After a large organizational change and an initiative to increase IT’s efficiency, the newly formed Workforce Enablement Program Management team was tasked with a transformative project to improve the service management platform.
Wikipedia defines a successful service design as, “user-friendly and relevant to the customers, while being sustainable and competitive for the service provider.” The design of our platform met none of these criteria.
Business users couldn’t easily request items from the product catalog (because there wasn’t one), or receive technology support.
Service providers couldn’t easily prioritize or fulfill requests.
We needed a big change.
To direct our research and next steps, we created guiding principles that aligned with our organizational goals.
We used these principles to narrow down the platform selection process. The selection process was visualized on a large whiteboard wall. Having the work in this format, allowed us to easily share progress and get feedback from stakeholders.
After refining the solutions on the wall, we designed a portable version for our director to use to inform C-level executives.
As further work on the business case and a contract progressed, I began learning more about users through contextual inquiry and semi-structured interviews. These interviews provided insight to user’s roles, goals, responsibilities, and processes.
This project is still in progress as of October 2016. Next steps will include creating personas and context scenarios.