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Sei Mani talk - Warwick Business School - on Intranet Design
The document provides guidance on intranet design, focusing on business requirements, change management, and user experience design principles. It emphasizes the need for efficient information search services, mobile accessibility, and effective stakeholder management to enhance collaborative tools. Barriers to adoption are also addressed, highlighting organizational culture challenges and the need for streamlined communication and knowledge sharing.
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Sei Mani talk - Warwick Business School - on Intranet Design
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- 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 RequirementsGathering Information & collaboration integration
- 4. 4Framework For RequirementsGathering 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 UseCase Capture
- 6. 6Agile Requirements Gathering UseCase Analysis
- 7. 7Business Case Return oninvestment profile
- 8. 8Business Case Return oninvestment profile
- 9. 9Change Management Why it’simportant • 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 StakeholderList 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 Categorizestakeholders: 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 RelationshipsExample 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 UserSupport 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 toAdoption • 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 toAdoption •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 InformationArchitecture
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- 18. QUESTIONS & ANSWERS SeiMani Contact: Leon Benjamin leon.benjamin@sei-mani.com