User Experience Management, 1st Edition

Essential Skills for Leading Effective UX Teams

 
User Experience Management, 1st Edition,Arnie Lund,ISBN9780123854964
 
 
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Morgan Kaufmann

9780123854964

9780123854971

312

235 X 191

Straight from the office trenches…. the first complete toolbox of tried and tested UX management techniques

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Key Features

*Gives a UX leadership boot-camp from putting together a winning team, to giving them a driving focus, to acting as their spokesman, to handling difficult situations

*Full of practical advice and experiences for managers and leaders in virtually any area of the user experience field

*Contains best practices, real-world stories, and insights from UX leaders at IBM, Microsoft, SAP, and many more!

Description

User Experience Management: Essential Skills for Leading Effective UX Teams deals with specific issues associated with managing diverse user experience (UX) skills, often in corporations with a largely engineering culture. Part memoir and part handbook, it explains what it means to lead a UX team and examines the management issues of hiring, inheriting, terminating, layoffs, interviewing and candidacy, and downsizing. The book offers guidance on building and creating a UX team, as well as equipping and focusing the team. It also considers ways of nurturing the team, from coaching and performance reviews to conflict management and creating work-life balance. Furthermore, it discusses the essential skills needed in leading an effective team and developing a communication plan. This book will be valuable to new managers and leaders, more experienced managers, and anyone who is leading or managing UX groups or who is interested in assuming a leadership role in the future.

Readership

New managers, leads, or those that are expecting to become managers or leads in any of the user experience areas (e.g., user experience, human factors and ergonomics, usability, human-computer interaction, design, and user research)

Arnie Lund

Arnold (Arnie) Lund, PhD, CUXP is a Principal Director of User Experience at Microsoft. He began his career at AT&T Bell Laboratories in applied research, and helped build the science and technology organization at Ameritech. He managed design and exploratory development teams at US West Advanced Technologies, and served as a director at Sapient (where his focus areas ranged from information architecture to leading a global program in emerging technologies). Arnie has been elected to the ACM SIGCHI Academy; and co-chaired the CHI conferences in 1998 (Los Angeles) and 2008 (Florence, Italy). He is a Fellow of the Human Factors and Ergonomics Society (HFES), and served on the HFES Executive Council. He has long been engaged in human computer interaction (HCI) standards and in the area of accessibility and emerging technology, including chairing the HFES Institute and overseeing the HFES-200 standard and its approval as an ANSI standard. He is a certified user experience professional and served as president of the board of directors for the Board of Certification in Professional Ergonomics (BCPE). Arnie received his BA in chemistry from the University of Chicago, and his PhD in experimental psychology: human learning and memory from Northwestern University. He has published widely in R&D management and on research in natural user interfaces, and has a variety of patents. He has been on the advisory and editorial boards of various journals (e.g., Journal of Usability Studies and the International Journal of Speech Technology), and served on the board of directors for INFINITEC (focusing on infinite potential through assistive technologies). Arnie has taught user centered design at Northwestern University and elsewhere, and can be heard periodically teaching at the University of Washington. You can reach out to Arnie over LinkedIn, and follow his experiences as a UX manager on Twitter @ArnieLund.

Affiliations and Expertise

PhD, CUXP, Principal Director of User Experience at Microsoft.

User Experience Management, 1st Edition


Dedication

About the Author

Chapter 1 Introduction

    One Manager’s Personal History

    Questions You Might Be Asking

    Intended Audience

    Navigating the Book

    Highlights from the 2010 SIGCHI Panel “Managing User Experience-Managing Change”

Chapter 2 Building the Team

    Hiring

         Identifying the Skills Needed

         Interviewing

         Finding Great People

         Interns

         Vendors and Contractors

         What About Certification

         Salaries

    Inheriting

    Firing

    Layoffs

    Building a Great Team

    Interviewing and Candidacy

    Merger and Acquisition: Impact on UX Management

    Building and Managing a Consulting Team

    Letting People Go

Chapter 3 Creating Your Team

    A First Day Experience

    Sizing the Team

         Small, Medium, and Large Teams

    Defining the Mix of Skills

    Positioning the Team

         The Need for Champions

         Distribute the Team or Centralize It

         Positioning Within the Company

         Higher or Lower in the Company

         Where Should People Sit

         Working Remotely

         Moving Your Team in the Organization

    Funding the Team

         Estimating Your Needs

         Direct Funding Versus Strategic

         An Engagement Model

    Positioning Within the Company

    Working Remotely

    What Do You Mean by UX Globalization?

Chapter 4 Equipping the Team

    The Environment

         Lab Space

         Design Studio

         Ambient Spaces

    Tools

    Budgeting

    Other Opportunities

    Budgeting

Chapter 5 Focusing the Team

    Finding Your Soul

         Ideas Shaping My Approach

    A Strategic Framework

    Defining Your Vision and Mission

         Vision Statement

         Mission Statement

    The Elevator Pitch

    Creating a Strategy

         A Case Study: Creating a User-Centered Culture

    Five Management Dimensions in Managing a Usability Design Team

    Lessons Learned in Managing a UX Consultancy

    Building an Integrated Information Architecture Practice at Sapient During the Dot-Com Boom

Chapter 6 Creating a High Performance Team

    Define Your Team Identity

    Taking the Team Pulse

    What People Want

    Moving Through the Growth Cycle

         Managing Through Change

         Winning Loyalty

    Identify Shared Values

    Clarity in Roles and Responsibilities

         RACI

    Mentoring and Apprenticeship Models

    Training Organizations

    Boomers, Gen X, and Gen Y Differences in the Workplace

    Using DISC Profiles to Get New Teams Talking

    HR Policies and Rationale

    Managing a Fast-Growing UX Team and Maintaining Quality

    The 4 Stages of Team Development

Chapter 7 Nurturing the Team

    The Critique

    Growing Performance and Careers

         Setting Commitments

         Fruitful Coaching

         Lavishing Recognition

         Doing Performance Reviews

         Encouraging Professional Activity

    Managing Conflict

    Creating Work-Life Balance

    Leveraging Morale Events (Fun with a Purpose)

    Taking Care of Yourself

         Improving as a Manager

    Performance Reviews

    Rallying the Troops

    UX Team Lunches: Creating Team Traditions

    Growing Performance and Careers

Chapter 8 Transforming the Organization

    ROI

         Traditional Perspective

         Rethinking the Argument

         A Strategy Perspective

    Positioning in the UX Process Maturity Model

         Assessing Maturity

    Developing the Portfolio of Work

         Getting into a Project

    Standardization and Reuse

         External Standards

    Scaling Up and Design Thinking

         Training Others

    Is Usability ROI Still Relevant? Was It Ever?

    Defining Your Value to the Organization

    Successful Collaboration Across the Organization

    Developing a Portfolio of Work

Chapter 9 Evangelizing UX

    Communication Plan

    Group Branding

    Managing Up

    Books to Share with Senior Managers

    Corporate Community Building

    Managing Up: It’s About Speaking Their Language and Taking Their Perspective

Chapter 10 Conclusion

    Leadership

    Should You Be Managing?

    A Final Comment

    Management Observations

Appendix

    Professional Society Conferences

    Other Recommended Management Books

         Nelson Soken Recommendations

    Additional Helpful Resources

References

Index




Quotes and reviews

Few have had the time or opportunity to get the kind of experience that Arnie Lund has had. Our very good fortune is that Arnie is the very essence of the reflective practitioner, and has the generosity of mind and spirit to turn his own career experience not into an autobiography or a "managing as I see it" book of tips.  Instead, Dr. Lund takes a deep and wide look at the kinds of organizations and the different kinds of work that he has seen, from many vantage points, and uses that to engage a remarkable set of colleagues to reflect on, explain, and extend the practice of managing experience design. Arnie has been managing on the edge of the emerging fields involved here for as long as they’ve been emerging.  The breadth of his experience and the discipline of his reflection on it makes for a remarkably comprehensive collection of issues.-Dr. Rick Robinson, Research Fellow, Design Continuum, Boston

Lund, a user experience manager who has taught user-centered design and related topics at universities, explains how to be an effective user experience team manager. He draws from his experiences and those of other managers to focus on the specific issues associated with managing user experience skills and leading a team in corporations that are mostly engineering-based. He discusses building, equipping, focusing, nurturing, and creating a high-performance team, including defining a strategic framework, creating team identity, identifying and shaping shared values, growing the team as individuals, dealing with conflict, and balancing work and personal life, as well as transforming the organization. -- SciTech Book News

 
 
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