project insight: analytic prototypes

SAP CONFIDENTIAL

Project Insight: Analytic Prototypes

Summary of Findings:Business Analysis for Category Management Pipeline Performance Management

Corporate Consulting TeamDecember 13, 2004

SAP CONFIDENTIAL SAP AG 2004, 041213_Insight/Prototype_Results_Final, CCT / 2

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

Inte

ns

ity

of

inte

rac

tio

n

Lo

wH

igh

Flexibility of interaction

Low High

Data producers (e.g. accounting clerk)

Expert user (e.g. business analyst)

Executives

Information consumers

(e.g. sales managers)

Knowledge workers (e.g. brand manager)

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

Source:CCT

Diagram 1 – Business User Segmentation


Agenda

What we set out to do

What we didPipeline Performance ManagementAnalysis for Category/Brand Management

Summary of Thoughts: Desirability, Feasibility, Viability

Appendix: CCT Design Process Insights


Analysis forCategory 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

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

Scenario

Key Industries:

Roles:

Purpose:

Rationale:

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

Information Consumers (1)

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

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

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


Category Management – The Process

Category Definition

44

22 33

55

11

66

Category Definition- Account View

Account Evaluation & Joint Goal Setting

Category Performance & Potential Analysis

Promotions & Pricing

Assortment & Placement

88

Performance Review

77

Account Review

Alpha Project –Enabling the

CategoryManagement Process

Source: SAP ISM


Category Performance & Potential Analysis

22

Category Performance Analysis

Category Performance Analysis

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.

POS/Scanning

Data

Syndicated

Market Data

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

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


Sales Pipeline Process Flow: Sales Team

VP/Sales Managers set targets for year

and quarters

Account Executive qualifies & works on

opportunities

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

Sales Manager adjusts Forecast

Account Manager works on advancing

and updating opportunities

Sales Manager reviews Pipeline Performance to targets

Sales Manager reviews Pipeline for efficiency and effectiveness

Source: Project Team Areas of 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

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

Res

ou

rce

man

agem

ent

Order management

Collection management

Roles VP of SalesSales

Manager Account ExecutiveSales Operations

Manager

Performance management

Customer-related processes

Supporting process

Opportunity Management

Act

ivit

y m

anag

emen

t

Co

mm

issi

on

m

anag

emen

t

Acc

ou

nti

ng

...


In focus

Lead management

Assumptions:Opportunity data-exists -is accurate


Alpha Prototype Deliver a dynamic

prototype to SAP Development

Document product requirements and architectural design decisions

Present high level alpha business case

Synthesize Identify unmet needs and

opportunities Brainstorm around design

solutions Create paper prototypes,

strawman designs, and storyboards of early ideas

Rapidly iterate prototypes

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

Applying the CCT Design Methodologies

SynthesizeUnderstand & Observe

Alpha Prototype

Design

Prototype

Rapid End User

Feedback

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


Agenda






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

CCT Methodology Provides Multiple Sources of Inspiration for Design

End-users: experience significant pain pipeline management tools

SAP, non-SAP Large, Small Customers

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: Using BEx and CRM for internal use

SAP Sales Ops VPs of Sales Account Executives Solution Engineers

End-user pain points / root causes

Competitor approaches to resolving pain points / root causes

Analysis of Pipeline Management Practices

User requirements and potential SAP solution areas

for 2005 and beyond

Sources of Input Synthesize Findings Deliverables


SAP Pipeline Performance Management

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

Observations Opportunity Pipeline as in IDES CRM 4.0

SynthesizeUnderstand& Observe

Final Prototype

Design

Prototype

Rapid End User Feedback


Final Prototype

DesignDesign

Prototype


Source:IDES – CRM 4.0, Project Team


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


Final Prototype

Design

Prototype



Final Prototype

DesignDesign

Prototype


Source:Competitor Web-Site Review


Who?

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

What?

Observe end-user interaction: Process Flow Communication Flow Tools used Actions performed Pain Points


Final Prototype

Design

Prototype



Final Prototype

DesignDesign

Prototype


Non-SAP Customers

SAP CustomersNon-CRM

SAP CustomersCRM

* Using CRM Pipeline Management

Focus On : Deep Dives Shallow Dives*Account Executives 8 2Sales Management 15 10Sales Operations 8 1

39 Total End User

Observations

* Still in progress

* Using CRM Pipeline Management

* Analogous observation


Gaining Empathy for the End-User

Voice of the End-User


Final Prototype

Design

Prototype



Final Prototype

DesignDesign

Prototype


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

Lessons

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

What We Did

Photo Removed


Insights of Business Users

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

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

-xxxxx, Senior Directorxxxxxx

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

“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.”

- xxxxx, VP Salesxxxxxx

3. 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.

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

- xxxxx, Senior Managerxxxxx


Final Prototype

Design

Prototype



Final Prototype

DesignDesign

Prototype


Photo Removed

Photo Removed

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Photo Unavailable

Insights of Business Users cont’d

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

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

-xxxx, Division Manager Sales Operations, xxxx

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

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

- xxxx, District Marketing Managerxxxx

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

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

- xxxxx, PartnerCRM Practicexxxxxxx

Photo Removed


Final Prototype

Design

Prototype



Final Prototype

DesignDesign

Prototype


Photo Removed

Photo Removed


Guiding the Prototype Design - Pipeline Performance Management

Description ApproachDesignPrinciples

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.

Contextualized alerts Views, which are windows onto specific data

intended to answer a questions Simulations offering suggestions to key analytical

issues

Opportunity briefing card Exploratory analytics that allow users

to find things when they don’t know what they are looking for

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

Opportunities are accessible and actionable within the pipeline

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.

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.

Guide Users

Prioritize Information

Efficient Flow of Work

Adaptable Tool

Reliable Data

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

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


Final Prototype

Design

Prototype



Final Prototype

DesignDesign

Prototype


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

Customizable analytics home page Scrapbook


Prototype – Analytics for Brand/Category Management

Click Here to Start


Final Prototype

Design

Prototype



Final Prototype

DesignDesign

Prototype


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?


Informal End User Testing – 2nd Cycle SynthesizeUnderstand & Observe

Final Prototype

Design

Prototype



Final Prototype

DesignDesign

Prototype


Sales Manager View of the PrototypeAccount 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.”

2 EFS Campaigns started on 12/6


Agenda






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

CCT Methodology Provides Multiple Sources of Inspiration for Design

End-users: experience significant pain with data management tools

SAP vs. non-SAP Large vs. Small Customers Different industries

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

SAP internal: Using BEx and BW for internal use

SAP Controlling and Planning Product management Account Executives

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

User requirements and potential SAP solution areas for 2005 and beyond

Sources of Input Synthesize Findings Deliverables


SAP Category Management

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 solution resulting in longer implementation project cycles

Observations

Source:IDES - Category Management Demonstration, Project Team


Final Prototype

Design

Prototype



Final Prototype

DesignDesign

Prototype



Industry Focused Offerings

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

IRI – Demand Drivers

Source:Competitor Web-Site Review

Targeted for the Information Consumer

Combines tabular and graphic data in the same view

Makes use of color-coded indicators

User-defined chart capabilities

Retek


Final Prototype

Design

Prototype



Final Prototype

DesignDesign

Prototype



1825Interviews:

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

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

Details in Appendix


Final Prototype

Design

Prototype



Final Prototype

DesignDesign

Prototype


SAP Customer(1)

KraftP&GGeneral MillsUlta CosmeticsWarner Home VideoCloroxColgate-Palmolive

SAP Customer(1)

Analogous

Observation

Shallow-dives

Target

Observation

Focus Deep-dives

NoYesYesYes

NoYesYes

McKesson

Ace HardwareBeltramo’s SpiritsWhole FoodsKellogg'sWrigleyMiller BrewingCon-AgraOffice MaxSanford

NoNoNoYesYesYesYesYesNo

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

Yes City of Palo AltoMcDonaldsIDEO ITSAP FinanceSAP Sales

NoNoNoYesYes

(1) Running applications supporting the use case

43 Total Observation

s





Final Prototype

Design

Prototype



Final Prototype

DesignDesign

Prototype



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

Lessons

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

What We Did

Photo Removed


Insights of Business Users

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

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

- xxx, Design Managerxxx

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

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

- xxxx, Executive Director, Data Mgmtxxxxx

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

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

- xxxx, Category Market Intelligence Mgr.xxxx


Final Prototype

Design

Prototype



Final Prototype

DesignDesign

Prototype


Photo Removed

Photo Removed

Photo Removed


Insights of Business Users cont’d

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

“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

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

“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. Analystxxxxx

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

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

- xxxx, Sr. Analystxxxxxx


Final Prototype

Design

Prototype



Final Prototype

DesignDesign

Prototype


Photo Removed

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Photo Removed


Guiding the Prototype Design – Analytics for Category Management

Description ApproachDesignPrinciples

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

Search Status Updates Scale-to-Fit Information Report Presentation Tool

Backtracking Making Data Points Visible

Smart Saving Smart Filtering

Annotation Notes Anchored Workspace Activity Timeline Attaching Relevant Files to Graphs

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

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

Automation

Reassurance

Flexibility

Access

Sharing

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

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


Final Prototype

Design

Prototype



Final Prototype

DesignDesign

Prototype


Personalized Dashboard Simple Search Workspace vs. Scrapbook


Prototype – Analytics for Brand/Category Management

Click Here to Start


Final Prototype

Design

Prototype



Final Prototype

DesignDesign

Prototype


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?


Informal End User Testing – 2nd Cycle

Deep DiveColgate-PalmoliveCloroxGeneral MillsP&GUlta Cosmetics & RetailingMcKessonWarner Home Video

Shallow DiveKelloggWrigleyOffice MaxMiller BrewingCon-Agra


Final Prototype

Design

Prototype



Final Prototype

DesignDesign

Prototype


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

What We Did

Preliminary Results(1)

(1) Scores as of 11/16/2004

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

Overall pretty good but if a manager level screen there needs to be more about who is doing what - Malcolm, Colgate-Palmolive


Agenda






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

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

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

Is there validation that the marketplace will value the design?

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

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

* Detailed findings are available as a separate document

Desirability Feasibility

Viability


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

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

In Analytics for Campaign 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

In Pipeline Performance Management


Viability


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

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*

Feasibility: Can we build 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

Viability: Will the market value it?


Viability

* Detailed findings are available as a separate document


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


Agenda









Final Prototype

Design

Prototype



Final Prototype

DesignDesign

Prototype



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

Lessons

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

What We Did

Photo Removed


Synthesis of Findings

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

Lessons

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

What We Did


Final Prototype

Design

Prototype



Final Prototype

DesignDesign

Prototype



Scenario & Design Concepts

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

What We Did


Final Prototype

Design

Prototype



Final Prototype

DesignDesign

Prototype


Make editing a community experience by making it physical and tangible

Lessons


Informal End-User Testing – First Cycle SynthesizeUnderstand & Observe

Final Prototype

Design

Prototype



Final Prototype

DesignDesign

Prototype


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:

What We Did

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

Lessons


Script Writing & Prototype Development

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

What We Did

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

Lessons


Final Prototype

Design

Prototype



Final Prototype

DesignDesign

Prototype


project insight: analytic prototypes

Documents