Category: Business Operations
By Denise Eisner
As government departments and agencies ramp up efforts to measure their websites’ performance, they increasingly look to usability testing as one of several tools available to gauge user acceptance and satisfaction and make site improvements. A new set of guidelines by Treasury Board in effect as of June 9, 2009 however demands a new approach in planning usability tests by defining this research approach as public opinion research (POR).
“Quality of service/customer satisfaction studies” is defined in the TBS procedures as POR. What does this mean for Comms and IT teams planning usability testing in the near term or next fiscal year?
If your usability testing is planned before fiscal year end, the procedures stipulate that approval comes from the minister or equivalent role per the Financial Administration Act. Given the challenges in bringing such a request to that level in time to conduct testing by March 31, the risk to web projects is high.
The good news is that web teams have time to prepare their annual POR plan for next fiscal year. Find a management champion to support the project, then get together a small group of stakeholders from the appropriate teams to build a proposal. Present your approach to management for consideration and approval according to your organization’s planning timelines.
How to prepare your usability plan for next fiscal
After you have thoroughly digested the TBS procedures, build a solid case for your future usability testing by including these components in your proposal:
- Project Background – tie the methodology to your business and site goals per your Report on Plans and Priorities, other departmental/agency planning documents and the website strategy
- Information Needs – define specifically the goals of the research
- Partnerships – specify any extra-departmental partners and explain the nature of these partnerships
- Rational and Intended Use of Research – How the research will support department or government priorities, benefit Canadians, and is prescribed by legislative, policy, evaluation or litigation requirement. Also specify the privacy risks of collecting information, if appropriate.
- Target Populations – description of the participant demographics
- Methodology and Scope – method for collecting data with detail on any personal information to be collected
- Deliverables – nature of research outputs, i.e. format
- Anticipated Timeline – when the research will be conducted and the deliverables completed
- Budget – costs for contracted services, etcs.
- Project Authority – name and title
Ideally, your proposal will reference a completed Annual Research Plan which is associated to an overall performance measurement framework approved by senior management. In the absence of those key guidance documents, strengthen your proposed approach by tying your usability testing goals to future development of these web channel components.
[Le français suit]
On the one hand, there is the pressure on the GC to improve service delivery to clients and stakeholders while respecting new policies and directives including project management (PM), information management (IM) and record keeping (RK). On the other hand, the current environment of Strategic Review, the focus on accountability and economic restraint are setting the expectation on departments and agencies to do more with less.
Is this more than departments and agencies can hope to manage?
Have no fear. There are working business solutions within the GC that demonstrate that this balance is achievable. The Atlantic Canada Opportunities Agency (ACOA), which manages $250M annually in grants and contributions, is leveraging existing commercially available solutions and government investments in Web 2.0 and enabling tools to improve the way it serves its clients, manages its business, and complies with new GC policies and directives. According to executives and managers, the ACOA Business Process Platform has significantly improved their working experience and their ability to serve clients, while respecting organizational obligations under the MAF and PAA.
Ron Surette – DG, Service Transformation, ACOA and Stephen Karam – Systemscope’s Lead for Government Service Excellence discussed:
- How the BPP has significantly reduced program implementation time to days instead of months;
- How ACOA engaged its business community to transform its data, content and process architecture prior to applying any IM/IT enablers; and
- How the BPP effectively weaves Web 2.0 into the everyday work environment for managers and executives.
Download the presentation: Smarter, Faster, Cheaper, Easier to Use… and Policy-Compliant: ACOA’s SharePoint-based Business Process Platform
Plus intelligent, plus rapide, moins cher, plus convivial… et conforme aux politiques : l’APÉCA adopte une plateforme de processus opérationnel (PPO) s’appuyant sur SharePoint
D’un côté, le gouvernement du Canada est sous pression afin d’améliorer la prestation de services à sa clientèle et autres intervenants, tout en respectant de nouvelles politiques et directives en matière de gestion de projet (GP), de gestion de l’information (GI) et de tenue de documents (TD). De l’autre, le climat d’examen stratégique et l’attention portée à l’obligation de rendre compte et des contraintes économiques créent des attentes auprès des ministères et des organismes de réaliser plus, avec moins de ressources.
Les ministères et les organismes peuvent-ils vraiment gérer tout ça?
N’ayez crainte. Il existe des solutions fonctionnelles au sein du GC qui démontrent que cet équilibre est atteignable. L’Agence de promotion économique du Canada atlantique (APÉCA), qui gère plus de 250 millions de dollars par année en subventions et en contributions, a tiré parti de ses solutions commerciales existantes et des investissements gouvernementaux dans le Web 2.0 pour créer des outils qui améliorent la manière dont ils servent leur clientèle, gèrent leurs affaires et qui permettent de se conformer aux nouvelles politiques et directives du GC. Selon les cadres supérieurs et les directeurs, la PPO de l’APÉCA a amélioré de façon significative leur expérience de travail et leurs capacités à servir leurs clients, tout en respectant les obligations organisationnelles du CRG et de l’AAP.
Ron Surette, DG, Transformation des Services, APÉCA, et Stephen Karam, directeur de l’excellence du service gouvernemental de Systemscope ont discutés:
- L’impact positif sur le temps de la mise en œuvre de programmes grâce à la PPO – passé à quelques jours, par rapport à des mois;
- La consultation de la communauté d’affaires de l’APÉCA pour faciliter la transformation de ses données, de son contenu et de l’architecture de processus avant la mise en place d’outils de GI/TI; et
- La manière dont la PPO tisse efficacement le Web 2.0 dans l’environnement de travail quotidien des directeurs et des cadres supérieurs.
Accédez la présentation: Plus intelligent, plus rapide, moins cher, plus convivial… et conforme aux politiques : l’APÉCA adopte une plateforme de processus opérationnel (PPO) s’appuyant sur SharePoint
Originally posted August 28, 2009, on the GTEC Blog.
By Denise Eisner
A performance measurement framework created specifically for your website shifts the focus from simply reporting last month’s site traffic, to obtaining actionable insights that can help you make informed decisions. Not convinced? Consider ten reasons that make the case for adding a framework to your web strategy.
1. Define what success for your organization looks like – You may know why you need a website, but do you understand if it’s delivering results? You can only manage what you can measure.
2. Align your site with organizational objectives – Your Program Activity Architecture spells out the strategic objectives and associated activities for your department or agency. Determine how your current Web presence can support those objectives, and then frame any future content, information architecture or technological changes in terms of how they support your organization’s goals.
3. Identify the ROT and get rid of it – Measurement of site performance includes casting a bright light on underperforming content, or “Redundant, Outdated and Trivial” pages. This content is best archived in accordance with your IM policies, or backed up to portable media.
4. Monitor campaign effectiveness – For high-profile, public outreach programs, having an established method for monitoring traffic to special landing pages via site, e-mail or printed links will tell you if the chosen messages are working, or not.
5. Validate previous site design choices – Web metrics highlight which links on the home page or key landing pages received the most traffic. If traffic is flowing to your most important content and users aren’t abandoning your site, then the existing design is helping to meet both your goals and, hopefully, theirs!
6. Inform future redesigns – If you are contemplating a significant change to the site architecture, your measurement tools will help focus the design direction on research-based patterns of behaviour and further define user tasks and goals.
7. Identify performance benchmarks – If the core site functionality involves a particular online service, then comparing performance against successful organizations with similar mandates offers further insight into how your site measures up against industry leaders.
8. Define key performance indicators (KPIs) – Ideally, KPIs are directly relevant to a business outcome (e.g., increasing the number of people who complete transactions on the web), or user outcome (e.g., successfully finding a specific piece of information).
9. Maintain evidence of key decisions – A framework document captures the decisions the management team has adopted, providing sustainability of the measurement program.
10. Adopt a research-driven approach to the web – Basing decisions on a continual analysis of evolving business outcomes, web statistical trends and regular user feedback affords management the ability to stay strategic and avoid tactical approaches to the Web.
Denise Eisner works within the Government Service Excellence practice at Systemscope. Want to discuss performance measurement? Email her at eisner[at]systemscope.com!
Systemscope returned to GTEC October 6, 2009 with a full day of open sessions focused on top-of-mind issues for public sector leaders: making appropriate and effective use of emerging technologies to support employee collaboration, citizen engagement, and government transparency; improving information management maturity in an enterprise setting; and delivering results in a time of unprecedented challenge and transition for the public sector.
Employees’ Choice Awards 2008/09
Ottawa HR Magazine
A publication of the Ottawa Business Journal
November 3, 2008
Of the 10 companies receiving Employees’ Choice Awards in 2008-09, one shines. While most of the winners impressed for one or two main reasons, it is a small consulting firm that proved to be the full package.
Systemscope is an information, management and technology consulting firm that consists of 16 full-time employees, along with various individuals that work for the company when the need arises. What people don’t realize is that they are among the best in their industry and are working hard to attract those best suited to join their team.
“We don’t just hire to a position,” says Stephen Karam, partner. “We don’t have open positions. Our philosophy since we took over is to look for top talent, go after them and get them part of a team. And that would attract more top talent, because it’s not that people necessarily want to work with Systemscope, it’s because they want to work with the people inside Systemscope, they want to work with the Systemscope team.”
And to not only attract, but keep top talent, you need to be a unique operation.
“I think in order to attract and obtain top talent, we have to have a philosophy that is flexible,” says Karam. “The mantra we like to use is that we are all big boys and girls, we know we have a job to do. So however you need to do it to accommodate your life, please do so but understand as well that you are part of a community and that’s part of what draws people here.”
Their method is certainly working. Since Karam and his partner Denis Barbeau took over Systemscope in 2004, they have only lost two employees, both of whom have gone on to become clients. In an employee survey Systemscope was rated incredibly well by its staff. All respondents felt their job gave them a sense of personal accomplishment and 93 per cent said they would recommend the organization. When it came to company management and leaders, the impressive scores continued. Overall senior leadership was rated at 97 per cent and overall immediate management was rated at 95 per cent.
But not everything is rosy at Systemscope, at least not all the time. The company is in a very competitive industry, and its sole client is the federal government. This makes for a lot of big projects and with them comes a lot of stress. Karam and Barbeau try to keep the office professional without being too stiff and feeding that stress.
“When it becomes a job, that’s when things are getting too serious. We make sure there is enough levity in the company and the culture of the company,” said Karam.
When stress does hit or someone’s hard work needs to be recognized, senior management make sure to award employees with a day at the York Street Spa or reservations at a nice restaurant.
And to ensure their team is prepared for the projects they will be working on, training is a focus at Systemscope. Time is set aside for each employee’s professional development, research material is paid for by the company for any employee looking to learn on their own time and any training requests from employees are welcomed.
“We like to stay two steps ahead of our competitors and certainly our client base,” says Barbeau.
Systemscope is pleased to announce that as part of team EDS, we have been chosen as the sole Supply Arrangement (SA) holder for the next phase of Industry Canada’s BizPaL (Business Permits and Licenses), for the provision of strategic guidance and operational development services. BizPaL, a Government On-Line catalytic project, is a partnership between federal, provincial/territorial, and municipal levels of governments to reduce red tape for Canadian businesses in their efforts to obtain permits and licenses from all three levels of government in the start-up and operating phases of the business lifecycle.
Systemscope plays a lead strategic role through the provision of Business Transformation Architecture and Information Architecture skills and experience.