CyberWorx 2020 Project Review

OPTIMIS – In September 2020, we transitioned OPTIMIS to Kessel Run. CyberWorx further developed a USAFA cadet capstone concept from 2018, designing and coding a working prototype to upgrade the C-17 community’s standards and evaluation scoring system.

CWS Inform – Timely and accurate readiness information is a critical factor for commanders. In 2018, CyberWorx hosted a design sprint with subject matter experts, stakeholders, and users to examine the current GTIMS readiness management system including its ability to meet user needs and how personnel actually used the system. We partnered with a small business, CyberWinter Studios through a SBIR to create CWS Inform. Currently, a minimum viable product is in the user testing phase while CyberWorx continues to advocate for the deployment of this capability enterprise-wide. 

COVID Response – When COVID-19 hit the Air Force Academy, we quickly responded. The entire staff moved into a telework environment and developed new procedures and tools to host events virtually to continue supporting our customers safely. The team stepped up to help our community, 3-D printing mask extenders for the medical and support staff at Ft Carson Evans Army Hospital. We continue to look for ways to improve our services in this new virtual world as commercial products rapidly upgrade to meet the demands of doing business virtually.

BizInt – We hosted a design sprint for an Air War College Blue Horizons team in January 2020 to examine the pre-deployment planning and contingency location needs of contracting personnel and logisticians. The solution addressed task completion for personnel in planning cell, SCO, and CCO positions. It also addressed two-way communication between all personnel involved in end-to-end logistics delivery. The basic design was transitioned to Headquarters AF, the office of the Secretary of the Air Force, with a SBIR phase 2 for further development.

Pi from the Sky – CyberWorx hosted a second Blue Horizons’ team in January for a design sprint to explore how to best use Raspberry Pi for a cost effective cyber tool in the battlefield for disruption, information gathering, and warfighter connectedness.

OpsAI – CyberWorx hosted a CyberNEXT event in January featuring Operational AI. Ten industry leaders in this discipline presented how their services were being used in the commercial sector. Afterwards, the CyberWorx team guided government users on how AI might help them with their use cases. The group was educated on a range of options for AI Proofs of Concept to tackle government needs.

ShOC n Awe – We hosted a collaborative discovery event at AFWERX-Las Vegas in March with twenty-five government and industry participants to determine near and mid-term organizational needs for the Shadow Operations Center (ShOC). The desired outcome; become the premier Joint All-Domain Command and Control Battle Lab for the future force. The goal is for the ShOC to become a development center for future distributed joint command and control without a permanent physical location. The ideas generated during the event were transitioned to Headquarters Air Force and AFWIC for further development.

ARCHER – CyberWorx partnered with Extreme Digital Development Group Enterprise (EDDGE) in April to take the “home-grown” ARCHER program to the next level with user-experience interviews, testing, and expert software engineering. ARCHER was a program designed to streamline some of the manually-intensive work done by trainers to build, edit, and process exercise scenarios for Intel Analysts. The designs and solution information were transitioned to EDDGE for further development.

6 Degrees of Kevin Beacon – The Air Force Rescue Coordination Center brought their manually-intensive coordination process to a CyberWorx design sprint in May to increase personnel effectiveness, reduce man-hours spent per incident, and reduce the decision-making time required to respond to incidents. Government and industry experts examined the requirements for a new cloud-based mission management tool for quicker, more accurate responses to civil search and rescue. We transitioned the information gathered and our models/recommendations for user experience designs for continued development by a company awarded a SBIR to develop the solution.

Airspace Defense Assessor – In May, CyberWorx hosted a virtual design sprint with personnel from NORAD-NORTHCOM and industry experts to improve information flow and the user interface for the AEISS platform update. The goal of the UI updates was to optimize the data flow and design a more intuitive UI for assessors to make critical, time-sensitive decisions. Information gathered during the sprint and designer suggestions were transitioned to the special program office as part of their ongoing development.

616 Convergence – Representatives from the 616th Operations Center and operational information warfare (IW) units met in June to improve situational awareness and understanding between mission partners to increase effectiveness. This challenge arose as the 24th and 25th Air Forces (AF) combined into the new 16 AF IW Numbered Air Force. CyberWorx transitioned the findings from the event with their observations to the 16 AF command structure for execution.

Early Warning Radar Sustainment – We hosted a virtual design sprint for Air Combat Command (ACC) stakeholders and industry experts in June to explore novel ways to sustain existing early warning radar capabilities for the next 20 years. Sustainment focused on maintainability, functionality, and form-fit factor. ACC used the information gathered during the event to compose an RFI (Request for Information) for industry commercial solutions.

USAFA Strong – Growing stressors during the COVID-19 pandemic prompted cadets and new second lieutenants from the Academy to approach CyberWorx for assistance in a USAFA-wide cadet project focused on fostering cadet connectedness. Government and industry advisors participated in a sprint to increase cadet engagement opportunities and discover innovative methods to increase mental health effectiveness at USAFA.

CSfC – In August, CyberWorx hosted a CyberNEXT event focused on Commercial Solutions for Classified (CSfC). Government and industry experts examined current capabilities and the unique challenges facing the DoD. By the end of the event, government representatives had formulated CSfC use case scenarios for experimentation.

ECO Talent Development – We hosted our first hybrid event in September with twelve in-person and four virtual attendees to capture the ideal attributes, training, education, positions, and experiences Expeditionary Communications and Cyber Officers should have at various stages of their career. The goal was to build a force development plan with the information gathered for the intentional development of future leaders. 

The Other Airmen – During the development and transition of the OPTIMIS project, the CyberWorx team identified an opportunity for everyday Airmen to develop and implement solutions to their problems at the unit level. In September, a group of Citizen Developers from the Air Force and Army attended a discovery event to learn about the capabilities of commercial Low/No Code platforms. At the event, CyberWorx introduced Air Force initiatives already in place to develop and implement innovative ideas. Participants developed use case scenarios where Low/No Code would help them rapidly create and implement solutions to their challenges. From there, CyberWorx supported the Citizen Developers as they built their solutions into working prototypes. Presentation of the solutions to 16 AF/CC is planned for March 2021.

F-35 Link-16 and Multifunction Advanced Data Link (MADL) – Our team is working with SkiCAMP to improve the data link communication editor user interface. The goal is to eventually replace the outdated software tools to allow aircrew to accurately and intuitively plan data link communications across new and legacy platforms.

T-38 Kubernetes – We worked with Extreme Digital Development Group Enterprise and SkiCAMP on a Kubernetes-based software testing platform on a T-38 Talon. The experiment is a significant step towards real-time software upgrades during flight, enabling aircraft to land with better capabilities than when they took off.

KinderSpot – Air Force Child Development Centers (CDC) are an important benefit to military families. Our team is optimizing the user experience on an Airbnb-style application which would allow parents to use temporary childcare availability at base CDCs. A prototype is currently going through user testing for customer feedback.

Digital University – CyberWorx assisted the SAF/CN Chief Transformation and Chief Experience Officers in designing and building a roadmap for Digital University, destined to be a best-in-class online education application that offers high-value educational opportunities to Air Force and Space Force personnel for professional development. We fully transitioned the project to PEO BES/BESPIN for further development.

LUXE – CyberWorx doubled down on its vision to educate the Air Force on the importance of User Experience (UX) by working with the Chief Experience Officer of the Air Force. The Leaders User Experience for Everyone (LUXE) initiative is leading culture change across the Air Force by identifying and re-designing the user experience of three enterprise-wide applications while educating the developers on human centered design methodologies.

Weather AI Explainability – We are collaborating with the Air Force-MIT/Lincoln Labs AI Accelerator on a tool integrating explainable AI into weather prediction models in geographic locations without radar. CyberWorx and the AI Accelerator team are capturing user research to inform future design and development efforts. CyberWorx will deliver an MVP to the MIT/Lincoln Labs team the first quarter of CY21 and continue to iterate based on user feedback. 

Cyber Wingman – CyberWorx is also collaborating with the Air Force-MIT AI Accelerator to refine the research and use cases for an AI tool that will compile and process information faster to accelerate accurate and effective decision making.

USAFA Honor Code Review – USAFA leadership is examining the honor code to determine if the policies need revision. CyberWorx is participating in this analysis, lending problem solving and human-centered expertise to the Academy-wide review.

USAFA Round Table – USAFA cadet groups are coming together to create a Round Table that provides a safe place for cadets of any nationality, race, gender, creed, religious affiliation, or group association to bring their concerns and suggestions. CyberWorx is performing an advisory role to the fledgling association as cadets build its structure and business practices to meet their objectives.

AF Gaming – AF Gaming gathered the most skilled Call of Duty gamers across the Air Force and Space Force to represent their branches in the Call of Duty Endowment Bowl. CyberWorx hosted AF Gaming leadership and the Space Force team with high-speed internet for the trans-Atlantic military eSports competition to promote connectedness among Airmen and Guardians across the force.

The Situational Awareness Paradox II

The Situational Awareness Paradox
And How Good UX Leads to Better Decisions with the Right Information (Part II)

By: Larry Marine and Dr. Dan Padgett

The Department of the Air Force is constantly looking to improve its situational awareness (SA). At CyberWorx, we’ve helped solve a wide range of problems. While each problem is unique, nearly all share a common theme of SA and data access. While data is a critical component to SA, simply displaying more information isn’t the answer. The data needs to be processed, normalized, and displayed in a way that improves human use.

In the last article, we explained the common problems we see in trying to “fix” legacy systems. (Read it here.) While these systems need to be improved, the opportunity exists to upgrade the entire system instead of building more technology into an outdated system.

Opportunities for Improvement

Just as a human-centered design perspective helps identify recurring issues, it also suggests four approaches for designing a system to correct them.

Task-Oriented Design. We conduct user research for every project to understand what tasks and goals an Airman is responsible for. Focusing on tasks allows us to design solutions that provide functionality in the right way, at the right time.

Unlike feature-oriented design, where all features are available all of the time, task-oriented design doesn’t require knowing where each feature is located or when it’s appropriate to use it. Our goal is to design a system that will make someone just as successful on day one of their job as someone who’s been at it for several years.

Task Management and Prioritization. Focusing on the task instead of the features allows the user to better manage and focus on each task, reducing the cognitive load and “switching cost” that comes with multitasking. Minimizing switching does not mean presenting all of the information at once. A well-designed system should assist users in prioritizing and managing their tasks so they switch tasks seamlessly and only when necessary.

Mitigate Information Overload. Gathering, normalizing, correlating, and understanding data are all mentally demanding. Humans can only process so much data before they become cognitively overloaded. A system designed for users mitigates information overload by automating routine tasks – gathering, normalizing, and correlating as much information as possible – then presenting it to the user in an easy-to-understand format.

For instance, operators monitoring different sensors are primarily interested in trends and exceptions. Rather than overwhelming the operator with all of the available sensor data, the system can be designed to present only significant trends and exceptions. That doesn’t include omitting important information from the user. It’s organizing data into meaningful chunks related to that step of the task.

Augmented Intelligence. The Department of the Air Force places a priority on keeping personnel in the decision-making loop. A fully automated system conflicts with that priority and isn’t feasible. Despite the advances in AI, machines still can’t mimic or replace human cognition. A better approach uses technology to support human thinking. The result is an intelligent application that uses computer strengths to complement human strengths.

Seizing opportunities for system-wide improvement will make personnel more efficient and decrease the workload on individuals while increasing their overall mission effectiveness. As the need for situational awareness grows and the amount of available data increases, delivering actionable information is more crucial than ever. We must define system requirements that put human needs as the focal point of those requirements. Hence the name Human-Centered Design.

A mockup of what a future pilot might see for a heads up display including a configurable layout and cognitive feedback.
Image by BAE Systems: A UK aeronautics company

The Situational Awareness Paradox

The Situational Awareness Paradox
And How Good UX Leads to Better Decisions with the Right Information

By: Larry Marine and Dr. Dan Padgett

The Department of the Air Force has a situational awareness (SA) problem. And no, the answer is not “we need more data.” Data, while a critical component to SA, is only a part of the problem. At CyberWorx, we often encounter solutions aimed only at acquiring and displaying more data, and we’re asked to design a visualization. The data is never the real problem.

From a human-centered design perspective, the systems we see are relics of the 1990s—and we’re not saying that because they lack the style of the latest visual design trends. Rather, the systems we see are technology-first approaches that saturate human cognitive capabilities. Adding more technology or data to the user’s task hinders his ability to complete the mission.

For example, a typical legacy system relies on the user to gather data through email, phone, and other disconnected sources. As the user gathers and processes this information, they log it–typically in an Excel spreadsheet custom built for the organization by a wizard who is no longer there to fix or update it. Once they’ve logged that information, the user can finally turn their attention to the task itself.

Often, something more urgent pops up before they can do that task. The user gets distracted and hopes they haven’t lost their train of thought when they return to the original task. Every time the user has to change tasks, technologies, or software, they incur a “switching cost.” [1] These costs add up, resulting in cognitive overload with potentially disastrous consequences.

Problems with Current Systems

Our discovery research on many projects reveals five recurring problems with legacy designs and proposed solutions:

Pervasive Reliance on Humans. The systems we see rely on the user’s skill and knowledge (including how to use the system), both of which are highly variable. As a result, the success of the mission varies and cannot exceed the skills of individual users.

Discrete, Non-Integrated Technology. Current systems are often a patchwork of technologies that are not integrated. This work of gathering, assimilating, and responding to information falls entirely on the user. While this “hands-on” approach to information sounds like it would increase SA, it actually puts the user at a perpetual risk for cognitive overload which can impact mission success.

• Processes Dictated by Technology. Many AF processes were developed as a response to the limitations of previous system capabilities. For instance, a conference call line might have been established due to communication difficulties, then process and protocol behaviors were established to support the conference call solution. These processes become sacrosanct, protecting the use of current technology—even when the technology is outdated, and it’s time to reevaluate and optimize (or remove) that process to promote new technology innovations. Keeping processes the same when updating technology doesn’t really change anything and limits the effectiveness of new technology. We refer to this phenomenon as automating current frustrations.

“We Just Need More Training.” On its face, training sounds like a great way to overcome the above problems–more familiarity with the system should make it easier to use. However, we believe training should focus on the task, not using the system. If users need more training to use a system, it has poor design that takes attention from task completion.

Automate, Automate, Automate. Automation can improve productivity by reducing the time to receive and view information. However, too much automation decreases efficiency. Without increasing overall comprehension, there’s only so much automation can do before the speed of information presentation overloads the user. (Have you ever tried to sip from a firehose?)

We can’t continue solving problems the same way we did in the 90s. We have the opportunity and ability to improve the entire system – not just add more technology – using human-centered design. The CyberWorx perspective with human-centered design not only calls attention to the recurring problems we see, it also suggests opportunities for improvement. We’ll discuss those opportunities in part II of this article. (Read it here)

A close-up view of the cockpit of an F-111 aircraft.
Photo by TSGT Michael J. Haggerty


[1] https://www.apa.org/research/action/multitask

Team Comments – Q3

Team Comments – Q3

What does an AF CyberWorx “win” look like? As we touched on in previous newsletters, we use our unique blend of user experience and modern problem solving/product development methods to tackle a wide range of operational and organizational challenges.  The solutions can range from a white-paper strategy/policy recommendation, re-engineered business processes, to technology (software/hardware) solutions or a combination of the three. 

We had three major wins in quarter three representing how we work to support Air Force solutions:

  •  Early Warning Radar Sustainment: As we supported Air Combat Command’s legacy radar sustainment effort, we not only assisted operators, maintainers, and sustainers in bringing together different viewpoints of the challenge, we combined a common future vision with acquisition strategies to engage industry to achieve the optimal solution for the Air Force. 
  • Six Degrees of Kevin Beacon: In our work with the Air Force Rescue Coordination Center, we helped them develop the concept for process flows and a software tool to streamline identification and response tracking to emergency beacons across the continental United States.  Additionally, we helped prepare them to submit for Small Business Innovation Research (SBIR) funds via AFWERX/AFRL, bringing together multiple partners in the AF innovation ecosystem and multiply AFRCC’s initial development investment. 
  • OPTIMIS: The originally airlift-focused flight evaluation app developed in a project originally taken up by Academy cadets took a different turn as we recognized complementary flight scheduling efforts under way by Kessel Run, another partner in the AF innovation ecosystem.  We transitioned our user-tested, minimum viable product into their portfolio to broaden its scope across all mission platforms, allow for full mission support integration, and provide for out-year sustainment. 

What all our solutions have in common is that through our end-user focused processes, we re-imagine how people, organizations, and technology interact to best accomplish and support the Air Force mission.  When we help with solutions, we don’t just stop with an idea or concept to solve a problem. We support with strategies and coordination to identify and engage partners for development and transition to sustainment. 

Successful outcomes from AF CyberWorx engagements are as diverse as the challenges they answer but always focus on the end-user to maximize mission impact and bring to bear our full range of academic, industry, and government partnerships to maximize transition potential. Resolve, Accelerate, Deliver! What would an AF CyberWorx-powered win look like for your organization?

Good News – OPTIMIS – Q3

Good News – OPTIMIS – Q3

As Lt Col Helgeson stated above, we’ve had multiple wins the last quarter. OPTIMIS is but one example and shows what we love to do: take a previously unaddressed end-user need, develop a prototype, and transition it to maturity and full sustainment.

In March 2018, the 21st Airlift Squadron (AS), Travis Air Force Base, California, reached out for help updating their home-grown pilot training and evaluation system, OPTIMIS. The unit built their database in MS Access years before and the developer had long since departed, leaving an unsupported system. Add to that their desire for more functionality and compatibility with the GTIMS system, and they were ready for some help.

Between November 2018 and November 2019, Academy cadets answered the call for help, using the real-world improvement project for a capstone course. As they worked on the improved app, they developed their skills in teamwork, user design fundamentals, and project management. By the final presentations, the cadets had created a mid-quality prototype that had already gone through the first phase of user testing at Travis AFB. Their time had come to graduate, however, so AF CyberWorx took the project and continued to code for transition.

AF CyberWorx carried OPTIMIS through more user testing, further refined the design, and found other programs following similar objectives. Kessel Run was already working on other mission planning and support applications, so we worked to transition a refined prototype to be included in their suite of matured applications. Recently, our attempts bore fruit as OPTIMIS transitioned for out-year sustainment. That’s our favorite part of a “win”: seeing the needs of end users being addressed as a solution moves from an idea through prototyping and testing to sustainment and implementation. Here’s to many more wins in the future.

DONE RITE

At AF CyberWorx, we pride ourselves on our capability of Rapid Iterative Testing and Evaluation (RITE). RITE, by its very definition, iterates gathering requirements, designing prototypes, user testing those prototypes, learning what did and did not work from real users, and repeating throughout the design and development process. This increases the functionality and usability of the end product as well as improves the overall quality for the end user.

The RITE process has been used by our designers to great effect. With Optimis, instructor pilots track training details while still in the air with an intuitive mobile application. Commanders gain actionable situational awareness of their unit’s readiness and needs with the Automated Readiness Forecasting Tool. The Digital University maps goals and paths to success for cyber professionals, and the as-yet unnamed business intelligence tool gives contracting personnel a powerful application to easily capture and share important information across the operational area from planning to inspecting. RITE enables rapid improvement during the design and development of a project through user testing and immediate improvement.

What can RITE do for you?

JANUARY 2019 NEWSLETTER – #AFCTM SPRINT DELAYED, YET SUCCESSFU

AFCTM Email Newsletter AF CYberWorx

COLLABORATION

Last week, we had a slow start due to the snow storm on Tuesday; but, AF CyberWorx was able to recover and have a successful #AFCTM Sprint. Six teams split into groups of six and worked together to solve challenges related to Air Force’s Cyber Talent Management. 

We’ll have a press release and report prepared in a few weeks on the solutions that were proposed, but in the meantime, check out the photos taken during #AFCTM on our Flickr page. 

View Now!

Innovation Jan Email News 2019

VISIT US AT THE ROCKY MOUNTAIN CYBERSPACE SYMPOSIUM 

INNOVATION

From February 4-7, 2019 we’ll be at the Broadmoor in Colorado Springs for RMCS in booth 65. RMCS provides a national forum for industry and government to work together to help solve the challenges of cybersecurity, community cyber readiness, and national defense. Join us in the conversation to learn how you can work with us. 

Join Us ?

Networking Jan Newsletter AF CyberWorx

JOIN US AT COLLIDER ON CATALYST CAMPUS

NETWORKING

Connect with our government and industry personnel at Catalyst Campus for a networking happy hour event on an RMCS evening. Collider is an open house where guests can gain insight on AF CyberWorx projects of the past and future. We can’t wait to see you on Wednesday, February 6, 5-7 pm at Catalyst Campus Co-Lab Kitchen & Railyard.

RSVP Now ?

Upcoming Challenges AF CyberWorx Jan News

THE AIR FORCE CHALLENGE

Join AF Cyberworx and the Air Force Research Laboratory in the Vice Chief’s Challenge. 

AF Challenge VCC

The Vice Chief’s Challenge is an open competition to solicit innovative ideas to tackle Air Force level problems. This year’s challenge will take on Multi-Domain Operations (MDO). Submissions must be entered into the Air Force IdeaScale before February 28, 2019

Join Us ?

PRE-GAME PART TWO: EXPECTATIONS

PRE-GAME PART TWO: EXPECTATIONS

“Our thoughts about an event can have a dramatic effect on how we go through the event itself.” –Martha Beck, life coach

Any time a group of people are about to embark on a new goal, there are expectations. As much as motivational quotes talk about having no expectations, they still exist in one form or another. A major part of the initial event planning is expectation management. Stakeholders have in mind what they think AF CyberWorx can do and will do. At the same time, the facilitation team has specific things they hope the stakeholders and participants will do. Sometimes the mystery continues on until the event itself. We hope this blog will work towards solving that mystery by setting realistic expectations.

When stakeholders request an event, they know the status quo is not working. They and the users they represent all have ideas of what might “fix” everything. Dr. Dan Padgett, a user experience designer on staff with AF CyberWorx, explains that the facilitation team does not “validate solutions they’ve already thought of.” Instead, they help with a process of thinking differently that gets the team to an answer. The key word being process. A problem solving event does not start with the solution. That being said, some participants and stakeholders come with the expectation that the AF CyberWorx team is going to either provide the answer to their problem or enable the idea they already have.

Vel Preston, Head of Innovation Design, explains it this way: “You scope a problem one way, and a lot of people come to the sprint who haven’t had the same background with new ideas. The group decides, ‘Well, we hadn’t considered that. Maybe we should scope this differently than we thought.’” The process AF CyberWorx guides event participants through leads experts and industry partners to refine the problem and find an impactful solution.

What the team thinks they’re going to fix at first may not be what needs to be focused on. Larry Marine, Lead UX Designer, explains why it’s necessary to lead participants away from their initial expectations as soon as possible: “Folks come in with a strong tendency towards the symptoms without fully understanding the problem.”

That being said, the facilitating team members are also not subject matter experts themselves. As Dr. Padgett says, “sometimes it takes participants a bit to realize that we’re there to facilitate the sprint, and that we’re not SMEs ourselves.” As designers, their specialty is facilitation and guiding teams to consider the user experience in their own designs. They are not experts in every field, nor are they experts on exactly what the stakeholders need to fix their problem. That’s why a group of experts from the field are brought together to solve the problem.

What AF CyberWorx cannot do for stakeholders is solve their problem. They will not immediately verify initial solutions before the process is followed, because they don’t know the current system well enough to say “yea” or “nay.” What we can do is assist a special focus team towards finding a desirable and feasible solution. We can provide facilities with a workspace, tools, and facilitators to make problem solving easier. We also provide networking with industry partners to broaden the knowledge and capabilities of the DoD talent pool. We facilitate improvement and growth, but the subject matter experts in the field are the real heroes that do the work.

Of course, expectations go both ways. Jayleen Guttromson-Johnson, Program Manager, lays out the AF CyberWorx expectations succinctly: “We expect full-time commitment while [participants are] in the design sprint. No email, phone calls, or disappearances. Also, be open to living with the uncomfortable. Our process isn’t like what most people are used to, so just trust the process.”

Stakeholders request AF CyberWorx facilitation and capabilities. We’re here for the team’s success. Let us help turn problems into solutions that go beyond simple expectations.

PRE-GAME PART THREE: PROJECT LOGISTICS

PRE-GAME PART THREE: PROJECT LOGISTICS

Written By: Author

What do hotels, food, security, and video recording have in common? They’re all part of the chain of logistics that happens behind the scenes before a successful event. The AF CyberWorx logistics guru is Cheyenne Ellis. She does more than just gather and send out a hotel list and coordinate access badges and video recording of the event outbrief. She also lines up transportation into the secure location where events are held, builds baskets with supplies for each breakout team, coordinates with our support team for food delivery, ensures buildings and elevators are accessible, and a myriad of other small details to let participants and the team focus their energy on the problem being worked during the event.

For her to be successful, though, she needs the cooperation of stakeholders and participants involved in the event. She says the most important thing she needs is for participants to fill out the requested information as quickly and accurately as possible. Otherwise, she may be unable to help, constrained by security or other deadlines. “We’re very strategic on what we ask for. We’re doing this because we need to.”

The place to give information is through the portal every participant is directed to at registration. The information provided allows Cheyenne to acquire security badges, lets her know if there are any food allergies (or preferences), as well as gives contact information in case there’s a last-minute change or weather issues to ensure participant safety and comfort. Without the proper information, we can’t get you on base, get you access badges, and through security to attend the event.

It’s critical that participants read the information they’re given before arriving on base for an event. It may involve what to bring (and not bring), base visitor hours, directions to the parking area, shuttle transportation, and how to navigate the maze of hallways to AF CyberWorx.

For stakeholders, the most important thing is to be involved and responsive, even if they are unable to attend the event. The best results happen when stakeholders give fully fleshed-out directions including their goals and a fully formed problem statement. Not only do these give the problem-solving team direction, they keep the stakeholder in the loop with what’s going on. The stakeholder is a critical part to shaping the way forward to a solution. Having involved stakeholders helps the event run smoother from the beginning all the way through approving implementing changes identified by the project teams.

AF CyberWorx does as much work behind the scenes as possible to make a design sprint run as smoothly as possible. Without cooperation from participants, however, that work is difficult. Be prepared with your end of the logistics and we will be that much more effective at designing a solution!

ABOUT THOSE TPS REPORTS!

Photo: Shot from Office Space

AF CyberWorx is focusing on Human-Centered Design for the month of October. It’s the secret ingredient of all that we undertake and can be an extremely valuable addition to most processes. Please follow us on social media to gain more insight into the value of Human-Centered Design and enjoy this week’s blog post by our lead UX/UI designer, Mr. Larry Marine!

ABOUT THOSE TPS REPORTS!

Anyone familiar with the cult classic Office Space will immediately recognize the TPS report. In the movie, the TPS report represented a comedic nod to the ubiquitous report generator common to pretty much every office software system. But while they are common, report generators are one of the most poorly designed tools in the UX domain.

The next evolution of the report generator has been the equally common dashboard. That multifaceted screen festooned with neon progress bars; red, yellow, and green speedometers; and blinking lights; all shiny objects that attract your attention, but don’t really do anything for you. Though both of these tools have become common solutions in software and web design, they fail to solve the users’ real problems.

Ask yourself this simple question: What will the user do with the report or the dashboard? Will they read it? Look for something? What kind of something?

Users tend to look for two things in a report or dashboard: trends and exceptions. Why? Because these are the two things that demand attention and action. But what action?

A key design tenet that I promote at the Air Force CyberWorx is every design should focus on leading to a contextually appropriate action. Avoid relying on the user to understand the problem or figure out what action to take. Lead them to the right action.

Since every trend or exception may require a unique action, a good UX design would provide the right action(s) appropriate for each item. For instance, rather than merely reporting that a sales rep is not meeting his numbers, a sales management system could incorporate a codified sales formula and compare the rep’s actions to that formula, noting any deviations and alerting the rep to perform any missing steps that are known to improve sales activities.

Example: it may be known that 80% of all sales come from a rep’s top 10 customers, but only if the rep meets with those customers at least 3 times per year. The system may know that the rep has only met with 4 of those customers and then suggest that he meet with the other customers soon.

The point is that dashboards and report generators themselves don’t incite action. The users are left to figure out what to do on their own. That adds a lot of cognitive burden onto the users, and there’s little reason to believe that every user will have the same response to every anomaly. The real design challenge is to incorporate the knowledge to define the problem for the user and then perform the correct action to address the specific trend or exception and to promote the right action for each trend or exception.

Think how differently your job would be if your dashboard synthesized the data, presented actionable insights, and then provided buttons to effect the correct actions.

This action-oriented design approach is a key focus at AF CyberWorx. Good UX design is more than just putting a pretty face on a dashboard, it’s about inciting the right actions to solve a specific problem.

*The postings on this blog reflect individual team member opinions and do not necessarily reflect official Air Force positions, strategies, or opinions.