Mevo had outgrown many existing internal processes, and their mobility team was feeling the impacts. We were tasked with learning how the Mobility team carried out their work, to shed light on how their processes could be improved. We presented our findings back to Mevo's Product team to deliver internal solutions.
Supervisors and Management use the app Supervision to find different information. Supervisors use it to carry out their shift-specific tasks, whereas Management uses it to understand what is happening with the fleet. The functions of Supervision are not fit for purpose for Supervisors currently.
When we were presented with the brief, we realised the scale of the task was huge. There was little existing documentation of the Mobility team's processes. In order to set clear expectations and manage our relationship with the stakeholders we collaborated on a reverse brief.
Alongside Mevo’s Product Designer, we created a research statement (or “How might we” question) and a list of research questions that acted as a guide throughout the project. We also introduced milestones, which detailed key progress points across the 8 weeks.
Within the first week, we had all participated in a Mobility shift, and in the coming weeks, our team participated in one of each type of shift. Next, we conducted interviews across the different roles within the team. John and I worked in a pair to carry out and transcribe the interviews. Working together ensured the interviews were consistent and important topics were covered across the team.
We broke down the data into several themes, creating 11 in-depth insights. We all participated in this step, as we had all participated in some level of research.
During our research phase, we realised we needed to maintain the investment of the team and stakeholders. Once we finished gathering research and analysing it, we presented it back to the entire company. This was to get everyone up to speed with what we had found, and seek input from the wider Mevo team, not just the Product team before we moved into the solution space.
We ideated by breaking down our research into components, and identifying how they related to a specific task, drawing a correlation between our insights and the process of each task.
We documented all the information we had captured throughout the project succinctly and clearly, demonstrating where to improve the tasks carried out by the Mobility team.
At the start of the project, there was no existing documentation of the Mobility team’s processes. Their tasks and order of operation were stored in the collective memory of the Mobility members. To honor the depth and breadth of our research we iterated on the idea of a process map.
The output was a set of 4 task maps, identifying key tasks that the Mobility team carried out in their day-to-day. It encapsulates relationships, app interactions, research insights and potential opportunities. For a member of the Product team, it bridges the knowledge gap and offers a resource of where to begin.
I enjoyed working with the team on this project, we all contributed different perspectives and were encouraging of one another.
By engaging with stakeholders throughout the process we defined clear milestones. Presenting our findings to the wider company we encouraged investment into the issues.
The breadth of research was so large that synthesis took a long time. We had to manage scope creep as there was so much opportunity from our analysis. Although we believed we'd narrowed the scope with the reverse brief, this could have been narrowed further after some preliminary research within the first two weeks.
