Ted Perez CNA Insurance - iRise

iRise Company Confidential © 2013 1

Ted PerezCNA Insurance

Establishing a User Experience Center of Excellence: Case Study


Disclaimer

The purpose of this presentation is to provide general information about CNA and its current Information Technology strategies. Given the unique nature of CNA strategies, they may or may not be appropriate for use by other organizations and may be subject to change without notice.

CNA is a registered trademark of CNA Financial Corporation. Copyright © 2013 CNA. All rights reserved.


Speaker Introduction: Ted Perez

• 16 years in Information Technology in fields such as Trade and Educational Publishing, Financial Services, Marketing and Advertising

• Accountable for defining, establishing and maintaining CNA’s Center of Excellences framework for Business Analysis and User Experience.

• Currently using:o iRise Studio as a tool for visualization development

o iRise Definition Center as the repository for visualization assets and collaboration


CNA Corporate Profile

• Located in Chicago, Illinois• 8th largest U.S. commercial lines carrier

o $6.4 billion of property & casualty net written premium in 2012o Long‐standing market presence with over 115 years historyo Serve insurance needs of over 1 million businesses and

professionals across a range of industries• Broad‐based geographic footprint and multi‐channel distribution

networko Offices across the United States, Canada and Europeo Long‐standing relationships with over 3,000 U.S.

brokers and agents• Experienced senior management team supported by a deep

bench of talento Approximately 7,500 employees worldwide

• Rated A by A.M. Best for financial strength


Presentation Objectives

• Key Elements for Establishing a User Experience practice

• High level roadmap and deliverables for implementing a User Experience practice

• Critical success factors and key challenges to look for when planning to establish a User Experience practice

• iRise at CNA


Level Setting

• There are many valid organizational scenarios in which you will be establishing your UX practice. For example:

o From scratcho Increase adoption through formalization o Integration

• At CNA, we had:o A developed, but not widely followed, user interface and interaction design processeso Critical mass of dedicated analysts to sustain a Community of Practice

• Planned to cultivate the User Experience practice as a skill to current business analysts.

o Executive Sponsorship of the CIO and buy‐in at the SVP, VP, AVP levels


Don’t Underestimate the Value of Change Management


Don’t Underestimate the Value of Change Management

• Understanding your audience

o Who the stakeholders are enable you to effectively craft and customize your message

• Understanding of your organizational environmento Perform a Stakeholder Analysis o Synthesize challenges into categories

• Develop a ‘line‐of‐sight’ to address challenges


Understanding Your Organizational Environment• Is your organization…o Outsourcing (contracting, near shoring, off shoring, etc.)?o Operating with matrixed teams (resources belong to other teams)?o Working in silos, organized by product, application, department, business

unit, portfolio, etc. (developing requirements specific to their needs, integration issues)?

o Leveraging various enterprise delivery methodologies (homegrown, Agile, Iterative, Waterfall, etc.)?

o Using varying technologies (mainframe, Java, package applications, etc.)?o Struggling with cultural differences?

• Consider these challenges as factors that impact your roll‐out strategy• Develop a plan to address them

Understanding Your Organizational Environment


Understanding Your Pain Points

• Do your projects suffer from…o Cost and schedule overruns due to incomplete, contradictory and/or

ambiguous requirements?o Post‐deployment defects which are attributed to requirements?o Unsatisfied customers due to project delivery not meeting

expectations?

• If not these pain points, which ones?


Switch : How to Change Things When Change is Hard

• Written by Chip and Dan Heath

• Why is Change Hard?o Psychologists have discovered that our

minds are ruled by two different systemso The rational mind and the emotional mindo The rational mind wants to change

something at worko The emotional mind loves the comfort of

the existing routine


Direct the Ridero What may look like resistance, could be lack of

clarityo Script the critical moves and provide a blueprint for

actionsMotivate The Elephant

o What looks like laziness, may be exhaustiono Engage people’s emotional side

(SEE—FEEL—CHANGE)o Shrink the change to demonstrate progress

Shape The Patho What looks like a people problem, may be

situationalo Shape the Path and you will change what’s

happening with the Rider and the Elephant

Switch : How to Change Things When Change is Hard

Three‐part framework to Change Management

Source: India, Sawar, Early 18th century

iRise Company Confidential © 2013 14 14

To develop, implement, and maintain standards for the practice of User Experience (UX) Design at CNA that incorporate industry standards to:

• Establish and maintain guidelines for best in class techniques and practices• Guide the professional development of employees that utilize UX practices• Deliver innovative services and value to meet current and future business needs• Utilize metrics to optimize performance of process and people• Provide governance, standards, working practices, and ensure compliance• Drive continuous process improvement to minimize re‐work

By implementing these standards and practices, the UX COE will be instrumental in championing the customer experience, driving improved customer satisfaction and governance though consistent and cohesive design and user performance.

User Experience Center of Excellence Mission


Building Your Roadmap


Create a COE Roadmap

• A roadmap is a visualization which presents your practice’s strategic growth and adoption over time in a couple of key areas

• It serves a constant and familiar presentation to the organization, which facilitates a dialog and demonstrates progress

• Roadmaps should focus on major milestones, progress towards milestones and provide line of site towards your future vision

o The Roadmap shown here addressed 4 key areas. o Each area is an aggregation of feedback we received while performing

stakeholder analysis


Roadmap Deliverable Overview

Summary

Maturity Model

Adoption Plan

Competency Model

Training Curriculum


Where Are We Now? (Summary)

Organization• Communicated User Experience (UX) Center of Excellence (COE) roll‐out approach

• BAs targeted for training• Managed Service Providers providing resources and support for in‐flight UX efforts

Training & Development• Drafted UX Training Curriculum• Engaged HFI as training partner and leveraging for their courses and expertise.

• Engaged iRise for adoption support and training • Drafted UX competency model

Strategic Management• UX roadmap defined• User Experience Council (UEC) identified to facilitate and maintain UX best practices across project teams and managed services.

• UX Engagement model developed• Begin socialization of UX COE and Roadmap

Process & Practice, Tools• Drafted and integrated UCD process into CNA SDLC

• iRise identified as the standard requirement visualization tool; being training on tool.

• Strategy developed to inventory and consolidate legacy UX assets.


User Experience Maturity Model

Stage 1: ManagedShort Term: 1Q2011—4Q2011

Stage 2: LeadingMedium Term: 4Q2011—3Q2012

Stage 3: OptimizedLong Term: 3Q2012—2Q2013

• UX COE defined• UX Roadmap developed/socialized

• UX Process defined within SDLC• UX Training Curriculum defined & deployed

• Sharepoint COE collaboration space deployed

• Updated SDLC operationalized • Establish UX Metrics • Establish reusable iRise design pattern library.

• UX practice, engagement and sourcing model established.

• Large Project engagement

• UX COE a trusted advisors to business across organization

• UX COE engaged on all major programs

• iRise component library is a useful shared resource across teams

2Q 3Q 4Q 1Q 2Q 3Q 4Q

2012 2013

1Q 2Q 3Q 4Q 1Q

2011

Leading

Optimized

Benchmark 2012 Benchmark 2013Managed

We are here

Benchmark 2011


Q3 2011 Q4 2011 Q1 2012 Q2 2012

UX Center Of Excellence Adoption Plan

UCD = User Centered Design UX = User Experience COE = Center of ExcellenceMSP = Managed Service Provider BA = Business Analyst

Develop UX performance metrics and milestones

Baseline UX metrics Operationalize UX performance metrics

Deploy UX COE SharePoint site Establish UX monthly forums

Current skills assessment across teams

Transfer learning across teamsKickoff UX and UCD Training Curriculum

Pilot a UX initiative & shadow project

iRise TrainingEstablish iRise tool champions,

experts and trainers

Define and formalize design standards and usability best practices (PAL)

Operationalize usability best practices and standardsAssess current UX capability strength and define engagement model

UX COE Road show

iRise tool adoption across pilot projects

Create and align iRise component library with Digital Strategy

Strategic Management Process & Practice

Performance Management

Tools

Training & DevelopmentKey


UX Competency Model for BA’s (End State)

UX Competency Model for Business Analysts

Competency Sr. Usability Analyst Jr. Usability Analyst

User Centered Design Process 4 ‐ Advanced 3 ‐ Proficient

Usability Testing 4 ‐ Advanced 2‐ Progressing

iRise Prototyping 5 ‐ Expert 3 ‐ Proficient

Information Architecture 4 ‐ Advanced 3 ‐ Proficient

Heuristic Review & Evaluation 4 ‐ Advanced 3 ‐ Proficient

• A competency model is an actionable tool to measure skills.• Identified a manageable list of competencies for roll‐out to ensure adoption• Define competencies with specific levels of proficiency• Work with Human Resources and Knowledge and Learning Group to formalize


Training Curriculum

= TBD

Tier 1:

Foun

dation

= available courses

Course 1: User‐Centered Analysis and Conceptual Design

Tools: iRise training

= recommended courses

Course 2: The Science and Art of Web and Application Design

Course 4: Putting Research into Practice

Course 3: Practical Usability Testing

= recommended reading

Read: Measuring the User Experience, by Thomas Tullis

Read: The Design of Everyday Things, by Donald Norman

Tier 3:

Specialization Read: Inspired: Products

Customers Loveby Marty Cagan

HFI Course:Design for Persuasion, Emotion, and Trust (PET)

HFI Course:The PET Architect

TBD:Writing for The Web

Read: Design of Sites: Patterns for Creating…by Douglas K. Van Duyne

Tier 2:

Enha

ncem

ent TBD:

Elements of Graphical Design

Read: Practical Guide to Usability Testing, by Jeffrey Rubin

Tools: Advanced iRise training

Read: A Project Guide to UX Design, by Carolyn Chandler

HFI Course:Institutionalization of a Mature UX Practice

HFI Course:User Centric Innovation

and Strategy


Adoption Challenges

This is the third iteration for this community of practice. Below are some key challenges (not in any order):

• Executive and organizational support

• Developing (and maintaining) Critical Mass• Application Distribution (Licensing)• Pilot Projects• User Experience Resources

• Integration with your Software Development Lifecycle


Critical Success Factors

In retrospect, here were some critical success factors for our adoption:

• Full‐time, dedicated resource leading COE initiative• Developed a 6‐12 month view into the project pipeline and solicited project engagement

• Develop/identify/target a base of practitioners• Develop an adoption plan and ensure periodic engagement of all stakeholders• Leverage your adoption plan and roadmap to demonstrate progress• Develop a flexible training schedule with tiers to allow for pre‐project delivery


Case Study


Case Study: Claim Application

Realized Benefits• Real time design with Subject Matter Experts• iRise screens reviewed with Business in

current/future state work sessions• iRise screens as deliverable and living

documentation for testing and development• Reduces ambiguity in design • Increases clarity of requirements• Contributes to the effort of change

management• Minimized defects

Screen shot: iRise Studio Workspace

Our Claim team has been leveraging iRise to support interactive requirements development since 2009 and they have developed over 900+ screens to support their multi‐year deployments


Contact Information: [email protected] Perez

Thank You!

Ted Perez CNA Insurance - iRise

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