S556 SYSTEMS ANALYSIS & DESIGN

Week 3

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Announcement

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Problem Definitions will be posted on Oncourse (Forum) for potential group projects Express your interests in one or two projects

by Noon, Tuesday, January 31 Project teams will be determined in class on

Wednesday, February 1

Add your profile in Oncourse

PM Main Processes

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Decision-making Communication Coordination …all support controlling the:

Scope

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

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Go where the user works, observe the user as he or she works, and talk to the user about the work

4 Principles of Contextual Inquiry

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Context Partnership Interpretation Focus

4 Principles of Contextual Inquiry: Context

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Go to the customer’s workplace and see the work as it unfolds Summary vs. ongoing experience (see

HWW, p. 96—dos & don’ts) Abstract vs. concrete data (ask for specific

instances; use the real artifacts) Observe the work practice

Relationship Models

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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)

4 Principles of Contextual Inquiry: Partnership

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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

4 Principles of Contextual Inquiry: Interpretation

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We need to verify our interpretations with users

Fact Hypothesis Design

Example of Possible Interpretations

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What’s your interpretation for the following observation? A user of an accounting package kept a list of

account names and account #s next to her screen

4 Principles of Contextual Inquiry: Focus

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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 Nods What you don’t know

Admit your ignorance You are there to learn (the

master/apprenticeship model)

Pitfall for Design

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“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)

Takahashi, D. (1998). Doing fieldwork in the high-tech jungle. Wall Street Journal, Tuesday, October 28.

Success for Design

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What can we learn from Toyota’s design strategies described in Gertner (2007)?

Design Ethnographer

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

Design Ethnographer

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Design ethnographer at IBM & Intel (c.f., Ante, 2006) Product includes $500 community India

PC, satellite radio, & classmate PC http://www.youtube.com/watch?v=

K7z_viRbYuY

Contextual Interview Structure: 4 steps

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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)

Contextual Interview Structure: 4 steps

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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

INTERVIEWS

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Example of an Interview

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A case of interviewing an employer

Designing the Interviewing Situation (HWW, p. 71)

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Resistance Confidentiality and security (do NOT store data in

google doc, 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

Who to Interview—how many?

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1-2 people in each role you identified as important to the focus

Collect data from 5-15 people in total

Who to Interview? (HWW, p. 68-69)

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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)

Interview Key Points

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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