When interface design is pursued as an engineering discipline the values can be unexpectedly high. The expected results are a better-looking system, and most interface design professionals operate mostly on that level of visual comfort or branding. But the returns from a deeper workflow-oriented Cognitive Engineering approach have direct impact in several different areas:
These values may seem difficult to quantify but they are significant, and simply leaving the issue alone implicitly assigns them a value of zero. We at didi believe this is one of the primary reasons interface design is underutilized: an occasional visionary can push the issue through on strength of personality, but without real numbers championing the efforts involved is almost impossible. But once the value is made tangible, it’s clear why this is often the most productive place to spend a marginal development dollar.
We’ve developed a scenario-based analytic technique to find the final value for a given project. By estimating minimum, expected, and optimistic returns for each value type we can aggregate to the final magnitude. Input numbers are allowed to be educated guesses because it’s still possible to put reasonable lower bounds on even the most ephemeral of values. What’s the image risk cost of a large trading mismatch or “break”? Well, it’s at least half the value of a nice dinner with the client; call it $50 rather than pretending the firm takes no hit at all.
This spreadsheet gives an example of the total value generated for a single project (here, redesign of a trading desk at a single bank location). Note the over $16 million result.
Savings and productivity gains quickly run into the millions for many projects, even when unreasonably small productivity gains (e.g. 2%) are estimated. Contact didi to tailor a live version of the spreadsheet to capture the hidden values in your specific project; then fill it out yourself. You don’t even have to show us internal numbers—the bottom line is a more compelling argument than we could ever make.