Design Thinking

Chapter 2: Design Thinking Methodology: Discuss six phases of DT

methodology: Definition, Research, Interpretation, Idea generation,
prototyping, Evaluation; Thinking skills required for each phase; How to
apply DT, Lean & Agile methodologies
[Refer Chapter 1Text Book 1]

PREPARED BY : ARSHI NAIM

 Design Thinking Methodology
• Organizations search for a magical way to achieve the two objectives:
• More innovative in creating products, technologies, services, and spaces that
people love
• Overcoming complex business, technological, and social problems with new
ideas, processes, and business models.
• This requires a new way of thinking in today’s dynamic and complex world,
which is shaped around bang (bytes, atoms, neurons, and genes).
• In this age of complexity and uncertainty with many unknowns, “design
thinking” and “artful thinking” have become the most distinctive ways to
achieve innovation and overcome the challenges at start-ups, large
enterprises, and nonprofit organizations.
‫•‬ ‫ﺗﺑﺣث اﻟﻣﻧظﻣﺎت ﻋن طرﯾﻘﺔ ﺳﺣرﯾﺔ ﻟﺗﺣﻘﯾق اﻟﮭدﻓﯾن‪ :‬أﻛﺛر اﺑﺗﻛﺎرا ﻓﻲ إﻧﺷﺎء اﻟﻣﻧﺗﺟﺎت واﻟﺗﻘﻧﯾﺎت‬
‫واﻟﺧدﻣﺎت واﻟﻣﺳﺎﺣﺎت اﻟﺗﻲ ﯾﺣﺑﮭﺎ اﻟﻧﺎس اﻟﺗﻐﻠب ﻋﻠﻰ اﻟﻣﺷﺎﻛل اﻟﺗﺟﺎرﯾﺔ واﻟﺗﻛﻧوﻟوﺟﯾﺔ واﻻﺟﺗﻣﺎﻋﯾﺔ‬
‫اﻟﻣﻌﻘدة ﺑﺄﻓﻛﺎر وﻋﻣﻠﯾﺎت وﻧﻣﺎذج أﻋﻣﺎل ﺟدﯾدة‪ .‬وھذا ﯾﺗطﻠب طرﯾﻘﺔ ﺟدﯾدة ﻟﻠﺗﻔﻛﯾر ﻓﻲ ﻋﺎﻟم اﻟﯾوم‬
‫اﻟدﯾﻧﺎﻣﯾﻛﻲ واﻟﻣﻌﻘد‪ ،‬واﻟذي ﯾﺗﺷﻛل ﺣول اﻻﻧﻔﺟﺎر )اﻟﺑﺎﯾﺗﺎت‪ ،‬واﻟذرات‪ ،‬واﻟﺧﻼﯾﺎ اﻟﻌﺻﺑﯾﺔ‪ ،‬واﻟﺟﯾﻧﺎت(‪.‬‬
‫ﻓﻲ ھذا اﻟﻌﺻر ﻣن اﻟﺗﻌﻘﯾد وﻋدم اﻟﯾﻘﯾن ﻣﻊ اﻟﻌدﯾد ﻣن اﻟﻣﺟﮭوﻟﯾن ‪ ،‬أﺻﺑﺢ "اﻟﺗﻔﻛﯾر اﻟﺗﺻﻣﯾﻣﻲ" و‬
‫"اﻟﺗﻔﻛﯾر اﻟﻔﻧﻲ" أﻛﺛر اﻟطرق ﺗﻣﯾزا ﻟﺗﺣﻘﯾق اﻻﺑﺗﻛﺎر واﻟﺗﻐﻠب ﻋﻠﻰ اﻟﺗﺣدﯾﺎت ﻓﻲ اﻟﺷرﻛﺎت اﻟﻧﺎﺷﺋﺔ‬
‫وا ﻟ ﻣ ؤﺳﺳ ﺎت ا ﻟ ﻛ ﺑ ﯾر ة وا ﻟ ﻣ ﻧظ ﻣ ﺎت ﻏﯾر ا ﻟ ر ﺑﺣ ﯾﺔ‪.‬‬
Design thinking methodology has six phases:
:‫ﺗﺘﻜﻮن ﻣﻨﮭﺠﯿﺔ اﻟﺘﻔﻜﯿﺮ اﻟﺘﺼﻤﯿﻤﻲ ﻣﻦ ﺳﺖ ﻣﺮاﺣﻞ‬
 Design thinking methodology has six phases:
• 1. Definition : Define the challenge of a specific group of people.
• 2. Research Interview and observe the target audience in its own context
and identify its needs, problems and expectations associated with the
defined challenge.
• 3. Interpretation Detect patterns among research data and use them to
generate actionable insights.
• 4. Idea Generation With inspiration from the insights, generate ideas for
creative solutions that may satisfy the needs and expectations and solve the
problems of the target audience.
• 5. Prototyping Turn selected solution ideas into tangible forms.
• 6. Evaluation Test the solution alternatives by using prototypes, and refine
them based on target users’ feedback.
‫•‬ ‫‪ .1‬اﻟﺗﻌرﯾف ‪ :‬ﺗﺣدﯾد اﻟﺗﺣدي اﻟذي ﺗواﺟﮭﮫ ﻣﺟﻣوﻋﺔ ﻣﻌﯾﻧﺔ ﻣن اﻟﻧﺎس‪.‬‬
‫•‬ ‫‪ .2‬إﺟراء ﻣﻘﺎﺑﻠﺔ ﺑﺣﺛﯾﺔ وﻣراﻗﺑﺔ اﻟﺟﻣﮭور اﻟﻣﺳﺗﮭدف ﻓﻲ ﺳﯾﺎﻗﮫ اﻟﺧﺎص وﺗﺣدﯾد اﺣﺗﯾﺎﺟﺎﺗﮫ وﻣﺷﺎﻛﻠﮫ وﺗوﻗﻌﺎﺗﮫ‬
‫اﻟﻣرﺗﺑطﺔ ﺑﺎﻟﺗﺣدي اﻟﻣﺣدد‪.‬‬
‫•‬ ‫‪ .3‬اﻟﺗﻔﺳﯾر اﻛﺗﺷﺎف اﻷﻧﻣﺎط ﺑﯾن ﺑﯾﺎﻧﺎت اﻟﺑﺣث واﺳﺗﺧداﻣﮭﺎ ﻟﺗوﻟﯾد رؤى ﻗﺎﺑﻠﺔ ﻟﻠﺗﻧﻔﯾذ‪.‬‬
‫•‬ ‫‪ .4‬ﺗوﻟﯾد اﻷﻓﻛﺎر ﺑﺈﻟﮭﺎم ﻣن اﻟرؤى ‪ ،‬ﺗوﻟﯾد أﻓﻛﺎر ﻟﺣﻠول إﺑداﻋﯾﺔ ﻗد ﺗﻠﺑﻲ اﻻﺣﺗﯾﺎﺟﺎت واﻟﺗوﻗﻌﺎت وﺗﺣل ﻣﺷﺎﻛل‬
‫اﻟﺟﻣﮭور اﻟﻣﺳﺗﮭدف‪.‬‬
‫•‬ ‫‪ .5‬اﻟﻧﻣﺎذج اﻷوﻟﯾﺔ ﺗﺣوﯾل أﻓﻛﺎر اﻟﺣﻠول اﻟﻣﺧﺗﺎرة إﻟﻰ أﺷﻛﺎل ﻣﻠﻣوﺳﺔ‪.‬‬
‫•‬ ‫‪ .6‬اﻟﺗﻘﯾﯾم اﺧﺗﺑﺎر ﺑداﺋل اﻟﺣل ﺑﺎﺳﺗﺧدام اﻟﻧﻣﺎذج اﻷوﻟﯾﺔ ‪ ،‬وﺻﻘﻠﮭﺎ ﺑﻧﺎء ﻋﻠﻰ ﻣﻼﺣظﺎت اﻟﻣﺳﺗﺧدﻣﯾن اﻟﻣﺳﺗﮭدﻓﯾن‪.‬‬
 Design thinking methodology has six phases:

• The famous artist Marcel Duchamp said, “I don't believe in art. I believe in artists.”
Similarly, companies that apply design thinking have realized that this methodology
unleashes its real potential when it’s applied by teams having whole-brain thinking
(both left- and right-brain) skills. In design thinking projects

• ‫ أدرﻛت اﻟﺷرﻛﺎت اﻟﺗﻲ‬، ‫ وﺑﺎﻟﻣﺛل‬."‫ أﻧﺎ أؤﻣن ﺑﺎﻟﻔﻧﺎﻧﯾن‬.‫ "أﻧﺎ ﻻ أؤﻣن ﺑﺎﻟﻔن‬:‫ﻗﺎل اﻟﻔﻧﺎن اﻟﺷﮭﯾر ﻣﺎرﺳﯾل دوﺷﺎﻣب‬
‫ﺗطﺑق اﻟﺗﻔﻛﯾر اﻟﺗﺻﻣﯾﻣﻲ أن ھذه اﻟﻣﻧﮭﺟﯾﺔ ﺗطﻠق اﻟﻌﻧﺎن ﻹﻣﻛﺎﻧﺎﺗﮭﺎ اﻟﺣﻘﯾﻘﯾﺔ ﻋﻧدﻣﺎ ﯾﺗم ﺗطﺑﯾﻘﮭﺎ ﻣن ﻗﺑل ﻓرق ﻟدﯾﮭﺎ‬
‫ ﻓﻲ ﻣﺷﺎرﯾﻊ اﻟﺗﻔﻛﯾر اﻟﺗﺻﻣﯾﻣﻲ‬.(‫ﻣﮭﺎرات اﻟﺗﻔﻛﯾر ﻓﻲ اﻟدﻣﺎغ ﺑﺎﻟﻛﺎﻣل )اﻟدﻣﺎغ اﻷﯾﺳر واﻷﯾﻣن‬
 Design thinking methodology has six phases:
• The definition phase requires concretization skills
• ‫ﺗﺗطﻠب ﻣرﺣﻠﺔ اﻟﺗﻌرﯾف ﻣﮭﺎرات اﻟﺗﺟﺳﯾد‬
• The research phase requires observation, asking the right questions, and contextual thinking
skills.
• .‫ﺗﺗطﻠب ﻣرﺣﻠﺔ اﻟﺑﺣث اﻟﻣﻼﺣظﺔ وطرح اﻷﺳﺋﻠﺔ اﻟﺻﺣﯾﺣﺔ وﻣﮭﺎرات اﻟﺗﻔﻛﯾر اﻟﺳﯾﺎﻗﻲ‬
• The interpretation phase requires empathy, pattern recognition, and intuition skills; ‫ﺗﺗطﻠب‬
.‫ﻣرﺣﻠﺔ اﻟﺗﻔﺳﯾر اﻟﺗﻌﺎطف واﻟﺗﻌرف ﻋﻠﻰ اﻷﻧﻣﺎط وﻣﮭﺎرات اﻟﺣدس‬
• The idea generation phase requires creativity, thinking out of the box, and organic design
skills;.‫ﺗﺗطﻠب ﻣرﺣﻠﺔ ﺗوﻟﯾد اﻷﻓﻛﺎر اﻹﺑداع واﻟﺗﻔﻛﯾر ﺧﺎرج اﻟﺻﻧدوق وﻣﮭﺎرات اﻟﺗﺻﻣﯾم اﻟﻌﺿوي‬
• The prototyping phase requires visual thinking and conceptualization skills and the ability to
simplify and create allegories; ‫ﺗﺗطﻠب ﻣرﺣﻠﺔ اﻟﻧﻣﺎذج اﻷوﻟﯾﺔ اﻟﺗﻔﻛﯾر اﻟﺑﺻري وﻣﮭﺎرات اﻟﺗﺻور واﻟﻘدرة ﻋﻠﻰ‬
‫ﺗﺑﺳﯾط وإﻧﺷﺎء اﻟرﻣوز ؛‬
• The evaluation phase requires critical thinking skills.‫ﺗﺗطﻠب ﻣرﺣﻠﺔ اﻟﺗﻘﯾﯾم ﻣﮭﺎرات اﻟﺗﻔﻛﯾر اﻟﻧﻘدي‬
 How to Apply Design Thinking and Lean and Agile
Methodologies Together ?
‫ﻛﯿﻔﯿﺔ ﺗﻄﺒﯿﻖ اﻟﺘﻔﻜﯿﺮ اﻟﺘﺼﻤﯿﻤﻲ واﻟﻤﻨﮭﺠﯿﺎت اﻟﻌﺠﺎف واﻟﺮﺷﯿﻘﺔ ﻣﻌﺎ؟‬
 Apply Design Thinking and Lean and Agile
Methodologies Together
• According to physics theory, everything in the universe has a bias to pass
from a well-ordered state to a disordered state due to the law of entropy.
This is also valid for projects.
• To prevent disorder and chaos, project teams should apply a methodology.
Products and services can be developed with either a revolutionary or an
evolutionary approach. In the revolutionary approach, the new solution is
developed in a big upfront design phase and is fully implemented after it is
completed.
• In the evolutionary approach, the solution is designed, developed, and
implemented in an iterative way. While waterfall is a revolutionary
methodology, design thinking and lean and agile methodologies are
categorized as evolutionary ones.
• Ratherthan an alternative, design thinking should be regarded as a
complementary methodology to lean and agile.
‫•‬ ‫وﻓﻘﺎ ﻟﻧظرﯾﺔ اﻟﻔﯾزﯾﺎء ‪ ،‬ﻛل ﺷﻲء ﻓﻲ اﻟﻛون ﻟدﯾﮫ ﺗﺣﯾز ﻟﻼﻧﺗﻘﺎل ﻣن ﺣﺎﻟﺔ ﺟﯾدة اﻟﺗرﺗﯾب إﻟﻰ ﺣﺎﻟﺔ ﻣﺿطرﺑﺔ ﺑﺳﺑب‬
‫ﻗﺎﻧون اﻻﻧﺗروﺑﯾﺎ‪.‬‬
‫•‬ ‫ھذا ﯾﻧطﺑق أﯾﺿﺎ ﻋﻠﻰ اﻟﻣﺷﺎرﯾﻊ‪ .‬ﻟﻣﻧﻊ اﻻﺿطراب واﻟﻔوﺿﻰ ‪ ،‬ﯾﺟب ﻋﻠﻰ ﻓرق اﻟﻣﺷروع ﺗطﺑﯾق ﻣﻧﮭﺟﯾﺔ‪.‬‬
‫ﯾﻣﻛن ﺗطوﯾر اﻟﻣﻧﺗﺟﺎت واﻟﺧدﻣﺎت إﻣﺎ ﺑﻧﮭﺞ ﺛوري أو ﺗطوري‬
‫•‬ ‫‪ .‬ﻓﻲ اﻟﻧﮭﺞ اﻟﺛوري ‪ ،‬ﯾﺗم ﺗطوﯾر اﻟﺣل اﻟﺟدﯾد ﻓﻲ ﻣرﺣﻠﺔ ﺗﺻﻣﯾم ﻛﺑﯾرة ﻣﻘدﻣﺎ وﯾﺗم ﺗﻧﻔﯾذه ﺑﺎﻟﻛﺎﻣل ﺑﻌد اﻛﺗﻣﺎﻟﮫ‪ .‬ﻓﻲ‬
‫اﻟﻧﮭﺞ اﻟﺗطوري ‪ ،‬ﯾﺗم ﺗﺻﻣﯾم اﻟﺣل وﺗطوﯾره وﺗﻧﻔﯾذه ﺑطرﯾﻘﺔ ﺗﻛرارﯾﺔ‪.‬‬
‫•‬ ‫ﻓﻲ ﺣﯾن أن اﻟﺷﻼل ھو ﻣﻧﮭﺟﯾﺔ ﺛورﯾﺔ ‪ ،‬ﯾﺗم ﺗﺻﻧﯾف اﻟﺗﻔﻛﯾر اﻟﺗﺻﻣﯾﻣﻲ واﻟﻣﻧﮭﺟﯾﺎت اﻟﮭزﯾﻠﺔ واﻟرﺷﯾﻘﺔ ﻋﻠﻰ أﻧﮭﺎ‬
‫ﻣﻧﮭﺟﯾﺎت ﺗطورﯾﺔ‪ .‬ﺑدﻻ ﻣن أن ﯾﻛون ﺑدﯾﻼ ‪ ،‬ﯾﻧﺑﻐﻲ اﻋﺗﺑﺎر اﻟﺗﻔﻛﯾر اﻟﺗﺻﻣﯾﻣﻲ ﻣﻧﮭﺟﯾﺔ ﺗﻛﻣﯾﻠﯾﺔ ﻟﻠرﺷﺎﻗﺔ واﻟرﺷﺎﻗﺔ‪.‬‬
Apply Design Thinking and Lean and Agile Methodologies Together
• All of these methodologies can be applied together throughout the product
development lifecycle as follows:
• 1. Design thinking methodology should be applied to identify the best solution to
overcome a specific challenge.
• 2. Lean methodology should be applied to define the scope of the solution
especially the initial version of the solution, which is called the MVP (minimum
viable product).
• 3. Agile methodology should be applied to develop and implement the solution in
an iterative manner.
• :‫ﯾﻣﻛن ﺗطﺑﯾق ﻛل ھذه اﻟﻣﻧﮭﺟﯾﺎت ﻣﻌﺎ طوال دورة ﺣﯾﺎة ﺗطوﯾر اﻟﻣﻧﺗﺞ ﻋﻠﻰ اﻟﻧﺣو اﻟﺗﺎﻟﻲ‬
• .‫ ﯾﺟب ﺗطﺑﯾق ﻣﻧﮭﺟﯾﺔ اﻟﺗﻔﻛﯾر اﻟﺗﺻﻣﯾﻣﻲ ﻟﺗﺣدﯾد أﻓﺿل اﻟﺣﻠول ﻟﻠﺗﻐﻠب ﻋﻠﻰ ﺗﺣد ﻣﻌﯾن‬.1
• ‫ ﯾﺟب ﺗطﺑﯾق ﻣﻧﮭﺟﯾﺔ‬.2 Lean ‫ واﻟذي ﯾﺳﻣﻰ‬، ‫ﻟﺗﺣدﯾد ﻧطﺎق اﻟﺣل وﺧﺎﺻﺔ اﻹﺻدار اﻷوﻟﻲ ﻣن اﻟﺣل‬MVP
( .(‫اﻟﺣد اﻷدﻧﻰ ﻣن اﻟﻣﻧﺗﺞ اﻟﻘﺎﺑل ﻟﻠﺗطﺑﯾق‬
• ‫ ﯾﺟب ﺗطﺑﯾق ﻣﻧﮭﺟﯾﺔ‬.3Agile .‫ﻟﺗطوﯾر وﺗﻧﻔﯾذ اﻟﺣل ﺑطرﯾﻘﺔ ﺗﻛرارﯾﺔ‬
 1. Identify the Best Solution with Design Thinking
• Management guru Peter F. Drucker once said, “Management is doing things
right; leadership is doing the right things.”
• Design thinking teams need to have both leadership and management skills.
• However, they should always keep in mind that doing the right thing is
always more important than doing it right.
• Therefore, organizations should first apply design thinking methodology to
identify the right solution for their challenge.
• Then they should define the solution scope by applying lean methodology.
Finally, they should develop and implement the solution with agile
methodology.
‫•‬ ‫ﻗﺎل ﺧﺑﯾر اﻹدارة ﺑﯾﺗر ف‪ .‬دراﻛر ذات ﻣرة‪" :‬اﻹدارة ﺗﻔﻌل اﻷﺷﯾﺎء ﺑﺷﻛل ﺻﺣﯾﺢ‪ .‬اﻟﻘﯾﺎدة ﺗﻔﻌل اﻷﺷﯾﺎء‬
‫اﻟﺻﺣﯾﺣﺔ "‪.‬‬
‫•‬ ‫ﺗﺣﺗﺎج ﻓرق اﻟﺗﻔﻛﯾر اﻟﺗﺻﻣﯾﻣﻲ إﻟﻰ ﻣﮭﺎرات اﻟﻘﯾﺎدة واﻹدارة‪ .‬وﻣﻊ ذﻟك ‪ ،‬ﯾﺟب أن ﯾﺿﻌوا ﻓﻲ‬
‫اﻋﺗﺑﺎرھم داﺋﻣﺎ أن اﻟﻘﯾﺎم ﺑﺎﻟﺷﻲء اﻟﺻﺣﯾﺢ ھو داﺋﻣﺎ أﻛﺛر أھﻣﯾﺔ ﻣن اﻟﻘﯾﺎم ﺑﮫ ﺑﺷﻛل ﺻﺣﯾﺢ‪.‬‬
‫ﻟذﻟك ‪ ،‬ﯾﺟب ﻋﻠﻰ اﻟﻣﻧظﻣﺎت أوﻻ ﺗطﺑﯾق ﻣﻧﮭﺟﯾﺔ اﻟﺗﻔﻛﯾر اﻟﺗﺻﻣﯾﻣﻲ ﻟﺗﺣدﯾد اﻟﺣل اﻟﻣﻧﺎﺳب ﻟﺗﺣدﯾﮭﺎ‪• .‬‬
‫ﺛم ﯾﺟب ﻋﻠﯾﮭم ﺗﺣدﯾد ﻧطﺎق اﻟﺣل ﻣن ﺧﻼل ﺗطﺑﯾق ﻣﻧﮭﺟﯾﺔ اﻟﻌﺟﺎف‪• .‬‬
‫أﺧﯾرا ‪ ،‬ﯾﺟب ﻋﻠﯾﮭم ﺗطوﯾر وﺗﻧﻔﯾذ اﻟﺣل ﺑﻣﻧﮭﺟﯾﺔ رﺷﯾﻘﺔ‪• .‬‬
 2. Define the Scope of the Solution with Lean
Methodology
• According to Einstein’s relativity theory, observations that you make about time differ from
the observations of others who are moving at different speeds.
• Similarly, project durations are relative for different stakeholders at the same organization.
• Technical teams would consider six months to be a challenging time frame in which to
develop a new product.
• But business units would consider six months to be a long duration. If they are delivered
late, new product or service development projects lose their importance for the company
due to rapidly changing market conditions and fierce time-to-market pressures.
• Especially in this kind of time-sensitive situation, where time to market is critical, product
development teams should aim to generate “fair-value” outcomes in an iterative way. The
team should apply a lean mind-set and move to a “good enough” solution in the shortest
time instead of wasting time with complicated nice-to-have ideas.
• The aim should be to create a solution at the right time and with sufficient detail.
‫•‬ ‫وﻓﻘﺎ ﻟﻧظرﯾﺔ اﻟﻧﺳﺑﯾﺔ ﻷﯾﻧﺷﺗﺎﯾن ‪ ،‬ﺗﺧﺗﻠف اﻟﻣﻼﺣظﺎت اﻟﺗﻲ ﺗﻘوم ﺑﮭﺎ ﺣول اﻟوﻗت ﻋن ﻣﻼﺣظﺎت اﻵﺧرﯾن اﻟذﯾن ﯾﺗﺣرﻛون‬
‫ﺑﺳرﻋﺎت ﻣﺧﺗﻠﻔﺔ‪ .‬وﺑﺎﻟﻣﺛل ‪ ،‬ﻓﺈن ﻣدد اﻟﻣﺷروع ﻧﺳﺑﯾﺔ ﻷﺻﺣﺎب اﻟﻣﺻﻠﺣﺔ اﻟﻣﺧﺗﻠﻔﯾن ﻓﻲ ﻧﻔس اﻟﻣﻧظﻣﺔ‪.‬‬
‫•‬ ‫ﺳﺗﻌﺗﺑر اﻟﻔرق اﻟﻔﻧﯾﺔ ﺳﺗﺔ أﺷﮭر إطﺎرا زﻣﻧﯾﺎ ﺻﻌﺑﺎ ﻟﺗطوﯾر ﻣﻧﺗﺞ ﺟدﯾد‪ .‬ﻟﻛن وﺣدات اﻷﻋﻣﺎل ﺳﺗﻌﺗﺑر ﺳﺗﺔ أﺷﮭر ﻣدة طوﯾﻠﺔ‪.‬‬
‫•‬ ‫إذا ﺗم ﺗﺳﻠﯾﻣﮭﺎ ﻓﻲ وﻗت ﻣﺗﺄﺧر ‪ ،‬ﺗﻔﻘد ﻣﺷﺎرﯾﻊ ﺗطوﯾر اﻟﻣﻧﺗﺟﺎت أو اﻟﺧدﻣﺎت اﻟﺟدﯾدة أھﻣﯾﺗﮭﺎ ﺑﺎﻟﻧﺳﺑﺔ ﻟﻠﺷرﻛﺔ ﺑﺳﺑب ظروف‬
‫اﻟﺳوق اﻟﻣﺗﻐﯾرة ﺑﺳرﻋﺔ وﺿﻐوط اﻟوﻗت اﻟﺷرﺳﺔ ﻟﻠوﺻول إﻟﻰ اﻟﺳوق‪.‬‬
‫•‬ ‫ﺧﺎﺻﺔ ﻓﻲ ھذا اﻟﻧوع ﻣن اﻟﻣواﻗف اﻟﺣﺳﺎﺳﺔ ﻟﻠوﻗت ‪ ،‬ﺣﯾث ﯾﻛون وﻗت اﻟﺗﺳوﯾق أﻣرا ﺑﺎﻟﻎ اﻷھﻣﯾﺔ ‪ ،‬ﯾﺟب أن ﺗﮭدف ﻓرق‬
‫ﺗطوﯾر اﻟﻣﻧﺗﺟﺎت إﻟﻰ ﺗﺣﻘﯾق ﻧﺗﺎﺋﺞ "ذات ﻗﯾﻣﺔ ﻋﺎدﻟﺔ" ﺑطرﯾﻘﺔ ﺗﻛرارﯾﺔ‪.‬‬
‫•‬ ‫ﯾﺟب ﻋﻠﻰ اﻟﻔرﯾق ﺗطﺑﯾق ﻋﻘﻠﯾﺔ ﺑﺳﯾطﺔ واﻻﻧﺗﻘﺎل إﻟﻰ ﺣل "ﺟﯾد ﺑﻣﺎ ﻓﯾﮫ اﻟﻛﻔﺎﯾﺔ" ﻓﻲ أﻗﺻر وﻗت ﺑدﻻ ﻣن إﺿﺎﻋﺔ اﻟوﻗت‬
‫ﺑﺄﻓﻛﺎر ﻣﻌﻘدة ﻟطﯾﻔﺔ‪ .‬ﯾﺟب أن ﯾﻛون اﻟﮭدف ھو إﯾﺟﺎد ﺣل ﻓﻲ اﻟوﻗت اﻟﻣﻧﺎﺳب وﺑﺗﻔﺎﺻﯾل ﻛﺎﻓﯾﺔ‪.‬‬
 2. Define the Scope of the Solution with Lean
Methodology
The lean approach suggests the following flow in the product-development lifecycle:
• Deploy the first release with a core version of the product, and get customer feedback as
early as possible. At each subsequent iteration, use previous customer feedback to refine
the product by adding, updating, and even dropping features.
• Iterate until the product satisfies user needs. The core version of a product should have a
minimum set of features that can solve the main problem of target users.
• Popular terms such as MVP (minimum viable product) and MMF (minimum marketable
features) are used to define this core version of the product. High-priority features on scope
documents are the best candidates for the MVP.
• Medium- and low-priority features can be added to later releases based on user feedback
on the core version. The priority of features may change based on customer feedback.
• A feature that initially was considered low-priority may later become a high-priority one.
Similarly, a product feature that was initially considered a high-priority one may become
obsolete if it doesn’t deliver the desired value to customers.
‫•‬ ‫ﯾﻘﺗرح اﻟﻧﮭﺞ اﻟﺧﺎﻟﻲ ﻣن اﻟﮭدر اﻟﺗدﻓق اﻟﺗﺎﻟﻲ ﻓﻲ دورة ﺣﯾﺎة ﺗطوﯾر اﻟﻣﻧﺗﺞ‪ :‬اﻧﺷر اﻹﺻدار اﻷول ﻣﻊ إﺻدار أﺳﺎﺳﻲ ﻣن اﻟﻣﻧﺗﺞ‪ ،‬واﺣﺻل ﻋﻠﻰ‬
‫ﻣﻼﺣظﺎت اﻟﻌﻣﻼء ﻓﻲ أﻗرب وﻗت ﻣﻣﻛن‪.‬‬
‫•‬ ‫ﻓﻲ ﻛل ﺗﻛرار ﻻﺣق ‪ ،‬اﺳﺗﺧدم ﻣﻼﺣظﺎت اﻟﻌﻣﻼء اﻟﺳﺎﺑﻘﺔ ﻟﺗﺣﺳﯾن اﻟﻣﻧﺗﺞ ﻋن طرﯾق إﺿﺎﻓﺔ اﻟﻣﯾزات وﺗﺣدﯾﺛﮭﺎ وﺣﺗﻰ إﺳﻘﺎطﮭﺎ‪ .‬ﻛرر ﺣﺗﻰ ﯾﻠﺑﻲ‬
‫اﻟﻣﻧﺗﺞ اﺣﺗﯾﺎﺟﺎت اﻟﻣﺳﺗﺧدم‪ .‬ﯾﺟب أن ﯾﺣﺗوي اﻹﺻدار اﻷﺳﺎﺳﻲ ﻟﻠﻣﻧﺗﺞ ﻋﻠﻰ اﻟﺣد اﻷدﻧﻰ ﻣن ﻣﺟﻣوﻋﺔ اﻟﻣﯾزات اﻟﺗﻲ ﯾﻣﻛﻧﮭﺎ ﺣل اﻟﻣﺷﻛﻠﺔ اﻟرﺋﯾﺳﯾﺔ‬
‫ﻟﻠﻣﺳﺗﺧدﻣﯾن اﻟﻣﺳﺗﮭدﻓﯾن‪.‬‬
‫•‬ ‫اﻟﺣد اﻷدﻧﻰ ﻣن اﻟﻣﯾزات اﻟﻘﺎﺑﻠﺔ ﻟﻠﺗﺳوﯾق( ﻟﺗﺣدﯾد ( ‪MMF‬اﻟﺣد اﻷدﻧﻰ ﻣن اﻟﻣﻧﺗﺞ اﻟﻘﺎﺑل ﻟﻠﺗطﺑﯾق( و ( ‪ MVP‬ﺗﺳﺗﺧدم اﻟﻣﺻطﻠﺣﺎت اﻟﺷﺎﺋﻌﺔ ﻣﺛل‬
‫ھذا اﻹﺻدار اﻷﺳﺎﺳﻲ ﻣن اﻟﻣﻧﺗﺞ‪.‬‬
‫•‬ ‫ﯾﻣﻛن إﺿﺎﻓﺔ ﻣﯾزات ذات أوﻟوﯾﺔ ﻣﺗوﺳطﺔ وﻣﻧﺧﻔﺿﺔ إﻟﻰ ‪ MVP.‬اﻟﻣﯾزات ذات اﻷوﻟوﯾﺔ اﻟﻌﺎﻟﯾﺔ ﻓﻲ ﻣﺳﺗﻧدات اﻟﻧطﺎق ھﻲ أﻓﺿل اﻟﻣرﺷﺣﯾن ل‬
‫اﻹﺻدارات اﻟﻼﺣﻘﺔ ﺑﻧﺎء ﻋﻠﻰ ﺗﻌﻠﯾﻘﺎت اﻟﻣﺳﺗﺧدﻣﯾن ﻋﻠﻰ اﻹﺻدار اﻷﺳﺎﺳﻲ‪.‬‬
‫•‬ ‫ﻗد ﺗﺗﻐﯾر أوﻟوﯾﺔ اﻟﻣﯾزات ﺑﻧﺎء ﻋﻠﻰ ﻣﻼﺣظﺎت اﻟﻌﻣﻼء‪ .‬اﻟﻣﯾزة اﻟﺗﻲ ﻛﺎﻧت ﺗﻌﺗﺑر ﻓﻲ اﻟﺑداﯾﺔ ذات أوﻟوﯾﺔ ﻣﻧﺧﻔﺿﺔ ﻗد ﺗﺻﺑﺢ ﻓﯾﻣﺎ ﺑﻌد ذات أوﻟوﯾﺔ‬
‫ﻋﺎﻟﯾﺔ‪ .‬وﺑﺎﻟﻣﺛل ‪ ،‬ﻓﺈن ﻣﯾزة اﻟﻣﻧﺗﺞ اﻟﺗﻲ ﻛﺎﻧت ﺗﻌﺗﺑر ﻓﻲ اﻟﺑداﯾﺔ ذات أوﻟوﯾﺔ ﻋﺎﻟﯾﺔ ﻗد ﺗﺻﺑﺢ ﻗدﯾﻣﺔ إذا ﻟم ﺗﻘدم اﻟﻘﯾﻣﺔ اﻟﻣطﻠوﺑﺔ ﻟﻠﻌﻣﻼء‪.‬‬
 The Agile Development Methodology
• Although examples of iterative development came up time after time in software
development history, agile methods did not gain popularity until the 1990s
(Houston, 2014).
• During this time, software engineers began to question traditional waterfall
methods and looked for methods that they felt better supported an engineer’s
requirements to develop good working software in an efficient manner.
• The Agile manifesto, published in February 2001, is based on four values of agile
methodologies, as paraphrased by Houston (2014):
• Individuals and interactions over processes and tools
• Working software over comprehensive documentation
• Customer collaboration over contract negotiation
• Responding to change over following a plan
‫•‬ ‫ﻋﻠﻰ اﻟرﻏم ﻣن أن أﻣﺛﻠﺔ اﻟﺗطوﯾر اﻟﺗﻛراري ظﮭرت ﻣرة ﺗﻠو اﻷﺧرى ﻓﻲ ﺗﺎرﯾﺦ ﺗطوﯾر اﻟﺑرﻣﺟﯾﺎت ‪ ،‬إﻻ أن اﻷﺳﺎﻟﯾب اﻟرﺷﯾﻘﺔ ﻟم‬
‫ھﯾوﺳﺗن ‪s (.(2014 ،‬ﺗﻛﺗﺳب ﺷﻌﺑﯾﺔ ﺣﺗﻰ ‪1990‬‬
‫•‬ ‫ﺧﻼل ھذا اﻟوﻗت ‪ ،‬ﺑدأ ﻣﮭﻧدﺳو اﻟﺑرﻣﺟﯾﺎت ﻓﻲ اﻟﺗﺷﻛﯾك ﻓﻲ طرق اﻟﺷﻼل اﻟﺗﻘﻠﯾدﯾﺔ وﺑﺣﺛوا ﻋن اﻟطرق اﻟﺗﻲ ﺷﻌروا أﻧﮭﺎ ﺗدﻋم‬
‫ﺑﺷﻛل أﻓﺿل ﻣﺗطﻠﺑﺎت اﻟﻣﮭﻧدس ﻟﺗطوﯾر ﺑراﻣﺞ ﻋﻣل ﺟﯾدة ﺑطرﯾﻘﺔ ﻓﻌﺎﻟﺔ‪.‬‬
‫•‬ ‫ﻛﻣﺎ أﻋﺎد ﺻﯾﺎﻏﺗﮭﺎ ھﯾوﺳﺗن )‪Agile ، :(2014‬اﻟذي ﻧﺷر ﻓﻲ ﻓﺑراﯾر ‪ ، 2001‬ﻋﻠﻰ أرﺑﻊ ﻗﯾم ﻟﻣﻧﮭﺟﯾﺎت ‪ Agile ،‬ﯾﻌﺗﻣد ﺑﯾﺎن‬
‫•‬ ‫اﻷﻓراد واﻟﺗﻔﺎﻋﻼت ﻋﺑر اﻟﻌﻣﻠﯾﺎت واﻷدوات‬
‫•‬ ‫ﺑرﻧﺎﻣﺞ اﻟﻌﻣل ﻋﻠﻰ وﺛﺎﺋق ﺷﺎﻣﻠﺔ‬
‫•‬ ‫ﺗﻌﺎون اﻟﻌﻣﻼء ﺑﺷﺄن اﻟﺗﻔﺎوض ﻋﻠﻰ اﻟﻌﻘود‬
‫•‬ ‫اﻻﺳﺗﺟﺎﺑﺔ ﻟﻠﺗﻐﯾﯾر ﻋﻠﻰ اﺗﺑﺎع ﺧطﺔ‬
 The Agile Development Methodology

• Agile methodologies do not follow sequential development practices that

traditional methodologies like waterfall follow. Agile focuses on an
incremental approach for developing an application.
• Agile is often used where there is ambiguity of the requirements and the
organization does not know what they want up front. With agile,
organizations provide a general idea, and then the system is developed in
sprints, each time working on another aspect of the system or changing
those parts that do not meet the user requirements.
‫• !" ﺗﺘﺒﻊ ﻣﻨﻬﺠﻴﺎت ‪Agile‬ﻣﻤﺎرﺳﺎت اﻟﺘﻄﻮ ﻳﺮ اﻟﻤﺘﺴﻠﺴﻠﺔ اﻟﺘﻲ ﺗﺘﺒﻌﻬﺎ اﻟﻤﻨﻬﺠﻴﺎت‬
‫اﻟﺘﻘﻠﻴﺪﻳﺔ ﻣﺜﻞ اﻟﺸ‪"B‬ل‪ .‬ﻳﺮﻛﺰ ‪Agile‬ﻋﻠﻰ ﻧﻬﺞ ﺗﺪر ﻳﺠﻲ ﻟﺘﻄﻮ ﻳﺮ اﻟﺘﻄﺒﻴﻖ‪ .‬ﻏﺎﻟﺒﺎ ﻣﺎ ﻳﺘﻢ‬
‫اﺳﺘﺨﺪام ‪Agile‬ﻋﻨﺪﻣﺎ ﻳﻜﻮن ﻫﻨﺎك ﻏﻤﻮض ﻓﻲ اﻟﻤﺘﻄﻠﺒﺎت و!" ﺗﻌﺮف اﻟﻤﻨﻈﻤﺔ ﻣﺎ‬
‫ﺗﺮ ﻳﺪه ﻣﻘﺪﻣﺎ‪.‬‬
‫• ﺑﺎﺳﺘﺨﺪام ‪Agile ،‬ﺗﻘﺪم اﻟﻤﺆﺳﺴﺎت ﻓﻜﺮة ﻋﺎﻣﺔ ‪ ،‬ﺛﻢ ﻳﺘﻢ ﺗﻄﻮ ﻳﺮ اﻟﻨﻈﺎم ﻓﻲ‬
‫ﺳﺒﺎﻗﺎت اﻟ`‪a‬ﻋﺔ ‪ ،‬ﻓﻲ ﻛﻞ ﻣﺮة ﺗﻌﻤﻞ ﻓﻴﻬﺎ ﻋﻠﻰ ﺟﺎﻧﺐ آﺧﺮ ﻣﻦ اﻟﻨﻈﺎم أو ﺗﻐﻴﺮ ﺗﻠﻚ‬
‫ا!‪j‬ﺟﺰاء اﻟﺘﻲ !" ﺗﻔﻲ ﺑﻤﺘﻄﻠﺒﺎت اﻟﻤﺴﺘﺨﺪم‪.‬‬
 3. Implement the Solution with Agile Methodology

• A product can be developed and implemented with either waterfall or agile methodology.
• In recent years, agile has been adopted as the main methodology in many organizations.
• According to the dialectical method in philosophy, “Within themselves all things contain
internal dialectical contradictions that are the primary cause of motion, change, and
development in the world.” Similarly, the internal contradictions and drawbacks of the
waterfall methodology have been the driving force behind agile adoption.
• ‫ ﺗم اﻋﺗﻣﺎد‬، ‫ ﻓﻲ اﻟﺳﻧوات اﻷﺧﯾرة‬.‫ﯾﻣﻛن ﺗطوﯾر اﻟﻣﻧﺗﺞ وﺗﻧﻔﯾذه إﻣﺎ ﺑﺎﺳﺗﺧدام ﻣﻧﮭﺟﯾﺔ اﻟﺷﻼل أو اﻟرﺷﯾﻘﺔ‬Agile ‫ﻛﻣﻧﮭﺟﯾﺔ‬
‫ "ﺗﺣﺗوي ﻛل اﻷﺷﯾﺎء ﻓﻲ ﺣد ذاﺗﮭﺎ ﻋﻠﻰ ﺗﻧﺎﻗﺿﺎت‬، ‫ وﻓﻘﺎ ﻟﻠﻣﻧﮭﺞ اﻟدﯾﺎﻟﻛﺗﯾﻛﻲ ﻓﻲ اﻟﻔﻠﺳﻔﺔ‬.‫رﺋﯾﺳﯾﺔ ﻓﻲ اﻟﻌدﯾد ﻣن اﻟﻣﻧظﻣﺎت‬
‫ ﻛﺎﻧت اﻟﺗﻧﺎﻗﺿﺎت واﻟﻌﯾوب اﻟداﺧﻠﯾﺔ‬، ‫ وﺑﺎﻟﻣﺛل‬."‫دﯾﺎﻟﻛﺗﯾﻛﯾﺔ داﺧﻠﯾﺔ ھﻲ اﻟﺳﺑب اﻟرﺋﯾﺳﻲ ﻟﻠﺣرﻛﺔ واﻟﺗﻐﯾﯾر واﻟﺗطور ﻓﻲ اﻟﻌﺎﻟم‬
.‫ﻟﻣﻧﮭﺟﯾﺔ اﻟﺷﻼل ھﻲ اﻟﻘوة اﻟداﻓﻌﺔ وراء اﻟﺗﺑﻧﻲ اﻟﺳرﯾﻊ‬
 3. Implement the Solution with Agile Methodology
Agile has three manifesto statements:
• 1. “Working software over comprehensive documentation” In scrum, a popular
agile framework, requirements are defined as short and simple user stories (as a
“role,” I want “goal”) on the product backlog by a business unit representative (the
product owner). This minimizes the level of documentation and bureaucracy
witnessed in waterfall projects.
• 2. “Customer collaboration over contract negotiation” In agile projects, the product
owner and the development team work at the same location, which creates a more
collaborative product development environment compared with waterfall projects.
• 3. “Responding to change over following a plan” In waterfall projects, development
waits for the completion of analysis and design phases. Thus, in a one-year project,
it takes at least five to six months on average to get to the working parts of a
product. This latency in delivery creates anxiety for business units that are
impatient to see “quick” results. On the other hand, the agile team releases the
working parts of the product in a series of two to three weeklong “sprints” under
the coordination of a “scrum master.” The team velocity is adjusted iteratively by
analyzing burn-down charts of previous sprints.
‫•‬ ‫ﺛﻼﺛﺔ ﺑﯾﺎﻧﺎت ﺑﯾﺎن‪Agile :‬ﻟدى‬
‫•‬ ‫وھو إطﺎر ﻋﻣل رﺷﯾق ﺷﺎﺋﻊ ‪ ،‬ﯾﺗم ﺗﻌرﯾف اﻟﻣﺗطﻠﺑﺎت ﻋﻠﻰ أﻧﮭﺎ ﻗﺻص ﻣﺳﺗﺧدم ﻗﺻﯾرة ‪" .1 scrum ،‬ﺑرﻧﺎﻣﺞ اﻟﻌﻣل ﻋﻠﻰ وﺛﺎﺋق ﺷﺎﻣﻠﺔ" ﻓﻲ‬
‫وﺑﺳﯾطﺔ )ك "دور" ‪ ،‬أرﯾد "ھدف"( ﻋﻠﻰ ﺗراﻛم اﻟﻣﻧﺗﺞ ﻣن ﻗﺑل ﻣﻣﺛل وﺣدة اﻷﻋﻣﺎل )ﻣﺎﻟك اﻟﻣﻧﺗﺞ(‪.‬‬
‫•‬ ‫ھذا ﯾﻘﻠل ﻣن ﻣﺳﺗوى اﻟﺗوﺛﯾق واﻟﺑﯾروﻗراطﯾﺔ اﻟﺗﻲ ﺷوھدت ﻓﻲ ﻣﺷﺎرﯾﻊ اﻟﺷﻼل‪.‬‬
‫•‬ ‫‪" .2‬ﺗﻌﺎون اﻟﻌﻣﻼء ﺑﺷﺄن اﻟﺗﻔﺎوض ﻋﻠﻰ اﻟﻌﻘد" ﻓﻲ اﻟﻣﺷﺎرﯾﻊ اﻟرﺷﯾﻘﺔ ‪ ،‬ﯾﻌﻣل ﻣﺎﻟك اﻟﻣﻧﺗﺞ وﻓرﯾق اﻟﺗطوﯾر ﻓﻲ ﻧﻔس اﻟﻣوﻗﻊ ‪ ،‬ﻣﻣﺎ ﯾﺧﻠق ﺑﯾﺋﺔ‬
‫ﺗطوﯾر ﻣﻧﺗﺟﺎت أﻛﺛر ﺗﻌﺎوﻧﺎ ﻣﻘﺎرﻧﺔ ﺑﻣﺷﺎرﯾﻊ اﻟﺷﻼل‬
‫•‬ ‫‪" .3 .‬اﻻﺳﺗﺟﺎﺑﺔ ﻟﻠﺗﻐﯾﯾر ﻋﻠﻰ اﺗﺑﺎع ﺧطﺔ" ﻓﻲ ﻣﺷﺎرﯾﻊ اﻟﺷﻼل ‪ ،‬ﯾﻧﺗظر اﻟﺗطوﯾر اﻻﻧﺗﮭﺎء ﻣن ﻣراﺣل اﻟﺗﺣﻠﯾل واﻟﺗﺻﻣﯾم‪ .‬وﺑﺎﻟﺗﺎﻟﻲ ‪ ،‬ﻓﻲ ﻣﺷروع‬
‫ﻣدﺗﮫ ﻋﺎم واﺣد ‪ ،‬ﯾﺳﺗﻐرق اﻷﻣر ﻣﺎ ﻻ ﯾﻘل ﻋن ﺧﻣﺳﺔ إﻟﻰ ﺳﺗﺔ أﺷﮭر ﻓﻲ اﻟﻣﺗوﺳط ﻟﻠوﺻول إﻟﻰ أﺟزاء اﻟﻌﻣل ﻣن اﻟﻣﻧﺗﺞ‪ .‬ھذا اﻟﻛﻣون ﻓﻲ اﻟﺗﺳﻠﯾم‬
‫أﺟزاء اﻟﻌﻣل ﻣن اﻟﻣﻧﺗﺞ ﻓﻲ ﺳﻠﺳﻠﺔ ‪Agile‬ﯾﺧﻠق ﻗﻠﻘﺎ ﻟوﺣدات اﻷﻋﻣﺎل اﻟﺗﻲ ﻧﻔد ﺻﺑرھﺎ ﻟرؤﯾﺔ ﻧﺗﺎﺋﺞ "ﺳرﯾﻌﺔ"‪ .‬ﻣن ﻧﺎﺣﯾﺔ أﺧرى ‪ ،‬ﯾطﻠق ﻓرﯾق‬
‫ﻣن "ﺳﺑﺎﻗﺎت اﻟﺳرﻋﺔ" ﻟﻣدة أﺳﺑوﻋﯾن إﻟﻰ ﺛﻼﺛﺔ أﺳﺎﺑﯾﻊ ﺗﺣت ﺗﻧﺳﯾق "ﺳﯾد ﺳﻛروم"‪ .‬ﯾﺗم ﺿﺑط ﺳرﻋﺔ اﻟﻔرﯾق ﺑﺷﻛل ﻣﺗﻛرر ﻣن ﺧﻼل ﺗﺣﻠﯾل‬
‫ﻣﺧططﺎت اﻻﺣﺗراق ﻟﻠﺳﺑﺎﻗﺎت اﻟﺳﺎﺑﻘﺔ‪.‬‬
 3. Implement the Solution with Agile Methodology
• Agile projects’ fast delivery of working products, starting with the first iteration,
brings confidence to all stakeholders and enables the gathering of early customer
feedback.
• At dynamic business environments in which change is not the exception but the
norm, applying agile methodology is more meaningful, because waterfall has low
flexibility for changes in requirements.
• Any possible change to the requirements has an impact on the overall analysis and
design artifacts. In agile environments, a change to the requirements has no effect
on the parts of the product that have not been analyzed or designed yet.
• However, applying agile methodology to every kind of project may not be a correct
strategy. It is still more appropriate to proceed with waterfall when the product has
intensive integration among its components, the colocation of project team
members is not feasible, it is not possible for the team members to work only on a
single project at a time, and there is high employee turnover, which creates the risk
of losing project know-how if project team members leave the company.
‫•‬ ‫ﺑدءا ﻣن اﻟﺗﻛرار اﻷول ‪ ،‬ﯾﺟﻠب اﻟﺛﻘﺔ ‪Agile Projects ،‬إن اﻟﺗﺳﻠﯾم اﻟﺳرﯾﻊ ﻟﻣﻧﺗﺟﺎت اﻟﻌﻣل ﻓﻲ‬
‫ﻟﺟﻣﯾﻊ أﺻﺣﺎب اﻟﻣﺻﻠﺣﺔ وﯾﺗﯾﺢ ﺟﻣﻊ ﻣﻼﺣظﺎت اﻟﻌﻣﻼء اﻟﻣﺑﻛرة‪.‬‬
‫•‬ ‫ﻓﻲ ﺑﯾﺋﺎت اﻟﻌﻣل اﻟدﯾﻧﺎﻣﯾﻛﯾﺔ اﻟﺗﻲ ﻻ ﯾﻛون ﻓﯾﮭﺎ اﻟﺗﻐﯾﯾر ھو اﻻﺳﺗﺛﻧﺎء ﺑل اﻟﻘﺎﻋدة ‪ ،‬ﯾﻛون ﺗطﺑﯾق ﻣﻧﮭﺟﯾﺔ‬
‫رﺷﯾﻘﺔ أﻛﺛر ﺟدوى ‪ ،‬ﻷن اﻟﺷﻼل ﻟدﯾﮫ ﻣروﻧﺔ ﻣﻧﺧﻔﺿﺔ ﻟﻠﺗﻐﯾﯾرات ﻓﻲ اﻟﻣﺗطﻠﺑﺎت‪ .‬أي ﺗﻐﯾﯾر ﻣﺣﺗﻣل ﻓﻲ‬
‫اﻟﻣﺗطﻠﺑﺎت ﻟﮫ ﺗﺄﺛﯾر ﻋﻠﻰ اﻟﺗﺣﻠﯾل اﻟﺷﺎﻣل وﺗﺻﻣﯾم اﻟﻘطﻊ اﻷﺛرﯾﺔ‪.‬‬
‫•‬ ‫ﻓﻲ اﻟﺑﯾﺋﺎت اﻟرﺷﯾﻘﺔ ‪ ،‬ﻻ ﯾؤﺛر اﻟﺗﻐﯾﯾر ﻓﻲ اﻟﻣﺗطﻠﺑﺎت ﻋﻠﻰ أﺟزاء اﻟﻣﻧﺗﺞ اﻟﺗﻲ ﻟم ﯾﺗم ﺗﺣﻠﯾﻠﮭﺎ أو ﺗﺻﻣﯾﻣﮭﺎ‬
‫ﺑﻌد‪ .‬وﻣﻊ ذﻟك ‪ ،‬ﻗد ﻻ ﯾﻛون ﺗطﺑﯾق ﻣﻧﮭﺟﯾﺔ رﺷﯾﻘﺔ ﻋﻠﻰ ﻛل ﻧوع ﻣن اﻟﻣﺷﺎرﯾﻊ اﺳﺗراﺗﯾﺟﯾﺔ ﺻﺣﯾﺣﺔ‪.‬‬
‫•‬ ‫ﻻ ﯾزال ﻣن اﻷﻧﺳب اﻟﻣﺿﻲ ﻗدﻣﺎ ﻓﻲ اﻟﺷﻼل ﻋﻧدﻣﺎ ﯾﻛون ﻟﻠﻣﻧﺗﺞ ﺗﻛﺎﻣل ﻣﻛﺛف ﺑﯾن ﻣﻛوﻧﺎﺗﮫ ‪ ،‬واﻟﻣوﻗﻊ‬
‫اﻟﻣﺷﺗرك ﻷﻋﺿﺎء ﻓرﯾق اﻟﻣﺷروع ﻏﯾر ﻣﻣﻛن ‪ ،‬وﻻ ﯾﻣﻛن ﻷﻋﺿﺎء اﻟﻔرﯾق اﻟﻌﻣل ﻓﻘط ﻓﻲ ﻣﺷروع‬
‫واﺣد ﻓﻲ ﻛل ﻣرة ‪ ،‬وھﻧﺎك ﻣﻌدل دوران ﻣرﺗﻔﻊ ﻟﻠﻣوظﻔﯾن ‪ ،‬ﻣﻣﺎ ﯾﺧﻠق ﺧطر ﻓﻘدان ﻣﻌرﻓﺔ اﻟﻣﺷروع إذا‬
‫ﻏﺎدر أﻋﺿﺎء ﻓرﯾق اﻟﻣﺷروع اﻟﺷرﻛﺔ‪.‬‬
 Design Thinking And The Agile Methodology
• Integrating Design Thinking into the Agile system development methodology means
that not only is the customer a part of every sprint, but that much more focus is put
in the beginning to determine the customer needs, requirements, and environment
(Roach, 2015).
• Design Thinking would enable clearer focus of the customer requirements –
affecting the product vision and product backlog.
• There would be less rework during the sprints, since there is a more clear vision of
requirements and customer expectations at the start.
• Cicoria et al. (2013) document a number of IDEO’s integration of design thinking
with the agile methodology in which IDEO’s work helped some of the largest
corporations in the world.
• This includes Apple & Microsoft’s computer mouse design and development as well
as the Ford Motor Company and Wayne Helix manufacturing divisions.
‫•‬ ‫ﯾﻌﻧﻲ أن اﻟﻌﻣﯾل ﻟﯾس ﻓﻘط ﺟزءا ﻣن ﻛل ‪Agile‬إن دﻣﺞ اﻟﺗﻔﻛﯾر اﻟﺗﺻﻣﯾﻣﻲ ﻓﻲ ﻣﻧﮭﺟﯾﺔ ﺗطوﯾر ﻧظﺎم‬
‫ﺳﺑﺎق ‪ ،‬وﻟﻛن ﯾﺗم اﻟﺗرﻛﯾز ﺑﺷﻛل أﻛﺑر ﻓﻲ اﻟﺑداﯾﺔ ﻟﺗﺣدﯾد اﺣﺗﯾﺎﺟﺎت اﻟﻌﻣﻼء وﻣﺗطﻠﺑﺎﺗﮭم وﺑﯾﺋﺗﮭم‬
‫ﺳﯾﻣﻛن اﻟﺗﻔﻛﯾر اﻟﺗﺻﻣﯾﻣﻲ ﻣن اﻟﺗرﻛﯾز ﺑﺷﻛل أوﺿﺢ ﻋﻠﻰ ﻣﺗطﻠﺑﺎت اﻟﻌﻣﻼء – ‪)Roach ، 2015).‬‬
‫•‬ ‫ﻣﻣﺎ ﯾؤﺛر ﻋﻠﻰ رؤﯾﺔ اﻟﻣﻧﺗﺞ وﺗراﻛم اﻟﻣﻧﺗﺞ‪ .‬ﺳﯾﻛون ھﻧﺎك إﻋﺎدة ﺻﯾﺎﻏﺔ أﻗل ﺧﻼل ﺳﺑﺎﻗﺎت اﻟﺳرﻋﺔ ‪،‬‬
‫‪Cicoria et al.‬ﻧظرا ﻟوﺟود رؤﯾﺔ أﻛﺛر وﺿوﺣﺎ ﻟﻠﻣﺗطﻠﺑﺎت وﺗوﻗﻌﺎت اﻟﻌﻣﻼء ﻓﻲ اﻟﺑداﯾﺔ‪ .‬ﯾوﺛق‬
‫•‬ ‫ﻟﻠﺗﻔﻛﯾر اﻟﺗﺻﻣﯾﻣﻲ ﻣﻊ اﻟﻣﻧﮭﺟﯾﺔ اﻟرﺷﯾﻘﺔ اﻟﺗﻲ ﺳﺎﻋد ﺑﮭﺎ ﻋﻣل ‪IDEO‬ﻋددا ﻣن ﺗﻛﺎﻣل )‪(2013‬‬
‫‪Apple‬ﺑﻌﺿﺎ ﻣن أﻛﺑر اﻟﺷرﻛﺎت ﻓﻲ اﻟﻌﺎﻟم‪ .‬وﯾﺷﻣل ذﻟك ﺗﺻﻣﯾم وﺗطوﯾر ﻓﺄرة اﻟﻛﻣﺑﯾوﺗر ﻣن ‪IDEO‬‬
‫‪Wayne Helix.‬و ‪Ford Motor Company‬ﺑﺎﻹﺿﺎﻓﺔ إﻟﻰ أﻗﺳﺎم ﺗﺻﻧﯾﻊ ‪Microsoft‬و‬