big data is not the insight: the language of discovery:

#EnterpriseSearchEurope#languageofdiscovery#ageofinsight

The Language of DiscoveryWednesday, May 15, 13

Joe LamantiaUX Lead: Discovery Products & Services Oracle@moJoeJoeLamantia.comJoe.Lamantia@oracle.comhttp://slideshare.net/mojoe

Wednesday, May 15, 13

designed many discovery solutions

“In the next ten years, digital data alone is expected to grow 44 times. By 2020, there will be 4 billion people online creating 50 trillion gigabytes of data.”HP Intelligent Research

Volume: yotta, yotta, yottaVaried data ‘materials’

social, cultural, personal, environmental, economic, scientific

Full spectrum of granularityReal-time & historical perspectivesCommoditized infrastructure

storage, processing, distribution, publishing

Data ecosystem(s)

“‘Big Data’ always make[s] me think of some weird Star Trek: TNG fan fiction pron.”

Dan Saffer

value!data

value!dataPHASE1 PHASE 3PHASE 2

?Wednesday, May 15, 13

“The ability to take data - to be able to understand it, to process it, to extract value from it, to visualize it, to communicate it's going to be a hugely important skill in the next decades, not only at the professional level but even at the educational level for

elementary school kids, for high school kids, for college kids. Because now we really do have essentially free and ubiquitous data. So the complimentary scarce factor is the ability to understand that data and extract value from it.”

Hal Varian

http://www.mckinseyquarterly.com/Hal_Varian_on_how_the_Web_challenges_managers_2286

“the ...scarce factor is the ability to understand that data...”

http://www.mckinseyquarterly.com/Hal_Varian_on_how_the_Web_challenges_managers_2286

discovery is...?Wednesday, May 15, 13

not just searchWednesday, May 15, 13

more than visualization

DiscoveryAct or experience of seeing, finding, learning, or solving something.Something seen, found, learned, or solved.

search

visualization

analysis

prediction

discovery is making senseof the world

search

visualization

analysis

prediction

InsightGrasping or understanding meaning, significance, and/or a solution.

A valuable change in perspective or understanding that enables or guides further action.

insight!discoverydata +

Welcome toThe Age of Insight

Everything is discoverable

http://citydashboard.org/london/

urban statusWednesday, May 15, 13

W Antwerp WT?Wednesday, May 15, 13

influenceWednesday, May 15, 13

data journalismWednesday, May 15, 13

cultural analytics

‘Cliodynamics’ is a transdisciplinary area of research integrating historical macrosociology, economic history/cliometrics, mathematical modeling of long-term social processes, and the construction and analysis of historical databases.

scientific disciplinesWednesday, May 15, 13

we know you’re a dogWednesday, May 15, 13

Everyone discovers

ready data

interaction tools

engagement modelsWednesday, May 15, 13

consumer devicesWednesday, May 15, 13

“The datasexual looks a lot like you and me, but what’s different is their preoccupation with personal data.

They are relentlessly digital, they obsessively record everything about their personal lives, and they think that data is sexy. In fact, the bigger the data, the sexier it becomes.

Their lives - from a data perspective, at least - are perfectly groomed.” data as lifestyle

Horizon of Discoverability

present

future

discovery capability is expected in all interaction contexts

As I was waiting for a table at a local restaurant the other day, I flipped through a couple of the free classified papers.

I was shocked to realize how dependent I’ve grown on three simple features that just aren’t available in the analog world: search, sort and filter.

http://uxdesign.smashingmagazine.com/2012/04/10/ui-patterns-for-mobile-apps-search-sort-filter/

Discovery is Everyware

multi-channel experiences

networked devices & places ubicomp environments

information shadows

product, service, personal avatars

mixed realities

Discovery is the most important interaction in the emerging Age of Insight

How to design discovery experiences...?

mediated sense makingWednesday, May 15, 13

information retrievalWednesday, May 15, 13

precursorsBates - tactics & categoriesO’Day & Jeffries - categoriesCool & BelkinEllis - behaviors & modesMarchionini - IR frameworkSpencer - ModesLamantia - Modes & patterns

Patterns of form are inadequate.

Need & context vary wildly

Task patterns = vague...

insight!activitydata +

Activity Centered Design

The same thing we do every night...

Research-basedWednesday, May 15, 13

ResearchDevelop &Produce

MarketSell &

Deliver

Operations & Planning

Digital Asset Mgmt

Financial Analysis

Enterprise Search & Knowledge Mgmt

SpendAnalysis

Market Intelligence

Product Information Mgmt

Inventory & DeliverySales &

Customer Analysis

Field Service Analysis

WarrantyAnalysis

MaintenanceRepair & Overhaul

Call Centers & Knowledge Mgmt

Customer Risk Analysis

Part, Commodity & Supplier Analysis

Manufacturing & Quality Inventory &

Demand Visibility

Human Capital Management

Program & Portfolio Mgmt

Data Quality & Governance

Pricing Analysis

Claims Analysis

Service Support &

Maintain

Measure Plan & Operate

solution contextsWednesday, May 15, 13

scenario analysis

“Understand the quality performance of a part and module set in manufacturing and the field so that I can determine if I should replace that part.” - Engineering

“Understand a lead's underlying positions so that I can assess the quality of the investment opportunity.”

“Understand a portfolio's exposures to assess portfolio-level investment mix.” - Portfolio Manager

“I need to understand the cost drivers for this commodity so I can negotiate better terms with my suppliers and forecast business risk based on market indices.” - Procurement

User Scenarios

The Language of Discovery:

A concrete descriptive language for human discovery activity in diverse contexts.

A simple and consistent vocabulary that is independent of domain, role, information type, etc.

The Language of Discovery:

A concrete descriptive language for human discovery activity in diverse contexts.

A simple and consistent vocabulary that is independent of domain, role, information type, etc.

activity grammar

Leverages what is common in human discovery.

Allows for what varies in contexts of discovery.

Enables understanding of discovery needs and context

Generative tool for discovery capability and experiences

DISCOVERY SWednesday, May 15, 13

Identifying Modes

“Understand the quality performance of a part and module set in manufacturing and the field so that I can determine if I should replace that part.” - Engineering

“Understand a lead's underlying positions so that I can assess the quality of the investment opportunity.”

“Understand a portfolio's exposures to assess portfolio-level investment mix.” - Portfolio Manager

“I need to understand the cost drivers for this commodity so I can negotiate better terms with my suppliers and forecast business risk based on market indices.” - Procurement

Comprehending‘To generate insight by understanding the nature or meaning of something’

e.g. “I need to analyze and understand consumer-customer-market trends to inform brand strategy & communications plan” – Director, Brand Image

Locating

‘To find a specific (possibly known) item’

e.g. “I need to find a new part with particular technical attributes and then source it from the most qualified supplier”

– Engineer

domain independentscale independentstructurally consistentsemantically distinctorthogonalconceptually connectedsequencablecombinable

Modes seem to be internalized & common.

they work like music notes

Exploring‘To proactively investigate or examine something for the purpose of serendipitous knowledge discovery’

e.g. “I need to identify the cost drivers for this commodity so I can negotiate better terms with my suppliers and forecast business risk based on market indices” – Procurement

Monitoring‘To maintain awareness of the status of something for purposes of management or control’

e.g. “I need to monitor at risk/failing customers/dealers so I can prompt my Account Reps to fix the problems”

– Sales Manager

Locating‘To find a specific (possibly known) item’

e.g. “I need to find a new part with particular technical attributes and then source it from the most qualified supplier”

– Engineer

Evaluate‘To use judgement to determine the significance or value of something with respect to a specific benchmark’

e.g. “I need to determine my current state in my prints so I can evaluate if I have price variation to negotiate a better price”

– Procurement

Verify‘To confirm or substantiate that something meets some specific criterion’

e.g. “How can I determine if I am looking at the latest information for a part or supplier?” – Supply Chain Specialist

Compare‘To examine two or more items to identify similarities and differences’

e.g. “I need to compare our module set teardowns with competitive teardown information to see if we’re staying competitive for cost, quality and functionality” – Engineer

best route is?

LocateVerifyMonitorCompareComprehendExploreAnalyzeEvaluateSynthesize

9 modes

LocateTo find a specific (possibly known) thinge.g. I need to find a new part with particular technical attributes and then source it from the most qualified supplier - Engineering

Verify‘To confirm or substantiate that an item or set of items meets some specific criterion’e.g. How can I determine if I am looking at the latest information for a part or supplier? - Supply Chain Specialist

Monitor‘To maintain awareness of the status of an item or data set for purposes of management or control’e.g. I need to monitor at risk/failing customers/dealers so I can prompt my Account Reps to fix the problems - Sales Manager

CompareTo examine two or more things to identify similarities & differencese.g. I need to compare our module set teardowns with competitive teardown information to see if we’re staying competitive for cost, quality and functionality - Engineering

ComprehendTo generate insight by understanding the nature or meaning of somethinge.g. I need to analyze and understand consumer-customer-market trends to inform brand strategy & communications plan – Director, Brand Image

ExploreTo proactively investigate or examine something for the purpose of knowledge discoverye.g. I need to understand the cost drivers for this commodity so I can negotiate better terms with my suppliers and forecast business risk based on market indices - Procurement

AnalyzeTo critically examine the detail of something to identify patterns & relationshipse.g. I need to know the cost drivers for a part such as materials that impact cost. Is the relationship a correlation or step function for a part cost driver? - Engineering

EvaluateTo use judgement to determine the significance or value of something with respect to a specific benchmark or modele.g. I need to determine my current state in my prints so I can evaluate if I have price variation to negotiate a better price - Procurement

SynthesizeTo generate or communicate insight by integrating diverse inputs to create a novel artifact or composite viewe.g. I need to prepare a weekly report for my boss (sales mgr) of how things are going - Account Rep

grammatical structure & behavior

Modes are the verbs of discovery scenarios.

Explore

something

to effect

result or goal.

object

predicate

Discovery Goal

You can explore: peopleplaceseventsobjectsdatatopicsprocesses...??

you said they work like music?

ModeWednesday, May 15, 13

Monitor

Explore

...currently popular colors over useful intervals

...currently popular colors, or colors popular in the past

Verify

That a color is popular now or in the past

When I use the tool, I can...

Monitor

Explore

...articles to see what is new and available.

...available articles and topics to identify those of interest to me.

Locate

... and read articles of interest, supporting information, and related materials.

As a reader, I can...

Monitor

Explore

...the tweets of people I follow, my followers, community interactions.

...trends and active topics, and suggestions for people to follow.

..tweets, people, hashtags / topics

My twitter home page allows me to...

Locate

Synthesize

...new tweets via composition, retweet, or favorite tweets.

you said they work like music?

scenario analysis: multiple / sequential modes

Chains

1. Replace a problematic part (from sourcing, cost or technical perspective)

2. ...with an equivalent or better part

3. ...without compromising quality and cost.

1. Replace a problematic part (from sourcing, cost or technical perspective)

Analyze

Compare

Evaluate

Comparative Search1. Replace a problematic part

(from sourcing, cost or technical perspective)

Analyze

Compare

Evaluate

1. Analyze

2. and understand gaps between current cost of commodity

3. versus best in class manufacturing costs.

1. Analyze

Analyze

Compare

Evaluate

Comparative Search1. Analyze

Analyze

Compare

Evaluate

enterprisescenario chains

Comparative Search

Identify parts used for same function as candidates for commonization and complexity reduction - Core Engineer

Replace a problematic part (from sourcing, cost or technical perspective) with an equivalent or better part without compromising quality and cost. - Engineering

Compare our module set teardowns with competitive teardown information to see if we’re staying competitive for cost, quality and functionality. - Engineering

Compare a lead's performance claims with relevant benchmarks to assess the lead's claims - Portfolio Manager

See the difference between what we are spending and what we should be spending to maximize savings (between actual PO and should costs). - Procurement

Analyze & understand gaps between current costs of commodity versus best in class manufacturing costs - Cost Estimators

Analyze Compare Evaluate

Exploratory Search

Identify opportunities to optimize use of tooling capacity for my commodity/parts - Core Engineer

Identify sales opportunities and targets (increased key customer market share across categories/brands; upsell-cross sell; promotional targets - District Manager

Evaluate & optimize our product portfolio: Which products should we de-list and retire? What new products should we be making/selling? - Category Manager

Identify the best customer/consumer/region targets for our brand/products - Brand Manager

Determine suppliers to use for parts in my program and execute sourcing agreements - Core Buyer

Identify customers/marketers/dealers failing & at risk of de-branding based on performance problems - Program Administrator

Explore Analyze Evaluate

Strategic Oversight

Monitor how well we are tracking to revenue and margin targets by division - SVP Sales

Monitor and grade incoming incidents; close incidents, add incident close codes - Supervisor/Inspector

Monitor global commodity use in relation to plan/guidelines to identify gaps that require corrective action - Core Engineer

Monitor how well we are tracking to revenue and margin targets by division - District Manager

Monitor & evaluate how our brand is performing in re: revenue, margin, and market share targets - Brand Manager

Financial Analyst: Monitor & assess commodity status against strategy/plan/target

Monitor Analyze Evaluate

Strategic Insight

Track module cost versus functionality over time to determine trends. - Engineering

Understand the quality performance of a part and module set in manufacturing and the field so that I can determine if I should replace that part. - Engineering

Understand a lead's underlying positions so that I can assess the quality of the investment opportunity - Portfolio Manager

Understand a portfolio's exposures to assess portfolio-level investment mix - Portfolio Manager

I need to understand the cost drivers for this commodity so I can negotiate better terms with my suppliers and forecast business risk based on market indices. - Procurement

Analyze Comprehend Evaluate

Comparative Synthesis

Analyze and understand consumer-customer-market trends to inform brand strategy & communications plan - Director, Brand Image

Find out how many parts I have in my module set of parts and find ways to reduce cost across them - Engineering

Formulate scope & strategy for sourcing and gap closure - Core Buyer

Analyze and understand a market: marketer network, competitive position, customer sat, & share, etc. to inform brand strategy and communications plan - Brand Image Analyst

Analyze Compare Synthesize

Analyze Comprehend Evaluate

Analyze Compare SynthesizeComparativeSynthesis

StrategicOversight

Exploratory Search

StrategicInsight

Comparative Search

Analyze Compare Evaluate

Enterprise Scenario Chains

consumer scenariochains

http://www.flickr.com/photos/t_zero/7350565830/in/photostream/

consumer scenariochains

277 ‘micro-scenarios’ - brief narratives that illustrate the end user’s goal and the primary task/ action they take to achieve it.

• Find best offers before the others do so I can have a high margin.

• Get help and guidance on how to sell my car safely so that I can achieve a good price.

• Understand what is selling by area/region so I can source the correct stock.

• See year-on-year ad spend trends for TV and online to supply to the Head of Global Media.

Qualified Search

A variant of the stereotypical findability task in which immediate verification is required:

“Find trucks that I am eligible to drive” (29 instances)

Locate Verify

A"Model"of"Consumer"Search"Behaviour"Tony Russell-‐Rose and Stephann Makrihttp://red.cs.nott.ac.uk/~mlw//EuroHCIR2012-‐Proceedings.pdf

Insight-driven Search

An exploratory search for insight to resolve an explicit information need:

“Assess the proper market value for my car” (45 instances)

Explore Analyze Comprehend

Opportunity-driven Search

A semi-directed exploration aiming at serendipitous discovery:

“Find useful stuff on my subject topic”(31 instances)

Explore Locate Evaluate

Explore Analyze

Evaluate

Insight-drivenSearch

Comprehend

Explore Locate

Qualified Search

Locate Verify

Consumer Scenario Chains

ModeWednesday, May 15, 13

recognizable mode chains

Analyze

Evaluate

Comparative Search

1. Analyze the popularity and importance of colors over time to see patterns

2. Compare colors in terms of importance and popularity at various cycles, trends, and moments.

3. Evaluate colors vs. their current and historic importance and popularity.

Color Forecast users can...

...of colors I may use for my purposes

Compare

Analyze

Comprehend

Evaluate

Strategic Insight

1. Analyze events and topics using the data and tools provided

2. Understand the events and topics using the Guardian’s perspective and my own.

3. Evaluate all perspectives, as well as the actions and decisions based on them.

Data blog readers can...

into events & actions of government & societyWednesday, May 15, 13

Analyze

Comparative synthesis

1. Analysis of the causes, participants and events of the UK riots

2. Comparison of suggested causes, insights and explanations into the events.

3. Synthesis of these insights into a coordinated perspective on the riots

Data blog readers can...

of all insights into the causes of the UK riots

Compare

Synthesize

Evaluate

Exploratory search

1. Explore the author’s profile, activity and community interactions.

2. Analyze the author’s followers, activity, tweets, community interaction, who they follow.

3. Evaluate the author to decide their relevance and value.

Twitter users can...

... for valuable people streams to follow

Explore

Analyze

mode networks

Analyze

AnalyzeMonitor

Explore

Compare

Comprehend Synthesize

Evaluate

Verify

Mode Networks

AnalyzeExplore Comprehend

Evaluate

Verify

Locate

Mode Networks

Exploratory Search

Initial SummaryOperative

Analyze

AnalyzeMonitor

Explore

Compare

Evaluate

Verify

Source: The Sensemaking Process & Leverage Points For Analyst Technology

Sensemaking

Using the languageUsing the language

To inform the core principles for the user experience of the product

To coordinate the design of product features and functions across channels and form-factors

To evaluate the quality and success of product designs, in terms of usability, engagement, value, etc.

To establish a roadmap for the product's evolution and determine development efforts

To shape strategy for a portfolio of products by understanding the value proposition of current and potential new products

Product Strategy,Definition & Design

To guide the deployment of the product as part of a solution for customers

Identifying needs via scenarios and other solution specification tools

Crafting functional requirements and interaction designs for deployed applications

To describe and publish patterns and best practices in implementation of the product - workspace, application, application suite

solution design for product customers

Mode-based design

discovery application template

Supply Chain ManagementAnalytics and Forecasting

Enables understanding of discovery needs and context

Define & Review the Goals, Problems, & User Context

Goals & Scenarios

§Plan§Optimize§Launch§Build

User Types

§Knowledgeable§Enthusiast§Uncertain Explorer§Manager

Business Goals

§Engagement§Conversion§Cross-Sell§Adoption§Acquisition

Discovery Assets

§Product info§Rich Media§Textual Info§Social Media§Metrics

What decision-discovery

support and information

assets will help them achieve their

goals?

What are business-user critical goals & scenarios? What do they need to

know to succeed?

What are the business

strategies, objectives, &

priorities?

Modes & Chains

§Locate§Explore§Strategic Insight§Qualified Search

How do people need to interact with information assets & each

other to achieve their goals?

Who are the critical users and

how do their discovery needs

& behaviors vary?

Supply Chain Process

Source ManufacturePlan Distribute Replenish

Planning Team Planner / Analyst Planning Manager

Planners: Needs & Goals

Planner / Analyst

• Create and update accurate forecasts on a weekly basis at a very detailed level, such as the number of packs of each product SKU needed for a single store. Forecasts evolve through several iterations before reaching their final state, allowing and requiring Planners to incorporate data on sales, inventory, customer activity, etc. as it accumulates in real time.

• Improve the accuracy of forecasts and forecasting methods by understanding the nature, degree, and source of forecasting errors in reference to a large number of defined metrics and performance measures.

• Analyze and understand changes in the factors affecting forecast accuracy, and enhance forecasting methods to reflect these changes.

Planning Manager

• Monitor and review the accuracy of Planners’ forecasts to assess individual and team performance

• Determine the specific metrics and performance measurements that Planning teams use for reference, based on the long-term goals of the organization.

• Evaluate and improve the effectiveness of forecasting practices and tools used by planning teams

Managers: Needs & Goals

• Achieve 100% forecast accuracy

• Maintain forecast accuracy over time, and in all situations.

Planning Team

recognizable mode chains

Synthesize

Analyze

To create new forecasts, Planners:

Analyze their previous forecasts and newly identified causal factors

Compare them to accuracy baselines and the expected impact of correlating factors such as seasonal events or weather

Create new forecasts that reflect insights from analytical activities

Planners: Mode Chains

Compare

Forecastactivitydata +

To improve forecasting accuracy, Planners:

Analyze cumulative and historical accuracy and error rates to

Understand the factors affecting forecasts

Evaluate the relevance and usefulness of newly identified causal factors by retrospectively including them in previous forecasts

Planners: Mode Chains

Analyze

Comprehend

Evaluate

Strategic InsightWednesday, May 15, 13

Causesactivitydata +

Analyze

Managers assessing Planner performance:

Monitor the accuracy of forecasts made by individual analysts and the team

Analyze forecasts for patterns and trends in variance and accuracy

Evaluate the effectiveness of analysts, and forecasting methods.

Planning Managers: Mode Chains

Evaluate

Strategic Oversight

Monitor

Methodactivitydata +

Forecast (location)

Causal Factor

Methodology

Discovery scope

Generative tool for discovery capability and experiences

how much?

when & where?

what behavior?

Information in workspaces:

3 screen types composed of defined components (portlets) offering discovery ‘functions’

• faceted navigation• data visualization• application navigation• tabular data• search• context management• metrics• alerts• filtering

Application Structure

Dashboard Screen

Planners Monitor the accuracy of their own forecasts compared with established baselines and targets.

Planning Managers Monitor the accuracy of all the forecasts made by the Planning team.

Dashboard Screen

Planner / Analyst Planning Manager

Strategic Oversight

One pane enables monitoring of each major area of supply chain activity, such as Inventory or Capacity.

Provides summary status of processes via KPIs and measurements.

Dashboard ScreenA chart presents historical values of these measures for Analysis.

Alerts allow Planners to monitor, analyze, and evaluate changes to supply chain flow.

Initiate the Strategic Insight chain: follow linked data points in charts, metrics and alerts ‘deeper’ into the information space.

Dashboard Screen

Focused on one sub-function of the supply chain: forecasts and activity for ‘restocking’ of products in retail settings through stages of the supply chain.

Search, Breadcrumb, and Faceted Navigation components allow the user to understand & manage the data that is presented in the workspace tables, charts, while analyzing the information.

Summarize and communicate workspace context to users to provide orientation and comprehension.

Analysis Screen

‘Metric summary’, which follows on from the performance indicators identified on the Dashboard,

Visibility into the smaller scale measures that determine the status of the supply chain; specifically, the accuracy of forecasts (compare & evaluate).

Analysis Screen

Below the summary, a group of components presents a visualization and data grid of a single metric grouped by one or more variables (e.g. quantity by product type) to enable analysis.

These ‘metric breakouts’ help Planners and Managers comprehend the factors contributing to the status of each metric. This combination facilitates a wider range of analysis methods than either presentation method supports alone.

Analysis Screen

Supporting tables provide lists of the individual transactions for detailed analysis and evaluation.

Analysis Screen

Analyze Comprehend EvaluateStrategicInsight

Planning teams use the Trends screen to explore and understand the state of the supply chain, and the accuracy of their forecasts over time.

For this purpose, the Trends screen is primarily designed to support the Exploratory Search (Explore-Analyze-Evaluate) and Comparative Synthesis (Analyze-Compare-Synthesize) chains, in which Planners and Managers seek to identify new patterns in time and supply chain activity and suggest potential causal factors.

The value of the Trends screen is best understood in the context of sequences of mode chains, such as Strategic Oversight in companion with Comparative Synthesis or Exploration Driven Search in companion to Strategic Insight.

Trends Screen

Explore Analyze EvaluateExploration-drivenSearch

Sequences

Planners will follow the Strategic Oversight chain for visibility into the status of their published final forecasts vs. actual activity in the supply chain;

When errors or variances beyond an acceptable threshold emerge in one or more forecasts, they will switch to the Strategic Insight chain in order to understand the new situation.

They will move on to the Comparative Synthesis chain to revise their forecasts to reflect their newly generated insights and improved understanding.

They will then switch back to Strategic Oversight to maintain ongoing awareness of the accuracy and effectiveness of their revised forecasts over time.

StrategicInsight

StrategicOversight

Planners: Mode SequencesPlanner / Analyst

StrategicInsight Comparative SynthesisStrategic

OversightStrategicOversight

Mode Sequences

Business Process Optimization

“Process optimization is the discipline of adjusting a process so as to optimize some specified set of parameters without violating some constraint. The most common goals are minimizing cost, maximizing throughput, and/or efficiency. This is one of the major quantitative tools in industrial decision making.http://en.wikipedia.org/wiki/Process_optimization

A business process or business method is a collection of related, structured activities or tasks that produce a specific service or product (serve a particular goal) for a particular customer or customers.

Planning Managers seeking to improve the forecasting practices and methods of their teams will employ a sequences of mode chains that begins with Exploratory driven Search, to identify exemplars of particularly strong or weak forecasts and forecasting practices.

They will move to Strategic Insight to understand how and why these practices exhibit strength or weakness.

Comparative Synthesis will help Managers formulate new or improved measurements and forecasting practices.

They will rely on Strategic Oversight to gauge the effectiveness of new or enhanced practices once in effect.

StrategicInsight

ComparativeSynthesis

ExploratorySearch

StrategicOversight

Managers: Mode SequencesPlanning Manager

StrategicInsight

Comparison-driven Synthesis

Exploration-driven Search

StrategicOversight

Mode Sequences

Business Process Re-Engineering / Design

“Business process re-engineering is the analysis and design of workflows and processes within an organization.”

http://en.wikipedia.org/wiki/Business_process_reengineering

interaction-based language for business-

level dialog

Monitor Synthesize

Locate

Explore

Monitor

• New tweets by people the user follows• Interactions with other twitter users• Activity related to the user’s profile• People, topics, or items recommended

Strategic Oversight

Analyze

AnalyzeMonitor

Explore

Compare

Evaluate

Verify

Mode Networks

Explore Analyze

Evaluate

Insight-drivenSearch

Comprehend

Explore Locate

Qualified Search

Locate Verify

Consumer Scenario Chains

AnalyzeExplore Comprehend

Evaluate

Verify

Locate

Mode Networks

Header

Stream

CoreSecondary

Monitoringconsoles

Search results

#Discover@Connect

Favorites Lists

Following Followers

Mentions

Activity Who to follow

Find friends

Browse categories

TweetShared asset

Exploration & extensionworkspaces

• Using the modes as a generative design tool requires mapping of information assets.

• Not a one-to-one correspondence between a composite of modes such as a chain, and an interaction component of any size or scope.

• Modes are useful as alignment tool for product’s concept model and users’ mental models.

• Well designed interaction components combine modes together into compact functions that accomplish more than one ‘micro-task’ at the same time – e.g. Show conversation link locates and presents info for exploration / comprehension/ analysis.

• Every individual system will have its own idiosyncratic network of modes and chains that arises from the particular user journeys it needs to support. Designers must understand and reference this local map to create effective systems, and specifically to define the right UX architecture.

• Local mode networks should be analyzed along three axes: for recurring modes and mode chains, for intersecting or overlapping modes and mode chains, and for sequences of modes and chains.

• Constructive units need ‘linkages’ – not sure what / how to represent linkage using current language. Continuity is one thing linkages address and enable. Need an understanding / definition of continuity.

• Scope of information needed for an activity and the interaction component that enables it can be addressed via density of info, or scope of interaction component.

•Wednesday, May 15, 13

learn hearts & mindsrely on known modes & sequencesparsimonious compositionhunt cross-channel flowsoptimize for core scenariosevery interaction enhances insight

References & ResourcesLanguage of Discovery

Publications Russell-Rose, T., Lamantia, J. and Burrell, M. 2011. A Taxonomy of Enterprise Search and Discovery. Proceedings of EuroHCIR 2011, London, UK. http://ceur-ws.org/Vol-763/paper4.pdf

Russell-Rose, T., Lamantia, J. and Burrell, M. 2011. A Taxonomy of Enterprise Search and Discovery. Proceedings of HCIR 2011, California, USA. https://docs.google.com/a/kent.edu/viewer?a=v&pid=sites&srcid=ZGVmYXVsdGRvbWFpbnxoY2lyd29ya3Nob3B8Z3g6NzdmYjc3OWY2ZjQ2Zjg4MQ

Russell-Rose, T. and Makri, S. 2012 A Model of Consumer Search Behavior. Proceedings of EuroHCIR 2012, Nijmegen, NL.

Designing the Search Experience: forthcoming

References & ResourcesThe sensemaking process and leverage points for analyst technology as identified through cognitive task analysis, Pirolli, P., & Card, S. (2005)https://analysis.mitre.org/proceedings/Final_Papers_Files/206_Camera_Ready_Paper.pdf

Exploratory search: from finding to understanding, Gary Marchionini, Communications of the ACM, Volume 49 Issue 4, April 2006http://www.ischool.utexas.edu/~i385t-sw/readings/Marchionini-2006-Exploratory_Search.pdf

Lamantia, Joe. “Goal Based Information Retrieval Experiences” JoeLamantia.com, (June 20, 2006).http://www.joelamantia.com/informationarchitecture/goalbasedinformationretrievalexperiences

Lamantia, Joe. “10 Information Retrieval Patterns” JoeLamantia.com, (June 29, 2006).http://www.joelamantia.com/information-architecture/10-information-retrieval-patterns

Lamantia, Joe. “Discovering User Goals / IR Goal Definitions” JoeLamantia.com, (June 24, 2006).http://www.joelamantia.com/information-architecture/discovering-user-goals-ir-goal-definitions

Spencer, D. 2006. “Four Modes of Seeking Information and How to Design for Them”. Boxes & Arrows: http://www.boxesandarrows.com/view/four_modes_of_seeking_information_and_how_to_design_for_them

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Marchionini, G. 2006. Exploratory search: from finding to understanding. Commun. ACM 49(4): 41-46

Norman, Donald A. 2006. Logic versus usage: the case for activity centered design. Interactions 13, 6

O'Day, V. and Jeffries, R. 1993. Orienteering in an information landscape: how information seekers get from here to there. INTERCHI 1993: 438-445

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Sutcliffe, A.G. and Ennis, M. 1998. Towards a cognitive theory of information retrieval. Interacting with Computers, 10:321–351.

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Cool, C. & Belkin, N. 2002. A classification of interactions with information. In H. Bruce (Ed.), Emerging Frameworks and Methods: CoLIS4: proceedings of the Fourth International Conference on Conceptions of Library and Information Science, Seattle, WA, USA, July 21-25, 2002, (pp. 1-15).

Ellis, D. 1989. A Behavioural Approach to Information Retrieval System Design. Journal of Documentation, 45(3), pp. 171-212.

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Ellis, D. & Haugan, M. 1997. Modelling the Information-seeking Patterns of Engineers and Research Scientists in an Industrial Environment. Journal of Documentation 53(4), pp. 384-403.

Makri, S., Blandford, A. & Cox, A.L. 2008. Investigating the Information-Seeking Behaviour of Academic Lawyers: From Ellis’s Model to Design. Information Processing and Management 44(2), pp. 613-634.

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