Per Axbom smiling, in a lilac shirt, in front of a lake under a dramatic blue sky.

Designing for the web since 1996

Per Axbom

Senior UX designer and digital strategist, with expertise in interaction design, accessibility and visual storytelling.

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Everything since 1996: projects, templates and tools, talks, publications and awards. Open the filter to see only what is relevant to you.

Speaking

Webbdagarna Offentlig sektor

Organization
Webbdagarna
Format
Talk
Place
Scandic Continental, Stockholm
Years
2016

En nationell vårdplattform. Utmaningar & konkreta tips för framgång i stora projekt

In English: A national care platform. Challenges & concrete tips for success in big projects

View larger: Title slide: “En nationell vårdplattform. Utmaningar & konkreta tips för framgång i stora projekt.” (A national care platform. Challenges & concrete tips for success in big projects.) and @axbom, with two hands holding a red heart, against a light blue background.
  • View larger: The problem: A clipboard headed Problem – vården i Sverige (healthcare in Sweden): mental ill-health going up, care queues going up, and the number of healthcare staff per resident going down.
  • View larger: Organization, people, technology: A Venn diagram with three circles: Verksamhet (organization), Människa (people) and Teknik (technology). Fail at the technology and the solution is inefficient, at the people and it’s unusable, at the organization and it does no good.
  • View larger: The target picture – and what it isn’t: The intended use of Stöd och behandling beside a medicine bottle, with four red labels: not a records system, not a research database, not scheduling, not self-help.
  • View larger: The sweets: A wavy line from start to goal, with sweets above and below it – all the ideas that pull a project away from its target picture and cost time and money.
  • View larger: The results in autumn 2016: Three red bubbles: more than 230 care units, more than 1,000 patients and more than 34,000 logins a month (patients).
  • View larger: All the stakeholders: Four apples in coloured layers with labels: content owners, network group, reference group, product owner support, product owner; the market, media, politicians, steering group, project owner; medical conditions, administrators, designers, clinicians; four business systems and an architecture board.
  • View larger: Pilot(s): A paper plane, a hot-air balloon, a plane and a rocket – and a telescope. After six months everyone expected the rocket, but what existed was the paper plane.
  • View larger: Nine lessons: A winding road with nine signs: a clear target picture; clear responsibility for organization, technology and people; sit in the same place; the development team must have the right tools; all stakeholders at the right distance; share often, welcome feedback; never finished; make it cosy; use video.
  • View larger: First aid: A first-aid box and the tools: recording and publishing (Screenflow, Camtasia, CamStudio, Vimeo), planning (StoriesOnBoard), collaboration (Jira, HipChat, Google Docs, Dropbox) and feedback (Jotform, Typeform).
Watch on video.axbom.se

Starting from the development of the new national care platform Stöd och behandling, in October 2016 I shared experiences and tips on how to make big projects work over time and become truly user-centred. The talk was in Swedish.

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  • The stakes: a national medical information system for 21 county councils, with politicians, lawyers and risk analyses – “because people must not die”. Behind it: growing mental ill-health and care queues, with no more people to provide care.
  • A clear target picture, including what the platform is not: not a records system, not a research database, not scheduling, not self-help. “If we had been a records system, it would have taken five more years.”
  • The proof: an advanced, Medium-like editor that had taken five to six months to build was scrapped in three weeks for a standard solution once the maintenance cost became clear – possible thanks to the target picture and a management organization that was ready.
  • The same room: the first project team placed on site at 1177 Vårdguiden, 8–10 people from seven consultancies over three years. We bought our own router and printer when the county council’s network blocked our tools. “If we hadn’t done this, there would have been two years left.”
  • Stakeholders at the right distance: a product owner, psychologists as product owner support, reference groups, a network group from every county council, content owners and a main project manager as gatekeeper. Some 15 integrated systems, and the management organization involved from the start.
  • Video above all: an explainer film from the first workshop, played thousands of times before meetings, every three-weekly demo filmed and published so all county councils could give feedback, and 47 films that new team members watched to get up to speed. “That way you clone yourself.”
  • Pilots after six months – everyone expected the rocket, but what existed was the paper plane. Plus “tech cosiness” and a tight group across company boundaries.
  • The results in autumn 2016: more than 230 care units, more than 1,000 patients in treatment and more than 34,000 logins a month.

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