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A talk I gave at UX Cambridge 2011 about my experiences of embedding UX in a large, public sector organisation.
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Winning hearts and minds: how to embed UX from scratch in a large organisation
Michele Ide-SmithUX Cambridge, November 2011
“As their usability approach matures, organisations typically progress through the same sequence of stages, from initial hostility to widespread reliance on user research.”
Jakob Nielsen
A bit of background
Photo by Kaptain Kobold http://www.flickr.com/photos/kaptainkobold/5359290323
About me
Web developer
Project Manager & Information
Architect
1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011
Head of Interactive Production
Web Strategy Manager
UX Specialist
Web accessibility
Observed user testing
Information Architecture
Started MSc in HCI
Graduated with MSc in HCI
A revelation can become a passion
The organisation I worked for had to save £160 million in the next 5 years
Costs per transaction
• Face-to-face £8.23• Telephone £3.21• Website £0.39
Source: SOCITM (Society for IT Managers), 2009
Technology Acceptance Model (Davis, 1989)
Making Council web services useful and usable saves public money
We came a long way in 5 years…
2006 2011
Occasional usabilitysurvey
Dedicated UX ArchitectUX techniques and skills embedded
UX Maturity Model diagram from an article by @rfeijo http://johnnyholland.org/2010/04/16/planning-your-ux-strategy/
We got to here
Photo by Sarah and Mike …probably http://www.flickr.com/photos/sarahandmikeprobably/4266668689/
How did we get started?
UX techniques are not hard to pick up
But knowing when and why to use them takes experience
Lesson learnt #1
Start with small butperfectly formed projects
Research
Design
PrototypeEvaluate
Improve
Demonstrate the value of using UX methods, however small the project
Lesson learnt #2
Some stakeholders have strong opinions
Data can speak volumes
Use data to tell a story about your users
Call centre stats
Customer feedbackUser testing / interviews
Analytics
Lesson learnt #3
Highlighting poor design and content requires tact and diplomacy
Use familiar language e.g. ‘customer focus’, ‘customer experience’
Always point out something positive as well as the negatives
Photo by hatalmas http://www.flickr.com/photos/hatalmas/6094281702
Lesson learnt #4
Find a UX Champion who can gain organisational support and resources
Photo by Dunechaser http://www.flickr.com/photos/dunechaser/3538429942/
UX rocks!!
Lesson learnt #5
If you have budget available and decide to use external expertise
Work collaborativelyFind a supplier who’ll work collaboratively
And help transfer skills to in-house teamsPhoto by Lollyman: http://www.flickr.com/photos/lollyman/4424552903
Lesson learnt #6
The whole team can learn UX skills
Everyone in the team could use Analytics data or do an expert review
Photo by Oblong http://www.flickr.com/photos/oblongpictures/5250948891
Anyone can have design ideas
The person who created these sketches had no prior UX experience
Developers appreciate design input when it makes their lives easier
Lesson learnt #7
Regular user testing is an invaluable way to get early feedback on designs
Photo by Kaptain Kobold http://www.flickr.com/photos/kaptainkobold/5181464194
Recruiting users can be time consuming and expensive
Maximise opportunities to recruit users e.g. add a check box on customer surveys / feedback forms, or a question to the call
centre scripts
Lesson learnt #8
It’s your job to sell the value of UX
Set targets and evaluate and benchmark using consistent metrics
Lesson learnt #9
UX people should influence all areas of the business that impact on customers
Procurement decisions are often only based on cost and business requirements
Bad UX costs the business through increased calls to customer support
Photo by ntr23 http://www.flickr.com/photos/ntr23/4435476085
Integrate usability evaluations and accessibility audits into procurement
Speak to customer support to understand customer problems
Lesson learnt #10
Standardising processes and templates saves time and helps with a UX roll out
We integrated UX processes into Agile (Scrum) processes
Creating method cards helped develop UX knowledge and summarise when and how to use UX techniques
Method cards courtesy of http://nform.com/tradingcards/
Leave room to experiment with new techniques – don’t be too prescriptive
Lesson learnt #11
UX can become a full time job
It’s often only a small percentageof your job role
After 4 years we created adedicated UX Architect role
Developing UX skills, retaining talent and recruiting is hard work
Lesson learnt #12
Do you know who your users are?
Photo by Joe Shablotnik http://www.flickr.com/photos/joeshlabotnik/305410323/
Work with data experts¹ to segment customers and help create personas, to enable everyone in the organisation to know their
users
1. Data experts could be market researchers or data analysts
Use personas to bring your user data to life
Photo by Canned Tuna http://www.flickr.com/photos/cannedtuna/4852756417/
We created personas with quantitative data (demographic and transactional) as well as qualitative data
Personas inform service design, not just website and application design
UX was being considered at each point in a customer journey
A team which collaborates and learns together can
achieve great things
Photo by Rob Young http://www.flickr.com/photos/rob-young/2835825416
UX adoption / maturity survey
• Based on Human Factors International checklist (developed after 2009 survey)
• 65 respondents, sourced from UX networks and groups (London IA, LinkedIn, Twitter)
Sectors
Organisation size
Have executive support
46%
At senior executive level (V or C level)
30%
Have UX governance
8%
Have a published UX strategyor vision statement
24%
Review or update it regularly
13%State that UX is an
organisational success driver
19%
Most popular UX techniques
Most effective techniques
Use the same shared / standardised UX methods within the organisation
16%
UX research is a required step
22%Have a published
UX standard
11%
Said their organisation values and recognises UX successes
41%
Define measurable success criteria and performance metrics for every website or application they develop
25%
Measure and report ROI
8%
Said UX skills are a recognised part of their job description
36%
Have staff dedicated to UX
100% of the time
38%Provide training /
education for non-UX staff
22%
Challenges
• Resources - limited resources and budget• Communication / education - lack of
understanding of what UX is• Strategy – lack of UX vision; lack of mandate;
de-centralisation leads to departmental silos; no centralised UX plan; UX as a ‘bolt on’
• Change – fear of change
Top tips
• Sell the benefits and value• Gain buy in and engage others e.g. observing
user testing, sketching and ideation sessions• Go undercover• But at some point you’ll need to embed and
formalise the process
In conclusion
“No matter how impassioned your approach, it’s impossible to take a company straight from UX indifference to UX maturity. The demands are too disruptive. Focus, as the undercover manifesto suggests, on big change through small victories, slowly winning the hearts and minds and convincing your team of the need for UX approaches .”
Cennydd Bowles, James Box
Thanks for listening!
Photo by brieuc_s http://www.flickr.com/photos/brieuc/4225881624/
Get in touch
Michele Ide-SmithUser Experience SpecialistRed Gate [email protected]@micheleidesmithwww.ide-smith.co.ukwww.linkedin.com/in/micheleidesmith