There is no such thing as enough user research. In every project, I start with involving users as early as possible. I explore all the data we have, interview customer support and the service desk, check for technical debt and design issues, backlog items, and dismissed ideas. I explore organizational charts to understand layers of management. I set the right expectations and seek allies.
From there, I would typically spend weeks or even months in diagrams and spreadsheets and endless docs before drawing a single pixel on the screen. I try to get developers on board, so they can start setting up the dev environment already.
I bring in stakeholders and people who have a vested interest in contributing to the success of the project. Voices that need to be heard but are often forgotten. I see my role as a person who needs to bridge the gap between business requirements and user needs through the lens of design.
Then I take a blank piece of paper and start sketching. I sketch ideas. I sketch customer journey maps. I sketch content boxes. I write down components that we will surely need in the product — the usual suspects. I set up a workshop with designers and developers to decide on names. Then developers can go ahead and prototype while designers focus on UI and interaction design.
To make sure I get both sides of the equation right, I draft customer journey maps, brainstorm ideas and prioritize them with the Kano model and Impact ÷ Effort matrix (with developers, PMs, and stakeholders).
An example of a Design KPI tree, connecting business goals with design objectives. (Large preview)
I don’t want to waste time designing and building the wrong thing, so I establish design KPIs and connect them with business goals using KPI trees. I get a sign-off on those, and then the interface design starts.
I develop hypotheses. Low-fidelity mock-ups. Speak to developers. Get their feedback. Refine. Throw the mock-ups to developers. Bring them into HTML and CSS. Test hypotheses in usability sessions until we get to an 80% success rate for top tasks. Designers keep refining, and developers keep building out.
Establish a process to continuously measure the quality of design. Track task completion rates. Track task completion times. Track error rates. Track error recovery rates. Track accessibility. Track sustainability. Track performance. In a B2B setting, we track the time customers need to complete their tasks and try to minimize it.
Make them visible to the entire organization to show the value of design and its impact on business KPIs. Explain that the process isn’t based on hunches. It’s an evidence-driven design.
Establish ownership and governance. The search team must be measured by the quality of search results for the top 100 search queries over the last two months. People who publish content are owners of that content. It’s their responsibility to keep it up-to-date, rewrite, archive, or delete it.
Refine, refine, refine. Keep throwing new components and user journeys to developers. Stop. Test with users to check how we are doing. Keep going and refine in the browser. Continuously and rigorously test. Launch and keep refining. Measure the KPIs and report to the next iteration of the design.
Admittedly, it is a bit messy. But it helps me stay on track when navigating a complex problem space in a way that delivers measurable results, removes bias and subjectivity from design decisions, and helps deliver user-centric designs that also address business needs.
Extracted from: https://www.smashingmagazine.com/2023/06/perfect-design-process/
