Double diamond - Revision history

S163873: /* Annotated Bibliography */

2021-02-28T12:40:39Z

Annotated Bibliography

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	This report, explains all the findings of the study which lead to the creation of the Double Diamond. It both provides concrete examples and insight into how these eleven world leading companies' design teams operate, as well as the beginnings of the Double Diamond Framework. It should be noted that the information on the Double Diamond is dated, as the model has since then been revised, but it is an interesting read none the less, and the takeaways are still valid, even though they are not part of the current Double Diamond Framework.		This report, explains all the findings of the study which lead to the creation of the Double Diamond. It both provides concrete examples and insight into how these eleven world leading companies' design teams operate, as well as the beginnings of the Double Diamond Framework. It should be noted that the information on the Double Diamond is dated, as the model has since then been revised, but it is an interesting read none the less, and the takeaways are still valid, even though they are not part of the current Double Diamond Framework.

			'''AXELOS. (2017). Managing Successful Projects with PRINCE2 2017 Edition''' (2017th ed.). Stationery Office Books (TSO). https://ebookcentral-proquest-com.proxy.findit.dtu.dk/lib/dtudk/detail.action?docID=4863041

			This book can be seen as a standard or method for best practice of how to manage a project. It can both be used by a project management novice, as well as an expert. the standard can both be read from one end to the other, as well as to look up sections or definitions.

	== References ==		== References ==

S163873: /* Define' */

2021-02-26T10:05:21Z

Define'

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	The above list should be used for inspiration, rather than as a complete and final list of steps to go through. The Discover stage should conclude with a wide and deep understanding of the arena the problem exists in.		The above list should be used for inspiration, rather than as a complete and final list of steps to go through. The Discover stage should conclude with a wide and deep understanding of the arena the problem exists in.

	===Define'===		===Define===

	When moving into the Define stage designers will have a wide set of insights, which they must navigate in order to converge upon the fundamental challenge which the project will seek to solve. This involves creating the possibility to make decisions, and thereby delimit the problem space.		When moving into the Define stage designers will have a wide set of insights, which they must navigate in order to converge upon the fundamental challenge which the project will seek to solve. This involves creating the possibility to make decisions, and thereby delimit the problem space.

S163873: /* Annotated Bibliography */

2021-02-26T09:39:17Z

Annotated Bibliography

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	'''What is the framework for innovation? Design Council’s evolved Double Diamond''' \| Design Council. (n.d.). Retrieved February 9, 2021, from https://www.designcouncil.org.uk/news-opinion/what-framework-innovation-design-councils-evolved-double-diamond		'''What is the framework for innovation? Design Council’s evolved Double Diamond''' \| Design Council. (n.d.). Retrieved February 9, 2021, from https://www.designcouncil.org.uk/news-opinion/what-framework-innovation-design-councils-evolved-double-diamond

	The British design council have a webpage dedicated to describing the basics of the ~~framework~~ for ~~innovation~~. This basic and brief understanding of the fundamentals of the concept, straight from the creators. It provides a taste of the method, and proviedes the tools to start using the Framework.		The British design council have a webpage dedicated to describing the basics of the Framework for Innovation. This basic and brief understanding of the fundamentals of the concept, straight from the creators. It provides a taste of the method, and proviedes the tools to start using the Framework, as it links to further resources.

	'''Eleven lessons: managing design in eleven global brands. A study of the design process.''' (2007). www.designcouncil.org.uk		'''Eleven lessons: managing design in eleven global brands. A study of the design process.''' (2007). www.designcouncil.org.uk

	This report, explains all the findings of the study which lead to the creation of the Double Diamond. It both provides concrete examples of how these eleven world leading companies' design teams operate, as well as the beginnings of the Double Diamond Framework. It should be noted that the information on the Double Diamond is dated, as the model has since then been revised, but it is an interesting read none the less.		This report, explains all the findings of the study which lead to the creation of the Double Diamond. It both provides concrete examples and insight into how these eleven world leading companies' design teams operate, as well as the beginnings of the Double Diamond Framework. It should be noted that the information on the Double Diamond is dated, as the model has since then been revised, but it is an interesting read none the less, and the takeaways are still valid, even though they are not part of the current Double Diamond Framework.

	== References ==		== References ==

S163873 at 09:33, 26 February 2021

2021-02-26T09:33:53Z

← Older revision		Revision as of 09:33, 26 February 2021
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	The Double Diamond is a framework for how to structure a design process. It was put forward by the British Design Council in 2004 [https://www.designcouncil.org.uk/sites/default/files/asset/document/ElevenLessons_Design_Council%20(2).pdf], after a thorough study of how design departments at eleven world leading companies work. The eleven companies investigated (Alessi, BskyB, BT, LEGO, Microsoft, Starbucks, Virgin Atlantic Airways, Whirlpool, Xerox, and Yahoo!) span across many sectors, and the conclusions can therefore be assumed to be quite universal for design projects. The similarities between the structure of the design process could be graphically represented through two diamonds, containing 4 stages: Discover, Define, Develop and Deliver (figure 1). The stages alternate between focusing on divergent and convergent thought, and the first diamond focuses on the problem space, while the second focuses on the solution space. The Double Diamond framework puts equal focus on understanding the problem, as it does finding a solution.		The Double Diamond is a framework for how to structure a design process. It was put forward by the British Design Council in 2004 [https://www.designcouncil.org.uk/sites/default/files/asset/document/ElevenLessons_Design_Council%20(2).pdf], after a thorough study of how design departments at eleven world leading companies work. The eleven companies investigated (Alessi, BskyB, BT, LEGO, Microsoft, Starbucks, Virgin Atlantic Airways, Whirlpool, Xerox, and Yahoo!) span across many sectors, and the conclusions can therefore be assumed to be quite universal for design projects. The similarities between the structure of the design process could be graphically represented through two diamonds, containing 4 stages: Discover, Define, Develop and Deliver (figure 1). The stages alternate between focusing on divergent and convergent thought, and the first diamond focuses on the problem space, while the second focuses on the solution space. The Double Diamond framework puts equal focus on understanding the problem, as it does finding a solution.


	===The Problem Space===		===The Problem Space===

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	The final element of the framework for Innovation is ''Creating a Culture of Success''. This involves having strong leadership and engagement. Strong leadership can cultivate innovation by allowing projects to be agile. Engagement with people, even outside of the project group lead to innovative and well thought out ideas.		The final element of the framework for Innovation is ''Creating a Culture of Success''. This involves having strong leadership and engagement. Strong leadership can cultivate innovation by allowing projects to be agile. Engagement with people, even outside of the project group lead to innovative and well thought out ideas.


	== Application and Use ==		== Application and Use ==
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	* Feedback loops. By gaining feedback indirectly, can reveal otherwise unspoken improvements.		* Feedback loops. By gaining feedback indirectly, can reveal otherwise unspoken improvements.
	* Methods banks. Creating a catalogue of methods used in a project can improve and streamline future projects in a portfolio or programme.		* Methods banks. Creating a catalogue of methods used in a project can improve and streamline future projects in a portfolio or programme.


	== Limitations ==		== Limitations ==

S163873 at 09:32, 26 February 2021

2021-02-26T09:32:48Z

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S163873: /* Bibilography */

2021-02-23T12:53:16Z

Bibilography

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	== ~~Bibilography~~ ==		== References ==

	AXELOS. (2017). Managing Successful Projects with PRINCE2 2017 Edition (2017th ed.). Stationery Office Books (TSO). https://ebookcentral-proquest-com.proxy.findit.dtu.dk/lib/dtudk/detail.action?docID=4863041		AXELOS. (2017). Managing Successful Projects with PRINCE2 2017 Edition (2017th ed.). Stationery Office Books (TSO). https://ebookcentral-proquest-com.proxy.findit.dtu.dk/lib/dtudk/detail.action?docID=4863041

Azal: /* Big Idea */

2021-02-21T14:27:28Z

Big Idea

← Older revision		Revision as of 14:27, 21 February 2021
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	The Methods Bank consists of 25 design methods which the British Design Council has altered or authored, to support innovation. They can either help the design team Explore, Shape or Build, and have been divided into the four different stages of the Double Diamond. Each method is described in terms of what it is, what the goal is and how to do it.		The Methods Bank consists of 25 design methods which the British Design Council has altered or authored, to support innovation. They can either help the design team Explore, Shape or Build, and have been divided into the four different stages of the Double Diamond. Each method is described in terms of what it is, what the goal is and how to do it.

	The final element of the framework for Innovation is Creating a Culture of Success. This involves having strong leadership and engagement. Strong leadership can cultivate innovation by allowing projects to be agile. Engagement with people, even outside of the project group lead to innovative and well thought out ideas.		The final element of the framework for Innovation is Creating a Culture of Success. This involves having strong leadership and engagement. Strong leadership can cultivate innovation by allowing projects to be agile. Engagement with people, even outside of the project group lead to innovative and well thought out ideas.




	== Application and Use ==		== Application and Use ==

S163873 at 11:28, 18 February 2021

2021-02-18T11:28:52Z

← Older revision		Revision as of 11:28, 18 February 2021
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	== Big Idea ==		== Big Idea ==

			[[File:doublediamond.png\|400px\|thumb\|right\|Visualisation of the Double Diamond by the British Design Council. Source:https://uxdesign.cc/beyond-the-double-diamond-thinking-about-a-better-design-process-model-de4fdb902cf]]
	The Double Diamond is a framework for how to structure a design process. It was put forward by the British Design Council in 2004 [https://www.designcouncil.org.uk/sites/default/files/asset/document/ElevenLessons_Design_Council%20(2).pdf], after a thorough study of how design departments at eleven world leading companies work. The eleven companies investigated (Alessi, BskyB, BT, LEGO, Microsoft, Starbucks, Virgin Atlantic Airways, Whirlpool, Xerox, and Yahoo!) span across many sectors, and the conclusions can therefore be assumed to be quite universal for design projects. The similarities between the structure of the design process could be graphically represented through two diamonds, containing 4 stages: Discover, Define, Develop and Deliver (figure 1). The stages alternate between focusing on divergent and convergent thought, and the first diamond focuses on the problem space, while the second focuses on the solution space. The Double Diamond framework puts equal focus on understanding the problem, as it does finding a solution.		The Double Diamond is a framework for how to structure a design process. It was put forward by the British Design Council in 2004 [https://www.designcouncil.org.uk/sites/default/files/asset/document/ElevenLessons_Design_Council%20(2).pdf], after a thorough study of how design departments at eleven world leading companies work. The eleven companies investigated (Alessi, BskyB, BT, LEGO, Microsoft, Starbucks, Virgin Atlantic Airways, Whirlpool, Xerox, and Yahoo!) span across many sectors, and the conclusions can therefore be assumed to be quite universal for design projects. The similarities between the structure of the design process could be graphically represented through two diamonds, containing 4 stages: Discover, Define, Develop and Deliver (figure 1). The stages alternate between focusing on divergent and convergent thought, and the first diamond focuses on the problem space, while the second focuses on the solution space. The Double Diamond framework puts equal focus on understanding the problem, as it does finding a solution.

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	According to the Double Diamond framework the design process should start with an investigation of the problem space. It emphasises the importance of a product, system or service solving a problem, to be successful. Furthermore, the problem should be thoroughly understood to be able to develop a solution which actually solves the problem appropriately, rather than healing a symptom of the problem. It is important to abstain from solution-oriented thinking when working in the problem space, as this could cause favouritism of a solution, which may not solve the actual problem.		According to the Double Diamond framework the design process should start with an investigation of the problem space. It emphasises the importance of a product, system or service solving a problem, to be successful. Furthermore, the problem should be thoroughly understood to be able to develop a solution which actually solves the problem appropriately, rather than healing a symptom of the problem. It is important to abstain from solution-oriented thinking when working in the problem space, as this could cause favouritism of a solution, which may not solve the actual problem.
	The project is initialised in the Discover stage, during which the project team should focus on divergent thought, to attain a broad and in-depth understanding of the problem. This avoids designers assuming they understand what the problem is, and overlooking its many facets. In the definition stage, the project team should focus on convergent thought, to have a concrete and well-defined problem to solve. It is important to narrow down the scope to be sure it solves a challenge thoroughly, rather than trying to solve many problems, and not really doing so. It is often at the end of this stage where the project is either killed off or given the green light to continue. The project is formalised by a design brief, or similar.		The project is initialised in the Discover stage, during which the project team should focus on divergent thought, to attain a broad and in-depth understanding of the problem. This avoids designers assuming they understand what the problem is, and overlooking its many facets. In the definition stage, the project team should focus on convergent thought, to have a concrete and well-defined problem to solve. It is important to narrow down the scope to be sure it solves a challenge thoroughly, rather than trying to solve many problems, and not really doing so. It is often at the end of this stage where the project is either killed off or given the green light to continue. The project is formalised by a design brief, or similar.

	~~[[File:File.png\|200px\|thumb\|left\|alt text]]~~

	'''The Solution Space'''		'''The Solution Space'''
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	'''The Framework for Innovation'''		'''The Framework for Innovation'''
	----		----
	The Double Diamond has since 2004 been revised and has become the heart of the Framework for Innovation [https://www.designcouncil.org.uk/news-opinion/what-framework-innovation-design-councils-evolved-double-diamond]. According to the framework for Innovation the Double Diamond process should be coupled with design principles, a methods bank and a culture of success ~~(figure 2)~~.		[[File:frameworkforinnovation.PNG\|400px\|thumb\|left\|Visualisation of the Framework for Innovation by the British Design Council. Source:https://www.designcouncil.org.uk/news-opinion/what-framework-innovation-design-councils-evolved-double-diamond]]
			The Double Diamond has since 2004 been revised and has become the heart of the Framework for Innovation [https://www.designcouncil.org.uk/news-opinion/what-framework-innovation-design-councils-evolved-double-diamond]. According to the framework for Innovation the Double Diamond process should be coupled with design principles, a methods bank and a culture of success.

	The British Design Council puts forward four key design principles. The first is Put people first, stressing the importance of understanding the target audeince, including their needs, strengths and aspirations. The second principle is Communicate visually and inclusively, as this should help gain a shared understanding of problems and ideas. The third principle is Collaborate and co-create, emphasising what can be gained from working together and inspiring each other. The final principle is Iterate, iterate, iterate which should help spot mistakes early, avoid putting all your eggs in one basket and build confident and well tested ideas.		The British Design Council puts forward four key design principles. The first is Put people first, stressing the importance of understanding the target audeince, including their needs, strengths and aspirations. The second principle is Communicate visually and inclusively, as this should help gain a shared understanding of problems and ideas. The third principle is Collaborate and co-create, emphasising what can be gained from working together and inspiring each other. The final principle is Iterate, iterate, iterate which should help spot mistakes early, avoid putting all your eggs in one basket and build confident and well tested ideas.

	The Methods Bank consists of 25 design methods which the British Design Council has altered or authored, to support innovation. They can either help the design team Explore, Shape or Build, and have been divided into the four different stages of the Double Diamond. Each method is described in terms of what it is, what the goal is and how to do it.		The Methods Bank consists of 25 design methods which the British Design Council has altered or authored, to support innovation. They can either help the design team Explore, Shape or Build, and have been divided into the four different stages of the Double Diamond. Each method is described in terms of what it is, what the goal is and how to do it.

	The final element of the framework for Innovation is Creating a Culture of Success. This involves having strong leadership and engagement. Strong leadership can cultivate innovation by allowing projects to be agile. Engagement with people, even outside of the project group lead to innovative and well thought out ideas.		The final element of the framework for Innovation is Creating a Culture of Success. This involves having strong leadership and engagement. Strong leadership can cultivate innovation by allowing projects to be agile. Engagement with people, even outside of the project group lead to innovative and well thought out ideas.




	== Application and Use ==		== Application and Use ==
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	The Double Diamond can be used in practically any design project, where there is a problem or challenge to be solved. The nature of the Double Diamond is flexible and can be made to fit most design projects.		The Double Diamond can be used in practically any design project, where there is a problem or challenge to be solved. The nature of the Double Diamond is flexible and can be made to fit most design projects.
	In the context of project management, the Double Diamond should be seen as a way to structure your project work. It is the framework which dictates the plan and coordination of activities which ensure that the result of the project plan is an innovative and well-fitting solution. Traditional project management should thus be performed in parallel, and the different activities which occupy the project plan should follow the stages of the Double Diamond. Although the British Design Council present 25 methods which could occupy the project plan, the designer should not feel limited to these.		In the context of project management, the Double Diamond should be seen as a way to structure your project work. It is the framework which dictates the plan and coordination of activities which ensure that the result of the project plan is an innovative and well-fitting solution. Traditional project management should thus be performed in parallel, and the different activities which occupy the project plan should follow the stages of the Double Diamond. Although the British Design Council present 25 methods which could occupy the project plan, the designer should not feel limited to these.

	Often the move between different stages can be defined through a series of milestones, where the discoveries are summarised and presented. The two diamonds can be seen as management stages, described in chapter 3.4 of Managing Successful Projects with PRINCE2, where the project board should review the progress, plan, business case and risks in order to decide whether to move on with the project ([https://ebookcentral-proquest-com.proxy.findit.dtu.dk/lib/dtudk/reader.action?docID=4863041 AXELOS, 2017]). At the boundary of a management stage the project manager should “review the success of the current management stage, approve the next stage, plan review the updated project plan, confirm continued business justification, and acceptability of the risks” ([https://ebookcentral-proquest-com.proxy.findit.dtu.dk/lib/dtudk/reader.action?docID=4863041 AXELOS, 2017]).		Often the move between different stages can be defined through a series of milestones, where the discoveries are summarised and presented. The two diamonds can be seen as management stages, described in chapter 3.4 of Managing Successful Projects with PRINCE2, where the project board should review the progress, plan, business case and risks in order to decide whether to move on with the project ([https://ebookcentral-proquest-com.proxy.findit.dtu.dk/lib/dtudk/reader.action?docID=4863041 AXELOS, 2017]). At the boundary of a management stage the project manager should “review the success of the current management stage, approve the next stage, plan review the updated project plan, confirm continued business justification, and acceptability of the risks” ([https://ebookcentral-proquest-com.proxy.findit.dtu.dk/lib/dtudk/reader.action?docID=4863041 AXELOS, 2017]).
	For the design team the boarders between the different stages should be soft and can be moved in-between. The project plan should be dynamic, and the process should be under review throughout. Certain projects also require the use of more “diamonds” where the concepts of divergent and convergent thinking are re-applied, perhaps to open-up a solution concept again, before narrowing down on a single solution.		For the design team the boarders between the different stages should be soft and can be moved in-between. The project plan should be dynamic, and the process should be under review throughout. Certain projects also require the use of more “diamonds” where the concepts of divergent and convergent thinking are re-applied, perhaps to open-up a solution concept again, before narrowing down on a single solution.

S163873 at 11:13, 18 February 2021

2021-02-18T11:13:41Z

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S163873 at 08:52, 14 February 2021

2021-02-14T08:52:22Z

← Older revision		Revision as of 08:52, 14 February 2021
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	== Abstract ==		== Abstract ==

	The Double Diamond is a design process, proposed by the British Design Council [https://www.designcouncil.org.uk/sites/default/files/asset/document/ElevenLessons_Design_Council%20(2).pdf], which consists of four stages, divided into two “diamonds”. It puts equal focus on the importance of understanding the problem, as it does find the right solution. The name, Double Diamond, comes from the visualisation of the different stages: First diverging (expanding the problem or solution space) and then diverging (reducing the problem or solution space). The first contains the problem space and the second the solution space. At the beginning of a project designers first enter the “Discover” stage, in which they diverge on the different facets of the problem at hand. This is followed by the “Define” stage in which a specific problem area is converged upon. At this point a design brief is created and the process moves to the solution space, by entering the “Develop” stage, in which designers converge on different potential solutions to the problem. Finally, the “Deliver” stage begins in which a solution which best solves the problem is converged upon, by refining and testing it.		The Double Diamond is a design process, proposed by the British Design Council [https://www.designcouncil.org.uk/sites/default/files/asset/document/ElevenLessons_Design_Council%20(2).pdf], which consists of four stages, divided into two “diamonds”. It puts equal focus on the importance of understanding the problem, as it does find the right solution. The name, Double Diamond, comes from the visualisation of the different stages: First diverging (expanding the problem or solution space) and then diverging (reducing the problem or solution space). The first diamond contains the problem space and the second the solution space. At the beginning of a project designers first enter the “Discover” stage, in which they diverge on the different facets of the problem at hand. This is followed by the “Define” stage in which a specific problem area is converged upon. At this point a design brief is created and the process moves to the solution space, by entering the “Develop” stage, in which designers converge on different potential solutions to the problem. Finally, the “Deliver” stage begins in which a solution which best solves the problem is converged upon, by refining and testing it.
	The double diamond framework should shape the project and thereby affect many aspects of how the project is planned, managed, and executed. The framework was developed as the result of a study of eleven design departments in world-leading companies, in several different fields. Therefore, it is by nature extremely versatile, and can be applied in design projects virtually every industry.		The double diamond framework should shape the project and thereby affect many aspects of how the project is planned, managed, and executed. The framework was developed as the result of a study of eleven design departments in world-leading companies, in several different fields. Therefore, it is by nature extremely versatile, and can be applied in design projects virtually every industry.