Enterprise Product
- Requirement gathering
- Prototyping
- Documentation
- Presenting
- Collaborating & Iterating
- Lab testing
- MVP launch
Detailed requirements and insights were translated into a comprehensive prototype (Axure) capturing larger clickthroughs and complicated workflows, all with a layer of functional annotations. In the beginning, weekly work sessions with client product team was followed by presentations and design iterations.
Over the next 18 months my time allocation fluctuated between 100% to 20% leading up to a soft MVP launch
Experience Design Lead, Isobar
- First step was to understand The Terminal and it's design principles and how Terminal users think.
- Second step was to understand the needs of the different EMRS users.
The output of the concept phase was a clickable prototype created by my colleagues (experience team & visual design team).
My first engagement was to write a test plan together with my colleague (Assc. UX Dir.), and facilitate moderated user tests with internal Bloomberg staff and real end users.
Insights and findings were synthesized in a deck identifying common themes across the sample set. Some action steps were specific to the visual design others to key workflows.
Requirements were typically gathered in 2-hrs work sessions with product owner/client including a feedback-loop on a weekly basis. These sessions were conducted in person as well as conference calls using prototypes, whiteboards, and lots of listening.
Requirement gathering brought us to an annotated prototype that was reviewed with the full leadership and project team before development and Q&A would sink their teeth in.
This "living" document grew as the project progressed and became the source of truth.
As backend and frontend teams got their hands dirty, my role was to make sure design decisions were communicated clearly but more so reacting to unforeseen challenges. This meant assisting Q&A writing Jira Tickets and ironing out the details.
As the product got built a 3 months’ transition phase began with the internal Bloomberg UX team, including user testing facilitated in the Bloomberg UX Lab. My role in this part of the phase was to provide context for new team members who had a steep learning curve ahead of them, and partner with the UX-research team who synthesized findings in a report.
The lab results showed us that we needed to solve unexpected design challenges that span from simple labeling to more complex workflows before the MVP launch.
My role here was very hands-on in coming up with design solutions and communicating them to the leadership and project team before launching the MVP.
Stockholm syndrome took shape during the 18 months’ engagement and I was very pleased with being a part of the soft MVP product launch. I certainly would have welcomed the opportunity to iterate & optimize, however, such is agency life.
It was great to hear how the soft launch was positively received to a select few clients and internal Bloomberg staff that provided constructive feedback to some key workflows. One result of this was to tweak the 'Create New User' flow that used progressive disclosure as a pattern, however, the UK staff had a slightly different workflow leaving the progressive workflow as a roadblock.
My engagement and design activities on this project focused on requirement gathering, user testing, prototyping, design communications, and lots of personal growth that lead to a Lead Experience Designer promotion.
- As far as I'm aware this enterprise product is still in incremental releases rollout.