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Information Architecture for decision making
The document discusses the importance and methodology of information architecture (IA) in digital decision-making, highlighting its role in organizing data to improve user experience and strategic outcomes. It addresses challenges such as data confusion and digital jargon, and outlines processes for implementing IA, including research, strategy, and collaboration among stakeholders. Additionally, it emphasizes the need for clear communication and shared understanding in IA development to enhance decision-making and project effectiveness.
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Information Architecture for decision making
- 1. Some kind ofillustration or image? INFORMATION ARCHITECTURE FOR DECISION MAKING
- 2. 01 TABLE OF CONTENTS •Words and concepts • The challenges • What is User Experience? • What is Information Architecture? • Why do we apply Information Architecture for decision making? • How do we apply it? • Some things we do to improve decision making • RIZOM’s Digital strategy approach • References
- 3. ABOUT US • Strategicconsulting firm providing services for Digital Transformation • Business Intelligence • Information Architecture • Service Design • Knowledge Management VOL XIX ARQUITECTURA DE INFORMACIÓN UXNights - CDMX
- 4. THANK YOU.WORDS ANDCONCEPTS
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- 6. WHAT IS INFORMATION? DATACONTENT INFORMATION KNOWLEDGE Facts and statistics collected together for reference or analysis (Stevenson, 2010). Things that are being arranged or sequenced (Covert, 2014). Analyzed data. Facts that have been organized in order to impart meaning (Dalkir, 2011). Understanding gained through experience and study (Covert, 2014).
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- 9. 01 MESSES AND CONFUSION 01 DATA MESES.Our digital world contains several data messes. Confusion or difficulty are common reactions when we try to manage data. 02 HUMAN NETWORKS. Users and stakeholders are embedded in networks and respond differently and have many different perceptions. 03 DIGITAL JARGON. Words matter. The senseless overuse of technical words doesn't help teams to turn ideas into useful things. 04 LACK OF DIRECTION. Everything is complex; reality, systems, and networks. However, it is the lack of clear direction that creates the worst difficulties.
- 10. 01 (Kane et al.,2015)
- 11. THANK YOU.WHAT IS USER EXPERIENCE?
- 12. HOW DO WEUNDERSTAND USER EXPERIENCE AT RIZOM? • Traditional User Experience: The “user experience” (UX) is how a human feels when using the interface of a digital product while attempting to accomplish a task or goal. But in practice, the term “user experience” refers to whether a person has a good or bad time trying to utilize a digital product (Levy, 2014). • UX Strategy: Disruption in the digital marketplace through mental-model innovation. • “UX Strategy is the intersection of business strategy and UX design. (Levy, 2014)
- 13. THANK YOU. WHAT IS INFORMATION ARCHITECTURE?
- 14. HOW DO WEUNDERSTAND INFORMATION ARCHITECTURE AT RIZOM? • Organize: impose order and structure on things, and on information about things (see more in Glushko, 2014). • Design: we relate it to the disciplines of product/service design • Architecture: research, planning (forethought), design, construction. • “Information architecture is the way that we arrange the parts of something to make it understandable”. (Covert, 2014)
- 15. IA DETERMINES STRUCTUREAND MEANING • “When we architect information, we determine the structures we need to communicate our message”. (Covert, 2014)
- 16. HOW DO WEUNDERSTAND INFORMATION ARCHITECTURE AT RIZOM? • You can use the Information Architecture methodology not only to arrange the parts of a website or an interface, but also to arrange the parts of a client’s “problem”, from an information point of view.
- 17. 01 WE USE IACONCEPTS FOR BUSINESS INTELLIGENCE DASHBOARDS
- 18. THANK YOU. WHY DOWE APPLY INFORMATION ARCHITECTURE FOR DECISION MAKING?
- 19. Some kind ofillustration or image? THE PROCESS OF INFORMATION ARCHITECTURE DEVELOPMENT Some kind of explanatory text, reference or footnote can go here and wrap to two lines, if needed. RESEARCH STRATEGY DESIGN IMPLEMENTATION ADMINISTRATION DECISION MAKING (Source: based on Rosenfeld et al., 2014)
- 20. 01 Original idea Improved ideaBetter result RESEARCH STRATEGY DESIGN IMPLEMENTATION ADMINISTRATION • Less cost • Less time • Less risk CASE A: IMPROVE SOLUTIONS
- 21. ECOWAS OBSERVATORY FORRENEWABLE ENERGY AND ENERGY EFFICIENCY CASE A: IMPROVE SOLUTIONS
- 22. 01 Minimum viable prototype sharedwith stakeholders strategy team diagrams
- 23. 01 Original idea Stop andthink RESEARCH STRATEGY DESIGN IMPLEMENTATION ADMINISTRATION CASE B: STOP AND THINK • Informed decisions • Avoid risks
- 24. ELECTRICITY UTILITIES GLOBAL BENCHMARKINGINFORMATION SYSTEM CASE B: STOP AND THINK
- 25. 01 Stop and think: • World Bank’s decision on the scope of the system • Detailed definition of users’ needs and type of dashboards/reports • Currently using a business intelligence tool for data mining and evaluation of results • System sustainability plan cost, time and scope SCENARIO A SCENARIO B SCENARIO C comparison analysis of existing solutions basic sketches definition of scenarios blueprints
- 26. 01 Original idea Alternative ideaResult Drop original idea RESEARCH STRATEGY DESIGN IMPLEMENTATION ADMINISTRATION CASE C: ALTERNATIVE SOLUTION • Make things work
- 27. 01 Terms of Reference RESEARCHSTRATEGY DESIGN IMPLEMENTATION ADMINISTRATION CASE C: ALTERNATIVE SOLUTION Modification in ToR Result Drop original idea IA is getting popular and respected. However, in some cases the terms of reference are developed without proper IA analysis or without tasks for research.
- 28. Some kind ofillustration or image? THE PROCESS OF INFORMATION ARCHITECTURE DEVELOPMENT Some kind of explanatory text, reference or footnote can go here and wrap to two lines, if needed. RESEARCH STRATEGY DESIGN IMPLEMENTATION ADMINISTRATION DECISION MAKING key decisions (Source: based on Rosenfeld et al., 2014)
- 29. THANK YOU. HOW DOWE APPLY INFORMATION ARCHITECTURE FOR DECISION MAKING?
- 30. Some kind ofillustration or image? INFORMATION ARCHITECTURE DEVELOPMENT (RIZOM’S) RESEARCH STRATEGY DESIGN IMPLEMENTATION ADMINISTRATION (Source: RIZOM)
- 31. Some kind ofillustration or image? DIGITAL PRODUCT DEVELOPMENT RIZOM’S PROJECT OUTCOMES RESEARCH STRATEGY DESIGN IMPLEMENTATION ADMINISTRATION (Source: RIZOM)
- 32. Some kind ofillustration or image? STRATEGY AND PRODUCT DEVELOPMENT THE VALUE CHAIN CONCEPT research design source manufact ure market sell service TRADITIONAL VALUE CHAIN FOR A PHYSICAL PRODUCT MANUFACTURER BASIC ELEMENTS OF STRATEGIC MANAGEMENT PROCESS environmental scanning strategy formulation strategy implementation evaluation and control
- 33. Some kind ofillustration or image? DIGITAL PRODUCT DEVELOPMENT RIZOM’S PROJECT OUTCOMES RESEARCH STRATEGY DESIGN IMPLEMENTATION ADMINISTRATION (Source: RIZOM)
- 34. SUCCESSFUL INNOVATIVE DIGITAL PRODUCTS NEED STRATEGIC LEADERSHIP
- 35. THANK YOU. SOME THINGWE DO TO IMPROVE DECISION MAKING
- 36. 1. Good researchmeans asking the right questions
- 37. RESEARCH FRAMEWORK • Thismodel helps to organise research and to know where to shine the flashlight. (Rosenfeld et al., 2014)
- 38. RESEARCH FRAMEWORK: CONTEXT •BACKGROUND RESEARCH. Business goals, schedule, budget, audiences, technical infrastructure, past initiatives, organigrams • INTRODUCTORY PRESENTATIONS. Why IA is important, relation of IA with the organisational environment, major milestones (Rosenfeld et al., 2014)
- 39. RESEARCH FRAMEWORK: CONTEXT •MEETINGS: • Strategy team (goals, audience, functionality, timeframe) • Content managers (content policies, controlled vocabularies, purpose of the content, content collection, legal and privacy) • Information Technology team (meet system administrators and software developers early on to learn about the existing and planned technical infrastructure that will support the product) • STAKEHOLDERS INTERVIEWS • TECHNOLOGY ASSESSMENT: gap analysis “business goals - user needs - technology limitations” (Rosenfeld et al., 2014)
- 40. 01 Information Architect System Developers Stakeholders Users Content Managers Strategy team UX designers Collectingall the possible understanding and ideas, is key for any IA process specially during the RESEARCH stage. Right questions, in the right way at the right time.
- 41. 2. Build sharedunderstanding among your teammates
- 42. 01 The lack ofvocabulary makes difficult to turn ideas into plans. The senseless overuse of technical words doesn’t help to build understanding.
- 43. CONTROLLED VOCABULARY • Acontrolled vocabulary is an organised list of terms, phrases, and concepts intended to help someone to navigate a specific context. • It is good to define a list of terms, and acronyms, that will be used in every stage of the IA development process. • Share it with stakeholders, users, and specialist coworkers.
- 44. TAXONOMIES • Structural methodsfor organization and classification. (Covert, 2014)
- 45. 3. Use diagrammatictechniques for sensemaking
- 46. MINDMAPS ARE USEFULFOR DISCUSSIONS • Some Bullets • Some Bullets • Some Bullets • Some Bullets • Some Bullets • Some Bullets
- 47. SIMPLIFY MODELS • SomeBullets • Some Bullets • Some Bullets • Some Bullets • Some Bullets • Some Bullets (Source: Canon et al., 2011)
- 48. EXPAND MODELS UPONAGREEMENT • Some Bullets • Some Bullets • Some Bullets • Some Bullets • Some Bullets • Some Bullets
- 49. 01(Covert, 2014) COMMUNICATE THEIDEAS THROUGH DIFFERENT DIAGRAMS
- 50. 01 (Covert, 2014) see morein (Rosenfeld et al., 2014)
- 51. 4. Develop aproject PLAN (not just a list of requirements or terms of reference) … and discuss it with the team
- 52. STRATEGY • Controlled vocabulary •Research outcomes • Baseline assessment • High-level structure of the Information Architecture • Roles and responsibilities • Deliverables • Dependencies • Cost, time and scope (scenarios) PROJECT DOCUMENT
- 53. THANK YOU. RECENT EXAMPLE WIREFRAMESAS A THEMATICALLY RICH CONCEPTUAL MODEL
- 54. RECENT EXAMPLE: APPLYINGUX AT A HIGHEST LEVEL Rather than thinking of the wireframe as a low-fidelity, grayscale snapshot of what a page will eventually look like, coming further and further into focus as the design is refined, we can embrace a broader view of the wireframe as a thematically rich conceptual model — one that is now depicting page-level details, reinforcing previous models of the system as a whole. Travis LaFleur (The Understanding Group) February 19, 2016 Toward a More Expansive View of Wireframes
- 55. RECENT EXAMPLE: APPLYINGUX AT A HIGHEST LEVEL Travis LaFleur (The Understanding Group) February 19, 2016
- 56. RECENT EXAMPLE: APPLYINGUX AT A HIGHEST LEVEL Travis LaFleur (The Understanding Group) February 19, 2016
- 57. THANK YOU. RIZOM’S DIGITALSTRATEGY APPROACH
- 58. Some kind ofillustration or image? INFORMATION ARCHITECTURE - PROJECT OUTCOMES (RIZOM) RESEARCH STRATEGY DESIGN IMPLEMENTATION ADMINISTRATION
- 59. Some kind ofillustration or image? DIGITAL PRODUCT DEVELOPMENT RIZOM’S PROJECT OUTCOMES RESEARCH STRATEGY DESIGN IMPLEMENTATION ADMINISTRATION (Source: RIZOM)
- 60. 01 APPROACH TO INFORMATIONECOSYSTEMS
- 61. REFERENCES • Berger, W.(2014). A more beautiful question. New York, NY: Bloomsbury, USA. • Cannon, D., Wheeldon, D., Lacy, S., & Hanna, A. (2011). ITIL service strategy. TSO. • Covert, A. (2014). How to Make Sense of Any Mess: Information Architecture for Everybody. CreateSpace. • Dalkir, K. (2011). Knowledge Management in Theory and Practice. MIT Press (MA). • Glushko, R. J. (2014). The Discipline of Organizing: Professional Edition. “O’Reilly Media, Inc.” • Kane, G. C., Palmer, D., Phillips, A. N., Kiron, D., & Buckley, N. (2015). Strategy, not technology, drives digital transformation. MIT Sloan Management Review. • Rosenfeld, L., Morville, P., & Arango, J. (2015). Information Architecture: For the Web and Beyond. “O’Reilly Media, Inc.” • Stevenson, A. (2010). Oxford Dictionary of English. Oxford University Press, USA.
- 62. THANK YOU. QUESTIONS? Please Contact: JorgeSneij Cofounder and Senior Consultant, RIZOM [email protected] | @jsneij | www.rizom.org