Legal Workflow App

Our charter: align print to the path of work in the Office of the Future. Starting with medium to large-sized law firms around the globe.



Because we were crucnched for time and did not want the experience to suffer, the team and I decided to use a Lean UX Process.

Lean UX is focused on the experience under design and is less focused on deliverables than traditional UX. It requires a greater level of collaboration with the entire team. The core objective is to focus on obtaining feedback as early as possible so that it can be used to make quick decisions. The nature of Agile development is to work in rapid, iterative cycles and Lean UX mimics these cycles to ensure that data generated can be used in each iteration.

Problem Statement


Our preliminary findings tied to problem statements and design intent:

Legal professionals spend majority of their time at their workstation

  • Paralegals (target research customer) spend 8+ hours a day on their desktops performing,
  • Case/client management + Billing
  • Document editing and review (bate stamping, labelling, redacting)
  • Document Assembly for trial
  • Initiating print/scan processes

Print/Scan processes are critical to a paralegals workflow and will continue 

A paralegal’s daily workflow in a legal office entails printing and scanning processes that are critical to their trial preparations as well as document management.

The MFP’s location, proximity and ease of use matters to paralegals

90% of the paralegals mentioned that the location of the MFP, as well as the solutions offered streamlines their vertical workflows on a daily basis.

Document printing, capture and route immediacy is key

Over 50% of the paralegals wants to access their documents (from different apps), as well as route to different apps (in one-click) from the MFP.

Internal Alignment On The Effort


This was the first project of this type for HP- a User Centered product design and development. Stakeholder alignment and engagement was key. I started with stakeholder  interviews and held a few Design Sprint workshops.

I got to know what was on their minds; how each of them measured success- both individually and as a group.

Value + Market


Because UX design took a leadership role on this project, I used market size and value proposition framing as a way to align leadership on experience goals.

We also grouped together trend the analysis and key features into larger themes and target groups. This provided ELT a easily digested level of information - tying the experience design to the features and user groups.


Personas + Journeys = Workflow Analysis

Although we wanted to move quickly, we had to balance internal communication and alignment with deliverable.  The team needed to feel confident that we understood our user, their workflows and product needs. We kept it light, but we used these two deliverable to really keep the user anchored in the design process


A/B Testing - Data Based Design

To further build confidence, we took a very rigorous A/B testing approach with medium fidelity prototypes. We visited 18 different law firms and tested in person.

We conducted another 22 direct testing sessions over Skype. We were quickly able to roll the results into the prototypes as we went - the design evolved at a rapid pace based on user feedback



More than high user adoption rates, we completely revamped the way apps are created at HP. The team had a great time and I was honored to take them through a successful Human Centered Design process that was heavily research based.