Presentation on using workflow to implement a highly used ECM system. Provides a step-by-step outline how to understand user needs through marketing techniques such as user journeys and persona building. Introduces the concept that ECM is an organically growing system rather than an architected software solution.

1. Focus on user workflow to build ECM processes
If the ECM doesn’t solve a user problem, you wont solve the adoption problem
Christopher Wynder
Info-Tech Research Group
cwynder@infotech.com
@ChrisW_ptmd

2. Summary
• Focus on Information Governance and organization as a first step.
• Be willing to adopt some of marketing’s website optimization techniques
• Divide the organization into a set of roles/personas.
• Create a rough-cut of the homepage that users will need to have full
access to information through ECM.
Start with a straw-man.
Start within IT to document what you know.
Then go back to the business and ask them
why you’re wrong.
Supporting the day-to-day tasks is the key
to adoption.
The primary enabler for Information
Organization is the taxonomy. Follow Info-
Tech’s best practice to develop one.
Start with Information Governance and
related processes.
A focus on Information Governance is often
the result of an assessment of enterprise
risk and opportunity.
Info-Tech InsightCurrent Situation
Complication
Resolution
• Information growth is becoming a bigger concern for both the
business users and management.
• Everyone recognizes that developing a descriptive taxonomy to
support business initiatives and manage risk is important but
nobody knows how to actually do it.
• Most enterprises suffer from information overload. They have too
many files, on too many shared drives, and in too many
repositories.
• Business users are notoriously resistant to using new technologies
such as ECM for managing content.
• IT has experimented with technologies such as ECM in the past
but has met with little success.

3. Business priorities are clear but IT’s role is ambiguous
Business! It’s all about letting workers figure out
solutions to business problems
Info-Tech has compiled a list of C-
level priorities for IT strategy:
• Revenue growth
• Improved efficiency and operating
margin
• Creating new value
• Improving processes
• Being responsive to enterprise
demand
• Future proofing the enterprise
• Retaining and developing staff
Information Organization is a contributor
and enabler to all of these things. But it is
difficult to connect the project directly to these
outcomes. In each case, we depend on
knowledge workers to use information to find
new revenue opportunities or new process
efficiencies.
IO is a strategy that includes archive,
disposition and a little bit of Enterprise
architecture.
At the end of the day, ECM will be part of
the solution.
IT has traditionally performed poorly
in presenting how the ECM will be
better than fileshares and email.

4. Information Organization projects often fail
to get off the ground because they start
too big. Consider a project that starts with:
Engage all senior executives in a
governance and steering process.”
You will never get the CEO, CFO, CxO, [the Pope,
the President, etc.] in a room together at the same
time. They are too busy and are focused on bigger
issues.
Governance is crucial but it’s a late-stage task. You
can never initiate Information Organization with
governance.
The first common problem of Information Organization: the
Popes & Presidents Problem (P31)
You have to start within IT before pushing out to the rest of the business
Bottom Line: Start small. Do everything you can within IT
before engaging the business units.

5. This is not about better search it is about putting the right buckets of
information at their fingertips at the right time
Understand the needs of your workers-start with the
knowledge workers
Who is a knowledge worker?
A knowledge worker is someone who’s main capital is knowledge, someone who thinks and does non-routine problem
solving for a living. These could be financial analysts, could group managers/directors, IT programmers, marketing
managers, or any other employee who is charged with understanding and working with data.
Why start with knowledge workers?
A large part of a knowledge worker’s job is finding and working with information. Not being able to find the right
information quickly enough is a serious productivity concern. In reality transactional workers have a well
documented workflow. Transactional workers often get blamed for slow processes when it is actually the manager
or BA that is holding up the works.
What do knowledge workers need?
When a knowledge worker needs to find corporate information quickly, they rely on search.
Conversational
Search is not a single
shot query. Users can
keep drilling down by
using refiners like
date, source, and
document type.
Contextual
Search should account
for the context of the
user – past search
behavior, geographic
location, etc.
Easy to Understand
It should be clear to the
user why a given item is
returned in the search
results.
Suggestive
Search should recognize
the names of business
reports/people/locations.
Search should be
facilitated through
suggestion.
1 2 43

6. ECM needs to be more than just a set of folders for people to
“put stuff in”
Most organizations fail in gaining full value from their ECM system. This is not a
technological failure. It is a failure to understand where and why users need a piece of
information.
Before
R&DSales
CEO
HR
After
R&DSales
CEO
A year later
Do we have any tape?
Someone needs to
organize this!
That looks
great…but where
do I put my
vacation request-is
it HR or
department?
Do we have any tape?
I thought we organized
this?!

7. Avoid re-building the junk drawers
Be proactive with ECM or users will default to the
old habits of throwing everything in the same
place.
• ECM cannot be used appropriately without a
Risk profile and Information Governance plan.
• Users do not know what they want from
ECM-they just know what they need to do
for their job.
• When we allow users to decide on the
organization of ECM they often become
frustrated with the lack of built-in tools-which
then leads to dissatisfaction and low use of
ECM.
Do not ask “What can an ECM do?” Ask “What do we want our ECM to do?”
ECM is an expansive tool box that can support
both application development and document
management-out of the box.
• Solve this problem by have a business focused
plan for the initial roll out.
• Focus on solving a user driven problem. This
will likely require building workflows or addition
of third party tools.
• Set up a straw man of based on IT’s view of
what user’s need so that we can get the users
talking about what they actually want compared
to what we’ve showed them.
 As IT it is easier to be pro-active.“This is
what I think you need, Why am I wrong?” is
more likely to get a useful response.

8. Focus on user tools to improve ECM success
45%
55%
Meet
Expectations
Did not meet
expectations
• ECM brings many of the tools that are
needed to appropriately manage information
and administer the system.
• Technically ECM any has the tools to
support most business needs.
 Most organizations do not identify a
business need prior to implementation
High adoption naturally feeds risk
mitigation. Start with a system that
solves a user problem and they WILL
use it to store high risk documents.
User tools
Why does ECM
fail?
Information
management
System
administration
1
2
3
ECM: More failures than
successes!
Info-Tech Research Group, “Does ECM
meet the needs of your end-users?” n=58,
Q4 2012
Why does ECM
fail?
If you have an Information Governance
plan this is about the user tools

9. Focus on the user tools that solve user frustration with their
day-to-day activities.
9am
DATE
?
5pm
The average user’s day
How many
different
applications are
they using
How many times
are they breaking
compliance
ERP/CRM
Generate-how do users generate content-
what are the filetypes, what are the key
applications
Record-where is the information from that
content being recorded? Office documents,
applications
Organize-what is the point of the content?
Is the information being shared? Is it for
revenue generation? Does it need to be
moved to other people?
When-..is the information source used
again. What do users really need, what can
you securely provide them.

10. IT has a role but what is it? Are we in charge of the structure of information
or do we control the growth and fruit of the labor?
Control GROW-th by accepting the organic nature of ECM
An architect plans the design of information,
brings structure to unstructured sources by enabling
users to move through a "journey“.
Requires existing user compliance and
understanding of information sources.
Practically only works in external sites when you
know what the purpose of the user’s visit.
A gardener sets the parameters of access, provides a
single point of entry to user needs by understanding that
every user has multiple “journeys” that encompass
their job.
Requires access control to key information sources to
ensure user compliance.
Acknowledges that content growth is organic and
needs to be constantly re-evaluated for appropriate
growth.

11. Be the gardener: plant the seed, control the weeds, and
nourish the environment
• Gardeners to control growth they only maximize the conditions
for growth.
• IT can’t control the user’s adoption so much as maximize the
conditions for the adoption to increase.
• What can you as an Information Gardener do:
◦ provide appropriate access (the size of the plot).
◦ Set limits on where the seeds can grow (users) and
◦ provide within that plot the nutrients (information) that
seeds need.
• You cannot control the growth but you can limit the
unwanted growth. Growth on ECM is going to be organic but
you can limit the space provided.
• Your job as the gardener is not to give full grown plants but to
provide the nutrients and block the weeds so that the seed
maximizes its potential. The persona's will define how well
the seeds grow into knowledge and productivity.
Persona
Refresh scheduleMix of content types
Information sources
Expect and plan for organic growth of personas
by focusing on providing access to the top
information sources rather than heavy workflow
and processes
A persona grows based on the content
and information provided.

12. Use the key document type to plan a workflow
9am
DATE
?
5pm
The average user’s day
How many
different
applications are
they using
How many times
are they breaking
compliance
How repeatable is their day?
Most user’s spend their time doing similar
but not the same task.
These Barely Repeatable Processes (BRPs)
form the core activities of any job role.
When there is a difference between work
tasks and the automated process, users will
contravene policies and procedures.
ERP/CRM
ECM excels as a “system of information”- a place
where users go to find information related to their
work. Often ECM adoption decreases as users find
that more and more of the information that they need
to get their work done lives outside of ECM.
Successful implementations acknowledge this and
focus their time maximizing the controlled access to
structured data sources and email.
Info-Tech Insight

13. Align ECM and user information lifecycles at key points in the
process
Adoption and BRPs are linked together. Solve the users’ key needs and you’ll solve your
compliance concerns surrounding structured documents and records.
Capture Organize Use
Archive or
retire
ECM
lifecycle
User
information
lifecycle
Generate Record Use
Forget or
store
?
Organize Re-Organize
ECM works best when
the information is
organized at capture
The un-asked question-”How do
users get work done?”
This is key to how users
expect to find documents
Users lack the
tools to
appropriately
archive content
Re-use leads to lots
of local copies.

14. Successful organizations have a mix skills within IT to administer ECM
ECM requires a varied skill set for success
Information
Governance
IT
Competency
Technology
readiness
IT Competency
Information sources risk
assessment
 Standard operating
procedures for
requirements gathering
 Mature process for
application development
 Basic understanding of
consumerization trends
Information Competency
Do you have a:
Information governance
committee
Program manual for
information governance
 Retention and archive plan
 Executives acknowledge
need for better user adoption
 A controlled vocabulary to
base user needs on
Technological Readiness
Implemented an ECM solution
 Applied the taxonomy to the ECM
 Assessed the gaps in user needs and
ECM features
 Checked vendor roadmap for updates
to current issues

15. 1. Can we manage
the
customization?
2. Can we gather
enough
information on
users
Start by defining what you want the system to do
IT
Competency
1. What are users going
to do IN system?
2. How embedded
should the system be
in our processes?
1. What can our ECM system do /
do we features should we be
prioritizing?
2. Do we have a taxonomy?
3. What is a disposition needs?
1
2
3
Information
Governance
Technology
readiness

16. Understand the flow of information today to model the
workflow.
Focus on the workflow problems to enable user adoption.
BPM
System based language.
This is the nuts and bolts of
application development and
information automation.
Requires multiple systems
effectively move a process from
beginning to end.
Workflow
User language
This is the how the user has to work
within their day.
This is a surface level customization
that may require multiple
applications.
This requires understanding how
information moves amongst users.
Read on for more information.

17. Funnel information sources through ECM to build an
Organizational level System of Information
Users create content
using a device. The
device could be a work
station or mobile
device.
?
Systems create
content through
the comments and
transactions (e.g.
payable reports,
PHI).
1 3
Users query on
keywords and
enterprise descriptors
not system specific
descriptors.
5
A single set of
enterprise descriptors
automates association
of similar files from
multiple sources.
4
The search
returns multiple
documents that
have the
keywords or the
same descriptors
(e.g. same
author,
department,
project).
6
User choice
becomes a data
field to rank search
(accession date).
7
Properly tagging
documents
improves findability.
Tags/Metadata also
become the basis
for providing
appropriate access
and classification
2

18. Keep the taxonomy structure to 8x3
Long lists of anything are a disaster for information collection
Marketing Joke: “What is the biggest state in the United States?”
Punch line: Alabama.
The joke isn’t funny but it does illustrate a common problem with Information Organization
and data collection. Digital marketers often solicit information from site visitors who aren’t
highly motivated to provide accurate information. Hence, they select the first option in the
“State” drop down list: AL – Alabama.
We have this same problem when we develop taxonomies and expect users to accurately
catalog documents when they upload them.
The Answer:
8x3Humans work best when presented with a list of about eight
items. We can typically keep that many items in working
memory. Furthermore, we will typically drill through three levels
of how detail.
Keep your taxonomy to three levels of detail, each with about eight items. The taxonomy for a facet,
therefore, can have 83 – or 512 – items.

19. Mold ECM to meet your needs before further technology
investment
0% 20% 40% 60%
Successful ECM implementations
focus on customization and application
integration
ECM success requires a
dedication to the platform
through integration of LOB
applications.
AIIM, survey 2012, The ECM puzzle, adapted from Figure
16. N=345
ECM today is more application platform than the
stated vision of ECM. Its ability to centralize
document sharing and integrate communications
can provide users platform to manage their
mundane tasks and bring efficiency to the
“processes” that encompass their workday
Info-Tech Insight
Most ECM systems have a variety of tools that
ease customization.
Users may want a automated classification
…….but it has understand their needs.
The adoption problem will not be solved by
additional tools.
This is a problem that must be dealt with
through ensuring that ECM makes workday
tasks easier to perform.
Customized
ECM
Vanilla
ECM

20. Identify information sources and assets that end-users require as well as
those rogue sources that they are using to perform their jobs effectively.
Start by identifying the riskiest information sources at the
organization and departmental level
Ensure you have control checks in place as you go through
this exercise. Have all information sources been
considered? Include network drives, fileshares, collaborative
and cloud applications, flash drives/memory sticks, and any
rogue sources such as desktop access databases or
customized excel spreadsheets.
Info-Tech Insight
The main focus of this activity is to establish what information exists, who has access, its location,
currency, and how the information is used.
Information users at the department level will play a
major part in this exercise as they are the knowledge
sources regarding information assets.
 The users can provide clarification around
rogue sources that are being used, what types
of information is being generated, for what
purpose.
 Users will have an understanding of how the
information is used to perform daily tasks and
responsibilities, and any inter-departmental
information sharing that may occur.
 Involve compliance to identify information that is
confidential or requires any additional security
measures. Compliance will be able to discount
information that is not subject to ediscovery or
compliance requirements.
Consider the following for each information source:
 Who has access to each information asset, how does
the asset originate, does the asset provide current
and accurate information?
 Are there any information sharing activities with other
departments?
 Determine asset currency – is it used with some
frequency, should it be destroyed or does it need to be
archived.

21. What are your information sources (~15)?
Information sources?
Is it a…
priority?
Is it a…
risk?
x
x
x
x
x
x
x
Get a list of information sources.
There might be many but we
only really need about 15 for
demonstration purposes. If
possible, go beyond the top level
of a file share, but avoid going
below three levels.
1. Brainstorm a list of different information
sources. They could be file shares,
existing document management
repositories, or cloud-based services.
2. Refer back to existing system topology
maps as memory aid and to guide the
conversation.
3. Ask participants if the information
source represent a business priority or
a risk and mark them accordingly.
Delete this box.
Completion TipsX

22. Identify the “most dangerous” user personas
What core users or departments are the most dependent on ECM or have
roles that generate the most content for ECM?
Take advantage of existing knowledge:
What information sources are consistently at risk?
Organizations with a standing
Information Governance committees will
have already answered this problem.
Where are the compliance issues? Which group
of users is the organization most concerned with?
Non-compliance from user groups that
know better is often due to a lack of
support for BRPs
Use IT system data:
What does the log-in data tell us? Is there an
AD role that is under represented?
Users that are under-represented in
access logs are likely dissatisfied
with ECM.
What department has the most complex site
organization?
Complex granular trees often result
from user groups copying and re-
filing information for new projects.
Search logs – are there commonly searched
terms?
Searching for the same document is a
sign that users do not recall where
documents live.

23. Once you have identified the danger, define it
Role:
What do they do?
What are their key challenges?
E. What are their activities?
Se. For what do they search?
M. What document types do they use?
S. Where do they work?
T. When do they work?
Code
Identify key
challenges with
information use or
access.
Now that we have
some of this
information use it to
jump start the
taxonomy process

24. Example: Meet Casey- CSR for B2B on-line distributor
Persona: Customer Service Rep.
What do they do?
• Process customer
requests
• Ensure order
accuracy
• Deal with special
orders
• Fix incorrect orders
• Client renewals
What are their key challenges?
• Keeping up with chain of
command
• Confirming account
processing
• Visibility into past orders
E. What are their activities?
A/P, Case MGMT, contract negotiations
Se. For what do they search?
Bills, shipping logs, customer emails
M. What document types do they use?
Financials, archive, website
communications, teleconference
S. Where do they work?
Secondary office, client site
T. When do they work?
Daily for orders, Quarterly for client
CSR

25. Our hour long sorting exercise yielded potential categories and
some detailed descriptors.
Contract
negotiations
Billing
Contracts
Secondary
office
Remote
CRM logs
Surveys
Direct
interaction
Location
financials
Call list
Daily
activities
Calendar
Hand-over
Workgroup
Potential
taxonomy
descriptors
(MEST)
These could
be the drop-
down terms
Wide
category
Remember this initial goal is about gaining
control over documents. The long term goal is a
living set of descriptors that mirror business
practices.
These are probably too specific.
Additional personas will
generalize these further to make
them usable.

26. Start your taxonomy based on the vocabulary that already
exists across your information using applications
Client
size
Depart.
Budget
related
Location
Order
approvals
fulfillment
Initiative
Intranet ERP
Other
sources
Website
HR
structures
Remember our goal at the
beginning is to have enough
taxonomy to confidently allow
users to add content to ECM for
the purposes that the
organization has defined. The
taxonomy WILL need to updated
through a controlled process.
The key with “semantic search” is a
clear process for evaluating the
usage. The goal should be to have
these integrated into the controlled
vocabulary to replace unused
terms rather than create a shadow
metadata system

27. 1. How good is our
relationship with
key
departments?
Think about how the persona will use information
IT
Competency
1. How do users move
information?
2. How much audit trail
do we need
1. Can we do this through UI
customization?
2. Are there stock APIs for key
user applications
1
2
3
Information
Governance
Technology
readiness

28. Focus on their activities to scope the workflow/process
problem
Role: Customer Service Rep.
What do they do?
• Process customer requests
• Ensure order accuracy
• Deal with special orders
• Fix incorrect orders
• Client renewals.
What are their key challenges?
• Keeping up with chain of
command
• Confirming account
processing
• Visibility into past orders
E. What are their activities?
A/P, Case MGMT, contract negotiations
Se. For what do they search?
Bills, shipping logs, customer emails
M. What document types do they use?
Financials, archive, website communications,
teleconference
S. Where do they work?
Secondary office, client site
T. When do they work?
Daily for orders, Quarterly for client
CSR

29. Information Organization in ECM is not intuitive. User journeys allow IT to
tailor ECM to guide users to the appropriate sites for information
Build user journeys to detail the activities that require
information that the Organization owns.
• User journeys are maps of the
steps in an activity.
• They represent a linear set of
steps or tasks that a user must
complete to complete an activity
• Essentially it is the same as
process mapping that is done for
BPM projects.
• Depending on the goal of the
journey they may represent a daily
activity or a multi-day activity.
• The key is that each activity is
broken down in smaller steps
that use or generate information
in a documented form.
CSR
A/P
Case
management
User Journey of a CSR’s day
The goal of a user journey is break down activities into
actionable steps.
Specifically we are looking to focus on those tasks that use-or
should use ECM.
Once we have a Straw man for set of user journeys we can build
a attach the information sources to each step.
The user journey then provides guidelines to what IT needs to
provide to users in ECM
Check
schedule
Follow-up
Confirm
Payment
Send
order
Review
order
Monitor
action
Request
internal
action
Review
fulfillment

30. Break user activities down into information related steps
Step 1 Step 2 Step 3 Step 4 Step 5
CSR/
Account
Maintence
CSR/
Special order
Persona/
Activity

31. Breakdown the user into distinct information using tasks
Brainstorm Order

32. Order the tasks into a linear activity
Step 1 Step 2 Step 3 Step 4 Step 5Persona/
Activity
CSR/
Account
Maintence
CSR/
Special order
Check
Schedule
Pull
client
history
Confirm
order
Confirm
payment
Client
follow-
up
Review
order
Review
ful-
fillment
Request
internal
action
Monitor
action

33. Mark all steps that have concerns for IT
Step 1 Step 2 Step 3 Step 4 Step 5
Persona/
Activity
CSR/
Account
Payable
CSR/
Special order
Check
Schedule
Pull
client
history
Confirm
order
Confirm
payment
Client
follow-
up
Review
order
Review
ful-
fillment
Request
internal
action
Monitor
action

34. Place information stickies where they are most relevant for
each task.
Step 1 Step 2 Step 3 Step 4 Step 5Persona/
Activity
CSR/
Account
Payable
CSR/
Special order
Check
Schedule
Pull
client
history
Confirm
order
Confirm
payment
Client
follow-
up
Review
order
Review
ful-
fillment
Request
internal
action
Monitor
action

35. Any known issues with the steps of the activity?
Step 1 Step 2 Step 3 Step 4 Step 5Persona/
Activity
CSR/
Account
Payable
CSR/
Special order
Cust His
G(v)
Email
G
Cal
O
F/u
G
Email
G
F/u
W
Cal
G
F/u
W
Order
G
SFDC
W
Sales
O
Check
Schedule
Pull
client
history
Confirm
order
Confirm
payment
Client
follow-
up
Review
order
Review
ful-
fillment
Request
internal
action
Monitor
action

36. Any known issues with the steps of the activity?
Step 1 Step 2 Step 3 Step 4 Step 5Persona/
Activity
CSR/
Account
payable
CSR/
Special order
Cust His
G(v)
Email
G
Cal
O
F/u
G
Email
G
F/u
W
Cal
G
F/u
W
Order
G
SFDC
W
Sales
O
Check
Schedule
Pull
client
history
Confirm
order
Confirm
payment
Client
follow-
up
Review
order
Review
ful-
fillment
Request
internal
action
Monitor
action

37. Where are the repeats? Can we reduce each persona to a
handful of information sources and issues?
Step 1 Step 2 Step 3 Step 4 Step 5Persona/
Activity
CSR/
Account
payable
CSR/
Special order
Cust His
G(v)
Email
G
Cal
O
F/u
G
Email
G
F/u
W
Cal
G
F/u
W
Order
G
SFDC
W
Sales
O
Check
Schedule
Pull
client
history
Confirm
order
Confirm
payment
Client
follow-
up
Review
order
Review
ful-
fillment
Request
internal
action
Monitor
action
Cust His
G(v)
Order
G
Email
G
F/u
W
SFDC
W
Sales
O

38. 1. Do we need a
full
requirements
gather exercise
to do this?
Show key stakeholders what you are thinking
IT
Competency
1. How much audit trail
do we need
1. So we really want
to do this in the
ECM system?
1
2
3
Information
Governance
Technology
readiness

39. Move from defining problems to building a solution
The goals for requirements gathering.
Basics of building a ECM site with user experiences in mind.
• Identify goals of the site
 What is the one activity that will drive users to stay within
ECM.
•Create a logical hierarchy for the content
•Create a structure for the site based on the content hierarchy
• Explore the use of metaphors to come up with a site structure (organizational
metaphors, functional metaphors, visual metaphors)
 Design the wireframes for the individual pages
 Justify the project to stakeholders
 Provide a feedback system to ensure that the site
adoption stays high.
For internal sites this
is inherited from the
controlled
vocabulary

40. Where are the repeats? Can we reduce each persona to a
handful of information sources and issues?
Step 1 Step 2 Step 3 Step 4 Step 5Persona/
Activity
CSR/
Account
payable
CSR/
Special order
Cust His
G(v)
Cal
O
F/u
G
Email
G
Cal
G
F/u
W
Order
G
SFDC
W
Sales
O
Check
Schedule
Pull
client
history
Confirm
order
Confirm
payment
Client
follow-
up
Review
order
Review
ful-
fillment
Request
internal
action
Monitor
action
Cust His
G(v)
Order
G
Email
G
F/u
W
SFDC
W
Sales
O
In this example
there five items
that are common
between the two
user journeys.

41. Brainstorm solutions
Workflow Name: Accounts payable
Key Requirements Key Problems Potential Solutions Risks
>
Check
Schedule
Pull
client
history
Confirm
order
Confirm
payment
Client
follow-
up
Cust His
G(v)
Email
G F/u
W
Order
G
SFDC
W
Sales
O
Email
G

42. Make it easy to see where users are-so they can figure out
where they need to be
The 3 most relevant website navigation tools for
ECM:
1.Bread crumbs.
This provides a view into the page tree so that users can easily
get back to right page quickly if they have gone to the wrong
document but right area. The keys to this are logical titles that
the user has a understanding of: for instance if there are
multiple time-off documents the search or navigation may lead
them to the vacation form where they really need the “personal
time” form.
2.Progress tracking.
This is only relevant for step-by-step processes such as filling
out HR forms that have end points within the website.
3.Search as a last resort.
Assume that there will be mis-spellings and other errors. The
now ubiquitous “Did you mean:______” box. On the back end it
will take working with the administrators to talk about potential
mis-spells and similar documents but this is a big one for
usability.
Good taxonomy/tree design that limits the need to click through a variety of pages.
The use of role based templates that limit the unnecessary information presented to
each user segment will simplify the need for complex trees.
S 2 3 F
I need to find………

43. People search webpages via patterns. Some patterns are better for certain
problems. Start with one and modify as necessary.
Put the most used resources in an easy-to-see space on the
page
• What: searching for specific text elements
users are most likely to search down the left side
and across at specific points; an F shape.
• So what: When attempting to give users options
to go elsewhere think about visibility and
placement in an F pattern.
Fishing: to
search for via a
pattern
Zumba: to dance
through a area
via a pattern
• What: When looking for a phrase or function
that they know, users tend to scan across left to
right, scan back to the left and scan left to right;
in a Z pattern
• So What: For pages just for moving to other
pages be mindful of the Z.

44. Do not make users search for mundane tasks, but these in the most easily
recognized locations
Start with the items that are part of the daily activities
• What: searching for specific text elements users
are most likely to search down the left side and
across at specific points; an F shape.
• So what: When attempting to give users options
to go elsewhere think about visibility and
placement in an F pattern.
1st
2nd
1
1
1
2
2
2
2
2
Send to SFDC Go to Email
1 2
1

45. Big buttons and clear names
Move on to items that are less used but have high
frustration
• What: When looking for a phrase of function that
they know, users tend to scan across left to right,
scan back to the left and scan left to right; in a Z
pattern
• So What: For pages just for moving to other
pages be mindful of the Z.
4
3
3
3
4
Forms
3
Person Search
4Order
Approval
Care
Other
3

46. Brainstorm and Whiteboard potential solutions
Branding
Person SearchBreadcrumbs
SFDC Email
Document Search
Schedule
9:00
10:00
11:00
12:00
13:00
14:00
15:00
16:00
17:00
18:00
Schedule pulled
from Exchange.
Includes link to
SFDC for client
Separate
ECM
search
Dedicated
person search
The mock-up of the home screen does not have
to address all of their needs but should give a
sense of what can be done.
Remember you are designing for access not
problem solving.
This is about giving the end user something to
comment on.
Forms
Order
Approval
Care
Other
1 2
3
3
4
4

47. What it will actually look like
• Remember that for many workers,
fixing mobile will be the key tool to
increase their time in system.
• Mobile changes what you can do
but it will also change how users
want to work.
• Processes/ workflows that include
mobile should involve users as
early as possible.
EMR secure
portal
Search box with
explicit hint about
framing question
Exchange
integration and
viewport
Do not base the mock-up on cost or difficulty. This initial
assessment needs to be blue sky.
Expensive for a subset of users may be cost-effective when
expanded across several personas.
The next step is to prioritize them based on real world conditions.

48. What is the enabling technology?
Mobile
Enterprise
Application
Scheduling
IT build
Third
party app
Vendor
upgrade
Workflows
1. This exercise is predominantly about defining
near term and long term needs. For most
organizations the answer will not be a yes or no in
each column.
2. Use this as the place to determine what
functionality that you require to meet user
demands are on their roadmap or exist as part of
their partner ecosystem
3. For the IT build column this can be a place to
define gold solutions versus minimal function
solutions
Delete this box.
Completion Tips
X
Be realistic,
sometimes just adding
a re-direct to the
application is all that
IT can do.

49. Repeat the process until all the top risky users have
homepages