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Project Insight: Analytic Prototypes. Summary of Findings: Business Analysis for Category Management Pipeline Performance Management. Corporate Consulting Team December 13, 2004. Expert user (e.g. business analyst). Data producers (e.g. accounting clerk). High.

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Project insight analytic prototypes

Project Insight: Analytic Prototypes

Summary of Findings:

Business Analysis for Category Management

Pipeline Performance Management

Corporate Consulting TeamDecember 13, 2004


Framework for discussion

Expert user (e.g. business analyst)

Data producers (e.g. accounting clerk)

High

Knowledge workers (e.g. brand manager)

Intensity of interaction

Information consumers (e.g. sales managers)

Low

Executives

Low

High

Flexibility of interaction

Framework for Discussion

  • The CCT has partnered with design firm IDEO for the development of two software prototypes targeted to the decision support needs of information consumers and knowledge workers (diagram 1).

  • The business scenarios pursued for these prototypes are:

    • Business Analysis of Category and Brand Management for the CFO/Controller and brand manager roles

    • Pipeline Performance Management for Sales Managers, their Managers and Key Account Manager/Account Executives

Diagram 1 – Business User Segmentation

This presentation shares the preliminary results of these scenarios, including the identified short and mid term opportunities for SAP

Source:CCT


Agenda

Agenda

What we set out to do

What we did

Pipeline Performance Management

Analysis for Category/Brand Management

Summary of Thoughts: Desirability, Feasibility, Viability

Appendix: CCT Design Process Insights


Focus enable better business decisons made by information consumers and knowledge workers

Information Consumers (1)

  • Line managers, sales managers and executives (typically 10-15% of employees)

  • Look for easy access to business information –require limited flexibility

  • Typically use MS Word, MS Outlook, PDF files, and web scorecards in daily process

  • Decision makers for organizational and process changes

  • Increasingly less supported by business analysts

Knowledge Workers (1)

  • Corporate controllers, marketing campaign managers, sales operations. (typically about 10-50% of employees)

  • Generate insight from business information within the process in which they are involved

  • Typically use MS Excel to gather and enhance business information

  • Less inclined to work with databases and queries

  • Decision makers for operational changes

Focus: Enable Better Business Decisons Made by Information Consumers and Knowledge Workers

Analysis for

Category Management

  • Retail, CPG

  • Brand/channel manager,

    controller, CFO/COO

  • Deliver an easy to use interface to extract and derive personal trend and comparison analysis for the customer/product/ channel mix on an individual and aggregate level

  • Strong US foot print in retail/CPG, multi-dimensional information challenge, strong demand for packaged analytic software

Pipeline Performance Management

  • Hi-Tech (Direct Sales)

  • Account Executives, Sales Managers, Sales VPs

  • Deliver an easy to use interface to analyze and manage pipelines, close gaps, effectively manage pipeline changes, prioritize opportunities and increase sales force effectiveness

  • Strong US foot print in HiTech, multi-dimensional information challenge, strong demand for CRM analytics, competitive pressures

Scenario

Key

Industries:

Roles:

Purpose:

Rationale:

(1) Source: CCT White Paper – SAP Analytics Strategy


Category management the process

Alpha Project –

Enabling the

Category

Management Process

Category Management – The Process

Category Performance & Potential Analysis

Account Evaluation & Joint Goal Setting

Category Definition

2

3

1

Category Definition

- Account View

Performance Review

4

Assortment & Placement

Account Review

Promotions & Pricing

8

5

7

6

Source: SAP ISM


Category performance potential analysis

Category Performance & Potential Analysis

The Project Focused on Improving the Access and Utilization of Information Required to Measure Performance

Category Performance Analysis

Syndicated

Market Data

POS/Scanning

Data

2

This step provides internal (and external) insights and includes consumer, market, retailer and vendor data. The identified opportunities determine and emphasize the remaining steps of the planning process. It also determines the most promising projects.

Category Performance Analysis

  • POS data analysis (e.g. sales (value/quantity), promotional sales analysis)

  • Retail- & household-panel data (e.g. market share, price analysis, consumer propensity, target consumer (loyalty, spending))

  • Socio-demographic analysis (e.g. closure rate, market penetration, basket size analyses, buying behavior)

  • Market share/growth reports, gross margin/sales share, assortment analysis (own and competitors)

Source: SAP ISM


Project insight analytic prototypes

Sales Pipeline Process Flow: Sales Team

Account Executive qualifies & works on opportunities

VP/Sales Managers set targets for year and quarters

Sales Manager reviews Pipeline for efficiency and effectiveness

Sales Manager reviews Pipeline Performance to targets

Sales Manager adjusts Forecast

Review sales pipeline and discuss progress Agree on and document action items

Account Manager works on advancing and updating opportunities

Areas of Focus =

Source: Project Team


Pipeline performance management

Sales Operations Manager

Lead

management

Activity management

...

Accounting

Pipeline Performance Management

The project focused on making the opportunity pipeline transparent to maximize revenue conversion and organizational effectiveness related to managing opportunities

Sales

Manager

Roles

VP of Sales

Account Executive

Pipeline Performance Management

Performance management

Assumptions:

Opportunity data

  • exists

  • is accurate

Order management

Collection management

Customer-related processes

OpportunityManagement

Commission management

Resourcemanagement

Supporting process

In focus

View Pipeline stages to identify gaps and bottlenecks

Compare aggregate pipeline to targets

Simulate options for closing pipeline gaps

Analyze stage-to-stage conversion rates and associated root causes

Win/Loss analysis by various dimensions to identify when and how deals were lost, as well as potential remedies, such as best practices

Evaluate sales team performance


Applying the cct design methodologies

Understand & Observe

Alpha Prototype

Synthesize

Rapid End User Feedback

Prototype

Design

Applying the CCT Design Methodologies

Understand and Observe

  • Observe end users at SAP, non-SAP, and analogous sites

  • Research the design problem

  • Evaluate SAP and competitor offerings

  • Engage with thought leaders

  • Initial Business Case development

Synthesize

  • Identify unmet needs and opportunities

  • Brainstorm around design solutions

  • Create paper prototypes, strawman designs, and storyboards of early ideas

  • Rapidly iterate prototypes

Alpha Prototype

  • Deliver a dynamic prototype to SAP Development

  • Document product requirements and architectural design decisions

  • Present high level alpha business case

Design and Prototype

  • Further prototype design solutions in design workshops

  • Detail visual design through wire framing and navigational flows

  • Implement visual design

  • Validate with end users, formally and informally

  • Document highlighted features

  • Produce prototype

Source: CCT


Agenda1

Agenda

What we set out to do

What we did

Pipeline Performance Management

Analysis for Category/Brand Management

Summary of Thoughts: Desirability, Feasibility, Viability

Appendix: CCT Design Process Insights


Cct methodology provides multiple sources of inspiration for design

CCT Methodology Provides Multiple Sources of Inspiration for Design

Sources of Input

Synthesize Findings

Deliverables

End-users: experience significant pain pipeline management tools

  • SAP, non-SAP

  • Large, Small Customers

End-user pain points / root causes

Competitor approaches to resolving pain points / root causes

Analysis of Pipeline Management Practices

Identified Opportunities:

The Leapfrog:

Provide a single tool for managing pipelines that is intuitive, proactive and adaptable

Identified Solutions:

1.Pervasive Alerting: Alerts that lead to the root cause in context.

2. Data Views: Data that can be saved, modified through filters and monitored through alerts.

3. Intelligent data: Tools that allow for exploration of data.

4. Smarter search tools: Tools that allow users to seek knowledge (experts, best practices) as well as data.

5. Actionable representations of opportunities: Opportunities can be accessed and viewed in the pipeline

6. Gap Simulation: Iterate how gaps in the pipeline can be closed

7. Join OLAP and OLTP: Maintain opportunity data within a data view

Thought leaders: have identified Best and Next practices and validate the needs in this area

  • Analysts

  • Consultants

  • Academia

Competitive analysis: no vendor has an all-encompassing solution

  • CRM Vendors

  • Traditional BI vendors

  • Microsoft

  • Niche Vendors

SAP internal: UsingBEx and CRM for internal use

  • SAP Sales Ops

  • VPs of Sales

  • Account Executives

  • Solution Engineers

User requirements and potential SAP solution areas for 2005 and beyond


Sap pipeline performance management

Observations

  • Targeted for IT and Power Users to build custom reporting

  • Offers the ability to create a wide range of analytic web applications

  • Lack of user-friendly tools that support Information Consumers to personalize analytic reporting

    • No graphics and table in same views

    • Views are pre-defined by IT

    • Lack of user defined dashboards

    • System response time sluggish

  • Limited integration with MS Office, and other PC tools

SAP Pipeline Performance Management

Opportunity Pipeline as in IDES CRM 4.0

Source:IDES – CRM 4.0, Project Team


Sales analytics the competition

Sales Analytics – the Competition

Compelling display of sales pipeline

Printing and modifying easily accessible

Not clear how easy this is to personalize

Easier to read table format

Simple to access and modify

No overload of data

Source:Competitor Web-Site Review


Findings were revealed through end user deep dives and validated in shallow dives

Findings Were Revealed Through End-User "Deep-Dives” and Validated in “Shallow Dives”

Understand User Interaction Requirements around Pipeline Performance Management for Direct Sales in the High-Tech Industry

  • Who?

What?

Observe end-user interaction:

  • Process Flow

  • Communication Flow

  • Tools used

  • Actions performed

  • Pain Points

Non-SAP

Customers

SAP Customers

Non-CRM

SAP Customers

CRM

* Using CRM Pipeline Management

39 Total End User Observations

* Using CRM Pipeline Management

* Analogous observation

Focus On :Deep DivesShallow Dives*

Account Executives 82

Sales Management15 10

Sales Operations 81

* Still in progress


Gaining empathy for the end user

What We Did

Focus on Pipeline and Opportunity Management

Observations at the participant’s work station

Where allowed, digitally recorded the observation

User observations of SAP and non-SAP sites

Lessons

Overcome barriers to seeing end users: both from SAP and from customers.

Don’t underestimate prep and interview time; don’t rely only on clients

Observe in pairs

Engage in in-context conversions, not a formal interview

Jumpstart the conversation with quick Q&A

Document the experience with digital media, and/or other tools

Look for interaction with tools used for topic at hand (ie Blackberry, Daytimers)

LISTEN – do not jump to conclusions

Gaining Empathy for the End-User

Voice of the End-User

Photo Removed


Insights of business users

Insights of Business Users

Photo Removed

“Users often perceive SAP as meaningless numbers and return to Excel for processing…”

  • Current tools slow users down and take time away from value added tasks.

  • xxxxx, Senior Director

    xxxxxx

Photo Removed

“I don’t bother to look into the details. I delegate that. I prefer to sit down with my employees and explain what I want.”

  • Users rely on Excel, Outlook, the phone & face-to-face interactions, not SAP CRM.

  • xxxxx, VP Sales

    xxxxxx

Photo Removed

“If you put data into the system, you need to be able to get it out.”

  • If the system has no perceived value, it is less likely to be used. If it is not used then the data cannot be reliable.

  • xxxxx, Senior Manager

    xxxxx


Insights of business users cont d

Insights of Business Users cont’d

Photo Removed

“I don’t add value in doing reports manually. I add value in analyzing the data.”

  • Sales Managers spend a lot of time adjusting data, not analyzing or strategizing.

  • xxxx, District Marketing Manager

    xxxx

Photo Removed

Photo Unavailable

“How much you go off the software system versus the verbal varies by the company culture and the manager within the company.”

  • Corporate culture and personal style have not been taken into consideration by today’s systems.

  • xxxx, Division Manager Sales Operations, xxxx

Photo Removed

“Software should make life easier for the Sales Executive ...with explanations and suggestions for fixing shortfalls”

  • Rather than presenting users with a wealth of data but no way through, the system should provide proactive user guidance with true support.

  • xxxxx, Partner

    CRM Practice

    xxxxxxx


Guiding the prototype design pipeline performance management

Guiding the Prototype Design - Pipeline Performance Management

Design

Principles

Description

Approach

  • Contextualized alerts

  • Views, which are windows onto specific data intended to answer a questions

  • Simulations offering suggestions to key analytical issues

Provide users alerts that help them find information to resolve the problem at hand easily with contextual tools such as views, or what-if analysis.

Guide Users

Present user with relevant information, provide visual indicators to help prioritize, and progressively disclose more detailed data. Aid the user in the search for data.

Prioritize Information

  • Opportunity briefing card

  • Exploratory analytics that allow users to find things when they don’t know what they are looking for

Recognize that the user wants to get in and out of the system and accomplish his task as quickly as possible and needs tools that aid him this need.

  • Report templates that are collections of views that can be refreshed and exported

Efficient Flow

of Work

  • Flexible but sophisticated filters within a view allowing for change of parameters

  • Customizable analytics home page

  • Scrapbook

Provide an easy to personalize interface and intelligently pre-configured analytical tools with the option to customize.

Adaptable Tool

  • Opportunities are accessible and actionable within the pipeline

Allow changes to data right within a data table, focusing on key fields only.

Reliable Data


Prototype analytics for brand category management

Prototype – Analytics for Brand/Category Management

What to look for in the Prototype:

The number of touch points where analytics help the user answer one of 3 primary questions:

Where am I?

How did I get here?

What am I going to do about it?

Click Here to Start


Informal end user testing 2 nd cycle

Informal End User Testing – 2nd Cycle

2 EFS Campaigns started on 12/6

Sales Manager View of the Prototype

Account Executive View of the Prototype

  • Synopsys

  • Intel

  • SAP

  • Molex

  • McKinsey

    Face-to-face customer visit at Infineon: “Closing View is very realistic for us – we’d like to see this on the home page”;“ Really like the combination of a list and the ability to change the opportunity from within one screen”.“ Would use a tool such as the commonality analysis for Win/Loss reporting.”


Agenda2

Agenda

What we set out to do

What we did

Pipeline Performance Management

Analysis for Category/Brand Management

Summary of Thoughts: Desirability, Feasibility, Viability

Appendix: CCT Design Process Insights


Cct methodology provides multiple sources of inspiration for design1

CCT Methodology Provides Multiple Sources of Inspiration for Design

Sources of Input

Synthesize Findings

Deliverables

End-users: experience significant pain with data management tools

  • SAP vs. non-SAP

  • Large vs. Small Customers

  • Different industries

End-user pain points / root causes in the category management process for selected companies/industries

Competitor approaches to resolving pain points / root causes

Analysis of Category Management Practices

Identified Opportunities

The Leapfrog:

Transfer the Power of Information Access from IT to the End-User

3 pillars of the analytic lifecycle:

  • SEARCH

  • INSIGHT

  • SHARE

    Use Cases in Prototype

  • Intuitive search capabilities

  • User-centered data management (i.e., graphing, mutli-dimensional analysis, adding metrics, etc.)

  • Collaborative Workspace

Thought leaders: have identified Best and Next practices and predict growing customer demand

  • Analysts

  • Consultants

  • Academia

Competitive analysis: no vendor has an all-encompassing solution

  • Industry focused vendors

  • Traditional BI vendors

  • Microsoft

  • Information Service Providers

User requirements and potential SAP solution areas for 2005 and beyond

SAP internal: UsingBEx and BW for internal use

  • SAP Controlling and Planning

  • Product management

  • Account Executives


Project insight analytic prototypes

Observations

  • Targeted for IT and Power Users to build custom reporting

  • Offers the ability to create a wide range of analytic web applications

  • Lack of user-friendly tools that support Information Consumers ability to build their own analytic reporting

    • No graphics and tabular data in same views

    • Tabular display is only available in ½ the screen

    • Views are pre-defined by IT

    • Lack of user defined dashboard integration

  • SAP’s offering is a tool-kit instead of a solutionresulting in longer implementation project cycles

SAP Category Management

Source:IDES - Category Management Demonstration, Project Team


Industry focused offerings

Retek

IRI – Demand Drivers

  • Targeted for the Information Consumer

  • Simple graphics of difference performance views

  • Ability to create user defined views with simple drop-downs

  • Thumbnails of alternative reports offers

    • Cockpits / Dashboard feel

    • Wizard-based visualization

  • Web-enabled interface

  • Targeted for the Information Consumer

  • Combines tabular and graphic data in the same view

  • Makes use of color-coded indicators

  • User-defined chart capabilities

Industry Focused Offerings

Source:Competitor Web-Site Review


Findings were revealed through end user deep dives and validated in shallow dives1

Interviews:

25

18

Findings Were Revealed Through End-User "Deep-Dives” and Validated in “Shallow Dives”

  • Developed insights through 8 deep-dives

    • Identified candidates based on industry, size, and geography (US focused)

    • In addition to target observations, analogous observations are conducted as a source for key learning

    • Several days of preparation, iteration and synthesis

    • Each visit involves direct one-on-one end-user interaction with several participants

    • Broad range of perspectives including brand/category managers, marketing, and controllers

    • Identified process, systems, pain points and potential solutions

  • Validated and refined insights through 14 shallow-dives

Focus

Deep-dives

SAP

Customer(1)

Shallow-dives

SAP

Customer(1)

Ace Hardware

Beltramo’s Spirits

Whole Foods

Kellogg's

Wrigley

Miller Brewing

Con-Agra

Office Max

Sanford

Kraft

P&G

General Mills

Ulta Cosmetics

Warner Home Video

Clorox

Colgate-Palmolive

No

Yes

Yes

Yes

No

Yes

Yes

No

No

No

Yes

Yes

Yes

Yes

Yes

No

Target

Observation

McKesson

Analogous

Observation

City of Palo Alto

McDonalds

IDEO IT

SAP Finance

SAP Sales

Yes

No

No

No

Yes

Yes

43 Total Observations

Details in Appendix

(1) Running applications supporting the use case

Note: Approaches, interview guides and findings are documented in backup materials


Gaining empathy for the end user1

What We Did

Research on brand/category management

End-User observations at the participant's work station

Where allowed, digitally recorded the entire visit

User observations of SAP and non-SAP sites

Conducted “analogous” observations to immerse oneself in the problem and broaden the definition of competition

Lessons

Overcome barriers to seeing end users: both from SAP and from customers.

Don’t underestimate prep time; don’t rely only on clients

Observe in pairs

Engage in in-context conversions, not a formal interview

Jumpstart the conversation with quick Q&A

Document the experience with digital media

Look for real-life use; demos are not enough

Gaining Empathy for the End-User

Voice of the End-User

Photo Removed


Insights of business users1

Insights of Business Users

Photo Removed

“SAP? What’s that? I don’t even know if I use that…”

  • SAP is not the center of the universe for any users.

- xxx, Design Manager

xxx

Photo Removed

“Excel is not aprofessional analytics tool…It’s a spreadsheet.”

  • By default, Microsoft Excelis the primary tool & operating environment.

  • xxxx, Executive Director, Data Mgmt

    xxxxx

Photo Removed

“When I’m digging into information, I’m always repackaging it.”

  • User roles are much more fluid than segments might suggest.

  • xxxx, Category Market Intelligence Mgr.

    xxxx


Insights of business users cont d1

“If it takes more than 10 minutes to create a report then there’s something wrong with the tool…or there’s something wrong with you.”

  • xxxx, VP, Category Mgmt.

    xxxxx

“If a software vendor tells us they can do data integration, we assume the vendor doesn’t know what they’re talking about.”

  • xxx, Sr. Analyst

    xxxxx

Insights of Business Users cont’d

Photo Removed

  • SAP has a large library of tools, but no real “offering.”

Photo Removed

  • Analytic solutions requiring ongoing IT-based configuration are not competitive.

Photo Removed

“To be honest, BEx is horrible to use for business users.”

  • Current analytics tools make it difficult for users to be strategic instead of tactical.

  • xxxx, Sr. Analyst

    xxxxxx


Guiding the prototype design analytics for category management

Guiding the Prototype Design – Analytics for Category Management

Design

Principles

Description

Approach

  • Search Status Updates

  • Scale-to-Fit Information

  • Report Presentation Tool

Automate routine processes to enable focus on analysis and strategy, rather than on the gathering and sorting of information.

Automation

Provide relevant feedback to instill trust in peoples' interaction with the data source, as well as increase their trust in the data itself.

Reassurance

  • Backtracking

  • Making Data Points Visible

Recognize that people transition between roles. Design access and manipulation of data that is as fluid as their roles.

  • Smart Saving

  • Smart Filtering

Flexibility

  • Personalized Dashboard

  • Simple Search

  • Workspace vs. Scrapbook

Give people permission to leverage several information sources from a single tool.

Access

  • Annotation Notes

  • Anchored Workspace

  • Activity Timeline

  • Attaching Relevant Files to Graphs

Promote collaboration by creating a tool that anticipates the exchange of information and packages it appropriately for internal and external sharing.

Sharing


Prototype analytics for brand category management1

Prototype – Analytics for Brand/Category Management

What to look for in the Prototype:

The number of touch points where analytics help the user answer one of 3 primary questions:

Where am I?

How did I get here?

What am I going to do about it?

Click Here to Start


Informal end user testing 2 nd cycle1

Preliminary Results(1)

Informal End User Testing – 2nd Cycle

What We Did

  • Validation of scenes from near-final prototype

  • Tested for visual appeal, understandability and relevance of solution with EFS

  • Extended focus to select deep dive and shallow dive customers

Deep Dive

Colgate-Palmolive

Clorox

General Mills

P&G

Ulta Cosmetics & Retailing

McKesson

Warner Home Video

Shallow Dive

Kellogg

Wrigley

Office Max

Miller Brewing

Con-Agra

Overall pretty good but if a manager level screen there needs to be more about who is doing what

- Malcolm, Colgate-Palmolive

I think your on the mark with this - flexibility is the key - and I think there's a ton here. - Dan, General Mills

(1) Scores as of 11/16/2004


Agenda3

Agenda

What we set out to do

What we did

Pipeline Performance Management

Analysis for Category/Brand Management

Summary of Thoughts: Desirability, Feasibility, Viability

Appendix: CCT Design Process Insights


Successful design needs to address three major criteria desirability feasibility and viability

Successful Design Needs to Address Three Major Criteria: Desirability, Feasibility and Viability

Does the user research support a high level of End user demand?

From the technology perspective, are we able to build it?

Desirability

Feasibility

Only when all three criteria are met, will the product or solution design be successful

Viability

Is there validation that the marketplace will value the design?

The project teams created and evaluated both prototypes according to those three criteria*

* Detailed findings are available as a separate document


Desirability end user research indicates high demand for key innovations in both prototypes

In Pipeline Performance Management

Pervasive Alerting: On the desktop, within Outlook and within the analytics home page

Views: Instances of data that can be saved, modified through filters, and monitored through alerts

Tools that enhance the exploration of data

Smart search tools that allow users to seek knowledge (i.e., experts, best practices) as well as data

Actionable representations of the pipeline are accessible as a briefing card and an opportunity worksheet

Desirability: End User Research Indicates High Demand for Key Innovations in Both Prototypes

In Analytics for Campaign Management

Make the components of the software simple enough to facilitate independent use

Easy transition from query to analysis to sharing

Create a tool designed to support multiple roles (e.g., analyst, marketer, executive, etc.) in the same environment

Empower people to do things on their own, rather than relying on others to support

Focus on universal interactions around finding, modifying & packaging information

Desirability

Feasibility

Viability


Project insight analytic prototypes

Desirability

Feasibility

Viability

Feasibility, Viability: Addressed Through Interaction with Key Stakeholders in Field and Solution Management

Feasibility: Can we build it?

  • For both prototypes, we have grouped the required Application and NetWeaver features into three major categories:

    • Currently supported by SAP

    • On roadmap and/or prototype available

    • Not available and not on roadmap

  • These findings are validated with the respective stakeholders in Apps and NetWeaver Solution management / Development*

Viability: Will the market value it?

The project teams did so far not focus on detailed business cases for the scenarios

However, as part of the Analytics strategy work, both scenarios were selected in close interaction with the Field organization, which indicated high market demand, especially in the US

A more detailed business impact analysis will be done in tight cooperation with the respective Solution management teams

* Detailed findings are available as a separate document


Next steps

Next Steps

  • Engage with Solution Management + Development Management

    • Share outcome/findings of competitor study

    • Share outcome/findings of end-user interviews

    • Share use cases

  • CCT and Solution Management to evaluate and prioritize potential solution opportunities for improving end-user usability, especially in areas where SAP today has little or nor presence (e.g. flexible query, flexible graphing, etc.)

    • Short-term

    • Long-term

  • CCT and Solution Management to evaluate and prioritize the leveraging of MSFT tools in overall solution

  • CCT to further synthesize findings from usability scenario in regards to the PIL and Solution Production processes


Agenda4

Agenda

What we set out to do

What we did

Pipeline Performance Management

Analysis for Category/Brand Management

Summary of Thoughts: Desirability, Feasibility, Viability

Appendix: CCT Design Process Insights


Gaining empathy for the end user2

What We Did

Research on brand/category management

End-User observations at the participant's work station

Where allowed, digitally recorded the entire visit

User observations of SAP and non-SAP sites

Conducted “analogous” observations to immerse oneself in the problem and broaden the definition of competition

Lessons

Overcome barriers to seeing end users: both from SAP and from customers.

Don’t underestimate prep time; don’t rely only on clients

Observe in pairs

Engage in in-context conversions, not a formal interview

Jumpstart the conversation with quick Q&A

Document the experience with digital media

Look for real-life use; demos are not enough

Gaining Empathy for the End-User

Voice of the End-User

Photo Removed


Synthesis of findings

Lessons

What We Did

  • Synthesize on the road (as well) to tailor future observations

  • Use post-its to capture individual ideas — and regroup as necessary to create new connections

  • Don’t jump to solutions too soon

  • Large teams cannot collaborate — divide and conquer

  • Focus on optimal experience — don’t constrain yourself to what the current system can do

Synthesized findings from observations into solution opportunities

Identification of unmet user needs

Conducted brainstorm sessions around design solutions

Developed initial paper prototypes of early design ideas

Proposed design directions to explore in the design phase

Synthesis of Findings


Project insight analytic prototypes

Lessons

Make editing a community experience by making it physical and tangible

Scenario & Design Concepts

What We Did

Type up a storyboard and interaction flow to capture essential components

Cut up the printed document to enable quick and easy rearrangement of the flow itself.

Created wire frames of initial design concepts


Informal end user testing first cycle

What We Did

Lessons

  • Personal interviews with original observation participants to test early concepts

  • Tested for understanding of business process as reflected in the storyboard

  • Tested for validity of design principles

  • Focused on deep dive customers:

  • Share feedback on early prototype soon after return

  • Encourage users to annotate their ideas on paper

  • Use the sessions to spark new ideas

  • Document the testing session with digital media

  • Document the feedback with digital media, especially if you can’t document the actual user testing session

Informal End-User Testing – First Cycle


Script writing prototype development

What We Did

Lessons

  • Developed prototype script with roles and collaborative processes

  • Used as roadmap for prototype development

  • Demonstrated key features identified during prior iterations

  • Includes the development of relevant data sets to support the story

  • Fully develop the story and data sets prior to starting any development

  • Multiple people can develop the visual assets, although only one should develop the interaction

  • Review for quality early and often – assets are re-used throughout the session

  • Validate with customers as soon as possible – even if not complete

  • EFS facilitates this phase

Script Writing & Prototype Development


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