S556 Systems Analysis & Design

1. S556 Systems Analysis & Design Week 3

2. Announcement • Problem Definitions will be posted on Oncourse (Forum) for potential group projects • Express your interests in one or two projects by Noon, Tuesday, January 31 • Project teams will be determined in class on Wednesday, February 1 • Add your profile in Oncourse SLIS S556

3. PM Main Processes • Decision-making • Communication • Coordination • …all support controlling the: Performance (quality) Scope SLIS S556 Time (schedule) Cost

4. Lewis Method of PM 1. Concept (need) 2. Develop a problem statement, vision, & mission statement Problem definition of damaged goods 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? don’t over analyze SLIS S556 NO YES

5. Lewis Method of PM 6. Develop an implementation plan YES NO 7a. Strategy OK? NO 7. Is plan OK to all stakeholders? YES 13. Plan OK? YES 8. Sign off project plan and set up project notebook YES 12. Strategy OK? 9. Execute the plan NO YES 11. Definition OK? 10. Is progress acceptable? NO NO SLIS S556 YES

6. Lewis Method of PM 14. All work Completed? NO YES 15. Conduct final project review 16. Close out the project SLIS S556

7. Lewis Method of PM 14. All work Completed? NO YES 15. Conduct final project review 16. Close out the project SLIS S556

8. SLIS S556 Contextual Inquiry

9. The Core Premise of Contextual Inquiry • Go where the user works, observe the user as he or she works, and talk to the user about the work SLIS S556

10. 4 Principles of Contextual Inquiry • Context • Partnership • Interpretation • Focus SLIS S556

11. 4 Principles of Contextual Inquiry: Context • Go to the customer’s workplace and see the work as it unfolds • Summary vs. ongoing experience (see HWW, p. 96—dos & don’ts) • Abstract vs. concrete data (ask for specific instances; use the real artifacts) • Observe the work practice SLIS S556

12. 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) SLIS S556

13. 4 Principles of 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 SLIS S556

14. 4 Principles of Contextual Inquiry: Interpretation • We need to verify our interpretations with users Fact Hypothesis Design SLIS S556

15. Example of Possible Interpretations • What’s your interpretation for the following observation? • A user of an accounting package kept a list of account names and account #s next to her screen SLIS S556

16. 4 Principles of 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 • Nods • What you don’t know • Admit your ignorance • You are there to learn (the master/apprenticeship model) SLIS S556

17. 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) Takahashi, D. (1998). Doing fieldwork in the high-tech jungle. Wall Street Journal, Tuesday, October 28. SLIS S556

18. Success for Design • What can we learn from Toyota’s design strategies described in Gertner (2007)? SLIS S556

19. Design Ethnographer • A social scientist who works for a technology company and studies user environments to suggest product improvements SLIS S556

20. Design Ethnographer • Design ethnographer at • IBM & Intel (c.f., Ante, 2006) • Product includes $500 community India PC, satellite radio, & classmate PC • http://www.youtube.com/watch?v=K7z_viRbYuY SLIS S556

21. 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) SLIS S556

22. 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 SLIS S556

23. Interviews

24. Example of an Interview • A case of interviewing an employer SLIS S556

25. Designing the Interviewing Situation (HWW, p. 71) • Resistance • Confidentiality and security (do NOT store data in google doc, 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 SLIS S556

26. 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 SLIS S556

27. Who to Interview? (HWW, p. 68-69) • 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) SLIS S556

28. 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 SLIS S556