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Students choosing this mode of study find they are able to better maintain their busy lifestyle and keep up with other commitments such as family and employment, while furthering their education. Distance education is undertaken at your own pace, so you determine how long you take to complete your course, when and where you study, and how much time you spend studying each week. In the continuing win-win spirit of educating traders at minimal cost and continuing our support of charities, readers of Chronicles of a Million Dollar Trader can receive $250 off the timeless Jellie Webinar Series, while benefiting needy children via World Vision. JELLYFISH TRADER EDUCATION"No matter whether trend or chop, it's every trader's goal to anticipate & identify the day's market rhythm & align personal pace to extract daily profit. Charities benefiting from proceeds of the Jellie Video Series have included the American Diabetes Association, GrowUganda.org, Commodity Customer Coalition, and currently World Vision. Don is an intraday S&P E-Mini Trader who has educated traders and advocated for industry transparency since 1999. Don is also the father of a Type 1 Diabetic daughter who has been the inspiration for his work with the ADA, and is the author of Chronicles of a Million Dollar Trader published by John Wiley & Sons and named one of the top business and leadership books by Amazon. Gone, thankfully, are the days when the user experience and the user interface were an afterthought in the website design process, to be added on when programming was nearing completion. My company conducted a best practice study to examine the development practices of in-house teams designing web applications—across multiple industries, in companies large and small. We did not find any correlation with user satisfaction and those teams with the most specialized team members, one way or the other: some teams with the most specialization did well, and some teams did poorly. All of the members of the best teams could tell us, with relative ease, the top five business goals of their application, the top five user types the application was to serve, and the top five platform capabilities and limitations they had to work within. Even this simplified view of the development team reveals the inherent complexity of the development process.
Jared Spool once wrote that having someone conduct user research for you is like having someone take a vacation for you—it doesn’t have the desired effect!
A simple practice, but one which is often overlooked, is taking the time to share and discuss findings and decisions with the entire team.
Not only is it important that all team members be familiar with information from all three domains (business goals, user needs, and IT capabilities), but it is especially significant that they understand the relative importance of the information—its priority. It forces teams to translate business goals, user input and IT capabilities into specific proposed features or activities that a user would actually see and use at the interface level.
The features and activities matrix allows team members to prioritize the proposed features and activities from the perspective of their own domain through a process of numeric ranking.
The numeric ranking for each feature or activity, from each domain, is then averaged to arrive at a consensus prioritization of every feature and activity proposed for the application. Make sure everyone is fully engaged: business cannot be half committed, and IT cannot say that they will determine later if the screen can be built.
A well prepared collaborative design session both promotes and leverages the team’s shared, holistic understanding of the project. Whatever the size and structure of your team, and no matter how many or how few specialists it has, your outcomes will be better if everyone shares a holistic understanding of the work at hand.


One question that came to mind as I was reading is how to factor in the inherent complexity of the domain in which the product sits. I found that as a designer, it’s better to not design until I pull out key phrases and words to form what needs to be achieved. There are few things more damaging to the final outcome of a project than to have the design spec come unraveled when it gets to the development stage. Your post also gives me the opportunity to emphasize (and empathize with) the point you make about the additional challenges of geographically dispersed teams.
Geographically dispersed teams are especially helped by the intensive focus of shared collaborative workshops. I really wish more companies GOT this concept, because it can easily be applied to so many more disciplines than Web Design. I really like how you discussed the disconnect between researchers, designers and stakeholders and how that relates to overall user satisfaction.
I am not as aware of the field of service design as I am of experience and interactive design, but it seems to me that the equivalent domain to IT capabilities in the world of service design is whatever physical otr electronic aids the service providers need in order to provide their service. I think the planning process definitely needs some rethinking; it should be more efficient with the ability to provide the same quality plans in less time. Joseph is co-author of “Best Team Practices for Designing User Strategy, User Experience and User Interface for Web-Delivered Applications,” and a frequent speaker at conferences such as the Nielsen Norman Group's Experience Design conference. It is your overall state of wellness on all levels of your being: physical, emotional, mental and spiritual. I graduated in much shorter time than I expected with all the practical knowledge and confidence I needed to get started in my own business. Some teams were large and highly specialized, while others were small and required a single team member to perform multiple roles. What we did consistently observe among teams that had high user satisfaction scores, was one characteristic that stood out above all the others—what we began to call shared, holistic understanding. And, when questioned more deeply, each team member revealed an appreciation and understanding of the challenges and goals of their teammates almost as well as their own. These are blunt assessments of unfortunate team member attitudes, but we were surprised how often we found them to be present. The best team leaders managed to not only encourage and manage the flow of good information from each information domain, but they also facilitated thorough communication of quality information across all the team members regardless of their domain. On the best teams, everyone, from programmers to stakeholders, participate to some degree in user research. The best teams devote enough whiteboard-style collaborative workshop time to explore work and task flow (including in the sessions actual users when possible), until all team members truly understand all the steps, loops and potential failure paths of their users.
Too often teams communicate information of significant importance to the project through documentation alone or through hurried summaries. We have found that if an identified user need (for example, the need to know currency conversion values) isn’t proposed as a specific feature (say, a pop-up javascript-enabled converter, tied to a 3rd party database) then a potentially important user need either gets lost, or is too vague to design into the application. If, as is usually the case, the team is already aware that they cannot do everything that has been requested or proposed, this is a very effective way to determine which features and activities are not going to make the cut and which ones have the highest importance. Your session participants should include a solid representation of users, business and IT but not exceed roughly 12 people. All team members should be prepared to make real-time decisions in the collaborative design session. Even though they are time consuming, collaborative workshops eventually save time because the team ends up needing less iterations to refine and finish the design. Taking the extra time as a team to develop a shared holistic understanding pays off in greater efficiency in the long run—and most importantly—in greater user satisfaction and overall success! When that happens, less well thought out (and almost always less user centered) solutions are substituted for the ones in the original design, and due to press of time, these solutions cannot be iterated again with the full team.
In our study we found that geographically dispersed teams, in order to be successful, needed to make extra effort to acheive a shared holistic awareness of their project. Budget constraints and schedules militate against workshops, and of course teams need to work within the realities imposed on them by circumstances. As a UX researcher, I notice that the breakdown between team members always seems to come back to communication and planning. As an outside consultancy, my company (Tristream) is often brought in when a high-value or mission-critical project is showing distinct signs of upcoming failure. This could be telephony, real-time knowledgebase provision, check out systems, hand-held wireless tablets, on screen or printed script reminders, etc. Maybe some specialized planning tools or methods should be designed to restructure the planning process to achieve this goal. What’s interesting is when those collaborators are teams who who are high on data type research and learning what UE research means to their product.


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Increased specialization, however, doesn’t always translate to increased user satisfaction.
We identified and validated best practices by measuring user satisfaction levels for the applications each team had designed; the higher the user satisfaction scores for the application, the more value we attributed to the practices of the team that designed it. Those teams that achieved the highest degree of shared, holistic understanding consistently designed the best web applications. A specialist on the team often organizes and schedules the process, provides scenario scripts or other aids to the process, but everyone on the team participates in the research process and thus has direct contact with actual users.
Even if it is not possible for the team to participate in all user research or in mapping out all work and task flow on a whiteboard together, at a minimum, the team should go through the results of these processes in sufficient detail and with sufficient time to discuss and understand what has been learned. Reading documentation only is the least effective way for team members to retain and understand project information.
In these workshops teams can work out together the basic layout, features and activities for most of the core screens needed for a project. Inevitably there will be a few things that simply cannot be decided during the session, but the greater the shared, holistic understanding that already exists, the fewer things that will require processing and final decisions outside the session. Collaborative workshops also insure higher quality; there are fewer missteps and errors down the line because of the shared understanding of the design. Teams that enjoy close proximity can develop a certain amount of shared awareness simply because they have conversations in the hall, or can easily sit down for 10 minutes to go over a specific point, but this natural communication process is missing when teams are separated. But if at all possible, I highly recommend having at least one multi-day collaborative session as described in my article. Once the project begins and the workload increases, the communication seems to decay and the planning starts to fall behind.
The project is nearly always heading for failure because of really basic reasons — poor communication, lack of clarity in the business goals, missing expertise, and no real project leadership to facilitate the holistic understanding of the project across all the affected domains.
But these days, with the ever increasing pressures to produce products and solutions faster, there is less ansd less time allowed for planning. I think more effective communication among team members during the planning process (and beyond) is a good start. It’s very exciting to train teams outside of CA in UE methodologies and watch them rise to the occasion with enthusiasm. Joseph's project roles include team leader, business analyst, experience designer, and workflow analyst.
However, a well planned collaborative session, sometimes lasting several days, can move through issues, problems and iterations very rapidly, which would otherwise take weeks (or not be done at all).
Fixing these problems doesn’t always require adding significantly more resources, pushing out the deadlines, or anything that has a high negative impact on the company.
The more efficiently concepts can be communicated between team members, the less time it will take to plan and execute projects. In the evolution from our early attempts to implement UCD to the present, we made lots of naive but valuable mistakes.
He is particularly adept at helping enterprises maximize the opportunity that new applications provide to increase productivity and ROI through improved workflow and usability. Interviewing living breathing users, ideally in their own home or work place, makes a deeper impression than any amount of documentation can duplicate. We have found that between 10 and 20 core screens can be considered, discussed, iterated and designed in 4-5 days of workshops. And we make sure that the scope of the session is clearly delineated — a particualr work flow is usually how we focus it. The challenge these days is to make planning an ongoing process, to fit in with faster release cycles, and shared holistic awareness across all domains becomes even more important when decisions and planning need to come at a faster rate.
Like going out to customers with designs they loved, only to find on showing the specs to the developers that a central premise was not feasible given the technology platform. The shorter the cycle time it takes your team to synch up on new goals and apply the creativity needed to support them the better. Our conceit that interaction designers know UI design best was quickly punctured as we got some great ideas from developers.
Our designs evolve based on usability expertise guided by early contributions from the overall project team and frequent user checkpoints.



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