(AHO 2013) 

Gigamaps are rich and dens information representation. To work with such semi organized complexities and develop the ideas, interventions or innovations derived from the ZIP analyses and the creative process we use a series of evaluation tools. 

Impact and Threshold analyses 

This analyses was developed especially for SOD by the SOD team.

To help making decisions on the systems interventions, the value of I-points, their implementation and effect the below evaluation analyzes is suggested. Evaluate and range all I-points according to the following criteria.

1.  Systemic impact (leverage)
1.1 Radius of ripple effects
1.2 Short term
1.3 Long term
1.4 Platform effect (to what degree is the intervention creating conditions for further interventions)

2.  Thresholds
2.1 Economic
2.2 technological
2.3 cultural
2.4 organizational

3. Synergies
3.1 Synergies between intervention and existing system
3.2 Synergies between interventions
3.3 Orchestration effects (combined effects, high level synergies)
3.4 Orchestration thresholds (how easy to orchestrate the implementation?)

4. Counter effects (unwanted and counter intuitive effects)
4.1 Short term
4.2 Long term
4.3 Counter effects between intervention and existing system
4.4 Counter effects between interventions

5. Resilience
5.1 Resilience towards micro fluctuations
5.2 Resilience towards macro fluctuations
5.3 Resilince towards extreme scenarios
5.4 Black Swans

Application

A slider type of graphics is useful for the evaluation.

The evaluation can be contextualized on a map, here for evaluating relations. (AHO 2013)

Other types are based on scoring. (Stig M. Henriksen et. al. NTNU 2016)

Here a simpler score system but more factors are included. (Håvard Banne et. al. NYNU 2016)

Another more detajled evaluation map   (Julie Grytten et.al. NTNU 2016)

There are many ways to apply the principal. (Julie Grytten et.al. NTNU 2016)

From the Salto Connect project, (2rd year bachelor project, Marie Frogner, Trym Abrahamsen, Oda Heier, Torgeir Hæreid, Julie Sandvoll 2017)

Additional evaluations

Pro et Contra analyses. (See "Drøft" by Førland)
Make lists of the pro arguments that support your idea.
Make list of the counter arguments to your project.
Select the most important pro and counterarguments and develop pro and counter arguments for each of them. Repeat this to a level where you think it is judged sufficient to have some well-supported arguments.
If this analyses results in heavy counterarguments to your project you should tweak, redesign and reform it so to address the issue. If this is not possible and you still want to continue with the project for time reasons or other you need to honestly explain the issue.

Pro et contra argumentation tree. (Stig M. Henriksen NTNU 2016)

Risk analyses:
Risk analyses: Select the most important threats from your worst-case scenarios or through group discussions or individual considerations SWOT analyses or similar. Create the normal risk diagram according to two axes one for probability and one for consequences.

Common Risk Evaluation Diagram with Y axis: Consequence and X-axia Probability (M. Aguirre, R. Mikalauskaite, L Blaasvær 2011)

The normal risk analyses diagram can be addapted in many ways. Click image to see larger version. (Jan Kristian Strømsnes, AHO 2011)

(Markus Gundersen NTNU 2016)

From the Salto Connect project, (2rd year bachelor project, Marie Frogner, Trym Abrahamsen, Oda Heier, Torgeir Hæreid, Julie Sandvoll 2017)

Worst case scenarios:
Create two extreme scenarios that are at the rim of what is probable. Develop the scenario so that it shows how your system will survive or adapt to a new situation. Example: ship bridge is burned out. A small emergency bridge at a different place on the ship allows for emergency operation. The system will survive though in a reduced state of operation.
This is about the resilience or robustness of your intervention
Black Swans: A scenario of something really unexpected happening to your design. You might already have developed this idea of the Black Swan in the development of the extreme scenario.

Back Checking

The design process is not linear and it contains periods of incubation and moments of illumination (Hadarmad) Threfore the mapping by itself does not always lead to ideas and innovations. Also the further development of ideas into concepts and designs is a process that is not harnessed by the mapping but most often plays out in conventional design work. It is ok to "forget" the maps and the rich systemic information for times of creative development. To allow this to happen we have used "Back Checking" this means that the concept at check points is back checked with the system represented by the Gigamaps. This allows uninterrupted creative flow.

Back Checking for synergies:
Check your idea and intervention regarding the ripple effects on the system. Try to find synergies. Are there new possibilities that are opened by your intervention / idea?

Back checking to the Gigamap:
Draw your idea/ intervention back into the Gigamap and draw the relations to everything in the map that is influenced / changed or needed for your design to work.

 The image shows backchecking of concepts to the gigamap to trace how the concept connects to the system. (Stig M. Henriksen et. al. NTNU 2016)