June 16, 2016 12:45 – 5:00pm Harvard Faculty Club

Digital Academy: Campus Collaboration

#DigCollab

1:00 – 1:15pm Opening Remarks 1:15 – 2:00pm Keynote Presentation: Brian Kenny 2:00 – 2:30pm How Digital Communications can Support Multimedia Producers 2:30 – 3:00pm How to Sell UX to Leadership 3:00 – 3:30pm Break 3:30 – 4:00pm How Harvard Executives Look to Digital Strategy 4:00 – 4:30pm Supporting Harvard Students and Deans with Digital Tools 4:30 – 5:00pm Making Digital Content Accessible to All 5:30 – 7:00pm Felipe’s Roof Deck

Schedule

Join the conversation on Twitter #DigCollab

 

Making Your Creativity Effective The Role of Audience & How Digital Strategists Can Help

Ned Brown, Executive Producer HPAC | Thursday, June 16th, 2016

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“video” videre (latin): to see Visual storytelling

films slideshows timelapse photography cinemagraphs documentaries news visual press releases promos backgrounds trailers virtual reality / 360 video the next thing technology allows us to create…

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The Creative Process

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The Creative Process •  Step 1: Defining the concept

– Goal & Audience •  What are you trying to achieve?

•  Who are you trying to reach?

•  How do they consume media?

•  Where do they consume media?

•  Now we’re ready to start talking about a format and creative treatment.

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Controlling what you can •  Proactive vs. Reactive Storytelling

– Creative Control •  What stories can you tell

•  How can you tell them

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The role of audience •  Ideal: determinant in every decision you

make throughout the creative cycle.

•  Real: there is a natural hope that an asset can be effective for multiple audiences, or on multiple platforms. Or, the audience is not clear until it’s too late to tailor the concept and maximize effectiveness.

•  Key Message: sooner the discussion, the better.

(Killing two birds with one stone)

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Production Decisions •  Publication platform

•  Type of asset (film, short, teaser)

•  Style (filmic vs. academic)

•  Tone (inspiring, informative, impactful)

•  Length

•  Level of detail/complexity

•  Type of Narrative (interview/VO/text)

•  Focal length

•  Level of production, resource allocation

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MY GIANT FACE IS GOING TO EAT YOU

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Questions to Ask •  Who are we aiming our messaging at?

•  How do we best reach them?

•  Does our target audience even consume video?

•  What devices do they watch on?

•  What are their attention spans?

•  What do they respond to?

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How can the D-Strats help? •  We love Digital Strategists, because we

love people who make us look good.

•  Creative + Strategic

•  Discussion in pre

–  Result: a more effective primary asset, with potential for secondaries

•  Discussion in post

–  Result: a stronger rollout

Ned Brown ned_brown@harvard.edu | June 16, 2016

Thank you.

Project  management  and  digital  strategy  to  support  

video  teamsCatherine  Seraphin

Using your superpowerson the multimedia justice league!

Know your league’s

superpowers!Take advantage of team members’ strengths —

and learn new ones!

Teach others your superpowers!Make sure other people can do what you do — or make documentation!

Step in when a superhero is

down!Learn others’ superpowers and help with

others’ tasks related to your superpowers

Use your weapons appropriately!What tools work for you, your workflow, and most importantly, who you’re working with

When powers

Face-to-Face time is valuable for any league!

Adapt to different formats!Stay abreast of new trends and capabilities!

Don’t be a creativity villain!Don’t stifle your videographers’ creative superpowers!

THANKS!Questions?Be my hero:

@CJSeraphincatherine_seraphin@harvard.edu

Dorian  Freeman  6/16/16    

How  to  Sell  UX  to  Leadership  

But  first...  

What  is  User  Experience?  “Every  aspect  of  the  user's  interacHon  with  a  product,  service,  or  company  that  make  up  the  user's  percepHons  of  the  whole.”  -­‐UXPA  

Why  spend  Hme  on  UX?  •  Reduce  support  calls,  training  and  documentaHon  

•  ROI  of  UX  •  $1  -­‐  $10  -­‐  $100  •  Bad  UX  is  dangerous  

How  can  I  convey  the  importance?  •  Grow  understanding    – Show  your  work  – Share  arHcles  –  Invite  experts  – Talk  to  everyone  about  it  

What  do  I  need  to  know?  •  Understand  your  users    –  Become  the  resident  expert  –  Talk  to  your  users  – Do  more  user  research    

What  do  I  need  to  know?  •  Understand  your  business    –  Balance  user  needs  with  business  needs    –  Become  the  resident  expert    –  Learn  as  much  as  you  can  

What  do  I  need  to  do?  •  Create  a  strategy  

– Have  you  heard  rumblings  from  users?  – Have  you  heard  noise  from  stakeholders?  – Is  there  something  you’ve  wanted  to  test?  

Defining  a  UX  Design  Strategy  by  Jim  Kalbach  

What  do  I  need  to  do?  •  Get  data  and  evidence  

– Do  some  quick  user  tesHng    •  Communicate  your  findings  

– Tailor  your  report  to  your  audience      

What  do  I  need  to  do?  •  Make  the  proposal  

– Focus  on  the  value  for    the  business  

•  Accept  small  wins    – The  more  you  do,  the  more  it  will  become  rouHne  

To  sum  up:  •  Good  UX  saves  money!  •  Create  awareness  •  Understand  your  users  •  Understand  your  business  •  Create  a  strategy  •  Tell  the  right  story  in  your    proposal  

What  help  is  there  for  me?  •  Harvard  UX  Group  •  Accessibility  Group  •  User  Research  Center    •  Books,  websites,  blogs,  twi`er,  etc.    

QuesHons?  

h`p://Hnyurl.com/harvarduxgroup  h`p://accessibility.huit.harvard.edu/    h`p://urc.library.harvard.edu/    dorian_freeman@harvard.edu    

Presenta(on  to  the  Digital  Academy  June  2016  

Prac%ce     Where  We  Are  Going  

Strategy  

We  are  partnering  with  communica%ons  officers  to  plan  communica%ons  and  share  and  proliferate  best  prac%ces.    Ex:  •  Coordina(on  among  VPs,  EVP  and  communica(ons  staff.    •  Broadcast  email  review  process  to  help  op(mize  (ming  of  messages  •  Collabora(on  with  Crisis  Management  Team  to  develop  crisis  manual    

 

Execu%on  

We  are  refining  internal  processes  and  engaging  third  party  vendors  to  improve  execu%on.    Ex:  •  Branding  guidelines  •  Sale  Force  Marke(ng  Cloud  pilots  •  IT  Security  Oversight  CommiOee    

Talent  &  Culture    

We  are  building  a  stronger  team.    Ex:  •  Dedicated  Email  Marke(ng  and  Systems  Manager  •  Emergency  management  commiOee  with  representa(ves  from  schools    

 

Infrastructure  &  Innova%on  

We’re  inves%ng  in  new  infrastructure  and  innova%on.    Ex:  •  HAIG    -­‐  President’s  Administra(ve  Innova(on  Fund  

 

COLLEGE

Digital Collaboration Engaging students and leadership in process and content

COLLEGE

It’s a crowded landscape

•  > 50 social media channels •  > 100 websites •  dozens of daily emails •  new student mobile apps •  evolving technology •  multiple constituent groups, multiple

voices, multiple goals

COLLEGE

How do we break through the noise to create effective, relevant, and

interesting channels and content?

COLLEGE

transparency authenticity

- engage absorb

COLLEGE

Content collaboration

COLLEGE

Why Instagram?

•  Visual •  More manageable •  No reaction/response is acceptable •  Ideal match with our goals – Sharing the Dean’s journey –  Introducing the Dean to the Harvard College

community – Building community – Maintaining authenticity – students and staff

actually witnessing Dean Khurana taking – or stepping into – the photos

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The process

•  Developing guidelines – Defining rules and roles

•  Preparing the soft launch/dry run – A chance to get acclimated

•  Preparing for the real launch – First Year Scavenger Hunt – Links in emails – Getting the College on board

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The challenges

•  Making the case – What about Twitter? Shouldn’t I be blogging?

•  Addressing concerns while building excitement – How often do I need to post?

•  Understanding the platform

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A closer look…

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Process collaboration

COLLEGE

Why mobile?

•  Opportunity / timing •  Mobile was missing from the equation •  Students were going to create their own

app

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The process

•  Discussion •  Assessment and alignment •  Documentation and strategy •  Student and administration collaboration •  Development •  Quiet launch •  Launch/rollout (multi-tiered)

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The challenges •  First time collaborating with students on a new [primary]

communication platform •  Aligning goals and visions

–  Different needs and wants •  Giving students a voice

–  Taking risks •  Setting expectations

–  Not the kitchen sink –  Roles –  Involvement levels

•  Guiding but not managing •  Securing resources •  Students graduating

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A closer look…

Omni  @  Harvard  College  Role  defini3ons  

   Strategy  and  Project  Lead  

Lori  LoTurco      

Key  Stakeholders  (decision-­‐makers:  provide  direc5on  and  content)  Staff:  Rakesh  Khurana,  Joan  Rouse,  Lori  LoTurco  

Students:  Ava  Nasrollahzadeh,  Dhruv  Goyal,  Jason  Herrmann,  Hugo  Yen      

CMS  Manager  Jill  Casey  (back-­‐up:  Lori  LoTurco,  Jason  Herrmann,  and  HappyFunCorp)  

   Github  Manager  

HappyFunCorp  with  Jason  Herrmann  (back-­‐up:  Bill  Barthelmy)      

Qualtrics  Manager  Jill  Casey  (back-­‐up:  Lori  LoTurco)  

 hcmobile@fas  Email  Manager  Jill  Casey  (back-­‐up:  Lori  LoTurco)  

   Support  

HappyFunCorp  (back-­‐up:  Jason  Herrmann)        

 Omni  Beta  Release  Strategy    Objec5ves:  Awareness  among  undergraduate  body  Sufficient  user  base  for  debugging  Feedback  for  app  improvement/features  Promo5on  of  VenUull    Approach:  Mail  merge  +  lists  <Sunday  -­‐  Wednesday>  UC  Prez  account  (Sunday  evening)  UC  list  reps  (Monday  a\ernoon/evening)  Other  lists  (Tuesday  -­‐  Wednesday)  Crimson  ar5cle  <Monday>  Featured  ar5cle  (Monday  morning)  Discrete  Facebook  posts  <Monday  -­‐  Tuesday>  Infographics/screenshots  Post  as  users  +  in  FB  groups  Tabling  (publicity,  feedback)  <Tuesday  -­‐  Friday>  Poster  with  app  screenshots/features  Annenberg  +  Houses  Candy/treats  Tes5ng  Phases  Closed  Beta  by  UC  Open  Beta  by  student  body  

COLLEGE

The most important things we’ve learned

•  Build relationships, build trust •  Set expectations •  Maintain transparency in both process

and product •  Take risks

Thank you.

Collaborating to Improve Digital Accessibility

Kyle Shachmut June 16, 2016

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Explaining Digital Accessibilitydefining the problem, how assistive tech works & demo

Necessary Collaborationplaces to start when striving for accessibility

Resources at Harvardwhere to connect as you improve digital accessibility

HarvardXexamples of improvements: big and small

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What is Accessibility?

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digital accessibility —making electronic content available to and usable by everyone, including and especially people with disabilities

Access from personal experience

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changing tech should enable greater access

analogueaccommodations model

digitaluniversal design possible

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Why Strive for Accessibility?

• improve usability of digital content for everyone, including people w/disabilities (PWD)

• improve overall user experience

• enhance clarity for non-native English speakers

• Legal considerations

• reduce development effort when accessibility considered from the start

• lower cost when problems addressed before users encounter accessibility barriers

• increase search engine optimization & content findability

• demonstrate inclusiveness

*Web Content Accessibility GuidelinesWCAG* 2.0 (W3C)

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Perceivable

Operable

Understandable

Robust

Information & user interface components must be presentable to users in ways they can perceive.

User interface components and navigation must be operable.

Information and the operation of user interface must be understandable.

Content must be robust enough that it can be interpreted reliably by a wide variety of user agents, including assistive technologies.

to conform, an entire site must meet all criteria for a given level

WCAG 2.0 - Conformance Requirements

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A

AA

AAA

For Level A conformance (the minimum level of conformance), the Web page satisfies all the Level A Success Criteria, or a conforming alternate version is provided.

For Level AA conformance, the Web page satisfies all the Level A and Level AA Success Criteria, or a Level AA conforming alternate version is provided.

For Level AAA conformance, the Web page satisfies all the Level A, Level AA and Level AAA Success Criteria, or a Level AAA conforming alternate version is provided.

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screen reader exploration of website accessibility

‣ AU (accessible): https://www.washington.edu/accesscomputing/AU/after.html

‣ AU (inaccessible): https://www.washington.edu/accesscomputing/AU/before.html

‣ About Accessible U: https://www.washington.edu/accesscomputing/AU/

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Accessibility Barrier Demo

Using a screen reader, we will explore the Accessible University 3.0 site from UW’s DO-IT Center. The links display the same site with and without accessibility improvements that are very apparent to users of assistive technology. The “about” link explains the accessibility enhancements that make all the difference.

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Explaining Digital Accessibilitydefining the problem, how assistive tech works & demo

Necessary Collaborationplaces to start when striving for accessibility

Resources at Harvardwhere to connect as you improve digital accessibility

HarvardXexamples of improvements: big and small

1

2

3

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Accessibility Implementation Roadmap

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Get Started

‣ learning

‣ ownership

‣ manageable

‣ individualized

Be Strategic

‣ leadership

‣ integration

‣ SWOT

‣ prioritization

Expectations & Capacity

‣ goals & standards

‣ measurement

‣ internal capacity

‣ vendor management

Select Project

‣ impact

‣ feasibility

‣ core to mission

‣ build momentum

Communicate

‣ accessible platforms

‣ integrate stories

‣ share projects

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Get Started

learn

find knowledgeable sources on your area of interest

individual efforts

single contributor projects to start

pilot projects within your organization

do the basics

learn & start with basics

document structure, image description

connect with others

find others working on a11y even if not in your immediate

work group

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Be Strategic

leadership buy-in

executive buy-in is strongest success

indicator

prioritize

according to user need, core

business & impact ROI

finances & services

budget for time, testing resources

make accessibility part of each project

sustainability

cannot depend solely one single

person

create a11y culture

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goals & standards

‘SMART’ goals

set goals appropriate to primary uses

Develop Expectations & Capacityexpectations are important internally & externally

measure

define key metrics

set up ways to test, automated &

manual

accountability

determine who is responsible

ensure appropriate support

training & partnerships

form communities of practice

share trainings to build capacity

ensure entities doing work on behalf of your department are aware of expectations around accessibility

‣ ensure vendors are aware of accessibility expectations

• NEVER assume accessibility just based on a quick “yes”

• perform some level of testing

• ask questions about their processes

‣ ensure all vendors sign Harvard’s ‘accessibility contract rider’

• available via HUIT & Disability Services 14

Develop Expectations & Capacity: Vendors

find a key area to make initial improvements

‣ goal: build momentum & increase buy-in on your team

• achievable given resources, expertise & scope

‣ play to your team’s strengths

• find a tool or service related to your core business

‣ high impact work should be prioritized

• more resources & increased ROI

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Select an Accessibility Project

share your work internally & externally

‣ use accessible communication means

• accessible PDFs, captioned video, web best practices, enable social media accessibility, etc

‣ share with others your accessibility improvements

• can be ‘special’ features

• share accessibility work as part of normal comms

‣ make accessibility part of your “story”

• more resources & increased ROI

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Communicate about Accessibility

stay aware of platform updates

‣ Twitter can now provide accessible images

• this requires you to turn it on

• full details: https://support.twitter.com/articles/2017466020174660#iOS

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Communicate - social media

Accessibility Implementation Roadmap

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Get Started Be Strategic Expectations & Capacity Select ProjectCommunicate

Accessibility Implementation Cycle

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successful accessibility initiatives require continuous effort, resources, and improvement sustained over time

Get StartedBe Strategic

Expectations

& Capacity

Select Project

Communicate

AccessibilityImplementation

Cycle

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Explaining Digital Accessibilitydefining the problem, how assistive tech works & demo

Necessary Collaborationplaces to start when striving for accessibility

Resources at Harvardwhere to connect as you improve digital accessibility

HarvardXexamples of improvements: big and small

1

2

3

4

accessible document creationHX Accessibility: get started

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organization + accessibility leadership, short & long term goals, HX Accessibility: be strategic

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measure / a11y tool & internal PD/trainings HX Accessibility: build capacity

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Ricoh copiersAccessibility: vendors

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HarvardX Annotation Tool

HX Accessibility: project & communication

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Accessibility Implementation Cycle

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successful accessibility initiatives require continuous effort, resources, and improvement sustained over time

Get StartedBe Strategic

Expectations

& Capacity

Select Project

Communicate

AccessibilityImplementation

Cycle

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Explaining Digital Accessibilitydefining the problem, how assistive tech works & demo

Necessary Collaborationplaces to start when striving for accessibility

Resources at Harvardwhere to connect as you improve digital accessibility

HarvardXexamples of improvements: big and small

1

2

3

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great resources at Harvard that include accessibility as part of an overall usability & UX approach

Resources: Usability

‣ Harvard UX group

• networking & resources from HX professionals

• Dorian Freeman, Harvard Web Publishing

• http://tinyurl.com/harvarduxgroup

‣ User Research Center (URC)

• Amy Deschenes, UX & Harvard Libraries

• http://urc.library.harvard.edu/

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cross-functional team providing great accessibility resources

HUIT accessibility committee

‣ accessibility.huit.harvard.edu• resources for everyone:

developers, content contributors & administrators

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University Disability Services

‣ accessibility.harvard.edu• documentation

• resource for “what to do if….”

‣ Local Disabilities Coordinators (LDC) network

• every unit has an affiliate who works on public accommodations or student access services

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Project Manager for Accessibility

Kyle Shachmut

kyle_shachmut@harvard.edu

Collaborating to Improve Digital Accessibility

Kyle Shachmut June 16, 2016