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UX Design with Limited Resources

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Tips for product managers and marketers on how to attract, retain, and make the best use of user experience (interaction) designers.

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UX Design with Limited Resources

  1. 1. UX Design Limited Resourceswith by Zeke Franco Tips for Product Managers & Marketers
  2. 2. 2 Zeke Franco Designation Labs, Cofounder & Instructor Nelson Cash, Director of Experience Strategy ÄKTA & Salesforce, UX Director GrubHub, Senior Interaction Designer VPI (Nationwide), Lead Web Designer Experience Career
  3. 3. Zeke Franco Experience 3 I have over 10 years designing products and services. I specialize in interaction design, research, and strategy. “
  4. 4. Expertise INTERACTION DESIGN Rapid Concepting App Maps & User Flows Wireframes & Prototyping Experience Modeling USER RESEARCH Exploratory Research Concept Validation Usability Evaluation Workshop Design F PRODUCT MANAGEMENT Agile Design Planning Proposal Writing & Pitching Experienced Hiring Manager Entrepreneurial 4 Zeke Franco
  5. 5. Why are Resources Limited? Part ONE
  6. 6. 6 Culture I. Why? Many companies struggle to attract and retain attract top talent. Designers are drawn to jobs that: • solve interesting problems • employ the smartest people • are looking to make an impact • have management who understands what they do and can provide mentorship Inability to hire
  7. 7. 7 Culture I. Why? An effective UX team should easily justify its costs. Design is in nearly everything you do, yet most companies have more project managers than designers. Tip: Hire and empower a proven senior or director level UX designer with 5-10 years experience. A well connected and experience design will help you attract talent. Don’t be afraid to hire junior people. It is cost effective and with good design management you won’t sacrifice quality. Lack of budget for a 
 user experience team
  8. 8. 8 Culture I. Why? Don’t expect a job title or job description to help you weed out candidates. Hire people not roles. Look for passionate multidisciplinary people that have a core strength that is focused on the skill your team needs. e.g Research, strategy, interaction design, UI design, or visual design. Hire designers with different strengths. You don’t want your each person on the UX team have homogeneous skills. Strict roles
  9. 9. 9 Culture I. Why? The work of a UX Designer is both creative and strategic. While they may often focus on defining a system, product, or service their contribution shouldn’t be limited to design. If your UX designer spends 90% of their time creating wireframes and prototypes something isn’t right with your process. UX is strategy
  10. 10. 10 Culture I. Why? Bad process, management, and role definitions all get in the way of getting good work done. Successful startups and many agencies often can produce work much faster than the companies they work for because they have flatter teams, better defined roles, and more collaborative approaches to achieving outcomes. Culture is the issue
  11. 11. TALENT 11 I. Why? View capabilities matrix
  12. 12. What To DO? Part Two
  13. 13. Research Seriously.
  14. 14. 14 0 uses 4 uses 8 uses 12 uses 16 uses ractive caring haritable cute delicious donation expensive flavor friendly fun,funny,silly gift,giving good gourmet helpful modern p USER Research II. What to do? Why are we using the phrase UX when most places refuse to invest time to understand their user as more than an average order amount, conversion rate, or shallow demographic info such as age, gender, and location? When was the last time you talked directly to your customers? UX = User experience
  15. 15. 15 0 uses 4 uses 8 uses 12 uses 16 uses ractive caring haritable cute delicious donation expensive flavor friendly fun,funny,silly gift,giving good gourmet helpful modern p Research Drives Strategy II. What to do? All expertise is based on information, research is how we can inform our user experience strategies. It’s not about asking users what they want. We seek to observe behaviors, perceptions, and uncover motivations. We must realize we can’t anticipate our customers needs with only our imaginations. Research is the key to experience strategy
  16. 16. 16 0 uses 4 uses 8 uses 12 uses 16 uses ractive caring haritable cute delicious donation expensive flavor friendly fun,funny,silly gift,giving good gourmet helpful modern p Qualitative Research II. What to do? Qualitative research commonly focuses on the follow areas: • Domain: the context of user’s experience • Exploratory: a focus on gathering inspiration for divergent ideation • Concept Validation: strategic research exploring behavior and perceptions regarding a concept • Usability: how well can a person use or understand a product or service Uncovering the why
  17. 17. 17 0 uses 4 uses 8 uses 12 uses 16 uses ractive caring haritable cute delicious donation expensive flavor friendly fun,funny,silly gift,giving good gourmet helpful modern p User Research II. What to do? Qualitative research helps: • Find insight & inspiration • Acquire empathy and perspective • Test assumptions • Build hypotheses • Form consensus • Explore domains and opportunities Value of research
  18. 18. 18 0 uses 4 uses 8 uses 12 uses 16 uses ractive caring haritable cute delicious donation expensive flavor friendly fun,funny,silly gift,giving good gourmet helpful modern p What you Can Learn II. What to do? Often we focus on collecting user data related to the following areas. • Demographic: Who are they? • Behavioral: How do things get done now? • Attitudinal: How do they perceive it? • Motivational: Why are they using it? • Evaluative: How does it work for them? Qualitative inquiries
  19. 19. PROCESS Adapt • Collaborate •Choose Wisely
  20. 20. 20 c Activities Near Term Medium Term Refine Content Strategy Implementation ✓ Focus on leaner ways to communicate the value of certification ✓ Some users are focused on getting into a career. Develop content and paths which start at a career and map to CompTIA products which will help them move into this career. ✓ “Convince Your Boss” content this could be a download, but should be able to get a clear preview on site. ✓ Continuing Education: Improve the understandability and ease of accessing resources ✓ Reduce the number of PDFs on the site. Core content should on the website. ✓ Refine categorization of certifications Conduct routine usability studies to learn why certain paths or tasks have h incompletion or bounce rates. Multivariate testing: Use analytics to find problem Unified ✓ Single Sign-On ✓ Certification Management Integration ✓ eCommerce Integration ✓ Test Scheduling Integration ✓ Have a centralized place a user can sign into and see their information, certs, upcoming milestones, saved plans, etc Refine Discoverability & Navigation Launch Site Prepare analytics and monitor reports in order to learn discover what problem areas exist. The analytics should help you prioritize multivariate tests as well as plan usability tests. ✓ Continue to improve baselining for users ✓ Refine content regarding the following: How does CompTIA work? Will it work for me? Where do I start? What steps follow? ✓ If new user paths are discovered update pages to reflect new paths Displace, hide, organize, and remove content as appropriate. USER RESEARCH/Validation Identify key pages in a manner that would allow you to conduct usability studies of primary flows prior to complete development of the site. This will enable you to make changes to the design prior to releasing the redesign. Metrics Baseline & Compare Post-launch rerun “Certification Site Evaluation” Survey in a way that can be used to compare the results. Employ other quantitive and qualitative methods to understand how the redesign is performing. Templates to Pages Create a plan for how each template will map to which pages. Utilize the provided UI kit to customize templates when needed. Customization should be driven by your content strategy and further refine post- launch by using analytics and qualitative research such as usability testing and cognitive walkthroughs. Focus on clear communication and content strategy. Career Planning ✓ Plan to create a new strategy for exploring careers ✓ Cleary communicate the role CompTIA certifications have within a career path ✓ Improve planning tools such as the career roadmap tool. Allow a user to explore careers and create and save a customized plan with timeline. This tool may need to also allow a user to compare career path options. ✓ Provide recommendations for users based on their interests, goals, and current level of experience. Explore other ways of orienting user to certifications, such as through career paths or interests. ✓ Content which communicates career outcomes ✓ An account page with common task related to the their activities/behaviors. ✓ Product comparison. Potentially to compare two or more subjects or to compare two or methods to get training. Refine and quantify personas in- order to truly understand how to center your design processes around user needs. Persona will help you tailor designs for an individuals' prioritize Plan to conduct exploratory user research with different groups of users. This will help you discover large barriers as well as opportunities for the business. epending on the user group and subject of may need to be level s A strategy for being innovative includes planning a vision for the company which includes investing in short, medium, and long term user centered initiatives. With this strategy the business can implement incremental optimizations, while design is under way on the evolutionary changes, all while research is being conducted to explore revolutionary opportunities. Improve Your PROCESSes II. What to do? Don’t focus just on features, focus on project themes (epics) related to user benefits. Plan to innovate not just optimize. Many companies have their designers focusing on implementing features that already exist in their industry. Too much design time is spent catching up. Make sure a good portion of your designer’s time is focused on exploring and designing for your biggest opportunities. Move beyond the feature race
  21. 21. 21 c Activities Near Term Medium Term Refine Content Strategy Implementation ✓ Focus on leaner ways to communicate the value of certification ✓ Some users are focused on getting into a career. Develop content and paths which start at a career and map to CompTIA products which will help them move into this career. ✓ “Convince Your Boss” content this could be a download, but should be able to get a clear preview on site. ✓ Continuing Education: Improve the understandability and ease of accessing resources ✓ Reduce the number of PDFs on the site. Core content should on the website. ✓ Refine categorization of certifications Conduct routine usability studies to learn why certain paths or tasks have h incompletion or bounce rates. Multivariate testing: Use analytics to find problem Unified ✓ Single Sign-On ✓ Certification Management Integration ✓ eCommerce Integration ✓ Test Scheduling Integration ✓ Have a centralized place a user can sign into and see their information, certs, upcoming milestones, saved plans, etc Refine Discoverability & Navigation Launch Site Prepare analytics and monitor reports in order to learn discover what problem areas exist. The analytics should help you prioritize multivariate tests as well as plan usability tests. ✓ Continue to improve baselining for users ✓ Refine content regarding the following: How does CompTIA work? Will it work for me? Where do I start? What steps follow? ✓ If new user paths are discovered update pages to reflect new paths Displace, hide, organize, and remove content as appropriate. USER RESEARCH/Validation Identify key pages in a manner that would allow you to conduct usability studies of primary flows prior to complete development of the site. This will enable you to make changes to the design prior to releasing the redesign. Metrics Baseline & Compare Post-launch rerun “Certification Site Evaluation” Survey in a way that can be used to compare the results. Employ other quantitive and qualitative methods to understand how the redesign is performing. Templates to Pages Create a plan for how each template will map to which pages. Utilize the provided UI kit to customize templates when needed. Customization should be driven by your content strategy and further refine post- launch by using analytics and qualitative research such as usability testing and cognitive walkthroughs. Focus on clear communication and content strategy. Career Planning ✓ Plan to create a new strategy for exploring careers ✓ Cleary communicate the role CompTIA certifications have within a career path ✓ Improve planning tools such as the career roadmap tool. Allow a user to explore careers and create and save a customized plan with timeline. This tool may need to also allow a user to compare career path options. ✓ Provide recommendations for users based on their interests, goals, and current level of experience. Explore other ways of orienting user to certifications, such as through career paths or interests. ✓ Content which communicates career outcomes ✓ An account page with common task related to the their activities/behaviors. ✓ Product comparison. Potentially to compare two or more subjects or to compare two or methods to get training. Refine and quantify personas in- order to truly understand how to center your design processes around user needs. Persona will help you tailor designs for an individuals' prioritize Plan to conduct exploratory user research with different groups of users. This will help you discover large barriers as well as opportunities for the business. epending on the user group and subject of may need to be level s A strategy for being innovative includes planning a vision for the company which includes investing in short, medium, and long term user centered initiatives. With this strategy the business can implement incremental optimizations, while design is under way on the evolutionary changes, all while research is being conducted to explore revolutionary opportunities. Improve Your PROCESSes II. What to do? Let the team define the process they need on a project per project basis. • Don’t make designers work like devs • A team should own a project, not a just a product manager or a marketer • Listen to your team about how they should approach the work • Sometimes you need to address design and/or tech debt before you can move forward Strategy, not dogma
  22. 22. 22 c Activities Near Term Medium Term Refine Content Strategy Implementation ✓ Focus on leaner ways to communicate the value of certification ✓ Some users are focused on getting into a career. Develop content and paths which start at a career and map to CompTIA products which will help them move into this career. ✓ “Convince Your Boss” content this could be a download, but should be able to get a clear preview on site. ✓ Continuing Education: Improve the understandability and ease of accessing resources ✓ Reduce the number of PDFs on the site. Core content should on the website. ✓ Refine categorization of certifications Conduct routine usability studies to learn why certain paths or tasks have h incompletion or bounce rates. Multivariate testing: Use analytics to find problem Unified ✓ Single Sign-On ✓ Certification Management Integration ✓ eCommerce Integration ✓ Test Scheduling Integration ✓ Have a centralized place a user can sign into and see their information, certs, upcoming milestones, saved plans, etc Refine Discoverability & Navigation Launch Site Prepare analytics and monitor reports in order to learn discover what problem areas exist. The analytics should help you prioritize multivariate tests as well as plan usability tests. ✓ Continue to improve baselining for users ✓ Refine content regarding the following: How does CompTIA work? Will it work for me? Where do I start? What steps follow? ✓ If new user paths are discovered update pages to reflect new paths Displace, hide, organize, and remove content as appropriate. USER RESEARCH/Validation Identify key pages in a manner that would allow you to conduct usability studies of primary flows prior to complete development of the site. This will enable you to make changes to the design prior to releasing the redesign. Metrics Baseline & Compare Post-launch rerun “Certification Site Evaluation” Survey in a way that can be used to compare the results. Employ other quantitive and qualitative methods to understand how the redesign is performing. Templates to Pages Create a plan for how each template will map to which pages. Utilize the provided UI kit to customize templates when needed. Customization should be driven by your content strategy and further refine post- launch by using analytics and qualitative research such as usability testing and cognitive walkthroughs. Focus on clear communication and content strategy. Career Planning ✓ Plan to create a new strategy for exploring careers ✓ Cleary communicate the role CompTIA certifications have within a career path ✓ Improve planning tools such as the career roadmap tool. Allow a user to explore careers and create and save a customized plan with timeline. This tool may need to also allow a user to compare career path options. ✓ Provide recommendations for users based on their interests, goals, and current level of experience. Explore other ways of orienting user to certifications, such as through career paths or interests. ✓ Content which communicates career outcomes ✓ An account page with common task related to the their activities/behaviors. ✓ Product comparison. Potentially to compare two or more subjects or to compare two or methods to get training. Refine and quantify personas in- order to truly understand how to center your design processes around user needs. Persona will help you tailor designs for an individuals' prioritize Plan to conduct exploratory user research with different groups of users. This will help you discover large barriers as well as opportunities for the business. epending on the user group and subject of may need to be level s A strategy for being innovative includes planning a vision for the company which includes investing in short, medium, and long term user centered initiatives. With this strategy the business can implement incremental optimizations, while design is under way on the evolutionary changes, all while research is being conducted to explore revolutionary opportunities. Models of Design II. What to do? Different design and business objectives require specific approaches • Engineering Paradigm • Human Information Processing (HIP) Paradigm • Design Thinking Paradigm Interaction paradigms
  23. 23. Choose 
 the right PROCESS 23 II. What to do? CONSTRAINTS IDEATIONENVISIONING Standard Graphic (Artifact) Design Process
  24. 24. Choose 
 the right PROCESS 24 II. What to do? Interaction Design Process UNCERTAINTY CONSTRAINTS VISUALIZATION IDEATION ENVISIONING SYNTHESIS FRAMING SELECTION PROTOTYPING EVALUATION
  25. 25. Choose 
 the right PROCESS 25 II. What to do? Design Thinking Process Develop DeliverDefineDiscover
  26. 26. Choose 
 the right PROCESS 26 II. What to do? Lean UX & Design Sprint BUILD MEASURE LEARN
  27. 27. Choose 
 the right PROCESS 27 II. What to do? Lean UX & Design Sprint BUILDMEASURELEARN What do we want to learn? How can we measure it? What do we need to build?
  28. 28. Choose 
 the right PROCESS 28 II. What to do? Lean UX Cycle Ideas Measure Product Build Data Learn
  29. 29. 29 c Activities Near Term Medium Term Refine Content Strategy Implementation ✓ Focus on leaner ways to communicate the value of certification ✓ Some users are focused on getting into a career. Develop content and paths which start at a career and map to CompTIA products which will help them move into this career. ✓ “Convince Your Boss” content this could be a download, but should be able to get a clear preview on site. ✓ Continuing Education: Improve the understandability and ease of accessing resources ✓ Reduce the number of PDFs on the site. Core content should on the website. ✓ Refine categorization of certifications Conduct routine usability studies to learn why certain paths or tasks have h incompletion or bounce rates. Multivariate testing: Use analytics to find problem Unified ✓ Single Sign-On ✓ Certification Management Integration ✓ eCommerce Integration ✓ Test Scheduling Integration ✓ Have a centralized place a user can sign into and see their information, certs, upcoming milestones, saved plans, etc Refine Discoverability & Navigation Launch Site Prepare analytics and monitor reports in order to learn discover what problem areas exist. The analytics should help you prioritize multivariate tests as well as plan usability tests. ✓ Continue to improve baselining for users ✓ Refine content regarding the following: How does CompTIA work? Will it work for me? Where do I start? What steps follow? ✓ If new user paths are discovered update pages to reflect new paths Displace, hide, organize, and remove content as appropriate. USER RESEARCH/Validation Identify key pages in a manner that would allow you to conduct usability studies of primary flows prior to complete development of the site. This will enable you to make changes to the design prior to releasing the redesign. Metrics Baseline & Compare Post-launch rerun “Certification Site Evaluation” Survey in a way that can be used to compare the results. Employ other quantitive and qualitative methods to understand how the redesign is performing. Templates to Pages Create a plan for how each template will map to which pages. Utilize the provided UI kit to customize templates when needed. Customization should be driven by your content strategy and further refine post- launch by using analytics and qualitative research such as usability testing and cognitive walkthroughs. Focus on clear communication and content strategy. Career Planning ✓ Plan to create a new strategy for exploring careers ✓ Cleary communicate the role CompTIA certifications have within a career path ✓ Improve planning tools such as the career roadmap tool. Allow a user to explore careers and create and save a customized plan with timeline. This tool may need to also allow a user to compare career path options. ✓ Provide recommendations for users based on their interests, goals, and current level of experience. Explore other ways of orienting user to certifications, such as through career paths or interests. ✓ Content which communicates career outcomes ✓ An account page with common task related to the their activities/behaviors. ✓ Product comparison. Potentially to compare two or more subjects or to compare two or methods to get training. Refine and quantify personas in- order to truly understand how to center your design processes around user needs. Persona will help you tailor designs for an individuals' prioritize Plan to conduct exploratory user research with different groups of users. This will help you discover large barriers as well as opportunities for the business. epending on the user group and subject of may need to be level s A strategy for being innovative includes planning a vision for the company which includes investing in short, medium, and long term user centered initiatives. With this strategy the business can implement incremental optimizations, while design is under way on the evolutionary changes, all while research is being conducted to explore revolutionary opportunities. PROCESS II. What to do? The designers and developers in your org can be more than problem solvers. They often are great a finding and exploring problems. • Conduct collaborative workshops with management and the project team to get alignment as early as possible • Cross-functional teams • Collaborate on roadmaps and strategy, be flexible Collaboration
  30. 30. LEAN DesIGN ACTIVITIES Think Holistically, Experiment, Frameworks
  31. 31. 31 RESS T E C H N I C I A N E N G I N E E R M A I N T E N A N C E M A N A G E R THOUGHTS · Who am I speaking to and what is their history? · Why can’t I know more information before-hand? · How can I educate the individual to assist them better? FEELINGS es to complete THOUGHTS · What can I do to make things easier and more efficient? · How do I track and organize all of the information and document history? FEELINGS · Nervous that people won’t locate correct data · Unsure all the information is correct and accurate in ystems Once a repair has been completed and returned to the customer or service center, final documentation of the entire process must completed and archived. Issues involved during this phase include manual entering of information/data between multiple systems, multipleparties involved, and minimum analytics and reporting about the issue and resolution. RESOLUTION THOUGHTS · How do I know the device was properly repaired? · Is there a way to get active notifications? FEELINGS upset when a device · How do I make sure I have full insight into the state of a device that has been sent out for repair? rovide to the customer so they O F F I C E H R R E S O L U T I O N S U P P O R T T E A M : PROCESS FOLLOWER TO PROBLEM SOLVER TRANSITION: INVESTIGATOR TO PROBLEM SOLVER TRANSITION: SEASONED VETERAN & PROCESS FOLLOWER & PROBLEM SOLVER TRANSITION: PROCESS FOLLOWER S U P P O R T T E A M T E C H N I C I A N / E N G I N E E R A C C O U N T E X E C E / S U P P O R T T E A M M A I N T E N A N C E M A N A G E R O F F I C E / H R M A N A G E R PROBLEM SOLVER INVESTOGATOR NOTIFICATIONS FROM REPAIR DEPOT Device is out of warranty Device requires repairs beyond initial scope NOTIFICATION THAT DEVICE WAS SHIPPED CONTACT SERVICE PARTNER sparency into cess RECEIVE PRODUCT FROM REPAIR DEPOT Open a case – device not fixed FINALIZE New FSB issued Returned to service partner Place in storage CONTACT CUSTOMER TO DETERMINE ACTION PLACE IN STORAGE RETURN ORIGINAL TO CUSTOMER roper ngs Time Tracking OINT T NT status not te OINT p times Long back & forth process PAIN POINT Create alert in internal systemPAIN POINT No logging of end user informationPAIN POINT No insight to which applications customers are accessing PAIN POINT No source of tagging user identity to customer PAIN POINT Lack of Notification` PAIN POINT No direct contact PAIN POINT No place on MOL to put the feature setPAIN POINT No insight on case history PAIN POINT T E ST NO IS THE DEVICE FIXED? DEVICE NOT FIXED CASE GETS ESCALATED Holistic II. What to do? Design for an holistic experience. Ensure that you are targeting the right users and making the correct tradeoffs. • Design with scenarios to make sure you address needs • Collaboratively make journey maps • Use user story mapping to help organize your product backlog and sprints Design for the journey
  32. 32. 32 RESS T E C H N I C I A N E N G I N E E R M A I N T E N A N C E M A N A G E R THOUGHTS · Who am I speaking to and what is their history? · Why can’t I know more information before-hand? · How can I educate the individual to assist them better? FEELINGS es to complete THOUGHTS · What can I do to make things easier and more efficient? · How do I track and organize all of the information and document history? FEELINGS · Nervous that people won’t locate correct data · Unsure all the information is correct and accurate in ystems Once a repair has been completed and returned to the customer or service center, final documentation of the entire process must completed and archived. Issues involved during this phase include manual entering of information/data between multiple systems, multipleparties involved, and minimum analytics and reporting about the issue and resolution. RESOLUTION THOUGHTS · How do I know the device was properly repaired? · Is there a way to get active notifications? FEELINGS upset when a device · How do I make sure I have full insight into the state of a device that has been sent out for repair? rovide to the customer so they O F F I C E H R R E S O L U T I O N S U P P O R T T E A M : PROCESS FOLLOWER TO PROBLEM SOLVER TRANSITION: INVESTIGATOR TO PROBLEM SOLVER TRANSITION: SEASONED VETERAN & PROCESS FOLLOWER & PROBLEM SOLVER TRANSITION: PROCESS FOLLOWER S U P P O R T T E A M T E C H N I C I A N / E N G I N E E R A C C O U N T E X E C E / S U P P O R T T E A M M A I N T E N A N C E M A N A G E R O F F I C E / H R M A N A G E R PROBLEM SOLVER INVESTOGATOR NOTIFICATIONS FROM REPAIR DEPOT Device is out of warranty Device requires repairs beyond initial scope NOTIFICATION THAT DEVICE WAS SHIPPED CONTACT SERVICE PARTNER sparency into cess RECEIVE PRODUCT FROM REPAIR DEPOT Open a case – device not fixed FINALIZE New FSB issued Returned to service partner Place in storage CONTACT CUSTOMER TO DETERMINE ACTION PLACE IN STORAGE RETURN ORIGINAL TO CUSTOMER roper ngs Time Tracking OINT T NT status not te OINT p times Long back & forth process PAIN POINT Create alert in internal systemPAIN POINT No logging of end user informationPAIN POINT No insight to which applications customers are accessing PAIN POINT No source of tagging user identity to customer PAIN POINT Lack of Notification` PAIN POINT No direct contact PAIN POINT No place on MOL to put the feature setPAIN POINT No insight on case history PAIN POINT T E ST NO IS THE DEVICE FIXED? DEVICE NOT FIXED CASE GETS ESCALATED Experiment II. What to do? There is too much concern about testing the right ideas. Create and test many ideas quickly. • You can learn a lot from a bad idea • Setup a cadence and budget for ongoing user research and feedback • Design for learning! Test contrasting ideas to get inspiration Design & test quickly
  33. 33. 33 RESS T E C H N I C I A N E N G I N E E R M A I N T E N A N C E M A N A G E R THOUGHTS · Who am I speaking to and what is their history? · Why can’t I know more information before-hand? · How can I educate the individual to assist them better? FEELINGS es to complete THOUGHTS · What can I do to make things easier and more efficient? · How do I track and organize all of the information and document history? FEELINGS · Nervous that people won’t locate correct data · Unsure all the information is correct and accurate in ystems Once a repair has been completed and returned to the customer or service center, final documentation of the entire process must completed and archived. Issues involved during this phase include manual entering of information/data between multiple systems, multipleparties involved, and minimum analytics and reporting about the issue and resolution. RESOLUTION THOUGHTS · How do I know the device was properly repaired? · Is there a way to get active notifications? FEELINGS upset when a device · How do I make sure I have full insight into the state of a device that has been sent out for repair? rovide to the customer so they O F F I C E H R R E S O L U T I O N S U P P O R T T E A M : PROCESS FOLLOWER TO PROBLEM SOLVER TRANSITION: INVESTIGATOR TO PROBLEM SOLVER TRANSITION: SEASONED VETERAN & PROCESS FOLLOWER & PROBLEM SOLVER TRANSITION: PROCESS FOLLOWER S U P P O R T T E A M T E C H N I C I A N / E N G I N E E R A C C O U N T E X E C E / S U P P O R T T E A M M A I N T E N A N C E M A N A G E R O F F I C E / H R M A N A G E R PROBLEM SOLVER INVESTOGATOR NOTIFICATIONS FROM REPAIR DEPOT Device is out of warranty Device requires repairs beyond initial scope NOTIFICATION THAT DEVICE WAS SHIPPED CONTACT SERVICE PARTNER sparency into cess RECEIVE PRODUCT FROM REPAIR DEPOT Open a case – device not fixed FINALIZE New FSB issued Returned to service partner Place in storage CONTACT CUSTOMER TO DETERMINE ACTION PLACE IN STORAGE RETURN ORIGINAL TO CUSTOMER roper ngs Time Tracking OINT T NT status not te OINT p times Long back & forth process PAIN POINT Create alert in internal systemPAIN POINT No logging of end user informationPAIN POINT No insight to which applications customers are accessing PAIN POINT No source of tagging user identity to customer PAIN POINT Lack of Notification` PAIN POINT No direct contact PAIN POINT No place on MOL to put the feature setPAIN POINT No insight on case history PAIN POINT T E ST NO IS THE DEVICE FIXED? DEVICE NOT FIXED CASE GETS ESCALATED Design Systems II. What to do? Make sure that the design team is documenting and organizing the design patterns they use; this can greatly speed up optimization sprints and new hire onboarding. • Create a shared library of design assets and patterns • Document the decisions that went into choosing patterns Design is an asset
  34. 34. Q&A Let’s GEEK OUT
  35. 35. Thank you @zekefranco LinkedIn Medium

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