The intricate design process you might have missed
When starting a new project with a new team, you always want to ascertain the best ways of working from the get-go. This could consist of what type of development methodology you will use, what days you might all need to be in the same office, what days and times you have a standup meeting etc. Typically, but not exclusively, the roles you will have involved in a software development project are:
User Researchers (depending on the organisation, but commonly seen in Government)
UX/Service Designers
Developers
Delivery Managers
Product Owners
A presentation and workshop I set up alongside one of my colleagues
From previous experiences, I have found that while establishing the basic overview for working methods, the complex working methods between designers and researchers are not always so clear. Once an understanding of what the project entails is defined, either the UX Designer or UR (if there is one) can identify what more in-depth knowledge they are trying to unveil and what they shall deliver over time and by when each deliverable on estimate shall be ready, you cannot build a house on sand, so if the basics are not understood, the project will collapse, or even if successful, leaves tremendous room for improvement and may not survive the next time the tide comes in.
Designers are typically logical and visual thinkers. If research collated is not presented in an easily digestible way, then the designer will inevitably struggle with delivering high-standard results, which in turn will have a monopoly effect on the developers, who, in the end, begin questioning what on earth it is they are developing.
Research Deliverables
Service blueprints (Workshops)
Personas (Interviews)
User Journeys (Interviews/Workshops)
User Flows (Interviews/Workshops)
Task Flows (Interviews/Workshops)
Empathy Mapping (Interviews/Workshops)
Stakeholder Mapping (Interviews/Workshops)
Design Deliverables
Sketches (Pencil and paper)
Mood boards
Lo/Hi-Fidelity wireframes
Prototypes
Style Guide (for developer handover)
My work setup
These are just a few deliverables you would expect to see or create as someone within a design team, though you can display your findings in so many vast ways. They do not all necessarily have to be something that you deliver to the client, as they are tools to help you achieve your goal, but done right and your client will feel more at ease that you are sharing with them and are on target, whilst also allowing them to answer any niggling questions immediately. The worst scenario to go through is doing all of your research, design according to your findings, and the client is unhappy, therefore meaning you have to backtrack when you could instead prevent that dissipated time.
A UX designer should never neglect their responsibility in being involved in the research just because a User Researcher is part of the team.
“The goal of a designer is to listen, observe, understand, sympathise, empathise, synthesise, and glean insights that enable him or her to ‘make the invisible visible.”
In my previous roles, I have had to take this on and create the deliverables bulleted based off my findings, so it does feel weird giving that responsibility to someone else, especially if you sense you are not getting from it what you need to advance in your task. Either way, assistance or not, a UX designer should most certainly be involved in the research deliverables, mainly since those exclusive to research aren’t typically skilled in design like a UX or Visual Designer.
DELIVER THE CORRECT DELIVERABLE ON TIME
Through my experiences, I have learned the importance of balancing expectations and not overdelivering. For instance, if a designer promised to provide sketches by mid-week but instead presented a colourful digital wireframe, excitement may arise from the team and client. However, this sets a new standard that must be maintained, adding pressure on the designer and affecting the researcher responsible for user testing. This creates conflict, frustration, and decreased team morale, which can spread. Additionally, mistakes may cause developers difficulties when meeting critical deadlines, leading to client dissatisfaction.
“There is no design without discipline. There is no discipline without intelligence.”
PROCESSES
Whether you are following the traditional UX Design process or Service Design method where they use a double or triple diamond approach within a Discovery, Alpha, and Beta process, the key steps remain the same. You still need to;
Strategise/Understand (Discovery phase)
Explore/Discover (Discovery phase)
Analyse/Define (Discovery phase)
Design and validate (Alpha phase)
Then handover and work closely with the developers in the Beta phase
It is imperative that everyone within the team understands this process explicitly and that a plan is not only put in place by the delivery manager but is also put in place by the researchers and designers.
“Failing to plan is planning to fail”
A delivery manager cannot dictate to the team when to complete specific parts of the work if it is not feasible. It is down to those involved in the Discovery phase to plan and highlight what they will be able to achieve in the given time so that the DM can make a decision concerning this and share with the client. More than likely, if time does not permit the possibility of reaching a deadline, a contractor will be hired to assist with the workload.
In the Alpha phase, it is important to organize and plan user testing. The results of this testing should be documented and made available to designers by the end of the week or no later than Monday morning. Designers and researchers must work together to ensure that they deliver the correct results on time.
In my future projects, I plan to share my knowledge with those who are not familiar with the standard ways of working on a design project. I have come to realize that this is also part of my role. While it is important to fulfil your responsibilities as a designer, it is equally crucial to understand that you are also a consultant, and therefore must voice your opinion while being mindful of other experts in the team who may have different best practices.
Continuous self-improvement is essential to move forward, as both people and standards are constantly changing. As long as a plan is put in place and followed, it will make life easier for you and your team.
“I have several times made a poor choice by avoiding a necessary confrontation.”
There is such a thing as healthy confrontation, especially when it comes down to process, and this can be solved by getting everyone in a room, giving them a post-it note, a sharpie, and agreeing on ways of working before you’ve even started the first sprint.