5 Design Workshop templates for agile Experience Design

"Editor's note" This article is reproduced from the @ A native thief's personal blog. Unlike the simple "brainstorming" of the past, or the uninteresting "needs review", the process of agile experience design is always open, emphasizing the identification of requirements in interaction with the customer, and the design of outputs, culminating in a consensus on the content of the project deliverables.

Over the past five years, the authors have participated in dozens of design workshops with clients and shared the five design workshops that they often use.

Template 1: User value definition

The definition of user value is the basis of any software experience design--the problem of what users are addressed. The more accurate and clear the definition of a problem, the more likely it is to agree on a product or feature design direction, when all customers believe that solving the problem that user A has encountered under scenario B is the core goal of this delivery, it is natural that any design, functionality, or even discussion that is outside the problem should be placed in a low priority. This activity can be carried out on a regular basis, the user value Board can be retained for a long time, the identified user issues on the board for Unified management and evaluation.

The

process combs out typical users on the left side of the artboard, brainstorm problems that users may encounter, and expand on each issue--in what context does this problem occur? What is the pain of the problem? What do users do now to solve this pain? Expand each problem and then make a digital assessment of each dimension-how often situations and problems occur? Pain level? And the risk size of the temporary solution? Sum up all the problems, add the numbers, match the priority of the typical users, comb out the problems that should be paid attention to and solve, and then enter the design stage. Element Interpretation

User: Who's going to have this problem? Situation: What kind of situation will arise in such a problem? Question: How do you define this problem? Pain: What kind of pain (direct or indirect) will it cause when the problem arises? Temporary solution: What does this user do to alleviate the pain? Hint

1, try to avoid descriptive abstract expression, and try to use a factual language, such as: the expression of pain to avoid saying "inefficient" and said "the daily processing of unnecessary artificial errors more than 1 hours per day"-more based on the reality of the expression of the designers more substantial experience of pain itself;

2, as vividly as possible to express the situation, with a short keyword description of the user encountered the actual situation of pain;

3, the use of digital valuation using the 1,2,3,5,8 sequence to estimate, first define the value of standard 1, and then compare, by feeling;

Demo

The red arrow in the image above is specifically to enter the http://www.aliyun.com/zixun/aggregation/9014.html "> detail design of the user problem, when these problems are resolved, the resulting user value must be the highest value in the current product."

Template 2: Organizational improvement plan

The product itself is doing business model, and business model is based on the organization, in the product design needs to understand the status of the organization, to help customers find to achieve the product vision of the organization level where there is need to improve, for the next product design preparation.

The

process uses the "Tomorrow headlines" game to enable the customer team to achieve a unified understanding of the future product or organization vision, post a unified understanding of the poster in the upper-right corner of the artboard, as shown in the upper-right corner of the demo, and use an operating model to collect descriptions of the status quo (using nouns + adjective expressions) , the resource-product-consumer value conduction model is used in the demo, the appropriate model can be chosen according to the situation, and all the strips are grouped together to sort out some dimensions, for example: The distribution of the sales resources is not enough to be attributed to the "Sales resources" dimension. Use the slider for each dimension for competitive evaluation, the more to the right, the greater the competitive advantage, the more to the left; Find the least competitive dimension for a separate discussion, which is a stumbling block to our common vision; every stumbling-block brainstorming out of action list, to be improved within a certain time, and to develop responsible people, Regular feedback; prompt

1, this activity can be used at any level of organization, but the vision is different;

2, for the use of the model can be free abstract, most of the organizational behavior can be abstracted into, resources, activities (services or products), service objects, feedback, etc.

3, regular (every two weeks) to achieve the vision of the action list for display or acceptance, timely collection of feedback, continuous improvement;

4, the action should be accurate and results can be accepted, "and sales team to achieve a sales support of 4 people consensus" than "find sales team dignitaries" to be more clear;

Demo

Template 3: Customer Experience Map

From the customer's point of view, define the steps that the customer experiences in accomplishing the user's goals, discover the client's pain points in the context, and turn the pain point into a design challenge to prepare for the next design activity. After completing the design draft, the user stories that are sorted out from the design can be fully displayed on the drawing board, give the team the complete context, understand each user story is to solve which typical customer's what problem, the priority also is at a glance.

The process will comb good typical customers on the artboard at the far right; to comb out the user goals for this customer; Use the patch to show the steps the customer is going through in the process of completing the user's goal; in the mood curve will all the steps in tandem, the mood better stick stick to the higher; analysis of the worst mood, that is, the lowest placement of the few steps For each of the lowest steps, comb out the design challenges, try to solve the problem for the customer, the design challenge of the priority analysis, build design challenge wall design, put design sketches around the design challenges, from the design sketches to comb out the user story; hint

1, starting from the most core user type;

2, the position of the lowest mood represents a problem in this step;

3, the most perfect situation is to find a typical user and the most matching real customers to participate in this activity;

4, there are a lot of information about the customer experience map can refer to: for example, here.

Demo

Template 4: Product Panorama

This practice helps us to understand the global aspect of a product globally, who is the target user of the product? What are the core user values offered? What characteristics of the product do these values deliver? What are the resources behind the product? What is the limit? Are there any mismatches between the elements?

Good product planning is the perfect combination of user value, functional characteristics, and target users, a practice that helps us find things that don't match, such as the user value that the target customer does not need, features that are not supported by the existing resources, functions that cannot deliver the value of the user, or the ability to deliver the value of In addition, this can be an experimental field for each new feature, and each new feature should be validated in a panoramic view--is the value behind the target user fit? Are existing resources supported? Does the current limit make it too expensive?

The

process combs out the target customers of the product, puts it in the fourth column of the artboard, and combs out the core user value provided by the product--what problem does the product solve the user? Put it in the second column of the artboard, and comb out the core features of the product--what functions do those user values deliver? Put it in the third column of the artboard; the resources that drive the product to deliver the value of the user are placed in the first column of the artboard; the restrictions that hinder the product's continued delivery of user value are placed in the fifth column of the artboard; hint

1. Any new requirement (starting with the problem or core function) should be validated in the panorama--is there sufficient resources to support it? Will the restrictions be too big? Is there a clear target user? Do you want to resolve the user's problem?

2, you can select some application in the diagram of the interface in the core function to give the team more context;

3, reflect the core user value and the relationship between core functions;

Demo

Template 5: Product Evolution Strategy

The core of the product is to attract users, retain users, and convert more users into profits. Products based on an existing platform have no more than three things: first, how to get more users from other products through the platform, and how to provide more users for other products in the platform; second, how to provide a better user function experience, retain more users; third, how to provide more user value, Increase the conversion ratio of user value to business value.

The goal of this product Evolution Strategy Workshop is to find innovations in these three directions to evolve. The three ways to innovate are to interact better with existing platforms, use other products from existing platforms as a passenger channel, provide a better experience to retain users, provide more user value, and increase the potential business value of the product.

The

process places other existing products on the platform to the left of the artboard; on the right side of the artboard to do a coordinate, the horizontal axis is more user value, the longitudinal axis is a better functional experience; On the horizontal axis based on the identification of the target customer experience of the value of the demand, to a car risk potential users, for example, his value is: Investigation vehicles, consulting vehicles , decision, purchase of car, investigation insurance, consulting insurance, decision, purchase insurance, accident, claim, etc; overwrite the value of recognition on the vertical axis, which overrides the user value of this step? Associating existing platforms with products, if a feature in product A has a user value for the current product to attract customers, place the product card on the left with arrows to indicate customer transfer, and vice versa (refer to the second image) , brainstorm possible innovations (experience enhancements or value additions) with pink cards in the corresponding position; Design the innovation point and put the design sketch around the innovation point, transform the sketch design of the innovation point into the real design and the user test, fully understand the user's demand, finally carry on the delivery, realize the product evolution. Hint

1, the existing products are often the best access to customer channels, in the formulation of product objectives also need to consider the future of the existing product consumer marketing;

2, the next stage of this link is the design of the verification process, in the real consumer environment to verify the assumptions, and then into delivery, to achieve evolution.

Demo

Summary

This time we have summed up five different workshops that I used as experience designers, each emphasizing interactivity and continuity, rather than simple brainstorming. A qualified Agile experience designer should integrate the value behind each design workshop, exercise the ability to guide customers in practice, and truly make the design a process of cooperation and openness. If you want to know more, such as the PPT template used here, please contact me through Sina Weibo "a dirt thief" and hope to have more like-minded friends to join us.

Original link: 5 Design workshop templates for agile Experience Design