E-Book, Englisch, 530 Seiten
Reihe: Interactive Technologies
Design for Life
E-Book, Englisch, 530 Seiten
Reihe: Interactive Technologies
ISBN: 978-0-12-801136-2
Verlag: Elsevier Reference Monographs
Format: PDF
Kopierschutz: Adobe DRM (»Systemvoraussetzungen)
Karen Holtzblatt is a co-founder of InContext Enterprises, Inc., a firm that works with companies, coaching teams to design products, product strategies, and information systems from customer data. Karen Holtzblatt developed the Contextual Inquiry field data gathering technique that forms the core of Contextual Design and is now taught and used world-wide.
Autoren/Hrsg.
Weitere Infos & Material
1;Contextual Design;2
2;Contextual Design;4
3;Copyright;5
4;Acclaim for Contextual Design: Design for Life;6
5;Dedication;8
6;Contents;10
7;Acknowledgments;16
8;1 - Gathering User Data;20
8.1;1 - Introduction;22
8.1.1;Design for life: the Cool Project;27
8.1.2;Immersion: tuning intuition and design thinking;34
8.1.3;Design in teams;38
8.1.4;Contextual Design V2;40
8.1.4.1;Part 1: Gathering user data;41
8.1.4.1.1;Chapter 2: User data drives design. User-centered design starts from the recognition that all innovation has to start with an un...;41
8.1.4.1.2;Chapter 3: Principles of Contextual Inquiry. Contextual Inquiry is the core field research process of Contextual Design. In this...;42
8.1.4.1.3;Chapter 4: The Interpretation Session. Gathering data isn’t enough—the insights need to be shared across the team so that everyo...;42
8.1.4.2;Part 2: Revealing the world;42
8.1.4.2.1;Chapter 5: From data to insight: Contextual Design Models. Just asking designers to go out in the field and run inquiries is a b...;42
8.1.4.2.2;Chapter 6: The Affinity Diagram. Any type of ethnographic or qualitative data is hard to organize. It’s complex and unstructured...;43
8.1.4.2.3;Chapter 7: Building Experience Models. Contextual Design 2.0 introduces a new set of models, the Experience Models, derived from...;43
8.1.4.2.4;Chapter 8: The Traditional Models. The Traditional Contextual Design Models introduced in the first edition of this book are sti...;43
8.1.4.3;Part 3: Reinventing life;44
8.1.4.3.1;Chapter 9: Inventing the next productconcept. More than ever, technology is inextricably integrated into daily life; designer...;44
8.1.4.3.2;Chapter 10: From data to design—the Wall Walk. At the core of innovation is immersion in the world of the user. Having produced ...;44
8.1.4.3.3;Chapter 11: Ideation—Visioning and the Cool Drilldown. Good product design ensures that the life of the user is enhanced, enlive...;44
8.1.4.4;Part 4: Defining the product;45
8.1.4.4.1;Chapter 12: The challenge of product design. Products aren’t just standalone tools, particularly not in this day and age. Produc...;45
8.1.4.4.2;Chapter 13: Storyboards. Telling stories of how people will work in the new system we’re designing helps the team keep the user’...;45
8.1.4.4.3;Chapter 14: The User Environment Design. Storyboards ensure the tasks and the flow of life are coherent, but they don’t keep the...;45
8.1.4.4.4;Chapter 15: Interaction Patterns. The User Environment Design lays out the structure of the new system. It doesn’t define the lo...;46
8.1.4.5;Part 5: Making it real;46
8.1.4.5.1;Chapter 16: Making it real. In Contextual Design we drive product concept and structure from a deep understanding of the users’ ...;46
8.1.4.5.2;Chapter 17: Validating the design. Testing is an important part of any product’s development process, and it’s generally accepte...;47
8.1.4.5.3;Chapter 18: Prioritization and rollout. Your Contextual Design project will produce a larger design than you can build in one ve...;47
8.1.4.5.4;Chapter 19: Project planning and execution. Having described the techniques of Contextual Design, we step back to talk about how...;47
8.1.4.5.5;Chapter 20: Conclusion. In this brief concluding chapter of the book we return to the core principles of Contextual Design: imme...;48
8.2;2 - User Data Drives Design;50
8.2.1;The challenge of design data;51
8.2.2;You can’t just ask for design data;53
8.2.3;Deep insight comes from the field;56
8.2.4;Dealing with the data as a team;59
8.3;3 - Principles of Contextual Inquiry;62
8.3.1;The master/apprentice model;64
8.3.2;The four principles of Contextual Inquiry;68
8.3.2.1;Context;69
8.3.2.1.1;Summary data versus ongoing experience. People are taught from an early age to summarize. If you ask a friend about a movie she ...;70
8.3.2.1.2;Abstract versus concrete data. Humans love to abstract. It’s much easier to lump a dozen similar events together than to get all...;70
8.3.2.1.3;Experienced motives versus reports. Because researchers are with users in their real-life contexts, they can sense the user’s fe...;73
8.3.2.2;Partnership;74
8.3.2.2.1;Withdrawal and return. The example above illustrates the pattern of interaction in a Contextual Inquiry. The user is engrossed i...;76
8.3.2.2.2;Avoiding other relationship models. Adopting the attitudes and behaviors of the master/apprentice relationship model ensures the...;77
8.3.2.3;Interpretation;79
8.3.2.3.1;Share your interpretations. If the data that matters is your interpretation, you must make sure the interpretation is correct, a...;80
8.3.2.3.2;Listen for the “no”. An interviewer’s assumptions can easily be wrong, their interpretations may be wrong—and so their goal must...;82
8.3.2.4;Focus;83
8.3.2.4.1;Setting project focus. To move the team forward in a shared inquiry, the team needs a shared understanding of what the project i...;85
8.3.2.4.2;Focus reveals and conceals. If focus reveals detail within the area it covers, it tends to conceal other aspects of the user’s w...;86
8.3.3;The Contextual Interview structure;89
8.3.3.1;Starting: getting an overview;90
8.3.3.2;The transition;91
8.3.3.3;The Contextual Interview proper;91
8.3.3.4;Cool Concepts in the Contextual Interview;93
8.3.3.5;The wrap-up;94
8.3.3.6;Tailoring the interview;96
8.4;4 - The Interpretation Session;100
8.4.1;Building a shared understanding;101
8.4.2;The structure of an Interpretation Session;103
8.4.2.1;Who participates;104
8.4.2.2;Roles;105
8.4.2.2.1;The interviewer. The interviewer is the one who interviewed the user. They are the team’s informant, describing everything just ...;105
8.4.2.2.2;The recorder. The recorder keeps notes of the meeting online displayed, so everyone can see them using a monitor or projector. T...;107
8.4.2.2.3;Modelers. Modelers draw Contextual Design models on flip charts as they hear relevant data. When you start the project, decide w...;108
8.4.2.2.4;The moderator. The moderator is the stage manager for the whole meeting. Any meeting has a mainline conversation—the discussion ...;109
8.4.2.2.5;Participants. Every participant listens to the story of the interview, asks questions for understanding, and develops their own ...;110
8.4.2.3;Running the session;110
8.4.3;Working in teams;114
8.4.3.1;Use a cross-functional team;114
8.4.3.2;Structure design meetings for creativity;115
8.4.3.2.1;Pick a process and stick to it. Typical corporate methodologies for product development provide general outlines about what to d...;115
8.4.3.2.2;Know and articulate the purpose of themeeting. This is a simple meeting principle, but it’s at the center of any successful cr...;116
8.4.3.2.3;Assign roles, responsibilities, andarticulate expectations of participation. Depending on the purpose of the meeting, we defin...;117
8.4.3.2.4;Moderate and self-monitor. Any creative meeting can get off track. Sometimes, after we have taught clients how to run Contextual...;118
8.4.3.2.5;Have a space. “Working as a team” traditionally means breaking the design problem into small bits and assigning it to individual...;119
8.4.3.3;Manage interpersonal dynamics;120
8.4.3.3.1;Name behavior to raise awareness. A concept like “mainline conversation” is introduced to the team so they know what they are su...;121
8.4.3.3.2;Make sure people are heard. The single biggest complaint in design meetings is people feeling unheard. People who feel unheard e...;122
8.4.3.3.3;Provide a way to handle problem behaviors. Problem behaviors are rarely caused by people trying to make trouble. Usually, they a...;122
8.4.3.3.4;Keep people engaged. People can’t stand being bored or sitting around waiting for their turn to participate. If there is not eno...;123
8.4.3.4;Design a creative team culture;123
9;2 - Revealing the World;126
9.1;5 - From Data to Insight: Contextual Design Models;128
9.1.1;Models reveal what matters;129
9.1.2;Graphical representations give the big picture;134
9.1.3;Consolidation thinking: induction;136
9.1.4;Design communication: using data to drive design;141
9.1.5;Putting models into action;144
9.2;6 - The Affinity Diagram;146
9.2.1;Building the Affinity Diagram;148
9.2.2;Building the Affinity as a team;157
9.2.3;Design communication and the Affinity Diagram;162
9.3;7 - Building Experience Models;166
9.3.1;The Day-in-the-Life Model;168
9.3.1.1;Collecting the data in the field;168
9.3.1.2;Capturing during the Interpretation Session;173
9.3.1.3;Consolidating the Day-in-the-Life Model;174
9.3.1.3.1;Create the graphic framework. The first step in consolidation is to identity the best framework to use to collect individual dat...;178
9.3.1.3.2;Collect observations into the framework. Once you have a workable framework, start consolidating your individual data onto it. I...;178
9.3.1.3.3;Choose the message and the stories. Once you have collected the key observations, you have to decide what message you want to co...;179
9.3.1.3.4;Communication design. Using a variant of our Day-in-the-Life Model templates, tune it for your stories and framework. Remember, ...;180
9.3.2;Working in teams;185
9.3.3;The Identity Model;186
9.3.3.1;Collecting the data;189
9.3.3.2;Capturing during the Interpretation Session;191
9.3.3.3;Consolidating the Identity Model;194
9.3.3.3.1;Collect observation into potential identity elements. The job of consolidation is to find the aspects of self which go together ...;195
9.3.3.3.2;Name the identity element. Now the team must choose the names for the elements. Getting the name right is the hardest part. The ...;196
9.3.3.3.3;Put the elements in the background sections. Try different groupings of the identity elements to decide on how to place them the...;197
9.3.3.3.4;Communication design. Communication design of the graphic for the Identity Model is easy. Just put your elements and other parts...;198
9.3.4;Modeling Connection;200
9.3.5;The Relationship Model;202
9.3.5.1;Collecting the data;202
9.3.5.2;Capturing during the Interpretation Session;204
9.3.5.3;Consolidating the Relationship Model;204
9.3.6;The Collaboration Model;208
9.3.6.1;Collecting the data;208
9.3.6.2;Capturing during the Interpretation Session;210
9.3.6.3;Consolidating the Collaboration Model;211
9.3.6.3.1;Find the key collaboration activities and generate insight. Start by grouping your mini diagrams into the primary collaboration ...;211
9.3.6.3.2;Design a background representation. The main message will drive the graphic. Here are some approaches we have taken;213
9.3.6.3.3;Interaction-centered. The interaction-centered Collaboration Model may include a concept of role but sees the specific interact...;214
9.3.6.3.4;Story-based consolidation. Models show the structure of how things are done, how roles and interactions are organized, and strat...;216
9.3.6.3.4.1;: Once the team determines their message and approach, the right background structure will become clear—though it may well take ...;216
9.3.7;Sensation Boards;221
9.3.7.1;Collecting, interpreting, and using the data in the Affinity;221
9.3.7.2;Creating the Sensation Board;222
9.3.8;Conclusion;225
9.4;8 - Traditional Contextual Design Models;226
9.4.1;The Sequence Model;228
9.4.1.1;Collecting the data;229
9.4.1.2;Capturing during the interpretation session;230
9.4.1.3;Consolidating the data;232
9.4.1.4;Communication design;235
9.4.2;Decision Point Models;236
9.4.3;The Physical Model;240
9.4.4;Personas;244
9.4.4.1;Consolidating data for personas;246
9.4.5;The Power of Models;248
10;3 - Reinventing Life: Ideation with User Data;250
10.1;9 - Inventing the Next Product Concept;252
10.1.1;Practical innovation;254
10.1.2;User data drives innovation;260
10.1.3;People are part of the secret sauce;263
10.1.4;The challenge of design for life;266
10.1.5;A design process for invention;268
10.2;10 - The Bridge From Data to Design: The Wall Walk;272
10.2.1;Walking the Affinity;275
10.2.2;Making lists: creating a focus for creativity;278
10.2.3;Walking the Experience Models;281
10.2.3.1;Day-in-the-Life: fit technology with the place, time, and situations of life;282
10.2.3.2;Identity Model: enhance the expression of self;283
10.2.3.3;The Relationship Model: support real relationships;286
10.2.3.4;Collaboration Model: support the daily collaboration of work and life;288
10.2.3.5;Sensation Board: create sensual delight;289
10.2.4;Walking the Traditional Contextual Design Models;291
10.2.4.1;Sequence Models: improve the steps of a task;291
10.2.4.2;The Decision Point Model: supporting choices;293
10.2.4.3;The Physical Model: redesigning and learning from space;293
10.3;11 - Ideation: Visioning and the Cool Drilldown;296
10.3.1;Visioning;298
10.3.1.1;Creating a common direction through evaluation;304
10.3.1.2;Identifying product concepts;308
10.3.2;The Cool Drilldown;314
11;4 - Defining the Product;320
11.1;12 - The Challenge of Product Design;322
11.1.1;Keeping life coherent;324
11.1.2;Scenario versus structural reasoning;327
11.1.3;Design in teams;331
11.1.3.1;Separating conversations;331
11.1.3.2;Team size;333
11.2;13 - Storyboards;334
11.2.1;Building a storyboard;339
11.2.2;The storyboard review;344
11.3;14 - The User Environment Design;350
11.3.1;The User Environment Design elements;356
11.3.2;Building the User Environment Design from storyboards;362
11.3.3;The user interface and product structure;370
11.3.4;Seeing Product Structure;371
11.3.5;User Environment Design Walk-throughs;377
11.4;15 - Interaction Patterns;384
11.4.1;The right team;384
11.4.2;Seeing interaction patterns;387
11.4.3;Innovation and interaction patterns;397
11.4.4;Building interaction patterns from the user environment design;402
12;5 - Making It Real;408
12.1;16 - Making It Real;410
12.1.1;Validating with users;412
12.1.1.1;Driving design conversations with users;415
12.1.1.2;Contextual Design prototyping and other methods;419
12.1.1.3;Prototyping as a business technique;422
12.1.2;Product planning and strategy;424
12.1.2.1;Ship themes supporting an intent;427
12.1.3;Project planning and execution;429
12.2;17 - Validating the Design;434
12.2.1;Building a paper prototype;438
12.2.2;Running a prototype interview;442
12.2.3;The structure of an interview;447
12.2.3.1;Setup. Prototype interviews, like any Contextual Inquiry, need to be set up in advance so that everyone knows what to expect. Us...;447
12.2.3.1.1;Introduction. Start by introducing yourself and the focus of your design, including the kind of activities the design supports. ...;448
12.2.3.1.2;Transition. Once you’ve found a set of appropriate situations to recreate, choose one to start with and transition to the protot...;448
12.2.3.1.3;The interview. Once you have the prototype out and ready, move the user into interacting with it. If you’re reproducing a recent...;449
12.2.3.1.4;Wrap-up. The final wrap-up of a prototype interview starts with a simple summary of the key points that came up during the inter...;451
12.2.3.1.5;Going online. The first two rounds of prototyping should be in paper and in person, for all the reasons we listed above. But aft...;452
12.2.4;The Interpretation Session;454
12.2.5;Design iteration;456
12.2.6;Completing the design;458
12.3;18 - Prioritization and Rollout;462
12.3.1;Planning a series of releases;464
12.3.2;Partitioning a release for implementation;474
12.3.3;Driving concurrent implementation;478
12.4;19 - Project Planning and Execution;484
12.4.1;Forming the cross-functional team;485
12.4.2;Setting project scope;488
12.4.3;Setting project focus;491
12.4.4;Determine the interviewing situation;494
12.4.5;Deciding who to interview;497
12.4.6;Setting the interview focus;501
12.4.7;Planning the schedule;502
12.4.8;Managing the team;507
12.4.9;Cognitive style and working teams;509
12.5;20 - Conclusion;514
12.5.1;User-centered design. Everything we do starts with the user and ends with user validation. We form our understanding through fie...;514
12.5.1.1;Design for life. User data is a given, but core insight of the Cool Project was that design for life is not the same as design f...;515
12.5.1.1.1;Immersion. Hearing about the user is one thing; understanding and embodying knowledge about the user at a gut level is another. ...;516
12.5.1.1.2;Take multiple perspectives on a problem. There’s rarely only one useful way to look at a problem and in Contextual Design we rar...;516
12.5.1.1.3;Design by humans. It’s a core principle of all our techniques that we have to work with the strengths and limitations of being h...;516
12.5.1.1.4;Design by teams. Techniques for managing teams are never an afterthought in Contextual Design. Every piece of the method has bee...;517
12.5.1.1.5;Externalize conversations. Every team conversation in Contextual Design has an externalized form. The discussion about implicati...;518
12.5.1.1.6;Name what you want to control. Throughout the process, one key technique for managing teams is to name the concepts we want team...;518
12.5.1.1.7;The user is the arbiter. We end this list of principles where we began: with the user. Throughout Contextual Design, we never fo...;519
13;Index;522
13.1;A;522
13.2;B;522
13.3;C;522
13.4;D;524
13.5;E;524
13.6;F;525
13.7;G;525
13.8;H;525
13.9;I;525
13.10;K;526
13.11;L;526
13.12;M;527
13.13;N;527
13.14;O;527
13.15;P;527
13.16;Q;528
13.17;R;528
13.18;S;528
13.19;T;529
13.20;U;529
13.21;V;530
13.22;W;530
13.23;Z;530
