L545 Systems Analysis & Design Week 5: September 30, 2008

SLIS S556 2 Making Meetings Work for Everybody Need volunteers for:  Jack  Zara  Martha  Mary Jo  Sid  Ned  Millie  Side note How many principles of productive meetings were violated? What might they have done about these?

SLIS S556 3 Teamwork or Those Pesky Human Interactions… Every team has conflict Successful teams and individuals deal with it “process” skills support teamwork, project management and career success …but not too much

SLIS S556 4 Successful Meetings (see the handout p. 17 – 25) Prepare before the meeting Agenda Keep meeting minutes Get to business and stick to business Start and stop on time Structure and rules of behavior Everyone contributes (require it) Nobody dominates (don’t let ’em)

SLIS S556 5 Analysing Meeting Records (Whittaker et al., 2005) Find a partner and discuss the following Qs regarding Wittaker et al (2005):  What are the advantages of meeting minutes?  What are disadvantages of meeting minutes?  What can you do to overcome some of the problems?

SLIS S556 6 Scheduling Medium (Whittaker & Schwarz, 1999) 2 groups – paper-based coordination; 3 groups – electronic coordination Problems with MS-Project (focus on organizing work by task, but not by person) Material: [paper-based calendar on a wall = social & public] vs. [Electronic = individual & private]

SLIS S556 7 Quality Problems of s (Vollmer & Gaβner, 2005) Can you think of ways to improve your own quality?

SLIS S556 8 Getting the Right People Involved Customers (clients) vs. Users  Toy company in 1945 and now

SLIS S556 9 Getting the Right People Involved The railroad paradox 1. The product is not satisfactory 2. Because of 1, potential users don’t use the product 3. Potential users ask for a better product 4. Because of 2, the request is denied

SLIS S Getting the Right People Involved Are losers users?  User-friendly products  Sometimes we have to identify a loser group for someone else’s protection Medical records Credit history Security systems

SLIS S A User-Inclusion Heuristic Our job is not just identifying all users, but also deciding how they are to be dealt with:  Listing possible user constituencies  Pruning the user list Eliminate overlaps Each user constituency one of 3 values (F, I, U): F—be very Friendly to them; I—Ignore them; U—be very Unfriendly to them

SLIS S Communicating to the Organizations You need to communicate with:  The design team  Customers/users  Client  Developers  Managers  Marketing & product-planning dept  Sales force

SLIS S Communication Techniques Walking the affinity (the data)  Read from the high-level statement of an issue and work down to the specifics  Take notes about holes and design ideas Walking the consolidated models  Address key problems, constraints, or a role the design should support Touring the design room  A team room acts as a mechanism for communicating to the rest of the organization

SLIS S Affinity Notes

SLIS S Affinity Notes

SLIS S Affinity Notes

SLIS S Interpretation Session Identify the roles:  Interviewer  Note-taker  Moderator  Work modeler  General Interpretation team member Capture the user and organization profiles

SLIS S Interpretation Session Goals of an interpretation session:  Everyone contributes  Obtain different perspectives  Identify what matters  Capture what is happening  Start developing work models  Not to develop design ideas too soon