designing big data interactions: the language of discovery
DESCRIPTION
Looking deeper than the celebratory rhetoric of information quantity, at its core, Big Data makes possible unprecedented awareness and insight into every sphere of life; from business and politics, to the environment, arts and society. In this coming Age of Insight, ‘discovery’ is not only the purview of specialized Data Scientists who create exotic visualizations of massive data sets, it is a fundamental category of human activity that is essential to everyday interactions between people, resources, and environments. To provide architects and designers with an effective starting point for creating satisfying and relevant user experiences that rely on discovery interactions, this session presents a simple analytical and generative toolkit for understanding how people conduct the broad range of discovery activities necessary in the information-permeated world. Specifically, this session will present: • A simple, research-derived language for describing discovery needs and activities that spans domains, environments, media, and personas • Observed and reusable patterns of discovery activities in individual and collaborative settings • Examples of the architecture of successful discovery experiences at small and large scales • A vocabulary and perspective for discovery as a critical individual and organizational capability • Leading edge examples from the rapidly emerging space of applied discovery • Design futures and concepts exploring the possible evolution paths of discovery interactionsTRANSCRIPT
#StrataNY2012#languageofdiscovery#ageofinsight
The Language of Discovery
Joe LamantiaUX Lead: Discovery Products [email protected]@oracle.comhttp://slideshare.net/mojoe
designed many discovery solutions
Welcome toThe Age of Insight
“In the next ten years, digital data alone is expected to grow 44 times. By 2020, there will be 4 billion people online creating 50 trillion gigabytes of data.”HP Intelligent Research
Volume: yotta, yotta, yottaVaried data ‘materials’
social, cultural, personal, environmental, economic, scientific
Full spectrum of granularityReal-time & historical perspectivesCommoditized infrastructure
storage, processing, distribution, publishing
Data ecosystem(s)
Everything is discoverable
discovery is...?
more than visualization
not just search
DiscoveryAct or experience of seeing, finding, learning, or solving something.Something seen, found, learned, or solved.
discovery is making senseof the world
search
visualization
analysis
prediction
InsightGrasping or understanding meaning, significance, and/or a solution.
A valuable change in perspective or understanding that enables or guides further action.
http://citydashboard.org/london/
urban status
W Antwerp WT?
influence
data journalism
cultural analytics
‘Cliodynamics’ is a transdisciplinary area of research integrating historical macrosociology, economic history/cliometrics, mathematical modeling of long-term social processes, and the construction and analysis of historical databases.
scientific disciplines
“What we found are the constants that describe every city,” he says.
I don’t know anything about this city or even where it is or its history, but I can tell you all about it.
And the reason I can do that is because every city is really the same.”
http://www.nytimes.com/2010/12/19/magazine/19Urban_West-t.html
we know you’re a dog
Everyone discovers
“The ability to take data - to be able to understand it, to process it, to extract value from it, to visualize it, to communicate it's going to be a hugely important skill in the next decades, not only at the professional level but even at the educational level for
elementary school kids, for high school kids, for college kids. Because now we really do have essentially free and ubiquitous data. So the complimentary scarce factor is the ability to understand that data and extract value from it.”
Hal Varian
http://www.mckinseyquarterly.com/Hal_Varian_on_how_the_Web_challenges_managers_2286
ready data
interaction tools
management tools
engagement models
consumer devices
“The datasexual looks a lot like you and me, but what’s different is their preoccupation with personal data.
They are relentlessly digital, they obsessively record everything about their personal lives, and they think that data is sexy. In fact, the bigger the data, the sexier it becomes.
Their lives - from a data perspective, at least - are perfectly groomed.” data as lifestyle
Discovery is the leading emerging interaction category of the Age of Insight
discovery capability is expected in all interaction contexts
As I was waiting for a table at a local restaurant the other day, I flipped through a couple of the free classified papers.
I was shocked to realize how dependent I’ve grown on three simple features that just aren’t available in the analog world: search, sort and filter.
http://uxdesign.smashingmagazine.com/2012/04/10/ui-patterns-for-mobile-apps-search-sort-filter/
Horizon of Discoverability
present
soon
future
past
Discovery is Everyware
multi-channel experiences
networked devices & places ubicomp environments
information shadows
product, service, personal avatars
mixed realities
How to design discovery experiences...?
precursorsBates - tactics & categoriesO’Day & Jeffries - categoriesCool & BelkinEllis - behaviors & modesMarchionini - IR frameworkSpencer - ModesLamantia - Modes & patterns
information retrieval
mediated sense making
Patterns of form are inadequate.
Need & context vary wildly
insight!activitydata +
The same thing we do every night...
Activity Centered Design
Research-based
ResearchDevelop &Produce
MarketSell &
Deliver
Operations & Planning
Digital Asset Mgmt
Financial Analysis
Enterprise Search & Knowledge Mgmt
SpendAnalysis
Market Intelligence
Product Information Mgmt
Inventory & DeliverySales &
Customer Analysis
Field Service Analysis
WarrantyAnalysis
MaintenanceRepair & Overhaul
Call Centers & Knowledge Mgmt
Customer Risk Analysis
Part, Commodity & Supplier Analysis
Manufacturing & Quality Inventory &
Demand Visibility
Human Capital Management
Program & Portfolio Mgmt
Data Quality & Governance
Pricing Analysis
Claims Analysis
Service Support &
Maintain
Measure Plan & Operate
solution contexts
scenario analysis
“Understand the quality performance of a part and module set in manufacturing and the field so that I can determine if I should replace that part.” - Engineering
“Understand a lead's underlying positions so that I can assess the quality of the investment opportunity.”
“Understand a portfolio's exposures to assess portfolio-level investment mix.” - Portfolio Manager
“I need to understand the cost drivers for this commodity so I can negotiate better terms with my suppliers and forecast business risk based on market indices.” - Procurement
User Scenarios
The Language of Discovery:
A concrete descriptive language for human discovery activity in diverse contexts.
A simple and consistent vocabulary that is independent of domain, role, information type, etc.
The Language of Discovery:
A concrete descriptive language for human discovery activity in diverse contexts.
A simple and consistent vocabulary that is independent of domain, role, information type, etc.
Leverages what is common in human discovery.
Allows for what varies in contexts of discovery.
Enables understanding of discovery needs and context
Generative tool for discovery capability and experiences
activity grammar
works like musical notes
DISCOVERY S
Literary Modes
“a broad, but identifiable literary method, mood, or manner, that is not tied exclusively to a particular
form or genre.”
http://en.wikipedia.org/wiki/Mode_(literature)
ArgumentationThe purpose of argumentation (also called persuasive writing) is to prove the validity of an idea, or point of view, by presenting sound reasoning, discussion, and argument that thoroughly convince the reader.
Rhetorical Modes
http://en.wikipedia.org/wiki/Rhetorical_modes
ExpositionThe purpose of exposition (or expository writing) is to explain and analyze information by presenting an idea, relevant evidence, and appropriate discussion.
Discovery Modes
“a broad, but identifiable discovery activity that is not tied exclusively to a particular context or
domain.”
Identifying Modes
“I need visibility into the parts my colleagues are using globally in order to find the best part possible for my assembly.” - Engineering
“I need to identify customers/marketers/dealers failing & at risk of de-branding based on performance problems.” - Account Rep
“I need to identify problem/success areas and where to intervene and reward.” - SVP Sales
“I need to identify the best customer/consumer/region targets for our brand/products.”- Brand Manager
Identifying Modes
“Understand the quality performance of a part and module set in manufacturing and the field so that I can determine if I should replace that part.” - Engineering
“Understand a lead's underlying positions so that I can assess the quality of the investment opportunity.”
“Understand a portfolio's exposures to assess portfolio-level investment mix.” - Portfolio Manager
“I need to understand the cost drivers for this commodity so I can negotiate better terms with my suppliers and forecast business risk based on market indices.” - Procurement
Comprehending‘To generate insight by understanding the nature or meaning of something’
e.g. “I need to analyze and understand consumer-customer-market trends to inform brand strategy & communications plan” – Director, Brand Image
Locating
‘To find a specific (possibly known) item’
e.g. “I need to find a new part with particular technical attributes and then source it from the most qualified supplier”
– Engineer
MODE
Exploring‘To proactively investigate or examine something for the purpose of serendipitous knowledge discovery’
e.g. “I need to identify the cost drivers for this commodity so I can negotiate better terms with my suppliers and forecast business risk based on market indices” – Procurement
Monitoring‘To maintain awareness of the status of something for purposes of management or control’
e.g. “I need to monitor at risk/failing customers/dealers so I can prompt my Account Reps to fix the problems”
– Sales Manager
Locating‘To find a specific (possibly known) item’
e.g. “I need to find a new part with particular technical attributes and then source it from the most qualified supplier”
– Engineer
Evaluate‘To use judgement to determine the significance or value of something with respect to a specific benchmark’
e.g. “I need to determine my current state in my prints so I can evaluate if I have price variation to negotiate a better price”
– Procurement
Verify‘To confirm or substantiate that something meets some specific criterion’
e.g. “How can I determine if I am looking at the latest information for a part or supplier?” – Supply Chain Specialist
Compare‘To examine two or more items to identify similarities and differences’
e.g. “I need to compare our module set teardowns with competitive teardown information to see if we’re staying competitive for cost, quality and functionality” – Engineer
best route is?
LocateVerifyMonitorCompareComprehendExploreAnalyzeEvaluateSynthesize
9 modes
LocateTo find a specific (possibly known) thinge.g. I need to find a new part with particular technical attributes and then source it from the most qualified supplier - Engineering
Verify‘To confirm or substantiate that an item or set of items meets some specific criterion’e.g. How can I determine if I am looking at the latest information for a part or supplier? - Supply Chain Specialist
Monitor‘To maintain awareness of the status of an item or data set for purposes of management or control’e.g. I need to monitor at risk/failing customers/dealers so I can prompt my Account Reps to fix the problems - Sales Manager
CompareTo examine two or more things to identify similarities & differencese.g. I need to compare our module set teardowns with competitive teardown information to see if we’re staying competitive for cost, quality and functionality - Engineering
ComprehendTo generate insight by understanding the nature or meaning of somethinge.g. I need to analyze and understand consumer-customer-market trends to inform brand strategy & communications plan – Director, Brand Image
ExploreTo proactively investigate or examine something for the purpose of knowledge discoverye.g. I need to understand the cost drivers for this commodity so I can negotiate better terms with my suppliers and forecast business risk based on market indices - Procurement
AnalyzeTo critically examine the detail of something to identify patterns & relationshipse.g. I need to know the cost drivers for a part such as materials that impact cost. Is the relationship a correlation or step function for a part cost driver? - Engineering
EvaluateTo use judgement to determine the significance or value of something with respect to a specific benchmark or modele.g. I need to determine my current state in my prints so I can evaluate if I have price variation to negotiate a better price - Procurement
SynthesizeTo generate or communicate insight by integrating diverse inputs to create a novel artifact or composite viewe.g. I need to prepare a weekly report for my boss (sales mgr) of how things are going - Account Rep
Modes are the verbs of discovery scenarios.
grammatical structure & behavior
Explore
something
to effect
result or goal.
verb
object
predicate
Discovery Goal
You can explore: peopleplaceseventsobjectsdatatopicsprocesses...??
you said they work like music?
Mode
Monitor
Explore
...currently popular colors over useful intervals
...currently popular colors, or colors popular in the past
Verify
That a color is popular now or in the past
When I use the tool, I can...
Monitor
Explore
...articles to see what is new and available.
...available articles and topics to identify those of interest to me.
Locate
... and read articles of interest, supporting information, and related materials.
As a reader, I can...
Monitor
Explore
...the tweets of people I follow, my followers, community interactions.
...trends and active topics, and suggestions for people to follow.
..tweets, people, hashtags / topics
My twitter home page allows me to...
Locate
Synthesize
...new tweets via composition, retweet, or favorite tweets.
The profile snapshot lets me...
...the author of a tweet to decide if I am interested in them
...the profile and homepage of the author of a tweet
Locate
Evaluate
Comprehend
Explore
Evaluate
A twitter profile page lets me...
...the authors profile to learn more about them
...their activity, followers, tweets, relevance to me
...the author’s interests, point of view,
domain independentscale independentstructurally consistentsemantically distinctorthogonalconceptually connectedsequencablecombinable
Modes seem to be internalized & common.
you said they work like music?
Chains
scenario analysis: multiple / sequential modes
Comparative Search1. Replace a problematic part
(from sourcing, cost or technical perspective)
2. ...with an equivalent or better part
3. ...without compromising quality and cost.
Analyze
Compare
Evaluate
Comparative Search1. Analyze
2. and understand gaps between current cost of commodity
3. versus best in class manufacturing costs.
Analyze
Compare
Evaluate
enterprisescenario chains
Comparative Search
Identify parts used for same function as candidates for commonization and complexity reduction - Core Engineer
Replace a problematic part (from sourcing, cost or technical perspective) with an equivalent or better part without compromising quality and cost. - Engineering
Compare our module set teardowns with competitive teardown information to see if we’re staying competitive for cost, quality and functionality. - Engineering
Compare a lead's performance claims with relevant benchmarks to assess the lead's claims - Portfolio Manager
See the difference between what we are spending and what we should be spending to maximize savings (between actual PO and should costs). - Procurement
Analyze & understand gaps between current costs of commodity versus best in class manufacturing costs - Cost Estimators
Analyze Compare Evaluate
Exploratory Search
Identify opportunities to optimize use of tooling capacity for my commodity/parts - Core Engineer
Identify sales opportunities and targets (increased key customer market share across categories/brands; upsell-cross sell; promotional targets - District Manager
Evaluate & optimize our product portfolio: Which products should we de-list and retire? What new products should we be making/selling? - Category Manager
Identify the best customer/consumer/region targets for our brand/products - Brand Manager
Determine suppliers to use for parts in my program and execute sourcing agreements - Core Buyer
Identify customers/marketers/dealers failing & at risk of de-branding based on performance problems - Program Administrator
Explore Analyze Evaluate
Strategic Oversight
Monitor how well we are tracking to revenue and margin targets by division - SVP Sales
Monitor and grade incoming incidents; close incidents, add incident close codes - Supervisor/Inspector
Monitor global commodity use in relation to plan/guidelines to identify gaps that require corrective action - Core Engineer
Monitor how well we are tracking to revenue and margin targets by division - District Manager
Monitor & evaluate how our brand is performing in re: revenue, margin, and market share targets - Brand Manager
Financial Analyst: Monitor & assess commodity status against strategy/plan/target
Monitor Analyze Evaluate
Strategic Insight
Track module cost versus functionality over time to determine trends. - Engineering
Understand the quality performance of a part and module set in manufacturing and the field so that I can determine if I should replace that part. - Engineering
Understand a lead's underlying positions so that I can assess the quality of the investment opportunity - Portfolio Manager
Understand a portfolio's exposures to assess portfolio-level investment mix - Portfolio Manager
I need to understand the cost drivers for this commodity so I can negotiate better terms with my suppliers and forecast business risk based on market indices. - Procurement
Analyze Comprehend Evaluate
Comparative Synthesis
Analyze and understand consumer-customer-market trends to inform brand strategy & communications plan - Director, Brand Image
Find out how many parts I have in my module set of parts and find ways to reduce cost across them - Engineering
Formulate scope & strategy for sourcing and gap closure - Core Buyer
Analyze and understand a market: marketer network, competitive position, customer sat, & share, etc. to inform brand strategy and communications plan - Brand Image Analyst
Analyze Compare Synthesize
Explore Analyze Evaluate
Analyze Comprehend Evaluate
Monitor Analyze Evaluate
Analyze Compare SynthesizeComparativeSynthesis
StrategicOversight
Exploratory Search
StrategicInsight
Comparative Search
Analyze Compare Evaluate
Enterprise Scenario Chains
consumer scenariochains
http://www.flickr.com/photos/t_zero/7350565830/in/photostream/
consumer scenariochains
277 ‘micro-scenarios’ - brief narratives that illustrate the end user’s goal and the primary task/ action they take to achieve it.
• Find best offers before the others do so I can have a high margin.
• Get help and guidance on how to sell my car safely so that I can achieve a good price.
• Understand what is selling by area/region so I can source the correct stock.
• See year-on-year ad spend trends for TV and online to supply to the Head of Global Media.
Insight-driven Search
An exploratory search for insight to resolve an explicit information need:
“Assess the proper market value for my car” (45 instances)
Explore Analyze Comprehend
A"Model"of"Consumer"Search"Behaviour"Tony Russell-‐Rose and Stephann Makrihttp://red.cs.nott.ac.uk/~mlw//EuroHCIR2012-‐Proceedings.pdf
Opportunity-driven Search
A semi-directed exploration aiming at serendipitous discovery:
“Find useful stuff on my subject topic”(31 instances)
Explore Locate Evaluate
A"Model"of"Consumer"Search"Behaviour"Tony Russell-‐Rose and Stephann Makrihttp://red.cs.nott.ac.uk/~mlw//EuroHCIR2012-‐Proceedings.pdf
Qualified Search
A variant of the stereotypical findability task in which immediate verification is required:
“Find trucks that I am eligible to drive” (29 instances)
Locate Verify
A"Model"of"Consumer"Search"Behaviour"Tony Russell-‐Rose and Stephann Makrihttp://red.cs.nott.ac.uk/~mlw//EuroHCIR2012-‐Proceedings.pdf
Explore Analyze
Evaluate
Insight-drivenSearch
Opportunity-driven Search
Comprehend
Explore Locate
Qualified Search
Locate Verify
Consumer Scenario Chains
Mode
recognizable mode chains
Analyze
Evaluate
Comparative Search
1. Analyze the popularity and importance of colors over time to see patterns
2. Compare colors in terms of importance and popularity at various cycles, trends, and moments.
3. Evaluate colors vs. their current and historic importance and popularity.
Color Forecast users can...
...of colors I may use for my purposes
Compare
Analyze
Comprehend
Evaluate
Strategic Insight
1. Analyze events and topics using the data and tools provided
2. Understand the events and topics using the Guardian’s perspective and my own.
3. Evaluate all perspectives, as well as the actions and decisions based on them.
Data blog readers can...
into events & actions of government & society
Analyze
Comparative synthesis
1. Analysis of the causes, participants and events of the UK riots
2. Comparison of suggested causes, insights and explanations into the events.
3. Synthesis of these insights into a coordinated perspective on the riots
Data blog readers can...
of all insights into the causes of the UK riots
Compare
Synthesize
Evaluate
Exploratory search
1. Explore the author’s profile, activity and community interactions.
2. Analyze the author’s followers, activity, tweets, community interaction, who they follow.
3. Evaluate the author to decide their relevance and value.
Twitter users can...
... for valuable people streams to follow
Explore
Analyze
mode networks
Analyze
AnalyzeMonitor
Explore
Compare
Comprehend Synthesize
Evaluate
Verify
Mode Networks
AnalyzeExplore Comprehend
Evaluate
Verify
Locate
Mode Networks
Exploratory Search
Identify opportunities to optimize use of tooling capacity for my commodity/parts - Core Engineer
Identify sales opportunities and targets (increased key customer market share across categories/brands; upsell-cross sell; promotional targets - District Manager
Evaluate & optimize our product portfolio: Which products should we de-list and retire? What new products should we be making/selling? - Category Manager
Identify the best customer/consumer/region targets for our brand/products - Brand Manager
Determine suppliers to use for parts in my program and execute sourcing agreements - Core Buyer
Identify customers/marketers/dealers failing & at risk of de-branding based on performance problems - Program Administrator
Explore Analyze Evaluate
Initial SummaryOperative
Identify opportunities to optimize use of tooling capacity for my commodity/parts - Core Engineer
Identify sales opportunities and targets (increased key customer market share across categories/brands; upsell-cross sell; promotional targets - District Manager
Evaluate & optimize our product portfolio: Which products should we de-list and retire? What new products should we be making/selling? - Category Manager
Identify the best customer/consumer/region targets for our brand/products - Brand Manager
Determine suppliers to use for parts in my program and execute sourcing agreements - Core Buyer
Identify customers/marketers/dealers failing & at risk of de-branding based on performance problems - Program Administrator
Explore Analyze Evaluate
Initial SummaryOperative
Analyze
AnalyzeMonitor
Explore
Compare
Comprehend Synthesize
Evaluate
Verify
Initial SummaryOperative
Source: The Sensemaking Process & Leverage Points For Analyst Technology
Sensemaking
Initial SummaryOperative
Using the languageUsing the language
To inform the core principles for the user experience of the product
To coordinate the design of product features and functions across channels and form-factors
To evaluate the quality and success of product designs, in terms of usability, engagement, value, etc.
To establish a roadmap for the product's evolution and determine development efforts
To shape strategy for a portfolio of products by understanding the value proposition of current and potential new products
Product Strategy,Definition & Design
To guide the deployment of the product as part of a solution for customers
Identifying needs via scenarios and other solution specification tools
Crafting functional requirements and interaction designs for deployed applications
To describe and publish patterns and best practices in implementation of the product - workspace, application, application suite
solution design for product customers
Mode-based design
discovery application template
Supply Chain ManagementAnalytics and Forecasting
Enables understanding of discovery needs and context
Define & Review the Goals, Problems, & User Context
Goals & Scenarios
§Plan§Optimize§Launch§Build
User Types
§Knowledgeable§Enthusiast§Uncertain Explorer§Manager
Business Goals
§Engagement§Conversion§Cross-Sell§Adoption§Acquisition
Discovery Assets
§Product info§Rich Media§Textual Info§Social Media§Metrics
What decision-discovery
support and information
assets will help them achieve their
goals?
What are business-user critical goals & scenarios? What do they need to
know to succeed?
What are the business
strategies, objectives, &
priorities?
Modes & Chains
§Locate§Explore§Strategic Insight§Qualified Search
How do people need to interact with information assets & each
other to achieve their goals?
Who are the critical users and
how do their discovery needs
& behaviors vary?
Supply Chain Process
Source ManufacturePlan Distribute Replenish
Planning Team Planner / Analyst Planning Manager
Planners: Needs & Goals
Planner / Analyst
• Create and update accurate forecasts on a weekly basis at a very detailed level, such as the number of packs of each product SKU needed for a single store. Forecasts evolve through several iterations before reaching their final state, allowing and requiring Planners to incorporate data on sales, inventory, customer activity, etc. as it accumulates in real time.
• Improve the accuracy of forecasts and forecasting methods by understanding the nature, degree, and source of forecasting errors in reference to a large number of defined metrics and performance measures.
• Analyze and understand changes in the factors affecting forecast accuracy, and enhance forecasting methods to reflect these changes.
Planning Manager
• Monitor and review the accuracy of Planners’ forecasts to assess individual and team performance
• Determine the specific metrics and performance measurements that Planning teams use for reference, based on the long-term goals of the organization.
• Evaluate and improve the effectiveness of forecasting practices and tools used by planning teams
Managers: Needs & Goals
• Achieve 100% forecast accuracy
• Maintain forecast accuracy over time, and in all situations.
Planning Team
recognizable mode chains
Synthesize
Analyze
To create new forecasts, Planners:
Analyze their previous forecasts and newly identified causal factors
Compare them to accuracy baselines and the expected impact of correlating factors such as seasonal events or weather
Create new forecasts that reflect insights from analytical activities
Planners: Mode Chains
Strategic Insight
Compare
Forecastactivitydata +
To improve forecasting accuracy, Planners:
Analyze cumulative and historical accuracy and error rates to
Understand the factors affecting forecasts
Evaluate the relevance and usefulness of newly identified causal factors by retrospectively including them in previous forecasts
Planners: Mode Chains
Analyze
Comprehend
Evaluate
Strategic Insight
Causesactivitydata +
Analyze
Managers assessing Planner performance:
Monitor the accuracy of forecasts made by individual analysts and the team
Analyze forecasts for patterns and trends in variance and accuracy
Evaluate the effectiveness of analysts, and forecasting methods.
Planning Managers: Mode Chains
Evaluate
Strategic Insight
Monitor
Methodactivitydata +
Forecast (location)
Causal Factor
Methodology
Item
Discovery scope
???
Generative tool for discovery capability and experiences
how much?
when & where?
what behavior?
Information in workspaces:
3 screen types composed of defined components (portlets) offering discovery ‘functions’
• faceted navigation• data visualization• application navigation• tabular data• search• context management• metrics• alerts• filtering
Application Structure
Dashboard Screen
Planners Monitor the accuracy of their own forecasts compared with established baselines and targets.
Planning Managers Monitor the accuracy of all the forecasts made by the Planning team.
Dashboard Screen
Planner / Analyst Planning Manager
Monitor Analyze Evaluate
Strategic Oversight
One pane enables monitoring of each major area of supply chain activity, such as Inventory or Capacity.
Provides summary status of processes via KPIs and measurements.
Dashboard ScreenA chart presents historical values of these measures for Analysis.
Alerts allow Planners to monitor, analyze, and evaluate changes to supply chain flow.
Initiate the Strategic Insight chain: follow linked data points in charts, metrics and alerts ‘deeper’ into the information space.
Dashboard Screen
Focused on one sub-function of the supply chain: forecasts and activity for ‘restocking’ of products in retail settings through stages of the supply chain.
Search, Breadcrumb, and Faceted Navigation components allow the user to understand & manage the data that is presented in the workspace tables, charts, while analyzing the information.
Summarize and communicate workspace context to users to provide orientation and comprehension.
Analysis Screen
‘Metric summary’, which follows on from the performance indicators identified on the Dashboard,
Visibility into the smaller scale measures that determine the status of the supply chain; specifically, the accuracy of forecasts (compare & evaluate).
Analysis Screen
Below the summary, a group of components presents a visualization and data grid of a single metric grouped by one or more variables (e.g. quantity by product type) to enable analysis.
These ‘metric breakouts’ help Planners and Managers comprehend the factors contributing to the status of each metric. This combination facilitates a wider range of analysis methods than either presentation method supports alone.
Analysis Screen
Supporting tables provide lists of the individual transactions for detailed analysis and evaluation.
Analysis Screen
Analysis Screen
Analyze Comprehend EvaluateStrategicInsight
Analyze Compare SynthesizeComparativeSynthesis
Planner / Analyst Planning Manager
Planning teams use the Trends screen to explore and understand the state of the supply chain, and the accuracy of their forecasts over time.
For this purpose, the Trends screen is primarily designed to support the Exploratory Search (Explore-Analyze-Evaluate) and Comparative Synthesis (Analyze-Compare-Synthesize) chains, in which Planners and Managers seek to identify new patterns in time and supply chain activity and suggest potential causal factors.
The value of the Trends screen is best understood in the context of sequences of mode chains, such as Strategic Oversight in companion with Comparative Synthesis or Exploration Driven Search in companion to Strategic Insight.
Trends Screen
Analyze Compare SynthesizeComparativeSynthesis
Explore Analyze EvaluateExploration-drivenSearch
Planner / Analyst Planning Manager
Sequences
Planners will follow the Strategic Oversight chain for visibility into the status of their published final forecasts vs. actual activity in the supply chain;
When errors or variances beyond an acceptable threshold emerge in one or more forecasts, they will switch to the Strategic Insight chain in order to understand the new situation.
They will move on to the Comparative Synthesis chain to revise their forecasts to reflect their newly generated insights and improved understanding.
They will then switch back to Strategic Oversight to maintain ongoing awareness of the accuracy and effectiveness of their revised forecasts over time.
StrategicInsight
Comparative Synthesis
StrategicOversight
StrategicOversight
Planners: Mode SequencesPlanner / Analyst
StrategicInsight Comparative SynthesisStrategic
OversightStrategicOversight
Mode Sequences
Business Process Optimization
“Process optimization is the discipline of adjusting a process so as to optimize some specified set of parameters without violating some constraint. The most common goals are minimizing cost, maximizing throughput, and/or efficiency. This is one of the major quantitative tools in industrial decision making.http://en.wikipedia.org/wiki/Process_optimization
A business process or business method is a collection of related, structured activities or tasks that produce a specific service or product (serve a particular goal) for a particular customer or customers.
Planning Managers seeking to improve the forecasting practices and methods of their teams will employ a sequences of mode chains that begins with Exploratory driven Search, to identify exemplars of particularly strong or weak forecasts and forecasting practices.
They will move to Strategic Insight to understand how and why these practices exhibit strength or weakness.
Comparative Synthesis will help Managers formulate new or improved measurements and forecasting practices.
They will rely on Strategic Oversight to gauge the effectiveness of new or enhanced practices once in effect.
StrategicInsight
ComparativeSynthesis
ExploratorySearch
StrategicOversight
Managers: Mode SequencesPlanning Manager
StrategicInsight
Comparison-driven Synthesis
Exploration-driven Search
StrategicOversight
Mode Sequences
Business Process Re-Engineering / Design
“Business process re-engineering is the analysis and design of workflows and processes within an organization.”
http://en.wikipedia.org/wiki/Business_process_reengineering
interaction-based language for business-
level dialog
learn hearts & mindsrely on known modes & sequencesparsimonious compositionhunt cross-channel flowsoptimize for core scenariosevery interaction enhances insight
References & ResourcesLanguage of Discovery
Publications Russell-Rose, T., Lamantia, J. and Burrell, M. 2011. A Taxonomy of Enterprise Search and Discovery. Proceedings of EuroHCIR 2011, London, UK. http://ceur-ws.org/Vol-763/paper4.pdf
Russell-Rose, T., Lamantia, J. and Burrell, M. 2011. A Taxonomy of Enterprise Search and Discovery. Proceedings of HCIR 2011, California, USA. https://docs.google.com/a/kent.edu/viewer?a=v&pid=sites&srcid=ZGVmYXVsdGRvbWFpbnxoY2lyd29ya3Nob3B8Z3g6NzdmYjc3OWY2ZjQ2Zjg4MQ
Russell-Rose, T. and Makri, S. 2012 A Model of Consumer Search Behavior. Proceedings of EuroHCIR 2012, Nijmegen, NL.
Designing the Search Experience: forthcoming
References & ResourcesThe sensemaking process and leverage points for analyst technology as identified through cognitive task analysis, Pirolli, P., & Card, S. (2005)https://analysis.mitre.org/proceedings/Final_Papers_Files/206_Camera_Ready_Paper.pdf
Exploratory search: from finding to understanding, Gary Marchionini, Communications of the ACM, Volume 49 Issue 4, April 2006http://www.ischool.utexas.edu/~i385t-sw/readings/Marchionini-2006-Exploratory_Search.pdf
Lamantia, Joe. “Goal Based Information Retrieval Experiences” JoeLamantia.com, (June 20, 2006).http://www.joelamantia.com/informationarchitecture/goalbasedinformationretrievalexperiences
Lamantia, Joe. “10 Information Retrieval Patterns” JoeLamantia.com, (June 29, 2006).http://www.joelamantia.com/information-architecture/10-information-retrieval-patterns
Lamantia, Joe. “Discovering User Goals / IR Goal Definitions” JoeLamantia.com, (June 24, 2006).http://www.joelamantia.com/information-architecture/discovering-user-goals-ir-goal-definitions
Spencer, D. 2006. “Four Modes of Seeking Information and How to Design for Them”. Boxes & Arrows: http://www.boxesandarrows.com/view/four_modes_of_seeking_information_and_how_to_design_for_them
Bates, Marcia J. 1979. "Information Search Tactics." Journal of the American Society for Information Science 30: 205-214
Bates, Marcia J. 1989. "The Design of Browsing and Berrypicking Techniques for the Online Search Interface." Online Review 13: 407-424.
Broder, A. 2002. A taxonomy of web search, ACM SIGIR Forum, v.36 n.2, Fall 2002
References & ResourcesCool, C. & Belkin, N. 2002. A classification of interactions with information. In H. Bruce (Ed.), Emerging Frameworks and Methods: CoLIS4: proceedings of the Fourth International Conference on Conceptions of Library and Information Science, Seattle, WA, USA, July 21-25, 2002, (pp. 1-15).
Glaser, B. & Strauss, A. 1967. The Discovery of Grounded Theory: Strategies for Qualitative Research. New York: Aldine de Gruyter.
Jarvelin, K. and Ingwersen, P. 2004. “Information seeking research needs extension towards tasks and technology”, Information Research, Vol. 10, No. 1. (October 2004)
Kuhlthau, C. C. 1991. Inside the information search process: Information seeking from the user's perspective. Journal of the American Society for Information Science, 42, 361-371.
Marchionini, G. 2006. Exploratory search: from finding to understanding. Commun. ACM 49(4): 41-46
Norman, Donald A. 2006. Logic versus usage: the case for activity centered design. Interactions 13, 6
O'Day, V. and Jeffries, R. 1993. Orienteering in an information landscape: how information seekers get from here to there. INTERCHI 1993: 438-445
Rose, D. and Levinson, D. 2004. Understanding user goals in web search, Proceedings of the 13th international conference on World Wide Web, New York, NY, USA
Salton, G. 1989. Automatic Text Processing: The Transformation, Analysis, and Retrieval of Information by Computer. Addison-Wesley, Reading, MA.
Sutcliffe, A.G. and Ennis, M. 1998. Towards a cognitive theory of information retrieval. Interacting with Computers, 10:321–351.
References & ResourcesCool, C. & Belkin, N. 2002. A classification of interactions with information. In H. Bruce (Ed.), Emerging Frameworks and Methods: CoLIS4: proceedings of the Fourth International Conference on Conceptions of Library and Information Science, Seattle, WA, USA, July 21-25, 2002, (pp. 1-15).
Cool, C. & Belkin, N. 2002. A classification of interactions with information. In H. Bruce (Ed.), Emerging Frameworks and Methods: CoLIS4: proceedings of the Fourth International Conference on Conceptions of Library and Information Science, Seattle, WA, USA, July 21-25, 2002, (pp. 1-15).
Ellis, D. 1989. A Behavioural Approach to Information Retrieval System Design. Journal of Documentation, 45(3), pp. 171-212.
Ellis, D., Cox, D. & Hall, K. 1993. A Comparison of the Information-seeking Patterns of Researchers in the Physical and Social Sciences. Journal of Documentation 49(4), pp. 356-369.
Ellis, D. & Haugan, M. 1997. Modelling the Information-seeking Patterns of Engineers and Research Scientists in an Industrial Environment. Journal of Documentation 53(4), pp. 384-403.
Makri, S., Blandford, A. & Cox, A.L. 2008. Investigating the Information-Seeking Behaviour of Academic Lawyers: From Ellis’s Model to Design. Information Processing and Management 44(2), pp. 613-634.
Meho, L. & Tibbo, H. 2003. Modeling the Information-seeking Behavior of Social Scientists: Ellis’s Study Revisited. Journal of the American Society for Information Science and Technology 54(6), pp. 570-587.
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