Collaborative Product Design by Govella, Austin -- Read -- Imperial Library of Trantor

Index

[ Preface ] Part I. Design and Collaboration

Chapter 1. The Elements of Design: Think-Make-Check and the Four Models

Think, Make, Check: What Designers Do Design’s Four Concerns: Users, Interfaces, Interactions, and Systems

Chapter 2. Fidelity: Check the Right Things with the Right People

Fidelity Changes What’s Included in the Model The Model’s Fidelity Affects Iteration Think-Make-Check Means Design Requires Collaboration

Chapter 3. The Elements of Collaboration: Shared Understanding, Inclusion, and Trust

Share Understanding, the First Principle of Collaboration Include Everyone, the Second Principle of Collaboration Trust Everyone, the Most Important Principle of Collaboration Collaboration Is the Key to Better Products

Chapter 4. Collaboration in Practice: Frame, Facilitate, and Finish

Collaboration Is Its Own Problem Collaboration Has a Repeatable Structure Collaboration Starts with a Frame Finish Collaboration with a Captured Outcome Facilitate Collaboration Through Four Steps Formal and Informal Collaboration Design and Collaboration, All Together Now

Part II. Project Strategy

Chapter 5. The Strategic Landscape

Strategy Is About Change Drivers Explain Why to Change Barriers Explain What Blocks Change Goals and Getting to the Future State Innovating at the Right Altitude Focus Teams on the Right Goals

Chapter 6. Identify Project Goals with Goal Mapping

How Goal Mapping Works Activity 1: Generate and Share Everyone’s Project Goals Activity 2: Group Goals to Find Common Themes Activity 3: Prioritize Project Goals Identify Goals in Casual Conversations Shared, Prioritized Goals Fuel Better Teams

Chapter 7. Identify a Concrete Vision for Success

How Future-State Envisioning Works Activity 1: Generate Issues That Exist in the Current State Activity 2: Generate Successes That Exist in the Current State Activity 3: Generate Concrete Visions of What People Do in the Ideal Future Activity 4: Map Metrics to Future Behaviors Vision Focuses the Team on Success, not Features

Chapter 8. Document and Share Project Goals and Vision

Document Goals to Provide Important Context Document Vision to Show the Big Picture Check the Goals and Vision with the Team Teams Need to Constantly Reference Goals and Vision

Part III. Users

Chapter 9. Users and User Research

Personas vs. Profiles vs. Roles vs. Archetypes Tasks, Contexts, and Influencers Motivations, Goals, and Jobs-to-Be-Done Project Goals Reveal the Attributes Your User Model Needs Select Research Methods Based on User Attributes and Project Goals Good User Models Evolve With the Product

Chapter 10. Identify Users with the Bull’s-Eye Canvas

How User Identification Works Activity 1: Generate Direct Users Activity 2: Generate Indirect Users Activity 3: Generate Extended Users Build the Right Product for the Right User

Chapter 11. Explore User Attributes with the Profile Canvas

How the User Profile Canvas Works Activity 1: Generate Tasks and Contexts Activity 2: Analyze Tasks to Identify the User’s Goal Activity 3: Generate User Pain Points Activity 4: Generate User Gains Explore User Attributes to Build Better Products

Chapter 12. User Needs and Preferences with the Attribute Grid

How the Attribute Grid Works Activity 1: Generate Attributes to Reveal the Landscape Activity 2: Refine Attributes to Remove Noise Activity 3: Understand Patterns and Outliers in User Behaviors Activity 4: Review to Build Shared Vision with Broader Team and Stakeholders The Attribute Grid Lays the Foundation for Personas

Chapter 13. Document and Share User Models

User Models Answer Four Different Questions Two Types of User Models: Rationales and Guidelines User Models Come in Three Formats Three Ways to Communicate User Attributes Five Other Things to Include in User Models Show Multiple Users Side-by-Side Focus on a Single User with One-Sheets Share User Models in Other Ways Make User Models in the Format You Will Review Them User Models Are Powerful Reference Tools

Part IV. Interactions

Chapter 14. Elements of Interactions

Three Types of Interaction Models Touchpoints Have Four Building Blocks Length, Depth, and Point of View Phases and Moments of Truth As-Is or To-Be, Looking Forward and Back Tailor Interaction Models to Project and Team Needs

Chapter 15. Identify What to Build with Touchpoint Maps

How Touchpoint Maps Work Activity 1: Clarify the Scenario Activity 2: Generate Tasks Activity 3: Refine Tasks and Sequence Conversations Around Touchpoint Diagrams Touchpoint Maps Reveal Discrete Parts of the Experience

Chapter 16. Understand How Products Fit Together with Journey Maps

How Journey and Experience Maps Work Activity 1: Generate Touchpoints Activity 2: Analyze the Journey’s Structure Activity 3: Explore Touchpoints in Detail Journey Maps Reveal Secrets to Better Products

Part V. Interfaces

Chapter 17. The Visible and Invisible Parts of an Interface

The Four Visible Parts of an Interface The Invisible Parts of an Interface The Invisible Parts of the Interface Are Most Important

Chapter 18. Design Interfaces with 4-Corners

How 4-Corners Works Activity 1: Identify the Interface User Activity 2: Identify the User’s Task Activity 3: Identify the Next Step Activity 4: Identify the Previous Step Activity 5: Identify Interface Content Activity 6: Identify Functionality 4-Corners for Wireframes, Mockups, and Prototypes 4-Corners for More Than Just Screens 4-Corners Creates a Shared, Holistic Vision of the Interface

Chapter 19. Strategies for Sketching Interfaces

Activity: Group Sketching to Create a Single, Shared Vision Activity: Individual Sketching to Reveal Competing Perspectives Activity: 6-8-5 Sketching to Generate Multiple Directions Additional Things to Think About When Sketching Trust Others to Make Interfaces on Their Own

Chapter 20. Choose the Right Interface Model: Wireframes, Comps, or Prototypes

Five Types of Interface Models (and the Actual Product) Five Kinds of Interface Fidelity Three Ways to Make Interface Models Different Models Support Different Interface Fidelity Use the Lowest Fidelity Possible to Reduce Iteration Time Adjust Fidelity for Your Audience

Part VI. Checks

Chapter 21. Checks (and Balances)

Checks Start with the Finish Frame the Check Facilitate the Check Transform Feedback into Gold Stick the Finish Keep the Faith

[ Index ]

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