As we are all aware, one of the trending styles these days for mobile & web UI projects is flat design. Designers have grown quite fond of flat design and it has been the chosen design direction for most up and coming websites. Flat design places the importance on functionality over design. In a nutshell, no more shadows, gradients, beveled edges, and reflections. Flat design is all about contributing to a digital experience through visual clarity, bold typography and illustrations.
“Do you think Product Management and UX could merge to be one role?”.
I came across this question on a Product-focused forum several days ago and since this was the umpteenth time I had encountered this idea of Product Management and UX being similar or interchangeable, I felt compelled to throw out my thoughts on the topic.
What exactly are we talking about here?
My experience with Product Management and UX – particularly in France where both jobs are still maturing and rapidly gaining popularity – shows that there is quite a bit of confusion, misunderstanding, and even, mythology, around these jobs and the people that represent them. So where does the confusion and misunderstanding stem from?
There is a lot of talk in the design and startup community these days about the “design thinking”? But what is it? How does it work? And how can we benefit from it? Some consider design thinking a methodology, while others consider it a philosophy. The one thing that everyone tends to agree with, however, is that design thinking is a systematic approach to solving problems and creating new opportunities.
Last week was full of rich discussions and presentations, at events focused on 2 intimately linked topics: Product Management and Design Thinking.
On Wednesday evening the 2nd (almost annual) Product Camp – the first occurred in December of 2012 – was held at Criteo. The event was brought to life by the Paris chapter of ProductTank, the team at We Do Product Management, and Xebia. The event followed the BarCamp format, with topics submitted by participants, and multiple discussions occurring simultaneously in different rooms.
During my time as a product manager I was always faced with two things: tight deadlines, and presenting the same information to different audiences.
A typical day usually involved meetings with at least one member of upper management, daily stand up meetings with at least 2 project teams, synchronizing with Quality Analysts on the status of tests, writing specifications…well, you get the idea. In many of these meetings I would have to present the same information in a manner that was pertinent and useful for each person.
After working with different flavors of Agile for over a decade and trying various techniques, the scenario became my life- and time-saver of choice. This was mainly due to the fact that scenarios get to the heart of what matters, by providing quick answers to these questions: