Know before you go
WSDOT
Role: Project Manager
Parameters:
This was a redesign concept project for the Washington Department of Transportation’s iOS app. I was the project manager on a team of four including a researcher, an information architect/visual designer, and an interaction designer. The project was limited to a 2-week sprint culminating in a presentation to the mock client. This was the first team UX design project I have ever done.
Purpose
My responsibility as the project manager was to ensure the successful completion of the project from initial inception to final execution.
My role was largely internally facing. How do I create a system and use tools to elevate my teammates?
My goals were to:
1. Learning from real PMs
I reached out to project and product managers in the industry to ask about how their teams work and what processes they find effective. I did this throughout the two weeks and incorporated new findings/knowledge as I went along.
Here are some nuggets of advice that I put into action:
Decisions
One project manager explained to me how a decision log was helpful in her teams. I created one for my group. Especially when there was conflict in decision-making. Download my decision log (PDF, 53KB).
Flexibility
There is not a one-size-fits-all magic scrum board that will work perfectly for every design team. I had to take the time to understand the needs of my teammates and create a system that worked best for the team.
Trust
Building trust is key when working on a team. Each of my teammates could trust that their idea would be heard because I was mindful to be inclusive during group discussions. When there were times they didn’t feel comfortable sharing with the group, they could come to me individually.
2. Documentation and Task Management
I documented all tasks that need to be done and what was completed. I created a process document for the team which I updated daily. I facilitated team task generation from start to completion, mapping out timeline of tasks for 2-week sprint, and assigned tasks to individual team members.
I asked the team what would be the most helpful way to manage tasks. The team had a strong preference for a physical task board with post it notes for individual tasks. I created a physical kan ban task board divided by team member.
I also created a spreadsheet of the tasks along a timeline for the 2-week sprint.
I continued to check-in with each teammate individually and adjusted/prioritized/changed tasks as needed. As time progressed, I saw some teammates gravitate more towards the digital task list while others gravitated more towards the kan ban.
I slacked out the tasks for each team member every day. I also lead daily morning check-in meetings and daily afternoon stand up meetings.
I also ensured we were on track according to our timeline and priorities.
During a team discussion on the user scenario, we collectively as a team could not reach consensus on what the scenario should be. I sensed frustrations rising and team members becoming blocked. Being mindful of time and the pulse of the team, I suggested we end the discussion and pursue other tasks for the time being. I later delegated the user scenario and drafting of the persona to the researcher and information architect. After a break and some space, they were able to create a scenario and persona that the entire team could get behind.
3. Elevating my teammates
I elevated my team by jumping into analysis and research when needed. Early in the process, our interaction designer came to me saying he was blocked. He needed more information about the client to help prioritize features in the app. I conducted some business analysis so I could collaborate on prioritizing certain design features with the interaction designer.
Then WSDOT Communications Director, Lars Erickson, made a presentation on the WSDOT Mobile App in 2017 after the launch of their iOS version. I found a pdf of his presentation which provided insight into what WSDOT saw as important, as well as data on app usage. Main takeaways from his presentation included:
Our team should focus on the camera and map features. WSDOT is very proud of these features.
WSDOT 2019 Strategic Plan
Camera
& Maps
Apple iOS
iOS usage greatly outnumbers Android usage, so a redesign of the iOS platform is most appropriate and needed.
Why it is important
WSDOT Goals
One goal in the plan is finding practical solutions by prioritizing innovation. WSDOT recognizes the needs of its users and is investing resources into the success of mobile applications.
Legislative policy goals in RCW 47.04.280
WSDOT is ultimately accountable to the taxpayer and holds an immense responsibility to balance fiscal realities with traveler needs.
I also wanted to dig deeper than just WSDOT’s mission statement and understand the client’s goals and motivations. Being a government entity, WSDOT had a wealth of publicly available information. Here are some highlights:
As PM I took the lead on how to do our presentation. I recommended to the team that we spend the majority of our time story telling through the eyes of our persona Cindy. I also crafted the presentation to speak to the client as a government entity. It was important to show we understood WSDOT's sense of public responsibility. The business analysis I did previously proved very useful in communicating that we understood this.
I also participated in a design studio with my team. We were looking at specifically how to address the UI of turning on alerts. I learned that we could come to a consensus on specific features within a very short period of time.
What did I learn?
What is helpful to my teammates may continually change as the project progresses. It’s about communicating early and often and being adaptable and flexible to change things up when stuff isn’t working.
Managing conflict is a reality of teamwork. Disagreements will happen, but I can handle those conflicts in a way that doesn’t negatively impact the execution of our final product and completion of the project. I accomplish this by creating an inclusive environment with open communication.
Trust is the foundation for good teamwork. Each team member needs to be able to trust in the work that the others are doing. As PM, I learned I can build bridges between my teammates and meld communication styles to get the job done.