Announcement• Problem Definitions will be posted on Oncourse
(Forum) for potential group projects• Express your interests in one or two projects by
Noon, Friday, February 6. Project teams will be determined in class on Monday, February 9.
• Add your profile in Oncourse ILS
Z5
56
2
PM Main Processes
• Decision-making• Communication• Coordination• …all support controlling the:
ILS
Z5
56
3Scope
Performance (quality)
Time (schedule)Cost
Lewis Method of PM
ILS
Z5
56
4
1. 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
YESdon’t over analyze
Problem definitionof damaged goods
Lewis Method of PM
ILS
Z5
56
5
6. Develop an implementation plan
7. Is plan OK toall 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?
YESNO
YESNO
NO
YES
YES
NONO
YES
YES
Lewis Method of PM
ILS
Z5
56
6
14.All work
Completed?
15. Conduct final project review
16. Close out the project
NO
YES
Lewis Method of PM
ILS
Z5
56
7
14.All work
Completed?
15. Conduct final project review
16. Close out the project
NO
YES
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
Z5
56
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
Z5
56
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
Z5
56
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
Z5
56
12
4 Principles of Contextual Inquiry: Interpretation
• We need to verify our interpretations with users
ILS
Z5
56
13
UserFacts 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
Z5
56
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
Z5
56
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
Z5
56
16
Takahashi, D. (1998). Doing fieldwork in the high-tech jungle. Wall Street Journal, Tuesday, October 28.
Success for Design
• What can we learn from Toyota’s design strategies described in Gertner (2007)?
ILS
Z5
56
17
Design Ethnographer
• A social scientist who works for a technology company and studies user environments to suggest product improvements
ILS
Z5
56
18
Design Ethnographer
• Design ethnographer at • IBM & Intel (c.f., Ante, 2006)• Intel Healthcare Ethnography:• Kelly Goto (http://www.gotomedia.com/)
ILS
Z5
56
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
Z5
56
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
Z5
56
21
Example of an Interview• A case of interviewing an employer
ILS
Z5
56
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
Z5
56
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
Z5
56
25
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)
ILS
Z5
56
26
Top Related