What is CDI? - Magento - Book.pdf3. Engage with extreme users Discovering the behaviors of extreme...

customer driven innovation 2

What is CDI?

Customer Driven Innovation (CDI) is a repeatable method for creating great ideas and products. It is based on a rigorous understanding of your customers and their needs. Developed from the principles of Design Thinking by the Stanford d.School, similar variations are in use at companies across the world, such as PayPal, eBay, Google, IDEO, Lego, and many more. CDI, as presented in this book, is an overview of the proven tools and techniques practiced by the Magento and eBay Enterprise Product Design and User Experience teams. These are the same methods we use to design Magento 2, Magento Connect, and the Retail Order Management platform.


Why Follow CDI?

CDI is powered by the people who matter most – customers. CDI quickly transforms customer input into compelling creative direction and fast solutions that can be iterated on. Said another way, it is the fastest way to form a “minimum viable product” design without relying solely on assumptions. From a practical standpoint, CDI offers a low-cost way to stretch research budgets and shrink product timelines.


Is CDI Right for Me?

Yes, if you are a human being who cares about great products. Store owners, engineers, and designers – anyone can use CDI. No formal training or technology is required to get started. The CDI course taught in conjunction with this book is intended to provide a solid foundation. Later you can research and add more advanced techniques.


What Will I Learn?

The methods sampled in this workshop are some of the most popular tools and techniques in user experience. At first you’ll apply each tool exactly as instructed. As you progress you will quickly develop a sense for when to use what techniques and when to try new approaches. This holds true for all phases of CDI – interviewing, prototyping, and even simple brainstorming.


How To Use This Book

We have collected and compiled material from numerous sources to provide a solid overview of the overall CDI process. Some, but not all, methods are described in detail. It also includes templates for some methods. As a result this book forms a great starter kit for your introduction into CDI. Expect immediate changes in the efficiency and impact of your projects.


The Five Phases of CDI


The Five Phases of CDI DDiverge and Converge Throughout Your Project Design Thinking leverages the power of divergent and convergent thinking to arrive at solutions to problems that are often missed in traditional analysis. Divergent thinking compels designers to expand their set of ideas and concepts about the problem, while convergent thinking drives us to focus our ideas towards an answer. By diverging and converging at different stages in the project, we enable maximum creativity while simultaneously driving for results.


The Five Phases of CDI

Every phase of CDI has a goal – to succeed you simply achieve each phase goal through whatever method is most appropriate to your project. 11. Empathize. Gain a real understanding of the users & problem 2. Define. Synthesize the data and understand root causes 3. Ideate. Brainstorm solutions to the problems identified 4. Prototype. Build a simulation to better understand your design 5. Test. Evaluate your design to learn if your solution really works

customer driven innovation 10 customer driven innovation 10

CCDI Phase 1: Empathize In CDI, you must relate to more than one perspective or mindset at a single time, even when they’re opposed. Your goal is not to emotionally invest, but to objectively uncover and understand as many viewpoints as you can.


Empathize

Creating meaningful solutions begins with gaining a deep understanding of people’s needs.


Empathize

This phase is about listening, observing, and being open to the unexpected. With the right preparation, empathizing with the customer will inspire you with new experiences and perspectives— and will give you a great foundation for the next stages of your design. IDEO & +Acumen, Human-Centered Design Workshop


Empathize Case Study: eBayEnterprise.com Redesign

•  RResearch Questions –  How do merchants go about looking for solutions for their business

problems? When selecting a possible vendor, what does their behavior look like?

•  Methods –  In-depth interviews with existing eBay Enterprise merchants to uncover

their product discovery behavior. –  Card sorting exercises with prospective merchants with multiple rounds

of iteration. –  Interactive prototype tests with external merchants.



•  FFindings –  The website only plays a small part in a much longer overall sales cycle. –  It is difficult for prospects to understanding product offerings when they

are categorized according to internal business units. –  Prospect desire both general and detail information that can be easily

navigable and appropriately chunked.

•  Design Outcomes –  Information architecture based on a customer needs. –  Compelling, clear and digestible content that encourages lead

generation.




BBefore After

Empathize: Mindset

A healthy team is made up of people who have the attitude that it is better to learn something new than to be right.

Bill Buxton, Sketching User Experiences


11. Have a beginner’s mind Our expertise and experience can quickly restrict us towards poor preconceived solutions. Rather, strive to be inquisitive and curious about why things are the way they are. Seek to be surprised as you learn, observe and listen without judgment.


22. Get out of the building Engaging your audience in their context, rather than bring them into yours, is far more valuable because you will be able to capture actions, emotions and values in a natural, real environment. By getting out of the building you will uncover unexpected design opportunities.


33. Engage with extreme users Discovering the behaviors of extreme users will amplify the needs and desires of your audience. Moreover, they can show you surprising workarounds to the problems you are trying to solve, which can lead to surprising design opportunities.


44. Explore new areas of inspiration Similar problems solved indifferent contexts can offer fresh insights to address your design challenge. For example, luxury hotel concierges inspired the development of Apple’s retail stores.


Empathize: Tools The myth of innovation is that brilliant ideas leap fully formed from the minds of geniuses. The reality is that most innovations come from a process of rigorous examination through which great ideas are identified and developed before being realized as new offerings and capabilities.

Tim Brown, CEO, IDEO customer driven innovation 22

Define Your Target Audience

Any solution you design needs to be crafted towards a target audience. Before you start any research answer the following questions: •  Who do we envision will use our solution? •  What are their pain points, needs, goals and behaviors? •  How are they currently solving these needs?


Tools and Methods

Secondary Research Capture all existing knowledge around the design challenge by interviewing subject-matter experts and stakeholders and by reviewing internal documents, online research and industry trends.

Competitive Analysis Evaluate and audit competitors for their strengths/weaknesses.

Analytics Evaluate how people are using your solution by capturing data through analytics tools.

Surveys Capture data from a large number of people by asking them to respond a set of written questions. Questions have to be crafted extremely carefully as data can easily be misrepresented.

Group Interviews Interview a group of representative users. Group interviews are valuable in gauging community/group dynamics. This method is not recommended for typical design challenges as the data can be easily corrupted by groupthink.


Tools and Methods

Semi-Structured Interviews

Interview a participant by crafting a series of questions that address specific research questions. Be open to the direction that the conversation is taking as the participant might be uncovering an unexpected area of inquiry. Adapt in-situ questions towards that direction while at the same time capturing the answers to the specific research questions.

Diary Studies Collect data by asking participant to self-document experiences for a set amount of time. Methods can include questionnaire, journaling, photography, recording audio, etc.

Contextual Research Meet with and study participants in their natural environment, where they would most likely encounter the product or service in question.


Semi-Structured Interview

•  Evoke stories –  “Describe your best/worst

experience with…”

•  Ask for “show-and-tell” •  Ask open ended questions.

–  Avoid yes/no questions

•  Seek surprises not validation –  Avoid leading questions

•  Keep asking questions


GGood Follow Up Questions

•  Tell me more about…

•  How did that make you feel? Why?

•  Why do you think it was done that way?

•  What could have been better?

•  What did you do in response?

Semi-Structured Interview


SStart Easy Go Deep What comfortable questions can you ask to build rapport with your participant?

Examples: •  What is your favorite fast food restaurant and why? •  How often do you drink soft drinks when you go to fast

food restaurant?

What questions can you ask to understand your participant’s values and motivations?

Examples: •  Describe a time when you were really happy with your

self-serve drink experience. •  What would happen if you were unable to drink diet soft

drinks?

Define

This phase is about synthesizing, or absorbing, information from the previous phase to help you see the challenge in a meaningful way.


Why Define?

Because its the best way to: •  Make sure you’re tackling the correct problem. •  Involve your customer in the innovation process

as they share unique personal perspectives.



When you don’t define If you jump to a solution without deep knowledge of the problem, you will end up reverse engineering the problem. As time goes by, these undefined criteria lead to a disjointed product. I.e, If you don’t know where the road should go, you just make lots of different types of roads instead.

When it’s done right, you will…

•  Observe the problem chain and identity the root cause of a problem, not just the obvious surface level signals.

•  Identifying and solving the right problem is the heart of innovation.


SStep 1: Customer Problem Statement Step 2: Customer Journey Maps

Root Cause Analysis

Additional ways to define:

•  Conceptual Models •  Task Analysis •  User Scenarios •  Use Cases


Methods: Define

Customer Problem Statement


AA problem well stated is half solved. - Wally Davis

What’s a Customer Problem Statement?


A statement that clearly describes the issue and includes a vision and method to solve the problem.

5 W’s method


1. WHO - Who is the customer?

2. WHAT - What goal has to be achieved?

3. WHEN - When does the issue occur?

4. WHERE - Where is the issue occurring?

5. WHY - Why do you think the problem exist?

Method: Customer Problem Statement


Add root case after completing root cause analysis

Customer Problem Statement

Customer Journey Maps



An journey map (or “experience map”) helps create a shared empathic understanding of customers' interactions with the company or product over time.

Search Decide Evaluate Buy

+

_

Use it when you need to: 1.  Understand your customer’s

end to end experience. 2.  Identify strengths and areas

of opportunity for your current product lifecycle.

What is a Customer Journey Map?


•  GGain Strategic Insights –  A holistic view of a customer’s mindset, motivations, experiences, and key trigger

points can give us unique insights into how to design for that customer.

•  Drive Alignment –  Align teams or stakeholders to strategic initiatives.

•  Formulate a Plan –  Journey maps can provide a formalized framework to ensure continuity and

consistency across all integrated communications and touch points.

•  Gain a Deeper Understanding –  Empathy is key to designing a great user experience. Journey maps are a great

way to “walk in the user’s shoes”.

Why use Customer Journey Maps?


Source: Adaptive Path

Customer Journey Map (Example)


Source : Rail Europe



Source : Lego


Root Cause Analysis


A root cause analysis helps us to understand the core cause of a problem, why it happened, and thus provides the basis for building a sustainable solution.


What is a Root Cause Analysis?


•  GGet below the surface problem Usually the problem you see is just a symptom of a deeper underlying issue.

•  Break the chain Engage this method to break the cause-effect chain and prevent the problem from recurring.

•  Holistic customer experience As this method can be conducted at several levels of complexity, it has the capability to bring forth all the possible fault-lines in a system. This method help to fix errors of all magnitude (not just the primary problem) thus contributing to creating an holistic customer experience.

•  Create a plan This method identifies the seriousness of a problem and helps to dedicate appropriate time and effort for its solution.

Why do a Root Cause Analysis?


•  5 Whys •  Fishbone Diagram / Tree Diagram •  Fault Tree Analysis •  Event and Cause Factor Analysis

Methods: Root Cause Analysis


PProblem: You are on your way home from work and your car stops in the middle of the road.

Car Stops Ran Out of Gas

No Money

WHY? WHY?

Forgot Wallet Slept Late Went Drinking last night

WHY?

WHY? WHY?

Root Cause

5 Whys (Example)

5 Whys (Template)



(Conceptual Representation)

People Measurement Method

Machine Environment Material

Problem

Source : reliabilityweb.com

Fishbone diagrams provide systematic ways of looking at effects and the causes that create or contribute to those effects.

Fishbone Diagram


Source: www.ascd.org

Fishbone Diagram (Example)


This is a top-down approach where events are placed at the root of a “tree of logic” and all situations and events causing effects are added to the tree as a series of logic expressions

Source: www.conceptdraw.com/

Fault Tree Analysis


Method to look for any possible risk impacts and understand the situations where change is occurring.

Source : www.wecc.biz

Event and Cause Factor Analysis

CCDI Phase 3: Ideate Have you got a well-defined, precise problem? Now focus on finding a solution. In the ideate phase, you let can your creativity go wild – there are no bad ideas!


Ideate

Ideation = “Idea Generation”


What is Ideation? Ideation is the process that leads to the ccreative solution to our problem – the “Big Idea”. The best idea is rarely (if ever) the first idea. Our first ideas tend to be the most practical in their approach. But if the solution were obvious, would there really be a problem to solve? Generating lots of different ideas helps remove the filters from our thinking. We make creative leaps from one idea to the next, and begin to develop deeper concepts. Don’t hold back on your ideas during ideation, the wildest or most absurd ideas may hold the key to a brilliant solution.


Idea Curve


Ideation in CDI The point of the Ideation phase of Customer Driven Innovation is to ultimately arrive at an innovative solution to the problem. We begin by generating lot of ideas with varying approaches to solving the problem. We then discuss the merits and drawbacks of some of the most “interesting” ideas. Then from these “best options” we narrow down to a single approach, which may be an idea that emerged from discussions, borrowing bits and pieces from the other ideas along the way.


The Ideation Environment Ideation is most productive in an environment that is conducive to the process and supportive of its participant(s) The best ideation environment is one where people are free to…

–  Think – Speak –  Fail


Rules for Participation In order to engage in the Ideation process participants must... •  BBe open-minded: There are no bad ideas •  Be optimistic: Defer judgment •  Be courageous: Replace fear with curiosity


Common Ideation Methods

•  RRapid Sketching –  Rapidly generate as many design ideas as you can

•  Active Brainstorming –  Leverage the collective thinking and energy of the group

•  Process Flows –  Create flow charts to visualize the steps of the process and

identify opportunities

•  Participatory Co-Design –  Have the team co-design with people who will ultimately use

the solution


Activity – Rapid Sketching (Crazy 8s)

•  HHere’s how it works –  Each team member quickly sketches eight ideas –  This happens in five minutes with 40 second intervals. –  Sketches are done on single sheet of paper (11x17) –  Two rounds may be necessary but optional.

•  What happens next? –  Ideas range from boring to absurd. That’s OK. –  The last sketches are really difficult and usually absurd. –  This enables sharing, voting and idea convergence.

•  Anything else? –  Avoid focusing on too many details or self criticism. –  Sharpies and a stopwatch app (Bit Timer) are a must.


CCrazy 8’s Sketching Image courtesy of Google Ventures.


About Sketching •  IIt’s easy and anyone can do it

Sketching is not about having a pretty picture it’s about communicating the idea.

•  Quantity not quality The more sketches you have the more pieces of the puzzle you have.

•  Go fast and go crazy Ideas can be fleeting, don’t get bogged down in the details or worry about feasibility.

•  Let the pictures do the talking Don’t use words or write an explanation of the concept. Rough sketches leave room for imagination.


Rapid Sketching – Crazy 8’s


Rapid Sketching (Template)


“Always keep your words soft and sweet, just in case you have to eat them.”

- Andy Rooney


Design Discussions

The process of evaluating your design explorations and brainstorming often requires a group discussion to reach consensus. Design discussions, if done properly, will be critical to team success.


Right vs. Wrong? Good vs. Bad?

•  In evaluating designs you must divorce yourself from the idea that what you like is “good” and what you don’t like is “bad”.

•  There is no “right” or “wrong” in design… •  A “good” design helps the user achieve their goal –

there can be more than one way •  A “bad” design does not help the user achieve their

goal. However a “bad” design could be “good” in another context – remember the challenge you are trying to solve.

3 Traits That Lead to Design Success

11. Be Respectful –  Respect every idea and every team member –  Your “a ha” moment can come from anywhere

2. Be Open –  Come to work everyday with an open mind, don’t assume you

already know all the answers –  Put your ego aside – it’s not about knowing the right answer – it’s

about finding the right answer

3. Be Fearless –  “Kill your darlings” if needed – don’t over-commit to a concept –  Embrace new ideas, no matter how outlandish they may seem at

first


The “PNP” Sandwich

•  An honest evaluation of a design will consider both the positive and negative traits of that work – good feedback does the same. –  This is an effective way to deliver feedback to “cushion” the receiver –  To work effectively the positive and negatives must be honestly delivered

•  “PNP” = “Positive Negative Positive” –  Open with a positive insight –  Follow up with the feedback that may be considered negative by the

receiver –  Close with another positive insight


CCDI Phase 4: Prototype Because we can’t easily test a fully built-out solution, we’ll build a simulation, or prototype, to represent and better understand our design.


What is a prototype?

A model of the real thing, but not the real thing. A prototype will not contain every detail and nuance of the real product. Prototypes should be faster, cheaper, and easier to build than the real product.


Why bother with prototypes?

IIf we have a brilliant solution idea, why bother to prototype it – why not just build it and launch our product?

•  What if your idea turns out to not be as perfect as you thought?

•  The cost of making a mistake after launch is much greater than the cost of making a mistake early in the project. –  Bad prototype? Throw it away and try another idea. –  Bad product? Company goes under.


The cost of a mistake


Time

Cos

t

Build and test prototypes here while it’s cheap

So that you don’t build the wrong product here

The primary value of a prototype lies in the opportunity to test and validate the concept with users prior to building the real product.


The prototyping process

1.  Decide on the type of prototype needed 2.  Determine the level of fidelity 3.  Define the user scenarios 4.  Build it!


1. What type of prototype?


SStoryboard Embrace your inner comic strip artist and draw the experience frame by frame. Storyboards are great for understanding the end to end process as experienced by the user. Too often, we only focus on a narrow portion of the experience – storyboards fix that.

Physical The obvious choice for hardware products, physical prototypes can also act as 3D storyboards to force you to take a larger view of the overall experience. Paper Nothing beats paper and pencil for speed and cost. Anything can be drawn – from physical products to user interfaces. Digital A more advanced, and also more costly, version of a paper prototype. Digital prototypes have the advantage of being able to look and feel more similar to the real thing, and contain more interactivity than other prototypes. But be careful, it’s easy to sink way too much time and money into creating a digital prototype. Keep it as simple as possible!

Example Prototypes


https://youtu.be/CO9I3bikFuY

http://www.creativebloq.com/mobile/practical-guide-tactical-mobile-prototyping-6126240

http://www.emilymanders.com/?p=52

Paper prototype

High fidelity physical prototype High fidelity physical prototype

Low fidelity physical prototype

http://www.lego.com/en-us/seriousplay/

Example Prototypes


High fidelity HTML prototype

Low fidelity HTML prototype

2. Fidelity – Low vs. High


•  Fidelity is simply how similar your prototype is to the real product.

•  Low fidelity prototypes (like storyboards or paper) have the advantage of being cheap and fast. We recommend low fidelity prototypes early in your project to quickly validate ideas.

•  High fidelity prototypes have the advantage of more closely simulating the real product. Due to the time it takes to build a high fidelity prototype, we suggest reserving high fidelity work until after you’ve already validated the initial concept with users.

3. Identify the User Scenarios


•  A user scenario is a simple narrative that describes the user interacting with your product. This narrative provides the boundaries for your prototype. Don’t try to cover every possible situation, error state, and edge case in your prototype. Stick to interactions that are likely to happen in your defined scenario.

•  Note: a user scenario is not the same thing as a use case or a user story. Though they sound similar, they serve different purposes and have different details in them.

4. Build It!


Now that you know the type, fidelity, and user scenarios for your prototype, it’s time to start building. A few tips to help you along: 1.  The process flow and interactions are more important than what it

looks like. Pretty is not the goal.

2.  Build as little as possible while still covering all steps of the user scenarios.

3.  Focus on the outcome, not the craft. It doesn’t matter if your code is hacked together and only works in Firefox. Popsicle sticks instead of 3D printed parts? Perfect!

CCDI Phase 5: Test Does your solution work? Can it be improved? Use your prototype on real people for real-time feedback so you can iterate on your design.


The Value of Evaluation

•  In the Empathize phase, we learned about generative research – research that generates information about our users’ needs. Now that we have have a prototype to cater to those needs, it’s time to do some evaluative research – let’s test the prototype and get some user feedback!

•  Collecting user feedback on the prototypes is key to success. No matter how brilliant you believe your concept to be, without feedback from users, you’re just guessing.

•  The more times you evaluate, the better – test early, test often!


Types of Evaluative Research


•  Quantitative The collection of empirical data, which is analyzed via statistical methods to determine performance, correlation, causation, and trends. Quantitative research typically requires large sets of data (i.e. a larger sample population), which can be costly and time consuming. Quantitative research is also difficult to use for determining a person’s motivations or intent, as it usually collects data about the outcome only.

•  Qualitative

Exploratory research conducted on smaller groups of people, relying, in part, on the researcher’s ability to interpret human motivations and behaviors.

When we test prototypes, we usually choose qualitative tests. Qualitative methods are usually faster, cheaper, and better at identifying human behaviors with small sample sets (fewer participants).

Heuristic and Expert Reviews

•  Heuristic Review –  A heuristic can simply be described as a general rule. A heuristic

evaluation is a comparison of your prototype to a standard set of heuristics. The most popular set of heuristics for software evaluation come from Jakob Nielsen’s 1995 article “10 Usability Heuristics for User Interface Design.”

•  Expert Review

–  An expert evaluation is similar to a heuristic evaluation, except that it adds in a person's interpretation of design best practices. Expert evaluations are usually done by consultants external to your company who specialize in evaluative research. Typically, they have run hundreds, if not thousands, of user research sessions, and have a keen sense of what real people will do in a given situation. As a result, they can be a valuable proxy when recruiting actual users isn’t easy or affordable.


Cognitive Walkthroughs

Cognitive walkthroughs put you in the shoes of the user. This is the ultimate game of “let’s pretend.” In a cognitive walkthrough, a small team, usually 2 -5 people working on the project, gather to interact with their prototype. A series of primary tasks are identified, and then the team attempts to behave as an actual user would to complete the task. At each step of the way, they ask themselves the following questions:

1.  Will the user intentionally try to achieve this action? 2.  Will the user see that the correct action is available? 3.  Will the user realize that the correct action will achieve their desired effect? 4.  If the user takes the correct action, will they perceive that as progress

toward their goal?

If the answer to any of the questions is ‘no’ at any step in the task, then there is opportunity for improvement. Because these four questions must be asked for every step of every task by every person of the evaluation team, a full cognitive walkthrough can be time consuming, but also very thorough.


User Interviews

In the Empathize phase, we used user interviews to learn about our users’ needs. In the Test phase, you can interview more users to collect feedback on your prototype. Evaluative user interviews are semi-structured, and may follow a flow similar to:

–  Show the user the prototype –  Present the user with a realistic scenario –  Ask the user how they would expect to interact with the prototype to complete the scenario –  Show the user the state the prototype would be in after they interacted as described –  Inquire if the result state matches their expectations

When conducting an evaluative interview, be wary of asking for the user’s opinions about the prototype. What you need to identify is how they will behave when using the product. If collecting opinion information is important (e.g. “do you like the colors? Is the design pleasing?” etc.) ask those questions at the very beginning or very end of the interview so you can separate preference feedback from behavioral feedback.


Usability Testing

Usability testing is the king of evaluative research, at least in the field of software and the web. If you’re not already familiar with usability testing, the basic process is to create tasks for a test participant to do while interacting with your prototype. With just a few (5-10) participants, you can identify the vast majority of the problems with your current design.

•  Three common variations of usability testing 11. Moderated in-person. A test facilitator is in the room with the participant and has

an ongoing discussion as the participant tests the prototype 2. Moderated remote. Similar to in-person testing, however the facilitator is in

another room (sometimes even in even another country). The facilitator can see everything the participant does via live video feed, and interact with the participant via voice or video chat.

3. Un-moderated testing. The participant interacts with the prototype autonomously, and provides feedback by answering pre-scripted questions. A video recording is made of the test session and view after the fact by the team. This technique is most commonly used for consumer oriented websites and software, through platforms like usertesting.com.


A Basic Usability Testing Process 11. Identify the testing team

Facilitator The person that will talk with the participant during the test. Ideally, the facilitator will not be the designer on the project in order to avoid bias.

Note taker It’s always helpful to have a second person take notes, so the facilitator can stay focused on the discussion. The note taker must strive to be as objective as possible and not insert bias.

Observers Members of the product team should observe whenever possible. Preferably from another room or via a video recording. Too many observers in the room with the participant will add unrealistic stress to the situation, altering the results.

2.  Take the user scenarios defined to bbuild the prototype and convert them into tasks for the test participant. Writing good tasks takes practice. See http://www.measuringu.com/blog/task-tips.php for some simple tips to get started.

3. Write a facilitator’s guide using the tasks and the planned physical set up (room, equipment, etc.)


A Basic Usability Testing Process 44. Recruit participants

–  Participants can be anyone that matches the basic profile of the user. Avoid recruiting anyone familiar with the project, this will bias their feedback.

5. Run the test! –  A typical session will last about an hour for each participant. –  Record audio and video of every session (be sure to get the participants’

approval first) –  Avoid the temptation to do more than 6 sessions in a single day. Fatique will set

in for the moderator and note taker 6. Analyze the data

–  Review all the notes and video recordings of the sessions –  Identify issues –  Rate each issue by criticality

7. Report the findings –  Reports can be as brief or as formal as needed –  Make sure all the relevant stakeholders are present for the presentation


A Word About Surveys & Focus Groups

•  Surveys and focus groups are often suggested by stakeholders as ways to evaluate ideas and designs. Be wary of them!

•  Surveys often fail at collecting valuable feedback because they rely on your ability to ask perfect questions without meeting your audience. Chances are, you can’t predict every permutation of every possible answer to every question. Furthermore, did you ask all the right questions? Probably not. Bottom line – avoid surveys for evaluating prototypes.

•  Focus groups are a poor method for learning about behavior. They are more suited to judging people’s opinions about ideas.


After the Test – Now What?

Now that we’ve conducted our test, collected data, and analyzed it, we now need to figure out what to improve. It’s time to iterate! •  Test results will identify new problems that you hadn’t considered before – or

maybe confirm some you already suspected.

•  It will be tempting to jump to solutions to those problems. Users didn’t see that button? Make it bigger! Make it blink! Don’t do it!

•  Go back to the tools in the Define stage, and do another root cause analysis - find out why the problem really happened.

•  Consider the Empathize stage - did the test identify a gap in our understanding of who the users really are and what they really need? Maybe the prototype failed because we solved the wrong problem.

•  Once the correct solutions have been defined, build a new prototype and test it again!


Why you MUST Iterate


1.  You can always make your product better, sso don’t stop trying.

2. Perfect is the enemy of done. Don’t wait to launch a product till it’s “finished” because it never will be. Launch your product as soon as you can - as soon as it’s ”viable” (i.e. you can sell it and have happy customers) - then iterate on improvements as fast as you can using the CDI techniques.

In Conclusion

In this booklet, we’ve only scratched the surface of CDI’s power. We encourage you to dig deeper into CDI and Design Thinking by looking up the references contained herein, and dive into the recommended reading. It’s an exciting journey that will lead you to better and more profitable products!


Keep in Touch!

JJonathan Atkins Head of Product Design Magento + eBay Enterprise [email protected] Mary Lan UX Design Manager Magento [email protected] Keith Howard Sr. UX Design Manager Magento [email protected]

Eric Erway UX Design Manager eBay Enterprise [email protected] Stephen Tudor UX Developer eBay Enterprise [email protected] Michele Miller Sr. Manager Content Strategy eBay Enterprise [email protected]

Tonima Das UX Designer Magento [email protected] Scott Hensley UX Designer Magento [email protected] Adam Hundt Sr. Product Manager Magento [email protected]


Feedback? Questions? Drop us a line any time.

Online Reference Materials •  Stanford d.school Design Thinking Crash Course - http://dschool.stanford.edu/dgift/

•  IDEO Design Kit - http://www.designkit.org/

•  When to Use Which User-Experience Research Methods - http://www.nngroup.com/articles/which-ux-research-methods/

•  http://www.fastcompany.com/3033567/agendas/brainstorming-doesnt-work-try-this-technique-instead

•  http://scottberkun.com/essays/35-how-to-give-and-receive-criticism/

•  http://scottberkun.com/essays/23-how-to-run-a-design-critique

•  http://www.ceptara.com/blog/how-to-write-problem-statement

•  http://www.conceptdraw.com/solution-park/engineering-fault-tree-analysis-diagrams

•  http://www.isixsigma.com/tools-templates/cause-effect/determine-root-cause-5-whys/

•  http://www.au.af.mil/au/awc/awcgate/nasa/root_cause_analysis.pdf

•  http://www.realitycharting.com/methodology/conventional-wisdom/rca-methods-compared

•  http://rootcause.com/what-is-rca

•  http://www.thoughtworks.com/de/insights/blog/you-need-understand-problem


Recommended Reading •  “101 Design Methods: A Structured Approach for Driving Innovation in Your Organization” by Vijay Kumar

•  “Beautiful Evidence” by Edward R. Tufte

•  “Communicating Design: Developing Web Site Documentation for Design and Planning (2nd Edition) (Voices That Matter)” by Dan M. Brown

•  “Designing the Conversation: Techniques for Successful Facilitation (Voices That Matter)” by Russ Unger, Brad Nunnally, Dan Willis

•  “Developing Design Sensibilities” by Jane Fulton Suri and R. Michael Hendrix

•  “Digital Design Essentials: 100 ways to design better desktop, web, and mobile interfaces” by Rajesh Lal

•  “Don't Make Me Think, Revisited: A Common Sense Approach to Web Usability (3rd Edition) (Voices That Matter)” by Steve Krug

•  “Drawing Ideas: A Hand-Drawn Approach for Better Design” by Mark Baskinger, William Bardel

•  “Envisioning Information” by Edward R. Tufte


Recommended Reading •  “Predictably Irrational, Revised and Expanded Edition: The Hidden Forces That Shape Our Decisions” by Dan Ariely

•  “Rocket Surgery Made Easy: The Do-It-Yourself Guide to Finding and Fixing Usability Problems” by Steve Krug

•  “See What I Mean: How To Use Comics to Communicate Ideas” by Kevin Cheng

•  “Shape of Design” by Frank Chimero

•  “Sketching User Experiences: Getting the Design Right and the Right Design (Interactive Technologies)” by Bill Buxton

•  “Sketching User Experiences: The Workbook” by Saul Greenberg, Sheelagh Carpendale, Nicolai Marquardt

•  “Solving Problems with Design Thinking: Ten Stories of What Works” by Jeanne Liedtka, Andrew King, Kevin Bennett

•  “The Design of Everyday Things: Revised and Expanded Edition” by Don Norman

•  “The Visual Display of Quantitative Information” by Edward R. Tufte


Recommended Reading •  “Universal Methods of Design: 100 Ways to Research Complex Problems, Develop Innovative Ideas, and Design Effective

Solutions” by Bruce Hanington, Bella Martin

•  “Universal Principles of Design, Revised and Updated: 125 Ways to Enhance Usability, Influence Perception, Increase Appeal, Make Better Design Decisions, and Teach through Design” by William Lidwell, Kritina Holden, Jill Butler

•  “Interviewing Users: How to Uncover Compelling Insights” by Steve Portigal

•  “Usability Engineering” by Jakob Nielsen

•  “Visual Explanations: Images and Quantities, Evidence and Narrative” by Edward R. Tufte


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