Vodafone · Service design
Bringing NBN into Vodafone’s service experience
Vodafone’s move into fixed-line broadband affected the website, stores, sales and customer care. I worked with a UX and UI team to map those journeys, prioritise the work and develop the NBN plan-page experience.
- Client
- Vodafone Australia
- Contribution
- Journey mapping, workshops and UX design
- Scope
- Online, retail, sales and care
- Status
- Design-stage case study
A new product across an existing service
Project Pipe was about introducing NBN to Vodafone’s existing customers, particularly people approaching an upgrade or the end of a contract. A new plan page was one part of that work. The wider task was to understand how fixed-line broadband would fit into the service people already used.
That meant considering how customers would discover the offer, discuss it with sales or store staff, buy it online and get help. Decisions made in one channel could create requirements for another, so we started by mapping the experience across the service.
My contribution and the team
I worked with a team of four other UX and UI designers. My work included developing customer profiles and journeys with the team, presenting progress to stakeholders, facilitating workshops and designing parts of the online NBN experience.
The team inherited personas from earlier work. We used those as a starting point for six fuller customer profiles over two weeks, adding touchpoints, assumptions and open questions. This was a collaborative continuation of existing research.
Making assumptions visible
The mapping brought customer needs and service dependencies into the same view. Beside the journey, we captured what we believed would happen and what still needed an answer. That gave the team a way to discuss uncertainty while the product was taking shape.
Regular presentations helped keep that picture shared. I presented completed work in twice-weekly stand-ups and held additional workshops with people outside the design team to work through specific product questions.
Turning the service map into a roadmap
We broke the work into individual pieces and brought management, development, design and business analysis into prioritisation workshops. Participants used Fibonacci estimates to discuss effort. We also considered the challenge to the business, value to the customer and potential customer benefit.
These discussions produced a roadmap that guided the teams over the following months. The value of the exercise was the shared reasoning behind the order of work: people could see the dependencies and trade-offs, as well as the proposed designs.
From a journey to the plan page
The NBN plan page was one section I developed. Sketches from members of the Pipe team became higher-fidelity wireframes in Sketch, allowing us to work through the page in more detail before taking it back to stakeholders.
The review included the project’s general manager, business analysts, development stakeholders and product owners. It connected the proposed interface with the delivery questions raised by the broader service work.
What the work established
The work produced customer profiles, service and touchpoint maps, a prioritised roadmap and plan-page designs for review. It gave several teams a shared structure for discussing a new product within an existing business.
This account ends while design and stakeholder review were still underway. It does not establish a launch date, adoption figure or conversion result. Its strongest evidence is the progression from a service-wide problem to an agreed set of journeys and concrete interface decisions.