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Stars & stripes slide deck
Stars & stripes slide deck
Stars & stripes slide deck
Stars & stripes slide deck
Stars & stripes slide deck
Stars & stripes slide deck
Stars & stripes slide deck
Stars & stripes slide deck
Stars & stripes slide deck
Stars & stripes slide deck
Stars & stripes slide deck
Stars & stripes slide deck
Stars & stripes slide deck
Stars & stripes slide deck
Stars & stripes slide deck
Stars & stripes slide deck
Stars & stripes slide deck
Stars & stripes slide deck
Stars & stripes slide deck
Stars & stripes slide deck
Stars & stripes slide deck
Stars & stripes slide deck
Stars & stripes slide deck
Stars & stripes slide deck
Stars & stripes slide deck
Stars & stripes slide deck
Stars & stripes slide deck
Stars & stripes slide deck
Stars & stripes slide deck
Stars & stripes slide deck
Stars & stripes slide deck
Stars & stripes slide deck
Stars & stripes slide deck
Stars & stripes slide deck
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Stars & stripes slide deck

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  1. Stars and StripesA means to a self-driven, leaner governmentSlides in black intended for core project team members. Slides in white intended for executive staff and senior management. Signature features and wireframes have been withheld until candidacy advancement is confirmed. I would bemore than happy to provide this upon request. This slide deck is built following a minimal and viable approach, intended to express vision, understanding of stakeholder context and needs, and how the product provides a solution.
  2. VisionAn intuitive online social collaboration tool that reduces redundancies andfosters employee-led innovation while preserving feasible controls andadministration. Incentives and balances exist in a way that neitherundermines the chain of command, nor turns users away because ofcomplexity. 3 parts Quora, 2 parts Wikipedia, 1 part Twitter and 1 partLinkedIn, all while retaining the spirit of a dot gov.This will not be another COTS or abandoned document repository becauseit will be well designed and contain features to keep employees returning.The basis will be motivated around Daniel Pink’s philosophy that peoplenaturally seek autonomy, mastery and purpose, and the end result will be agovernment self-driven to keep itself lean.
  3. Success Criteria● Contains an interface usable and accessible for all employees, covering varying degrees of computer application familiarity. ○ Will feature a user interface with minimal friction (as few steps as possible to complete a task). ○ UI will reduce the learning curve for new users with explanations written in simple prose, not technical or euphemistic jargon. ○ Elements of the interface may resemble commonly used social applications. This consumer familiarity will also ease the learning curve for users.
  4. Success Criteria● Contains functionality that will retain user engagement through an incentive and reputation system. ○ A profile and reputation system will ensure employees will be recognized for their participation, collaboration and new ideas. ○ Positively reputable contributions will have the potential for exposure among peers and management. ○ Product will contain feedback loops between employee engagement, results, and recognition in order to reinforce the objective of a leaner and more valuable use of resources.
  5. Success Criteria● Engineered in an agile manner to promote code reuse, support customizability & modularity, and lastly minimize refactoring and rework with the goal of minimizing taxpayer costs. ○ Given a limited amount of resources, only those features that improve efficiency and productivity the most will be completed first. ○ Future viability will be considered so that the product can be maintained and updated with regular releases. ○ Security and controllability will always be considered with respect to every feature. ○ Behaviors and results must be measurable. Data and transparency are conducive to accountability and public savings.
  6. Success Criteria● In recognition of organizational culture, advocacy and participation by upper management is essential. ○ Implementation will include a pilot, or even multiple pilots running parallel across different divisions for feedback in order to improve the product prior to widespread release. Exemplary cases from the pilot(s) will also encourage participation as new users explore features. ○ Pilot will not be expanded until public savings from measured collaboration and innovation can be demonstrated.
  7. Success CriteriaFailure to obtain all of these bullet points will jeopardizeadoption, viability, and most importantly the mission ofthe product: a smarter, leaner government.
  8. VisionAn intuitive online social collaboration tool that reduces redundancies andfosters employee-led innovation while preserving feasible controls andadministration. Incentives and balances exist in a way that neitherundermines the chain of command, nor turns users away because ofcomplexity. 3 parts Quora, 2 parts Wikipedia, 1 part Twitter and 1 partLinkedIn, all while retaining the spirit of a dot gov.This will not be another COTS or abandoned document repository becauseit will be well designed and contain features to keep employees returning.The basis will be motivated around Daniel Pink’s philosophy that peoplenaturally seek autonomy, mastery and purpose, and the end result will be agovernment self-driven to keep itself lean.
  9. Recipe for collaboration3 parts QuoraAsk questions, provide answers2 parts WikipediaAn intuitive and familiar approach to information sharing1 part TwitterTag (categorize) and follow content without hassle1 part LinkedInEmpower, connect, and incentivize employees for theirpositive contributions
  10. Collaboration and knowledgesharingSubject Matter Experts (SMEs) and institutional informationcan be bottlenecked or hard to find.Resources wasted if employees are doing the exact samework as other employees, unknowingly.Time can also be wasted if employees do not have an easymeans of finding documents, guides, processes andprotocols. [Scale statistics on costs withheld]These are all costs to the taxpayer.
  11. Collaboration and knowledgesharingSolution: give employees a space to demonstrate theirexpertise, collaborate with one another, and recognizethem for their effort.Vision: make it easy to search for and contribute to anonline discussion.Ask questions, provide answers, jump into the discussion,recognize collaborators, all without fear of reprimand.
  12. Clean method of building andsharing expertiseSimplicity and organizability are key.Quality is a function of design, not the sheer number offunctions and niche features/use cases an applicationcontains.Frictionless. Information should be easily accessible,requiring as few steps as possible for users to get theinformation they need.
  13. Clean method of building andsharing expertiseVision:Conflicting information, policies and redundancies areinevitable. There must be an efficient means of resolve inorder to create a leaner government.Self-driven and autonomous. Employees should feelempowered, not forced to contribute. This is why Wikipediahas been so successful.We will work with stakeholders to identify potentialconstraints, whether technical or cultural and createaccommodative solutions.
  14. Structure data and informationeasilyInformation should be easy to search for, tag, follow,categorize, and if necessary control if classified.Collaboration should require the same, or less amount ofeffort than picking up the phone and calling someone.It should also require less effort than formally writing an e-mail, wordsmithing it accordingly, and then potentially beingtreated like an e-mail. Filed, secured, shuffled, orpotentially forgotten among all the other messages in theinbox.
  15. Build a presence, find peers like you,and be recognizedCulture may entail a hierarchical chain-of-command,sensitive to security, with an emphasis placed onreputation, promotion, and control.Reduce or remove silos. Make it easy for employees tofind and work with one another.Make it easy to secure and submit information withoutbeing confusing.Recognize each other for commendable work. Workthat accomplishes the public mission should berewarded.
  16. Requirements (based on website)Connect employees through an intuitive onlinecollaboration platform.Provide opportunities for online learning and skills sharing.Offer dynamic libraries of case studies, guides, and "howto" documents for employees looking to think out-of-the-boxwithout having to reinvent the wheel.Realize we are not necessarily bound by theserequirements.
  17. Connecting employeesFirst, provide a presence, or means to create an employeeprofile.Autonomy. Self-promote as much or as little as desired.Mastery. Make it easy to showcase personal skills andareas of expertise.Purpose. Allow employees to express areas of interest,desired growth, and what types of projects or workmotivates them.
  18. Connecting employees[Sample wireframe withheld]
  19. Connecting employeesSecond, make it easy to discover potential collaborators.Start with org charts.Require tagging/categorizing so that employees withoverlapping or similar roles actually have the ability to findone another.[Sample wireframe withheld]
  20. Connecting employeesThird, make it easy to collaborate with one another.Make communication and submitting information seemless.While there may be a few corner cases where informationneeds to be classified and controlled, the tool should NOTdouble as another layer of management, another form tocomplete, exist as another version of e-mail.
  21. Connecting employees[Sample wireframe withheld]
  22. Connecting employeesLastly, users should be able to receive and providefeedback without the fear of being reprimanded.[Key feature/distinction from likes/+1 withheld]3 main personas, and sub-personas
  23. Online learning and skills sharingPersonas/Users [hypothesized, to be validated]Those that know everything. Within that category are:-Seasoned. Keep information to themselves and may beterritorial.-Movers. Respond to requests for information withouthesitation.-Altruists. Provide information to anyone that mightremotely need it, willingly and happily.
  24. Online learning and skills sharingPersonas/Users [hypothesized, to be validated]Those with some knowledge of their job, that do not feellike theyve mastered their domain. Within the categoryare:-Motivated. Seeking promotion, want to master their job,perform above and beyond.-Acceptors. Do their job as told, if new stumbling blocksoccur, they do what is necessary within their means.-Apathists. Bare minimum everything.
  25. Online learning and skills sharingPersonas/Users [hypothesized, to be validated]Those new to the job. Sub-personas overlap with"motivated" and "acceptors"
  26. Online learning and skills sharingCreate a space for all 3 personas, or levels of knowledge.Incentivize those that know everything, to produce.[Sample "expert" use case withheld]Incentivize those new to the job to consume and inquire.[Sample "rookie" use case withheld]Incentivize everyone to participate and be comfortable withthe tool.[Sample UI nudge withheld]
  27. Democratize and incentivize[Key features withheld]Vision: create an opportunity for people to do their learningonline, become experts, and then become recognized fortheir mastery.
  28. Innovate without reinventing thewheel.To-be-validated: Is there a demand for altruists to createlibraries of information? Can this be incentivized so thatacceptors become altruists? What types of media, forms,methods would they be receptive to using? What are thebarriers to entry?Continuum of possibilities, from copying and pasting, tocreating a full-fledged library that reduces bureaucracy.
  29. Innovate without reinventing thewheel.Easiest case: linking to a document or posting the rawdocument.Modest effort: Disseminating information from a policy,guide, protocol, and distilling it in a way that is:Easy to understand.Allows the opportunity for clarification, comment, andfeedback.Can be recognized by peers and management for quality,savings, and contribution to the public.
  30. Innovate without reinventing thewheel.More effort: Finding related information and consolidating itappropriately, and in a way where the end result is morebeneficial than the original sum of its parts. Links relatedinformation that overlaps with multiple areas. Verydependent on institutional knowledge.Most effort: Reconcile conflicting information orredundancies, and undergo an internal process ofimproving policies and reducing bureaucracy.Each type of effort should be commensurately recognizedand potentially rewarded. If there is no incentive, it will notbe done.
  31. Technological best practices:borrowing from the private sector.Usability.Contains a sense of familiarity for the user, regardless ofbackground.Explanation of all features. Does not just assume everyoneunderstands buttons, workflows and the ecosystem.Reward for understanding how it works.User interface (UI) nudges based on the type of user.Think employee auto-enrollment in 401k, or recognition ofrepetitive actions and responding with a question.
  32. Technological best practices:borrowing from the private sector.Measurability.Industry best practices advocate hypothesis testing,collecting data, analyzing results, and implementing changeto improve the product. Incremental, not with long-awaitedreleases.Economics of product mechanics to be determined.Example: continuous raising of White House online petitionthreshold. Adoption is never perfectly predictable.Engineering tradeoff with performance and costs, somaintainability needs to be considered.
  33. Technological best practices:borrowing from the private sector.Maintainability.Sensitivity to information will determine admin moderationrequired.Importance of pilot(s): demonstration ofacceptable/common use-cases is effective in establishing"culture" of the products use.A phased, defined, measured and analyzed approach willenable smooth scalability.
  34. How to accomplish the missionSuccess will require advocacy from upper management toinfluence rank and file to discover, buy in to, and adopt the tool. If the product is built, and there is little or no participation, the end-result will be a net cost, not net saving to the public.

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