Crafting the Discovery PhaseFirst Steps in Effective IA Projects
IA Summit 2016Atlanta
Dan BrownEightShapes
Discovery DefinedA set of activitiesthat yield shared knowledgeto structure and informdesign decisionsabout a particular product.
1. Group all the activities and outputs.
2. Label your categories.
3. Feel free to add more.
Discovery Activities & Outputs
Problem statementsCaptures the aspect of the world we’re trying to change or improve.
Architectural interns have no consistent way of tracking their hours of experience.
Project objectivesDefines the project’s desired outcome.
Design a mobile app for interns to record their hours.
Contextual statementsDescribe the ecosystem in which the product will live.
- Interns are expert smartphone users - Hours must appear in .25 increments
- The product must be an iOS app
PrinciplesWhat the product should do.
What makes it unique.
What makes it better.
Eliminate unnecessary obstacles to publishing.
ModelsHow the product looks and behaves.
site mapflow chart
storyboardwireframesmock-ups
sample copy
Setting DirectionFraming Problem
Card sortUser interviews
Stakeholder interviews
Baseline testing
Technical analysis
Content audit
Brand analysisSurvey
Expert reviewComparative review
Requirements gathering
Data analysisStory writing
Persona writing
Task analysis
Journey mapping
Storyboarding
Mood boards
Sketching
Prototyping
Wireframing
Design studio
Site mapping
Concept modeling
Prioritizing
Planning
Batching
Brainstorming
Scheduling
Roadmapping
Framing Problem Setting DirectionDi
verg
ent
Conv
erge
nt
Gathering
Processing
Exploring
Focusing
problem statements
project objectives
contextual statements
principles
concepts
models
Framing Problem Setting DirectionDi
verg
ent
Conv
erge
nt
Gathering
Processing
Exploring
Focusing
- interview stakeholders- conduct domain research- review existing documentation- conduct user research- evaluate competitors- evaluate current product- watch people use the product
Framing Problem Setting DirectionDi
verg
ent
Conv
erge
nt
Gathering
Processing
Exploring
Focusing
- find the patterns- capture hunches- group your observations- create a narrative- describe a scenario- visualize the problem
Framing Problem Setting DirectionDi
verg
ent
Conv
erge
nt
Gathering
Processing
Exploring
Focusing- use a common pattern- ignore constraints to provoke ideas- sketch together- get some feedback
Framing Problem Setting DirectionDi
verg
ent
Conv
erge
nt
Gathering
Processing
Exploring
Focusing
- revise and refine- prioritize insights and ideas- draft a project plan- consider implications
Framing Problem Setting DirectionDi
verg
ent
Conv
erge
ntGathering
Processing
Exploring
Focusing- revise and refine- prioritize insights and ideas- draft a project plan- consider implications
- use a common pattern- ignore constraints to provoke ideas- sketch together- get some feedback
- find the patterns- capture hunches- group your observations- create a narrative- describe a scenario- visualize the problem
- interview stakeholders- conduct domain research- review existing documentation- conduct user research- evaluate competitors- evaluate current product- watch people use the product
http://j.mp/discovery-matrix
Arrange your post-its in rough chronological order.
Imagine a time-frame.
Consider how you will balance gathering/processing and exploring/focusing.
Create a project plan
Produce ideas quickly
Test
Kick-off
Wireframe
Test
Wireframe
Test
Wireframe
F
E
P
G
Plan & Prioritize
Curious You are excited to learn new things.
❦
Skeptical You don’t accept all assertions at face value.
❦
Humble You embrace your naivety and ignorance.
Curious
PERCEIVE → UNDERSTAND → CHOOSE
There are gaps in my knowledge.
We can’t know everything, but I’m excited to learn as
much as I can.
I will take the time to learn about areas
in this project I don’t understand.
You are excited to learn new things.
Curiosity in Discovery
ASK QUESTIONS
Our first instinct is often to provide
answers and opinions.
Short circuit your natural inclination and
force yourself to ask questions.
❦
SkepticalYou don’t accept all assertions at face value.
PERCEIVE → UNDERSTAND → CHOOSE
Some of our work depends on making
assumptions.
We can’t validate all assumptions,
but we can look at those with greatest
impact.
I will uncover and question
assumptions.
Skepticism in Discovery
PLAY DEVIL’S ADVOCATE
It’s easy to buy into assumptions when
other people hold them sincerely and
tenaciously.
Gently pry open those assumptions by
representing a different perspective.
❦
HumbleYou embrace your naivety and ignorance.
PERCEIVE → UNDERSTAND → CHOOSE
Though I have some experience with
this domain, I don’t know everything
about it.
Even my experience doesn’t qualify me as an expert, nor
does it let me make presumptions about
the target users.
I will assume that most other people are experts about
this particular domain.
Humility in Discovery
SAY “I DON’T KNOW”
Part of being humble is being OK with
admitting weakness. Lack of knowledge is
often perceived as weakness.
Be honest with your colleagues and yourself
when you’re not clear on something.
❦
Discovery DefinedA set of activitiesthat yield shared knowledgeto structure and informdesign decisionsabout a particular product.
Problem & Direction
Inputs and Relationships
Desired Impact
Actual Impact
Interpretation and Methods
AssertionsStating the Problem Envisioning the Solution
• Problem Statements• Objectives• Contextual Statements
• Principles or Implications• Concepts• Models
The MatrixFraming Problem Setting Direction
Dive
rgen
tCo
nver
gent
Gathering
Processing
Exploring
Focusing
Discovery is Attitude
Curious You are excited to learn new things.
❦
Skeptical You don’t accept all assertions at face value.
❦
Humble You embrace your naivety and ignorance.
THANK YOU
Want to learn more about the book?
http://j.mp/designdiscoverybook