Product /service -  New customer portal and dashboard for all DNV GL digital products /services.
Project - Encourage adoption and customer use of dashboard.
Steer disparate and wildly varying DNV GL services towards a consistent visual design and user experience.
Duration - 2 months
Team - UX designer, front end developer, product owners and stakeholders from several product teams.
Activities - Design managment, product scoping, concept mockups, Axure wireframing, pattern /style guide development.
Deliverables - Product roadmap, Axure wireframes, pattern /style guide.
Outcome - Roadmap and new company-wide design vision for dashboard in use.
Before and after: Drawing customers to the My DNV GL dashboard with high value, rich content.
At project start, the dashboard offered simple links to DNV GL product sites. The plan was to add rich content with new widgets, but the team needed help to identify what to build, and roadmap their development over the coming year. The company-wide dashboard also meant many stakeholders and unprecedented collaboration across parts of the business.
I used static mockups to help disparate teams envisage possible dashboard widgets, and stimulate discussion around what would deliver value to customers and encourage use of the dashboard. Early mockups imagined simple statistical data delivered via widgets, and began looking at responsive widget behaviour.
I helped make sense of a wide range of ideas coming from different team members, by centring discussions around user personas and mapping proposed widget functions as user stories. This helped teams to decide what really mattered, as well as highlighting where further research would be needed.
As key widget functions emerged as high value for multiple software teams, I began to consider designs that could be re-used across business areas - for example Maritime and Renewable Energy. High fidelity mockups helped all parties involved to understand what was being proposed and give feedback.
Whilst originally teams had been excited about filling dashboard with charts and visuals, a opportunities for new value turned out to be providing help, support and training, delivery of high value documents and renewal of licenses. We also considered value to the company and began looking at targeted advertising of services on the dashboard.
Team workshops allowed us to refine designs further, both to strip out lower value features and to ensure designs were re-usable across the business. Customer support and training functionality allowed DNV GL's desktop software to gain an online presence alongside the web services for the first time.
Whilst mockups allowed a wide range of stakeholders to envisage the project outcome, the value to customers and required development effort needed to be explained.
Having helped define widget designs and roadmap development, I turned my attention to user journeys from the dashboard into existing DNV GL sites and back again. Designs considered navigation between services, a common notification centre and customer account settings and customisation.
Working with the front-end developer to ensure software teams could implement widgets correctly, we developed a pattern /style guide to encourage consistent design. We considered and included content to show the on-boarding journey, through registering for services, assigning them to and customising the dashboard area.
For the first time, DNV GL applications all existed side-by-side in one portal, and inconsistencies became more apparent. Having been exposed to software services from different teams across the company, I identified many cases where similar applications used different designs and interaction patterns, and began helping teams to categorise dozens of applications by persona and main function, recommending patterns and usability improvements to suit.
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