7. “In finance, the purchase of a financial product or other
item of value with an expectation of favorable future
returns. In general terms, investment means the use
money in the hope of making more money.”
“In business, the purchase by a producer of a
physical good, such as durable equipment or
inventory, in the hope of improving future business.”
8. • “the productivity paradox”
• work-life problems
• Gartner Chaos report
• Very few managers do
follow-ups
9.
10. Effect Management
Effektstyrning ®
Ensure that the solution creates
expected business values (EBV)
1. Describe the EBV
2. Design for (choose based on) use
3. Validate or measure sucess continously
11. Three fatal mistakes today
1. EBV are blurry
Correllation?
2. Design is not managed
Without clear EBV : all design is equally
good, difficult to evaluate
3. No or little follow-up
Reaching EBV? Realistic? Likely?
20. Who shall we please to get there?
How do we do it
21. 1. Define Effect Goals
2. Define User Groups + Usage Goals
3. Prioritize
4. Concept Design + testing
5. Detail Design + testing
6. Keep track and adapt
22.
23.
24. Effect Goals
Describes the Business impact.
The difference when the product works as planned
• First one sentence that summarizes
”what is this application/service/product : s
contibution to the business?”
• Always together with some Measurement
Points, that desribes the meaning, and makes
it possible to measure
25. Effect Goals – the good example
the Nuclear Plant
Simplified preparation for new work-orders
and reporting finished work
27. The web presence should:
Contribute to increased usage
of ACME products by
facilitating to choose ACME.
Choose to buy ACME products. Choose to buy other ACME products as well.
Choose to use ACME products (when they are available).
Choose to recommend ACME products. Choose to evaluate a ACME product.
Choose to try to convince my manager about ACME products.
Choose to promote ACME to others. Continue to choose ACME
30. Objective
Measurements Observed behaviors
(fieldstudies, webanalytics, usag
(webanalytics, calculations)
e testing)
Time
# of (visitors, faults..)
Re-purchases Patterns
Conversion ratio Succsessrate
Quantitative Qualitative
•Evaluating goals •Evaluating goals
•Find problem areas •Understand
Measured opinions Analyzed opinions problem areas
(interviews, focusgroups,
(surveys)
usage testing)
Attitudes
Satisfaction
Estimated time
Attiitudes
Estimated quality
Explained behavoirs
Subjective
31.
32.
33. Target Group Analysis
What do users need
To find drivers,
motivation needs
Semistructured
interviews &
observation
34. Things we never ask
What do users need
Would you like a x-function?
What is better a or b?
Instead!
How do you think of “subject X”
What is important for you?
Tell me what makes it work!
Tell me what turns you off!
36. Carl the Curious
Challenge: Convince him to make contact
“I want to use products that are safe and efficient
for both me and my patient”
The Curious has heard about a ACME product that he is curious about. He wants to
know if the product meets his expectations.
Even though The Curious are open to the possibility that a ACME product might
suit his needs, he still need solid scientific evidence as well as recommendations
from independent experts in the field before considering the product.
If the call to action is clear and easy, Carl doesn’t mind taking the next step as long
as his visit to the web has made him even more interested. Carl is a busy man
”I usually have limited time, and want to quickly find out if though, so he need to decide on what next step he is willing to take. Meeting a
my curiosity is true.” sales rep takes a lot of time, looking at a short recorded detailing is less time
consuming.
Usage Goals Typical Tasks Important Actions
•Want to take a stand about a •Find a specific product based on what •Clear call to actions
product, solution or treatment. he knows about it. •Easy and luring overview over
•Want an answer to a specific •Figure out if the product matches his product USP:s, benefits etc.
question about the product needs and his standards. •Possible to find products based on
•Shall take the next step •Learn about additional benefits apart what he knows.
from the once that made him curious.
40. Actions, attributes
= the solution, functions
• Define what it takes to acheive
the goals / what it takes for
users to enjoy or love the
service or product
• Can be refined in a tree, where
The leaf is the actual action
The branches explains the chain of reasoning
• One action can be relevant for
several Usage Goals for different
Target Groups
43. Three fatal mistakes today
1. EBV are blurry
Correllation?
2. Design is not managed
Without clear EBV : all design is equally
good, difficult to evaluate
3. No or little follow-up
Reaching EBV? Realistic? Likely?
44. The fourt (and really fatal) problem
Business agreements are often based on
functionality
Customer: ”this was not what we expected”
Contractor/Builder: ”the specified function is
built”
45. Many business agreements are
based on a function list.
Certainly standard systems
(e.g. enterprise systems, decison
systems, financial systems)
46. Removed : detail effect
goals for ACME
The message is that they
could be used for the
business agreement
47.
48.
49.
50. Removed : SAP system
navigation and content
for reporting finished
work orders
51.
52.
53.
54.
55.
56. Effect goals are easily transformed to code
on web pages / web actions.
KPI are defined to keep track
over time and make appropiate changes
60. Effect Management
Effektstyrning ®
Ensure that the solution creates expected
business values (EBV)
1. Describe the EBV
2. Design for use
3. Validate or measure sucess
61. “In finance, the purchase of a financial product or other
item of value with an expectation of favorable future
returns. In general terms, investment means the use
money in the hope of making more money.”
“In business, the purchase by a producer of a
physical good, such as durable equipment or inventory,
in the hope of improving future business.”
62. If you view yourself as manager or
decision maker = you are a
designerof future values
• See to it that EBV are well defined
• Ask the builder to ensure
business values
• NEVER base business agreements on functionality
• Follow up!
64. ROI
Get ROI from Design Forrester Report June 2001
Return on investment for Usable User-Interface Design: Examples and
statistics Aron Marcus and associates, 2002
Bad IT investments
The Chaos Report Standsih Gruop 1994-2009
Infomation Technology and the Productivity Paradox
Henry Lucas, Oxford University Press, 1999
The Trouble with Computers Thomas Landauer, MIT Press, 1996
How to Measure Anything Douglas W Hubbard, John wiley & sons, 2007
65. Effect Management
Effect Managing IT Ingrid Ottersten & Mijo Balic, Liber, 2002
Know your user (humor)
Introducing the book
http://www.youtube.com/watch?v=xFAWR6hzZek
Usage testing (serious, swedish only)
http://vimeo.com/25181153
Editor's Notes
Started as a redesignofuser interface from physicalto touch basedTHEN wetookthingsfurther, designed a NEW VIRTUAL CONTROL ROOM, making it possibletowork from anywhere
Man undviker att göraÄven standardsystem och interna system-> det måste tillgodose mina behov- behoven måste vara kända-> designen ska motsvara behoven
Detfinns 20 sättattbygga en funktion påDetfinnskravsomärviktigareänandra…
