The road to linking reality to end-user expectations begins with a systematic assessment of needs and the documentation of software requirements. In this blog post, we will discuss three techniques that we have employed to help our clients understand end-user needs and identify requirements:

• Exploration meetings with stakeholders and targeted end-users.
  Focused meetings to observe, ask questions, and listen to your key stakeholders about what they like or dislike about performing a task or process.
• Assessment of the intended deployment environment.
  Asking questions about how the software or technology will be used and where it will be hosted is critical to gaining a clear picture of future limitations and requirements. For example, ask questions like:
  • Who will help the user when they run into a usability issue?
  • What are the corporate standards and guidelines?
  • What is the culture of the target audience?
  • What applications have had successes with the target audience in the past?
  • What features do target users look for and like in other applications?
  • How will the software or application modify the process of executing work?
  • Are there bandwidth limitations?
  • Can custom programs be installed on user computers?
  • Is support for certain software platforms required or prohibited?
• Use Cases, mockups, and prototypes.
  • A Use Case is one of the most helpful methods of exposing functional requirements. But one word of caution: as you build them be sure to exclude technical jargon and the inner workings of the software.
  • A Mockup, or a rough visual layout of the user interface, enables end-users to experience the software or application before it is completely developed. By gathering feedback, it is possible to assess how the software is able to meet, or fail to meet, end-user expectations. Also, end-users can reveal their stylistic preferences that may be difficult to capture otherwise. Below is an example of a mock-up created by one of our developers using Microsoft’s newest tool, Expression Blend™.

• Lastly, Prototypes, either partially or fully functional, can be very helpful in determining usability. A prototype will give you an accurate depiction of how well end-users believe the program will meet their objectives. You can incorporate their feedback into future iterations of the software before the program is fully built.

These three techniques are some of the many that can be employed in order to best bridge the gap between the reality of what the software can/will do and end-user wants, needs, and expectations. By taking the time to listen and educate your stakeholders and end-users, the likelihood of a successful integration of new software or technology will greatly increase.

Trust-based partnerships differ from other types of agreements that people or organizations enter into in several ways.

First, the foundation of a trust-based partnership is rooted in the belief that all entering parties are pursuing a common, compelling purpose. Typically, when two are more parties enter into a partnership; each party believes that the goods and services it provides are similar enough to be complimentary to the other, but different enough to be unique. As a result, by entering into a partnership, all parties are able to enhance the value they provide, while at the same time advancing their unique mission. This is not so with trust-based partnerships. In trust-based partnerships, the foundation upon which the partnership is grounded is not to advance separate missions, but to pursue one common, compelling purpose or mission. Do you see the difference? In the traditional partnerships, both parties are free to move in separate directions, but in trust-based partnerships all parties acknowledge that there are differences in what they provide but they are joining together as they move in the same direction.

Next, trust-based partnerships require and build trust between the entering parties. There are two meanings of the word trust, which are both applicable when discussing trust-based partnerships. The first dictionary definition of trust is “an assured reliance on the character, ability, strength, or truth of someone or something.” The second definition is “a charge or duty imposed in faith or confidence or as a condition of some relationship.” When describing trust-based partnerships within organizations, both definitions shed light on the nature of these partnerships. For a trust-based partnership to exist, there must be a belief that the other party is capable of delivering what it commits to and in a manner that brings value to all parties. In other words, in trust-based partnerships, trust is both given and earned.

These two differences noted in the blog are two of the most prominent differences between trust-based partnerships and more traditional partnering agreements. Ultimately, for strategy to be successfully executed, we believe that trust-based partnerships must exist between the various teams and delivery groups within organizations. Do you feel that you have entered into trust-based partnerships with your internal business partners? If so, please share your stories of how you were able to build these partnerships and the results your teams have been able to obtain in committing to trust-based partnerships.

In today’s post, we are going to continue the discussion by specifically focusing on how organizations are applying Social Media technology to solve real business challenges. There are many applications of Social Media. Although there are many nuances in implementation applications, seven common types have bubbled to the top.

• Organizational learning, , communication, and collaboration – Resources used for people to create virtual communities focused on specific interests, roles, geographies, and professional networks.
• Innovation management – Resources used to leverage the content sharing, rating, and discussion aspects of Social Media in order to ask a population of people, “How would you solve this challenge?”
• Customer engagement and relationship building – Resources used to connect customers based on needs, purchases, and shared interests. Content and media can be shared, rated, and distributed only to those who choose to see that content.
• Recruitment – Resources used to communicate the status of job openings and recruitment events and connect applicants who share the common interest of gaining employment with an organization.
• Marketing and brand building – Resources and sites to enforce an organization’s brand by providing collaborative tools and resources for people who share common needs, experiences, and interests.
• Partner relationship – Resources used to connect partner organizations together based on needs, purchases, markets, verticals, and shared interests. Content and media can be shared, rated, and distributed only to those who choose to see that content.
• On-boarding – Websites and resources used to connect newly hired employees together so that they can share knowledge and information with each other and collaborate with seasoned employees on how to successfully navigate a new work environment.

As you plan to implement a Social Media application, it is important to point out two things:

1. Before implementing any technology, including Social Media, there must be a compelling reason for doing so. Ideally, this purpose should be rooted in the pursuit of helping solve the felt needs of the end users. Most organizations cannot afford to implement novel technology. Therefore, as you explore how your organization can employ Social Media, be sure to take the time to understand your audience and their felt needs so that you can adequately implement technology to meet those needs.
2. Although Social Media applications tend to be much more organic in nature than other enterprise technology, this does not undervalue of good implementation plan. A good implementation plan outlines a clear strategy for how the technology will be deployed and communicated. Most importantly, this plan should identify the feedback mechanisms that will be put in place to ensure that end user comments are gathered and responded to in a strategic and timely manner.