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Reservoir Management Solution
I believe that a design thinking approach works perfectly for complex projects like this. I enjoy immersing myself in the project through research. However, my process wasn't linear; it wasn't a waterfall approach. Some stages occurred in parallel. For example, while interviewing users, I simultaneously began ideating with my team, developing hypotheses, and even creating mockups.
Nevertheless, all my hypotheses underwent validation by both clients and users, ensuring every stage was completed before moving the designs to the development phase.
The timeline for the MVP was very limited, so I had to think of ways to accelerate the process. This led to extensive collaboration with the Project Manager to validate and optimize our team processes. We decided to hold a week-long workshop in the office, despite everyone working remotely from different parts of Europe at the time. We realized that without these workshops, it would take much longer to resolve our open questions and uncertainties.
We already had significant feedback from our clients regarding what they wanted or didn't want in certain steps of the onboarding process. We also had numerous ideas about the sequence that would make the process smooth and clear. On the first day of the workshop, we ideated and enhanced the user journey.
We conducted an affinity diagram activity, and the results were incorporated into the Value Proposition Board.
We focused on the value proposition and then prioritized features.
We shaped the newcomer portal and tried to optimize the process for that user persona.
We dedicated this day to team planning. We organized our backlog, planned the main sprint tasks, conducted a retrospective, and concluded with a celebratory dinner.As a bonus, this workshop fostered very nice and friendly relationships within the team.
For a company with a massive onboarding process, it is crucial to have different groups of newcomers, each with a tailored onboarding process. Once assigned to a group, they have a specific start day and a set of tasks to complete:
- Submit documents
- Sign documents online
- Watch onboarding videos
- Read onboarding instructions
- Attend online calls, etc.
During this process, the responsible manager should have access to both overall and individual newcomer progress. They need the ability to move users to the next stage, remove them, and leave comments for other onboarding managers.
The onboarding portal is part of the ATS (Applicant Tracking System) that was created long ago and already has established users. One of my missions was to maintain the existing design principles and patterns to avoid confusing long-term users.
MVP 1 was created in four months and tested with one of our clients for a month before the official launch. Despite the tight deadlines and many areas needing improvement, we managed to create a usable and helpful module for the product. Our main constraint was integrating a completely new part into the existing system. Developing and refining ideas required numerous iterations to simplify where possible and postpone less critical parts.
At the end of the project, we faced an unexpected challenge from the sales team, who needed specific features to make the product more attractive to potential new clients. This was a valuable lesson for me and the team to involve the sales team earlier in the process. To simplify this process, we used workshop techniques to identify the most important pains and gains of potential clients and incorporated these into the team roadmap for future releases.
