DOCSLIB.ORG

Understanding the Digital Cardwall for Agile Software Development

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Understanding the Digital Cardwall for Agile Software Development UNDERSTANDING THE DIGITAL CARDWALL FOR AGILE SOFTWARE DEVELOPMENT by Stevenson Gossage A thesis submitted to the Faculty of Graduate Studies and Research in partial fulllment of the requirements for the degree of MASTER OF COMPUTER SCIENCE School of Computer Science at CARLETON UNIVERSITY Ottawa, Ontario May, 2014 © Copyright by Stevenson Gossage, 2014 Table of Contents List of Tables v List of Figures vi Abstract vii Acknowledgements viii Chapter 1 Introduction 1 1.1 Motivation . 1 1.2 Research Outline . 2 1.3 Thesis Structure . 2 Chapter 2 Background 4 2.1 Agile Software Development . 4 2.2 Storycards . 8 2.3 The Process of Stories . 9 2.4 Physical Cardwalls . 11 2.5 Digital Cardwalls and Story Repositories . 15 2.5.1 Agile Planner for Digital Tabletop . 15 2.5.2 Collaborative Multi-touch Agile Planner . 16 2.5.3 Trello . 19 2.5.4 Story Repositories . 21 Chapter 3 The Pilot Study 24 Chapter 4 Field Study of Digital Cardwall Users 27 4.1 Motivation . 27 4.2 Research Questions . 28 4.3 Method . 28 ii 4.3.1 Participants . 28 4.3.2 Procedure . 29 4.3.3 Analysis . 30 4.3.4 Ethics Approval . 31 4.4 Results . 31 4.4.1 Overview . 31 4.4.2 Themes Identied . 38 4.4.3 Analysis Bias . 53 4.5 Research Questions Answered . 53 4.5.1 Distributed Agile Teams . 53 4.5.2 Usability of Digital Cardwalls . 54 4.5.3 New or Improved Features . 54 Chapter 5 Implications for Design 55 5.1 Digital Cardwalls . 55 5.2 Challenges in Presenting Detailed Information . 57 5.3 Exploring and Filtering Information . 60 5.4 Managing Backlogs . 61 5.5 Multi-disciplinary use of Stories . 64 5.6 Keeping the Cardwall Updated . 66 5.7 Summary . 67 Chapter 6 Interacting with Surface Technologies 72 6.1 Collaboration for Surface Interactions . 73 6.2 Pointing and selecting . 75 6.3 Gesturing . 78 6.4 Hovering . 83 6.5 Text . 85 6.6 Identity of the interactor . 86 6.7 Issues Arising for Digital Cardwalls . 90 iii Chapter 7 Conclusions 91 7.1 Overview . 91 7.2 Discussion . 91 7.2.1 Relationships . 92 7.2.2 Backlog . 92 7.2.3 Limitations . 93 7.2.4 Future Work . 94 7.3 Contributions . 94 Bibliography 95 iv List of Tables 4.1 Organizations Visited . 32 4.2 Project Table . 33 4.3 Team Table . 33 4.4 Demographic Information For Interviewees . 36 4.5 Observation Table . 37 4.6 Interview Table . 37 4.7 Codes used in the analysis of our data grouped by Themes . 38 5.1 Summary of the guidelines and support from them in Trello and JIRA with JIRA Agile. (F: full support, P: partial support and N: not sup- ported) . 71 v List of Figures 2.1 Workow comparison between Waterfall, XP and Scrum [thanks to www.ickr.com user kienntbk1983] . 5 2.2 Storycard . 6 2.3 Cardwall . 6 2.4 The Scrum Workow . 11 2.5 Cognitive Dimensions used by Sharp et al. 13 2.6 Custom Gestures . 17 2.7 Minimal Storycard View . 18 2.8 Full Storycard View . 18 2.9 A Trello Cardwall for Household events . 20 2.10 A Trello Agile Cardwall . 20 2.11 Greenhopper Cardwall Plugin for JIRA . 22 2.12 A typical JIRA Cardwall . 23 4.1 A typical JIRA Cardwall . 34 4.2 A story from the StoryBoard Digital Cardwall . 35 4.3 An example of the StoryBoard Digital Cardwall . 35 6.1 Selecting high resolution items with a low resolution pointing device . 77 6.2 FingerGlass: a widget for interacting with large displays . 78 6.3 Wobbrock et al.'s Taxonomy of Surface Gestures . 79 6.4 Hovering in web applications . 82 6.5 Hovering and Google Search . 82 6.6 Hovering in Windows . 83 6.7 A solution to hovering on large displays . 85 6.8 A simple QWERTY virtual keyboard . 86 6.9 Text input on large displays . 87 6.10 A few examples of how IdLenses can be used . 89 vi Abstract In Agile software development, key artefacts used to support the process are the User Story (usually recorded on a Storycard) and Story Cardwall (usually a dedicated portion of a wall). These low-delity tools work together to help teams stay focused and self-manage their projects. The need to support distributed teams and team members makes the physical Cardwall impractical and teams are therefore migrating towards digital story management tools. We wanted to learn how to design a digital Cardwall that leverages the benets of the physical Cardwall, while adding more value with features only possible in a software system. We conducted eld studies of Agile teams and performed qualitative data analysis to understand the needs for digital Cardwalls. We then used these ndings to identify guidelines for future design. vii Acknowledgements I'd like to thank my family for all their support and especially my wife Lucy who has put up with endless late nights and early mornings. I'd also like to thank my colleagues in the Hotsoft lab who are always available and willing to help. I'd like to thank Dr. Sonia Chiasson and Dr. Timothy Lethbridge, members of my thesis examination committee. Their insightful comments, fair questions and feedback helped improve the nal version of this thesis. A special thanks to my supervisor, Dr. Robert Biddle who encouraged me to start on this academic path and who never lost faith even when things were not progressing as expected. Finally, I'd like to thank Dr. Judith Brown, a friend and colleague, with whom I have worked in close collaboration for the past few years. Judith has played a key role in keeping me focused and on track. Without her positive motivation and support I would not have arrived at this point. viii Chapter 1 Introduction 1.1 Motivation Agile methodologies promise increased productivity for software development teams by pro- viding proven strategies, guidance and best practices. Agile software development teams work iteratively with frequent software releases, which allows their customers to provide frequent input and feedback, ensuring the direction of the project is in-line with customer needs. The customers' other key role helps to drive product development by selecting key features for developers to implement in the next iteration. At the root of the Agile tool-set, is the User Story (usually recorded on a Storycard) and Story Cardwall (usually a dedicated portion of a wall). These low-delity tools work together to help teams stay focused and self-manage their projects. The Cardwall helps to foster awareness and encourages transparency by acting as an information radiator, where the User Stories are on display and stakeholders can easily track the progress of the development work. User Stories are the fundamental unit of work, they are written from the user's perspective, by the customer and intended to represent some functionality that a specic user would need while interacting with the system. The story is role-based, high-level, and end-user oriented. The story is a small, but important, part of the system under development and is intended to encourage better communication with the customer. To this end, the story should be brief, with just enough detail for the developer to understand the big picture, but with enough information that the remaining details could easily come out via further conversations with the customer. Similar to the constant customer feedback possible with frequent releases, the quality and direction of the current software being implemented is guided by the constant conversations required between developer and client. These conversations help ensure that the current iteration will produce working software that meets the customers' expectations. Traditionally, the Story Cardwall is on constant display in a public space preferably close to where the developers work. The Cardwall will typically have columns, representing 1 2 the team's workow and the Storycards are moved from one column to the next as their implementation progresses. In this way, the Cardwall allows the developers and any interested party to quickly understand the state of the current iteration. Physical Storycards and Cardwalls are very low-tech, and often made using sticky-notes for the Storycards; these are ideal since they can be stuck to many surfaces. The physical Cardwall is just as simple, and often, simply occupies empty space on a wall near the developers. The columns and column labels of the Cardwall are made visually distinct using whatever may be available, including masking tape for the columns and larger sticky-notes or simple paper for the labels. Even now, the physical Cardwall is still the recommended tool for Agile teams; however, the need to support distributed teams and team members makes the physical Cardwall impractical and teams are therefore migrating towards digital story management tools. This move toward the digital Cardwall is at the root of the motivation for this thesis. We want to learn how digital Cardwalls are used in practice by professional Agile teams, with a particular focus on understanding user interactions to inform the development of design guidelines for creating better digital Cardwalls. 1.2 Research Outline Our goal was to understand how to design a digital Cardwall. To accomplish this we.
Load more

Recommended publications
  • Digital Wallets for Restaurants and Retailers
    White Paper on Mobile Digital Wallets For Restaurants and Retailers Since the launch of the iPhone in 2005, over one “PassBook is the simplest way to get all your million apps have been launched in the Apple’s passes in one place. There are lots of great apps app-store. While the app market is still growing, in the app-store. There are many event passes, new research indicates that only a small portion of store cards, boarding passes, and movie ticket apps are giving return on investments. According passes in the app store. The problem is when you to Gartner, less than 0.01% of consumer apps will get to the movie theatre, airport, or the restaurant, be considered a financial success by 2018. This you have to fumble through all your apps and find has raised an important question: Should a the right one. PassBook solves this problem and consumer-facing business launch an app? helps you quickly find your card. ” In the summer of 2012, Apple announced the Since 2012, digital wallets have experienced a launch of the PassBook digital wallet at their significant growth in the market. This paper developer conference. Scott Forstall, Apple’s discusses benefits of digital wallets and what they Mobile Vice President of Operating System, said, mean to the future of restaurants and retailers. It is estimated that only 0.01% of consumer apps will be considered a financial success by 2018. White Paper on Mobile Digital Wallets For Restaurants and Retailers What is a digital wallet? A digital wallet is an app provided by the smartphone’s operating system, such as Apple or Android, as a placeholder for coupons, gift cards, passes, and payment cards.
    [Show full text]
  • M&A in the Payments Sector: Key Legal, Regulatory and Contractual
    October 2020 M&A in the Payments Sector: Key Legal, Regulatory and Contractual Considerations Mergers and acquisitions involving companies in Accelerating Trend of Payments the payments industry have continued at a fast pace in 2020, with an increasing focus on Companies M&A payments solutions beyond traditional credit Several large capital raising rounds demonstrate cards and deposit accounts. The COVID-19 the strength of payments companies despite, and pandemic has served as an accelerator for digital partially because of, the COVID-19 environment. payments solutions, with a push toward Trends driving this growth include the changing contactless payments and digital solutions for needs of consumers, including the desire for those sheltering at home. The pandemic has also cashless payments, digital onboarding, paperless exposed fintech companies with less durable identity verification and modernized payments revenue models and may increase the sale of infrastructure. In April 2020, payments processor fintech businesses to incumbent bank acquirers. Stripe raised $600 million in a Series G preferred Many large banks are reacting to the pandemic stock capital raise with an enterprise value by prioritizing mobile channels and accelerating estimated at $36 billion. The progress in 2020 of their drive to digital transformation, and in many Marqeta the digital card issuing platform, is cases that decision may lead to acquisitions indicative. In May 2020, it raised $150 million with where the ability to build digital businesses an enterprise value estimated at $4.3 billion. In internally is viewed by incumbents as too slow July 2020, Marqeta partnered with JP Morgan 1 and cumbersome. The payments space in Chase to launch digital-only credit cards and, in particular has been viewed as a bright spot for October 2020, Marqeta and Mastercard fintech, with embedded payment solutions announced a global partnership.
    [Show full text]
  • A Compendious Study of Online Payment Systems: Past Developments, Present Impact, and Future Considerations
    (IJACSA) International Journal of Advanced Computer Science and Applications, Vol. 8, No. 5, 2017 A Compendious Study of Online Payment Systems: Past Developments, Present Impact, and Future Considerations Burhan Ul Islam Khan Rashidah F. Olanrewaju Asifa Mehraj Baba Department of ECE Department of ECE Department of ECE Kulliyyah of Engineering Kulliyyah of Engineering School of Technology IIUM, Malaysia IIUM, Malaysia IUST, Kashmir Adil Ahmad Langoo Shahul Assad Graduate School of Management Department of Management Studies IIUM, Malaysia University of Kashmir, Kashmir Abstract—The advent of e-commerce together with the the Internet all over the world [1]. The recent advancements in growth of the Internet promoted the digitisation of the payment technology for designing mobile devices coupled with the process with the provision of various online payment methods rising Internet speed as well as mobile technology have made it like electronic cash, debit cards, credit cards, contactless possible for users to utilise those devices at any location and payment, mobile wallets, etc. Besides, the services provided by time for performing electronic commerce transactions besides mobile payment are gaining popularity day-by-day and are services like reading e-mails and Web browsing [2][3]. In showing a transition by advancing towards a propitious future of person trading of products and services between two parties speculative prospects in conjunction with the technological goes back to before the start of written history. With time, as innovations. This paper is aimed at evaluating the present status exchange turned out to be more muddled and difficult, people and growth of online payment systems in worldwide markets and represented values in an abstract manner, advancing from also takes a look at its future.
    [Show full text]
  • Abstract Blockchain Technology Is Disrupting the World in Profound Ways That We Are Only Just Starting to Comprehend
    Bitcoin Empire: Collectible Trading Cards Facilitated by Nextgen Blockchain Technology David Thomas bitcoin-empire.io v1.3 Abstract Blockchain technology is disrupting the world in profound ways that we are only just starting to comprehend. However, most people don’t understand the power of this technology, why it’s so important, or how they might become a part of it. Bitcoin Empire will develop an open trading card web platform for users at all levels of technical expertise, which will make blockchain technology accessible to everyone, breaking down the barriers to entry while providing a fun and engaging game. This web platform will use the brand new non-fungible token system introduced by Dieter Shirley in late 2017 and will run a revenue-based trading system rather than a bitcoin-like cryptocurrency. Beyond the collectible trading card platform; Bitcoin Empire will grow into a multifaceted gaming company with key decisions regarding future growth driven by the community. Table of Contents Disclaimer ................................................................................................................................. 3 Market Analysis......................................................................................................................... 3 Trading Card Games (TCGs) ................................................................................................. 3 TCG Secondary Market ......................................................................................................... 4 Digital Collectible
    [Show full text]
  • General Contracting Terms and Conditions
    K&H Bank Zrt. H–1095 Budapest, Lechner Ödön fasor 9. phone: +(36 1) 328 9000 fax: +(36 1) 328 9696 www.kh.hu • [email protected] GENERAL CONTRACTING TERMS AND CONDITIONS FOR BANKCARD AND CREDIT CARD SERVICES Effective dates: December 13, 2017, January 13, 2018 and February 13, 2018 Date of announcement: December 13, 2017 These GCTC are amended pursuant to Sections XIX.1 and XIX.2 hereof with the scope and effective dates specified below. Amended provisions in Section X.6 – effective date: December 13, 2017 (the effective date is referenced in the footnotes as well) Amendments due to amended legal regulations on payment services, or required for more precise and accurate wording of these GTC – effective date: January 13, 2018 Amended provisions in Sections IX.2 and XV.8 – effective date: February 13, 2018 (provisions becoming effective as of February 13, 2018 are specified also in the footnotes. TABLE OF CONTENTS I. TERMS: ................................................................................................................................................... 4 II. BANKCARD AGREEMENT AND ISSUING BANKCARDS ................................................................. 14 DETAILS OF THE EXTERIOR OF THE BANKCARD ....................................................................................................... 14 EXPIRY OF A BANKCARD ....................................................................................................................................... 14 APPLYING FOR A BANKCARD, CONTRACTING ........................................................................................................
    [Show full text]
  • Welcome to Storecard Storecard
    Welcome to StoreCard StoreCard We’re excited to help you launch a successful StoreCard program. Read this document for instructions on how to get started, tips for success, and more. What’s inside? StoreCard Features Guide includes: • How each feature works • How to make each feature work for you • Tips for success • Talking points for customers We hope you will find the materials helpful in getting your StoreCard program up and running. Special uses for gift cards are made easier with StoreCard! Gift cards are a powerful tool that can be used for more than just traditional gift giving. Gift cards can be used as promotions, charitable donations, employee cards, membership cards, house accounts, tabs, or student ID/account cards. Gift cards can also be used to issue store credit on returns instead of cash back. Worldpay can set up unique card ranges for each type of card so that you can easily track volume, usage, and liability on a group of cards. StoreCard maximizes all of these unique gift card uses through additional features like card registration, making the possibilities of your gift card program more valuable to your business and more automated! Read on for user guides for each feature. These guides will help you implement StoreCard in your business. IMPORTANT: Features will only work on cards that have been Issued and Activated. © 2018 Worldpay, LLC and/or its affiliates. All rights reserved. Worldpay, the logo and any associated brand names are trademarks or registered trademarks of Worldpay, LLC and/or its affiliates in the US, UK or other countries.
    [Show full text]
  • SME Digital Payments New Opportunities to Optimise the Paytech Revolution Series | 2018 Contents
    SME Digital Payments New opportunities to optimise The Paytech Revolution Series | 2018 Contents Executive summary 03 A short history of payments 04 SME payments shift from generic to specific 08 The shift to digital 11 Benefits of digital and card-based payments 15 Value added services: looking beyond the transaction 20 SME adoption of digital and card-based payments 23 Case study: B2Bpay and Zenith Payments 27 SME B2B Payments | Deloitte Research Report Executive summary Small and medium-sized enterprises (SMEs) encounter many challenges and complexities in running and growing their businesses. At the very core of every business is its ability to take in revenue (to sell) and to secure its supply of inventory and other inputs (to buy). We have found that significant value can be • Adoption of paytech to digitise payments This report seeks to help unlocked for SMEs by making or receiving and attract rewards is helping SMEs payments strategically in a manner that extract value for their business SMEs quickly understand attracts rewards, improves working capital, • Understanding paytech, selecting how the B2B payments drives efficiency or optimises processes. the right paytech partner and the landscape is changing right way to pay is key Both buyers and sellers can benefit (albeit and what opportunities differently) from more modern, digital* • SMEs now have options and payment capabilities such as card-based opportunities to digitise their this presents platforms, that are now emerging on the payment processes. Australian market. Overall, we found that digital/card-based This report draws on several quantitative payments represent an increasingly and qualitative research efforts conducted important opportunity for SMEs to domestically and internationally.
    [Show full text]
  • Sixth Report on Card Fraud
    Sixth report on card fraud August 2020 Contents Executive summary 2 Introduction 6 1 Total level of card fraud 8 2 Card fraud according to different card functions 11 3 Card-not-present fraud 12 Box 1 Tokenisation in card payments 13 4 Categories of card-present fraud 15 Fraud types 15 Geographical breakdowns of counterfeit card present fraud 16 Box 2 Account takeover, compromised application fraud and data breaches 17 5 Geographical distribution of card fraud 19 6 A country-by-country and regional perspective on card fraud 22 7 Conclusions and outlook 30 Sixth report on card fraudSixth report on card fraud – Contents 1 Executive summary This sixth oversight report on card fraud analyses developments in card payment fraud with a particular focus on the 2018 data, which is put into the context of a five-year period from 2014 to 2018. It is based on data reported by the card payment schemes in the euro area with a breakdown per Single Euro Payments Area (SEPA) country.1 The report covers almost the entire card market.2 The reporting card payment scheme operators are required to report card fraud as defined within their own rules and procedures. Card fraud is composed of (i) fraudulent transactions with physical cards (card-present fraud), such as cash withdrawals with counterfeit or stolen cards, and (ii) fraudulent transactions conducted remotely (card-not-present fraud), such as those with card details obtained by criminals through phishing and used for online payments. The total value of fraudulent transactions using cards issued 3 within SEPA and acquired 4 worldwide amounted to €1.80 billion in 2018.
    [Show full text]
  • Membership Guide Exclusive Privileges for You Infinity Mileagelands Welcome to the Infinity Mileagelands, EVA Air's Frequent Flyer Program
    Membership Guide Membership www.evaair.com 2016, Printed in JULY Version Exclusive Privileges for You Infinity MileageLands Welcome to the Infinity MileageLands, EVA Air's Frequent Flyer Program. For the convenience of frequent flyers, EVA Air offers an inviting selection of incentives. Members of the Infinity MileageLands can not only benefit from streamlined reservation procedures and airport privileges but can also enjoy accelerated mileage accumulation. Your journeys could be arranged to be more flexible, smoother and more comfortable. Bring your Infinity MileageLands membership card, and fly around the world with EVA Air. Index Main Revisions 04 Purchase Miles 44 Special Discounts from Partners 72 Innity MileageLands Program 06 Mileage Redemption 46 Terms and Conditions 81 08｜ Card Tiers of Innity MileageLands 46｜ EVA Air/UNI Air Upgrade Awards Appendix 84 10｜ Elite Membership Benets of 48｜ EVA Air/UNI Air Award Ticket ｜ Innity MileageLands 52｜ Star Alliance Upgrade Awards (SAUA) 84 Contact Us ｜ 16｜Digital Membership Card 56｜ Star Alliance Partners Award Ticket 86 Mileage Table About Star Alliance 18 62｜ Travel E-Coupon Award 64｜ Hotel Accommodation Reward 19｜ Star Alliance Gold or Silver Status Voucher Benets 68｜ EVA Air Flight Simulator Experience Earning Mileage 20 Award ｜ 20｜ Earning Mileage on EVA Air/UNI Air 69 Transfer/Return of Mileage or Electronic Upgrade Certicates 22｜ Earning Mileage on Star Alliance Member Airlines 30｜ Earning Mileage on Other Partners 42｜ Mileage Validity, Verication and Correction Main Revisions In order to ensure your membership rights, please read the following revisions carefully (the latest membership handbook was issued in JAN, 2016) : 1.
    [Show full text]
  • Settle Short Form Fee Schedule
    Settle Short Form Fee Schedule Monthly fee Per purchase ATM withdrawal Cash reload $0 $0 N/A N/A ATM Balance inquiry (in-network or out-of-network) N/A Customer service (automated or live agent) $0 Inactivity (after 12 months of not using your Settle $4.95/month digital card) We charge two other types of fees. No overdraft/credit feature. Register your Settle digital card for FDIC insurance and other protections. For general information about prepaid accounts, visit cfpb.gov/prepaid. Find details and conditions for all fees and services at settletopay.com or call 855-966-0024. This Settle voucher is issued by Global Primex LLC. Settle Account Agreement List of all fees for Settle. All Fees Amount Details Get started Settle digital card purchase $0 When you purchase a Settle digital card through the Settle mobile app, we do not charge an activation fee. Settle printed voucher purchase - A SALES FEE APPLIES TO SETTLE PRINTED VOUCHERS PURCHASED FROM OUR RETAIL DISTRIBUTION PARTNERS AND MAY VARY DEPENDING ON THE PARTNER. HOWEVER, THE APPLICABLE SALES FEE IS ALWAYS PRINTED ON THE OUTSIDE OF THE VOUCHER PACKAGING AND IS VISIBLE TO YOU PRIOR TO PURCHASE. Monthly usage Monthly fee $0 We have no monthly fees. Spend money Per purchase fee $0 No fees for spending Settle. Information Customer Support (automated) $0 No fees for calling support service Customer Support (live agent) $0 No fees for calling our 24/7 live agent customer support Other Inactivity $4.95 You will be charged $4.95 each month after you have not completed a transaction using your Settle digital card for 12 months.
    [Show full text]
  • Visa Inc 2020 Investor
    2020 Investor Day Oliver Jenkyn Chris Clark Growing Consumer Payments Charlotte Hogg Andrew Torre Eduardo Coello Ryan McInerney Driving New Flows Bill Sheley Kevin Phalen Forward-looking Statements This presentation contains forward-looking statements within the meaning of the U.S. Private Securities Litigation Reform Act of 1995. Forward-looking statements generally are identified by words such as “will,” “is expected,” and other similar expressions. Examples of forward-looking statements include, but are not limited to, statements we make regarding the opportunities for growth, our strategy, future operations and outlook. By their nature, forward-looking statements: (i) speak only as of the date they are made; (ii) are not statements of historical fact or guarantees of future performance; and (iii) are subject to risks, uncertainties, assumptions or changes in circumstances that are difficult to predict or quantify. Therefore, actual results could differ materially and adversely from Visa’s forward- looking statements due to a variety of factors, including those contained in our Annual Report on Form 10-K for the fiscal year ended September 30, 2019, and our other filings with the U.S. Securities and Exchange Commission. You should not place undue reliance on such statements. Except as required by law, we do not intend to update or revise any forward-looking statements as a result of new information, future developments or otherwise. Please see end of presentation for notes and disclosures. 2 ©2020 Visa. All rights reserved. Growing Consumer Payments 2020 Investor Day North America Oliver Jenkyn Regional President 2020 Investor Day North America: Overview 364M Population Visa Scale Opportunity Cash & Check = 33% of PCE ~1B 1B+ Cards New Credentials Credentials Canada ~10M 10M+ U.S.
    [Show full text]
  • Elevate Your Cardholder Experience
    ELEVATE YOUR CARDHOLDER EXPERIENCE Payments One Debit Table of contents 3 4 6 7 Introduction Optimize profitability Payments One Fraud and risk reduction with a single integrated platform 8 10 12 13 Increase card usage with Instant card issuance Digital card issuance Tokenization digital solutions 14 15 16 17 Driving your brand and Network services Code Connect increasing card usage Round Up Debit Transactions through charitable giving 18 20 21 2 Rewards that build loyalty ATM management and Grow with FIS driving transactions Introduction The payments landscape is evolving and changing rapidly. In order to stay top-of-wallet, you need to ensure you are keeping up with digital payment modernization. FIS is a feature -and function-rich full-service debit processor, providing innovative solutions to enhance your business and profit growth opportunities. We advance the cardholder experience with a full portfolio of products and solutions, including loyalty, fraud, card production, network services and more. Our best-in-class user experience delivers the confidence and the resources you need to grow and protect your financial institution. From innovative technologies to digital-first solutions, FIS gives you the power to operate more efficiently with the data analytics you need to grow your bottom line. 3 Optimize profitability Enhance your cardholder’s experience and optimize profitability with FIS. Our expertise will differentiate your business in an increasingly competitive marketplace and help drive your bottom line. PaymentsEdge PaymentsEdge focuses on critical card portfolio challenges and opportunities. Our marketing consultants are experienced in providing practical, cost-effective solutions that generate new revenue streams, enhance the cardholder experience and optimize profitability.
    [Show full text]