This article discusses the 1965 awards given by the Institute of International Education for the most effective statements within criticism to the progress and development of design over the past five years. It highlights how the international jury, chaired by British consultant Walter Munk and David Strout from the USA, studied some 200 articles and essays and selected the awards. The awards totaled $61,500 and represented the field of design.

1. Design is How We Change The World
8th International Workshop on Business Process Design
Michael zur Muehlen, Ph.D.
Stevens Institute of Technology
Howe School of Technology Management
Center for Business Process Innovation
Hoboken, New Jersey
Michael.zurMuehlen@stevens.edu
1

2. Marco Polo describes a bridge,
stone by stone.
“But which is the stone that supports the
bridge?” Kublai Khan asks.
“The bridge is not supported by one stone
or another,” Marco answers, “but by
the line of the arch that they form.”
Kublai Khan adds
“Why do you speak to me of the stones?
It is only the arch that matters to me.”
Polo answers:
“Without stones there is no arch.”
Italo Calvino: Invisible Cities, 1972 2

3. BPD 2011 Recap
Design is important: Design is how we change the world
Validation is important: How do we tell good design from bad?
Trial & Error: Where are the experiments?
3

4. 4

5. design |dəˈzīn|
purpose, planning, or intention that
exists or is thought to exist behind an action, fact, or
material object.
5

6. “Most businesses have just
3 core processes:
1. selling stuff
2. delivering stuff, and
3. making sure you have stuff to sell and deliver”
Geary Rummler
5
5

7. Fortune 500 Business 1962
Defined capabilities
Defined services
Defined processes
Defined endpoints
Defined integration mechanisms
7

8. Fortune 500 business 2012
Evolving capabilities
Continual new service development
What process?
Device evolution drives endpoints
Integration across platforms, parties
8

9. Process Design
Tesco, South Korea

10. Process Design vs. Process Engineering
Few engineers and composers [...] can carry on a
mutually rewarding conversation about the content of
each other’s professional work.
Herbert Simon, The Sciences of the Artificial (1996), p. 137.
10

11. Political Ecology
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11

12. Functional Ecology
Bergman et al (2002), p. 158.
12

13. Clear Requirements, Clear Goals?
“Two key assumptions frame traditional [Requirements
Engineering].
One is that requirements exist ‘out there’ in the minds of stakeholders
(users, customers, clients), and they can be elicited through various
mechanisms and refined into complete and consistent specifications.
The second is that the key stakeholders operate in a state of goal
congruence, in which there is widespread and coherent agreement on
the goals of the organisation.”
Bergman et al. (2002), p. 154
Neither of these assumptions is necessarily true.
13

14. Understanding the Problem Space
Describing a problem in general terms is hard
So: We often use examples
Most examples tend to prescribe solution fragments
Problem: Solution fragments constrain the design space
Good designers elicit the essence of the problem
Keep asking:
What is the underlying problem?
Why is it a problem?
14

15. Process Design
Driven by an Opportunity

16. 16

17. Example: Military Recruiting
17

19. 19

20. 20

21. Process Design
You are in charge for the
process
“Visiting tourists at the
Empire State Building”
What is your objective?
What possible process
designs can you come
up with?

22. Fruit
Circle Sport
Oval
Fruit
Oval Sport
Circle
22

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23

24. What just happened?
1,2,3,4,5
1,2,3,4,5
3,4,5 3,4,5
1,2 3,4 1,2 3,4
1 4 5
2 3
1 2 3 4 5
24

25. What just happened?
1,2,3,4,5
1,2,3,4,5
2,3,4,5 2,3,4,5
1,2 2,3,4 1,2 2,3,4
4 5
1
2 3
1 2 3 4 5
25

26. Shape
Sporting Good Oval Circle Fruit
Football Soccer Ball Melon Orange
26

27. Design and Categorization
We tend to break content into non-overlapping boxes
Reality consists of many overlapping parts
Traditional requirements analysis techniques are top-down
Mining reality might help, but yields complexity
27

28. Design as a Search Process
The are a large (virtually infinite) number of possible designs
for a given problem scenario.
A designer fleshes out design ideas from this design space.
The design ideas can be evaluated using criteria that a given
design has to satisfy.
Design is seen as a formal, structured process.
28

29. Types of Solutions
Local solution space – all solutions that can be reached from
the current solution with available skills and resources
Global solution space – all possible solutions, for which
resource might need to be mobilized.
Problems are used to mobilize resources
29

30. Question
What is the next conceivable design
that we have not thought of yet?
30

31. Process Execution Space
31

32. Design Space and Evaluation Space
Design Evaluation
Jeff Nickerson (2012)
32

33. Design Space: Example
# of steps
in the process
A
B
C
# of human
operators
involved in the
Cf. Jeff Nickerson (2012)
process
33

34. Evaluation Space: Example
$ execution
cost
C
B
A
$ implementation
cost
Cf. Jeff Nickerson (2012)
34

35. Design Dimensions for Processes
Structural Complexity
Activity Design
Behavioral Complexity
Discrete Paths
Decisions
Data Integration
Inputs
Outputs
Resource Integration
...
35

36. Evaluation Dimensions for Processes
Simplicity
Adaptability
Usability
Modularity
Security
Maintainability
...
36

37. Imitate, Adapt, or Innovate?
Given a particular business problem, a designer’s choices are
Imitate: To imitate existing designs, possibly by transferring
them from other domains or implementation platforms.
Adapt: To provide detail for a high-level design sketch that is
deemed applicable to more than one problem scenario (i.e.
reference models).
Innovate: To develop an entirely new design
37

38. 38
16

39. 39
17

40. 40
18

41. Process Design
Driven by a Constraint

42. Systematic Doubt (Horst Rittel)
Describe a situation and frame a problem
Then negate each statement - one at a time - to generate a
solution.
Make the last statement “Problem:”
42

43. Systematic Doubt (cont’d)
“The principle of systematic doubt relies on a simple principle of logic -
if statements in a set make the set true, then the negation of
any one of the statements makes the set false. So if a certain
number of conditions contribute to the problem, the negation of any
one of them negates the whole problem. First, we express the problem in
a story form as a number of statements.”
Horst Rittel, class notes 1978
43

44. Systematic Doubt - Example
A1 At the Stadium in Southern Oakland
A2 Sporting and concert events are held.
A3 After an event everyone leaves
A4 For many, Bart is the only means of transportation
A5 Access to Bart exists solely by pedestrian bridge
A6 The bridge is narrow
A7 People are funneled in from two sides
A8 They walk slowly because of the density of people
A9 People don't like being in a herd for half an hour
A10 Problem - Reduce the time spent getting from the stadium to Bart.
44

45. Negating the Issues
N1 Not at the stadium in Southern Oakland - Move the stadium
to a different location
45

46. Negating the Issues
N1 Not at the stadium in Southern Oakland - Move the stadium to a different
location
N2 Sporting and concert events are not held - With no events, there would be
no crowds
N3 After an event everyone doesn't leave - Stagger the exiting
N4 For many Bart is not the only means of transportation - Provide other means
N5 Access to Bart doesn't exist solely by a pedestrian bridge - Build a tunnel
N6 The bridge isn't narrow - Widen the bridge
N7 People aren't funneled in from two sides - Allow approach from only one
side
N8 They don't walk slowly - Teach people how to move more quickly in a crowd
N 9 People like being in a herd for half an hour - Play music, provide
entertainment
N 10 No problem - Let them wait on the bridge; consider the wait as part of the
event.
46

47. Teaching Design - Learning Goals
Each student can develop an integrated IT architecture that
satisfies technical and organizational constraints
Students develop viable designs
Starting from a broad problem, students develop a specific
problem scenario
47

48. Evaluation: Starting from a broad
problem, students develop a specific
problem scenario
Poor Acceptable Good
The scenario is
consistent with the broad No link Apparent link Strong link
problem definition
The scenario is specific,
detailing actors, systems, Restatement of the
Additional Detail Strong, specific example
and the messages problem
between them
The scenario represents
Gets to the heart of the
the core of the broadly Trivial Worthy of solution
matter
defined problem
48

49. Evaluation: Students develop a viable
design Poor Acceptable Good
The design is Diagram conventions The idea can be
The idea is very clear
communicated well are ignored understood
The design fulfills the The constraints are The design is arguably The design is clearly
problem constraints ignored within the constraints within the constraints
Alternative designs are
generated, and Several similar Several quite different
No alternatives
compared against each alternatives alternatives
other
The design
demonstrates a holistic
grasp of both the People or technology Their interaction is
Both are considered
technical and social are ignored clear
aspects of the proposed
system
The design is trivial or The design is innovative
The design is strong The design is solid
confused or thought-provoking
49

50. Students develop viable designs
Problem Definition Distributed Node Topology
Redesign stock exchanges and the they
Chicago node London node
interconnect and work together, taking trading, msft.stock.nasdaq t.stock.nyse
gold.commodity.tse yen.currency.ftse
settling, and resiliency into yen.currency.ftse vbinx.fund.nasdaq
account.Distributed Node TopologyThe core
backbone for trading will consist of an Internet-style network
of distributed nodes. Each stock/bond/security will have San Francisco node
New York node
between 3 and 16 trading nodes depending upon transaction msft.stock.nasdaq
msft.stock.nasdaq
t.stock.nyse
volume demands for the stock. Stock transaction details are gold.commodity.tse
gold.commodity.tse
vbinx.fund.nasdaq
synchronized in real-time amongst the nodes which are yen.currency.ftse
established for each stock. The trading nodes are distributed
geographically throughout the world and are connected via a
secure high-speed fully distributed backbone with multiple Tokyo node Houston node
connectivity paths between nodes. t.stock.nyse t.stock.nyse
yen.currency.ftse yen.currency.ftse
gold.commodity.tse vbinx.fund.nasdaq
Trading Transaction ProtocolBuyers and sellers
connect to the trading network through a market maker. The
market maker is authorized to connect to the network nodes
Market Seller Market
to conduct transactions. When a trade is requested, the
Maker Maker
market maker uses the TNNS to locate and connect to a node (Seller) (Buyer)
Buyer
which is responsible for coordinating trading of the stock.
Public Key transactions will be done first if the market maker
and the node are not aware of each other's public keys. Once Trading Transaction Protocol
sell (Price, Quantity, Spread, Time Limit, MM (Seller) ID)
this is done, any number of trades can be executed, each Returns Ask_ID if successful placing the ask
Returns failure if ask unsuccessful
transaction packet will be encrypted using the exchanged
public keys. buy (Price, Quantity, Spread, Time Limit, MM (Buyer) ID)
Returns Bid_ID if successful placing the bid
Returns failure if bid unsuccessful
Trading Node Naming System (TNNS) revoke (Ask_ID/Bid_ID, MM (Buyer) ID)
Nodes are located using a DNS-style naming network called Returns success if stock has not yet been traded
Returns alreadytraded if it has been traded and cannot be revoked
Trading Node Naming System (TNNS). This system will Returns cancelled if subdomain controller cancelled transaction
incorporate caching and redundancy just like DNS does. status (Ask/Bid ID, MM (Buyer/Seller) ID)
Unlike DNS, each name will contain a complete list of Returns pending if not already traded
Returns sale details if traded (trade time, price, quantity)
redundant trading nodes for the particular stock rather than Returns cancelled if subdomain controller cancelled transaction
one individual server location. Each subdomain controller has
open_trading (Subdomain Controller ID, Authorization Codes)
control over the addition of new names and the nodes that the halt_trading (Subdomain Controller ID, Authorization Codes)
names are used on. In addition, the subdomain controller can
Examples of Transaction Requests:
halt trading and open trading on a particular stock by issuing a ttp://t.stock.nyse/sell (Body of request contains encrypted structure containing variables price,
quantity, spread, time limit, MM ID)
command to the nodes. If a stock is halted, they have the ttp://t.stock.nyse/buy (Body similar to sell)
option of canceling active buyer and seller requests. ttp://t.stock.nyse/status
Stock Name Examples
msft.stock.nasdaq
Microsoft on the NASDAQ Exch. Trading Node Naming System (TNNS)
t.stock.nyse
AT&T / New York Stock Exch.
Root Chris Boraski
vbinx.fund.nasdaq Node MGT 784ST
Assignment 5
Vanguard Index Fund / Nasdaq 2/14/2004
gold.commodity.tse
nyse subdomain
Value of Gold Ounce / Tokyo
yen.currency.ftse
Value of Yen / London Exchange
nyse nasdaq tse ftse
bond stock stock fund commodity currency
nyc t msft vbinx gold yen
50

51. The Bottom Line
Design requires consideration of two distinct spaces: design
space and evaluation space
Our cognitive facilities are limited when dealing with multi-
dimensional problems
Process engineers should learn design thinking, and process
designers need to appreciate an engineer’s viewpoint
We can teach this
51

52. Recommended
Reading
Frederick P. Brooks:
The Design of Design
Addison Wesley, 2010.
Herbert Simon:
The Sciences of the Artificial.
MIT Press, 1996.
52

53. In every age someone, looking
at Fedora as it was, imagined a
way of making it the ideal city,
but while he constructed his
miniature model, Fedora was
already no longer the same as
before, and what had been
until yesterday a possible future
became only a toy in a glass
globe.
Italo Calvino: Invisible Cities, 1972 53

54. Thank You - Questions?
Ph.D. ion
Mu ehlen, ess Innovat
zur oc ment
M ichael Business Pr gy Manage
for nolo
Center hool of Tech hnology
Sc ec
Howe Institute of T dson
s u
Steven int on the H
Po
Castle , NJ 07030 3
n 6-829
H oboke +1 (201) 21 5385
Phone
: 216- ns.edu
+1 (201) @steve /bpm
Fax: uehlen du
: mzurm w.stevens.e urmuehlen
E-mail ww
http:// eshare.net/
mz
Web: www.s
lid
slide s:
54