EXPLORING IDEATION TECHNIQUES

AND TOOLS
WEEK 5 - SESSION 9 – 10
ISYS6596003 - USER EXPERIENCE RESEARCH AND DESIGN

SUBJECT MATTER EXPERT

Ferdianto, S.Kon, M.MSI
The Art and Science of UX Design: A step-by-step guide to designing amazing user
experiences, 1st Ed - Chapter 4
OUTLINE
• Where Are You in the Design Thinking Process?

• Ideation

• Conceptual Ideation

• Visual Ideation

• Relational Ideation—New Ideas Out of Existing Concepts

• Prioritization

• After You Ideate, You Prototype

LEARNING OUTCOME
• LO2 : apply techniques for designing User Experience
OVERVIEW
• The third step in the design thinking process is all about coming up with ideas. You must think of as many
ideas as you can to explore the design space as thoroughly as possible. Once you have accomplished this, you
must prioritize and choose several of these ideas to move forward with.

• To explore the design space, you must ideate. The process of ideation allows you to be divergent, generative,
and creative. It allows you to explore the relationships between concepts, patterns, or even existing solutions
and see things in a new light.

• Ideation requires you to be artistic. You rely on your creativity and imagination to come up with fantastical
new product ideas. You think of features and functionalities that could enhance those ideas. You sketch out
your ideas and visualize concepts to imagine the user’s experience.

• Ideation also requires you to leverage science. You work from a problem to solve based on research,
observation, and evidence. You analyze products and remix their characteristics by adjusting variables. You
organize ideas into prioritizations, systematically deciding which ideas to pursue further.

• It is through this blend of art and science that you will navigate the ideation phase of design thinking and
arrive at a solution that best fits users’ wants and needs.
WHERE ARE YOU IN THE DESIGN
THINKING PROCESS?
WHERE ARE YOU IN THE DESIGN THINKING PROCESS?

• FIGURE 4.1 The NN/g design thinking model.

The third step of the model is ideate. It is part of
the explore phase of design thinking, where you
work from the problem to solve and think of
solutions that could help your users.
IDEATION
IDEATION
• Now that we have a problem to solve, let’s start solving that problem! We’re at the point in
the design process where we get to come up with all sorts of ideas that could work for our
users.

• This can feel like a daunting step. Where do we begin? How do we generate ideas that can
change people’s lives or, at the very least, actually solve the problems they are experiencing?
Will our ideas even be any good? These are common and valid concerns.

• Fortunately, to get to this point, you’ve done a lot of research and definition around what you
want to accomplish. Now, you get to move forward and start accomplishing your goals—
through ideation.
WHAT IS IDEATION?
• Ideation is a creative process where you generate ideas with the intent to build concepts that solve users’
problems. It’s rooted in problems—this is why it is so crucial to define a “problem to solve” in the earlier steps
of the design thinking process, and why you shouldn’t think about solutions until you have a clearly defined
problem to work from.

• Ideation is also divergent. The purpose of ideation is to come to a solution that works for users. To get there,
you must generate many, many ideas and possibilities that could solve that problem. You’ll pare down
eventually, but to start, you need to allow yourself the room to explore. Who knows? An idea you think might
be too crazy or outlandish could end up working well, or perhaps it could be modified to be a real, practical
solution.

• Finally, ideation is judgment free. Because you should focus on being divergent and create as many ideas as
possible, your focus should be on quantity, not quality. At the end of the ideation process, you will evaluate
your ideas and pursue a few you think would work best.
WHEN COULD YOU IDEATE?
• In the context of the process, you turn to ideation after you have a clear problem to solve.
That problem to solve, however, could vary depending on the stage of the product, the goals
of the company, or the needs of the user. You should turn to ideation for many reasons.

• Create a New Approach

• Improve the Current User Experience

• Explore New Revenue Strategies

WHAT TYPES OF IDEATION EXIST?
• Ideation comes in many forms. Not only does the purpose of ideation vary, but the processes to generate ideas vary as
well.

• Conceptual Ideation

Conceptual ideation is a great place to start the ideate step of the design thinking process because it is a high level,
broad strokes, what-can-you-do type of ideation. It generates a wide range of ideas, from which you can choose
several of these ideas to explore further using another style of ideation—visual ideation.

• Visual Ideation

Visual ideation is a great technique to turn to when solutions already exist, or when you have a clearer idea of the
solution you want to explore further. For example, once you’ve completed a brainstorming session and chosen a few
ideas to explore more, you could use a visual ideation technique like sketching to expand on those ideas.
WHAT TYPES OF IDEATION EXIST?
• Ideation comes in many forms. Not only does the purpose of ideation vary, but the processes
to generate ideas vary as well.

• Relational Ideation

Relational ideation is good to turn to if you are stuck at any point in the ideation process
and are struggling to come up with ideas—conceptual or visual. By creating a mind map of
related concepts, for example, you will start to generate areas of focus for your conceptual
ideation or more details to explore for your visual ideation.
WHAT ARE SOME IDEATION BEST PRACTICES?
• To ensure a successful ideation, it’s critical to • Establish the Context
establish the right environment for idea
• Quantity Over Quality
generation. Thankfully, you can rely on a few
best practices when creating that • Weird Ideas
environment.
• Create a “Safe Space”
• Assemble a Team, Not an Army

• Choose a Facilitator

• Set Time Limits

USING IDEATION IN THE DESIGN THINKING PROCESS
• Now that you understand what ideation is, have a few types of ideation styles to choose from,
and have a good set of heuristics to adhere to in your ideations, you can start to explore each
one in more depth.

• This session looks at each type of ideation, how they work, and how to use them to generate
ideas.
CONCEPTUAL IDEATION
CONCEPTUAL IDEATION
• At the start of the ideation process, all you have is the research you’ve done up to this point.
You understand the problem you want to solve, who you want to solve it for, and how other
companies are solving it today. Armed with this knowledge, what will you make? It can be a
challenge to get started, even when you have a lot of information that guides your thinking.

• Luckily, you have more than just information. You have the design thinking process as well—
all its structure, techniques, and exercises that allow you to keep going. You can turn to this
process to generate solutions using conceptual ideation techniques that let you get started
on what a solution could be. Out of all the most common ideation techniques that exist, the
most popular is brainstorming.
WHAT IS BRAINSTORMING?
• Brainstorming is a conceptual ideation technique used by
teams to solve clearly defined problems. As a group, you
generate ideas that could help solve a design problem. To
brainstorm effectively, you work from a clear problem to
solve—you need a problem so that you can think of
solutions to that problem.

• It’s a common misconception that brainstorming means

ideation. However, it is not the only ideation technique—
FIGURE 4.5 Just as UI exists as a part of UX,
just the most common one. So, people tend to confuse brainstorming exists as a part of ideation. Ideation is
broader than brainstorming, just as UX is broader
the two. In the same way that UI is a part of the UX, than UI.

brainstorming is just one of the techniques available to

use when you want to ideate (FIGURE 4.5).
HOW DO YOU BRAINSTORM?
• At its core, brainstorming is a group activity in which participants try to think of ideas to solve
a problem.

• It usually involves a whiteboard, some sticky notes, or some other notetaking method that
allows participants to write down short, quick solutions to a possible problem.

• To brainstorm, you gather a group of people (ideally with different perspectives on a

problem) and ask them to think of as many ideas as possible that could solve a problem you
are working on.

• Participants take time to individually write down their ideas (on sticky notes, for example),
and after a few minutes of solo thinking, each participant shares their ideas with the group
HOW DO YOU BRAINSTORM WELL?
• As an ideation technique, many of the best
practices5 of ideation also apply to
brainstorming specifically.

• Set a Clear Problem to Solve • Encourage “Crazy” or “Weird” Ideas

• Include Your Research • Build on the Ideas of Others

• Set a Time Limit • Have One Conversation at a Time

• Aim for Quantity • Take Notes

• No Negativity
WHEN SHOULD YOU AVOID BRAINSTORMING?
• Brainstorming is one of the most common forms of ideation. However, it’s not always
appropriate. There are times when you don’t need to use brainstorming.

• You Don’t Know What Your Problem Is

• You Know Exactly How to Solve Your Problem

• You Won’t Be Able to Use Ideas from Your Brainstorm

BRAINSTORMING IS THE QUINTESSENTIAL IDEATION TECHNIQUE
• Brainstorming is often confused for ideation for a reason. It’s a powerful, reliable, common
exercise that produces incredible results.

• It’s the perfect ideation technique for the design thinking process, and one to turn to at the
start of the ideation step of design thinking.

• If you need to generate concepts for your design solution, brainstorming is one of the best
tools you can use.
LET’S DO IT!
• To brainstorm around this activity, you will want to create a working space for yourself (and your
participants, should you choose to invite others along for the session). It suggest Figma, Miro, or even
some sticky notes and Sharpies

• Alternatively, you can use the working space I established in Figma: https://tinyurl.com/asuxd-
brainstorm

• You’ll also want to keep the tenets of good brainstorming in mind.

• Diverge. Think of wild and crazy ideas and try to come up with as many concepts as you can.
• Don’t evaluate your ideas just yet. Focus on generating them over making decisions about them—
decisions will come later.

• Build off the ideas generated. When looking back at the list, see if you can combine ideas, create
themes, or otherwise find a way to enhance what you’ve thought of.
VISUAL IDEATION
VISUAL IDEATION
• Brainstorming and other forms of conceptual ideation help you figure out, at a really high level, some
solutions that could satisfy the problem to solve. The purpose of conceptual ideation is to generate a
wide range of concepts so that you can choose a few to move forward with.

• To make those solutions more tangible for yourself and the team, however, you’ll need some visual
ideation to go alongside them. Visual ideation starts the process of taking a concept and bringing it
to life with examples. Conceptual ideation, on its own, isn’t enough to establish buy-in for the team
and develop a clear path forward. You need to take the ideas generated during this step of the
design thinking process and show what they could look like.

• Several types of ideations help flesh out concepts further and depict the vision you have for a
solution. One of the most effective and common forms of visual ideation is to draw out that solution
via sketching.
WHAT IS SKETCHING?
• Sketching is an ideation technique that allows you to explore and communicate ideas visually. If two people
talk about a concept without seeing a visual representation of that concept, they may end up imagining
different things. It’s much easier to see the vision of an idea laid out, as if the idea actually exists.

• Sketching is a way to explore and communicate ideas visually. It’s abstract—just enough detail for everyone to
get the high-level idea, yet specific enough to provide the gist of what you want to convey.

• Sketching is also imperfect—it’s not meant to be the final idea; rather, it’s a concept. You don’t spend time on
details to make a perfect sketch to present; instead, you create rough versions of ideas to get a good sense of
them. An added benefit of it being imperfect is that the idea still feels malleable rather than finalized and
concrete.

• Finally, sketching is iterative—you don’t have to stick with the first drawing or first idea. Rather, you can keep
redrawing and iterating on ideas until you feel they make sense to pursue further.
WHY DO YOU SKETCH?
• You may turn to sketching for many reasons, including the reasons in the following sections.

• Cost Effective

• Idea Definition

• Communicative

• Collaborative
HOW DO YOU SKETCH?
• When you’re ready to sketch, you’ll need a few things at your disposal:

• Something to write with (pen, pencil, sharpie, stylus, and so on)

• Something to write on (paper, whiteboard, iPad, and so on)

• Tools to support the process:

• Straight edge or a ruler

• Eraser

• Color (for emphasis)

HOW DO YOU SKETCH?
• For physical sketching, you could also invest in a UI stencil multipurpose tool to draw specific
shapes and icons. UIStencils.com (FIGURE 4.12) is a great place to find these types of tools:

FIGURE 4.12 A sketching tool

from UIStencils.com that
makes sketching easier.
HOW DO YOU SKETCH?
• Conventions

• Lines

• Containers

• Images

• Icons
WARMUPS
• When sketching, it’s good to do a few one- to two-minute exercises to warm up. I suggest
taking a few minutes to draw some simple UIs to stretch your sketching muscles before
diving into a more complicated sketching session.

• Feel free to practice with any of these UIs to warm up. When re-creating these screens, try to
stick to one to three minutes per screen.

• Easy Warmup (Google Search)

• Medium Warmup (Bing Search)

• Hard Warmup (Yahoo Search)

CRAZY 8S
• After you’ve warmed up a bit, you’ll be
ready to start sketching ideas based on the
concept you choose to visualize. It can be a
challenge to know where to start,
however—you’ll be working from a blank
canvas.

• To make it easier on yourself, I suggest a

technique that’s popular in the industry.
Crazy 8s is a sketching technique that
drives rapid ideation around a concept you FIGURE 4.21 A crazy 8s exercise I did for a build-your-own-
burrito app. I didn’t fill up the entire page in the eight minutes,
want to explore (FIGURE 4.21).
and that’s OK.
CRAZY 8S
• To use this technique, follow these steps:

1. Get a piece of paper and fold it into eight sections.

2. Starting with the first section, draw one screen of your solution, or one idea you want to explore. Try
to take around one minute to do so.

3. Move on to the second section, spending a minute visualizing your idea.

4. Keep moving from section to section as the time allows.

• The goal is to fill up the page with visualizations of your idea—one visualization per section on the
piece of paper.
CRAZY 8S
• When doing this exercise, you should time box yourself—this exercise is meant to be rapid-fire ideation, to
drive the benefits of sketching. You can set any time limit you want, but eight minutes is a nice amount of time
to spend (one minute per section). By the end of the exercise, you would have eight visualizations in eight
minutes.

• For the crazy 8s technique, I’ve experimented with several additional areas of focus to help me develop my
ideas. I’ve narrowed down my ideation process to focusing on one of two themes:

• Divergent ideation—How many different ways can you visualize a solution? This style of crazy 8s puts a
focus on representing the idea in as many ways as possible.

• Flow-based ideation—Think of a journey your user will go on in your product. What would that journey look
like? You can visualize each step of the journey, at a high level, to see what you come up with.
VISUAL IDEATION GIVES IDEAS MORE DEFINITION
• Visual ideation is the practice of exploring possible solutions in a visual manner. Sketching is
an excellent visual ideation technique to turn to once you have a rough idea of some
solutions to the problem to solve.

• Sketching helps us take high-level concepts and visualize them in a way that allows us to have
more detailed conversations. Sketching allows us to get out of our heads and explore ideas to
see if they could actually work. It’s the perfect technique to use in the ideation phase of the
design thinking process.
LET’S DO IT!
• If you don’t have any ideas to sketch around, that’s OK—you can try the crazy 8s method using any of the following prompts (which
are also good for practicing the technique in general).

• Give yourself eight minutes to work through any of the following prompts:

• Design an app to build your own burrito.

• Design a custom T-shirt-making website.

• Design an app that helps people decide where to get lunch.

• Design a mobile app that lets people find tasty recipes.

• Design an app that teaches kids a new language.

• Design an app that lets people discover new books.

 RELATIONAL IDEATION—NEW
IDEAS OUT OF EXISTING CONCEPTS
RELATIONAL IDEATION—NEW IDEAS OUT OF EXISTING CONCEPTS
• Brainstorming and sketching are two of the most common forms of ideation. The former allows you to generate multiple
concepts that address the problem to solve, while the latter lets you visualize those concepts into something more
concrete and tangible.

• Relational ideation is yet another way to get your mind thinking about the problem space. Unlike the other forms of
ideation, this ideation focuses on exploring what already exists in the hopes of kickstarting an idea that addresses the
problem to solve. By exploring the relationships between things and looking through a different lens or from a different
angle, you may observe something and gather enough momentum to think of an interesting solution.

• Relational ideation is designed to get your brain making connections. It takes what currently exists and shifts the
perspective, just slightly, to see if you can look at something from a new angle. Sometimes this will be related concepts,
like with mind mapping, while other times it will be remixing ideas to make something new, like with SCAMPER. If you feel
stuck in your ideation and want to try a different approach, give relational ideation a try.
MIND MAPPING
• A mind map is a diagram that explores how concepts are related to each other. Mind maps begin
with a central theme or idea as the starting point. From there, various themes or ideas extend
outwards from the core idea to form branches. Those ideas could also have their own concepts
branch out from them, creating what looks like a family history or tree. In this way, you can draw
relationships between concepts in an effort to think about a problem space in a new way.

• Let’s look at a mind map for a hypothetical project—a business that sells merchandise at the beach
(FIGURE 4.22). Let’s say you’re looking to figure out what things you could sell at the beach but aren’t
really sure what items to offer. Do you branch out into things to do on the beach, like games or
sporting goods? Or maybe you start selling food? Perhaps you sell essentials, like towels or
sunscreen. It feels like you could go in so many directions.
MIND MAPPING

• FIGURE 4.22 A mind map that explores concepts related to the beach.
SCAMPER
• The SCAMPER technique is another form of relational ideation. This technique allows you
develop or improve products or services by relating concepts to form new ideas.

• SCAMPER is an acronym made up of seven

themes to guide ideation:
• Modify
• Substitute
• Put to other use
• Combine
• Eliminate
• Adapt
• Rearrange
SCAMPER
• Substitute

What can be replaced? With substitute, you are trying to think of something that already
exists and swap it with something else. You must break down the parts of existing products
and see what elements can be replaced.

• Combine

What can be combined? With combine, you are trying to take two things that exist and put
them together. Think of combine as a mashup of existing elements that could bring new life
to an industry or solve a problem
SCAMPER
• Adapt

What can be added or repurposed? What about the current system can you enhance? With
adapt, you look at an existing product and think of the things you can tweak or adjust to
obtain a different outcome.

• Modify

What can be changed? With modify, the focus is on minimizing, maximizing, or otherwise
enhancing existing elements to create a new experience. If you dial down or dial up one
element, what would happen?
SCAMPER
• Put to Other Use

Can you use a product in a different industry or context? What would it be like to sell to a
different customer? Or to use the product in a different way?

• Eliminate

What can be removed or simplified? With eliminate, you try to take out certain elements and
observe what would happen. What if you had access to only certain resources, or cut out a
part of the process?
SCAMPER
• Rearrange

What happens if you reverse or flip a process or flow? With rearrange, you take steps in the
process and reorder them to produce something new.
LET’S DO IT!
For this exercise, try one of the following:

• Create a mind map related to the problem to solve. Can you come up with a mind map
containing 30 things related to the problem space?

• Perform a SCAMPER related to the problem to solve. For each theme in SCAMPER, try to think
of three or four ideas related to the problem space.
PRIORITIZATION
PRIORITIZATION
• By the end of our ideation process, you should have generated tons of ideas to explore. You
could have done this with brainstorming, lightning demos, mind maps, sketching, SCAMPER,
or some other form of ideation. You could have done this as a team or as an individual.

• You could have done this for a specific problem, or to explore the design space more broadly
for a solution. However you get there, you will reach a point where you need to figure out
what you actually want to build.

• The process of choosing what to build, and when, is called prioritization..

WHAT IS PRIORITIZATION?
• Prioritization is the process of determining what ideas you want to work on for your product.
With respect to design thinking, it occurs when you need to choose which ideas to bring
through the design thinking process from the ideate phase to the prototype phase

• Usually, prioritization is a team effort. It’s uncommon for a single person to completely own
the decision-making process for what to test or ship. In fact, it’s common to bring in other
voices during this process to gain their perspective. Stakeholders, mentors, directors, or
others may come in at this step to share their thoughts and help push a direction forward. In
these instances, it can be especially helpful to have a framework for deciding.
WHAT IS PRIORITIZATION?
• Let’s explore several frameworks that will let you prioritize.

• Dot Voting

• MoSCoW Method

• Cars Method
DOT VOTING
• Dot voting is one of the most
common methods of
prioritization, and it’s simple—
every participant gets a few votes,
chooses the ideas they like the
most, and puts a dot on each of
them (FIGURE 4.32).

• At the end of the process, you

tally up all the dots, and the ideas
FIGURE 4.32 A brainstorming exercise with dots on the ideas the team wants to
with the most dots get built. prioritize.
DOT VOTING
• Dot voting has a lot of benefits that make it one of the most common methods of prioritizing.
• Transparent—Votes are cast at the same time in a clear, obvious way. It’s obvious what ideas have
the most votes and who voted for them.
• Democratic—Everyone has an equal voice, and the ideas that most people agree to are the ones
that move forward.
• Fast—Since voting is done simultaneously (usually at the end of the session), there isn’t a lot of
time spent debating ideas or going back and forth on choosing what to build.
• Easy—You take a few dots, put them on what you like, and go from there. It’s not a complicated or
time-intensive method.
• Dot voting is a great method to use when you’re earlier in your ideation and trying to figure out what
concepts to pursue. If you’re deeper in the process—say, trying to determine what features you
should implement for a specific idea, and when—dot voting helps less. Instead, you’ll need a different
method of prioritization to choose just how much of your product to build.
MOSCOW METHOD
• If you have a good idea of the general thing you’d like to build but aren’t sure how many
features you should include or how to prioritize them, then the MoSCoW method might be
the perfect method for you to try next. MoSCoW is an acronym:
• Must—The things you absolutely must include
• Should—The things you probably should include but don’t have to
• Could—The things you could include but probably don’t want to (yet)
• Won’t—The things you know you won’t include (yet)
• Using the MoSCoW method, you can develop a sense of the things you immediately want to
include and, just as importantly, the things you agree not to include so that you don’t get
distracted by the possibilities. The way the method works is you create a matrix of Must,
Should, Could, and Won’t (FIGURE 4.33), then map your ideas to that matrix to come to a
consensus on what to build.
MOSCOW METHOD

• FIGURE 4.33 A MoSCoW that prioritizes which features to include for a solo traveler project.
MOSCOW METHOD
• The MoSCoW method of prioritization has a lot of benefits:
• Collaborative—Everyone discusses the placement of each idea in the matrix, leading
toward a discussion of not only the ideas but the importance of them as well.

• Aligns—MoSCoW builds consensus and aligns teams, since there is open conversation
about each idea.

• Eliminates—MoSCoW helps eliminate ideas, since it’s just as important to decide what not
to build as it is to decide what to build.

• The MoSCoW method could be perfect for your prioritization needs, especially if you feel the
need to discuss every idea from your brainstorm. However, if your team still can’t decide on
prioritization after trying MoSCoW or dot voting, you may just have to include most or all your
ideas in your prioritization approach.
CARS METHOD
• If you or someone on your team really wants to at least see each possibility, then the Cars method
might be the correct approach. The Cars method is a method I’ve developed working in the industry
to size product features and gain alignment from teams on what you should specifically focus on
building and is an excellent method for exploring the design space.
• This method usually works best with a specific idea that has a lot of potential features or variance.
Essentially, it’s broken into three groups, represented by cars that increase in both quality and cost:
• Compact—What’s the smallest version of what you can build?
• Midsize—What are all the features needed to most likely satisfy the problem to solve?
• Cadillac—What’s the biggest, largest version of what you could create that would be the dream
product for your users?
• To perform this method, for each large idea that comes out of your ideation, create a feature set that
extends across each car size. What is the minimum viable product of your solution, the bare basics of
what you can deliver on? That’s your Compact—the least you need to do to satisfy the problem.
CARS METHOD
• Next, ask yourself what you think is needed to create a really good experience—everything
you feel would make this idea not only solve the problem but be delightful and enjoyed by
users as well. That’s your Midsize.

• Finally, think about all the extra stuff from your ideation that you could include —the bells,
whistles, and otherwise fun and crazy ideas you came up with. That’s your Cadillac.

• To prioritize, create a table that outlines the size, feature set, and vision of each category, like
in TABLE 4.1.

• If you were to try this method with Spotify, for example, Table 4.1 is a possible place where
you could land for the first version of the service.
CARS METHOD
• TABLE 4.1 The Cars Method for Spotify
CONCLUSION
• Generating ideas during this step of the design thinking process is one of the most fun parts
about design. There are so many possibilities to explore, things to do for your users, and
ideas to address the problem to solve.
• It can be really challenging to move forward from a list of several dozen ideas. Luckily, you
have many prioritization techniques that allow you to choose the best ideas to pursue. Best
measures more than the quality of an idea—it can measure its feasibility or practicality as
well.
• These techniques help you determine the best ideas to move forward with—best based on
our constraints, that best address the problem to solve, that best enhance the lives of users.
LET’S DO IT!
• Choose whatever method of prioritization you’d like—dot voting, MoSCoW, or Cars. However,
dot voting is a method you can’t complete by yourself. I recommend inviting a few others to a
prioritization session to see which ideas they find most interesting and why.
AFTER YOU IDEATE, YOU
PROTOTYPE
AFTER YOU IDEATE, YOU PROTOTYPE
• This chapter began by introducing the concept of ideation—the process by which you
generate ideas that could solve your users’ problems.
• From there, you defined three types of ideation—conceptual, visual, and relational. You
explored each type, including techniques to help you ideate across each type of ideation. You
then learned what to do with all these ideas by learning how to prioritize ideas with
techniques that are collaborative, easy, and transparent.
• In the next step in the design thinking process, you will take the ideas you have prioritized
and start bringing them to life further. It’s time to visualize your ideas and prepare to get
them in the hands of your users to test.
• To get feedback about your solutions, you need to test your designs with users. To test your
designs, however, you need to complete a preparatory step first—you need to prototype your
ideas so that users can interact with them.
FINISH