In the information economy, the longevity of an organization is based as much on the sophistication of its knowledge management practices as it is on traditional differentiators such as the strength of its products, the talent of its employees, and its marketplace reputation and partner relationships. Simply speaking, as actionable and insightful information becomes the currency of an organization, there are few other ways to tap into any latent potential lost in the office corridors.

How does a user interface designer know that a given design will work? How does anybody develop enough confidence in a design to move it toward the real world? The methods designers use to evaluate user interfaces require training and experience. But the people who need to hire designers are unlikely to have those skills. How do the people who are paying the bills know they are getting good answers?

When resources are limited, the design must be optimized to make the best use of all resources. To account for this complexity, it is important to have a clear understanding of both sides of the design equation—what you have to work with and what you are trying to build.

What do cognitive psychology and information architecture have in common? Actually there is a good deal of common ground between the two disciplines. Certainly, having a background in cognitive psychology supports the practice of information architecture, and it is precisely those interconnections and support that will be explored.

In my experience, I have found that creating and documenting process has been a good exercise to help institutionalize ways of working, to help educate new team members as well as to unveil the mysteries of what we do for executives, product folks, and development teams.

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