<strong>Federal Court of Australia</strong><br>Foundation UX Consultation, Analysis & Design

Federal Court of Australia
Foundation UX Consultation, Analysis & Design

The Digital Court Program is a major I.T. and infrastructure program being undertaken by the Federal Court of Australia. The target of the program is to transform the entire Australian Federal and Family court systems, moving them into the digital era by gradually eradicating the use of paper in the courtroom altogether. The program effects 4 seperate courts over 50 locations throughout Australia: Federal Court of Australia Family Court of Australia Federal Circuit Court Family Court of Western Australia This is looking to be achieved, by no easy means, through the enhancement of the existing bespoke 'Case Management System’ applications and the introduction of a highly customised off-the-shelf document management system built on OpenText - the 'Digital Court File'. The team consisted at it’s peak of around 50+ individuals on-site at the Federal Courts in Sydney's CBD working across a number of work steams and applications. Skillsets included but not exclusive to: Executive Team Program/ Project Managers and SCRUM Masters Infrastructure & Solution Architects Business Analysts User Experience Analysts Interface Designers Front-End Developers Back-End and Infrastructure Developers System Testers An agile development methodology was seen as the key to the success of the program, releasing usable features early to internal and external users to ease the transition from a physical to virtual court environment. All projects within the program ran synchronised 3 week sprints. The SCRUM teams consisted of 6-8 people, including team members from the above skillsets as well as subject matter experts playing a joint business analyst role. SCRUM ceremonies had to be well planned and synchronised in order for cross project team members to participate in all the sessions. User experience analysis, design and testing played a pivotal role in all aspects of the program. In the early stages of the program, the disciplines were seen by some of the executive team to be more on the aesthetic/ visual plane. However, they slowly came to understand the importance of the practices and methodologies behind the strategic, scoping, structural and skeletal planes of interface & experience design. One of the greatest achievements of the program from an experience design perspective was this transformation within the executive team to embrace the principles of user centric design. Not only did they see its benefits demonstrated on the ground in user sessions but they also saw the benefits of transferring our design methodology and thinking into other areas of the business such as their comms department. Responsibilities Personal responsibilities grew from a one man senior user experience design consultant to managing a 5 man integrated analysis, design, test and build SCRUM team. This inevitably saw the shift from a hands on delivery team member to a design team lead position managing 2 senior experience designers, a junior interface developer and a senior full-stack developer. The role also required liaising with other senior team members and reporting directly to executives. As a senior user experience design consultant, the initial focus was to work closely with key executives, senior stakeholders, subject matter experts and end-users to produce a comprehensive analysis document. The report set out to define the principles and guidelines that would be the foundation document for the rest of the 2–3 year program. In brief, it detailed key personas, pain points from one-on-one interviews with end-users and contextual analysis observations. The outputs of the initial analysis fed into the planning and facilitation of user workshops, feature analysis and prioritisation, experience mapping/ user journeys, rapid prototyping and user testing sessions. All the while, the foundations were being set for a lean design approach that could be repeated every 3 weeks to feed into an agile development team. Once this lean design structure had been put in place, personal responsibilities shifted to managing, maintaining, mentoring and reviewing/ allocating user stories to design team members across multiple project streams. It was a personal responsibility to make sure that quality remained high whilst managing a large backlog of stories and forward planning up to 9 weeks in advance. It become pivotal to the success of program for all streams and disciplines to have clarity and visibility of what was happening across all projects within the program. This made the role of stream leads an essential one as the effectiveness of cross stream pollination and communication became the pivot between success and failure. As a lead, solid relationships with SCRUM masters, program and project managers were the key to this success. DCP Program Structure In forthcoming case studies, other aspects of the program will be covered. In this study we’ll be focused on the foundation stage of the program that consisted of a 3 month foundation analysis. Foundation - CURRENT Case Management System Release 1 E-filing for Consent Orders Applications Case Management System Release 2 Digital Court File Release 1 E-filing for Other Online Applications Foundation Project Structure The foundation phase of the DCP for user experience followed the structure below: Business Goals & Alignment Definition of UX Principles & Guidelines One-on-One User Interviews User Group Workshops User Needs & Persona Creation Contextual Observations Feature Analysis & User Journeys Accessibility & Usability Analysis Gap AnalysisInitial Prototype Development Detailed in the case study below is a selection of the activities undertaken in the Foundation phase of the DCP.

<strong>Federal Court of Australia</strong><br>Task Manager UX Consultation, Analysis & Design

Federal Court of Australia
Task Manager UX Consultation, Analysis & Design

After the initial 3 month foundation analysis on the DCP – see here for more details – the teams attention moved to the first release; a task management system to be used by internal staff for reviewing applications sent into the courts. The structure of R1 of the DCP for UX followed the approach defined in the foundation phase of the program. Tasks were divided up into project and sprint tasks to allow for a leaner design approach. Project tasks were conducted a sprint and a half prior to the commencement of the first development sprint – sprint 0 – allowing four and a half weeks to conduct the following: Requirements Analysis One-on-One User Interviews & System Usability End-to-End High-Level Experience Mapping User Needs & Persona Analysis High-Level Analysis of Features & Current User Journeys User Group Workshops & Co-Design Sessions UI Options & Pattern Library Development The following sprint tasks were also included in sprint 0, targeting a smaller number of foundational stories, enabling the development team to start coding. These tasks were also repeated for each sprint thereafter: User Story Analysis Supported by Business Analysts Co-Design Sessions & Future State User Flows Low-Fi Prototyping & Initial User Testing Interactive Prototype Development & Wider Sprint Cycle User Testing UI Development Supported by Development Team SME & Product Owner Sign-Off Below are some examples of this methodology in use, documented in the analysis & design deliverable for R1.