Description

This project's goal was updating ASHA.org to a new, responsive design. This was more complicated then it first appeared becuase of the myriad systems in place that make up the website as a whole, each of which needed to be updated either internally or through vendor engagement.

I played two roles on this project: UX designer and project manager. The project followed this basic process:

  • Design the new responsive site
  • Develop the new HTML and CSS
  • Apply the new HTML and CSS across six templates and four vendor-controlled applications
  • Update graphics, ads and logos
  • Updates layouts of key pages to better use the new responsive toolkit

Research

Research for this project entailed understanding the risks and rewards of using Twitter Bootstrap as our responsive platform and understanding all the moving pieces interally that would be affected by this effort- CSS changes, vendor engagements, HTML created, and its application across existing templates and tools.

Design

As the UX designer on the team, I developed wireframes for the templates we needed developed, examples of future use of those temapltes, and an element library of exisitng content pieces. I worked with our vendor to finalize the UI and worked with our photographer to update photos across the website to reflect the new, crisper feel.

Project Management

Most of my work on the project was project managing; I was responsible for moving this complex project from an idea to a reality. I led a team of seven internal members that included content specialists, graphic designers, and developers. I coordinated the efforts of seven vendors whose work spanned developing HTML/CSS, applying that HTML to templates, updating thier own product to better reflect our new look and feel. I worked with our internal development team to apply the new styles to our own templates, with internal stakeholders for approval, and and with our Ad Team to update the ad specs to better fit the new design. I was responsible to task management, vendor communications, and staff communications. In the end, all of these efforts were coordinated to be ready to launch on a specific timeline that allowed for a seemless transition while allowing for security in the event that something went wrong.

The End Result!

Visit the Site
Responsive