Saas Tools Workflow Journey

HOME DEPOT

Opportunity

Research and better understand how the Saas team functioned, suggest improvements to their internal process, and help create a better internal customer intake process for various Saas tool requests across the Home Depot Enterprise.

Hypothesis

If better understand work process and customer intake process, can make more efficient use of Saas engineer time.

Goal

To create a more efficient team internal and customer intake process, reducing the amount of time spent or wasted on administrative tasks, and creating more time for the SaaS tool engineers to focus on helping other enterprise teams improve their use of SaaS products and efficiencies within their own spaces.

Roles

  • Research daily and weekly patterns of the engineers on the SaaS Tools team

  • Compile and synthesize findings into recommendations

  • Understand and document customer intake flows for tools supported by SaaS Team

  • Improve and streamline work intake flows, to lessen the amount of administrative time spent in the process

Research

PHASE 1

SaaS Team Internal Workflow:
I started with a comprehensive audit of workday/week of all the engineers on the SaaS Tools team, compiled the findings into understandings and recommendations. I interviewed each individually and then as a team, not only describing routine process and frustrations, but what they enjoyed.

PHASE 1 — Saas Team internal workflow

Phase 2

Customer Request Intake:
I started documenting to better understand the intake process of administrative and automation requests of SaaS tools customers, by creating wireframes and diagrams of processes involved.

PHASE 1 — Saas Team customer intake flow

The team was already short-staffed, so taking time for research and to inform workflows was a challenge. I focused first on more of the administrative tasks like licensing, to open more time on building out stronger intake systems for automation requests. During this time Home Depot the process of migrating Confluence to Cloud, and setting up Jira Align procedures, and also beginning the process of moving and changing which teams held which tools, breaking this existing team into separate teams, which made this process more difficult, and eventually put it on hold.

Challenge

Improved Miro license flow

Outcome

After initial findings were presented to Senior Management and recommendations made on this project, and others, both teams and the tools they supported were moved, to better align with recommendations. Some of the workflows had been adopted and put into place.