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The Secret Life of Deliverables
 

The Secret Life of Deliverables

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  • CX manager in a corporate organisation, responding to question Corporate design machine a mysterious black box. Look inside, from the perspective of a deliverable - where they ‘go’, what is the context, how does that impact deliverable? If you understand my context better, sets us up for mutual success and accomplishment. If we consistently produce effective deliverables More likely to be recognised as adding value and have a greater sense of personal accomplishment Have more influence over their careers / can be more selective about their assignments
  • Exercise: Yell out 1st thing that springs to mind when I say ‘deliverable?’ Capture and play back: Types of deliverable Format... Content... Purpose (communicate, specify, validate)... Convince someone to do something... Something you produce, create, hand over...
  • Something that’s created...but...why? I asked a lot of people this question, in preparing this paper. From their answers, concluded...
  • To influence an outcome... Not an outcome in itself (typically) So, it’s something that’s produced, to influence an outcome
  • Not engaged with, not supported, struggles to survive Conceptual design deferred, engagement terminated Deliverables engaged with and adopted but not as intended Conceptual design well-received: intent lost in implementation High level of engagement, adoption and longevity of deliverable. Personas adopted and utilised by many internal projects, extended and developed internally. Organisational capability to deliver focussed designs is increased. Core concept of website design well-received, implemented as intended and utilised as governance tool in ongoing management of customer experience.
  • Deliverable will encounter... Cx maturity varies, Role of design varies Some people misunderstood why it was created in the first place, (so they got a surprise when it showed up!) and other people who knew, sort of...forgot Passes through hands, minds and hearts of owners of the customer experience Supported by some, challenged or constrained by others Only some understood its’ intent!
  • Maturity varies inside an organisation Business unit Team Individuals Deliverable must recognise maturity level. It may want to play a role in pulling the org up the ladder. If so, has to understand what is best approach to do so.
  • Preconceived notions of design’s role affect influence of deliverable - is it seen as a “trusted advisor” that provides strategic direction or optional output of “glorified crayon”? Westpac CX team is a business owner Accountable for CX - governance, direction Manage design process, resource allocation and flow of knowledge across multiple portfolios. Delivery responsibilities Develop organisational CX maturity, design capability and practice. In other organisations, design may be an internal service provider...
  • Deliverable’s role varies with design’s role in project Sometimes framing is not the best thing... Sometimes continual, incremental improvement is a good thing... Sometimes it’s just about style... Sometimes, it plays all of those roles but at various stages Important to recognise the perceived role and match deliverable approach accordingly and yes, deliverable may have to challenge the perception...
  • Deliverable will encounter people with similar objectives but there are always subtle differences... All pilots in this picture maybe flying to same place and no doubt highly focussed - but obviously different ways of getting there, secondary objectives - eg do something else along the way, get there fast, reconnaissance...no idea what sideways plane is doing... If a deliverable is something that’s produced to influence an outcome, it has to be clear on the desired outcomes, relative to one and other...else, it will be pulled apart
  • Deliverable will be exposed to many, open to influence...by many In a large organisation, many people are stakeholders in the design of the experience. Roles and accountabilities with respect to the deliverable not always clear Too easy to get distracted, design by committee - always ends with a poor outcome. Deliverable must be explicit about roles and accountabilities - who steers and makes decisions, with respect to the final outcome. Once agreed, has to stick to the model has to remind everyone - they will value. (Cite Revite example)
  • Deliverable will be exposed to many, open to influence...by many In a large organisation, many people are stakeholders in the design of the experience. Roles and accountabilities with respect to the deliverable not always clear Too easy to get distracted, design by committee - always ends with a poor outcome. Deliverable must be explicit about roles and accountabilities - who steers and makes decisions, with respect to the final outcome. Once agreed, has to stick to the model has to remind everyone - they will value. (Cite Revite example)
  • Deliverable will be exposed to many, open to influence...by many In a large organisation, many people are stakeholders in the design of the experience. Roles and accountabilities with respect to the deliverable not always clear Too easy to get distracted, design by committee - always ends with a poor outcome. Deliverable must be explicit about roles and accountabilities - who steers and makes decisions, with respect to the final outcome. Once agreed, has to stick to the model has to remind everyone - they will value. (Cite Revite example)
  • Is deliverable clear about who it’s talking to, what it’s saying to them (implicit & explicit)? Best way to communicate? (media, format, content, detail...?) Level of detail appropriate to audience and pertinent to decision or outcome required? (eg wireframes a really BAD idea when explaining conceptual frameworks) If the intent is understood, can usually work out a way to implement - even if not entirely as envisaged...only way to know - ask audience to play back (deliverable has to confirm that it’s understood...)
  • Interior of Black Box is Always Changing Design Process Creates Change... (new opportunities, new stakeholders) Context Changes For A Variety of Reasons
  • A deliverable is something produced, to influence an outcome An effective deliverable engages others and influences them to act in way that leads to the desired outcome
  • People outside can ask about context... People in box can tell people outside box about context... Challenges: - How to ask / interpret questions? (eg Tell me about your maturity level?) - Not very engaging - Visibility over time...tendency to ‘set and forget’
  • Westpac Creating a framework, toolset Method cards What you don’t know - ask... What you know - test...
  • Open-source: All boats rise with the tide Have one ‘free’ version - but there’s a catch - need you to collaborate in iterating it Anyone who wants to develop, see me at table Agree to open source, publish to benefit of all - we in orgs, need you to succeed
  • Exercise: Yell out 1st thing that springs to mind when I say ‘deliverable?’ Capture and play back: Types of deliverable Format... Content... Purpose (communicate, specify, validate)... Convince someone to do something... Something you produce, create, hand over...

The Secret Life of Deliverables The Secret Life of Deliverables Presentation Transcript

  • The Secret Life of Deliverables
    • Anthony Quinn
  • What happened to my deliverable?
  • What?
  • Why?
  • Something that’s produced, to influence an outcome
  • Outcomes Experienced By The Deliverable ?
  • A Deliverable’s Journey Through The Black Box
  • Stage 1: Interested Important but receives little funding Stage 2: Invested Formalised programs emerge Stage 3: Committed Critical and execs actively involved Stage 4: Engaged One of the core tenets of strategy Stage 5: Embedded In the fabric of company Stages of Experience-based differentiation maturity Source: Forrester Research CX Maturity Varies Within The Organisation
  • Design’s Perceived Role In The Organisation Influence & Authority B Business Owner A Service Provider A B
  • Design’s Perceived Role In The Project Source: Jess McMullin, B+D.org Design by default Defines problem / opportunity space Disruptive innovation Shaping strategy Generates alternative solutions Narrows solution options Incremental improvement Cosmetic overlay
  • Focus and Alignment? Steve Snodgrass, Flickr Creative Commons
  • Who Does The Deliverable Listen To?
  • Who Does The Deliverable Listen To?
  • Who Does The Deliverable Listen To? RASCI
  • Source: Demi-Brooke, Flickr Creative Commons Intent
  • Context Changes During Design Process Restructures People Come... ...People Go Funding Cuts New Competitor New Information Merger Acquisition New Stakeholders New Objective New Direction New Insight New Capability New Threat
  • Recap
    • Deliverable: produced to influence an outcome
    • Recognise & respond to context
    • Draw out implicit perceptions, objectives and expectations
    • Manage stakeholders explicitly, continually and consistently
    • Verify that users of deliverables can articulate intent and actions required to achieve desired outcome
    • Observe, orient and respond to change
  • What Can We Do About That? ?
  • A Prototype Toolset
  • Let’s connect
  • Thanks [email_address] @AntKwin