Setting proper pricing for your UX design work is crucial. It goes hand in hand with setting your customer’s expectations. Set the price too low and you will gain reputation of the same kind. Set it high – you will also set high expectations. If you can deliver on them – then keep it that way. Reason: it’s never just about the price.
I’ve found that separating client requests into content units removes uncertainty and offers clearer direction, while helping your client recognize each individual request as a deliverable, requiring assignments and responsibilities. To do this, I follow a four-step process that helps delineate what content units each section of a Web site must cover—as opposed to content that acts as filler, or filler units.
Do UX leaders need to acquire and wield power to ensure their organizations can produce game-changing design? If they don’t already have executive support, can they can collaborate their way to success?
The more feature-rich a particular design approach is, the more it delights product management. Of course, that starts to overload available engineering resources which drives their delight down. Being a UX designer puts one in this position a lot. So you look for that acceptable area of compromise, somewhere close to the intersection of the two lines.
I'm working these days on trying to design a report format around a particular data security standard. I've spent a lot of time trying to understand the standard and what it requires of users and what it would require of our product. I suddenly realized that my analysis was feeling like the kind of research I did on Roberts Rules. I don't think I could have critically analyzed the standard nearly as effectively had I not had the experience of trying to critically understand Roberts Rules so I could use them effectively to move my agenda forward.
For most of us, the ideal when working on a product-development project would be to work with a group of like-minded professionals, each with their own areas of responsibility, but sharing the same overarching goal. Yet all too often in User Experience, we encounter unwarranted resistance to our ideas, making the product-development process much less efficient and adding to a project’s costs. The apparent cost of involving User Experience early and throughout a product-development process becomes a series of hidden costs, resulting from project delays, incomplete requirements, and less than optimal products that result in higher error rates and reduced efficiency for users.
What does directing have to do with creating a user interface design? Well, we know a director is responsible for the strategic vision of creative work. That’s a given. But, did you know he is also responsible for ensuring a successful outcome that both meets his vision and is in line with the producer’s desires and budget? To make that happen, a director works with the cast, crew, costume and set designers, and everyone else who contributes to a successful theatrical production to pull together a cohesive product, without losing site of his vision. It’s a complicated job.
This column is the second in our series that highlights our insights on what it would take for companies to go from producing dreary, overly complex user experiences to producing truly great user experiences that differentiate their products from those of competitors in their marketplace.