Reforming Urban Delivery Experiences A Human-Centered Approach to Enhancing In-Store Personnel Efficiency Master’s thesis in Computer science and engineering Pontus Borén Jonas Ellis Department of Computer Science and Engineering CHALMERS UNIVERSITY OF TECHNOLOGY UNIVERSITY OF GOTHENBURG Gothenburg, Sweden 2024 Master’s thesis 2024 Reforming Urban Delivery Experiences A Human-Centered Approach to Enhancing In-Store Personnel Efficiency Pontus Borén Jonas Ellis Department of Computer Science and Engineering Chalmers University of Technology University of Gothenburg Gothenburg, Sweden 2024 Reforming Urban Delivery Experiences A Human-Centered Approach to Enhancing In-Store Personnel Efficiency Pontus Borén Jonas Ellis © Pontus Borén, 2024. © Jonas Ellis, 2024. Supervisor: Morteza Abdipour, Computer Science and Engineering Advisor: Moa Hansson) Examiner: Staffan Björk, Computer Science and Engineering Master’s Thesis 2024 Department of Computer Science and Engineering Chalmers University of Technology and University of Gothenburg SE-412 96 Gothenburg Telephone +46 31 772 1000 Cover: Overview of concept Blix Box Typeset in LATEX Gothenburg, Sweden 2024 iv Reforming Urban Delivery Experiences A Human-Centered Approach to Enhancing In-Store Personnel Efficiency Pontus Borén Jonas Ellis Department of Computer Science and Engineering Chalmers University of Technology and University of Gothenburg Abstract As consumer expectations and technological advancements continue to evolve, same- day delivery has emerged as a future component of retail commerce. This Interaction Design Master’s thesis explores the implementation of a same-day delivery service from the perspective of retail workers, focusing on optimizing their workflow through effective user experience (UX) and user interface (UI) design. The study involved a comprehensive user study to determine the specific needs and re- quirements of retail workers in a same-day delivery setting. This included receiving orders, picking and packing items, and coordinating with delivery operators. The primary outcome of this research is the development of a user-friendly UI de- signed for use within retail environments. This interface supports the entire delivery process and is specifically tailored to enhance the efficiency and user experience of retail workers. Considerable attention was given to the adaptability of the UI across different device types, with particular emphasis on desktop and mobile platforms to accommodate the dynamic retail working environment. Additionally, the thesis introduces an innovative physical product that integrates into the same-day delivery system. This device improves process efficiency through visual feedback utilizing a light indicator. The effectiveness of the designed UI and the physical product was evaluated through user testing, which provided critical insights and feedback. This feedback fueled a subsequent iteration of the design, leading to a refined prototype that better met the users’ needs. The iterative design process, coupled with real-world application and testing, underscores the thesis’s contribution to enhancing same-day delivery services in retail settings, ultimately improving the workflow and satisfaction of retail workers. Keywords: UI, same-day delivery, interaction design, UX design, project, Master thesis. v Acknowledgements We extend our heartfelt appreciation to the company (which prefers to remain un- named) for their generous support and hospitality throughout this master’s thesis. Special thanks go to Supervisor Moa Hansson at the company for their warm welcome and continuous assistance. Their support and guidance were invaluable throughout the project. We are also grateful to Supervisor Morteza Abdipour from Chalmers University of Technology for their expert advice and assistance. We would like to thank our families, friends, and all those who supported us during this journey. This thesis would not have been possible without the contributions and encourage- ment of each individual and organization mentioned above. Thank you all for your invaluable support. Pontus Borén, Gothenburg, 2024-06-19 Jonas Ellis, Gothenburg, 2024-06-19 vii Contents List of Figures xiii 1 Introduction 1 1.0.1 The Research Problem . . . . . . . . . . . . . . . . . . . . . . 1 1.0.2 Research Question . . . . . . . . . . . . . . . . . . . . . . . . 1 1.0.3 Stakeholders . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2 1.0.4 Result and Aim . . . . . . . . . . . . . . . . . . . . . . . . . . 2 1.0.5 Delimitation . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2 1.0.5.1 Customer Perspective . . . . . . . . . . . . . . . . . 3 1.0.5.2 Delivery Operators and Retail Workers . . . . . . . . 3 1.0.5.3 Focus on Retail Workers . . . . . . . . . . . . . . . . 3 1.0.5.4 Sustainability factors . . . . . . . . . . . . . . . . . . 3 2 Background 5 2.1 Order Management System - What is it? . . . . . . . . . . . . . . . . 5 2.2 Different methods for purchasing items from retail stores . . . . . . . 6 2.2.1 Brick-and-Mortar . . . . . . . . . . . . . . . . . . . . . . . . . 6 2.2.2 Online Shopping . . . . . . . . . . . . . . . . . . . . . . . . . 6 2.2.3 Click-and-Collect . . . . . . . . . . . . . . . . . . . . . . . . . 6 2.2.4 Same-day Delivery . . . . . . . . . . . . . . . . . . . . . . . . 7 3 Related Works 9 3.1 Cognitive Ergonomics . . . . . . . . . . . . . . . . . . . . . . . . . . . 9 3.1.1 Interaction Design and UX Design . . . . . . . . . . . . . . . 9 3.1.2 Same-day Delivery . . . . . . . . . . . . . . . . . . . . . . . . 10 3.1.3 Mobile Point of Sale . . . . . . . . . . . . . . . . . . . . . . . 10 3.1.4 Technology in Retail . . . . . . . . . . . . . . . . . . . . . . . 11 3.1.5 User Experience in Same-Day Delivery Services . . . . . . . . 11 4 Methodology 13 4.1 Project Management . . . . . . . . . . . . . . . . . . . . . . . . . . . 13 4.1.1 GANTT . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13 4.2 Design Process . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13 4.2.1 Design Thinking . . . . . . . . . . . . . . . . . . . . . . . . . 13 4.2.2 Altered Double Diamond . . . . . . . . . . . . . . . . . . . . . 14 4.3 Data Gathering . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16 ix Contents 4.3.1 Interviews . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16 4.3.2 Questionnaire . . . . . . . . . . . . . . . . . . . . . . . . . . . 17 4.3.3 Observations - Think Aloud . . . . . . . . . . . . . . . . . . . 17 4.4 Data Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17 4.4.1 Affinity Diagramming . . . . . . . . . . . . . . . . . . . . . . . 18 4.4.2 Customer/User Journey Mapping . . . . . . . . . . . . . . . . 18 4.4.3 Needs and Requirements . . . . . . . . . . . . . . . . . . . . . 18 4.4.4 HTA - Flowchart . . . . . . . . . . . . . . . . . . . . . . . . . 18 4.5 Ideation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19 4.5.1 Brainstorming . . . . . . . . . . . . . . . . . . . . . . . . . . . 19 4.5.2 Moodboard . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19 4.5.3 Semantic Keywords . . . . . . . . . . . . . . . . . . . . . . . . 19 4.6 Prototyping . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20 4.6.1 Sketching . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20 4.6.2 Prototyping Lo-Fi and Hi-Fi . . . . . . . . . . . . . . . . . . . 20 4.6.3 Computer Aided Sketching . . . . . . . . . . . . . . . . . . . . 20 4.6.4 Mockup . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21 4.7 Evaluation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21 4.7.1 Usability Testing . . . . . . . . . . . . . . . . . . . . . . . . . 21 4.7.2 Heuristic Evaluation . . . . . . . . . . . . . . . . . . . . . . . 21 5 Planning 23 5.0.1 Gantt Schedule . . . . . . . . . . . . . . . . . . . . . . . . . . 24 5.0.2 Weekly planning . . . . . . . . . . . . . . . . . . . . . . . . . 24 6 Process and Execution 27 6.1 Initial Research . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27 6.2 User Research . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27 6.2.1 Who Are The Users? . . . . . . . . . . . . . . . . . . . . . . . 28 6.2.2 Recruiting Participants . . . . . . . . . . . . . . . . . . . . . . 28 6.2.2.1 QR-Code Flyer . . . . . . . . . . . . . . . . . . . . . 29 6.2.3 Questionnaire . . . . . . . . . . . . . . . . . . . . . . . . . . . 30 6.2.4 Interviews . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30 6.2.5 Observations and Visits . . . . . . . . . . . . . . . . . . . . . 31 6.3 Data Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32 6.3.1 Thematic Analysis . . . . . . . . . . . . . . . . . . . . . . . . 32 6.3.2 HTA . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34 6.3.3 Journey mapping . . . . . . . . . . . . . . . . . . . . . . . . . 35 6.3.4 Quantitative Analysis . . . . . . . . . . . . . . . . . . . . . . . 35 6.3.5 Requirements and Wishes . . . . . . . . . . . . . . . . . . . . 36 6.4 Ideation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37 6.4.1 Moodboard . . . . . . . . . . . . . . . . . . . . . . . . . . . . 38 6.4.2 Semantic keywords . . . . . . . . . . . . . . . . . . . . . . . . 38 6.4.3 Brainstorming . . . . . . . . . . . . . . . . . . . . . . . . . . . 39 6.4.4 Prototyping . . . . . . . . . . . . . . . . . . . . . . . . . . . . 41 6.4.4.1 Low Fidelity Prototyping . . . . . . . . . . . . . . . 42 6.4.4.2 High fidelity prototyping . . . . . . . . . . . . . . . . 42 x Contents 6.4.4.3 High fidelity iteration . . . . . . . . . . . . . . . . . 44 6.4.5 Sketching . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 45 6.4.6 Computer aided sketching . . . . . . . . . . . . . . . . . . . . 47 6.4.7 Mockups . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 47 6.5 Evaluation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 48 6.5.1 User testing . . . . . . . . . . . . . . . . . . . . . . . . . . . . 48 6.5.2 Heuristic evaluation . . . . . . . . . . . . . . . . . . . . . . . . 49 7 Results 51 7.1 RQ 1 - User Research . . . . . . . . . . . . . . . . . . . . . . . . . . . 51 7.1.1 Process Step 1 - Receiving Order . . . . . . . . . . . . . . . . 51 7.1.1.1 Summary of Factors - Receiving Order . . . . . . . . 54 7.1.2 Process Step 2 - Handling and Packing Order . . . . . . . . . 55 7.1.2.1 Summary of Factors - Handling and Packing Order . 58 7.1.3 Process Step 3 - Handing Over Order . . . . . . . . . . . . . . 59 7.1.3.1 Summary of Factors - Handing Over Order . . . . . 61 7.1.4 Overarching System Pointers . . . . . . . . . . . . . . . . . . . 62 7.1.4.1 General Thoughts . . . . . . . . . . . . . . . . . . . 62 7.1.4.2 Cognitive Ergonomics . . . . . . . . . . . . . . . . . 64 7.1.4.3 UI and Tech . . . . . . . . . . . . . . . . . . . . . . . 65 7.1.4.4 Communication . . . . . . . . . . . . . . . . . . . . . 66 7.1.4.5 Error Prevention . . . . . . . . . . . . . . . . . . . . 66 7.1.4.6 Implementation . . . . . . . . . . . . . . . . . . . . . 67 7.1.4.7 Summary of Factors - Overarching System Pointers . 68 7.1.5 Summary of Results . . . . . . . . . . . . . . . . . . . . . . . 69 7.2 RQ 2 - Design Concept . . . . . . . . . . . . . . . . . . . . . . . . . . 69 7.2.1 UI . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 70 7.2.1.1 Process Step 1 - Receiving Order . . . . . . . . . . . 70 7.2.1.2 Process Step 2 - Handling and Packing Order . . . . 73 7.2.1.3 Process Step 3 - Handing Over Order . . . . . . . . . 77 7.2.1.4 Overarching System Pointers . . . . . . . . . . . . . 78 7.2.2 Physical Product . . . . . . . . . . . . . . . . . . . . . . . . . 82 8 Discussion 85 8.1 Result and Research Questions . . . . . . . . . . . . . . . . . . . . . 85 8.2 Physical Bi-product . . . . . . . . . . . . . . . . . . . . . . . . . . . . 86 8.3 Participants . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 87 8.4 Related Works . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 87 8.4.1 Same-Day Delivery . . . . . . . . . . . . . . . . . . . . . . . . 87 8.4.2 Cognitive Ergonomics . . . . . . . . . . . . . . . . . . . . . . 88 8.4.3 Technology and Mobile POS . . . . . . . . . . . . . . . . . . . 88 8.5 Ethical Problems . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 88 8.5.1 Sustainability . . . . . . . . . . . . . . . . . . . . . . . . . . . 89 8.5.2 Ethics in User Studies . . . . . . . . . . . . . . . . . . . . . . 89 8.6 Is Same-Day Delivery Wanted? . . . . . . . . . . . . . . . . . . . . . 90 8.7 Conflicting Requirements and Functionality . . . . . . . . . . . . . . 91 8.8 Future Work . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 91 xi Contents 8.8.1 Heuristic Evaluation Feedback . . . . . . . . . . . . . . . . . . 92 8.8.2 Next Steps . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 92 9 Conclusion 93 9.1 Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 93 Bibliography 95 A Appendix I A.1 Questionnaire form . . . . . . . . . . . . . . . . . . . . . . . . . . . . I B Appendix XIII B.1 Interview form . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . XIII C Appendix XVII C.1 Requirements and wish list . . . . . . . . . . . . . . . . . . . . . . . . XVII D Appendix XXI D.1 HTA . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . XXI E Appendix XXIII E.1 Customer journey maps . . . . . . . . . . . . . . . . . . . . . . . . . XXIII F Appendix XXVII F.1 Usability test form . . . . . . . . . . . . . . . . . . . . . . . . . . . . XXVII xii List of Figures 4.1 Three lenses of design thinking, Interaction design foundation (2016) 14 4.2 Double diamond process, Design Council (2024) . . . . . . . . . . . . 15 4.3 Triple diamond, Wong Chin-Chin (2018) . . . . . . . . . . . . . . . . 16 5.1 gantt chart . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24 6.1 Recruitment process . . . . . . . . . . . . . . . . . . . . . . . . . . . 28 6.2 Questionnaire flyer . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29 6.3 Observation visit . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32 6.4 Thematic analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33 6.5 HTA overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34 6.6 Example on one of the journey maps . . . . . . . . . . . . . . . . . . 35 6.7 Examples of graphs from the quantitative analysis . . . . . . . . . . . 36 6.8 The requirements with highest prioritisation score . . . . . . . . . . . 36 6.9 Moodboard . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 38 6.10 Semantic Keywords . . . . . . . . . . . . . . . . . . . . . . . . . . . . 39 6.11 Brainstorm process of UI . . . . . . . . . . . . . . . . . . . . . . . . . 40 6.12 Brainstorming session of bi-product . . . . . . . . . . . . . . . . . . . 41 6.13 Paper prototypes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 42 6.14 Low fidelity prototypes . . . . . . . . . . . . . . . . . . . . . . . . . . 43 6.15 High fidelity prototypes . . . . . . . . . . . . . . . . . . . . . . . . . 43 6.16 iteration: order completion view . . . . . . . . . . . . . . . . . . . . . 44 6.17 example of bi-product sketch . . . . . . . . . . . . . . . . . . . . . . . 46 6.18 Final visual design of bi-product . . . . . . . . . . . . . . . . . . . . . 47 6.19 Workflow in creating mockups . . . . . . . . . . . . . . . . . . . . . . 48 6.20 Example of google form question . . . . . . . . . . . . . . . . . . . . 49 6.21 Nielsen Norman Group Heuristic Evaluation Workbook . . . . . . . . 50 7.1 Pie chart: Where orders are handled . . . . . . . . . . . . . . . . . . 52 7.2 Bar chart: Difficulties in current system . . . . . . . . . . . . . . . . 53 7.3 Bar chart: Devices operating in store . . . . . . . . . . . . . . . . . . 54 7.4 Pie chart: How is products located . . . . . . . . . . . . . . . . . . . 56 7.5 Bar chart: Keeping track of located items . . . . . . . . . . . . . . . 57 7.6 Pie chart: Starting an order . . . . . . . . . . . . . . . . . . . . . . . 57 7.7 Bar chart: Status on operator . . . . . . . . . . . . . . . . . . . . . . 60 xiii List of Figures 7.8 Bar chart: Preference when handing over the packaged items to the delivery person . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 61 7.9 Overview of concept Blix Box . . . . . . . . . . . . . . . . . . . . . . 69 7.10 UI overview in mockup context . . . . . . . . . . . . . . . . . . . . . 70 7.11 UI: Home screen . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 71 7.12 Category filtering system . . . . . . . . . . . . . . . . . . . . . . . . . 71 7.13 UI: New order selection screen . . . . . . . . . . . . . . . . . . . . . . 72 7.14 UI: Person handling order screen . . . . . . . . . . . . . . . . . . . . 73 7.15 UI: Ongoing order screen . . . . . . . . . . . . . . . . . . . . . . . . . 74 7.16 UI mobile: Scan barcode screen . . . . . . . . . . . . . . . . . . . . . 75 7.17 UI: Missing items screen . . . . . . . . . . . . . . . . . . . . . . . . . 75 7.18 UI: Ready for pick-up notification . . . . . . . . . . . . . . . . . . . . 76 7.19 UI: Ready for pick-up screen . . . . . . . . . . . . . . . . . . . . . . . 77 7.20 UI mobile: Authenticating screen . . . . . . . . . . . . . . . . . . . . 78 7.21 UI: Completed orders screen . . . . . . . . . . . . . . . . . . . . . . . 79 7.22 Colour profile . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 79 7.23 Typography selection . . . . . . . . . . . . . . . . . . . . . . . . . . 79 7.24 UI: Placement of notifications example . . . . . . . . . . . . . . . . . 80 7.25 Notifications: Top - mobile, Bottom - Desktop . . . . . . . . . . . . . 80 7.26 Navigation bar: Left - Desktop, Right - Mobile . . . . . . . . . . . . . 81 7.27 Bi-product context render: Placed on a counter . . . . . . . . . . . . 82 7.28 Bi-product context render: Extra light on a pole . . . . . . . . . . . . 83 xiv 1 Introduction The domain of urban delivery services, exemplified by Parent Company’s Subsidiary, is at the intersection of logistics, e-commerce, and customer service. This dynamic environment demands a seamless interaction between technology and human users, especially in the in-store setting where personnel play a crucial role in maintaining the efficiency and quality of the service. Interaction design becomes pivotal in shaping the user interface to meet the specific needs of in-store personnel, ensuring a smooth and enjoyable workflow. The integration of technology not only streamlines operational processes but also contributes to a positive user experience, making it an ideal domain for interaction design. At this juncture is where this master thesis will be conducted, handling these various challenges and opportunities. In collaboration with the Parent Company, the thesis will focus on delving deeper into the retail personnel’s needs and requirements from the system as a whole but also in detail. Combining the complex nature of the retail store environment and surrounding stakeholders such as customers and delivery operators, the thesis aims to result in a satisfiable user experience with the new same-day delivery service. 1.0.1 The Research Problem The challenge lies in enhancing the efficiency and experience of in-store personnel involved in the Subsidiary, which provides fast, efficient, and high-quality deliveries in urban environments. The complexities arise from the simultaneous demands of order picking and packing while serving customers in the store. To maintain the excellence of this service, there is a need to gain a comprehensive understanding of the experiences and workflows of in-store personnel, leading to the development of a user interface that streamlines their tasks and contributes to a positive working environment. The rising demand for shopping requires retail companies to continu- ally refine supply chain strategies to meet customer needs. To address the growing preference for shorter delivery times, there is a need to enhance customer services accordingly [1]. 1.0.2 Research Question What are the factors for a successful and satisfying performance of the activity packing orders in-store, whilst maintaining a high level of customer service towards 1 1. Introduction visiting customers? How could the resulting insights be visualized in a concept implemented in order to enhance order picking and handling? 1.0.3 Stakeholders Parent Company is the primary stakeholder, representing the overarching organiza- tion that has developed the Subsidiary. Their interests lie in optimizing the efficiency and effectiveness of their delivery service while ensuring a positive and productive work environment for in-store personnel. Due to confidentiality reasons, the parent company and subsidiary wishes to remain anonymous and will therefore be refer- enced as above in the report. This subgroup within Parent Company is directly responsible for the development, implementation, and management of the Subsidiary. Their focus is on improving the user experience for both customers and in-store personnel, aiming to maintain high standards of service in urban delivery. In-store personnel, including staff involved in order picking, packing, and customer service, are vital stakeholders. Their experiences, challenges, and insights will di- rectly impact the success of the Subsidiary. Improving their work processes and overall satisfaction is a key goal of the research. While not the primary focus, customers are indirect stakeholders whose experience is impacted by the efficiency of in-store personnel. A positive interaction between in- store staff and the Subsidiary contributes to a more satisfying customer experience. The internal design and technology team within Parent Company is responsible for implementing the proposed design suggestions. Their involvement is critical in translating insights into a user-friendly and technically feasible user interface. 1.0.4 Result and Aim The intended result of this research project is a comprehensive design proposal for a user interface tailored to the needs of in-store personnel working with the Subsidiary. This project will achieve its goals through a phased approach, starting with an in- depth exploration of in-store personnel workflows and culminating in the design and testing of an optimized user interface for the Subsidiary. This proposal will include detailed insights gathered from user studies, a well-defined customer journey, and a user interface design that focuses on improving efficiency, ease of use, and overall work satisfaction for the target users. 1.0.5 Delimitation The scope of this project, when viewed from the perspective of our subsidiary, is considerably broader than the aspects we will be addressing. Implementing a same- day delivery service incorporates numerous factors and involves various stakeholders. Given the complexity and the potential for large demands on our resources, we have 2 1. Introduction decided specific delimitations. These delimitations enable us to focus more inten- sively on particular components of the service, thereby enhancing the overall quality and effectiveness of the projects results. By clearly defining these delimitations, we aim to manage the project’s scope effectively, ensuring that the research is both manageable and thorough, focusing primarily on the areas deemed most critical for in-depth investigation. The process of same-day delivery can be segmented into several distinct perspectives: namely, those of the customers, the retail workers, and the delivery operators. Each segment has unique challenges and requirements, which can be seen below. 1.0.5.1 Customer Perspective This includes considerations like fluctuations in delivery pricing, inventory accuracy, product assortment, promotional impacts, and the return of orders. Although these factors are crucial, they fall outside the primary scope of our research. However, where our system is significantly influenced by these, they have been taken into account. 1.0.5.2 Delivery Operators and Retail Workers The workflows of delivery operators are intricately linked with those of retail workers. Our study includes the overlapping aspects of these workflows. While it might not always be feasible to have a delivery operator available immediately for every order, our project assumes that such availability is consistent, which is a delimitation in our research. The delivery operators in this system are external parties which will be integrated into the system, hence requiring assumptions. 1.0.5.3 Focus on Retail Workers The main emphasis of this thesis is on the needs and requirements of retail work- ers. Certain necessary information related to shipping and delivery, which could be mandated by regulations or needed by personnel, is not comprehensively covered in our study. We have made reasonable assumptions and included sections on what we deem essential, but acknowledge that there can be additional details that are beyond the scope of this thesis. 1.0.5.4 Sustainability factors This project will not incorporate any sustainability factors regarding environmental aspects. Mainly due to the projects time frame and prioritization of factors, but also due to the Companyťs instructions and alignment for this project. The project will however include sustainability factors regarding the sustainability of retail workers environment and their daily tasks. This will involve their current tasks and potential new tasks from the implementation of the new system, aiming to find a good balance to maintain a desired working environment. 3 1. Introduction 4 2 Background Commerce is the transaction of goods and services between businesses and consumers and has been a cornerstone of human civilization, evolving from ancient barter systems to the sophisticated digital marketplaces of today. At its core, commerce involves buying, selling, and trading goods and services, enabled by various channels and utilizing numerous methodologies to facilitate transactions. The primary goal of commerce is to satisfy the diverse needs and desires of consumers, thereby generating profit for sellers. In the today’s digital age, commerce has transcended traditional boundaries, enabling global transactions and innovations such as e-commerce, has allowed for purchasing almost anything online at any time. In the context of evolving consumer expectations and technological advancements, same-day delivery has emerged as a significant aspect of commerce, particularly in retail. This service enhances customer satisfaction by reducing the time between purchase and recieval of goods, thereby meeting the increasing demand for instant gratification [2]. Same-day delivery can be difficult to implement due to complex logistical factors that requires efficient order management systems and also urban environment challenges such as traffic congestion or access limitations[2]. To operate successfully as a retailer, processes and methodologies surrounding retail management is important to follow. This includes a wide range of activities such as product assortment, sales strategies, customer service, and managing inventory levels[3]. Retail stores are at the end of the supply chain for handling merchandise, before reaching the end consumer. The objective of retail management is to enhance customer satisfaction and maximize sales and profitability[4]. To help manage the logistical and data side of retail management, various order management systems are employed. This chapter will cover different areas, methods, and technologies connected to the research area of same-day delivery 2.1 Order Management System - What is it? An Order Management System (OMS) is a crucial software solution in retail and e- commerce, overseeing the entire order fulfillment process. It efficiently handles order processing, inventory management, tracking, and customer communication [5]. While there may be various systems in place during the consumer-buying process, 5 2. Background OMS systems overarches the whole process, seamlessly integrating with other busi- ness systems like Enterprise Resource Planning (ERP) and Customer Relationship Management (CRM), ensuring efficiency and accuracy across the entire order ful- fillment ecosystem [5]. An OMS is essential for optimizing processes, improving inventory management, and enhancing customer satisfaction in modern retail and e-commerce enterprises. 2.2 Different methods for purchasing items from retail stores The following methods are examples of different ways to proceed with buying mer- chandise from retailers 2.2.1 Brick-and-Mortar Brick-and-mortar stores refer to physical stores that customers can enter for purchas- ing merchandise such as retail stores. The store layouts can differ, where customers may encounter spacious displays to compact setups where items are fetched from a warehouse by store personnel. In-store shopping promotes a more personalised experience with instant gratification [6]. In this scenario, two primary stakeholders are involved: purchasing customers and in-store personnel who assist them. 2.2.2 Online Shopping Online shopping is one of the most common internet activities where electronics is one of the leading categories for purchases, offering easy comparison between product prices [7]. Items are shipped directly from a warehouse, or with emerging alternatives such as dark stores, an urban-based warehousing solution that reduces delivery times and costs by locating closer to consumers [8]. Delivery times typically range from 1 to 5 days, depending on the store’s chosen delivery services. This method involves three essential stakeholders: customers, order delivery and logistics, and warehouse or in-store personnel, depending on the shipping location. 2.2.3 Click-and-Collect This method is a combination of online shopping along with the urgency advanta- geous of in-store pickup [9]. Customers make purchases online, and in-store person- nel set aside the items for customer retrieval upon store visitation. Click-and-Collect relies on the presence of a physical store, offering customers quicker access to their purchases compared to standard online orders. This offers retailers an advantageous edge in increasing customer value, being perceived as an additional service [10]. With only two stakeholders, customers and in-store personnel, this method creates a higher flexibility on the customers side, minimizing time pressure for instance. 6 2. Background 2.2.4 Same-day Delivery Considered by some as an evolution of Click-and-Collect, same-day delivery further enhances customer service by minimizing delivery times. Customers place orders online, which are then packed by in-store personnel before being delivered to their homes by designated delivery operators. This method, often requires a physical store or a dark store near the end-customer to enable delivery times the same day [11]. With three stakeholders involvedcustomers, in-store personnel, and delivery operatorssame-day delivery aims to balance workload efficiency while ensuring cus- tomer satisfaction. This is becoming a large player in the logistics and transportation sector, acknowl- edged by the Parent company the thesis is in collaboration with. Nonetheless, it remains relatively unfamiliar in Sweden, requiring further research and implementa- tion. This underscores the significance of our thesis. 7 2. Background 8 3 Related Works In the following section, works, theories, guidelines, and research areas will be cov- ered that tangents the thesis topic. To successfully approach and execute phases during the project, adherence to these subjects will be necessary. 3.1 Cognitive Ergonomics Ergonomics as a general term refers to the study of work which can be divided into two main parts, either the situation of the person at work or the result or outcome of the work. Cognitive ergonomics focuses on the latter aspect which revolves around the quality of work being produced, concerning both the system of work and the work itself [12]. A big concern within cognitive ergonomics is lowering the risk of unwanted outcomes and also the impact if such outcomes do occur. In order to optimize the quality of work, it is essential to break down the cognitive tasks the user must perform. In case of multi-tasking, Wickens multiple resource theory can be applied to measure the performance which is closely related to at- tention and workload [13]. According to Wickens there are different dimensions in which humans process information and during high demanding tasks conducted si- multaneously it is vital not to overload these pools of information. If the user is not able to provide enough resources to the allocated tasks, human errors may occur. Cognitive ergonomics is crucial to investigate in the project because it focuses on designing systems and interfaces that align with human cognitive abilities and limita- tions. In-store personnel are tasked with multiple simultaneous activities like order picking, packing, and customer service in a fast-paced environment, understanding cognitive ergonomics can provide insights into optimizing the user interface to re- duce cognitive load, improve decision-making, and enhance overall efficiency and experience for the personnel. 3.1.1 Interaction Design and UX Design Interaction design is commonly used as an overarching term when talking about this field within design, referring to its methods, theories, and approaches. Many disciplines are under the umbrella of Interaction design with different focuses, such as UI design, software design, user-centered design, user experience design, etc. The 9 3. Related Works core of Interaction design is to facilitate everyday life in the aspect of interacting with people through products or services [14]. User experience (UX) design is a subgroup within interaction design and is used for the process of designing products that focuses on providing meaning and important experiences to users. Considering the whole experience users are exposed to, UX designers form an understanding of the users and apply that knowledge to form a meticulous product [15]. Within UX design there are four different levels according to the Nielsen Norman Group Conference in Amsterdam in 2008, Utility, Usability, Desirability, and Brand experience [16]. 3.1.2 Same-day Delivery In the world of retail, same-day delivery has emerged as a pivotal focus, expanding beyond food services to encompass a diverse range of products in traditional retail stores. According to Saleh [17], nearly half of the online shoppers, 49 percent, express an increased desire to shop online due to the availability of same-day delivery services. He also states that 25 percent of the shoppers would abandon their cart if the option of same-day delivery was not available when checking out. Gifts and flowers, computers and software, automotive and office supplies were some of the products that customers would abandon most if same-day delivery was not available. The key factors that contribute to problems with same-day delivery for online pur- chases include the need to meet time constraints, the uncertainty of future requests, the need to optimize routing decisions, and the potential need to involve third-party delivery services. These factors make it challenging to efficiently and effectively deliver online purchases on the same day they are ordered [18]. 3.1.3 Mobile Point of Sale Lestariningati [19] discusses the design and implementation of mobile Point Of Sale (POS) systems using Mini PC Raspberry Pi and Smartphone Android OS. The docu- ment explores the development of portable POS devices that are linked to input and output devices such as barcode scanners and thermal printers, equipped with special- ized POS software. The research compares the two types of implementations, high- lighting the functionality, cost-effectiveness, ease of development, user-friendliness, and energy consumption of each solution. The study aims to create POS machines that can record sales transactions efficiently and be easily transported to different locations where transactions occur. Understanding how mobile POS systems are designed and implemented can provide insights into integrating technology for efficient and effective operations in a same- day delivery system. Lestariningati [19] discusses the components and hardware used in mobile POS systems, such as Raspberry Pi and smartphones. Insights into the software development aspects of mobile POS systems, including programming languages and user interfaces. 10 3. Related Works 3.1.4 Technology in Retail According to Shankar et. al. [20] shoppers are nowadays more engaged in omnichan- nel and multichannel shopping, utilizing different services such as click-and-collect, mobile check-in, and mobile payment. Retailers and employees are exploring new technologies to enhance customer experiences and operational efficiency, such as AI- powered personalization, recommendation systems, and supply chain optimization. They may face barriers such as adoption differences between general and targeted shoppers, practical time lags in adoption, and investment horizons impacting tech- nology adoption. Shankar et. al. [20] also states that the ability to enter new markets and bypass traditional channels can drive technology adoption in retail. To be able to meet evolving customer demands for seamless shopping experiences and personalized ser- vices is also an important factor. Retailers seek to gain a competitive edge by lever- aging technology for better customer engagement, data analytics, and operational effectiveness. Mobile devices and applications have become essential tools for retailers to deliver personalized offers, facilitate mobile payments, and engage with customers through- out their shopping journey [21]. 3.1.5 User Experience in Same-Day Delivery Services Banerjee et. al. [22] explores how design and optimization of Same-Day Delivery (SDD) systems in e-commerce, specifically exploring the impact of allowing service regions to vary over the course of the service day. The authors discuss the possibility of not following the current system where a service region is defined in advance and all customers in the service region can place same-day delivery orders during the same time span. They exploration of the possibility to allow service regions to vary, can lead to an approximate increase total orders, and offering different order cutoff times to different parts of the overall region, the system may operate more efficiently and serve more customers. Something to take into consideration is last-Mile Delivery which is the final transport of a customer order from, for example, a distribution center or store all the way to the customer who is waiting for the package and is usually carried out by transport companies, courier companies, etc. [23]. With retailers currently making next- or even same-day deliveries more implemented, as one of their services, the last-mile delivery person is facing experience such as time pressure and tight deadlines[24]. 11 3. Related Works 12 4 Methodology 4.1 Project Management Project management is essential for organized planning, resource allocation, and timely execution of tasks [25]. It ensures clear communication, minimizes risks, and maximizes overall project success. 4.1.1 GANTT Gantt charts are important tools in project management. These charts use horizon- tal bars to illustrate how long each task takes on a timeline, providing clarity to the project schedule. Gantt charts promote simplicity and aid teams, as well as other stakeholders, to understand project milestones and deadlines [26]. They also facilitate real-time tracking of the project, so teams can stay on schedule and adjust to changes quickly. In project management, Gantt charts are crucial, ensuring tasks are executed in an organized manner. By its visual clarity and transparency, teams are able to collaborate and communicate easier [26] 4.2 Design Process The following sections showcases the design structure that the process follows through- out the whole project. 4.2.1 Design Thinking Design thinking is a non-linear and iterative process employed by teams to com- prehend users, question assumptions, redefine problems, and generate innovative solutions for prototyping and testing. This approach is particularly effective when addressing ill-defined or unknown problems and unfolds in five key phases. The first part is to understand the problem, typically conducting user research, and (1) Empathizing with the user allows the possibility to set aside assumptions and gain insight into users’ needs. Information gathered is analyzed to (2) Define prob- lem statements. Building on the foundation, the next step is to (3) Ideate, think 13 4. Methodology Figure 4.1: Three lenses of design thinking, Interaction design foundation (2016) creatively, challenge assumptions, brainstorm alternative perspectives, and identify innovative solutions to the defined problems. Later, the team creates (4) Proto- types of the product to explore ideas, using various methods. The prototypes are (5) Tested with real users to evaluate their effectiveness in solving the problem. In- sights gained may lead to refining the prototype or revisiting the Define stage to reassess the problem [27]. The Interaction Design Foundation [27] states that design thinking seamlessly inte- grates three lenses: Desirability, Feasibility, and Viability, see figure 4.1. Starting with Desirability, the team prioritizes understanding end users’ needs, steering clear of assumptions. Moving to Feasibility, potential solutions are assessed practically, with iterations and resource plans as needed. Viability emphasizes commercial suc- cess, crucial for both profit-driven and non-profit organizations. Design thinking recommends initiating with Desirability, avoiding premature fixation on technical constraints, and promoting a user-centric and innovative approach, diverging from the traditional problem-solving process. 4.2.2 Altered Double Diamond The Design Council [28] presents another way of looking at the design process, the Double Diamond framework, see figure 4.2. The Double Diamond effectively com- 14 4. Methodology Figure 4.2: Double diamond process, Design Council (2024) municates a clear representation of the design process. Consisting of two diamonds, the process involves exploring an issue extensively or deeply (divergent thinking) and then taking focused action (convergent thinking). Similar to the design thinking process, the double diamond starts with the "Dis- cover" phase. The first phase of the first diamond emphasizes gaining a genuine understanding of the problem by engaging with and spending time with individuals affected by the issues. Moving to the "Define" phase, insights from the discovery inform a redefinition of the challenge. Transitioning to the second diamond, "Develop" encourages diverse answers to the clearly defined problem, drawing inspiration from various sources and engaging in co-design with a diverse group of individuals. The subsequent "Deliver" phase entails testing different solutions on a small scale, discarding ineffective ones, and enhancing those that prove viable. This method can throughout the process, be altered with an addition of a third diamond, see figure 4.3, were the design is evaluated and re-iterated into a final design concept [29]. The Design Council [28] states that it is crucial to note that this process is not strictly linear, as indicated by the arrows on the diagram. Organizations may loop back, exactly as in the Design Thinking process, to the beginning as they learn more about underlying problems. The selection of methods that will be used during this project will closely align with both the Design Thinking process and the Double Diamond process and will overall be using user-centered design methods and pathways to create a user-friendly result [30] 15 4. Methodology Figure 4.3: Triple diamond, Wong Chin-Chin (2018) 4.3 Data Gathering Data gathering is a fatal first step in most design projects and more so in user- experienced focused projects. The concept of data is a wide spectrum, including numbers, words, measurements, descriptions, comments, photos, sketches, films, videos, or any information that proves valuable in comprehending a specific design, user needs, or user behavior. This information can manifest as either quantitative or qualitative, offering diverse insights into the subject at hand [14] Qualitative data collection involves gathering non-numerical information, often through methods such as interviews, observations, and open-ended survey questions. This approach aims to understand the underlying reasons, motivations, and opinions of individuals or groups. On the other hand, quantitative data collection involves gathering numerical data that can be analyzed using statistical methods. This often involves structured surveys, experiments, or other methods that produce numeri- cal data, allowing for statistical analysis and generalization of findings to a larger population [31] 4.3.1 Interviews Interviews are meetings with users to find out their experiences, views, attitudes, motivations, and behavior regarding products and services or gathering information from experts in a certain area. Interviews can be used several times during the process with different intentions. At the beginning of the process, an interview can provide valuable information about how current products and systems are used, how users behave, what drives them, what irritates them, etc. During later parts of the design process, users can be involved to provide feedback on developed concepts at an interview. The interview can be very structured, with precise question formulations around everything that requires answers, it can also be semi-structured, or unstructured. A structured interview provides very precise answers to the questions, yet may not account for unanticipated topics or insights . An unstructured interview resembles a conversation, allowing participants to freely share information on desired topics. 16 4. Methodology A semi-structured interview guide lies between a predefined list of areas and specific questions, allowing for flexibility in the interviewee’s responses. Pilot testing the interview is crucial for assessing the clarity of questions and esti- mating their duration. [32]. 4.3.2 Questionnaire Questionnaires, alongside interviews, are a key tool for collecting information on thoughts, feelings, behaviors, or attitudes. They are simple to produce but require careful attention to question wording, response options, sequencing, and length. Achieving a good response rate involves considerations of appearance, clarity, in- structions, arrangement, design, and layout. Open-ended questions allow for in-depth responses, while closed-ended questions facilitate numerical analysis. Likert scale questions are recommended for maintain- ing question neutrality and evaluating response strength. Questionnaires are often triangulated with methods like observation to enhance data reliability and depth [33]. 4.3.3 Observations - Think Aloud Observation is a method to identify undiscovered areas of development and to iden- tify the needs users have in specific situations. Participatory observation involves seeing, listening, asking, and experiencing the users’ situation. There are a variety of observation methods: for example, ’user observations’, ’think aloud protocols’, ’user narration’, and ’cognitive walkthrough’. The think-aloud protocol is a method where participants verbalize and articulate what they are doing and thinking as they complete a task and is one of the most common observation methods [33]. Observation helps you identify user needs in a specific context. The observation gives you an understanding of important aspects to consider, dependencies and relationships with which the task is connected, and the goals and attitudes the users have in the situation. The method thus aims to support your understanding of what can provide a good user experience. It is about identifying what the user intuitively reinforces should be done and what is more responsive first [32]. 4.4 Data Analysis Data analysis is a crucial process influenced by predefined goals and collected data. Three primary approaches, qualitative, quantitative, or a combination, are often em- ployed for a comprehensive understanding. The initial analysis involves identifying patterns or calculating numerical values, followed by data cleansing to identify and rectify anomalies. More detailed analysis employs structured frameworks or theories, with interpretation running parallel to the analysis [14]. 17 4. Methodology 4.4.1 Affinity Diagramming Affinity Diagramming involves visually clustering research insights, observations, and concerns into meaningful categories and relationships. Designers use individual notes to capture details, avoiding predefined categories. Instead, clusters emerge based on shared affinity, leading to named category themes. This method makes implied knowledge buried in transcripts visible, facilitating re- search synthesis. Affinity diagramming in contextual analysis incorporates human stories from interviews and observations [33]. 4.4.2 Customer/User Journey Mapping A journey map visualizes human interactions with a multi-channel product or service, portraying a narrative of actions, feelings, perceptions, and mindset. It aims to provide an honest representation of the user’s experience, encompassing moments of indecision, confusion, frustration, delight, and closure. This visual tool enables the evaluation and improvement of each interactive ex- perience through design. Multiple journey maps, created alongside personas and scenarios, are informed by direct customer interactions. They shift organizational focus from an operational view to the real-world context in which products and services are used [33]. The customer journey method gives you an understanding of the process users go through. The aim is to identify the experience in all the interactions, so-called ’touch-points, users have with the product, the work task, or the service, and to focus on developing these interactions into a good overall experience [32]. 4.4.3 Needs and Requirements Design requirements are a set of guidelines that outline the essential functionalities, capabilities, and characteristics of a product, ensuring alignment with user needs. Serving as a roadmap, these requirements guide the design and development process to ensure the end product is user-friendly, accessible, and valuable[34]. According to Adams [35], understanding user needs and requirements is a crucial aspect of human-robot interaction design. It involves comprehensively grasping the preferences, limitations, and expectations of the end users who will interact with the robotic systems. By delving into the specific needs and requirements of the users, designers can tailor the human-robot interaction to enhance usability, efficiency, and overall user satisfaction 4.4.4 HTA - Flowchart Flowcharts or Hierarchical Task Analysis are diagrams of how the user operates and does tasks in processes. They are versatile tools to visualize the interactions in de- signs and artifacts and make an easy way to present maps of designs to stakeholders. They show everything users might do in interactive contexts [36]. 18 4. Methodology 4.5 Ideation Ideation is the dynamic process of generating ideas through a continuous exchange between designers and design works. This involves a simultaneous engagement in activities such as comprehending problems, brainstorming potential solutions, eval- uating these solutions, and redefining the problem to navigate challenges or leverage emerging opportunities. Designers manifest their imaginative concepts on mediums that serve as external memory, engaging in a negotiated dialogue. Problems undergo reframing, and the design evolves iteratively through reflective interactions with the materials of a design solution [37]. 4.5.1 Brainstorming Brainstorming aims to develop a large number of ideas. The method is based on the participants’ creative potential being stimulated by hearing and seeing other people’s ideas. For that reason, the rules must be followed so that all participants feel safe in pronouncing wild and crazy ideas, which can lead to something completely new [32]. Brainstorming establishes a space free from judgment, allowing the open expres- sion of creative ideas and the exploration of new concepts. Some widely embraced principles during this process involve prioritizing quantity over quality, refraining from judgment and criticism, building upon each other’s ideas, and embracing the unconventional [33]. 4.5.2 Moodboard Moodboards serve as essential design and marketing tools, particularly prevalent in the fashion industry and related consumer product sectors, enabling the visual communication of information. Mood boards offer a designated "space" for designers to organize collected visuals in a meaningful manner, facilitating the seamless flow of thoughts, inspirations, and creativity toward the ultimate design outcomes [38]. 4.5.3 Semantic Keywords The semantic Keyword scale consists of carefully selected adjectives and properties that describe the desired expression of an artifact. The adjectives are based on collected information about the user and the environment the product will be in. The words can be described briefly with a focus on the relationship to the user and together form a unified picture of the values a product should embody. Based on the compiled word scale, the words are ranked, or designed in different ways to reflect their relative importance [39]. 19 4. Methodology 4.6 Prototyping Prototypes are important because they serve as filters and manifestations of design ideas, enabling designers to reflect on their design activities and explore a design space. They help in generating, conceptualizing, and comparing prototypes, and are instrumental in design exploration and communication. Prototypes also allow de- signers to predict and evaluate certain effects before implementing a design, making them more aware of the complexity and responsibility of their design decisions [40]. 4.6.1 Sketching Sketching is an externalized representation that fulfills various functions during the design process. It can serve as an aid for analysis, solution generation, evaluation, and communication, as well as external storage [41]. Sketching allows designers to externalize their ideas and concepts, making them tangible and visible. This process of externalization helps designers to understand better and refine their ideas. It also gives the opportunity to explore a wide range of ideas and possibilities quickly and without the risk associated with more formal representations [42]. 4.6.2 Prototyping Lo-Fi and Hi-Fi Prototypes play a crucial role in conducting early and iterative concept testing, involving collaboration among the design team, clients, and potential users. Low- fidelity prototyping is prevalent in the early stages of ideation across various design disciplines, often taking the form of concept sketches, storyboards, or sketch mod- els. In interface and software design, a widely employed method of low-fidelity prototyping is paper prototyping, wherein printed pages simulate interface screens. Low-fidelity prototypes may be sketch models intended for iterative design review or as proof of concept models to test form and scale [33]. On the other hand, High-fidelity prototypes are similar in expression and feel, and perhaps even in functionality, to what the final product is supposed to work. High- fidelity prototypes are beneficial for in-depth evaluation of key design elements like content, visuals, interactivity, functionality, and media. For instance, they prove valuable in usability studies to assess if users can grasp the system within a set timeframe. This stage also plays a vital role in securing client acceptance, serving as a final design document requiring client approval before implementation. Typically, it is developed later in the project, solidifying ideas unless there’s a critical issue demanding resolution before progressing with other tasks [43]. 4.6.3 Computer Aided Sketching According to Company [44] Compter-aided sketching (CAS) refers to the use of dig- ital tools to assist designers in creating sketches during the conceptual design phase of product development. CAS tools aim to combine the advantages of traditional 20 4. Methodology paper-and-pencil sketching with the benefits of integration into the overall design process, including Computer-Aided Design (CAD). Sketching plays a crucial role in the development of new industrial products by assisting product designers during the creative stages of design and helping them to develop inventions. Traditional paper-and-pencil sketching offers advantages such as being cheap, simple to use, providing immediate visual and kinesthetic feedback, and allowing for easy correction and revision. Sketching allows designers to give visible form to their thoughts and aspirations, making it a potent instrument in the design process. 4.6.4 Mockup Design mockups, refer to visual representations of the user interface of a software application. These mockups are valuable tools for enhancing the comprehension of functional requirements in software development. By incorporating screen mockups with use cases, stakeholders can improve their understanding of the software system being developed, leading to increased effectiveness, efficiency, and clarity in require- ment comprehension. Additionally, design mockups serve as a significant source of information for grasping the application domain, user-system interactions, and problem domain of the software system[45] 4.7 Evaluation Sharp et al. [14] emphasize that evaluation is an important part of the design process, encompassing the collection and analysis of data on users’ experiences with design artifacts like sketches, prototypes, apps, or computer systems. The primary aim is to enhance the artifact’s design, considering both usability, how the user find the use, and users’ overall experiences such as satisfaction, enjoyment, and motivation during interaction. 4.7.1 Usability Testing Usability Testing is an evaluative method focused on observing a user’s task-based experience with digital applications. Its primary goal is to identify and rectify frus- trating and confusing aspects of an interface before launch through retesting. The previously mentioned Think-Aloud Protocol is often used, revealing issues by observ- ing instances where the user struggles to complete tasks within a reasonable time, tries different approaches, gives up, completes a different task, expresses surprise or delight, shows frustration or confusion, blames themselves, asserts that something is wrong, or offers suggestions for the interface or flow of events [33]. 4.7.2 Heuristic Evaluation This usability inspection method involves evaluators assessing an interface based on agreed-upon best practices or usability "rules of thumb." Unlike usability tests 21 4. Methodology with users, team members inspect and address baseline usability issues before user testing. Repeated application of heuristics during iterative design enhances their intuition, making usability problems easier to identify. Evaluations are conducted by novices trained in heuristics and by evaluators familiar with the subject and usability practices. The method proves effective in detecting critical dialogue elements and assessing the effectiveness of heuristics early in the design process. Even with low- fidelity prototypes in the middle phases of design, these evaluations enhance the effectiveness of later usability tests [33]. 22 5 Planning As can be seen in the methodology part, this project will take on several phases that come with different challenges and aspects. In this chapter we will discuss chosen methods as to why they are optimal for our project, while comparing them to similar but undesired methods. We have divided the project into parts for ease in time planning and such. Part 1: Create an understanding of the product and company. The project starts with a discussion with the company to understand what is being explored and then developed. What are the needs and guidelines to follow from the main stakeholder? What is the structure of the project and what is expected from us to contribute with? After the initiation, the next part is performing a literature review, looking for related works and information about methods that will be used and why they are useful. The use of a literature review will increase the awareness and understanding of what is currently being worked on or has been worked on in the field of delivery systems [46]. Development of questionnaires and interview forms will then occur to make the part of collecting data efficient. As Nilsson et al., [32] mention, interviews will help us understand the in-store personnel experiences, views, attitudes, motivations, and behavior in the current system, while the more structured questionnaire will provide quantitative data that later can be analyzed [33]. Part 2: User studies. When the preparation is done we will begin conducting interviews, questionnaires, and observational studies to understand the experiences, workflows, and challenges faced by in-store personnel. Conducting user studies in the early stages of product development proves more effective for enhancing product usability compared to iterative usability testing [47]. Part 3: Customer Journey Mapping and Analysis. By analyzing the data from the previous stage allows us to gain a clear understanding of needs and re- quirements from in-store personnel. To help the analysis, methods such as affinity diagrams, customer journey mapping, HTA, etc. can be beneficial to reduce the complexity. Also, visualizing crucial problem areas and touchpoints in the process can aid the analysis [33]. 23 5. Planning Part 4: Design Ideation and Prototyping. After analyzing, we will create low- fidelity prototypes for design concepts, incorporating feedback from internal team reviews and selecting the most promising solution for further development. Different ideation methods such as brainstorming, semantic keywords, and moodboards will be used to assist in the process of creating the best possible solution for the personnel working in the store [37]. Part 5: User Testing. To test and perhaps confirm the prototypes with in-store personnel, gather feedback, and refine the design proposal accordingly, user tests will be performed. This will assist us and help us get an understanding of the personnel’s experiences [33]. Part 6: Final Design Proposal Consolidate the findings into a comprehen- sive design proposal, including user interface specifications, recommendations, and potential implementation strategies. 5.0.1 Gantt Schedule Figure 5.1: gantt chart 5.0.2 Weekly planning Week 1- 5: Part 1-2 of the project. Schedule initial discussions with Parent Company to delve into their needs, guidelines, and overarching objectives. Develop interview and survey protocols for in-store personnel. Confirm ethical con- siderations and informed consent procedures. Start qualitative interviews and distributed surveys. Begin initial data analysis to help with customer journey mapping. Week 3 - 12 Part 2-4 of the project. 24 5. Planning Analyze initial findings from user studies to identify key touchpoints and pain points. Collaborate with Parent Company stakeholders to gather additional insights. Develop a detailed customer journey map based on in-store personnel experiences. Conduct a workshop with Parent Company stakeholders for validation and input. Synthesize insights from user studies and customer journey mapping. Facilitate ideation sessions with the design and technology team to generate initial design concepts. Week 7 - 18 Part 4 - 7 of the project. Create low-fidelity prototypes for the selected design concepts. Conduct internal team reviews and refine prototypes based on feedback. Develop a testing plan, including criteria for participant selection and usability met- rics. Prepare materials and scenarios for user testing sessions. Iteratively test the prototype with in-store personnel. Perform analysis using the KJ method and refine the design proposal accordingly. Consolidate findings into a comprehensive design proposal. Finalize and organize the report. 25 5. Planning 26 6 Process and Execution The projects process and execution can be defined and described through six different phases. To create an efficient project, we followed the design process that is describes in chapter 4. The process begins with creating an understanding of the area and then extends all the way into a final design solution that is presented. 6.1 Initial Research The first part of the project was to create an understand of what was supposed to be done and get an understanding of the specific area. To achieve this, we had meetings with the company and our supervisors, followed by a visit at the site. Further knowledge was gained by doing a literature review. The literature review concluded related works that enhanced the awareness of the current situation. Research on relevant methods was then completed to get a clear path of the process. 6.2 User Research User research served as a pivotal phase in understanding the needs, behaviors, and preferences of the stakeholders who interact with the system. In this section, the project delved into the user research methodology, which encompasses various ap- proaches including defining user profiles, recruiting participants, administering ques- tionnaires, conducting interviews, and making observational visits. Through these methodologies, we aim to garner comprehensive insights into the user experience, thereby informing the design and development of our same-day delivery system. Understanding the user’s perspective is important to tailor solutions that resonate with the intended audience. Recruiting participants for our research endeavors pre- sented its own set of challenges and creative solutions. A meticulously crafted questionnaire served as the main factor of our data collection efforts, facilitating structured feedback from stakeholders. Qualitative data gathered through inter- views provided valuable context to complement quantitative findings. On-site ob- servations and visits offered firsthand insights into the operational dynamics of the click-and-collect system. In the subsequent sections, we delve into each methodology in detail, presenting the process and execution done in our user research. 27 6. Process and Execution 6.2.1 Who Are The Users? In the large scope of the project there are three categories identified which are, end- customers, retail personnel, and operators. Our focus lies within the boundaries of retail personnel in the aspect of order handling. To further define the target audience, we sought after the retail stores and workers that have experience with online orders, click-and-collect, same-day delivery, and similar order handling systems. Due to the goal of our project, to implement a same-day delivery system, retail stores that already have undergone the transition to the described order handling systems, creates an easier transition into our potential system. Therefore, these users are the most probable to be able to implement the future system in the near future without restructuring too much with personnel in aspects such as daily routines, experience, and performance. It is also believed by the company we are collaborating with that this is the case for the management aspect as well. Figure 6.1: Recruitment process 6.2.2 Recruiting Participants To recruit participants for the questionnaire, interviews, and observations was ini- tially done by distributing the questionnaire to different parties, see figure 6.1. This was done due to the questionnaire including a segment about further participation in the study through interviews and observations. The only constraint to distributing 28 6. Process and Execution the questionnaire was that the receiving store was based in Sweden and worked with a Click-and-Collect or similar system. Our plan was that the questionnaire would generate some participants for the upcoming interviews and observations. However, the response rate for participating in further studies was not very promi- nent. To reach additional participants locally in Gothenburg various desired retail stores were contacted via phone or visited in-person. When visiting stores in-person, QR-code flyers were given out to interested people in order to access more staff mem- bers. Furthermore, friends and family with experience in the desired department were contacted. 6.2.2.1 QR-Code Flyer Due to initially low response rate on the questionnaire, additional methods and creative strategies were required in order to get further replies. The challenge arose from our inability to effectively connect and engage with a sufficient number of individuals within our target audience. This was countered by creating a small flyer, see figure 6.2, with an eye-catching title and short description, accompanied by a QR-code that led to our survey. When visiting stores in-person the flyer was given out to potential participants, after confirming they worked with the desired order handling system. The strategy involved engaging the individual we conversed with to distribute these flyers in either the lunchroom or common area, thereby providing additional opportunities for other staff members to complete the questionnaire. Figure 6.2: Questionnaire flyer 29 6. Process and Execution 6.2.3 Questionnaire To gather valuable insights from stakeholders, a questionnaire was created, facil- itating systematic data collection and analysis. Leveraging the accessibility and convenience of Google Forms, a digital platform useful for widespread distribution, the questionnaire was crafted with cautious attention to detail and iterative refine- ments. For examination see Appendix A. The initial phase of questionnaire development made the creation of a preliminary draft in English, complete inquiries that encompassed both current user experiences and forward-looking perspectives on the future system. Structured into distinct sections, including Background, General Thoughts on Current Store Systems and Technology, Evaluation of Click and Collect Services, and Reflections on Future Same-Day Delivery Systems, the questionnaire was designed to produce comprehen- sive responses while accommodating diverse stakeholder perspectives. Subsequent iterations of the questionnaire involved a process of refinement and opti- mization, with a focus on enhancing clarity, and respondent engagement. The ques- tionnaire underwent revisions, transitioning from scenario-based inquiries to concise, quantitative questions tailored to streamline response collection and facilitate data analysis. This iterative shortening process aimed to optimize questionnaire efficacy, ensuring that data collection remained efficient and informative while minimizing the burden for the respondent. In its final iteration, the questionnaire underwent a collaborative refinement process, involving key stakeholders from the company as well as guidance from the project supervisor. This collaborative process created a stripped-down questionnaire version that aimed towards a delicate balance between comprehensiveness and conciseness, capturing essential insights applicable to project objectives while trying to avoid respondent fatigue. 6.2.4 Interviews Interviews were selected as the preferred method for gathering qualitative data for our user research. These interviews were conducted both on-site and online, depend- ing on the preference of the respondent. Before the interviews, a script was devel- oped to ensure an optimized structure and cover important questions, see appendix B. However, it was also decided that the interviews should follow a semi-structured format to allow for a deeper understanding of the system while maintaining a nat- ural flow in the conversation. After obtaining consent from the participants, the interviews were recorded to aid in recalling what was said and to facilitate the tran- scription process for later analysis of the results. Firstly, participants were asked about their background to establish rapport and ensure their comfort. Questions in this section were designed to be straightforward and aimed at easing participants into the conversation. The second theme delved into the specifics of the Click-and-Collect (CaC) system in their workplace. Participants were prompted to provide a comprehensive summary 30 6. Process and Execution of how the CaC system functions and describe their workflow while fulfilling a CaC order. This section aimed to gain insights into the functionality of the system, including its features, and the overall workflow. Following this, participants were invited to share their thoughts and opinions on the CaC system. They were encouraged to express what they liked and disliked, both about specific parts of the process and the system as a whole. This section aimed to gather subjective feedback on the user experience and identify areas for improvement within the process. The interview then transitioned to questions related to cognitive ergonomics, partic- ularly focusing on stress and performance during task execution. Participants were probed about their multitasking abilities, such as assisting in-store customers while completing a CaC order. This section aimed to explore the cognitive demands of their tasks and how they managed them within the process. Lastly, the interview introduced a section on the future system, specifically same-day delivery. Participants were asked about their initial thoughts on this new system and invited to compare it with their existing process. Discussions centered around potential improvements and challenges that might arise in the new system, aiming to gather insights into process enhancements for future implementations. 6.2.5 Observations and Visits To gain an initial and comprehensive understanding of the existing Click-and-Collect (CaC) system and its various functionalities, observational visits were conducted. The primary aim was to gain insights into the workflow of the staff when processing a CaC order. This included identifying any pain points in the process and deter- mining aspects that were deemed effective. Additionally, observations were made to assess the user interface (UI), including how staff navigated through different menus, prioritized functions, and utilized available information. The focus was on under- standing the layout of the UI, the accessibility of key features, and the relevance of displayed information to the task at hand. During on-site interviews, participants frequently provided demonstrations of their operational methods and interacted with the interface they worked with. This oc- curred particularly when questions were posed concerning specific aspects of the process. However, a single visit was dedicated solely to observational purposes, where a Click-and-Collect (CaC) order was observed from initiation to completion, see figure 6.3. This observation allowed for firsthand insight into the participant’s interaction with the devices used, their workflow, and task management. Additionally, the participant was encouraged to vocalize their thoughts as they navigated through the process steps, providing valuable insights into their decision-making processes and thought patterns during task execution. 31 6. Process and Execution Figure 6.3: Observation visit 6.3 Data Analysis The data analysis phase of this project constituted a comprehensive exploration of multifaceted insights gathered through various methodological lenses. Embrac- ing a holistic approach, the analysis delved into thematic, hierarchical task, and quantitative analyses, augmented by the perspectives unveiled by customer journey mapping. 6.3.1 Thematic Analysis After all the user research were carried out, everything that had been said was transcribed, partly during the interviews moment as well as the answers to the questionnaire. This gave a good insight into their perceived experience. 32 6. Process and Execution Figure 6.4: Thematic analysis These transcripts were then translated into digital post-it notes using the collabora- tive platform Miro, facilitating seamless organization and clustering. Through this methodical approach, six main thematic domains emerged: Current System, New System, Process, System Guidelines, System Functionality, and Quotes, see figure 6.4. Within each thematic domain, several of sub-themes emerged, shedding light on the intricacies and complexities inherent in participant narratives. For instance, within the current system theme, participants expressed a spectrum of emotions ranging from positivity to negativity, along with overarching impressions of the system in place. Similarly, the new system theme unraveled participants’ wishes, initial thoughts, and evaluative viewpoints, providing insights into their aspirations for system en- hancement. The process-related sub-themes delved into various operational facets such as receiving orders, handling/packing protocols, and order handover procedures, illuminating the practical intricacies embedded within the system workflow. Exploration of system guidelines and functionality revealed a plethora of insights, spanning cognitive aspects, time pressures, user interface design, and more. Each sub-theme served as a important elements for understanding the multifaceted di- mensions of participant experiences and perspectives. In essence, this thematic analysis serves as a rich information source, weaving to- gether the diverse threads of participant narratives to provide invaluable insights. 33 6. Process and Execution These findings not only contribute to scholarly discourse but also hold practical im- plications for informing interventions and improvements within the domain under investigation. 6.3.2 HTA The hierarchical task analysis (HTA) method was employed in this study to analyze the process of completing an order, see figure 6.5. The primary task of Complete an Order was deconstructed into three main sub-tasks: Receive order, Handling and Packing Orders, and Handing over Orders. The sub-task Receive Order encompassed several sub-sub-tasks, including Get noti- fied, Review, Prioritize, and Initiate order packing. Similarly, Handling and Packing Orders involved sub-sub-tasks such as Locate, Transport, Inspect/review, and Pack, each with further sub-divisions delineating the specific actions required. The third sub-task, Handing over Orders, comprised activities like Prepare, Provide assistance, Identity Confirmation, and Hand Over, each with its own set of detailed sub-actions. For a larger image of the HTA, see appendix D Figure 6.5: HTA overview During the analysis process, each task and sub-task was assigned a color to denote the likelihood of usability errors. Tasks marked with green indicated minimal to no usability issues or only cosmetic usage problems, while yellow signified the presence of minor usability concerns that did not impede task completion significantly. Tasks marked in red were flagged for serious usability problems that could significantly hinder the ability to complete the task effectively. Moreover, special considerations were noted for tasks that needed further explana- tion, indicating instances where certain actions occurred only under specific circum- stances or conditions. 34 6. Process and Execution The HTA provided a systematic framework for understanding the hierarchical struc- ture of the order completion process, facilitating the identification of potential us- ability issues and areas for improvement. By breaking down complex tasks into manageable components, the HTA method offered valuable insights into the work- flow dynamics and user interactions involved in fulfilling orders within the studied context. 6.3.3 Journey mapping To create a more tangible visualisation of the different parts of the process, two user-journey map were constructed, see figure 6.6 for an example and appendix E for additional variations. The process was divided into 5 different stages starting with, Receiving order, locating items, collecting items, Packing order, and handling order. Figure 6.6: Example on one of the journey maps 6.3.4 Quantitative Analysis A quantitative analysis approach was undertaken to examine various parts of the data collected through the Google Form questionnaire. Initially, the responses gath- ered from the Google Form were exported to Google Sheets for comprehensive data management and analysis. Subsequently, relevant graphs and tables were generated to exemplify patterns and trends within the dataset. Graphical representations, such as histograms, pie charts, and bar graphs, were employed to illustrate the spread and distribution of demo- graphic variables such as age and gender, see examples in figure 6.7. Additionally, tables were constructed to provide a tabular overview of the demographic composi- tion and other pertinent variables within the dataset. 35 6. Process and Execution Figure 6.7: Examples of graphs from the quantitative analysis Furthermore, correlation analyses were conducted to explore potential relationships between different parameters. For instance, correlations between the size of the store and opinions on implementing a new system were investigated, as well as associations between age and perceived challenges in the current system. The quantitative analysis methodology employed in this study facilitated a compre- hensive exploration of the data collected in the questionnaire. By using statistical techniques and data visualization tools, insights were gained into various aspects of the research topic, enabling a nuanced understanding of the relationships and dynamics inherent in the dataset. 6.3.5 Requirements and Wishes Then a Requirements and Wishes list was crafted based on insights collected from various analyses, including the thematic analysis, quantitative analysis, hierarchical task analysis (HTA), and customer journey mapping. This comprehensive approach ensured that the resulting list effectively captured the user’s needs. Figure 6.8: The requirements with highest prioritisation score 36 6. Process and Execution The Requirements and Wishes list was structured into four distinct categories corre- sponding to different stages of the order fulfillment process: Process Step 1 - Receiv- ing Order, Process Step 2 - Handling and Packing Order, Process Step 3 - Handing Over Order, and Overarching System Pointers. This categorization facilitated a sys- tematic organization of requirements and wishes, aligning them with specific process steps and overarching system considerations. Under each category, relevant requirements and wishes were entered based on the insights derived from the preceding analyses. These requirements and wishes encom- passed a spectrum of considerations, ranging from functional specifications to user experience enhancements, thereby ensuring a comprehensive coverage of the user’s expectations. Moreover, each requirement and wish was assigned a numerical importance rating ranging from 1 to 5, with 1 indicating the least important and 5 denoting the highest priority. This prioritization scheme facilitated the identification of critical needs and allowed for strategic decision-making regarding resource allocation and system design. The needs with a 5 or 4 of importance level score were extracted from the list, see figure 6.8. For a holistic view of the list, see appendix C By synthesizing insights from multiple analytical approaches and stakeholder per- spectives, the Requirements and Wishes list served as a guiding framework for the subsequent phases of system design and implementation. 6.4 Ideation Ideation marks a pivotal phase in our process, where concepts are shaped and re- fined to align with project objectives and user needs. In this section, we explore our ideation methodology, encompassing various techniques including moodboard- ing, semantic keywords, brainstorming, prototyping, sketching, and 3D modeling. Through these methods, we aim to generate innovative ideas and concepts that inform the design and development of our same-day delivery system. Understanding the user landscape is fundamental to tailoring solutions that res- onate with the intended audience. The semantic Keywords provided a structured approach to distilling key attributes from our data into actionable design insights. Brainstorming served as the starting point for generating innovative solutions and refining project scope. Crucial for the project was prototyping, to refine user experi- ence and interface design. Sketching was essential in conceptualizing the design and functionality of the envisioned bi-product. To further visualise the bi-product with clarity and fidelity, we employed 3D modeling techniques using Blender software. In the next sections, we delve into each ideation methodology in detail, presenting the process and execution of our creative endeavors. 37 6. Process and Execution 6.4.1 Moodboard With the aim of refining the creative ideation process, the utilization of moodboards was used as a tool in visualizing diverse thematic atmospheres. In the context of this study, four distinct moodboards were crafted, each representing a unique mood. Following, a selection process ensued, aimed at identifying the most resonant moodboards for further development. Two moodboards were chosen from the initial pool. Through iterative deliberation, one final moodboard emerged, see figure 6.9. The final moodboard became our guide for the next steps in our creative journey. It helped us stay focused on the themes and feelings we wanted to convey, making sure our ideas stayed on track. Figure 6.9: Moodboard 6.4.2 Semantic keywords In our pursuit of methodical design ideation, we turned to the Semantic Keywords method as a means to distill key attributes from our gathered data into actionable design insights. Leveraging the digital design platform Figma, we constructed a blank page filled with adjectives that resonated with the essence of our collected data. Later we started grouping similar adjectives to unveil overarching thematic threads. For instance, descriptors like Professional, Serious, Reliable, and Dependable formed into a singular conceptual cluster. Subsequently, from each group, we carefully cherry-picked a representative keyword, 38 6. Process and Execution culminating in a concise yet comprehensive set of five pivotal words: Professional, Agile, Coherent, Obvious, and Fulfilling, see figure 6.10 for visual representation. Figure 6.10: Semantic Keywords Professional: The aesthetics are serious and the design feels reliable and depend- able. Agile: The system is quick and flexible, promoting the accessibility. Coherent: Consistent throughout the system with purposeful features that act logically. Obvious: Unmistakable and clean-cut information that creates a seamless human- computer interaction. Fulfilling: Satisfying or rewarding, encouraging meaning, success, and engagement Each word served as a guiding principle, informing and shaping our design decisions, ensuring alignment with the core values and aspirations gleaned from our semantic exploration. 6.4.3 Brainstorming To initiate the ideation and concept phase of this study, brainstorming emerged as the primary catalyst for generating innovative solutions and refining project scope. The initial brainstorming session aimed to delineate strategies for narrowing down the scope of the project to render it more manageable and feasible. Various ap- proaches were deliberated upon, including the selection of specific subsystems for focused attention or the exploration of broader, but less intricate, conceptual frame- works. The choice ended up in conceptualization of a user interface that encapsulated the three phases identified in the data gathering phase, receiving an order, handling and packing an order and handing over an order, see figure 6.11. The goal was to develop a comprehensive UI covering all phases while dedicating particular attention to one phase, such as the order receiving process. Later, the idea of complementing the UI with a physical product or bi-product to enhance efficiency and user experience was brought to life. Throughout the concept phase, intensive discussions and brainstorming sessions were conducted to refine the characteristics of the UI, discussing aspects such as color schemes, font selection, and structural composition. The requirements and wishes 39 6. Process and Execution with highest priority score was written on a whiteboard to serve as a guide, see figure 6.11. Figure 6.11: Brainstorm process of UI When the first draft of the UI was done, attention shifted towards brainstorming the design, functionality, and aesthetics of the envisioned bi-product, see figure 6.12. Whiteboard sessions facilitated collaborative ideation, providing a visual platform for creating ideas and iteratively refining conceptualizations. 40 6. Process and Execution Figure 6.12: Brainstorming session of bi-product 6.4.4 Prototyping In the pursuit of refining user experience and interface design, we adopted a sys- tematic approach leveraging prototyping methodologies. Our journey began with the creation of paper prototypes, see figures 6.13a and 6.13b, a foundational step aimed at visualizing and iterating upon the core elements of our application’s "home screen" and "order information" screens. These paper prototypes provided a tangi- ble canvas for exploring diverse design concepts tailored for both smartphone and desktop interfaces, serving as guide for subsequent development phases. Building upon the insights accumulated from our paper prototypes, we transitioned to digital platforms, with Figma serving as our primary tool for crafting low- and 41 6. Process and Execution (a) Mobile (b) Mobile Figure 6.13: Paper prototypes high-fidelity prototype. The prototyping process emerged as essential in our design methodology, enabling us to transcend conceptualization and manifest tangible, user-centric interfaces imbued with aesthetic elegance and functional integrity. 6.4.4.1 Low Fidelity Prototyping The low-fidelity (lo-fi) prototype evolved as a successor to the early wireframes created on paper, with the aim of establishing a more accessible starting point for the UI. Two variants were developed: one tailored for larger screens, such as desktops and laptops, and another optimized for smaller screens like smartphones or zebra scanners, see figure 6.14. To elevate the fidelity level from the preceding wireframes, we turned to the invalu- able guidelines outlined in Material M3, a comprehensive resource detailing best practices for crafting intuitive user interfaces. These guidelines cover various aspects including padding, margins, buttons, menus, grids, and other components, offering a robust framework for ensuring consistency and coherence across our interface design. In preserving a lo-fi quality, our focus remained on crafting a tangible design with placeholder boxes and text, with size and functionality as a priority, see figure 6.14. This approach allowed us to view the different screens holistically and assess their coherence with each other. By ensuring that all essential functionality was in place, we facilitated a smoother transition into a high-fidelity prototype. 6.4.4.2 High fidelity prototyping During the high-fidelity stage, our focus shifted towards transforming complete func- tionality and wireframe structures into a cohesive visual experience characterized by a distinct design identity. To accomplish this, our companyťs subsidiary provided us with guidelines aligned with their existing design profile. Additionally, "Material M3" complemented these guidelines by offering insights into color selection, facili- tating further exploration of how to utilize primary, secondary, and tertiary colors across various contexts. By adhering to both the subsidiary’s design profile and 42 6. Process and Execution (a) Desktop (b) Mobile Figure 6.14: Low fidelity prototypes the guidance from Material M3, we curated a harmonious color theme that not only elevated visual appeal but also encouraged user engagement and streamlined navigation, see figure, see figure 6.15. In our pursuit of creating a clear design and brand identity while optimizing user ex- perience, significant effort was dedicated to maintaining design consistency through- out the UI. This consistency extended to text hierarchy, button designs, and color schemes, effectively signaling the importance of different elements within the inter- face, see figure 6.15. (a) Desktop (b) Mobile Figure 6.15: High fidelity prototypes Throughout our prototyping journey, we embraced a culture of iteration and refine- ment, continuously iterating on the UI, integrating emerging functionalities, and 43 6. Process and Execution incorporating newfound insights. Each iteration propelled us closer to our design objectives, fostering a dynamic dialogue between design theory and real-world appli- cation. This iterative approach also facilitated the establishment of coherence across interfaces of different sizes, particularly in determining the functionality to include on smaller screens. 6.4.4.3 High fidelity iteration For the prototype iteration phase of our project, we focused on refining the initial prototypes based on the feedback received from the user testing phase. The process involved several key steps: Firstly, we gathered the feedback obtained from the evaluation and categorized it into two text sections, one containing negative feedback and suggested improvements, and another containing positive feedback. Next, we reviewed all 56 pointers of potential improvements identified during the evaluation process. This comprehensive review helped us identify areas for enhance- ment across the entire concept. After analyzing the feedback, we created new suggestions and improved versions of various elements, such as text clues, the addition of a map feature, buttons, notifications, and the integration of a customer contact option, see figure 6.16. These enhancements were aimed at addressing the identified usability issues and enhancing the overall user experience. (a) old version (b) Iterated ver- sion Figure 6.16: iteration: order completion view During discussions within our team, new functionalities were discovered, and some features were excluded based on their relevance and feasibility. For instance, it was determined that notifications should disappear automatically without requiring user dismissal in the smartphone version, streamlining the user experience. Finally, we grouped the feedback, suggestions, and improvements to develop an 44 6. Process and Execution improved concept and a high-fidelity prototype. This prototype represented the cul- mination of our iterative design process, incorporating user feedback and innovative ideas to create a more refined and user-friendly interface. By following this iterative approach, we ensured that our final prototype addressed the needs and preferences of our target users, leading to a more effective and usable solution for the project. 6.4.5 Sketching When the needed funtionality for the bi-product was set, a sketching phase was started. The sketches was made with pen and paper and the goal was to create as real a concept as possible. Since the idea of how the product would work was concrete, the sketches served as a tool to create different designs that all of which met the requirements. Three different suggestions was created and the dot-voting method was used to select one concept to further develop. One of the examples can be viewed in figure 6.17 45 6. Process and Execution Figure 6.17: example of bi-product sketch 46 6. Process and Execution 6.4.6 Computer aided sketching In the process to visualize the envisioned bi-product with clarity and fidelity, the method of 3D modeling emerged as the preferred approach, leveraging the capa- bilities of Blender software. The 3D modeling process started with the creation of rudimentary shapes, serving as foundational prototypes to decide the spatial di- mensions and relative placement of the product components. This initial phase facilitated a tangible comprehension of scale and spatial relationships, laying the groundwork for subsequent refinements. Following the establishment of basic geometries, refine and iterating upon the prod- uct’s aesthetic attributes. Through the manipulation of materials, colors, and sizes, the appearance of the bi-product underwent iterative enhancements, culminating in a refined visual representation that aligned with project objectives and design aspirations, see figure 6.18. Figure 6.18: Final visual design of bi-product In the final phase of 3D modeling, renditions of the bi-product were generated within varied environmental contexts and compositions. These renderings served to contextualize the product within diverse scenarios, offering insights into its visual impact and functional integration within different settings. 6.4.7 Mockups As part of our process, mockups were carefully crafted using Adobe Photoshop, see figure 6.19 to represent the mobile and desktop versions, as well as displaying the physical product. These mockups underwent a high-fidelity transformation, integrat- ing them into environments with appropriate screen sizes. The mockup assets used 47 6. Process and Execution were pre-made and consisted of 3D renders with empty screens, ready for manipula- tion within Photoshop. Adjustments were made to background colors, lighting, and shadows to ensure consistency and realism. These mockups were essential in provid- ing viewers with the context needed to understand the prototypes effectively, thereby enhancing the overall comprehension and tangibility of our project’s progress and objectives. Figure 6.19: Workflow in creating mockups 6.5 Evaluation During the evaluation stage, the concept was tested against the user requirements and wishes. This stage examines the outcomes against predefined criteria to deter- mine the success in achieving a concept that will enhance the user experience. 6.5.1 User testing User testing was conducted as a crucial part of evaluating the effectiveness of the proposed prototypes for our user interface. The aim was to gather feedback on the usability and functionality of the interface from a diverse group of parti