Sei Mani talk - Warwick Business School - on Intranet Design

Warwick Business School

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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

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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


Categorize stakeholders: Make or Break Has Influence Over Impacted

Plot Stakeholders on a Relationship Map

Stakeholder List Example


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

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Stakeholder Relationships Example


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

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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

QUESTIONS & ANSWERS

Sei Mani Contact: Leon Benjamin

[email protected]

mailto:[email protected]

Sei Mani talk - Warwick Business School - on Intranet Design

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