case study

Self-editing training course

A newer, efficient way to visually upgrade and customize a course with just a few clicks

Role

Product Design
UX Design
User Research
Design System
Accessibility

2017/07 – 2021/10
Background

Scholar is an adaptive training course that identifies learners’ proficiency, trains them through scenarios, reinforces knowledge through activities, and compares individual performance to company benchmarks.

Project scope

I propose to redesign the in-house course development process for Scholar to be more versatile, robust, and scalable. My goal is to find a solution that reduces resources while still producing visually stunning courses efficiently.

PERSONAL ACHIEVEMENTS

  • Implemented a new process that gives users more control and freedom, as well as flexibility and efficiency. This process saved the company up to 86% of its resources, and allowed us to redirect 71% of that time to improving the product and creating new features for our customers.
  • Established a design system that ensures consistency and standards, and allows users to recognize our brand style across each course. This design system also helps to create a simultaneous brand experience for our customers.
  • Made the product accessible to all users by following the ADA and WCAG guidelines. This ensures that everyone can experience the same amazing experience, regardless of their abilities.
  • Led a product design lifecycle that started with an idea and ended with a sign-off from the CEO. I worked closely with the PO, CTO, and VP of Engineering to carve out user stories and bring the design to life.

The situation

Scholar’s technology is over 10 years old, and the company as a whole was constantly spending more time and effort debugging, which created more bulk in the software, than building or adding new features. Here are two of our major issues as an example:

THE PROCESS

The process is long, dreadful, and requires a lot of resources for an already extremely lean team. To deliver a course, there are 5 phases, each with 3-6 steps. In addition, we require 7 resources* with a turnaround time of 30 days.

It takes a team of people to deliver a successful course to our customers. This team includes the CTO, VP of Engineering, three Engineers, a Product Designer, a Course Designer, and an Instructional Designer.

THE OVERRIDES

Scholar supports a wide variety of custom themes catered to each of their customers. Unfortunately, the framework was not built to support this, creating a never-ending list of visual discrepancies. In order to resolve the discrepancies, we created a temporary fix called “override-theme.css” that we can apply to each course. The CTO, VP of Engineering, and I are the main point of contact for making these fixes.

The task

I believe that by implementing these changes, we can significantly improve the efficiency and effectiveness of our course delivery process.

The Actions

Sarah is one of the few that has been with the company for the longest time. Therefore using her as a persona would make the most impact when presenting to leadership. In the presentation, a user story will be written around her persona to narrate the journey of creating and delivering a course from her perspective.

Initiated a workshop with users to start doing some Discovery and gain insight on whether all participants involved in delivering a course to our customer, actually know what our process is for designing, creating, and requesting for fixes. During this workshop, we had each user perform the following tasks:

1

Create a flow chart of what they think the current workflow is.

2

Fill out a survey expressing how they feel about the current workflow.

Only 50% of the users knew the process, and the Top 3 key phrases from identified in their pain points were: Not Efficient, Long Process, Too Many People Involved

Based on findings, started breaking down the journey with Aesthetic and Minimalist design in mind for customers that may have a simpler request. Then drilling down into containers and elements that can be customized, and showing what those customization option can be and will look like.

Simple 3-step journey with basic criteria to get started on building a course.

Identifying global-level, page-level, and object elements for possible configurations.

Example of available configurations and its interactive process.

After presenting the sketches to the Design Team, PO, and VP of Engineering — I had their support to move forward and skip the low-fidelity wireframes in favor to run user testing with a more flushed out visual approach. Since users were visual people, this was to ensure we have the most accurate feedback possible.

User Testing – Round 1

Introducing 2 levels – 1) list of containers available for editing 2) all the configurations available for customizing

User Testing Feedback: Need to have flexibility for a user to add images and icons – how can we allow users to configure around that.

User Testing – Round 2

Moved slider to the left for a left-side navigation in favor of Consistency and Standards. Added an additional level to visualize how the level 1 navigation would like with multiple containers. Also addressed users concern for the ability to add and customize images and icons.

User Testing Feedback: Love the left rail – hierarchy is clear and can accommodate unlimited containers for extremely long pages.

After a few rounds of user testing, I went ahead and created a prototype to reach out to more users for testing (including engineers), to provide transparency, and to test for: ease of use, time saved on task, as well as additional ideas.

Upon receiving extraordinary amount positive feedback, it was time to create a pitch deck for the CEO to be onboard. In the pitch deck, I guided the CEO through the lens of Sarah’s current process for creating and delivering a course, followed by the newly proposed process.

In addition, I also leveraged User Research data and statistics to really hit it home from a business standpoint. By creating a side-by-side comparison, I was able to highlight the resources we can save, the time for each resource we will save, and the speedy turnaround time — so we can refocus and reprioritize and our existing customers first, set ourselves up for success with new customers, as well as create a ton more courses!

The results

I have successfully obtained approval from the CEO!

In addition to changing the workflow, Scholar will also be releasing an enhanced CMS. This will fully support our “one-resource approach” (just the course designer) to single-handedly deliver a course to our customer. Allowing them as many modifications as they desire without any dependency on additional resources or overrides, ever again.

Here is a summary of how I have completed my tasks, and the benchmarks collected from user testing:

Time Saved

71%

Turnaround Time

<1 Day

Resources Saved

86%

CEO Approval

Yes

Next steps

I am currently work closely with the PO, CTO, and VP of Engineering to review the prototypes and deck with them and brainstorm – how do we tackle this project from the tech side? Currently, we are working on defining user stories and bucketing them by size for the following:

  • Proof of Concept (POC)
  • Auto-test Accessibility Compliant
  • New! Theme System
  • New! Course Building System

I am very excited to see what is in store for the final product when it gets launched, but until then, the team is working really hard to set up Scholar’s new roadmap for success together!

key takeaways

Learning from Mistakes

Idea is just an idea until we can turn it into actionable items that can support business goals and succeed. This wasn’t the first time I have reached out to leadership about this idea, but it was the first time I leveraged data in order to support the strategy I had; ultimately, winning the CEO over.

Measuring Success

Defining what KPIs we want to measure early on, can best help dictate what kind of user testing and/or research we can perform to drive the best data results that be the most impactful.

Best Support is Your Team

Teamwork makes the Dreamwork. For the success of this project, a big part of it belongs to my team for their trust, support, and encouragement to push through what everyone thought was a crazy idea that won’t work, and find ways to support it from a customer, user, and business standpoint.