Our fortune 100 industrial client had a dilemma. They had found gaps in their experience design that could derail their agile process. Do they fall behind or bring in a team to get back on track?
The challenge wasn’t a simple one. There had been gaps in the ideation process, however the framework had been well thought out and left a large degree of flexibility. To maintain the sprint pace a team would have to get up to speed quickly and work through a series of design challenges.
As manager, my team was already booked. I traveled to the clients facility and worked with the product manager to understand the challenges and relay the information back to my team. They worked on the assignments during the day and I picked up where they left off. It was a long week, but a great project.
Before I left I gave my team a copy of the build’s style guide and left instructions to create an Axure file using all the common elements. Yes, they were that good. The plan was to build a pattern library that would allow for rapid prototyping based on the current build structure.
A series of whiteboard workshops where challenges were illustrated and the problems were worked through. Once the day’s activities were complete the evenings were used to organize the information gathered and transcribed into workable documents. Those documents and pattern library were then used to create rapid prototypes to validate proposed solutions.
When I would finish for the day, the prototypes that were generated would be sent back to my team at the office. They would clean up the day’s prototypes and proof the mobile experience. Each day would would connect at the end of the day and collaborate on how to compile the various files.
As a team the client and I proofed the workflows and prototypes to ensure the accuracy of the work and I performed any revisions on the spot. We were able to finish with time to spare and the work allowed the product team to continue on schedule.