About Face. The Essentials of Interaction Design by Alan Cooper

By Alan Cooper

The crucial interplay layout consultant, totally revised and up-to-date for the cellular age
About Face: The necessities of interplay layout, Fourth Edition is the newest replace to the publication that formed and advanced the panorama of interplay layout. This finished advisor takes the global shift to smartphones and pills under consideration.  New details contains discussions on cellular apps, contact interfaces, reveal measurement concerns, and more. The new full-color inside and detailed structure higher illustrate sleek layout concepts. 

The interplay layout career is blooming with the luck of design-intensive businesses, priming clients to anticipate "design" as a severe element of industry good fortune. shoppers have little tolerance for web content, apps, and units that do not stay as much as their expectancies, and the responding shift in company philosophy has develop into widespread. About Face is the ebook that brought...

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Architecture is an old, well-established field. The design of product and system behavior— interaction design—is quite new, and only in recent years has it begun to come of age as a discipline. And this new design has fundamentally changed how products succeed in the marketplace. In the early days of industrial manufacturing, engineering and marketing processes alone were sufficient to produce desirable products: It didn’t take much more than good engineering and reasonable pricing to produce a hammer, diesel engine, or tube of toothpaste that people would readily purchase.

Unfortunately, reducing an interactive product to a list of a hundred features doesn’t lend itself to the kind of graceful orchestration that is required to make complex technology useful. Adding “easy to use” as a checklist item does nothing to improve the situation. Developers, on the other hand, often have no shortage of input into the product’s final form and behavior. Because they are in charge of construction, they decide exactly what gets built. And they too have a different set of imperatives than the product’s eventual audience.

How can we identify them? How do we know that they are real goals, rather than tasks users are forced to perform by poorly designed tools or business processes? Are they the same for all users? Do they change over time? We’ll try to answer those questions in the remainder of this chapter. Users’ goals are often quite different from what we might guess them to be. For example, we might think that an accounting clerk’s goal is to process invoices efficiently. This is probably not true. Efficient invoice processing is more likely the goal of the clerk’s employer.

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