Credits
by Kim Goodwin
Designing for the Digital Age: How to Create Human-Centered Products and Services
- Copyright
- About the Author
- Credits
- Acknowledgments
- Foreword
- Introduction
- 1. Goal-Directed Product and Service Design
- 2. Assembling the Team
- 3. Project Planning
- 4. Research Fundamentals
- 5. Understanding the Business
- 5.1. Identifying Stakeholders and Scheduling Interviews
- 5.2. Officially "Kicking Off" the Project
- 5.3. Conducting Stakeholder Interviews
- 5.3.1. Getting started
- 5.3.2. Things to watch out for
- 5.3.3. Topics applicable to most stakeholders
- 5.3.3.1. What's your role with respect to this product?
- 5.3.3.2. What did you do before this?
- 5.3.3.3. What is this product or service supposed to be?
- 5.3.3.4. Who is this product for?
- 5.3.3.5. When is the version we're designing going to be released?
- 5.3.3.6. What worries you about this project? What's the worst thing that could happen?
- 5.3.3.7. What should this project accomplish for the business?
- 5.3.3.8. How will you, personally, define success for this project?
- 5.3.3.9. Is there anyone you think we need to speak with who isn't on our list? Who are those people?
- 5.3.3.10. How would you like to be involved in the rest of the project, and what's the best way to reach you?
- 5.3.4. Marketing stakeholders
- 5.3.4.1. Who are your customers and users today, and how do you want that to be different in five years?
- 5.3.4.2. How does this product fit into the overall product strategy?
- 5.3.4.3. Who are the biggest competitors and what worries you about them? How do you expect to differentiate this product?
- 5.3.4.4. What three or four qualities do you want people to attribute to your company and your product?
- 5.3.4.5. What is the current state of the identity, and could we have a copy of the style guide (if there is one) and examples of it applied to materials?
- 5.3.5. Engineering stakeholders
- 5.3.6. Sales stakeholders
- 5.3.7. Senior executives
- 5.3.8. Subject matter experts
- 5.3.9. Other product team members
- 5.4. Project Management for Stakeholder Interviews
- 5.5. When You Can't Interview Stakeholders
- 5.6. Summary
- 6. Planning User Research
- 6.1. Identifying the Number and Type of Interviewees
- 6.2. Introducing the Practice Design Problems
- 6.3. Recruiting and Scheduling
- 6.4. Dealing with Challenges
- 6.5. Summary
- 7. Understanding Potential Users and Customers
- 7.1. Interviewing Customers in a Business Environment
- 7.1.1. Useful questions for customers
- 7.1.1.1. Could you please tell us a little bit about your background and your role here at (company)?
- 7.1.1.2. How does (the function or process to be addressed by the product) work here at (company)?
- 7.1.1.3. What are the different groups or roles involved in (whatever function or process the product will address) today? How do the various roles work together?
- 7.1.1.4. How does this compare to your previous companies?
- 7.1.1.5. What are the biggest problems or inefficiencies in this process/function today?
- 7.1.1.6. What are the biggest problems with the product/system today?
- 7.1.1.7. What are the best things about the product/system? Why did you choose it over other options?
- 7.1.1.8. Could you tell us more about the other systems that work with this one?
- 7.1.1.9. What issues have you been addressing with homegrown solutions?
- 7.1.1.10. What do you expect a system for (process/function) should do for (company)?
- 7.1.1.11. What other factors are/were most important to you in selecting a product for (process/function)?
- 7.1.1.12. Other questions and wrap-up
- 7.1.2. What not to do when interviewing customers
- 7.1.1. Useful questions for customers
- 7.2. Interviewing and Observing Prospective Users
- 7.2.1. The interview setting
- 7.2.2. Essential techniques
- 7.2.2.1. MAKE IT A CONVERSATION, NOT AN INTERROGATION
- 7.2.2.2. BE SYMPATHETIC AND NON-JUDGMENTAL
- 7.2.2.3. BE THE LEARNER, NOT THE EXPERT
- 7.2.2.4. ASK NAÏVE QUESTIONS
- 7.2.2.5. ASK PEOPLE TO SHOW YOU
- 7.2.2.6. ASK FOR SPECIFIC STORIES, ESPECIALLY ABOUT ANYTHING YOU CAN'T OBSERVE
- 7.2.2.7. TAKE OPPORTUNITIES WHEN THEY'RE OFFERED
- 7.2.2.8. WATCH FOR INCONSISTENCIES
- 7.2.2.9. GO BEYOND THE PRODUCT, BUT NOT BEYOND THE DESIGN PROBLEM
- 7.2.2.10. PAY ATTENTION TO NONVERBAL CUES
- 7.2.2.11. THINK AHEAD A LITTLE (BUT NOT TOO MUCH)
- 7.2.2.12. RELY ON YOUR TEAMMATE(S)
- 7.2.3. What not to do in user interviews
- 7.2.4. Structuring the user interview
- 7.2.5. Getting started: introductions
- 7.2.6. Essential interview topics
- 7.2.6.1. INFORMATION AND OBJECTS
- 7.2.6.2. Mental model objects
- 7.2.6.3. Details (attributes of the objects)
- 7.2.6.4. Relationships
- 7.2.6.5. Quantity
- 7.2.6.6. Does every product involve "objects?"
- 7.2.6.7. ACTIONS
- 7.2.6.8. Reasons for each activity
- 7.2.6.9. How tasks are performed and described
- 7.2.6.10. Task frequency and priority
- 7.2.6.11. The role of the current product
- 7.2.6.12. Relationships with other people
- 7.2.6.13. Workarounds
- 7.2.6.14. FRUSTRATIONS
- 7.2.6.15. SKILL
- 7.2.6.16. GOALS
- 7.2.7. Observation and the guided tour
- 7.2.8. Wrapping up the interview
- 7.2.9. Dealing with challenging interview circumstances
- 7.2.9.1. LANGUAGE AND CULTURAL DIFFERENCES
- 7.2.9.2. CHILDREN AND TEENAGERS
- 7.2.9.3. REMOTE INTERVIEWS
- 7.2.9.4. LITTLE OR NO ACCESS TO THE CONTEXT OF USE
- 7.2.9.5. PERIPATETIC OR HARD-TO-INTERRUPT ACTIVITIES
- 7.2.9.6. ACCESS TO SENSITIVE DATA
- 7.2.9.7. GROUP INTERVIEWS
- 7.2.9.8. INTERVIEWS IN THE HOME
- 7.2.9.9. NO RAPPORT WITH THE INTERVIEWEE
- 7.2.9.10. UPSET INTERVIEWEES
- 7.2.9.11. "BAD" INTERVIEWS
- 7.3. Project Management for Interviews
- 7.4. Summary
- 7.1. Interviewing Customers in a Business Environment
- 8. Example Interview
- 9. Other Sources of Information and Inspiration
- 9.1. When You Have Less Time
- 9.2. When You Have More Time
- 9.3. Supplemental Research Methods
- 9.3.1. Public-space observation
- 9.3.2. Mystery shopper
- 9.3.3. Diaries
- 9.3.4. Surveys
- 9.3.4.1. FINDING EXISTING SURVEY DATA
- 9.3.4.2. DEVELOPING YOUR OWN SURVEY
- 9.3.4.3. Step 1: Identify your audience and goals
- 9.3.4.4. Step 2: Craft questions and instructions
- 9.3.4.5. Step 3: Determine your sample size
- 9.3.4.6. Step 4: Decide how to recruit participants
- 9.3.4.7. Step 5: Decide when and for how long to conduct the survey
- 9.3.5. Web analytics and customer support data
- 9.3.6. Focus groups
- 9.3.7. Card sorting
- 9.3.8. Competitive products and services
- 9.3.9. Literature and media
- 9.4. Summary
- 10. Making Sense of Your Data: Modeling
- 10.1. Synthesizing Stakeholder Findings
- 10.2. Analyzing Customer and User Data
- 10.3. Project Management during Modeling
- 10.4. Summary
- 11. Personas
- 11.1. Definition and Uses
- 11.2. Creating Personas
- 11.2.1. Step 1. Divide interviewees by role, if appropriate
- 11.2.2. Step 2. Identify behavioral and demographic variables
- 11.2.2.1. TYPICAL BEHAVIORAL VARIABLES
- 11.2.2.2. Mental models
- 11.2.2.3. Motivations and goals
- 11.2.2.4. Frequency and duration of key tasks
- 11.2.2.5. Quantity of data objects
- 11.2.2.6. Attitude toward tasks
- 11.2.2.7. Technology and domain skill
- 11.2.2.8. Tasks people perform
- 11.2.2.9. DEMOGRAPHIC AND OTHER VARIABLES
- 11.2.2.10. WHAT YOU SHOULD HAVE AT THE END OF THIS STEP
- 11.2.3. Step 3. Map interviewees to variables
- 11.2.4. Step 4. Identify patterns
- 11.2.5. Step 5. Define goals
- 11.2.6. Step 6. Clarify distinctions and add detail
- 11.2.6.1. COMPONENTS OF A PERSONA
- 11.2.6.2. Behaviors
- 11.2.6.3. Frustrations
- 11.2.6.4. Environment
- 11.2.6.5. Skills and capabilities
- 11.2.6.6. Feelings, attitudes, and aspirations
- 11.2.6.7. Interactions with other people, products, and services
- 11.2.6.8. Demographics
- 11.2.6.9. Relationships among personas
- 11.2.6.10. Organizational Archetypes
- 11.2.6.11. Names
- 11.2.6.12. What not to include
- 11.2.6.13. WHAT YOU SHOULD HAVE AT THE END OF THIS STEP
- 11.2.7. Step 7. Fill in other persona types as needed
- 11.2.8. Step 8. Group and prioritize user personas
- 11.2.9. Step 9. Develop the narrative and other communication
- 11.2.10. Validating your personas
- 11.3. When Time Is Limited: Provisional Personas
- 11.4. Persona Pitfalls
- 11.5. Project Management for Creating Personas
- 11.6. Summary
- 12. Defining Requirements
- 12.1. The Problems with Requirements
- 12.2. Generating Effective Requirements
- 12.3. Brainstorming
- 12.4. Scenarios
- 12.4.1. Why use scenarios?
- 12.4.2. How Goal-Directed scenarios differ from similar tools
- 12.4.3. Crafting effective context scenarios
- 12.4.3.1. STEP 1: IDENTIFY WHAT CONTEXT SCENARIOS YOU NEED
- 12.4.3.2. STEP 2. DEVELOP EACH STORY
- 12.4.3.3. Answer the right questions
- 12.4.3.4. Use the right level of detail
- 12.4.3.5. Start with an optimistic mind-set
- 12.4.3.6. Stay true to the personas
- 12.4.3.7. Apply important design principles
- 12.4.3.8. Have someone review your scenarios
- 12.4.3.9. STEP 3. PREPARE TO COMMUNICATE YOUR SCENARIOS
- 12.4.4. Extracting requirements from scenarios
- 12.5. Other Requirements from User Personas
- 12.6. Requirements from Business and Other Needs
- 12.7. Experience Attributes
- 12.7.1. Step 1: Compile desirable qualities from research
- 12.7.2. Step 2: Group related qualities into clusters
- 12.7.3. Step 3: Refine and filter clusters
- 12.7.4. Step 4: Optimize terms to guide visual decisions
- 12.7.5. Step 5: Choose the best term from each cluster
- 12.7.6. Step 6: Describe and optimize relationships
- 12.7.7. Step 7: Develop additional communication tools
- 12.8. Project Management for Developing Requirements
- 12.9. Summary
- 13. Putting It All Together: The User and Domain Analysis
- 13.1. Typical Structure
- 13.2. Developing an Effective Document
- 13.3. Developing an Effective Presentation
- 13.4. Conducting the Meeting
- 13.4.1. Before the meeting
- 13.4.2. Delivering the presentation and leading the discussion
- 13.4.2.1. INTRODUCTION, RESEARCH ACTIVITIES, AND FINDINGS
- 13.4.2.2. HANDLING QUESTIONS AND CHALLENGES
- 13.4.2.3. PERSONAS
- 13.4.2.4. How can one person represent all of our user needs?
- 13.4.2.5. Why isn't [a particular sort of person] in the set?
- 13.4.2.6. How do these relate to our market segments?
- 13.4.2.7. How can you be sure these are the right personas?
- 13.4.2.8. What if we pick the wrong primary?
- 13.4.2.9. That persona is [someone the stakeholder knows].
- 13.4.2.10. What if another Hugo down the hall is different?
- 13.4.2.11. I don't think this persona should be [something].
- 13.4.2.12. SCENARIOS
- 13.4.2.13. REQUIREMENTS
- 13.4.2.14. NEXT STEPS
- 13.4.2.15. Developing your skills
- 13.4.2.16. KNOW YOUR SLIDES.
- 13.4.2.17. SCHEDULE DRESS REHEARSALS.
- 13.4.2.18. ASK FOR CONSTRUCTICVE FEEDBACK.
- 13.4.2.19. DRESS FOR SUCESS.
- 13.4.2.20. PRACTICE ACTIVE LISTENING.
- 13.4.2.21. GET HELP.
- 13.5. Project Management for Developing the U&DA
- 13.6. Summary
- 14. Framework Definition: Visualizing Solutions
- 14.1. Essential Principles of Framework Definition
- 14.2. Process Overview for Framework Definition
- 14.3. Project Management for Framework Definition
- 14.4. Essential Skills for Framework Definition
- 14.4.1. Sketching and storyboarding
- 14.4.2. Collaboration
- 14.4.2.1. TEAM ROLES
- 14.4.2.2. RUNNING AN EFFECTIVE DESING MEETING
- 14.4.2.3. Determine what you need to accomplish
- 14.4.2.4. Let the best idea win
- 14.4.2.5. Look down the rat hole, but don't go in
- 14.4.2.6. Elicit and understand before assessing or suggesting
- 14.4.2.7. "Park" questions and comments when necessary
- 14.4.2.8. Have a reason for every decision
- 14.4.2.9. Make decisions in the meeting, not at your desk
- 14.4.2.10. Use the 15-minute rule
- 14.4.3. Capturing what happens in meetings
- 14.5. Summary
- 15. Principles and Patterns for Framework Design
- 15.1. The Importance of Context
- 15.2. Principles for Form and Behavior
- 15.2.1. Design values
- 15.2.2. Minimizing unnecessary work
- 15.2.2.1. FOUR TYPES OF WORK
- 15.2.2.2. Cognitive work
- 15.2.2.3. Visual work
- 15.2.2.4. Memory work
- 15.2.2.5. Physical work
- 15.2.2.6. IMPORTANT PRINCIPLES FOR FRAMEWORK DESIGN
- 15.2.2.7. Give users all of what they need, but only what they need
- 15.2.2.8. Don't force users to configure anything you can make a reasonable guess about
- 15.2.2.9. Rely on mental models instead of metaphors or implementation models
- 15.2.2.10. Have a compelling reason for inconsistency
- 15.2.2.11. Design for the probable, provide for the possiblexy
- 15.3. Patterns for Form and Behavior
- 15.4. Summary
- 16. Designing the Form Factor and Interaction Framework
- 16.1. IxDG and IxDS: Define Data Object Types and Relationships
- 16.2. Full Design Team: Define Possible Functional Elements
- 16.3. Full Design Team: Define Possible Platforms
- 16.4. Full Team: Brainstorm with Sketches
- 16.5. ID: Refine the Form Factor
- 16.6. IxDG and IxDS: Define the Interaction Framework
- 16.6.1. Develop a first draft of the framework
- 16.6.1.1. DEVELOP KEY PATH SCENARIOS
- 16.6.1.2. Example—a veterinary hospital management application
- 16.6.1.3. GROUP FUNCTIONAL ELEMENTS
- 16.6.1.4. START TO STORYBOARD SCREENS AND NAVIGATION
- 16.6.1.5. ADD TO THE DESIGN AND ADJUST IT FOR ADDITIONAL SCENARIOS
- 16.6.1.6. HOW THE SKETCH-FIRST APPROACH DIFFERS
- 16.6.1.7. EVALUATE, ITERATE, AND REFINE THE FRAMEWORK
- 16.6.2. How to approach specific design situations
- 16.6.2.1. TIGHT CONSTRAINTS
- 16.6.2.2. MULTIPLE INTERFACES
- 16.6.2.3. WEB SITES
- 16.6.2.4. Getting users to the right information
- 16.6.2.5. Focusing on differing persona needs
- 16.6.2.6. DEVICES
- 16.6.2.7. New devices
- 16.6.2.8. Existing platforms
- 16.6.2.9. VEHICLE INTERFACES
- 16.6.2.10. AUDIBLE INTERFACES
- 16.6.2.11. GAMES
- 16.6.1. Develop a first draft of the framework
- 16.7. Full Design Team: Iterate Form and Behavior Together
- 16.8. Typical Challenges in Designing the Framework
- 16.9. Project Management for Defining Platforms and Frameworks
- 16.10. Summary
- 17. Principles and Patterns in Design Language
- 17.1. General Principles
- 17.2. Patterns and Principles for Specific Elements
- 17.2.1. Color
- 17.2.1.1. USING COLOR TO ENHANCE USABILITY
- 17.2.1.2. A little color goes a long way
- 17.2.1.3. Use warm, bright, saturated colors for emphasis
- 17.2.1.4. Dominant brand identity colors may make poor dominant interface colors
- 17.2.1.5. Use different values to minimize perceived device size
- 17.2.1.6. Dont rely solely on hue to communicate
- 17.2.1.7. PATTERNS FOR COMMUNICATING EMOTION WITH COLOR
- 17.2.2. Size
- 17.2.3. Shape
- 17.2.4. Line weight and style
- 17.2.5. Type
- 17.2.6. Texture
- 17.2.7. Images
- 17.2.8. Materials and manufacturing
- 17.2.9. Signature elements
- 17.2.1. Color
- 17.3. Summary
- 18. Developing the Design Language
- 18.1. The Process of Developing the Design Language
- 18.1.1. Look for inspiration
- 18.1.2. Determine how many directions to share
- 18.1.3. Determine what elements to represent
- 18.1.4. Decide what choices best represent primary attributes
- 18.1.5. Adjust for context as needed
- 18.1.6. Begin to render the studies
- 18.1.7. Adjust for secondary attributes as needed
- 18.1.8. Review, iterate, and finalize options to present
- 18.2. Example: NetApp
- 18.3. Example: Executive Telephone
- 18.4. Project Management for Design Language Exploration
- 18.5. Summary
- 18.1. The Process of Developing the Design Language
- 19. Communicating the Framework and Design Language
- 19.1. Preparing Stakeholders for the Meeting
- 19.2. Crafting the Story
- 19.2.1. Project summary and expectations
- 19.2.2. Review key personas and requirements
- 19.2.3. Introduce the big ideas and major anatomy
- 19.2.4. Show how it works using scenario storyboards
- 19.2.5. Revisit anatomy in more detail
- 19.2.6. Describe how the design serves persona needs
- 19.2.7. Introduce the design language(s)
- 19.2.8. Discuss and get agreement on direction and next steps
- 19.3. Managing Your Time and Preparing for the Meeting
- 19.4. Conducting the Meeting
- 19.4.1. Presenting the material
- 19.4.2. Facilitating discussion and handling concerns
- 19.4.2.1. SOME GENERAL PRINCIPLES
- 19.4.2.2. COMMON QUESTIONS AND CONCERNS
- 19.4.2.3. "How does __________________ work?"
- 19.4.2.4. "This is a big change. Won't users be confused?"
- 19.4.2.5. "How do you know this is right? Will you do a usability test?"
- 19.4.2.6. "I don't like it" or "I wouldn't use it that way."
- 19.4.2.7. "Why didn't you design it [like this]?"
- 19.4.2.8. "Why didn't you give us multiple ideas to choose from?"
- 19.4.2.9. "We can't build this. It's not technically feasible."
- 19.5. Summary
- 20. Detailed Design: Making Your Ideas Real
- 20.1. Essential Principles of Detailed Design
- 20.1.1. Collaborate, collaborate, collaborate
- 20.1.2. Drive to complete detail, but maintain a systems view
- 20.1.3. Touch everything a second time after it's documented
- 20.1.4. Design for the appropriate time horizon
- 20.1.5. Settle the big issues quickly
- 20.1.6. Consider the cost-benefit equation
- 20.1.7. Reinforce the experience attributes
- 20.2. Process and Project Management for Detailed Design
- 20.2.1. Expanding the team
- 20.2.2. Integration with engineering methods
- 20.2.3. Typical detailed design tasks by role
- 20.2.4. Drafting a work list and detailed project plan
- 20.2.4.1. DEVELOP A TOPIC LIST AND TIME ESTIMATES
- 20.2.4.2. OTHER ISSUES THAT WILL AFFECT YOUR TIME ESTIMATES
- 20.2.4.3. Delivery approach
- 20.2.4.4. Usability testing
- 20.2.4.5. DISCUSS SCOPE AND PRIORITIES WITH STAKEHOLDERS
- 20.2.4.6. CREATING THE PROJECT PLAN
- 20.2.4.7. Know what everyone is working on every day
- 20.2.4.8. Put the big rocks in first
- 20.2.4.9. Insert check-ins where they make sense
- 20.2.4.10. If you have a fixed deadline, work backward from it
- 20.3. Summary
- 20.1. Essential Principles of Detailed Design
- 21. Detailed Design Principles and Patterns
- 21.1. Principles: a Bit of Science, a Bit of Common Sense
- 21.2. Communicating Flow, Priority, and Relationships
- 21.3. Communicating Data: Information Design
- 21.4. Using Icons to Communicate about Objects and Tools
- 21.5. Text and Type
- 21.6. Widgets and Data Entry
- 21.7. Managing Large Data Sets
- 21.8. Audible and Speech Interfaces
- 21.9. Products Involving Safety Concerns
- 21.10. Accessibility
- 21.11. "That Little Extra Something"
- 21.12. Summary
- 22. Detailed Design Process and Practices
- 22.1. Evolving the Interaction Design: Round One
- 22.2. Defining the Visual System: Round One
- 22.2.1. Incorporating early stakeholder feedback
- 22.2.2. The visual system first draft: archetype screens
- 22.2.2.1. SELECTING SCREENS FOR ARCHETYPE DEVELOPMENT
- 22.2.2.2. DEFINING A GRID
- 22.2.2.3. Determine your canvas size
- 22.2.2.4. Determine horizontal spacing
- 22.2.2.5. Determine vertical spacing
- 22.2.2.6. Lay out the first screen using guides
- 22.2.2.7. Tweak if necessary, break by rare exception
- 22.2.2.8. Dynamic versus fixed grids
- 22.2.2.9. DEFINING THE BACKDROP: FRAMES, SURFACES, AND DIMENSIONALITY
- 22.2.2.10. DEVELOPING A HIERARCHICAL LANGUAGE OF CONTENT AND CONTROLS
- 22.2.2.11. DESIGNING A COHERENT SYSTEM OF VISUAL FEEDBACK
- 22.2.2.12. REFINING AS YOU GO
- 22.2.3. Continued expansion and evolution
- 22.2.4. Personas, scenarios, and experience attributes
- 22.3. Shared Image Files
- 22.4. Evolving the Industrial Design
- 22.5. Design Reviews and Collaboration
- 22.6. Iteration After Feedback
- 22.7. Common Challenges During Detailed Design
- 22.8. Summary
- 23. Evaluating Your Design
- 23.1. Why, When, and What to Evaluate
- 23.2. Types of Evaluation
- 23.2.1. Focus groups
- 23.2.2. Expert reviews
- 23.2.3. Usability testing
- 23.2.3.1. PLANNING A TEST
- 23.2.3.2. Deciding what you need to learn
- 23.2.3.3. Identifying participants
- 23.2.3.4. Determining your focus
- 23.2.3.5. Designing tasks
- 23.2.3.6. Deciding what kind of prototype to use
- 23.2.3.7. WHO SHOULD FACILITATE A TEST AND INTERPRET DATA?
- 23.2.3.8. USABILITY TESTING RESOURCES
- 23.2.4. Comparative evaluations
- 23.3. Summary
- 24. Communicating Detailed Design
- 24.1. The Form and Behavior Specification
- 24.1.1. Background
- 24.1.2. Executive summary
- 24.1.3. Personas and critical requirements
- 24.1.4. Product or service overview
- 24.1.5. Interaction framework overview
- 24.1.6. Scenarios for each interface
- 24.1.7. Overview and details for each screen or function
- 24.1.7.1. OVERVIEW
- 24.1.7.2. FULL SCREEN ANATOMY AND RELATIONSHIPS
- 24.1.7.3. INDIVIDUAL COMPONENT OR FUNCTION DESCRIPTIONS
- 24.1.7.4. EXACT MEASUREMENTS AND COLORS
- 24.1.7.5. Visual system or style guide
- 24.1.7.6. USE OF THE CORPORATE IDENTITY
- 24.1.7.7. COLOR PALETTE
- 24.1.7.8. TYPE SPECIFICATIONS
- 24.1.7.9. PHOTOGRAPHY GUIDELINES
- 24.1.7.10. ICONS
- 24.1.7.11. WIDGETS
- 24.1.7.12. LAYOUT
- 24.1.7.13. SCREEN AND ELEMENT SPECIFICATIONS
- 24.1.8. Ways to expand or cut back: the F&BS as a product roadmap
- 24.2. Qualities of an Effective Spec
- 24.3. Documentation Process and Practices
- 24.4. Presenting Detailed Design
- 24.5. Summary
- 24.1. The Form and Behavior Specification
- 25. Supporting Implementation and Launch
- 26. Improving Design Capabilities in Individuals and Organizations
- 26.1. Realizing Your Own Design Potential
- 26.2. Expanding Design's Role in an Organization
- 26.2.1. Characteristics of successful change efforts
- 26.2.2. Overcoming the sense of loss
- 26.2.3. Instigating change from the bottom (or the middle)
- 26.2.3.1. ESTABLISHING A SENSE OF URGENCY
- 26.2.3.2. BUILD A GUIDING COALITION
- 26.2.3.3. DEVELOP A VISION AND HIGH-LEVEL PLAN
- 26.2.3.4. COMMUNICATE THE VISION
- 26.2.3.5. ENABLE ACTION
- 26.2.3.6. GET SHORT-TERM WINS
- 26.2.3.7. CELEBRATE SUCCESS AND THEN BULID ON IT
- 26.2.3.8. LATHER, RINSE, REPEAT: DRIVE THE CHANGE INTO THE CULTURE
- 26.3. Concluding Thoughts
ACQUISITIONS EDITOR
Katie Mohr
DEVELOPMENT EDITOR
Sara Shlaer
PRODUCTION EDITOR
Liz Britten
COPY EDITOR
C.M. Jones
EDITORIAL MANAGER
Mary Beth Wakefield
PRODUCTION MANAGER
Tim Tate
VICE PRESIDENT AND EXECUTIVE GROUP PUBLISHER
Richard Swadley
PROJECT COORDINATOR, COVER
Lynsey Stanford
BOOK DESIGNERS
Daniel Kuo, Nick Myers, Nate Fortin, and Jayson McCauliff
COMPOSITOR
Patrick Cunningham
PROOFREADER
Justin Neely, Word One
INDEXER
Jack Lewis
COVER IMAGE
Emily Nathan and Nick Myers
COVER DESIGNERS
Nick Myers and Nate Fortin
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