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design methodologie, Notas de estudo de Design

design methodologie

Tipologia: Notas de estudo

2012

Compartilhado em 05/06/2012

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Baixe design methodologie e outras Notas de estudo em PDF para Design, somente na Docsity! 04/06/12 Design Methodologies: Instructional, Thinking, Agile, System, or X Problem? Design Methodologies Instructional, Thinking, Agile, System, or X Problem? “Everyone designs who devises courses of action aimed at changing existing situations into preferred ones. The intellectual activity that produces material artifacts is no different fundamentally from the one that prescribes remedies for a sick patient or the one that devises a new sales plan for a company or a social welfare policy for a state.” - Herbert Simon (Nobel Prize Winner & Camegie Mellon professor) The table below shows five popular design methodologies (Instructional System Design, Design Thinking, Agile Design, System Thinking, and X Problem). It includes definitions, visual models, primary focus and goals, values, main steps, and further readings. I don't claim these are the absolute parts that make up cach design approach as the definiions, goals, primary focuses, and steps may vary greatiy ffom source to source. However, the tables notes the key points that seem to separate them ffom each other. Going ftom left to right, the models generally are designed for solving semi structured problems to increasingly l- defined problems, however, the type of problem and the skils ofibe designer wil generally depict which model might work best for a particular situation. In addition, choosing a primary methodology does not mean you cannot borrow or change processes with another model as you are in control of the design, rather than the methodology being in contro! design is both art and science. ISD or ADDIE Design Thinking Agile Design System Thinking Visual Model elick a model for alarger image . “o || Problem solving by viewing ci . A method for brealking tasks into |, o e To Pe Definition [À systematic approach for and describe comple; j it * || planning that do not directly involve ole art, outcome or Sent and | Problems developing leaming platforms. tune problems od develop “| one-term planning The eraions Do cp: contutig1o challenge approaches to solve them. ne Ei dino fames that spicalhy development ofunintended Planning. ” consequences. Focuses on the wider social space | Builds a vibrant learning Uses a holistic approach to goal ||Uses ext . of systems and society rather than | environment through seeking rather than focusingon |toimova Primary |Obtains business resulis through | artifacts and aestheties by communication, collaboration, and |independent elements in order to || problems Values improved performance. expanding engagement, impact, and | Small but rapid iterations in order to | build a systemio interaction that steps tha! sales. sustaim agiity that adapts to a results in a goal or final state. well whe changing environment. An older methodology that has | While focus is primarilyonthe | The modelreiis heavilyon Key rapidly evolved into a robust model | problem and produet, the model | customers being part of the team so ddr cont problems that | Used for Feature |for solving more structured does use customer feedback for . | that changing requirements canbe ton borders « problems. solving il-structured problems. Jadapted to. ana This mett This methodology reiies on This methodology relies on gaíning racao This methodology reles onthe | customers who have the insight to lo (ie aco Jex Cemlnew prot ' E be major collaborators in the design mp as diversi designers or experts for buildinga | pi of a comes . process in your company that spans [ai "This methodology reles on a viable | best design (think of'the iPad that Ni o acedhes a iuror several departments or borders and | Ponta 'model to build the design (think of || no one thought they needed untilit ido and needs mumb needs improvement): The prob a guru that is the best performer to | was available): ne Does P seek advice ftom): improvement): Similar to Design Thinking in that casi be Example There are no models of'the task or are no ckar models ofthe there are no modelks of'the task or set ara) br a modelo Ut eme vou |pertaps wine ep open, | or ros so e customers, JET O Jemplom ofhow the task or process o eve a new task or Taoooss * | designers and sometimes experts roses However, 1 reniaed tn SUDE be performed. Customer feedback à normaly || colbborate to build a new model | cp gon may have a detrimental | PSB + a The design is buit using small or solutio used after the int model has been |. afitet on a large part ofthe rs a iterations so that the customers can ati o às viable ( designed. ensure they are getttga visblo | Organization, thus the sohtion must || re they are getting be fine-tuned to span the entire ! solution that fis their needs. estaniation continueé ea ! solutions to a desir nwlink.com/-donclark/design/design models.html 1/2 04/06/12 Design Methodologies: Instructional, Thinking, Agile, System, or X Problem? Main Steps |!: Analysis: understanding and then . . PS | gescribing he objectives needed to | 1. Apply critical thinking to gain |1. Select the project and develop ||! Tellstoris fiat fócusona | | Immersio or eee o e narrative that wil aid in discovering | problem correct performance deficiencies | understanding ofthe problem the vision. : ; concepts: | ici soao) the ssue. insights a o . ” . Converge 2. Design a process to achieve the > Op orvo to understand the 2. Intiate the project by obtaining |, [ooy gy trends in perfbrmance | things suc goals im order to correct the E stukeholder paricipation finding. | aos Pa performance deficiencies. PA and build team. P des 3. Deliver small working iterations Divergen that meet the changing needs of the ara wiich ma 3. Development: building the initial a es he /3- Whena trend becomes visible, eras discoveries into a process that will ||3. Solve the right problem by enc cento va ua à | develop a focus question that Design] assist the leamers to become | defiing it release may not be fily completed a ccrines the context of what you | neribame sport perfbmes or finctiona the designers beleve | o sockeng p that it is good enough to be ofuse finction, to the Jeamers or users. populatio valid. Adapiati moving e 4. Implementation: deliver the ||4, Ideate: imagine or conceive 4. Release End Game (deliver the. |4. Look for key causes and new dire eaming platíorm solutions to solve the problem || nal package). consequences roadbloc taming's guide yor 5. Evaluation: ensure the learning a . “ei ||5. Look deeper into the problem. and performance platformis Sndeptio “lymamic conditions by ni odor opera, maintain | Aço beliefs and values causing the delivering the desired results protoiyping upp+ si situation to persist? 6. Plan an intervention by basing it . . 6. Retirement — remove whenno on your understanding of the $: Achieve the designated goals o needed structure. What approaches and actions are needed? 7. Assess the results and fne-tune. Asiditional o , Asi Design: An Ethos for Create | pr entry Extendim Readings AE Timeline, a, Tao [Leme Pinos, Nidepedi entry . GotXPy g: Getting Real About Agile Design Fresh Tre nwlink.com/-donclark/design/design models.html Please leave a comment on my blog post A Big Dog and Little Dog Production. Created May 13, 2012. Updated May 27,2012. 212 Visualize Brainstorm Map Opportunities Select the Project Initiate the Project Iterations Release End Game Production [—> Retirement What has been happening? Io 2. 3. 4. 5. 6. Find and tell Look for Lookfor Key Identify Look deep Plan thestories trends (draw Causes beliefs and into the intervention = graphs) |-->) Usingfocus |—>| | values = structure [> questions (structure) (going deeper questions) 7. Assess the results and fine-tune
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