From assumptions to requirements - UX as a driver of innovation

Time and again, tech start-ups and modern mechanical engineering companies approach us with a shared vision: they develop or use new technologies to offer their customers resource-saving, safer or more efficient alternatives to conventional components or manufacturing processes. The innovations usually also include digital components - which is why these partners want support in designing their user interfaces. The development teams are highly motivated, especially when it comes to maximizing efficiency in the laboratory and making full use of all technical potential. We are increasingly aware of these impulses, are carried away by the spirit of optimism and euphoria and face the task of making the right decisions together.

The user interface is a particularly important part of any new development, because a good user experience is what makes technology accessible to people in the first place. A major challenge is always the necessary change of perspective, which must take place at the latest with the first market test. After months in which designers, technologists and developers were the main beneficiaries of the product, it is now time to focus on the needs of the end users. In theory, this sounds simple and obvious - but it is not. Because even the question of who can, may and should use the technology is often still unresolved at this stage.

Together with watttron GmbH, a manufacturer of high-precision heating systems for industrial applications, we were confronted with precisely these and many other questions. The aim of this first project phase was to define valid user requirements for the user interface for the first time - but how? There was no blueprint, no experience from the development team and hardly any user feedback. In the joint project, we started with assumptions about the user group - knowing that we had to hear the voices of the users in order to clarify the scope of functions and to gain a common understanding.

It is essential to involve potential users or, as in the case of wattttron, interested pilot customers in order to collect structured information on the context of use. A context of use analysis begins with the identification of user groups, their tasks, tools, working environments and challenges in relation to the new system. There are various methods for collecting this information. In our project, we opted for individual interviews. The interviews with pilot users have already provided initial insights into the potential integration of the new technology. The interviews also provided valuable information about existing processes. On this basis, it must then be determined how the new technology can be integrated into these structures and create the greatest added value.

Even at this early stage, creative thinking is required - not in the sense of creative solutions, but in recognizing and exploring possible potential. Parallel to conducting the interviews, so-called “user stories” and “stakeholder journey maps” were created - diagrams that chronologically illustrate which goals, tasks and subtasks exist, what the world of thoughts and feelings looks like and where particular challenges and opportunities lie in the operation.

Sometimes interview statements are ambiguous or contradictory. Such information should always be marked as “not confirmed” and questioned as the project progresses. In our project with watttron GmbH, we conducted a workshop with a focus group of future users for this purpose, confronted them with our theses and assumptions and invited them to discuss them. In this way, statements could be better understood, checked and evaluated. Only if all information on the context of use is verified and accurate can it provide a solid basis for valid usage requirements.

In a third step, requirements were derived for the respective user stories. Both precise formulation and an appropriate flight altitude are crucial here. We formulated the user requirements in short sentences from the user's perspective. It was important that they clearly lead to a concept and implementation order without already specifying concrete solutions. Once this has been achieved, the project is on the right track and can move on to the concept phase – with structured and prioritized requirements.

• The operating concept is placed on a solid foundation.

• Discussions about the priority of functions can be conducted in a more informed manner.

• The development team is empowered to make the right decisions and make well-founded arguments to stakeholders.

• UI designers are given clear tasks.

• In the concept phase, usability tests can be carried out along the requirements - with the aim of validating the implementation from the user's point of view. 

Conclusion: User requirements are essential - especially for new products - in order to achieve our overarching goal: The development of successful products with people at the center. This is the only way to make innovation visible and tangible through software.