See to believe: capturing insights using contextual inquiry

Kate Lawrence, Vice President of User Research Deirdre Costello, Sr. UX Researcher Melissa Pike, Director of Technical Product Management, Medical Market September 18, 2014

See to Believe: Capturing Insights Using Contextual Inquiry

Agenda

1.  EBSCO’s User Research Team 2.  The Contextual Inquiry method 3.  Our Medical CI Findings 4.  TranslaRng Findings into Product

Data Analysis

Select the appropriate method, conduct our own research. Typically qualita8ve.

What ques8ons have been asked previously? What do those studies show? What does a comprehensive literature search reveal?

SecondaryResearch

PrimaryResearch

Review usage data and metrics. Quan8ta8ve methods.

Social Media Mining

Prototype Reviews

Focus Groups

Participatory Design

Metrics Analysis

Eye Tracking

Heuristic Evaluation

Video Diary Studies

Energy economics

A/B Testing

Secondary Research

Literature Reviews

Contextual Inquiry

Usability testing

Competitive Testing

Cognitive Walkthroughs

Amazon Mechanical Turk

Surveys

Card Sorting

Tree Navigation

Usertesting.com

CI is ethnographic; it is the research method that gets us closest to the user.

Real user, live workflow Users in simulated workflow

Data metrics, surveys Secondary research/ anecdotes

Contextual Inquiry

+ + + + -‐ -‐ -‐ -‐

Observing users in real context, including the structure of their work pracRce

ParCcipant-‐driven sessions

Understanding how social context influences the experience.

Focus on what users do, not what they say they would do.

A structured interview

StaRsRcally significant sample size

Time efficient

Easy recruiRng

What CI Is What CI is not

Contextual Inquiry

h\p://physiciandispensingsoluRons.com

Renewgroup.com

TheformaRonscompany.com

User Sessions

Debriefing

Stakeholder Review & PresenCng Findings

Affinity Mapping

Planning: The Team

• Secure iniCal support for the research • Team = UX & researchers + select others (ideal team size: 6-‐7 members)

• Time is a requirement – CI team members are expected to ac8vely parRcipate.

Planning: Prepping

•  Resist the urge to write interview quesRons/a tesRng script – instead, idenCfy a list of themes and topics you want to cover.

•  Create (lean) personas* to help with recruiRng.

•  Train team on the CI process: provide readings, YouTube videos.

* A good lean persona resource – Jason Crane hGp://snapperwolf.com/2012/03/03/how-‐to-‐create-‐a-‐lean-‐persona.html

Planning: Recrui8ng

•  Recruit a small sample based on skill sets/persona breakdowns and prepare yourself for the inevitable quesRon.

•  Recruit through people you know – you need to find talkaRve, thoughhul parRcipants who respond to emails.

•  Recruit iteraCvely – determine which personas are the most influenRal as you go

•  Provide a good incenCve to guarantee Rme and a\enRon ($25+ per hour, Amazon gik cards if cash is hard).

“How do you know

that your sample is

representative?”

Planning: Scheduling

• Schedule parRcipants for a 1 to 2-‐hour block – maximum of 1 parRcipant per day. Build in Rme for travel, parking, food, brief discussion akerwards.

• Meet in an environment where the parRcipants do what you want to talk about. Students? Library, meeRng space, common room. Physicians? Hospital, office, etc.

Planning: Session Logis8cs

• Ask parRcipants to bring any devices they use regularly for the tasks that are the subject of the study. Ex: Students – what do you use for conducting research? Please plan to bring those devices with you to our session.

• Make sure there’s wifi. • Bring a notebook, several pens, your cell phone and your phone charger.

• Download a recording app, then make sure there’s room on your phone to store recordings.

•  Start with a single request: “Can you show me the last search you did for x?” •  Follow the parRcipant’s lead, but make notes about things you want to circle back and probe on. •  Another key quesRon: “How did you learn about that?” • Do occasional Rme checks and note those in the margins

ConducRng the CI Sessions

Debriefing: How It Works

•  Researchers walk through the enCre session, note by note

•  Team asks specific quesRons, requests details and clarificaRon; discussion ensues.

•  Note-‐taker captures what team indicates is relevant; team helps to formulate the “wall-‐worthy” note – Rp: focus on intent

Affinity Mapping: How It Works

•  CreaRng affiniRes to organize/categorize the data from debriefs

•  Print out every note •  Decide on an iniCal set of themes (these will

evolve) •  Have the team put all the sRcky notes on the

wall grouped by theme, then organize the notes into smaller, more specific groups and hierarchies

•  Invite stakeholders and others outside the immediate team to socialize your findings

*Based on a 6 Sigma pracRce: h\p://www.discover6sigma.org/post/2009/02/affinity-‐diagram/

Visioning: What It Is

•  Moving from data collecRon/ organizaRon to acConable ideas; opportunity for others to experience user pain points.

•  Let a\endees “walk the walls” of the affinity hierarchies with post-‐it notes – instrucRon: “Write down your ideas for easing the pain points.”

•  SoluRon ideas become workflow diagrams that represent ideal user scenarios.

Product Management: Melissa Pike

Rolling up your findings Agreeing on the problems you need to solve with sponsors DocumenRng your product themes and features PrioriCzing your themes and features with sponsors

TransiRoning from visioning to themes

Search Access

Content Mobile

Product Awareness Interoperability

Theme A Theme B

Theme C Theme D

Theme E Theme F

DocumenCng features and use cases CollaboraCng with your architects and technical leads Sharing the CI findings and session arRfacts Socializing features to other product stakeholders Synergizing across other product owners

Alignment: Ini8a8ves, Features

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Roadmap Product Owner from Group 1





Theme A Theme B Theme C Theme D Theme F Theme G

Share the wealth of knowledge from CI, get buy-‐in, idenRfy co-‐ownership

Avoid living in your own product or market vacuum!

Feature Board Theme A Theme B Theme C Theme D Theme E Theme F

Feature A1

Feature B1

Feature C1

Feature D1

Feature E1 Feature F1

Feature A2

Feature C2

Feature D2 Feature F2

Feature A3

Feature B2


Feature A4

Feature B3

Feature D4

Feature E2

Feature A5

Feature B4

Feature C3

Feature E3

Feature A6

Feature A1

Feature D5


Decreasing Priority

Version 1 “Must Have” Feature Boundary

Blanks mean no feature for this theme has this level of priority

Visualiza8on courtesy of David Brickner, EBSCO Informa8on Services

Theme A Theme B Theme C Theme D Theme E Theme F

Feature A1

Feature B1

Feature C1

Feature D1


Feature A2

Feature C2


Feature A3

Feature B2


Feature A4

Feature B3

Feature D4

Feature E2

Feature A5

Feature B4

Feature C3

Feature E3

Feature A6

Feature A1

Feature D5


Decreasing Priority


Example, these Pink Rckets are in Requirements

Feature Board




Feature A1

Feature B1

Feature C1

Feature D1


Feature A2

Feature C2


Feature A3

Feature B2


Feature A4

Feature B3

Feature D4

Feature E2

Feature A5

Feature B4

Feature C3

Feature E3

Feature A6

Feature A1

Feature D5


Decreasing Priority


Ticket color is updated to indicate status on the “In Progress” board

Feature Board




Feature A1

Feature B1

Feature C1

Feature D1


Feature A2

Feature C2


Feature A3

Feature B2


Feature A4

Feature B3

Feature D4

Feature E2

Feature A5

Feature B4

Feature C3

Feature E3

Feature A6

Feature A1

Feature D5


Decreasing Priority


MulRple state changes due to good progress from the teams

Feature Board Theme A Theme B Theme C Theme D Theme E Theme F

SomeRmes a great product can be defined by what it doesn’t have, versus having too much We are starRng simple, and layering in only the components that we saw user’s use or express a desire for

DeconstrucRng product, enabling usability

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Simplifying the Bull: How Picasso Helps to Teach Apple’s Style Inside Apple’s Internal Training Program By BRIAN X. CHENAUG. 10, 2014

"Osmar Schindler David und Goliath". Licensed under Public domain via Wikimedia Commons -‐ hGp://commons.wikimedia.org/wiki/File:Osmar_Schindler_David_und_Goliath.jpg#mediaviewer/File:Osmar_Schindler_David_und_Goliath.jpg

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Know your opponent, Make a Plan

CI findings arm you with knowledge Acknowledge your current weaknesses Learn from mistakes IdenCfy opportuniRes Inform your plan Align your team Focus on winning

Thank you!

Kate: [email protected] Deirdre: [email protected]

Melissa: [email protected]

See to believe: capturing insights using contextual inquiry

Health & Medicine

Transcript of See to believe: capturing insights using contextual inquiry