And here is another story about Nielsen’s another heuristics that I couldn’t agree more. When I was at the university healthcare center for the immunization test, there was an computer error at the nurse’s computer. And guess what was an error message like. I am sorry that I didn’t take picture. There was an error code starting with 0×00 and a few sentences that error has happened, with big red stop sign. (Everybody knows that error has happened.) But the error message didn’t say any helpful message for user for possible solution or the nature of a cause. (I checked the error screen myself carefully for help.)
It was very obvious violation of the discipline which states that “Error messages should be expressed in plain language(no codes), indicate the problem precisely, and suggest a solution constructively.” And the poor old nurse, who I think must be a very intelligent lady, could not solve the problem until I leave after talking to a practitioner. She might felt frustration, which is not good. Wait lady, we, interaction designers, are coming to rescue!
And in the book, there is pros and cons of rapid evaluation methods. There is one more advantage of rapid evaluation with a few UX practitioners or experts over the full usability evaluation with many real users. For an interaction design to be successful, it is imperative that the UX feedback is delivered to the design or developer team as early as possible. That leads to the use of low fidelity of wireframe model of an interface during evaluation. However, real users tend to be annoyed or affected by the low quality of the visual than a trained experts do. So their focus or criticisms are more on the minute aesthetics, which can be easily fixed at later stage. Though the facilitator can explain to the normal users that this is just for the evaluation, their ability to augment the humble visual is limited when compared to experts.
I also agree with the view, that what is important is follow-ups. As mentioned it the 496 page of the text, “Now that you have found the usability problems, what is next?” John and Marks (1997) ,applying the lessons from the usability is a whole new issue requiring organizational view. Sometimes nobody reads usability reports (Worst case scenario). Many cases, it is too late anyway. (Developer team is already behind launch schedule.) And that’s where a dictator like Steve Jobs could excel compared to more democratic or hierarchical organization. If the CEO of the company was the participant of the rapid evaluation, who can ignore the reports?