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Module Overview<br />Users / Personas / Scenarios  / Reference Model<br />
Optimized Desktop Strategy<br />Infrastructure Strategy<br />Scenarios, Workloads and Capabilities<br />1<br />2<br />3<br...
Important Concepts Explained<br />Personas<br />Personas are archetype users which represents a group of employees within ...
Important Concepts Explained<br />Scenario<br />A Scenario describes the way an activity can be executed in the future, us...
Important Concepts Explained<br />Reference Model<br />The Reference Model helps in translating the end users requirements...
Personas<br />
Optimized Desktop Strategy<br />Infrastructure Strategy<br />Scenarios, Workloads and Capabilities<br />1<br />2<br />3<br...
Persona definition<br />Personas are archetype users which represents a group of employees within the organization. <br />...
Persona Characteristics<br />High<br />Low<br />Autonomy<br /><ul><li>Level of autonomy in the daily routines</li></ul>Bou...
Frequency of collaboration tool use
Geographic distribution
Managing document versions</li></ul>Low<br />Collaboration leader with three or more teams<br />Task worker, no project-ba...
What devices are being used?
What’s the Persona’s attitude towards working anywhere/anytime</li></ul>Mobile, connected, and working everywhere<br />Des...
Persona’s current profile<br />Description<br />Opportunities<br />Challenges and facts<br />Solution <br />Benefits<br />...
Contoso Company Persona Type Overview<br />KARIM						JOHAN			<br />20 percent<br />60 percent<br />RENATE						MARIO<br /...
Segment Workforce in Personas in Four Steps<br />1. How mobile is this user?<br />3. Begin placing user types<br />2. How ...
Segment Workforce in Personas in Four Steps<br />Step Four. Consider Special Requirements for Some Users<br />But some hav...
Exercise One: Map your Function Types on Personas<br />Mobile Workers<br />….<br />Office Workers<br />…<br />Contractor<b...
Exercise Two: Special Requirements<br />Mobile Workers<br />….<br />Office Workers<br />…<br />Contractor<br /><ul><li>….....
Exercise Three: Persona Distribution<br />Mobile Workers<br />10 percent<br />Office Workers<br />25 percent<br />Contract...
Exercise Four: Persona Hardware Profile<br />Mobile Workers<br />Laptop / tablet<br />Softphone<br />Smartphone<br />Offic...
Task Worker<br />Description:<br />For Karim, technology is simply an means to an end. Karim is able to work independent f...
Autonomy	                    	Low		High
Collaboration		Low		High</li></ul>Personas – an example<br />Distribution of Personas<br />Task Worker<br />Deskless worke...
Task Worker<br />Bottlenecks and Facts<br />“For reasons unknown you are not authorized to access relevant information”<br...
Reduced costsReduce paper consumption (including print agendas) and the cost of finding information. "Policy conditions? I...
Employee satisfactionAdministrative burden is perceived as interfering.
Digitization“At Central Purchasing many contracts and RFP documents are stored, often on paper. Contracts are also still b...
Communication</li></ul>“We don’t have a central facility for Conference calls.”<br />“For each project, there is a separat...
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  • This module will introduce different concepts. These concepts will be explained in detail, however, it is important to understand the ideas behind these concepts.PersonasScenariosReference model, also referred to as the reference architecture
  • Slide Objective:Introduce how we will use scenarios and personas to help define and overall solution.Personas, identify a specific type of user by creating a fictional person with considerable biographical details--a given name, gender, age, education, interests, work description, and even a photograph or idiosyncratic element - to bring the Persona to life so that they stick in the mind. The Persona description identifies both the goals of the fictional person and the goals of your enterprise for such a person. It should include the skills, the tools, and the working environment of the Persona, especially when these details will affect the interactions and transactions between persona and enterprise (usually through a website).Creating Personas is related to but should not be confused with traditional market segmentation, where typical customers are identified for targeting sales messages. Personas are created from user research - interviews, often in the field, with real users - by clustering the characteristics of important representative users into archetypal characters. The aim is to include all important user characteristics in at least one of the personas. For example, if some users work on Macintosh, at least one Persona should be a Mac user.The Persona is used by information and interaction designers to help imagine how a real user will react to their designs. Each Persona has clear needs or goals that help the designers look at the project from a point of view different from their own. Many design failures are traceable to designers (or programmers) who unconsciously assume their users are like themselves.The Persona also allows a sort of virtual user testing, before getting to the real user testing phase. When Personas are really working, designers and programmers talk as if they are real people, people that they know well.
  • A scenario describes the way a daily activity will be executed in the future, as soon as required tools are in place and as soon as the end users are willing and able to start working with the scenarios. The Scenario describes:the benefits for the business and the end user. the skills required for the end user in order to be able to work successfully within the scenario.Required IT solutions (hardware devices / software / tooling)Rules of Engagement: Scenarios can only be successful when all participants stick to a defined set of rules of engagement.
  • This version of the Reference Model is used in discussions with the Business Decision makers. It show domains, but only on a high level functionality level. This workshop will explain the technical version of the same model, which can be used in the translation of functional requirements into a profound technical solution.
  • Slide objective: Highlight Persona definition.Personas are being used to identify different user segments within an organization, and to determine what the Persona’s specific needs and challenges are. It will help the organization in the design of a workplace that closely fits the needs of the individual end user, while safeguarding a sufficient level of standardization.
  • Slide Objective: Explain the combination of characteristics that will determine the different Persona types.
  • Slide Objective: Explain how a Persona is described. The Persona always contains a general description which will give the Persona a personal flavor. It contains a ranking on the three different characteristics (discussed in the previous slide); showing the Persona’s level of mobility, autonomy, and collaborative behavior. It contains a graph showing the relative weight of the Persona, compared to other Persona types. The willingness to innovate: it is important to know whether a specific Persona is willing to innovate at an early stage, or is more reluctant in adopting new ways of working. This helps in determining the deployment roadmap. It explains the different bottlenecks and challenges that each Persona runs into. It shows the current appreciation of the way he is supported in his daily activitiesIt shows the Persona’s required hardware profile. Note that all other items reflects the current shape the Persona is in.Explain that these different information elements will be explained in more detail later.
  • Slide Objective: This slide shows four different Persona types. Karim – the call center employee. Karim is a typical task worker, always working at the same office and working according to strict procedures and guidelines. Johan – the project manager, always working from the same office. He determines, to a large extent, the way how and when he does his work.Renate – a mobile worker in an executive position. She is a person who depends on the people within her team. Mario – the sales person, most of the time working on his own at the customer. He has full control over his own calendar. Additional tools and technology would be very beneficial for him, but he the type of person who is used to doing things his own way and is not too open for new ways of working.BuildEach Persona represents a percentage of the total workforce. This percentage is important in determining your deployment strategy.
  • Instructions for this slide:Step 1: Discuss the mobility aspects of the current workforce (that is - does everybody work on one location or from different branch offices). Do people work from home or at customer’s site? Explain how mobility is changing and how it impacts the need for tools that support the mobile worker.Step 2: Explain why the autonomy axis is important to take into account. People who are working completely autonomous will by nature be more depending on productivity tools. The non-autonomous worker will be using LoB-apps most of the time; no further input required from the customer.Step 3: Explain that a Contractor is not a separate Persona. Depending on the customer, a contractor can be any Persona. Regarding the contractor, it is important to start the discussion on how the customers wants to serve contractors (Will the be getting their equipment from the customer? Will contractor be supposed to bring their own devices? What measures needs to be taken in case the contractor brings his own device?)Since Personas – at first sight – can be experienced as being too abstract, it is important to give examples of function types within a Persona. This slide contains generic examples.
  • It will not always be possible to map all employees into a Persona. There may be special requirements for specific function types or persons. These need to be taken into account. Based on these special requirements, it may be necessary to define an additional Persona. However this should be decided carefully. The amount of Personas should be kept as minimal as possible. Not every exception should lead to a different workplace implementation.
  • Slide Objective: The purpose of this exercise is to give the customer a better understanding of the Personas. It is important to note that a Persona shouldn’t be mixed up with a function type. Multiple function types may apply to one Persona. On the other hand: a specific function type can appear in different Personas (For example, a mobile and a non-mobile project manager; this depends on the type of customer but may also depend on the end-users own mobility preferences).
  • Slide Objective: Special requirements which will influence the technology profile of the different Personas.Requirements you can think of are: special performance requirements, compliance requirements, VIP support, and others.Be careful on how to treat exceptions. Not all exceptions should lead to an additional Persona.
  • Slide Objective: Review Persona distributionsIt is important to get a feeling on the division of the personas over the workforce. This information should be collected prior to the workshop. In most cases the HR department will be able to provide this information. Note: Office Worker and Mobile Worker and Task Worker and Deskless Worker equals 100 percent20 percent of 100 equals Contractor. It is important to note that the Contractor as such is not a Persona.
  • Slide Objective: This exercise will give insight in the current hardware profiles within in the company. Instruction: Use this slide as well to gather ideas on how the customers vision on future hardware profile and to discuss what profiles may be best for the different Persona types.
  • Slide Objective: Review an example PersonaBuild 0: Click to let the “Persona – an example” text disappear.This slide shows how a Persona is described. We normally see that the Personas are printed (A1) and are shown throughout the building. This will help the end users to identify themselves with a specific Persona type. It will help the IT department communicate what they want to achieve by introducing a new workplace and by managing expectations of the end users.The Persona information, used in this workshop are gathered throughout a large number of so called workforce analysis, executed a customers in different industries. Based on these analysis, we conducted a set of more or less generic Persona types. Please note that tailor made Persona definition normally is done based on a large scale survey at the customer, supplemented by in-depth 1:1 interviews with individual employees. The Personas used in this workshop may not fully apply to your organization.Instructions: Discuss the different elements from the Persona description.Description: This section contains general information on Karim. Personal information like age, marital status, hobbies, and others can be added in order to give the Persona type a more personal touch.Current situation: This section explains Karim’s work style. It also states the percentage of people like Karim within the customer’s organization.Distribution of Personas: This graph contains all customer’s Personas, and shows the distribution of the different Persona types. This graphs help in explaining the relative weight of each persona type.Willingness to innovate: Research shows that not all Persona types by nature have the same ability / willingness to innovate. There a five different categories, varying from “Innovators” to “Laggards” and the indications in between.Karim’s current profile: this picture represents the Persona’s scores on Mobility, Autonomy, and Collaboration. Karim has a relatively low score on Mobility and Collaboration needs. His autonomy in his daily job is minimal. This means that the way he does his job and the activities per day, are determined for him.
  • Slide Objective: Further review of Persona typeOpportunity:This section contains the most important opportunity for this Persona type. The information is derived from interviews with employees in this Persona type. Solution: This section describes the most important technical solutions, as stated by people in this Persona type.Benefits: This section contains examples of business benefits. Bottlenecks and facts: This section contains the most important constraints and barriers that the Persona faces in his daily work. Rating current activities: This section explains how the Persona type rates the current IT support in execution of different tasks.Hardware profile: It shows the Persona’s required hardware profile. Note that all other items reflects the current shape the Persona is in.
  • As explained before: A scenario describes the way an activity can be executed in the future, using new technology. In the next slides, the purpose, benefits, and anatomy of a scenario will be explained.
  • Slide Objective: Explain scenarios.Scenario description: The scenario always contains a description, explaining what the scenario is about and how the scenario may make “life easier” for the scenario-users.Story board: The storyboard is used to give insight on how the different tasks within the scenario are executed, explains the context of the scenario, and the relation between the different tasks.Required Cultural and behavioral changes: It is our experience that introduction of new technology also requires changes in the way people behave and in and organization’s cultural aspects. These aspects are explained in this section.Business benefits: What benefits may the organization expect from the introduction the this scenario.Skills: What technical skills does a person need in order to be successful in using the scenario.IT capabilities: What IT capabilities need to be in place, in order to be able to use the scenario.Rules of engagement: Without agreement on how people will work with this scenario, the scenario will fail. In many cases people start working in a more virtual setting. This reinforces the need on clear rules of engagement.
  • Slide Objective: Discuss detail of scenariosWe now will discuss a few scenarios in detail. There are technical and functional scenarios along with generic and customer-specific scenarios. During this workshop we will discuss the functional scenario “smart meetings” and the technical scenario “anyplace, anywhere”.These are typical examples of generic scenarios, relevant to most of our customers. When required, we can help you describe scenarios, specific for your organization.
  • Now we have introduced the different services, we will introduce the Microsoft reference model, or the reference architecture.This model will help translating the functional requirements into the technical solution.There are two different representations of the model, each with a different target audience.The Business: Explaining the different types of high level functionality. This helps explaining why implementation of certain end user functionality may require implementing additional data center services.IT staff: Covering the detailed description of capabilities and workloads, relevant for the different domains.The concept of Capabilities and Workloads will be explained on the following slides.
  • This slide is included to help stimulatefurther discussion if required.
  • Transcript of "Method overview"

    1. 1. Module Overview<br />Users / Personas / Scenarios / Reference Model<br />
    2. 2. Optimized Desktop Strategy<br />Infrastructure Strategy<br />Scenarios, Workloads and Capabilities<br />1<br />2<br />3<br />4<br />Personas<br />Distribution<br />Strategy<br />Managed Client<br />Virtual Desktop<br />Infrastructure (VDI)<br /> or Blade PC<br />TS Remote<br />Client<br />Virtualized<br />Applications<br />Rich Client<br />
    3. 3. Important Concepts Explained<br />Personas<br />Personas are archetype users which represents a group of employees within the organization. <br />Each Persona has a distinct set of characteristics.<br />
    4. 4. Important Concepts Explained<br />Scenario<br />A Scenario describes the way an activity can be executed in the future, using new technology. <br />
    5. 5. Important Concepts Explained<br />Reference Model<br />The Reference Model helps in translating the end users requirements into the appropriate technical solution. <br />
    6. 6. Personas<br />
    7. 7. Optimized Desktop Strategy<br />Infrastructure Strategy<br />Scenarios, Workloads and Capabilities<br />1<br />2<br />3<br />4<br />Personas<br />Distribution<br />Strategy<br />Managed Client<br />VDI or <br />Blade PC<br />TS Remote<br />Client<br />Virtualized<br />Applications<br />Rich Client<br />
    8. 8. Persona definition<br />Personas are archetype users which represents a group of employees within the organization. <br />Each Persona has a distinct set of characteristics.<br />
    9. 9. Persona Characteristics<br />High<br />Low<br />Autonomy<br /><ul><li>Level of autonomy in the daily routines</li></ul>Bound to procedures and guidelines<br />High level of flexibility <br />High<br />Collaboration Needs<br /><ul><li>Percent of time working on a team
    10. 10. Frequency of collaboration tool use
    11. 11. Geographic distribution
    12. 12. Managing document versions</li></ul>Low<br />Collaboration leader with three or more teams<br />Task worker, no project-based teams<br />High<br />Low<br />Mobility<br /><ul><li>Where is the job executed?
    13. 13. What devices are being used?
    14. 14. What’s the Persona’s attitude towards working anywhere/anytime</li></ul>Mobile, connected, and working everywhere<br />Desk-bound or deskless<br />
    15. 15. Persona’s current profile<br />Description<br />Opportunities<br />Challenges and facts<br />Solution <br />Benefits<br />Current appreciation<br />Innovation adoption behavior <br />Persona Anatomy<br />
    16. 16. Contoso Company Persona Type Overview<br />KARIM JOHAN <br />20 percent<br />60 percent<br />RENATE MARIO<br />10 percent<br />5 percent<br />
    17. 17. Segment Workforce in Personas in Four Steps<br />1. How mobile is this user?<br />3. Begin placing user types<br />2. How much PC usage autonomy does this user have?<br />Great deal of autonomy and control over applications and data<br />Mobile Workers<br />Senior Executive<br />Business Consultant<br />Field SalesRepresentative<br />Office Workers<br />Highly independentconnected workers<br />Contractor<br />Single, alwaysconnected location<br />Highly mobile, worksboth offline and online<br />Task Workers<br />Bank Teller<br />Call Center Associate<br />Deskless Workers<br />Retail Associate<br />Nurse<br />ManufacturingFloor Manager<br />Very little autonomy and control over applications and data<br />
    18. 18. Segment Workforce in Personas in Four Steps<br />Step Four. Consider Special Requirements for Some Users<br />But some have specialcompliance requirements<br />Office Worker with SpecialRequirements<br />Financial Trader<br />Government Worker<br />Contractor<br />Office Workers<br />Highly independentconnected workers<br />Mainstream Office Worker<br />Engineer<br />Designer<br />Architect<br />All have high autonomy andare always connected<br />Compliance<br />Productivity<br />
    19. 19. Exercise One: Map your Function Types on Personas<br />Mobile Workers<br />….<br />Office Workers<br />…<br />Contractor<br /><ul><li>…..</li></ul>Task Workers<br />….<br />Deskless Workers<br />…..<br />
    20. 20. Exercise Two: Special Requirements<br />Mobile Workers<br />….<br />Office Workers<br />…<br />Contractor<br /><ul><li>…..</li></ul>Task Workers<br />….<br />Deskless Workers<br />…..<br />
    21. 21. Exercise Three: Persona Distribution<br />Mobile Workers<br />10 percent<br />Office Workers<br />25 percent<br />Contractor<br /><ul><li>20 percent</li></ul>Task Workers<br />50 percent<br />Deskless Workers<br />15 percent<br />
    22. 22. Exercise Four: Persona Hardware Profile<br />Mobile Workers<br />Laptop / tablet<br />Softphone<br />Smartphone<br />Office Workers<br />Desktop<br />Softphone<br />Smartphone<br />Contractor<br />???<br />Task Workers<br />Thin Client <br />Softphone<br />Deskless Workers<br />Slate<br />Smartphone<br />
    23. 23. Task Worker<br />Description:<br />For Karim, technology is simply an means to an end. Karim is able to work independent from other colleagues. He works from 9 to 5. He works according predefined procedures and guidelines and isn't actively involved in optimizing his work. In order to change the way Karim works, his way of thinking needs to be changed first. <br />KARIM<br /> Current Situation<br />Non mobile task worker. This Persona-type represents 60 % of the total number of employees. Their daily activities are highly repetitive. To a large extend the process information in stead of producing it.<br />Office worker<br />Karim’s Current Profile<br /><ul><li>Mobility Low High
    24. 24. Autonomy Low High
    25. 25. Collaboration Low High</li></ul>Personas – an example<br />Distribution of Personas<br />Task Worker<br />Deskless worker<br />Mobile Worker<br />Willingness to Innovate<br />
    26. 26. Task Worker<br />Bottlenecks and Facts<br />“For reasons unknown you are not authorized to access relevant information”<br />OPPORTUNITY<br />It is Karim’s experience that Telecommuting brings increased productivity. The current state of technology doesn’t support it. <br />WORKPLACE<br />Solution<br />Benefits<br /><ul><li>EfficiencyFocus on effective execution of key activities by administrative staff instead of secondary activities.
    27. 27. Reduced costsReduce paper consumption (including print agendas) and the cost of finding information. "Policy conditions? I had to find them on the public internet!”
    28. 28. Employee satisfactionAdministrative burden is perceived as interfering.
    29. 29. Digitization“At Central Purchasing many contracts and RFP documents are stored, often on paper. Contracts are also still being stored on paper. I am a kind of intermediary between two parties (buyer and supplier)."
    30. 30. Communication</li></ul>“We don’t have a central facility for Conference calls.”<br />“For each project, there is a separate document with contact details."<br />Rating current activities<br />Working in teams<br />Communication and announcements<br />Communicating<br />Finding people and expertise<br />Organizing and executing meeting<br />Inter-departmental cooperation<br />Collaborating on documents<br />Finding documents<br />Exchanging confidential information<br />.<br />Hardware profile<br />
    31. 31. User Scenarios<br />
    32. 32. Optimized Desktop Strategy<br />Infrastructure Strategy<br />Scenarios, Workloads and Capabilities<br />1<br />2<br />3<br />4<br />Personas<br />Distribution<br />Strategy<br />Managed Client<br />VDI or <br />Blade PC<br />TS Remote<br />Client<br />Virtualized<br />Applications<br />Rich Client<br />
    33. 33. Scenarios Explained<br />Scenario description<br />The storyboard<br />Cultural and behavioral changes <br />Rules of engagement<br />Required IT resources<br />Required end user skills <br />Business Benefits explained<br />
    34. 34. Smart Meetings<br />In four steps you can organize, lead, attend a meeting, allocate the meeting’s actions and store all relevant information in a virtual meeting workspace. This helps all participants to effectively prepare the meeting. All participants will have up to date insight in the meeting’s agenda and will work with up to date documentation. The meeting itself can be joined physically or virtually. In a virtual setting the participants will have voice- and video conferencing capabilities readily available. <br />Storyboard<br />Initialize a central workspace where all relevant information is stored. This workspace is op to all participants. Participants can add documents, agenda items and others.<br />On-flight task allocation and producing meeting minutes. <br />Participants will find their tasks in their mailbox. Status is updated in the meeting workspace. <br />Invite meeting participants<br />A meeting location is arranged. This can both be a physical and virtual location. Not all participants need to physically attend. <br />This scenario will help you optimizing your meetings. Tasks, meeting minutes, meeting documents are available at your fingertips. All participants can prepare optimally. The meetings will be more structured and will consume less time. Since the meetings can be attended virtually, you can decide on whether to face the traffic jams or not. <br />Collaboration<br />Portals<br />Workspaces<br />Enterprise Search<br />Information Access<br />Interactive experience and navigation<br />Creation of meeting workspaces<br />Adding, changing and deleting meeting workspace content.<br />Create recurring meetings, using Outlook. <br />Creating tasks and alerts in Outlook. <br />Increased efficiency; shorter meetings.<br />Increased transparency<br />Relevant information stored centrally, accessible for the right people. <br />Accelerated decision making, based on up to date information. <br />Respect people’s time. <br />When attending a meeting, be prepared. <br />Keep your electronic calendar up to date. Make your calendar accessible for your colleagues. <br />Use the meeting workspace to find and share documentation and information. <br />
    35. 35. Microsoft Reference Model<br />
    36. 36. Distribution Strategy<br />
    37. 37. Optimized Desktop Strategy<br />Infrastructure Strategy<br />Scenarios, Workloads, and Capabilities<br />1<br />2<br />3<br />4<br />Personas<br />Distribution<br />Strategy<br />Managed Client<br />VDI or <br />Blade computer<br />TS Remote<br />Client<br />Virtualized<br />Applications<br />Rich Client<br />
    38. 38. At this point you may want to use the “Windows Optimized Desktop Solution Accelerator” to provide further analysis of user profiles.<br />This is not required however it is important to take the user personas and directly map their requirements to technology solutions. For example a task worker may require a virtual desktop infrastructure (VDI) solution while a mobile worker requires a rich client.<br />The following slide is an output of the solution accelerator.<br />Notes (hidden) – Scenario Template<br />
    39. 39. Distribution Strategy Mapping<br />
    40. 40. Mapping Distribution Strategy to User <br />Location<br />Employee<br />Stationary<br />Home<br />Flexible<br />Applications<br />Complex<br />Limited<br />Laptop<br />Desktop<br />VDI<br />Employee Owned(Remote VDI)<br />Retail Branch Offices<br />Back Office<br />Contact Centers<br />Analysts<br />Finance<br />Office and Mobile Workers<br />
    41. 41. Infrastructure<br />
    42. 42. Optimized Desktop Strategy<br />Infrastructure Strategy<br />Scenarios, Workloads, and Capabilities<br />1<br />2<br />3<br />4<br />Personas<br />Distribution<br />Strategy<br />Managed Client<br />VDI or <br />Blade computer<br />TS Remote<br />Client<br />Virtualized<br />Applications<br />Rich Client<br />
    43. 43. This material is provided for informational purposes only. MICROSOFT MAKES NO WARRANTIES, EXPRESS OR IMPLIED.<br />The example companies, organizations, products, domain names, e-mail addresses, logos, people, places, and events depicted herein are fictitious. No association with any real company, organization, product, domain name, email address, logo, person, places, or events is intended or should be inferred<br />
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