Uxpa 2012 ucd and change management

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UCD and Change Management Henning Brau Tobias Limbach June 7th, 2012 UXPA 2012 Las Vegas

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UCD and Change management - presentation at UXPA 2012 Las Vegas

Transcript of Uxpa 2012 ucd and change management

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UCD and Change Management

Henning Brau Tobias Limbach June 7th, 2012

UXPA 2012 Las Vegas

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01. DETERMINING POSITIONS

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TODAY‘S SCOPE: IMPLEMENTING USER-CENTERED-DESIGN IN A COMPANY 01. DETERMINING POSITIONS

USABILITY

DESIGN

SOFTWARE

REQUIREMENTS

CONCEPTS

CONTEXT

TESTING

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02. CHANGE MANAGEMENT AND UCD

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THE UNFULFILLED PROMISE & COMMON APPROACHES 02. CHANGE MANAGEMENT AND UCD

UCDneedstoliveUXManagersWeare thelawyersoftheusersiterativeoragileprocessasNielsenalready5usersareenough300%ROI&UXMatters

Communication

Knowledge

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http://www.insideoutshop.de/ images/GuruGuruEssen.jpg

http://www.12manage.com/images/picture_design_thinking.jpg

http://branddna.files.wordpress.com/2010/ 02/c2bfque-es-el-design-thinking1.jpg

http://www.bluehaired.com/corner/wp-content/uploads/2009/12/this-is-service-design-thinking.jpg

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UX-CRUSADES IN COMPANIES 02. CHANGE MANAGEMENT AND UCD

− We are experts!

− We have established methods!

− We generate added value!

− We have standards on which our

work is based on!

− We are the lawyers of the user!

http://www.monacensis.de/tipps/wehrtechnik/Die_Muenchner_Sagitari/images/schlacht.jpg

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UX-CRUSADES – MISSIONARY ZEAL AND THEN WHAT? 02. CHANGE MANAGEMENT AND UCD

UCD is not the only

way to happiness (did you know?)

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UCD IS NOT THE ONLY WAY TOWARDS HAPPINESS 02. CHANGE MANAGEMENT AND UCD

− Product development is paradigmatic » Visual Design = aesthetic/creative » Engineering = problem solving/efficient » UCD = phenomenological/reactive

− Paradigms pursue the same goal and attain it.

− There is no right way.

−Who keeps only to peers / builts up his own sect with followers, looses access to other paradigms.

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03. PHYSIOLOGY & PSYCHOLOGY OF CHANGE

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MANAGEMENT SYSTEMS = SOCIAL STRUCTURE AND POWER SYSTEMS 03. PHYSIOLOGY & PSYCHOLOGY OF CHANGE

Change could apply to different levels; participation raises power distance

Portfolio & Orientation • Integration into business areas

• Introduction and management of strategic

orientation

Goals & Values • Definition of overall company goals

• Definition of company values

upper management

members of staff

- Normative -

- Strategic-

- Operative -

middle management

lower management

E1 (Board)

E2 (Center)

E3 (Dept.)

E4 (Team)

C-Levels

A-Level

Implementation • Process definition

• Process execution and optimization

Engineer

Powe

r-Di

stan

ce-R

educ

tion

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BASICS: ABOUT THE INERTIA OF MASSES 03. PHYSIOLOGY & PSYCHOLOGY OF CHANGE

Newton’s laws:

− “Every body persists in its state of being at rest except insofar as it is compelled to change its state by force impressed.”

Changes need sufficient energy.

− “To every action there is always an opposite reaction.”

The change’s recurring action potential must be bigger than the one for preserving the state of being at rest.

Documentation / Communication without context = Counter movements

http://de.academic.ru/pictures/dewiki/78/Newtons_laws_in_latin.jpg

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03. PHYSIOLOGY & PSYCHOLOGY OF CHANGE

Revolutionary Answer to crisis » Changed market forces (Crash) » Technological Developments (iPhone) » Social Trends (Bio/Eco)

− When a paradigm promises to solve crisis = Change probable

− Resistances are generally given, but „lame duck“ if critical situation is accepted

Evolutionary A commitment is the trigger » Unfulfilled promises of salvation » Anticipation of trends

− Change does not seem necessary, thus high potential of resistance

− Without creating the critical mass = no change

ENERGY SOURCES FOR ORGANIZATION CHANGES

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CONTRADICTIONS 03. PHYSIOLOGY & PSYCHOLOGY OF CHANGE

What is the Change Management

Paradox?

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SYSTEM DEVELOPMENT MEANS REDUCING UNCERTAINTIES 03. PHYSIOLOGY & PSYCHOLOGY OF CHANGE

− There are time schedules

− There are budgets

− There are methods and processes

Why? In order to create security.

Require-ments

Concept Implemen-

tation Testing &

Deployment Further

Development Sundown

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CHANGE MEANS CREATING INSECURITIES 03. PHYSIOLOGY & PSYCHOLOGY OF CHANGE

Note: Friction creates heat.

UNFREEZE FREEZE FREEZE

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RESISTANCE – REACTANCE THEORY (BREHM, 1972) 03. PHYSIOLOGY & PSYCHOLOGY OF CHANGE

1. Consequence of a perceived restriction of room for free action (self-efficacy).

2. Reaction: regain lost room for perceived self-efficacy (actively / passively).

− Resistance is necessary, has reasons, and has rationalization within its context

− Never try to break or rationalize away resistance!

− Participation raises awareness of own room for action and enhances quality

− Measures that create acceptance reduce reactance

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04. MANAGE THE CHANGE

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REQUIREMENTS

CONCEPTS

CONTEXT

TESTING

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APPROPRIATE ROLE WITHIN THE WORK ENVIRONMENT OF USABILITY/UX 04. MANAGE THE CHANGE

USABILITY/UX MANAGER User Requirements Engineer

Interaction Designer Information Architect

User Interface Designer Usability/UX Tester

− Is responsible for the UCD across units

− Competent in processes and methods

− Plans and monitors the UCD

− Defines tasks and results

− Ensures quality of execution

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CHANGE MANAGER VS. USABILITY / UX PROFESSIONAL 04. MANAGE THE CHANGE

• Focus on user group(s) and their goals in a specific context

• System design from the user’s point of view

• „Lawyer of the user“: Cooperation with Peers

• Micro politics as source of irritation

CLIENT CUSTOMER 1

CUSTOMER 3 CUSTOMER 2

CHANGE MGR.

• Focus on internal customer group(s) and their goals within the organization

• Organization design from the customer’s point of view

• Neutral partner within the organization

• Micro politics as means for work

CLIENT DESIGN

USER DEVELOPMENT

USABILITY/UX

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CHANGE MANAGER AND. USABILITY / UX PROFESSIONAL 04. MANAGE THE CHANGE

CHANGE MGR.

• Is working with people

• Needs to understand different contexts

• Needs to know motivations and expectations of people

• Needs to be creative to convince people

USABILITY/UX

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SOME BASIC RULES: #1: BE NEUTRAL 04. MANAGE THE CHANGE

Anyone who is the beneficiary is in danger of being noncredible. If the change manager’s trust

balance is negative, the project is probably lost.

− The change manager moderates, mediates, and documents

» Is a man of conviction – no fervent crusader

» Is factual in a comprehensible way in his decisions

» Is partner of all lots

» Is planner and companion, not shaper

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SOME BASIC RULES: #2: DEFINE A CLEAR SCOPE 04. MANAGE THE CHANGE

Change Processes fail if they become too large because the critical mass cannot be attained. If goals are set, a strategy can be established:

− Change Processes are potentially never-ending, therefore a project character is needed » Definite start, definite end, definite deliverables, definite intermediate steps Project management

− 10 stakeholders have 100 opinions about what is needed » Consult extensively, but push for a binding decision

− Document the scope, do not deviate from it » If expansion is needed, reduce elsewhere – or stop!

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SOME BASIC RULES: #3: CREATE NUMBERS (KPI) – CREATE SECURITY 04. MANAGE THE CHANGE

Target figures and methods of project management create security, especially in technical domains:

− Gather plausible, resilient figures (time, expenses, benefits)

− Let yourself be measured based on these figures

− Be realistic – do not make promises which you cannot keep

10 steps saved x 30 employees x 50 walks per shift = 3.3 million steps / year = 86 workdays

300 users x 4 usages a day x 3 seconds = 3.3 million steps / year = 27,5 workdays

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SOME BASIC RULES: #4: KNOW AND USE QUALITY MANAGEMENT 04. MANAGE THE CHANGE

Quality Management according to ISO 9001:

− Quality = Product meets certain usability demands for a specific context (US product

liability law: “fitness for use“)

− ISO 9241-part 110: Effective, efficient, and satisfactory achievement of objectives in a

specific context

− When a company is certified according to ISO 9001 or works for a certified company, the QM

representative has great influence on the company

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SOME BASIC RULES: #5: BE COMPETENT, COMMUNICATEE TARGET GROUP ORIENTED 04. MANAGE THE CHANGE

Change Processes fail if the change agent is seen as outside of the field or out of touch. Therefore, context and user research is necessary:

− Acquire extensive knowledge about special fields and their vocabulary

− Analyze and understand fundamental processes, roles, and tasks

− Analyze potential to change, know positive impacts as well as negative ones

−Work out strategies of communication based on factors relevant for acceptance: » Level » Units » Occasions

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SOME BASIC RULES: #6: INVOLVE MANAGERS BY COLLECTING ASSIGNMENTS 04. MANAGE THE CHANGE

The lower level cannot evade your work if you have an assignment of the next higher one:

− Never tell management what you want to do but ask: 1. What potentials and risks the change would have in his area 2. What you should do for him in what time frame in order to realize the potentials 3. Who from his team you can involve

− Give announced feedback on a regular basis in a form suitable for management: » This was the assignment » This was achieved with these people » These difficulties occur/occurred » These suggestions need to be confirmed

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SOME BASIC RULES: #7: INVOLVE EXTENSIVELY, BUT FORCEFULLY 04. MANAGE THE CHANGE

Participation can be ordered, but not personal dedication. Cooperation must be mandatory and aligned with personality in order for multiplier effects to take place

− Implementation is achieved on level of operation » Creation of a network of committees across special fields

− Identification (conferences!) and team spirit must be actively created

− Approval process on a higher level provides for sustainability

− Clear stages of escalation in the hierarchy create pressure to succeed

− In the beginning there are small, clear-cut goals, where cooperation takes place

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SOME BASIC RULES: #8: LEARN TO HANDLE RESISTANCES 04. MANAGE THE CHANGE

Reason for resistance Course of action

Information deficit of stakeholders; rumors and misjudgment

Communication: Deliver targeted information for stakeholders from a reliable source

One-sided information deficit of change agents; stakeholders have considerable potential for resistance

Participation with regard to content: Win and engage multipliers, also against initial resistances; avoid one-sided communication!

Stakeholders’ resistance caused by adjustment problems

Protect affected stakeholders; offer support, trainings

Win-loss situation for stakeholders; powerful groups of interest

Negotiate contents; accept deviations from plan without extending the scope in order to have your foot in the door

Resistance against mandatory imposition Disciplinary intervention by means of hierarchy; point out consequences

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ROLES & TASKS OF A SUCCESSFUL CHANGE MANAGER 04. MANAGE THE CHANGE

1. Definition of scope with client

2. Analysis of organization and processes (as-is) with client, including stakeholder analysis

3. Recognise potentials for change

4. Acceptance projection

5. Identification of alliances

6. Strategy development - network of committees - measures - participation - communication

7. Coordination, Monitoring and Implementation of Tracking

8. Continual Improvement Processes (CIP)

CLIENT CUSTOMER 1

CUSTOMER 3 CUSTOMER 2

CHANGE AGENT

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Thank you for your attention

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www.uid.com

Henning Brau Tobias Limbach TEAM MANAGER UX DESIGN

[email protected]

DIRECTOR USER EXPERIENCE CONSULTING

[email protected]