rastplatznotizen.

Drone music

twobenches — Wed, 25 Jan 2012 09:41:00 +0000

‘Drone music is a minimalist musical style that emphasizes the use of sustained or repeated sounds, notes, or tone-clusters – called drones.’

Wikipedia

UI conventions are social constructions.

twobenches — Fri, 16 Dec 2011 12:33:04 +0000

UI conventions are social constructions. We can’t give machines perfect intelligence about user expectations, but we can at least give them good manners.

Josh Clark: Buttons are a hack (PDF)

User interface best practices

twobenches — Wed, 16 Nov 2011 17:29:14 +0000

Be welcoming
Know thy user
Let the content shine
Make selections fast and error-free
Provide appropriate feedback
Minimize the pain

Ginsburg 2011: p. 192

Use scenarios

twobenches — Wed, 16 Nov 2011 17:11:03 +0000

Scenarios can help uncover gaps in solutions and potential usability issues.

Motivation

What prompted the persona to embark on the scenario

Context

Where is the persona while the scenario takes place?
Does the context change over the course of the scenario?
Who else is involved?
What other devices are involved?

Distractions

What kinds of distractions or interruptions typically occur in the scenario?
How does the persona deal with such distractions?

Goal

What is the persona’s goal in the scenario?
Is it information, an artifact, an emotion?

Ginsburg 2011: P.82

Common User Research Questions

twobenches — Wed, 16 Nov 2011 16:56:53 +0000

User needs
Context of Use
Perceptions (pre-conceptions)
Pain points
Language and nomenclatura
Norms

Gainsburg 2011: p.40

Gestures in iOS

twobenches — Wed, 16 Nov 2011 16:51:12 +0000

Tap – To select a control or item (analogous to single mouse click)
Drag – To scroll or pan (controlled; any direction; slow speed)
Flick – To scroll or pan quickly (less controlled; directional; faster speed
Swipe – Used in a table-view row to reveal the Delete button
Double Tap - To zoom in and center a block of content or an image; To zoom out (if already zoomed in)
Pinch Open – To zoom in
Pinch Close – To zoom out
Touch and Hold – In editable text, to display a magnified view for cursor positioning; also used to cut/copy/paste, and select text.

Ginsburg 2011, p.22

Empathy Map

twobenches — Wed, 16 Nov 2011 16:03:43 +0000

What does she think and feel?

What really counts
major preoccupations
worries & aspirations

What does she see?

environment
friends
what the market offers

What does she say and do?

attitude in public
appearance
behaviour toward others

What does she hear?

what friends say
what boss says
what influencers say

Summary:

Pain

fears
frustrations
obstacles

Gain

wants/needs
measures of success

Based on a tool developed by XPLANE; described in: Osterwalder, A. & Pigneur, Y.: Business Model Generation; Hoboken, NJ:2010. pages 130

Customer-centric business model design

twobenches — Wed, 16 Nov 2011 15:57:17 +0000

What job)s) do(es) our customer need to get done and how can we help? What are our customer’s aspiratins and how can ewe help him live up to them?
How do our customers prefer to be addressed? How do we, as an enterprise best fit into their routines?
What relationship do our customers expect us to establish with them?
For what value(s) are customers truly willing to pay?

Osterwalder, A. & Pigneur, Y.: Business Model Generation; Hoboken, NJ:2010. pages 129

Business Model Strawman

twobenches — Wed, 16 Nov 2011 14:05:22 +0000

The 9 building blocks of a business model

Customer segments – An organisation serves one or several customer segments
Value Propositions – It seeks to solve customer problems and satisfy customer needs with value propositions
Channels – Value propostions are delivered to customers through communication, distribution, and sales Channels
Customer Relationships – Customer erlationshipsare established and maintained with each Customer Sefgment
Revenue Streams - Revenue Streams result from value propositions successfully offered to customers.
Key resources – Key resources are the assets required to offer and deliver the previously described elements …
Key Activities – … by performing a number of key activities
Key Partnerships – Some activities are outsourced and some resources are acquired outside the enterprise
Cost Structure – The business modelel ements result in the cost structure

Osterwalder, A. & Pigneur, Y.: Business Model Generation; Hoboken, NJ:2010. pages 16/17

For printable canvas to be used in WS etc. see www.businessmodelgeneration.com

CCIR brand personality metric

twobenches — Wed, 16 Nov 2011 09:48:59 +0000

Centre for Communication Interface Research (CCIR) is part of the School of Engineering at the University of Edinburgh

CCIR’s brand personality metric uses a proven questionnaire based on an extensive study of the salient attributes of brand personality from published academic and business literature and from previous experiment work in the area. The brand personality attributes assessed in CCIR’s metrics focus on customers’ organic perceptions and attitudes to new processes experienced in an experiment setting, addressing perceptions of brand personality for 24 attributes:

Modernity attributes: a brand that is forward thinking, modern, imaginative and stylish.
Enthusiasm attributes: a brand which appears confident and enthusiastic.
Personal attributes: a brand that is conscientious, welcoming, cheerful, caring, friendly, helpful, approachable, patient, sincere and genuine.
Competency attributes: a brand that is dependable, professional, consistent, meticulous, efficient, competent, trustworthy and security conscious.