Warwick Business School
1
Lecture
Intranet Design Guidance
Overview 2
Business Requirements & Change
→Requirements gathering & definition→Business case & return on investment approach→Change management
Design Approaches
→ Example UXD approach to eCommerce sites→ Example UXD approach to Extranet
→ Product/solution constraints
3Framework For Requirements GatheringInformation & collaboration integration
4Framework For Requirements GatheringInformation & collaboration integration
Business Area Business Issue Business requirement
Operation Needs - Brussels
It is difficult to find relevant information quickly
Shift the focus to an effective, fast and relevant business information search service rather than being reliant on an organisational-structure for navigation to content
Lack of standards and approach causes administrative overhead and lack of consistent user experience leading to less effective engagement.
Reduction in administrative overhead and better business user engagement through effective services based on understood organisation-wide conventions.
Negative connotations of current branding and vocabulary.
Positive re-engagement with Insight but re-envisioned as a wider range of information and collaborative services.
Mobility and the use of portable devices is increasingly important within XXXX and externally which presents a challenge to accessing effective information services away from the desktop.
Access a wider range of information in different mobile scenarios and using a variety of modern technology devices. Better still this should be achieved through a unified and intuitive interface that is mobile-aware.
Administrators and content managers are granting access to individual files in shared business areas which creates a dramatic overhead in information management and presents a potential risk in terms of secure data access.
Easier administration and access control is needed to simplify how information is provisioned as this will ensure that overheads and risks are reduced. This will also assist any future effective information search service in terms of relevant content for search results.
5Agile Requirements GatheringUse Case Capture
6Agile Requirements GatheringUse Case Analysis
7Business CaseReturn on investment profile
8Business CaseReturn on investment profile
9Change ManagementWhy it’s important
• Success is entirely gauged by meaningful participation, not by the technology implementation
• There is no switch to shut off and these tools very much depend on discretionary effort of employees
• Enterprise collaboration tools demand a much different kind of organization and leadership to work effectively than many past technology efforts
• Works on the network effect: the more people that use the tool, the more people will want to use the tool
10Change ManagementStakeholder management
Stakeholder List Example
Project: Bathroom Remodel
Stakeholders:IndividualsOwnerSpousePainterGeneral ContractorBankInterior DecoratorCatArchitectPlumber
GroupsNeighborsFriendsChildrenVisitors
1
Project: Bathroom Remodel
List Key Stakeholders* Can be groups or individuals Can be internal (e.g. executives,
employees, board members) and/or external (e.g. vendors, partners, customers)
* Stakeholder Definition Able to influence project success or
failure Impacted by the project
11Change ManagementStakeholder management
Categorize stakeholders: Make or Break Has Influence Over Impacted
Plot Stakeholders on a Relationship Map
Stakeholder List Example
Project: Bathroom Remodel
Stakeholders:IndividualsOwnerSpousePainterGeneral ContractorBankInterior DecoratorCatArchitectPlumber
GroupsNeighborsFriendsChildrenVisitors
Bathroom Remodel
Make or Break
Has Influence Over
Impacted
Bank Plumber
General Contractor
Neighbor
Designer
Cat
Visitors
Extended Family
Neighbors
Spouse
DecoratorTile
StorePainter
Child Friend
2
12Change ManagementStakeholder management
Stakeholder Relationships Example
Project: Bathroom Remodel
Make Or Break:OwnerPainterGeneral ContractorBankDesigner
Influence OverSpouseChildrenSub-contractors
ImpactedCatNeighborsFriendsVisitors
Impa
ct o
n Pr
ojec
t Su
cces
s
Degree of Buy-In
HIGH
HIGH
Address Concerns
InvolveExtensively
EnlistAs Needed
Keep Informed
Awareness Understanding Buy In Commitment
Impacted
Key Influencer
Make or Break
Map on a Stakeholder Alignment Matrix
• Now that you know the impact, assess each stakeholder according to where you believe they areon the change curve (horizontal axis)
• You likely need information from others to know this
3
Gen. ContractorBank
13Change ManagementGovernance
Community Managers
Reporting & Analysis
User Support
User Education
Human Resources
Cultural Intelligence
Member Engagemen
t
Education
Legal
Copyright
Privacy
Retention
Education
Marketing & Communicatio
ns
Messaging
Social Media Policy
Education
InformationSecurity
Information Policies
Education
14Collaboration DynamicsBarriers to Adoption
• People are unwilling to go outside their own unit to seek input from others
Not-invented-here
• People are unwilling to help and share what they knowHoarding
• People who look for information and people who cannot easily find themSearch
• People are unable to transfer knowledge easily from one place to anotherTransfer
15Collaboration DynamicsBarriers to Adoption
• Communication mainly inside a group• People who work together develop an
insular cultureInsular culture
• Don’t want to cross status lines or are penalized for doing so
• People tend to “choose the right pond” Status gap
• Deep-seated belief that people should be able to solve their own problems instead of asking for help
Self-reliance
• Do not want to reveal problems because may be interpreted as failure or vulnerability
Fear
16User Experience DesignInformation Architecture
17User Experience DesignVisual Design