DHL projects have varied from competitive analyses and heuristic analyses to application redesign.
In 2010, I led a competitive usability analysis of 11 different DHL shipping products against 17 competitive applications. This involved a scored heuristic analysis of each application against several dozen standard tasks and goals, as well as customer site visits and research.
What made this project particularly challenging was the necessary organization. While managing this many applications, reviews, and tasks across a two-man team of Interaction Designers, it was paramount that we organize our process and stick to that organization throughout.
The following year, we were hired back as usability consultants to review two important new DHL shipping applications. This required a heuristic evaluation of the interface they had developed, and a series of recommendations in the form of wireframes and designs. These recommendations were implemented and improved the usability and effectiveness of these new tools.
Finally, in 2013, I designed a completely new interface for their Intraship product. This is used globally by both occasional-use individuals, as well as high-volume corporations. To add to the complexity of the project, the approval team within DHL consisted of no fewer than 16 individuals representing DHL offices across Europe, Asia, and North America.
The challenge of this last project is what made it most rewarding. We (a Project Manager and myself) were working within an extremely tight timeline, and with a large team of stakeholders. Often, requirements and feature sets seemed to change day to day, while the scope of the effort grew. Diplomacy with the client team and constantly maintaining expectations – in addition to thoughtful, quality designs – were the keys to a successful deliverable and a happy client.
A prototype of this project is available in InVision.