Product Design A Product-Led perspective about digital product design - Epub + Converted PDF

دانلود کتاب Product Design A Product-Led perspective about digital product design - Epub + Converted PDF

Author: Josias Oliveira

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The question is quite pertinent. Especially when we are starting a new project or we are faced with a situation that needs further study on a certain topic. Perhaps this discussion is more related to a natural tendency that every human being has. When we are faced with a problem, the brain's immediate reaction is to find a solution that is faster and requires the least amount of energy to solve. Nature works this way. As a professional, it is extremely important to solve any UX problem as comprehensively as possible, without trying to find the easiest solution or putting yourself in the user's shoes in a superficial way. What I have learned from nearly 20 years of professional career is that the greater the knowledge on a given topic, the less research I need. And that's not bad, on the contrary. The greater my knowledge of a task, the greater my empathic ability to provide solutions that are appropriate and that make sense to most users. The greater my knowledge of a subject, the greater my ability to sell that product or sell my idea.

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l with the activities carried out through the dynamics. Post-its with notes of team members. Design Process After the discovery process, study of the problem, benchmarking and betting on solutions, we can have a more elaborate idea, with a theoretical and technical basis, of what needs to be done. Since the beginning of the process, we have been working with the most advanced versions of the feature, which already project a long-term vision. I try to bring the developers and QA team closer to this process, bringing lessons to the team and sharing what I'm developing as a team designer. The sooner everyone involved participates, the better. Usability Tests On top of this vision of the future and with a total focus on the user, we apply usability tests. Each test contributes to the next one being even better or meeting the technical requirements raised in the previous test for validation. Given this scenario, we feel the need to push the team so that it is possible to establish an alignment, so that they also contribute during the process and get involved in the initial stages. Elaborating the dynamic The development of the game itself required inputs related to usability research. Many of the points raised had already been identified in user tests, as priority or important issues for the understanding and execution of functions. With the definition of the main tasks that the user could perform in the mapped flow, we built a board that allowed us to identify the main bets in situations and scenarios. Driving the dynamic Before leaving “playing”, it was important to present the concept of the proposal and everything that had already been developed by the team related to the project until that moment, as a retrospective, giving a more macro context of the whole situation. Thus, having a scenario and a vision of the future established, the dynamic was introduced as part of the process where the result would be a clear and objective definition of the final delivery of the first version of the feature. Figure 3: Each screen is an obstacle that needs to be overcome until the user's desired task is completed. One of the processes that help to engage teams is to put the design process into practice and allow everyone the opportunity to work simultaneously. The idea was to develop a dynamic following a gamification-like line, in which we explore the user flow in a playful way. Thus, with possibilities to build paths and visualize the entire journey, we built together the main screens that would serve the user's journey within the RD Station. I spread several prototype screens on the table, with many possible paths and flows options. It was the first step of this construction flow, where we prepared the ground for the next steps. Figure 4: The entire team has the opportunity to express themselves and is responsible for delivery decisions. Afterwards, we worked on defining a persona that would perform some functions within the new feature, completing the cycle and designing the main user flows. For each task that the user would perform, a color was established and the purpose of the game was to guide the user through the interface to the different paths he could take. It is possible to predict whether we are designing pathways that make sense and make the user journey an ongoing process. This allowed everyone to build the flow in a participatory way and with several options to elaborate the task flow

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l با فعالیت های انجام شده از طریق پویایی. پست آن با یادداشت های اعضای تیم. فرآیند طراحی پس از فرآیند کشف، مطالعه مشکل، معیارسنجی و شرط بندی بر روی راه حل ها، می توانیم با یک مبنای نظری و فنی، ایده دقیق تری از آنچه باید انجام شود، داشته باشیم. از ابتدای این فرآیند، ما با پیشرفته‌ترین نسخه‌های این ویژگی کار می‌کنیم که از قبل چشم‌انداز بلندمدتی را ارائه می‌کنند. من سعی می‌کنم توسعه‌دهندگان و تیم QA را به این فرآیند نزدیک‌تر کنم، درس‌هایی را برای تیم بیاورم و آنچه را که به‌عنوان یک طراح تیم توسعه می‌دهم به اشتراک بگذارم. هر چه زودتر همه درگیر شرکت کنند، بهتر است. تست های قابلیت استفاده در بالای این چشم انداز آینده و با تمرکز کامل روی کاربر، تست های قابلیت استفاده را اعمال می کنیم. هر آزمون به بهتر بودن تست بعدی یا برآورده شدن الزامات فنی مطرح شده در آزمون قبلی برای اعتبار سنجی کمک می کند. با توجه به این سناریو، ما احساس می کنیم که باید تیم را به گونه ای تحت فشار قرار دهیم تا امکان ایجاد همسویی وجود داشته باشد تا آنها نیز در طول فرآیند مشارکت داشته باشند و در مراحل اولیه شرکت کنند. تشریح پویایی توسعه بازی به خودی خود نیازمند ورودی های مرتبط با تحقیقات قابلیت استفاده بود. بسیاری از نکات مطرح شده قبلاً در تست های کاربر به عنوان اولویت یا مسائل مهم برای درک و اجرای توابع شناسایی شده بودند. با تعریف وظایف اصلی که کاربر می توانست در جریان نقشه برداری شده انجام دهد، تابلویی ساختیم که به ما امکان می داد شرط های اصلی را در موقعیت ها و سناریوها شناسایی کنیم. پیش بردن پویایی قبل از ترک «بازی»، ارائه مفهوم پروپوزال و هر آنچه قبلاً توسط تیم مرتبط با پروژه تا آن لحظه توسعه داده شده بود، به عنوان یک گذشته نگر، ارائه یک زمینه کلان تر از کل وضعیت مهم بود. . بنابراین، با داشتن سناریو و چشم اندازی از آینده، پویا به عنوان بخشی از فرآیند معرفی شد که در آن نتیجه، تعریف واضح و عینی از تحویل نهایی اولین نسخه از ویژگی خواهد بود. شکل 3: هر صفحه مانعی است که باید بر آن غلبه کرد تا کار مورد نظر کاربر تکمیل شود. یکی از فرآیندهایی که به مشارکت تیم‌ها کمک می‌کند این است که فرآیند طراحی را عملی کنیم و به همه اجازه دهیم تا به طور همزمان کار کنند. ایده این بود که یک خط داینامیک پیروی از یک خط گیمیفیکیشن ایجاد کنیم، که در آن جریان کاربر را به روشی بازیگوش بررسی می‌کنیم. بنابراین، با امکان ساخت مسیرها و تجسم کل سفر، صفحه‌های اصلی را با هم ساختیم که به سفر کاربر در ایستگاه RD خدمت می‌کنند. من چندین صفحه نمایش نمونه اولیه را روی میز پهن کردم، با بسیاری از مسیرها و گزینه های جریان ممکن. اولین قدم این جریان سازندگی بود که زمینه را برای مراحل بعدی آماده کردیم. شکل 4: کل تیم فرصت ابراز وجود دارد و مسئول تصمیمات تحویل است. پس از آن، ما روی تعریف شخصیتی کار کردیم که برخی از عملکردها را در ویژگی جدید انجام می دهد، چرخه را تکمیل می کند و جریان های کاربر اصلی را طراحی می کند. برای هر وظیفه ای که کاربر انجام می داد، یک رنگ تعیین می شد و هدف از بازی هدایت کاربر از طریق رابط به مسیرهای مختلفی بود که می توانست طی کند. می توان پیش بینی کرد که آیا ما مسیرهایی را طراحی می کنیم که منطقی باشد و سفر کاربر را به یک فرآیند مداوم تبدیل کند. این به همه اجازه داد تا جریان را به روشی مشارکتی و با چندین گزینه برای تشریح جریان کار بسازند

 

ادامه ...

© 2021 Josias Oliveira
Product Design - A Product-Led perspective about digital product design
All rights reserved. No part of this publication may be reproduced, stored in a retrieval system or
transmitted in any form or by any means, electronic, mechanical, photocopying, recording or otherwise,
without the prior permission of the publisher or in accordance with the provisions of the Copyright or
under the terms of any license permitting copying.
Cover creation, curation and editing: Josias Oliveira
Revision: Luciane Martins da Silva
English version: Igor Martins da Silva Oliveira
ISBN: 978-65-00-41563-6
Distributed by: Amazon

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Index Presentation Dedication Index Prologue Chapter 1 Discovery: Why UX research is important When to do research Why do research And what to do next Chapter 2 In-depth UX interview script Methodology Introduction and contextualization of participants Main interview questions Probe business perception Probe business practices Deepen issues related to the final result expected by the activity Future projection issues Closure [Extra] Image List Chapter 3 Communication Dynamics in Product Design The product structure Passing the baton to development Design Process Usability Tests Elaborating the dynamic Driving the dynamic Guidelines Completing and defining actions after the dynamic Chapter 4 Usability tests for new features 1. Define the user group of people 2. Planning the level of involvement 3. Conducting the survey 4. Validating information 5. User requests Chapter 5 How to measure efficiency, effectiveness and satisfaction How many users should I test with? Effectiveness Efficiency Satisfaction Chapter 6 How the UX culture can inspire teams in product building Integrating the design chapter between teams Putting Usability Tests to Run Learn, adjust fast and retest Chapter 7 UX Writing and Information Architecture What is UX Writing How UX Writing came about Cultural Universe and UX Writing Content Layers Presentation Resume Detailing Information Architecture Accessibility to build the UX What do you make works for all people? Chapter 8 Organization Systems for Digital Products Organization Systems Exact Organization Systems Alphabetical Chronological Geographic Ambiguous Organization System Task Oriented Audience oriented Chapter 9 Microcopy: The Importance of Writing Messages for Product Strategy Create a positive experience and engage the user Increase usability Improve branding and differentiation Chapter 10 Copywriting best practices The Anatomy of a Dialog Box When to call the dialog Make the purpose of the dialogue clear. Create a Value Offer Offer call to action Number of actions in a dialog Respect your audience Leave control in the person's hands Whenever possible provide feedback Resolving these issues in practice Chapter 11 Write for people: find out how your users write NPS (Net Promoter Score) B2B Stack Reclame Aqui Facebook Reviews Google Play Chapter 12 Dark Patterns: Usability for Evil Chapter 13 Design with emotion: working on motivational impulses Trust, Credibility and Authority Urgency Scarcity Belonging Proximity Reciprocity Completeness Consistency Chapter 14 How Emotional Design Affects UX Chapter 15 Principles and good practices of User Onboarding User Onboarding ROI Principles of User Onboarding 1. Obsession with Onboarding 2. Onboarding is not a metric, it's a result 3. Onboarding should be an ongoing process Best Practices for User Onboarding 1. Focus on the goal of the person who uses it/customer 2. Remove frictions 3. Customize onboarding 4. Few steps but very clear 5. Anticipate the moment WOW 6. Show it, stop talking 7. Action makes sense while educating 8. Give rewards 9. Use templates (ready templates) to facilitate 10. Show the next steps Chapter 16 Product growth How I changed my paradigms in design Have clear principles Define who your references are Make things super easy Decrease the amount of time you invest 1. Sign Up super easy (product registration) 2. Less text (Show, don't speak) 3. Easy to understand (and super simple) 4. Interface empty states 5. Gradually show how the product works 6. Feed the Design System Chapter 17 What is Product-Led Growth What is Product-Led Growth Why PQL is so important in the SaaS market What are the types of PQL Why PLG is so important to anyone working with user experience Chapter 18 Product-Led Growth Manifest 1. The customer cannot pay for a product inefficiency 2. User obsession 3. The protocol cannot be greater than the utility 4. Ultra lean and low code 5. Extreme ownership 6. Radical transparency Chapter 19 Moving from a Sales-Led to Product-Led company 1. Understanding what PLG is for the product 2. How to change the company: starting with the culture 3. What are the main challenges 4. The changes 5. Results 6. Main Learning Chapter 20 The 9 main lessons learned at UX Conf 1. About collaborative processes 2. The importance of emotions in UX 3. About gender diversity 4. How to include more people beyond our vision 5. Conversational interfaces 6. Coffee as one of the differentials 7. Getting along with everyone is important 8. UX Conf BR in addition to UX Conf BR 9. The future of the UX profession Chapter 21 Key Lessons I Learned as a Product Designer at PLG Summit 2018 in San Francisco Fundamentals of Product-Led Growth Product, Marketing, Pricing and Sales How to improve customer retention: Pinterest How to chat with your users? The 3 Tips to Improve New User Retention Virality in SaaS, what works and what doesn't: Mixmax case How to get a $0 CAC product What didn't work for Mixmax What worked for Mixmax Design Principles for $0 CAC Growth is a team sport, not the work of a single person: the case of SurveyMonkey Tomer Cohen, LinkedIn Product VP Because Calendly converts a lot at a much higher rate than other freemium products Launch a consumer-focused product Deputy and the viral acquisition channel How Slack makes a product people love Product Development Pyramid on Slack Key takeaways Chapter 22 How I Learned to Be More Human at Silicon Valley's Largest Customer Success Event Product experience is customer experience Human-First Leadership The 5 Principles for Creating Human-First Products Improve the product experience through empathy The 3 Inconvenient Truths About Leading the Human-First Vision Customer-centric product innovation - Slido The 5 principles behind Product-Led Growth on Google How to build a team focused on Product-Led Growth Chapter 23 Product-Led Growth Summit 2019: key learnings Steve Sloan — CPO / CMO on Twilio / Sendgrid David Apple — Head of Customer Success & Sales at Notion / Ex-Typeform Kelly Watkins — Ex-VP Marketing Slack Hiten Shah, Co-Founder FYI, Product Habits & Crazy Egg Amanda Kleha, CCO of Figma Final message Acknowledges Bibliografy About the Author

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