Client Emergency Response Team (CERT) is a tool used to track tier 1 and 2 client emergencies, and communicate business impact and response toclient and IBM executives. Current tool is a 20-year old Lotus Notes database.
Date: January 29th to January 31st, 2020
Location: IBM Client Experience Center, Austin, TX, 78758
The goal was to find effective ways to modernize, automate and improve performance of the current tool.
User roles map
I started the workshop with our common design thinking presentation. The team really wanted to just start talking about the problems they have in hand. Different team members had different expectations on how to handle those issues. It was really important to make the team agree to take a step back and look at the problem in users perspective. Among many things I used my favorite quote from Don Norman in my presentation.
Designers […] don’t try to search for a solution until they have determined the real problem, and even then, instead of solving that problem, they stop to consider a wide range of potential solutions. Only then will they finally converge upon their proposal. This process is called ‘design thinking.
— Don Norman
We divided the users in three groups-
Long Outage and Feedback
Live engagement /client execs
Exec follow up
As-is experience map
From the users perspective then I had the team to to create the As-is experience map listing any pain points along the way.
From the As-is experience map, the team identified different pain points on every steps. I instructed them to group those into similar themes.
High stress environment
Shift handover to different people and shifts
Plan for future weeks
Pager Duty context-shift
Different Slack channels + tools
Copy PMR to right place
Manually update distribution lists
Difficult to deep dive
CERT and ENL notifications take too long
Content mis-match between CERT and ENL
Customer wants frequent updates
Not every CERT has a CMT
Once they grouped the pain points into similar themes, the team could see distinct and measurable hills that they can divide their work progress into.