Why Performance Matters, Part 3: Tolerance Management

Why Performance Matters, Part 3: Tolerance Management

Why Performance Issues, Part three: Tolerance Management

Commercial

When technical efficiency optimizations attain sure limits, psychology and notion administration may assist us to push the bounds additional. Ready can encompass energetic and passive phases; for the person to understand a wait as a shorter one, we enhance the energetic part and cut back the passive part of the wait. However what can we do when the occasion is a purely passive wait, with no energetic part in any respect? Can we push the bounds even additional?

1
What can we do when there isn’t a energetic wait in any respect? (View large version2)

Waits with out an energetic part occur very often within the offline world: ready in a checkout line to the until, ready for a bus, queuing in an amusement park, and so forth. It’s broadly accepted that the longer the person has to attend, the more negative the reaction3 to the wait. Person response to a wait on-line is no completely different from that within the offline world. Research based mostly on the evaluation of greater than a thousand instances establish 14 distinct types of waiting situations on the web4. Being depending on our customers’ loyalty, we can not depart them dealing with a passive wait.

This three-part sequence explores the notion of time that has additionally an impact on noticed efficiency. The first part5 explored goal time and a few strategies for managing it. We reviewed the concepts behind a number of broadly adopted business requirements, akin to page-loading time and system response time. Part 26 reviewed the preemptive start217 and early completion468 strategies which, by coping with energetic and passive wait, permit us to handle a person’s notion of time.

This half lastly discusses pure passive ready on the internet, how we will cope with it and what could be completed to maintain person satisfaction excessive even when the service can’t be delivered quick sufficient. Along with the research on ready on-line, our evaluation will make use of the psychology of ready traces, buyer satisfaction and different instruments relevant to offline ready.

line9
The psychology of ready traces and different research relevant within the offline world will assist us higher perceive on-line ready. (View large version10)

Psychological Time: Tolerance Management

Within the first half of the 20th century, constructing managers acquired complaints about lengthy ready occasions for elevators. The managers had been perplexed as a result of there was no simple technical resolution. To unravel the difficulty, some costly and time-consuming engineering needed to be thought of. From this level the stories vary11, however somebody (designers say a designer, engineers argue that it was an engineer) got here up with the concept of tackling the issue from a unique, non-technical perspective.

The answer, a lot less complicated and cheaper was discovered: set up mirrors within the elevators and floor-to-ceiling mirrors within the foyer. After putting in the mirrors, the variety of complaints dropped to almost zero with none change within the goal time. Why?

“”White Rabbit: Oh! Received’t she be savage if I’ve stored her ready!”

— Lewis Carroll, Alice’s Adventures in Wonderland

I’m certain most of you possibly can guess the reply. Merely put, the answer changed the pure passive wait that folks skilled whereas ready for an elevator with an energetic one by partaking folks with themselves (and in surreptitiously others). It didn’t attempt to persuade people who the wait was shorter, didn’t do something to the target time or occasion markers. As a substitute, folks had been shifted into the energetic part proper from the start of the wait to its finish. In so doing, folks had been way more tolerant of the wait.

skyscrapers12
Who got here up with the concept of putting in mirrors in elevators? (View large version13)

Now it’s time to get all the best way down the rabbit gap of the ready downside. Let’s face it, it’s not all the time simple to persuade a person wait is shorter than it truly is. However, waiting need not have a negative effect on consumers’ evaluations14 of internet sites if the ready time is properly managed. So why are folks so illiberal of ready?

In 1985, David Maister conceptualized eight “propositions”15 (which have been confirmed in experiments by P. Johns and E. Peppiatt16, P. Jones and M. Dent17, and others) in regards to the psychology of ready. Though Davis and Heineke18 and E. Peppiatt supplemented the checklist with two extra propositions later, for simplicity’s sake we are going to name the entire propositions Maister’s checklist. You will see that the checklist together with the potential suggestions on how we will cope with corresponding propositions within the desk under.

Eight propositions from D. Maister in regards to the psychology of ready, with two further propositions from M. Davis, J. Heineke and E. Peppiatt.
Proposition Suggestion/remark
P1 Occupied time feels shorter than unoccupied time. Steadiness between energetic and passive phases mentioned in part 24719. That is additionally how the elevator downside was solved.
P2 Individuals wish to get began (pre-process waits really feel longer than in-process waits). Early completion6920 and preemptive start217 strategies from half 2.
P3 Nervousness makes waits appear longer. Very subjective and onerous to handle within the on-line world the place there isn’t a actual contact with the person.
P4 Unsure waits are longer than recognized, finite waits.
P5 Unexplained waits are longer than defined waits.
P6 Unfair waits are longer than equitable waits. Meet customers’ expectations: match your ready occasions to these of rivals or at the very least neutralize the waiting time of your services22 in the event you can not cut back the wait in any other case.
P7 The extra useful the service, the longer the client will wait. Rising the worth of your providers is past the scope of this text.
P8 Solo waits really feel longer than group waits. We are able to assume that a lot of the customers are ‘queuing’ alone in entrance of their computer systems, therefore we’ve no administration management over this proposition.
P9 Uncomfortable waits really feel longer than comfy waits. Definition of “comfortable” could be very broad and liable to subjective evaluations.
P10 New or rare customers really feel they wait longer than frequent customers. As in P6, right here we should always meet customers’ expectations contemplating a hypothetical person who involves the location for the primary time.

P3, P8, P9 and P10 are both topics for a much wider software than front-end growth is able to, or are altogether out of attain for administration of an internet site. Therefore, P4 and P5 are the one propositions that miss the administration instruments on this psychology of ready puzzle. These two inform us that one of many fundamental causes folks really feel sad about ready is uncertainty of various nature: how lengthy will the wait take? What’s going on now? Is the end result well worth the wait? To reply these questions, tolerance administration steps in.

23Customers really feel agitated and pissed off about unsure waits. (View large version24)

Present Me Your Progress

“I wonder how many miles I’ve fallen by this time?” she stated aloud. “I must be getting somewhere near the centre of the earth.”

— Lewis Carroll, Alice’s Adventures in Wonderland

To partially resolve the uncertainty and supply details about the ready time and present state of a course of, good ol’ progress indicators are at our disposal. Person researcher Steven C. Seow25 suggests dividing progress indicators into two fundamental teams: dynamic (these updating data with time); and static (unchanging over time). Every of those could be cut up into two subgroups: determinate (initiatives completion by work models, time or another measure); and indeterminate (doesn’t mission completion).

26
Several types of progress indicators. Thoughts the courses. (View large version27)

Now the query turns into when to make use of these. Clearly, if we present a category A indicator for each motion the person performs, it’s going to get very annoying very quick. So, we want some pointers. Once we talked about performance budgets28 partly 1 we outlined some static time intervals. Let me remind you of these whereas mapping them to acceptable indicators.

  • Instantaneous (0.1–0.2s)29
    Clearly, we don’t want to indicate an indicator for one thing that’s perceived to be instantaneous.
  • Immediate (0.5–1s)30
    One second is the utmost time of a person’s uninterrupted circulation of thought. Exhibiting any advanced indicator inside this interval would introduce an interruption of this circulation. However often it does no hurt to show a easy indicator with out textual data. Indicators of sophistication D, like spinners or very primary progress bard (simplified class A), are pure sufficient to keep away from breaking a person’s circulation of thought, whereas subtly indicating that the system is responding.
  • Optimal experience31
    Inside this interval, we should give customers a sign of enter or a request being processed and that the system is responding. Once more, the optimum indicator can be a category D or a simplified class A indicator – there isn’t a want to attract a person’s consideration to further data.

    Some, like GitHub32 (left) and Flickr33, incorporate logos into the spinners or loaders proven in the course of the optimum expertise and even shorter intervals.
  • Consideration span (5–10s)
    That is the frontier of the person’s tolerance threshold and requires a extra full resolution. For occasions inside this interval or longer, we’ve to indicate extra data than only a normal ‘working on it’ indicator: customers have to know the way for much longer they’ve to attend. Due to this fact, we should always present a dynamic indicator of sophistication A or B the place the advance of the method is obvious.

    A progress indicator for durations longer than 5 seconds generally is a easy progress bar with a proportion or extra superior data offering present standing whereas mid-process.

To summarize these suggestions we might formulate our pointers as merely as follows:

34
Tips for progress indicators on the internet. (View large version35)

  • For occasions lasting zero.5–1s, exhibiting an indicator of sophistication D (spinner) or simplified class A (progress bar) is suggested on a case-by-case foundation.
  • For occasions lasting for 1–5s, a category D (spinner) or simplified class A indicator (progress bar) is required.
  • For occasions longer than 5s, a dynamic indicator of sophistication A or B is really useful

It’s common for progress indicators to mix completely different courses or mixtures focused at completely different propositions in Maister’s checklist.

momondomomondo.com36 combines indicators of sophistication D (spinner) and sophistication B (updating present standing with out projecting completion). slackSlack app37 has two ranges of progress indicators. The second provides emotional part to the method by providing customers a optimistic message. uio38Some, like Outlook-powered webmail on the College of Oslo, mix a spinner with details about what’s going on at a specific second. Although generally this data is synthetic and doesn’t mirror actual actions (the textual content is being up to date based mostly purely on the elapsed ready time), it isn’t essentially a nasty factor if it helps customers tolerate the wait. (View large version39) littlebigroom40Little Big Room8241 is a stunning web site that units the temper, reduces anxiousness (P3 within the Maister’s checklist) and units up a snug feeling (P9) for additional waits on the location with its web page loading indicator. (View large version42)

Notice that in instances whenever you use different distracting instruments (like animation) throughout the entire wait, there is perhaps no want for an extra progress indicator: customers’ are already busy processing the animation, thereby tolerating the wait extra simply by default.

Progress indicators are able to offering sufficient data to neutralize uncertainty in accordance with P4 and P5. However can we do higher than simply indicating loading? Can we handle a number of propositions concurrently? We definitely can.

Tolerance Past Progress Indicators

Alice stated nothing: she had by no means been a lot contradicted in her life earlier than, and she or he felt that she was shedding her mood.
— Lewis Carroll, Alice’s Adventures in Wonderland

Let’s get to a fairly fascinating service: tripmydream.com43. Customers can discover flights and resort packages everywhere in the world for a predefined price range. After the essential operations like selecting the theme of your journey and desired dates, the person units the price range for the journey and will get to the search web page.

tmd44The search web page at tripmydream.com employs fairly just a few strategies for tolerance administration. (View large version45)

From a efficiency perspective, trying to find a flight and resort mixture everywhere in the world to match a predefined price range will not be a light-weight activity in any respect. In line with the DevTools, the outcomes for my specific search stored coming in for so long as two minutes. Let’s study what is finished for tolerance administration on this case.

To start with, the early completion468 approach talked about in part 24719: the primary outcomes are rendered as quickly as there are any that match the search standards. However early completion alone will not be sufficient: the primary potential end result was rendered after virtually ten seconds of ready.

tmd48The early completion approach alone doesn’t save tripmydream.com: the primary search outcomes are rendered solely after about ten seconds. (View large version49)

Earlier, we reasoned dynamic progress indicator ought to be proven for such long-lasting processes. For tripmydream.com, that is the advanced indicator of sophistication B consisting of the orange progress bar and the “Analyzing” block proper under the bar.

tmdThe progress bar and “Analyzing” block collectively comprise a posh progress indicator of sophistication B. (View large version50)

Lastly, let’s handle the illustrated character on the backside. The character is aimed toward dealing with P9 (uncomfortable waits really feel longer than comfy waits): often, smiling cartoonish characters evoke feelings associated to light-hearted childhood reminiscences, organising extra comfy emotions whereas coping with the wait. The character may even partially remedy P8 (solo waits really feel longer than group waits) for these of us who spend extra time with digital buddies in entrance of the pc than with actual folks. Consider, although, that using a cartoon character shouldn’t contradict customers’ expectations of the service: such a personality on a banking web site, for instance, can be inappropriate.

tmd cartoon51Cartoon characters might help make a wait extra tolerable. (View large version52)

Total, early completion helps handle a person’s acceptance of ready time in accordance with P1 and P2; the advanced progress indicator offers with P4 and P5; and the cartoon character on the backside makes an attempt to cope with P9 and P8. Fairly a handful of dangerous propositions are below management right here!

However not every thing is clean with the cartoon character on this web page: it not solely soothes, but in addition communicates, offering the person with further textual data. And right here we’ve an issue. As a result of the character and the corresponding textual content on this aspect are modified to a different character each six seconds or so, more often than not customers don’t have any time to learn the total textual content.153

norway54If you happen to place textual content subsequent to a drawing, be sure to present sufficient time for customers to learn it. Eradicating textual content whereas customers are studying builds up frustration quite than managing tolerance. (View large version55)

There are lots of good and unhealthy examples of tolerance administration on the internet. However we are going to check out two which attempt to obtain the identical end result with a unique method.

SlideShare56 and Speaker Deck57 are arguably the 2 hottest providers for importing presentation slides on-line. Companies like these are very helpful for audio system to share their slides after an occasion with a wider viewers. Each of those providers have their very own supporters based mostly on aesthetics or for historic causes, however for a person, the providers are fairly comparable in performance. What pursuits us particularly is the method of importing presentation information to those providers.

From a technical perspective, the method is identical in each instances: a person chooses a file, uploads it, writes the title and different meta data, then clicks a button to publish the presentation. From a psychological perspective, the method can be the identical: importing a file is a pure passive wait as a result of the person has no management over the importing course of. Neither has the person choices aside from cancelling the add altogether. However the interfaces for this course of differ between SlideShare and Speaker Deck.

SlideShare vs. Speaker Deck58SlideShare (high) and Speaker Deck have quite completely different interfaces for a similar operation of importing slides. (View large version59)

The nice half first. Taking a look at these screenshots we will see how the providers make use of tolerance administration for the method of importing a file: the shape suggests filling out the meta data not after, however whereas the file is being uploaded, thereby catering for P1 (occupied time feels shorter than unoccupied time) and P2 (folks wish to get began) propositions in Maister’s checklist. As a substitute of conserving the person passively ready, the person’s mind is immediately triggered into the energetic part by the suggestion of filling out this kind.

However can you see the distinction between the 2? I’m certain you possibly can: the 2 completely different progress indicators on Speaker Deck. And that is the place issues get uncontrolled. The second progress indicator not solely provides some confusion to the interface, it additionally considerably slows down the method as perceived by the person. With SlideShare, my presentation file had been uploaded the second I completed filling out the shape, therefore I didn’t really feel any delay or passive wait. However with Speaker Deck, regardless that my file had been uploaded comparably quick (the primary progress indicator), I nonetheless needed to await the second course of to complete earlier than my slides may very well be seen. And even when I might click on the Save the Particulars button, it does precisely that – solely saves the main points whereas my presentation continues to be being processed. The scenario will get worse as a result of nothing within the interface tells the person what to anticipate after the “processing” is completed: will a person get any profit that’s well worth the wait?

Speaker Deck processing a file60Speaker Deck retains processing the slides for for much longer than it takes a person to fill out the shape with presentation particulars, eliminating any optimistic results of the tolerance administration. (View large version61)

On this comparability, SlideShare exhibits spectacular use of the tolerance administration approach: customers barely discover the passive wait whereas importing information to the service. However, the identical performance at Speaker Deck, whereas using the identical approach at first, eliminates its success additional within the course of.

With tolerance administration at hand, we might lengthen the performance optimization strategy62, offered partly 2, to get the total image of primary strategies for managing goal time, notion and tolerance in our initiatives.

63

Part I: Objective time management64

Part II: Perception management67

  • Preemptive start68: maintain the person within the energetic part for so long as potential earlier than switching to the passive wait.
  • Early completion6920: give the person one thing to work with by switching from a passive to energetic wait as quickly as potential.

Part III: Tolerance management70

Something that helps your customers avoid the dangerous affect of the unsure wait. Contemplate progress indicators71, switching absolutely to an energetic wait, or combining multiple techniques at once72.

However, be it objectively or psychologically, ought to we make every thing as quick as potential? As you possibly can guess, this isn’t but the tip.

Straightforward, Tiger!

“Are there moments when intentionally adding a few extra seconds—however artificial—creates a better experience?” asks Stephen P. Anderson in his article “Wait for It …73”. Let’s determine this out.

Final 12 months, discussion about a placebo progress bar74 on the web site of South Africa’s First National Bank75 made respected minds claim it to be some sort of nonsense76. However let’s not rush to judgement.

77A placebo progress bar on the web site of First Nationwide Financial institution raised a number of controversy. (View large version78)

To start with, as William J. McEwen writes79, “Faster can be better – but only when speed is exactly what the customer wants. Not all customers want to complete every contact with a company at lightning speed.” Do you prefer it when a financial institution web site hurries you? The web site gives an on-line interface to the offline interactions person can relate to in actual life. Customers have expectations about these operations and often these interactions with banks don’t occur on the velocity of sunshine.

80Not every thing ought to be as quick as potential. (View large version81)

Second, by including this progress indicator, the financial institution tries to domesticate a specific emotional design high quality: the concept of a posh product with many advantages. “A lot of things that are really valuable take time,” says Darrell Worthy, an assistant professor of psychology at Texas A&M College. This echoes Maister’s P7: the extra useful the service, the longer the client will wait. The financial institution will not be serving quick meals; it isn’t anticipated to ship outcomes immediately. Just by delaying its response to a mean person (that’s, with out developer instruments and a starvation for sensation), the financial institution tries to handle customers’ expectations, constructing the perceived worth of the service. By the best way, progress indicators on Little Big Room8241 talked about above, just like the progress indicator at First Nationwide Financial institution, usually are not linked to any actual course of as properly: they handle expectation and have a operate completely different from easy progress indication.

This brings us to the next level – so long as you don’t introduce a genuinely new method of interplay or operation, your customers have already got sure expectations of it. Generally, rushing up a course of confounds these expectations and places the person out of countenance, considerably decreasing the perceived worth of your service. In the long term, this is perhaps extra harmful than a slower course of.

83In some instances rushing up a course of considerably reduces the perceived worth of your service. (View large version84)

“Everything’s got a moral, if only you can find it,” stated the Duchess in Alice’s Adventures in Wonderland. And this text humbly tries to speak its personal lesson. The efficiency and velocity of our initiatives are essential, indubitably. However they’ve to fulfill customers’ expectations and wishes earlier than we slake our thirst for velocity. An excellent developer is aware of the right way to make an internet site sooner; a superb developer is aware of when and why to take action. Know your customers, know your instruments and ship your finest.

85Every little thing involves an finish. And right here’s the tip occasion marker of this text.

Endnotes


1 In line with a variety of research like those by M. Masson et al86 and K. Rayner87, the studying velocity for a mean reader (native English speaker studying in English) is round 250 phrases per minute, or about four phrases per second. The graphical components proven randomly at tripmydream.com comprise 16–24 phrases; which means to learn and, most significantly, perceive the textual data, a mean person would wish four–6 seconds. And certainly, the photographs change each 6 seconds on common.

However these research overview studying velocity for texts remoted from different distracting components. Owing to saccadic suppression88 (the truth that we don’t understand data throughout a watch motion), the extra components on the web page, the extra time customers have to course of and perceive the data.

Furthermore, P. Carroll et al89 discovered that when introduced with a captioned drawing, customers are inclined to focus extra on the drawing than on the caption, therefore it requires extra time to course of textual data offered along with a drawing. Which means that: a) being a supportive aspect, the illustrated character unnecessarily drags the person’s consideration away from different extra essential components, diluting their impact; and b) to learn and perceive the textual data coming with the drawings, customers want greater than six seconds. There’s a threat in altering the image in the course of the studying course of; as an alternative of managing tolerance, this builds up frustration.

(ml, al, vf)

  1. 1 http://www.smashingmagazine.com/wp-content/uploads/2015/11/skeleton-opt.png
  2. 2 http://www.smashingmagazine.com/wp-content/uploads/2015/11/skeleton-opt.png
  3. 3 http://www.emeraldinsight.com/doi/abs/10.1108/08876049510100281
  4. 4 http://www.emeraldinsight.com/doi/abs/10.1108/10662240510590379
  5. 5 http://www.smashingmagazine.com/2015/09/why-performance-matters-the-perception-of-time/
  6. 6 http://www.smashingmagazine.com/2015/11/why-performance-matters-part-2-perception-management/
  7. 7 http://www.smashingmagazine.com/2015/11/why-performance-matters-part-2-perception-management/#preemptive-start
  8. 8 http://www.smashingmagazine.com/2015/11/why-performance-matters-part-2-perception-management/#early-completion
  9. 9 http://www.smashingmagazine.com/wp-content/uploads/2015/11/line-opt.png
  10. 10 http://www.smashingmagazine.com/wp-content/uploads/2015/11/line-opt.png
  11. 11 http://www3.sympatico.ca/karasik/GF_evolution_of_legend.html
  12. 12 http://www.smashingmagazine.com/wp-content/uploads/2015/11/skyscrapers-opt.png
  13. 13 http://www.smashingmagazine.com/wp-content/uploads/2015/11/skyscrapers-opt.png
  14. 14 http://www.sciencedirect.com/science/article/pii/S1094996899702252
  15. 15 http://davidmaister.com/articles/the-psychology-of-waiting-lines/
  16. 16 http://www.emeraldinsight.com/doi/abs/10.1108/09564239610149957
  17. 17 https://getinfo.de/en/search/id/BLCP%3ACN004938800/
  18. 18 http://www.emeraldinsight.com/doi/abs/10.1108/01443579410056777
  19. 19 http://www.smashingmagazine.com/2015/11/why-performance-matters-part-2-perception-management/
  20. 20 http://www.smashingmagazine.com/2015/11/why-performance-matters-part-2-perception-management/#early-completion
  21. 21 http://www.smashingmagazine.com/2015/11/why-performance-matters-part-2-perception-management/#preemptive-start
  22. 22 http://www.smashingmagazine.com/2015/09/why-performance-matters-the-perception-of-time/#neutralization-or-chasing-the-leader
  23. 23 http://www.smashingmagazine.com/wp-content/uploads/2015/11/passive-wait-opt.png
  24. 24 http://www.smashingmagazine.com/wp-content/uploads/2015/11/passive-wait-opt.png
  25. 25 http://www.amazon.com/Designing-Engineering-Time-Psychology-Perception/dp/0321509188
  26. 26 http://www.smashingmagazine.com/wp-content/uploads/2015/11/progress-indicators-opt.png
  27. 27 http://www.smashingmagazine.com/wp-content/uploads/2015/11/progress-indicators-opt.png
  28. 28 http://www.smashingmagazine.com/2015/09/why-performance-matters-the-perception-of-time/#choosing-a-performance-budget
  29. 29 http://www.smashingmagazine.com/2015/09/why-performance-matters-the-perception-of-time/#endnote1
  30. 30 http://www.smashingmagazine.com/2015/09/why-performance-matters-the-perception-of-time/#endnote2
  31. 31 http://www.smashingmagazine.com/2015/09/why-performance-matters-the-perception-of-time/#endnote3
  32. 32 https://github.com/
  33. 33 https://www.flickr.com/
  34. 34 http://www.smashingmagazine.com/wp-content/uploads/2015/11/indicators-web-opt.png
  35. 35 http://www.smashingmagazine.com/wp-content/uploads/2015/11/indicators-web-opt.png
  36. 36 http://www.momondo.com/
  37. 37 https://slack.com/downloads
  38. 38 http://www.smashingmagazine.com/wp-content/uploads/2015/11/uio-opt.png
  39. 39 http://www.smashingmagazine.com/wp-content/uploads/2015/11/uio-opt.png
  40. 40 http://www.smashingmagazine.com/wp-content/uploads/2015/11/littlebigroom-opt.png
  41. 41 http://www.little-big-room.com/
  42. 42 http://www.smashingmagazine.com/wp-content/uploads/2015/11/littlebigroom-opt.png
  43. 43 http://tripmydream.com/en
  44. 44 http://www.smashingmagazine.com/wp-content/uploads/2015/11/tmd-opt.gif
  45. 45 http://www.smashingmagazine.com/wp-content/uploads/2015/11/tmd-opt.gif
  46. 46 http://www.smashingmagazine.com/2015/11/why-performance-matters-part-2-perception-management/#early-completion
  47. 47 http://www.smashingmagazine.com/2015/11/why-performance-matters-part-2-perception-management/
  48. 48 http://www.smashingmagazine.com/wp-content/uploads/2015/11/tmd-1-opt.png
  49. 49 http://www.smashingmagazine.com/wp-content/uploads/2015/11/tmd-1-opt.png
  50. 50 http://www.smashingmagazine.com/wp-content/uploads/2015/11/tmd-2-opt.png
  51. 51 http://www.smashingmagazine.com/wp-content/uploads/2015/11/tmd-cartoon-opt.png
  52. 52 http://www.smashingmagazine.com/wp-content/uploads/2015/11/tmd-cartoon-opt.png
  53. 53 #endnote1
  54. 54 http://www.smashingmagazine.com/wp-content/uploads/2015/11/norway-opt.png
  55. 55 http://www.smashingmagazine.com/wp-content/uploads/2015/11/norway-opt.png
  56. 56 http://www.slideshare.net/
  57. 57 https://speakerdeck.com/
  58. 58 http://www.smashingmagazine.com/wp-content/uploads/2015/11/slideshare-opt.png
  59. 59 http://www.smashingmagazine.com/wp-content/uploads/2015/11/slideshare-opt.png
  60. 60 http://www.smashingmagazine.com/wp-content/uploads/2015/11/speakerdeck-opt.png
  61. 61 http://www.smashingmagazine.com/wp-content/uploads/2015/11/speakerdeck-opt.png
  62. 62 http://www.smashingmagazine.com/2015/11/why-performance-matters-part-2-perception-management/#conclusion-for-now
  63. 63 http://www.smashingmagazine.com/wp-content/uploads/2015/11/conclusion-opt.png
  64. 64 http://www.smashingmagazine.com/2015/09/why-performance-matters-the-perception-of-time/#part-1-objective-time
  65. 65 http://www.smashingmagazine.com/2015/09/why-performance-matters-the-perception-of-time/#the-need-for-performance-optimization-the-20-rule
  66. 66 http://www.smashingmagazine.com/2015/09/why-performance-matters-the-perception-of-time/#neutralization-or-chasing-the-leader
  67. 67 http://www.smashingmagazine.com/2015/11/why-performance-matters-part-2-perception-management/
  68. 68 http://www.smashingmagazine.com/2015/11/why-performance-matters-part-2-perception-management/#preemptive-start
  69. 69 http://www.smashingmagazine.com/2015/11/why-performance-matters-part-2-perception-management/#early-completion
  70. 70 #tolerance-management
  71. 71 #progress-indicators
  72. 72 #beyond-indicators
  73. 73 http://uxmas.com/2013/wait-for-it
  74. 74 https://www.youtube.com/watch?feature=youtu.be&v=gpBWwl-Ngak&app=desktop
  75. 75 https://www.fnb.co.za/
  76. 76 https://twitter.com/brad_frost/status/505183790621536257
  77. 77 http://www.smashingmagazine.com/wp-content/uploads/2015/11/placebo-opt.png
  78. 78 http://www.smashingmagazine.com/wp-content/uploads/2015/11/placebo-opt.png
  79. 79 http://www.amazon.com/Married-Brand-Consumers-Bond-Brands/dp/1595620052/
  80. 80 http://www.smashingmagazine.com/wp-content/uploads/2015/11/not-so-fast-opt.png
  81. 81 http://www.smashingmagazine.com/wp-content/uploads/2015/11/not-so-fast-opt.png
  82. 82 http://www.little-big-room.com/
  83. 83 http://www.smashingmagazine.com/wp-content/uploads/2015/11/bed-opt.png
  84. 84 http://www.smashingmagazine.com/wp-content/uploads/2015/11/bed-opt.png
  85. 85 http://www.smashingmagazine.com/wp-content/uploads/2015/11/finish-opt.png
  86. 86 http://link.springer.com/article/10.3758%2FBF03196973
  87. 87 http://www.ncbi.nlm.nih.gov/pubmed/9849112
  88. 88 http://www.ncbi.nlm.nih.gov/pmc/articles/PMC2787621/
  89. 89 http://link.springer.com/chapter/10.1007%2F978-1-4612-2852-3_27

↑ Back to top Tweet itShare on Facebook