Interactive change management process tool – Ed Kemp
Case Studies
  • Interactive change management platform to help plan, activate and track the impact of strategic organisational changes

  • At a glance

    The client wanted to try replicate their offline change management workshops in an online platform. So my brief was to firstly design an online tool which replicated 5 offline exercises going from a high level vision for change, right through to the specific tasks required at a granular level, and secondly design an area for senior management to be able to track the impact of the changes.

    Project type

    Web development platform

    Business sector


    • User flows & IA

      This was quite a complex challenge to be able to design a structure which included a 5 step process "interactive tool" which participants would need to follow, whilst also being able to have a higher level area for senior managers to be able to observe, and monitor how each of their participants were doing across the tool.

      There was also various permissions to be accounted for and various areas of the application which needed to be locked to certain participants and still viewable but not editable.

      Before working on the UX design, i worked on a user flow to plot out the pages required and map together how this was all going to fit together.

      I started the UX design by working on the detail of the 5 step process first, as once I knew the detail of what data is being captured, I could then design the higher level senior management view which presented the data to them.

    • 1. Strategic ambitions (Interactive tool)

      Meeting up with the client and observing an offline workshop enabled us to be able to understand some of the exercises that the client took their customers through in their physical workshops. My challenge to be able to understand these workshops and translate some of the exercises into an online environment both which participants can engage in and also which senior management can monitor.

      The first level of the interactive tool was to look at the change from the highest level in terms of asking the user to define their Strategic Ambitions by deciding what is critical and what they are wanting to achieve.

      I designed a navigation style for the 5 steps of the tool which lent itself really well to working responsively should the client which to offer the application as a native tablet app in the future.

      It was also important that the design style of the tool looked different to the admin area so a user such as a senior manager could tell where they were in the system.
      The header area for the tool had a very distinctive style to clearly differentiate it and each section of the interactive tool process would have a different icon associated and different colour assigned.

    • 2. Identify Priorities (Interactive tool)

      To achieve the Strategic Ambition, the user needed to consider where they can strengthen, what they are doing already and where they have new areas to develop. In simple terms they needed to identify the priorities that were relevant to EACH strategic ambition and add them here. This is where things started to get more complicated from a UX design perspective.

      So I came up with a navigation design which enabled the user to click through each Strategic Ambition one by one and add as many strategic priories as they needed to add. It was hard to design this extra level of navigation as there was already the header navigation, the the 5 step interactive process tool navigation, and at the bottom the next step/prev step navigation too. So fitting in another navigation to enable the user to go through each Strategic ambition and add priorities was a challenge.

      I did multiple states for all the steps of the tool including a default, selected, and a view only state for this screen.
      Once the user had identified all the priorities for each Strategic Ambition, they then had to select a maximum of 5 priorities to proceed with for each Strategic Ambition and score it based on certain criteria.

    • 3. Value stories (Interactive tool)

      After the user had scored and reviewed their priorities, they would move onto step 3 of the tool which was to identify their Value Stories. The Value stories were for identifying what needed to be added to the business to deliver the selected Priority i.e it identifies a group of people, the actions you want to enable them to undertake and the value those actions will then deliver to the business.

      As the user progressed through the tool, going more and more granular, the UX design challenge got harder as each level needed to retain the information and choices from the previous level. With the increase in information needing to be displayed, I looked at ways to cleverly 'house' the information from previous steps of the tool so the user could access it when they need it (rather than having to click back several steps). To make the challenge even harder, the client also requested the ability to edit in place, so the user wouldn't need to go back to previous steps if they wanted to change something.

      Once the Value stories had been identified, the user now needed to shortlist approximately 10 Value Stories per Strategic Ambition to proceed with for each Priority. This was done by clicking on each value story to assess the story quality, the urgency, and strategic importance. Once the shortlist was drawn up, the user then needed to score each Value story across key perspectives to create a value score. The Value Score provided a relative score for ranking the overall benefit of Value Stories.

    • 4. Sprints (Interactive tool)

      Once the user has reviewed the scores with the other Strategic Ambition owners, they then would be able to move on in the interactive tool to plan their sprints.

      Sprints are short time periods of effort creating incremental business value, and the user had to select a balance of 3-5 Value Stories to enable each Sprint to be completed within a short time whilst delivering identifiable value to the business.

      I designed a drag and drop interface creating the concept of "sprint buckets" for the user to drag their Value stories into. Each Sprint included a "Sprint score".

      I designed all the various states required for this step in the tool including no Value stories added, dragging, dropping, moving a Value story between sprints, a pinned header version when the list of value stories are longer than the device screen, success state, and an all value stories added state.

    • 5. Tasks (Interactive tool)

      Tasks are the final level of the interactive tool and the most granular level which is used to track progress.

      Against each Value Story within each sprint, a task could be added. Normally this type of functionality for a task is the entire product in itself, but I had to essentially design a task management system here within the structure and style of the rest of the interactive too and also whilst retaining the other hierarchical process information related.
      This again wasn't made easy by the fact that each task sat within another level which was a 'to-do category" which was effectively like a name for a type of task.

      Tasks could be added at any time and could also be added on the 'One page plan' (which is a page in the senior management level) if additional details become apparent once the Sprint has started.

    • Senior management admin login

      In addition to the Interactive Process tool, the client also required an area to be designed for Senior management and this needed to be part of the same navigation as the tool, but housed in a separate area and looking different to the process too. This area include the following;

      The most complex page to design was the one page plan which included the ability for the senior manager to see ALL the detail of each of the elements entered in the interactive process tool and drill in as required all on one page. This included the ability to review and edit any area of the entire 5 step process tool as required all from one page! It also included a section for stakeholders comments and the ability to invite manage the stakeholders access rights. Not an easy task to design all this on one page as a 'one page plan' but highly useful functional page for the senior managers to have an overview to help inform decisions.

      The senior management area slso included a to do list which was essentially a task management system, a dashboard which pulled out key stats and useful information, and a Vision for change page that set out the ideal being aimed for.

+44 (0)7734 308089