Design Methodologies

ISD or Design System

Agile Design X Problem
ADDIE Thinking Thinking

Visual
Model

A method for breaking tasks Problem solving by viewing

A systematic approach for
Definiti
developing learning
on
platforms.
Obtains business results
Primary
through improved
Values
performance.
An older methodology that
Key has rapidly evolved into a
Feature robust model for solving
more structured problems.
This methodology relies on a
Example
viable model to build the
Applying critical and creative into small increments with
thinking to understand,
visualize, and describe
complex, ill-structured
problems and develop
approaches to solve them.
Focuses on the wider social
space of systems and society
rather than artifacts and
aesthetics by
expanding engagement,
impact, and sales.
While focus is primarily on
the problem and product,
the model does use
customer feedback for
solving ill-structured
problems.
This methodology relies on
the designers or experts for customers who have the
minimal planning that do
not directly involve long-
term planning. The
iterations are short time
frames that typically last
from one to four weeks.
Builds a vibrant learning
environment through
communication,
collaboration, and small but
rapid iterations in order to
sustain agility that adapts to
a changing environment.
The model relies heavily on
customers being part of the
team so that changing
requirements can be
adapted to.
This methodology relies on
"problems" as parts of an
overall system, rather than
reacting to a specific part,
outcome or event and
potentially contributing to
further development of
unintended consequences.
Uses a holistic approach to
goal seeking rather than
focusing on independent
elements in order to build a
systemic interaction that
results in a goal or final
state.
Best for complex problems
that effect an entire system
or organization.
This methodology relies on
gaining an understanding of
Used to solve wicked or
complex problems for 21st
century challenges that defy
conventional planning.
Uses extreme adaptive
approaches to innovate
when solving wicked
problems, rather than
designated steps that
normally do not work well
when facing such problems.
Used for wicked problems
that borders on the edge of
chaos.
This methodology is used for
extremely wicked problems
 design (think of a guru who
is the best performer to
seek advice from):
You have an Exemplary
Performer or a model of one
that informs you of how the
task or process should be
performed.
1. Analysis: understanding
and then describing the
objectives needed to correct
performance deficiencies
(identify goals)
Main
2. Design: a process to
Steps or
achieve the goals in order to
concepts
: correct the performance
deficiencies
3. Development: building
the initial discoveries into a
process that will assist the
building a best design (think
of the iPad that no one
thought they needed until it
was available):
There are no models of the
task or process so the
designers, and perhaps with
the help of experts, develop
a new task or process.
Customer feedback is
normally used after the
initial model has been
designed.
1. Apply critical thinking to
gain understanding of the
problem
2. Observe to understand
the operational
environment
3. Solve the right problem
by defining it
insight to be major
collaborators in the design
(think of a complex process
in your company that relies
on a number of employees
and needs improvement):
There are no clear models of
the task or process so the
customers, designers and
sometimes experts
collaborate to build a new
model. The design is built
using small iterations so that
the customers can ensure
they are getting a viable
solution that fits their
needs.
1. Select the project and
develop the vision.
2. Initiate the project by
obtaining stakeholder
participation, funding, and
build team.
3. Deliver small working
iterations that meet the
changing needs of the
stakeholders. Normally uses
the organization as a whole
(think of a complex process
in your company that spans
several departments or
borders and needs
improvement):
Similar to Design Thinking in
that there are no models of
the task or process so the
designers and/or experts
develop a new task or
process. However, it is
realized that the solution
may have a detrimental
affect on a large part of the
organization, thus the
solution must be fine-tuned
to span the entire
organization.
1. Tell stories that focus on a
narrative that will aid in
discovering the issue.
2. Look for trends in
performance patterns
3. When a trend becomes
visible, develop a focus
question that describes the
(think of a solution that
often brings more new
problems than it solves,
such as diversity training or
a new performance
feedback program):
The problem and its solution
cannot easily be grasped by
the customers, designers or
experts. Thus a new set of
“eyeballs” work alongside
the employees with the
purpose of gaining an
insight. When a new insight
is discovered, a “test” design
or solution is tried to
determine if it is viable
(called a “Design Iteration”).
This process is continued
until enough viable solutions
have lowered the problem
to a desirable state.
1. Immersion: soak yourself
in the problem to harvest
customer insights and gain
empathy.
2. Convergence: bring
together all things such as
physical, technology,
software, and services into a
logical design
3. Divergence: explore new
advantages. Unlike Agile
Design, which mainly uses
Release Iterations, Problem
learners to become expert Release Iterations - context of what you are X mainly uses Design
performers although the release may seeking Iterations — the iteration is
not be fully completed or performed to test a method,
functional, the designers function, feature, etc. to a
believe that it is good small population of learners
enough to be of use to the to see if it valid.
learners or users.
4. Adaptation: stay nimble in
a fast-moving environment
4. Ideate: imagine or by going in new directions
4. Implementation: deliver 4. Release End Game 4. Look for key causes and
conceive solutions to solve when facing roadblocks. Use
the learning platform (deliver the final package). consequences
the problem your recent learning's of the
problem to help guide your
new direction.
5. Evaluation: ensure the 5. Look deeper into the 5. Evaluation: ensure the
5. Production — operate,
learning and performance 5. Adapt to dynamic problem. Are beliefs and learning and performance
maintain and support the
platform is delivering the conditions by prototyping values causing the situation platform is delivering the
system
desired results to persist? desired results
6. Plan an intervention by
basing it on your
6. Achieve the designated 6. Retirement — remove
understanding of the
goals when no longer needed
structure. What approaches
and actions are needed?
7. Assess the results and
fine-tune.