ITVP IT Process Governance Toolkit
Context: Throughout our experience, we have advanced in customising the existing tools for business needs and improved our unique approach towards value creation through IT.
Outcome: We have created a toolkit of IT process Government that can be applied to various business needs in order to optimise business value.
Methods: Value stream mapping, team assessment, WBS definition, processes automation evaluation, control process implementation, continual improvement process abilitation.
Working with clients from different fields of business and having different needs requires flexibility and expertise. Through our experiences with various Clients, we have enriched our expertise in developing strategies and customising the tools for creating value focused on business requirements. We have developed this toolkit, which is our approach to any type of business that can be answered with correct implementation of IT that would bring organisational change and improved business value.
Content of this toolkit is a series of methods and activities that each step requires, that would be applied to organisational material and data flow structures, internal operational roles and across different products; all can be improved through the contribution of IT Strategy.
Main purpose of this toolkit is to introduce an approach that creates a sustainable strategy that is ongoing and in continuous development within the IT lifecycle. Thus, it seeks to have a grasp of the process from scratch until the delivery of IT solutions and digital service strategy transformation, encompassing further iterations to maintain sustainability of product life cycle and continuous development.
Backbone of an IT Strategy that will bring value through operational systems of a business lies within the correct definition of the current business needs. Thus, we put heavy emphasis on the initial phase where we analyse the existing situation, how can it be optimised with the integration of IT and how it can be monitored and measured in the next stages after implementation. The method in this toolkit consists of 3 main phases which are MAP, MANAGE and MEASURE. We will take you through the purpose and methods to be used in each step.
Step 1: MAP
Scope of this phase is to have a closer look at the existing situation of company mission and evaluate its alignment with IT. Thus, we collect data through a series of interviews, direct observation and analysis of documentations.
Having a good grasp of the company mission is essential since it is the component that will take the IT strategy to the next steps. We make this analysis utilising Value Stream Maps, that are commonly used in lean production, which allows us to understand flow of value across the various operational components of an organisation. This defines how the activities aimed at designing, producing or supplying goods and services to customers. Understanding these flows help us to evaluate their link to IT, and how can this structure be improved.
At this stage, interviews also help us understand the current gaps within the organisational structure and have an in depth insight of corporate skills and capabilities.
As a further application, we utilise ITIL methodology to map existing IT processes. ITIL, IT Infrastructure Library, helps us to define the organisational structure to proceed with the development of a sustainable IT strategy that seeks to add business value.
Part of the ITIL method, we project on the Service Strategy, Service Design, Service Transition, Service Operation and Continual Service Improvement.
As a last phase of the first step, we employ WBS definition in pursuance of a clear representation of the workload division, with the scope of how these can be transformed at a later stage with further integration of IT as organisational activities. In other words, what we aim is to gain insight about current workload division and how can it be redefined with an advanced integration of IT Strategy.
Step 2: MANAGE
We start this step by evaluating the information collected in the previous phase. This evaluation is aimed at how can the organisational activities can be transformed within the framework of visibility and can be optimised for value creation. We take an even closer look at the stakeholder maps, identify the methods of interaction and documentation, seeking for a scenario in which Business – IT processes can be developed with a scope of creating operational synergy.
This step is also where we detect the activities that are causing waste of time, seeing whether or not some of them can be subjected to automation to prevent this loss. This selection is, of course, carried out through a series of criteria, evaluating possible efficiency outcomes. As an evaluation tool we use Process Ranking, to arrive at a list of actions that should be given priority to be automated.
Step 3: MEASURE
At this last stage, we create the monitoring tools and execute automation practices on necessary points. Aim of this stage is to define and manage the steps necessary to identify, define, collect, process, analyse, present and finally implement improvement actions. Throughout the process, we continue to identify opportunities for improvement via constant monitoring measurement of information. We interrupt and iterate on the existing result when we evaluate that it is necessary, aiming to maximise the system’s efficiency and benefit. Having an Agile mindset, we test with client and have their validation, seeking other spaces of improvement within the system in a continuous manner.
Conclusion
Our philosophy at ITVP is to hold a business needs above all. We plan, project and organise IT strategy processes always based on this mindset. With a careful attention to the processes within a structure, we observe and analyse, and arrive at a scenario that would enhance business profit through the implementation of IT. In this article, we explain our IT Process Governance Toolkit, which is a pilot working model that can be adapted based on any organisation’s needs and objectives. For more information about our methods and tools, you can browse our website.
Design Thinking and Finance: The Power of the Design Sprint
Context: We have created a new User Experience and Service Design for one of the leading institutions in Italian finance sector.
Outcome: A digital user interface and a more efficient service system design
Methods: Google Design Sprint workshops, User personas, Use Case Scenarios, Service Blueprint diagram, Product Backlog, User review.
THE STORY
Ever imagined a digital product that embraces a huge amount of financial data, operates on a large scale, even across the globe, while still being intuitive and simple to use? We did. It was in fact a collective imagination where we guided users to unleash their creativity and express their needs as they guided us to innovation and solution.
Our digital product’s story started with exploration of the existing digital platform. We’ve made an in-depth discovery of the existing user experience and based on our analysis. Through the input we’ve collected from clients, we have prepared use cases for Design Sprint and collected further feedback from the client, including evaluation of task priorities and new suggestions. Analysing all the input, we have created a new service design that embodies a new experience, across all the touchpoints and interactions within different stakeholders.
The end result was a new User Experience; a digital Client Portal, detailed business analysis and an enhanced service scenario.
In this article we will take you through the story of this product and our approach throughout the process.
DESIGN THINKING IN FINANCE
There’s an increasing amount of demand towards Design Thinking methodologies in Finance sector, where there’s an undeniable need of user friendliness to ensure a smooth experience. As working with huge data archive can be challenging, especially considering the cultural way of handling operations across countries, it becomes even more crucial to put emphasis on intuitiveness of a digital product. Choosing the right strategy to approach clients is as important as the process itself. Users need to feel comfortable and not intimidated while they approach design tasks.
We have started off with Design thinking methods to understand the needs and problematic parts of the existing platform and come up with solutions in a bottom up manner. Since we did not have an option of having the Design Sprint in a physical space, we carried it out remotely. We have utilised 3D method, that we explained in more detail in our previous article, which takes its name from Discover, Design and Deliver phases.
DESIGN THINKING WORKSHOP FROM REMOTE
Remote work seems more convenient as it eliminates the effort to bring together everyone in a physical space but it brings its challenges. Users may be from different age groups, not familiar with digital tools or might even simply have connection problems. There were some key points to make remote workshops easier while working with different client profiles.
Step 1: Giving priority to client needs
The world is going through a tough period and in times like this, empathy and flexibility are more fundamental than ever in carrying out a digital transformation process. We can make use of a tailor made adaptation of the methods in order to respond better to client’s needs.
We have prioritized our client’s needs throughout the process. Being one of the leading institutions in Italian finance sector, our client was not able to dedicate a full one week for workshop due to the nature of the fast paced work they are occupied with, so we mapped out a different agenda for them. We divided the tasks of Google Design sprint into small chunks and based on the client’s calendar, executed these micro activities in various days.
Step 2: Dedicating enough time to make a thorough discovery phase
Understanding financial systems requires respecting the own methodologies of this discipline and being well informed before proceeding with design phase. Since financial systems are complex scenarios that involve data flow amongst various actors, dedicating sufficient time to task analysis at the discovery phase will make the following steps more rapid, as there would be less clarifications to be made by the client’s end. We have planned series of online interviews in which we made an in depth task analysis and defined the pain points of the existing financial ecosystem, and thanks to these insights, moved on to the digital service innovation phase with a better vision.
Step 3: Introducing the tools and timing
We have used Miro during our Design Sprint workshops. Since it was a new tool for the client, we started off by informing them about the format of workshop, pre requisites and a brief introduction to the platform.
Creative flows can get longer than expected, and in order to use the limited time that the clients can dedicate for the Design Sprint, it is convenient to talk about the timings for each step before hand.
Step 4: Agile working throughout the next steps
Design Sprint is our starting point to create a new user experience, but digital transformation is a continuous cycle in which iterations are made, tested and approved by being in contact with the client. Agile method saves us time and cost, and helps us define the challenging parts of the new user experience at an early stage. Our approach to agile method consists of organising tailor made Design Sprints based on the micro tasks of user testing and remote interviews with clients in which we introduce the new service blueprint and gather feedback.
Conclusions
Design thinking is still a new approach in Italian financial ecosystem, but institutions are starting to adopt it and observing concrete benefits. At ITVP, we consider the business needs as priority, just like in Design Thinking methods where the user is at the centre of innovation. While we worked with one of the biggest institutions in Italian finance sector and through a Design Thinking approach, we utilised Google’s Design Sprint on a remote basis and gained valuable insight about the sector, user needs and their ecosystem before proceeding into design and development. There’s an IT transformation strategy that can take any organisation at a further level and at ITVP, we have the right tools and knowledge to work across these instruments.
How does Human Centered approach revolutionise finance products
Context: We have created a new User Experience and Service Design for one of the leading institutions in Italian finance sector.
Outcome: A digital user interface and a more efficient service system design
Methods: Google Design Sprint workshops, User personas, Use Case Scenarios, Service Blueprint diagram, Product Backlog, User review.
Our client, who is amongst the biggest financial institutions of Italy, had been operating within the same digital platform since years and was in need of an enhanced user experience and service system design. We have initiated a digital service innovation working in collaboration with client, following agile method, and delivered a new user experience working across all service system stakeholders.
PROCESS: DISCOVER – DESIGN – DELIVER
We followed the 3Ds method as main approach to this case, which consists of 3 main steps through digital transformation; Discover, Design and Deliver. Thanks to this approach, we were able to have a holistic view of the system before proceeding into drafting solutions.
Generally speaking, at the discover phase, we use methods to collect data such as user interviews and task analysis. Through interviews we map the system requirements, analyse tasks and understand necessities. Reflecting on the results of the task analysis, we project user personas in which the main actors and their function within the service ecosystem are defined. Then we proceed to create use case scenarios and user journey maps where we analyse macro and micro functions the system actors need to accomplish. Based on these use case scenarios, we move on with the creation of the actual service system idea.
The design phase is where we initiate the first ideas that generate the new user experience.
To arrive at the solution ideas in collaboration with the client, we utilise Google Design Sprints, where we make the client an active participant of the design process. At this phase we still conduct user interviews where we introduce the micro changes on the design draft, always having an agile mindset, then test and verify these updates with the client through user testing.
The deliver phase is where we put ourselves in 1:1 contact with IT department and discuss the feasibility of our design solution, evaluating backlog activities and product specification requirements. Thanks to our knowledge in IT we have feasibility as main requisite.
DISCOVER PHASE
In complex systems like finance sector, discovery is the backbone of the digital transformation. Making a thorough discovery in which the necessary amount of time was dedicated helped us understand the system that the users are operating in and facilitated the creation of a user friendly and feasible design proposal. Here are the steps we followed at this stage.
Discover: Understanding the client profile
This is undeniably an important part of the creative process of design journey, but during the research part, it becomes highly essential. Different client profiles require a different style of communication, as people with different skills and mindsets approach issues differently. Since our client is in the finance sector, we had a didactical approach; making the task analysis part detailed and thorough, ensuring to understand the functions of the existing system completely. This approach has speeded up the following steps as the clients did not have to go over the same things again as we move on with digital service creation phase.
Discover: Importance of task analysis
While working across finance sector, especially in such complex systems where many actors are involved in user workflows, it is essential to understand the tasks that need to be carried out to accomplish service functionalities.
We have utilised online mind mapping tools and user interview method during task analysis process. We have organised online interviews and meetings with stakeholders that work on different functionalities of the service system to map out all the tasks of the system scenario.
Through having a clear vision of the existing user, we were fully equipped for the Design Sprints we carried out that were the essential elements of the digital transformation process.
Discover: Mapping out possible use case scenarios
In order to map use case scenarios and define pain points of the existing system, an elaborate understanding of the system and its actors is necessary. We conducted 1:1 interviews based on Design Thinking methods and share the use case scenarios via Miro tool during our workshops with clients, aiming to understand their point of view and requesting their intellectual contribution.
DESIGN PHASE
After having insights from the discover phase, we moved on with the creation of the digital user interface, starting from low fidelity wireframes until we arrive at an interactive digital mock up.
Design: From low fidelity mock ups to the real digital user interface
During our workshop, we had worked on the use case scenarios with clients and through dot voting method, we already have a selection of possible design solutions based on their feedback. Reflecting on these solutions, we moved on with the creation of low fidelity wireframes that represent and improve these solutions, making them come alive on paper. Then we transformed these sketches into a functioning prototype, which brought us to the next steps in which we tested and verified it with actual users.
Design: Agile methodology
At ITVP we utilise agile methodology to carry the client though all steps of the innovative process, reducing costs and time spent. We are in touch with client on a regular basis, as we test together different features and unfold different functionalities of the system idea. Clients are involved in the digital transformation journey when necessary, respecting their time limitations, and are updated about the iterations.
We carried out User Testing methods with our clients in order to receive their feedback on the usability of the prototype as they browse through various workflows. As we carry out also the user testing remotely, we encouraged our client to keep their focus on the user workflow and express their feedback out loud, meanwhile supporting this feedback through questionnaires and our personal contacts.
DELIVER
Being an IT Consultancy firm and Software house, we construct our digital design proposals considering efficiency and possible restrictions. We have worked with Product Specification tool to communicate every single aspect of our design proposal and ask for their feedback.
As a next step, we created a product backlog to ensure all the micro tasks are mapped within a feasibility frame. Then, keeping in touch with the IT team, we have discussed the limitations and frameworks of feasibility.
The product lifecycle, of course, does not finish at this stage. Through a flexible way of working, we keep ourselves open to carry out further iterations on the digital product, keeping in mind the notion of adding value to business across the right digital transformation strategy, keeping the service delivery cycle in ongoing development.
Conclusions
Having a human centered approach throughout the digital transformation journey in the field of finance is particularly crucial since financial systems have a massive load of data flow and user friendliness becomes highly important to ensure ease of use and comprehensibility of these flows. Dividing the process into phases with structured manner is essential to understand the micro steps needs to be taken. Having a user centered mindset and putting the business needs above all can enhance the chances of arriving at a user friendly digital transformation solution.