Design theory: On the issues of scheme, resources and communication
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<br />This problem does not exist in many small companies. Small companies support and push designers, and designers don’t have to worry about whether they can get results, because if you don’t do it, everyone will wait for you, because there will naturally be a group of people pushing you behind you: the boss, engineers, and colleagues. This result is the result of everyone pushing together. But in many large companies, there are so many projects, and there are so many children that parents can’t take care of them. There are too many projects and the boss can’t take care of them. They only look at the final result: Why do some designers do so many projects in a year? So many projects with good returns? Why do some designers produce so little in a year? Most of the projects you work on fail halfway or even die in the womb? If the product manager is the leader, that would be fine. Product managers bear even heavier assessment pressure, and their main focus is to push for results. Under their push, designers compromise and find middle ground. Product managers are responsible for managing various resources (engineers, testers, etc.), and then the results come out. However , the key is that as a UX designer, you can’t always passively respond to the needs of PDs - do whatever they want and put 100% of your energy on projects driven by their "business goals". As a user experience designer, you should have an independent part of your energy to take the initiative to initiate and improve some projects to make the website more friendly and easy to use. This is where the key lies . Designers sometimes don’t like to passively respond to PD’s needs and want to lead some projects. However, it is often difficult to get results for projects initiated or led by designers. The current situation may be: The construction period is very long (the priority is very low and can be almost ignored); There is no resource support - after all, a project requires a team, engineers, front-end development, and testing, and it is impossible to fight alone; There is no confirmation for a long time, and it is not known when to start the work; Even if the project is initiated by product managers and they state how much benefit it can bring in the product meeting and the bosses nod their heads, it still needs to be prioritized and wait for design resources and engineering resources. Not to mention the demand of a designer who simply says, "This experience is not good, I want to change it to this..." Why can't I get any results? "I have made a systematic improvement plan, which I think is definitely much better than the existing one. I have asked colleagues around me to test it, and everyone said it is good and is looking forward to launching it online as soon as possible. However, after an evaluation with the demand analyst, it was found that it would require more than 30 man-days of development. And judging by the priority, it may take until the end of the year. There is no resource to do it..." "I felt that there was a big problem with a certain page, so I did an analysis and improvement. It turned out that the areas on that page were divided into different product lines, which were under the responsibility of different product managers. In order to promote my design, I needed to communicate with several parties. They gave me a lot of opinions, some of which were completely opposite. I had no idea what the consequences of such a change would be, so I just let it go..." "You think that thing is difficult to use? That's right. We don't want to change it, do we? We have already released several versions of the plan, and the same problems apply. First, there are no resources, and second, there are too many stakeholders involved. We are unable to make changes, so we have kept the status quo." There are of course many excuses and reasons for not getting results. As a designer, I can relate to all of them and have even encountered them myself. After analysis, all the reasons can be attributed to the problems of "plan, resources and communication". There are problems with the design plan itself - there are potential risks, high investment and low output, it is unreasonable in itself, etc.; There is no problem with the design plan, but resources are tight and cannot be invested, so naturally there is no output; There is no problem with the design plan, but communication among multiple parties cannot be smoothly promoted and it is shelved. At this time, a contradiction arises. Since we have provided a good design plan, why can't we get a response from resources? Logically, if it is good enough, it should have a high priority and should be supported by all parties. If it is good design, why is it so difficult to communicate? At this time, should we wait for a good design, or is there any other way? When we think our design is good, it's hard for us to compromise, but - Previous Page 1 2 3 4 5 Next Page Read More |
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