UX CASE STUDY
AT&T Business Transformation Office
Universal Self-Service DaaS Experience
Designing a universal self-service DaaS (Diagnose as a Service) troubleshooting experience to create consistency across AT&T’s business mobility platforms and empower users ability for content discovery.
Role
Lead UX Researcher & Designer
Team
AT&T Business Transformation
Tools
Figma, ServiceNow,
Lucidchart
Timeline
8 months
Project Overview
How might we streamline existing internal and external troubleshoot flows in the AT&T mobility space and extend the capability to new users?
As a UX designer on the AT&T’s Business Transformation Design team and a lead designer in the service space, I played a pivotal role in crafting exceptional user experiences for AT&T's 20+ consumer-facing digital products, specifically focusing on post-purchase activities. The Experience Design team concentrates on creating product-agnostic and branded digital experiences across platforms that encompass sales operations, delivery options, and service solutions.
The Problem
Customers can initiate specific troubleshooting flows using our legacy tools, however they are vastly different depending on the product and / or tool being triggered, representing a disjointed experience and scalability issues for the company.
The Solution
I researched and designed a ServiceNow-based web framework for troubleshooting. Our goal in transitioning to ServiceNow is to streamline the process for a wider range of users in the mobility space, encouraging them to use automated flows rather than calling for support.
Background
Before diving into user research and ideation, I did an audit of the current troubleshooting capabilities.
While auditing the troubleshooting experiences across various digital platforms, I closely examined how users address basic issues. In the B2B space, we are focused on solutions for both users within the FirstNet ecosystem—AT&T's dedicated network for first responders—and Mobile Virtual Network Operators (MVNOs), which include AT&T’s third-party sellers.
User Personas
First Net Ecosystem
Administrator of members for Corporate Responsibility User (CRU) billed to agency devices.
Can include various entitlements for CRU billing/ordering. Has visibility/uplift/administrator tools based on their User ID permissions.
Has ticketing capabilities for their line of business.
User of device paid by CRU account, has limited ability to add/modify/change services. Little to no ticketing capabilities
Agency Admin
Subscriber User
Subscriber Admin
Administrator of members for Subscriber-Paid User IDs.
Does NOT include billing/ordering access for any associated accounts. Can include various entitlements for dispatch/network visibility/uplift/administrator tools based on their User ID permissions.
Agency User
User of device paid by their own IRU account with full billing/ordering/change / ticketing capabilities.
Currently, can be sub-paid legacy (meaning only FN lines on a billable account and billing via Premier). OR FirstNet & Family billable account.
Reseller Space
MVNO (Mobile Virtual Network Operator)
Third-Party AT&T resellers (i.e. Tracphone) offering their solution using our service. Tend to act more like enterprise customers. Different from end user they're servicing, which is not aware they're interacting with AT&T at all.
Discovery,
Iteration &
Refinement
1 . User Research
Exploring ideas, I split the 5 personas into 2 different super users
Concentrated on two key aspects of the user journey: self-diagnosis and problem resolution. To make our solution more scalable, I streamlined from seven personas across six different spaces to just two primary personas: Self-Diagnosis Users (customers) initiating troubleshooting flows, and Support Agents (internal AT&T agents) resolving more complex issues. I applied these insights during the discovery and initial wireframing phases. After this I collaborated with the team to gather feedback and enhance the fidelity of the Device as a Service (DaaS) framework.
2 . Journey Mapping
Discovery & Phase 1 Research
I compared troubleshooting patterns platforms across different personas. Additionally, I evaluated the experiences of internal users, such as agents handling customer service tickets, to ensure comprehensive support and efficiency across all user interactions.
3 . User Testing
Interviewing users, I learned that disjointed self-serve experiences deterred usage
Partnering closely with users from both Self-Diagnosis and Support Agent personas, I discovered that the disjointed flows led both groups to bypass the automated experience, resulting in significant sunk costs for the company. The challenge was to create a reliable and trustworthy experience, regaining the trust of users who had resorted to the costly method of calling for support directly.
4 . A New Problem
After meeting with various user teams, I was presented with a new problem:
"As a self-diagnosis user, whether internal or external, I want a user-friendly &
seamless experience with visual cues that will inspire trust in the experience,
so I am encouraged to use the self-diagnosis flows."
What does this look like?
I gathered the new requirements and collaborated with my design and product teams to brainstorm and develop various concepts. This led to the creation of low-fidelity wireframes for the new visual cues.
5 . Stress Testing
The new framework goes through stress testing with brand libraries
After establishing the universal framework, I proceeded to integrate distinct brand libraries tailored to different subpersonas (FirstNet, MVNO) into the diagnose as a service (DAAS) experience. This involved accommodating specific feature requirements provided by product partners. During this process, I tested typography, color schemes, iconography, content card design, and content placeholders
Reflection
One of the major challenges encountered was the diversity of personas and spaces I had to design for. Each user group had unique needs and expectations, making it difficult to create a one-size-fits-all solution. This complexity was further compounded by the fragmented communication among our internal partners, leading to inconsistencies in the user experience.
During the process, it became clear that merely introducing a new design and streamlining the process was insufficient. The core issue was not just the design but the lack of trust users had in the experience. This distrust stemmed from numerous gaps and inconsistencies in the troubleshoot flows, which undermined the overall effectiveness of the solution.
To address these challenges, we focused on building trust with our internal partners first. It was essential to ensure that all stakeholders were communicating effectively and aligning on a common experience. This involved:
Facilitating Communication
We organized regular meetings and workshops to bring together different teams and foster open communication. This helped in identifying and resolving discrepancies early in the design process.
Aligning Goals
Ensuring that all partners agreed on the objectives and the desired user experience was crucial. We worked on creating a unified vision and set of guidelines that everyone could adhere to.
Collaborative Design
By involving all stakeholders in the design process, we ensured that the solution was holistic and addressed the needs of all personas. This collaborative approach also helped in gaining buy-in from all parties, making the implementation smoother.
Outcomes and Learnings
The efforts to build internal trust and align on a common experience had a significant impact on the final user experience. By ensuring that all internal partners were on the same page, we were able to deliver a more cohesive and reliable troubleshoot flow. This, in turn, helped in building user trust, reducing the number of users resorting to calling the company for basic troubleshooting.
However, this project also highlighted the importance of early and continuous communication among all stakeholders. The experience taught me that a successful UX project is not just about the design but also about the collaboration and alignment of all involved parties. Ensuring that everyone is working towards a common goal is critical in delivering a seamless and trustworthy user experience.
This project reinforced the value of trust, both within the team and with the end users. By focusing on building internal trust and collaboration, we were able to create a more effective and reliable self-service troubleshoot flow, ultimately improving user satisfaction and reducing operational costs for the company.