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Chapter 14 Elements of Interactions |
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227 | (12) |
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Three Types of Interaction Models |
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228 | (2) |
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Touchpoints Have Four Building Blocks |
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230 | (3) |
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Length, Depth, and Point of View |
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233 | (2) |
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Phases and Moments of Truth |
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235 | (2) |
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As-Is or To-Be, Looking Forward and Back |
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237 | (1) |
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Tailor Interaction Models to Project and Team Needs |
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237 | (2) |
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Chapter 15 Identify What to Build with Touchpoint Maps |
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239 | (16) |
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239 | (3) |
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Activity 1: Clarify the Scenario |
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242 | (2) |
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Activity 2: Generate Tasks |
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244 | (5) |
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Activity 3: Refine Tasks and Sequence |
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249 | (2) |
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Conversations Around Touchpoint Diagrams |
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251 | (3) |
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Touchpoint Maps Reveal Discrete Parts of the Experience |
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254 | (1) |
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Chapter 16 Understand How Products Fit Together with Journey Maps |
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255 | (22) |
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How Journey and Experience Maps Work |
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255 | (3) |
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Activity 1: Generate Touchpoints |
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258 | (5) |
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Activity 2: Analyze the Journey's Structure |
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263 | (6) |
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Activity 3: Explore Touchpoints in Detail |
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269 | (4) |
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Journey Maps Reveal Secrets to Better Products |
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273 | (4) |
| Part V Interfaces |
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Chapter 17 The Visible and Invisible Parts of an Interface |
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277 | (10) |
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The Four Visible Parts of an Interface |
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279 | (5) |
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The Invisible Parts of an Interface |
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284 | (2) |
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The Invisible Parts of the Interface Are Most Important |
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286 | (1) |
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Chapter 18 Design Interfaces with 4-Corners |
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287 | (32) |
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288 | (2) |
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Activity 1: Identify the Interface User |
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290 | (4) |
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Activity 2: Identify the User's Task |
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294 | (3) |
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Activity 3: Identify the Next Step |
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297 | (3) |
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Activity 4: Identify the Previous Step |
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300 | (3) |
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Activity 5: Identify Interface Content |
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303 | (9) |
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Activity 6: Identify Functionality |
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312 | (4) |
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4-Corners for Wireframes, Mockups, and Prototypes |
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316 | (1) |
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4-Corners for More Than Just Screens |
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317 | (1) |
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4-Corners Creates a Shared, Holistic Vision of the Interface |
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318 | (1) |
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Chapter 19 Strategies for Sketching Interfaces |
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319 | (16) |
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Activity: Group Sketching to Create a Single, Shared Vision |
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319 | (5) |
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Activity: Individual Sketching to Reveal Competing Perspectives |
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324 | (3) |
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Activity: 6-8-5 Sketching to Generate Multiple Directions |
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327 | (3) |
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Additional Things to Think About When Sketching |
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330 | (2) |
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Trust Others to Make Interfaces on Their Own |
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332 | (3) |
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Chapter 20 Choose the Right Interface Model: Wireframes, Comps, or Prototypes? |
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335 | (26) |
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Five Types of Interface Models (and the Actual Product) |
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335 | (6) |
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Five Kinds of Interface Fidelity |
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341 | (7) |
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Three Ways to Make Interface Models |
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348 | (1) |
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Different Models Support Different Interface Fidelity |
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348 | (2) |
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Use the Lowest Fidelity Possible to Reduce Iteration Time |
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350 | (4) |
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Adjust Fidelity for Your Audience |
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354 | (7) |
| Part VI Checks |
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Chapter 21 Checks (and Balances) |
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361 | (16) |
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Checks Start with the Finish |
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362 | (2) |
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364 | (4) |
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368 | (4) |
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Transform Feedback into Gold |
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372 | (3) |
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375 | (1) |
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375 | (2) |
| Index |
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377 | |
Biežāk uzdotie jautājumi par e-grāmatām