The objective of this redesign is to assess the capabilities of the Juniverse site. What was the most used features? How could we increase engagement and promote usage? Working together with their internal team, we lead the redesign to simplify the main navigation bar, evaluate the neccesities and extend the existing functionalities to allow users to navigate and complete task actions without hinderance.   

It was difficult for users to complete a task with the Juniverse site. For example, a simple task such as booking a room often proved to be daunting. From the first step of finding where the feature is located, problems are encountered in the site navigation as there is too many content, resulting in important features to be nested within one another. If successful, they can then continue towards the second step of completing task details such as inviting attendees and selecting a room and time. However, based on the data collected, it showed that most users ended dropping off during the first step, or encountered a notice that one of the details selected is not available. This issue extended to all functions in the site — there is a lack of thoughtfulness in feature location, as well as nuances in the user journey.

These complaints in Juniverse has been present for years and is a major pain point for internal users. As these problems were not dealt with early on, it became a habit for users to email their managers to personally help them book rooms, equipments or any other tasks that should have been able to be done independently via Juniverse.

Onboarding  — The toughest page to flesh out into a high fidelity wireframe was the Onboarding dashboard. During each versions we had worked on, a repetitive issue faced was how much information needed to exist within the page. To solve this we decided to take advantage of a tab menu, dividing the onboarding journey into three distinctive sections.

1. Users have trouble navigating the site.

2. Too much back and forth.

3. User journey is not being considered properly.

4. Overwhelming amount of information.

5. No location specific option for relevant notifications.

Opportunity — The opportunity for Johnson & Johnson  through this project was specific: To improve employees productivity by enabling simple internal tasks completion (i.e room booking) independently.

Updated Colors — Focusing on one main color as the primary color, and using subdued tones of grays as secondary colors.

Adapting to changes — There was so many changes daily, and things can get overwhelming quick. There was moments where yesterday’s work was no longer relevant. That being said, the constant that grounded me was the fact that I still had to deliver the best designs I could produce and meet all the requirements and deadlines.

Work hard, but be smart — During this project I had a very  tight schedule, in order to always deliver without overestimating my own time and capabilities. One thing that was handy was to keep a very strict time tracker that I shared with the wider team so they can visualize my bandwidth for the week clearly. 

Communicate and collaborate — Communicating with transparency helps the team as a whole, as everyone is working towards the same goal.

Choosing what to prioritize — As I had very limited time and a lot to deliver, I learned very early on that I needed to go back to the outcome expected from this product when communicating with client side. Although I did wish that success metrics could have been understood and defined more upfront.

The objective of this redesign is to assess the capabilities of the Juniverse site. What was the most used features? How could we increase engagement and promote usage? Working together with their internal team, we lead the redesign to simplify the main navigation bar, evaluate the neccesities and extend the existing functionalities to allow users to navigate and complete task actions without hinderance.   

It was difficult for users to complete a task with the Juniverse site. For example, a simple task such as booking a room often proved to be daunting. From the first step of finding where the feature is located, problems are encountered in the site navigation as there is too many content, resulting in important features to be nested within one another. If successful, they can then continue towards the second step of completing task details such as inviting attendees and selecting a room and time. However, based on the data collected, it showed that most users ended dropping off during the first step, or encountered a notice that one of the details selected is not available. This issue extended to all functions in the site — there is a lack of thoughtfulness in feature location, as well as nuances in the user journey.

These complaints in Juniverse has been present for years and is a major pain point for internal users. As these problems were not dealt with early on, it became a habit for users to email their managers to personally help them book rooms, equipments or any other tasks that should have been able to be done independently via Juniverse.

Onboarding  — The toughest page to flesh out into a high fidelity wireframe was the Onboarding dashboard. During each versions we had worked on, a repetitive issue faced was how much information needed to exist within the page. To solve this we decided to take advantage of a tab menu, dividing the onboarding journey into three distinctive sections.

1. Users have trouble navigating the site.

2. Too much back and forth.

3. User journey is not being considered properly.

4. Overwhelming amount of information.

5. No location specific option for relevant notifications.

Opportunity — The opportunity for Johnson & Johnson  through this project was specific: To improve employees productivity by enabling simple internal tasks completion (i.e room booking) independently.

Updated Colors — Focusing on one main color as the primary color, and using subdued tones of grays as secondary colors.

Adapting to changes — There was so many changes daily, and things can get overwhelming quick. There was moments where yesterday’s work was no longer relevant. That being said, the constant that grounded me was the fact that I still had to deliver the best designs I could produce and meet all the requirements and deadlines.

Work hard, but be smart — During this project I had a very  tight schedule, in order to always deliver without overestimating my own time and capabilities. One thing that was handy was to keep a very strict time tracker that I shared with the wider team so they can visualize my bandwidth for the week clearly. 

Communicate and collaborate — Communicating with transparency helps the team as a whole, as everyone is working towards the same goal.

Choosing what to prioritize — As I had very limited time and a lot to deliver, I learned very early on that I needed to go back to the outcome expected from this product when communicating with client side. Although I did wish that success metrics could have been understood and defined more upfront.