CMS Series: Act.1 | "The Promising Overture"

1. Product ownership of user management functions in RKMM is fragmented, with overlapping responsibilities across multiple squads.

RKMM is a large and complex system that not only manages contributions but also handles all user and information management for PMM, the user-facing platform. All user data from PMM is mixed within this system, meaning that fixing it requires cross-collaboration and alignment to ensure equal prioritization.

2. The business process for toolkit contributions is constantly evolving, requiring a modular approach to both thinking and problem-solving.

To ensure its irreversibility, we need to envision how in the future the product and its contribution process would be runned independently by external stakeholders. Therefore, eliminating manual processes and streamlining capabilities became our top priority.

1. We employed a shadowing method with the content team to gain a deeper understanding of all the touchpoints in their business process.

"What is the best way possible to understand each other (and the product…)? Tak kenal maka tak sayang, tak tahu maka sesat di jalan~"

With content teams busily brainstorming about everything in their strategic mind, I was shadowing them with all design and product colleagues to understand the entire working process. This method was perfect because we were able to gain a holistic look at their day-to-day life (eavesdrop on all their calls) and jot down notes on pain points and frictions.

2. Being the bridge between business process and action plan with thorough design evaluation

Conversely, I facilitated a small discussion to ensure the content team was involved in every step of the process leading up to delivery. After examining the ideal business processes for various contribution types, I evaluated and documented all functions within RKMM to prompt discussions on necessary improvements from the content team.

3. Provide structure and reorganize all roles, functions, and their interdependencies

After identifying the roles and functions that needed improvement, I organized all the information into interconnected pieces. A key insight I discovered early on was that the functions followed a hierarchical structure, leading to dependencies between them.

Following a parent-child-grandchild order, I designed the flow of assigning and adding capabilities in the user management menu for each contribution type. My structured framework had helped the team to spot limitations of each role.

4. Advocating a culture of feedback across functions within the team

Starting with an asynchronous feedback session, I provided a space in Figma so the cross-functional team could put their thoughts on my design alternatives. Acknowledging their limitations, I kicked off the feedback system with a 101 walkthrough session to help them navigate Figma.

Over time, I realized that synchronous meetings foster more meaningful discussions. To address this, I initiated a weekly Design x Content session where our design team could share updates, progress, and design decisions, creating an open space for collaborative discussion and problem-solving.

1. Contributors data and performance streamlined and supervised efficiently

Internal admins can now track contributor statuses and monitor content progression through the Daftar Kontributor (Contributor's List). This feature allows admins to easily identify contributors who may need intervention or archiving based on their content performance.

In another hand, the contributor dashboard provides internal admins and ministry stakeholders with performance evaluation and level segmentations for upskilling initiatives.

2. Streamlined guidance for contributors to level up their contribution, essentially safeguarding content guideline set by curriculum experts

Along the way, I iterated on features and optimized the content submission flow to align with best practices in teaching modules and updated curriculum guidelines established by Puskurjar. These enhancements were aimed at improving the overall quality and consistency of educational content.

The end result was a more scalable and reliable content ecosystem, driving better learning outcomes for users.

1. Ideal might not be good enough and impactful

During several discovery sessions, the team recognized that implementing user management functions in RKMM (including the parent-child-grandchild feature mentioned above) alongside developing contribution management features would place a significant burden on the engineering team's capacity. Ultimately, after re-scoping and aligning objectives, the user management feature was deprioritized to make room for more impactful features. Recognizing the team's limitations is essential for producing high-quality output while still envisioning the ideal state as our guiding north star.

2. Over-communicate, accommodate and relate

Every function and people in the team has their own expertise and knowledge of the product. Therefore, having to understand their perspectives and further switch them into sets of feedback would sharpen my design process. The way I fostered a scheduled space for discussions manifested team involvement and shared ownerships towards the product.