Using Design Methods To Create A Design Methods Educational Platform

Scott Massing
Drew Raines
Vijay Balijaypalli
Rodrigo Isasi
Design Planning Workshop
Prof. Vijay Kumar
The IDesign Methods Platform
Project Charter
project intent
users
guiding principles
concepts
platform plan
The goal of this project is to plan and

prototype a design methods resource that
can be shared widely for use by innovators.
Planning for this resource will benefit from
the content of the book 101 Design Methods:
A Structured Approach for Driving Innovation
in Your Organization.
Planning workshop
Final Report
May 8th, 2013
Team:
Rodrigo Isasi
Scott Massing
Vijay Balijaypalli
Drew Raines
Sense Intent
Know Context
1.10 Convergence Map
2.1 Contextual Research Plan
1.12 Initial Opportunity Maps
2.7 Analogous Models
1.14 Intent Statement
Explore
Concepts
Frame
Solutions
6.2 Concept Evaluation
5.3 Value Hypothesis
6.6 Solution Diagraming
5.5 Ideation Session
6.7 Solution Storyboard
5.7 Concept Metaphors and

Analogies
6.10 Solution Evaluation
5.8 Role-Play Ideation
Know
People
Frame Insights
4.1 Observations to Insights
5.13 Concept Sketch
3.1 Research Participant map
4.2 Insights Sorting
5.14 Concept Scenarios
3.15 User Observation

Database
4.5 ERAF Systems Diagram
5.15 Concept Sorting
5.10 Puppet Scenario

5.11 Behavioral Prototype
Sense Intent
The concept of Sense Intent is about the where. Where is the design world
moving? In which sector, industry, and market can our platform innovate? In
which areas of designers and other peoples changing life patterns will our
innovation fit? Sensing Intent helps us take a pause before jumping into our
101 Methods platform project and consider the changing world around us.
1.14 Intent Statement
A platform that helps
Practitioners
Innovators
People
Structure their
Guide
Augment
Optimize
Plan
Initiate
Learn
Demonstrate
Agree upon
Document
Playbook
existing
Design processes
Research
Strategy
Creative
Planning
Implementation
Analysis
for repeatable innovations
1.12 Initial Opportunity Maps
101 methods
breadth
making
dm platform
crash courses
design students
IDEO Cards
intrapreneurs
dm platform
innovation leaders
innovation leaders
design firms
novice
expert
product managers
design firms
skeptic
evangelist
crash courses
HCD toolkit
especific books or seminars
design
practitioners
project manager
depth
books + business
case studies
books and
case studies
traditional business schools
design schools
understanding
Spring 2013 // Planning Workshop // Rodrigo Isasi, Scott Massing, Vijay Balijaypalli, Drew Raines
4.5 ERAF Systems Diagram

We used an ERAF for early brainstorming, trying to understand who the
players on the system might be so we could develop our research plan.
ID
MBA
Knowledge
Hire
Design
Research
Conf
Design
Consultant
o
lP
ro
m
oo
ch
ba
Fe
ed
ol
ho
/Sc
mo
Pro
/S
Corporations
rn
rn
ts
a
Le
Le
a
ec
Sponsership
Feedback on Tools
Use/Contribute/Case Stud
Design Methods Platform
Prospective
ID Student
Pr
oj
ck
on
s/T
oo
ls/
To
o
ls
Ca
s
eS
tu
ge
od
Hire
d.
Kno
wled
th
IIT
Me
Pr
om
s/
et
Tic
k
Projects
d.
Stu
se
Ca
ls/
oo
ols o
To
s/T
on Prom
od
th
l
ck
ba oo
Me
ed ch
Fe rn/S
a
Le
Faculty
Other
Prospective
Corp Participant
Knowledge
Money
Material/Methods/Content
Info/Feedback
Spring 2013 // Planning Workshop // Rodrigo Isasi, Scott Massing, Vijay Balijaypalli,
Drew Raines
Know Context
In the Know Context mode we gain a full understanding of the surrounding
conditions in which changes happen. It is in this changing context that our
101 Design Methods platform needs to work to be successful. We need to understand the context well enough to be confident in our innovations. Overall,
our goal is to gain as many insights as possible about the context, and get
prepared to confidently explore opportunities, and begin to see direction for
the future.
2.1 Contextual Research Plan

secondary research
primary research
week 2-3
week 3-4
Sources
Sources
ID Network
Design Schools, Firms and Blogs

Business Sites, Magazines and Schools
Design Firms, Coporate Design

Departments, Entrepreneurs, Proffesors and Students
Google Trends, Amazon and Social Media
Methods
Precursors and Analogous Models
Interest Groups and Discussions
Popular Media Trends
Methods
Sub Matter Interview

Innocentive
What is it?
Open Innovation
Crowdsourcing
Prize Competitions ($500 to $1 million+)
Community of 275,000 solvers
1420 public challenges, 1000s private
How it works
3 Levels of engagement:
Brainstorms: Price $2k

Self-service, public, 30 days

Award $500 - $2k
Premium: Price $20k

Std. process, facilitated, private

Award $5k and up
Grand: Price: typical is $100k+

Custom process, fully facilitated
Whats novelty/value?
Enable businesses to generate new ideas

Breaking problem down (framing) to align appropriate challenges to prize sizes
Value-add from abstraction to attract diverse solver base
from differing industries
Intruiging Aspects
Largest problem solving network
They offer Problem Framing as a service
Average success rate above 50%
See next steps as being smaller

more brainstorm challenges

morph into recruiting tool
See it as alternative to VC

replacing seed funding phase
Related Aspect:

Innovation
Crowdsourced Value
Unique Service
Lynda.com
What is it?
Intriguing Aspects
Learn software, creative, & business skills

Online video tutorials, of expert instructors
Learn anywhere: Mac, PC, tablet, phone
1625 courses
Majority of content is codified

Lynda was faculty at Art Center UCLA
$70 M in revenue with no investors
Works with all the Ivy League schools
Disney, Time Warner, Sony, Pixar, ABC,
and HBO are also customers
It produces over 9 percent of content in-house
How it works
Subscription model:
Individual

Monthly: $25 or $38 premium

Annual: $250 or $375

Related Aspect:
Education
Tutorials
Enterprise and Pro models

Entire business gains access
Tracable, account management
Targeting the software toolsets

Desktop publishing
Programming
Using video and advanced web platforms

Service design tools.org
What is it?
Open collection of communication tools used to design
complex systems
Interesting case studies - very visual
How it works
Site segregated into 4 sections:
Design Activities
Representations
Recipients
Contents

Methods are grouped accordingly
Case studies uploaded by 3rd parties
No fee
Intriguing Aspects
Resulted from grad student thesis
Related Aspect:

Education
Tutorials
Design
Focused on Service Design
Tools first based upon ID, then evolved
Evlolved tools better for complexity
1.10 Convergence Map
knowledge free, services around it

for fee
lower entry barriers to develop

products
rising costs
Education
virtual research tools growin
MOOCs
softskills like empathy will require onsite learning,

codified will be online
Kahn Academy
dual degree MBA/MDes are
increasing
MBA not as relevant in a global

economy
Lynda.com
Design Methods
Platform
IDEO HCD
internal corp innovation tools

growing
open innovation sites growing:
Innocentive
dscout tools emerging in design
only 25% of corp said good at concept &

implementation
Creativity Quotient new term from

Nussbaum
Innovation CEO top concern
CIOs seen as keeper of corp. innovation?

Cloud allows quick exploration at low initial
costs
VC being disrupted by things like
KickStarter
America Competes ACT
consultancies need to sell &

stay top of mind. Leave-behinds
help do this
ERP systems seem to have neglected

innovation management
Crowd
Sourcing/Funding
there are many innovation methods, with no

standard
Innovation
Know People
Design that is sensitive to and based on peoples needs and patterns of
behavior will be good design. As such, the most of Know People, with its
focus on empathy, observation, personal engagement, and problem solving,
is an indispensable phase of the design process.
3.1 Research Participant map

In order to get a ensure interviews covered the full spectrum
of relevant parties, we developed a research plan that
identified the types of potential users for our platform and
strived to insure we had interviews in all groups.
ID Student
ID faculty
Startup
Ishan Bhalla
Patrica Wang
Matt Mayfield - Assistant Dean
Guillermo Krovblit - Peapod labs
Design Consultants
Corporate
Lawrence Abrahamson - IDEO

Deborah Alden - Independent consultant
Jennifer Lee - GravityTank
Tim Miller - Teague
Steffi Marty - Wrigleys
Melissa
Jane
John
3.15 User Observation Database

Design Consultants
Jennifer Lee
Researcher
Jennifer Lee is an educatorturned-researcher who utilizes her

multidisciplinary background in
ethnic studies, education, and design to untangle complex human
problems while keeping multiple
points of view in mind. She holds
a BA from Brown University, an MA
from Teachers College Columbia
University, and an MDes from IIT
Institute of Design.
1) Does not use any of the methods that were taught at ID.
2) Does remember only relevant methods.
3) Heard about the book but not keen at buying.
4) The solution should not cluster, analyse, synthesize data. She should be
doing that.
5) Would like an integrated solution that would couple with existing knowledge
management system
6) Would like the Methods solution to be a quick and easy (4-5 sec) reference
material.
Strategist at Teague, ID MDes/MBA

grad
Design Strategy consultant at

Wrigleys since jun 2012. With more
than 8 years of work in design.
Finished the MDes program at ID
on 2005 and now teaches the Idea
Incubator Workshop at the same
institution.
Tim Miller
Strategist
Steffi Xiao Marty

Wrigleys
1) Strategy is fairly new discipline (profit center) for consultancies ~ only about
5 years old
2) Corporate clients get impatient waiting for synth were asking for analysis
light next time
3) Long time frame research makes technical client leads nervous, they are used
to more immediate results.
4) Licensing new methods to the community is appealing
5) The ID field may be over-methodized
6) He prefers his MDes tools to his MBA tools for front end tasks
7) Consultancies are creating cases, videos, and leave-behinds for internal PR at
client sites.
8) The methodology gets lost in the clients domain
9) The 101 book may be perceived as an all or nothing process rather than a
toolkit that can be selectively accessed.
10) He preferred the word approach rather than process, concerned about being
boxed in to a cookie cutter process
11) It took 2-3 years to get their biggest client to understand the value in the full
process, now they are demanding more, and expanding the application across
more internal groups.
1) To gain buy in for design in the business world, we need to adapt to the tools
and language they use
2) More than translation from user needs to design, what is needed is translation
from design to business
3) All the company talks about design thinking, due to a one week
training they had
4) Marketing is the main link between business and design
5) Marketing hire sometimes agencies for projects without involving the design
team
6) There is a non spoken battle for ownership
7) The first meetings with business managers where intense they felt that they
spoke different languages
8) The use of contact reports is very important, as a professor encourages
students to use this format to keep track of their progress
9) Business its used to quantitative test to proof ideas
10) Nobody takes the risk of making decisions

Design Consultants
Lawrence Abrahamson and Deborah Alden

Design Researchers
Lawrence is a ID alumni and Design Researcher at IDEO, Deborah is an
independent Design Researcher with extesnive experience working in cross
cultural areas.
1) Design is getting watered down, how could the platform keep up the quality?
2) Startups chipping away at big problems is a direction for future design growth
3) Storytelling is what lets people within a company push an idea forward
4) bridging the language gap between designers and business is an important issue to tackle.
5) Design tries to be rigorous but not exhaustive
6) Methods arent algorithm that are going to spit out the answer if you ask the write question. Crap in crap out.
7) One of the main uses of design methods such as analogous models is to get the client excited.
8) things like frameworks are more important as methods for storytelling
9) Frameworks are one of the biggest things that clients will take away. They on average will live for 2-3 years in the
company, unlike the specific finding of the project, which may only live a few months.
10) At IDEO they use all the methods in some way, just not formally or ever by name
11) Methods are a way to build the muscles to become a designer.
12) You create methods on the fly that fit your needs and the current situation
13) You dont make a project plan around methods, accept in the research phase where you need to specify out which
activities you will be doing that cost money
14) What would be great is tools to get you unstuck, to quickly find you a method just go get over a sticking point
15) IDEO and FROG have open cards, they would be willing to put them up, they are open
16) IDEO cards are not for IDEO consultants, but rather for specific things like NGOs
17) Dont make the book in some other form. Make something to help me understand how these apply in the field

Corporate
Manager of Process for Product
Development at gaming company
New marketing research hire at

gaming company
Mellissa
Jane
1) Internal silos use different tools making it difficult to determine how good
ideas that turned into good products were originated
2) The planning software being implemented didnt have tools for tracking fuzzy
front end tasks
3) Identifying FFE methods that were effective was not a consideration in
buying the new planning software
4) The corporate definition of planning doesnt include concept generation in
its domain, but only initiates after a concept has been chosen
5) It seems to be assumed that the FFE cant be measured, controlled, or
planned for, so it is ignored and treated as a serendipitous phenomenon.
6) She was in quality, which is a discipline of measurement, and awareness of
planning methods and measurement tools like Ansoff was low
7) Senior management was looking for simple ways to measure innovation and
she was excited to show Ansoff to them.
1) Corporate is hiring from consultancies to get the experience in-house

2) Newer online methods costs less, but theres a need to validate them, and
their system provider now
3) There may be a perception of there being many methods available, creating
too many to choose from, when in reality there are just many synonymous
names for a small collection of methods.
4) Online tools solve old problems (lead time to do broad geographic research)
but then create new ones (less control of interview since virtual).
5) Crowdsourced research tools provide quick access, but can be a challenge to
maintain the solver base through retainers, and then also need new skillsets for
site maintenance.
6) There is a need for a method selection tool (in-house or online directory)
and also a method supplier validation service (outsourced)
7) There are untapped disciplines that could benefit from design methods such
as the sociology profession
Executive Director of Marketing at

gaming company
John
1.) His career started by selling first online dscout type tools. The credibility of
results was the biggest concern from his customers.
2) Online tool participants were thought to be unrepresentative of general public
(early adopters or smarter)
3) It took about 5 years to get people to realize they got better results online
because participants could access it on their own terms and not be biased by an
interruption such as an impromptu phone call.
4) 60% of his budget goes to qualitative research (which is dominantly focus
groups with little ethnography), although he just hired a researcher with ethno
background.
5) The company is emphasizing growth, yet an imminent segmentation study
involves only existing customers
6) Initial segmentation feedback has provided a surprising result to executive
naysayers, in that they started speaking about the business in new ways, with
feedback from listeners making them feel like rockstars of the industry.
7) He recently hired a new researcher, and noted she had case studies and experience demonstrating her successes in consulting
8) He has difficulty getting budgetary signoff for qual/ethno type research
because decision makers dont know the lingo or understand the successes had
in other industries.
9) Leadership is starting to realize past successes is not repeatable and may have
been due to positive economic conditions, not a process or knowledge base. Now
they are looking for process and knowledge base.
10) Cant just get some tools and start, need to know where to start.
11) He used to feed his data to universities and let them work on it.
12) Hes on his universities advisory board for marketing, and they regularly
review the curriculum against what is being done in industry, then make adjustments to curriculum.

Startups
The Design Process applied targeting a goal its a lethal
weapon
Co-founder of the startup Peapod Labs, a business that aspires
to redefine playful learning education in the new ecosystem of
mobile devices. The company launched its first iPad and iPhone
appABC Wildlifein summer 2010. On May 14 2011 received
a Master in Design from the Institute of Design and an MBA
degree from IIT's Stuart School of Business.
Guillermo Krovblit
Peapod labs
1) ts not intuitive to know how to start something, ideas are always there, the challenge is making them
real
2) When you start something new, something that is not in the market, the sensation of being adrift is
huge
3) Design methods guide you through A process not THE process, but aloud you to start and improve it
on the way
4) Helps you shift from a model of experiment to a model of evidence
5) You can agree or not with others point of view but to synthesize that in a solid argument is what you
get with a design process
6) Reduces the risk of repetition, document your ideas and assumptions
7) At the beginning the process has to be rigid, but after repeating it several times it becomes part of
your DNA.
8) As an entrepreneur, you ought to be biased, there is no time for starting from green fields
9) As a designer you are placing new things in the world, that gives you a higher level of accountability
and empowerment
10) His concern now is how to maintain alive the incremental growth, but at the same time not to loose
the hunger for disruptive new ideas

ID Students
Design Researcher and Strategist
Ishan is an interaction designer,

with experience designing for
the web, mobile and television
platforms; a design researcher,
with training in ethnographic
methods and an aspiring design
strategist.
Ishan Bhalla
Patricia Wang
1) Platform is going to need to address wide use patterns even among pro
designers
2) Platforms, at least for student designers and those working outside of
consultancies, are often hacked to together on the backs of public platforms
3) Keeping the results of the design process tracked is a big and important task
4) Favorite tools are 5es, 10 types of innovation, and clustering
5) two school of thought: West coast school under ( IDEO) , Structured school
(ID, GravityTank, Continuum, Connifer)
6) The design process, as we approach it at ID is relatively linear
7) Wordpress blogs are a good solution to create a shareable repository of the
design process, but lack the structure to be fully useful.
1) groups had a problem that sometime the godrich members thought of the
methods as hard and fast rules, and were uncomfortable with the idea of modifying them or changing them to fit their needs
2) book was also used by ID students to jog memory, they didnt sit down and go
through the book case by case but used it to think of things they had forgotten.
3) A platform should be an Idea, repository of design tools. It would be great to
be able to pull up idea quickly and use them on the spot.
4) Experience would be richer if it included other tools from other companies
great. It should be a reference and should have everything.
5) Need to be visual.
6) You may remember stories better than actual frameworks. tie case studies into
each method.
7) Without ID training people need a 1800 dial a designer to handle the moments
of freak out; a mini design yoda.

ID Faculty
Matt Mayfield has worked for over 20 years in applied research

across the domains of design, consumer behavior, product/
service strategy, and computing technology for fortune 500
companies.
Matt Mayfield
Matt is currently Assistant Dean and Visiting Assistant Professor

at the Illinois Institute of Technology, Institute of Design. His
courses include product and portfolio planning, contextual
design research, and design processes. His long-term research
interests revolve around understanding the impact of computing technologies on decision making for design and business.
1) Make the book flexible to be practiced and easily adoptable by removing the redundancies and with
using practical examples.
2) Give due credit to the author of the methods
3) Structure the book based on professional design disciplines and present overlaps
4) Provide apps that are more like tools. Apps that organize thoughts, data and questions into meaningful data and uses methods to present insights
5) Three solutions 1) For starters toolkit with few methods in their simplest form. 2) Service/subscription model/solution that helps people review and apply methods and advance their ideas. Last 3) A
training and tutorial (Videos) solution that helps students.
6) Short term solutions should be more focused tutorial oriented. Long term solutions could create
platform for the method innovators to talk about the methods and support design community and nondesign community.
7) ID would not invest now but will closely watch project progress.
Frame Insights
When we frame insights we move from gaining knowledge of peoples experiences and needs to applying various analytical frameworks to the data so
that we can organize our thinking and gain a clear perspective.
4.1 Observations to Insights

We clustered our observations into tasks to be done, and attempted to pull
out higher level insights
4.2 Insights Sorting

We created a spreadsheet of all of our interview observations, insights, and
some concepts that may come of them.
User
Needs
job hunting student
Prospective Students
Lone ID alumni
Insight
recruiters use your knowledge of the process to gage how much

you contributed to a nice looking deliverable
Source
Concept
show how they processed their results

to know how to derive an insight from an
obervation, and then aggregate insights into
design principles. This is skill gained from
experience
observations, insights, and design principles get confusing and

the methods don't derive insights from observations, only
organize them
Scott M
A design principle and insight litmus test or guideline would

benefit students of design methods
for outsiders to respect and understand the

design label on our program. It is not understood
ID may suffer from poor branding to those outside of design
to contain strategy, planning, analysis, and
which are potential new clients, users of its methods and
synthesis which seem to be more respected
terms/skills
teachings
to collaborate and track the data that's part of
the design process, in one cohesive tool, not a
ahoc aggregation of publicly available sites not
designed for design
Scott M
user of methods currently create ad-hoc systems of software to

Ishan
make and manage methods
a way to order all the data collected during the

process so it can be found later, like a blog which
is chronologically ordered. a video tool to
upload clips, add tags to insights, print out tags
for clustering, and a way to upload back to cloud the research video is hard to index and refer back to
Patricia
a visual way to recall past projects and

frameworks
know, what you don't know, is worth knowing
become aware of the program
methods users tend to be visual, and most ad-hoc tools used

aren't.
it is hard to know, what you don't know, is worth knowing
prospective beneficiaries of methods don't know they exist
Patricia
Scott M
Scott M
decide if program is worth investment
hard to value something before you know it, and without a wellknown brand behind it (Harvard is good for learning business)
Scott M
customize methods to new situations

way to appease clients during the process
designers by nature redesign things, so it should be expected

that they will redesign the methods and want tools to do this
clients care about synth (results) not analysis (process)
Teague ID alum
a way to appease clients during the process
those unfamiliar with design thinking need validation that it

works, or interim assurances to keep them calm till the
deliverable is presented
Teague ID alum
a standardized, and trusted process
Strategy is a newer discipline for the consulting and business

world and still gestational. There's no standard yet
Teague ID alum
ability to see shifts in world patterns
A macroscopic view is desirable at project onset but is big ,

vague, and fuzzy. Design methods help organize this as
compared to MBA toolsets more micro-view
Teague ID alum
extend firm's success stories beyond client

contact
firms create leave-behinds to penetrate success stories further

into their client's organizations
Teague ID alum
communicate complex methods through a client

contact that doesn't understand them. Vijay's
book is too vast for outsiders to grasp. We are
trying to guide our clients into the beginning
stages of design methodology and they've
created custom books about past projects and
used that shared context to convey methods and The 101 book is too long to leave behind as propaganda for a
firm, and it's not branded.
next steps to bring them into the corporation.
to find internal client contacts best suited to
receive the methodology sell and drive proposal
acceptance
Teague ID alum
Internal client champions have a tough job defending a new

process, owned by an outside entity - consultants need a way to
help them
Teague ID alum
don't see need for new methods to be developed,

and developing a platform like D-scout didn't
custom leave-behinds are being made to propagate a firm's
seem to have enough ROI to justify perceived
past successes
cost.
Teague ID alum
The design planning field may have overmethodized and be in need of a filtration or
consolidation of methods to become more
standard so there is less confusion and perceived Design thinking in fermentation stage of the S curve, need
dominant design to emerge with supporting case studies - like
risk over what to do or how to do it when
Innovator's dilemma did with Nucor steel story.
practicing the art
Teague ID alum
to help clients understand how getting the right

people on the client side is just as important as
having on the consultant side.
a google docs, meets evernote, meets skype for design methods
a youtube for design methods, that lets you upload, splice,

annotate, tag, sort for clustering, and share
pintrest for designmethods, something visual rather than textual
search onlyh
A project management tool that lets you take project snapshots

along the way, and capture relevant insights, highs and lows, ahha moments, participant quotes, etc. and rolls it up into easily
printable or online accessible websites with secure access. This
would allow firms, students, and individual designers to track,
manage, share, and point to future goal (empty picture frames in
the document charter) that will keep clients at bay because they
know what is coming.
setup a portal allowing client employees to access, and by
watching how deeply certain users go into the content, you can
rate them on how effective a champion they might be
a case studies page like that on www.strategyn.com webpage

under http://strategyn.com/our-results/
Consultants are training client champions how to hire or find the

right people to carry the projects through once delivered.
Teague ID alum
4.6 Descriptive Value Web
Design
Consultancies
Students
Faculty
ID
Alumni
Corporations
Knowledge
Material/Method
Money
4.6 Descriptive Value Web
Alumni
Students
Faculty
ID
Design
Consultancies
Corporations
Design Methods Platform
Knowledge
Material/Method
Money
Explore Concepts
Energized by powerful insights about people and the context, it is time to
jump from the world of inquiries into the world of possibilities. In this mode
we build on the pattern and insights gained from previous modes.
5.3 Value Hypothesis
A platform that offers features, tools and methods for

customers to plan, build, share, rate, store, and curate design
projects; help build network or team and advance their
knowledge/Career/Business.
Workshop Plan
Our workshop developed each of our three major scenarios by working them through 4
stages. To get outside perspective we recruited 9 ID students to help us design platform
features that work for their needs.
Brainstorm
ID Student
Scenario 1:
Telling your
story
Scenario 2:
Making teamwork work
Scenario 3:
New kid on the
block
Metaphor
3D
Skit
Output: Concepts
Workshop Scenarios
Scenario 1:
Telling your story
We defined three scenarios that explored different parts of the platform

from the perspective of an ID student.
HERO
Scenario 2:
Making teamwork wo
rk
ID Student prep for job Interview/at the interview
CONFLICTS
Unclear Objectives
Ambiguous Project
Complexity of projec
t
Tight Deadlines/Sc
hedules
Lack of consensus
Satisfy client/stakeh
older
REWARD
CONFLICTS
Building Portfolio
Validate results
Showcasing skills
Show value to employer
Showcase depth and breadth of
knowledge
Showcase learnt processes
Demystify methods to outsiders
Communicate to non-designers
Demonstrate complex pro-
HERO
ID Team working
On Design project
Scenario 3:
ck
New kid on the blo
Clear Directives
Strong Presentation
s
Meaningful Solutio
ns
Meeting deadlines
Successful Project
Satisfied Client/Sta
keholder
HERO
New Student at ID
t firm
OR New Designer a
cesses
REWARD

Dream Job
Better Pay
Dream project
Strong portfolio
Stand out
Interview Call
TS
CONFLICtoolkit
Complex design
s / meth Varied design source
ods
zation
Adapt to new organi
ics
dynam
Team
New Terminology
t
Team misalignmen
REWARD

ses
Learn design proces
tools
Master methods &
Team alignment
Contribute in teams
Learn best practices
brand
Establish personal
Timeline Handout
Our participants were given this sheet at the beginning of the session that
explained the work for the day. They were then broken into teams and assigned
tables.
Thank you for participating in

this workshop.
This workshop will take approximately 3 hours. You will

work with your team of 3 to develop the solutions
Break
Break
11:00
10:10
Brainstorm
12:00
11:30
11:15
Metaphor
Table 1:
Telling your story
Team 1
Team 2
Table 2:
Making teamwork
work
Team 2
Team 3
Table 3:
New kid on the
block
Team 3
Team 1
12:50
12:10
Skit
3D
Team 3
Team 1
Team 2
Team 1
Team 2
Team 3
Methods used in workshop:

5.7 Concept Metaphors and Analogies
5.10 Puppet Scenario
5.13 Concept Sketch
5.14 Concept Scenarios
Stage 1: Brainstorm
Goal: 20 ideas
Title of your concept:
,
and title your concepts
On half sheets sketch
then pin them up.
Stage 1: Brainstorm
On half sheets sket

ch and title your conc
epts,
then pin them up.
m storm ideas as if
orain
ain:stBr
e 1:
e 1.2
agBr
StagSt
financial
epts,ological or
conchn
your ec
titleo t
e n
ch and
sket ar
thtsere
On half shee
agup.e 1.2. :Yo
them
l Gates of ID, the
then pinSt
Bruain
arestth
oremBil
ideas as if
hurdles
there are no
stelor!gical or fi
oyno
tech
world is your
nancial
hurdles. You are th
e Bill Gates of ID, th
e
world is your oyster
!
m ideas as if
Stage 1.2: Brainstor rm ide
u
asnaasncifialyo
sto
gical or fi
: Br
nolo
1.3 te
chain
age eno
e ar
therSt
e
th
e.
,
ag
ID
ne
of
sto
s
e te
BillthGa
e dthite is
are .br
Yookuearan
hu
Strd
agles
e 1.3: Br
or!m ideas as if you
oyster
is yourain
woerld
ar
broke and it is the
stone age.
m ideas as if you
Stage 1.3: Brainstor
the stone age.
are broke and it is
Brainstorm final concept:
In the next 10 minutes, please

decide which concept you think
is strongest, and use the provid
visualize it. Remember, the next
ed space to
group is going to have to build
off of what you give them, so
some detail to work with.
give them
Sketch of your concept:
Goal: 20 ideas
easnew ideas
20al:id10
Goal:Go
Brief description of your conce
pt:
Goal: 10 new ideas

Goal: 10 new ideas
Goal: 5 new ideas
Goal: 5 new ideas

Goal: 5 new ideas
What you think makes your conce
pt awesome:
5.13 Concept Sketch
5.7 Concept Metaphors and Analogies
Stage 2:
Metaphor
Metaphor Instructions:
Take the prior group's selected concept and if needed

moderator at the table.
get any questions about it answered by the
rs that represent the idea or evolve it with a
Build upon the concept by brainstorming metapho

metaphor.
You will have 15 minutes for
this section.
the next phase. This one should be transferred over

You will again select your favorite to pass on for
rotate to the next table leaving your metaphor with
again
up
is
time
When
.
template
r
to the metapho
the moderator.
Metaphor
A note about Metaphors:
ations of the experience we are

Metaphors are inspirational, exaggerated manifest
striving to deliver to our stakeholders.
overall goal of the project.
Be sure to keep in mind the target user and the
think about.
me
made
that
ideas:
other
each
on
build
to
Try
metaphors:
To help with evaluation, remember that good
on of the solution
Defines the functional and emotional directi
rich with specific imagery
unication and
Provides multi-sensory direction for comm
s multiple touch
environment designversatile to work acros
points
of the future state
A good design metaphor gives you a sense
ities, products,
of the experience including the people, activ
communications, and architecture.
A Metaphor is:
Behavioral
it acts like...
Surface
it looks like...
Adoption
is similar to X + Y
Function
it works like
Construct
just like the situation
in X
In the next 10 minutes, pleas

e decide which concept you
think is strongest, and use
Remember, the next group
the provided space to visua
is going to have to build
off of what you give them
lize it.
, so give them some detai
l to work with.
Stage 3:
3D
3D instructions:
You will now build upon the prior group's chosen metaphor by building a 3D model that communicates
the concept or builds upon it. It can be a tool, a representation, a magical object, anything you can
devise that will help you solve the scenario your currently challenged with.
You will have 30

minutes for this section
Stage 3:
3D
3D instructions:
5.12 Concept Prototype
You will have 30

Stage 3:
3D
You will have 30
3D instructions:
5.7 Puppet scenarios
Stage 4:
Skit
You will have 30
Stage 4:
Skit
Skit instructions:
You should now be back to your original scenario. Work with the moderator to understand how your
original concept has evolved and then as a group create a skit to use the items created (concept,
metaphor, 3D object) and address your scenario with a solution for the hero to get their reward. One
participant should play the role of a platform that helps the hero solve the challenge and get the
reward. The skit only needs to be 1 or 2 minutes long.

You will have 30
Stage 4:
Skit
You will have 30
Skit instructions:
Skit instructions:
Workshop participants
Aashika Jain
Paul Sheetz
Paul Keck
Jaime Rivera
Ishan Bhalla
Patricia Wang
Darren Petterson
Wei
Knowl Baek
5.15 Concept Sorting

Short description of how the tool was used in this project.
Frame Solutions
6.2 Concept Evaluation

We evaluated our concepts by graphing their benefit to users, producers,
and platform owners.
6.6 Solution Diagraming

Building off of our earlier ERAF diagrams, we developed diagrams for how
the system will work, and how it would role out over three phases.
6.6 Solution Diagraming cont.
6.6 Solution Diagraming cont.
6.7 Solution Storyboard

To let poeple understand what the system would be like, we created stories
around our three major use cases.
6.7 Solution Storyboard cont.
6.7 Solution Storyboard cont.
6.10 Solution Evaluation

We created drafts of our solution storyboards and
brought back to our participants for feedback.
6.10 Solution Evaluation cont.

We also created analogy sheets for the features of our concepts. To test
which features participants found most useful.
DASHBOARD
Home page similar to app store, but featuring methods not apps.
Categories include: New methods, most shared this week,most
liked per stage. Can also show methods shared by your network or
people you follow.
DESIGN IQ
Allows designers to graphically see what their skill sets are by

assigning points to projects and classes. Also allows recruiters to
find students who have the skil mix they need.
card sort
User Research
Classes
INTERACTOR
The platform supports coversations between participants using a

variety of tools, from chat boxes to video. This gives users the
ability to reach out for questions or provide support to other users.
PROJECT TIMELINE
This feature helps people visualize and organize their design

process. Methods take up space on the timeline, and can also be
thrown into larger buckets to match with the ambiguity and
looseness of many users design processes.

VIRTUAL PROJECT ROOM
Is an interface that works like the virtual tours that architects and
interior designers use for showing a space.
This will be a virtual tour in a project room (project box) where all
the stages of the process are shown.
Its a tagging feature where multiple users can be assigned as

authors or participants of a certain method
GROUP-FEEDING
Observing users
Spring 2012
Magic inc. group
added another picture

to the project file
METHODS SEARCH
Methods and plans can be searched in many different ways: by

part in the process, by company, but users, by rating, by time
constraints, etc. This helps users quickly put together a plan or
ovecome a hurdle.
Its a feature of the platform, that gives control to the author of an
input (method, project, piece of a project, etc.) to restrict access to
just them, a certain group of people or general public.
PRIVACY SETTINGS
Methods
Add project data
Posted by:
ERAF diagram
visible
stage in process:

BACKGROUND DATA COLLECTION
Instead of having to actively upload work during or after a project, the method platform can serve as a repository of work-inprogress. Work done by teams using the platform can easily be
made visible to future users.
Its a feature of the platform were a designer can receive

the endorsement of their teammates, so they can have a
legitimization of their skills.
STUDENT ENDORCEMENTS
jawbone
Synthsys
Student
IIT ID
TEAMATE PROFILE
Share students or designers profile in terms of personality, styles of

working, how they learn better, compatibility with other styles.
SLIDE SHARE RATINGS
Sharing pieces of a project and receiving feedback from the people

that use it, share it, like it, etc. Pieces of a project can be an
application of a framework, research technique, a way of organizing
data, an ideation workshop, etc.
ALUMNI CONNECTION
Its a networking platform that connects ID alumni and students to

answer Q's about putting in practice design methods.
Its an add-on of the platform that showcases the student

projects for venture capitalists, start-ups and crowd funding
sites. This way projects that focus only on research have a
chance to be taken farther.
PRE-KICKSTARTER
Research
Alumni
IDEO
service design
Ethnographic
Realize Offerings
Business Model Canvas
The
Design
Methods
The
Business
Model
Canvas Platform
Designed for: Design Method Platform
PARTNERS
Students
KEY RESOURCES
Platform Administration
Key Partners
Key Activities
Alumni
Students
Alumni
Corporate
Corporate
Consultants
Consultants
ID
IIT -IDPotential IT partner
Media
- BusinessWeek,
IIT -partners
Potential
IT partner
FastCoDesign, DMI, Core77
DMIMedia partners -
Business
Development
Platform
Matainance
Platform
Administration
(Subscriptions/Sales/
Business
Development
(SubscripMarketing)
tions/Sales/Marketing)
Building
Infrastructure
Building
Infrastructure
Maitaining CopyRights
Maintaining
CopyRights
Establishing
Protocols
Establishing Protocols
DMI
On:
Iteration:
VALUE PROPOSITION
Value Propositions
A platform offering features,

tools and methods to plan,
A platform that offers features,
build, share, rate, store, and
tools and methods
curate
designtoprojects
for
customers
plan, build,
share,
store,
andspecific
Team rate,
building
tools
curate
design projects; help
to design
build network or team and
advancetheir
theirknowledge/Caknowledge/
advance
reer/Business.
Career/Business.
CUSTOMERRelationships
Customer
Month
No.
CUSTOMER SEGMENTS
Customer Segments
RELATIONSHIPS
Professors
Free - student
Students
- Personal and Long Term
Alumni - Automated, subscriptive
Subscription - all others
and tools for career development
Consultants
- Automated,
SubPersonal - student,
corporation
scriptive,
Tools
business
working face
tofor
face
at ID development
involving DMP
Corporate - Personal, Structure,
Automated
- online
interaction
tools
for business
development
and knowledge
Professorsof Design
Institute
Students
IIT
Alumni
Content Owners
Prospective
Students
Consultants
Corporate
Students
Alumni
Content Owners
Key Resources
Channels
Corporation - summer camp
Professors
Students
Students
Alumni
Alumni
Content Owners
Content Owners
Consultants
SeeID
CHANNELS
Myiit
LinkedIn
ID curriculum
101 Design Methods Book
Social
Media
Online/Internet/Mobile
KEY ACTIVITES
Professors
Consultants
COSTS
Fixed Costs - Systems and Servers to maintain platform.
Consultants
Corporation - sponsors
Public
101 Design Methods Site
REVENUE STREAMS
Cost Structure
Subscriptions
from Alumni and Design Consultants
Revenue
Streams
Fixed Costs - Systems and Servers to maintain platform.

Professors
Variable
Costs - Sales, Resources, Adverstising, Development and Professors
Account Managers
Subscriptions from Alumni and Design Consultants for building team/network, information
storage,
maintaining profile, and using platform methods.
Advertising
and Promotion
Corporate recruiting and job postings
Corporateand
sponsorship
in design projects
Advertising
Promotion
Corporate
sponsorship
in
design projects
Selling Data
Selling Data
Variable Costs - Sales, Resources, Advertising, Development and

Account Managers
Day
Dedicated representation large corporate partner
BusinessWeek,
FastCoDesign, DMI, Core77
Designed by: Vijay, Scott, Drew and Rodrigo
Corporate recruiting and job postings
Year

Using Design Methods To Create A Design Methods Educational Platform

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Using Design Methods To Create A Design Methods Educational Platform

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Scott Massing

The IDesign Methods Platform

The goal of this project is to plan and

1.10 Convergence Map

2.1 Contextual Research Plan

1.12 Initial Opportunity Maps

2.7 Analogous Models

1.14 Intent Statement

5.3 Value Hypothesis

6.6 Solution Diagraming

5.5 Ideation Session

6.7 Solution Storyboard

5.7 Concept Metaphors and

6.10 Solution Evaluation

5.8 Role-Play Ideation

5.13 Concept Sketch

3.1 Research Participant map

4.2 Insights Sorting

5.14 Concept Scenarios

3.15 User Observation

4.5 ERAF Systems Diagram

5.15 Concept Sorting

5.10 Puppet Scenario

1.14 Intent Statement

A platform that helps

for repeatable innovations

1.12 Initial Opportunity Maps

especific books or seminars

traditional business schools

4.5 ERAF Systems Diagram

Design Methods Platform

2.1 Contextual Research Plan

Design Schools, Firms and Blogs

Design Firms, Coporate Design

Google Trends, Amazon and Social Media

2.7 Analogous Models

Enable businesses to generate new ideas

2.7 Analogous Models

Learn software, creative, & business skills

Majority of content is codified

Enterprise and Pro models

2.7 Analogous Models

Resulted from grad student thesis

1.10 Convergence Map

knowledge free, services around it

lower entry barriers to develop

virtual research tools growin

softskills like empathy will require onsite learning,

MBA not as relevant in a global

internal corp innovation tools

only 25% of corp said good at concept &

Creativity Quotient new term from

Innovation CEO top concern

CIOs seen as keeper of corp. innovation?

consultancies need to sell &

ERP systems seem to have neglected

there are many innovation methods, with no

3.1 Research Participant map

Matt Mayfield - Assistant Dean

Guillermo Krovblit - Peapod labs

Lawrence Abrahamson - IDEO

3.15 User Observation Database

Jennifer Lee is an educatorturned-researcher who utilizes her