John Waterworth - Making it Work for Everyone
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John Waterworth is currently working with the Government Digital Service, helping to make digital services so good. He spoke at the July UXPA event on UX in Government. As a researcher and designer his sweet spots are turning research findings into clear insights that clients can understand and action, and using those insights to create innovative concepts for new products and services. Business can decide which customers to serve. With government services we rarely have that choice. We have to make them work for everyone. John will highlight some of the research approaches and design patterns that are helping to address this challenge, and some areas where we must do better.
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John Waterworth - Making it Work for Everyone
- 1. GOV.UK Making it work for everyone John Waterworth UXPA UK, July 2015
- 2. 2 GDS
- 4. GDS4 Photograph of London 2012 Olympic Games Opening Ceremony from theguardian.com
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- 6. Learn to drive 6 Photos by Just Ard and Neil Moralee on Flickr GDS
- 7. You are in the middle of the bell curve GDS7
- 8. Date of birth Name NI number GDS8
- 9. What is your address? What is your home address? Where do you live? Where should we send …? GDS9
- 10. 1. Understand everyone 2. Clear words 3. Simple interactions GDS10
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- 20. My job is … As a user researcher I want to help my team learn about users so we can make a better service 20 GDS
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- 28. It's not dumbing down, it's opening up GDS28
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- 43. 1. Weak discovery 2. Bad MVPs 3. Digital ghettos GDS43
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- 51. Why? GDS51
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- 55. 1. Understand everyone 2. Clear words 3. Simple interactions GDS55
- 56. 1. Weak discovery 2. Bad MVPs 3. Digital ghettos GDS56
- 57. Thank you GDS57
Editor's Notes
- I've been working with GDS for 2 years now Service transformation Exchange of information and sometimes money Applying for a thing, telling government about changed circumstances, meeting some obligation
- We want to make these digital services so good that people use them, not because that have to, but because they're simpler, clearer and faster
- Some government services are for specific groups, but most are used by millions of people and many are for everybody Some are about rights – Register to vote Or obligations – PAYE Or entitlements – Pensions Government can't exclude people Policy failure Legal challenge Moral Product manager learning about UCD in 1990s and the noughties Everyone = bad Really important to know which customers in and out
- Think about this a set of bell curves For each dimension of customer circumstances, behaviour, think, skills there's a sweet spot with extremes For a commercial product is really important to focus on that sweet spot, and not waste time and effort or weaken the product trying to serve the edges Des Trainer is good about this, particularly at UX London But in government it’s the opposite Serving the people in the sweet spot is relatively easy, so we focus most of our effort on the edges
- Circumstances Betty – young, confident, no health issues or disabilities, good digital skills, good literacy, learning so she can drive to work Betty – older, reasonable health but has some problems that reduce her mobility, husband died recently, he did a lot of their admin, and Betty's not confident doing things online, without her husband she's becoming more isolated, she still has their car and she was thinking of learning to drive, but at a recent visit to her doctor she saw a poster about health problems that might prevent older people driving, so she's not sure she can
- Just like you are not your user For most things you are in the middle of the bell curve
- You have a well established date of birth – some don't, have one assigned, have conflicts, find out they were wrong as an adult Have different names on different identity documents – different names, different spellings, eg woman renewing passport, since last passport got married and divorced, so current name is same as on passport, but other documents have a different name, has she changed her name Some people don't have National Insurance number – left UK as a child, now trying to access a service from abroad, someone frm an EU country studying in the UK
- Address is complicated All the questions mean different things and get different answers from different people according to their circumstances So you have to know what you're asking for, and how different people will answer
- What do we do about that
- Embrace that large and diverse audience
- Don't just do some research at the beginning and some usability testing at the end. We want to start by learning about users and their needs, built and try out different service concepts, then build, test and refine our best ideas until we can go live. We engage with users frequently, and throughout the project.
- Experience mapping – in this case for people setting up a business
- Or watching someone wonder how to take a passport photo with their phone
- And of course, in labs, having people show us how they do things, try out prototypes, try out beta services, … End to end service, photos, posting, paper forms, visits, phone calls, …
- And we don't just expect people to come to us. We get out and see people where they are. So here's me at a university trying out a service with students
- And here's James Thornett, head of GOV.UK, in a couple's kitchen hearing them talk about child care
- And here's Simon Brunning looking into a chipping container wondering what's in the box
- And we love other kinds of data that reveals user behaviour and thinking – web and app analytics, back office MI, surveys, call centre logs, …
- User research is a team sport
- Had to expand our lab observation room
- Not just confident and experts People with basic skills, people who are just learning, limited access – 30 minute slot in a library, obsolete smartphone with limited data plan and no charger
- Post about the problems of recruiting people with lower digital skills
- Stuff under date
- This is what the bad old days looked like. In the past, much government IT has dominated by policy, requirements and procurement. And produced systems that were expensive, were out of date when they launched, and were concreted over in a restrictive maintenance deal that made them almost impossible to change.
- Move to a process where we start learning about users and their needs, built and try out different service concepts, then build, test and refine our best ideas until we can go live.
- What would be a good MVP for a government service? Let's say the worst thing in current service is an opaque process – apply then hear nothing until success or failure So the first thing we build is text message notifications Or the worst thing is that the current service is a nightmare for people who've lost their previous document, paper forms, posting documents, delays, and huge admin costs. So maybe the least we can do for those users is to simplify that exception process. But no. Where do people put their MVP? Right on the sweet spot. With the people who are probably already best served. And they skirt around any legacy issues, so they learn little about those either.
- General confusion about MVP Learning focussed on internal process – agile, deploy, hosting, support Need a large number of initial users to justify launch But now have to explain to the edge cases (who are already worst served) that they've got to use the old service
- Agile working areas – good Digital Centres Some a floor or two away Some in a separate building on a campus Some in another city This worries me Service teams are responsible for the entire service, not just the digital parts
- One the most important things about transformation is doing it in front of everybody This is from Passport Office
- So … there's a lot of good work going on
- But there's still a way to go