PC Upgrade Process Portal
PC Upgrade Process Portal
Revamped the employee experience that helps
employees transition to a new PC.
Reducing Email correspondances and decressing ticket numbers by 20%
Revamped the employee experience that helps employees transition to a new PC.
My Contribution
User Research
User Flow
Iteration with stakeholders
Final Designs
Tools
Figma
Microsoft Teams
Fig Jam
Jira
Balsamiq
Timeline
11 Months
Due to NDAs, not all of the new onboarding process can be shared publicly. However, I'd be happy to discuss the project in depth—feel free to reach out.
Problem
Employees often exchange multiple emails with technical teams, leading to prolonged PC onboarding processes that cost NG a lot of money over time.
Employees often exchange multiple emails with technical teams, leading to prolonged PC onboarding processes that cost NG a lot of money over time.
Employees often exchange multiple emails with technical teams, leading to prolonged PC onboarding processes that cost NG a lot of money over time.
Disclaimer: This is not a real email from NG; it is a prototype email designed to illustrate what the email would look like.
Solution
A website portal onboarding experience that allows employees to decline participation, edit shipping addresses, and return old PCs.
Context
Northrop Grumman wanted to introduce a self-servicing portal
Northrop Grumman saw an increase in their software and wanted to introduce self-service portals to their employees. So, the venture to improve the PC Upgrade program started.
The aim was to introduce a new way for employees to participate in the PC upgrade process and improve communication with employees on their participation.
MY Role and team
Collaborating with the external and internal team of NG
I was the sole UX designer on this project. I worked cross-functionally with the business process manager, project manager, and engineering lead to deliver a solution that allows employees to interact more self-service.
As the project continued, we expanded the team of six to include four more members from the Northrop Grumman PC upgrade team, and I took the lead in research, research analysis, user flow, and design.
User Research
User Interview
To initiate this project, I collaborated with the project's PM to interview a small number of employees to understand their pain points when participating in the PC upgrade program.
To initiate this project, I collaborated with the project's PM to interview a small number of employees to understand their pain points when participating in the PC upgrade program.
Employee Problem
Why do some employees talk to technical teams when transitioning to a new PC?
Interviews Key Takeaways:
PC upgrade process is tedious.
Current experience requires existing employees to go through up to 10+ corresponding emails with the technical teams to change, decline, or return their old PCs and stay up to date on the PC transition.
Time- consuming.
Employees expect the transitions to take up to 2 weeks, while in reality it takes on average 1 month to complete.
Lack of communication
Employees received an email about the PC replacement process and delivery date but did not receive details on how to change their address or cancel their participation.
What employees are feeling
"Dealing with the constant back-and-forth email ticket responses to the technical team is overwhelming."
"Dealing with the constant back-and-forth email ticket responses to the technical team is overwhelming."
— Employee 1
"Lack of clear communication makes the entire PC upgrade process confusing and frustrating to be a part of."
"Lack of clear communication makes the entire PC upgrade process confusing and frustrating to be a part of."
— Employee 2
— Employee 2
I expected the process to take 2 weeks, but it took so long that I almost forgot I was part of it.
I expected the process to take 2 weeks, but it took so long that I almost forgot I was part of it.
— Employee 3
— Employee 3
Define
How Might we
How might we . ..
I used “How Might We” questions to reframe the main pain points into opportunities for innovation. By asking these questions, I can target specific design solutions that address real-time data needs and reduce the reliance on email threads.
Automatization
Automatization
How might we reduce the email correspondence with technical teams?
Communication
Communication
How might we give employees clear communication about their process?
Time- Saving
Time- Saving
How might we streamline the process to minimize completion time?
User Flow
Employees are not involved early in the PC transition process, leading to 10+ emails and prolonged timelines.
We held a collaborative working session with the PC refresh team to identify what was wrong with the current process and identify areas of improvement.
What I discovered:
I discovered with the PM and PC refresh team that the onboarding process does not involve employees until the pick-up and return phases. To include them at all times, I worked with the PC refresh team to create a new process involving them.
We held a collaborative working session with the PC refresh team to identify what was wrong with the current process and identify areas of improvement.
What I discovered:
I discovered with the PM and PC refresh team that the onboarding process does not involve employees until the pick-up and return phases. To include them at all times, I worked with the PC refresh team to create a new process involving them.
While collaborating with the PC upgrade team, here are the key User flow aspects we added:
Select a new PC
Confirm new PC
(Optional) PC replacement denial
Confirm Address / Change Address
Order Status
Transition New PC
Return old PC
Select a new PC
Confirm new PC
(Optional) PC replacement denial
Confirm Address / Change Address
Order Status
Transition New PC
Return old PC
High-Fidelity Prototype
Introducing the MVP version of the PC Upgrade process
After completing the research and collaborating with the PC upgrade technical team, I worked closely with the project manager, PC upgrade team, and engineers to design and deliver the MVP dashboard shown below:
After completing the research and collaborating with the PC upgrade technical team, I worked closely with the project manager, PC upgrade team, and engineers to design and deliver the MVP dashboard shown below:
PC Upgrade Dashboard:
Upon entering the new portal, employees are welcomed by an intuitive dashboard that provides a clear summary of their PC upgrade status, enabling them to quickly confirm if the correct PC is being sent.
PC Upgrade Dashboard:
Upon entering the new portal, employees are welcomed by an intuitive dashboard that provides a clear summary of their PC upgrade status, enabling them to quickly confirm if the correct PC is being sent.
Ticket Home Portal:
A streamlined home portal allows employees to track their progress in the PC upgrade process, significantly reducing the burden on technical teams and keeping employees informed about their onboarding status.
Ticket Home Portal:
A streamlined home portal allows employees to track their progress in the PC upgrade process, significantly reducing the burden on technical teams and keeping employees informed about their onboarding status.
Confirm current PC Portal:
A streamlined confirmation portal allows employees to confirm, reschedule, and decline participation of the PC upgrade wave, significantly reduce email ticket creation and encouraging employee to immediately take action.
Confirm current PC Portal:
A streamlined confirmation portal allows employees to confirm, reschedule, and decline participation of the PC upgrade wave, significantly reduce email ticket creation and encouraging employee to immediately take action.
Design Guide
Style and Component Design Guide for NG
As the sole designer of the project, I created the designs using the established NG guidelines. I developed colors and existing typography to improve the PC upgrade process experience. Following this guideline was essential, as the compliance team had to approve the final design of the new process experience.
As the sole designer of the project, I created the designs using the established NG guidelines. I developed colors and existing typography to improve the PC upgrade process experience. Following this guideline was essential, as the compliance team had to approve the final design of the new process experience.
Color
While working on this project, I added a few new colors to the design that were outside the NG guidelines. I partnered with the compliance team and took an accessibility course to create color matches. The color contrast is also accessible, passing the AA and AAA standards when matched with black as the text. I made an additional color palette to give a more prominent status to the employees' PC upgrade participation.
Color
While working on this project, I added a few new colors to the design that were outside the NG guidelines. I partnered with the compliance team and took an accessibility course to create color matches. The color contrast is also accessible, passing the AA and AAA standards when matched with black as the text. I made an additional color palette to give a more prominent status to the employees' PC upgrade participation.
Typography
Headings: Arial bold
Secondary Content: Arial Regular
This combination created a cohesive look and feel with well-matched font groupings. Using 16pt as the body text was a good starting point, as it matched best practices for conforming to WCAG guidelines.
Typography
Headings: Arial bold
Secondary Content: Arial Regular
This combination created a cohesive look and feel with well-matched font groupings. Using 16pt as the body text was a good starting point, as it matched best practices for conforming to WCAG guidelines.
Impact
After rolling out the first three months, we saw a positive increase in using this self-service solution.
After passing my design solution to the developer, we initiated a small-scale beta testing phase with a smaller group of employees before eventually launching it to the entire employee audience. Even after the initial launch, we concluded that we would continue to iterate on the solution, improving it over time with new interactions. When we fully rolled out the new process to 53K employees, the metrics below are what we found out in the first two months:
After passing my design solution to the developer, we initiated a small-scale beta testing phase with a smaller group of employees before eventually launching it to the entire employee audience. Even after the initial launch, we concluded that we would continue to iterate on the solution, improving it over time with new interactions. When we fully rolled out the new process to 53K employees, the metrics below are what we found out in the first two months:
20% in Decrease of ticket numbers.
20% in Decrease of ticket numbers.
20% increase in cost saving
20% increase in cost saving
5% Increase in customer satisfaction score (CSAT)
5% Increase in customer satisfaction score (CSAT)
Reflections
This was my inaugural project at Atos and an enjoyable experience. It provided me with insights into the dynamics of an actual company project. Initially, I was concerned about being unable to solve the problem due to limited employee access. However, it taught me the importance of overcoming obstacles and finding alternative solutions. As a result, I engaged directly with the individuals involved in the PC refresh process, which proved to be a precious asset.
Here are some of my other case studies
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Visibility Increased by
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PC Upgrade Program Dashboard
Introduced a dashboard that allows executives to monitor over 53K employees' PC upgrade process.
Cost Saving Increased by
30%
Visibility Increased by
90%
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Cost Saving Increased by
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Visibility Increased by
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System Usability Score
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Redesigned the study room portal website that helps students reserve a room.
System Usability Score
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Interested in working together?
b.a.iadegboye@gmail.com
Interested in working together?
b.a.iadegboye@gmail.com
Interested in working together?
b.a.iadegboye@gmail.com
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