HEART Framework

The HEART framework provides five categories of user-centric metrics to measure the user experience of a digital product.

When implementing and launching digital products and services, measuring the user experience is essential and decisive for success or failure, because the product stands and falls together with the users.

The HEART framework was developed by Google (Kerry Rodden) and provides five categories of user-centric metrics to measure the user experience of a digital product. These metrics can be used at the global product level as well as at the feature level. One of the key motivations behind these metrics is to be both data-driven and user-centric.

The HEART framework was developed as a complement to the PULSE metrics, which focus very strongly on the technical side of a product:

  1. PageViews: How often is the product used? Which pages are called up how often and for how long?
  2. Uptime: What is the uptime during which the product is available and accessible to users?
  3. Latency: How high are the performance, loading times and response times of the product?
  4. Seven-DayActive Users: How many unique users use the product at least once within seven days?
  5. Earnings: How much revenue is generated by the product?

These PULSE metrics are important from a business perspective, but say, for example. little about user satisfaction or context of engagement. If a page is visited for an average of five minutes, this can indicate high engagement, but also high loading times or a fast information architecture in which users do not find their way around.

HEART is therefore intended to supplement these metrics with the following categories:

1. happiness: how satisfied are the users? How likely would they be to recommend the product?

2. engagement: How often and intensively is the product used?

3. adoption: how many new users are there?
4. retention: how often do users come back? How long do they remain with the product?
5. tasksuccess: can users complete their tasks effectively and efficiently with the product?

Depending on the type of product, not all categories may be measured with the same intensity. For example, Kerry Rodden argues that in B2B applications that are (or have to be) used by employees in the context of their daily work, the category “engagement” is probably less important than, for example, the category “engagement”. “Happiness” or “Task Success.” Nevertheless, the categories should be considered holistically.

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