Create and Build

Create and Build

1. ideate

   • Brainstorm
     • 01. Defer judgement
       • Deferring judgement reduced social inhibitions in the group— no one would be stigmatized for shouting out a crazy idea
     • 02. Reach for quantity
       • participants would boost their overall creative output and increase the likelihood of coming up with innovative solutions.
     • Brainstorming isn’t about new ideas, really
     • Quickly generate lots of ideas,
     • Gather a team into a physical space
     • Get clients or stakeholders to buy into the design process,
     • Prepare for brainstorming success
       • 01. Defer judgement
       • 02. Reach for quantity
       • Before the brainstorm
         • A key part of the brainstorming process is the facilitator—
         • Set a mission
           • Your brainstorming session should have a clear goal. What problem(s) are you surfacing ideas for? What is the best method for coming up with this goal?
       • Set up the space
         • For a good brainstorm to happen, the energy in the room needs to be right. First, pick a space that has large whiteboards or room on a wall to set up poster-sized Easel Pads.
         • Get into the right headspace
         • Limit the time
       • During the brainstorm
         • Always say yes
         • Stay on topic
         • Be visual and headline
       • After the brainstorm
         • Narrow down, but not too fast
         • Capture and move to prototyping
     • Rules
   • Alternatives to brainstorming
     • Sketching
       • Performing ideation with individual sketches—which are reviewed by the group silently, voted on, and not discussed until the end of the session—is a way to address situations where a strong collaborative culture may not yet be established.
     • Mindmapping

2. Prototype

   • Prototyping earlier
     • The timeboxed prototype
       • Create a low resolution prototype of a feature that you’d like to test with your team, before investing the time to build a higherfidelity version to test with users
     • Prototype to decide
     • Wizard of Oz prototyping
   • Prototype to teach
   • The Flip
     • Let’s break it down into 5 key lessons.
       • Deconstruct the challenge
         • For the BMX backflip, the “product” is broken down into three basic parts, the takeoff, the flip and the landing. Taking off and landing are critical, but neither of those is as risky or difficult as the flip. The BMX riders isolated this element of their trick. When you are looking at your product or service, break the whole into all of its different elements
       • Minimize risk
         • Once they isolated the critical elements of the challenge, they needed to figure out a way to keep from getting hurt. Gaining enough speed to launch your bike and enough height to quickly rotate feels like a physics tragedy about to happen
       • Use ignored resources
         • Think about the untapped resources that you might have at your disposal? Is there a bored developer who’s looking for an interesting project? A space no one cares about? Find them and put them to use.
       • Remove as much as possible
         • It requires quite a bit of insight and discipline to remove elements from a prototype. It’s tempting to load it up with all the features you want to expose to users. For organizations, this often means your prototypes will have a lot of throw-away work. But you’ll be moving so fast that it’s actually more efficient than a traditional way of working.
       • Maximize cycles of learning
         • The final lesson is that these kids have figured out that it's about the learning, not the thing. The tramp bike is just a tool to help them progress faster. Once they have learned what they can on a trampoline, they'll bring those lessons to the next progression of the trick. (Most likely in this case, jumping a BMX bike into a pond.)

Imagens e arquivos do mapa