Interaction Design
Practice & People Management
Redesigning the interaction logic behind staff, roles and permissions in a complex healthcare platform.
Year :
2024
Industry :
Healthcare
Company :
Cegedim
Problem :
The legacy product had evolved over many years, leaving administrators with workflows that reflected the structure of the software more than the way they thought about managing people.
Staff management was also closely connected to access control. A person's role, the activities they performed and the permissions they required could all influence what they were able to access. This meant that apparently simple administrative actions could have consequences elsewhere in the system.
Modernising the UI without reconsidering those relationships would have simply made the same complexity look newer.
Solution :
I mapped current and future workflows to understand how administrative tasks could be simplified before redesigning the information architecture around staff, roles, activities and permissions.
The resulting experience brought these functions into a clearer management structure, with administrative controls accessible directly from the main product experience for authorised users.
Challenge :
The biggest challenge was making a technically complex permissions model understandable to people who shouldn't need to understand its technical implementation.
I needed to establish clear relationships between people, roles, activities and permissions, while considering how the model would behave as organisations grew or responsibilities changed. There also needed to be enough flexibility for exceptions without forcing administrators to configure every individual user manually.
This required close collaboration across product and engineering to ensure that what appeared simple at the interface level was supported by realistic underlying behaviour.
Summary :
I mapped both current and future-state workflows before designing the new information architecture and interaction model. Role-based access control became the foundation, allowing permissions to be inherited through roles while still supporting the flexibility required by real organisations.
I designed workflows for managing staff, assigning roles, configuring activities and understanding the permissions those decisions created. Particular attention was given to making cause and effect visible so administrators could understand what would happen before making changes.
The design system gave us the components. My role was defining the behaviour between them.
More Projects
Interaction Design
Practice & People Management
Redesigning the interaction logic behind staff, roles and permissions in a complex healthcare platform.
Year :
2024
Industry :
Healthcare
Company :
Cegedim
Problem :
The legacy product had evolved over many years, leaving administrators with workflows that reflected the structure of the software more than the way they thought about managing people.
Staff management was also closely connected to access control. A person's role, the activities they performed and the permissions they required could all influence what they were able to access. This meant that apparently simple administrative actions could have consequences elsewhere in the system.
Modernising the UI without reconsidering those relationships would have simply made the same complexity look newer.
Solution :
I mapped current and future workflows to understand how administrative tasks could be simplified before redesigning the information architecture around staff, roles, activities and permissions.
The resulting experience brought these functions into a clearer management structure, with administrative controls accessible directly from the main product experience for authorised users.
Challenge :
The biggest challenge was making a technically complex permissions model understandable to people who shouldn't need to understand its technical implementation.
I needed to establish clear relationships between people, roles, activities and permissions, while considering how the model would behave as organisations grew or responsibilities changed. There also needed to be enough flexibility for exceptions without forcing administrators to configure every individual user manually.
This required close collaboration across product and engineering to ensure that what appeared simple at the interface level was supported by realistic underlying behaviour.
Summary :
I mapped both current and future-state workflows before designing the new information architecture and interaction model. Role-based access control became the foundation, allowing permissions to be inherited through roles while still supporting the flexibility required by real organisations.
I designed workflows for managing staff, assigning roles, configuring activities and understanding the permissions those decisions created. Particular attention was given to making cause and effect visible so administrators could understand what would happen before making changes.
The design system gave us the components. My role was defining the behaviour between them.