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Here is the document that was attached to this email:
https://wikis-mit-edu.ezproxyberklee.flo.org/confluence/download/attachments/58241442/Accessibility+Usability+FY10Q1+Report.docx
_____________________________________________________________________________________
From: Steven R Winig <swinig@MIT.EDU>
Date: Wed, 7 Oct 2009 16:06:34 -0400
To: Patricia Sheppard <pshepp@mit.edu>
Cc: CSS Managers <css-managers@mit.edu>, Mark A Wiklund <mwiklund@mit.edu>, Mary J Ziegler <maryz@mit.edu>
Subject: Application User Experience Q1 Report Text
Pat,
Here is the AUX Q1 2010 summary text. We envision that we’ll also include the historical metrics that Rob has collected (unless we find issues with their validity). Upon reading the report, we realized that we didn’t talk about our Q2 plans. We could either omit, add a separate futures paragraph, or add a sentence at the end of each existing paragraph that highlights our plans moving forward.
Please let us know if you have any questions, comments, or concerns.
Thanks and have a great evening
-Steve
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During the first quarter of 2010, in addition to standard operations activities (e.g., providing training courses, adaptive technology services, usability and accessibility reviews, and general publication services), the Application User Experience group was focused on:
• Further integrating into IS&T service delivery process,
• Redefining our core services, and
• Analyzing and improving our metrics
In an effort to seamlessly integrate into the IS&T service delivery process by becoming part of the project team, AUX participated in a number of early engagement pilots – including, but not limited to, MIT Business Intelligence (MITBI/RAFT), the American Recovery and Reinvestment Act (ARRA), Next Generation Learning Management Systems, and the Appointment Process Redesign. These pilots, in collaboration with both IS&T and the community, are producing metrics to begin quantifiably measuring the value of early engagement.
Additionally, the team has spent some time redefining our core services. In some scenarios, this has led to an expansion of our services (e.g., the usability team is now performing reviews on documentation). In other scenarios, this has led to a refinement of our services (e.g., pushing out authoring on IS&T’s new website to non-publications personnel).
We have improved access to information by unveiling the new IS&T website and introducing the concept of information search wizards to help individuals find relevant information in a faster and more efficient manner. Today, there are two wizards in production, one for email configuration and one for Exchange calendaring.
In support of the energy initiative, IS&T retired print newsletters and brochures in 2008. Since this was a major source of marketing for our training organization, we are in the process of developing a more comprehensive marketing and communications strategy. The new strategy will leverage not only the tradition avenues (e.g., email blasts, revamped websites, etc.), but also some newer ideas (e.g., ensuring all client facing personnel are aware of the training options, partnering with the IS&T roadshow, leveraging cross institutional groups such as TAT, etc.).
Finally, to tie it all together and enable continuous improvement, we are working on understanding, refining, and publishing both our unit costs and our metrics.
-Steve
_______________________________________________________
Steven Winig
Information Services and Technology
Massachusetts Institute of Technology
617-253-4558
swinig@mit.edu <swinig@mit.edu>