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190228 service design in japan en

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Evaluation of service design project

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190228 service design in japan en

  1. 1. Lesson learned From Service Design Projects - We want to make valuable services - Kenji Hiramoto Chief Strategist Cabinet secretariat (Ministry of Economy, Trade and Industry)
  2. 2. Fact of Service Design projects  The service design team  There are many self-defined service design specialists.  The department of the service  There is a parade of the negative word. 1 It’ impossible I've never had a problem. There are legislations It bothers everyone. Busy I will receive complaints No budget Who has a responsibility about new problem? I have never heard of such a need.I can’t understand. The silos with service design flavor
  3. 3. Framework for sustainable services 2 Guidebook Service design guidebook DX playbook Training Training course for service design DX training courses Practice Public service DB Corporation Info. DB Evaluation Workshop Evaluation of the projects  We should design valuable and sustainable services.  The framework is important to make the services. Organization and team Service design team in CAS DX office in METI Interoperability IMI (Government Interoperability Framework)
  4. 4. Evaluation by principle for service design  The success and failure cases of cross-organizational services are evaluated in the 12 service design sections to clarify key points for implementation. 3 SystemDb Corporate Info SystemA SystemB 1. Start with user needs ○ Needs Analysis × Establish ID number ×Order from other team ×Order from other division 2. Understand facts data ○ ○ × ○ 3. Think end to end service ○ Case Study ○ Case Study ×Indifferent ×Close area 4. Make inclusive services ○ Interviews ○ Interviews ×Indifferent ×Indifferent 5. Make simple ○ API ○ API ○ ○ 6. Use of digital technology ○ ○ × × 7. Fit in daily life ○ ○ ×Indifferent ×Indifferent 8.Don’t make yourself too much ○ API Focus ○ API Focus ○ ○ 9. Make in the open process ○ Workshops ○ Workshops ×Close team ×Close team 10. Use agile process ○ Phasing ○ Agile ×Water fall ×Water fall 11. Keep consistency ×Succession ○ ×Succession ○ 12. Make a service, not a system ○ Service ○ Service ×System ×System
  5. 5. Evaluation by phase (The Double Diamond)  "Early human resources, training", “sustainable operations" and "slump prevention" are important 4 Long period for procurement Request for Agreement to operate United Kingdom "Design Council, the design Process: What is the Double Diamond?" Https://www.designcouncil.org.uk/news-opinion/design- process-what-double-diamond) Created based on Stove pipe culture (No vision) Long period to coordinate Sequential release from Core function Workshop and questionnaire Good team Candidates refuse the operation Plan B Interview Design with a focus on scalability and flexibility Prototype Revision and version up We will make future plan Lack of knowledge and experience Evaluation by quantity, not quality Transition to an operational division with inadequate agreement Developed in close team without disclosing information The problem is revealed at the time of the offer System Db Corporation Info System A System B Coordination Procurement Discover Development DeliverDefine Triger Vision & Plan Solution Operation Good team
  6. 6. Critical points to service design success 5 Good team, staffing(A team that is not afraid of risk) • The members understand the service design and need. • The members are good at negotiating and have open mind. End-to-end thinking • Not only the administration but also the private sector How to make a operation Team • Share your vision. • In some cases, the final operating destination may not be determined at the initial stage. Even if you don't come by agreement, you need to consider some candidates and should have plan B. Open and agile • We will find new needs and use cases through the open process of development. Keep the Vision • Everyone can see the vision anytime.
  7. 7. Problem of the lower speed in the middle stage  Make the consent of the stakeholders 1. Go to the tough organization first and refine our strategy and schedule. 2. Enough time to listen their opinions. 3. Share the need for service with the members of the tough organization 4. Eliminate the reason for not doing , one by one 5. Persuade all other stakeholders first and tell them the result 6. Simulate the future with them. (Show them the good and bad future scenarios)  Make the procurement successful Proceed quickly. Select a talented developer 6 It is important to proceed it before everyone's enthusiasm cools down
  8. 8. Good team, staffing(A team that is not afraid of risk) • The members understand the service design and need. • The members are good at negotiating and have open mind. End-to-end thinking • Not only the administration but also the private sector How to make a operation Team • Share your vision. • In some cases, the final operating destination may not be determined at the initial stage. Even if you don't come by agreement, you need to consider some candidates and should have plan B. Open and agile • We will find new needs and use cases through the open process of development. Keep the Vision • Everyone can see the vision anytime. Critical points to service design success 7 Ensuring data interoperability It is keenly said in practice Critical points for success
  9. 9. Service design cannot be achieved without interoperability  In service design projects, we often connect the services and systems.  Interoperability framework is important 8 Service Barrier of digital services in Japan 60,000Kanji characters Stamps Complex Japanese expressions +
  10. 10. The need for a service design scorecard  Transparency is important for improvement.  Compare services  Secular change 9 サービス設計原則 2011 2013 2018 第1条 利用者のニーズから出発する 5 4 4 第2条 事実を詳細に把握する 5 5 5 第3条 エンド・ツー・エンドで考える 5 5 5 第4条 全ての関係者に気を配る 5 5 5 第5条 サービスはシンプルにする 5 5 5 第6条 デジタル技術を徹底的に活用する 5 5 5 第7条 利用者の日常体験に溶け込む 5 3 1 第8条 自分で作りすぎない 5 5 5 第9条 オープンにサービスを作る 5 5 4 第10条 何度も繰り返す 5 3 1 第11条 一遍にやらず、一貫してやる 4 5 1 第12条 システムではなくサービスを作る 5 5 1 フェーズ 2011 2013 2018 発見 5 定義 5 開発 5 提供 5 運用 5 3 1 基盤 2011 2013 2018 体制・人材 5 3 1 インタオペラビリティ 3 4 5 ユーザー評価 2011 2013 2018 価値 5 3 1 満足度(総合) 5 4 4 満足度(品質) 5 4 3 満足度(時間) 5 4 3 Annual evaluation (Image) Evaluating services: An exploratory approach beyond Service Design https://www.ifm.eng.cam.ac.uk/.../EvaluatingServices_Foglieni.pdf Evaluation by stakeholders (Image) Principal Phase Basement UX Year Phase Stakeholders
  11. 11. 10 Impossible is just a big word thrown around by small men who find it easier to live in the world they‘ve been given than to explore the power they have to change it. Impossible is not a fact. It’s an opinion. Impossible is not a declaration. It‘s a dare. Impossible is potential. Impossible is temporary. Impossible is nothing. - Muhammad Ali – 不可能は、変らなければならないことを探求するのではなく、与え られた世界で安穏と暮らしている小さな奴らが投げかける言葉だ。 不可能は事実ではない。それは意見である。 不可能は公式に定められたものではない。それは挑戦である。 不可能は可能性である。不可能は一時的なものである。不可能なも のなんてない。 - モハメド・アリ -

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