Week 4

IA Review, TRS, Project Site, FTE

My definition of “legacy data”

Establishing Breadth: Card Sorting

• Exploratory card sorting can be helpful

• Provide users with the content pieces and have them sort the content into related groupings, then label the groupings

• This is useful primarily for establishing breadth and site structure (hierarchy)

• User-supplied labels can sometimes be good at conveying scent

Exploratory Card Sort Process

1. Orient the user (What is the site? Task?)

2. The user groups related cards into piles

3. The user assigns one label to each pile

4. Can the piles be subdivided further?

5. Label each of the smaller sub-piles

6. Sometimes further subdivision is needed

7. Record the groupings and labels

8. Repeat with another user

Card Sorting Example: Election Website

Candidate’s bio Election issues Press releases

Campaign events Speeches Campaign donations

Media coverage Campaign timeline Voter registration

Website feedback Newsletter Endorsements

Ask the candidate a question

On-the-road journal

Candidate’s record and accomplishments

Let a friend know about this website Candidate comparison

Privacy policyRelated links

Sitemap

VolunteeringCampaign staff and openings

Frequently asked questions

Create Primary Groups

Candidate’s bio

Candidate’s record and accomplishments

On-the-road journal

Campaign timeline

Media coverage

Candidate comparison

Speeches

Privacy policy

Newsletter

Endorsements

Voter registration

Campaign donations

Website feedback

Let a friend know about this website

Election issues

Related links

Frequently asked questions

Sitemap

Volunteering

Campaign staff and openings

Campaign events

Ask the candidate a question

Press releases

Label Primary Groups

Candidate’s bio

Candidate’s record and accomplishments

On-the-road journal

Campaign timeline

Media coverageCandidate comparison

Speeches

Newsletter

Endorsements

Voter registration

Campaign donations

Let a friend know about this website

Election issues

Frequently asked questions

Volunteering

Campaign staff and openings

Campaign events

Ask the candidate a question

Press releases

Getting Involved

About the Candidate Privacy policy

Website feedback

Related linksSitemap

News & Events

On The Issues

Create Secondary Groups

On-the-road journal

Campaign timelineMedia coverage

Speeches

Newsletter

Campaign events Press releases

News & Events

Label Secondary Groups

On-the-road journal

Campaign timelineMedia coverage

Speeches

NewsletterCampaign events Press releases

News & Events

News from the Candidate

Events In the Media

Analyzing the Data

• ‘Eyeball’ the data for common groupings and number of top level categories

• Use a program for analysis (as well as administration of the card sort):– EZSort/USort– Web CAT

Breadth and Similarity Matching

• User rates on a scale of 1-10 the similarity of every possible pairing of content cards

• Cluster analysis creates the groups by crunching the numbers and seeing which items are rated as being most similar

• No labels are suggested for each cluster of content items, but hopefully a clear label emerges from examining the groupings

Assessing Scent Quality

• Two techniques help in assessing the quality of information scent:– Confirmatory card sorting – User testing

Confirmatory Card Sorting

• Conducted after the site architecture has been developed

• Asks the question: Do users expect to find content under the ‘right’ label?

• If users sort content under the ‘wrong’ label (or cannot place the content at all), that strongly suggests scent issues with the current labeling

Confirmatory Card Sort Process

1. Orient the user (What is the site? Task?)

2. Lay out cards with global navigation labels

3. User puts content cards under the appropriate global navigation label

4. Lay out cards with second-level labels

5. User subdivides content cards under new second-level labels

6. Lay out third-level cards and sort further

Provide Global Navigation Cards

Getting Involved

On The IssuesNews & Events

About the Candidate

Privacy PolicyWebsite Feedback

Related Links Sitemap

First Pass at Dividing Cards

Getting Involved

On The IssuesNews & Events

About the Candidate

Privacy PolicyWebsite Feedback

Related Links SitemapCandidate’s bio

Candidate’s record and accomplishments

Campaign staff and openings

Ask the candidate a question

Candidate comparison

Election issues

Frequently asked questions

On-the-road journalCampaign timelineMedia coverageSpeechesNewsletterCampaign events

Press releases

Endorsements

Voter registration

Campaign donations

Let a friend know about this website

Provide Second-Level Labels

News & Events

News from the CandidateEvents In the Media

Campaign timeline

Media coverage

Speeches

Newsletter

Campaign events

Press releases

On-the-road journal

Further Subdivision Occurs

On-the-road journal

Campaign timeline Media coverage

Speeches

NewsletterCampaign events Press releases

News & Events

News from the Candidate

Events In the Media

User Testing and Scent

• User testing of information scent tends to work best with focused, information-seeking tasks

Quantitative User Test Metrics

• Path directness– determine ‘optimal path’ and number of clicks– calculate number of clicks it takes user to

reach destination and compare

• Path frequency– which paths are chosen most frequently?

• Time & Completion Rate

• Satisfaction

Qualitative User Test Metrics

• User comments– both written and verbal

• Signs of indecision– hovering back and forth between two global

navigation links

• Indications of frustration and confusion

Supporting Information Scent

• From user testing in particular lots of suggestions arise for supporting information scent

• These often relate more to interface design decisions than to conceptual design

Support Options

• Scope indications

• ‘See Also’ links

• Facet-based browsing

• Scent stress test for search

Time Reporting System

TRS Categories• IA• Design: Graphic Interface Design• Image Processing• Technical Architecture• Site building• Special Features• Fulfillment Integration• Customer Service Integration• Etracking• QA• Hosting • Project Management

TRS

• Designed to provide a central repository of information about consultants weekly billed.

• The systems will allow for the user to keep track of their time and for the administrator to view that time in different report formats to help facilitate the payroll and invoicing processes.

TRS

• Users are able to enter and edit time information for the current week.

• The application is browser based.

• Audience – Consultants (Keep track of their time)– Administrators (Payroll or invoicing clients)

TRS

• Users are able to– Log into the system and set up their list of current projects.

There will be detailed information available for each project to help the consultant to find the right project

• Timesheets are dynamically created and the user is able to add, edit or delete their time for the current week.

• By clicking on the total button the user can view the total hours/client

• Once a timesheet is submitted it becomes locked cannot be edited.

TRS, Administrative Functions

• Add new user to the system, as well as edit existing user data.

• Add, edit or delete current list of client projects as well as comments related to the project, the targeted completion date, and whether the project is billable or not.

• Check to see what time sheets for the previous week have been submitted and what time sheets are outstanding.

• System emails all consultants on Sunday nights who have not submitted their timesheets yet.

• Review the administrative action flags which will alert the administrator when a project has gone over the scheduled budget.

TRS, Administrative Functions

Reports

• Only available to administrators. • Filtering and sorting criteria available

through drop down menus. • A list of all hours billed to each project• A list of consultants with outstanding time

sheets. (TS not submitted)• A list of hours per consultant for the week,

for all employees

Staying on the Same Page … using the project site

Communicating Using the Project Site

• project site makes all documents readily available

• client-contractor communication center

• extranet

• password protected

• showcase for new clients

A Tool for the Producer

• Producer – manages the project site

• Needs quick and accurate access to project information

• Brings new team members up to speed

• Take time to implement and maintain, but worth the effort

• For asynchronous communication

Project Site Access• Key members

– client and contractor decision-makers

– access to contract, financial updates, etc.

• Team– includes client, contractor and sub personnel

– access to all but financial, legal info

• Testers– answer questionnaires, review site

• Subcontractors– same access as team

Content of a Project Site• Project site design should be simple, easy to

navigate• Site mission• Calendar

– high-level view of project– phases, milestones, progress

• Schedule– focus on team deadlines– highlights next couple of weeks

Content of a Project Site• chronology

– content• site maps

– different types

– should use software tool

• other diagrams, illustrations

• visual explorations

• client presentations

• beta tests– give each test different version number

Content of a Project Site• Contact page

– first item in reference section of site– comprehensive

• all key personnel, roles, responsibilities

• include name, phone, live e-mail link

• Resources page– contracts

• change by adding addendum

• resources page– progress reports

• links to weekly reports

– invoices• record of time, money spend on site

• access to upper management only

• running total helpful

– pre-existing content• brochures, logos, etc.; if pertain to project

Content of a Project Site

Content of a Project Site• Resources page

– other content• site reviews, diagrams, correspondences, etc.

• Link to production site

• Help page– can’t predict who will visit site, what his or her

surfing skill is– provide assistance for what might not be clear

Running a Project Site• use site frequently• only producer should update

site• never revise chronology

– can add items or change deadlines

• writing should be concise, consistent– edit, edit, edit

Running a Project Site• Put up only what client should see

– not internal discussions, temp versions

• Archive internal communication off-line

• Update schedule as necessary– archive old schedules– separate long- and short-term objectives

• Key personnel should bookmark site

Improving the Project Site• Project management software

– becoming web-based

• Thinking out-of-the-box– sometimes old methods better

• printer copy

• face-to-face meeting

• telephone calls

key is communication between client and development teams

Communicating is the Key

• Proper communication avoids misunderstanding

• Causes of poor communication– people from different disciplines– mutual understanding of terminology– personalities– hidden agendas

Communicating is the Key

• Causes of poor communication– ineffective meetings– proximity of team members– assumptions– poor infrastructure and support– taking advice of an “expert”– fear and irresponsibility– lack of good communications structure

Effective Communication Systems• Typical communication chain

• Infrastructure– consistency in document exchange– project site helps

• Automating communication– scheduling, task management software– MS Project

• Documenting all communication– save and/or print e-mails

Tools, Standards and Methods

Setting Up development Environment

• Create categories In TRS• Break them down as specifically as possible• The four primary categories are usually

– Project Management– Design– Site Building– Programming

• Create a folder on the server to store project management documents such as proposals, meeting overviews and work plans.

Project Files

• Create a folder on the Server to store project files. The following are standard directory names that you must set up.

– /art (Photoshop files)

– /content(FAQs, about us, welcome messages, company history, etc.)

– /documents (Internal meeting agendas, functional specs, technical specs, internal letters and memos)

– /mmedia (Multimedia presentations)

– /reports

– /sitebuild (Current site version)

– /sitebuild/graphics(site images)

– /QA (Quality Assurance folder, test planning, sitesweeper results)

• Set the client up on project site.

Prepare and Execute an Internal Kick-off meeting

• Meet with your team to review the project objectives and establish team player roles.

• Motivate the team and let them know how challenging this project is

• Goal setting

Internal Kick off meeting• Distribute the work plan and discuss the site features to

be implemented• Goal setting for the team members• Review the number of hours allocated to each task• Discuss schedules and deadlines for main deliverables• Notify team members about the TRS system categories• Indicate the folders that you created for development• Notify the team about the project site.

Working with the Client

• Set up the PM KitThe PM kit provides you and your client with

both a PM tool and and information resource.

• Create two folders. One for you and one for your client

The Folders Include

• Working with “Your Company”– Covers some practical matters –project team, contact

info, project site username and password

• Preliminary site planning,– Baseline for the project

• Outline of the site development

• Project calendar that shows dependencies

• Site flow chart

• Content Inventory

The Folders Include

• Legal and Financial– Is primarily used to help you and your client

keep track of the multitude of forms and agreements required to launch the site

• Verisign registration• Merchant account information• Privacy statement etc.

• Work with the client to make sure all forms are completed in time for the site’s launch.

The Folders Include

• Back-end issues– Covers any documents pertaining to hosting

and technology platforms used, software package licenses and/or contracts, as well as any contracts and agreements signed in arranging for warehousing and fulfillment services.

• Online Marketing and PR– Initial marketing plan and related contracts

The Folders Include

Prepare and Execute Client Kick off Meeting

• Before meeting – Prepare a meeting agenda

– Identify team members that should participate in the meeting

– Have the PM kit binder ready

– Schedule the conference room

– Have business cards available

– Arrange meal service if necessary. At the very minimum water and coffee should be provided.

• During this meeting you should

– Distribute the meeting agenda

– Introduce yourself and any team members participating in the meeting. Exchange business cards

– Hand the PM kit to your primary contact

– Introduce the material

– Introduce your Project Methodology

– Review project requirements and specifications

– Discuss milestones deliverables and preliminary schedule

– Make your client aware of the materials that you are expecting from them and the corresponding schedules.These materials may include content for site sections, images and business rules definitions.

Prepare and Execute Client Kick off Meeting

After the meeting

• Review your notes

• Update your address-book.

Technical Specifications

• According to your functional requirements do a research what hardware and software requirements are.

• Do you need any licensing?

• Do you need to buy the software.

• Technical specifications map…

Full Time Estimates

• To see who is available

• Who is not available

• 1=full time

• 0.5=half time