We carried out multiple research activities that complimented each other and validated our hypothesis that it would be valuable for both our customers and internal users to have a feature that enables people to make changes on their bookings.  My role in this step consisted of summarising the research findings and facilitating the decision-making process in choosing the path forward. 

Once we were aligned on the objective and measurement of success, we were in a position to explore the problem space and ask the big questions. To enable the team to do so, I proposed to organise and run a design sprint. The outcome of which we used to inform our discovery and delivery roadmap. 

By the end of the design sprint, we acquired valuable learnings from a user and a technical perspective. I used those learnings to facilitate and support in visualising our discovery and delivery roadmap. 

In this phase of the project, my role consisted of working closely with the engineers in order to deliver the solution I designed and make lean iterations along the way when needed, while the team was building the increments. At the same time, part of my focus was concentrated on answering unknowns that needed to be addressed before the delivery plan got more concrete. These unknowns included questions regarding existing product policies and their impact on the user experience. Communication and alignment were key.

For us to know we have delivered a valuable experience, we needed to measure the performance of the UX we built. For this, I  used two methods - task success measurement and CSAT. We were able to establish the success rate and time on task for the two key user needs in this flow. The results helped us inform future improvements and review our OKRs with a sense of achievement.