Sei Mani invited to give a lecture to post graduate students at Warwick Business School on how to build world class collaboration platforms

1. Warwick Business
School
1
Lecture
Intranet Design Guidance

2. Overview 2
Business Requirements & Change
→ Requirements gathering & definition
→ Business case & return on investment approach
→ Change management
Design Approaches
→ Example UXD approach to eCommerce sites
→ Example UXD approach to Extranet
→ Product/solution constraints

3. 3Framework For Requirements Gathering
Information & collaboration integration

4. 4Framework For Requirements Gathering
Information & collaboration integration
Business Area Business Issue Business requirement
Operation Needs -
Brussels
It is difficult to find relevant information
quickly
Shift the focus to an effective, fast and
relevant business information search
service rather than being reliant on an
organisational-structure for navigation to
content
Lack of standards and approach causes
administrative overhead and lack of
consistent user experience leading to less
effective engagement.
Reduction in administrative overhead and
better business user engagement through
effective services based on understood
organisation-wide conventions.
Negative connotations of current branding
and vocabulary.
Positive re-engagement with Insight but
re-envisioned as a wider range of
information and collaborative services.
Mobility and the use of portable devices is
increasingly important within XXXX and
externally which presents a challenge to
accessing effective information services
away from the desktop.
Access a wider range of information in
different mobile scenarios and using a
variety of modern technology devices.
Better still this should be achieved
through a unified and intuitive interface
that is mobile-aware.
Administrators and content managers are
granting access to individual files in shared
business areas which creates a dramatic
overhead in information management and
presents a potential risk in terms of secure
data access.
Easier administration and access control is
needed to simplify how information is
provisioned as this will ensure that
overheads and risks are reduced. This will
also assist any future effective
information search service in terms of
relevant content for search results.

5. 5Agile Requirements Gathering
Use Case Capture

6. 6Agile Requirements Gathering
Use Case Analysis

7. 7Business Case
Return on investment profile

8. 8Business Case
Return on investment profile

9. 9Change Management
Why it’s important
• Success is entirely gauged by meaningful
participation, not by the technology implementation
• There is no switch to shut off and these tools very
much depend on discretionary effort of employees
• Enterprise collaboration tools demand a much
different kind of organization and leadership to
work effectively than many past technology efforts
• Works on the network effect: the more people that
use the tool, the more people will want to use the
tool

10. 10Change Management
Stakeholder management
Stakeholder List Example
Project: Bathroom Remodel
Stakeholders:
Individuals
Owner
Spouse
Painter
General Contractor
Bank
Interior Decorator
Cat
Architect
Plumber
Groups
Neighbors
Friends
Children
Visitors
1
Project: Bathroom Remodel
List Key Stakeholders*
 Can be groups or individuals
 Can be internal (e.g. executives,
employees, board members) and/or
external (e.g. vendors, partners,
customers)
* Stakeholder Definition
 Able to influence project success or failure
 Impacted by the project

11. 11Change Management
Stakeholder management
Categorize stakeholders:
 Make or Break
 Has Influence Over
 Impacted
Plot Stakeholders on a Relationship Map
Stakeholder List Example
Project: Bathroom Remodel
Stakeholders:
Individuals
Owner
Spouse
Painter
General Contractor
Bank
Interior Decorator
Cat
Architect
Plumber
Groups
Neighbors
Friends
Children
Visitors
Bathroom
Remodel
Make or Break
Has Influence Over
Impacted
Bank Plumber
General
Contractor
Neighbor
Designer
Cat
Visitors
Extended
Family
Neighbors
Spouse
Decorator
Tile
StorePainter
Child Friend
2

12. 12Change Management
Stakeholder management
Stakeholder
Relationships Example
Project: Bathroom Remodel
Make Or Break:
Owner
Painter
General Contractor
Bank
Designer
Influence Over
Spouse
Children
Sub-contractors
Impacted
Cat
Neighbors
Friends
Visitors
ImpactonProjectSuccess
Degree of Buy-In
HIGH
HIGH
Address
Concerns
Involve
Extensively
Enlist
As Needed
Keep Informed
Awareness Understanding Buy In Commitment
Impacted
Key
Influencer
Make or
Break
Map on a Stakeholder Alignment Matrix
• Now that you know the impact, assess each
stakeholder according to where you believe they are
on the change curve (horizontal axis)
• You likely need information from others to know this
3
Gen. Contractor
Bank

13. 13Change Management
Governance
Community
Managers
Reporting &
Analysis
User Support
User
Education
Human
Resources
Cultural
Intelligence
Member
Engagement
Education
Legal
Copyright
Privacy
Retention
Education
Marketing &
Communications
Messaging
Social Media
Policy
Education
Information
Security
Information
Policies
Education

14. 14Collaboration Dynamics
Barriers to Adoption
• People are unwilling to go outside their
own unit to seek input from others
Not-invented-
here
• People are unwilling to help and share
what they knowHoarding
• People who look for information and
people who cannot easily find themSearch
• People are unable to transfer knowledge
easily from one place to anotherTransfer

15. 15Collaboration Dynamics
Barriers to Adoption
•Communication mainly inside a group
•People who work together develop an
insular culture
Insular culture
•Don’t want to cross status lines or are
penalized for doing so
•People tend to “choose the right pond”
Status gap
•Deep-seated belief that people should be
able to solve their own problems instead
of asking for help
Self-reliance
•Do not want to reveal problems because
may be interpreted as failure or
vulnerability
Fear

16. 16User Experience Design
Information Architecture

17. 17User Experience Design
Visual Design

18. QUESTIONS & ANSWERS
Sei Mani Contact:
Leon Benjamin
leon.benjamin@sei-mani.com