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9 th European Conference on Cognitive Science Approaches to Process Control Cognition and Collaboration - Distributed Cognition in Complex Processes. External Disturbance X(s). CSAPC '03 H(s). Control G(s). +. Johan F. Hoorn, 2003. RE for Groupware to Manage Business Process Dynamics
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9th European Conference on Cognitive Science Approaches to Process Control Cognition and Collaboration - Distributed Cognition in Complex Processes External Disturbance X(s) CSAPC '03 H(s) Control G(s) + Johan F. Hoorn, 2003
RE for Groupware to Manage Business Process Dynamics and Stakeholders’ Mindset Johan F. Hoorn and Gerrit C. van der Veer Vrije Universiteit Faculty of Sciences Department of Computer Science Section Information Management & Software Engineering Subsection Human Computer Interaction, Multimedia & Culture
Contents • CSAPC ’03 • Problem • Aim • Theory • Model • Prospects • Questions Dutch Ministry of Economic Affairs
Business (physical, technical) Cognitive (individual decisions, group decisions) Mobility, i.e. sea, air, land traffic Industry, i.e. nuclear power plants Health care, i.e. intensive care units Business mission: Make a safer world Mobility: Control centers, user assistants, environment monitoring Industry: Decision and work optimization Health: Decision and error management Business (sub)goal: Process control Means: Software applications Analytical methods Interactions in dynamic environments Research into complex processes CSAPC ’03 Distributed cognition (Situation awareness, cooperation, coordination, standard rules vs. work practice) Cognitive science (Cognitive and ergonomics, HCI, Human Factors)
Problem Business models change in reaction to the outside world Therefore, business goals and work processes change Process control systems become outdated even before release This costs time, money, effort, and anger
Government demand changes Slow control process allowed Control process must be fast Supporting IT can leave much to the user Supporting IT is not allowed to leave much to the user Business model Public service? Serves general public No break even Commercial? Serves itself Beyond break even
Make new incident Each action a new window Fill out 8 action windows Make 4 different files Supporting IT can leave much to the user Supporting IT is not allowed to leave much to the user Public service Commercial
Does not support the public Not cost extensive Supporting IT is not allowed to leave much to the user Expensive redesign Public service Commercial Minimal number of complex windows is 12 Takes at least 30 minutes Error probability high
Aim • Can we make up a system structure that can handle changes in business goals and work (i.e. control) processes? To this end we need to isolate the factors that remain stable throughout the process of change
Examples of goals Personal concerns Group concerns Get an exciting job Help juvenile delinquents http://www.politie.nl/groningen/Politie%20regio%2001%20Groningen_bestanden/vrijwilliger.htm http://www.politie.nl/flevoland/images/VOS.ht1.jpg
http://www.openbaarministerie.nl/proces/inleiding.htm Examples of control process applications Accuracy Speed
Theory Evolving business models cause shifts in personal and business goals They also affect the speed of control processes and thus, (human) accuracy All this explains the changes in system requirements
Where, then, can we find the stable factors? Business goals: - break even / make profit egotistic - to serve and protect altruistic Personal goals: - make a career egotistic - commitment to company altruistic New business model changes priorities
Changing system requirements Stakeholders Client Management Workfloor vs. vs. Sources of conflict, regarding goals vs. Business goals Personal goals egotistic vs. altruistic egotistic vs. altruistic Event
Stable process mechanisms Accurate processes: - getting an e-dossier fast - breath analysis slow Inaccurate processes: - summary justice fast - incident administration slow New business model changes priorities
Changing system requirements Stakeholders Client Management Workfloor vs. vs. Sources of conflict, regarding processes vs. Accurate process Inaccurate process speed vs. accuracy speed vs. accuracy Event
Model Agreed requirements change’ Goals Process egotistic personal fast inaccurate Break even Serve, protect Career Commitment E-dossier Breath analysis Summary justice Incident adm. business altruistic accurate slow Relevance Valence
Prospects • Ethnography • Structured questionnaires • Confirmative factor analysis • Model fit • Adaptive system structure?
Ethnography • Structured questionnaires Items are derived from ethnography
System feature Relevant Egotistic business goal System feature Negative valence Slow/inaccurate process System feature Irrelevant Fast/accurate process System feature Positive valence Egotistic personal goal Examples of items Multiple passwords are important to company security Multiple passwords are impeding manual data input The new sequence controllers are trivial with respect to working efficiently The new sequence controllers are helping me to get a promotion
Confirmative factor analysis • Model fit