Research Analysis - Avoid Data Paralysis in 5 Easy Steps

I've stated it before. Analyzing research data is a daunting task. It's complicated because, often times, it is difficult to know where to begin. Qualitative, or behavioral data analysis, seems more manageable, because there is a structured methodology and limited data to cull through. Quantitative data analysis is an entirely different beast. Huge sample sizes, hundreds of measures, and results which include "the passage of time" as an axis, offer challenges that (as Information Architects) "put our name to the test" (King Leonidas, 300).

As always, solving a problem begins with "breaking it down." Abstract the solution, and develop an outline that is the framework for a persuasive argument. Draw the lines first, and then, fill in the details.

Here's an approach to analyzing quantitative data, in five (5) steps:

1. Define objectives - Does this 1st step need to be restated in every blog entry? Every challenge has the same beginning. Consultants succeed only when they achieve client objectives. Research analysis needs to support these objectives, otherwise, research is a wasted investment for a business (we can debate the value of "research for the sake of research." I understand the NASA model, where innovation and "spin-off discoveries" lead to practical applications. I'll argue, that is, in itself, an objective.) In a business context, where clients are spending money in a crap economy, Information Architects must do everything in their power to prove the value of the research they are conducting. Spell it out, and be promotional about the fact that the research findings will directly support meaningful objectives. This exercise has the added benefit of enabling you to develop a framework for your research analysis.

2. Develop theories based on prior knowledge - Most likely, clients really do have a base of understanding and knowledge about their customers. Often, theories exist that project a relevant set of customer behaviors over time, or provide an explanation to previously recorded behaviors. Borrowing from the "scientific method," Information Architects can develop a measurement framework that is aimed at supporting, or disproving, theories. List the theories that are related to key customer behaviors that support business objectives. Understand what action items are a result of proving or disproving these theories.

3. Conceive "psuedo-measurement equations" to support objectives and theories - It is now time to understand how data actually proves or disproves theories. You aren't going to even look at the data, yet, to complete this step. It is much easier to dig into the intimidating pool of data, once you understand what to look for. Creating the measurement equations is what this step is all about. Take a theory like, "customers are abandoning the shopping cart because there is an offer that appears on the shopping cart page that is drawing them off the path of conversion." What is an effective measurement equation to assess the validity of this theory? Maybe, "of the X% of customers who abandon the shopping cart, X% are clicking on the offer that appears on that page." The relevant data reports that need to be generated, include:

> Measurement - percent cart abandonment
> Measurement - percent cart abandoners that click on Offer X

Identifying the key measurements that prove or disprove theories about relevant customer behavior is a matter of developing a logical argument. Develop these arguments for each theory that exists to support a business objective, and you will have defined the necessary measurements required to achieve the next step in the analysis process.

4. Look for actual data to support "pseudo measurements" - This step, which is the one that must cause the greatest amount of anxiety, is actually the easiest step. Step three (3) entailed defining the actual measurements to make. Step four (4), is a simple matter of generating the data reports to support defined objectives and theories. Once the relevant data has been retrieved, analyze whether or not the numbers prove or disprove your theories.

5. Develop recommendations - Once again, from a business perspective, data is only useful when it is applied. The last few steps to analyze data have been in pursuit of supporting objectives and proving and disproving theories. This step requires the definition of actionable steps that need to be taken to increase specific customer behaviors, or reverse negative trends in specific customer behaviors. In essence, this step is about making meaning out of the data. It is, perhaps, the most difficult step of all. Drawing from your own expertise in the medium, knowledge about the customer, competitor tactics, and proposed tactics, select a set of tactics that addresses the need to support unsupported objectives, and reverse negative trends in customer behaviors. List these tactics as recommendations based on the analysis.

User Interface Design - "Promotion" vs. "Access"

Content-rich user experiences are generally designed to serve two masters: 

> The user - who is coming to the experience with specific needs and expectations, with respect to the content.
 
> The editorial staff - who wants to direct the user to consume specific content assets based on an agenda.  

Although the aforementioned stakeholders have objectives that may seem to be at odds, the user interface must be able to strike the right balance between "access" (meeting the end-user's needs) and "promotion" (meeting the needs of the editorial staff).  The challenge is knowing which agenda to prioritize, and at what point in the user experience to satisfy it. In order to address this challenge, it is helpful to answer the following questions:
 
1. Is it likely that users will find the content they are seeking? No?? - If, after conducting research to assess user needs, it is discovered that the user experience will not contain the content that the end-user is seeking, consider designing a more "guided user experience." For instance, create lots of opportunities for the editorial staff (and the user's own social network) to make recommendations. Another opportunity is to use predictive search to promote assets which are available, as the user is typing a query. That way, the experience can more effectively drive the user to a content result. Nothing is more frustrating than "null results."

2. How relevant to the user, are promoted assets? - Conduct analytic measurement to assess the effectiveness of promotional tactics. No one engaging with that giant "A-spot" on key landing pages? Chances are, the content that is being presented provides little relevance to end-users. If this is the case, you may not know your end-users as well as you thought you did. Conduct research to better understand their needs and expectations from the experience.

3. At what point in the user experience, are promoted assets relevant to the user? - Go through the exercise of developing a mental model for each key page of the user experience. Develop empathy for the end-user, by asking, "what type of content/service would a user be looking for at this exact moment?" Model the asset promotion/content strategy based on this dynamic mental model.

4. How relevant to the brand, are promotional tactics? - Much of what is considered relevant to users, in terms of content and content promotion, is relevant because of the way they expect to engage with your brand. While it is vital to conduct user investigation to determine content relevance, it is also vital to understand how promotional tactics and content aligns with your brand. Does the promotional tactic make sense for you brand? Time for introspection.

5. How often will the editorial staff refresh content recommendations? - Be careful when developing a system that automatically recommends content based on an algorithm. Chances are, if you aren't paying attention, content isn't being refreshed thoughtfully or regularly. Being promotional, these days, requires a full-time, dedicated staff to constantly make the experience fresh and new to end-users.

The ultimate goal for any content-rich user experience is to provide content that users want to consume. Once the right content is acquired, produced, or identified, the user experience should be optimized so that it is easy for users to find the content they are seeking. You may find, once you've acquired valuable content to end-users and improved access to it, that you need less promotional opportunities, as a result.

8 Essential Interaction Design Skills

Interaction Designers are Creative team members who conceive user interfaces which accommodate information-seeking agendas and important user tasks, based on an understanding of client business objectives and end-user needs. In order to be successful, regardless of the tool that is used to create the interaction design document (e.g. - Axure, Visio, Illustrator, InDesign, or Keynote), the Interaction Designer should aim to hone the following, essential skills: 

1. End-User Empathy - Often, wireframe decks are developed in absence of any real primary research with end-users. The process may end up successful, depending on the state of the previous interaction design model, however, the work is infinitely better with the right amount of empathy, gained as a result of end-user exposure. Interaction Designers need to accompany user researchers on studies, or learn to design and moderate their own research. 

2. Understanding of Business Objectives - Each screen and interface element should be planned to satisfy business objectives. Interaction Designers need to be included on the business requirements team during the project "Discovery," when requirements are gathered. It is entirely acceptable for the Interaction Designer to help drive these discussions using interaction design documentation, or "wireframes," as a "means of elaboration." 

3. Design Sensibility - Conventional and contemporary Design sensibilities are important for the Interaction Designer to have, in order to conceive credible and engaging interfaces for the end-user. Drawing upon this ability, the Interaction Designer will be able to recognize and develop smart page layouts, balanced visual elements, as well as proper emphasis of page elements. Generally, this skill is learned through experience and exposure to good Design.

4. Design Consistency - When developing concepts for the user interface of a web site or application, it is easy to acquire a fair amount of page and design inconsistencies on wireframe pages. Why? Interaction Design undergoes constant reinvention and revision, as a result of team and client reviews. Make sure that repeated design elements appear on masters or templates (most prototyping tools utilize the concept of layers, masters, or templates), and are "applied to pages." That way, any revisions that are needed for screen elements found on multiple pages, need only be changed once in the page master or template. 

5. Design Clarity - A clearly prioritized page will comfortably draw the eye to elements that are the most important on each page or screen. This clarity of intention, is the very definition of successful Design communication. Do constant battle with the urge to clutter up screens with interface elements that are randomly applied. Take 5 minutes for each screen, stand a couple of feet away from your computer screen, and ask yourself, "what is this screen trying to communicate?" If you can answer that question from a distance, than you are on the road to successful design. 

6. Wireframe Efficiency - Wireframe efficiency is the ability to limit the amount of wireframe element duplication in the document. This is a skill that is related to document management, and not a "Design skill," per se, however, once this principle is applied, documentation will be aesthetically improved. It is often the case, that elements which are repeated on multiple wireframes, get copied and pasted to each page in the wireframe document. There are many issues that can result from this approach to element duplication, from a documentation perspective. For instance, Visio still does not have the ability to "paste in place," meaning that each "copy and paste" maneuver may not end up on the exact position from wireframe to wireframe. The result will be a wireframe deck where elements appear to "jump and shift position," from page to page (ugly). Another issue, is that repeated elements in wireframe decks cause the file size to increase dramatically. Avoid these issues by creating masters and templates that represent design patterns that appear on multiple screens. Apply masters to wireframes utilizing these elements, so that repeated elements appear in a fixed position, all of the time. 

7. Good Writing Skills - Wireframe annotation can be a painful, tedious process, but it is "oh so important" for client and developer understanding of UI interaction. I generally prefer to hold off on annotating the wireframes until there is client acceptance of the design patterns and basic UI elements on key wireframes. You don't want to get stuck in revision cycles that include revisions to the wireframe designs as well as revisions to the annotations. Great annotation is detailed, precise, and clearly references each individual screen and UI element on each wireframe. Remember, wireframes are, essentially, instruction manuals for clients, designers, and developers. Good instructional aids use pictures and words to educate the reader. 

8. Competitor Intelligence - Trends in design patterns and user interface conventions are constantly changing. This change is as a result of advances in internet technologies, as well as data analytic assessments, which result in constant UI optimization. Therefore, it is the responsibility of the Interaction Designer to keep current on new trends in interaction, for digital user experiences that are in their client's competitive set. In addition, great Interaction Designers are individuals who actually go online frequently and engage in new experiences and social interaction.