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Library of Congress Cataloging-in-Publication Data: Cooper, Alan, About face 3: the essentials of interaction design / Alan Cooper, Robert Reimann, and. About Face: The Essentials of Interaction Design, Fourth Edition . the parts of Chapter 3 concerned with cognitive processing originally appeared in an. Request PDF on ResearchGate | On May 7, , Alan Cooper and others published About Face 3: The Essentials of Interaction Design.

About Face 3 The Essentials Of Interaction Design Pdf

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About Face 3: The Essentials of Interaction Design. Read more Interaction Ritual: Essays on Face-to-Face Behavior · Read more. This book is about interaction design the practice of designing interactive digital products, environments, systems Cooper A., Reiman R., Cronin D. About Face 3: The Essentials of Interaction Design. Файл формата pdf; размером 11,51 МБ. About Face 3 book. Read 80 reviews from the world's largest community for readers. This completely updated volume presents the effective and practical to.

The input mechanisms should not be specified before the desired interaction paradigms are known. Throughout, interaction designers benefit from the materials expertise and ergonomic acumen of industrial designers, and the industrial designers benefit from the holistic experience vision created by the interaction designers.

Much like the difference in skills between graphic designers and visual interface and information designers, a similar split occurs among the ranks of industrial designers. Some are more adept at creating arresting and appropriate forms for objects, and others emphasize logical and ergonomic mapping of physical controls in a manner that matches user goals and communicates device behaviors.

The increase in software-enabled devices that use rich visual displays demands a concerted effort on the part of interaction designers, visual interface designers, and industrial designers to produce complete and effective solutions. The interplay of these roles involves much more subtlety, and many great resources explore this topic in detail. The Extended Team For design to transform into a shipping product, the design must enter the minds and hearts of many more people.

Will the rest of the extended team understand its value? The preceding discussion covered practices that allow great design to happen among a small core team. But for design to transform into a shipping product, the design must enter the minds and hearts of many more people. Will they indulge it long enough to give it the kind of critique that makes it better? Even if it survives early whiteboard sessions, will it survive a presentation to the product owner?

If the product owner gets behind it, will it be understood, implemented, and extended effectively by the production engineers? The following discussion is intended to outline a few simple strategies for integrating design in large-scale product-focused teams. Very few ideas are truly great. This is why you need timely, candid feedback from capable collaborators, both among your core team and across the extended product team.

This section discusses the frequent major participants within product teams. Emphasis is placed on how and when to collaborate with them so that your ideas get the kinds of critiques they need, at the appropriate time. Areas of Responsibility and Authority Designers are never the sole participants in creating a great interactive experience.

Many organizations currently do not hold any specific person, or team, responsible for goals.

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To carry out this responsibility, designers must have the authority to decide how the product will look, feel, and behave. They also need access to information. They must observe and speak to potential users about their needs, to engineers about technological opportunities and constraints, to marketing about opportunities and requirements, and to management about the kind of product to which the organization will commit and the results they expect.

Usability is responsible for validating that users respond to the design as intended and that the overall experience and detailed interactions have the desired effect— being useful, usable, and desirable.

To be effective, usability should be independent from but collaborative with the design group, and both usability and design should report to a decision-maker who can weigh the results from an informed and objective standpoint, and has the authority to have any necessary corrections to the design or implementation enforced. Collaboration works best when this division of labor is maintained.

Engineering is responsible for construction. This means that they must have authority over the raw materials and construction processes—development platforms and libraries, for example—along with the relative difficulty ratings and cost of the items in their backlog.

The engineering and design teams must stay in touch when those items are being prioritized. Designers must review and react to the implementation of form and behaviors, and both teams must evaluate the success or failure of the overall experience as it is developed and tested. Designers should rely on engineers to provide guidance on technical constraints and opportunities, as well as the feasibility of proposed design solutions.

Marketing is responsible for defining the market opportunity as a set of customer needs, preferences, and motivations. This team also eventually must convince customers to download the product. To do this, the marketing team must have the authority to advocate for the most lucrative, or beneficial, customer segments. Its members must provide guidance in targeting design research with the appropriate users, and the team must have access to the outcomes of that design research.

This group must drive decision-making around where opportunities for differentiation exist, and what features and functions must be prioritized across the extended team. Collaboration among these teams best happens in two venues: at frequent, informal working meetings where new ideas are explored, evaluated, and elaborated on; and at checkpoints that correspond to the end of each phase in established processes.

As the product vision evolves, each team must continually seek to address its core concern: Designers—What are the simplest, most coherent, most delight-inspiring mechanisms for crafting the experience? Usability professionals—Does the design deliver on its promise of usefulness, usability, and desirability? Do users really use the product as assumed in the design? Engineers—How do we deliver the experience in a way that is fast, robust, scalable, and extendable?

Marketers—How can we inspire adoption? Business leaders—Where is the most evident overlap of product function and market need? Clear benefits arise from methodically testing and proving the feasibility of design hypotheses along the way.

Designers imagine and specify the right experience: a form that delights users, an experience that feels right, behaviors that fit use. Developers offer a corollary: The right experience should be built in the right way.

Agile methods seek to optimize time and energy, reduce waste, and ensure that concepts actually deliver value to users. They encourage many of the same principles discussed early in this chapter—small teams, focused work, and frequent discussion.

Yet although they have evolved the practice of software development, agile methods also complicate—and, in some cases, short-circuit—design work.

The Three Faces of About Face

This section discusses ways to ensure that the work of designers informs and shapes the development of products developed with agile methods. If no underlying foundation or shared vision exists for what should be built and tested, agile work is aimless and, contrary to promises, wastes time. When misapplied, however, this way of working can result in heads-down sprinting toward hazily specified destinations, resulting in just as many frustrating dead ends as classic waterfall methods.

In our experience, agile development is highly successful when core product elements are clearly rendered, widely understood, and implemented so that they can be tested well. Thus, we have found that the primary elements of an experience should be planned, visualized, and discussed before they are built. Even in a highly iterative process, informed planning should precede construction.

You must think before you do. This is a much messier reality than the neat sequential compartmentalization of design and construction, but it can initiate a productive dialog between designers, developers, and business decision-makers.

The remainder of this section covers a couple of simple questions at a high level: What does design mean in an agile context? How should designers adapt their practice in fast-paced, agile ways? They emerge over time…. Agile methods value speed and focus on small iterations, but they reward designers with a chance to understand how users interpret design in progress. In agile contexts, designers must prioritize and visualize; they can bring clarity and concreteness to desired outcomes and facilitate conversations around what elements must be developed to achieve them.

This sounds similar to the work of design in many other contexts, but there are two important differences: There can be tension, or outright disagreement, in how the experience is defined when people work in agile teams. Designers must be able to define the critical elements of the user experience while working in concert with developers who may reveal constraints on or obstacles to that definition.

Designers must think differently about the inputs to, and outcomes of, their practice. Agile development allows for feedback from users early on and often. This is an opportunity, and designers should appreciate it as such. Designers rarely get a chance to fully visualize and perfect a user experience vision in an agile environment. But they must advocate for goal-directedness in the definition of the product and in the prioritizing of items in development.

Defining the User Experience on Agile Teams At the beginning of a collaborative effort with agile developers, designers will want to quickly assess how much of the experience has already been defined, specified, or implied. At the beginning of a collaborative effort with agile developers, designers will want to quickly assess how much of the experience has already been defined, specified, or implied.

This definition could be explicit—in the form of a wireframe created by a lead architect or business stakeholder—or implicit, in the form of shared assumptions about how it will work, the implementation technologies used, and so on. Designers should expect to shape the primary elements of the user experience—layout and navigational metaphors, the information architecture, transitions and animations that establish a sense of polish.

On the best agile teams, the designers specify the foundation of the experience while the developers lay the non-user-facing technical foundation. In less-optimal cases, designers need to move quickly to confront assumed specifications, especially those that prematurely determine an important aspect of the experience.

These conversations can be difficult, but the whole point of user experience design is to express the product hypothesis through the user interface. In our practice, agile developers can be capable thought partners at this stage. Talented developers think deeply about the infrastructure and connective tissue of interactive products, and they bring a healthy perspective on where the true engineering complications lie. In the best cases, they provide useful direction toward the right level to apply design and ensure that the work of design is useful and readily implemented.

Doing valuable work on an agile team is much like doing it in other contexts. On agile teams, designers must be able to quickly determine where the biggest user experience challenges lie and to ensure that related elements flows are defined before development begins. Incorporating User Feedback For designers, the most valuable by-product of agile processes is feedback on the user experience—and lots of it.

This feedback can be highly useful, as long as it is prompted, gathered, and interpreted appropriately. Feedback in an agile context is fast-paced but familiar. Early on, the prompts should be directed toward understanding whether the fundamental user hypothesis is correct. Do the expected users derive the expected value? How well do the primary elements serve them?

What are people using? As development continues, feedback can be more focused: Do the primary elements flow well? How are they accessed?

Where do users stumble? It's a bit of a slog, reading like a textbook. But well-worth it if you do IxD for a living. I've not found any other text that manages to work through all the core skills of this field. Feb 22, Tom Panning rated it liked it This is an opinionated "bible" or "end-all be-all" style of book.

It covers everything from the methods that you use in research and design to chapters on the specifics of dialogs and menus vs. Full disclosure: I tend to prefer books that focus on a particular topic and are shorter.

Alan Cooper professes his opinions unapologetically, but that's to be expected. So why did I give this book a measly three stars? For a few reasons: Easily of its pages were almost word-for-word repeats of content found earlier in the book.

With very strict editing, this book could have been spectacular. Instead, it felt sprawling and obnoxiously repetitive, especially in picture captions which were often re-written versions of the text preceding the picture.

After reading this book, you would think that error messages are Adolf Hitler reincarnated. A handful of pages about this topic would have sufficed, but instead there were easily a hundred.

There are easily Cooper-invented terms in About Face describing minor interface elements, some of which were downright ridiculous. After he rambled on about so called "butcons" there was a section about "radio combutcons. About Face has the makings of a truly great book, it just needs a strong editor to rip it from Alan Cooper's clutches and whittle it down by a few hundred pages.

Jun 02, Nathanael Coyne rated it really liked it Shelves: This book is pretty much the bible of interaction design. Covers project process, Goal-Directed Design, persona development and everything about windows, dialogs, controls, user feedback. Very comprehensive and well-presented. You can probably get away with reading the first third of it and then using the rest for references as needed for when implementing drag-and-drop interactions etc.

Jul 29, Alex rated it it was amazing Recommends it for: Anyone interested in interaction design.

I figured few books would be more appropriate as a capstone to my long list of design-oriented reads. It is nearly an institution in and of itself.

Last night I turned the final page and ticked a pretty big page book off of my reading list. Full review at http: Feb 07, John rated it liked it. I know the content is supposed to be amazing, but I was so bored with page after page of text and theory so I couldn't finish the book. Oct 22, Will rated it liked it.

I am a bit conflicted on this book. On one hand, it is thorough and well composed, giving an overview of almost every common UI widget out there. On the other hand, it describes UI widgets. And a UI widget does not make a UX, no matter how beautifully it is laid out. And as someone who has used and suffered through bad UI, I don't think I'm learning anything from tips like "don't overuse dialog boxes.

Excellent book for what it is. Nov 30, Chiel rated it really liked it Shelves: Very comprehensive book about the world of interaction design. Wether your new or an veteran this talks about do's, donts and why of interaction design. Furthermore Cooper also talks about how to approach and describe your user i. Personas and how to define your user's need and wants in order to translate that to your designs.

Last but certainly not least: Throughout the book Cooper notes design principles which are very usefull. Mar 20, Adam Wiggins rated it it was amazing Shelves: Unbelievably thorough examination of all aspects of how to design digital products, mainly software.

It's a bit of a slog, reading like a textbook. But well-worth it if you do IxD for a living. I've not found any other text that manages to work through all the core skills of this field.

Jan 28, Gerard rated it it was amazing.

About Face The Essentials of Interaction Design

One of the few books I know that explains how to do a UI right instead of spending all its time whining about what is wrong with UIs. Worked with Coopers on a UI and they do excellent work. Not an easy read but I can't think of any books that go this deep into the details of interface design. Cooper's concept of 'excise' superfluous interaction has always stuck with me.

Dec 14, Kris rated it it was amazing. I use this every single day of my working life. I think of it as the bible of Interaction Design - good information abstracted to set of rules, but missing the scientific evidence of reasons. Apr 26, min rated it really liked it. Definitely need this book when I'm designing some GUI thingys down the road..

Great primer on ideal workflow and frame of mind when it comes to good design though: Jun 07, Nicole Califano rated it really liked it. Huge, weighty, and quite philisophical book on UX practices. Tough to sink teeth into, but great for keeping on desk for reference. Aug 08, Michel Kuik rated it really liked it. Must-have for interaction designers. Don't read it from a-z, but use it as guide you pick up once in a while.

Apr 08, Wenhuan rated it really liked it. Alan Cooper. View 1 comment.

Jun 27, Morgane rated it it was ok. I feel like this book is extremely fucking long just for the sake of being extremely fucking long. Christ, what a slog.If two are good, three must be better, four would be amazing, and ten could bend space and time. This book is pretty much the bible of interaction design. Alan Cooper.

Apr 08, Wenhuan rated it really liked it. In our practice, it provides structure when any two individual designers are collaborating—visual designer and interaction designer, two interaction designers, designer and developer, interaction designer and creative lead.

First, there's a lot of good information in this book and if you were only allowed to read one book on interaction design, this would be a reasonable choice.