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Experience Visions: A Case Study
 

Experience Visions: A Case Study

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Experience visions are an effective tool for defining the future direction of your site, getting stakeholder buy-in and keeping all team members on the same page. (Fred Randell's presentation from UX ...

Experience visions are an effective tool for defining the future direction of your site, getting stakeholder buy-in and keeping all team members on the same page. (Fred Randell's presentation from UX Australia 2009.)

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    Experience Visions: A Case Study Experience Visions: A Case Study Presentation Transcript

    • Experience visions: a case study Fred Randell UX Australia 2009
    • Coming up...
      • A bit about me
      • The part with the definition
      • The case study
      • Wrap-up
      • Questions
      • 1997-2004: Senior information architect at Red Square
        • Panasonic Australia / P&O Nedlloyd / YHA Australia
      • 2004-now: Director of Boomworks
        • web.experience.design
        • Telstra / wotnews / ING Australia
      • Previous presentations by Fred Randell
        • 1999: “The exciting, emerging technology, WAP: fully utilising the16k limit, and unleashing the power of monochrome graphics.”
      About me
    • What is an experience vision?
      • “ It is the future you see.”
      • Yoda, Star Wars: Episode V - The Empire Strikes Back
    • Jared Spool
      • “ The flag in the sand”
      • “ Because the flag is clearly visible, the team knows if every step they take brings them closer or farther away”
    • Steve Baty
      • “ An experience strategy is that collection of activities that an organization chooses to undertake to deliver a series of (positive, exceptional) interactions which, when taken together, constitute an (product or service) offering that is superior in some meaningful, hard-to-replicate way; that is unique, distinct & distinguishable from that available from a competitor.”
    • My take
      • An experience vision is a tangible artefact that can be used as a reference point for current activities such that they align to or progress toward an ideal future state .
    • The case study: Telstra.com “ Now, you've got a corpse in a car, minus a head, in a garage. Take me to it.” Winston Wolf, Pulp Fiction
    • The project
      • Telstra’s Transformation
        • “ Create a world of 1 click, 1 touch, 1 button, 1 screen, 1 step solutions that are simple, easy and valued.”
      • Team of experts assembled to deliver the online user experience
        • Boomworks / PTG / Eclipse
    • The mission
      • Develop a seamless customer experience across all self-service channels…
      • … that adheres to the company-wide One Click, One Touch, One Button, One Screen, One Step Product Design Principles and Guidelines…
      • ...and accommodates Telstra’s high level business objectives.
    • The crucial first step...
      • ...come up with an awesome team name
    • The awesome team name
      • Contenders
        • CE (Customer Experience) team
        • Boomlipse Global
      • My personal favourite:
        • X-team
      • The disappointing winner:
        • UI Team
    • And then?
      • “ You enter, you go ‘Hi’, and I go, ‘Hello.’
      • Now.. we need something here...”
      • Jerry Seinfeld, The Cheever Letters
    • Establish experience principles
      • 1. Customer focussed
      • 2. Personalised
      • 3. Unified
      • 4. Standardised
      • 5. Compelling
      • 6. Forward looking
    • Establish experience principles
      • Apply them to key interactions
      User Interface & Interaction
        • Navigation and Way-finding
        • Identity Management
        • Customisation / Personalisation
      Search Help Promotions Notifications
        • Shopping Cart & Checkout
        • Online Bill
        • Product Information
    • Make one of them...
      • Principles = useful
      • Company = large
      • Timeframe = long/phased
      • Now.... go!
    • Now... go!
      • “ The catch is, a boat this big doesn't exactly stop on a dime”
      • Seaman Jones, The Hunt for Red October
    • The challenges
      • Huge undertaking to devise entirely new interface for all online properties
        • Fragmented experience
      • Size of company / complex nature of requirements
        • Confusion
      • Long timeframe / numerous drops
        • Loss of focus
    • The solution
      • A tangible manifestation of the UI team principles
    • Introducing the End State Vision (ESV)
      • A visual and descriptive presentation of the future transformed Telstra customer experience...
      • ...providing a reference point for which all channels can ultimately aim.
    • The how
      • Similar approach to a regular project...
      • Requirements review
      • Audience identification
      • Stakeholder engagement
      • Best practice review
      • Project cross-stream requirements
    • The what “ If you build what, who will come?” Annie Kinsella, Field of Dreams
    • The what
      • Domain name strategy
        • Established a consistent and easy to follow policy on which elements sit inside the telstra.com domain and which do not.
      • Information architecture
        • We undertook user interviews, card sorting sessions and benchmark tested the current site and competitor sites, and arrived at an end-state IA.
      • High-level wireframes of key interactions
        • 60+ wireframes illustrating: home / product browse / shopping cart & purchase / login & register / view and manage account / bill payment
      • Interactive prototype
        • Undertook a round of initial paper prototype testing, which we refined and iterated on. We built an interactive HTML prototype and undertook 3 rounds of testing x 12 users each round. Iterations and refinements between rounds
      • Conceptual visual design
        • Allowed us to show an alignment to a single template and brand style – not reflected in the site at the time – across channels. Also provides a means of saying – looks similar / uses common technology platform.
    • What then?
      • “ We’ve got the vision,
      • now let’s have some fun.”
      • MGMT, Time to Pretend
    • Sharing the vision
      • Jared Spool says:
        • “ Having the vision exist only in the head of one or two people doesn’t help the team know how to make important decisions. The vision must be shared throughout the organization.”
      • Artefacts distilled into a presentation
        • We distilled all of our work (wireframes/designs/principles) into a single story which we took on the road.
      • Key stakeholders were targeted for roadshow
        • Started at the top – seeking buy in from senior management. Easy to get them excited and get endorsement by showing them what the site could be / the full potential of the transformation vision.
      • Sign-off sought
        • In total, over 60 different presentations across the business resulting in sign-off.
    • What did we achieve
      • Stakeholder buy-in
      • Common reference point for all streams
      • Baseline for first phase of transformation UI roll-out
      • Artefacts still in use today
    • Subsequent activities
      • Global page templates / pattern library
      • Interface specifications for individual transformation activities
      • Transformation continues.... the desire to make a better experience is still at the forefront – the ESV is providing a target for these activities
    • Recent chapters
      • ESV used as reference for Account, Shop, Registration projects
      • New home page and IA based on ESV deployed in very short time frame
        • Earlier this year a new home page and an interim IA, which were based heavily on the ESV were deployed. In A/B testing with the old home page and IA as the control, the new solution significantly outperformed the old one and fulfilment figures continues to grow.
      • Pattern library still in use
        • Standardising new interactions across all of Telstra’s properties.
    • Experience visions: a summary “ Hmm. Your ideas are intriguing to me and I wish to subscribe to your newsletter.” Homer Simpson, Mountain of Madness
    • Using an experience vision
      • Can be crucial on large-scale / long-timeframe projects
        • Experience Visions do not have to be employed just at a corporate scale (they can be crucial in that context though)
      • Also effective on small scale / self-contained projects
        • We’ve successfully employed an experience visions approach on smaller and self-contained projects (social tagging, product acquisition process)
    • Benefits
      • Clear, defined direction all parties can subscribe to
      • Not constrained by technology, ingrained business mentality, existing roadblocks
      • Inspirational
    • References
      • User Interface Engineering:
        • The 3 Steps for Creating an Experience Vision Jared M. Spool
        • Knowledge Navigator Deconstructed: Building an Envisionment Jared M. Spool
      • JOHNNY HOLLAND MAGAZINE:
        • What is an Experience Strategy? Steve Baty
      • Joel on Software:
        • Fruity treats, customization, and supersonics: FogBugz 7 is here Joel Spolsky
      • Adaptive Path:
        • Aurora: Concept Video Part 1 Jesse James Garrett
    • Questions?
      • Here are some I prepared earlier
        • I love everything you said, just one question: what’s an Experience Vision?
        • As an industry how should we refer to ourselves? (“X-team” isn’t taken yet )
        • My scarf is faulty/black/too warm, where can I get another one?
    • Fred Randell
      • Experience Visions: A Case Study
      • UX Australia 2009
      • www.boomworks.com.au
      • @fredrandell