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Category: Internet & platforms (Page 6 of 8)

Content and User Experience Design for the Internet of Smart Things – Gilbane Conference Spotlight

There are many reasons to be excited about the Internet of Things, a content channel is not usually considered one of them. In fact, the mere suggestion of a need to support one more digital channel is enough to cause many execs to consider a career change, never mind n additional channels, and n is the future.

Many internet things don’t and won’t need to prepare content for direct human consumption, but many will – cars and watches and glasses are just the beginning. The variety of form factors, display technologies, and application requirements will present challenges in user experience design, content strategies, content management and data integration. The session we are spotlighting today will focus on the user experience design challenges, of which there are many.

T7. Have You Talked To Your Refrigerator Today? Content and User Experience Design for the Internet of Smart Things

Wednesday, December, 4: 2:00 p.m. – 3:20 p.m. – The Westin Boston Waterfront

The web is dead. Or is it evolving into the Internet of things? If so, how can we harness the emergence of smart and app-enabled devices, appliances, homes, cars and offices into the digital gene pool? Four senior executives in experience planning and strategy, technology, creative and user experience will provide a point of view on the Internet of smart things and answer key questions, including the following, using real world examples:

  • How can your smart washing machine, refrigerator and dishwasher be mated with intelligent apps, CRM, and dynamic content management systems to create real-time marketing and ecommerce experiences?
  • What happens to content strategy and management as app-enabled “playthings” become essential to your work and family life?
  • What do we do as video baby monitors become digital caretaking, developmental tracking, medical monitoring, and product ordering parent-bots?
  • What is the optimal customer experience for using voice to simultaneously integrate and operate your car, your mechanic, your GPS, your iPod, your radio, your tablet and your smartphone?
  • What best practices are needed for creative designers, content strategists, marketers, and user experience designers to create engaging Internet of smart things experiences?
Moderator:
Doug Bolin, Associate Director, User Experience Design, Digitas
Panelists:
Michael Vessella, Vice President, Director, Experience Design, Digitas
Michael Daitch, Vice President, Group Creative Director, Digitas
Adam Buhler, Vice President, Creative Technology / Labs / Mobile, Digitas

 

Mobile development strategy – platform decision update

Last April I suggested that evolving mobile platform market changes meant organizations needed to re-visit their mobile development strategy and said

“What has changed? To over simplify: Apple’s dominance continues to increase and is unassailable in tablets; RIM is not a contender; Microsoft is looking like an up-and-comer; and most surprising to many, Android is looking iffy and is a flop in tablets with the exception of the very Amazon-ized version in the Kindle Fire.”

Not surprisingly, things have changed again. Two major changes are that Samsung is now a major player, and Google has finally made progress in tablets with the Nexus 7 and the much improved Android “Jelly Bean” release. Amazon’s second Fire is also more robust. There are now real choices in tablets – personally I have an iPad, a Fire HD, and a Nexus 7, and I use all three of them, and for many purposes I just grab the closest. But businesses making a significant investment in a platform for development need to carefully evaluate its stability and staying power.

One thing that hasn’t changed is the debate among analysts over what the iOS and Android market share numbers mean – specifically, whether the larger and accelerating Android market share numbers threaten Apple’s dominance. At first glance it is natural to think that dominant market share signifies a safer bet, and indeed many analysts make this point. But it’s not so simple. Last year there was evidence that even though Android devices had a market share advantage, Apple devices accounted for much more total online activity – were used more – and it is probably safe to say that use is a requirement of product success.

More importantly, if you look at profit share, Apple continues to dominate. So the opposing view is that Apple may be the safer bet since for most values of company/product health, profit trumps revenue.

In “The Mobile Train Has Left The Windows 8 Platform Behind“, John Kirk, who doesn’t mince words, has no patience for the view that Android’s market share means it will squash Apple:

“According to Canaccord Genuity, Apple took in 69% of the handset (all mobile phones, not just smartphones) profits in 2012. Samsung took in 34%, HTC accounted for 1%…

No one not named Apple or Samsung is making any meaningful profits from the handset sector…

Many industry observers have the handset market all wrong. They opine that Andoid is destroying iOS. What is actually happening is:

  1. With 69% of the profits, iOS is doing just fine. More than fine, actually.
  2. Android destroyed every phone manufacturer not named Apple (BlackBerry, Nokia, Palm, etc.).
  3. Samsung destroyed every Android phone manufacturer not named Samsung (HTC, Motorola, Sony Erricson, etc.).

Pundits like to predict the imminent demise of iOS, but those profit numbers say just the opposite. And even as Android’s market share has increased, iOS’s profit share has increased too. Market share is no guarantor of profits. This should be self-evident. But apparently, it’s not.”

Kirk follows up with more entertaining disdain for the “church of market share” at “Does the Rise of Android’s Market Share Mean the End of Apple’s Profits?“.

In terms of tablet market share,

“According to Canalys, Apple – despite being supply constrained – sold 22.9 million tablets for 49% share, Samsung shipped 7.6 million tablets, Amazon shipped 4.6 million tablets for 18% share, and Google’s Nexus 7 and 10, combined, shipped 2.6 million tablets.”

In conclusion,

“Only Samsung and Apple are competing in phones. Only Amazon, Google, Samsung and Apple are effectively competing in tablets. The mobile “train” has left the station and companies like HP, Lenovo, Dell and Microsoft are standing on the Windows 8 platform, watching it pull away.”

For more on Microsoft see Kirk’s full post.

Mobile platforms are still evolving and the coming proliferation of new device types guarantee that there will be continuous and substantial change made to those that survive. No one responsible for a mobile development strategy should wait almost a year to evaluate their current plan. Fortunately there is no shortage of useful platform data. It just needs to be interpreted critically.

How long does it take to develop a mobile app?

We have covered and written about the issues enterprises need to consider when planning to develop a mobile app, especially on choosing between native apps, mobile web apps (HTML5, etc.), or a hybrid approach that includes elements of each. And have discussed some of the choices / factors that would have an effect on the time required to bring an app to market, but made no attempt to advise or speculate on how long it should take to “develop a mobile app”. This is not a question with a straightforward answer as any software development manager will tell you.

There are many reasons estimating app development time is difficult, but there are also items outside of actual coding that need to be accounted for. For example, a key factor often not considered in measuring app development is the time involved to train or hire for skills. Since most organizations already have experience with standards such as HTML and CSS developing mobile web apps should be, ceteris paribus, less costly and quicker than developing a native app. This is especially true when the app needs to run on multiple devices with different APIs using different programing languages on multiple mobile (and possibly forked) operating systems. But there are often appealing device features that require native code expertise, and even using a mobile development framework which deals with most of this complexity requires learning something new.

App development schedules can also be at the mercy of app store approvals and not-always-predictable operating system updates.

As unlikely as it is to come up with a meaningful answer to the catchy (and borrowed) title of this post, executives need good estimates of the time and effort in developing specific mobile apps. But experience in developing mobile apps is still slim in many organizations and more non-technical managers are now involved in approving and paying for app development. So even limited information on length of effort can provide useful data points.

I found the survey that informed the Visual.ly infographic below via ReadWrite at How Long Does It Take To Build A Native Mobile App? [InfoGraphic]). It involved 100 iOS, Android and HTML5 app developers and was done by market research service AYTM for Kinvey, provider of a cloud backend platform for app developers.

Their finding? Developing an iOS or Android app takes 18 weeks. I didn’t see the survey questions so don’t know whether whether 18 weeks was an average of actual developments, opinions on what it should take, or something else.

Of course there are simple apps that can be created in a few days and some that will take much longer, but in either case the level of effort is almost always underestimated. Even with all the unanswered questions about resources etc., the infographic raises, the 18 week finding may helpfully temper somebody’s overly optimistic expectations.

 

Tablets in the Enterprise and BYOD strategies

A couple of observations about tablets in the enterprise:

  • Tablets of all dimensions have a role in enterprise use, as do all types of personal computing devices.
  • BYOD is certainly a challenge for some organizations, but is a reminder of how we should have been managing data all along.

Tablets and other personal computing devices in the enterprise
One reaction to Apple’s iPad mini last week was that it would change the dynamic of Apple’s market for tablets since a 7″ inch tablet is more appropriate for consumers so enterprises would stick to the 10″ versions. The only thing correct about this view is that the tablet market will change. But we don’t know how – use-cases are evolving and there are way too many variables beyond physical size. It seems just as likely that the iPad mini form-factor could grow faster in enterprises than the full size iPad. In any case there are certainly enterprise use cases for a smaller, cheaper iPad, especially since those seem to be the only significant differences, and there is no apparent app development cost or learning curve further easing enterprise adoption.

But the bigger point is that enterprises need to be able to support not only multiple tablet and smartphone form factors but a large subset of an unpredictably large set of personal device types.

This is not a new challenge, it is simply one that is accelerating because of the decreasing costs and increasing ease of device development. “Personal” devices in enterprises are not new – employees have often used their own personal computers especially as they shrunk in cost and to BYOD notebook size. Tablets and phones are the next step, but enterprises will soon be dealing with watches, wearable computing, and implants which is why…

BYOD strategies need to focus on the data not the devices
The BYOD continuum is also largely additive – employees aren’t just replacing devices but often using multiple devices to access and process much of the same data – keeping up with the variety and volume and versions of personal devices is hopeless. A BYOD management strategy that focuses on device management will at best have a negative impact on productivity, will certainly increase costs, and most likely fail. There are environments and applications where data security is critical enough to warrant the overhead of a device management strategy that approaches being fail-proof, but even in these cases the focus should be on the data itself with device control as a backup where it makes sense.

It may not be much easier to manage the data independently but that’s the ball to keep your eye on.

Tablet market evolution and mobile development strategies

It was only about a year ago that the tablet market was only really about general-purpose tablets. There was the dominant iPad, and the fragmented Android market. Ebook readers were a separate animal altogether, although the anticipated release of the first Kindle Fire raised the question of whether it would bridge the general-purpose and ebook market.

In some ways it did, adding enough apps and internet access that it was hard not to sneak in some work email or web research even when your laptop or iPad was purposely left at home for the weekend away with the family. But of course Amazon’s business model was/is different – a subsidized device to increase the sale of content. And Amazon’s use of Android was significantly more customized than other Android tablets.

The folks over at Tech.pinions continue to be a must-read for anyone following/investing in the tablet market. John Kirk in Battle of The Tablet Business Models: Lessons Learned and a Look Ahead, argues that the future of the tablet model will be determined by the business models behind them, and points out some consistencies and lack thereof between the major players, Apple, Amazon, Google, Samsung and Microsoft. He is surely right that too often commentators and analysts have focused on hardware characteristics and software and not paid enough attention to business models. However, product capabilities can either create new business model possibilities or prevent their success so also help determine the landscape. For example, a non-glare, color display with low power requirements that combines the best of an iPad and a Kindle will certainly have a material effect on the market. In any case John’s post contains a number of nuggets.

Another aspect to consider in tablet market evolution is the difference between enterprise and consumer tablet markets. We’ll look at that in another post.

Gilbane Conference workshops

In case you missed it last week while on vacation the Gilbane Conference workshop schedule and descriptions were posted. The half-day workshops tale place at the Intercontinental Boston Waterfront Hotel on Tuesday, November 27, 9:00 am to 4:00 pm:

  • Insider’s Guide to Selecting WCM Technology – Tony Byrne & Irina Guseva, Real Story Group
  • Implementing Systems of Engagement: Making it Work with the Team That Will Make it Work – Scott Liewehr & Rob Rose, Digital Clarity Group
  • So You Want to Build a Mobile Content App? – Jonny Kaldor, Kaldor Group (creators of Pugpig)
  • Content Migrations: A Field Guide – Deane Barker, Blend Interactive & David Hobbs, David Hobbs Consulting
  • Social Media: Creating a Voice & Personality for Your Brand – AJ Gerritson, 451 Marketing
  • Text Analytics for Semantic Applications – Tom Reamy, KAPS Group

Save the date and check http://gilbaneboston.com for further information about the main conference schedule & conference program as they become available.

Time to re-check your mobile development strategy

The mobile platform landscape has changed dramatically in the last few months. So much so that organizations who even recently reached decisions on a mobile development strategy should re-visit their decisions. I’m not talking about HTML5 vs app development issues – though those decisions are just as important and directly related because of continued innovation in device and operating system capabilities combined with the need to protect content development and management investments – but about which platforms will be viable, or meet your level of risk tolerance.

What has changed? To over simplify: Apple’s dominance continues to increase and is unassailable in tablets; RIM is not a contender; Microsoft is looking like an up-and-comer; and most surprising to many, Android is looking iffy and is a flop in tablets with the exception of the very Amazon-ized version in the Kindle Fire. These are pretty general statements, but if you are in charge of your company’s mobile development strategy considering their impact is a good place to start a check-up for a possible course correction.

Another place to start is to read the excellent post by Tim Bajarin Why Google Will Use Motorola To Become Vertically Integrated. I won’t summarize because the entire post and the comments are really a must-read.

SharePoint – Migrating the Office Franchise to the Web

Microsoft has a lot to lose if they are unable to coax customers to continue to use and invest in Office.  Google is trying to woo people away by providing a complete online experience with Google Docs, Email, and Wave.  Microsoft is taking a different tact.  They are easing Office users into a Web 2.0-like experience by creating a hybrid environment, in which people can continue to use the rich Office tools they know and love, and mix this with a browser experience.  I use the term Web 2.0 here to mean that users can contribute important content to the site.

SharePoint leverages Office to allow users to create, modify, and display “deep[1]” content, while leveraging the browser to navigate, view, discover, and modify “shallow[1]” content.  SharePoint is not limited to this narrow hybrid feature set, but in this post I  examine and illustrate how Microsoft is focusing its attention on the Office users.  The feature set that I concentrate on in this post is referred to as the “Collaboration” portion of SharePoint.  This is depicted in Microsoft’s canonical six segmented wheel shown in Figure 1.  This is the most mature part of SharePoint and works quite well, as long as the client machine requirements outlined below are met.

Microsoft Office Sharepoint Server 2007

Figure 1: The canonical SharePoint Marketing Tool – Today’s post focuses on the Collaboration Segment

Preliminaries:   Client Machine Requirements

SharePoint out-of-the-box works well if all client machines adhere to the following constraints:

  1. The client machines must be running Windows OS (XP, Vista, or WIndows 7)
    NOTE: The experience for users who are using MAC OS, Linux, iPhones, and Google phones is poor. [2]
  2. The only truly supported browser is Internet Explorer (7 and 8.) [2]
    NOTE: Firefox, Safari, and Opera can be used, but the experience is poor.
  3. The client machines need to have Office installed, and  as implied by bullet 1 above, the MAC version of Office doesn’t work well with SharePoint 2007.
  4. All the clients should have the same version of Office.  Office 2007 is optimal, but Office 2003 can be used.  A mixed version of Office can cause issues.
  5. A number of tweaks need to be made to the security settings of the browser so that the client machine works seamlessly with SharePoint.

I refer to this as a “Microsoft Friendly Client Environment.”

Some consequences of these constraints are:

  • SharePoint is not a good choice for a publicly facing Web 2.0 environment (More on this below)
  • SharePoint can be okay for a publicly facing brochureware site, but it wouldn’t be my first choice.
  • SharePoint works well as an extranet environment, if all the users are in a Microsoft Friendly Client Environment, and significant attention has been paid to securing the site.

A key take-away of these constraints is that a polished end user experience relies on:

  1. A carefully managed computing environment for end users (Microsoft Friendly Client Environment)
    and / or
  2. A great deal of customization to SharePoint.

This is not to say that one cannot deploy a publicly facing site with SharePoint.  In fact, Microsoft has made a point of showcasing numerous publicly facing SharePoint sites [3].

What you should know about these SharePoint sites is:

  • A nice looking publicly facing SharePoint site that works well on multiple Operating Systems and browsers has been carefully tuned with custom CSS files and master pages.  This type of work tends to be expensive, because it is difficult to find people who have a good eye for aesthetics, understand CSS, and understand SharePoint master pages and publishing.
  • A publicly facing SharePoint site that provides rich Web 2.0 functionality requires a good deal of custom .NET code and probably some third party vendor software.  This can add up to considerably more costs than originally budgeted.

An important consideration, before investing in custom UI (CSS & master pages) , third party tools, and custom .NET code is that they will most likely be painful to migrate when the underlying SharePoint platform is upgraded to the next version, SharePoint 2010. [4]

By the sound of these introductory paragraphs, you might get the wrong idea that I am opposed to using SharePoint.  I actually think SharePoint can be a very useful tool, assuming that one applies it to the appropriate business problems.  In this post I will describe how Microsoft is transitioning people from a pure Office environment to an integrated Office and browser (SharePoint) environment.

So, What is SharePoint Good at?

When SharePoint is coupled closely with a Microsoft Friendly Client Environment, non-technical users can increase their productivity significantly by leveraging the Web 2.0 additive nature of SharePoint to their Office documents.

Two big problems exist with the deep content stored inside Office documents (Word, Excel, PowerPoint, and Access,)

  • Hidden Content: Office documents can pack a great deal of complex content in them.  Accessing the content can be done by opening each file individually or by executing a well formulated search. This is an issue!  The former is human intensive, and the latter is not guaranteed to show consistent results.
  • Many Versions of the Truth: There are many versions of the same files floating around.  It is difficult if not impossible to know which file represents the “truth.”

SharePoint 2007 can make a significant impact on these issues.

Document Taxonomies

Go into any organization with more than 5 people, and chances are there will be a shared drive with thousands of files, Microsoft and non-Microsoft format, (Word, Excel, Acrobat, PowerPoint, Illustrator, JPEG, InfoPath etc..) that have important content.  Yet the content is difficult to discover as well as extract in an aggregate fashion.  For example, a folder that contains sales documents, may contain a number of key pieces of information that would be nice to have in a report:

  • Customer
  • Date of sale
  • Items sold
  • Total Sale in $’s

Categorizing documents by these attributes is often referred to as defining a taxonomy.  SharePoint provides a spectrum of ways to associate taxonomies with documents.  I mention spectrum here, because non-microsoft file formats can have this information loosely coupled, while some Office 2007 file formats can have this information bound tightly to the contents of the document.  This is a deep subject, and it is not my goal to provide a tutorial, but I will shine some light on the topic.

SharePoint uses the term “Document Library” to be a metaphor for a folder on a shared drive.  It was Microsoft’s intent that a business user should be able to create a document library and add a taxonomy for important contents.  In the vernacular of SharePoint, the taxonomy is stored in “columns” and they allow users to extract important information from files that reside inside the library.  For example, “Customer”,  “Date of Sale,” or “Total Sale in $’s” in the previous example.  The document library can then be sorted or filtered based on values that are present in these columns.  One can even provide aggregate computations based the column values, for example total sales can be added for a specific date or customer.

The reason I carefully worded this as a “spectrum”  is because the quality of the solution that Microsoft offers is dependent upon the document file format and its associated application.  The solution is most elegant for Word 2007 and InfoPath 2007, less so for Excel and PowerPoint 2007 formats, and even less for the remainder of the formats that are non-Microsoft products..  The degree to which the taxonomy can be bound to actual file contents is not SharePoint dependent, rather it is dependent upon how well the application has implemented the SharePoint standard around “file properties.”

I believe that Microsoft had intended for the solution to be deployed equally well for all the Office applications, but time ran out for the Office team.  I expect to see a much better implementation when Office 2010 arrives. As mentioned above, the implementation is best for Word 2007.  It is possible to tag any content inside a Word document or template as one that should “bleed” through to the SharePoint taxonomy.  Thus key pieces of content in Word 2007 documents can actually be viewed in aggregate by users without having to open individual Word documents.

It seems clear that Microsoft had the same intention for the other Office products, because the product documentation states that you can do the same for most Office products.  However, my own research into this shows that only Word 2007 works.  A surprising work-around for Excel is that if one sticks to the Excel 2003 file format, then one can also get the same functionality to work!

The next level of the spectrum operates as designed for all Office 2007 applications.  In this case, all columns that are added as part of the SharePoint taxonomy can penetrate through to a panel of the office application.  Thus users can be forced to fill in information about the document before saving the document.  Figure 2 illustrates this.  Microsoft  refers to this as the “Document Information Panel” (DIP).  Figure 3 shows how a mixture of document formats (Word, Excel, and PowerPoint) have all the columns populated with information.  The disadvantage of this type of content binding is that a user must explicitly fill out the information in the DIP, instead of the information being bound and automatically populating based on the content available inside the document.

 

Figure 2: Illustrates the “Document Information Panel” that is visible in PowerPoint.  This panel shows up because there are three columns that have been setup in the Document library: Title, testText, and testNum.  testText and testNum have been populated by the user and can be seen in the Document Library, see figure 3.

 

Figure 3: Illustrates that the SharePoint Document Library showing the data from the Document Information Panel  (DIP)  “bleeding through.”  For example the PowerPoint document has testText = fifty eight, testNum = 58.

 

Finally the last level on the taxonomy feature spectrum is for Non-Microsoft documents.  SharePoint allows one to associate column values with any kind of document.  For example, a jpeg file can have SharePoint metadata that indicates who the copyright owner is of the jpeg.  However this metadata is not embedded in the document itself.  Thus if the file is moved to another document library or downloaded from SharePoint, the metadata is lost.

A Single Version of the Truth

This is the feature set that SharePoint implements the best.  A key issue in organizations is that files are often emailed around and no one knows where the truly current version is and what the history of a file was.  SharePoint Document libraries allow organizations to improve this process significantly by making it easy for a user to email a link to  a document, rather than email the actual document.  (See figure 4.)

 

Figure 4: Illustrates how easy it is to send someone a link to the document, instead of the document itself.

 

In addition to supporting good practices around reducing content proliferation, SharePoint also promotes good versioning practices.  As figure 5 illustrates any document library can easily be setup to handle file versions and file locking.  Thus it is easy to ensure that only one person is modifying a file at a time and that the there is only one true version of the file.

 

Figure 5: Illustrates how one can look at the version history of a document in a SharePoint Document Library..

Summary

In this post I focus on the feature set of SharePoint that Microsoft uses to motivate Office users to migrate to SharePoint.  These features are often termed the “Collaboration” features in the six segmented MOSS wheel. (See figure 1)  The collaboration features of MOSS are the most mature part of SharePoint and thus the most .  Another key take-away is the “Microsoft Friendly Client Environment.”  I have worked with numerous clients that were taken by surprise, when they realized the tight restrictions on the client machines.

Finally, on  a positive note, the features that I have discussed in this post are all available in the free version of SharePoint (WSS), no need to buy MOSS.  In future posts, I will elaborate on MOSS only features.

—————————————–

[1] The terms “deep” and “shallow” are my creation, and not a standard.  By “deep” content I am referring to the complex content such as a Word documents (contracts, manuscripts) or Excel documents (complex mathematical models, actuarial models, etc…)

[2] Microsoft has addressed this by stating that SharePoint 2010 would support some of these environments.  I am somewhat skeptical.

[3] Public Facing internet sItes on MOSS,  http://blogs.microsoft.nl/blogs/bartwe/archive/2007/12/12/public-facing-internet-sites-on-moss.aspx

[4] Microsoft has stated frequently that as long as one adheres to best practices, the migration to SharePoint 2010 will not be bad.  However, Microsoft does not have a good track record on this account for the SharePoint 2003 to 2007 upgrade, as well as many other products.

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