Atlassian Growth + Commerce Sprint

I led a team of four senior product designers to complete a two-week sprint and improve four key flows in our business area. This project was a great example of taking business + customer needs from vision to reality.

This project was 100% remote, worked within a tight scrum team from ideation to delivery, and resulted in allocated and completed design vision work to eng teams.

Ways of Working

My Role

Led the design sprint and team of four senior designers. Created and completed brief, pulled in relevant business insights, competitor analysis, completed low and high fidelity designs. Final presentation.

The Team

Four senior designers + stakeholders

Tools Used

Figma - Figjam - Confluence

The beginning - ideation

Business problem: HMW increase purchase rate? We need a new experiment to report back to our stakeholders with real business results. 

I spent an afternoon with my scrum team leading a remote ideation session in Mural to come up with a design thinking solution to our problem.

• We worked together to sort through existing user research and insights, look at journey maps and our persona, and determine what our customer problem and solution was. Each person had a say and we brainstormed the problem and solution statement together as a team during the workshop.

Personas, journey maps, and known insights

I started with what we knew: the customer, their current and future state journey maps that I had done a few months previously, and the research that we had on hand.

Problem statement: I am an admin that just landed in a JSW standard trial and I am trying to understand and experience how JSW can benefit my team. But, I am unaware of my upgrade details because information around customer limits and upgrades aren’t readily available or apparent as I’m trying out the software, which makes me feel confused. 

Ideal state: In a perfect world, I would have an omnipresent edition central that would share status, user count, Jira state, etc. and clearly and obviously display the differences between the JSW versions. The biggest benefit to me is that I can trust Atlassian to give me the resources to be able to do what my team needs to do, which makes me feel happy, confident, and informed. 

Once we had our problem statement, it was time to do some design ideation. I started with a competitive analysis for inspiration, and then moved to my own pen and paper explorations.

I also pulled in insights from previous projects from my analyst to determine what type of content and data to include in the new experience.

Design Beginnings

I next started creating mocks ups in Figma to explore possibilities. I completed over 120 mid-fidelity design iterations before narrowing down a few to review and “spar” with my design team, developers, and marketing stakeholders.

Design System Decisions

Atlassian has two design systems that are used in two different places: on the homepage - “Web Pattern Library” vs. in product - “Atlassian Design System”. Should I use WPL or ADS for this project?

I consulted with my developers to determine where the code would live and also thought about the best user experience based on the anticipated user flow:

User testing and sparring

• After initial mock up decisions, I came up with a few options to review with my stakeholders

• I then narrowed down options and did moderated user testing on UserInterviews.com to get user’s initial reactions and comprehension of the experience

• Finally, I reviewed everything with my design team of 8 experienced designers to get a high altitude of feedback on the experience

Project Snafu

pressed for faster delivery and design changes from product owner

• Was worried that the project wasn’t moving fast enough, so came up with a new design direction and scope 

Design quality was at stake, along with all feedback previously captured

How could I work collaboratively with this much product design direction and time pressure? I quickly came up with three options of how to move forward, plus solution and recommendation based on business impact, customer impact, and developer scope.

Final Design

We ended up moving forward with the initial design direction that I recommended and cutting out a few features that would be implemented after the MVP launch. Here’s what the initial design looked like.

User testing after MVP delivery

• Did a combination of quant and qual testing using intercom, Google’s H.E.A.R.T. framework, two quantitative SUS questions, and user interview follow ups

• Key insights from the research included: wanting to understand reason for upgrade immediately, uncertainty around CTA

Learnings from User Testing and Future Experiments to Build

After user testing, have 5 new experiment ideas to run on the page, including CTA testing, adding additional marketing content, adding new features.