Supporting Research for Product Managers
In response to the current state of affairs, UX at Guidewire has developed new ways to support product managers in their research and facilitate collaboration. Prior to the pandemic, we would organize mini workshops with PMs where we discussed different research methods and shared our professional tools. Since that is no longer possible, at least for the time being, we’ve had to reimagine how we can contribute to the efforts of product management.
Working from home, teams have to be more intentional than ever about finding the time to exchange ideas and promote discussion. It requires a tremendous commitment from all stakeholders to move products forward and to do so in a way that aligns with Guidewire’s design-led development approach. Although time may be in short supply, and we no longer have the physical setup for formal workshops, the mutual trust between UX and PM and our previous collaborative experience continues to bear fruit.
We’ve had to be creative about how we help one another to achieve our goals, and willing to think critically about our tools and methods for exchanging information. It’s incumbent upon us as a design team to ask ourselves how we can support the PM who is starting work on a new initiative. If s/he wants to assess the possible value of an initiative, how do we facilitate this?
Based on my own personal experience, having a system in place to document updates, insights, and concerns is of paramount importance. We can help PMs to choose appropriate research methods and discuss the steps involved, but it’s also necessary to meet at a regular cadence and create a framework to organize and make sense of data. Allowing too much time to pass makes the process of analyzing and synthesizing information that much more difficult, as does the absence of a central source of truth.
While it has been a learning experience adapting to this new collaborative framework, there have been a number of positive — and unanticipated — side effects. Documenting everything in online workspaces, for instance, has left us with more time to examine new information in preparation for upcoming meetings. Having this added convenience really helps, particularly since we have teams operating on both sides of the pond.
The team’s current modus operandi:
Set the Stage
The person who is principally responsible for the research and organization is the PM. They coordinate our efforts as we gather and process everything from business goals to user info and technical observations.
Gather Data
The team begins the work of analyzing the information, and from this point designs and conducts in-depth interviews. In addition, we work with the UX researcher to design survey questions to gain a broader perspective.
Generate Insights
At this stage, the team transforms collected information into specific pains, gains and needs of our customers, in accordance with Value Proposition Mapping.
Decide What to Do
It’s at this stage that the team meets to discuss what to do next and which problem to tackle. Is there enough information? Where do we search for more data? There are many different ways to arrive at the answers to these questions. Miro affords us a great amount of flexibility, including the ability to engage in activities like affinity mapping.
Lesson Learned:
I recently spoke with my colleagues in PM to get their perspective on why UX and product management need to work in sync:
To create a successful product, you need to know what the business context is and what value you can provide to your target users. Close cooperation between a PM, who can focus on the business model and the impact the product has on the company, and a [member of] UX who seeks for the product to be the best in its class for the user, can make it happen. Therefore, hand-in-hand work is the most effective, as only close cooperation allows us to be in the continuous loop of discovery.
The exchange of information is crucial to improve the performance of each team. PMs bring a unique product vision to the table, and it’s the role of UX to help them execute on that vision. Clear communication and being proactive is essential to achieving this. Store key information in a central place so that it is convenient and easy for team members to access. Be cognizant of the responsibilities, values, and accountabilities of product stakeholders. And most importantly, don’t be afraid of change! If you feel that one method has failed, choose another! UX is there to help.
