When it comes to conducting user research, presenting UX work, or collaborating with other team members or stakeholders, we know that face-to-face interaction can have a lot of advantages: It’s easier for participants to build trust and rapport in person than remotely, and attendees are likely to pay attention and be cooperative for longer.

但是,我们不能总是面对面进行UX活动。有时,预算或时间限制,旅行限制或其他不可预见的情况,使人课程不可能,无法实现,甚至不安全。在这些情况下,远程会话可以在维护洞察力和想法的流动方面提供巨大的价值。

此外,无论情况如何,远程UX会话都提供了多种会话的好处:

  • 项目资金的灵活性:远程会话降低旅行费用。这种减少可能会为其他有价值的活动释放货币资源,例如招募其他研究参与者,正在进行额外的研究,或者提供更深入的分析。
  • Increased inclusiveness:位置和空间不再限制远程会话。对于用户研究,这意味着访问您在本地可能无法访问的更多样化的参与者。为了用户体验研讨会和presentations, it means nonlocal colleagues can easily attend and more people in general can participate. (However, it doesn’t mean thateveryoneshould attend. Continue to limit attendance to relevant roles.)
  • Attendee convenience:参与者可能更愿意,能够参加不需要他们离开办公室或家庭的远程会议。他们会拯救通勤时间(这是一个小时候驾驶到研究设施的几个小时或在另一个城市的研讨会上旅行的几天),他们可以从自己的空间中参与舒适。特别是remote, unmoderated research或者remote, asynchronousideation,参与者可以根据自己的时间表完成任务。

Given these advantages, remote UX work can be a useful solution to many project challenges. This article provides guidelines and resources for transitioning 3 types of common UX activities to the digital sphere:

  1. Conducting user research
  2. 促进和展示
  3. 合作和头脑风暴

远程用户研究

一般来说,我们建议人员usability testinguser interviews只要有可能。它简单地更容易捕获和阅读参与者肢体语言并识别哪个对话中断是调查或提出后续问题的适当时机。然而,远程测试比完全不测试更好,远程用户研究可以加速对紧迫的时间和预算的洞察。

Tips for Remote User Research

  • 使用该技术的练习:Even if you are familiar with the tool you’ll be using, do a practice run with a colleague or friend. Particularly for remote, unmoderated sessions, make sure instructions for signing in and completing tasks are clear. Plan initial先导试验通过一些用户,以便在启动研究之前,您可以根据需要调整技术和其他因素。
  • 招聘其他用户:有了远程的、无节制的研究,如果有一小部分人远程访谈或者usability tests are rendered useless due to unsolvable surprise technology issues on the user’s end, such as firewalls. Recruit more users than you think you need in order to create a proactive safety net.
  • Plan for technology challenges:Technology mishaps will occur. Assume technology challenges will happen, and don’t panic when they do. Have a backup plan ready, such as a phone dial-in in addition to a web link for user interviews and, whenever possible, use a platform that doesn’t require participants to download anything to join the session.
  • 提供说明:If the technology tool is complex or users will be setting it up and using it over an extended time, create documentation specific to the features you’ll ask them to use. For example, for our digitaldiary studies使用共享的Evernote笔记本,我们为参与者提供有关如何设置和使用平台的详细文档。
  • Adjust consent forms:If you’ll be recording the participant’s face, voice, or screen while conducting a remote session, update your consent form to ask for explicit permission for each of these items. If you plan on asking additional researchers to join the session or if you’ll share recordings among the team during postsession analysis, outline and ask for consent on these items, as well.

远程用户研究工具

考虑与你的学习需要相匹配的工具,并且一如既往地,将适当的研究方法与你的学习目标相匹配。远程研究当然比完全没有研究要好;然而,无效的见解在任何情况下都没有帮助。

  • 遥控器,未经寄存的会话:Tools such as Lookback, dscout, and Userbrain help capture qualitative insights from video recordings and think-aloud narration from users. Tools such as Koncept App and Maze capture quantitative metrics such as time spent and success rate. Many platforms have both qualitative and quantitative capabilities, such as UserZoom and UserTesting. (Be sure to check whether these tools work well with mobile applications, as needed.)
  • Remote, moderated sessions:任何具有屏幕共享、通话录音和提前安排会议功能的视频会议平台都可能满足大多数团队的需求。Zoom、GoToMeeting和Google Hangouts Meet经常使用。(请记住,考虑那些不需要参与者下载任何内容即可加入会议的平台。)

NN/g Articles About Remote User Research

我们之前已经写过关于何时以及如何进行有节制和无节制的远程可用性测试,以及如何为远程可用性测试选择工具:

远程促进和呈现

Remote facilitating and presenting can feel especially daunting. Most of the challenges of in-person workshop facilitation and presentation are simply exacerbated by remote scenarios; however the right tool selection and additional planning can mitigate many of these challenges.

远程促进和展示的提示

  • 打开你的照相机:展示你的脸可以帮助建立与参与者的关系和信任,并帮助他们作为一个真实的人,而不仅仅是一种声音。当您寻求买入或试图指导关于UX或设计决策的协商一组时,这种联系方式可能是至关重要的。
  • 启用连接:Plan for additional time in the agenda for relationship building with a digital破冰船,特别是如果参与者彼此不认识。对于虚拟UX研讨会,通过鼓励每个人使用人们的名称并利用突破组,轮询和聊天,帮助参与者在整个会话中互相互相互动。
  • 创建基础规则:At the beginning of the session, share ground rules that will help mitigate the inevitable communication challenges of digital meetings. These rules might include asking participants to agree to state their names before speaking, not speak over anyone, and avoid multitasking.
  • 分配作业:提供参与者的短期作业分配,允许他们在会话之前使用该技术。例如,如果您计划在a期间使用虚拟白板应用程序设计研讨会,您可以要求参与者在研讨会之前使用同一个应用程序创建一个工件,以便在研讨会开始时将其作为破冰船分享。
  • 调整结构:Resist the urge to take an existing车间结构表示格式,并简单地将其用于远程会话。仔细考虑如何将活动、幻灯片和内容转换为虚拟格式。这包括修改研讨会议程和presentation timelines to accommodate for technology inconveniences and additional activities that allow participants to connect and engage.

远程促进和呈现的工具

  • Presenting UX work:Zoom, GoToMeeting, and Google Hangouts Meet are a few of the many reliable video-conferencing platforms. When selecting a platform, consider which, if any, specific features you’ll need (e.g., breakout rooms, autorecord, gallery view), and be mindful of any limitations of free versions. (For example, the free version of Zoom caps meetings with more than two attendees at 40 minutes—not something you’d want to realize for the first time in the middle of a presentation about your latest design recommendations!)
  • 生产车间活动:如果您的目标是生成大量的想法或其他贡献,请使用工具可以轻松快速将项目添加到列表或虚拟白板。Google Draw,Microsoft Visio,Sketch,Morural和Miro是一些可能为此上下文工作的示例。
  • 评估研讨会活动:如果您的目标是对想法或贡献进行分组或优先排序,请考虑具有内置优先排序矩阵(如MURAL或Miro)的平台。或者,使用SurveyMonkey或CrowdSignal之类的调查工具,或者使用Poll Everywhere之类的实时投票应用程序,您可以将其直接插入幻灯片中。
NN/g员工视频通话截图
A remote, internal meeting among NN/g colleagues using gallery view on Zoom. Gallery view allows participants to see everyone in the virtual meeting at the same time, which is useful for reading body language in small groups. (This was a remote meeting about how to transform our live conferences to virtual events in light of COVID-19, which may explain our glum facial expressions, but the outcome of the meeting was good!)

关于远程促manbetx官网手机登陆进和展示的NN / G文章

有关远程用户体验研讨会、远程旅程地manbetx官网手机登陆图研讨会工具选择的具体指南,以及远程展示用户体验工作的总体提示,请参阅我们以前的文章:

Remote Collaboration and Brainstorming

对于分散在不同地点或时区的团队来说,使用数字工具是一种有效的协作和头脑风暴的方法。更重要的是,远程思维实际上为产生团队想法开辟了新的和不同的选择,使之成为一种有用的方法,甚至对于那些本来可以在同一个物理空间会面的团队来说也是如此。

远程协作和头脑风暴的提示

  • 同时考虑同步和异步方法:你也许可以通过混合来缩短虚拟会议的时间异步和同步活动. 例如,您可以要求参与者在指定的时间段内为共享文档(如预先构建的Trello board或Google Sheets文档)贡献想法,然后远程开会讨论或讨论对产生的想法进行排名.
  • 启用相互参与:Open, free-for-all discussion in virtual meetings is challenging. Some participants might get lost behind the screen, and others might take over the conversation. Think of ways to structure discussion with activities that require participation by everyone in the session (e.g., giving participants contribution quotas for idea generation).
  • Respect schedules:If team members are geographically distributed, be respectful of time zones and schedules. Using a meeting poll tool such as Doodle that automatically personalizes time zones and allows individuals to specify when they are available can take some of the operational headache out of finding a time that works for everyone.
  • 保持工具简单:More often than not, you don’t need anything new or complex to collaborate remotely. Think creatively about how you can make use of tools within the team’s existing toolkit that everyone is familiar with. Using columns in Google Sheets for关联图, for example, might be less intimidating for teams than learning a new virtual whiteboarding tool.

远程协作和头脑风暴的工具

  • 同步、远程协作:为了teams seeking a shared virtual space, the options are vast. Any shared Google document (e.g., Sheets, Slides, Drawings) can act as a virtual “room,” as can virtual whiteboarding tools such as MURAL or Miro.
  • Asynchronous, remote collaboration:Make use of tools that allow team members to freely post ideas as they think of them, while still providing some level of structure and organization, such as a dedicated Slack channel or Trello board.

NN/g关manbetx官网手机登陆于远程协作和头脑风暴的文章

我们之前分享了同步和异步、远程构思的指导原则,以及我们作为100%远程公司的合作经验:

远程UX工作的一般指南

因为nn / g是一个100%-REMote公司, we use digital tools frequently for all kinds of virtual UX work. Here are some of our own internal strategies for planning and conducting remote UX activities.

  • 练习,练习,练习:Did I mention practice? Get familiar with the technology before logging in to present your research recommendations or lead a remote brainstorming session. Even if you are familiar with the tool you’ll be using, host a practice session with team members or friends to run through the features you plan on using. At NN/g, we sign up for practice sessions with colleagues in order to familiarize ourselves with new digital-tool features, such as the video breakout rooms in Zoom.
  • 仔细考虑工具:虽然壁画或MIRO是用于映射活动和一般合作的优秀工具,我们作为设计师或研究人员可能已经熟悉,其他同事可能会发现他们恐吓或将它们视为“设计 - 团队工具”。创造性地思考:内容journey maps或者服务蓝图可以在共享Google Sheets模板中捕获。依赖粘滞便笺的活动可以使用胶粘剂等免费数字工具来完成粘滞便笺,如销售和关系图,例如胶粘剂.IO甚至谷歌图纸。
  • 把事情简单化:Tools should be few and familiar if you are transitioning traditionally physical activities to a digital format. Don’t plan on having participants switch back and forth between several tools. (There’s already enough complexity to manage.) And eliminate potential technical headaches by using technology that does not have tons of features that you won’t use anyway.
  • 坚持众所周知:任何工具选择的一般建议始终:使用您的团队已经知道的工具,以避免使用新的东西时浪费时间在必然的SnaFus上。但是,在工作时间关键或超重项目时,这条规则最重要。当你的人民不时强调时,很高兴试用一定出现的许多新工具。
  • Ask for help:Solicit technical assistance, especially if you will be leading a complex remote workshop or conducting a remote UX-research session for the first time. A colleague serving as a technical assistant during the session can manage questions about the technology, help make observations about where and how to improve digital activities, and take part in回顾随着促进者,使交付可以继续改善时间。

Conclusion

规划远程用户体验活动可能会让人感到雄心勃勃,要求很高,但仔细的工具选择、应急计划和主动措施有助于减轻潜在的疏忽和挑战。而且,在许多情况下,远程用户体验工作的好处,如减少开支、增加包容性和便利性以及丰富的平台选择,甚至可能超过这些额外的挑战。即使这对您的团队来说不是必要的,也要考虑一下远程用户研究、虚拟用户体验研讨会、远程协作和头脑风暴何时会为您的项目和工作流程带来附加值。