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Dimensions of User Centric Design (UCD) in ICT*

Dimensions of User Centric Design (UCD) in ICT*. Timo O. Korhonen Department of Communications and Networking (Comnet) Helsinki University of Technology (TKK) Finland. *ICT = Information and Communications Technology. Timo O. Korhonen – Profile Outline. Areas of expertise

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Dimensions of User Centric Design (UCD) in ICT*

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  1. Dimensions of User Centric Design (UCD) in ICT* Timo O. Korhonen Department of Communications and Networking (Comnet) Helsinki University of Technology (TKK) Finland *ICT = Information and Communications Technology

  2. Timo O. Korhonen – Profile Outline • Areas of expertise • Product development process • Usability design • Innovation systems • Quality system development • Virtual organizations • Telecommunications technology • Physical level: propagation, especially optical transmission, power-line communications, and radio propagation • Modulation & coding, CDMA • Internet technology & protocols

  3. Meet the new product developers of your company Ref: Frontiers of Technology, Technology Agency of Finland - magazine

  4. Challenges & solutions

  5. Dimensions of User Centric Design (UCD) in ICT • Some history • What UCD is? • Benefits of UCD • UCD methods • Usability gap - Why UCD is not always applied • Future outline • UCD case studies

  6. Properties of a good product Provides services you need Fills the purposes -provides services Provides value for money Fashionable, Gives added values Is good to use Properties are easy to access & use You recognize its value Reliable & solid design (no toy) - maintenance easy

  7. User centric design User Technology • How to design product /service to fit to user? • Focus of UCD is in interactions, interfaces, doing together and in discussions • UCD has well-established methodology How to design the interface? Contents User Usage Environment UCD framework

  8. Some UCD applications • User interfaces (this was the starting point) • Industrial design (furniture, luminaries…) • Home technology / automation, ICT • Architecture (design for all) • Vehicles (ergonomics / security) • Environmental technology / design • Organizational development (quality systems) • Goals: customer satisfaction & quality • Goals: to create a business case! • General quality improvement!

  9. Field of UCD product /service User Technology usage environment ways to work interaction context of use culture

  10. History of UCD (1/6) • Participatory Design originally out of Scandinavia in the 70’s. Users participate to design • focused on process and was not a design style as such • applied in urban design, architecture, landscape architecture and planning • example: creating environments that are more responsive and appropriate to their inhabitants

  11. History of UCD (2/6) • In the 1980s, Brenda Laurel worked as a designer and researcher at CyberVision, Atari and Activision. • Around ’86 Laurel’s “Computers as Theatre” coined the term “User Experience” and stressed narrative, context and psychological flow. • Her doctoral dissertation proposed an architecture for computer-based interactive fictions.

  12. History of UCD (3/6) • Ben Shneiderman in ‘83 introduced term “Direct manipulation interfaces”: • … make it easier for a user to learn and use an interface • rapid, incremental feedback allows a user to make fewer errors and complete tasks in less time • an example: Direct-manipulation is resizing a graphical shape, such as a rectangle, by dragging its corners or edges with a mouse.

  13. History of UCD (4/6) • Donald Norman wrote “User Centered System Design: New Perspectives on Human-Computer Interaction” in ’86. Covered topics as: • User Centered System Design • The Interface Experience • Users' Understandings • Toward a Pragmatics of Human-Machine Communication

  14. History of UCD (5/6) • Jakob Neilsen’s “Usability Engineering” in ‘93 established the term “usability” and discussed detailed application of a set of methods for UCD: • usability testing • interviews • focus groups • questionnaires • cognitive walkthroughs • heuristic evaluations • cognitive task analysis • contextual inquiry

  15. Example of an UCD process (ISO 13407) Define usability quality attributes =definition of design goals and how to measure them define/refine attribute goal values create/update development plan for product based on user studies and preliminary concept plan System meets specified functional, user and organizational requirements create the next plan based on results (re) piloting: test your plan – What were the attribute values? Problems? Required improvements ?

  16. Measurements - ISO 9241-11 intended outcome Goals User usability Tasks efficiency Tools satisfaction Environment result of interaction efficiency context of use Some UCD metrics product

  17. Example: UCD methodology – mockups • Calendar application for kids • Next stage: flash-prototype http://www.interaction-design.org/encyclopedia/mock-ups.html

  18. Case: UCD & LEGOs • LEGOs are intended for playing • When users were trulyinvolved we ended tosomething different … • When hacker modifiedthe product we endedup to something else – then it was re-commercialized! http://mindstorms.lego.com/

  19. Benefits of UCD • User: precision, fast, error free, safe usage, good price/quality ratio • Company: selling argument, image, profitability, easy operation & maintenance, reliability • Society: design-for-all, environmental aspects can be taken into account better, better usage of recourses, recyclable, safe products

  20. User Centric Design The process

  21. Conventional Product Development Process MARKETING -Lead users -Competitive products Identify: -market opportunity -market segments -Product options -Pricing strategy -Marketing plan -Promotion materials -Early production with key customers DESIGN -Feasibility studies -Experimental prototypes -Tolerances -Components -Part geometry -Regulatory approvement -Performance testing -Subsystems -Interfaces -Identify new technologies -Consider product platform -Evaluation of early product outputs MANUFACTURING -Production constraints -Supply chain strategy -Estimate manufacturing costs -Suppliers for key components -Quality assurance processes -Fabrication and assembly process -Follow-up product system (O&M) PLANNING CONCEPT DEVELOPMENT SYSTEM -LEVEL DETAILED DESIGN TESTING RAMP-UP & LAUNCH Ramp-up: To increase a company's operational intensity to respond to increased demand O & M: Operation & Maintenance

  22. The update: Organic organizationincludes feedbacks & interfaces to all customers Ref: T. Korhonen, A. Ainamo: Handbook of Product and Service Development in Communication and Information Technology, Kluwer Academic Press, 2003

  23. Hierarchical organizations Organizing Managers make all decisions Study in an MSc project: • Collective organizations • Discovering and adapting • Combining information • Everybody influences • Flexible groups, participation • Decisions are made together • Team organizations • Communication • Group work • Teams can influence to decisions References: Gartner 2008, Grape people 2008, Humap 2008) 23 23

  24. UCD Product Development Process Flow Constraints: DESIGN MARKET MANUFACTURING http://www.usabilitynet.org/tools/methods.htm

  25. Why UCD is not applied always??- Usability gaps • Application of UCD can take a lot of time and resources – selection of right methods important • Value of UCD-methodology is not realized • Lack of skilful personnel to realize UCD • It is not realized that UCD can bring true value for company & customer and can be cost-effective for environment too

  26. Latest chapter in history of UCD • Post modern usability: the product/service (software) interaction can’t be treated independently of the hardware design, and the physical, social, and other contextual force • ubiquitous technologies and services • semantic web: techniques for modeling contextual data: collaborative knowledge space • new ways to work: virtual organizations • data mining by semantic webs and associated AI • internet based social media: deeper understanding and prescriptive design guidance of presence & interactions of social being • service integration and active user content creation: mashups

  27. http://www.wkap.nl/prod/b/1-4020-7595-2

  28. Case studies - Measuring Usability - MSc Ran He: Leadership in Virtual Organizations (e-leadership)

  29. Example: Heuristic evaluation of an internet portal

  30. Error classification • Minor errors: These errors are spotted and can be corrected by the user in a reasonable amount of time, and they do not prevent the task from being completed. • Major errors: Also major errors are spotted by the user and can be corrected, but they take significantly more time to rectify. • Fatal errors: Fatal errors prevent a task from being completed without help from the usability specialist who is conducting the study. • Catastrophic errors: Catastrophic errors prevent the task from being performed, and also cause some other undesirable effects in other parts of the system.

  31. Example of error reduction

  32. MSc Ran He: Leadership in Virtual Organizations (e-leadership)

  33. Traditional organization

  34. Monotonous Use of Technology TietoEnator 1. rank Nokia

  35. 1 Technology: Limitation of social media

  36. Email (1) • Clearly, no facial expressions, voice inflections, or gestures can be transmitted through e-mails, resulting in the lack of social presence. This limitation can trigger misinterpretation and misunderstanding, and further compromise the trust relationship in VTs.

  37. Email (2) • the ability to develop relational links among team members may be hindered by e-mail communication, which may negatively affect such outcomes as creativity, morale, and decision-making quality.

  38. E-leaders should be aware that technologies are only a partial element for team success • even being equipped with the most advanced technologies is scarcely enough to make a VT effective. • The internal group dynamics and external support mechanisms are also indispensable for team success in the virtual world. Those distributed work groups thus must take ample time during the initial design phase to determine their future goals and develop supportive collaboration environments.

  39. E-leaders should be aware of team members’ varying levels of proficiency in using advanced technologies • if e-leader insists to employ any new and complex information technology tool, he/she should stay aware of members’ different levels of technical expertise. Rather than simply notify followers which groupware will be adopted, e-leader should organize or arrange certain training or remediation beforehand in order to familiarize his/her team members with the specific technology.

  40. Apply broad portfolio of ICTs to fit varying communications needs • The majority of VTs in our research heavily relied on lean communication methods, whereas leaving those novel information technologies untouched. E-leaders are recommended to employ media richness including the common media (e.g. e-mail, telephone call) as well as those advanced technologies (e.g. flash meeting, video conferencing). • Those advanced technologies can complement e-leadership effectiveness but also aid in recording individual’s social status, responsibility, and level of expertise. With these improved tools, the interpersonal connections between dispersed team members could be substantially enhanced, thus facilitating collaborative work.

  41. Communication needs determine which types of communication systems are appropriate • For example, group discussion of a critical issue on sales meeting may require a more rich communication channel due to the need for high degree of interaction, immediacy of feedback, as well as the need to view others’ comments synchronously. • In contrast, when distributing a monthly meeting memo among team members, e-mail may be the effective vehicle since less interaction or immediate feedback is required in that case.

  42. Establish specific rules of engagement • E-leaders should seek to establish specific rules of engagement that govern exactly how and when team members should communicate with each other. • It is strongly recommended that during the team’s first meeting, e-leaders should dedicate some time to setting a series of guidelines on communications such as meeting times, frequency, and electronic channels adopted. For example, a simple rule of engagement may state: “all online meetings will be scheduled in Hello Net meeting Room according to Finnish time.” Such policies, normally taken for granted in face-to-face settings, are extremely important in the virtual environment.

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