Hub de Obras | Marco Vinicius

01

Project at a glance

The problem: Information scattered across spreadsheets and isolated tools made communication and project tracking difficult.
My contribution: AI-first design · Design leadership · User research · Information architecture
Product stage: Under development, with user feedback and initial estimates of operational gains that have not been measured.

02

My role and project context

Company: Confidential
Role: Senior Product Designer
Collaboration: Two junior designers, a product manager, and teams responsible for shipyard operations, ship projects, and finance.
Stage: In development · Not yet launched

03

The challenge

Managing ship projects and maintenance involved multiple teams and external contractors. Information was distributed across spreadsheets and tools without centralized communication.

An external consultancy was already mapping processes. Teams had taken part in extensive interviews, and scope continued to change. The challenge was to use this knowledge and investigate only the additional points needed to design an MVP.

Original interface and proposed design

Hub de Obras dashboard bringing project information into a single interface

Drag the divider to compare, or use the arrow keys.

04

Design decisions

Build on existing discovery

Why it mattered: Repeating lengthy interviews could overburden teams already participating in process mapping.
What I did: I worked with the client and product manager to use the consultancy’s discovery findings as a starting point. I added targeted interviews with shipyard operations, project, and finance teams.

Organize design by module

Why it mattered: Scope was expanding while processes were still being defined.
What I did: I applied the Double Diamond framework to each module to structure the design process and communicate deliverables to stakeholders.

Design workflows around day-to-day work

Why it mattered: Tracking project progress involved approvals, changes, and updates from field teams.
What I did: Working with the team, I designed workflows that connect change management with progress tracking on desktop and mobile.

05

The solution

Hub de Obras interface for managing change requests — Change management flow to organize requests, approvals and outstanding items.
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Hub de Obras mobile interface for field teams — Project tracking view designed around the needs of both field and office teams.
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06

User feedback and expected gains

Fit with everyday work

Real-time user feedback suggests that the proposed experience fits the way teams actually work.

Perceived operational gains

The team sees potential to simplify tasks and save time based on discussions with users. These perceptions are not measurements.

Solution objectives

Centralize information, make data easier to find and connect change management with project tracking.

07

Lessons learned

Use existing knowledge

The consultancy’s research helped focus design discussions without repeating the entire discovery process.

Work with evolving scope

Organizing design by module helped structure work while new needs were being discussed.

Design for different ways of working

Discussions with shipyard operations, project, and finance teams helped account for their different needs in the interface.

From spreadsheets to connected ship project management