MY ROLE: User Experience Designer (Lead)
TEAM:
1. 5x UX Designers (2 part-time consultants)
2. 7x Business analyst
3. 7x Lead solutions architects
4. 16x Developers
5. 6x Testing & QA
6. 30+ Subject matter experts & stakeholders
(including POs, PMs, Clinical teams)
1. 5x UX Designers (2 part-time consultants)
2. 7x Business analyst
3. 7x Lead solutions architects
4. 16x Developers
5. 6x Testing & QA
6. 30+ Subject matter experts & stakeholders
(including POs, PMs, Clinical teams)
STAKEHOLDERS:
1. NHS 24
2. Coforge
3. Amazon Connect
4. PEGA
5. Elsevier
1. NHS 24
2. Coforge
3. Amazon Connect
4. PEGA
5. Elsevier
CONTEXT
Objective
The goal was to design and deliver a scalable CRM for NHS 24 that integrated 17 systems while supporting critical patient-facing services.
Our UX objective was clear: streamline processes to
1. Reduce wait times
2. Shorten task completion, and ultimately
3. improve care delivery.
Even shaving seconds off key interactions could translate into thousands of hours saved across the service.
Our UX objective was clear: streamline processes to
1. Reduce wait times
2. Shorten task completion, and ultimately
3. improve care delivery.
Even shaving seconds off key interactions could translate into thousands of hours saved across the service.
CONTEXT
High level system overview
The below mapping is a very high level system overview on how the CRM system behaves.
The system has 17 integrations while the main entry point for the patient/caller is calling through a specific number.
The system has 17 integrations while the main entry point for the patient/caller is calling through a specific number.
DELIVERY
Methodology
Due to the complex nature and short duration of the project, we followed an agile delivery method to deliver this project in a user centred fashion.
User acceptance testing was conducted alongside development sprints, and the bugs raised in UAT were either picked up in a subsequent sprint or in that sprint on assessing the criticality of the bug and the remaining effort points left for that sprint.
Though the UX team was only expected to take ownership of the Design phase, I was keen on involving the team in the discovery and test phases.
User acceptance testing was conducted alongside development sprints, and the bugs raised in UAT were either picked up in a subsequent sprint or in that sprint on assessing the criticality of the bug and the remaining effort points left for that sprint.
Though the UX team was only expected to take ownership of the Design phase, I was keen on involving the team in the discovery and test phases.
PROCESS
Discovery
Although discovery was officially owned by the BA team, I proactively led many of the core activities.
I conducted user interviews, journey mapping, and card sorting workshops to uncover pain points across different user groups.
By breaking flows into “happy paths” and edge cases, I helped the BA team prioritise features based on frequency and business impact.
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I conducted user interviews, journey mapping, and card sorting workshops to uncover pain points across different user groups.
By breaking flows into “happy paths” and edge cases, I helped the BA team prioritise features based on frequency and business impact.
PROCESS
Design
Our design process followed an iterative approach.
I explored multiple solutions, evaluated them for technical feasibility with architects, and prioritised designs based on frequency of use and efficiency.
I facilitated design reviews, created interactive prototypes, and ran usability tests with frontline staff to validate flows before handover.
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I explored multiple solutions, evaluated them for technical feasibility with architects, and prioritised designs based on frequency of use and efficiency.
I facilitated design reviews, created interactive prototypes, and ran usability tests with frontline staff to validate flows before handover.
PROCESS
Development & Testing
Pre-development tasks by UX team
1. Ensuring all the stories were up to date and prototypes added
2. Elaboration sessions (Task based)
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Pre-testing tasks by the UX team to help the test and QA members
Elaboration sessions:
1. Prototype walkthroughs
2. Processes (Focus on edge cases)
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1. Ensuring all the stories were up to date and prototypes added
2. Elaboration sessions (Task based)
Pre-testing tasks by the UX team to help the test and QA members
Elaboration sessions:
1. Prototype walkthroughs
2. Processes (Focus on edge cases)
REFLECTION
Learnings
1. Task management
I introduced a task tracker linked with Power Automate, which ensured meeting actions were fed directly into the team’s workflow. This improved accountability and cut admin time.
2. Continuous improvement
Embedding UX across discovery, design, and testing allowed us to iterate quickly and reduce design-to-demo cycles.
3. Collaboration
Involving every subject matter expert early not only improved prototype quality but also helped secure their advocacy during stakeholder meetings.
4. Usability testing
Sprint-wise usability testing identified 27 issues (including four clinical risks) that had been missed in UAT.
Redesigning based on these findings improved both patient safety and staff efficiency.
I introduced a task tracker linked with Power Automate, which ensured meeting actions were fed directly into the team’s workflow. This improved accountability and cut admin time.
2. Continuous improvement
Embedding UX across discovery, design, and testing allowed us to iterate quickly and reduce design-to-demo cycles.
3. Collaboration
Involving every subject matter expert early not only improved prototype quality but also helped secure their advocacy during stakeholder meetings.
4. Usability testing
Sprint-wise usability testing identified 27 issues (including four clinical risks) that had been missed in UAT.
Redesigning based on these findings improved both patient safety and staff efficiency.