Z556 Systems Analysis & DesignSession 7

ILS

Z5

56

1

Artifacts

• Artifacts are tangible things people create or use to help them get their work done

• An artifact reveals• the assumptions• concepts• strategy• structure

ILS

Z5

56

2

Artifacts

• Artifacts might be:• To-do lists• Forms• Spreadsheets• Physical objects under construction (e.g., a paper-

based project management poster on a wall)• Any other example?

ILS

Z5

56

3

Artifacts

• Artifacts:• are manipulated in the sequence models• are passed between people in the flow model

• Pay attention to how people use artifacts• E.g., any notes on the form?

ILS

Z5

56

4

Artifact Model

• An artifact model is a drawing or photocopy of the artifact (see B&H p. 105)

• Information presented by the object• Parts of the object• Structure of the parts• Annotations, e.g., any handwriting?• Presentation, e.g., shape, layout, etc. • Usage, e.g., when created, how used, etc.• Breakdowns

ILS

Z5

56

5

Artifact Model: Information Content

• The content of an artifact tells us the story of a part of the work by:• How the content was put in• How it was used• Who used it

• Exercise: Find out how your classmate records a next group meeting in a personal

calendar

ILS

Z5

56

6

Artifact Model Example

ILS

Z5

56

7

Culture

• Culture defines expectations, desires, policies, values, and the whole approach people take to their work

• Cultural context: the mindset that people operate within and that plays a part in everything they do IL

S Z

55

6

8

Cultural Context

• Issues of cultural context• Not concrete• Not technical• Not represented in an artifact• Not written on a wall• Not observable in a single action

ILS

Z5

56

9

Influence of Culture: Tone?

ILS

Z5

56

10

Influence of Culture• Policies

• What are the polices people follow?

• How are policies recorded?

• Are there policy manuals? Are they used? (cf., artifact model)

ILS

Z5

56

11

Influence of Culture

• Organizational influence• Are there organizations, individuals, or job functions

that keep showing up, either as troublesome or helpful?

• What are the organizations or job functions that always seem to get in the way?

• Listen to how people talk about others

ILS

Z5

56

12

Making Culture Tangible

• Cultural model provides a tangible representation (see p. 113 & 114 in B&H) of decision makers

• In a cultural model, we represent:• Influencers (people, organizations, and groups)• Influences • Problems/breakdowns

ILS

Z5

56

13

Cultural Model• From Contextual

Design, page 109

ILS

Z5

56

14

Cultural Model Rules (B&H p. 109-110)

• Influencers are shown as large bubbles• Bubbles sit on one another, showing how one org

forces another to take or not take actions

• Influences are shown as arrows piercing the bubbles with labels• Label with language representing the experience of

the people doing the work

• Breakdowns with the culture are marked with a lightning bolt

ILS

Z5

56

15

Tec

Cultural Model: Example 1

ILS

Z5

56

16

Customers

BikesmithEmployees

Owner

I need simple solutions

Technology Vendors(GoDaddy.com, Drupal)

We require adequate time to do our tasks, and will need more paid time to update a website or blog

We don’t know the Technology, but are interested in learning

We need good advice,friendliness, and conversation

We don’t believe in “product pushing”

I need a site that will:- process purchases- provide store info- search functionality- blogWe are interested in helping

you solve complex technology problemswith simple, easy-to-use tools

Who makes decisions?

Tec

Cultural Model: Example 1

ILS

Z5

56

17

Customers

BikesmithEmployees

Owner

I need simple solutions

Technology Vendors(GoDaddy.com, Drupal)

Bike Supply VendorsWe require adequate time to do our tasks, and will need more paid time to update a website or blog

Biking CommunityOpen, honest, free with information. We want friendliness,

Trustworthiness, and community.

We don’t know the Technology, but are interested in learning

We need good advice,friendliness, and conversation

We don’t believe in “product pushing”

I need a site that will:- process purchases- provide store info- search functionality- blogWe are interested in helping

you solve complex technology problemswith simple, easy-to-use tools

Who makes decisions?

Cultural Model: Example 2

ILS

Z5

56

18

Cultural Model

• Cultural model =\ organization charts• Individual managers appear only they are

charismatic figures

ILS

Z5

56

19

Physical Environment

• PE:• How people move• How the space supports or hinders communication• Location of the tools people use (hardware, networks,

machines) to do work

ILS

Z5

56

20

Impact of the Physical Environment

• Organization of Space• Division of Space• Grouping of People

ILS

Z5

56

21

Observe the Physical Space

ILS

Z5

56

22

Impact of the Physical Environment

• Organization of Workplaces• How are the individual stations, offices, or work areas

organized? • What is kept out, ready to hand, and available? IL

S Z

55

6

23

Observe the Physical Space

ILS

Z5

56

24

Impact of the Physical Environment

• Movement• When do people move?• What triggers them to leave one place to go to

another?• Understanding why the movement happens help

you decide whether it makes more sent to support it better or eliminate it

ILS

Z5

56

25

Physical Model• From Rapid

Contextual Design, page 138

ILS

Z5

56

26

Physical Model (B&H ,p. 117)

• The places in which work occurs (e.g., room, workstations, offices, hallways)

• The physical structures that constraints the space (e.g., desks, file cabinets, dividers)

• The usages and movement within the space that indicate strategies, intents, and cultural values

• The hardware, software, communication lines, and other tools (e.g., printers, post-its, phone)

• The artifacts that people use (e.g., to-do lists, piles of stuff, bills, spreadsheets)

• The layout of the tools, artifacts, furniture, and walls• Breakdowns

ILS

Z5

56

27

Physical Model

• Physical model =\ • a floor plan for the work site• An inventory of the computer room• Show detail unrelated to the project focus IL

S Z

55

6

28

Example of Physical Model

ILS

Z5

56

29

ILS

Z5

56

30

https://wiki.mozilla.org/Bugzilla:CMU_HCI_Research_2008

Consolidated Physical Model

• Pitfalls• Not taking the physical environment seriously

• E.g., if people don’t have printers by their desks, don’t build a system that requires frequent trips to the printer

• E.g., If your users walk around all the time, don’t try to tie them to a desk by giving them a product that only runs on a desktop

ILS

Z5

56

31

Five Work Models

• Different models reveal different aspects of work• Seeing how users work drives design• Later on, consolidate individual models

ILS

Z5

56

32

A Rich Picture (Monk & Howard)

• A rich picture• A graphic representation that identifies primary

stakeholders, their interrelationships, and their concerns

• A tool to record the work context and to articulate how they should affect the design

ILS

Z5

56

33

A Rich Picture (Monk & Howard)

• Structure• Refers to aspects of the work context that are slow to change

(e.g., ???)• Process

• Refers to the transformation that occur in the process of the work

• Concerns• Issues, problems, breakdowns (represented by thought bubbles)

• Tensions• Tensions between stakeholders should be identified by the

“crossed swords” icon

ILS

Z5

56

34

Rich Picture: Example

ILS

Z5

56

35

http://studysoftwareengineering.wordpress.com/

A Rich Picture (Monk & Howard)

• In participatory design• Brainstorming• Storyboarding• Paper-based prototyping

• In lightweight usability methods• Need to prepare prototypes & scenarios

• Note: no single technique is capable of capturing full diversity of the work process

ILS

Z5

56

36

Exercise

• Create a cultural model based on the case of Karen’s situation in the Natural Best Health Food Stores.

ILS

Z5

56

37