baobab 2015 modeling and design

Harry HochheiserDepartment of Biomedical InformaticsUniversity of [email protected]

Harry Hochheiser, [email protected] Baobab Health, February 2015Attribution-ShareAlikeCC BY-SA

From Models to Design

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Harry Hochheiser, [email protected] Baobab Health, February 2015

The modeling process

● Interpretation session for each interview

● Draw models

● Build shared design

● Consolidation of models

● Affinity diagram – hierarchical categorization of notes from interpretation sessions

● Consolidated diagrams – synthesis of salient components of diagrams from individual interviews



Consolidated Models for data driven design – Flow Model● Flow model

● Eliminate redundancy -automate or eliminate roles, Organize roles, support task switching, reassign responsibilities or roles, support communication between roles, define new roles and job responsibilities

● Sequence Model

● Eliminate steps that are not key, render goals or subgoals irrelevant, account for all secondary intents, redesign activities that are constrained by artifacts that might be changing – look at the why, not the what.

● Use models to identify opportunities for improvement



Alternative Approaches - Scenario-Based Design (Rosson & Carroll 2001)

● Tasks Analysis – like sequence flows, but hierarchical

● Summary of themes

● Hypothetical stakeholders

● Series of increasingly-detailed scenarios

● Refine towards design

● Claims Analysis – pros and cons of various features.

● Scenarios also good for communicating research results-

● SearchTogether



Scenarios - claims analysis

• Review scenarios to identify implications of contents

• +/- pros/cons of content



Problem scenario: visit to a science fiction club meetingRosson & Carroll 2002

• “ Sharon is a busy third-year psychology student at Virginia Tech. Even though she has a biology exam tomorrow morning, she has been looking forward to her science fiction club meeting for several days, so she decides to go and stay up late to study when she gets back. She remembers that they were planning to talk about Asimov’s Robots and Empire, and she has a new theory about the timeline for first detection of the Zeroth Law.

• The meeting is scheduled for 7pm at their usual room in the town library. But she is late getting back from dinner with her room-mate, so she misses her regular bus and arrives 15 minutes late. The meeting is already underway; she notes that they have a relatively small group tonight, but is happy to see Bill and Sara, who are the real experts on Asimov. She is even more delighted to see that these two are already having a heated discussion about the Zeroth Law. But she is cannot immediately tell what points have been made, so she sits back a while to catch the drift of the conversation. At a break, Bill greets her and asks her what she thinks about Faucian’s insight. She replies that she isn’t sure about how central he is to the plot, but that she has a new theory about the timeline. They promise to hear her proposal in a few minutes, then resume the argument.”


BIOINF 2121 Fall 2014Harry Hochheiser, [email protected]

Problem scenario analysis: claim 1

Face-to-face interaction with club members at a meeting

+ ensures that both non-verbal and verbal communication contribute to the conversation

+ leverages many years of experience with communication protocols and conventions

- but may introduce distracting or irrelevant personal information about partners

- but inhibits parallel communication activities (among multiple parties at once)


Problem scenario analysis: claim 2

A regular physical space used for club meetings

+ promotes a feeling of familiarity and intimacy among established members

+ simplifies the planning and execution process for arriving at meetings

- requires members to travel to the site for interaction

- physical locations are valuable resources that might be shared

Later: use these claims to drive activity and interaction design


Revise and refine scenariosCarroll and Rosson 2002


Other perspectives:Value-Proposition DesignOsterwalder, et al. 2014

• Customer Profile

• Contextual inquiry and scenario activities identify

• gains

• pains

• jobs



Value-Proposition DesignOsterwalder, et al. 2014

• Identify

• gain creators

• pain relievers

• Solve users’ problems.. and your tool might be successful



Which of these approaches to use?

• All of them?

• Whichever make sense?

• Goal - build understanding

• inform design



Validity Concerns

● Goal – analysis should reflect reality..

● If it doesn't, there's a problem

● Where could we go wrong?

● How to address validity?



Validity● If multiple researchers agree consistently, we can't be far off.

● Quantitative● Agreement● Inter-rater reliability

● Qualitative● Consensus – discuss and revise until convergence

● Verify completeness - minimize unused content.

● Member checking - review with participants and/or stakeholders

● Alternative hypotheses -● Consider and reject



Checklist: Model Development

1. Select types of models, as needed to describe and collect key observations

2. Develop models at appropriate levels of granularity: Broad flows belong in flow diagrams while detailed steps are included in sequence diagrams.

3. Model exceptions, breakdowns, and difficulties where applicable.

4. Avoid cherry-picking: Incorporate all observations, including those that might be inconsistent with your model or otherwise contradictory

5. Consider alternate models, particularly in case involving contradictions

6. Review with informants, to insure validity



After Interpretation

Data Collection

Analysis and Interpretation

Design Activities

Before designing..

How do you know you've got it all, and got it right?

Review with Stakeholders



Moving toward design

• Goal - common understanding informing design

• “Wall walk” team members walk the wall of the affinity diagram

• read notes/structure

• Identify issues that must be addressed

• Write down hot ideas

• review diagrams - post ideas



VisioningBeyer & Holtzblatt 2014

• Tell story of new design and how it will change thing

• Analogous to activity scenarios

• Don’t evaluate- brainstorm

• Don’t worry about details

• don’t do screen design

• Multiple visions



VisioningBeyer & Holtzblatt 2014

Critique:what works, what doesn’t• Lack of fit to user• Technical difficulty



Design

• What do users do - “Practice Design” , “Activity scenarios”

• How does it work - interaction design

• screen layouts, buttons, etc.

• User experience design - how does it tie together in terms of sequences and tasks?

• What does it look like? Visual design



Storyboards

● Cartoonish depictions of interaction designs/visions

● Design to communicate ideas

● Particularly for stakeholders

● Tell the story graphically – graphical scenarios..



Storyboards

● Amal Dar Aziz – Guide to storyboarding

● http://hci.stanford.edu/courses/cs147/assignments/storyboard_notes.pdf


http://hci.stanford.edu/courses/cs147/assignments/storyboard_notes.pdf

http://hci.stanford.edu/courses/cs147/assignments/storyboard_notes.pdf


Prototypes

● User Environment Design - informs interface design

● Two challenges

● How to do the design

● How to use prototypes to engage users and validate design



Prototypes

Wizard-of-Oz

Storyboard

Video Prototype

Rapid Prototype

Working System

Low Cost, Low Fidelity

High Cost, High Fidelity

Paper prototype

Computer Animation

Rosson & Carroll, 2002



Paper Prototypes(thanks again to Anind)



Prototypes evolve

H. Beyer & K. Holtzblatt, Contextual Design. ACM Interactions, 1999

• Explore with users • Modify on the fly• Insights inform

• Redesign• Revision of earlier findings• New visions

• Iterate

• Other forms• More detailed mockup• “Wizard-of-Oz”

• Don't get too pretty too quickly•Discourages feedback



Prototypes as means, not ends

Paper Mockup of Stembook

Das, et al. 2008 Linked Data in a Scientific Collaboration Framework

www.stembook.org



The Prototype Paradox

● Prototypes are supposed to be throw-away, but...

● ..they tend to take on a life of their own

● Especially when presented as (possibly minimally) working software

● Another argument for staying with paper as long as possible

● Try multiple prototypes to explore broader range of ideas



User Environment Design

● Storyboards and scenarios are not necessarily complete

● Tie them together in some coherent whole?

● System-level view

● System-level diagrams to try to layout relationship between activities how well does it hang together.

● Analogy -architectural floor plan?



Floor plans as inspiration...

● Show overview of how things fit together – not too much detail

● S. Wood 2003 Using a Floor Plan as a Metaphor for Design: Is your product a dream house, or a construction nightmare? http://incontextdesign.com/articles/using-a-floor-plan-as-a-metaphor-for-design-is-your-product-a-dream-house-or-a-construction-nightmare/



User Environment Design

● Focus areas with functions, link, objects.

● Defines overall structure of how things will get done

● Built up from storyboards

● Can guide development – one “room” or focus area at a time...

● Not UML Design



Testing and iteration

• Field interviews with paper prototypes

• Like contextual inquiries

• Users manipulate prototypes and revise immediately.

• Revise

• iterate - 3 rounds?

• Consider multiple alternative designs.



Contextual Design and Agile Development● The Agile Manifesto (www.agilemanifesto.org)

● Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.

● Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage.

● Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.

● Business people and developers must work together daily throughout the project.

● Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.


http://www.agilemanifesto.org/


Contextual Design and Agile Development● The Agile Manifesto (www.agilemanifesto.org)

● The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.

● Working software is the primary measure of progress.

● Agile processes promote sustainable development.

● The sponsors, developers, and users should be able to maintain a constant pace indefinitely.

● Continuous attention to technical excellence and good design enhances agility.

● Simplicity--the art of maximizing the amount of work not done--is essential.

● The best architectures, requirements, and designs emerge from self-organizing teams.

● At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.


http://www.agilemanifesto.org/

baobab 2015 modeling and design

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