The UX Health Check (Redux)

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Information about The UX Health Check (Redux)
Business & Mgmt

Published on May 8, 2009

Author: livlab



The Health Check is technique for User Experience professionals to express the quality of a product or service’s experience and convey it in terms that are familiar to business stakeholders, creating a common ground for discussion and exploration. This was presented at the IAS09/IXD09 Redux in DC, May 8, 2009

User Experience Health Check A measure a day keeps the redesign away A measure a day keeps the redesign away Livia Labate & Austin Govella | IA Summit 2009, Memphis, TN

This guy! (is brilliant)

Where did this come from? The Health Check was created to help product management communicate progress and improvements to executives. • Th There was immense pressure from upper management to show  i f tt h progress on a specific product line (new capital investment). • General manager wanted a report she could give our president  g p g p every 30 days that showed how we “moved the dial” • By numerically rating our progress on each aspect of the service  once a month, we could report whether or not and how much  once a month we could report whether or not and how much we “moved the dial”.

User Experience Health Check A method to quantify the qualitative user experience 5

• Applicable to any Why do it: Wh d it product or service (specially the last bullet!) • Measures detailed feature sets or very generalized e o e y ge e a ed notions of service. •IIntroduces a shared d hd language for teams to discuss elements of an di l f experience. 6

How do you do it? 1. Deconstruct the service (list capabilities and chunk logical groups) (list capabilities and chunk logical groups) 2. Choose competitive benchmarks  (similar solutions that can be compared) (similar solutions that can be compared) 3. Establish scoring criteria  (set t e e e e t a easu g sca e) (set the referential measuring scale) 4. Set target scores 5. Set current score based on existing state Set current score based on existing state 6. Tally up and communicate 7. Rinse and repeat (periodically)! 7 Rinse and repeat (periodically)!

Step 1: Deconstruct the Service Break down the parts of the product or service to a level they can be looked at in isolation and still be comparable to examples elsewhere. • By product or services in a(n eco)system By product or services in a(n eco)system • By user’s Mental Model spaces • By generic/universal mental models  (consumption and service lifecycles)

Exercise: Generate a list of capabilities This is when we asked the audience to help  us by shouting out things that make up the  “IA Summit”;  the items we should consider  when deconstructing the whole experience  of attending the event.

Exercise: Chunk capabilities into groups We then had some volunteers come up to the  front of the room and cluster the capabilities  identified (we wrote then down into post‐it  notes) creating chunks of like items to easily  roll‐up parts of the UX Health Check.

Step 2: Choose Competitive Benchmarks  Identify similar solutions (products and services) that have similar capabilities to the ones identified for comparison. • For each capability answer the question: For each capability answer the question:  “Who does this well?” • Select at least one for each capability; you can add Select at least one for each capability; you can add  multiple benchmarks for each if relevant. • The benchmark product or services don’t need to be in  the same industry or serve the same purpose as the  capability you are comparing to.

Exercise: Choose Competitive Benchmarks We briefly went through some of the  capabilities and for each one, asked the  audience to identify a few relevant  benchmarks. For example: “Event  registration” yield, not‐IXDA, etc.

Step 3: Establish the Scoring Criteria Score Rating Considerations < 30 Doesn’t meet core user needs or  Problem Area usability standards: It’s broken! Meets basic user needs; isn’t broken;  M tb i d i ’t b k 30 > 30 Functional the bare minimum Parity with  50 > Meets user expectations across  comparable capabilities Benchmarks 70 > Very Good Better than several benchmarks 80 > Exceeds the main competitors, almost  Better Than Most as good as the market leader 90 > Best In Class Market differentiator

Step 4: Set Target Scores  Go through each capability and ask the question “How good do we need to be at this to meet our business goals and user expectations? expectations?” • Involve core team of people actively making decisions Involve core team of people actively making decisions  about the user experience of the service you are  assessing. • Get agreement on the targets through conversation.  Everyone is empowered to disagree and defend their  perspective; use insights from existing research and  i i ih f ii hd competitive analysis to fuel and support arguments.

Exercise: Set target scores The audience contributed what they thought  were the right targets for the IA Summit in  various capabilities based on the scoring criteria  we reviewed. Through discussion we agreed on  targets that were originally divergent.

Step 5: Evaluate and Score Current Review current solution and ask “Compared to Compared our targets and where we want to be, how good are we today?” today? • Get agreement on the final score through conversation Get agreement on the  final score through conversation.  • Everyone is empowered to disagree and defend their  perspective • Everyone should be versed in  existing information to  help decision‐ making (usability evaluations, user  feedback, etc)

Exercise: Evaluate and score The audience contributed with their opinion of  where certain capabilities were today (during  the IA Summit this was being presented). The  intermittent Wi‐Fi Internet access did not get a  g good score on the spreadsheet!

Step 5: Tally up and communicate Step 5: Tally up and communicate This page intentionally left blank. The point of this slide was to show that the final  artifact is not the point of conducting a UX Health  Check. What it looks like is not very relevant, but  what you communicate and learn through this  process that expresses the real value of the work.

Example Communicate the baseline experience

Example Problem areas that need love

Example Gaps where the UX doesn’t meet the vision

Example Chart UX progress over time

Example Map UX evolution to business metrics

A few good reasons to give it a try! g g y • To help answer “How well does this service meet  user needs, expectations and motivations?” (i d t ti d ti ti ?” (in  terms all tribes can understand). • To provide a snapshot of the experience at a point  d h fh in time AND track its evolution over time. • To identify which are the biggest problems and  opportunities areas to influence future work  prioritization and product direction. prioritization and product direction • To serve as a concrete artifact portraying how  your work is directly affecting the service evolution. k i di l ff i h i li 26

Ask questions, find out more and let us know if we can help you get started at @austingovella on Twitter p g g @livlab on Twitter

It’s like you were there! y IA Summit 2010: April 7-11 in Phoenix, AZ -

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