Speaker: Baruch Sachs, Senior Director UX, PegaSystems Baruch dives into the intricacies of Enterprise UX design. We will get a good look at the opportunities that exist and the unique challenges that accompany enterprise UX today, with specific focus on how to solve these challenges in project implementation. Baruch shares some key pointers on strategic vs. tactical UX design, user story vs. job story, and also some tricks to get enterprise stakeholders to agree to a uniform and intelligent UX design.

1. OPPORTUNITIES AND CHALLENGES
IN ENTERPRISE UX DESIGN
Baruch Sachs
@basachs
Senior Director UX, Pegasystems

2. Leader in BPM and CRM Software
Customers include the largest 1000 companies in the world
Projects are enterprise-wide and transformative
Process over 100 million pieces of work per day

3. Started at Pega 9 yrs ago with a goal: Build a UX team
40 UX Consultants globally
- UX Architects
- UI Solution Developers
All 100% billable to client projects, 50-75% travel
Engagements can be 2 weeks, to 2+ years.

4. It does not matter if you are right.
….It matters that you are helpful.

6. UNDERSTANDING
ENTERPRISE UX

7. Challenges of working in Enterprise UX
Engineering centricity
Political
Does not always attract the best talent
Mistrust between business and IT
Captive Audiences

8. Opportunities working in Enterprise UX
Bar is really low, results are immediate
Budget for UX is usually bigger
Forging Paths
Chance to lead full culture change
Captive Audiences

9. What should design measure?
Usability.
Delight.
Conformance.

10. Meeting business goals.
User adoption.
Delivering a product.

11. PRINCIPLES OF SUCCESSFUL
UX:
Bring clarity
Keep the user in control
Simplify
Respect context
Be consistent
Provide obvious primary action
Guide the user
Delight the user

12. Please choose the option that best describes you.
● New to workforce
● Single and building your future
● Married and building your future
● Single and established
● Married and established
● Nearing retirement or retired
Content Context

13. Strategic UX
Navigation Structure
Data Architecture
Information Design
Layout Structure

14. Tactical UX
Visual Design
Labeling
Alignment
Inconsistencies
Branding Data Integrity

16. Organizational Issues
•Multiples lines of business (20+ sometimes)
•They don't talk to one another
•They all claim to have unique data needs
•All data, all the time

18. Standard UI Solutions
• User Personalization
• Conditional UI
• Interaction Techniques
Less Chance in the Enterprise World for
any of these solutions to be acceptable

20. Intent-Driven UI Design

22. A foundation for successful UX
Functional
specs
Information
architecture
Interaction
design
User
interface
design
Graphical
design
Usability
testing

23. Perso
na
Actio
n
Expected
outcome
Irreleva
nt
How do we know this
is the best action to
take?
Classic “User Story”
As a ________ I want to ________ So that
________
Too many
assumptions!

24. Expected
outcome
Motivatio
n
Situatio
n
When ________ I want to ________ So I can
________
“Job Story”

25. UI/UX is a Great
Leveler

26. 100% Attendance
Technical Architecture
Performance
Functional Requirements
UI/UX
25%
25%
50-75%
People show up to
UI meetings…
they always have an opinion

27. Once you have ‘em, what do you
do?
Figure out the common data set — its there
Critical task path — enough data to complete the tasks 80% of the time
Use “one step away” options for the remainder
Shorten labels, make data entry inputs consistent and chunk things

28. Most transformational, enterprise software projects look to Staff
Reduction as one of the main drivers of ROI….
….thats just dead wrong.

29. Simple is not so Simple to Achieve
Backend is a mess, so your front end suffers
Performance
Ability to massage data
Interaction behavior

30. This is where a lot of projects give up….and adopt a “best we can” mentality

31. The only enterprises who are successful at achieving consumer-grade UX
are the ones who are willing to invest and streamline the organization
and data
……and internal UX teams need to change too.

32. WHY?

33. $ +

34. Case Study
The situation
•Large Enterprise customer, has their own UX team
•Separate systems integrator
•Another outside firm is contracted to provide design
•Outside vendor is the technology provider

35. Case Study
The situation
•Both SI and Design Team are on fixed price bids
•SI is not well educated on the latest version of Technology,
has no UI developers/designers assigned to project
•Design team has pure designers, not familiar with the
underlying technology
•IT funds the project, not the business

36. Outside view of the internal design team
Focused on conformance, not context
Their design, their way
Outside of both the business and IT, so how are they effective
Often set up as a cost center to various organizations

37. “Our UX and construction teams are not
producing the results we need at the
speed required to be successful.”

38. Discovery Process
User
Experience
Constructio
n

39. Findings
Conflicting Priorities
Limited transparency
Key point of scope expansion
Not aligned to construction dates
No established revision cycle
Not included in iteration planning Approaching UI
on a “screen” basis
No plans for Design Validation /Usability Testing
User
Experience

40. Findings
Very little UI built in the chosen technology
Lots of custom CSS
Coping with BA/UX mis-alignments
Requirements are a moving target
Limited collaboration with UX
Coping with technical cost of UX design
Coping with iteration scope vs delivery dates
Constructi
on

41. Common Themes
UX/Iteration Prioritization
Transparency Collaboration
Cross-team Tech Knowledge
Gap
Not all work-stream level issues…

42. Lets talk to more people…
User
Experience
Construction
Solution
Owners
Business
System
Analysts
Business Design

43. Findings
Limited Tech expertise included in ideation
Little focus on iterative design
Solution owners (SO) over-capacitated
SO wants Agile adoption but, needs guidance
BDT; heavy reliance on UX team during ideation
BDT; Focused on strategy, not execution
BDT; Little concern for construction timeline
Business
Design,
Solution
Owners

44. Findings
Limited UX guidance blocks Atomic UC delivery
Disconnect between Atomic UC and UX Docs
Significant effort to force backlog prioritization
No process to validate Atomic UC with UX docs
No process to validate Demo app with UX docs
Business
System
Analysts

45. Recommendation One
Adds transparency to UX work-stream
Helps to solve prioritization issues
Supports BSA/Construction/UX
collaboration
Implement and Enforce UX Backlog

46. Recommendation Two
Time to delivery is reduced
Supports asset reuse
Reduction in UX documentation
Supports the eventual move into prototyping
into the technology
Develop and Use a UI Pattern Library

47. Recommendation Three
Validates alignment of UX needs and business goals
Raises UX deciencies, misalignments before investment in
construction MAXIMIZES CHANCES OF USER ADOPTION!
Create Plan for Design Validation
Usability Testing

48. Recommendation Four
UX BSA
Embedded and
Productive

49. Recommendation Four
Line of coordination with BSA team
Creates, maintains UX atomic use cases
Coordinates technical validation of UX
Helps align UX prioritization with project
UX BSA
Embedded and
Productive
Ensures continuity between UX documentation and atomic
use cases.
Response to requirement changes optimized

50. Everyone agrees upon where we want to go…
How do we get
there?
?? ?
?
?

51. UX Solution Owner
Governance over
Process &
Deliverables
SME Guidance
to Handle
Ambiguity
UI Subject
Matter
Expertise
UX
Design
Support
UI
Cong
Suppor
t
UX
Support
for BDT
Ideation
Manages balance
of UX, Business
and IT
Responsible for
Work-stream
performance

52. 5
2
Solution Driven UX: Lean UX
“Deliverables are not the problem. User experience
practitioners are not in the deliverables business. We’re in
the business of finding and evaluating problems and
solutions.”
- Austin Govella