lynda ux_如何建立内部UX团队
lynda ux
Written by Cassandra Naji
由卡珊德拉·納吉 ( Cassandra Naji)撰寫
The needs of real users are increasingly driving enterprise software design and development. Since 2013, IBM has hired close to 1500 designers and UXers, establishing the largest design studio network in the world. Art dealership and realtor Sotheby’s plans to boost its UX and product design team from 3 to 40 people in 3 years. Multinational manufacturer of product ranges Procter & Gamble (P&G) created a 12 person in-house design team, dubbed Clay Street that came up with innovative ideas which managed to revive an ailing brand.
實際用戶的需求正日益推動企業軟件設計和開發。 自2013年以來，IBM雇用了將近1500名設計師和UXer，建立了全球最大的設計工作室網絡 。 藝術經銷商和經紀人蘇富比計劃在3年內將其UX和產品設計團隊從3人增加到40人 。 產品系列的跨國制造商寶潔(P＆G)創建了一個由12人組成的內部設計團隊，稱為Clay Street，提出了一些創新思想，這些思想設法復興了衰敗的品牌 。
IBM, Sotheby’s and Procter & Gamble are just the tip of the enterprise UX iceberg. Global organisations are increasingly moving to create their User Experience teams, swapping the external agency model for in-house teams working hand in hand with product developers. It is a brave new world of enterprise UX out there.
IBM，蘇富比和寶潔只是企業UX冰山一角。 全球組織正越來越多地創建自己的用戶體驗團隊，將外部代理模型換成與產品開發人員攜手合作的內部團隊。 這是企業UX的勇敢新世界。
That being said, while adopting user experience approaches is vital for global enterprises, it is a challenging endeavour. Building an in-house enterprise UX team requires organisational, structural and attitudinal changes.
話雖這么說，盡管采用用戶體驗方法對全球企業至關重要，但這是一項具有挑戰性的工作。 建立內部企業UX團隊需要組織，結構和態度上的變化。
A successful enterprise UX overhaul means you have to:
成功的企業用戶體驗大修意味著您必須：
開始之前：企業中用戶體驗的興起 (Before we Begin: The Rise of UX in the Enterprise)
It is tempting to ask — if introducing UX into an enterprise is so difficult, why bother? Why not just keep legacy software systems and hire agency UXers for occasional troubleshooting? Nice idea, but not viable. User experience has ceased to be an optional add-on and is now considered central to enterprise product development concerning profits, people, and productivity.
誘人的問題是-將UX引入企業是否如此困難，為什么要打擾？ 為什么不只保留舊版軟件系統并雇用代理UXer進行偶爾的故障排除？ 好主意，但不可行。 用戶體驗已不再是可選的附加功能，現在被認為是企業產品開發中涉及利潤，人員和生產率的關鍵。
利潤 (Profits)
User-friendly software makes more money than unintuitive software. Take Walmart’s redesign of their e-commerce site, which resulted in a 214% increase in visitors. Or Bank of America, which increased online banking registration by 45% after a UX redesign of the process. In fact, according to D3 Infragistics, investment in UX gives a return of between $2 and $100 for every $1 spent, thanks to factors such as increased conversion or engagement, reduced drop-off rates and fewer internal training sessions.
用戶友好的軟件比不直觀的軟件能賺更多的錢。 以沃爾瑪重新設計其電子商務網站為例，該網站的訪問者增加了214％ 。 或美國銀行， 在對用戶體驗進行重新設計之后 ，在線銀行注冊增加了45％ 。 實際上，根據D3 Infragistics的說法，由于增加了轉換或參與度，減少了流失率以及減少了內部培訓課程等因素，對UX的投資每花費1美元，就會獲得2到100美元的回報。
人 (People)
Or more specifically enterprise employees. These are the individuals who have to suffer through unintuitive enterprise software for 40+ hours every week. In the past, employees accepted bad software as the norm. These days, thanks to rising software consumerization and the growth in software competition, teams are freer to choose their enterprise products and to change them if the experience is not up to scratch. Clumsy enterprise software just is not going to cut it in a world where start-ups like Slack and Zendesk are eating into territory formerly held by established software builders.
或更具體地說是企業員工。 這些人每周必須遭受不直觀的企業軟件困擾40多個小時。 過去，員工將不良軟件作為準則。 如今，由于軟件消費化程度的提高以及軟件競爭的加劇，如果經驗不足，團隊可以更自由地選擇其企業產品并進行更改。 在一個像Slack和Zendesk這樣的初創公司正在蠶食以前由老牌軟件開發商占領的領域的世界中，笨拙的企業軟件并不會削減它。
生產率 (Productivity)
As a rule, the better your software functions, the better your business functions. For example, Oracle enabled administrators to do their job 20% faster by improving their internal database software. In large organisations, these incremental improvements in productivity add up to millions.
通常，軟件功能越好，業務功能越好。 例如，Oracle通過改進內部數據庫軟件使管理員能夠將工作速度提高20％ 。 在大型組織中，這些生產率的逐步提高總計達數百萬。
As Jordan Koschei points out,
正如喬丹·科斯基(Jordan Koschei)所指出的 ，
Fortune 500s tend to have a ‘just get it done’ attitude toward internal tools, resulting in user experiences that are not well designed or tested. By giving those tools the same attention to experience that you give consumer-facing products, you can improve the lives of your users and support the organisation’s values and brand.
《財富》 500強企業傾向于對內部工具采取“如愿以償”的態度，導致用戶體驗的設計或測試不充分。 通過給那些工具提供與面向消費者的產品相同的體驗體驗，您可以改善用戶的生活并支持組織的價值觀和品牌。
1.確定內部UX團隊是否正確 (1. Deciding Whether an In-house UX Team is the Right Move)
The advantage of having your in-house UX team is that you will have a dedicated team of professionals that operates from the company’s offices and is fully committed to contributing to the benefit of the business and its product/s.
擁有內部UX團隊的優勢在于，您將擁有一個專門的專業人員團隊，該團隊在公司辦公室內運作，并全心致力于為業務及其產品的利益做出貢獻。
The downside to this is that you incur the financial and human resource burdens associated with managing and operating this team. If you can guarantee a steady stream of work, then the benefits will probably outweigh the costs as in-house will always be cheaper than outsourcing. However, this is too much of a simplistic view. In this case, the following considerations need to be made:
不利的一面是您要承擔與管理和運營該團隊相關的財務和人力資源負擔。 如果您可以保證工作源源不斷，那么收益可能會超過成本，因為內部機構總是比外包機構便宜。 但是，這太過簡單了。 在這種情況下，需要注意以下事項：
長期和短期考慮 (Long and Short Term Considerations)
Agency UXers will have extensive experience in working on many projects. They will be typically skilled and collectively can execute a design project from start to finish. They also have established workflows and procedures in place and the appropriate mechanisms to ensure their monitoring and effective execution. These are clear advantages over building your UX team in the short term. In the long run, however, an in-house team will reach the same level of efficiency. Your in-house team will also evolve within the company culture — a great advantage since they would always put the business and its clients first. So the question here is whether you can afford to invest in the long term. This will probably require a two-pronged approach by hiring the services of a UX agency for short-term needs while you are building your team for the handling of long-term needs. Having your in-house team working with an external agency will also be beneficial for them to learn about industry best practices, thus lessening the learning curve.
Agency UXer將在許多項目上具有豐富的經驗。 他們通常將是熟練的，并且可以從頭到尾一起執行設計項目。 他們還建立了適當的工作流程和程序，并建立了適當的機制來確保對其進行監控和有效執行。 與在短期內建立UX團隊相比，這些優勢顯而易見。 從長遠來看，內部團隊將達到相同的效率水平。 您的內部團隊也會隨著公司文化的發展而發展-這是一個巨大的優勢，因為他們始終將業務及其客戶放在首位。 因此，這里的問題是您是否有能力進行長期投資。 這可能需要采取兩方面的方法，即在為長期需求而組建團隊的同時，聘請UX機構的服務來滿足短期需求。 讓您的內部團隊與外部代理合作也將有助于他們了解行業最佳實踐，從而減少學習曲線。
資源可用性 (Availability of Resources)
A UX agency will work on a project and deliver it (theoretically) at an agreed-upon delivery date, irrespective of whether, say, one of their employees has quit. This is because the responsibility of what is delivered and who delivers it falls in the UX agency’s domain. Conversely, with an in-house UX team, you need to deal with HR issues as well as optimising your team’s workflow. This has the advantage that you are likely to get more flexibility from your in-house team since you manage the entire design process.
UX代理商將處理一個項目，并在一個約定的交付日期(理論上)交付該項目，而不管他們的一名雇員是否辭職。 這是因為交付內容和交付對象的責任屬于UX機構的職責范圍。 相反，在內部UX團隊中，您需要處理HR問題以及優化團隊的工作流程。 這樣的好處是，由于您可以管理整個設計過程，因此內部團隊可能會獲得更大的靈活性。
軟件和硬件資源 (Software and Hardware Resources)
A UX agency will have its software and hardware resources. This means that there are no setup and maintenance headaches or expenses to incur. On the in-house side, you need to factor in the human and financial resources to keep your in-house UX team running. This also means that with every new team member that you recruit, you need to set up their machine, while ensuring that the current infrastructure can keep up with the additional demand. You also need to take care of employee off-boarding when they leave your company. The agency approach is more advantageous here. The only advantage of the in-house UX team is perhaps that you can pick and choose the software and hardware you use.
UX代理將擁有其軟件和硬件資源。 這意味著不會產生設置和維護上的麻煩或費用。 在內部方面，您需要考慮人力和財力，以保持內部UX團隊的運轉。 這也意味著，對于您招募的每個新團隊成員，您都需要設置他們的機器，同時確保當前的基礎架構可以滿足額外的需求。 當員工離開公司時，您還需要照顧他們離職的情況。 代理方法在這里更有利。 內部UX團隊的唯一優勢也許是您可以選擇使用的軟件和硬件。
適應公司文化 (Adaptation to Company Culture)
This is a double-edged sword. A UX agency has the advantage that it can take a clinical, non-biased, external view when working on your projects. This paves the way for innovation and uniqueness. It will give you what you need rather than what you may want. However, this may lead to disagreements or, worse still, a templated approach where you get something standard that the agency gives out to its clients. Conversely, an in-house UX team will take into consideration things like the company culture, its customers and its objectives. They can pull in internal resources to say, better understand the product or service they are working on. This paves the way for customisation. However, it may also lead to conformism and a too cautious approach.
這是一把雙刃劍。 UX代理的優勢在于，在處理項目時可以采用臨床，無偏見的外部視圖。 這為創新和獨特性鋪平了道路。 它會給您您所需要的，而不是您可能想要的。 但是，這可能會導致分歧，或者更糟的是，采用模板化的方法，在這種方法中，您可以獲得代理商向客戶提供的標準物品。 相反，內部UX團隊將考慮公司文化，客戶和目標等問題。 他們可以利用內部資源說，更好地了解他們正在開發的產品或服務。 這為定制化鋪平了道路。 但是，這也可能導致順從性和過于謹慎的態度。
In his role as UX Consultant, Justin Mifsud, founder of this site, UsabilityGeek, has been involved in the setting up and management of UX teams across many companies, and he feels that the biggest challenge for the in-house UX person involves establishing their domain.
UsabilityGeek站點的創始人Justin Mifsud擔任UX顧問一職，參與了許多公司的UX團隊的建立和管理，他認為內部UX人員面臨的最大挑戰是建立他們的UX團隊。域。
He states that very often they may become demotivated and frustrated when they see that company culture affects their workflow and/or may force them to go against established UX methodologies to achieve business objectives. This can take various forms, but perhaps two of the most common are:
他指出，當他們看到公司文化影響他們的工作流程和/或可能迫使他們違背既定的UX方法來實現業務目標時，他們常常會變得沮喪和沮喪。 這可以采用多種形式，但是最常見的兩種可能是：
- The decision to forego necessary steps in the system design process such as wireframing and testing; 放棄系統設計過程中必要步驟的決定，例如線框圖和測試；
Interference from senior management in other departments who request system features and changes based on their personal experiences or hunches, without consulting data at hand or user testing.
來自其他部門的高級管理層的干預，他們根據個人經驗或直覺要求系統功能和更改，而無需查閱現有數據或進行用戶測試 。
So why do these things happen? It could be the urgency dictated by the environment that the company operates in, the need to ‘get to the market quickly’. It could also be a lack of understanding and / or a lack of appreciation of what UX entails.
那么為什么這些事情發生呢？ 這可能是公司所處的環境所致的緊迫性，也是“Swift進入市場”的需要。 也可能是缺乏對UX的理解和/或缺乏對UX的含義的理解。
This affects anyone within the UX department, but the effect can be more severe for those team members who come from an agency background or who have landed their first UX job with your company.
這會影響UX部門內的任何人，但是對于那些來自代理機構背景的團隊成員或在您的公司找到了第一個UX工作的團隊而言，影響可能會更嚴重。
The consequences are not pleasant. Employees can quit their job, and the department will inevitably become dysfunctional. At the very best, if the UX team bows down to such pressure, then the actual benefits of having an in-house UX team will be lost. Furthermore, the innovation and specialisation of the UX team will also be lost. In the end, it is not healthy either that the UX team operates as a silo. So the best approach is a trade-off between best practice and the company’s requirements. Remember that after all you need to win key, influential employees over so as to promote a UX culture within the organisation.
結果并不令人滿意。 員工可以辭職，部門必然會失調。 最好的情況是，如果UX團隊屈服于如此巨大的壓力，那么擁有內部UX團隊的實際利益將會喪失。 此外，UX團隊的創新和專業化也將丟失。 最后，UX團隊作為一個孤島運作也不健康。 因此，最好的方法是在最佳實踐和公司需求之間進行權衡。 請記住，畢竟，您需要贏得關鍵的，有影響力的員工，以在組織內推廣UX文化。
2.為UX大修奠定基礎 (2. Laying the Groundwork for a UX Overhaul)
So let us assume that the decision is taken to build an in-house UX team. Before HR go on a hiring spree it is necessary to prepare the organisation, and all its employees, for this swivel towards user experience. This preparation can be distilled into two main areas — organisational and attitudinal:
因此，讓我們假設已決定建立內部UX團隊。 在人力資源部門大肆招聘之前，有必要為該組織及其所有員工做好準備，以使其轉向用戶體驗。 此準備工作可以分為兩個主要領域-組織和態度：
組織 (Organisational)
Before introducing a new UX team, conduct an organisational assessment to decide where the new department will fit in, and how they will link to others in the organigram. Additionally, assess the enterprise’s current UX maturity using the UX stages outlined by Jakob Nielsen (stage 1–4, stage 5–8) to find out whether the company has existing, unacknowledged user experience skills buried in other departments.
在引入新的UX團隊之前，請進行組織評估，以確定新部門將適合的位置以及它們如何與組織圖中的其他部門鏈接。 此外，使用Jakob Nielsen概述的UX階段( 第1-4 階段 ， 第5-8階段 )評估企業當前的UX成熟度，以了解公司是否在其他部門中擁有現有的，未經認可的用戶體驗技能。
態度的 (Attitudinal)
Everyone, from the C-Suite down, will have to be made aware that a UX overhaul is happening, and why. Internal documentation assuaging any employee anxieties is helpful, and product development managers need to start promoting UX design as crucial to long-term success.
從C-Suite到每個人，都必須意識到UX大修正在發生，以及原因。 減輕任何員工焦慮的內部文檔會有所幫助，并且產品開發經理需要開始推廣UX設計 ，這對于長期成功至關重要。
All global enterprises will have existing procedures, project management methods and product development flow that are not built with UX in mind. There has to be an acknowledgement of the importance of UX, and a willingness to make space for it before an enterprise can move onto the next step of actually building a UX team.
所有全球企業都將擁有不考慮UX的現有程序，項目管理方法和產品開發流程。 必須認識到UX的重要性，并愿意為企業騰出空間，然后企業才能著手進行實際組建UX團隊的下一步。
3.聘請UX團隊 (3. Hiring the UX Team)
When it comes to recruitment, keeping the organisational analysis and proposed team structure to hand will assist in deciding which candidates fit into the roadmap. UX candidates do not necessarily have to have any experience working in large organisations, but they should have experience working in cross-functional teams and taking feedback from non-UXers. Janet M. Six gives some good advice on personality traits of great UXers in her UXmatters column.
在招聘方面，掌握組織分析和擬議的團隊結構將有助于確定哪些候選人適合該路線圖。 UX候選人不必一定具有在大型組織中工作的經驗，但是他們應該在跨職能團隊中工作并從非UX用戶那里獲得反饋。 珍妮特·M·塞恩( Janet M. Six) 在UXmatters專欄中對優秀UX用戶的性格特征提出了一些好的建議。
Before an interview, take a good long look at candidate’s UX portfolios. You are looking for evidence of their UX process skills and descriptions of their approach to problem-solving, as well as detailed outlines of the part they played in previous projects and how they fit into a team.
在面試之前，請仔細看一下候選人的用戶體驗產品組合。 您正在尋找他們的UX處理技能的證據，以及他們解決問題的方法的描述，以及他們在以前的項目中所扮演的角色的詳細概述以及如何適應團隊。
With a view to future organisational harmony, it is possible to have existing design-development team members sit in on interviews and share their thoughts on candidates. This can help increase buy-in and provide a different perspective of what is required from the UX team.
為了實現未來的組織和諧，可以讓現有的設計開發團隊成員參加面試并分享他們對候選人的想法。 這可以幫助增加購買量，并提供與UX團隊不同的視角。
4.構建和組織UX團隊 (4. Structuring and Organising the UX Team)
There is no one-size-fits-all-enterprises UX team, unsurprisingly; that said, most UX teams will include some or many of the UX roles below:
毫不奇怪，沒有一個適合所有企業的UX團隊。 也就是說，大多數用戶體驗團隊將包括以下一些或許多用戶體驗角色：
Visual Designer: Similar to a Graphic Designer, the Visual Designer focuses on the big picture — the concept of graphics, typography, iconography and the color schemes. Visual Designers attend to the aesthetics and rarely enter into the technical.
視覺 設計器 ：類似于圖形設計器，視覺設計器專注于大圖景—圖形，版式，圖標和配色方案的概念 。 視覺設計師關注美學 ，很少參與技術領域。
UX Designer: Deals with how the user is going to interact with the product. The primary responsibility of the UX Designer is to ensure that the product has a logical flow so that the user can move from step to step without getting lost.
UX設計器 ：處理用戶如何與產品交互。 UX設計器的主要職責是確保產品具有邏輯流程，以便用戶可以一步一步地前進而不會迷路。
UI Designer: Concerned with the form and distribution of graphic elements in an interface. While the UX Designer makes a design usable, the UI Designer makes it pleasant to use.
UI設計器 ：與界面中圖形元素的形式和分布有關。 UX設計器使設計可用時，UI設計器使使用變得愉快。
Interaction Designer: Understands how a user interacts with an app and builds interaction and animation into the design so that it reacts to the user’s touch/instruction.
交互 設計器 ：了解用戶如何與應用交互以及如何將交互和動畫構建到設計中，從而對用戶的觸摸/指令做出React。
Information Architect: Organises the design elements so that they make sense. The Information Architect deals with the structure of a website, app or any other interactive product.
信息 架構師 ：組織設計元素，使它們有意義。 信息架構師負責處理網站，應用程序或任何其他交互式產品的結構。
Usability Expert/UX Researcher: Deals with the user’s needs. The aim of the research is to answer two questions: who are our users? And: what do our users want and need? This profile usually conducts interviews with users and does research about market data.
可用性專家/ UX研究人員 ：處理用戶的需求。 該研究的目的是回答兩個問題：我們的用戶是誰？ 并且：我們的用戶想要什么和需要什么？ 該個人資料通常會與用戶進行訪談，并對市場數據進行調查。
Metrics Analyst: Gathers and analyses financial and operational information for an organisation. The person performing this role may also be responsible for the analysis of costs and effectiveness of staffing practices and training programs.
指標 分析師 ：收集和分析組織的財務和運營信息。 履行這一職責的人還可能負責人員配置和培訓計劃的成本和有效性分析。
Enterprise Architect: Works with stakeholders to create a holistic view of the organisation’s strategy, processes, information, and information technology. The enterprise architect uses this knowledge to ensure that the business and IT are in alignment.
企業 架構師 ：與利益相關者一起創建組織策略，流程，信息和信息技術的整體視圖。 企業架構師使用此知識來確保業務和IT保持一致。
The configuration of the team will change according to need. For example, if an enterprise wants to disrupt a product space, the team might skew towards UX Research. If it needs to implement a design system, then the team will require UX Managers. There can be quite a lot of overlap between these roles, particularly for young UX teams. The same person could perform the functions of the visual designer and interaction designer, and even UX designer, in the team’s early days. This will reduce initial outlay and allow the team to find its feet.
團隊的配置將根據需要進行更改。 例如，如果企業想要破壞產品空間，則團隊可能會偏向UX Research。 如果需要實施設計系統，則團隊將需要UX管理器。 這些角色之間可能有很多重疊之處，特別是對于年輕的UX團隊而言。 在團隊的早期，同一個人可以執行視覺設計師，交互設計師，甚至UX設計師的功能。 這將減少初始支出，并使團隊能夠找到自己的腳。
Once it has been decided what kind of roles to hire, it is time to figure out how the UX team will work with other teams. Essentially you have two options here, as laid out by Lean UX author Jeff Gothelf in his post on integrating user experience into Agile development — the internal agency model, or the hub and spoke model.
一旦確定了要聘用的角色類型，就可以確定UX團隊將如何與其他團隊一起工作了。 從本質上講，您有兩個選擇，這是精益用戶體驗作者Jeff Gothelf在他的關于將用戶體驗集成到敏捷開發中的帖子中提出的-內部代理模型或中心和輻條模型。
內部代理商模型 (Internal Agency Model)
A UX Manager acts as a gatekeeper, intercepting and divvying up incoming work to the team based on ability and capacity. This approach means that designers have to figure out how to make their output comprehensible to developers, for example through high fidelity prototyping. It also means that product teams have little understanding of the UX team, and vice versa.
UX管理器充當網守，根據能力將能力攔截并分配給團隊。 這種方法意味著設計人員必須弄清楚如何使開發人員可以理解其輸出，例如通過高保真原型制作。 這也意味著產品團隊對UX團隊了解甚少，反之亦然。
輪轂和輻條模型 (Hub and Spoke model)
UXers are placed within other groups such as product design, development, and marketing or sales. This, says Gothelf, is the stronger of the two alternatives when integrating with agile because UXers “feel connected to (the) team’s focus. In doing so, the designer’s priorities become clear.” This is true, but UXers should still have a team space and take part in UX activities, to prevent them feeling isolated or misunderstood.
UXer被放置在其他組中，例如產品設計，開發以及市場營銷或銷售。 Gothelf說 ，這在與敏捷集成時是兩個選擇中的更強者，因為UXer感覺“與(團隊)的關注點有關。 這樣，設計師的工作重點就變得很明確。” 的確如此，但是UX用戶仍應擁有團隊空間并參加UX活動，以防止他們感到孤立或被誤解。
5.整合UX團隊 (5. Integrating the UX Team)
Now comes the hard work of building acceptance and relationships between the new UX team and the rest of the enterprise’s employees. For UX designers coming from agency or start-up backgrounds, a global enterprise may feel alien and bewildering: for the established enterprise team, having a bunch of nebulous ‘experience designers’ around may feel like a distraction.
現在需要進行艱苦的工作，以建立新的UX團隊與企業其余員工之間的接受度和關系。 對于來自代理或初創公司背景的UX設計師來說，全球化的企業可能會感到陌生而又撲朔迷離：對于已建立的企業團隊來說，周圍有一群模糊的“經驗設計師”可能會讓人分心。
In fact, according to Atlassian’s Design Manager Alistair Simpson,
實際上， 根據Atlassian的設計經理Alistair Simpson所說 ，
The hardest thing any designer will have to do is to convince the rest of the team or their company of the importance of really investing in user experience and design in the first place.
任何設計師最難的事情就是說服團隊的其他成員或他們的公司真正地首先投資于用戶體驗和設計的重要性。
Existing departments have to open up to incorporating UX processes, and UXer newbies have to learn the new jargon and hierarchies of critique.
現有部門必須開放以合并UX流程，而UXer新手必須學習新的術語和批判層次結構。
Dedicated integration activities can do a lot of the grunt-work in this regard. Integration activities should be designed to demonstrate the value added by UX to more established departments, and tackle the uncertainties of both UX team members and legacy employees. There are plenty ways to do this, but below are some ideas:
在這方面，專門的整合活動可以做很多艱巨的工作。 集成活動應設計為向更多成立的部門展示UX的附加值，并解決UX團隊成員和舊員工的不確定性。 有很多方法可以做到這一點，但是下面是一些想法：
超越UX團隊的福音UX (Evangelise UX Beyond the UX Team)
Evangelizing UX is an ongoing effort that aims to promote the value of user experience to non-UXers. Jared Spool identifies “exposure hours” — the minimum hours per month that staff are required to spend with customers — as an essential part of this. Companies that mandate exposure times build more successful products because they know their users better.
向UX宣傳是一項持續不斷的工作，旨在向非UX用戶推廣用戶體驗的價值。 Jared Spool確定了“曝光時間” ，即員工每月必須與客戶共度的最少小時數，這是其中的重要組成部分。 規定曝光時間的公司會制作出更成功的產品，因為他們更了解其用戶。
Successful UX evangelising does not have to be powered by the UX team itself: most enterprises will have at least one executive who has already bought into the UX ethos and will be willing to support pilot projects and initiatives and to defend the value of UX if necessary. Getting that UX-friendly executive actively on board with promoting UX is an excellent way to earn acceptance.
成功的UX宣傳不必由UX團隊本身來推動：大多數企業將至少擁有一位已經接受UX精神的高管，并愿意支持試點項目和計劃，并在必要時捍衛UX的價值。 。 通過推廣UX積極吸引對UX友好的執行人員，這是獲得認可的絕佳方法。
Also, Jeff Gothelf shares some great advice on successful evangelising in an interview with Justinmind:
另外，Jeff Gothelf在接受Justinmind的采訪中分享了成功傳福音的一些很好的建議：
One of the most important things to getting this way of working accepted is transparency: people fear change, they fear for their job, their bonus, their salaries, and if you try to change stuff too quickly without telling them why, they’ll resist. The more transparent you can be about why you’re trying to change and what that change looks like, the more likely you’ll be to drive meaningful impact in your organisation.
使這種工作方式被接受的最重要的事情之一就是透明度：人們害怕改變，他們擔心自己的工作，獎金，薪水，如果您嘗試過快地更換東西而不告訴他們原因，他們會抵制。 您對嘗試更改的原因以及更改的外觀越透明，就越有可能對組織產生有意義的影響。
To build transparency, communicate with employees through the organisation’s internal newsletter or news blog, giving examples of what the UX team is working on and how it is making an impact.
為了建立透明度，請通過組織內部的新聞通訊或新聞博客與員工進行溝通，并提供UX團隊正在做什么以及如何產生影響的示例。
投資內部UX意識培訓 (Invest in Internal UX Awareness Training)
There are likely a lot of people in any organisation who have no idea what UX is, from management downwards. Even IBM acknowledges this, running design thinking boot camp for executives to change institutional thinking. One-off workshops that introduce UX, participatory design sessions and cross-functional user experience brainstorms are different ways to inculcate employees in user-centricity and get new team members to interact with established departments. Or for more in-depth training, try something like UX Designer Robin Titus did at CapGemini:
在任何組織中，從管理層到管理層，很多人都不知道UX是什么。 甚至IBM都承認這一點，運行設計思維新手訓練營，讓高管改變機構思維。 介紹UX，參與式設計會議和跨功能用戶體驗頭腦風暴的一次性研討會是以員工為中心向員工灌輸并讓新團隊成員與既有部門進行互動的不同方式。 或者，要進行更深入的培訓，請嘗試用戶體驗設計師Robin Titus在CapGemini上所做的事情：
We started a small education program for the whole department to create awareness about what UX really means. Explaining the different methodologies like working with personas, user interviews, usability testing, user journey maps, interaction design, wireframes, mockups and prototypes. Most important? — ?we did this based on real cases from our business? — ?not just theory or common examples.
我們為整個部門啟動了一個小型的教育計劃，以提高對UX真正含義的認識。 解釋不同的方法，例如使用角色，用戶訪談，可用性測試，用戶旅程圖， 交互設計 ，線框，模型和原型。 最重要的？ —我們是根據業務中的實際案例來做到這一點的？ -不僅僅是理論或常見的例子。
There is some great advice on running UX workshops in an enterprise on UsabilityGeek.
對于在UsabilityGeek上的企業中運行UX研討會，有一些不錯的建議。
讓UX團隊促進他們的流程 (Have the UX Team Promote Their Process)
The UX team can actively explain and evangelise their worth by revealing their entire process, from research to interactive prototypes. For example, broadcasting user testing sessions to non-UX team members is a good way to explain the usability testing process, and will help UXers justify their worth. By telling the story of how they add value, UXers can overcome any lingering doubts about their contribution and possibly open up new avenues of collaboration across teams.
UX團隊可以通過揭示從研究到交互式原型的整個過程來積極地解釋和傳播其價值。 例如，向非UX團隊成員廣播用戶測試會話是解釋可用性測試過程的好方法，并將幫助UX用戶證明其價值。 通過講述他們如何增加價值的故事，UXer可以克服有關其貢獻的任何揮之不去的疑問，并有可能開辟跨團隊合作的新途徑。
協作的工作方式 (Collaborative Ways of Working)
Find the means for new UX team members to work together, perhaps by having them sit in on each other’s weekly meetings, by displaying project/sprint timelines in the same physical or digital space, or by initiating a buddy system, in which a UXer and a non-UXer spend a morning together each week working on a product problem.
尋找讓新的UX團隊成員合作的方式，也許是讓他們參加彼此的每周會議，在相同的物理或數字空間中顯示項目/沖刺時間線，或者啟動一個伙伴系統，其中UXer和非UXer用戶每周都在一起度過一個早晨，以解決產品問題。
測試團隊以確保其正常工作 (Test the Team to Make Sure it is Working)
There is only one way to know if a product works, and that is to test it on users. The same goes for an enterprise UX team: conducting a little self-assessment at regular intervals will help the new team identify its strengths and weaknesses, and get an actual idea of its impact.
只有一種知道產品是否有效的方法，那就是對用戶進行測試。 企業UX團隊也是如此：定期進行一些自我評估將有助于新團隊確定其優勢和劣勢，并獲得其影響的實際想法。
Start out with a team analysis, documenting each team members core competencies on a scale of 1–5, then assess those core competencies against the projects the team is involved in; if there is a mismatch (say you are doing lots of UI building, but your team is heavy on UX Researchers), recalibrate them team and table a new hire when possible.
從團隊分析開始，以1-5的等級記錄每個團隊成員的核心能力，然后根據團隊所參與的項目評估這些核心能力； 如果存在不匹配的情況(例如，您正在做大量的UI構建，但是您的團隊在UX Researchers上很忙)，請重新校準他們的團隊并在可能的情況下安排新員工。
Also, talk to your users, or in this case, the wider enterprise team. A quick survey on their experience working with the team on particular projects may reveal stumbling blocks that would otherwise have gone unnoticed.
另外，請與您的用戶，或更廣泛的企業團隊聯系。 對他們在特定項目中與團隊合作的經驗進行的快速調查可能會發現絆腳石，否則它們將不會被注意到。
Ongoing monitoring of the integration and impact of a new UX team should come pretty naturally to UX professionals and will result in a stronger team that meets the enterprise’s needs.
UX專業人員應該很自然地對新UX團隊的集成和影響進行持續的監視，這將導致擁有一支能夠滿足企業需求的更強大的團隊。
結論 (Conclusion)
Establishing an enterprise UX team is no cake-walk, but it is pretty do-able by following the core tenets of user experience design. Firstly, decide that an in-house team really is the best fit for your enterprise. If it is, listen to people, find out what they need and how they work, and give it to them. Find out what the enterprise needs, understand the individuals involved in delivering on that, and structure a UX team and workflow to meet those demands.
建立企業UX團隊并非易事，但只要遵循用戶體驗設計的核心原則，就可以做到。 首先，確定內部團隊確實最適合您的企業。 如果是這樣，請傾聽人們的聲音，找出他們的需求和工作方式，并將其提供給他們。 找出企業的需求，了解參與交付的個人，并組建UX團隊和工作流程以滿足這些需求。
By encouraging a company culture that values user experience, promotes its value and supports UX projects, you will be well on the way to getting that buy-in and building products that create great user experiences. Just like the impossibly perfect product, you will never have the complete enterprise UX team … but you may end up building a team that works.
通過鼓勵重視用戶體驗，提升其價值并支持UX項目的公司文化，您將處在獲得認可并構建可創造出色用戶體驗的產品的道路上。 就像不可能完美的產品一樣，您將永遠不會擁有完整的企業UX團隊……但是您最終可能會組建一支行之有效的團隊。
想了解更多？ (Want to learn more?)
If you’re interested in the managerial and strategic aspects of UX, then consider to take the online course on UX Management and Strategy. If, on the other hand, you want to brush up on the basics of UX and Usability, then consider to take the online course on User Experience (or another design topic). Good luck on your learning journey!
如果您對UX的管理和戰略方面感興趣，請考慮參加UX管理和策略在線課程 。 另一方面，如果您想了解UX和可用性的基礎知識，請考慮參加有關“用戶體驗” (或其他設計主題 )的在線課程 。 祝您學習愉快！
(Lead image: Depositphotos — affiliate link)
( 首選圖片： Depositphotos —會員鏈接 )
Originally published at UsabilityGeek by Cassandra Naji, who is Marketing Content Editor at Justinmind, a prototyping tool that allows you to prototype web and mobile apps so you can visualize and test your software solution before writing a single line of code.
最初由Justinmind的市場營銷內容編輯器Cassandra Naji在UsabilityGeek上發布， Justinmind是一種原型設計工具，使您可以原型化Web和移動應用程序，以便在編寫一行代碼之前就可以可視化和測試您的軟件解決方案。
翻譯自: https://medium.com/usabilitygeek/how-to-build-an-in-house-ux-team-1d677798be54
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