The Medical Resident App a UX perspective Bernard Schokman Design - - PowerPoint PPT Presentation

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Bernard Schokman

The Medical Resident App… a UX perspective

Design Moshpit

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Resident Guide (RG)

• How MedApps used the UX principles
• How the principles helped design their app
• How they tripled their team in 12 months.
• We’ll set the scene for context
• We’ll link it to research from the HISA webinar
• We’ll share lessons learned by MedApps

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It’s hard to deliver value, but worth it

• 66% of projects deliver neutral or negative business value
• 37% of IT projects fail due to a lack of or poor communication
• Design-driven companies outperform the S&P 500* by 228%

*The The Standard & Poor's 500 is widely considered to be the best indicator of how large U.S. stocks are performing on a day-to-day basis.

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RG’s motivations

• 1 in 4 doctors have had suicidal thoughts
• 1 in 5 doctors have been diagnosed/treated with depression
• 1 in 50 doctors have attempted suicide
• It’s common for JMO’s to have had a personal experience(s)
• JMO pressure multiple hospitals, systems, processes & procedures

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RG is integrated

• Rosters & Rotation Schedule
• Admin and HR Information
• Consults & Referrals
• Diagnostic Tests
• Handbooks and Orientation
• Personal Well being

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RG Manages the ‘how to’ book

• Imaging protocols
• Medications
• Consultant Guides
• Ward Protocols
• Intern Orientation Manuals/Guides
• Phone Directory
• Education & Engagement

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The UX process for RG

• A workshop with Team, Clinicians, Investors, Newbie/Grads
• Add the current learnings from the app to date
• The workshop identified the user, problem, journey, etc
• We sketched our the right UX design for it
• Produced detailed wireframes with MedApps
• Handed over the design to MedApps to execute (Total 4 weeks)

You were definitely instrumental in teaching us what we were going to build, how to structure all the things I wanted to get out, making sure that the process wasn’t entirely my own and that the team owned it - Dr Rob Pearlman

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Core UX Values

• A need for speed
• A need to succeed
• A need for user led designs
• A need for equal contribution, open-mindedness, democracy and mutual-respect
• A need for 5-8 people from the team and ideal user base (minimum)
• A need for open and honest communication
• Answering probing questions to unearth content
• Basic UX methods - affinity, personas, user journey, sketching

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Top 10 critical UX components

• Methods (21) - persona, journey, prototypes/wireframes, ideation, co-design, user touch

points, system intersections)

• Right Team (18) - Right people, collaboration, engagement, getting developers on board,

tech feasibility, empowered cross functional team, relationships, ux co-ordination

• Research (14) - Understand users through observation, their needs vs wants, what and

how to prototype, the need for user validation, relevant user data and divergent thinking.

• Users (11) - User support, user validation, journey maps, understanding user motivations,

user feedback, prototype and test with real users.

• Usability(11) - Readily usable, ease of use, intuitive, pleasing, enjoyable, targeted,

adaptable, scalable.

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14 Lessons learned

• There were lot’s and here’s just a few.
• The slides to follow are snippets from the shared document between

Dr Rob and I. The content has been cut to keep the slides short.

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Listen to your users

• Our card sort will probably need adapting. I was highly fixated on

what I thought our payer would want (i.e. having the Admin & HR tab in the top left) but actually the only strong feedback I have had has been consistent: why is that there? JMOs don’t need it (this is from the payers!) and there should be an education tab!

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Move quickly but don’t break anything

• r hurt anyone
• In Silicon Valley they say ‘move quickly and break things’. well you

can’t do that in health - you break things, you destroy trust and you might actually hurt people.

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You need clinicians, doctors, nurses, allied health and even administrators

• So you need clinicians, doctors, nurses, allied health and even

administrators involved in the process) and then just run with it. And make sure that your technical team and project manager understand that you are working in an agile environment.

• It means mapping out 75-80% of your understanding of the problem, the

use cases, how the logic is going to function and being damn sure you know that you have that 75-80%

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Never outsource unless you want to run 400% over budget

• You can’t have a conversation where you all of a sudden have to change

the specifications of a greenfield API or the layout of a page with interaction between design, backend and frontend all in the space of 5

• minutes. This may be a complete change from what was the plan and

specification laid out at the start of the week. If you have a 4 hour time difference or a language barrier. These remote working skills can be built and learned, but they are not for start-ups unless you are a Fortune 500 CTO or VP Engineering.

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Validate your idea first. It should be your biggest problem too.

• I had usage metrics that showed that people engaged with the

platform, and the engagement was continuous. That I was a user of the platform myself given I was (and still am) working in hospitals that both have and don’t have the application deployed was also

• beneficial. I saw daily the failings of the platform and where it could

be better.

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Solving a problem sometimes takes a really long time

• So having lots of money at early stages can be corrupting and
• problematic. I bootstrapped for 2 and a bit years before I decided to

look for funding and it meant a much more frugal mindset, but also meant we spent a lot less time looking around the problem space

• nce aiming to scale, since we had already solved a real problem.

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Solve a big problem

• The connections I made as a Junior Doctor have continually shown

enthusiasm for the application, and largely through word of mouth we have managed to grow our network of hospitals significantly. This is in a large part due to the value the application drives, the massive problem that it solves, and the relationships with our administrators to whom I am eternally grateful for their support and ongoing feedback that we work as hard as we can to integrate into improving.

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Listen to everyone. Trust yourself.

• Listen to everyone, but recognise that no-one knows what you are

doing as well as yourself.

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The best advisors listen

• They listen carefully to what I am telling them, then discuss how

‘Team X did Y and achieved Z result. I have observed that in market A there seems to be a tendency towards B. With your similarities to X, I would think that having a good look at that example and how you might be able to better leverage CDE, that might be a useful insight for you’.

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Watch and learn

• It mirrors what I hope my own approach is - watch and learn. Act

when you think you have enough information. Act decisively.

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Go with your gut and accountability always comes from the top

• One of the most interesting periods in our development came with a

small section of outsourced work we did. The lesson here being that accountability always comes from the top: I am always responsible for every mistake in my organisation because if I was better, the

• rganisation would have better structures that would avoid leading that

team member down that path. And if people don’t deliver their end of the bargain, give them another chance but have your parachute ready.

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Just in time

• In many regards I am very lucky to have had such a great pool of

people to draw from in the initial peopling of MedApps. I have certainly operated a Kanban or Just-In-Time methodology of hiring and for the most part this has worked well.

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Hire people you know

• I was very nervous making my first hires. Initially i reached for what was

around me. Duncan, MedApps’ COO was a housemate of mine almost a decade ago. Hiring our first developers was much more tricky but I just needed to know that they were competent and we would get along

• together. My 4th hire was a friend of a friend but didn’t work brilliantly. My

5th hire was a university and surf club friend of over a decade. My 6th and 7th hires were also from the friendship circle.

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An open and flat structure with trust

• The commonality between the team has lead to a very open and flat

structure and the trust between us has easily integrated the other team members who I have known for less time. That trust has enabled true delegation since day 1 and I believe that this is the only way to achieve truly good results from people: Trust them to make the right decisions, and recognise that there are no mistakes just lessons that we will try not to make again.

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Wrap up

• Most projects still fail or fail to deliver the value and a big part of that is poor

communication or a lack of communication.

• The process of UX is actually quite simple . It requires democracy, trust,

equality and we need to invite everyone and do it together.

• Out of the top 10 critical factors for success, four of the top 5 involved people.

The other involved the process and methods.

• Never outsource. Map out 75-80% of the problem. Move quickly but don’t hurt
• people. Watch and learn. Validate your idea first. Listen to your users. Solve a

big problem. Accountability comes from the top. Trust yourself.