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Conference Room Prototype 
a low cost, high value approach to selecting the 
@Aerojules #LavaCon 
solution you really need...
About the Speaker 
~ CEO and co founder of Mekon in 1990 
~ Engineering back ground 
~ Focused on structured technical 
co...
Company overview 
~ Founded in 1990 
~ Approximately 30 expert staff 
~ Specialists in content / document-centric 
busines...
Collaboration 
Dynamic 
content 
PLM 
Translate 
CCMS 
CRM LMS 
The content lifecycle
A Conference Room Prototype 
drawn from past experience 
• Developed over many years 
• Medical Device, Software, 
Profess...
Government / Professional 
Publishing 
Cross–industry experience 
Commercial / High Tech 
/ Engineering 
Aerospace and Def...
Audience 
~ Who are you? 
~ Why are you at LavaCon? 
~ What stage are you at in your CS process? 
~ XML, DITA?
Initial assumption! 
~ A process of evaluation has taken place 
~ You have a Content Strategy 
~ There is a need for chang...
Project failure 
~ IBM: only 40% of IT projects meet schedule, quality and budget goals 
~ The Portland Business Journal: ...
Top 12 dominant risks 
Lack of top management support 
Lack of documented reqs. and/or success 
criteria 
Weak project man...
People related risks Process related risks 
Lack of top management support 
Lack of documented reqs. and/or 
success crite...
Human factors 
How to avoid a CS plane crash
What do we mean human factors? 
“Human factors involves gathering 
information about human abilities, 
limitations, and ot...
Mental model
Only perceive what you can conceive
Only perceive what you can conceive
DITA is challenged from the start 
Tweet @joepairman 
DITA is a 
metamorphous 
change
Despair on the forums 
How do I make a word “green “ 
in DITA GREE 
N ~ A DITA implementation isn't a tool swap 
That way ...
The Old way 
~ Requirements maybe an RFI/P 
~ Demo – 2 Hours! 
~ Feature fest 
~ Often Vendor set the agenda for 
implemen...
Test drive 
~ Car
Conference Room Prototype 
• Hands on session 2 days 
• Support by Vendor tech lead 
• Independent expert to guide you 
• ...
Meet the team 
There is no one typical Tech Author. 
~ Developers / engineers 
~ DTP / graphic designers 
~ Journalists 
~...
Choose the team (Cont.) 
~ A sense of ownership makes people happy 
~ You will need to develop new roles 
~ Look out for c...
Orientation Session 
~ What benefits can structured content bring? 
~ What are the basic building blocks (and how 
do they...
User Stories 
~ Clearly capture: 
– User needs 
– Actions 
– Workflow 
Who 
What 
Why!
User Stories: previous approach
Did we lose sight of the real need 
~ Form of transport
User Stories: new approach 
~ Activities are the main stages of developing a 
publication (creating a new publication, 
au...
User Stories: new approach
US #1 
As an author, I want to be able to create a topic 
from a template, so I can easily keep to the 
standard structure...
US #2 
As an author, I want to enter metadata when 
creating a new topic, so the team can easily find 
the topic and so we...
Scoring 
~ When we complete an activity, take time to 
score the user stories within it 
~ Scoring helps us focus on the e...
Prototype Sessions 
~ Experience DITA authoring with CCMS, and see how 
the work day will change 
– Builds on orientation ...
Capturing additional comments 
~ Record any additional thoughts you have 
~ How would your work day change if using the 
s...
Report and data collection
Filter
Not obvious 
~ MM box
Immediate Follow-up 
~ Hand in scores & comments 
~ Interim report including scores and items to 
research further 
~ Foll...
Steps 
Step Purpose Mekon actions Client logistics Client team 
involvement 
Data conversion Realistic sample content to 
...
Compare the market.com 
~ MoSCoW scores 
– 3- Must Have 
– 2- Should Have 
– 1- Could Have 
– 0- Won’t Need
Detailed Web Demos of Other Systems, 
More Prototyping if Necessary 
~ Can now ask more informed questions 
~ Immunized ag...
Radar chart
Example client 
Manufacture network analysis adaptors and 
various accessories 
looking to improve the end-user experience...
What did you get from the CRP 
~ Hands on experience of the system prior to 
purchasing, ensuring it fulfilled our specifi...
Quick summary 
~ Prepare 
– Right team 
– Carefully develop user stories 
– Engage a vendor 
~ Prototype session 
– Collec...
Questions
Conference Room Prototype – a low cost, high value approach to selecting the solution you really need
Conference Room Prototype – a low cost, high value approach to selecting the solution you really need
Conference Room Prototype – a low cost, high value approach to selecting the solution you really need
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Conference Room Prototype – a low cost, high value approach to selecting the solution you really need

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How can you best evaluate a solution before making the big investment? Over several years Mekon has worked with many companies, from medical and semi-conductor manufacturers to software and professional publishers, helping them to select a technology solution fit for purpose. Gathering requirements and choosing the right tools is often more difficult than many companies expect. Use cases and non-functional requirements that accurately reflect what you need are crucial to the success of any IT project, yet evidence suggests typical use cases and requirements are too loose and high level to really do the job.

This presentation will:
* Explain methods that Mekon has developed.
* Evaluate customer experience in conducting the Conference Room Prototype (CRP).
* Outline what metrics can be used to evaluate the tools and what surprises you may encounter.

Publié dans : Business
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Conference Room Prototype – a low cost, high value approach to selecting the solution you really need

  1. 1. Conference Room Prototype a low cost, high value approach to selecting the @Aerojules #LavaCon solution you really need Julian Murfitt – Mekon
  2. 2. About the Speaker ~ CEO and co founder of Mekon in 1990 ~ Engineering back ground ~ Focused on structured technical content for over 20 years ~ Personal interest in extreme forms of flying ~ Julian.murfitt@mekon.com ~ @aerojules
  3. 3. Company overview ~ Founded in 1990 ~ Approximately 30 expert staff ~ Specialists in content / document-centric business processes ~ Supplier of consulting, systems integration and development services ~ Leaders in delivery and personalised content ~ The makers of DITAweb
  4. 4. Collaboration Dynamic content PLM Translate CCMS CRM LMS The content lifecycle
  5. 5. A Conference Room Prototype drawn from past experience • Developed over many years • Medical Device, Software, Professional Bodies, Semiconductor, manufacture, Exam boards, Governments • Vendor independent • CRP carried out on CCMS from: • Ixiasoft, Vasont, SDL, Bluestream, EasyDITA, Astoria, Componize
  6. 6. Government / Professional Publishing Cross–industry experience Commercial / High Tech / Engineering Aerospace and Defence
  7. 7. Audience ~ Who are you? ~ Why are you at LavaCon? ~ What stage are you at in your CS process? ~ XML, DITA?
  8. 8. Initial assumption! ~ A process of evaluation has taken place ~ You have a Content Strategy ~ There is a need for change ~ DITA has been established as a way forward ~ You have an idea of scope and an area to focus on
  9. 9. Project failure ~ IBM: only 40% of IT projects meet schedule, quality and budget goals ~ The Portland Business Journal: between 65% and 80% of IT projects fail to meet their objectives, they also run late or cost more than planned ~ McKinsey: half of IT projects run 45% over budget, are 7% behind schedule and deliver 56% less functionality than predicted ~ KPMG: 70% of organizations have suffered one or more project failure in the previous 12 months ~ ZDNet: according to new research, success in 68% of technology projects is ‘improbable’. Poor requirements analysis causes many of these failures, meaning projects are doomed right from the start
  10. 10. Top 12 dominant risks Lack of top management support Lack of documented reqs. and/or success criteria Weak project manager No change control process (change management) No stakeholder involvement and/or participation Ineffective schedule planning and/or management Weak commitment of project team Communication breakdown among stakeholders Team members lack requisite knowledge and/or skills Resources assigned to a higher priority project Subject matter experts are overscheduled No business case for the project
  11. 11. People related risks Process related risks Lack of top management support Lack of documented reqs. and/or success criteria Weak project manager No change control process (change management) No stakeholder involvement and/or participation Ineffective schedule planning and/or management Weak commitment of project team Communication breakdown among stakeholders Team members lack requisite knowledge and/or skills Resources assigned to a higher priority project Subject matter experts are overscheduled No business case for the project Top 12 ranked risks
  12. 12. Human factors How to avoid a CS plane crash
  13. 13. What do we mean human factors? “Human factors involves gathering information about human abilities, limitations, and other characteristics and applying it to tools, machines, systems, tasks, jobs, and environments to produce safe, comfortable, and effective human use” Boeing
  14. 14. Mental model
  15. 15. Only perceive what you can conceive
  16. 16. Only perceive what you can conceive
  17. 17. DITA is challenged from the start Tweet @joepairman DITA is a metamorphous change
  18. 18. Despair on the forums How do I make a word “green “ in DITA GREE N ~ A DITA implementation isn't a tool swap That way of thinking leads to dashed hopes and broken dreams.
  19. 19. The Old way ~ Requirements maybe an RFI/P ~ Demo – 2 Hours! ~ Feature fest ~ Often Vendor set the agenda for implementation – Shoe horn your requirements into their way of thinking
  20. 20. Test drive ~ Car
  21. 21. Conference Room Prototype • Hands on session 2 days • Support by Vendor tech lead • Independent expert to guide you • Cross section of your team • Some initial training to orient users with basic tech framework and principles • Defined requirements and user stories • Gather formal lists of actions and discussion points • Identify and mitigate potential risks
  22. 22. Meet the team There is no one typical Tech Author. ~ Developers / engineers ~ DTP / graphic designers ~ Journalists ~ Marcomms professionals ~ Localisation professionals ~ Frustrated poets …..and no one stake holder in your project
  23. 23. Choose the team (Cont.) ~ A sense of ownership makes people happy ~ You will need to develop new roles ~ Look out for champions or specialists – Metadata, re-use, output generation
  24. 24. Orientation Session ~ What benefits can structured content bring? ~ What are the basic building blocks (and how do they fit together?) ~ How might my regular work change when working with structured content?
  25. 25. User Stories ~ Clearly capture: – User needs – Actions – Workflow Who What Why!
  26. 26. User Stories: previous approach
  27. 27. Did we lose sight of the real need ~ Form of transport
  28. 28. User Stories: new approach ~ Activities are the main stages of developing a publication (creating a new publication, authoring, reviewing, releasing…) ~ User stories cover all the key functionality of a CCMS ~ Acceptance criteria are the various ways in which a system could complete the user story
  29. 29. User Stories: new approach
  30. 30. US #1 As an author, I want to be able to create a topic from a template, so I can easily keep to the standard structure. Acceptance criteria: – When creating a topic, I should be presented with available template options – The template options should have clear descriptions or a visual preview so I can easily choose the correct one
  31. 31. US #2 As an author, I want to enter metadata when creating a new topic, so the team can easily find the topic and so we don’t need to remember to go back and add metadata later. Acceptance criteria: – I can’t create a topic without entering at least any mandatory metadata – Where appropriate, the system allows me to pick from centrally-maintained lists of values, so I don’t have to remember the correct value and type it in accurately
  32. 32. Scoring ~ When we complete an activity, take time to score the user stories within it ~ Scoring helps us focus on the experience ~ Lower scores indicate items to follow up Score Description 3 System can complete the user story in an efficient and effective way 2 System can complete the user story but with concerns for usability or performance 1 System can partially complete the user story 0 System unable to complete the user story
  33. 33. Prototype Sessions ~ Experience DITA authoring with CCMS, and see how the work day will change – Builds on orientation session, and adds in crucial CCMS functionality around version control, workflow, and collaboration ~ See how the system fulfils the user stories – First hand experience of usability and functionality ~ Chance to ask questions about the system and structured authoring best practices ~ Identify areas to follow up – and mitigate potential risks ~ Gather formal lists of actions and discussion points
  34. 34. Capturing additional comments ~ Record any additional thoughts you have ~ How would your work day change if using the system? ~ Many features will be unfamiliar — – do you feel you can get used to them? ~ Don’t worry about being objective ~ How you feel about the system is important
  35. 35. Report and data collection
  36. 36. Filter
  37. 37. Not obvious ~ MM box
  38. 38. Immediate Follow-up ~ Hand in scores & comments ~ Interim report including scores and items to research further ~ Follow up with vendor on questions and any areas of concern – Emails – Concalls / screensharing
  39. 39. Steps Step Purpose Mekon actions Client logistics Client team involvement Data conversion Realistic sample content to work with Convert sample content Provide sample content [done] - Orientation workshop (1 day) Familiarize CRP participants with structured content/DITA Prepare materials, conduct workshop Arrange date, room, & equipment Attend training User stories and other requirements Clearly capture user needs, actions, and workflow Draft and refine requirements Put aside time to review report Agree & prioritize user stories & NFRs Prototype sessions (2 days) Go through user stories in the system Arrange dates, room, & equipment Participate in sessions Interim report, calls, webexs Summarize prototyping, identify areas to follow up Prepare report, organize followup Availability as necessary Join calls, webexs Web demos Detailed look at other systems for comparison Organize & host web sessions Availability for 1 or 2 2-hour sessions Actively participate in demos (More prototyping if necessary) (as initial prototype sessions) Final report Summarize findings from Write report Put aside time to Review report
  40. 40. Compare the market.com ~ MoSCoW scores – 3- Must Have – 2- Should Have – 1- Could Have – 0- Won’t Need
  41. 41. Detailed Web Demos of Other Systems, More Prototyping if Necessary ~ Can now ask more informed questions ~ Immunized against demo-itis! ~ Find out what kind of tradeoffs there are: – Power – Ease of use – Conformance to standards – Budget
  42. 42. Radar chart
  43. 43. Example client Manufacture network analysis adaptors and various accessories looking to improve the end-user experience Carried out CSA, PSP and then CRP Mekon deployed a system using Xdocs, Oxygen & Delta XML, Produced there first set of DITA docs in 5 Months from the CRP
  44. 44. What did you get from the CRP ~ Hands on experience of the system prior to purchasing, ensuring it fulfilled our specific requirements. ~ Use Case assessment of the system enabled us to confidently make a decision. ~ Enabled us to get past the first impressions based on user interface and flashiness, allowing us to evaluate actual functionality compared to our specific needs. ~ The benefits of a system, which was three times the price of the one we chose, were negligible.
  45. 45. Quick summary ~ Prepare – Right team – Carefully develop user stories – Engage a vendor ~ Prototype session – Collect feedback – Score – Review and Refine ~ Choose the system
  46. 46. Questions

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