Defining the landscape
Organizing the works
During an early meeting with members of the UX team and product managers we agreed we would split the work into 2 sections: what happens before a consultation - what happens after a consultation.
This case study focuses on the “before” and specifically on scheduling an appointment.
My team and I started gathering some initial assumptions on the project: an array of “gut feelings” based on our current knowledge of the environment:
Our medical application was never developed to support specialties
We listed some assumptions about the differences between a primary care service and specialty care (including behavioral): the primary assumption was that people choose and request appointments with specialist.
We highlighted a number of workflow and usability issues we had discovered during previous projects.
Speak one language: a collective set of visual references
The applications were developed before the company had a UX team, so there was no documentation of the pages or the workflows. Consequently, all participants of a project—stakeholders, product managers, engineers and subject experts would make assumptions based on their own individual experience. Competitor’s website's functionality are often mentioned, but without documentation we wouldn’t be able to appreciate the relevance of the reference made. So I encouraged every collaborator systematically document their findings.
A shared collection of documents help establishing a collective understanding of the environment of a project.