# Beyond Designers: Building a Culture of UX Through a Playbook — Sarah Fennelly, Rachael Wilson — session 2026-08-27T03:30:00.000Z → 2026-08-27T04:00:00.000Z _431 transcript lines · 92 slides_ ## Transcript publishers on multimillion dollar subscriptions. So some of the examples of services the library provide are open publishing, so including open educational resources such as eText books, research support for grants, PhDs and scientific research, we do teaching and learning support for students, academics, and professional staff. We do have extensive public programs and designing complex exhibitions that show Deakin research and student work, and the list goes on. In the library, we're fortunate to have a dedicated experienced design team which incorporates expertise in UX research, visual design, content allowing us to offer an end to end design support for the library. We also have learning design service design and communications capabilities sitting within other teams within the library. So we have this great expertise in the library but we can't do everything and one of our biggest challenges was UX appetite outweighing our resource capacity. So which when you think about it is actually a really good problem to have. Leadership identified that UX should form a core driver for library experiences, but due to resourcing, we needed a way to uplift and enable our colleagues who have little or no formal UX training to enable them to embed UX practice in their work. Within, with limited time and resources, you know, how do we enable teams or individuals to consistently deliver those great user experiences? Well, our strategic UX leader at the time recommended a playbook could help solve this issue along with a handful of other recommendations in her late twenty twenty three strategic So to address this challenge, we formed a cross disciplinary project team made up of expert designers from across the library. So we framed our presentation today using the same process we follow in our projects, which is the double diamond approach. So let's start with discover. But before we delve in, I have a question for the audience here today. To test your academic library knowledge. So which one of us up here is the librarian? Can I get a show of hands if you, hands up if you think it's me and hands down if you think it's Rach? Think you're tricking Facebook. No. I don't think we are. If you said right, you would be correct. It's me. And many people probably don't realize that, in Australia, professional librarians require generally an accredited university degree to become a librarian. Doesn't have to be a graduate though. Oh, sorry. Bachelor's. It can be a post grad or a master's. So as a project group, we began by examining the problem statement. Which was across the library, different teams were designing content, service and learning experiences, but there was no shared approach. So for each each team, was working in isolation. So some had developed their own methods whilst others were starting from scratch every time. This led to a duplicated effort, inconsistent user experiences, and really a lack of cohesion across our offerings. We also heard clearly from staff that they wanted better tools and guidance support their design work, with something practical, accessible and aligned with how they actually work. So what is a playbook? We had no idea. According to the Oxford Dictionary, the term playbook has three meanings. Firstly, a book containing the text of play or plays. Secondly, a book of games and activities for children. And finally, originally from North American football, a manual containing different plays and strategies. So players study it to understand their roles and execute coordinated strategies. So We also came across a really great, definition from Mark Delgano's Medium article which we adopted which describes the playbook simply as a manual for how some things get done in those bits of an organization. And this definition resonated with us it's quite practical and it was flexible and it really focused on enabling teams and individuals to work with clarity and consistency. So after receiving the discovery brief, we began with the preliminary environmental scan and research to explore playbook explore playbooks developed by institutions similar to ours. So we found some fantastic government initiatives like the Queensland Government's digital Services Design Playbook and the Victorian Government Human Centered Design Playbook. As well as the industry kind of experts like Google's Design Sprint methodology and also other internal Deakin departments, resources, and toolkits. And we found both government resources had really clear and instructions or well structured information architecture. The digital services design playbook really impressed us with its methodology first approach. And it clearly explained the design framework and listed relevant design plans and whilst placing key information upfront on each page. And this really gave us some fantastic ideas on how we might be able to structure some of that information that we provided. So now in onto the defined stage, but before I continue, let's do another quick or truth. So, the question is, for you and the audience, academic libraries can only be accessed by university staff or students. Hands up if you think that's the truth and hands down if you think that's false. Well, if you said false, you'd be correct. So most academic libraries are open to the public. So next time you are visiting or going past a university, pop in and go and see the library. So how did we, start to define this work? Well, at the start of the workshop, we brought together everything that we've learned so far. So we had, we shared the environmental scan that we conducted. We also took time to look at the library design resources that were already in circulation. So things like our library design system, our good practice for library study guide design, communications handbook, and our data and insights hub. To understand how that playbook would connect and intersect with them. As we worked through this, a couple of really important dependencies became clear. The library Internet project that we had at the time and a number of concurrent service reviews. That were underway already. And these kinda really shaped our thinking particularly around the timing and how the playbook would integrate into the broader digital ecosystem. We also defined what we needed from the platform. So it really needs to be easy to access, simple to maintain, it need to be enterprise, it need to be scalable over time. And with an ability to support multiple contributors and also expand access beyond the library. When, we then identified our core users. So our primary audience, was the library staff who were designing experiences across research, learning, teaching, digital search, and physical spaces. As well as ourselves, the expert designers. And our secondary users included team leads and others who would help embed the playbook into workflows. But one of our most important outcomes from the workshop was actually realizing that we, were working with a hell of a lot of assumptions. We had a really we had really strong ideas about what people needed but we didn't yet have enough evidence or shared clarity to confidently move forward. So to validate those assumptions, we mapped out exactly what we wanted to learn from library staff and the question that we needed answered. So we were, particularly interested in understanding the experiences people were creating, the outputs they were designing, and the tools and resources they used, and the challenges that they encountered along the way. We recruited 16 library staff members who were actively designing experiences across those six identified experience areas. So And because there was a lot of nuance in what we were exploring, we decided interviews be the most appropriate research method. We wanted people to be able to provide context and explain their workflows and to talk through the challenges they faced in their own words. So interviews gave us that flexibility to dig deeper and explore the areas that we hadn't anticipated. So Given the size of the project team, we took a really divide and conquer approach and this also created a really great opportunity for some team members who were really interested in 10 templates around our interview themes and we gave interviewers the flexibility to either take notes during the session or work from a transcript afterwards. And having all that data in one place really meant that we could easily cope responses and identify patterns and run affinity mapping sessions across the team. And as we synthesize the interviews, we also map the different types of experiences staff were creating along with the output that they were producing to support those experiences. So what was quick quickly affirmed was the breadth of design work happening across the library by people who didn't actually see themselves as formally designing an experience. So several common challenges emerged. Staff told us they were spending a lot of time hunting for information across multiple resources. Processes varied depending on the team or individual, creating inconsistency and uncertainty, and many people weren't always sure whether the work that they were doing counted as design and where to go for help. And like most organizations, high workloads meant that there was little, time to explore new approaches. But we also had very, clearly we also heard a very clear vision of what staff wanted. They wanted a single place to access design resources and guidance, beyond a repository of documents. They wanted a resource supported different ways of working, whether that was searching or browsing or learning from examples or following step by step instructions. And they really wanted examples of activities that they could do at each stage of the double diamond design process. They also wanted support that felt relevant to their context with access to design expertise when more specialized guidance was required. One particular, one participant described it as wanting to contain everything a staff member would need to create an experience. So together these insights gave us a clear set of requirements and uses stories that form the foundation of the playbook to help guide us, in the next stage of design. So I'm gonna hand over to Rach, who's gonna talk you through the design and deliver phases. Thanks. But first, another quick question. What do all of these people have in common? Former first lady Laura Bush, the author of Alice's Adventures in Wonderland, Lewis Carroll, Chairman Mao Zedong, and the first FBI Director, J Edgar Hoover. Shout out the answer. Probably a theme. No. Maybe. They all either worked in libraries or studied library management. But they probably do have a library lined up for them as well. I do agree with that. Should I into the design. Our guiding principles were using clean and simple design to reduce cognitive load, having intuitive navigation, offering easy access points to frequently access resources and grounding concepts of the playbook in universal and library specific context really helped shape the UI and content design. We used the low fidelity prototypes to figure out the information structure on the page. Of all the different pages, what supporting content would be required, how the information would be presented and the relationships between pages and how we anticipated people would actually interact with the playbook. All whilst keeping in mind the constraints of our chosen platform, SharePoint, and other resources that we had already developed to support staff. Such as our library design system, our data and insights hub and digital content management framework. And we really took inspiration from the fantastic work that the Queensland government did on their digital service design playbook. And found that the structure of their play page provided us with a really amazing design that we could adapt and build upon using the Creative Commons BY 4.0 license. This really helped us save time that we were able to dedicate right time to writing our content. And it's important to note that like any UX process, we it was really critical for us to contextualize the experience from that base that we had found to our own unique organizational perspective and what our exact user needs were. An example of that contextualization that we made was adding in difficulty levels, objectives, and values to the overview of our page designs so that we could support time poor users to scan and decide if content fitted their needs. All the content that we wrote, we obviously we wrote from scratch. Building on our user research, we spent a lot of time thinking about how also content should be framed and supported. One of the challenges was that many of our users had never encountered a Playbook before. So we couldn't assume that they would immediately understand how to use it. So to address this, we also included a dedicated getting started section to help users understand both the purpose of the resource and how to navigate it confidently. And we also wanted the playbook to reinforce good design practice without forcing people through rigid processes. So we organized the content around the stages of the double diamond design process. Allowing users to either follow the end to end approach or to simply dip in and use the place most relevant to their immediate needs. This was really similar to how most of the products that we discovered during the initial environmental scanning phase had also structured their playbooks. And we also included the purpose of each stage and what that was triggered by. For example, the purpose of the discover phase is to understand the problem or the need and it's usually triggered by an initial brief for us whether it be an email from the owner, a Jira ticket, a strategic project plan document. We ended up retaining the original sporting language to ensure consistency with other industry examples, and the language is that we used is roles which describe the people involved in an activity, Plays are the individual design activities and we include instructions on how to run those. And game plans are the collection of plays that can be combined to achieve a particular outcome or to create a specific type of experience. Every play again followed the same structure we included key information such as the value, who should be involved, the time required upfront, plus those step by step instructions and we use consistent formatting throughout the entire site. Again, that consistency was really important because it helped to reduce cognitive load and made the playbook hopefully easier to use and learn over time. Once we had our structure in place, the next challenge was creating content itself and very quickly we realized that we had way more topics and activities that we could include than realistically we had time to develop. Rather than trying to create everything at once, we prioritized the areas that our research told us would deliver the greatest value for our library users. So we initially focused on three of the most common experiences being created across the library. And they are creating a library study guide, creating a presentation, and undertaking a web content uplift. So these became our first three game plans and the individual activities that we would do part of those processes became the first sets of plays. And the game plans essentially become cheat sheets. For how to achieve a particular outcome. Our users really wanted best practice guide guidelines too on what to do during the different stages tailored to the experience that they were creating. So we added in explainers of what outcomes they might expect at the end of each design stage, such as touch points with any expert design staff, or processes that they may need to follow such as submitting a content draft to the platform owner for approval before proceeding to the next stage. The content development process was also very much a divide and conquer effort much like our user interviews. Members of the project team wrote plays based on their individual areas of expertise. Then once drafted, the content went through peer review. This was important for us because it helped to identify places where in instructions relied on specialist knowledge or assumptions that might not make sense to our intended audience. And then finally a language and tone of voice review was completed with support from our communication specialists. To ensure that the content felt cohesive regardless of who had written it. And the result was a strong foundation of content that could launch with the playbook while also creating a framework that allows us to continue to add content to the, playbook over time. Then happening concurrently to the content development and the low fidelity prototyping, our developers were busy creating a sandpit SharePoint site to ensure that the platform could meet our design and content needs in practice. Thankfully we've been able to learn from, from that practice in subsequent projects as well. Sarah, do you use Figma to build high fidelity prototypes using the Microsoft SharePoint design system. And this prototype was presented to both the project owner and sponsor at the time and we received approval to proceed to build. And at this point we also engaged with our library governance and strategic initiatives. Staff to make sure that we're aligning with endorsed library project management practices. And we actually had a few changes that came out of this discussion, including including simplifying or removing some place that we had originally drafted in the discovery phase. Those convos helped us understand more clearly the difference and crossover between project management and experience design, and how they support each other in getting projects done within our unique library context. And once the prototypes were finalized, we moved on to the delivery phase of the project. But first a question. We have all hopefully, just completed our census a couple of weeks ago. In the last census 2021, how many people do you think noted themselves as a librarian? So hands up for less than 5,000, hands down for more than 5,000. There were 6,400 people identified as librarian with almost 64% being female with a median age of 51 years old. So I've still got some time left. Into the build, we had thankfully set ourselves up for a really streamlined process. The web content and the page templates had already been verified and prepared. Which enabled the project team members to populate the site content which freed up the developers to focus on structure, navigation, and any customizations required. And this resulted in a really smooth transition from prototype to prod. We had minimal overheads and we actually had confidence that the platform could deliver what we needed to do both in like currently and in the future. Seeing the SharePoint site come to life did highlight some room for improvement in our IA design and some inconsistent language that we've missed which were easily rectified. Once it was mostly complete and built, we ran another informal check-in with five of the members from our original test group and again their feedback overall was positive with just a couple of minor iterations required. Once the Playbook was complete, we launched it to our senior leadership team and, received endorsement and finally we're able to launch it in March 2025, introducing it at an all staff meeting and supporting the rollout our internal communications and library news channels. But we knew that simply launching the playbook wouldn't be enough in our attempts to uplift stuff understanding and adoption of UX practices into their ways of working. Research had already highlighted that some staff would need onboarding and support to understand how the playbook could fit into their processes. So to achieve this, we ran ad hoc onboarding sessions and enablement activities, including presentations, guided walk throughs, and practical case studies. That demonstrated how the playbook could be applied to real library projects. We also developed targeted agnostic onboarding sessions for our strategic project leads. These were scheduled for the beginning of the year to coincide with our yearly, project kickoff cycle. However, they were canceled this year due to workshop fatigue. We the new approach recommended by the current product owner is to allow interested people to request this session instead. So we've seen encouraging signs of uptake across the organization. Particularly in several directorates that have that had already adopted using the double diamond framework into their ways of working. And they have found using the playbook, a practical tool, to support planning, decision making and, experience design activities. And my jam, like any digital asset the playbook will require consistent check ins, reviews, and management to ensure that it remains a highly usable and relevant resource. So we developed a a content management plan and put into place some basic content management practices. SharePoint isn't the greatest when it comes to, offering automated content management tools, but we did manage to create some workarounds. And we also have ongoing buy my review our usage and, think about any engagement and enablement activities that we need to think about. There we go. Lessons learnt and next steps. Like all good projects, we had quite a few things that worked well and some things that we could've done better. We really, were thankful in having a project team that had the right people in it, which meant that we could draw on the expertise spread across the library. And we really walked the talk in taking a user centered approach to developing this tool. And one of the byproducts being that we actually enhanced our own new expert UX expertise along the way. And rather than creating a theoretical resource, we're really proud of the accessible and practical nature of the Playbook and the guidance it provides. In terms of what we could have done better, we definitely missed identifying a couple of key stakeholders early in the piece that would have helped us better understand where that playbook sits alongside other library processes and documentation such as project management. And while we ran the project to the best of our ability, we experienced both strategic and project ownership and leadership gaps throughout the project, thanks to organizational restructures. Which ultimately impacted the circulation and advocacy of the product to the wider library. And like most of us, we were all juggling concurrent projects which made finding time to write content difficult especially without an enterprise AI tool which could have helped streamline that content review process in particular particular. And finally, the project team could have benefited from having specialized UX training in the early in the project to ensure that we were all working on a like a standard and uniform baseline understanding of end to end UX. So how's it tracking now? Since launching, we've surveyed our staff again and have discovered that awareness is generally high Most respondents that heard of the playbook and those that had used it described it as being valuable, useful and comprehensive. But what we learned also was that awareness doesn't automatically translate into adoption. And while staff could see the value of the resource, so I found it a little overwhelming at first and wanted more guidance on how to use it in practice. The other interesting finding was around the name itself. Library design playbook. Show of hands, who thinks maybe the word design was the issue here? Or maybe the word playbook? Playbook. Yeah. While the term design was broadly understood and well received, playbook generated more mixed reactions. And some staff connected with it immediately while others found it a little too corporate or strongly associated with sport. But ultimately though, there was no clear consensus on an alternative name and what this has reinforced for us is that it's not the name that's the problem, it's the socialization and adoption. So our biggest opportunity now is to continue to build capability, confidence, and familiarity so that the playbook becomes a natural part of how people work rather than simply a resource that they know exists. Alright. So what's next? We're currently surveying staff to get a better understanding of their adoptions. Adoption of the playbook and what if there any barriers exist. We also need to review the approach to socialization and plan to advocate for more tailor a more tailored approach to meet our user needs. We're also seeking allocated time to develop more playbook content to that support staff developing more experiences. So some of those, game plans we'd like to have a look at are things like creating simple things like creating a video, developing a visual identity and developing a communications plan. Overall this project has not only created a really valuable resource for the library but it's also reinforced our own understanding of competency in UX and design methodology. Through this pro, project, the project team was able to enhance their skills and build a greater understanding of how we work together and then how we each contribute to ensuring the library staff develop and deliver great user sets of library experiences. Pleasingly, we've also seen other areas of the university recognizing the value of the playbook specifically our enterprise UX team and the School of Communications and Creative who are now exploring the potential of teaching for the Playbook with the undergraduate cohort starting design thinking. So our presentation today was called Beyond Designers, Building a Culture of UX or Playbook. So did we build a culture of UX? Sort of. What the playbook has done is to help build a culture of UX, is by taking the expert design knowledge that we, as specialists, have and has made it accessible for library staff in a library shaped context. Taking it from being something a few designers do to something that a whole library can under Library staff now have a place to go for guidance and practical information. And for some staff, it's definitely helped them refine this, thinking to be more user first. But the playbook itself was never going to be the sole answer to building a culture of UX. When creating a culture, it's about changing the way people think and giving them knowledge in a really accessible way and bringing them along on the journey as an entire organization. So it can't be just done in isolation. It really needs to be a part of a much bigger strategy encompassing, the ways in which we work and we think as a whole. The playbook was never gonna be the entire solution, but it is one really important piece of the puzzle. So thanks again for, so much for having us and for this opportunity. Opportunity. We'll leave you with our amazing project team at Teakin Library as this project could not have happened without their expertise and enthusiasm for experienced design and UX. Thank you for having us today. Thank you. Thanks. We have a question sent through from Amy, who was asking if you could share any of your content management workarounds for SharePoint. Oh, absolutely. I thought I might get a question on that. Yes. There you go. And it's probably gonna go to our developers. But yeah, we've used power something to power power BI. I don't think it's power BI. It's like power automate something. Yes. Yes. Shoot through an email please, Amy. Yep. Yep. Email is out there. Yep. Excellent. Yep. Yep. Awesome. Amir, just here. Thanks. Thanks, guys. You're right, it's power automate. Yes. Question, so given first of all, congratulations on trying to democratize human centered design and user experience across Deakin. But given you said earlier that university libraries are accessible to the general public, Have you considered to externally publish your Playbook? For anybody within the world to be able to access? Is definitely something we've thought about. And it's the challenge is the enterprise platforms that we have available to us to be able to to enable all of us designers to be able to write this and add content to it, and still have it available. It's a really challenging environment in universities. The the platforms aren't really the greatest that we have access to at times. But it is something, yes, that sort of and that we would really obviously like to do. Yeah. It obviously speaks to the ethos of Yeah. Libraries as creating open and accessible content and knowledge. So So, yeah, it would be amazing. And we have luckily experts in our library as well that deal with copyright and kind of open educational resources. So it's something that we hope to we can do. So perhaps you'll see it alongside amazing government Fingers crossed. Sections. Yep. Yeah. Yeah. That is something we definitely like to talk about. You both very much. Thank you so much. Just before we go to the afternoon tea break, so ahead of the 2013 budget, Prime Minister at the time, Julia Gillard, gave her an interview with the ABC. And in it, she said that budgets are about choices. Famous line that she gave, budgets are about choices. Our governments make those choices all the time on our behalf about what they think we think is important. At the moment, you will probably be aware, Australia has now recorded its first, cases of the h five n one bird flu first cases of it crossing over into mammal population It's, been it's shown up in the fairy penguin population in Southern Victoria, and it's it's going to have all sorts of devastating impacts on those populations and it won't stop with those. A group of experts, from the various sort of scientific groups came together about a 160 of them, put forward a plan to the government for, a vaccination program to help really particularly, endangered or at risk ## Slides ### 00:00:09 # INSTITUTIONAL BACKGROUND [Three icons representing: a graduation cap with "61,000+ students", buildings with "6 campuses (Australia, India, Indonesia)", and three people with "140 Library staff".] ### 00:00:29 ## INSTITUTIONAL BACKGROUND - 61,000+ students - 6 campuses (Australia, India, Indonesia) - 140 Library staff [Three icons representing a graduate, buildings, and a group of people] ### 00:00:46 ### THE PROBLEM **UX Demand** ▲ **UX Capacity** ▼ - UX demand exceeded UX capacity - UX expertise existed - Not enough specialist resources - Need to empower staff "How do we enable everyone to deliver great experiences?" ### 00:00:49 ### THE PROBLEM **UX Demand** ▲ **UX Capacity** ▼ - UX demand exceeded UX capacity - UX expertise existed - Not enough specialist resources - Need to empower staff "How do we enable everyone to deliver great experiences?" ### 00:01:12 ## THE PROBLEM **UX Demand** ▲ **UX Capacity** ▼ - UX demand exceeded UX capacity - UX expertise existed - Not enough specialist resources - Need to empower staff "How do we enable everyone to deliver great experiences?" ### 00:01:33 ## DISCOVER STAGE DISCOVER | DEFINE | DESIGN | DELIVER [Logos for Deakin University and Deakin Library] ### 00:01:47 ## DISCOVER STAGE DISCOVER | DEFINE | DESIGN | DELIVER ### 00:01:53 # DISCOVER STAGE DISCOVER | DEFINE | DESIGN | DELIVER [Deakin University logo and Deakin Library logo] ### 00:02:15 # DISCOVER STAGE DISCOVER | DEFINE | DESIGN | DELIVER Deakin University Deakin Library ### 00:02:38 # DISCOVERY BRIEF No shared approach to design - Teams working in isolation - Inconsistent experiences - Duplicated effort Opportunity: Create a Library Design Playbook [Icon of three people in separate boxes] [Icon of scattered circles] [Icon of two opposing arrows] ### 00:03:02 ## WHAT IS A PLAYBOOK? > "A manual for how things get done in those bits of an organisation." — Mark Dalgarno [Circular image of a football field with a clipboard] ### 00:03:23 ## WHAT IS A PLAYBOOK? > "A manual for how things get done in those bits of an organisation." — Mark Dalgarno [Circular image of a green sports field with white lines and a blue clipboard] ### 00:03:45 # ENVIRONMENTAL SCAN We learned from proven playbooks. - Clear guidance - Strong IA - Practical methods [Image of a book cover titled "Human-centred design playbook" with the subtitle "For public servants who are designing, procuring or managing human-centred design projects". The cover features a dark blue background with a pink geometric shape at the bottom.] ### 00:03:47 ## ENVIRONMENTAL SCAN We learned from proven playbooks. - Clear guidance - Strong IA - Practical methods [Cover of the "Human-centred design playbook" document, subtitled "For public servants who are designing, procuring or managing human-centred design projects"] ### 00:04:09 # ENVIRONMENTAL SCAN We learned from proven playbooks. - Clear guidance - Strong IA - Practical methods [Cover of a document titled "Human-centred design playbook" for public servants, version 3.0] ### 00:04:30 # DEFINE STAGE DISCOVER | **DEFINE** | DESIGN | DELIVER [Deakin University logo and Deakin Library logo] Deakin University CRICOS Provider Code: 00113B ### 00:04:46 # DEFINE STAGE DISCOVER | DEFINE | DESIGN | DELIVER [Logos for Deakin University and Deakin Library] ### 00:04:50 # DEFINE STAGE DISCOVER | DEFINE | DESIGN | DELIVER Deakin University | Deakin Library Deakin University CRICOS Provider Code: 00113B ### 00:05:14 # DEFINE WORKSHOP - User groups defined - Existing resources mapped - Platform requirements identified We realised we had too many assumptions. [Collage of workshop boards covered with colorful sticky notes, showing various activities like "Business Impacts Activity", "Design principles", and "User group 3"] ### 00:05:35 # DEFINE WORKSHOP - User groups defined - Existing resources mapped - Platform requirements identified We realised we had too many assumptions. [Several workshop boards covered with colorful sticky notes, showing activities like "Business Impacts activity", "Design principles", and "User group 3"] ### 00:05:47 # DEFINE WORKSHOP - User groups defined - Existing resources mapped - Platform requirements identified We realised we had too many assumptions. [Image of several whiteboards or large sheets of paper covered with numerous colorful sticky notes, indicating a workshop activity like brainstorming or affinity mapping.] ### 00:06:09 # DEFINE WORKSHOP - User groups defined - Existing resources mapped - Platform requirements identified We realised we had too many assumptions. [Several whiteboards and sheets of paper covered with colorful sticky notes, indicating a workshop activity] ### 00:06:29 # DEFINE WORKSHOP - User groups defined - Existing resources mapped - Platform requirements identified We realised we had too many assumptions. [Collage of several workshop boards covered with colorful sticky notes, some with dots for voting, titled "Business Impacts activity", "Design principles", "User group 3", and "Happy path"] ### 00:06:48 # USER RESEARCH - 16 staff ▸ Interviews ▸ Themes ▸ Insights - Goal: Validate assumptions ### 00:06:49 ## USER RESEARCH - 16 staff ► Interviews ► Themes ► Insights Goal: Validate assumptions [Flow diagram showing a progression from 16 staff to interviews, then themes, and finally insights] ### 00:07:10 # USER RESEARCH - 16 staff ► Interviews ► Themes ► Insights Goal: Validate assumptions ### 00:07:30 ## USER RESEARCH 16 staff ▶ Interviews ▶ Themes ▶ Insights Goal: Validate assumptions ### 00:07:46 # RESEARCH FINDINGS ## Interview 1 - **Theme 1: The purpose** - **Theme 2: The process** - **Theme 3: The challenges** - ### 00:07:50 # RESEARCH FINDINGS ## Interview 1 [Qualitative data analysis showing categories (black boxes) and associated responses (blue and yellow boxes)] ## Interview 2 [Qualitative data analysis showing categories (black boxes) and associated responses (blue and yellow boxes)] [Logo for Deakin University Library] [Diagram showing two columns, "Interview 1" and "Interview 2", each with several black-boxed categories and multiple small ### 00:08:14 # RESEARCH FINDINGS - Finding information was difficult - Resources scattered - Inconsistent ways of working - Different teams, different approaches - What staff wanted - One trusted place for design guidance [Icon of a magnifying glass] [Icon of two figures with a tangled line representing inconsistency] [Icon of a central dot connected to four surrounding circles, representing a single trusted source] ### 00:08:35 # RESEARCH FINDINGS ### Finding information was difficult - Resources scattered ### Inconsistent ways of working - Different teams, different approaches ### What staff wanted - One trusted place for design guidance [Icon of a magnifying glass] [Icon of two figures with a tangled line between them] [Icon of four circles connected to a central dot] ### 00:08:47 # RESEARCH FINDINGS ### Finding information was difficult - Resources scattered ### Inconsistent ways of working - Different teams, different approaches ### What staff wanted - One trusted place for design guidance [Icon of a magnifying glass] [Icon of two stick figures with a tangled line between them] [Icon of a central dot with four radiating lines to smaller dots] ### 00:09:09 ## RESEARCH FINDINGS > "To contain everything a staff member would need to create an experience". > - Library staff member ### 00:09:29 # DESIGN STAGE DISCOVER | DEFINE | DESIGN | DELIVER Deakin University | Deakin Library ### 00:09:46 # DESIGN STAGE DISCOVER | DEFINE | DESIGN | DELIVER Deakin University Deakin Library Deakin University CRICOS Provider Code: 00113B ### 00:10:09 ### LOW FIDELITY PROTOTYPE - Home page - Navigation > As a user I need a tool that is holistic and flexible so that I can design multiple different types of experiences. > As a user I need to build my understanding of the design process so that I can successfully embed design thinking into my work and contribute to the implementation of the library UX plan. > As a user I need to have easy access to university design resources so that I can design on brand experiences quickly. [Low-fidelity wireframe of a "Library design playbook" homepage, showing various content sections and quick links. Arrows connect user needs statements to specific areas of the prototype.] [A sticky note on the prototype reads: "Quick links to the tools that have been identified in the interviews as most used"] ### 00:10:31 # LOW FIDELITY PROTOTYPE - Information architecture - User pathways [Diagram showing a low-fidelity prototype's information architecture and user pathways, with multiple interconnected screen wireframes] ### 00:10:45 # LOW FIDELITY PROTOTYPE Platform constraints and other library resources - Library Design System - Data and Insights Hub - Digital Content Management framework [Screenshot of the "Library Design System" website] [Screenshot of the "Data and Insights Hub" website] [Screenshot of the "Digital Content Management" website] ### 00:10:51 # LOW FIDELITY PROTOTYPE Platform constraints and other library resources - Library Design System - Data and Insights Hub - Digital Content Management framework [Screenshot of the "Library Design System" website] [Screenshot of the "Data and Insights Hub" website] [Screenshot of the "Digital Content Management" website] ### 00:11:12 # LOW FIDELITY PROTOTYPE ## Play page - Content structure [Wireframe diagram showing three sections: "What you need" with sub-points "On-line" and "In person"; "Instructions" with sub-points "Preparing", "Running", and "Next steps"; and "Resources"] ### 00:11:33 # LOW FIDELITY PROTOTYPE ## Play page - Content structure [Empty white rectangle placeholder for a visual] ### 00:11:47 # LOW FIDELITY PROTOTYPE ## Play page - Content structure ### Outcomes ### What you need - On-line - In person ### Instructions - Preparing - Running - Next steps ### Resources [Wireframe diagram showing the layout of a "Play page" with sections for Outcomes, What you need, Instructions, and Resources] ### 00:12:08 # CONTENT STRATEGY ### Users vision for the playbook - User interview summary report findings > "To contain everything a staff member would need to create an experience." - Cater to various ways of learning (videos, useful examples, step-by-step instructions) - Examples of activities at each stage of the 4D process - Link to existing systems and resources - Housed on a fit-for-purpose platform ### 00:12:30 # CONTENT STRATEGY Discover ▸ Define ▸ Design ▸ Deliver ## Discover Purpose: Understand the problem, build empathy, identify opportunities, and define the project scope and plan. Plays in discovery ### 00:12:47 # CONTENT STRATEGY Discover > Define > Design > Deliver ### Discover Purpose: Understand the problem, build empathy with users, identify opportunities, and align project plan. **Plays in ### 00:12:54 # CONTENT STRATEGY Discover > Define > Design > Deliver ### Discover Purpose: Understand the problem, build empathy with users, identify opportunities, and align project plan. **Plays in ### 00:13:18 # CONTENT STRATEGY - **Roles** describe the people involved in an activity. - **Plays** are the individual design activities, with clear instructions on how to run them. - And **Game Plans** are collections of plays that can be combined to achieve a particular outcome or create a specific type of experience. The description has been adapted from the Queensland Government's Digital Service Design Playbook (https://www.forgov.qld.gov.au/service-design-and-delivery/design-public-services/digital-service-do...) which is licensed under a [CC BY 4.0](CC BY 4.0) ### 00:13:39 # CONTENT STRATEGY - **Roles** describe the people involved in an activity. - **Plays** are the individual design activities, with clear instructions on how to run them. - And **Game Plans** are collections of plays that can be combined to achieve a particular outcome or create a specific type of experience. The description has been adapted from the Queensland Government's Digital Service Design Playbook (https://www.forgov.qld.gov.au/service-design-and-delivery/design-public-services/digital-service-de...) which is licensed under a [CC BY 4.0](CC BY 4.0). ### 00:14:03 # CONTENT DEVELOPMENT ## Library study guide ### Screenshot of "A Research and Strategies" document ## Library presentation ### This template allows for a drag and drop image into the blue triangle. - Supporting text ## Web content uplift ### Screenshot of a website with a search bar "Search books, articles, unit codes and more" [Screenshot of a web page titled "A Research and Strategies" with a circular diagram] [Screenshot of a presentation slide template featuring a modern building with glass facades within a blue triangle] [Screenshot of a website homepage with a search bar, "Popular databases" section, and other content blocks] ### 00:14:26 ## CONTENT DEVELOPMENT ### Library study guide Screenshot of a web page titled "A Framework and Strategies". ### Library presentation > This template allows for a drag and drop image into the ### 00:14:46 # CONTENT DEVELOPMENT - Game plan wireframe This stage is completed alongside a Learning Designer, after approval by the PDLs. The Learning Designers will also validate the information provided in the discover stage. These plays form the basis of the discover/define workshop. **Recommended plays for Define** This stage is completed primarily by yourself with support and reviews from a Learning Designer. **Recommended plays for Design** [A document-like wireframe showing two blocks of text] ### 00:14:49 # CONTENT DEVELOPMENT - Game plan wireframe This stage is completed alongside a Learning Designer, after approval by the PDLs. The Learning Designers will also validate the information provided in the discover stage. These plays form the basis of the discover/define workshop. Recommended plays for **Define** This stage is completed primarily by yourself with support and reviews from a Learning Designer. Recommended plays for **Design** ### 00:15:14 # CONTENT DEVELOPMENT Prioritise ▶ Write ▶ Review ▶ Refine Simple workflow [Flow diagram showing steps: Prioritise, Write, Review, Refine, connected by purple arrow icons] ### 00:15:34 # CONTENT DEVELOPMENT Prioritise ▶ Write ▶ Review ▶ Refine Simple workflow [Workflow diagram showing a sequence of steps: Prioritise, Write, Review, Refine] ### 00:15:47 ## CONTENT DEVELOPMENT Prioritise ▶ Write ▶ Review ▶ Refine Simple workflow [Flow diagram showing the steps: Prioritise, Write, Review, Refine] [Deakin University Library logo] ### 00:16:09 ## HIGH FIDELITY HOMEPAGE [Screenshot of a SharePoint page titled "Library Design Playbook"] ### 00:16:34 # HIGH FIDELITY PLAY PAGE ### Preparation Lightning talks are great to use at the beginning of a definitions workshop to help set the scene. The speaker's goal is to provide a rapid overview that is highly relevant to the purpose, objective, and goals of the experience you are designing. You should have at least two speakers; each speaker should cover a different topic. This ensures participants in the workshop get a broad overview of a range of relevant perspectives, objectives, current state and insights. Make sure you choose speakers who can cover the relevant topics, you may find a speaker covers multiple topics. ### Invite your participants Let the speaker know at least two weeks before your workshop what will be required of them. Include a workshop running sheet and note when they will be speaking. Link to running sheet template. When you invite a person to be a speaker ensure you let them know how long they will be speaking for. If you are using a slide deck, ask the speaker what they might need put on their slide. Tip: You can include screen grabs or examples of current state, for example: A screen grab of the resource guide you are wanting to update. - Running the play - Next steps ### 00:16:48 # HIGH FIDELITY PLAY PAGE ### Objective A lightning talk is short informal presentation that provides participants with a broad overview of a topic. ### Value It is a great way to start a definitions workshop, as it gives context to the workshop participants and sets the scene. ### What you need #### In-person - PowerPoint - Meeting room - Print outs of the current state (if required) #### Online - PowerPoint - Teams/Zoom meeting - Links or screen grabs of the current state (if required) ### Instructions #### Prepare the play ##### Preparation ... ### 00:17:11 # DELIVER STAGE DISCOVER | DEFINE | DESIGN | DELIVER [Deakin University logo and Deakin Library logo] ### 00:17:33 # DELIVER STAGE DISCOVER | DEFINE | DESIGN | DELIVER DEAKIN UNIVERSITY | DEAKIN LIBRARY ### 00:17:47 # BUILD ## Final peer reviewed content document ### Play - Defining success - Prep time: 5 minutes - Run time: 15-30 minutes - People: ### 00:17:54 # BUILD ## Final peer reviewed content document ### Play - Defining success - Prep time: 5 minutes - Run time: 15-30 minutes - ### 00:18:18 # BUILD ## Final peer reviewed content document ### Play – Defining success - **Prep Time:** 5 minutes - **Run Time:** 15-30 minutes - **People:** 1+ - **Difficulty:** Medium - **Design Process Stage:** Define - **Objective:** - Note down how you would tangibly measure the impact or success of your project. - **Value:** - Defining your measures of success now, helps you plan how you will determine your project was worthwhile! ### WHAT YOU NEED - **In person:** - Butcher's paper - Blue-tac to hang **Business project (Post-it notes)** - Pens or markers - **Online:** - **Miro board to template** ### Instructions - **Prepare the play** - **Miro board** - In-person: Gather your supplies ### 00:18:42 # LAUNCH, SOCIALISATION & ADOPTION Home page > Game plan > Play ## Quick links ### Library resources - Library Masterbrand logo and templates - Data and Insights Hub - Library Design System - Digital Content Management Framework - Communications Playbook - Copyright - Library UX plan - Library UX Insights (Dovetail) - Good practice for LibGuide design - Project management training and tools - Campus Library Signage ### Library discover/define workshop templates - Miro board template: Define activities - Discover/define workshop powerpoint template - Discover/define workshop running sheet template - Discover/define workshop running sheet template example ### University resources [Image of a maze-like pattern labeled "Deliver plays"] [Image of people working on a large paper game board labeled "Example game plan"] ### 00:18:45 # LAUNCH, SOCIALISATION & ADOPTION Home page > Game plan > Play ## Quick links ### Library resources - Library Masterbrand logo and templates - Data and Insights Hub - Library Design System - Digital Content Management Framework - Communications Playbook - Copyright - Library UX plan - Library UX Insights (Dovetail) - Good practice for LibGuide design - Project management training and tools - Campus Library Signage ### Library discover/define workshop templates - Miro board template: Define activities - Discover/define workshop powerpoint template - Discover/define workshop running sheet template - Discover/define workshop running sheet template example ### University resources [Image of a maze-like pattern labeled "Deliver plays"] [Image of people working on a large paper game board labeled "Example game plan"] ### 00:19:07 # LAUNCH, SOCIALISATION & ADOPTION Home page > Game plan > Play ### Deliver This stage is completed primarily by yourself with support and reviews from a Learning Designer. ### Quick links #### Library resources - Digital content management - Comms playbook - Copyright - UX Insights hub - Good practice for LibGuide design - Embedding UX - Library Design System #### University resources [Four small images illustrating stages: a laptop, a fan of color swatches, hands giving thumbs up, and a hand holding a star rating.] ### 00:19:29 # LAUNCH, SOCIALISATION & ADOPTION Home page > Game plan > Play ### Time: 10 minutes - Brief the group and provide a summary of the project (problems explored, ### 00:19:48 # LAUNCH, SOCIALISATION & ADOPTION ### Home page > Game plan > Play - Library Masterbrand logo and templates - Communications Playbook - Project management training and tools - ### 00:19:52 # LAUNCH, SOCIALISATION & ADOPTION Home page > Game plan > Play - Library Masterbrand logo and templates - Communications Playbook - Project management training and tools - Data and Insights Hub - Copyright - Library UX plan - Library Design System - Library UX Insights (Dovetail) - Campus Library Signage - Digital Content Management Framework - Good practice for UX/UI guide ### Library discover/define workshop templates - Miro board template: Define activities - Discover/design workshop powerpoint template - Discover/define workshop running sheet template example ### University resources - Digital accessibility - AssetBank - Deakin Design System - Deakin Curriculum Framework - Deakin Editorial Style Guide - Deakin Design Principles - Digital Services - Experience Design Center for Enablement - Deakin wordmark development guide ### Get help Need help with the playbook? Want to request a new play, or a 'show and tell' session for your team? Contact the **Experience Design team**. The structure of this Playbook has been adapted from the Queensland Government's Digital Service Design Playbook. ### 00:20:15 # ONGOING MANAGEMENT ## Automated content review notification Hello, here is a list of your Playbook pages that are due or overdue for review. Please review each page to ensure everything is still accurate, all links work, etc. Once you have reviewed a page and are happy with the content, you need to update the audit date to stop receiving these emails. To do this, go to the reviewed page > Edit page > Page details (cog in top menu) > Date of audit, and set the date to six months in the future. If you have any queries or questions regarding your pages, contact the E+D leads or post in the Playbook Teams channel. Thanks for contributing your expertise to such a valued resource for the Library! | Editor | Title | Link | Audit Date | Author | | :------------ | :------------------------------------------ | :--- | :--------- | :-------------- | | | Play - Lightning talks | Link | 2026-06-12 | Lisa Yeatts | | | Play - Priority user groups | Link | 2026-06-03 | Rachael Wilson | | | Play - User stories | Link | 2026-06-08 | Rachael Wilson | | | Play - Delivery method/platform choice | Link | 2026-06-12 | Rachael Wilson ### 00:20:39 # ONGOING MANAGEMENT ## Automated content review notification Hello, here is a list of your Playbook pages that are due or overdue for review. Please review each page to ensure everything is still ### 00:20:45 # ONGOING MANAGEMENT ## Automated content review notification Hello, here is a list of your Playbook pages that are due or overdue for review. Please review each page to ensure everything is still ### 00:21:10 # LESSONS LEARNED ## What worked - Cross-functional team - User-centred approach - Practical guidance ## What we'd do differently - Earlier stakeholder involvement - Stronger ownership - More enablement and adoption support ### 00:21:32 # LESSONS LEARNED ### What worked - Cross-functional team - User-centred approach - Practical guidance ### What we'd do differently - Earlier stakeholder involvement - Stronger ownership - More enablement and adoption support ### 00:21:47 # LESSONS LEARNED ### What worked - Cross-functional team - User-centred approach - Practical guidance ### What we'd do differently - Earlier stakeholder involvement - Stronger ownership - More enablement and adoption support ### 00:22:08 # LESSONS LEARNED ### What worked - Cross-functional team - User-centred approach - Practical guidance ### What we'd do differently - Earlier stakeholder involvement - Stronger ownership - More enablement and adoption support ### 00:22:29 # LESSONS LEARNED ### What worked - Cross-functional team - User-centred approach - Practical guidance ### What we'd do differently - Earlier stakeholder involvement - Stronger ownership - More enablement and adoption support ### 00:22:47 # LESSONS LEARNED ## What worked - Cross-functional team - User-centred approach - Practical guidance ## What we'd do differently - Earlier stakeholder involvement - Stronger ownership - More enablement and adoption support ### 00:22:48 # LESSONS LEARNED ## What worked - Cross-functional team - User-centred approach - Practical guidance ## What we'd do differently - Earlier stakeholder involvement - Stronger ownership - More enablement and adoption support ### 00:23:09 ## LESSONS LEARNED ### What worked - Cross-functional team - User-centred approach - Practical guidance ### What we'd do differently - Earlier stakeholder involvement - Stronger ownership - More enablement and adoption support ### 00:23:30 # LESSONS LEARNED ## What worked - Cross-functional team - User-centred approach - Practical guidance ## What we'd do differently - Earlier stakeholder involvement - Stronger ownership - More enablement and adoption support ### 00:23:47 # NEXT STEPS - **Survey staff** - Better understanding - **Socialisation** - Tailored approach - **New content** - Dedicated resourcing [Icon of a clipboard with a checklist and a pencil] [Icon of a person presenting to a small group of people] [Icon of two document folders with a plus sign] ### 00:23:50 # NEXT STEPS - **Survey staff** - Better understanding - **Socialisation** - Tailored approach - **New content** - Dedicated resourcing [Icon of a clipboard with a checklist and a pencil] [Icon of a person presenting to a small group of people] [Icon of two document folders with a plus sign] ### 00:24:11 # NEXT STEPS - **Survey staff** - Better understanding - **Socialisation** - Tailored approach - **New content** - Dedicated resourcing [Icon of a clipboard with checkmarks and a pencil for "Survey staff"] [Icon of a group of people in front of a whiteboard for "Socialisation"] [Icon of stacked documents with a plus sign for "New content"] ### 00:24:32 # NEXT STEPS - **Survey staff** - Better understanding - **Socialisation** - Tailored approach - **New content** - Dedicated resourcing [Icon of a clipboard with a checklist and pencil] [Icon of a group of people in front of a whiteboard] [Icon of a folder with a plus sign] ### 00:24:48 # NEXT STEPS ### Survey staff - Better understanding ### Socialisation - Tailored approach ### New content - Dedicated resourcing [Icon of a clipboard with a checklist and pencil] [Icon of a group of people in front of a screen] [Icon of stacked documents with a plus sign] ### 00:24:52 # NEXT STEPS ### Survey staff - Better understanding ### Socialisation - Tailored approach ### New content - Dedicated resourcing [Icon of a clipboard with a checklist and pencil] [Icon of a group of people in front of a screen] [Icon of stacked documents with a plus sign] ### 00:25:17 # DID WE BUILD A CULTURE OF UX? **Culture** = Behaviours + Reinforcement + Leadership Example ### 00:25:40 # DID WE BUILD A CULTURE OF UX? **Culture** = Behaviours + Reinforcement + Leadership Example ### 00:26:01 ### DID WE BUILD A CULTURE OF UX? Culture = Behaviours + Reinforcement + Leadership Example ### 00:28:47 # Unreadable Slide Content The content on this slide is too faint or obscured to be read. ### 00:29:49 [QR code in the top right corner of the slide]