From Spreadsheet to User-Centered Solution: Redesigning an Operational Process at Atalaia

Aldair Garros Carvalho; Everton Gomede

DOI: 10.22167/2675-6528-202602610

Article derived from a Course Conclusion Work (TCC), with content based on the student’s original work and adapted to the editorial format of the E&S Magazine with the support of the ResumeAI tool, an artificial intelligence solution developed by Instituto Pecege for textual synthesis and organization.

Summary

The redesign of the operational communication process in a Watchtower, which used spreadsheets with macros and emails to inform maneuver forecasts, was analyzed. It was identified that the process was manual, slow, error-prone, and generated overload for operators and dissatisfaction for users. The objective was to propose a more efficient solution aligned with the needs of those involved. To this end, action research was adopted, guided by the Design Thinking methodology, structured in the phases of empathy, definition, ideation, prototyping, and testing. The investigation included professional experience, interviews with operators and practitioners, contextual observation, analysis of operational records, persona construction, and usability testing. The results revealed the centrality of maneuver forecasting in the Watchtower’s routine and the limitations of legacy tools. A user-centered web prototype was developed, with automatic data import, multiple visualization methods, and independent access from Internet connection. In tests, the new solution reduced the average report preparation time by 82%, from 11.4 to 1.6 minutes. It was concluded that the application of Design Thinking can modernize the process, prevent errors, increase efficiency, and enhance the quality of operational communication.

Keywords: Process automation; Operational communication; Design Thinking; Action research; Usability.

1. Introduction

The port sector exerts significant influence both locally and nationally, generating substantial economic, social, and environmental impacts, as highlighted by Santos (2022). In this context, the organizational and administrative structure known as Atalaia is responsible for promoting, coordinating, controlling, and supporting the pilot service to vessels within a pilotage zone, efficiently and uninterruptedly (NORMAM-311/DPC, 2026). Annually, a significant increase in port movements is observed, according to data released by the National Waterway Transport Agency (ANTAQ, 2025), which highlights the growing complexity of the challenges faced by the sector and the need for control centers prepared to fulfill their responsibilities efficiently and effectively.

The Atalaia Control Room, the focus of this study, uses an operating system based on customized spreadsheets with macros, filled manually by operators. This process culminates in sending an email containing a static image of a table, which presents the maneuvers performed in the current tide interval, the forecast of maneuvers for the next tide intervals, and the roster of pilots in operation. This image is the main resource for informing professionals about port movements.

The researcher’s professional experience on-site, spanning over a decade, and their interest in contributing to the adoption of new technologies and improvements, revealed that the operational communication process was excessively manual, slow, error-prone, and dependent on rework. This scenario generated overload for operators and dissatisfaction among end-users. It is observed that about ninety-four percent of spreadsheets in use contain errors (Poon et al., 2024), which are not always easily identifiable, and there is excessive user confidence, as they are unaware of existing flaws (Panko, 2015). Although spreadsheet development shares similarities with programming, software engineering is distinguished by the application of well-founded and systematic techniques and methodologies for managing complex problems (Hermans and Murphy-Hill, 2015).

The study was proposed after the observation that the legacy tools in use do not satisfactorily meet the quality demands required of an Atalaia. Therefore, the intention to develop a system with a software architecture aligned with user needs (Keeling, 2017) is justified. To address this problem, the application of the Design Thinking methodology was defined, characterized by solving problems creatively, focusing on people’s real needs and identifying more effective solutions (Brown, 2020). Recent empirical studies demonstrate the effectiveness of this methodology in promoting creativity and self-confidence, contributing to the development of innovations (Rösch et al., 2023).

This study aimed to analyze and demonstrate how the application of Design Thinking principles can contribute to the development of a system capable of meeting the quality requirements of a Watchtower and addressing the modernization needs of its Control Room’s operational processes, specifically regarding the communication of information required by pilots for the adequate execution of their activities.

2. Material and Methods

The present study adopted action research as a methodological strategy, as advocated by Thiollent (2025), which emphasizes the continuous interaction between the researcher and the investigated context. The conception and organization of the research were guided by the Design Thinking (DT) methodology, formally presented by Herbert Simon in 1969 and popularized by Brown (2020). The approach followed the five phases proposed by the Hasso Plattner Institute of Design, which include empathy, definition, ideation, prototyping, and testing (Gwangwava, 2021).

The investigation was carried out in the Control Room of an Atalaia, an organization responsible for supporting pilotage services. The participants were divided into two groups: the first, composed of four operators, representing one-third of the total Atalaia team; and the second, with three pilots, corresponding to 10% of the pilot staff of the Pilotage Zone (ZP) in question. The participant selection criterion was based on availability to collaborate with the study.

In the empathy phase, a survey of the situation and stakeholders’ expectations was conducted, as suggested by Häger et al. (2014). Data were collected through the researcher’s professional experience, who worked as an operator in the Control Room for over a decade (between 2009 and 2024). Additionally, ethnographic interviews were conducted with operators and practitioners, and contextual observations were made, including the analysis of records of all maneuver forecast report submissions in the year 2025.

For the definition phase, the collected material was analyzed with the objective of identifying opportunities and problems, using tools and techniques that stimulate creativity (Moreira, 2018). This process included defining user groups, creating personas, the Empathy Map, the Persona Journey, the Affinity Map, the Observations for Insights tool, and the How Might We [HMW] questions, as described by Vianna et al. (2012).

The ideation phase focused on conceptualizing solutions based on understanding user problems and needs. To aid in idea generation, the Brainstorming technique was applied (Cavalcanti, 2026). Subsequently, ideas were evaluated and selected using the Effort-Impact Matrix, prioritizing solutions with the greatest potential impact and lowest resource demand, as guided by Vianna et al. (2012).

In the prototyping phase, low-fidelity prototype sketches were created by hand, serving as the basis for the creation of high-fidelity models. These prototypes were presented with visualization on mobile devices, the main means of access for practitioners. Interfaces were developed for report feeding, with an algorithm for automatic data import from the internal system, and a service scale manager with functionalities for importing, drag and drop, copying, applying points, and updating positions, aiming to optimize the forecast update process. The Single Page Application (SPA) architecture was adopted for development (Scott Junior, 2015; Torres, 2023).

The testing phase involved experimenting with the prototypes with real users in the Atalaia Control Room. Usability tests were conducted through direct observation of user interaction with the prototypes, and feedback sessions were held to collect participants’ opinions and suggestions. The results were systematically recorded using the Feedback Matrix (Melo and Abelheira, 2015). For quantitative analysis, twenty usability tests were timed with the four participating operators, comparing the report preparation time with the system under test and with the legacy spreadsheet.

The system’s offline functionality was enabled through Progressive Web App (PWA) technology, allowing access to the latest locally stored information, even without an internet connection. Operators participated in individual sessions to evaluate the interface’s usability without prior guidance, which allowed for the identification of areas for improvement in menu layout, function location, button naming, and error message clarity, resulting in iterative revisions and simplifications.

3. Results and Discussion

The initial analysis of the operational communication process at Atalaia, based on the researcher’s professional experience and interviews with operators and practitioners, revealed a scenario of inefficiency and dissatisfaction. It was observed that the Control Room used an Excel spreadsheet with macros, developed by an operator in 2010, to manage and communicate maneuver forecasts. This tool, although an innovation at the time, had significant limitations, such as dependence on a single programmer for maintenance and susceptibility to errors caused by unintentional user changes. The researcher’s practical experience, having worked in the Control Room for fifteen years between 2009 and 2024, allowed for a deep understanding of the daily interactions and challenges faced.

The maneuver forecast spreadsheet, considered the synthesis of the most relevant information for pilots, contained details about four tides, amplitude, schedules, ship names, credits, assigned pilots and their scores, as well as service scales and fields for notices. Implemented automations, such as auto-formatting, image export, and email creation, aimed to optimize the process. However, manual data entry, copied from a complex web system, was time-consuming and prone to errors, generating complaints and conflicts. The spreadsheet was updated every three hours or whenever there were changes, with sending done via JPEG image via email and web platform, which, although providing a historical record, did not resolve the issue of information dynamism.

The data collected through interviews were grouped by affinity, revealing the “pains” and “challenges” of operators and practitioners. Operators expressed concern about the time consumed in manual and repetitive filling, the fragility of the current tool, and the constant possibility of human errors. Maneuver forecasting, although central, was an intensive manual process, requiring the copying of data from the web system to the spreadsheet, with typing of information such as tide, time, height, amplitude, and details of each maneuver. This complexity, added to differentiated procedures for some practitioners, increased the propensity for errors and bureaucracy.

Regarding decision-making criteria, task prioritization was guided by factors such as risk, time, and operational impact, highlighting the critical nature of the sector. Urgency was linked to short deadlines and the need for agility in communication with practitioners, ships, boats, and tugboats. Safety was a paramount factor, involving the monitoring of movements and communication via VHF radio. Operators’ expectations for a new tool included modernization, shorter workflows, and a dynamic and intuitive interface, with automation of maneuver prediction to free up time and focus for higher-value activities.

In the group of practitioners, challenges focused on the accessibility, reliability, and completeness of information. Inconsistent internet connectivity at sea forced them to request the forecast as an image file via email or messaging app. The dynamic nature of the forecast, with frequent changes in maneuvers, schedules, and scores, generated continuous dependence on Atalaia and impacted planning. Reliability issues, such as incorrect scores or outdated schedules, were frequently mentioned. Practitioners valued professionalism, agility, precision, clarity, and consistency, essential characteristics for the safety and efficiency of operations.

The practitioners’ needs went beyond the information contained in the current spreadsheet, encompassing data such as deadweight tonnage (DWT), draft, loading point, safe mooring of the heads, and the recommended number of tugboats. Tide heights and the history of ship failures were also cited as relevant information, which was currently only obtained by direct request to Atalaia. Desires such as update notifications, dedicated chat, and a document repository indicated the search for a more comprehensive and interactive system. However, the research also revealed resistance to change from more experienced practitioners, who preferred to maintain the current format, despite acknowledging its deficiencies.

The quantitative analysis of forecast log entries, referring to the year 2025, demonstrated the intensity of the workflow at Atalaia. 7,937 submissions were recorded, with an average of 21.7 submissions per day and an average interval of 1 hour and 6 minutes between them. Disregarding the 933 occurrences of submissions with an interval of less than 10 minutes, which constituted corrections and represented 11.8% of the total, the adjusted annual number of forecasts was 7,004, with a daily average of 19.2 submissions and an average interval of 1 hour and 15 minutes. The presence of 290 occurrences with an interval greater than 3 hours, representing 4.1% of the total, highlighted operational bottlenecks, especially considering the guideline of one submission every three hours.

Phase 2: Definition

In the Definition phase, the objective was to interpret and make sense of the collected information, identifying patterns and latent needs. The construction of personas, such as Bárbara (operator) and Kennedy (practical), allowed for an understanding of the users’ personal, social, professional, and intellectual characteristics. Bárbara, 35 years old, extroverted and communicative, desired a simpler job, without errors, and felt overwhelmed and demotivated by the complexity of the systems and the perception of being blamed for failures. Kennedy, 60 years old, serious and professional, sought updated and correct information to perform maneuvers with precision, but became frustrated with the delay in updates and frequent errors in reports.

The Empathy Map deepened the understanding of perceptions and behaviors. Operators expressed that their work requires a lot of attention to avoid errors, they constantly seek information and fill out spreadsheets manually. They think they try hard, but accuracy is almost impossible, feeling unfairly blamed and demotivated. Practitioners, on the other hand, desire more information and diligence from Atalaia, seeking frequent updates and accessing internal systems, but feel insecure with maneuver prediction and frustrated with Atalaia’s commitment. This tool revealed that, despite the operators’ efforts, the complexity of the processes made it difficult to fulfill their tasks, while practitioners sought secure and updated information.

The operator persona’s journey, detailed in Table 4, highlighted the complexity of the work, which involves multiple interdependent tasks and requires constant attention. The inability to export data from the main system forced manual filling of spreadsheets, increasing the risk of errors and rework. Communication with pilots and agents was crucial to ensure respect for preferences and correct application of rules. The need for repetition and constant updating of forecasts, due to frequent operational changes, generated overload and pressure. The operator’s journey pointed to clear opportunities for improvement in automation, system integration, and communication, aiming to reduce errors and optimize time.

The journey of the practitioner persona, presented in Table 5, revealed a dynamic workflow that demands organization, flexibility, and effective communication with Atalaia. Practitioners faced challenges related to schedule unpredictability and the need for advance planning, making it essential to monitor the latest information. The decision on where to stay after the service depended on the scheduling of the next job, indicating that the journey extended beyond execution. This analysis highlighted opportunities for automation in communication and information updates, which could reduce rework and optimize the practitioner’s time, enhancing their experience and system efficiency.

The Affinity Map, synthesized in Tables 6 and 7, grouped the reports by common characteristics. For the operators, “overloads” included the desire for simpler work, constant rework due to changes in forecasts, and the difficulty of updating schedules manually. “Challenges” involved the need to streamline procedures, the time spent on manual completion, scenario anticipation, and system complexity. “Demands” focused on updating practitioners and applying standards, while “fears” encompassed the neglect of information, discomfort in proposing improvements, and the belief that the operator is always to blame.

For practitioners, “needs” included Atalaia’s support during maneuvers and offline access to forecasts. “Dissatisfactions” were the lack of prior notice for night work and errors in punctuation and scheduling. “Shortcomings” pointed to the need for a more efficient interface, more information about terminal operations, guidance, and failure history. “Customs” revealed the frequency with which they consulted the report and the preference for no changes, despite seeking errors. This Definition stage, therefore, consolidated the understanding that existing tools were insufficient, generating dissatisfaction and distrust, and that automation was crucial to mitigate errors and optimize time.

Phase 3: Ideation

The Ideation phase aimed to conceptualize solutions based on a deep understanding of user problems and needs. The Brainstorming tool was applied to generate a wide range of ideas, as presented in Table 10. The proposals ranged from improving the existing spreadsheet, with automatic error checking, to developing a tailor-made system that would facilitate data entry and validation. Other ideas included requesting data export tools or access to the internal system’s database, creating algorithms for information extraction, and developing a system capable of managing multiple tide scenarios.

To mitigate errors related to technical standards, functions in the spreadsheet or a dedicated system were suggested to evaluate the maneuver forecast report data. The issue of offline access was addressed with the idea of automatically sending the forecast via messaging applications or developing a system with the capacity to function without internet access, such as a Progressive Web App (PWA). To improve the quality and reliability of information, a system was proposed that would validate the data and allow practitioners to consult real-time updates. The availability of more information without overloading the interface was considered through interactive features or additional reports, and the visualization of forecasts could be offered in multiple forms, including one that mimicked the current spreadsheet.

The Effort-Impact Positioning Matrix, shown in Table 11, was used to select the most promising ideas, prioritizing those with higher impact and lower effort, given the individual project conduction. Ideas such as the development of a tailor-made system, the creation of a data extraction algorithm, and the implementation of a system with offline capability were classified as high impact. Although the possibility of improving the Excel spreadsheet or consulting the main software company was considered, the operators’ preference for a customized solution and the company’s refusal to develop new functionalities directed the focus towards the creation of a new system.

Phase 4: Prototyping

In the Prototyping phase, low-fidelity and high-fidelity prototypes were developed to visualize the proposed solutions. Initially, hand sketches guided the creation of more detailed models. Subsequently, high-fidelity prototypes, such as those presented in Figure 3, were displayed in previews for mobile devices, recognizing that this is the primary access method for practitioners. The new visualization approach dynamically presented maneuver predictions, allowing for interactivity, such as dragging tide event frames to reveal corresponding service scales, displaying the state before and after maneuvers. This configuration optimized readability and allowed for the inclusion of additional information without overwhelming the interface.

The prototype presentations generated suggestions from managers, practitioners, and operators regarding visual indicators, colors, and font sizes. An alternative visualization with fewer details was proposed, in addition to the version that simulated the Excel spreadsheet, to cater to individual preferences and provide a cleaner overview. In subsequent meetings, functionalities such as sharing important observations and pinning critical alerts on the interface were incorporated. Drafts for large screens were also presented, demonstrating the dynamic and responsive adaptation of the interface for the Control Room monitors, which would display maneuver forecasts along with the bulletin board and observations.

The third presentation meeting focused on the operator’s experience, showcasing interfaces for report input. A key feature highlighted was the automatic import of information through an algorithm that extracted data from the internal system’s maneuver viewing page. A service schedule manager was presented with functionalities such as import, drag and drop, copy, apply points, and update positions according to the norms. These solutions were implemented to optimize the continuous process of updating forecasts, making them instantly available to pilots, and freeing up operators for other operational demands, demonstrating the potential of prototyping to refine and validate ideas.

Phase 5: Test

The Testing phase was crucial for validating the proposed solutions, involving experimentation with real users in the Atalaia Control Room. Usability tests resulted in the creation of intuitive and efficient experiences, a fundamental aspect for the success of digital initiatives (Melo and Abelheira, 2015). Users were invited to share their impressions, including praise, criticism, and doubts, which were systematically noted in the Feedback Matrix, according to the model shown in Figure 4. This iterative approach allowed for continuous improvement of the interface development, making it simple, objective, and intuitive.

From a software engineering perspective, the adoption of the Single Page Application (SPA) architecture was fundamental for performance, scalability, and user experience. As Scott Junior (2015) and Torres (2023) point out, SPA promotes efficiencies in design, code maintenance, and development time, allowing updates and navigation to be processed locally, reducing page reloads and perceived latency. This architecture enabled modern interfaces and dynamic functionalities, such as automatic data updates and real-time management, aligning with the requirements identified in the previous project phases.

Individual usability sessions with operators revealed initial difficulties in locating functions and button nomenclature, which led to the creation of shortcuts, reorganization of menus, revision of texts, and simplification of instructions. After the adjustments, operators expressed satisfaction, especially with the automatic data import functions, which provided greater availability for other activities. The simplification in assigning practitioners and the automatic generation of schedules, with correct score calculation and position adjustment, were highlighted. Easier navigation and intuitive visualization of forecasts contributed to a more efficient experience, with the potential to speed up the process, reduce errors, and optimize cognitive resources.

For a quantitative analysis, twenty usability tests were timed with the four operators, comparing the average time spent preparing the maneuver forecast report between the Excel spreadsheet method and the new system. The results, illustrated in Figure 5 of the original TCC, showed an 82% reduction in average time, which dropped from 11.4 minutes in Excel to just 1.6 minutes in the SPA system. This time saving, combined with improved data accuracy and reduced inbox overload for recipients, reinforces the importance of the new tool for optimizing Atalaia’s workflow, which recorded 7,937 forecast submissions in 2025, with an average interval of 1 hour and 6 minutes.

Access for practitioners to the system was simplified and limited to consulting information on maneuver forecasts and observations. Several testing cycles with practitioners resulted in four distinct models for viewing the forecast report, two of which included additional display options. The viewing mode that simulated the spreadsheet structure was finalized with precision and met the expectations of users familiar with this format, providing immediate access to the most up-to-date version of the report and eliminating the need to wait for emails or messaging app dispatches. The offline functionality, enabled by Progressive Web App (PWA) technology, allowed for agile and efficient access to the system even without an internet connection, loading the latest locally stored information and offering notifications, in addition to the possibility of installing a shortcut on the mobile devices’ home screen.

In summary, the application of the Design Thinking methodology allowed for a deep understanding of the inefficiencies and needs of the operational communication process at Atalaia. The development of a user-centered web prototype, with automatic data import, multiple visualization methods, and offline access, demonstrated an 82% reduction in the average report preparation time, from 11.4 to 1.6 minutes. This solution represents a significant advance in modernizing the process, preventing errors, increasing efficiency, and improving the quality of operational communication, meeting Atalaia’s modernization and quality objectives.

4. Conclusion

This study analyzed the application of Design Thinking principles for the development of a system capable of meeting quality requirements and modernizing the operational communication processes of a Control Room of a Lighthouse, focusing on the information required by pilots. It was found that the previous process, based on spreadsheets with macros and emails, was manual, slow, error-prone, and generated overload for operators and dissatisfaction for users. The Design Thinking methodology, with its phases of empathy, definition, ideation, prototyping, and testing, allowed for a deep understanding of the needs and challenges of those involved. As a result, a user-centered web prototype was developed, which incorporated automatic data import, multiple visualization methods, and offline access. In usability tests, a reduction of 82% in the average report preparation time was observed, which decreased from 11.4 to 1.6 minutes, demonstrating a significant advancement in operational efficiency and communication quality.

Despite the solution’s transformative potential, the product was not fully completed by the end of this work, and some resistance to change was identified among more experienced practitioners. However, the application of Design Thinking contributed to modernizing the process, preventing errors, and increasing efficiency, in addition to enhancing the quality of operational communication. It is recommended to complete the development and implement the solution in a real operational environment for longitudinal evaluations of performance, usability, and acceptance. It is also suggested to investigate integration with the Atalaia internal system to reduce redundancies and explore complementary functionalities, such as real-time notifications and operational rule validation mechanisms, as well as future research to measure the impact on indicators such as update time and user satisfaction.

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Article originating from the Final Course Work of the Specialization in Software Engineering of the MBA USP/Esalq

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