I discuss two views of human- centered design: the British Design Council’s double-diamond model and the traditional HCD iteration of observation, ide- ation, prototyping, and testing. The first diamond is the diver- gence, followed by convergence, of possibilities to determine the appropriate problem. The second diamond is a divergence- convergence to determine an appropriate solution. I introduce activity-centered design as a more appropriate variant of human- centered design in many circumstances. These sections cover the theory.
The chapter then takes a radical shift in position, starting with a section entitled “What I Just Told You? It Doesn’t Really Work That Way.” Here is where I introduce Norman’s Law: The day the prod- uct team is announced, it is behind schedule and over its budget.
I discuss challenges of design within a company, where sched- ules, budgets, and the competing requirements of the different divisions all provide severe constraints upon what can be accom- plished. Readers from industry have told me that they welcome these sections, which capture the real pressures upon them.
The chapter concludes with a discussion of the role of standards (modified from a similar discussion in the earlier edition), plus some more general design guidelines.