Product process
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Where does the Kano method fit in a product process?
See this https://gqzhang.medium.com/ux-research-excellence-framework-a824928fd7e9
Aka use where is it valid and reliable.
And here
https://twitter.com/steveportigal/status/1388266348489281537?s=19
Beste explain https://twitter.com/kimgoodwin/status/1388291826759524359?s=19
Ook misschien zetten bij vragen stellen: zorgen dat vragen ok zijn.
First off, you do not need to have a product management process in place for the Kano model to be useful. Not all organisations have product management teams, let alone well-defined product management processes. The Kano method is worth its time in less methodically arranged series of activities too. I have seen many ad-hoc projects where the Kano method elevated the quality of the outcome.
Yet this does not mean you can use the Kano model whenever and wherever you want.
Let's have a look at some well-known product management processes and elaborate if, where and when the Kano method can prove valuable.
The double diamond design process model
This means that for a fruitful use of the Kano method, you need at least
- A set of features;
- Uncertainty about the importance of these features to your customers;
- Customers to survey.
Bluntly put: use the Kano model if you have a list of things and you are unsure what to work on first. For example:
- You've finished brainstorming a new service and now the team cannot agree on what to build first;
- You are designing a product and are not sure of the value of some of your clever ideas;
- You have gathered customer feedback on how to improve an existing tool but you don't know what to focus on first.
You can see that the Kano method is not a tool to stimulate divergent thought. It is not a brainstorming tool, It will not help with generating ideas, defining problems or posing hypotheses. But it can
Not for stimulating divergent thinking but for analysis and decision making
But can be
at start of discovery (research, ie analysis)
ranking ideas to decide which features to elaborate on in the testing / develop stage in the DD, see p 22 and further https://www.designcouncil.org.uk/sites/default/files/asset/document/ElevenLessons_Design_Council%20(2).pdf
feedback loop
Example: double diamond
Also, regarding \[@chrizbo\](https://mindtheproduct.slack.com/team/U69PCQVRR)’s question about where the Kano model features in a team's process. We mostly employ a double-diamond (<><>) process for discovery:
\- < is for observing the problem space. Typically qualitative interviews about current behaviour.
\- \\> is for deciding what problems we will tackle
\- < of the second diamond is broad strokes definitions of how we could solve the problems we decided we would focus on
\- \\> of the second diamond is deciding what solutions we will build.
As you can imagine, the Kano model serves its purpose best somewhere between the < and > of the second diamond. Once we as a team have thought out ways of solving issues (defined as features or epics or even abstract definitions of a product/service, all depending on the zoom level we're at), we then present these solutions to the users in a Kano survey. The outcome of that survey helps us decide what solutions/epics/features to further investigate/build.
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