Announcement Date: January 1, 2008
In 2004, when I was hired by Tektronix to be the UX Architect for the Logic Analyzer Product Line, I laid out my charter to the General Manager:
Craft a new UX for a legacy instrument to make it competitive
Change the way software is developed by ensuring UX is built into the development process
Change the culture in the group so everything else will be sustained over time
My first challenge: create a UX Architecture for the TLA (Tektronix Logic Analyzer).
The only problem was, in 2004 there was nothing published or accepted as a “UX Architecture.”
I created a four-volume 3-ring binder set laying out each of the components of the UX Architecture:
Volume 1: The UX Vision, comprising Personas, Context Scenarios, Experience Schematics, Wireframes, Key Path Scenarios and Work Models
Volume 2: Architecting The UX, comprising Strategy / Process, Schematics, Framework, Specifications and Prototypes
Volume 3: Design Principles and Patterns, comprising Quality Attributes, Design Principles and Use Patterns
Volume 4: UX Guidelines and Standards, comprising Style Guide and UI components
Crafting a UX architecture takes time.
I began three tasks in parallel:
a review of all customer research done to date
a contextual inquiry process across multiple regions around the world.
a technical deep dive into the TLA.
These activities helped establish credibility for the UX architecture.
Equally important, the product line understood the value of continuous customer/user feedback. This helped institutionalize user-centered-design into the development process.
I was responsible for all user experience activities within the product line for over seven years.
For the UX Architecture effort, I was responsible for:
all content in the architecture volumes, all figures and graphics, with the exception of the cover and spines.
For these, I worked with a graphic artist, providing creative direction.
I achieved nearly all of the elements in my charter:
When I started the project, the instrument had over 250 screens. When I left, we had doubled the functionality and reduced the screens by 15%
I introduced Agile/UX into the development process
By the time I left the product line, UX was highly respected and considered essential.