User experience is the sum of experiences across all dimensions of all solutions and the user’s interaction with it including its functionality and quality attributes. It is the sum of all interactions with the solution and the results the solution provides. Solution usability is much, much more than a user interface Users experience the complete operational solution across its entire scope and experience its functional and quality properties. The solution architect must be aware of the usability of designed solutions. Usability is not an afterthought: it must be embedded in the overall solution design from the start The dimensions of solution usability are: • Components of overall solution • Functional components of solution • Quality properties The complete solution Is always much more than just a bunch of software. Implementing the end-to-end components of the solution positively impacts on solution usability and utility. Without the complete view there will be gaps in the usability of the solution. Enterprise architecture needs to provide leadership in defining and implementing approach to measuring solution usability. Enterprise architecture needs to define standards and associated frameworks for • Overall experience • Solution usability Each of these needs to include measurement and analysis framework. Solution architecture needs to incorporate these standards into solution designs. Individual solutions incorporate usability standards Overall set of solutions comprise the experience.

1. Solution Architecture And
User And Customer
Experience
Alan McSweeney
http://ie.linkedin.com/in/alanmcsweeney

2. Objective
• Identify the importance of including solution usability
within solution architecture
• Identify approaches to measuring solution usability and
the creation of a common measurement framework
• Identify the characteristics of an effective approach to
solution usability
November 1, 2017 2

3. Solution Architecture And User Experience
• Solution architecture needs to take account of user
experience as part of the overall solution design process
• People are always part of the operation and use of the
solution
• The solution design needs to deliver on user expectations
and provide an experience that matches these
− Create and deliver on realistic and fulfillable expectations
• Solution architects need to be aware of the people and
experience aspects of solutions
• Solution usability contributes to the long-term success of a
solution
November 1, 2017 3

4. What Is The Solution That The Architect Designs?
• I have a problem
• I want to be able to do what I am currently unable to do
• I cannot do what I want
• I need to be able to do something
• A solution is a Resolver, a Provider or an Enabler
• An originator will identify the need for a solution
• The solution architect must work with the originator to provide
a usable and deliverable answer to the solution need
• The solution architect must being value to the solution design
process
November 1, 2017 4

5. IT Architecture As Internal Business Consulting And
Advisory Function
• What IT Architecture Can
Do
• Identify trends in advance that offer
opportunities or represent challenges
• Assist with the design and development of
new business models
• Acquire the skills and experience to be a
credible business advisor
• Be able to translate innovation and
creativity into practical, realistic,
implemented and operated business
solutions
• What IT Architecture Must
Do To Achieve Its Potential
• Take an appropriate and sufficient approach
to architecture
• Take a realistic approach to innovation
− Radical innovation
− Incremental innovation
− Innovation By reapplication
• Focus on simplicity and speed rather than
completeness and perfection
• Understand appropriate complexity
• Be able to react to changes quickly
01 November 2017 5

6. The Complete Solution Is Always Much More Than
Just …
• … A bunch of software
• Complete solution is the entire set of components needed to
operate the associated business processes
• Users experience the complete operational solution across its entire
scope and experience its functional and quality properties
• Successful solution requires the interoperation of all these
components and that the components are properly designed and
implemented
• Overall solution usage experience is the sum of the experience of
the usage of the components
• Solution architect must be aware of the usability of designed
solutions
• Usability is not an afterthought: it must be embedded in the overall
solution design from the start
November 1, 2017 6

7. Scope Of Complete Solution
November 1, 2017 7
Changes to Existing
Systems
New Custom
Developed
Applications Information Storage
Facilities
System
Integrations/Data
Transfers/Exchanges
Changes to Existing
Business Processes
Organisational
Changes
Existing Data
Conversions/
Migrations
New Data Loads
Training and
Documentation
Central, Distributed
and Communications
Infrastructure
Sets of Installation
and Implementation
Services
Cutover/Transfer to
Production
Operational
Functions and
Processes
Parallel Runs
New Business
Processes
Reporting and
Analysis Facilities
Sets of Maintenance,
Service Management
and Support Services
Application Hosting
and Management
Services
Acquired and
Customised Software
Products

8. Any Complete Solution Consists of:
• Zero or more of {Changes to Existing Systems}
• + Zero or more of {New Custom Developed Applications}
• + Zero or more of {Information Storage Facilities}
• + Zero or more of {Acquired and Customised Software Products}
• + Zero or more of {System Integrations/Data Transfers/Exchanges}
• + Zero or more of {Changes to Existing Business Processes}
• + Zero or more of {New Business Processes}
• + Zero or more of {Organisational Changes}
• + Zero or more of {Reporting and Analysis Facilities}
• + Zero or more of {Existing Data Conversions/Migrations}
• + Zero or more of {New Data Loads}
• + Zero or more of {Training and Documentation}
• + Zero or more of {Central, Distributed and Communications Infrastructure}
• + Zero or more of {Sets of Installation and Implementation Services}
• + Zero or more of {Cutover/Transfer to Production}
• + Zero or more of {Operational Functions and Processes}
• + Zero or more of {Parallel Runs}
• + Zero or more of {Sets of Maintenance, Service Management and Support Services}
• + Zero or more of {Application Hosting and Management Services}
November 1, 2017 8

9. Solution Usability – Taking The End To End Design
View
November 1, 2017 9
Changes to
Existing Systems
New Custom
Developed
Applications Information
Storage
Facilities
System
Integrations/
Data Transfers/
Exchanges
Changes to
Existing
Business
Processes
Organisational
Changes
Existing Data
Conversions/
Migrations
New Data Loads
Training and
Documentation
Central,
Distributed and
Network
Infrastructure
Sets of
Installation and
Implementation
Services
Cutover/
Transfer to
Production
Operational
Functions and
Processes
Parallel Runs
New Business
Processes
Reporting and
Analysis
Facilities
Maintenance,
Service
Management
and Support
Services
Application
Hosting and
Management
Services
Acquired and
Customised
Software
Products

10. Solution Architecture – Taking The End To End View
• One of the core objectives and purposes of solution architecture is
to understand the scope of the end-to-end solution in order to allow
the true scope of the delivery to be estimated
• It is only if the true scope is needed that informed decisions can be
made on what to include or exclude and to understand the
consequences of those decisions
November 1, 2017 10

11. Solution Usability – Taking The End To End View
• Implementing the end-to-end components of the solution positively impacts on
solution usability and utility
• Users experience the complete operational solution across its entire scope and
experience its functional and quality properties
• Delivers on expectations
• Without the complete view there will be gaps in the usability of the solution
November 1, 2017 11
What
The
Solution
Needs
What
Contributes
to Solution
Usability
and Utility

12. User Experience Is The Sum Of Experiences …
• … Across all dimensions of all solutions and the user’s interaction
with it – functionality and quality attributes
− Accuracy
− Ease of interpretation
− Usability
− Utility
− Interoperability
− Integration
− Automation
− Performance
− Consistency
− Reliability
− Availability
− Appearance and navigation
• Not all solution usage experiences can be observed directly or are
based on experience of externally accessed solution functional
components
November 1, 2017 12

13. November 1, 2017 13
Dimensions Of Solution Usability
Components
of Overall
Solution
Quality
Properties
Functional
Components of
Solution

14. Solution Usability
• Is the sum of all interactions with the solution and the
results the solution provides
• The experience of the individual solution
• Solution usability is much, much more than a user
interface
November 1, 2017 14
Functionality and
Quality Attributes
And Solution Scope
ΣSolution
Usability =
Interactions With
and Results of
Solution

15. User Experience
• Is the sum of the interactions across all solutions and their
usability
November 1, 2017 15
Functionality and
Quality Attributes
And Solution Scope
ΣInteractions With
and Results of
Solution
{ }User
Experience =
All
Solutions
and
Interactions
Σ

16. Overall Experience
• The outcome of the sum of observations, perceptions,
thoughts and feelings arising from interactions and
relationships (direct and indirect) over an interval of time
between a customer and their supplier
November 1, 2017 16

17. Solutions/Systems/Applications
• Are the windows into the underlying business processes
• Solutions cannot, in themselves, resolve problems with
underlying business processes without a process redesign
component
• Solutions should have the following characteristics
− Optimise self-service and associated automation and orchestration
− Have a consistent, seamless, continuous experience and appearance
across all channels
− Ensure underlying data is consistent across all applications and usage
points
− Measure usage and implement processes to analyse and take
improvement actions
• Create an inventory of user usage journeys and scenarios
November 1, 2017 17

18. Overall Context Of Solution Usability
November 1, 2017 18
Experience and Experience Management
Solution and System Usability
Customer Relationship Management
Processes and Systems
Customer Facing Operational Systems
and Processes
Internal Operational Systems and
Processes
Data Collection, Analysis and Action

19. Overall Context Of Solution Usability
• Solution usability sits in a wider context
− Experience and Experience Management – constructing overall set of
interactions, their aggregation into an overall experience and defining
framework to manage these
− Solution and System Usability
− Customer Relationship Management Processes and Systems –
applications and processes to manage operational customer
interactions
− Customer Facing Operational Systems and Processes – operational
systems and their associated processes that support organisation
delivery with which customer direct interacts
− Internal Operational Systems and Processes - internal systems and
their associated processes that support organisation delivery with which
customer indirect interacts through interactions with employees and
agents
− Data Collection, Analysis and Action – framework for gathering
information on usage, perform analysis, identifying problems,
generating feedback and ensuring actions are taken
November 1, 2017 19

20. Customer Experiences And External Interactions And
Internal Organisation Reality
• Customer experience is the sum of:
Directly through experiences with externally facing
applications
+
Indirectly through experiences with employees who are users
of internal applications and with whom customers are
interacting
+
Experience of the products and services delivered by the
organisation
• So the usability of each component contributes to overall
solution usability
• However good solution usability and experience can only
go so far
November 1, 2017 20
Solution
Usability
and
Experience
Overall
Organisation
Experience

21. IT Architecture Context Of Solution Usability
November 1, 2017 21
Solution
Architecture
Solution
Usability
Enterprise
Architecture
Experience
Management Standards
User Experience
Solution Usability
Standards
Experience Management
Measurement Framework
Solution Usability
Measurement Framework
Solution Design
Defines
and
Develops
Defines
and
Develops
Includes Includes
Are
Incorporated By Are
Incorporated By
Included In
Included In
IncorporatesIncorporates
Included
In
In Part
Of
Creates

22. IT Architecture Context Of Solution Usability
• Enterprise architecture needs to define standards and
associated frameworks for
− Overall experience
− Solution usability
• Each of these needs to include measurement and analysis
framework
• Solution architecture needs to incorporate these standards
into solution designs
− Individual solutions incorporate usability standards
− Overall set of solutions comprise the experience
November 1, 2017 22

23. Usability Measurement And Action Framework
• Need to understand actual user experiences and solution
usability
• Need to measure experiences and define methodology for
taking action on results
• Need a common measurement framework across all
applications
• Enterprise architecture needs to define a common application
usage data collection measurement framework
• Design and implement a consolidated and shared platform
• Collection of information yields insight into actual application
usability and results of solution architecture and design
• Information can assist with improving solution architecture and
design
November 1, 2017 23

24. Organisation Business Landscape
Business
Customer
Retail
Customer
Shareholder
Shareholder
Partner Dealer
Outsourcer
Competitor
Supplier
Regulator
Contractor
Service
Provider
Distributor
Intermediary Collaborator
Sub-Contractor
Franchisee
Counterparty
Intermediary Representative Agent
Researcher
Client
Public
November 1, 2017 24

25. Organisation And Business Solution Business
Landscape
• Organisations typically operate in a complex environment with
multiple interactions with different communication with many
parties of many different type over different channels
− External Actors - xActors
• Business solutions are deployed and used across the
organisation landscape – internal and external
• Externally accessed applications are within the scope of
solution usability and overall experience management
• A successful approach to solution usability and overall
experience management is concerned with the organisation
interacts with some or all of these xActors
• Solution usability and overall experience management is not
necessarily just about the customer xActor, though this may be
its main focus
November 1, 2017 25

26. Organisation Business Landscape
• Not xActors the organisation interacts with have equal
importance or of equal value
• Each xActor and communications channel has different
characteristics:
− “Distance” from the core of the organisation – composite measure of
value and importance to the organisation
− Volume of interactions
− Complexity of interactions
− Type of interaction – informational or transactional
• Every organisation will have a different xActor and distance
profile
• Follow the value chain and focus on those solution areas that
deliver greatest value
November 1, 2017 26

27. Extending Processes And Applications Outside The
Organisation Creates Customer Expectations
• Understand, manage, control and deliver on the expectations
November 1, 2017 27
           
• Deploying externally accessible application reduces the expected
and tolerated latency and the asynchronicity of communications
between the organisation and external parties
• Customers have an expectation of connected operation and ease of
use of externally facing applications and processes
• Delivering on these expectations is a usability concern
           
        
     
  


28. Digital Transformation And Solution Design And
Usability
• Digital transformation involves designing and implementing solutions across a
wide range of application and system areas
• External solution users are more demanding and less tolerant of usability failings
and poor experience
November 1, 2017 28
External Party Interaction Zones, Channels and Facilities
Security,
Identity, Access
and Profile
Management
Responsive
Infrastructure
Digital Specific Applications and Tools
Internal Interaction Management
Integration
Operational and Business
Systems
Applications Delivery and
Management Tools and
Frameworks
System Development,
Deployment and Management

29. Customer Experiences And External Interactions And
Internal Organisation Reality
• Customer experience is not just about interactions with
systems and applications
• Solution architecture cannot fix wider product and service
delivery and usage problems
• Solution architecture can assist in designing cross-
functional applications
• Enterprise architecture needs to assist with strategy to
bridge and connect silos
November 1, 2017 29

30. External Interactions And Internal Organisation
Reality
November 1, 2017 30
External Organisation Interactions And Supporting Applications
Internal Organisation Reality

31. Solutions And Processes
• Solutions implement business processes
• Processes are greater than their constituent solutions
• Processes define journeys, interactions and touch points
• Journeys represent usage and interaction scenarios
November 1, 2017 31

32. Inventory Of Organisation Interaction (Customer)
Journeys And Scenarios
November 1, 2017 32
Journey 1
Journey 2
Journey 3
Journey 4

33. Organisation Interaction (Customer) Journeys And
Scenarios
• Interaction paths will correspond to business processes
• Business processes will be (partially) implemented or
supported by systems (solutions)
• There will be many organisation interaction paths with your
organisation, depending on:
− Type of interacting party
− Number of interactions
• Create an inventory of interaction journeys to understand how
users and customers interact with and experience the
organisation’s solutions
− Enable problems to be identified
− Use as a basis for a measurement and action framework
− Journeys inventory should be prioritised
November 1, 2017 33

34. Mapping Organisation Interactions To Solutions
November 1, 2017 34
Interaction Journeys Mapped To Solutions That
Deliver Functionality
Solutions External Parties
Directly Interact With
Solutions External Parties Indirectly Interact With
Through Interactions With Employees and Agents

35. Customer Experiences And External Interactions And
Internal Organisation Reality
November 1, 2017 35
Internal Organisation Users
External users expect to experience
seamless end-to-end interactions
External users
also interact
with internal
users
Internal users
frequently
experience
disconnected
processes and
systems/
solutions

36. External Interactions And Internal Organisation
Reality
• Internal organisation reality all too frequently consists of
siloed non-integrated, disconnected and disparate
structures, business processes and supporting applications
• Interactions with the organisation can exist in several
contexts
− Ad hoc interactions with no (initial) long-term objective
− Interactions as part of a transaction
• Any external interaction represents the organisation’s
brand
November 1, 2017 36

37. Operational Silos
• Are an unfortunate fact of organisational life
• Caused by the way organisations are allowed to grow and
develop
• Business function leaders develop careers on owning and
then protecting siloed areas
• Silo owners are not incentivised on optimising inter-silo
cross functional operation
• Siloes can remain isolated within the organisation
• Siloes contribute to poor solution design and user
experience
November 1, 2017 37

38. Organisation Operational Silos
November 1, 2017 38

39. Operational Silos
• There are too many operational units that operate
independently with walls effectively between them
• There is too much throwing of work over the walls
between operational units with no cross-functional/cross-
capability, end-to-end view and no seamless operation
• When you extend business processes outside the
organisation, you need to ensure cross-functional/cross-
capability operation
• External parties are not concerned with process limitations
caused by a siloed organisation not operating efficiently
• Lack of seamless operation of business processes not
evident (to a lesser or greater extent) to the outside world
November 1, 2017 39

40. November 1, 2017 40
Overall Experiences Cross “Vertical” Operational
Organisational Units

41. November 1, 2017 41
Core Overall Experiences
• Three core overall experience areas that are common to all
organisations
− Product/service delivery
• From order/specification/design/selection to
delivery/installation/implementation/provision and billing
− Customer management
• From customer acquisition to management to repeat business to up-sell/cross-sell
− New product/service provision
• From research to product/service design to implementation and commercialisation
• These experience areas cross multiple internal organisation
boundaries and have multiple handoffs but they are what concern
customers
• These cross-functional experiences and associated processes deliver
value
− Value to the customer
− Value to the company
• Integrated cross-functional processes means better customer service
and more satisfied and more customers

42. Core Overall Experiences And Solution Design
• Good solution design presents seamless and integrated
interactions
• Hides the complexity of integrations, handoffs,
movements
November 1, 2017 42

43. Operational Silos And Conway’s Law
• Short article written by Dr Melvin Conway in April 1968 -
How Do Committees Invent? - Design Organization
Criteria
− http://www.melconway.com/Home/pdf/committees.pdf
• Nearly 50 years old and still as insightful as when it was
originally written
−“ … there is a very close relationship between the
structure of a system and the structure of the
organization which designed it.”
−“… organizations which design systems … are
constrained to produce designs which are copies of the
communication structures of these organizations.”
November 1, 2017 43

44. Solution Usability Corollary to Conway’s Law
• Externally presented
solutions and
experiences tend
replicate siloed
internal organisation
processes, limitations,
constraints and
structures
• Solution usability and
solution experience of
external solutions
replicate the designs
of internal solutions
November 1, 2017 44
Siloed Applications Developed for Organisation
Silos

45. Solution Usability Corollary to Conway’s Law
• Organisations are prisoners of their own corporate
experiences and structures
• That experience constrains choices, produces limitations
• Good solution usability and overall experience is
frequently outside the knowledge and understanding of
organisations
November 1, 2017 45

46. Solutions Bridging Organisational Silos
• Solutions need to
bridge
organisational silos
to ensure usability
and to delivery
good overall
experience
• Organisations focus
on line of business
applications to
meet individual
business function
needs
November 1, 2017 46
Bridging Interface Applications
Bridging Cross Functional Process Applications
Bridging Data Applications And Measurement Framework

47. EA Leadership In Solution Usability And Experience
• Enterprise architecture needs to provide leadership in
defining and implementing approach to measuring
solution usability
• Embed lessons learned into solution usability
November 1, 2017 47

48. Metrics
• Measure what you can and assign it an importance to it
rather than measuring what is actually important and
reflects
November 1, 2017 48

49. Solution Experience And Overall Experience
• Solutions enable the operation of business processes
• Experience with business processes comprise overall
experience
• Solution usability – directly by customers and indirectly by
employees interacting with customers – contributes to
experience
November 1, 2017 49

50. User And Customer Experience
• High level of employee satisfaction contributes to higher
levels of customer satisfaction
• Good user experience of internal applications contributes
to good external user experience
November 1, 2017 50

51. Solution Architecture And Solution Design
• Good solution design is concerned with making user
experiences better
• Experiences can be direct – of the solution itself – or
indirect – of the products and services that the solution
delivers or provides access to
• The overall experience is the sum of the experiences of
individual interactions
• Every solution usage results in an experience
• Good solution design embeds usability and experience
• Poor usability means poor experience
November 1, 2017 51

52. Applications Cannot Remediate Underlying Product
And Service Issues
• Good application architecture, design and usability leading
to good experiences can only go so far
• These limitations needs to be accepted and understood
• If the underlying products and services being
ordered/accessed are poor then good application
architecture, design and usability cannot resolve these
November 1, 2017 52

53. Design, Usability And Experience
• Two sides of the same coin
− Design and usability drives experience
November 1, 2017 53

54. Cost Of Lack Of Usability And Poor Experience
• Poor usability and experience negatively influences
outcomes
− Frustration and reduced efficiency
− Abandonment of interaction
− Seeking uncosted peer support
− Errors requiring subsequent resolution
− Lack of repeat business
November 1, 2017 54

55. Lack Of Implementation Of User Experience In
Solution Architecture
• Organisations almost always do not include user experience in
solution architecture and design
− Lack of understanding or appreciation of what usability is
− Fear of the scope of usability and its impact on solution design and
delivery schedule and cost
• Focus of solution architecture is on meeting stated business
requirements and not perceived intangibles such as usability
• Poor solution usability design leads to poor user experience
− Lack of user satisfaction increases cost along the spectrum of solution
operation and solution usage outcomes
− Greater support, slowness of usage, bypassing systems, rework and
abandonment by external users who go elsewhere
− Poor usability is not a support issue: by then it is too late
November 1, 2017 55

56. Usability Focus In Solution Architecture and Designs
• Embed usability and experience into solution architecture
and design
• Take a end-to-end solution view and understand how
internal solution component interactions impact usability
and experience
• Create a user usage journey inventory for all users and
walk through customer journeys to understand user
experiences
• Define usability and experience measurement framework
to link usability to influences on outcomes
November 1, 2017 56

57. Embedding Usability Into Solution Architecture
• This is at the interface between solution architecture and
enterprise architecture
• Cross application consideration
• Constraint and functionality should be inherited from
enterprise architecture
• Capability needed to be part of enterprise architecture practice
in order to support its use across solution architectures
• Enterprise architecture function needs to have design and
usability skills
• May require a significant cultural change in enterprise and
solution architecture functions
November 1, 2017 57

58. Role of Enterprise Architecture in Usability
• Acquire design skills, understand the principles and value
of usability design in solution architectures
• Provide leadership and internal organisation consulting
competencies
• Define overall approach and standards
• Acquire common technologies
• Drive education and adoption
• Common framework reduces effort required by individual
solution architectures
• Enterprise architecture view of usability enables
systematic approach
November 1, 2017 58

59. Understanding Usability And Experience
• How to measure the effectiveness of customer usability
and customer experience
• What metrics to use?
• Need to embed measurement of usage in solution to
• Standard measurement and analysis framework
• Take action on analysis
November 1, 2017 59

60. Principles Of Usability Architecture And Design
• Redesign and optimise underlying business processes
• Consistent, seamless, continuous experience across all
user interaction channels and touchpoints
• Create inventory of customer journeys
• Define measurement framework
• Approach to usability is part of any customer-centric
strategy
• Measurements overlaid on top of customer journeys show
actual user experiences of applications and processes
• Journey view links organisation silos to create cross-
functional view
November 1, 2017 60

61. Solution Usability Is Not A Programme
• It is not a separate set of activities
• It is not just a layer or skin on top of applications
• Usability and customer experience should be integrated into
normal architecture and design activities
• Embed in the architecture and design process
• Solution architecture needs to understand the requirements of
usability and change the design process if necessary
• Question the solution usability and resulting user experience
from the outset
• Need to understand the usability of the solutions being
designed
• Have a common approach to design/usability/experience to
reduce overhead and cost and increase adoption and quality
November 1, 2017 61

62. Usability
• Is not just about creativity, appearance and navigation – it
is about results and outcomes
• It is not about having lots of functionality and features
• It is not just about meeting business requirements – it is
about meeting the needs of the user
• The needs of the user relate to achieving a result
• Outcomes are not results
• There are many different types of user: frequent and
infrequent, expert and inexperienced – design for all but
focus on volume usage scenarios, frequent users are not
necessarily expert
November 1, 2017 62

63. What Does Usability Mean
• Primary or direct usability
− Usable for large volumes of transactions and numbers of users
− Usable for large volumes of data
− Usable for complex interactions
− Usable for easy access and navigation
• Secondary or indirect usability
− Usability to achieve or influence outcomes
− Usability to increase user satisfaction
− Usability for greater efficiency
− Usability to drive usage and growth
− Usability to build or enhance brand
• Not all are relevant or apply to all organisations
• What are you trying to achieve
November 1, 2017 63

64. November 1, 2017 64
Not All Outcomes Can Be Achieved
• Some outcomes cannot be managed, only influenced
• Outcomes include:
− Sales
− Sales conversion rate
− Revenue
− Profit
− Cashflow
• Outcomes can only be influenced through activities:
− Improved customer satisfaction
− More sales activity
− Greater value for money
• Focussing end-to-end usability is a key way of influencing outcomes
and delivering value

65. November 1, 2017 65
Illusion of Attempting to Manage Outcomes
Sell More
Products/
Services and
More
Profitably
Generate More
Profit
Identify the Right Customers
Fulfil Orders Correctly and
Satisfactorily
Manage Customer Relationships
Be Easy to Do Business With
Be an Organisation Customers
Want to Do Business With
Generate and Maintain High
Customer Satisfaction
Develop and Sell the Right
Product at the Right Price
Activities Outcomes
You cannot force
customers to buy
more products and
services

66. November 1, 2017 66
Illusion of Attempting to Manage Outcomes
Sell More
Products/
Services and
More
Profitably
Generate More
Profit
Identify the Right Customers
Fulfil Orders Correctly and
Satisfactorily
Manage Customer Relationships
Be Easy to Do Business With
Be an Organisation Customers
Want to Do Business With
Generate and Maintain High
Customer Satisfaction
Develop and Sell the Right
Product at the Right Price
Activities Outcomes
You cannot force
customers to buy
more products and
services
But you can
take actions
and perform
activities
that will
increase the
propensity
of customers
to buy more

67. Good Usability Design
• Means understanding what the user population wants or
needs the solution to achieve and ultimately what the user
wants to achieve
• Understand what is important to users
• Usability matches what the organisation does with how
users interact with the organisation to avail of the
products and services, do what has to be done
November 1, 2017 67

68. Multiple Overlapping Interrelated Programmes
November 1, 2017 68
Digital
StrategyDigital
Technical
Strategy
Business
Strategy
People
Tools
And
Systems
Digital
Customer
Strategy
Customer
Experience
Strategy
Digital
Operations
Strategy
Processes
Solution
Architecture
and Usability
Strategy
Enterprise
Architecture

69. Multiple Overlapping Programmes
• There may already be multiple overlapping programmes within
the organisation that already relate to solution architecture
and usability
− Business Strategy
− Enterprise Architecture
− Solution Architecture and Usability Strategy
− Digital Strategy
− Digital Technical Strategy
− Digital Customer Strategy
− Digital Operations Strategy
− Customer Experience Strategy
− Tools And Systems
− Processes
− People
• Do not let the complexity stop usability initiative
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70. Multiple Overlapping Programmes
• Are there other initiatives relating to solution architecture
and usability?
• Do you have full visibility of all usability-related activities?
• Are you optimising the benefits and avoiding replicated
costs across solution usability and experience initiatives?
• Does the structure of your approach to usability mimic
organisational silos?
• Do you know which interfaces, touchpoint and
applications have the greatest impact on usability?
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71. Solution Design And Usability Gulfs
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I Have Done
What I Wanted
This Is What
I Want
Gulf
of
Execution
Gulf
of
Evaluation
This Is The Journey And Experience I Want
This Is The
Journey And
Experience I
Get

72. Look For The Solution Design And Operation Gulfs
• Gulf of Execution – gap between the desired/required goal
and the activities and steps required to achieve goal
− Execution gulfs can correspond to the multiple steps needed
within an application or the need to use multiple applications
− Execution gulfs can be caused by organisational silos and the need
for handoffs and a lack of an end-to-end cross-functional
application that delivers the associated cross-functional process
• Gulf of Evaluation – gap between solution outcome and
the user’s interpretation of or ability to interpret and
understand that outcome
− How easy it is to understand/interpret/evaluate what has
happened
− Have I got the right information?
− Did it work?
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73. Third Solution Design Gulf – Gulf Of Experience And
Expectation
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Customer And
Employee
Experience Of
External
Consumer And
Social Media
Applications
Customer And
Employee
Experience Of
Corporate
Applications
Experience Gulf
Between Usability
Of Consumer And
Corporate
Applications

74. Gulf Of Experience And Expectation
• Corporate organisations tend to be poor at solution
usability and design
• They also tend to be poor at recognising the existence of
this gap
− Lack of awareness and appreciation
− Lack of understanding of cost
• Consumer-oriented applications tend to be viewed with
suspicion that create risks and costs that must be managed
and controlled
• Bridging the experience and expectation gulf requires
changes throughout the solution design and delivery
function
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75. Solution Usability Pyramid
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Common, Shared
And Integrated,
Guiding, Predicting
Flexible And Adaptable
Intuitive And Easy To Use And
Understand, Searchable, Navigable,
Learnable
Efficient, Consistent, Available, Dependable And
Reliable, Error Detection And Correction, Error
Tolerance And Handling
Basic, Serviceable And Functional, Limited Attention To Usability
Greater
Solution
Usability

76. User Experience Ownership
• Creating a separate user experience and usability
ownership replicates organisational silos
− Skills and experience must be available across all solution designs
• Solution usability – both internal and external – is cultural
and may need cultural change within the organisation
• Process needs to ensure that ownership devolves to the
solution and is supported by tools and techniques to
enable this
• Difficult to separate user experience from the underlying
organisation structures that drive solution requirements
and design
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77. Good System Usability And Associated Experience
Drives …
• Operational efficiencies through
− Greater self-service
− Reduced errors and rework
− Reduced direct support
− Reduced peer support
− Improved customer and employee satisfaction
− Greater throughput for the same resources
− Reduced sales and marketing costs
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78. Experience Management Is Greater Than Solution
Usability
• User/customer-centred processes and associated solutions
• Consistent experience across all solutions that comprise
the implementation of cross-functional processes
• Consistent experience across all interface channels
• Trans-solution data and process view to enable cross
solution
• Data analytics across solutions
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79. Usability And Experience Measurement Frameworks
and Methodologies
• Many old, out-of-date, partially developed and incomplete
solution usability models, methodologies and processes
• They tend to be software-oriented rather than focussing
on the completeness of the overall solution
• Many consist of basic maturity models without supporting
implementation and justification and lacking
implementation framework
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80. Sample Usability And Experience Measurement
Frameworks and Methodologies
• Agile and User Centred Design Integration (AUCDI)
• DATech Standard Usability Test
• HCD-PCM Visioning HCD-PCM-V
• Human Centred design (HCD) HCD-PCM Process
Capability Model Design PCM
• Human Factors Integration Process Risk
Assessment HFIPRA
• Humanware Process Improvement (HPI)
Framework
• ISO 18152 Ergonomics of human-system
interaction -- Specification for the process
assessment of human-system issues
• ISO 18529 - Ergonomics of human-system
interaction -- Human-centred lifecycle process
descriptions
• ISO 9241 Ergonomics of human-system interaction
• Kano model product development and customer
satisfaction
• KESSU UCD User-Centred Design) performance
assessment (UPA)
• Microsoft Solution Framework (MSF)
• Nielsen Corporate Usability Maturity Model
• Open Source Usability Maturity Model (OS-UMM)
• Oracle Fusion Applications User Experience
Patterns and Guidelines
• Quality Attribute-oriented Software ARchitecture
design method (QASAR)
• SAAM: A Method for Analyzing the Properties of
Software Architectures
• SALUTA Scenario based Architecture Level
UsabiliTy Assessment
• Software Engineering Institute (SEI) Architecture
Tradeoff Analysis Method (ATAM)
• System Usability Scale (SUS)
• Trillium Model
• Usability Leadership Maturity Model ULMM
• Usability Maturity Model: Human-Centredness
Scale UMM-HCS
• Usability Maturity Model: Processes UMM-P
• User Centred Design Maturity UCDM
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81. November 1, 2017 81
Solution Usability Measurement Needs To Measure
Along All Dimensions Of Usability
Components
of Overall
Solution
Quality
Properties
Functional
Components of
Solution

82. Solution Usability Measurement Framework
Usability Measurement Approach
• Usability is subjective
• Define approach to measuring solution usage along the
inventory solution usage journeys and scenarios
• Measure functional use, quality attributes
• Measurement of scope of delivery of solution is more complex
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83. Characteristics Of Integrated Approach To Solution
Usability Within Solution Architecture
• Standardised approach to assessing user requirements
• Assessment of requirements used to develop a wider understanding of user needs
• Evaluation includes feedback on quality and delivery of user expectation
• Usability and experience evaluations collected and analysed centrally
• Multiple different approaches to evaluation used
• Assessments performed over wide user group
• Approach to assessment and evaluation updated by previous analyses and experience
• Assessment and evaluation information made available to all project teams
• Evaluations of needs identifies user technical and business capabilities and skills
• Evaluation feedback prioritised and used to define usability for not just current solution but
also potential future solutions
• Users are included in design team
• Design team include cognitive frameworks in the solution design process
• Prototyping techniques used widely including prototyping of conceptual and physical
design
• Prototyping techniques used to ensure complexity and issues around usability are identified
during solution design
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84. Summary
• Solution usability depends on functionality, quality and comprehensiveness of implementation
• Externally presented solutions and experiences tend replicate siloed internal organisation processes,
limitations, constraints and structures
• Solutions are the windows into the underlying business processes
• Solutions cannot, in themselves, resolve problems with underlying business processes without a
process redesign component
• Solution architecture needs to take account of user experience as part of the overall solution design
process
• People are always part of the operation and use of the solution
• Solution architects need to be aware of the people and experience aspects of solutions
• Solution usability contributes to the long-term success of a solution
• Users experience the complete operational solution across its entire scope and experience its
functional and quality properties
• Enterprise architecture needs to provide leadership in defining and implementing approach to
measuring solution usability
• Enterprise architecture needs to define standards and associated frameworks for overall experience
and solution usability
• Define approach to measuring solution usage along the inventory solution usage journeys and
scenarios
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85. More Information
Alan McSweeney
http://ie.linkedin.com/in/alanmcsweeney
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