Viget Explorations have always been the result of our shared curiosities. They’re usually a spontaneous outcome of team downtime and a shared problem we’ve experienced. We use our Explorations to pursue our diverse interests and contribute to the conversations about building a better digital world.

As the COVID-19 crisis emerged, we were certainly experiencing a shared problem. As a way to keep busy and manage our anxieties, a small team came together to dive into how technology has helped, and, unfortunately, hindered the community response to the current pandemic.

We started by researching the challenges we saw: information overload, a lack of clarity, individual responsibility, and change. Then we brainstormed possible technical solutions that could further improve how communities respond to a pandemic. Click here to see our Exploration on some possible ways to take the panic out of pandemics.

While we aren’t currently pursuing the solutions outlined in the Exploration, we’d love to hear what you think about these approaches, as well as any ideas you have for how technology can help address the outlined challenges.

Please note, this Exploration doesn’t provide medical information. Visit the Center for Disease Control’s website for current information and COVID-19, its symptoms, and treatments.

At Viget, we’re adjusting to this crisis for the safety of our clients, our staff, and our communities. If you’d like to hear from Viget's co-founder, Brian Williams, you can read his article on our response to the situation.

Viget has helped organizations design and develop award-winning websites and digital products for 20 years. In that time, we’ve been lucky to create long-term relationships with clients like Puma, the World Wildlife Fund, and Privia Health, and, throughout our time working together, we’ve come to understand each others’ unique terminology. But that isn’t always the case when we begin work with new clients, and in a constantly-evolving industry, we know that new terminology appears almost daily and organizations have unique definitions for deliverables and processes.

Kicking off a project always initiates a flurry of activity. There are contracts to sign, team members to introduce, and new platforms to learn. It’s an exciting time, and we know clients are anxious to get underway. Amidst all the activity, though, there is a need to define and create a shared lexicon to ensure both teams understand the project deliverables and process that will take us from kickoff to launch.

Below, we’ve rounded up a few terms for each of our disciplines that often require additional explanation. Note: our definitions of these terms may differ slightly from the industry standard, but highlight our interpretation and use of them on a daily basis.

User Experience

Research

In UX, there is a proliferation of terms that are often used interchangeably and mean almost-but-subtly-not the same thing. Viget uses the term research to specifically mean user research — learning more about the users of our products, particularly how they think and behave — in order to make stronger recommendations and better designs. This can be accomplished through different methodologies, depending on the needs of the project, and can include moderated usability testing, stakeholder interviews, audience research, surveys, and more. Learn more about the subtleties of UX research vocabulary in our post on “Speaking the Same Language About Research”.

Wireframes

We use wireframes to show the priority and organization of content on the screen, to give a sense of what elements will get a stronger visual treatment, and to detail how users will get to other parts of the site. Wireframes are a key component of website design — think of them as the skeleton or blueprint of a page — but we know that clients often feel uninspired after reviewing pages built with gray boxes. In fact, we’ve even written about how to improve wireframe presentations. We remind clients that visual designers will step in later to add polish through color, graphics, and typography, but agreeing on the foundation of the page is an important and necessary first step.

Prototypes

During the design process, it’s helpful for us to show clients how certain pieces of functionality or animations will work once the site is developed. We can mimic interactivity or test a technical proof of concept by using a clickable prototype, relying on tools like Figma, Invision, or Principle. Our prototypes can be used to illustrate a concept to internal stakeholders, but shouldn’t be seen as a final approach. Often, these concepts will require additional work to prepare them for developer handoff, which means that prototypes quickly become outdated. Read more about how and when we use prototypes.

Navigation Testing (Treejack Testing)

Following an information architecture presentation, we will sometimes recommend that clients conduct navigation testing. When testing, we present a participant with the proposed navigation and ask them to perform specific tasks in order to see if they will be able to locate the information specified within the site’s new organization. These tests generally focus on two aspects of the navigation: the structure of the navigation system itself, and the language used within the system. Treejack is an online navigation testing tool that we like to employ when conducting navigation tests, so we’ll often interchange the terms “navigation testing” with “treejack testing”.

Learn more about Viget’s approach to user experience and research. 

Professional certifications have become increasingly popular in this age of career switchers and the freelance gig economy. A certification can be a useful way to advance your skill set quickly or make your resume stand out, which can be especially important for those trying to break into a new industry or attract business while self-employed. Whatever your reason may be for pursuing a professional certificate, there is one question only you can answer for yourself: is it worth it?

Finding first-hand experiences from professionals with similar career goals and passions was the most helpful research I used to answer that question for myself. So, here’s mine; why I decided to get Scrum certified, how I evaluated my options, and if it was really worth it.

A shift in mindset

My background originates in brand strategy where it’s typical for work to follow a predictable order, each step informing the next. This made linear techniques like water-fall timelines, completing one phase of work in its entirety before moving onto the next, and documenting granular tasks weeks in advance helpful and easy to implement. When I made the move to more digitally focused work, tasks followed a much looser set of ‘typical’ milestones. While the general outline remained the same (strategy, design, development, launch) there was a lot more overlap with how tasks informed each other, and would keep informing and re-informing as an iterative workflow would encourage.

Trying to fit a very fluid process into my very stiff linear approach to project planning didn’t work so well. I didn’t have the right strategies to manage risks in a productive way without feeling like the whole project was off track; with the habit of account for granular details all the time, I struggled to lean on others to help define what we should work on and when, and being okay if that changed once, or twice, or three times. Everything I learned about the process of product development came from learning on the job and making a ton of mistakes—and I knew I wanted to get better.

I was fortunate enough to work with a group of developers who were looking to make a change, too. Being ‘agile’-enthusiasts, this group of developers were desperately looking for ways to infuse our approach to product work with agile-minded principles (the broad definition of ‘agile’ comes from ‘The Agile Manifesto’, which has influenced frameworks for organizing people and information, often applied in product development). This not only applied to how I worked with them, but how they worked with each other, and the way we all onboarded clients to these new expectations. This was a huge eye opener to me. Soon enough, I started applying these agile strategies to my day-to-day— running stand-ups, setting up backlogs, and reorganizing the way I thought about work output. It’s from this experience that I decided it may be worth learning these principles more formally.

The choice to get certified

There is a lot of literature out there about agile methodologies and a lot to be learned from casual research. This benefitted me for a while until I started to work on more complicated projects, or projects with more ambitious feature requests. My decision to ultimately pursue a formal agile certification really came down to three things:

1. An increased use of agile methods across my team. Within my day-to-day I would encounter more team members who were familiar with these tactics and wanted to use them to structure the projects they worked on.
2. The need for a clear definition of what processes to follow. I needed to grasp a real understanding of how to implement agile processes and stay consistent with using them to be an effective champion of these principles.
3. Being able to diversify my experience. Finding ways to differentiate my resume from others with similar experience would be an added benefit to getting a certification. If nothing else, it would demonstrate that I’m curious-minded and proactive about my career.

To achieve these things, I gravitated towards a more foundational education in a specific agile-methodology. This made Scrum the most logical choice given it’s the basis for many of the agile strategies out there and its dominance in the field.

Evaluating all the options

For Scrum education and certification, there are really two major players to consider.

1. Scrum Alliance - Probably the most well known Scrum organization is Scrum Alliance. They are a highly recognizable organization that does a lot to further the broader understanding of Scrum as a practice.
2. Scrum.org - Led by the original co-founder of Scrum, Ken Schwaber, Scrum.org is well-respected and touted for its authority in the industry.

Each has their own approach to teaching and awarding certifications as well as differences in price point and course style that are important to be aware of.

SCRUM ALLIANCE

Pros

• Strong name recognition and leaders in the Scrum field
• Offers both in-person and online courses
• Hosts in-person events, webinars, and global conferences
• Provides robust amounts of educational resources for its members
• Has specialization tracks for folks looking to apply Scrum to their specific discipline
• Members are required to keep their skills up to date by earning educational credits throughout the year to retain their certification
• Consistent information across all course administrators ensuring you'll be set up to succeed when taking your certification test.

Cons

• High cost creates a significant barrier to entry (we’re talking in the thousands of dollars here)
• Courses are required to take the certification test
• Certification expires after two years, requiring additional investment in time and/or money to retain credentials
• Difficult to find sample course material ahead of committing to a course
• Courses are several days long which may mean taking time away from a day job to complete them

SCRUM.ORG

Pros

• Strong clout due to its founder, Ken Schwaber, who is the originator of Scrum
• Offers in-person classes and self-paced options
• Hosts in-person events and meetups around the world
• Provides free resources and materials to the public, including practice tests
• Has specialization tracks for folks looking to apply Scrum to their specific discipline
• Minimum score on certification test required to pass; certification lasts for life
• Lower cost for certification when compared to peers

Cons

• Much lesser known to the general public, as compared to its counterpart
• Less sophisticated educational resources (mostly confined to PDFs or online forums) making digesting the material challenging
• Practice tests are slightly out of date making them less effective as a study tool
• Self-paced education is not structured and therefore can’t ensure you’re learning everything you need to know for the test
• Lack of active and engaging community will leave something to be desired

Before coming to a decision, it was helpful to me to weigh these pros and cons against a set of criteria. Here’s a helpful scorecard I used to compare the two institutions.

For me, the four areas that were most important to me were:

• Affordability - I’d be self-funding this certificate so the investment of cost would need to be manageable.
• Self-paced - Not having a lot of time to devote in one sitting, the ability to chip away at coursework was appealing to me.
• Reputation - Having a certificate backed by a well-respected institution was important to me if I was going to put in the time to achieve this credential.
• Access - Because I wanted to be a champion for this framework for others in my organization, having access to resources and materials would help me do that more effectively.

Ultimately, I decided upon a Professional Scrum Master certification from Scrum.org! The price and flexibility of learning course content were most important to me. I found a ton of free materials on Scrum.org that I could study myself and their practice tests gave me a good idea of how well I was progressing before I committed to the cost of actually taking the test. And, the pedigree of certification felt comparable to that of Scrum Alliance, especially considering that the founder of Scrum himself ran the organization.

Putting a certificate to good use

I don’t work in a formal Agile company, and not everyone I work with knows the ins and outs of Scrum. I didn’t use my certification to leverage a career change or new job title. So after all that time, money, and energy, was it worth it?

I think so. I feel like I use my certification every day and employ many of the principles of Scrum in my day-to-day management of projects and people.

• Self-organizing teams is really important when fostering trust and collaboration among project members. This means leaning on each other’s past experiences and lessons learned to inform our own approach to work. It also means taking a step back as a project manager to recognize the strengths on your team and trust their lead.
• Approaching things in bite size pieces is also a best practice I use every day. Even when there isn't a mandated sprint rhythm, breaking things down into effort level, goals, and requirements is an excellent way to approach work confidently and avoid getting too overwhelmed.
• Retrospectives and stand ups are also absolute musts for Scrum practices, and these can be modified to work for companies and project teams of all shapes and sizes. Keeping a practice of collective communication and reflection will keep a team humming and provides a safe space to vent and improve.

Parting advice

I think furthering your understanding of industry standards and keeping yourself open to new ways of working will always benefit you as a professional. Professional certifications are readily available and may be more relevant than ever.

If you’re on this path, good luck! And here are some things to consider:

• Do your research – With so many educational institutions out there, you can definitely find the right one for you, with the level of rigor you’re looking for.
• Look for company credits or incentives – some companies cover part or all of the cost for continuing education.
• Get started ASAP – You don’t need a full certification to start implementing small tactics to your workflows. Implementing learnings gradually will help you determine if it’s really something you want to pursue more formally.

In my last post, I defined terms used by our UX team that are often confused or have multiple meanings across the industry. Today, I’ll share our definitions for processes and deliverables used by our design and strategy teams.

Creative

Brand Strategy

In our experience, we’ve found that the term brand strategy is used to cover a myriad of processes, documents, and deliverables. To us, a brand strategy defines how an organization communicates who they are, what they do and why in a clear and compelling way. Over the years, we’ve developed an approach to brand strategy work that emphasizes rigorous research, hands-on collaboration, and the definition of problems and goals. We work with clients to align on a brand strategy concept and, depending on the client and their goals, our final deliverables can range to include strategy definition, audience-specific messaging, identity details, brand elements, applications, and more. Take a look at the brand strategy work we’ve done for Fiscalnote, Swiftdine, and Armstrong Tire.

Content Strategy

A content strategy goes far beyond the words on a website or in an app. A strong content strategy dictates the substance, structure, and governance of the information an organization uses to communicate to its audience. It guides creating, organizing, and maintaining content so that companies can communicate who they are, what they do, and why efficiently and effectively. We’ve worked with organizations like the Washington Speakers Bureau, The Nature Conservancy, the NFL Players Association, and the Wildlife Conservation Society to refine and enhance their content strategies.

Still confused about the difference between brand and content strategy? Check out our flowchart.

Style Guide vs. Brand Guidelines

We often find the depth or fidelity of brand guidelines and style guides can vary greatly, and the terms can often be confused. When we create brand guidelines, they tend to be large documents that include in-depth recommendations about how a company should communicate their brand. Sections like “promise”, “vision”, “mission”, “values”, “tone”, etc. accompany details about how the brand’s logo, colors and fonts should be used in a variety of scenarios. Style guides, on the other hand, are typically pared down documents that contain specific guidance for organizations’ logos, colors and fonts, and don’t always include usage examples.

Design System

One question we get from clients often during a redesign or rebrand is, “How can I make sure people across my organization are adhering to our new designs?” This is where a design system comes into play. Design systems can range from the basic — e.g., a systematic approach to creating shared components for a single website — all the way to the complex —e.g., architecting a cross-product design system that can scale to accommodate hundreds of different products within a company. By assembling elements like color, typography, imagery, messaging, voice and tone, and interaction patterns in a central repository, organizations are able to scale products and marketing confidently and efficiently. When a design system is translated into code, we refer to that as a parts kit, which helps enforce consistency and improve workflow.

Comps or Mocks

When reviewing RFPs or going through the nitty-gritty of contracts with clients, we often see the terms mocks or comps used interchangeably to refer to the static design of pages or screens. Internally, we think of a mock-up as a static image file that illustrates proof-of-concept, just a step beyond a wireframe. A comp represents a design that is “high fidelity” and closer to what the final website will look like, though importantly, is not an exact replica. This is likely what clients will share with internal stakeholders to get approval on the website direction and what our front-end developers will use to begin building-out the site (in other words, converting the static design files into dynamic HTML, CSS, and JavaScript code).

If you're interested in joining our team of creative thinkers and visual storytellers who bring these concepts to life for our clients, we’re hiring in Washington, D.C. Durham, Boulder and Chattanooga. Tune in next week as we decipher the terms we use most often when talking about development.

During the winter 2020 Pointless Weekend, we built TrailBuddy (working app coming soon). Our team consisted of four developers, two project managers, two front-end developers, a digital-analyst, a UXer, and a designer. In about 48 hours, we took an idea from Jeremy Field’s head to a (mostly) working app. We broke up the project in two parts:. First, a back-end that crunches trail, weather, and soil data. That data is exposed via a GraphQL API for a web app to consume.

While developers built the API, I built a static front end using Next.js. Famously, static front-ends don’t have a database, or a concept of “users.” A bit of functionality I wanted to add was saving favorite trails. I didn’t want to be hacky about it, I needed some way to add users and a database. I knew it’d be hard for the developers to set this up as part of the API, they had their hands full with all the #soil-soil-soil-soil-soil (a slack channel dedicated solely to figuring out our soil data problem—those were plentiful.) I had been looking for an excuse to use Userbase, and this seemed like as good a time as any.

A textbook Userbase use case

“When would I use it?” The Usebase site lists these reasons:

• If you want to build a web app without writing any backend code.
• If you never want to see your users' data.
• If you're tired of dealing with databases.
• If you want to radically simplify your GDPR compliance.
• And if you want to keep things really simple.

This was a perfect fit for my problem. I didn’t want to write any more backend code for this. I didn’t want to see our user’s data, I don’t care to know anyone’s favorite trails.* A nice bonus to not having users in our backend was not having to worry about keeping their data safe. We don’t have their data at all, it’s end-to-end encrypted by Userbase. We can offer a reasonable amount of privacy for free (well for the price of using Userbase: $49 a year.) I am not tired of dealing with databases, but I’d rather not. I don’t think anyone doesn’t want to simplify their GDPR compliance. Finally, given our tight timeline I wanted nothing more than to keep things really simple.

Using Userbase

Userbase can be tried for free, so I set aside thirty minutes or so to do a quick proof of concept to make sure this would work out for us. I made an account and followed their Quickstart. Userbase is a fundamentally easy tool to use, but their quickstart is everything I’d want out of a quickstart:

• Written in the most vanilla way possible (just HTML and vanilla JS). This means I can adapt it to my needs, in this case React using Next.js
• Easy to follow, it does the most barebones tour of the functionality you can expect to get out of the SDK (software development kit.) In other words it is quick and it is a start
• It has a live demo and code samples you can download and run yourself

It didn’t take long after that to integrate Userbase into our app with more help from their great docs. I debated whether to add code samples of what we did here, and I didn’t because any reader would be better off using the great quickstart and docs Userbase provides—they are that clear, and that good. Depending on your use case you’ll need to adapt the examples to your needs, for us the trickiest things were creating a top level authentication context to manage users in the app, and a custom hook to encapsulate all the logic for setting, updating, and deleting favourite trails in the app. Userbase’s SDK worked seamlessly for us.

Is Userbase for you?

Maybe. I am definitely a fan, so much so that this blog post probably reads like an advert. Userbase saved me a ton of time in this project. It reminded me of “The All Powerful Front End Developer” talk by Chris Coyer. I don’t fully subscribe to all the ideas in that talk, but it is nice to have “serverless” tools like Userbase, and all the new JAMstacky things. There are limits to the Userbase serverless experience in terms of scale, and control. Obviously relying on a third party for something always carries some (probably small) risk—it’s worth noting Usebase includes a note on their pricing page that says “You can host it yourself always under your control, or we can run it for you for a full serverless experience”—Still, I wouldn’t hesitate this to use in future projects.

One of the great things about Viget and Pointless Weekend is the opportunity to try new things. For me that was Next.js and Userbase for Trailbuddy. It doesn’t always work out (in fact this is my first pointless weekend where a risk hasn’t blown up in my face) but it is always fun. Getting to try out Userbase and beginning to think about how we may use it in the future made the weekend worthwhile for me, and it made my job on this project much more enjoyable.

*I will write a future post about privacy conscious analytics in TrailBuddy when I’ve figured that out. I am looking into Fathom Analytics for that.