S556 Systems Analysis & DesignSession 3

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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

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PM Main Processes

• Decision-making• Communication• Coordination• …all support controlling the:

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3Scope

Performance (quality)

Time (schedule)Cost

Lewis Method of PM

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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

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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

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14.All work

Completed?

15. Conduct final project review

16. Close out the project

NO

YES

Lewis Method of PM

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14.All work

Completed?

15. Conduct final project review

16. Close out the project

NO

YES

Contextual Inquiry

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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

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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)

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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)

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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

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4 Principles of Contextual Inquiry: Interpretation

• We need to verify our interpretations with users

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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

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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)

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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)

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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)?

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Design Ethnographer

• A social scientist who works for a technology company and studies user environments to suggest product improvements

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Design Ethnographer

• Design ethnographer at • IBM & Intel (c.f., Ante, 2006)• Intel Healthcare Ethnography:• Kelly Goto (http://www.gotomedia.com/)

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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)

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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

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Interviews

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Example of an Interview• A case of interviewing an employer

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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

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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

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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)

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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

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