User journeys are the steps taken by users to accomplish a predefined task on your business process – whether it is the purchase of a service or a product, the onboarding of a new employee, the evaluation process. performance, the purchase order process, etc. Such journeys often involve a sequence of documents, documents, forms and decisions to be approved. User journey maps are visualizations of these routes, in which the flow of the entire process is mapped. In some cases, the map is more descriptive, showing how users are currently interacting within your processes. In other cases, the map is ideal, showing how users can interact with each interface of your software.
Both types of cards are ultimately meant to facilitate incremental site improvements by helping you identify user behavior, as well as bottlenecks, wasted time, and flaws in processing paperwork. With this intelligence, you will take action to optimize the user experience in completing tasks and adopting the solution.
User journey maps ask you to review questions, suggestions for optimizing all touchpoints in the solution to increase buy-in. And when the users of a solution feel involved and compassionate, it impacts their confidence.
Walk a mile in your user’s shoes
Data such as analytics and usability for testing will have already alerted you to many sticking points in your process mapping. Using them as a starting point, follow the processes while testing the solution from many perspectives of each user; taking into account your character’s state of mind at each step.
Keep in mind that different user journeys will be taken by different characters, so you will be creating quite a few maps, which takes time to get things done in order.
For each user process, ask yourself these questions:
- Who is my character in this particular user journey and what is their main purpose? And does this match the vision and goals for next year?
- What is their background within the team? What is their physical environment? What device are they using? What functionality does their device have?
- What is their initial emotional state? Annoyed? Curious? Excited? Anxious?
- How does each step of the process guide them to the next step?
- Is the next step what the user expects to see on your working software?
- what are the sticking points or possible confusion at each step? Due to technological limitations or learning curve limitations?
- How can an ambiguity about why we need to put this data be clarified with the user? How to get users to overcome their hesitation and to be supported at every step?
- Are they getting the information they need at each of these stages of the process recipe? Are any of these steps redundant or ultimately unnecessary due to automation?
- Can they see the light at the end of their “task tunnel”?
Allow to visualize the processes as a whole
Of course, it is not necessary for your processes within software already used internally to map your user processes or to ask you the questions we asked you previously. As we document the answers to these questions, you need to clarify exactly what should ideally happen at every step, at every touchpoint, and on every form.
your card will tell a visual story to your team of users within the processes, because:
- a title that summarizes the process
- a portrait of the person making the trip, as well as information about him
- The series of steps users take to complete the process
- a visualization of what is happening at each step
- motivations and user questions corresponding to each feature, approval points and pain points at each stage
I drew the process maps of my company! Now what?
Of course, the map is only as good as your ability to implement it. This means that as you draw it, you need to be realistic about the features and ease of use required for adoption of the solution. Make sure your developer or partner is a part of the mapping process, as the map will ultimately be in their hands for technology implementation.
If they weren’t involved in the process, share your journey maps with your business stakeholders. This is something you may have had to do early on to convince them of the importance of great interface design to your business bottom line, and your team’s adoption of technology to automate. the process.
Also, remember that the process is not a one-time endeavor. You will come back to update these cards in your recipe over and over again, when the analyzes suggest that a bottleneck is occurring, you may want to set a regular time to review the meeting agenda. quarterly or annual management depending on your competitive advantage. want to have with the technology and the execution of your recipe by your team.