Tree testing is a usability testing method used to evaluate the navigational structure and findability of information within a website or application. It involves presenting participants with a hierarchical tree structure representing the site’s or app’s content organization and asking them to locate specific items or complete tasks within the structure.
Hierarchical Structure: Tree testing focuses on evaluating the hierarchical structure of a website or application’s content organization, including categories, subcategories, and navigation paths. The hierarchical structure is represented as a tree diagram, with nodes representing categories or pages and branches representing the relationships between them.
Task-Based Evaluation: Tree testing involves presenting participants with specific tasks or scenarios to complete within the hierarchical structure, such as finding a particular piece of information or navigating to a specific section of the site. Participants are asked to navigate through the tree structure using only the provided labels and categories, without the aid of search or navigation menus.
Success Rate and Efficiency: The effectiveness of the hierarchical structure is evaluated based on participants’ success rates and efficiency in completing tasks. Success rate measures the percentage of participants who successfully locate the target item or complete the task, while efficiency measures the time taken by participants to complete the task successfully.
Iterative Improvement: Tree testing is an iterative process that involves conducting multiple rounds of testing, analyzing results, and making design improvements based on the findings. Designers and researchers iteratively refine the hierarchical structure, navigation labels, and information architecture to improve findability and usability over time.
Methodologies and Approaches
Tree testing can be conducted using various methodologies and approaches tailored to the specific needs and objectives of the usability evaluation:
Online Tree Testing Tools
Online tree testing tools, such as Optimal Workshop’s Treejack or Tree Testing by UsabilityHub, provide platforms for designing and conducting tree tests remotely with participants. These tools allow researchers to create custom tree structures, define tasks, recruit participants, and analyze results efficiently, making tree testing accessible and scalable for remote usability studies.
In-Person Tree Testing Sessions
In-person tree testing sessions involve conducting usability tests with participants in a controlled environment, such as a usability lab or conference room. Researchers guide participants through the tree test, observe their navigation behaviors, and collect qualitative feedback through think-aloud protocols or post-test interviews. In-person testing allows researchers to observe participants’ reactions and interactions directly and gain deeper insights into usability issues and challenges.
Hybrid Approaches
Hybrid approaches combine online and in-person methods to leverage the benefits of both approaches. For example, researchers may use online tree testing tools to conduct initial remote tests with a larger sample size and then follow up with in-person sessions to gather qualitative feedback and insights from a smaller group of participants. Hybrid approaches provide flexibility and scalability while also allowing for in-depth exploration of usability issues.
Benefits of Tree Testing
Tree testing offers several benefits for evaluating and improving the navigational structure and findability of websites and applications:
Objective Evaluation: Tree testing provides objective data on users’ navigation behaviors and success rates, allowing designers and researchers to identify usability issues systematically and prioritize design improvements based on empirical evidence.
Early Detection of Issues: Tree testing can be conducted early in the design process, even before the website or application is fully developed, allowing designers to identify and address usability issues at the information architecture level before investing resources in detailed design and development.
Iterative Improvement: Tree testing supports an iterative design process by enabling designers to test and refine the hierarchical structure and navigation labels iteratively based on user feedback and performance metrics, leading to continuous improvement and optimization of the user experience.
Cost-Effective Usability Testing: Tree testing is a cost-effective usability testing method that requires minimal resources and can be conducted remotely with participants from diverse demographics and geographic locations, making it accessible for organizations with limited budgets or tight timelines.
Quantitative and Qualitative Insights: Tree testing provides both quantitative metrics, such as success rates and task completion times, and qualitative insights, such as participant feedback and observations, allowing designers to gain a comprehensive understanding of usability issues and user preferences.
Challenges in Conducting Tree Testing
Conducting tree testing may face challenges:
Task Realism: Tree testing tasks may lack realism compared to real-world browsing scenarios, as participants are asked to navigate through a predefined tree structure rather than exploring the website or application organically. Designers must carefully craft tasks that simulate realistic user goals and scenarios to ensure meaningful results.
Limited Context: Tree testing focuses solely on evaluating the navigational structure and findability of information, overlooking other aspects of usability, such as visual design, interaction patterns, and content relevance. Designers may need to complement tree testing with other usability testing methods, such as usability testing or heuristic evaluation, to assess the overall user experience comprehensively.
Participant Bias: Participants’ prior knowledge, experience, and familiarity with the content or domain may influence their navigation behaviors and success rates in tree testing. Designers should recruit a diverse sample of participants representing the target user population to mitigate bias and ensure representative insights.
Strategies for Conducting Effective Tree Testing
To address challenges and maximize the benefits of tree testing, designers and researchers can implement various strategies:
Task Design: Craft clear, realistic, and actionable tasks that reflect typical user goals and scenarios, ensuring that tasks align with the website or application’s objectives and content. Use language and terminology familiar to users and avoid biasing participants towards specific navigation paths or labels.
Iterative Testing: Conduct multiple rounds of tree testing with different iterations of the hierarchical structure and navigation labels to assess the effectiveness of design improvements over time. Analyze results iteratively, identify recurring usability issues, and prioritize design changes based on the severity and impact on user experience.
Combination with Other Methods: Complement tree testing with other usability testing methods, such as usability testing, heuristic evaluation, or card sorting, to gain a holistic understanding of the user experience. Use a combination of quantitative metrics and qualitative insights to triangulate findings and validate design decisions effectively.
Participant Recruitment: Recruit a diverse sample of participants representing the target user population, including users with varying levels of familiarity and expertise in the domain or content. Use screening criteria to ensure participants match the demographics and characteristics of the intended user base and provide informed feedback.
Usability Reporting: Document and communicate findings from tree testing effectively through clear and actionable usability reports. Present quantitative metrics, such as success rates and task completion times, alongside qualitative insights, such as participant feedback and observations, to provide a comprehensive overview of usability issues and recommendations for improvement.
Real-World Examples
Tree testing is widely used in various industries and contexts to evaluate and improve the navigational structure and findability of websites and applications:
E-Commerce Websites: E-commerce websites use tree testing to optimize product categorization, navigation menus, and search functionality to help users find products quickly and easily. By testing different navigation paths and labels, e-commerce sites can improve conversion rates and user satisfaction.
Corporate Intranets: Organizations use tree testing to assess the effectiveness of their intranet navigation and information architecture in facilitating employee access to internal resources, documents, and tools. By identifying usability issues and information gaps, intranet administrators can enhance employee productivity and collaboration.
Educational Platforms: Educational platforms and online learning environments use tree testing to evaluate the organization of course materials, learning resources, and navigation menus to support student learning and engagement. By optimizing the structure and labeling of course content, educational platforms can enhance user satisfaction and retention.
Conclusion
Tree testing is a valuable usability testing method for evaluating and improving the navigational structure and findability of websites and applications. By assessing users’ navigation behaviors, success rates, and task completion times within a hierarchical tree structure, designers and researchers can identify usability issues, prioritize design improvements, and enhance the overall user experience. Despite challenges such as task realism and participant bias, tree testing offers several benefits, including objective evaluation, early detection of issues, and iterative improvement. By implementing effective strategies and methodologies, organizations can leverage tree testing to create user-centric designs that meet the needs and expectations of their target audiences effectively.
Related Frameworks
Description
When to Apply
Card Sorting
– A user-centered design technique where participants organize content or information into groups or categories based on their mental models and perceptions. Card Sorting helps designers understand how users expect information to be structured and organized.
– When designing or evaluating information architectures and navigation structures. – Conducting Card Sorting exercises to gather insights into user mental models and preferences, informing decisions about information organization and taxonomy design effectively.
Closed Card Sorting
– A method where participants organize predefined cards into predetermined categories or groups. Closed Card Sorting is useful for evaluating existing information architectures or validating predefined category structures.
– When evaluating the effectiveness of existing information structures or validating predefined category taxonomies. – Performing Closed Card Sorting exercises to assess how users categorize information according to predefined categories, informing decisions about information architecture and taxonomy design effectively.
Open Card Sorting
– A method where participants organize content cards into groups or categories based on their own mental models and perceptions. Open Card Sorting is useful for discovering how users naturally organize information and designing intuitive information architectures.
– When designing or evaluating information architectures without predefined categories. – Conducting Open Card Sorting sessions to understand how users mentally categorize information, uncovering insights into user mental models and preferences to inform information architecture design effectively.
Reverse Card Sorting
– A method where participants categorize predefined content cards by placing them into predetermined categories or groups. Reverse Card Sorting is useful for evaluating the clarity and intuitiveness of category labels or taxonomy structures.
– When assessing the clarity and effectiveness of category labels or taxonomy structures. – Employing Reverse Card Sorting exercises to evaluate how users interpret and assign content cards to predefined categories, identifying potential mismatches or ambiguities in category labels and taxonomy structures effectively.
Hybrid Card Sorting
– A combination of Closed and Open Card Sorting methods where participants initially sort cards into predefined categories and then create their own categories for uncategorized cards. Hybrid Card Sorting combines the benefits of both approaches for evaluating and designing information architectures.
– When seeking insights into both predefined and user-generated category structures. – Utilizing Hybrid Card Sorting techniques to assess how users organize content into predefined categories and explore additional categories they create, providing comprehensive insights into information architecture design and taxonomy refinement effectively.
User Persona Development
– The process of creating fictional characters or representations based on user research and demographic data to embody user archetypes and behaviors. User Persona Development helps teams empathize with and design for target user groups.
– When creating user-centered design solutions or understanding user needs and goals. – Leveraging User Persona Development to distill insights from tree testing exercises into representative user personas, informing design decisions and prioritizing features based on user needs effectively.
Usability Testing
– A method for evaluating the usability and user experience of a product or system by observing users’ interactions and collecting feedback in real-world scenarios. Usability Testing helps identify usability issues and gather insights for iterative improvements.
– When assessing the usability and effectiveness of information architectures or navigation structures. – Conducting Usability Testing sessions to observe how users interact with information architectures, navigation menus, or content hierarchies, identifying usability issues and informing iterative design improvements effectively.
Affinity Diagramming
– A collaborative method for organizing and synthesizing qualitative data, such as ideas, insights, or observations, into meaningful groups or categories. Affinity Diagramming facilitates consensus-building and pattern recognition in complex datasets.
– When synthesizing and analyzing qualitative data from tree testing exercises. – Employing Affinity Diagramming techniques to collaboratively organize and categorize insights, themes, or patterns derived from tree testing activities, facilitating consensus-building and prioritization of design recommendations effectively.
Think-Aloud Protocol
– A research technique where participants verbalize their thoughts, observations, and actions while performing tasks or interacting with a system. Think-Aloud Protocol provides insights into users’ cognitive processes and decision-making rationale.
– When understanding user perceptions, behaviors, and decision-making processes. – Applying Think-Aloud Protocol techniques to observe and capture users’ thoughts and behaviors during tree testing activities, gaining insights into their mental models, preferences, and decision-making processes effectively.
Heuristic Evaluation
– A usability inspection method where experts evaluate an interface or system against a set of established usability principles or heuristics. Heuristic Evaluation helps identify usability issues and areas for improvement based on recognized usability guidelines.
– When evaluating the usability and effectiveness of information architectures or navigation structures. – Conducting Heuristic Evaluation sessions to assess how well information architectures and navigation structures adhere to usability principles and heuristics, identifying usability issues and recommending design improvements effectively.
AIOps is the application of artificial intelligence to IT operations. It has become particularly useful for modern IT management in hybridized, distributed, and dynamic environments. AIOps has become a key operational component of modern digital-based organizations, built around software and algorithms.
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Agile Program Management is a means of managing, planning, and coordinating interrelated work in such a way that value delivery is emphasized for all key stakeholders. Agile Program Management (AgilePgM) is a disciplined yet flexible agile approach to managing transformational change within an organization.
Agile project management (APM) is a strategy that breaks large projects into smaller, more manageable tasks. In the APM methodology, each project is completed in small sections – often referred to as iterations. Each iteration is completed according to its project life cycle, beginning with the initial design and progressing to testing and then quality assurance.
Agile Modeling (AM) is a methodology for modeling and documenting software-based systems. Agile Modeling is critical to the rapid and continuous delivery of software. It is a collection of values, principles, and practices that guide effective, lightweight software modeling.
Agile Business Analysis (AgileBA) is certification in the form of guidance and training for business analysts seeking to work in agile environments. To support this shift, AgileBA also helps the business analyst relate Agile projects to a wider organizational mission or strategy. To ensure that analysts have the necessary skills and expertise, AgileBA certification was developed.
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Bimodal Portfolio Management (BimodalPfM) helps an organization manage both agile and traditional portfolios concurrently. Bimodal Portfolio Management – sometimes referred to as bimodal development – was coined by research and advisory company Gartner. The firm argued that many agile organizations still needed to run some aspects of their operations using traditional delivery models.
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Business modelinnovation is about increasing the success of an organization with existing products and technologies by crafting a compelling value proposition able to propel a new business model to scale up customers and create a lasting competitive advantage. And it all starts by mastering the key customers.
A consumer brand company like Procter & Gamble (P&G) defines “Constructive Disruption” as: a willingness to change, adapt, and create new trends and technologies that will shape our industry for the future. According to P&G, it moves around four pillars: lean innovation, brand building, supply chain, and digitalization & data analytics.
That is a process that requires a continuous feedback loop to develop a valuable product and build a viable business model. Continuous innovation is a mindset where products and services are designed and delivered to tune them around the customers’ problem and not the technical solution of its founders.
A design sprint is a proven five-day process where critical business questions are answered through speedy design and prototyping, focusing on the end-user. A design sprint starts with a weekly challenge that should finish with a prototype, test at the end, and therefore a lesson learned to be iterated.
Tim Brown, Executive Chair of IDEO, defined design thinking as “a human-centered approach to innovation that draws from the designer’s toolkit to integrate the needs of people, the possibilities of technology, and the requirements for business success.” Therefore, desirability, feasibility, and viability are balanced to solve critical problems.
DevOps refers to a series of practices performed to perform automated software development processes. It is a conjugation of the term “development” and “operations” to emphasize how functions integrate across IT teams. DevOps strategies promote seamless building, testing, and deployment of products. It aims to bridge a gap between development and operations teams to streamline the development altogether.
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eXtreme Programming was developed in the late 1990s by Ken Beck, Ron Jeffries, and Ward Cunningham. During this time, the trio was working on the Chrysler Comprehensive Compensation System (C3) to help manage the company payroll system. eXtreme Programming (XP) is a software development methodology. It is designed to improve software quality and the ability of software to adapt to changing customer needs.
Feature-Driven Development is a pragmatic software process that is client and architecture-centric. Feature-Driven Development (FDD) is an agile software development model that organizes workflow according to which features need to be developed next.
A Gemba Walk is a fundamental component of lean management. It describes the personal observation of work to learn more about it. Gemba is a Japanese word that loosely translates as “the real place”, or in business, “the place where value is created”. The Gemba Walk as a concept was created by Taiichi Ohno, the father of the Toyota Production System of lean manufacturing. Ohno wanted to encourage management executives to leave their offices and see where the real work happened. This, he hoped, would build relationships between employees with vastly different skillsets and build trust.
GIST Planning is a relatively easy and lightweight agile approach to product planning that favors autonomous working. GIST Planning is a lean and agile methodology that was created by former Google product manager Itamar Gilad. GIST Planning seeks to address this situation by creating lightweight plans that are responsive and adaptable to change. GIST Planning also improves team velocity, autonomy, and alignment by reducing the pervasive influence of management. It consists of four blocks: goals, ideas, step-projects, and tasks.
The ICE Scoring Model is an agile methodology that prioritizes features using data according to three components: impact, confidence, and ease of implementation. The ICE Scoring Model was initially created by author and growth expert Sean Ellis to help companies expand. Today, the model is broadly used to prioritize projects, features, initiatives, and rollouts. It is ideally suited for early-stage product development where there is a continuous flow of ideas and momentum must be maintained.
An innovation funnel is a tool or process ensuring only the best ideas are executed. In a metaphorical sense, the funnel screens innovative ideas for viability so that only the best products, processes, or business models are launched to the market. An innovation funnel provides a framework for the screening and testing of innovative ideas for viability.
According to how well defined is the problem and how well defined the domain, we have four main types of innovations: basic research (problem and domain or not well defined); breakthrough innovation (domain is not well defined, the problem is well defined); sustaining innovation (both problem and domain are well defined); and disruptive innovation (domain is well defined, the problem is not well defined).
The innovation loop is a methodology/framework derived from the Bell Labs, which produced innovation at scale throughout the 20th century. They learned how to leverage a hybrid innovation management model based on science, invention, engineering, and manufacturing at scale. By leveraging individual genius, creativity, and small/large groups.
The Agile methodology has been primarily thought of for software development (and other business disciplines have also adopted it). Lean thinking is a process improvement technique where teams prioritize the value streams to improve it continuously. Both methodologies look at the customer as the key driver to improvement and waste reduction. Both methodologies look at improvement as something continuous.
A startup company is a high-tech business that tries to build a scalable business model in tech-driven industries. A startup company usually follows a lean methodology, where continuous innovation, driven by built-in viral loops is the rule. Thus, driving growth and building network effects as a consequence of this strategy.
As pointed out by Eric Ries, a minimum viable product is that version of a new product which allows a team to collect the maximum amount of validated learning about customers with the least effort through a cycle of build, measure, learn; that is the foundation of the lean startup methodology.
Kanban is a lean manufacturing framework first developed by Toyota in the late 1940s. The Kanban framework is a means of visualizing work as it moves through identifying potential bottlenecks. It does that through a process called just-in-time (JIT) manufacturing to optimize engineering processes, speed up manufacturing products, and improve the go-to-market strategy.
Jidoka was first used in 1896 by Sakichi Toyoda, who invented a textile loom that would stop automatically when it encountered a defective thread. Jidoka is a Japanese term used in lean manufacturing. The term describes a scenario where machines cease operating without human intervention when a problem or defect is discovered.
The PDCA (Plan-Do-Check-Act) cycle was first proposed by American physicist and engineer Walter A. Shewhart in the 1920s. The PDCA cycle is a continuous process and product improvement method and an essential component of the lean manufacturing philosophy.
RAD was first introduced by author and consultant James Martin in 1991. Martin recognized and then took advantage of the endless malleability of software in designing development models. Rapid Application Development (RAD) is a methodology focusing on delivering rapidly through continuous feedback and frequent iterations.
Retrospective analyses are held after a project to determine what worked well and what did not. They are also conducted at the end of an iteration in Agile project management. Agile practitioners call these meetings retrospectives or retros. They are an effective way to check the pulse of a project team, reflect on the work performed to date, and reach a consensus on how to tackle the next sprint cycle. These are the five stages of a retrospective analysis for effective Agile project management: set the stage, gather the data, generate insights, decide on the next steps, and close the retrospective.
Scaled Agile Lean Development (ScALeD) helps businesses discover a balanced approach to agile transition and scaling questions. The ScALed approach helps businesses successfully respond to change. Inspired by a combination of lean and agile values, ScALed is practitioner-based and can be completed through various agile frameworks and practices.
The SMED (single minute exchange of die) method is a lean production framework to reduce waste and increase production efficiency. The SMED method is a framework for reducing the time associated with completing an equipment changeover.
The Spotify Model is an autonomous approach to scaling agile, focusing on culture communication, accountability, and quality. The Spotify model was first recognized in 2012 after Henrik Kniberg, and Anders Ivarsson released a white paper detailing how streaming company Spotify approached agility. Therefore, the Spotify model represents an evolution of agile.
As the name suggests, TDD is a test-driven technique for delivering high-quality software rapidly and sustainably. It is an iterative approach based on the idea that a failing test should be written before any code for a feature or function is written. Test-Driven Development (TDD) is an approach to software development that relies on very short development cycles.
Timeboxing is a simple yet powerful time-management technique for improving productivity. Timeboxing describes the process of proactively scheduling a block of time to spend on a task in the future. It was first described by author James Martin in a book about agile software development.
Scrum is a methodology co-created by Ken Schwaber and Jeff Sutherland for effective team collaboration on complex products. Scrum was primarily thought for software development projects to deliver new software capability every 2-4 weeks. It is a sub-group of agile also used in project management to improve startups’ productivity.
Scrumban is a project management framework that is a hybrid of two popular agile methodologies: Scrum and Kanban. Scrumban is a popular approach to helping businesses focus on the right strategic tasks while simultaneously strengthening their processes.
Scrum anti-patterns describe any attractive, easy-to-implement solution that ultimately makes a problem worse. Therefore, these are the practice not to follow to prevent issues from emerging. Some classic examples of scrum anti-patterns comprise absent product owners, pre-assigned tickets (making individuals work in isolation), and discounting retrospectives (where review meetings are not useful to really make improvements).
Scrum at Scale (Scrum@Scale) is a framework that Scrum teams use to address complex problems and deliver high-value products. Scrum at Scale was created through a joint venture between the Scrum Alliance and Scrum Inc. The joint venture was overseen by Jeff Sutherland, a co-creator of Scrum and one of the principal authors of the Agile Manifesto.
Six Sigma is a data-driven approach and methodology for eliminating errors or defects in a product, service, or process. Six Sigma was developed by Motorola as a management approach based on quality fundamentals in the early 1980s. A decade later, it was popularized by General Electric who estimated that the methodology saved them $12 billion in the first five years of operation.
Stretch objectives describe any task an agile team plans to complete without expressly committing to do so. Teams incorporate stretch objectives during a Sprint or Program Increment (PI) as part of Scaled Agile. They are used when the agile team is unsure of its capacity to attain an objective. Therefore, stretch objectives are instead outcomes that, while extremely desirable, are not the difference between the success or failure of each sprint.
The Toyota Production System (TPS) is an early form of lean manufacturing created by auto-manufacturer Toyota. Created by the Toyota Motor Corporation in the 1940s and 50s, the Toyota Production System seeks to manufacture vehicles ordered by customers most quickly and efficiently possible.
The Total Quality Management (TQM) framework is a technique based on the premise that employees continuously work on their ability to provide value to customers. Importantly, the word “total” means that all employees are involved in the process – regardless of whether they work in development, production, or fulfillment.
The waterfall model was first described by Herbert D. Benington in 1956 during a presentation about the software used in radar imaging during the Cold War. Since there were no knowledge-based, creative software development strategies at the time, the waterfall method became standard practice. The waterfall model is a linear and sequential project management framework.
Gennaro is the creator of FourWeekMBA, which reached about four million business people, comprising C-level executives, investors, analysts, product managers, and aspiring digital entrepreneurs in 2022 alone | He is also Director of Sales for a high-tech scaleup in the AI Industry | In 2012, Gennaro earned an International MBA with emphasis on Corporate Finance and Business Strategy.