Over the past 20 years I have analyzed the process used by数百名队伍创造了伟大的内联网。我已经了解到,成功的Intranet-Redesign项目在素描,特征选择或编码之前开始良好。实际上,您可以通过遵循本文中的步骤来使重新设计过程有效,平滑和用户居中。由于每个组织都有自己的文化,需求和挑战,因此使用这些步骤作为指导,并寻求以在您的环境中工作的方式修改它们的方法。

伟大的Intranet-Redesign过程的第一阶段为新设计奠定了基础。这个初始阶段涉及组装内联网团队,研究用户需求和发现改进机会,在重新设计项目的共同愿景下解决,并确保资源。

Team

  1. 委任领导者
  2. Assemble the intranet team

发现and state of current affairs

  1. 识别内联网重新设计的催化剂
  2. Review, plan, and do user research
  3. Map out the organizations’ digital ecosystem

Vision and alignment

  1. 涉及利益相关者
  2. Align with leaders and stakeholders on the intranet’s vision

建立资源

  1. 分配资源
  2. Create user-centered artifacts for the intranet team to use regularly.
  3. Do system and operations-related planning
  4. 早期宣传这个想法

Team

1.指定领导者

委任领导者for the redesign. While many people can beinvestedin the intranet, if no one person is负责it’s easy to think that someone else is getting the job done. An official leader will avoid the diffusion of responsibility.

领导者负责从组织各地的上层管理和利益相关者蒸馏出许多观点,使数字工作场所中的大部分工具以及保持团队专注。

The intranet leader will:

  • Be responsible for creating the project vision and help the team uphold it
  • Unite and motivate team members
  • Keep leadership and stakeholders involved and supportive
  • Make final decisions when they are needed, in the wake of distractions and politics
  • Take a wholistic view of employee roles across the organization, user tasks, business needs, digital tools, and how to make the intranet most effective

新闻,公告,活动,福利,政策和系统援助通常是内联网的大部分。因此,大多数内联网拥有并由公司通信,它,人力资源或这些组合引导,这是有道理的。不太常见,内联网由Web团队或特殊的Intranet或数字工作场所团队拥有。

2.组装内联网团队

Gathering the initial team usually happens in one of three ways:

  • The team is already in placefrom the previous design, and those people are slated to be on the team for the redesign. It’s great to have some headcount secured from the start, and, because the team has worked on an intranet before, it already has some insights about intranet design.
  • Someone hires an agency做大部分设计和所有或一些编码。代理商可以带来内部网设计经验加上一个外部透视图,可以激励Intranet团队,并帮助它导航设计过程。它们特别适合填补仅在内部网设计过程中仅需要的技能差距。

最近10个获奖者的80%内联网设计Annual contestshired outside agencies to work with them on the intranet redesign. The amount of work assigned to each agency varied. In some cases, the agency did little work, for example only one of the following: Agile coaching, ideation, journey-map creation, prototyping, visual design, assisting with IA or search, coding the system. In other cases, the agencies created the intranet from A to Z.

请注意,在精益或敏捷中工作意味着团队必须计划与外部机构的合作伙伴关系,以超越主要内联网释放,也包括未来更小的迭代。换句话说,伙伴关系并不在大发布会上结束。这种类型的过程可能意味着您需要找到额外的预算来保留代理机构。它还创造了与能够真正学习公司业务的机构的长期合作伙伴关系的机会。(或者,如果合作伙伴关系不好,团队可以在不太强烈的,更小的发布中尝试新机构。)

  • Leaders assemble an internal team to match their needs。With this approach, skills needed for the redesign are identified, then the team is assembled from inside or outside the organization to match the project needs. A benefit to having internal employees work on the intranet is that they will be able to maintain the intranet once released and they will stay invested in the project. But, defining the needed skills can be difficult, especially at the project’s inception.

收集完整的内联网团队可能需要一些时间,可能无法在重新设计的早期阶段完成。收集一个小的“入门团队”,核心技能,如IA,搜索,内容策略,UX战略,互动设计,服务设计,编程,用户研究,研讨会促进和促进内联网。

现务状况

3. Identify the Catalyst for the Intranet Redesign

为了帮助您预测工作将容易或导致摩擦的地方,首先确定Intranet-Redesign项目的原因。我遇到的常见催化剂包括:

  • Mergers and acquisitions
  • An organizational transformation, like updated strategic vision or change in offerings
  • Rebranding of the organization or of its product and services
  • 更新/退休的工具(s)的内部net is built on or a new technology that the organization wants to adopt
  • User complaints or usability issues
  • Leadership’s decision to change the intranet in order to better convey messages or support employees

No matter what the reason for the redesign, all organizations need to complete certain steps for the redesign to be helpful and successful. The catalyst for the redesign can make the steps in the process harder or easier.

4. Review, Plan, and Do User Research

Review user-research findings, plan new research, and conduct new research. Also, choose themetrics you’ll use to track改进并决定如何收集所需信息。

Review existing research findings. Research should inform the goals of the new design (not come after the design is created — or never). Look at findings early in the planning process.

Whether you have rich user research or minimal feedback, begin by reviewing what you already know about the usefulness, effectiveness, efficiency, and usability of your existing intranet and how it works with other internal systems. Analyze the user feedback already gathered and see where research gaps exist. Then carry out that needed research.

在Intranet计划阶段的一些有用的信息包括:

  • 组织的工作角色及其与核心业务的关系
  • Tasks associated with those roles, as they relate to the organization’s objectives (as inservice design)
  • How those tasks are done today (with the current systems)
  • How well the current systems serve employees and the organization
  • Why the systems work well or not
  • Where opportunities lie for the intranet to support better employee productivity, communication, and motivation
如果您现有的研究没有涵盖员工当前的活动和需求,请运行其他研究,如发现研究,以确定改进的机会。另外,进行research to assess the ease of use of your existing intranetand why it works or it doesn’t work.

在Intranet项目早期可能影响的一些研究方法包括:

a.上文查询with employees
b.访谈用户
C。任务分析对于特定的管理任务和作业函数
天。定性用户测试当前系统
e。通过内联网接收的反馈和常规需要援助的主题的分析
f. site分析, for investigative purposes

测量您当前的内部网,以便稍后将其与重新设计进行比较并评估改进。

benchmark考虑使用这些方法的当前Intranet和数字工作场所系统的有效性和易用性:

a.quantitative user testson top tasks
b.survey从用户量化的反馈,量化井,什么都没有,以及他们想要的东西
C。地点分析,用于问题 - 识别目的
天。支持电话(人们需要帮助的呼叫和主题的数量)
e。在线帮助请求(有多少和关于哪个主题)

5.映射组织的数字生态系统

Begin the redesign process by first figuring out what you have now and which tools your employees are using. Start with an inventory of internal systems, such as the存在的内联网和外联网的数量other tools人们使用有效或无效地使用哪些设备使用的设备(以及他们将来可能使用的设备)。

This inventory will help the intranet team understand the opportunities for the new intranet and also which tools to keep, change, merge, or replace in the redesign.

愿景和对准

6.涉及利益攸关方

在任何涉及一个很重要的设计项目d参与利益攸关方, who could be your internal development team, leadership, or clients who have hired you. The main purposes for including intranet stakeholders early in the design process are to align on a vision and goals and gain agreement and support in resource allocation and project timing.

为了识别Intranet的利益相关者,将一个利益相关者想到任何人,通过贡献和支持该项目,可以大大影响其成功,或者,如果没有参与其中,可能会显着伤害它。

Consider a few different types of stakeholders who might be involved in an intranet’s redesign, all with different goals and influence:

  • High-powerpeople who influence many decisions related to time, money (budget), resources, and tools needed for the intranet
  • 代表responsible for a user group (e.g., a team or role they manage or support)
  • Ownerswith responsibility for a section, feature, or content on the intranet
  • Individual userswho are responsible for their own corporate wellbeing and job

确保利益相关者感觉听到。听stakeholders and learn about their needs and of those whom they represent. But, do not interpret everything the stakeholders state about their constituents as fact, as most are a step removed from the users. Like a senator represents the citizens of a state, stakeholders represent their group and have a vested interest in responding to its needs. But they won’t always have an accurate picture of those needs. To offset this possible issue, always complement stakeholders’ assertions about users with your own direct research.

stick people drawings with arrows from
有关用户需求的信息应该来自利益相关者和用户。

7. Align with Stakeholders on the Intranet Vision

内联网应该帮助员工满足组织目标。让领导者能够说出目标并同意内部网愿景将有助于团队优先考虑工作。它还会影响资源领导力将对内联网进行影响。为了对齐利益相关者,了解组织领导的业务,并与整个组织的领导和其他利益攸关方谈论愿景。

Once the vision is decided upon, look for opportunities to socialize the idea of a new intranet across the organization early on. Since people are改变厌恶,让它们习惯了重新设计的想法。这种方法可以建立兴奋,有助于利益相关者向他们的团队销售结果,并使招聘员工更容易参加用户研究。整个组织的广告的一些想法包括:

  • 利益相关者可以用来将设计目标传达给他们的团队的套件
  • a video of what is planned for the new design
  • a contest for collecting ideas for possible names for the intranet
  • an “own the page” marathon during which people claim content on the intranet, to help with the initial content auditing

Setting Up Resources

8.分配资源

Just after you have discussed the intranet vision and stakeholders’ goals for the intranet, it is time to get resources. This is the point where those in charge of limited resources need to agree upon what they will allocate to make that vision happen. The big resources to look at often include the time, people, and technology.

If previously you assembled only the intranet starter team, put the full team together now.

在某些情况下,预算,工具和人员资源在创建Intranet愿景之前分配。如果是这种情况,请在创建视野时考虑这些资源,因此鉴于景观可以逼真。

9. Create User-Centered Artifacts for the Intranet Team to Use Regularly

Many Intranet team members often work only part time on the intranet. Information that allows these people to quickly reestablish context, like用户故事or an敏捷积黑色,对那些参与多个项目的人来说可以非常有帮助。

这些以用户为中心的文物可以:

  • keep the intranet team focused on the right user needs
  • help it make informed design tradeoffs
  • lead them in prioritizing work appropriately, by focusing on users

Some commonly used user-centered artifacts are:

a. Current-state and future-statejourney maps
b.Personas
C。到p tasks
天。当前状态和未来状态服务蓝图
e。乔布斯待完成

为了鼓励使用,在他们的创建中包括团队,打印并在团队空间中发布它们 - 既有物理和在线,都会引用他们并鼓励其他人这样做,并将其作为设计评论的指南。

10.做系统和运营相关的规划

There’s much to do related to project planning. Top areas to decide on at this phase are:

  • 技术和工具。考虑内部技能,使用语言,维护,更新,必须被支持或应替换的传统系统以及供应商合同。
  • 发展过程。什么是在房子里(敏捷,精益UX或瀑布)?您有哪些技能和系统或需要以支持此过程?您可以使用哪种工具来沟通和跟踪团队的计划,工作和进度?您将如何安排和计划在整个设计过程中包含用户研究和迭代设计(用户测试和更改设计以响应调查结果)?

Plan for a设计系统, which often includes brand guidelines, content guidelines, UI guidelines, a UI-pattern library, and code for each UI pattern. The benefit of having an intranet design system are many — from making the intranet team’s job faster and easier to promoting better designs and encouragingconsistency在数字工作场所。

11. Look for Opportunities to Advertise Early

由于人们变得厌恶,因此让他们习惯了一个新的内联网的想法很重要。这种方法可以建立兴奋,有助于利益相关者向他们的团队销售结果,并使招聘员工更容易参加用户研究。

一旦愿景决定,在整个组织上宣传它。一些想法包括:

  • 利益相关者可以用来将设计目标传达给他们的团队的套件
  • a video of what is planned for the new design
  • a contest for collecting ideas for possible names for the intranet
  • an “own the page” marathon during which people claim content on the intranet, to help with the initial content auditing

结论

本文讨论了与用户以用户为中心的Intranet-Redesign项目相关的早期工作,请在您的团队开始内容规划,草图,移动像素或编写代码之前。后续阶段涵盖活动:

  • design and research
  • 发射,推广和培训
  • measure, maintain, and improve

Before any of these activities can happen, there’s a lot of outreach, communication, and diplomacy that need to take place in order for the redesign to be successful and impactful. The project requires the help, input, and support of many, but usually one leader moves the process forward.

Intranet teams and leaders: try not to feel overwhelmed as you embark on your redesign. Use this guide to help you choose where to begin and make progress. Know that planning steps like the ones described in this article have been used many times before to create great intranets, and you can do it too.