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)
Dedication About the Author Chapter 1 Introduction One Manager’s Personal History Questions You Might Be Asking Intended Audience Navigating the Book Highlights from the 2010 SIGCHI Panel “Managing User Experience—Managing Change” Chapter 2 Building the Team Hiring Identifying the Skills Needed Interviewing Finding Great People Interns Vendors and Contractors What About Certification Salaries Inheriting Firing Layoffs 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 Working Remotely Moving Your Team in the Organization Funding the Team Estimating Your Needs Direct Funding Versus Strategic An Engagement Model Positioning Within the Company Working Remotely What Do You Mean by UX Globalization? Chapter 4 Equipping the Team The Environment Lab Space Design Studio Ambient Spaces Tools Budgeting Other Opportunities Budgeting Chapter 5 Focusing the Team Finding Your Soul Ideas Shaping My Approach A Strategic Framework Defining Your Vision and Mission Vision Statement Mission Statement 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
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- © Morgan Kaufmann 2011
- 28th April 2011
- Morgan Kaufmann
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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