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Scenarios and use cases are both methods of describing a user s interaction with a system. However, they serve very different functions. Goal-Directed scenarios are an iterative means of defining the behavior of a product from the standpoint of specific users (personas). This includes not only the functionality of the system, but the priority of functions and the way those functions are expressed in terms of what the user sees and how she interacts with the system. Use cases, on the other hand, are a technique based on exhaustive descriptions of functional requirements of the system, often of a transactional nature, focusing on low-level user action and accompanying system response.6 The precise behavior of the system precisely how the system responds is not typically part of a conventional or concrete use case; many assumptions about the form and behavior of the system to be designed remain implicit.7 Use cases permit a complete cataloguing of user tasks for different classes of users but say little or nothing about how these tasks are presented to the user or how they should be prioritized in the interface. In our experience, the biggest shortcoming of traditional use cases as a basis for interaction design is their tendency to treat all possible user interactions as equally likely and important. This is indicative of their origin in software engineering rather than interaction design. They may be useful in identifying edge cases and for determining that a product is functionally complete, but they should be deployed only in the later stages of design validation.

Figure 5.19 Using 27 bits for the subnet mask, we could create eight subnets that can each support 30 hosts. However, 30 hosts may be too few for some subnets, and too many for others.

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The Requirements Definition phase determines the what of the design: what information and capabilities our personas require to accomplish their goals. It is absolutely critical to define and agree upon the what before we move on to the next question: how the product looks, behaves, operates, and feels. Conflating these two questions can be one of the biggest pitfalls in the design of an interactive product. Many designers are tempted to jump right into active design and render possible solutions. Regardless of how creative and skillful you are, we urge you not to do this. It runs the risk of turning into a never-ending circle of iteration; proposing a solution without clearly defining and agreeing upon the problem leaves you without a clear method of evaluating the fitness of the design. In lieu of such a method, you, your stakeholders, and your clients are likely to resort to taste and gut instinct, which have a notoriously low success ratio with something as complex as an interactive product.

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It s important to note that our concept of a requirement here is much different from the way the term is commonly misused in the industry. In many productdevelopment organizations, requirement has come to be synonymous with feature or function. While there is clearly a relationship between requirements and functions (which we leverage as a key part of our design process, as you will see in the next chapter), we suggest that you think of requirements as synonymous with needs. Put another way, at this point, you want to rigorously define the human and business needs that your product must satisfy. Another critical reason not to conflate requirements with features is that in figuring out the best way to meet a particular human need, an interaction designer has an extraordinary amount of leverage to create a powerful and compelling product. Think, for example, about designing a data analytics tool to help an executive better understand the state of his business. If you jump right to the how without understanding the what, you might assume that the output of the tool should be reports. It would be easy to come to this conclusion; if you went out and performed user research, you probably would have noticed that reports are a very widespread

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