User Experience Management: Essential Skills for Leading Effective UX Teams
Arnie Lund
Language: English
Pages: 312
ISBN: 0123854962
Format: PDF / Kindle (mobi) / ePub
User Experience Management: Essential Skills for Leading Effective UX Teams deals with specific issues associated with managing diverse user experience (UX) skills, often in corporations with a largely engineering culture. Part memoir and part handbook, it explains what it means to lead a UX team and examines the management issues of hiring, inheriting, terminating, layoffs, interviewing and candidacy, and downsizing.
The book offers guidance on building and creating a UX team, as well as equipping and focusing the team. It also considers ways of nurturing the team, from coaching and performance reviews to conflict management and creating work-life balance. Furthermore, it discusses the essential skills needed in leading an effective team and developing a communication plan.
This book will be valuable to new managers and leaders, more experienced managers, and anyone who is leading or managing UX groups or who is interested in assuming a leadership role in the future.
*Gives a UX leadership boot-camp from putting together a winning team, to giving them a driving focus, to acting as their spokesman, to handling difficult situations
*Full of practical advice and experiences for managers and leaders in virtually any area of the user experience field
*Contains best practices, real-world stories, and insights from UX leaders at IBM, Microsoft, SAP, and many more!
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Planning). 6.1. Mentoring and Apprenticeship Models Gavin S. Lew Managing Director, User Centric, Inc., Chicago, IL How do you train someone to be a user researcher or designer? In most cases it starts with formal education. Professors usually do a good job teaching information architecture, design, and user research principles. But in the end, that’s all theory. In reality, much of what we do cannot be learned in school. Success in the user experience field depends on understanding.
The proto-spec is at that point in the process. Mark Detweiler (2007) wrote an excellent summary of the challenges of managing user-centered design within Agile projects. He pointed out that these all fit within a family of newer, presumably more nimble methods that include extreme programming, scrum, adaptive software development, and so on. In general, they are attempts to deal with the accelerated rates of change in the software marketplace and to improve predictability and control in.
Properly). If a project walks in the door and needs someone right away you can create a team with vendors and contractors more quickly than if you hired full-time staff. Since such projects may be of limited duration, the staff is hired only as long as you need them. You can also add staff without adding the other infrastructure that comes with full-time people such as offices, equipment, and hardware. If you need specialized skills (e.g., ethnographic research or high-end product design.
Considerations that you can use. In recent vendor evaluations, we have started to compare them on similar criteria. Our set of dimensions includes: Proposal and Presentation Quality• Complete and thorough response • Visibility into rationale for response • Deep understanding of topic • Sample deliverables relevant to request • Change control plan • Collaboration plan Demonstration of Expertise• Recommendations and history of success (with similar projects) • History of.
And often riskier move that offers a chance of moving to a positive place, I conclude that the risky move is in fact better than certain failure. That risky move could be to start exploring the possibility of navigating your team to another position in the organization. When you find yourself in this position, it may be time for what is sometimes known as a career-impacting decision. You hope you are making the right decision for you and the team. One thing is certain in most companies, change.