I was in a similar situation to you a couple of years ago at my previous job in a large web agency, here in Paris. I used both a top-down and a bottom-up approach in order to integrate UX into the project methodology. It was a long and eventful journey, but UX is now extremely well implemented and plays a key role in the agency's strategy.
In terms of the top-down approach, I found it important firstly to convince top management. This meant studying the actual project methodology, highlighting dysfunctional areas and illustrating the problems with real project examples. I wanted to show that by integrating UX into their project methodology, many of the problems they were encountering could be resolved, leading to more efficient and streamlined process. I therefore morphed the existing methodology into a new methodology encompassing UX. To further illustrate the new project methodology, I presented existing deliverable examples from each department during the project process and inserted my UX deliverables aswell. The result was comprehensive approval by the management and a management sponsor being named who then accompanied me during the different workshops where I would explain this to the 150 odd staff. With the workshops, I regrouped staff into their different disciplines and tailored the presentation around their particular requirements. For example, with the design team, I glossed briefly over the entire project methodology and then went into detail about the phases that concerned them. It was important to highlight existing problems (with real examples) and then to show how UX could resolve these. It was also important (especially for the designers) that staff didn't think we were taking the most interesting aspects of their job away from them (ie the creative work). An implementation plan is equally important, explaining how UX integration into the project process should evolve over the next 3, 6 and 12 months. Like you, I started off on my own, and was therefore unable to participate fully in most of the projects at the start. However, I was able to initiate a quick-win plan of action, for the first six months by sitting in initial meetings on most projects, getting project managers to do the functional concept work (as they used to do), advising them at regular intervals and ultimately approving their work before handing over to the creative team. And doing this, whilst hiring and training up a team! Concerning the bottom-up bit, this involved being present at regular intervals in most projects, interacting on a one to one basis with different staff involved, trouble-shooting and generally advising on UX matters. So, much work to be done internally... then you'll have to start evangelising UX to clients and prospects. You'll have to work closely with sales on how best to sell UX. Again, I insisted that UX was an essential part of the project process, and no project should be sold without these phases (and in the right places). Convincing clients was much like convincing internally- present current methodology highlighting room for improvement with real examples, and then insert UX. Good luck. I found the entire process extremely rewarding. Sam Woodman Experience Architect Adobe Consulting . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Posted from the new ixda.org http://www.ixda.org/discuss?post=31958 ________________________________________________________________ Welcome to the Interaction Design Association (IxDA)! To post to this list ....... [EMAIL PROTECTED] Unsubscribe ................ http://www.ixda.org/unsubscribe List Guidelines ............ http://www.ixda.org/guidelines List Help .................. http://www.ixda.org/help
