Design Thinking for Tech

George Anderson is a program director for Microsoft and an adjunct professor and guest lecturer for several universities. George holds Stanford Innovation & Entrepreneurship as well as Innovation Leadership credentials, PMI's Wicked Problem Solving and Prosci's Change Practitioner certifications, an MBA with a focus in Human Resource Management, and a PhD in Applied Management and Decision Sciences.As a program director, George assembles and leads global tech teams that help organizations transform themselves. George's architects and consultants provide the technology and business skills necessary to design and develop business-enabling technology solutions, and George and his project managers provide the leadership, governance, and communications necessary to deliver those solutions.In these ways, George's teams solve problems that drive meaningful change and measurable value. George knows first-hand the power of thinking and executing differently to change our world and often shares those learnings and experiences. He has co-led worldwide design thinking communities within Microsoft and has incorporated design thinking techniques and exercises into several of Microsoft's governance methods and project delivery methodologies.Since 2002, George has also been assembling authoring teams to publish popular technology planning and implementation books, including Teach Yourself SAP in 24 Hours (2015) and SAP Implementation Unleashed (2009). More recently, he has shared how Design Thinking can be applied to our work and personal lives through Stuck Happens: 95 Simple Life Hacks for Thinking and Thriving (2021). And George and his team shared guidance and techniques organized around PMI's Process Groups in Design Thinking for Program and Project Management (2019).Design Thinking for Tech: Solving Problems and Realizing Value in 24 Hours marries George's love of people, high-tech software development, platform-based business solutioning, and Design Thinking. It bridges the real-world intersection of technology and more than 130 Design Thinking techniques and exercises useful in learning, empathizing, and solving difficult problems while providing early and repeatable value along the way. Connect with George on LinkedIn or through email at George.Anderson@Microsoft.com.

• ForewordPrefaceProloguePART I: Design Thinking BasicsHour 1: Design Thinking ExplainedThinking Slower to Deliver FasterA Process for Progress: Popular Design Thinking ModelsOur Design Thinking Model for TechThe Battle Between Perfection and TimeThe What: Techniques and ExercisesThe How: The Design Thinking Cycle for ProgressThe When: Ambiguity, Complexity, and UncertaintyThe Why: Better Practices and Faster OutcomesThe Who: Design Thinking by Technology RoleDesign Thinking in Action: Real-world Tech ExamplesWhat Not to Do: Lessons Learned the Hard WaySummaryWorkshopHour 2: A Design Thinking Model for TechHuman-Centered ThinkingDesign Thinking in Four PhasesWhat Not to Do: Exclusively Left to RightSummaryWorkshopHour 3: Design Thinking for Small AudiencesDesign Thinking for MeLearning More QuicklyThinking and Problem SolvingCoping with AmbiguityPrioritizing Next Best Steps for UncertaintyExecuting More EffectivelyWhat Not to Do: This Isn't for MeSummaryWorkshopHour 4: Resilient and Sustainable TeamsDesign Thinking for Tech Team AlignmentDesign Thinking for Sustainable TeamsResponsibly Operating at SpeedWhat Not to Do: The Archipelago EffectSummaryWorkshopHour 5: Visible and Visual TeamworkMaking Teamwork Visible and VisualTools for Visual CollaborationExecuting a Design Thinking ExerciseWhat Not to Do: Keeping It All InsideSummaryWorkbookPART II: Understanding BroadlyHour 6: Understanding the Lay of the LandListening and UnderstandingAssessing the Broader EnvironmentUnderstanding and Articulating ValueWhat Not to Do: Ignore the Culture FractalsSummaryWorkshopHour 7: Connecting with the Right PeopleA Framework for Finding and Prioritizing PeopleExercises for Stakeholder Mapping and PrioritizationExercises and Techniques for Engaging StakeholdersWhat Not to Do: Stick to the Happy PathSummaryWorkbookHour 8: Learning and EmpathizingFrom Stakeholders to PersonasThree Types of EmpathyA 360-Degree Model for EmpathizingA Recipe for EmpathizingWhat Not to Do: Ignore the 20 PercentSummaryWorkshopHour 9: Identifying the Right ProblemIdentifying and Understanding a ProblemThree Exercises for Problem IdentificationTechniques and Exercises for Problem ValidationWhat Not to Do: Jump In! (to the Wrong Problem)SummaryWorkshopPART III: Thinking DifferentlyHour 10: Introduction to Thinking DifferentlyIdeation and Thinking for Problem SolvingDivergent and Convergent ThinkingWarm-ups for Thinking DifferentlyTechniques for Clearing the MindWhat Not to Do: Stay Convergent!SummaryWorkshopHour 11: Guardrails for Thinking CreativelyConstraints and GuardrailsSimple Guardrails for Thinking DifferentlyExercises for Thinking Through RisksCrazy Techniques for Extreme ThinkingWhat Not to Do: Avoid the Silly-Sounding StuffSummaryWorkshopHour 12: Exercises for Increasing CreativityCreativity and ThinkingTechniques and Exercises for Creative ThinkingWhat Not to Do: Concluding Thinking Too EarlySummaryWorkshopHour 13: Exercises for Reducing UncertaintyNext-Step Thinking for Uncertain SituationsReducing Uncertainty and AmbiguityWorking Through Uncertainty and What's NextWhat Not to Do: The Brute-Force PathSummaryWorkshopHour 14: Thinking for Problem SolvingFrom Ideas to Potential SolutionsVisual Exercises for Problem SolvingWhat Not to Do: Skimp on BrainstormingSummaryWorkshopPART IV: Delivering ValueHour 15: Cross-Teaming and Communicating for OutcomesCross-Boundary Teaming for CollaborationTechniques for Working Across TeamsTechniques for Communications ChallengesWhat Not to Do: Using Words When a Picture Is NeededSummaryWorkshopHour 16: Prototyping and Solutioning by DoingThe Prototyping and Solutioning MindsetMaking Progress versus Solving the Entire ProblemTechniques for Making Planned ProgressWhat Not to Do: Ignoring the Inverse Power LawSummaryWorkshopHour 17: Solutioning Small and FastThe Progress Mindset: Showing Up and Starting SmallRealizing Value Through Objectives and Key ResultsStarting Small and Delivering FastTechniques for Delivering and Executing to ThinkFor a Limited Time OnlyWhat Not to Do: The Forever MVPSummaryWorkshopHour 18: Delivering Value at VelocityDelivery Techniques for Increasing Value VelocityTeam Considerations for VelocityChange Control Considerations for VelocityWhat Not to Do: Shrink Sprints to Speed UpSummaryWorkshopPART V: Iterating for ProgressHour 19: Testing for ValidationThe Testing MindsetTraditional Types of TestingTesting Techniques for Learning and ValidatingTesting Tools for FeedbackWhat Not to Do: Automate EverythingSummaryWorkshopHour 20: Feedback for Continuous ImprovementSimple Feedback TechniquesStrategic Feedback and Reflection TechniquesWhat Not to Do: Wait for Late FeedbackSummaryWorkshopHour 21: Deploying for ProgressAvoiding Perfection TrapsNovel Techniques for Making ProgressEdge Case Techniques for Deploying and Realizing ValueWhat Not to Do: Deploying Too SoonSummaryWorkshopHour 22: Operating at ScaleTechniques and Exercises for Effective ScalingOperational Resiliency TechniquesTechniques for Sustaining Systems and ValueWhat Not to Do: The Scale versus Features MandateSummaryWorkshopHour 23: Making Change StickyChange Management and AdoptionThe Four-Phase Change ProcessMethods for Creating AwarenessTechniques for Providing PurposeDriving Readiness Through Design ThinkingFour Techniques for Adopting ChangeTechniques for Timing ChangeWhat Not to Do: Change Management Can WaitSummaryWorkshopHour 24: Design Thinking for Project VelocityProject Management VelocityLeadership and GovernanceStakeholders and ExpectationsDevelopment ApproachRisk ManagementSchedule ManagementManaging ScopeDelivery and QualityCommunications and CollaborationWhat Not to Do: No Courage, No FutureSummaryWorkshopAppendix A: Case Study Quiz AnswersAppendix B: Summary of Design Thinking Techniques and ExercisesAppendix C: Design Thinking in Action (by the Hour)References    9780137933037    TOC    10/10/2022