Launching a successful #UX is not rocket scienceâŠ

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Launching a successful #UX is not rocket scienceâŠ

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How To Balance User Needs & Business Goals
Have you ever had a design requirement from a client or business that went against UX best practices? How do you identify business goals and user needs in such situations?Â
 Many designers still use the phrase â âThe customer is always rightâ and believe pushing back is the answer. No doubt, UX designers should stand for their user objectives. After all, it is a part of their jobs. But, fighting for user needs without showing an understanding of business priorities can put their careers at risk.
 Certainly, a companyâs success is ruled by customersâ experience & revenue. That is why a smart product designer must start each work by knowing all the business priorities. Moreover, Business leaders will regard your ideas more if you better understand business priorities and UX elements. Also, learning about the communication strategy focusing on business goals and user needs is an add-on.Â
Continue reading further to learn more about ways of matching your UX design strategy with your business objectives and develop a solid UX portfolio that caters to your business priorities as well;
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Personality, experiences, behaviours or goals :
can speak english and malay
use high performance technology
hates computer or apps crashes
face hardship in pace of change in technology
love visual appeal
Features or functions requirement in video conferencing software :
the software no need to join or host meetings (easy to use)
the software has no time limits (high performance)
create a likely virtual living room software (visual appeal)
create software in multiple language
a need of software that can undergo stress without breaking (prevent apps crashes)
Launching a successful #UX is not rocket scienceâŠ#userneeds
Launching a successful #UX is not rocket scienceâŠ#userneeds

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RULE #1: Start with needs*
*user needs not government needs
Service design starts with identifying user needs. If you donât know what the user needs are, you wonât build the right thing. Do research, analyse data, talk to users. Donât make assumptions. Have empathy for users, and should remember that what they ask for isn't always what they need.
What we mean when we say âservice transformationâ, by Mike Bracken
Most of government is mostly service design most of the time, by Matt Edgar
Vertical campfires: our user research walls, by Kate Towsey
Source:Â https://www.gov.uk/design-principles
Download the sticker: Whatâs the user need? White | Black | Blue | Red | Yellow
Who are Parliamentâs users?
The Parliamentary Digital Serviceâs (PDS) first ask is, âwhose needs are we tasked with meeting?â.
That must be their starting point for early digital transformation work. It will help them discover:
who are their users?
what theyâre trying to achieve?
what they need to do it?
The answers help describe their user needs and will guide PDSâ work from then on. Theyâll continually revisit and research user needs as they deliver transformation. Knowing what people need, and why, focuses PDSâ digital strategy and roadmap. It also drives delivery of specific services.
Simply put: who are Parliamentâs users and what do they need?
Youâd think this is easy to answer: itâs the MPs and Peers. They rely on services to help them do things like debate and scrutinise legislation. But theyâre one of many types of user, trying to do different things, with different user needs. Understanding and mapping these will highlight how different usersâ motivations and needs interact or overlap, and therefore ultimately what services youâll build.
This is a continuous process of user research and rapid iterative delivery. Things change as you deliver services, like behaviours and processes. Opportunities appear that you didnât imagine before. This is transformation - not only making sure services are developed that meet needs, but an opportunity to make sure the services are the right ones in the first place.
Then iterate and iterate again - youâre never finished. Things can always be improved, business as usual (BAU) is this process, not some maintenance or simply operational caretaking mode after youâre done.
You get the idea.
It all starts with knowing who your users are.
While this is a piece of work that needs to be carried out by the teams inside the PDS, hereâs a starting point of how it might break down:
People and organisations outside of government:
The public
Press (including bloggers)
Researchers and academics
Lobbyists, third sector policy and campaigns teams as well as trade organisations (Unions, Guilds, Royal Colleges).
Members and their staff:
Members of the House of Commons (MPs)
MPsâ staff
Members of the House of Lords (Peers)
Peersâ staff
Parliamentary staff (people who work for one or other house, not for MPs). These include:
People administering the legislative work of Parliament, such as Clerks
Security
Those supporting MPs, such as library researchers and information professionals
The back office staff that you need to run any large organisation who need just as much support as they would if they worked for TfL or Marks and Spencer - in facilities, HR, IT, catering, procurement and so on
Other areas of government:
The Executive part of Parliament - e.g. Whips Offices
Auditors (especially Public Accounts Committee and the NAO)
Civil Service (who need to know about Parliamentary Questions, progress of a bill, select committee timings etc)
Other governments (devolved administrations, European governments and the broader Commonwealth)
Get them in the room, consult them repeatedly along the way. Test what you build with them on a very frequent basis. Invite them to talk to the team. Work out how to measure whether theyâre being successful, or not, with new services, compared to anything you have now.
Share the outputs of those conversations so the broader public can see why decisions were made to prioritise one user need over another (just as GDS have done).
There is a high chance that for most products or services differing user needs will conflict. This is where vision, strategy and leadership come in. PDS will have to explain to all their users why decisions have been made, and stick to focusing on their highest priority groups for that product.
This process has to start with identifying users, researching their needs and publicly showing the results of that analysis and the strategies to meet the needs identified.
So the challenge for PDS is to answer the questions: who are your users, what do they need and how are these competing needs being prioritised and delivered?
Further reading:
How to focus a service on users â guide https://www.gov.uk/service-manual/user-centred-design/user-needs.html
Ways to understand your users and their needs â guide https://www.gov.uk/service-manual/user-centred-design/user-research/index.html
Start with needs â design principles https://www.gov.uk/design-principles#first
Prioritising needs, and product ownership â video http://www.youtube.com/watch?v=502ILHjX9EE
Reflecting on the big idea behind GOV.UK â article https://gds.blog.gov.uk/2012/10/09/exploring-user-needs/
âUser needs and revolutionsâ â article https://gds.blog.gov.uk/2014/04/23/user-needs-and-revolutions/