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Contextual Design for Mobile Technology Jennifer Ockerman, Ph.D. Georgia Institute of Technology Atlanta, GA USA Based on Contextual Design: Defining Customer.

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Presentation on theme: "Contextual Design for Mobile Technology Jennifer Ockerman, Ph.D. Georgia Institute of Technology Atlanta, GA USA Based on Contextual Design: Defining Customer."— Presentation transcript:

1 Contextual Design for Mobile Technology Jennifer Ockerman, Ph.D. Georgia Institute of Technology Atlanta, GA USA Based on Contextual Design: Defining Customer Centered Systems, by Hugh Beyer and Karen Holtzblatt, 1998, Morgan Kaufmann Publishers

2 Contextual Design Timeline Contextual Inquiry (CI) Modeling Work Individual Organization Redesigning Work Designing Technology Usability Studies

3 Principles of Contextual Inquiry Chapters 2 & 3

4 Gathering Customer Data Why? Many Problems with Software / IT Systems Can Be Traced Back to Problems With Requirements Also True of Other Types of Systems Theory Better Customer Contact Better Data Better Design

5 What Sort of Data Do We Want? Accurate Data Appropriate Data Relevant to Design Not Just Averages / Aggregate Data e.g. Marketing Data Not Always Useful: May Say What People Will BUY, Not How To Design It Detailed Data Specific Enough to Answer Design Trade-Offs e.g. Marketing Data Usually Pretty Broad

6 Why Is Gathering Customer Data Hard? I Customers Focused on Current Operations Tend to Suggest Small Fixes May Not Have Ever Thought of Significantly Different Way of Doing Task Customers Tend to Give Partial Input Tendency to Focus on Parts of Task They Have to Think About Aren’t Aware of All the Contextual Factors Aren’t Aware of All Their Skills Procedural vs Declarative Knowledge

7 Example of Unnoticed Data “An entire project team hangs out in the hallway outside their offices every morning and chats over coffee and donuts. Does anyone know that this is a critical project coordination meeting?” If you don’t catch this essential fact, your information system to enable telecommuting may be unsuccessful.

8 Why Is Gathering Customer Data Hard? II Customers Don’t Get Very Detailed Tend to Generalize Things Often Can’t Even Explain Them Out of Context Customers May Not Be Very Accurate Qualitative Statements Relative Statements (e.g. Too Much Work!) Inaccurate Estimates of Quantities

9 Example of Poor Data Try Getting Someone to Explain To You In a Lecture Hall How They: Fly a Plane Drive a Car Run a Warehouse Domain Experts Are Not Necessarily Good Communicators. Communicating Out of Context Is Difficult.

10 Why Is Gathering Customer Data Hard? III Surveying All The Customers. Who Is Your Customer? Customers Often Have a ‘Frame of Reference’ Engineers Will Suggest Technical Fixes... Managers Will Suggest Regulatory Fixes… Workers Will Suggest Procedural Changes… You Have a ‘Frame of Reference’. You Already Are Biased by Design Ideas.

11 A Cautionary Note... Don’t Get Ahead of Yourself Your Design Ideas Should Be Driven By Data -- Not Vice-Versa! But It’s So Tempting To Sketch Out Some Design Ideas And Show It To Them...

12 Purpose of Contextual Inquiry Get Data Suitable For Design Understand Structure of Work Practice… Get Concrete Understanding of Domain Experts’ Unarticulated Knowledge and Skill Get Suitably Detailed Data Don’t Accept Generalizations and Abstractions

13 ‘Textbook’ Contextual Inquiry Each Interview 2-3 Hours 10-20 Interviews (Or More) Follow-Up Design Meetings Practices Context: Go To Customer’s Workplace Partnership: Talk With Them and Engage Them Interpretation: Develop a Shared Understanding Focus: Direct the Inquiry To Meet Design Needs

14 Can’t Always Get This! Resource Issues Intrusiveness / Safety Lack of Partnership So Compensate! Try to Situate Interviewees In Context Use Videotapes and Artifacts Become (Partial) Domain Experts

15 Conducting an Interview No One Hard-And-Fast Rule No Matter How Curmudgeonly the Interviewee, Remember That You Are the Interviewer Think About an Appropriate Relationship Model... Scientist/Subject Interviewer/Interviewee Expert/Novice Guest/Host Master/Apprentice! They Demonstrate, You Investigate, They Explain… There Will Be Times You Need to Deviate A Bit… And Play The Part! Won’t Always Work, For Reasons Outside Your Control No Yes! No

16 Note What They Say and What They Do Note What They Say Declarative Knowledge Note What They Do Ask About It Create Opportunities To Examine Procedural Knowledge Create Opportunities To Examine Habitual Behavior Create Opportunities To Get Greater Detail

17 An Interesting Observation I “One customer said he would not use a manual’s index to find the solution to a problem: “It’s never in the index.” He could not say what led him to this conclusion, what he had looked up and failed to find. All his bad experiences were rolled up into one simple abstraction: it’s not there. But when we watched him looking things up, we could see that he was using terms from his work domain, but the index listed parts of the system.”

18 An Interesting Observation II “A customer was unable to describe how she made her monthly report. When asked to create it, she pulled out her last report and started filling in the parts.”

19 Talking About Work While Doing It Allows You To Quickly Get Past Generalizations Allows You To See The Entire Context Allows You To Develop Some Domain Expertise (and Intuition for Design) Also Makes Customers Happier

20 Principles of Contextual Inquiry Context Partnership Interpretation Focus

21 First Principle of CI Context: “Go to the Customer’s Workplace and See the Work As It Unfolds” Summary vs Ongoing Experience Get Around Generalizations! See Things From Multiple Frames! Concrete Data vs Abstract Data Normally Abstraction Is a Valuable Skill… But Does the Customer Have the Right Abstractions? Get Concrete Data Get Artifacts Don’t Just Aggregate Things

22 Second Principle of CI Partnership: “Make you and the customer collaborators in understanding her work.” Use your relationship model to tilt the roles to one that gets them to give you information Control the interview process -- don’t control what data is given Play a bit with the relationship model -- you need data (good apprentice) and also insights into practices (more observant partner, educator) Withdrawal and return… Describe technology...

23 Third Principle of CI Interpretation: “giving meaning to observations” Change ‘data’ into ‘information’ Examine it from many different frames Look for structure, work patterns, etc. From facts, make hypothesizes about implications, test them out -- and look at implications for design But don’t bias them -- and listen carefully! “ It’s like a travelling office”, you say, looking at how a salesman has set up his car. “Well -- like a traveling desk,” he responds.

24 Fourth Principle of CI Focus: “keep the conversation on useful topics without wresting control entirely away from your customer/expert” Remain objective, on track Like steering a conversation -- gently! Think of it as: Getting more detail Covering all relevant aspects of the domain Focus should be pre-specified Capitalize on surprises! Admit ignorance!

25 Contextual Interview Structure Conventional Interview Administrative Stuff Transition Explain the Ground Rules Contextual Interview Proper Wrap-Up Back-up, Back-out -- What Didn’t You Cover?

26 More on Contextual Inquiry Chapters 3 & 4

27 So What is Contextual Inquiry? A Process by Which To Gather Customer Data with the Following Objectives: Get Data About the Structure of Work Practice Make Unarticulated Knowledge Explicit Capture Details of Habitual, Invisible Work

28 What We’re Trying to Avoid!

29 Before Interview: Decide on a Focus Focus: 4th Principle of Contextual Inquiry Should Be Decided Upon Before Interview(s) Will Change As Project Evolves Narrower or Broader… Different Reference Frames Different Subject Matter Look for Metaphors And Use Them as Data Collection Tools

30 Metaphors E.g. You’re Tasked With Making an On- Line Search and Retrieval System Examine How People Do Search and Retrieval In a Number of Domains Physical (e.g. Library) On-Line Use These Outside Studies to Bring Insights to Topic at Hand

31 Variations in Focus I Designing a Known Product i.e. Something Already Known and Accepted in the Workplace Expectations Already Exist Competitive Products for Comparison Customer Feedback on Good-and-Bad Need to Add More: More Functionality More Usability

32 Variations in Focus II Addressing a New Work Domain i.e. A Work Domain Created By New Technology and Practices (e.g. Telecommuting, Word Processing, etc.) More Difficult -- No Current Practice to Study Can Study Current Domains, Though! Much of Results of Your Design Will Be Driven By: Intent and Goals Inherent Structures to Tasks Information Flow Solutions to Historic Technological Limitations

33 Variations in Focus III New Technology i.e. How Can I Apply Technology to New Domain? Look at Fundamental Needs of the Domain Do They Need Technology? How Could the Technology Be Used to Improve Things? Look at Metaphors Look at Analogous Situations

34 Variations in Focus IV Designing Information Technology i.e. Bring Technology Into Data Flow and Coordination Activities of an Organization Implementing IT Requires Knowledge: How Activities Can Be Integrated ‘Within’ a Single Job Within an Organization How Information Can / Should Flow What Technology Already Exists What Work Processes Would Work Well

35 Before Interview: Who to Interview? Who Is Your Customer? Who Is The Worker? How Much Variation Is There? Culturally Allowably (e.g. Do Workers Have Much Freedom?) Think Between and Within Departments How Much Variation Should You Support?

36 During Interview: Interview Structure Conventional Interview Administrative Stuff Transition Explain the Ground Rules Contextual Interview Proper Wrap-Up Back-up, Back-out -- What Didn’t You Cover?

37 Can We Always Follow This Structure? Uninterruptible Task - NO Intermittent Task - NO Extremely Long Task - NO Internalized Task - NO Extremely Focused Task - NO ‘Normal’ Task - YES Fortunately, We Have Other Methods Video tap and post-hoc protocol Longitudinal Study Artifact-based verbal protocol Explanation of the process Analysis of data Modeling of Processes

38 Your Interpretation is Key

39 Factors Impacting Interpretation Frames of Reference Biases i.e. HOW You Look At Customer Data (and How Customer Looks At Themselves)

40 Also Keep Track of the Goals

41 Modeling Work Chapters 5, 6 & 7

42 Building on Contextual Inquiry “Contextual Inquiry produces huge amounts of detailed knowledge about the customer. This knowledge is critical to system design, but it isn’t amenable to reductive statistical techniques: you can’t take the average of 20 interviews to identify the ‘typical’ customer. Work models provide a coherent way of structuring all this detailed data, revealing underlying structure without glossing over the detail.”

43 What is Work? Is It Physical Actions? Is It Processing Information? Is It Making Decisions? Is It Communicating Information? Is It Learning New Things? It May Be All Of The Above -- As Is Appropriate to the Task At Hand

44 What Is Involved In Work? Flow (Overall Organization and Coordination) Sequence (Detailed Model of Actions) Artifact (Detailed Model of Artifact Use) Culture (Schematic of Influences on Workers) Physical Structure of the Environment

45 Flow Models of Work Purpose: Capture and Visualize: Roles of Individuals Communication and Coordination Mechanisms That Help and Hinder Strategies

46 Flow Models of Work Indicates Key Components of Overall Flow: Individuals (Bubbles with Responsibilities) Groups of Individuals With Common Actions Places Central to Work (Large Box w/ Responsibilities) Responsibilities Flow (Arrows Between Individuals) Artifacts (Small Boxed Label on a Flow) Communication Topic or Action (Label on a Flow) Breakdowns in Communication (Lightning Bolt!)

47 Sample Flow Model Field Engineer -- Evaluates equipment -- Records data -- Completes forms Customer -- Owns and operates equipment Supervisor -- Assigns jobs -- Oversees work Field Site -- Contains equip- ment to be evaluated Form Database -- Contains all official company forms data questions responses completed equip- ment reports work status reports questions assignments suggestions work status reports official data collection forms completed equip- ment reports

48 Flow Models and CI Flow Models Can Hold A Lot Of Information Contextual Inquiry Gets A Lot of Information! Beyond the Official Org Chart… Coordination As It Actually Happens Information Flow As It Actually Happens Strategies and Perceived Contributions Roles -- Assigned and Actual -- and Their Basis Informal Structures

49 Sequence Models of Work Examines The Actions of Workers, and How/When They Occur By Examining Their Structure, Can Identify: Their Strategy Their Intent Important Dynamics of the Task Related to ‘Procedures’

50 Basic Sequence Models Useful For Laying Out Sequence of: Actions Processes Similar to Process Charts Work Cards But is Descriptive, Not Normative! E.g. Flow Chart

51 Decomposition Chart Shows Different Aspects of the Same Task Which Contextual Inquiry Should Provide!

52 Hierarchical Task Analysis Gives More Detail About Important Steps

53 Timeline Analysis Allows You to Show Temporal Information Especially Critical in Time-Critical Situations Useful When Things Need to Occur at Specific Times

54 Sample Sequence Model Print completed form Leave hardcopy of form with customer Assigned to do equipment audit Send electronic form to supervisor Store electronic form on form database Retrieve required form from database Type data into form on computer Record data on paper form Collect data at site Print form

55 Artifact Models People Create, Use, Modify Things During Work Tool or End-Object ‘Official’ or ‘Informal’ Way of Working Can Be Built Right Into Artifact Reveals Strategies, Required Structures, Information

56 Distinctions In Artifact Model Usage of Artifact Problems In Using Artifact Information Provided Parts Which Are Distinct In Usage Structure Given To Artifact by Worker Presentation, And How It Supports the Task Annotations! Tells You What Is Missing From Formal Tools

57 Annotations Are Important!

58 Sample Artifact Model Text entry Graphics Examples of what to look for o Choice 1 o Choice 2 o Choice 3 Check-offs

59 Sample Artifact Model

60 Importance of Cultural Models Your End-Product Might Work Well In Theory, But In Practice Wouldn’t Be Used Because Of: Differing Expectations Specific Desires Policies Values Changes In Approach at Organizational Level

61 Change example For Example, Webvan Works Well For Me! BUT: Some People Want to Pick Out Their Food Directly Some People Won’t Plan A Day Ahead Some People Might View Shopping As a Social Activity or Out-Of-House Event

62 Cultural Model Distinctions Interview-ee Influencers -- That Which Affects Work People Policies, Organizational Preferences and Values Points of Pride, Emotion, Personal Preferences Extent of Influence Specific Topic of Influence, and Direction Breakdowns

63 Sample Cultural Model CustomersLegal/GovtCompetitors Field Engineer Supervisor Company Administration Company You need to be accurate and truthful. We have perfect records. No errors allowed! I’m doing my best! Hurry up! We are going to steal your business. No, we have the best service. Are you done yet? I’m working overtime! We need an audit now! Almost done. We will be there tomorrow.

64 Physical Models Distinctions Places Where Work Occurs Structures That Limit and Define Space Usage and Movement Infrastructure and Communication Lines Artifacts Breakdowns Note: Is a Caricature of Workplace -- Not a Floor Plan!

65 Physical Models From CI Organization of Space Work Efficiency, or Space Efficiency, or Management Efficiency? Division of Space Does It Help? Hinder? How Is It Dealt With? Grouping of People By Function, or by Project, or by Random? Organization of Workspace Indications for Task Structure? Movement Do People Move Around Much? Why?

66 Sample Physical Model Work Site Maybe outside Large area (up to mile 2 ) Tight spaces Climbing Awkward positions Company Trailer Computer Approximately a 5 minute walk and if doing an audit at site under construction then safe path frequently changes over time, and may have to wait for construction equipment to go by

67 Using and Applying Work Models Chapters 7 - 12

68 How Do You Create Work Models? As You Are Collecting Data During a Contextual Inquiry Interview? NO - You Don’t Have the Whole Picture Yet By Yourself After an Interview? NO - You Have a Limited Viewpoint NO - Then Only You Know What Is Going On In a Team ‘Interpretation Session’? YES - If You Are Working With A Team

69 Why Do It Together? Better Data Creates Written Record Effective Cross-Function Cooperation Multiple Perspectives Development of a Shared Perspective True Involvement In The Data Better Use of Time

70 Running an Interpretation Session Assign Roles: The Interviewer Work Modelers The Recorder The Moderator Participants & Rat Hole Watchers

71 Consolidating Your Models Chapters 8 - 10

72 So Where Are We Now? We Know How To Gather Data (Contextual Inquiry) We Know How To Represent Data From Individuals (Individual Work Models) How Do We Model the User Population As a Whole!?

73 Purpose of Design Design for an Entire Customer Population… … Meeting Needs of (Most of) the Individuals! Requires Models of Individual’s Work (Which We Have) Requires Consolidated Models of Population (Where We Are Now)

74 Things to Look for in Consolidation How Much Do Users Vary? Are These ‘Surface’ Differences? Are These ‘Fundamental’ Differences? Is There a Common Pattern of Work? A Common Mechanism? A Common Artifact? A Common Problem?

75 Consolidated Models SO, For a General View, Many Models! Affinity Diagram Consolidated Flow Model Consolidated Sequence Model Consolidated Artifact Model Consolidated Cultural Model Consolidated Physical Model Like Work Models, These Consolidated Models MUST BE DESCRIPTIVE, Not Normative

76 Affinity Diagrams First Step in Consolidation Organizes Individual ‘Notes’ From Interpretation Sessions Into a Hierarchy Intended to Show Common Issues and Themes Starts ‘Bottom-Up’ From Data Allows a Quick Survey of Both Issues and Underlying Data In Industry, Can Be Huge! Starts at 200 Notes, Up To 1500 and More!

77 Building an Affinity Diagram It’s Fundamentally a Team Process Someone Puts Up a Note… … Everyone Looks For Notes That Go With It! As a ‘Group’ of Notes Is Identified, Make a ‘Blue’ Label Summarizing Its Points Don’t Use ‘Familiar’ Terms or Buzzwords! Leads YOU Astray, Leads CUSTOMER Astray Focus on Underlying Commonality (and Issue)......Not a Superficial Categorization! As Diagram Increases, Group the Groups ‘Pink’ and ‘Green’ Labels...

78 Example: Part of Affinity Diagram I leave the stuff on my secretary’s desk Joe Usually Swings By When He Has Time Free To Take On Work I Send Out An Email Asking If Anyone Is Interested In Working On It I Let The Teams Divvy Up The Work Somebody’s Always Looking for Over- Time Pay I Delegate Informally

79 We Delegate Our Work Why We Delegate I Don’t Want to Deal With It I Have Too Much Work How I Choose Who Whoever Is Available The Person With the Job How I Go About Delegating I Delegate, But Am Still Responsible I Give It Away at Meetings I Delegate Informally Same Diagram, High-Level Could be read as: “People delegate work either because they don’t have time to do the work themselves, or because they choose not to deal with it. They pick someone else to do it either by who has time, who reports to them, or is otherwise appropriate given the organization. Different ways of delegating have different styles…”

80 Flow Models Individual Flow Models: Capture and Visualize: Roles of Individuals Communication and Coordination Mechanisms That Help and Hinder Strategies Consolidated Flow Models: View Organization As a Whole Look for Common Patterns Look for Overlap and Redundancies Look for Breakdowns

81 Making a Consolidated Flow Model Start With a Few Good, Complex Individual Models that Are Fairly Comprehensive Identify Roles and Responsibilities Now Add to From All Individual Flow Models Add-To, Correct etc. Roles and Responsibilities Draw In Artifacts and Communications Add In Breakdowns From Individual Charts From Differences Between Individual Charts

82 More on Consolidated Flow Models If You Just ‘Add-In’ Everything, Might Become Big and Complicated! Consider Showing ‘Important’ Things Most Common Most Efficient Leading to Breakdowns Consider Showing ‘Frequencies’ e.g. Thickness of Lines/Arrows Represents Commonality

83 Sequence Models Individual Sequence Models: Examines The Actions of Workers, and How/When They Occur, To Identify: Their Strategy Their Intent Important Dynamics of the Task Consolidated Sequence Models: Looks At Common / Shared Sequences Looks At Specific Inter-Changes e.g. Timing of Placing an Order

84 Consolidate Sequence Models Think About Important Dynamics e.g. If you have a ‘decision making’ model of a manager and a ‘procedure’ model of a secretary, how do they match up? Does manager get information in time? How does manager use secretary to implement decision? Important Constructs Triggering of actions Timing of actions

85 Reviewing Artifact Models People Create, Use, Modify Things During Work Tool or End-Object ‘Official’ or ‘Informal’ Way of Working Can Be Built Right Into Artifact Reveals Strategies, Required Structures, Information Individual Models: Individual’s Needs Consolidated Models: General Needs

86 Creating Consolidated Artifact Models Group Artifacts of ‘Similar Type’ Depending on the Needs of the Project! Identify Common Parts of Artifacts And Parts That Are Specific Use ‘Common Parts’ to Examine: Structure of Artifact -- and Of Work! Intent of User Usage by User

87 Consolidated Physical Model Highlights Common Issues Imposed by Physical Environment Highlights Breakdowns e.g. One Type of Worker Not Supported! Shows ‘Smart’ (and ‘Dumb’) Placing of Tools and Artifacts More Insight Into Strategies and Needs! Illustrates Movement Including Coordination Capabilities

88 Creating a Consolidated Physical Model Group Individual Models by Type of Place Label Each Place With Name and Intent. Identify Different ‘Places’ Identify Common Structure: e.g. Common Placement of Artifacts and Tools Look at Movement Look for Breakdowns From Individual Models From Consolidated Model

89 How Much Is Common? Will Find Many Differences and Similarities In Culture! Within a ‘Group’ Within a Company Within a Company Between Companies Doing Similar Work Between Companies Doing Different Work Therefore, Need to Include Everyone Who Is Relevant (don’t just take manager’s viewpoint!) Therefore, Can’t ‘Re-Use’ Cultural Model From Old Project

90 Consolidating Cultural Models Using Individual Cultural Models: Catalog and Group Influencers Catalog and Group Influences Keep emotional tone! Look for Conflicts and Breakdowns! From Individual Models From Combination of Models

91 So Where Are We Now? We Know How To Gather Data (Contextual Inquiry) We Know How To Represent Data From Individuals (Individual Work Models) We Know How to Represent User Population as a Whole (Consolidated Work Models) So What Do We Do With This!?

92 Many Models Individual View Flow Model Sequence Model Artifact Model Cultural Model Physical Model These Models Are DESCRIPTIVE, Not Normative They Represent a Great Deal of Data General View Affinity Diagram Consolidated Flow Model Consolidated Sequence Model Consolidated Artifact Model Consolidated Cultural Model Consolidated Physical Model

93 So What Do We Do With Them?! Understanding the Work Communicating With Others Redesigning… Work! (Re)Designing Technology Comes Later...

94 ‘Understanding’ From Work Models We Can Infer Several Critical Things Once We Have Laid Out Good Work Models: Intent Strategies Structure Concepts Mindset These Should Be Included In Our Re-Design of Work. These Should Be Communicated. Ultimately, These Should Be Included In Our Technology.

95 Communicating With Others With Whom Will You Need to Communicate? Your Boss Your Customer Marketing Sales Software / Hardware Developers What Is Your Role In These Communications? To Be The Data-Driven Voice of Truth! To Be The Authority on Work Practices and Its Implications

96 More on Communication The Data-Driven Voice of Truth… Others Will Have Different Viewpoints Others Will Tend to Jump to Conclusions! e.g. We Must Have a Wearable Computer… If You Don’t Have ‘Data’ To Back Up Your Opinion, All You Have Is an Argument… How To Present Data? It Depends! Some Can Be Led Through the Work Models Others Need Different Representation...

97 Last Bit on Communication Different Portrayals Depending on Audience Same Underlying Message! Understanding of Work Processes Places Where Improvements Are Needed Places Where Improvements Are Possible Impact of Improvements These Message-Bits Come From Work Models! Sometimes Can Be Shown Directly...

98 Redesign of Work? Common Model: Has Some Problems! What Will Impact of New Technology Be? What Do You Want It to DO?! Collect DataDesign Technology

99 Real Example A client was sure that they needed to outfit all their field engineers with a wearable computer with a head mounted display to allow the engineers to view structural drawings while in the field. This is technologically feasible but ignored the fact that the field engineers not only look at the drawings themselves but also use those drawings to explain work to be done to the construction foremen and workers. A Discussion That Jumps To Technology Misses The Most Important Points!

100 Work Redesign Book Representation: Adds An Intermediate Step On Work Processes! Collect Data Work Re-Design Technology Design

101 Work Redesign Extended Extension From My Own Experience: Collect Data Work Re-Design Training Design Technology Design Procedure Design Organization Design

102 Work Redesign General Principles Target The Customer -- Focus on Their: Intent Strategies Structures Mindset Avoid Pitfalls! Think About Whether Your Fixes Create Problems!

103 Redesign From Flow Models I Role Switching Support Movement From Role to Role Eliminate Redundant Actions Support Coherent, Consistent Interfaces Save ‘State’ to Reduce Negative Impact of Interruptions

104 Redesign From Flow Models II Role Strain Move Roles Onto Other People Automate, Eliminate or Combine Roles Support and Organize Roles Make Roles Inter-Supporting

105 Redesign From Flow Models III Role Sharing Support Communication Between Sharers Allow for Tailored Interfaces and Fit With the Rest of the Roles Each Person Plays

106 Redesign From Flow Models IV Role Isolation Communicate Context and Reasoning Support Communication Present The Information Each Role Needs Reduce Blocks and Unnecessary Steps in Communication

107 Redesign From Flow Models V Process Fixes Remember You May Need to (re)Design the Organization! Look at Changes in Process and Procedures Look At New Roles and Responsibilities Include Business Designers on Team Think of Automation as Filling Roles...

108 Redesign From Cultural Models I Interpersonal Give-and-Take Alleviate Problems With Role Allocation Alleviate Problems With Role Conflicts Increase Communication Address Immediate Complaint

109 Redesign From Cultural Models II Pervasive Values Look At Pervasive Values (Are They Good?) Look For Ways to Encourage Individuals To: Attain Positive Values and Required Constraints Not Achieve Negative Values See If You Can Align Individual’s Values Structures With The Organizations...

110 Redesign From Physical Models I Reality Check Take Advantage of What Is There Don’t Depend on What Isn’t There Account for Movement and Multiple Task Locations Overcome Communication Problems

111 Redesign From Physical Models II Work Structure Made Real Have Physical Environment Complement Task Needs e.g. Frequently Used Things Close e.g. Things Used In Order Placed In Order e.g. Communicators ‘Close’ Match the Intent of the Place, Not Detailed Appearance

112 Redesign From Physical Models III Movement and Access Match or Improve Flow of Artifacts Maintain Conceptual Separation Between Tasks Support Implicit Intent

113 Redesign From Sequence Models I What The User Is Up To If Primary Intent Is Wrong, Fix It! Support ‘Good’ Intents Account For and Support Secondary Intents

114 Redesign From Sequence Models II How Users Approach a Task Identify and Support ‘Good’ Strategies Eliminate ‘Bad’ Strategies -- Carefully!

115 Redesign From Sequence Models III Unnecessary Steps Identify Unnecessary Steps and Eliminate Them Automate Tedious, Mundane, Harmful Steps Eliminate Breakdowns Facilitate Transition Between Roles Don’t Create Work No One Wants To Do Pick Best, Most Efficient, Safest Path to Intent

116 Redesign From Sequence Models IV What Gets Them Started Identify Triggers for Tasks Display Trigger Appropriately What Keeps Them Going Identify Coordination and Information Requirements Support Them! Identify and Display Important Constraints e.g. Time Constraints

117 Redesign From Artifact Models I Why The Artifact Matters Identify What Artifact Use Implies About Intent Support Intent Directly! Remember There May Be Multiple Intents… What It Says Support Communication Created by Artifact Support Data Storage Created by Artifact Share Context and Data Between Roles - Directly!

118 Redesign From Artifact Models II How It ‘Chunks’ Identify What Parts of Artifact’s Grouping Are Important Use Structure to Highlight Structure of Work Maintain Distinctions That Matter What It Looks Like Determine Which Parts of Appearance Matter Mimic The Parts That Matter Match the Intent of the Presentation

119 Summary: Using Models to Redesign Work Through Contextual Inquiry and Development of Work Models, Have Captured Current Work Practices This Knowledge Is Powerful Asset in Developing New Work Practices Look for What’s Important Keep It Improve It Look for What’s Bad Eliminate It

120 ‘System’ Design Chapters 13 - 16

121 So Where Are We Now? We Know How To: Gather Data (Contextual Inquiry) Represent Data From Individuals (Individual Work Models) Represent User Population as a Whole (Consolidated Work Models) Identify Good and Bad Things in Current Practice, and Identify Elements to Keep and Change So What Do We Do With This!?

122 We Finally Get to Design! Vision Work Design: Storyboard Individual Tasks (Specific Product: Storyboards) Environment Design: Layout Elements and Functions (Specific Product: User Environment Diagram) Component Design: Automation Interfaces Procedures Training Test

123 Vision Lay out what you want the system to DO Lay out what you want to change Diagram out the parts that are important to the overall system functioning Think about the pro’s and con’s In terms of system functioning!

124 Sample Vision Wireless network area Work site Trailer Field engineer with mobile device Company network Field engineer has access to company network and trailer computer from anywhere around the work site.

125 What Is Brainstorming? A Creative, ‘Blue Skies’ Thought Process Think About New Creative Things! Look For ‘Out-of-the-Box’ Thinking! Ways to Kill Brainstorming Evaluate Ideas for Feasibility At the Start Leave That Till Later Later, Look For Ways to Make Good Concepts Feasible Think About Design In Terms of Interface / Machine Won’t Recognize New, Novel Solutions

126 Storyboarding Individual Tasks Purpose: Shows How Specific Tasks Will Be Accomplished in the ‘New World’ (A Technique Stolen From Movie Industry!) Product: A Storyboard! Uses: Help Create User Environment Diagram Good Communication Mechanism

127 Storyboard Form Same Form as Consolidated Sequence Models How to Pick Specific Sequence Model to Mimic? IT DEPENDS! Should Show Whatever Is Important to Task If Individual’s Actions Are Important, Show Them! If Information Flow is Important, Show It! If Machine Actions Are Important, Show Them! Is a Chance for You to Brainstorm!

128 Thoughts on Storyboarding... Can Reference Your Descriptive Work Models Difference Between Intent and Action Help People Achieve Their (Good) Intents Don’t Have to Use Same Actions to Get There! Consider All Work Models Look for Structures to Capitalize On Look for Constraints that Limit How Can Work

129 Sample Storyboard Field engineer goes out to work site with wireless connected mobile device Field engineer calls up correct form Field engineer enters data directly into form on mobile device Field engineer sends the form to supervisor Field engineer stores the form in the form database Field engineer prints form at work trailer

130 User Environment Design So Now You Have Storyboards For Lots of Individual Tasks! Need to Put Them Together Into One Big View of the: System, if You Are Only Designing a System Environment, if Changing Whole Environment This Process is ‘User Environment Design’ Should Also Involve Brainstorming!

131 The User Environment Diagram Represents the New System Work Model Identifies Key Distinctions Focus Areas: Coherent Places That Support Work Purpose of Function Area Functions Within Focus Areas ‘Objects’ Used in Focus Area Constraints and Issues Movement Between Areas Specific Links: Single Link Double Link Does NOT Specify: What Interface Looks Like What Features Are Automated How Software Works etc… Still a Behavioral Specification

132 Sample User Environment Diagram Interact with Network Purpose: To retrieve from and store to the form database Functions: ¡ Retrieve forms ¡ Store forms Links: >Interact with Form Objects: Empty forms Completed forms Issues: Who can edit which forms? Interact with Form Purpose: View and edit content of form Functions: ¡ View content of form ¡ Enter collected data ¡ Edit previous data Links: >Interact with Network >Email Objects: Electronic form Issues: How is data entered while moving around? Email Purpose: Distribution of completed forms Functions: ¡ Send forms ¡ Send other comments Objects: Electronic forms Notes Spell-Check Purpose: View spelling errors and suggest fixes Recognition Purpose: Recognize inputs Issues: Handwriting and Voice?

133 Building From Storyboards Can Create UED By Looking at Storyboards What Are Common Focus Areas? What Are Required Functions? What Are Likely Transitions Just Remember that UED Must Account for ALL Tasks Either Need Storyboard for All Tasks OR Fill In the Gaps The Two Models Serve Different Purposes...

134 Building From Current System Can Also Make a UED of Current System What Focus Areas Does System Have? What Functions Are Done In Each? What Issues Are There In Each? Is a Good Reality Check! Can See If There Are Breakdowns, Issues Can See How Different Your System Are Differences Good? Necessary?

135 Traits of Good UED Focus Areas Make Sense Few Unnecessary Transitions ‘Like’ Functions Grouped Together No Unneeded Distinctions Between Focus Areas e.g. Can’t Edit Slide Contents on Slide Notes Page Minimize Multi-Step Transitions! Coherence!

136 Coherency: A Guiding Principle Coherence Is So Important It Deserves It’s Own Viewgraph A Coherent Environments Means: Similar Functions Are Done in Similar Ways Even In Different Focus Areas! Arbitrary Distinctions Between Functions and Between Focus Areas Are Eliminated! Is Good To Keep Number of Focus Areas Reasonably Low...

137 Partitioning the Work Coherence Is Good… And Dividing the Design Work Up Means Parts of Design Will Not Be Coherent But for Practicality’s Sake, Need to Partition Work There Are Some (Partial) Solutions Look For Focus Areas Serving ‘Like’ Purposes e.g. Edit Slides, Edit Slide Notes, Edit Slide Outline… And Have Same Team Work On Those!

138 What To Do With UED? I Go Design Things Yourself Figure Out Who Does What: Roles of People vis-à-vis Functions and Focus Areas Automated Roles Design Hardware / Software Underneath Design Interfaces Design Procedures Design Training

139 What To Do With UED? II Write Specifications Document for Others Specific Parts: Overview: Basic structure, purpose Supporting Data: Well-written analysis of your data collection, analysis and modeling, including diagrams Functional Requirements: Subdivided by Focus Area: What focus area is, work done there Subdivided by Functions: Full description of function, what inputs are, what outputs are, how system should behave Non-Functional Requirements: Performance, Reliability… Objects Manipulated in Focus Areas External Interfaces From Other Systems

140 Measuring Usability Chapter 19

141 Goals Task Analysis and Functional Specifications Release The Design Process Design Test

142 Time Line With every iteration, Fewer changes should be required Smaller changes should be required More subjects may be required in testing for significant results Iteration stopped when: System is perfect No time is left No money is left

143 What is Usability? “How Easily and Effectively the System Can Be Used by the Intended User” Note: The System Must Be Easy to Use AND The User Must Be Able to Use It To Do the Task AND ‘Usability’ Must Be From the Point of View of the Intended User, Not the Designer

144 Usability from the User’s Perspective


146 Measuring Usability (In General) Your Results Will Only Be as Comprehensive as Your Measures of Usability! Your Results Will Only Have as Much Depth as Your Measures of Usability! MORAL: Think Your Test Through Well! Consider the Possible GOOD Things About Your System Consider the Possible BAD Things About Your System Leave Space for the Unexpected

147 Starting to Measure Usability Definite Starting Point: Know the Functional Specifications of Your System (What You Want it to Do; What Tasks the System Should Make Possible for the User ) Think About Possible Problems With the System Start Early Informal Interviews With Paper Prototypes Cognitive Walkthroughs Heuristic evaluation by usability expert

148 What/How to Measure Quantitative - Objective Speed - reaction time Accuracy - number and types of errors Learning Curve - change over time Process - how they did task Qualitative - Subjective Attitude - like/dislike Opinions - what is good/bad?

149 Bias in Measures Quantitative Bias from experimenter what tasks examined what measurements used how measurements taken what subjects covered Qualitative Bias from experimenter AND subjects

150 Difficulties with Quantitative/Objective Measures Measures Actions But Not Thoughts – Thoughts Must Be Inferred Time spent on task Time spent looking at displays Errors made

151 Statistical Issues Sample Bias Size of group OR Volunteer Bias For statistical tests Use 5 point scale (very bad, bad, neutral, good, very good) Can perform t-tests (e.g., “Is the response to question X significantly higher/lower than ‘neutral?’”) Can perform correlation analysis (e.g., “Does the opinion of X go up when the opinion of Y goes up?”)

152 Difficulties with Qualitative/Subjective Measures May Be Intrusive -- interrupts task May Add Bias -- may indicate to subject changes in task by when you ask the question Subjects tend to correlate their usability ratings with their perceived performance -- say ‘It’s easy’ if they think they are doing well -- say ‘It’s too hard’ if they are not doing well. Subjects may have given up or shedded a portion of the task because of poor usability, but give a high usability rating

153 Generating a Survey I

154 Generating a Survey II Numeric Answers Gives You Data You Can Tabulate, Analyze, Test for Statistical Significance, Compare Features Allows You To Get Specific Answers to Specific Questions Free-Response Questions Gives You Answers You Might Not Have Thought To Ask For

155 Considerations in Questioning and Surveying Some People Tend to Answer ‘Yes’ to Everything -- Others Answer ‘No’ to Everything Use Unbiased Wording -- Don’t Lead Your Subjects to an Answer Consider Your Wording VERY CLOSELY -- Does It Ask What You Want To Know? For Rating Scales, Allow Both Good, Neutral and Bad Ratings. Don’t Waste Space on Lots of Demographics

156 Phases of Evaluation Formative Evaluation During design phase (e.g. with paper prototypes) Informal Done with designers, don’t involve users necessarily Checks against usability knowledge Summative Evaluation During test phase Formal Must involve users

157 Formative Evaluation: Check Heuristics Simple and Natural Dialogue Speak the User’s Language Minimize the User’s Memory Load Be Consistent Provide Feedback Provide Clearly Marked Exits Provide Shortcuts Provide Good Error Messages Error Prevention (from Molich & Nielsen, 1990, p. 339)

158 Summative Evaluation Laboratory Experiments Easily isolate effects Hard to scale up Representativeness? Quasi-Experiment Simulators/Microworlds Field Study (Case Study) Representativeness! Too complex to isolate effects Easily becomes messy Controlled Real-World

159 Comparison Evaluation Want to compare: New vs. Old system or method Two different new designs Two different groups of users Interface characteristics (vary semantics and syntax): menu structure color coding organization of information direct manipulation vs. keyboard input

160 Moral: Measuring Usability Concepts Can Be Hard! Subjective Measures May Add Bias or Be Intrusive Objective Measures Don’t Necessarily Measure Amount of Thought Required to Use Interface There are Trade-Offs With Each Type -- These Trade-Offs Must Be Considered in the Selection of Measurements, and in Data Analysis

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