IRAS – Redesigning for Efficiency and Usability
This project focused on optimising the IRAS platform to deliver a seamless and user-friendly experience for taxpayers. However, due to the sensitive nature of taxpayer data, I am unable to showcase specific screens or designs.
Overview of project
This project aimed to redesign and optimise key features of the IRAS platform, ensuring a seamless and user-friendly experience for taxpayers.
The goal was to improve efficiency, usability, and accessibility by tackling over 50 features within a tight two-month timeline.
My role
As the team lead, I guided and mentored three designers throughout the design sprints, fostering seamless collaboration, refining workflows, and ensuring the efficient delivery of high-quality designs.
We held daily check-ins to exchange ideas, provide feedback, and stay aligned on progress, fostering a dynamic and cohesive working environment.
Challenges faced
Challenge 1
Managing over 50 features within a tight two-month timeline, with uncertainty around design complexity and feasibility.
Challenge 2
Delayed design requirements, with some still pending by the second month, requiring us to chase Product Owners (POs) and Business Analysts (BAs) while juggling design work.
Challenge 3
Designers had to handle more than four features simultaneously, but budget constraints prevented us from hiring additional team members, increasing workload pressure.
Overall Strategy and Approach
Given the tight timeline of 50+ features in just two months, I introduced a strategic approach to streamline our workflow. To optimise efficiency, I proposed that Business Analysts (BAs) handle minor design tasks such as simple copy changes or adding DLS components to existing screens.
To facilitate this, I conducted a Figma training session, equipping BAs with the skills to drag and drop components and apply variations. This initiative helped us complete the features ahead of schedule.
I created this Figma training session to help BAs make simple design updates on their own. This allowed them to handle minor updates more efficiently, reducing reliance on designers and speeding up project delivery. Unfortunately, I can’t share some of the training materials as they include taxpayer-related screens.
Beyond execution, I played a key role in strategising a logical and realistic approach for our design sprints, ensuring we delivered client value both internally and externally. While the project had a fixed scope, I innovated the sprint process, reducing design sprint duration from 12 weeks to just 4 weeks. This not only optimised resource usage but also significantly improved project turnaround speed.
Outcome
The Figma training successfully enabled BAs to make minor design adjustments independently, such as updating text and adding components from the Design Language System.
This reduced reliance on designers for straightforward changes, freeing up the design team to focus on more complex tasks. As a result, the team met tight project deadlines and delivered over 50 features within two months, exceeding client expectations while maintaining high-quality standards.
Reflection
Leading a team of two designers through the project was a pivotal learning experience. It taught me the importance of clear communication and fostering collaboration within the team to navigate tight timelines and high workloads.
By mentoring my teammates and ensuring daily check-ins, I gained valuable insights into balancing individual strengths and optimising workflows.
This role reinforced my belief in the power of teamwork and adaptability, and it was especially gratifying to see the team thrive under challenging circumstances while delivering high-quality designs ahead of schedule.