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Design Innovation Methodology Handbook Embedding Design in Organisations Developed and Designed by Carlye Lauff, Wee Yu Hui, Kenneth Teo, Sabrina Png, Amanda Swee, Arianne Collopy, Brandon Vargas, and Kristin L. Wood Design Innovation (DI) Methodology Handbook Embedding Design in Organisations Published by Design Innovation Programme/Team, Singapore University of Technology and Design-Massachusetts Institute of Technology International Design Centre (SUTD-MIT IDC) 8 Somapah Road Singapore 487372 ISBN: 978-981-18-1207-1 Copyright © 2021 Kristin L. Wood. All rights reserved. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means without the prior permission of the copyright owner. Although the publisher and authors have used reasonable care in preparing this book, the information it contains is distributed "as is" and without warranties of any kind. This book is not intended as legal or financial advice, and not all of the recommendations may be suitable for your situation. Professional legal and financial advisors should be consulted, as needed. Neither the publisher nor the authors shall be liable for any costs, expenses, or damages resulting from use of or reliance on the information contained in this book. The Internet addresses listed in the text were accurate at the time of publication. The inclusion of a website does not indicate an endorsement by the authors, the Singapore University of Technology and Design, or CU Denver. No guarantee is provided regarding the accuracy of the information presented at these sites. Developed and Designed by Carlye Lauff, Wee Yu Hui, Kenneth Teo, Sabrina Png, Amanda Swee, Arianne Collopy, Brandon Vargas, and Kristin L. Wood. Print production facilitated by Justin Noah Chua. June 2021: First Edition Printed in Singapore. DT ST Foreword We are on a design journey. Business, education, in transportation, smart and loveable cities, readers and partners to push the the boundaries of society, and community are at the center of this threats of terrorism, ethnic and religious tensions, human-centered systems innovation across ones journey. In the words of the Prime Minister of and economic uncertainty. Design Innovation entire portfolio and strategic plan. In doing so, the Singapore, “Singapore is a nation by design. holds an optimism, an “Also Can,” and a promise to future will be bright, and we will have an impact Nothing we have today is natural, or happened by confront and overcome these challenges. beyond anything we can imagine or foresee. We itself... Now, as a first world country, design wish you the very best as you embrace your thinking will be critical for us to transform The Design Innovation Methodology handbook personal Design Innovation journey. To Design Singapore again, and to stay an outstanding city in represents a contribution to our design journey. Innovation, and Beyond!! the world. Actually, there are many other policies This handbook was developed by a number of which will benefit from your design thinking. If you contributors from the United States and think about it, healthcare, education, CPF, national Singapore. Through a co-creation effort and service and even our political system.” common interests to innovate together, the intent is to make a difference for all persons in our The ideas expressed by the Prime Minister focus on communities and society. Readers are provided the design journey, as a concept, known in the with a meaningful and practical guide, reference Prof. Kristin L. Wood popular vernacular as Design Thinking, or, more booklet, and living document in which to engage Founding SUTD Engineering Product Development broadly, what we refer to as Design Innovation. This Design Innovation at the apex of Design Thinking Pillar Head; journey is a vision for the future, no matter what and Systems Thinking, and beyond. American Society of Mechanical Engineering Fellow; country or community in which we reside. We are Director, Design Innovation Programme, SUTD; fraught with the grandest of global and national Appreciation is conveyed to all of the contributors Senior Associate Dean, College of Engineering, challenges, such as an ageing population, in developing this handbook. We sincerely hope Design and Computing, University of Colorado environmental crises, needs for transformation that this guide will inspire and embolden all Denver | Anschutz Medical Campus Hello There! Preface Who is this This booklet serves as a reference guide for: Handbook for? Management direction in driving Design Innovation In-house design teams in approaching design Innovators and entrepreneurs of all types playing a part in design Why is this This handbook shares the design innovation journey and curates How Might We the processes, tools and methodology that were used through an Handbook relevant interdisciplinary approach in solving complex problems. to the reader? Beyond being a tool for reference, we hope this handbook will Impact our community, our region and inspire other project teams who are interested to develop a design culture that combines a human-centred and system relations beyond through Design Innovation? approach in their project. (A How Might We statement is often used to question To (re)define Design Innovation and its (influence) value in the existing designs and prompt designers and engineers for What Learning design eco-system, by understanding the lifecycle of a project change or action.) Objectives does this and challenging the status quo towards innovation Handbook offer? To influence our ways of thinking by changing our mindsets and breaking the traditional silos To identify and empathise with the users and stakeholders throughout the lifecycle of the projects To constantly remain relevant in changing times while creatively solving complex problems. Contents Introduction Design Innovation Methodology 1 Section 1: People 4 Stakeholder Landscape 5 Design Innovation Catalyst 7 Section 2: Process 10 Design Innovation Process Framework 11 Section 3: Mindsets 14 Section 4: Principles 18 Design Thinking Principles 19 Systems Thinking Principles 21 Section 5: Methods 24 Design Thinking + Systems Thinking 25 Method Flow Chart 27 Design Signature 29 Methods Discover 31 Methods Deliver 137 Design Thinking: Systems Thinking: Design Thinking: Systems Thinking: User Interviews 33 Stakeholder Mapping 47 Prototyping Canvas 139 Scaled Model 157 Site Analysis 39 Influence Diagram 49 Storyboarding 145 Immersive Virtual 159 Empathic Lead User 41 Benchmarking 53 Mockups 147 Reality/Augmented (Paper Prototypes) Reality User Journey Map 43 2 x 2 Feedback Matrix 153 Desktop Walkthrough 161 Pitching 155 Define 61 Design Thinking: Systems Thinking: Affinity Analysis 63 Service/UX Blueprinting 85 Section 6: References & Resources* 163 Personas 69 House of Quality 87 *The reference numbers that appear throughout the handbook follow the numbering in the 'References & Resources' section. Scenarios 73 System Architecture 89 Activity Diagram 77 Ishikawa Diagram 91 Hierarchy of Purpose 83 Systems Function Model 93 Develop 101 Design Thinking: Systems Thinking: Brainstorming 103 Adjacency Diagram 127 Mind Mapping 105 SCAMPER 129 C-Sketch (6-3-5) 113 Pugh Matrix 133 Design by Analogy 115 Prioritisation Matrix 135 SWOT Analysis 121 Real? Win? Worth It? 123 Introduction Design Innovation (DI) Methodology1 People DI begins with people, understanding the stakeholder and user landscape which includes both the internal and external teams, and striving to empathise with their needs. Process The DI process provides a flexible and customisable framework for tackling complex opportunities or challenges and allows any organisation to remain relevant in changing times. Through the 4D DI is a human‐centred and inter-disciplinary double-diamond (4Ds: Discover, Define, Develop, methodology to innovate on and address Deliver) to create a balance of divergent and convergent complex challenges in our world, which thinking, while seamlessly integrating Design Thinking designers and engineers can use to create and Systems Thinking. novel and impactful solutions for users and stakeholders. The four pillars of the DI methodology are People, Process, Methods, and Principles. Methods2 DI methods are guided activities to help teams work towards a desired outcome. The selection of methods, OUTCOMES and transition between specific methods, is governed DI can be engaged in designing Products, by the DI process framework. Services and Complex Systems (PSS). PRINCIPLES Products are physical creations across scales, from the nanoscopic scale to the macroscopic scale (e.g. buildings, bridges, trains and roads). Principles The DI Principles are the heart, mind, and soul of DI, and help to foster an innovative culture by guiding the way in which people think, communicate, and decide. These principles underpin the process and methods and act as a reminder of best practices, pushing designers and engineers to seek better solutions for users. 1/2 Section 1 People DI begins with people through understanding both the stakeholder landscape and the internal team to complete the project. These people make up one side of the complex system. Stakeholders and users are anyone who has a “stake” or interest in the project. 3/4 Users People Stakeholder Students Community Industry ... Design Team Landscape User Experience Mechanical Electrical & Interface In every project, it is important to first Manufacturing identify the complex network of stakeholders that influences the design lifecycle of the project, both within the various groups in the design team, and of the other stakeholders. Digital & Industry University Software Design Research Partners Partners ... Graphical Design As every project entails a planning, design, construction, operation and maintenance phase, it is imperative to understand the interactions and interdependencies between the network of stakeholders, Project which will help inform a collaborative Coordination & Operations and design upstream. Discipline Maintenance ... Sponsors and Stakeholders Integration This acquired knowledge will allow the designers and engineers to holistically approach new design opportunities. University Professionals Corporate Industry End Users Collaborators Sponsors Executives *Notional Diagram 5/6 Best Practices People Design Innovation 1 Embodies the DI process mindsets of empathy, mindfulness, joy, and non-attachment 5 Leads or facilitates discussions and active working sessions 9 Has a bias towards action – stop talking and start doing! Always sketching Actively listen during team meetings, picking up on pain points and opportunities to probe deeper. and co-creating Catalyst Balance Design Thinking* and Systems Thinking* approach: 2 6 10 Design Thinking: Keep the end users and Is not afraid to step outside Embraces and provides a key stakeholders at the centre of all Is friendly and approachable comfort zone and challenge flexible, reconfigurable, conversations and decisions the status-quo of how things agile, customisable, and Systems Thinking: Understand the have always been done personalised process, being interactions and relationships between shaped by the individual, the architecture, constituents, and parts team, or organisation of the project/system 3 Challenges conversations from new perspectives 7 Is inquisitive by nature: asks lots of questions, “Why is it this way?” and “Could there be *refer to (methods page) for more information on Design Thinking and Systems Thinking another way?” If teams have been talking about the same issue for over 30 minutes, get them to stop talking and start sketching or interacting through one or more other 4 Suggests DI Methods as needed for teams and individuals, and enables them to extend 8 Has the ability to zoom out to the big picture and then zoom into the smaller, actionable details media to change the perspective. Ensure every voice in the team is heard. themselves beyond their Doing individual work followed by group experiences and past capabilities discussions helps. To ensure that DI implementation is effective and innovative, we recommend having at least one person in each project to assume the role of a “DI Catalyst”. 7/8 Section 2 Process The DI process is an iterative process that provides an order of action in design projects holistically. It consists of 4 phases: Discover, Define, Develop and Deliver, and its associated mindsets: Empathy, Mindfulness, Joy and Non-attachment. The process has a dual diverge-converge cycle and is built, in part, on the UK Design Council's 4Ds1, and represents a "sprint", where a project will constitute multiple sprints, pivots, and leaps. 9/10 Empathy Mindfulness Joy Non-attachment Opportunity Space Opportunity Opportunity Statement Statement Solution DISCOVER DEFINE DEVELOP DELIVER Empathy Mindfulness Joy Non-attachment Identify and understand opportunities Interpret and reframe needs and map Ideate and model concepts based on Iteratively prototype and test concepts and needs collaboratively through them into activities, functions and identified opportunities and models with users co-creation with stakeholders representations Understand Observe Ideate Prototype Who are the users and stakeholders? Who are the primary users? How do we ideate? What are different prototyping strategies? What are their needs? What activities do the users engage in? What are key methods we might use? What prototyping principles should be used? How might we delight them and their What are the users’ journeys and emotions? How do we maximise quantity? experiences? How might we build the virtual or physical What systems functions are needed? What analogies may be used? prototype? What are their actions, reactions and emotions? How do we add depth and fidelity? How might DIY concepts be applied? What is the context? Opportunity Space What research and user studies are needed? Opportunity Statement Solution Empathise Analyse Select Test How do users behave? How do we make sense of these findings? How do we down select ideas that "wow"? What questions need to be answered by the prototype? How do they feel? What are the key insights and foresights? What are the 3 to 6 ideas to emerge from this sprint? How do we engage users? How do we see through their eyes? How might the Products, Services and Complex Systems (PSS) fare in different situations? How do we increase and embrace playfulness? What is the minimum sample size? What extreme conditions may inform us? What are driving social needs and technical How might ideas be combined to create How might we mix and utilise both quantitative How do they interact with objects, the specifications? improvements? and qualitative results? environment, and each other? DISCOVER DEFINE DEVELOP DELIVER Section 3 Mindsets Mindsets, also known as guiding stances or attitudes, influence our ways of reasoning, critical thinking, and creative thinking. As such, they shape the selection and development of appropriate methods and tools. It is possible for designers and engineers to develop mindsets to help them innovate solutions, and for it to become more natural to them as they gain experience. 13/14 Non-attachment Not to hold onto, or grasp Mindsets tightly, what is considered as me or mine (e.g. my ideas, my solutions, my prototypes). Ability to understand and It is easy to get attached to share feelings of others, things we create. However without judgment. for a team to be successful, it is key that we put our By taking on the personal attachments aside perspectives of others, this and work towards a mindset allows us to better common goal. understand our users and their needs to ultimately create better designs. Mindsets are deeply entrenched in the organisation. They influence the conversation in meetings, the Joy perception seen by people and ultimately designing the users’ experience. When the mindsets in the organisation are transformed, the effect of that will propagate throughout the organisation through the changes in conversation, then gradually Empathy measurable changes in perception and finally to the changes in hard, tangible measurable outcomes. Changes in "Hard" The influence of DI is well-represented by the iceberg Measurable Outcomes model1 because in striving for success in design, the Happiness and delight, outcomes that can be seen are sought after, while coming from a genuine neglecting the mindsets of the design team. This sense of well-being. Measurable Outcomes calls for long-sightedness and patience in the in Perception Paying attention to the You can produce more leadership of the organisation to allow time for the present moment, on purpose, creative ideas if you are in effects of changed mindsets to be seen and felt by without judgments. the mindset of joy. By having the end-users. Changes in fun and being playful, you The Conversation If you are not paying ignite more of your brain’s attention, it is easy to miss potential to develop things out. innovative solutions. Changes in How People Think Being mindful helps us focus on potential insights that we Mindfulness might have otherwise missed. 15/16 Section 4 Principles The DI principles are ubiquitous best practices that foster an innovative culture through guiding the way in which people think, communicate, and decide. These principles underpin the process and methods and act as a reminder of best practices. 17/18 Principles Design Thinking1 These 12 principles provide a mental compass to guide the DI process and execution of DI methods throughout the DI process. Creativity Throughout Appetite for Ambiguity Empathy for All Curiosity for Context Make, Test, Learn, Repeat Free Space for Blue Skies Creativity should occur not It is essential to accept that Empathy is required so that Understanding stakeholders Willingness to turn ideas into A design environment should only during ideation but the outcome of an innovation true needs are uncovered to is key to the innovation action and rapidly iterate after provide free space to explore throughout the entire process is unknown at the open the potential for a process. Needs assessment testing is essential to design. radical ideas without design process. start and novel solutions will desirable outcome that requires not only an empathy Hands-on experience provides constraints. Trust, culture and 1 2 3 7 8 9 push our comfort zones. impacts stakeholders in for a user as a person but also valuable lessons that cannot infrastructure must coincide Only in ambiguity does a positive way. a detailed knowledge of their be replaced. to support this activity. innovation occur. situations and environment. Expressive Collaboration Embrace Open Resources Adaptive Pathways Celebrate Quantitative Pride in Art, Art in Craft, Also Can and Qualitative Craft in Pride Exchange of perspectives Open source, open data, open Adaptation is required from A positive and optimistic must happen at a deep level innovation, sharing and the beginning of a design Utilising quantitative and Taking pride and placing effort attitude is essential in within the design team and freedom to explore, are process. A design team must qualitative data allows the into the quality of construction discovering out-of-the-box between all stakeholders. essential components of reflect on their process and design team to make and aesthetic is a core ideas. Optimism, in supporting 4 5 6 10 11 12 healthy collaboration and the adjust it dynamically. observations that are both component of design. Aesthetic other’s ideas, is equally emergence of novel ideas. valid and insightful. craftsmanship should not be important for team coherence. taken for granted. 19/20 Principles Systems Thinking2 Similarly, these 12 principles provide a mental compass in guiding the DI process and execution of DI methods. Identify and Use Patterns Learn from Problems Integrate Problems Meta-cognition Zoom in and Zoom out Maintain Adaptive Feedback Loops Because complex systems Patterns exhibited by complex In a changing landscape, with Focus on the relationships Meta-cognition, or reflecting cannot be understood at a Adaptive systems use feedback systems can be observed and an evolving system, where among problems rather than on how one reflects, helps to single scale of analysis, you mechanisms to improve. To understood. These patterns elements are densely addressing each problem identify bias, make useful must develop the habit of maintain robustness, can help understand and interconnected, problems and individually. This allows fewer patterns of thinking more looking at their project at 1 2 3 7 8 9 make sense of the complexity. opportunities will continually solutions that take care of frequent, and improves periodically revisit feedback many different scales, by and ensure that adaptation emerge in surprising ways. multiple problems in an understanding of a complex iteratively zooming in and can still occur. integrative fashion. situation. zooming out. Collaborate Achieve Balance See through New Eyes Combine Courage Think like a Gardener, Take an Adaptive Stance with Humility not a Watchmaker Collaboration includes Optimisation is often A complex situation often information sharing, active counterproductive within a looks very different from the Mimic how living systems It takes courage to Consider the complexity of the listening, establishment of complex system. Either the perspectives of the variety of cope with complexity by acknowledge complexity, environment and the solution trust to enable candid whole is sub-optimised when stakeholders. By empathising identifying and creating relinquish control, encourage and think about evolving a dialogue, and making a part is optimised, or an with these multiple variations, selecting the best variety, and explore living solution to the problem decisions transparent. optimised whole becomes perspectives, you can find versions, and amplifying the unmapped territory. It takes rather than constructing a A collaborative mindset can rigid, unable to flex with creative ways to solve several fit of the selected versions. humility to accept irreducible system from scratch. lead to deeper stakeholder changing conditions. Instead problems at once. This means, for example, to uncertainty, to be skeptical of 4 5 6 10 11 12 engagement practices to of optimising, you should seek think “influence” and existing knowledge, and to be enable co-creation and balance among competing “intervention” rather than open to learning from failure. coevolutionary systems design. tensions within the project. “control” and “design.” Combine them both. 21/22 Section 5 Methods DI methods form a 'language of design' and are guided activities to help teams work towards a desired outcome. The selection of methods is governed by the DI process framework: Discover, Define, Develop, Deliver. Methods can be organised into a more Design Thinking or Systems Thinking focus. 23/24 Methods - Design Innovation DISCOVER DEFINE DEVELOP DELIVER Design Thinking + Design Systems Thinking We present and highlight selected methods DT User Interviews Affinity Analysis Brainstorming Prototyping Canvas that are categorised according to the DI process phase they most naturally fall under, as well as their focus area (DT or ST). Thinking Site Analysis Personas Mind Mapping Storyboarding This categorisation gives a reference as to each Empathic Lead User Scenarios C-Sketch (6-3-5) Mockups (Paper method should be executed in the DI process. Methods may be used in different DI process Prototypes) phases if they were executed differently. User Journey Map Activity Diagram Design by Analogy This handbook highlights the blending of Design 2 x 2 Feedback Matrix Thinking and Systems Thinking approaches in DI. The All methods in this handbook are accompanied Hierarchy of Purpose SWOT Analysis synergy of Design Thinking and Systems Thinking will by worked examples, including Digital Design give rise to new design opportunities and innovative Pitching examples labelled with the following icon: and improved engineering solutions. This serves as a Real? Win? Worth It? framework for designers and engineers to engage in DI. DIGITAL DESIGN Design Thinking (DT) is a human-centred approach to problem solving. It begins by having deep empathy for all users, and keeping this mindset throughout the ST Systems Stakeholder Mapping Service/UX Blueprinting Adjacency Diagram Scaled Model entire process while designing. DI Thinking Influence Diagram House of Quality SCAMPER Immersive Virtual Reality/Augmented Reality Systems Thinking (ST) is a holistic approach to problem solving. It starts with identifying the various Benchmarking System Architecture Pugh Matrix parts and constituents of the systems and then Desktop Walkthrough understanding the interactions and relationships Ishikawa Diagram Prioritisation Matrix between them. Systems Function Model DT ST 25/26 START Methods - Visualisation Personas Site Analysis Design by Analogy Method Flow Chart Site Analysis Affinity Analysis Activity Diagram Systems Function Hierarchy of Purpose Mind Mapping Design by Analogy Model Scenarios Design byLead Empathic Analogy User Storyboarding Design User Interviews by Analogy Design AffinitybyAnalysis Analogy Influence Diagram Stakeholder Design DI by Pitch Analogy Design Mockups by Analogy Prototyping Real? Win? Worth It? C-Sketch (6-3-5) Mapping Canvas The sequence of the 4D process phases, Discover through Deliver, is Site Analysis archetypal; it acts as a general guideline. The unique context of each project will govern how the design team navigates its way through the Design Scaled byModel Analogy design process. In the co-creation between an organisation’s internal design team and Design Personas by Analogy Design by Analogy User Interviews the DI team, the team engaged in design of large-scale system infrastructure, infusing it with DI, blending DT and ST in particular. Affinity Analysis Opportunity Pugh Matrix Pughby Matrix Pugh Matrix Pugh Matrix Pughby Matrix Statement Design Analogy Design Analogy This Method Flow Chart outlines the chronological flow of methods that Scenarios the design teams executed through in its design process. Site Analysis Key phases in the co-creation engagement include a 3-day DI sprint, followed by user research or by engaging users including. This went on Design User Interviews by Analogy to a deep dive into developing holistic consideration criteria for more integrated decision making, forming System Architecture. The design Service Blueprinting InnoGPS1 Design by Analogy DesignArchitecture System by Analogy Opportunity Design by Analogy team also explored spatial layout within the Products, Statement Ishikawa Diagram System Architecture Services and Complex Systems (PSS), and, ideating, prototyping and user validation. System Architecture DesignArchitecture System by Analogy Design Scaled byModel Analogy C-Sketch (6-3-5) Real? Win? Worth It? Storyboarding Adjacency Diagram C-Sketch (6-3-5) Design Scaled byModel Analogy 2 x 2 Feedback Scaled Model Matrix (3D Printed) Design by Analogy SCAMPER User Testing Preparation END System Architecture Discover Define Develop Deliver 27/28 Design Signature of the Co-Creation Collaboration for a PSS Project Methods - Visualisation The Design Signature of the co-creation collaboration between an organisation team and the DI team is captured here. Discover Define Design Signature 1 Quadrant dominance is observed in the Define phase. This is System Architecture reminiscent of the highly complex nature of the project. Person-days Spent: Person-days Spent: Loops or iterations are seen to become quicker after the field studies with 91 (27%) 135 (40%) PTOs and synthesis of results. System Architecture Leaps between Discover and Define are noticed to be particularly quick during the period the team developed more holistic consideration criteria Ishikawa Diagram for an important design decision. Pugh Matrix Opportunity Statement Design Signatures are diagrams that map how the design project navigated itself around the 4D process, plotting a unique Affinity Analysis System Architecture trail or fingerprint of design methods executed in the project. Site Analysis Personas User Interviews Scenarios Service Blueprinting Quadrant 1: Discover Quadrant 2: Define The Design Signature plot contains a horizontal and vertical User Interviews Opportunity Affinity Statement System Architecture axis, demarcating four quadrants, each of which represent each Site Analysis Analysis of the 4Ds or process phases. The plot starts from the centre, at Pugh Matrix User Interviews Pugh Matrix the intersection of the axes, and arcs are drawn across the Adjacency Diagram Site Analysis Influence quadrants, in a clockwise manner. The radius of the arc Empathic Lead User Pugh Matrix Diagram Pugh Matrix represents the elapsed time through the project. Stakeholder Mapping Site System Architecture Affinity Analysis DI Pitch Analysis Mind Mapping Activity Diagram The solid line signifies the execution of a process phase, while a Systems Function Scaled Model Design by Analogy dotted line indicates that there are leaps that occur. The blue Mockups Design by Analogy Model dots on the arc indicate the design methods executed at that Scaled Model C-Sketch (6-3-5) Hierarchy of Purpose Storyboarding point in the design process. Time spent is indicated with (3D Printed) Prototyping Canvas Real? Win? Worth It? "Person-days", the approximate amount of time one person Design by Analogy spends in one working day. Elapsed Time Personas through Design Project 2x2 Feedback Matrix InnoGPS1 Scenarios A stacked bar chart is appended below the plot, depicting the percentage of time spent per process phase. Solid Line: Execution Dotted Line: Leaping of User Testing Preparation C-Sketch (6-3-5) Design Signatures contain the following visual elements and of Process Phase Process Phase Real? Win? Worth It? reveal the following insights: Scaled Model Visual Insights Scaled Model C-Sketch (6-3-5) Elements Methods Design-Thinking Methods Deliver Storyboarding Develop Quadrant Emphasis and order of stages (which process Executed at that point Systems-Thinking Methods SCAMPER Dominance phases the project is focused on and when in in the Design Process Person-days Spent: Person-days Spent: the timeline) 62 (18%) 52 (15%) Loops Iterative revisiting of stages Leaps When an event catalyses the need to get to a Total Person-days Spent: 340 different phase in the design process (deviation from the linear progression of the 4D process, going back to a previous phase, as Quadrant 4: Deliver Quadrant 3: Develop Discover Define Develop Deliver needed) 0 5 10 15 20 25 30 35 40 45 50 55 60 65 70 75 80 85 90 95 100 29/30 Empathy Mindfulness Joy Non-attachment Identify and understand opportunities and needs collaboratively through co-creation with stakeholders Understand Who are the users and stakeholders? What are their needs? How might we delight them and their experiences? What are their actions, reactions and emotions? What is the context? Opportunity Space What research and user studies are needed? Opportunity Statement Solution Empathise How do users behave? How do they feel? How do we see through their eyes? What extreme conditions may inform us? How do they interact with objects, the environment, and each other? DISCOVER DEFINE DEVELOP DELIVER 31/32 Method: Discover User Interviews Design Thinking Method DT Procedure Best Practices1 Time: 1 - 2 hours (per interview or observation session) Materials: Pen, Paper, Camera, Voice Recorder, Interview Template, 1 Explore how the PSS is currently being used. Do not ask leading questions or suggest answers. Have the customer/user demonstrate. Users to interview Leading questions or suggesting answers Don’t just ask about the PSS; human language is 2 might influence and bias the response of only so expressive. Seeing the need in action will What: Identify the interviewee, compromising on the permit much better understanding. In User Interviews, we target user groups or personas to interview. accuracy of their responses. encourage users to express their needs and aspirations 3 by articulating how they use Interview our Products, Services and Seek what the PSS must do, Be alert for surprises and latent needs. Complex Systems (PSS). This on site, where the interviewee can interact with the PSS, articulating their likes/dislikes and not how. Pursue any surprising answers with follow-up will inform the discovery of pain points. Be open to explore alternative ways to how questions until we understand the need insights and identify opportunities for design the PSS might be able to do what it should. completely. This additional level of inquiry usually improvements while uncovers the latent needs. empathising with user needs. Why: 4 Extract and synthesise interview data into needs, insights and foresights interpreting interview Go with the flow. Watch for non-verbal information. responses and opportunities for improvement. Wherever the user/customer takes you, Human language cannot communicate all User Interviews are used to follow along, and ask why and how questions. sensation modes and feelings about a product. extract deep qualitative Non-verbal information includes body language, insights, foresights and facial expressions, emotions, values and beliefs. latent needs from users. By asking questions, Use visual stimuli and props. designers and engineers can Bring models of new concepts, competitors' uncover users' intentions, PSS, related or analogous PSS. Ask about all motivations and emotions3 of these. when they use the PSS. DI team members conducting interviews Input: with stakeholders Stakeholder Mapping 33/34 Sample Questions Visible Characteristics/Personas “What is your occupation?” “Describe yourself ?” Behaviour Habits “What tools do you use the most at work?” “What do you usually prefer, or , why?” Language Action “How familiar are you with ?” Invisible Jobs to be done “How often do you ?” Feelings Opinions (Social/Emotional/Functional) “How much/often do you ?” “How many time have you ?” Thoughts Decisions “When do you have to complete ?” “Walk me through your responsibilities…” Attitudes Views “When do you have to ?” Values Prejudices Beliefs Biases Look for Specific Stories and “Can you tell me about the first time you ? Fears Dreams Contextual Needs “What do you remember about ?” “What kind of day was it?” “Could you tell me the story of how you ?” “Where did that happen?” Information Gathered from Interviews4 Likes and Dislikes “What do you like about ?” “What do you dislike about ?” Interviews are like diving into the ocean to “What was your best experience with ?” observe beyond the tip of an iceberg. While “How do you compare this and that?” digging for more information about the users, be Useful Tips “When was the last time you shared mindful of any need beyond the surface that is Interviews are most effective when held in the with your friend?” valuable for the design opportunity or problem. environment and circumstances, or as close Seek to discover latent needs, which are not as possible, to where the PSS will be obvious and not indirectly expressed by users. implemented. How they Feel “Walk me through how you felt . . .” Request the users to be open to share their “What were you thinking at that point?” feelings, thoughts, attitudes, values, beliefs or To encourage more sharing in the interview, (Pains/Gains, Emotional/Social) you can plan to conduct follow-up interviews “Why do you say that? . . . “Tell me more.” even fears. and gradually build up the rapport between “Could you tell me why is that important to you?” the interviewee and you. 35/36 How might we design a collaborative web platform around sharing, visualising, and comparing data for the future of young professionals and potential organisations for employment? Worked Example User Interviews are used to extract deep Feelings; Pains, Gains, Who Jobs to be done Stories; Contextual Needs Likes/Dislikes qualitative insights, foresights and latent Emotional, Social needs from users. By asking questions, designers and engineers can uncover users' intentions, motivations and emotions when What is your major? Have you searched for employment How would you connect to someone What do you like about searching for How did your search for employment they use a product, service, or system. within your discipline? How did you who specialises in the field you want employment? make you feel? Did you have any What year are you in? do this? to pursue? struggles or fears? In these interviews, questions are designed What do you dislike about searching to allow interviewees express their needs What is your ideal graduation date? Have you searched for graduate Can you share a story of a successful for employment? Do you have advice for employers or and aspirations by articulating how they programmes in your discipline? How or unsuccessful connection? university programmes relating to engage with a process similar to our did you do this? What employment search platforms the job search process? opportunity statement. This will inform the have you used, if any? What do you discovery of insights and identify What does a successful job search like or dislike about the platforms What kind of advice would you like to opportunities for design improvement while look like for you? you have used? receive? empathising with user needs. Likes a Lack of Too much Likes Likes Wants more Dislikes Likes consolidated consistency social upkeep connecting with matching skills kindness from lack of notifications resource for between is required people their age with companies employers guidance or and reminders specific field job websites support (Glassdoor) Wants a unified Likes having Dislikes how reviews are Dislikes that location to access to much work it is Programs Make strengths programs are Likes openness great to look at upload resume, contacting to make are not career test not specific of information from work CV, and other companies with connections and easy to find mandatory enough on places (salary + resources questions build a profile job specifics) expectations Needs More Struggled Employment Dislikes how Hard to learn Better website resources of Read receipt up-to-date finding search is performative where to get design to get how to get for resumes details of program that daunting it is information attention of user noticed programs fits schedule Likes Advice from Likes Hard to get (Interviews) the actual Opportunity to connecting that there Available to response from felt inadequate department Feels ignored rebrand with people are learning work option employers for the job they are themselves in field easily courses applying for Likes to easily Likes the idea of Job recruitment get a sense of having a display involves lots of Networking what employ- that shows job back and forth capabilities ment is like recommenda- emailing in various tions companies DIGITAL DESIGN 37/38 Method: Discover Site Analysis Design Thinking Method DT Procedure Time: 1 - 2 hours (per site) 1 Materials: Pen, Paper, Accessibility to Site Select the site and specific processes or features of the site to analyse. What: Site Analysis explores the relationship between the selected space and the surrounding environment or 2 Develop a data collection sheet, input system, and process according to the use case(s) and Site analysis can be done using tools such as drones or static Soil investigation (SI) is done to obtain the geotechnical infrastructure. Documentation review any existing models of the site cameras for canopy view of site. Videos and images can be properties for design and because of the heterogenous nature of assists analysis on site. (e.g. heat map depicting crowd level). transmitted real-time to assess site conditions. Recordings soil, every site is treated uniquely. Information obtained from SI can be also used for calculation and data visualisation (e.g. will be used throughout the various phases of the project and Why2: traffic and pedestrian flow along certain roads). not only in the design phase. 3 Site Analysis enables Identify designers and engineers to stakeholder and resource flowchart deeply understand the spatial Possible Analysis Data to Collect2 through the site analysis with physical context of use of the Products, observation or tools. Services and Complex Systems Location and neighbourhood context (PSS), uncovering latent needs Worked Example and insights. Legal information 4 Analyse data to construct relevant models and insights of the site. Natural physical features The worked example shows two different methods used in site analysis. The method chosen depends on the context and the Man-made features information requested. Thus, the selection of the methods should be systematic.2 The Traffic or human circulation patterns list of data required, their priority and length of investigation should be drawn up Utilities before embarking on the site analysis. Useful Tip Input: Sensory Take photos and videos to describe the Opportunity Statement observations and make use of objects to Benchmarking Social and cultural information denote the scale in the photos or sketches. 39/40 Method: Discover How might we enable the public and visually impaired to navigate a station more confidently? Empathic Design Thinking Method Lead User 1 Extreme Usage Condition 2 Performing Simulations 3 Identify Latent Needs Visual impairment: DI team member takes on the role of The DI team identifies the following Using tactile flooring for navigation a user, putting on blindfolds to latent needs: DT simulate visual impairment, while a Procedure designer guides him and observes the way navigation is done. Wider corridor leading to the lift Time: 1 - 2 hours (congested flow around lift was 1 Materials: Pen, Paper/Template, felt acutely by the blindfolded DI Accessibility to Site Develop list of extreme usage conditions team member). that are likely to occur and deviate from typical experiences. Consider the physical, sensory and Easily noticeable alert to train What: cognitive demands that might occur during the passenger load information. Empathic Lead User enables use of the PSS. (Would enhance the experience a lead user* experience by of users who would prefer to simulating extreme avoid crowded train journeys) 2 conditions in using the Craft ways to simulate extreme conditions Products, Services and Complex Systems (PSS). in a controlled environment (refer to the worked example on the right). Why: It encourages new perspectives on user interactions with the PSS, 3 Perform simulations of extreme conditions Get users to think aloud as they use the PSS. and identifies needs that are 4 latent among a wider Observe interactions with the PSS population of users. with the simulated extreme conditions, and record insights. Worked Example DI team members paired up and took turns to attempt to navigate the station, putting on 5 different aids to enhance their sensitivities to Identify latent needs the needs of extreme users of MRT station based on observations and follow-up interviews. such as the visually and audibly impaired. Useful Tip Be willing to experience the life of the extreme Input: user instead of talking about their experience. An eye mask, ear muff and oven glove Opportunity Statement were used to simulate visual impairment, Extreme user conditions may need to be Stakeholder Mapping *Lead users are users whose present strong needs will become hearing impairment and slowness in repeated many times in different scenarios to Personas general in a marketplace months or years in the future.5 dexterity respectively. understand the extreme user well. Scenarios 41/42 Method: Discover User Design Thinking Method Journey Map DT Procedure Best Practices5 Time: 1 - 2 hours 1 Materials: Pen, Marker, Paper Gather Involve different stakeholders. Settle the content before diving into relevant research and organise user Co-create the journey map with different visuals. What: experience insights. stakeholders, to align and sharpen their Focus on building a solid foundation with the User Journey Map charts out perspectives on the user journey. content of the journey map before diving into 2 an archetypal journey of a user's interaction with the Choose visuals to communicate the story. Products, Services and persona and scenario. Clarify user goals and Complex Systems (PSS), over scope of journey. time and across channels, Build and support it with data. Test and refine it with users. 3 fleshing out the user's emotions. Identify Be mindful of assumptions made in developing Show the journey map to users and get touchpoints and channels. List them out in a journey map. Strive to ground them on data. feedback from them on how representative it is chronological order. in depicting their actual journey. Why: User Journey Map helps teams visualise and story-tell users' journeys for deeper empathy, enabling more 4 Sketch existing user journey. Rate emotional level of Persona at each touchpoint. Be especially Key Elements of a User Journey Map integrated sense-making of mindful of the emotional experience of the needs and identification of Persona. Touchpoints3: specific opportunity areas for Instances of interaction between a user innovation. It also creates a and the PSS shared reference frame around the user experience across stakeholders. 5 Extract insights and opportunities. Ideate with lenses to generate concepts. Channels3: Mediums of interaction between a user and the PSS Input: 6 Sketch future user journey. Personas Scenarios User Interviews Activity Diagram Emotions 43/44 How might we design and integrate an Autonomous Vehicle System for the future of Singapore? Worked Example A User Journey Map is created to address the Travel Experience Taking Taxis opportunity, "How might we design and Persona 32 years old Has an active lifestyle with lots of Scenario Travels by taxi to meet a client on a Needs to reach destination promptly Newly married appointments with clients integrate an Autonomous Vehicle System for Adam Financial Advisor Exercises regularly to keep fit regular workday in Singapore the future of Singapore?" The current travel Doesn’t own a car Loves dogs Carries a briefcase with a laptop and experience of taking taxis is mapped as a Wishes traveling can be more fun work documents proxy to the experience of taking Autonomous Vehicles. Touchpoints Waits at Arranges/ Pick-up Point Rides in It begins by selecting the persona and Travel to Confirms Vehicles Arrives, Vehicle, Waits Alights Vehicle Gives Rating Walks to Book Taxi Pick-up scenario involved, as seen in the topmost meeting Point Boards Vehicle to Arrive at for Ride Destination row. If personas are not yet created, key with client Looks out for Destination Correct Vehicle stakeholders can be picked. Channels With reference to the Scenario, touchpoints and channels are then identified and listed chronologically in the next rows. The emotional level of each touchpoint is rated, sketched and labelled with facial + expressions, empathising with the Persona. Emotional Level Sketch Insights and opportunities are extracted, - asking, "How can positives be amplified, and negatives turned into positives?" Insights and Opportunities Display Option to book Minimise taxi "Welcome (user Customisable Ensure nothing vehicle with waiting time name)" for easier Rides left behind dog inside recognition Option to book Make vehicle vehicle with Vehicle to interior more Give directions exercise identify user conducive for to walk equipment inside exercise and rest Give recommendation on places to meet client 45/46 Method: Discover Stakeholder Systems Thinking Method Keep Satisfied Manage Closely Mapping High Influence ST Procedure DI Team Station Operators Time: 1 - 2 hours 1 Materials: Pen, Paper, Post-Its Identify relevant stakeholders based on the URA, PUB, NParks, etc. What: opportunity statements. Station Managers Maintenance Crew Stakeholder Mapping is a visualisation of stakeholder 2 analysis, used to gain an overview and prioritise Prioritise and Arrange Monitor Keep Informed stakeholders involved. stakeholders on a 2 x 2 Influence-Interest grid. Key Questions 2 Low Influence a. What financial or emotional interest do they Why: have in the outcome of your work? 3 Stakeholder Mapping helps Illustrate Relationships designers and engineers to b. What motivates them most of all? between stakeholders with lines or arrows understand each stakeholder and labels. deeply through asking key c. What information do they want from you, Users/Commuters Tenants questions, to gain an and what is the best way of communicating overview of the stakeholders with them? and to prioritise the stakeholders involved. 4 Analyse stakeholder map by taking different stakeholder perspectives. Take note of d. What is their current opinion of your work? Low Interest High Interest information, ideas, questions that arise. e. Who influences their opinions generally, and who influences their opinion of you? Worked Example f. If they aren’t likely to be positive, what will Based on an Operation and Maintenance win them around to support your project? problem in a train station, stakeholders are prioritised and arranged on an Influence vs. g. If you don't think that you’ll be able to win Interest grid. them around, how will you manage their Useful Tip opposition? Input: The stakeholder map is not a stagnant map; it Opportunity Statement h. Who else might be influenced by their can evolve and be modified according to opinions? project needs. 47/48 Method: Discover Influence Systems Thinking Method Diagram3 ST Procedure Best Practices Time: 0.5 - 2 hours 1 6 Materials: Pen, Paper, Post-Its Identify Review and Update Be Consistent. Stop Appropriately. the primary end outcome(s) that are most As more is learned about what may impact There is not a unique influence diagram to What: When a level of detail is reached where intution important. the design, the diagram and uncertainties describe a given situation. Therefore, a single and judgement can be used to make Influence Diagram is a visual can be updated. diagram should be internally consistent, or meaningful assessments, designers/engineers 2 tool to represent the representing a single view of a situation. If this is can stop adding to the diagram. relationship between Ideate the case, the diagram is considered “proper”. uncertain events and determine what variables or key (information), decisions, and design decisions may impact the decisions outcomes. or outcomes. Preparation. Complement with Decision Trees. 3 Why: Draw Arrows Key Components Influence Diagram shows to connect variables, decisions, and As soon as possible, the decision facilitator Influence diagram contains basic information a. People how uncertain information outcomes. Arrows represent a flow of should develop a list of the uncertainties that will and is good for an overview. However, decision Who is involved in the process? propagates to impact design information: the result of a decision, or the probably be important. Although this list will be trees are more detailed and could get messier. decisions and design value of a variable. revised during the analysis, it lays the Use influence diagram as a step to develop the b. Methods outcomes. It is useful as a groundwork for developing a deterministic decision tree and also to present to upper What are the process steps? How are 4 simple representation of model. The model will need to contain as explicit management. whether uncertain variables Analyse the Diagram decisions made? variables the major uncertainties identified and are considered dependent, or to ensure that there should be no cycles; should be suitable for analysing the alternatives c. Machines independent. At early stages this implies information relevant to a that have been developed. What equipment is used? of design, influence decision depends on its outcome. Which diagrams are valuable to variables are independent, and which are d. Materials discover and represent dependent? What resources are required? factors that may impact 5 design outcomes. e. Measurements Quantify Uncertainties What data is collected, and how will it be if appropriate. Discuss whether the used? Input: calculated range of outcomes is what is expected. User Journey Map f. Environment Personas What external factors impact the Scenarios decisions or design outcomes? Activity Diagram 49/50 Node Components Name Type A The meaning of each node component is determined by the A shape. Node components1 consist of decision nodes, chance Decision Consult Consult Consult 1 Consult Price Decision nodes, value nodes, and function nodes. Price Hours Cost x1 x2 x3 2 Consult Hours Chance Decisions or “decision nodes” are represented as squares Uncertainty or boxes. These are the actions carried out by the 3 Consult Cost Chance decision-maker. Value 4 Consult Estimate Chance Consult Idle Uncertain variables or conditions, “chance nodes”, are Estimate Hours Profit x4 x5 v 5 Idle Hours Chance represented as circles or ovals. Function 6 Time Share Price Decision Final values or outcomes are represented as diamonds, hexagons, or octagons. There can only be a maximum of 1 Time Time Time 7 Time Share Hours Chance value node, however the position of it depends on the outcome we are seeking. Share Share Share Functional Price Hours Cost B 8 Time Share Cost Chance x6 x7 x8 Functions are represented as rounded rectangles. v Profit Value Influences B Nodes might be connected by arrows to show dependencies. The meaning of the arcs/arrows must be seen relative to the Relevances type of nodes they are connecting to. The lack of arcs/arrows, Decision Node Chance Node Value Node which implies lack of dependence, should also be noted in an influence diagram. Informational Arrows that go into outcomes or final value nodes are called “functional”. Arrows that go from a decision to a chance node are called “influences”. Arrows that go from a chance node to Worked Example6 another chance node are called “relevances”. Relevances Influence diagram of a consultant having a does not imply causality. Arrows that go into decision nodes computer that is not fully utilised, which has are called “informational”. C A B an opportunity to earn extra income. The extra income comes from time-sharing service as drawn in the lower part of the The probabilities associated with random variable B C D diagram. Dependencies of the value node, C depends on the outcome of random variable A. The which is the profit in this case is shown by probability of random variable D depends on decision C. The the arrows into the value node. E F Independencies are also implied in the lack Useful Tip1 decision maker knows the outcome of random variable E when decision F is made. The decision maker knows decision of arrows. Influence diagram can be expressed G when decision H is made. H visually or mathematically when presenting G to various stakeholders. 51/52 Method: Discover Benchmarking Systems Thinking Method ST Procedure Time: 1 - 8 hours 1 Materials: Pen and Paper Select situations/solutions to benchmark. What: Benchmarking identifies and Train System JR Train System in Japan NYC Subway System in USA 2 compares similar situations Identify and/or solutions with one’s key performance metrics (e.g. quality, time, cost). Service Schedule Ends around 11 PM - 1 AM 24/7 Services company and/or solution. Criteria Why: 3 Fare System Ticket Barrier Swipe at Entry Only Benchmarking could help Search with understanding the for relevant benchmarks. competitor landscape and Operating Speed 120 km/h1 28 km/h2,3 the company’s competitive 4 advantages. It could also Compare improve performance by identifying and applying best benchmarks. demonstrated practices. Worked Example The set of criteria chosen should be relevant to the area of opportunity for innovation. In this example, an external/competitive benchmarking was done with other rail systems around the world. Useful Tip Input: Benchmarking compares different companies in the Benchmarking can also be done with other same industry and uses a set of criteria to assess the related industries, and should be done Opportunity Statement similarities and differences, just like a ruler measuring continuously to stay relevant. Stakeholder Mapping different lengths. 53/54 How might we design a collaborative web platform around sharing, visualising, and comparing data for the future of young professionals and potential organisations for employment? Worked Example The set of criteria chosen for benchmarking should be relevant to the area of opportunity for innovation. In this example, benchmarking was done over a set of professional society websites according to user experience factors. This benchmarking helps identify design choices that contribute to positive user experience on the web, setting a standard by which future designs can be evaluated. Other forms of benchmarking could complement the study. For instance, internal benchmarking studies the innovations done by an organisation itself, could be used. #1 American Society of Interior Designers (ASID) #2 Information Systems Security Administration (ISSA) #3 Technology Services Industry Association (TSIA) Resolving a tie between designs that receive https://www.asid.org/ https://www.issa.org/ tie https://www.tsia.com/ the same benchmarking evaluation can be done through discussion of what details differ, and this could inform an evolution of the Communications and featured reports are easy to Key Information all located in main title bar, making Has a clear purpose, and lets the user know this by benchmarking criteria. find. Language is effective and inviting: “Belong” as this site’s purpose instantly clear. immediately asking ‘How can TSIA help you?’ below well as clear presentation of opportunities to belong their mission statement on the home page. and receive guidance for professional development. Legend: Simple and straightforward design means this site is very easy to use. The site is very easy to use and navigate; the user can Usefulness Rollover boards give depth to information and allows clearly see all navigation options. for compact presentation. Eye-catching graphics and motion are a positive, but Usability no pictures of human faces makes this group feel A calm blue and orange colour palette gives a Use of colour makes the site experience joyful. impersonal. business feel and uses the layout of the very Pictures of people emphasise who the community is. popularised tiles on certain areas of the website; Desirability human faces provide a personal touch. Navigation very easy. Information clearly labeled and Information clearly labeled and compact; social compact; social media connections clear. Navigation media connections clear. Information is up to date. Navigation is clear; social media is active and links to connect are easy to find. Medium contrast but large images help make this Accessibility High contrast between background and font colours site accessible. and large images help make this site accessible. High contrast, however frequent use of dropboxes may cause more confusion. Credibility Very professional feel. Look and feel give a good sense Emphasis on engagement by leadership with entire of the organisation’s values and how this group society; professional values are clear and consistent approaches the information security field, as well as Appears a credible and established organisation. with presentation. clear ways to connect with others. DIGITAL DESIGN 55/56 How might we design a collaborative web platform around sharing, visualising, and comparing data for the future of young professionals and potential organisations for employment? Worked Example (cont’d) #3 Healthcare Information and Management Systems Society #3 Design Society #6 American Institute of Graphic Arts (AIGA) tie (HIMSS) https://www.himss.org/ tie https://www.designsociety.org/ https://www.aiga.org/ Very clear and straightforward initiatives and Instant view of membership status on the homepage The site effectively communicates to users what AIGA solutions listed. is valuable. is, how to experience their major conference event, and what events to look forward to. Clear delineation of content with images to illustrate Simple site layout with clearly laid out information Legend: The accessibility of site information through images makes site easy to read and topics of interest are and how to engage. clearly labeled making it easy to focus on your and fantastic typography paired with the easy Usefulness navigability make the site extremely usable. interest areas. Photos show society members at typical events and Usability varied locations; would prefer clearer colour scheme The bright colour scheme and pictures of people Shade of blue is very calming and the images of participating in AIGA events generates excitement or connection to colors selected, e.g., for SIG pages. people provide a personal touch. and gives feelings of creative energy and inspiration. Desirability Easy to navigate through; not a lot of information Easy to navigate pages and information, events are There are not many places people can visit from the being thrown out at once on home page. up to date. navigation bar and no drop down menus. Navigation Navigation bar at the top of the page is intuitive. The simplicity helps keep the site from being overwhelming. Some pages are saturated with text which can be White text over images with light areas is difficult to Accessibility read; animations on hover are helpful to see where difficult to read; some font may be small. Typography, contrasting colours, and blocks of text you are at. make this site easy to visually process and read. Credibility Global healthcare company that shows its history and coverage across the industry interests adds Featured speakers and leaders in the field make them The vibrant colours and areas of large animations can credibility. accessible; connection to peer organisations indicate make the website seem more fun and playful rather position in network and respect for peers than trustworthy and reliable. DIGITAL DESIGN 57/58 How might we design a collaborative web platform around sharing, visualising, and comparing data for the future of young professionals and potential organisations for employment? Worked Example (cont’d) #7 Association for Computing Machinery (ACM) #8 User Experience Professionals’ Association (UXPA) #9 IEEE Computer Society https://www.acm.org/ https://uxpa-uk.org/ https://www.computer.org/ Effective presentation of the breadth of membership Content is minimal but sufficient to introduce Very good resource for the latest conversations on goals, how to learn more, and how to be involved in visitors to this community. technology. various initiatives. Very simple layout and colours make experience very Many different opportunities and links to get more Legend: information. Good job presenting information and data in an functional. Usefulness accessible way, particularly in digital library The colour scheme is neutral and a little bland; Look and feel is lackluster and feels cold. colours could be richer. Look and feel does not match Usability Information-heavy which makes sense for field, but the theme of technology updates, and lacks a would be more inviting to see more faces of who the personal touch. society is. Good use of colour; simple but not Very easy to navigate site Desirability distracting. A lot of information on the page can make it Large fonts and clear contrast between text and challenging to find what you’re looking for. Several of Navigation Navigation is very easy and intuitive. the dropdown headers are overlapping topics, images make this site accessible. e.g. Publications and Digital Library. Accessibility Lots of information is presented well, with images to Visual design choices do not appear to connect well separate text. More can be done in some areas to or show appreciation for the field of UX. Information accessible through direct links, rather break up the large amount of information and make it than drop-down menus makes it easier for Credibility more digestible. individuals with performance constraints Presents as an innovative leader in the field. Well established society; however there is a lot of information on the page DIGITAL DESIGN 59/60 Empathy Mindfulness Joy Non-attachment Identify and understand opportunities Interpret and reframe needs and map and needs collaboratively through them into activities, functions and co-creation with stakeholders representations Understand Observe Who are the users and stakeholders? Who are the primary users? What are their needs? What activities do the users engage in? How might we delight them and their What are the users’ journeys and emotions? experiences? What systems functions are needed? What are their actions, reactions and emotions? What is the context? Opportunity Space What research and user studies are needed? Opportunity Statement Solution Empathise Analyse How do users behave? How do we make sense of these findings? How do they feel? What are the key insights and foresights? How do we see through their eyes? How might the Products, Services and Complex Systems (PSS) fare in different situations? What extreme conditions may inform us? What are driving social needs and technical How do they interact with objects, the specifications? environment, and each other? DISCOVER DEFINE DEVELOP DELIVER 61/62 Method: Best Practices Define Affinity Analysis Design Thinking Method Collect needs holistically. Cluster needs intuitively. Conduct this method with a cross-functional Do not agonise over perfectly clustering the team, including stakeholders. needs as themes will emerge organically. DT Procedure Label your clusters. Discussion helps. 1 Time: 0.5 - 1 hour Define and name themes based on content Read needs aloud to the team while placing Materials: Pen, Paper, Post-Its List of ideas. card on the wall, one at a time. needs interpreted from the Discover phase with your team. What: Affinity Analysis organises a 2 large number of needs, ideas, Write Worked Example or other design information each need on a single card or Post-it. into their natural categories and relationships. How might we design a holistic station for the future that provides future readiness in the design? Why: Affinity Analysis is used for organising, clustering and 3 Present cards on the wall. Cluster 1 Cluster 2 Cluster 3 sense-making a large set of Data 4 Convenience Staffing data (e.g. user needs, ideas). Cluster cards on the wall based on similar meaning. Surveillance Need to consider Cameras Misalignment ease of Low ridership Operations/ Integrate with Adequacy of Good Coverage when train modifications in impact on maintenance cordless ticketing Analogue type stops at case of station quality almost ticketing machine and switch to station increased “invisible” in initiative contingency digital ridership station Lots of open Periodical Space for Obstructions Interactive Insufficient space – what review of commuters to to passengers’ panel as staff and not could this be ridership and gather/queue flow helpdesk timely for? data assistance Input: User Interviews Empathic Lead User Personas An affinity analysis created by IDC team Category/Theme Site Analysis Other Needs/Insights Scenarios 63/64 How might we design a collaborative web platform around sharing, visualising, and comparing data for the future of young professionals and potential organisations for employment? Worked Example This example of Affinity Analysis organises a large number of needs, ideas, or other design information collected from stakeholder feedback regarding a Allow entry of Allow Display web-based data visualisation prototype Information Comprehensive Keep information Opt in to Allow entry of user-selected hyperlinks Allow Continuously ideal/realistic into categories. questionnaire Show overview Privacy share profile user-selected information to Linkedin, Integrity, feedback/ validate profile examples of current with applicable to of organisation information information (e.g. personal Metrics audit request information levels; better single update all users Affinity Analysis is used as a means to certification) website descriptions organise or achieve ‘sense-making’ from a large set of needs, ideas or design concepts. Allow entry of user-selected Maintaining Give equal External Opt in to Clearly identify Objectively Personali- information (e.g. websites, security of user detail level to all certification to share profile source of data evaluate metrics sation ongoing projects, demographics, data/informa- data categories validate data information faculty, research areas) tion Organising Transparently Provide more Describing Clearly indicate Allow users to information in show source of information at information how data is protect identity Clearly present a way that is competency user's discretion so it is normalised by showing only path of steps visually Provide data understandable aggregate data from appealing Working Works the way tutorial for site Function functionality it's expected to end-to-end to use/function develop profile and utilise Show running Common total of language to entered data build shared to allow entry understanding verification Provide chart Consistently Explain Interpretation represent Personalise interpretation competency of Chart chart (colours) chart display chart within site Personalised Distinguish Indicate Filter by Search/filter Filter results by Personalised filtering industry required versus priority of Search among by competency data category domain preferred levels data categories Intuitive Always show matches data display chart legend DIGITAL DESIGN 65/66