User Centered Design module for Master study in Enterprise Management. Main arguments are Design Thinking, Lean UX Digital Entity “The Hive” methodology, Usability.

1. CUOA - Master in Gestione d'Impresa
Modulo
User Centered Design
Day2 – 30/10/2017

2. Index
Design Thinking
Lean UX
Digital Entity “The Hive”
Usability

3. 3
Design thinking
Definition
Design thinking refers to
creative strategies
designers use during the
process of designing.
Design thinking is also an
approach that can be used
to consider issues, with a
means to help resolve
these issues, more broadly
than within professional
design practice and has
been applied in business as
well as social issues. Design
thinking in business uses
the designer's sensibility
and methods to match
people's needs with what is
technologically feasible
and what a viable business
strategy can convert into
customer value and market
opportunity.

4. 4
Tim Brown’s Change by Design
Reference Book
• an end to old ideas:
The danger of
unmanaged
technological progress
• we need new choices:
new products that
balance the needs of
individuals and of
society as whole.
• swimming upstream:
see the power of
design not as a link in a
chain but as the hub of
a wheel.

5. 5
Three spaces of innovation
Getting Under your Skin
Inspiration Ideation Implementation
the problem or
opportunity that
motivates the search
for solutions
the process of
generating,
developing, and
testing ideas
the path that leads
from the project
room to the
market

6. Fail early… ….to succeed sooner.

7. 7
Criteria for successful and innovative Ideas
Getting Under your Skin
People
(DESIRABILITY)
Business
(VIABILITY)
Technology
(FEASIBILITY)
E f f e c t i v e i n n o v a t i o n i s d r i v e n b y
u s e r s , a n d i t i s t h e r e s u l t o f a
b a l a n c i n g a c t o f b u s i n e s s , p e o p l e
a n d t e c h n o l o g y a e s t h e t i c d e s i g n ,
a n d m a r ke t a n d b u s i n e s s s u c c e s s ,
o f t h e p r o d u c t .

8. 8
The project
1. Design project
• From concept to reality
• Is not open-ended and ongoing
• It has a beginning, a middle, and an end
2. Restrictions
• Forces us to articulate a clear goal at the outset
• Review progress ,make midcourse corrections, and redirect future activity
3. Level of creative energy
• The clarity, direction, and limits of a well defined project are vital
Getting Under your Skin

9. 9
The brief
• A design brief that is too abstract risks leaving the project team wandering about in a fog.
• One that starts from too narrow a set of constraints, however, almost guarantees that the
outcome will be incremental and, most likely, mediocre.
Design thinking needs to be practiced on both sides of the table: by the design team, obviously,
but by the client as well.The difference between a design brief with just the right level of
constraint and one that is overly vague or overly restrictive can be the difference between a
team on fire with breakthrough ideas and one that delivers a tired reworking of existing ones.
Getting Under your Skin

10. 10
Team ofTeams
• All of us are smarter than any of us
• In an interdisciplinary team there is collective
ownership of ideas and everybody takes
responsibility for them.
• The inspiration phase requires a small,
focused group.
Getting Under your Skin

11. 11
Cultures of innovation
Environment (social and spatial) in
which people know they can
experiment, take risks, and explore
the full range of their faculties.
Environment must be:
• Collaborative
• Focused
• Flexible
• Responsive
• Balanced
Getting Under your Skin

12. 12
D e s i g n p a r a d i g m : m i g r a t i o n o f d e s i g n e r s t o w a r d s o c i a l a n d b e h a v i o r a l p r o b l e m s
t o r e c o g n i z e u n m e t n e e d s
These are more likely to be triggered by observing the odd practices of an amateur carpenter or the incongruous detail in a
mechanic’s shop than by hiring expert consultants or asking “statistically average” people to respond to a survey or fill out a
questionnaire.
Insight: learning from the lives of others
Converting need into demand, or putting people first
O b s e r v a t i o n : w a t c h i n g w h a t p e o p l e d o n ’ t d o , l i s t e n i n g t o w h a t t h e y d o n ’ t s a y
By concentrating solely on the bulge at the center of the bell curve, however, we are more likely to confirm what we already
know than learn something new and surprising. For insights at that level we need to head for the edges, the places where we
expect to find “extreme” users who live differently, think differently, and consume differently—a collector who owns 1,400
Barbies, for instance, or a professional car thief.

13. 13
It’s possible to spend days,
weeks, or months conducting
research of this sort, but at the
end of it all we will have little
more than stacks of field notes,
videotapes, and photographs
unless we can connect with the
people we are observing at a
fundamental level. We call this
“empathy,” and it is perhaps the
most important distinction
between academic thinking and
design thinking.We are not
trying to generate new
knowledge, test a theory, or
validate a scientific hypothesis—
that’s the work of our university
colleagues and an indispensable
part of our shared intellectual
landscape.The mission of design
thinking is to translate
observations into insights and
insights into products and
services that will improve lives.
Empathy is the mental habit that
moves us beyond thinking of
people as laboratory rats or
standard deviations. If we are to
“borrow” the lives of other
people to inspire new ideas, we
need to begin by recognizing that
their seemingly inexplicable
behaviors represent different
strategies for coping with the
confusing, complex, and
contradictory world in which they
live.
Empathy: standing in the shoes (or
lying on the gurneys) of others
Converting need into demand, or putting people first

14. 14
T h e p r o c e s s o f t h e d e s i g n t h i n k e r : l o o k s l i k e a r h y t h m i c e x c h a n g e b e t w e e n t h e
d i v e r g e n t a n d c o n v e r g e n t p h a s e s
Convergent and divergent thinking
A mental matrix, or “these people have no process!”
Diverge Converge
New
options
emerg
e
Make
choices

15. Without optimism—the unshakable belief that things could be
better than they are —the will to experiment will be continually
frustrated until it withers. Positive encouragement does not
require the pretense that all ideas are created equal. It remains
the responsibility of leadership to make discerning judgments,
which will inspire confidence if people feel that their ideas have
been given a fair hearing.

16. Post-it Visual Thinking
Some very useful methods …
Brainstorming

17. The power of prototyping
David Kelley calls prototyping “thinking with
your hands,” and he contrasts it with
specification-led, planning-driven abstract
thinking. Both have value and each has its
place, but one is much more effective at
creating new ideas and driving them

18. 18
Quick and dirty
Building to think, or the power of prototyping
ContentQuality
Process
Prototyping
generates
results faster
We will be able to
evaluate them, refine
them (ideas)
Early prototypes
should be fast,
rough, and cheap

19. 19
Enough is enough
Building to think, or the power of prototyping
• Give form to an idea
• Strengths and
weaknesses
• New direction
• More detailed
• More refined
• Achieve enough
resolution
• Pick what we want
to learn about
Enough
Feedback
Prototype

20. Index
Design Thinking
Lean UX
Digital Entity “The Hive”
Usability

21. 21
Lean product development
Brief history
WhenToyota started
developing cars, there was
a difference between its
context in Japan and its
competitors in the USA.
Toyota had few educated
engineers and little prior
experience. Car companies
in US had the benefit of
engineering schools and a
well-educated work force
in the cities.To tackle this
shortfall in knowledge and
experience,Toyota
conducted an incremental
approach to development
that built on this
knowledge and became the
basis of the lean systems
Toyota uses today.

22. 22
Lean product: high level concepts
1. Creation of re-usable knowledge
2. Set-based concurrent engineering.
3. Teams of responsible experts. Lean product development organizations develop cross-functional teams and
reward competence building in teams and individuals.
4. Cadence and pull. Managers of lean product development organizations develop autonomous teams, where
engineers plan their own work and work their own plans.
5. Visual management.Visualization is a main enabler of lean product development.
6. Entrepreneurial system designer.The lean product development organization makes one person responsible
for the engineering and aesthetic design, and market and business success, of the product.

23. 23
LEAN UX by Jeff Gothelf
Reference Book
Lean UX is deeply
collaborative and cross-
functional, because we no
longer have the luxury of
working in isolation from
the rest of the product
team.We can’t continue to
ask our teams to wait for us
to figure it all out.We need
daily, continuous
engagement with our
teams if we are going to be
effective.This continuous
engagement allows us to
strip away heavy
deliverables in favor of
techniques that allow us to
build shared
understanding with our
teammates.

24. d i g i t a l e n t i t y
The method principles
1. Cross-FunctionalTeams, Small, Dedicated, Co-located.
2. Progress = Outcomes, Not Output
3. Problem-FocusedTeams
4. Small Batch Size
5. Continuous Discovery
6. Getting Out Of the Building:The New User-Centricity
7. Shared Understanding
8. Anti-Pattern: Rockstars, Gurus, and Ninjas
9. ExternalizingYour Work
10. Making over Analysis
11. Learning over Growth
12. Permission to fail
13. Getting Out of the Deliverables Business

25. 25
Continuous discovery is the
ongoing process of
the customer during the
design and development
process. This engagement is
done through regularly
scheduled activities, using
both quantitative and
qualitative methods. The
goal is to understand what
the users are doing with
your products and why they
are doing it. Research is
done on frequent
and regular schedules.
Research involves the entire
team.
Iterative process
LEAN UX
2
5
1. Declare
Assumptions
2. Create an
MVP
3. Run an
experiment
4. Feedback
and research

26. 26
Vision, Framing and Outcomes
1. Assumptions
• A high-level declaration of what we believe to be true.
2. Hypotheses
• More granular descriptions of our assumptions that target specific areas of our product or workflow for
experimentation.
3. Outcomes
• The signal we seek from the market to help us validate or invalidate our hypotheses.These are often
quantitative but can also be qualitative.
4. Personas
• Models of the people for whom we believe we are solving a problem.
5. Features
• The product changes or improvements we believe will drive the outcomes we seek.
1. Declare
Assumptions

27. 27
Collaborative Design
1. Design Studio
• Away to bring a cross-functional team together to visualize potential solutions to a design problem. It
breaks down organizational silos and creates a forum for your fellow teammates’ points of view.
2. Define a Framework for Style guide
• A styleguide is a broadly accepted pattern library that codifies the interactive, visual, and copy elements
of a user interface and system. Style guides (also known as pattern libraries) are a living collection of all of
your product’s customer-facing components..
1. Declare
Assumptions

28. 28
MVP’S
1. MinimumViable Product (MVP)
• Create the smallest thing you can to determine the validity of each of the hypothesis statements: that is your
MVP.You will use your MVP to run experiments.The outcome of the experiments will tell you whether your
hypothesis was correct and thus whether the direction you are exploring should be pursued, refined, or
abandoned..
• These MVP could be:
• paper prototypes
• clickable wireframes
• high Fidelity Prototypes
• coded prototypes
2. Create an
MVP

29. 29
Experiments: Collaborative discovery
Collaborative discovery is a way to get out into the field with your team.
• As a team, review your questions, assumptions, hypotheses, and MVPs. Decide as
a team what you need to learn.
• Create an interview guide that you can all use to guide your
conversations.
• Have one team member conduct interviews while the other takes notes.
• Start with questions, conversations, and observations.
• Demonstrate the MVP later in the session and allow the customer to
interact with it.
• Collect notes as the customer provides feedback.
• At the end of the interview, ask the customer for referrals to other people who
might also provide useful feedback.
3. Run an
experiment

30. 30
Feedback and Research
1. Continuous and Collaborative Research
• Research activities and responsibilities are distributed and shared across the entire team. By eliminating
the handoff between researchers and team members, we increase the quality of our learning
2. MonitoringTechniques for Continuous, Collaborative Discovery
• Customer Service
• Onsite Feedback Surveys
4. Feed and
research

31. the HIVE
Design Thinking
Lean UX
Usabiliy

32. 32
the
HIVE
D E S I G N T H I N K I N G
digital entity
MODERATED BY
The Hive is our methodology to help clients in
shaping innovation through design thinking
and multidisciplinary teams,
a mixture of experts from digital entity
and our clients
The hive
COLLABORATION FOR NEW IDEAS

33. 33
The hive
OBJECTIVE
WHY ARE WE
DOING THIS?
WHAT ARE WE
DOING?
HOW ARE WE
DOING IT?
HOW IS
IT
GOING?

34. 34
The hive
WORKSHOP BASED APPROACH
WORKSHOP 1
PERSONAS
WORKSHOP 2
HIGH LEVEL
CUSTOMER
JOURNEYS
WORKSHOP 3
DETAILED CJ
SERVICE
BLUEPRINT
WORKSHOP 4
UX CONCEPT
MICRO-
INTERACTIONS
3-4 Months
PREPARATION

35. 35
The hive
BENCHMARKING

36. 36
The hive
PERSONAS

37. 37
The hive
HIGH LEVEL CUSTOMER JOURNEYS

38. 38
The hive
DETAILED CJ & SERVICE BLUEPRINT

39. 39
The hive
UX CONCEPT

40. 40
E X P E R I E N C E
D E F I N I T I O N
S O L U T I O N A R C H I T E C T U R E
R E Q U I R E M E N T
S
MACROmicro

41. 41
E X P E R I E N C E
D E F I N I T I O N
S O L U T I O N A R C H I T E C T U R E
R E Q U I R E M E N T
S
MACROmicro

42. MACROmicro

43. 43
MACROmicro
it’s the digital entity approach,
it merges a service design culture influenced by design
thinking
with a meticulous attention to the design of
microinteractions
that bring the brand’s values to a customer experience
level

44. 44
MACROmicro
A i m s t o d e s i g n t h e s e r v i c e m o d e l a l o n g w i t h
s o m e s e l e c t e d m i c r o i n t e r a c t i o n s , i n o r d e r t o
d e f i n e t h e m a i n e x p e r i e n c e g u i d e l i n e s i n
l i n e w i t h t h e b r a n d p r i n c i p l e s
a n d t h e v a l u e s t h e y r e p r e s e n t

45. 45
Defining the MACRO

46. 46
Stakeholder
interviews
Stakeholder
workshops
Personas
Scenarios
Experience
maps
Concept
sketches
Visual brand
exploration
User
journeys
UI concept
sketching
Screen
flows
Concept
prototype
Experience
principles
Visual
language
Interaction
principles
Conceptual
architecture
Visual
moodboard
Iconography
Wireframes
Asset
production
User trials
User testing
D E F I N I N G T H E M A C R O

47. 47
B U S I N E S S / T E C H N I C
A L
D E F I N I T I O N
We ran a workshop or a Kick
Off with key people from all
participating countries and
relevant part of the
organization to set the
business requirements,
analyze any threat and
opportunity of the specific part
of the product we will develop.

48. 48
W O R K S H O P
During the workshops we work with our
clients with the dynamics of design
thinking using analog and immediate
instruments such as paper and pen,
using templates already ready we come
to define together:
• Personas
• Service blueprint
• High level design of the interfaces.
The work done during the workshop
is then streamlined and becomes the
basis for developing the concept.

49. 49
I N T E R A C T I O N
M O D E L
D E F I N I T I O N
Wireframes are a key
deliverable in our process,
highlighting the main user
interactions and software
functionalities.
We prepare interactive
prototypes and we share with
project stakeholders.

50. 50
Modelling the micro

51. 51
E V O L V I N G T H E D E S I G N B Y F O C U S I N G O N T H E
D E T A I L SK I C K O F F : 1 ° I t e r a t i o n 8 ° I t e r a t i o n 1 6 ° I t e r a t i o n

52. 52
I C O N O G R A P H Y, C O L O R
P A L E T T E a n d
C O R P O R A T E
G U I D E L I N E S

53. 53
✓ from hand sketch to prototype for approval
✓ annotated wireframes to detail all requirements
✓ design experiences not interfaces

54. 54
Index
Design Thinking
Lean UX
Digital Entity “The Hive”
Usability

55. Jakob Nielsen's 10 general principles for
interaction design.
They are called "heuristics" because they are
broad rules of thumb and not specific
usability guidelines.

56. 56
10 Usability Heuristics for User Interface Design (1/3)
Web Usability
1.Visibility of system status
The system should always keep users informed about what is going on, through appropriate feedback within
reasonable time.
2.Match between system and the real world
The system should speak the users' language, with words, phrases and concepts familiar to the user, rather than
system-oriented terms. Follow real-world conventions, making information appear in a natural and logical order.
3. User control and freedom
Users often choose system functions by mistake and will need a clearly marked "emergency exit" to leave the
unwanted state without having to go through an extended dialogue. Support undo and redo.
4. Consistency and standards
Users should not have to wonder whether different words, situations, or actions mean the same thing.
Follow platform conventions.

57. 57
10 Usability Heuristics for User Interface Design (2/3)
Web Usability
5. Error prevention
Even better than good error messages is a careful design which prevents a problem from occurring in the first
place. Either eliminate error-prone conditions or check for them and present users with a confirmation option
before they commit to the action.
6. Recognition rather than recall
Minimize the user's memory load by making objects, actions, and options visible. The user should not have to
remember information from one part of the dialogue to another. Instructions for use of the system should be visible
or easily retrievable whenever appropriate.
7. Flexibility and efficiency of use
Accelerators — unseen by the novice user — may often speed up the interaction for the expert user such that the
system can cater to both inexperienced and experienced users. Allow users to tailor frequent actions.

58. 58
10 Usability Heuristics for User Interface Design (3/3)
Web Usability
8. Aesthetic and minimalist design
Dialogues should not contain information which is irrelevant or rarely needed. Every extra unit of information in a
dialogue competes with the relevant units of information and diminishes their relative visibility.
9.Help users recognize, diagnose, and recover from errors
Error messages should be expressed in plain language (no codes), precisely indicate the problem, and constructively
suggest a solution.
10.Help and documentation
Even though it is better if the system can be used without documentation, it may be necessary to provide help and
documentation. Any such information should be easy to search, focused on the user's task, list concrete steps to be
carried out, and not be too large.

59. d i g i t a l e n t i t y
T h a n k s !