Explore several needs, then develop one
Start wide, then narrow. Explore several possible needs or opportunities before committing, then develop just ONE in depth. A need is a real problem a specific user has; an opportunity is a market gap or a chance to improve an existing product. Exploring several different problems and contexts first makes the chosen direction a considered decision, not a default — a project built on one unexamined idea often solves a weak or non-genuine problem.
Explore the intended user's needs
Identifying the problem is only half the job — you must also explore the intended user's needs in detail: WHO the user or client is, the CONTEXT they are in (where, when and how the product is used, and any limits they have), and WHAT they actually need. The strong-versus-weak divide is whether you consider BOTH the design need (the problem) AND the user's needs (the person and context). A real, named client who can be interviewed and give feedback anchors the whole project.
Design brief: what, for whom, why — kept open
The output of this stage is a design brief: a short, clear statement of WHAT is to be designed, for WHOM and WHY. It names the product type, the intended user and the purpose. Crucially it stays OPEN — it does not fix materials, sizes or features, because that would close off ideas before research begins. Example: "Design a portable seat for elderly gardeners to use on an allotment." The detailed, testable requirements come later as the specification.
Drawn from real examiner reports.
Only the design need, not the user
The most-cited AC1 weakness: candidates write a brief for a design need but never explore the user's needs in detail — stating the problem in the abstract without naming a specific user or context. Fix it by covering BOTH the design need AND the user's needs: who they are, where and how they use it, and any constraints. Ideally name a real client.
s23 P02 AC1 · w23 P02 AC1
Jumping straight to one idea
A second recurring fault is leaping straight to one product — deciding on day one to "make a phone stand" without showing that several needs were considered. The project asks you to explore several possibilities, then develop one, so the choice is visible and reasoned. Sketch a range of different needs and contexts first, then justify the one you take forward.
w23 P02
Writing the solution into the brief
The key definition trap. A brief is a short, OPEN statement of the problem; a specification is the later list of testable criteria. Writing the solution into the brief — "a red acrylic phone stand 120 mm tall" — fixes the design before research and closes off ideas. Keep the brief open (product, user, purpose); leave measurable constraints for the specification.
No real client named
Strong folders name a real client who gives feedback; weak starts design for a vague, unnamed user — "people", "everyone". A named person can be interviewed and consulted as the project develops, so the brief and decisions are anchored to a real user and context. Designing for "anybody" leaves the brief impossible to justify. Name a specific client at the start.
s23 P02 AC1 · w23 P02 AC1
Model project not flagged as a model
A special case examiners flag: if your project is a MODEL (e.g. an architectural concept model) rather than a working product, the brief must state that a model is being made. Candidates who skip this evaluate only the real building, not the model itself. Say in the brief you are making a model, then investigate and evaluate existing models — not only the full-size object.
s23 P02 · w23 P02
Brief too vague to give direction
The opposite failure to over-fixing: a brief so vague it gives no direction. "Design something useful for the home" names no product, no specific user and no clear purpose, so nothing can be researched or tested against it. A usable brief still names the product, the user and the purpose — open on HOW, precise on WHAT, for WHOM and WHY. Check it answers all three.
A good brief fully describes the product
A specific wrong belief: that a strong brief describes the finished product, so the more it fixes materials, sizes and features the better. In fact a good brief stays OPEN — stating only what is to be designed, for whom and why — so a wide range of ideas is possible. Fixing the detail belongs to the specification; the brief and specification are not the same document.
Name a real client and use feedback
Name a real client or user and, where possible, gather their feedback — a named person with a context beats a vague "people". A real client can be interviewed at the start and consulted as the project develops, giving a genuine benchmark to test the finished product against.
Cover both the design need and user
Address BOTH the design need (the problem) AND the user's needs (the person, their context and constraints). Considering only the problem keeps a folder in the lower band; covering both, with evidence about the specific user, is the route to the higher band.
Keep the brief open
Write the brief as an OPEN statement of what is to be designed, for whom and why — do not fix materials, sizes or features. If it already tells you what the finished object looks like, it has become a premature specification, not a brief.
Say so if you are making a model
If your project is a model rather than a working product, state that in the brief, then investigate and evaluate existing models — not only the real building or object the model represents. Examiners flag this as a specific requirement for model-making projects.
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