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On this week’s show: We share the highlights of SXSW, discuss home working, and interview Rob Borley about project management.

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Headscape is still recruiting. We are looking for an enthusiastic, talented developer to join our team, working from of our offices in Hampshire. For more information see the job advertisement on Boagworld.

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News and events

The best of SXSW

Well, SXSW is over and I am back in the UK. But what happened at the conference? What was the big news this year?

That is actually a hard question to answer. There is so much at SXSW that it is almost impossible to get a sense of everything that is going on. Even if you could attend every panel that isn’t always where the real action takes place.

The real conference often happens at the parties and in the corridors. In fact, more than one spontaneous panel was started via Twitter, thanks to official panels being full.

Panels this year ranged from the downright dull to all out flame wars! One that I unfortunately missed was "Is Spec Work Evil!". However, Marcus attended and tells me it was particularly fiery. Personally, I am very much against speculative work as I have said before. However, not everybody would agree and the panel seemed to reflect this diverse opinion.

One panel I did make was Paul Annett’s amazingly inspirational talk on Easter Eggs and design twists. The talk focused on the little things you can add to your site to make users go ‘oooo that’s clever’.

Too often I neglect such ‘bells and whistles’ in favour of usability and accessibility. Paul demonstrated how these different priorities can sit side by side without compromising each other. He showed some great examples including the hidden arrow in the FedEx logo and the vines on the Silverback website.

fedex logo

The final panel I want to mention is ‘Being a UX Team of One‘ by Leah Burley of Adaptive Path. To be honest the title of this one was a little misleading (at least from my perspective).

What I took away from this session was that design should not be a solitary activity, solely reliant on the creative inspiration of one individual. Leah seemed to be arguing for a more collaborative approach especially at the wireframe stage. She proposed that all of those involved in the project should sit down together and hammer out the wireframe designs.

This addressed two separate problems we have been having at Headscape

  • The developers concerns at not being involved early enough in the process.
  • The question of who should do wireframing – the designer or the IA person.

Best of all Leah’s presentation was very pragmatic. She provided lots of practical approaches that encourage idea generation and collaboration. I highly recommend listening to the podcast of this when it is released.

Browser testing and IE6

In other news, there seems to have been a lot written about browsers this past week. Three stories in particular caught my eye…

  • .net Magazine seems to have hopped on the ‘dump IE6′ bandwagon – My opinion is the same as that of Jeremy Keith as expressed in last weeks show. It is not a matter of dropping IE6. We should instead being deciding whether we wish to offer it the same level of support as modern browsers. I am entirely in favour of providing IE6 with a basic stylesheet that avoids its shortcomings. However, I dislike the idea of dropping it entirely.
  • Microsoft has released SuperPreview this week that allows Windows users to test different versions of IE simultaneously. I have to say this looks like an impressive tool. It allows you to view IE6 and IE7 side by side. It also has many other tools that may also be useful. Support for IE8 and other browsers will follow and although it is currently in beta, I think it will quickly become an indispensable tool for Windows based web designers. Just a shame there is no mac support!
  • Finally, Sitepoint have written a brief outline of how to create the perfect browser testing suite. Ideally for those starting out it lists various online browser simulators, virtual machines and desktop browser emulators.

Browser testing continues to be a pain in the neck and I for one would be willing to pay for a decent way of streamlining this whole process. This is especially true now that IE8 has been officially released and we have another browser to add into the mix.

Screenshot of Superpreview

A simplicity case study

A few weeks ago I wrote about the importance of simplifying your website. Well, this week Gerry McGovern has written the perfect case study to support the argument I was putting forward.

Removing poor quality content increases customer satisfaction‘ talks about how the Microsoft website consists of a staggering 10 millions pages. Of those pages 3 million have never been viewed!

The post goes on to explain how the Microsoft Office team took a different approach with their site by removing irrelevant pages. According to McGovern…

By weeding the garden, the top task pages became easier to find. But just as importantly it became harder to find a minor task page when you were looking for a top task page.

In short, removing pages reduced noise. Disturbing though it sounds, I think we could all learn something from Microsoft’s example.

An introduction to Microformats

My final post today comes from Richard Rutter’s blog. It is basically an introduction to Microformats aimed at the non-geek. He wrote the post because he recently found himself trying to explain microformats to a client and could not think of a good post that covered the subject from their perspective.

Personally, I am not sure it is necessary to tell a client you are implementing Microformats. The cost of adding them is so small and the benefits so hard to explain, that you maybe better off just doing it.

That said, this is an excellent post and if you are struggling to understand the point of Microformats, this is certainly worth reading.

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Interview: Rob Borley on Project Management

Paul: So, joining me today is Mr. Rob Borley. Hello Rob.

Rob: Hi Paul, how are you doing?

Paul: Very well indeed. Good to have you on the show. It’s been a little while.

Rob: It has, It has. It’s weird hearing the show above you, um rather than being below.

Paul: Oh yes, because you sit upstairs, don’t you?

Rob: Indeed.

Paul: Do you actually hear it?

Rob: I do. It’s like have a little base bin ?

Paul: Awh. So, um, we have kind of been thinking for a little while that we need to get someone on the show to talk about project management. And the idea was we’d get some high profile web design project manager to come in and talk about web design project management. Then I realised, um, that I can’t actually think of any. You know, I really don’t know of any kind of web design project managers out there, other than obviously the people that work at Headscape.

Rob: Well, maybe there’s a gap in the market.

Paul: I think there is a gap in the market.

Rob: (unintelligible) celebrity project manager.

Paul: Well I think that’s somewhat of an oxymoron, but setting that aside, lets shift around a bit, yeah, so, um, so we thought, lets get you on the show. Um, now, you’re quite and interesting case because you started of as a techie.

Rob: Yes.

Paul: And you became a project manager.

Rob: Yes.

Paul: And, so, um, let’s start by talking about the role of project manager. How would you describe your core role? What is it that you do? I should know this I guess.

Rob: Well, you mean other than manage projects.

Paul: Ok, you just have to make a joke out of it. But you know what I’m getting at.

Rob: Yeah yeah. I mean, I guess, um, the main thing that we do is shovel shit, really. We deal with crap. You know, the main thing project manager would do is a filter between clients and the production team for the project. I mean, there are a couple of stages I guess. So you’ve got the planning part of the job, which is essentially working out what it is you need to do, um, making sure you got the results to do it, plotting a nice time line so they can all fit as far as having deadline. And then you’ve got the people said, because really project management is a people job. You need to know how to get the most out of all the people that are in your project team, um including the client. You need to include the client in your thinking, always. Yah, that’s essentially what we do.

Paul: Yah. It’s a people person thing. I always thought you were so charasmatic. Ok, so, I mean, I guess the question is, if you look at the kind of, if you look at Headscape, and the way that we’re organised, we’ve got four developers, four designers, and three project managers. I mean, that’s a lot of project managers. And, you know the question is, why, why have project mangers at all? Why couldn’t the designers and the developers do the job? Why couldn’t it be spread across multiple people? Justify you exsistance, Rob.

Rob: Yeah, this question kind of makes me nervous here. I feel like I’m re-interviewing for my own job. Not that I interviewed in the first place, but, I guess in one sense, if you were in a small project environment, you could almost get away with one person. If, you know, its a one person job, you could get away with them managing themselves for a limited amount of time. Um, but, as soon as you get beyond jobs which are more than one person, um, and go on for an extended period of time, you start needing to provide some glue to stick things together. You need someone whose got an overview of everything that’s going on. You know, the developers have got a very developer mindset about the way things happen. Designers are the same way, they know about the design stuff. Um, but actually translating what the client wants and feeding that into both areas and bring them together is what’s missing, if you don’t have a project manager.

Paul: So, to some degree, project management becomes necessary with scale. The bigger the projects, and the more complex the projects, then the more a need for a dedicated project manager.

Rob: Yeah, definitely. I mean, I guess the real role of a project manager in these situations is the facilitator. You’ve got all of these tools which are basically your resources, your developers, your designers, um, and you need to be able to enable them to work effectively together to produce what the end product is going to be.

Paul: So here’s a question that I didn’t pre-give you, in advance, which is always the best type. Why, why, why become a project manager? What made you – because you were heading up our technical development team, you were, you know, you were doing very well. Why did you feel the need to get involved in what you call shit shoveling?

Rob: Well, I think my main motivation was, Headscape was growing, and we started employing all of these younger, more dynamic, much more talented, better looking developers, that were basically going to show me up. So I figured that before I got shown in true light that I was going to need to move somewhere else. Um, no, well that’s partly true. Really, I think, its the people’s aspect that I’m really interested in. A good project manager is someone who is able to understand how his resources or how her resources work and how your clients work, and joining the two together. Um, while I quite like writing code really, I’m not passionate about it. So that side of it, you know, I reached as far as I wanted to go, and I really enjoy the people thing.

Paul: Ok. So what other, I mean, what other kind of characteristics do you think make a good project manager, obviously the people skills you talked about, what other, I mean if there are other people out there going well actually I’m not that passionate about coding, or I’m not that passionate about design, but I am passionate about the web, I do like the web design process, perhaps project management is the way I ought to be going. You know, what skills, what characteristics do they need, what personality traits do they need?

Rob: I think well, you need to be able to plan. Um, you know, planning is very very important. If you plan well, then your project will usually go well.

Paul: I like the cornification in that.

Rob: You have to be able to predict the future is helpful.

Paul: Yes.

Rob: A major part of what we de in the planning stages is assessing risk. You know, so, we’ve got what we’re starting with, we’ve got what we want to achieve, and we’ve got a time scale, now we need to work out what things might appear that are unforeseen, which are going to affect us reaching the time scale. So being able to foresee the future is helpful. Um, and so planning, being quite analytical and thorough. The logical background I have from being a programmer, a developer, is really helpful because you have to approach project management in a very analytical way, to make sure you don’t miss things. So there’s that side of it. And then there’s communication skills. You not only need to be able to communicate with a client affectively so they show that you understand what they want, um, and they understand where you are with the project, and they’re happy because a happy client makes everyone happy. But you also then need to communicate that with the various personalities in your team. You know, whether thats the developers locked up in a dark room with no social skills, or the crazy charismatic designers who…

Paul: You’ve just gone with stereotypes that so don’t apply. If I look at our team, no offense to our designers, they’re the ones that sit in the darkened room with their nose right pressed against the screen. And the developers are the ones that are crazy and never do any work.

Rob: (unintelligible) something about reading personalities. No, but you see my point. You’ve got these almost extremes, especially in the web, I guess, in the web world, you’ve got these extremes of personailities which somehow you need to be able to communicate with and put it all together and so, yeah, that’s an important skill. I think the third area, is to be quite relaxed about life. Because things will go wrong and do go wrong, it doesn’t matter how well you plan and how good you are at predicting the future. Stuff will appear that is completely unforeseen and will completely throw (unintelligible). And everyone gets really upset and people will shout at you and it goes a bit nuts. Um, and if you go nuts as well, you project team falls apart, because they look at you as the calm rudder in the storms of life. I can feel my other project manager buddies laughing at me, um, but if you’re calm and you can not get stressed at that but actually see, try and find a clear path through a very stressful situation, then really helps.

Paul: I would so be the worst project manager in the world. I’ve got the attention span of a newt, I’ve got no organisational abilities and I get stressed at everything. So overall, I think I’d fail.

Rob: Yeah, stick to web celeb.

Paul: Yes, I’ll come up with some other title that sounds good. Um, ok, so you talked about this really is, I can honestly say, a foreign area to me. Right? You talk about planning a project upfront. I’m not a planning person. Right? And there seems to be so many variables involved in a project and so much as you say, that can potentially go wrong. How do you plan it? I mean, you know, the kind of thing that you always talk about, when you talk about project management is endless gantt charts that seem to be outdated in about 5 minutes, sort of kicking a project off. How to you effectively plan a project?

Rob: Um, well, we do use a gantt. We always start a project with a gantt. And, um because it seems like thats what project managers are supposed to do, so we justify the time with a gantt. Um, but you do need, um, I think assessing risk is something that is vital in successful project management. Its something that we’ve been doing at Headscape, um, increasingly more over the last year or so otherwise this need to actually spend time highlighting what could actually go wrong here. So, you look at, I’m not going to be able to think of any examples now, but a particular, let’s say you building a shop or something. So potential things which could delay that project would be: the client not getting around to telling you what the products are on the shelf and content population is a big risk on meeting a project deadline, because it is out of your control. So, its like, I need the content by this date, and he needs to put the content in by X date. If the client doesn’t do it, there’s nothing you can do about it.

Paul: I’m guessing integration must always be a big risk. Integrating with third party applications.

Rob: Exactly, so if you’ve got some sort of third party database or a web service you’ve got to pull in, something that you’ve done a bit before, but you don’t know anything about, that’s a risk. Because you can guesstimate what’s going to happen, but its unforeseen. And so, the trick is basically, to find all the tasks that have these risks and then multiply (unintelligible) an hour by some random number. And then make the rest up as you go along.

Paul: So what about once the project gets going, how, what techniques and tools maybe do you use for monitoring and controlling the process and trying to keep on top of everything.

Rob: Yeah, I mean, there are lots of tools out there, obviously, lots of funky web-based ones, um, there is no substitute for talking to you team. Um, trying to (unintelligible) email or basecamp or something is impossibly without talking to you team. So, communicate. It’s a big part of what we do. You have to talk to the people doing the work, you have to talk to the clients, um you have to keep the lines of communication open. Um, but as far as actually keeping track of what’s going on, we do use basecamp, um which is great for managing lists, basically, you manage lists. So from our gantt shell, we’ll break it up into a series of tasks if you like, wide areas, um, and then, (unintelligible) ask people to add comments to them and take them off and then we’ve got kind of an overview of where our project is. Um, and hopefully from there, and when we’ve got the gant shell, we’ve got some dates, some milestones and reminders like you should have done this by then, um and so, you use that to kind of keep track of where you are.

Paul: Cool. What about, so that’s kind of dealing with the internal side of things. What about when it comes to the client, I mean, you talked about, you said earlier, a happy client makes everybody happy kind of thing. So what makes a client happy? What are the things that really, or perhaps turn it around the other way, what are the things that really piss of a client and where can it really go wrong?

Rob: This is really where the people side of it really comes in because every client is different. Some clients want you to talk to them for five hours a day, hold their hand, you know, spoon feed them, and some clients just want to know when it’s finished. So initially, when you’re kind of trying to assess your project team, if you like, your resources and what you’ve got, assessing the personality of your client early on, will really put you in a good place. Um, but, I guess, general principles, if you’re honest, it helps. Um, so, be realistic about what you’re telling your client is going to happen. Don’t promise the Earth by yesterday. Because then you won’t deliver and then they’ll get upset. If there’s going to be a problem, if things have slipped for some unknown reason, then tell them as soon as you know. Tell them as quickly as you possibly can. Um, manage their expectations is kind of the phrase that we use a lot. You gotta manage you clients expectations so that they’re not expecting something that you can’t deliver. And um, and then that limits the amount of upsetness that they get.

Paul: Slippage is a big one, isn’t it? This kinda whole area of things like, you know problems you kinda face, things, like slippage, scope creep, non-delivery, I mean, how do you have any kind of broad techniques for dealing with these kinds of things, or is it just kinda communications thing again.

Rob: It’s mainly I think a communication thing again. Um, part of the planning stage is trying to asses these risks and so you try and build in contingency to cope with those, and if you’re building enough contingency, you deliver the project early and that makes everyone really happy, even if its a long project, you deliver it early, you’ve exceeded their expectation also. Um, so I think, if somethings going to slip, I think you should say you’ve got to be honest. Sometimes things are just out of your control, so you’re two weeks before the end of a project, you in the middle of snagging, your lead developer goes down with appendicitis. There’s nothing you can do about that, and so you just need to communicate with the client and hope they take it well.

Paul: So wishing everything works out, I’m loving that approach. Ok, so, um, let’s finish of with a piece of generic advice. Either people starting out in project management or those that have had project management foisted upon them. You know, whats the kind of one piece of advice that you would leave for people?

Rob: Get to know your team. I think that’s the main thing I would say. Um, its kind of like, when you drive you car, you’re environment is a very organic, dynamic thing, you know what it really what’s going to happen and the only thing you’ve got to get you through it is that you understand you car. You know almost instinctively how it works, how to drive it it, if you get to that situation with your team, then whatever the project throws at you, you kind of, you can deal with it. If you understand how you client is going to react to a certain situtation, you can intincfully deal with it. And it keeps the stress levels low. You need to find ways of managing your stress levels.

Paul: There you go, that’s great advice. Thank you vert much for that, it was wonderful. I really appreciate you coming on the show.

Rob: My pleasure.

Thanks goes to Meredith Marsh for transcibing this interview.

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Feature: Home Working

I was recently contacted by a friend of mine Marieke Guy about writing a guest post for her blog on remote working.

I have been working at home for over 7 years now and am a great believer in the benefits. However when I actually sat down to write the post, I realised just how long it has taken me to find the right way of working.

As a large number of people who listen to this podcast work from home, I thought I would share my experiences to date and my hopes of where remote working will take me in the future.

The reality of home working

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10 criteria for selecting a CMS

Choosing a content management system can be tricky. Without a clearly defined set of requirements you will be seduced by fancy functionality that you will never use. What then should you look for in a CMS?

I have written about content management systems before. I have highlighted the hidden costs of a CMS, explained the differentiators behind the feature list and even provided advice for CMS users. However, I have never asked what features you should be looking for in a content management systems. That is what I want to address here.

Illustration of a sales man selling a CMS the client does not need.

When I left home for University my mother taught me a valuable lesson. If you want to save money, never go grocery shopping when you are hungry and always write a list. If you don’t you will be tempted to buy things you do not need.

The same principle is true when it comes to selecting a content management system. Without a clearly defined set of requirements you will be seduced by fancy functionality that you will never use. Before you know it you will be buying an enterprise level system for tens of thousands of dollars when a free blogging tool would have done.

How then do you establish your list of requirements? Although your circumstances will vary there are ten areas that are particularly important.

1. Core functionality

When most people think of content management, they are thinking of the creation, deletion, editing and organizing of pages. They assume all content management systems do this and so take the functionality for granted. However that is not necessarily the case. There is also no guarantee that it is done in an intuitive fashion.

Not all blogging platforms for example allow the owner to manage and organize pages into a tree hierarchy. Instead the individual ‘posts’ are automatically organized by criteria such as date or category. In some situations this is perfectly adequate. In fact this limitation in functionality keeps the interface simple and easy to understand. However, in other circumstances the absence of this functionality can be frustrating.

Blogger Homepage

Consider carefully the basic functionality you need. Even if you do not require the ability to structure and organize pages now, you may in the future. Be wary of any system that does not allow you to complete these core activities.

Also ask yourself how easy it is to complete these tasks. There are literally thousands of content management systems on the market, the majority of which offer the core functionality. However they vary hugely in usability. Alway look to test a system for usability before making a purchase.

The editor is one core feature worth particular attention.

2. The editor

The majority of content management systems have a WYSIWYG editor. Strangely this editor is often ill considered, despite the fact that it is the most used feature within the system.

The editor is the interface through which content is added and amended. Traditionally, it has also allowed the content provider to apply basic formatting such as the selection of fonts and colour. However more recently there has been a move away from this type of editor to something that reflects the principles of best practice.

The danger of traditional WYSIWYG editors is two fold. First, they give the content provider too much design control. They are able to customize the appearance of a page to such an extent that it could undermine the consistence of design and branding. Second, in order to achieve this level of design control the cms mixes design and content.

The new generation of editors take a different approach. The content provider uses the editor to markup headings, lists, links and other elements without dictating how they should appear.

Wordpress WYSIWYG

Ensure your list of requirements include an editor that uses this approach and does not give content providers control over appearance. At the very least look for content management systems that allow the editor to be replaced with a more appropriate solution.

The editor should also be able to handle external assets including images and downloads. That brings us on to the management of these assets.

3. Managing assets

Managing images and files are badly handled by some cms packages. Issues of accessibility and ease of use can cause frustration with badly designed systems. Images in particular can cause problems. Ensure that the content management system you select forces content provider to add alt attributes to imagery. You may also want a cms that provides basic image editing tools such as crop, resize and rotate. However, finding such a cms can be a challenge.

Also consider how the content management system deals with uploading and attaching PDFs, Word documents and other similar files. How are they then displayed to users? What descriptions can be attached to the files and is the search capable of indexing them.

4. Search

Search is an important aspect of any site. Approximately half of users will start with search when looking for content. However, often the search functionality available in content management systems is inadequate.

Here are a few things to look for when assessing search functionality:

  • Freshness – How often does the search engine index your site? This is especially important if your site changes regularly.
  • Completeness – Does it index the entire content of each page? What about attached files such as PDFs, Word documents, Excel and Powerpoint?
  • Speed – Some search engines can take an age to return results. This is especially common on large sites.
  • Scope – Can you limit the scope of search to a particular section of the site or refine search results once returned?
  • Ranking – How does the search engine determine the ranking of results? Can this be customized either by the website owner or by the user?
  • Customization – Can you control how results are returned and customize the design?

The issue of customization is one that goes far beyond search.

5. Customization

I have been unfortunate enough to work with content management systems that are completely inflexible in their presentation.

Illustration demonstrating the inflexibility of some CMS

The presentation of your content should not be dictated by technology. It is simply not necessary now that we have techniques for separating design and content. Unfortunately like web designers, many content management providers have failed to adopt best practice and their systems produce horrendous code. This places unreasonable constraints on design and seriously impacts accessibility.

You need a content management system that allows flexibility in the way content is returned and presented. For example can you return news stories in reverse chronological order? Can you display events on a calendar? Is it possible to extract the latest user comments and display them on the homepage? It is flexibility that makes a cms stand out.

Talking of user comments, it is worth mentioning all forms of user interactions.

6. User interaction

If you intend to gather user feedback, your cms must provide that functionality or allow third party plugins to do so. Equally, if you want a community on your site then you will require functionality such as chat, forums, comments and ratings.

As a minimum you will require the ability to post forms and collect the responses. How easy does the cms make this process? Can you customize the fields or does that require technical expertise? What about the results? Can you specify who they are emailed to? Can they be written to a database or outputted as an excel document? Consider the type of functionality that you will require and look for a cms that supports that.

Also ask what tools exist for communicating with your customers. Can you send email newsletters? Can recipients be organized into groups who are mailed individually? What about news feeds and RSS?

Finally consider how you want users to be managed. Do you need to reset passwords or set permissions? Do you need to be able to export user information into other systems?

But it is not just user permissions that may need managing. You also have to consider permissions for those editing the site.

7. Roles and permissions

As the number of content providers increase, you will want more control over who can edit what. For example, personnel should be able to post job advertisements but not add content to the homepage. This requires a content management system that supports permissions. Although implementation can vary, permissions normally allow you to specify whether users to edit specific pages or even entire sections of the site.

Illustration showing the consequences of not having a permissions system

As the number of contributors grows still further you may require one individual to review the content being posted to ensure accuracy and consistent tone. Alternatively content might be inputed by a junior member of staff who requires the approval of somebody more senior before making that content live.

In both cases this requires a cms that supports multiple roles. This can be as simple as editors and approver, or complex allowing customized roles with different permissions.

Finally, enterprise level content management systems support entire workflows where a page update has to go through a series of checkpoints before being allowed to go live. These complex scenarios require the ability to roll back pages to a pervious version.

8. Versioning

Being able to revert to a previous version of a page allows you to quickly recover if something is posted by accident.

Some content management systems have complex versioning that allow you to rollback to a specific date. However, in most cases this is overkill. The most common use of versioning is simply to return to the last saved state.

Although this sounds like an indispensable feature, in my experience it is rarely used expect in complex workflow situations. That said, although versioning was once a enterprise level tool it is increasingly becoming available in most content management systems. This is also true of multi-site support.

9. Multiple site support

With more content management systems allowing you to run multiple websites from the same installation, I would recommend that this is a must-have feature.

Although you may not currently need to manage more than a single site, that could change. You may decide to launch a new site targeting a different audience.

Alternatively with the growth of the mobile web, you may create a separate site designed for mobile devices. Whatever the reason, having the flexibility to run multiple websites is important.

Movable Type admin system

Another feature that you may not require immediately but could need in the future, is multilingual support.

10. Multilingual support

It is easy to dismiss the need to support multiple languages. Your site may be targeted specifically at the domestic market or you may sell a language specific product. However think twice before dismissing this requirement.

Even if your product is language specific, that could change. It is important that your cms can grow with your business and changing requirements.

Also just because you are targeting the domestic market does not mean you can ignore language. We live in a multicultural society where numerous languages are spoken. Being able to accommodate these differences provides a significant edge on your competition.

That said, do think through the ramifications of this requirement. Just because you have the ability to add multiple languages doesn’t mean you have the content. Too many of my clients have insisted on multilingual support and yet have never used it. They have failed to consider where they are going to get the content translated and how they intend to pay for it.

Conclusions

Features are an important part of the CMS selection process, but they are not everything. It is also important to consider issues like licensing, support, accessibility, security, training and much more.

I leave you with a word of warning – Don’t let your list of requirements become a wish list. Keep your requirements to a minimum, but at the same time keep an eye on the future. Its a fine line to walk. On one hand you don’t want to pay for functionality you never use. On the other, you do not want to be stuck with a content management system that no longer meets your needs.

This has been an extract from the Website Owners Manual - now available as an ebook and for preorder in print.

Three secrets to simplicity

Many website owners damage their sites by continually adding features and content when they should be simplifying. In this post I reveal why that happens and how to simplify your website.

In my post ‘5 options when website budgets get slashed‘ I explained that many organisations waste money adding ever more functionality and content to their sites when they should be simplifying. Unfortunately it is much easier to add content than take it away. But why is that?

The 3 lures of complexity

In ‘10 harsh truths about corporate websites‘ I outlined 3 reasons why website owners shy away from removing content…

  • A fear of missing something – By putting everything online website owners believe they are giving users easy access to everything they need to know. Unfortunately, with so much available, it is hard to find anything.
  • A fear users will not understand – Whether it is a lack of confidence in their site or their audience, many website managers feel the need to provide endless instructions to users. Unfortunately, users never read this copy.
  • A desperate desire to convince – Many website managers are desperate to sell their product or communicate their message. Text becomes bloated with sales copy that actually conveys little valuable information.

However, I think there is more to it than that. First, there is a general laziness. It is easy to leave content online. It takes effort to remove it. Second (and more importantly) there is a desire to please users. If a user asks for a feature or piece of content, we feel obliged to provide it.

3 questions that encourage simplicity

Adding functionality requested by users is not always a good idea. You need to ask 3 questions…

  • How many people are asking for it? – If only a few people request a piece of functionality, there may not be the demand to justify the time and money.
  • Who is asking for it? – If it is not being requested by your primary audience then you should probably not be building it.
  • How will it affect others? – With new functionality comes complexity. Will that functionality confuse some users? Will it distract from your main call to action?

What then do you do if your site has become overly complex? How do you achieve simplicity?

3 steps to achieving simplicity

According to ‘The Laws of Simplicity‘ there are three practical ways you can simplify anything, including your site. These are:

  • Remove elements
  • Hide elements
  • Shrink elements

Let’s look at how these steps work in practice.

1. Remove

Headscape Website

The first step to simplifying your site is removing unnecessary content. This is by far the hardest step for the reasons I have outlined above. However, it is necessary as Steve Krug explains in his book ‘Don’t Make Me Think.’ He identifies two benefits of removing content…

  • It reduces the noise level of your site
  • It makes the useful content more prominent

Removing content really does make a difference. We applied these principles to our own website at headscape.co.uk and saw a significant increase in conversions (those visitors who request a quotation for our web design services) and some amazingly positive feedback on the site itself.

In fact we took the principle so much to heart that we went from a 40+ page site down to a single page! Of course, that kind of radical approach is not for every site. However, even removing some content can make a huge difference.

2. Hide

Unfortunately, it is not always possible to remove as much as you wish. Sometimes you need to keep content to serve secondary audiences. That is where hiding content comes in.

It is important to cater for secondary users, but you do not want their content to distract or confuse your main target audience. Instead of removing their content, you can hide it deeper within your site or within the interface itself.

Menu on the Wiltshire Farm Foods website

An example of this is a recent homepage redesign we completed for Wiltshire Farm Foods. Most of their sales come from 6 categories of meals. However, they also offer a number of other categories. On their old homepage the 6 main categories were lost among the other categories. Users felt overwhelmed by choice and sales were lost.

One option would have been to reduce the number of categories to focus on the 6 big sellers. However, this would upset a sizeable secondary audience. So instead, we hid some of the categories under a show more link. This meant that their secondary users could still be served, without overwhelming the primary audience.

3. Shrink

Finally, there are occasions when content can be neither removed or hidden. This is often because the content is of critical importance to a secondary audience and needs to accessed quickly. In such cases the content can be shrunk.

Take for example University websites. Their primary audience is almost always prospective students. However, they also cater for staff and existing students. These people need quick access to intranet tools such as the institutions address book. The solution is to add a small inconspicuous link on the homepage that takes them quickly to this content. By keeping the link small (shrunk) the site serves their needs without distracting or confusing the primary audience.

A similar approach was used on the Wiltshire Farm Foods new homepage. However in this case the content was actually shrunk.

Because of the elderly demographic it was important that we provided lots of help to new users. We therefore wanted to dedicate a substantial amount of homepage real estate to meet their needs as they arrived. Our solution was this…

WFF get started guide

Unfortunately this became distracting once the users were familiar with the site. It became a usability hurdle. One solution was to remove it. However, this would make it impossible for users to refer back to if they became stuck. The next option was to hide the content elsewhere (for example in the help section). However, previous usability studies of this demographic showed they develop ‘habits’ in the way they navigate. If we moved these links that they relied upon, it could prove confusing.

Our final solution was to shrink the content. So instead of moving or removing it we simply collapsed it…

WFF get started guide, collapsed

This meant the content continued to be accessible but did not become a distraction or take up too much real estate.

Conclusion

Although the ideal scenario is to remove content, it is also possible to simplify in other ways.

This should not be mistaken as an excuse to avoid removing content. However, you could use hiding and shrinking as the first step towards removing. If these techniques do not alienate your users, then it maybe appropriate to remove that content entirely.

Whatever the case, we should all be looking for ways to improve our sites by simplifying rather than adding more and more content.

7 Harsh Truths about running online communities

In ‘10 harsh truths about corporate websites‘ I highlighted some of the problems I perceive in how companies run their websites. However, many organisations are not content to simply run a website, they want to run an online community too.

Don’t get me wrong, I am excited to see organisations embracing the idea of community. I have been involved in running virtuals communities since 1996 and in 2004 I wrote about the business benefits of community. To this day I encourage Headscape’s clients to build relationships with their users.

A well run community can…

  • Drive traffic to your site
  • Generate a passionate, evangelistic users
  • Encourage repeat traffic
  • Help develop your products and services
  • Save you money

This is not a ‘rant’ against community, or even corporations running communities. It is an argument against the way they sometimes choose to do so. I continually see the same mistakes being made by organisations. It is time that they faced the harsh realities of running an online community.

1. Technology does not create community

When clients ask for help to build a community, they almost always talk in terms of technology. “We want to add a forum to our site” or “can you create a profile system”.

In ‘10 harsh truths about corporate websites‘ I write about how a CMS will not solve your content problems. In the same way a forum will not create a community.

Vanilla Website

Community is about people and relationships, not technology. The technology is the easy part. You can have a forum like Vanilla up and running in minutes, but it will take months of hard work to build a vibrant community.

If you implement the technology and just sit back then your community will fail. The technology merely allows you to engage with your community in the same way as a telephone lets you talk to your friends. It is a tool and nothing more.

2. Show some commitment

I have already said that building a community takes time, but it also takes commitment.

Too many website owners start communities only to give up when they do not see fast results. A community can take months to get off the ground and years before it shows real returns.

It also takes ongoing input. To make your community successful it must be nurtured on a daily basis. When a user posts, you need to replying promptly. Until your community is well established it will need monitoring multiple times a day.

You also need to demonstrate commitment to the individuals that make up your community. You need to take on board their input, address their concerns and encourage their contributions. You need to show you care.

3. Learn how to lead

As well as caring for your users, you also need to know how to lead them.

This is not leadership in the ‘managerial’ sense. These people are not obligated to listen to you or do what you say. You need to inspire, excite and encourage them.

Running a community requires you to be more like a politician or preacher than a manager. You need to mobilise people around a common cause and stamp your personality on the community.

Unfortunately there are few course that teach these kinds of skills. However, I would encourage you to look at great leaders like Gandhi, Martin Luther King and even Barak Obama for inspiration. These men can teach you a lot about engaging with people and encourage others to follow your direction.

Photograph of Barak Obama

4. An antisocial community is your fault

As the leader of your community, your personality sets the tone. As a result if the community behaves in ways you do not want, then you only have yourself to blame.

I have seen many bloggers write about the negative comments they get on their posts. In most cases this is due to the tone they themselves strike in their writing. Although there are exceptions I believe that users will respond in the same voice you yourself set. If you are irreverent, then so will your users be. If you are rude, expect rude responses.

A good example of this is the social news website digg.com. Digg has developed a reputation for its ‘harsh and juvenile’ comments. I believe this comes from the leadership of founder Kevin Rose in his associated podcast Diggnation. This irreverent, comically and highly entertaining podcast has set a tone that has been carried across by users into the comments.

Diggnation Homepage

This is not a criticism of diggnation. Digg.com has become very successful because of their passionate community. It is merely an observation that you reap what you sow.

5. You need to swallow your pride

Another aspect to leading a community is the need to learn humility. No matter how well you run your community, you will mess up. When you do, how you respond is of crucial importance.

Because of the ‘distance’ that the web affords, people are often more critical than they would be face to face. Feelings are overstated and there is an inability to read the non-verbal signals we normally rely upon. This can often lead to confrontation and disagreement.

I have seen communities fail because the organisation alienated its community by responding badly to criticism.

If you want to run a successful community you must swallow your pride and never respond defensively to criticism. Instead acknowledge the comments and thank people for their honesty. Ask others what they think and hopefully they will come to your defence. If not, then you must seriously consider whether the criticism is valid. If it is then you need to admit your mistake and correct it.

By admitting you are wrong, it is possible to heal a relationship with your community and actually leave them even more enthusiastic about your brand than before.

flickr blog post - Sometimes we suck

6. Stop trying to control the message

If you work in marketing some of these points may make you feel uncomfortable. It feels messy and you do not have control over your message. Unfortunately that is the reality of community.

Community is not marketing in the traditional sense. It is not a broadcast medium, it is a dialogue with your users. Failing to grasp that will rip the heart from your community and force it underground.

I have seen unsuspecting companies experience a terrible backlash from a community simply fed up with being sold at rather than listened to. Users do not want a sales pitch or a feature list. They want the opportunity to feedback and a chance to help shape the future of the product or service they use.

Another tactic for controlling the message is to moderate. In extreme cases I have seen organisations moderate every single user contribution that appears on their site. However, I have also seen companies quietly remove negative comments made about their products and services. This is enormously counter productive because people feel censored and will go elsewhere to express their feelings.

That is the trouble with community, you simply cannot control it. If you do not allow it to flourish on your site and engage with it there, then it will pop up elsewhere where you have no control over what is written.

Adobe complaints on Get Satisfaction

7. Nobody likes to be alone

The final harsh truth I want to raise is that “users don’t want to be alone”. Too many organisations launch a forum with a plethora of topics and discussion areas only to have it lay dormant and unused. The reason – it appears empty, so what is the point of posting.

Before you can even consider adding community features to your site you need a critical mass of users that want to get involved. A lot of companies add community features not because users are asking for them but because management wants it. Communities like that rarely succeed.

Also there is a tendency to go straight for a forum. However, a forum requires a substantial number of users to work. Contributions can often become buried in some thread or topic and remain unanswered because it is never seen. If your community is small you may be better starting with comments, reviews or a mailing list. User contributions are much more likely to be noticed using these tools.

Finally, make sure you are seeding the discussion through new topics of your own. Asking lots of questions is a great way to stimulate discussion and prevent people from feeling like the only kid at the party.

Conclusions

After reading this you might feel that running a community is too much like hard work. You may decide not bother at all. However, that would be a mistake.

The ultimate harsh truth is that your users will be talking about your website, services and products, whether you want them to or not. The only question is whether you want to engage in that discussion.

10 tips for efficient design

Being a good designer is not always enough to survive hard economic times. You need to be efficient too.

I don’t want this to be another ‘recession’ post. Sure, being more efficient in the way we work as web designers, makes us more competitive and keeps us employed. However, that is not the only reason we should endeavour to ‘work smarter’.

Working as efficiently as possible brings other benefits too…

  • More time – The faster you can turn around work, the more time you have for personal projects, family and friends. I don’t know about you but this is a major motivator for me.
  • Better promotion prospects – It takes more than good design skills to be promoted. You need to demonstrate that you are proactive and efficient in the way you work. Management will value you more if you generate a higher return.
  • Increased profit – If you are a freelancer it is all about maximising profit. The smarter you work, the more money you earn. It’s that simple.

So how can you be more efficient and begin to work smarter? Here are 10 tips that will get you started.

1. Use snippets

Coda Clips Palette

Let’s start with the obvious technical stuff. First make sure you have a library of code snippets that can be easily reused. These could include Eric Meyers CSS Reset or your own code for dealing with common HTML content such as news listings or pagination.

These libraries of snippets provide two benefits. First, they save a lot of typing. However more importantly, they ensure consistency across projects. Because you are using the same code for each project, all of the IDs, classes and structure remain consistent. This will save a lot of time when trying to remember why you built something in a certain way or how it works.

2. Use a Javascript library

In a similar vein to snippets I would highly recommend you adopt a Javascript library. Personally, I am a huge fan of jQuery because it is designed for those familiar with CSS. It is also amazingly easy to learn and very lightweight.

Using a library like jQuery has proved a massive time saver for me. It has allowed me to avoid endlessly battling with browser inconsistencies (at least in Javascript!) and avoid reinventing the wheel.

jQuery Homepage

jQuery (like most Javascript libraries) also supports a large number of plug-ins produced by third parties. These too can be a massive time saver. However, a word of warning – be careful using a plug-in you do not fully understand. The quality of plug-ins varies massively and if you discover a problem with one, you can waste many hours trying to fix it, if you do not understand how it works.

3. Configure your tools properly

Often in our haste to ‘get on with a project’ we fail to take the time to prepare properly. One example is in how our software is configured. We settle for working with tools ‘out of the box’ when some minor modifications could improve our efficiency.

Photoshop is a good example of this. It has all kinds of configuration options from keyboard shortcuts to palette layout. Take a few moments to set these up for your workflow, and you could save hours of unnecessary clicking over the long run.

Photoshop Palettes

Look at whatever tools you use to build websites and consider how their interface can be tweaked to your needs.

4. Have one system for tasks

For fear of reinforcing a stereotype, designers tend not to be the most organised people. Not only do we need to organise the structure of our software tools, we also need to do the same for our projects.

Fortunately, not all of us have to manage entire projects. However, we do all have tasks that need completing. How we organise those tasks can dramatically affect our efficiency.

A common mistake with task management is to have tasks spread across multiple places. Some tasks exist as emails, some in a todo list, still more in a notebook or on your mobile phone. The result is that things get overlooked.

In order to efficiently manage your tasks they need to be gathered into a single central location. For me that is a task organiser called Omnifocus, which syncs between my desktop and iPhone.

Omnifocus Screenshot

Tasks are still collected using multiple methods. However, once a day I transfer them to Omnifocus. If I attend a meeting and take physical notes that include tasks, I put the notebook into my in-tray until I can add the tasks to Omnifocus. If I receive an email with a task, I drag that email into Omnifocus. Ultimately everything ends up in Omnifocus.

By being this regimented about the way I organise tasks, I ensure nothing ever gets missed. I also avoid wasting time trying to track down the details of a task I have lost.

5. Embrace and manage admin

Inbox Zero - The original 43 folders series

Part of the problem we face is that answering email and organising tasks feels like a waste of time. Its not ‘proper work’. This is especially true when the pressure is on and deadlines are tight. We arrive at work in the morning and launch into our projects without checking our task list. The result is that we prioritise the wrong work and miss deadlines.

I begin each day by doing two things. I answer and file all my emails (I always achieve inbox zero). I then review all of my tasks and identify the ones that I wish to complete that day.

However, I don’t stop there. I have designated admin time. Once I am done my morning review I close my tasks and email until lunchtime. I focus solely on work and avoid admin entirely. This prevents email and other admin from interrupting the flow of my production work. It keeps me focused.

6. Distractions must die

TweetDeck

Of course it is not just email that distract us from work. There is instant messaging, Twitter, Facebook, RSS and… lets face it… the entire internet!

Don’t misunderstand me, some distraction is good. I have a very short attention span and so if I work on a single thing for more than about 30-40 minutes I start to ‘zone out’. However, there is a difference between ‘having a break from work’ and ‘getting distracted’.

Every 40 minutes or so I will take a 5 minute break and fire up Tweetdeck or Google reader. What I try to avoid is keeping these applications permanently open (although with twitter I have to confess I often fail).

By leaving an application open that can distract you with notifications (‘You have a new tweet’, ‘You have mail’, etc.), you risk it interrupting your flow of work. These constant micro-interruptions make it hard to ‘get into the zone’.

7. Keep a tidy environment

Distractions extend beyond your PC as well. Your work environment can also have an impact on efficiently.

If you work from home, endeavour to keep your personal and work life separate. Ensure you can close the door on the rest of the house and that the rest of the family know not to interrupt. Also if possible, try to keep your working area separate from the rest of the house. A garage or loft are ideal. I used to work in a small room directly between our lounge and kitchen. It was impossible to focus on anything with the constant noise from the two rooms.

My Desk

Pay attention to your desk as well. Keep it clean and uncluttered. This reduces distractions but also creates a better mental state conducive to work. Ensure your physical files and disks are easy to find. Knowing you took some notes that are in a notebook somewhere does not make them easy to find. This is especially true when your desk is three feet deep under paper work!

Personally I scan what notes and physical paper I can. What I have to keep in physical form, I file in a single filing cabinet organised alphabetically.

8. Avoid multi tasking

There is a myth that multi tasking makes you more efficient – it doesn’t! As designers we like to ‘flit’ from one thing to another. However, ultimately this is damaging to productivity. We need to learn to focus on a single task and follow it through to completion.

As I have already said, I find it hard to focus for any length of time. In order to help me focus I break my tasks down into smaller ones. That way I rarely have to do one thing for too long. Take this post for example. To write the whole thing from beginning to end would take a couple of hours. That is longer than I could focus for. So, in order to stop me getting distracted and jumping onto another task, I break it down. This post was made up of three tasks…

Task List: Create an outline, write initial draft, add imagery and edit

Once I complete one task, I switch to another project for a while. Once I have completed a task on that project I may switch back to this post.

Although this is a kind of multi-tasking, it is more structured and ensures I spend as long as my attention allows on each project. I do not simply drift between projects.

Depending on your character this might be too extremely. You may find it easy to concentrate for extended periods. However, if you struggle to concentrate, do not use multi-tasks as an excuse to be distracted.

9. Don’t do excessive hours

Another widely held myth of productivity is that the longer you work, the more you get done. After all, on face value this makes sense. However, I sincerely believe this is not true, especially if your job relies on you generating ideas and being creative.

Obviously we have to put the hours in, if we want to pay the bills. However, do not allow your boss or clients to force you into excessive hours. The occasional all-nighter is one thing, regular 12 hour days is another.

It is incredibly easy to get burnt out as a web designer. You are expected to continually be creative, as well as keeping up with one of the fasting moving sectors on the planet. Things are continually changing and evolving and it is a struggle to stay current.

Twitter post of somebody saying they are burnt out by work

Working long hours damages your capability to take on board new information and cripples creative thinking. Ensure you limit your hours and book regular holidays. Do not push yourself too hard or you will fail to deliver.

Finally, accept your natural cycle. When you are ‘in the zone’ work every hour God gives you. However, you must also accept that sometimes you need to just stop and rest. Don’t feel guilty about the days when you hardly do anything.

10. Communicate better

I would like to end this post with possibly the best efficiency tip of all – If you want to avoid wasting time, learn to communicate better.

So much of our time is wasted because of miscommunication and misunderstanding. How many times have you had to redo a design because you misunderstood the client or showed them work too late in the process.

Take the time to really engage with the client and understand their requirements. Make sure that you include them in the design process and show them work often and early.

Example Mood board

Finally, use tools such as gallery sites, mood boards and sketches to ensure everybody has the same understanding and is working towards the same goal.

By effectively communicating with clients, you can potentially save days on each project that would have been wasted on reworks and amendments.

If you recognise that the mobile web is important and you need help deciding on a strategy, then book a mobile consultancy clinic.

Book a consultancy clinic or contact Rob about a more in-depth review.

10 ways to Battle Site Bureaucracy

Running a large institutional website is frustrating. Your site is often held back by internal politics and bureaucracy. Let me show you 10 ways to cut through the crap and get results.

My recent post ‘10 harsh truths about corporate websites‘ generated a huge number of comments both on my own blog and on Smashing Magazine. I seemed to tap into an undercurrent of frustration that exists within the industry.

However, although there was a lot of agreement about the points I raised, there was also resignation. There was a feeling that little could be done to overcome these problems because institutional websites are too entrenched in bureaucracy and politics.

Although I can sympathise with this position and have myself suffered from the problem, I am not one to give up! Over the last decade of working on these sites, I have developed a number of techniques which (sometimes) help to smooth their evolution. Hopefully they will help you too.

1. Educate and inform

At the heart of any technique for dealing with politics and bureaucracy has to be education.

Although there are occasions when people are just ‘trying to be difficult’, in most cases their objections are based on ignorance.

You cannot expect people to be as knowledgeable as you about the web. If you want people to make informed, sensible decisions you must educate them.

Education is also not just about giving them the background to a specific decision so they understand ‘why you are right’. It is about increasing your organisations general understanding of the web.

Run workshops, publish email newsletters, do anything that informs people about the latest web innovations. Increasingly I am invited into organisations to run short seminars on everything from accessibility to facebook! This kind of ongoing education means people are better informed when tough decisions need to be made.

2. Hold stakeholder interviews

One technique that we find very effective at Headscape are stakeholder interviews.

Stakeholder interviews involves meeting individually with anybody who has a ‘stake’ (interest) in the website. This is typically members of the marketing and IT teams, as well as departmental heads and senior management. However it should also include suppliers, customers and users of your website.

These one-to-one meetings provide two opportunities…

  • Requirements gathering – It is easy for website owners to live in isolated bubbles, separate from the rest of the organisation. These meetings provide an opportunity to understand the real needs and objectives of others within the business. It will highlight ways that your website can help, which you might not have previously considered.
  • To be inclusive – Stakeholder interviews offer a ‘political benefit’ as well. By meeting with people individually they feel included in the process. They feel their opinions are valued and listened to (which they should be!). People are much less likely to object if they have been consulted before a decision is reached.

People often complain about the website in stakeholder interviews. Allow them to do this and avoid becoming defensive. They will feel more favourably towards you and your website, if you listen to their concerns. We all like to be heard.

3. Avoid group committee meetings

The key to stakeholder interviews is their one-to-one nature. Group meetings can be very destructive. This is for a number of reasons…

  • The need to defend – In large organisations that have internal politics, everybody feels the need to defend their own ‘turf’. If somebody criticise the website, you are forced to defend it to ‘save face’ in front of others. Equally others feel the need to defend their own positions for the same reason.
  • A tendency to compromise - When two individuals in a group reach an impasse, the others try to find a compromise. This kind of ‘design on the fly’ inevitably leads to a bland solution. It will neither offend or inspire anybody. Unfortunately, to create a successful website you need to make tough choices that some will not like. A group approach does not lend itself to this.
  • A loss of control – It is easy for you to loss control in a group meeting. One-to-one meetings work better because you can divide and conquer. Only you know what the other stakeholders said. This puts you in charge and allows you to ‘cheery pick’ the feedback you receive. In a group meeting things can easily get out of hand and decisions are made without your buy-in.
  • The dominant individual - Every group has one or two dominant individuals. These are the people who bounce the rest of the group into agreeing with them, forcing their agenda through. A dominant individual drowns out quieter members, who become resentful later that nobody listened to them. Meeting with people individually prevents this because the dominant individuals cannot force their point of view on others or overwhelm quieter ones.

One cannot expect a larger organisation to run its website without some form of committee. However, there is no reason why that committee needs to meet as a group.

4. Target your influencers

Talking of dominant individuals, another successful tactic is to target influencers.

An influencer is somebody that others respect and follow. Their opinion is incredibly valuable and if you can sway them to your cause, others will fall into line. However, be careful not to confuse dominant people with influencers. A dominant person will ‘bully’ others into publicly agreeing with them. An influencer will fundamentally alter somebody’s attitude.

Identify who influences your decision makers and speak to them personally. This person might not even be a decision maker themselves, but they carry enough clout to make them worth your time.

When you meet with your influencers, really listen to what they have to say. They often have valuable insights which may change your strategy significantly. Do not go into a meeting with an influencer simply intent on pushing your own agenda. Instead try and shape your approach around their perspective.

If you get an influencer enthusiastic about your project it can make a huge difference.

5. Use third party experts

A variation on the influencers technique is to back up your ideas with third party expert opinion. This can be done in two ways…

  • Reference the work of a third party expert – For example, if you wish to discourage internal stakeholders from overwhelming users with options on the homepage, you might refer them to Steve Krug or Jakob Nielsen who have both written on the subject.
  • Hire a third party expert - I often find myself brought into companies simply to confirm what in-house staff have already been saying. Unfortunately, decision makers often doubt the opinion of their web team because they either undervalue them or feel they are pushing a hidden agenda. An independent expert can add creditability to your opinions.

Of course, for this approach to work the stakeholders need to respect the expert. There is no point referencing Steve Krug or hiring Jakob Nielsen, if the decision makers have never heard of them. It is often necessary to sell the credibility of your expert first.

6. Rely on evidence, not opinion

Sometimes it is better to avoid personal opinion entirely (even if that is the opinion of an expert). In such cases statistics can be your friend.

Nothing is more powerful for driving home a point than referring decision makers to Google Analytics. However web stats are not the only evidence you can draw upon. Others include…

  • Surveys and polls are an excellent way of getting feedback from your users that can then be presented to decision makers.
  • Twitter search and Google Alerts can be used to gauge how people view your site and brand. These can be powerful testimonials to present decision makers.
  • Heat maps can be used to take some of the subjectivity out of design.

Of course one of the most powerful evidence you can present is the results of usability testing.

7. Focus on the user

As website owners we know that a successful website is user focused. However, not all our decision makers will understand this and even those who do may get ‘distracted’ sometimes.

It is therefore important to constantly move our decision makers away from their own personal preferences and back on the needs of users.

User testing is one way of doing this. Being able to show decision makers how real users interact with your website is incredibly powerful. It helps them empathise with the needs of users rather than thinking only about their own agenda. Play them video clips of users interacting with your site or at the very least quote them the feedback of users.

However, even if you involve decision makers in user testing, they can still get caught up in their own agendas. One gentle way of preventing this is to word your questions carefully. When you need a decision makers response to something don’t ask…

What do you think?

Instead ask them…

How do you think users will respond to this?

This will keep them focused on the needs of users.

8. Control the feedback

As well as wording questions carefully there is also a need to control the feedback you receive. This is important if you want the decision makers to make considered decisions.

Take for example design sign off – never ask a decision marker if they like a design. It is too broad a question that will lead to a plethora of uninformed and ill considered responses. Instead ask them more specific questions such as…

  • Does the design conform to the brand guidelines?
  • Does the design meet the needs of our users?
  • Does the design emphasis the right content?
  • Does the design have a clear call to action?
  • Does the design fulfil our business objectives?

This prevents the decision maker from falling back on their gut reaction (i like it / I dislike it). It forces them to focus on the issues that define whether the design is successful or not and ignore personal preference for specific colours or layout.

Of course, sometimes you will not like the answer to these specific questions. When that happens you need to ask why.

9. Ask why

This is probably the most powerful of all the techniques I have listed here and yet by far the simplest.

When you face opposition to your plans, always ask why. Too often we switch to defensive mode and focus on better communicating our own position rather than understanding the opinion of the person opposing us. This is a mistake.

The question why is powerful for three reasons…

  • It informs – Often the objection raised initially is not the true underlying issue. By asking why you get to the root of the problem and that allows you to offer alternative solutions. Asking why ensures you have all the information required to deal with the issue.
  • It can confound – Most of us make decisions based on an intuitive leap. We do not always think through our decisions and so find it hard to articulate the underlying reason. By asking why you force people to stop and consider their logic. When they struggle to express the underlying reasons, they weaken their position.
  • It shows interest – By asking why you allow them to have their say. You demonstrate an interest in their opinion and establish empathy with their point of view.
  • Ultimately asking why avoids the disagreement from turning into an argument with entrenched position.

    10. Avoid confrontation

    I avoid confrontation at all costs. Going head-to-head with somebody especially in front of their colleagues achieves nothing. You can rarely get somebody to shift their position through confrontation.

    Once a disagreement escalates into a confrontation, nobody can afford to ‘lose face’ by backing down. It becomes a matter of ego, where pride dictates the outcome. Your website will almost certainly be caught in the cross fire.

    A better approach is to agree. The word yes can be immensely powerful. Whenever somebody suggests something to me, no matter how stupid, I will do the following…

    • Acknowledge and thank them for their input.
    • Say yes we could do that.
    • Go on to explain the consequences if we did.
    • Offer an alternative which could achieve the same aims.

    In short I tend to go around problems rather than bashing my head against them. I always look to work with others rather than against them.

    Conclusions

    So there you go, 10 techniques for battling site bureaucracy. I do not claim these techniques are foolproof. Neither do I suggest they are always appropriate. However, they are useful techniques in your arsenal which you may want to call upon from time to time.

    Finally, this is not a definitive list. I could have written more but then it wouldn’t have been a ‘top ten list!’ However, I would be interested to hear what works for you. Post your techniques in the comments.

    Staying serious

    Where is the line between being serious about your creativity and allowing it to become too solemn?

    I love the videos released by the TED conference. They have some of the most inspiring content presented by the most amazing people.

    Recently I watched one presentation that really challenged me as a creative person. In it Paula Scher looks back at her life in design (she’s done album covers, books, the Citibank logo …) and pinpoints the moment when she started being really serious about having fun.

    Her example encourages us keep our work fresh, innovative and anything but solemn.

    Our First AIR App

    With Adobe AIR now up to 100 million downloads, being utilised by big name players such as the BBC and increasingly invading our desktop Headscape decided to give it a go.

    This is a guest post by two of the Headscape developers – Craig Rowe and Dave McDermid

    Setting up

    Adobe Air is Flash + WebKit + SQL Lite on the desktop. As a Flash developer you can dive right in and use the Air extension for Flash to publish your beautifully crafted swfs and AS code into an installable cross platform desktop app. However, the flash projector has been around for a while doing similar things and we wanted to put our hard earned web development skills to productive use. So we went the HTML/Javascript route.

    The SDK is free for download but Aptana provides a rather neat eclipse based IDE in which to work. Handily the new project wizard allows you to import a multitude of Javascript libraries making it incredibly easy to get a new project up and running with your preferred initial setup (we went for jQuery).

    The Problem

    To make the exercise worth while we needed a real world problem to solve. Trivial examples usually do very little other than increase your ability to copy/paste example code and do your best fireworks night ‘ooo’ ‘ahh’ impression at it. Instead, we chose to add to our server admin experience…

    As loving, caring web developers we actively monitor all our servers, and most of our live websites. For a while this was a DOS script, this was then migrated to a Bash script on a Cron job. It worked great, but required a computer science degree to maintain. So here was our problem: we needed a pretty, maintainable and reliable app to monitor websites. All it had to do was let us know when one disappears or throws a nasty error.

    Download and try our site watcher AIR application

    The Journey

    Step 1: The wireframe

    Paper Wireframe

    A new Adobe AIR project in Aptana comes with an html file named after your application which acts as your main program window. Creating a basic layout with a few buttons, titles etc can be done in a snap. The html, css and javascript are dealt with in exactly the same way as if intended to be deployed as a website (with no browser compatibility worries as we are only targeting the Adobe AIR WebKit rendering engine).

    Step 2: The magic

    The wireframe identified the main viewer as comprising of an unordered list of sites, each with their current status and edit/check/remove links. This list needed to be persisted, but editable by the user.

    If this was a website we may be looking to server side scripting and a database of some nature. However, we had only jQuery and the air libraries. Although SQL Lite was an option we decided it was an over complication for what is a relatively simple, first AIR app. So, knowing that we could use jQuery to manipulate a DOM and the air libraries to save and open local files we opted for XML as a data source.

    <?xml version="1.0" encoding="utf-8"?>
    <sites>
    <site address="http://www.headscape.co.uk/" status="200" frequency="30">
    Headscape&#146;s website
    </site>
    ...
    </sites>
    

    Looking back into our application html file we can see that we are given a readLocalfile() function that returns the string contents. This can then be passed into a jQuery object and manipulated in the usual way.

    [The canny among you will notice that this readLocalfile() function is merely a few calls to the flash filesystem classes (using the AIR aliases). In fact at some points I directly call the flash library rather than using the AIR alias. There’s no functional difference, I’m just used to the flash namespaces]

    With this ability added to the jquery ajax capabilities the application flow could be easily envisaged as follows:

    • On DOM Ready read the local xml file
    • For each site element in the xml create an LI element with the appropriate display and action elements
    • Fire off a jquery ajax call for each site
    • Use the response code to formulate a class for the LI to change its display
    • Fire off any notifications if the response code has changed i.e. e-mail, notification window, twitter post
    • Set a timeout before checking again
    • On window close parse the unordered list back into xml and write it to the persistent file

    The Stumbling Blocks

    Viewing the source of an installed AIR app can be done by nipping into program files (or Applications for the MACs amongst us) and looking in the application name directory. Here you will see the html, css and javascript files that make up the app (so we can continue to learn from others deployments just as we would with a website).

    A brief look at the sitewatcher source and the flow described above becomes immediately clear. ‘Sitewatcher.html’ is our main form and it includes script.js as the main driver of the application with the #sites ul as the main containing element. The rest is GUI. ‘PopulateUIfromXML()’ directly completes steps 1-2 and fires off the 3-6 process via ‘CheckSite()’. However dispersed within this are the unusual non-front end website development bits, so we’ll look at those now:

    Acting as a System Tray App

    Many AIR apps, particularly those to do with notification (twitter, yammer etc) seem to want to run as system tray applications, we were no different.

    The process of doing so is relatively easy, and encapsulated in the appropriately named SetUpSysTray() function of script.js. Essentially what we need to achieve is an override of the minimise behaviour, the setting of an appropriate icon and the associated window toggling behaviour.

    Window.nativeWindow gives us access to the OS window holding our html window, and we can listen to events on it in much the same way. ‘nwMinimized’ is set to fire on display state changing and, if being minimized, instead docks (hides) the window and prevents the default behaviour.

    if(air.NativeApplication.supportsSystemTrayIcon)
    window.nativeWindow.addEventListener(runtime.flash.events.NativeWindowDisplayStateEvent.DISPLAY_STATE_CHANGING, nwMinimized);
    function nwMinimized(nativeWindowDisplayStateEvent) {
    if(nativeWindowDisplayStateEvent.afterDisplayState == runtime.flash.display.NativeWindowDisplayState.MINIMIZED) {
    nativeWindowDisplayStateEvent.preventDefault();
    Dock();
    }
    }
    function Dock() {
    window.nativeWindow.visible = !window.nativeWindow.visible;
    }
    

    This works fine but on its own will actually just hide the window from view/the taskbar leading the user to have to use task manager to close it. To ensure that an icon for your application sits in the system tray we need to set an icon for the nativeApplication (the mere presence of which will cause windows to display the app in the systray).

    Back to SetUpSysTray() and we’re using a content loader to load the icon graphic into memory, with an iconLoadComplete handler waiting to do the work:

    var iconLoader = new runtime.flash.display.Loader();
    iconLoader.contentLoaderInfo.addEventListener(air.Event.COMPLETE, iconLoadComplete);
    iconLoader.load(new air.URLRequest("../icons/AIRApp_16.png"));
    function iconLoadComplete(event){
    if(air.NativeApplication.supportsSystemTrayIcon){
    air.NativeApplication.nativeApplication.icon.bitmaps = new Array(event.target.content.bitmapData);
    air.NativeApplication.nativeApplication.icon.tooltip = "SiteWatcher";
    air.NativeApplication.nativeApplication.icon.menu = new air.NativeMenu();
    // Create Menu Items
    var openCommand = new air.NativeMenuItem("Toggle");
    openCommand.addEventListener(air.Event.SELECT,function(event){
    Dock();
    });
    var sep = new air.NativeMenuItem("", true);
    var exitCommand = new air.NativeMenuItem("Exit");
    exitCommand.addEventListener(air.Event.SELECT,function(event){
    air.NativeApplication.nativeApplication.exit();
    });
    // Add Items to menu
    air.NativeApplication.nativeApplication.icon.menu.addItem(openCommand);
    air.NativeApplication.nativeApplication.icon.menu.addItem(sep);
    air.NativeApplication.nativeApplication.icon.menu.addItem(exitCommand);
    }
    }

    We simply set the native application icon to be the bitmap data before finalising the sys tray setup by creating a menu to appear on click.

    Note for MACs: The minimised event listener is not applied if the system does not support system tray icons. This is to avoid confusion on MACs where a minimise goes to the MAC dock anyway.

    Notification Windows

    So the app can now run in the system tray and use jQuery to check the sites listed in an XML file at regular intervals. However we need a process of notification. The App could be running on an actively used machine in which case we want messenger style pop-ups. Or it could be running on a separate machine/server from where we want it to send e-mail/other notifications.

    In the case of window notifications we took a short cut and used some example code from Adobe Developer Center. This is encapsulated within the DisplayManager.js and Message.js files. Display Manager acts as a queue, dequeuing and displaying on a timed basis if the user is present. This is an important requirement as you do not want a user missing a notification prompt merely because they were away from their desk for a while. It can be easily achieved via the USER_IDLE and USER_PRESENT air events – in this case stopping and starting the poller.

    ‘CheckSite()’ simply queues message HTML when the response code received is different from the previously stored code. When the queue poller is running (the user is present) the message is dequeued and displayed via Message.js.

    At this point it is worth remembering that notification windows are no different to any other native window. It’s just a name we’re giving to the way we are using native windows. They therefore have their own events, contents, position etc and this can be seen by the Message.js code where a new chromeless, transparent native window is created and its contents loaded from the message.html template.

    The display process is then as follows:

    • Message.js stores the message content in a variable on the new window
    • MessageScripts.js, then running once the message.html dom is ready, sets a listener on the HTML_BOUNDS_CHANGE event before setting the message variable content as the body – ultimately firing the bounds change event
    • This event is handled by setting the native window height to match before firing the layoutComplete event
    • On hearing this Message.js makes the window visible, finds an appropriate resting position (in relation to any other messages) and animates it in.
    E-mailing

    A key feature of any site watcher is to let us know when something bad happens. The combination of emails and an email-to-text service allows us to be notified the minute we spot trouble. This was easy enough in the bash script, using sendmail on the Mac. Not so straight forward for an AIR app. We can’t run sys commands and there is no built-in SMTP server. The solution is to use sockets in AIR. A little hardcore, but it keeps the solution nice and tight.

    Anyone who’s sent an email with telnet will know that the principle of SMTP is, as the acronym suggests, simple. Adobe gives us plenty of clues for opening sockets and listening for messages. All we had to do was make sure we sent the right info. There are some restrictions in opening sockets from scripts outside the application sandbox, but for our purposes it worked a treat. With a little trial and error we were firing off emails left right and centre.

    The icing on the cake was adding twitter support. With a one-line AJAX call in JQuery and a little config it was a no-brainer. This allows us to keep an online audit in the form of a private tweet stream. For people who check twitter more frequently than their email, it’s handy for notifications. If Twitter let us UK folk receive updates via SMS again then we can ditch email-to-text in favour of Twitter.

    Step 3: The makeover

    One of the nice benefits to working in the web-kit world is being able to use some CSS3 styling such as rounded corners. So we went to town. The more design that is CSS based and the less that is image based the better.

    JQuery UI allowed us to make the entire list sortable in a sweep of the mouse, and the prefs popup tabbed in a blink (suddenly there was heaps to customise!).

    The End

    Hopefully this post has given you an understanding of how quick and easy it really is to make a useful AIR application. We’ve shown how you can implement a system tray application that utilises notification popup windows and sends e-mails as well as uses local files as a data store. This is not intended as a best practice discussion. It was our first AIR app and developed in a very small amount of time as a proof of concept and so that we could share our experiences with you. We welcome any feedback.

    Download and try our site watcher AIR application

    152. War?

    On this week’s show: Daniel Burka and Joe Stump from Digg discuss the supposed war between designers and developers. Paul talks about using twitter effectively and we ask ‘are you placing too much emphasis on your homepage?’

    Play

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    News and events

    How to film video case studies

    Increasingly your web strategy is about more than a website full of pretty pictures and well written copy. Video in particular is playing an increasing role, whether it is embedded in your website or shared via YouTube.

    Video can be used in all kinds of ways from product demonstrations to viral marketing. However, a growing use for video is customer case studies.

    This week 37 Signals have published a fascinating insight into how they created their customer case studies for Highrise. The article covers everything from…

    • How they chose who to interview
    • The way they shot the videos
    • What questions they asked
    • How they conducted the interviews
    • How they edited the videos
    • The time they spent preparing the whole thing

    There is little written about producing quality videos and even less about customer case studies. Without a doubt these kinds of videos are extremely powerful and so it is great to read quality advice about their production.

    Effective communication in web design

    Smashing Magazine has posted an excellent article that I would highly recommend to all website owners. No, it is not my excellent Twitter article that I will cover later. It is actually an article entitled – Clear And Effective Communication In Web Design.

    In essence it talks about how to communicate on the web through both copy and visuals. It is a comprehensive overview (if somewhat superficial) of all the key considerations of communicating effectively through your website.

    The article focuses primarily on your website, largely ignoring broader communication issues. However it does tackle…

    • The different methods of communication – Images, text, titles, icons, design styling, colour, audio and visuals.
    • The challenges of clearly communicating – This includes the curse of too much copy, the need for personality and much more.
    • What you should be communicating – Your company vision, the websites offerings, the benefits to your users and calls to action.

    It also nicely demonstrates how the design and copy work together to communicate your message. This is something I will be discussing with Jeffrey Zeldman in an upcoming show.

    Do we place too much emphasis on the homepage?

    Following on nicely from my recent post about where we invest our money, Christian Watson recently wrote about one of his clients who requested a homepage redesign.

    In the article he writes…

    Sure, I could refresh the colors and move some content around. But is this a good use of my time and her money when the home page represents 20-25% of page views?

    It is a good question. Christian goes on to argue that we often place far too much emphasis on the homepage and that in fact it is little more than a gateway page to direct users to more important content.

    He uses a nice analogy borrowed from Jared Spool. He compares the homepage with a hotel lobby…

    When visitors arrive at your hotel, certainly they should find that the lobby represents the hotel favorably. It should be attractive, spacious, with elegant lighting, welcoming colors, and the odd feature here and there.

    The lobby should make it easy for the visitor to orient themselves — to see where the front desk is and where the lifts are. It should make it easy for the guest to find out any important information at a glance — upcoming events or where the conference is being held.

    However, hotels are ultimately judged by the quality of their rooms.

    It is an excellent post that provides real food for thought.

    Back to top

    Interview: Joe Stump & Daniel Burka on War Between Designers & Developers?

    Paul: So I am really excited to have joining me today Daniel Burka and Joe Stump from Digg. Hello Guys

    Daniel: Hello

    Joe: Hey hey

    Paul: I have had both of you on the show individually and Joe you were on not long ago were you really…

    Joe: ermhh yes a couple of months ago maybe

    Paul: What can I say, we cannot survive without you. So erm but I though lets bring the two of these wonderful people together and talk about designer,developer relationships and how the two of them get on together working at Digg. I mean I have to say this is just a rip off really isn’t it, it’s a rip of a panel you did. Was that Future of Web Design (FOWD) you did that panel?.

    Daniel: Yes it was Future of Web Design in New York. I think we are rehashing the panel at South By South West (SXSW) this year so if anyone is there it would be awesome if you dropped by.

    Paul: Excellent, I need to persuade you two to come along to the SXSW live Boagworld as well, but I will hassle of of air so that you can back out if you want to without committing yourself live in a interview.(Paul laughs). OK so lets kick off by talking about the designer and developer relationship and really I think that it strikes me there is a lot of mythology around this that you know designers and developers hate one another and I am not convinced it actually works like that in practice. When you guys did your panel at FOWD you actually were agreeing on a lot of points so I though we would start of by maybe highlighting some of the differences and then look at ways of working together er mm further down the line so lets talk about to begin with what you guys see as the main differences in outlook I guess between designers and developers. How do you look at the world in different ways, do you think? Maybe Joe do you want to kick us off. How do you think developers see the world differently to designers?.

    Joe: Sure I think erh developers are definitely, their default kind of response erm is that they would rather, I always make the joke that coders by default are lazy, good coders are extremely lazy people that’s why they’re good coders because they want to automate as much of their lives as possible. Ermm so I think that erm developers tend to get a little complacent when it comes to the actual erm product sometimes because they are so busy and so interested in and so worried about the actual code or the more nerdy side of things you know like are we running the latest greatest versions of different softwares. Developers also tend to be a lot more interested in what the new hip nerdness is as opposed to what’s actually going to make the product better for users, you know so like I have been in product review meetings where people are like “well Why isn’t this new version of some strange bizarre open web specification that nobody has ever heard of ahead of some major forward user feature” . (laughs)

    Paul: (laughs)

    Joe: So ermm I think that that tends to be like a big difference. The designers you know it is their job to be curators of the website in my opinion and kind of move the user experience forward and often times developers don’t have a whole lot of interest in that. (laughs)

    Daniel: On the flip side of that if we are both going to slag our own professions ermm I think designers are often you know pushing unrealistic goals. They are interested in building you know the perfect product and you know aiming straight for that instead of looking pragmatically at doing things in steps and figuring out what is technically possible and I think there is also a gap where designers can only see sometimes what features that they can view and don’t understand, don’t see the vision, of where developers can see you know amazing things they can you know do pro grammatically that designers just aren’t envisioning.

    Paul: Yeah

    Joe: I think that’s er is another key difference that I know that there is a lot of, there have been struggles and tensions between Daniel and I in the past over this idea of a holistic approach to design where where Daniel designs his vision and his vision is normally version 10.0 and I am looking at you know the technical roadmap and things that I need to do and like I am OK well lets talk about version 1.0 and then we can start talking about 2.0 like, developers are much more focused on an iterative process as far as releasing, you know like small chunks, reducing risk etc. etc. and designers tend to kind of like go well erm you know it is like I wanna build a pyramid it’s like great well how about first we start out by finding some limestone and then we work our way up to building a pyramid.

    Daniel: So what you are saying is we have got a fantastic optimism. (laughing)

    Joe: Yes

    Daniel: But I think that’s partly it. Developers are very interested, as Joe was saying,in mitigating risk and in a lot of ways designers are very adverse to even thinking about risk and want to think about opportunity. So I think this is kind of the crux of the whole thing and what we are trying to talk about on that panel is that both of those views are super valuable and if you manage to find the right mix of those two things then you can develop a fantastic product that is both concerned about risk and pushes the boundaries of what is possible.

    Paul: Mmmm I remember one point that came out from the presentation which is one that you made erm Joe which is about the dangers of if that mix is not right. It is always the designer that’s in front of the client or the boss or whatever ermm the kind of realism of the developer is kind of left out of the process and ideally the developer either needs to be involved in those kind of meetings or there needs to be a conversation that happens between the designer and the developer before anything is ever presented. Is that kind of, do you still feel like that is that still a valid point?.

    Joe: Yeah, I feel that is a extremely valid point for two reasons erm and this is a discussion that Daniel and I just had yesterday in fact. The thing is as a developer the reason I want to be involved early on in the development or in the design and like development of the product phase you know when requirements are coming together and when you know the first kind of formations come out of the clays so to speak is because two reasons. One ermm and they all kind of come back to this same kind of problem, is that the designers and the product people don’t know the system, the actual bits and bytes that like you know go into making the product, as well as the developer like the data and the code and the actual systems and stuff like that and how they are put together. So Often times two things happen Daniel comes up with a design and there is like one small minute detail on the page that would require you know one of the largest computer farms in the world to calculate in real time. Whereas in lots and just as often as you know that happens where it is like Daniel I can’t calculate that number in any meaningful way on a regular basis so you gotta remove that. But just as often as that happens because of you know as a developer I have such like intrinsic knowledge of the relationships in the data and what data we are storing and stuff like that just as often I am like well why don’t we expose this data or do this and Daniel is like I did not know we could do that actually I totally would have done that if I had known that that was possible or feasible.

    Daniel: Yeah and that’s, especially that side of things designers often hear the first part Joe is talking about, the you know well that is just not possible or more difficult than you think. Any designer that has worked with a developer has heard that aspect of it you know and that is of course very valuable but it is the other side of things that I think people fail to leverage most frequently is the ability of developers to see different patterns than you in the data and come up with those suggestions, you know it might still be your call whether or not that is a valuable thing for the user but just hearing these ideas coming out is is amazingly valuable. That has shaped a lot of Digg.

    Paul: So would you say that is a kind of you know a common mistake that maybe designers make with developers that they don’t communicate enough with them ermm

    Daniel: Absolutely

    Paul: yeah

    Daniel: Designers often see developers as mules its like I made this thing go build it and that is a bullshit attitude, its terrible.

    Paul: mmmm what …

    Daniel: Its not just designers either all product people have a tendency to do that. In some ways, as Joe was talking about developers being involved in the process, at Digg we’ve got a pretty good structure where design actually falls under the marketing team and in some ways I see design as a bridge between marketing and business development you know product interests and the development team. Because I am often sitting over here and I hear you know someone from business development or marketing throwing around an idea and I am like “I’m no developer but I have a good sense of what the developer sees as important and you’re talking crazy talk like that is going to be nuts” and they are about to go and pitch that to a potential partner and you know like every week I put the brakes on from that kind of thing I am like listen you need to talk to Joe you need to talk to a developer because that what you are talking about is going to be months of development and you are promising it to a partner in two weeks that’s nuts and so I like that in you in some ways the design team can often be a bridge between product marketing people and the technical teams.

    Paul: Joe from your perspective what kind of, you know as your communicating with Daniel and other designers within digg looking back where do you think you’ve made mistakes in your relationship with designers?.

    Joe: Ermm I mean the mistakes that I often make ,its a not even a mistake are I don’t wanna say are what we do are like flat out mistakes it’s just more ermm you know being a bit more reserved and not necessarily defaulting your answer to no. Err You know I think that Daniel often talks about how a natural tension between design and product and development is actually good for the product because you have eventually, as long as you can keep that at a good tension and not you know bad or where things are breaking but ermm I think often times developers are quick to say no. You know they will be sitting in a meeting and it is just immediately no I am not going to discuss that when in reality if they sat back and let the idea germinate you know they would, Its kinda weird because I have in a lot of meetings where things were, where the developers were like be oh my god that is an amazing product but we will never be able to build it and so it is like they want to build it but their default is to avoid risk so they say no. So a lot of the times when I talk with Daniel now and this is something I like quit doing I try not to say no unless it is just like blatantly in black and white no way that is possible kind of thing. I might let the idea germinate more I might no say no immediately I might want to go back and spend a couple of hours thinking about it if it is actually feasible because maybe you know. That’s what engineers love doing they love solving difficult problems and if you are saying no to difficult problems then you are failing at what your passion and hobby is. Ermm so I think that ..

    Paul: There is also an aspect is there not of not just saying no but explaining why you are saying no so that the other party is kind of educated into the kind of problems you face so as Daniel said earlier that they can be the bridge to you know business development or whoever else.

    Joe: Yeah absolutely, I am the king of analogies at this point ermm but the other thing that developers erhh, this is extremely common that they utterly fail at is that they think for some reason that they are like the target demographic of the product so they will come into a meeting and say this product will absolutely fail because it doesn’t have key binding so I can keyboard shortcuts it’s like nobody uses keyboard shortcuts like in the real world, they are all mice people like you know. It is stuff like that that a lot of the time developers are like “this will never work unless you have least 14 completely nerdy niche features in it” you know and I think developers too often you know they do that and that is just silly.

    Daniel: Hey guys that’s been a special problem at digg,since we started of as the pure technology side so it was seen as by developers for developers and you know we have obviously branched out from there and now we have got other interests I want to make sure peoples mums can use the website and that’s you know certainly a , you make different choices based on that.

    Paul: I mean it is very timely from my point of view to have this interview with you because on Friday we had a internal meeting in Headscape where we talked about all kinds of production things and one of the things that came out of the development team was this desire to be involved in the process more and err to have their say more and just to be included earlier. So I am quite interested in you know because obviously you guys have been working together for a long time what kind of practical advise would you give to a , maybe this is just a question for me and not for anyone else, but what kind of practical advise would you give for designers and developers working together within the organisation. How can that relationship work better?

    Daniel: Yeah, absolutely involving your development team earlier in the process but that doesn’t necessarily mean sitting around brainstorming right at the beginning of a feature with them. I mean I try to sit down work out an idea get it 20% of the way there, you know work out some of the basic issues figure out what this thing really means what’s at the core of it you know it might be ten different features together but what are we actually trying to achieve with it right so at least get that far even throw down so basic wire frames or some really basic comps and then present it to the developers its like listen this isn’t just an idea I came up with you know last night I just want to spill my entire brain out in front of you it is something at least I have thought through you know I have put a few things through my brain and now here is this totally unformed, not totally unformed, slightly formed idea but it is not baked you know don’t wait until you have got it baked and then you are so disappointed when the development team says well that’s not possible or have you really though about this and you have got this complete package already made up in your mind but come to them with a least you know the kernel of the thought out idea and get them to poke holes in it. Get them to push it in other directions and show you what else you could be doing and then go back to the drawing board again.

    Paul: What about from your point of view Joe?

    Joe: Well yeah, So ermm I agree with Daniel in some sense on that I think it is crucial to before you take it to developers to formulate a cohesive problem or hypotheses. Like if you come to the developers with a half baked problem that you are trying to solve you are going to get like, they are just going to run wild with it and it is like you know difficult sometimes to keep developers focused when they get excited about a problem. So have a formulated problem that you know you have a small idea of how you are going to fix but not fully baked. The other thing too and this goes on both sides of the aisle it shouldn’t be get developers plural involved and it shouldn’t be get. like a lot when you are first germinating that idea and you haven’t really moved it forward start small and then continuously expose it to more and more people errmh because I find if you involve too many people early on in a the process whether it is designers, developers, product people things tend to , you tend to loose focus quickly and everyone wants you know it’s kind of like port barrel spending and major bills its like everyone wants to piggy back extra features and stuff and pet projects that they have wanted for so long into like some major new feature.

    Daniel: It is just simple death by committee

    Joe: Right

    Paul: Yeah Yeah OK That’s interesting a little random question I remember going to a talk once where, and I can’t remember who it was who was giving it, where they suggested that errmh designers and developers swapped roles for a while. Where you try and sit in the other persons shoes and I was just interested whether you two had tried anything like that?

    Joe: That would be disastrous for me. (laughs)

    Daniel: I I mean I appreciate development roles and I am you know somewhat technical for a designer but yeah I know I have never done that but I have always worked so closely with the development team like at silverorange where I worked previously to digg there was only ten of us and I sat in a room with developers all the time. I worked in their code with them and worked on problems as a group so I think I, you know I have never worked in a place like say you worked in a big enterprise and your in this classic where designers are in one office and developers are in the other office and you toss stuff over the wall yes then I think that would hold value at least go and sit in the other office, go work in the other office for a few months just hear the other discussions that are going on because there are a totally different set of concerns a totally different set of values than what you are doing and if you don’t at least appreciate and understand that, and not just understand it so you know what you are fighting against but understand it to know what is important and how you can work with it then you know you would be really missing out.

    Joe: I think I am ermhh I think I am kind of spoiled at Digg because you know I work with two of the webs brightest, you know Daniel and Mark Trammell as well so I actually push back on my developers pretty frequently where they you know we will leave a meeting and they are like I really really completely disagree with what Daniel or Mark are doing with the design and you know I tell them all the time like look you are not a designer and you definitely not at the level that those two are at and you sometimes have to defer to them and trust that they are doing their job and they are doing it well you know and ermhh I think developers don’t do that often enough they make these assumptions that you know the arty-farty designers are doing stupid shit again and that’s not the case. I mean they would not be especially where we are at at Digg and what not I mean Digg is able to be very picky with who they bring on and the people Daniel has brought in to design are extremely competent at what they do err so I am probably not qualified to answer that question because I am so spoiled at Digg but that is a common problem I see from developers where ermhh they don’t let the designers do their job and they try and be designers when in reality you know they do not have the experience or the expertise so.

    Paul: Lets talk about conflict resolutions, sounds very grandiose but basically you know how do you go around resolving a situation where you know OK you kind of respect each others skills and you respect each others competencies but you know where some feature is suggested by Daniel and you know and you Daniel from your point of view it is absolutely core to what you are trying to achieve you know it is extremely important and then from a technical angle Joe it just seems incredibly complex and very very difficult. How is the eventual decision made as to whether that feature should be implemented and in what way it is implemented? How do you go about resolving that difference?.

    Joe: Ermhh Well I mean I think as far as making the decision whether or not the feature makes it in, because there is actually two possibilities when it comes to the conflict resolution. Whether or not a feature actually makes it into the product and in what capacity does that feature make it into the product and I think in the former whether or not the feature actually makes into the product if Daniel comes to me and he’s resolute like this feature has to be in the product the feature is going to be in product. I am always going to defer to Daniel on on, if he feels that strongly and is that passionate about it you know and it is not something completely hare-brained like I want magic ponies to come flying out of the screen I am going to defer to his expertise on the fact that feature needs to be in the product. Where the conflict resolution comes into it is what capacity is that feature going to come into the product like a perfect example of I think of something where there has been we have had a recent discussion at Digg and where this has happened we have, and I talked about this probably in our last talk but, there are these little green badges on the digg buttons and they indicate one of your friends has dugg that story and when you hover over the digg button it shows like a little sample of the people that have dugg it. Ermhh So those were causing significant strain and problems with our systems and our code and on our databases so I came to Daniel and of course again as my risk aversion developer brain was coming to Daniel I was like Can we axe this feature until we can figure out how to like fix it. He was like “No” that feature cannot absolutely be axed and then we came to a resolution which was a short term solution until we can get a better solution in place where operations now have knobs they can dial down so the green badges don’t show up on stories older than 48hrs, they don’t show up on stories that have more than say 5 or 600 diggs and stuff like that. So the conflict resolution came in basically making trade-offs in how that feature is surfaced in works ermhh at our scale more often than not what that means is that Daniel has to give up the notion that everything is in real time. The feature will work it is just that it may take you know thirty seconds to a minute for an action to be distributed across the entire system, that is probably more how things are now at Digg so.

    Paul: What about from your point Daniel, when do you back down over something and when do you keep pushing on it? How do you decide you know how serious Joe is about something and whether you should keep pushing or not?

    Daniel: Right I mean it kind of comes down to you know when I am looking at the product I am not thinking of any one feature, I am thinking about the whole set and I want it all to work together and so you know I know I want to push out six different features this month and if I push and push Joe to do the one really hard one well that is going to affect the other five I wanted to get done. So any feature is tied to other features and it is also based on a time line if I want something done in a certain time line and that’s just not possible well then I have to start making compromises so you know you have to be realistic and then at the same time you have to realise developers work well with shame and so if you tell a developer well I bet a good developer could do that (All laugh) they will go back to their cube grumbling at you and figure out a more efficient way to do it.

    Paul: OK. So now we are getting into the realms of how to manipulate each other.

    Daniel: Absolutely.

    Joe: That’s definitely err one that I agree does work but is not a trick you want to pull out of your bag too often.

    Daniel: No it is the same with designers too, it is like I want to do this really complex thing, no way I can explain that to users in a way they will understand. “I thought you were good” arhh shit I will go back and try that again.

    Paul: That is quite interesting what you just said there because so far we have talked very much about you know designers initiating features and that kind of stuff I mean are there situations where the developer is the one initiating features you know just said there a developer wanted to do something really cool and you said you couldn’t explain it. Does it run that way as well? or is it always the designer who drives first?.

    Daniel: No Absolutely that happens at Digg, it happens sometimes at Digg so Joe yesterday sent me an email that had two big feature ideas in it. They may not be things we implement this month but maybe later on this year. I was looking at them and you know it is easy to disregard well he is a developer he does not understand what’s going on with the product but you look at the ideas and they are strong and they fit in with what we are doing and now I am trying to figure out you know how they make sense in the big picture I guess. So we have got a brilliant development team a lot of people over there with great ideas and we try to sit down, you know I guess Kevin has been doing those where we do meetings once a month I guess where developers if they have been working on a side project you know something they have always wanted to build into Digg they can present this at the Digg ideas meeting.

    Paul: Ah OK

    Daniel: A bunch of those products will make it into the full Digg I mean its awesome these brilliant people go and throw around crazy ideas and show you what is possible.

    Joe: I think err yeah I mean I agree with that you definitely have, it is a two way street erm largely stuff comes from product at this point the Digg ideas meetings is definitely helping that you know open that up and kind of what I would call level that playing field a bit. But one of the things I think developers are in a in a unique position just like Daniel I work with people across the entire companies so I know initiatives that are going on in marketing I know initiatives that are going on in PR and biz dev etc. and you know if nothing else developers are very good about noticing and pointing out and discovering patterns and err a recent product that made it out that err was a developer initiated product was Digg dialogue because basically I noticed this common pattern where business development and Marketing and PR were setting up interviews and then like reaching out to people to like conduct interviews using the Digg engine kind of thing and I was why don’t we bake this into like a cohesive feature that’s turnkey because you know business development like Daniel was saying earlier lots of times they are just making these one off deals you know and they don’t really recognise when there is a product to be had there erm so that is another one that recently went out. It was like I recognised a pattern and baked this into something cohesive and move it forward.

    Daniel: That is a good example of where we are being lazy some people want to do this one off thing over and over again and it is a bunch of work to don it each time well like we will just build a system to do it and we won’t have to do all the work every time. It was great.

    Paul: OK that is really good lets leave then with one final question or one thing from each of you. Which is if you could give you know one piece of advice to either designers or developers on how to kind of interact with their counterpart what would that one piece of advice be?. Lets kick of with you Daniel what would be your one piece of advice to designers about dealing with developers?.

    Daniel: My one piece of advice would be to see the big picture, you know aim for version 10 like we were talking about earlier and know what you want to build in the future but be realistic enough to back it up and build it in stages. You know waiting and building a feature over six months and eventually launching it is a terrible way to develop and it’s a terrible way to design having an idea of where you want to be in six months but realising in one month increments is so much better you’ll end up in a different place but at least you know where you are heading and you can adjust that goal as you go forward

    Paul: Yeah. Brilliant. Joe what about you?

    Joe: Ermhh I would say to the developers out there that there is different shades of no ermhh that you know there is the, the default should not always be no and remember what I said about the conflict resolution you should be deferring to the people that are experts in their field by default for the most part and to work on compromise in how the feature operates and make your concessions and have them make their concessions rather than just defaulting to saying no to the entire feature.

    Daniel: And as a developer push to be involved early in the process, even at Digg we struggle with that a lot and as a designer I appreciate when developers want to be involved I want to hear their opinions you know it is fun to have them involved I hear all kinds of crazy stuff I never even considered that’s awesome.

    Paul: Excellent. Thank you so much guys that was really good I appreciate you coming back on the show yet again. It was really good to get your perspectives together on that relationship because it is one a lot of people struggle with. So it is good to hear that it can work most of the time. Thanks for your time

    Daniel: Thanks for having us on Paul

    Joe: Bye

    Thanks goes to Shaun Hare for transcribing this interview.

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    With everybody from Britney to Obama now on Twitter it is safe to say the social networking platform has gone mainstream. But what does this mean for the service and how can we as website owners use it? Read More

    10 harsh truths about corporate websites

    We all make mistakes running our websites. However the nature of those mistakes varies. As your site and organisation grow, the mistakes begin to change. This post addresses common mistakes in larger organisations.

    Most of the clients I work with at Headscape are larger organisations – Universities, large charities, public sector institutions and large companies.

    Over the last 7 years I have noticed certain reassuring misconceptions within these organisations. The idea of this post is to dispel these illusions and encourage people to face the harsh reality.

    The problem is that if you are reading this post you are probably already aware of these things. However, hopefully this article will be a useful tool for convincing others within your organisation.

    Anyway, here are my 10 harsh truths about larger websites.

    1. You need a separate web division

    In most organisations I work with the website is managed by either the marketing or IT department. However, this inevitably leads to a turf war and the site becoming the victim of internal politics.

    In reality running a web strategy is not particularly suited to either group. IT maybe excellent at rolling out complex systems but they are not suited to developing a friendly users experience or establishing an online brand.

    Marketing on the other hand is little better. As Jeffrey Zeldman puts it in his article ‘Let there be web divisions‘:

    The web is a conversation. Marketing, by contrast, is a monologue… And then there’s all that messy business with semantic markup, CSS, unobtrusive scripting, card-sorting exercises, HTML run-throughs, involving users in accessibility, and the rest of the skills and experience that don’t fall under Marketing’s purview.

    Instead the website should be managed by a single unified team. Again Zeldman sums it up when he writes:

    Put them in a division that recognizes that your site is not a bastard of your brochures, nor a natural outgrowth of your group calendar. Let there be web divisions.

    Screenshot of Zeldman's website

    2. Managing your website is a full time job

    Not only is the website often split between marketing and IT, it is also normally under resourced. Instead of having a dedicated web team, those responsible for the website are often expected to run it alongside their ‘day job’.

    Where a web team is in place they are often over stretched. The vast majority of their time is spent on day to day maintenance rather than longer term strategic thinking.

    This situation is further exaggerated because the people hired to ‘maintain’ the website are junior members of staff. They do not have the experience or authority to push the website forward.

    It is time for organisations to seriously investing in their websites by hiring full time senior web managers to move their web strategies forward.

    3. Periodic redesign is not enough

    Because corporate websites are under resourced they are often neglected for long periods of time. They slowly become out of date both in terms of content, design and technology.

    Eventually the site becomes such an embarrassment that management step in and demand it is sorted. This inevitably leads to a complete redesign at considerable expense.

    As I point out in the website owners manual this a flawed approach. It is a waste of money because when the old site is replaced the investment put into it is lost. It is also tough on cash flow with a large expenditure happening every few years.

    A better way is continual investment in your site, so allowing it to evolve over time. Not only is this less wasteful it is also better for the users as is pointed out in Cameron Moll’s post ‘Good Designers Redesign, Great Designers Realign‘.

    Screenshot of Cameron Molls Article

    4. Your site cannot appeal to everyone

    One of the first questions I ask our clients is ‘who is your target audience?’ I am regularly shocked at the length of the reply. Too often it includes a long and detailed list of diverse people.

    Inevitably my next question is which of those many demographic groups are most important. Depressingly the answer is that they are all equally important.

    The harsh truth is that if you build a site for everybody it will appeal to nobody. It is important to be extremely focused in your audience and cater your design and content around them.

    Does this mean you have to ignore your other users? Not at all. Your site should be accessible by all and should not offend or exclude anybody. However, it does need to have a clearly defined audience that the site is primarily aimed at.

    5. Your site is not all about you

    Where some website managers want their websites to appeal to everybody, others want it to appeal to themselves and their colleagues.

    A surprising number of organisations choose to ignore their users entirely and build their websites entirely around an organisational perspective. This typically manifests itself in inappropriate design that caters to the managing directors personal preferences and content full of internal terminology and jargon.

    A website should not be about pandering to the preferences of staff but about meeting the needs of users. Too many designs are rejected because the boss doesn’t like green. Equally too much website copy uses acronyms and terms that are only used internally within an organisation.

    6. Design by committee brings death

    Illustration showing why design by committee fails

    The ultimate expression of a larger organisations approach to website management is the committee. A committee is formed to tackle the website because internal politics demand everybody has their say and all considerations are taken into account.

    To say that all committees are a bad idea is naive and to suggest that a large corporate website could be developed without consultation is fanciful. However when it comes to design, committees are often the kiss of death.

    Design is subjective. The way we respond to a design can be influenced by culture, gender, age, childhood experience or even physical conditions (such as colour blindness). What one person considers great design another could hate. This is why it is so important that design decisions are informed by user testing rather than personal experience. Unfortunately this approach is rarely followed when a committee is involved in design decisions.

    Instead, design by committee becomes about compromise. Because different committee members have different opinions about the design, they looks for ways to find common ground. One person hates the blue colour palette while another loves it. This leads to design on the fly when the committee instructs the designer to ‘try a different blue’ in the hopes of finding a middle ground. Unfortunately this can only leads to bland design which neither appeals to, or excites, anybody.

    7. You’re not getting value from your web team

    Whether they have an in-house web team or use an external agency many organisations fail to get the most from their web designers.

    Web designers are much more than pixel pushers. They have a wealth of knowledge about the web and how users interact with it. They also understand design techniques including grid systems, white space, colour theory and much more.

    Post from Twitter complaining about being a pixel pusher

    It is therefore wasteful to micro manage them by asking for ‘the logo to be made bigger’ or to ‘move that 3 pixels to the left’. By doing so you are reducing their role to that of software operator and wasting the wealth of experience they have.

    If you want to get the maximum return from your web team present them with problems not solutions. For example, if you have a site aimed at teenage girls and the designer goes for corporate blue, suggest that the audience might not respond well to the colour. Do not tell them to change it to pink. That way the designer has the freedom to find a solution which might be even better than your choice of pink. You allow them to solve the problem you have presented.

    8. A CMS is not a silver bullet

    Many of the clients I work with have amazingly unrealistic expectations about content management systems. Those without one think it will solve all of their content woes, while those who do have one moan about it because it hasn’t!

    It is certainly true that a content management system can bring a lot of benefits. They…

    • reduce the technical barriers of adding content,
    • all more people to edit and add content,
    • facilitate faster updates,
    • allow greater control.

    However, many content management systems are less flexible than their owners wish. They fail to meet the changing demands of the websites they manage.

    Website managers also complain that their CMS is hard to use. However, in many cases this is because those using them have not been given adequate training or are not using it regularly enough.

    Finally, a content management system may allow for the easy updating of content, but that does not ensure it will be updated or even that the quality of copy will be maintained. Many content managed websites still have out of date content or are filled with poor quality copy. This is because the internal processes have not been put in place to support the content contributors.

    If you are looking to a content management system to solve your site maintenance issues you will be disappointed.

    9. You have too much content

    Part of the problem with content maintenance on larger corporate websites is that there is too much content in the first place. Most of these sites have ‘evolved’ over years with more and more content being added. At no stage has anybody ever reviewed that content and asked what can be taken away.

    Many website managers fill their sites with copy nobody will read. This happens because of:

    • A fear of missing something – By putting everything online they believe users will be able to find whatever they want. Unfortunately, with so much information being made available, it is hard to find anything.
    • A fear users will not understand – Whether it is a lack of confidence in their site or in their audience, many website managers feel the need to provide endless instructions to users. Unfortunately, users never read this copy.
    • A desperate desire to convince - Many website managers are desperate to sell their product or communicate their message. Text becomes bloated with sales copy which actually conveys little valuable information.

    Steve Krug in his book ‘Don’t make me think’ encourages website managers to ‘Get rid of half the words on each page, then get rid of half of what’s left’. This will reduce the noise level of each page and make useful content more prominent.

    10. You are wasting money on social networking

    I have been encouraged that increasingly website managers are recognising that a web strategy is about more than running a website. They are using tools like Twitter, Facebook and YouTube to increase their reach and engage with new audiences.

    However, although they are using these tools, too often they are doing so ineffectively. Corporate twitter accounts and posting sales demonstrations to YouTube miss the essence of social networking.

    Social networking is about people engaging with people. Individuals do not want to build relationships with brands or corporations. They want to talk with other people. Too many organisations are throwing millions into facebook apps and viral videos when could be spending that money on engaging with people in a transparent and open away.

    Instead of having a corporate twitter account or indeed even a corporate blog, encourage your employees to start tweeting and blogging themselves. Provide guildelines on acceptable behaviour and the tools they need to start engaging directly with the community that surrounds your products and services. This not only demonstrates a commitment to your community but also a human side to your business.

    Screenshot of Microsoft's Channel 9 website

    Conclusions

    Large organisations do a lot right in the running of their websites. However, they also face some unique challenges that can lead to painful mistakes. Resolving these problems will involve accepting mistakes have been made, overcoming internal politics, and changing the way you control your brand. However, doing so will give you a significant competitive advantage and allow your web strategy to become more effective over the long term.

    For more information on how you can make your site more effective read the Website Owners Manual or discuss your site with Paul personally.

    There is a followup to this post entitled ‘10 ways to battle site bureaucracy.’ Check it out!

    Tips for a transformed twitter

    With everybody from Britney to Obama now on Twitter it is safe to say the social networking platform has gone mainstream. But what does this mean for the service and how can we as website owners use it?

    Paul Carter from New York writes:

    Paul, I notice that you have been lamenting a lot on twitter about it becoming a marketing tool. Is that really wrong? Shouldn’t we be embracing and using it?

    I sent my first twitter in November of 2006, only 7 months after the services launch. For me it was a way to keep in touch with new friends I had made at the Refresh 06 conference. It was less intrusive than instant messaging and less formal than email. I quickly became hooked.

    For the longest time it was the tool of geeks. My friends laughed at me as I sent tweets from the pub, my family stared blankly as I explained the service. However, that has all changed now.

    Like Facebook before it Twitter is everywhere at the moment. It was even recently discussed by Stephen Fry and Jonathan Ross on the BBC in front of 4 million viewers. It has become mainstream and increasingly it is being used as a marketing tool. There is no going back.

    However, Paul is right. I am wrong to lament what Twitter once was and should embrace it as a tool I can use. Nevertheless like everybody, I need to be careful how I use it. I do not believe Twitter users will allow the tool to be reduced to a broadcast mechanism for pimping the latest blog post or special offer.

    So how am I choosing to use Twitter?

    I guess the first thing to say is that I am not a Twitter success story. Sure I have nearly 4000 people following me but that pale into insignificance when compared to others. That said, Twitter is turning into a third string of my online presence, alongside this blog and podcast.

    With that in mind let me share with you a few tips that have helped me better utilise this interesting new tool.

    1. Above all, keep it personal

    Although twitterers like CNN breaking news have been very successful, generally I feel corporate twitter accounts are a mistake.

    In my opinion twitter is about person to person communication and not a broadcast tool for faceless corporations. To use it in that way is to miss the potential of twitter.

    Does that mean you cannot have a twitter account for your organisation? Not at all. For example if Vitaly Friedman created a twitter account you might not recognise the name. However, if he used the name SmashingMag you are more likely to follow because you know the Smashing Magazine website.

    It is not the name that matters so much as the tone of posts. In my opinion your tweets should be more than an endless string of press releases and links. It should include personal content and a dialogue with followers.

    This is important because it enables you to make a connection with your users. An open and honest relationship with users is very powerful. It builds trust, loyalty and engagement. It encourages repeat traffic and word of mouth recommendation.

    CNN Breaking News Twitter Page

    2. Learn from others

    I have learnt a lot about Twittering just by reading the tweets of those I admire. Merlin Mann for example injects a lot of humour into his posts and his followers really respond to that. Darren Rowse on the other hand strikes a good place between recommending content others have written with promoting his own posts.

    As well as examining the style of others you can also examine statistics. Use a tool like TweetStats.com to examine how often others tweet and how often they reply to their followers. All of this helps to build up a picture of what makes a successful twitterer.

    There are also a growing number of great sites which give advice on how to get the most out of twitter. One of my personal favourites is TwiTip that covers subjects such as “The Merit of Twitter Competitions” and “How To Get Unfollowed On Twitter“.

    TweetStats

    3. Get a good desktop client

    Without a shadow of doubt the most powerful twitter client currently available is TweetDeck. This air application not only runs on Windows, Mac and Lynx but also provides a range of superb tools for managing your life on Twitter.

    With TweetDeck you can create groups, filter tweets, monitor certain subjects as well as tweet, reply and retweet posts.

    In fact it is so powerful that it can be somewhat intimidating at first. Don’t let that put you off. Check out this short tutorial into TweetDeck’s core features and you will be up and running in no time.

    TweetDeck

    4. Use twitter on the road

    If your twitter account is going to be personal as well as professional then you will almost certainly want to use it on the road. One option is to simply use Twitters mobile website. However if you are fortunate enough to have an iPhone then there is a wealth of Twitter clients available to you.

    I think I have paid for and tried almost every twitter client on the Iphone, but the winner hands down is Tweetie.

    I love Tweetie. It has a clean, easy to use interface, and yet is packed with powerful features including the ability to:

    • Handle multiple twitter accounts.
    • Navigate reply chains.
    • View twitter trends and perform custom searches.
    • Access complete user profiles.

    In many ways it is even better than TweetDeck because it has much of TweetDeck’s power, but in a much cleaner interface. If only they did a desktop application!

    Tweetie Screenshots

    5. Tracking the results

    Although I have already mentioned TweetStats, that is just the tip of the statistical iceberg.

    There are an ever growing number of tools you can use to track your activity on twitter. However, the ones that really interest me are those that track click throughs. What I really want to know is if I mention a link in twitter, how many people click through.

    If the link is one on my own sites I could use Google Analytics using their URL tagging tool. However, this is somewhat fiddly and only applies if I am linking to my own site. What is more these URLs can get long, which is a problem when limited to 140 characters.

    Fortunately there is a tool called TwitterBurner which solves these problems. It shortens the URL and tracks all click throughs even to sites you do not run yourself. Best of all it is now supported from directly within TweetDeck (although not Tweetie unfortunately).

    Tweetburner Homepage

    6. Follow as well as be followed

    Always remember that Twitter is a two way conversation. A big part of successful twittering is about replying to those who tweet you.

    Twitter is also not just about who follows you. It is also about who you follow. One service that I find particularly useful is Mr Tweet.

    Mr Tweet will provides two type of information.

    • First it suggests people you might want to consider following because they fall within your broad network (people who are followed by your friends).
    • Second it suggests those from your list of followers who you should follow back.

    For each of these people it provides various stats including:

    • The number of followers they have
    • The chance of them replying to you
    • How often they update

    This is a great way of extending your network of contacts and potentially increasing the chance of your tweets being retweeted. Its also a great way of meeting new people!

    MrTweet homepage

    7. Integrate whenever possible

    If you are intending to use Twitter for anything other than personal use it needs to be incorporated into the rest of your web strategy. That means it needs to linkup with your other online activity including your website and other social networks.

    There are no shortage of tools that help you do this from the basic twitter widget to a tool for sending your tweets to facebook.

    One tool that particularly caught my attention is called TwitterFeed. It posts content from an RSS feed to Twitter which is a useful way of updating your followers about new posts.

    However, use any tool that automatically posts to Twitter with caution. It can easily become annoying if used too much. Also it lacks the friendliness of a personal post.

    twitterfeed homepage

    8. Don’t over think it

    Of course the problem with all these tools, statistics and analysis is that it can suck the spontaneity and personality from your tweets.

    Although some of those late night drunken tweets are best gone, you want to avoid your tweets becoming too sterile.

    Let me explain what I mean. I am naturally a fairly good public speaker. However, once I was sent to a public speaking workshop. They taught me all the techniques you should use to be exceptional. However, instead of it improving my skills it made me so amazingly self conscious that I was paralysed. I was over analysing what I was doing.

    The danger is we do the same with Twitter. Sure, Twitter can be used as a marketing tool but that doesn’t mean it cannot be fun too. Don’t let articles like this suck the joy out of twittering!

    Twitter message from Boagworld: mmm... caburys cream egg and redbull. Nice post lunch snack

    Comment spammers – Stop wasting your time

    So you want to drive traffic using comment posting? Well, there is a right way and a wrong way.

    The wrong way

    I am constantly amazed how many comments I see like this…

    An example of comment spam from boagworld - shows a comment that just reads I totally agree

    This is a classic example of comment spam. It adds no value to the conversation and the poster has made no effort to participate in a meaningful way.

    If you follow the link it goes to a web design agency that is obviously under the impression that this will improve their SEO ranking. It will not.

    If we look at the source code of that link you will see why…

    Source code of a comment on boagworld

    As you can see the comments on boagworld (and the vast majority of comment systems) have a no follow instruction in the code. This effectively prevents the poster from gaining any SEO benefits from the link.

    Of course, they maybe relying on users clicking the link. However, why would a user do that? The content of the comment does not motivate me in anyway to do so.

    The spammer maybe using an automated tool to add the links and hoping that one in a thousand people will click them. Its possible I guess, but I have seen a lot of comments like this that have been obviously written by real people. Also I doubt this would have got past my multi-level spam filter.

    If you want to encourage people to click you need to say something to get their attention.

    The right way

    Good commenting that drives traffic is about two things…

    • Quality – Your comments have got to say something of value. You have to add something to the conversation. By being a quality poster, people will start to notice you and respond. It takes real thought and effort.
    • Quantity – You cannot just post once and never return. You need to be consistent, by posting on a regular basis. You need to participate in a community on an ongoing basis to have an impact.

    I know the names of the people who post quality and quantity on this blog. I respect their opinions and even though I know they are doing so to drive traffic to their own sites, I do not mind. The reason is they add value to my site. It is a transaction if you like. They add valuable content and I send them traffic.

    5 options when website budgets get slashed

    Your site is in desperate need of a redesign, content is out of date and the technology is archaic. Unfortunately times are tight and your budget has been cut. What do you do?

    The economic downturn is affecting everybody and even at Headscape we have noticed the budgets of clients shrinking. With less money to spend how can you maximise the return on your investment?

    To be honest I think it is a good thing that people have less to spend on their websites. We have had too many clients approach us asking for complete overhauls of their sites when that is not what is really required. Often more subtle changes can have a greater impact over the longer term. They certainly generate a better return on investment.

    We have been working closely with our clients to suggest ways they can improve their sites without breaking the bank. Here are just 5 of our suggestions.

    1. Realign rather than redesign

    Why do you need a redesign anyway? Redesigning your entire website is time consuming and costly. However, more importantly it is often unnecessary. I seem to be quoting Cameron Moll’s excellent article “Good Designers Redesign, Great Designers Realign” a lot recently, but that is because he talks a lot of sense. He writes:

    Like a kid in a candy store, we creatives redesign like it’s the new black. Why do we possess such an insatiable desire to refresh and remake? Why do we thrive on renewal? What tempts us to be seduced by the sway of renaissance?

    I believe it is because we see a redesign as the solution to a failing, tired site. However that is rarely the case as Cameron goes on to explain:

    Too often, look and feel, color scheme, layout, and identity are presented as solutions to problems… long before regard is given to other less-aesthetic issues that may very well be the root of the problem. The old warning against treating symptom rather than cause comes to mind.

    What is more redesigns can often cause more harm than good by confusing the loyal users who are familiar with your old site.

    When budgets are tight let go of the notion you need to do a complete redesign. You can improve your site many times over with the smallest change. Just take the case of the $300 million button I mentioned in show 150 of my podcast.

    My facebook profile

    2. Simplify

    As website owners we are always looking to expand our websites by adding more features and content. However, that costs money we may not have.

    Here is a radical alternative – Instead of adding more to your site, why not take things away.

    Typically websites are stuffed with content and features that users simply do not use. A quick look at your analytics package will demonstrate the problem. The vast majority of traffic is to a handful of pages.

    The problem is we tend to leave content in because ‘somebody might find it useful’. Although this maybe true, it does not necessarily mean keeping content is a good idea.

    The more content and features we make available the harder it is for users to find what they need. It is the proverbial ‘needle in a haystack’.

    Fortunately, simplifying your website does not have to be entirely about removing content. According to John Maeda’s book ‘The Laws of Simplicity‘ we can also streamline our sites by shrinking and hiding content too. Consider ways to reduce the prominence of less important content, to place a greater emphasis on what matters.

    When budgets are tight take a long hard look at your site and ask whether more can be achieved by simplifying what you have rather than adding complexity.

    Apple Homepage

    3. Prioritise and phase development

    Another technique which can be used when budgets are tight is to phase development. There seems to be a tendency among website owners to store up changes and roll them out in a single large deployment. Unfortunately this means a large single expenditure too and that can be problematic from a cash flow perspective.

    A better approach is to roll out incremental changes on an ongoing basis. Not only is this better from a financial perspective, it brings other benefits as I explain in the Website Owners Manual. Phase development also provides:

    • Faster delivery because new features are launched independently. Some features can be launched while others are in development. This prevents a single feature stalling the entire rollout.
    • More accurate estimates. Bigger project are harder to estimate. Breaking them down makes it easier for suppliers to quote accurately.
    • Better PR opportunities. Whenever a new feature is launched there is an opportunity to publicize the site. New features can motivate users into taking another look. A single large project only provides a single opportunity to grab peoples attention.
    • Limited risk of working with a new supplier. Choosing an agency is always a risk. Until you work with somebody, it is hard to gauge how good they are. Reduce this risk by limiting the size of project they are commissioned to build. If the agency fails to perform, you can look elsewhere when commissioning subsequent work.

    This is an approach commonly adopted by larger websites with their own in-house teams but much rarer among smaller sites who use external agencies. Nevertheless, it is an approach which works well in tough times.

    Digg Technology Homepage

    4. Reuse and recycle

    Too often we reinvent the wheel. When budgets are plentiful this can make sense. Although there is similar functionality out there, we might choose to develop it ourselves so we have more control or can customise it to our exact requirements. However as budgets begin to get squeezed these are luxuries we cannot afford.

    In a world of widgets, APIs and open source it is becoming increasingly hard to argue the case for custom builds. Why build your own mapping application when there is Google Maps? Why build a forum when you could use an open source alternative like Vanilla?

    My only word of warning is in regards to integration. It can be hard to get these ‘prebuilt’ tools to work together. Be careful that the savings made are not lost to integration problems. Where possible use tools like WordPress that provides an architecture with a wide range of plugins for quick integration.

    opensourceCMS screenshot

    5. Move beyond the website

    Finally, I think it is important to remember that your web strategy is not all about your website. We spend the majority of our ever decreasing budgets on adding bells and whistles to existing websites when there are large number of potential customers who never reach our sites.

    Instead of sinking your budget and efforts solely into your website consider looking further afield. Could your web strategy be better served by putting resources into a Facebook group or a twitter account for example? Would your target audience listen to a podcast? Do they read RSS? What about a mailing list? The possibilities are endless.

    Ask yourself where your target audience congregates. Instead of constantly trying to draw users to your site begin to spend time where they already meet. What social sites do they use? What editorial sites do they read? Contribute to these communities and offer to write for the editorial sites they read.

    Many of these things can be done at almost no cost and with little technical knowledge. All it takes is some time and enthusiasm.

    Conclusions

    Whether a site is successful is not dictated by its budget. However many larger organisations have relied on money as a method of driving their web strategy forward. As these budgets are slashed there is an opportunity to gain a competitive advantage by being smarter.

    Hopefully this post has demonstrated a few of the possible avenues available and inspired you to discover some more of your own. However if you would like some more personal advice specific to your own website then feel free to drop me an email.

    150. User Manipulation

    On this week’s show: Liz Danzico talks about user research. Paul explains how to create an effective call to action and we discover how one button cost $300 million in sales

    Download this show.

    Launch our podcast player

    News and events

    The $300 Million Button

    Our first news story is an incredibly tale from usability expert Jared Spool, which really shows the power of usability testing.

    In the post he writes about a client who had a fairly standard checkout process on his website. The process began with a login form:

    The form was simple. The fields were Email Address and Password. The buttons were Login and Register. The link was Forgot Password.

    It is the kind of form I have seen on many ecommerce websites. This feature, which had been designed to help repeat customers, created two distinct problems:

    • New users resented the idea of having to register. One user said: "I’m not here to enter into a relationship. I just want to buy something."
    • Repeat users rarely remembered their username or password. They wasted substantial time guessing, before eventually resorted to creating a new account. In fact after examining the database Jared discovered that 45% of all customers had multiple registrations. Some did go as far as clicking on the forgotten password link but of those only 25% went on to place an order.

    In the end the site was redesigned, allowing the user to continue without registering. Within a year this created a $300 million increase in sales.

    Of course $300 million is a meaningless figure in itself. It is the percentage increase that matters. In this case is was a 45% increase. That is a staggering number and one that really drives home the importance of testing with real users.

    Read the ‘$300 million button’

    The UK government and graded browser support

    A couple of weeks ago I wrote about the importance of graded browser support. In my post I explained how we should not limit our support to the browsers we test and how it is unrealistic to push for identical support across all browsers.

    This is an approach which has been adopted by the likes of Yahoo! and the BBC for some time, but which now also extends to public sector website in the UK.

    According to The Web Standards Project the rules surrounding browser testing on public sector websites have been changed to better reflect best practice in graded browser support.

    Changes include an emphasise on functionality over identical layout across browsers (paragraph 39):

    You should check that the content, functionality and display all work as intended. There may be minor differences in the way that the website is displayed. The intent is not that it should be pixel perfect across browsers, but that a user of a particular browser does not notice anything appears wrong.

    As well as support for progressive enhancement (paragraphs 17-18):

    You should follow a progressive enhancement approach to developing websites to ensure that content is accessible to the widest possible number of browsers.

    This is excellent news and certainly provides a great reference for UK designers and website owners looking to convince others of the importance of graded browser support.

    BBC Graded Browser Support Table

    Read the UK government guidance on browser testing

    50 Illustrator tutorials

    List of Illustrator tutorials

    From development to design now, and a list of 50 tutorials that help you get your head around Adobe Illustrator.

    The list is compiled by UK web designer Chris Spooner. He echoes my own experiences when he writes:

    Adobe Illustrator can be a little tricky to get your head around, particularly after getting used to the workflow as applications such as Photoshop. The difference between layer use and creating and editing shapes can be especially strange at first hand.

    I am a Photoshop man and I have found it very difficult to make the transition to a vector based world, so this list was particularly appealing to me.

    Its a great list that you will definitely want to check out, if like me you have never got to grips with Illustrator before.

    Read 50 illustrator tutorials every designer should see

    A new approach to PNG Support

    Finally today I would like to draw your attention to a new technique that has been developed by Drew Diller for using PNG transparency in IE6.

    Unlike previous techniques this one allows you to use PNGs as background images instead of just as IMG tags. This opens up a world of possibilities and overcomes one of the most annoying limitations of IE6.

    This minor miracle is achieved not by using AlphaImageLoader as has been done in the past, but with VML.

    Implementation seems fairly straightforward and involves adding a Javascript library to your page. Because this is for IE6 only you can embed the code within a conditional comment. This means other browsers will not even download it.

    Although I have yet to use this approach myself, I have high hopes that this will finally solve the IE6/PNG barrier.

    Download DD_belatedPNG now.

    Back to top

    Interview: Liz Danzico on User Research

    Paul: So joining me today for our little interview is Liz Danzico. Liz, why don’t you start off by introducing yourself a little bit. Telling us a bit about yourself and your background.

    Liz: Sure. Um, I am a user experience consultant, I am here in New York City, I have been developing web sites and user experiences online for about 12 years now. Um, I do a lot of work with Happy Cog Studios here in New York, with Jeffrey Zeldman and Jason Santa Maria. Um, I’m also chair of the new MFA interactions design program.

    Paul: Okay.

    Liz: At the School of Visual Arts in New York.

    Paul: Excellent. I mean, so, to say that you’re an expert in user experience would be a slight understatement then, Liz.

    Liz: Well I wouldn’t go that far.

    Paul: You’d be too modest, obviously, to say that. Okay, so we got Liz on the show, I met Liz when I went to Future of Web Design and we got talking. Um, she’s got some fascinating insights into the whole area of user research, and usability generally, so I thought let’s get her on the show and let’s maybe, you know, try and cover things from, from the very basic level, a kind of introduction to this concept of user research. Um, so, perhaps a good place to start, if you’re okay Liz, um, would be, how would you go about defining the area of user research? What would you include, what would you exclude from that?

    Liz: Right. So … user research, even today, we’ve been doing user research on the web since, uh, the very beginning, so it’s a very old concept but it’s still fairly controversial. So the basic concept is it tells you what really happens when real people interact with your product or service. So, there are no real rules about what it includes and what it doesn’t [inaudible]. You can basically speculate about what your users want, or you can find that out, um, you know? And uh, and the, uh, the latter is probably a more useful approach for you to take than speculation. But with either one, thinking about your audience is useful no matter what. And so, so there are no real rules, now um, when you disconnect thinking about your audience from your business objectives, and you start getting, you know, very excited about behaviors that they’re doing that are sort of disconnected from the real mission that you’re trying to sort of accomplish, then it becomes, um, a bit murky, and confusing. But thinking about your audience is, just in general, is an extremely useful approach.

    Paul: Okay. I mean one of the things that, that, um, I’ve heard said before by, particularly cynical clients I have to say, but I’ve heard it said before, you know, ultimately user research, and all of this kind of stuff feels in some ways like, um, just another way for web designers to suck a bit of extra money out of us, you know that fundamentally how, I know my audience already, is the kind of attitude that many web site owners have, so why do you see it as an important part of the process?

    Liz: Well uh, you know, as we’ve been seeing design flaws often translate to lost business opportunities, you know, usability is becoming more important than ever as the number of web sites and products is, you know, increasing more and more every day. So, we design these products and services, and we are at the same time users of them, but there’s no way that we can really tell what are users, um, might want. And the best way to, you know, usability research doesn’t cost a lot of money, so, the best way that you can help your clients kind of understand that you need to do usability research in some way is to let them know that usability research is important and it doesn’t need to, um, suck up a lot of time or money in the, in the process. So there’s a great fantastic book by Steve Krug, called Don’t Make Me Think, which I’m sure you’re probably well aware of.

    Paul: Uh huh.

    Liz: And in one of the chapters towards the end, he has a chapter called "Usability Research on a Shoestring", or it’s probably better titled, which talks of this approach of going out into the hallway and kind of grabbing people, and just sitting them down, and putting them in front of your product or service, and getting some feedback. So getting some feedback from people, no matter who they are, is better than getting none at all. And so, I think starting there with clients, instead of the, you know, $100,000 user research project that’s going to take you across 8 markets, you know, in the United States, the UK, and Asia, then, is going to be a much better approach than kind of intimidating them with the very extensive projects.

    Paul: Mmm, I mean, when it, the kind of one scenario that I’ve come across before, um, is where we’ve come across with clients that say "Well we’ve already done user research, we already know our audience ’cause we’ve got somebody in to do this or that." Is there a difference between user research that’s been done primarily with an offline audience, and those with, you know, when you’re interacting with people online? Is there a difference in the kind of results and information that you’re after, and even the techniques, maybe, that you use?

    Liz: So, they are probably, when they say that they’ve done user research, they’re probably talking about focus groups. I would venture to guess that when they talk about that they’re probably talking about either focus groups or surveys of some kind and those are not, well, I wouldn’t say that they are, those are bad things to do, but those are not the kinds of user research techniques that are going to give them feedback about their product’s usability. Those kinds of techniques are going to give them good information about, um, certain kinds of things but they are not going to give them information about whether or not people can use the product or service that they’re looking at. So, you want to find out exactly what kinds of user research they’ve conducted. If they say the words "focus group" then you know you want to move them towards something that is a one on one kind of interview. Focus groups tend to be conducted with groups of people, as the name might suggest, um, and when groups of people get together to talk about, you know, they put forth a question for these people, and when they, you know, groups of people get together to talk about the question they might influence one another in their answers, they’re typically aren’t talking about an interface, they’re typically talking about ideas, so you’re not getting good feedback, like in a one on one kind of scenario. So you want to sort of guide them to a more individual, one on one kind of experience. Surveys, on the other hand, are good, but they don’t get that kind of personal experience with a moderator, sitting with an individual, kind of looking at an interface in a kind of task-based scenario.

    Paul: Okay, yeah that makes a lot of sense. I mean, let’s then talk about some of the techniques that can be used to better understand individuals, or how those individuals will interact with your product. What different kind of techniques do you use? I mean, there’s the kind of very basic usability session, but do you do, or are there other things above and beyond that, that you do?

    Liz: Right. Well, the sort of big secret is that, there are names and there are certainly techniques, but the big secret is there are really no sort of techniques beyond knowing who your users are, kind of documenting what you’re seeing, and then kind of analyzing/prioritizing the results of what you see. So, you can, I’m gonna tell you a number of techniques that we can go through, but if those basic sort of constructs are there, then you’ve done sort of good user research. Now, that being said, the techniques that you can do are usability testing, usability testing traditionally has taken place in a user lab where a moderator is sitting with an individual looking at a screen, or a product, or a sketch of an interface and going through questions in sort of a task-based way, asking people "Show me how you would search for x" or "Show me how you would check out," or, you know, and seeing, measuring the success or failure of that kind of task. The clients are typically sitting behind a one-way, a one-way glass, or mirror, and observing these kinds of things. People have been not so thrilled about this technique recently, saying that it kind of, um, is not, it doesn’t produce natural reactions from users, but that is one kind of technique. There is, uh, kind of creating personas, and using personas, user personas which are an archetype of your site or product’s users, and getting everyone involved in activities around those personas, whether that be using those personas as your talking through features around, you know, a brainstorming session, and getting people to sort of role-play those personas. That’s another user research method. There are, there’s sort of the ethnography kind of take, where a lot of people have been doing kind of in-home interviews and observations recently. Ethnography, cultural anthropologists and people who have been doing traditional ethnography have been watching closely the design research that we’ve been doing recently, and wondering if we’ve been doing it right and so on, but ethnography, in that sort of observing users in their "natural environment", has been I would say a more successful way recently of watching people use products and services, um, so I would say that those three things, usability testing in a lab, sort of using personas and scenarios, and ethnography or kind of going out into the field and watching users, whether they’re in their homes or their offices, are the three kind of key ways to gather user research with users. The fourth way that I’ll mention, and we can talk about this in a little bit, is not with users directly, but it is certainly user research that’s available more and more now, and that is data on sort of analytics, which you can gather from Google Analytics, Shaun Inman’s Mint, these kinds of things. Watching site data and user behavior through site analytics is another form of user research that gives you, you know, some information, and you can watch these traffic patterns on your site. It doesn’t answer the question "Why?" but it does show you some evidence as to how users are behaving on your site.

    Paul: It’s quite interesting that you bring up eth, ethnography, whoa I can’t even speak today, because, that’s of interest to me, because that’s an area that we’re beginning to explore a little bit more, and have kind of discovered the same thing, that there’s a real value of going into you know, somebody’s home, seeing the environment that they access the internet on, you know, do they have kids under their feet? You know, where they access their PC, can they sit comfortably at it? All those kinds of things. Um, I guess it’s also an advantage you don’t have to hire an expensive usability lab and all of the rest of it. But I have to confess, I’m a little bit new at it, so talk me through maybe some of the things, you know, how does it differ from a usability test that you would do in a usability lab, other than that you’re in a different environment?

    Liz: Well, uh, it depends. It doesn’t have to differ at all — it depends on the goals of the test. I would say that you could construct a test that’s exactly like one that you’d conduct in a lab, it just happens in someone’s home or office, or in a different environment. But as you said, you get the more realistic interruptions, and that kind of thing, and are they going to be able to complete this task given the natural kind of occurrences of their day. And that, depending on what kind of test you are constructing, that’s either going to inform your results or not. If you are doing task-based testing, so I could maybe talk about the different kind of usability testing that you could do.

    Paul: Yeah, that’s good.

    Liz: Yeah so there are different ways that you could conduct a usability test. Um, traditionally there is task-based testing, where you set up pre-written questions, before you get to the test, that are based on the goals of the testing. So, if we were testing a photo site, we would test whether or not users could upload photos, could they task photos, you know, those kinds of things. So we would write those kinds of questions up beforehand, and then ask those questions during the test. Um, that’s one kind of test. You could do that in a lab, and you can do that same test in someone’s home. In a lab there would not be the children screaming, and the phone ringing, and that kind of thing, or, if someone say were uploading a photo, you would never be able to tell if sort of, timing out, would be an issue, or if anything with time or space or motion would be an issue. If those kinds of things are a goal of your test, then you might want to think about doing it in real time, in someone’s home environment. Another type of testing is something that, I’ll say it was first coined by Mark Hurst, who is a user experience consultant at Good Experience, I think he coined it, it’s called "Listening Labs". Listening labs are, I’ll call them experimental, but they’ve probably been going on long before I was aware of them, where people are designing usability tests in real time. So in other words, you go into the test with absolutely nothing written down, and you sit down with users, and based on your initial interview with them, you hear who they are, and after understanding a little bit about how they use photos in general, say, then you kind of write the questions on the fly, and then sort of develop a test around who that person is and their behavior, with your product, or product type.

    Paul: Which I guess, makes people more engaged with the test, because it’s about what they specifically interested in. Is that the idea?

    Liz: Exactly. So it’s a more natural way of doing the test. That’s the idea. That kind of thing you could do either way, and probably is even more rewarding if you’re doing it in someone’s natural environment. And then the third type of test is sort of a web, a web wide kind of test, where you have people just surf the internet, as it were, and uh, and just have them think out loud, and that kind of thing is also, I’ve found, more rewarding and fruitful in someone’s home environment, because they have their bookmarks there, and they have their post-it notes. Whereas you put them in a sort of artificial setting and they don’t have those things around them. So, if you, it kind of just depends on the type of testing that you’re doing. If you’re doing just the first kind I talked about, just task analysis and having people go through that kind of task-based testing, doing it in a traditional usability lab is great, you know, I mean you really do get the answers that you’re looking for, and it just depends on your goals.

    Paul: I mean, it’s interesting, going back to Steve Krug’s book that you mentioned, I mean he talks about, I guess his agenda in that book is to get people to do testing who perhaps aren’t previously, and so, you know, he really downplays the demographic of who it is that you test, and that it’s more important that you test than that you get the right people, you know and all of that kind of thing. Um, but when you’re going into somebody’s home, and interacting with them, I’m guessing it’s more important to get the right demographic? Is that right?

    Liz: Yeah, I mean one of the, um, I think it’s always important to, it’s always important to get the right demographic. Um, but, well I would say that there is a hierarchy of common mistakes around usability testing that kind of has a trickle down effect. You know, the number one mistake is not conducting any research at all, um, and conducting research on the wrong audience is kind of further down the list. So, you know, yeah if you’re doing research on the wrong audience, it’s not going to affect, whether you do it in a lab or you’re doing it at your desk, or at the water cooler, or at home, it’s going to affect your results and your analysis, you know, no matter where it takes place. So, you know, I think that the drawback is you are going to waste more time going out to that person’s time going out to that person’s time, so it’s going to be a drawback for you, but I don’t think that, it doesn’t matter really where it happens, because if you’re testing on the wrong audience, you’re testing on the wrong audience. Um, you’re probably going to get more information out of that experience if you’re in someone’s home, than if you’re not, so if you’re going to test on the wrong audience, do it in someone’s home, because you’re going to, it’s a richer experience, you’re going to get more information out of it than if you’re just testing in a lab.

    Paul: No that makes perfect sense, I kind of see that. No, it’s difficult, isn’t it? Because, uh, obviously finding the right demographic of people, and picking the right people to test on is tricky, you know, it’s a more difficult thing and it can be time consuming. So have you got any advice about that? What really matters here? You know, for example, if you’re designing a web site for an over-60s audience, you know, are you, do you want to concentrate on the age aspect of that? Or the technical literacy aspect of that? You know, is it okay to have somebody younger if they’re not as good with the internet, if your audience is, do you, I’m kind of not wording this very well, but you get the idea — what’s important when you’re trying to match demographics?

    Liz: Um, well, it’s very specific to your clients. Developing a, so, whenever you are trying to match demographics, you want to work with your clients to develop what’s called a screener, and a screener is a, I would say, whether you’re trying to develop a pretty rigorous recruiting demographic with a professional recruiter, to say, recruit 300 people for an extensive study, or whether you’re going to go out into the hallway and grab some people, or whether you’re going to recruit from something called Craigslist, which a lot of people are familiar with, um, which a lot of people do, I would say developing a screener which kind of outlines your demographic is a really good idea.

    Paul: And what kind of things would that include? Sorry I interrupted you.

    Liz: Yeah, what a screener is, it kind of goes through, it’s a questionnaire that outlines a number of questions that you would ask a potential recruit, that says, if this person can answer a particular question we should keep them in or out, so it’s actually a really good exercise to go through that allows you to kind of think through the type of demographic that you would have. So that doesn’t answer your question in any way.

    Paul: It’s very interesting, though. Can you give me an example? Sorry, I’m interested in this screener thing, cause I haven’t come across it before. Can you give me an example of the type of questions? I mean obviously they’re going to be specific to the individual client, all the rest of it, but what kind of questions?

    Liz: Um, what kind of questions? So, let’s see, would this person, so, let’s see, has this person, I mean typical questions could be around financial demographics, age demographics, you know the sort of typical things. But let me think of some more interesting things. So, is this person a full-time student? Has this person been fired from a job in the last 6 months? Has this person participated in usability research in the last 6 months? Those types of things, so if the person answers yes or no, then they’re not a good candidate. But there are other kinds of things you could put into that screener that would be more specific to the project.

    Paul: So could it include something like is this person aware of a certain brand, because you want to associate with that brand?

    Liz: Absolutely, so does this person drink Coca-Cola on a regular basis, yes or no? That kind of thing. But I’ve found that the screener, because the clients that you work with are often kind of speaking in those terms about their audience, the screener is a really good way to kind of help them understand how you’re recruiting audiences, and a good tool to kind of work together with them to narrow down who you want to be in the target audience for your testing, or your research in general. So, that said, how do you develop a good kind of set of participants for a research study for, say, a product for people over 60? Um, what’s most important, you know it depends on, and I know I hate to say that it depends, but you’re going to develop a goal for the testing, right? And the goal might be about usability, the goal might be about navigation, it might be about design, it might be about, it’s going to have, you have to first identify the goal, and depending on what that goal is, then you can identify the audience. So, the audience, you know the goal might have nothing to do with age, although the product has to do with age. So you can kind of strip away, you can pull apart the product from the goal of the testing a bit, and sort of just focus on the goal of the test. That’s why developing goals for user research is so critical, um, because often times you can separate those and therefore develop a better set of participants for that user research.

    Paul: Mmm, that’s really good. I think what we’ve done here, is, a lot of people that listen to this show probably have a basic understanding of user testing. Maybe they’ve done some basic user testing before, or maybe they’ve even written a persona before, but I think what we’ve done, or what you’ve done, is push people a little bit further to kind of consider it in a little bit more detail what they’re doing in order to kind of refine the results that they’re getting back, and that’s really, really great. I mean, if somebody has just kind of done the very basics, you know, they’ve grabbed some people, they’ve done some user testing, maybe in their own office in front of their own PC, and they’ve got a few people in, um maybe they’ve created a couple of personas, what’s the next step for them? What should they be pushing? Is it through this screener? Is that the number one thing they should be doing? Is the goals more important? Is getting a better demographic more important? What’s the kind of next step for them?

    Liz: Mmm, that’s a good question. I think that one of the most, well, doing the research is really key. Analyzing the research and connecting the research to the next iteration of a design is also key. We haven’t talked about that at all.

    Paul: No, we haven’t, we ought to.

    Liz: It’s often a grey area, um, you know there are lots of reports that are produced, you know, diagrams and things, but there’s a lot of kind of intuition that happens between sort of translating the research and putting that research, feeding that research back into the design. There are hunches, leaps of faith, um, you know kind of between that analysis and design. I mean there are clear cut recommendations that one can make, but then there are a lot of more grey areas. So I would say that, I still think, even though I mentioned we’ve been doing this kind of research for at least, you know, more than a decade online, and you know quite a long time offline, I think we still need to get better at the rigor at which we translate those recommendations and findings. So that’s one place I think we need to focus. Um, in terms of the actual research itself, uh, you know, there’s something, I think there are other sorts of techniques. I’m interested in these kinds of emergent, I would say emergent techniques like the listening labs, um, you know where the kinds of things that we’re looking at today with kind of mobile research, where people are, we need to be looking at how people are using our sites not just in the browser on their desktop but, you know, in the browser on their phone, and how their context is changing constantly and how we need to sort of look at that adaptation. So how do we develop tests that are more emergent and can be a bit more flexible, rIght? So I think there’s something interesting about that listening lab, where we kind of understand the person, and then develop the questions around a person and how they use a product, rather than having a pre-written set of questions. So, something that’s more emergent, I think that’s an area that’s interesting to kind of look at. Then, uh, ethnography, really understanding, goes right along with this sort of, emergent, as you said you’ve been getting more excited about ethnography as well, so, thinking more about kind of fine-tuning our approach to people’s own context, whether that be ethnography, going into their homes, their offices, you know, where people are using our products, whether that be on the street, in the hallway, wherever it is, but really understanding how to find people where they’re using our products and test them or do some research around that, I think that’s really exciting and a really interesting opportunity. Um so that, that’s the next step for us, uh, and I think that the way that people are designing tests and doing some usability testing now, is, you know, is good, I don’t think that there’s a big next step that we can all take together, but I think these are three areas that I think as a discipline that we’re going to see people moving forward together in.

    Paul: Excellent. Let’s finish off, then, with a kind of where people should go if, you know, they’ve been excited by this interview, they want to learn a little bit more, um, about user research and user testing. You’ve mentioned Steve Krug’s book. What other resources are out there that people should be looking towards?

    Liz: Well, let’s see. You know, I was thinking about, I was thinking about that and there are physical places that people can go, but they’re all in San Francisco in the United States, so that’s not going to help anyone. There is, you know, A List Apart has a User Science topic that often publishes user research related methods-like articles, there’s always BoxesandArrows.com which publishes user research related topics, um, Adaptive Path, which is a user research consultancy, or at least one aspect of what they do, they have published a number of articles but they also do events. A lot of events are in the United States right now, but they may have international events as well. But they do kind of give away a lot of their content. Um, and then last but not least, there’s a new-ish publisher called Rosenfeld Media, and the books that Rosenfeld Media publishes are about methods in user experience and, one recently in web form design, was about the usability of web form design by Luke Wroblewski (called Web Form Design: Filling in the Blanks).

    Paul: Yeah, I saw that. That looked very good, I have to say.

    Liz: Yeah, so that’s something to keep an eye on as well.

    Paul: Excellent. Thank you so much, Liz, that was absolutely superb. And I will be fascinated to get you back on the show in the future to talk more depth about some of these issues. Thank you very much for your time, Liz.

    Liz: My pleasure.

    Thanks goes to Jason Rhodes for transcribing this interview.

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