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'+item.titleNoFormatting+'
'; html+= ''; html+= ''; html+= item.content; html+= '
'; html+= ''; } document.getElementById('newsresults').innerHTML = html; } }; Now, I can call that function at the bottom of my document: If I only want to run that search when there’s room for a sidebar, I can wrap it in an if statement: If the browser is wider than 640 pixels, that will fire off a search for news stories about cats and put the results into the newsresults element in my markup:الموضوع
You can also set the direction via CSS.
.rtl {
direction: rtl;
}
It’s generally recommended that you don’t use CSS to set the direction of the text. Text direction is an important part of the content that should be retained even in environments where the CSS may not be available or fails to load.
How things change with the direction attribute
Just adding the dir attribute tells the browser to render the content within it differently.
The text aligns to the right of the page and, interestingly, punctuation appears at the left of the sentence. (We’ll get to that in a little bit.)
Scrollbars in most browsers will appear on the left instead of the right. Webkit is the notable exception here which always shows the scrollbar on the right, no matter what the text direction is. Avoid having a design that has an expectation that the scrollbar will be in a specific place (and a specific size).
Changing the order of text mid-way
As we saw in that previous example, the punctuation appeared at the beginning of the sentence instead of the end, even though the text was English. At Yahoo!, we have an interesting dilemma where the company name has punctuation in it. Therefore, when the name appears in the middle of (for example) Arabic text, the exclamation mark appears at the beginning of the word instead of the end.
There are two ways in which this problem can be solved:
1. Use HTML around the left-to-right content, or
To solve the problem of the Yahoo! name in the midst of Arabic text, we can wrap a span around it and change the direction on that element.
2. Use a text direction mark in the content.
Unicode has two marks, U+200E and U+200F, that tell the browser that the text is in a particular direction. Placing this right after the punctuation will correct the placement.
Using the HTML entity:
Yahoo!
Tables
Thankfully, the cells of a data table also get reordered from right to left. Equally as nice, if you’re using display:table, the content will still get reordered.
CSS
So far, we’ve seen that the dir attribute does a pretty decent job of getting content flowing in the direction that we need it. Unfortunately, there are huge swaths of design that is handled by CSS that the handy dir attribute has zero effect over.
Many properties, like float or absolute positioning with left and right values, are unaffected and must be handled manually. Elements that were floated left must now by floated right. Left margins and paddings must now move to the right and the right margins and paddings must now move to the left.
Since the browser won’t handle this for us, we have a couple approaches that we can use:
CSS Only
We can take advantage of the attribute selector to target CSS to apply in one direction or another.
[dir=ltr] .module {
float: left;
margin: 0 0 0 20px;
}
[dir=rtl] .module {
float: right;
margin: 0 20px 0 0;
}
As you can see from this example, both of the properties have been modified for the flipped interface. If your interface is rather complicated, you will have to create a lot of duplicate rules to have the site looking good in both directions while serving up a single stylesheet.
CSSJanus
Google has a tool called CSSJanus. It’s a Python script that runs over the LTR versions of your CSS files and generates RTL versions. For the RTL version of the site, just serve up those CSS files instead of the LTR versions.
The script looks for keywords and value combinations and automatically swaps them so you don’t have to.
At Yahoo!, CSSJanus was a huge help in speeding up our development of a bidi interface. We’ve also made a number of improvements to the script to better handle border radius, background positioning, and gradients. We will be pushing those changes back into the CSSJanus project.
Background Images
Background images, especially for things like CSS sprites, also raise an interesting dilemma. Background images are positioned relative to the left of the element. In a flipped interface, however, we need to position it relative to the right. An icon that would be to the left of some text will now need to appear on the right.
If the x position of the background is percentage-based, then it’s fairly easy to swap the values. 0 becomes 100%, 10% becomes 90% and so on. If the x position is pixel-based, then we’re in a bit of a pickle. There’s no way to say that the image should be a certain number of pixels from the right.
Therefore, you’ll need to ensure that any background image that needs to be swapped should be percentage-based. (99.9% of the the time, the background position will need to be 0 so that it can be changed to 100% for RTL.)
If you’re taking an existing implementation, background positioning will likely be the biggest hurdle you’ll have to overcome in swapping your interface around. If you make sure your x position is always percentage-based from the beginning, you’ll have a much smoother process ahead of you!
Flipping Images
This is a more subtle point and one where you’ll really want an expert with the region to weigh in on. In RTL interfaces, users may expect certain icons to also be flipped. Pencil icons that skew to the right in LTR interfaces might need to be swapped to skew to the left, instead. Chat bubbles that come from the left will need to come from the right.
The easiest way to handle this is to create new images. Name the LTR versions with -ltr in the name and name the RTL versions with -rtl in the name. CSSJanus will automatically rename all file references from -ltr to -rtl.
The Future
Thankfully, those within the W3C recognize that CSS should be more agnostic. As a result, they’ve begun introducing new properties that allow the browser to manage the swapping from left to right for us.
The CSS3 specification for backgrounds allows for the background-position to be relative to other corners other than the top left by specifying keywords before each position.
This will position the background 5px from the bottom right of the element.
background-position: right 5px bottom 5px;
Opera 11.60 is currently the only browser that supports this syntax.
For margin and padding, we have margin-start and margin-end. In LTR interfaces, margin-start would be the same as margin-left and in RTL interfaces, margin-start would be the same as margin-right.
Firefox and Webkit support these but with vendor prefixes right now:
-webkit-margin-start: 20px;
-moz-margin-start: 20px;
In the CSS3 Images working draft specification, there’s an image() property that allows us to specify image fallbacks and whether those fallbacks are for LTR or RTL interfaces.
background: image('sprite.png' ltr, 'sprite-rtl.png' rtl);
Unfortunately, no browser supports this yet but it’s nice to be able to dream of how much easier this will be in the future!
Ho Ho Ho
Hopefully, after all of this, you’re full of cheer knowing that you’re well on your way to creating interfaces that can go both ways!",2011,Jonathan Snook,jonathansnook,2011-12-19T00:00:00+00:00,https://24ways.org/2011/going-both-ways/,ux
159,How Media Studies Can Massage Your Message,"A young web designer once told his teacher ‘just get to the meat already.’ He was frustrated with what he called the ‘history lessons and name-dropping’ aspects of his formal college course. He just wanted to learn how to build Web sites, not examine the reasons why.
Technique and theory are both integrated and necessary portions of a strong education. The student’s perspective has direct value, but also holds a distinct sorrow: Knowing the how without the why creates a serious problem. Without these surrounding insights we cannot tap into the influence of the history and evolved knowledge that came before. We cannot properly analyze, criticize, evaluate and innovate beyond the scope of technique.
History holds the key to transcending former mistakes. Philosophy encourages us to look at different points of view. Studying media and social history empowers us as Web workers by bringing together myriad aspects of humanity in direct relation to the environment of society and technology. Having an understanding of media, communities, communication arts as well as logic, language and computer savvy are all core skills of the best of web designers in today’s medium.
Controlling the Message
‘The computer can’t tell you the emotional story. It can give you the exact mathematical design, but what’s missing is the eyebrows.’ – Frank Zappa
Media is meant to express an idea. The great media theorist Marshall McLuhan suggests that not only is media interesting because it’s about the expression of ideas, but that the media itself actually shapes the way a given idea is perceived. This is what McLuhan meant when he uttered those famous words: ‘The medium is the message.’
If instead of actually serving a steak to a vegetarian friend, what might a painting of the steak mean instead? Or a sculpture of a cow? Depending upon the form of media in question, the message is altered.
Figure 1
Must we know the history of cows to appreciate the steak on our plate? Perhaps not, but if we begin to examine how that meat came to be on the plate, the social, cultural and ideological associations of that cow, we begin to understand the complexity of both medium and message. A piece of steak on my plate makes me happy. A vegetarian friend from India might disagree and even find that that serving her a steak was very insensitive.
Takeaway: Getting the message right involves understanding that message in order to direct it to your audience accordingly.
A Separate Piece
If we revisit the student who only wants technique, while he might become extremely adept at the rendering of an idea, without an understanding of the medium, how is he to have greater control over how that idea is perceived? Ultimately, his creativity is limited and his perspective narrowed, and the teacher has done her student a disservice without challenging him, particularly in a scholastic environment, to think in liberal, creative and ultimately innovative terms.
For many years, web pundits including myself have promoted the idea of separation as a core concept within creating effective front-end media for the Web. By this, we’ve meant literal separation of the technologies and documents: Markup for content; CSS for presentation; DOM Scripting for behavior. While the message of separation was an important part of understanding and teaching best practices for manageable, scalable sites, that separation is really just a separation of pieces, not of entire disciplines.
For in fact, the medium of the Web is an integrated one. That means each part of the desired message must be supported by the media silos within a given site. The visual designer must study the color, space, shape and placement of visual objects (including type) into a meaningful expression. The underlying markup is ideally written as semantically as possible, promote the meaning of the content it describes. Any interaction and functionality must make the process of the medium support, not take away from, the meaning of the site or Web application.
Examination: The Glass Bead Game
Figure 2
Figure 2 shows two screenshots of CoreWave’s historic ‘Glass Bead Game.’ Fashioned after Herman Hesse’s novel of the same name, the game was an exploration of how ideas are connected to other ideas via multiple forms of media. It was created for the Web in 1996 using server-side randomization with .htmlx files in order to allow players to see how random associations are in fact not random at all.
Takeaway: We can use the medium itself to explore creative ideas, to link us from one idea to the next, and to help us better express those ideas to our audiences.
Computers and Human Interaction
Since our medium involves computers and human interaction, it does us well to look to foundations of computers and reason. Not long ago I was chatting with Jared Spool on IM about this and that, and he asked me ‘So how do you feel about that?’ This caused me no end of laughter and I instantly quipped back ‘It’s okay by me ELIZA.’ We both enjoyed the joke, but then I tried to share it with another dare I say younger colleague, and the reference was lost.
Raise your hand if you got the reference! Some of you will, but many people who come to the Web medium do not get the benefit of such historical references because we are not formally educated in them. Joseph Weizenbaum created the ELIZA program, which emulates a Rogerian Therapist, in 1966. It was an early study of computers and natural human language. I was a little over 2 years old, how about you?
Conversation with Eliza
There are fortunately a number of ELIZA emulators on the Web. I found one at http://www.chayden.net/eliza/Eliza.html that actually contains the source code (in Java) that makes up the ELIZA script.
Figure 3 shows a screen shot of the interaction. ELIZA first welcomes me, says ‘Hello, How do you do. Please state your problem’ and we continue in a short loop of conversation, the computer using cues from my answers to create new questions and leading fragments of conversation.
Figure 3
Albeit a very limited demonstration of how humans could interact with a computer in 1966, it’s amusing to play with now and compare it to something as richly interactive as the Microsoft Surface (Figure 4). Here, we see clear Lucite blocks that display projected video. Each side of the block has a different view of the video, so not only does one have to match up the images as they are moving, but do so in the proper directionality.
Figure 4
Takeway: the better we know our environment, the more we can alter it to emulate, expand and even supersede our message.
Leveraging Holiday Cheer
Since most of us at least have a few days off for the holidays now that Christmas is upon us, now’s a perfect time to reflect on ones’ environment and examine the messages within it. Convince your spouse to find you a few audio books for stocking stuffers. Find interactive games to play with your kids and observe them, and yourself, during the interaction. Pour a nice egg-nog and sit down with a copy of Marshall McLuhan’s ‘The Medium is the Massage.’ Leverage that holiday cheer and here’s to a prosperous, interactive new year.",2007,Molly Holzschlag,mollyholzschlag,2007-12-22T00:00:00+00:00,https://24ways.org/2007/how-media-studies-can-massage-your-message/,ux
69,How to Do a UX Review,"A UX review is where an expert goes through a website looking for usability and experience problems and makes recommendations on how to fix them.
I’ve completed a number of UX reviews over my twelve years working as a user experience consultant and I thought I’d share my approach.
I’ll be talking about reviewing websites here; you can adapt the approach for web apps, or mobile or desktop apps.
Why conduct a review
Typically, a client asks for a review to be undertaken by a trusted and, ideally, detached third party who either works for an agency or is a freelancer. Often they may ask a new member of the UX team to complete one, or even set it as a task for a job interview. This indicates the client is looking for an objective view, seen from the outside as a user would see the website.
I always suggest conducting some user research rather than a review. Users know their goals and watching them make (what you might think of as) mistakes on the website is invaluable. Conducting research with six users can give you six hours’ worth of review material from six viewpoints. In short, user research can identify more problems and show how common those problems might be.
There are three reasons, though, why a review might better suit client needs than user research:
Quick results: user research and analysis takes at least three weeks.
Limited budget: the £6–10,000 cost to run user research is about twice the cost of a UX review.
Users are hard to reach: in the business-to-business world, reaching users is difficult, especially if your users hold senior positions in their organisations. Working with consumers is much easier as there are often more of them.
There is some debate about the benefits of user research over UX review. In my experience you learn far more from research, but opinions differ.
Be objective
The number one mistake many UX reviewers make is reporting back the issues they identify as their opinion. This can cause credibility problems because you have to keep justifying why your opinion is correct.
I’ve had the most success when giving bad news in a UX review and then finally getting things fixed when I have been as objective as possible, offering evidence for why something may be a problem.
To be objective we need two sources of data: numbers from analytics to appeal to reason; and stories from users in the form of personas to speak to emotions. Highlighting issues with dispassionate numerical data helps show the extent of the problem. Making the problems more human using personas can make the problem feel more real.
Numbers from analytics
The majority of clients I work with use Google Analytics, but if you use a different analytics package the same concepts apply. I use analytics to find two sets of things.
1. Landing pages and search terms
Landing pages are the pages users see first when they visit a website – more often than not via a Google search. Landing pages reveal user goals. If a user landed on a page called ‘Yellow shoes’ their goal may well be to find out about or buy some yellow shoes.
It would be great to see all the search terms bringing people to the website but in 2011 Google stopped providing search term data to (rightly!) protect users’ privacy. You can get some search term data from Google Webmaster tools, but we must rely on landing pages as a clue to our users’ goals.
The thing to look for is high-traffic landing pages with a high bounce rate. Bounce rate is the percentage of visitors to a website who navigate away from the site after viewing only one page. A high bounce rate (over 50%) isn’t good; above 70% is bad.
To get a list of high-traffic landing pages with a high bounce rate install this bespoke report.
Google Analytics showing landing pages ordered by popularity and the bounce rate for each.
This is the list of pages with high demand and that have real problems as the bounce rate is high. This is the main focus of the UX review.
2. User flows
We have the beginnings of the user journey: search terms and initial landing pages. Now we can tap into the really useful bit of Google Analytics. Called behaviour flows, they show the most common order of pages visited.
Behaviour flows from Google Analytics, showing the routes users took through the website.
Here we can see the second and third (and so on) pages users visited. Importantly, we can also see the drop-outs at each step.
If your client has it set up, you can also set goal pages (for example, a post-checkout contact us and thank you page). You can then see a similar view that tracks back from the goal pages. If your client doesn’t have this, suggest they set up goal tracking. It’s easy to do.
We now have the remainder of the user journey.
A user journey
Expect the work in analytics to take up to a day.
We may well identify more than one user journey, starting from different landing pages and going to different second- and third-level pages. That’s a good thing and shows we have different user types. Talking of user types, we need to define who our users are.
Personas
We have some user journeys and now we need to understand more about our users’ motivations and goals.
I have a love-hate relationship with personas, but used properly these portraits of users can help bring a human touch to our UX review.
I suggest using a very cut-down view of a persona. My old friends Steve Cable and Richard Caddick at cxpartners have a great free template for personas from their book Communicating the User Experience.
The first thing to do is find a picture that represents that persona. Don’t use crappy stock photography – it’s sometimes hard to relate to perfect-looking people) – use authentic-looking people. Here’s a good collection of persona photos.
An example persona.
The personas have three basic attributes:
Goals: we can complete these drawing on the analytics data we have (see example).
Musts: things we have to do to meet the persona’s needs.
Must nots: a list of things we really shouldn’t do.
Completing points 2 and 3 can often be done during the writing of the report.
Let’s take an example. We know that the search term ‘yellow shoes’ takes the user to the landing page for yellow shoes. We also know this page has a high bounce rate, meaning it doesn’t provide a good experience.
With our expert hat on we can review the page. We will find two types of problem:
Usability issues: ineffective button placement or incorrect wording, links not looking like links, and so on.
Experience issues: for example, if a product is out of stock we have to contact the business to ask them to restock.
That link is very small and hard to see.
We could identify that the contact button isn’t easy to find (a usability issue) but that’s not the real problem here. That the user has to ask the business to restock the item is a bad user experience. We add this to our personas’ must nots. The big experience problems with the site form the musts and must nots for our personas.
We now have a story around our user journey that highlights what is going wrong.
If we’ve identified a number of user journeys, multiple landing pages and differing second and third pages visited, we can create more personas to match. A good rule of thumb is no more than three personas. Any more and they lose impact, watering down your results.
Expect persona creation to take up to a day to complete.
Let’s start the review
We take the user journeys and we follow them step by step, working through the website looking for the reasons why users drop out at each step. Using Keynote or PowerPoint, I structure the final report around the user journey with separate sections for each step.
For each step we’ll find both usability and experience problems. Split the results into those two groups.
Usability problems are fairly easy to fix as they’re often quick design changes. As you go along, note the usability problems in one place: we’ll call this ‘quick wins’. Simple quick fixes are a reassuring thing for a client to see and mean they can get started on stuff right away. You can mark the severity of usability issues. Use a scale from 1 to 3 (if you use 1 to 5 everything ends up being a 3!) where 1 is minor and 3 is serious.
Review the website on the device you’d expect your persona to use. Are they using the site on a smartphone? Review it on a smartphone.
I allow one page or slide per problem, which allows me to explain what is going wrong. For a usability problem I’ll often make a quick wireframe or sketch to explain how to address it.
A UX review slide displaying all the elements to be addressed. These slides may be viewed from across the room on a screen so zoom into areas of discussion.
(Quick tip: if you use Google Chrome, try Awesome Screenshot to capture screens.)
When it comes to the more severe experience problems – things like an online shop not offering next day delivery, or a business that needs to promise to get back to new customers within a few hours – these will take more than a tweak to the UI to fix.
Call these something different. I use the terms like business challenges and customer experience issues as they show that it will take changes to the organisation and its processes to address them. It’s often beyond the remit of a humble UX consultant to recommend how to fix organisational issues, so don’t try.
Again, create a page within your document to collect all of the business challenges together.
Expect the review to take between one and three days to complete.
The final report should follow this structure:
The approach
Overview of usability quick wins
Overview of experience issues
Overview of Google Analytics findings
The user journeys
The personas
Detailed page-by-page review (broken down by steps on the user journey)
There are two academic theories to help with the review.
Heuristic evaluation is a set of criteria to organise the issues you find. They’re great for categorising the usability issues you identify but in practice they can be quite cumbersome to apply.
I prefer the more scientific and much simpler cognitive walkthrough that is focused on goals and actions.
A workshop to go through the findings
The most important part of the UX review process is to talk through the issues with your client and their team.
A document can only communicate a certain amount. Conversations about the findings will help the team understand the severity of the issues you’ve uncovered and give them a chance to discuss what to do about them.
Expect the workshop to last around three hours.
When presenting the report, explain the method you used to conduct the review, the data sources, personas and the reasoning behind the issues you found. Start by going through the usability issues. Often these won’t be contentious and you can build trust and improve your credibility by making simple, easy to implement changes.
The most valuable part of the workshop is conversation around each issue, especially the experience problems. The workshop should include time to talk through each experience issue and how the team will address it.
I collect actions on index cards throughout the workshop and make a note of who will take what action with each problem.
Index cards showing the problem and who is responsible.
When talking through the issues, the person who designed the site is probably in the room – they may well feel threatened. So be nice.
When I talk through the report I try to have strong ideas, weakly held.
At the end of the workshop you’ll have talked through each of the issues and identified who is responsible for addressing them. To close the workshop I hand out the cards to the relevant people, giving them a physical reminder of the next steps they have to take.
That’s my process for conducting a review. I’d love to hear any tips you have in the comments.",2015,Joe Leech,joeleech,2015-12-03T00:00:00+00:00,https://24ways.org/2015/how-to-do-a-ux-review/,ux
203,Jobs-to-Be-Done in Your UX Toolbox,"Part 1: What is JTBD?
The concept of a “job” in “Jobs-To-Be-Done” is neatly encapsulated by a oft-quoted line from Theodore Levitt:
“People want a quarter-inch hole, not a quarter inch drill”.
Even so, Don Norman pointed out that perhaps Levitt “stopped too soon” at what the real customer goal might be. In the “The Design of Everyday Things”, he wrote:
“Levitt’s example of the drill implying that the goal is really a hole is only partially correct, however. When people go to a store to buy a drill, that is not their real goal. But why would anyone want a quarter-inch hole? Clearly that is an intermediate goal. Perhaps they wanted to hang shelves on the wall. Levitt stopped too soon. Once you realize that they don’t really want the drill, you realize that perhaps they don’t really want the hole, either: they want to install their bookshelves. Why not develop methods that don’t require holes? Or perhaps books that don’t require bookshelves.”
In other words, a “job” in JTBD lingo is a way to express a user need or provide a customer-centric problem frame that’s independent of a solution. As Tony Ulwick says:
“A job is stable, it doesn’t change over time.”
An example of a job is “tiding you over from breakfast to lunch.” You could hire a donut, a flapjack or a banana for that mid-morning snack—whatever does the job. If you can arrive at a clearly identified primary job (and likely some secondary ones too), you can be more creative in how you come up with an effective solution while keeping the customer problem in focus.
The team at Intercom wrote a book on their application of JTBD. In it, Des Traynor cleverly characterised how JTBD provides a different way to think about solutions that compete for the same job:
“Economy travel and business travel are both capable candidates applying for [the job: Get me face-to-face with my colleague in San Francisco], though they’re looking for significantly different salaries. Video conferencing isn’t as capable, but is willing to work for a far smaller salary. I’ve a hiring choice to make.”
So far so good: it’s relatively simple to understand what a job is, once you understand how it’s different from a “task”. Business consultant and Harvard professor Clay Christensen talks about the concept of “hiring” a product to do a “job”, and firing it when something better comes along. If you’re a company that focuses solutions on the customer job, you’re more likely to succeed. You’ll find these concepts often referred to as “Jobs-to-be-Done theory”. But the application of Jobs-to-Be-Done theory is a little more complicated; it comprises several related approaches.
I particularly like Jim Kalbach’s description of how JTBD is a “lens through which to understand value creation”. But it is also more. In my view, it’s a family of frameworks and methods—and perhaps even a philosophy.
Different facets in a family of frameworks
JTBD has its roots in market research and business strategy, and so it comes to the research table from a slightly different place compared to traditional UX or design research—we have our roots in human-computer interaction and ergonomics. I’ve found it helpful to keep in mind is that the application of JTBD theory is an evolving beast, so it’s common to find contradictions across different resources. My own use of it has varied from project to project. In speaking to others who have adopted it in different measures, it seems that we have all applied it in somewhat multifarious ways. As we like to often say in interviews: there are no wrong answers.
Outcome Driven Innovation
Tony Ulwick’s version of the JTBD history began with Outcome Driven Innovation (ODI), and this approach is best outlined in his seminal article published in the Harvard Business Review in 2002. To understand his more current JTBD approach in his new book “Jobs to Be Done: Theory to Practice”, I actually found it beneficial to read his approach in the original 2002 article for a clearer reference point.
In the earlier article, Ulwick presented a rigorous approach that combines interviews, surveys and an “opportunity” algorithm—a sequence of steps to determine the business opportunity. ODI centres around working with “desired outcome statements” that you unearth through interviews, followed by a means to quantify the gap between importance and satisfaction in a survey to different types of customers.
Since 2008, Ulwick has written about using job maps to make sense of what the customer may be trying to achieve. In a recent article, he describes the aim of the activity is “to discover what the customer is trying to get done at different points in executing a job and what must happen at each juncture in order for the job to be carried out successfully.”
A job map is not strictly a journey map, however tempting it is to see it that way. From a UX perspective, is one of many models we can use—and as our research team at Clearleft have found, how we use model can depend on the nature of the jobs we’ve uncovered in interviews and the characteristics of the problem we’re attempting to solve.
Figure 1. Universal job map
Ulwick’s current methodology is outlined in his new book, where he describes a complete end-to-end process: from customer and competitor research to framing market and product strategy.
The Jobs-To-Be-Done Interview
Back in 2013, I attended a workshop by Chris Spiek and Bob Moesta from the ReWired Group on JTBD at the behest of a then-MailChimp colleague, and I came away excited about their approach to product research. It felt different from anything I’d done before and for the first time in years, I felt that I was genuinely adding something new to my research toolbox.
A key idea is that if you focus on the stories of those who switched to you, and those who switch away from you, you can uncover the core jobs through looking at these opposite ends of engagement.
This framework centres around the JTBD interview method, which harnesses the power of a narrative framework to elicit the real reasons why someone “hired” something to do a job—be it something physical like a new coffee maker, or a digital service, such as a to-do list app. As you interview, you are trying to unearth the context around the key moments on the JTBD timeline (Figure 2). A common approach is to begin from the point the customer might have purchased something, back to the point where the thought of buying this thing first occurred to them.
Figure 2. JTBD Timeline
Figure 3. The Four Forces
The Forces Diagram (Figure 3) is a post-interview analysis tool where you can map out what causes customers to switch to something new and what holds them back.
The JTBD interview is effective at identifying core and secondary jobs, as well as some context around the user need. Because this method is designed to extract the story from the interviewee, it’s a powerful way to facilitate recall. Having done many such interviews, I’ve noticed one interesting side effect: participants often remember more details later on after the conversation has formally ended. It is worth scheduling a follow-up phone call or keep the channels open.
Strengths aside, it’s good to keep in mind that the JTBD interview is still primarily an interview technique, so you are relying on the context from the interviewee’s self-reported perspective. For example, a stronger research methodology combines JTBD interviews with contextual research and quantitative methods.
Job Stories
Alan Klement is credited for coming up with the term “job story” to describe the framing of jobs for product design by the team at Intercom:
“When … I want to … so I can ….”
Figure 4. Anatomy of a Job Story
Unlike a user story that traditionally frames a requirement around personas, job stories frame the user need based on the situation and context. Paul Adams, the VP of Product at Intercom, wrote:
“We frame every design problem in a Job, focusing on the triggering event or situation, the motivation and goal, and the intended outcome. […] We can map this Job to the mission and prioritise it appropriately. It ensures that we are constantly thinking about all four layers of design. We can see what components in our system are part of this Job and the necessary relationships and interactions required to facilitate it. We can design from the top down, moving through outcome, system, interactions, before getting to visual design.”
Systems of Progress
Apart from advocating using job stories, Klement believes that a core tenet of applying JTBD revolves around our desire for “self-betterment”—and that focusing on everyone’s desire for self-betterment is core to a successful strategy.
In his book, Klement takes JTBD further to being a tool for change through applying systems thinking. There, he introduces the systems of progress and how it can help focus product strategy approach to be more innovative.
Coincidentally, I applied similar thinking on mapping systemic change when we were looking to improve users’ trust with a local government forum earlier this year. It’s not just about capturing and satisfying the immediate job-to-be-done, it’s about framing the job so that you can a clear vision forward on how you can help your users improve their lives in the ways they want to.
This is really the point where JTBD becomes a philosophy of practice.
Part 2: Mixing It Up
There has been some misunderstanding about how adopting JTBD means ditching personas or some of our existing design tools or research techniques. This couldn’t have been more wrong.
Figure 5: Jim Kalbach’s JTBD model
Jim Kalbach has used Outcome-Driven Innovation for around 10 years. In a 2016 article, he presents a synthesised model of how to think about that has key elements from ODI, Christensen’s theories and the structure of the job story.
More interestingly, Kalbach has also combined the use of mental models with JTBD.
Claire Menke of UDemy has written a comprehensive article about using personas, JTBD and customer journey maps together in order to communicate more complete story from the users’ perspective. Claire highlights an especially interesting point in her article as she described her challenges:
“After much trial and error, I arrived at a foundational research framework to suit every team’s needs — allowing everyone to share the same holistic understanding, but extract the type of information most applicable to their work.”
In other words, the organisational context you are in likely can dictate what works best—after all the goal is to arrive at the best user experience for your audiences. Intercom can afford to go full-on on applying JTBD theory as a dominant approach because they are a start-up, but a large company or organisation with multiple business units may require a mix of tools, outputs and outcomes.
JTBD is an immensely powerful approach on many fronts—you’ll find many different references that lists the ways you can apply JTBD. However, in the context of this discussion, it might also be useful to we examine where it lies in our models of how we think about our UX and product processes.
JTBD in the UX ecosystem
Figure 6. The Elements of User Experience (source)
There are many ways we have tried to explain the UX discipline but I think Jesse James Garrett’s Elements of User Experience is a good place to begin.
I sometimes also use little diagram to help me describe the different levels you might work at when you work through the complexity of designing and developing a product. A holistic UX strategy needs to address all the different levels for a comprehensive experience: your individual product UI, product features, product propositions and brand need to have a cohesive definition.
Figure 7. Which level of product focus?
We could, of course, also think about where it fits best within the double diamond.
Again, bearing in mind that JTBD has its roots in business strategy and market research, it is excellent at clarifying user needs, defining high-level specifications and content requirements. It is excellent for validating brand perception and value proposition —all the way down to your feature set. In other words, it can be extremely powerful all the way through to halfway of the second diamond. You could quite readily combine the different JTBD approaches because they have differences as much as overlaps. However, JTBD generally starts getting a little difficult to apply once we get to the details of UI design.
The clue lies in JTBD’s raison d’être: a job statement is solution independent. Hence, once we get to designing solutions, we potentially fall into a existential black hole.
That said, Jim Kalbach has a quick case study on applying JTBD to content design tucked inside the main article on a synthesised JTBD model. Alan Klement has a great example of how you could use UI to resolve job stories. You’ll notice that the available language of “jobs” drops off at around that point.
Job statements and outcome statements provide excellent “mini north-stars” as customer-oriented focal points, but purely satisfying these statements would not necessarily guarantee that you have created a seamless and painless user experience.
Playing well with others
You will find that JTBD plays well with Lean, and other strategy tools like the Value Proposition Canvas. With every new project, there is potential to harness the power of JTBD alongside our established toolbox.
When we need to understand complex contexts where cultural or socioeconomic considerations have to be taken into account, we are better placed with combining JTBD with more anthropological approaches. And while we might be able to evaluate if our product, website or app satisfies the customer jobs through interviews or surveys, without good old-fashioned usability testing we are unlikely to be able to truly validate why the job isn’t being represented as it should. In this case, individual jobs solved on the UI can be set up as hypotheses to be proven right or wrong.
The application of Jobs-to-be-Done is still evolving. I’ve found it to be very powerful and I struggle to remember what my UX professional life was like before I encountered it—it has completely changed my approach to research and design.
The fact JTBD is still evolving as a practice means we need to be watchful of dogma—there’s no right way to get a UX job done after all, it nearly always depends. At the end of the day, isn’t it about having the right tool for the right job?",2017,Steph Troeth,stephtroeth,2017-12-04T00:00:00+00:00,https://24ways.org/2017/jobs-to-be-done-in-your-ux-toolbox/,ux
166,Performance On A Shoe String,"Back in the summer, I happened to notice the official Wimbledon All England Tennis Club site had jumped to the top of Alexa’s Movers & Shakers list — a list that tracks sites that have had the biggest upturn or downturn in traffic. The lawn tennis championships were underway, and so traffic had leapt from almost nothing to crazy-busy in a no time at all.
Many sites have similar peaks in traffic, especially when they’re based around scheduled events. No one cares about the site for most of the year, and then all of a sudden – wham! – things start getting warm in the data centre. Whilst the thought of chestnuts roasting on an open server has a certain appeal, it’s less attractive if you care about your site being available to visitors. Take a look at this Alexa traffic graph showing traffic patterns for superbowl.com at the beginning of each year, and wimbledon.org in the month of July.
Traffic graph from Alexa.com
Whilst not on the same scale or with such dramatic peaks, we have a similar pattern of traffic here at 24ways.org. Over the last three years we’ve seen a dramatic pick up in traffic over the month of December (as would be expected) and then a much lower, although steady load throughout the year. What we do have, however, is the luxury of knowing when the peaks will be. For a normal site, be that a blog, small scale web app, or even a small corporate site, you often just cannot predict when you might get slashdotted, end up on the front page of Digg or linked to from a similarly high-profile site. You just don’t know when the peaks will be.
If you’re a big commercial enterprise like the Super Bowl, scaling up for that traffic is simply a cost of doing business. But for most of us, we can’t afford to have massive capacity sat there unused for 90% of the year. What you have to do instead is work out how to deal with as much traffic as possible with the modest resources you have.
In this article I’m going to talk about some of the things we’ve learned about keeping 24 ways running throughout December, whilst not spending a fortune on hosting we don’t need for 11 months of each year. We’ve not always got it right, but we’ve learned a lot along the way.
The Problem
To know how to deal with high traffic, you need to have a basic idea of what happens when a request comes into a web server. 24 ways is hosted on a single small virtual dedicated server with a great little hosting company in the UK. We run Apache with PHP and MySQL all on that one server. When a request comes in a new Apache process is started to deal with the request (or assigned if there’s one available not doing anything). Each process takes a bunch of memory, so there’s a finite number of processes that you can run, and therefore a finite number of pages you can serve at once before your server runs out of memory.
With our budget based on whatever is left over after beer, we need to get best performance we can out of the resources available. As the goal is to serve as many pages as quickly as possible, there are several approaches we can take:
Reducing the amount of memory needed by each Apache process
Reducing the amount of time each process is needed
Reducing the number of requests made to the server
Yahoo! have published some information on what they call Exceptional Performance, which is well worth reading, and compliments many of my examples here. The Yahoo! guidelines very much look at things from a user perspective, which is always important.
Server tweaking
If you’re in the position of being able to change your server configuration (our set-up gives us root access to what is effectively a virtual machine) there are some basic steps you can take to maximise the available memory and reduce the memory footprint. Without getting too boring and technical (whole books have been written on this) there are a couple of things to watch out for.
Firstly, check what processes you have running that you might not need. Every megabyte of memory that you free up might equate to several thousand extra requests being served each day, so take a look at top and see what’s using up your resources. Quite often a machine configured as a web server will have some kind of mail server running by default. If your site doesn’t use mail (ours doesn’t) make sure it’s shut down and not using resources.
Secondly, have a look at your Apache configuration and particularly what modules are loaded. The method for doing this varies between versions of Apache, but again, every module loaded increases the amount of memory that each Apache process requires and therefore limits the number of simultaneous requests you can deal with.
The final thing to check is that Apache isn’t configured to start more servers than you have memory for. This is usually done by setting the MaxClients directive. When that limit is reached, your site is going to stop responding to further requests. However, if all else goes well that threshold won’t be reached, and if it does it will at least stop the weight of the traffic taking the entire server down to a point where you can’t even log in to sort it out.
Those are the main tidbits I’ve found useful for this site, although it’s worth repeating that entire books have been written on this subject alone.
Caching
Although the site is generated with PHP and MySQL, the majority of pages served don’t come from the database. The process of compiling a page on-the-fly involves quite a few trips to the database for content, templates, configuration settings and so on, and so can be slow and require a lot of CPU. Unless a new article or comment is published, the site doesn’t actually change between requests and so it makes sense to generate each page once, save it to a file and then just serve all following requests from that file.
We use QuickCache (or rather a plugin based on it) for this. The plugin integrates with our publishing system (Textpattern) to make sure the cache is cleared when something on the site changes. A similar plugin called WP-Cache is available for WordPress, but of course this could be done any number of ways, and with any back-end technology.
The important principal here is to reduce the time it takes to serve a page by compiling the page once and serving that cached result to subsequent visitors. Keep away from your database if you can.
Outsource your feeds
We get around 36,000 requests for our feed each day. That really only works out at about 7,000 subscribers averaging five-and-a-bit requests a day, but it’s still 36,000 requests we could easily do without. Each request uses resources and particularly during December, all those requests can add up.
The simple solution here was to switch our feed over to using FeedBurner. We publish the address of the FeedBurner version of our feed here, so those 36,000 requests a day hit FeedBurner’s servers rather than ours. In addition, we get pretty graphs showing how the subscriber-base is building.
Off-load big files
Larger files like images or downloads pose a problem not in bandwidth, but in the time it takes them to transfer. A typical page request is very quick, a few seconds at the most, resulting in the connection being freed up promptly. Anything that keeps a connection open for a long time is going to start killing performance very quickly.
This year, we started serving most of the images for articles from a subdomain – media.24ways.org. Rather than pointing to our own server, this subdomain points to an Amazon S3 account where the files are held. It’s easy to pigeon-hole S3 as merely an online backup solution, and whilst not a fully fledged CDN, S3 works very nicely for serving larger media files. The roughly 20GB of files served this month have cost around $5 in Amazon S3 charges. That’s so affordable it may not be worth even taking the files back off S3 once December has passed.
I found this article on Scalable Media Hosting with Amazon S3 to be really useful in getting started. I upload the files via a Firefox plugin (mentioned in the article) and then edit the ACL to allow public access to the files. The way S3 enables you to point DNS directly at it means that you’re not tied to always using the service, and that it can be transparent to your users.
If your site uses photographs, consider uploading them to a service like Flickr and serving them directly from there. Many photo sharing sites are happy for you to link to images in this way, but do check the acceptable use policies in case you need to provide a credit or link back.
Off-load small files
You’ll have noticed the pattern by now – get rid of as much traffic as possible. When an article has a lot of comments and each of those comments has an avatar along with it, a great many requests are needed to fetch each of those images. In 2006 we started using Gravatar for avatars, but their servers were slow and were holding up page loads. To get around this we started caching the images on our server, but along with that came the burden of furnishing all the image requests.
Earlier this year Gravatar changed hands and is now run by the same team behind WordPress.com. Those guys clearly know what they’re doing when it comes to high performance, so this year we went back to serving avatars directly from them.
If your site uses avatars, it really makes sense to use a service like Gravatar where your users probably already have an account, and where the image requests are going to be dealt with for you.
Know what you’re paying for
The server account we use for 24 ways was opened in November 2005. When we first hit the front page of Digg in December of that year, we upgraded the server with a bit more memory, but other than that we were still running on that 2005 spec for two years. Of course, the world of technology has moved on in those years, prices have dropped and specs have improved. For the same amount we were paying for that 2005 spec server, we could have an account with twice the CPU, memory and disk space.
So in November of this year I took out a new account and transferred the site from the old server to the new. In that single step we were prepared for dealing with twice the amount of traffic, and because of a special offer at the time I didn’t even have to pay the setup cost on the new server. So it really pays to know what you’re paying for and keep an eye out of ways you can make improvements without needing to spend more money.
Further steps
There’s nearly always more that can be done. For example, there are some media files (particularly for older articles) that are not on S3. We also serve our CSS directly and it’s not minified or compressed. But by tackling the big problems first we’ve managed to reduce load on the server and at the same time make sure that the load being placed on the server can be dealt with in the most frugal way.
Over the last 24 days we’ve served up articles to more than 350,000 visitors without breaking a sweat. On a busy day, that’s been nearly 20,000 visitors in just 24 hours. While in the grand scheme of things that’s not a huge amount of traffic, it can be a lot if you’re not prepared for it. However, with a little planning for the peaks you can help ensure that when the traffic arrives you’re ready to capitalise on it.
Of course, people only visit 24 ways for the wealth of knowledge and experience that’s tied up in the articles here. Therefore I’d like to take the opportunity to thank all our authors this year who have given their time as a gift to the community, and to wish you all a very happy Christmas.",2007,Drew McLellan,drewmclellan,2007-12-24T00:00:00+00:00,https://24ways.org/2007/performance-on-a-shoe-string/,ux
317,"Putting the World into ""World Wide Web""","Despite the fact that the Web has been international in scope from its inception, the predominant mass of Web sites are written in English or another left-to-right language. Sites are typically designed visually for Western culture, and rely on an enormous body of practices for usability, information architecture and interaction design that are by and large centric to the Western world.
There are certainly many reasons this is true, but as more and more Web sites realize the benefits of bringing their products and services to diverse, global markets, the more demand there will be on Web designers and developers to understand how to put the World into World Wide Web.
Internationalization
According to the W3C, Internationalization is:
“…the design and development of a product, application or document content that enables easy localization for target audiences that vary in culture, region, or language.”
Many Web designers and developers have at least heard, if not read, about Internationalization. We understand that the Web is in fact worldwide, but many of us never have the opportunity to work with Internationalization. Or, when we do, think of it in purely technical terms, such as “which character set do I use?”
At first glance, it might seem to many that Internationalization is the act of making Web sites available to international audiences. And while that is in fact true, this isn’t done by broad-stroking techniques and technologies. Instead, it involves a far more narrow understanding of geographical, cultural and linguistic differences in specific areas of the world. This is referred to as localization and is the act of making a Web site make sense in the context of the region, culture and language(s) the people using the site are most familiar with.
Internationalization itself includes the following technical tasks:
Ensuring no barrier exists to the localization of sites. Of critical importance in the planning stages of a site for Internationalized audiences, the role of the developer is to ensure that no barrier exists. This means being able to perform such tasks as enabling Unicode and making sure legacy character encodings are properly handled.
Preparing markup and CSS with Internationalization in mind. The earlier in the site development process this occurs, the better. Issues such as ensuring that you can support bidirectional text, identifying language, and using CSS to support non-Latin typographic features.
Enabling code to support local, regional, language or culturally related references. Examples in this category would include time/date formats, localization of calendars, numbering systems, sorting of lists and managing international forms of addresses.
Empowering the user. Sites must be architected so the user can easily choose or implement the localized alternative most appropriate to them.
Localization
According to the W3C, Localization is the:
…adaptation of a product, application or document content to meet the language, cultural and other requirements of a specific target market (a “locale”).
So here’s where we get down to thinking about the more sociological and anthropological concerns. Some of the primary localization issues are:
Numeric formats. Different languages and cultures use numbering systems unlike ours. So, any time we need to use numbers, such as in an ordered list, we have to have a means of representing the accurate numbering system for the locale in question.
Money, honey! That’s right. I’ve got a pocketful of ugly U.S. dollars (why is U.S. money so unimaginative?). But I also have a drawer full of Japanese Yen, Australian Dollars, and Great British Pounds. Currency, how it’s calculated and how it’s represented is always a consideration when dealing with localization.
Using symbols, icons and colors properly. Using certain symbols or icons on sites where they might offend or confuse is certainly not in the best interest of a site that wants to sell or promote a product, service or information type. Moreover, the colors we use are surprisingly persuasive – or detrimental. Think about colors that represent death, for example. In many parts of Asia, white is the color of death. In most of the Western world, black represents death. For Catholic Europe, shades of purple (especially lavender) have represented Christ on the cross and mourning since at least Victorian times. When Walt Disney World Europe launched an ad campaign using a lot of purple and very glitzy imagery, millions of dollars were lost as a result of this seeming subtle issue. Instead of experiencing joy and celebration at the ads, the European audience, particularly the French, found the marketing to be overly American, aggressive, depressing and basically unappealing. Along with this and other cultural blunders, Disney Europe has become a well-known case study for businesses wishing to become international. By failing to understand localization differences, and how powerful color and imagery act on the human psyche, designers and developers are put to more of a disadvantage when attempting to communicate with a given culture.
Choosing appropriate references to objects and ideas. What seems perfectly natural in one culture in terms of visual objects and ideas can get confused in another environment. One of my favorite cases of this has to do with Gerber baby food. In the U.S., the baby food is marketed using a cute baby on the package. Most people in the U.S. culturally do not make an immediate association that what is being represented on the label is what is inside the container. However, when Gerber expanded to Africa, where many people don’t read, and where visual associations are less abstract, people made the inference that a baby on the cover of a jar of food represented what is in fact in the jar. You can imagine how confused and even angry people became. Using such approaches as a marketing ploy in the wrong locale can and will render the marketing a failure.
As you can see, the act of localization is one that can have profound impact on the success of a business or organization as it seeks to become available to more and more people across the globe.
Rethinking Design in the Context of Culture
While well-educated designers and those individuals working specifically for companies that do a lot of localization understand these nuances, most of us don’t get exposed to these ideas. Yet, we begin to see how necessary it becomes to have an awareness of not just the technical aspects of Internationalization, but the socio-cultural ones within localization.
What’s more, the bulk of information we have when it comes to designing sites typically comes from studies and work done on sites built in English and promoted to Western culture at large. We’re making a critical mistake by not including diverse languages and cultural issues within our usability and information architecture studies.
Consider the following design from the BBC:
In this case, we’re dealing with English, which is read left to right. We are also dealing with U.K. cultural norms. Notice the following:
Location of of navigation
Use of the color red
Use of diverse symbols
Mix of symbols, icons and photos
Location of Search
Now look at this design, which is the Arabic version of the BBC News, read right to left, and dealing with cultural norms within the Arabic-speaking world.
Notice the following:
Location of of navigation (location switches to the right)
Use of the color blue (blue is considered the “safest” global color)
No use of symbols and icons whatsoever
Limitation of imagery to photos
In most cases, the photos show people, not objects
Location of Search
Admittedly, some choices here are more obvious than others in terms of why they were made. But one thing that stands out is that the placement of search is the same for both versions. Is this the result of a specific localization decision, or based on what we believe about usability at large? This is exactly the kind of question that designers working on localization have to seek answers to, instead of relying on popular best practices and belief systems that exist for English-only Web sites.
It’s a Wide World Web After All
From this brief article on Internationalization, it becomes apparent that the art and science of creating sites for global audiences requires a lot more preparation and planning than one might think at first glance. Developers and designers not working to address these issues specifically due to time or awareness will do well to at least understand the basic process of making sites more culturally savvy, and better prepared for any future global expansion.
One thing is certain: We not only are on a dramatic learning curve for designing and developing Web sites as it is, the need to localize sites is going to become more and more a part of the day to day work. Understanding aspects of what makes a site international and local will not only help you expand your skill set and make you more marketable, but it will also expand your understanding of the world and the people within it, how they relate to and use the Web, and how you can help make their experience the best one possible.",2005,Molly Holzschlag,mollyholzschlag,2005-12-09T00:00:00+00:00,https://24ways.org/2005/putting-the-world-into-world-wide-web/,ux
142,Revealing Relationships Can Be Good Form,"A few days ago, a colleague of mine – someone I have known for several years, who has been doing web design for several years and harks back from the early days of ZDNet – was running through a prototype I had put together for some user testing. As with a lot of prototypes, there was an element of ‘smoke and mirrors’ to make things look like they were working.
One part of the form included a yes/no radio button, and selecting the Yes option would, in the real and final version of the form, reveal some extra content. Rather than put too much JavaScript in the prototype, I took a preverbial shortcut and created a link which I wrapped around the text next to the radio button – clicking on that link would cause the form to mimic a change event on the radio button. But it wasn’t working for him.
Why was that? Because whereas I created the form using a