APEX INSTITUTE OF TECHNOLOGY (AIT)

Bachelor of Computer Science Engineering

Subject Name- Agile Development Methodology
Code- 23CST- 247
Prof. Dr. Deepti Sharma

Unit 1 DISCOVER . LEARN . EMPOWER

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Design thinking, Principles and Software
SYLLABUS

Unit No. 1
•About Design Thinking:- Introduction to Design thinking,
Importance of Design thinking. History of Design thinking,
Introduction to principles of Design thinking, Focus on user
outcomes, Relentless invention, Diverse empowered teams.
Difference between design thinking and agile methodology
INTRODUCTION TO DESIGN THINKING

• Design thinking is a non-linear, iterative process that teams use to

understand users, challenge assumptions, redefine problems and
create innovative solutions to prototype and test.
• Design Thinking manages to solve problems in a creative way.
PROCESS OF DESIGN THINKING

It is a concept or an idea which lays emphasis on the sale of goods and

services and not the underlying need or want, and it does not really matter
whether the products are actually needed by the customer or not. The
focus is on sales (profit) first and then on marketing. This is also called the
selling concept where the sole aim is sales, and not whether the product is
actually required.
PHASES OF DESIGN THINKING

5 Phases of Design Thinking

EMPATHIZE

• Perform research and analyze to know the current DEI State.

• Note: DEI stands for diversity, equity, and inclusion.
• A good design idea comes through a continuous focus on human-centric ideas.
• Design thinking not only encourages us to gain DEI solutions but also eliminates barriers for
professionals who are aiming to achieve their career aspirations with fair and good opportunities.
• Design thinking begins with empathy, and the aim in the empathy stage is to focus on the users.
• In this stage, it is important to focus on in-depth metrics like prediction and prescriptive analysis.
• These metrics help an individual in cross-verifying the insights collected from the associates.
• The result of the empathy refuels our strategy, process, and program with innovative solutions.

Addresses the divergent styles of thinking.

DEFINE

• The understanding we gain from the Empathize phase encourages us to reframe the
perceived problem and gain perspectives, but the define process helps us to allow a more
holistic look at the path toward the expected solution.
• While defining the problem, we should ensure that every associate follows the problem-
solving process correctly.
• The phase helps us to build with the most authentic solutions.
• The define stage encourages to:
• Analyze your observations
• Identify core problems
• Focus on asking the right issues
• Motivate users with wise words

Addresses the convergent styles of thinking to manage an overall process and purpose.
IDEATE

• This is an experimental stage, and the aim of this stage is to solve issues by
identifying the best solutions.
• Designers aim to strategize solutions for the problem identified in the define
phase.
• The designers isolate solution streams and later merge and refine insights.
• In simple terms, in the ideate phase the designers focus on:
• Sharing ideas and
• Prioritizing the ideas based on requirements

Be Able to uncover more possibilities and accept maximum ideation.

PROTOTYPE

• Create a prototype of the design solution that you finalized in the ideate phase.
• A prototype is an early sample of the model submitted to the users for validation.
• Prototypes are mid-to high-fidelity wireframes with more visual details and interactions
between elements of the design.
• The feedback is taken from the users and it reworks the flaws in the prototype model in order
to present a stronger final product.
• In simple terms, the proposed solution is validated in this stage in a cost-effective way before
launching a fully fledged product.

Prototypes are useful for user testing

Ideal for quick internal use and client feedback
 TESTING

• Testing is the crucial stage of the design thinking process.

• Collect the valuable user feedback and get to know whether your prototype model has
succeeded, or needs to be improved.
• The insights collected during the testing phase will push you to iterate on your prototype
model.
• This phase helps you to gain a deeper understanding of your target users.
• Note: Testing can also be deployed on a live website or application.
• Different designs are sent to different users, and it tests the performance or usability for each
version.
• It finalizes the design version that is found to be the most desired and usable.
• In this phase, usability testing tools are used for optimizing the user experience in websites.
GOAL OF DESIGN THINKING PROCESS

• Desirable for the user

• Viable for the business
• Technologically feasible
IMPORTANCE OF DESIGN THINKING

• Aims to solve a concrete human need

• Tackles problems that are ambiguous or difficult to define
• Leads to more innovative solutions
• Makes organizations run faster and more efficiently
AIM TO SOLVE CONCRETE HUMAN NEED

• Using an observational, human-centric approach, teams can

uncover pain points from the consumer that they hadn’t
previously thought of, ones that the consumer may not even
be aware of.
• Design thinking can provide solutions to those pain points
once they’re identified.

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 AMBIGUOUS OR DIFFICULT TO DEFINE PROBLEMS

• Consumers often don’t know what problem they have that needs
solving or they can’t verbalize it.
• But upon careful observation, one can identify problems based on
what they see from real consumer behavior rather than simply
working off of their ideas of the consumer.
• This helps define ambiguous problems and in turn makes it easier to
surface solutions.
 LEADS TO MORE INNOVATIVE SOLUTIONS

• Humans are not capable of imagining things that are not believed to be
possible, which makes it impossible for them to ask for things that do
not yet exist.
• Design thinking can help surface some of these unknown pain points
that would otherwise have never been known.
• Using an iterative approach to tackle those problems often lead to non-
obvious, innovative solutions.
MAKES ORGANIZATIONS RUN FASTER

• Rather than researching a problem for a long time without devising

an outcome, design thinking favors creating prototypes and then
testing to see how effective they are.
THE DESIGNER PARADOX

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TRANDITIONAL THINKING VS DESIGN
THINKING

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WHAT DESIGN THINKING IS NOT

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SUCCESS STORY - NIKE

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WHAT CUSTOMER EXPECTS?

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WITHOUT EMPATHY

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ACTIVITY

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 HISTORY OF DESIGN THINKING

• The 1960s: Attempts Were Made to Make Design Scientific

• The 1970s: The Principles of Design Thinking Started to Emerge
• The 1980s: Solution-Focused Problem-Solving was Observed
• The 1990s to the Present
• 1991
• 1992
• 2004
• Present Day

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HISTORY OF DESIGN THINKING

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THANK YOU

For queries
Email:
[email protected]
27
 APEX INSTITUTE OF TECHNOLOGY (AIT)
Bachelor of Computer Science Engineering
Subject Name- Agile Development Methodology
Code- 23CST- 247
Prof. Dr. Deepti Sharma

Unit 1 DISCOVER . LEARN . EMPOWER

28
Design thinking, Principles and Software
 Theories of Agile
Management and Scrum
Course Outcome

CO1 Understand the Concept and principles of Design Thinking

CO2 Analyzing the relationships of Design Thinking with Agile Methodology.

CO3 Understanding the concept of Agile Management

CO4 Determine the various scrum artifacts and finding Defect Density in sprint planning

CO5 Apply the Sprint Planning systems in Project development

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 About Design Thinking
Course Outcome

CO1 Understand the Concept and principles of Design Thinking

CO2 Analyzing the relationships of Design Thinking with Agile Methodology.

CO3 Understanding the concept of Agile Management

CO4 Determine the various scrum artifacts and finding Defect Density in sprint planning

CO5 Apply the Sprint Planning systems in Project development

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SYLLABUS

Unit No. 1
•About Design Thinking:- Introduction to Design thinking,
Importance of Design thinking. History of Design thinking,
Introduction to principles of Design thinking, Focus on user
outcomes, Relentless invention, Diverse empowered teams.
Difference between design thinking and agile methodology
PRINCIPLES OF DESIGN THINKING

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PRINCIPLES OF DESIGN THINKING

Human Centric: No matter what the context, all design activity is social
in nature, and any social innovation will bring us back to the “human-
centric point of view”, which means that your users should be the
center of the design of the products or services.
User-centric design means understanding what your users need, how
they think, how they behave; and incorporating that understanding of
users needs into every aspect of your process.
When you can empathize with them and take inspiration from their
needs, feelings, and motivations, your team can create meaningful
solutions to actual problems, instead of just creating innovative but
useless products.
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PRINCIPLES OF DESIGN THINKING

• Embrace the Ambiguity: Ambiguity is inevitable, and it cannot be

removed or oversimplified.
• Experimenting at the limits of your knowledge and ability is crucial in
being able to see things differently.
• Instead of trying to think of one perfect solution, think about
reframing your problem or looking at it from all conceivable angles to
get several possible solutions.
• It is about looking at multiple ways to solve a problem. Some of the
ideas might not work, but some other ideas can bring fantastic
solutions.

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PRINCIPLES OF DESIGN THINKING

• Redesign: All design is redesign.

• While technology and social circumstances may change and evolve,
basic human needs remain unchanged.
• We essentially only redesign the means of fulfilling these needs or
reaching desired outcomes.

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PRINCIPLES OF DESIGN THINKING

• Tangibility: Making ideas tangible in the form of prototypes enables

designers to communicate them more effectively.
• After gathering the ideas, one shall start experimentation or building
prototypes.
• Experimentation or building prototypes helps to realize which ideas
work and which ones don’t.
• Hypothesizing and testing will determine what changes will lead to
an easier, frictionless or more intuitive path

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• Design Thinking can be applied to any field, it doesn’t necessarily have
to be design-specific.
• It is both an ideology and a process, It is extremely user-centric. It
revolves around a deep interest in developing an understanding of the
people for whom we’re designing the products or services.
• It helps us observe and develop empathy with the user.

• “People ignore design that ignores people.”

• —Frank Chimero, Designer

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• It involves constant testing and iteration to go from best practices to
better practices.
• It supports the idea of fail early & fast, by prototyping to build early-
stage version of the idea and testing it at a small level to see what
actually works, and gathering the data to decide what makes sense,
either to move your idea forward, tweak it or scrap it.

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 AS A TEAM MANAGER

Differentiate between users and clients

•Your first line of contact with a client organization is oftentimes a
client or economic buyer (for example, a CIO), not an end user.
Manage toward user outcomes
•Delivering great user outcomes demands leadership and management
practices that align your teams’ work with your users’ needs.
•No matter what project governance process you use today, the Keys
of Enterprise Design Thinking help put user outcomes at the center of
your work:

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 AS A TEAM MANAGER

• Hills define success based on discrete user outcomes instead of a list

of features and functions.
• Playbacks capture the nuances of your users’ context by telling
stories from their perspective.
• Sponsor Users get real users involved in the project from the very
beginning.

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 AS A TEAM MANAGER

• Measure user outcome metrics

• You are what you measure.
• Only paying attention to metrics like revenue and operating costs
undermines your team’s effort to focus on the problems that matter
most to users of our offerings.
• Choose appropriate user outcome metrics that help us learn and
understand user behavior. Measure usability, usefulness, and
desirability, both in development and in-market.

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 AS A TEAM MEMBER

Build empathy with users

•An authentic focus on users begins with a simple acknowledgment:
we’re not our users.
• Understanding what really matters to people requires you and your
team to put away biases, set aside personal preferences, and see the
world as they see it. This requires empathy.
•Understanding users isn’t just about creating great personas or making
accurate user behavior predictions with data. It’s about getting to know
them as people first, “users” second.

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 AS A TEAM MEMBER

Understand their role

•Get to know the spectrum of processes in which your users participate
and what’s expected of them in their role, from the mission-critical to
the mundane
•Find out whom they rely on and who relies on them.
•Remember that the needs of their business will play a key role in
shaping the way they behave.

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 RELENTLESS INVENTION

Solve old problems in new ways

•Being essential to your users and clients over time is about engaging in
a continuous conversation with them through the solutions you offer.
•. As you iterate on the next generation of offerings, stay true to the
fundamental human need you’re solving, and stay in touch with the
evolving context it inhabits.
•Recognize that from the perspective of your users, no solution is
perfect. When you use Enterprise Design Thinking, your bias is toward
action.

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THINKING-STARTUP
• Create a situation of initiating your own startup
• Think about its present version.
• Write down, what will be your business model
• Add design thinking feature and creativity.
• Include user’s comfort and perspective inside it
• Sketch a prototype model of your product and/or highlighting the
main features.
• Reflect how will you actually start, investment involved and
challenges identified
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 DIVERSE EMPOWERED TEAMS

Diverse: composed of differing elements or qualities

•Diverse teams see the same problem from many angles
•They have a better understanding of any given situation and generate
more ideas, making them more effective problem solvers.
•While it takes effort to harness and align such different perspectives,
it’s at the intersection of our differences that our most meaningful
breakthroughs emerge.
 DIVERSE EMPOWERED TEAMS

Empowered: having the expertise and authority to achieve a desired

outcome
•If diversity helps teams generate breakthrough ideas, empowerment
enables them to turn those ideas into outcomes
•In contrast, empowered teams have the agency to make everyday
operational decisions on their own.
•They’re equipped with the expertise and authority to deliver
outcomes without relying on others for leadership or technical
support.
 AS TEAM MANAGER

Assign team leadership

•When you use Enterprise Design Thinking, you’ll use Hills to define
your intended user outcomes, and therefore, the breakdown of your
teams as well.
•In contrast, empowered teams have the agency to make everyday
operational decisions on their own.
•They’re equipped with the expertise and authority to deliver
outcomes without relying on others for leadership or technical
support.
 AS TEAM MANAGER

Form self-contained teams

•Consider these different aspects of your own identity, experience, and
expertise.

Identity Language
Age and ability Expertise
Gender identity Education
Race and ethnicity Organization
Experience Discipline
Cultural upbringing Geography
 AS TEAM MANAGER

Give them space

•The most challenging part of working with a truly diverse empowered
team may have nothing to do with staffing.
•As a stakeholder, working with an empowered team requires you to
give them the space to define their unique character.
•You may not always agree with the way they work. Give them space
to take small decisions.
 AS TEAM MEMBER

• Be inclusive
• What goes through your mind when you’re adding people to a
meeting invite? Whom are you including? Whom are you excluding?
—and why?
• It would be unwise for engineering to make timeline decision
without engaging Product Management in a conversation, or for
product designers to make brand decisions without consulting the
marketing team.
• This kind of radical collaboration requires a foundation of trust,
respect, and shared ownership across the team.
 AS TEAM MEMBER

• Take advantage of conflict

• Diversity invites conflict—and conflict is a wellspring of creativity.
Harnessing this creativity requires us to listen to understand, not just
argue with, with those who may disagree.
• When you’re listening to understand, you uncover brand-new ideas
together and contribute to a more open and collaborative culture.
 AS TEAM MEMBER

• Take initiative
• Being empowered to act means your stakeholders have entrusted
you with a shared responsibility for your team’s collective success.
• This responsibility can be uncomfortable at first. But when your team
rises to the occasion, you deliver better outcomes faster, build
trusting relationships with stakeholders, and grow your skills as a
leader.
 DIFFERENCE BETWEEN DESIGN THINKING AND
AGILE METHODOLOGY
1. The root of the problem
•Agile is a method to solve predefined problems, and to quickly
execute solutions to those problems you’re already aware of.
•Design thinking focuses on finding the right problems to solve, and
provides product teams with a way to make better choices about the
journey their users should follow.
 DIFFERENCE BETWEEN DESIGN THINKING AND
AGILE METHODOLOGY
2. How user feedback is used
•This difference involves how each method uses the feedback they’ve
gathered from users at a specific time.
•With agile, the workflow is build first, then measure, then learn. The
team creates a minimum viable product (MVP) and then relies on user
feedback to make adjustments and improvements.
•However, with design thinking, the flow is learn, measure, then build.
The design thinking process capitalizes on user feedback to discover
which customer needs are not being met.
 DIFFERENCE BETWEEN DESIGN THINKING AND
AGILE METHODOLOGY
3. Length of the development process
•Agile teams might experience a longer product development
process than teams that employ design thinking. That’s because the
agile framework tends to develop a product first, and then uses
feedback from users to make improvements.
•Design thinking seeks user feedback first, before teams even start
working on the product. Since most feedback is factored in at the
planning stage, this shortens the development process.
 COMBINING DESIGN THINKING AND AGILE
METHODOLOGY TO DELIVER VALUABLE PRODUCTS
• The agile and design thinking methodologies help teams develop
new competencies, tackle problems, and explore possibilities at
different stages of product development. Fortunately, you don’t have
to choose one over the other.
• Each mindset brings its own value to the product development
lifecycle, and incorporating principles from both agile and design
thinking can offset each method’s individual disadvantages.
 COMBINING DESIGN THINKING AND AGILE
METHODOLOGY TO DELIVER VALUABLE PRODUCTS
Avoid building a product nobody needs—or wants
•One of the risks of using agile is that you might end up designing (and
partially building) a product that your users don't want.
However, design thinking offsets this because its methodology
prevents you from wasting resources on unfruitful ideas.
Understand the product roadmap
•Design thinking focuses on repeated ideation and continuous
feedback from the start, which makes it difficult to estimate product
timelines. Agile creates a clear path to the product, which helps
designers estimate the time to completion.
 COMBINING DESIGN THINKING AND AGILE
METHODOLOGY TO DELIVER VALUABLE PRODUCTS
Speed up the development process
•Because users aren’t included during the initial stages, agile teams
tend to take a lot of time developing and shaping the product in
response to user feedback after the product launch. Design thinking
shortens the development process because it takes feedback into
account during the ideation stage, preventing a drawn-out timeline.
Focus on the right changes at the right time
•If agile teams become overly focused on incremental improvements,
they can lose sight of the impact their iterations will have on the
customer experience. Design thinking fills the gaps by using research
techniques that uncover human needs and motivations. It also
includes rapid prototyping methods that enable teams to test new
ideas quickly.
THANK YOU

For queries
Email:
[email protected]
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