Deloitte Cem Ams 25 May2011

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Thinking Users Down, Not System Up

“Customer Experience matters”
© 2010 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.
© 2011 Deloitte The Netherlands

Some great tools have long history of design

Once a desperate need arose...
Once a desperate need arose

...around the concept of driving a nail into a piece of wood

© 2010 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential. 2

And then.... the Hammer was invented


Hammer evolution

The hammer has known many shapes

Prehistory Now


Hammer engineering

Over the years, hammer specialists have optimized the design of the hammer
towards its purpose...

...creating an optimal device for

the user


Hammer engineering: User Down

Hammers are developed with both the user and purpose in mind

user down
The tool is shaped towards the user


Software engineering

From a business process perspective Software is a tool

But in contrast to a hammer...


Software engineering: System up

... software is usually developed with the system in mind

system up

The user needs to adapt to the system


Software engineering: System up

Over the years, software engineers have typically focussed on

• Reliability
• Scalability
• Security
• Maintainability

And with respect to users on...
well, actually.....
nothing


Thinking system up focuses on the system, not the users

System functionality User’s Point of View

Employees need to use 6 systems on Have high expectations due to
average to access core business data for sophisticated experience of
their daily job usability (Facebook, Google,
LinkedIn, Bol.com, iPhones)
Solutions live frequently in siloes caused
by legacy architecture, acquisitions, No tolerance for cumbersome
mergers etc. interfaces anymore

All system functions accessible on Used to frequently changing
first page, for all users if possible interfaces of popular sites

Lots of manuals, training hours and a Very familiar combining external
steep learning curve sources like newsfeeds, maps,
search, etc.
Next version is planned next year (or
the following)


User Down: engage the user

When designing systems the business requirements are one key factor,
the other one is usability

Usability factors
Intuitiveness iPad doesn’t come with a manual
Interoperability Systems working seamless together, no window
switching or alt tab needed
Aggregation data from various sources generate useful information
Portability nowadays information lives on many screens
Outside –in external sources adds value to your information

Get to know and understand the user!


System up versus User down

System up User down

vs

Designed Evolution


Imagine – these 6 systems to work with

Client Search Order Entry

Inventory Payments
Search

The user
Customer Delivery
Account


Where do you start – Use a Persona Driven Approach

Conduct User research

Define relevant usability Look at the
metrics Jobs users do

Identify
Personas

Build Visual Design
and Prototype Define the Roles

Identify use cases
Build Wireframes

Deloitte’s Usability Clock™


Personas

 Fictitious characters created to represent the different user types that might use your “product”.
 Developed from real-world (client)information.
 Reveal the people behind the numbers
 Example: Simon Stockbroker, Marc Manager and Billy Banker.


The Value of Personas

 Personas provide target group representation in clear segments.
 Personas provide a description per segment in terms of goals wishes and limitations
 The use of Personas results into clear and verifiable functional and design-targets
 The Persona based approach ensures a constant maintain of focus on the end user.

 Personas help build User-Centric Systems
 And on a higher level, Personas help build a People-Centric Organization.


Conduct User Research

 Who are those people that will be using your product
 What is their background
 Are they young, old, college educated, etc.
 What are their needs, goals, wishes and limitations
 What do they like
 What do they dislike


Look at the Jobs Users do

 What is it that your users do in their daily jobs
 What are the tasks they need to accomplish
 What are the challenges they face in doing so
 How are the current tools supporting them
 Identify the support / improvement areas you are targeting.


Define the Roles

 Split up the process you are supporting in terms of expertise
 Do the same for responsibility
 Define who is to be involved at which state in the process


Identify use cases or user stories

 Given the Business case
 The processes you need to support
 The people involved in these processes
 The roles you identified

 Write down what you expect your system to do.
 Do so for each task you can think of (for all of the roles)


Build wireframes

 Translate your user stories/ use cases into schematic screen designs.
 Visualized concepts offer clarity to all stake holders


Wireframe – Sketch example


Wireframe – Elaborated version

Logo Welcome, User
Search

Sales Control Center Dashboard

Your Sales Target Sales Funnel
Prospects Status

Workflow Items

Subject Request By Due Date

Opportunities
Activities
Activity Status Due Date


Build visual design and prototype

 Finalize the perceptual input for users and other stakeholders
o Present the design
o Build interactive prototype (high fidelity with finalized design or low fidelity using wireframes)

 Test your ideas


High-fidelity prototype sample


Define relevant usability metrics

 Many aspects of usability are measurable
 Be sure to define metrics for your expectations
 With these metrics, define usability in your requirements
 Be sure to define the budget you want to spend on usability.


Usability metrics, before and after

Before After

Transaction 20 Clicks, 3 Screens 5 Clicks, 1 Screen
simplification
Time to create 4 Minutes 2 Minutes
notification
Notifications/hour Up to15 25 to 30
Training participation 27% (Attended) 98% (Attended)
Training efforts Instructor-Led Training (ILT) Computer-Based Training (CBT)


Conclusion: a User Down approach adds real value

Great systems that are used to the max


Be prepared for great results

Client Search Customer Inventory Payments Delivery Order Entry
Account Search


Lessons learned

• Usability of Call Centre Software led to
66% agent productivity gain

• Redesign front end ERP services
jumped business process
performance by 30%

• UX enhanced in eCommerce site lead
to 300% increase in revenue

Dos and don’ts

DO ... evangelize usability
... determine metrics to measure success
... get a user experience professional
... stay in perpetual beta
... think through usability change management


Dos and don’ts

DON’T... forget the user
... give in to temptation for trends
... forget about integration
... rely on waterfall methodology
... set unrealistic expectations


Questions?

Partner | Technology | User Engagement, Pricing, CRM, Social Media & Cloud Computing
Theo Slaats
Tel. +31 6 5267 2525
tslaats@deloitte.nl

Theme Lead User Engagement
Pieter Hering
Tel. +31 6 1100 3899
phering@deloitte.nl


Disclaimer:
Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited, a UK private company limited by guarantee, and its network of member firms, each of which is a
legally separate and independent entity. Please see www.deloitte.com/about for a detailed description of the legal structure of Deloitte Touche Tohmatsu Limited and
its member firms.
Deloitte provides audit, tax, consulting, and financial advisory services to public and private clients spanning multiple industries. With a globally connected network of
member firms in more than 140 countries, Deloitte brings world-class capabilities and deep local expertise to help clients succeed wherever they operate. Deloitte's
approximately 170,000 professionals are committed to becoming the standard of excellence.
This publication contains general information only, and none of Deloitte Touche Tohmatsu Limited, Deloitte Global Services Limited, Deloitte Global Services
Holdings Limited, the Deloitte Touche Tohmatsu Verein, any of their member firms, or any of the foregoing’s affiliates (collectively the “Deloitte Network”) are, by
means of this publication, rendering accounting, business, financial, investment, legal, tax, or other professional advice or services. This publication is not a substitute
for such professional advice or services, nor should it be used as a basis for any decision or action that may affect your finances or your business. Before making any
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shall be responsible for any loss whatsoever sustained by any person who relies on this publication.

© 2010 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.

Deloitte Cem Ams 25 May2011

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Deloitte Cem Ams 25 May2011