methods

• Brainstorming
• Figma prototyping
• Environmental work
• Sustainability aspects
• Storyboard
• Desktop research

background

The automobile industry is currently going through large changes in relation to sustainable production, moving from selling products to selling a service, and changing views of ownership. Our mission was to examine ways in which Volvo could work with these changes and develop a service that aligns with Volvos values and provides a service that is environmentally, socially and economicaly sustainable. Our work led to a completely new concept, called Share by Volvo. This shared-subscription model solves several issues related to automobile ownership, enabling users to only subscribe to a car as much or little as they need to.

As one of five UX Designers and UX Researchers, I was responsible for conducting brainstorming sessions, creating prototypes in Figma, integrating environmental and sustainability considerations, developing storyboards, and performing desktop research. My focus was on ensuring the design aligned with Volvo’s values and addressed the needs of future users.

who will use the service?

Anna, our persona from the (near) future, was created early on in the project to guide future decisions and ensure we always kept our main stakeholder in mind. Anna is a representation of many different Volvo users, fused together into one dynamic person. She is the result of both our own user research and Volvo's user data. Anna is also designed to describe the needs of users in the near future, in modern societies.

The service will be used by people who don’t need a car every day, but whose lives could be made easier by having one sometimes. Single-parent households, students, flex- workers, and people living in urban environments close to work are some of our primary stakeholders, as their needs fit well into a sharing economy.

what will the future look like?

Before developing the service, we chose to focus on imagining what societies might look like in the near future. This would help us figure out how car ownership might fit into this reality. Anticipating an increase in remote work, we foresee a shift in the way people live and work. The trend of urban migration also suggests a higher concentration of people living in close proximity. Additionally, despite the initial higher cost, we expect electric cars to become more prevalent.

In light of these factors, questions arise about traditional car ownership. Does everyone truly need full-time access to a personal car? What if the cost of individual ownership is prohibitive? Could neighbours share a car? With these considerations in mind, our focus turned towards creating a platform where people can manage ownership, participate in the sharing economy, and book cars as needed. Such a platform has the potential to save time and money, reduce the need for extensive parking infrastructure, and contribute to environmental well-being.

economic sustainability

Through desktop research on economic sustainability and the sharing economy, we developed a subscription model based on usage. The idea was that if you only needed a car once a week, you shouldn’t have to pay for the other six days. This concept became the foundation for "Share by Volvo." Our final design introduced a flexible subscription model where users could purchase shares of a car based on their needs. For instance, a parent who requires a car only 50% of the time could subscribe accordingly, sharing ownership and paying proportionately less.

storyboarding

To illustrate user interaction with the service, we created a storyboard. This approach was used to demonstrate how the service could function in future scenarios, using conceptual visualization over a finished product. The storyboard depicted a user scenario of our persona Anna, sharing a car with neighbors.

final design

We created wireframes and prototypes in Figma to visualize how the service would work. These prototypes included user interfaces for the subscription platform and mobile application, showcasing features such as subscription management, communication tools for co-owners, and scheduling capabilities. The prototypes were designed to be user-friendly and intuitive, focusing on ease of use and accessibility.

The Share the Care model presents a thoughtful solution that addresses economic, social, and environmental sustainability. By combining innovative subscription models, user-friendly interfaces, and an emphasis on community building, this project offers a holistic approach to redefining future car subscriptions toward a more sustainable direction. To illustrate the concept, a storyboard, a report and mixed fidelity wireframes were delivered.

We also recognized the potential to expand the customer reach by introducing a flexible, shareable subscription model. The traditional car subscription model often caters to individuals with higher incomes, but by making car access more inclusive and economically viable for a broader audience, including those with irregular or lower incomes, we aimed to broaden the appeal of the service.

We also addressed the varied needs of different user groups. Recognizing that not everyone requires constant access to a car, our design allows for partial subscriptions. For instance, parents with shared custody or individuals who work remotely can subscribe to a car only when needed, reducing costs and optimizing resource use.

takeaways

One insight gained from this project is the importance of imposing creative limitations to facilitate a more efficient generation of ideas. Given Volvo's robust brand presence, clearly defined values, target audience, and established graphic profile, we had a well- defined scope to operate within. In many projects, it can be challenging to determine where to commence or which direction to explore when faced with numerous options. Employing a set of rules proved to be an effective method for concentrating on what can and should be accomplished. Additionally, this project served as a valuable exercise in creativity, as we aimed to conceptualize an entirely new idea within the established scope rather than merely enhancing an existing concept.

methods

• Desktop-research
• Think-aloud test
• Flow chart
• Wireframing
• UI-design
• High fidelity prototyping

background

The National Park Service is a federal agency that manages the national parks of the USA. As part of their efforts to enable millions of people to enjoy the natural beauty of the American landscape, they have developed an app to help users find information about anything related to different parks. The problem is that the application, in its current form, provides too much information at a time. This makes the app hard to navigate, which leads to frustration and makes the national parks seem less accessible. Our goal was to identify user goals, painpoints, and redesign the app to better suit these purposes.

As a UX Designer and UI Designer, I worked closely with another designer to conduct user research, create wireframes, prototype designs, and oversee user testing.

desktop research

We began by conducting desktop research and studying user feedback from app reviews. The core issues identified were:

• Confusing navigation
• Inefficient filter system
• Overloaded landing page
• Poor mobile experience

think-aloud testing

Think-aloud tests was used to evaluate the design both before and after our intervention. We provided participants with a list of tasks to complete (find a specific park, find accommodation, etc.) while speaking out loud about their thought process. To keep distractions to a minimum, participants were encouraged to provide their feedback in whatever language they felt most comfortable using. All participant chose to think aloud in korean, which my partner then translated for me, enabling us both to ask follow-up questions.

The think-aloud tests done before our intervention provided valuable insights into the usability of the current workflow and design system and allowed us to identify areas that needed improvement. For example, through the think-aloud tests, we were able to identify that participants had a hard time navigating the complex filter system, which slowed down users flow and caused frustration when using the app.

prototyping

We began the process by creating a flowchart to outline a more efficient user flow. The key design improvements included:

• Direct filtering on the homepage: Instead of burying filters under multiple clicks, we placed essential filters (location, activities, and services) directly on the landing page.

• Reducing cognitive load: Using Gestalt principles, we improved visual clarity by grouping related information, helping users focus on primary actions without unnecessary distractions.

We then moved on to wireframing and prototyping:

• Wireframes & Prototyping: Starting with low-fidelity wireframes in Figma, we explored various layouts. These evolved into high-fidelity prototypes, which were refined based on feedback from both internal teams and user testing.

To ensure consistency in the design, we created a graphic manual covering key elements like colors, font sizes, margins, padding, and grids. This manual served as a reference throughout the design process. After incorporating text and images, we shared the refined design with other teams, whose feedback was helpful in fine-tuning the final product.

final design

The final design significantly improved the user experience by addressing key pain points and aligning with the National Park Service's (NPS) goals of being user-friendly and efficient. The main improvements included:

• Simplifying the filter system: We removed unnecessary categories and made important filters (such as park location, activities, and accommodations) accessible directly from the homepage. This reduced the number of clicks and made it easier for users to find parks that met their criteria.

• Clear visual hierarchy: By applying Gestalt laws, we grouped related information and ensured high-priority content (e.g., park descriptions and available facilities) stood out. This minimized information overload and improved overall clarity.

• Mobile-first design: We optimized the app for mobile users, implementing a responsive design that works seamlessly on smaller screens, improving the experience for users on all devices.

These improvements not only saved users several steps in navigating the app, but also reduced cognitive load by focusing attention on the most relevant information. As a result, the app became more intuitive and aligned with the NPS's mission to make park information more accessible and easier to use.

challenges

01: Diverse User Needs

One of the main challenges was accommodating the wide range of user types, from seasoned hikers to casual visitors. We had to strike a balance between simplifying the experience for beginners while still offering depth for experienced users.

02: Prioritizing Content

The app had a lot of important content (park regulations, weather, trails, etc.). Deciding which information to feature prominently required careful consideration to avoid overwhelming users.

takeaways

This project underscored the significance of clearly defining the goal of the service being designed. Initially, the NPS application appeared to be a well-functioning tool in its current form. However, upon attempting to use it for its primary intended purpose, our research revealed its shortcomings. Our redesign successfully enhanced the user experience by ensuring alignment with the intended goal. For future projects, I will make sure to have a clear understanding of the project owner's expectations and their objectives for the end user, to make sure I design something that is useful in the way it’s intended to be.

methods

• Card sorting test
• Think-aloud test
• Semi-structured interviews with stakeholders
• Storyboard
• Personas
• Agile workflow
• Use case scenario
• 6-8-5 method
• Heuristic evaluation
• User testing
• Stakeholder mapping

background

The aluminum production process is highly complex and every step of the production line can have an effect on the final product. Sellers and buyers often encounter misunderstandings caused by different expectations. When customers aren’t satisfied with the product they receive, they may ask for refunds, which leads to huge costs for suppliers, and increased delivery time for buyers. There currently isn’t a good and reliable way to communicate expectations clearly. Our mission was to find out what causes the misunderstandings, present a conceptual model of the aluminum manufacturing process, and deliver a prototype for an app that could be used by stakeholders.

As the lead UX designer and team leader, I was responsible for ensuring the project aligned with deadlines, contacting stakeholders, and overseeing the design and development process, helping out where I was needed most.

use case scenario

To understand what needed to be done, we decided early on to create a simple conceptual interaction with the service. Without defining the features or practical interactions with the app, we wanted to understand the desired outcome. The use case scenario was shown to the project owner and some stakeholders during user tests, to make sure our vision aligned with what they wanted.

stakeholder interviews

We conducted several interviews with different actors within the production chain. All of them agreed that there is a lack of communication. The interviews also showed us that the problems not only arise between the seller and buyer, but also within different actors in the chain. As an example, the temperature with which someone brings the aluminum to during shaping will have an effect on the paintjob. Since the shaper and painter usually work in different factories, they often don’t communicate these things. The interviews also showed that shipment is a large part of the issues that arise, since packing will have an effect on damages and cost.

Follow-up interviews were conducted to make sure we were going in the right direction. WIreframes and storyboards were used to illustrate potential uses and interactions. Stakeholder opinions were written down and helped us iterate the design further.

personas

Persona hypotheses were initially created based on desktop research. These were refined after stakeholder interviews to better represent the target users' needs and goals. The personas helped the team understand the different perspectives within the industry and guided the design process.

concept sketching

We created concept sketches to visualize ideas and iterate on potential designs. Sketching helped us quickly explore different layouts and interactions, refining our concepts based on feedback.

Concept sketches were shared within the team for discussion, allowing us to identify strengths and weaknesses in each idea. This collaborative process ensured we considered diverse perspectives and refined concepts iteratively.

wireframing and prototyping

We developed wireframes to outline the structure and layout of the service. Wireframes provided a clear blueprint for the design, allowing us to plan the placement of features and elements effectively.

Using Figma, we created a high-fidelity prototype with interactive elements. This prototype allowed us to test the service with users, gathering feedback on usability and functionality.

We evaluated the service against user needs and goals, ensuring it addressed key areas effectively. Feedback from user testing guided our refinements, focusing on enhancing usability and functionality. We used tools like heuristic evaluation and cognitive walkthroughs to assess the design from different perspectives, identifying potential improvements.

final design

Upon project completion, we presented an interactive prototype to multiple stakeholders involved in the project. This prototype, rooted in insights obtained from our research, served as the initial step toward a finalized, fully integrated product. Additionally, we offered the project owners recommendations for ongoing development, encompassing suggested research areas and necessary design decisions. A report describing the entire process, insights included, was also provided to the project owners.

Check it out.

takeaways

The value of user insight. As we were navigation within a field that we knew nothing about, it was the insights gathered from stakeholders that made the project possible. Having the expertise of stakeholder enabled us to focus on what we were good at, which is UX design. An added bonus was that the stakeholders became more interested in and excited about the project because they were now a big part of the design process, rather than just being project owners.

Agile work was a huge part of this process. I learned to be relaxed and adaptive to change and not worry too much about the process set up in the beginning. Responding to change and modifying the plan, rather than strictly following a pre-set plan, proved to be a great ability for this project. I will keep this in mind for further projects as well.