Information & Design
Designing for humans
Designing for humans
General |
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A simple but powerful technique for grouping and understanding information. |
Clear communication when reporting is crucial. |
Tips for running successful workshops. |
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How to log and manage large data sets. |
A simple quality control checklist. |
A case study illustrates suggested steps to take during a redesign. |
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A selection of books on usability and related topics. |
A brief set of guidelines on designing for children. |
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Analysis |
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Cultural probes (diary studies) A self-reporting technique for user needs analysis. |
A technique for examining and understanding users and their tasks. |
Tips for running successful workshops. |
Design |
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A powerful and simple technique for describing user interactions. |
Exploring how users group or categorise items, to help develop a usable structure. |
A simple low-tech collection of user interface elements for paper prototyping |
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Conducting design sessions with all stakeholders is higly efficient. |
How to communicate your design. |
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Evaluation |
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A simple paper-based multi-participant variation of usability testing. |
The gold standard in usability evaluation, usability testing is a relatively simple technique. |
Schedule, guidelines and script – materials you can use when conducting tests. |
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Usability testing can be simple, but beware of some common pitfalls. |
How to conduct a usability review (or heuristic evaluation). |
A simple format and severity matrix for use when conducting a review. |
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Checklists for evaluating websites and online stores, and a sample report. |
Voice interaction evaluation checklist A checklist for evaluation voice user interfaces. |
A simple process for evaluating website or other information structures. |
Articles |
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If users are 'stupid,' then we need to design accordingly. |
The quirks and characteristics that present such a fascinating challenge to the designer. |
Usability for technical communicators Technical communicators are well placed to engage in a usability role. |
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Why do organizations fail to take action based on what they already know? Gerry Gaffney’s article discusses this. |