published: February 24th, 2014
I’ve had a few people ask me recently about how we work at Mark Boulton Design. And, the truth be told, it slightly differs from project to project, from client to client. But the main point is that we work in an iterative way with prototypes at the heart of our work every step of the way.
We always start by trying to understand the problem: the users of the website or product, the organization on their customer strategy, the goals and needs of the project, who’s in charge and who isn’t. There’s a lot to take in on those early meetings with a client. One of the first things we do is to try and put in place some kind of research plan: what do we need to know, and how are we going to get it.
This could be as simple as running some face to face interviews with existing or potential customers coupled with a new survey. Of course, good research should provide some data to a problem, not just ‘what do you think of our website?’. Emma has written some good, quick methods for doing this yourself.
We couple that with trying to extract the scope from the client. I say that because, half the time, we’re given a briefing document – or something similar – and most of the time that document hasn’t been written for us. It’s been written for internal management to sign off on the budget of the project. So, rather than ask for a new document, we run a couple of workshops to tease out those problems:
This workshop is designed to tease out the scope of the project – everything we can think of. We ask the client to write user stories describing the product. Nothing is off the table at this point and our aim is to exhaust the possibilities.
Personas have been called bullshit in UX circles for years now. Some say they pay lip-service to a process, or they’re ignored by organizations. Whatever. I think, sometimes, something like personas are useful for putting a face to that big, amorphous blob of a customer group. Maybe that’s just a set of indicative behaviours or maybe a lightweight pen-portrait of an archetypical user. The tool is not the important thing here, but how you can use something to help people think of other people. To help an organisation to think of their customers, or designers to think of the audience they’re designing for, or the CEO to think in terms of someone’s disability rather than the P&L.
What I find generally useful about running a workshop like this is that it exposes weaknesses in an organisation. If a client pays lip-service to a customer-centric approach, it will soon become very evident in a meeting like this that that’s what’s going on.
This is a vital workshop for me. As a design lead on a project, I need to understand the tone of a company. From the way it talks about itself, through to the corporate guidelines. But, my experience is, that’s only half the story if you’re lucky. So much of a brand is a shared, consensual understanding in an organisation. Quite a lot of that can go un-said. This workshop is, again, about teasing out those opinions, views and arguments.
The first three workshops have the added bonus of finding out who runs the show in an organisation. I make it my business to find out – and get on side – the following people:
That’s quite a lot of people to keep happy, but if we get these three groups on side, we find projects run a lot smoother.
Leisa gave a great talk at last year’s Generate conference in London about prototyping your UX strategy. The crux of this was it is way more efficient to demonstrate your thinking and design, than it is to talk about it. If you can quickly make something, test it, iterate a bit, and then present it, then you can massive gains to cutting down on procrastination and cutting through organization politics like a hot knife through butter. Showing that something works is infinitely more preferable to me than arguing about whether something would work or not.
Wherever possible, we’ve been making prototypes in HTML. It gives us something tangible and portable to work with. We can put it in front of users, show a CEO on their mobile device to demonstrate something.
I’ve spoken before about designing in the browser, or designing in Photoshop, or on pencil, or whatever. Frankly, we try to use the most appropriate tool at the right time. Sometimes that’s a browser, but a client may respond dreadfully to that because they’re are used to seeing work presented to them in a completely different way. Then, we change tack and do something else. My feeling is the best design tool you can use is the one that requires the least amount of work to use: be it a pencil, Photoshop or HTML.
I feel that design is a naturally iterative process. We make things and then fix things as we go. Commercial design, though, has to be paid for. And so, in the 1950’s, the Ad industry imposed limits to this iteration – ’you have three changes, then you must sign off on this creative’. Of course, I can understand this thinking; you can’t just get a blank cheque for as many iterations as you like for a project until something does (or does not) work. But, what we gain in commercial control, I’ve found we’ve definitely lost in design quality. It takes time to make useful, beautiful things.
So, from about 2009, Mark Boulton Design have been working in the following way:
We don’t do:
So, that’s about it. A whistle-stop tour of how we like to work. As much as possible, we’ve tried to tailor our process to what works for us, built on some useful structures that agile gives us. I guess the most important thing for us is that we’re not wedded to our processes at all. We regularly shift focus, or the way we work, to meet the needs of particular clients or projects. Just as long as we align those processes to how design naturally happens, then I’m happy.