Webinar: Get your enterprise mobile app righ tthe 1st time around.02.2016

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GETTING IT RIGHT THE 1st TIME A day in the life of A Day in the Life

FEBRUARY 23, 2016

WEBINAR:

WE WILL START AT 1:02PM EST

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PROPELICS BACKGROUND ABOUT US Propelics creates mobile strategies and world-class Apps for the Enterprise. •  Deep Enterprise background •  Founded in 2011 •  Fortune 500 focus •  Global delivery experience •  100% focused on digital & mobile

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WEBINAR: Getting It Right the First Time

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PROPELICS ENTERPRISE MOBILE APPS


SPEAKER BIO WEBINAR: Getting It Right the First Time

Steve Brykman Sr. Mobile Strategist & UX Architect

20+ years experience in strategic planning, brand identity, and UI/UX design. 7+ years in Mobile assisting clients across multiple industries develop their mobile strategies and deliver great mobile experiences to employees and customers. Additionally, he co-founded Apperian, a Boston-based mobile technology startup. Recent clients include: Amway, Blue Yield, Carnival, Cintas, Merck


AGENDA

•  Introduction • What is a Day in the Life? • Purpose/Benefits • Process • Deliverables • Case Studies



Intro: understanding end user needs…

Means of understanding the End-Users’ needs •  Traditional Software Development Approach

•  Ideation •  Business requirement sessions •  Facilitated group discussions •  1:1 interviews

•  User Centric Approach •  Formal Focus Groups

•  Eye-tracking, usability testing, etc. •  Diary Studies •  Contextual Inquiry (Day in the Life)



Intro: before starting… Know the basics

•  Project’s business context (business objectives, process re-engineering, user-challenges)

•  Scope the Problem •  Establishes boundaries & scope •  By end-user type, process, feature complexity

•  Success criteria (metrics) to provide a baseline •  If relevant, discuss how current app is being received


End goal: Understand the problem before trying to solve it.


What is A Day in the Life? …or Contextual Observation?



What is a Day in the Life (or contextual inquiry)?

User Research Tool

•  Provides real insight into daily tasks of users

•  Debunks false assumptions regarding end-user behavior

•  Draws a complete picture over a range of usage




•  Participant observation is an omnibus field strategy that simultaneously combines document analysis, interviewing of respondents and informants, direct participation and observation, and introspection.

•  In participant observation the researcher shares as intimately as possible in the life and activities of the people in the observed setting. The purpose of such participation is to develop an insider's view of what is happening.

•  This means that the researcher not only sees what is happening but "feels" what it is like to be part of the group.



But what is it, really? Basically? Stalking. Literally, our strategists follow potential app users (employees/customers/etc.) around as they complete their daily tasks. A few examples: • Accompanying drivers on a delivery route • Exploring the client’s factory, working side by side • Sitting with employees as they answer the phone and

interact with customers and your Enterprise software • Working in a retail store, stocking & answering

customer questions




The approach to data collection is unstructured in the sense that it does not involve following through a detailed plan set up at the beginning; nor are the categories used for interpreting what people say and do pre-given or fixed. This does not mean that the research is unsystematic; simply that initially the data are collected in a raw form



No single correct process

Like Columbo vs. Sherlock Holmes, everyone’s DitL process will vary. Here’s another variation from one of our Strategists. DESCRIPTION OF ACTIVITY Describes what happened during the day as accurately as I can. I take a ‘who, what, when, where, why, how’ approach and try to s;ck to ‘facts’ to create a verbal snapshot of what happened. This includes no;ng direct quotes and snippets of conversa;ons, text messages, filenames of voice recordings, and what photos I took. My aim is to keep descrip5on separate from analy5cal work for as long as possible while recognizing that these snapshots are just that; a glimpse of a point in ;me from a par;cular perspec;ve, through a par;cular lens. •  Review the Problem Statement (as a group and individually)

o  Ask individual for problem statement in their own words •  Describe the Organiza;on •  Key Roles •  Process flow/dependencies across roles •  List of individuals to interview/shadow



Before you begin… Identify the app’s most representative Target Audience

•  The folks actually doing the work! •  Capture data across various departments

Capture a wide cross-section of users •  Experienced & new hires •  Large stores/small stores •  Capture from various locations

(isolates regional behavior differences, identifies location-specific issues—lighting, connectivity, etc.)

•  Physical differences (short/tall, right/left-handed, accessibility needs, etc.)



A Day in the Life Tips

•  If possible, compile scenarios to observe

• Keep questions open-ended

• Stay alert, open-minded and withhold judgment

• Make no assumptions

• Be empathic. Consider user’s state-of-mind



A Day in the Life Tips

Take pictures/video of forms, people, places and things to aid recall…



Look/listen for potential pain-points •  Manual (paper) Processes •  3rd Party Software •  Environmental Shifts

•  Connectivity Issues •  Travel from areas of connectivity to remote areas •  Goal: process may be completed, uninterrupted, regardless of connectivity

•  Lighting Shifts •  Bright light to dim light

•  Physical Challenges •  Hands-full/hands-busy users •  Engaged in constant activity (e.g. driving) •  Solution: hands-free possibilities

(e.g. voice command, drive-safe mode, scan vs type, etc.)



Taking Note

Reflections I reflect on the day’s experiences, wri;ng about how I might have influenced events, what went wrong (and what I could do differently next ;me), and how I feel about the process.

Emerging Questions/Analyses Here I note ques;ons I might ask, poten;al lines of inquiry, and theories that might be useful.

Future Action This is a ‘to-‐do’ list of ac;ons. Include a ;meframe alongside each point.

Again, everyone’s DitL process will vary. Here’s a variation from another Strategist.



Example: Day in the Life - Site Visits

• Broad cross-section: •  Dealers and Manufacturer/Dealers •  Three lines of business:

•  Office Technology, Healthcare, and AGCO Finance •  Mix of captive-DLL and competitive dealer financers •  Geographic dispersion: Georgia, Kansas, Maryland, and Pennsylvania •  Mix of different roles

•  Sales •  Sales Managers •  Leasing Agents •  Executives



Creating User Personas: The why, when, where and how of WHO…



EASY TO USE… BUT QUOTES IN A

PHONE CALCULATOR CAN’T BE SAVED…

Example: Day in the Life – Carl Zeiss Meditec WEBINAR: Getting It Right the First Time

Andy no longer uses his iPad. He has transitioned to his phone almost exclusively. This is the DLL Quote app on his tablet – and the first time Andy has opened the app in months.

Andy’s quote calculator is a combination of a list of money factors in his iPhone under a contact named Rate Factors and his iPhone calculator.

This is Andy Keenan in his zone. •  He sells $400K in new Zeiss equipment every month into the Eastern PA region. Andy didn’t

quite realize he generates $5M in revenue for his firm each year. There are 40 other reps like Andy in the US.

•  Andy was impressive. He doesn’t stop for lunch – he eats protein bars to maximize his travel day. When he wasn’t answering our questions he was fielding customer calls, routing himself with his phone and pricing deals.

•  drives a Zeiss-provided mini van. Andy’s passengers are medical equipment secured with bungees and seat belts


Example: Day in the Life – Enoch All sales calls follow a similar structure: 1.  Initial meeting to gather requirements 2.  Go back to office and build approach 3.  Print proposal 4.  Go back to customer to present options 5.  Have different options available as lease documents, or; 6.  Get signature in agreement, then go back to office to

generate documents.

Lease calculator

We rode along on three sales calls with Kevin. As part of the daily prep before hitting the road, Kevin has answers to customer questions memorized for all 3 sales calls. Selling is very relationship oriented - service based and the rep soft selling items and services in conjunction with helping troubleshoot issues. With 5 signatures required, there are too many documents to sign to close a deal – makes it feel overwhelming to the customer. DLL is 2 of these 6.

Although Sherpa is a good resource in the office, remotely Kevin can't generate a proposal, deliver a proposal, or perform a quotation.



Example: Day in the Life – Milner

Q: Do any of the sales folks use this app? A: No Q: Why, too complicated? A: Look at it Q: What, you need to give it a ton of information

before it tells you anything? A: [smile]


Quick Quote: ‘what I really need in an app that I don’t

already have is a way to save, recall and edit quotes’

Dustin no longer uses his iPad. He now uses his iPhone5 exclusively – benefits: a faster processor and a single device on the road. Dustin generates a complex, 4 page Numbers quote complete with pictures, interest rate calculations, and customer contact info all from his iPhone. Dustin even browses Google images to rip and copy images of the copier he’s quoting…


Example: Day in the Life – BlueYield Customer Interaction (direct mailer call)

•  15% → 5.99 (actual 5.49) – LC overstates amount to avoid future disappointment

•  Dealing with objections: Customer: “I only drop $60/month?” LC: “You’re going to save $1632!”

•  LC points out credit scores improve with payoff, another benefit: “Your credit score will jump.” (less debt = higher income/debt ratio). He repeats this: “No prepay penalty, check your credit score. You will [get a better rate] when it goes up. In a year, I’d cancel the gap.”

Customer Interaction (call from Credit Karma – email campaign) •  Dealing with objections:

Anthony is honest & transparent with this incredulous, skeptical customer convinced this is a scam:

LC: “We make our $ with a document fee of $249.00”

LC: “We save people money and I make money myself, so I think I have a pretty good job.”



Day in the Life Summaries: Summarizing your Day in the Life findings...



Breaking it down

One approach: •  First Impressions

•  User Personas •  Challenges (e.g. Pain-Points)

•  Technical Issues

•  Current Inefficiencies

•  Possible UI/UX Improvements

•  Attachments: Documents •  Attachments: Photos/Videos/Audio



Example Day in the Life – Findings

Current Inefficiencies •  NADA & Prep worksheet must be saved as pdf and attached to an email. •  Auto-populate the worksheet, reducing input errors, speeding the process. •  LC’s need to retype loan info to notes instead of simply adding a second loan and repopulating fields. •  LC change customer status to “docs" to receive contract drafts, then must wait from 15 minutes - half-day to

get the docs •  LC’s must copy & paste a lot of info they have already entered once.

e.g. credit report info is pasted into notes •  LC’s use paper (4 square) to organize and present options to customer •  Credit rate sheet should be digitized (currently LC’s use a printed chart) •  Some required fields do not repopulate correctly. LC’s must check these manually to ensure the correct

results are being displayed. •  LC must confirm info provided on the online application



Example Findings – Milner

•  Sophisticated mobile user – iOS beta on personal device •  DLL competitors iPhone app asks for too much up front – reps are less likely to

use •  Mobile needs:

•  Store quotes to be recalled later. •  Quick calculations (faster than the Numbers spreadsheet on the iPhone) •  Generate credit application based on previously entered/collected customer data

•  High degree of product, cost and incentive variability. Over 100 cost variations in the most commonly sold products. Same concern for AGCO during App Strategy workshop.

•  Clarification for LOB’s and app design: User entry point after COGS determined. The Dealer Sales App is a DLL financing Quick Quote app, not a manufacturer or product pricing engine.



Analyzing the Data In the final analysis...



Analysis: •  Look for Patterns

•  Users consistently performing the same act differently •  Users consistently frustrated by the same task

•  Use Patterns to build User Personas •  “User-centric approach” creates empathy •  Prioritize requirements based on personas •  Describes user’s task, desired result, state of mind

•  Demonstrating Results •  Working, on-device prototype provides most accurate simulation •  Take app into field once there is enough demonstrable business value present



Journey/Experience/Emotion Map:

EnterAnticipate Engage ReflectExit

Enri

ched

Exp

erie

nce

Po

ach

ed E

xper

ien

ce

Touchpoints CarOffice Walk-In Line Order Pay Sit WorkDrink Pack Up Walk Out Car

1.a Discussing with team the local places to grab a coffee.

1.b Decid-ing to go to Starbucks and work on de-sign reports.

1.c Hoping to find a close parking spot.

1.d Hoping Starbucks is not overly crowded and will have avail-able seating.

2.a Notice that there are a couple of people in line.

2.b Notice the narrow, con-fined layout.

2.c Enjoy the aroma of roasted coffee and mixed sweet, robust smells.

2.d The light-ing is pleasant, not overly bright and not too dim.

2.e The music seems ethnic, extended vocals, soft in style, volume too load and but my taste.

1.e Consider-ing alternative places just in case..

3.a The wait-ing line occu-pies the main traffic way.

3.b The menus across the counter are hard to read while in line.

baseline

3.c The line moves slow, people who just ordered are still in the same area. Becomes crowded.

3.d The order-ing process seems too slow. Inconsis-tent structure of service.

4.a The Barista acknowledges me with a smile.

4.b I can see the menu bet-ter now, but I feel rushed to order a drink.

4.c I feel forced to make a quick beverage se-lection. I play it safe by having what I always get.

4.d The baris-ta confirms my selection and asks my name to write on the cup.

4.e He writes down my name and some code on the cup and hands it off to another barista who will make it when he is finished with other orders.

2.f The room climate seems intentionally cold.

5.a The barista tells me the total and I pay with my credit card. He asks me if I want my receipt, I decline.

5.b My inter-action ends with him say-ing thank you. He doesn’t use my name.

5.c Now I move to the left of where i paid. Once again I feel crowded and out of place. People are walking by me. There isn’t a designated waiting ,sitting area.

5.d As I stand, the drinker maker shouts finished orders and places them on a drink stand. He screams Grande Chai.

5.e Confu-sion. Is this my drink? Why did he not call out my name or name and drink? I pick up the drink and see that it has Eric writ-ten on it.

6.a Grab my drink and look for a place to sit.

6.b I need, most im-portantly, an outlet and a workspace.

6.c I notice that there are only a few locations in the seating ar-eas that have outlets. This is discouraging.

6.d Most places are occupied. No outlets are available.

6.e The work-spaces seem small and impractical. Most are just have a small round wooden table with two wooden chairs.

6.f I find an empty reclined cushioned armchair. Next to it is a small wooden table shared by another person sitting in the other arm chair.

6.g The chair is comfortable and I continue to sit in it.

7.a The cub is hot, steaming, but withstand-ing in my hand.

7.b Smells roasty and sweet.

7.c First sip is too hot, but flavorful. I’m happy with the taste and my choice.

7.d The continued sips remain satisfying.

8.a I place my drink on the table next me and place my bag on the floor.

8.b I remove my computer and accesso-ries and now am shifting my coffee to find room for all of my things on this little cof-fee table.

8.c The table is too low to work from there, so I place my laptop in my lap. My drink remains on the table, my bag on the floor.

8.d I’m feel-ing crowded. I have no room to use my wire-less mouse. I now use the surface of the arm chair as my mouse pad. Not very effective.

8.e The crowd talking doesn’t bother me after awhile, but the music is way too loud and beginning to become a distraction.

8.f I enjoy the free wireless and the unlim-ited use. The signal strength is adequate.

8.g The music is really both-ering me. I put my head-phones on and play my mp3 songs.

8.h The bat-tery use on my computer is a concern now. I will begin looking for another table to work at.

8.i The air conditioning seems inten-tion. It’s cold outside and cold inside. I slip my jacket on.

8.j I continually finding myself people watch-ing while I work. There are interesting people here, so I’m not too bothered. I never like feel-ing alone. any

9.a The barista walks by me and makes an announce-ment to the tore that it will be closing shorty -10 pm.

9.b I would like to continue to work. I feel 10pm closing time is much too early, especially in a college town.

9.c I stand up and walk around until I find a hidden trash can to throw my cup into.

10.a I pack my things up and head out the door.

10.b The re-maining staff tell me to have a good night.

11.a I head to my car and wish that I could have stayed longer to work. I know that once I get home, I will be in the wrong mind state to continue working.

11.b The cof-fee was very good, but I was disap-pointed in the environment. Distracting music, small workspace, lack of power outlets.

Date: 3/22/10Eric - Repeat CustomerPurpose: To work/drink coffee

Ambience

Aroma

Audible Sensations

Second guessing

Worrying

Cold, draftySlightly crowded

Greeting

Unwilling to try something new, risk

Feeling rushed

Lack of personal spaceUnstructured

Fake

Factory line

Quick, convenient

Impersonal

Polite

FeedbackConfusingInconsistent

Loud

Lack of seatingLack of outlets

Not large work spaces

Sofa chair is comfortable

Uncomfortable wooden chairs

Tasty drink

Flavorable

Appropriate temperature

Not large work spaces

Furniture not ideal for computer work

Crowd conversation noise

Loud musicDistracting

Repeating, not my taste

Blasting air conditioning

Free Wi-Fi

People watching

Closing time

Good byes

Annoyed about closing time

Good drink

Annoyed about where I sat

Back hurts

Starbucks Experience Map



Journey/Experience/Emotion Map: WEBINAR: Getting It Right the First Time


Moving Forward: A Case Study How Day in the Life translates into UI/UX...



Auto-Loan Refinance Co. — Existing Worksheets WEBINAR: Getting It Right the First Time


Auto-Loan Refinance Co. WEBINAR: Getting It Right the First Time


Auto-Loan Refinance Co. — Final UI WEBINAR: Getting It Right the First Time


To Summarize…


Here are some tips to help deliver “Game Changing” solutions and experiences: • Understand how your users want to engage with you. • UI/UX design should be simple, intuitive and render properly. • Measure, review and refine you mobile solutions. • Leverage your investments in enterprise systems modernization. • Know your customers and deliver tailored context and solutions. • Don’t be afraid of innovation and new technologies. • Understand your mobile maturity – enterprise mobility management. •  Implement the right tools, processes and governance.

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Where do you start? Recommended Next Steps…

Business Drivers

Market

Opportunity

Envisioned mobile Scenarios &

To-Be Process Definition

Step I: Benchmarking & Requirements

Step II: Visualization, Readiness & Roadmapping

Step III: Planning and Budgeting

Build & Deploy

Scope Finalized

Day in the Life Study

App Prototype

App Roadmap

Ongoing Support Technical

Approach

Development Approach, Budgeting,

& Release Plan

ideation

Step IV: App Creation

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