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TEACHING THE ELEPHANT
IN THE ROOM TO DANCE
19th June 2014
UX Scotland
Lorraine Paterson & Mike Jefferson
HOW TO EMBED UX
IN LARGE ORGANISATIONS
19th June 2014
@lorraine_p @mikeyj_uk
INTRODUCTION
Who are we and where are we from?
• Two of a four-strong team of user experience designers
• Work for Royal L...
INTRODUCTION
What do we want to talk about today?
• Explain how we’ve managed to embed UX bit by bit.
• Share our experien...
INTRODUCTION
What have we achieved ?
• We managed to design a commercially successful product for the
business
• Demonstra...
CHAPTER ONE
QUICK WE NEED SCREENS!
6
CHAPTER ONE
Parachuting into the project
• Allocated to Auto Enrolment (AE) when joined
• Huge amounts of documentation
• ...
CHAPTER ONE
20 June 2014 8
QUICK WE NEED SCREENS!
The challenges
• TIME!
• Feeding the development machine
• Low UX maturi...
CHAPTER TWO
“THIS ISN’T WHAT WE ASKED FOR!”
9
CHAPTER TWO
20 June 2014 10
“THIS ISN’T WHAT WE ASKED FOR!”
Stakeholder engagement
• Increased stakeholder engagement
• St...
CHAPTER TWO
20 June 2014 11
“THIS ISN’T WHAT WE ASKED FOR!”
Typical prototype (medium fidelity)
CHAPTER TWO
20 June 2014 12
“THIS ISN’T WHAT WE ASKED FOR!”
The challenges
• Stakeholder meetings were often the first tim...
CHAPTER TWO
20 June 2014 13
“THIS ISN’T WHAT WE ASKED FOR!”
CHAPTER THREE
BREATHING SPACE
14
CHAPTER THREE
Highlights
• Post-launch evaluation
• Usability testing
• UX review
• Documented standards
• UX design patte...
20 June 2014 16
Axure library
CHAPTER THREE
BREATHING SPACE
CHAPTER THREE
20 June 2014 17
BREATHING SPACE
Good stuff
• Usability testing!
• Market feedback on system UX
• Opportunity...
CHAPTER THREE
20 June 2014 18
BREATHING SPACE
Challenges
• No access to customers
• UX enhancements going nowhere
• Frustr...
CHAPTER FOUR
COLLABORATE!
19
CHAPTER FOUR
20 June 2014 1. http://www.fastcodesign.com/1672887/how-to-conduct-your-own-google-design-sprint20
COLLABORAT...
CHAPTER FOUR
20 June 2014 21
COLLABORATE!
Good stuff
• Bringing stakeholders along the journey
• Safe, collaborative envir...
CHAPTER FOUR
20 June 2014 22
COLLABORATE!
Challenges
• Key stakeholder delegated responsibility
• Initiative stalled due t...
CHAPTER FIVE
FIRST CONTACT
23
CHAPTER FIVE
20 June 2014 24
FIRST CONTACT
Highlights
• First contact with customers!
• Prototypes increasingly useful for...
CHAPTER FIVE
20 June 2014 25
FIRST CONTACT
Good stuff
• Turning point in the perception of UX
• Opportunity to build relat...
CHAPTER FIVE
20 June 2014 26
FIRST CONTACT
Challenges
• Feature definition precedes user input
• Prioritisation precedes u...
CHAPTER SIX
PUTTING THE USER CENTRE STAGE
27
CHAPTER SIX
Identifying an opportunity
• Mature team, well organised and working on priority backlog items
• Victim of our...
CHAPTER SIX
What next
• Designed and agreed a research proposal
• Aim to benchmark the user experience
• Deep dive researc...
EPILOGUE
PUTTING IT ALL TOGETHER
30
CHAPTER SEVEN
20 June 2014 31
PUTTING IT ALL TOGETHER
Build credibility by taking bite size
chunks.
20 June 2014 Presentation info in footer 32
Be pragmatic. What does the project
need at this time and how can you best
add value?
20 June 2014 Presentation info in fo...
20 June 2014 Presentation info in footer 34
Don’t understimate the power of the
prototype.
20 June 2014 Presentation info in footer 35
Be clear about the purpose of the
prototype. What are the needs of the
recipie...
Look for opportunities and be
proactive. Use downtime to get ahead.
20 June 2014 Presentation info in footer 36
20 June 2014 Presentation info in footer 37
Be inclusive. Invite others into your
process.
Win over influential stakeholders. They
will be able to help progress your UX
strategy much quicker.
20 June 2014 Presenta...
Tie UX improvements to business benefit
wherever possible. Metrics can be
powerful.
20 June 2014 Presentation info in foot...
Track your progress to stay motivated.
20 June 2014 Presentation info in footer 40
THANK
YOU
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UX Scotland 2014 19th june

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Doing UX design in large organisations has its own set of challenges. It’s still relatively unknown in many industries but regardless of that, lots of UX teams are being mobilised for the first time in the organisation’s history. This challenge means that many professionals prefer not to work in large organisations, opting for workplaces where change can happen more readily. However, as the trend for businesses to create their own internal UX teams continues, a number of UX professionals are finding themselves in this environment. As client-side UX professionals in a newly formed UX team, we have had to figure out how to overcome all the challenges that this brings. Some techniques worked while others didn’t. Because change typically happens so slowly in large organisations, we have had to use creative strategies to stay motivated. By sharing our experience of embedding UX into a large financial organisation over the last 3 years, we will share our successes and failures.

By telling the story of our journey as a UX team within a large financial organisation participants will understand some strategies of their own to use in their own organisations. Some of these strategies not only help to further the cause of user experience design but also to stay motivated through difficult times.

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UX Scotland 2014 19th june

  1. 1. TEACHING THE ELEPHANT IN THE ROOM TO DANCE 19th June 2014 UX Scotland Lorraine Paterson & Mike Jefferson
  2. 2. HOW TO EMBED UX IN LARGE ORGANISATIONS 19th June 2014 @lorraine_p @mikeyj_uk
  3. 3. INTRODUCTION Who are we and where are we from? • Two of a four-strong team of user experience designers • Work for Royal London, 150 year mutual insurance company • Scottish Life was part of Royal London but recently rebranded • Based in the department, Group Technology & Change (GTC) • New UX function created, no distinct UX role previously • Debate in the organisation about where UX should be… • Question: where does your team sit in your organisation? IT? Marketing? Insight? Proposition? Other? 20 June 2014 3 BACKGROUND
  4. 4. INTRODUCTION What do we want to talk about today? • Explain how we’ve managed to embed UX bit by bit. • Share our experience working on a long term project and how it influenced the strategic progress of the UX team. • Talk about the ups and downs and how the UX role evolved. • Impart some wisdom learned along the way! 20 June 2014 4 BACKGROUND
  5. 5. INTRODUCTION What have we achieved ? • We managed to design a commercially successful product for the business • Demonstrated value using one long term project, Automatic Enrolment • Paved the way for embedding UX more successfully in future projects • Gained trust in other areas of the business where UX is now more widely recognised and accepted 20 June 2014 5 BACKGROUND
  6. 6. CHAPTER ONE QUICK WE NEED SCREENS! 6
  7. 7. CHAPTER ONE Parachuting into the project • Allocated to Auto Enrolment (AE) when joined • Huge amounts of documentation • Project started in a waterfall and switched to agile • Good: Opportunity to demonstrate value by designing better interfaces • Good: Worked closely within the development team. Actions speak louder than words. 20 June 2014 7 QUICK WE NEED SCREENS!
  8. 8. CHAPTER ONE 20 June 2014 8 QUICK WE NEED SCREENS! The challenges • TIME! • Feeding the development machine • Low UX maturity = low UX credibility • No visibility of UX outside of team – no stakeholder engagement
  9. 9. CHAPTER TWO “THIS ISN’T WHAT WE ASKED FOR!” 9
  10. 10. CHAPTER TWO 20 June 2014 10 “THIS ISN’T WHAT WE ASKED FOR!” Stakeholder engagement • Increased stakeholder engagement • Stakeholder appreciation of design process improved • Walkthroughs with the stakeholders and team enabled designs to influence requirements • Moved away from basic wireframes to prototypes
  11. 11. CHAPTER TWO 20 June 2014 11 “THIS ISN’T WHAT WE ASKED FOR!” Typical prototype (medium fidelity)
  12. 12. CHAPTER TWO 20 June 2014 12 “THIS ISN’T WHAT WE ASKED FOR!” The challenges • Stakeholder meetings were often the first time they saw designs – mismatching expectations • TIME (still) – design not influencing development • Inconsistency of prototype designs • Prototypes re-used for variety of audiences which was not always appropriate
  13. 13. CHAPTER TWO 20 June 2014 13 “THIS ISN’T WHAT WE ASKED FOR!”
  14. 14. CHAPTER THREE BREATHING SPACE 14
  15. 15. CHAPTER THREE Highlights • Post-launch evaluation • Usability testing • UX review • Documented standards • UX design patterns • Styleguide • Axure component library 20 June 2014 15 BREATHING SPACE
  16. 16. 20 June 2014 16 Axure library CHAPTER THREE BREATHING SPACE
  17. 17. CHAPTER THREE 20 June 2014 17 BREATHING SPACE Good stuff • Usability testing! • Market feedback on system UX • Opportunity to sharpen tools • Axure library provides multiple benefits • Greater consistency • Higher fidelity • Quicker production
  18. 18. CHAPTER THREE 20 June 2014 18 BREATHING SPACE Challenges • No access to customers • UX enhancements going nowhere • Frustration due to lack of opportunity to make a difference
  19. 19. CHAPTER FOUR COLLABORATE! 19
  20. 20. CHAPTER FOUR 20 June 2014 1. http://www.fastcodesign.com/1672887/how-to-conduct-your-own-google-design-sprint20 COLLABORATE! Highlights • New feature development • Collaborative design process (Google Ventures)1 • Understand the problem from a user/task perspective • Diverge to Explore possible design solutions • Decide upon a single solution and map it out • Prototype an interactive model of the agreed solution • Validate using stakeholder review / usability testing • Iterate prototype to evolve design based on feedback
  21. 21. CHAPTER FOUR 20 June 2014 21 COLLABORATE! Good stuff • Bringing stakeholders along the journey • Safe, collaborative environment • Good team cohesion • Wide range of knowledge/ideas surfaced • Buy-in for prototyped solution
  22. 22. CHAPTER FOUR 20 June 2014 22 COLLABORATE! Challenges • Key stakeholder delegated responsibility • Initiative stalled due to questioned assumption • No clear way of resolving disagreement • Still no access to customers
  23. 23. CHAPTER FIVE FIRST CONTACT 23
  24. 24. CHAPTER FIVE 20 June 2014 24 FIRST CONTACT Highlights • First contact with customers! • Prototypes increasingly useful for a range of purposes & audiences • Stakeholders – bring feature alive, surface differences of opinion, identify questions & assumptions • Customers – resolve questions, test assumptions, validate design direction, usability test designs • Development team – communicate system changes, act as specification for the UI
  25. 25. CHAPTER FIVE 20 June 2014 25 FIRST CONTACT Good stuff • Turning point in the perception of UX • Opportunity to build relationships with customers • Customer feedback having real impact on design decisions • High level of UX credibility • First forays into upfront research
  26. 26. CHAPTER FIVE 20 June 2014 26 FIRST CONTACT Challenges • Feature definition precedes user input • Prioritisation precedes user input • No systematic gathering of user feedback post-launch • Research bottleneck • Difficulty prioritising UX enhancements
  27. 27. CHAPTER SIX PUTTING THE USER CENTRE STAGE 27
  28. 28. CHAPTER SIX Identifying an opportunity • Mature team, well organised and working on priority backlog items • Victim of our own success! • Large project team with several agile development teams working in parallel (82 full-time employees) • UXDs under utilised on project and not as busy as other roles 20 June 2014 28 PUTTING THE USER CENTRE STAGE
  29. 29. CHAPTER SIX What next • Designed and agreed a research proposal • Aim to benchmark the user experience • Deep dive research on features with most unknowns • Allow the voice of the user to influence backlog prioritisation • Analysed data from internal sources to make quick wins • Able to tie UX enhancements directly back to business benefit • Use the research to provide designs earlier and reduce bottlenecks 20 June 2014 29 PUTTING THE USER CENTRE STAGE Internal survey External survey Customer interviews
  30. 30. EPILOGUE PUTTING IT ALL TOGETHER 30
  31. 31. CHAPTER SEVEN 20 June 2014 31 PUTTING IT ALL TOGETHER
  32. 32. Build credibility by taking bite size chunks. 20 June 2014 Presentation info in footer 32
  33. 33. Be pragmatic. What does the project need at this time and how can you best add value? 20 June 2014 Presentation info in footer 33
  34. 34. 20 June 2014 Presentation info in footer 34 Don’t understimate the power of the prototype.
  35. 35. 20 June 2014 Presentation info in footer 35 Be clear about the purpose of the prototype. What are the needs of the recipient?
  36. 36. Look for opportunities and be proactive. Use downtime to get ahead. 20 June 2014 Presentation info in footer 36
  37. 37. 20 June 2014 Presentation info in footer 37 Be inclusive. Invite others into your process.
  38. 38. Win over influential stakeholders. They will be able to help progress your UX strategy much quicker. 20 June 2014 Presentation info in footer 38
  39. 39. Tie UX improvements to business benefit wherever possible. Metrics can be powerful. 20 June 2014 Presentation info in footer 39
  40. 40. Track your progress to stay motivated. 20 June 2014 Presentation info in footer 40
  41. 41. THANK YOU

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