Hejiaqin 2.0

Staged program review.

DATE

2017.12

ROLE

UX Design

PLATFORMS

Mobile

COOPERATION

Yunpeng Zhang (Design Manager)

Shanshan Tian (UI)

Yujing Cao (UI)

Qinhao Zhang (UX)

Ronglei Bao (Visual)

Mingshuai Qi (Animator)

STATUS

Launched

和家亲2.0

阶段性项目总结。

日期

2017.12

角色

交互设计

平台

手机

合作

张云鹏 (设计经理)

田珊珊 (视觉)

曹愉静 (视觉)

张钦皓 (交互)

包容磊 (运营视觉)

齐明帅 (动画)

状态

已发布

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Background

Since getting my M.A. degree and worked for half a year, I joined a new mobile app project named Hejiaqin, as an UX designer. The app was positioned as a tool for connecting with family members. at the beginning. However, it deviated from the original goal after several iterations and the project ran into a mess. Thus, the UI designers and I temporarily left the project.

Fortunately, not until our company started to put significant resources into Hejiaqin in December, did I have the chance to go back to the program and restarted it with 3 other designers. As the program going on, our crew increased to 7 people (1 Design Manager, 2 UX designers, 2 UI designers, 1 visual designer and 1 animator), and with a few temporary designers if needed.

背景

我硕士毕业工作大半年后,进入“和家亲”项目,组参与移动端交互设计。项目启动时,产品定位为移动端家庭社交工具。然而,经过几次迭代,产品的定位开始逐渐偏离最初的定义,功能内容也愈发混乱。项目进入了困顿期,我和视觉设计师暂停设计工作。

幸运的是,公司后来开始重视这个项目并投入大量资源进行改版升级,我也作为交互设计师重新参入其中。设计团队最初为4人(1设计经理,1交互,2视觉),随着进展深入,扩展至7人(1设计经理,2交互设计师、3名视觉设计师,1名动画设计师),再后来需求量激增时会临时增加人手。

在此项目中,我的角色是交互设计师,同时协助设计经理进行初级的设计管理(主要为交互方面)工作。

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Related Work

V0.0 Redesign - Among

V3.0 (Part) Redesign - Smart Home

TV Paltform Redesign - Linky TV

相关作品

V0.0 设计重塑- Among

V3.0 (部分) 设计重塑 - 智能家居

TV端 设计重塑 - Linky TV

Obstacles

Hejiaqin program had 5 serious problems when we took over:

  • Ambiguous orientation
  • Excess functions
  • Complex cooperation
  • Chaotic management
  • Weak design implementation and understaffed

问题

在我们接手“和家亲”的时候,这个项目存在5个主要问题:

  • 定位模糊。这个问题直到现在依然存在,却并未实际上的明晰。
  • 功能繁杂。多方制衡的结果使这个产品的体量异常庞大,类比于四五个不同中等产品的集合。且由于第一点原因,无法产品瘦身。
  • 协作复杂。项目隶属于一个部门,而我们设计团队是跨部门合作。此外,还有其他部门、第三方公司不同程度地参与到项目中,协作沟通成本较高。
  • 管理混乱。需求多次在本该冻结的时间点后变更,严重压缩设计和开发时间。
  • 设计执行难度大,人手短缺。受限于产品功能框架、时间、需求量、各方的压力等,我们一面需要在修改的面目全非的版本上做新功能设计,一面要准备新的设计规范和设计,升级改造推进困难。

Targets

As the program developed, we felt huge depression and resistance, although we already predicted it would be a tough battle and prepared to make a difference before we get started. Thus, we adjusted our design target to make it more reasonable.

  1. Finish requirements in time and do not affect the progress in each development lifecycle.
  2. Preserve the quality of the user experience and the unity of design.
  3. Realize value-added design if possible.

目标

虽然我们在投入设计前预见到需投入大量精力,但也相对乐观,期待能有一番大动作。然而项目深入后,才逐渐感受到各方面的压力。因此,我们收拾了最初的心情,把设计目标制定的更为合理,贴近项目:

  1. 及时完成需求,不影响项目进度。
  2. 保障用户体验和设计统一性。
  3. 在可能的情况下,实现设计增值。

Results

After 12 iterations, the APP updated to Version 2.4 in one year (Dec. 2017). The function quantity increased by more than 400%, and design implement more than 70%. The number of users has increased to 1,900 millions. Ignoring several unsolved problems, the app looked so much better than before!

As an UX designer and a junior design manager, I have gained a lot from this program.

My design mental model has been updated

  • Multi-Dimensional Perspectives
  • The form of product online is the game result of multi-factors and stakeholders. Thus, It is important to observe and think not only from the perspective of design (UX 、visual), but also beyond it, which means, time, space, resource, market, business, efficiency and so on should also be considered. The more comprehensive, the less barriers in design implement.

  • Weigh and pick the optimum
  • It's more focused on whether it is practical or meeting needs, whether it can enhance user experience with certain restrictions, whether it can be standardized and component-based (Industrialization Design) and so on.

  • Flexible design method and progress
  • We have learned many kinds of design methods and progress in school, but programs are not always the same. we must suit our measures to different conditions in terms of program cycle, issue and partners concerned rapidly.

  • Granularity
  • The granularity is the yardstick of design and designer. From low level to high level, it should be clear and appropriate.

  • Open
  • One's mental model is limited by his or her background and experience. So we should keep it open, assimilate other's essence and never stop self-developing.

结果

经过1年时间的项目跟进,直到2017年12月底,和家亲版本经过12次迭代到v2.4,完成设计改升级70%以上,功能增多400%+,用户增长到1900万。尽管现在仍有许多问题未解决,但较1年前,已经好很多了。

作为一名交互设计师和初级设计管理者,我在这个项目获益良多。

设计心智模型升级

  • 多维度视角
  • 上线产品的形态是多方因素博弈的综合结果。因此,在审视时,应该多揣摩是否是当时情景的最优解,而不是仅仅从体验、视觉等设计角度出发。在此意义上,时间、空间、资源、市场、商业、效率等都是考虑因素。考虑的越充分,设计越容易推进。

  • 设计权衡
  • 在设计时,应更注重是否符合项目的实际情况和各方期许、是否能在限制下提高用户体验、是否精准运用和在可控范围内优化元素,是否可标准化、组件化、模件化提高效率等等。

  • 灵活的设计方法
  • 因时制宜,不同项目不同时期的流程不一样,设计师需要快速适应项目流程,从自己内有的总的设计思维、流程中,抽取最合适的。

  • 颗粒度
  • 设计师需要明晰对于设计要求的颗粒度,从低到高,并且有合适的应对机制。

  • 开放
  • 单人的心智模式受限于个人经历和背景,需要保持开放,从其他人事上吸收精华,不断进行完善和扩展。

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My design ability has been enhanced

Thanks to the excess functions of this App, I enhanced my ability to handle various categories of applications on mobile platform.

设计能力提升

经过这个手机应用的设计,如下图所示,我涉猎了多种类别移动端应用设计,在面临新的设计挑战时,也可以快速着手工作。

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My management capacity has been strengthened

In this project, I'm not only a UX designer, but also help design manager to manage UX part. Limited by experience, position and workload, I only do the junior managing work. There are 4 things I consider are vital for design management.

设计管理能力加强

在项目中,我除了是一名体验设计师,也同时协助设计经理,兼任这部分管理工作。由于资历、职级和工作量限制,我的可控程度有限,只进行初级的设计项目管理,总结出如下四个方面的经验。

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  • Design Guideline
  • Design guideline should be Prepared and synchronized with team members as early as possible . I think it's a rare opportunity for me to set design guideline for a large comprehensive program. Furthermore, it's a meaningful challenge, which I not only gained my knowledge of design, but also analyzed design from the overall perspectives and it helped me to work well.

    Before started, I referenced various classic design guidelines, such as Material Design, iOS Design Guidelines and so on. Considering with the actual situation, the first edition of design guide (Interaction)came up and reviewed with team members. After this, our UI designers visualized part of it and we applied it to the program.

    Promoting the guideline was hard. Firstly, it's viable. The first edition came up from experience and should be verified and keep updating. Secondly, it's lagging. Because of the schedule, many modules haven't been codified, which, of course, created obstacles for cooperation. Fortunately, the program team realized the problem and began to promote it.

  • Internal Cooperation
  • The manager should have one evaluation criteria, which is based on personal design mental model, clarify clearly to team members, and help them tide over the period of adaption. Also, a guideline, providing the reference for design and tools is a good way to help internal cooperation.

  • External Cooperation
  • Establishing and carrying out a standard cooperation progress is crucial. Thinking from other's perspective and raising win-win methods can do some help. Furthermore, publishing working guidelines is an useful way to cooperate with program members.

  • Risk Management
  • Mostly, risks centralize mainly in workload, deadline, requirements changing, resources allocation, design implementation and so on. Managers should know every branch of a program and raise risk in time, assign the task to appropriate people, follow up design delivery and design implementation check.

  • 制定规范
  • 尽早准备好设计规范,并与团部同步。参与一个大型综合项目,制定设计规范,对于一个刚毕业没多久的我来说,是个非常难得机会。制定设计规范是一项有意义的挑战,不仅使j加强了我对移动端设计的了解,更能够让我从全局,运用模式化的思维来看待设计,让我在之后的设计工作中游刃有余。

    开始制定规范前,我主要参考了Material Design、iOS等经典范例,然后在此基础上,考虑项目场景,设计了初版通用规范,并邀请相关人员进行评审。评审后交付视觉进行进一步的细化,再运用至项目中。

    然而实际上,完整规范的形成推广并没有那么容易,首先规范是阶段性变化的,初版中大部分组件的设计来自于经验参考,只有当在实际项目需求中运用一段时间后,才能知道是否合适,并及时更替;其次滞后,由于项目进度紧张,许多组件并没有开发,从而影响到跨团队合作。当然,项目组也意识到了问题,开始推动规范相关事宜。

  • 内部合作
  • 对成员的情况有一套评估标准,明确沟通项目下对成员的要求,协助渡过磨合期。形成工作指南,为成员提供必要的工作和设计参考。

  • 外部协作
  • 建立并执行标准的协作流程至关重要。从他人的角度思考并提供双赢的方案非常有助于沟通。此外,可以形成合作规范文档,方便对接工作。

  • 风险控制
  • 一般来说,风险主要在于工作量、时间、需求变更上。管理者应当掌握项目分支的情况。及时发现风险,明确分配任务,紧跟设计交付和设计核查工作。