MATT NEMETHY
UX/Design Program & Project Manager
Converse Dynamic Modal Framework Case Study​​
​As a Senior UX Producer, I managed the global acquisition and membership experience program at Converse, focusing on delivery of features and enhancements to improve how new customers were acquired and opted-in to marketing. Concurrently I also led the creation and optimization of processes and tools to help designers, researchers and strategists deliver higher quality work more efficiently for this program and across the UX team.
OPPORTUNITY
Updating the acquisition experience touched all parts of the site, from homepage, to category and product detail pages, to account home and help pages — this was a highly cross-functional project that was technically complex, and had many new user states to support.
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Taking these considerations into account, I prioritized three areas of opportunity to ensure the working team could deliver successfully and on-time:
1. Meeting approach
Define, implement and manage meetings needed to support stakeholder group, scope and cadence of work
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2. Roadmap prioritization
Create an approach for design, product and tech to prioritize and sequence program deliverables
3. Workflow tooling
Configure Asana to support multiple use cases for individual contributors pushing work forward and leadership looking for status and visibility into program​
Meeting approach: Using a two-week sprint cycle, each week the full working team across design, product and engineering met to kick-off, review and deliver work, leading up to a final bi-weekly review with business stakeholders. The project management methodology sat between agile and waterfall; agile sprint planning rituals were used in combination with larger projects following a waterfall approach (t-shirt sized using sprint-based increments.) Concurrently a series of design team-only meetings were used to review priorities, conduct design crits with leaderships and plan for the upcoming business review.