Industrial IOT Hackathon: Service Design Thinking and Project Management

Service Design Thinking
A new approach to deliver:
... the right information,
Industrial IOT Hackathon
Service Design Thinking and
Project Management
Industry of Things World,
Berlin 23-25 September
Shaun West

Industrial IOT hackathon | September 2018| Shaun West
Lets learn (from Douglas Adams)

Introduction
Hackathons
should be fun…
… our last one
was!

Introduction
Why should you
listen?
Shaun West, Oliver Stoll, Petra Müller and Günter Zepf (2018)
Smart Services Innovation
Sketchbook
What happens when Service Design
is mashed up with the Internet of Things
Shaun West, Oliver Stoll,
Petra Müller and Günter Zepf
Urs Gaudenz, Christian Hohmann, Partick Link, Petra Müller, Oliver Stoll, Shaun West and Günter Zepf (May 2018)
Innovationmethods,process andtools
SMART
SERVICES@HSLU

Measuring
smartness
based on
Service Dominant Logic

Measuring
smartness
based on
Service Dominant Logic
Major
dimensions
Key characteristics
Score
1 (worst) 5 (best)
Service
Ecosystem
Flexibility & integrity
No flexibility, no
additional
integration
Open system built on
a flexible and
integrity architecture
Shared view
Limited
understanding
today, no future
view
Clear shared view,
today and in the
future
Actor roles Not defined Multi-roles
Architecture closed Open and secure
Service
Platform
Modular structure No
Highly modular, with
3rd
party integration
Rules of exchange Poorly defined Clearly defined
Value
Co-creation
Value creation between
actors
One-way, single-
actor
Two-way, multi-actor
Interactions between
diverse actors
Two actors Multi-actor
Accommodation of
roles
Two roles only
Multi-roles/ multi-
actor
Resource integration Single resource
Integration of many
resources

Introduction
…your job is to translate data into info (but why?)
ON POINTS
ns can be used to create innovative solutions in a digital environment an
where tech push and business pull are applied.
e the best solutions the teams needed guidance on the business and what it v
dance on innovation methods would have promoted more innovative solution
NTACT DETAILS
uys
development
codeideate close
Geeks
prototype test
0l00l0l00l0lll0 Data Information Knowledge
C
M
Y
CM
MY
CY
CMY
K
pic.pdf113.11.1622:43
C
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pic.pdf113.11.1622:43
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pic.pdf113.11.1622:43
translate translate translate

Introduction
…so
‘someone’
can take the
right action
Right information
Right time
Right form
Right person
Right actionRight data
C
M
Y
CM
MY
CY
CMY
K
C
M
Y
CM
MY
CY
CMY
K
C
M
Y
CM
MY
CY
CMY
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Introduction
…what is ‘value’?
Value is…
…defined by the ’customer’
…linked to a specific business case
…dynamic and future oriented
Who is
responsible
to define
and asses
the value of
data?

w D2A
instrumented and collected the
is becoming more important is
ata) be used to support the right
eates a very complex problem as
nsformed so that only the right
me, in the right form can be
on. For this to take place it is
s (e.g. route cause analysis,
production planning). For this to
ns that those developing the digital
e complex ecosystem of people
as well as the operational
y of the facility owner operator.
erstood, the development of
be undertaken.
provides a framework to
of actors and equipment around
ustomers side, as well as the
ctors and a development process
steps:
Ideate
Ideate
Come up with new
solutions
Prototype
Build representation
of the idea
Test
Test the ideas.
Understand
What is the actual
problem?
Reﬁne
Combine all the
research and ﬁndings
where problems exist
Prototype
Test
Understand
Introduction
…is there a
model we can
use to create
new Smart
Services?

Introduction
…can it be used in a hackathon?
Understand
the
Problem
Ideate new
concepts
and
solutions
Build
prototypes
Test
prototypes
Refine
3 Solution sprints
1Problemdefinitionsprints
Yes

Understand the
Problem
The challenge
(or your
brief…)
Make sure you have a
‘catchy title’ for
the team and your
concept
ShaunWest,OliverStoll,PetraMüllerandGünterZepf(2018)HochschuleLuzern/LucerneUniversityofAppliedSciencesandArts
Brief
ProjectAim
Projectboundaries
Projectsketch
Deadlines
Deliverablesandformat
Clientexpectations

Understand
the
Problem
- The actors
- The machines
- The data
- The cash cycle

Problem Analysis
Question the problem
like a three-year-old…
…who?
…what
…when?
…where?
…why?
…how? Urs Gaudenz, Christian Hohmann, Partick Link, Petra Müller, Oliver Stoll, Shaun West and Günter Zepf (May 2018)
TIPPS
• By asking and asking again, we can get deeper. Ask even if you
think you know the answer. Ask "Why" several times in a row
• You don't have to go through all the questions and subquestions
• Try to find more than one answer to each question. Especially
contradictory answers can be interesting to deepen them with
customers
• Write it all down. Do not constantly evaluate the answers
• After collecting the information, filter out the relevant
information
WHY A FIVE Ws PROBLEM ANALYSIS?
W-questions help in the diverging phase to get a fundamental
overview and deep insights. They are open questions and help to
obtain new insights and information and to grasp the problem or
situation.
During the observation phase, the "W-questions" are a good tool
to observe more closely.
This simple structure helps to deduce more abstract, potential
emotions and motives from concrete observations of a specific
situation. This is a good method to further analyze photos of an
observation taken by the team, as well as to lead the team into
further areas of need finding.
Note: The question “How” is usually added to the five W’s.
HOW TO USE A FIVE Ws PROBLEM ANALYSIS?
• Try to ask or answer all W-questions (and How)
• If a W-question does not make sense in context, skip it
• Try to get a lot of information. Make a list of possible
subquestions (e.g. in the form of a mind map)
WHO? WHAT? WHEN? WHERE? WHY? HOW?
Who is involved? Who is affected by the situation? Who is the decision-maker?
What do we know about the problem? What would we like to know? What are assumptions that could be questioned?
When did the problem start? When do you want to see results? When can the project be started?
Where does the problem take place? Where has it been solved before? Where were there similar situations?
Why is the problem important? Why does it happen? Why hasn't it been solved yet?
How could this problem be an opportunity? How could it be solved? How has it already been tried to solve it?
FIVE Ws PROBLEM ANALYSIS

Do you know what the
business does?
Hochschule Luzern/Lucerne University of Applied Sciences and Arts
Overarching customer value proposition
Coffee on the go
Why do our customers and their customers need the machine?
Hint: Sketch
Hint: can you say it in one sentence?

Do you know what the business does? Can you
identify the core value adding process and
the support processes?

Define the
actors and
create
problem
statements
Detailed
personas, empathy
maps or simple
problem
statements
GainsPains

Data science can help us to structure
the information we provide
We need to
see both the
‘wood’ and
the ‘trees’

The
Avatar
- Define the inputs
- Define the outputs
- Understand the data
Hochschule Luzern/Lucerne University of Applied Sciences and Arts
The Avatar
Consumables
Operations & maintenance
Value
Waste
Data
Materials
Who, how and why do we need to communicate with the Avatar? Why does it need to talk to us?

The
Ecosystem
Map out the actors,
the avatars to see
the connections

Customer (Actor
or Avatar)
Journey Mapping
helps us to get
insights into the
actual actions
and how they are
done
Chapter 3 – customer journey mapping
Example
Define the phases
List the hardware needed in each
phases
List the actors involved and in which
phase they are performing.
List the actions (jobs-to-be-done) of
the actors in each phase

Ideate new
concepts and
solutions

Describe your solutions and ideas (simply)
More is more at this stage…
Work individually then share

STRUCTURED BRAINSTORMING
WHY A BRAINSTORMING?
Brainstorming is a well-known and widespread creativity
technique. For an effective and efficient use it makes sense to
define basic rules for the joint brainstorming process. The results
depend on the participants. Unfortunately, there is often the
danger of digressions and group-dynamic conflicts.
In addition, the selection of suitable ideas is time-consuming. On
the other hand, experienced creative people are able to
stimulate and inspire each other within a brainstorming session.
There are different ways of brainstorming to reduce the
disadvantages and make better use of the benefits. One of these
is structured brainstorming.
HOW TO USE A STRUCTURED BRAINSTORMING?
To search successfully for ideas it is helpful to follow certain rules which allow creative thinking and motivate. There are a variety of
brainstorming rules. The top three are:
• Creative courage. We express all the ideas that come to mind, no matter how stupid they may seem to us. Perhaps our
counterpart can build another idea on this! This requires a mutually appreciative atmosphere
• Quantity before quality. Very, very important! In this phase it is a matter of filling the pot with as many ideas as possible -
assessment will be made later. We resist the temptation to settle for the first good idea. Maybe the even
better idea is just five minutes away in brainstorming
• No criticism of ideas. Under no circumstances should the ideas be criticized or discussed at this stage. The ideas are evaluated
later in a separate step
PROCEDURE FOR STRUCTURED BRAINSTORMING
• All participants write their ideas on a Post-it
• After some time someone starts to put his ideas on a flipchart and explain them
• If there is already a similar Post-it, you can add your
• During the explanations of the others, new ideas are to be generated and new post-is-described
• At the end you have a clustered list of ideas that can be evaluated
TIPPS
• Thinking in hierarchical structures hinders the free generation of ideas
• It has been proven to be a good idea not to hold a round of introductions before the brainstorming, in which it is said who has
which function

DOTS EVALUATION
WHY A DOTS EVALUATION?
In addition to the number of ideas that are developed, for
example in a brainstorming session, the selection of ideas is a
decisive step.
There are different ways to evaluate ideas and clusters. An easy
way is to use adhesive dots, which can be placed on the ideas by
the participants. This results in a quick and democratic vote.
Besides the best idea, various trigger questions can also be
asked:
• Which is the most interesting or exciting idea?
• Which idea has the highest customer benefit?
• What is the most promising idea?
• What is the weirdest idea?
• Which idea appeals to me the most?
HOW TO USE A DOTS EVALUATION?
• Everyone receives a certain number of adhesive dots and thinks in advance on
which idea he/she would like to stick the dots
• If he/she knows what idea he/she wants, the adhesive dots are glued on
• It should be prevented that the last participants are influenced by the first
TIPPS
• Separate idea generation and idea evaluation
• If the spectrum of ideas is very broad and the scope of the question is greatly expanded, the ideas can first be grouped into super-
topics and only then clustered again
• If there are different groups who assess the ideas, e.g. customers/users and internal, different colors can be used
• If there is the danger that the individual is too strongly influenced by a person (e.g. the boss), this person can give his or her
assessment last
• If there are many ideas that have received (equally) few points, the evaluation can take place in two steps and the ideas that have
received 1-2 points are scored a second time by the participants, possibly with a different color

Build
prototypes

CREATE A PROTOTYPE
WHY MAKE A PROTOTYPE?
In this phase, ideas are turned into tangible models/scenarios/
mock-ups that the user can interact with later in the test phase.
Developing prototypes means that we physically represent the
ideas and explorations that are in our minds. A prototype can
take some physical form - be it a wall full of Post-it notes, a role-
playing game, a room, an object, an interface or even a
storyboard. A prototype is any physical model or scenario. In the
initial phase, prototypes are to be developed roughly and quickly
in order to learn from them quickly, to draw conclusions and to
examine many different possibilities.
There are different reasons for prototyping:
• Feel deeper compassion: Prototyping is a tool to better
understand the user and the design area
• Exploration: "Create to explore". Various solutions are to be
developed
• Testing: Creating prototypes to test and refine initial solutions
with users
• Inspiration: You present your vision to other people (team
members, clients, customers, investors) and can inspire them
• Experiments should be targeted towards a goal and as
effective as possible - with as little effort and as much
learning as possible - you have to consider exactly what you
want to learn, i.e. which assumptions you want to check and
how best to learn/try them
HOW TO USE PROTOTYPEN
• Think about what you want to find out through the prototypes and create "low-res. objects" and scenarios to investigate these
questions
• Think about what tools it might need. If you are designing a software application, would it be better to create a paper version of
the interface or a PowerPoint presentation on screen? Which materials can be used and are available? Which medium can easily be
shared and modified?
• There are many different types and variants of prototypes (see overview on the next slide)
• After you think carefully about what you want to learn, you have to determine the experience for the user
• Define different variants and select and describe in detail the best experiment / prototype
• Describe test criteria and test scenario
• Clarify procedures and roles, write down possible central questions and document results
TIPPS
• To learn from a prototype, you have to test it. Schedule time for testing and iterating in the project schedule
• Create a question map for questions, ask again with W-questions
• Testing = Need finding

A sketch makes a first good prototype
International SummerSchool Lucerne2018|DrShaunWest&GünterZepf
Building concepts and solutions
Concept description sketch
Situation and
delivery context
Remote vending operation
(no local people)

CREATE A PROTOTYPE
TYPE DESCRIPTION GRADE OF
RESOLUTION
APPLICABLE FOR…
(EXAMPLES)
low med. high
Sketch Paper or digital, sketched or scribbled, on flipchart or smaller
paper sizes such as A3 or A4 or Post-it O
Basically everything
Mock-up Shows the overall impression of a system without necessarily
functioning O
Products, digital or physical
Paper Construction or accumulation of objects and products with paper
or cardboard O
Furniture, accessories
Photo Photomontage for the simulated representation of a situation
using image processing software O
Experiences
Physical Model Shows a two-dimensional idea in three dimensions. Can be
printed in 3D, but can also be built using other materials such as
Lego
O
Products, Rooms and
Environments
Role Play Emotional experience of the customer with a product or service,
played by project team members O O
Experiences
Pinocchio Rudimentary, non-functional version of a product
O
Palm Pilot (Personal Digital
Assistant)
Fake door Created, deceived access for a product that does not yet exist
O O
Zynga, Dollar Shave Club
Pretend to
own
Pretend to own it (space, product, offer, etc.); effectively,
however, one obtains it from elsewhere, rents or lends it before
making a big investment
O O O
Zappos, Tesla
Re-label Ein anderes Produkt mit einer eigenen Marke and Verpackung
versehen O
Products, Services
Wizard of Oz
(“Mechanical
Turk”)
Users interact with the interface of an application that does not
exist. The reactions of the system are simulated by involved
persons.
O O
IBM’s speech to text
Experiment

Test prototypes

How good is the fit between the problem and your
prototype solution? What have you learnt?
Measure your
solutions against the
problem statements
you created

Refine prototypes

Managing
innovation
projects
(time management for
Hackathons)

The whole team should be able to understand the aim
”The aim of this project is to deliver a IOT
enabled football to help football trainers to
monitor and improve their teams skills”

Project
objectives
The aim of the project is
supported by the following
objectives:
- to be completed by 1 April
- to cost less then 20CHF
- to be operated without
batteries
following pages
option to photo-
or your need.

Who is
responsible
for what…
Your
capabilities…

Manage your time effectively, scheduled 1 sprint for the problem definition and 3 sprints for
refining your prototype
Introduction
…can it be used in a hackathon?
Understand
the
Problem
Ideate new
concepts
and
solutions
Build
prototypes
Test
prototypes
Refine
3 Solution sprints
1Problemdefinitionsprints
Yes

Keep it agile…
…use the status
canvas to share
“what’s happening”

Lo-tech is quick
and easy… it
works!
Digital tools can also help
(iphone, OfficeLens,
Whatsapp, Trello,
Meistertask, Slack, Asana,
Box, Skype…)

Advert!
Playbook: real people
managing projects
From developing the idea
to measuring success.
Business and design working together
to find a better way to lead projects.
Inspired by‘Design Thinking’and
‘Agile Project Management’to create a
Visual Project Management framework.
Written by:
Renate Åkerhielm
Hannes Felber
Shaun West

Thanks for
listening

Industrial IOT Hackathon: Service Design Thinking and Project Management

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