User Interface Design

Module – II

Design Process

Obstacles and Pitfalls in the Development Path

• Gould (1988) has made these general observations about design:

o Nobody ever gets it right the first time.
o Development is chock-full of surprises.
o Good design requires living in a sea of changes.
o Making contracts to ignore change will never eliminate the need for
change.
o Even if you have made the best system humanly possible, people will still
make mistakes when using it.
o Designers need good tools.
• You must have behavioral design goals like performance design goals.
• The first five conditions listed will occur naturally because people are people,
both as users and as developers. These kinds of behavior must be understood and
accepted in design. User mistakes, while they will always occur, can be reduced.
• Pitfalls in the design process exist because of a flawed design process, including a
failure to address critical design issues, an improper focus of attention, or
development team organization failures. Common pitfalls are:
o No early analysis and understanding of the user's needs and expectations.
o A focus on using design features or components that are “neat” or
“glitzy.”
o Little or no creation of design element prototypes.
o No usability testing.
o No common design team vision of user interface design goals.
o Poor communication between members of the development team.

Designing for People: The Five Commandments

• The complexity of a graphical or Web interface will always magnify any
problems that do occur. Pitfalls can be eliminated if the following design
commandments remain foremost in the designer's mind.
• Gain a complete understanding of users and their tasks: The users are the
customers. Today, people expect a level of design sophistication from all
interfaces, including Web sites. The product, system or Web site must be geared
to people's needs, not those of the developers.
• Solicit early and ongoing user involvement: Involving the users in design from the
beginning provides a direct conduit to the knowledge they possess about jobs,
tasks, and needs. Involvement also allows the developer to confront a person's
resistance to change, a common human trait. People dislike change for a variety
of reasons, among them fear of the unknown and lack of identification with the
system.
• Perform rapid prototyping and testing: Prototyping and testing the product will

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quickly identify problems and allow you to develop solutions. Prototyping and
testing must be continually performed during all stages of development to
uncover all potential defects. If thorough testing is not performed before product
release, the testing will occur in the user's office. Encountering a series of
problems early in system use will create a negative first impression in the
customer's mind, and this may harden quickly, creating attitudes that may be
difficult to change. It is also much harder and more costly to fix a product after its
release.
• Modify and iterate the design as much as necessary: While design will proceed
through a series of stages, problems detected in one stage may force the developer
to revisit a previous stage.. Establish user performance and acceptance criteria and
continue testing and modifying until all design goals are met.
• Integrate the design of all the system components: The software, the
documentation, the help function, and training needs are all important elements of
a graphical system or Web site and all should be developed concurrently. Time
will also existfor design trade-offs to be thought out more carefully.

Usability

• The term usability used to describe the effectiveness of human performance. The
term usability is defined as “the capability to be used by humans easily and
effectively, where,
easily = to a specified level of subjective assessment,
effectively = to a specified level of human performance.”

Common Usability Problems

• Mandel (1994) lists the 10 most common usability problems in graphical systems
as reported by IBM usability specialists. They are:
1. Ambiguous menus and icons.
2. Languages that permit only single-direction movement through a
system.
3. Input and direct manipulation limits.
4. Highlighting and selection limitations.
5. Unclear step sequences.
6. More steps to manage the interface than to perform tasks.
7. Complex linkage between and within applications.
8. Inadequate feedback and confirmation.
9. Lack of system anticipation and intelligence.
10. Inadequate error messages, help, tutorials, and documentation.

Some Practical Measures of Usability

• Are people asking a lot of questions or often reaching for a manual?
• Are frequent exasperation responses heard?
• Are there many irrelevant actions being performed?
• Are there many things to ignore?
• Do a number of people want to use the product?
Some Objective Measures of Usability
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• Shackel (1991) presents the following more objective criteria for measuring
usability.
• How effective is the interface? Can the required range of tasks be accomplished:
o At better than some required level of performance (for example, in terms
of speed and errors)?
o By some required percentage of the specified target range of users?
o Within some required proportion of the range of usage environments?
• How learnable is the interface? Can the interface be learned:
• Within some specified time from commissioning and start of user
training?
• Based on some specified amount of training and user support?
• Within some specified relearning time each time for intermittent users?
• How flexible is the interface? Is it flexible enough to:
• Allow some specified percentage variation in tasks and/or environments
beyond those first specified?
• What are the attitudes of the users? Are they: Within acceptable levels of
human cost in terms of tiredness, discomfort, frustration, and personal
effort?
• Such that satisfaction causes continued and enhanced usage of the system?

The Design Team

• Provide a balanced design team, including specialists in:
• Development
• Human factors
• Visual design
• Usability assessment
• Documentation
• Training
Know your user or client

• To create a truly usable system, the designer must always do the following:
o Understand how people interact with computers.
o Understand the human characteristics important in design.
o Identify the user's level of knowledge and experience.
o Identify the characteristics of the user's needs, tasks, and jobs.
o Identify the user's psychological characteristics.
o Identify the user's physical characteristics.
o Employ recommended methods for gaining understanding of users.

Why People Have Trouble with Computers

• What makes a system difficult to use in the eyes of its user? Listed below are
several contributing factors that apply to traditional business systems.
• Use of jargon.
• Non-obvious design.
• Non-obvious design.

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• Disparity in problem-solving strategies.
• Design inconsistency.
Responses to Poor Design

□ Errors are a symptom of problems. The magnitude of errors in a computer-

based system has been found to be as high as 46 percent for commands, tasks, or
transactions. Errors, and other problems that befuddle one, lead to a variety of
psychological and physical user responses.
Psychological
Confusion.
Annoyance.
Frustration.
Panic or stress.
Boredom.
Physical
Abandonment of the system.
Partial use of the system.
Indirect use of the system.
Modification of the task.
Compensatory activity.
Misuse of the system.
Direct programming.
Important Human Characteristics in Design
Perception

• Perception is our awareness and understanding of the elements and objects of our
environment through the physical sensation of our various senses, including sight,
sound, smell, and so forth. Perception is influenced, in part, by experience.
• Other perceptual characteristics include the following:
o Proximity. Our eyes and mind see objects as belonging together if they are
near each other in space.
o Similarity. Our eyes and mind see objects as belonging together if they
share a common visual property, such as color, size, shape, brightness, or
orientation.
o Matching patterns. We respond similarly to the same shape in different
sizes. The letters of the alphabet, for example, possess the same meaning,
regardless of physical size.
o Succinctness. We see an object as having some perfect or simple shape
because perfection or simplicity is easier to remember.
o Closure. Our perception is synthetic; it establishes meaningful wholes. If
something does not quite close itself, such as a circle, square, triangle, or
word, we see it as closed anyway.
o Unity. Objects that form closed shapes are perceived as a group.
o Continuity. Shortened lines may be automatically extended.
o Balance. We desire stabilization or equilibrium in our viewing
environment. Vertical, horizontal, and right angles are the most visually
satisfying and easiest to look at.
o Expectancies. Perception is also influenced by expectancies; sometimes
we perceive not what is there but what we expect to be there. Missing a
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spelling mistake in proofreading something we write is often an example
of a perceptual expectancy error; we see not how a word is spelled, but
how we expect to see it spelled.
o Context. Context, environment, and surroundings also influence individual
perception. For example, two drawn lines of the same length may look the
same length or different lengths, depending on the angle of adjacent lines or what
other people have said about the size of the lines.
o Signals versus noise. Our sensing mechanisms are bombarded by many
stimuli, some of which are important and some of which are not.
Important stimuli are called signals; those that are not important or
unwanted are called noise.

Memory

• Memory is viewed as consisting of two components, long-term and short-term (or

working) memory.
• Short-term, or working, memory receives information from either the senses or
long-term memory, but usually cannot receive both at once, the senses being
processed separately. Within short-term memory a limited amount of information
processing takes place. Information stored within it is variously thought to last
from 10 to 30 seconds, with the lower number being the most reasonable
speculation. Knowledge, experience, and familiarity govern the size and
complexity of the information that can be remembered.
• Long-term memory contains the knowledge we possess. Information received in
short-term memory is transferred to it and encoded within it, a process we call
learning. It is a complex process requiring some effort on our part. The learning
process is improved if the information being transferred from short-term memory
has structure and is meaningful and familiar. Learning is also improved through
repetition. Unlike short-term memory, with its distinct limitations, long-term
memory capacity is thought to be unlimited. An important memory consideration,
with significant implications for interface design, is the difference in ability to
recognize or recall words.

Sensory Storage

• Sensory storage is the buffer where the automatic processing of information

collected from our senses takes place. It is an unconscious process, large, attentive
to the environment, quick to detect changes, and constantly being replaced by
newly gathered stimuli. In a sense, it acts like radar, constantly scanning the
environment for things that are important to pass on to higher memory.
• Repeated and excessive stimulation can fatigue the sensory storage mechanism,
making it less attentive and unable to distinguish what is important (called
habituation). Avoid unnecessarily stressing it.
• Design the interface so that all aspects and elements serve a definite purpose.
Eliminating interface noise will ensure that important things will be less likely to
be missed.

Visual Acuity

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• The capacity of the eye to resolve details is called visual acuity. It is the
phenomenon that results in an object becoming more distinct as we turn our
eyes toward it and rapidly losing distinctness as we turn our eyes away—that is,
as the visual angle from the point of fixation increases.
• It has been shown that relative visual acuity is approximately halved at a
distanceof 2.5 degrees from the point of eye fixation
• The eye's sensitivity increases for those characters closest to the fixation point
(the “0”) and decreases for those characters at the extreme edges of the circle (a
50/50 chance exists for getting these characters correctly identified). This may
be presumed to be a visual “chunk” of a screen

Foveal and Peripheral Vision

• Foveal vision is used to focus directly on something; peripheral vision senses

anything in the area surrounding the location we are looking at, but what is there
cannot be clearly resolved because of the limitations in visual acuity just
described.
• Foveal and peripheral vision maintain, at the same time, a cooperative and a
competitive relationship. Peripheral vision can aid a visual search, but can also be
distracting.
• In its cooperative nature, peripheral vision is thought to provide clues to where the
eye should go next in the visual search of a screen.
• In its competitive nature, peripheral vision can compete with foveal vision for
attention. What is sensed in the periphery is passed on to our information-
processing system along with what is actively being viewed foveally.

Information Processing

• The information that our senses collect that is deemed important enough to do
something about then has to be processed in some meaningful way.
• There are two levels of information processing going on within us. One level, the
highest level, is identified with consciousness and working memory. It is limited,
slow, and sequential, and is used for reading and understanding.
• In addition to this higher level, there exists a lower level of information
processing, and the limit of its capacity is unknown. This lower level processes
familiar information rapidly, in parallel with the higher level, and without
conscious effort.
• Both levels function simultaneously, the higher level performing reasoning and
problem solving, the lower level perceiving the physical form of information
sensed.

Mental Models

• A mental model is simply an internal representation of a person's current

understanding of something. Usually a person cannot describe this mental mode
and most often is unaware it even exists.
• Mental models are gradually developed in order to understand something, explain

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things, make decisions, do something, or interact with another person. Mental
models also enable a person to predict the actions necessary to do things if the action has
been forgotten or has not yet been encountered.

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• A person already familiar with one computer system will bring to another system
a mental model containing specific visual and usage expectations. If the new
system complies with already-established models, it will be much easier to learn
and use.
• The key to forming a transferable mental model of a system is design consistency
and design standards.

Movement Control

• Particularly important in screen design is Fitts' Law (1954). This law states that:
• The time to acquire a target is a function of the distance to and size of the target.
• This simply means that the bigger the target is, or the closer the target is, the
faster it will be reached. The implications in screen design are:
o Provide large objects for important functions.
o Take advantage of the “pinning” actions of the sides, top, bottom, and
corners of the screen.
Learning

• Learning, as has been said, is the process of encoding in long-term memory

information
• A design developed to minimize human learning time can greatly accelerate
human performance. People prefer to stick with what they know, and they prefer
to jump in and get started that is contained in short-term memory.
• Learning can be enhanced if it:
o Allows skills acquired in one situation to be used in another somewhat like
it. Design consistency accomplishes this.
o Provides complete and prompt feedback.
o Is phased, that is, it requires a person to know only the information needed
at that stage of the learning process.
Skill

• The goal of human performance is to perform skillfully. To do so requires linking

inputs and responses into a sequence of action. The essence of skill is
performance of actions or movements in the correct time sequence with adequate
precision.
• Skills are hierarchical in nature, and many basic skills may be integrated to form
increasingly complex ones. Lower-order skills tend to become routine and may
drop out of consciousness.

Individual Differences
• In reality, there is no average user. A complicating but very advantageous human
characteristic is that we all differ—in looks, feelings, motor abilities, intellectual
abilities, learning abilities and speed, and so on.
• Individual differences complicate design because the design must permit people
with widely varying characteristics to satisfactorily and comfortably learn the task
or job, or use the Web site.
• Multiple versions of a system can easily be created. Design must provide for the
needs of all potential users.

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Understand the Business Function
The general steps to be performed are:

• Perform a business definition and requirements analysis.

• Determine basic business functions.
• Describe current activities through task analysis.
• Develop a conceptual model of the system.
• Establish design standards or style guides.
• Establish system usability design goals.
• Define training and documentation needs.
Business Definition and Requirements Analysis
• The objective of this phase is to establish the need for a system. A requirement is
an objective that must be met.
• A product description is developed and refined, based on input from users or
marketing. There are many techniques for capturing information for determining
requirements.

DIRECT METHODS

Advantages
• The significant advantage of the direct methods is the opportunity they provide to
hear the user's comments in person and firsthand.
• Person-to-person encounters permit multiple channels of communication (body
language, voice inflections, and so on) and provide the opportunity to
immediately follow up on vague or incomplete data.

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Here are some recommended direct methods for getting input from users.

Individual Face-to-Face Interview

• A one-on-one visit with the user to obtain information. It may be structured or
somewhat open-ended.
• A formal questionnaire should not be used, however. Useful topics to ask the user
to describe in an interview include:
• The activities performed in completing a task or achieving a goal or objective.
• The methods used to perform an activity.
• What interactions exist with other people or systems?
• It is also very useful to also uncover any:
o Potential measures of system usability
o Unmentioned exceptions to standard policies or procedures.
o Relevant knowledge the user must possess to perform the activity.
• Advantages
o Advantages of a personal interview are that you can give the user your full
attention, can easily include follow-up questions to gain additional
information, will have more time to discuss topics in detail, and will
derive a deeper understanding of your users, their experiences, attitudes,
beliefs, and desires.
• Disadvantages
o Disadvantages of interviews are that they can be costly and time-

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consuming to conduct, and someone skilled in interviewing techniques
should perform them.

Telephone Interview or Survey

• A structured interview conducted via telephone.

• Advantages
o Arranging the interview in advance allows the user to prepare for it.
o Telephone interviews are less expensive and less invasive than personal
interviews.
o They can be used much more frequently and are extremely effective for
very specific information.
• Disadvantage
o It is impossible to gather contextual information, such as a description of
the working environment, replies may be easily influenced by the
interviewer's comments, and body language cues are missing.
o Also, it may be difficult to contact the right person for the telephone
interview.
Traditional Focus Group

• A small group of users and a moderator brought together to verbally discuss the
requirements.
• The purpose of a focus group is to probe user's experiences, attitudes, beliefs, and
desires, and to obtain their reactions to ideas or prototypes
• Setting up focus group involves the following:
o Establish the objectives of the session.
o Select participants representing typical users, or potential users.
o Write a script for the moderator to follow.
o Find a skilled moderator to facilitate discussion, to ensure that the
discussion remains focused on relevant topics, and to ensure that everyone
participates.
o Allow the moderator flexibility in using the script.
o Take good notes, using the session recording for backup and clarification

Facilitated Team Workshop

• A facilitated, structured workshop held with users to obtain requirements
information. Similar to the traditional Focus Group
• Like focus groups, they do require a great deal of time to organize and run.
Observational Field Study
• Users are observed and monitored for an extended time to learn what they do.
• Observation provides good insight into tasks being performed, the working
environment and conditions, the social environment, and working practices
• Observation, however, can be time-consuming and expensive.
• Video recording of the observation sessions will permit detailed task analysis.

Requirements Prototyping

• A demo, or very early prototype, is presented to users for comments concerning

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functionality.
User-Interface Prototyping
• A demo, or early prototype, is presented to users to uncover user-interface issues
and problems
Usability Laboratory Testing
□ Users at work are observed, evaluated, and measured in a specially constructed
laboratory to establish the usability of the product at that point in time.
□ Usability tests uncover what people actually do, not what they think they do a
common problem with verbal descriptions
□ The same scenarios can be presented to multiple users, providing comparative
data from several users.
Card Sorting for Web Sites

• A technique to establish groupings of information for Web sites.

• Briefly, the process is as follows:
o From previous analyses, identify about 50 content topics and inscribe
them on index cards. Limit topics to no more than 100.
o Provide blank index cards for names of additional topics the participant
may want to add, and colored blank cards for groupings that the
participant will be asked to create.
o Number the cards on the back.
o Arrange for a facility with large enough table for spreading out cards.
o Select participants representing a range of users. Use one or two people at
a time and 5 to 12 in total.
o Explain the process to the participants, saying that you are trying to
determine what categories of information will be useful, what groupings
make sense, and what the groupings should be called.
o Ask the participants to sort the cards and talk out loud while doing so.
Advise the participants that additional content cards may be named and
added as they think necessary during the sorting process.
o Observe and take notes as the participants talk about what they are doing.
Pay particular attention to the sorting rationale.
o Upon finishing the sorting, if a participant has too many groupings ask
that they be arranged hierarchically.
o Ask participants to provide a name for each grouping on the colored blank
cards, using words that the user would expect to see that would lead them
to that particular grouping.
o Make a record of the groupings using the numbers on the back of each
card.
o Reshuffle the cards for the next session.
o When finished, analyze the results looking for commonalities among the
different sorting sessions.
INDIRECT METHODS
• An indirect method of requirements determination is one that places an
intermediary between the developer and the user. This intermediary may be
electronic or another person

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Problems of Indirect Method

• First, there may be a filtering or distortion of the message, either intentional or
unintentional.
• Next, the intermediary may not possess a complete, or current, understanding of
user's needs, passing on an incomplete or incorrect message.
• Finally, the intermediary may be a mechanism that discourages direct user-
developer contact for political reasons.
MIS Intermediary
• A company representative defines the user's goals and needs to designers and
developers.
• This representative may come from the Information Services department itself, or
he or she may be from the using department.

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Paper Survey or Questionnaire
• A survey or questionnaire is administered to a sample of users using traditional
mail methods to obtain their needs.
• Advantage
o Questionnaires have the potential to be used for a large target audience
located most anywhere, and are much cheaper than customer visits.
o They generally, however, have a low return rate
• Disadvantage
o They may take a long time to collect and may be difficult to analyze.
• Questionnaires should be composed mostly of closed questions
• Questionnaires should be relatively short and created by someone experienced in
their design.

Electronic Survey or Questionnaire

• A survey or questionnaire is administered to a sample of users using e-mail or the
Web to obtain their needs.
• In creating an electronic survey:
o Determine the survey objectives.
o Determine where you will find the people to complete the survey.
o Create a mix of multiple choice and open-ended questions requiring short
answers addressing the survey objectives.
o Keep it short, about 10 items or less is preferable.
o Keep it simple, requiring no more than 5–10 minutes to complete
• Iterative survey
o Consider a follow-up more detailed survey, or surveys, called iterative
surveys. Ask people who complete and return the initial survey if they are
willing to answer more detailed questions. If so, create and send the more
detailed survey.
o A third follow-up survey can also be designed to gather additional
information about the most important requirements and tasks
o Iterative surveys, of course, take a longer time to complete.
Electronic Focus Group
• A small group of users and a moderator discuss the requirements online using
workstations.
• advantages
o Advantages of electronic focus groups over traditional focus groups
are that the discussion is less influenced by group dynamics; has a
smaller chance of being dominated by one or a few participants;
can be anonymous, leading to more honest comments and less
caution in proposing new ideas
• Disadvantages
o The depth and richness of verbal discussions does not exist and the
communication enhancement aspects of seeing participant's body
language are missing.
Marketing and Sales
• Company representatives who regularly meet customers obtain suggestions or
needs, current and potential.

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Support Line
• Information collected by the unit that helps customers with day-to-day problems
is analyzed (Customer Support, Technical Support, Help Desk, etc.).
E-Mail or Bulletin Board
• Problems, questions, and suggestions from users posted to a bulletin board or
through e-mail are analyzed.

User Group
• Improvements are suggested by customer groups who convene periodically to
discuss software usage. They require careful planning.
Competitor Analyses
• A review of competitor's products or Web sites is used to gather ideas, uncover
design requirements and identify tasks.
Trade Show
• Customers at a trade show are presented a mock-up or prototype and asked for
comments.
Other Media Analysis
• An analysis of how other media, print or broadcast, present the process,
information, or subject matter of interest.
System Testing

□ New requirements and feedback are obtained from ongoing product testing
Requirements Collection Guidelines

• Establish 4 to 6 different developer-user links.

• Provide most reliance on direct links.

Determining Basic Business Functions

• A detailed description of what the product will do is prepared. Major system

functions are listed and described, including critical system inputs and outputs. A
flowchart of major functions is developed. The process the developer will use is
summarized as follows:
o Gain a complete understanding of the user's mental model based upon:
▪ The user's needs and the user's profile.
▪ A user task analysis.
o Develop a conceptual model of the system based upon the user's mental
model.
This includes:
▪ Defining objects.
▪ Developing metaphors.

Understanding the User’s Mental Model

• A goal of task analysis, and a goal of understanding the user, is to gain a picture
of the user's mental model. A mental model is an internal representation of a
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person's current conceptualization and understanding of something.
• Mental models are gradually developed in order to understand, explain, and do
something. Mental models enable a person to predict the actions necessary to do
things if the actions have been forgotten or have not yet been encountered.

Performing a Task Analysis

• User activities are precisely described in a task analysis. Task analysis involves
breaking down the user's activities to the individual task level. The goal is to
obtain an understanding of why and how people currently do the things that will
be automated.
• Knowing why establishes the major work goals; knowing how provides details of
actions performed to accomplish these goals. Task analysis also provides
information concerning workflows, the interrelationships between people, objects,
and actions, and the user's conceptual frameworks. The output of a task analysis
is a complete description of all user tasks and interactions.
• One result of a task analysis is a listing of the user's current tasks. This list should
be well documented and maintained. Changes in task requirements can then be
easily incorporated as design iteration occurs. Another result is a list of objects the
users see as important to what they do. The objects can be sorted into the
following categories:
o Concrete objects—things that can be touched.
o People who are the object of sentences—normally
organization employees, customers,
o for example.
o Forms or journals—things that keep track of information.
o People who are the subject of sentences—normally the users of a system.
o Abstract objects—anything not included above.

Developing Conceptual Models

• The output of the task analysis is the creation, by the designer, of a conceptual
model for the user interface. A conceptual model is the general conceptual
framework through which the system's functions are presented. Such a model
describes how the interface will present objects, the relationships between objects,
the properties of objects, and the actions that will be performed.
• The goal of the designer is to facilitate for the user the development of useful
mental model of the system. This is accomplished by presenting to the user a
meaningful conceptual model of the system. When the user then encounters the
system, his or her existing mental model will, hopefully, mesh well with the
system's conceptual model.

Guidelines for Designing Conceptual Models

• Reflect the user’s mental model not the designer’s: A user will have different
expectations and levels of knowledge than the designer. So, the mental models of
the user and designer will be different. The user is concerned with the task to be
performed, the business objectives that must be fulfilled.

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• Draw physical analogies or present metaphors: Replicate what is familiar and

well known. Duplicate actions that are already well learned. A metaphor, to be
effective, must be widely applicable within an interface.

• Comply with expectancies, habits, routines, and stereotypes: Use familiar

associations, avoiding the new and unfamiliar. With color, for example, accepted
meanings for red, yellow, and green are already well established. Use words and
symbols in their customary ways.

• Provide action-response compatibility: All system responses should be

compatible with the actions that elicit them. Names of commands, for example,
should reflect the actions that will occur.

• Make invisible parts and process of a system visible: New users of a system
often make erroneous or incomplete assumptions about what is invisible and
develop a faulty mental model. As more experience is gained, their mental models
evolve to become more accurate and complete. Making invisible parts of a system
visible will speed up the process of developing correct mental models.
• Provide proper and correct feedback: Be generous in providing feedback. Keep
a person informed of what is happening, and what has happened, at all times,
including:
o Provide visible results of actions.
o Display actions in progress.
o Provide a continuous indication of status.
o Present as much context information as possible.
o Provide clear, constructive, and correct error messages.

• Avoid anything unnecessary or irrelevant: Never display irrelevant information

on the screen. People may try to interpret it and integrate it into their mental
models, thereby creating a false one.

• Provide design consistency: Design consistency reduces the number of concepts

to be learned. Inconsistency requires the mastery of multiple models. If an
occasional inconsistency cannot be avoided, explain it to the user.
• Provide documentation and a help system that will reinforce the conceptual
model: Do not rely on the people to uncover consistencies and metaphors themselves. The
help system should offer advice aimed at improving mental models.

• Promote the development of both novice and expert mental models : Novices
and experts are likely to bring to bear different mental models when using a system.

Defining Objects

• Determine all objects that have to be manipulated to get work done. Describe:
— The objects used in tasks.
— Object behavior and characteristics that differentiate each kind of object.
— The relationship of objects to each other and the people using them.
— The actions performed.

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— The objects to which actions apply.
— State information or attributes that each object in the task must preserve,
display, or allow to be edited.
• Identify the objects and actions that appear most often in the workflow.
• Make the several most important objects very obvious and easy to manipulate.

Developing Metaphors

• A metaphor is a concept where one's body of knowledge about one thing is used
to understand something else. Metaphors act as building blocks of a system,
aiding understanding of how a system works and is organized.
• Real-world metaphors are most often the best choice. Replicate what is familiar
and well known. A common metaphor in a graphical system is the desktop and its
components,
o Choose the analogy that works best for each object and its actions.
o Use real-world metaphors.
o Use simple metaphors.
o Use common metaphors.
o Multiple metaphors may coexist.
o Use major metaphors, even if you can't exactly replicate them visually.
o Test the selected metaphors.

The Promise of Good UX Design

Good UX design has three fundamental measurements:
Useful: The solution provides content, features, or functions that meet common user needs; in
short, the experience must be useful in all aspects. example, an e-commerce website could
include the capability to see if a specific product is in stock or not

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Usable:The solution provides functionality that is easy to use and intuitive, for which basic
functions do not require much active concentration to accomplish. Given the e-commerce
example just used, this could mean that the process to purchase a product is simple and quick.

Desirable:Good UX designs enable experiences that are desirable, or even delightful. So not only
does the solution provide useful features that are easy to use, but it also does so in a way that
engages the user — often through great visual design, content, and copy. To continue with the e-
commerce the capability to purchase a product online should be so compelling and enjoyable that
users are likely to come back again sometime soon or even share the experience with others
within their friends and family.

UX Components
UX design is a particularly multidisciplinary practice that integrates a number of components.

Information architecture:

Information architecture is one of the most fundamental components to good UX design and
refers to breaking down a solution, website, or screen into the most basic contents, including
these:
 Navigation: How a user navigates on a site
 Content organization: How information is organized, into which modules or “containers”
it is placed, and where the modules go.
 Visual priority of page elements: Where things fall or reside on the screen
 Interaction design: Interaction design defines the rules for how a user interacts with an
experience.
Information architecture is most often brought to life during the design process through a
wireframe: a blackand-white sketch of a web page or an application screen, much like an
architectural blueprint that provides a basic illustration of a house under construction.

Content strategy:
Content strategy is similar to the overall editorial strategy for the experience, outlining the
objectives and defining characteristics of all the content, whether that is written content or
functionality. All content within an experience should have a purpose and must be meaningful
in helping a user achieve a task.

Interaction design:
Interaction design defines the rules for how a user interacts with an experience: what happens
when users navigate, choose buttons, and follow links, for instance.
Interaction design helps to define the journey a user goes through to accomplish a task. Say a
user wants to interact with online support on a website. What does the user do before, during,
and after that experience? What types of interaction should the website include so that all the
user’s needs are met? The area of interaction design is growing as the types of interactions
with digital products increases.
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Usability:
Usability refers to how well the experience performs against users' interactions with it. Is the
experience clear and intuitive to users, or does it require active concentration to complete
basic functions or needs? Poor usability is an experience killer in today’s world of digital
media. And an experience killer can mean a death in the relationship between you and your
user.
You should know your users — those who interact with your product, service, brand,
company, or all of the above via a digital interface — as well as you know your best friends
(or even better). This means you need to get into their minds and understand how they think,
act, look, and behave.

Visual design:
The visual aspects to any user’s experience are the most visible components of the solution.
Visual design not only helps to ensure a solution is aesthetically pleasing, but it also helps
ensure that the solution follows brand consistency. In addition, though, visual design helps a
user digest all the content on any screen, so it’s a key contributor to the usability of an
experience. Of course anyone who pays a professional to build an interface wants it to look
good. But sometimes, this becomes the main priority — color and imagery take the front seat
to all other design decisions.

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