OPS Pipeline
OPS Pipeline
OPS Pipeline
OPS Pipeline
Saving Time with Smarter Project Oversight
Saving Time with Smarter Project Oversight
Saving Time with Smarter Project Oversight
Saving Time with Smarter Project Oversight
Skills
Product Design
Product Design
Stakeholder Management
Stakeholder Management
Prototyping
Prototyping
Timeline
Nov ‘24 - Dec ‘24
Nov ‘24 - Dec ‘24
Team
2 Designers
2 Designers
1 CTO (Lead engineer)
1 CTO (Lead engineer)
My Role
While leadership initially pushed for a Kanban dashboard, I uncovered deeper workflow issues through hands-on sessions with project managers and led a redesign that prioritized real-time insights, faster intervention, and reduced manual work.
While leadership initially pushed for a Kanban dashboard, I uncovered deeper workflow issues through hands-on sessions with project managers and led a redesign that prioritized real-time insights, faster intervention, and reduced manual work.
Context
The project list was used to track solar sales, but as the company scaled, delays went unnoticed and projects fell years behind. The project managers' existing workflows relied heavily on manual recall and repetitive filtering, making it difficult to focus on projects needing immediate attention. I reimagined the dashboard to offer actionable KPI's and customizable features to help PMs and leadership manage projects with clarity, speed, and focus resulting in a high adoption rate and quicker task completion.
Key Issues ⚠
The existing tool made it difficult to:
Identify projects that are stuck or needs attention
Prioritize daily work for project managers
Surface high-level KPIs for leadership
The existing tool made it difficult to:
Identify projects that are stuck or needs attention
Prioritize daily work for project managers
Surface high-level KPIs for leadership
Original Project List
Leadership Proposal Exploration
Leadership Roadblocks 🛑
Leadership initially requested a Kanban view to track all projects.
Leadership initially requested a Kanban view to track all projects.
I identified 3 core issues:
I identified 3 core issues:
Not Scalable
500+ projects across 9 stages = excessive horizontal and vertical scrolling. This is both overwhelming and nearly unusable.
Redundant
High Effort, Low Value
Not Scalable
500+ projects across 9 stages = excessive horizontal and vertical scrolling. This is both overwhelming and nearly unusable.
Redundant
High Effort, Low Value
Not Scalable
500+ projects across 9 stages = excessive horizontal and vertical scrolling. This is both overwhelming and nearly unusable.
Redundant
High Effort, Low Value
Not Scalable
500+ projects across 9 stages = excessive horizontal and vertical scrolling. This is both overwhelming and nearly unusable.
Redundant
High Effort, Low Value
Reframing the problem 💡
What they really wanted was to:
What they really wanted was to:
• Visually see how many projects were in each stage
• Spot projects that’s been sitting in a stage for too long
• Visually see how many projects were in each stage
• Spot projects that’s been sitting in a stage for too long
Once I uncovered that intent, I proposed a project funnel graph and performance overview section.
Once I uncovered that intent, I proposed a project funnel graph and performance overview section.
Alternative Design Exploration
IMPACT
IMPACT
EFFORT
EFFORT
Low
Low
High
High
High
High
SMS Messaging w/ HO
Project Tagging
All Projects Table View
All Projects Kanban View
All Projects Kanban View
Project Funnel Graph
Aligning PMs, Engineers, and Leadership
I lead individual sessions and team workshops.
Leadership → surfaced key metrics they cared about
PMs → pinpointed workflow pain points and explored ways to streamline daily tasks
Engineers → scoped technical effort and constraints
I lead individual sessions and team workshops.
Leadership → surfaced key metrics they cared about
PMs → pinpointed workflow pain points and explored ways to streamline daily tasks
Engineers → scoped technical effort and constraints
I mapped potential features using an effort vs. impact matrix to shift the focus from building what was requested to delivering what was actually needed.
I mapped potential features using an effort vs. impact matrix to shift the focus from building what was requested to delivering what was actually needed.
The Solution
The Solution
The Solution
The Solution
Performance Overview Section
Performance Overview Section
Quick KPI’s help leadership keep a pulse on company health while bar graphs provide the metrics, visual overview, and quick filters to quickly spot bottlenecks.
Quick KPI’s help leadership keep a pulse on company health while bar graphs provide the metrics, visual overview, and quick filters to quickly spot bottlenecks.
Customizable
Customizable
Project Managers manage projects differently. Custom views, filters, and tags add additional versatility and streamline workflows tailored to each users’ needs.
Project Managers manage projects differently. Custom views, filters, and tags add additional versatility and streamline workflows tailored to each users’ needs.
Quicker Access
Quicker Access
View project details and contact sales rep without having to leave the page and platform. Work twice as fast with the right tools where you need them.
View project details and contact sales rep without having to leave the page and platform. Work twice as fast with the right tools where you need them.
Outcome
The final design was quickly approved by leadership and implemented with a few updates to include additional stats they requested late in the process. After launch, adoption rose quickly. Project managers reported saving hours of manual work and no longer needed to rely on CSV exports.
The final design was quickly approved by leadership and implemented with a few updates to include additional stats they requested late in the process. After launch, adoption rose quickly. Project managers reported saving hours of manual work and no longer needed to rely on CSV exports.
Although I had already left the company by the time formal metrics were tracked, here is what the CTO shared about my impact on the team.
Although I had already left the company by the time formal metrics were tracked, here is what the CTO shared about my impact on the team.
Reflection
Managing project data effectively is so important for meeting deadlines and keeping the company on track. After the design was implemented, we realized that the data was more skewed than expected - one installer had 500 projects while others had no more than 150, most of them, less than 10. This made presenting the data a challenge. After a few iterations, we were able to spot thousands of projects that were behind schedule. It was a game-changer, helping us catch delays early and prevent even more projects from falling behind.
Managing project data effectively is so important for meeting deadlines and keeping the company on track. After the design was implemented, we realized that the data was more skewed than expected - one installer had 500 projects while others had no more than 150, most of them, less than 10. This made presenting the data a challenge. After a few iterations, we were able to spot thousands of projects that were behind schedule. It was a game-changer, helping us catch delays early and prevent even more projects from falling behind.