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Client

Porsche A.G.

Role

Research, Interactions

Duration

Jan - Jun 2021

ID.8

Porsche ID.8

PROBLEM

Old-fashioned project documentation and discussion in PDF form. Lack of internal networking due to inefficient F2F-Meetings and thus:
- Inefficient use of resources
- Insufficient exploitation of knowledge and competencies
- Long instance paths that impede innovation
- Long processing time of projects

OVERVIEW

Id.8 can most simply be described as a group of experts or product owners that work together without meeting. 

It is an ideal option for people involved in research or development projects who want to share their project experiences and get feedback but don’t have the time or inclination for a regular face-to-face group.

CHALLENGES

Building a future-proof ideation tool for Porsche, that will help to build cars, customer related functions and business models of the future.


The Idea: Project members are grouped together – five to fifteen people per Project Chain – and pass on their own project ideas or project-related content to another member of their chain in an iterative process managed by an IT-tool or an app.

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METHODOLOGY

Design thinking is the methodology I used to investigate how users want to recreate car loan-taking experiences based on their preferences. Letting user research be my guide, I brainstormed and designed multiple solutions. I then tested my ideas via usability tests and developed a high-fidelity interactive prototype based on my findings.

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RESEARCH

I’ve conducted up to 15 interviews for clarification on how the ideation process is conducted within the Porsche. For this reason, semi-structured interviews have been prepared. During the research phase, my aim was to explore the motivations and feelings of the users about different stages of ideation.


As my product is about supporting people who have an idea and they want to turn this idea into a project, it was very important to understand the issues my participants faced when trying to achieve these goals.


After collecting the outcomes from the user interviews and surveys, I conducted affinity mapping to synthesize the pains identified. I grouped these problems under common themes and features for the landing page.

KEY INSIGHTS

Changing management makes it harder to know what to expect.

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The existing tools do not provide good feedback.

One person decided what is good and what is bad.

If you have time for ideation you are not working enough.

Every department is on its own.

MEET PERSONAS

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PORSCHE ID.8 INFORMATION

ARCHITECTURE

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INFORMATION ARCHITECTURE

For the sake of building walls for the id.8, I needed a plan, and a perfect starting point for that was user flows. I mapped out two task flows and used a screen-based approach that helped me to identify the main screens my users would go through.


To make sure “my walls” had sense, I created a site map and conducted two rounds of open and closed card sorting in Optimal Workshop. I created an information architecture to help my stakeholders visualize the main screens and features.


I decided to go with flat navigation for the platform since it would contain multiple content categories such as campaign dashboard, profile dashboard, chain member dashboard, etc.

Complete IA is unavailable for the case study purposes.

Eventually, when the screens were in a more stable state, I started to bring them in low-fidelity format.


Have used the following testing models: Guerilla (aka "hallway") usability test and remote usability test. Here are some of the initial sketches and wireframes.

DESIGN, TEST, ITERATE

The sketching phase was accompanied with usability testing process. They were submitted to stakeholders to get their opinion about the layout and structure. Once the feedback was positive I moved to wireframing part. I divided them into several sections.

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Let's connect

Get in touch for opportunities or just to say hi! 👋

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