引言
At UXPin, we’re trying to be as agile as we possibly can. We launch new versions of our user experience
design app every couple of days. Some features stay with us for good, some are killed soon after the
launch,and some are improved in time to meet our (and our users’) expectations. We accept constant
change and a never-ending quest for improvement. Let me explain the basic tenets of our approach and
tell you how to use it in your startup.
對於 UXPin 使用介面上，我們盡所能地使它更敏捷。我們每幾天就針對我們的使用者經驗設計推
出新版本的 APP 設計。某些功能留著對我們是好的，有些推出後不久就被淘汰，而這些改善的時間，
可以使我們（用戶）更為期待。我們接受不斷變化和永無止境的追求進步。讓我來說明我們的方法
的基本原理的方法，並告訴你如何開始使用它。
The golden rule
When I used to work as an in-house UX manager,my UX team had one golden rule: “a designer never
leaves a project”. We meant that the launch of a new product/feature doesn’t authorise anyone to have a
crazy celebration. No champagne, no running about naked, no dancing around.There’s nothing to drink to
or jump for joy. Launching a product is just an opportunity to measure your users’ behaviour, learn from it
and optimise the design. It's a time for crucial work and a feeling of anxiety rather than relief. It sounds
like we were no fun, right? But the point of this approach wasn’t to become party poopers. It hung on one
thing: the definition of success. UX designers always try to influence the behaviour of users and improve
their experience. That’s the ultimate goal. We succeed if the users succeed in using our product and their
experience is magnificently good.
當我作為一位內部的使用者經驗設計經理工作時，我的使用者經驗設計團隊有一個完美法則︰身為
一個設計者決不會丟著專案不管。我們的意思是，一個新產品的推出/產品的外在形體並不會讓人
陷入著迷。沒有香檳，沒有裸跑，也沒有跳舞，沒有任何可以暢快痛飲或歡呼雀躍。一個產品的誕
生只不過是對使用者測量的結果，並從中學習來設計得使它更近完美。這是一個決定性的工作時間，
並讓人感到焦慮不安而無法鬆懈。這聽起來像是我們毫無樂趣，是吧? 它被放在一件事情上來看:
成功的定義。使用者經驗設計師總是影響著使用者的行為並且改善他們的使用經驗。這是最終的目
標。假如能讓使用者成功的使用我們所設計的產品而且讓他們的使用經驗感到非常地棒，那我們就
成功了。
Our golden rule was meant to constantly remind ourselves about two things:
1.A UX design is only as good as its measured performance.
2.Optimisation is constant. We just postpone it when the costs are higher than the assumed gain.
我們的完美法則不斷地提醒我們自己兩件事:
1.使用者經驗設計就是像測量的效能一樣好。
2.最佳化是不會輕易改變的目標。當成本大於預期的收益時，我們就只好延緩設計的時間。
Interestingly, this approach proved itself to be even more important in a startup than in an established
company. Accepting the constant effort to improve the user experience is a "make it or break it" factor for
every young organisation. UXPin would never have survived its initial stage if not for constant
measurement and optimisation. Most entrepreneurs I know are not eager to accept this. We all live in an
extraordinarily tough and stressful environment. When we launch a new product or feature, we’re chasing
our dreams. We believe that from now on, finally, everything will be just fine. Usually, it isn’t. In many
cases, nothing changes after a launch. In some situations, things might even get worse. You must be ready
for this, have the knowledge to improve your situation, and convert losses into gains. Remember, as an
entrepreneur, you must be goal-oriented, not relief-oriented. Relief after deploying code to production
servers is not a success: a change in metrics is. I know this is hard. Startups are hard. Startups that care for
user experience are even harder. But don’t worry: what doesn’t kill you, makes you stronger. Constant
improvement of your users’experience will lead you to overall success. It might not happen overnight, but
consistency will pay off.
有趣的是，與一家剛創立的公司相比，這種方法證明了它剛開始的重要性。對每件新事物都要能努
力不懈的改善使用者經驗不論是重新再造或是破壞其要素。假如沒有固定的尺寸和最佳化的要素，
那麼使用者經驗也將不會保存至今。我知道大多數的企業家並不會接受這個。因為我們生活在一種
非常緊繃和壓力大的環境裡。當我們積極投入開發一個新的產品或造形時，我們不斷地在追趕我們
的夢想。我們相信從現在開始到最後的每件事情都將會是好事。但通常結果並不盡人意。在許多事
情上，積極投入後沒有哪件事情是不改變的。在某些處境上，事情可能會變得更糟。你必須準備來
面對它，要有知識來改善你的處境，並且將損失轉換成收益。記得，當身為一位企業家你必須要朝
向目標前進，而不要逃避。在發布代碼給產品服務者之後，解除不是那麼成功的：公式運算上的改
變是其原因。我知道這是件非常困難的事。剛開始是不容易的。從頭開始關注使用者經驗甚至是困
難的。但是，不要擔心，這並不會殺死你，反而使你更強壯。對於你的使用者的經驗要不斷精進保
持，這些經驗將領導你邁向成功。這或許並不是一蹴可成的事，但總有一天將會實現。
Technically and actually working stuff
A design isn’t finished until somebody is using it, said Brenda Laurel, a great designer who used to work
for Atari, among others, in the 80s. This is a condensed truth. Great designs don’t just look beautiful: they
let people succeed in their endeavours. A design actually works if people keep using it and their
experience is great. This is the difference between‘technically working’ and ‘actually working’. Your
team might claim that something works just because functionally it’s more or less all right. If you know
how to perform a certain task, you can succeed – they say. It’s according to the spec – they say. It’s just as
we discussed it – they keep saying. The problem is that the users don’t know, or care,whether the feature
is as you discussed. They only care whether they like using it. So does the feature work or not? In a
company focused on user experience, it doesn’t. If users fail to use a certain feature, it doesn’t work. It
just works technically – and technically is not nearly enough. Most successful startups are not in the
programming business: they are in the ‘creating a great user experience’ business. So work until your
startup will actually enable users to succeed-and beyond.
設計並不是結束而是能持續讓每個人都可以使用到它，Brenda Laurel 說過，這個方法也用於雅達利
的工作之中，他是在 80 年代的一個偉大的設計師。這是一件顯而易見的道理。偉大的設計者不是
只有看見物品好不好看:由於他們的努力使得大眾都能成功的使用。假使能讓大家持續的使用這樣
的產品而且得到的經驗是很好的，這樣就是一種實際的設計工作。技術層面與實際層面這兩者是決
然不同的工作。對設計團隊而言在工作上對於一些事情的要求有可能只是在於功能要增加或減少而
已。他們說:假使你知道如何執行有把握的任務，那你一定會成功。這也就能呼應到他們所要告訴
我們的事。這就是我們所討論他們在說的事。使用者對於這問題並不會了解或關心，亦或者產品功
能是否被討論著。他們只關心他們是否喜歡使用這產品。所以，產品的部分功能是否要列入考量?
在顧客對於使用者經驗上來說，它不是顧客所關注的。如果用戶不能使用某些功能，這也是行不通
的。它只是技術上-和技術是遠遠不夠的。對於大多數剛創立的公司而言並不是靠程式設計成功的，
而是創造一個很棒的使用者經驗。所以，持續的工作，直到你使使用者成功並且超越為止。