Informatics
Figure 8 Participants at the inaugural workshop in September 2016 organised jointly by EMBL-EBI and Pistoia Alliance. This two- day meeting provided an opportunity for the existing Pistoia Alliance UX community of interest and other interested individuals to meet face-to-face for the first time and to start working on ideas to address common challenges faced by UX practitioners in life science R&D environments
problem UX is trying to solve, and doubly chal- lenging to measure if the UX has been successful.31
What are life science companies currently doing to measure UX impact? We asked the nine companies how they quantify the success of UX in their R&D business. Many of them use specific tools to assess user satisfaction, including:
l A system usability scale (SUS)32: a ‘quick and dirty’, yet reliable tool for measuring usability. It comprises a 10-item questionnaire with five response options. l Net Promoter Score (NPS)33. l ‘Voice of the User’ surveys. l How well products and services compare with customer expectations, eg via customer satisfaction (CSat)34 methodology, task completion rates, or having another project specific metric/KPI. l A ‘joyfulness’ six-question survey, which polls every six months.
Qualitative methods may also be used to mea- sure the quality of the user experience. A specific approach is the HEART framework35, which pro- vides a comprehensive, project-specific approach to measuring UX success, balancing user satisfac- tion with adoption, engagement and task success. The companies also mentioned less tangible UX yardsticks, including measuring the internal demand
Drug Discovery World Summer 2017
trend, tracking expansion of UX services over time and carrying out direct user-feedback sessions. Only one company said it did not measure UX perfor- mance per se, rather overall system success. These measures help make the business case for UX. Our data sample shows (Figure 2) that in the past few years, life science R&D companies have invested more into their UX capability. However, the ratio of UX headcount to total staff (Figure 1) is probably still too small to make a real impact. If more meaningful metrics for managers were avail- able, wider adoption and investment in UX would be more likely. We did not see a specific role for an analytics/metrics specialist in the UX teams we investigated (Figure 3). It may be an assumed skill of the UX designer, or it may be a missed opportunity.
User experience for life sciences: Pistoia Alliance fills the gap The Pistoia Alliance (PA) is a global, not-for-prof- it consortium of life science companies, technolo- gy product and service providers, publishers and academic groups that work together to lower bar- riers to innovation in life science R&D. PA pro- jects transform R&D innovation through pre- competitive collaboration to identify root causes of R&D inefficiencies. In January 2017, PA launched a project involv- ing 50 UX design experts from 16 member organ- isations including pharmaceutical, agri-food, life science and technology companies. The User
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