Disciplina Técnicas de Prototipação 1Prof.: Paolo Domenico Passeri

ESTRUTURA Aula 1Apresentação da Disciplina | Introdução a Prototipação | Sketch | Mind Map | Visual Thinking | Lançamento do Projeto

Aula 2Tipos de Protótipos | Métodos de Interação | Diagrama de Fluxo | Prototipação em Papel

Aula 3Modelagem | Prototipação Física

Aula 4Oficina de Ideias | Prototipação do Projeto Final

Aula 5Protótipos Vivos | Storyboarding | Role-playing

Aula 6Business Design

Business Design

...é uma abordagem, baseada em métodos, que ajuda times a alcançar grandes avanços e define estratégias que trazem vantagens competitivas.

Valor

Mentalidades

Pensamentos

Métodos

Mentalidade

SERAberto Empático Motivado

Atentencioso Ajustável Otimista

•Novas Ideias•Novas Pessoas•Novas formas de fazer as coisas!

•Apreciar o pesamento, sentimentos e necessidades dos outros

•Interesse intrínseco e verdadeiro!•Engajamento com a “causa”

•A si mesmo e aos outros•Veja o Mundo em sua Volta

•Estabilidade emocional•Não ser MUITO nervoso nem MUITO calmo!

•Perseverança•Continuar...sempre!•Aguentar e passar por Altos e Baixos!

Métodos

FAZERColaboraçãoMultidisciplinar

CompreensãoProfunda

Prototipar &Experimentar

Mapear oSistema

ContarHistórias

Co-Criação

•Eng•Designer•Médico•MBA•etc.

•O que motivas as pessoas?•Necessidades não atendidas•Saia da sua mesa!

•Pilotos•Conceitos•Testar os protótipos

•Stakeholders•Soluções•Possíveis Estratégias

•Cenários e Personas•Como vou contar a história?

•Feedback constante•Crowdsourcing

18

KRKey Resources

KPKey Partners

KAKey Activities

C$ Cost Structure

!"#$%&'(%)*+(%,,---./ 01.21.3---245.-67

19

CSCustomer Segments

CRCustomer Relationships

VPValue Propositions

CHChannels

R$Revenue Streams

!"#$%&'(%)*+(%,,---./ 01.21.3---245.-67

Business Model Genaration

Ferramenta para Mapeamento do Sistema

44The Business Model Canvas

Cost Structure

Key Partners

Key Resources

Channels

Key Activities

Value Proposition

Customer Relationships

CustomerSegments

Revenue Streams

!"#$%&'(%)*+(%,,---.. /012013---2455-67

Business Model Canvas

46

VP CR

CH

CSKP KA

KR

R$C$

46

VP CR

CH

CSKP KA

KR

R$C$

!"#$%&'(%)*+(%,,---./ /012013---2455-67

iPod+ iTunes

Pensamento

PENSARInteligência Emocional

Pensar nosSistemas

Visualizar

RaciocínioAbdutivo

Sintetizar Intuição

•Identificar•Avaliar•Controlar

•Humanos•Soluções•Negócios•Visão Holística

•Visionar e Comunicar

•“Ver como as coisas serão”

•O que poderia ser?

•O impossível pode ser possível

•Juntar vários pedaçoes em uma solução•Identificar necessidades

•Não somente instinto ...• ...saber avaliar o instinto e tirar dados importantes dele!

Você Outros Grupos

Rotman Magazine Winter 2011 / 73

optimism will also help you get past the rough patches in thecollaboration process.

2. Understanding and Need-Finding. This is all about seekingto understand people’s motivations on a deeper level, bothinside and outside the enterprise, leading to the discovery ofunmet needs and new opportunities to create greater value.There are many examples where companies have leveraged userinsights not considered by the competition. For example,Nike’s deep understanding of the runner’s need to push herpersonal athletic performance to a higher level has driven anongoing stream of innovation in products, services, events andcommunity development. To get to this kind of understanding,one must draw from many of the mindsets noted earlier, includ-ing empathy, openness, mindfulness and intrinsic motivation.

3. Iterative Prototyping and Experimentation. Prototypingentails building out ideas in order to make the abstract and theconceptual concrete, as a tool for thinking, communicating andadvancing development. This is valuable in the broadest sense:creating physical prototypes or ‘experiences’ during the devel-opment process, enables a team to explore multiple strategiesand business models to deliver value. Even ‘in-market prototyp-ing’ serves as an important experiment to test out new ideas,leading to important learning and quick wins. For example,Four Seasons Hotels and Resorts tried many different hospi-tality formats and business models on their path to number-onehotel status in the world, and Procter & Gamble has gainednew insights into consumer needs by experimenting in pop-upconcept stores. All of the dimensions of a design mindset arecritical here, with the most essential being empathy, intrinsicmotivation, adjustment (for when your great ideas get trashedby consumers!) and optimism, especially when you have abreakthrough concept but are challenged in making it viablefrom a business standpoint.

4. Systems Mapping. In the discipline of Business Design,everything is part of a system comprised of stakeholders, solu-tions, and business strategies and activities. The more one canmap the connections between them, the more one will see thatbusiness is like a rain forest, with a myriad of connections andinterdependencies. In order to spot those connections, you canemploy a number of systems-mapping methods – from map-ping ‘the mess’ (the core challenge to be solved) to mappingstakeholders (who matters and how they relate to one another)to solutions (how the parts work together) to the business sys-tem itself (flow of value, strategies and activities). For example,the mapping of health care challenges captures the complexityof the system and helps identify the leverage points where themost value can be created. In mapping Apple’s business system,one sees that its true competitive advantage lies in its uniqueand seamlessly-integrated business model. In creating newmodels, as in the development of new solutions, openness,adjustment and optimism are key mindsets.

5. Storytelling. Like systems mapping, this technique can bepowerful at any time during the design process. Customer sto-ries are an immensely valuable source of ‘unfiltered insights’that can often reveal unmet needs. Creating your own storiesaround ‘personas’ can be valuable in bringing your consumers orother stakeholders to life. Expressing your envisioned idea andcreating a story around your strategy and business evolutionwill also inspire and motivate others. The mindsets of empathy,mindfulness, intrinsic motivation and optimism will all con-tribute to a compelling story.

6. Co-creation. Co-creation is a vital ‘feedback loop’ for thedevelopment team in the prototyping and experimentationprocess. It is about welcoming input and feedback from others,particularly users, but also from those outside the developmentteam – enterprise partners, decision-makers and outside part-ners (in both the solution development and strategic businessdesign phases). Inviting others into the development processhelps to create more robust and relevant solutions, fortify yourconcepts and increase your chances of breakthrough success.For example, Google Labs allows developers to gather criticaluser feedback on beta applications from key testers. Empathy,adjustment and optimism are important in successfully har-nessing the power of co-creation in the design process.

A masterful Business Designer considers the uniqueness of thechallenge at hand and designs the process, frameworks and tools to

Creative

Abductive

Generative

Random

Factual

Feeling

Analytical

Deductive

Synthesis

Critical

Intuitive

Thinking

Bilateral Thinkers Figure Two

2808 70-76:Layout 1 11/23/10 3:43 PM Page 73

Criativo

Abdutivo

Gerador

Aleatório

Factual

Sentimentos

Analítico

Dedutivo

Sintetizador

Crítico

Intuitivo

Pensamentos

PensamentoBi-Lateral

Existe grande oportunidade na criação de novos

NEGÓCIOS disruptivos, invadores e INESPERADOS,

se utilizarmos o “pensamentoDESIGN”

ATIVIDADE FINAL

MindMap +Visual

Thinking

Declaração + Diagrama de

Fluxo

UI + Paper Protorype

Dirty-Prototyping

Story-boarding

Criação de um vídeo, baseado no story-board, que mostre os cenários criados os protópipos em papel e físicos do projeto.

Vídeo do Projeto

Conceito Detalhamento Interface Protótipos Físicos

Protótipos Vivos