Role
Sr. Product Designer
TEAM
Date & Time:
(10 weeks) Jul 2023 - Sept 2023
BigTime Software
The Challenge
In 2023, BigTime, a leading provider of professional services software, acquired Primetric - a profitability and utilization management software. This strategic move aimed to offer a new feature with advanced allocation and project data to improve users’ resource management experiences in BigTime.
I worked with with a partner designer, PMs, customer success team, and engineers to design and seamlessly integrate the acquired software into the new BigTime feature, while ensuring a cohesive and intuitive user experience.
The APPROACH
We embarked on a comprehensive research and discovery phase. I conducted user interviews and led navigation tree testing to gain a deep understanding of user pain points and mental models. We utilized this user-centered design approach, prioritizing user feedback and conducting iterative testing throughout the design process. This ensured that the final product was aligned with user expectations and delivered a seamless and intuitive experience.
the result
The successful integration of Primetric into the BigTime platform resulted in: automated resource allocation, improved data-driven decision-making, enhanced user experiences, and increased productivity. Our team’s user-centered design approach and deep understanding of BigTime's business objectives led to a solution that exceeded expectations and continues to drive business growth.
My work has brought in more business for our agency DEPT: BigTime has subsequently engaged DEPT for additional UX improvements and projects, solidifying a strong partnership that delivers value.
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More Coming Soon!
The Design Solution
🎯
BigTime Foresight Has Launched!
MVP Resource Management Feature
There are many opportunities within resource management that can improve a users experience as well as many new technologies available in the newly acquired Primetric tool.
With the business target of launching an MVP within 3-4 months of the acquisition, we had to identify and decide what are the minimum value drivers and scope to launch and deliver by the target date, while prioritizing the list of remaining opportunities into a roadmap.
How did we get here?
🤔 Realigning and creating a shared asset that everyone understands
As we had come into this project right when the acquisition was announced, there was a bit of a scramble to realign on business goals, the work that had been done previously, and how stakeholders would like to move forward with the acquired software
So we paved the way to shared understanding by kicking off 2 day discovery workshops and creating a journey map together using the work, files, and assets shared with us.
Let's Chat!
li.vanessa.yh@gmail.com