From Double Diamond to Agile (in german)

Service Design
Vom Double Diamond zum Agilen Verfahren
Roman Schoeneboom

Einleitung
Businessmodelle, Technologie, Erwartungen
Warum wir Prozessmodelle benoetigen

SD - from Double Diamond to Agile @Roman Schoeneboom ©MATERIALS MAY NOT BE REPRODUCED IN WHOLE OR IN PART WITHOUT PERMISSION.
1. Einleitung
Im Jahr 2015
- besitzt die groesste Taxifirma der Welt keine Autos,
- erstellt der beruehmteste Medienbesitzer keine Inhalte und
- besitzt der weltgroesste Anbieter von Unterbringungen keine
Immobilien

Der perfekte Sturm von Technologischen Innovationen
Big Data
Cloud ComputingSocial Media Smart Materials
Wearables Internet of Things

1. Einleitung
Nicht so:
Menschen Prozess Platzierung Produkt Erfahrung
Sondern so:
+ + + =
Erfahrung = Menschen + Prozess Platzierung Produkt+ +
“Man kann nicht KEINE Erfahrung haben.”
Erfahrung voranstellen!

1. Einleitung
Eine faszinierende Zeit ein Designer zu sein!
Die Rolle des Designers hat sich veraendert und somit auch unsere
Verantwortlichkeiten.
Heutzutage gibt es ein neues Level an Erwartungen: die neuen Designer werden
immer staerkere Unternehmer und Systemdenker.
Wir muessen ganze System ueberdenken und nicht nur einzelne Komponenten
(benoetigt Businessverstaendnis und intellektuelles Engagement).
Wir muessen Vermittler, Prozessbegleiter, Unterstuetzer und Kommunikatoren fuer
Regierungen, die Oeffentlichkeit, private und gemeinnuetzige Firmen sein.

Content
Das heisst:
Neue Systeme, neue Geschaeftsmodelle PLUS
neue Technologien PLUS
neue Nutzererfahrungen PLUS
neue Verantwortlichkeiten
RESULTIERT IN
neuen Praktiken und Werkzeugen fuer Produkte und Dienstleistungen
fuer die wir Designprozesse/ modelle benoetigen

Double Diamond
Ein Prozessmodel fuer Design und Designaktivitaeten
Modell und Werkzeuge

Planung
Markt
verstehen
Identifikation
mit Kunden
Produkt
Strategie
festlegen
Ideenfindung
erste Ansätze
entwickeln
Ansaetze
illustrieren
Pilotloes.
realisieren
Loesung
ausarbeiten
Test mit
Nutzern
Loesung
verfeinern
Loesung
bauen
‘Erlebnis-
strategie’
Favoriten
testen
2. Double Diamond
Planung LieferungBeduerfnis
Definition Ausfuehrung
Strategie und Planung WARUM? und WIE? Die optimale Loesung liefern WAS?
Ideenfindung
Ideengenerierung
Definition
Vorraussetzungen
Zyklischer Design-
prozess
Implementierung
Umsetzung
Mitbewerber-
analyse,
Trendanalyse,
Sekundaer-
forschung
Rollen,
Profile,
Mentale
Modelle
Nutzenver-
sprechen,
‘Elevator
Pitch’,
Priorisierung
Skizzen,
Storyboards
Vision,
Modelle,
Illustrierte
Szenarien
Designprin-
zipien,
Bindungs-
modelle
Dienstleis-
tungserbrin-
gungplan
Skribbles,
Skizzen,
Illustrierte
Szenarien
klickbare,
fassbare
Prototypen,
animierte
Bilder
Nutzertests Flussdia-
gramme,
Hirarchie
und Struk-
tur,
Programmi-
erung
Nutzertests Flussdia-
gramme,
Hirarchie
und Struk-
tur,
Programmi-
erung

2. Double Diamond
Primärerhebung / Feldforschung
Cultural Interfaces Project
mit Blackberry
und Helen Hamlyn Centre for Design
RCA, Maerz 2013
© Roman Schoeneboom

2. Double Diamond
How can we (or in further future the Brixton Society) get the people
to generate (historical, personal, social) content?
Content, which is generated by an community, will have a quality
loss. The people are using their ordinary hardware and their gene-
ral knowledge. Should their be a restriction taking the data? Is there
someone controlling the data? How do we control the content?
USER
WEBSITE/
COMMUNITY PLATFORM
APP
Do we need a new website? Is there a possibility to
integrate our idea in the exisiting webpage of Brix-
ton Society? Website and user management: do
we need or want the people to register for ano-
ther website or digital community?
Do we want to focuse only on
the app? Is it usable for eve-
rybody? How content will be
generated and maintained?
HISTORY PIN
What is the role of the
user? How could we enga-
ge him working for and
with the community?
LINKING TOWARDS
BRIXTON
How can we get BlackBerry
linked into our systematic ap-
proach?
How could the website, the app and our generated
content help us, to connect the people closer to
Brixton, to involve them more into their commu-
nity, to work with and for the community?
PROMOTION/ ACTIVITIES
NOW AND THEN
POSTCARDS
„THIS IS WHAT
IT‘S USED TO
BE“ - GUIDED
TOURS AND
HOUSE PRO-
JECTIONS
Promotions and activities could be monthly (or every two weeks) actions to engage the people with Brixton. Further more it
could be a wonderful possibility to show gathered data and to highligh the participation of the people.
SIGNAGE/ ORIENTATIONAL SYSTEM
HOW DO WE VISUALIZE
THE WAY FROM THE
TUBE STATION TO THE
MARKET?
USP »»» DNA
Service Design is bringing brands to life. In our case the brand is the Brixton Society, the community around it and the
local space. A brand is about: leadership, the brand itself and belief (in what you‘re doing, where you‘re doing it). How
can we change our Unique selling point to an DNA, the core part of the community?
THE BRAND
WHAT
WE ARE
FAMOUS
FOR?
WHAT
DO WE
DELIVER?
HOW DO
WE MAKE
PEOPLE
FEEL?
Define 3 or 4
core words,
e.g.
optimistic,
inclusive,
adventurous
Define 3 or 4
core phrases
for service,
e.g.
personal
touch,
peace of
mind,
good memo-
ries
Define 3 or 4
core words,
e.g.
confident,
core,
alive
optimally, the
brand should be
defined in two
core words and
combine the
values shown on
the right,
e.g.
everyday
pioneers
GENERATE A DESIGN LANGUAGE
CONCENTRATE ON THE PEOPLE IN
THE SPACE AND MAKE THEM FEEL
GLAMOROUS
„IF YOU MAKE THE KIDS HAPPY,
THE PARENTS WILL FOLLOW“ -
JOE FERRY
BRAND IMPLEMENTATION LEVEL
1. Physical level
2. Organisational level
3. Operation core/
complementary
4. Informational level
5. Relational level
FIND AN TERMINOLOGY IN 5 OR 6 POINTS
WHICH YOU WOULD LIKE TO IMPLEMENT
(DNA OF THE SERVICE), e.g.
Acknoledge, Friendly, Engage, Inform,
Pride, Resolve
EXPLAINED ON A EXAMPLE OF AN WORLDWIDE WORKING AIRLINE
QUESTIONS:
- Do we have to develop an „DNA“ for Brixton? ->
Brixton has an DNA!
- What could a ideal day in Brixton be? (drawings,
mockups, collage -> moodboards)
- What would be one thing, which you would buy
reguarly in your local shops?
- Focusing Brixton, what was an important point/
situation in your life?
GENERAL:
- London sucks in people from all over the world
- but communities used to be small families and
they pushed their „identity“ away
- so people living in Brixton, might not be born
there
- we have to understand the structure of Brixton
and Brixton Society
THE BLUE PLAGUE
- not inclusive at all
- after 45 you probably can‘t read it at all
- could be form of information which connects you to history
- we could think of the blue plague of an metaphor of communication
- How could communication make the community better?
- How could we use technology, to improve, what the blue plague does?
(e.g. discover history, you are able to scale it to other cities)
- How could we do something speculative, something provocative?
- How could we explore the connection between physical and online space?
- How many personal stories are linked to the history of Brixton?
THE BRIXTON SOCIETY
PROPOSITIONS
1.
THOUGHTS AND QUESTIONS
„SERVICE INTERVENTION
IMPROVE THE KNOWLEDGE
OF HISTORY OF COMMUNI-
TY AND THEREFOR THE RE-
SPECT.“ – possible problem
statement
3.
TEST IDENTITIES:
1. WE ESTABLISH THE VALUES
OF BRIXTON AND BRIXTON
SOCIETY AND TURN THEM
INTO PERSONAS
2. WE‘LL LOOK AT THE
ONLINE/ OFFLINE INTER-
ACTIONS. COMBINING
PERSONAS AND INTER-
ACTIONS AND COMPARE
THEM
3. WE COULD RECOMMEND
TWO POSSIBLE SOLUTIONS
FOR BLACKBERRY
– possible work process
2.
- WE HAVE TO THINK ABOUT, WHAT WE WANT TO ACHIEVE?
- WHAT IS THE PURPOSE?
- WE HAVE TO READ THE BRIXTON BLOG
- WE HAVE TO BELIEF IN OUR SOLUTION, IN WHAT WE‘RE DOING,
WHERE WE‘RE DOING IT
- WE HAVE TO CONCENTRATE ON THE PEOPLE IN THE SPACE
AND MAKE THEM FEEL GLAMOROUS
- WE HAVE TO BE CAREFUL WITH THE MARKET AS RECRUIT-
MENT METHOD
- WE HAVE TO KEEP AN EYE ON WHO WE GONNA HELP
- WE NEED TO KNOW THE PEOPLE, THAN WE‘RE ABLE TO
DISCOVER DEEPER; WE HAVE TO DISTILLATE
- WE HAVE TO ASK OURSELF SIMPLE QUESTIONS, TO START
BUILDING A STRUCTURE
- WE HAVE TO THINK ABOUT THE BASELINE SCENARIO
(DEFINE -> WHY IT‘S EXISTS -> IMPROVE)
JOURNEY INTO UNDERSTAN-
DING LOCAL TRADE AND LO-
CAL INTERACTIONS:
FOCUS ON BRIXTON SHOPS
AND TRY TO UNDERSTAND
LOCAL PATTERNS. WHO IN-
TERACTS WITH BRIXTON
NOW (Wwhich type of people
coming into local shops? Did
you ever ate at restaurant x,
if not, why?)? – possible work
focus
CONTENT
HOW COULD WE CREATE AN INTERACTION BETWEEN
COMMUNITY:ANALOG (OFFLINE; GEOGRAPHICAL
SPACE) AND COMMUNITY:DIGITAL (WEBSITE; APP;
DEVICES)?
Are we inventing a new data
system to store all information?
Are we participating with availab-
le solutions and trying to fit them
onto the needs of our costumer?
Interpretation of data is important to establish our service, e.g.
„When 80% of mobile users in North Africa using text to
communicate, should this be the channel to advert for
new services?“
-> YES, as a main part of the service/ advertising strategy
WE HAVE TO BE AWARE
OF THE DATA THAT WE‘RE
GATHERING
Mindmap
Cultural Interfaces Project
mit Blackberry
und Helen Hamlyn Centre for Design
RCA, Maerz 2013
ReseaRch MaP
Primary secondary
- PPD/ Incentives
- User requirements
- Price acceptability
- Ideal rooms
- Model of engagement
and interaction
- People funding support
- housing market
- costs
- Profit model
- Models of care
- Models of ownership
(mutual, participal,
cooperative)
- health heritage (blog)
- cross culture:
ITaLY: strong family
network
INDIa: mixture of
alternative
health
system
NORDIc countries
sMch
Brand
objectives
Info
eNV
Livi
RPeople
customers
competition
Partners Red & Yellow
Process
step by step
DesIGN PROcess MaP
Focus
housing
model
service
Package
Models
of care
Journeys
housing studies
Journal of housing and built environment
Intern. Journal of housing
Models
of care
Western (responsive)
eastern (proactive)
Technology
how can communication
technology build
personal healthcare
landscape?
service narra
- PaTch IT U
- sWeeT TaL
- eYe cOach
- chaNGe TO
- caLL MUM
extrem:
- care homes for gay
and lesbian
- Terry Pretchet, has
dementia himself
(newslight
conference:
Terrry Pretchet)
differences:
- care home
- sheltered housing
- telly care
IMPORTaNT:
- getting balance
between human
interaction and
technology
- support personal
contact
companies:
- www.carehome.co.uk
(Quality care commiss
- Particial (Project with
elderly, contact helena
- ageUK
- Willow care homes
- co-housing Denmark
(model of engagement
interaction)
- telehealth
- BeN PcT
- Birmingham Own hea
Kenneth Grange strateg
affordance of use >
‘a pleasure to operate’ >
Form follows Function >
(asymmetrical layout) >
restyling

2. Double Diamond
Rollen / Profile
Diabetes Typ 2 Projekt
mit NHS Imperial College Hospital
RCA, Dezember 2012
Privates Familien Recht Projekt
mit Politik und Design Innovationsteam
Justizministerium GB, Februar 2015

2. Double Diamond
Storyboard
Privates Familien Recht Projekt
mit Politik und Design Innovationsteam
Justizministerium GB, Februar 2015
© sketchin, 2015

2. Double Diamond
Abbildung der Benutzererfahrung
© sketchin, 2015
Support for carers of
people with dementia
Social care
Professional
Associations
NHS
Charities /
3rd sector
Law
Social Care Institute for Excellence
Local Health Authority
Commissioners
Care Quality Commission
NICE
GPs
Local hospitals
NHS Direct
Carers Direct
Primary Care Trusts
Strategic Health Authorities
Care Quality Commission
NHS Institute
Commissioners
NHS Commissioning Board
Department of Health CQUIN
strategy
policy NHS Operating Framework 2012/13
Innovation Health and Wealth
Dementia Commissioning Pack
The Carers Act 2004
Mental Health Act 1983
Mental Health Act 2007
Design Council UK
Young Dementia UK
Age UK
Carers UK
Carers Trust
Alzheimer’s Society
Dementia UK

2. Double Diamond
Road map
Gesamtüberblick Kosten, Zeitplan,
Entwicklungsstufe, Prozess
‘OSU’ Produkteigenentwicklung, Juni 2015
WEEK 23 WEEK 24 WEEK 25 WEEK 26 WEEK 27 WEEK 28 WEEK 29 WEEK 30 WEEK 31 WEEK 32 WEEK 33 WEEK 34 WEEK 35 WEEK 36 WEEK 37 WEEK 38 WEEK 39 WEEK 40 WEEK 41 WEEK 42 WEEK 43 WEEK 44 WEEK 45 WEEK 46 WEEK 47 WEEK 48 WEEK 49 WEEK 50 WEEK 51 WEEK 52 WEEK 53
DEPARTMENT TASK
EE Prototype evaluation
250
EE Design Development
250 500 500 500
EE Order parts and manufacturing time
250 250 300
EE Final Tests
1500
EE Production and Assembeling
ID Design Development
220 220 220
ME Production setup
500 500 500
ME Order parts and manufacturing time
ME Final Tests
ME Production and Assembeling
TOTAL COSTS (P/WEEK) 470 470 720 1000 1000 750 700 300 0 0 3100 0 0 0 0 0 0 0 0 0 0 0
TOTAL COSTS (P/MONTH)
TOTAL COSTS (ORDER)
JUNE JULY AUGUST SEPTEMBER
COSTS
COSTS
COSTS
COSTS
COSTS
COSTS
COSTS
COSTS 450
COSTS 1600
COSTS
3660 1750 3100 0
8510
Open Sound Unit - commemorating spaces
Timeline
Development Ordering parts,
manufacturing
Testing, learning,
revision
Updating unit,
ordering 6 final
units
Production and
delivery of units
(6-7 weeks)
Cost evaluation
Stage payments
Payment 1:
£ 5410
Payment 2:
£ 3100
End of June End of July
Process review
possibilities Next process update
meeting at Bills house:
09.07.15
(awaiting confirmation)
Open tasks for group
Company name
Company registration
Company Bank account
Testing:
prototype will be
tested outside for 1
month, available to
see on daily basis
Final handover of
ordered units
Finalising Brand Identity
Finalising Website
Delivery time
Delivery will take between 6 to 7
weeks from moment of order
We are here
Total costs
£ 8510
WEEK 23 WEEK 24 WEEK 25 WEEK 26 WEEK 27 WEEK 28 WEEK 29 WEEK 30 WEEK 31 WEEK 32 WEEK 33 WEEK 34 WEEK 35 WEEK 36 WEEK 37 WEEK 38 WEEK 39 WEEK 40 WEEK 41 WEEK 42 WEEK 43 WEEK 44 WEEK 45 WEEK 46 WEEK 47 WEEK 48
DEPARTMENT TASK
EE Prototype evaluation
250
EE Design Development
250 500 500 500
EE Order parts and manufacturing time
250 250 300
EE Final Tests
1500
EE Production and Assembeling
ID Design Development
220 220 220
ME Production setup
500 500 500
ME Order parts and manufacturing time
ME Final Tests
ME Production and Assembeling
TOTAL COSTS (P/WEEK) 470 470 720 1000 1000 750 700 300 0 0 3100 0 0 0 0 0 0 0 0 0 0 0
TOTAL COSTS (P/MONTH)
TOTAL COSTS (ORDER)
JUNE JULY AUGUST SEPTEMBER
COSTS
COSTS
COSTS
COSTS
COSTS
COSTS
COSTS
COSTS 450
COSTS 1600
COSTS
3660 1750 3100 0
8510
Timeline
Development Ordering parts,
manufacturing
Testing, learning,
revision
Updating unit,
ordering 6 final
units
Production and
delivery of units
(6-7 weeks)
Cost evaluation
Stage payments
Payment 1:
£ 5410
Payment 2:
£ 3100
End of June End of July
Process review
possibilities Next process update
meeting at Bills house:
09.07.15
(awaiting confirmation)
Open tasks for group
Company name
Company registration
Company Bank account
Testing:
prototype will be
tested outside for 1
month, available to
see on daily basis
Final handover of
ordered units
Finalising Brand Identity
Finalising Website
Delivery time
Delivery will take between 6 to 7
weeks from moment of order
We are here
Total costs
£ 8510

2. Double Diamond
Checklist Online forms
The clinician arrived at my home on time; they
were pleasant, professional and put me at ease.
Throughout the appointment I felt listened
to and was able to ask many questions. It was
clear the clinician was an expert in their field.
We discussed next steps and agreed a scan
would be helpful and that R&YC would be in
touch to arrange this. We also agreed on some
further appointments.
I was told my report would be ready within
a week.
After some time having ongoing appointments
with R&YC, I decided that my health was settled
enough for my GP to continue to manage going
forward. R&YC were understanding and told
me I could contact them again in the future if I
needed.
I had a final appointment with my care
coordinator, to wrap up the care plan which
would be sent to my GP to take forward. I also
completed some forms to help R&YC improve
their services and for research purposes.
I was contacted to settle my final balances
and to advise what would happen with my data.
User story
Registration Assessment Ongoing care
· Close Qinec record
· Settle final balances, advise how to
access records, and how to re-access
services
· HONOS
· Courtesy call
1A Self referal 1B Professional referal 2 Set up new SU 3 Triage 4 Contract 5 Schedule appointment 6 Prepare for appointment 7 Conduct appointment 8 Further assessment 9 Output 10A Exit (enquiry - assessment) 10B Exit (ongoing care) 10C Exit (death)
Journey
steps
User
journey
· Complete evaluation tools
· Draft letter/ report
· Finalise letter/ report and send with
PREMS
· Notify other parties
· Liaison between clinician, SU, other
HCP and operations to schedule
required investigations
· Obtain results / outputs
from investigations
· Take required assessment and
evaluation tools
· Travel to appointment
· Conduct assessment using
appropriate tools
· Take notes
· Agree next steps/ next appointment
· Invoice and take payment
· Arrange travel / clinic
· Review notes and records in Qinec
· Request medical records
· Send appointment confirmation
· Liaise with SU and clinician RE time /
date
· Send welcome letter, agreement,
records release form, t&cs, payment
details form, and relevant collateral
· Request LPA / EPA / Deputyship proof
· Liaise with SU on any queries
· Contract signed and returned with
requested documents by SU
· Contact SU: advise of outcome, price,
gain agreement to proceed with
contracting
· Review information in Qinec
and determine appropriate clinician/
appointment
Include Symi / deputy, James / deputy,
Vivien / deputy
· Gather detailed information over the
phone
· Set up record in Qinec, complete the
new referral form, joining information
form and triage form
· Advise SU that triage is the next step,
this will determine price
· Liaise with SU, provide information
· Gather basic information
· Send collateral
R&YC
actions
Enquiry Exit
· Send final clinical outputs
(letter to GP/ other HCP, letter to
family/ SU, calls/ liaison)
· Complete final evaluation tools
(HONOS, PREMS, risk assessment)
· Find out cause of death and record
· Send flowers and condolence note
10A
10B
10C
· Liaise with SU, provide information
· Gather basic information
· Send collateral
Monthly invoicing
and payments
10A 10A 10A 10A 10A 10A 10A 10A 10A 10A 10A 10A
10B
Telephone call Investigations
My dad and I went to see his GP to talk about
his health concerns. We wanted to see an
expert, and quickly. He suggested we call R&YC.
We chatted as a family and decided to go ahead
with R&YC.
I called them and they took some
information from me, including some past
medical history. It took around 10 minutes.
They explained that they would determine
which professional from their team I should see
and get back to me.
The paperwork arrived, and I read through it
carefully. I called R&YC with some questions,
and they were very helpful.
When I was ready I signed the agreement
and completed a form to release my medical
records which may be needed to help with my
assessments and care.
I received an email reminder for the
appointment and was advised that the
Consultant would contact my GP for some
medical information.
They also sent me an invoice and called me
to take payment over the phone by credit card.
R&YC liaised with me to arrange the scan and
I went to the scanning centre on the day. The
report and results were sent directly to my
clinician at R&YC.
A few days after the scan I received the report
from my appointment. It was clear and easy
to understand, outlining the outcomes agreed
further appointments.
The report was sent to my GP and my son
who I had consented to sharing it with.
R&YC quikcly arranged the next few
appointments, and developed a tailored care
plan for me.
After a few appointments, I decided to carry
on seeing some of the clinicians for regular
check ups and ongoing treatment in specific
areas.
I was given an out of hours phone number
to contact if I needed and one of the clinicians
was assigned as my care coordinator.
They worked with my and GP and were in
regular contact with me.
I was happy to provide R&YC with feedback
when they periodically requested it to help
them improve their services and for research
purposes.
When R&YC called me, I had to tell them I
wouldn't be taking the process any further. I
was meeting again with my GP to see what he
could do.
R&YC were understanding and told me
I could contact them again in the future if I
needed.
As we hadn't agreed a time and date for
the appointment, there were no cancellation
charges.
I contacted R&YC as my father's next of kin to
tell them that Dad had passed away in his sleep
over the weekend.
They were supportive, and helped to quickly
wrap up all the details of his care with them,
including outstanding balances and managing
his records and data.
We received some flowers with a note from
the people that had been involved in his care.
They offered me some counselling sessions to
help and also told me that I could contact them
in the future if I need to.
Decision Telephone call Schedule
appointment
Send
confirmation
User sends
back
Signing the
contract
Travel to clinic /
user home
Conduct appointment Further
appointments
Final report
R&YC called me to schedule the appointment.
I was given an appointment within the next
seven days, at my home, and sent confirmation
details.
When R&YC called back, they advised that I
should see the Consultant and told me the
price. I agreed to go ahead.
They said they would send me a welcome
letter, with an agreement to sign and return.
They also told me where I could find their T&Cs.
I was searching for help on the internet
regarding my health problem, and found R&YC.
1B
1A
Discussion
HONOS
5
9
7
6
optional
Checking online
information
Payment
Telephone advice
MDT
PREMS
I called them and they talked to me about their services and how they could help.
They listened, were informative and clear about services and prices.
Sche
dule Pre
pare
Con
duct
Outpu
t
MEETS
NEEDS
Post-its
EASY
TO DO
BUSINESS
FEELING
TOWARDS
R&YC
Dienstleistungserbringungsplan
(Service Delivery Framework)
Gesamtueberblick Pflegedienstleistung
Red & Yellow Pflege, Juni 2015

2. Double Diamond
WIN WIN WIN SITUATION FOR THE DOCTOR, THE CLINIC AND THE PATIENT:
DOCTOR
prescribe effective cure and stay in contact,
aswell monitor constantly the progress
CLINIC
TREat more patients and make more money
PATIENT
QUICKER AND MORE COMFORTABLE TREATMENT
device is cheaper and the clinic will save money
device is portable and small,
easy to use at home,
more private and comfortable,
time saving,
patient can continue a normal life
for the current treatment, the patient who suffers
from depression, has to go to the clinic
The Treatment is Under supervision BY GP and Nurses. with the new system the GP prescribes the new device,
which can be used at home
The device (helmet and remote) is cheaper then current
clinic system. It‘s portable, small and easy to use.
It will provide a quicker, more comfortable and effective
treatment for the using patient.
· additional way for patient
· patient may not want to leave the house, because of his/her condition
· longer waiting time because of limited resources!
· NO patient control, someone else is in control
· NO „home“ comfort, NO ﬂexibility, waiting in a small room
!
remote
protective all-
in-one helmet
inside helmet
adjustment
adjustment
comfortable
inlays
electroids
PLEASE note that this is just a proto-
type to visualise the general idea.!
NO need to go to clinic for treatment
innovative headset, more comfortable with
integrated EEG recording
online communication between patient and therapist
1
2
3
4
5
‘Customer journey’
NEURO360: Daheim anwendbares Hilfsmittel
zur Gehirnstimulation bei Depression
Imperial Business Schule und NEURO360
Pflege GmbH, RCA, Juni 2013
Clinical Headset for Depression 4
ACA 11-JUN-13
© Alan Ambrose, Imperial College, 2013

2. Double Diamond
Benutzererfahrung testen
© sketchin, 2015
© http://productdesign.dundee.ac.uk/

2. Double Diamond
Systemkarte
Gesamtueberblick Diabetespflegesystem
NHS Imperial College Hospital, Maerz 2013
© Bohyun Han

2. Double Diamond
‘Blueprint’
Gesamtueberblick Geschaeftssystem
Pflege bei Demenz, Red & Yellow Pflege GmbH,
Maerz 2013
BACKOffice
Triage
• Operational team gather
information for triage
from service user
• Operational staff inform
clinicians of new service
user to be triaged
• Clinicians conduct
triage, agree outcome
and inform operational
staff who then update
Qinec records
Sign Diagnostic Service
contract
• Operational staff send
required paperwork
(inc. contract, t&c’s) to
service user
• Operational staff call
service user to provide
guidance on completing
paperwork
• Service user completes
and sends back paper-
work
• Operational staff save
information in Qinec
Make Initial Consultation
appointment
• Operational staff use
Qinec to schedule ap-
pointment with service
user and clinician
• Operational staff record
credit card details on file
(ensuring the card is as-
signed to person
with whom the contract
is made or they have
power of attorney)
confirmation of appoint-
ment to service user
Prepare for appointment
• Operational staff
organise car for
clinician with preferred
supplier (optional)
• Operational staff ensure
accurate service user
data and required
templates are accessi-
ble to clinician
• Automated appointment
reminder to service
user
Conduct Initial Consul-
tation at service users
home
• Clinician reads service
user notes and prepares
for assessment
• Clinician travels to ser-
vice users home
• Clinician arrives at ser-
vice users home
• Clinician assesses
capacity, gains consent,
and confirms primary
contact
• Clinician conducts main
assessment and records
notes
• Clinician discusses with
other clinicians
(optional)
• Clinician completes first
draft: Comprehensive
Assessment proforma in
Qinec including next
steps and submits
to Qinec for operational
staff to schedule future
appointments
Update service user
information
• Operational staff update
service user information
on Qinec
• Clinician validates
updates on the system
• Automated notification
sent to all pre selected
parties
Confirm and conduct
further assessments to
service user
service user and confirm
next steps in the diag-
nostic service, including
need for any extra
assessments
• Operational staff
organise any extra
assessments required
and send details to
service user
on Qinec
Send invoice
invoice to Service User
Make follow-up
consultationappointment
and take payment
Qinec to schedule
appointment
for Follow-up Consulta-
tions with service user
and clinician
• Operational staff to call
service user to confirm
the appointment and
take payment for diag-
nostic service (if self
paying) over the phone
Qinec with details of
payment
Nurse makes courtesy
call to service user
Prepare for Follow-up
Consultation
• Clinician updates
Comprehensive Assess-
ment proforma in Qinec
with all relevant infor-
mation from extra
assessments, MDT and
Initial Consultation to
review with patient at
Follow-up Consultation
all required information
is accessible to clinician
Register patients at
R&Y clinic
To be done by staff at oper-
ating location e.g. medical
chambers staff (optional)
• Staff at R&Y clinic wel-
come patient, register
them, direct to waiting
area, provide refresh-
ments
• Clinician informed that
patient has arrived
Conduct Follow-up
Consultation at R&Y clinic
• Clinician assess capa-
city and gain content
• Clinician reads service
for assessment
• Clinician conducts
Follow-up Consultation
discussing diagnosis,
prognosis, treatment
and care plan with
service user
• Clinician provides
service user with
collateral to take home
and nurse contact
number
Final Comprehensive
Assessment Report
completed and sent
• Clinician finalises
ment proforma in Qinec
with all relevant infor-
mation from Follow-up
Consultation
• Clinician dictates/
writes summary letter
to Patient / GP
• Operational staff com-
bine final Comprehen-
sive Assessment pro-
forma, summary letter
and results of extra
assessments to create
the Final Comprehen-
sive Assessment Report
ment Report to service
user(s) & GP
• Confirm receipt of com-
prehensive assessment
report
Update service user
information
on Qinec
Multi-disciplinary team
meeting to discuss
your results
• A MDT meeting to evalu-
ate and discuss all
results in order to reach
the most accurate diag-
nosis, as well as prepare
a draft of the diagnostic
report.
Engage with service user
after receiving GP
referral
• Service user calls
operational staff follow-
ing recommendation
from GP or
service user after GP
referral letter
required collateral
• Operational staff take
basic enquiry informa-
tion
after direct contact
• Operational staff liaise
with service user
• Operational staff take
basic enquiry informa-
tion
required collateral
Collect service user
information
• Service user engages
with operational staff to
purchase service
• Operational staff create
new patient profile
• Operational staff collect
basic information over
the phone
• Service user /
Operational staff pursue
GP referral letter
(optional)
Update service user
information
on Qinec
Transport and chaperone services are available across all our touchpoints.
The care & support
service can be accessed
through the Diagnostic
Service, but also through
GP referral or self-refer-
ral.
• The service is divided
into two products: a
subscription-based care
& support package with
optional additional
services, as well as indi-
vidual sessions.
• As with the diagnostic
service – further in-
formation will be sent if
required, a contract will
be sent (with a direct
debit form), and finally a
call will be made to
answer any questions
they may have regard-
ing the contract/pay-
ment process.
‘Care & Support Package’
(Subscription-based
care package:
£285 per-calendar-
month):
All our staff, and the care
package we provide, focus
on addressing 5 special-
ist ‘domains’ that are the
basis of our holistic care
ethos:
• My mind
• My body
• My daily life
• My future plans
• My family
• My social life
An initial specialist doc-
tor consultation at the
clinic
This consultation is a quick
assessment of the pa-
tient’s current condition.
Please note: this meet-
ing will not be necessary if
you’ve come through R&YC
Diagnostic Service, as we
will have all your back-
ground information. For
new patients, an official
diagnosis will be required
from your GP or relevant
specialist institution.
On-going care
management
The on-going care man-
agement will comprise of:
• Yearly medical check-up
by your psychiatrist,
geriatrician, or neurolo-
gist
• Quarterly well-being
review meeting at your
home (please note: after
each quarterly meeting
an updated care &
support plan will be sent
out)
• a monthly call by your
dementia nurse
• 24/7 phone support
service
Self-referral is also pos-
sible, however we will ask
the patient/representative
to pursue a GP referral as a
key part of their full medi-
cal history. Please note: if
the patient does not want
GP to be informed, the lack
of a GP referral should not
delay the service.
If an individual is making a
general enquiry about the
service - and they would
like more information - we
will advise them to visit our
website (if they have not
already) and send them
an information brochure/
detailed product brochure
(depending on their pre-
existing knowledge or re-
quest). At this point, we will
also gather some basic in-
formation (i.e. name & ad-
Initial diagnostic assess-
ment at home by a
specialist doctor
Once he/she has formal-
ly identified themselves
(as instructed by R&YC),
the specialist doctor will
perform a cognitive and
physical assessment (we
highly recommend - with a
patient representative), as
well as gaining an under-
standing of the patient’s
daily life and overall his-
tory.
Alternatively, the patient
can have this part of the
assessment at our clinic
(at no additional cost). At
this point the specialist
doctor determines wheth-
er further assessment is
required for diagnosis.
Optional further
assessment:
Further assessment at our
clinic (e.g. for a detailed
neuropsychological test)
– alternatively we can ar-
range travel to/from the
clinic (for an additional
cost). Further assessment
at ‘3rd party’ (e.g. hav-
ing an MRI scan or ECG)
– alternatively an optional
chaperone plus travel to/
from the 3rd party can be
provided (for an additional
cost).
FRONTOFfice
dress) about the patient/
representative over the
phone.
Once verbally committed,
will be sent a contract, plus
a detailed brochure outlin-
ing our services. Once re-
ceived, we will call them to
discuss/answer any ques-
tions they may have about
the contract, and gather
any more information re-
quired.
Our services will primarily be accessed through
GP referral
USERJOURNEY
• Nurse calls service user
/ service user engages
with operational staff to
purchase care service
• Nurse advises service
user that a member of
the operational staff will
be in touch regarding
required paperwork
Sign care service
contract
required paperwork
(inc. contract, t&c’s,
direct debit details) to
service user
service user to provide
guidance on completing
paperwork
• Service user completes
and sends back paper-
work
• Operational staff save
information in Qinec
Optional initial
consultation
• Clinician conducts short
assessment of patient’s
condition and records
information on Qinec
Make appointment
Qinec to schedule
appointment with
service user and
clinician
with pre questionnaires
and guidance for com-
pletion (optional)
accurate service user
data and required tem-
plates are accessible to
clinician
• Automated appointment
reminder to service user
Conduct first well-being
review with service user
• Nurse reads service
for assessment
• Nurse travels to service
users home
• Nurse assess capacity
and gain content
• Nurse arrives at service
users home
• Nurse conducts detailed
wellbeing review and
refines care plan with
service user
• Nurse discusses with
other clinicians
(optional)
• Nurse completes
wellbeing review pro-
forma in Qinec and
updates care plan
• Meeting between nurse
and operational staff to
update information and
organise next steps/
future appointments
Notify specific parties
if required
• Clinician uses judge-
ment to notify other
parties (e.g. GP) in the
event of a specific
situation
• Clinician ensures
is up to date on Qinec
Send output to Service
User
• Operational staff work
with care coordinator
to update service user
output
• Send output from
appointment to service
user and advise them
to update their care file
On-going specialist care
7 core consultations per
year spread across our 6
specialist domains.
Initially care consultations
will be chosen to address
all these key domains – a
balanced holistic approach
that can be adapted over
time, as the patient’s care
needs develop.
Examples are as follows:
My Mind – Psychology
Consultation, by a Psy-
chologist, at our clinic.
My Body – Healthy Living
Consultation, by a Person-
al Trainer, at your home.
My Daily Life – Occupa-
tional Therapy, by an Oc-
cupational Therapist, at
your home.
My Future Plans – My Fu-
ture Advisory Consulta-
tion, by LEBC (advisors),
at our clinic.
My Family – Psychology
Session for Carer, by a Psy-
chologist, at your home.
Additional Services
All individuals on our Care
& Support Package will
have exclusive access
to Additional Services –
such as Family education
workshops or Cognitive
stimulation therapy. Each
service is specifically de-
signed to be complemen-
tary to the package.
Individual Sessions
In addition to the care &
support package there
will be a selection of in-
dividual sessions – a list
of care options that can
be integrated as part
of your care & support
package, or purchased
on their own.
These sessions will be
categorised/tiered in ac-
cordance to their cost. If
you already have a care
package with us there
will be a 10% discount
on all individual ses-
sions.
IntakE Diagnostic Service CARE and support SERVICE
Blood test
Blood tests will ideally
come from the GP, how-
ever R&YC can arrange
this at any visit to the
clinic.
Follow-Up Meeting at the
clinic with your doctor
and dementia nurse
This appointment will be
at our clinic; alternatively
there is an option of it be-
ing at your home (for an
additional cost). The draft
of your diagnostic report
will be discussed – in-
cluding the assessment
results, diagnosis and the
treatment and care rec-
ommendations.
Your treatment and care &
support plan will be based
on our recommended ho-
listic care ethos - at this
stage a take-away folder
will be provided with gen-
eral dementia support in-
formation and our detailed
Care & Support Service
brochure (which is also
available for direct in-
quires). A dementia nurse
will be available for any
questions or concerns.
COMPREHENSIVE
ASSESSMENT
referal
GP
diagnostic
Service
initial consultation
GP
engagement
GP
engagement
Full comprehensive
assessmen report
contract
TELEPHONE
SUPPORT
Initial
consultation
directly towards
individual sessions
Care plan
finalised
first well-being
review with
dementia nurse
Diagnostic Service
The Diagnostic service
comprises of a compre-
hensive assessment -
made up of an initial and
follow up consultation.
Further testing may be re-
quired before a diagnosis
can be determined. The di-
agnosis will be part of the
patients final report along
with our care recommen-
dation.
The current cost of this
service (excluding ex-
tra assessments) will be:
£1250
Invoice for diagnostic
service is sent to patient
R&Y contacts the cus-
tomer to take payment
for the diagnostic service
Courtesy call
Confirm the arrival of the
full comprehensive as-
sessment report, and to
follow up on the patient’s
questions and concerns.
A full comprehensive
assessment report
The final report to be sent
to the patient via post
Courtesy call
By your dementia nurse –
just before the follow-up
meeting – to talk through
any concerns or anxieties
may have before a poten-
tial diagnosis.
First well-being
review
Once that initial special-
ist doctor consultation
has taken place (or you
have come through the
Diagnostic Service), the
specialist doctor and
dementia nurse will dis-
cuss your case and pre-
pare a draft of your care
plan.
A home visit will follow
by your designated de-
mentia nurse to finalise
care plan.
Once the draft of the
care & support plan is
completed, your allo-
cated dementia nurse
will come and visit you
to discuss it. The objec-
tive of this meeting is to
work with you to create
a bespoke care & sup-
port package catered for
your needs and desires.
The final care & support
plan will be set after this
meeting.
VISUALS © ROMAN SCHOENEBOOM 2013
content © Red & yellow care memory service 2013
further
tests
follow-up
consultation
1 2A 2A
2B
3
care
and
support
service
ongoing
specialist care
ongoing
care management
additional
services
individual
sessions
on-going care and support process
Make appointment
Provide details of
appointment to Clinic
Conduct clinician
appointmentUpdate service user
information
Notify specific parties
Send output to
service user
Formal feedback requested across our user touchpoints.

Double Diamond
myJustice: Neugestaltung der Nutzererfahrung im Justizsystem
Royal College of Art fuer das Justizministerium

2. Double Diamond

Users
2. Double Diamond

Experts
2. Double Diamond

Stakeholders
2. Double Diamond

Secondary Research
2. Double Diamond

bureaucratic
emotional unsupportive
draining processy no context
no explanation takes forever
no control there is no point
you are a number no priority
not reassuring
I DON’T KNOW
WHATS GOING ON.
2. Double Diamond

bureaucratic
not reassuring
WHAT’S THE POINT
ANYWAY?
2. Double Diamond

bureaucratic
not reassuring
IT ALL SEEMS
INEFFICIENT.
2. Double Diamond

[ ]DROPOUTS
2. Double Diamond

£34million
* NATIONAL AUDIT OFFICE
*
2. Double Diamond

1094source: http://www.leftfootforward.org/2013/04/where-else-might-10-million-be-spent/
2. Double Diamond

reduce witness withdrawals
by improving their experience?
save costs
spend on
further
improvements
better witness
experiences
2. Double Diamond

Hello.
2. Double Diamond

Police
Witness Care Units
WCUs
Victim Support
Court Services/
Witness Service
2. Double Diamond

Police
Witness Care Units
(WCUs)
Victim Support
Court Services/
Witness Service
JUDICA
2. Double Diamond

2. Double Diamond
not processy enabling participatory
in control personal touch
valuable encouraging access
motivation
I KNOW WHAT’S
HAPPENING.

2. Double Diamond
motivation
I AM USEFUL.

2. Double Diamond
motivation
THINGS GET DONE.

JUDICA TEAM
JUDICA BOARD JUDICA PASSPORT
WITNESS
2. Double Diamond

2. Double Diamond
JUDICA

2. Double Diamond
Purpose of own action
Changed perception of the system
Will report again
Will influence peers
Easier interaction & communication
Higher efficiency
Being appreciated
Increased motivation
effective layer of communication
building on existing system
no additional staff needed
less expenses; no restructuring
Zweck der eigenen Aktionen
Veraenderte Wahrmung des Systmes
wird wieder aussagen
wird seine Umgebung beeinflussen
effektive Kommunikationsebene
baut auf bestehende Systeme auf
keine zusaetzlichen Mitarbeiter noetig
weniger Ausgaben,
keine Umstrukturierung
Einfachere Interaktionen und
Kommunikation
hoehere Effizienz
Arbeit wird mehr geachtet
hoehere Motivation

Agiles Verfahren
Zyklisches Designmanagement
Charakteristiken, Arbeitsrahmen, Scrum, Kanban

3. Agiles Verfahren
Charakteristiken:
- sich selbt organisierende Teams
- Produktprozess in Serien von
wochenlangen (max.) ‘Sprints’
- Anforderungen werden als ‘Tickets’
im ‘Backlog’ (Bestandsliste)
aufgelistet
3 Monate bis 1 Jahr 1 bis 4 Wochen
Arbeitsrahmen:
1. Rollen:
- Produktbesitzer, Service Delivery
Manager, Team
2. Rituale:
- ‘Sprint’ Planung, Durchfuehrung,
Auswerung, taegliches Stand-up
3. Artefakte:
- Produkt Backlog, Sprint Backlog

3. Agiles Verfahren
Nutzer-
geschichten
Backlog
Planung
‘Sprint’-
Backlog
Wochen
(festgelegt)
1 bis 4
‘Sprint’
Taegliches
‘Stand-up’
15
min
Retroperspektive
Demo

3. Agiles Verfahren
- fasst Anforderungen zusammen
- eine Liste aller gewuenschten Arbeiten fuer
das Projekt
- Einzelarbeiten werden als Ticket gelistet,
fuer die mindestens ein Teammitglied
verantwortlich ist
- das Ticket repraesentiert eine
Nutzergeschichte/ Nutezerbeduerfnis
- wird vom Produktbesitzer priorisiert
Nutzer-
geschichten
Backlog
Planung
‘Sprint’-
Backlog
Wochen
(festgelegt)
1 bis 4
‘Sprint’
Taegliches
‘Stand-up’
15
min
Retroperspektive
Demo

3. Agiles Verfahren
Nutzer-
geschichten
Backlog
Planung
‘Sprint’-
Backlog
Wochen
(festgelegt)
1 bis 4
‘Sprint’
Taegliches
‘Stand-up’
15
min
Retroperspektive
Demo
Sprints:
- Produktprozess in Serien von
wochenlangen (max.) ‘Sprints’
- typische Laenge fuer Sprint 2-4
Wochen
- Produkt wird im Sprint gestaltet,
kodiert und getestet
‘Stand-up’:
- taeglich, 15 Minuten
- jeder beantwortet 3 Fragen:
1. Was habe ich gestern getan?
2. Was werde ich heute tun?
3. Benoetige ich Hilfe?

3. Agiles Verfahren

Advocate Defence Payments: Ganzheitliches Bezahlsystem
‘Digital Services’ (MOJ) fuer staatliche Rechtshilfeorganisation
Agiles Verfahren

Was noch zu sagen waere...
Was ich gelernt habe

4. Auf den Weg.... - was noch wichtig ist
Gestaltet Erfahrungen die einfach sind und sich natuerlich anfuehlen, “die beste Dienstleistung ist eine,
ueber die ich nicht nachdenke”
Nutzt euere visuellen Faehigkeiten, um komplexe Systeme zu vereinfachen
Wenn man fuer menschliche Beduerfnisse gestaltet, dann sind Skizzen und Protoypen aber auch die
Einbeziehung der Kunden in den fruehen Prozess sehr wichtig, lasst euere Nutzer jederzeit wissen,
wo sie sich im Prozess befinden
Deswegen, definiert eueren Projektumfang und plant euere Entscheidungen
Gestaltet sinnvolle, einfache, angenehme und spielerische Interaktionen
Gestaltet FUER DIE Erfahrung, gestaltet nich nur Erfahrung
Gestaltet euer Produkt/ Dienstleistung als robust, skalier- und belastbar
Deswegen ist es ist Trible Diamond, kein Double Diamond
Gestaltet immer partizipative Dienste und vernetzte Erfahrungen
Der beste Weg die Zukunft vorauszusagen, ist sie zu erfinden ‘prototypen’
“Always do what you are afraid to do.” - Ralph Waldo Emerson

Vielen Dank
Vom Double Diamond zum Agilen Verfahren
Roman Schoeneboom
bridging complexity fast
Roman Schoeneboom
Service Designer
contact@romanschoeneboom.com
+44 (0) 79 1464 8844
email
phone

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