Retrospectives and reflections allow you to codify what you’ve learned from experience, to document mistakes and avoid future ones, and to increase your potential to grow in the future. In this article, Victor Yocco will show you a few approaches that you and your team can immediately incorporate into your practice. He’ll walk through post-project retrospectives in this first article, and in a second article, Victor will present some lessons learned and researched-backed techniques that those who wish to engage in reflection can attempt to include in their routine.
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How do you make sure the team gets up to date with everything that’s being released? As a team leader, Alecsandru Grigoriu was faced with a new challenge: making sure there’s enough recurrence in his team’s communication to facilitate the team’s development. Enter the weekly design meetings. Having a structure and a template to work with is not enough. They’ve settled on a few ground rules in order for the meetings to unfold properly. Looking back at the first 10 meetings, they went through over 100 resources and tackled 2 main design challenges.
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You can facilitate kickoff meetings to improve shared understanding of a project’s goals and potential challenges. You can facilitate presentations to elicit more productive questions and feedback. Even impromptu discussions and group whiteboard sessions would benefit from better facilitation. In this article Brian Frank focuses on developing the soft skills to feel more comfortable facilitating UX design, research and strategy sessions. You don’t need to be a full-time facilitator or leader, or even a designer. These skills can be used by anyone in any role to inject more productive collaboration throughout their design process.
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Andy Budd is a firm believer in cross-functional pairing and thinks that some of the best usability solutions emanate from the tech team. However, at some point the experience needs to be owned, and it shouldn’t be owned by the last person to open the HTML file and “touch the truck”. If designers are happy for developers to “own the code”, why not show a similar amount of respect and let designers “own the experience”? After all, collaboration goes both ways. So if you don’t want designers to start “optimizing” your code on the live server, outside your version control processes, please stop doing the same to their design.
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When developers are expected to work in a corner until needed, that isolation from the design process prevents them from crafting the end product just as much as the designers themselves. The person who ultimately pays is the user. Whether you’re a developer, designer, or in another role, our mindsets need to change; we want to provide the best products for our users. Design decisions aren’t the sole responsibility of the design team. Decisions made during the design stages have far-reaching consequences that affect the entire project. A representative of each area, especially development and design, should be included when project-critical decisions are made.
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Leadership is not a dirty word. It’s not about ditching collaboration. It’s not about commandeering the room and shelling out mandates. Leadership is a natural, normal human craving. For a group to succeed — for design to succeed — someone has to establish a vision, a goal, a destination, and help the team get there — inspire the team to get there. In this article, Robert Hoekman Jr will look at how to run a kickoff and how to get yourself into a positive position in which you can steer the ship, rather than crash it into the dock.
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Because digital products and services play an increasingly important role in the day-to-day operations of normal businesses, it no longer makes strategic sense to outsource these activities wholesale. As a result, we’re seeing companies move away from the old way of engaging with agencies and towards something much more collaborative. Working as part of an integrated team helps to prevent projects from being thrown over the fence, breaking the three-to-five-year cycle of redesign and stagnation. However, finding and retaining digital talent is still a major problem, and only getting worse. Here are seven simple techniques that traditional companies can adopt to help them find the talent they need to thrive in today’s digital marketplace.
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There is no such thing as a project that goes off well without some level of planning. You’re just not the one doing it. You can keep complaining, or you can change it. You’re a designer, which means you’re capable of imagining a better version of the world than the one you’re living in. And yet there you are, stuck at the back. In this article, Robert Hoekman Jr. will share some of the reasons it happens. And how to stop being an afterthought.
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The “learn to code” movement is gaining momentum among designers, but you’d be hard pressed to find a similarly strong movement for other disciplines within a team. Perhaps there should be. We should all be striving to learn, but… what exactly should we learn? Maybe it it’s about learning to communicate and collaborate, to respect the nuances of each other’s craft — and the artistry and reason that they both demand in equal measure — without attempting to master it for oneself.
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No matter your status or situation, whether director or loner, you are in a position to lead, to raise the bar in a place where it consistently sits lower than you think it should. As an in-house UX professional, Robert Hoekman Jr has formed and run UX teams for multiple companies. As a consultant, he has worked with dozens of clients on hundreds of projects. In this article, he will share what he learned about how to get what you want. Most of these things can be applied whether you’re inside of a company or consulting for one, whether you’re a fledgling designer or a veteran leader.
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