Events can be hard to book accurately due to information being difficult to find on the website and event organizers finding it challenging to articulate their needs through the online form. Some visitors also have difficulty finding information online to plan their visit to ACMI. While there is educational material available, teachers sometimes visit in person to check suitability as content does not always match expectations from the website. The journey mapping identified various pain points across ACMI's systems and customer experiences, from planning visits and booking events to accessing information at the museum.

1. Journey Mapping
JannaDeVylder

2. MeldStudiosisanaward-winningdesignstudio.
Weexisttoimprovetheeverydaylivesofpeopleasthey
interactwiththeworldaroundthem.Weworkwith
organisationstobetterunderstandtheneedsofpeopleand
designservicestomeetthoseneeds.
Weusejourneymapstoexpresstheexperiencesoftodayandto
projecttheimaginedexperiencesofthefuture.
About Meld Studios

3. 3
Event booking form
(under VISIT US)
ACMI website Education booklet
and website
Schools’ website and
booking system
Tessitura ticketing
system and ticketing
phoneline
EventSACMI
SchoOlsSchoOls
ACMI
Education
2015
School visit
booking systemTessitura
PRE-VISiTACTIVitiES
Schools pre-visit
activities
Confirm
to visito
SCHOOL BRIEFINGS
find
ing information onlin
e
booki
ngevents online
What equipment
do you need?
EVENTS
Five mics,
or six?
online
ticketing
BUY
E X H I B i T i O N
ed
ucation information
T
Will this
be suitable for
my Year Threes?
EDUcation
at Acmi
booki
nga school trip
T
befor
ethe visit
PRE-VISiTACTIVitiES
customer EMails
Ticket
destin
ation visitS
Bowie!
ACMI
walk
-ups & tourists
Let’s go
to ACMI!
word
-of-mouth
NGV
fafaf
milylyl
caterERs
2013 2014 2015
SCHOOL BRIEFINGS
How can
I help?
VSO
S
V
What else is
on while I’m
there?
confirmatION
email
relatEd ofFErs
V
S
BACKSTAGE
SYSTEMS &
ARTEFACTS
Many people are involved
in creating an exhibition
Curators rely on the deep expertise
of technical and exhibitions staff to
realise their vision.The earlier that
exhibitions support staff are made
aware of curator’s vision the better.
ACMI is a learning
organisation
Each time a large exhibition is
staged the organisation takes the
opportunity to learn how to run
things more smoothly next time.
Touring exhibitions require
distinct considerations
A new team has been created to
deal with the increasing number and
importance of touring exhibitions.
They ensure that, amongst other
things, maintenance is considered in
upfront exhibition design.
Multi-stage testing helps
create robust exhibitions
Exhibit ideas are tested at different
scales from lo-fi prototyping and
learning from experience to large-
scale flow testing in warehouses.
Technical testing in particular ICT is
often not given enough time
pre-opening. Which can lead to
failures and non-optimal operation.
Schools briefings are
popular but restricted
by resourcing
Schools can miss out on a briefing
as the current system restricts quick
processing of booking. Staff believe
schools who miss out on briefings get
a less-rich experience of ACMI.
Some visitors have difficulty
finding information online to
plan their visit.
Judging suitability for a
school visit has mixed results
Although there is a wealth of specific
material to help teachers, many will
still come to the museum (if they can)
to check suitability. At times they are
surprised with content which doesn’t
quite match the expectations they had
from looking at the website.
Schools that visit frequent
are“better”at completing
pre-visit activities
Much time is spent on preparing
materials for schools to complete be
their visit, but it appears that many
schools do not complete the activitie
Events can be hard
to book accurately
Information on events is located
under VISIT US on the website which
is hard for some to find. Some event
organisers are unable to articulate
their needs accurately, so the free
text online form can be a challenge.
Online
opport
plan th
Confirma
informat
as well a
they mig
in the mu
The ticketing system
online is difficult for
visitors to use
Some customers have to call to
complete online transactions.
It is particularly difficult when
buying multiple tickets accross
ACMI’s offers.
As well as the awareness raised
through blockbusters, people find out
about ACMI through their families,
from the catering company, and from
other museums like the NGV.
It’s understood that there is a large
portion of visitors (some assumed
to be walk ups or tourists) that don’t
know what ACMI is, but visit it as part
of their visit to Fed Square.
Online
facilita
of visit
Buying ti
way for A
emails an
digital re
not suffic
visitors a
their per
When blockbusters are held at ACMI,
interstate and country Victoria visitors
will make a holiday of it, attending other
museums such as the NGV and staying at
nearby hotels.
PlanningAwareness
ACMI’s website is essential for planning
but can be challenging for some to use
When planning a visit or an event, people
look to the website but can’t always find the
information they need.
Growing awareness raising beyond the blockbuster
Awareness of the museum appears to rely on a mix
of word-of-mouth and the interest raised through
blockbuster exhibitions. It appears rare that a visitor
will utilise the entire breadth of ACMI’s offers.
PROGRAM / EXHIBITION PLANNING TESTING SCHOOLS
EBMS
V
ACMI Visitor
Experience
CURRENT STATE – NOVEMBER 2015
This map articulates the current
end-to-end journey of ACMI visitors
including event clients,schools,
and general visitors.
The map was created based on
insights obtained from seven
interviews with stakeholders,
16 interviews with staff (internal
and visitor-facing),as well as
insights gathered from eight days
of observational research at the
museum.This includes rapid
intercept interviews with visitors.
KEY
VSO VSO
sup
General
visitors
Visitor
Services
Officers
VSO
Supervisor
Teachers
Volunteer
Event
goer
Students Shop
Customers
ICT
staff
AV staffFacilities
staff
STAFF
VISITORS
V T E
C
V
ICTAVFS
General
Staff
Working
well
Pain
point
Communicate what you discover

4. Our process is
human centred
design

5. What is Human Centred Design?
5
Human centred design (HCD) involves putting
people at the centre of the design process:
• Build empathy for the people that use or will
use the things we create
• Understand the physical and cognitive
abilities and limitations of humans
• Understand the goals and needs of the
people involved in the system
• Understand the emotional context in which
they engage with us
• Iteratively evaluate your ideas throughout
the project

6. Understanding
customers

7. 7
Qualitative and quantitative approaches
• Qualitative approaches allow you to probe
into detail and reveal deep and reveals rich
and unstructured insights about why people
do the things they do.
• Quantitative approaches enable you to
measure what is happening. Organisations
are used to running on quantitative data.
• Don’t get the two confused!

8. 8
Understand needs &
behaviours
Understand needs and
behaviours of customers,
frontline staff & stakeholders
• Qualitative research – take
stakeholders with you if
possible
• Desk research – understand
what is already known
• Stakeholder interviews –
understand stakeholder
perspectives, challenges and
business drivers

9. 9
Make a note of what sticks
Make a record of what feels true.
Don’t let it restrict what you do
next. Hide it once you’ve done it
and come back to it periodically if
you get stuck in the trees.

10. 10
Share your stories
Talk other members of the
research team, or interested
parties through what you
discovered.

11. 11
Analysis & synthesis
• Make sense of what you’ve
learned
• Share with stakeholders as
you go – encourage
questions and listen
• Use prominent spaces –
don’t lock yourself away!

12. Visualise
• Show a connected narrative
across your data of what
you’ve learned
• Show connections &
dependencies to show
insight in context
• Identify opportunities of
today for ideation of
tomorrow

13. Why do we map?

14. 14
Share what you’ve
learned
• Communicate what you’ve
learned in as engaging
manner as possible

15. 15
Invite them to own it
• Let them touch things and
contribute
• Share and invite additional
contributions
• Ask “what does this mean for
you?”
• Encourage questions and
listen

16. 16
Benefits of this type of approach
• Provides an outside-in perspective
• Looks across organisational silos
• Helps organisation see the bigger
picture
• Helps build empathy for customers

17. 17

18. Activity, environment, interactions
Artefacts within customer
experience eg. forms, brochures, letters.
Quotes to bring the customer
experience to life.
What is frustrating or challenging?
Map the positive or negative
responses across the line.
How did the customer feel?
W H A T H A P P E N E D
Customer research Structured capture tool
A r t e f a c t s
i s s u e s + p a i n p o i n t s
m o o d a n d e m o t i o n
C u s t o m e r v o i c e
18
Structured capture tool
A structured way to capture
notes along a customer-
centred timeline.

19. Journey Maps

20. 20
What is a journey map?
A journey map is a diagram that
illustrates the activities and
emotions a “customer” goes through
when engaging with an organisation
around specific goals.
Ideally told from an outside-in
perspective.

21. 21
Example project

22. 22
Example project

23. 23
IDSE101
Interaction Design Research and Synthesis
METHODS
THEORY
STUDIO
Foundations
IDSE102
Design, Society and the Public Sector
IDSE103
Foundations
IDSE201
Rapid Ideation and Creative Problem Solving
-
METHODS
STUDIO
IDSE202
Service Design
IDSE203
Studio: Research and Synthesis
METHODS
Research and Problem Definition
IDSE301
Evaluation of Interaction Design Solutions
METHODS
IDSE303
Studio: Ideation and Development
-
Concept Development and Evaluation
STUDIO
IDSE401
Entrepreneurial Practice
METHODS
STUDIO
IDSE402
Theory of Interaction Design and
Social Entrepreneurship
IDSE403
Studio: Pilot
THEORY
Business Modeling and Pilot
Potential Idea Space of Your Business
Ebb and Flow of Your Anxiety
How an idea Comes to Life
-

24. 24
Potential Idea Space of Your Business
Ebb and Flow of Your Anxiety
How an idea Comes to Life
-

25. 25
what if?
experience
what if? what if? what if?
More machines placed
in the larger stations
such as Town Hall.
Roving ‘guidance’
officers could be
employed at busy
stations during peak
hour to assist novice
passengers.
a. Searches for her destination
Lauren has just moved to Sydney and is
going to view an apartment. She expects
to be able to find transport information
in the real estate app (as she has done in
other cities). This is not the case so she
has to ask her work colleagues what the
closest train station is to her destination.
b. Looking for destination
Tries to locate Bondi Junction on the line
maps at the station but has no idea what
area it is in. “Is Bondi in the inner west?”
Is unsure if Bondi Junction is really the
closest station to Tamarama so checks
domain.com.au again.
c. finds her destination
After looking carefully at the signs she
finally finds ‘Bondi Junction’ on the list
of the Eastern Suburbs Line. She has
wasted valuable time searching and is
now concerned she’ll miss the viewing
appointment.
d. Buying a ticket
Not sure which machine she needs to use
so follows the lead of the passengers in
front. They are also confused and there
is a long line behind them of frustrated
passengers. There are not enough
machines.
1. pre-travel
CRITICAL Person at this phase may choose another form of transport if too difficult
TRAIN TRAVEL IN SYDNEY | Current state journey map
OBSerVatiOnS
Awareness was raised
of apps that use
Transport for NSW
data such as TripView.
More ‘ins’ were
provided to existing
information. e.g. link
third parties such as
Domain.com.au links
to 131500.com.
Icons were used to assist
novice and non-English
speaking passengers
(e.g. waves to indicate
beach suburbs).
Maps of entire system
were easier to find for
novice users.
Assistance from
colleagues
Signage hard to understand
as naming conventions not
understood by novice passengers
Stressed due to time
wasted in searching
Brief moment of joy
as she realises she’s
not alone in finding
system difficult
Disappointment that
mental model does not
match new system
High expectations
built upon prior
experience
This doesn’t work
as well as it does in
London. Where’s the
info about trains?
Where is Bondi? Is it in
the Inner West? I don’t
understand these place
names at all.
Ah, here it is – on the
Eastern Suburbs line.
I had no idea Bondi was in
the east.
Well, at least I am
not the only one who is
confused. These guys also
have no idea…
a. Buying a
Is anxious abou
are a few peop
a few moment
Doesn’t see tha
Junction) is on
passengers are
Stress levels in
2. Buy
INFLUENTIAL
frOnt Stage
experience
what if?
Progressive disc
was a principal o
information syst
design for CityRa
C
m

26. 26
Event booking form
(under VISIT US)
ACMI website Education booklet
and website
Schools’ website and
booking system
Tessitura ticketing
system and ticketing
phoneline
EventSACMI
SchoOlsSchoOls
ACMI
Education
2015
School visit
booking systemTessitura
PRE-VISiTACTIVitiES
Schools pre-visit
activities
Confirm
to visito
SCHOOL BRIEFINGS
find
ing information onlin
e
booki
ngevents online
What equipment
do you need?
EVENTS
Five mics,
or six?
online
ticketing
BUY
E X H I B i T i O N
ed
ucation information
T
Will this
be suitable for
my Year Threes?
EDUcation
at Acmi
booki
nga school trip
T
befor
ethe visit
PRE-VISiTACTIVitiES
customer EMails
Ticket
destin
ation visitS
Bowie!
ACMI
walk
-ups & tourists
Let’s go
to ACMI!
word
-of-mouth
NGV
fafaf
milylyl
caterERs
2013 2014 2015
SCHOOL BRIEFINGS
How can
I help?
VSO
S
V
What else is
on while I’m
there?
confirmatION
email
relatEd ofFErs
V
S
BACKSTAGE
SYSTEMS &
ARTEFACTS
Many people are involved
in creating an exhibition
Curators rely on the deep expertise
of technical and exhibitions staff to
realise their vision.The earlier that
exhibitions support staff are made
aware of curator’s vision the better.
ACMI is a learning
organisation
Each time a large exhibition is
staged the organisation takes the
opportunity to learn how to run
things more smoothly next time.
Touring exhibitions require
distinct considerations
A new team has been created to
deal with the increasing number and
importance of touring exhibitions.
They ensure that, amongst other
things, maintenance is considered in
upfront exhibition design.
Multi-stage testing helps
create robust exhibitions
Exhibit ideas are tested at different
scales from lo-fi prototyping and
learning from experience to large-
scale flow testing in warehouses.
Technical testing in particular ICT is
often not given enough time
pre-opening. Which can lead to
failures and non-optimal operation.
Schools briefings are
popular but restricted
by resourcing
Schools can miss out on a briefing
as the current system restricts quick
processing of booking. Staff believe
schools who miss out on briefings get
a less-rich experience of ACMI.
Some visitors have difficulty
finding information online to
plan their visit.
Judging suitability for a
school visit has mixed results
Although there is a wealth of specific
material to help teachers, many will
still come to the museum (if they can)
to check suitability. At times they are
surprised with content which doesn’t
quite match the expectations they had
from looking at the website.
Schools that visit frequent
are“better”at completing
pre-visit activities
Much time is spent on preparing
materials for schools to complete be
their visit, but it appears that many
schools do not complete the activitie
Events can be hard
to book accurately
Information on events is located
under VISIT US on the website which
is hard for some to find. Some event
organisers are unable to articulate
their needs accurately, so the free
text online form can be a challenge.
Online
opport
plan th
Confirma
informat
as well a
they mig
in the mu
The ticketing system
online is difficult for
visitors to use
Some customers have to call to
complete online transactions.
It is particularly difficult when
buying multiple tickets accross
ACMI’s offers.
As well as the awareness raised
through blockbusters, people find out
about ACMI through their families,
from the catering company, and from
other museums like the NGV.
It’s understood that there is a large
portion of visitors (some assumed
to be walk ups or tourists) that don’t
know what ACMI is, but visit it as part
of their visit to Fed Square.
Online
facilita
of visit
Buying ti
way for A
emails an
digital re
not suffic
visitors a
their per
When blockbusters are held at ACMI,
interstate and country Victoria visitors
will make a holiday of it, attending other
museums such as the NGV and staying at
nearby hotels.
PlanningAwareness
ACMI’s website is essential for planning
but can be challenging for some to use
When planning a visit or an event, people
look to the website but can’t always find the
information they need.
Growing awareness raising beyond the blockbuster
Awareness of the museum appears to rely on a mix
of word-of-mouth and the interest raised through
blockbuster exhibitions. It appears rare that a visitor
will utilise the entire breadth of ACMI’s offers.
PROGRAM / EXHIBITION PLANNING TESTING SCHOOLS
EBMS
V
ACMI Visitor
Experience
CURRENT STATE – NOVEMBER 2015
This map articulates the current
end-to-end journey of ACMI visitors
including event clients,schools,
and general visitors.
The map was created based on
insights obtained from seven
interviews with stakeholders,
16 interviews with staff (internal
and visitor-facing),as well as
insights gathered from eight days
of observational research at the
museum.This includes rapid
intercept interviews with visitors.
KEY
VSO VSO
sup
General
visitors
Visitor
Services
Officers
VSO
Supervisor
Teachers
Volunteer
Event
goer
Students Shop
Customers
ICT
staff
AV staffFacilities
staff
STAFF
VISITORS
V T E
C
V
ICTAVFS
General
Staff
Working
well
Pain
point

27. 27
Maps typically include…
Phases: Phases of the customer experience
Scenes:Activities within a phase
Actors:People involved in the interaction
Artefacts:Things involved in the interaction
Emotions: The emotional state of the customer
Issues:Issues experienced
Quotes: Voice of the customer to bring it to life
Front stage: How the customer experiences
things
Back stage:Things going on behind the scenes

28. 28
Different types of maps
Currentstatemaps
• Describes the current customer
experience
• Contains issues, points of
pleasure, voice of customer,
opportunities, etc
Futurestatemaps
• Articulates a future vision
• What needs to exist to bring the
vision to life
Customerjourneymaps
• Records the customer experience
• Helping build empathy for the
customers, their needs and their
language
Service/eco-systemmaps
• Looks at the customer, staff and
organisational experience of
delivering service to customers

29. 29
What is a journey map?
Journey mapping is more than an
artefact (the journey map), it is about
opening your organisation up to the
realities of how customers see and
experience it – taking an outside-in
perspective on your organisation

30. 30
The bigger value of a journey map
• Provides an outside-in perspective
• Looks across organisational silos
• Helps organisation to see the bigger
picture
• Helps build empathy for customers
• Delivers an engaging visual that
people want to spend time with

31. What goes into a
journey map?

32. 32
What is a map? (as it is
commonly understood)
• Abstracted simplification of
complex systems to help
people navigate from one
defined place to another.
• Detached surveying, or ‘the
bird’s eye view’.
• Someone needs to choose
what to show and how
London Tube Map.The ultimate abstraction (it is not geographically accurate).

33. 33

34. 34
The shape of the map
Simple journey Multiple journeys
Forks and loops Complex services and ecosystems

35. 35

36. 36

37. 37

38. 38

39. 39

40. 40
FRONT OF
BACKSTAGE
1
ARTEFACTS/CHANNELS
e. UNDERSTAND CUSTOMER COMPLEXITY
Obtain a detailed understanding of the
customer’s requirements so that a suitable
solution can be recommended.
Buying.Stage 3 of the service
F. SELECT PRODUCTS & SERVICES
Present the customer with Digital Signal & co (DDS)
products and/or services and obtain their approval
to continue.
G. MAKE INSTALLATION APPOINTMENT
Make appointment for the installations of products and/or
services to a customer site.
APPOINTMENTS
Installation appointment selected
with smallest possible time window,
e.g. 1 hour.This coordinates The Digital
box installations. Until available to
customers directly, this is organised by
the DDS manager.
Time required for installs will have
been estimated during audit.
OUT-OF-HOURS
Appointments available
out-of-hours and during
holidays.
CONFIRMED
Appointment confirmed
by email with step-by-
step instructions on how
to change.
M C
SOLUTION DESIGN
PROPOSAL
Presented to customer
showing Digital Signal & co.
recommendation for the design of
their Digital box solution.
SOLUTIONS DESIGN WORKSHOP
An opportunity for a Pre-sales Specialist (PS)
to review the current solution design, discuss
the customer’s aspirations and discuss the
opportunities presented by the Digital Signal &
co.
AUDIT CE
Begin by on site audit of Customer
Equipment (CE), products and
services. Audit report is created
and saved to Customer Record.
CHECKLIST
To help identify
customers that will
benefit from an
Solutions design
workshop.
PRE-SALES
TECH SPECIALIST
Leads the Solution
design workshop. Repeat as
required.
PRODUCT
DECISION TREE
To guide sales person (S)
and/or customers through
complex product migration
scenarios.
M
SP S
ORDER PROCESS &
TRACKING
Digital box product order process
to be set by The Digital box procure
department.
CUSTOMER TEAM
CREATE SOLUTION &
QUOTE
S works with M, M’s team,
Specialists and others to produce
a solution for their customer.
SPECIAL SERVICES +
MULTI-SITE
As Special Services and the regions of
customers with multiple sites come online,
they should re-join the Buy episode here.
MULTIPLE CHANNELS
Managed customers also have
access to Buy channels for Mass
customers e.g. Dealers, online,
phone.
S SSP SP
C
C
CPE databaseAudit tool Workshop
checklist
Playbook Audit
report
Product
decision
tree
Product
information
Customer
‘on hold’ list
Order tracking
tool
Appointment
booking tool
C
DIGITAL BOX
INSTALLATION
SCHEDULE
DDS manager should have visibility
of the Digital box installation
schedule until there is an
integrated booking tool.
Installation
appointment
script
Audit
training
materials
CUSTOMER
RECORD
Customer’s appointment
date, ordered products and
original audit report are
saved into their Customer
Record.
CUSTOMER
‘ON HOLD’ LIST
Customers who have Special
Services, multiple sites, or who
are in an non-digital signal
region should be placed ‘on
hold’.
TRAINING &
ACCREDITATION
Training and accreditation
for staff who will conduct
audits.
CE DATABASE
Capture information about
problematic CE from
installation teams and
industry audits, and enter
into the centralised CE
database.
TEST LAB
Set up to test CE, products
and services that supports
from Digital Signal & co. to
‘prove’ to customers that
offered solutions will work.
Building owner
consent form
Solution design
proposal
CONSENT
FORM
Consent form
signed by building
owner.
Appointment
confirmation
email
Customer
record
Test lab
S
TRAINING &
ACCREDITATION
For staff in Digital Signal
& co. in the upcoming
products and services.
Product
training
materials
AUDIT OF
CUSTOMER
EQUIPMENT
CE DIGITAL BOX
PROCUREMENT
DEPARTMENT
DIGITAL SIGNAL & CO.
FRONT OF STAGE
BACKSTAGE

41. 41
Mashing up quant and qual

42. 42

43. 43
What do I mean by qualitative research?Sharing what we’ve discovered

44. 44
Making the story flow
• Once you have the key points of your story you
can begin to fill in the remaining narrative.
• It’s important to remember that your map
should not be a series of discrete vignettes
that have no relationship to the ones before
or after it.
• We often do a sketch of the entire journey on
long paper.This helps size elements of the
story according to their importance.

45. 45
Visual design of maps
1. Reduced palette of fonts, styles, colours and
sizes. Four to five different sizes of type.
2. Good information hierarchy. Use contrast of size
to denote importance.
3. Use the green ticks and red exclamation marks
to highlight positive and negative points
4. Align elements left to right to flow.
5. Create a key to identify elements
6. Introduce your story and explain the sections.

46. 46
Logistics
• We commonly use InDesign to create maps –
other tools are available.
• We have standard image libraries and
templates we have created to help make it
quicker to pull maps together.
• Useful to determine if you want a long story,
or a series of pages before you start.
• Printing a long map can cost, so plan ahead

47. 47
• Visualising a Story (Dom Gagarin)
http://www.meldstudios.com.au/2013/12/20/visualising-
story/
• Icons (Noun Project)
https://thenounproject.com/
• Tools
https://prezi.com/
https://www.powtoon.com/
Smaply
Adobe Capture
More on this…

48. Using maps

49. 49

50. 50

51. 51
Identifying implications for the business

52. 52

53. Generate for
the future

54. 54
Collaboratively generating concepts

55. 55
Sharing and building on ideas

56. 56
Prototyping and testing ideas

57. 57
Janna DeVylder
janna@meldstudios.com.au
@jdevylder
Keep in touch