Challenge

The customer, internal to the tech company, is developing a new product. They have requested new  hardware to enable the cutting edge features of the product. The challenge is to uncover the path to the  customer’s goal. What is the gap between what exists now and the future product?  In this case, the  customer has clear product requirements, but the team needs to identify the best approaches.

Selection

The tool I selected is Mind Mapping. As discussed in the video lecture, Mind Mapping is a crucial point in  the design process, acting as a bridge between “What Is?” and “What If?” that can determine the course  of the design. Although the customer has a clear product requirement, the design criteria and the  approach must still be developed. Using Mind Mapping, information ranging from technical data to  personal opinions can be put together to reveal patterns pointing toward key criteria for the design and  approach.

Application

As a first step to the Mind Mapping process, the product requirement is broadcasted. Relevant technical  data, persons, and information on hardware history are gathered and sorted. The technical data,  branching off as a function of the product requirement, has smaller branches including the different  design of experiments (DoEs) used and the results of the DoEs. In a similar way, the information on  hardware history branches off into revisions of hardware and different approaches of hardware design.  These separate branches have connections to each other as well. The different data is tied to the  revisions of hardware, and patterns are observed. The map reveals areas of interest that have subject  matter experts. Those experts are brought in, and their input leads to smaller branches and connections  on the map. With input on the different approaches, the previous data, and the future need, a decision  is made on the best approach(es).

Insight

From the Mind Map, the product requirement and all the relevant information are displayed. It creates a  platform for correlations to be made without losing focus on the main objective. It also shows where the  approach may be lacking. Some ideas have little or no connection to the main objective. These instances  raise questions such as the following: Is it relevant? Were the appropriate persons involved? What  information is lacking?

Approach

This approach seems to be limited by being geared toward the individual. The Mind Map shows  information an individual had gathered and connected. It is great for brainstorming and making  connections, but may be biased. Learning Launch is an alternate approach which can be effective for this  challenge. A learning launch kick-starts a project, encouraging the team to dig for relevant information,  even doing smaller tests, if necessary, to key in the best approach. It breaks down the bias or  assumptions an individual may have made and listens to input from all stakeholders.


Challenge The customer , internal to the tech company , is developing a new product . They have requested new hardware to enable the cutting edge features of the product . The challenge is to uncover the path to the customer ’s goal . What is the gap between what exists now and the future product ? In this case , the customer has clear product requirements , but the team needs to identify the best approaches . Selection The tool I selected is Mind Mapping . As discussed in the video lecture , Mind Mapping is a crucial point in the design process , acting as a bridge between “ What Is ? ” and “ What If ? ” that can determine the course of the design . Although the customer has a clear product requirement , the design criteria and the approach must still be developed . Using Mind Mapping , information ranging from technical data to personal opinions can be put together to reveal patterns pointing toward key criteria for the design and approach . Application As a first step to the Mind Mapping process , the product requirement is broadcasted . Relevant technical data , persons , and information on hardware history are gathered and sorted . The technical data , branching off as a function of the product requirement , has smaller branches including the different design of experiments ( DoEs ) used and the results of the DoEs . In a similar way , the information on hardware history branches off into revisions of hardware and different approaches of hardware design . These separate branches have connections to each other as well . The different data is tied to the revisions of hardware , and patterns are observed . The map reveals areas of interest that have subject matter experts . Those experts are brought in , and their input leads to smaller branches and connections on the map . With input on the different approaches , the previous data , and the future need , a decision is made on the best approach(es ) . Insight From the Mind Map , the product requirement and all the relevant information are displayed . It creates a platform for correlations to be made without losing focus on the main objective . It also shows where the approach may be lacking . Some ideas have little or no connection to the main objective . These instances raise questions such as the following : Is it relevant ? Were the appropriate persons involved ? What information is lacking ? Approach This approach seems to be limited by being geared toward the individual . The Mind Map shows information an individual had gathered and connected . It is great for brainstorming and making connections , but may be biased . Learning Launch is an alternate approach which can be effective for this challenge . A learning launch kick - starts a project , encouraging the team to dig for relevant information , even doing smaller tests , if necessary , to key in the best approach . It breaks down the bias or assumptions an individual may have made and listens to input from all stakeholders .