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30 Cards in this Set
- Front
- Back
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First step (implicit or explicit) in any project |
Problem definition -Client may or may not have a clear sense of the problem -Important for client and designer to come to a common definition of the problem, in an explicit and documented way -Sets the direction for the project -Documentation of the problem provides a measuring stick to review subsequent steps in the design process |
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Problem Definition Process Understanding the Client Organization |
Describe the client organization: -Function -Components -Resources -Interconnections -Organizational culture |
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Problem Definition Process Understanding the Client Organization Goals and Objectives of the Client Organization |
What does the ideal solution look like? How will achievement of objectives be measured? Current constraints to meeting objectives? |
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Problem Definition Process Understanding the Client Organization Setting/Environment of the Organization |
-Users -Competing interests -Add'l external influences |
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Problem Definition Process Identify the Problem Problem Recognition occurs when: |
Actual outcomes fall below expected / desired outcomes This leads to actual or perceived problems |
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Problem Definition Process Identify the Problem - guidelines |
Clearly identify desires and expectations. -Take into account all viewpoints -Provide a means to communicate among stakeholders -Strive to come to a definition of the problem that can be agreed upon by all stakeholders How can the objectives of the organization be met? -Make the agreed upon problem explicit in formally stated goals or problem definitions |
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Problem Definition Process Determine the cause of the Problem |
ID and explicitly describe the symptoms of the problem -How do you know there is a problem? -What is the difference between expectations/desires and outcomes? ID and explicitly describe multiple causes for the symptoms -Find as many causes as possible -Only one or two? Look again. Develop possible explanations for each cause -Phrase explanations so they are verifiable (test/measure- able) Investigate possible causes and explanations for each cause to see where the problem may lie -Each problem may have multiple causes, and each cause multiple explanations -If some symptoms are not explained by causes or causes have no reasonable explanation: Look again. Challenge any problem definition, cause or symptom that seems to be unreasonable or invalid |
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Problem Definition Process Outline a Strategy for Solving the Problem |
-ID objectives which, if met, address causes and explanations and thereby solve the problem -Make objectives explicit and measurable. Avoid suggesting specific solutions the objectives. (Too early to ID specific solutions) -Explicitly ID how meeting these objectives will address causes and explanations |
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Problem Definition Process Summarize Findings with a Problem Statement |
-List symptoms explicitly, in detail -List goals and objectives -Estimate the scope of the project, resources needed to complete the project -Larger projects may need a feasibility study |
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Problem Definition Process Client Sign-Off |
-Present results of the problem definition investigation to the client: -Client must understand the Problem Statement -Client must understand the problems, objectives and resouces required to solve the problem |
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Elicit CLIENT Values, Intentions and Needs Client needs can include/be affected by: |
Schedule Budget Scope Market Maintenance Revenue (desired / required) Politics Funding (source may place restrictions on a project) |
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Elicit CLIENT Values, Intentions and Needs Considerations useful for defining the problem statement may include: |
-Client criteria -Resources available for use -Limits that must be imposed -Type of solution expected -Does problem need to be re-defined based on investigative process? |
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Elicit USER Values, Intentions and Needs For each step in the decision-making process: |
-What needs to be learned from the users to complete this step? -What do the users need to know to participate effectively? |
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Elicit USER Values, Intentions and Needs Special circumstances that may guide public participation technique selection: |
-Cultural/ethnic sensitivities -Interest of national stakeholders -Distance (if scattered geographically) -Issue is politically connected to other issues -Level of interest -Political sensitivities |
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Elicit USER Values, Intentions and Needs Public Participation Techniques Information-Providing Techniques: |
-Briefings -Exhibits / Displays -Feature Stories -Information repositories -Technical & environmental Reports -News conferences -Newsletters -Newspaper inserts -News release -Press kits -Public Service Announcements -Speaker's bureau -Web sites (agency, organizational, project specific) |
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Elicit USER Values, Intentions and Needs Public Participation Techniques Information-Gathering Techniques: |
-Focus groups -Mail-in response forms -Plebiscite (voting) -Polls, Surveys, Questionnaires |
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Elicit USER Values, Intentions and Needs Public Participation Techniques Interaction / Info exchange Techniques: |
-Advisory groups -Task forces -Hotlines -Interviews -Open houses -Participatory television -Public hearings or meetings -Paid advertisement -Workshops |
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Elicit USER Values, Intentions and Needs Public Participation Techniques Integration of Multiple Techniques: |
-conducting prior briefing of elected officials -Sending a newsletter to potential participants -Placing paid meeting announcements in the media -Preparing a workshop summary |
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Elicit USER Values, Intentions and Needs Public Participation Techniques Inside every good public participation program is a good: |
Public information system. Good public information is critical to a successful process. |
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Develop Project Parameters Project Parameters reflect: |
The client/user intentions, needs and values. Articulating project parameters ensures that the client/user and the consultant/designer are in agreement at the start of the process. |
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Develop Project Parameters Project Parameters can be in the form of: |
-Problem Statement -Goals & Objectives -Purpose Statement -Needs Statement -Expected Outcomes Statement (same as goals) |
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Develop Project Parameters Goals & Objectives |
Goals are more general Goals are statements of values and describe final desired outcomes Objectives are more specific Objectives describe means and actions to achieve the goals. |
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Work Plans Work Plan Definition: |
-A planning and management tool that provides a framework for planning work. -A guide for carrying out work over a specific period of time -It may be used as a document for justifying the release of funds for a project |
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Work Plans Work Plan vs Proposal: |
Work Plan (differences from proposal) - Based upon a project already approved - A specific time segment within that project - IDs as goals the problems to be solved - Lists definable and verifiable objectives - Indicates + resources available / needed, + constraints to overcome + outlines a strategic approach to problem solving + IDs actions to be taken in order to reach work plan objectives |
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Work Plans Structure and Content of a Work Plan Executive Summary: |
Brief summary of the plan, 1/2 page |
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Work Plans Structure and Content of a Work Plan Intro and background: |
A description of Problem to be Solved-Historical background (incl. changes in conditions) |
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Work Plans Structure and Content of a Work Plan Goals and Objectives (Output): |
Description of an ideal general outcome (GOAL)- Specific means of reaching the goal(s). (OBJECTIVES). Should be specific, verifiable, and assigned completion dates |
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Work Plans Structure and Content of a Work Plan Resources and Constraints (Inputs): |
Resources available to attain objectives (eg: funds, personnel, consultants, equipment) Constraints that must be overcome in order to attain objectives How each constraint may be overcome |
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Work Plans Structure and Content of a Work Plan Strategy and Actions: |
Each action must relate to a goal or specific objective Describe the process used to convert inputs to outputs: -How will resources be utilized? -How will constraints be overcome? Explain clearly how each action will contribute to reaching its objective |
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Work Plans Structure and Content of a Work Plan Appendices |
-Budget -Schedule |
