User Centered

Design Process
References

• Brown, Tim. Change By Design

• https://www.interaction-design.org
• Sharp, H., Rogers, Y., Preece, H., Interaction Design 5th edition
• https://medium.com/ux-burner/design-thinking-vs-lean-startup-vs-lean-ux-vs-design-sprint-vs-ux-burner-
89da64fb3d31
• https://www.usability.gov/what-and-why/user-centered-design.html
• https://designthinking.ideo.com
• https://www.ideou.com/pages/design-thinking
• Jeff Gothelf. Lean UX
• Jake Knapp. Sprint: How to Solve Big Problems and Test New Ideas in Just Five Days
User-centered design (UCD) is an iterative design process in which designers focus
on the users and their needs in each phase of the design process

design teams involve users throughout the design process via a variety of research
and design techniques, to create highly usable and accessible products for them

UCD process does not specify exact methods for each phase.

In user-centered design, designers use a mixture of investigative methods and tools

(e.g., surveys and interviews) and generative ones (e.g., brainstorming)

It can be incorporated into waterfall, agile, and other approaches

 • Identify the people who will use the
Understan product,
d Context • what they will use it for
of Use • under what conditions they will use it
Specify • Identify any business requirements
User or user goals that must be met for
Requirem the product to be successful.
ent
 • This part of the process may be
Design done in stages, building from a
Solution rough concept to a complete
design
Evaluate • Evaluation - ideally through
Against usability testing with actual users -
Requirem is as integral as quality testing is to
ent good software development.
Design
Thinking
“Design thinking is a human-centered approach to innovation
that draws from the designer’s toolkit to integrate the needs of
people, the possibilities of technology, and the requirements
for business success.”
— Tim Brown, president and CEO, IDEO
• A cognitive scientist and Nobel Prize laureate Herbert A. Simon first
mentioned design thinking in his 1969 book, The Sciences of the
Artificial, and then contributed many ideas to its principles.
• Design Thinking started with a notion of creating value for humans by
keeping them at the centre of your products and services
• It can be used for designing products, services, spaces, systems and
experiences tailored to meet the human needs in a best possible way
Sources: Interaction-design.org
Spaces of Innovation
• Thinking like a designer can transform the way organizations
develop products, services, processes, and strategy. This approach,
which is known as design thinking, brings together what is desirable
from a human point of view with what is technologically feasible
and economically viable

• In order to gain an innovation, these spaces (constraints) should be

integrated and balancing:
• Feasibility: what is functionally possible within the foreseeable
future
• Viability: what is likely to become part of a sustainable business
model
• Desirability: what makes sense to people and for people
The Creative Process:
Diverge & Converge Thinking

•The convergent phase of problem solving is

what drives us toward solutions
•The objective of divergent thinking is to
multiply options to create choices.”
•“To have a good idea, you must first have
lots of ideas” (Linus Pauling)
•But we also need to be realistic. More
choices means more complexity, which can
make life difficult
 Empathy mapping can help you take
what you learn from observing human
Empathy Maps behavior and come away with
actionable insights.
• Place observations about what people
DO in the lower-left quadrant. (Use
one post-it per idea.)
• Add observations of what people SAY
in the upper-left quadrant.
• When you run out of observations on
the left side, fill in the right side by
inferring what people THINK and what
they FEEL.
• Try to draw some insights or
conclusions from what you have
written down and shared.
1. Empathize  Research Your User’s Need
2. Define  State your user’s need and problems in human centric ways Source: Interaction-design.org
3. Ideate  Challenge assumption and create ideas
4. Prototype  Start to create solutions in prototyping
5. Test  Try your solutions out
Design Thinking Framework:The 5-Stage
Design Thinking Process—d.school
Design Thinking Framework: The Early Traditional
Design Process—Herbert Simon
Design Thinking Framework: Head, Heart and Hand
—AIGA
Design Thinking Framework:
The 3-Stage Design Thinking
Process—IDEO
1. Inspiration — Connecting with people to
understand their needs
2. Ideation — Creative thinking and
diverging to generate ideas
3. Experimentation — Prototyping, making
tangible, and iterating
 Design Thinking Framework:
DeepDive™ Methodology—IDEO
• Frame a Question—Identify a driving question that inspires others to
search for creative solutions.
• Gather Inspiration—Inspire new thinking by discovering what people really
need.
• Generate Ideas—Push past obvious solutions to get to breakthrough ideas.
• Make Ideas Tangible—Build rough prototypes to learn how to make ideas
better.
• Test to Learn—Refine ideas by gathering feedback and experimenting
forward.
• Share the Story—Craft a human story to inspire others toward action.
 • To gain an empathic understanding of the
problem you are trying to solve
• It involves:
• Consulting expert  find out more about the
Empathise observed are
• Engaging and empathizing with people 
understand their experiences and motivations
• Immersing yourself in the physical environment
 gain a deeper personal understanding of the
issues involved
 • put together the information you have created
and gathered during the Empathise stage.
• seek to define the problem as a problem
statement in a human-centred manner.
X “We need to increase our food-product
Define market share among young teenage girls by
5%,”
(The V “Teenage girls need to eat nutritious food in
order to thrive, be healthy and grow.”
Problem) • This stage will help the designers in your team
gather great ideas to establish features,
functions, and any other elements that will allow
them to solve the problems or, at the very least,
allow users to resolve issues themselves with the
minimum of difficulty.
 • By having previous stages’ result  start to
"think outside the box" and create alternatives
• Ideation Technique: Brainstorm, Brainwrite,
Worst Possible Idea, and SCAMPER(Subtitude,
Combine, Adapt, Max/Min, Put to other use,
Eliminate/Elaborate, Reverse/Re-arrange), etc
Ideate • Beginning of this stage: Important to get as
many ideas or problem solutions as possible
• End of this stage: pick some other Ideation
techniques  to help you investigate and test
your ideas  find the best way to either solve a
problem or provide the elements required to
circumvent it.
 • The design team will now produce a number
of inexpensive, scaled down versions of the
product or specific features found within the
product  to investigate the problem
solutions generated in the previous stage
• By the end of this stage, the design team will
Prototype have
• a better idea of the constraints inherent to the
product
• the problems that are present
• have a clearer view of how real users would
behave, think, and feel when interacting with
the end product
Testing prototypes to choose among
alternatives
Prototypes for the
Microsoft mouse
From Moggridge,
Designing Interactions, Ch2
 • test the complete product using the best
solutions identified during the prototyping
phase
• Though Test is the final stage but in an
iterative process, the results generated
Test during the testing phase are often used
to redefine one or more problems and
inform the understanding of the users, the
conditions of use, how people think, behave,
and feel, and to empathise
LEAN UX
Background

• Created by Jeff Gothelf

• New Reality:
• The Internet has changed the distribution of software in radical ways
• No longer limited by a physical manufacturing process and are free
to work in much shorter release cycles
• Facing intense pressure from competitors who are using techniques
which able to radically reduce their cycle times.
 traditional “get it all figured out first” approaches are not workable
• Lean UX (UX = user experience) is the evolution of product design.
• Lean UX is the practice of bringing the true nature of a product to
light faster, in a collaborative, cross-functional way that reduces the
emphasis on thorough documentation while increasing the focus on
building a shared understanding of the actual product experience
being designed.
 Design Thinking

Foundation Agile Software Development

Lean Startup
 Principles

• Cross Functional Team • Shared Understanding

• Small, Dedicated, Colocated • Anti-Pattern: Rockstars, gurus, and
• Progress = outcome, no output ninjas
• Problem Focused Teams • Externalizing Your Work
• Removing Waste • Making over Analysis
• Small Batch Size • Learning over growth
• Continuous Discovery • Permission to Fail
• GOOB: the new user-centricity • Getting out of the Deliverables
Business
 Declaring Assumption

Assumpti Problem Statement

on Prioritizing assumption

Hypothesis
Declaring Assumptions
• Declaring your assumptions allows your team to create a common starting point.
• Declaring assumptions is a group exercise  gather the team, making sure that all disciplines are
represented, including any subject matter experts that could have vital knowledge about the
project.
• Need to prepare:
• Analytics reports that show how the current product is being used
• Usability reports that illustrate why customers are taking certain actions in your product
• Information about past attempts to fix this issue and their successes and failures
• Analysis from the business stakeholder as to how solving this problem will affect the
company’s performance
• Competitive analyses that show how competitors are tackling the same issues
 • Elements of Problem Statement:
• The current goals of the product or
system
• The problem the business
stakeholder wants addressed (i.e.,
Problem where the goals aren’t being met)
• An explicit request for
Statement improvement that doesn’t dictate
a specific solution
• Problem statements are filled
with assumptions
Prioritizing
Assumptio
n
 • Testing your assumptions by transforming
each assumption statement into a format
that is easier to test: a hypothesis statement.
• Format:
• We believe [this statement is true].
Hypothese • We will know we’re [right/wrong] when we see
s the following feed- back from the market:
• Subhypotheses: Breaking the Hypothesis
Down into Smaller Parts
• Completing the Hypothesis Statement
Completing the Hypothesis
Statement
• Outcome
• Generate the outcomes and be very specific regarding those outcomes
• Proto-persona
• brainstorm
• Start with assumption, do research later
• Try to differentiate the personas around needs and roles rather than by
demographic.
• Features
The Minimum Viable
Product (MVP)

• It is a core concept in
Lean UX.
• The idea is to build
the most basic
version of the
concept as possible,
test it and if there
are no valuable
results to abandon it.
 MVPs & Experiments
• Defined the Minimum Viable Product as the smallest thing you can make to
learn whether your hypothesis is valid
• Create the prototype for the MVP
• Question to choose the right tool:
• Who will be interacting with it
• What you hope to learn
• How much time you have to create it
• Non-prototype MVPs, when prototyping isn’t necessary and can even be
harmful, e.g. determine the value of a new feature or product
• Mantra: you can always go leaner
• Techniques: email, Google Ad Words, Landing Page, The button to
nowhere,etc
Feedback and Research
• Continuous and Collaborative
• It’s time to put the MVP to the test (validation process) since all of the work up
to this point has been based on assumptions
• Lean UX research is continuous: the team should build research activities into
every sprint
• Lean UX research uses collaborative discovery : an approach to research that
gets the entire team out of the building—literally and figuratively—to meet
with and learn from customers  importantly, multiplies the number of inputs
the team can use to gather customer insight.
Lean UX + Agile

Kickoff session: to get the entire team sketching and ideating

together, creating a backlog of ideas to test and learn from.
Iteration Planning Meeting: write user stories together, then
evaluate and prioritize the stories.
User Validation Schedule: to ensure a constant stream of
customer voices to validate against, plan user sessions every single
week. Use the artifacts created in the ideation sessions as the base
material for the user tests.
User story :
The smallest unit of work expressed as a benefit to the end user.
Syntax:
As a [user type]
I want to [accomplish something] So that [some benefit happens]
Sprint: A single team cycle. The goal of each sprint is to deliver
working soft- ware
3 – 12 – 1 Activity Calendar
 Design Sprint
“The sprint is a five-day process for answering critical business questions
through design, prototyping, and testing ideas with customers”
-Jake Knapp, Author of SPRINT and one of the inventors of the Design
Sprint
*Set the stage before starting the sprint
1ST Day
• Starting at the end  set a long-term goal
• List sprint questions  by using this prompts
• “ What questions do we want to answer in this sprint?
• To meet our long-term goal, what has to be true?
• imagine we travel into the future and our project failed. What might have
caused that?”
Map
• Make a map:
• List the actors (on the left)
• Write the ending (on the right)
• Words and arrows in between e.g. long-term goal and sprint questions (Flatiron Health)

• Keep it simple
• Ask for help

e.g. map (Flatiron Health)

Ask the • It’s a series of one-at-a-time interviews with people
expert from the sprint team, from around the company, and
possibly even an outsider or two with special
knowledge about one of these topics:
• Strategy
• Voice of the customer
• How things work
• Previous effort
• Update long-term goal, questions, and map as you
go
• Take how the team might notes
• Organize the notes
• Vote on how we might make notes  taking prioritize
Pick The Target
• The Decider needs to choose one
target customer and one target
event on the map
• Whatever the decider chooses
will become the focus of the rest
of the sprint
2nd Day: Remix & Improve,
Sketch
• Lightning Demos. Look at great solutions from a range of companies,
including yours
• Make a list of products or services to review for inspiring solutions
• Demo the product -
• Capture the big idea
 Sketch
• it’s about solutions, not the artistry of the drawings
• it’s the fastest and easiest way to transform abstract ideas into
concrete solutions
• Work alone together:
• each person sketches alone so he or she will have time for deep thought,
• the whole team works in parallel, so they’ll generate competing idea without
the groupthink of a group brainstorm
The 4-steps Sketch

• Important:
• Self Explanatory
• Anonymous
• Ugly is okay
• Words Matter
• A catchy title
3 rd
Day:
• Input: a stack of solutions
• Decide  stick decision, if >=2 solutions, options:
• Rumble
• All in One
• Storyboard
The Sticky Decision
1. Art museum: Put the solution sketches on the
wall with masking tape.
2. Heat map: Look at all the solutions in silence
and use dot stickers to mark interesting parts.
3. Speed critique: Quickly discuss the highlights
of each solution, and use sticky notes to
capture big ideas.
4. Straw poll: Each person chooses one solution,
and votes for it with a dot sticker.
5. Supervote: The Decider makes the final
decision
 Storyboard
• take the winning sketches and string them together into a storyboard
• Draw a grid
• Choose an opening scene
• How do customers find out your company exists? Where are they and what are
they doing just before they use your product?
• Fill out the storyboard
• Thumb of rules:
• Work with what you have
• Don’t write together
• Include just enough details
• The decider decides
• When in doubt, take risks
• Keep the story fifteen minutes or less
4
th • Adopt a “Fake it” philosophy
Day • Realistic Prototype
Prototype
Mindset
• You Can Prototype Anything
• Prototypes Are Disposable
• Build Just Enough to Learn, but
Not More
• The Prototype Must Appear Real
 Steps
• pick the right tools
• Divide and conquer
• Stitch it together
• Trial run
5 th
Day
• Interview customer
• Learn by watching them
react to the prototype