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You are here: Home / Archives for 2 - Professional Skills

Using Iterative Scheduling to Navigate Complex Projects

October 9, 2013 by Matt Perman

In traditional project plans, you scope out the major pieces of work in detail and then carry them out in a very well defined, predetermined sequence.

Sounds great. But the problem is that this only works well in stable environments. In unstable, ambiguous environments of volatile change, these predetermined schedules continually get thrown off — resulting in frustration.

What’s the solution? Iterative scheduling. Iterative scheduling is based on the recognition that in complex environments, the information you need in order to make detailed plans for tasks beyond the immediate future is simply not available. The result is that, if you do make those plans, they will often be inaccurate. The only tasks for which detailed plans can be made are those tasks that are right before you in the near future.

Hence, iterative scheduling proceeds by planning in smaller buckets of work. You have a clear vision and goal towards which you are working, but you do not create detailed plans for the upcoming tasks further out in the future until the current tasks before you are completed. Only then will you have the knowledge you need to do that detailed planning, not only because the environment will be different once you get to that point, but also because completing those buckets of work itself changes things. 

Detailed planning is great. But when you are in an ambiguous environment and find yourself unable to create those detailed plans, take heart that the problem is not with you. Rather, you just need to adapt your planning method to your circumstances. Keep the large goal before you, and then proceed in smaller buckets of work by planning in detail the tasks that are right before you, but resisting the temptation to get too detailed about the tasks beyond that until you finish those items that are right before you.

 

Filed Under: Project Management

The Funniest Part in Isaacson’s Biography of Steve Jobs

September 30, 2013 by Matt Perman

I’ve been meaning to blog this for two years now. From Walter Isaacson’s Steve Jobs:

Even when he was barely conscious, his strong personality came through. At one point the pulmonologist tried to put a mask over his face when he was deeply sedated. Jobs ripped it off and mumbled that he hated the design and refused to wear it. Though barely able to speak, he ordered them to bring five different options for the mask and he would pick a design he liked. The doctors looked at Powell, puzzled. She was finally able to distract him so they could put on the mask.

He also hated the oxygen monitor they put on his finger. He told them it was ugly and too complex. He suggested ways it could be designed more simply. “He was very attuned to every nuance of the environment and objects around him, and that drained him,” Powell recalled.

That is absolutely hilarious. Here is Steve Jobs, barely conscience and virtually fighting for his life, and he asks the doctors to bring in five different options for the oxygen mask because he doesn’t like it’s design. Hilarious!

And, awesome.

Filed Under: 6 - Culture, Design

How to Make the Best of Your Job the Most of Your Job

September 11, 2013 by Matt Perman

A great post by Dave Kraft.

Filed Under: Career Success

How Do You Love Your Neighbor at Work?

August 20, 2013 by Matt Perman

As I learned from Tim Sanders’ excellent book Love Is the Killer App several years ago, the best answer is: always be on the lookout to share your knowledge, networks, and compassion.

I show what this means and some biblical foundations in my guest post at the Institute for Faith, Work, and Economics blog.

Filed Under: Career Success, Love, Work

Find a Career Path that Utilizes Your Talents and Passions

August 12, 2013 by Matt Perman

Well said by Brad Lomenick in his book The Catalyst Leader: 8 Essentials for Becoming a Change Maker:

The next generation of Christian influencers is passionate about finding and pursuing their divine purposes. They don’t want to work thirty or forty years in a job that fails to fulfill their deepest longings. Instead, this generation wants to find career paths that utilize both their talents and their passions. They are locating and living their callings, and we’re all better for it.

Amen. Don’t settle for forty years in a job that doesn’t call on the best of you. Find something that calls on your strengths and passion, and do it with all your heart.

Filed Under: Career Discernment

Is it Really Biblical To Love Your Work? A Closer Look at Ephesians 6:5-8

August 12, 2013 by Matt Perman

I’m a firm believer in doing work you love. Not only is this an intrinsic good, it also enables you to be more effective at what you do — and thus serve others with greater effectiveness, passion, and clarity.

But someone might say “Since God can use us wherever we are, it doesn’t matter if we love our work or not. So let’s get rid of this silly quest to actually like what we spend 40 hours (or more) of our weeks doing.”

Sounds a bit spiritual, right? Or, maybe I should say, sounds a bit…over spiritual. Which is the first sign of the problem. So let’s take a closer look at Paul’s core passage on work, Ephesians 6:5-8.

Paul does indeed teach that the Lord can use us anywhere, and that we can find joy in our work no matter what it is (assuming it is lawful). His teaching to slaves here is to “do the will of God from the heart, rendering service with a good will as to the Lord and not to man, not that whatever good anyone does, this he will receive back from the Lord.”

So, no matter our work is, we can indeed find a way to take joy in it because we can do it for the glory of Jesus. Specifically for slaves, Paul’s counsel is: “If you are a slave, don’t worry about. Do your work with joy, knowing that you are ultimately serving God. Your ability to make an impact will not be lessened because you are in slavery; do all the good you can in your work, knowing that you will be rewarded abundantly for it from the Lord.”

This is a precious, fundamental reality. So, following from this, we might then say: “So it doesn’t matter, then, if we actually like our jobs themselves. Who cares if you have a job you like? God uses you anyway.”

This is where the fact that Paul is here addressing those who are in slavery comes into play. I’ve always been slightly uncomfortable with how everyone applies this text directly to modern-day employees, as though we can just take it over wholesale. The general principles certainly remain, but the fact that Paul is addressing those in slavery here does mean something.

This flips us over to 1 Corinthians 7:17-24, where Paul addresses the issue in some more detail. Here Paul teaches us that we are to live according to the condition in which God has placed us. Paul’s counsel to slaves is “don’t worry about your condition. I know it is hard, but don’t worry that it diminishes your relationship with the Lord. You can do everything in your condition to God’s glory, and he will be fully pleased with you.”

The thing is this: God pays attention to the specific contexts of our lives and seeks to give us counsel tailored to our unique situations. Whereas those in slavery didn’t have any say over their work and roles, those who are free do have a say. That’s what it means to be free.

That matters. If you notice the argument of the passage, Paul’s point is that it is OK to live according to the context in which we find ourselves. “Let each person lead the life that the Lord has assigned to him” (1 Corinthians 7:17). If you became a Christian while a slave, that’s OK. Likewise, if you became a Christian while free, that’s OK to. You can keep living as a free person. “In whatever condition each was called, there let him remain with God” (1 Corinthians 7:24). And part of what it means to be a free person is that you have control over what jobs you choose and which career path you want to take. You can make those choices — it’s up to you.

So Paul is not saying to free people “just put up with whatever you’re given.” That’s contrary to the nature of being a free person. Paul expects free people to live as free people. Thus, it’s OK to seek a job you love. Again, that’s part of what it means to be free.

Paul’s counsel to those who are free, then, is simple: live as a free person. It’s OK! If you want to work in a field you love and have a job where the bulk of the activities are things you find engaging and which challenge you, go for it. You don’t have to fall for the trap of the over spiritualizers who say that since some people (maybe them?) don’t like their jobs, you shouldn’t either. “Let each person lead the life that the Lord has assigned to him” (1 Corinthians 7:17). For those who are free, that means living according to the fact that you have freedom over what you choose for a job. So if you prefer, then seek a job you love.

It’s OK. Go for it!

Filed Under: c Career Navigation Skills, Work

Is "Follow Your Passion" Really Bad Advice?

August 11, 2013 by Matt Perman

I see that Cal Newport has a new book out where he argues that following your passion is actually bad advice.

I like Cal Newport and have been very helped by the things he has to say, such as his excellent article getting creative things done. But I think this is, unfortunately, a case of overstating a point in a way that renders it inaccurate.

For example, if “follow your passion” is bad advice, then does that mean “don’t follow your passion” is good advice? Should we do what we hate instead?

Newport argues that what we should do is cultivate skill, and we typically come to love those things we become good at. I think there’s a lot to that (though it’s not everything, and isn’t always the case).

But what I disagree with is why Newport feels like he has to “debunk” the notion that we should follow our passion. I doubt that most people who say “follow your passion” mean that in an unqualified sense. The right way to understand passion as it relates to our careers is as follows.

1. Passion truly is critical. You should follow your passion — but…

2. Passion is one of three things you need to consider. You don’t consider passion alone. Instead, you consider (1) what you are passion about, (2) what you can be excellent at and (3) what meets a real need in the world. Your greatest career effectiveness (and, likely, calling from God) is at the intersection of those three things.

3. To speak in terms of “don’t follow your passion” or “the notion that we should follow our passion is a cliche, and it’s bad advice” is to give a hugely incomplete picture of things because it can mistakenly lead people to overlook the critical place that passion does play (understood as I describe in point 2). It would be much better to say “passion is not enough,” or something like that.

4. Newport is right that passion is not always first. But sometimes it is. Let’s not discourage those people who do have a clear passion by telling them that following their passion is bad advice.

5. The best way to find your passion and gifts is to act. Years ago spiritual gifts tests were common. Rick Warren said when he took one back in the day, he only had one gift: martyrdom. Another guy who went around mooching off of others all day turned out to have the gift of “poverty” — which turned out only to reinforce him in his crazy efforts! In contrast, the way to find out what you are good at and love to do is not to take a test or just think to yourself “this is my passion,” but to do stuff. Then you find out what you love and are excellent at (and what is actually serving people), and build on that.

If that is Newport’s point, that’s great. But then his book would have been much more helpful, I think, if the big idea being used to promote it was “passion is not enough,” rather than trying to make the bold (and wrong) statement that the advice to “follow your passion” is wrong.

I’m all for bold statements, and calling attention to counterintuitive things. The trick, though, is that you have to be right in the statements you make. It’s great to say something unexpected, but that unexpected statement has to remain true once the person has understood the subject more deeply.

In this case, I think that those who have said “follow your passion” are being misrepresented.

However, with this clarified, Newport’s book is certainly worth checking out and I sure will be helpful on many, many fronts. I applaud Newport in the very helpful work that he does. I just think that this particular (very big) portion of his book and its lead marketing themes could have been recast in a much more helpful light.

Filed Under: Career Discernment

Steve Krug on Usability

June 7, 2013 by Matt Perman

Here’s a great presentation on usability by Steve Krug, the foremost expert on the subject by far. 

The focus of this presentation is on the importance of user testing. Most of the time, user testing never happens; or, when it does, it is done in way more detail that it needs to be, with scientific analysis of the results and a long report, costing about $10,000.

However, you can be just as effective with user testing by just testing three users, watching how they use your site while they think out loud (that’s the key). With just three users you will identify far more problems than you have the resources to fix anyway. Identify the top three, address those, and you will have made a significant impact.

Last: don’t do user testing as an add-on at the end. You need to do it throughout the process. If you do three rounds throughout the development of your product (website or anything else–I think all products should be user tested, even building layouts), fixing the top three problems identified after each time, that would be huge.

If you want to save time, the best way to watch his lecture is actually to click through the slides at the bottom. And, for more detail on what makes for good usability on websites, see his excellent book:

 

(HT: Matt Heerema)

Filed Under: Usability

The 5 Most Dangerous Creativity Killers

April 29, 2013 by Matt Perman

A great article from the 99%.The 5 most dangerous creativity killers are:

  1. Role mismatch
  2. External end goal restriction
  3. Strict ration of resources
  4. Lack of social diversity
  5. Discouragement/no positive feedback

Here’s one of the most important highlights of the article. There is truth to the fact that constraints often add to our creativity by creating the “entrepreneurial gap” that requires novel solutions (and thus creativity) to cross when resources are scarce.

Sometimes, however, that reality is used to justify strict rationing of resources in an organization and a caviler imposition of restraints on creatives. That is a complete misunderstanding and misapplication of the entrepreneurial gap. As the article points out:

Although self-restriction can often boost creativity, the Harvard study shows that external restrictions are almost always a bad thing for creative thinking. This includes subtle language use that deters creativity, such as bosses claiming “We do things by the book around here,” or group members implicitly communicating that new ideas are not welcome.

Here’s one other important point: a shortage of time is not good for creativity!

While money and physical resources are important to creativity, the Harvard study revealed that mental resources were most important, including having enough time.

Creative people re-conceptualize problems more often than a non-creative. This means they look at a variety of solutions from a number of different angles, and this extensive observation of a project requires time. This is one of the many reasons you should do your best to avoid unnecessary near-deadline work that requires novel thinking. Also, when we are faced with too many external restrictions we spend more time acquiring more resources than actually, you know, creating.

Filed Under: Creativity Tagged With: Creativity

Usability and Design Principles for Ministry Websites

January 13, 2013 by Matt Perman

This is a document I initially created while at Desiring God bringing together all of the core principles for making websites usable. In that sense, this is the most comprehensive collection of principles I’ve done. I’ve since updated it a bit to make it more broadly applicable to ministries (and other organizations) in general.

This collection is based on research that I did, and in order to work as quickly as possible and because this was (initially) for use just among my team, I didn’t always include citations to sentences that are quotations (I have since tried to add them — though I may have missed a few spots). So don’t see these principles or their expression as unique to me; this is a collection of my research notes. What is unique is how they are organized, brought together, and which ones were selected.

Last of all, note that a few of these principles may be time-bound (such as principles on screen size) and should thus be smartly adapted to the current context. Other principles are timeless.

 

The guiding principle for effective websites is, after excellent content, usability—that is, making the content easily accessible to the users. Usability is a higher priority than everything else, including looks.

This document outlines the usability principles that we recommend for governing your site presentation. These principles are starting points and guidelines. The point is not that you should never deviate from them, but that if you do, you need to do so purposefully. We recommend that no proposed deviations should be undertaken except for those that can be shown to improve usability and design, or which are necessitated due to technology or prioritization when one principle requires the trade-off of another principle.

As a result of these usability standards, users will always know where they are, will be able to get from one place to another quickly, and will be able to find what they are looking for (and many related things they weren’t originally looking for, but are glad to know about).

 

Global Principles

The Value of Content

“Original, quality content is the most valuable commodity of the Web. Users look for useful content and consume it voraciously once they find it” (Thomas Powell).[1]

The Value Of Usability

“Making pages self-evident is like having good lighting in a store: It just makes everything seem better. Using a site that doesn’t make us think about unimportant things feels effortless, whereas puzzling over things that don’t matter to us tends to sap our energy and enthusiasm—and time” (Steve Krug).[2]

“When we’re using the Web every question mark adds to our cognitive workload, distracting our attention from the task at hand. The distractions may be slight but they add up, and sometimes it doesn’t take much to throw us” (Steve Krug).[3]

If users get it, there’s a better chance they’ll:

  1. Find what they’re looking for.
  2. Understand the full range of what your site offers.
  3. See the parts of the site you want them to see.
  4. Feel smarter and more in control, which will bring them back

Chief Principles for Making Your Site Usable

  1. The chief principle: Don’t make people think. This is the summary principle of all usability. People should not have to work to figure out how to use your site.[4] This means:
    1. Design for the user. Navigation, layout, and architecture should conform to how users actually browse, not simply how we want the site to appear.
    2. Seek to eliminate question marks. The site should embody simplicity and be organized in a way that reduces the need to figure things out. Organization should be clear and intuitive. Navigation should be self-evident, and when it can’t be self-evident, it should be self-explanatory. “When you’re creating a site, your job is to get rid of the question marks.”[5]
    3. Minimize the number of clicks, but don’t sacrifice logical organization. Clear organization is a higher priority than lessening the number of clicks.
  2. Use the smallest effective difference.[6]
  3. Eliminate the unnecessary.
  4. Group like with like.
  5. Arrange for access.
  6. Provide good orientation (that is, navigation).
  7. Be consistent.
  8. Follow Web conventions. Only break a convention if it can be shown to actually enhance usability (or at least not hinder it).
  9. Put standard elements in the places people expect them.
  10. Make the page layout reflect the relationships between things and be uncluttered.
  11. Don’t try to be fancy.
  12. Make obvious what is clickable.
  13. Be concise.
  14. Focus on content.

 

Information Architecture

Navigation

“Clear, well-thought-out navigation is one of the best opportunities a site has to create a good impression” (Steve Krug).[7]

“It’s the structure of a site that determines its success. A well-organized site will lead users effortlessly toward their goals” (June Cohen).[8]

“A good visual hierarchy saves us work by preprocessing the page for us, organizing and prioritizing its contents in a way that we can grasp almost instantly” (Krug).[9]

Navigation Purposes

Usability expert Jakob Nielsen summarizes the purposes of navigation helpfully in his book Designing Web Usability.

  1. The navigation should be designed to answer three questions:
    1. Where am I?
    2. Where have I been?
    3. Where can I go?
  2. The navigation should show users their location at 2 levels:
    1. Relative to Web as a whole.
    2. Relative to the site’s structure.
  3. In other words, the navigation should:
    1. Help users find what they’re looking for.
    2. Tell users where they are.
    3. Tell user’s what’s on the site (reveal content).
    4. Show users we know what we’re doing.

But perhaps most importantly, the purpose of navigation is to reveal content. This is why drop-downs and “more” labels should have no place in the navigation, for they conceal content rather than reveal content.

General Principles

  1. Every page needs to have these navigational elements:
    1. Site ID. The organization name and logo should be in the upper-left corner of the screen on every page. A brief tagline describing what the site is about should accompany the logo. A good site ID answers the question: What site is this?
    2. Page name. Answers: What page am I on?
    3. Global navigation. Answers: What are the major sections of this site?
    4. Local navigation. Answers: What are my options at this level?
    5. Utility navigation. Answers: Where are the administrative areas that help me use the site (like account, cart, help, etc.)?
    6. “You are here” indicator. Answers: Where am I in the scheme of things?
    7. Search. Answers: How can I search?
    8. Breadcrumbs. Provides another helpful and very useful perspective on where they are.
  2. The search box will be on every page in the same spot.
  3. Page names must always match what the user clicked.
  4. Similar navigation items should be grouped, and categories that are of a different sort should not be mixed in (for example, product categories and topics should not be mixed).
  5. Create intuitive pathways through site.
  6. Provide a logical structure.
  7. The number of times a user has to click is not as important as making each click a mindless, unambiguous choice.
  8. Each page should have one primary purpose to which we are seeking to direct the user. It may be useful to document these purposes on a version of the site map.
  9. There will be no splash screens.

Global Navigation

  1. Global navigation should be provided by means of a bar across the top of the page. The categories should be constant throughout each page of the site (with the exception that the home page will not have a “home” button).
  2. A link that says “home” should be part of the global navigation on every page (except the home page). We can’t simply rely on people to know that clicking the logo takes them home.
  3. The organization name and logo should be in the upper-left corner of the screen on every page.
  4. A tagline should accompany the logo. Note that a tagline is not a motto. “We bring good things to life” is good as a motto, but would not be good as a tagline because it doesn’t tell you what to expect. Conversely, at Desiring God the tagline is “God-centered resources from the ministry of John Piper.” That is a clear, helpful tagline because it tells you what the site is and what you will find there.
  5. Each page should have a name/title.
    1. The name should go in the upper left of the content portion of page.
    2. The exceptions are sermons and articles and other content pages, where it may go in the top middle of the content section.
    3. The name should appear to be framing the content that is unique to the page.
    4. The name should match what the user clicked.
    5. The name for each page should always be in the same spot—with sermons and articles as the possible exception to this (if the name goes in the middle), but even then every sermon and article should have the name in the same spot as every other sermon and article.
  6. A “you are here” mechanism should exist on each page, showing the user’s current location in relation to rest of site. It should show the hierarchical relationship of their page to the rest of the site, not just the path they took to get there. This is done by having the main section where the user is highlighted in the global navigation, and the sub-section where they are highlighted in the local navigation (on the left). Breadcrumbs are also helpful for this (though they should never take the place of the indicators in the global and local navigation).
  7. Contact info should be easy to find.
  8. A feedback mechanism should be provided in About Us.
  9. A link to the user’s shopping cart should be on every page (in the utilities.)
  10. Search appearance principles:
    1. Search box should be on every page.
    2. The interface should be simple. Should be just a box, with button that says search. Hence, don’t need to also label it “search.” The button does that.
    3. No cute names—not quick search, search the site, search-o-rama, or any such things.
    4. Don’t have a “search the Web” option.

Local Navigation

  1. Local navigation should go on the side (left or right) and provide the options specific to the level of the site at which the user is found. Page-specific navigation elements can also be presented here, such as related resource links, as long as they are kept visually distinct from the actual structural navigation.
  2. In general, suggested and related resources should go on the side.
  3. One exception is that related resources in topic indexes often need to go beneath, rather than on the right, because there are often so many. The related resources should be listed underneath the category in which they found, so that the category name effectively becomes a sub-category within the category that the user is currently in. Only the resources in these categories that are related to the primary category should be listed. Related products should also be listed, but clearly designated as related products.

Navigation Mechanics

  1. Pull-down menus should not be used for navigation, because they conceal information, whereas the purpose of navigation is to reveal content.
  2. New windows should not open for new pages. This disables the back button, the normal way users return to the site. However, the exceptions to this are audio/video (which opens in a pop-up), off-site links (so that users will know they are leaving our site), and possibly the privacy policy.
  3. Audio and video can be displayed in a pop-up rather than within the browser page (though this is less and less common now). This is generally the only time pop-ups should be used.
  4. People’s names should not be links to the person’s email. Such links should clearly be stated as email links.
  5. Navigation pages should minimize scrolling (user is unable to see all options at once); content pages and home page may scroll.
  6. Never make people scroll horizontally.
  7. Similar navigation items should be grouped.
  8. Don’t provide multiple navigation areas for the same type of links.
  9. Navigation should be consistent. The labels should be the same everywhere, and the page you go to should have the same name as the link you clicked.

Categorization

  1. Organizing schemes should be consistent. For example, topics should not be mixed with resource categories in the same grouping.
  2. Categories should be mutually exclusive. Cross-listing should be kept to an absolute minimum.
  3. Categories should be comprehensive–no gaps.
  4. Categories should anticipate future content. If topical, for example, try to anticipate the topics not yet covered.
  5. Groups of similar choices should be limited to 5-9 items when possible; people can’t keep more in their mind for evaluation. If tons of links needed, cluster them in groups of 5-9 links.
  6. There should be no redundancy in the labels, sections, and categories.
  7. There should be multiple ways of finding things (without creating redundant labels, sections, and categories).

Labels

  1. Clear, intuitive labels will be used.
  2. No clever or cute label names should be used. For example, the “search” should just be called “search,” rather than “quick find” or “search-o-rama.”
  3. Labels must be consistent in these aspects:
    1. Style: punctuation, etc.
    2. Presentation: fonts, sizes, colors, white space
    3. Syntax: no mixing of verb-based and noun-based. Use a single syntactical approach.
    4. Granularity: all roughly equal in their specificity.
  4. Section names should be:[10]
    1. Short
    2. Consistent. Agree in number of words, part of speech, verb tense, capitalization, language, etc.
    3. Clear
    4. Jargon-free

Links

  1. Our goal is that people immediately know whether something is a link and, as a corollary, never think that something is a link when it is not. Hence, everything that is clickable should be obviously clickable, without requiring the user to scroll their mouse over it to make sure. To this end, we have these policies on links:
    1. Color. All links will be indicated by color, and this color will be exclusive to links. The color is up to the designer. The color will be consistently used: Every link will be the same color, and any text that is not a link will not be this color. Links in the navigation (global and local) are an exception–they are not colored because the existence of the link is clear by virtue of being in a navigation bar.
    2. Underlining. Links will also be indicated by underlining, and underlining will be exclusive to links. Underlining will be used consistently: All links will be underlined, and only links are underlined. Links in the navigation (global and local) are an exception: they do not need to be underlined because the existence of the link is clear by its inclusion in the navigation. Text that cannot be clicked should never be underlined.
    3. Visited links. All links should switch to the same color once clicked upon, so that the user will know where they have been and where they have not.
    4. Headlines. Headlines will not be underlined because this is not standard, but research indicates that we cannot rely merely on color and the fact that something is a headline to communicate to the reader that it is clickable. Hence, all headlines that are clickable need to have an arrow after them, to indicate that they are links.
    5. Rationale. Our reasons for this policy stem from our primary goal, usability. We realize that this will force us to sacrifice some visual appeal, but since usability is a higher goal, this is a trade-off that we are willing to make.
  2. The color that is chosen for links should preserve a high contrast with the background, so that viewers can easily see and read the link.
  3. Buttons that are clickable should be obviously so.
  4. It should be clear where each link will go, so users do not need to proceed by trial and error.
  5. The amount of text used in the link should be kept to a minimum. When possible, link simply a short phrase rather than an entire sentence. For associative links within the content, only the most important information-carrying words should be turned into hyperlinks.
  6. “Click here” should never be used.
  7. If a link does anything other than go to another Web page, that needs to be made clear.
  8. The name on the page that the person is taken to should always match the link they clicked.
  9. For associative links within the content, only the most important information-carrying words should be turned into hyperlinks.
  10. Don’t use a link that only says “More…” Have it say “More on X …”
  11. Don’t use the word “links” to indicate links
  12. If a link does anything other than go to another Web page, make sure this is made clear 

Outbound Links

  1. We will have outbound links, as a way of adding value to the site and the user’s experience. The value users derive from the external site will rubs off on the original site, and the links thereby turn into content and become a reason by themselves for users to like the site and use it. The presence of outbound links to credible sites may also increase the search engine rank of the site.
  2. For outbound links, our focus will be quality, not quantity. Too many links are confusing.
  3. Outbound links will normally be opened in a new window, to show that the link is going to an external site.

 

Graphic Design

Style

  1. The design should be professional and attractive.
  2. There should be a unified look to all sections and pages so that it is clear that they are part of the same site.
  3. We will not overuse icons. They will only be used if they will aid in understanding and do not clutter the page. They will be kept small.
  4. Web conventions should be followed, and broken only if it can be shown to actually enhance usability (or at least not hinder it).

Page Layout

  1. Every page needs to have the navigational elements listed above.
  2. The general structure is: Left: Nav bar. Center: Content. Right if content page: Tools and related. Right if entry or category page: Highlights. Top if entry page: Feature.
  3. Critical page elements should be visible above the fold.
  4. People should never have to scroll horizontally.
  5. Pages should generally have clearly defined areas.
  6. Noise and clutter should be minimized.
  7. White space should be utilized.
  8. When possible, the appearance of things should portray the structural and logical relationship between things. Things that are related logically should also be related visually.
  9. A clear visual hierarchy should be present on each page.
  10. The more important something is, the more prominent it should generally be. (There are exceptions to this.)
  11. Visual nesting should be used to show what’s part of what.
  12. Mouse travel distance between successive choices should be minimized.
  13. Any time related products are listed, they should be listed with small thumbnails, if appropriate. (
  14. The home page should be uncluttered and arranged in a way that pre-processes the information for the user through the page layout, nesting, and other visual elements.

Text

  1. To avoid the ransom-note look, no more than 2-3 fonts per page should be used.
  2. There should be a high contrast between text and background.
  3. Text should be big enough to be legible.
  4. There should be no moving text.
  5. Sans-serif typeface should generally be used, since some systems don’t render serif text very well.
  6. Words in all large capital letters should be avoided. Words in all small-caps are acceptable.
  7. Line lengths in documents should not exceed 52 characters.

 

Technology

Coding

  1. The pages should be designed for cross-platform and cross-browser usage.
  2. There should be a separation of meaning and presentation. HTML is used to encode meaning, and style sheets for presentation.
  3. Linked (as opposed to embedded) style sheets will generally be used to make changes easy.
  4. For users who have very old browsers that do not support style sheets, the pages should degrade gracefully.
  5. Frames will never be used.
  6. Tables will not be used, except when we really want a real table on the screen.
  7. Images of words should generally not be used, since images can’t be searched. Menus may be an exception.

Speed

  1. Download speed should be fast. Shoot for a general maximum of two seconds. Any medium that will take more than 20 seconds to download should have a progress bar (example: audio).
  2. Video and audio should list the length and file size.
  3. Images should be cropped, compressed, or a combo to prevent lengthening the download time.

URLs

  1. The same page should always be referred to with the same URL in every link to it, so that the visited-non-visited color scheme is not thrown off.
  2. URL’s should be understandable, and support URL-butchering.
  3. Old URLS should point to new location when a page moves.
  4. Permanent URLs should be used for pages where the content may change frequently but the older content remains relevant, so that the older content may still be accessed.

Content

Writing

  1. Be succinct.
  2. Write for scannability:
    1. Do not use long blocks of text.
    2. Do use short paragraphs.
    3. Do use sub-headings.
    4. Do use bulleted-lists.
  3. Use the inverted pyramid principle, as possible.
  4. One idea per paragraph, with topic sentences.
  5. Omit needless words.
  6. Minimize happy talk (such as “welcome to this page…”).
  7. Minimize instructions.
  8. Info that is only of interest to a minority of readers should be made available through a link.
  9. Use consistent capitalization and other style standards so that all usage is consistent.
  10. Grammar, spelling, and punctuation should be near flawless.
  11. Headlines:
    1. Should make sense even when the content is not right there under it.
    2. Should be clear and plain. Nothing cute.
    3. Should not be mere teasers. We should provide clear expectations.
    4. Should make the first word be info-carrying.

Freshness

  1. Fresh content should be posted each day in a prominent spot on the home page.
  2. Timely, and interesting features should exist within the site.
  3. Outdated information should be removed immediately.

 

Promotion

  1. Support grassroots and online marketing.
  2. Integrate with offline communication.
  3. Practice consistent email communication via e-subs and e-newsletters.
  4. Support off-line promotional efforts.

 

Principles for Ongoing Improvement

  1. Practice detailed stat tracking, reporting, and analysis.
  2. Continue usability testing.
  3. Evaluate user feedback.
  4. Gauge user interest.

 

More Detail on Usability

How People Use the Web

Most glance at each new page, scan, and click on first link that catches interest or resembles what they are looking for.

3 facts:

  1. People don’t read, but scan.
  2. People don’t make optimal choices, but rather the first reasonable option.
  3. People don’t figure out how things work, but muddle through.

Criteria of Usability

5 things determine a site’s usability:

  1. Learnability
  2. Rememberability
  3. Efficiency of use
  4. Reliability in use
  5. User satisfaction

Criteria of excellence:

  1. Useful
  2. Usable
  3. Correct
  4. Pleasing

Definition of usability: “Usability is the extent to which a site can be used by a specified group of users to achieve specified goals with effectiveness, efficiency, and satisfaction in a specified context of use” (Powell, 50).

Home Page Purposes

  1. Objective of the home page is to convey the big picture of the site while highlighting the most interesting, relevant, and timely stuff to the user. This objective breaks down into the following goals:
  2. To the big-picture questions for the user:
    1. The location question: Where am I?
    2. The identity question: Who are these people?
    3. The purpose question: Why should I be here?
    4. The content question: What do they have here?
    5. The action question: What can I do here?
    6. The start questions:
      1. Where do I browse?
      2. Where do I search?
      3. Where is their best stuff?
  3. To serve as entry point and recognizable starting place.
  4. To identify the site and mission.
  5. To reveal the site hierarchy (content and features) and how it’s all organized.
  6. To feature news or resources that are relevant to current events or the current ministry focus (in other words, that are timely).
  7. To highlight special promotions (but don’t overdo).
  8. To give people tastes of the best things inside, through content promos and feature promos.
  9. To do these things in a way that demonstrates that the site is timely and kept up to date.
  10. To provide short-cuts to most frequently requested pieces of content.
  11. To expose what users are looking for and what they are not looking for, but may be interested in.
  12. To establish credibility and trust.

 

Helpful Resources on Usability

Steve Krug, Don’t Make Me Think: A Common Sense Guide to Web Usability

June Cohen, The Unusually Useful Web Book

Jakob Nielsen, Designing Web Usability

Louis Rosenfeld & Peter Morville, Information Architecture for the World Wide Web: Designing Large-Scale Websites

Jakob Nielsen & Marie Tahir, Homepage Usability: 50 Websites Deconstructed

Andrew Clark, Submit Now: Designing Persuasive Websites 

Jakob Nielsen, E-Commerce User Experience

Notes

[1] Thomas Powell, Web Design: The Complete Reference, 13.

[2] Steve Krug, Don’t Make Me Think: A Common Sense Guide to Web Usability, 19.

[3] Krug, 15.

[4] I am indebted to Steve Krug for pointing out this principle and fleshing it out so helpfully in his excellent book Don’t Make Me Think: A Common Sense Approach to Web Usability.

[5] Krug, 13.

[6] This principle is from Edward Tufte, one of the premiere experts in information design and data visualization.

[7] Krug, 60.

[8] June Cohen, The Unusually Useful Web Book, 97.

[9] Krug, 33.

[10] These four characteristics are fleshed out well by June Cohen in The Unusually Useful Web Book, pp. 122-123.

Filed Under: Usability

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