Index
A
Accommodation, conflict resolution
210
Adaptive path workshop
222
Adjacent domains, engaging
13–14
Adoption
modeling
124f, 125–126
Technology Adoption Model
124–125
Agile
13, 237, 238
Apprenticeship
181–182
Ashley, Jeremy
262, 265
B
Bell, Alexander Graham
78
Bishop, David
214
Blanchard, Ken
75
Board of Certification in Professional Ergonomics
39–41, 41f
Books
recommended management books
282, 283
sharing with senior management
266–267
Bosenick, Tim
186–189
Bouchard, Thomas
9
Boyce, Susan
218, 264, 273
Branding, team
261–262
Budget
example
111–114, 115f
Butler, Keith A.
250
Byrne, Robert
175
C
Career
discussion
192
professional activity encouragement
203–208
Cargile, Andy
9, 118, 128
Certification
37–41, 41f
Change
see alsoOrganizational transformation
process change principles
241f
team management
175–177, 175f
Chargeback model
89
Churchill, Winston
137
Climate
dimensions
164f
impact on performance
163
Coaching
fruitful coaching
194–197
hints from experienced managers
193
performance review
192–208, 223
praise
197–198
professional activity encouragement
203–208, 207f
rallying the troops
224
setting commitments
192–194
Cofelt, Anthony
67
Collaboration
across organization
268–269
conflict resolution
210
promotion
14
Commitments, setting
192–194
Common Industry Format (CIF)
249
Communication plan
259–261, 260f
Community building, corporate
267
Compromise, conflict resolution
210
Conflict resolution
208–212
Confrontation, conflict resolution
210
Conscientiousness
seeDISC profile
Contractor
33–37
Cooper, Alan
235
Corporate community building
267
Critique, meeting
191–192
Cross-charge model
89
Culture change
engine
140–141
virtuous cycle
140f
D
Day, Mary Carol
3–4, 267
DeGroot, Jenny
81, 82
DePree, Max
178
Design Management Institute (DMI)
223–226
Design studio
108–110
Detweiler, Mark
237–238
De Young, Laura
227
Direct, user experience team
88–94, 90f
DISC profile
184–185
Dominance
seeDISC profile
Drucker, Peter
129
E
Einstein, Albert
132
Elevator pitch, creation
134–137
Employee needs
170–172
Employee Timekeeping System (ETS)
254
Engagement
assessment
94f
business importance example
95f
interface importance example
96f
levels
97f
model for user experience team funding
94–103, 94f, 95f, 96f, 97f
Engel. Joel
4, 69
Environment
ambient space
110, 111f
design studio
108–110
lab space
105–107, 108f
space organization
116–118
Equal opportunity, hiring
31
F
Fellenz, Carola
13–15
Focusing, team
adoption model
124f, 125–126
dimensions of management
153–155
elevator pitch creation
134–137
integrated information architecture practice building at Sapient
158–159
lessons learned
156–158
mission statement
132–134
product success study
122, 123f, 124, 124f
soul finding for team
121–127
strategic framework
127–128
strategy creation case study
approach
139–140
culture change
140–141, 140f
deliver and inspire
141
equipping
141–150, 144f
leadership
151–159
motivation
150–151
overview
137–159
personas and scenarios
146–148
training
148–150, 149f
technology diffusion model
126, 126f
vision
hints from experienced managers
128
statement
129–132
Forming, team development stage
188–189
Freelancer
seeContractor
Funding, user experience team
direct versus strategic funding
88–94, 90f
engagement model
94–103, 94f, 95f, 96f, 97f
needs estimation
86–88, 87f
G
Gailway, Timothy
192
Gall, John
259
Geneen, Harold S.
68
Generational differences, workplace
183–184
Globalization, user experience team
83–84, 102–103
Gould, John
203–204
Grief, cycle
175f
H
Habitat for Humanity
218
Hammontree, Monty
121, 125, 246
Hauser, Andreas
228–229, 273
Headhunter
seeRecruiter
Hendrick, Hal
221
Hints from experienced managers
branding of team
261
coaching
193
leadership
273, 275, 278–279
managing up
263, 264
morale
218
overview
9
professional activity encouragement
204
team building
21, 51
team equipping
118–119
vision, strategy, and priority establishment
128
work-life balance
214
Hiring
seeTeam building
History
importance of research in management
7
manager personal history
1–7
Hoffman, Mark S.
153–155
Howard, Tharon W.
184–185
Human-computer interaction (HCI)
18–19, 38, 88, 205–206, 233–234
Human Factors and Ergonomics Society (HFES)
10, 25–26, 32, 69, 205–206
Human resources
seeTeam building
I
Identity, defining for team
165–167
Influence
seeDISC profile
Innes, Jon
65–66
Innovation, promotion
14–15
Intern
32–33
International Organization for Standardization (ISO)
249–251
Interviewing
24–30, 52–53b
Israelski, Edmond W.
98–100
J
Jay, Anthony
61
Jensen, Julie
21
Jensen, Julie
218
Job description
see alsoTeam building
posting
30
samples
designer
21f
researcher
20f
writing
24
K
Kaneko, Steve
121–122
Kano model
146
Karat, Clare-Marie
230, 235–236
Kelley, Tom
109
Kirillova, Natalia
100–102, 182–183
Kowalski, Luke
9, 261
Kumar, Janaki
53–55
L
Lab space
105–107, 108f
Layoff
47–50
Leadership
see alsoCoaching
attributes
272f
hints from experienced managers
273, 275, 278–279
management relationship
271–273
strategy creation
151–159
styles
275–276
Lew, Gavin S.
52–53, 181–186, 193
Lindgaard, Gitte
233
Linear Responsibility Chart
seeRACI matrix
Lively, Barry L.
51, 223, 224, 278–279
Loyalty, creation in team
177–178
M
Managing up
262–266, 268–269
Manning, Harley
70
Maturity
assessment
240–244
process change principles
241f
user experience process maturity model
235–244, 242f
Mentoring
181–182
Merger and acquisition
impact on user experience management
53–55
management
175
Millatrd, Nicola
233
Mission statement
132–134
Mok, Clement
69, 71
Morale, leveraging morale events
215–219, 216f, 218
Motivation, strategy creation
150–151
Myers-Briggs testing, team
23, 209
N
National Organization for Competency Assurance (NOCA)
39–40
Net present value (NPV)
231
Nielsen, Jakob
106, 107
Norming, team development stage
188–189
Notebaert, Dick
135, 217–218
O
Office Hours
92
Ogilvy, David M.
262
Olson, Judy
2–3
Organizational transformation
collaboration across organization
254–257
overview
227–229
portfolio of work
development
244–246, 257
getting into a project
245–246
return on investment
229–235
scaling up by training others
249–251
standardization
external standards
248–249
overview
246–249
strategy perspective
232–234
traditional perspective
230–231
user experience process maturity model
maturity assessment
240–244
overview
235–244, 242f
process change principles
241f
value defining to organization
253
P
Performance
climate
impact
163
dimensions
164f
DISC profiles for new teams
184–185
fast-growing team management
186–188
generational differences in workplace
183–184
hints from experienced managers
165b
loyalty creation in team
177–178
managing through change
175–177, 175f
mentoring and apprenticeship models
181–182
review
192–208, 223
roles and responsibilities
179–181, 180f
shared values, identification
178–179, 179f
team characterization
employee needs
170–172
identity defining
165–167
pulse taking
167–170
team development stages
188–189
team formation model
172–178, 172f
training organizations
182–183
Performing, team development stage
188–189
Peter Principle
2, 277
Peters, Tom
208
Policy, rationale statements for new policies
185–186
Pollard, Dave
80
Portfolio of work
development
244–246, 257
getting into a project
245–246
Positioning, user experience team
centralization versus decentralization
72–75, 74f
global distribution
83–84, 102–103
moving within organization
84–86
need for champions
69–72
overview
68–86
physical collocation of team versus distribution among supported teams
78–80
remote workers
80–84, 100–102
within company
75–78, 98–100
Positioning, user experience
14
Posting, jobs
30
Praise, coaching
197–198
Professional activity, encouragement
203–208, 207f
Professional societies
281
Project management office (PMO)
152
Pulse taking, team
167–170
Q
Questions
experienced managers wished they had asked
8
hiring
28
management as career
7
R
RACI matrix
179–181, 180f
Rader, Marcella
275
Raiding, employees
30
Recruiter
24–25
References
29
Remote working
seeTelenetworking
Responsibility Assignment Matrix
seeRACI matrix
Resumé
25–26
Return on investment (ROI)
manager role
229–235
rethinking in organizational transformation
231–232
usability ROI
251–252
Robinson, Rick
5, 69, 71
Rohn, Janice
77
Roles and responsibilities, clarification
179–181, 180f
Rosenberg, Daniel
12, 68–69, 102–103, 231–232, 234, 251–252
Rowling, J.K.
271
Rumsfeld, Donald
43
S
Säde, Simo
156–158
Salary, negotiation
41–43
Salzman, Marilyn
128, 165, 204, 263
Schaffer, Eric
137, 228, 229, 251
Scholtz, Jean
81
Schumacher, Robert M.
9, 55–57, 118–119, 193, 225–226, 257
Self-care, importance for managers
219–226
Senge, Peter
135
Shared values, identification in team
178–179, 179f
Shaw, George Bernard
134
Sigchi Panel, highlights
13–15
Sizing, team
comparison of small, medium, and large teams
63–65
overview
61–65
Skills
identification in team building
18–24
manager self-evaluation
273–278
mix defining in team
65–67, 66f, 68f
potential team skills
66f
user experience
10f, 11
Software development kit (SDK)
22, 74
Soken, Nelson
268–269
Soul, finding for team
121–127
Space
seeEnvironment
Spool, Jared
67
Stafford Beer Model
166
Standardization
external standards
248–249
overview
246–249
Steadiness
seeDISC profile
Stengel, Casey
177
Storming, team development stage
188–189
Strategic funding
engagement model
94–103, 94f, 95f, 96f, 97f
user experience team
88–94, 90f
Sullivan, Kent
274
Svec, Lillian E.
158–159, 224–225
SWOT analysis
128, 129f, 130–132, 196
T
Teague, Ross
193
Team budget
seeBudget
Team building
certification
37–41, 41f
consulting team building
55
finding great people
30–32
hints from experienced managers
21, 51
hiring
17–43
inheriting personnel
43–45
interns
32–33
interviewing
24–30, 52–53b
job description
seeJob description
layoff
47–50
phone screening
27
recruiter
24–25
references
29
resumé
25–26
salary negotiation
41–43
skill identification
18–24
testing of potential hirees
29
vendors and contractors
33–37
Team creation
development stages
188–189
first day experience
59–61
formation model
172–178, 172f
funding
direct versus strategic funding
88–94, 90f
engagement model
94–103, 94f, 95f, 96f, 97f
needs estimation
86–88, 87f
positioning of team
centralization versus decentralization
72–75, 74f
global distribution
83–84, 102–103
moving within organization
84–86
need for champions
69–72
overview
68–86
physical collocation of team versus distribution among supported teams
78–80
remote workers
80–84, 100–102
within company
75–78, 98–100
sizing
comparison of small, medium, and large teams
63–65
overview
61–65
skill mix defining
65–67, 66f, 68f
Team environment
seeEnvironment
Technology Adoption Model (TAM)
124–125
Technology diffusion model
126, 126f
Telenetworking, user experience team
80–84, 100–102
360 process
200, 201, 221–222
Tools, user experience
111–114
Tradition, creation for team
224–225
Training
organizational transformation
249–251
organizations
182–183
strategy creation
148–150, 149f
Turner, Carl W.
253–257
U
Usability ROI
seeReturn on investment
User interface (UI), team building for development
22–23
V
Vendor, personnel
33–37
Vershel, Mark
70
Vision
hints from experienced managers
128
statement
129–132
Visual design, team building
19, 21f, 26–27
W
Waterfall process, strategy creation
143, 144f, 237, 238
Web resources, essential management skills for leading user experience teams
281
Wiklund, Michael
215, 274
Wire framing, software
112
Work-life balance, creation
212–214
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