Prototype-Driven Design versus Specification Driven Design

Prototype-Driven Design versus Specification Driven Design

Prototyping is an essential part of design thinking. Schrage (1996) described Prototype-Driven Design as a successful innovation tool developed by a multidisciplinary team rather than an individual. He further explains that design thinking starts with the users’ specific needs in the framing phase, which explores the problem and develops the prototype to learn the user's behaviors or context. Brown (2009) asserted that prototypes are the beginning of an iterative solution finding through modification and research. Prototypes are useful because they confirm whether an idea or concept is conceivable.

Characteristics of Prototype-Driven Design versus Specification-Driven Design

Prototype-driven (PD) design is a tool that verifies and validates assumptions and decisions during the development of a product. The PD design answers two fundamental questions: "Will it work?" and "How well does it meet the customer's needs?" Unlike specification-driven design, PD design is used in small innovative companies to get customer feedback before final production. Other characteristics of the PD design include; supporting creativity, encouraging learning through the teams, and ultimately deciding on new ways to meet customer needs. Kumar and Whitney (2007) proposed that specification-driven (ED) design looks at trends shaped by macro data on demographics, competitive analysis, general patterns of daily life, value systems, technological analysis, etc.,  to develop concepts before the prototyping cycle.

Cultural Strategies in Prototype-Driven Design

An organization's culture strongly influences the quality of the innovations that the organization produces. Schrage (1996) gave examples of Apple's technology development that is quite different from Microsoft's Windows because of the culture of the two organizations. Each organization has developed its characteristics, thought patterns, and work ethics that shows in its innovations and products. A prototyping culture consists of organizational structures, employee understanding, and practices. Prototyping culture is similar to an organizational culture with formal and informal dominance. For example, Apple Computer has a strong formal prototyping culture.

Schrage (1996) looked at several cultural considerations in prototype-driven design that includes several pertinent questions, “Who owns the prototype? Who manages it? Who gets to see it—and when? Is it cost-effective?” The ownership of the prototype is important because a team, not an individual, should own it. The team can discuss the modifications without bias, and must involve the internal and external customers and stakeholders. Sometimes the designers do not feel free to show their leaders the prototypes because of fear of rejection at the infantile stage. Some leaders may also be too quick and take it to the market prematurely. When should customers see the prototype? Or should they see it at all? These are some of the questions the companies and developers grapple with because they balance between losing the customer excitement from the new release product and disappointing the customer on the product due to inadequate stakeholder engagement. Schrage (1996) gave an example of Nike’s successful collaboration between the designers and the athletes to develop a creative new product design language.

Conclusion

In both design methods, whether prototype-driven or specification-driven, none is necessarily better than the other; they must be used in the appropriate circumstance and context. Some prototypes are promising but not cost-effective to manufacture. The fundamental goal of prototyping is to generate as many alternatives as possible. Schrage (2000) asserted that prototypes do not answer questions; instead, they look at viable and future possibilities that generate more stimulative conversation leading to creative problem-solving and successful innovation.