IBM Health Corps
- Optimization Model using their data
- Minimum Viable Experience Gap Analysis Tool
- Front end UI to be implemented
- A 2 Year Roadmap with features, UX, and UI solutions
- Documentation to understand everything
- Connected the UMEC to everyone who can help them move the project forward
- Job Descriptions in order to hire people to take over the project
- Legislative faith with Utah state congresspeople
1 Data Scientist
1 Project Lead/Architect
We used the Utah Annual Primary Care Summit in order to gather pre-information in the form of a Design Thinking workshop. Our goals were to understand stakeholder needs and the current situation facing healthcare proportions in Utah.
Coming out of that workshop, were able to build service maps that started to pick at common patterns across our stakeholders, along with an understanding of what they were thinking a solution could be.
Returning a week later to start work on the project, we first defined the way our team would work, and planned out our design sprints for the following 3 weeks, along with disseminating information gathered in the previous week.
The creation of ecosystem maps were necessary to understand where true pain points existed, and to gather validation points from our stakeholders, which existed across healthcare, legislation, and education areas.
A series of workshops and interviews were conducted in the first week, resulting in a path forward, clear pain points, and the knowledge of where we needed to deploy a solution.
We started with low fidelity wireframes, storyboards, and paper prototypes in order to quickly understand interaction patterns and what user experiences would be effective for the situation and a wide variety of audiences.
By developing application maps, we were able to cleanly define our minimum viable experience, and define the roadmap for when IBM left.
User journeys were created to inform development, and build out all of the work that would need to be implemented once IBM left.