In an environment where the UX team is constantly pushed for time and growing in demanding numbers, the need for process and structure is vital to ensure the quality of work within the team. It was the urgency and never-ending challenges that initially attracted me to Commonwealth Bank (CBA), which is why I returned to the team a few months after my initial contract as new challenges would be expected. That challenge involved adjusting to the vast change in process and structure.
Joining the mobile UX team was a natural transition, as a strong agile process was steadily in place. Each feature in the mobile app had its own project team, and the UX team were spread across seven streams. Every day the teams were evolving and adapting new methods to ensure work could be openly reviewed, tracked and shared.
Inception workshops were conducted and run by UX leads involving the entire project team. This allowed the team to align on ideal user journeys, sketch ideas and discuss its feasibility.
A collaborative team software was used within the team for product owners, designers, content writers and developers to reference and feedback on. For the stream I led in the mobile project, up to fifteen flows were created to demonstrate the possible use cases including edge cases. Each individual screen was also uploaded but replaced with visual design when available.
In every two week sprint, usability testing was conducted by the UX Research team. An Axure prototype using objects, variables and logic was built for the entire mobile team to use across all seven streams. It allowed each individual in the mobile UX team to swiftly update the mobile prototype every two weeks with ease.
The room in which observers could watch the usability testing was converted to a temporary war room where issues or comments could be consolidated; and possible resolutions could be discussed throughout the session. The set-up permitted the entire team to collaborate and also rapidly update the prototype if required for further testing.
Project stream I lead the UX designs for involved the ‘Temporary lock’ features for credit and debit cards. The features allowed users to control how their credit card gets used: lock international transactions when you’re not using them, or set a transaction limit to manage your spending, as well as lock and cancel missing credit cards, or replace a damaged card.
UX mobile team scrum board was used daily with strict time limits. It opened up the conversations for people inside and outside the teams.