Utilizing Design Thinking processes to turning manual processes into new digital workflows
CLIENT
Chr Hansen, Sep 2019 – Apr 2020
MY ROLE
Workshop facilitator, leading the UX process & design
CHALLENGE
Chr. Hansen was seeking a new internal system to optimize a current work process to save time, resources and minimizing risks and errors in the daily work. Multiple departments, roles, individual know-how was becoming a challenge within knowledge-sharing and communication across all areas that influenced the task.
It was important to involve stakeholders from day 1 to increase empowerment and enhance the overall user adoption from the launch of the first MVP up until the finished project gets accepted at last.
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GETTING WISER THROUGH ITERATIVE PROCESSES
The product was developed within agile development and an iterative UX process. Therefore my main focus was on continuously collecting, evaluating and adapting the design according to knowledge we have at each state.
I planned and facilitated multiple workshops aiming at outlining the end users' existing user journey as well as why and how they wanted a new system to function. I made sure to begin the sketching within the workshop to get immediate responses and see if I (and the other colleagues) understood the idea or thoughts correctly. I used this as a quick and valuable method to test out the idea and see if we already in the room can refine the rough ideas a bit – Which gives the opportunity for all to contribute to each others work without being the ones that have to draw up their thoughts.
DESIGNING MOCKUPS
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With all the collected information, I designed wireframes followed by mockups (with their already established UI guidelines), to finally make the new workflow into a clickable prototype. Afterwards we facilitated feedback sessions in order to adjust, add or remove elements from the design prior to implementation.
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EDGE-CASES AND THE THINGS WE CANNOT FORESEE...
As the product was in a great size with many stakeholders, steps and statuses, it was essential that we found a common agreement within the product team about a A-Z process that contain the 95% use cases. When that was established we were able to start incorporating and tweaking the design to fit certain edge-cases as well. If we had focused on this early on, the design might have shifted in a direction that was beneficial for the 1%, but might add an extra step, input field or another friction point for the 99%. When that being said – For the product to be adopted properly and function in the everyday work, we outlined each edge-case and made sure to have work-around methods to use.
Even though we try to forecast, plan and foresee every small detail up until the product is launched, we will always get wiser as the employees enroll and replace this into their existing workflow.
We have to accept that it is a part of the process of getting wiser, not being afraid to get errors, but welcome them as part of the process of building a product that can withstand the challenges as we go along.