什么样统一筹划复杂型的产品系统 – Designing complex products

电子商务 1

小时候背王子安的《黄鹤楼序》,记念最深的其实并不是那句“落霞与孤鹜齐飞”,而是其它三个古典:“阮籍跋扈,岂效穷途之哭!”课文前边对它的注脚是:“(阮籍)时率意独驾,不由径路,车迹所穷,辄恸哭而返。”(《晋书·阮籍传》)王子安当时意气焕发,自然蔑视阮籍之行,老师也批评阮籍说她有作秀之嫌,恐怕是,但如若再组成三国两晋那三个时期,那些战乱频繁、信仰风险的时日,再来体察阮籍的“穷途之哭”,也许又会体会到另一层意思:他哭出了尤其时代的名人名言。

电子商务 2

有人说,迷茫是因为闲的。又有人说,“凡尘事,除了生死,哪1件事不是小事。”还有人说,“若无闲事挂心中,正是江湖好时节”。境界就像尤为高了,其实呢,人类要不是闲慌了,只怕也不会发出法学、杂谈、画作、壁画、茶道、饮食、音乐……所以,闲未尝不是一件好事,未必不是一件坏事,而迷茫,无论在人生的哪二个阶段,都以存在的。


尼父说“五10而知天命”,他探索了毕生,“惶惶如丧家之犬”,后来才了解乐天知命的道理。从孔丘到阮籍,中间经历了7百多年,多少人迷失了?姬郄为报厚恩请介子推出山,结果将她烧死在绵山内部;东北菜的鼻祖易牙,为了齐孝公的一句笑话而烹煮了祥和的亲子;王巨君以文化人的名特别优惠治理国家,却搞出改高句丽为下句丽这种荒唐的作业。从阮籍到今世,又经过了一千捌百余年,在时刻的荒僻前面,什么人不是犹如草芥1般。

什么样规划复杂型的产品系统

处理复杂型产品系统的有的观念

*BY  Erik
K
**(Uber设计老板)*

翻译:Kevin嚼薯片

在完毕《设计数据可视化交互分界面》的篇章后,小编对规划数据驱动的互动界面产生了特大的能动兴趣,笔者调整商量贰个像样的、同样不行关键的主旨:管理复杂型的产品系统。

当你的品种只做了大要上就拿去体现的时候,会有那种令人不安的痛感。那种痛感让自家很恐怖,因为您驾驭潜藏在那下边的复杂,在你消除难点之前它不会浮出水面。假如您不克制它,它就会毁掉你的创造力,甚至在您看到出路在此之前就被扼杀掉。

产品设计的扑朔迷离倾向于三种表现方法:1)管理职员和工人和管理观念的复杂性。
二)产品本身设计的复杂。在遵循、用户和利润相关者的洪流中,是10分难以保持头脑清醒的。在过去,作者失利过很频仍,所以自个儿想享受部分本身在拍卖那些巨型设计项目时所采访到的经历。

电子商务 3

将人的扑朔迷离精简化

陈子昂曾经登高而叹:“念天地之悠悠,独怆然则涕下”,阮籍却恨恨地说:“时无英豪,令竖子成名!”为啥,三个慷慨振作的稳健男儿却哭出了声音,一个玩世不恭形骸的自用隐士却出离了愤慨?或许,都是因为时代的朦胧,让老大原来的融洽,走到了友好的反面。

变动沟通方式

自个儿将从那开端,因为那是管理任何陈设项指标根本大旨。作为设计师,大家平日会承袭项目或要求。大家试着用不难的消息去很好地做到工作,但偶尔在压力下转移规划以应对限制时,大家会认为心寒。

设计产品的难关在于,在那高危害的环境中混杂了有数不清眼光。遗憾的是,设计师的见识并不总是那里的一有个别。那是本来的,但您应该责备的是您自身。

作为设计师,大家有义务更动沟通格局。大家供给教育大家的客户、老总和团伙成员怎么着在安顿进程中迈向成功。

那很劳碌:有时自个儿以为大家的统一筹划怎么说也从没用。那未尝什么样灵丹妙药,但有一些手艺能够援救你。

在你把他们带到那里在此之前,先报告她们要去哪儿

在档次一早先,作者就向利润相关者体现了我们的筹划进程。小编详细地描述种种重点阶段,并突显1些可提交成果。然后在档次的区别阶段,小编都会标注大家方今所处的地点,及下一步去往哪个地方。

电子商务 4

流程和付出时间线的言传身教

除了,小编感到重要的是分解大家所企望的上报类型及反映时间点。有时自身竟然会解释为何反馈是少不了的。那样1来,互相都能对最终的布置输出负责。

如若说,阮籍那四个时期的信仰只是出现了纠纷,那么到了那么些时期,信仰差不离早已经崩塌成渣滓了。于是大千世界都协调在瓦砾中重十信仰,有的人10起的是及时行乐,有的人是非常老实,有的人是天道酬勤,还有的人笑着问:什么是迷信?

与上级交流

每当大家初叶二个新的宏图项目时,我都务求与“主管”会晤。那一般是老板,恐怕是自家能接触到的经历最深的人。我欣赏从集团的源流间接听到他们的愿景和预期结果。

小编做了大气的笔记,去记录他们的心理和所抒发的话。然后本人在描述设计决策的时候去选取同一的言语。那般做是有益处的,因为没有人愿意和总CEO顶牛

当事情变得乱78糟的时候,这种气象会平常发生,作者试器重新调控本人在初期的议会上所听到的始末。作为统一筹划从业者,大家的办事是将铺面愿景转化为高雅的消除方案。未有何样比领导所发挥的始末更能给你显得那集团的状态了。

人的纷纷,根本就说不清楚。杰克 Ma被这一个时代推为电子商务的领路人,人人追捧的教师职员和工人,却去推尊3个姓王的花花世界骗子。巨人互连网公司董事长史玉柱凭借着超人的小购买发卖能力赚到了钱,却想凭一己之力去盖1座全国最高的高个子大厦。太过相信本人和矫枉过正狐疑本身都会促成迷失,一路走来,无论平凡如您自身,依旧伟岸如中国首富马云、巨人互连网CEO史玉柱,何人不是跌跌撞撞,磕磕绊绊,摸着石头走过人生那条晦涩的河?

同理心!

在构想阶段,咱们平时会召集老总和要害的裨益相关者,让她们向介绍公司用户的事态。指标是让那一个好处相关者放下偏见,后退一步,从同理心的角度来设想产品。

大家选用一种叫做 “同理心关系图”
的办法来推进斟酌。前提异常粗略,问问您的功利相关者,他们的用户在想怎样、在做如何、会说怎么着、怎么听和有啥感想,然后把它映射成一个人选剧中人物。大家平常用二

  • 2个关键人物角色,以及特定的时间里,去跟产品进行互动。

电子商务 5

根源全国外省的“同理心关系图”。

在多少个类别中使用了那种措施后,大家吸收壹模同样且震憾的申报——“那是大家第3遍让抱有的管理职员在1个屋子里研究大家的客户,真的很有效应。”
所以大家发轫向来接纳那种措施,正如您从地点的图像中看到的这样。

那纵然有点做作,但那是将职责和洞察力与制品类别中的真实用户联系起来的1种强大的办法。在广大情况下,作者早就接触过的补益相关者并从未加入过严苛的宏图进程,所以那样起先是合适的,并以1种良性的章程去建立一个规划权威。

电子商务 6

将成品的错综复杂精简化

您看,青春的忧伤,职场的吸引,职业的失利,肉体的病症,两性的烽火,生活的泥淖,心境的倦怠,人心的漠然……人生的下坡如此之多,所以心灵鸡汤才会那样盛行,那个酷炫反鸡汤的,焉知不是喝下了另一碗鸡汤?

刺探产品使用成效

若是您正在修改现成的成品,你会发现大量内需再行设计的制品效果。大型产品系统湖南中国广播公司泛的主题材料是:希望找到三个能适合全部应用情形的方案。换句话说,他们是为各类人、每一种场景去设计单第二行业品。要是给那么些产品3个标签,便是
#繁杂#
。接受那样三个产品项目会令人害怕,要想成功,你供给通晓产品的选用作用。

询问叁个功用、荧屏体现、标签、甚至二个输入框的选取频仍程度,能给你一种优先级的论断。自作者发觉它那多少个有助于客户去梳理现成的显示器体现和因素,并划掉他们从没平日选择的事物。有时大家把它讲述为80
/ 20的行走(圈出这些有十分之八时刻会选用的事物,然后删掉别的的事物)。

电子商务 7

让客户圈出平时利用的事物,然后划掉很少碰触的东西。

地点的图是一个系列,大家须求领取一个特定剧中人物的首要性要素。大家的靶子是摸底人们实际采纳的是怎么样,然后在重复设计的劳作流程中先行思考那个效应。

由此不用轻视迷茫了吗,生活和提升已然不易,驾驭和挂钩固然更难,大家都要做要好,只可以做和好。假使您幸运地找到了祥和,临时摆脱了迷茫,那么也请不要声张。假设您不禁要说几句,去拉那个“可怜人”一把,那么也请温柔的别去刺痛他。倘若你相当大心刺痛了人家,并且不想道歉,那么也请您及时地包容本身。究竟,不完美、有通病和深陷迷茫,只是人最自然真实的天性而已。

关注输入和输出

绝大大多时候,产品是高达指标的手法。产品的须求平时来自某个地点,而输出却是其余方面。

在炮制高保真设计的经过中很轻巧忽视了输入和出口。你的用户不太只怕在并未有其它其余干扰下通过贰个鲜明的显示屏上见到您的制品。你应当反思“那些音讯来源哪儿?”和“下一步要做什么?”

反省对于掌握app的上下文至关心注重要。出品生态系统的错综复杂会对你的筹划产生异常的大的熏陶。你或然会发觉你的成品在一个桌面中与二十六个其余窗口同时设有。或许它至关心重视如若在平板计算机上利用,恐怕是由于某种意想不到的指标。

电子商务 8

募集时揭发了芸芸众生以分化的法子接纳产品

上海教室特出了这些观念。在一回现场采访中,咱们比较了:利润相关者访谈所得的制品采用方法

实际的产品应用方式。让大家欣喜的是,每个参与者都在用壹种与她所说的完全不相同的主意来利用那么些产品。

摸底用户在成品和天职之间共享的关切点,重新改动了作者们的筹划战略。

上帝死了,尼采也死了。 那么些时代,什么人未有失路之悲?

可发现性和可学习性的预先级

当你为你的无绳电话机下载六个新的app时,它能够弹出小窗口去告诉它能给你提供的股票总市值,也许不做任何提示。那是进级可发现性的1个重要艺术,因为作为3个消费者,你能够采用选拔该产品或任何类似的拾0种产品。

那种发现性的特色也早先进入商业类软件。我们从客户那里听到反馈,说她们思念用户不会找到那么些专门的作用,所以大家应该让它更特出,或许强调一下。假如那种意况丰富多,你就会猜到,事情会变得乱78糟而复杂。

这是我们常常围绕学习性去争辨的地方。不是怀有的效能都急需变得可用,用户通过互动是足以学学的。好的互相只需求学习贰遍。

那是动物的特性,复杂的体系供给以就义可视性为代价。我们的干活是揭穿首要的施用功用并使其尽恐怕直观。用户不应该“发现”常常利用的品类,也不应有必要他们难忘文书档案技艺使用产品。

简短和清楚

在任何商用级的成品中,真正英豪的挑衅是治本音信的密度。页面上的信息太多,会让用户陷入了一种精神上的混乱,太少,会开始让人难以获得有意义的眼光。那么什么样手艺达到规定的标准平衡呢?

简洁

有时,你有过多新闻方可塞进三个小空间,但全数堆在手上并不是不易的法子。在这种意况下,我们常见建议三个规行矩步的办法来拍卖UI。稳步揭破是依据用户的收益驱动新闻保真度的规则。

电子商务 9

日趋揭露-遵照兴趣展现愈来愈多的深浅新闻

上海教室显示了那个概念。UI中的音信是结构化的,所以只有基本因素是可知的。然后,当用户想要的时候,就会引进越来越多的新闻。交易关闭,当然,是以可知的快慢,但你会获取1个更干净、更洁净的UI。

清晰

一面,有个别产品供给有高档其余数码可知性来支持完毕任务。金融、医疗和电子商务都是无人不晓的急需复杂数据的本行。

当数码密度相当高时,试着对维系清晰度。使新闻密度高的UI清晰的法子是由此采取视觉语言的1致性和减少性。

电子商务 10

出品类别选用颜色、排版和标签有助于保持这一个UI清晰和精简。

在那种状态下维持1致性意味着对以下内容实行约束:

– 类型的改造

– 开关的体制

– 轻松的导航系统

以及对以下内容产生系统化:

– 颜色的选取

– 标签

– 微小成分的复制

具备这个都是优雅的化解方案。这几个话题自然需求更加大、更不假思考的更换,但本人先介绍这么多。

动态标签的竞相

在过去,大家花不少时辰来画线框图,用错误的线条、方块和箭头来连接它们。更不佳的是,这么些可交付成果往往很难让客户驾驭,并招致不佳的假若和复杂的议论。

当大家显示任何一种动态概念的时候,大家看出了他们不再狐疑。因而,大家早先创造基本的动态标签方法来展现和互动。

电子商务 11

最初的导航概念,在静态页面中很难张开展示

即就是使用基本的灰度线框图,这几个动态动画也能清除交换中的歧义。它不是线框图的取代品,但它是1个很好的工具,能够便捷地缩小同1页面上的扑朔迷离。

给他们他们要的东西,以及她们一向不的东西

Henley·Ford最有名的立异格言是“借使作者问他俩想要什么,他们会说越来越快的马。”

客户1般须求“更加快的马”,并且大概对它的外观和工作有四个概念。信不信由你,这往往会导致不须要的纷纭。我们都有过那样的经历,就像是大许多设计师同样,固然如此,大家被供给做过多我们并不兴奋的业务。

做你想做的事很关键,但做科学的事也是很首要的。

提议代表概念大概被认为是一种避忌,特别是在她们继续努力提议的时候。当我们有关于怎么着革新或简化的想法时,我们试图创设2个别的的见解,促销润相关者以一种全新的点子思虑这么些难题。

电子商务 12

把意料之外的想法带到谈判桌上能够激励新的构思

对象是由此理性思维和有数据扶助的实行,并与客户建立信任关系。大家的客户钟情并广泛接受那样三个真相,即大家正在挑战假如,并将有想法的想法带到谈判桌上。

末尾想法

配备、app和数据访问格局的更改使得设计以局地一定让人欢娱的措施在演化。不到两年前,设计笔记本计算机、手提式有线电话机和手表的想法还很少见,现在早已大众化了。交互的愿景更进一步大,随之而来的是对管理复杂性的更大必要。

那是一段有趣的旅程,扶助那样多客户在过去的几年里成立出了不起的成品。如若您走的是一条看似的道路,小编梦想那一个想法能为你做下1个大统一筹划项目时,提供部分教导。

在小说尾巴部分打赏并留言,将得到《产品经营手艺模型地图》和《运行本领形式地图》高清无码版本。


Designing complex products

Thoughts on managing complexity

*BY  Erik
K
*




After the overwhelmingly positive interest in my Designing
Data-Driven
Interfaces
 article,
I decided to write about this related and equally important topic:
managing complexity.

You know that unsettling feeling when you’re half way through a project
and you’re presenting design concepts? No major feedback, smiles across
the table, heads noddingyes.Home run right? No, that feeling scares
the shit out of me becauseyou knowthere’s complexity lurking below and
it will surface before you’re done solving the problem. If you don’t
overcome it can crush your productivity and even kill the product before
it sees the light of day.

Complexity in product design tends to rear its head in two ways 1) the
complexity of managing people and opinions. And 2) the complexity of
designing the product itself
. It’s not always intuitive how to keep
your head above water in a sea of features, users and stakeholders. I’ve
certainly fallen on my face in the past, so I’d like to share some
insights I’ve gleaned about tackling these big design projects.

电子商务 13

Change the conversation

I’ll start here, since this is an over-arching theme for managing any
design project. As designers we too often inherit projects or
requirements and accept them as-is. We try to do a good job with the
little information we have then get frustrated later when pressured to
change the design to address changing constraints.

Part of why designing products is hard is because they represent
high-stakes environments and there are a lot of opinions in the mix.
Sadly, a design voice isn’t always part of that mix. It’s natural to
blame the business, but the one you should blame is yourself.

It’s our responsibility as designers to change the conversation. We
need to educate our clients, bosses and teams on how to be successful in
a design process
.

This is hard: sometimes I feel like our design sermon falls on deaf
ears. There’s no silver bullet, but here are some techniques that help.

Show them where they’re going, before you take them there

At the outset of a project I present stakeholders with a peek at our
design process. I walk everyone through each major stage and show sample
deliverables of what to expect. Then at various points in the project, I
remind everyone where we are and where we’re going next.

电子商务 14

Sample process and deliverables timeline

In addition to explaining the process, I think it’s important to explain
what types of feedback I expect and when I expect it. Sometimes I even
explain how and why feedback is essential. That way it’s clear
that both sides have a responsibility to make the design successful.

Talk to the boss

Whenever we start a new design project I ask to meet with the “boss”.
Usually it’s the CEO, or most senior person I can get access to. I like
to hear the vision and expected outcomes straight from the source.

I take copious notes and try to capture the sentiment and “voice” of
what’s being said. Then I re-use the same language later when
advocating for design decisions.
This has served me well,
because nobody wants to argue with the boss 😉

When things get confusing, and they often do, I try to re-align with
what I heard in that original meeting. As design practitioners it’s our
job to translate the company vision into elegant solutions. There’s
nothing better than the voice of the leadership to help remind you of
the bigger picture.

Empathize!

As a part of the discovery phase we typically gather executives and key
stakeholders into a room to tell us about their customers. The goal is
to get stakeholders to let their guards down, take a step back and think
about the product from an empathetic perspective.

We use a tactic called an empathy
map
 to
facilitate the discussion. The premise is simple, ask your stakeholders
what their customers are thinking, doing, saying, hearing and feeling
then map it to a persona. We typically do this for 2–3 key personas
scoped to a specific time or interaction in the product.

电子商务 15

Smattering of empathy maps from office parks around the country.

After using this technique on a few projects we noticed consistent (and
surprising) feedback— “That was the first time we’ve had all the
executives in a room talking about our customers. It was really
insightful.
” So we started using this technique all the time, as you
can see from the image above.

It may seem hokey but it’s a powerful way to tie tasks and insights to
real users in the system. In many cases, stakeholders I’ve worked with
haven’t participated in a rigorous design process before, so starting
here was appropriate and helped establish a design authority in a benign
way.

电子商务 16

Understand frequency

If you’re working on overhauling an existing product, its not uncommon
to find yourself cataloging aninsaneamount of features that need to be
present in the redesign. One common thread I see in big software
products is that they tend to be one-size-fits all solutions. In other
words, they’re monolithic products that do everything for everybody. If
there was one hashtag for these products it would be #complex. Taking
on a project like this can be daunting, and to be successful you need to
understand frequency of use.

Understanding how frequently a feature, screen, tab, or even an input
box is used gives you a sense for priority
. I find it extremely
helpful for clients to comb through existing screens and circle elements
they use everyday and cross out anything they never use or use
infrequently. Sometimes we describe it as the 80/20 activity (circle the
things you use 80% of the time and cross out anything else).

电子商务 17

Ask clients to circle the frequently used, and cross out rarely touched
items.

The figure above is an artifact from a project where we needed to
extract the key elements for one specific persona. The goal is to
understand what people are actually using then prioritize those features
in the redesigned workflows.

Find the beginning and the end

Most of the time a product is a means to an end. The need for the
product usually comes from somewhere else, and the output goes somewhere
else.

It’s easy to get wrapped up in the process of crafting pixel-perfect
designs and overlook the beginning and end. It’s unlikely your users are
looking at your product on a crisp retina screen, in a perfectly sized
window without any other distractions. You should ask the questions
“Where does this information come from?” and “Where does it go next?”.

The answers to these questions are critical for understanding your app’s
context.The complexity of the ecosystem your product lives in can have
a big impact on your designs.
You may learn that your product lives on
a desktop with 30 other windows open. Or that it’s primarily used
outside on a tablet or for some unintended purpose altogether.

电子商务 18

Interviews uncovered people using the product in wildly different ways

The figure above highlights this concept in action. During an onsite
interview we compared how people actually use the product with what we
were told from stakeholders. To our surprise each of the participants
used the product in a completely different way.

Understanding how the user’s focus and attention was shared between
other products and tasks completely changed our redesign strategy.

Prioritize discoverability and learnability

When you download a new app for your phone, it has very short window to
onboard you and provide value or it’s dead. That’s a big reason to
promotediscoverability, because as a consumer you have a choice to use
that product or 100 others like it.

This stigma of discoverability tends to carry over into business-class
software too. We’ve heard critiques from clients saying they’re worried
users won’t find a particular feature, so we should make it more
prominent or give it more emphasis. If that happens enough times, you
guessed it, things get messy and complex.

This is where we often make the argument forlearnability.Not every
feature needs to blast you in the face to be usable, an interaction can
be learned. Good interactions only need to be be learnt once.

It’s the nature of the beast, complex systems require the prioritization
of features at the expense of visibility to others. It’s our job to
uncover the primary use cases and make them as intuitive as possible.
Users should never have to “discover” frequently used items, nor should
they be required to memorize documentation to use the product.

Cleanliness and Clarity

One really big challenge in any business-class product is managing
information density. Too much information on the page and it puts users
in a mental straight jacket, too little and it starts making it
cumbersome to reach meaningful insights. So how do you strike the right
balance?

Cleanliness

Sometimes you have a lot of information to cram into a small space, but
it’s not critical to have it all on-hand. In this case, we often suggest
aprogressive revealstrategy for decluttering the UI. Progressive
reveal is based on theprinciple that the user’s interest drives
information fidelity
.

电子商务 19

Progressive reveal — showing more information depth based on interest

The figure above shows this idea in action. The information in the UI is
structured so only the core elements are visible. Then more fidelity is
introduced when the user wants it, and no sooner. The trade off, of
course, is speed to insight, but you get the benefit of a cleaner, less
cluttered UI.

Clarity

On the other hand, some products demand a high-level of data visibility
for the job to be
done
.
Financial, healthcare, and e-commerce are industries known for having
notoriously complex products.

When data density is important, try to be meticulous about clarity.
The way to make dense UIs clear is by being ultra consistent and crisp
with the visual language.

电子商务 20

Systematic use of color, typography, and labeling help keep this UI
clear and concise.

电子商务,Dialing in that consistency means exercising extreme constraint with the
following:

– Type variations

– Button styles

– Simple navigation systems

And being systematic about:

– Color choices

– Labeling

– Even
the microcopy

All this adds up to an elegant solution. This topic certainly warrants a
bigger, more thoughtful writeup, so I’ll leave it at that.

Animate Signature Interactions

In the past we’ve spent countless hours generating wireframes and
tediously connecting them with an absurd amount of lines, boxes and
arrows. What’s worse, these deliverables tend to be hard for clients to
understand and lead to bad assumptions and convoluted discussions.

Time and time again we see faces light up when we present any kind of
motion concepts. So we started creating basic motion treatments to
demonstrate signature (read: hard to communicate), interactions.

电子商务 21

Early navigation concept that would have been tough to communicate in
static comps

Even with basic grayscale wireframes, these animations zap the ambiguity
from the conversation. It’s not a replacement for full wireframes, but
it’s a great tool to cut through the complexity of getting people on the
same page quickly.

Give ’em what they asked for, and something they didn’t

Henry Ford’s most famous innovation adage captures it best —“If I had
asked people what they wanted, they would have said faster horses.”

Clients usually ask for “faster horses”, and probably have an idea of
how it should look and work too. Believe it or not, this often leads to
unnecessary complexity. We’ve all been there, and like most designers,
we get asked to do plenty of things we’re not overly excited about.
Nonetheless,

It’s important to do what’s asked of you, but it’s also important to do
what’s right.

It may be considered a bit taboo to present alternative concepts,
especially when they are unsolicited. When we have ideas on how to
improve or simplify, we try to create a polarizing view and get
stakeholders thinking about the problem in a fresh way.

电子商务 22

Bringing unexpected ideas to the table can spark fresh thinking

The goal is to build trust with your client through thoughtful
executions backed by reason and data. Our clients respect and generally
embrace the fact that we’re challenging assumptions and bringing
thoughtful ideas to the table.

Final Thoughts

The changes in devices, apps, and access to data has caused design to
evolve in some pretty exciting ways. Less than two years ago the thought
of designing for laptop, phone, and watch simultaneously was rare, now
it’s table stakes. The landscape of interactions is ever growing, and
with that comes an even greater need to manage complexity.

It’s been a fun journey helping so many clients create great products
over the years. If you’re on a similar path I hope these thoughts
provide some guidance on your next big design project.

英文原来的文章来自:https://blog.truthlabs.com/designing-complex-products-8f9289ab26c9

Leave a Comment.