This document discusses user testing and interaction design. It provides an agenda for the topics, including interaction design and user testing. It discusses elements of good design such as meeting specific goals, making possible actions and the current state visible and easy to understand, following natural mappings, and reducing mental load. It then discusses planning a user test, including defining goals, choosing a target audience, creating tasks/scenarios to test, and refining the test plan. The overall summary is that the document provides guidance on user testing and outlines the key aspects of planning an effective user test to evaluate a prototype or design.
This is my presentation covering Dan Saffer's UX London day one presentation and the workshop from days two and three.
Originally presented at the London IA UX London Redux on August 12th, 2009.
Critique and The Design Process: Facilitating Better FeedbackAaron Irizarry
This document discusses improving team communication and collaboration through critique. It provides guidance on giving and receiving critique, including focusing on objectives, using questions to understand perspectives, and maintaining humility. Effective critique requires setting goals, analyzing related design elements, and evaluating their effectiveness. The document outlines rules for critique, such as avoiding problem solving, treating all participants equally, and allowing the designer to determine next steps. Facilitating critique involves defining goals, using techniques like round robin feedback, and appointing facilitators. Remote critique requires tools that support sight and sound as well as patience from all participants.
Discussing Design: The Art of Critique - ixdaNYCAaron Irizarry
By taking the time to examine critique and how it fits into the design process and both an activity and an aspect of any communication we can focus our conversations and improve our ability to collaborate. In this presentation we'll examine the language, rules and strategies for improving the conversations with teammates and provide attendees with takeaways that can immediately be put to work to create a useful, collaborative environment for discussing designs.
Discussing Design: The Art of Critique - Web 2.0 Expo NY 2011Aaron Irizarry
In this presentation we’ll discuss the importance of critique and a language for discussing design. It can be easy to complain about the way things are and theorize on the way things should be. Progress comes from understanding why something is the way it is and then examining how it meets or does not meet it’s desired goals. This is critique. Critique is not about describing how bad something is, or proposing the ultimate solution. Critique is a dialogue, a conversation that takes place to better understand how we got to where we are, how close we are to getting where we want to go and what we have left to do to get there.
The contents of this presentation will focus on:
understanding critique
best practices for incorporating critiques into a design practice
identifying common challenges to critique and ways to improve our ability to deliver, collect and receive critique
One of the most persistent factors limiting the impact of user research in business is that projects often stop with a catalog of findings and implications rather than generating opportunities that directly enable the findings. We’ve long heard the lament, “Well, we got this report, and it just sat there. We didn’t know what to do with it.”
But design research (or ethnography, or user research, or whatever the term du jour may be) has also become standard practice, as opposed to something exceptional or innovative. That means that designers are increasingly involved in using contextual research to inform their design work.
Ongoing acceptance of user research has increased the ranks of designers and others who feel comfortable conducting research. But analysis and synthesis is a more slippery skill set, and we see how easy it is for teams to ignore (more out of frustration than anything malicious) data that doesn’t immediately seem actionable. This workshop gives people the tools to take control over synthesis and ideation themselves by breaking it down into a manageable framework and process.
In this session, you'll:
Collaborate in teams to experience an effective framework for synthesizing raw field data.
Gain perspective on the difference between surface observations and deeper, interpreted insights.
Learn how to move from data to insights to opportunities.
Get techniques for generating ideas and strategies across a broad scope of business and design concerns.
Focus on individual and group analysis to create a top-line report.
Brainstorm on patterns, cluster analysis, and diagrams to rethink problems.
Prioritize findings and create new opportunities.
Introductory lecture on Design Thinking given by Mark Billinghurst as part of the HITD 201 course taught at the University of Canterbury. Taught on December 9th 2013
Day 1 slides from a two-day workshop on UX foundations by Meg Kurdziolek and Karen Tang. Day 1 covered the building blocks of design process and design research methods.
This is my presentation covering Dan Saffer's UX London day one presentation and the workshop from days two and three.
Originally presented at the London IA UX London Redux on August 12th, 2009.
Critique and The Design Process: Facilitating Better FeedbackAaron Irizarry
This document discusses improving team communication and collaboration through critique. It provides guidance on giving and receiving critique, including focusing on objectives, using questions to understand perspectives, and maintaining humility. Effective critique requires setting goals, analyzing related design elements, and evaluating their effectiveness. The document outlines rules for critique, such as avoiding problem solving, treating all participants equally, and allowing the designer to determine next steps. Facilitating critique involves defining goals, using techniques like round robin feedback, and appointing facilitators. Remote critique requires tools that support sight and sound as well as patience from all participants.
Discussing Design: The Art of Critique - ixdaNYCAaron Irizarry
By taking the time to examine critique and how it fits into the design process and both an activity and an aspect of any communication we can focus our conversations and improve our ability to collaborate. In this presentation we'll examine the language, rules and strategies for improving the conversations with teammates and provide attendees with takeaways that can immediately be put to work to create a useful, collaborative environment for discussing designs.
Discussing Design: The Art of Critique - Web 2.0 Expo NY 2011Aaron Irizarry
In this presentation we’ll discuss the importance of critique and a language for discussing design. It can be easy to complain about the way things are and theorize on the way things should be. Progress comes from understanding why something is the way it is and then examining how it meets or does not meet it’s desired goals. This is critique. Critique is not about describing how bad something is, or proposing the ultimate solution. Critique is a dialogue, a conversation that takes place to better understand how we got to where we are, how close we are to getting where we want to go and what we have left to do to get there.
The contents of this presentation will focus on:
understanding critique
best practices for incorporating critiques into a design practice
identifying common challenges to critique and ways to improve our ability to deliver, collect and receive critique
One of the most persistent factors limiting the impact of user research in business is that projects often stop with a catalog of findings and implications rather than generating opportunities that directly enable the findings. We’ve long heard the lament, “Well, we got this report, and it just sat there. We didn’t know what to do with it.”
But design research (or ethnography, or user research, or whatever the term du jour may be) has also become standard practice, as opposed to something exceptional or innovative. That means that designers are increasingly involved in using contextual research to inform their design work.
Ongoing acceptance of user research has increased the ranks of designers and others who feel comfortable conducting research. But analysis and synthesis is a more slippery skill set, and we see how easy it is for teams to ignore (more out of frustration than anything malicious) data that doesn’t immediately seem actionable. This workshop gives people the tools to take control over synthesis and ideation themselves by breaking it down into a manageable framework and process.
In this session, you'll:
Collaborate in teams to experience an effective framework for synthesizing raw field data.
Gain perspective on the difference between surface observations and deeper, interpreted insights.
Learn how to move from data to insights to opportunities.
Get techniques for generating ideas and strategies across a broad scope of business and design concerns.
Focus on individual and group analysis to create a top-line report.
Brainstorm on patterns, cluster analysis, and diagrams to rethink problems.
Prioritize findings and create new opportunities.
Introductory lecture on Design Thinking given by Mark Billinghurst as part of the HITD 201 course taught at the University of Canterbury. Taught on December 9th 2013
Day 1 slides from a two-day workshop on UX foundations by Meg Kurdziolek and Karen Tang. Day 1 covered the building blocks of design process and design research methods.
Critique is a vital skill for any good designer. Here we talk about it's application in everyday life as well as the formal work we do with clients as UX Designers.
This talk has been given at a number of conferences by myself and the amazing Aaron Irizaryy (http://www.thisisaaronslife.com/)
We'll be keeping the most up-to-date version of the slides uploaded here. If you'd like a copy from a previous iteration, please get in touch with either Aaron or myself, and we'll happily get one to you.
Updated 5/55 to the version used at WebVisions Portland in 2012.
501 Talks Tech: Design Thinking Workshop by Dupla Studios501 Commons
The document provides an overview of the design thinking process through two case studies. It begins with an introduction to design thinking and covers the main stages of the process - discovery, definition, development, and delivery. The first case study examines improving automotive infotainment systems based on field observations and user insights. The second case study looks at designing a platform to better connect volunteers with nonprofit opportunities. The document concludes with a workshop on user research skills like interviewing and making sense of user data.
Jane Fulton and Duane Bray provided input on methods for learning about people and prototyping techniques. The author discusses the process of designing something new versus a new version. Prototyping allows for understanding, exploring, and communicating an experience before a final design. Interaction design prototypes are original models that serve as the basis for later stages and represent a pre-final design. Observation is highlighted as the best way to learn about user needs and habits in context rather than through questioning.
An introduction to creative problem solvingbetseykenn
This document introduces the concept of Creative Problem Solving (CPS), which is a framework developed by Alex Osborn and Sidney Parnes to apply creative thinking processes to solve problems. The CPS method involves 6 sequential steps - objective finding, fact finding, problem finding, idea finding, solution finding, and acceptance finding - with an emphasis on divergent and convergent thinking. Examples of CPS tasks are provided to illustrate how it can be applied in classroom settings to teach both content and creative problem-solving skills.
Design Thinking is a methodology used by designers in the industry and its application on solving daily simple to complex global problems. It also talks about the differences between art, science, and design.
It discusses detailed and creative strategy and how it uses a combination of logic, imagination, intuition and systematic reasoning to create desired outcomes. It uses tools like empathy, reasoning, and experimentation to arrive at innovative solutions.
Unlike analytical thinking, design thinking includes "building up" ideas, with few, or no, limits on breadth during a "brainstorming" phase. This helps reduce the fear of failure in the participant(s) and encourages input and participation from a wide variety of sources in the ideation phases. It employs divergent thinking as a way to ensure that many possible solutions are explored in the first instance, and then convergent thinking as a way to narrow these down to a final solution. It can be applied in all areas of life, industries, social challenges, education, government, healthcare.
We help participants at SWE workshop session to explore a problem, visualize it, apply the process, prototype and arrive at a solution within a given time frame.
In this presentation we’ll discuss the importance of critique and a language for discussing design. It can be easy to complain about the way things are and theorize on the way things should be. Progress comes from understanding why something is the way it is and then examining how it meets or does not meet its desired goals. This is critique. Critique is not about describing how bad something is, or proposing the ultimate solution. Critique is a dialogue, a conversation that takes place to better understand how we got to where we are, how close we are to getting where we want to go and what we have left to do to get there.
The contents of this presentation will focus on:
understanding critique
best practices for incorporating critiques into a design practice
identifying common challenges to critique and ways to improve our ability to deliver, collect and receive critique
Design thinking is an iterative process that involves empathizing with users, defining problems from their perspective, ideating solutions, prototyping ideas, and testing prototypes with users. It focuses on understanding user needs through observation and interviews to identify root problems. Potential solutions are then explored through brainstorming techniques and low-fidelity prototyping before gathering user feedback through testing techniques like card sorting and the "Wizard of Oz" method to further refine solutions. The goal is to generate a wide range of ideas and learn through iterative prototyping and user testing.
Tips for better surveys: better questions in your questionnaire, better overall survey process. From UPA2012 in Las Vegas.
This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
Now that you know how to plan for and construct bullet-proof usability script, take your experience to the next level - learn how to be an effective moderator!
UX London Collaborative Research WorkshopErika Hall
This document provides an overview of a UX research event in London. The agenda includes sessions on research and collaboration, understanding the organization being studied, user research activities like interviews and usability testing, analyzing the data collected, and getting buy-in for research findings. It discusses topics like forming good research questions, overcoming objections to research, biases to avoid, and conducting stakeholder interviews and organizational research. The document emphasizes that research is a process of answering questions to make evidence-based decisions and reduce risks. It encourages a goal-driven and skeptical approach over dogmatic methods, and seeing users as partners rather than subjects.
This document outlines John Bransford's IDEAL model for problem resolution, which consists of 5 steps: 1) Identify the problem, 2) Define the problem, 3) Explore possible solutions, 4) Apply solutions to the problem, and 5) Look at and learn from the effects of the solution. It provides details on each step, such as how to accurately determine the cause of the problem in step 2. The document emphasizes that problem resolution is an iterative process that may require trying multiple solutions and revising approaches. Students are instructed to complete a worksheet to practice applying this problem-solving process.
The document provides an overview of creative problem solving. It defines creative problem solving as looking at problems in a different way than others. The document outlines the creative problem solving process as 7 steps: 1) defining the problem 2) gathering facts 3) restating the problem 4) identifying alternatives 5) evaluating alternatives 6) implementing a decision and 7) evaluating results. It also discusses tools for creative problem solving like brainstorming, multi-voting, and mind mapping and provides examples of using each tool. Finally, it prompts the reader to consider the greatest challenges their team faces and includes examples of how ordinary people use creative problem solving skills.
This document outlines a presentation on design and the design process. It includes:
- An agenda covering design, UI/UX, and a 5-step design process
- Exercises walking through each step of the process using a hypothetical synthesizer redesign as an example
- Recaps summarizing the key points about kickoff, research, design brief, ideation, evaluation, and presentation.
In the fall of 2018, I was asked to present a guest lecture to first year students enrolled in the Business Technology Management program at Ryerson University.
Coaching teams in Creative Problem Solving v.2Flowa Oy
This document provides instructions and materials for coaching teams in creative problem solving. It begins with an introduction to the presenter and includes exercises to practice three creativity tools: SCAMBER, 9 Windows, and Contradiction Analysis. Participants are guided through examples applying each tool to hypothetical problems to generate new ideas and solutions. The document emphasizes practicing the creative thinking process over immediately finding solutions. It aims to leave participants with at least one creativity tool they can apply to their own work within two weeks.
Discuss Design Without Losing Your MindAdam Connor
This is an updated version of Discussing Design: The Art of Critique.
We’ve all struggled at times in sharing our designs with teammates and stakeholders and collecting feedback on them. The comments we receive can seem to more about personal preference or indicate some misalignment of goals and vision for the project.
Our ability to critique and to facilitate critique with others speaks directly to the quality of these conversations. Designers frequently complain about the quality and uselessness of the feedback they are given, but we rarely take a step back and examine how to collect useful feedback and make our discussions around our designs more productive.
With this talk we look deeper into the various aspects of critique, not just as an activity for collecting feedback, but as a key skill in our ability to communicate and collaborate. We examine the language, rules and strategies for critique and provide participants with takeaways that can immediately be put to work to create a useful, collaborative environment for discussing designs.
The document describes a design thinking workshop to help participants understand and apply the design thinking process. It outlines the workshop agenda which includes an icebreaker activity, video, and explanations of key design thinking concepts like empathy mapping and customer journey mapping. Participants are then led through design thinking steps to reimagine a frustrating daily experience, coming up with ideas and prototypes to test solutions. The workshop aims to show design thinking as a human-centered approach integrating user needs, technology possibilities, and business factors to solve problems in an iterative, non-linear way.
Here are some potential issues with this 11-point satisfaction scale:
- Partially labeled scales can lead to different interpretations of the scale points.
- Forced distribution with a neutral point may push respondents towards the middle who don't truly feel neutral.
- Lumping the 7+ responses together obscures variation in attitudes above satisfied.
- Subtracting below 6 from above 9 assumes equal intervals between scale points which may not reflect how respondents conceptualize satisfaction.
- Unipolar scales can't capture dissatisfaction which is important information. A bipolar scale may better measure the construct.
In summary, this scale has response option and analysis issues that could undermine the validity and reliability of the satisfaction measure.
This presentation was given at a Design Thinking workshop as part of Philly Tech Week 2017. Topics covered include an intro to design thinking, a User Journey mapping activity, and a Team Design Challenge.
The document provides an introduction to an Agile and Lean User Experience workshop. It discusses how traditional UX practices emphasize deliverables and individual hero designers, while Lean UX focuses on collaborative sense-making and ensuring the customer experience is owned by everyone. The workshop covers Lean UX principles and processes, integrating design into agile development, and the importance of customer research methods like interviewing and empathy mapping to understand user needs and validate hypotheses.
This document outlines the steps of a Design Sprint process to boost creativity and manage a design project. It includes:
1) Understanding the problem through stakeholder presentations on goals, technology, and user needs. Mapping the project scope and outcomes.
2) Defining the focus by identifying the business opportunity, customer, problem, and value proposition. Researching through user data collection.
3) Diverging through individual idea sketching to generate solutions regardless of feasibility. Translating learnings into opportunities.
4) Prototyping key moments like screens, interactions, and use cases to test ideas without large investments.
5) Validating ideas through feedback from showing prototypes and discussing different design
Critique is a vital skill for any good designer. Here we talk about it's application in everyday life as well as the formal work we do with clients as UX Designers.
This talk has been given at a number of conferences by myself and the amazing Aaron Irizaryy (http://www.thisisaaronslife.com/)
We'll be keeping the most up-to-date version of the slides uploaded here. If you'd like a copy from a previous iteration, please get in touch with either Aaron or myself, and we'll happily get one to you.
Updated 5/55 to the version used at WebVisions Portland in 2012.
501 Talks Tech: Design Thinking Workshop by Dupla Studios501 Commons
The document provides an overview of the design thinking process through two case studies. It begins with an introduction to design thinking and covers the main stages of the process - discovery, definition, development, and delivery. The first case study examines improving automotive infotainment systems based on field observations and user insights. The second case study looks at designing a platform to better connect volunteers with nonprofit opportunities. The document concludes with a workshop on user research skills like interviewing and making sense of user data.
Jane Fulton and Duane Bray provided input on methods for learning about people and prototyping techniques. The author discusses the process of designing something new versus a new version. Prototyping allows for understanding, exploring, and communicating an experience before a final design. Interaction design prototypes are original models that serve as the basis for later stages and represent a pre-final design. Observation is highlighted as the best way to learn about user needs and habits in context rather than through questioning.
An introduction to creative problem solvingbetseykenn
This document introduces the concept of Creative Problem Solving (CPS), which is a framework developed by Alex Osborn and Sidney Parnes to apply creative thinking processes to solve problems. The CPS method involves 6 sequential steps - objective finding, fact finding, problem finding, idea finding, solution finding, and acceptance finding - with an emphasis on divergent and convergent thinking. Examples of CPS tasks are provided to illustrate how it can be applied in classroom settings to teach both content and creative problem-solving skills.
Design Thinking is a methodology used by designers in the industry and its application on solving daily simple to complex global problems. It also talks about the differences between art, science, and design.
It discusses detailed and creative strategy and how it uses a combination of logic, imagination, intuition and systematic reasoning to create desired outcomes. It uses tools like empathy, reasoning, and experimentation to arrive at innovative solutions.
Unlike analytical thinking, design thinking includes "building up" ideas, with few, or no, limits on breadth during a "brainstorming" phase. This helps reduce the fear of failure in the participant(s) and encourages input and participation from a wide variety of sources in the ideation phases. It employs divergent thinking as a way to ensure that many possible solutions are explored in the first instance, and then convergent thinking as a way to narrow these down to a final solution. It can be applied in all areas of life, industries, social challenges, education, government, healthcare.
We help participants at SWE workshop session to explore a problem, visualize it, apply the process, prototype and arrive at a solution within a given time frame.
In this presentation we’ll discuss the importance of critique and a language for discussing design. It can be easy to complain about the way things are and theorize on the way things should be. Progress comes from understanding why something is the way it is and then examining how it meets or does not meet its desired goals. This is critique. Critique is not about describing how bad something is, or proposing the ultimate solution. Critique is a dialogue, a conversation that takes place to better understand how we got to where we are, how close we are to getting where we want to go and what we have left to do to get there.
The contents of this presentation will focus on:
understanding critique
best practices for incorporating critiques into a design practice
identifying common challenges to critique and ways to improve our ability to deliver, collect and receive critique
Design thinking is an iterative process that involves empathizing with users, defining problems from their perspective, ideating solutions, prototyping ideas, and testing prototypes with users. It focuses on understanding user needs through observation and interviews to identify root problems. Potential solutions are then explored through brainstorming techniques and low-fidelity prototyping before gathering user feedback through testing techniques like card sorting and the "Wizard of Oz" method to further refine solutions. The goal is to generate a wide range of ideas and learn through iterative prototyping and user testing.
Tips for better surveys: better questions in your questionnaire, better overall survey process. From UPA2012 in Las Vegas.
This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
Now that you know how to plan for and construct bullet-proof usability script, take your experience to the next level - learn how to be an effective moderator!
UX London Collaborative Research WorkshopErika Hall
This document provides an overview of a UX research event in London. The agenda includes sessions on research and collaboration, understanding the organization being studied, user research activities like interviews and usability testing, analyzing the data collected, and getting buy-in for research findings. It discusses topics like forming good research questions, overcoming objections to research, biases to avoid, and conducting stakeholder interviews and organizational research. The document emphasizes that research is a process of answering questions to make evidence-based decisions and reduce risks. It encourages a goal-driven and skeptical approach over dogmatic methods, and seeing users as partners rather than subjects.
This document outlines John Bransford's IDEAL model for problem resolution, which consists of 5 steps: 1) Identify the problem, 2) Define the problem, 3) Explore possible solutions, 4) Apply solutions to the problem, and 5) Look at and learn from the effects of the solution. It provides details on each step, such as how to accurately determine the cause of the problem in step 2. The document emphasizes that problem resolution is an iterative process that may require trying multiple solutions and revising approaches. Students are instructed to complete a worksheet to practice applying this problem-solving process.
The document provides an overview of creative problem solving. It defines creative problem solving as looking at problems in a different way than others. The document outlines the creative problem solving process as 7 steps: 1) defining the problem 2) gathering facts 3) restating the problem 4) identifying alternatives 5) evaluating alternatives 6) implementing a decision and 7) evaluating results. It also discusses tools for creative problem solving like brainstorming, multi-voting, and mind mapping and provides examples of using each tool. Finally, it prompts the reader to consider the greatest challenges their team faces and includes examples of how ordinary people use creative problem solving skills.
This document outlines a presentation on design and the design process. It includes:
- An agenda covering design, UI/UX, and a 5-step design process
- Exercises walking through each step of the process using a hypothetical synthesizer redesign as an example
- Recaps summarizing the key points about kickoff, research, design brief, ideation, evaluation, and presentation.
In the fall of 2018, I was asked to present a guest lecture to first year students enrolled in the Business Technology Management program at Ryerson University.
Coaching teams in Creative Problem Solving v.2Flowa Oy
This document provides instructions and materials for coaching teams in creative problem solving. It begins with an introduction to the presenter and includes exercises to practice three creativity tools: SCAMBER, 9 Windows, and Contradiction Analysis. Participants are guided through examples applying each tool to hypothetical problems to generate new ideas and solutions. The document emphasizes practicing the creative thinking process over immediately finding solutions. It aims to leave participants with at least one creativity tool they can apply to their own work within two weeks.
Discuss Design Without Losing Your MindAdam Connor
This is an updated version of Discussing Design: The Art of Critique.
We’ve all struggled at times in sharing our designs with teammates and stakeholders and collecting feedback on them. The comments we receive can seem to more about personal preference or indicate some misalignment of goals and vision for the project.
Our ability to critique and to facilitate critique with others speaks directly to the quality of these conversations. Designers frequently complain about the quality and uselessness of the feedback they are given, but we rarely take a step back and examine how to collect useful feedback and make our discussions around our designs more productive.
With this talk we look deeper into the various aspects of critique, not just as an activity for collecting feedback, but as a key skill in our ability to communicate and collaborate. We examine the language, rules and strategies for critique and provide participants with takeaways that can immediately be put to work to create a useful, collaborative environment for discussing designs.
The document describes a design thinking workshop to help participants understand and apply the design thinking process. It outlines the workshop agenda which includes an icebreaker activity, video, and explanations of key design thinking concepts like empathy mapping and customer journey mapping. Participants are then led through design thinking steps to reimagine a frustrating daily experience, coming up with ideas and prototypes to test solutions. The workshop aims to show design thinking as a human-centered approach integrating user needs, technology possibilities, and business factors to solve problems in an iterative, non-linear way.
Here are some potential issues with this 11-point satisfaction scale:
- Partially labeled scales can lead to different interpretations of the scale points.
- Forced distribution with a neutral point may push respondents towards the middle who don't truly feel neutral.
- Lumping the 7+ responses together obscures variation in attitudes above satisfied.
- Subtracting below 6 from above 9 assumes equal intervals between scale points which may not reflect how respondents conceptualize satisfaction.
- Unipolar scales can't capture dissatisfaction which is important information. A bipolar scale may better measure the construct.
In summary, this scale has response option and analysis issues that could undermine the validity and reliability of the satisfaction measure.
This presentation was given at a Design Thinking workshop as part of Philly Tech Week 2017. Topics covered include an intro to design thinking, a User Journey mapping activity, and a Team Design Challenge.
The document provides an introduction to an Agile and Lean User Experience workshop. It discusses how traditional UX practices emphasize deliverables and individual hero designers, while Lean UX focuses on collaborative sense-making and ensuring the customer experience is owned by everyone. The workshop covers Lean UX principles and processes, integrating design into agile development, and the importance of customer research methods like interviewing and empathy mapping to understand user needs and validate hypotheses.
This document outlines the steps of a Design Sprint process to boost creativity and manage a design project. It includes:
1) Understanding the problem through stakeholder presentations on goals, technology, and user needs. Mapping the project scope and outcomes.
2) Defining the focus by identifying the business opportunity, customer, problem, and value proposition. Researching through user data collection.
3) Diverging through individual idea sketching to generate solutions regardless of feasibility. Translating learnings into opportunities.
4) Prototyping key moments like screens, interactions, and use cases to test ideas without large investments.
5) Validating ideas through feedback from showing prototypes and discussing different design
This document provides an overview of project management and leadership. It discusses the roles and responsibilities of a project manager, including working with stakeholders, translating requirements, managing expectations, and communicating status. It introduces common project management frameworks like waterfall and agile methodologies. It emphasizes the importance of vision, managing expectations through the triple constraint of scope, time and cost, and focusing on people over processes through effective leadership and communication.
This document discusses lean thinking and agile principles for improving productivity. It promotes embracing change and continuous improvement over rigid plans. Key aspects covered include lean concepts like just-in-time production, eliminating waste, continuous flow, and respect for people. Agile principles emphasized include valuing individuals, interactions, and responding to change over rigid processes. Methodologies like Scrum, Kanban, and lean software development are presented as ways to apply these principles through iterative development, visualization, inspection, and adaptation.
A Primer For Design Thinking For Businesssean carney
Design thinking is a human-centered problem-solving methodology that involves 6 key stages: empathy, define the problem, ideate, prototype, test, and iterate. It is focused on understanding user needs through observation and collaboration. The goal is to generate innovative solutions to problems by going through these stages in an iterative process, with an emphasis on prototyping ideas and gathering user feedback.
Getting started with UX research October 2017.pptxCarol Rossi
You know you need customer insights to make good design decisions but without a dedicated researcher on your team how do you run the research? These tips will help you get started.
The engineering design process consists of 8 steps: 1) define the problem, 2) do background research, 3) brainstorm solutions, 4) choose the best solution, 5) develop the solution, 6) build a prototype, 7) test and redesign, and 8) repeat the process as needed until the best solution is found. Engineers follow these steps to systematically solve problems by researching user needs, generating ideas, testing solutions, and improving designs.
introduction to design thinking
Understanding & solving a problem:: termed as Designing
• Problem understanding: process or activities for identifying undesirable situations and desirable situations.
• Problem solving: Developing a plan with the intent of changing undesirable situations to desirable situations
• Designing involves both problem understanding and problem solving
Agile is a method to solve predefined problems, while design thinking focuses on finding the right problems to solve.
While Agile is an approach to problem solving, design thinking is an approach to problem finding.
Together these two methods can transform your organization, and ensure every project delivers value to the business, your customers, and your own bottom-line.
Within the context of new product development(NPD), design thinking is very well suited to used in markets that are quickly changing and when user needs are uncertain.
When facing a complex challenge
When facing a human centered challenge
Prioritize features: Product managers work closely with engineers to estimate features, define requirements, and collaborate on a release plan based on the team’s capacity.
Release customer experiences: Regardless of the frequency, product managers are responsible for delivering a Complete Product Experience to customers. This involves working closely with engineering, IT, marketing, sales, and support to ensure organizational readiness.
Measure product success: Measures of success include customer engagement (such as time in product and returning users), conversion rates, and the frequency of feature updates.
Slides from a 5/10/2017 talk at the Nasdaq Entrepreneurial Center (@theCenter) about a lean research mindset, the mechanics of learning from users, and the structure of a research prototype test session.
The document discusses creating an ideal workplace culture through establishing effective meeting norms and practices. It provides tips for planning meetings, giving and receiving feedback, setting cultural norms, and avoiding "collaborative overload". The agenda includes icebreakers, exercises on social styles, listening techniques, feedback models, creating meeting norms, and reflecting on productivity. The goal is to promote mutual support, learning, and effective collaboration through establishing shared expectations and communication best practices.
Presentation given at User Experience Edmonton meetup in January 2015. Gives an overview of how you can sell User Experience design methodologies to your boss or company. Talks about starting small, return on investment and not asking permission.
This document provides resources and instructions to help applicants develop business ideas and pitches for solving "wicked problems" as part of an entrepreneurship scholarship competition. It outlines the competition rules, introduces design thinking techniques to generate and refine ideas, and provides templates and examples for creating a 3-slide, 3-minute pitch presentation. The goal is for applicants to understand the problem, brainstorm solutions, develop a business concept, and effectively present their idea.
The document provides an overview of a design thinking workshop at MICDS. It discusses design thinking as both a process and a way of thinking. The workshop introduces participants to the design thinking process through examples of how it has been implemented at MICDS, including for projects in different academic departments. Participants then work through an abbreviated design thinking process to address a challenge of their choosing.
Design Thinking to Co-Design Solutions: Presented at ACMP 2018Enterprise Knowledge
This presentation from EK's Rebecca Wyatt and Claire Brawdy details how the Design Thinking process can be applied to facilitate sessions and engage end users in the design process. Originally presented at the ACMP Change Management 2018 Conference in Las Vegas.
The document discusses design thinking and lean innovation as approaches for problem solving and innovation. It defines design thinking as a process with stages like define, research, ideate, prototype, and implement. Lean innovation focuses on preparing by gathering customer feedback, innovating through continuous improvement, optimizing solutions, and testing concepts rapidly. Both approaches allow for identifying opportunities, quickly developing solutions with fewer resources, and applying lean processes to reduce waste and improve products incrementally. The document provides examples of how to use these approaches in a workshop setting to address problems like employee health in IT organizations.
Padang & Co and The Pilot Project conducted a 3-hour Design Thinking session for 60 participants as a pre-session to the 2015 Clean & Green Hackathon for Singapore's National Environment Agency. The purpose was to help Singapore become a truly clean, zero waste nation by creating solutions to enable behavioral or mindset change regarding recycling and waste. The session introduced Design Thinking and provided a method for participants to observe issues, develop insights, and generate ideas. Participants then presented their top ideas. The Hackathon itself was held the following weekend where 25 teams developed solutions to the challenges of recycling and waste.
The presentation explains what is design thinking, what ways an entrepreneur could use design thinking to solve problems or validate their ideas. The presentation also includes a brief overview of attributes of design thinking, methods and the six stages of design thinking process.
This document provides an overview of a design thinking workshop at STLinSTL in June 2015. It discusses design thinking as both a process and a way of thinking. The workshop aims to help participants identify their own biases about design thinking, perceived constraints to applying the process, and how design thinking can benefit students. It outlines the typical stages of the design thinking process - discovery, ideation, iteration, and evolution - and provides examples of how MICDS has implemented design thinking in different programs and classes.
Workshop: The craft of creating delightful experiences: User Centred Problem ...Blackboard APAC
Learn about the Design Thinking methodology used at Blackboard to empathise with our users and solve problems. In this workshop we will apply Design Thinking to evaluate the Learn interface and user experiences when logging into Blackboard. Together we will ideate and wireframe suggested solutions.
In this video we talk about what US is and how to gather information to make a good one with the help of two case studies.
You can find the video that goes with this here https://www.youtube.com/watch?v=nK9LHXa8x7A
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Technoblade The Legacy of a Minecraft Legend.Techno Merch
Technoblade, born Alex on June 1, 1999, was a legendary Minecraft YouTuber known for his sharp wit and exceptional PvP skills. Starting his channel in 2013, he gained nearly 11 million subscribers. His private battle with metastatic sarcoma ended in June 2022, but his enduring legacy continues to inspire millions.
Storytelling For The Web: Integrate Storytelling in your Design ProcessChiara Aliotta
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Connect Conference 2022: Passive House - Economic and Environmental Solution...TE Studio
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- Resources
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12. Good interaction design should …
• Let you easily figure out
what to do to reach your
goal
• Tell you what is going on
• Let you enjoy the
experience
13. Elements of good design
1. Be designed to meet specific goals
2. Make it easy to determine possible
actions to get to those goals
3. Make things visible
4. Make it easy to evaluate current
state
5. Follow natural mappings
6. Reduce mental load and increase
delight
17. Elements of good design
1. Be designed to meet specific goals
2. Make it easy to determine possible
actions to get to those goals
3. Make things visible
4. Make it easy to evaluate current state
5. Follow natural mappings
6. Reduce mental load and delight
21. How can you figure it out?
1. Transfer knowledge based on
something similar you dealt with in
the past: mental models
2. Take signals from product of how it
should be used: affordances and
constraints
3. Read instructions
27. How do you put this together?
• Come get a lego set
• Spend the next five
minutes putting it
together
• Try to do it without
looking at the picture
OR the instructions
28. How did you figure
out how the
pieces fit
together?
30. Types of constraints
• Physical: Shape of legos
• Semantic: Meaning of the
situation controls outcomes
31. Types of constraints
• Physical: Shape of legos
• Semantic: Meaning of the
situation controls outcomes
• Cultural: Symbols and
expectations
32. Types of constraints
• Physical: Shape of legos
• Semantic: Meaning of the
situation controls outcomes
• Cultural: Symbols and
expectations
• Logical: No other solution
34. Mental Models
People understand and interact
with systems based on mental
representations developed from
experience.
How system actually works vs.
How user thinks the system works
35. Interaction model for brakes
On slick surface:
• Depress brake pedal
smoothly
• Pump breaks to prevent
lock up
• Do not steer while braking
except to counter steer
• Noise and vibration = BAD
36. Model for ABS brakes
On slick surface:
• Depress brake pedal fast
and hard
• Do not pump breaks
• Steer while breaking
• Noise and vibration =
System is working!
42. Elements of good design
1. Be designed to meet specific goals
2. Make it easy to determine possible
actions to get to those goals
3. Make things visible
4. Make it easy to evaluate current
state
5. Follow natural mappings
6. Reduce mental load and increase
delight
46. Elements of good design
1. Be designed to meet specific goals
2. Make it easy to determine possible
actions to get to those goals
3. Make things visible
4. Make it easy to evaluate current
state
5. Follow natural mappings
6. Reduce mental load and increase
delight
51. Make it easy to evaluate current state
• Clearly communicate current state
• Be forgiving of errors
– Avoidance through state, affordances,
& constraints
– Minimize negative impact
– Undo Undo Undo
52. Elements of good design
1. Be designed to meet specific goals
2. Make it easy to determine possible
actions to get to those goals
3. Make things visible
4. Make it easy to evaluate current
state
5. Follow natural mappings
6. Reduce mental load and increase
delight
59. Natural mapping
• Take advantage of physical,
cultural, and biological standards
• Heavier line = more
• Louder = more
60. Elements of good design
1. Be designed to meet specific goals
2. Make it easy to determine possible
actions to get to those goals
3. Make things visible
4. Make it easy to evaluate current
state
5. Follow natural mappings
6. Reduce mental load and
increase delight
72. Elements of good design
1. Be designed to meet specific goals
2. Make it easy to determine possible
actions to get to those goals
3. Make things visible
4. Make it easy to evaluate current
state
5. Follow natural mappings
6. Reduce mental load and increase
delight
73. More Quick References
Design of Everyday Things
Donald Norman
Universal Principles of Design,
William Lidwell, Kristina Holden, and
Jill Butler
Don’t Make Me Think
Steve Krug
77. What should you do?
• Have a plan of what you’re testing
• Plan realistic tasks for realistic scenarios
• Introduce what you expect the user to do
• Do not introduce yourself as the designer
• Observe quietly
• Ask open questions and lot’s of WHY
• Don’t lead the user or ask leading
questions
78. What should you do?
• Ask about this protoype, not some other
hypothetical design
• Ask the user to think for their own
situation, not someone else’s
• Encourage thinking out loud
79. What should you do?
• Always blame the prototype never the
user
• Stay neutral: don’t explain, defend the
design, or contradict the user
• Try to really understand what people
expected and what is actually going on
83. Step 1: Goal setting
• What was your prototype OR
prototypes focused on?
• What do you want to learn?
• Features? Target audience? Usability?
Compare ideas?
84. Example: Possible Goals
• See how this compares to their
current conference room phone
• Check if we have the right buttons
• Test the usability of basic tasks
• Understand if the right calling
features are available
85. Now you do it
• Decide on a potential protype you
will test
• Discuss your possible goals for
testing
• Select 1-2 goals and write them
down
86. Now you do it
• Decide on a potential protype you
will test
• Discuss your possible goals for
testing
• Select 1-2 goals and write them
down
What are some goals people
came up with?
87. Step 2: Target audience
• Who do you want to test with?
• Where will you find them?
• How many? 3-6
88. Example: Target audience
• People who work in an office
with a conference room and
have teleconferences
• People who have a big office with a
dedicated space for teleconferences
• Mix of start-up and large company
• Recruited through Stanford
alumni email list
89. Now you do it
• Decide on a your target audience
• Write down a description and
criteria
• Decide where you’ll find them
90. Now you do it
• Decide on a your target audience
• Write down a description
• Think about where you’ll find them
What are some descriptions
people came up with?
91. Step 3: Tasks/Scenarios
• Are you trying to understand general
use OR interaction with specific areas?
• Plan free observation AND specific tasks
• Start open ended: What is this? OR
What do you think is going on here?
• Is it easy for people to be in the
scenario or will you have to create an
environment?
• Keep the test short: 3-4 tasks max
92. Example: Tasks/Scenarios
Task 1: Explore phone
Imagine that you came into your conference room
at work and there is a new phone there. I know this
is a little rough so imagine it’s a real phone, but with
these buttons and screen. I want you to take a look
and let me know what you think. And remember to
think out loud.
What are your first impressions?
93. Example: Tasks/Scenarios
Task 2: Place and add a call
Imagine that you are leading a conference call.
There will be two different people on the call, and
each of them is in a different location. First you
want to call Mary. Once she’s on the line, you want
to call Paul. Then you want to make it so that
everybody can talk to each other. (avoid use of the
word “conference” here in order to prevent biasing
the people in favor of hitting the Conference button)
Here are their phone numbers (provide phone
numbers).
94. Engineered scenarios and skits
Engineered Scenario
Prototyping waiting for an emergency room visit with glasses
of water and a bathroom
95. Successful design for emerging markets…
demands culturally sensitive and
sometimes unorthodox approaches that
can throw a designer off balance.
(Chavan et. al, 2009)
96. Now you do it
• Make a list of areas you want to
test
• What tasks can you give the user
to test those areas?
• What scenario will need to be
created to support those task?
• Is the scenario easy to imagine or
will it need to be engineered?
97. Refine: Tasks/Scenarios
• Consider a natural order for the tasks
• At a minimum go from general to
specific
• If you are doing comparisons, let people
discuss one option, then the second,
then compare the two
• For each task, come up with the
questions you might want to ask to
really understand the user’s behavior
BUT REMEMBER – AVOID LEADING
98. Example: Refinement/Order
• Task 1: Imagine that you came into your conference room
at work and there is a new phone there. I know this is a
little rough so imagine it’s a real phone, but with these
buttons and screen…
– What’s you’re first impression?
– What can you do on this phone?
– How might you use it?
– How does it compare to your current phone?
• Task 2: Now I’d like you to try a task with this phone. Place
and add a call task…
– How did that go?
– Anything confusing or frustrating about that?
– Is that something that you have done on your current conference
phone?
• How did it go for you on your current conference phone?
• How did this compare?
• Task 3: Answering an incoming call while connected
99. Now you do it
• Start with some open ended
questions
• Order the tasks from general to
specific
• For each task, write down some
follow-up questions
100. Step 4: Location & Date
• Will you test in one location and ask
people to go there or go to where
people are?
• Do you need to create a special
environment to help make your task
realistic? Where will that be?
• When will you be ready to test?
• Should you reserve people in
advance for iterative testing?
101. Now you do it
• Create a plan for the location
• Set target dates
102. Step 5: Fill in the details
• Create an intro
• Ask some background questions
• Add in your tasks/scenarios
• Add wrap-up questions at the end
103. Example: Introduction
• We’re here to get your feedback on some new ideas for
conference calling.
• We have a prototype of one of the ideas to show you in its
early stages to get your initial impressions and we will give
you some tasks to try out.
• As we go through the task, I want to encourage you to
think out loud, and if anything is confusing or you don't
like it, don't hesitate to let me know.
• I didn't design this product, so you won’t hurt my feelings.
My only goal today is to get your feedback on what does
and doesn't work for you.
• There is a screen on this product that is in very rough
prototype format. If you want to press something on the
screen, let me know what you'd like to press and I'll press
it for you.
104. Example: Background Q’s
• Let's start with some background questions
• How many conference calls per week do you have?
• Are you generally leading the calls, or are you a
participant?
• How long does it take to set up a meeting once you’re in
the conference room?
– What’s involved with that?
– How long was the setup for your last conference call?
• Are there any tasks you have to perform with your current
conference phone that you find confusing or frustrating?
• Does your current conference phone have a hold button?
– If so, do you ever use it?
– In what situations would you put somebody
on hold?
105. Example: Wrap-up questions
• How'd that go?
• What do you think about this device?
• Anything especially confusing or that you didn't like?
• Anything that you liked?
• How do you think it compared to the use of your current
conference phone?
• Thanks for your time!
106. Now you do it
• What do you need to introduce?
• List the background questions you
might want to ask your participants
• What else needs to be done to get
ready?
107. What next?
• Take the notes from today and create
a discussion guide to share with your
US teammates by end of day
Monday
• Your US teammates will take that
guide and refine it further in class
with me on Monday at Stanford
108. Final Tips
• Be prepared to alter scenarios on the
fly in response to what happens
• Leave time to update your prototype
to accommodate the tasks you’re
testing if needed
• Ask a lot of why
• Run a pilot on a teammate or
friend
Rider faces forward; windshield protects the rider’s face
Word police is right side up
Red is for stop lights and for tail lights
Might know that blue is on top of police cars in the US
Alphabetic
Time – chronological
Location – geographical or spatial reference
Continuum - magnitude – high to low, worst to best, etc…compare things using a common, culturall appropriate measure
Category - relatedness
Storyboards, Skits, Videos
Apala Chavan, for example, has developed the Bollywood method for use in India.
She was trying to get feedback on a train ticket kiosks, but couldn’t get people to say anything negative about it.
In the Bollywood method Apala described a dire fantasy situation. The participant’s beautiful, young, and innocent niece is about to be married. But suddenly he gets news that the prospective groom is a member of the underground. He is a hit man! His whole life story is a sham, AND HE IS ALREADY MARRIED! The participant has the evidence and must book an airline ticket for himself and the groom's current wife to Bangalore. Time is of the essence!!!
With this familiar type of story, Indian users engaged and provided commentary on the system.