One of the things that we've seen at Small Footprint is companies that are capturing a lot of data but need to help making sense of it.
The Small Footprint Blog
When hiring a new Quality Assurance Engineer (QA) for my team I like to ask them about exploratory testing. I do this as a way to gauge their maturity as well as their creativity. Exploratory skills come with a whole set of tools and techniques that are gained in years of testing on a multitude of projects. A good QA is one that can adapt and identify the needs of any project at any time.
In the dynamic world of software development, project lifespans are rarely considered when it comes to setting expectations for the teams responsible with the delivery of these projects, and building teams that perform well together in a short period of time is quite a challenging task.
Different projects require different skill sets, so teams that worked very well together on previous projects may find the technology stack of new projects quite difficult, thus, simply moving a team from a project to another isn’t always the straight-forward solution.
Last week we discussed best practices for engaging users and making them feel part of the design team. Our next step is to organize the data collected from user interviews in such a way as to enable the creation of user stories, complete with user acceptance criteria.
Once you’ve convinced everyone of the importance and viability of the user interview in the software development process, it’s time to consider how to structure and conduct your user interviews to maximize the benefits to your and your client's organizations.
Designing the user interview correctly is integral to making the most out of your and your interviewee’s time. Establish rapport with your interviewees. Let them know from the get-go how integral their feedback is to the process.
Ward Andrews, a successful UX strategist and my pick for blog author of the month, has discovered that many functional products are often heavily influenced by internal preferences and politics when they should be designed based on user needs.
Is this true in your organization? If so, let’s begin the conversation about how we can initiate change that will not only benefit your organization, but also the users who rely on you and your products.
The lifecycle of a company is really four phases: its startup phase, growth, maturity, and decline. On average in the US, an organization goes through those four phases in 10 years. That amount of time is short, and it's getting shorter due to rapid technological change and competition. So in order for companies and organizations to achieve longevity and success in the long-term, they need to innovate.