Back

New internal CLM system

Project mission

create a new CLM system established in 2008, automating and digitizing processes to optimize the distribution work of fuels in more than 180 distribution centers in Brazil.

create a new CLM system created in 2008, automating and digitizing processes to optimize the work of fuel distribution in more than 180 distribution centers in Brazil.

create a new CLM system created in 2008, automating and digitizing processes to optimize the work of fuel distribution in over 180 distribution centers in Brazil.

Business requirements

To analyze the current platform to simplify each area of the system and make the process of validating fuel inputs responsive for use by operators on the platforms.

To analyze the current platform in order to simplify each area of the system and make the validation process for fuel input responsive for operators on the platforms.

Align the project's initiatives and ideas with all internal areas of the company, facilitating a more organized roadmap, tracking market trends, and aligning with the company's interests.

Tools

Miro
Figma
Google Tools

Time

3 UX/UI Designers
1 Designer Thinker

My papers

UX/UI Designer
UX Researcher
Design Thinker
Facilitator

Service Designer
UX/UI Designer
Design Thinker
Facilitator

Schedule

8 weeks:

Research and analysis: 2
Ideation and prototype: 3
Testing and report: 1

Planning and processes

I structured the project into 4 linear stages to redefine this system as an internal product, tying it to solid metrics already identified and to the agile development model.

The immersion was planned with 4 steps:

Meeting with the focal point to clarify initial doubts, on-site immersion to be guided by the client to closely follow the process and converse with the employees.

8 Interviews

6 internals

2 users

AS-IS Mapping

initial understanding of the software used to date and mapping of features to be included, removed, and maintained.

Shadowing

Visit to the state distribution center to follow the entire cycle of the processes involved with the system.

Analysis

Jobs-to-be-done

I gathered everything that needed to be designed for the product, primarily concerning the operation of loading and unloading fuels.

The visit allowed us to gain valuable insights that we could apply to the product, which we wouldn't have seen if we had only done a remote immersion.

I gathered everything that would need to be designed for the product, especially in the area of loading and unloading fuels.

The visit allowed us to gain valuable insights that we could apply to the product, which we would not have seen if we had only done a remote immersion.

I gathered everything that needed to be designed for the product, especially in the area of loading and unloading fuels.

The visit allowed us to gain valuable insights that we could apply to the product, which we wouldn't have seen if we only did a remote immersion.

Functionality cleaning

A survey conducted through interviews revealed that many features in the current system were underutilized. Then a review was carried out in addition to having data on this. Through Lean Inception, we defined a new direction for the product.

A survey was conducted through interviews indicating that many features in the current system were underutilized. Therefore, a thorough review was carried out, alongside gathering data on this. Through Lean Inception, we defined a new direction for the product.

A survey was conducted through interviews revealing that many features in the current system were underused. Then, a review was carried out in addition to having data on this. Through Lean Inception, we defined a new direction for the product.

Lean Inception

After the immersion meeting, interviews, and the visit in colo, I suggested a starting point for the new system to be built on the new platform, which would be Outsystems.

Why a lean inception? Because the client in question still did not have a product culture and we agreed that it would be a great first step to structure the product, understand how to define objectives and metrics.

Remote

Building a flexible and comprehensive journey for every user need.

Building a flexible and comprehensive journey for each user's needs.

26 participants

Addressing 4 possible scenarios for use in the app or website for each type of situation and urgency.

5 days

defined from the discovery of the problem to the "post-consultation", encompassing both digital and analog strategies.

Conclusion

16 mapped features

8 of them were prioritized and included in the roadmap, and 8 we kept as incremental.

1 journey / 2 scenarios

Considering from the beginning of the case beyond the digital, to the post-use, encompassing the entire service.

2 MVPs

Being one in the mobile version and another in the desktop version

Defined OKRs

Páginas de documentação e orientações para a empresa, o produto e o projeto.

A sit mapping delivered

In this project, nothing visual was delivered, but the entire strategic part and structure of a product based on design thinking, service, and collaboration

But we were able to define the two proposed flows in the MVP and one ideal journey in the lean inception process.