By the time the problem was defined, the technology and company capabilities changed...over & over...
By the time the problem was defined, the technology and company capabilities changed...over & over...
The Speed Test Project
When the design was was mature, the technology changed, and new executive ideas came late...
Process
Problem Statements: Customers needed a faster/better way to independently diagnose and fix their internet problems so they could save time/effort. The business needed customers to understand how to fix their own internet problems, so that call volumes could be reduced and money saved. For more details, check out the executive presentation.
Process Problem: The business gained the technology to test for both router (not just device) speeds in the middle of our project which changed our requirements significantly. We also received late feedback from executives around reducing scope.
My Role
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I was the only product designer on a full-stack team that had all the capabilities to deliver fast.
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We held workshops that generated ideas. I executed a solid design process.
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In collaboration with a content designer, we got executive buy-in for an experience that used wait times to educate customers and provide results that could pinpoint troubleshooting steps.
I believed we could design something truly innovative in the Speed Test space.
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With our user research team, I coordinated user testing on prototypes I built.
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I finished & delivered flows & screens for all scenarios and supported the development process.
Some of Our Cool Screens
How We Overcame the Obstacles
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The new technology for testing router speed was actually an opportunity to create a unique and innovative experience. We solved a major customer comprehension problem and a perceived wait-time challenge.
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We used existing data and results from user testing to validate our design ideas and reduce churn.
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I got executive buy-in by creating a presentation outlining research and data that supported our design direction.
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I was able to reduce scope and address late executive feedback by being organized, thinking quickly and generating low-fi screens that showed specific solutions.
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By maintaining good connections and relationships, I could easily collaborate with product & business owners to align on the new requirements/feedback until executives were satisfied and felt we had addressed concerns.
Results
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Research validated that our innovative ideas led to improved customer comprehension and the perception of quick wait times. Both were major goals!
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Stakeholders & executives were enthusiastic and supportive because of their solid understanding of our solution.
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Executives had confidence that their feedback was addressed and heard.
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Developers built the front-end experience on time.
Things I Learned
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To make the pivoting and changes less stressful, advocate for buy-in earlier and use low-fi concepts even more extensively to save time.
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If requirements and timelines are unclear, spend more time aligning and less time designing.