Srujana Akkiraju

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Fun with low fi wireframes for CLC management dashboard!

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Management dashboard: getting down to business

A Management dashboard is a great way to track and monitor the performance and productivity of an organization at a glance. They are visual representations of quantitative and qualitative data being pulled from various sources(like CRM, HRM, trend reports, customer insights etc).

They typically consist of three screens:

Screen 1: Key result indicators- that relate directly to critical success factors and provide a way for organizations to see at a glance, their performance so far.

Screen 2: Key performance indicators - to monitor current processes and activities. It is real time information that reflects the service quality and productivity.

Screen 3 : Service recovery - potential problems and warning signals aka Damage control

We are at a point in our process where the critical success factors identified from Collaborative Learning Center's mission, vision and values have helped us come up with Key Performance Indicators and Key result indicators. As we go, we are also identifying the sources from which we would pull this information. 

Watch this space for the low and high fidelity wireframes for the dashboards.

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The journey towards a management dashboard

My team and I have been tasked with developing a management dashboard for the Collaborative Learning Center(CLC) department at SCAD. Using SCAD & CLC's mission, vision and value statements, we came up with an initial set of critical success factors and used affinity mapping to identify larger themes. Each of these success factors were weighed against the balanced score card to ensure they had significant impact on various expected outcomes.

Watch this space for more on our process and final outcome. 

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"the merge of tangible products and digital services designed around current and future user needs."

http://teague.com/thinking/perspectives/254

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Business Process Mapping : AS-IS , TO-BE and insights.....

After meeting with our client to go over the existing BMP (AS-IS) , the team and I started to refine the AS-IS map and set out to analyze it. We hashed out system breakdowns and Stakeholder  painpoints while looking at the BPM through 3 lenses- Effectiveness, Efficiency and Adaptability. What came out at this point were also various opportunities and ideas for tools and systems. These would help us greatly to design a TO-BE process map. We used the four action framework as a tool to brainstorm the TO-BE map.

Below is the final wall chart developed for this project. The next steps would be to start thinking of critical success factors and key performance indicators in order to create a management dashboard for CLC.

Some questions/learning that emerged out of this process:

With a BPM, you are able to think about multiple stakeholders and their needs.

Unlike a blueprint, the BPM is able to capture at great detail the backend processes. As a tool, it has immense potential to think about how a service is being delivered and how to improve the final outcome for all Stakeholders.

As designers, it was hard for us not think of new tools to make the process more efficient and effective. We wondered how management consultants would go about doing a TO-BE map.

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After developing a high level process map for CLC, we are now looking into the key decision points in the process and hashing out the inputs and outputs for the main activities. The next step would be to identify the tools used to carry out the activities

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When IBM company comes out with its annual 5 in 5—five predictions for the next five years—people take notice. This year, perhaps not surprisingly given IBM’s commitment to cognitive computing, the company is focusing on smart technologies.

Re-affirmation that the future is all about designing for individuals rather than statistics...

[compassion-scad]

Mapping a business process is an effective way to understand how an orgranization operates both internally and externally. Our group is creating such a map for the Collaborative Learning Center at SCAD. Based on our interview with the CLC staff, we have created a high-level AS-IS map that shows the inputs, outputs and decision points for key activities that happen over the course of a projects life.  

Our next step is to refine this high-level AS-IS map based on input from the CLC staff, and choose key activities to map out in more detail.  From this, we will design solutions that will create a more efficient process.  

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Business process mapping

This assignment of ours entails a deep dive into the business process- information and workflow -of the SCAD’s Collaborative Learning Center(CLC). After our initial interview with an employee at CLC, we have been working on identifying the key activities, inputs/outputs and the tools used to carry out these activities in order to generate a high level process map. After dividing their ten week process into smaller chunks of processes, we looked at each process as comprising of macro and micro activities.

Along the way, we have identified pinpoints, breakdowns and even found certain steps that may potentially be eliminated in order to streamline their process.

Once we have the current business process mapped out, we will use the insights generated along the way to create a new proposal for their process.  

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Chaos in data , patterns in chaos and insights in patterns. #affinitymapping

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Thought of the day! #entrepreneurship

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Capturing the physical environments that facilitate services on a service blueprint

Spaces and services are inextricably linked. The physical environment in which a service plays out has a significant influence on the experience of a service. How can a service blueprint visualize the spaces in which front stage actions occur between the customers and employees?  How might the blueprint better communicate the relationship between the space and the activities that the customer and the service employees are performing/producing?

This was of the 'items' addressed during our recent 8-hour scrum session at #scad to re-design the classic service blueprint. 

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Savannah as an art incubator : Swot analysis, fishbone diagram and experience mapping for Art Rise Savannah.

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Data collection for our project for Art arise Savannah through cultural probes. We tested them out on our classmates before we set up a stall at the Indie Art market during Art March. Our cultural probes received positive response and It was great to see that people were so excited to share their art experiences with us.

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8 hour service design challenge using scrum to re-design the service blueprint. 3 teams, 3 sprint sessions and 8 stories led to the final blueprint which captures and visualizes user emotions and feelings, service spaces, micro- level interactions, sensory impressions, stakeholder goals ,needs and expectations, pre and post service interactions and level of brand promise delivery. All in all it was a successful workshop and an amazing collaborative effort!

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