Institutionalization of Usability : A Step-by-Step Guide (Paperback)
暫譯: 可用性制度化：逐步指南 (平裝本)

Eric Schaffer

Institutionalization of Usability : A Step-by-Step Guide (Paperback)

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Table of Contents：

Preface.

The Organization of This Book.

The Audience for This Book.

Acknowledgments.


1. The Deep Changes.

Changing the Feature Mindset.

Changing the Technology Mindset.

Changing Management Values.

Sidebar: Advice for Those Considering an Investment in Usability by Harley Manning, Forrester Research.

Changing the Process for Interface Design.

Sidebar: Usability within Government by Janice Nall, National Cancer Institute.

The Step-by-Step Process for Institutionalizing Usability.

The Startup Phase.

The Setup Phase.

The Organization Phase.

The Long-Term Operations Phase.

I. STARTUP.

2. Wake-up Calls and Common Reactions.

The Value of Usability.

Reducing Design Cycles.

Avoiding Building Unnecessary Functions.

Expediting Decision Making.

Increasing Sales.

Avoiding “Reinventing the Wheel”.

Avoiding Disasters.

Sidebar: Usability within the Medical Industry by Ed Israelski, Abbott Laboratories.

Types of Wake-up Calls.

Train Wrecks.

Executive Insights.

New Staff.

Education and Training.

Expert Reviews.

Sidebar: Experiencing the Wake-up Call and Beginning aUsability Process by Pat Malecek, A. G. Edwards & Sons, Inc..

Usability Testing.

New Technologies.

Common Responses to Wake-up Calls.

Relying on Good Intentions.

Sidebar: Being an Advocate for the Process by Dana Griffith, American Electric Power.

Relying on Testing.

Relying on Training.

Relying on Repair Jobs.

Relying on Projects by Ad Agencies.

Hiring Usability Consultants.

Hiring New Usability Staff.

Sidebar: Seeing the Real Numbers Creates a Call to Action Too by Harley Manning, Forrester Research.

3. Executive Champion.

The Role of the Executive Champion.

Sidebar: Why Support from Senior Management Is Crucial by Harley Manning, Forrester Research.

Deciding to Innovate.

Making the Change.

Educating the Executives.

Keeping It Moving Long Term.

Sidebar: Getting Middle Management on Board with Usability by Janice Nall, National Cancer Institute.

Becoming a CXO.

4. Selecting a Usability Consultant.

Staffing.

Completeness of Solution.

Domain Expertise.

Methodology.

Tools and Templates.

Size and Stability.

Corporate Cultural Match.

Specializations.

Organizational Structure.

Change Management Ability.

Quality Control and Feedback.

Ongoing Training for the Consultancy's Staff.

II. SETUP.

5: Strategy.

What to Consider When Developing the Strategic Plan.

A Proactive Organization.

Coordinating Internal Staff and Consultants.

Sidebar: Consultant and Internal Group Mix by Todd Gross, Medtronic MiniMed.

The Importance of Sequence.

Reacting to Past Events.

Targets of Opportunity.

Slower Can Be Better.

Phasing in Design Standards.

Key Groups for Support or Resistance.

Sidebar: Executive Support for Usability within AT&T by Felica Selenko, AT&T.

Training.

Methodology and Infrastructure.

The Project Path.

Levels of Investment.

6. Training.

Types of Training.

Sidebar: The Difference between Knowledge and Skills Training by Phil Goddard, Human Factors International

Knowledge Training.

Who Should Get Knowledge Training?

Skills Training.

Who Should Get Skills Training?

Certification.

ATypical Training Plan.

Conferences.

7. Methodology.

What to Look for in a User-Centered Methodology.

Sidebar: Integrating Usability into the Development Cycle, by Janice Nall, National Cancer Institute.

An Outline of The Schaffer Method.

The Plan Evaluation and Structure Phase.

Know What the Organization Wants.

Know What the Users Want.

The Plan Standards Phase.

The Plan Design and Implementation Phase.

The Plan Evaluations Phase.

Sidebar: A. G. Edwards' Usability Process and Methodology by Pat Malecek, A. G. Edwards & Sons, Inc..

The Plan Localization Phase.

A Quick Check of Your Methodology.

The Challenges of Retrofitting a Development Life Cycle.

Using Classic Methodologies.

Retrofitting a Method That Has Added User-Centered Activities.

Retrofitting a Development Process That Has Only Usability Testing.

8. Tools, Templates, and Testing Facilities.

Introduction to Your Toolkit.

Testing Facilities.

Recording of Testing Sessions.

Modeling Tools and Software.

Data Gathering and Testing Techniques.

The Special Needs of International Testing.

Sidebar: The Bollywood Method by Apala Lahiri Chavan, Human Factors International.

Recruiting Interview and Testing Participants.

9. Interface Design Standards.

What Is an Interface Design Standard?

Screen Design Templates.

Other Contents of a Design Standard.

The Scope of Design Standards.

The Value of Design Standards.

The Process and Cost of Developing Standards.

Disseminating, Supporting, and Enforcing Standards.

10. Showcase Projects.

The Value of a Showcase Project.

Sidebar: Gaining Acceptance for the Usability Team by Arnie Lund, Microsoft.

Selecting the Right Staff and Project.

The Right Staff.

The Right Project.

Expectations.

III. ORGANIZATION.

11. Organizational Structure.

Organizational Structures for Usability Teams.

Decentralized Structure.

Matrix Structure.

Centralized Structure.

Sidebar: Being on Projects by Colin Hynes, Staples.

Placement of a Central Team in the Overall Organization.

Placement within Quality Assurance.

Placement within IT.

Placement within Marketing.

Placement under a CXO.

Sidebar: An Executive Must Champion Usability by Harley Manning, Forrester Research.

Escalation of Problems.

Graphic Artists, Writers, and Other Usability-Oriented Staff.

12. Staffing.

The Chief User Experience Executive.

The Central Usability Organization Manager.

The Central Usability Organization Staff.

The Internal Consultant.

The Documenter.

The Specialist.

The Researcher.

The Usability Manager and Practitioners.

The Creative Director and the Graphic Designer.

Outside Consultants.

Sidebar: The Social Security Administration's Usability Team by Sean Wheeler, The Social Security Administration.

What to Look for When Hiring.

Usability Skills for a General Practitioner.

Education.

Experience.

Usability Background That Includes Design.

Specialist vs. Generalist.

Real Skills and Knowledge.

Interpersonal Skills and Level of Expertise.

Archetypes.

An Offshore Model.

The Challenges and Success Factors of Offshore Staffing.

The Limits of Offshore Usability.

13. Projects.

Doing It Right.

Managing by Project Importance.

Who Will Do the Usability Work?

Different Strategies for Practitioner Involvement.

Working Smart.

Efficient Project Planning.

Sidebar: Organizational Support for Usability by Dana Griffith, American Electric Power.

Estimating Usability Work.

IV. LONG-TERM OPERATIONS.

14. Activities of the Established Usability Group.

Maintaining Respect and Negotiating Effectively.

Sidebar: The Value of a Research-Based Approach to Usability by Janice Nall, National Cancer Institute.

Sidebar: Roadblocks in the Path to Good Usability-The IT Department by Harley Manning, Forrester Research.

Maintaining Momentum.

Evangelizing.

Sidebar: The Role of the Central Usability Team by Arnie Lund, Microsoft.

Training.

Mentoring.

Supporting Standards.

Sidebar: Advocating Usability through a Strong Sense of Community by Felica Selenko, AT&T.

Supporting the Community.

Performing Usability Testing.

Focusing on Metrics.

Having Responsibility.

Reporting to Executives.

Sidebar: My Nine Principles to Keep Institutionalization Motivated by Colin Hynes, Staples.

15. The Future.

Symptoms of Leaping the Chasm.

Sidebar: Usability Trends by Harley Manning, Forrester Research.

Maturity.

Sidebar: The Future of Usability within a Government Agency by Sean Wheeler, The Social Security Administration.

Your Organization's Maturity.

Level 0: Clueless.

Level 1: Piecemeal Usability.

Level 2: Managed Usability.

Level 3: Infrastructure.

Level 4: Staffing.

Level 5: Routine Usability.

Sidebar: A Vision of the Future of Usability by Aaron Marcus, Aaron Marcus and Associates.

New Technologies.

Appendix.
References.
Index.

商品描述(中文翻譯)

目錄：

前言

本書的組織

本書的讀者

致謝

1. 深刻的變化

改變功能思維

改變技術思維

改變管理價值觀

側邊欄：Harley Manning（Forrester Research）對考慮可用性投資的建議

改變介面設計的過程

側邊欄：Janice Nall（國家癌症研究所）談政府中的可用性

制度化可用性的逐步過程

啟動階段

設置階段

組織階段

長期運營階段

I. 啟動

2. 警醒的呼喚與常見反應

可用性的價值

縮短設計週期

避免建立不必要的功能

加快決策過程

增加銷售

避免「重複造輪子」

避免災難

側邊欄：Ed Israelski（雅培實驗室）談醫療行業中的可用性

警醒的呼喚類型

火車出軌

高層見解

新員工

教育與培訓

專家評審

側邊欄：Pat Malecek（A. G. Edwards & Sons, Inc.）談經歷警醒的呼喚並開始可用性過程

可用性測試

新技術

對警醒的呼喚的常見反應

依賴良好的意圖

側邊欄：Dana Griffith（美國電力公司）談成為過程的倡導者

依賴測試

依賴培訓

依賴修復工作

依賴廣告公司的項目

聘請可用性顧問

聘請新的可用性員工

側邊欄：Harley Manning（Forrester Research）談看到真實數據也會引發行動

3. 高層倡導者

高層倡導者的角色

側邊欄：Harley Manning（Forrester Research）談為什麼高層管理的支持至關重要

決定創新

進行變革

教育高層

保持長期推進

側邊欄：Janice Nall（國家癌症研究所）談讓中層管理支持可用性

成為CXO

4. 選擇可用性顧問

人員配置

解決方案的完整性

領域專業知識

方法論

工具和模板

規模和穩定性

企業文化匹配

專業化

組織結構

變更管理能力

質量控制和反饋

顧問公司員工的持續培訓

II. 設置

5. 策略

制定戰略計劃時需要考慮的事項

主動的組織

協調內部員工和顧問

側邊欄：Todd Gross（美敦力MiniMed）談顧問與內部團隊的混合

序列的重要性

對過去事件的反應

機會目標

慢一點可能更好

逐步引入設計標準

支持或抵制的關鍵群體

側邊欄：Felica Selenko（AT&T）談AT&T內部對可用性的高層支持

培訓

方法論和基礎設施

項目路徑

投資水平

6. 培訓

培訓類型

側邊欄：Phil Goddard（人因國際）談知識與技能培訓的區別

知識培訓

誰應該接受知識培訓？

技能培訓

誰應該接受技能培訓？

認證

典型的培訓計劃

會議

7. 方法論

用戶中心方法論中需要注意的事項

側邊欄：Janice Nall（國家癌症研究所）談將可用性整合到開發週期中

Schaffer方法的概述

計劃評估和結構階段

了解組織的需求

了解用戶的需求

計劃標準階段

計劃設計和實施階段

計劃評估階段

側邊欄：Pat Malecek（A. G. Edwards & Sons, Inc.）談A. G. Edwards的可用性過程和方法論

計劃本地化階段

快速檢查您的方法論

改造開發生命週期的挑戰

使用經典方法論

改造增加用戶中心活動的方法

改造僅有可用性測試的開發過程

8. 工具、模板和測試設施

您的工具包介紹

測試設施

測試會議的錄音

建模工具和軟體

數據收集和測試技術

國際測試的特殊需求

側邊欄：Apala Lahiri Chavan（人因國際）談寶萊塢方法

招募面試和測試參與者

9. 介面設計標準

什麼是介面設計標準？

螢幕設計模板

設計標準的其他內容

設計標準的範圍

設計標準的價值

制定標準的過程和成本

傳播、支持和執行標準

10. 展示項目

展示項目的價值

側邊欄：Arnie Lund（微軟）談為可用性團隊獲得接受

選擇合適的員工和項目

合適的員工

合適的項目

期望

III. 組織

11. 組織結構

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