Assumptive Personas: Start With What You Know
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You strive to be ‘user centric’, but when you haven’t done the background research, who exactly is the user you are talking about? You’ve likely found that many conversations still revolve around, “I think we should” rather than about what your target users would need. Personas solve this problem by creating a realistic profile that represents a segment. Even if you don’t have a lot of time to do up-front primary research to inform your personas, you can create assumptive personas based on the knowledge within your team. This will help to focus conversations and decisions and give you a clear direction for where to focus your research efforts.In this class, I’ll outline what personas are, why they are useful, and how to create them. You will have the opportunity to practice creating your own assumptive personas based on the knowledge of your ‘team’, identify the key assumptions that are critical to your team’s success, and craft a research plan to validate those assumptions.
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Assumptive Personas: Start With What You Know
- 1. Assumptive Personas: Start with what You Know Jeremy Kriegel UX Director, Gemvara
- 4. Who are we designing for?
- 7. $$ like…
- 8. We are happy
- 9. I think… I think… I think… I think… I think… I think… I think… I think… I think… I think… and that’s final I think… I think… I think… I think… I think…
- 10. “ - Susan Cain Author, Quiet There's zero correlation between being the best talker and having the best ideas. ”
- 12. Ask them! *
- 14. Demographics • • • • • • • 35-44 Male Married with 1.8 kids $75K-90K College graduates 86% Caucasian Born in the USA
- 15. Psychographics • Running, gym, • 56% liberal, 40% conservative • Ambitious, self-reliant, competitive • Hard work, recognition
- 16. Firmographics • Automotive engineer • 15 years experience • Specializes in aerodynamics
- 17. Behaviors • • • • Regular users Avg use of 6.3x/week Accounts with 2-3 competitors Activity increases around backto-school
- 18. Think of someone you are close to
- 20. Tell a favorite story about that person
- 24. Segment Persona
- 25. Focus
- 26. Innovation comes… from saying no to 1,000 things to make sure we don’t get on the wrong track or try to do too much. We’re always thinking about new markets we could enter, but it’s only by saying no that you can concentrate on the things that are really important. -Steve Jobs http://www.businessweek.com/bwdaily/dnflash/oct2004/nf20041012_4018_PG2_db083.htm
- 27. Consensus
- 28. Empathy
- 31. Life in 1813 • Sears Roebuck and Montgomery Ward Catalogs 2nd and 3rd most read books • For entertainment, families gathered around the piano for a sing along, took a drive in their horse-drawn carriage or car (Model T released 5 years ago), or went to a nickel arcade for a movie • The Titanic sank last year • There has never been a world war
- 32. Explain an iPad
- 36. Quantitative
- 37. Ideally Combine • Validate qualitative with quantitative • Flesh out quantitative with qualitative
- 42. Describe the Personas • Give them details • Make them believable
- 43. Persona Priority Name & Picture Story User Goals Summary Summary & Quote Demographics Business Goals Summary
- 44. lou suSi – BXOS !nteractive! http://www.behance.net/gallery/Monster-Persona-Cards/1208889
- 46. Start with What You Know
- 47. What we don’t know What we know
- 50. Known knowns Known unknowns Unknown unknowns
- 51. Break into teams
- 52. Your Project
- 53. Your Business
- 55. Client: The Awesomes • • • • New team of heroes Open holes in their roster Not the best showing so far At risk of losing their government funding • Public is very skeptical
- 56. What if we can‟t agree?
- 58. Business Goals
- 59. Biz Goal persona persona Story Story Story Story Biz Goal Biz Goal persona persona Story Story Story Story Story
- 62. Force Prioritize
- 64. Create a big list • High level description • What differentiates them? – Goals – Demographics – Psychographics – Firmographics – Behaviors – ???
- 65. Winnow Segments • Are any close enough to be identical? • If I satisfy A, do I also satisfy B? • Give segments a title
- 66. Map Personas to Biz Goals • A persona can support more than one goal
- 68. Define Personas
- 69. Persona Definitions • • • • • • • • Persona goals Business goals Context Behaviors Barriers Demographics Psychographics Firmographics
- 71. Tell their story
- 74. Mitigation Strategies • Expert opinions – research, consulting • Quantitative research – surveys, analytics • Qualitative research – Usability studies, focus groups, contextual inquiry
- 76. Fear sells
- 78. Present
- 79. Now what?
- 80. Distribute them far and wide • Introduce them at a company meeting • Mount posters around the office, and in conference rooms • Print persona cards for everyone
- 81. Refer to them often • Whenever you hear, “I think”, or “I want”, ask, “What would [personal] want?”
- 82. Adapt them as needed • When you find new info • Not to suit pre-existing agendas
- 83. Validate & expand • Get some help • Go it alone
- 84. Innovation is solving a problem I didn't know I had until I see your solution
- 86. Resources • User is Always Right – by Steve Mulder • Don’t Make Me Think – by Steve Krug • http://www.cooper.com/journal/personas /
Notes de l'éditeur
- Worked in UX for 15 years, Agile for almost 5
- Not just about customers, may want to make our own people more efficient, etc.
- However, trying to get consensus when you may have a group of divergent opinions can also be hardSometimes the most senior voice gets to make the call, at least you get a decisionBut you may leave the team feeling ignored
- Bad news for me personally, as I like to talk a lot.
- You live and breathe your product. Users likely do not or at least not in the same way.Great if we could ask them, but without direct access, we create abstractions, such as...
- but often we don’t havedirect access, Even if we do, not at all times, and we have decisions to make now.Sowe create abstractions, such as...
- personality, values, attitudes, interests, and lifestyles
- firmographic variables (such as industry, seniority and functional area)
- Good infoUseful for market sizing and broad decisionsHard to make detailed design decisions
- We are not good at remembering data points
- Unfortunately, we are not wired to remember numbers
- We are wired to remember stories
- Def. Realistic profile that represents an audience segmentNot one individual, but a creation that represents the segmentTells a story about a person we can relate toThen it becomes less about what I think and more about what ‘Frank Frequent Trader’ or ‘Mark the Marketer’ wantsHelps us get out of our heads and into our customers
- The challenge with some segment definitions or profiles is that they rely too much on recalling data to be useful.That can make it hard to relate to the group.The segment represents too many people.This is where persona’s come in.Def. Realistic profile that represents an audience segmentNot one individual, but a creationTells a story about a person we can relate toThen it becomes less about what I think and more about what ‘Frank Frequent Trader’ or ‘Mark the Marketer’ wantsHelps us get out of our heads and into our customers
- To summarize the benefits: FocusCan’t be everything to everyoneHelps you determine what you won’t do as much as what you will
- Everyone is thinking from the same starting point and pulling together
- Empathy is hard
- One of you will be the person from 100 years ago
- One of you will be the person from 100 years ago
- One of you will be the person from 100 years ago
- How do we bring our personas to life?
- Qualitative1:1 or small groupsDirect interactionOpen endedReal storiesReveals unknownsSmall sample size
- QuantitativeLarge sample sizeLots of what, but no whyEx. Surveys, analytics, BI, etc
- There is often a difference between what people say vs what they doNot always intentional
- Not what would you do, but how have you dealt with this in the past
- Now that you’ve collected the data, create segments
- What differences will have an impact on how you would make decisions.Even with quantitative data, this is more art than science
- Walk through areasWhile it includes demographics focus is on activity, goals, behaviorsCan be general to the business, but often helpful to have project specific personasWhat differentiates in general, might be different from what differentiates on registration
- That seems like a lot of work (it really isn’t)I’m exaggerating for effect.But what can we do now?
- Talked to a consultant…
- Also called proto personas, I like assumptive as it reminds us what these are based on
- I don’t agree with much that this man says, but there is one thing that he got a lot of grief for that is a smart statement
- Assumptive personas focus on the known knowsAnd identify the known unknowns for further researchDoesn’t deal with the unknown unknowns.Those are best handled through usability testing and field research, such as CIWhat you know is likely the same as your competitorsInnovation is found in the last 20%
- 3-5 people? If you’ve worked together, try to be on different teams.
- If someone on your team
- No wrong answers,
- The goal is not perfection, but alignmentIs there a decision we can live with for this exercise? If there is serious disagreement, capture that issue for later.It’s superheroes! Make it up!
- Break, bio then get to know your teams ~15 mins???DECIDE ON YOUR CLIENT
- List 3-5 SMART business goals15 minstrouble with this exercise may be indicative of another problem, but one that is out of the scope of today's work to solve
- trouble with this exercise may be indicative of another problem, but one that is out of the scope of today's work to solve1 goal per sticky
- How to choose?Relevance to business goalsFit with the business
- This is the point where we want to create a big list. We will winnow next.Collaborative or individual on stickies with affinity mapping
- Don’t have to be too picky, Just eliminate or merge obvious candidates
- Typically, we would do this after fleshing them out a bit moreBut in case we are short on time,Want to focus on the most important personasPriority will change as you learn new info or biz changesForce prioritizeHow does priority compare with biz goals?
- Typically, we would do this after fleshing them out a bit moreBut in case we are short on time,Want to focus on the most important personasPriority will change as you learn new info or biz changesForce prioritizeHow does priority compare with biz goals?
- Make demographics relevant to goals for now. Can flesh out later.Psychographics IAO variables (for Interests, Activities, and Opinions)firmographic variables (such as industry, seniority and functional area)One together, then breakouts & present back for top personas
- What aspects of the persona are critical to project success, that if wrong, could have a significant detriment?Look at what you’ve done
- What aspects of the persona are critical to project success, that if wrong, could have a significant detriment?Look at what you’ve done
- What aspects of the persona are critical to project success, that if wrong, could have a significant detriment?Look at what you’ve done
- The bigger the benefit, the more risk of being in the upper right
- Match the strategy to the assumption or question being answered
- What aspects of the persona are critical to project success, that if wrong, could have a significant detriment?Look at what you’ve done
- Typically, we would do this after fleshing them out a bit moreBut in case we are short on time,Want to focus on the most important personasPriority will change as you learn new info or biz changesForce prioritizeHow does priority compare with biz goals?
- Each group will present their persona, the critical assumption, and the mitigation plan
- Each group will present their persona, the critical assumption, and the mitigation plan
- Monthly customer visitsTargeted usability or field studiesWatch what people do and look for inefficiencies that are taken for granted.
- Different techniques gather say vs. doSurvey is ‘say’ Field studies & analytics is ‘do’
- I put a lot of effort and experience into this presentationIf you got some value out of it, I’ll ask you for something in returnI believe very strongly in my own continuous improvementAnd in order to do that, I need specific feedbackOf course, my preference is for face-face conversations,But if that isn’t yours, or there isn’t time, urlThank you for your time. Any questions?