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 Digital Notes
20CB505 Design Thinking
Department: CSBS
Batch/Year: 2021-25/III
Created by: Ms. S. Jhansi Ida/AP
Date: 15.09.2023
 Table of Contents

S NO CONTENTS PAGE NO

1 Contents 5

2 Course Objectives 6

3 Pre Requisites (Course Names with Code) 7

4 Syllabus (With Subject Code, Name, LTPC details) 8

5 Course Outcomes 9

6 CO- PO/PSO Mapping 10

7 Lecture Plan 11

8 Activity Based Learning 12

9 Lecture Notes 19

10 Assignments 63

11 Part A (Q & A) 64

12 Part B Qs 72

13 Supportive Online Certification Courses 73

Real time Applications in day to day life and to

14 74
Industry

15 Contents Beyond the Syllabus 76

16 Assessment Schedule 78

17 Prescribed Text Books & Reference Books 80

18 Mini Project Suggestions 81

Course Objectives
The Course will enable learners to:

Familiarize design thinking and its phases.

Perform immersion activity in empathize phase of design thinking.

Create problem statements in the define phase of design thinking.

Ideate and find solutions to the problem defined.

Develop a prototype and perform testing.

Prerequisite

20CB304 Software Engineering

20CB403 Software Design with UML

20CB404 Introduction to Innovation, IP Management and Entrepreneurship

 SYLLABUS
20CB505 Design Thinking LTPC
2203

UNIT I INTRODUCTION 6+6

Introduction to design thinking - Importance of design thinking for business – Phases of

design thinking – Experiential activity – Case study.

UNIT II EMPATHIZE PHASE 6+6

Empathize phase - Steps involved - Immersion activity- Questionnaire – Empathy map

for case study

UNIT III DEFINE PHASE 6+6

Creation of personas in define phase – steps in problem statement creation - problem

statement definition – Examples – Key problem statements.

UNIT IV IDEATION PHASE 6+6

Ideation phase steps – Ideation games – Ideate to find solutions – Doodling –

Storytelling in presenting ideas and prototypes.

UNIT V PROTOTYPE AND TESTING 6+6

Importance of prototype in design thinking –Guidelines - Prototyping the idea – Value

proposition statement – Testing in design thinking – Prototype testing – Documentation

– Design thinking in functional work – Mapping design thinking to agile methodologies.

TOTAL: 60 PERIODS
 Course Outcomes
Cognitive/
Affective
Expected
Course Level of
Course Outcome Statement Level of
Code the
Attainment
Course
Outcome
Course Outcome Statements in Cognitive Domain

Understand
CO1 Understand the phases of design thinking process K2 70%
Conduct an immersion activity to create an
Analyse
CO2 empathy map K4 70%
Define the key problems of the Understand
K2
CO3 personas created 70%

Apply the ideation phase steps to present the

Analyse
CO4 prototype ideas K4 70%

Create a prototype with value propositions

Analyse
CO5 and test the prototype K4 70%
 CO-PO/PSO Mapping

Correlation Matrix of the Course Outcomes to Programme Outcomes and

Programme Specific Outcomes Including Course Enrichment Activities

(CO Programme Outcomes (POs), Programme Specific Outcomes (PSOs)

s)

PO PO PO PO PO PO PO PO PO PO PO PO PS PS PS
1 2 3 4 5 6 7 8 9 10 11 12 O1 O2 O3

CO1 1 3 3 3 3 3 3 3 1 1 2 2 3 3 3

CO2 1 2 2 2 3 2 2 2 1 1 3 - 3 3 3

CO3 1 3 3 3 3 2 2 2 1 1 2 - 3 3 3

CO4 1 3 3 3 3 2 2 2 1 1 3 - 3 3 3

CO5 3 3 3 3 3 2 2 2 1 1 3 - 3 3 3

9
 Lecture Plan
UNIT – III

level
of

Proposed date

pertaining CO
Actual lecture

of
Taxonomy

delivery
S No Topics

Periods

Mode
Date
No
Definition Phase 1 19.09.23 19.09.23 CO3 k2 PPT
1

Creation of personas in define

2 phase 1 20.09.23 20.09.23 CO3 K2 Online Tool

Persona Process, Elements, Steps

3 and procedure, benefits and 1 22.09.23 22.09.23 CO3 K2 PPT
examples

Jobs-to-be done Concept 23.09.23 23.09.23 K2

4 CO3 PPT
1

5 Means End Approach 1 25.09.23 25.09.23 CO3 K2 PPT

6 Define Problem statement 1 26.09.23 26.09.23 CO3 K2 PPT

steps in problem statement

7 creation 1 27.09.23 27.09.23 CO3 K2 PPT

Problem Statement -Examples 29.09.23 29.09.23 CO3 K2 PPT

8 1

9
Key problem statements 1 30.09.23 30.09.23 CO3 K3 PPT
 Activity based learning -I
(PROBLEM STATEMENT MODEL)
 Activity based learning –II
(create a Persona MODEL)

13
Activity based learning-III
(Group Persona MODEL)

14
Activity based learning (cont
…Group Persona MODEL)

15
Activity based learning (cont
…Group Persona MODEL)

16
 Activity based learning
(cont …Group Persona
MODEL)

17
Activity based learning –IV
 UNIT III
DEFINE PHASE

3.1 Point-of-View Phase

After the two analysis phases of understanding the problem and observing the
customer, the information gained is brought together — synthesized — in a
condensed form.

The information must ultimately answer two basic questions that are of central
importance for solving the problem:

What is the specific target (customer) group that is at stake?

What is the specific need/problem to be solved?

3.1.1 Approaches in Define Phase

➢ The Persona method (Characterization of the target group)

➢ Jobs-to-be-done concept are two approaches that can answer the two
questions.

➢ In addition, the means-end approach (Means-end approach) can be used to

characterize the customer's needs step by step in an overarching context.

Characterisation of the target group

The relevant information to describe the target (customer) group can best be
summarized in a focused way with the Persona method.

3.1.2 Persona
With the Persona method, the user is placed in a hypothetical customer/user who
represents members of a real customer/user group.

This method is universally applicable both in the development of ideas and

business models and in the design of marketing activities.

https://www.youtube.com/watch?v=u44pBnAn7cM

19
 Personas are fictional characters, which you create based upon your research to
represent the different user types that might use your service, product, site, or
brand in a similar way.

Creating personas will help you understand your users’ needs, experiences,
behaviors and goals.

Creating personas can help you step out of yourself. It can help you recognize
that different people have different needs and expectations, and it can also help
you identify with the user you’re designing for.

Personas make the design task at hand less complex, they guide
your ideation processes, and they can help you to achieve the goal of creating a
good user experience for your target user group.

The selected person represents a fictitious person with individual characteristics

that represent the target group (or part of it) of the innovation.

It is recommended to represent different persona with different functions in the

buying process.

For example:

➢ persona of a certain target segment,

➢ first-time buyer,

➢ extreme user (who frequently or under special conditions use products),

20
➢ non-buyer (negative persona)

➢ customer vs. user persona.

The method can also be used in the business-to-business area (so-called buyer
persona), in which decision-makers, influencers, possible saboteurs etc. are
differentiated between companies in the sales process.

The person with a concrete name should be described in the form of a profile
with keywords or short sentences (on post-it).

Consumption habits or factors that influence purchasing decisions: How quickly

does the decision to buy take place? Is it a spontaneous buyer or more planned?
Which information channels does it use? Price, quality or service-oriented? Brand
conscious?

It would also be useful to analyze the problems ("Pains") and wishes ("Gains")
associated with innovation.

The following biographical information can describe this person, for

example:

➢ Gender, age, origin, marital status (married/disabled; children? How many? How
old? What style of parenting?)

➢ Occupation (job, position), educational background, special knowledge, expert on

a specific topic.

➢ Friends and social environment, Pets.

➢ Living conditions, own house/ condominium/ rented apartment/ industry/ type,

design, quality and equipment of the apartment.

➢ Asset status.

➢ Attitudes (values, interests, preferences), frustration tolerance, health awareness,

life goals.

21
➢ Hobbies and leisure activities, sporting? Which sport? How often?

➢ How much time does the persona have for certain topics/activities?

➢ Which media/information sources does she use for which topics?

➢ Attitude towards digital media, users of social networks or rather loners sharing
information generously with others?
For example with the following questions:

➢ What annoys/frustrates the persona?

➢ What problems does she have?

➢ What challenges in life does she face?

➢ What does the persona find too expensive, too uncomfortable, too time
consuming, too inferior, too user-unfriendly, too complex?

➢ What makes them angry?

➢ What risks does she fear? Why would she be ashamed of friends?

➢ What mistakes does she often make?

➢ What can the persona not do? What resistance is she confronted with?

These questions can be specifically adapted to the problem at hand and extended if
necessary. Nevertheless, one should really sketch the answers on one page. It is
also helpful to describe the persona and her problems or wishes in a personal form.
The persona should also be updated again and again, because needs and desires
are variable in the course of an innovation project.

Benefits of the Persona technique:

Persona can be used to create distance to the innovator's own person on the one
hand and proximity to the customer on the other. This means that this approach
creates customer orientation.

22
Developments can thus be better aligned with the person and, if necessary,
prioritized to what extent they can satisfy the needs and wishes of this persona.

In addition, persona enables employees in the company who do not have

frequent customer contact (e.g. employees in research, development and
production) to become more sensitive to the needs of customers.

Everyone understands the descriptions of the persona. Everybody can better

understand the person. Furthermore, the customer is no longer seen as an
anonymous something in an undefined mass, but gets a real character and is
"brought to life". Furthermore, this method is cost-effective and can be combined
with the following other approaches.

23
 Steps to Create Personas
1. Step One: Do research.
2. Step Two: Segment your audience.
3. Step Three: Decide on the layout.
4. Step Four: Set demographic info.
5. Step Five: Describe the Persona's background.
6. Step Six: Define Persona's goals.
7. Step Seven: Define motivations and frustrations.
Questions to Ask During Persona Development

EXAMPLE: The following questions and areas of discussion will help you construct a
snapshot of the visitors for your website.

24
Persona: USDA Senior Manager Gatekeeper
Photo:

Fictional name: Matthew Johnson

Job title/ major Program Staff Director, USDA(US department of Agriculture)
responsibilities:
Demographics: • 51 years old
• Married
• Father of three children
• Grandfather of one child
• Has a Ph.D. in Agricultural Economics.

Goals and He is focused, goal-oriented within a strong leadership role.

tasks: One of his concerns is maintaining quality across all output of
programs.
Spends his work time:
• Requesting and reviewing research reports,
• preparing memos and briefs for agency heads, and
• supervising staff efforts in food safety and inspection.
Environment: He is comfortable using a computer and refers to himself as an
intermediate Internet user. He is connected via a T1
connection at work and dial-up at home. He uses email
extensively and uses the web about 1.5 hours during his work
day.

25
PERSONA TEMPLATE -1

26
PERSONA TEMPLATE -2

27
EXAMPLE-1

28
EXAMPLE -2

29
 STEP BY STEP PROCEDURE TO CREATE DESIGN THINKING
➢ Data collection and analysis of data (steps 1, 2),
➢ Persona descriptions (steps 4, 5),
➢ Scenarios for problem analysis and idea development (steps 6, 9),
➢ Acceptance from the organization and involvement of the design team (steps 3, 7,
8, 10).

Collect data. Collect as much knowledge about the users as possible. Perform
high-quality user research of actual users in your target user group. In Design
Thinking, the research phase is the first phase, also known as the Empathize
phase.

Form a hypothesis. Based upon your initial research, you will form a general
idea of the various users within the focus area of the project, including the ways
users differ from one another – For instance, you can use Affinity Diagrams and
Empathy Maps.

Everyone accepts the hypothesis. The goal is to support or reject the first
hypothesis about the differences between the users. You can do this by
confronting project participants with the hypothesis and comparing it to existing
knowledge.

Establish a number. You will decide upon the final number of personas, which it
makes sense to create. Most often, you would want to create more than one
persona for each product or service, but you should always choose just one
persona as your primary focus.

Describe the personas. The purpose of working with personas is to be able to

develop solutions, products and services based upon the needs and goals of your
users. Be sure to describe personas in such a way as to express enough
understanding and empathy to understand the users.

➢ You should include details about the user’s education, lifestyle, interests,
values, goals, needs, limitations, desires, attitudes, and patterns of behavior.

➢ Add a few fictional personal details to make the persona a realistic character.

30
 ➢ Give each of your personas a name.

➢ Create 1–2 pages of descriptions for each persona.

Prepare situations or scenarios for your personas. This engaging persona

method is directed at creating scenarios that describe solutions. For this purpose,
you should describe a number of specific situations that could trigger the use of
the product or service you are designing. In other words, situations are the basis
of a scenario. You can give each of your personas life by creating scenarios that
feature them in the role of a user. Scenarios usually start by placing the persona
in a specific context with a problem they want to or have to solve.

Obtain acceptance from the organization. It is a common thread throughout

all 10 steps that the goal of the method is to involve the project participants. As
such, as many team members as possible should participate in the development
of the personas, and it is important to obtain the acceptance and recognition of
the participants of the various steps. In order to achieve this, you can choose
between two strategies: You can ask the participants for their opinion, or you can
let them participate actively in the process.

Disseminate knowledge. In order for the participants to use the method, the
persona descriptions should be disseminated to all. It is important to decide early
on how you want to disseminate this knowledge to those who have not
participated directly in the process, to future new employees, and to possible
external partners. The dissemination of knowledge also includes how the project
participants will be given access to the underlying data.

Everyone prepares scenarios. Personas have no value in themselves. Until the

persona becomes part of a scenario – the story about how the persona uses a
future product – it does not have real value.

Make ongoing adjustments. The last step is the future life of the persona
descriptions. You should revise the descriptions on a regular basis. New
information and new aspects may affect the descriptions. Sometimes you would
need to rewrite the existing persona descriptions, add new personas, or eliminate
outdated personas.
31
32
TYPES OF PERSONAS

1. Goal-directed Personas

2. Role-Based Personas

3. Engaging Personas

4. Fictional Personas

1. Goal-directed Personas

This persona cuts straight goals. “It focusses on: What does my typical user want to
do with a company’s product?”. The objective of a goal-directed persona is to
examine the process and workflow that your user would prefer to utilize to achieve
their goals in interacting with a company’s product or service. By examining Goal-
directed Personas, you can bring their requirements to life.

33
2. Role-Based Personas

The role-based perspective focuses on the user’s role in the organization. In some
cases, our designs need to reflect upon the part that users play in their
organizations. The role-based perspective is also goal-directed , and it focuses on
behaviour based on roles played by user in their organizations. The personas of the
role-based perspectives are massively data-driven and incorporate data from both
qualitative and quantitative sources. An examination of the roles that our users
typically play in real life can help inform better product design decisions.

3. Engaging personas

Engaging personas can incorporate both goal and role-directed personas, as well as
the more traditional rounded personas. These engaging personas are designed so
that the designers who use them can become more engaged with them.The more
people engage with the persona and see them as ’real’, the more likely they will be
to consider them during the process design and want to serve them with the best
product. These personas examine the emotions of the user, their psychology,
backgrounds and make them relevant to the task at hand.

34
4. Fictional Personas

Fictional Personas requires the team to make assumptions based upon past
interactions with the user base and products to deliver a picture of what, perhaps,
typical users look like, wants and needs.

3.2 Description of customer needs

When describing the customer need/problem one should pay attention to a
recognizable pattern and answer why this is so and why the potential
customer/user has this problem, this behavior, these feelings, these needs.

The Customer Journey method, is very helpful in this context. The customer
need/problem should lead to a concrete task for which ideas and solution
concepts are sought and developed in the following steps.

In a very condensed form, the information about the target group and their needs
/ problems can be focused on one sentence with a so-called user story.

The aim should be to formulate this sentence with 140 or 280 characters (in short
message format in Twitter). This central sentence should be clearly visible to all
participants of the Design ‘Thinking process in a prominent place in the common
premises.

35
 All other information should also be made visible (photos, graphics, interviews).
So-called mood boards, which are collages of text/photo material and/or objects
intended to capture the moods of situations, are ideal for this purpose. Special
findings during the customer observation are to be emphasized, e.g. what
surprised, astonished, frightened or also made thoughtful one.

Mood boards (or image boards) Mood boards (also called image boards) are
collages of text/photo material and/or objects intended.to capture the moods of
situations.

How to do it:

Pictorial material, smaller objects and, if necessary, striking texts such as newspaper
articles/headlines on the subject, the place of service or product use, the persona
with the customer's needs and/or the Customer Journey are first collected and
attached as a large collage on a meta planar wall/whiteboard.

They should be permanently in the field of vision of the idea/product developers.

Over time, the images can also be "clustered" thematically and supplemented with
(photo) materials from product development. These topic clusters can be positioned
on different walls (e.g. wall with information about customers, about needs /
problems of the customer, about first solutions). This serves as inspiration. Digital
mood boards can be easily created and shared with Pinterest.

36
Sample Mood board

Sample Point of View Template

37
3.3 Jobs-to-be-done

The Jobs-to-be-done concept, focuses on the tasks/activities — the so-called jobs

of or for customers in order to solve a specific problem for the customer, satisfy
needs and/or realize wishes.

Christensen et al. (2016) understands a job as a task that has to be

completed in a certain situation or context in order to achieve progress
from the customer's point of view.

This job must always take the specific situation or context into account.

This means that jobs are always dependent on a specific situation, which may
have limitations, specifics, etc.,

Christensen (2003, 2016) speaks of customers not simply buying products and
services, but “hiring” them to do certain jobs (tasks/activities).

Ultimately, customers do not want products, they want solutions for their tasks
(problems, needs, wishes).

Jobs can be further differentiated according to Christensen/Rayn or

(2003) and Ubwick (2008)

Functional Jobs: Certain functions / characteristics / activities / process steps

must / should (from the customer’s point of view) be available / executed /
completed.

Social Jobs: With the completion of the task/activity the attainment of prestige,
power/influence, status or a certain (desirable) image for the customer is
achieved. ‘This means that the question is answered how the customer wants to
be perceived by others (family members, friends, acquaintances, other
organizations).

https://www.youtube.com/watch?v=RQjBawcU_qg

38
Personal Jobs:‘ The customer enjoys it, finds it interesting, exciting, stimulating,
entertaining, "cool", aesthetically pleasing, feels secure or then feels pride or
personal satisfaction that the job has been done. This means that the question of
how the customer wants to feel after the job is done is answered.

The social and personal jobs (= emotional jobs) thus represent a

psychological benefit for the customer. With this differentiation it is possible to
analyze why customers want certain tasks (jobs)done.

Example

39
 How to do it

Identify customer segment

➢ First create or select a persona and add an empathy map.

➢ As already mentioned with Persona, different Persona can be used to work out
differences and peculiarities of customer problems or customer needs and wishes.
Of course, customers can not only be individuals, but also organizations
(companies).

Identify jobs

➢ A possible method for identifying potentially interesting jobs is the so-called job
mapping.

➢ Job mapping does not analyze what a customer is actually doing or how he
interacts with a product/service, but what and why he wants to achieve
something in a certain situation.

Job mapping consists of the following eight steps:

Define:

➢ What aspects does the customer need to clarify/what steps does the customer
need to take before completing the task/activity?

This can include the following:

➢ What are the customer’s objectives for the task/activity?

➢ How does he plan to perform these tasks?

➢ How does the customer rate the resources he needs to complete the tasks and
how does he select these resources?

40
 Search:

➢ Which necessary resources or aids must the customer look for in order to
complete the task? These can be material (tools, materials) or immaterial
(information, knowledge) resources.

➢ How difficult is it for customers to locate these resources?

Preparing:

➢ How must the customer prepare /organize the resources or the situation so that
the task can be completed?

Confirm:

➢ What does the customer have to check before the concrete task so that he can
actually start with it? Does the customer have to confirm the functionality of the
resources and tools?

Execute:

➢ What must the customer do to ensure that the task is completed successfully?

Monitor:

➢ How does the customer check the success after completion of the task?

Adaption:

What does the customer need to adjust if the task is to be completed

successfully?

Closing:

➢ What must the customer do to complete the task?

➢ What are the steps that follow or must be completed after this task?

These steps of job mapping must always be analyzed against the background of the
specific situation.

41
Steps in Job mapping

Example : Workshop Facilitation

42
Checklist for Identifying Jobs

43
 Identify Customer Problem:

This step is about identifying the problems, frustrations and pains of the customers
with the desired completion of the job.

44
 Identify Customer needs / Wishes:

This step is about identifying the needs and wishes of the customer in the form of
the completion of the job.

Describe Jobs

The result of these previous steps should lead to descriptions of the jobs that can be
formulated with the following format:

45
In addition to the concept of Jobs-to-be-done, Ulrick (2005) defines not only the job
itself, but also the desired outcome from the customer's point of view.

The outcome can also be specified as follows:

➢ Definition of the direction of improvement (faster, more convenient, longer,

shorter, minimize, maximize, less expensive)

➢ Definition of the measurement unit (number, time, frequency, probability)

➢ Definition of the desired result state.

Evaluate jobs:

➢ Ideally, the customer should evaluate the jobs himself. A possible evaluation
procedure from the customer's point of view is the so-called opportunity
algorithm. In addition to the evaluation from the customer's point of view, an
evaluation from the company’s point of view (is the task economically significant?)
and from the competitive point of view (can a competitive advantage be achieved
by (better) completing the task) must also be carried out.

46
Evaluate jobs:

Tips for using the jobs-to-be-done concept

47
 With the help of this Jobs-to-be-done concept, solutions/offers in the form of
product, process, service or business model innovations can be developed to
handle these jobs (better than the alternatives). This approach is also
recommended in a late innovation phase for market segmentation, e.g. to plan
and execute targeted activities in innovation marketing.

3.4 Means-end approach

➢ With the means-end approach it is possible to differentiate the above-mentioned
functional, social and personal jobs more precisely and to analyze them more in-
depth with a suitable interview technique (the so-called laddering).

➢ The means-end approach provides explanations of why customers prefer certain

product features and what they (unconsciously) actually hope to achieve from
these features.

➢ The means-end approach is based on the concept that customers understand

product/service innovation as a means to achieve a personal wish or goal (ends).

➢ The mental connection between the product attributes and the value attitudes
takes place via hierarchically arranged cognitive levels with the customer.

48
➢ Product features (means) (= chemical-physical-technical product characteristics)
initially achieve a functional benefit for the customer, which can also generate a
psychological benefit for the customer.

➢ This psychological benefit can be emotional (the customer perceives the product
as aesthetically pleasing) and/or social (the customer can share the benefits of
the innovation with friends).

➢ These functional and psychological benefit components can in turn influence

short and long-term value retention.

➢ The short-term so-called instrumental values represent desirable forms of

behavior for the customer, e.g. that the customer wants to be helpful,
performance-oriented or imaginative.

➢ The long-term so-called terminal values are ultimately desirable goals in life, such
as fun, wisdom, freedom, equality, security, social recognition or self-realization.

➢ With the so-called vertical laddering, the recurring question: "Why is this
important for you?" is gradually pushed forward from the product features via the
benefit components to the values.

49
➢ In addition, the horizontal laddering is used to determine whether the
features determined correspond to the real product properties from the
customer's point of view.

➢ Another variant is the so-called laddering top-down technique. Starting from

the values, the reverse order is used via “How”-questions.

➢ Here the customer is asked how he wants to achieve a certain goal or value
retention through which (product) benefit component or features (e.g.: "How
would you like to achieve XXX?"). The product features can be named as an
example of a selection decision for the customer in the interview.

The laddering technique can ultimately be used to answer the following

questions, which are important for developing ideas in the Design
Thinking process:

Functional benefits:

➢ What is really valuable for the customer?

➢ What is a benefit for the customer?

➢ Which characteristics, properties, services lead to benefit/value for the customer?

On the basis of this means-end approach, the so-called laddering technique is used
to gradually analyze these steps – like the steps on a ladder – from the concrete
product features to the more abstract values.

Psychological benefits:

How would the customer like to feel after using the innovation?(emotional benefit)

How would the customer like to be perceived by others due to the innovation?
(social benefit)

Instrumental value:

What short-term goal can the innovation that the customer can achieve help?

Terminal value:

Which long-term (life) goal can the innovation help the customer achieve?
50
 3. 5 Problem Statement
What is a problem statement?

A problem statement is a short, clear explanation of an issue or challenge that

sums up what you want to change. It helps you, team members, and other
stakeholders to focus on the problem, why it’s important, and who it impacts.

A good problem statement should create awareness and stimulate creative

thinking. It should not identify a solution or create a bias toward a specific
strategy.

The Key Elements of Problem Statements include 5Ws

Who: Who are the stakeholders that are affected by the problem?
What: What is the current state, desired state, or unmet need?
When: When is the issue occurring or what is the timeframe involved?
Where: Where is the problem occurring? For example, is it in a specific
department, location, or region?
Why: Why is this important or worth solving? How is the problem impacting
your customers, employees, other stakeholders, or the organization? What is the
magnitude of the problem? How large is the gap between the current and
desired state?
Process of creating a problem statement: =

➢ The problem statement will be used to get the project approved and get your
team’s support to solve it.
➢ Take your time to write a clear, accurate problem statement that’s easy to
understand. Make sure that when you read it, you feel like you know how to get
started and what you can do to begin to solve the problem – make it actionable.
The structure of the problem statement should be
– Who is experiencing the problem?
– What is the problem they experience?
– When do they experience the problem?
– Why is it important to solve?
51
➢ If a problem statement isn’t written very well, or it’s difficult to understand, then
it won’t lead to a very good solution. You could end up wasting the time and
effort of your team.
➢ Improve your chances of successfully solving the problem by keeping it focused
on the person who experiences the problem – the end user. Write the problem
statement from the point of view of the end user. Include details about how it’s
affecting them and the goals they’re trying to achieve.
➢ Use the problem statement to describe the gap between where you are and
where you want to be. Be careful not to make it so narrow that it describes one
particular solution and keep it broad enough that it inspires lots of ideas.

52
Step by Step Procedure of defining problem statement.
STEP -1 : COLLECT DATA
Collect data and display the collective images, notes, observations, data,
experiences, interviews, thoughts, insights, and stories in order to create a wall of
information.

STEP -2 : CONTEXTUALIZE THE PROBLEM

• Where and when does the problem arise?

• Who does the problem affect?

• What attempts have been made to solve the problem?

STEP -3 : SHOW WHY IT MATTERS

The problem statement should also address the relevance of the research. Why is it
important that the problem is addressed?
• What will happen if the problem is not solved?

• Who will feel the consequences?

• Does the problem have wider relevance? Are similar issues found in other
contexts?

STEP -4 Empathize and ask “How Might we” questions to define the
Problem Better
In the design thinking process, during the empathy stage, we gather the information
we need to help us understand the problem. This is the part where we do all the
user research to help us understand our customer’s needs (user needs). Follow that
by asking “how might we” questions to get clarity.

53
Step 5: Set your aims and objectives

Finally, the problem statement SHOULD address the problem DIRECTLTY . Your goal
here should not be to find a conclusive solution, but to propose more effective
approaches to tackling A
• The aim of this study is to determine

• This project aims to explore

• This research aims to investigate

Step 6: Define the problem statement

A problem statement is a brief summary of the current situation, the desired

outcome, and the gap between them.

Step 7: Refine and iterate

Once you think you’ve captured the problem, don’t stop there. Continue to refine it
by analysing it from multiple perspectives.

Problem Statement Example -1:

“The lack of access to clean water in rural areas of developing countries is leading to
increased incidence of water-borne diseases and impeding socio-economic
development.”

Problem Statement Example -2:

“An employee turnover of 35% in company X is negatively impacting productivity,

morale, and profitability.”

54
A good problem statement should thus have the following traits. It should
be:

•Human-centered : This requires you to frame your problem statement according

to specific users, their needs and the insights that your team has gained in the
Empathise phase. The problem statement should be about the people the team is
trying to help, rather than focusing on technology, monetary returns or product
specifications.

•Broad enough for creative freedom: This means that the problem statement
should not focus too narrowly on a specific method regarding the implementation of
the solution. The problem statement should also not list technical requirements, as
this would unnecessarily restrict the team and prevent them from exploring areas
that might bring unexpected value and insight to the project.

•Narrow enough to make it manageable: On the other hand, a problem

statement such as, “Improve the human condition,” is too broad and will likely cause
team members to easily feel daunted. Problem statements should have sufficient
constraints to make the project manageable.

Key Problem Statement Template :=

Problem: Here, simply define what your problem is, clearly and concisely. Make it
no longer than one or two sentences.

55
Background: This is the section where you can describe what causes the
problem, how often it occurs, where and when it occurs, and who the problem
impacts.

Relevance: You'll want to show how the problem is relevant, as well as why it
matters and requires a solution. This is a great space to specify why it's a problem
and what impacts it causes. If it fits comfortably, you can also articulate how
things would ideally work if the problem wasn't present.

Objectives: This section doesn't require great detail or length, as the problem
statement isn't the area of your research project in which to specifically problem-
solve. However, you should lay out a brief plan of what you're going to do to
investigate and how that should help you formulate solutions. You can also
hypothesize on possible solutions you're going to propose, and the benefits you
predict from these.

3.6 Key Problem Statement

Here's an example of a basic problem statement that clearly defines the issue and
puts it in its relevant context:

1. Problem

ABC Supermarket customers in the northern region of Uttar Pradesh have

significantly decreased over the past decade, while other areas of the state continue
to see increasing numbers of sales at physical retail stores.

Background

Surveys conducted by ABC Supermarkets suggest that sales are lowest among
people between the ages of 18 to 30 and low-income households (making under five
lakh rupees for a four-person household annually). The research conducted on sales
patterns in other northern Indian states suggests that this could indicate a broader
trend. Still, this region's demographics suggest that it could become a more
significant problem.

56
Statistics from the 2019 Indian Business Review show that consumer spending

within this demographic is at an all-time high. The study attributed these findings

to the increase in disposable income and quality of life among city dwellers. The

2019 Indian Fitness Journal also shows increased consumer interest in diet and

health among people between the ages of 18 to 25.

Other parts of the country have made attempts and succeeded, to a degree, to

improve sales, but similar solutions have not had the desired effect here in

northern Uttar Pradesh. More research is needed on the reasons these attempts

have failed and what strategies might have more of an impact on reaching

younger and lower-income households.

Relevance

Areas with low supermarket sales have historically been shown to have lower

disposable income levels and higher numbers of instances of civil unrest. Most

recently, this has become increasingly concerning for parts of India where the

wealth gap continues to grow wider (as shown in reference attached). Data shows

that consumer shopping habits are also increasingly transitioning online, as

competitors provide cost-effective bulk discounts and free delivery for heavy

items.

Addressing this problem would give ABC Supermarkets' store managers in the

region much-needed insights to help them adjust their customer service strategies

to include more of the residents of this region. It would also contribute to gaining

a more nuanced understanding of consumer behaviour trends.

57
Other parts of the country have made attempts and succeeded, to a degree, to
improve sales, but similar solutions haven't had the desired effect here in northern
Uttar Pradesh. More research is needed on the reasons these attempts have failed
and what strategies might have more of an impact on reaching younger and lower-
income households.

Objectives

This research aims to examine proactive engagement plans to increase sales

in the northern region of Uttar Pradesh. It would distinguish the largest
determinants of consumer buyer behaviour through surveys and interviews
designed to observe the impact of each of these strategies on sales.

2 . Audiense

Problem: The Audiense team noticed a sudden uptick in people exiting the sign-up
process without completing it.

Example problem statement: New customers need an easier way to complete

the sign-up process because they’re getting frustrated during the account setup.

Solution: Juan Fernandez, Head of Product, used Hotjar Session Recordings to

review failed sign-ups and saw that the password validator feature was broken. After
they fixed the validator, sign-up rates increased.

3. Zenprint

Problem: The Zenprint team used Google Analytics to compare bounce rates across
pages to discover which steps in the ordering process were underperforming.

Example problem statement: Potential customers need a clearer understanding

of next steps because the current page has a high bounce rate.

58
Solution: The team used Hotjar Heatmaps to see where people spent most of their
time on a page, and assessed whether they should spend time there or not. They
witnessed users lingering on the pricing page, so they A/B tested the page's UX
design. Ultimately, they chose a design that provides clear steps on how to proceed
when users hover over a price. As a result, Zenprint's team decreased the drop-off
rate of the problematic page by 7% and increased conversions by 2%.

4. Razorpay

Problem: Razorpay redesigned their dashboard and incrementally released it to

small user segments. When users rated the design as 6.2/10, they knew they
needed to improve it.

Example problem statement: Users want an updated dashboard because they’re

unhappy with the current version.

Solution: Traditional analytics showed the Razor pay team that engagement with
the new dashboard was dropping, but they didn’t know why. They asked users who
provided a low rating on the dashboard to explain their feelings in an open-ended
survey. Based on user feedback, they improved the dashboard design, which
resulted in a 40% increase in satisfaction.

5. Spotahome

Problem: Spotahome heard from a segment of users that updating the in-app
calendar was difficult, but the team wasn’t sure what the problem was.

Example problem statement: The landlord user segment needs a simpler way to
use the calendar function, but the cause of frustration is unclear.

Solution: The team watched Hotjar Recordings to spot the features users struggled
with, which convinced the product team to rework a solution and make the calendar
easier for landlords to use.

59
6. Yatter

Problem: Yatter is a lead generation agency that wanted to increase conversions on a

client’s stem cell therapy website. Recordings revealed that visitors would diligently read the
text describing the therapy but then exit the page, leading the agency to believe visitors
didn’t trust the company.

Example problem statement: Users need to see social proof because they don’t believe
our information is trustworthy.

Solution: the team used Hotjar Heatmaps to identify their most popular case studies, and
placed them at the top of the sales page. After adding the case studies, the page’s
conversion rate increased by 10%.

7. Key problem statement

“The average customer service time for zikyle company exceeds five minutes
during both its busy and slow seasons.”

Background:

ziklye company is facing a significant challenge in managing their customer service

on-hold times. In the past, the company had been known for its efficient and timely
customer service, but due to a combination of factors, including understaffing and
increased customer demand, the on-hold times have exceeded five minutes
consistently. This has resulted in frustration and dissatisfaction among customers,
negatively impacting the company's reputation and customer loyalty.

Relevance:

Reducing the on-hold times for customer service callers is crucial for Example
company. Prolonged waiting times have a detrimental effect on customer satisfaction
and loyalty, leading to potential customer churn and loss of revenue. Additionally,
the company's declining reputation in terms of customer service can have a lasting
impact on its competitive position in the market. Addressing this problem is of
utmost importance to improve customer experience and maintain a positive brand
image

60
Objectives:

The primary objective of this project is to reduce the on-hold times for customer
service callers at zikyle company. The specific objectives include:

• Analysing the current customer service workflow and identifying bottlenecks

contributing to increased service times.

• Assessing the staffing levels and resource allocation to determine the extent
of understaffing and its impact on customer service.

• Developing strategies and implementing measures to optimize the customer

service workflow and reduce service times.

• Monitoring and evaluating the effectiveness of the implemented measures

through key performance indicators (KPIs) such as average on-hold time,
customer satisfaction ratings, and customer feedback.

• Establishing a sustainable approach to maintain reduced on-hold times, taking

into account both busy and slow seasons, through proper resource planning,
training, and process improvements.

8. Key problem statement

“ Leaders at FAZZ company want to increase net revenue for its

premium product line of GADGETS by 5% for the next fiscal year “.

Leaders at FAZZ company aim to increase net revenue for its premium product
line of widgets by 5% for the next fiscal year. However, the company currently
lacks the necessary teams to tackle this objective effectively. To achieve this
growth target, the company needs to expand its marketing and PR teams, as
well as its product development teams, to prepare for scaling.

Background:

FAZZ company faces the challenge of generating a 5% increase in net revenue

for its premium product line of widgets in the upcoming fiscal year. Currently,
the company lacks the required workforce to drive this growth.

61
Without adequate staff in the marketing, PR, and product development
departments, the company's ability to effectively promote, position, and innovate
its premium product line will be hindered. To achieve this kind of growth, it is
essential that FAZZ company expands teams, enhances capabilities, and
strategically taps into the existing pool of loyal customers.

Relevance:

Increasing net revenue for the premium product line is crucial for FAZZ company's
overall business success. Failure to achieve the targeted growth rate can lead to
missed revenue opportunities and stagnation in the market.

Additionally, expanding the product development teams will enable the company
to introduce new features and innovations, further enticing existing and potential
customers. Therefore, addressing the workforce shortage and investing in the
necessary resources are vital for achieving the revenue growth objective.

Objectives:

Assessing the current workforce and identifying the gaps in the marketing, PR,
and product development teams.

Expanding the marketing and PR teams by hiring skilled professionals who can
effectively promote the premium product line and engage with the target
audience.

Strengthening the product development teams by recruiting qualified individuals

who can drive innovation, enhance product features, and meet customer
demands.

Developing a comprehensive marketing and PR strategy to effectively

communicate the value proposition of the premium product line and attract new
customers.

Leveraging the existing base of loyal customers to increase repeat purchases,

referrals, and brand advocacy.

Allocating sufficient resources, both time and manpower, to support the expansion
and scaling efforts required to achieve the ambitious revenue growth target.

62
Assignments
Q. Question CO K Level
No. Level
Christie owns a MacBook Air, an iPad and an iPhone. She CO3 K4

1 uses the internet for her studies to conduct the majority

of her preliminary research and studies user reviews to
help her decide upon which books to read and buy.
Christie also streams all of her music, and she watches
movies online since she does not want to own a TV. She
thinks TV’s are outdated, and she does not want to waste
her time watching TV shows, entertainment,
documentaries, or news that she has not chosen and
finds 100% interesting herself.
Create Fictional Persona for the above statement.
2 PS -1 “Students are not able to learn during lockdown” CO3 K4

PS-2 “Phone doesn’t charge even after connecting to the

charger”
Analyze and synthesize the problem Statement
 PART A

1.Define Persona? (CO3, K2)

.
• Personas are fictional characters, which you create based upon your research to
represent the different user types that might use your service, product, site, or brand in a
similar way.
• Creating personas will help you understand your users’ needs, experiences, behaviors
and goals.
• Creating personas can help you step out of yourself. It can help you recognize that
different people have different needs and expectations, and it can also help you identify
with the user you’re designing for.
• Personas make the design task at hand less complex, they guide your ideation processes,
and they can help you to achieve the goal of creating a good user experience for your
target user group.
2.Define point of view Phase? (CO3, K2)
A Point of view (POV) is a meaningful and actionable problem statement, which will
allow you to ideate in a goal-oriented manner. POV captures your design vision by defining
the RIGHT challenge to address in the ideation sessions. A POV involves reframing a design
challenge into an actionable problem statement
3.What is the Specific need/problem to be solved? (CO3, K2)
• The search field should not be too broad (too vague),but also not too narrow to stifle
creative ideas.
• Do not provide a solution at this stage.
• The question should be challenging and inspiring.
• It should be clearly formulated for all participants in the design thinking process.
4.What are the biological information describe the person? (CO3, K2)
• Gender, age, origin, marital status
• Occupation
• Friends and social environment
• Living Conditions, own house/rented apartment/industry
• Asset status

64
 PART A

5. Define mood boards? (CO3, K2)

.
Mood boards (also called image boards) are collages of text/photo material and/or objects
intended to capture the moods of situations. Special findings during the customer
observation are to be empathized,e.g what surprised astonished, frightened or also made
thoughtful one.
6. List out some of the benefits of the persona technique? (CO3, K2)
• Company-wide understanding of who your users are.
• Deep understanding of customer behaviour and needs.
• Stop everyone in your company from talking about themselves, their friends and family
as the user(s).
• More effective, focussed conversations and business meetings.
• Clearer and better decision making – focussed on user needs and goals.
• Greater empathy with the customer .
• Enables your design team and project managers to create much better products and
service.
7. What are the pains and gains associated with the persona technique? (CO3,
K2)
Persona technique helps to analyze the problems and wishes associated with the customer.
The following questions helps to understand what the customer/user is going
through.
• What annoys/frustrates the persona?
• What problems does she have?
• What challenges in life does she face?
• What does the persona find too expensive, too uncomfortable, too time consuming, too
inferior, too user-unfriendly, too complex?
• What makes them angry?
• What risks does she fear? Why would she be ashamed of friends?
• What mistakes does she often make?
• What can the persona not do? What resistance is she confronted with?

65
 PART A

• What will make her life easier?

.
• What would make her happy?
• What would inspire them?
• How would she be admired by others?
8. What are the various types of personas (CO3, K2)

1. Goal-directed Personas
2. Role-Based Personas
3. Engaging Personas
4. Fictional Personas
9. What are Engaging Personas (CO3, K2)
Engaging Personas offer a comprehensive perspective that gives designers as much
information as possible to interact with. This person is developed with characteristics that
range from emotions and social background, to their psychology. This strategy improves
design processes by helping teams to genuinely envision a person and therefore deliver a
better product.
10. Define Goal based personas (CO3, K2)
A goal-driven person focuses on the methodology or approach a user takes to solve a
problem. The purpose is to know how you would use your product or service when
establishing the processes and workflows. Therefore, this user persona is associated with
user experience (UX) and product development.
11. What is the impact of personas? (CO3, K2)

Personas provide valuable insights that you can use to convey your message to the right
audience at the right time. They also enable you to perform market research, targeted
advertising, usability testing, and keyword research more efficiently.

12. Why is persona so important? (CO3, K2)

Creating personas will help you understand your users' needs, experiences, behaviours and
goals. Creating personas can help you step out of yourself. It can help you recognize that
different people have different needs and expectations, and it can also help you identify
with the user you're designing for.

66
 PART A

.
13.What problems would you use design thinking to solve? (CO3, K2)

It works best when applied to solving problems that involve deeply understanding people
and their environment, such as when designing products or services for human use. Design
Thinking helps us to build a knowledge base of human needs, insights, and behaviors with
which we can design and validate radical solutions.

14.What is an example of a problem statement? (CO3, K2)

Here's an example of a basic problem statement: Problem: Voter turnout in the southwest
region of Florida has been significantly decreasing over the past decade, while other areas
of the state continue to see increasing numbers of voters at the polls.

15.What are the types of problems in design thinking? (CO3, K2)

There are three types of problem in design thinking: Simple Problems. Ill-Defined Problems.
Wicked Problems.

16.What are the rules of problem statement? (CO3, K2)

• The specific problem is stated clearly and detailed enough to explain why it is crucial.

• The method by which the problem will be solved.

• The purpose, statement of objective and scope of the study.

17. Can I have two problem statements? (CO3, K2)

There's no limit to how many problem statements you need to have per persona. but
maybe you should 1st identify the problems and then analyse if these problems are pointing
to a major problem or root cause. solving this could potentially address the rest of the
issues.
18. What are the Key Elements of Problem statement (CO3, K2
• The specific problem is stated clearly and detailed enough to explain why it is crucial.
• The method by which the problem will be solved.
• The purpose, statement of objective and scope of the study.

67
 PART A
19. List out the various categorization of jobs? (CO3, K2)
• Functional Jobs: Certain functions/Characteristics/activities/process steps must be
available/executed/completed.
• Social Jobs: With the completion of the task/activity the attainment of prestige,
power influence, status or a certain image for the customer is achieved.
• Personal Jobs: The customer enjoys it, finds it interesting ,exciting, stimulating
,entertaining, ”Cool”, aesthetically pleasing, feel secure or then feel pride or personal
satisfaction that the job has been done.
20.How to define the problem? (CO3, K2)
• Identify customer segment
• Identify jobs
• Identify Customer Problems
• Identify customer Needs/Wishes
• Describe Jobs
• Evaluate Jobs
21. Define Job Mapping? (CO3, K2)
A possible method for identifying potentially interesting jobs is the so called job
mapping. Job mapping does not analyze what a customer is actually doing or how he
interacts with a product /service, but what and why he wants to achieve something in a
certain situation.
22. What are the steps involved in job mapping? (CO3, K2)
The job mapping consists of the following eight steps such as
1. Define
2. Search
3. Preparing
4. Confirm
5. Execute
6. Monitor
7. Adaption
8. Closing
 PART A
23. List out the checklist for identifying jobs? (CO3, K2)
• With which tasks do the customers want to achieve their goals
• Why do the customers want to do these tasks/activities?
• Where are the customers when they want to have the tasks done?
• Which social ,cultural or political influences effect the perception of the job?
• What results do customers want to achieve with these tasks
24. List out the checklist for identifying customer problems? (CO3, K2)
• What are the biggest difficulties for the customer?
• Which tasks /activities result in the customer not being 100% satisfied?
• Does the customer understand how his tasks/activities are performed?
• Does the customer hesitate to perform the tasks /activities from the customer’s point
of view?
• Which tasks/activities are barriers for non-customers?
25. List out the checklist for the identification of customer needs/wishes?
(CO3, K2)
• Which tasks would the customer be happy about?
• Does the customer expect a personal advantage from the task?
• Does the customer expect social recognition from the completion of the task?
• Which additional tasks would the customer be happy about?
26. Mention the desirable outcome of the job from customer point of view?
(CO3, K2)
• Definition of the direction of improvement(faster, more convenient, longer, shorter,
minimize, maximize, less expensive)
• Definition of the measurement unit (number, time, frequency, probability)
• Definition of the desired result state.
27. How the job evaluation will be done? (CO3, K2)
The customer should evaluate the jobs himself, possible evaluation procedure from the
customer’s point of view is the so-called opportunity algorithm. Opportunity algorithm
helps to determine the most attractive customer needs(jobs).
Chance(Opportunity) = Importance + max(Importance – Satisfaction,0)
 PART A
28. Mention some of the tips for using the jobs to be done concept? (CO3,
K2)
• Not only functional jobs have to be analyzed, but also emotional, and social jobs
have to be considered.
• Jobs must never be seen detached from the specific situation.
• One should never try to unite different customers with different tasks or in
different contexts in one customer segment.
• The description of the tasks should not be too vague. The above-mentioned job
mapping gives hints on how to do this.
29. Define Means-end-approach? (CO3, K2)
With the means-end-approach it is possible to differentiate the functional, social and
personal jobs more precisely and to analyze them more in depth with a suitable
interview technique called laddering. The means-end-approach is based on the
concept that customers understand product/service innovation as a means to
achieve a personal wish or goal.
30. List out the two types of laddering? (CO3, K2)
The types of laddering technique are 1.Vertical laddering 2.Horizontal laddering 3.
laddering top-down technique.
31.Define Functional benefits in means-end-approach? (CO3, K2)
• What is really valuable for the customers?
• What is benefit for the customers?
• Which characteristics ,properties, services lead to benefit/Value for the customer?
32.Define Psychological benefits in means-end-approach? (CO3, K2)
• How would the customers like to feel after using the innovation?
• How would the customer like to be perceived by others due to the innovation?
33. Define instrumental and terminal value? (CO3, K2)
• Instrumental value -- What short term goal can the innovation that the customer
can achieve help.
• Terminal Value – Which long term goal can the innovation help the customer
achieve?
 PART A
34. What comes after a problem statement? (CO3, K2)

After you construct this problem statement, then you should re-evaluate your
research title, research question and sub questions. This is a time that you can
revise, modify or clarify them because you now have more background
understanding about the problem and needs of your particular research study.

35.What are the two main types of problems? (CO3, K2)

There are only two types of problems you can have in life – the real ones and the
sweet ones. Well, I'm exaggerating to make a point, but it's not far from the truth.
These are the two extremes that you can find yourself in, and each brings a
completely different set of problems.

36. What are the 5 things included in a problem statement? (CO3, K2)

In business, a problem statement is a written report on a problematic condition that

stands in the way of progress. A good problem statement will cover the "five Ws"—
who, what, where, when, and why—surrounding the company's current state of
affairs.
Part-B Questions
Q. Questions CO K Level
No. Level
1. Elaborate point of view phase in detail? CO3 k2
2. Explain how can characterization of the target group be CO3 k2
done?
3. Does Description of customer Needs helps design thinking CO3 k2
–Justify and say how it can be done.
Discuss in detail about jobs-to-be-concept? CO3 k2
4.
Explain various steps involved in Job-to-be-done? CO3 k2
5.

Explain with an illustrative example about job mapping CO3 k2

6.
7. Explain means-end-approach and the methods available ? CO3 k2

8. What are personas ? Why is it important for design CO3 k2

thinking?

9. What are the various types of Personas explain each in CO3 k2

detail with examples

10. What is Problem Statement ? What are the key CO3 k2

components of problem statement

11. Explain the process of problem statement in design CO3 k2

thinking

12. Elucidate the Step by Step Procedure of defining CO3 k2

problem statement.
Supportive Online Courses
Sl. Courses link
No.
1 NOC: Design Thinking - A Primer https://onlinecourses.nptel.ac.in/noc19_mg
60/preview

2 Creativity, Innovation And Designhttps://www.udemy.com/course/creativity-

Thinking for Business and-innovation-for-business/
3 Best Online Tool For Design Thinking https://www.sessionlab.com/blog/design-
thinking-online-tools/
4 Design Thinking for Innovation
https://www.coursera.org/learn/uva-
darden-design-thinking-innovation
Real Time Applications in Day
to Day life and to Industry
Sl. No. Real Time Application

1. KETCH UP BOTTLE
Getting full ketchup out of a ketchup bottle was a pain task. The ketchup
was thick and it takes more time to squeeze out till the last drop from that
bottle and that’s why HEINZ introduced an inverted bottle design.
HEINZ purchased the inverted bottle design from an American designer
named Paul Brown. They redesigned the bottle to have a handgrip and
holding space .because of its inverted design , the user will get the last drop
from the bottle.

LAYS STAX PACKAGING

2.
 Real Time Applications in Day
to Day life and to Industry
Sl. No. Real Time Application

• The famous snack and beverage Brand PepsiCo introduce a new type
of packaging for lays.
• PepsiCo previous CEO Indra Nooyi Introduced the human centered
design approach in lays.
• PepsiCo’s design team analyzed how people are using their products,
and they find out most of the women prefer to eat neat and clean.
• They want to have last chip in that packet but they are not ready to dump
all that small cracked chip into their mouth.
• Solution is created a vertical and round bottom can with tray, so the user
can take out the tray whenever they need a snack and put it back in after
use.

• Problem • Solution designed

• Normal package can’t be reused • Designed around pillar package
• Product wastage is high • Introduce a tray for easy access
• Snack size was reduced .so
user can finish it in two bites
Content Beyond the Syllabus
STAKEHOLDER MAPPING
What is Stakeholder Mapping?
Stakeholder mapping is a process to identify the key people, group and
organization that have direct influence on the design challenge and understand
the key stakeholders so as to better engage them. It draws the relationship
between the stakeholders and shows the importance of the stakeholder(s) as it
plays a key role in influencing the development and outcome of the design
challenge.

76
 ASSESSMENT SCHEDULE

Tentative schedule for the Assessment During 2023-2024 odd semester

Name of the
S.NO Exam Date Portion
Assessment

1 IAT 1 14.09.2023 UNIT 1 & 2

2 IAT 2 31.10.2023 UNIT 3 & 4

3 MODEL 23.11.2023 ALL 5 UNITS

79
 PRESCRIBED TEXT BOOKS AND REFERENCE BOOKS

TEXT BOOKS:

1.Christian Müller-Roterberg, “Handbook of Design Thinking”, Kindle Direct

Publishing, November 2018.

2. Dan Senor and Saul Singer, “Start-Up Nation”, Grand Central Publishing, Twelfth
Edition,2009.

REFERENCE BOOKS:

1.Nir Eyal and Ryan Hoover, “Hooked: How to Build Habit-Forming Products”,
Library of Congress, 2014.
2.Corral, Luis & Fronza, Ilenia, “Design Thinking and Agile Practices for
Software Engineering: An Opportunity for Innovation”, 2018.

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 MINI PROJECT SUGGESTIONS

Define Problem Statement for the following list of projects of not less
than 600 words.

➢ Object detection system.

➢ Online voting system.

81
 Thank you

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