1. CCT333: Imagining the Audience in a Wired World Class 3: Design process

2. Administration Questions on first assignment (reminder – due two weeks from now, in class, hard copy please.) Questions on first assignment (reminder – due two weeks from now, in class, hard copy please.)

3. Components of Design Process Understanding Understanding Envisionment Envisionment Conceptual/Physical Design Conceptual/Physical Design Evaluation Evaluation Implementation & Retirement Implementation & Retirement

4. Understanding PACT - a broad picture of not just technology but its users, what they do and context of use PACT - a broad picture of not just technology but its users, what they do and context of use Stakeholder analysis – who’s affected, directly/indirectly? Stakeholder analysis – who’s affected, directly/indirectly? Functional/non-functional requirements? Functional/non-functional requirements? Constraints? Constraints?

5. Envisionment Outlining nature of problem in a language/medium relevant to audience Outlining nature of problem in a language/medium relevant to audience Can be sketchy (e.g., napkin drawings over dinner) to semi-planned (e.g., storyboards) to precise (e.g., visual aids to support project management) Can be sketchy (e.g., napkin drawings over dinner) to semi-planned (e.g., storyboards) to precise (e.g., visual aids to support project management) Depends on stage of design and audience Depends on stage of design and audience

6. Conceptual/Physical Design Modeling in more formal manner users and their interactions Modeling in more formal manner users and their interactions Still abstract – more on the general details than the precise final product – but makes shape and idea clear (and avoids later disasters early.) Still abstract – more on the general details than the precise final product – but makes shape and idea clear (and avoids later disasters early.)

7. Evaluation Checks on design and requirements Checks on design and requirements Ideally though process vs. just at end – avoids realization of mistakes at last moment Ideally though process vs. just at end – avoids realization of mistakes at last moment Metrics depend on context – e.g., meeting client requirements, regulation/safety issues, but also could be user acceptance/non-functional issues Metrics depend on context – e.g., meeting client requirements, regulation/safety issues, but also could be user acceptance/non-functional issues

8. Implementation, Evolution & Retirement Checks to finalize towards formal launch Checks to finalize towards formal launch …and then what? Depends on nature of product, but iteration of product over time usually possible and advisable …and then what? Depends on nature of product, but iteration of product over time usually possible and advisable Incremental vs. radical changes – ex? Incremental vs. radical changes – ex? Retirement issues – what happens in product end- of-life? Depends on product. Retirement issues – what happens in product end- of-life? Depends on product.

9. Order effects Waterfall model – step-by-step from ideation to prototyping to evaluation to implementation Waterfall model – step-by-step from ideation to prototyping to evaluation to implementation Often done in projects that require significant order and documentation – but slow and expensive Often done in projects that require significant order and documentation – but slow and expensive Agile – sketchy initial assumptions, rapid prototyping, continuous evaluation and feedback, many iterations Agile – sketchy initial assumptions, rapid prototyping, continuous evaluation and feedback, many iterations Can lead to quick development, continuous improvement – but may not scale well, results can seem random Can lead to quick development, continuous improvement – but may not scale well, results can seem random No “right” answer – depends on context No “right” answer – depends on context

10. Example

11. Formula SAE International engineering design competition International engineering design competition Design, manufacture, testing and racing small formula style car – compete with other similar teams on performance, design, cost. Design, manufacture, testing and racing small formula style car – compete with other similar teams on performance, design, cost. Learning engineering in practice, but also project management, team communication, knowledge management, business development/sponsorship, systems engineering Learning engineering in practice, but also project management, team communication, knowledge management, business development/sponsorship, systems engineering Requires large, diverse team and tons of extracurricular effort Requires large, diverse team and tons of extracurricular effort

12. Envisionment Cornell team – end goal to win (other teams might have more modest goals?) Cornell team – end goal to win (other teams might have more modest goals?) With that end goal, what needs to be done? With that end goal, what needs to be done? Specifying particular subsystem goals that would lead to best result - e.g., acceleration Specifying particular subsystem goals that would lead to best result - e.g., acceleration Consideration of financial and human resources Consideration of financial and human resources

13. Understanding Each subsystem requires considerable thought Each subsystem requires considerable thought Design process = primary, secondary, final and testing – from general to concrete, with design reviews defending each stage (Sept. to early Dec.) Design process = primary, secondary, final and testing – from general to concrete, with design reviews defending each stage (Sept. to early Dec.) Preps for design review at competition Preps for design review at competition Systems engineering – conflicts among subsystems have to be negotiated Systems engineering – conflicts among subsystems have to be negotiated

14. Design Conceptual – use of CAD programs to design parts, simulate issues (e.g., frame construction and multiple iterations – very agile) Conceptual – use of CAD programs to design parts, simulate issues (e.g., frame construction and multiple iterations – very agile) Physical – avoiding conflict and ensuring integration – low-fi prototypes before manufacture Physical – avoiding conflict and ensuring integration – low-fi prototypes before manufacture After final design and most details set, manufacture (what they’re doing right now.) After final design and most details set, manufacture (what they’re doing right now.)

15. Evaluation and Implementation Testing of working vehicle – what works, what breaks, what needs improvement to meet goals Testing of working vehicle – what works, what breaks, what needs improvement to meet goals Teardown – one weekend of finalizing all parts/locations and preparing for aesthetic/non- functional requirements (if it looks good, it probably is) – no changes allowed after that (why?) Teardown – one weekend of finalizing all parts/locations and preparing for aesthetic/non- functional requirements (if it looks good, it probably is) – no changes allowed after that (why?) Ultimate evaluation – competition (nine months of work tested in one weekend) – strong process makes for better results (although not always.) Ultimate evaluation – competition (nine months of work tested in one weekend) – strong process makes for better results (although not always.)

16. Evolution/Retirement Competition very co-operative – good opportunity to see other cars in action, chat with other teams, gain information Competition very co-operative – good opportunity to see other cars in action, chat with other teams, gain information Ride back – informal beginning to next year’s design? Ride back – informal beginning to next year’s design? Evolutionary process – iteration or revolution, and time frames required Evolutionary process – iteration or revolution, and time frames required Retirement – last year’s car for further driver/part testing, scavenging parts, showcase cars, sponsor gifts Retirement – last year’s car for further driver/part testing, scavenging parts, showcase cars, sponsor gifts

17. Personas and Scenarios Personas - understanding users through creating imagined (but faithfully constructed) users Personas - understanding users through creating imagined (but faithfully constructed) users Scenarios – what are these personas doing? Where? Why? Scenarios – what are these personas doing? Where? Why? See this as storytelling – an effective persona/scenario paints a compelling picture of the challenge and why anyone should care See this as storytelling – an effective persona/scenario paints a compelling picture of the challenge and why anyone should care

18. A note on scenarios and marketing Stories are often used to depict final product in action – e.g., many marketing pitches in informercials Stories are often used to depict final product in action – e.g., many marketing pitches in informercials Fine, but for project, you’re looking to tell stories to inform design first – stories of problems, not solutions Fine, but for project, you’re looking to tell stories to inform design first – stories of problems, not solutions Concluding with stories of success can be a good balance to stories about problems Concluding with stories of success can be a good balance to stories about problems

19. Gamestorming… Stakeholder analysis - consider stakeholders regarding a problem you noted last week re: higher education as practiced today Stakeholder analysis - consider stakeholders regarding a problem you noted last week re: higher education as practiced today Be broad – who is directly influenced? Indirectly so? List them Be broad – who is directly influenced? Indirectly so? List them Consider power (level of influence in the system, how much they can direct, force, coerce a solution) and interest (how much they are directly concerned/affected by problem) Consider power (level of influence in the system, how much they can direct, force, coerce a solution) and interest (how much they are directly concerned/affected by problem)

20. Stakeholder Mapping 1 High Interest 2 Low Power 3 High Power 4 Low Interest Place at least four stakeholders, with one in each quadrant. Below chart, note who each # represents and a brief bit why you placed them there.