Front Cover......Page 1
Contextual Design......Page 2
Contextual Design......Page 4
Copyright......Page 5
Acclaim for Contextual Design: Design for Life......Page 6
Dedication......Page 8
Contents......Page 10
Acknowledgments......Page 16
1 - Gathering User Data......Page 20
1 - Introduction......Page 22
Design for life: the Cool Project......Page 27
Immersion: tuning intuition and design thinking......Page 34
Design in teams......Page 38
Contextual Design V2......Page 40
Chapter 2: User data drives design. User-centered design starts from the recognition that all innovation has to start with an un.........Page 41
Chapter 5: From data to insight: Contextual Design Models. Just asking designers to go out in the field and run inquiries is a b.........Page 42
Chapter 8: The Traditional Models. The Traditional Contextual Design Models introduced in the first edition of this book are sti.........Page 43
Chapter 11: Ideation—Visioning and the Cool Drilldown. Good product design ensures that the life of the user is enhanced, enlive.........Page 44
Chapter 14: The User Environment Design. Storyboards ensure the tasks and the flow of life are coherent, but they don’t keep the.........Page 45
Chapter 16: Making it real. In Contextual Design we drive product concept and structure from a deep understanding of the users’ .........Page 46
Chapter 19: Project planning and execution. Having described the techniques of Contextual Design, we step back to talk about how.........Page 47
Chapter 20: Conclusion. In this brief concluding chapter of the book we return to the core principles of Contextual Design: imme.........Page 48
2 - User Data Drives Design......Page 50
The challenge of design data......Page 51
You can’t just ask for design data......Page 53
Deep insight comes from the field......Page 56
Dealing with the data as a team......Page 59
3 - Principles of Contextual Inquiry......Page 62
The master/apprentice model......Page 64
The four principles of Contextual Inquiry......Page 68
Context......Page 69
Abstract versus concrete data. Humans love to abstract. It’s much easier to lump a dozen similar events together than to get all.........Page 70
Experienced motives versus reports. Because researchers are with users in their real-life contexts, they can sense the user’s fe.........Page 73
Partnership......Page 74
Withdrawal and return. The example above illustrates the pattern of interaction in a Contextual Inquiry. The user is engrossed i.........Page 76
Avoiding other relationship models. Adopting the attitudes and behaviors of the master/apprentice relationship model ensures the.........Page 77
Interpretation......Page 79
Share your interpretations. If the data that matters is your interpretation, you must make sure the interpretation is correct, a.........Page 80
Listen for the “no”. An interviewer’s assumptions can easily be wrong, their interpretations may be wrong—and so their goal must.........Page 82
Focus......Page 83
Setting project focus. To move the team forward in a shared inquiry, the team needs a shared understanding of what the project i.........Page 85
Focus reveals and conceals. If focus reveals detail within the area it covers, it tends to conceal other aspects of the user’s w.........Page 86
The Contextual Interview structure......Page 89
Starting: getting an overview......Page 90
The Contextual Interview proper......Page 91
Cool Concepts in the Contextual Interview......Page 93
The wrap-up......Page 94
Tailoring the interview......Page 96
4 - The Interpretation Session......Page 100
Building a shared understanding......Page 101
The structure of an Interpretation Session......Page 103
Who participates......Page 104
The interviewer. The interviewer is the one who interviewed the user. They are the team’s informant, describing everything just .........Page 105
The recorder. The recorder keeps notes of the meeting online displayed, so everyone can see them using a monitor or projector. T.........Page 107
Modelers. Modelers draw Contextual Design models on flip charts as they hear relevant data. When you start the project, decide w.........Page 108
The moderator. The moderator is the stage manager for the whole meeting. Any meeting has a mainline conversation—the discussion .........Page 109
Running the session......Page 110
Use a cross-functional team......Page 114
Pick a process and stick to it. Typical corporate methodologies for product development provide general outlines about what to d.........Page 115
Know and articulate the purpose of themeeting. This is a simple meeting principle, but it’s at the center of any successful cr.........Page 116
Assign roles, responsibilities, andarticulate expectations of participation. Depending on the purpose of the meeting, we defin.........Page 117
Moderate and self-monitor. Any creative meeting can get off track. Sometimes, after we have taught clients how to run Contextual.........Page 118
Have a space. “Working as a team” traditionally means breaking the design problem into small bits and assigning it to individual.........Page 119
Manage interpersonal dynamics......Page 120
Name behavior to raise awareness. A concept like “mainline conversation” is introduced to the team so they know what they are su.........Page 121
Provide a way to handle problem behaviors. Problem behaviors are rarely caused by people trying to make trouble. Usually, they a.........Page 122
Design a creative team culture......Page 123
2 - Revealing the World......Page 126
5 - From Data to Insight: Contextual Design Models......Page 128
Models reveal what matters......Page 129
Graphical representations give the big picture......Page 134
Consolidation thinking: induction......Page 136
Design communication: using data to drive design......Page 141
Putting models into action......Page 144
6 - The Affinity Diagram......Page 146
Building the Affinity Diagram......Page 148
Building the Affinity as a team......Page 157
Design communication and the Affinity Diagram......Page 162
7 - Building Experience Models......Page 166
Collecting the data in the field......Page 168
Capturing during the Interpretation Session......Page 173
Consolidating the Day-in-the-Life Model......Page 174
Collect observations into the framework. Once you have a workable framework, start consolidating your individual data onto it. I.........Page 178
Choose the message and the stories. Once you have collected the key observations, you have to decide what message you want to co.........Page 179
Communication design. Using a variant of our Day-in-the-Life Model templates, tune it for your stories and framework. Remember, .........Page 180
Working in teams......Page 185
The Identity Model......Page 186
Collecting the data......Page 189
Capturing during the Interpretation Session......Page 191
Consolidating the Identity Model......Page 194
Collect observation into potential identity elements. The job of consolidation is to find the aspects of self which go together .........Page 195
Name the identity element. Now the team must choose the names for the elements. Getting the name right is the hardest part. The .........Page 196
Put the elements in the background sections. Try different groupings of the identity elements to decide on how to place them the.........Page 197
Communication design. Communication design of the graphic for the Identity Model is easy. Just put your elements and other parts.........Page 198
Modeling Connection......Page 200
Collecting the data......Page 202
Consolidating the Relationship Model......Page 204
Collecting the data......Page 208
Capturing during the Interpretation Session......Page 210
Find the key collaboration activities and generate insight. Start by grouping your mini diagrams into the primary collaboration .........Page 211
Design a background representation. The main message will drive the graphic. Here are some approaches we have taken......Page 213
Interaction-centered. The interaction-centered Collaboration Model may include a concept of role but sees the specific interact.........Page 214
: Once the team determines their message and approach, the right background structure will become clear—though it may well take .........Page 216
Collecting, interpreting, and using the data in the Affinity......Page 221
Creating the Sensation Board......Page 222
Conclusion......Page 225
8 - Traditional Contextual Design Models......Page 226
The Sequence Model......Page 228
Collecting the data......Page 229
Capturing during the interpretation session......Page 230
Consolidating the data......Page 232
Communication design......Page 235
Decision Point Models......Page 236
The Physical Model......Page 240
Personas......Page 244
Consolidating data for personas......Page 246
The Power of Models......Page 248
3 - Reinventing Life: Ideation with User Data......Page 250
9 - Inventing the Next Product Concept......Page 252
Practical innovation......Page 254
User data drives innovation......Page 260
People are part of the secret sauce......Page 263
The challenge of design for life......Page 266
A design process for invention......Page 268
10 - The Bridge From Data to Design: The Wall Walk......Page 272
Walking the Affinity......Page 275
Making lists: creating a focus for creativity......Page 278
Walking the Experience Models......Page 281
Day-in-the-Life: fit technology with the place, time, and situations of life......Page 282
Identity Model: enhance the expression of self......Page 283
The Relationship Model: support real relationships......Page 286
Collaboration Model: support the daily collaboration of work and life......Page 288
Sensation Board: create sensual delight......Page 289
Sequence Models: improve the steps of a task......Page 291
The Physical Model: redesigning and learning from space......Page 293
11 - Ideation: Visioning and the Cool Drilldown......Page 296
Visioning......Page 298
Creating a common direction through evaluation......Page 304
Identifying product concepts......Page 308
The Cool Drilldown......Page 314
4 - Defining the Product......Page 320
12 - The Challenge of Product Design......Page 322
Keeping life coherent......Page 324
Scenario versus structural reasoning......Page 327
Separating conversations......Page 331
Team size......Page 333
13 - Storyboards......Page 334
Building a storyboard......Page 339
The storyboard review......Page 344
14 - The User Environment Design......Page 350
The User Environment Design elements......Page 356
Building the User Environment Design from storyboards......Page 362
The user interface and product structure......Page 370
Seeing Product Structure......Page 371
User Environment Design Walk-throughs......Page 377
The right team......Page 384
Seeing interaction patterns......Page 387
Innovation and interaction patterns......Page 397
Building interaction patterns from the user environment design......Page 402
5 - Making It Real......Page 408
16 - Making It Real......Page 410
Validating with users......Page 412
Driving design conversations with users......Page 415
Contextual Design prototyping and other methods......Page 419
Prototyping as a business technique......Page 422
Product planning and strategy......Page 424
Ship themes supporting an intent......Page 427
Project planning and execution......Page 429
17 - Validating the Design......Page 434
Building a paper prototype......Page 438
Running a prototype interview......Page 442
Setup. Prototype interviews, like any Contextual Inquiry, need to be set up in advance so that everyone knows what to expect. Us.........Page 447
Transition. Once you’ve found a set of appropriate situations to recreate, choose one to start with and transition to the protot.........Page 448
The interview. Once you have the prototype out and ready, move the user into interacting with it. If you’re reproducing a recent.........Page 449
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.........Page 451
Going online. The first two rounds of prototyping should be in paper and in person, for all the reasons we listed above. But aft.........Page 452
The Interpretation Session......Page 454
Design iteration......Page 456
Completing the design......Page 458
18 - Prioritization and Rollout......Page 462
Planning a series of releases......Page 464
Partitioning a release for implementation......Page 474
Driving concurrent implementation......Page 478
19 - Project Planning and Execution......Page 484
Forming the cross-functional team......Page 485
Setting project scope......Page 488
Setting project focus......Page 491
Determine the interviewing situation......Page 494
Deciding who to interview......Page 497
Setting the interview focus......Page 501
Planning the schedule......Page 502
Managing the team......Page 507
Cognitive style and working teams......Page 509
User-centered design. Everything we do starts with the user and ends with user validation. We form our understanding through fie.........Page 514
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.........Page 515
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.........Page 516
Design by teams. Techniques for managing teams are never an afterthought in Contextual Design. Every piece of the method has bee.........Page 517
Name what you want to control. Throughout the process, one key technique for managing teams is to name the concepts we want team.........Page 518
The user is the arbiter. We end this list of principles where we began: with the user. Throughout Contextual Design, we never fo.........Page 519
C......Page 522
E......Page 524
I......Page 525
L......Page 526
P......Page 527
S......Page 528
U......Page 529
Z......Page 530
Back Cover......Page 531