Modeling in the Real World Convey UX
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The document discusses the importance of modeling user and business goals to create integrated experiences that enhance human interactions within strategic information infrastructures. It emphasizes methods for understanding user needs, integrating physical and digital environments, and the organizational readiness needed to deliver effective solutions. The narrative includes examples of individuals navigating product decisions and the complexities involved in aligning user experiences with business objectives.
Modeling in the Real World Convey UX
- 1. Modeling… in the Real World @bramwessel factorfirm.com
- 2. What is Modeling in the Real World? Understanding how to design strategic information infrastructures grounded in user and business goals to enable complex human experiences
- 3. 3 Blue Sky
- 4. Future vision for an integrated experience • 2-5 years out • Integrated physical and digital • Retail and e-commerce • Currently anticipated technologies
- 5. Meet Julia • She works as an Art Director for a stock photography company in the Pacific Northwest • She’s 32, single, and has disposable income - she’s looking for a social hobby • She aspires to enjoy “the finer things in life,” but within her means • She’s a smartphone owner and uses her phone to shop • She does a lot of local travel to go on photo-shoots to interesting locations…
- 6. Julia And she’s also a model! You can use stock images for Personas, but be sure to clear the rights!
- 7. 7 Julia has a photo shoot in… The middle of nowhere. Toppenish, WA.
- 8. But 8 But it’s at a vineyard. That sounds kind of interesting…
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- 13. So, Julia decides she wants to get into… WINE
- 14. Where does she start? Here?
- 19. Where does she start?
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- 52. So, what just happened? Crate and Barrel helped Julia “get into wine” by selling her everything she needed except actual wine.
- 53. OK, what do we UX folks think happened? An integrated omni-channel experience expressed in: • A Persona • Scenarios • Taxonomies • Physical and Digital Environments • Operational Integration
- 54. Factors of this experience • Data/Information-rich • Multiple experience providers and touchpoints • Not controlled or self-contained • Triggered professionally, migrated to consumer • Riven with false starts and detours • Driven by passion, emotion over utility
- 55. You're the design team. What does it take to make this experience possible? • User goals and how they evolve • Your own business goals and drivers • Your experience environments • Your taxonomies and information assets • Your information infrastructure • Your resources • Your readiness Understanding…
- 56. You are the design team -‐ how do you make this experience possible in your organization? • User Research • Business goal analysis • Experience Modeling • Information Modeling • Assessment of systems at play • Governance Planning • Organizational Alignment
- 57. User and Business Goals Experience Taxonomy Information Infrastructure Resources and Governance Readiness and Alignment
- 58. User and Business Goals Experience Taxonomy Information Infrastructure Resources and Governance Readiness and Alignment
- 59. Why Understand User Goals? • Do your users want or need this experience? Why? • Are your users ready for this experience? • What’s the value of this experience going to be for users beyond successful transactions? User and Business Goals
- 60. How to Understand User Goals • Contextual Inquiry • Card Sorting and Tree Testing • Personas • Scenarios User and Business Goals
- 61. Back to Julia • She works as an Art Director for a stock photography company in the Pacific Northwest • She’s 32, single, and has disposable income - she’s looking for a social hobby • She aspires to enjoy “the finer things in life,” but within her means • She’s a smartphone owner and uses her phone to shop • She does a lot of local travel to go on photo-shoots to interesting locations…
- 62. Personas and Taxonomy Taxonomies and the relationships between them often surface in Personas: • Stage of life • Areas of interest • Geography / Location • Types of desired products / services • Relationships between and among products and services • Channels and touchpoints • Level of technical facility or savvy • Audience Segment • Gender • Goals
- 63. Why Understand Business Goals and Drivers? • Does it make sense to deliver this experience? Why? • What is it going to take to deliver this experience? • Are you ready to deliver this experience? • What will you need to change to deliver this experience? • What are the qualities of experience you can commit to? User and Business Goals
- 64. Exposing Business Goals and Drivers There are many techniques but they share a common thread - understanding not just what your business goals are, but what’s driving them. businessmodelgeneration.com
- 65. Experience User and Business Goals Taxonomy Information Infrastructure Resources and Governance Readiness and Alignment
- 66. • You can’t deliver an experience without a complete grasp of the information assets required to support it • You must understand all facets of the experience to know what systems will need to be in play, when, and in what context • Experiences don’t begin and end with your properties (especially digital properties) Experience Why Understand Experience?
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Experience Map Discover Consider Decide Attachmate Enters Find information for the people who need it Training offerings Share Collect feedback in collaborative tools TCO and ROI Calculators Training Offerings TCO and ROI Calculators TCO and ROI Calculators Implementation planning kit How to guide: plan deployment Product road map NotSure NotSure No NoNo No No No No No Yes Yes Yes Yes Yes Yes Yes Yes Content: Decision Process Content Start/stop Doug IT Influencer Megan Business Influencer Ben Business Decision Maker Yes No NotSure No Yes Yes Yes No Renewal New Customer or Expansion Robert IT Decision Maker User Goals: ⁃ Establish company credibility. ⁃ Determine whether this solution is credible. ⁃ Gather questions to ask, both of internal stakeholders and external experts. ⁃ Evaluate solutions against the requirement set. ⁃ Compare solutions. ⁃ Keep track of content, begin to share, and accumulate intelligence. ⁃ Understand ROI. ⁃ Plan for deployment and implementation. ⁃ Finalize planning. ⁃ Fill gaps in solution knowledge. ⁃ Get in touch with sales and/or experts Megan: In a strategy meeting for the next year, Megan identifies an important tactical need that her company’s computer systems won’t support. After getting approval from her superior, she dives into the problem. She sees Attachmate on a list of approved vendors, and discovers that another sector of the company has been using an Attachmate solution for a similar problem. She investigates to make sure the solution solves her immediate problem, and spends a brief amount of time on TCO & ROI calculators on Attachmate.com to make sure it’s feasible for them, and she knows she will be asked for Attachmate’s Product Roadmap, so she saves all of this information to her shared project space for eventual distribution to other stakeholders. Megan holds a meeting to brief stakeholders and leadership, who give their support to the expansion. Once the decision is made to move forward, she contacts their existing sales representative. After she has a good handle on her information, she prepares for briefing leadership and other stakeholders by routing tech and business information to the people best suited to consuming it. She uses the project space to collaborate with other members of the company and creates a comprehensive presentation of the product. Megan's company recently merged with another large corporation, and they’ve been having difficulties because of the differences between their legacy systems. In determining the exact nature of her company’s new needs, Megan consults solution briefs by trend, to see if similar problems are common in the corporate world today, and case studies by vertical, to see if companies in similar industries have been successful in navigating these problems. To make sure that Attachmate’s product is a good fit for their business, Megan reads through product roadmap and solution briefs. There are technical questions she’s not sure about, though, so she brings it up with Robert, who hands it off to Doug for research. After she’s collected feedback from her colleagues, Megan presents the proposed course of action at a meeting with the stakeholders. The feedback from the meeting is positive, so Megan begins collaborating with leadership to review and confirm the details, ensuring that everything is in order. Everybody seems to think it will work, so she focuses on building her case, collecting data from the TCO & ROI calculators on Attachmate.com and relevant information from expert briefs and case studies. After all her stakeholders are onboard, they decide to continue with the new solution and contact their sales representative to start the buying process. Doug: Doug's superiors notify him that they have failed a security/risk audit and assign him to find a solution to make sure it doesn’t happen again. He begins to investigate the problem, and determines that none of their usual vendors offer solutions. While conducting research online, Doug sees several references to Attachmate, which deals with this kind of problem frequently. He checks them out to make sure they’re a good company to do business with, and the company background information on the website, as well as third party information online, convinces him easily. Attachmate.com shows him several examples of expert briefs on best practices in his industry, and how their products can solve common problems like his. He dives deeper into the solution briefs to make sure Attachmate’s product will work with all the systems his company has in place. In order to learn more, he provides some credentials so that he can access a tool where he can save content from the website, share it with others, and make notes. As he checks the solution against his requirements, he makes notes in this project space. There are business and information security questions he can’t answer, though. In order to resolve those questions, he forwards the appropriate information to the other stakeholders, Ben, Megan, and Robert, with a short message explaining the project. They all make notes based on their expertise, with their impressions and questions about the product, and Doug plans a meeting with leadership. Through the Attachmate project space, he’s able to create packets of information to distribute to everybody at the meeting, where they can quickly see that this solution is a good fit and that all the stakeholders are bought in, as well. After everybody determines it is the best solution for this problem, they move ahead with the sales team. Doug's company has been a Reflection customer for several years, and IT’s internal renewal tracking system notifies him that their license and maintenance benefits will expire soon. After performing an internal audit, Doug determines that Reflection has been very valuable to them so far. He’s not sure, though, whether they should continue with it indefinitely. It’s a good way to interface with their legacy systems, but his superiors might at some point decide to modernize those systems. To decide, he consults with Robert to see if there are any strategic architecture changes on the roadmap. Doug confirms with Robert that they're continuing with the current architecture for this renewal period. Based on the information they find on Attachmate.com and talks with their long- standing sales representative, they decide that Reflection is still a better option than a new system. After everybody has weighed in and collected their comments on the project space, Doug presents the proposed course of action at a meeting with the stakeholders. The feedback from the meeting is positive, so he gets back in contact with their sales representative and the renewal goes forward. In order to keep the renewal process moving forward, Doug consults Attachmate’s product roadmap and TCO & ROI calculator, to make sure he knows what they’re really signing up for. In preparation for briefing the stakeholders and getting final approval, Doug collects IT and business information through the site and saves it to his project space and routes it to the appropriate people in his organization. Megan's company has previously contracted with Attachmate, and they’ve been happy with the service, but the current project is unlike any of the previous ones. Robert: Once the stakeholders have signed off on the renewal, Robert helps review and check all of the gathered material, including case studies, tech specs, and ROI and TCO numbers. He then ensures that each part of the organization is appraised and comfortable with Attachmate's solution before he contacts sales. Before briefing the stakeholders, Robert confirms the details of the product roadmap, collects information on the ROI and TCO calculations, and reviews training offerings, sharing his findings with other members of the company to create a comprehensive presentation of the product. Once the stakeholders are briefed and have signed off on the course of action, Robert helps review and check all of the gathered material and associated notes, including case studies, tech specs, and the ROI and TCO calculations. He then ensures that each part of the organization is consulted and comfortable with Attachmate's solution before he contacts a sales representative. NewRenewalNewExpansionNewRenewal Once the stakeholders have been briefed, Ben helps review and check all of the gathered material, including case studies, tech specs, and the ROI and TCO calculations. After reviewing her comments and the sources she consulted, Ben also reviews the how-to guide for deployment and an implementation planning kit to make sure it’s a feasible situation for their current business situation. He then ensures that each part of the organization is appraised and comfortable with Attachmate's solution before contacting sales. New Ben: He attaches his comments to the documents in the project space, and shares them with other stakeholders before scheduling a meeting to review Attachmate’s solution. After she learns more about the business side of it, she routes information to Robert, who delegates checking against IT requirements to Doug. Note: Robert and Ben do not appear in the early stages of the process because they are consumers of this information. ⁃ Find out more about the landscape. ⁃ Gather detailed requirements. ⁃ Evaluate criteria and prioritize requirements. ⁃ Share content internally ⁃ Assemble and publish an easily consumable business case ⁃ Get and/or demonstrate buy-in. Merger/ Acquisition Displacement BYOD / Mobility concerns (Competitor) Outbound Marketing Marketing Automation Opportunities: MA 1: At this point, the system is aware of very little about anonymous visitors other than where they're linking from. These users should be exposed to early-stage content. ⁃ MA 3: At this point the system can infer level of engagement from content exposure and whether or not users are authenticated. Information about content exposure and inferences about engagement level is more reliable for authenticated than anonymous users. Anonymous users can be exposed to "consider" stage content and authenticated users could be eligible for nurturing outreach from sales. MA 4: Once a user shares content with another user, the system has highly reliable and actionable information. Since authentication is required for this kind of activity, the system is aware that multiple users from a prospect company are engaged and what content they are exposed to. These users can be suggested specific content and could also be eligible for outreach from sales. MA 6: By this point, the system has enough data on the prospect that sales should be in contact with them. Dormancy at this stage strongly suggests the need for a response from sales. MA 7: This stage represents an opportunity for sales to ascend the org chart of the prospect and identify who will make the final decision. MA 8: Distribution of business case indicates highly qualified lead - content presented to users should reflect that. MA 9: Dormancy at this stage may indicate a difficult deliberation with the prospect or rejection of the solution. It should trigger a notification to sales that requires a high-touch human contact with the prospect. ⁃ Whitepapers with POV on current business issues/landscape. ⁃ Third party POV on issues or endorsements ⁃ High level product and solutions information, wrapped in messaging and proof points. ⁃ Case studies focused on solving business issues. ⁃ Detailed product specifications ⁃ Case studies with implementation stories ⁃ Product demos ⁃ TCO/ROI Tools ⁃ Implementation support content MA1 MA2 MA3 MA4 MA6 MA5 MA7 MA8 MA9 Created for by MA 2: In a renewal scenario, the system knows a significant amount about users and their stage of engagement and this information is highly reliable. These users should only be exposed to content that maps to their renewal scenario and level of engagement to keep them moving forward with their scenario. MA 5: Once multiple users see and comment on content, the system can flag this for sales staff to interpret and act on. This opportunity represents the transition from consider to decide, and sales can take an active role in decision support. MA4 Security Breach Merger/ Partnership/ Consolidation Audit Failure Do I understand my specific need? Does this solution support my requirements? Trends in security and productivty Expert briefs of best practices Do my stakeholders know what they need to? Category solution comparisons Does leadership understand the implications of this purchase? Is the organization bought in? Review materials generated during collaboration via project portal Do we want to move forward with Attachmate? Follow up / Post-mortem with Sales Sales Review shared materials on project portal Consult an expert Expert briefs on best practices Do I understand the implications of this renewal? Product Roadmap Should we continue with this solution? Expert forecast of landscape Product roadmap Can an existing vendor fill this need? Is this similar to anything we're currently doing? Do I understand the implications of this expansion? Is this a credible solution? 3rd party validation Company background Expert Brief on Best Practices Product Roadmap Consult an expert 3rd party blog posts Social media Link from sales campaign Tactical Need Save materials with the project portal Share materials with peers Internal renewal tracking Contact from Sales Internal License Audit Have we gotten value out of this? Common criteria and guidelines Internal audit Internal Helpdesk records ROI & TCO Calculator Case Studies by vertical Company Background Implementation planning kit Case studies by vertical Expert Forecast of landscape Solutions briefs by trends Best practices by vertical Expert Forecast of landscape Hand off for detailed research TCO and ROI Calculator TCO and ROI Calculators Contact sales / consult an expert How to guide: choose a solution Internally identify general need
- 68. Understanding Experiences Discover Consider Attachmate Enters TCO and ROI Calculators Training Offering NotSure NotSure No NoNo No Yes Yes Yes Yes Content: Decision Process Content Start/stop Doug IT Influencer Megan Business Influencer Ben Business Decision Maker Yes No NotSure No Yes Yes Yes No Renewal New Customer or Expansion Robert IT Decision Maker Merger/ Acquisition Displacement BYOD / Mobility concerns (Competitor) Outbound Marketing ⁃ Whitepapers with POV on current business issues/landscape. ⁃ Third party POV on issues or endorsements ⁃ High level product and solutions information, wrapped in messaging and proof points. ⁃ Case studies focused on solving business issues. MA1 MA2 MA3 Security Breach Merger/ Partnership/ Consolidation Audit Failure Do I understand my specific need? Does this solution support my requirements? Trends in security and productivty Expert briefs of best practices Category solution comparisons Do I understand the implications of this renewal? Product Roadmap Should we continue with this solution? Expert forecast of landscape Product roadmap Can an existing vendor fill this need? Is this similar to anything we're currently doing? Do I understand the implications of this expansion? Is this a credible solution? 3rd party validation Company background Expert Brief on Best Practices Product Roadmap Consult an expert 3rd party blog posts Social media Link from sales campaign Tactical Need Save materials with the project portal Share materials with peers Internal renewal tracking Contact from Sales Internal License Audit Have we gotten value out of this? Common criteria and guidelines Internal audit Internal Helpdesk records Case studies by vertical Expert Forecast of landscape Solutions briefs by trends Best practices by vertical Expert Forecast of landscape Hand off for detailed research TCO and ROI Calculator TCO and ROI Calculators Contact sales / consult an expert How to guide: choose a solution Internally identify general need
- 69. Experience Mapping and Taxonomy Taxonomies and the relationships between them often surface in Experience Maps: • Channels • Touch-points • Events • Device context • Environment • Retail outlet • Retail floor plan • Retail display organization • Transaction data • Session • Profile • Personal Data • Locations
- 70. TaxonomyExperience User and Business Goals Information Infrastructure Resources and Governance Readiness and Alignment
- 71. A collection of terms, and relationships between terms used to describe a domain • ANSI Thesaurus • Traditional BT/NT taxonomy • Controlled Vocabularies • Ontologies • Controlled value lists • Folksonomies Terms or relationships may or may not have rich attributes associated with them Taxonomy What is Taxonomy?
- 72. • Capital-T Taxonomy is a loosely applied term for the discipline of creating taxonomies, metadata, attribution, faceting, etc. • Accidental vs. Intentional • Information in the head vs. Information in the world Taxonomy Capital and lowercase
- 74. Taxonomy wine.com taxonomies Facet / Metadata # of vocabulary terms Type 46 Region 16 Winery 750 Price 6 Rating 6 Total terms 824 Total combinations 1,656,824 Morante, Marcia. Creating Useful Taxonomies: Metadata, Taxonomies and Controlled Vocabularies. SLA – PER Division, June 8, 2004. http://www.kcurve.com/Metadata_Taxonomy%20Development_SLA_060804.ppt
- 75. • Taxonomy is like math - it exists whether you realize it or not • You have taxonomies, yes taxonomies • Your Taxonomy (or set of taxonomies) are a critical business asset • You must have multiple, related taxonomies if you want to provide an integrated omni-channel experience • The relationships between taxonomies are critical Taxonomy Why Understand Taxonomy?
- 76. • Personas, Scenarios, Experience Maps, even prototypes • User research, especially card-sorting and tree testing • Taxonomies should be designed based on well- understood user mental models • Your organization structure is not your customer facing taxonomy! • Your merchandising taxonomy is not your customer facing taxonomy! Taxonomy How to expose Taxonomy?
- 77. Information Infrastructure TaxonomyExperience User and Business Goals Resources and Governance Readiness and Alignment
- 78. How to understand Information Infrastructure • What are the systems at play? • What are systems of record for each information type? • What are the operational capabilities of systems? • How are information assets implemented in systems? • What is the information flow between and among systems? Information Infrastructure
- 79. Resources and Governance Information Infrastructure TaxonomyExperience User and Business Goals Readiness and Alignment
- 80. Why do you need Governance? • Do you have the workflows to support the experience and manage the information? • Do you have the level of resources to support the experience? • What are the operational capabilities of staff? • How is information policy implemented in your organization? • How will information assets be modified and maintained or evolved over time? Resources and Governance
- 81. Resources and Governance Information Infrastructure TaxonomyExperience User and Business Goals Readiness and Alignment
- 82. Why do you need to be in alignment? • Organizational mis-alignment is the biggest cause of failure • These experiences are complex and require profound levels of integration • Technical complexities are easier to resolve than political complexities • If your organization is not ready to commit to what the desired experience requires, DO NOT ATTEMPT Readiness and Alignment
- 83. Enterprise Information Model Resources and Governance Information Infrastructure TaxonomyExperience User and Business Goals Readiness and Alignment
- 84. The Enterprise Information Model What is it? A set of related taxonomies, workflows, and policies that can support all facets of integrated omni- channel experiences across people, processes and platforms. An enterprise information model is a critical information asset of any company that wishes to provide integrated omni-channel experiences.