From Mashable:

Google+ has more than 100 million active users, as long as you count them correctly. In a fireside chat at  SXSW, Google+ Lead Vic Gundotra said Google’s social network enjoys  50 million users  who sign in once a day and 100 million who sign in once a month, calling it the “fastest-growing service we’ve ever seen at Google.”

Those users, however, are not necessarily signing directly into Google +. Instead, they may be signing into one of the services “optimized for”  Google+. This includes Gmail and YouTube.

That’s what we call a questionable statistic.

And more:

Still he was … asked why Google+ sometimes seems like a ghost town. Gundotra’s response – “Make sure you’re using it correctly” – drew some chuckles as it brought to mind how Apple CEO Steve Jobs responded to criticism of Apple’s antenna attenuation problem, telling users they were holding the phone wrong. Undaunted, Gundotra told Kawasaki that sometimes users post to empty circles without realizing it.

If you have to give users tips on using it correctly, the user experience needs work.  Just sayin’.

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I’m looking for an Interaction Designer. The pay is good, and you’ll get to work on some pretty cool stuff (manage the Facebook application and some other stuff I can show you if you interview).

Join, and I’ll throw in a George Foreman Grill.

Read below.

The Role

Candidates should have at least 2 to 5 years of successful interaction design experience developing consumer web applications and social platforms.  The designer must also enjoy working in an Agile environment; we are constantly iterating and work quickly to stay one step ahead of the development team.

Responsibilities

• Translate requirements into concepts and elegant user experience design
• Develop and maintain high-level wireframes and process flows that communicate your design ideas
• Build prototypes to demonstrate and test your recommendations with our customers
• Gauge the usability of new and existing product features and make constructive critiques and, if needed, suggestions for change

Requirements

• Outstanding portfolio of innovative, solid work
• Extensive experience developing complex web interfaces and a passion for designing compelling user experiences
• 2 to 5 years of experience designing for consumer applications or CRM systems
• Experience designing for social sites and applications
• Experience designing for B2B web applications
• Experience with Omnigraffle, PowerPoint and Photoshop
• Ability to mockup ideas in HTML/CSS
• Clear communication, organization, and writing abilities

Pluses

• Visual Design Skills in the consumer space

About Jobvite

Come see why industry analysts call our innovations ‘game changing’ and leading edge companies like Zynga, LinkedIn, Yelp. Twitter,  Zappos, TiVo and many more use the Jobvite is revolutionizing the $165B recruitment market; our company received the ‘TiE50 Winner, TopTen Software Startups’ award, and was recognized by Gartner Group as a ‘Cool Vendor.’

Apply here. Send me an email if you want to ask questions.

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I covered a list of expectations I have for new user experience designers. Some lucky designers graduate straight from school into working at company; the rest of us have to break in the field any way they can.

The best way into the user experience field is interning.

I know that it may seem like working for free, but the experience is invaluable, and it helps build your network. You can do if after you graduate (if you haven’t done it before), and it’s a good way to build your portfolio so you have something to show on job interviews.  It also might lead to a full time job if they like you, and I would rather hire someone that had an internship because it shows they are willing to invest in their future and not in it for the cash.

Even returning students, like Erin Moore, took internships that were hugely valuable — she spend time at Twitter. She’s good enough she didn’t need to.

Great designers are not born, but grow through experience and learning from other great designers.

Here’s a few ways to find a great internship.

Search internship job sites and job boards

Companies I talk to find it hard to get interns because many  designers  don’t want to work for rates lower how they  perceived   their value even though they lack the skills to effectively do their jobs. They’re taking to the internet to find candidates whereas in years past, you would have had to know someone.  Many internships are listed on sites like Internships.com (a past client of mine) and InternMatch, and they tend to be larger companies so you get to see the internal workings of IBM and other Fortune 500 firms.

Opportunities are also listed on general job boards and through career sites. Over 8,000 internship listings are available through Jobvite’s Facebook application. Meetup.com is one of the companies looking for Design Interns.

Follow Interaction Designers on Twitter and read their blogs

Install TweetDeck, News Gator learn how to use ifttt.com to get email alerts, and find interaction designers to follow. The very first place they’ll list internships is on their Twitter feeds and their blogs.

Nadyne Richmond of VMWare has a few internships available right now, and the first place you would have read about them is on her blog.  HUGE, the interactive agency, is another one that talks about their UX Design School program (entries are closed). And searching on Twitter is your best friend; there are hundreds of results every day.

I also have several Twitter lists categorized by location of Twitter users who are User Experience designers to follow, and I’m always curating that list. I would reach out and start a conversation with the designers on the lists.

Go to local meetups

Personal networking is an another way to get started in the field. Many companies host meetups to find great talent. You can also get advice from other designers in the field on how they got started.

In San Francisco (where I live), UX Eye for Developer Guy is a meetup that pairs engineers with designers to create great products and get feedback on ideas.  Many companies sponsor the meetup, and it’s regularly hosted at organizations looking for interns. The UX Happy Hour also is a great way to meet designers that might have opportunities. The Happy Hour is growing to metropolitan areas like San Francisco, New York and Los Angeles.

All you have to ask, “Is your company looking for someone to break into the business?” What’s the worst they could say…no?

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Please enter your best Apple moments at www.appledrinkinggame.com.

Cheers!

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It’s live!

From the email:

Employees can now automatically match Facebook friends to open jobs then easily invite them to apply in just a few clicks. No spam and no automatic posts. All users choose what job-related information they want to share with friends.

Job seekers can privately request referrals and view job listings at their friends’ companies. They can Jobvite friends or apply to the job directly within Facebook. And, they have complete control over what, if any, information from their Facebook profile is shared with a potential employer.

Go here to install it. We have hundreds of customers like Twitter, Groupon, Living Social and LinkedIn.

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The UX Speakeasy Conference  is on March 31 at the San Diego Zoo — rumor has it, they’re going to let me out of my cage.

It’s only $179, not bad for a one day event. Don’t go just because I’ll be there:  Aaron Irizarry, Angel Anderson, Dennis Wixon and Russ Unger are going to offer their thoughts on our wonderful industry. And you get a free ticket to the San Diego Zoo to boot! Such a bargain!

You should go. I’ll bring the hooch.

Ping me and I’ll give you the promo code for 15 percent off that $179.

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Gorgeous. You have to see this:

The clean, re-imagined Windows 8 concept is a refreshing break from Microsoft's Metro user interface. It's a kickback to earlier versions of Windows, and has us wishing that Microsoft could buy out Phyek's design to offer it as an alternative. Don't get us wrong, Windows Metro aligns with Microsoft's 2010 mobile operating system, Windows Phone "Mango", and in itself is an innovative product. Microsoft developed a solution for integrating social media, and up-to-date information, alongside the typical icons for files that all operating systems to this day have used.

One thing is sure: Metro is absolutely far from a mimicry of Apple's OS X. As  ZDnet  humorously  points out, it brings back memories of 2006, when Apple's Bertrand Serlet compared the uncanny similarities between Mac OS X Tiger and Microsoft's Windows Vista. Microsoft's fervent desire to differentiate itself from Apple has been evident, and to that extent, the designers over at Microsoft have accomplished their goal with Metro.

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[slideshare id=11640731&doc=whyweshareixd12slideshare-120217150855-phpapp01]

Seems appropriate that I’m sharing this.

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Apple turns bad customers into more profitable customers. Here’s how:

At Apple, store managers call every detractor within 24 hours. Initially, they found there were some detractors they couldn't reach. Subsequent studies showed that detractors that they did reach purchased substantially   more Apple products and services than the others. Further studies showed that every hour spent calling detractors was generating more than $1,000 in revenue or additional sales of $25 million in the first year, which was a good return on the investment.  

In traditional management, where customers are secondary, the expense of following up with customers would seem like the first kind of expense to cut in a crunch. With these numbers in hand, Apple's managers realize that this is one of the last things that should be cut.

…

At Apple, customer focus is thus not a vague slogan. It's at the core of the way the stores are managed. Employees know where they stand among their peers in terms of NPS and where their stores stands relative to the rest of the stores in the region.

It makes Apple a lot of money:

Where a typical electronics store averages $1,200 per square foot in sales, mature Apple stores exceed $6,000 per square foot-the highest productivity in retailing of any kind.

…

Thus Apple practices  radical management, where making money is the result, not the goal of the organization. The bottom line of its business is to delight the customer. We are indebted to  The Ultimate Question 2.0  for showing us how they accomplish that on a daily basis.

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He says he’s amused. Technically, I think it is the widest dialog box ever.

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What should be built is a question all software development companies struggle with. If you don’t launch enough of a feature set, user adoption will suffer.

Laura Klein makes a compelling argument that launching a limited product that solves a user need and then improving on it is a better than launching a product that’s packed not only with features but bugs and usability issues.

Great post:

A limited product is something that may not do much, but what it does, it does well. It makes it clear to the user what it does and what they should do. It solves a serious problem, or perhaps a small part of a serious problem. It doesn't crash relentlessly. It doesn't have enormous usability problems.

…

But a limited product probably doesn't do anything else. It doesn't have bells and whistles. It doesn't have "nice to have" features. It may only support the problems of a small subset of the market. It may only be released to beta users.

…

A shitty product, on the other hand, often tries to do too many things at once, and it doesn't do any of those things particularly well.

You really don't want a shitty product because, when people don't use it, you have no idea if they aren't using it because you have a bad idea or the wrong market, or if it's just because your users are confused and turned off by your shitty product.

Shipping a shitty product is one of the best ways to get a false negative on your idea. People will use products that aren't "polished." They will abandon products that are just bad.

…

So, when I'm yelling at you to Fucking Ship It Already, I don't mean that you should ship something bad. I mean that you should ship something limited – something that is small enough to be shippable and usable in a very short amount of time.

And then I mean that you should immediately improve it and ship it again.  Do this over and over again as many times as you can for as long as you can.

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Adam Colson is a product manager I’ve worked with, and he works as a product manager that manages mostly APIs. Great User Experience designers should understand how APIs work and how to consume them. I personally love them, because once I understand an API I want to think of great ways to use it.

Great technical companies now create APIs for all of their data so front end engineers can consume it. It requires foresight, but enables much more flexibility. There was a famous post about Amazon’s services on this that’s also worth reading.  

He wrote this post to describe what he does. Cheers.

Often times I’m asked what it is I do. I usually answer with a short response like “I sit behind a computer most of the day and send emails” or “I help build Web sites and apps”. You see, describing what a product manager does to someone not in technology isn’t easy. You want to tell them in intricate detail what it is you do but you don’t want to bore them or tell them something that will just go right over their heads, like “I write product specifications for RESTful APIs”.

Recently, a VP of Engineering where I work reached out to me to help understand what I did, so that they could better identify a candidate for an API/SOA product role that they were looking to fill. The questions were:

• What are the responsibilities of this product manager?
• How do you define what is done by product and what is done by an engineer?
• What type of documentation is produced by this product manager?

An API product manager’s responsibilities

An API PM is a fairly specialized product role. My experience in job searches is that there simply are not a lot of these types of roles out there. Hence, there is probably also not a lot of product candidates with explicit API experience.

It seems most organizations see APIs as a feature or bi-product of a larger feature. Organizations that take the distribution of their data and services seriously realize that making APIs a product and applying product management disciplines is key to success. So don't despair if the field is small or the perfect candidate doesn't surface.

That said, here is a quick summary of my role as the Product Manager responsible for APIs. Maybe finding candidates with this skill set and experience, plus the necessary technical understanding, will work.

Product  Manager Responsibilities

• Subject matter expert and product expert for API or other products that are managed
• Deep understanding of client needs and market trends, through client interaction and other market research
• Owning and creating the product strategy and roadmap
• Reviewing the roadmap with key stakeholders
• Determining product priorities, including new features and bug fixes
• Owning and creating the business/product requirements documentation
• Managing feature iteration throughout the product lifecycle
• Management of client API integrations and pipeline
• Ownership of API documentation (ie – developer's site)

API  Engineer Deliverables

• The product manager defines the "what", while the engineer defines the "how"
• API architecture
• Development of API features and functionality
• Documentation of how specific methods work
• Description of how to test specific methods (for QA – if applicable)

 API  PM Deliverables

This is using developing a new Web service for an existing system as an example.

• Black box use cases (or user stories in Agile development methodology)
• Description of services needed
• Description of functions (ie – method calls) needed for each service and what they should do
• Specific requirements for each method call:
  • Is it for Creating, Reading, Updating or Deleting data?
  • What are the data or input parameters?
  • What business rules or conditions should be respected or created?
  • What data inputs should be validated and how?
  • What should be returned in the response?
  • What data should be validated in the response?
  • What exceptions should be handled? If a business rule, condition, validation or other logic didn't pass, what error response should be returned?

You can read the rest of his blog here.

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Posted over at Johnny Holland.

Brandon Stephens, Axure? Really?

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Courtesy of Douglas Wray. Very funny. And true.

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Reputation and trust is essential in a world where we don’t meet the people we do business or trust our information with. The reality of this world is that many companies have much more information about us that we prefer to have (or, what does VISA know about your buying habits online or at a physical adult bookstore?).

But that’s different, because we’re making a conscious choice to share information by making that purchase. Only when companies don’t disclose their intentions (like downloading our entire address book, for example, and then explaining that since it wasn’t required in the TOS, we didn’t notify the user) is our trust broken. And rightfully so.

Companies like Southwest Airlines have built trust with their customers by offering plainspoken terms of business. It’s essential that online companies (especially startups) do the same. When we expose our lives online, it’s essential that we know the parties at the other end have the best intentions.

From Ghost in the Pixel:

Trust  is an absolutely fundamental element of a user's experience and core to the creation of a viable customer relationship, even the business model itself, embedded in the value proposition. Yes, trust is a cornerstone of the business. It ensures a healthy customer – provider connection with positive multiplier and viral effects. Trust is infectious as "good word of mouth" spreads, and transactions increase, usage grows, value is augmented. It's a virtuous cycle.

But just as infectious is  distrust. A violation of the customer's sense of identify, privacy, and sense of their own dignity. But especially their sense of pride in a brand they enjoyed and believed in and defended, trying to persuade friends to participate and join in. All of that gets eradicated in a few seconds.

The "path" (ha!) from success to disaster is a quick and easy route. And saddens everyone, including it's fan base of faithful users.

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That’s about right:

Usability is user experience

The fundamental difference is "Can easily use" vs. "Want to use". Let's take the best possible example here – the usability guru:  Jakob Nielsen's website. Usability guru that he is, his site is very functional and easy to use. But how do you think it scores on user experience? Would visitors love to browse the site for better experience? The answer is no.

Again, there are some practitioners who believe building a good user experience is all that's needed for making the site usable. That had led to the myth in question.  Superior user experiences have failed miserably in usability, as it's just one of the dimensions of usability. It is still important to have the right balance.

…

Usability is good design

Good design (leaving apart the subjective angle) is only an element or output of usability – in practical sense. Otherwise, it's more like a philosophy. Usability done with a philosophy of good design, would make it  effective, error-tolerant, engaging, etc.  This part I echo. My argument is towards the literal aspect about the myth, that a good design brings usability. In a way, this has a resemblance to Usability is User Experience. A good user interface design is not going to save a product if it is not useful or low on performance or erroneous. The usability and acceptance of such products have no connection with the presence or absence of good design.

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This had to be shared immediately. Not completely safe for work — towards the end.

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From StuffThatHappens.com.

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Ian  was the 3,000th follower.

The George Foreman Grill is on its way, Ian!

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