SARA H A L L user experience design
Philadelphia, PA 302.547.1668 sara@s-hall.com
case studies Patient Navigation and Flow
6
Caring for the Caregiver
12
Designing Health
14
Re-Envisioning Communication
16
projects UArts Website
22
PM Culinary Solutions
23
Care Service
24
4
process My methodologies are rooted in the foundation of understanding; I strive to understand the needs of the client, user and overall context of a complex design problem to create solutions that innovate or improve current designs and practices. The process I employ is heavily reliant on the theory of rapid validation and iteration. The phases of this process are: ›› Research defines the problem utilizing traditional and innovative data collection methods. These methods include contextual inquiry, interviews, focus groups and observations. ›› Sensemaking is the analysis of data. This creates transparency of the qualitative and quantitative data collected. The problem definition and metrics are created in this phase to define success. ›› Design allows concepts to be developed based on the research and data collected. The design process includes creating a hypothesis, testing an experiment and recording results. Once this is completed, the results are compared to the metrics for success and insights are identified. If the metric is not met, new experiments are created and the process repeats.
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Patient Navigation + Flow PennMedicince Center for Innovation The goal of this project was to improve flow and navigation for users as they move through the Perelman Center for Advanced Medicine. The main focus is on the patient experience; how we can manipulate the existing environment to facilitate an easy passage.
research + sensemaking Through observation and engagement with users, I was able to understand their current experiences, behaviors, and to define success. Combined with contextual research and quantitative data, several areas of opportunity were identified. They included: Balancing Pathway Utilization: By better triaging users based on their ability level and destination, user load will be more accurately balanced. This will result in greater patient satisfaction and an overall decrease in idle time spent at PCAM Increasing Pathway Options: By allowing access to alternative options and creating a more intuitive and rewarding pathway, volume will be better managed and the patient experience will be improved. Eliminating Points of “Friction”: Paying for parking during a visit creates the perception of rush, increases anxiety, creates bottlenecks in patient flow and decreases patient satisfaction. To relieve these burdens, changing how and when parking is paid for will result in cost savings and an increase in patient satisfaction.
Center by surpassing the Core 1 at the Ground Level. Signage assisted in patient way finding and a temporary structure was placed in the waiting area to maintain privacy. Eliminating Points of “Friction”: Parking Payment A survey was designed to gauge interest in a subsidized parking agreement with the health system and the patients. Through the analysis of the results a low cost for patients, high return for the health system proposal was presented.
outcome Experiment results, patient testimony, findings, and recommendations were created to present to hospital administration. Since the completion of the project, the data collected from the experiments has been used to validate further exploration and research into the evolution of the project.
In order to test the hypotheses experiments were designed. Each had the context, hypotheses, and metrics defined to present to all involved stakeholders.
design For each opportunity an experiment was design and executed to validate the hypothesis. Baseline data was recorded and each experiment was run for one week at PCAM. Experiment A: Balancing Pathway Utilization Using a temporary, cardboard, wall installation I obstructed the view and limited access to the Ground Level elevators for users entering the main entrance. Signage was be placed at both the left and right sides of the information desk and at escalator directing patients to utilize the escalator if able. Increasing Pathway Options and Recognition Using temporary fixtures to guide users creating a path named the ‘Fast Track’, that lead users to elevators on the Ground level. The path allowed users to take one vertical method of transportation to their destination within the Abramson Cancer Defining hypothesis and experiments through iteration.
8
Identified friction points during a typical patient visit.
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Baseline
Experiment
14%
Increase in escalator use PATHWAY EASE
RESULTS RESULTS
48% Escalator Users
62% Escalator Users
n=3715
n=4870
Experiment A quantitative results. Baseline
Experiment
11% .5
Increase in core 7 use
Abramson Cancer Center Fast Track Breast Imaging Waiting Area Option A:
Seating: 42 (-8 from existing area)
Breast Imaging Waiting Path to West Pavilion Elevators Signage Directing Users
0.5% Core 7 Users
12% Core 7 Users
n=4870
n=2238
Experiment B (Fast Track) quantitative results.
Temporary Wall Screen Privacy will be achieved through: The positioning of seats The wall creating a defined space
CORE 1
Patient statements during experiments.
CORE 7
Floor plan of Fast Track, used in proposal to stakeholders.
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ESCALATOR/ STAIR
Wall obstructing view of the elevators and encouraging users to utilize the escalator.
Fast track progression, allowing patients to more efficiently reach their destination.
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Caring for the Caregiver University of Pennsylvania Health System “Caring for the Caregiver� is a 40-hour design consultation for PennMedicine focused on finding ways that the health system can better accommodate caregivers. The goal was to create prototypes and suggestions they can implement.
research + sensemaking Research focused on gaining insight into the lifecycle of a caregiver’s duty; from the decision to become one, to the time a patient becomes self sufficient. Beginning with simple observation in the environment (a preselected unit within their busiest hospital), I was able to speak with clinical staff, patients and their caregivers. Once a general understanding of the environment and process was obtained, more pointed questions were compiled. Interviews were conducted with these questions, leading to a more specific focus towards the goal of a true understanding of the caregiver in all aspects. The sensemaking analyzed and synthesized information collected during research, creating tangible data informing design decisions and leading to the identification of the: .. Caregiver’s Role .. Phases of Caregiving ›› Total care ›› Supportive Care .. Caregiver Groups ›› ‘Aging Together’ ›› ‘Grown Up Children’ .. Caregiver’s Main Obstacles ›› Task comprehension ›› Time ›› Wellbeing A common term among clinical and support staff was ‘Caregiver Burnout’; referring to the deterioration of wellbeing due to the caregiver becoming overwhelmed by the patients needs and neglecting there own. In addition to identifying these main factors, I evaluated the impact of the project and how to best address the needs. With the baby boomer generation aging, it is clear that the majority of caregivers were soon to be ‘grown up children’ caring or their parents. I created a problem statement: ‘Grown Up Children’ in transition from the ‘support’ to ‘total’ caregiving phase are at a high risk to develop ‘caregiver burnout’ as a result of their personal workload and the needs of the patient. The main concern of this caregiver group was how to tend to the patient and the patient’s health status while in the hospital. The hypothesis, “If caregivers are able to feel prepared they will not have as many questions for the hospital nurses or clinical staff” acted as the foundation for the design phase.
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Caregiver Support De Visual map of Caregiver responsibilities based on research.
Creatin of bein patien
PennMedicine Cares Branding created for PennMedicine’s caregiver support initiative.
design To test the prototypes, users were presented with reference to the context in which they would be received. Users were prompted with questions, typically leading to a conversation around the potential of each prototype’s use in practice. Feedback resulted in common qualities that were found most useful in each prototype. These were clarity, convenience and reassurance.
outcome With insight from the initial prototypes, an experiment would be a simple recording. During the doctor’s rounds (one of the most informative and sporadically planned aspect of a hospital stay), someone would press record allowing anyone to hear the playback of the doctor’s information. This experiment could be implemented with devices as low-tech as a tape recorder or with a tablet. The experiment’s scalability could benefit the entire health system, creating an exemplary patient/caregiver experience. The success could also be measured quantitatively, in the long run, as a decrease in the patient readmission rate.
Initial prototypes that were tested on stakeholders.
Stakeholder feedback on the prototypes. This informed the final experiment for PennMedicine to execute.
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Designing Health University of Pennsylvania Health System “Designing Health” is a project done in collaboration with UPHS, a large healthcare organization in Philadelphia. In this project, my partner and I developed and implemented a series of design interventions that addressed the current challenges within the employee’s workplace, moving towards UPHS’ goal of developing an environment that promotes and values employee health. In addition to our client’s goal we address the underlying issue of the organization’s decision making process, introducing them to the humancentered design process.
research + sensemaking Upon research into our client’s organization history, we understood that this project would require multiple solutions. Healthcare reform is forcing UPHS to create changes to their employee benefit packages in turn, the organization wants to make their workforce healthier along the way. A series of initiatives were previously set in place using a top-down approach; this resulted in ineffective, non-sustainable and disengaging programs. As we learned more about our client and their goal, we knew we would need to learn more about the user. We needed to focus on an attainable population that would act as a sample of the 13,000 employee health system. We chose to conduct our research at UPHS’ largest hospital, HUP. We observed the café, conducted focus groups and interviews and gathered data from health fairs. This information was used throughout the time we worked with our client to help them understand their employees and the employee’s relationship with food and health in the workplace.
Interviewing nurses a focus group held on their unit.
design Through our observations, interviews and other collected data; we created user personas as well as tangible qualitative and quantitative data to present to stakeholders. This information informed the type and scope of intervention proposals we recommended. The majority of this project was spent building relationships with our client and prototyping scenarios for data collection. At various times during our project, we were slowed by protocol and the organization’s unfamiliarity with our process. In their outcome driven environment, our qualitative, user-centered process was intimidating. We provided a book our client. It outlined our findings, process and recommendations, showing how the design process can inform and create change within an organization. Recommendations were portrayed in three scenarios: step, jump, and leap. The book ends with a challenge addressing the two major issues UPHS must overcome as an organization to move forward: 1. Aligning their goals as an organization with their environment. 2. Fostering change in their culture.
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Collecting data at the hospital’s health fair.
outcome The summation of this project was a book that was to be used as a tool for change. By demonstrating a new way of thinking about initiatives and their employees, our work successfully offered an alternative approach to designing healthy initiatives. The success of our project is demonstrated by: ›› Our stakeholder engagement techniques and human-centered design process leading to the discovery and deep understanding of UPHS’ culture and behaviors, proving the value of user-centered research. ›› Our recommendations provided have been integrated into future UPHS initiatives in the coming years.
UArts + Penn Medicine Wellness Initiative Spruce Street Cafe Observation
Name
NOTES
Saturday | 01.14.2012 | 12:15-12:45pm
Date
Department and Position Shift
WHAT
Contact Information
Location one soup
HOW LONG description
time (in minutes)
5
15
25
35
45
closed
Everyone was at their table for longer than 20 minutes.
Where do you get your food from?
Where do you eat your food?
HUP Cafe
HUP Cafe
Food Cart
Workspace
Pack
Break Room
?
closed
79
96
?
Other
Other Always
Never
Time
WHO
WITH
Majority of cafe-goers were patients and visitors. Very few nurses and/or clinicians in scrubs.
Always
Never
Company
How long do you spend eating?
Who do you eat with?
60” 0”
No one was sitting in the lower level seating. Only one or two individuals were sitting at the bar seats.
Alone
Pair 45”
15”
In a Group
30”
patients and visitors
alone
?
Other Always
Never
Intake contractors
pair
doctors
group (+3 people)
employees
to go
When do you eat at work?
Beginning of shift
End of shift
Data Gathering Questionnaire
Materials created to collect and record data. Left- for cafeteria observations. Right- for focus groups.
HEALTH FAIR TABLE RESULTS
4: ACTIONS
Visualizations of data. Left: one of the user personas. Right: quantitative results from the health fair data collected.
PROCESS 43
Deliverables provided to our client. Left: a book of recommendations. Right: quote cards, one of the methods we utilized to give users a voice.
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Re-Envisioning Communication Liberty Resources Incorporated Re-Envisioning Communication is a project done in partnership with Liberty Resources Inc (LRI), an organization that assists clients in living independent and meaningful lives. The first portion of this project was completed in collaboration with my peers and LRI employees; the goal was to define the multiple types of communication and issues within the organization. The second portion of the project was done independently with LRI employees, the focus was to further define communication issues and provide LRI with solutions to help them.
research + sensemaking Based on preliminary surveys, employees identified communication as one of their greatest obstacles in the workplace. The main reasons cited were: ›› Accessibility needs of individuals ›› Top-down management ›› Physical disconnect due to office layout Extensive research was done to understand LRI’s organizational structure and employee base. The process included: ›› Research on the organization’s history, its structure, community and leadership. ›› Research on disabilities and design for disabilities. ›› Research on current communication methods at LRI. ›› Observation of LRI’s workplace. ›› Interviews with employees in their workspace regarding communication and accessibility features.
Visualization of the LRI communication team. plain text files
Information must meet the Over 50% of LRI’s needs staff is comprised of people of the user
.txt
with disabilities. Ranging on various spectrums of physical, mental, auditory, verbal, and visual Liberty employs and communicates with people ability levels. This makes communication between who have a wide range of cognitive and sensory disabilities, therefore communication employees and departments more complex.
is provided in formats that meet the needs of each ability level. If there is a handout at a meeting in which a blind staff member is present, a braille version of this handout My colleagues must andbe provided I heldfor them. an internal While this may sound like a difficult task, it’s something design sprint to generate concepts that could that Liberty is able to consistently provide. One be implemented at LRI based on our research, document that is a pdf can be formed into observations, and interviews. Two main patterns in multiple diverse documents to accommodate we prevalent in our developments: different users needs.
design
›› Disability awareness ›› Obstacles that LRI employees commonly identified Accessible Communication
After insights from the first sprint we held, rapidly developing more concepts. After analyzing the concepts, we found that the majority were based on the foundation of ways to organize information and make it accessible. The result culminated in a document, Best Practices, which articulated the needs of employees with disabilities and ways LRI used accessible communication. Best Practices was comprised of information cultivated from interviews, observations and LRI’s human resources department. This collection of information acted as the precursor to an independent project focused on positioning LRI as the leader in accessible communication. 22
Plain text files ensure that text-to-speech programs can read all of the information.
braille Braille documents are accessible to low-vision and blind readers. Letters and words are created with a combination of six raised dots.
large print
Analysis of how LRI makes .PDFs accessible.
Text is printed in a large font size that helps low-vision people to read. Many books are available in large print.
summarized Ordinary documents may be hard for people with cognitive disabilities to understand. Information can be simplified to provide “just the facts” for this user group.
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outcome Focusing on the goal of positioning LRI as a leader in accessible communication Best Practices was analyzed. Employees were interviewed and observed using the document. The questions asked pertained to its content, effectiveness and how it could play a role at LRI. The overwhelming response from employees was that they felt like Best Practices was “another bunch of papers from management” and that they felt that “it would just become more paper to clutter my desk”. Employees liked the content but did not feel like it connected to them and their everyday job routine. This led to considering if Best Practices is the best way to articulate LRI’s accessible communication needs.
Design Solutions
Discussing prototypes for during our design sprint.
Creating ways to display data.
Tactile Information
Best Practices
Getting feedback from LRI employees.
Best Practice Number 1
Best Practice Number 3 E-mail as a Reminder
Best Practice Number 4
First, you want to generate as many as ideas as possible. Don’t shoot ideas
E-mail can be used as a reminder by delaying delivery of an e-mail until a Images and down Graphics Understood Making the Most out of Meetings Plain Text (.txt) or discredit them—every idea counts! Write each idea down on a certian time. For example, you could delay delivery on the e-mail so it can through Explanation when the office opens. Tips for keeping things moving forward:be sent early in the morning Why It’s Important
one of the most reliable congested sources of When composing a new but message, select “Options” from the main tool bar. Plain text files (which use .txt as the file extentsion) ensure that the file At the start of the meeting E-mail is regarded as used by LRI. Using these simple tips can help make e-mail Why It’s Important 1. Have a clear goal – This will helpcommunication ensure the meeting stays topic. It Once inonthe “Options” dialouge box, navigate to “Delivery Options” section. is accessible to all. These files include text only. The simplicity of the Now that all the ideas are out on thescreenreaders table, it’s time organize them. aide Lookto comprehend the easier, accessible and more efficient to use forbox everyone. allows andtoother accessibility Images graphics are meant enablebefore:” the audience file to understand more also provides a way to measure if the meeting was successful the end. You canat then check the next and to the option “Do not to deliver for common topics isand themes and group information easily.these related ideas together. Recomplex information. It’swant been said, “A picture worth a thousand words.” 2. Have a structured agenda – Make it clear what needs be addressed andtocustomize the date and time for when you the message to be Uses theimpaired, ideas onthe post-it one note per idea. This will allow you However, for those that arewrite visually samenotes, pictureusing is only in a meeting. For example, what questions or topics will this meeting Always Include a clear and concise subject, ideally summarizing what the delivered. E-mail worth the explanation given with it. include? email is about. Avoid using one-word subjects. For example, a subject of When including images as attachments or embedded within an e-mail, 3. Set milestones – These are short“Meeting term goals with time limits that helpand accessible as “Meeting Minutes Minutes” is not as effective make sure text is included in the body of the email summarizing what the People with visual impairment, cognitive disabilities, and hearing loss are keep your meeting flowing. For example, stating that the group will image is. The image below shows an example of how to do this. The body just a few of the audience members to design for. Make yourthe output more brainstorm problems for 20 minutes, then discuss theisresults group will need to select which ideas Another technique to addfor theanother necessary response time and what it is in Now that ideas are organized, of the e-mail includes an image (a yellow smiley face). In order to describe accessible to everyone. 20 minutes, and finally brainstormregaurd solutions 20example minutes.“Consumer Issue!! Please group which best address theimage original to.for For respond in 48 hours” are the best. Discuss as a this, the text, ideas “This email includes an of a yellow smiley face.” . accompanies the content of the email, “Have a great day!”. This ensures How to Do It At the end of the meeting that the image does not confuse the reader or the accessibility aide. Select BCC (blind carbon copy) rather than CC (carbon copy) when sending To meet accessibility needs, try your next meeting with blindfolds on, 4. What was achieved – How many goals and agenda items were an e-mail to large amounts of people. For example, when or letting people earplugs, through other means. Doing this will help you understand the 1. Generate 2. Organize 3. Select achieved? What items still need to be addressed in the next meeting? know of a new hire send the e-mail to the company within BCC, not CC. needs of your audience. 5. Next steps – Discuss what actions need to be taken. This ensures that when someone uses reply all it only goes to the new hire. 6. Assign tasks – Who will t these topics? The photo to the left depicts two individuals in Effective Brainstorming In a Group a small room seated away from each other. The male Brainstorming is a good way to generate ideas and solutions. An effective person in the meeting is the brainstorming process will help ensure that everyone’s idea isBCC heard and fourth field from the top when Have a great wears a blindfold. Theday! other composing an email. considered. The following is a good process: This email includes an image of a yellow smilely face. female person has her
Setting the standard for accessible communications in the workplace.
Define a Topic To effectively brainstorm you will need a clear topic. Decide as a group what topic, problem, or issue you want to address.
Using Reply
mouthvisually open asthe if speaking, This graphic shows process described above.
Shared Files while the blind folded person Always listens. include a plain text file in addition to other file types on the shared drive. optimum accessibility It can be helpful to listen to a meeting afterwards—you might hear things
When replying to an e-mail, only include information relevant to that
+
.doc
=
.txt
particular e-mail. If your replying to an invite for lunch, do not add the standard for Setting Setting the standard for Setting the standard for Setting the standard for information about an upcoming meeting or project. A new e-mail should communications accessible accessible communications accessible communications accessible communications If of one the responsibility to take notes, this will free the other be started for this. Also, do not change the subject anperson e-mail in the in has the workplace in the workplace in the workplace in the workplace in the of meeting to focus on the agenda. Ideally the note-taker is middle of a thread, it should remain the same for people the duration the e-mail conversation until it is finished.
“Best Practices” document.
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After analyzing the design ideas we developed, we found that many of the
research + sensemaking Settling back into the research phase, I began to look back into LRI’s true needs and purpose for accessible communication. To do this I: ›› Revisited prior research. ›› Analyzed methods of output for accessible communication. ›› Interviewed and observed employees with multiple ability levels. ›› Interviewed the Human Resource Director, Accessibility Services Manager, and Lead Visual Designer to clarify standards for accessibility. ›› Gathered information from employees on how they make communication accessible for specific needs. The research allowed me to identify the methods, output and execution of the project would need to encompass. An in-depth exploration of the following criteria defined the design, this document would need: ›› Its own brand and identity, similar to other LRI departments. ›› Both LRI standards and tips from employees. ›› Have the ability to exceed all accessible communication standards. ›› Exist in multiple inexpensive and simplistic formats that are easy to produce and replicate.
Guide to Accessible Communication Accessib le Commun ication Handboo k
The guide and handbook created to be used as literature to educate LRI employees and their vendors.
Visualization showing the accessibility needs for different impairments and document formats.
design The content and look of the project were created simultaneously and in close collaboration with LRI employees. Content was derived from LRI standards, employee recommendations and my observations. The aesthetics of were created based on the style of LRI. Multiple iterations of the content, logo, branding, and graphical layout were presented to employees to receive feedback.
outcome
Posters to support the accessible communication campaign.
Final deliverables for the project included the creation of a brand strategy and delivery of production-ready materials to be implemented throughout the organization. These materials included posters, literature (a guide and handbook) and a digital database wireframe. They empower LRI to be the leader in accessible communication, enabling them to effectively educate their employees and consumers. Accessing the effectiveness and clarity of the guide an employee.
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t
Using this Guide
t
Font Format
The major sections are divided into separate pages for the specific technique or method. As is comprised of a title, the needs addressed,
who wants to learn about accessible
sections that explain information about the
communication. Liberty Resources employs
method and how to implement the method.
Changing Font Format 1. Go to the main menu. 2. From the “Tools” or “Format” drop
seen in the graphic below, each method page
This guide is intended for use by anyone
t
down menu, select the “Font” option.
The most accessible font is 14-point black, regular, Verdana on a white field. This formatting is required for all printed and digital documents.
and serves a diverse range of ability levels. This guide provides examples and references of how they make communication accessible
t
for all.
Font Choice
Sans-serif fonts, such as Verdana, are fonts that do not have glyphs attached to
This guide is separated into two major sections:
them. 14-point is the minimum size for
3. In the dialogue box choose the following settings. Font: Verdana Font style: Regular Font size: 14 points Font color: Black 4. Select the “Okay” button. The image below shows a font dialogue box with the font’s formatting set correctly.
large print while the sans-serif font and
• Standards
color combination is legible for all ability
The standards that Liberty
levels.
Resources uses to ensure minimum
Below are two sentences, one using a
accessibility needs are met.
sans-serif font the other uses a serif font.
• Guidelines The methods that employees at Liberty Resources use in order
Sans-serif:
The quick brown fox jumps.
Serif:
The quick brown fox jumps.
to make communication more
The serif font allows the eye to travel from
accessible.
character to character but each character is not easily distinguishable due to the the spacing and characters width.
6
7
12
13
Pages from the Guide to Accessible Communication. Left: Introductory page, instructing users how to use it. Left: ‘Font Format’ page showing why and how fonts impact communication. Also includes step-by-step instructions to changing the default font.
Proposed digital database..
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Projects
UArts Website This was a simple redesign of the UArts Graduate Museum Studies website. The existing content was out of date and did not provide much information about the programs. After an analysis of the site, I collaborated with the department heads, focusing on how to increase recruitment. While the new site was being developed offline, changes were made to the existing live site. Not only did the redesign optimize the site’s organization, it added new sections and newsfeed. When the new site launched, a hands-on training program began for staff. The program was created and implemented with the goal to give the department full control over the site’s content. The training included: ›› Introduction to the WordPress CMS ›› How to updating and add content ›› Managing the site ›› General troubleshooting
People page, one of the program’s directors.
Wireframe of the homepage, created with Axure.
Home page.
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Department page, one of three in the program.
PM Culinary Solutions This project involved creating a brand, strategic consulting and design. The client, a chef, was looking to start a culinary business, unsure where to begin he came to me. After discussing what he’d like to provide and a competitive analysis, the concept was created. From there, the simplistic brand and services were finalized. Promotional materials and the website were designed to support the business.
PM CULINARY SOLUTIONS
consulting · private dining · classes
Philip Manganaro
865.904.0221 pmculinarysolutions@gmail.com www.pmculinarysolutions.com Business cards.
Site map
Home page
One of the Service pages, Private Dining
About page
News page
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Care Service This startup company needed a way to bring their services to clients through a cloud based system. The scope of this included employee and client portals. The employee portal was intended to act as a mobile office enabling employees to: ›› Access + edit their schedule ›› See services ordered by the client ›› Send conformation of services to client Employees would access the portal through their laptop or tablet at the site where services are being be completed. The client-facing side is web-based with typical users ranging in age from 45-70 years old This would need to allow users to: ›› Order + learn about services ›› Schedule an appointment ›› See availability at a particular site ›› Pay for services
Home page for client services.
Select Services 1
2
Cart Nail Care $38 2 Sessions + Polish Gentle Touch $15 1 Session 15 minutes Facial Care $15 2 Sessions Total $68
2
Checkout Help Welcome page: Displays the next scheduled client list.
Back
Service selection: allows clients to choose and view available services.
Review Your Order Patient’s Services
Nail Care 2 Sessions + Polish Gentle Touch 1 Session 15 minutes Facial Care 2 Sessions
Service conformation page: Sends a validation email to the client.
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$38 $15 $15
Total $68
Back
Proceed to Checkout
Help
Order conformation: allows client to review their order.
Staff wireframe. Provides clients with staff information.
About wireframe: provides clients with the company’s mission.
Flow chart showing the interactions between the Client and Employee portals.
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