Product owner, minterellison.com
Minterellison.com existed on a platform that was not easily scaleable that was reaching end of life. Research told us that the client experience on the site was not providing rich valuable interactions that would allow them to easily find the information that would help them do their job.
From the outset I guided the project, insisting on the creation of persona to understand the audience and determining the vision the the firm had the opportunity to create the most solutions focussed, distinctive digital experience in the legal market.
The development of persona was critical in informing the business case that would provide funding for the site development. In a large partnership stakeholder management was a key aspect and I worked closely with the project manager to ensure those stakeholders were informed from the outset.
After the appointment of a digital agency I took on the role of the product owner, playing my part in the prioritising of the product backlog. I attended the briefings to the development team at the commencement of each sprint, and the showcase at the completion. During the sprints I attended daily stand ups and ensured I fully understood the product being built. This understanding was from a physical perspective, and also a technical perspective.
While there was a technical team on the project, it was my responsibility to explain the technical parts. This included any challenges that were discovered to the project manager in non technical language regarding deployment to the complex, fire-walled, MinterEllison environment,
I lead the UAT, with status of all items recorded in Jira.
My responsibility extended to training the MinterEllison migration team. With 1500 articles, 400 profiles and 60 industry and solution pages to migrate within 2 weeks, migration itself was its own project. There was a team of over 30 migrators, newly trained on a platform, migrating content, many items each with their own nuances.
