More Related Content Similar to Design-At-Scale-AIGA-Orange-County-pdf (20) Design-At-Scale-AIGA-Orange-County-pdf1. Design
at Scale
IBM Design Thinking Workshop
AIGA Orange County
John Murray
IBM Design
© 2016 IBM Corporation
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• your name
• where you’re from
• your current job role
• your level of design thinking experience
• what you hope to learn today
• your guilty pleasure food
I want to know:
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John Murray
IBM Hybrid Cloud Design Lead, Austin, TX
About me
I want to teach you how to take
design thinking techniques from today’s
workshop and apply it to your work,
whether you work alone or with dozens
of designers, developers, writers, or
project managers.
I’m a sucker for gas station potato wedges!
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Design thinking is
everywhere but
there’s plenty of
people telling you
how to do it and how
it works, but not
enough people are
talking about the
practical application.
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We’ll be doing as
much hands-on
learning as
anything. That’s the
best way to get
good at this.
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Break
Needs Statements
Introduction
Activity
Playback
Big Ideas
Introduction
Activity
Playback
Prioritize
Introduction
Activity
Playback
Roadmap
Introduction
Activity
Playback
Introductions
Activities
Playbacks
15 minutes
20 minutes
15 minutes
Introduction
Activity
Playback
Empathy Maps
Storyboarding
Introduction
Activity
Playback
Final
thoughts
Break
1 2
3 4
5 6
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You
Product Manager
Engineer
Design Lead
Manager
Executive
Buyer
Implementer
Why user research?
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Why user research?
Everyone on the team
knows something
about your users.
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Why user research?
Rely on your knowledge and
experiences but never assume
that they are a substitute for
talking to users and
understanding their needs
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Story
telling
As-is/To-be
Empathymapping
Storyboarding
Playbacks
They’re all ways to tell a story about
the user and their experience.
{
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Ground Rules
• Write before you talk.
Write or sketch lots of your ideas on sticky notes before talking about them.
During discussions, capture the main points on sticky notes and post to the wall.
• There are no bad ideas.
Start big—diverge to get everyone’s ideas out there. Remix to discuss, cluster,
and seek patterns. Then converge to determine the strongest ideas.
• Stay focused on your users.
Tell stories about users to keep them at the center of your attention.
• Everyone participates.
Everyone has a Sharpie, everyone has a pad of sticky notes.
• Stay engaged.
Avoid side conversations. Use a parking lot to capture issues that are off-topic.
• Start on time, stay on time.
To meet our goals, we need to watch the clock and stick to the plan.
• Yes, and…
It’s easy to play the devil’s advocate. Instead of dismissing the ideas that your
teammates suggest, push yourself to build on them.
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• Focus on the user.
Tell us a story! Try to base your Playback in story about your user.
• Not too much detail.
Don’t take more than a few minutes to Playback—stay out of the
weeds! Use a parking lot to capture items that are off-topic.
• Don’t read every sticky note.
Synthesize, summarize, and prioritize for us. What’s your point of
view right now? What’s most important or surprising? What themes
and patterns have emerged? What are the outlier ideas?
• What questions arise?
Do you agree with what was presented? What questions do you
(still) have? What do you not understand? What assumptions are
being made? Capture all of this information on sticky notes
rather than getting stuck in a deep-dive discussion.
• Stay engaged.
Playbacks are important moments of alignment and understanding—
pay attention! Lean in.
Playbacks
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No final decisions
will be made.
You won’t have
enough time.
You won’t have
enough information.
You’ll have questions.
This is all okay!
We’re here to learn.
Caveats
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• Have a richer understanding of design thinking
• Feel encouraged to implement this at work
• Develop a sense of empathy for our users
By the end I hope you:
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Our task:
Design a better way for
people to plan and
prepare their meals
throughout the week.
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Darren is a 30-something single dad with 2
kids in middle school. Darren uses
government assistance to help with
groceries and works about 50 hours
per week in two part-time jobs.
Darren
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Phong is a 62-year-old nursing-home
assistant who lives and works in a food
desert. He clocks 70 hours a week—often
during long, overnight shifts—and is reliant
on his city’s public bus system.
Phong
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Marco is a 20-year-old college student living
in an apartment with his 2 best friends. He
struggles with his weight, and never really
learned how to cook or eat healthy—as a
kid, dinner usually meant fast food.
Marco
37. What do they say or need to
say to others? How do they
likely express themselves?
What do they do to
achieve their task?
How does this person
feel about their job?
What do they think about the situation?
What is their worldview?
Quotes Expectations
& Reactions
Actions Values
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1. What are your user’s pain points?
2. What does your user value?
3. What motivates your user?
4. What are your users thinking and feeling?
5. What do you still not know about your users?
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______________ needs a way to ______________ so that ______________
Activity: Needs Statements
do something
that addresses
their needThe user
the user
benefits
directly.
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______________ needs a way to ______________ so that ______________
Activity: Needs Statements
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______________ needs a way to ______________ so that ______________
Activity: Needs Statements
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______________ needs a way to ______________ so that ______________
Activity: Needs Statements
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Activity: Needs Statements
• Write the template at the top of
the sheet.
• Look at your empathy map for
inspiration.
• Post Needs Statements
in pairs.
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Activity: Needs Statements
• Discuss and cluster similar
statements.
• Rewrite the pair if that helps.
• Label the clusters.
• Try writing one big Needs
Statement that represents the
entire cluster—use the same
“need/benefit” format.
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Write out the “Über Needs Statement” that will guide
your team’s work for the rest of the workshop.
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Activity: Needs Statements
• Write the template at the top of
the sheet.
• Refer to previous artifacts
like our empathy map.
• Post Needs Statements
in pairs.
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Ideation
Feature. Big idea.
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Ideation
Big ideas are broad and conceptual
and focused on user needs.
Features are discreet and tactical
and focused on the machine.
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Ideation
Start with a
big idea.
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Ideation
Then a
a picture
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Ideation
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Ideation
“Yes, and!”
“It’s kinda like…”
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• Keep this quick and high-level.
(15 seconds per vignette)
• Don’t discuss implementation
or feasibility yet!
• Diverge first then converge
• Cluster similar and related
ideas—try labeling the
clusters.
71. IBM Design :: IBM Confidential :: © 2015 IBM Corporation
• Keep this quick and high-level.
(15 seconds per vignette)
• Don’t discuss implementation
or feasibility yet!
• Diverge first then converge
• Cluster similar and related
ideas—try labeling the
clusters.
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1
Vote
2
Plot
1
Vote
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Activity: Prioritization Grid
1
Vote
2
Plot
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Impact to the user
LOTS OF STARS = HIGH IMPACT
• Does it turn a pain point into a delight?
• Does it expand user value?
• Does it differentiate the product?
Feasibility for us
LOTS OF GREEN DOTS = HIGHLY FEASIBLE
• Can we do this as an organization?
• Can we take this to market?
• Is it technically feasible?
What’s most
impactful to
our users?
What’s most
feasible for us?
•Everyone gets the same
number of votes.
•Evaluate each “big idea”
quickly and on your own,
to the best of your
knowledge.
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What’s most impactful to
our users? What’s most
feasible for us?
•Everyone gets the same number of votes (6)
•Evaluate each “big idea” quickly and on
your own, to the best of your knowledge.
•Vote based on impact and feasibility.
LOTS OF
STARS =
HIGH IMPACT
LOTS OF
GREEN DOTS =
HIGHLY FEASIBLE
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Activity: Prioritization Grid
2
Plot
1
Vote
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Feasibility for usHARD
$$$$
EASY
$
Impacttotheuser
HIGH
LOW
What’s most impactful to
our users? What’s most
feasible for us?
•Roughly plot each idea onto the grid,
using the voting dots as a loose guide.
•Discuss and reposition ideas in
relation to each other.
•Do some ideas seem more impactful
than others? Do some ideas seem
more feasible than others?
80. No
BrainersBig Bets
Utilities
Unwise
for now
IBM Studios :: © 2016 IBM Corporation
IGNORE
FOR NOW
OBVIOUS
CHOICE
TOUGH
DECISION
• No Brainers pose the
possibility of a tactical
advantage
• Big Bets can offer
strategic differentiation
• Utilities may represent
table stakes
• Don’t waste time or
energy discussing
Unwise items
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No
BrainersBig Bets
Utilities
Unwise
for now
OBVIOUS
CHOICE
TOUGH
DECISION
IGNORE
FOR NOW
• No Brainers pose the
possibility of a tactical
advantage
• Big Bets can offer
strategic differentiation
• Utilities may represent
table stakes
• Don’t waste time or
energy discussing
Unwise items
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No
BrainersBig Bets
Utilities
Unwise
for now
OBVIOUS
CHOICE
TOUGH
DECISION
IGNORE
FOR NOW
• No Brainers pose the
possibility of a tactical
advantage
• Big Bets can offer
strategic differentiation
• Utilities may represent
table stakes
• Don’t waste time or
energy discussing
Unwise items
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What are we doing in the
next X ⁄ Y ⁄ Z months?
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How might we scope and
purposefully deliver
these big ideas to the market
while focusing on the
user experience?
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How might we articulate our
vision for the future
and deliver something
today that sets us down
the right path?
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STAGE 1 STAGE 2 STAGE 3
We know
this will
be true.
We think
we know
this will
be true.
We think
this will
be true.
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Our user can… / will be able to…
STAGE
1
STAGE
2
STAGE
3
Align around what experiences
we’ll deliver to our users when.
•Draw this map on a sheet of paper.
•Post user enablements onto the map, one per sticky note.
•To focus on the user enablement (not on the features),
start each note with Can… or Will be able to…
•Move the sticky notes in relation to each other on the
map to match the journey where they make most sense.
•As a final step, identify and draw three separate columns:
Stage 1, Stage 2, and Stage 3.
94. SHORT
TERM
LONG
TERM
IBM Studios :: © 2016 IBM Corporation
•Move the idea to the short-term:
Some ideas might be so fundamental to
the core user experience that they must
be included in the short-term column.
Short term or long term?
95. SHORT
TERM
LONG
TERM
IBM Studios :: © 2016 IBM Corporation
•Move the idea to the short-term:
Some ideas might be so fundamental to
the core user experience that they must
be included in the short-term column.
•Scope down the idea:
Other ideas may need to be scoped-down
into more realistic mid-term and short-term
experiences or enablements.
Short term or long term?
96. SHORT
TERM
LONG
TERM
Short term or long term?
IBM Studios :: © 2016 IBM Corporation
•Move the idea to the short-term:
Some ideas might be so fundamental to
the core user experience that they must
be included in the short-term column.
•Scope down the idea:
Other ideas may need to be scoped-down
into more realistic mid-term and short-term
experiences or enablements.
•Keep the idea in the long-term:
Ideas that are not feasible in the short-term
or that are not fundamental to the core user
experience can stay in the long-term column.
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Our user can… / will be able to…
STAGE
1
STAGE
2
STAGE
3
Align around what experiences
we’ll deliver to our users when.
•Draw this map on a sheet of paper.
•Post user enablements onto the map, one per sticky note.
•To focus on the user enablement (not on the features),
start each note with Can… or Will be able to…
•Move the sticky notes in relation to each other on the
map to match the journey where they make most sense.
•As a final step, identify and draw three separate columns:
Stage 1, Stage 2, and Stage 3.
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Remember this? Big ideas?
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What can your user’s new experience
feel like? What will their new story be?
•Each teammate makes their own storyboard.
•Tell a seamless story with a beginning, middle, and end. Imagine
your story with characters, a plot, conflict, and resolution.
•Keep it human-centered—focus on the user rather than on screens.
•Think “comic book.” Use speech and thought bubbles, action
bursts, captions, symbols, and narration.
•Use Sharpies! This keeps it at just the right level of fidelity.
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Converge and align as a group to create
one refined “master” storyboard.
•Choose the best parts of each teammate’s story and weave them into
one refined “master” storyboard that’s representative of the entire
team’s thinking.
•Stay at the same fidelity, but use more “panels” if you need them to tell
a complete, deep, and rich experience of your new user experience.
•Use a smartphone photo or a Ziggi-HD cam to project each group’s
story onto the screen and hold a round of Playbacks to share.
•Refer to the same questions as before to guide your discussion.
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Activity: Storyboarding to diverge
What can your user’s new experience
feel like? What will their new story be?
•Each teammate makes their own storyboard.
•Tell a seamless story with a beginning, middle, and end. Imagine
your story with characters, a plot, conflict, and resolution.
•Keep it human-centered—focus on the user rather than on screens.
•Think “comic book.” Use speech and thought bubbles, action
bursts, captions, symbols, and narration.
•Use Sharpies! This keeps it at just the right level of fidelity.
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Activity: Workshop Survey
Submit your feedback anonymously
Please
color-code
your
responses:
The facilitator will
collect your sticky notes.
Thanks for the feedback!
Pink
for your
Low Point
Green
for your
High Point
Blue
for your
Rating
VERY LIKELYNOT VERY LIKELY
Help us understand
what you think and feel
about this experience.
•High & Low Points: What have been the best and
worst parts of this experience? (The most/least
useful, enjoyable, valuable, productive, etc…)
•Rating: How likely are you to recommend using
IBM Design Thinking to a colleague or friend?
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Pro tips!
1. Wear a watch
2. Print/write an agenda for
everyone to reference
3. Have plenty of wall or table
space available
4. Set ground rules and enforce
them
5. Develop clear goals for the
session and communicate
them clearly
6. Ask participants to summarize
conversations or activities for
the group
7. Make sure the work continues
after the session
8. Never facilitate alone
9. Practice, practice, practice!
10. Breathe, breathe, breathe!
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Pro tip 2
Print/write an agenda for
everyone to reference.
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Pro tip 3
Have plenty of wall or
table space available.
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Pro tip 4
Set ground rules and
enforce them.
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Pro tip 5
Develop clear goals for the
session and communicate
them clearly.
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Pro tip 6
Ask participants to
summarize conversations
or activities for the group.
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Pro tip 7
Make sure the work
continues after the session.
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Pro tip 8
Never facilitate alone.
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Pro tip 9
Practice, practice, practice!
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Pro tip 10
Breathe, breathe, breathe!
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