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07
HCI - Lesson 3
Requirements
Scenarios
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+
2
Today’s Objectives
Understand the complexity of requirements and the requirements management process
Define the role of scenarios in the context of requirements and design
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Focus
Design
requirements management
Prototyping
Evaluation
Implementation
Interaction Design Process
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4
Outline (Key concepts to learn)
Stakeholders
Goals
Constraint
Requirements
Scenarios
The requirements management process
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Requirements Management Activity: what informs (i.e., is input to) designVarious factors to consider to properly
take and balance design decisions
Stakeholders Goals Needs Constraints Requirements
Input to the design process
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Stakeholders
Design is not done in isolation
In complex projects, many people are (more or less directly) involved
It is important to consider the overall picture of all stakeholders
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Stakeholders
Anyone who has an interest in the application to be designed
Different types and roles End-Users (Primary and secondary – see lesson 2)
Client Project leader Financing partners Content providers Opinion makers Experts …..
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Stakeholders: Client
Who is officially “signing the contract” (deciding to start off the project)
Key person to elicit: The starting/preliminary “vision” of the project How the system fits in a global
(business/communication) strategy The context (in many senses) of the application
Possibly, directly involved with the project
Often difficult to contact and to talk to
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Stakeholders: Project Leader
Whoever is managing the project on behalf of the client
Has or lacks own ideas or vision may have own list of priorities may be for (or against) the project may have a specific background and previous
experiences (good or bad) may be willing to impose design decisions
a working relationship must be established
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Stakeholders: Users
The persons „in dialogue“ with the system
Primary target for the design
Not design for all
Often difficult to know directly their opinion and needs
Necessary to use profiling techniques (persona) (niche) personas better than generic profiles establish priorities (e.g. Must, Also, May be, Excluded,
…)
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Stakeholders: Financing Partners
Those who provide financial resources (may or may not coincide with the client) Sponsors, Agencies, Foundations, Institutions, …
Somehow need visibility in the design
Often not directly involved in the project, but … Motivations and expectations to be understood and
taken into account Require milestones, checkpoints and reporting
documentation (how and when their money are spent…)
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Stakeholders: Content Providers
Crucial for content-intensive systems
„Keyholders“ for the content – the most valuable asset for the user experience The own the content They develop it on purpose for the system
Their contribution may strongly influence the final quality of the application
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Stakeholders: Opinion Makers
Those who can in anyway influence the public or local opinion about your system Key players in social networks Other traditional categories: journalists, key workers,
management, …
Build in advance preventive consensus
Involve them in sharing ideas and requirements
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Stakeholders: Experts
Experts of… The domain The users The content The competitors …
May be important to involve to better understand requirements
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Stakeholders: recap
Project Stakeholders
Client
Users
Financing Partner
ContentProvider
ProjectLeader
Others …
OpinionMaker
Expert…
End User
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Goals What each stakeholder expects from the
system Usefulness and needs’ satisfaction Business advantage (over the past, over the
competitions, …) Gains Visibility, Brand diffusion, .... Usefulness and needs’ satisfaction …
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Goals Not what stakeholder “think” that the application should be
but
their actual needs and objectives that the application should satisfy
Goals are
Difficult to elicit – tacit knowledge and assumptions
Deeply anchored to the domain and vision of the stakeholders
Each stakeholder may have multiple needs and goals (priority is necessary) The different goals may be contradictory (between different
stakeholders and sometimes even for a single stakeholder)
Solving goal conflicts is a “difficult art”
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Push over-stockproducts
Evaluate performanceof new products
Distribute ordersover local websites
Provide visibilityto partners
. . .
Promote„Amazon Kindle“
Company (Client) Users
Buy latest bookon „usability“
Compare and buy„Cameras“
Check bookreference
Find ChristmasGifts ideas
Write book review
. . .
Stakeholders and Goals: example
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Supportthe information needs
of patients and families
Fund Raising
Find Partners
. . .
Expand user base
Institution (client) Users
Find someoneto talk to
Understandtreatments
Share experience
Understandcancer disease
Find out what to do
. . .
Stakeholders and Goals: example
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A matrix based representation: Stakeholders and related Goals
Goal a Goal b Goal c Goal d
Stakeholder 1
Stakeholder 2
Stakeholder 3
Stakeholder n
Relevance of a goal for a stakeholder
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Example
Educate the visitor on the subject of the site
Optimise amount of visitors
Raise awareness on conservation
Make exhibits more entertaining – info-taining -edutaining
Provide content &interpretation
Segmenting and understanding customer needs
Develop tourism itineraries
Ensure sustainability of the site
Site operators
X
Inbound operators
X
Outbound tour operators
X
Tourist Information Centres
X
X
X X Local Authorities
X X X
X : not applicable▀ very relevant▀ quite relevant▀ not very relevant
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Example
Educate the visitor on the subject of the site
Optimise amount of visitors
Raise awareness on conservation
Make exhibits entertaining
Provide interpretation
Segmenting and understanding customer needs
Develop tourism itineraries
Ensure sustainability of the site
Site operators
3 2 3 1 2 3 0 2
Inbound operators
1 2 0 2 3 2 2 1
Outbound tour operators
1 1 0 2 3 3 3 1 Tourist Information Centres
0 2 0 1 2 1 0 0 Local Authorities
2 2 3 1 0 0 0 3
TOTAL 7 9 6 6 10 9 5 7
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Example
X : not applicable▀ very relevant▀ quite relevant▀ not very relevant
Understand content&intepretation
Look source for in-depth/further references
Look for updates of info - tours
Choose-Plan visit –itinerary
Be able to shape/Specialisetours
Exchange ideas & contacts
Get incentive-motivation to visit
Enjoy visit by learning & interacting
Retrievepractical info&tips
Domestic visitor
X
X X
International visitor
X
X X
Kids
X X X X X X
XSchool children
X X X X
X
Young people
X X
Family X X
X X
Elderly X X
X X
Group Tour X X
X X
Professional scientist
X
Professional guide / operator
X
X X
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Constraints
Those elements that can’t be changed and must be considered Financial resources Human resources Time Politics Competition Technology (availability, devices, …) Delivery issues (availability, costs, …) Special needs …
Captured from the beginning to stay in the right track
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Requirements
What is a requirement?
“ What“ the application must offer to meet the goals
A requirement is a statement that identifies a capability, characteristic, or quality factor of a system in order for it to have value and utility to a stakeholder (adapted from Young 2001)
Ex.: ‘The application have to provide to the user detailed information about top-seller books’
Requirements are not design solutions Req: “provide detailed book info”; Design: “which details about the book information, how to
structure them, how to navigate, how to interact…”
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Requirements
Requirements should not state the obvious (often incomplete), but salient aspects to take into account during design ex: “the application must be usable” is an obvious
requirement!
They dictate recommendations to designers, concerning different design dimensions Eg. for web sites: recommendations about
Content Information architecture Interaction/Navigation Operations Graphics and layout …
They are iteratively defined and refined
They must be organized, pruned and prioritized
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27+The requirement management process
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+Requirements Management
Elicitation Surfacing and learning the needs
Triage and Analysis Deciding which needs to solve
Specification Documenting the requirements
Validation Agreeing on requirements
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+Benefits of Goal-Based reasoning
Relating requirements to organizational and business context
Allowing traceability of design rationales
Enhancing the validation
Managing of change
Supporting reuse of high-level strategies
Acquiring more accurate and complete requirements
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+Elicitation
Elicitation is the art of surfacing stakeholders’ goals, needs and expectations for the web service to build.
It is the art of Properly stimulate stakeholders to describe their desiderata Listening Making stakeholders focus on problems raher than design solutions Understanding and communicating constraints (technical, resources, …)
Stakeholders typically have a poor understanding of their own needs what the technology is capable of providing them
Clients needs change over the life of the project due to evolving understanding
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+Elicitation techniques
Create an environment where stakeholders feel at their ease and are able to demonstrate ideas
Combine different techniques: Interviews Questionnaires Group Sessions Observation ….
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+Interviews
Benefits When “few” people each know a “Lot” Gather RICH information Insights about stakeholder’s perspectives Insights about the culture and the domain
Tips Allow people showing material, examples and
demonstrating their ideas Trade-off between listening, guiding and intrusion
Drawbacks Time consuming Miss interaction between stakeholders
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+Questionnaires
Benefits Quantify and compare data Large sample at low cost Appear scientific due to statistical data
Tips Should be short Alternate open and close questions
Drawbacks No time for explanation, solve misunderstanding and provoke “habit
change” No human touch focussed aswers to specific questions only Short time causes poor reflection and knowledge evocation
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+Group sessions
Benefits New knowledge from discussions and interaction Good both for brainstorming and focus groups Everybody need to explain ideas for other to understand
Tips 3-20 stakeholders in one room Analysty offers issues and questions Every one should feel accepted and involved in
Drawbacks Difficult to fit in the stakehoders’ agenda Only “public” opinion emerge Risk to be conflict-driven
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+Observation
Benefits Stakeholders are observed while doing their job Insight about actual process, work context and
time Elicit tacit knowledge and automatic processes
Tips Be as passive as possible
Drawbacks Hawthorne effect: people aware of being
watched act differently than they do when unobserved
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Reqs Analysts as “bridge builders”
Development teams Stakeholders
Requirements Analysts
! Biases !
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+Some biases in elicitation
Cognitive biases
Overconfidence
Faulty reasoning
Communication problems
Motivational biases
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+Cognitive biases
Easy of recall: events that are vivid and emotional or happened recently are easier to recall by the stakeholders, but they are not actually likely to occur.
Stak. “it is very important that the user might be able to find that information”
User “I really liked the home page of that site”
Strategy: Directed questions:
“how many timed does it happen in the last month?” “what if the same goals is achieved by different means”? “Why” questions
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+Overconfidence
Overconfidence: Analysts are optimistic about their understanding of stakeholders’ goals. Requirements gathering process risk terminating too soon.
An. “…I see what you need, that is enough for me”
Strategy: Scenario reflection: revealing knowledge being used rather
than assumed Direct prompting: using the ideas of another stakeholders as
counter-arguments for causing reflection What other kind of solution could you imagine? “why questions”
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+Faulty reasoning
Faulty reasoning: stakeholders might do illogical inferences in supporting their beliefs.
“In the site, products must be organized by storing categories because our product catalogue – as you can see – is organized in this way. Also our supplier presents information by similar categories, so…”
Strategy: Devil’s advocate Scenario reflection
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Communication problems
StakeholdersRequirements Analysts
• Different Background• tech vs manag
• Different Domain Knowledge• ad extra – ad intra
• Different Language• system specific vs domain specific
• Different Goals• efficiency and easy of maintainance vs maximum functionality
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Communication problems
Strategy: Pre-elicitation conditioning
Discuss the purpose of the meeting What the analyst will be asking What stakeholder will need to provide Explain key terms Explain how information will be used Making stakeholders aware of potential
biases
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Motivational biases
Stakeholders are unwilling to provide accurate requirements because:
Organizational policy Fear of being evaluated by others Don’t know who will know what they say Fear of offending someone or break balances Self-protection, self-preservation Bias on domains of other stakeholders
Don’t know what analyst needs Don’t know other stakeholders already met
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Motivational biases
Strategy: Pre-elicitation conditioning
Explain how information elicited will benefit both
Explain how information elicited will be used
State that everyone’s opinion is valued Tell other stakeholders already met Assure responses are kept confidential
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From elicitation to analysis
The outcome of elicitation isan unstructured mix of needs, expectations, scenarios, examples of
solution, visions, goals, business rules, technical constraints, design dreams of the stakeholders, …
Recorded in different forms (docs, scripts, charts)
Next action is to filter, decide and analyze what to do for getting design solutions
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+Requirements Management: Triage and Analysisdeciding, filtering and refining the elicitation materail into application requirements consistent with constraints and resource available.
Goals
Resources
Contraints
Final Requirements Set
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Requirements Management: Representation
Many languages (see also sw engineering)
Formal (e.g., first order logic)
Semi-formal (e.g., UML)
Graphical/Visual
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48+ Example: A matrix based representation for goal/requirements relationship
Goal a Goal b Goal c Goal d
Requirement 1
Requirement 2
Requirement 3
Requirement N
Mark a requirements related to a goal
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+Alternative representations
Educate the visitor on the subject of the site
Optimise amount of visitors
Raise awareness on conservation
Make exhibits more entertaining – info-taining -edutaining
Provide content &interpretation
Segmenting and understanding customer needs
Develop tourism itineraries
Ensure sustainability of the site
Site operators
X
Inbound operators
X
Outbound tour operators
X
Tourist Information Centres
X
X
X X Local Authorities
X X X
X : not applicable▀ very relevant▀ quite relevant▀ not very relevant
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+Alternative representations
Educate the visitor on the subject of the site
Optimise amount of visitors
Raise awareness on conservation
Make exhibits entertaining
Provide interpretation
Segmenting and understanding customer needs
Develop tourism itineraries
Ensure sustainability of the site
Site operators
3 2 3 1 2 3 0 2
Inbound operators
1 2 0 2 3 2 2 1
Outbound tour operators
1 1 0 2 3 3 3 1 Tourist Information Centres
0 2 0 1 2 1 0 0 Local Authorities
2 2 3 1 0 0 0 3
TOTAL 7 9 6 6 10 9 5 7
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INFORMATION GOAL →
CONTENT REQUIREMENT↓
Promote organic food
Promote the overall market place and the consortium
Promote the overall service
Promote individual producers and products
Getting information about bio food and bio production
Getting information about organic diet
Getting information about organic diet for special needs
Getting information about specific products
Getting information about the consortium
Getting information about specific producers
Getting information about the service
General information about organic food
General information about organic production
General Information about the consortium
Example: bio-food online marketplace
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Requirements vs. Design
Stakeholders, Goals, Requirements, Constraints are all crucial inputs to design, but not the only ones
Several other input:
Knowledge of the domain Obvious considerations Expertise of the designer Creativity of the designer ….
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Requirements vs. Design (cont.)
Requirements have a complex relationship with design elements
A requirement may influence several design decisions
The same design decision may originate from several requirements (or from other factors)
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Scenarios
A useful conceptual tool during all development phases
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Scenario A scenario is „a story about use“ (Carroll, J.M.
Scenarios and Design Cognition, 2002
An example of how a “typical” user (persona) is going to use the application Not a list of possibilities but the description of one usage Story of an interaction with a system
It must be salient and realistic
Typically more than one (2-3) for each persona
Developed by design team and iteratively refined also with stakeholders
Specified at different levels of abstraction according to the needs, the shared knowledge, and and the project stage
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Components of a Scenario
Setting - situation, context
Persona - characters who use the system
Goals – problems, intentions, motivations, needs
Actions (Activities/ Tasks) – what the user does with the system (detailed tasks, observable behaviour, ….) and which information (s)he needs to perform them
(optional) Events - external events of actions of system(s) Outcome – the final result(s) for the user
These are NOT syntactic elements but semantic ones
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Scenarios: Example
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Scenarios: Example
A high school teacher from Milan comes to know about the exhibition of Garibaldi at the Risorgimento Museum in Milan.
She thinks might be nice to visit it with her class, as the subject is connected with the history program of this year. Thus she wants to understand if the exhibition can be useful and stimulating for her students to visit the exhibition
During a lesson break, she connects to the exhibition website from school.
She reads the introduction to the exhibition, and look at the list of key exhibits (documents, paintings, and other historical objects). She browses the details about them. She also discovers that some guided tours are available for school classes
- The website for a Milan Museum Exhibition
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Variations on Scenarios
Different names for the same “basic” concepts, although with structural/representation variations
Use cases (see UML), use case scenarios
User journeys, user stories
Storyboards
….
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Scenarios as trasversal, middle-level abstractions across the development cycle
Scenario
elaboraterequirements
elaboraterequirements elaborate
requirements
Design Space
RequirementsSpace
goalsconstraintsdesign economyother input
…Candidatedesign solution
Candidatedesign solution
To be supported To be supported
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The many uses of scenarios
Scenarios may be used for different purposes in the lifecycle: To support requirements analysis To stimulate, validate, challenge design To evaluate the prototype or the
implemented system
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Design
requirements management
Prototyping
Evaluation
Implementation
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Scenario
Scenario
Scenario
Scenario
Scenario
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Scenarios: multiple levels of abstraction (in the different development phases)
During requirements management, scenarios are described at a high level of abstraction, with a main focus on PROBLEMS; goals, subgoals, and activities
PROBLEMS SCENARIOS
Questions to extract from a scenario during requirements analysis: Is it relevant, salient, important? Is it appropriate, realistic for the person described? Is it desirable for the stakeholder? What requirements does it involve? (what content,
structures, main functions)
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During design, scenarios can be used as design specifications, to give concreteness to the design solutions Goals are more fine-grained For each goal: user tasks are described using concrete
interfaces and highlighting user’s interactions with the system (up to «click level» INTERACTION SCENARIOS
For each goal: information involved in users’ tasks si described more accuratelu INFORMATION SCENARIOS
During testing and evaluation: see next lessons
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During design...
Scenarios can be specified
Textually
Visually - static (sequences of static sketches or screenshots) with a clear indication of users’ actions (e.g., visual pointers to
graphic interaction elements)
Visually – dynamic: VIDEOs with a clear indication of users’ actions (e.g., visual pointers to
graphic interaction elements)
Interactively (screenshots where some interaction elements are active) with a clear indication of where to click A rudimentary form of protyping (see next lessons)
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Example of visually and textually specified INTERACTION SCENARIO:
A web site for a primary school
A parent is accessing the school web site from home.
She wants to look at the educational projects of her son’s class
This symbol indicates the choosen link
From the home page, she first identify son’s class
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She selects her son’s class, 2°B
From the class presentation, she looks for projects (extra-curricular activities)
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She looks at the list of activities and selects one
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Scenarios and Design
Design with scenarios in mind During design, scenarios must be careful designed
and consistent with the requirements management output
Scenario can be regarded as a design specification
Scenarions can be used to monitor/evaluate design specified using other technique
Scenarios should not ossify design solutions Should provoke reflections on design alternatives
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Advantages of scenarios
Vivid: anticipate situations
Highlight interaction issues
Facilitate communication (with stakeholders and in the team) Make discussion less abstract
Provide a synthetic vision of the requirements “in action”
Help Master complexity of design Check goals Check requirements
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Issues of Scenarios
Not the end-point
Early design lock-in
May be based on assumptions that need to be questioned and verified
Directly translating scenarios into design features “as they are” may bring to partial/incomplete solutions Possible interactions supported by a design are many more
than the ones captured in scenarios
How many scenarios? 3-4 to capture the essence of the applications
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Wrap up
Design emerges from a complex tension between different goals, requirements and constraints
The picture of the stakeholders should always be kept in mind
Scenarios are a powerful tool for defining, communicating and clarifying requirements and design solution