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2014.09 - 2014.12             CASe: Heroma HRM - Collaborative Design Workshops project              Customer; CGI Heroma HRM

Heroma HRM - Collaborative Design Workshop effort

Background

During my tenure as UX Architect at CGI I was given the task to manage a project with the intention of gathering feedback from customers and end users of CGIs HRM product-suite, Heroma. This feedback was intended to be collected through a series of workshops for CGIs HRM suite Heroma. The sessions were all larger WS with about 20-30 participants each and meant to be held in Stockholm, with me as manager of the project, with resources assisting me with preparing and executing the workshops, as I myself was based in Malmö.

As the need for feedback differed, depending on which stage of development, intention of the applications and issue that were to be managed differed, each workshop had to be set up and designed accordingly. This meant that, while one Workshop was setup with the purpose of determining top tasks for the target users, another was set up to investigate how the current work process looked like, while yet another was set up to identifying most urgent pains and possible gains as the application was set to be redesigned completely.

Journey mapping was used for identifying actors and pains & gains with scheduling.
Challenges & Approach Back to cases gallery
2014.09 - 2014.12             CASe: Heroma HRM - Collaborative Design Workshops project              Customer; CGI Heroma HRM

Challenges & Approach
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DODGING Bias

An important objective for me when setting up these workshops, was to set them up in a way that minimized bias and hampering of the participants creativity. This was the reason why I started one of these without the usual personal presentations. Instead I wanted the participants to be unaffected in regards to rank or other social factors and produce proposals before ….
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Manage Expectations  (TBD)

Workshops that had been held before by the Heroma unit, had most often evolved into open, unstructured brainstorm sessions, with customer stakeholders simply lining up change requests & complaints. As this is not an effective way to get useful feedback into the product dev cycle, nor helps satisfying customer stakeholder it was imprortant to set 
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Internal stakeholder research  (TBD)

As I had limited knowledge about the product I took part  in some internal customer success workshop at Visma for Visma Medvind that were ongoing. I also spoke to those in charge of sales and ongoing bid work towards our clients.
Process BACK TO CASES GALLERY
2014.09 - 2014.12             CASe: Heroma HRM - Collaborative Design Workshops project              Customer; CGI Heroma HRM

Process

1 Workshop type A  (TBD)

  • Interviews with client process experts and internal stakeholders

  • Participation in internal customer success workshop at Visma for Visma Medvind stakeholder

2 WORKSHOP type B  (TBD)

  • In depth interviews with users (Physicians, Schedule planners & Managers assistants)

  • Revisit of previous research made by me on regarding the Visma Public Business Suite HRM (so called Secondary research)

3 WORKSHOP TYPE C.  (TBD)

  • Analysis of new and old inquiry material and identification of recurring pains & gains

  • Creation of personas

  • Simplified Journey map  for understanding Scheduling process
Check out sample work BACK TO CASES GALLERY
2014.09 - 2014.12             CASe: Heroma HRM - Collaborative Design Workshops project              Customer; CGI Heroma HRM

Highlight - Workshop techniques

Working together, Alone  (TBD)

abiding by the the principle of ”working together, alone” in order to minimize possible effects of Sunflower and Bandwagon Biases. In order to further minimize the Sunflower effect I started another WS without initial self presentations of participants. 


1. Persona details; major steps in the personas use journey and named according to the major activity for given step.


2. Pains & Gains for the Persona; For each step of the user journey pains & gains are listed, together with proposals for improvements.

Method 356  (TBD)

For idea generation Method 356 or Brain writing was used. Apart from generating



Affinity diagramming
together with affinity while other techniques involved
Project Outcome BACK TO CASES GALLERY
2014.09 - 2014.12             CASe: Heroma HRM - Collaborative Design Workshops project              Customer; CGI Heroma HRM

Project Outcome (TBD)

The insights from my research were used to adapt the Medvind solution in regards to workflow and approval management, in a way that harmonized with the needs of scheduling assistants and managers.

Sheduling context for public healthcare mapped

Roles and actions, typically present in the scheduling process for Swedish healthcare contexts were identified and mapped. This helped the Medvind team understand how to adjust and cluster features and functions for management of Scheduling in their product for the Public context.

TYPICAL Healthcare user's pains & Gains identified

Major pains and improvement opportunities were identified in regard to time reporting for Physicians & Nurses. These insight and suggestion for improvements where later used by the Medvind team as input in a major rework of their time report application

New insights gained regarding time reporting

In addition to this I identified several general UX flaws in the Time reporting module for Flex reporting, relevant for all employees using the current Visma Public Business suite HRM. This led us to prioritize the redesign of time reporting for employees in regards to other planned efforts in our roadmap.
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