Defining the digital public space

[Re]-imagining vision and values: design as a driver for value creation in the Internet of Things

“…Despite numerous research efforts conducted since the 1950s, there is no single design and development model, which is agreed to provide a satisfactory description of the design process [35]. Over the past fifty years, not only design processes have progressed from tried and tested ways of problem solving and are constantly refined by the design practitioners applying them to 'real' client projects [36], but also, a number of factors have widened the designer's horizon and working methods in design process [37]. By reviewing design and development process including highly cited design processes and NPD process models, such as Over the wall process [38], a stage gate system [12], a rugby approach, a double diamond design process [10], a service design process [15], the paper will review the trajectory of progress of design and development process.…”

“…Within manufacturing economies, design and development processes are close to conventional linear approaches such as 'over the wall process' or 'departmental-stage models' which represent the early form of new product development model [38]. These are usually illustrated in the following way: marketing identifies the need and plan the concept; R&D provides the interesting technical ideas; design produces the concept design and prototype; manufacturing produces it; and sales take it to the market [37,38]. This is accepted by large manufacturers in particular that the insular departmental view of the process hinders developing products; the problems and solutions were transferred from one department to another, increasing time and cost of product development [37].…”

“…These types of models are popularized by Cooper [41] who developed a variant stagegate new product development processes. The one of the commonalities of these processes is that the whole team at various stages throughout the NPD process gathers around to review and approve movement to the next stage [37]. However, these linear models are considered too prescriptive and mechanistic, slowing down the process, so failing to take into account overlaps of activities that will occur naturally in the workplace [42].…”

“…Base upon the idea to considering the project as a whole rather than the singular stages [38], different approaches have emerged which are deemed as 'simultaneous approach' or 'rugby approach' such as parallel processing models [13], Concurrent Engineering [43], Activity-stage models (Crawford, 1997), multiple convergent model [44] and the Third-generation model [41]. Essentially, the key benefit of these development processes is to emphasise the need for a cross-functional approach [38] in which multidisciplinary teams working together from the beginning of the process [37]. This not only increased the speed of the development process but also enables it to be accompanied by new philosophies of design, such as market led design, implementing flexible manufacturing in order to respond to the flow of new information on customer demand and preferences, allowing products to be more tailored, adaptable and desirable to the customers [45].…”

“…The model, (Figure 12) is a new approach towards designing IoT products and services, developed through combining existing design processes and New Product Development models that concentrate on underlying principles and related tools that must be taken into consideration when designing IoT products and services [37]. The process contains three distinct phases.…”