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

1. UX Design Limited Resourceswith
by Zeke Franco
Tips for Product Managers & Marketers

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. Zeke Franco
Experience
3
I have over 10 years
designing products and
services. I specialize in
interaction design,
research, and strategy.
“

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. Why are Resources Limited?
Part ONE

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
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
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
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
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. TALENT
11
I. Why?
View capabilities matrix

12. What To DO?
Part Two

13. Research
Seriously.

14. 14
0 uses
4 uses
8 uses
12 uses
16 uses
ractive
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expensive
flavor
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fun,funny,silly
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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
0 uses
4 uses
8 uses
12 uses
16 uses
ractive
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delicious
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expensive
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friendly
fun,funny,silly
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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
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
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helpful
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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
0 uses
4 uses
8 uses
12 uses
16 uses
ractive
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delicious
donation
expensive
flavor
friendly
fun,funny,silly
gift,giving
good
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helpful
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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
0 uses
4 uses
8 uses
12 uses
16 uses
ractive
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donation
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friendly
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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. PROCESS
Adapt • Collaborate •Choose Wisely

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
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
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. Choose
the right
PROCESS
23
II. What to do?
CONSTRAINTS IDEATIONENVISIONING
Standard Graphic (Artifact)
Design Process

24. Choose
the right
PROCESS
24
II. What to do?
Interaction Design Process
UNCERTAINTY
CONSTRAINTS
VISUALIZATION IDEATION
ENVISIONING
SYNTHESIS
FRAMING
SELECTION
PROTOTYPING
EVALUATION

25. Choose
the right
PROCESS
25
II. What to do?
Design Thinking Process
Develop DeliverDefineDiscover

26. Choose
the right
PROCESS
26
II. What to do?
Lean UX & Design Sprint
BUILD MEASURE LEARN

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. Choose
the right
PROCESS
28
II. What to do?
Lean UX Cycle
Ideas
Measure
Product
Build
Data
Learn

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. LEAN DesIGN ACTIVITIES
Think Holistically, Experiment, Frameworks

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
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
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. Q&A
Let’s GEEK OUT

35. Thank you
@zekefranco
LinkedIn
Medium