user centred design from an organisational perspective by dr jianzhong lu and karl davis in 2005 at...
DESCRIPTION
This presentation was made at the Human Centred Design revolution workshop organised by Different Solutions. It is a case study on our client, BHP Billiton and using a HCD approach for the redesign of their global intranet. It outlines the challenges an organisation faces when adopting a UCD approach, corporate governance and determining measures of success.TRANSCRIPT
User Centred Design from anOrganisational Perspective
Dr. Jianzhong Lu
Manager, Internet and Intranet
BHP Billiton Ltd
Karl Davis
Professional Services Director
Different
May 2005
Page 2
Redesiging the Intranet as part of the Journey:Intranet Portal Common User Interface
Page 3
Global Intranet Strategic Framework
Contributor Support• Style Guide• Content Guidelines• Checklists, templates• Workshops, training• FAQs, whitepapers, “how-tos”Site Design Rules
• Style Guide• Content Guidelines• Methodologies, processes• Quality Assurance framework
Discovery Framework• Information architecture• Site vocabulary (taxonomy)• Discovery tools (search, index, navigation, site map)
Site Governance• Executive Sponsor• Steering Committee• Editorial Committee
Monitoring & Reporting• Metrics• Analysis/reporting tools• Review/testing strategy• Reporting framework
Strategy & Guiding Principles• ITS37 a and b • Site role, Goals & objectives• Design principles • Publishing & content principles• Usability principles• Business drivers & principles
Marketing & Communication• Marketing & promotion• Feedback/support strategy• Offline channels• Stakeholder communication• Customer/user communication
Methodologies & Processes• Project initiation• Content development• Web application development • User-centred design • Quality Assurance framework
All initiatives need a strongsupporting framework tomake sure they deliver theirbusiness and user goals – &that they stay relevant,focused and successful oncethey are built.
Page 4
Organisational Issue
User-Centred Design is “a good idea.”
However… Project must deliver to “the business.”
Stakeholders and Business Units - focussed on thebusiness. You’re focussed on the project.
How to reconcile business reality with User-Centred Design?
Page 5
Perceptions of Value
Measures of success.
Project is a manifestation of an organisational need.
Value of the project vests outside the project - in thebusiness.
But.. How do you manage User-Centred Design vs.Organisational Issues?
– Who is the audience?– Don’t presume to know what they want before you ask
them.
Page 6
Stakeholders
Representatives of the business.
Contribution “buys influence”– Resources, finances, platforms, expertise, priorities
Have decisional power, but lack domain expertise “They just don’t understand…”
“Brokerage role”– Informed trade-off decisions c.f. User Centred Design– Communicate meaningfully to different audiences
Page 7
Brokerage Role
Manage Expectations - intelligent stakeholderengagement.– Be clear on mode (concept vs. design vs. delivery)– Communications plan (different audiences, different
needs, different styles) - be careful not to confuse ormislead.
Scope is not a dirty word.
User engagement– User Research– User Testing– Change Management - What’s in it for me?
Page 8
Organisational Issues
Issues and “impurities” are the reality of achieving strategicUser Centred Design projects.
Ultimate project value is always vested in the business.
Stakeholders are not “the enemy” of User-Centred Design.
Brokerage role vs. “dictatorial” expertise role.
Page 9
Operational Issues
Project launched - now what?
Again, where is the value of the operating system? In thesystem? In the users? In the business?
World Time
In the business - improve measures by identifyingorganisational need.
Issue: Operational seen as “expense” - often poorly funded.
Page 10
Operational
Operational team “meshes” with the business. Best placedto observe benefits acting in the business, and to gathersubsequent requirements.
Not about “keeping the lights on”.
Extend. Not just functional or design, but business value.How do we make this even better? Deliver even more tothe business - incremental value.
But… How to not redesign again?
Page 11
An Approach to Operational Team User-Centred Design
Involvement in Design– Transition skills, plans, documents… and ALSO rationale,
and relationships.
Ongoing Governance Model– Might be separate stakeholders from Design - can’t
deliver all business requirements at once:– Dependent projects, budget, time, resource– Organisational focus
Avoids ad-hoc growth - ensure remains true to businessobjectives.
Page 12
Questions
Summary Key: The value to be realised by the project is vested in the
business.
Stakeholder engagement isn’t just about getting budget.
Brokerage Role - seek informed trade-offs rather thatpurity.
Extending vs. redesigning:– Involvement by operational team in Design– Seek emerging Business requirements - deliver
incremental value.– Effective Governance Group
Page 13
Questions