SlideShare a Scribd company logo
FROM RESEARCH TO PROTOTYPING 
NAVNEET NAIR
AGENDA 
• Introductions 
• The need for a process 
• Forming groups 
• Conducting research 
• Synthesizing data 
• Framing HMWs 
• Brainstorming 
• Prototyping 
• Summarizing
NAVNEET NAIR 
About 19 years of experience. Started off as a 
copywriter. Have since then worked as a designer, 
programmer, user researcher and product manager. 
Design influences my philosophy and philosophy 
influences my design.
THE NEED FOR A PROCESS
DESIGN PROCESS 
• Need for a design process: 
• Understanding users and their needs 
• Envisioning an idealized future 
• Learning through trying 
• Scale, spread and sustain 
• Good design can come from anywhere. Hence the process should be inclusive. 
• A good process removes superfluous design 
• A good process should bring about clarity
FORMING GROUPS
FORM GROUPS 
• Number of groups 
• Have a good mix 
• Have at least one person who can sketch well in a 
group 
• Pick a group name and a product space (need not 
be specific think mobile payments, healthcare, 
payroll etc)
BUILDING TEAMS IN THE REAL WORLD 
• Involve everybody 
• Engineers, Product Managers, Business folks, 
Designers and Researchers can all provide 
valuable insights 
• Have at least one person who can sketch out the 
ideas into prototypes
CONDUCTING RESEARCH
QUESTIONS BEFORE STARTING 
• Is your product idea new or is it an improved version? 
• What is the space the idea or product is targeted? 
• Is your audience defined? 
• Do you understand the competitive landscape well? 
Don’t ask yourselves question on time and cost (both can 
be kept in control)
RECRUITING 
• Recruiting need not be expensive 
• Spend time in getting to talk to the right people 
• Talk to at least 8-15 people 
• Not everybody needs to speak to everybody 
• Have groups of 3-4 researchers go and speak with 
the participants
CONDUCTING THE INTERVIEW 
• Be clear about the objectives of the interview. Do not loose 
focus of it during the process. While small talk can build trust 
always try to bring the subject in line with the interview 
objectives. 
• Validate any hypotheses and methods you may already have 
and get them out of the way. If you have new insights validate 
them. But don’t ask direct questions which give away the 
objectives of the interview 
• Gather data as unobtrusively as possible. Synthesize data when 
you get the opportunity. Validate as often as possible
SOME USEFUL TIPS 
• Stop sounding like you built the product (even if you did) 
Ask, “What is important for you as a user?” and “What 
would you expect?” 
• Stop asking what, start wondering why. 
• Do not expect your participants to provide you with new 
ideas. 
• After you ask a question, be silent, let the participant speak. 
• Don’t run a conversation or intimidate the participant.
SYNTHESIZING DATA
CREATING PERSONAS 
• Augment your interviews with quantitative data like user logs 
and surveys to create a broad category of the user. 
• See who among the set of participants is representative of 
this data. 
• Borrow liberally from the interviews. Use insights and 
observations that you feel are important to 
• Some people recommend 30 interview before seeing 
patterns. Usually around 5-8 are more than enough. 
Especially if you augment your data with quantitative insights.
A SAMPLE PERSONA 
Carol 
Carol is a 65 year old grandmother. Carol has a 
part-time job in a local arts and crafts shop. She is 
currently learning to use a computer to help out 
with enquiries that come through the shop’s web 
site. 
She is normally very active but has recently been 
hampered by a broken wrist sustained in a fall. 
Although she usually deals with problems in an 
optimistic and positive manner, she is finding the 
plaster cast very cumbersome. Many everyday 
tasks are now difficult and time-consuming. 
Carol is particularly frustrated by not being able 
to help and play with her grandchildren as much, 
especially as Ellie desperately wants her 
grandmother to finish the fairy costume she’s 
been making for her.
CREATING PRODUCT STRATEGIES 
• Based on Geoffrey Moore’s ‘Crossing The Chasm’ 
• Try and answer the following questions: 
• For (target customer) 
• Who (statement of the need or opportunity) 
• The (product name) is a (product category) 
• That (key benefit, compelling reason to buy) 
• Unlike (primary competitive alternative) 
• Our product (statement of primary differentiation)
CREATING CUSTOMER JOURNEYS 
• Define you stakeholders 
• Understand the user 
• What are they trying to 
achieve 
• Touch-points with 
product 
• Emotional Journey 
• Opportunities to improve
FRAMING HMW TO ADDRESS UNMET NEEDS
GETTING STARTED 
• Everyone speak out their idea and paste post-its with 
ideas on wall 
• Use individual notes to avoid group think. 
• Use the secret phrase: “How might we…” 
• Let ideas flow freely. Using the phrase should inhibit 
judgement. 
• Use self editing to make the idea succinct and specific.
RANKING IDEAS 
• Elect group captains for each team. 
• The captain groups the similar ideas into a single point of view 
(POV). While putting up ideas on the wall researchers can do this 
grouping dynamically. 
• Everyone votes on the ideas. 
• 5 votes per person. 
• Ideas with the most votes bubble to the top. 
• Now each group picks up an idea they are most comfortable 
handling
BRAINSTORMING
RULES OF BRAINSTORMING 
• Defer judgement 
• Collectively gather ideas. If people have similar ideas group them 
together 
• Encourage wild ideas 
• Build on the ideas of others 
• Stay focussed on the context 
• One conversation at a time 
• Be visual 
• Go for quantity
IDEATING DURING BRAINSTORMING 
• Begin with a Point of View (POV) statement. 
• Amp up the good and prune the bad. 
• Explore opposites and challenge assumptions. 
• Change the status quo. 
• Break a POV into smaller pieces.
PROTOTYPING
RUNNING PROTOTYPING SESSIONS 
• Take a minute to think of an initial idea. 
• Take turns sharing ideas. 
• Group captain collects all ideas. 
• Brainstorm for 7 minutes on each topic. 
• When finished, count your ideas.
RAPID PROTOTYPING 
• Building something quickly in 
order to develop or test an idea. 
• Don’t spend time building 
something that everyone will 
already recognize! 
• Build your idea in 15min. 
• Think of a 1 hour / $10 way to 
introduce your idea as an 
experiment 
• Share your idea with your table 
& give/get feedback
SUMMARIZING AND SHARING 
HOW COULD WE DO THIS WORKSHOP BETTER?
Thank you. 
Images used are copyright of respective owners. Used only for educational purposes.

More Related Content

What's hot

Design Thinking & Agile Innovation Workshop
Design Thinking & Agile Innovation WorkshopDesign Thinking & Agile Innovation Workshop
Design Thinking & Agile Innovation Workshop
Josef Scherer
 
Innovation Management: Design Thinking Workshop
Innovation Management: Design Thinking WorkshopInnovation Management: Design Thinking Workshop
Innovation Management: Design Thinking Workshop
Thomas Lotter
 
Design thinking
Design thinkingDesign thinking
Design thinking
Christoffer Noring
 
Kickstarting Design Thinking
Kickstarting Design ThinkingKickstarting Design Thinking
Kickstarting Design Thinking
Erin 'Folletto' Casali
 
Introduction to Design Thinking
Introduction to Design ThinkingIntroduction to Design Thinking
Introduction to Design Thinking
Blackvard
 
Design Thinking: Ideation Techniques
Design Thinking: Ideation TechniquesDesign Thinking: Ideation Techniques
Design Thinking: Ideation Techniques
Operational Excellence Consulting
 
Design thinking
Design thinkingDesign thinking
Design thinking
webkeyz
 
Design thinking for Education, AUW Session 1
Design thinking  for Education, AUW Session 1Design thinking  for Education, AUW Session 1
Design thinking for Education, AUW Session 1
Stefanie Panke
 
Introducing design thinking
Introducing design thinkingIntroducing design thinking
Introducing design thinking
Zaana Jaclyn
 
Creative thinking
Creative thinkingCreative thinking
Creative thinking
Amr Kamal
 
Ideation Session @ Hyper Island
Ideation Session @ Hyper IslandIdeation Session @ Hyper Island
Ideation Session @ Hyper Island
Alexey Ivanov
 
Design Thinking (Workshop Guide)
Design Thinking (Workshop Guide)Design Thinking (Workshop Guide)
Design Thinking (Workshop Guide)
Operational Excellence Consulting
 
Design thinking workshop & Agile HR introduction
Design thinking workshop & Agile HR introductionDesign thinking workshop & Agile HR introduction
Design thinking workshop & Agile HR introduction
Kate Rand
 
Design Thinking
Design ThinkingDesign Thinking
Design Thinking
Claudia Figueroa
 
The Art of the Retrospective: How to run an awesome retrospective meeting
The Art of the Retrospective: How to run an awesome retrospective meetingThe Art of the Retrospective: How to run an awesome retrospective meeting
The Art of the Retrospective: How to run an awesome retrospective meeting
Chris Smith
 
Design thinking
Design  thinkingDesign  thinking
Design thinking
Jyotiprasanna Panigrahi
 
IDEO - Design thinking workshop 2016
IDEO - Design thinking workshop 2016IDEO - Design thinking workshop 2016
IDEO - Design thinking workshop 2016
Center for Entrepreneurship (C4E), University of Cyprus
 
Design thinking
Design thinkingDesign thinking
Design thinking
Amit Khanna
 
"Design Thinking for Business Growth!"
"Design Thinking for Business Growth!" "Design Thinking for Business Growth!"
"Design Thinking for Business Growth!"
BizCamp NI
 
Ideation Workshop
Ideation WorkshopIdeation Workshop
Ideation Workshop
Rachel Liu
 

What's hot (20)

Design Thinking & Agile Innovation Workshop
Design Thinking & Agile Innovation WorkshopDesign Thinking & Agile Innovation Workshop
Design Thinking & Agile Innovation Workshop
 
Innovation Management: Design Thinking Workshop
Innovation Management: Design Thinking WorkshopInnovation Management: Design Thinking Workshop
Innovation Management: Design Thinking Workshop
 
Design thinking
Design thinkingDesign thinking
Design thinking
 
Kickstarting Design Thinking
Kickstarting Design ThinkingKickstarting Design Thinking
Kickstarting Design Thinking
 
Introduction to Design Thinking
Introduction to Design ThinkingIntroduction to Design Thinking
Introduction to Design Thinking
 
Design Thinking: Ideation Techniques
Design Thinking: Ideation TechniquesDesign Thinking: Ideation Techniques
Design Thinking: Ideation Techniques
 
Design thinking
Design thinkingDesign thinking
Design thinking
 
Design thinking for Education, AUW Session 1
Design thinking  for Education, AUW Session 1Design thinking  for Education, AUW Session 1
Design thinking for Education, AUW Session 1
 
Introducing design thinking
Introducing design thinkingIntroducing design thinking
Introducing design thinking
 
Creative thinking
Creative thinkingCreative thinking
Creative thinking
 
Ideation Session @ Hyper Island
Ideation Session @ Hyper IslandIdeation Session @ Hyper Island
Ideation Session @ Hyper Island
 
Design Thinking (Workshop Guide)
Design Thinking (Workshop Guide)Design Thinking (Workshop Guide)
Design Thinking (Workshop Guide)
 
Design thinking workshop & Agile HR introduction
Design thinking workshop & Agile HR introductionDesign thinking workshop & Agile HR introduction
Design thinking workshop & Agile HR introduction
 
Design Thinking
Design ThinkingDesign Thinking
Design Thinking
 
The Art of the Retrospective: How to run an awesome retrospective meeting
The Art of the Retrospective: How to run an awesome retrospective meetingThe Art of the Retrospective: How to run an awesome retrospective meeting
The Art of the Retrospective: How to run an awesome retrospective meeting
 
Design thinking
Design  thinkingDesign  thinking
Design thinking
 
IDEO - Design thinking workshop 2016
IDEO - Design thinking workshop 2016IDEO - Design thinking workshop 2016
IDEO - Design thinking workshop 2016
 
Design thinking
Design thinkingDesign thinking
Design thinking
 
"Design Thinking for Business Growth!"
"Design Thinking for Business Growth!" "Design Thinking for Business Growth!"
"Design Thinking for Business Growth!"
 
Ideation Workshop
Ideation WorkshopIdeation Workshop
Ideation Workshop
 

Similar to How Might We...

العصف الذهني Brainstorming
العصف الذهني  Brainstormingالعصف الذهني  Brainstorming
العصف الذهني Brainstorming
Abdelrahman Elsheikh PMOC,PMP,CBAP,RMP,ACP,SP,MCITP,ITIL
 
Lead Gen Clinic
Lead Gen ClinicLead Gen Clinic
Module 4 what's the big idea
Module 4   what's the big ideaModule 4   what's the big idea
Module 4 what's the big idea
yeaproject
 
Module 4 what's the big idea
Module 4   what's the big ideaModule 4   what's the big idea
Module 4 what's the big idea
caniceconsulting
 
Selling UX
Selling UXSelling UX
Selling UX
Robert Evans
 
2014 10-20 - prd week 3 rolling
2014 10-20 - prd week 3 rolling2014 10-20 - prd week 3 rolling
2014 10-20 - prd week 3 rolling
Sadha Tiosara Shanty
 
A Primer For Design Thinking For Business
A Primer For Design Thinking For BusinessA Primer For Design Thinking For Business
A Primer For Design Thinking For Business
sean carney
 
NEW BUSINESS SKILLS BOOTCAMP
NEW BUSINESS SKILLS BOOTCAMPNEW BUSINESS SKILLS BOOTCAMP
NEW BUSINESS SKILLS BOOTCAMP
Kevin Duncan
 
Design for Delight - The Innovation Catalysts
Design for Delight - The Innovation CatalystsDesign for Delight - The Innovation Catalysts
Design for Delight - The Innovation Catalysts
Stephen Gay
 
Criticalthinking d bradley
Criticalthinking d bradleyCriticalthinking d bradley
Criticalthinking d bradley
DaveB96
 
Design Thinking Design thinking Design thinking
Design Thinking Design thinking  Design thinkingDesign Thinking Design thinking  Design thinking
Design Thinking Design thinking Design thinking
rameshrameshjuly
 
Running an idea generation workshop
Running an idea generation workshopRunning an idea generation workshop
Running an idea generation workshop
CharityComms
 
UXSG2014 Workshop (Day 1) - Lean Startup (Bryan Long)
UXSG2014 Workshop (Day 1) - Lean Startup (Bryan Long)UXSG2014 Workshop (Day 1) - Lean Startup (Bryan Long)
UXSG2014 Workshop (Day 1) - Lean Startup (Bryan Long)
ux singapore
 
Designer Games - Creative Exercises to Enhance Your Work
Designer Games - Creative Exercises to Enhance Your WorkDesigner Games - Creative Exercises to Enhance Your Work
Designer Games - Creative Exercises to Enhance Your Work
John H Douglass
 
Creative Problem Solving - Six Thinking Hats and Other Tools by CTR
Creative Problem Solving - Six Thinking Hats and Other Tools by CTRCreative Problem Solving - Six Thinking Hats and Other Tools by CTR
Creative Problem Solving - Six Thinking Hats and Other Tools by CTR
Andre Hannemann Harris
 
Build sh*t that matters
Build sh*t that matters Build sh*t that matters
Build sh*t that matters
Nick Chickinelli
 
Business Startup Bootcamp - Day 3
Business Startup Bootcamp - Day 3Business Startup Bootcamp - Day 3
Business Startup Bootcamp - Day 3
David Bozward
 
Idea generation
Idea generationIdea generation
Idea generation
David Bozward
 
How To Have a Point Of View and Develop a Persuasive Line of Argument
How To Have a Point Of View and Develop a Persuasive Line of ArgumentHow To Have a Point Of View and Develop a Persuasive Line of Argument
How To Have a Point Of View and Develop a Persuasive Line of Argument
Kevin Duncan
 
126. Brainstorming
126. Brainstorming126. Brainstorming
126. Brainstorming
LAKSHMANAN S
 

Similar to How Might We... (20)

العصف الذهني Brainstorming
العصف الذهني  Brainstormingالعصف الذهني  Brainstorming
العصف الذهني Brainstorming
 
Lead Gen Clinic
Lead Gen ClinicLead Gen Clinic
Lead Gen Clinic
 
Module 4 what's the big idea
Module 4   what's the big ideaModule 4   what's the big idea
Module 4 what's the big idea
 
Module 4 what's the big idea
Module 4   what's the big ideaModule 4   what's the big idea
Module 4 what's the big idea
 
Selling UX
Selling UXSelling UX
Selling UX
 
2014 10-20 - prd week 3 rolling
2014 10-20 - prd week 3 rolling2014 10-20 - prd week 3 rolling
2014 10-20 - prd week 3 rolling
 
A Primer For Design Thinking For Business
A Primer For Design Thinking For BusinessA Primer For Design Thinking For Business
A Primer For Design Thinking For Business
 
NEW BUSINESS SKILLS BOOTCAMP
NEW BUSINESS SKILLS BOOTCAMPNEW BUSINESS SKILLS BOOTCAMP
NEW BUSINESS SKILLS BOOTCAMP
 
Design for Delight - The Innovation Catalysts
Design for Delight - The Innovation CatalystsDesign for Delight - The Innovation Catalysts
Design for Delight - The Innovation Catalysts
 
Criticalthinking d bradley
Criticalthinking d bradleyCriticalthinking d bradley
Criticalthinking d bradley
 
Design Thinking Design thinking Design thinking
Design Thinking Design thinking  Design thinkingDesign Thinking Design thinking  Design thinking
Design Thinking Design thinking Design thinking
 
Running an idea generation workshop
Running an idea generation workshopRunning an idea generation workshop
Running an idea generation workshop
 
UXSG2014 Workshop (Day 1) - Lean Startup (Bryan Long)
UXSG2014 Workshop (Day 1) - Lean Startup (Bryan Long)UXSG2014 Workshop (Day 1) - Lean Startup (Bryan Long)
UXSG2014 Workshop (Day 1) - Lean Startup (Bryan Long)
 
Designer Games - Creative Exercises to Enhance Your Work
Designer Games - Creative Exercises to Enhance Your WorkDesigner Games - Creative Exercises to Enhance Your Work
Designer Games - Creative Exercises to Enhance Your Work
 
Creative Problem Solving - Six Thinking Hats and Other Tools by CTR
Creative Problem Solving - Six Thinking Hats and Other Tools by CTRCreative Problem Solving - Six Thinking Hats and Other Tools by CTR
Creative Problem Solving - Six Thinking Hats and Other Tools by CTR
 
Build sh*t that matters
Build sh*t that matters Build sh*t that matters
Build sh*t that matters
 
Business Startup Bootcamp - Day 3
Business Startup Bootcamp - Day 3Business Startup Bootcamp - Day 3
Business Startup Bootcamp - Day 3
 
Idea generation
Idea generationIdea generation
Idea generation
 
How To Have a Point Of View and Develop a Persuasive Line of Argument
How To Have a Point Of View and Develop a Persuasive Line of ArgumentHow To Have a Point Of View and Develop a Persuasive Line of Argument
How To Have a Point Of View and Develop a Persuasive Line of Argument
 
126. Brainstorming
126. Brainstorming126. Brainstorming
126. Brainstorming
 

Recently uploaded

一比一原版(CSUEB毕业证)美国加州州立大学东湾分校毕业证如何办理
一比一原版(CSUEB毕业证)美国加州州立大学东湾分校毕业证如何办理一比一原版(CSUEB毕业证)美国加州州立大学东湾分校毕业证如何办理
一比一原版(CSUEB毕业证)美国加州州立大学东湾分校毕业证如何办理
stgq9v39
 
ADESGN3S_Case-Study-Municipal-Health-Center.pdf
ADESGN3S_Case-Study-Municipal-Health-Center.pdfADESGN3S_Case-Study-Municipal-Health-Center.pdf
ADESGN3S_Case-Study-Municipal-Health-Center.pdf
GregMichaelTapawan
 
Practical eLearning Makeovers for Everyone
Practical eLearning Makeovers for EveryonePractical eLearning Makeovers for Everyone
Practical eLearning Makeovers for Everyone
Bianca Woods
 
一比一原版(CSU毕业证书)查尔斯特大学毕业证如何办理
一比一原版(CSU毕业证书)查尔斯特大学毕业证如何办理一比一原版(CSU毕业证书)查尔斯特大学毕业证如何办理
一比一原版(CSU毕业证书)查尔斯特大学毕业证如何办理
67n7f53
 
一比一原版(LSE毕业证书)伦敦政治经济学院毕业证如何办理
一比一原版(LSE毕业证书)伦敦政治经济学院毕业证如何办理一比一原版(LSE毕业证书)伦敦政治经济学院毕业证如何办理
一比一原版(LSE毕业证书)伦敦政治经济学院毕业证如何办理
340qn0m1
 
一比一原版(UofM毕业证)美国密歇根大学毕业证如何办理
一比一原版(UofM毕业证)美国密歇根大学毕业证如何办理一比一原版(UofM毕业证)美国密歇根大学毕业证如何办理
一比一原版(UofM毕业证)美国密歇根大学毕业证如何办理
yk5hdsnr
 
一比一原版(Brunel毕业证)英国布鲁内尔大学毕业证如何办理
一比一原版(Brunel毕业证)英国布鲁内尔大学毕业证如何办理一比一原版(Brunel毕业证)英国布鲁内尔大学毕业证如何办理
一比一原版(Brunel毕业证)英国布鲁内尔大学毕业证如何办理
ka3y2ukz
 
一比一原版马里兰大学毕业证(UMD毕业证书)如何办理
一比一原版马里兰大学毕业证(UMD毕业证书)如何办理一比一原版马里兰大学毕业证(UMD毕业证书)如何办理
一比一原版马里兰大学毕业证(UMD毕业证书)如何办理
9lq7ultg
 
一比一原版布兰登大学毕业证(BU毕业证书)如何办理
一比一原版布兰登大学毕业证(BU毕业证书)如何办理一比一原版布兰登大学毕业证(BU毕业证书)如何办理
一比一原版布兰登大学毕业证(BU毕业证书)如何办理
wkip62b
 
一比一原版澳洲查理斯特大学毕业证(CSU学位证)如何办理
一比一原版澳洲查理斯特大学毕业证(CSU学位证)如何办理一比一原版澳洲查理斯特大学毕业证(CSU学位证)如何办理
一比一原版澳洲查理斯特大学毕业证(CSU学位证)如何办理
qa8dk1wm
 
NHL Stenden University of Applied Sciences Diploma Degree Transcript
NHL Stenden University of Applied Sciences Diploma Degree TranscriptNHL Stenden University of Applied Sciences Diploma Degree Transcript
NHL Stenden University of Applied Sciences Diploma Degree Transcript
lhtvqoag
 
一比一原版(UoB毕业证)英国伯明翰大学毕业证如何办理
一比一原版(UoB毕业证)英国伯明翰大学毕业证如何办理一比一原版(UoB毕业证)英国伯明翰大学毕业证如何办理
一比一原版(UoB毕业证)英国伯明翰大学毕业证如何办理
zv943dhb
 
一比一原版美国明尼苏达大学双城分校毕业证(UMTC学位证)如何办理
一比一原版美国明尼苏达大学双城分校毕业证(UMTC学位证)如何办理一比一原版美国明尼苏达大学双城分校毕业证(UMTC学位证)如何办理
一比一原版美国明尼苏达大学双城分校毕业证(UMTC学位证)如何办理
sf3cfttw
 
NHR Engineers Portfolio 2023 2024 NISHANT RATHI
NHR Engineers Portfolio 2023 2024 NISHANT RATHINHR Engineers Portfolio 2023 2024 NISHANT RATHI
NHR Engineers Portfolio 2023 2024 NISHANT RATHI
NishantRathi18
 
欧洲杯买球-欧洲杯买球买球网好的网站-欧洲杯买球哪里有正规的买球网站|【​网址​🎉ac123.net🎉​】
欧洲杯买球-欧洲杯买球买球网好的网站-欧洲杯买球哪里有正规的买球网站|【​网址​🎉ac123.net🎉​】欧洲杯买球-欧洲杯买球买球网好的网站-欧洲杯买球哪里有正规的买球网站|【​网址​🎉ac123.net🎉​】
欧洲杯买球-欧洲杯买球买球网好的网站-欧洲杯买球哪里有正规的买球网站|【​网址​🎉ac123.net🎉​】
jafiradnan336
 
一比一原版美国北卡罗来纳大学教堂山分校毕业证(UNC学位证)如何办理
一比一原版美国北卡罗来纳大学教堂山分校毕业证(UNC学位证)如何办理一比一原版美国北卡罗来纳大学教堂山分校毕业证(UNC学位证)如何办理
一比一原版美国北卡罗来纳大学教堂山分校毕业证(UNC学位证)如何办理
mjjbdpo2
 
一比一原版美国俄勒冈大学毕业证(UO,UofO学位证)如何办理
一比一原版美国俄勒冈大学毕业证(UO,UofO学位证)如何办理一比一原版美国俄勒冈大学毕业证(UO,UofO学位证)如何办理
一比一原版美国俄勒冈大学毕业证(UO,UofO学位证)如何办理
lyurzi7r
 
一比一原版(UofT毕业证)加拿大多伦多大学毕业证如何办理
一比一原版(UofT毕业证)加拿大多伦多大学毕业证如何办理一比一原版(UofT毕业证)加拿大多伦多大学毕业证如何办理
一比一原版(UofT毕业证)加拿大多伦多大学毕业证如何办理
bel9p89b
 
一比一原版(KPU毕业证)加拿大昆特兰理工大学毕业证如何办理
一比一原版(KPU毕业证)加拿大昆特兰理工大学毕业证如何办理一比一原版(KPU毕业证)加拿大昆特兰理工大学毕业证如何办理
一比一原版(KPU毕业证)加拿大昆特兰理工大学毕业证如何办理
kmzsy4kn
 
一比一原版肯特大学毕业证UKC成绩单一模一样
一比一原版肯特大学毕业证UKC成绩单一模一样一比一原版肯特大学毕业证UKC成绩单一模一样
一比一原版肯特大学毕业证UKC成绩单一模一样
tobbk6s8
 

Recently uploaded (20)

一比一原版(CSUEB毕业证)美国加州州立大学东湾分校毕业证如何办理
一比一原版(CSUEB毕业证)美国加州州立大学东湾分校毕业证如何办理一比一原版(CSUEB毕业证)美国加州州立大学东湾分校毕业证如何办理
一比一原版(CSUEB毕业证)美国加州州立大学东湾分校毕业证如何办理
 
ADESGN3S_Case-Study-Municipal-Health-Center.pdf
ADESGN3S_Case-Study-Municipal-Health-Center.pdfADESGN3S_Case-Study-Municipal-Health-Center.pdf
ADESGN3S_Case-Study-Municipal-Health-Center.pdf
 
Practical eLearning Makeovers for Everyone
Practical eLearning Makeovers for EveryonePractical eLearning Makeovers for Everyone
Practical eLearning Makeovers for Everyone
 
一比一原版(CSU毕业证书)查尔斯特大学毕业证如何办理
一比一原版(CSU毕业证书)查尔斯特大学毕业证如何办理一比一原版(CSU毕业证书)查尔斯特大学毕业证如何办理
一比一原版(CSU毕业证书)查尔斯特大学毕业证如何办理
 
一比一原版(LSE毕业证书)伦敦政治经济学院毕业证如何办理
一比一原版(LSE毕业证书)伦敦政治经济学院毕业证如何办理一比一原版(LSE毕业证书)伦敦政治经济学院毕业证如何办理
一比一原版(LSE毕业证书)伦敦政治经济学院毕业证如何办理
 
一比一原版(UofM毕业证)美国密歇根大学毕业证如何办理
一比一原版(UofM毕业证)美国密歇根大学毕业证如何办理一比一原版(UofM毕业证)美国密歇根大学毕业证如何办理
一比一原版(UofM毕业证)美国密歇根大学毕业证如何办理
 
一比一原版(Brunel毕业证)英国布鲁内尔大学毕业证如何办理
一比一原版(Brunel毕业证)英国布鲁内尔大学毕业证如何办理一比一原版(Brunel毕业证)英国布鲁内尔大学毕业证如何办理
一比一原版(Brunel毕业证)英国布鲁内尔大学毕业证如何办理
 
一比一原版马里兰大学毕业证(UMD毕业证书)如何办理
一比一原版马里兰大学毕业证(UMD毕业证书)如何办理一比一原版马里兰大学毕业证(UMD毕业证书)如何办理
一比一原版马里兰大学毕业证(UMD毕业证书)如何办理
 
一比一原版布兰登大学毕业证(BU毕业证书)如何办理
一比一原版布兰登大学毕业证(BU毕业证书)如何办理一比一原版布兰登大学毕业证(BU毕业证书)如何办理
一比一原版布兰登大学毕业证(BU毕业证书)如何办理
 
一比一原版澳洲查理斯特大学毕业证(CSU学位证)如何办理
一比一原版澳洲查理斯特大学毕业证(CSU学位证)如何办理一比一原版澳洲查理斯特大学毕业证(CSU学位证)如何办理
一比一原版澳洲查理斯特大学毕业证(CSU学位证)如何办理
 
NHL Stenden University of Applied Sciences Diploma Degree Transcript
NHL Stenden University of Applied Sciences Diploma Degree TranscriptNHL Stenden University of Applied Sciences Diploma Degree Transcript
NHL Stenden University of Applied Sciences Diploma Degree Transcript
 
一比一原版(UoB毕业证)英国伯明翰大学毕业证如何办理
一比一原版(UoB毕业证)英国伯明翰大学毕业证如何办理一比一原版(UoB毕业证)英国伯明翰大学毕业证如何办理
一比一原版(UoB毕业证)英国伯明翰大学毕业证如何办理
 
一比一原版美国明尼苏达大学双城分校毕业证(UMTC学位证)如何办理
一比一原版美国明尼苏达大学双城分校毕业证(UMTC学位证)如何办理一比一原版美国明尼苏达大学双城分校毕业证(UMTC学位证)如何办理
一比一原版美国明尼苏达大学双城分校毕业证(UMTC学位证)如何办理
 
NHR Engineers Portfolio 2023 2024 NISHANT RATHI
NHR Engineers Portfolio 2023 2024 NISHANT RATHINHR Engineers Portfolio 2023 2024 NISHANT RATHI
NHR Engineers Portfolio 2023 2024 NISHANT RATHI
 
欧洲杯买球-欧洲杯买球买球网好的网站-欧洲杯买球哪里有正规的买球网站|【​网址​🎉ac123.net🎉​】
欧洲杯买球-欧洲杯买球买球网好的网站-欧洲杯买球哪里有正规的买球网站|【​网址​🎉ac123.net🎉​】欧洲杯买球-欧洲杯买球买球网好的网站-欧洲杯买球哪里有正规的买球网站|【​网址​🎉ac123.net🎉​】
欧洲杯买球-欧洲杯买球买球网好的网站-欧洲杯买球哪里有正规的买球网站|【​网址​🎉ac123.net🎉​】
 
一比一原版美国北卡罗来纳大学教堂山分校毕业证(UNC学位证)如何办理
一比一原版美国北卡罗来纳大学教堂山分校毕业证(UNC学位证)如何办理一比一原版美国北卡罗来纳大学教堂山分校毕业证(UNC学位证)如何办理
一比一原版美国北卡罗来纳大学教堂山分校毕业证(UNC学位证)如何办理
 
一比一原版美国俄勒冈大学毕业证(UO,UofO学位证)如何办理
一比一原版美国俄勒冈大学毕业证(UO,UofO学位证)如何办理一比一原版美国俄勒冈大学毕业证(UO,UofO学位证)如何办理
一比一原版美国俄勒冈大学毕业证(UO,UofO学位证)如何办理
 
一比一原版(UofT毕业证)加拿大多伦多大学毕业证如何办理
一比一原版(UofT毕业证)加拿大多伦多大学毕业证如何办理一比一原版(UofT毕业证)加拿大多伦多大学毕业证如何办理
一比一原版(UofT毕业证)加拿大多伦多大学毕业证如何办理
 
一比一原版(KPU毕业证)加拿大昆特兰理工大学毕业证如何办理
一比一原版(KPU毕业证)加拿大昆特兰理工大学毕业证如何办理一比一原版(KPU毕业证)加拿大昆特兰理工大学毕业证如何办理
一比一原版(KPU毕业证)加拿大昆特兰理工大学毕业证如何办理
 
一比一原版肯特大学毕业证UKC成绩单一模一样
一比一原版肯特大学毕业证UKC成绩单一模一样一比一原版肯特大学毕业证UKC成绩单一模一样
一比一原版肯特大学毕业证UKC成绩单一模一样
 

How Might We...

  • 1. FROM RESEARCH TO PROTOTYPING NAVNEET NAIR
  • 2. AGENDA • Introductions • The need for a process • Forming groups • Conducting research • Synthesizing data • Framing HMWs • Brainstorming • Prototyping • Summarizing
  • 3. NAVNEET NAIR About 19 years of experience. Started off as a copywriter. Have since then worked as a designer, programmer, user researcher and product manager. Design influences my philosophy and philosophy influences my design.
  • 4. THE NEED FOR A PROCESS
  • 5. DESIGN PROCESS • Need for a design process: • Understanding users and their needs • Envisioning an idealized future • Learning through trying • Scale, spread and sustain • Good design can come from anywhere. Hence the process should be inclusive. • A good process removes superfluous design • A good process should bring about clarity
  • 7. FORM GROUPS • Number of groups • Have a good mix • Have at least one person who can sketch well in a group • Pick a group name and a product space (need not be specific think mobile payments, healthcare, payroll etc)
  • 8. BUILDING TEAMS IN THE REAL WORLD • Involve everybody • Engineers, Product Managers, Business folks, Designers and Researchers can all provide valuable insights • Have at least one person who can sketch out the ideas into prototypes
  • 10. QUESTIONS BEFORE STARTING • Is your product idea new or is it an improved version? • What is the space the idea or product is targeted? • Is your audience defined? • Do you understand the competitive landscape well? Don’t ask yourselves question on time and cost (both can be kept in control)
  • 11. RECRUITING • Recruiting need not be expensive • Spend time in getting to talk to the right people • Talk to at least 8-15 people • Not everybody needs to speak to everybody • Have groups of 3-4 researchers go and speak with the participants
  • 12. CONDUCTING THE INTERVIEW • Be clear about the objectives of the interview. Do not loose focus of it during the process. While small talk can build trust always try to bring the subject in line with the interview objectives. • Validate any hypotheses and methods you may already have and get them out of the way. If you have new insights validate them. But don’t ask direct questions which give away the objectives of the interview • Gather data as unobtrusively as possible. Synthesize data when you get the opportunity. Validate as often as possible
  • 13. SOME USEFUL TIPS • Stop sounding like you built the product (even if you did) Ask, “What is important for you as a user?” and “What would you expect?” • Stop asking what, start wondering why. • Do not expect your participants to provide you with new ideas. • After you ask a question, be silent, let the participant speak. • Don’t run a conversation or intimidate the participant.
  • 15. CREATING PERSONAS • Augment your interviews with quantitative data like user logs and surveys to create a broad category of the user. • See who among the set of participants is representative of this data. • Borrow liberally from the interviews. Use insights and observations that you feel are important to • Some people recommend 30 interview before seeing patterns. Usually around 5-8 are more than enough. Especially if you augment your data with quantitative insights.
  • 16. A SAMPLE PERSONA Carol Carol is a 65 year old grandmother. Carol has a part-time job in a local arts and crafts shop. She is currently learning to use a computer to help out with enquiries that come through the shop’s web site. She is normally very active but has recently been hampered by a broken wrist sustained in a fall. Although she usually deals with problems in an optimistic and positive manner, she is finding the plaster cast very cumbersome. Many everyday tasks are now difficult and time-consuming. Carol is particularly frustrated by not being able to help and play with her grandchildren as much, especially as Ellie desperately wants her grandmother to finish the fairy costume she’s been making for her.
  • 17. CREATING PRODUCT STRATEGIES • Based on Geoffrey Moore’s ‘Crossing The Chasm’ • Try and answer the following questions: • For (target customer) • Who (statement of the need or opportunity) • The (product name) is a (product category) • That (key benefit, compelling reason to buy) • Unlike (primary competitive alternative) • Our product (statement of primary differentiation)
  • 18. CREATING CUSTOMER JOURNEYS • Define you stakeholders • Understand the user • What are they trying to achieve • Touch-points with product • Emotional Journey • Opportunities to improve
  • 19. FRAMING HMW TO ADDRESS UNMET NEEDS
  • 20. GETTING STARTED • Everyone speak out their idea and paste post-its with ideas on wall • Use individual notes to avoid group think. • Use the secret phrase: “How might we…” • Let ideas flow freely. Using the phrase should inhibit judgement. • Use self editing to make the idea succinct and specific.
  • 21. RANKING IDEAS • Elect group captains for each team. • The captain groups the similar ideas into a single point of view (POV). While putting up ideas on the wall researchers can do this grouping dynamically. • Everyone votes on the ideas. • 5 votes per person. • Ideas with the most votes bubble to the top. • Now each group picks up an idea they are most comfortable handling
  • 23. RULES OF BRAINSTORMING • Defer judgement • Collectively gather ideas. If people have similar ideas group them together • Encourage wild ideas • Build on the ideas of others • Stay focussed on the context • One conversation at a time • Be visual • Go for quantity
  • 24. IDEATING DURING BRAINSTORMING • Begin with a Point of View (POV) statement. • Amp up the good and prune the bad. • Explore opposites and challenge assumptions. • Change the status quo. • Break a POV into smaller pieces.
  • 26. RUNNING PROTOTYPING SESSIONS • Take a minute to think of an initial idea. • Take turns sharing ideas. • Group captain collects all ideas. • Brainstorm for 7 minutes on each topic. • When finished, count your ideas.
  • 27. RAPID PROTOTYPING • Building something quickly in order to develop or test an idea. • Don’t spend time building something that everyone will already recognize! • Build your idea in 15min. • Think of a 1 hour / $10 way to introduce your idea as an experiment • Share your idea with your table & give/get feedback
  • 28. SUMMARIZING AND SHARING HOW COULD WE DO THIS WORKSHOP BETTER?
  • 29. Thank you. Images used are copyright of respective owners. Used only for educational purposes.