Changing the game of user experience — refresh, renew, reimagine


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Changing the game of user experience — refresh, renew, reimagine

  1. 1. A collaboration of: Changing the Game of User Experience Refresh, Renew, Reimagine Paul Kurchina Connector, Analyst, and Community Catalyst, KurMeta Group Harold Hambrose CEO & Founder, Electronic Ink
  2. 2. © 2013 SAP AG or an SAP affiliate company. All rights reserved. 2
  3. 3. Gold Coast - Australia
  4. 4. User Experience : One Size Does not Fit All
  5. 5. Today’s SAP – Any UI is Possible on any Device
  6. 6. Look Who Drives Business Process Applications Software Key Performance Indicators Sample Performance KPI’s  Order Fulfillment Turnaround  Procurement Lead Time  Manufacturing Costs as % of Price Profit & Loss/Client Loyalty Driver Competency Order Fulfillment Procurement Production Major Business Processes Features User Experience Driving Business Processes
  7. 7. Seating ChartUser Experience – “ Driving in a Model T with a Ferrari Engine “
  8. 8. “[Those] who are familiar with wildly popular websites such as Amazon and e-Bay will certainly have noticed that no training whatsoever is required at those sites. Why? Because of a very high degree of usability. I have yet to hear of an Amazon super user network.” Cut to the Chase with Usability
  9. 9. Slide 9
  10. 10. Slide 10
  11. 11. After 30 years, it’s no longer a matter of if but what. Refresh, renew, reimagine. Slide 11
  12. 12. • Innovation no longer = computerization  Last 30 years of innovation defined by the computerization of business  Process and technology led – build it and they will come (do what we need) • Anything is possible, now what?  The answer isn't in the technology, but what you do with it  Define direction, then define a strategy • Relax, the software you already own may be a fine.  The UX is pliable – and ripe with opportunity • Missed opportunities are still there for the taking  Configuration and setup: recall how this was done It’s not if, but what. Slide 12
  13. 13. After all, I deployed this system. I don’t want to upset any apple carts. Slide 13
  14. 14. • Different types of surgery for different reasons, with different effects  SAP Screen Personas – think ”Lifestyle Lift”  Enterprise mobile – think “open heart surgery” or “psychotherapy”  Avoid complications: Borrow from reputable sources and contexts.  Go easy - think “homeopathic” • Diagnosis is the first and most important step  Observe, listen, understand. Don’t react. Think surgery – not demolition. Slide 14
  15. 15. Observational inquiry. Take to the field. Slide 15
  16. 16. Observational Inquiry Slide 16 Not what they are doing, but why they are doing it. Preferred to asking, “What do you want?”
  17. 17. Why? Slide 17 Not what they are doing, but why they are doing it. “This is easy…”
  18. 18. Unexpected opportunities Discoveries Slide 18
  19. 19. Unexpected Opportunities Slide 19 Follow the business process
  20. 20. Unexpected Opportunities Slide 20 Open-plan workplace behavior defeated by system behavior
  21. 21. Unexpected Opportunities Slide 21 “I never understood what that meant…”
  22. 22. They have the words you need Slide 22 The trick is getting them.
  23. 23. Do I need to hire a designer? Slide 23
  24. 24. Slide 24
  25. 25. • Business Analyst : Procedural Truth © • Developer : Mechanical Truth© • Designer : Human Truth© Don’t have one of these? Consider their focus. Slide 25
  26. 26. Consider their focus. Slide 26
  27. 27. • What design is… and isn’t.  Problem Definition – not a taste making  Communication – not a stylist  Model building / solution definition / risk management • Who is a designer… and who isn’t.  Some say we all have the capacity to be designers  Collaborator, listener, observer  Business analyst… may be too unlikely to challenge assumptions and convention.  Technologist…may be too challenging to shake the limitations of the materials. Design & Designers Slide 27
  28. 28. • Who.  A person(s) capable of asking, “Why are we doing this, and how do we know we should?”  Can appreciate the concerns and challenges of business and technology.  Is ultimately true to the human audience of any strategies or tactics.  Knows the difference between tool and technique. • What.  Leads application of human-centered thought and practice.  An organization that recognizes the value of design. • Where.  Within IT? Within the business? In between? Design Center of Excellence Slide 28
  29. 29. Driving procedural & technological change Through the lens of human capital Slide 29
  30. 30. SAP Recommendations for Customers 1. UNDERSTAND SAP User Experience Strategy 2. DEFINE and EXECUTE Customer UX Strategy • Identify your UX pain points and areas of high business value • Investigate which NEW and RENEWED applications are available • SAP Business Suite Road Map for User Experience • • • Evaluate ENABLING tools • Follow SAP’s design directions when building new SAP applications • • Follow SAP’s user interface technology strategy • Use Floorplan Manager and SAP UI5 for building new applications • Use NetWeaver Business Client and the Portal as UI client 3. LEVERAGE Design Services
  31. 31. UX Improvement Strategy A Joint Effort between SAP and Customers Fiori Suite Renovation DIY Enablement: SAP Personas Best Practice Enablement: UX Services RENEW ENABLE (DIY)NEW
  32. 32. Making Informed Design Decisions – SAP Context GATEWAY Context of Use Users Needs User Requirements User Stories Requirements Models CapabilityContent Channel Business Application ? Vishal Sikka 2010. "Timeless Software" Inform Fit-to-Purpose Solution Understanding User Needs and Work Practices App Design
  33. 33. Building Fit-to-Purpose Solutions (examples) Enable (blue-collar) worker to perform self-service tasks  Supporting knowledge- intensive tasks that are core for users  Supporting knowledge worker with ring activities (non-core)  Well defined tasks  Limited set of options  Pre-defined default values  Information-intensive  Optimized interaction  Rich-visualization  Single purpose  Zero training  Light-version FioriSAP Personas SAPGUI (on ITS) SAPUI5 on NW Gateway
  34. 34. Consumer-grade UX On Multiple Channels Fiori: A radically new experience on all devices Responsive Design
  35. 35. Suite Renovation HCM Personnel ActionsHCM Entry Page via SAPUI5 in NWBC Desktop HCM Admin via Floorplan Manager in HCM
  36. 36.  SAP Personas – A WYSIWYG Simplification Approach Before After
  37. 37. FK01 – Create a Vendor Transaction (Traditional) 8 Different Screens with numerous codes 1. 2. 3. 4.
  38. 38. FK01 – Create a Vendor Transaction (Traditional) 8 Different Screens with numerous codes 5. 6. 7. 8.
  39. 39. Improved FK01 – Create a Vendor with Personas 8 Screens condensed into 1, Codes replaced by drop downs and radio buttons
  40. 40. (take-aways) For immediate consideration. Slide 40
  41. 41. • The system you own may be the system you need. • In the UI, technology isn’t the challenge • Informed modification (large and small) may make all the difference. • Business Requirement never equated to User Requirements. They never will. • Design holds great promise. Think Human Truth. • Don’t repeat the past. For immediate consideration. Slide 41
  42. 42. Paul Kurchina Connector, Analyst, and Community Catalyst, KurMeta Group Harold Hambrose CEO & Founder, Electronic Ink Slide 42 THANK YOU