Texas Health

Transformation of a temporary COVID-19 system into a modern scalable solution

Transformation of a temporary COVID-19 system into a modern scalable solution

Role

Product Manager

Industry

Medical

Duration

5 months

Key Results

Improved sprint output by 50%
Created highly collaborative environment
Realigned system to match CDC vaccine standards

The Problem

Identify ways to improve the reporting and ordering tool, create good habits for capturing more data from primary users, and rebuild cross functional collaboration. Increase end user satisfaction while improving monthly compliance for CDC requirements.

The Goal

From the first week as the product manager, it was clear we had issues translating expectations to development. We gained technical debt and only released 1/2 of the sprint’s efforts. This is equal to $125,000 of loss every 2 weeks. Creating more technical debt and general confusion. From an initial contextual inquiry, many of the customers found the product to be stagnant.

Work through 3 rounds of design thinking to flush out which changes are needed before developers touch a line of code. Before this project new features were deployed with out user testing. My goal was to infuse the IT project with user testing before feature build would begin. We will then have the sprint cycles with user research and design methodologies.

Round I User Testing

9 Interviews

  • 30 Minutes

  • Open-Ended Questions

  • New and Legacy Users

Heuristic Evaluation

Each page in the process had very similar problems to this page. This would leave end to end processes incomplete to create large compliance issues later. It was essential to improve the system and have the user rely much less on dense onboarding training. We needed to bring this system up to code for a private industry system. A redesign was necessary to focus on reducing cognitive load.

Findings

100% of the users had a unique path

100% of the users had a unique path

With dense training and a system that have poor UX, it is not designed to assist users in accomplishing tasks in a consistent manner.

Comments

“…the application should be designed to be a lot easier to navigate on your own versus having all these different training modules that are more complex than they really need to be.”

“If I have a to do task list to go over with providers, this will cut down work 95% [for staff]”

Round II Iterations

  • Group Tasks

  • Better Task Completion

  • Improved Situation Awareness

It was out of scope to change training modules, so we needed to focus on using out of the box functionality in Salesforce to rebuild the reporting and ordering flow.

User Testing

12 Interviews

  • 60 Minutes

  • Open-Ended Questions

  • Internal and External Users

Comments

“We are still going to have huge issues with the waste transfer. There is a form to sign and upload as the final step in wasting. Could we make that easier?”

“I have to enter a lot of data for reporting and ordering.”

“Can I just use this to report vaccines and not place an order?”

Round III Wireframes

Step IV Final UI

Before

After

Round III Wireframes

Reflections

Working on this project highlighted just how much I enjoy the give-and-take of product management. Whether it involved balancing stakeholder requests with user insights or negotiating timelines with designers, each conversation pushed me to think more strategically about what truly mattered.

I realized that trusting my teammates to shape parts of the experience freed me to focus on broader goals and trade-offs—like which features should make the initial release and which ones could wait. Embracing this iterative mindset helped the team create a product that could adapt and grow rather than trying to deliver everything at once.

These dialogues weren’t always smooth, but I found that the healthy tension of weighing feasibility against aspirations is exactly what makes product management so stimulating. I left the project with a deeper appreciation for collaboration, iteration, and the thrill of negotiating decisions that shape the user experience.

Reflections

Working on this project highlighted just how much I enjoy the give-and-take of product management. Whether it involved balancing stakeholder requests with user insights or negotiating timelines with designers, each conversation pushed me to think more strategically about what truly mattered.

I realized that trusting my teammates to shape parts of the experience freed me to focus on broader goals and trade-offs—like which features should make the initial release and which ones could wait. Embracing this iterative mindset helped the team create a product that could adapt and grow rather than trying to deliver everything at once.

These dialogues weren’t always smooth, but I found that the healthy tension of weighing feasibility against aspirations is exactly what makes product management so stimulating. I left the project with a deeper appreciation for collaboration, iteration, and the thrill of negotiating decisions that shape the user experience.