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Visual Tools and Innovation Games - Workshop - SPS Chicago Suburbs - May 2014

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Visual Tools and Innovation Games - Workshop - SPS Chicago Suburbs - May 2014

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Presented at SharePoint Saturday Chicago Suburbs, May 2014 by Ruven Gotz and Michelle Caldwell.

Learn and experience new tools and techniques that help you get shared understanding with your stakeholders. Without shared understanding, your chances of a successful delivery are very low.

Presented at SharePoint Saturday Chicago Suburbs, May 2014 by Ruven Gotz and Michelle Caldwell.

Learn and experience new tools and techniques that help you get shared understanding with your stakeholders. Without shared understanding, your chances of a successful delivery are very low.

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Visual Tools and Innovation Games - Workshop - SPS Chicago Suburbs - May 2014

  1. 1. Visual Tools & Innovation Games Getting everyone onto the same page Ruven Gotz Avanade Michelle Caldwell Avanade
  2. 2. SharePoint Saturday Chicago Suburbs 3 Speaker Feedback: SPSCSM.COM
  3. 3. Low-tech social network Draw your AvatarU Add your name for the Avatar “Tag” your AvatarDraw your Avatar “Upload” your Avatar
  4. 4. DIRECTOR & REGIONAL LEAD Michelle Caldwell Mary.m.caldwell@avanade.com @shellecaldwell shellecaldwell.com
  5. 5. DIRECTOR & REGIONAL LEAD Ruven Gotz ruven.gotz@avanade.com @ruveng spinsiders.com/ruveng
  6. 6. Agenda Part 1 • Introduction • Shared Understanding • Innovation Games & Visual Tools • Soft Skills • Requirements Gathering • Bad Meetings • Envisioning (Cover Story) • Mapping Break Part 2 • Envisioning (IBIS Mapping) • Analyze (Sailboat) • Visual Design • Wireframing • Wrap Up
  7. 7. Make a Connection & Build a Network
  8. 8. SHARE 2012 | 9 Shared understanding
  9. 9. SHARE 2012 | 10
  10. 10. SHARE 2012 | 11
  11. 11. SHARE 2012 | 12
  12. 12. SHARE 2012 | 13
  13. 13. SHARE 2012 | 14 Yes! A bridge!
  14. 14. Odds of Success?
  15. 15. SHARE 2012 | 16 Project goes?
  16. 16. SHARE 2012 | 17 Same page
  17. 17. SHARE 2012 | 18 Wicked problems
  18. 18. Hard (but tame) Wicked
  19. 19. Guess what SharePoint is…
  20. 20. SHARE 2012 | Usually a bunch of people who all have a different idea of what success looks like
  21. 21. , won’t talk to each other
  22. 22. Machiavelli (not exactly  ) It must be considered that there is nothing more difficult to carry out nor more doubtful of success nor more dangerous to handle than to initiate a new SharePoint project; for the project team has enemies in all those who profit by the old portal, and only lukewarm defenders in all those who would profit by the new portal; this lukewarmness arising partly from the incredulity of mankind who does not truly believe in anything new until they actually have experience of it.
  23. 23. Dealing with humans in tough circumstances
  24. 24. Dealing with humans in tough circumstances
  25. 25. SHARE 2012 | 26
  26. 26. How do gamestorming & visual tools help?
  27. 27. Involves People
  28. 28. Egalitarian & Participatory • Equal Opportunity to Participate • Success Depends on Everyone get Involved
  29. 29. Structured with Goals
  30. 30. 31 Time Bound
  31. 31. Why they are valuable • They involve a high level of emotion • Alternative to traditional meeting format • Real-time feedback • Helps you discover the unknown • Catalyst for consensus building • Provides structure for Creative Chaos
  32. 32. Putting it into action Excellent facilitation means building your soft skills
  33. 33. Soft Skills
  34. 34. Confidence
  35. 35. Listening
  36. 36. Humor
  37. 37. Brutal Honesty
  38. 38. Requirements Gathering Visual Tools and Games that can help with analysis
  39. 39. Why is it so hard to get good requirements?
  40. 40. The chicken and egg problem
  41. 41. Requirements
  42. 42. What makes something a requirement?
  43. 43. My three rules of SharePoint 1. Simplicity 2. Simplicity 3. Simplicity
  44. 44. We can do that for $10
  45. 45. We can do that for $1,000,000
  46. 46. Too much focus on the detail… How
  47. 47. …and not enough on the destination Why
  48. 48. Roadblock: Bad meetings Meetings & workshops take time, but are often ineffective
  49. 49. The Facts
  50. 50. 11million daily
  51. 51. 61.8 meetings/month
  52. 52. 50% unproductive
  53. 53. 31 hours wasted
  54. 54. The Effects
  55. 55. 91% daydreaming
  56. 56. 96% miss meetings
  57. 57. 95% miss parts of meetings
  58. 58. 73% bring other work to meetings
  59. 59. 39% fall asleep
  60. 60. Envisioning with Cover Story Visual Tools and Games that can help with defining Project Goals and Vision
  61. 61. Soooo…………. What is your vision for SharePoint?
  62. 62. The object of the game is to suspend all disbelief and envision a future state that is so stellar that it landed your organization on the cover of a well-known magazine.
  63. 63. Cover: Tells the story of your big success
  64. 64. Headline: The Substance of the cover story
  65. 65. Sidebars: Interesting facts about the story
  66. 66. Quotes: Quotes from potential end users of the solution
  67. 67. Brainstorm: Documenting initial ideas – this is important!
  68. 68. Images: Supporting the content with illustrations
  69. 69. Wrap Up At the end of the time period, usually an hour, get the groups to present their cover story, essentially their vision of SharePoint, to the rest of the groups and then discuss.
  70. 70. Game Setup • Cover Story Template • Post-its • Pens • tape •Facilitator (# depends on size of group •At least 3 participants •A Scribe •Camera (optional)
  71. 71. Introduction to Mind Mapping
  72. 72. Mapping for Navigation
  73. 73. Mapping for Prioritization
  74. 74. Mapping for Prioritization
  75. 75. Mapping for Scoping
  76. 76. 1st Half Wrap Up Don’t go away, we’ll be back for Part 2 ruven.gotz@avanade.com spinsiders.com/ruveng @ruveng mary.m.caldwell@Avanade.com shellecaldwell.com @shellecaldwell
  77. 77. Break
  78. 78. Welcome to Part 2. IBIS Mapping A Grammar for Thinking
  79. 79. Two books you must read
  80. 80. What are wicked problems? (recap) • You don’t really understand the problem until you’ve developed the solution • You don’t know when you’ve accomplished your goal • Solutions are not right or wrong, they are just better or worse • Every wicked problem is unique • Every solution to a wicked problem is a one-shot operation • You are dealing with social complexity
  81. 81. Tools that can help
  82. 82. IBIS Notation
  83. 83. I use Mind Manager to express the same notation
  84. 84. Dialog mapping to capture argumentation
  85. 85. Dialog mapping to capture argumentation
  86. 86. Dialog mapping to capture argumentation
  87. 87. Dialog mapping to capture argumentation
  88. 88. Dialog mapping to capture argumentation
  89. 89. Dialog mapping to capture argumentation
  90. 90. Dialogue Mapping for scoping
  91. 91. Analyze with Sailboat
  92. 92. The object of the game Gain insight and understanding into the current state of the situation
  93. 93. How to Play the game •Draw and/or put up a boat •Name the boat to represent the focus area
  94. 94. What is dragging you down?
  95. 95. What can speed you up?
  96. 96. Power Dot – Extra Bonus •Give each participant a fixed # of dots (time box the activity) •Ask each participant to “vote” for their highest priority pains and solutions •Quickly analyze the results •Discuss the results as a group
  97. 97. How to Play the game •Analyze voting •Discuss the results as a group
  98. 98. Game Setup • A BOAT ! • Post-its (various colors) • Pens • tape •Facilitator (# depends on size of group •At least 3 participants •A Scribe •Camera (optional)
  99. 99. Visual Design Card Sorting & Tree Testing
  100. 100. What is Card Sorting?
  101. 101. “Card sorting is a great, reliable, inexpensive method for finding patterns in how users would expect to find content or functionality.” - Donna Spencer http://www.amazon.com/Card-Sorting-ebook/dp/B004VFUOL0
  102. 102. What are the types of card sort? Open & Closed
  103. 103. Open card sorting process Gerbil
  104. 104. Results Gerbil
  105. 105. But not always what you expect Ford Gerbil
  106. 106. But not always what you expect (2) Ford Gerbil
  107. 107. Analysis http://www.boxesandarrows.com/view/analyzing_card_sort_results_ with_a_spreadsheet_template
  108. 108. What is Tree Testing?
  109. 109. Formally Known as…….. Card-based Classification Evaluation
  110. 110. Step 1 – Create a set of menus based on draft sitemap
  111. 111. Methods for Tree Testing Paper Or Online
  112. 112. Step 2 – Develop Scenarios
  113. 113. Creating effective scenarios • You are planning a vacation and you want to know how much leave you have left • You need to book travel for work • You are filling out a request for time off • You are looking for a contact email/name for the helpdesk • You have questions about your benefits
  114. 114. Step 3 - Recruit
  115. 115. Step 4 - Observe
  116. 116. Step 5 - Analyze
  117. 117. Step 7 - Repeat Create Menu Develop Scenario Recruit Evaluate Analyze Repeat & Optimize
  118. 118. Wireframing
  119. 119. I used to hate wireframing!
  120. 120. A useless wireframe
  121. 121. Way too much work Erik Swenson
  122. 122. Balsamiq: Just right
  123. 123. Simple Wireframe
  124. 124. Wrap Up
  125. 125. Adapting the low-tech social network
  126. 126. Products and Tools Referenced • Mind Manager www.mindjet.com • Xmind www.xmind.net • Balsamiq www.balsamiq.com • UserZoom www.userzoom.com • Optimal Workshop www.optimalworkshop.com • Card sort tools measuringuserexperience.com/CardSorting • Boxes & Arrows boxesandarrows.com • Gamestorming (book) www.gogamestorm.com • Innovation Games www.innovationgames.com • Dialogue Mapping cognexus.org Thank You!
  127. 127. SharePoint Saturday Chicago Suburbs 153 Speaker Feedback: SPSCSM.COM
  128. 128. Stay Connected! ruven.gotz@avanade.com spinsiders.com/ruveng @ruveng mary.m.caldwell@Avanade.com shellecaldwell.com @shellecaldwell
  129. 129. Bonus – Collect Feedback With Prune the Product Tree
  130. 130. The object of the game Identify the kinds of benefits the targeted groups of users received from the solution in question
  131. 131. How to Play the game •Red Apples = Expected and got •Rotten Apples = Expected and didn’t get •Presents = Unexpected benefits

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