The Zachman Framework for Enterprise Architecture, sometimes simply referred to as the "Zachman Framework", has become a de facto standard for classifying the artifacts developed in enterprise architecture. It is a logical structure for classifying and organizing the design artifacts of an enterprise that are significant to its management. It draws on a classification scheme found in the more mature disciplines of architecture/construction and engineering/manufacturing, used for classifying and organizing the design artefacts relating to complex physical products such as a building or an aircraft. Zachman adopts this classification scheme to the design and construction of information systems.
The simplest way to describe the design process is to divide it into two phases: analysis and synthesis. Or preparation and inspiration. But those descriptions miss a crucial element—the connection between the two, the active move from one state to another, the transition or transformation that is at the heart of designing.
If you have any experience with SharePoint as a document management platform today, you know that most organizations struggle to use it effectively. You’re also likely familiar with the negative impacts that typically result from using SharePoint ineffectively: a proliferation of sites, often on a proliferation of SharePoint versions, with no clear standards on what documents should (and shouldn’t) be stored there or how, no clear guidelines for users on how to classify their documen Topic: Information Management.
You probably already know by now that you should speak with customers and test your product ideas before building them. What you probably don’t know is that you might be making some of the most common mistakes when running your experiments.
For those who believe that user experience can be handed off as a deliverable—likewireframes—this process might make a little sense. For UX practitioners, however, the end product is the user experience, so the UX team needs to be involved all along the way, up until the very end, ensuring the final product is the best experience it can be. The UX team can’t just pass off a concept and turn it loose. They have to stay involved. They have to lead, and not in the traditional authoritarian sense, but with humility and bycommunicating the importance of user-focused design to the entire project team.
In the past, I’ve written about the value of UX organizations and UX leadership. The conversation with Vitorio brought to light yet another role within the larger UX community: the UX Connector. As I am defining the role, the UX Connector knows the local leaders of various organizations, keeps track of and posts UX events across organizations, and maintains a bird’s eye view of the community as a whole. The UX Connector’s web and social media resources are often the first stop for those new to a particular geographic area and help them get a lay of the land. Their communications also supply short-term visitors with current UX happenings while they are in town.
Through my involvement in Cooper U’s Design Leadership course, I’ve learned techniques to repeat the success of these leaders. These skills and practices are vital to selling a vision, uniting a team, and achieving organizational consent. The following overview touches on some of my favorites — which are simple, yet powerfully effective.
We've been seeing an intense pressure on businesses to rapidly make sense of customer needs and demands, then incorporate that feedback into new or existing products. For today's designers, it can be challenging to make well-informed decisions about the