Precious Apothecary: A Catholic Grimoire

Front Cover The UX Book: Agile UX Design for a Quality User Experience Copyright Dedication Contents Preface "UX" Means User Experience Goals for This Book Usability Is Still Important But User Experience Is More Than Usability A Practical Approach Practical UX Methods From an Engineering Orientation to a Design Orientation Audiences Whats Changed Since the First Edition? New Content and Emphasis Tightened Up the Verbose Text A More Relaxed Approach to Grammar and Writing Style What We Dont Cover About the Exercises Team Projects About the Authors Acknowledgments Guiding Principles for the UX Practitioner Part 1: Introduction Chapter 1: What Are UX and UX Design? 1.1. The Expanding Concept of Interaction 1.2. Definition of UX 1.2.1. Distinction From ``UI´´ 1.2.2. Distinction from ``HCI´´ 1.2.3. What Does ``UX´´ Mean? 1.2.4. The Rise of UX 1.2.5. What Is User Experience? 1.2.5.1. Interaction, direct or indirect 1.2.5.2. Totality of effects 1.2.5.3. User experience is felt internally by the user 1.2.5.4. Context and ecology are crucial to user experience 1.3. UX Design 1.3.1. Can a User Experience Be Designed? 1.3.2. Importance of UX Design 1.4. The Components of UX 1.4.1. An Analogy With Fine Dining 1.4.2. Usability 1.4.3. Usefulness 1.4.4. Emotional Impact 1.4.4.1. Why include emotional impact? 1.4.4.2. Deeper emotions 1.4.4.3. Joy, excitement, and fun 1.4.4.4. Attractive designs somehow work better 1.4.4.5. Engagement and enticement 1.4.4.6. Coolness and ``wow´´ in UX design 1.4.4.7. Role of branding, marketing, and corporate culture 1.4.5. Meaningfulness 1.5. What UX Is Not 1.5.1. Not Dummy Proofing or User Friendliness 1.5.2. Not Just About Dressing Things Up in a Pretty Skin 1.5.3. Not Just a Diagnostic View 1.6. Kinds of Interaction and UX 1.6.1. Localized Interaction 1.6.2. Activity-Based Interaction 1.6.3. System-Spanning Interaction 1.6.4. The Dagstuhl Framework of Interaction and UX 1.7. Service Experience 1.8. Why Should We Care? The Business Case for UX 1.8.1. Is the Fuss Over Usability Real? 1.8.2. No One Is Complaining and It Is Selling Like Hotcakes 1.8.3. Cost Justification Chapter 2: The Wheel: UX Processes, Lifecycles, Methods, and Techniques 2.1. Introduction 2.1.1. Where Are We Heading? 2.1.2. The Need for Process 2.1.3. What Do You Get by Having a Process? 2.2. The Basic Process Components for UX 2.2.1. UX Design Lifecycle 2.2.2. UX Lifecycle Activities 2.2.3. UX Design Lifecycle Process 2.2.4. The Wheel: A Model of the UX Lifecycle 2.2.5. Lifecycle Subactivities 2.2.6. UX Methods 2.2.7. UX Techniques 2.2.8. A Hierarchy of Terms 2.3. The Fundamental UX Lifecycle Activities 2.3.1. The Understand Needs UX Lifecycle Activity 2.3.2. The Design Solutions UX Lifecycle Activity 2.3.2.1. Interpretation of ``design´´: broad versus narrow 2.3.3. The Prototype Candidates UX Lifecycle Activity 2.3.4. The Evaluate UX Lifecycle Activity 2.4. UX Design Techniques as Life Skills 2.4.1. Observation Exercise 2.1: Make Some Deeper Observations 2.4.2. Abstraction 2.4.3. Note Taking 2.4.4. Data/Idea Organization 2.4.5. Modeling 2.4.6. Storytelling 2.4.7. Immersion 2.4.8. Brainstorming 2.4.9. Sketching and Drawing 2.4.10. Framing and Reframing 2.4.11. Reasoning and Deduction 2.4.12. Prototyping and Envisioning 2.4.13. Critical Thinking 2.4.14. Iteration 2.4.15. UX Techniques Are Used in Combination 2.5. Choosing UX Processes, Methods, and Techniques 2.5.1. The UX Lifecycle Process Choice 2.5.2. The Idea of Appropriating Methods and Techniques 2.5.2.1. Design situations: Dependencies that govern lifecycle activity, method, and technique choices 2.5.2.2. Choosing methods and techniques 2.5.2.3. Mapping project parameters to lifecycle activity, method, and technique choices Chapter 3: Scope, Rigor, Complexity, and Project Perspectives 3.1. Introduction 3.1.1. Rigor and Scope: Project Parameters that Determine Process Choices 3.2. Rigor in a UX Method or Process 3.2.1. What Is Rigor? 3.2.2. Complexity as an Influence on the Need for Rigor 3.2.2.1. The system complexity space 3.2.2.2. Interaction complexity 3.2.2.3. Domain complexity 3.2.2.4. The system complexity space quadrants Simple interaction, simple work domain Complex interaction, complex work domain Complex interaction, simple work domain Simple interaction, complex work domain Gradations within the system complexity space 3.2.3. Domain Familiarity as an Influence on the Need for Rigor 3.2.4. Risk Aversion Influences the Need for Rigor 3.2.4.1. The risk of data loss 3.2.4.2. Risks associated with legal, safety, and compliance constraints 3.2.5. The Stage of Development within Your Project as an Influence on the Need for Rigor 3.2.6. Project Resources: Budgets, Schedules, and/or Personnel Capabilities are Determiners of Rigor 3.2.7. Being Rapid in Lifecycle Activities, Methods, and Techniques 3.2.7.1. Not every project needs rigorous UX methods 3.2.7.2. Rapid methods are a natural result 3.2.7.3. Over time our need for rigor has diminished 3.2.7.4. Rapidness principle: Work as rapidly as you can 3.3. Scope of Delivery 3.4. The Commercial Product Perspective and the Enterprise System Perspective 3.4.1. The Commercial Product Perspective 3.4.1.1. Single-user products 3.4.1.2. Multiuser collaborative products 3.4.2. The Enterprise System Perspective Chapter 4: Agile Lifecycle Processes and the Funnel Model of Agile UX 4.1. Challenges in Building Systems 4.1.1. Change Happens During a Project 4.1.1.1. Evolution of project requirements and parameters 4.1.1.2. External changes 4.1.2. Two Views of These Changes 4.1.2.1. Reality 4.1.2.2. Designers understanding of these changes 4.1.3. The Gap Between Views 4.1.4. Responding to Change 4.1.5. Closing the Gap 4.1.6. True Usage is the Only Ascertainer of Requirements 4.1.7. Communicating Feedback About Requirements 4.1.7.1. Communication problems on the users side 4.2. The Old Waterfall SE Lifecycle Process 4.2.1. The Waterfall Process was an Early SE Attempt to Get Organized 4.2.2. The Waterfall Process Did Have Some Feedback, But Not the Right Kind 4.2.2.1. Verification and validation of phase work products 4.2.2.2. But this wasnt enough 4.2.2.3. Change discovered was too expensive to address 4.2.2.4. Feedback was not communicated well with respect to user needs 4.2.2.5. The bottom line 4.3. Embracing an Agile Lifecycle Process 4.3.1. Scope and Chunking are Key to Real Usage Feedback 4.3.2. On the UX Side, Weve Always Had a Measure of Agility Without Chunking 4.3.3. But SE Hasnt Had the Luxury of Making User-Facing Prototypes 4.3.4. And SE Wasnt That Interested in Users, Anyway 4.3.5. So Why Have we in UX Followed SE into an Agile Approach? 4.4. The Funnel Model of Agile UX 4.4.1. Why a New Model Was Needed 4.4.1.1. Speed kills: Rapidness and agility are not the same 4.4.1.2. The single biggest problem: UX was expected to follow the agile SE flow completely 4.4.2. Introducing the Funnel Model of Agile UX 4.4.2.1. Scope in the funnel model 4.4.2.2. Speed and rigor in the funnel model 4.4.3. Late Funnel Activities 4.4.3.1. Syncing agile UX with agile SE sprints 4.4.4. Early Funnel Activities 4.4.4.1. The need to establish a conceptual design 4.4.4.2. Small systems with low complexity 4.4.4.3. SE needs a funnel model, too 4.4.4.4. The nexus of early and late parts of the funnel Chapter 5: Prelude to the Process Chapters 5.1. Introduction 5.2. Intertwining of Processes, Methods, and Techniques 5.2.1. Activity Timing 5.2.2. Can We Describe It that Way in a Book? 5.2.3. Readers Need a ``Pure´´ Description of Each Lifecycle Activity 5.3. A dedicated UX Design Studio, an Essential Tool for Teamwork 5.3.1. Why You Need a UX Design Studio 5.3.2. What You Need in Your UX Design Studio 5.3.3. Dedicated Space 5.3.4. The Virginia Tech Industrial Designs Studio: The Kiva 5.4. The Project Commission: How Does a Project Start? 5.4.1. Key UX Team Roles from the Start 5.4.1.1. Usage researcher 5.4.1.2. UX designer 5.4.1.3. Graphic or visual designer 5.4.1.4. UX analyst 5.4.1.5. Product owner 5.5. The Middleburg University Ticket Transaction Service and the New Ticket Kiosk System 5.5.1. The Existing System: The Middleburg University Ticket Transaction Service (MUTTS) 5.5.1.1. Organizational context of the existing system 5.5.2. The Proposed New System: The Ticket Kiosk System 5.5.3. Rationale 5.6. The Product Concept Statement 5.6.1. Whats in a Product Concept Statement? 5.6.2. Introduction to Process-Related Exercises Exercise 5.1: Product Concept Statement for a Product or System of Your Choice 5.7. Welcome to the Process Chapters Chapter 6: Background: Introduction 6.1. This is a Reference Chapter 6.2. Brief History and Roots of HCI and UX 6.2.1. Frederick Winslow Taylor: Scientific Management 6.2.2. Early Industrial and Human Factors Engineering 6.2.3. Dreyfuss, after WW II 6.2.4. Human Factors Meets HCI 6.2.5. Computer Science: Hardware and Software Foundations of Human-Computer Interaction 6.2.6. Changing Concepts of Computing and Interaction 6.2.6.1. Disappearing technology 6.2.6.2. Embedded, ubiquitous, and ambient interaction 6.2.6.3. Situated, embodied, and tangible interaction 6.2.7. Evolving Importance of UX 6.2.7.1. Emerging desire for usability 6.2.7.2. The rise of usability engineering 6.2.7.3. The rise of user experience 6.3. Shifting Paradigms in HCI and UX 6.3.1. Engineering Paradigm 6.3.2. Human Information Processing (HIP) Paradigm 6.3.3. Phenomenological Paradigm 6.3.3.1. Making meaning 6.3.4. All three paradigms have a place in design and development 6.4. Fun Interaction at Work 6.4.1. What about Fun at Work 6.4.2. Fun Can Make Some Work More Interesting 6.4.3. But Fun Can Trade Off with Usability 6.4.4. Fun Is Not Compatible with Some Work Situations 6.5. Who Introduced The Waterfall Model? 6.6. Silos, Walls, and Boundaries 6.6.1. Working in Silos 6.6.2. Throwing it Over the Wall 6.6.3. Many Projects Collapsed Under the Weight 6.6.4. UX Design Suffers Part 2: Usage Research Chapter 7: Usage Research Data Elicitation 7.1. Introduction 7.1.1. You Are Here 7.1.2. Usage Research Isnt about Asking Users What They Want 7.2. Some Basic Concepts of Usage Research Data Elicitation 7.2.1. The Concepts of Work, Work Practice, and Work Domain 7.2.2. Understanding Other People's Work Practice 7.2.3. Protecting Your Sources 7.2.4. Not the Same as Task Analysis or a Marketing Survey 7.2.5. Are We Studying an Existing Product/System or a New One? 7.3. Data Elicitation Goals and Our Approach 7.3.1. Eliciting Data to Synthesize a Broad Overall Picture 7.3.2. It Requires Real Detective Work 7.3.3. Tactical Goals 7.3.3.1. Using usage research data rather than opinion 7.4. Before the Visit: Prepare for Data Elicitation 7.4.1. Learn about the Subject Domain 7.4.2. Learn about the Client Company/Organization 7.4.3. Learn about the Proposed Product or System 7.4.4. Decide on Your Data Sources 7.4.4.1. Interview subject-matter experts (SMEs) 7.4.4.2. Use dual experts 7.4.4.3. Listen to focus groups 7.4.4.4. Employ user surveys 7.4.4.5. Do competitive analysis 7.4.4.6. Acquire domain knowledge through education 7.4.4.7. Be your own domain expert 7.4.5. Choose Visit Parameters 7.4.6. Data Elicitation Goals Based on Scope 7.4.7. Organize Your Data Elicitation Team 7.4.8. Recruit Participants 7.4.9. Identify Settings in Which to Study Usage 7.4.10. Establish Need to Observe Users in Their Work Context 7.4.11. Establish Management Understanding of Need to Keep Pressure Off Interviewees and Give Them Freedom to Comment Hon ... 7.4.12. Prepare Your Initial Questions 7.5. During the Visit: Collect Usage Data 7.5.1. Set the Stage Upfront 7.5.2. Interviewing versus Observing: What They Say versus What They Do 7.5.3. Hints for Successful Data Elicitation 7.5.4. Kinds of Information to Look for 7.5.4.1. Specific Information to Look for User work roles User persona information Inputs to user stories Artifacts of the work practice and how they are used Flow of information and artifacts User tasks Physical work environment Information architecture Photo ops 7.5.4.2. General information to look for Shadowing and the user journey Activity-based interaction data and the broader ecology 7.5.5. Capture the Data 7.5.6. For High Rigor, Maintain Connections to Data Sources 7.5.7. Writing Good Raw Data Notes Exercise 7-1: Usage Research Data Elicitation for the Product or System of Your Choice 7.5.8. Getting the Most Out of Data Elicitation Chapter 8: Usage Research Data Analysis 8.1. Introduction 8.1.1. You Are Here 8.1.2. Overview of Usage Research Analysis Subactivities 8.2. Distill the Essence from Your Usage Research by Synthesizing Work Activity Notes 8.2.1. Work Activity Notes can be Handwritten or Typed into a Laptop 8.2.2. Make Each Work Activity Note Elemental 8.2.3. Make Each Work Activity Note Brief and Concise 8.2.4. Make Each Work Activity Note Complete 8.2.5. Make Each Work Activity Note Modular by Retaining Context 8.2.5.1. Dont use an indefinite pronoun, such as "this," "it," "they," or "them" unless its referent has already ... 8.2.6. Additional Information to Accompany Work Activity Notes 8.2.7. For High Rigor, Maintain Connections to Data Sources 8.2.8. Preview of Sorting Work Activity Notes into Categories 8.3. Extract Work Activity Notes that Are Inputs to User Stories or Requirements 8.3.1. User Stories and Requirements 8.3.2. Extracting Inputs to User Stories or Requirements 8.4. Extract Notes that Are Inputs to Usage Research Models 8.4.1. Modeling Started Back at the Project Beginning 8.5. The Remaining Work Activity Notes Become Inputs to your Method for Organizing the Notes by Category 8.5.1. Print Work Activity Notes Exercise 8-1: Work Activity Notes for Your Product or System 8.6. Organize the Work Activity Notes 8.6.1. Card Sorting Is a Simple Technique for Data Organization 8.7. For Higher Rigor in Complex Projects, Construct a WAAD 8.7.1. Affinity Diagrams 8.7.2. Prepare Your Work Space and Your Team 8.7.3. Compartmentalize the WAAD, Separating it by User Work Roles 8.7.4. The Bottom-Up Process of WAAD Building 8.7.4.1. Posting work activity notes 8.7.4.2. Labels for groups of notes 8.7.4.3. Growing labels with growing groups 8.7.4.4. Splitting large groups 8.7.4.5. As you work 8.7.5. Use Technology to Support WAAD Building 8.7.6. Continue Organizing Groups into a Hierarchy 8.7.7. At the End, Create "Highlights" 8.7.8. Observations from This Example 8.8. Lead a Walkthrough of the WAAD to Get Feedback Exercise 8-2: WAAD Building for Your Product or System 8.9. Synthesize the "Elephant" that Is User Work Practice and Needs Chapter 9: Usage Research Data Modeling 9.1. Introduction 9.1.1. You Are Here 9.1.2. What Are Usage Research Data Models and How Are They Used 9.1.3. Kinds of Data Models 9.1.4. Modeling Should Already be Well Established 9.2. Some General "How to" Suggestions for Data Modeling 9.2.1. How Modeling Can Overlap with Usage Research Data Elicitation and Analysis 9.2.2. For High Rigor, Maintain Connections to Data Sources 9.3. The User Work Role Model 9.3.1. What is a User Work Role? 9.3.2. Subroles 9.3.3. Mediated Work Roles Exercise 9-1: Identifying User Work Roles for Your Product or System 9.3.4. User Class Definitions 9.3.4.1. Knowledge- and skills-based characteristics 9.3.4.2. Physiological characteristics Exercise 9.2: User Class Definitions for Your Product or System 9.3.5. Post the Work Role Modeling Results 9.4. User Personas 9.4.1. What Are User Personas? 9.4.2. Extracting Data for Personas 9.4.3. A Preview of How to Create Personas Exercise 9.3: Early Sketch of a User Persona 9.5. The Flow Model 9.5.1. What Is a Flow Model? 9.5.2. Central Importance of the Flow Model 9.5.3. How to Make a Flow Model Exercise 9.4: Creating a Flow Model for Your Product or System 9.5.4. The Customer Journey Map, a Kind of Flow Model 9.6. Task Structure Models-The Hierarchical Task Inventory (HTI) 9.6.1. The Task Models 9.6.2. Benefits of a Task Structure Model 9.6.3. Tasks versus Functions 9.6.4. Create an HTI Model 9.6.5. Hierarchical Relationships 9.6.6. Avoid Temporal Implications 9.6.7. HTI Can Often be Decomposed by User Work Role Exercise 9.5: HTI for Your Product or System 9.7. Task Sequence Models 9.7.1. What Are Task Sequence Models? Exercise 9-6: Usage Scenarios as Simple Task-Sequence Models for Your Product or System 9.7.2. Components of Task Sequence Models 9.7.2.1. Task and step goals 9.7.2.2. Task triggers 9.7.2.3. Task barriers 9.7.2.4. Information and other needs in tasks 9.7.3. How to Make a Step-by-Step Task Sequence Description 9.7.4. Beyond Linear Task Sequence Models 9.7.5. Essential Use Case Task Sequence Models Exercise 9.7: Task Sequence Model for MUTTS Ticket Buying 9.7.6. State Diagrams: The Next Step in Representing Task Sequencing and Navigation 9.8. Artifact Model 9.8.1. Whats in an Artifact Model? 9.8.2. Constructing the Artifact Model 9.9. Physical Work Environment Model 9.9.1. Include Hardware Design, When Appropriate 9.9.2. Include Environmental Factors, When Appropriate 9.10. Information Architecture Model 9.11. The Social Model 9.11.1. The Social Model Captures the Culture of the Shared Workplace 9.11.2. Simplified Approach to the Social Model 9.11.3. Identify Active Entities 9.11.4. Identify Kinds of Issues, Pressures, Worries, and Concerns 9.11.5. Add Concerns and Influences to the Social Model List Exercise 9.8: A Social Model for Your Product or System Exercise 9.9: A Social Model for Smartphone Usage 9.12. Hybrid Models 9.13. Model Consolidation 9.14. Wrap Up 9.14.1. Barrier Summaries Across All Models 9.14.2. Post Data Models in Your UX Design Studio Chapter 10: UX Design Requirements: User Stories and Requirements 10.1. Introduction 10.1.1. You are Here 10.1.2. User Stories and Requirements Are About Codifying UX Design Wants 10.1.3. Introduction to User Stories 10.1.4. Introduction to Requirements 10.1.5. Choose the Approach You Need 10.1.6. Requirements in the UX World 10.1.6.1. Requirements as design goals, not constraints 10.1.6.2. UX requirements versus UX design prototypes as SE requirements 10.1.6.3. Software and functional implications of UX design requirements 10.1.7. Formal Requirements are Waning in Popularity 10.2. User Stories 10.2.1. The Truth About User Stories 10.2.1.1. Asking users what they wanted was originally discouraged 10.2.1.2. How can user stories make for complete requirements? 10.2.1.3. Cleaning up the user stories 10.2.2. What is a User Story? 10.2.3. Team Selection 10.2.4. Writing a User Story 10.2.5. Extrapolation Requirements in User Stories: Generalization of Usage Research Data 10.2.6. Organize Sets of User Stories for Use in UX Design 10.2.7. Prioritizing User Stories for Design and Development 10.3. UX Design Requirements 10.3.1. Degree of Formality Can Vary 10.3.2. Team Selection 10.3.3. The Requirements Structure Evolves 10.3.4. Compose Requirements Statements 10.3.5. The Requirement Statement and Requirements Document 10.3.6. Things to Look for in Your Requirements Notes 10.3.6.1. Keep an eye out for emotional impact requirements and other ways to enhance the overall user experience 10.3.6.2. Questions about missing data 10.3.6.3. System support needs 10.3.6.4. Constraints as requirements Exercise 10.1: Constraints for Your Product or System Exercise 10.2: Writing Requirement Statements for Your Product or System 10.4. Validating User Stories and Requirements 10.4.1. Coordinating Requirements, Terminology, and Consistency 10.4.2. Take User Stories and Requirements Back to Customers and Users for Validation 10.4.3. Resolve Organizational, Social, and Personal Issues Arising Out of Work Practice Changes Chapter 11: Background: Understand Needs 11.1. This is a Reference Chapter 11.2. A True Story: Voting Trouble Experienced by a Senior Citizen 11.3. History of Contextual Inquiry 11.3.1. Roots in Activity Theory 11.3.2. Roots in Ethnography 11.3.3. Getting Contextual Studies into HCI 11.3.4. Connections to Participatory Design 11.4. The SSA Model District Office-An Extreme and Successful Example of an Environment for Data Elicitation 11.5. Roots of Essential Use Cases in Software Engineering Part 3: UX Design Chapter 12: The Nature of UX Design 12.1. Introduction 12.1.1. You Are Here 12.1.2. Moving Across the Gap from Analysis to Design 12.1.3. Universality of Design and Relationship to Other Fields 12.1.4. Relationship to Design in Architecture 12.1.5. The Interdisciplinary Nature of Design 12.2. What is Design? 12.2.1. Two Ways the Word ``Design´´ is Used 12.2.1.1. Design as a noun 12.2.1.2. Design as a verb 12.3. The Purpose of Design: Satisfying Human Needs 12.3.1. A Pyramid of Human Needs 12.4. Information, Information Design, and Information Architecture 12.4.1. What is Information? 12.4.2. Information Science 12.4.3. Information Architecture 12.4.4. Pervasive IA 12.4.5. Information Architecture is so Much More 12.4.6. Information Design 12.5. Iteration in the Design Creation Sublifecycle 12.5.1. Deciding on the Design Goal 12.5.2. Generative Design Iteration 12.5.3. Conceptual Design Iteration 12.5.4. Intermediate Design Iteration 12.5.5. Detailed Design Iteration 12.5.6. Design Refinement Iteration 12.5.7. SE Implementation 12.5.8. UX Compliance Phase 12.6. Design Lifecycle for the Agile UX Funnel Chapter 13: Bottom-Up Versus Top-Down Design 13.1. Introduction 13.1.1. You Are Here 13.2. Bottom-Up Design: Designing for Existing Work Practice 13.2.1. Recap of Our Process Steps Thus Far 13.2.2. The Process so far is Bottom Up 13.2.3. Human-Centered Design or User-Centered Design: Common Names for Bottom-Up Design 13.2.4. Designing for Existing Work Practice is Practical 13.2.5. The Role of Biases and Constraints 13.2.5.1. Bias and inertia from existing usage and user preferences 13.2.5.2. Bias and inertia from market success 13.2.5.3. Effects from advances in technology 13.2.6. Bottom-Up Design is Less Likely to Lead to Innovative Possibilities 13.3. Abstract Work Activities 13.3.1. Nature of Work and Work Practice 13.3.2. Abstract Work Activity 13.3.3. Work Activity Instances 13.3.4. Why is it Useful to Start Top-Down Design with Abstract Work Activities? 13.3.4.1. Provide a clearer understanding of the essence of work 13.3.4.2. Illuminate possible design targets 13.4. Top-Down Design: Designing for the Abstract Work Activity 13.4.1. Top-Down Design Goal 13.4.2. Characteristics of Top-Down Design 13.4.3. Top-Down Design is not Always Practical 13.4.4. Easing the Transition for Customers and Users 13.4.5. Hedging Against Risks of Top-Down Design 13.4.6. Extreme Top-Down Design is the Path to Disruptive Design Chapter 14: Generative Design: Ideation, Sketching, and Critiquing 14.1. Introduction 14.1.1. You Are Here 14.1.2. Preparing for Design Creation: Immersion 14.1.3. The Role of Synthesis 14.1.4. Overview of Generative Design: Intertwining of Ideation, Sketching, and Critiquing 14.2. Ideation 14.2.1. The Creative Role of Ideation in Design 14.2.2. Ideas: The Building Blocks of Design 14.2.2.1. What is an idea? 14.2.3. Ideation Scope 14.2.4. Ideation Informers, Catalysts, and Techniques 14.2.5. Doing Ideation Exercise 14-1: Ideation About Aircraft Flight Recorders 14.2.6. Ideation Informers 14.2.6.1. User work roles 14.2.6.2. Personas Exercise 14-2: Creating a User Persona for Your System 14.2.6.3. Flow models and physical models 14.2.6.4. Activity-based interaction and design 14.2.6.5. Task structure and sequence models 14.2.6.6. Artifact model 14.2.6.7. Information architecture model 14.2.6.8. Social models 14.2.6.9. Requirements 14.2.7. Ideation Catalysts 14.2.7.1. The eureka moment 14.2.8. Ideation Techniques 14.2.8.1. Framing and reframing 14.2.8.2. Abstraction: Getting back to the basics 14.2.8.3. Magic wand: Asking "what if?" 14.2.8.4. Incubation 14.2.8.5. Design patterns and experience 14.2.8.6. Traverse the different dimensions of the problem space 14.2.8.7. Seek opportunities for embodied and tangible interaction 14.3. Sketching 14.3.1. Characteristics of Sketching 14.3.1.1. Sketching is essential to ideation and design 14.3.1.2. Sketching is a conversation about user experience 14.3.1.3. Sketching is embodied cognition to aid invention 14.3.2. Doing Sketching 14.3.2.1. Stock up on sketching and mockup supplies 14.3.2.2. Use the language of sketching 14.3.3. Exercise 14-3: Practice in Ideation and Sketching 14.3.4. Physical Mockups as Embodied Sketches 14.4. Critiquing 14.4.1. Include Users in the Critiquing Activity 14.5. ``Rules of Engagement´´ for Ideation, Sketching, and Critiquing 14.5.1. Behave Yourself 14.5.2. Be Aware of Which Mode You Are In 14.5.3. Iterate to Explore Chapter 15: Mental Models and Conceptual Design 15.1. Introduction 15.1.1. You Are Here 15.1.2. Mental Models 15.2. How a Conceptual Design Works as a Connection of Mental Models 15.2.1. The Ideal Mental Model in Context 15.2.2. The Designers Mental Model in Context 15.2.3. The Users Mental Model in Context 15.2.4. The Conceptual Design as Mapping Between Mental Models 15.3. Design Starts with Conceptual Design 15.3.1. Need for a Conceptual Design Component at Every Level in the User Needs Pyramid 15.3.2. Conceptual Design for Work Practice Ecology: Describing Full Usage Context 15.3.3. Conceptual Design for Interaction: Describing How Users Will Operate It 15.3.4. Conceptual Design in the Emotional Perspective: Describing Intended Emotional Impact 15.3.5. Leveraging Design Patterns in Conceptual Design 15.3.6. Leveraging Metaphors in Conceptual Design 15.3.6.1. Metaphors can cause confusion if not used properly 15.3.7. Conceptual Design for Subsystems by Work Role Exercise 15.1: Conceptual Design for Your System Chapter 16: Designing the Ecology and Pervasive Information Architecture 16.1. Introduction 16.1.1. You Are Here 16.2. Designing for Ecological Needs 16.2.1. Ecological Design: Foundational Layer of the Needs Pyramid Often Overlooked 16.2.2. Designing the Ecology is about Usage Context 16.2.3. Pervasive Information Architecture 16.2.4. Ecological Design Spans Multiple Interaction Channels 16.2.5. A Single Platform in an Ecology Can Have Multiple Interaction Channels 16.2.6. For the User, the Entire Ecology Is a Single Service 16.3. Creating an Ecological Design Exercise 16-1: Conceptual Design for the Ecology of Your System 16.4. Designing an Ecology to Influence User Behavior 16.5. Example: An Ecology for a Smart Shopping Application 16.5.1. Some High-Level Issues 16.5.2. Key Parts of the Design 16.5.3. How it Works 16.5.3.1. Finding things in the store 16.5.4. Impulse Buying Exercise 16-2: Pursue this SmartKart Design Idea Further Chapter 17: Designing the Interaction 17.1. Introduction 17.1.1. You Are Here 17.2. Designing for Interaction Needs 17.2.1. Designing for Interaction Needs Is about Supporting Tasks 17.2.2. Different Device Types in the Ecology Require Different Interaction Designs 17.3. Creating an Interaction Design 17.3.1. Start by Identifying All Devices and Their Roles in the Ecology 17.3.2. Proceed with Generative Design 17.3.3. Establish a Good Conceptual Design for the Interaction 17.3.4. Leverage Interaction Design Patterns 17.3.5. Establish the Information Architecture for Each Device Exercise 17-1: Conceptual Design for Interaction for Your System 17.3.6. Envision Interaction Flows Across Different Devices in the Ecology 17.4. Storyboards 17.4.1. What Are Storyboards? 17.4.2. Storyboards Can Cover All Layers of the Pyramid 17.4.3. Importance of Between-Frame Transitions Exercise 17-2: Storyboard for Your System 17.5. Wireframes 17.5.1. The Path to Wireframes 17.5.2. What Are Wireframes? 17.6. Intermediate Interaction Design 17.7. Interaction Design Production Exercise 17-3: Intermediate and Detailed Design for Your System 17.8. Maintain a Custom Style Guide 17.8.1. What is a Custom Style Guide? 17.8.2. Why Use a Custom Style Guide? 17.8.3. What to Put in a Custom Style Guide? Chapter 18: Designing for Emotional Impact 18.1. Introduction 18.1.1. You Are Here 18.2. Designing for Emotional Needs 18.2.1. What Designing for Emotional Needs Is About 18.2.1.1. What users feel when interacting with the system 18.2.1.2. Distinctiveness is a factor when designing for emotional impact 18.2.2. Designing for Emotional Impact Is Often Neglected But can be a Market Differentiator 18.3. Creating an Emotional Impact Design 18.3.1. Start with Inputs for Emotional Impacts 18.3.2. Conceptual Design for Emotional Aspects 18.3.2.1. Mood boards: Creating a conceptual design for emotional aspects 18.3.3. Intermediate Design for Emotional Impact 18.3.3.1. Define the visual language and vocabulary 18.3.3.2. Define the motion styles and physics of interaction for each design 18.3.3.3. Define the tone of the language to be used in the design 18.3.3.4. Define the audio characteristics to be used in the design 18.3.3.5. Leverage social and psychological aspects in the design 18.3.4. Emotional Impact Design Production Exercise 18-1: Conceptual Design for Emotional Response for Your System Chapter 19: Background: Design 19.1. This is a Reference Chapter 19.2. Participatory Design 19.2.1. Overview 19.2.2. History and Origins of Participatory Design 19.2.3. PICTIVE 19.3. Mental models: An Example of How They can Make for Entertainment Part 4: Prototype Candidate Designs Chapter 20: Prototyping 20.1. Introduction 20.1.1. You Are Here 20.1.2. Prototyping Intertwines with Other UX Activities 20.1.3. A Dilemma and a Solution 20.1.4. Advantages of Prototyping 20.1.5. Universality of Prototyping 20.1.6. Scandinavian Origins of Prototyping 20.2. Depth and Breadth of a Prototype 20.2.1. Horizontal Prototypes 20.2.2. Vertical Prototypes 20.2.3. Local Prototypes 20.2.4. "T" Prototypes 20.3. Fidelity of Prototypes 20.4. Wireframe Prototypes 20.4.1. What is a Wireframe? 20.4.2. Wireframe Design Elements 20.4.3. Wireflow Prototypes 20.4.3.1. What is a wireflow prototype? 20.4.4. General Process of Representing Interaction 20.4.4.1. Focus on user workflow 20.4.4.2. Represent flow an