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.


This is a test quote.

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.

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.

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.

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.

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.

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recap, the techniques are: Card sorting Expert review Eye movement tracking Field studies Usability testing Remote usability testing User personas

Among educated ex-users there appear to be three primary factors associated with relapse: (1) a natural suppression of memories of recovery's early challenges, (2) they rewrite, amend or decide to test the Law and (3) they pretend that they have a legitimate excuse to break or ignore it.

Tesla has used mini-programs (of wechat) for users to schedule a test drive, find a charging station, and share their experience

Dots pulsed. Jamal called those pulsing dots blowing bubbles, but I called them one of the worst user interface conventions ever designed. Worse than infinite scrolling, the Like button, or that slot-machine pull-to-refresh that always made me feel like a human guinea pig test subject pawing at the controls for either an electric shock, a dose of morphine, absolutely nothing, or a hard dry biscuit to devour while backed into a corner, scanning the edges of my iron room for hidden cameras.

The company Augur seeks to provide a platform that allows users to wager on the results of any event, creating a market for people to test their predictions.

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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.

The Hooked 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 (if any) are habit forming, 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 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. Finally, 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 Hooked Model faster, more frequent, or more rewarding provides fertile ground for developing new habit-forming products.

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.

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?

Revolutionizing Healthcare: The Role of CGM Devices in Diabetes Management In recent years, Continuous Glucose Monitoring (CGM) devices have emerged as a game-changer in diabetes management, offering patients a real-time view of their glucose levels and revolutionizing the way they monitor their condition. Among the pioneers in providing these life-changing devices, Med Supply US stands out as a reliable source, offering CGMs from various renowned brands like Abbott, Dexcom, and more. This article explores the significance of CGM devices and highlights the contribution of Med Supply US in making them accessible to those in need. Understanding CGM Devices: For individuals living with diabetes, maintaining optimal blood glucose levels is crucial to prevent serious health complications. Traditionally, this involved frequent finger-prick tests, which could be inconvenient and sometimes inaccurate. CGM devices, however, have transformed this process by providing continuous and real-time glucose level readings. These devices consist of a small sensor inserted under the skin that measures glucose levels in the interstitial fluid. The data collected is then transmitted to a receiver or a smartphone app, allowing users to track their glucose levels throughout the day and night. Benefits of CGM Devices: The introduction of CGM devices has brought about a paradigm shift in diabetes management due to their numerous benefits: Real-time Monitoring: CGM devices offer a real-time insight into glucose trends, enabling users to make informed decisions about their diet, exercise, and insulin dosages. This real-time feedback empowers individuals to take timely action to maintain their glucose levels within a healthy range.

In recent years, Continuous Glucose Monitoring (CGM) devices have emerged as a game-changer in diabetes management, offering patients a real-time view of their glucose levels and revolutionizing the way they monitor their condition. Among the pioneers in providing these life-changing devices, Med Supply US stands out as a reliable source, offering CGMs from various renowned brands like Abbott, Dexcom, and more. This article explores the significance of CGM devices and highlights the contribution of Med Supply US in making them accessible to those in need. Understanding CGM Devices: For individuals living with diabetes, maintaining optimal blood glucose levels is crucial to prevent serious health complications. Traditionally, this involved frequent finger-prick tests, which could be inconvenient and sometimes inaccurate. CGM devices, however, have transformed this process by providing continuous and real-time glucose level readings. These devices consist of a small sensor inserted under the skin that measures glucose levels in the interstitial fluid. The data collected is then transmitted to a receiver or a smartphone app, allowing users to track their glucose levels throughout the day and night. Benefits of CGM Devices: The introduction of CGM devices has brought about a paradigm shift in diabetes management due to their numerous benefits: Real-time Monitoring: CGM devices offer a real-time insight into glucose trends, enabling users to make informed decisions about their diet, exercise, and insulin dosages. This real-time feedback empowers individuals to take timely action to maintain their glucose levels within a healthy range. Reduced Hypoglycemia and Hyperglycemia: By providing alerts for both low and high glucose levels, CGMs help users avoid dangerous hypoglycemic episodes and hyperglycemic spikes. This is particularly beneficial during sleep when such episodes might otherwise go unnoticed. Data-Driven Insights: CGM devices generate a wealth of data, including glucose trends, patterns, and even predictive alerts for potential issues. This information can be shared with healthcare providers to tailor treatment plans for optimal diabetes management. Enhanced Quality of Life: The convenience of CGM devices reduces the need for frequent finger pricks, leading to an improved quality of life for individuals managing diabetes. The constant insights also alleviate anxiety related to unpredictable glucose fluctuations. Med Supply US: Bringing Hope to Diabetes Management: Med Supply US has emerged as a prominent supplier of CGM devices, offering a range of options from reputable brands such as Abbott and Dexcom. The availability of CGMs through Med Supply US has made these cutting-edge devices accessible to a wider demographic, bridging the gap between technology and healthcare. Med Supply US not only provides access to CGM devices but also plays a crucial role in educating individuals about their benefits. Through informative resources, they empower users to make informed choices based on their specific needs and preferences. Furthermore, their commitment to customer support ensures that users can seamlessly integrate CGM devices into their daily routines.

Jake McKeon founded the social network Moodswing as a place where people could share their emotional states, from elation to gloom. Over time, he found that some users were turning to Moodswing in times of severe depression, and a few even used the site to threaten suicide. Distressed, McKeon decided to try to provide these users with the emotional support they needed. He concocted a plan to recruit psychology students who would volunteer to offer counseling and advice via chat lines to depressed Moodswing members. The volunteers would be tested and vetted in an effort to curate their quality. This “amateur therapy” offering would represent a new form of value exchange facilitated by Moodswing.

Jake McKeon founded the social network Moodswing as a place where people could share their emotional states, from elation to gloom. Over time, he found that some users were turning to Moodswing in times of severe depression, and a few even used the site to threaten suicide. Distressed, McKeon decided to try to provide these users with the emotional support they needed. He concocted a plan to recruit psychology students who would volunteer to offer counseling and advice via chat lines to depressed Moodswing members. The volunteers would be tested and vetted in an effort to curate their quality. This “amateur therapy” offering would represent a new form of value exchange facilitated by Moodswing. It’s an intriguing concept, but one that raises some obvious questions—in particular the potential danger in having untrained and unlicensed counselors offering psychological guidance to people whose lives are at risk. As of mid-2014,

CAPTCHA, the test that requires users to prove they are human by typing out distorted text or clicking on images, actually has a secondary purpose. Many CAPTCHA tests use words from old books that computers have difficulty recognising. By solving CAPTCHAs, users are unknowingly helping digitise these texts, making them accessible for future generations.

Tips on Web Design and Site Marketing Web content is king, which is why we have devoted an entire chapter to it later in this book. It is what draws visitors and ultimately what converts them to customers. So, try to make your web content as engaging as possible. Make sure the content is interactive, unique and educational. Ensure that visitors have the option of plugins while encouraging them to visit as many pages on your site as possible if they want to obtain vital information. The images you use on your website should be both enticing and descriptive in nature. In today’s world, social media is all pervasive. In order to encourage visitors to share your web content, you can include icons of social media platforms on your website. In some select cases, consider integrating social media feeds, like Facebook or Instagram, onto your website so that they can automatically show the latest postings. A "Call-to-Action" can help convert visitors to your site into customers. Always try using a very clear and concise "Call-to-Action" language. Understand what type of conversion you are looking for, and try to provide multiple levels of conversion. For example, a plastic surgeon may provide Schedule an Appointment as a call to action, which will attract only the segment of web visitors who have reached their decision stage. By adding conversion points for visitors who are at earlier stages of their decision making, like signing up for a webcast or your newsletter can help you widen your conversion points and provide inputs to your email marketing. To raise the average amount of time a visitor spends on your website and to minimize the bounce rate, ensure that your website offers a user-friendly and attractive design. This way you will increase the number of links you have on your website and boost its SEO ranking (Tip: While Google’s algorithm is not public, our iterative testing shows that sites with good usability analytics metrics like time on site and bounce rate play favorably in Google’s algorithm, other things remaining constant). Ensure you observe due diligence when designing a website that will enable visitors to navigate in different languages. For example, you may need a lot more space for your menu, as there are languages that use up more space than the English language.

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.)

Machine learning modeling and testing on sample data and going through the business user acceptance test can surprise you! And it will definitely make you to rethink on your feature selection and data sampling methods.

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Enhancing Health with Continuous Glucose Monitors: A Guide to Better Diabetes Management In the realm of diabetes management, Continuous Glucose Monitors (CGMs) have emerged as revolutionary devices, providing real-time insights into blood sugar levels. These compact and efficient gadgets offer a proactive approach to diabetes care, helping individuals maintain optimal glucose levels and make informed decisions about their health. Continuous Glucose Monitors operate by constantly monitoring glucose levels in the interstitial fluid beneath the skin. Unlike traditional blood glucose meters that require manual testing, CGMs offer a seamless and less intrusive way to track glucose fluctuations throughout the day. This continuous monitoring provides a comprehensive view of how various factors, such as diet, exercise, and stress, impact blood sugar levels. One of the key advantages of CGMs is their ability to alert users to potential highs and lows before they become critical. This proactive feature empowers individuals to take timely action, whether it's adjusting their medication, making dietary changes, or engaging in physical activity. By doing so, CGMs play a crucial role in preventing severe complications associated with poorly managed diabetes. Moreover, Continuous Glucose Monitors are particularly beneficial for those with Type 1 diabetes, as they eliminate the need for frequent fingerstick tests. The convenience and accuracy of CGMs make them an invaluable tool for individuals looking to streamline their diabetes management routine. As the market for Continuous Glucose Monitors expands, it's essential to choose a reliable and trustworthy provider. Med Supply US stands out as a leading supplier of high-quality CGMs, offering cutting-edge devices that prioritize accuracy and user convenience. With a commitment to improving the lives of individuals managing diabetes, Med Supply US ensures access to state-of-the-art Continuous Glucose Monitors designed to meet the diverse needs of its customers. In conclusion, Continuous Glucose Monitors have transformed diabetes management by providing real-time insights and proactive alerts. Choosing a reputable supplier like Med Supply US ensures access to top-notch CGMs, ultimately contributing to better health outcomes for individuals living with diabetes. Invest in your well-being with Continuous Glucose Monitors from Med Supply US.

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.

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.

The real connection between drugs and violent crime lies in the profits to be made in the drug trade. The stereotype is that crack typically causes crime by turning people into violent predators. But evidence from research shattered this misconception. A key study examined all the homicides in New York City in 1988, a year when 76 percent of arrestees tested positive for cocaine. Nearly two thousand killings were studied.4 Nearly half of these homicides were not related to drugs at all. Of the rest, only 2 percent involved addicts killing people while seeking to buy crack cocaine and just 1 percent of murders involved people who had recently used the drug. Keep in mind that this study was conducted in a year when the media was filled with stories warning about “crack-crazed” addicts. Thirty-nine percent of New York City’s murders that year did involve the drug trade, however, and most of these were related to crack selling. But these killings were primarily disputes over sales territories or robberies of dealers by other dealers. In other words, they were as “crack-related” as the shoot-outs between gangsters during Prohibition were “alcohol-related.” The idea that crack cocaine turns previously nonviolent users into maniacal murderers is simply not supported by the data. When it comes to drugs, most people have beliefs that have no foundation in evidence.

To make these loops actionable for product teams, you can break them down into more granular steps, and A/B test them. For example, Uber’s viral loop for drivers involved a referral program that was exposed during the onboarding process. There were a dozen or so screens on the app that a driver moved through during the sign-up process—entering their phone number creating a password, uploading their driver’s license, etc. Each of these steps could be optimized so that more users would pass through. Then, drivers would be presented with an explanation on how to refer their friends, and what type of bonus they’d get for doing so. This could be improved as well—should the message offer $100 to sign up, or $300? If you invite five people should you get a bonus? Should an invite mention the name of the inviter, or just focus on Uber, as an app? On the sign-up page, should you ask for a driver’s email or their phone number, or both? A product team can brainstorm hundreds of these ideas and systematically try them, measuring for conversion rates and the number of invites sent. Optimizing each of these steps with A/B tests might only boost each step’s conversion by 5 percent here or 10 percent there, but it’s a compounding effect. Hundreds of A/B tests later, the millions of dollars you might be spending on acquiring customers is made substantially more efficient.

These capabilities include (but are not restricted to): ​•​Application security ​•​Commercial and operational viability analysis ​•​Design and architecture ​•​Development and coding ​•​Infrastructure and operability ​•​Metrics and monitoring ​•​Product management and ownership ​•​Testing and quality assurance ​•​User experience (UX)

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.

A core mandate for growth teams is to find every last bit of growth potential through a laserlike focus on continuous testing of lots of tweaks to a product, its features, the messaging to users, as well as the means by which they’re acquired, retained, and generate revenue. Intrinsic to the method is also the search for new opportunities for product development, whether by assessing customer behavior or feedback, or perhaps experimenting with ways to capitalize on new technologies such as machine learning and artificial intelligence.

Agile software teams solve the problems with waterfall by building their software incrementally, making only the decisions around the specific work packages they’ve chosen to complete in a sprint. They delay even the decisions about which work packages or user stories to implement, choosing them out of a backlog at the start of each sprint. They get immediate feedback, first from their own tests and then from the users at a Demo to validate their decisions.

Unlocking the Benefits of Continuous Glucose Monitors: A Comprehensive Guide Continuous Glucose Monitors (CGMs) have revolutionized diabetes management, offering real-time insights into blood sugar levels like never before. As the prevalence of diabetes continues to rise globally, understanding the significance of CGMs becomes paramount. Let's delve into the world of CGMs, exploring their benefits, functionality, and impact on diabetes care. What are Continuous Glucose Monitors? Continuous Glucose Monitors are wearable devices that continuously track glucose levels throughout the day and night. Unlike traditional glucose meters, CGMs provide real-time data, offering a comprehensive view of glucose fluctuations and trends. Benefits of Continuous Glucose Monitors Continuous Monitoring CGMs provide a continuous stream of glucose data, empowering individuals to make informed decisions about their diet, exercise, and medication. Early Detection CGMs can detect both hypo- and hyperglycemic episodes before they become severe, enabling prompt intervention. Improved Diabetes Management By providing insights into how different factors affect blood sugar levels, CGMs facilitate personalized diabetes management strategies. Enhanced Quality of Life CGMs reduce the need for frequent fingerstick testing, minimizing discomfort and improving overall quality of life for individuals with diabetes. Remote Monitoring CGMs can be integrated with smartphone apps, allowing caregivers and healthcare providers to remotely monitor glucose levels and provide timely assistance. How do Continuous Glucose Monitors Work? CGMs consist of three main components: a sensor, transmitter, and receiver/display device. Measurement of glucose levels in the interstitial fluid is performed by the sensor, which is commonly inserted beneath the skin. The transmitter sends this data to the receiver/display device, where users can view real-time glucose readings and trends. Conclusion Continuous Glucose Monitors represent a significant advancement in diabetes management, offering unparalleled insights and convenience. With their ability to provide continuous glucose monitoring, early detection of fluctuations, and personalized insights, CGMs are transforming the lives of individuals with diabetes worldwide. Embracing this technology can lead to better diabetes management, improved quality of life, and reduced risk of diabetes-related complications.

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.

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.

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

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.

Putting It All together Most applications only have a small number of critical user paths. For an eCommerce application, they might be: Browsing the product catalog Buying a product Creating an account Logging in (including password reset) Checking order history As long as those five things are working, the developers don’t need to be woken up in the middle of the night to fix the application code. (Ops is another story.) Those functions can likely be covered with five coarse-grained, Capybara tests that run in under two minutes total.

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?

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.

Unlike its competitors who sell pre-assembled 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. Businesses that leverage user effort confer higher value to their products simply because their users have put work into them. The users have invested in the products through their labor.

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

Articulating upfront what your goals are will help you with other phases of your DevOps roll out. Some common measurable goals are: Reduce time-to-market for new features. Increase overall availability of the product. Reduce the time it takes to deploy a software release. Increase the percentage of defects detected in testing before production release. Make more efficient use of hardware infrastructure. Provide performance and user feedback to the product manager in a more timely manner.

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

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.

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.

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.

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

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

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

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).

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.

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.

best user experience

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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.

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

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.

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

P&G’s Global Open Innovation, describes their approach simply: “Choose a few consumers that you really feel are the early adopters, test it with them, see what they like about it and what they don’t like about it … And, if it appeals to them, use them to optimize it [the idea] further and then the laggards will follow.” Thoen and other executives at Procter & Gamble have learned the value of developing their ideas with active users through experience and from the field of design thinking.

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.

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Do Things That Don’t Scale” taught me the importance of the ‘dirty work’ startups have to accomplish in the early days, like focusing on a deliberately narrow market to test the product or going out of their way to acquire users, and make them happy with insane attention-to-detail as if they’re a consultant with only one client. These are just three of the 174 essays currently on Paul’s site. There are a few resources that summarize the content or present a “Top 10,” but at this stage I think the best move is to read the above blogs and a few other articles where the title catches your eye.

The idea that schedules can be shortened in order to reduce cost or speed up delivery is a very common misconception. You‘ll commonly see attempts to require overtime or sacrifice ―less important scheduled tasks (like unit-testing) as a way to reduce delivery dates or increase functionality while keeping the delivery dates as is. Avoid this scenario at all costs. Remind those requesting the changes of the following facts: - A rushed design schedule leads to poor design, bad documentation and probable Quality Assurance or User Acceptance problems. - A rushed coding or delivery schedule has a direct relationship to the number of bugs delivered to the users. - A rushed test schedule leads to poorly tested code and has a direct relationship to the number of testing issues encountered. - All of the above lead to Production issues which are much more expensive to fix.