1 hole in the wall experiment rural internet kiosks english atms used by paanwalas and peons ngos...

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Hole in the wall experiment

Rural internet kiosks English ATMs used

by paanwalas and peons

NGOs importing used PCs for Indian schools

Dabbawalas PCOs WLL technology Simputer Keylekh keyboard Bhav Puchhiye aAQUA Tools for Bamboo

craftsmen Navnirmiti products

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Question

Why are new solutions required for development?– Why will current products not do?

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Microsoft

Oracle Corp

Wipro

SAP

Infosys

Satyam

Cognizant

Adobe

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Source: Yahoo (August 2004)

Employees

Microsoft 55000

Oracle Corp 41658

Wipro 32000

SAP 30945

Infosys 25700

Satyam 9532

Cognizant 5600

Adobe 3507

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Source: Yahoo (August 2004)

Employees MCap ($B) Revenue ($B) GProfit ($B)

Microsoft 55000 309 36.9 26

Oracle Corp 41658 54 10.16 5.68

Wipro 32000 10.8 1.39 0.45

SAP 30945 49.8 8.67 7.8

Infosys 25700 13 1.16 0.3

Satyam 9532 3.09 0.57 0.19

Cognizant 5600 3.57 0.46 0.168

Adobe 3507 10.11 1.51 1.2

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What’s wrong with Indian IT companies? Employee MCap ($K) Revenue ($K) GProfit ($K)

Microsoft 1 5,618 671 473

Adobe 1 2,883 431 342

SAP 1 1,609 280 252

Oracle Corp 1 1,296 244 136

Cognizant 1 638 82 30

Satyam 1 324 60 20

Wipro 1 338 43 14

Infosys 1 506 45 12

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Today– Contextual inquiry

Next Class– Case studies in contextual design

When can we have the next class (<> Wed)?

The Sutras of Contextual Inquiry

ICTs for Socio-Economic DevelopmentAnirudha JoshiIDC, IIT BombayJuly 2004

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Contextual Design

Hugh BeyerKaren Holtzblatt

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Contextual Design in Five Minutes

Provides explicit steps and deliverables – For collecting and representing data

Contextual Inquiry – Interview users while they work– Do an interpretation session with the team

Work Modeling – Represent people’s work in diagrams – Useful for understanding complex and

unfamiliar work domain– Flow, Sequence, Culture, Artifact, Physical

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Contextual Design in Five Minutes…

Affinity Diagram – Creates a single picture of the population

the system will address

Consolidation of Work Models– Pull individual diagrams together to see the

work of all users– Consolidated work models show the

underlying pattern and structure in the work

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Contextual Design in Five Minutes…

Work Redesign – Create a corporate response to the users’

needs– Focus on improvement of structure of the

work rather than technology solutions– Storyboards define the new system

User Environment Design – Design a new conceptual model– Structure the system work model to fit the

work

Mock up and test with users – Test your ideas with users through paper

prototypes

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Contextual Design Concepts

Contextual InquiryWork Modeling Interpretation SessionAffinity DiagramConsolidation of Work ModelsWork RedesignUser Environment DesignMock up and test with users

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Contextual InquiryWork Modeling Interpretation SessionAffinity DiagramConsolidation of Work ModelsWork RedesignUser Environment DesignMock up and test with users

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Homework

Go to the field – Slums, houses, railway stations, mess

kitchens, post offices, garages, hospitals,

Conduct some contextual inquiriesTry to answer these questions

– Why are new solutions required?– What are the new possibilities in my field?

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Basic Principles

Go where the user worksObserve the user as he worksTalk to the user about the work

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Models for Interaction

Scientist / subject modelParent / child modelTeacher / student modelMaster / apprentice model

– (Rather, apprentice / master model)

Relationship models have two sides– Playing one side drags the opposite person

into the other side

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Sutras of Contextual Inquiry

1. Master apprentice model

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Master Apprentice Model

When you are watching the work happen, pre-planned teaching is not required– Master craftsman teaches on the fly

Master need not remember his work explicitly– Seeing the work reveals what matters

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Master need not remember his work explicitly– Seeing the work reveals what matters

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Master need not remember his work explicitly– Seeing the work reveals what matters– Talking while doing the work reveals

details– Being in the context of work reminds one of

many tasks

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Master Apprentice Model…

Seeing the work reveals structure– Many instances and many interviews reveal

the picture

Every current activity recalls past instances

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Seeing the work reveals structure– Many instances and many interviews reveal

the picture

Every current activity recalls past instances – (CD 45)

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Apprenticeship suggests an attitude of inquiry and learning– Humility, inquisitiveness and attention to

detail– Requires no user preparation

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Master Apprentice Model - Differences

Contextual Inquiry is apprenticeship compressed in time

Contextual Inquiry tailors apprenticeship to the needs of design teams– Not do the work, just learn about it– Not study a single job, but several– Remaining four sutras guide the adaptation

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1. Master apprentice model Learn from the master on the fly

2. Context

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Context

Go where the work is to get the best data

Gather ongoing experience rather than summary

Gather concrete data rather than abstract data

Span time by retrospective accounts

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Context:

Avoid summary data by watching the work unfold – Spiderman II

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Context: Summary Vs. Ongoing Experience

Avoid summary data by watching the work unfold – Spiderman II

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Context: Summary Vs. Ongoing Experience

Avoid summary data by watching the work unfold – (CD 47-48)

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Context: Abstract Vs. Concrete Data

Start with real experiences, not abstractions– You will abstract when you consolidate

Indicators of abstraction in interviews– Lean back and look at ceiling vs. lean

forward and handle work– Words “generally”, “we usually” or “in our

company”– Present tense vs. the past tense

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Context: Abstract Vs. Concrete Data…

Avoid abstractions by returning to real artifacts and events– “We usually get reports by email.”

“Do you have one? May I see it?”– “I usually start my day by reading email.”

“What are you doing this morning? Can you start?”

Sometimes you need to understand things that happened in the past

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Context: Retrospective Account

Span time by replaying past events in detail– Tendency to skip details and give summary

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Span time by replaying past events in detail– Tendency to skip details and give summary

(CD 49-50)

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Span time by replaying past events in detail– Tendency to skip details and give summary– Look for holes – Ask questions to fill in the holes– Use artifacts to provide context– If story has not yet ended, go back to a

story in the past that did end

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1. Master apprentice model– Learn from the master on the fly

2. Context– Ongoing work, Concrete, Retrospective

account

3. Partnership

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Partnership

Traditionally, interviewer has too much power– You don’t know what will turn out to matter

Apprenticeship model tilts power back to the user

Interviewer should create a partnership, not just an apprenticeship – Alternate between watching and probing,

withdrawal and return

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Partnership

Traditionally, interviewer has too much power– You don’t know what will turn out to matter

Apprenticeship model tilts power back to the user

Interviewer should create a partnership than just an apprenticeship – Alternate between watching and probing,

withdrawal and return

(CD 52)

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Partnership…

Teach the user how to see work by probing work structure– Users start interrupting themselves to

reveal aspects of work or discuss design ideas

– A partnership develops

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Partnership…

DON’T squash design ideas if they arise– Get instant feedback– If it works, you understand the work

practice and have a solution– If it fails, you can improve your

understanding of the work– Find the work issues behind design ideas

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Partnership: Avoiding Other Relationship Models

Interviewer / Interviewee– You aren’t there to get a list of questions

answered– You ask a question, customer answers and

falls silent, so you ask the next question– Return to ongoing work

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Partnership: Avoiding Other Relationship Models…

Interviewer / IntervieweeExpert / Novice

– You aren’t there to answer questions. If you developed the system in use, this is a temptation

– Help only if the user is stuck and you can’t observe work

– Get back to CI asap

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Partnership: Avoiding Other Relationship Models…

Interviewer / IntervieweeExpert / NoviceGuest / Host

– Move closer, ask questions, be nosy– It’s a goal to be nosy

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Partnership

Let the user shape your understanding of the work– Leads to truly user-centered design

Partnership creates a sense of shared quest

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account

3. Partnership– Withdrawal and return, Avoid other

relationships

4. Interpretation

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Interpretation

Interpretation is assignment of meaning to observation

Good facts are only starting points– Designs are built on interpretation of facts

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Interpretation

Interpretation is assignment of meaning to observation

Good facts are only starting points– Designs are built on interpretation of facts– (CD 57)

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Interpretation:The Chain of Reasoning

Fact – The observable event (chart next to screen)

Hypothesis – An initial interpretation of meaning or

intent (holdover from paper system)

Implication for design – (numbers don’t matter, but accounts should

be unambiguous)

Design idea is realization of implication – (identify accounts with names only)

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Interpretation…

Fact Hypothesis Implication for design Design idea

Design ideas are the end products of a chain of reasoning– The chain must be valid for the idea to

work

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Interpretation…

Design is built upon interpretation of facts – So interpretation had better be right

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Interpretation…

Design is built upon interpretation of facts – So interpretation had better be right– Share interpretations with users to validate

them during the interview– Sharing interpretations with users won’t

bias the data– Sharing interpretations teaches the users

to see structure in the work

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Interpretation…

Instead of asking open ended questions…– “Do you have a strategy to start the day?”– “Not particularly.”

… give users a starting point– “Do you check urgent messages first, no

matter where they are from?– “Actually, things from my boss are important,

because they are for me to do. Messages or faxes may be for anybody.”

Users fine-tune interpretationsProbe contradictions until assumptions fit

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Interpretation…

Non-verbal clues confirm or negate interpretations

Yes and Nos– “Huh?” – way off– “Umm, could be” – usually means no– “Yes, but…” or “Yes, and” – depends

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Interpretation…

Commit to hearing what the user is actually saying

People have not had others pay attention to what they are doing

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account


relationships

4. Interpretation– Validate your chain of reasoning

5. Focus

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Focus

Focus defines the point of view– Clear focus steers the conversation– Everyone in the team should have an

entering focus

Having a focus means the interviewer sees more– Focus reveals detail

Focus conceals the unexpected– Focus on one, and loose the other

Trick – start with a focus and then expand– How to expand focus?

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Focus:How to Expand Focus?

Internal feelings guide how to interview

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Internal feelings guide how to interviewThings to watch for:Surprises, contradictions,

idiosyncrasies – Nothing any person does is for no reason

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Internal feelings guide how to interviewThings to watch for:Surprises, contradictions,

idiosyncrasies Nods

– Question your assumptions even if they match what the user says “Do they really do that? Why would they do that?”

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Focus:How to Expand Focus…

Internal feelings guide how to interviewThings to watch for:Surprises, contradictions, idiosyncrasies NodsWhat you don’t know

– Something technical– Treat the interview as an opportunity to

learn new stuff– Even if user is not knowledgeable, the extent

of knowledge / misinformation will be useful

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Focus

Start with explicit assumptionsProject focus gives the team a shared

starting pointCommit to challenging your

assumptions, not validating them

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account


relationships

4. Interpretation– Validate your chain of reasoning

5. Focus– Challenge your entering assumptions

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The Contextual Interview Structure

The Conventional Interview– Introduce the project and focus– Promise confidentiality– Get permission to tape– Explain that the work is primary and you

are here to learn– Ask about opinions of tools– Get an overview of the job– Get summary data, not contextual data

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The Contextual Interview Structure...

The Conventional Interview– Introduce the project and focus– Promise confidentiality– Get permission to tape– Explain that the work is primary and you

are here to learn– Ask about opinions of tools– Get an overview of the job– Get summary data, not contextual data– Give 5-15 minutes

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The Conventional InterviewThe Transition

– Explain the new rules of a contextual interview

– User will do the work– You watch and ask questions

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The Conventional InterviewThe Transition

– Explain the new rules of a contextual interview

– User will do the work– You watch and ask questions– 30 seconds, but crucial 30 seconds

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The Conventional InterviewThe Transition The Contextual Interview Proper

– Observe and probe ongoing work– Suggest and validate interpretations – Analyze artifacts– Elicit retrospective accounts– Keep the user concrete– Take copious notes– Be nosy, allow interruptions– Context, partnership, interpretation and

focus

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The Conventional InterviewThe Transition The Contextual Interview Proper

– Observe and probe ongoing work– Suggest and validate interpretations – Analyze artifacts– Elicit retrospective accounts– Keep the user concrete– Take copious notes– Be nosy, allow interruptions– Context, partnership, interpretation and focus– Could take 10-90 minutes

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The Conventional InterviewThe Transition The Contextual Interview ProperThe Wrap Up

– Summarize what you learnt from your notes– Feedback and comprehensive

interpretation

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The Conventional InterviewThe Transition The Contextual Interview ProperThe Wrap Up

– Summarize what you learnt from your notes– Feedback and comprehensive

interpretation– 5-15 min

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The Conventional Interview (5-15 min)The Transition (30 s)The Contextual Interview Proper

(10-90 min)The Wrap Up (5-15 min)

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Contextual Inquiry Summary

– Running a successful interview is less about following specific rules than it is about being a certain kind of a person for the duration of the interview

– Let the four principles of Context, Partnership, Interpretation and Focus guide you to adapt the master / apprentice model

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Contextual InquiryWork Models Interpretation SessionAffinity DiagramConsolidation of Work ModelsWork RedesignUser Environment DesignMock up and test with users

Planning for a Contextual Inquiry

Anirudha JoshiIDC, IIT BombayDecember 2003

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1. Set the project focus

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Set the Project Focus

Broaden the brief to include the whole work process

Study analogous work to gain insight into work structure

Write down a common project focus– A pithy focus statement keeps the interview

on track

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Hints for Project Focus

Look for new delighters – the unrecognized needs– Designing a ‘known’ product (Messenger)

All work is already done some way – study for clues– Addressing a new work domain (Carpool,

Devanagari input device, Note taking)

Build on how analogs of the technology are used in real world– Building for a new technology (SMS, IP

video phone)

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Hints for Project Focus

Look at tool use and its edges to extend the system– Upgrades (library)

Use CD to develop the details of business process redesign– Process redesign (distributed railway

reservation, post handling system)

Ask how the new system will support the real work– New systems (Online registration,

Automation)

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Project Focus Contents

Users– Whom to talk to

Issues– What to look for

“Convert the brief from a statement of solution to a statement of user work”

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1. Set the project focus2. Design the interview situation

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Design the Interview Situation

Normal tasks– Post office work, ATM usage, buying train

tickets, office tasks– Use standard contextual interview

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Design the Interview Situation

Normal tasks Intermittent tasks

– Computer crash , heart attack, urgent order, planning a journey

– Ask the user to create a trail – Return to walk and talk with the user

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Design the Interview Situation…

Normal tasks Intermittent tasksUninterruptible tasks / extremely

focused tasks– Surgery, cricket match score, meeting,

video conference, private conversations – Plan discussion breaks where possible– Video tape / take notes and interpret with

user

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Normal tasks Intermittent tasksUninterruptible tasksExtremely long tasks

– Building a dam, setting up a shop, doing a PhD, learning the alphabets, learning to type in Devanagari, a long train journey

– Interview users in different stages– Do an in-depth retrospective account– Use artifacts to ground the discussion

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Normal tasks Intermittent tasksUninterruptible tasksExtremely long tasks Internal tasks

– Design process, planning a lecture, management decision, composing a letter, lonely life

– Ongoing observation with lots of interruption

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1. Set the project focus2. Designing the Interview Situation3. Decide whom to Interview?

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Decide Whom to Interview?

Interview users whose work is as different as possible

Let the focus changes drive the user selection

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1. Set the project focus2. Designing the Interview Situation3. Decide whom to Interview?

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Homework

Go to the field – Slums, houses, railway stations, mess

kitchens, post offices, garages, hospitals,

Conduct some contextual inquiriesTry to answer these questions

– Why are new solutions required?– What are the new possibilities in my field?

Send 2 ppt slides per person– Include your name and department– [email protected] 2 hours before next class

Next class on ?

1 hole in the wall experiment rural internet kiosks english atms used by paanwalas and peons ngos...

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