Pratique du Shadowing: 2026-05-05 Tufts Capstone project presentation - Apprendre l'anglais à l'oral avec la vidéo

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Hey everyone, thank you for joining us.

This is a presentation by the Tufts students who have been

working with a group of us on their capstone project for this year.

For a little bit of context, these are students who are working in,

I believe it's human computer psychology is the name of the course of study.

and they're doing a Capstone project where they're basically doing some user research and some UX design.

So they've been working really hard on this since January when their semester started, and they are excited to share all of this with everyone.

So they're going to walk us through their project presentation, and then we'll have a Q &A.

I have a notes doc.

I'm going to try to take notes as well as I can, but if questions come up for you, please drop them in the questions section,

and then we can get to hopefully all of them at the end of the presentation.

So with that, I'll turn it over to Ivy.

Are you able to share your screen?

Do I need to do anything?

I think you should be okay.

Yeah, I'll be sharing the presentation.

Cool.

Can you guys all see the slides?

Yes.

Perfect.

All right.

We'll get started then.

Thank you guys so much for joining.

So this is the Tufts and GitLab Capstone project presentation.

And this is the overview of Agenda for today. And I'm Ivy.

I'm the UX designer on the team.

Hi, everyone.

I'm Rihanna.

I'm one of the UX researchers.

Hi, guys.

I'm Chelsea, and I'm also a UX designer.

Hi, I'm Jack and I was also one of the UX researchers.

Cool.

Just to give some background on the timeline of our project, so we started our research process early in January and

that kind of carried over until February where we properly defined the problem for this project.

And then moving on to March, we ideated and and designed our design solutions as well as prototyping mid -five prototypes for user testing.

In April, we started our user testing.

So we did a round of concept testing, a second round of usability testing, and then finally we had a mock handoff session with GitLab engineers.

Lastly, so in May, it's our final deliverables and we have hi -fi prototypes and also presentations.

So just to get started on some of the prior research, when a new user gets invited to an organization instance GitLab,

there's no currently onboarding process that walks them through the platform's navigation.

Prior research from GitLab highlighted that the interface can be overwhelming for a first -time user

because it contains so many different functions.

Between the nested menus, hierarchical folder systems, and platform -specific terminology, navigation may not be very intuitive for all users,

especially if they're transitioning from a competitor with different information architecture.

So, to validate the problems from prior research, we ran a round of initial user interviews.

On the methodology side, we used a screener specifically to find people who are not already GitLab users

because we didn't want people who are already adapted to the interface.

So from there we built a structured interview script

and ran each participant through a mix of free exploration and guided task analysis inside a simulated GitLab environment.

That combination let us observe natural behavior while also probing specific scenarios.

Going into these interviews, we had three goals in mind.

First, we wanted to understand how first -time users actually onboard while observing their mental model.

Second, we wanted to understand pain points directly from observing their behavior while they navigated through the interface.

And third, we wanted to validate whether the terminology and hierarchy confusion we'd hypothesized before, specifically around the terminology with group and project,

was a common pain point and not just an edge case.

From doing these interviews, we took away first

that users had a hard time finding the issues assigned to them there's no obvious direct path

and as one participant stated in one of the interviews there's going to be some scrolling around

or you're going to have to search

and filter by a sign to me you have to fiddle around trying to find

that and that was a direct direct quote from one of them secondly participants felt

that a lot of important information was hidden behind submenus the information is there except

it's just not where people expect it to be Third, this one came up many times.

There's a mental model mismatch with GitLab.

There was a diverse spread of what the word project meant to each participant, while GitLab uses project to mean repository.

For example, one specific participant uses the word project to mean a task or initiative.

And more broadly, users coming from other tools found GitLab's terminology and interface unfamiliar.

A user that came from GitHub mentioned

that this is a drastically different user interface and it's something that you haven't explicitly taught me,

so I never would have been able to see it.

So that we developed our user persona.

This is Sasha, who is a staff software engineer focused on front end development.

Her main goals for onboarding to GitLab is to quickly understand how the platform is structured.

So to quickly understand the news platform development workflow and access the assigned repositories to start development.

Her main pain points are hidden or confusing navigation and a lack of onboarding guidance.

Sasha represents the larger GitLab software engineer user group.

Then we also conducted a competitor analysis to further understand tools

that users might transfer to GitLab from and their previous mental models.

Yeah, so in order to scope our problem down, we organized our initial takeaways into these four clusters of pain points.

The first cluster is the lack of discoverability.

The second cluster is unclear hierarchy.

Third cluster is navigation efficiency.

And the fourth cluster is mental model clash.

In terms of lack of discoverability, we found that a lot of the participants ran into issues around being able to easily locate different features

and also the issues assigned to them.

Around unclear hierarchy, participants had trouble understanding what it meant by group and project specifically and how that related to each other.

Around navigation efficiency, there were a lot of click depth throughout the interface

and they generally just wished for a better way of going back and forth between pages.

Lastly, in terms of mental model clash, when participants have prior experience in another platform

they run into issues recognizing these equivalences in gitlab specifically around different terminologies

so we moved forward with two areas of pain points specifically unclear hierarchy

and navigation and efficiency we prioritize these usability issues based on impact

and severity notably hierarchy issues are experienced by seven out of seven participants

and we also thought that solving problems around navigation would help issues around discoverability

and hence we proceeded on we proceeded on to these how might we statements

um finally we arrived at this problem statement

i am a software developer who has recently been invited to my organization's gitlab instance

i need to quickly get up to speed on my team's project

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and begin completing tasks

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but confusions around the platform's hierarchical structure make it difficult to understand where I am and how different levels relate, reducing my efficiency and confidence.

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Moving into the ideation and testing phase,

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the first thing that we did was create rapid wireframes based off of key pain points and our problem statement.

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So each of us came up with eight wireframes and we compared the designs together.

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The two design concepts that we decided to move forward with as a result of the crazy exercise were number one,

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the breadcrumb drop down and number two, the sidebar swap.

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So this is a little video showing what the breadcrumb drop down does.

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Essentially, we wanted to address the hierarchical structure confusion by providing additional context

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when users are exploring so that they can see how different levels relate.

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It also helps clarify where they are in the structure

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because icons in the breadcrumb and in the left navbar give visual anchoring.

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This is design concept number two, the sidebar swap.

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Similarly, it also provides additional textual information when swapping projects about siblings to explain how different levels relate when they're navigating.

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It also helps to clarify where they are.

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We've decided to keep the icons in the breadcrumb and also in the left navbar to provide visual anchoring as well.

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So with those two designs, we decided to go ahead and do some user testing.

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We conducted six moderated interviews with these mid -phi prototypes with the goal of increasing user confidence with navigating,

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increasing effectiveness in understanding information hierarchy and just determining whether users found the navigation bar changes so our breadcrumb and sidebar swap

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were familiar and aligned with their expectations

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sorry um so we found

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that four out of six of our participants preferred concept number two in general they found

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that the second design is more easy to understand and it gives more information about related projects.

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They also felt that the titles sibling projects and sibling groups provided clarity, so having that textual reference.

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And then finally, another participant noted

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that it's just more intuitive for them to click on project there and find their sibling projects within that structure.

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So based off of those user interviews, we decided to move forward and make a couple of changes to our design.

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A few of our participants noted

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that their first instinct was not to click on the side swap menu to see if they can find siblings.

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So in order to address that, we decided to add a tool tip that makes discoverability easier.

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Second, we found that there was a little bit of UI confusion.

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We had an icon on the first iteration that had like an upwards and a downwards arrow.

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In our second design, we decided to swap it so that the arrow changes based on interaction state.

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We also found that there was a bit of conflicting logic.

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So there's a backslash here that we included in the side swap menu

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and that conflicted with logic that they were applying based off of the breadcrumb that they normally saw in the original interface.

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And so as a result of that,

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we decided to just get rid of the backslash tulip or parent group and simplify it down to just sibling projects.

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Then we also addressed edge cases.

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So one of the participants noted that if you have a lot of projects, this side swap menu might cover up the entire left navigation bar.

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So we decided to make a fixed size that only shows a max number of projects.

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And we added a scroll feature and a view, sorry, we added a scroll feature and also a search projects tab for

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if there's a lot of projects in the side swap.

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So based on all of these findings, we moved on to a second round of user testing.

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Going into this round, we had a few different goals in mind.

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For example, because last round was just comparing different design concepts, because we decided to go with that sidebar swap.

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We wanted to really compare it to the original GitLab interface.

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So we did usability tests between our design and then that original GitLab interface.

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This took course over five moderated interviews, where we also used different measures to compare them.

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For example, task success rate, number of use errors, and also SEQ scores.

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In addition to the goals that I just mentioned, there were a few other things we wanted to accomplish with this round.

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The first was to test the addition of icons across the interface to see if that helped the users in any way.

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Additionally, we wanted to test more of the user confidence while navigating, as well as the effectiveness in understanding the information hierarchy,

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which we collected through qualitative metrics.

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So based on those rounds of testings, we had a few positive outcomes.

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The first was through efficiency.

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We found that participants found the sidebar to be another way to navigate, and it was also more efficient in that it was less clicks

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so that they were able to quickly get there rather than having to navigate through the breadcrumbs.

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It seems like our design pretty aligned with user expectations.

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For example, the tooltip was an indicator for them what they were supposed to do.

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The navigation solely through the breadcrumbs didn't feel completely natural.

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And they also were able to identify where they were in the hierarchy based on the naming conventions we use.

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So for example, sibling projects.

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And then also compared to the original interface, They talked about how the iconography we used made it more identifiable where they were.

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And absent that, they were relying on things like the breadcrumbs or just the structure, which wasn't entirely intuitive.

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So we did experience those positives in our second round.

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Additionally, going into kind of those metrics I mentioned earlier,

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for task completion rate, we did experience a 100 % task completion rate with minor error compared to the original interface.

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With our design, there was only about one use error and

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that was because the user initially relied on the previous navigation method so they had unfamiliar.

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unfamiliarity with the drop down, which would improve with use.

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In contrast, the original interface had a few more misclicks.

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I think it was around three.

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And the participants found that the breadcrumb was a little bit confusing

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and they had to navigate through multiple levels in order to find the project they were looking for,

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rather than just through clicking once to find their destination.

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On the Likert scale rating, participants reported an average score of 4 .805,

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which was much higher than compared to the original interface

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and helped indicate that there was an improvement in efficiency and confidence in understanding their location within the structure.

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And then for SEQ scores, our concept averaged 6 .47 out of 7 compared to 6 .13 out of 7 for the original interface.

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So once again, this indicates that the participants found tasks easier when using our design,

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and there was also an improvement in perceived task ease and overall usability.

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Right, so then we arrived at our final design solution.

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It's the Sideswap sibling navigator that clearly indicates the relationship between projects and groups to the user.

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The drop down is activated on click as shown and users can scroll or search for the sibling item.

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The tooltip also you saw appeared on hover so it explains the functionality of the drop down.

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And in addition we kept those project and group icons in the breadcrumb

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and on the left nav bar to highlight hierarchical information to users once more.

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Cool.

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So although our second round of testing validated our designs, there remained some challenges.

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First of all, removing the parent page and returning only sibling projects

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or groups as the drop -down heading sort of eliminated the visible parent -child relationship in the sidebar.

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So users reported that they could only understand their position in the broader hierarchy, team, mostly through looking through the breadcrumbs.

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And so we thought that maybe this was not the correct design move.

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And even though the backslash wasn't the most correct logically, there still needs to be an indication of the parent group within that heading.

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Secondly, so searching within a single level among siblings felt unintuitive for some participants.

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And because it's a scope search, it's less natural than using the primary search bar in the main interface participants commented

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that the search bar felt also cramped within the limited space of the interface.

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Lastly, some participants expected a limited file tree in the sidebar navigator based on their prior experience with version control tools,

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so that would allow them to understand the hierarchy at a glance rather than relying solely on lateral navigation across sibling items.

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And after a mock handoff with engineers, we learned that the infinite scroll behavior in the site swap menu could create scalability concerns.

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For projects with a large number of sibling items, the menu may require loading too much project data at once,

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making the interaction more technically complex and potentially less efficient.

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In order to address this new potential issue, we should consider other options in the side menu,

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such as a C -more link or pagination to reduce initial loading.

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Engineers also brought up potential confusion around where the ViewMy project leads.

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users within the drop down so whether that leads to view all their sibling projects or view all of their project

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yeah so based on of our based on our second round of user testing

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and also the mock engineering handoff session

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there are a few areas of clarity for our future direction obviously based on the timeline uh

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we weren't able to like iterate further but these are just some ideas of where we would potentially take this project?

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How do we have more time and resources?

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So the first would be to test the scope search bar within the drop -down menu with a larger number of items.

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It would be really important for us to understand whether users would still find it useful for locating items

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or whether they would default back to the main global search bar.

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Additionally, we would also evaluate different methods of sorting an organization within the drop -down.

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So some of these options might take the form of frequently accessed

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or recently searched or pin projects that may help users quickly switch between frequently used items as the list grows.

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This is also something we did receive feedback for from our user testing.

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Different users had different ideas of what they would want to see there, so that would be an area of further research.

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Additionally, we would want to do more research in the expansion of functionality.

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Currently, we are working within kind of that limited file tree hierarchy design,

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but we would want to investigate whether expanding the structure and to include, for example, like.

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one level above parent or one level below child would improve users understanding of the overall hierarchy.

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It was also one of the key questions is determining kind of that optimal number of like visible hierarchy levels,

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because we do want to maintain a balance of clarity with also simplicity so that the users are not overwhelmed.

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To reflect on the semester as a whole, we got to experience the full design cycle on a real world problem from start to finish.

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It's one thing to learn about research, ideation, and prototyping through classes or lecture, but to be hands -on,

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it really gives you the full learning experience and that's what we got from this.

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We gained a lot of experience in the research design area.

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We wrote screeners, moderated live sessions, and translated user feedback into actionable items.

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And lastly, the engineering session pushed us to think about our design in a different light.

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We got to hear different perspectives, test our prototype against the design system, and confront technical feasibility, and that just improved our design that much better.

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Overall, this project made us all better researchers, designers, and collaborators.

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And lastly, we want to thank our sponsors

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Chad, Katie, Bindu, Lorena, and Erhan for their support throughout the entire process.

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Well, thank you.

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So any any questions, Robert?

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I see you're typing something.

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Would you like to verbalize it and I can I can type it out?

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I was just complimenting them that they did a great job on the project and the presentation. So congratulations.

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Thank you.

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Yeah.

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Valerie, same question to you.

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I see you're right.

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Yeah, if you can help me type, I'd appreciate it.

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Agree, great presentation.

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This is one of our biggest problems.

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We hear pretty consistently that our customers have a really hard time understanding our product hierarchy.

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This is just a massive problem.

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Really appreciate you digging into it and exploring those UI variations.

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I'm curious, when you were doing the first and second round of testing, I might have missed it,

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but were you able to,

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were some of the questions that were asked to confirm that there was better understanding between groups and projects,

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or were the studies mostly focused on the UI itself?

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Yeah, so we asked follow -up questions in both round of testings, and they were based on Likert scale ratings.

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And obviously, as we mentioned, a lot of it was around confidence,

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but we had a specific question on whether one design helped them learn the differences between project slash group. So, yes.

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Great.

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That's really my question, because that's been one of the things

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that we've been trying to figure out we go through this pattern where we change the UI

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and at some point there's a root cause.

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And so I didn't know if you also did.

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I guess my next question is, were there any explorations that were tied to root cause versus,

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okay, we know that this is going to be the product hierarchy, so how are we going to help people within the product?

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You mean like the differentiation between a root cause?

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Sorry, could you just clarify that again?

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I didn't ask it well.

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So were there any explorations into root cause?

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Meaning if the initial research showed there's confusion.

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So for example, customers coming from GitHub or other products coming into GitLab.

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And because GitLab terminology is different, because we use groups and projects and we use them differently than any other tool,

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a root cause could be that our hierarchy needs to change.

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So instead of 100 % focusing on how can the UI change to help them understand the difference between that,

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was there any exploration that was tied to, hey, maybe we should revisit our actual product hierarchy.

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So that's the question.

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Were there any explorations around addressing, like maybe we should change our product hierarchy?

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Yeah, I think that that is less probably in the scope of our project and

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um i guess instead of looking into the root cause we were focusing more on validating this problem initially

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and i think throughout the interviews that it was kind of apparent to us

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that people were able to understand it but it's mostly the lack of ux

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that made them made

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it harder for them to understand instead of the structure itself being super confusing to start with okay thank you Thanks.

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Any other questions, comments?

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I'll keep going.

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Sure.

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Good for you.

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So one of the things that was mentioned earlier in the presentation was onboarding.

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Were there any other aspects that you all explored to improve the onboarding process?

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One aspect that we didn't really end up digging into was like the sign up flow.

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Our first round of like initial interviews explored like the full onboarding process.

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So what does it look like when a user just gets invited into an organization's instance?

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And then, yeah, what does it look like from their side?

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I think one of the small things that we got out of

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that was there was a little bit of confusion about when you select the role.

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Like, are you a software engineer or are you a project manager?

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A few comments were made about like, what does that change for the interface?

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Like what impact does role selection actually have on their experience?

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But we decided to like pivot and center our project on more of the interface itself rather than the signup flow.

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yeah and I guess on top of

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that we were looking into like onboarded uh onboarding like tutorials initially as well

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because like I guess the most obvious problem on the surface is

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that there is not a walkthrough of things for example there is no like a guided tour

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that some of our interviewees actually like explicitly stated

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that it would be helpful for them

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but I think we ended up trying to solve a different problem than providing just a simple like guided tour.

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Yeah, it makes sense.

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Thank you.

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Thanks.

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Any other questions, comments that aren't in the agenda?

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I'll ask a question just from the perspective of you kind

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of like each one of you kind of took a role within the team of like a UX researcher,

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designer, I missed the other two, but now

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that you've gone through the whole process of going through this

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project getting some real world experience do you still hold true to those roles

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that you kind of played out in this scenario or

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there are new interests that might have developed over the course of this project?

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I think that to begin with, we all sort of wore many hats for this project.

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So although like

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Ivy and I had were like defined roles as UX designer, I think that we also definitely had a hand in research.

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And the same really goes for our UX researchers, like all of us were doing that crazy exercise where we were creating wireframes.

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So I think that our roles bled into each other a little bit

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and I was personally able to find like all of it quite interesting.

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I think I would be excited to do more work in either design or research as well in the future.

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I think our group did a good job of being really collaborative and working well with each other.

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So we bounced a lot of ideas off of each other.

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So like, yeah, like Chelsea said, our roles as researcher designer wasn't very concrete.

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I wouldn't say I have the most high Figma experience, but I got to watch Chelsea and Ivy design.

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So I learned a few things doing that as well.

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I would say for me personally, like, I kind of knew what I was interested in kind of like in the industry going into it,

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which was the research part and I think doing this project kind of validated that for me.

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There are a few areas

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that like I think are outside of the scope of the project that I would be interested in.

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For example, I am a pre -law student

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so perhaps some of like the legal side of things

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or like patent could be potentially interesting

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but I think within this project I definitely got to explore kind of the areas that already interested me personally.

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Yeah, I would say I came into the project thinking that I inclined more towards design,

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but I'm like realizing how much design and research tie into each other and play hand in hand.

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So I think it's important for a designer to have a very solid research basis

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and supporting their design using just like data to be able to justify design decisions.

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So I really think that like being able to do both research

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and design work is something that I want to be able to do in the future.

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Danica, would you like me to type out as you'd replies?

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Sure.

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I'm curious if there was anything that surprised you about working with GitLab, whether it was the product itself or maybe our team as well.

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Yeah.

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I think in terms of the product, like definitely it was a challenge to work with a product

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that has so many different functionalities to start with

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and a very highly technical product like all four of us

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came into the project not having any sort of background in development

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and software engineering

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so it was definitely a challenge just to get familiar with the tool to start off with I think

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it's probably the most important to be able to understand the product before you do any research and design around it.

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So that was probably like the biggest surprise or challenge, at least for me.

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I think we're all a little surprised about kind of the structure of the GitLab team.

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I mean, everyone's so like spread out that like when we were figuring out our meeting,

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we were actually quite impressed with kind of like everyone's perspective and where everyone was coming from.

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I think we also were quite humbled by like the fact

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that so many people were coming to our weekly meetings every week.

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I mean, to us, it's our little capstone project.

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So we're quite thankful

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that we have the support of the GitLab team who are

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constantly zooming in from all parts of the world to like share their feedback.

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So that was really, we really appreciated that.

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I was also very impressed about like how on time, time efficient you guys were,

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because we would have like our script for our interviews ready

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or like an idea of what we wanted to interview

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and then the next week you guys would have like seven participants ready for us

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and so I think

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that allowed us to stay on task of the research process

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rather than get distracted with like trying to recruit a bunch of participants

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so I'm very grateful that that was like something we didn't have to do.

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And if I can interject, huge shout out to Kate on the experience research team.

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She is the one who did all of that hard work to get us participants for those.

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She was really crucial in this.

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Sorry, this is a question to you all.

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Any other questions or feedback?

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Well, I'd like to say I think you did an excellent job.

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This is one of our toughest challenges and a recurring hot topic, shall we say.

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I think part of the reason that it's in the state that it is, is not just because it's difficult at a user experience level.

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It's also a challenge simply from the technical side of things.

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It's one where it goes beyond logic

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and ends up being fraught with a whole other thing that you don't have to experience,

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which is politics and it may seem silly from the outside, which it also seems silly from the inside,

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that that even becomes a factor.

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But as you work your way into the industry, you'll discover that logic isn't always the thing that makes the decisions,

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but the way that you position yourself, your team, and how others position theirs,

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oftentimes is what dictates the roadmap or the priorities of what eventually ends up in the product.

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And those decisions end up having ripple effects for years.

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And so that's one of the waves

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that you got to ride during the course of this project and something that we're still,

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as you can tell, rowing against and trying to reel ourselves back in.

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So you got to see one of the very, very toughest real -world challenges.

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And you weathered that storm perfectly and came up with excellent recommendations.

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So congratulations on that.

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Thank you so much.

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I have a follow -up on that actually.

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I'm curious in GitLab, how does a design lifecycle look like?

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How long does it take for something to get pushed through and actually be implemented?

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Val?

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I knew you were going to toss it over here.

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It varies.

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I'm going to give the worst answer.

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It depends.

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It depends on scope.

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And then it also depends on our individual skill set.

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So I'm very blessed to have a team of designers who can also code.

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And we work at a company who encourages us, or who, I guess, GitLab is not a person.

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But anyway, we are encouraged to ship code.

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And so we can create an MR and make a change in the product directly.

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Now, our capabilities are going to be limited to what it is that we feel comfortable and safe to make changes with.

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But so if it's smaller, copy change, maybe you swap out a button, we participate in migration, component migration days, things like that.

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So we can make the changes ourselves or if they're much larger and they'll require like backend support and things like that,

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then it's going to take a little bit longer because we need to engage our cross -functional peers.

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And then it gets into that,

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what Jonah was mentioning, the prioritization and justifying the changes and then actually getting the work through.

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So I would say from a couple of hours to weeks,

418

months, sometimes years, depending on the political aspect.

419

Yeah, it's where the change or the need is coming from.

420

So the idea of not invented here very much comes into play.

421

If it's an engineer's idea, it may already actually be built and just look terrible,

422

in which case we get to do the lipstick on the pig, which is the least glamorous job that you can possibly have

423

and you can argue against it all you want but it's a reality

424

and then there are you know great ideas

425

that can be had outside of that that could you know be readily accepted

426

and go straight into production because it's the best idea in the world

427

and it is just simply hit a lucky streak

428

and you ship it and everybody celebrates and you're the greatest thing

429

and the greatest thing that ever lived or it can be a fantastic idea

430

and somebody just doesn't like the way you presented it.

431

And it can languish.

432

So your mileage may vary.

433

So the way that you present, the way that you come across to people, the way that you present,

434

you think through the arguments that you may get, you think about the rude cues,

435

is the way that we phrase it, is very important.

436

I will approach things as if I am presenting a legal case as much as anything else.

437

So that type of mindset kind of comes along with the territory as you work your way up in the design world.

438

It's what precedents are out there that I can establish?

439

How can I bring as much logic to this as possible?

440

The psychology angle, if that's, you know, I think that's part of the classes that you're in.

441

That is one of the better ones to be able to

442

walk in the door with is the quantifiable proof of the psychology

443

that you are that you're bringing into that conversation

444

because that's an area

445

that you will most likely not have have thrown back at you right

446

there probably isn't somebody else in the room who has

447

that same background so that'll give you an upper hand in the way that you conduct your negotiations.

448

Yeah, so much of design is sales, right?

449

So if you got an idea and you put together the solution, then you have to be the biggest advocate for it.

450

And you're doing it on behalf of a great cause, which is the end user.

451

And so there's something really rewarding in that.

452

But it is up to you as a designer or a researcher or a combination to carry it forward.

453

And that's the hardest part.

454

That's the slowest part is because sometimes not everybody is going to get

455

that you have this really good idea and you have this data

456

that supports that it's going to solve things like real customer problems.

457

And you have to overcome that.

458

Thank you guys for sharing.

459

all right thank you everyone um unless we have any other questions or comments, we can wrap it up.

460

I would also like to thank the mentors who were with the students this semester.

461

Bindu, Aaron, Katie, Lorena.

462

Kate, as I said, was a huge help on the experience research side.

463

And our engineers as well who helped us out, Buck and Kushal and Constantine.

464

It takes a village kind of thing and I appreciate that you all came to support the students in this work.

465

and also thanks to all of you as Jack mentioned we're all over the place in the globe

466

and we are busy with a lot of work to do

467

so I appreciate you taking some time to hear these students out give them your feedback on all of this

468

so thanks so much everybody

469

and I'll share this recording as well awesome thank you thank you see y 'all thank you thanks everybody thanks everyone

470

Thank you.

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Vocabulaire et conseils d’expression pour cette leçon

Cette leçon d’expression orale s’appuie sur la vidéo « 2026-05-05 Tufts Capstone project presentation ». Les mots qui reviennent le plus souvent : project, user, design. Cette vidéo contient 470 phrases et 6082 mots à répéter en shadowing. La partie parlée dure 40:33. Le locuteur parle à un rythme naturel d’environ 150 mots par minute, proche d’une conversation courante. 83 % des mots font partie des 3 000 mots les plus courants en anglais ; le reste mérite d’être vu avant de commencer.

Vocabulaire clé de cette vidéo

15 mots de la vidéo à retenir, avec leur prononciation et leur sens :

Mot	Prononciation	Sens
participant nom	/pɑːɹˈtɪsəpənt/	participant, participante
interface nom	/ˈɪn(t)ɚˌfeɪs/	interface
hierarchy nom	/ˈhaɪ.ə.ɹɑː(ɹ).ki/	hiérarchie
sibling nom	/ˈsɪb.lɪŋ/	frère et sœur, adelphe
navigation nom	/nævɪˈɡeɪʃən/	navigation
swap verbe	/ˈswɑp/	permuter
designer nom	/dɪˈzaɪnɚ/	designer, styliste
menu nom	/ˈmɛn.juː/	carte, menu
researcher nom	/ˈɹiˌsɝ.t͡ʃɚ/	chercheur, chercheuse
efficiency nom	/ɪˈfɪʃ.ən.si/	rendement
scope nom	/skəʊp/	portée
confusion nom	/kənˈfjuːʒən/	confusion, désordre
navigate verbe	/ˈnæv.ɪ.ɡeɪt/	naviguer
feedback nom	/ˈfiːdˌbæk/	évaluation, réaction
explore verbe	/ɪkˈsploɹ/	explorer

Les verbes à particule que vous entendrez

Mot	Sens
end up verbe	se terminer, se finir
go through verbe	traverser
come up with verbe	inventer, imaginer
figure out verbe	cerner
bring up verbe	élever
come across verbe	avoir l'air de
come up verbe	se montrer, sortir du bois
cover up verbe	cacher, dissimuler

Des phrases à répéter

Des phrases courtes et complètes de la vidéo, à réutiliser dans la conversation de tous les jours :

Are you able to share your screen?
Do I need to do anything?
Can you guys all see the slides?
How do we have more time and resources?
You mean like the differentiation between a root cause?

La grammaire de cette vidéo

Les structures que le locuteur utilise le plus, avec les mots exacts de la vidéo :

Structure	Dans la vidéo
Present perfect continu have/has been + -ing — une action commencée avant et toujours en cours	they've been working · we've been trying
Phrases conditionnelles if + proposition, will/would + verbe — une condition et son résultat	if you can help me type, I'd appreciate · if they're much larger and they'll require
Voix passive be + participe passé — l’accent est mis sur ce qui arrive, pas sur qui le fait	are already adapted · was hidden · is structured
Propositions relatives who / which + proposition — une précision sur une personne ou une chose	students who have · students who are · people who are

Prononciation à surveiller

Le locuteur utilise 67 contractions et formes réduites, comme I'm, you're, didn't. Prononcez-les sous leur forme courte, telles que vous les entendez.

Les sons « sh » et « zh »: navigation /nævɪˈɡeɪʃən/, presentation /ˌpɹɛzn̩ˈteɪʃn̩/, efficiency /ɪˈfɪʃ.ən.si/, confusion /kənˈfjuːʒən/, exploration /ˌɛkspləˈɹeɪʃən/
Mots longs — placez bien l’accent: participant /pɑːɹˈtɪsəpənt/, hierarchy /ˈhaɪ.ə.ɹɑː(ɹ).ki/, navigation /nævɪˈɡeɪʃən/, efficiency /ɪˈfɪʃ.ən.si/, exploration /ˌɛkspləˈɹeɪʃən/

Les sons difficiles pour les francophones :

/h/ — il se souffle, il n’est pas muet: hierarchy /ˈhaɪ.ə.ɹɑː(ɹ).ki/, helpful /ˈhɛlp.fl̩/, behalf /bɪˈhæf/, hence /ˈhɛns/, highlight /ˈhaɪˌlaɪt/
/tʃ/ et /dʒ/ — à ne pas adoucir en « ch » et « j »: researcher /ˈɹiˌsɝ.t͡ʃɚ/, terminology /ˌtɝ.məˈnɑ.lə.d͡ʒi/, psychology /saɪˈkɑ.lə.d͡ʒi/, congratulations /kənˌɡɹæt͡ʃəˈleɪʃ(ə)nz/, agenda /əˈd͡ʒɛn.də/
/r/ anglais — langue recourbée, sans frotter la gorge: participant /pɑːɹˈtɪsəpənt/, hierarchy /ˈhaɪ.ə.ɹɑː(ɹ).ki/, presentation /ˌpɹɛzn̩ˈteɪʃn̩/, researcher /ˈɹiˌsɝ.t͡ʃɚ/, explore /ɪkˈsploɹ/

Comment s’entraîner avec cette vidéo

Écoutez la vidéo en entier une fois sans parler et notez les mots que vous ne connaissez pas.
Commencez à la vitesse 0,75×, répétez phrase par phrase, puis revenez à la vitesse normale quand cela devient facile.
Enregistrez-vous et comparez avec l’original, en faisant attention à des mots comme participant, interface, hierarchy.

Qu'est-ce que la technique du Shadowing ?

Le Shadowing est une technique d'apprentissage des langues fondée sur la science, développée à l'origine pour la formation des interprètes professionnels. Le principe est simple mais puissant : vous écoutez de l'anglais natif et le répétez immédiatement à voix haute — comme une ombre suivant le locuteur avec un décalage de 1 à 2 secondes. Les recherches montrent une amélioration significative de la précision de la prononciation, de l'intonation, du rythme, des liaisons, de la compréhension orale et de la fluidité.

Technique du shadowing : lire le guide complet étape par étape →

Pratique du Shadowing: 2026-05-05 Tufts Capstone project presentation - Apprendre l'anglais à l'oral avec la vidéo

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Vocabulaire et conseils d’expression pour cette leçon

Vocabulaire clé de cette vidéo

Les verbes à particule que vous entendrez

Des phrases à répéter

La grammaire de cette vidéo

Prononciation à surveiller

Comment s’entraîner avec cette vidéo

Qu'est-ce que la technique du Shadowing ?