may 22, 2007mohamad eid discovery chapter 5. may 22, 2007mohamad eid outline discovery phase...

May 22, 2007 Mohamad Eid

Discovery

Chapter 5


Outline Discovery Phase Framework Collection Interpretation Documentation Design Scenario


Discovery

During the collection portion you will formally identify: The people who are involved with the work The things they use to do the work The processes that are involved in the work The information required to do the work The constraints imposed on the work The inputs required by the work The outputs created by the work


Discovery

You will then interpret the information by: Creating descriptions of the people who do the work Describing the different goals involved in the work Documenting the work step by step Creating different stories about how the various

aspects of the work are done Creating charts and diagrams of the work flow Tracing the different stories identified with the various

people through the charts and diagrams


Discovery Phase Framework


Exploring the Work Domain

Design projects are diverse Incorporating new designs into existing workflows Improving designs already in place Designing innovative devices

Work domains are diverse Tracking inventory Customer orders Billing Websites


Exploring the Work Domain Identify all stakeholders There are four types of stakeholders:

Primary—The person who uses the design directly Secondary—The person who either supplies input or

receives output from the design Facilitator—The person who maintains or develops the

design Indirect—The person who is affected by the use of the

design but has no contact with it, such as the user’s superior or coworkers and the client who is paying for the project (the client may or may not also be the primary stakeholder)


Organizing the Discovery Process

What/How—What activities are involved and how are they accomplished? This will include the documentation of the various

computer-based and non–computer-based activities and deliverables.

Where/When—We need to understand the impact of physical location on the work flow. Our design may involve changes to the physical location

of the people who do the work We also need to understand the temporal aspects of the

work. Are there any prerequisite activities, and, if so, in what

order must they be completed?


Organizing the Discovery Process

Who/Why—We must understand: Who is involved Why they are involved Their role in the present work flow How they may respond to any changes implemented

These people are the stakeholders in the project.


Collection - Methods of Collection

Methods of Collection Observation: Valuable information can be obtained

by watching people perform their activities in the context of the work environment. Observations can be made directly during the work day or indirectly using video and auditory recordings.

Elicitation: Elicitation methods also involve direct and indirect methods of investigation, such as interviews, focus groups, and questionnaires.


Collection - Methods of Collection


Collection - Observation

Direct—Ethnographic methods involve going to the work site and observing the people and the infrastructure that supports the work flow

Indirect—You can use indirect methods of observation by setting up recording devices in the work place The use of indirect methods may require a

significant degree of transparency


Collection - Elicitation

Tools for eliciting information from the various stakeholders: Direct

InterviewsFocus groups

IndirectCorporate documentationLogs and notesQuestionnaires


Collection - Elicitation - Direct

Direct methods of elicitation involve fact-to-face communication Physical aspects Cultural aspects Neutral linguistic approach Individual communication styles Tangents


Collection - Elicitation – Direct - Interviews

Interviews On-site interviews: may help people remember aspects of

the job Away from job site interviews: not interrupted by normal

work related events

Be polite and courteous during interviews


Interviews Open-ended questions: can be used to explore

issues and elicit rich information about complex topics

Closed-ended questions: can generally be answered with a polar yes/no response or a simple description.




Interviews Predefined Scenarios: The interviewer can use

predefined scenarios to stimulate conversation and gain insight

Focus of Interview: It is important that the purpose of the interview is clearly defined

Wrap-Up: It is important to share your thoughts about the results of the interview

Advanced Organizers: Advanced organizers can be helpful in setting the frame of the design process


Collection - Elicitation – Direct – Focus Groups

Focus Groups Require a moderator/facilitator to keep discussion

on track Maintain spontaneity Have clearly defined outcomes Provide participants with a context for the project


Collection - Elicitation – Direct – Focus Groups

The advantages of focus groups: They are relatively inexpensive and easy to set up. They can be used early in the design process to help to identify

and prioritize features. They help you to gain insight into people’s attitudes and

motivations.

The disadvantages of focus groups: They only represent the views of one particular group. They are not statistically significant. They do not provide information about usability.


Collection - Elicitation – Indirect - Questionnaires

Questionnaires are familiar Questionnaires can contain open and closed

questions Questionnaires can include the following:

Mutually exclusive choices (radio buttons) Non–mutually exclusive choices (checkboxes) Ranges (overlapping, open-ended) Scales (Likert scales, semantic differential scales) Short-answer fill-ins Comments



Advantages of questionnaires: They do not involve face-to-face contact and can be

administered remotely. They can be used to supply information for primary

stakeholder profiles. They can be used to ascertain whether proposed solutions

will meet with acceptance as well as to elicit new ideas. They can also be used to double-check the feedback

obtained from one-on-one interviews. They can reach a large audience with relatively little

expense.



Disadvantages of questionnaires: Vague questions will return ambiguous responses

that will serve no useful purpose or the design. People do not like to fill out long questionnaires. Closed-ended questions can restrict responses. Open-ended questions can be hard to quantify.



Guidelines for questionnaires: Be consistent. Phrase instructions clearly. Speak the user’s language. Avoid jargon or technical terms. Order the questions beginning with the easy or less controversial

ones. Use logical grouping. Avoid compound questions. Use appropriate form elements, for example, radio buttons,

checkboxes, and so on. Use an appropriate scales for questions with discrete responses. Avoid overlapping ranges. Include a “None of the above” when appropriate. Be sensitive to the balance of positive and negative questions


Interpretation

Task Analysis Storyboarding Use Cases Primary Stakeholder Profiles


Interpretation - Task Analysis

Task analysis is a way of documenting how people perform tasks

A task analysis includes all aspects of the work flow

It is used to explore the requirements of the proposed system and structure the results of the data collection phase


Interpretation - Task Analysis Task decomposition

A linear description of a process that captures the elements involved as well as the prevailing environmental factors.

Hierarchical task analysis (HTA) HTA provides a top-down, structured approach

to documenting processes.


Interpretation - Task Analysis - Task Decomposition

Identify the process Describe the steps Include the following:

The reasons for the actions The people who perform the actions The objects or information required to complete

the actions



Task decompositions should try to capture the following: The flow of information Use of artifacts Sequence of actions and dependences Environmental conditions Cultural constraints



Task decompositions include: Goal—This defines the top-level goal for the analysis Information—This includes all of the information you need

to perform the task Objects—These include all of the physical objects you will

use to find the information Methods—These are the various ways you can proceed. Objectives—These are the subgoals Procedures—These are the triggers that may initiate

contingency activities Contingencies—These will describe what you need to do

if one of your methods does not work


Interpretation - Task Analysis - HTA

Hierarchical task analysis (HTA) Start with a specific goal and then add the tasks

or subgoals required to achieve that goal. An HTA is read as follows:

A box on top of another box describes what we want to do (subgoal).

The box below another box describes how it is done.Plans control the flow between subgoals.



First part of the HTA of the “schedule a team meeting” task.



Second part of the HTA of the “schedule a team meeting” task.


Interpretation - Storyboarding

Storyboarding involves using a series of pictures that describes a particular process or work flow Can be used to study existing work flows or

generate requirements. Can facilitate the process of task decomposition Used to brainstorm alternative ways of

completing tasks.


Storyboard of a computer based telephone

Computer Telephone Last Name: First Name: Phone:Place Call Help

Help->

Computer Telephone Last Name: Greenberg First Name: Phone:Place Call Help

Dialling....Cancel

Call

connected...

Computer Telephone

Last Name: Greenberg First Name: Phone:

Place Call Help

ConnectedHang up

Call completed...

Return

Help Screen You can enter either the person's name or their number. Then hit the place button to call them

Call by name->

Computer Telephone

Last Name: Greenberg First Name: Phone:Place Call Help

Establishing connection->


Interpretation – Use Cases Use cases represent a formal, structured

approach to interpreting work flows and processes Designed to describe a particular goal and

explore the interaction between users and the actual system components.

Jacobson et al. (1992) Incorporated into the Unified Modeling

Language (UML) standard.


Interpretation – Use Cases

The two main components of use cases are the actors and the use cases that represent their goals and tasks. Actors: similar to stakeholders, but can also include other

systems, networks, or software that interacts with the proposed system.

Use Cases: Each actor has a unique use case, which involves a task or goal the actor is engaged in.

Describe discrete goals that are accomplished in a short time period

Describe the various ways the system will be used and cover all of the potential functionality being built into the design



Use case diagram of “schedule a meeting” process.



There may be diverse paths through a Use Case Basic Path: The primary path through the use case is

the one that is completed without any diversions from error conditions or extenuating circumstances

Alternate Path: Alternate paths test the exception-handling capabilities of the system.

They capture premature termination of a process choosing of a different method possible error conditions



Scenarios: Each unique path through the use case is called a scenario. Scenarios represent discrete instances that

combine to create the complete use case. They are the lowest level of the use case and

should cover all conceivable paths and alternatives.


Interpretation - Primary Stakeholder Profiles

Primary Stakeholder Profiles are used to define the target user

The constructs covered include: Context of use Cognitive ability Physical ability Individual profile



Context of Use for a common office desktop system



The cognitive abilities of the target user affect the design

The cognitive abilities of the target user may be specific or more general

Describe situations where cognitive ability must be specific and where it is more general



Domain expertise may not correlate with computer literacy



The human condition includes wide ranges of abilities visual auditory haptic

Describe situations when physical ability will affect design



There are situations when personal user information is required

Describe some design situations that require personal information


Documentation Mission Statement

Project goals: What is the value proposition? What needs will the new system address?How will it address these needs?

Project scopeWhat does the proposed design include or exclude? What are the external constraints such as time and

finances? How will you decide when it satisfies the design

proposal?


Documentation Requirements Document

RequirementsFunctionalInformationPhysical

Inputs/outputs Constraints


Documentation Project Management Document

Definition of the tasks involved in the project Risk Evaluation criteria and methods Implementation Training Maintenance Future needs


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may 22, 2007mohamad eid discovery chapter 5. may 22, 2007mohamad eid outline discovery phase...

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