The tool itself was developed as an internal project by the Portfolio Engineering Group (PEG) and was designed to allow a Portfolio Manager to create or load profiles for efficient calculation of portfolio's for prospectus clients.
Although a tool primarily used by the PEG team, members of the sales team also saw benefit in a tool that would allow them to present sample models for client presentations. Prior to the tool, the sales team would make manual requests to the PEG group for model creation. The process was fairly slow and would often work against the timelines of the sales team, which would result in lost opportunities.
Our team was brought into the process initially under the understanding that we'd bring some polish and finish to the product and hand off to development.
What ensued was a much more in-depth project that leveraged the skills of our UX and UI team; first by providing strong recommendations towards usability enhancements and then presenting our "nice-to-haves" as part of a more thorough internal research study with other members of the PEG group and members of the sales team across different regions.
What started as a straightforward effort to re-skin a product at the visual level; evolved into a robust analysis and optimisation of the tool itself. This meant that the design and research into usability of the tool didn't take on a linear approach and we often found ourselves jumping back to the beginning having reached the end.
Giving new meaning to naming our files Final.sketch and FinalFinal.sketch. But it was a challenge that our team took in stride, and passing with flying colours.
That said, our challenge was to explore how the tool could incorporate two streams of user journeys into the existing flow of the product. This was not particularly easy as the existing build at the time effectively gave the perception of a linear journey in the navigation of the product.
So we had to get a little creative, and explored how we could separate the user journey of a PEG user, and then also cater to the journey that a sales member would make use of.
The solution made use of a unique user identifier within the organisation by displaying the appropriate content that would help drive the journey forward, without the need to drastically overhaul the codebase that had already been established.
As the design team continued working with the stakeholder, and making small wins with each succession; our opportunities to continually improve the product grew.
We had a built an iterative design cycle, largely because we had involved our stakeholders early in the design process and got them engaged into the product they owned. Both sides of the equation became empowered and felt that change was very real and very achievable.
This definitely was a fun project to work on. Starting off like any typical business-led initiative, it blossomed into a project that saw high engagement from all members of the project.
From stakeholders, to development and design; each functional group of the project had a healthy and productive amount of involvement whose end goal was to deliver an amazing product.