![]() ![]() Work in the far may be implemented in four weeks, or maybe in a year. When looking through binoculars, you can’t see the edge radius of a button, so you shouldn’t be adjusting it. The tools of choice for tracking work may be a product roadmap and user research insights ( a great method for documenting user research). Work in this lens is kept in exploratory prototypes and user research findings. Does the user want this? If they do, does the business have anything to gain by supplying it? User research takes priority, then synthesizing user research, followed by brainstorming and exploratory prototyping. ![]() In the far one should constantly question the motive behind features. Work in the far lens is blurry and often distant. Rework consists of bugs, and unclear requirements it slows down projects dramatically.ĭesign work evolves from a fuzzy insight to a clearly defined story The Far □ The goal is to have a smooth kick-off and avoid re-work. ![]() The immediate lens is like a magnifying glass.The goal here is to ensure you’re building the thing right. User stories are prioritized and thoughtfully researched to prepare for the final leg. The near lens is like a pair of reading glasses.The goal here is to ensure you’re building the right things. User research is conducted, and high-level decisions are made about the future of the product. The far lens is like putting on binoculars.As a piece of work moves from a fuzzy idea in the distant future to a pixel-perfect story card awaiting kick-off, it travels through each lens’ field of view. Rather than discussing project inceptions or closures, this approach addresses the ongoing design tasks associated with delivering software - the daily grind.Īll feature work is seen through one of three lenses: the far, the near, and the immediate. Most products are alive, constantly being shaped and molded as the end user’s needs evolve. This piece presents a generalized approach to prioritizing daily design work as a one-person design team in a fast-paced, agile delivery environment. “Lean UX” by Jeff Gothelf is quite close but still eludes the ever-present question of, “what the should I be doing today so that I don’t cause a catastrophe tomorrow?” Many designers have a harder time finding such a clear-cut definition for its implications when it comes to design. The world loves to talk about agile and what it means for software development. The vast array of online design communities contain fantastic resources for championing design or prioritizing features in this situation but concrete workflows and processes seem to be locked in secrecy. In the startup and consulting environments, often a sole person becomes responsible for work that may otherwise be divided amongst product designers, product managers, UX designers, researchers, interaction designers, the list goes on. A mental toolkit for prioritizing and designing.įacing a mountain of work as a one-person design team is daunting. ![]()
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