Why information architecture is the foundation of UX

In-person moderated user testing is a valuable part of any research project. Meaning you can see first-hand how your users interact with your prototypes and products. But in-person isn’t always a viable option. What to do if your project needs user testing but it’s just not possible to get in front of your users personally? 

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Let’s talk unmoderated user testing. This approach sidesteps the need to meet your participants face-to-face as it’s done entirely remotely, over the internet. By it’s very nature there are also considerable benefits to unmoderated user testing.

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What is unmoderated user testing? 💻👀

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In the most basic sense, unmoderated user testing removes the ‘moderated’ part of the equation. Instead of having a facilitator guide participants through the test, participants complete the testing activity by themselves and in their own time. For the most part, everything else stays the same.

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The key differences are:

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• You can’t ask follow-up questions
• You can’t use low-fidelity prototypes
• You can’t support participants (beyond the initial instructions you send them).

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Is unmoderated user testing right for your research project?

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By nature, unmoderated user research does not include any direct interaction between the researcher and the study participants. This is really the biggest benefit and also the biggest drawback. 

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Benefits of unmoderated usability testing 👩🏻💻

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• Speed and turnaround  - As there is no need to schedule meetings with each participant, unmoderated testing is usually much faster to initiate and complete. Depending on the study, it may be possible to launch a study and receive results in just a few hours.

• Size of study (participant numbers) - Unmoderated user testing also allows you to collect feedback from dozens or even hundreds of users at the same time.

• Location (local and/or international) -Testing online removes reliance on participants being physically present for the testing which broadens the ability to make contact with participants within your country or across the globe. 

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If you’d like to know more about the benefits of unmoderated usability testing, take a look at our article five reasons you should consider unmoderated user testing.

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Limitations of unmoderated usability testing 🚧

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• Early-prototype testing is difficult without a moderator to explain and help participants recover from errors or limitations of the prototype.

• Participant behavior - Without a moderator, participants tend to be less engaged and behave less realistically in tasks that depend on imagination, decision-making, or emotional responses.

• Inability to ask follow-up questions - by not being in the testing with the participant, the facilitator can’t ask further questions to get a deeper understanding of the participant’s reasoning. As you can’t rely on human judgment through a moderator being in the room with the participants and the ability to adjust the test in the moment, unmoderated usability testing needs thorough up front planning.

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Because of these limitations unmoderated usability testing usually works best for evaluating live websites and apps or highly functional prototypes.  It’s great for testing activities that don’t require a lot of imagination or emotion from participants. Such as testing functionality or answering direct queries to do with your product.

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What’s involved when setting up unmoderated usability testing? 🤔💭

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1. Define testing goals

With any usability testing, it pays to define your goals before getting underway with setting up the software. What do you want to know from the participants? Goals vary from test to test. Understanding your goals upfront will help you to make the correct tool choice.

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2. Define your demographic

With a clear understanding of your goal, now it’s time to consider which participants are right for your study. Think about who they are, their demographic, and where they live. Are they new users or existing? Are they experts or novices?

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3. Selecting testing software

As unmoderated studies, are done remotely, the software used to faciliate the study plays a key role in ensuring you get useful results. Without a facilitator, the software must guide the participants through the session and record what happens. Take the time to test software and select one that is right for your study.

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4. Write your own tasks and questions

Think through your goals and what you want to achieve from the testing. Many of the unmoderated testing services include study templates with generic example tasks. Remember they are templates, and your tasks and questions should be specific to your particular study. Any task instructions guiding the participants should be clear and directive.

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5. Trial session

You’ve done all of the upfront work, now it’s time to test that it works, the software does what you expect and the instructions you have written can be followed. Doing a test run is crucial, especially with unmoderated usability testing, as there won’t be a facilitator in the testing to fix any problems.

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6. Recruit participants

Having defined your target audience and demographic, now is the time to recruit participants. Ensuring you have some control over the recruitment process is important, either through screening questions or recruiting your own. There are services that  recruit from a pool of willing participants. Thiscan be a great way to get a wide range of users.

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7. Analyze results

You are likely to accumulate a lot of data from your unmoderated testing. You’ll need a way to organize and analyze the data to derive insights that are valuable. Depending on the type of usability testing you do will vary the type of results. Quantitative testing gives data-driven results and direct answers. Whereas qualitative testing through audio or video recordings of participants’ actions or comments will need time to analyze and look at behavioral observations. 

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Wrap Up 🌯

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Unmoderated usability testing can be a good option for your study. It may not be right for all of your studies all of the time. While it can be quick to implement and often cheaper than moderated usability testing, it still requires time and planning to ensure you get the data insights you are looking for. Following a checklist can be a great way to ensure you approach your research methodically.

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What is Information Architecture?

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Information architecture (IA) is a term used to describe how content or information is organised and arranged. This can relate to a website, a retail store or an app. And you could even consider the way a library is sorted to be IA. 

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For the purposes of this we will be focussed on websites. IA is fundamentally important to the success of your website. It determines how your users will access the information and the success of their user experience (UX) whilst on your website. And ultimately if you can keep users on your website long enough to complete their task.

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IA can be broken down into 3 main areas to consider when building great user experience:

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• Navigation: How people make their way through information (website content)
• Labels: How information is named and represented.
• Search: How people will look for information (keywords, categories)

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When put like this it does seem pretty straightforward. Maybe even simple? But these tasks need to be straightforward for your users. Putting thought, time and research in at the front of your design and build can mean an intuitive website is built. But at any point in your websites life cycle it can be of value to test and review. IA is the structure that sits in behind and allows the design to tell the story and the content to be found in an easy way.

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Why is Information Architecture important to web design? 🏗️

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If you’ve ever tried to use something and thought, “where am I supposed to go next?” or “this doesn’t make any sense,” you are encountering an issue with an information ‍architecture.

The Information Architecture Institute

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The way in which your users will use your website depends largely on how the information is presented and organised. By following through the tasks that you expect your users to undertake you can better understand the user experience. If the user can easily flow from point to point, finding what they need in a quick and efficient (and ideally intuitive manner) they are far more likely to stick around. And return when they need to.

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The opposite is definitely true also. If users find your website difficult to follow, hard to navigate and get lost or confused. They will not stick around to find out more. They will move on, and swiftly, to your competition. Frustrated, and disengaged. You will find it difficult to win them back.

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What does good information architecture look like for my users? 👀

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By providing a simple, clear and straightforward path users can stay focussed on their task, removing overwhelm and confusion. How often do you disappear ‘down a rabbit hole’ when on the internet? Confusing paths or overwhelming options may mean users move off on tangents, and become less likely to complete their initial task. Ultimately the best user experience is one that delivers the right information at the right time. Not too slow and not too complicated. 

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Always keep in mind that a great IA is:

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• Navigation: Always think straightforward, simple and intuitive.  Keep the navigation menu clean, clear and brief. Content and information where it’s expected to be. No point putting dog collars under dog food.
• Labels: Consider how pages, content and information is named. This needs to be direct and simple to understand. If you want people to find your store label the page ‘location’ or ‘find us’ or even ‘find our store’.
• Search: Most of your users will use search as a last resort. They will try to navigate their way through your website before resorting to a search option. Considering carefully the keywords for information that support the search tool. If they have already failed to find the information through your navigation, don’t let them down now.

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With all of these lined up in behind great web design, which is clear, bright and attractive. Along with language which appeals to your user.  You are providing a UX that will entice, engage and ultimately keep them on your website and converting.

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What does great information architecture look like for my organization?

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Great IA goes beyond simply being about your user experience. Your organization can benefit hugely with testing, research and insights put into your website IA. 

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With an IA that creates an easy navigable and engaging website your users are less likely to move off to your competitors. You’ve worked hard to get them to your website, through marketing and SEO. Delivering what your user expects and making it easy to find, means they will complete their task, and are far more likely to return. 

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By finding what they need quickly, and intuitively, users are more likely to be converted and generate leads or sales. Delivering and answering questions can also reduce the need for support. If you can, your organization's website should answer your users questions, before they complete. This means they are less likely to need to email and /or call for support, reducing overheads and time lag before conversion.

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Your organization's reputation is so important, your website may be your only interaction with users. If they have an easy user experience, their questions answered, and are able to complete what they need simply they leave with a great impression of your organization. They are more likely to return and their overall takeaway is that your organization is trustworthy, organised and easy to deal with. The opposite is quite possible with poor IA and design. You get but one chance to grab their attention and keep them. Do it badly and you may never get them back.

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Creating great information architecture 👷🏻

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User research with OptimalSort

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Of course the best website IA is based on your users experience. And there is no better way to get a full understanding of your users than by conducting research. At any point in your website's life cycle it can be beneficial to undertake research such as card sorting. At the beginning stages of your website build is best, but your website should be evolving as your organization does, therefore any time there are shifts in what you do or offer is a great time to revisit your UX and how best to deliver this. OptimalSort tests users on how they intuitively would like to see information sorted on your website. Building IA based on data, rather than assumptions, will mean that content and information can be sorted in a way that truly delivers a simple and intuitive experience.

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Maintaining your website with Treejack

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With a great IA, based on card sorting user research, your website content needs to be maintained. Tree testing allows you to see where your users are getting lost in your website navigation. And also how they expect to look for key information. The Treejack tool provides real user insights on how your website navigation is working, how it can work better, and ultimately how to fix paths that don’t work. Providing hard data to inform an intuitive IA.

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Wrap Up 🌮

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So, information architecture is fundamental to your website and how it operates. Want to learn more about information architecture? Take a look at our article, or download 'The Actionable IA Guide'.

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Supporting your website with user research can mean you build and design a intuitive website that simply rocks! 

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Learn more about card sorting with our 101 guide. And more on tree testing. 

Innovation is at the core of revenue growth - finding new ways to create and capture value. The reason most innovations fail is not because they don’t work (organizations are very good at building products and services with features and benefits), they fail because they don’t create value on dimensions that drive customer choice. If you don’t understand the causal drivers of customer choice, then you’re largely shooting in the dark and at risk of creating something that customers don’t choose above the alternative market solutions.

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Chris Green, Head of CX and Innovation at Purple Shirt, recently spoke at UX New Zealand, the leading UX and IA conference in New Zealand hosted by Optimal Workshop, about the Jobs to be Done (JTBD) methodology and uncovering the causal drivers of customer choice in innovation.

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In his talk, Chris talks us through JTBD methodology, how to use it, and how it will change the way you think about markets and competition.

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Background on Chris Green

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Chris has a long and deep background in strategy and innovation. Chris cut his strategy teeth in the UK before moving to New Zealand in 2000 where he led various strategy teams for organisations like Vodafone, Vector, and TelstraClear. He moved to Australia in 2011 where he started to develop his expertise in the emerging field of innovation. He sharpened his innovation knowledge and skills by studying under Professor Clayton Christensen (the godfather of modern innovation theory) at Harvard University and went on to lead one of Australia's leading innovation consultancies where he helped organizations run innovation projects and build innovation capability.

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Chris returned to New Zealand at the end of 2021 to lead the innovation practice of Purple Shirt, a UX design consultancy with offices in Auckland and Christchurch. In his spare time, you'll find Chris out on the water learning about foiling boats and boards.

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Contact Details:

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Email: chris@purpleshirt.co.nz

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LinkedIn: https://www.linkedin.com/in/chris-green-kiwi/

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Jobs To Be Done methodology and its role in driving customer choice

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In this talk, Chris is specifically speaking about UX research in the context of building new products and services, not optimizing existing ones. He answers a critical question - how can we improve our odds of success when we launch something new to market?

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Performing UX research for products and services that already exist is very different from totally new ones. Why? Generally, it’s because customers of existing products are good at recommending improvements for things that they already know and use. They are good at this because they have user experience to draw from. The famous Henry Ford quote illustrates this well; “If I’d asked our customers what they wanted, they would have told me faster horses.”

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Just because customers are giving researchers helpful and constructive feedback on a product or service, it doesn’t mean you should implement these improvements. In a user-focused discipline, this can sound counterintuitive, but when it comes to new products and services, UX researchers should be careful in relying on user feedback absolutely. 

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Chris argues that customer feedback can sometimes lead us in the wrong direction. Assuming that a customer will choose our product if we simply implement their feedback is problematic. Chris stresses the difference between implementing changes that drive improvement versus implementing changes that drive customer choice. They aren’t the same thing. Many businesses continually release new features, but rarely do these new features drive or improve consumer choice. Yes, a new feature may make the product better than before, but does it make it so much better that it makes customers choose your product over others? 

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Causal drivers of choice 🤔

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When researching new products the most critical thing to understand is this - what causes someone to choose one product over another? If you don’t know the answer, you’re guessing about your product design from the very beginning. 

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Traditionally, market research (typically driven by marketing departments) has been poor at finding causation. Market research tends to find correlations between customer attributes and customer behavior (e.g. people in a certain age bracket buy a certain product), but these correlations are quite shallow and do little to inform true drivers of choice. A lack of causal studies can be explained by the fact that they are difficult to conduct. They need to uncover deeper, root causes of human behavior, rather than high-level trends to be truly useful.

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So, how can find causal drivers of choice? And why does it matter?

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Why it matters 🔥

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The best method for uncovering the causal drivers of choice was invented by Professor Clayton Christensen. Chris describes him as the guru of modern innovation theory. He invented Disruption Theory and Jobs to be Done (JTBD) methodology. His fundamental insight was this – researchers shouldn’t be worried about the customer, instead, they should be interested in what they’re trying to achieve. 

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Christensen’s JTBD methodology is about understanding the various things that people need to complete in certain contexts. He argues that we, as consumers and customers, all look to “hire” products and services from businesses to get things done. We make a decision to buy, hire, or lease products or services into our lives in order to make progress on something we’re trying to achieve. 

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These jobs to be done can be split broadly into three categories (which aren’t mutually exclusive):

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• Functional: Tasks that I want to complete
• Emotional: How I want to feel
• Social: How I want to be seen

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Value creation opportunities arise when the currently available solutions (products/services in the market) are not getting the jobs done well. This “gap” essentially represents struggles and challenges that get in the way of progress. The gap is our opportunity to build something new that helps people get their jobs done better.

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Chris uses Dropbox as a good example of an innovative company filling the gap and addressing a need for people. People found themselves “hiring” different solutions or workarounds to access their files anywhere (e.g. by emailing themselves and using USBs). Dropbox created a solution that addressed this by allowing people to store their files online and access them anywhere. This solution got the job done better by being more convenient, secure, and reliable.

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The strategic relevance of “jobs” 🙌💼🎯

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Using the JTBD methodology helps to change how you see the competitive landscape, thereby providing an opportunity to see growth where none might have seemed possible. 

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Chris uses Snickers and MilkyWay chocolate bars as examples of similar products that on the surface seem to compete against each other. Both seem to sit in the same category, are bought in the same aisle, and have similar ingredients. However, looking at them through a “jobs” lens, they address two slightly different jobs. A Snickers is bought when you need fuel and is more a replacement for a sandwich, apple, or Red Bull (i.e. it is a product “hired” to prepare for the future/get an energy hit). A MilkyWay on the other hand is bought to make people feel better, eat emotionally, and is more of a replacement for ice cream or wine (i.e. a product “hired” to cope with the past).

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Chris’s talk helps us to think more strategically about our design journey. To develop truly new and innovative products and services, don’t just take your users' feedback at face value. Look beyond what they’re telling you and try to see the jobs that they’re really trying to accomplish.