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Human Computer Interaction

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Goal-Directed Design seeks to bridge the gap that currently exists in the digital
product development process, the gap between user research and design, through a
combination of new techniques and known methods brought together in more
effective ways.
Lecture
18
Lecture 18. Goal-Directed
Design
Methodologies
Learning Goals
As the aim of this lecture is to introduce you the study of Human Computer
Interaction, so that after studying this you will be able to:
Understand different phases of Goal-Directed Design Approach
·
Goal-Directed Design Model
18.1
Underlying the goal-directed approach to design is the premise that product must
balance business and engineering concerns with user concerns.
You begin by asking, "what do people desire?" then you ask, "of the things people
desire, what will sustain a business." And finally you ask, "Of the things people
desire, that will also sustain the business, what can we build?" a common trap is to
focus on technology while losing the sight of viability and desirability.
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Overall probability
Probabilityof
Probabilityof
Probability of customer
Of product success
·
Sustaining business
Technical completion
Adoption(once the product
(delivery)
(up to launchand
Has launched)
Long enoughafter
to build revenue)
User Plan
1.  Design
TechnologyPlanl
2.
schedule
1.  Engineering schedule
User Model
2.  Engineering spec
3.
Formand
TechnologyModel
behavior
1.  Technologycomponents
1.
Context
spec
·
Historical
2.
Competitors
·
Social
·
Economic
3.
Build vsbuy
buyvs opensource
2.
User
·
Demographics
·
Psychographics
·
Technographics
3.
Values
Business Model
1.  Funding model
4.
Goals
2.  Income/expense projections etc.
5.
scenarios
Business Plan
1.  Marketing plan
2.  Launchplan
3.  Distributionplan
Understanding the importance of each dimension is only the beginning, which
understanding must also be acted upon. We are familiar with this process along the
business and technology dimension; you create a business model and then develop a
business plan, and similarly create an engineering model and specification.
The goal-directed design process is an analog to these planning processes. It results in
a solid user model and a comprehensive interaction plan.
The user plan determines the probability that customer will adopt a product. The
business plan determine the probability that business can sustain itself up to and
through launch--and that sale will actually support growth thereafter. And technology
plan determines the probability that the product can be made to work and actually
deliverable.
Multiplying these three factors determines the overall probability that a product will
be successful.
A process overview
18.2
Goal-Directed Design combines techniques of ethnography, stakeholder interviews,
market research, product/literature reviews, detailed user model, scenario-based
design, and a core set of interaction principles and patterns. It provides solutions that
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meet the needs and goals of users, while also addressing business/organizational and
technical imperatives. This process can be roughly divided into five phases:
·  Research
·  Modeling
·  Requirements Definition
·  Framework Definition
·  Refinement
Research Modeling
Requirements
Framework
Refinement
User and the
Users and use
Definition of user,
Definition of design
Of behavior, form&
domain
context
business& technical needs
structure & flow
content
These phases follow the five component activities of interaction design identified by
Gillian Crampton Smith and Philip Tabor--understanding, abstracting, structuring,
representing, and detailing--with a greater emphasis on modeling user behaviors and
defining system behaviors.
Research
The research phase employs ethnographic field study techniques (observation and
contextual interviews) to provide qualitative data about potential and/or actual users
of the product. It also includes competitive product audits, reviews of market research
and technology white papers, as well as one-on-one interviews with stakeholders,
developers, subject matter experts (SMEs), and technology experts as suits the
particular domain.
One of the principles out comes of field observation and user interviews are an
emergent set of usage patterns--identifiable behaviors that help categorize modes of
use of a potential or existing product. These patterns suggest goals and motivations
(specific and general desired outcomes of using the product). In business and
technical domains, these behavior patterns tend to map to professional roles; for
consumer product, they tend to correspond to lifestyle choices. Usage patterns and the
goals associated with them drive the creation of personas in the modeling phase.
Market search helps select and filter for valid persons that fit corporate business
models. Stakeholder interviews, literature reviews, and product audits deepen the
designers' understanding of the domain and elucidate business goals and technical
constraints that the design must support.
Modeling
During the modeling phase, usage and workflow patterns discovered through analysis
of the field research and interviews are synthesized into domain and user models.
Domain models can include information flow and workflow diagrams. User models,
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or personas, are detailed composite user archetypes that represent distinct groupings
of behavior patterns, goals, and motivations observed and identified during the
research phase.
Personas serves as the main characters in a narrative scenario-based approach to
design that iterative generates design concepts in the framework definition phase,
provides feedback that enforces design coherence and appropriateness in the
refinement phase, and represents a powerful communication tool that helps
developers and managers to understand design rationale and to prioritize features
based on user needs. In he modeling phase, designers employ a variety of
methodological tools to synthesize, differentiate, and prioritize personas, exploring
different yupes of goals and mapping personas across ranges of behavior to ensure
there are no gaps or duplications.
Specific design targets are chosen from the cast of personas through a process of
comparing goals and assigning a hierarchy of priority based on how broadly each
persona's goals encompass the goals of other personas. A process of designating
persona types determines the amount of influence each persona has on the eventual
form and behavior of the design.
Possible user persona type designations include:
·  Primary: the persona's needs are sufficiently unique to require a distinct
interface form and behavior
·  Secondary: primary interface serves the needs of the persona with a minor
modification or addition
·  Supplement: the persona's needs are fully satisfied by a primary interface
·  Served: the persona is not an actual user of the product, but is indirectly
affected by it and its use
·  Negative: the persona is created as an explicit, rhetorical example of whom
not to design for
Requirements definition
Design methods employed by teams during the requirements definition phase
provides the much-needed connection between user and other models and the
framework of the design. This phase employs scenario-based design methods, with
the important innovation of focusing the scenarios not on user tasks in the abstract,
but first and foremost of meeting the goals and needs of specific user personas.
Personas provide and understanding of which tasks are truly important and why,
leading to an interface that minimize necessary tasks while maximizing return.
Personas become the main characters of these scenarios, and the designers explore the
design space via a form of role-playing.
For each interface/primary persona the process of design in the requirements
definition phase involves an analysis of persona data and functional needs, prioritized
and informed by persona goals, behaviors, and interactions with other personas in
various contexts.
This analysis is accomplished through an iteratively refined context scenario that start
with a "day in the life" of the persona using the product, describing high-level product
touch points, and thereafter successively defining detail at ever-deepening levels. As
this iteration occurs, both business goals and technical constraints are also considered
and balanced with personas goals and needs. The output of this process is a
requirements definition that balances user, business, and technical requirements of the
design to follow.
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Framework definition
In the framework definition phase, teams synthesize an interaction framework by
employing two other critical methodological tools in conjunction with context
scenarios. The first is a set of general interaction design principles that, like their
visual design counterparts, provide guidance in determining appropriate system
behavior in a variety of contexts
The second critical methodological tool is a set of interaction design patterns that
encode general solutions (with variations dependent on context) to classes of
previously analyzed problems. These patterns bear close resemblance to the concept
of architectural design patterns developed by Christopher Alexander. Interaction
design patterns are hierarchically organized and continuously evolve as new contexts
arise. Rather than stifling designer creativity, they often provide needed leverage to
approach difficult problems with proven design knowledge.
After data and functional needs are described at this high level, they are translated
into design elements according to interaction principles and then organized using
patterns and principles into design sketches and behavior descriptions. The output of
this process is an interaction framework definition, a stable design concept that
provides the logical and gross formal structure for the detail to come. Successive
iterations of more narrowly focused scenarios provide this detail in ht refinement
phase. The approach is often a balance of top-down design and bottom-up design.
Refinement
The refinement phase proceeds similarly to the framework definition phase, but with
greater focus on task coherence, using key path and validation scenarios focused on
storyboarding paths through the interface in high detail. The culmination of the
refinement phase is the detailed documentation of the design, a form and behavior
specification, delivered in either paper or interactive media as context dictates.
Goals, not features, are key to product success
Programmers and engineers--people who are intrigued by technology--share a
strong tendency to think about products in terms of functions and features. This is
only natural, as this is how developers build software: function-by-function. The
problem is that this is not how users want to use it.
The decision about whether a feature should be included in a product shouldn't rest on
its technological understandings. The driving force behind the decision should never
be simply that we have the technical capability to do it. The deciding factor should be
whether that feature directly, or indirectly, helps to achieve the goals of the user while
still meeting the needs of the business.
The successful interaction designer must be sensitive to user's goals amid the
pressures and chaos of the product-development cycle. The Goal-Directed process,
with its clear rationale for design decisions, makes persuading engineers easier, keeps
marketing and management stakeholders in the loop, and ensures that the design in
question isn't just guesswork, or a reflection of the team members' personal
preferences.
Most computer users know all too well that opening the shrink wrap on a new
software product augurs several days of frustration and disappointment spent learning
the new interface. On the other hand, many experienced users of a program may find
themselves continually frustrated because the program always treats them like rank
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beginners. It seems impossible to find the right balance between catering to the needs
of the first-timer and the needs of the expert.
One of the eternal conundrums of interaction and interface design is deciding how to
address the needs of both beginning users and expert users with a single interface.
Some programmers and designers choose to abandon this idea completely, choosing
instead to create software with a beginner mode and an expert mode, the former
usually being an oversimplified and underpowered subset of the latter. Of course,
nobody wants to be caught dead using software in beginner mode, but the leap from
there to expert mode is usually off a rather tall cliff into a shark-infested moat of
implementation-model design. What, then, is the answer? The solution to this
predicament lies in a different understanding of the way users master new concepts
and
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tasks.
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Types of users
18.3
Most users are neither beginners nor experts; instead they are intermediates.
The experience level of people performing an activity requiring knowledge or skill, if
we graph number of people against skill level, a relatively small number of beginners
are on the left side, a few experts are on the right, and the majority--intermediate
users--are in the center.
Statistics don't tell the whole story, however, the bell curve is a snapshot in time, and
although most intermediate tend to stay in that category, the beginners do not remain
beginners for very long. The difficulty of maintaining a high level of expertise also
means that experts come and go rapidly, but beginners change even more rabidly.
Both beginners and experts tend over time to gravitate towards intermediacy.
Although everybody spends some minimum time as a beginner, nobody remains in
that state for long. People don't like to be incompetent; and beginners, by definition,
are incompetent. Conversely, learning and improving is rewarding, so beginners
become intermediates very quickly--or they drop out altogether. All skiers, for
example, send time as beginners, but those who find they don't rapidly progress
beyond more-falling-than-skiing quickly abandon the sport. The rest soon move off of
the bunny slopes onto the regular runs. Only a few ever make it onto the double-black
diamond runs for experts.
The occupants of the beginner end of the curve will either migrate into the center
bulge of intermediates, or they will drop off the graph altogether and find some
product or activity in which they can migrate into intermediacy. Most users thus
remain in a perpetual state of adequacy striving for fluency, with their skills ebbing
and flowing like the tides depending on how frequently they use the program. Larry
Constantine first identified the importance of designing for intermediates, and in his
book Software for Use; he refers to such users as improving intermediates. The term
perpetual intermediates are preferred, because although beginners quickly improve to
become intermediates, they seldom go on to become experts.
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A good ski resort bas a gentle slope for learning and a few expert runs to really
challenge the serious skiers. But if the resort wants to stay in business, it will cater to
the perpetual intermediate skier, without scaring off the beginner or insulting the
expert. The beginner must find it easy to matriculate into the world of intermediacy,
and the expert must not find his vertical runs obstructed by aids for bewildered
perpetual intermediates.
A well-balanced user interface takes the same approach. It doesn't cater to the
beginner or to the experts, but rather devotes the bulk of its efforts to satisfying the
perpetual intermediate. At the same time, it avoids offending either of its smaller
constituencies, recognizing that they are both vital.
Most users in this middle state would like to learn more about the program but usually
don't have the time. Occasionally, the opportunity to do so will surface. Sometimes
these intermediates use the product extensively for weeks at a time to complete a big
project. During this time, they learn new things about the program. Their knowledge
grows beyond its previous boundaries.
Sometimes, however, they do not use the program for months at a time and forget
significant portions of what they knew. When they return to the program, they are not
beginners, but they will need reminders to jog their memory back to its former state.
If a user finds himself not satisfactorily progressing beyond the beginner stage after
only a few hours, he will often abandon the program altogether and find another to
take its place. No one is willing to remain incompetent at a task for long.
Optimizing for intermediates
Now let's contrast our bell curve of intermediates with the way that software is
developed. Programmers qualify as experts in the software they code because they
have to explore every possible use case, no matter how obscure and unlikely, to create
program code to handle it. Their natural tendency is to design implementation model
software with every possible option given equal emphasis in the interaction, which
they, as experts, have no problem understanding.
All the same, time, sales, marketing, and management--none of whom are likely to
be expert users or even intermediates--demonstrate the product to customers,
reporters, partners, and investors who are themselves unfamiliar with the product.
Because of their constant exposure to beginners, these professionals have a strongly
biased view of the user community. Therefore, it comes as no surprise that sales and
marketing folks lobby for bending the interface to serve beginners. They demand that
training wheels be attached to the product to help out the struggling beginner.
Programmers create interaction suitable only for experts, while the marketers demand
interactions suitable only for beginners, but the largest, most stable, and most
important group of users is the intermediate group.
It's amazing to think that the majority of real users are typically ignored, but more
often than not that is the case. You can see it in many enterprise and commercial
software-based products. The overall design biases them towards expert users, while
at the same time, cumbersome tools like wizards and Clippy are rafted on the meet the
marketing department's perception of new users. Experts rarely use them, and
beginners soon desire these embarrassing reminders of their ignorance. But the
perpetual intermediate majority is perpetually stuck with them.
Our goal should be neither to pander to beginners nor to rush intermediates into
expertise. Our goal is threefold: to rapidly and painlessly get beginners into
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intermediacy; to avoid putting obstacles in the way of those intermediates who want
to become experts; an most of all, to keep perpetual intermediates happy as they stay
firmly in the middle of the skill spectrum.
It is required to spend more time making our programs powerful and easy to use for
perpetual intermediate users. Beginners and experts are also accommodated but not to
the discomfort of the largest segment of users.
What perpetual intermediates need
Perpetual intermediates need access to tools. They don't need scope and purpose
explained to them because they already know these things. Tooltips are the perfect
perpetual intermediate idiom. Tooltips say nothing about scope and purpose and
meaning; they only state function in the briefest of idioms, consuming the least
amount of video space in the process.
Perpetual intermediates know how to use reference materials. They are motivated to
dig deeper and learn, as long as they don't have to tackle too much at once. This
means that online help is a perpetual intermediate tool. They use it by way of the
index, so that part of help must be very comprehensive.
Perpetual intermediates will be establishing the functions that they use with regularity
and those that they only use rarely. The user may experiment with obscure features,
but he will soon identify--probability subconsciously--his frequently used working
set. The user will demand that the tools in his working set are placed front-and-center
in the user interface, easy to find and to remember.
Perpetual intermediates usually know that advanced features exist, even though they
may not need them or know how to use them. But the knowledge that they are there is
reassuring to the perpetual intermediate, convincing him that he made the right choice
investing in this program. The average skier may find it reassuring to know that there
is a really scary black diamond expert run just beyond those trees, even if she never
intends to use it. It gives her something to aspire to and dream about.
You program's code must provide for both rank amateurs and all the possible cases an
expert might encounter. Don't let this technical requirement influence your design
thinking. Yes, you must apply the bulk of your talents, time, and resources to
designing the best interaction possible for your most representative users: the
perpetual intermediates.
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Table of Contents:
  1. RIDDLES FOR THE INFORMATION AGE, ROLE OF HCI
  2. DEFINITION OF HCI, REASONS OF NON-BRIGHT ASPECTS, SOFTWARE APARTHEID
  3. AN INDUSTRY IN DENIAL, SUCCESS CRITERIA IN THE NEW ECONOMY
  4. GOALS & EVOLUTION OF HUMAN COMPUTER INTERACTION
  5. DISCIPLINE OF HUMAN COMPUTER INTERACTION
  6. COGNITIVE FRAMEWORKS: MODES OF COGNITION, HUMAN PROCESSOR MODEL, GOMS
  7. HUMAN INPUT-OUTPUT CHANNELS, VISUAL PERCEPTION
  8. COLOR THEORY, STEREOPSIS, READING, HEARING, TOUCH, MOVEMENT
  9. COGNITIVE PROCESS: ATTENTION, MEMORY, REVISED MEMORY MODEL
  10. COGNITIVE PROCESSES: LEARNING, READING, SPEAKING, LISTENING, PROBLEM SOLVING, PLANNING, REASONING, DECISION-MAKING
  11. THE PSYCHOLOGY OF ACTIONS: MENTAL MODEL, ERRORS
  12. DESIGN PRINCIPLES:
  13. THE COMPUTER: INPUT DEVICES, TEXT ENTRY DEVICES, POSITIONING, POINTING AND DRAWING
  14. INTERACTION: THE TERMS OF INTERACTION, DONALD NORMAN’S MODEL
  15. INTERACTION PARADIGMS: THE WIMP INTERFACES, INTERACTION PARADIGMS
  16. HCI PROCESS AND MODELS
  17. HCI PROCESS AND METHODOLOGIES: LIFECYCLE MODELS IN HCI
  18. GOAL-DIRECTED DESIGN METHODOLOGIES: A PROCESS OVERVIEW, TYPES OF USERS
  19. USER RESEARCH: TYPES OF QUALITATIVE RESEARCH, ETHNOGRAPHIC INTERVIEWS
  20. USER-CENTERED APPROACH, ETHNOGRAPHY FRAMEWORK
  21. USER RESEARCH IN DEPTH
  22. USER MODELING: PERSONAS, GOALS, CONSTRUCTING PERSONAS
  23. REQUIREMENTS: NARRATIVE AS A DESIGN TOOL, ENVISIONING SOLUTIONS WITH PERSONA-BASED DESIGN
  24. FRAMEWORK AND REFINEMENTS: DEFINING THE INTERACTION FRAMEWORK, PROTOTYPING
  25. DESIGN SYNTHESIS: INTERACTION DESIGN PRINCIPLES, PATTERNS, IMPERATIVES
  26. BEHAVIOR & FORM: SOFTWARE POSTURE, POSTURES FOR THE DESKTOP
  27. POSTURES FOR THE WEB, WEB PORTALS, POSTURES FOR OTHER PLATFORMS, FLOW AND TRANSPARENCY, ORCHESTRATION
  28. BEHAVIOR & FORM: ELIMINATING EXCISE, NAVIGATION AND INFLECTION
  29. EVALUATION PARADIGMS AND TECHNIQUES
  30. DECIDE: A FRAMEWORK TO GUIDE EVALUATION
  31. EVALUATION
  32. EVALUATION: SCENE FROM A MALL, WEB NAVIGATION
  33. EVALUATION: TRY THE TRUNK TEST
  34. EVALUATION – PART VI
  35. THE RELATIONSHIP BETWEEN EVALUATION AND USABILITY
  36. BEHAVIOR & FORM: UNDERSTANDING UNDO, TYPES AND VARIANTS, INCREMENTAL AND PROCEDURAL ACTIONS
  37. UNIFIED DOCUMENT MANAGEMENT, CREATING A MILESTONE COPY OF THE DOCUMENT
  38. DESIGNING LOOK AND FEEL, PRINCIPLES OF VISUAL INTERFACE DESIGN
  39. PRINCIPLES OF VISUAL INFORMATION DESIGN, USE OF TEXT AND COLOR IN VISUAL INTERFACES
  40. OBSERVING USER: WHAT AND WHEN HOW TO OBSERVE, DATA COLLECTION
  41. ASKING USERS: INTERVIEWS, QUESTIONNAIRES, WALKTHROUGHS
  42. COMMUNICATING USERS: ELIMINATING ERRORS, POSITIVE FEEDBACK, NOTIFYING AND CONFIRMING
  43. INFORMATION RETRIEVAL: AUDIBLE FEEDBACK, OTHER COMMUNICATION WITH USERS, IMPROVING DATA RETRIEVAL
  44. EMERGING PARADIGMS, ACCESSIBILITY
  45. WEARABLE COMPUTING, TANGIBLE BITS, ATTENTIVE ENVIRONMENTS