1. Z556 Systems Analysis & Design Session 7 ILS Z556 1

2. Artifacts Artifacts are tangible things people create or use to help them get their work done An artifact reveals the assumptions concepts strategy structure ILS Z556 2

3. Artifacts Artifacts might be: To-do lists Forms Spreadsheets Physical objects under construction (e.g., a paper- based project management poster on a wall) Any other example? ILS Z556 3

4. Artifacts Artifacts: are manipulated in the sequence models are passed between people in the flow model Pay attention to how people use artifacts E.g., any notes on the form? ILS Z556 4

5. Artifact Model An artifact model is a drawing or photocopy of the artifact (see B&H p. 105) Information presented by the object Parts of the object Structure of the parts Annotations, e.g., any handwriting? Presentation, e.g., shape, layout, etc. Usage, e.g., when created, how used, etc. Breakdowns ILS Z556 5

6. Artifact Model: Information Content The content of an artifact tells us the story of a part of the work by: How the content was put in How it was used Who used it Exercise: Find out how your classmate records a next group meeting in a personal calendar ILS Z556 6

7. Artifact Model Example ILS Z556 7

8. Culture Culture defines expectations, desires, policies, values, and the whole approach people take to their work Cultural context: the mindset that people operate within and that plays a part in everything they do ILS Z556 8

9. Cultural Context Issues of cultural context Not concrete Not technical Not represented in an artifact Not written on a wall Not observable in a single action ILS Z556 9

10. Influence of Culture: Tone? ILS Z556 10

11. Influence of Culture Policies What are the polices people follow? How are policies recorded? Are there policy manuals? Are they used? (cf., artifact model) ILS Z556 11

12. Influence of Culture Organizational influence Are there organizations, individuals, or job functions that keep showing up, either as troublesome or helpful? What are the organizations or job functions that always seem to get in the way? Listen to how people talk about others ILS Z556 12

13. Making Culture Tangible Cultural model provides a tangible representation (see p. 113 & 114 in B&H) of decision makers In a cultural model, we represent: Influencers (people, organizations, and groups) Influences Problems/breakdowns ILS Z556 13

14. Cultural Model From Contextual Design, page 109 ILS Z556 14

15. Cultural Model Rules (B&H p. 109- 110) Influencers are shown as large bubbles Bubbles sit on one another, showing how one org forces another to take or not take actions Influences are shown as arrows piercing the bubbles with labels Label with language representing the experience of the people doing the work Breakdowns with the culture are marked with a lightning bolt ILS Z556 15

16. Tec Cultural Model: Example 1 ILS Z556 16 Customers Bikesmith Employees Owner I need simple solutions Technology Vendors (GoDaddy.com, Drupal) We require adequate time to do our tasks, and will need more paid time to update a website or blog We don’t know the Technology, but are interested in learning We need good advice, friendliness, and conversation We don’t believe in “product pushing” I need a site that will: -process purchases -provide store info -search functionality -blog We are interested in helping you solve complex technology problems with simple, easy-to-use tools Who makes decisions?

17. Tec Cultural Model: Example 1 ILS Z556 17 Customers Bikesmith Employees Owner I need simple solutions Technology Vendors (GoDaddy.com, Drupal) Bike Supply Vendors We require adequate time to do our tasks, and will need more paid time to update a website or blog Biking Community Open, honest, free with information. We want friendliness, Trustworthiness, and community. We don’t know the Technology, but are interested in learning We need good advice, friendliness, and conversation We don’t believe in “product pushing” I need a site that will: -process purchases -provide store info -search functionality -blog We are interested in helping you solve complex technology problems with simple, easy-to-use tools Who makes decisions?

18. Cultural Model: Example 2 ILS Z556 18

19. Cultural Model Cultural model =\ organization charts Individual managers appear only they are charismatic figures ILS Z556 19

20. Physical Environment PE: How people move How the space supports or hinders communication Location of the tools people use (hardware, networks, machines) to do work ILS Z556 20

21. Impact of the Physical Environment Organization of Space Division of Space Grouping of People ILS Z556 21

22. Observe the Physical Space ILS Z556 22

23. Impact of the Physical Environment Organization of Workplaces How are the individual stations, offices, or work areas organized? What is kept out, ready to hand, and available? ILS Z556 23

24. Observe the Physical Space ILS Z556 24

25. Impact of the Physical Environment Movement When do people move? What triggers them to leave one place to go to another? Understanding why the movement happens  help you decide whether it makes more sent to support it better or eliminate it ILS Z556 25

26. Physical Model From Rapid Contextual Design, page 138 ILS Z556 26

27. Physical Model (B&H,p. 117) The places in which work occurs (e.g., room, workstations, offices, hallways) The physical structures that constraints the space (e.g., desks, file cabinets, dividers) The usages and movement within the space that indicate strategies, intents, and cultural values The hardware, software, communication lines, and other tools (e.g., printers, post-its, phone) The artifacts that people use (e.g., to-do lists, piles of stuff, bills, spreadsheets) The layout of the tools, artifacts, furniture, and walls Breakdowns ILS Z556 27

28. Physical Model Physical model =\ a floor plan for the work site An inventory of the computer room Show detail unrelated to the project focus ILS Z556 28

29. Example of Physical Model ILS Z556 29

30. ILS Z556 30 https://wiki.mozilla.org/Bugzilla:CMU_HCI_Research_2008

31. Consolidated Physical Model Pitfalls Not taking the physical environment seriously E.g., if people don’t have printers by their desks, don’t build a system that requires frequent trips to the printer E.g., If your users walk around all the time, don’t try to tie them to a desk by giving them a product that only runs on a desktop ILS Z556 31

32. Five Work Models Different models reveal different aspects of work Seeing how users work drives design Later on, consolidate individual models ILS Z556 32

33. A Rich Picture (Monk & Howard) A rich picture A graphic representation that identifies primary stakeholders, their interrelationships, and their concerns A tool to record the work context and to articulate how they should affect the design ILS Z556 33

34. A Rich Picture (Monk & Howard) Structure Refers to aspects of the work context that are slow to change (e.g., ???) Process Refers to the transformation that occur in the process of the work Concerns Issues, problems, breakdowns (represented by thought bubbles) Tensions Tensions between stakeholders should be identified by the “crossed swords” icon ILS Z556 34

35. Rich Picture: Example ILS Z556 35 http://studysoftwareengineering.wordpress.com/

36. A Rich Picture (Monk & Howard) In participatory design Brainstorming Storyboarding Paper-based prototyping In lightweight usability methods Need to prepare prototypes & scenarios Note: no single technique is capable of capturing full diversity of the work process ILS Z556 36

37. Exercise Create a cultural model based on the case of Karen’s situation in the Natural Best Health Food Stores. ILS Z556 37