CHOVCHOV-UXTOOLS

ARCHITECTURE & NAVIGATION

ONE TASK ONE SCREEN

DESIGN FOR THUMBS AND ONE EYE BALL

DESIGN FOR ACCESSIBILITY

CLARITY & CONSISTENCY

CONSIDER PAGE TRANSITIONS

MICRO INTERACTIONS IMPROVE COMMUNICATION

LEVERAGE ON NATIVE FEATURES

Geo Location Camera Biometric Sensors

DESIGN FOR SPEED

SECURITY

IOS/ANDROID DESIGN GUIDES

DESIGN FOR PERSONALISATION

DESIGN FOR DIFFEENT SCREEN STATES

PRIORITISE FEATURES

More effort on most used features

BE MINIMALISTIC

MINIMIOSE TYPING & MODALS

FEEDBACK LOOP

DO A SPIRAL DESIGN APPROACH

Iterative & Incremental

NO MODALS OR FEEDBACK ON LANDING PAGE

USE SKELETON SCREENS FOR LOADING

TAKE CARE OF FONT SIZE AND CONTRAST

OPTIMISE VIDEOS FOR PORTRAIT

BE WEARY OF REACH AREAS

CONTROL NOTIFICATION CHANNELS & FREQUENCY

DESIGN FOR INTERUPTION

BE WEARY OF DATA AND CONNECTIONS

DESIGN FOR LAYERS

REMEMBER AESTHETCICS HAS CULTURES

How to decide what user groups to research with first

Ignore: User groups in this quadrant are hard to get to and will teach us little, so we can ignore them. Schedule when convenient: User groups in this quadrant are easy to get to but we won't learn much from them. It makes sense to schedule visits to these groups only if you have some spare time between visiting the other groups of users. Plan these: We expect to learn a lot from these user groups, but for one reason or another they are hard to get to. We should start planning these visits to ensure we see these groups in the future. Start here: These user groups are easy to get to and we expect to learn a lot from them. It makes sense to start our research here as we can get going immediately and provide some real value to the development team.

How to create personas

Learners: This persona has low technical expertise and little domain knowledge. Geeks: This persona has high technical expertise and little domain knowledge. Experts: This persona has high technical expertise and high domain knowledge. Novices: This persona has low technical expertise and high domain knowledge.

How to identify red routes

Hidden tasks: These are low frequency, low importance tasks. It doesn't make sense to spend much time researching or optimising these tasks. Hygiene tasks: These are high frequency, low importance tasks: the mundane tasks (such as authentication) that users have to complete before doing what they actually want to. One-off tasks: These are low frequency, high importance tasks: an example might be software installation or creating an account. Red routes: These are high frequency, high importance tasks: we must optimise the usability of these tasks in our system.

How to decide what to fix

Keep: These are low frequency tasks that are easy to complete. We need to make sure that any changes we make don't have a negative effect on these tasks. Promote: These are high frequency tasks that are easy to complete: we should encourage marketing to make more of these when describing our product. Automate: These are low frequency, difficult tasks. We need to ask if there is a way to automate these tasks so that the system can do them on behalf of the user. If not, a Wizard design pattern might simplify the task for users. Re-design: These are high frequency, difficult tasks. Tasks in this quadrant are the ones we need to fix first.

How to choose a UX research method

How to choose a usability evaluation method

Lab-based usability test: If our knowledge of users is low, a lab-based test is a good choice, especially when the test is of low urgency. By having users in the lab, we can expose the design team to users and increase their overall awareness of users and their capabilities. Remote usability test: When our knowledge of users is high and we have more than a few days to work on the issue, then a remote usability test is a good choice. Cognitive walkthrough: This inspection method makes sense when we have a good knowledge of users and it's important to get the results urgently. This is because a cognitive walkthrough can be completed in a few hours but it does require a good knowledge of users and their tasks. Heuristic evaluation: This inspection method offers value when we need quick answers but don't know a great deal about our users. Instead, we can use standardised usability principles to provide the team with a quick answer.

How to decide what to prototype

Use boilerpate: Functions in this quadrant are simple to do and aren't critical. We can use boilerplate solutions here and not spend time prototyping them. Use validated patterns: Functions is this quadrant are simple to do and it's important to get them right. A good choice here would be to use an existing design pattern that we can use out of the box. Use best judgement: Functions is this quadrant are complex to do well but aren't critical. We should use our judgement here of whether the function is actually needed. Prototype these: items in this quadrant are complex to do well and are critical to get right. It makes sense to create prototypes to explore the way these functions could be implemented and test these out with users.

How to simplify the product backlog

Ignore: Items in this quadrant plot low on both criteria so can be safely ignored. Explore: items in this quadrant are of importance to the business but offer low value to the user. We need to explore these items further to see how we can adapt them to provide user value. Research: items in this quadrant are important to users but of low importance to the business. We need to research these items to find out more about the value they provide. Do now: items in this quadrant offer value to the user and are important to the business, so it makes sense to focus on these first.

Ignore: Items in this quadrant plot low on both criteria so can be safely ignored. Explore: items in this quadrant offer low value to the user but they are relatively easy to implement. We need to explore these items to see if we can adapt them to provide more user value, otherwise there is little point in working on them. Research: items in this quadrant are important to users but are hard for us to implement. We need to research these items to find out more about the value they provide to see if we can include some of that value in items that are easier to develop. Do now: items in this quadrant offer value to the user and are relatively easy to implement, so it makes sense to focus on these first.

Ignore: Items in this quadrant plot low on both criteria so can be safely ignored. Explore: items in this quadrant offer low value to the user but they have a high impact on revenue. We need to explore these items to see if we can adapt them to provide more user value, otherwise they won't generate the revenue we're hoping for. Research: items in this quadrant are important to users but have a low impact on revenue. We need to research these items to find out more about the value they provide to see if we can generate revenue from them. Do now: items in this quadrant offer value to the user and have a high impact on revenue, so it makes sense to focus on these first.

How to make an ethical design choice

Dark pattern: These are sneaky methods that attempt to manipulate the user into carrying out some action that would be of benefit to the business. A classic example of this would be a pre-checked checkbox adding someone to a mailing list if they buy a product. Shove: This would include more explicit methods of manipulation that encourage the user into carrying out some action that would be of benefit to the business. An example of this might be a web site that insists you sign up to their mailing list in order to receive an otherwise free report. Nudge: The difference between a "nudge" and a "dark pattern" is simply that the user (or society) benefits from the situation, rather than the business. An example of this might be automatic enrolment into an organ donation scheme when you apply for a driving license. Education: These are methods that describe a situation that is of benefit to the user, but still leave it up to the user to take action. For example, UK mobile network provider giffgaff sends its users a text at the end of each month to let them know if they should switch to another data plan, based on their previous month's usage.

Information foraging

Objects The theory is based on the assumption that, when searching for information, humans use "built-in" foraging mechanisms that evolved to help our animal ancestors find food. Importantly, better understanding of human search behaviour can improve the usability of websites or any other user interface. information scent The most important concept in the information foraging theory is information scent.[1][2] As animals rely on scents to indicate the chances of finding prey in current area and guide them to other promising patches, so do humans rely on various cues in the information environment to get similar answers. Human users estimate how much useful information they are likely to get on a given path, and after seeking information compare the actual outcome with their predictions. When the information scent stops getting stronger (i.e., when users no longer expect to find useful additional information), the users move to a different information source. Information diet Some tendencies in the behaviour of web users are easily understood from the information foraging theory standpoint. On the Web, each site is a patch and information is the prey. Leaving a site is easy, but finding good sites has not always been as easy. Advanced search engines have changed this fact by reliably providing relevant links, altering the foraging strategies of the users. When users expect that sites with lots of information are easy to find, they have less incentive to stay in one place. The growing availability of broadband connections may have a similar effect: always-on connections encourage this behavior, short online visits to get specific answers.

Divide-and-conquer algorithm

Objects The divide-and-conquer paradigm is often used to find the optimal solution of a problem. Its basic idea is to decompose a given problem into two or more similar, but simpler, subproblems, to solve them in turn, and to compose their solutions to solve the given problem. Memory access Divide-and-conquer algorithms naturally tend to make efficient use of memory caches. The reason is that once a sub-problem is small enough, it and all its sub-problems can, in principle, be solved within the cache, without accessing the slower main memory.

Information Architecture

Objects Users mental Model User Tasks Tree Testing Card Sorting Time Based Interaction Basics Organization - How you categorize and structure information Labeling Systems - How you represent information Navigation Systems- How users browse or move through information Search System - How users look for information Important Context: business goals, funding, politics, culture, technology, resources, constraints Content: content objectives, document and data types, volume, existing structure, governance and ownership Users: audience, tasks, needs, information-seeking behavior, experience

Hook Model

Objects

Visual Theories

Objects Golden Ratio Rule of the Thirds Leading Lines F-Pattern E-Pattern

Geltalt

Objects Closure Common Fate Common Region Leading Lines Continuation Convexity Figure/Ground Good Form Similarity Symmetry

3 User Theory

Objects Rookie Regular Dormant Accerating Grinder

Jacqui Object

Objects Attract Educate Advise Give Solution/Sale Reward

Information Visulisation Object

Inform Empower Decisions Define Problem Define Users adn accounts/access Define Datat to be Presented Define Dimensions required to present data Define Structure of Data Define Interaction Required / Human Senses too? Define Aesthetics/Gestalt Define Cognitive Task analysis Define Accessibility Issues Define TEchnology and Sharing/Sharign Channels Data Filtering Data Input Data Reordering Data Pickers Data Zooming Data Comparing

Psychology

Objects Lizard Brain Mid Brain New Brain

Cognition

Objects Cognitive Ability Cognitive Walkthrough Loss Aversion Status-Quo Bias Need for closure Scarcity (Tijme, Stock & Choicek Peak-end rule(Impression Rule) Social/Testimonial Validity Value attribution Bias Curiosity Framing (value by comparing and contrasting things) Endowment Effect (greater value on objects we own over thos ewe dont)

Game mechanics

Objects Fixed rewards Variable rewards Periodic Events - recurring experiences Self-Monitoring Storytelling Levels Intentional gaps - users can't help but try to fill Powers Praise Unlock features Achievements

Perception and memory

Objects Tunnelling Reduction Isolation Effect - Priviledges Recognition over recall Chunking Conceptual metaphor -Analogies Anchoring- We need Comparing Sequencing - order Pattern recognition Serial Positioning Effect Gestalt principles

Feedback

Objects Kairos - Contextual opportunistic feedback Feedback loops - educative predictive, next stage feedback Tailoring - Machine/behaviour, custom learning Trigger - Use small nudges to cue users to take action Simulation - prototyping, user control to test and try

Social

Objects Collectible Achievements Leaderboard Testimonials Friend list Activity Stream Follow Friend Auto-sharing Chat Reaction Invite friends Chat

Maslows Hierarchy

Objects Self Actualised Users Growth Need USers Basic Copying Needs Users

UX Laws

Objects Aesthetic Usability Effect - user are biased to beauty Doherty Threshold - Quick response soars product Fitts’s Law - time, distance to and size of the target. Hick’s Law - More options more decision time Jakob’s Law - Users have competitors mental models Law of Prägnanz - Users simplify complex objects Miller’s Law users can only keep 7 things in working memory Occam’s Razor - people chose safest options Pareto Principle - 80 - 20 rule Serial Position Effect - fist and last items remebered easily Zeigarnik Effect - people remember uncompleted or interrupted tasks

Task Analysis

Objects Tasksed based design Decompostion User Journey Design User task feature prioritisation UI

Designing for Different UI States

Objects Empty States Very Busy States Loading States Error/Failed States Success States

Autonomous Things

Autonomous Physical Things Autonomous Virtual Things

Augmented Analytics

Empowering the Citizen Data Scientist Beyond the Citizen Data Scientist

AI-Driven Development

The Augmented Developer The Automated Developer

Digital Twins

Digital Twin of an Organization

Empowered Edge

Edge Computing and Cloud Computing Are Complementary Concepts

Immersive Experience

VR and AR Can Help Increase Productivity The Future Will Be an Ambient Experience

Blockchain

Smart Spaces

Smart City Spaces Lead the Way Smart Spaces Are a Journey, Not a Destination

Digital Ethics and Privacy

Quantum Computing

Quantum Computing and Security Quantum Computer Maturity

Mistake 1: Not Editing Your Work

Spelling, tone and grammatical mistakes can make you look careless. That's why it's essential to check all of your communications before you send them.

Mistake 2: Delivering Bad News by Email

Would you announce layoffs to your team by email or IM? If you did, you could upset everyone!

Mistake 3: Avoiding Difficult Conversations

At some point, you will need to give negative feedback. It's tempting to try to avoid these conversations, but this can cause further problems – for instance, you may find that a small problem you "let go" soon grows into big one.

Mistake 4: Not Being Assertive

Assertiveness is about stating what you need, while considering the wants and needs of others.

Mistake 5: Reacting, Not Responding

Have you ever shouted at a colleague in frustration, or sent a terse reply to an email, without thinking your point through? If so, you're likely to have reacted emotionally, instead of responding calmly.

Mistake 6: Not Preparing Thoroughly

Poorly-prepared presentations, reports, or emails frustrate your audience and can, over time, damage your reputation. This is why it's essential to prepare and plan your communications carefully.

Mistake 7: Using a "One-Size-Fits-All" Approach to Communication

If you use a "one-size-fits-all" approach to communication, you may overlook people's different personalities, needs and expectations. In fact, your communications need to address those differences as much as possible.

Mistake 8: Not Keeping an Open Mind When Meeting New People

Today's workplace is a melting pot of ethnicities, religions, ages, sexual orientations, abilities, and viewpoints.

Mistake 9: Assuming That Your Message Has Been Understood

Always take time to check that people have understood your message.

Mistake 10: Accidentally Violating Others' Privacy

Have you ever forwarded a sensitive email to the wrong person, or sent an incorrect attachment? These kinds of errors can cause serious commercial problems, violate people's privacy, and lead to embarrassment and confusion.

Who is affected?

Who is experiencing the problem? Can this user be further specified (by demographic, persona, motivation, reason for being in the situation)?

What is the problem?

What are the struggles? What task needs to be accomplished? What pain point needs to be relieved?

Where does it happen?

What is the context in which the user experiences the problem? Is it in a physical or digital space? Who else is involved?

Why does it matter?

Why is this problem worth solving? What value does it bring to the user? What value does it bring to the business?

Lean UX

Quick Agile When there is few resources Start-ups Requires no detailed deliverables Rapid Prototyping More Collaboration Quick Feedback Validated Decisions Main function if to mould a better outcome

Lean UX IDF

Main function if to mould a better outcome Ditch requirements focus on Problem Statement Problem statement will lead to Assumptions Assumptions are WHO, WHAT, WHERE, WHY PRIORITISE these assumptions based on their impact on project Prove these assumptions Create a Hypothesis ( We believe...) Quick and dirty prototyping Create MVP Define Business and User KPIs Quick an ddirty testing and research

Lean UX Principles

Measured Success for each release Low fidelity Artifactsd Collaboration Respond to change Hypothesise and Prove Born out of lean start ups and Agile Environments Problem focused Empowered cross functional teams Small bacthes and short iterations Continuous discovery Externalise Design + product management + development = 1 product team Externalize Research with users is the best source of information Focus on solving the right problem Generate many options and decide quickly which to pursue Recognize hypotheses & validate them Rapid cycles: think/make/check

Cowan LEAN Hypothesis

Build-Measure-Lean loop Low fidelity Artifactsd Collaboration Respond to change

Cowan LEAN Hypothesis

Build-Measure-Lean loop Low fidelity Artifactsd Collaboration Respond to change

Cowan LEAN Hypothesis

Build-Measure-Lean loop Low fidelity Artifactsd Collaboration Respond to change

Output != Outcomes

Persona Hypotehsis

Problem Hypothesis

Hypothesis Conclusion

Persona and Problem Scenarios

philosophy

Nature and appreciation of art, beauty and good taste critical reflection on art critical reflection on culture critical reflection on nature

Principles of Design

Unity/harmony Balance Scale/proportion Hierarchy Dominance/emphasis Similarity and contrast

Elements of Desgin

Color Line Shape Texture Space Form

Aesthetic Judgements

Judgements of aesthetic value are: sensory emotional intellectual economic moral political

Aesthetic Judgements

These are affected by: class cultural background education they also change over time

Rule of Thirds

Devine Proportion / The golden Ratio

Rule of Odds

Leading Lines

Strong Diagonal

Line of Sights

Users

Users of the product

Data

Information

Business

Business Requirements

Problem Solving

Testing

Testing Requirements

Priority

Time Management

Performance & Traking

Performance Management

users

Persona/Archetype Erthnography

Business

Requirements Regulatory Rules Competitor Analysis Viability(sustainability)

Data

Analytics User Feedback Operator Feedback Production Feedback Technology Feedback Testing Feedback Eye Tracking Expert Review

Problem Solving

Existing Problem Statement Point of View Information Architecture / Site Map Cognitive Task Analysis Sketching User Stories Requirements / Needs SCAMPER User Scenarios User Context

Problem Solving

New Data Visualisation(Art, Information, Knowledge, WIsdom, Decision) Service/Empathy/Journey/Experience Mapping Content Strategy Red ROute Card SOrting Requirements Workshop Storyboards Wireframe Prototype Style Guide High Fidelity Prototype Psychology of the buyer(gift & Obligation) Psychology of Decision Making(Lizard Brain, Mid BRain, NEw BRain Red ROute SWOT Hook Model Conceptual Model/USer mental Model Attract, Educate, Advize, Solution(sales) Maslows HIerarchy

Priority

Eisenhower's Urgent/Important Principle Action Priority Matrix

Testing

Accessibility Analysis A/B Test Usability Testing Expert Review UX Audit 4UX (Desiraility, Usability, Adoptability(sustainability), Value) Attract, Educate, Advize, Solution(sales)

Performance & Tracking

Data Collection Methods KPI set up

hierarchy of needs - Basic/Copying Needs

Basic/Copying Needs Esteem Needs - respect, self esteem, status, recognition, strenth Love & Belonging Needs - friendship, intimacy, trust Safety Needs - security, order, law, freedom from fear Physiological needs - Biological Requirememts- Air, food, water, sex, shelter

hierarchy of needs - Higher Level/ Growth Needs

Higher Level/ Growth Needs Transcendence needs - A person is motivated by values which transcend beyond the personal self (e.g., mystical experiences and certain experiences with nature, aesthetic experiences, sexual experiences, service to others, the pursuit of science, religious faith, etc Self-actualization needs - realizing personal potential, self-fulfillment, seeking personal growth and peak experiences. Aesthetic needs - appreciation and search for beauty, balance, form, etc. Cognitive needs - knowledge and understanding, curiosity, exploration, need for meaning and predictability.

Human Behaviour & Needs - Missing Basic Needs

Missing Basic Needs Lacking Copying needs leads to bad behviour subconsciouly seeking to fufill the specific missing need Deficiency needs arise due to deprivation and are said to motivate people when they are unmet.

Human Behaviour & Needs - Achieving Self Actualisation

Achieving Self Actualisation Achieving Higher order needs brings real happiness Growth needs do not stem from a lack of something, but rather from a desire to grow as a person.

Characteristics of self-actualizers

Self-actualizers: They perceive reality efficiently and can tolerate uncertainty Problem-centered (not self-centered); Unusual sense of humor; Able to look at life objectively; Highly creative; Concerned for the welfare of humanity; Establish deep satisfying interpersonal relationships with a few people; Need for privacy; Strong moral/ethical standards.

Behavior leading to self-actualization:

Self-actualizers: Experiencing life like a child, with full absorption and concentration; Trying new things instead of sticking to safe paths; Listening to your own feelings in evaluating experiences instead of the voice of tradition, authority or the majority; Avoiding pretense ('game playing') and being honest; Being prepared to be unpopular if your views do not coincide with those of the majority; Taking responsibility and working hard; Establish deep satisfying interpersonal relationships with a few people; Trying to identify your defenses and having the courage to give them up.

Substitute

Substitute What materials or resources can you substitute or swap to improve the product? What other product or process could you use? What rules could you substitute? Can you use this product somewhere else, or as a substitute for something else? What will happen if you change your feelings or attitude toward this product?

Combine

Combine What would happen if you combined this product with another, to create something new? What if you combined purposes or objectives? What could you combine to maximize the uses of this product? How could you combine talent and resources to create a new approach to this product?

Adapt

Adapt How could you adapt or readjust this product to serve another purpose or use? What else is the product like? Who or what could you emulate to adapt this product? What else is like your product? What other context could you put your product into? What other products or ideas could you use for inspiration?

Modify

Modify How could you change the shape, look, or feel of your product? What could you add to modify this product? What could you emphasize or highlight to create more value? What element of this product could you strengthen to create something new?

Put to Another Use

Put to Another Use Can you use this product somewhere else, perhaps in another industry? Who else could use this product? How would this product behave differently in another setting? Could you recycle the waste from this product to make something new?

Eliminate

Eliminate How could you streamline or simplify this product? What features, parts, or rules could you eliminate? What could you understate or tone down? How could you make it smaller, faster, lighter, or more fun? What would happen if you took away part of this product? What would you have in its place?

Reverse

Reverse What would happen if you reversed this process or sequenced things differently? What if you try to do the exact opposite of what you're trying to do now? What components could you substitute to change the order of this product? What roles could you reverse or swap? How could you reorganize this product?

How to Design an Information Visualization

How to Design an Information Visualization: Define the problem Define the data to be represented Define the dimensions required to represent the data Define the structures of the data Define the interaction required from the visualization

The art of representing data in a way that

The art of representing data in a way that: Is easy to understand and to manipulate Helps us make sense of information Find use in it Helps in decision making Helps ius explore relationships between data

Uses

Uses Help transform data into information Presentation (for Understanding or Persuasion) - Geographical Maps Explorative Analysis - Geographical Activity frequency Confirmation Analysis - Graphs

The Process of Understanding Data

The Process of Understanding Data Data > Infomration > Knowledge > Wisdom

Guidelines for Good Visual Information Representations

Guidelines for Good Visual Information Representations Graphical Excellence(Usability) Visual Integrity (truthfullness) Maximizing the Data-Ink Ratio Aesthetic Elegance

What makes a Good Inforgraphic

What makes a Good Inforgraphic Data - reliable, timely, content Good Design - theme, color,readable Story - clever, message, solution Shareability - seo,location, social

Anatomy

Anatomy Visual Perception – The Eye Visual Perception – The Brain

Challenges to consider when designing

Anatomy Visual Stress Color Blindness

Importance of the human memory

Importance of the human memory Sensory Memories(shortest level of storage Short-term Memories (dont provide mo rethan 5 chunks of data at a time) Long-term Memories(only the wisodm gets stored in this memory bot the design)

Help Users visualise with Gestalt

Help Users visualise with Gestalt Similarity Continuation Closure Proximity Figure/Ground Symmetry and order

How to Avoid Information Overload

How to Avoid Information Overload Keep things simple Keep it relevant Provide supporting information Make it clear what is to be done with the information Make it easy for the user to take action Conduct Heuristic Evaluations Conduct Cognitive Walkthroughs

Transformable Information Representations to help users manipulate data

Transformable Information Representations to help users manipulate data Data Filtering at the Input Stage Data Reordering Dynamic Querying(e.g Date Picker) Magic Lenses(zooming) Attribute Exploration

Data

Data Google Service Managers Expert Review Research

Business

Business Competitor Analysis Values Stakeholder Feedback KPIs Requirements Doc Rules / Regulations

Users

Users User Context Erthnography Empathy, Journey, Experience & Service Maps User Scenarios

Technology

Technology Devices Browsers Internet Connection Online/Offline Functionality Sharing with other Applications Sharing with other Devices

P.O.V

Point of View Problem Definition Hypothesis

Priorities

Priorities Action Priority Matrix Eisenhower's Urgent/Important Principle

Interaction

Interaction Psychology goodForms goodUI UIPatterns Composition Theories Hook Model Information Visualisation Inform, Educate, Solution, Service Social Proof

User Interface

User Interface Assumption/Schema Challenging Speech Interaction Virtual Reality Gesture Brain-Based Interaction Pen-Based Interaction Multi-Modal Interaction Sketch Understanding Vision Capture/Understanding Personal Fabrication High Performance Interaction Haptics User Requirements/Interface Affordance Diagram

Testing & Tracking

Testing Heuristic/Cognitive Tasks Analysis UX/UI Audit Impresion Test/ Trust Test Usability Testing System Usability Testing A/B Testing / Card Sorting Tree/IA Testing Wireframe Testing Expert Review Paid Testing Tracking Eye Tracking Heat/Click Maps User Feedback Google Taging Call Centre Logs

Ideation Object

Ideation Object Brainstorm Assumption/Schema/Habituation Challenging Re-Expression Revolution Random Links / Analogies SCAMPER SWOT Inform, Educate, Solution, Service TEST Creation Informatioin Architecture Storyboard Sketches Wireframes Prototype

Design Heuristics

PHYSICAL LEVEL

Human Senses (Sight, Sound, Taste, Smell, Touch) Fitts Law(size and distance) Gestalt Laws

LINGUISTIC LEVEL

Speak the user’s language. Names, Symbol Consistency Recognize rather than Recall Foraging theory(highest benefit/data vs lowest energy/effort)

NAVIGATIONAL LEVEL

Show the location and structure (breadcrumbs etc) Provide accelerators(e.g auto complete search) Anticipate needs(AI/Machine Learning) Minimize the number of steps Provide undo and cancel options

REUSABLE CONCEPTS

Purpose Structure Behaviour Bridge Designer & User

Fundamental Principle

Golden Rule - One feature One Purpose Unfulfilled purposes (Avoid Purpose with no Concept) Unmotivated Concept (Avoid Concepts with no Purpose) Redundant Concept(Avoid a Purpose with Multiple concepts) Overloaded Concept(Avoid a Concept with Multiple purposes)

ALL LEVEL HEURISTICS

Provide Visibility & Feedback Consistency Contraints(Error Prevention/Tolerance)

Visibility of system status

Users should always be informed of system operations with easy to understand and highly visible status displayed on the screen within a reasonable amount of time.

Match between system and the real world.

Designers should endeavor to mirror the language and concepts users would find in the real world based on who their target users are.

User control and freedom

Offer users a digital space where backward steps are possible, including undoing and redoing previous actions.

Consistency and standards

Interface designers should ensure that both the graphic elements and terminology are maintained across similar platforms.

Error prevention

Whenever possible, design systems so that potential errors are kept to a minimum.

Recognition rather than recall.

Minimize cognitive load by maintaining task-relevant information within the display while users explore the interface.

Flexibility and efficiency of use

With increased use comes the demand for less interactions that allow faster navigation. This can be achieved by using abbreviations, function keys, hidden commands and macro facilities.

Aesthetic and minimalist design.

Keep clutter to a minimum. All unnecessary information competes for the user's limited attentional resources, which could inhibit user’s memory retrieval of relevant information.

Help users recognize, diagnose and recover from errors

Designers should assume users are unable to understand technical terminology, therefore, error messages should almost always be expressed in plain language to ensure nothing gets lost in translation.

Help and documentation.

Ideally, we want users to navigate the system without having to resort to documentation. However, depending on the type of solution, documentation may be necessary.

Natural Interaction