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Ted PerezCNA Insurance
Establishing a User Experience Center of Excellence: Case Study
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Disclaimer
The purpose of this presentation is to provide general information about CNA and its current Information Technology strategies. Given the unique nature of CNA strategies, they may or may not be appropriate for use by other organizations and may be subject to change without notice.
CNA is a registered trademark of CNA Financial Corporation. Copyright © 2013 CNA. All rights reserved.
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Speaker Introduction: Ted Perez
• 16 years in Information Technology in fields such as Trade and Educational Publishing, Financial Services, Marketing and Advertising
• Accountable for defining, establishing and maintaining CNA’s Center of Excellences framework for Business Analysis and User Experience.
• Currently using:o iRise Studio as a tool for visualization development
o iRise Definition Center as the repository for visualization assets and collaboration
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CNA Corporate Profile
• Located in Chicago, Illinois• 8th largest U.S. commercial lines carrier
o $6.4 billion of property & casualty net written premium in 2012o Long‐standing market presence with over 115 years historyo Serve insurance needs of over 1 million businesses and
professionals across a range of industries• Broad‐based geographic footprint and multi‐channel distribution
networko Offices across the United States, Canada and Europeo Long‐standing relationships with over 3,000 U.S.
brokers and agents• Experienced senior management team supported by a deep
bench of talento Approximately 7,500 employees worldwide
• Rated A by A.M. Best for financial strength
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Presentation Objectives
• Key Elements for Establishing a User Experience practice
• High level roadmap and deliverables for implementing a User Experience practice
• Critical success factors and key challenges to look for when planning to establish a User Experience practice
• iRise at CNA
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Level Setting
• There are many valid organizational scenarios in which you will be establishing your UX practice. For example:
o From scratcho Increase adoption through formalization o Integration
• At CNA, we had:o A developed, but not widely followed, user interface and interaction design processeso Critical mass of dedicated analysts to sustain a Community of Practice
• Planned to cultivate the User Experience practice as a skill to current business analysts.
o Executive Sponsorship of the CIO and buy‐in at the SVP, VP, AVP levels
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Don’t Underestimate the Value of Change Management
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Don’t Underestimate the Value of Change Management
• Understanding your audience
o Who the stakeholders are enable you to effectively craft and customize your message
• Understanding of your organizational environmento Perform a Stakeholder Analysis o Synthesize challenges into categories
• Develop a ‘line‐of‐sight’ to address challenges
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Understanding Your Organizational Environment• Is your organization…o Outsourcing (contracting, near shoring, off shoring, etc.)?o Operating with matrixed teams (resources belong to other teams)?o Working in silos, organized by product, application, department, business
unit, portfolio, etc. (developing requirements specific to their needs, integration issues)?
o Leveraging various enterprise delivery methodologies (homegrown, Agile, Iterative, Waterfall, etc.)?
o Using varying technologies (mainframe, Java, package applications, etc.)?o Struggling with cultural differences?
• Consider these challenges as factors that impact your roll‐out strategy• Develop a plan to address them
Understanding Your Organizational Environment
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Understanding Your Pain Points
• Do your projects suffer from…o Cost and schedule overruns due to incomplete, contradictory and/or
ambiguous requirements?o Post‐deployment defects which are attributed to requirements?o Unsatisfied customers due to project delivery not meeting
expectations?
• If not these pain points, which ones?
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Switch : How to Change Things When Change is Hard
• Written by Chip and Dan Heath
• Why is Change Hard?o Psychologists have discovered that our
minds are ruled by two different systemso The rational mind and the emotional mindo The rational mind wants to change
something at worko The emotional mind loves the comfort of
the existing routine
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Direct the Ridero What may look like resistance, could be lack of
clarityo Script the critical moves and provide a blueprint for
actionsMotivate The Elephant
o What looks like laziness, may be exhaustiono Engage people’s emotional side
(SEE—FEEL—CHANGE)o Shrink the change to demonstrate progress
Shape The Patho What looks like a people problem, may be
situationalo Shape the Path and you will change what’s
happening with the Rider and the Elephant
Switch : How to Change Things When Change is Hard
Three‐part framework to Change Management
Source: India, Sawar, Early 18th century
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To develop, implement, and maintain standards for the practice of User Experience (UX) Design at CNA that incorporate industry standards to:
• Establish and maintain guidelines for best in class techniques and practices• Guide the professional development of employees that utilize UX practices• Deliver innovative services and value to meet current and future business needs• Utilize metrics to optimize performance of process and people• Provide governance, standards, working practices, and ensure compliance• Drive continuous process improvement to minimize re‐work
By implementing these standards and practices, the UX COE will be instrumental in championing the customer experience, driving improved customer satisfaction and governance though consistent and cohesive design and user performance.
User Experience Center of Excellence Mission
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Building Your Roadmap
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Create a COE Roadmap
• A roadmap is a visualization which presents your practice’s strategic growth and adoption over time in a couple of key areas
• It serves a constant and familiar presentation to the organization, which facilitates a dialog and demonstrates progress
• Roadmaps should focus on major milestones, progress towards milestones and provide line of site towards your future vision
o The Roadmap shown here addressed 4 key areas. o Each area is an aggregation of feedback we received while performing
stakeholder analysis
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Roadmap Deliverable Overview
Summary
Maturity Model
Adoption Plan
Competency Model
Training Curriculum
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Where Are We Now? (Summary)
Organization• Communicated User Experience (UX) Center of Excellence (COE) roll‐out approach
• BAs targeted for training• Managed Service Providers providing resources and support for in‐flight UX efforts
Training & Development• Drafted UX Training Curriculum• Engaged HFI as training partner and leveraging for their courses and expertise.
• Engaged iRise for adoption support and training • Drafted UX competency model
Strategic Management• UX roadmap defined• User Experience Council (UEC) identified to facilitate and maintain UX best practices across project teams and managed services.
• UX Engagement model developed• Begin socialization of UX COE and Roadmap
Process & Practice, Tools• Drafted and integrated UCD process into CNA SDLC
• iRise identified as the standard requirement visualization tool; being training on tool.
• Strategy developed to inventory and consolidate legacy UX assets.
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User Experience Maturity Model
Stage 1: ManagedShort Term: 1Q2011—4Q2011
Stage 2: LeadingMedium Term: 4Q2011—3Q2012
Stage 3: OptimizedLong Term: 3Q2012—2Q2013
• UX COE defined• UX Roadmap developed/socialized
• UX Process defined within SDLC• UX Training Curriculum defined & deployed
• Sharepoint COE collaboration space deployed
• Updated SDLC operationalized • Establish UX Metrics • Establish reusable iRise design pattern library.
• UX practice, engagement and sourcing model established.
• Large Project engagement
• UX COE a trusted advisors to business across organization
• UX COE engaged on all major programs
• iRise component library is a useful shared resource across teams
2Q 3Q 4Q 1Q 2Q 3Q 4Q
2012 2013
1Q 2Q 3Q 4Q 1Q
2011
Leading
Optimized
Benchmark 2012 Benchmark 2013Managed
We are here
Benchmark 2011
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Q3 2011 Q4 2011 Q1 2012 Q2 2012
UX Center Of Excellence Adoption Plan
UCD = User Centered Design UX = User Experience COE = Center of ExcellenceMSP = Managed Service Provider BA = Business Analyst
Develop UX performance metrics and milestones
Baseline UX metrics Operationalize UX performance metrics
Deploy UX COE SharePoint site Establish UX monthly forums
Current skills assessment across teams
Transfer learning across teamsKickoff UX and UCD Training Curriculum
Pilot a UX initiative & shadow project
iRise TrainingEstablish iRise tool champions,
experts and trainers
Define and formalize design standards and usability best practices (PAL)
Operationalize usability best practices and standardsAssess current UX capability strength and define engagement model
UX COE Road show
iRise tool adoption across pilot projects
Create and align iRise component library with Digital Strategy
Strategic Management Process & Practice
Performance Management
Tools
Training & DevelopmentKey
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UX Competency Model for BA’s (End State)
UX Competency Model for Business Analysts
Competency Sr. Usability Analyst Jr. Usability Analyst
User Centered Design Process 4 ‐ Advanced 3 ‐ Proficient
Usability Testing 4 ‐ Advanced 2‐ Progressing
iRise Prototyping 5 ‐ Expert 3 ‐ Proficient
Information Architecture 4 ‐ Advanced 3 ‐ Proficient
Heuristic Review & Evaluation 4 ‐ Advanced 3 ‐ Proficient
• A competency model is an actionable tool to measure skills.• Identified a manageable list of competencies for roll‐out to ensure adoption• Define competencies with specific levels of proficiency• Work with Human Resources and Knowledge and Learning Group to formalize
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Training Curriculum
= TBD
Tier 1:
Foun
dation
= available courses
Course 1: User‐Centered Analysis and Conceptual Design
Tools: iRise training
= recommended courses
Course 2: The Science and Art of Web and Application Design
Course 4: Putting Research into Practice
Course 3: Practical Usability Testing
= recommended reading
Read: Measuring the User Experience, by Thomas Tullis
Read: The Design of Everyday Things, by Donald Norman
Tier 3:
Specialization Read: Inspired: Products
Customers Loveby Marty Cagan
HFI Course:Design for Persuasion, Emotion, and Trust (PET)
HFI Course:The PET Architect
TBD:Writing for The Web
Read: Design of Sites: Patterns for Creating…by Douglas K. Van Duyne
Tier 2:
Enha
ncem
ent TBD:
Elements of Graphical Design
Read: Practical Guide to Usability Testing, by Jeffrey Rubin
Tools: Advanced iRise training
Read: A Project Guide to UX Design, by Carolyn Chandler
HFI Course:Institutionalization of a Mature UX Practice
HFI Course:User Centric Innovation
and Strategy
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Adoption Challenges
This is the third iteration for this community of practice. Below are some key challenges (not in any order):
• Executive and organizational support
• Developing (and maintaining) Critical Mass• Application Distribution (Licensing)• Pilot Projects• User Experience Resources
• Integration with your Software Development Lifecycle
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Critical Success Factors
In retrospect, here were some critical success factors for our adoption:
• Full‐time, dedicated resource leading COE initiative• Developed a 6‐12 month view into the project pipeline and solicited project engagement
• Develop/identify/target a base of practitioners• Develop an adoption plan and ensure periodic engagement of all stakeholders• Leverage your adoption plan and roadmap to demonstrate progress• Develop a flexible training schedule with tiers to allow for pre‐project delivery
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Case Study
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Case Study: Claim Application
Realized Benefits• Real time design with Subject Matter Experts• iRise screens reviewed with Business in
current/future state work sessions• iRise screens as deliverable and living
documentation for testing and development• Reduces ambiguity in design • Increases clarity of requirements• Contributes to the effort of change
management• Minimized defects
Screen shot: iRise Studio Workspace
Our Claim team has been leveraging iRise to support interactive requirements development since 2009 and they have developed over 900+ screens to support their multi‐year deployments