These were some of the open fronts for the insertion of the design culture in the project and in the company.
ABOUT THE PROBLEM
Whenever a project is started by a freelancer, such as a designer, it is always a problem that ends up delaying the progress of the projects, the issue of sending and receiving materials for the development of parts and content without disregarding the rules of use of the brand. My work started from this point: how to solve this communication gap?
THE USERS PAIN POINTS
The users' pain points were diverse:
• Much delay between the order for material until the confirmation of its receipt;
• Materials that arrive in formats other than those specified;
• Being dependent on an answer from another professional who may not even be focused on the project as it should and this ends up becoming a problem for both parties.
• Frequent discussions.
• Misuse of images and typography
• Difficulty in accessing a brand manual that is often too heavy to be sent by email.
After conversations with the teams and a mind node later, I organized the ideas through high-fidelity prototypes produced at Axure. They were tested and adjusted to then pass the UI Design phase, giving colour and shape to what was thinking about the UX stage.
This was the company's first project treated as a product. This means that since the beginning of the first conversations, the product has been thinking in a scalable way and for that to happen with consistency and to solve the visual problem mentioned by the teams, a design system was thought to give due importance to each point of the platform.
"Before listening to the UX team, we did not fully understand their responsibility in this, but after understanding the stages of the project from the point of view of the UX designers, we realized that the design as we knew it was at another level within our business."- Waldemar, Globo TV creative director
The whole process since the briefing was shared into the teams, it means that everybody participated in all steps of development. I as UX designer has been responsible to organize the meetings and I've directed all the business plan within the marketing team to become it real and put it in practice as soon as possible. Make the prototypes allowed me to present the ideas without any trouble like to be very abstract.
While the UX design process was ongoing, another creative team was working with a visual concept based on UX data from some interviews with some stakeholders. The result is that:
The art direction aimed at a clean layout to be filled with a lot of brand material, without any other element that could pollute the composition.
A responsive platform is designed to be accessed under different screen resolutions, making it possible to read all information without any restrictions, from the desktop to mobile devices such as tablets and smartphones. In this case, the responsive format exists to make easier the search for the brand assets and sharing this content.
For the mobile version, this project started late, but as the approvals in the design stage happened earlier than we imagined, the site went live before our deadline, that is, in addition to bringing a new experience to a brand book, it was still possible to have it working already on the anniversary of Rede Globo de Televisão.
THE TEAM THAT PUT THIS UP
The team that put this project to work was composed of 3 front-end developers being one of them focused on WebGL animation, 1 motion designer (After Effects), a lean team of 3D modellers, 3 back-end developers, 1 UX Designer (me), 1 art director, 1 project manager and a product manager, a creative technologist and 3 QA analysts. The product was developed using waterfall framework that is a usual process inside a creative studio in Brazil.
• Value deliveries made every 30 days
• Interviews and User tests
• Design prototyping to confirm the hypothesis
• Working together among project leaders, from design to development in the IT department.
WHAT WE LEARN FROM THIS
We learned that not always improving the performance of a team is linked only to the bureaucratic part, it is necessary to understand all the parties involved in the business, from the executive scale such as directors and managers to the operational scale, in this case, internal marketing department, collab designers and business operation. Cheers. Making work steps less bureaucratic and providing infrastructure also contribute to performance.
• Waiting for the removal of file sending and receiving process;
• Productivity increase 42,88%*;
• Increased quality of service delivered by the supplier;
• Reflation rate decreased by almost 80%*.
*Hotjar data analytics
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