User Experience Management, 1st Edition

Essential Skills for Leading Effective UX Teams

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

  

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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