Service Design Lectures
Conceptual models:
"An abstraction outlining what people can do with a product and what concepts are needed to understand how to interact with it" (Sharp, Rogers & Preece, 2019 p. 74)
Participant observation
+Rich and in-depth insights of context, behavior, motivations, interactions +Reality of what people do rather than what they say they do = accurate! -Time consuming and difficult to arrange Important to carry out observation in participants natural environment Fly-on-the-wall method Active method
Main points for chapter 3 of Polaine
-We need to design service elements as much for the person who delivers the service as for the customer. -We need insights into people's needs, motivations, and behaviors. Qualitative research can usually provide the data for these insights better than quantitative research. -It is important to research people's activities and interactions across all the touchpoint channels as well as the segments of their journey through the service.
What is service design?
... is defined as applying design methods and principles to the design of services. ... is concerned with systematically applying design methods and principles to the design of services. ... almost as old as Interaction Design ... is a process that includes exploratory, generative, and evaluative research that spans the entire design process—from discovery to release ... contributes to service development in areas such as user orientation, contextualization, and design as a strategic instrument ... depicts through enactment and prototyping how the service can be performed, and with what qualities ... aims to create services that are useful, usable, desirable, efficient and effective. Source: Holmlid and Evanson (2008)
How can you use PACT?
A PACT analysis is useful for both analysis and design activities: understanding the current situation, seeing where possible improvements can be made or envisioning future situations. PACT analysis can be viewed as the "preliminary requirements analysis", which is used as part of the first phase in traditional software engineering process or "product vision" in Scrum or Lean.
User journey map
A customer/user journey map is a visualization of the process that a person goes through in order to accomplish a goal. It's used for understanding and addressing customer needs and pain points We are at the front-stage looking at how a specific persona interacts
Pact Analysis (BENYON CHAPTER 2)
A framework to put people first. Used to understand the design situation An essential part of our approach to designing interactive systems is that it should put people first; it should be human-centred. We use the acronym PACT (People, Activities, Contexts, Technologies) as a useful framework for thinking about a design situation.
The nature of mental models of interactive systems (Norman, 1983)
A person's 'mental model' (e.g. Norman, 1998) of a device: If something goes wrong they will not know why and will not be able to recover. How people have learned to interact with the world in life - E.g. the shower not working in a new hotel Designers must design things so that people will form correct and useful mental models of how they work and what they do
Always start with low fidelity. Why?
Because if we start with low fidelity then we won't waste resources The most important is the functionality is to work (low-fidelity) Then we can work on looks (high-fidelity)
Why is this relevant?
Because in the beginning of a design project it is important to be clear about the underlying assumptions and claims
Why do you need a baseline for measurements?
Because otherwise you can't show your results
Why do services need designing?
Because you want to create value
Participation
Becoming part of the user group allows researchers to gain unique firsthand understanding of how the user feels and behaves Client's can develop empathy and understand what it feels like to use service's touchpoints. Experience user journey + identify opportunities and pain points
Connection between personas + scenarios + user journey map:
Before you do personas: generalizing about groups/types of people After personas: journey map Personas combined with journey maps = scenarios
Analytical methods
Claims analysis Usability inspection User models
5.Additional - Backlog Refinement Meeting
Clarify the backlog items Break the big items into smaller parts Prioritization Can be done in the sprint planning meeting but people prefer to have a separate meeting
The roles in the design process are changing (Sanders)
Classical: the designer is the expert But now the designer is going from translator to facilitator - Also prepare tools that the users/clients can use when co-creating solutions
cognitive jogthrough
Cognitive walkthrough with video •The 'cognitive jogthrough' (Rowley and Rhoades, 1992) - video records (rather than conventional minutes) are made of walkthrough meetings, annotated to indicate significant items of interest, design suggestions are permitted, and low level actions are aggregated wherever possible.
Human-centred design for interactive systems
Combining scrum with user design 4 phases - Context of use - User / organizational requirements - Design & Prototype - Evaluation of design
Reason for scenarios
Communicate the problem at different touchpoints
What order of protypes would you usually do?
Concept Paper / wizard of oz Low fidelity High fidelity (Near) production
What type of design is storyboarding?
Conceptual
Difference between conceptual and physical design
Conceptual design you get exposed to in the beginning The difference between them is very light Because we are trying to make a conceptualize an interaction
Difference between concurrent and retrospective think-aloud
Concurrent think-aloud - You ask questions during interaction Retrospective - You ask after the interaction - But the person think-aloud
RATER
Shorter version of SERVQUAL 1.Measuring gaps between what organizations intend to deliver and what they actually deliver. •RATER is simplified version of SEVQUAL (Service Quality Framework, estd. 1980s) •Reliability: the organization's ability to perform the service dependably and accurately. •Assurance: employees' knowledge and ability to inspire trust and confidence. •Tangibles: appearance of physical facilities, equipment, personnel, and communication materials. •Empathy: understanding of customers and acknowledging their needs •Responsiveness: willingness to help customers, provide prompt service, and solve problems
Target group versus service user personas
Target group = the traditional way User profile are wider Service user personas: Service User Personas are research-based archetypal (modelled) representations of ◦who service users are, ◦what they are trying to accomplish, ◦what goals drive their behaviour, ◦how they think, ◦how they interact/buy, ◦and why they make service-related decisions.
How does activities and technology affect each other
Technologies shape how we do activities, and activities establish requirements for technologies - They shape each other
Where Does Persona Development Begin?
The first step is to define the customer lifecycle and understand all of the corresponding touchpoints. Each touchpoint will have a corresponding key department that must understand the personas in order to provide an optimal customer experience. For us we are looking at user lifecycle, not customer lifecycle
A way to look at the arrows
The service blueprint More detailed than the service ecology About combining the back-end and the front-end step by step A good way to break down the silos (from chapter 2 about product vs service) Don't do it too detailed then you will loose the overview
4.Sprint retrospective meeting
The team want to expect and adapt their own process What went well What could be improved
Ergonomics
The term 'ergonomics' was coined in 1948 to describe the study of the relationships between people and their environment.
Putting insights into practice
The value of gaining real insights from all stakeholders—customers, staff, and management—is only half of the story. Translating these insights into a clear service proposition, and experience prototyping the key touchpoints, are essential.
How to generate how might we questions
Then form this you have different ways - Amp up the good - Remove the bad - Explore the opposite - Question an assumption - Go after adjectives - ID unexpected resources - Create an analogy from need or context - Play POV against the challenge - Change a status quo - Break POV into pieces
What happens when the persona reaches it goal?
Then the scenario is over
Personas & scenarios
These 2 will go hand in hand If we don't have both then we have a gap in the method
Show if some people really love it and some really hate it. Why is it happening?
They have different expectations - One components of motivation theory Different ways of doing thing (learning preferences/learning style)
How do you prioritize where to optimize the customer journey?
Think about ROI when you think about feasibility in impact matrix You need to get money (revenue) in an efficient way and have high customer satisfaction E.g. if you have 2 things with the best ROI then test it
What should you measure?
Think about what you ideated and wanted to test Then measure if you tested it
Impact matrix
To answer: What is the impact? What doe we focus on? How feasible is it? You narrow it down and look at it from a customer perspective - Growth (revenue effect) - Costs - Investment needed - How satisfied are the customers you talk to
Aim of this lecture
To get a sense of how to apply various tools and dimensions in the digital customer journey
Service ecology map has three main purposes:
To map service actors and stakeholders To investigate relationships that are part of or affect the service To generate new service concepts by reorganising how actors work together
Rich picture
To understand the service ecology Very useful, strongly recommended to use You do this after you collected insight - Service safari - Observations - Interviews - Problem tree analysis with people You can also do it just after 1-2 interviews, but the depth will vary
Why do proto personas?
Too expensive to do interviews So they will make proto-personas and then validate after Proto-personas give an organization a starting point from which to begin evaluating their products and to create some early design hypotheses. Once proto-personas are created and agreed upon, it is imperative that researchers then take them into the field to begin validating their accuracy.
What are the different things you can do with service design (Meroni & Sangiorgi)
Training (e.g. upscaling skills) Technology acquisition Knowledge acquisition Imitation & Diffusion (remove diffusion) - What is diffusion: increase or decrease in adaptation of something - Also adaption of innovation - When you change something: people who has a frame of reference will complain - Typically old employees/students
The most important when gathering insihgts
Understand the why
(2) Empirical method: Kano's two-factor theory for service feature measurement
Used for prioritizing people's expectation How to do Ask 2 question (with likert scale) "How much do you love me" Functional questions "How much do you hate me" Dysfunctional questions If people answer the same for functional and dysfunctional question then there's a validity question (questionable) - Remove those
Proof-of-concept prototype
Used to see if the concept should be continued with Go or no go decision
Seven product dimensions
User Interface Action Data Control Environment Quality attribute
Involving children
User (lowest) Tester Informant Design partner (highest)
Ways to present scenarios
User journey mapping Show across different touchpoints what are the different interactions What are the pain points Which personas interact
Where would you place yourself in the landscape of designers? (Sanders)
User-centered (user as a subject and led by research)
Co-discovery
Users explore new technology in pairs •Co-discovery is a naturalistic, informal technique that is particularly good for capturing first impressions. It is best used in the later stages of design. •Watching individual people interacting with the technology, and possibly 'thinking aloud' as they do so, can be varied by having participants explore new technology in pairs. •Depending on the data to be collected, the evaluator can take an active part in the session by asking questions or suggesting activities, or simply monitor the interaction either live or using a video-recording.
What does users mean here?
Users, in this case, refer to all actors involved in each of the touchpoints to be improved. Users mean: refer to all actors involved in each of the touchpoints to be improved You have to look at all the personas, not just 1, because changing for 1 persona will also change for the other personas Think about this when making user stories for 1 persona
Story-splitting cheat sheet
Uses the invest model idependent, negotiable, valuable, estimable, small, testable Patterns for splitting stories - Workflow steps - Business rule variations - Major effort - Simple/complex -Variations in data
Synthesizing and presenting insight
You show your results to the client It is a way to validate the truth Validating and verifying is not the same Client workshop: Present visual insights to 6-12 people May include mix of client and customers - particularly for testing concepts/designs and prototypes
Ideation method 4: Cover story
You think about a cover story for a huge achievement for the company Dream big basically Point of departure from how might we questions - You have addressed the how might we so good that you are becoming news - And are on the cover
Competitor analysis for indirect competitors
You want to demonstrate what they're doing right with respect to your value proposition. The negative aspects are less consequential because they are not direct competitors. Look for clues in these areas: -Revenue stream for monetization -Mental model for the navigation system or transaction flow -Features that simplify visual treatments and animations -Improved messaging and content strategy
So where do you start?
It depends
What's in the product backlog?
It has user stories "as a user I want to be able to X" Estimation - How many hours each user story will take - Negotiated in the teams - Story-points Priority Done by the product owner
What is a proto-persona?
It is a persona based on assumptions not real data
Blueprint
Connects frontend and backend A service blueprint is a map of: The user journey —phase by phase, step by step The touchpoints —channel by channel, touchpoint by touchpoint The backstage processes — stakeholder by stakeholder, action by action Touchpoint channels: describes how the broad activities are carried out. Too much detail in aservice blueprint can reduce its ability to provide a useful overview. No standard or typicalblueprints. Each project or element of a project may requiredifferent phases. A blueprint helps to break down barriers between business units, and it reveals opportunities for joining up processes to create more seamless experiences. = Look at the corp. as a whole!
Empirical method
Controlled experiments Think aloud experiments Field study
PARTICIPANT-BASED EVALUATION
Cooperative evaluation Co-discovery Constructive Interaction Think-aloud test Participatory heuristic evaluation Controlled experiments
Why do we prototypes?
Good for understanding the problem and for finding solutions "Prototypes are a useful aid when discussing ideas with stakeholders; they are a communication device among team members, and are an effective way for designers to explore design ideas" (p. 390-391) Purposes, for instance, •"to test out the technical feasibility of an idea, •to clarify some vague requirements •to do some user testing and evaluation •To check that a certain design direction is compatible with the rest of the product development."
What questions should you ask to make personas?
Define the Purpose/Vision for the Service - What is the purpose of the service/service channel/touchpoint? - What are the goals of the service/service channel/touchpoint? Describe the User - Personal - Professional - Technical User motivation
Phase 2: Establishing user and organizational requirements
Deliverables of this phase oProto-Personas & Personas oUser wish list oUser stories oUser journeys oScenarios oUX requirements oUse case descriptions oUse case diagrams
Methods
Depth interviews Participant observation / shadowing
Types of scenarioa
Role-based Goal-based
Co-creation
Same as co-production
Think-aloud test
Same as constructive interaction but just with 1 person
Storyboard
Scenarios of the new situation
Scenes?
Scenes If you are working on physical space Make objects and show interaction
Service design prototypes
Scenes Storyboard Experience prototyping Sketching
What is important about HMW?
Scope Not too broad (need boundaries) not too narrow (need different solutions)
What is scrum
Scrum is an Agile framework (NOT a methodology).
Service design is a discipline fundamentally driven by networks
Service Design is discipline fundamentally drivenby networks. Since 1970, the developed world has shifted from industrial societies to networked societies. At the same time, network technology has developed at accelerating speed. These two social and technological trends are not necessarily driven by the same causes, but they have powered to form radically new platforms of service delivery. The maturation of these platforms has served as the foundation for the emergence of service design as a coherent design discipline over the past 10 to 15 years. Whether we need a way to approach "multichannel experiences", "Web 2.0" or some other current trend, SD offers tools and models that enable us to design for complexity.
Difference between UX and service design according to Polaine
Service Design is more just UX Design. The number of stakeholders we are designing for is usually larger, the number and range of touchpoints broader, and all of these interact over time.
Pre-requisites for user journey map
Service blueprint Personas
Pre-requisite for service proposition
Service blueprint of an existing service or Idea of what people need and what are some of the touchpoints
Service design depicts through enactment and prototyping
Service design depicts through enactment and prototyping Prototyping is done early in the design process Verifying your assumptions about how the users will react in the system We bring people into as real as possible situation and let them re-enact the service
2 types of prototypes
Service design prototypes (temporal elements) Interactive prototypes - Went through types of interactive prototypes (in LE9)
Why map service ecologies?
Services are complex we need to visualize it to get an overview We can do this with a service ecology map Looking at services as ecologies emphasize the point that all of the actors in a service exchange some sort of value.
What is the goal in a sprint?
develop a "potentially shippable product increment"
2.Daily Scrum
during the sprint the teams meet every day (15 minutes) => help each other Update each other
•There is a connection between purpose and position in process:
early on, prototypes are used more to explore and evaluate, and later on to communicate ideas to an audience.
vertical prototypes
explore more deeply, selected elements of prototypes, or specific functionality.
Fidelity
how similar it is to the actual product and the prototype
A number of challenges with prototyping services as opposed to products were identified
inconsistency, authenticity, validity, intangibility and time. Blomkvist and Holmlid (2010)
two ways to use insights
innovation work improvement work
IHIP
intangibility, heterogeneity, inseparability, perishability
The key activity of SD
is aligning what people want to do with the touchpoints they experience frontstage with the backstage business processes that support the activities.
Probes and tools
people can describe or envisage their world, thoughts, feelings, and relationships better through images, diagrams, sketches, and activities. ●Events Timelines and Journey Maps ●Diaries ●Venn Diagrams ●Brand Sheets ●Probe Cameras ●Photograph Lists ●Visual Interpretations Item Labels
Co-produce
people help create (not sure I get this) Services are best when you co-produce
What is important to remember about rich pictures
prevent the rich picture from becoming overloaded with detail.
Difference between issue tree and problem tree
problem tree analysis is similar But not as detailed Problem tree parts - Cause and effect - Relationship - Identify one central problem focus Issue trees are part of flow diagrams
Structure
refers to aspects of the work context that are slow to change. These might be things such as the organizational hierarchy of a firm, geographic localities, physical equipment, and so on. Most important, it includes all the people who will use or could conceivably be affected by the introduction of the new system. In Figure 1 the structure described is a brew- ery, owning a pub, having a landlord and customers, and situated in a community.
process
refers to the transformations that occur in the process of the work. These transformations might be part of a flow of goods, documents, or data. In Figure 1 the processes depicted are transformations of
3.Sprint review meeting
review and adapt the product The team shows the potential shipable product increment and get feedback from stakeholders
Why is insights important for user journey map?
the journey maps' effectiveness within the organization was seriously undermined when the journey maps were simplified to leave out the insights area Insights are crucial for transforming journey maps from a visualization of a narrative into an action plan for implementing change and optimizing experiences. - With no opportunities identified, the journey map is not actionable
Anthropometrics
the measurement of man/people
How do you pick what prototype to do?
the purpose justifies the method, just as the required fidelity, the target audience, and position in process dictates what technique or tool should be used.
Goal of acceptance criteria
to clarify what the team should build before they start work to ensure everyone has a common understanding of the problem/need of the customer to help team members know when the story is complete to help verify the story via automated tests
horizontal prototypes
to investigate how a new element relates to the larger context, or explore the context of use
A good user story uses
uses the "INVEST" model: Independent—Reduced dependencies = easier to plan Negotiable—Details added via collaboration Valuable—Provides value to the customer Estimable—Too big or too vague = not estimable Small—Can be done in less than a week by the team Testable—Good acceptance criteria (Reference: Bill Wake, 2003)
Core concern
value-driven design
Co-design
we engage people in the beginning and the end (testing) customers or users take part in the design process before or after the launch of a product or service.
Service safari
you get the client to test other services
what does fidelity mean?
´" Fidelity is the level of refinement or degree of detail displayed by a prototype." ´This "level" is a way to assess how closely the prototype resembles a finished product, (artefact or service) and how much of the information or interactivity it portrays.
PROTOTYPING: PURPOSE
´Exploring - ideas might only be hunches or intuitions to be tried out. ´Evaluating - rapid prototyping projects: to generate feedback, inspire, and reveal new information. Elaborate design ideas, test assumptions about what to achieve. Can be process prototype on activity development to generating ideas and knowledge. Can be product prototyping focusing result of prototyping activities. ´Communicating - purpose presentation and persuation, to receive input about improvement. E.g. Native (digital) prototyping.
What to think about with the author of the prototype
´Three aspects of this potentially important perspective 1.what associations the evaluators of prototypes have in relation to the author of the prototype ´"If the designer is associated with the company for which the prototype is constructed, users or other stakeholders that evaluate it might adjust their feedback depending on power relations, ill-will/good-will, personal gains, fears, and so on. "
Validation
´Validation - the process of getting the right design
Verification
´Verification - the process of getting the design right
high fidelity
´high-fidelity - to communicate that the element is already finished and decided, and thus not open for discussion.
Low fidelity
´low-fidelity - usually open for discussion.
Popular tools and techniques in interface design are
´sketches, ´mock-ups, ´paper prototypes, ´video prototypes, ´wizard of Oz and ´scenarios.
INVEST in User Stories
• Independent: Stories are easiest to work with if they are independent • Negotiable: A good story is negotiable. It is not an explicit contract for features • Valuable: A story needs to be valuable to the customer • Estimable: A good story can be estimated • Small or Sized appropriately: Good stories tend to be small: at most a few person-weeks • Testable: "I understand what I want well enough that I could write a test for it"
User/Persona Journey through the blueprint (Polaine)
•Service designers need to align insights from backstage staff with customer needs. Define where the experience breaks down or great opportunities exist in the customer journey, where channels and technologies play well together to produce value, and when they run counter to each other. Taking journeys through the blueprint is a way to iron out many of these issues (Figure 6.7).
Service prototype
•Service prototype "involves role playing and people as an integral part of the prototype as well as the product itself. [...] are sometimes captured as video scenarios" (p. 391)
Examples of low-fidelity prototypes
•Storyboarding from Scenarios •Sketching •Wireframing •Card-based prototyping •-Index cards •-Card sorting Wizard of Oz
The expectation gap
•The Expectation Gap •It requires a systematic approach to measuring customer satisfaction over time. •Routinely ask customers: how satisfied they are with each interaction with the company. •Aggregates data across channels and over time, and feeds it back to managers and staff. Establish routines for reflecting and acting on the results. You can use SERVQUAL and RATER to find the expectation gap
Cognitive walkthrough
•The cognitive walkthrough entails a usability analyst stepping through the cognitive tasks that must be carried out in interacting with technology. Play the role of one of the users So we need to understand the users Set scenarios for getting some tasks done
Benefit of journey mapping
creating a common vision was cited as a benefit of journey mapping.
Constructive Interaction
•The constructive interaction is a method based on the observation of a user during his service experience. The user is asked to think out loud while performing a given set of tasks, so that the evaluators could listen to and record his thoughts.If this kind of evaluation takes place with two users interacting with the system simultaneously, the inspectors could obtain a more natural way of thinking aloud and more effective results.
What is servicescapes?
•The physical surroundings of a service have been called servicescapes, in which cognition, behaviour, and experiences are influenced (at least) by the following dimensions (Bitner, 1992); •ambient conditions •spatial layout and functionality •signs, symbols, and artefacts •service typology and environmental dimensions
Participatory heuristic evaluation
•The procedure for the use of participatory heuristic evaluation is just as for the expert version, but the participants are involved as 'work-domain experts' alongside usability experts and must be briefed about what is required.
Use workshops
●quickly produce large numbers of insights and ideas ●Co-designed ●pairs of friends are more comfortable with the dynamic and more truthful in their answers ●probe-like tasks in workshops warm up participants and start generating useful discussion
Purpose of personas
◦Represent a major user group for your product/service/website, i.e. touchpoint(s) in a specific channel ◦Express and focus on the major needs and expectations of the most important user groups ◦Give a clear picture of the user's expectations and how they're likely to use the site ◦Aid in uncovering universal features and functionality ◦Describe real people with backgrounds, goals, and values
What is a prototype
"A prototype is one manifestation of a design that allows stakeholders to interact with it and to explore its suitability; it is limited in that a prototype will usually emphasize one set of product [or service] characteristics and de-emphasize others." (p. 390)
Empathy map
" An Empathy Map allows us to sum up our learning from engagements with people in the field of design research. The map provides four major areas in which to focus our attention on, thus providing an overview of a person's experience. Empathy maps are also great as a background for the construction of the personas that you would often want to create later." Bunch of questions: 1. Goal - Who are we empathizing with? - What do they need to do? What do they see? What do they say? What do they do? What do they hear? What do they think and feel? - Pains & gains
Why conceptualize a design space?
"Once formulated and agreed upon, a conceptual model can then become a shared blueprint leading to a testable proof of concept" A way to create orientation Way to be open-minded It's a way to create common ground
What are personas?
"Personas are not real people, but they represent them throughout the design process. They are hypothetical archetypes of actual users. Although they are imaginary, they are defined with significant rigor and precision. Actually, we don't so much "make up" our personas as discover them as a byproduct of the investigation process. We do, however, make up their names and personal details." (Cooper, 2004, p. 85) Characterize the main customers Not real people Represent a group of people (group them together) Understanding users, needs & values
Using genre to explore expectations
"Understanding the role that people's expectations play in approaching a service" ... "When we can identify clear genres and the components that differentiate between genres and sub-genres, it provides a base-line and a model of expectations and efficiency in service design." Holmlid and Evanson (2008) A related concept in interaction design is mental model. Example: you go to a new hotel and you can't figure out how to take a shower But a child can figure it out Why does this happen? About mental model
Competitor analysis for direct competitors
- Why is there value proposition relevant to you? - Screenshot of the websites/features Whatever is your organization's problems - Focus on touchpoints where you have identified problems in your own organization - Also discuss competitors' weaknesses - Write down notes on what you would pick up from your competitors In the findings brief on direct competitors, you should highlight at least two or three of the top direct competitors and why their value propositions are relevant to yours. Be sure to include screenshots of the home pages or features that you want to point out, especially if they offer a visually appealing design, a solid UX, or insight into the viability of the business model. Point out the features or layouts that you belive should be replicated. Also discuss completitors' weaknesses. What features should be avoided? What competiors did something particularly badly?
Services are co-produced by people
-Creates value when you use them (network effects) -Services are co-produced between providers and users -Use customers to make the service more effective -Organizations need to think about customers as valuable for the delivery of the services
Improvement work
-If there's customers and competitors we assume people understand the service and that it is valuable -Aim: find points of failure in the service (fail points) and ways to enhance the experience -Customer facing staff is good, especially for finding issues
•Three things to keep in mind when deciding metrics:
-Just because something can be measured, it doesn't mean it should be. - Always refer back to the overall purpose and context of use of the service/product/technology. - Consider the usefulness of the data you are likely to obtain against the resources it will take to test against the metrics.
Process for scrum
1. Backlog refinement: refine the user stories 2. Sprint planning meeting: figure out what to do in the sprint 3. Daily scrum meeting: throughout the sprint 4. Sprint review meeting: review the shippable product increment + get feedback from stakeholders - feedback on the product 5. Sprint retrospective meeting: feedback on the process
Competitor Analysis: Steps
1. Identify similar services. 2. Which exciting and must-be features do existing services provide? 3. Are there some exciting and must-be features that have not been considered yet from competitors? 4. Verify the assumed exciting and must-be features with the clients, design/development team and the end-users
Phase 4: Evaluation
2 ways mentioned before 1. Evaluating the software (IS) 2. Evaluating the service (broader) Approaches - Expert valuation - Participant-based evaluation Benyon chapter 10
Modeling, prototyping and enacting methods
2.1 Modeling stakeholders 2.2. Modeling activities—the role of scenarios 2.3 Prototyping 2.4 Enacting ... are closely related to activities in service development: documenting the environment or servicescape [1], blueprinting [19], and defining touchpoints [21].
Scrum development team
1.(no hierarchy, ideally 5-9 people) •Cross-functional Group •Attempts to build a "potentially shippable product increment" every sprint •Collaborates •Self-Organizing
Modeling stakeholders
1.Abstract level mapping or diagram: stakeholders' influence and relationships with partners, users, and others in relation to service. 2.Personas and Scenarios: Based on abstract mapping/diagram and real word observations/interviews
acceptance criteria
1.Answer the question: How will know when we are done? 2.High-level criteria from the perspective of the user or Stakeholder 3.There are Positive and Negative criteria 4.Collaborate with testers to create good Acceptance Criteria
Core service values
1.Care: car, air-conditioning, computer 2.Access: School for children, cinema environment for entertainment 3.Response: Ambulance
•Two broad design types:
1.Conceptual — "what the product will do and how it will behave" (p. 389) 2.Physical — "details of the design such as screen and menu structures, icons, and graphics" (p. 389)
Methods for prioritization
1.Dot Voting 2.Value Proposition Canvas: Ideas should offer values Pre-requisites: i.User Profiles ii.Pain Points iii.Job the user wants to get done
Lifecycle of interaction design
1.Establishing Requirements for the user experience design 2.Designing alternatives that meet those requirements. Two sub-activities: conceptual design and physical design. 3.Prototyping the alternative designs so that they can be communicated and assessed. Can be (either or mix of) Low-fidelity and high-fidelity prototypes. 4.Evaluating what is being built throughout the process and the user experience it offers. Preece From ISO you get these
Ideation methods
1.How Might We? 2.Cheatstorm 3.Crowdstorm 4.SCAMPER: Substitute, Combine, Adapt, Modify, Put to another use, Eliminate, Reverse/Rearrange 5.Cover Story 6.Role Playing 7.Prototyping - As an Ideation Method Sketching
SERVQUAL
1.Measuring gaps between what organizations intend to deliver and what they actually deliver.
New Tech Landscape - The Network
1.Modern service delivery is entirely dependent on digital platforms 2.Such platforms are often enterprise-scale systems 3. Implementation/Integration of such systems is complex, and often affects service quality
In-depth interviews
1.Open in structure 2.Insights - perceptions, behaviors, and needs 3.Uncovering - values, opinions, explicit and latent information, interactions, and idea inspiration. 4.Guided by theme - verify meaning 5.Where?: In-situ - context of use or work 6.How long?: 45 min to 2-3 hours! Including guided tour & observation.
Artefacts
1.Product backlog 2.Sprint backlog Product Increment, (potentially shippable product increment)
List of methods
1.Proto-persona, 2.Personas, Interview Questionnaire for making personas, Questionnaire testing. 3.Scenarios 4.Empathy Map, 5.User Journey Mapping, 6.Service Proposition, 7.Competitor Analysis and 8."Stories", "Point-of-view statements", and How Might We? 9.User Wishlist, 10.User Stories.
Preparing for interviews
1.Recruit - use your own social network (recommended due to time factor) 2.Research: Quick exploration of the topic but not in depth to have a curious mind. 3.Plant the topics 4.Design the tools (probes and tools): For example. Empathy Map canvas 5.Prepare the practicalities 1.Taking pictures 2.Low-key materials 3.Dress appropriately - "dressing down" 4.Release/consent forms Thank people
Many services are invisible until they are disrupted (e.g. water)
1.Service designers often need to bring out the hidden mechanics to make a case a.Show staff what customers do inside the service b.Show customers how the service works c.Show resource usage
Meetings in scrum
1.Sprint Planning meeting 2.Daily Scrum 3.Sprint review meeting 4.Sprint retrospective meeting 5.Additional - Backlog Refinement Meeting
How to make a user journey map?
1.Taking a user journey through the blueprint 2.Write journey summary 3.Identify the pain points with the insights Use dot voting or alike method to select some pain points for ideation.
´A number of challenges for prototyping services as opposed to products are associated with:
1.inconsistency in service delivery, 2.authenticity of behaviours and contexts, 3.validity of the evaluation environment, 4.intangibility of services as design material and 5.the influence of time on the service experience
´Principles for successful in client interactions and prototyping
1.more emphasis is put on what people do than what they say, 2.a prototype is always brought to client meetings, and 3.prototyping is done with, not for, clients.
Activities
10 important characteristics of activities that designers need to consider. First and foremost, the overall purpose of the activity. Temporal aspects, e.g. how regular or infrequent activities are. Cooperation Complexity Safety-critical The nature of the content.
Requirement
A requirement is a statement about an inteded product [/service] that specifies what it is expected to do or how it will perform. Requirements come in different forms and at different levels of abstractions.
Context
Activities in contexts can be analyzed by three types of contexts. Physical environment Social context Organizational context
Acceptance criteria
Acceptance Criteria or 'conditions of satisfaction', provide a detailed scope of a user's requirements. They help the team to understand the value of the story and set expectations as to when a team should consider something done.
What is it that connects the tasks and the user?
Acceptance criteria User stories allow teams to have one hand on the needs, wants and values of their customers, and another, on the activities they need to accomplish to provide that value. The link pairing these two things together, is acceptance criteria.
Customer journey
After the issue tree you do the customer journey 3 steps: Become Be Exit Often it is the "be" that is important because you want to keep customers that are already there
Interface metaphors (central part of a conceptual model)
Central component in a conceptual model regarding interface design and user experience Provides familiar entities that sustain the conceptual model - example: online store. - Should be intuitive to use. Because of our experience with shopping in a real store Metaphors are used to explain the unfamiliar and complex - such as certain computational actions (drag & drop)
Which should you start with?
Always start with low fidelity
How can you use the service ecology map in a service design project?
An exercise, mapping a service ecology can be very effective in a client workshop as a means to broaden the project space. It helps people to think beyond their own business or organizational concerns and see how what they are doing fits into the wider context of people's lives and society.
Different use of blueprints
Analyse your organization to find weak spots in your service As a prototype - for service innovation - see all you need for it to work
How to do how might we
Are we ready to do this? We need some input beforehand User journey map => pain points + connected comments (quotes) Take the pain points and from that we develop point of view statements Point of view statements are the insights from the user journey We make a how might we from each POV statement Then merge the how might wes and make it into a design question / problem formulation From 1 point of view statement you can make many different how might we
User stories
As a < type of user >, I want to < do something > so that < I can achieve some business goal >
User stories
As a <type of user> I want <some feature> so that <some reason>
Why bother with requirements?
Avoiding misconceptions People have different expectations (each picture below is a different expectation)
How to make proto-personas
Brainstorming about the personas We create them in a workshop This will allow us to make hypotheses But we need to update them once we collect data
Agile means
Business people, technical people and customers working together constantly
Scenario
Can be text, videos or pictures You want to exclude something Like cultural expressions Facial expressions
How to make proto personas?
Can make it in a workshop
What is the best evidence of success?
Cash
Ideation method 7: Prototyping
Creating physical objects E.g. Mock-ups Flip-throughs "Prototyping itself can be an ideation technique. When you create a physical object you need to make decisions and this encourages the generation of new ideas. You build to think."
The value of a service
Is closely linked to the quality of relationships between providers and customers, as well as the networks of relationships between people inside and outside the service organization.
Principles of human-centred design
Design is based on understanding the users Users are involved throughout design and involvement The design is driven and refined by user-centred evaluation User-centred iteration Det design addresses the whole user experience The design team includes multidiciplinary skills and perspectives This is what we are doing in this class
at what part of the design process do you use problem tree analysis?
Design thinking: Empathize (usually) or define stage Double-diamond: discover phase
Where we are in the design process
Design thinking: define / empathize Double diamond: use / empathize - Think more it is discover / define
When it come to "people" what should designers remember?
Designers have their own mental model So we need to give people something to interact with to see if we did it correctly Is it intuitive for them to interact with the product?
Prioritizing user stories
Develop only the bare minimum of user stories The ones you can try out and test
Human-centered methods
Documenting Customer Journey Using genre to explore expectations
4 levels of creativity (Sanders)
Doing Adapting Making Creating
Experience prototype
E.g. the excel sheet
The triple bottom line
Economic Environmental Social
User workshop
Encourage pairs of friends to attend, as they are likely to be more comfortable with this dynamic and more truthful in their answers. May include: 1.Problem-tree analysis or other flow diagramming method 2.Sketching 3.Customer feedback & scenario explanation
Epic form?
Epic form => you need it break it down into separate functionalities you need to make
Product backlog
Everything we might ever do Customer-centric features prioritized by the product owner If it is not there it doesn't exist Product owner prioritizes them Scrum master makes them visible
Less obvious touchpoints (the arrows)
Interactions between previous experiences or beliefs Service cracks --> experience crevasses
EXPERT EVALUATION
Expert Heuristic Evaluation Cognitive walkthrough (cognitive jogthrough)
Expert Heuristic Evaluation
Expert check whether the interaciton desgin measures up again some principles (heuristics) e.g. consistency Examples SUS SUMI How to do it - Briefing - evaluation (2 rounds) - debriefing
Fig. Product creation process (PCP) and evaluation methods
Exploratory (before design or after release), Expert: Users: diary study, software logging, obrservational study Predictive (after design and before implementation) Expert: action analysis Users: Formative (during design and implementation) and Expert: Guideline checking, heuristic evaluation, cognitive walkthrough Users: thinking aloud Summative (after implementation) Evaluation Expert: Guideline scoring Users: Formal experiment, questionnaires, A/B testing
Service design is a process that includes exploratory, generative and evaluative research
Exploratory: you try (every domain is not your domain) Generative: we generate perspectives and then we get feedback Evaluative: you evaluate what people said to us, then you communicate back to them - How you understand something is based on their background
Good user journey maps need to be
Focused. Articulate and document your business goal before beginning the mapping process. Focus on a well-defined scenario and actor in order to set constraints for the journey map. Socialized. Pulling stakeholders into the actual mapping activities will go a long way in generating buy-in early in the process, and it will ensure that multiple perspectives are used as resources for knowledge. After the journey map is created, don't stop. Share the journey map with others, using those previously involved stakeholders to help sell the narrative and build additional consensus on the vision. Truthful. Base your journey map on data. The narrative of a journey map does not necessarily map one-to-one to data points, but you should be ready to explain where the data came from and how the story was created. Focused, socialized, truthful journey maps lead to action that can produce results.
what part of the design process do you use rich pictures?
For design thinking process: empathize and define stage
Types of requirement (for digital channels)
Functional Non-functional Domain
User Wishlist: Functional and Non-Functional Requirements
Functional: describes functionality - e.g. search function Non-functional - product requirement: e..g the system has to be available for customers 24/7 - organizational requirement: employees have to authenticate themselve - external requirement: following privacy provisions from regulations
Service design process
Gain insights PUTTING INSIGHTS TO PRACTICE PROTOTYPING & TESTING
How to go about acceptance criteria
Given-When-Then is a useful format for expressing testable acceptance criteria
How to get knowledge about the people
Interview Empathy canvas Persona (goal based / role based)
How might we
How might we: framing the question to inspire the ideation We start with a Point of view (POV) or problem statement They come from the insights of the journey map
How to make a value proposition canvas
How to do it - Define your user profile one at the time - You need to make for all the profiles (personas) - Make you offer - Check the fit •You've probably identified the pains, gains, and user/employee/customer job in the organization from your user journey map, empathy map, interview, observation etc. Create the User/Customer Profile (see Persona) 1.List the functional, emotional, and social jobs your users/customers/employees need to have done. 2.Pains: Identify blockages and problems your users/customers/employees may face trying to get the jobs done 3.Gains: Describe positive outcomes the users/customers/employees expects when the job is getting done. Create the Value Map 1.Ideas of Products and Services: Name products and services/features your value proposition offers to get the jobs done 2.Pain Relievers: Describe how your produces and services can minimize or reduce the mentioned pains 3.Gain Creators: Outline in which way your products and services create the gains.
Outward facing performance value
How well the service is performing for customers E.g. customer satisfaction E.g. how often does a hip operation result in a 100% recovery?
Inward facing performance value
How well the service is performing for the company E..g how cost effectively us ut delivering hip operations?
Two high-level categories of methods in this course (Holmlid and Evanson (2008))
Human-centered methods - From ethnography, anthropology etc - Draws on the traditions of architecture and interaction design Modeling, prototyping and enacting methods - Draws on the broader arts (such as Drama) as well as communication, industrial and interaction design
Interaction design prototypes
I think Low-Fidelity •Storyboarding from Scenarios •Sketching •Wireframing •Card-based prototyping •Index cards •Card sorting •Wizard of Oz High-Fidelity Prototyping •Tinkering (in robotics) or Opportunistic System Development (software dev.) - modifying and integrating existing components - hardware and software. •Digital Interactive •Video •PowerPoint •Coded prototyping •App or software -based
How to do a problem tree analysis
Identify the problem ask the participants that what other problems and adverse circumstances are directly caused by the core problem. - Put these above the core problem Third, ask the participants that what further negative conditions are caused by the factors identified in the second stage - stick them on the wall or upon the ground above their 'causes'. Try to continue to trace out these problem tree 'branches' as far as you think it is meaningful. 'what factors or adverse conditions directly cause or contribute to the existence of the core problem'. - Put the causes under the tree ask the participants what factors cause the problems that were identified in the fourth step. - put these under the first causes Record each of the causes and place them below the problems identified in the fourth step. Pursue these causal 'roots' as far as desired. ask the participants to go through the entire scheme and ask them to arrange all the individual elements to reflect the major causal links in the best way possible The 'causes' are compared to the roots of a tree, the 'effects' are compared to the branches of the tree and the problem to the trunk of the tree. While analysing the cause of the problem step by step, use the helper question 'Why?' Similarly, while ascertaining the effects of the problem, use the helper question 'What?'
Two other type of interviews
Interviewing consumers in pair - People need to know each other well - Best way to get data through interviews Business-to-business depth interviews - One-to-one (ideal dure to busy schedule) - Conduct interviews in context (where they work or encounter the service)
Ideation method 5: Role playing
Rationale for using role playing is - Enhancement of communication within the design process Just 1 example
What happens if you only work with high or low fidelity prototypes?
If you only work with high/low fidelity you will have some issues E.g. For low fidelity: hard to test navigation You have to go into a higher level (e.g. Click-through prototyping)
Depth interviews
Interviewing consumers in pairs: couples or pair of friends can provide more reliable feedback than one-to-one interviews B2B Depth Interviews: one-to-one situations work better in the B2B case⇒ important trying to find optimal conditions (i.e. neutral environment, home, workplace)
how to make scenarios
Interviews Observations E.g. following people around Interaction with them
Issue tree
Is a visual diagram that you can use to break down a larger problem or question
Associate with agile, they value:
Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan
Agile manifesto
Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan
Where to focus?
Insights might help you figure out which toucpoints to focus at
Design for services and service characteristics (Meroni & Sangiorgi)
Intangibility (services cannot be seen) => Make the intangible tangible (e.g. designing touchpoints) Inseparability (you need customers to do a service) => Co-design approaches Heterogeneity (service quality vary) => design for customisation Perishability (you cannot store services) => replication strategies
People
Interaction designers begin with the differences among the users and their interactions. Physical Differences - height and weight + senses - Ergonomics - study of relationship between people and their environment --Environment: This is connected to ergonomic design: how we feel in the environment, this affect our senses - Anthropometrics - measurement of man - average persons limits Psychological differences - e.g. language - personality (OCEAN) - attention & memory Mental models Social differences - Novice and expert users of a technology will typically have very different levels of knowledge and hence requirements for design feature - Designing for homogeneous groups of people - groups who are broadly similar and want to do much the same things - is quite different from designing for heterogeneous groups. Attitudinal differences - goals, ideology, value
connection between interaction type and conceptual model
Interaction types => used to develop the conceptual model
Ideation method 1: Cheatstorm
It is about using all the ideas - Not about coming up with new ideas but leveraging already existing ideas Pre-requisite: Competitor analysis (SD5) - Look at what others are doing - E.g. What competitors are doing when they face similar issues
Why is conceptualization important?
It is because when you go out in your first encounter (even in interviews) you will even get these elements Example: if some people come from an old Nokia environment and others with a smartphone And you want them to test/interact with an interface Because of their mental model Conceptualization is about modelling this mental model
What is the point of user stories?
Keep the user in mind through the development process (always delivering value) Continuous feedback
3 levels of insights
LOW What they say simple interview of 4-5 sample participants MEDIUM What we saw deeper and more crafted insights based, around 10 participants. HIGH what it means highly detailed analysis, depth interviews + other insights techniques
Technology
Last, analyzing technology requirements as part of PACT analysis Input (i.e. data and instructions) Output (i.e. mainly vision, hearing and touch) Communication Connectivity Content (i.e. data and its forms)
Advantages and disadvantages of low- and high-fidelity prototypes
Low fi Pros: cheap, good for proof of concept Cons: limited usefulness for usability High fi Pros: complete functionality Cons: take a lot of time and resources
Ideation method 2: Crowdstorm
Make the crowd share their thoughts on the generated ideas Methods: social media, customer surveys, focus groups and co-design workshops Divergent phase => we want as many solutions as possible •This process may not provide an ultimate winner but it will reveal valuable insights that can assist in the daunting decision relating to which ideas to proceed with."
What does ideate cover?
Making ideas visible There are many methods Will not lead to the perfect design but can be used to communicate with clients, customers and colleagues Through communication we will find the optimal design
Difference between market research and insights
Market research = quant 10% does this Insights asks why With fewer people
Phase 1: Identification of Need and Context of Use
Methods for this: PACT The Product Vision Board/Canvas - To reflect on what we have identified from PACT Rich Picture, Flow Diagram: Problem-Tree Analysis, Cultural Probes Empathy Map Canvas - (when we do interviews, input that helps with personas) About PACT The PACT Analysis is expected to provide sufficient insight about need and context of use. Practically, PACT analysis enables brainstorming and understanding context of use. oPeople: Goals, roles, characteristics oActivity: (task analysis) •Role of technology - what and how; •Role of people - what and how; oContext: Environmental characteristics •What are the factors •How do/might those effect people, technology, and activity oTechnology: System goals and roles •Functional and non-functional characteritics
Enacting/Evaluation/Testing prototype
Methods that allow designers and users to enact or perform service experiences before they have been established in an organization. Example: Think-aloud testing, Net promoter Score.
Modeling activities
Modeling what happens, how people act, in what order things happen and coordination of backstage and front-stage activities can be done through scenarios. Example: Story-boards
Requirement types
Project drivers (e.g. purpose of product) Project constraints (e.g. relevant facts and assumptions) Functional requirements (e.g. The scope of the work) Nonfunctional requirements (e.g. performance requirements) Project issues (e.g. costs)
Measurement frameworks for service quality
Net promoter score The expectation gap SERVQUAL RATER The triple bottom line
Why can't we just write features or tasks instead?
No, tasks is "how" user stories are "what" The fact is, it's easy to get buried in a contextless, feature developing cycle. The objective becomes more about clearing your way through a laundry list backlog, than it is about building solutions that add value to your customers. Your human customers. User stories bring that context and perspective into the development cycle.
Analytical method: Claims analysis
Not covered in class
Obvious touchpoints? (the boxes)
Objects, interfaces, interpersonal interactions
How to get knowledge about activities
Observation, service safari, interviews User journey map Service blueprint
Participant observation / shadowing
Observations in the participant's natural environment (Polaine et al. 2013, chapter 4) 1.Fly-on-the-wall: Passive observation 2.Interactive - by asking questions.
Why are so many so many services awful when parts of when are seemingly well designed?
Often we zoom in to focus on 1 box = one service touchpoints But we need to zoom out and look at the arrows in between the touchpoints
When to do user stories?
Once you have done ideation for features you want to develop (idea generation) => user stories
User stories
One type of abstraction for requirements Structure of user stories As a <role> I want <behaviour> so that <benefit> These should be measurable Usually we start with epics Not measurable You have to break it down to designable / measurable In our service design process we do it late
Designing with people not for them
PEOPLE -Are seen as both customers and staff -Frontline staff are the real experts (experience, insight and engagement) -Include staff in the design process of services and empower them with tools to improve the service. Happy staff = Happy customers
5 ways of understanding/structuring knowledge (other sources of conceptual inspiration used to guide design and research)
Paradigm Vision Theory Model Framework
Connections between things
Paradigms, Visions, Theories, Models and Frameworks => input into the conceptual model Interaction types => used to develop the conceptual model Metaphors & Analogies + Concepts = part of the conceptual model
Performance of a service
Performance as experience - What the user feels when they are inside the system - The experience Performance as value - Efficiency, hard metrics - The value it creates (inward facing vs outward facing) Service design encompasses both
Personas
Personas (Cooper, 1999) are rich descriptions of typical users for whom they can design products.
Process for personas + scenarios
Personas => scenarios => pain points
Bringing requirement to life
Personas and Scenarios
How Are Personas Built?
Personas are built by first conducting one-on-one interviews with a wide demographic of the targeted audience(s). Patterns in the data gathered from the interviews begin to emerge after approximately 30 interviews for a typical project focused on one brand or product. Practically, 3-5 interviews/persona give sufficient basis for design projects. These interviews work best when conducted in-context, such as the respondent's home or place of work. Typically, the researcher begins with a broad conversation that ultimately narrows in on the use of specific products or services.
PACT an be viewed as the preliminary requirement analysis
Preece chapter 11
Use wishlist
Prepare a wish list based on the research of existing solution (competitors + brainstorm) Can help us with ideation At this stage we should only make a wish list based on competitor analysis 1.Prepare a wish list based on the research on existing solutions (i.e. competitor analysis) /brainstorming 2.Conduct workshop with persona group to identify user wish list. 3.Discuss the items in the design team's wish list and include the items as appropriate. 4.Prioritize the items in the wish list 5.Make user stories based on the wish list.
Where do user stories go?
Product backlog
Roles
Product owner Scrum development team Scrum master
How services differ from products
Products - discrete objects. Companies work in silos: Product - marketing - sales - retail - customer service. "The division of the silos makes sense to the business units, but makes no sense to the customer, who sees the entire offering as one experience. (Polaine p. 22) "Services are co-produced between the provider and users."
Difference between service and product
Products: not interaction with people like services Often organized in silos Services: co-produced Silos do not work because people see services as a full experience Services created in silos experienced in bits
Phase 3: Product Design and Solutions
Prototypes are used extensively in the two design phases: oConceptual Design: Moving from requirements to first design (e.g., what the product should do, behave and look like) oPhysical Design (consider detail of the product including the colors, sounds, images to use, menu design, icon design, etc.) Goal of prototyping: creative way of communicating how you envision different scenarios so you can get feedback
What is the difference between a service prototype and a product prototype
Prototyping a service usually isn't much like prototyping a product. Since both the process and people are so important to services, services don't really come alive until people are using the service and walking through the process. "Prototyping a service typically involves creating scenarios based on the service moments outlined the in the service blueprint and acting them out with the clients and stakeholders, playing out the scenarios as teatre. Seriously. Role playing constitutes a significant part of the service design process. [...] Ideally, these scenarios will be played within a mock-up of the environment"
Prototyping
Prototyping in service encompasses the experience as well as the touchpoints Service concept partly performed by technology and partly supported by human touchpoint. Categories: Low-fi/Hi-Fi prototypes Example: Cultural probes
When you gain insights should you then use qual or quant methods?
Quantitative methods are good for creating knowledge and understanding the field, but they are not very useful for translating knowledge into action and helping organizations do something with it. Qualitative studies are very good at bridging this gap.
Prototyping techniques
Sketching, Card Sorting, Wireframe, Storyboard, Paper prototyping, Digital interactive prototyping, Blank model prototyping, Video Prototyping, Wizard-of-oz prototyping, Coded Prototyping, Prototyping with office suite applications, Prototyping with Adobe tools, and Prototyping with 3D Printer, Arduino, HoloLens, VR Headset, Lego, and any other material. Web-based tools Scenes
2 types of interactive system measurements
Software performance testing (e.g. A/B testing) More humanistic (e.g. navigation structure) - This is what we are looking at
Well-researched personas are time-consuming and expensive to create! How to find a balance? What is sufficient?
Some things you can get from other sources (than talking to the customers) - Demographics % of total user group - Gender differences But the info about - Pains - Jobs in context You need to get this yourself Demographics are temptingly easy to collect from various sources in an organization, but persona work yields a much deeper understanding of why customers do the things they do and what they expect from an organization within any given context. This knowledge about customers' motivations (the why) makes it possible to create innovative solutions, products, ad campaigns, and customer support (the what) that cater to customers on a personal level.
what are the main elements of rich pictures? (Monk)
Structure Process Concerns Use the language of the people depicted in it No correct way to draw it
Ideation method 3: SCAMPER
Substitute, combine, adapt, modify, put to another use, eliminate, reverse/rearrange "SCAMPER refers to a series of thought sparkers or provocations which help you to innovate on an existing product, service or situation by looking through different lenses." "Not every idea you generate will be viable; however, you can take good ideas and explore them further."
Difference between service ecology and blueprint?
The Service Ecology Diagram: Illustrates the bigger picture of complexity The Service Blueprint: Includes specific details about all touchpoints The blueprint is different from the service ecology in that it includes specific detail about the elements, experiences, and delivery within the service itself. The service ecology diagrams shows the service at a much higher level and shows the entire service's relationship to other services and the surrounding environment in which it operates. The underlying principles, however, remain the same. Essentially, you are trying to map out the service ecology by tracking all the people involved in its usage and delivery across all the relevant channels of communication and interaction. Connecting "backend" with "frontend"
Prototyping & testing
The continuous process of testing and prototyping allows for feedback not only on the design of the physical touchpoints themselves, but also on the entire service proposition and experience. Prototyping & Testing should be done on a continuous basis.
Co-design (Sanders)
The idea that designers do not design alone
Value in making proto personas (Gothelf - UX Magazine)
The initial value in producing proto-personas derives from the exercise of producing them, which restores the focus of an organization back onto the customer. The proto-persona exercise serves several goals. Initially, it will introduce the executive team to the concept of personas and thinking from a customer-centric point of view. In addition, it will align the executive team around a target audience and get them to debate and agree upon value propositions that serve the needs and goals of that audience. As well, this exercise brings design thinking, gamestorming, and traditional UX practices into the executive suite. These types of tactics give UX a stronger foothold at the executive level and increase the likelihood that the customer's point of view will figure more prominently in strategic decisions.
What does empathy map help us with?
The interview question should be related to this map Look at the questions in the map Personas Scenarios
Templates for personas (how to represent personas)
The narratives - when you are not concerned about the technical details of user needs The table - best if you need an easy way to compare user needs to design The quick and dirty - Best if you lack sufficient research
Problem tree analysis
The problem tree is the variation of cause and effect diagram. The problem tree or the problem tree analysis identifies the negative aspects of an existing situation and establishes the 'cause and effect' relationship between the problems that prevail. shows the effects of a problem on top and its causes underneath the 'core' problem. The analysis is aimed at identifying the real bottlenecks to which the stakeholders attach priority and which they seek to overcome.
Documenting Customer Journey
Walk in the customer's shoes Techniques: process mapping, shadowing, and video ethnography What: "Walk in the customer's shoes" Techniques: process mapping, shadowing, and video ethnography How: Gather quotes to Highligh problems Opportunities and What people value with a service Example When designing a parking service, one needs to experience the signage to get to the facility as well as the parking meter
Dot Voting
Way to prioritize
MOSCOW
Way to prioritize user stories •Must have, Should have, Could have, Won't' have this time. MUST (M) - Defines a requirement that has to be satisfied for the final solution to be acceptable, e.g. The HR system "must" store employee leave history. SHOULD (S) - This is a high-priority requirement that should be included if possible, within the delivery time frame. Workarounds may be available for such requirements and they are not usually considered as time-critical or must-haves. Example : The HR system "should" allow printing of leave letters. COULD (C) - This is a desirable or nice-to-have requirement (time and resources permitting), but the solution will still be accepted if the functionality is not included. E.g. The HR system "could" send out notifications on pending leave dates. WON'T or WOULD (W) - This represents a requirement that stakeholders want to have, but have agreed will not be implemented in the current version of the system
When should you evaluate?
We might think evaluation is used in the end because we are only introduced it in the end But in real life used continuously
Benyon uses the term "envisionment"
We use ideate
End of define stage: how might we
What are the design issues we are looking at Prioritization of some people's way of experiencing problems From user journey mapping you have point-of-view statements
What to remember with services
What is most important to look for is variation in quality between the touchpoints and the gap between expectations and experiences. When people get what they expect, they feel that the quality is right. Whether it is a premium or a low-cost service, a minimal gap between expectation and experience means greater customer satisfaction.
Service Proposition: Three questions
What we cover in the service proposition (the most important parts) Do people understand what the new service is or does? Do people see the value of it in their life? Do people understand how to use it?
Sprint backlogs
What we planned to do during the current sprint Selected backlog items And a plan for how to them (sprint tasks) Multiple teams have separate sprint backlogs even when working on the same product
Value proposition canvas
Whatever ideas you get from other ideation methods - Put them in the value proposition canvas - To see if you have a product-market fit (But for us it is product-service fit) - And you are addressing the different user profile The Value Proposition Canvas makes explicit how you are creating value for your customers/users. It helps the company design products and services that their users/customers want (Osterwalder et al., 2014). The value map oulines the user jobs you focus on and not all of them. So, the prioritization of pain and gain points should be done before before or while making the value proposition canvas.
Distinction between "user" and "customer"
When someone is paying = customer Otherwise they are users Traditionally in business we are talking about customers, but this is not the case here - We design for users not customers - But not always possible E.g. Customers might want something else than users
Where to focus resources
You have to think about which touchpoints/channels are important Some touchpoints have more challenges than others => this is where you should focus
Example of issue tree use
You need to understand the problem to find a solution You draw it while you talk to people and them ask them afterwards => more structured discussion You start with a lot of boxes and then narrow it down
It is important to define the boundaries of the map
Zoom in and out Otherwise we continue forever
Service proposition
a business proposition from both business and user perspectives. It includes: 1.An underlying business model 2.Source of funding, market segment, the service to be delivered, the cost of service delivery, etc. 3.Insights gained from the research on an unmet need/a gap in the market/underdeveloped market/new technology that can disrupt existing alternatives, a complex service that can be simplified, or a changing environment.
What is a service ecology map?
a diagram of all the actors affected by a service and relationship between them, displayed in a systematic manner.
Core service values
a.Care i.Care for a person (healthcare) ii.Care for an object (car service) b.Access i.Gives users the power to use something too big to own, e.g. a train ii.Infrastructure is access c.Response i.Not pre-designed but emerging when requested Default meaning of service
Innovation work
new services or new market -Aim with research: reduce risk by making sure the value proposition is viable -The insights need to answer: -Does it make sense in the context? -Is it valuable?
concerns
s the most useful component, for the purposes of this paper. Checkland calls them "issues." We prefer the word "concern" because it captures more clearly the idea of a particular individual's moti- vation for using the system. These differ- ent motivations give rise to the different perspectives each person has. Each of the people captured in the rich picture will have concerns. A manager might have a concern arising from the pressure being put on her to reduce the number of staff in her department. Someone in that department may have a concern that his job may be de-skilled or that he may be laid off. The thought bubbles coding con- cerns in Figure 1 make it clear that the brewery, the employees of the pub, and the customers each have very different perspectives on what the pub is for. Tensions: Finally, tensions between stakeholders can be highlighted. The "crossed swords" icon serves this purpose. In Figure 1 the pub is shown to be in tension with other pubs, pre- sumably through their competition for a lim- ited pool of customers. Identifying tensions with crossed swords is a useful preliminary step to precisely identifying the conflicting concerns and how they may be resolved.
Connection between scrum and agile:
scrum is framework for agile work
1.Sprint Planning meeting
selection of product backlog items to work on in the sprint => into the sprint backlog And plan how to do it
Prototype purpose:
solve the problem of the audience
You need problems to be SMART
specific, measurable, actionable, relevant, time-bound
Claim
stating something to be true when it is still open to question
Assumption
taking something for granted that requires further investigation
Service safaris
●When researcher or client experiences being a customer of another service ⇒ objective service experience ⇒ shift from service provider to service user ⇒ empathy as a source of innovation ⇒ redesigning existing services
Service prototyping according to service design practitioners
•"... service prototypes are used to explore, evaluate and communicate design ideas and concept" Blomkvist and Holmlid (2010)
Conceptual design
•"Conceptual design is concerned with arriving at an abstract description of the system - its logic, functions, structure and content - but not with how the structure and functions are to be physically realized." (Benyon, 2010, p. 199)
Is is good to use only one type of prototype, why not?
•"Single prototype approaches, such as traditional rapid prototyping, is inferior to using many parallel prototypes simultaneously, and that the result is rated higher and as more divergent "
Ideation method 6: Sketching for ideation
•. Sketches inlcue annotations, arrows (to show movement or to highlight particular areas of sketch) and notes about issues that desingners has yet to resolve. •Sketches should suggest and explore rather than confirm and provide some ambiguity. Sketches are there to encourage people to question and to fill in the gaps. (Greenberg et al. 2012)
Scenario
•A scenario is an informal narrative description (Carroll, 2000) - describes human activities or tasks in a story that allows exploration and discussion of contexts, needs, and requirements.
Service blueprint
•A service blueprint is a diagram that visualizes the relationships between different service components — people, props (physical or digital evidence), and processes — that are directly tied to touchpoints in a specific customer journey. •Service blueprints give an organization a comprehensive understanding of its service and the underlying resources and processes — seen and unseen to the user — that make it possible. •Blueprints help identify opportunities for optimization. Customer journey = where the interaction happens Line of interaction = where the frontstage happens Where the customer interacts with the company Line of visibility = above is where the customer see the interaction Under = not seen by customers
Controlled experiments
•Controlled experiments are appropriate where the designer is interested in particular features of a design, perhaps comparing one design to another to see which is better. •Identify independent and dependent variables, and design decision. •E.g. You might want to judge which Web design is better based on the number of clicks needed to achieve some task; speed of access could be the dependent variable for selecting a function. •confounding variables - learning effects, the effects of different tasks, the effects of different background knowledge, etc. •Considering participants' differences, the next stage is to decide whether each participant will participate in all conditions (so-called within-subject design) or whether each participant will perform in only one condition (so-called between-subject design).
Net promoter score
•Customers are simply asked "How likely is it that you would recommend our company to a friend or colleague?" •The disadvantage with the method is that it does not tell you much about what you need to do to get better.
Direct competitors
•Direct Competitors are companies that offer the same, or very similar, value proposition to your current or future customers.
Experiences can be (Polaine)
•Experiences can be (Polaine et al., 2013, p. 132): •task experiences—trying to get something done •commercial experiences—the experience and how it reflects our perception of value •life experiences—the experience that shapes our wider quality of life •Types of Experiences - four categories (Polaine et al., 2013, p. 132): •User experience: interactions with technologies •Customer experience: experiences with retail brands •Service provider experience: what it is like on the other side •Human experience: the emotional effect of services (e.g., healthcare) that impact quality of life and well-being
Indirect competitors
•Indirect competitors offer a simialar value proposition to a different customer segment: or, they target your exact customer base without offereing the exact same value proposition.
What is the requirement for the prototype?
•It must be possible to test the ideas that the prototype represent, i.e. to evaluate the degree to which the prototype succeeds to meet specified criteria
What is a prototype?
•Most definitions, be they formal or informal, mention prototypes as representations, embodiments or manifestations. What they represent is commonly said to be ideas, described as hypotheses or assumptions about the future.
Range of representations for requirements
•Prototypes •Stories •Diagrams •Photographs •Quotes •etc.
Product owner
•Responsible for Return on Investment (ROI) •Final arbiter of requirements questions •Make business decisions focused more on what than on the how
Cooperative evaluation
•The technique is 'cooperative' because participants are not passive subjects but work as co-evaluators/tester. "Cooperative evaluation" is a variant of think aloud, in which the user is encouraged to see himself as a collaborator in the evaluation rather than just a subject. As well as getting the user to think aloud, the evaluator can ask such questions as "Why?" and "What if.....?"; likewise, the user can ask the evaluator for clarification if problems arise. This more relaxed approach has a number of advantages. It is less constrained and therefore easier for the evaluator, who is not forced to sit in solemn silence; the user is encouraged to actively criticise the system rather than simply suffer it; and the evaluator can clarify points of confusion so maximising the effectiveness of the approach. Note that it is often not the designer who is the evaluator, but an independent person.
Difference between think-aloud and constructive interaction
•Think-aloud test is the most widely used method but constructive interaction identifies most problems. •Think-aloud involves one test person whereas constructive interaction involves two test persons. •Constructive interaction with pairs of participants knowing each other identifies most problems and specifically more critical problems.
Four step to a competitive analysis
•This analytical approach also ties into the Build-Measure-Learn loop from Lean Startup. The four stept to a completitive analysis and market opportunities: 1.Scan, skim, and color.code wach column for highs and lows 2.Creating logical groupings for comparison 3.Analyze each competitor by benchmarking product attributes and best practices (included in the last column of the spreadsheet) 4.Writing the competive analysis findings brief.
Examples of high-fidelity prototypes
•Tinkering (in robotics) or Opportunistic System Development (software dev.) - modifying and integrating existing components - hardware and software. •Digital Interactive •Video •PowerPoint •Coded prototyping App or software -based
Why are user stories not enough?
•User stories are not sufficient to express and communicate the product's [or service] purpose and vision.
Way to categorize the humanstic methods
•User-focused -Analytical (without user) and -Empirical (with user) Evaluation •Product/Service creation process (PCP) oriented -Exploratory (before design or after release), -Predictive (after design and before implementation) -Formative (during design and implementation) and -Summative (after implementation) Evaluation •Expert, participant-based and context-appropriated methods
Goals of summative evaluation
•happen at the end of a development process -Goals: to answer — "Does the system meet its specified goals?" or "Is this system better than its predecessors and competitors?" -Most likely to happen at the end of a development process when the system is tested to see if it has met its usability objectives. -can also take place at critical points during development to determine how close the system is to meeting its objective, or to decide whether and how much additional resources to assign to a project.
Scrum master
•no managment authority of the team •project management is split up among members •Enforces time-boxing
Goals of formative evaluation
•takes place during the design process. -to identify aspects of a design that can be improved, to set priorities, and in general to provide guidance in how to make changes to a design. -A typical formative evaluation would be to ask a user to think out loud as he or she attempts a series of realistic tasks with a prototype system.
Insights gathering methods
●Depth Interviews ●Participant Observation ●Participation ●Service Safaris ●User Workshops Probes & Tools
What kind of insights do we want?
●Experiences ●Desires ●Motivations ●Needs Service design focus more on the individual than the masses when gathering data (because this makes personalization easier. This also means that qualitative research methods is often better than quantitative research methods for service design. You need to research all the stakeholders, Both for people using and providing the service.
Interaction types (way to conceptualize the design space, way to develop the conceptual model)
●Instructing: telling a system what to do. Repetitive interaction. ●Conversing: dialogue between the system and the user. ●Manipulating: users interact with objects in a virtual or physical space (opening, holding, closing, and placing) ●Exploring: physical user interaction, VR, augmented reality. Pokémon Go ●Responding: system-initiated engagement, like notifications, recommendations. Netflix: "are you still watching?"
Components of conceptual models
●Metaphors & Analogies (cart, bookmark, trash bin, desktop) ●Concepts (attributes and operations that are task-based, such as saving, revisiting, organizing) ●the relationship between those concepts (for example, saving a bookmark in a browser) ●The mapping between the concepts and the UX the product is designed to support
Personas
❖Idea of personas was introduced by Alan Cooper in 1999 - personas are a concrete representation of the different types of people that the systems or service is being designed for. ➢Cooper links together the idea of personas and goal-directed design. ➢The goal is to create a UX that is useful to the personas so that they want to interact with it, and undertake meaningful activities using the system. ❖When developing personas, designers have to include aspirations of the potential users as well as functional aspects . These personas should then be the deciding factor in shaping the whole UX of a product. Since there are most likely several types of potential users, it is crucial for designers to develop several personas. These personas include a full profile of an individual but also their goals (experience goals, end goals, life goals
Scenarios
❖User scenarios are stories which designers create to show how users might act to achieve a goal in a system or environment. Designers make scenarios to understand users' motivations, needs, barriers and more in the context of how they would use a design, and to help ideate, iterate and usability-test optimal solutions. ➢Helps keep designers user-centered ➢Scenarios based on components of the personas (background, motivations, tasks and context of use)