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BUILDING A STRATEGIC UX TEAM
Insights from effective UX teams Sarah Bloomer Principal UX Singapore 27 June 2013
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Our goals for today
Part 1- Team • Your team • Where to locate your team
Part 2 - Culture • The impact of company culture • Use the maturity model to plan
Part 3 – UX Strategy • Align UX strategy with business goals
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Who is Sarah?
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• Usability Engineering • User Centered Design • User Experience Designer
• UX Director • Coach & Mentor • Mom
Who are you?
Stand up if: • You are a UX team manager • You are a UX team of one • Your team is brand new (less than a year old) • Your team is more than a year old • Your team is global and spread across different
countries
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First let’s define organizations…
Software
Enterprise
Creative Agency
The software is the business
Software to support the business
Website or webapps to deliver services
Work with software companies and enterprises to help them design user experiences
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What you’re creating
• Commercial software • GUI • Web app
• Internal software • GUI • Web apps • Enterprise apps
• Websites • eCommerce • Marketing • Informational
Single platform Multi-platform
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UX strategy drivers
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What are you trying to achieve through your UX strategy?
Influence how we do things
Change the culture
Improve a product or service
Improve development efficiency
Get people to think differently
Better product design
What are yours?
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What is a UX Strategy?
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UX Team Acceptance
Product Vision
Integrated CX strategy
Business Goals Brand Strategy Market Share
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What makes a UX team “Strategic”?
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IMPACT
EFF
OR
T
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Implementing a strategy is change
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Skepticism
Curiosity
Acceptance
Partnership The better accepted your team is the higher the UX capability
Ehrlich & Rohn, 1994 www.useit.com/alertbox/process_maturity.html
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The Big Stumbling Blocks
• Wrong focus—no alignment to business goals • Team lacks direction or cohesion • Lack of communication • No champion or support • Being unaware of your corporate culture
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UX teams and UX strategies fail when….
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YOUR WORLD How corporate culture impacts UX
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Culture will impact your approach
Design centric • Creative approach to design • Tend to design for designers—visually oriented
Engineering centric • Technology driven • Have always owned the user interface
Sales & Marketing centric • Believe they know their customers • Feature driven, over usability or experience
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How to learn about culture Interview
• stakeholders • the teams you’ll work with • other teams about the teams you’ll work with
Identify the key decision makers • Product managers? Lead engineers? • Who owns the design? • Where are potential allies?
Look for initiatives on which you can have an impact for quick wins
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Analyzing the culture
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Engineering/ Development:
Process:
Design decisions:
Performance:
User Experience:
Formal or informal?
Requirements driven? Technology driven?
Deadline/budget driven?
Creates nice pictures? Critical to success?
Communication:
User research and feedback
UX Vision
Yes or no? Coordinated or fragmented?
Shared and understood or not?
Product Definition:
Ownership:
Design decisions:
Product managers? Marketing? Engineering? User Experience Team?
Feature driven? Competitor driven?
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Increase acceptance by meeting half way
• Engineers like: • Rules, standards and patterns • Deadlines
• Designers like: • Wireframes with latitude to do their own thing • Opportunities to be innovative
• Sales & Marketing like: • Feature lists • Research
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Know your organizational culture
"the specific collection of values and norms that are shared by people and groups in an organization and that control the way they interact with each other and with stakeholders outside the organization."
Charles W. L. Hill, and Gareth R. Jones, Strategic Management. Houghton Mifflin 2001.
• Myths • Values
• Barriers • Opportunities
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Identify barriers and opportunities A barrier may prevent or undermine the adoption of UX
• UX is new to the organization • No skilled people • Design research is under valued
An opportunity may help with acceptance of user experience activities
• New senior manager with previous UX experience • Initiative to reduce the calls to technical support • Developers don’t have time to design and code
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Identify myths and values A myth is a belief held by your stakeholders
• UI design is subjective and cannot be measured or engineered • If we design for ourselves, it’ll be fine
A value is a belief that defines the culture through actions
• Developers are rewarded for rescuing failing projects • Pleasing senior management is good regardless of solution • We’re a consensus driven organization—everyone gets a say in the
design
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Discussion
Small groups: • Pick one barrier and one opportunity at your company
from the list presented • Tally the similar barriers and opportunities • Discuss them with each other: why? Together: • What are the shared experiences?
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Barriers • UX is new to the organisation • Not enough UX resources • Difficult to hire skilled UX people • Not enough time to do research or evaluation • Product management “owns” the user interface design • Big egos / lots of politics • Limited access to users • Lack of trust between Development and Product
Management • Short sprints cause Development to change design to
meet deadlines • Design research is under valued • [your own]
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Opportunities
• Well accepted user experience team • Senior management willing to ‘champion’ usability • Other staff are interested in user experience
(eg QA, tech writers)
• Starting a new product • A company reorganization • New funding for more resources • A huge product failure • Initiative to reduce the calls to technical support • Developers don’t have time to design and code • [ your own ]
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BUSINESS GOALS AND UX Base your strategy on business goals
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What are business goals?
A goal should be • Action oriented • Completed within a target time frame • Specific and well defined • Achievable yet challenging.
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Business goals reflect the strategy of an organisation, how to accomplish the mission.
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Corporate vision and goals
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Mock company: Crabb e-Software The company, Crabb e-Software, has one product: TrainingNOW. Crabb e-Software were market leaders when they first introduced a SaaS product into training management TrainingNOW is an online web application. It is designed for training management, admin and sales for commercial training. Users can:
• Set up courses: assign instructors, set up location and scheduling • Track enrolment: develop student/participant lists, log contact • Generate leads: draw names from the student/customer database • Track student participation: courses attended, grades (if relevant), goals
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Crabb e-Software’s business goals
• Regain position as market leader in online training management software
• Increase customer base by 15% • Bring the product up to date
Experience Vision for TrainingNOW TrainingNOW will be market leader by providing a seamless training management experience. Our customers will feel confident that they have a complete and current picture of their training plan and strategy. The product will allow users to be highly productive by minimizing rework, presenting easy to read overviews, and creating intuitive workflows. Users will share data and keep each other current, from administrators to executives. It will have a professional, up to date tone and style.
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TrainingNOW’s experience vision
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Brand Promise:
Seamless support of all aspects of training management
Customer Research:
Users are: Admin Managers Marketers Telesales
Office workers
Multi-tasking
Not web savvy
Frequent and infrequent users
Experience Goals:
Customer is confident that TN will streamline their training management
TN is seen as up to date, fast and reliable
Each user group feels productive and effective
Business Goal: Increase customer base by 15%
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Derive UX goals from business goals
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Experience Goal Issues Business Objectives
UX Goals Success Metrics
Customer is confident that TN will streamline their training management
• Users report that they often enter the same prospect multiple times, so they are called repeatedly.
• Sales isn’t aware when a course is close to full
• Courses underperform when registrants drop out late
• Administrative staff are often interrupted and lose their work
• Enable sales to sell the product based on productivity gains
• Increase the number of customer reference sites
• Reduce customer support calls
• Improve admin staff efficiency
• Enable information to be viewed in different ways in multiple locations in the organization
• Create reports for management which reflect improvements
• Create a kick-ass customer database
• Customer contact logs are shared by all users
• 10% reduced customer support calls
• Increase time to proficiency from 2 months to 2 weeks
• 20% increase in customer satisfaction
TrainingNOW
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Align your UX team with goals
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TrainingNOW: business goals • Regain position as market leader in online training
management software • Increase customer base by 15% • Bring the product up to date
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Your task: • Pick 1 UX activity to address each goal • Think about who to partner with at Crabb e-Software Now add constraints: • Release a major update in 4 months • You have 1 UX practitioner, 1 tech writer and 3
product managers
Establish specific metrics
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Measure Benchmark Timing Ownership
Productivity improvement
Reduce task time by 20%.
Track and time current process (usability and end-users)
1.Usability test during dev
2.6 months after launch
Product Owners
UX Team
Customer satisfaction
Reduce customer complaints by 10%
Capture current survey results
Monthly for 6 months
Customer Service
Sales Increase sales by 10%
Capture current statistics for past year
Every month for a year
Sales
Some companies like metrics, some don’t. For those who do, choose your metrics carefully. Don’t be afraid to go for non-measurable goals: our customers report that it’s fun.
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YOUR UX TEAM Fit your team into your culture
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The UX Team ingredients
Goals
Company
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Location
Approach
People
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UX is unique in every organization
Business goals / drivers
Product(s) & Team
Process
What How
Who When
and
and
Constraints
Company culture
Build a team that meets the needs within given constraints
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UX has evolved
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Interaction design: Navigation Layout Controls
Style and tone: Visual treatment Language
Interaction design Information architecture Development
Visual design Writing/Editorial
Deep customer knowledge: Ongoing research and feedback Evaluation
User research Experience analysis Usability testing Analytics
Technology: Opportunities/constraints Trends
Technology Social networking, mobile etc.
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Modeling the user experience practice: a unified story
operational model
capability model
user research interaction design information architecture usability engineering visual design content writing front-end development
process model
UX meta model
user-centered
taxonomies / ontology
knowledge in-flows & out-flows
capability interaction touch points
attitude & behavior
model
waterfall agile
leadership logistics staffing
sponsorship funding
personas scenarios
rich pictures storyboards
Jennifer Fabrizi, 2013
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Make sure the team fits into the culture
Create roles your culture will accept right away • Engineering: evaluation and needs analysis • Design: information architecture and evaluation • Sales & Marketing: research (by stealth) and evaluation
Recognize myths and values, change from within Build allies and demonstrate complementary skills.
• Engineering: collaborate in UI design • Design: clear hand-off from wireframes to visual design • Sales & Marketing: share customer research; prioritize feature lists.
Invite to usability testing sessions
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UX Practise Models
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Center of Excellence
Project Project
Project
Project
Centralised All projects go through the same process
A strategy looks to the future
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An experience strategy: 1. Anticipates and accounts for future form factors, technology
platforms, and user expectations 2. Promotes a perspective on the character of uniquely GE product
experiences 3. Uses values and principles as guides to design and development.
Case study:
GE wanted to drive revenue and growth through user experience practices • UX Framework • UX Process • UX Principles (tied to brand promise)
GE UX Center of Excellence
http://archive.mxconference.com/2012/videos/building-ux-and-design-culture-at-ge/
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UX Practise models
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Decentralised
Project
Project Project Project
Work individually Sometimes research/evaluation is centralised
UX manager
UX Practise models
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Project
Guild model
Project Project
UX manager
Project Project
QA Engineer Engineer
Product Owner
QA Engineer Engineer
Product Owner
QA Engineer Engineer
Product Owner
UX manager
QA Engineer Engineer
Product Owner
QA Engineer Engineer
Product Owner
Work individually Meet together weekly for one full day
Focus your UX design efforts
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Priority projects:
UX team works directly on product team
2nd tier projects:
UX team facilitates the product team’s work
Provide UI standards and resources for self-serve
3rd tier projects:
Educate and facilitate: Share the outcomes of priority projects
Project
Project
Project
Project Project
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Where should your team live?
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Pros Cons IT group Same ‘team’ as
analyst/programmers Not seen to be allied with users
Business Same ‘team’ as end users IT sees you as not in touch with their issues
In-house
Pros Cons Development Same ‘team’ as
analyst/programmers Not seen to be allied with users
Marketing Closer to the goals of the company
Fosters better relationship with marketing
Engineers see you as not in touch with their issues
Product team Same ‘team’ as product owners
Not seen to be as familiar with technical issues or product positioning
Software company
Locate yourself with the group who owns design decisions
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UX MATURITY Evolving UX acceptance
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Capability Maturity
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http://johnnyholland.org/2010/04/planning-your-ux-strategy/
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A UX Strategy implements the vision
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Business goals / drivers
Product(s) & Team
Process
What How
Who When
and
and
Constraints
addresses both what and how
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Five tactics for teams big and small
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Communicate Share, knowledge share, integrate
Educate Enable others
Adapt Change, try it out, improve
Leverage Find allies and opportunities
Facilitate Help others, integrate
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Show and include
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Users Business Analysts Product Owners Stakeholders
Product Team Users
End users Developers (participatory) Stakeholders (observers)
Definition workshop Field research User story mapping (Agile) Process mapping
Brainstorming Sketchboarding Collaborative paper prototyping Design studio
Group collaborative walkthroughs Participatory paper prototyping Usability testing
5-9 participants 2-9 participants 1-2 participants Group of 5-10
Discovery & Analysis Envision & Design Evaluate & Refine
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Collaborate to communicate
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Create “foundation teams”
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Build relationships within your organization through Communities of Practice. Promote cross-functional collaboration. Cross-functional teams drive ongoing research, design and evaluation.
Customer research
Customer facing experience
Product Strategy
Branding Marketing UX Team Product Strategy
Personas Field studies Analytics
Sales Stores Customer service Tech support Training
Personas Stories Customer feedback Voice of the Customer
Sales Marketing UX Team Tech Support Product Development
Design research Usability test results Tech support issues Release plans
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Create UX Design Goals
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Kronos Innovative Our products are modern and unique in both visual appearance and behavior. We lead the industry in leveraging the latest advances in technology. Easy to learn Like your favorite consumer products, minimal training is needed to get started. Fast & Responsive Speed matters. We balance ease-of-use with powerful features that optimize task completion with minimal time and clicks. Engaging & Playful Solve complex problems with enjoyable interactions that are an extension of customers’ everyday experiences. Smart & Powerful Make better decisions. Our products harness the power of technology and industry experience to deliver insights when and how a user needs them.
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7 Evaluation Guidelines
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User Objectives and Actions
Layout & Visual Treatment
Orientation
Language & Terminology
Feedback
Forgiveness
Navigation
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At Kronos,we aligned UX goals with design principles and taught product management how to critique against the goals.
Focus your message to the audience
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Increase sales
Lowers support and training costs
Reduces IT development costs
Increases product quality
Increases user acceptance
Increases productivity; fewer errors by end users
Decreases staff turnover
Fewer late design changes
Potential re-use
Shortens overall development cycle
Meet goals of a sprint
Increases product quality
Decreases maintenance cost and effort
Greater satisfaction; less fatigue
Reduces training time and effort
Less time spent seeking support and help
Less learning required
Fewer errors; faster error recovery
Fosters focus on the tasks instead of the technology
Senior managers look at the bottom line of any investment or development.
How UX improves my costs?
IT managers are measured on ability to meet budgets and deadlines How UX helps me make my deadline and stay within budget?
Users want better and more appropriate tools & experiences
How will this help me do my task better?
Return on investment Performance goals Satisfaction and use
Senior management IT management Users
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In-house development
Show the UX vision
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• User narratives, tell stories • Conceptual prototypes • Comics and Storyboards
• Kevin Cheng at kevnull.com • Sun Web Experience Design
• Video • Knowledge Navigator (1987) • Mozilla Labs & Adaptive Path Aurora • Microsoft Silverlight Productivity Future Vision
Knowledge Navigator: www.youtube.com/watch?v=HGYFEI6uLy0 Aurora: www.vimeo.com/1347289 Micros www.officelabs.com/Pages/Default.aspx
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Talk it up all the time
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Reduce your vision to 5 attributes that fit on one hand
Modular for quick updates
Supports multiple roles
Easy to learn UI
Enables collaboration
Seamlessly integrated with other systems
Describe the attributes during meetings and elevator conversations
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Group discussion:
What is the first thing you’ll do when you get back to work?
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Wrap up
People
Methods
Location
Vision
Your UX Team Your world
Culture
UX Maturity
Interaction Communicate
Educate Facilitate Leverage
Adapt
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Sample values
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• We need to ‘innovate’ and make cool technology • Pleasing senior management is good regardless of
solution • The product managers are king • Developers are rewarded for ‘rescuing’ failing projects • Staff who don’t ‘rock the boat’ are safe in their jobs • Clever code solutions are applauded • Risk is dangerous
Sample myths
• UI standards can’t be implemented for all the diverse needs of the user groups
• If I design for myself, it will work fine • UX conflicts with Agile • If developers are familiar with the interface guidelines and
principles, they’ll design good user interfaces • UX specialists are not technical enough to grasp the
requirements of systems development • Requirements are anti-agile • Users don’t know what they want
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References – Strategic UX Teams
Books
Cennydd Bowles and James Box. Undercover UX Design. New Riders. 2010.
Arnie Lund. User Experience Management Essential Skills for Leading Effective UX Teams. Morgan Kaufman 2011
Daniel Pink. Drive The Surprising Truth About What Motivates Us. Riverhead Books. 2011.
John P Kotter. Leading Change.
Paul Sherman. The User Experience Team Kit. ShermanUX.com/Files/UXKit/UX_Kit_Aug09.pdf
Presentations
Alcorn, Katrina. How to Manage a UX Team (without losing your mind!). March 2007/ iasummit.org/proceedings/2007/files/Katrina_alcorn-uxmanagers.pdf
Kreitzberg, Charlie, Cognetics “How Can Usability Departments Become More Influential and Lead Organizational Change?” UPA 2005 http://www.upassoc.org/usability_resources/conference/2005/im_kreitzberg.html
Greg Petroff. Building UX and Design Culture at GE. Adaptive Path MX 2012. http://archive.mxconference.com/2012/videos/building-ux-and-design-culture-at-ge/
Jennifer Fabrizi and Sarah Bloomer. Changing the UX Mindset - Transforming your UX team through Collaboration. February 2013. UXPA Boston.
Kim Goodwin. UX Leadership. Interview with Gerry Gaffney, October 2011. http://infodesign.com.au/uxpod/uxleadership/
Kim Goodwin. Leading UX. http://www.slideshare.net/KimGoodwin/kim-goodwin-on-ux-leadership-2011-04
Sarah Bloomer and Susan Wolfe. Building and Managing a successful UX Team. Tutorial. UPA 2011
Sarah Bloomer. Upgrading your UX Team. Virtual Seminar. April 2009. http://www.uie.com/events/virtual_seminars/upgrading/
Sarah Bloomer. Building Strategic & Effective UX Teams. Tutorial. UXPA Washington, DC. 2013
Joakim Sundén and Anders Ivarsson. Agile at Spotify. 2013. http://www.slideshare.net/JoakimSunden/agile-at-spotify
Tim McCoy and Janice Fraser. Lean UX, Product Stewardship and Integrated Teams. 2011. http://www.slideshare.net/seriouslynow/lean-ux-product-stewardship-integrated-teams
Articles
Pabini Gabriel-Petit. Specialists Versus Generalists: A False Dichotomy? In UX Matters. 2009
http://www.uxmatters.com/mt/archives/2009/02/specialists-versus-generalists-a-false-
dichotomy.php
Michael Hawley. 5 Ways to be Persuasive in Your UX Work. In UX Matters. 2012.
http://www.uxmatters.com/mt/archives/2011/11/5-ways-to-be-persuasive-in-your-ux-work.php
Michael Hawley. Coaching Experience Designers. In UX Matters. March 20, 2012
http://www.uxmatters.com/mt/archives/2012/03/coaching-experience-designers.php
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Renato Feijó Planning your UX Strategy. In Johnny Holland. April 2011.
http://johnnyholland.org/2010/04/planning-your-ux-strategy/ This article defines UX strategy as the
whole customer experience.
Leonard L. Berry, Lewis P. Carbone and Stephan H. Haeckel. Managing the Total Customer
Experience. In MIT Sloane School of Management Magazine, 2002.
Daniel Szuc, Paul Sherman and John S Rhodes. Selling UX. In UX Matters. 2008.
http://www.uxmatters.com/mt/archives/2008/10/selling-ux.php
Capability Maturity
CMMI Institute, Carnegie Mellon. www.cmmiinstitue.com. Downloadable resources including
CMMI models
Software Engineering Institute, Carnegie Mellon. http://www.sei.cmu.edu/cmmi/?location=secondary-nav&source=652373
Nielsen, Jakob. Corporate Usability Maturity: Stages 1-4 Alertbox. http://www.useit.com/alertbox/maturity.html 2006
Nielsen, Jakob. Corporate Usability Maturity: Stages 5-8 Alertbox. http://www.useit.com/alertbox/process_maturity.html 2006
Rich Buttiglieri’s presentation to UXPA Boston on UX Maturity Models http://www.slideshare.net/UPABoston/ux-maturity-modelbuttiglieri. Rich includes other exemplars of UXMMs.
Steve Psomas. The Five Competencies of UX Design. 2007. http://www.uxmatters.com/mt/archives/2007/11/the-five-competencies-of-user-experience-design.php
Other research
Sarah Bloomer & Susan Wolfe. Effective UX Teams. 2007, 2009, 2011, 2013. This survey has been
sent to UX team managers worldwide to track how internal UX teams are structured, issues faced
and solution.
Yury Vetrov. How to Calculate the ROI of UX Using Metrics. UX Matters. 9 July 2012.
http://www.uxmatters.com/mt/archives/2012/07/how-to-calculate-the-roi-of-ux-using-metrics.php
IDSA site. GE User Experience Strategy and Capacity Building http://idsa.org/ge-user-experience-
strategy-and-capacity-building
Blogs
Louis Rosenfeld. Blog: Oct 14, 2003: What Would MachIAvelli Do? http://www.louisrosenfeld.com/home/bloug_archive/000211.html 2003
Cameron Moll. Nine Patterns among Virtuoso UX Teams. May 2013. http://cameronmoll.tumblr.com/post/49513340428/nine-patterns-among-virtuoso-ux-teams
Margaret Gould Stewart and Graham Jenkin. http://managinguxteams.com/ 2011 Discontinued blog about managing UX teams in start ups.
Brandon Schauer. 7 (Video) Lessons for Managers of UX. 2012. http://adaptivepath.com/ideas/7-video-lessons-for-managers-of-ux
Brandon Schauer. Just What is a UX Manager? 2012. http://www.adaptivepath.com/ideas/just-what-is-
a-ux-manager