kursusgang 1
DESCRIPTION
Kursusgang 1. Oversigt: Kurset Indhold: HCI disciplinen Formål og evaluering Designprocesser Vandfaldsmodellen Prototyping Specifikation eller prototype Spiralmodellen Modellering af brugere Hvem er brugerne Modellering af krav Modellering af systembrug Tre eksempler. - PowerPoint PPT PresentationTRANSCRIPT
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DIEB 1.1
Kursusgang 1Oversigt:
• Kurset Indhold:HCIdisciplinen Formålogevaluering
• Designprocesser Vandfaldsmodellen Prototyping Specifikationellerprototype Spiralmodellen
• Modelleringafbrugere Hvemerbrugerne Modelleringafkrav Modelleringafsystembrug
• Treeksempler
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DIEB 1.2
Design, implementering og evaluering af brugergrænseflader
• Designafbrugergrænsefladererbaseretpådendisciplinindenfordatalogi,somkaldes Menneske-maskininteraktion Human-computerinteraction:HCI
• Designetbeståriatudformecomputerensgrænsefladesåmenneskerkaninteragerefornuftigtmedden
• Hvorfor er det vigtigt?
• Hvad er udgangspunkt og resultat?
• Hvilke problemstillinger involverer det?
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DIEB 1.3
HCI: Hvorfor er det vigtigtOperatørernes fejl? (1)Three Mile Island, Harrisburg, Pennsylvania: 28. marts 197928/3-79,kl.4.00stopperdampturbinenautomatisk.Operatørernekontrollerer,attokølevandspumperstartermenerikkeklarover,atdepumpervandindilukkederør,forditoventilervedenfejlerlukkede.
Derertoindikatorerpåværketsenormekontrolpanel,somviserventilernesposition.Menventilerneeraldriglukkede,ogdeneneindikatorerdækketafetreparationsskiltpåknappenovenover.
8minuttersenerebliveroperatørerneklarover,atnogetergalt,ogdeopdagerfejlen.Mendaerderalleredesketvæsentligeskader.Dakølevandspumperneikkefungerer,kogerdampgeneratorentør,temperaturenstiger,ogkontrolstængerneaktiveresautomatiskforatstoppekernereaktionen.
Operatørerneaktivereretmanueltkølesystem,menkanikkelukkeventilenhertil,dadererlukkettilstrækkeligtmegetvandind.Påkontrolpaneletviserenindikator,atdererafgivetenimpulstilventilen,såoperatørernetror,atdenerlukket.
Lidtsenerestyreroperatørernepåtotrykmålere,derburdeviseensartedeværdier,mengørdetmodsatte.Deantager,atenafdemeristykkermenvedikkehvilken.
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DIEB 1.4
HCI: Hvorfor er det vigtigtOperatørernes fejl? (2)Detomålerevarfaktiskiorden,ogkunnehaveindikeretforoperatørerne,atenkatastrofalsituationvarunderudvikling.Entredieindikatorkunnehaveledtdemtildenkorrekteslutning,mendenregnedesforuvæsentligogvarplaceretfornedenpåbagsidenafet2meterhøjtkontrolpanel.
Ikontrolrummetvarderoptil40personer,trelydalarmeraktiveret,ogetstortantalafde1600kontrollamperlysteellerblinkede.Lydalarmerneblevikkeslåetfra,fordidetogsåvillefjernederelateredeinformationer.Computerenvaroverbelastet,ogdetvaredefleretimer,førderelevanteinformationerblevskrevetud.
Toenhalvtimesenereblevdentredieindikatorchecket,ogoperatørernenåedefremtildenrigtigekonklusion.Defikkølingensatigang,mendetvaredeover14dage,førmanvarheltsikkerpå,atderikkevilleskeennedsmeltningafreaktoren.
De efterfølgende undersøgelser konkluderede, at årsagen var operatørernes tåbelige fejl
CharlesPerrow(1984).Normal Accidents. Living with High-Risk Technologies.NewYork:BasicBooks
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DIEB 1.5
En anden forklaring påhvorfor operatørerne lavede fejl1. Mangefejlimenneske-maskininteraktion(HCI)skyldesdårligt
design,somikkeindtænkermenneskersevnerogfejlbarlighed.Dettefortolkesoftesomåbentbartforkertbetjeningogmenneskeligefejl.
2. Godtdesignindtænkeraltidmenneskersevner.
Hvordan kan man så gøre det bedre?
UlykkenpåThreeMileIslandkanforklaresvedhjælpaftoenklebegreber
• Mapping Relationenmellemdetviønskeratgøreogdetsomdetermuligtatudføre
Eksempler:komfur,BritishMidland ThreeMileIsland:Dervarproblemermedmapningenafderesintentioneroverpå
systemetsfunktioner:demangledeinformationogfunktioner
• Feedback Informationomudførelsenafenhandlingogdensresultat ThreeMileIsland:Dervarifleretilfældeikkefeedback
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DIEB 1.6
HCI: Hvad er udgangspunkt og resultat• Udgangspunkt:
analyseresultater Hvem:aktørtabel Hvad:klassediagram
ogfunktionsliste Hvordan:brugsmønstre
ogtilstandsdiagrammer
• Design og implementering af brugergrænsefladen
• Resultat:etevalueretdesignafbrugergrænsefladen
CashWithdrawalUseCase:Cash withdrawal is started by the
account owner, when he wishes to use his credit card to withdraw cash from an ATM. The account owner inserts his card in an ATM, and is then requested via the screen to type his PIN code. The screen will either show a polite denial, the card will be rejected from the ATM and the process will be cancelled; or the screen will show a menu requesting the account owner to choose an amount of money by typing on the ATM’s keyboard. A new screen requests the account owner to approve the transaction. If the transaction is not approved the account owner is again requested to type an amount. Otherwise the use case ends by the ejection of the card, and the desired amount of money being paid.
Objects:(to be added later)Functions:(to be added later)
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DIEB 1.7
Problemstillinger: HCI som disciplin (1)• Brugafcomputereeller
informationsteknologiimenneskeligaktivitet
• Temaer HCI
• Mennesker• Computere• Interaktion
Brugbarhed:• Betydning• Vurdering
Computer
Human
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DIEB 1.8
Problemstillinger: HCI som disciplin (2)• ACMkomitetil
designafHCI-uddannelser(1992)
• Sesupplerendelitteraturpåspiseseddel
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DIEB 1.9
DIEB-kurset:Formål og evaluering• Semestermål
Videnogerfaringmeddesignogimplementationafetedb-system
• Kursusformål Giveindsigtiprincipper,retningslinierogomgivelsertildesignog
implementationafbrugergrænseflader. Forstådeteorierogerfaringer,derudgørgrundlagetforprincipperog
retningslinier. Opnåpraktiskerfaringmed,hvordandesignogimplementeringafen
grafiskbrugergrænsefladekanudføres.
• Dele(1modulhver):1. VideregåendeHCI-metode2. Værktøjerogbibliotekertilimplementeringafbrugergrænseflader3. GrundlæggendeHCI-begreberogbrugbarhedstest(kunDat1)4. Programmeringafbrugergrænseflader(kunInf1)
• Evaluering Evalueresgennemprojektet.
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DIEB 1.10
Spiseseddel• Toversioner
afDix
• Fokuspådevæsentligeafsnit
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DIEB 1.11
Designprocesser
• Vandfaldsmodellen
• Prototyping
• Specifikationellerprototype
• Spiralmodellen
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DIEB 1.12
Vandfaldsmodellen• Detklassiskeeksempelpåenlife-cyclemodel
• Hvaderideen? Udviklingsprocessengennemløber
etantalfaser Hverfaseharetklartdefineret
produkt Produktetafenfasevalideresi
forholdtilbestemtekriterier Produktetafenfaseer
udgangspunktetfordennæstefase
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DIEB 1.13
Vandfaldsmodellen i Dix• Svarertildengenerellevandfaldsmodel
• Lidtandrenavnepåfaserne
Requirementsspecification
Operationandmaintenance
Architecturaldesign
Detaileddesign
Codingandunittesting
Integrationandtesting
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DIEB 1.14
Relation til OOA&D
Requirementsspecification
Operationandmaintenance
Architecturaldesign
Detaileddesign
Codingandunittesting
Integrationandtesting
Krav t il brug
Model
Beskrivelse af komponenter
Beskrivelse afarkitektur
Design af komponenter
Design af arkitektur
Analyse af anvendelses-
område
Analyse af problem-område
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DIEB 1.15
Erfaringer med vandfaldsmodellen
• Projektledelseersimpelt:Hvorfor?
• Virkerikkeipraksis!Tænk på et af jeres tidligere projekter som eksempel
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DIEB 1.16
Specifikationer:Transfer of Knowledge (Nonaka)• Etnøglebegrebiknowledgemanagement
• Spørgsmål:hvordankanmanoverførevidentilandre?
• Skelnermellem”explicitknowledge”og”tacitknowledge”
From
Tacit knowledge
Explicit knowledge
ToTacit knowledge Explicit knowledge
Internalization
Convertingexplicitknowl-edgeintotacitknowledge;learningbydoing;studyingpreviouslycapturedexplicitknowledge(manuals,documentation)togaintechnicalknow-how
Socialization
Transferingtacitknowledgethroughsharedexperiences,apprenticeships,on-the-jobtraining,talkingatthewatercooler
Externalization
Articulatingandtherebycapturingtacitknowledgethroughuseofmetaphors,analogies,andmodels
Combination
Combiningexistingexplicitknowledgethroughexchangeandsynthesisintonewexplicitknowledge
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DIEB 1.17
Problemer medvandfaldsmodellen• Baserersigudelukkendepåspecifikationer,mendeervanskeligebådeatlave(overførselafviden)ogforstå
• Sværtatuddestillerebrugernesvidenomderesarbejde
• Mangenegativeeffekterafdeudvikledesystemer
• Kravændrersigovertid• Ikke-tekniskeaspekterersværeatbeskrive
• Tilbagekoblingblivernødvendigt
• Fungererkun,nårvivedhvadvivilhave,ogvikanbeskrivedetpræcistogutvetydigt
Effects (Zuboff)• Sensorysatisfactionwithhandlingof
physicalobjects(forms,books,etc.)wasmissing.
• Experiencedlessinteractionwithhumans(customers,supervisors)andmorewithcomputers.
• Didnotfullyunderstandwheredataontheirscreenscamefromandwhatitmeant.
• Reducedfeelingofcertaintyandcontrolbecauseoflackofconcreteness(nonames,nohistory,etc.).
• Lessskillandknowledgeofinsuranceclaimsrequired(thecomputerknowsit).
• Morecomputerskillsrequired.• Routinework,just”pushingbuttons”.
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DIEB 1.18
Prototyping• Brugafprototypereretandetalternativtilvandfaldsmodellen
• Hvaderenprototype?
• Enprototyperealisererbestemteegenskabervedetsystem
• Brugernekanarbejdeogeksperimenteremeddenforatillustreredereskrav
• Derfindesforskelligeformerforprototyper
• Debrugespåforskelligetidspunkteriudviklingsprocessen
• Quick and dirtyEarlyimplementationwithoutprioranalysisanddesign.Reviseduntiltheusersaresatisfied.Revisionsbecomecomplicatedandmaintenanceisveryexpensive.
• Throw-awayDevelopmentinordertoenquireintoandexpressrequirements.Isoftendescribedasa”running”requirementsspecification.
• Design-drivenAnimplementationofadesignwhichisasclosetothefinalsystemsaspossible.Oftenusedfortechnicalexperiments,e.g.withthetechnicalplatform.
• Mock-upAcardboardorsimilarnon-executablemodelofthesystem.
• EvolutionaryAmodifiable,runningmodelofpartofasystem.Isgradyallydevelopedintothefinalversionwhichbecomesthesystem.
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DIEB 1.19
Eksempel: Mock-up• UTOPIAproject
• Toolsforgraphicalworkersforpagemake-upandimageprocessing.
• Opposethedeskillingthatoccurredwhencomputerswereintroduced.
• Starteddescribingrequirementstoatool,butthatwastooabstractforthegraphicalworkers.
• Mademock-upstosimulatehowthecomputerizedsystemwouldwork.
• Themock-upsweremadeofcardboardboxes,overheadprojectorsandprojectorscreens.
• Simulationinvolvedpeopleperformingtheoperationsofthecomputer.
• Aprototypewasdevelopedfromtheexperienceswiththemock-ups.
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DIEB 1.20
Specifikation eller prototype
• Viståroverfortomuligearbejdsformer:vandfaldsmodellen(specifikationsbaseret)ellerprototyping
• Hvordanvælgervi?
• Hvilkenarbejdsformskullevivælgetiludviklingaf: EtsystemtilregistreringafkøbafølogsodavandiKaffestuen Etmobiltsystemtilkøbafbiografbilletter Etsystemtilstyringafetatomkraftværk
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DIEB 1.21
Kontingensfaktorer• Relevansenafspecifikationsbaseredemetoderogprototypingkanafgøresudfrakontingensfaktorer: Kompleksitet Usikkerhed
Kansimpeltdefineresudfradentingængeligeinformation:
Quantity Too much Too little
Quality Too difficult Too unreliable
Complexity Uncertainty
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DIEB 1.22
En simpel kontingenmodel
Reference:Burns&Dennis
System Life Cycle
Prototyping
Mixed Methodology
Prototyping
HighLow
High
Low
Complexity
Uncertainty
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DIEB 1.23
Typiske kontingensfaktorer (1)• Systemdevelopers knowledgeabouttheapplication
andproblemdomains abilitytomakeacompleteand
consistentdesignspecification experienceswithspecificationof
requirementsinco-operationwithprospectiveusers
abilitytoimplementtherequirementswiththeavailabletechnicalenvironment.
• Users abilitytodescribethe
applicationandproblemdomainsinalogicalandstructuredfashion
abilitytospecifyrequirementsincooperationwiththesystemsdevelopers
experiencewithsystemsdevelopmentandprototyping
understandingofdesignspecificationsandtheavailablecomputertechnology
abilitytoreviewtheproposeddesignspecificationsofthecomputersystem.
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DIEB 1.24
Typiske kontingensfaktorer (2)• ApplicationDomain lackofclarityandconsistencyof
theorganizationaltasks unclearboundariesofthe
applicationdomain broadlydiverse,complex,or
unstructuredtasks tasksarecontinouslyshiftingin
responsetoaturbulentorganizationalenvironment
• ProblemDomain includesmanycomplexobjects
withcomplexrelationships includesmanycomplex
occurrencesofevents theboundariesoftheproblem
domainarenotclearlydefined boundariesarecontinously
changingduetoenvironmentalturbulence
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DIEB 1.25
Typiske kontingensfaktorer (3)• ComputerSystem ambiguousandinconsistent
computersystemrequirementsexist
thecomputersystementailsadatabasewithinteractive,transactionprocessingandreporting
therearespecificcomputersystemperformanceandnetworkdatacommunicationrequirements
thecomputersystemtobedevelopedispartlyincompatiblewiththedevelopmentenvironment
• DevelopmentEnvironment unreliabilityinthetarget
computingmachineryorsystemssoftware
unreliabilityinthedevelopmentcomputingmachineryorsoftware
insufficientorambiguousdocumentationofthedevelopmentenvironment
linkagestoexternallycontrolledtechnologieslikestandardizedinternetclientsorservers
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DIEB 1.26
Kombineret metode:Spiralmodellen• Spiralmodellenkombinerer
prototypingogvandfaldsmodellen
• Baseretpåcykler,somindeholderfiretyperaktivitet
• Denradialedimensionsvarertildensamledeindsatspåetgivettidspunkt
• VinkeldimensionensvarertilhvaddereropnåetIenenkeltcykel.
• Vedhverpassageafx-aksen(klokken3)tagesenbeslutning
• Beslutningenbaserersigpårisikoanalyse
• Nårallerisiciereliminerede,fasesderudIenvandfaldsmodel
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DIEB 1.27
Metoder til HCI-design
• ”Metode”–hvaderdet?
• Hvadskalvimedmetoder?
• ”Metodiskeanvisninger”–blødere
• Dix:firekategorierafmetodskeanvisningerfordesignprocessen: Life-cycleellervandfaldsmodellen Designregler (senere) Usabilityengineering (senere) Prototyping
• Problem:hvordanskalvivælgeogkombineremetodiskeanvisninger?Toløsninger: Kontingensfaktorer Mombineretmetode
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DIEB 1.28
Modellering af brugere
• Hvorforerdetnødvendigt?
• Hvemerbrugerne:stakeholderanalysis
• Modelleringafkrav systembeskrivelseiFlorence-projektet Sociotekniskemetoder:ETHICS
• Modelleringafsystembrug GOMS Keystroke
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DIEB 1.29
- fordi systemudviklerne ikke forstår brugerne og deres arbejde• JegharbrugforhjælptilatudfyldeminSU-ansøgning
• VistarterpåAalborgUniversitetsweb-sted:
• Vifinderaldrigdennødvendigehjælp;kunsamlingerafreglerogbestemmelser
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DIEB 1.30
Hvem er brugerne• Dixforeslårstakeholderanalysis
• Eksempel:airlinebookingsystem Primarystakeholders:travel
agencystaff,airlinebookingstaff
Secondarystakeholders:customers,airlinemanagement
Tertiarystakeholders:competitors,civilaviationauthorities,customers’travelingcompanions,airlineshareholders
Facilitatingstakeholders:designteam,ITdepartmentstaff
• Primarystakeholderserdemviermestinteresseredei
• SvarertilaktøreriOOA&D
System
Problem domain Application domain
User
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DIEB 1.31
Eksempel: System Description in the Florence Project• Analysisofworkconductedinathree-dayseminarwherebothnursesandsystemdevelopersparticipated.
• Thepurposeoftheseminarwastoestablishadetailedandpreciseunderstandingofnursing.
• Theflowofdatawastobedescribed.Attheseminartheparticipantsweretrainedinmakingdataflowdiagrams(Yourdon1982),andwerethensupposedtoapplythistooltodescribetheirwork.
• Threegroupsofnurseswereestablished:A,B,andC.
• Eachgroupincludednursesfromthreedifferentwardsandasystemsdeveloper.
• Anexternalconsultantwithextensivedevelopmentexperiencecirculatedbetweenthethreegroups.
• Thenurses’experiencewaschosenasthestartingpoint.Whileworkingwiththedescriptionsitbecameclearthattheirexperiencewasdifferent: Varyingdegreesofskill. Differencesintheorganization
ofworkindifferentwards.
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DIEB 1.32
Group A• IngroupA,theworkwasmainly
ledbythenurses.Thesystemsdeveloperwasprimarilyactingasanadvisor.
• Thedescriptionconcentratedonrelationsbetweenthemanualroutinesofnursinganditfocusedonthephysicalsituationinthethreewardsoftheparticipants.
• Itreflectedhowworkwasactuallyorganizedandcarriedout.
• Itwasanattempttodescribehumaninformationprocessinginsteadofsimpledatatransformationandthecontentsoftheformsapplied.
• Therulesofthemethodwerenotstrictlyobserved: Aspecialsignatureforinformal
communicationbetweenvariouspersonswasintroduced.
Theroutineswerenotdescribedintheexactwayinwhichtheincomingdataflowsweretransformedtotheoutgoingdataflows.Instead,thegroupfocusedoncriteriathatwereinfluencingthemajordecisions.
Varioustimeconsumingactivitieswereincludedinthedescription,eventhoughtheywerenotofdirectimportancetothedatatransformation.
Thedescriptionalsoincludedthenurses’relationtocustomersandlocalmanagement(themanageroftheward).
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DIEB 1.33
Group B and C• ThedescriptionsmadebygroupBandgroupCdifferedmuchfromthatofgroupA.
• Inbothgroups,thesystemdeveloperwasthemostdominantperson.
• Muchweightwasattachedtoobservationoftherulesandguidelinesofthemethod,andinthissensethedescriptionsproducedweremorecorrect.
• Theparticipantsweresurprisedthatthesetwodescriptionsturnedouttobeverydifferentanyway.
• IngroupB,therewasanexperiencednurse,andherunderstandingofworkinthewardinwhichshewasemployedinfluencedthedescriptionverymuch.
• IngroupC,theparticipantsweremoreequal.Thisimpliedthattheirdescriptiongaveamoregeneralizedpictureoftheworkinthethreewards.
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DIEB 1.34
Comparison• Onthelastdayoftheseminar,thedescriptionswerepresented.
• Thenursesstressedthatallthreedescriptionsgaveastronglybiasedimpressionof“actual”nursing.
• GroupAgavethemostrelevantpictureoftheirwork.
• TheconsultantemphasizedthequalityofthedescriptionfromgroupC.
• Aftertheseminar,systemdevelopers,whodidnotparticipateintheseminar,werepresentedtothedescriptions.
• Theyhadproblemsinunderstandingthedescriptions.
• ThisespeciallyappliedtothedescriptionproducedbygroupAbutalsotothedescriptionsproducedbygroupBandC.
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DIEB 1.35
Florence Results
• Thedescriptionswereonlyapplicabletoalimitedextent.
• Tosupplementthem,anumberofprototypesweredeveloped.
• Aprototypewasdevelopedincollaborationwiththenursesattwodifferenthospitalwards.
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DIEB 1.36
AlternativETHICS: Basics• Informationsystemdevelopmentmethod
createdbyEnidMumford.• EffectiveTechnicalandHumanImplementation
ofComputer-BasedSystems.• Focusontheinteractionoftechnologyand
people• Result:worksystemsthatarebothtechnically
efficientandhavesocialcharacteristicswhichleadtohighjobsatisfaction.
• ”Allchangeinvolvessomeconflictsofinterest.Toberesolved,theseconflictsneedtoberecognised,broughtoutintotheopen,negotiatedandasolutionarrivedatwhichlargelymeetstheinterestsofallthepartiesinthesituation...successfulchangestrategiesrequireinstitutionalmechanismswhichenablealltheseintereststoberepresented,andparticipationprovidesthese.”
Job satisfaction:theattainmentofagood'fit'between
• Whattheemployeeisseekingfromhiswork:jobneeds,expectationsandaspirations
• Whatheisrequiredtodoinhisjob:theorganisationaljobrequirementswhichmouldhisexperience.
Job satisfaction:theattainmentofagood'fit'between
• Whattheemployeeisseekingfromhiswork:jobneeds,expectationsandaspirations
• Whatheisrequiredtodoinhisjob:theorganisationaljobrequirementswhichmouldhisexperience.
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DIEB 1.37
ETHICS: Methodology1. WhyChange?2. Systemboundaries3. Descriptionoftheexistingsystem
(5differentlevels,operativetaskstowholesystem)
4. Definitionofkeyobjectives5. Definitionofkeytasks6. Definitionofkeyinformationneeds7. Diagnosisofefficiencyneeds8. Diagnosisofjobsatisfactionneeds9. Futureanalysis10.Specifyingandweightingefficiencyand
jobsatisfactionneedsandobjectives11.Theorganisationaldesignofthenew
system12.Technicaloptions13.Thepreparationofadetailedjobdesign14. Implementation15.Evaluation
Step 4 - Examples of key objectives of the Purchase Invoice Dept.• Key objectives are to ensure that the Company obtains goods and services from suppliers which
are of the right quality and price and arrive on the date promised. Also to provide a satisfying, stimulating work environment for Purchase Invoice and Treasurer's Dept. staff.
• Relationships with suppliers are often very poor due to inaccurate or delayed payment of suppliers accounts. This is affecting the quality of the supplier's service.
Step 5 - Examples of key tasks of the Purchase Invoice Dept.• The fast, correct payment of suppliers accounts• The fast, correct answering of suppliers queries• The fast, accurate notification to suppliers' of rejected goods and requests for
financial compensation• The monitoring and improvement of the suppliers' service
Step 6 - Example of key information needs• Operating Information
• Information on suppliers and the state of their accounts• Information on payments made
• Problem prevention/solution information• Accurate goods received information• Which suppliers have not been paid and why
• Co-ordination information• Which receipts have been transferred from Purchase Invoice to Treasurer's Dept. for
payment• Development Information
• Which suppliers are antagonistic to the Company and why• Control information
• The extent to which goods and services provided by suppliers are meeting company quality standards
Step 3. Example of input/output analysis of one section of a Purchase Invoice Dept.This department checks and passes for payment the invoices of firms who supply goods and services tothe Company.
Inputs
Mail Clerks sort invoices
VAT clerks edit invoices
Comp operator check invoices
Invoice is microfilmed
data prep
one copy
Commercial orProduction InvoiceClearance SectionsHere invoices arematched with GRNs
one copy
data prep
Goods Received Notes
Goods receivednotes are batchedand checked
Outputs
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DIEB 1.38
ETHICS: Discussion• CommonreactiontoETHICS:itisimpracticalbecause Unskilleduserscannotdothedesignproperly. Managementwouldneveracceptit.
• Toreaction1:Mumfordarguesthatuserscananddo,designproperly.Theyneedtrainingandhelp,butthiscanbeprovidedrelativelyeasily.Moreimportantly,theyhavetheskillsofknowingabouttheirownworkandsystem,andhaveastakeinthedesign.
• Toreaction2:Mumford’sexperienceisthatmanagershaveoftenwelcomedparticipationandcanbeconvincedofitsbenefits.
• Examples: AgroupofsecretariesatImperialChemicalIndustries(ICI)designednew
worksystemsforthemselvesinthewakeoftheintroductionofword-processingequipment.
Agroupofpurchaseclerkshelpeddesignamajoron-linecomputersystem.
• ThefirstmajoruseofETHICSinthedevelopmentofalargesystemwasDECsXSEL,anexpertsystemfortheirsalesoffices,usedtoconfigureDEChardwaresystemsforparticularcustomers.
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DIEB 1.39
Modellering af systembrug
• GOMSogKeystrokeerteknikkertilmodelleringafbrugenafetsystem
• Dekanbrugesidesign
• Debrugesogsåtilevaluering,hvorman”teoretisk”regnerud,hvorlangtiddettageratudføreenfunktion–dettesammenlignessåmedvirkeligeobservationer
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DIEB 1.40
Tre eksempler
• Indlæggelseafenpatient(hospital)
• Kommunikationietsikkerhedskritiskdomæne(kraftværk)
• Samarbejdeombeslutningstagningiendynamisksituation(opmænd)