Changing the Rules of the Game for the Benefit of the User: A Kobayashi Maru Approach to Developing...

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www.keane.com. ©2007 Keane. All rights reserved. Confidentiality: The concepts and methodologies contained herein are proprietary to Keane. Duplication, reproduction or disclosure of information in this document without the expressed written permission of Keane is prohibited.

Changing the Rules of the GameA Kobayashi Maru Approach to Developing User-Centered Training Content

Joe SokohlDirector of User Experience

August 3, 2007©2007 Keane. All rights reserved. Confidentiality: The concepts and methodologies contained herein are proprietary to Keane. Duplication, reproduction or disclosure of information in this document without the expressed written permission of Keane is prohibited.

What We’ll DiscussThe Kobayashi Maru

• A quick video snippetRules are made to be brokenCase study

• Knowing the rules• Breaking the rules• Meeting the true mission of the project

What it means

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What Is User Experience?If you go to a fine French restaurant, you park your car, go inside, and order food from a human being who brings the food to you. If you go to McDonald's, you park your car, go inside, and order food from a human being who brings the food to you.

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The dining experience, however, is vastly different. The quality of food also plays a factor. But even if both restaurants served the same fare, it is the overall experience that will ultimately satisfy users and make the experience a pleasurable one.

– Alan Cooper


Why in the World “Kobayashi Maru”?Let’s go to the show...

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August 3, 2007©2007 Keane. All rights reserved. Confidentiality: The concepts and methodologies contained herein are proprietary to Keane. Duplication, reproduction or disclosure of information in this document without the expressed written permission of Keane is prohibited. 5


Changing the Rules: A Case StudySituation

• Client was a major manufacturing company with multiple business lines.

• We were creating a new version of existing plant operations software.

• The client’s training culture was PowerPoint slides driven by a standup trainer.

Mission• I was brought in near the end of the project to--

Create training“Wow the customer”

• The client “just wanted training.”

Execution• Find out what user really needed.• Find out what the customer really wanted.

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Know the Rules

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Know the UserWho is the user?

A.The project managerB.The business line managerC.The client managerD.The person doing the task

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How to find out• Talk to real users• Doing real work• In actual context

“I still hear far too much dogmatism about what people really ‘want,’ what they ‘believe,’ or how they ‘really’ behave, but I see very little data. It doesn’t take much data....three to five people will give you enough for most purposes. But they need to be real people, doing real activities.

Don’t speculate. Don’t argue. Observe.”___Don Norman, “Affordance, Conventions, and Design” interactions May/June 1999


Everything Starts with User ResearchInterviewed actual users in their offices, labs, & cubicles

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Sources of information, frequency of use, time in position & with the company


Major Findings

Users hated standup training

Users didn’t use manuals

Users found out stuff mostly on their own at their own pace

Users wanted some control over what they learn

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Personas Envisage the User

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Andrew the Assistant Manager

“Time seems to be moving faster these days. There seems to be only somuch I can do to keep up.”

A 51-year-old research scientist, Jeff has been with Company 22 years. He lives in Midlothian, Virginia, with his wife Brenda an their two middle school kids. He commutes in his green Toyota pickup.

Jeff has been involved in design for the past 10 years. He came to the group from the manufacturing side of the house. He spent 17 years working from a job as a summer intern working on the factory floor to moving into design.

Using his network within the company, he has learned just about everything there is about what’s going on. Lately, though, he’s been inundated with new demands as the company retools both its main manufacturing line and the software that controls the process.

Andrew now finds that he has new things to learn. He can no longer rely on the concept of “that’s the way we do things around here.” Knowing that process changes, he realizes he has new things to learn...yet he doesn’t want to fumble in front of his team.

Andrew’s Goals

• Not make mistakes

• Balance home and work life

• Avoid looking like a fool in front of his peers

• Achieve a sense of creative accomplishment with projects

Training Opportunities

• Provide scale

• Leverage his network to provide more knowledge transfer

• Ensure that he concentrates on design with a minimum of interruption.

Tutorial3

1.Jeff comes in at 7:00 a.m. and first checks out his Outlook. He takes note of the many meetings he has (seems like almost all he does is go to meetings). He answers emails that came in over the night, and he also checks his voicemail…the voicemail messages he hasn’t already heard during his commute. He browses the company intranet for new industry-related articles—as well as to find out if any new policies or announcements require his attention.

2.From time to time, some of Jeff’s projects require him to work on creating prototypes. So, he opens The Software. From the Tree View, he finds the current track he’s working on.

3.Jeff needs to change the disposition of a specific prototype track, but it’s been a long time since he’s had to that. He accesses the tutorial, which has a topic that shows him how to do a disposition.

4.Later, his project manager assigns Jeff to work with a project testing a specific product that is designed for travelers. The product requires some inventive ideas on the specific process. Since he works in the primary components area, he needs a refresher on specific tasks. He calls up the tutorial and browses the topics. He selects the one about weight series.


Scenarios Tell a Story

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Tree View2

Intranet1

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Design and DeliverContent specification to communicate the approach

Standup training for the tutorial

Captivate movies

CSS-driven HTML topics list (hand-coded)

Invoked from help menu in the application

Also delivered to the desktop as a standalone information source

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Expectation

Context

Motivation


Creating a Vehicle for Self-Learning

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Smartphone

Mobile

Laptop


User Centered Design

Services-Oriented Architectures/Web ServicesEnterprise Data Integration

Business Process & Agility Focus

Business Goals & Objectives• Business purpose• Business environment determines the design

strategy• Appropriate level of integration

(tasks, applications)• A well-defined goal is half solved

User-Centric Design• Design to meet user needs, goals• Appropriate level of functionality• Scenarios and prototypes: essential design tools• Design experiences around what users are trying

to do (form follows function)

System Architecture• Build for enterprise re-use• Personalization, security, authentication• Shared services• Layered design: Separate presentation, business

logic, data

A Philosophy and an Execution Model

Employ established, industry-standard user-centered design (UCD) techniques to:

• Understand your business goals and objectives• Research, observe, and interview your users to analyze and prioritize their needs • Plan, and design high-quality experiences that enable user and business success• Apply a philosophy of continuous improvement to rapid design iterations

Prioritize smaller initial investments to yield user and business insights that guide your long-term user experience implementation and management strategy


Bridging the Gap

Project Team

BusinessBAs, SMEs

Users

User-Centered Design TeamInformation Architects, Visual Designers, Web Developers,

Technical Writers

Architects, Engineers

©2007 Keane. All rights reserved. Confidentiality: The concepts and methodologies contained herein are proprietary to Keane. Duplication, reproduction or disclosure of information in this document without the expressed written permission of Keane is prohibited. 18

Experience ImplementationDevelopment and engineering teams work closely with design teams to execute the supporting technical solutions. A good team uses flexible collaboration models and program lifecycles, tailored to specific engagement type.

Experience Design & ValidationDefine the information structure and develop layered blueprints, from system architecture through visual design. A focus on brand integration and usability bring the user experience to life and ensure that it exceeds user expectations.

Experience PlanningProven user research and needs analysis techniques enable us to understand users’ goals, attitudes, and behaviors. Prioritize their needs against business and IT strategies to define an experience vision that guides our design decisions.

Use highly adaptable user-centered design techniques to define experiences that meet your users’ needs and support your business goals. Tailor these proven methodologies to fit the design and development processes of your organization.

Key User Experience Design Activities


Questions/Discussion

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Joe [email protected]

Thank you!

Changing the Rules of the Game for the Benefit of the User: A Kobayashi Maru Approach to Developing...

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