Service Design
Vom Double Diamond zum Agilen Verfahren
Roman Schoeneboom
Einleitung
Businessmodelle, Technologie, Erwartungen
Warum wir Prozessmodelle benoetigen
SD - from Double Diamond to Agile @Roman Schoeneboom ©MATERIALS MAY NOT BE REPRODUCED IN WHOLE OR IN PART WITHOUT PERMISSI...
Der perfekte Sturm von Technologischen Innovationen
Big Data
Cloud ComputingSocial Media Smart Materials
Wearables Interne...
SD - from Double Diamond to Agile @Roman Schoeneboom ©MATERIALS MAY NOT BE REPRODUCED IN WHOLE OR IN PART WITHOUT PERMISSI...
SD - from Double Diamond to Agile @Roman Schoeneboom ©MATERIALS MAY NOT BE REPRODUCED IN WHOLE OR IN PART WITHOUT PERMISSI...
SD - from Double Diamond to Agile @Roman Schoeneboom ©MATERIALS MAY NOT BE REPRODUCED IN WHOLE OR IN PART WITHOUT PERMISSI...
Double Diamond
Ein Prozessmodel fuer Design und Designaktivitaeten
Modell und Werkzeuge
Planung
Markt
verstehen
Identifikation
mit Kunden
Produkt
Strategie
festlegen
Ideenfindung
erste Ansätze
entwickeln
Ansaet...
SD - from Double Diamond to Agile @Roman Schoeneboom ©MATERIALS MAY NOT BE REPRODUCED IN WHOLE OR IN PART WITHOUT PERMISSI...
SD - from Double Diamond to Agile @Roman Schoeneboom ©MATERIALS MAY NOT BE REPRODUCED IN WHOLE OR IN PART WITHOUT PERMISSI...
SD - from Double Diamond to Agile @Roman Schoeneboom ©MATERIALS MAY NOT BE REPRODUCED IN WHOLE OR IN PART WITHOUT PERMISSI...
SD - from Double Diamond to Agile @Roman Schoeneboom ©MATERIALS MAY NOT BE REPRODUCED IN WHOLE OR IN PART WITHOUT PERMISSI...
SD - from Double Diamond to Agile @Roman Schoeneboom ©MATERIALS MAY NOT BE REPRODUCED IN WHOLE OR IN PART WITHOUT PERMISSI...
SD - from Double Diamond to Agile @Roman Schoeneboom ©MATERIALS MAY NOT BE REPRODUCED IN WHOLE OR IN PART WITHOUT PERMISSI...
SD - from Double Diamond to Agile @Roman Schoeneboom ©MATERIALS MAY NOT BE REPRODUCED IN WHOLE OR IN PART WITHOUT PERMISSI...
SD - from Double Diamond to Agile @Roman Schoeneboom ©MATERIALS MAY NOT BE REPRODUCED IN WHOLE OR IN PART WITHOUT PERMISSI...
SD - from Double Diamond to Agile @Roman Schoeneboom ©MATERIALS MAY NOT BE REPRODUCED IN WHOLE OR IN PART WITHOUT PERMISSI...
SD - from Double Diamond to Agile @Roman Schoeneboom ©MATERIALS MAY NOT BE REPRODUCED IN WHOLE OR IN PART WITHOUT PERMISSI...
SD - from Double Diamond to Agile @Roman Schoeneboom ©MATERIALS MAY NOT BE REPRODUCED IN WHOLE OR IN PART WITHOUT PERMISSI...
Double Diamond
myJustice: Neugestaltung der Nutzererfahrung im Justizsystem
Royal College of Art fuer das Justizministerium
SD - from Double Diamond to Agile @Roman Schoeneboom ©MATERIALS MAY NOT BE REPRODUCED IN WHOLE OR IN PART WITHOUT PERMISSI...
Users
SD - from Double Diamond to Agile @Roman Schoeneboom ©MATERIALS MAY NOT BE REPRODUCED IN WHOLE OR IN PART WITHOUT PE...
Experts
SD - from Double Diamond to Agile @Roman Schoeneboom ©MATERIALS MAY NOT BE REPRODUCED IN WHOLE OR IN PART WITHOUT ...
Stakeholders
SD - from Double Diamond to Agile @Roman Schoeneboom ©MATERIALS MAY NOT BE REPRODUCED IN WHOLE OR IN PART WIT...
Secondary Research
SD - from Double Diamond to Agile @Roman Schoeneboom ©MATERIALS MAY NOT BE REPRODUCED IN WHOLE OR IN PA...
SD - from Double Diamond to Agile @Roman Schoeneboom ©MATERIALS MAY NOT BE REPRODUCED IN WHOLE OR IN PART WITHOUT PERMISSI...
bureaucratic
emotional unsupportive
draining processy no context
no explanation takes forever
no control there is no point...
bureaucratic
emotional unsupportive
draining processy no context
no explanation takes forever
no control there is no point...
bureaucratic
emotional unsupportive
draining processy no context
no explanation takes forever
no control there is no point...
[ ]DROPOUTS
SD - from Double Diamond to Agile @Roman Schoeneboom ©MATERIALS MAY NOT BE REPRODUCED IN WHOLE OR IN PART WITH...
£34million
* NATIONAL AUDIT OFFICE
*
SD - from Double Diamond to Agile @Roman Schoeneboom ©MATERIALS MAY NOT BE REPRODUCED...
1094source: http://www.leftfootforward.org/2013/04/where-else-might-10-million-be-spent/
SD - from Double Diamond to Agile...
reduce witness withdrawals
by improving their experience?
save costs
spend on
further
improvements
better witness
experien...
SD - from Double Diamond to Agile @Roman Schoeneboom ©MATERIALS MAY NOT BE REPRODUCED IN WHOLE OR IN PART WITHOUT PERMISSI...
SD - from Double Diamond to Agile @Roman Schoeneboom ©MATERIALS MAY NOT BE REPRODUCED IN WHOLE OR IN PART WITHOUT PERMISSI...
Hello.
SD - from Double Diamond to Agile @Roman Schoeneboom ©MATERIALS MAY NOT BE REPRODUCED IN WHOLE OR IN PART WITHOUT P...
Hello.
SD - from Double Diamond to Agile @Roman Schoeneboom ©MATERIALS MAY NOT BE REPRODUCED IN WHOLE OR IN PART WITHOUT P...
SD - from Double Diamond to Agile @Roman Schoeneboom ©MATERIALS MAY NOT BE REPRODUCED IN WHOLE OR IN PART WITHOUT PERMISSI...
Police
Witness Care Units
WCUs
Victim Support
Court Services/
Witness Service
SD - from Double Diamond to Agile @Roman Sch...
SD - from Double Diamond to Agile @Roman Schoeneboom ©MATERIALS MAY NOT BE REPRODUCED IN WHOLE OR IN PART WITHOUT PERMISSI...
Police
Witness Care Units
(WCUs)
Victim Support
Court Services/
Witness Service
JUDICA
SD - from Double Diamond to Agile @...
SD - from Double Diamond to Agile @Roman Schoeneboom ©MATERIALS MAY NOT BE REPRODUCED IN WHOLE OR IN PART WITHOUT PERMISSI...
SD - from Double Diamond to Agile @Roman Schoeneboom ©MATERIALS MAY NOT BE REPRODUCED IN WHOLE OR IN PART WITHOUT PERMISSI...
SD - from Double Diamond to Agile @Roman Schoeneboom ©MATERIALS MAY NOT BE REPRODUCED IN WHOLE OR IN PART WITHOUT PERMISSI...
JUDICA TEAM
JUDICA BOARD JUDICA PASSPORT
WITNESS
SD - from Double Diamond to Agile @Roman Schoeneboom ©MATERIALS MAY NOT B...
SD - from Double Diamond to Agile @Roman Schoeneboom ©MATERIALS MAY NOT BE REPRODUCED IN WHOLE OR IN PART WITHOUT PERMISSI...
SD - from Double Diamond to Agile @Roman Schoeneboom ©MATERIALS MAY NOT BE REPRODUCED IN WHOLE OR IN PART WITHOUT PERMISSI...
SD - from Double Diamond to Agile @Roman Schoeneboom ©MATERIALS MAY NOT BE REPRODUCED IN WHOLE OR IN PART WITHOUT PERMISSI...
SD - from Double Diamond to Agile @Roman Schoeneboom ©MATERIALS MAY NOT BE REPRODUCED IN WHOLE OR IN PART WITHOUT PERMISSI...
Agiles Verfahren
Zyklisches Designmanagement
Charakteristiken, Arbeitsrahmen, Scrum, Kanban
SD - from Double Diamond to Agile @Roman Schoeneboom ©MATERIALS MAY NOT BE REPRODUCED IN WHOLE OR IN PART WITHOUT PERMISSI...
SD - from Double Diamond to Agile @Roman Schoeneboom ©MATERIALS MAY NOT BE REPRODUCED IN WHOLE OR IN PART WITHOUT PERMISSI...
SD - from Double Diamond to Agile @Roman Schoeneboom ©MATERIALS MAY NOT BE REPRODUCED IN WHOLE OR IN PART WITHOUT PERMISSI...
SD - from Double Diamond to Agile @Roman Schoeneboom ©MATERIALS MAY NOT BE REPRODUCED IN WHOLE OR IN PART WITHOUT PERMISSI...
SD - from Double Diamond to Agile @Roman Schoeneboom ©MATERIALS MAY NOT BE REPRODUCED IN WHOLE OR IN PART WITHOUT PERMISSI...
SD - from Double Diamond to Agile @Roman Schoeneboom ©MATERIALS MAY NOT BE REPRODUCED IN WHOLE OR IN PART WITHOUT PERMISSI...
SD - from Double Diamond to Agile @Roman Schoeneboom ©MATERIALS MAY NOT BE REPRODUCED IN WHOLE OR IN PART WITHOUT PERMISSI...
Advocate Defence Payments: Ganzheitliches Bezahlsystem
‘Digital Services’ (MOJ) fuer staatliche Rechtshilfeorganisation
Ag...
SD - from Double Diamond to Agile @Roman Schoeneboom ©MATERIALS MAY NOT BE REPRODUCED IN WHOLE OR IN PART WITHOUT PERMISSI...
SD - from Double Diamond to Agile @Roman Schoeneboom ©MATERIALS MAY NOT BE REPRODUCED IN WHOLE OR IN PART WITHOUT PERMISSI...
SD - from Double Diamond to Agile @Roman Schoeneboom ©MATERIALS MAY NOT BE REPRODUCED IN WHOLE OR IN PART WITHOUT PERMISSI...
SD - from Double Diamond to Agile @Roman Schoeneboom ©MATERIALS MAY NOT BE REPRODUCED IN WHOLE OR IN PART WITHOUT PERMISSI...
SD - from Double Diamond to Agile @Roman Schoeneboom ©MATERIALS MAY NOT BE REPRODUCED IN WHOLE OR IN PART WITHOUT PERMISSI...
SD - from Double Diamond to Agile @Roman Schoeneboom ©MATERIALS MAY NOT BE REPRODUCED IN WHOLE OR IN PART WITHOUT PERMISSI...
SD - from Double Diamond to Agile @Roman Schoeneboom ©MATERIALS MAY NOT BE REPRODUCED IN WHOLE OR IN PART WITHOUT PERMISSI...
SD - from Double Diamond to Agile @Roman Schoeneboom ©MATERIALS MAY NOT BE REPRODUCED IN WHOLE OR IN PART WITHOUT PERMISSI...
SD - from Double Diamond to Agile @Roman Schoeneboom ©MATERIALS MAY NOT BE REPRODUCED IN WHOLE OR IN PART WITHOUT PERMISSI...
Was noch zu sagen waere...
Was ich gelernt habe
SD - from Double Diamond to Agile @Roman Schoeneboom ©MATERIALS MAY NOT BE REPRODUCED IN WHOLE OR IN PART WITHOUT PERMISSI...
Vielen Dank
Vom Double Diamond zum Agilen Verfahren
Roman Schoeneboom
bridging complexity fast
Roman Schoeneboom
Service D...
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From Double Diamond to Agile (in german)

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Introduction to the Design management models Double Diamond and Agile for BA students at the University of Applied Science Hof, Bavaria, Germany, 16.06.2015

Both model have been illustrated with the use of one case study (myJustice for Double Diamond) and one currently running project (Advocate Defence Payments for Agile).

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From Double Diamond to Agile (in german)

  1. 1. Service Design Vom Double Diamond zum Agilen Verfahren Roman Schoeneboom
  2. 2. Einleitung Businessmodelle, Technologie, Erwartungen Warum wir Prozessmodelle benoetigen
  3. 3. SD - from Double Diamond to Agile @Roman Schoeneboom ©MATERIALS MAY NOT BE REPRODUCED IN WHOLE OR IN PART WITHOUT PERMISSION. 1. Einleitung Im Jahr 2015 - besitzt die groesste Taxifirma der Welt keine Autos, - erstellt der beruehmteste Medienbesitzer keine Inhalte und - besitzt der weltgroesste Anbieter von Unterbringungen keine Immobilien
  4. 4. Der perfekte Sturm von Technologischen Innovationen Big Data Cloud ComputingSocial Media Smart Materials Wearables Internet of Things
  5. 5. SD - from Double Diamond to Agile @Roman Schoeneboom ©MATERIALS MAY NOT BE REPRODUCED IN WHOLE OR IN PART WITHOUT PERMISSION. 1. Einleitung Nicht so: Menschen Prozess Platzierung Produkt Erfahrung Sondern so: + + + = Erfahrung = Menschen + Prozess Platzierung Produkt+ + “Man kann nicht KEINE Erfahrung haben.” Erfahrung voranstellen!
  6. 6. SD - from Double Diamond to Agile @Roman Schoeneboom ©MATERIALS MAY NOT BE REPRODUCED IN WHOLE OR IN PART WITHOUT PERMISSION. 1. Einleitung Eine faszinierende Zeit ein Designer zu sein! Die Rolle des Designers hat sich veraendert und somit auch unsere Verantwortlichkeiten. Heutzutage gibt es ein neues Level an Erwartungen: die neuen Designer werden immer staerkere Unternehmer und Systemdenker. Wir muessen ganze System ueberdenken und nicht nur einzelne Komponenten (benoetigt Businessverstaendnis und intellektuelles Engagement). Wir muessen Vermittler, Prozessbegleiter, Unterstuetzer und Kommunikatoren fuer Regierungen, die Oeffentlichkeit, private und gemeinnuetzige Firmen sein.
  7. 7. SD - from Double Diamond to Agile @Roman Schoeneboom ©MATERIALS MAY NOT BE REPRODUCED IN WHOLE OR IN PART WITHOUT PERMISSION. Content Das heisst: Neue Systeme, neue Geschaeftsmodelle PLUS neue Technologien PLUS neue Nutzererfahrungen PLUS neue Verantwortlichkeiten RESULTIERT IN neuen Praktiken und Werkzeugen fuer Produkte und Dienstleistungen fuer die wir Designprozesse/ modelle benoetigen
  8. 8. Double Diamond Ein Prozessmodel fuer Design und Designaktivitaeten Modell und Werkzeuge
  9. 9. Planung Markt verstehen Identifikation mit Kunden Produkt Strategie festlegen Ideenfindung erste Ansätze entwickeln Ansaetze illustrieren Pilotloes. realisieren Loesung ausarbeiten Test mit Nutzern Loesung verfeinern Loesung bauen ‘Erlebnis- strategie’ Favoriten testen SD - from Double Diamond to Agile @Roman Schoeneboom ©MATERIALS MAY NOT BE REPRODUCED IN WHOLE OR IN PART WITHOUT PERMISSION. 2. Double Diamond Planung LieferungBeduerfnis Definition Ausfuehrung Strategie und Planung WARUM? und WIE? Die optimale Loesung liefern WAS? Ideenfindung Ideengenerierung Definition Vorraussetzungen Zyklischer Design- prozess Implementierung Umsetzung Mitbewerber- analyse, Trendanalyse, Sekundaer- forschung Rollen, Profile, Mentale Modelle Nutzenver- sprechen, ‘Elevator Pitch’, Priorisierung Skizzen, Storyboards Vision, Modelle, Illustrierte Szenarien Designprin- zipien, Bindungs- modelle Dienstleis- tungserbrin- gungplan Skribbles, Skizzen, Illustrierte Szenarien klickbare, fassbare Prototypen, animierte Bilder Nutzertests Flussdia- gramme, Hirarchie und Struk- tur, Programmi- erung Nutzertests Flussdia- gramme, Hirarchie und Struk- tur, Programmi- erung
  10. 10. SD - from Double Diamond to Agile @Roman Schoeneboom ©MATERIALS MAY NOT BE REPRODUCED IN WHOLE OR IN PART WITHOUT PERMISSION. 2. Double Diamond Primärerhebung / Feldforschung Cultural Interfaces Project mit Blackberry und Helen Hamlyn Centre for Design RCA, Maerz 2013 © Roman Schoeneboom
  11. 11. SD - from Double Diamond to Agile @Roman Schoeneboom ©MATERIALS MAY NOT BE REPRODUCED IN WHOLE OR IN PART WITHOUT PERMISSION. 2. Double Diamond How can we (or in further future the Brixton Society) get the people to generate (historical, personal, social) content? Content, which is generated by an community, will have a quality loss. The people are using their ordinary hardware and their gene- ral knowledge. Should their be a restriction taking the data? Is there someone controlling the data? How do we control the content? USER WEBSITE/ COMMUNITY PLATFORM APP Do we need a new website? Is there a possibility to integrate our idea in the exisiting webpage of Brix- ton Society? Website and user management: do we need or want the people to register for ano- ther website or digital community? Do we want to focuse only on the app? Is it usable for eve- rybody? How content will be generated and maintained? HISTORY PIN What is the role of the user? How could we enga- ge him working for and with the community? LINKING TOWARDS BRIXTON How can we get BlackBerry linked into our systematic ap- proach? How could the website, the app and our generated content help us, to connect the people closer to Brixton, to involve them more into their commu- nity, to work with and for the community? PROMOTION/ ACTIVITIES NOW AND THEN POSTCARDS „THIS IS WHAT IT‘S USED TO BE“ - GUIDED TOURS AND HOUSE PRO- JECTIONS Promotions and activities could be monthly (or every two weeks) actions to engage the people with Brixton. Further more it could be a wonderful possibility to show gathered data and to highligh the participation of the people. SIGNAGE/ ORIENTATIONAL SYSTEM HOW DO WE VISUALIZE THE WAY FROM THE TUBE STATION TO THE MARKET? USP »»» DNA Service Design is bringing brands to life. In our case the brand is the Brixton Society, the community around it and the local space. A brand is about: leadership, the brand itself and belief (in what you‘re doing, where you‘re doing it). How can we change our Unique selling point to an DNA, the core part of the community? THE BRAND WHAT WE ARE FAMOUS FOR? WHAT DO WE DELIVER? HOW DO WE MAKE PEOPLE FEEL? Define 3 or 4 core words, e.g. optimistic, inclusive, adventurous Define 3 or 4 core phrases for service, e.g. personal touch, peace of mind, good memo- ries Define 3 or 4 core words, e.g. confident, core, alive optimally, the brand should be defined in two core words and combine the values shown on the right, e.g. everyday pioneers GENERATE A DESIGN LANGUAGE CONCENTRATE ON THE PEOPLE IN THE SPACE AND MAKE THEM FEEL GLAMOROUS „IF YOU MAKE THE KIDS HAPPY, THE PARENTS WILL FOLLOW“ - JOE FERRY BRAND IMPLEMENTATION LEVEL 1. Physical level 2. Organisational level 3. Operation core/ complementary 4. Informational level 5. Relational level FIND AN TERMINOLOGY IN 5 OR 6 POINTS WHICH YOU WOULD LIKE TO IMPLEMENT (DNA OF THE SERVICE), e.g. Acknoledge, Friendly, Engage, Inform, Pride, Resolve EXPLAINED ON A EXAMPLE OF AN WORLDWIDE WORKING AIRLINE QUESTIONS: - Do we have to develop an „DNA“ for Brixton? -> Brixton has an DNA! - What could a ideal day in Brixton be? (drawings, mockups, collage -> moodboards) - What would be one thing, which you would buy reguarly in your local shops? - Focusing Brixton, what was an important point/ situation in your life? GENERAL: - London sucks in people from all over the world - but communities used to be small families and they pushed their „identity“ away - so people living in Brixton, might not be born there - we have to understand the structure of Brixton and Brixton Society THE BLUE PLAGUE - not inclusive at all - after 45 you probably can‘t read it at all - could be form of information which connects you to history - we could think of the blue plague of an metaphor of communication - How could communication make the community better? - How could we use technology, to improve, what the blue plague does? (e.g. discover history, you are able to scale it to other cities) - How could we do something speculative, something provocative? - How could we explore the connection between physical and online space? - How many personal stories are linked to the history of Brixton? THE BRIXTON SOCIETY PROPOSITIONS 1. THOUGHTS AND QUESTIONS „SERVICE INTERVENTION IMPROVE THE KNOWLEDGE OF HISTORY OF COMMUNI- TY AND THEREFOR THE RE- SPECT.“ – possible problem statement 3. TEST IDENTITIES: 1. WE ESTABLISH THE VALUES OF BRIXTON AND BRIXTON SOCIETY AND TURN THEM INTO PERSONAS 2. WE‘LL LOOK AT THE ONLINE/ OFFLINE INTER- ACTIONS. COMBINING PERSONAS AND INTER- ACTIONS AND COMPARE THEM 3. WE COULD RECOMMEND TWO POSSIBLE SOLUTIONS FOR BLACKBERRY – possible work process 2. - WE HAVE TO THINK ABOUT, WHAT WE WANT TO ACHIEVE? - WHAT IS THE PURPOSE? - WE HAVE TO READ THE BRIXTON BLOG - WE HAVE TO BELIEF IN OUR SOLUTION, IN WHAT WE‘RE DOING, WHERE WE‘RE DOING IT - WE HAVE TO CONCENTRATE ON THE PEOPLE IN THE SPACE AND MAKE THEM FEEL GLAMOROUS - WE HAVE TO BE CAREFUL WITH THE MARKET AS RECRUIT- MENT METHOD - WE HAVE TO KEEP AN EYE ON WHO WE GONNA HELP - WE NEED TO KNOW THE PEOPLE, THAN WE‘RE ABLE TO DISCOVER DEEPER; WE HAVE TO DISTILLATE - WE HAVE TO ASK OURSELF SIMPLE QUESTIONS, TO START BUILDING A STRUCTURE - WE HAVE TO THINK ABOUT THE BASELINE SCENARIO (DEFINE -> WHY IT‘S EXISTS -> IMPROVE) JOURNEY INTO UNDERSTAN- DING LOCAL TRADE AND LO- CAL INTERACTIONS: FOCUS ON BRIXTON SHOPS AND TRY TO UNDERSTAND LOCAL PATTERNS. WHO IN- TERACTS WITH BRIXTON NOW (Wwhich type of people coming into local shops? Did you ever ate at restaurant x, if not, why?)? – possible work focus CONTENT HOW COULD WE CREATE AN INTERACTION BETWEEN COMMUNITY:ANALOG (OFFLINE; GEOGRAPHICAL SPACE) AND COMMUNITY:DIGITAL (WEBSITE; APP; DEVICES)? Are we inventing a new data system to store all information? Are we participating with availab- le solutions and trying to fit them onto the needs of our costumer? Interpretation of data is important to establish our service, e.g. „When 80% of mobile users in North Africa using text to communicate, should this be the channel to advert for new services?“ -> YES, as a main part of the service/ advertising strategy WE HAVE TO BE AWARE OF THE DATA THAT WE‘RE GATHERING Mindmap Cultural Interfaces Project mit Blackberry und Helen Hamlyn Centre for Design RCA, Maerz 2013 © Roman Schoeneboom ReseaRch MaP Primary secondary - PPD/ Incentives - User requirements - Price acceptability - Ideal rooms - Model of engagement and interaction - People funding support - housing market - costs - Profit model - Models of care - Models of ownership (mutual, participal, cooperative) - health heritage (blog) - cross culture: ITaLY: strong family network INDIa: mixture of alternative health system NORDIc countries sMch Brand objectives Info eNV Livi RPeople customers competition Partners Red & Yellow Process step by step DesIGN PROcess MaP Focus housing model service Package Models of care Journeys housing studies Journal of housing and built environment Intern. Journal of housing Models of care Western (responsive) eastern (proactive) Technology how can communication technology build personal healthcare landscape? service narra - PaTch IT U - sWeeT TaL - eYe cOach - chaNGe TO - caLL MUM extrem: - care homes for gay and lesbian - Terry Pretchet, has dementia himself (newslight conference: Terrry Pretchet) differences: - care home - sheltered housing - telly care IMPORTaNT: - getting balance between human interaction and technology - support personal contact companies: - www.carehome.co.uk (Quality care commiss - Particial (Project with elderly, contact helena - ageUK - Willow care homes - co-housing Denmark (model of engagement interaction) - telehealth - BeN PcT - Birmingham Own hea Kenneth Grange strateg affordance of use > ‘a pleasure to operate’ > Form follows Function > (asymmetrical layout) > restyling
  12. 12. SD - from Double Diamond to Agile @Roman Schoeneboom ©MATERIALS MAY NOT BE REPRODUCED IN WHOLE OR IN PART WITHOUT PERMISSION. 2. Double Diamond Rollen / Profile Diabetes Typ 2 Projekt mit NHS Imperial College Hospital RCA, Dezember 2012 © Roman Schoeneboom Privates Familien Recht Projekt mit Politik und Design Innovationsteam Justizministerium GB, Februar 2015 © Roman Schoeneboom
  13. 13. SD - from Double Diamond to Agile @Roman Schoeneboom ©MATERIALS MAY NOT BE REPRODUCED IN WHOLE OR IN PART WITHOUT PERMISSION. 2. Double Diamond Storyboard Privates Familien Recht Projekt mit Politik und Design Innovationsteam Justizministerium GB, Februar 2015 © Roman Schoeneboom © sketchin, 2015
  14. 14. SD - from Double Diamond to Agile @Roman Schoeneboom ©MATERIALS MAY NOT BE REPRODUCED IN WHOLE OR IN PART WITHOUT PERMISSION. 2. Double Diamond Abbildung der Benutzererfahrung © sketchin, 2015 Support for carers of people with dementia Social care Professional Associations NHS Charities / 3rd sector Law Social Care Institute for Excellence Local Health Authority Commissioners Care Quality Commission NICE GPs Local hospitals NHS Direct Carers Direct Primary Care Trusts Strategic Health Authorities Care Quality Commission NHS Institute Commissioners NHS Commissioning Board Department of Health CQUIN strategy policy NHS Operating Framework 2012/13 Innovation Health and Wealth Dementia Commissioning Pack The Carers Act 2004 Mental Health Act 1983 Mental Health Act 2007 Design Council UK Young Dementia UK Age UK Carers UK Carers Trust Alzheimer’s Society Dementia UK
  15. 15. SD - from Double Diamond to Agile @Roman Schoeneboom ©MATERIALS MAY NOT BE REPRODUCED IN WHOLE OR IN PART WITHOUT PERMISSION. 2. Double Diamond Road map Gesamtüberblick Kosten, Zeitplan, Entwicklungsstufe, Prozess ‘OSU’ Produkteigenentwicklung, Juni 2015 © Roman Schoeneboom WEEK 23 WEEK 24 WEEK 25 WEEK 26 WEEK 27 WEEK 28 WEEK 29 WEEK 30 WEEK 31 WEEK 32 WEEK 33 WEEK 34 WEEK 35 WEEK 36 WEEK 37 WEEK 38 WEEK 39 WEEK 40 WEEK 41 WEEK 42 WEEK 43 WEEK 44 WEEK 45 WEEK 46 WEEK 47 WEEK 48 WEEK 49 WEEK 50 WEEK 51 WEEK 52 WEEK 53 DEPARTMENT TASK EE Prototype evaluation 250 EE Design Development 250 500 500 500 EE Order parts and manufacturing time 250 250 300 EE Final Tests 1500 EE Production and Assembeling ID Design Development 220 220 220 ME Production setup 500 500 500 ME Order parts and manufacturing time ME Final Tests ME Production and Assembeling TOTAL COSTS (P/WEEK) 470 470 720 1000 1000 750 700 300 0 0 3100 0 0 0 0 0 0 0 0 0 0 0 TOTAL COSTS (P/MONTH) TOTAL COSTS (ORDER) JUNE JULY AUGUST SEPTEMBER COSTS COSTS COSTS COSTS COSTS COSTS COSTS COSTS 450 COSTS 1600 COSTS 3660 1750 3100 0 8510 Open Sound Unit - commemorating spaces Timeline Development Ordering parts, manufacturing Testing, learning, revision Updating unit, ordering 6 final units Production and delivery of units (6-7 weeks) Cost evaluation Stage payments Payment 1: £ 5410 Payment 2: £ 3100 End of June End of July Process review possibilities Next process update meeting at Bills house: 09.07.15 (awaiting confirmation) Open tasks for group Company name Company registration Company Bank account Testing: prototype will be tested outside for 1 month, available to see on daily basis Final handover of ordered units Finalising Brand Identity Finalising Website Delivery time Delivery will take between 6 to 7 weeks from moment of order We are here Total costs £ 8510 WEEK 23 WEEK 24 WEEK 25 WEEK 26 WEEK 27 WEEK 28 WEEK 29 WEEK 30 WEEK 31 WEEK 32 WEEK 33 WEEK 34 WEEK 35 WEEK 36 WEEK 37 WEEK 38 WEEK 39 WEEK 40 WEEK 41 WEEK 42 WEEK 43 WEEK 44 WEEK 45 WEEK 46 WEEK 47 WEEK 48 DEPARTMENT TASK EE Prototype evaluation 250 EE Design Development 250 500 500 500 EE Order parts and manufacturing time 250 250 300 EE Final Tests 1500 EE Production and Assembeling ID Design Development 220 220 220 ME Production setup 500 500 500 ME Order parts and manufacturing time ME Final Tests ME Production and Assembeling TOTAL COSTS (P/WEEK) 470 470 720 1000 1000 750 700 300 0 0 3100 0 0 0 0 0 0 0 0 0 0 0 TOTAL COSTS (P/MONTH) TOTAL COSTS (ORDER) JUNE JULY AUGUST SEPTEMBER COSTS COSTS COSTS COSTS COSTS COSTS COSTS COSTS 450 COSTS 1600 COSTS 3660 1750 3100 0 8510 Timeline Development Ordering parts, manufacturing Testing, learning, revision Updating unit, ordering 6 final units Production and delivery of units (6-7 weeks) Cost evaluation Stage payments Payment 1: £ 5410 Payment 2: £ 3100 End of June End of July Process review possibilities Next process update meeting at Bills house: 09.07.15 (awaiting confirmation) Open tasks for group Company name Company registration Company Bank account Testing: prototype will be tested outside for 1 month, available to see on daily basis Final handover of ordered units Finalising Brand Identity Finalising Website Delivery time Delivery will take between 6 to 7 weeks from moment of order We are here Total costs £ 8510
  16. 16. SD - from Double Diamond to Agile @Roman Schoeneboom ©MATERIALS MAY NOT BE REPRODUCED IN WHOLE OR IN PART WITHOUT PERMISSION. 2. Double Diamond Checklist Online forms The clinician arrived at my home on time; they were pleasant, professional and put me at ease. Throughout the appointment I felt listened to and was able to ask many questions. It was clear the clinician was an expert in their field. We discussed next steps and agreed a scan would be helpful and that R&YC would be in touch to arrange this. We also agreed on some further appointments. I was told my report would be ready within a week. After some time having ongoing appointments with R&YC, I decided that my health was settled enough for my GP to continue to manage going forward. R&YC were understanding and told me I could contact them again in the future if I needed. I had a final appointment with my care coordinator, to wrap up the care plan which would be sent to my GP to take forward. I also completed some forms to help R&YC improve their services and for research purposes. I was contacted to settle my final balances and to advise what would happen with my data. User story Registration Assessment Ongoing care · Close Qinec record · Settle final balances, advise how to access records, and how to re-access services · HONOS · Courtesy call 1A Self referal 1B Professional referal 2 Set up new SU 3 Triage 4 Contract 5 Schedule appointment 6 Prepare for appointment 7 Conduct appointment 8 Further assessment 9 Output 10A Exit (enquiry - assessment) 10B Exit (ongoing care) 10C Exit (death) Journey steps User journey · Complete evaluation tools · Draft letter/ report · Finalise letter/ report and send with PREMS · Notify other parties · Liaison between clinician, SU, other HCP and operations to schedule required investigations · Obtain results / outputs from investigations · Take required assessment and evaluation tools · Travel to appointment · Conduct assessment using appropriate tools · Take notes · Agree next steps/ next appointment · Invoice and take payment · Arrange travel / clinic · Review notes and records in Qinec · Request medical records · Send appointment confirmation · Liaise with SU and clinician RE time / date · Send welcome letter, agreement, records release form, t&cs, payment details form, and relevant collateral · Request LPA / EPA / Deputyship proof · Liaise with SU on any queries · Contract signed and returned with requested documents by SU · Contact SU: advise of outcome, price, gain agreement to proceed with contracting · Review information in Qinec and determine appropriate clinician/ appointment Include Symi / deputy, James / deputy, Vivien / deputy · Gather detailed information over the phone · Set up record in Qinec, complete the new referral form, joining information form and triage form · Advise SU that triage is the next step, this will determine price · Liaise with SU, provide information · Gather basic information · Send collateral R&YC actions Enquiry Exit · Send final clinical outputs (letter to GP/ other HCP, letter to family/ SU, calls/ liaison) · Complete final evaluation tools (HONOS, PREMS, risk assessment) · Find out cause of death and record · Send flowers and condolence note 10A 10B 10C · Liaise with SU, provide information · Gather basic information · Send collateral Monthly invoicing and payments 10A 10A 10A 10A 10A 10A 10A 10A 10A 10A 10A 10A 10B Telephone call Investigations My dad and I went to see his GP to talk about his health concerns. We wanted to see an expert, and quickly. He suggested we call R&YC. We chatted as a family and decided to go ahead with R&YC. I called them and they took some information from me, including some past medical history. It took around 10 minutes. They explained that they would determine which professional from their team I should see and get back to me. The paperwork arrived, and I read through it carefully. I called R&YC with some questions, and they were very helpful. When I was ready I signed the agreement and completed a form to release my medical records which may be needed to help with my assessments and care. I received an email reminder for the appointment and was advised that the Consultant would contact my GP for some medical information. They also sent me an invoice and called me to take payment over the phone by credit card. R&YC liaised with me to arrange the scan and I went to the scanning centre on the day. The report and results were sent directly to my clinician at R&YC. A few days after the scan I received the report from my appointment. It was clear and easy to understand, outlining the outcomes agreed further appointments. The report was sent to my GP and my son who I had consented to sharing it with. R&YC quikcly arranged the next few appointments, and developed a tailored care plan for me. After a few appointments, I decided to carry on seeing some of the clinicians for regular check ups and ongoing treatment in specific areas. I was given an out of hours phone number to contact if I needed and one of the clinicians was assigned as my care coordinator. They worked with my and GP and were in regular contact with me. I was happy to provide R&YC with feedback when they periodically requested it to help them improve their services and for research purposes. When R&YC called me, I had to tell them I wouldn't be taking the process any further. I was meeting again with my GP to see what he could do. R&YC were understanding and told me I could contact them again in the future if I needed. As we hadn't agreed a time and date for the appointment, there were no cancellation charges. I contacted R&YC as my father's next of kin to tell them that Dad had passed away in his sleep over the weekend. They were supportive, and helped to quickly wrap up all the details of his care with them, including outstanding balances and managing his records and data. We received some flowers with a note from the people that had been involved in his care. They offered me some counselling sessions to help and also told me that I could contact them in the future if I need to. Decision Telephone call Schedule appointment Send confirmation User sends back Signing the contract Travel to clinic / user home Conduct appointment Further appointments Final report R&YC called me to schedule the appointment. I was given an appointment within the next seven days, at my home, and sent confirmation details. When R&YC called back, they advised that I should see the Consultant and told me the price. I agreed to go ahead. They said they would send me a welcome letter, with an agreement to sign and return. They also told me where I could find their T&Cs. I was searching for help on the internet regarding my health problem, and found R&YC. 1B 1A Discussion HONOS 5 9 7 6 optional Checking online information Payment Telephone advice MDT PREMS I called them and they talked to me about their services and how they could help. They listened, were informative and clear about services and prices. Sche dule Pre pare Con duct Outpu t MEETS NEEDS Post-its EASY TO DO BUSINESS FEELING TOWARDS R&YC Dienstleistungserbringungsplan (Service Delivery Framework) Gesamtueberblick Pflegedienstleistung Red & Yellow Pflege, Juni 2015 © Roman Schoeneboom
  17. 17. SD - from Double Diamond to Agile @Roman Schoeneboom ©MATERIALS MAY NOT BE REPRODUCED IN WHOLE OR IN PART WITHOUT PERMISSION. 2. Double Diamond WIN WIN WIN SITUATION FOR THE DOCTOR, THE CLINIC AND THE PATIENT: DOCTOR prescribe effective cure and stay in contact, aswell monitor constantly the progress CLINIC TREat more patients and make more money PATIENT QUICKER AND MORE COMFORTABLE TREATMENT device is cheaper and the clinic will save money device is portable and small, easy to use at home, more private and comfortable, time saving, patient can continue a normal life for the current treatment, the patient who suffers from depression, has to go to the clinic The Treatment is Under supervision BY GP and Nurses. with the new system the GP prescribes the new device, which can be used at home The device (helmet and remote) is cheaper then current clinic system. It‘s portable, small and easy to use. It will provide a quicker, more comfortable and effective treatment for the using patient. · additional way for patient · patient may not want to leave the house, because of his/her condition · longer waiting time because of limited resources! · NO patient control, someone else is in control · NO „home“ comfort, NO flexibility, waiting in a small room ! remote protective all- in-one helmet inside helmet adjustment adjustment comfortable inlays electroids PLEASE note that this is just a proto- type to visualise the general idea.! NO need to go to clinic for treatment innovative headset, more comfortable with integrated EEG recording online communication between patient and therapist 1 2 3 4 5 ‘Customer journey’ NEURO360: Daheim anwendbares Hilfsmittel zur Gehirnstimulation bei Depression Imperial Business Schule und NEURO360 Pflege GmbH, RCA, Juni 2013 © Roman Schoeneboom Clinical Headset for Depression 4 ACA 11-JUN-13 © Alan Ambrose, Imperial College, 2013
  18. 18. SD - from Double Diamond to Agile @Roman Schoeneboom ©MATERIALS MAY NOT BE REPRODUCED IN WHOLE OR IN PART WITHOUT PERMISSION. 2. Double Diamond Benutzererfahrung testen © sketchin, 2015 © http://productdesign.dundee.ac.uk/
  19. 19. SD - from Double Diamond to Agile @Roman Schoeneboom ©MATERIALS MAY NOT BE REPRODUCED IN WHOLE OR IN PART WITHOUT PERMISSION. 2. Double Diamond Systemkarte Gesamtueberblick Diabetespflegesystem NHS Imperial College Hospital, Maerz 2013 © Bohyun Han
  20. 20. SD - from Double Diamond to Agile @Roman Schoeneboom ©MATERIALS MAY NOT BE REPRODUCED IN WHOLE OR IN PART WITHOUT PERMISSION. 2. Double Diamond ‘Blueprint’ Gesamtueberblick Geschaeftssystem Pflege bei Demenz, Red & Yellow Pflege GmbH, Maerz 2013 © Roman Schoeneboom BACKOffice Triage • Operational team gather information for triage from service user • Operational staff inform clinicians of new service user to be triaged • Clinicians conduct triage, agree outcome and inform operational staff who then update Qinec records Sign Diagnostic Service contract • Operational staff send required paperwork (inc. contract, t&c’s) to service user • Operational staff call service user to provide guidance on completing paperwork • Service user completes and sends back paper- work • Operational staff save information in Qinec Make Initial Consultation appointment • Operational staff use Qinec to schedule ap- pointment with service user and clinician • Operational staff record credit card details on file (ensuring the card is as- signed to person with whom the contract is made or they have power of attorney) • Operational staff send confirmation of appoint- ment to service user Prepare for appointment • Operational staff organise car for clinician with preferred supplier (optional) • Operational staff ensure accurate service user data and required templates are accessi- ble to clinician • Automated appointment reminder to service user Conduct Initial Consul- tation at service users home • Clinician reads service user notes and prepares for assessment • Clinician travels to ser- vice users home • Clinician arrives at ser- vice users home • Clinician assesses capacity, gains consent, and confirms primary contact • Clinician conducts main assessment and records notes • Clinician discusses with other clinicians (optional) • Clinician completes first draft: Comprehensive Assessment proforma in Qinec including next steps and submits to Qinec for operational staff to schedule future appointments Update service user information • Operational staff update service user information on Qinec • Clinician validates updates on the system • Automated notification sent to all pre selected parties Confirm and conduct further assessments to service user • Operational staff call service user and confirm next steps in the diag- nostic service, including need for any extra assessments • Operational staff organise any extra assessments required and send details to service user • Operational staff update service user information on Qinec Send invoice • Operational staff send invoice to Service User Make follow-up consultationappointment and take payment • Operational staff use Qinec to schedule appointment for Follow-up Consulta- tions with service user and clinician • Operational staff to call service user to confirm the appointment and take payment for diag- nostic service (if self paying) over the phone • Operational staff update Qinec with details of payment • Operational staff send confirmation of appoint- ment to service user Nurse makes courtesy call to service user Prepare for Follow-up Consultation • Clinician updates Comprehensive Assess- ment proforma in Qinec with all relevant infor- mation from extra assessments, MDT and Initial Consultation to review with patient at Follow-up Consultation • Operational staff ensure all required information is accessible to clinician Register patients at R&Y clinic To be done by staff at oper- ating location e.g. medical chambers staff (optional) • Staff at R&Y clinic wel- come patient, register them, direct to waiting area, provide refresh- ments • Clinician informed that patient has arrived Conduct Follow-up Consultation at R&Y clinic • Clinician assess capa- city and gain content • Clinician reads service user notes and prepares for assessment • Clinician conducts Follow-up Consultation discussing diagnosis, prognosis, treatment and care plan with service user • Clinician provides service user with collateral to take home and nurse contact number Final Comprehensive Assessment Report completed and sent • Clinician finalises Comprehensive Assess- ment proforma in Qinec with all relevant infor- mation from Follow-up Consultation • Clinician dictates/ writes summary letter to Patient / GP • Operational staff com- bine final Comprehen- sive Assessment pro- forma, summary letter and results of extra assessments to create the Final Comprehen- sive Assessment Report • Operational staff send Comprehensive Assess- ment Report to service user(s) & GP • Confirm receipt of com- prehensive assessment report Update service user information • Operational staff update service user information on Qinec Multi-disciplinary team meeting to discuss your results • A MDT meeting to evalu- ate and discuss all results in order to reach the most accurate diag- nosis, as well as prepare a draft of the diagnostic report. Engage with service user after receiving GP referral • Service user calls operational staff follow- ing recommendation from GP or • Operational staff call service user after GP referral letter • Operational staff send required collateral • Operational staff take basic enquiry informa- tion Engage with service user after direct contact • Operational staff liaise with service user • Operational staff take basic enquiry informa- tion • Operational staff send required collateral Collect service user information • Service user engages with operational staff to purchase service • Operational staff create new patient profile • Operational staff collect basic information over the phone • Service user / Operational staff pursue GP referral letter (optional) Update service user information • Operational staff update service user information on Qinec Transport and chaperone services are available across all our touchpoints. The care & support service can be accessed through the Diagnostic Service, but also through GP referral or self-refer- ral. • The service is divided into two products: a subscription-based care & support package with optional additional services, as well as indi- vidual sessions. • As with the diagnostic service – further in- formation will be sent if required, a contract will be sent (with a direct debit form), and finally a call will be made to answer any questions they may have regard- ing the contract/pay- ment process. ‘Care & Support Package’ (Subscription-based care package: £285 per-calendar- month): All our staff, and the care package we provide, focus on addressing 5 special- ist ‘domains’ that are the basis of our holistic care ethos: • My mind • My body • My daily life • My future plans • My family • My social life An initial specialist doc- tor consultation at the clinic This consultation is a quick assessment of the pa- tient’s current condition. Please note: this meet- ing will not be necessary if you’ve come through R&YC Diagnostic Service, as we will have all your back- ground information. For new patients, an official diagnosis will be required from your GP or relevant specialist institution. On-going care management The on-going care man- agement will comprise of: • Yearly medical check-up by your psychiatrist, geriatrician, or neurolo- gist • Quarterly well-being review meeting at your home (please note: after each quarterly meeting an updated care & support plan will be sent out) • a monthly call by your dementia nurse • 24/7 phone support service Self-referral is also pos- sible, however we will ask the patient/representative to pursue a GP referral as a key part of their full medi- cal history. Please note: if the patient does not want GP to be informed, the lack of a GP referral should not delay the service. If an individual is making a general enquiry about the service - and they would like more information - we will advise them to visit our website (if they have not already) and send them an information brochure/ detailed product brochure (depending on their pre- existing knowledge or re- quest). At this point, we will also gather some basic in- formation (i.e. name & ad- Initial diagnostic assess- ment at home by a specialist doctor Once he/she has formal- ly identified themselves (as instructed by R&YC), the specialist doctor will perform a cognitive and physical assessment (we highly recommend - with a patient representative), as well as gaining an under- standing of the patient’s daily life and overall his- tory. Alternatively, the patient can have this part of the assessment at our clinic (at no additional cost). At this point the specialist doctor determines wheth- er further assessment is required for diagnosis. Optional further assessment: Further assessment at our clinic (e.g. for a detailed neuropsychological test) – alternatively we can ar- range travel to/from the clinic (for an additional cost). Further assessment at ‘3rd party’ (e.g. hav- ing an MRI scan or ECG) – alternatively an optional chaperone plus travel to/ from the 3rd party can be provided (for an additional cost). FRONTOFfice dress) about the patient/ representative over the phone. Once verbally committed, the patient/representative will be sent a contract, plus a detailed brochure outlin- ing our services. Once re- ceived, we will call them to discuss/answer any ques- tions they may have about the contract, and gather any more information re- quired. Our services will primarily be accessed through GP referral USERJOURNEY Engage with service user • Nurse calls service user / service user engages with operational staff to purchase care service • Nurse advises service user that a member of the operational staff will be in touch regarding required paperwork Sign care service contract • Operational staff send required paperwork (inc. contract, t&c’s, direct debit details) to service user • Operational staff call service user to provide guidance on completing paperwork • Service user completes and sends back paper- work • Operational staff save information in Qinec Optional initial consultation • Clinician conducts short assessment of patient’s condition and records information on Qinec Make appointment • Operational staff use Qinec to schedule appointment with service user and clinician • Operational staff send confirmation of appoint- ment to service user with pre questionnaires and guidance for com- pletion (optional) Prepare for appointment • Operational staff ensure accurate service user data and required tem- plates are accessible to clinician • Automated appointment reminder to service user Conduct first well-being review with service user • Nurse reads service user notes and prepares for assessment • Nurse travels to service users home • Nurse assess capacity and gain content • Nurse arrives at service users home • Nurse conducts detailed wellbeing review and refines care plan with service user • Nurse discusses with other clinicians (optional) • Nurse completes wellbeing review pro- forma in Qinec and updates care plan • Meeting between nurse and operational staff to update information and organise next steps/ future appointments Notify specific parties if required • Clinician uses judge- ment to notify other parties (e.g. GP) in the event of a specific situation • Clinician ensures service user information is up to date on Qinec Send output to Service User • Operational staff work with care coordinator to update service user output • Send output from appointment to service user and advise them to update their care file On-going specialist care 7 core consultations per year spread across our 6 specialist domains. Initially care consultations will be chosen to address all these key domains – a balanced holistic approach that can be adapted over time, as the patient’s care needs develop. Examples are as follows: My Mind – Psychology Consultation, by a Psy- chologist, at our clinic. My Body – Healthy Living Consultation, by a Person- al Trainer, at your home. My Daily Life – Occupa- tional Therapy, by an Oc- cupational Therapist, at your home. My Future Plans – My Fu- ture Advisory Consulta- tion, by LEBC (advisors), at our clinic. My Family – Psychology Session for Carer, by a Psy- chologist, at your home. Additional Services All individuals on our Care & Support Package will have exclusive access to Additional Services – such as Family education workshops or Cognitive stimulation therapy. Each service is specifically de- signed to be complemen- tary to the package. Individual Sessions In addition to the care & support package there will be a selection of in- dividual sessions – a list of care options that can be integrated as part of your care & support package, or purchased on their own. These sessions will be categorised/tiered in ac- cordance to their cost. If you already have a care package with us there will be a 10% discount on all individual ses- sions. IntakE Diagnostic Service CARE and support SERVICE Blood test Blood tests will ideally come from the GP, how- ever R&YC can arrange this at any visit to the clinic. Follow-Up Meeting at the clinic with your doctor and dementia nurse This appointment will be at our clinic; alternatively there is an option of it be- ing at your home (for an additional cost). The draft of your diagnostic report will be discussed – in- cluding the assessment results, diagnosis and the treatment and care rec- ommendations. Your treatment and care & support plan will be based on our recommended ho- listic care ethos - at this stage a take-away folder will be provided with gen- eral dementia support in- formation and our detailed Care & Support Service brochure (which is also available for direct in- quires). A dementia nurse will be available for any questions or concerns. COMPREHENSIVE ASSESSMENT referal GP diagnostic Service initial consultation GP engagement GP engagement Full comprehensive assessmen report contract TELEPHONE SUPPORT Initial consultation directly towards individual sessions Care plan finalised first well-being review with dementia nurse Diagnostic Service The Diagnostic service comprises of a compre- hensive assessment - made up of an initial and follow up consultation. Further testing may be re- quired before a diagnosis can be determined. The di- agnosis will be part of the patients final report along with our care recommen- dation. The current cost of this service (excluding ex- tra assessments) will be: £1250 Invoice for diagnostic service is sent to patient R&Y contacts the cus- tomer to take payment for the diagnostic service Courtesy call Confirm the arrival of the full comprehensive as- sessment report, and to follow up on the patient’s questions and concerns. A full comprehensive assessment report The final report to be sent to the patient via post Courtesy call By your dementia nurse – just before the follow-up meeting – to talk through any concerns or anxieties the patient/representative may have before a poten- tial diagnosis. First well-being review Once that initial special- ist doctor consultation has taken place (or you have come through the Diagnostic Service), the specialist doctor and dementia nurse will dis- cuss your case and pre- pare a draft of your care plan. A home visit will follow by your designated de- mentia nurse to finalise care plan. Once the draft of the care & support plan is completed, your allo- cated dementia nurse will come and visit you to discuss it. The objec- tive of this meeting is to work with you to create a bespoke care & sup- port package catered for your needs and desires. The final care & support plan will be set after this meeting. VISUALS © ROMAN SCHOENEBOOM 2013 content © Red & yellow care memory service 2013 further tests follow-up consultation 1 2A 2A 2B 3 care and support service ongoing specialist care ongoing care management additional services individual sessions on-going care and support process Make appointment Provide details of appointment to Clinic Prepare for appointment Conduct clinician appointmentUpdate service user information Notify specific parties Send output to service user Formal feedback requested across our user touchpoints.
  21. 21. Double Diamond myJustice: Neugestaltung der Nutzererfahrung im Justizsystem Royal College of Art fuer das Justizministerium
  22. 22. SD - from Double Diamond to Agile @Roman Schoeneboom ©MATERIALS MAY NOT BE REPRODUCED IN WHOLE OR IN PART WITHOUT PERMISSION. 2. Double Diamond
  23. 23. Users SD - from Double Diamond to Agile @Roman Schoeneboom ©MATERIALS MAY NOT BE REPRODUCED IN WHOLE OR IN PART WITHOUT PERMISSION. 2. Double Diamond
  24. 24. Experts SD - from Double Diamond to Agile @Roman Schoeneboom ©MATERIALS MAY NOT BE REPRODUCED IN WHOLE OR IN PART WITHOUT PERMISSION. 2. Double Diamond
  25. 25. Stakeholders SD - from Double Diamond to Agile @Roman Schoeneboom ©MATERIALS MAY NOT BE REPRODUCED IN WHOLE OR IN PART WITHOUT PERMISSION. 2. Double Diamond
  26. 26. Secondary Research SD - from Double Diamond to Agile @Roman Schoeneboom ©MATERIALS MAY NOT BE REPRODUCED IN WHOLE OR IN PART WITHOUT PERMISSION. 2. Double Diamond
  27. 27. SD - from Double Diamond to Agile @Roman Schoeneboom ©MATERIALS MAY NOT BE REPRODUCED IN WHOLE OR IN PART WITHOUT PERMISSION. 2. Double Diamond
  28. 28. bureaucratic emotional unsupportive draining processy no context no explanation takes forever no control there is no point you are a number no priority not reassuring I DON’T KNOW WHATS GOING ON. SD - from Double Diamond to Agile @Roman Schoeneboom ©MATERIALS MAY NOT BE REPRODUCED IN WHOLE OR IN PART WITHOUT PERMISSION. 2. Double Diamond
  29. 29. bureaucratic emotional unsupportive draining processy no context no explanation takes forever no control there is no point you are a number no priority not reassuring WHAT’S THE POINT ANYWAY? SD - from Double Diamond to Agile @Roman Schoeneboom ©MATERIALS MAY NOT BE REPRODUCED IN WHOLE OR IN PART WITHOUT PERMISSION. 2. Double Diamond
  30. 30. bureaucratic emotional unsupportive draining processy no context no explanation takes forever no control there is no point you are a number no priority not reassuring IT ALL SEEMS INEFFICIENT. SD - from Double Diamond to Agile @Roman Schoeneboom ©MATERIALS MAY NOT BE REPRODUCED IN WHOLE OR IN PART WITHOUT PERMISSION. 2. Double Diamond
  31. 31. [ ]DROPOUTS SD - from Double Diamond to Agile @Roman Schoeneboom ©MATERIALS MAY NOT BE REPRODUCED IN WHOLE OR IN PART WITHOUT PERMISSION. 2. Double Diamond
  32. 32. £34million * NATIONAL AUDIT OFFICE * SD - from Double Diamond to Agile @Roman Schoeneboom ©MATERIALS MAY NOT BE REPRODUCED IN WHOLE OR IN PART WITHOUT PERMISSION. 2. Double Diamond
  33. 33. 1094source: http://www.leftfootforward.org/2013/04/where-else-might-10-million-be-spent/ SD - from Double Diamond to Agile @Roman Schoeneboom ©MATERIALS MAY NOT BE REPRODUCED IN WHOLE OR IN PART WITHOUT PERMISSION. 2. Double Diamond
  34. 34. reduce witness withdrawals by improving their experience? save costs spend on further improvements better witness experiences SD - from Double Diamond to Agile @Roman Schoeneboom ©MATERIALS MAY NOT BE REPRODUCED IN WHOLE OR IN PART WITHOUT PERMISSION. 2. Double Diamond
  35. 35. SD - from Double Diamond to Agile @Roman Schoeneboom ©MATERIALS MAY NOT BE REPRODUCED IN WHOLE OR IN PART WITHOUT PERMISSION. 2. Double Diamond
  36. 36. SD - from Double Diamond to Agile @Roman Schoeneboom ©MATERIALS MAY NOT BE REPRODUCED IN WHOLE OR IN PART WITHOUT PERMISSION. 2. Double Diamond
  37. 37. Hello. SD - from Double Diamond to Agile @Roman Schoeneboom ©MATERIALS MAY NOT BE REPRODUCED IN WHOLE OR IN PART WITHOUT PERMISSION. 2. Double Diamond
  38. 38. Hello. SD - from Double Diamond to Agile @Roman Schoeneboom ©MATERIALS MAY NOT BE REPRODUCED IN WHOLE OR IN PART WITHOUT PERMISSION. 2. Double Diamond
  39. 39. SD - from Double Diamond to Agile @Roman Schoeneboom ©MATERIALS MAY NOT BE REPRODUCED IN WHOLE OR IN PART WITHOUT PERMISSION. 2. Double Diamond
  40. 40. Police Witness Care Units WCUs Victim Support Court Services/ Witness Service SD - from Double Diamond to Agile @Roman Schoeneboom ©MATERIALS MAY NOT BE REPRODUCED IN WHOLE OR IN PART WITHOUT PERMISSION. 2. Double Diamond
  41. 41. SD - from Double Diamond to Agile @Roman Schoeneboom ©MATERIALS MAY NOT BE REPRODUCED IN WHOLE OR IN PART WITHOUT PERMISSION. 2. Double Diamond
  42. 42. Police Witness Care Units (WCUs) Victim Support Court Services/ Witness Service JUDICA SD - from Double Diamond to Agile @Roman Schoeneboom ©MATERIALS MAY NOT BE REPRODUCED IN WHOLE OR IN PART WITHOUT PERMISSION. 2. Double Diamond
  43. 43. SD - from Double Diamond to Agile @Roman Schoeneboom ©MATERIALS MAY NOT BE REPRODUCED IN WHOLE OR IN PART WITHOUT PERMISSION. 2. Double Diamond not processy enabling participatory in control personal touch valuable encouraging access motivation I KNOW WHAT’S HAPPENING.
  44. 44. SD - from Double Diamond to Agile @Roman Schoeneboom ©MATERIALS MAY NOT BE REPRODUCED IN WHOLE OR IN PART WITHOUT PERMISSION. 2. Double Diamond not processy enabling participatory in control personal touch valuable encouraging access motivation I AM USEFUL.
  45. 45. SD - from Double Diamond to Agile @Roman Schoeneboom ©MATERIALS MAY NOT BE REPRODUCED IN WHOLE OR IN PART WITHOUT PERMISSION. 2. Double Diamond not processy enabling participatory in control personal touch valuable encouraging access motivation THINGS GET DONE.
  46. 46. JUDICA TEAM JUDICA BOARD JUDICA PASSPORT WITNESS SD - from Double Diamond to Agile @Roman Schoeneboom ©MATERIALS MAY NOT BE REPRODUCED IN WHOLE OR IN PART WITHOUT PERMISSION. 2. Double Diamond
  47. 47. SD - from Double Diamond to Agile @Roman Schoeneboom ©MATERIALS MAY NOT BE REPRODUCED IN WHOLE OR IN PART WITHOUT PERMISSION. 2. Double Diamond JUDICA
  48. 48. SD - from Double Diamond to Agile @Roman Schoeneboom ©MATERIALS MAY NOT BE REPRODUCED IN WHOLE OR IN PART WITHOUT PERMISSION. 2. Double Diamond
  49. 49. SD - from Double Diamond to Agile @Roman Schoeneboom ©MATERIALS MAY NOT BE REPRODUCED IN WHOLE OR IN PART WITHOUT PERMISSION. 2. Double Diamond Purpose of own action Changed perception of the system Will report again Will influence peers Easier interaction & communication Higher efficiency Being appreciated Increased motivation effective layer of communication building on existing system no additional staff needed less expenses; no restructuring Zweck der eigenen Aktionen Veraenderte Wahrmung des Systmes wird wieder aussagen wird seine Umgebung beeinflussen effektive Kommunikationsebene baut auf bestehende Systeme auf keine zusaetzlichen Mitarbeiter noetig weniger Ausgaben, keine Umstrukturierung Einfachere Interaktionen und Kommunikation hoehere Effizienz Arbeit wird mehr geachtet hoehere Motivation
  50. 50. SD - from Double Diamond to Agile @Roman Schoeneboom ©MATERIALS MAY NOT BE REPRODUCED IN WHOLE OR IN PART WITHOUT PERMISSION. 2. Double Diamond
  51. 51. Agiles Verfahren Zyklisches Designmanagement Charakteristiken, Arbeitsrahmen, Scrum, Kanban
  52. 52. SD - from Double Diamond to Agile @Roman Schoeneboom ©MATERIALS MAY NOT BE REPRODUCED IN WHOLE OR IN PART WITHOUT PERMISSION. 3. Agiles Verfahren Charakteristiken: - sich selbt organisierende Teams - Produktprozess in Serien von wochenlangen (max.) ‘Sprints’ - Anforderungen werden als ‘Tickets’ im ‘Backlog’ (Bestandsliste) aufgelistet 3 Monate bis 1 Jahr 1 bis 4 Wochen Arbeitsrahmen: 1. Rollen: - Produktbesitzer, Service Delivery Manager, Team 2. Rituale: - ‘Sprint’ Planung, Durchfuehrung, Auswerung, taegliches Stand-up 3. Artefakte: - Produkt Backlog, Sprint Backlog
  53. 53. SD - from Double Diamond to Agile @Roman Schoeneboom ©MATERIALS MAY NOT BE REPRODUCED IN WHOLE OR IN PART WITHOUT PERMISSION. 3. Agiles Verfahren Nutzer- geschichten Backlog Planung ‘Sprint’- Backlog Wochen (festgelegt) 1 bis 4 ‘Sprint’ Taegliches ‘Stand-up’ 15 min Retroperspektive Demo
  54. 54. SD - from Double Diamond to Agile @Roman Schoeneboom ©MATERIALS MAY NOT BE REPRODUCED IN WHOLE OR IN PART WITHOUT PERMISSION. 3. Agiles Verfahren Nutzer- geschichten Backlog Planung ‘Sprint’- Backlog Wochen (festgelegt) 1 bis 4 ‘Sprint’ Taegliches ‘Stand-up’ 15 min Retroperspektive Demo
  55. 55. SD - from Double Diamond to Agile @Roman Schoeneboom ©MATERIALS MAY NOT BE REPRODUCED IN WHOLE OR IN PART WITHOUT PERMISSION. 3. Agiles Verfahren - fasst Anforderungen zusammen - eine Liste aller gewuenschten Arbeiten fuer das Projekt - Einzelarbeiten werden als Ticket gelistet, fuer die mindestens ein Teammitglied verantwortlich ist - das Ticket repraesentiert eine Nutzergeschichte/ Nutezerbeduerfnis - wird vom Produktbesitzer priorisiert Nutzer- geschichten Backlog Planung ‘Sprint’- Backlog Wochen (festgelegt) 1 bis 4 ‘Sprint’ Taegliches ‘Stand-up’ 15 min Retroperspektive Demo
  56. 56. SD - from Double Diamond to Agile @Roman Schoeneboom ©MATERIALS MAY NOT BE REPRODUCED IN WHOLE OR IN PART WITHOUT PERMISSION. 3. Agiles Verfahren Nutzer- geschichten Backlog Planung ‘Sprint’- Backlog Wochen (festgelegt) 1 bis 4 ‘Sprint’ Taegliches ‘Stand-up’ 15 min Retroperspektive Demo Sprints: - Produktprozess in Serien von wochenlangen (max.) ‘Sprints’ - typische Laenge fuer Sprint 2-4 Wochen - Produkt wird im Sprint gestaltet, kodiert und getestet ‘Stand-up’: - taeglich, 15 Minuten - jeder beantwortet 3 Fragen: 1. Was habe ich gestern getan? 2. Was werde ich heute tun? 3. Benoetige ich Hilfe?
  57. 57. SD - from Double Diamond to Agile @Roman Schoeneboom ©MATERIALS MAY NOT BE REPRODUCED IN WHOLE OR IN PART WITHOUT PERMISSION. 3. Agiles Verfahren
  58. 58. SD - from Double Diamond to Agile @Roman Schoeneboom ©MATERIALS MAY NOT BE REPRODUCED IN WHOLE OR IN PART WITHOUT PERMISSION. 3. Agiles Verfahren
  59. 59. Advocate Defence Payments: Ganzheitliches Bezahlsystem ‘Digital Services’ (MOJ) fuer staatliche Rechtshilfeorganisation Agiles Verfahren
  60. 60. SD - from Double Diamond to Agile @Roman Schoeneboom ©MATERIALS MAY NOT BE REPRODUCED IN WHOLE OR IN PART WITHOUT PERMISSION.
  61. 61. SD - from Double Diamond to Agile @Roman Schoeneboom ©MATERIALS MAY NOT BE REPRODUCED IN WHOLE OR IN PART WITHOUT PERMISSION.
  62. 62. SD - from Double Diamond to Agile @Roman Schoeneboom ©MATERIALS MAY NOT BE REPRODUCED IN WHOLE OR IN PART WITHOUT PERMISSION.
  63. 63. SD - from Double Diamond to Agile @Roman Schoeneboom ©MATERIALS MAY NOT BE REPRODUCED IN WHOLE OR IN PART WITHOUT PERMISSION.
  64. 64. SD - from Double Diamond to Agile @Roman Schoeneboom ©MATERIALS MAY NOT BE REPRODUCED IN WHOLE OR IN PART WITHOUT PERMISSION.
  65. 65. SD - from Double Diamond to Agile @Roman Schoeneboom ©MATERIALS MAY NOT BE REPRODUCED IN WHOLE OR IN PART WITHOUT PERMISSION.
  66. 66. SD - from Double Diamond to Agile @Roman Schoeneboom ©MATERIALS MAY NOT BE REPRODUCED IN WHOLE OR IN PART WITHOUT PERMISSION.
  67. 67. SD - from Double Diamond to Agile @Roman Schoeneboom ©MATERIALS MAY NOT BE REPRODUCED IN WHOLE OR IN PART WITHOUT PERMISSION.
  68. 68. SD - from Double Diamond to Agile @Roman Schoeneboom ©MATERIALS MAY NOT BE REPRODUCED IN WHOLE OR IN PART WITHOUT PERMISSION.
  69. 69. Was noch zu sagen waere... Was ich gelernt habe
  70. 70. SD - from Double Diamond to Agile @Roman Schoeneboom ©MATERIALS MAY NOT BE REPRODUCED IN WHOLE OR IN PART WITHOUT PERMISSION. 4. Auf den Weg.... - was noch wichtig ist Gestaltet Erfahrungen die einfach sind und sich natuerlich anfuehlen, “die beste Dienstleistung ist eine, ueber die ich nicht nachdenke” Nutzt euere visuellen Faehigkeiten, um komplexe Systeme zu vereinfachen Wenn man fuer menschliche Beduerfnisse gestaltet, dann sind Skizzen und Protoypen aber auch die Einbeziehung der Kunden in den fruehen Prozess sehr wichtig, lasst euere Nutzer jederzeit wissen, wo sie sich im Prozess befinden Deswegen, definiert eueren Projektumfang und plant euere Entscheidungen Gestaltet sinnvolle, einfache, angenehme und spielerische Interaktionen Gestaltet FUER DIE Erfahrung, gestaltet nich nur Erfahrung Gestaltet euer Produkt/ Dienstleistung als robust, skalier- und belastbar Deswegen ist es ist Trible Diamond, kein Double Diamond Gestaltet immer partizipative Dienste und vernetzte Erfahrungen Der beste Weg die Zukunft vorauszusagen, ist sie zu erfinden ‘prototypen’ “Always do what you are afraid to do.” - Ralph Waldo Emerson
  71. 71. Vielen Dank Vom Double Diamond zum Agilen Verfahren Roman Schoeneboom bridging complexity fast Roman Schoeneboom Service Designer contact@romanschoeneboom.com +44 (0) 79 1464 8844 email phone

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