UX & limited resources

Case studies: The UX “team of one” in action — project B

UX Problem: Over a one month period, develop a user experience strategy (web) for a civic movement, also focusing on the commercial side of the initiative. Collecting subscribers from one brand to the other, using digital, combining three brand values in one moment, that was the main goal. From a website responsive to constant communication to customers, passing trough helping to set up a call center to support the customers — based on previous knowledge. Three known brands are involved backing up.

Context: Technological constraint because of the two system — different companies — had to be integrated leading to mandatory form field and UX process. Existing features had to be taken into consideration, like “Single Sign On” process, that had to be reused from previous work and adapted. This initiative was complemented by live events and commercial advertising to push people to the website.

Responsive layouts: from mobile > to 1920px My role: from concept to UI, passing through user journeys, workshop facilitation, wireframes, research to design guidelines and quality assurance.

Constant communication between teams, internal and external team to assure correct implementation and requirement gathering.

Note: My designer role is autonomous, I do not have a design hierarchical structure to report to, I am responsible for all the work and bringing stakeholders to go on board with the process and solutions.

Vision & Governance: When companies are investing in CX and UX (Buley, 2015), professionals have distinct but complementary skills. Similar goals, similar names, different approaches. Both contribute to customer understanding, strategy, and governance. Both teams gather data to understand the customers. With two main stakeholders working for the hand by hand (with very different work methods and knowledge), backing three different brands, the orchestration of all the needs and wants of the teams had o be considered. The project had a main commercial goal: collect subscriptions and data from users and customers.

Measurement Framework: Key measures for success are identified, and set goals are mandatory. The energy and commitment level is the guiding force for implementation and request developed. How data should be should be captured and analyzed is a job for both designers, developers and researchers (an in this case, that occur). It is now legible the tags and action encountered in an analytical tool for anyone to understand.

Implementation and Adoption: The constant access and work are done side by side between designers and developers leads to shorter time spent in communication and grants are determined for project sake if needed. The professionalism is evident when team members can produce high-quality job working for the first time. Since the project, besides an editorial component for the journalist to add news (multimedia medium), had a complicated registration form to implement, being that process the big feature, constant communication is needed, and expert evaluation helped to establish a better flow. The user had to pass through four steps, where they had to disclosure information, to accommodate all the data needed to the project being successful. All action had an email associated, as a compliment to the user.

TRANSFERABLE KNOWLEDGE? YES

. The journey map is used. Feelings are not considered, just actions are. Problems encountered in other projects lead to implement amendments in this project;

. For the duration of the project, and since time stamp was a feature that could not be missed (6 weeks from starting meeting to implementation and deploy), only guerrilla testing was conducted and expert reviews where taken into consideration;

. With the help of the third party, customer experience is more embedded in the process, delivering a clear strategic approach and internal capabilities were reinforced (customer support form to reply service customer by phone and email);

. From the insights and solution developed, the digital conversions increase from 50% every two weeks. Three metrics are being analyzed: average time on the site; if, as a new register, completes the form; what happens to people that say they have a machine but do not register the data (incomplete action), over a period of three months.


This graphic illustrates the number of people that interacts, more or less, with the website every time an event is advertise on TV.

. Web analytics is a way to become deeply invested in what the customer are doing online. When deciding what changes to make, focus on micro change, not the macro, leads to measurable outcomes. Small course correction has a significant impact.

Marketers work to have a profound impact on how people perceive a brand or an organisation. This perception can influence experience, as well the backend support of the operation, customer support, and so on. The organisational structure works in silos, however, in this case for creating a great user experience involves working across silos, moving constantly and engaging all the time with all parties.

Analytical tool used to track where people drop off, when entering the registration form. Some adjustment were made after this analyzed — the project is online since 20th October, 2015

Universal Methods of Design

Qualitative and quantitativa methods (Martin-Hanington, 2012)

  • Brainstorming graphic organisers; flow diagrams; mind maps
  • Expert review / heuristic evaluation
  • Mental model diagram (stakeholders)
  • Jobs to be done
  • User journey mapping

DESIGNERS POINT OF VIEW

Evaluation of the process before and after stakeholders meetings


Originally published at ines-bravo-ux-ltd-resources.squarespace.com January 2016

Inês Bravo: Industry Research Project . MA Digital Media Management (PT Crew 1) — Hyper Island, London, UK . October 2015 / January 2016 Contacts www.inesbravo.com

Research project

The mindset for professionals who wants to create a better UX practice, with limited resources  —  Industry Research Project, MA Digital Media Management Hyper Island (October 2015 / January 2016)

Inês Bravo

Written by

user experience designer. strategist. visual geek. consultant. digital management. www.inesbravo.com. lisbon lover & world traveller. hyper island alumni.

Research project

The mindset for professionals who wants to create a better UX practice, with limited resources  —  Industry Research Project, MA Digital Media Management Hyper Island (October 2015 / January 2016)