Developing user interfaces: ensuring usability through product & process
Developing user interfaces: ensuring usability through product & process
The capability maturity model: guidelines for improving the software process
The capability maturity model: guidelines for improving the software process
Contextual design: defining customer-centered systems
Contextual design: defining customer-centered systems
The usability engineering lifecycle: a practitioner's handbook for user interface design
The usability engineering lifecycle: a practitioner's handbook for user interface design
A toolkit for strategic usability: results from workshops, panels, and surveys
Proceedings of the SIGCHI conference on Human Factors in Computing Systems
Usability Engineering
Proceedings of the second Nordic conference on Human-computer interaction
What makes strategic usability fail?: lessons learned from the field
CHI '99 Extended Abstracts on Human Factors in Computing Systems
Successful strategies for selling usability into organisations
CHI '99 Extended Abstracts on Human Factors in Computing Systems
Design and natural science research on information technology
Decision Support Systems
HCSE'10 Proceedings of the Third international conference on Human-centred software engineering
Model-driven privacy and security in multi-modal social media UIs
MSM'11 Proceedings of the 2011 international conference on Modeling and Mining Ubiquitous Social Media
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We carried out a series of case studies in industrial settings to learn how to perform effective assessments of user-centred design (UCD) processes. Our research strategy was to gather qualitative feedback from the organisations assessed, to understand how the different stakeholders perceive the assessments. We started with SPICE process assessment and a related UCD process model. Our observation was that the companies did not find traditional process assessment very useful. The approach and the related models were perceived difficult to understand, and not addressing 'the right issues'. During further case studies, the assessment style evolved towards a different assessment approach. We conclude that there are different assessment situations where different approaches are needed. In the category of our focus - process performance assessment as a basis for process improvement - the focus should be on the substance of UCD rather than on the management of processes, and making the results make sense is more important than formal process capability ratings.