neil / tags / mobile

Tagged with “mobile” (5)

  1. Predicting the future with Rachel Andrew, Eric Meyer, and Jeffrey Zeldman | The Web Ahead

    The landscape of what’s possible in web page layout is changing. Jen has a theory that this change will be a big one — perhaps the biggest change to graphic design on the web in over 15 years. Rachel, Jeffrey, and Eric join her to debate if that’s true or not, and to surmise what the future might bring. This special episode was recorded live at An Event Apart Nashville.

    —Huffduffed by neil

  2. Magical UX and the Internet of Things

    Designers of the future! Set aside your sonic screwdrivers, put down those jetpacks, and step away from the holodeck. Our sci-fi visions of the future often run to the cold and technical, describing a life swallowed by screens, machines, and robot companions. We can do better; the best UX bends technology to the way we live our lives, not the reverse. We can find more humane inspiration in a different kind of fantasy—in the familiar, age-old tales of magic and myth.

    “What if this thing was magic?” should be the opening question for designing any connected device. The internet of things is fundamentally about creating physical interfaces for digital systems, about blessing everyday objects, places, and people with extraordinary abilities. Sharing a rich trove of examples, designer Josh Clark explores the new interactive experiences that are possible when anything can be an interface and magic is your inspiration. Sling content between devices, bring objects to life from a distance, weave “spells” by combining speech and gesture. For designers of the future, it turns out Harry Potter is a better role model than Captain Kirk. Our challenge is not one of technology but of imagination.

    Josh Clark is the founder of Big Medium, a design agency specializing in connected devices, mobile experiences, and responsive web design. His clients include Samsung, Alibaba, eBay, AOL, Entertainment Weekly, Time Inc, JCrew, O’Reilly Media, and many others. Josh wrote “Tapworthy: Designing Great iPhone Apps” (O’Reilly, 2010) and the forthcoming “Designing for Touch” (A Book Apart, 2015). He speaks around the world about what’s next for digital interfaces.

    Before the internet swallowed him up, Josh was a producer of national PBS programs at Boston’s WGBH. He shared his three words of Russian with Mikhail Gorbachev, strolled the ranch with Nancy Reagan, hobnobbed with Rockefellers, and wrote trivia questions for a primetime game show. In 1996, he created the uberpopular “Couch-to-5K” (C25K) running program, which has helped millions of skeptical would-be exercisers take up jogging. (His motto is the same for fitness as it is for software user experience: no pain, no pain.)

    —Huffduffed by neil

  3. Making Sense of A Mess with Abby Covert | The Web Ahead

    From a best practice standpoint, looking at the stuff that they have. Generally that’s a lot of things. A typical company for me won’t be that large in employee size, but it might have 25 different properties. From the logged in versus logged out standpoint of what their employees use, what their partners use, and what their users or consumers use.

    Looking at all of those things heuristically and really understanding what they have. Generally I am the first person to make a picture of all of those things together. That’s a big part of what I do.

    I spend a lot of time working with internal employees to understand what they have and how it got to the point that it’s at. Also how big it is. And I like to talk about how much it hurts. [Laughs] Because at a certain moment, I have to help prioritize, "Alright, well, everything is red. How red is it?" In terms of figuring out whose stuff gets fixed first, or what we restructure first, or who comes on a platform first, or who serves as a beta team. Things like that.

    That upfront stakeholder and internal research to get to that picture of where they’re at can take days, it could take weeks. I’ve had it take months, depending on the size of the project and company. From there, it’s really about architecting a series of experiences for those people that are going to be working with the decision-making of what we’re going to be making to experience the user as much as possible.

    Whether that involves going out and getting research done, or doing research myself, or referencing research that’s been done. In larger organizations, there’s generally an ongoing research department that you can tap in to and ask to do custom things for you, or reference things they’ve done for other initiatives.

    Taking that research and formulating it into objects that can be used in a workshop to make those stakeholders and designers and business people and technologists understand who this person is, in a way that’s respectful of their time and decision-making abilities. Generally trying to get that into a couple days over a couple weeks, or a couple weeks over a couple months, depending on the size of the project.

    In those workshops, we’re really getting at the crux of where the language of our users and where the language of the business may not be in agreement. A lot of that comes down to having conversations about, like, "What is our actual goal here? Are we looking at this as, we’re trying to be seen as an authority?" Because, in that case, you do want to take a different language, potentially, than your users. It still has to be one that they understand, but it might still be able to be authoritative and be your language, as opposed to using theirs. If it’s something that you want to make them feel like they’re part of a community, you’re probably going to want to have it written more in their language and designed more in their aesthetic.

    Getting into those kinds of conversations and preparing people for the idea that they’re going to have to make concessions with the decisions that are going to be made. That it’s not going to be, whoever is higher up in the hierarchy of the org chart is going to get to make the decision. That’s generally a structure that does make for unhappy designers and technologists and business people and, ultimately, I think, executives as well.

    Once the workshop part of my job is coming to its completion, at that point, teams are generally set out to do actions of their own. There are a lot of next steps and parking lot items that come out of meetings like that. A lot of next workshop steps, in terms of smaller workshops that they want to have with their own teams to make critical decisions. But while they’re doing that, I’m generally making some level of record of the consensus that we came to. That generally comes in the form of a map or large set of maps, depending on the context of the assignment.

    That’s pretty much start to finish what we’re dealing with.

    —Huffduffed by neil