User Testing Quotes

I’m a modern man, a man for the millennium. Digital and smoke free. A diversified multi-cultural, post-modern deconstruction that is anatomically and ecologically incorrect. I’ve been up linked and downloaded, I’ve been inputted and outsourced, I know the upside of downsizing, I know the downside of upgrading. I’m a high-tech low-life. A cutting edge, state-of-the-art bi-coastal multi-tasker and I can give you a gigabyte in a nanosecond! I’m new wave, but I’m old school and my inner child is outward bound. I’m a hot-wired, heat seeking, warm-hearted cool customer, voice activated and bio-degradable. I interface with my database, my database is in cyberspace, so I’m interactive, I’m hyperactive and from time to time I’m radioactive. Behind the eight ball, ahead of the curve, ridin the wave, dodgin the bullet and pushin the envelope. I’m on-point, on-task, on-message and off drugs. I’ve got no need for coke and speed. I've got no urge to binge and purge. I’m in-the-moment, on-the-edge, over-the-top and under-the-radar. A high-concept, low-profile, medium-range ballistic missionary. A street-wise smart bomb. A top-gun bottom feeder. I wear power ties, I tell power lies, I take power naps and run victory laps. I’m a totally ongoing big-foot, slam-dunk, rainmaker with a pro-active outreach. A raging workaholic. A working rageaholic. Out of rehab and in denial! I’ve got a personal trainer, a personal shopper, a personal assistant and a personal agenda. You can’t shut me up. You can’t dumb me down because I’m tireless and I’m wireless, I’m an alpha male on beta-blockers. I’m a non-believer and an over-achiever, laid-back but fashion-forward. Up-front, down-home, low-rent, high-maintenance. Super-sized, long-lasting, high-definition, fast-acting, oven-ready and built-to-last! I’m a hands-on, foot-loose, knee-jerk head case pretty maturely post-traumatic and I’ve got a love-child that sends me hate mail. But, I’m feeling, I’m caring, I’m healing, I’m sharing-- a supportive, bonding, nurturing primary care-giver. My output is down, but my income is up. I took a short position on the long bond and my revenue stream has its own cash-flow. I read junk mail, I eat junk food, I buy junk bonds and I watch trash sports! I’m gender specific, capital intensive, user-friendly and lactose intolerant. I like rough sex. I like tough love. I use the “F” word in my emails and the software on my hard-drive is hardcore--no soft porn. I bought a microwave at a mini-mall; I bought a mini-van at a mega-store. I eat fast-food in the slow lane. I’m toll-free, bite-sized, ready-to-wear and I come in all sizes. A fully-equipped, factory-authorized, hospital-tested, clinically-proven, scientifically- formulated medical miracle. I’ve been pre-wash, pre-cooked, pre-heated, pre-screened, pre-approved, pre-packaged, post-dated, freeze-dried, double-wrapped, vacuum-packed and, I have an unlimited broadband capacity. I’m a rude dude, but I’m the real deal. Lean and mean! Cocked, locked and ready-to-rock. Rough, tough and hard to bluff. I take it slow, I go with the flow, I ride with the tide. I’ve got glide in my stride. Drivin and movin, sailin and spinin, jiving and groovin, wailin and winnin. I don’t snooze, so I don’t lose. I keep the pedal to the metal and the rubber on the road. I party hearty and lunch time is crunch time. I’m hangin in, there ain’t no doubt and I’m hangin tough, over and out!

If you want a great site, you’ve got to test. After you’ve worked on a site for even a few weeks, you can’t see it freshly anymore. You know too much. The only way to find out if it really works is to test it.

All software you write will be tested—if not by you and your team, then by the eventual users—so you might as well plan on testing it thoroughly.

The problem is there are no simple “right” answers for most Web design questions (at least not for the important ones). What works is good, integrated design that fills a need—carefully thought out, well executed, and tested.

Testing the business logic inside the system under test (SUT) via the user interface is a bad idea. Even

One of the great unwritten chapters of retail intelligence programming featured a “personal shopper” program that all-too-accurately modeled the shoppers’ desires and outputted purchase ideas based on what shoppers really wanted as opposed to what they wanted known that they wanted. This resulted in one overcompensatingly masculine test user receiving suggestions for an anal plug and a tribute art book for classic homoerotic artist Tom of Finland, while a female test user in the throes of a nasty divorce received suggestions for a small handgun, a portable bandsaw, and several gallons of an industrial solvent used to reduce organic matter to an easily drainable slurry. After history’s first recorded instance of a focus group riot, the personal shopper program was extensively rewritten.

A brick could be used to cut things. The duller the object, the sharper the user has to be to make it work.


the ultimate unit test is whether or not users want to use your application. All the other tests you write are totally irrelevant until you can get that one to pass.

This is a test quote.

Product requirements conversations must then be grounded in business outcomes: what are we trying to achieve by building this product? This rule holds true for design decisions as well. Success criteria must be redefined and roadmaps must be done away with. In their place, teams build backlogs of hypotheses they’d like to test and prioritize them based on risk, feasibility, and potential success.

Let’s see, you will need a project plan, resource allocation, a timeline, test cycles, a budget, a contingency budget, lots of diagrams, flowcharts, a media release, a strategic vision, a charter, technical specifications, business rules, travel expenses, a development environment, deployment instructions, a user acceptance test, stationary, overtime schedule, a mock-up, prototypes…” “Tell me,” she said, “did the people who built the pyramids have any of those?” “Mostly, they had beer. Come to think of it, if there had been such a thing as a Business Analyst in ancient Egypt, then the hieroglyph for it would have been very graphical, if you know what I mean.

Standing out there on the street, I realized that every person nearby--children, seniors, hardworking parents, and, yes, buyers, sellers, and users--was my neighbor. In major world religions, there is no commandment more fundamental than to love your neighbor as you love yourself. Now I was being challenged to manifest that love: this was a test of my love, of my vision. The world you see outside of you is a reflection of what you have inside of you.

Voter suppression no longer announces itself with a document clearly labeled LITERACY TEST or POLL TAX. Instead, the attacks on voting rights feel like user error—and that’s intentional. When the system fails us, we can rail and try to force change. But if the problem is individual, we are trained to hide our mistakes and ignore the concerns. The fight to defend the right to vote begins with understanding where we’ve been and knowing where we are now.

Above all, we know that an entrepreneurial strategy has more chance of success the more it starts out with the users – their utilities, their values, their realities. An innovation is a change in market or society. It produces a greater yield for the user, greater wealth-producing capacity for society, higher value or greater satisfaction. The test of an innovation is always what it does for the user. Hence, entrepreneurship always needs to be market-focused, indeed, market-driven.

Even then, retailers learned early that shoppers prefer their shopping suggestions not be too truthful. One of the great unwritten chapters of retail intelligence programming featured a “personal shopper” program that all-too-accurately modeled the shoppers’ desires and outputted purchase ideas based on what shoppers really wanted as opposed to what they wanted known that they wanted. This resulted in one overcompensatingly masculine test user receiving suggestions for an anal plug and a tribute art book for classic homoerotic artist Tom of Finland, while a female test user in the throes of a nasty divorce received suggestions for a small handgun, a portable bandsaw, and several gallons of an industrial solvent used to reduce organic matter to an easily drainable slurry.

It is ironic-rouse the limpest adjective-that a government as spontaneously tyrannous and callous as ours should, over the years, have come yo care so much about our health as it endlessly tests and retests commercial drugs available in other lands while arresting those who take "hard" drugs on the potential ground that they are bad for the user's health. One is touched by their concern- touched and dubious. After all, these same compassionate guardians of our well-being have sternly, year in and year out, refused to allow us to have what every other First World country simply takes for granted, a national health service.

Habit Testing.” It is a process inspired by the build-measure-learn methodology championed by the lean startup movement. Habit Testing offers insights and actionable data to inform the design of habit-forming products. It helps clarify who your devotees are, what parts of your product are habit-forming (if any), and why those aspects of your product are changing user behavior.

federal government is the third largest user of the polygraph test to detect lying. In 1982 22,597 tests were reported by various federal agencies.* Most were given to investigate a crime, except for the polygraph tests given by the National Security Agency (NSA) and the Central Intelligence Agency (CIA). These agencies use the polygraph for intelligence and counterintelligence investigations.

The simplest answer is that the user had access to reality—every company builds a bubble around itself, where the products get built and tested in a more controlled environment than they get used in. This is especially true of complex software. What the early users enabled Xiaomi to see was how MIUI actually worked when real (albeit unusually technically proficient) people tried to install it on a wide variety of devices.

In any case, even if a usability test resolves a dispute, it doesn't do it in any kind of a statistically valid way. Unless you test thousands of people from all walks of life under all kinds of conditions, something that not even Microsoft can afford to do, you are not actually getting statistically meaningful results. Remember, the real strength of usability tests is in finding truffles—finding the broken bits so you can fix them. Actually looking at the results as if they were statistics is just not justified.

Code should be obvious: When someone needs to make a change, they should be able to find the code to be changed easily and to make the change quickly without introducing any errors. A healthy code base maximizes our productivity, allowing us to build more features for our users both faster and more cheaply. To keep code healthy, pay attention to what is getting between the programming team and that ideal, then refactor to get closer to the ideal. But the most important thing to learn from this example is the rhythm of refactoring. Whenever I’ve shown people how I refactor, they are surprised by how small my steps are, each step leaving the code in a working state that compiles and passes its tests. I was just as surprised myself when Kent Beck showed me how to do this in a hotel room in Detroit two decades ago. The key to effective refactoring is recognizing that you go faster when you take tiny steps, the code is never broken, and you can compose those small steps into substantial changes. Remember that—and the rest is silence.

I dare to hope that search engines and social media algorithms will be optimized for truth and social relevance rather than simply showing people what they want to see; that there will be independent, third-party algorithms that rate the veracity of headlines, websites, and news stories in real time, allowing users to more quickly sift through the propaganda-laden garbage and get closer to evidence-based truth; that there will be actual respect for empirically tested data, because in an infinite sea of possible beliefs, evidence is the only life preserver we’ve got.

Three researchers at Stanford University noticed the same thing about the undergraduates they were teaching, and they decided to study it. First, they noticed that while all the students seemed to use digital devices incessantly, not all students did. True to stereotype, some kids were zombified, hyperdigital users. But some kids used their devices in a low-key fashion: not all the time, and not with two dozen windows open simultaneously. The researchers called the first category of students Heavy Media Multitaskers. Their less frantic colleagues were called Light Media Multitaskers. If you asked heavy users to concentrate on a problem while simultaneously giving them lots of distractions, the researchers wondered, how good was their ability to maintain focus? The hypothesis: Compared to light users, the heavy users would be faster and more accurate at switching from one task to another, because they were already so used to switching between browser windows and projects and media inputs. The hypothesis was wrong. In every attentional test the researchers threw at these students, the heavy users did consistently worse than the light users. Sometimes dramatically worse. They weren’t as good at filtering out irrelevant information. They couldn’t organize their memories as well. And they did worse on every task-switching experiment. Psychologist Eyal Ophir, an author of the study, said of the heavy users: “They couldn’t help thinking about the task they weren’t doing. The high multitaskers are always drawing from all the information in front of them. They can’t keep things separate in their minds.” This is just the latest illustration of the fact that the brain cannot multitask. Even if you are a Stanford student in the heart of Silicon Valley.

Since most users choose a password that is either a name or a simple dictionary word, an attacker usually begins by setting 10phtCrack (or whatever program he’s using) to perform a “dictionary attack” — testing every word in the dictionary to see if it proves to be the user’s password. If the program doesn’t have any success with the dictionary attack, the attacker will then start a “brute-force attack,” in which case the program tries every possible combination (for example, AAA, AAB, AAC ... ABA, ABB, ABC, and so on), then tries combinations that include uppercase and lowercase, numerals, and symbols.

The age-old trick of transfer pricing Taking advantage of the fact that they operate in countries with different tax rates, TNCs [transnational corporations] have their subsidiaries over-charge or under-charge each other – sometimes grossly – so that profits are highest in those subsidiaries operating in countries with the lowest corporate tax rates. In this way, their global post-tax profit is maximized. A 2005 report by Christian Aid, the development charity, documents cases of under-priced exports like TV antennas from China at $0.40 apiece, rocket launchers from Bolivia at $40 and US bulldozers at $528 and over-priced imports such as German hacksaw blades at $5,485 each, Japanese tweezers at $4,896 and French wrenches at $1,089. The Starbucks and Google cases were different from those examples only in that they mainly involved ‘intangible assets’, such as brand licensing fees, patent royalties, interest charges on loans and in-house consultancy (e.g., coffee quality testing, store design), but the principle involved was the same. When TNCs evade taxes through transfer pricing, they use but do not pay for the collective productive inputs financed by tax revenue, such as infrastructure, education and R&D. This means that the host economy is effectively subsidizing TNCs.

studies show that having phones even nearby and face down on silent mode is still distracting. The title of one recent paper by researchers at the University of Texas and UC San Diego said it all: “The Mere Presence of One’s Own Smartphone Reduces Available Cognitive Capacity.” Their study of nearly 800 smartphone users found that those who were told to place their phones in another room performed better on a test of attention than did those allowed to keep the phones by their side. When I spoke with my teenage son about the study mentioned above, he wasn’t surprised by the findings. He said, “Pops, its FOMO” (fear of missing out). Even when not directly holding a phone or gazing at the screen, there is a fear of missing out, so the siren call from the phone still tugs at one’s attention.

The firm did this at the local level, creating right-wing pages with vague names like Smith County Patriots or I Love My Country. Because of the way Facebook’s recommendation algorithm worked, these pages would pop up in the feeds of people who had already liked similar content. When users joined CA’s fake groups, it would post videos and articles that would further provoke and inflame them. Conversations would rage on the group page, with people commiserating about how terrible or unfair something was. CA broke down social barriers, cultivating relationships across groups. And all the while it was testing and refining messages, to achieve maximum engagement. Now CA had users who (1) self-identified as part of an extreme group, (2) were a captive audience, and (3) could be manipulated with data.

There are two main types of devices: those that deliver whole-body vibration (WBV) and those that deliver low-force or low-intensity vibration (LIV). Two companies make the low-intensity vibration machines: Juvent and Marodyne. Both products are based on Dr. Clinton Rubin’s research. The LIV Tablet and the Juvent both impart what feels like a comfortable hum when you stand on them. By contrast, most WBV machines subject the user to an intense shaking. I worked with a master trainer using one such machine, the Powerplate. There was no question that my muscle tone built up quickly, but I never felt right about the intensity. My concern is that over time older adults could end up with conditions such as detached retinas, eye floaters, or even joint damage. For now I would steer clear of the WBV devices. I own a Juvent.

In many ways, the Internet could ultimately be seen as the realization of the classic international-relations theory of an anarchic, leaderless world. Here’s how we think states will respond to each other and to their citizens. The Balkanization of the Internet As we said, every state and society in the world has its own laws, cultural norms and accepted behaviors. As billions of people come online in the next decade, many will discover a newfound independence—in ideas, speech and conversation—that will test these boundaries. Their governments, by contrast, would largely prefer that these users encounter a virtual world that allows the powers that be to mirror their physical control, an understandable if fundamentally naïve notion. Each state will attempt to regulate the Internet, and shape it in its own image. The impulse to project laws from the physical world into the virtual one is universal among states, from the most democratic to the most authoritarian. What states can’t build in

Let’s say experiment A is testing a small change, such as the color of the sign-up button. As results start coming in, it becomes clear that the increase in the number of new visitors signing up is very small—garnering just 5 percent more sign-ups than the original button color. Besides the obvious assumption that changing the color of the sign-up button may not be the key factor holding back new users from signing up, it’s also an indication that you’ll have to let the experiment run quite a long time in order to have enough data to make a solid conclusion. As you can see from the chart above, to reach statistically significant results for this test, you’d need a whopping 72,300 visitors per variant—or, in other words, you’d have to wait 72 days to get conclusive results. As Johns put it in an interview with First Round Review, “That’s a lifetime when you’re a start-up!” In a case like this what a start-up really ought to do is abandon the experiment quickly and move on to a next, potentially higher-impact, one.

Is a stronger Force user’s lightsaber stronger, too? What happens when two Jedi fight each other?” “The blade isn’t stronger. Only the Force user’s ability to wield it,” Obi-Wan said. “In ceremonial combat, of course, we’re displaying forms more than actually testing strength—” “But what about non-ceremonial combat?” Fanry persisted. “When two Jedi are on opposite sides of a conflict. What happens?” “It… it doesn’t happen.” The idea made so little sense that Obi-Wan could hardly parse it. “We are members of one Order. We serve the Jedi Council and, through the Council, the Republic. The Jedi are united in this way.” “Well, that’s boring.” Scowling, Fanry kicked her little feet beneath her throne. “And nobody but the Jedi ever uses lightsabers? You’d never fight anyone else who had one? For real, I mean. Not ‘ceremonially.’ ” “The ancient Sith used lightsabers,” Obi-Wan said. “But they’ve been extinct for a millennium. So, no. A Jedi just wouldn’t be involved in a lightsaber duel to the death. It couldn’t happen.” Fanry seemed to realize she was being a bit bloodthirsty, because she smiled impishly and made the next question a joke. “Never?” He smiled back as he shook his head. “Not ever.

Outlawing drugs in order to solve drug problems is much like outlawing sex in order to win the war against AIDS. We recognize that people will continue to have sex for nonreproductive reasons despite the laws and mores. Therefore, we try to make sexual practices as safe as possible in order to minimize the spread of the AIDS viruses. In a similar way, we continually try to make our drinking water, foods, and even our pharmaceutical medicines safer. The ubiquity of chemical intoxicants in our lives is undeniable evidence of the continuing universal need for safer medicines with such applications. While use may not always be for an approved medical purpose, or prudent, or even legal, it is fulfilling the relentless drive we all have to change the way we feel, to alter our behavior and consciousness, and, yes, to intoxicate ourselves. We must recognize that intoxicants are medicines, treatments for the human condition. Then we must make them as safe and risk free and as healthy as possible. Dream with me for a moment. What would be wrong if we had perfectly safe intoxicants? I mean drugs that delivered the same effects as our most popular ones but never caused dependency, disease, dysfunction, or death. Imagine an alcohol-type substance that never caused addiction, liver disease, hangovers, impaired driving, or workplace problems. Would you care to inhale a perfumed mist that is as enjoyable as marijuana or tobacco but as harmless as clean air? How would you like a pain-killer as effective as morphine but safer than aspirin, a mood enhancer that dissolves on your tongue and is more appealing than cocaine and less harmful than caffeine, a tranquilizer less addicting than Valium and more relaxing than a martini, or a safe sleeping pill that allows you to choose to dream or not? Perhaps you would like to munch on a user friendly hallucinogen that is as brief and benign as a good movie? This is not science fiction. As described in the following pages, there are such intoxicants available right now that are far safer than the ones we currently use. If smokers can switch from tobacco cigarettes to nicotine gum, why can’t crack users chew a cocaine gum that has already been tested on animals and found to be relatively safe? Even safer substances may be just around the corner. But we must begin by recognizing that there is a legitimate place in our society for intoxication. Then we must join together in building new, perfectly safe intoxicants for a world that will be ready to discard the old ones like the junk they really are. This book is your guide to that future. It is a field guide to that silent spring of intoxicants and all the animals and peoples who have sipped its waters. We can no more stop the flow than we can prevent ourselves from drinking. But, by cleaning up the waters we can leave the morass that has been the endless war on drugs and step onto the shores of a healthy tomorrow. Use this book to find the way.

By March, front-line doctors around the world were spontaneously reporting miraculous results following early treatment with HCQ, and this prompted growing anxiety for Pharma. On March 13, a Michigan doctor and trader, Dr. James Todaro, M.D., tweeted his review of HCQ as an effective COVID treatment, including a link to a public Google doc.48,49 Google quietly scrubbed Dr. Todaro’s memo. This was six days before the President endorsed HCQ. Google apparently didn’t want users to think Todaro’s message was missing; rather, the Big Tech platform wanted the public to believe that Todaro’s memo never even existed. Google has a long history of suppressing information that challenges vaccine industry profits. Google’s parent company Alphabet owns several vaccine companies, including Verily, as well as Vaccitech, a company banking on flu, prostate cancer, and COVID vaccines.50,51 Google has lucrative partnerships with all the large vaccine manufacturers, including a $715 million partnership with GlaxoSmithKline.52 Verily also owns a business that tests for COVID infection.53 Google was not the only social media platform to ban content that contradicts the official HCQ narrative. Facebook, Pinterest, Instagram, YouTube, MailChimp, and virtually every other Big Tech platform began scrubbing information demonstrating HCQ’s efficacy, replacing it with industry propaganda generated by one of the Dr. Fauci/Gates-controlled public health agencies: HHS, NIH and WHO. When President Trump later suggested that Dr. Fauci was not being truthful about hydroxychloroquine, social media responded by removing his posts.

best user experience

Google has also benefitted from being at the inflection point of software moving from massive client-side binaries with multi-year release cycles to cloud-based services that are released every few weeks, days, or hours.1 This confluence of happy circumstances has endowed us with some similarities to the utopian software development process. Google SWEs are feature developers, responsible for building components that ship to customers. They write feature code and unit test code for those features. Google SETs are test developers, responsible for assisting SWEs with the unit test portion of their work and also in writing larger test frameworks to assist SWEs in writing small and medium tests to assess broader quality concerns. Google TEs are user developers, responsible for taking the users’ perspectives in all things that have to do with quality. From a development perspective, they create automation for user scenarios and from a product perspective, they assess the overall coverage and effectiveness of the ensemble of testing activity performed by the other engineering roles. It is not utopia, but it is our best attempt at achieving it in a practical way where real-world concerns have a way of disrupting best intentions in the most unforeseen and unforgiving way.

In June 2011, this message appeared on the Interaction Designers Association (IXDA) discussion list: I am at a point in my life where I know I want to do UX design after doing Web design for so long and then reading about usability testing, etc., 6 years ago. But my issue is I’m tired of working for orgs who say they care about their customer but don’t do testing to even know what their customers want from them... I’m kind of fed up with working for people who don’t get it.

after doing a series of tests over the course of three years on a number of test sites. I found that building up the relevance and authority of the website yielded the best results. Creating a good user experience, site speed and security optimization can all be accomplished within the first month of the website build and after that the goal must be to increase the authority of the website month after month into the future.)

Conceptual integrity does require that a system reflect a single philosophy and that the specification as seen by the user flow from a few minds. Because of the real division of labor into architecture, implementation, and realization, however, this does not imply that a system so designed will take longer to build. Experience shows the opposite, that the integral system goes together faster and takes less time to test. In effect, a widespread horizontal division of labor has been sharply reduced by a vertical division of labor, and the result is radically simplified communications and improved conceptual integrity.

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The second framework, developed by David S. Evans, proposes a three-step process to test for the desirability of government regulatory action. The first step is to examine whether the platform has a functioning internal governance system in place. The second step is to see whether the governance system is mostly being used to reduce negative externalities that would harm the platform (such as criminal behavior by users) or to reduce competition or take advantage of a dominant market position. If, on balance, the firm is using its governance system to deter negative externalities, then no further action is necessary. However, if the governance system appears to encourage anticompetitive practices, then a third and final step is required. This step involves asking whether the anticompetitive behavior outweighs the positive benefits of the governance system. If so, then a violation has occurred, and a regulatory response is required. If not, then no further action is needed.60

Business users specify their needs primarily through functional requirements. The nonfunctional aspects of the systems, like performance, resiliency, up-time, support needs, and the like, are the purview of the architect. However, often the preliminary testing of non-functional requirements is left until very late in the development cycle, and is sometimes delegated completely to the operations team. This is a mistake that is made far too often.

Start by writing a list of questions that you expect testing activities to answer. For example, you might have very general questions, like these: Can a user actually use the software for its intended purpose? Do the basic workflows work? You might also have specific questions about capabilities or interactions, such as this: How does the discounting feature interact with the bundling feature? You might have questions about overarching concerns or characteristics: Will the software fail gracefully if it’s overloaded? Brainstorm a list of questions. When you run out of steam, review your list.

every Facebook user was part of a massive load testing program, which

Even high-profile product and feature releases become routine by using dark launch techniques. Long before the launch date, we put all the required code for the feature into production, invisible to everyone except internal employees and small cohorts of real users, allowing us to test and evolve the feature until it achieves the desired business goal.

failed, close up shop. They had considered employing several growth hacks to drive more adoption. For example, they thought about requiring people to whom users sent photos to also sign up for the app in order to download the photos. But they decided against that because they were afraid it would annoy people. But remember that growth hacking involves more than picking from a menu of hacks; it is, rather, a process of continuous experimentation to ensure that those hacks are achieving the desired results. If they were truly practicing growth hacking, they would have run a test to determine whether or not their assumption was true. Instead

Of course, the web servers are not always the cause of the problem. I have seen many cases where virtual users timed out waiting for a web server response, only to fnd that the actual problem was a long-running database query that had not yet returned a result to the application or web server tier. This demonstrates the importance of setting up KPI monitoring for all server tiers in the system under test (SUT).

With these caveats in mind, then, RCTs offer a powerful method of establishing rigorous tests in a complex world. Handled with care, they cut through the ambiguity that can play havoc with our interpretation of feedback. And they are often simple to conduct. Take the example of the redesigned website mentioned earlier. The problem was in establishing whether the change in the design had increased sales, or was caused by something else. But suppose you randomly direct users to either the new or the old design. You could then measure whether they buy more goods from the former or the latter. This would filter out all the other influences such as interest rates, competition, weather and so on, and reveal the hidden counterfactual.

Tools for click-mapping We often use Crazy Egg, Hotjar, and Clicktale, and several A/B testing tools that include similar functionality. Alternatives include Fullstory, Inspectlet, Decibel Insight, Jaco, Lucky Orange, MouseStats, Ptengine, and userTrack.

And while the details of how it is implemented vary somewhat from company to company, the core elements of the method are: the creation of a cross-functional team, or a set of teams that break down the traditional silos of marketing and product development and combine talents; the use of qualitative research and quantitative data analysis to gain deep insights into user behavior and preferences; and the rapid generation and testing of ideas, and the use of rigorous metrics to evaluate—and then act on—those results.

The Gausebeck-Levchin test became the first commercial application of a Completely Automated Public Turing Test to Tell Computers and Humans Apart—or CAPTCHA. Today, CAPTCHA tests are common on the internet—to be online is to be subjected to a search for a specific image—a fire hydrant or bicycle or boat—from a lineup. But at the time, PayPal was the first company to force users to prove their humanity in this fashion. Gausebeck and Levchin didn’t invent the CAPTCHA—Carnegie Mellon researchers devised something similar in 1999—but the PayPal version was the first to scale, and among the first to solve the centuries-old challenge of separating human from machine.

The truth is, most entrepreneurs pivot many times before they find their footing. And often, even after they find their footing. And it can feel perilous. You have to steer toward a new opportunity, often before it comes into clear focus. And, equally challenging, you have to turn away from something—specifically, an idea that previously inspired hopes, dreams, and investment of time and money. Human beings don’t let go of old ideas easily. In pivoting, you risk blowback from your co-founders, your staff, your investors, and your users. For those reasons, it can be the single greatest test of your leadership skills.

Leah Buley The User Experience Team of One: A Research and Design Survival Guide William Albert and Thomas Tullis Measuring the User Experience: Collecting, Analyzing, and Presenting Usability Metrics Braden Kowitz, et.al. Sprint: How to Solve Big Problems and Test New Ideas in Just Five Days Dana Chisnell and Jeffrey Rubin Handbook of Usability Testing: How to Plan, Design and Conduct Effective Test

To review: Customized feeds become optimized to “engage” each user, often with emotionally potent cues, leading to addiction. People don’t realize how they are being manipulated. The default purpose of manipulation is to get people more and more glued in, and to get them to spend more and more time in the system.7 But other purposes for manipulation are also tested. For instance, if you’re reading on a device, your reading behaviors will be correlated with those of multitudes of other people. If someone who has a reading pattern similar to yours bought something after it was pitched in a particular way, then the odds become higher that you will get the same pitch.

What project structure are we using? What rendering strategy are we using? What state management solution are we using? What styling solution are we using? What data fetching approach are we using? How are we going to handle user authentication? What testing strategies are we going to use?

Why are so many designers “usability blind”? If you’re a sadist with a technical bent, you will enjoy running usability tests. During tests, we see users caught in wild-goose chases, scratching their heads, and sometimes swearing or even hitting their keyboards. Why do marketers make websites that cause people to punch peripherals? Because marketers are afflicted with the curse of knowledge, a cognitive bias that makes it extremely difficult to think about a problem from the perspective of someone who’s less informed. Marketers spend so long looking at their own websites, they can’t imagine what it would be like to see the website for the first time. As a result, the website’s users appear to be stupid. It’s a compelling illusion. But look at it another way: Our users desired something. We created a website to satisfy that desire. And our users still can’t get what they desire. Now who’s stupid? How can you overcome the curse of knowledge? Design your processes for what you perceive to be a busy, lazy, drunk, amnesiac idiot—what lawyers call a “moron in a hurry” (really). Even geniuses with time on their hands will be grateful that you did.

Social Media Advertising - Different Options & Their Benefits How To Use Social Media Paid Ads Ideally? What is the most effective way to make use of social media ads? Choosing which social media platform to advertise on depends on your target audience. You need to understand which platforms are being used, the type of campaigns that can run on each platform, and what investment you’ll be required to make. Pew Research Center’s report helps give us an idea of the most preferred platform for various demographics. For example, if your product caters to the teenage group, consider advertising on Instagram, TikTok, or Snapchat. If you’re catering to a more B2B client, you can consider LinkedIn. Once you understand where your audience spends the most time, you can narrow down the platforms. However, we’d still advise on A/B testing various platforms. You’d be surprised by how many B2B clients you can find on TikTok! What Are The Most Popular Social Media Ads? Here is a brief rundown of the various social media ad options available. 1. Facebook Ads Facebook Ads are the most successful form of social media advertising. Statistics show that Facebook paid ads have an average conversion rate of 9.21%. They’re easy to set up and track, and allow you to measure campaign performance easily, giving insights into how well your ads are performing. They also offer a wide range of targeting options that help you reach people who might be interested in what you’re selling, which is why they’re so effective at generating sales leads. Facebook Ads are also highly targeted. You can target specific demographics or audiences based on gender, age range, location, and other details such as interests and behaviors or job titles. This helps ensure that only people who are interested in what you’re offering, see your ad on Facebook. 2. Twitter Ads Twitter ads are a great way to reach your target audience, especially if your company already has a presence on the platform. They’re easy to set up and manage so you can focus on other aspects of your business. As of 2022, they have an average conversion rate of 0.77%. Twitter ads also offer simple targeting options that let you get more followers, increase engagement with existing customers and gain new followers interested in what you have to offer. There are multiple ad options to choose from for accomplishing various advertising goals, including promoted ads, follower ads, amplify ads, and takeover ads. Promoted and follower ads have a much wider average cost range than their takeover counterparts. 3. LinkedIn Ads LinkedIn is a professional networking site, so it’s not as casual as other social media platforms like Instagram and Facebook. As a result, users are more likely to be interested in what you are promoting on the platform because they’re looking for something related to their professional lives. LinkedIn has an average click-through rate of 0.65%. In addition, the conversion rate for LinkedIn ads is also fairly decent (2.35%). They can have high or low conversion rates depending on factors like interests and demographics. But if your ad is effectively targeted, it will have more chances of enjoying a higher conversion rate. 4. Instagram Ads As a younger demographic, Instagram users make up a great target audience for social media advertising. They are highly engaged in the platform and are more likely to respond to call-to-action than other demographics. 5. YouTube Ads YouTube ads are excellent for marketers with video content to promote their business. Furthermore, the advertising options offered by this platform ensure that you needn't bother with YouTuber fame or even a large number of subscribers on your channel to spread the word on this platform.

I don’t know anyone who enjoys studying. It’s boring and painful. The reframe that I found useful in my school days involved treating tests as competitive events. I didn’t mind doing work to win a competitive event. But I hated studying on the promise it would be useful someday in the future. That wasn’t motivating.

Facebook’s ranking work was sloppy—there was no other way to put it. The company altered its recommendation systems on the basis of A/B tests that ran for just a few weeks, months less than the period Netflix considered necessary to observe longer-term shifts in user behavior. Facebook was more cavalier in shaping a global communications and broadcasting platform than Netflix was about deciding to steer users toward The Great British Bake Off. (A company spokeswoman disputed Gomez-Uribe’s recollection of hasty and inadequate testing of ranking changes, calling the company’s experiments rigorous and focused on improving user experience.)

The core product team at most modern tech companies is called the triad: Engineer (or Tech Lead), Designer, and Product Manager. Engineers are responsible for the technical solution. They'll plan the data structures and algorithms that will make things fast, scalable, and maintainable. They'll write the code and tests. Designers are responsible for the solution from the user experience perspective. What will it look like? What are the flows, screens, and buttons? They'll make mockups or prototypes of how the feature should work. Product managers are responsible for selecting and defining which problems the team is going to solve, then ensuring the team solves them. They'll define what success looks like, and plan how to get there.

The Turing test is, as we’re all aware, a test of whether a computer can make responses accurate enough to fool a human into thinking the machine is human. In a sense, we had already beaten it. Most of the point-fives will accomplish this for decades of conversational time—for so long that anyone administering such a test would long ago have concluded the computer they were talking to was human. The ‘flatness’ of the point-fives may, in fact, never become apparent to their users. But we know it’s there. And nobody would call them conscious.

Learn how to give a great demo. This is an especially important skill to use with customers and key execs. We're not trying to teach them how to operate the product, and we're not trying to do a user test on them. We're trying to show them the value of what we're building. A demo is not training, and it's not a test. It's a persuasive tool. Get really, really good at it.

Virtual reality: Since 1991, Sega had been quietly developing a sci-fi-like set of virtual-reality goggles in order to provide the most immersive gaming experience imaginable. Nicknamed the Sega VR, this futuristic visor consisted of dual LCD screens, which merged together three separate 3-D technologies, and a series of tiny inertial sensors that tracked movements of the user’s head. Completion of this project and proper safety testing were still more than a year away. 5.

Unlike its competitors who sell preassembled merchandise, IKEA puts its customers to work. It turns out there’s a hidden benefit to making users invest physical effort in assembling the product—by asking customers to assemble their own furniture, Ariely believes they adopt an irrational love of the furniture they built, just like the test subjects did in the origami experiments.

physical sharing and exchange of computer tapes and disks on which the code was recorded. In current Internet days, rapid technological advances in computer hardware and software and networking technologies have made it much easier to create and sustain a communal development style on ever-larger scales. Also, implementing new projects is becoming progressively easier as effective project design becomes better understood, and as prepackaged infrastructural support for such projects becomes available on the Web. Today, an open source software development project is typically initiated by an individual or a small group seeking a solution to an individual's or a firm's need. Raymond (1999, p. 32) suggests that "every good work of software starts by scratching a developer's personal itch" and that "too often software developers spend their days grinding away for pay at programs they neither need nor love. But not in the (open source) world...." A project's initiators also generally become the project's "owners" or "maintainers" who take on responsibility for project management." Early on, this individual or group generally develops a first, rough version of the code that outlines the functionality envisioned. The source code for this initial version is then made freely available to all via downloading from an Internet website established by the project. The project founders also set up infrastructure for the project that those interested in using or further developing the code can use to seek help, provide information or provide new open source code for others to discuss and test. In the case of projects that are successful in attracting interest, others do download and use and "play with" the code-and some of these do go on to create new and modified code. Most then post what they have done on the project website for use and critique by any who are interested. New and modified code that is deemed to be of sufficient quality and of general interest by the project maintainers is then added to the authorized version of the code. In many projects the privilege of adding to the authorized code is restricted to only a few trusted developers. These few then serve as gatekeepers for code written by contributors who do not have such access (von Krogh and Spaeth 2002). Critical tools and infrastructure available to open source software project participants includes email lists for specialized purposes that are open to all. Thus, there is a list where code users can report software failures ("bugs") that they encounter during field use of the software. There is also a list where those developing the code can share ideas about what would be good next steps for the project, good features to add, etc. All of these lists are open to all and are also publicly archived,

usually does not present much of a problem. Some analysts use t-tests with ordinal rather than continuous data for the testing variable. This approach is theoretically controversial because the distances among ordinal categories are undefined. This situation is avoided easily by using nonparametric alternatives (discussed later in this chapter). Also, when the grouping variable is not dichotomous, analysts need to make it so in order to perform a t-test. Many statistical software packages allow dichotomous variables to be created from other types of variables, such as by grouping or recoding ordinal or continuous variables. The second assumption is that the variances of the two distributions are equal. This is called homogeneity of variances. The use of pooled variances in the earlier formula is justified only when the variances of the two groups are equal. When variances are unequal (called heterogeneity of variances), revised formulas are used to calculate t-test test statistics and degrees of freedom.7 The difference between homogeneity and heterogeneity is shown graphically in Figure 12.2. Although we needn’t be concerned with the precise differences in these calculation methods, all t-tests first test whether variances are equal in order to know which t-test test statistic is to be used for subsequent hypothesis testing. Thus, every t-test involves a (somewhat tricky) two-step procedure. A common test for the equality of variances is the Levene’s test. The null hypothesis of this test is that variances are equal. Many statistical software programs provide the Levene’s test along with the t-test, so that users know which t-test to use—the t-test for equal variances or that for unequal variances. The Levene’s test is performed first, so that the correct t-test can be chosen. Figure 12.2 Equal and Unequal Variances The term robust is used, generally, to describe the extent to which test conclusions are unaffected by departures from test assumptions. T-tests are relatively robust for (hence, unaffected by) departures from assumptions of homogeneity and normality (see below) when groups are of approximately equal size. When groups are of about equal size, test conclusions about any difference between their means will be unaffected by heterogeneity. The third assumption is that observations are independent. (Quasi-) experimental research designs violate this assumption, as discussed in Chapter 11. The formula for the t-test test statistic, then, is modified to test whether the difference between before and after measurements is zero. This is called a paired t-test, which is discussed later in this chapter. The fourth assumption is that the distributions are normally distributed. Although normality is an important test assumption, a key reason for the popularity of the t-test is that t-test conclusions often are robust against considerable violations of normality assumptions that are not caused by highly skewed distributions. We provide some detail about tests for normality and how to address departures thereof. Remember, when nonnormality cannot be resolved adequately, analysts consider nonparametric alternatives to the t-test, discussed at the end of this chapter. Box 12.1 provides a bit more discussion about the reason for this assumption. A combination of visual inspection and statistical tests is always used to determine the normality of variables. Two tests of normality are the Kolmogorov-Smirnov test (also known as the K-S test) for samples with more than 50 observations and the Shapiro-Wilk test for samples with up to 50 observations. The null hypothesis of

Just a simple premise, back in San Diego DUI Lawyer arrested for drunk Style, this time in the direction of DUI and DWI generally unwanted, then little effect of alcohol is considered a leading progressive life. Americans in the second half of the US states, the sin just because the rules and stricter drunk driving laws more quickly hold. In addition, the results of all DUI lawyers in reality very difficult drive under the influence towards an unattainable production, to begin in San Diego that idea. The crime of DUI evaluation Provide always stops short of energy, but in reality because of traffic law enforcement to detect beautiful website, or you attack affects themselves can take to throw noted "checkpoints drinking water.” In some cases, the federal government said, but if you can do it in your own direction. Perhaps many car hit the rear part of the food as a result, the impact is recorded, your visit to show you the direction of your wine. Sometimes, someone reported an unstable support. Testing and observation around the federal government s decision in the same direction, it is not possible because most almost certainly to predict a jump back in their element. One or suspected poisoning at an affordable price set is designed to bring cases, their own rules and objectives, and with violation of traffic rules and the management style of the design more I can do for others the problem of selection that. They probably own the actual direction of their own drug, think about the purpose of the implementation of a user, then the friendly and with respect to speed, self-revealed the reason behind the purple party, appreciate it is also possible to DUI . San Diego right outcome for prison several internal unique opportunity, California expert is passed on to its customers and the code of .08% blood only a small car in California 23 152 (B) to answer good article Content (BAC) Assumption. Some of the inspiration for a special person for a month was necessary direction behind a person s mood, depends on you in the direction 23 § 152, may continue to be withheld because (). But in general, if not more, the sales people and just keep moving to stay DUI by police and they are removed direction or enough I began to feel, "personal involvement" is more than if under strict bail. Own all presentation of their work is to show. It s just maybe you just conditions, it is deposited in jail until eventually show itself may not be able to move allows. Expenses and income are affected by lead you affects costs, which child to leave behind, if not more than 0.08 per cent BAC does. Orientation, under the influence of the value of his research, the car broke into the possibility that some 23 152 have been found still proof (s). This is a normal move, and then the authority to suspend the system 6 is due to the fact that - 10 weeks, including perceived importance. Speaking of the court will have to apply for leave to the invention apparently drunk over in his address. Need him inside, a number of situations, the judge called a good time without alcohol can be. It is a matter, as long as the direction before the costly DUI do not experience a period of several weeks is legal. Worse, if there is only a repeat show that only a lawyer in San Diego drunk orientation. Too many of the legal rights of citizens under such guidelines as privatization and arms, vote. You own run for the benefit of all to make the removal of the time, which likely cost drivers behind the repeat drink. It is strong enough to get to San Diego recommends a good DUI is for that reason that the domestic legal experts. Obviously, the motivation many cases immediately, in simplest terms, is not swallowed. Self re direction is not the same thing, so you really recommended maximum future problem is to apply to yourself. This is a perfect example of the court had been found.

If “ship early, ship often” is interpreted as the willingness to expose not-quite-feature-complete but well-tested products to the healthy pressures of real users, everybody wins. But if it is used as an excuse for shipping half-baked, flaky products; using your customers as unpaid quality-assurance staff—and counting on ever-lowering expectations of quality in a slipshod marketplace numbed by crashing TVs and bug-filled software—it is another matter entirely. Even

Persson did not create Minecraft because he wanted to create a billion-dollar company; he loved video games and kept his day job while developing it. When the game soared in popularity, he started a company, Mojang, with some of the profits, but kept it small, with just 12 employees. Even with zero dollars spent on marketing and no user instructions, Minecraft grew exponentially, flying past the 100 million registered user mark in 2014 based largely on word of mouth.2 Players shared user-generated extras like modifications (“mods”) and custom maps with each other, and the game caught on not only with children but their parents and even educators. Still, Persson avoided the valuation game, refusing an investment offer from former Facebook president Sean Parker. Finally, he and his co-founders sold Mojang to Microsoft for $2.5 billion, a fortune built on one man’s focus on creating something that people loved.3 On the other end of the spectrum is Zynga, one of the fastest startups ever to reach a $1 billion valuation.4 The social game developer had its first hit in 2009 with FarmVille. Next came Zynga’s partnership with Facebook that turned into a growth engine. The company began trading on the NASDAQ in December 2011 and had 253 million active users per month as late as the first quarter of 2013.5 Then the relationship with Facebook ended and the wheels started coming off. Flush with IPO cash, Zynga started exhibiting all the symptoms of ego-driven, grow-at-any-cost syndrome. They moved into a $228 million headquarters in San Francisco. They began hastily acquiring companies like NaturalMotion, Newtoy, and Area/Code. They infuriated customers by launching new games without sufficient testing and filling them with scripts that signed players up for unwanted subscriptions and services. When customer outrage went viral, instead of focusing on building better products, Zynga hired a behavioral psychologist to try to trick customers into loving its games.6 In a 2009 speech at Startup@Berkeley, CEO Mark Pincus said, “I funded [Zynga] myself but I did every horrible thing in the book to just get revenues right away. I mean, we gave our users poker chips if they downloaded this Zwinky toolbar, which . . . I downloaded it once — I couldn’t get rid of it. We did anything possible just to just get revenues so that we could grow and be a real business.”7 By the spring of 2016, Zynga had laid off about 18 percent of its workforce and its share price had declined from $14.50 in 2012 to about $2.50.

Incrementalism can lead to local maxima. Be willing to explore to find the big wins before testing smaller changes and tweaks. Conversely, sometimes it's the incremental refinements that prove or disprove your hypotheses about what your users respond to. Use the insights from small tests to guide and inform your thinking about bigger changes. Consider entirely new alternative approaches to your principal business goals. Be willing to go beyond just testing “variations on a theme”—you might be surprised. If you're working on a major site redesign or overhaul, don't wait until the new design is live to A/B test it. A/B test the redesign itself.

Jackson shrugged off Gentry’s hand. “You want to worry about drugs in your parish, Agent Broussard, why don’t you check my sister’s bag? Or is it okay for your agents to be racing around with guns while they’re buzzing on painkillers? Is it okay for her to work four months after she tried to slit her wrists with a f**king utility knife?” A chill washed across Jena’s shoulders. Who was this person? The brother she’d known her whole life would never try to throw her under the squad car. “We aren’t talking about your sister, who, by the way, is a skilled law-enforcement agent who took two bullets in the line of duty a few months ago, son.” Gentry’s voice was low, but serious. “We’re talking about you, an unemployed twenty four year old who had almost an ounce of an illegal synthetic drug stashed in his bedroom, not to mention what’s probably still in your system. All we’d need is one simple blood test.” Gentry paused. “We’re talking about jail time, Jackson. Do you understand what kind of trouble you could be in?” Time seemed to stretch into slow motion. Jackson turned like an enraged devil, tightened his fingers around Gentry’s throat, and squeezed. He moved so fast that Gentry wasn’t able to get his hands up to protect himself and was left trying to breathe and pry Jacks’s hands off at the same time. Jackson wasn’t nearly as strong as Gentry, so it had to be the drugs. Jena had heard stories of users having almost superhuman strength. She ran toward them, but Adam got there first. He kicked Jacks’s legs out from beneath him and, by the time her brother hit the floor, Meizel was kneeling on his back, one hand pressing his head against the tile. The handcuffs clicked shut with a loud scrape of metal, and Meizel jerked Jacks to his feet. It was over in a matter of seconds. All four of them stood still for a moment. Until Jacks, his chin bleeding from hitting the floor, began spewing more accusations at Jena, laced with a liberal dose of f-bombs. Then life sped up again. Meizel held one of Jacks’s arms while Gentry held the other. The deputy had started his Miranda by the time they’d gotten Jacks out the front door, shoving him toward the patrol car none too gently.

At an abstract level, a deployment pipeline is an automated manifestation of your process for getting software from version control into the hands of your users.

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how is it that almost all research is conducted in the test environment? It would seem to me that we would have some interest in the user environment, especially if there is a substantial difference in the assessment under the two perspectives. We don’t, after all, sell to the world’s testers but to users. It is they who dictate a brand’s success or failure. Actually, I like using both the tester and the user environment when assessing a brand’s potential. I generally prefer to use testers in the upstream research and, as I get closer to market, I use the user perspective. I have found that very few companies use the latter when assessing a brand’s potential. Why? I think that few companies realize that two perspectives exist. Among those who do, many don’t use the users because few field services offer both options, and it is perceived to be difficult and expensive

Feedback Settings: Select the level of feedback provided when a page turns or set feedback to off. Test the selected setting using the lines and dots located on either side of the screen. If your Kindle is in a cover, we recommend the High setting.

Rather than taking supply and demand as a given, the new breed of microeconomist helps nudge the two into line. In the early days of Airbnb, an online market for home rentals, its economists pored over customer data to spot market weaknesses. Costly enhancements, including professional photographs of every listing, are rigorously tested to make sure they work before being rolled out. The company also guides users uncertain about the right rate to charge for a listing. At Uber, a taxi service, prices surge during peak hours, pulling more drivers onto the road. At Poynt, a Silicon Valley startup offering a new type of cashless

When faced with a new opportunity or a problem to be solved, our human instinct is to jump straight to a solution without adequately exploring the problem space, testing the assumptions inherent in the proposed solution, or challenging ourselves to validate the solution with real users.

Whether they are implemented manually or by using code contracts, if a precondition, postcondition, or invariant fails, clients should not catch the exception. Catching an exception is an action that indicates that the client can recover from this situation, which is seldom likely or perhaps even possible when a contract is broken. The ideal is that all contract violations will happen during functional testing and that the offending code will be fixed before shipping. This is why it is so important to unit test contracts. If a contract violation is not fixed before shipping and an end user is unfortunate enough to trigger an exception, it is most likely the best course of action to force the application to close. It is advisable to allow the application to fail because it is now in a potentially invalid state

If an end user perceives bad performance from your website, her next click will likely be on your-competition.com.

To assess a nation through its economic data is a little like re-envisaging oneself via the results of a blood test, whereby the traditional markers of personality and character are set aside and it is made clear that one is at base, where it really counts, a creatinine level of 3.2, a lactate dehydrogenase of 927, a leukocyte (per field) of 2 and a C-reactive protein of 2.42.

Remember and Share - The Hook Model helps the product designer generate an initial prototype for a habit-forming technology. It also helps uncover potential weaknesses in an existing product’s habit-forming potential. - Once a product is built, Habit Testing helps uncover product devotees, discover which product elements are habit forming (if any), and why those aspects of your product change user behavior. Habit Testing includes three steps: identify, codify, and modify. - First, dig into the data to identify how people are behaving and using the product. - Next, codify these findings in search of habitual users. To generate new hypotheses, study the actions and paths taken by devoted users. - Lastly, modify the product to influence more users to follow the same path as your habitual users, and then evaluate results and continue to modify as needed. - Keen observation of one's own behavior can lead to new insights and habit-forming product opportunities. - Identifying areas where a new technology makes cycling through the Hook Model faster, more frequent or more rewarding provides fertile ground for developing new habit-forming products. - Nascent behaviors — new behaviors that few people see or do, and yet ultimately fulfill a mass-market need — can inform future breakthrough habit-forming opportunities. - New interfaces lead to transformative behavior change and business opportunities.   *** Do This Now Refer to the answers you came up with in the “Do This Now” section in chapter five to complete the following exercises: - Perform Habit Testing, as described in this chapter, to identify the steps users take toward long-term engagement. - Be aware of your behaviors and emotions for the next week as you use everyday products. Ask yourself: - What triggered me to use these products? Was I prompted externally or through internal means? - Am I using these products as intended? - How might these products improve their on-boarding funnels, re-engage users through additional external triggers, or encourage users to invest in their services? - Speak with three people outside your social circle to discover which apps occupy the first screen on their mobile devices. Ask them to use these apps as they normally would and see if you uncover any unnecessary or nascent behaviors. - Brainstorm five new interfaces that could introduce opportunities or threats to your business.

Step 1: Identify The initial question for Habit Testing is “Who are the product’s habitual users?” Remember, the more frequently your product is used, the more likely it is to form a user habit. First, define what it means to be a devoted user. How often “should” one use your product?

Usability testing is useful, necessary, and inefficient.

Practicing for a meeting is the usability test of being articulate: you get to run through everything and make sure it all works as expected.

describes the role of the product owner: “You must recognize that through your actions—writing user stories and acceptance tests, prioritizing user stories by business value, deciding which user stories are developed next, providing rapid feedback, etc—you

The best-known definition of usability is the one from ISO, the International Organization for Standardization (9241-11): “The extent to which a product can be used by specified users to achieve specified goals with effectiveness, efficiency, and satisfaction in a specified context of use.

If the product doesn’t add value to the way in which the user currently performs tasks or needs to learn to perform tasks, then the user will have no use for the product.

We’ve scaled Maslow’s Hierarchy of Needs, reaching self-actualization. We build behaviors and personality into products, testing prototypes on users, while broadening our definition of validated design solutions.

scripting language is a programming language that provides you with the ability to write scripts that are evaluated (or interpreted) by a runtime environment called a script engine (or an interpreter). A script is a sequence of characters that is written using the syntax of a scripting language and used as the source for a program executed by an interpreter. The interpreter parses the scripts, produces intermediate code, which is an internal representation of the program, and executes the intermediate code. The interpreter stores the variables used in a script in data structures called symbol tables. Typically, unlike in a compiled programming language, the source code (called a script) in a scripting language is not compiled but is interpreted at runtime. However, scripts written in some scripting languages may be compiled into Java bytecode that can be run by the JVM. Java 6 added scripting support to the Java platform that lets a Java application execute scripts written in scripting languages such as Rhino JavaScript, Groovy, Jython, JRuby, Nashorn JavaScript, and so on. Two-way communication is supported. It also lets scripts access Java objects created by the host application. The Java runtime and a scripting language runtime can communicate and make use of each other’s features. Support for scripting languages in Java comes through the Java Scripting API. All classes and interfaces in the Java Scripting API are in the javax.script package. Using a scripting language in a Java application provides several advantages: Most scripting languages are dynamically typed, which makes it simpler to write programs. They provide a quicker way to develop and test small applications. Customization by end users is possible. A scripting language may provide domain-specific features that are not available in Java. Scripting languages have some disadvantages as well. For example, dynamic typing is good to write simpler code; however, it turns into a disadvantage when a type is interpreted incorrectly and you have to spend a lot of time debugging it. Scripting support in Java lets you take advantage of both worlds: it allows you to use the Java programming language for developing statically typed, scalable, and high-performance parts of the application and use a scripting language that fits the domain-specific needs for other parts. I will use the term script engine frequently in this book. A script engine is a software component that executes programs written in a particular scripting language. Typically, but not necessarily, a script engine is an implementation of an interpreter for a scripting language. Interpreters for several scripting languages have been implemented in Java. They expose programming interfaces so a Java program may interact with them.

Page Refresh: Use to set your Kindle to refresh the display every time you turn the page. PagePress: Enable the page turn controls on either side of the screen, and manage feedback provided and pressure sensitivity. Feedback Settings: Select the level of feedback provided when a page turns or set feedback to off. Test the selected setting using the lines and dots located on either side of the screen. If your Kindle is in a cover, we recommend the High setting. Pressure Settings: Select the amount of pressure required to turn a page. To test each setting, use the lines and dots located on either side of the screen. Select Low if you want to apply the least amount of pressure.

Jason Billingsley recommends testing an individualized send schedule equal to the signup time of the unique user. So, if a user signs up at 9 a.m., schedule to send her updates at 9 a.m. “Most email tools aren’t set up for such a tactic, but it’s a highly valuable test that could yield significant results,” he says.

In 2010 alone, we conducted 8,157 A/B tests and more than 2,800 one-percent tests. Put another way, every single day in 2010 we ran more than thirty experiments to uncover what would best serve our users. And this was just for our search product. We

Making use of AJAX in your application design removes this potential logjam and can lead to a great end-user experience. The crux of the problem is that automated test tools are by default designed to work in synchronous fashion.

The Game-Changer in Diabetes Management: Continuous Glucose Monitors Continuous Glucose Monitors (CGMs) have revolutionized diabetes management, offering real-time insights into blood sugar levels like never before. In this article, we'll delve into the significance of CGMs, their benefits, and why they are a game-changer for individuals living with diabetes. Understanding Continuous Glucose Monitors Continuous Glucose Monitors are wearable devices that constantly monitor glucose levels in the interstitial fluid, providing users with real-time data on their blood sugar levels. Unlike traditional finger-prick tests, CGMs offer a continuous stream of information, allowing for proactive management of diabetes. Benefits of Continuous Glucose Monitors Real-Time Monitoring: CGMs offer instant feedback on blood sugar levels, enabling users to make informed decisions about their diet, medication, and lifestyle choices. Early Detection of Trends: CGMs track glucose trends over time, allowing users to identify patterns and adjust their management strategies accordingly. Improved Diabetes Management: With continuous monitoring, individuals can better manage their blood sugar levels, reducing the risk of hyperglycemia and hypoglycemia episodes. Enhanced Quality of Life: CGMs provide greater freedom and flexibility, reducing the need for frequent finger pricks and offering peace of mind to individuals and their caregivers. Why CGMs Are a Game-Changer Precision Medicine: Continuous Glucose Monitors enable personalized diabetes management by providing individualized insights into glucose fluctuations and responses to various factors. Empowerment Through Data: CGMs empower users with valuable data, enabling them to take control of their health and make informed decisions in collaboration with healthcare providers. Continuous Innovation: Advancements in CGM technology, such as improved accuracy and connectivity features, continue to enhance the user experience and expand the capabilities of these devices. Integration with Digital Health Ecosystem: CGMs seamlessly integrate with mobile apps and other digital health platforms, facilitating data sharing, remote monitoring, and telehealth consultations. Conclusion Continuous Glucose Monitors represent a significant advancement in diabetes management, offering real-time insights, personalized care, and improved quality of life for individuals living with diabetes. As technology continues to evolve, CGMs will play an increasingly vital role in empowering individuals to live healthier, more active lives while effectively managing their condition.

Creating Key User Segments The beauty with segmentation is that it can be used for more than email targeting. You can use your segmentation for tracking and reporting, to recruit candidates for interviews, and for quality assurance. If your segmentation doesn’t get you the right users, you want to find out as quickly as possible. Before starting to write emails, you’ll want to create key user segments. Those could be: people who haven’t signed up for your product (if the required data is available); people who signed up today; people who signed up in the last seven days; people who signed up in the last seven days, but didn’t engage, or didn’t activate; people who signed up in the last 30, 60 or 90 days and activated; inactive users; users whose trial is about to end or just ended and that you would eventually like to convert; paid subscribers in their first month; paid subscribers retained for two months or more; subscribers on annual plans; users who you think would be willing to refer your product to others; subscribers who cancelled; subscribers who cancelled more than once; or signups per specific acquisition channel. Don’t go too far, but do try to test real segments with real data. Let them run a few weeks. Do users flow through the way you’d expect them to? Go through random profiles in each of these segments and compare with the data from your database. Are those the users you’d expect to find in each of these segments? Any issues? You want to uncover issues with the implementation or your segmentation as early as possible. It’s easier if you do this—and much less costly in terms of mistakes—before you start sending emails than after. Make sure you can track users across different segments and that your segments truly are mutually exclusive when they need to be. Identify issues, adjust, and refine. This step will save your team a lot of headaches later on. As you test your segments, make them available to the rest of your team. Your colleagues can also help point out issues. At this point, if there aren’t any major issues, your setup is complete. Let’s get started sending some emails!

Prioritizing Your Email Roadmap Chances are you’ll need a Hail Mary. And a Net Promoter Score survey email. And a newsletter. And… And… And… If you are getting started with your email program, the list of emails you’ll need will probably be very long. Do you need to do everything at once? Definitely not. In fact, it’s best to start your program by aligning with business priorities and getting results before thinking about expanding. What areas are most troublesome in your business right now? What metric are you expected to move with email? Is it: Engagement? Retention? Conversion? Revenue? Signups? If none of those stick out above the rest, start from the top. Welcome and onboarding emails set the tone for product usage. Better onboarding and value communication lead to reductions in churn and disengagement down the road. Welcome and onboarding emails are also sent to most, if not all, of your users, thus they have a greater potential to influence user behaviors. At Highlights, for example, we set up a welcome email, five onboarding emails, and an upsell email the week before we launched the product. The goal was to maximize the number of people in a position to convert. It also allowed us to start getting some data to optimize performance. In general, you’ll want to prioritize emails that: send a lot (large volume of sends); send consistently (every day, or every week at least); and have the potential to have a big impact on a key business goal. In the beginning especially, you want to make sure that you have a clear goal or metric to monitor with the aim of evaluating performance with user data. Start implementing a first sequence, test, gather data, and move on to the next sequence.

Does It “Really” Need to Be an Email? By this point, you’ve probably figured out that I love email. Well, in spite of my love for email marketing, not every communication needs to be an email. In fact, there are times when emails really aren’t the best solution. So, if not email, what else? Other solutions include: In-App messages like popups, sidebars, site notifications, chat messages, browser or push notifications, desktop notifications, text messages, and even product tours and onboarding flows. Email is great when the user isn’t currently using your product. It’s great to drive them back in, but when they are right there using your product, you can’t expect them to be checking their emails at the same time. Before setting up a new email campaign, ask yourself if email is the best way to achieve your objective and drive the user behavior you seek. Maybe a popup or site notification would be more effective. Users can’t typically unsubscribe from popups, sidebars, site notifications, chat messages, or onboarding flows. They are usually better embedded into your app and more contextual. Because of this, they tend to reach users more directly than email can. That means that they can often be more effective to influence user behaviors. Push notifications, desktop notifications, and text messages still have some novelty to them. They can also reach users in different contexts from email. Although sometimes it’s better to use a different communication type, sometimes combining email with other options is the best way to go. For this reason, it’s important to consider the mix. For example, an email followed on-site by an In-App message, or an onboarding flow followed by an email summing up the process may be more effective than a single email. It will allow you to follow up on user actions, and make it really clear what needs to get done. By breaking down the steps one at a time, there’s more chances for users to learn. At LANDR, we often followed feature launch emails on-site with In-App messages. This helped to keep communications simple and goal-focused (one goal per message). The email was about getting people in the product, while the In-App message was about getting them to engage with the product. This approach allows you to evaluate and optimize each step of the process independently. Automation platforms like Intercom, ActiveCampaign and HubSpot generally allow you to combine messaging types. If your platform doesn’t currently have site messaging or onboarding functionalities, you may have to use multiple tools in conjunction in order to maximize results. This will make it trickier to track pacing, sequencing, and goals but it isn’t impossible. You also need to consider tracking effort when adding new communication types to your mix. As your program becomes more complex, it can be easy to lose track of the overall user experience: Are your users getting spammed? Are you creating a disjointed customer experience? Test things from your users’ perspective. Keep an eye out for social media messages and support requests as you do. In the next chapter we will look at setting up automations to minimize issues and maximize outcomes.

Good teams are skilled in the many techniques to rapidly try out product ideas to determine which ones are truly worth building. Bad teams hold meetings to generate prioritized roadmaps. Good teams love to have brainstorming discussions with smart thought leaders from across the company. Bad teams get offended when someone outside their team dares to suggest they do something. Good teams have product, design, and engineering sit side by side, and they embrace the give and take between the functionality, the user experience, and the enabling technology. Bad teams sit in their respective silos, and ask that others make requests for their services in the form of documents and scheduling meetings. Good teams are constantly trying out new ideas to innovate, but doing so in ways that protect the revenue and protect the brand. Bad teams are still waiting for permission to run a test. Good teams insist they have the skill sets on their team, such as strong product design, necessary to create winning products. Bad teams don't even know what product designers are. Good teams ensure that their engineers have time to try out the prototypes in discovery every day so that they can contribute their thoughts on how to make the product

leave.” Nir proposes the “regret test” for The New York Times, and any other company, whose leaders can bring themselves to squelch their greed and instead want to save users from a visit to the roach motel: “If people knew what it would take to cancel, would they still subscribe?” Friction fixers who take this question seriously can respect customers’ time, avert hypocrisy, and possibly repair their organization’s reputation.

Acceptance testing relies on the ability to execute automated tests in a productionlike environment. However, a vital property of such a test environment is that it is able to successfully support automated testing. Automated acceptance testing is not the same as user acceptance testing. One of the differences is that automated acceptance tests should not run in an environment that includes integration to all external systems. Instead, your acceptance testing should be focused on providing a controllable environment in which the system under test can be run. “Controllable” in this context means that you are able to create the correct initial state for our tests. Integrating with real external systems removes our ability to do this.

The Very Difference Between Game Design & 3D Game Development You Always Want to Know Getting into the gaming industry is a dream for many people. In addition to the fact that this area is always relevant, dynamic, alive and impenetrable for problems inherent in other areas, it will become a real paradise for those who love games. Turning your hobby into work is probably the best thing that can happen in your career. What is Game Designing? A 3D Game Designer is a creative person who dreams up the overall design of a video game. Game design is a large field, drawing from the fields of computer science/programming, creative writing, and graphic design. Game designers take the creative lead in imagining and bringing to life video game worlds. Game designers discuss the following issues: • the target audience; • genre; • main plot; • alternative scenarios; • maps; • levels; • characters; • game process; • user interface; • rules and restrictions; • the primary and secondary goals, etc Without this information, further work on the game is impossible. Once the concept has been chosen, the game designers work closely with the artists and developers to ensure that the overall picture of the game is harmonized and that the implementation is in line with the original ideas. As such, the skills of a game designer are drawn from the fields of computer science and programming, creative writing and graphic design. Game designers take the creative lead in imagining and bringing to life video game stories, characters, gameplay, rules, interfaces, dialogue and environments. A game designer's role on a game development outsourcing team differs from the specialized roles of graphic designers and programmers. Graphic designers and game programmers have specific tasks to accomplish in the division of labor that goes into creating a video game, international students can major in those specific disciplines if desired. The game designer generates ideas and concepts for games. They define the layout and overall functionality of the Game Animation Studio. In short, they are responsible for creating the vision for the game. These geniuses produce innovative ideas for games. Game designers should have a knack for extraordinary and creative vision so that their game may survive in the competitive market. The field of game design is always in need of artists of all types who may be drawn to multiple art forms, original game design and computer animation. The game designer is the artist who uses his/her talents to bring the characters and plot to life. Who is a Game Development? Games developers use their creative talent and skills to create the games that keep us glued to the screen for hours and even days or make us play them by erasing every other thought from our minds. They are responsible for turning the vision into a reality, i.e., they convert the ideas or design into the actual game. Thus, they convert all the layouts and sketches into the actual product. It may involve concept generation, design, build, test and release. While you create a game, it is important to think about the game mechanics, rewards, player engagement and level design. 3D Game development involves bringing these ideas to life. Developers take games from the conceptual phase, through *development*, and into reality. The Game Development Services side of games typically involves the programming, coding, rendering, engineering, and testing of the game (and all of its elements: sound, levels, characters, and other assets, etc.). Here are the following stages of 3D Game Development Service, and the best ways of learning game development (step by step). • High Concept • Pitch • Concept • Game Design Document • Prototype • Production • Design • Level Creation • Programming