methods of ineraction analysis

Methods for Interaction analyses

Pontus Engelbrektssonpontus.engelbrektsson@chalmers.se

Aim of the course

The course focuses on methods and tools for the analysis phase of the product development process, i.e. the methodology usable in user centred product development in order to elicit, analyse and represent information about users and use for the development of technical artefacts.The aim of the course is that the participants shall develop further knowledge on how to plan and carry out a study for the elicitation of user requirements for a products content and form, as well as a study to evaluate different design concepts. This means that the participants shall develop knowledge on what aspects can influence the results of different types of studies.

Organisation

The course is organised with lectures, seminars and a project where central themes of the course will be put into practice.

Most of the theory will be presented early on

Most of the learning will take place in the project and through seminars where the project will be discussed

Literature

• Course literature

• Engelbrektsson, Pontus, Enabling the user, dissertation, Chalmers 2004 (http://dl.dropbox.com/u/4903800/Enabling_the_User.pdf)

• 6-8 scientific papers (will be uploaded to the course web page)

• Recommended reading

• Interaction design - beyond human-computer interaction (Sharp, Rogers & Preece)

The Projecta user study in three phases

The groups

• You will found groups of 4 people

• Each group will work separately, with the same problem/product, but share information and knowledge during three seminars

The problem

Gain knowledge about the use system

• Who is using the product?

• What are the goals of these people?

• In what way does the current product support or hinder these people to reach those goals?

Use this information to formulate requirements

• How can one formulate requirements that are useful for innovation and design?

• How can one communicate these requirements?

• ...

Create an innovative solution

• Based on your collective knowledge of the users and their requirements you will create solutions that fulfil those requirements

Present the solution

• And argue why your solution is a good one

Examination

• The examination will be based on the project and a short exam

• The project will be graded on the planning report and the results report

• The grades for the project and the short exam will be added. All parts must have a passing grade.

• Active participation in the seminars is required for a passing grade, we will take notes..

• Grades: U (failed), 3, 4, 5

ScheduleThursday 13.15-16

Friday9.30-12.15

15/3 Introduction,Introduction to project,Theory 1

PE (OR)

16/3 Theory 2Observation based methods

PE, OR

22/3 Question based methods

PE 23/3 Mediating tools, choice of participants

PE

29/3 No lecture, send in project plan

30/3 Seminar, planning of studies

4/4 Easter holiday 5/4 Easter holiday

12/4 Easter holiday 13/4 Easter holiday

19/4 Analysis PE 20/4 Context MAK

26/4 Still Open 27/4 Short exam PE

3/5 4/5 Seminar, Requirements

10/5 Workshop 11/5 Seminar, Results

Usability

What is a need?

Maslow’s hierarchy of needs

Needs and the fulfilment of needs

• Maslow’s model have been criticised e.g. for not taking the historic, social, or cultural context to acount

• It is necessary to differ between

• need and the fulfilment of a need

• need and the object of need

Subject/User Goal/Aim

Tool/Product

The Use System

New values

”In the Human Ware Age, the customers’ fascination with technical functions has shifted. Functionality, reliability and cost, have been replaced by e.g. comfort, enjoyment, satisfaction, and usability.” Technical functions

Advancedtechnical functions

Usability

Joy, pleasure

Competitive edge

1970 1980 1990 2000 Year

The building blocks

• Process• Staffing• Methods

Customer orientation is not only a matter of a positive attitude towards customers!

The new product development process

1. Identification of opportunities2. Design3. Test and evaluation4. Market introduction

Identification ofopportunities

Design

Test

Market introduction

The new product development process

1. Identification of opportunities2. Design3. Test and evaluation4. Market introduction

Identification ofopportunities

Design

Test

Market introduction

The new product development process

1. Identification of opportunities2. Design3. Test and evaluation4. Market introduction

Identification ofopportunities

Design

Test

Market introduction

Integrated product

Market oriented activities

Design oriented activities

Production oriented activities

Financial/economic oriented activities

Customerneeds

Early phases of product

Market oriented activities

Design oriented activities

Production oriented activities

Financial/economic oriented activities

Customerneeds

Investigatingneeds and

requirements

Ease of change - cost of change

26

Staffing

• Staffing - who?• Different competencies• Direct contact with customer/user• Cross-departmental (cf.integrated product

development)

Process

• Process - what?• A separate process, of its own, with

allocated time and resources• Structured, not ’ad hoc’

The Meta PRE ProcessCollect information

Analyse andinterpretinformation

Generate ideas & concepts

Formulate requirementsVerify

concepts and requirements

Problem identification

Choice of concept(s) and development of PRE specification

Represent and communicate results

The Meta PRE ProcessCollect information

Analyse andinterpretinformation

Generate ideas & concepts

Formulate requirementsVerify

concepts and requirements

Problem identification

Choice of concept(s) and development of PRE specification

Represent and communicate results

Understanding & consensus

The Meta PRE ProcessCollect information

Analyse andinterpretinformation

Generate ideas & concepts

Formulate requirementsVerify

concepts and requirements

Problem identification

Choice of concept(s) and development of PRE specification

Represent and communicate results

Methods for requirements elicitation

Methods for requirements elicitation

• Interviews• Focus groups• Conjoint analyses• Observations• Questionnaire• …

Methods for analyses

Methods for analyses

• KJ• Matrixes• Tree diagram• Fishbone diagram• …

Methods for communication

Methods for communication• Requirements

specifications• Mock-ups• Prototypes• Sketches• Personas• Scenarios• Imageboards• …

Communitcating the requirements picture - The tram example

Why are methods important?

• System view• Iceberg theory• Kano-model

The use situation, the ’use system’

Goal/Purpose/Task

Customer/User

Product/ Technology

Environment

The library example• New users• Experienced users• Staff• The library as an

organisation• The University• ….

The Iceberg Phenomenon• Only a very small

amount of the total list of customer requirements are immidiately available (or available through the traditional market study)

The Iceberg Phenomenon

Requirements of which the customer is aware, problems that the customer wants solved, solutions identified in other products

• Only a very small amount of the total list of customer requirements are immidiately available (or available through the traditional market study)

The Iceberg Phenomenon

Requirements assoc. with problems of which the customer is not aware due to habits, compensating behaviour

Requirements of which the customer is aware, problems that the customer wants solved, solutions identified in other products

• Only a very small amount of the total list of customer requirements are immidiately available (or available through the traditional market study)

The Iceberg Phenomenon

Requirements assoc. with problems of which the customer is not aware due to habits, compensating behaviour

Emotional and semantic requirements

Requirements of which the customer is aware, problems that the customer wants solved, solutions identified in other products

• Only a very small amount of the total list of customer requirements are immidiately available (or available through the traditional market study)

The Iceberg Phenomenon

Requirements assoc. with problems of which the customer is not aware due to habits, compensating behaviour

Emotional and semantic requirements

Requirements assoc. with culture and socio-historical aspects

Requirements of which the customer is aware, problems that the customer wants solved, solutions identified in other products

• Only a very small amount of the total list of customer requirements are immidiately available (or available through the traditional market study)

The Iceberg Phenomenon

Requirements assoc. with problems of which the customer is not aware due to habits, compensating behaviour

Emotional and semantic requirements

Requirements assoc. with culture and socio-historical aspects

êê

êê

êê

Requirements of which the customer is aware, problems that the customer wants solved, solutions identified in other products

• Only a very small amount of the total list of customer requirements are immidiately available (or available through the traditional market study)

The KANO model

• The Kano model proposes three types of need and requirements that need to be addressed from a competitive perspective§ Basic needs/

requirements§ Performance needs/

requirements§ Excitement

needs/ requirements

The KANO model

• The Kano model proposes three types of need and requirements that need to be addressed from a competitive perspective§ Basic needs/

requirements§ Performance needs/

requirements§ Excitement

needs/ requirements

The KANO model

• The Kano model proposes three types of need and requirements that need to be addressed from a competitive perspective§ Basic needs/

requirements§ Performance needs/

requirements§ Excitement

needs/ requirements

The KANO model

• The Kano model proposes three types of need and requirements that need to be addressed from a competitive perspective§ Basic needs/

requirements§ Performance needs/

requirements§ Excitement

needs/ requirements

Three types of requirements

• Captured requirements– (Swe:”Fångade krav”)

• Elicited requirements– (Swe:”Framlockade krav”)

• Emergent requirements– (Swe:”Framväxande krav”)

Choosing method

Four choices! • Data collection method• Participants• Context• Mediating object / stimuli

Data collection method

• Qustion-based or observation-based?• Qualitative or quantitative?

Participants• Statistical or theoretical? • Representative or critical?

Context

• Real use environment or a created use environment?

• Customer’s context or developer’s context or neutral context?

Contextual approaches• Needs and requirements are expressed in

different ways– As problems, comparisons, assumptions– As behaviour, actions and interactions– As requirements and wishes – As solutions

• The customer rarely verbalizes real needs and requirements

• The customer may have difficulties formulating (technical) requirements and solutions

• It is easier to describe problems, i.e. a need in terms of unsatisfaction, rather than describe the solutions to the problem

• Trend: leaving traditional market surveys for qualitative, contextual studies– E.g. ”Emphatic design”– E.g. ”Contextual inquiry”

• A unique offer requires unique knowledge requires unique methods

Mediating tool• Mediating tools

– Questions/probing– Product representations

• Sketches• Models• Prototypes

– Other• Pictures, paintings• Stories• Film, music …

Customer OrientationA “… cognitive-emotional concept, i.e. a general positive

attitude towards customers.” or "… an organization's customer-orientation performance

will depend on the type of definition it adopts in relation to how it perceives its customers, the nature of sensitivity it shows in creating customer service mentality, the type of measurement technique it utilizes, and the implementation mechanism it applies."

A matter of attitude and awareness

• “We are definitely customer-oriented. Our only problem is all those customers complaining all the time!”

• “We definitely know what our customers want. We have produced the same product for years and years!”

Listen to the voice of the customer!

• Listen to …? Definitely ! but not necessarily do as told …– What the customer verbalizes is not

necessarily what the customer wants nor needs.

The low floor example• “We want a low floor

tram!”• “What are those

boxes in the floor? Get rid of them!”

• “It’s scary to look up at the cars”

• “The new tram is noisy and unconfortable”

Pre-requisites

• An awareness of that (many) customer/user requirement are difficult to elicit.

• Employment of not only traditional marketing studies but also of other and complementary methods: such as contextual methods.

• Market communication during the entire development process: from needs è to idea generation è to final solution.

• Cross-functional, integrated development teams throughout the process.

• A systematic and continuous process rather than an occasional, ad hoc event è a process for ’managing customer requirements’

• A stronger focus on the customer and the customer’s problem and less on, e.g., benchmarking.

• Not ”What do you want?” but ”What problems can we solve?”• A clear image of the customer - ”Who is our customer?”

• For• With • By

Customer focus

• For• By• With!

– Need a process!

Considerations (1)• Customers/users have difficulties formulating (technical) requirements on solutions. It

is easier to describe problems. • Only a small part of the whole set of requirements is (at least immediately)

accessible. • Requirements for solutions are expressed in many different ways: as descriptions of

problems; – as comparisons; – as assumptions; – as (compensating) behaviours; – as actions; – as requirements; – as solutions

Consideration (2)

• Requirements do not emerge in a vacuum• They emerge in a situation, ”the use

situation”, the ”use system”• The method(s) chosen must be able to

grasp this system

Consideration (3)

Choosing method is a matter of four different choices

• Data collection method• Participants• Context• Mediating object / stimuli

Business Decision Cycle

Scanenvironment

Generateoptions

Selectoption Evaluate

Business Decision Cycle

Scanenvironment

Generateoptions

Selectoption Evaluate

Method Method Method Method

Business Decision Cycle

Purpose? Purpose? Purpose? Purpose?

Method? Method? Method? Method?

Business Decision Cycle

Identify ...Describe ...

Define ...Explore ...

Evaluate ...Test ...

Measure ...Track ...

Customer visit

Focusgroup

interviewsSurveys Secondary

research

Business Decision Cycle

Identify ...Describe ...

Define ...Explore ...

Evaluate ...Test ...

Measure ...Track ...

Customer visit

Focusgroup

interviewsSurveys Secondary

research

Exploratory Confirmatory

t

Business Decision Cycle

Identify ...Describe ...

Define ...Explore ...

Evaluate ...Test ...

Measure ...Track ...

Customer visit

Focusgroup

interviewsSurveys Secondary

research

Divergingphases

Convergingphases

t

The stages of the NPD process

Identify needs

and req.

Generate and assess ideas

Choose anddevelop concept

Detaileddesign

Prototype .... .... ....

The stages of the NPD process

Identify needs

and req.

Generate and assess ideas

Choose anddevelop concept

Detaileddesign

Prototype .... .... ....

The stages of the NPD process

Identify needs

and req.

Generate and assess ideas

Choose anddevelop concept

Detaileddesign

Prototype .... .... ....