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User Experience Management: Essential Skills for Leading Effective UX Teams deals with specific issues associated with managing diverse user experience (UX) skills, often in corporations with a largely engineering culture. Part memoir and part handbook, it explains what it means to lead a UX team and examines the management issues of hiring, inheriting, terminating, layoffs, interviewing and candidacy, and downsizing. The book offers guidance on building and creating a UX team, as well as equipping and focusing the team. It also considers ways of nurturing the team, from coaching and performance reviews to conflict management and creating work-life balance. Furthermore, it discusses the essential skills needed in leading an effective team and developing a communication plan. This book will be valuable to new managers and leaders, more experienced managers, and anyone who is leading or managing UX groups or who is interested in assuming a leadership role in the future.
- Gives a UX leadership boot-camp from putting together a winning team, to giving them a driving focus, to acting as their spokesman, to handling difficult situations
- Full of practical advice and experiences for managers and leaders in virtually any area of the user experience field
- Contains best practices, real-world stories, and insights from UX leaders at IBM, Microsoft, SAP, and many more!
New managers, leads, or those that are expecting to become managers or leads in any of the user experience areas (e.g., user experience, human factors and ergonomics, usability, human-computer interaction, design, and user research)
About the Author
Chapter 1 Introduction
One Manager’s Personal History
Questions You Might Be Asking
Navigating the Book
Highlights from the 2010 SIGCHI Panel “Managing User Experience—Managing Change”
Chapter 2 Building the Team
Identifying the Skills Needed
Finding Great People
Vendors and Contractors
What About Certification
Building a Great Team
Interviewing and Candidacy
Merger and Acquisition: Impact on UX Management
Building and Managing a Consulting Team
Letting People Go
Chapter 3 Creating Your Team
A First Day Experience
Sizing the Team
Small, Medium, and Large Teams
Defining the Mix of Skills
Positioning the Team
The Need for Champions
Distribute the Team or Centralize It
Positioning Within the Company
Higher or Lower in the Company
Where Should People Sit
Moving Your Team in the Organization
Funding the Team
Estimating Your Needs
Direct Funding Versus Strategic
An Engagement Model
Positioning Within the Company
What Do You Mean by UX Globalization?
Chapter 4 Equipping the Team
Chapter 5 Focusing the Team
Finding Your Soul
Ideas Shaping My Approach
A Strategic Framework
Defining Your Vision and Mission
The Elevator Pitch
Creating a Strategy
A Case Study: Creating a User-Centered Culture
Five Management Dimensions in Managing a Usability Design Team
Lessons Learned in Managing a UX Consultancy
Building an Integrated Information Architecture Practice at Sapient During the Dot-Com Boom
Chapter 6 Creating a High Performance Team
Define Your Team Identity
Taking the Team Pulse
What People Want
Moving Through the Growth Cycle
Managing Through Change
Identify Shared Values
Clarity in Roles and Responsibilities
Mentoring and Apprenticeship Models
Boomers, Gen X, and Gen Y Differences in the Workplace
Using DISC Profiles to Get New Teams Talking
HR Policies and Rationale
Managing a Fast-Growing UX Team and Maintaining Quality
The 4 Stages of Team Development
Chapter 7 Nurturing the Team
Growing Performance and Careers
Doing Performance Reviews
Encouraging Professional Activity
Creating Work-Life Balance
Leveraging Morale Events (Fun with a Purpose)
Taking Care of Yourself
Improving as a Manager
Rallying the Troops
UX Team Lunches: Creating Team Traditions
Growing Performance and Careers
Chapter 8 Transforming the Organization
Rethinking the Argument
A Strategy Perspective
Positioning in the UX Process Maturity Model
Developing the Portfolio of Work
Getting into a Project
Standardization and Reuse
Scaling Up and Design Thinking
Is Usability ROI Still Relevant? Was It Ever?
Defining Your Value to the Organization
Successful Collaboration Across the Organization
Developing a Portfolio of Work
Chapter 9 Evangelizing UX
Books to Share with Senior Managers
Corporate Community Building
Managing Up: It’s About Speaking Their Language and Taking Their Perspective
Chapter 10 Conclusion
Should You Be Managing?
A Final Comment
Professional Society Conferences
Other Recommended Management Books
Nelson Soken Recommendations
Additional Helpful Resources
- No. of pages:
- © Morgan Kaufmann 2011
- 28th April 2011
- Morgan Kaufmann
- Paperback ISBN:
- eBook ISBN:
Arnold (Arnie) Lund, PhD, CUXP is a Principal Director of User Experience at Microsoft. He began his career at AT&T Bell Laboratories in applied research, and helped build the science and technology organization at Ameritech. He managed design and exploratory development teams at US West Advanced Technologies, and served as a director at Sapient (where his focus areas ranged from information architecture to leading a global program in emerging technologies). Arnie has been elected to the ACM SIGCHI Academy; and co-chaired the CHI conferences in 1998 (Los Angeles) and 2008 (Florence, Italy). He is a Fellow of the Human Factors and Ergonomics Society (HFES), and served on the HFES Executive Council. He has long been engaged in human computer interaction (HCI) standards and in the area of accessibility and emerging technology, including chairing the HFES Institute and overseeing the HFES-200 standard and its approval as an ANSI standard. He is a certified user experience professional and served as president of the board of directors for the Board of Certification in Professional Ergonomics (BCPE).
Arnie received his BA in chemistry from the University of Chicago, and his PhD in experimental psychology: human learning and memory from Northwestern University. He has published widely in R&D management and on research in natural user interfaces, and has a variety of patents. He has been on the advisory and editorial boards of various journals (e.g., Journal of Usability Studies and the International Journal of Speech Technology), and served on the board of directors for INFINITEC (focusing on infinite potential through assistive technologies). Arnie has taught user centered design at Northwestern University and elsewhere, and can be heard periodically teaching at the University of Washington.
You can reach out to Arnie over LinkedIn, and follow his experiences as a UX manager on Twitter @ArnieLund.
PhD, CUXP, Principal Director of User Experience at Microsoft.
"Few have had the time or opportunity to get the kind of experience that Arnie Lund has had. Our very good fortune is that Arnie is the very essence of the reflective practitioner, and has the generosity of mind and spirit to turn his own career experience not into an autobiography or a "managing as I see it" book of tips. Instead, Dr. Lund takes a deep and wide look at the kinds of organizations and the different kinds of work that he has seen, from many vantage points, and uses that to engage a remarkable set of colleagues to reflect on, explain, and extend the practice of managing experience design. Arnie has been managing on the edge of the emerging fields involved here for as long as they’ve been emerging. The breadth of his experience and the discipline of his reflection on it makes for a remarkably comprehensive collection of issues." --Dr. Rick Robinson, Research Fellow, Design Continuum, Boston
"Lund, a user experience manager who has taught user-centered design and related topics at universities, explains how to be an effective user experience team manager. He draws from his experiences and those of other managers to focus on the specific issues associated with managing user experience skills and leading a team in corporations that are mostly engineering-based. He discusses building, equipping, focusing, nurturing, and creating a high-performance team, including defining a strategic framework, creating team identity, identifying and shaping shared values, growing the team as individuals, dealing with conflict, and balancing work and personal life, as well as transforming the organization." -- SciTech Book News
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