Z556 Systems Analysis & Design Session 3 1 ILS Z556

Announcement Problem Definitions will be posted on Canvas (Discussions) for potential group projects Express your interests in one or two projects by Noon, Friday, February 5. Project teams will be determined in class on Monday, February 8. Add your profile in Canvas ILS Z556 2

PM Main Processes Decision-making Communication Coordination …all support controlling the: ILS Z556 3 Scope Performance (quality) Time (schedule) Cost

Lewis Method of PM ILS Z Concept (need) 2. Develop a problem statement, vision, & mission statement 3. Generate alternative project strategies 4. For each selected strategy: a. Are all P, C, T, S recruitments met? b. Are SWOT and risks acceptable? c. Are consequences acceptable? d. Is force-field analysis OK? Each factor OK? NO YES don’t over analyze Problem definition of damaged goods

Lewis Method of PM ILS Z Develop an implementation plan 7. Is plan OK to all stakeholders? 8. Sign off project plan and set up project notebook 9. Execute the plan 10. Is progress acceptable? 11. Definition OK? 12. Strategy OK? 13. Plan OK? 7a. Strategy OK? YES NO YES NO YES NO YES

Lewis Method of PM ILS Z All work Completed? 15. Conduct final project review 16. Close out the project NO YES

Lewis Method of PM ILS Z All work Completed? 15. Conduct final project review 16. Close out the project NO YES

Contextual Inquiry ILS Z556 8

The Core Premise of Contextual Inquiry Core Premise: Go where the user works, observe the user as he or she works, and talk to the user about the work Four Key Concepts (Holtzblatt, Wendell, Wood, P. 80): Context Partnership Interpretation Focus ILS Z556 9

Contextual Inquiry: Context As close to the real work situation as possible Observing or discussing real work practice Summary vs. ongoing experience (see HWW, p. 96—dos & don’ts) Abstract vs. concrete data (ask for specific instances; use the real artifacts) ILS Z556 10

Relationship Models What kinds of relationship do you want with the user? Scientist/subject Parent/child Expert/novice Guest/host Master/apprentice A master teaches by doing the work and talking about it while working Make tacit knowledge explicit (see Nonaka, 1994) ILS Z556 11

Contextual Inquiry: Partnership Collaborate with the user on understanding his work Users are experts; we (analysts) provide tools to analyze the work situation Get feedback on design ideas Goals: articulating work structure & revising design ideas ILS Z556 12

4 Principles of Contextual Inquiry: Interpretation We need to verify our interpretations with users ILS Z User Facts User Facts Your Hypothesis The Design

Example of Possible Interpretations How would you interpret the following? A user of an accounting package kept a list of account names and account #s next to her screen ILS Z556 14

Contextual Inquiry: Focus What aspects of work matter and what don’t Project focus gives the team a shared starting point How to expand focus Surprises and contradictions User nods Admit ignorance – you are there to learn (the master/apprenticeship model) ILS Z556 15

Pitfall for Design “The success rate is only 20% when technical engineers design what they think other people want” says the Intel’s chairman, Andrew S. Grove (Takahashi, 1998) ILS Z Takahashi, D. (1998). Doing fieldwork in the high-tech jungle. Wall Street Journal, Tuesday, October 28.

Success for Design What can we learn from Google’s strategies described in Helft (2009)? ILS Z556 17

Design Ethnographer A social scientist who works for a technology company and studies user environments to suggest product improvements ILS Z556 18

Design Ethnographer Design ethnographer at Design ethnographer IBM & Intel (c.f., Ante, 2006) Intel Healthcare Ethnography: Kelly Goto ( ) ILS Z556 19

Contextual Interview Structure: 4 steps Conventional interview (introduction) Introduce yourself, get to know each other as people Get opinions about the tools, and an overview of the job and the work (summary data) Transition (set the rules) ILS Z556 20

Contextual Interview Structure: 4 steps Contextual interview proper The customer do her work task You (the apprentice) observe, ask Qs, suggest interpretations of behaviors Be nosy Follow the user around Remember: context, partnership, interpretation, & focus Wrap-up Summarize what you learned User’s last chance to correct and elaborate on your understanding ILS Z556 21

Interviews 22 ILS Z556

Example of an Interview A case of interviewing an employer ILS Z556 23

Designing the Interviewing Situation (HWW, p. 71) Resistance Confidentiality and security (do NOT store data in Google Drive, Dropbox, or other cloud computing) Time commitment (Make appointment for 2 hours???) Cultural issues Dress Interviewing style Spacing of interviews Coordinating with interpretation sessions (within 48 hours) Lost interviews ILS Z556 24

Who to Interview—how many? 1-2 people in each role you identified as important to the focus Collect data from 5-15 people in total ILS Z556 25

Who to Interview? (HWW, p ) Diversity is an important aspect: look for cultural differences different physical situations (e.g., single-location vs. distributed locations) differences of scale (a small business vs. a large corporation) ILS Z556 26

Interview Key Points Ask the users not to clean up before you visit Tape-recording interviews? Introduction—keep it simple, but be personal Write-up a note within 24 hours Write a thank-you note ILS Z556 27