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Tears, Tantrums and Triumphs  OZIA 2009
 

Tears, Tantrums and Triumphs OZIA 2009

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This presentation tracks the 18 month journey (to date) as a large organisation consolidates its 50+ websites into one website and its 40+ intranet sites into one intranet. And it's not over yet. The ...

This presentation tracks the 18 month journey (to date) as a large organisation consolidates its 50+ websites into one website and its 40+ intranet sites into one intranet. And it's not over yet. The organisation chose to recruit UX and IA experts to work within the organisation's own IA and project team. This case study explores previous (unsuccessful) attempts at the project, the approach taken, activities conducted, the organisation's climate, and the timing and involvement for each stage. Benefits, challenges and lessons learned are highlighted throughout.

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    Tears, Tantrums and Triumphs  OZIA 2009 Tears, Tantrums and Triumphs OZIA 2009 Presentation Transcript

    • OZ-IA 2 October 2009 Ladan Wise Meghan Hayes An IA & UX CASE STUDY & TRIUMPHS TEARS TANTRUMS
    • Ladan Wise Meghan Hayes An IA & UX CASE STUDY
    • Setting the Scene…
    • ABOUT THE DEPARTMENT
      • Public housing
      • Aged care
      • Disability services
      • Health
      • Hospitals
      • Mental health
      • Child protection and wellbeing
      • Adoption
      • Youth justice
      • Licensing of chemicals
      • Managing of funded agencies that provide services
      • Cemetery and crematoria regulation…
    • WHY DHS NEEDED THIS PROJECT
      • Organisation-based IA
      • Between 40 and 240 internet sites
      • Over 35 intranet sites
      • No consistency across sites - 7 different web teams
      • Inconsistent compliance with standards
      • Limited use of good practice in terms of IA:
        • eg. Left nav on one site had: "useful links" and then "really useful links"
        • Left nav spawns new sites (but not consistently)
        • Overloaded quicklinks replacement for proper navigation
    •  
    • Scene 1: In the Beginning
    • INITIAL REVIEW (2005)
        • Deloitte strategic review
        • Findings:
          • Websites inconsistent and based on internal organisational structures
          • Not capitalising on the web as a service delivery tool
        • Recommendations:
          • Move all content into a single CMS
          • Consolidate many sites into a smaller set of thematic/user centred sites (and a single intranet)
          • Formation of the central strategic web team
        • Bumpy road
          • No user consultation
          • Limited business consultation (web managers only)
          • 3 options, no recommendation
          • Final position was “without user validation there is no recommended option”
          • Things up in the air 
          • Internal dissatisfaction
          • Web managers put forward own alternative recommendations
          • Started to go around in circles
      Oh no! What are we going to do, Brad? Apologies to Roy Lichtenstein FIRST IA PROJECT (2006)
        • Need strong support from the top; someone to have final say - avoid a stalemate
        • Need end user consultation
        • Need strategic business consultation
        • Consultants worked independently
        • DHS may have jumped the gun (governance not set up yet)
      Apologies to Roy Lichtenstein Brad, where did we go wrong? LESSONS
    • DID YOU TELL SOMEONE SOMETHING THEY SHOULD KNOW? Scene 2: There’s a New Sheriff in Town
    • GOVERNANCE PUT IN PLACE
        • Things in limbo until Web Director appointed
        • Web director - single role with overall responsibility for the web
        • Central web team (strategy) put together (reporting to Web Director)
        • Web Management Advisory Group consisting of representatives from each division in an advisory role
        • Federated model of governance with other web teams across the department
    • NEW START
        • Scene now set for another attempt at the project
        • Stamford consultants embedded with DHS central web team
        • Different to first attempt when the consultants worked somewhat autonomously
        • Side-by-side mentoring would assist long-term success
    • IA PROJECT – AGAIN
        • Began in March 2008
        • Objectives:
        • Deliver cost effective online delivery
        • Follow best practice in Information Architecture
        • Devise a maintenance strategy
        • Redesign both internet and intranet
        • Broader 'no wrong door' policy at DHS
    • THE TEAM
        • Manager, Web Domain Group
        • Ladan Wise, Project Manager (and internal IA)
        • Suze Ingram and Lisa McArley, initially
        • Meghan Hayes and Taryn D'Souza for stages 2 onwards
        • Matthew Daniel and Michael Fradd (internal support and IA)
        • Support from other WDG members
    • PROS OF EMBEDDING EXPERTS We’re one big happy family!
        • Organisation:
        • Mentor for internal team
        • Easy access to consultant
        • Consultant gets to know organisation quickly
        • Consultant:
        • Better understanding of organisation’s climate
        • Build relationships with team 
        • No lost time on simple questions 
        • Easier access to departmental system
      Apologies to Roy Lichtenstein
    • CONS OF EMBEDDING EXPERTS Oh Brad! I wish you could help with my affinity diagram!
        • Organisation:
        • Stakeholders may not see consultants as separate from internal team 
        • Hard to keep consultant "neutral"
        • Consultant:
        • Limited access to other consultants (sanity checks) & knowledge sharing with peers; isolated
        • Drawn into internal "situations"
        • Slower pace: as a consultant, ready to go on day 1 but had to slow down, be more sensitive to the environment
      Apologies to Roy Lichtenstein
    • TRICKY PROJECT AHEAD
        • Tried once before
        • Organisational climate; big shift for DHS
        • Adjusting to new governance
        • Lots of content: 100,000+ content items for internet & 30,000+ for intranet
        • Frequent consultation with MANY stakeholders essential to keeping everyone happy and project moving
        • A lot of risk mitigation work
        • An evidence based organisation - not enough to be an expert
      This is all too much to take! Apologies to Roy Lichtenstein
    • Scene 3: A cunning plan…
    • START MAKING PLANS
        • How would we tackle this behemoth?
        • Let’s talk the same language
        • Couldn’t talk to the business…yet
        • Decided on a 5 stage process
        • The project included intranet and internet but
        • Will mainly cover internet today (but lessons apply to both in most cases)
    • DHS Internet Information Architecture Strategy Approach IA Maintenance Strategy Stage 1 Stage 2 Stage 3 Stage 4 Interaction & Visual Designs and Style Guide Domain Familiarisation Business Stakeholder Research Understanding the business needs and goals for the DHS web presence. User Research Understanding the DHS users’ informational needs and goals. Analysis of Research Findings Analysis, synthesis and summary of all findings from business stakeholder and users research. DHS Website Architecture Working out how many DHS websites there will be and what they will be called.
        • Consultation and Analysis Findings Report
        • Interactive Tools Requirements (Internet) Report
        • Best Practice Analysis Report
      • Information Architecture (IA) Designing IAs for each of the DHS websites. This includes the following activities:
        • Card sorting activities with users
        • Draft Information Architecture
        • Review of information architecture
        • CMS information architecture
        • Documentation of IA evolution and rationale
        • Final Information Architecture Report
      • Interaction Design
      • Designing key interaction and wireframe screens for each of the DHS websites. This includes the following key activities:
        • Collaborative design sessions
        • User testing sessions
        • Iterative design processes
      IA Maintenance Strategy Developing an ongoing strategy to ensure IA is maintained appropriately. Style Guide Development Developing guidelines, specifications, design rationale and style guide for the DHS web presence.
        • IA Maintenance Strategy
        • Style Guide
        • Wireframes
        • Visual Design mock-ups
      Implementation Stage 5 TBC
        • TBC
      Visual Design Creating visual designs for each of the DHS websites. Consultation & Analysis Information Architecture Design
    • DHS Intranet & Workspace Portal Information Architecture Strategy Approach Produced by DHS and Stamford Interactive. Draft v0.2 - 20 Mar 2008 IA Maintenance Strategy Stage 1 Stage 2 Stage 3 Stage 4 Consultation & Analysis Information Architecture Design Domain Familiarisation Business Stakeholder Research Understanding the business needs and goals for the DHS intranets and the Workspace Portal. User Research Understanding intranet and Workspace Portal users’ informational needs and goals. Analysis of Research Findings Analysis, synthesis and summary of all findings from business stakeholder and user research.
        • Intranet Consultation and Analysis Findings Report
        • Interactive Tools Requirements (Internet & Intranet) Report
        • Intranet Best Practice Analysis Report
        • IA Maintenance Strategy
        • Style Guide
        • TBC
        • TBC
        • TBC
      • Information Architecture (IA) Designing an IA for the intranet. This includes the following activities:
        • Card sorting activities with users
        • Draft Information Architecture
        • Review of information architecture
        • Documentation of IA evolution and rationale
        • Final Information Architecture Report
      • Interaction Design
      • Designing key interaction and wireframe screens for the intranet and Workspace Portal. This includes the following key activities:
        • Collaborative design sessions
        • User testing sessions
        • Iterative design processes
      IA Maintenance Strategy Developing an ongoing strategy to ensure IA is maintained appropriately. Style Guide Development Developing guidelines, specifications, design rationale and style guide.
        • Wireframes
        • Visual Design mock-ups
      Implementation Stage 5
        • TBC
      TBC
        • TBC
      Interaction & Visual Designs Visual Design Creating visual designs for each of the DHS websites.
    • Internet Intranet Intranet Website 1 Website 2 Website 3 Website 4 Website 5 Key: Resources Jun 08 Jul 08 Aug 08 Sept 08 Oct 08 May 08 Nov 08 Dec 08 Jan 09 Feb 09 Mar 09 Apr 09 Jun 09 Jul 09 Aug 09 Sep 09 Oct 09 May 09 Oct 09 Visual Design# Visual Design# Stage 1: Internet Consultation & Analysis Stage 2 Stage 3 & part of Stage 4 Stage 2 Stage 3 & part stage 4 Stage 2 Stage 3 & part of Stage 4 Visual Design# Visual Design# Visual Design# Lead Consultant #1 VPS resource #1 Visual Designer Stage 2 Stage 3 & part of Stage 4 Stage 2 Stage 3 & part of Stage 4 Lead Consultant #2 VPS resource #2 Resources required for implementation Stage 5: Intranet implementation (estimate only) Resources required for implementation Lead Consultant #2 VPS resource #2 Stage 1: Intranet Consultation & Analysis Stage 2 Stage 3 Stage 4 Stage 5: Internet implementation (estimate only) Apr 08 Nov 09 Stage 2
    • Brad, are you even listening to me? Apologies to Roy Lichtenstein
        • By project board (of 11 key stakeholders)
        • Controversial because group of web managers' perceived limited authority to influence this approach
        • Web director (project executive) instrumental in moving past first hurdle
      PROJECT ACTIVITY SIGNOFF
        • Senior support is essential
      LESSONS Apologies to Roy Lichtenstein
    • Scene 4: Just the facts please
        • What did we need to get out of Stage 1?
          • Business goals
          • User goals
          • Answer to the $1,000,000 question: “How many websites should there be and what should they be called?"
      CONSULTATION & ANALYSIS
        • Internet 
          • 1 x Executive stakeholder workshop
          • (10 participants)
          • 12 x Business stakeholder workshops
          • (38 participants)
          • 9 x Web manager interviews (17 participants)
          • 12 x User workshops (87 participants)
          • 12 x Card sorting (97 participants)
        • Intranet
          • Similar set of activities; large amount of participants
      CONSULTATION
    •  
    • I’m just not sure about us anymore, Brad. Apologies to Roy Lichtenstein
      • “ Are you talking to enough people?”
      • “ What about Web 2.0? Blogs? Wikis?”
      • “ Are you talking to enough people?”
      • “ Why worry about IA, can’t we just get a search like Google?”
      • “ Are you talking to enough people?”
        • Key messages worked into all communications and discussions by team members
        • Preparing a communication strategy helped
      KEY MESSAGES = BROKEN RECORD
        • Senior support is essential
        • Have your key messages ready - and be ready to repeat them many times
        • Utilise a change/comms manager from the very beginning
      LESSONS Apologies to Roy Lichtenstein It works like a charm!
    • DID YOU TELL SOMEONE SOMETHING THEY SHOULD KNOW? Scene 5: Back to headquarters to examine the evidence
    • MAKING SENSE OF IT ALL
        • Heaps of analysis to do!
        • Mind maps
        • Affinity diagrams
        • Analysing card sort results – looking for patterns
    • GOALS - INTERNET
      • Business Goals
        • DHS services easy to understand and access
        • Foster knowledge sharing, networking and communication
        • Encourage Victorians to manage their health and wellbeing
        • Provide more opportunities for Victorians to have their say
        • Reduce non-DHS related email and phone enquiries (incl costs)
        • User Goals
        • Quickly understand what DHS does
        • Easily understand their eligibility and how to access DHS services
        • Quickly locate content
        • Interact more easily with DHS
        • Have a pleasant, friendly experience
    • FINDINGS & RECOMMENDATIONS
        • Business stakeholders were expecting to hear about a number of websites
        • But user research didn’t point that way….
    • “ It can’t be split up, all falls under same heading.” “ Annoying having to click from one site to another.” “ How would you know what all of the department’s websites are? Where would you find that out?” “ Hard to navigate back if going site to site.”
    • ONE SITE
        • The final recommendation was for a consolidation into a single departmental site 
        • With one exception: a "Better Health Channel" site
      • Knew it was going to be a tough sell
      • Single site model controversial given previous state of autonomy
      • Decided needed to talk to each Board member individually to address individual concerns  
      Apologies to Roy Lichtenstein What do you mean I only get one!!?!
    • Apologies to Roy Lichtenstein I’m so glad we talked about our problems.
        • Senior support is essential
        • Have your key messages ready - and be ready to repeat them many times
        • Utilise a change/comms manager from the very beginning
        • One on one road-shows work well
      LESSONS
    • Scene 6: Sort ing it out
    • STAGE 2: IA DESIGN
        • 43 card sorting sessions (open and closed) with 122 data sets
        • Results often inconclusive for (conceptual overlap, split down middle) 
        • Decided on extra, unplanned business consultation to help clarify grey areas
        • Excellent final solutions for both intranet and internet were found
        • Utilising role and topic-based navigation, cross linking, faceted classification, polyhierachy...
    • Apologies to Roy Lichtenstein Take that ! I’m fighting for the users!
        • Senior support is essential
        • Have your key messages ready - and be ready to repeat them many times
        • Utilise a change/comms manager from the very beginning
        • One on one road-shows work well
        • User feedback should influence every step you take
      LESSONS
    • Scene 7: Now we see what it looks like
    • STAGE 3: INTERACTION & VISUAL DESIGN
        • Completed stage for intranet; about to start for internet
        • Staff responded very well to the intranet layout
        • Met their needs
    • AND THE SAGA CONTINUES
        • As internet IA was formally approved and the intranet visual designs complete, the Premier announced the split of DHS into 2 departments
        • Revalidation necessary
          • Impact on intranet?
          • Changes to IA with creation of 2 internet sites (instead of just 1) 
          • Do business goals change?
        • MORE user consultation...
      I can’t believe this is happening!
    • DID YOU TELL SOMEONE SOMETHING THEY SHOULD KNOW?
          • Senior support in place from day 1
          • Took stakeholders on the journey
          • Broke steps up into manageable bites
          • Adjusted to new needs as they arose
          • Used embedded experts - works well in an organisation that needs user champions and mentoring
      KEY THINGS WE GOT RIGHT
    • Thanks to… Suze Ingram – original concept & development Scott Lacey – graphic design Matt Daniel – sanity checking Roy Lichtenstein – artwork