[ID] Week 10. Defining Requirements

Lecture 7

Defining Requirements

Interface Design/ COM3156, 2017 Fall Class hours : Fri. 1-4 pm Lecture room : #210 Billingsley Hall, Main Campus 3rd November

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Interview

Persona

RQ Analysis

Journey Map

Use Case

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Scenario

Wireframes & Sketches

Design Proposals

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CREATING PERSONA Homework


Creating Personas


Figure 11.2. Overview of the persona creation process.

Step 9. Develop the narrative and other communication


Bullet-list persona description Narrative version Carla Ramirez 32 Graphic designer San Francisco Last car: Honda Civic hatchback base model Computer: Mac Media influence: Metropolis Web site influence: Amazon Reasons to shop now: current car is paid off CURRENT CAR: 2006 MINI COOPER Likes that it: gets good mileage, has cargo space, is easy to park in small spots Also considered: Ford Focus, VW Beetle Financed for: 2 years Started looking when: Saw car in movie Test drove after: 1 week Purchased after: 2 weeks Picked up after: 3 weeks Decision criteria: Finds reasons to rationalize emotional choice Desired features: sun roof, stereo upgrade, leather seats Purchased features: sun roof Research tools: MINI Web site, others recommended by boyfriend MANUFACTURER WEB SITE USE Visits before purchase: 3 Reasons: explore, reconfigure for lower cost, find dealer stock Time of day: lunch, evening Likes: attitude, initially playful experience Dislikes: slow loading, less fun the second time, no maintenance suggestions, no dealer inventory, not sure when car was arriving Visits after purchase: 1 Reasons for visit after purchase: maintenance recommendations

Carla Ramirez The last time 32-year-old Carla Ramirez decided it was time for a new car she bought one within two weeks. Not long after she paid off her first car—a base model Honda Civic hatchback—in 2006, she watched The Italian Job on DVD and fell in love with the MINI Cooper's spunky design. Driving around San Francisco the next week, she found herself looking longingly at every MINI she passed. Taking a lunch break at the office after laying out the latest batch of ads, Carla decided to check out the MINI Web site instead of reading Metropolis as she usually did. The site's attitude encouraged her to keep looking; it felt like play rather than research. She began to find reasons that the car she was drawn to would be a rational choice, too. It was small enough to make city parking less painful, had enough space to fit several bags of groceries, and had good enough mileage that she wouldn't have to feel guilty about not getting a hybrid. As she assembled her dream car online, though, she realized that it might be a little much on a graphic designer's salary. When she mentioned her disappointment to her boyfriend Todd that evening, he booted up her Mac and looked at several automotive sites, then suggested other cars with comparable features, including the Ford Focus and VW Beetle. Carla dutifully looked at the others, but found herself back on the MINI site before long. She tried another configuration without the sun roof, stereo upgrade, and leather seats. When she saw that the new total wasn't much more than the Ford, she decided to test drive the MINI that weekend. She saved the configuration for later to avoid going through the process again; what had seemed fun the first time was annoying the second.

Step 9. Develop the narrative and other communication


Bullet-list persona description Narrative version

GOALS Have reasons to get the car she wants Get it now Enjoy the buying experience Be taken care of after she buys

A test drive convinced Carla she had to have the car (and the sun roof). Ready to buy, she was frustrated that the dealer didn't have many cars in stock. She went back to the Web site to see what other nearby dealers had. If Amazon could tell her what's in stock, surely a car dealer's Web site could do the same. Unfortunately, the dealer sites didn't have much information, so she called the one with the least annoying page. They told her they were getting a shipment in a few days, and that most dealers had very few cars in stock. Carla hung up, wondering whether she should take another look at the Beetle. Eventually she called back and gave them a credit card number to hold the red one with the sun roof. When the dealer finally called to say that her car was there, she waited to pick it up until Friday afternoon so she and Todd could celebrate with a drive down the coast. A couple of months later, Carla wondered when to get her car serviced, so she logged on to the owner section of the site. She was disappointed to find that even when she entered all the information about her car, it did not recommend what service to have performed and when. She has not returned to the site since. Much as she has enjoyed her MINI, it's been paid off for six months and Carla's eyes are starting to wander again. CARLA'S GOALS Have reasons to get the car she wants. Even if her decision is about the style or emotional appeal of the car, Carla likes to see herself as a rational person. Get it now. When Carla is ready for a new car, she's going to act quickly. Enjoy the buying experience. Car shopping should be fun, not work; a new car is a treat. Be taken care of after she buys. Poor support regarding delivery or ownership issues can tarnish the experience.

Persona Example


DESIGNING FOR THE DIGITAL AGE: HOW TO CREATE HUMAN-CENTERED PRODUCTS AND SERVICES CHAPTER 12. DEFINING REQUIREMENTS

Lecture #7


Introduction

• Requirement

– Thinking about the future : what

the product or service must do in

order to succeed.


The Problems with Requirements

• Requirements cannot be "gathered“

– Even in the most structured process, many requirements are based on

executive opinion, engineering technology preferences, or customers'

stated desires, all of which can be red herrings.

– Design research and personas can help generate, filter, and prioritize

requirements.

• Requirements are not features

– Jumping to the "obvious" solution too early is a common mistake that can

eliminate great opportunities.


The Problems with Requirements

• Requirements are not specifications

– Early requirements should be high-level needs that help project

stakeholders make business decisions. These generally won't exceed a

few document pages or a handful of presentation slides, and won't take

more than a few days to develop.

– Additional requirements should then be developed iteratively through the

design process and expressed in the final specifications.

– In other words, requirements definition isn't entirely finished until the

design is finished.


Generating Effective Requirements

• Sources of requirements


Figure 12.1. Persona goals serve as a filter for requirements from a variety of sources.


• Types of requirements

– DATA NEEDS

• Data objects are the nouns in your personas' mental models: the things they

look for, read, or manipulate, such as e-mail messages, spreadsheets, or

contacts. Attributes are either components or descriptors of each object.

• Attributes of an e-mail message, for example, include its subject, who sent it,

when it was sent, who else was copied on it, and what action was taken in

response. Those attributes may or may not be connected to other objects; a

sender, for example, may or may not exist as an independent object in the

contact list.



– FUNCTIONAL NEEDS

• the verbs that describe what users should be able to do with or to those

objects.

• With an e-mail message, for example, your persona probably needs to be able

to read it, delete it, keep it with other messages that are related in some way,

respond to it, or share it with someone else.

• She probably doesn't need to know how many characters it contains or what

servers it passed through to get from there to here.

• Functional needs also include actions users must be able to take on the

"object" that is a physical product: Users need to be able to charge it, carry it,

clean it, and so forth.



– PRODUCT OR SERVICE QUALITIES

• Some of these are pragmatic, quantifiable requirements, such as the sort of abuse

a device has to withstand or how quickly the system should process a file.

• Others are emotional qualities, such as what brand messages the product should

reinforce and what emotions it should invoke; these experience attributes will

drive the initial visual language explorations for both visual design and hardware.

– CONSTRAINTS

• Timeframes and cost constraints can often shift a bit if the design is compelling

enough.

• Regulations may be unavoidable, but people might be making assumptions about

the way in which a regulation must be satisfied.



• The process for generating requirements


Figure 12.2. An overview of requirements definition.



Source Data needs Functional needs Product qualities Constraints Katie (primary) Scenario #1 Shots remaining

Battery sufficient for how many shots

Recommended and actual exposure settings

Photos and settings at which they were taken

Select auto focus area with fair precision (probably at least 9 zones, preferably more)

Auto exposure settings Ability to bracket and adjust

exposure Ability to review photos and

settings in camera Ability to delete photos in-

camera

Scenario #2 Number of photos on the card How long they will take to load

Some kind of automatic backup Ability to connect to PC

Mental model Understand the effect the setting will achieve

Goals

Easier, more effective ways to teach her about exposure

Auto modes for dealing with sharp contrast


"Professional" camera look and feel ("crisp" shutter, "solid" body)

Environment

Screen visible in bright sunlight Tolerant of dampness,

temperatures from below freezing to inside a car on a hot day

Skills and abilities


Auto modes for dealing with sharp contrast

Fit comfortably in average woman's hand

Fit comfortably in average woman's hand

Table 12.1. Example requirements matrix.



Source Data needs Functional needs Product qualities Constraints Jorge (secondary) Scenario #3

Ability to stabilize image for handheld use

Fast auto focus within a focal length range

Mental model Goals

Quickly access his own

shooting modes with custom settings

Lightweight body

Environment Able to repel dust from sensor Skills Total control of shutter,

aperture, ISO, white balance

Marina (camera dealer, a customer persona) Goals

Clear differentiation from

models above and below it in product line

Small packaging

Stakeholder interviews Jim

Must provide easy transition for users upgrading to/from other products in same line

Appeal as primary camera for novice SLR users, cheap second camera for more advanced users

Price point between $400 and $600

Competitors Acme Camera At least 6 megapixels Influencers Analyst A Full frame sensor Regulations FCC

Brainstorming

• Brainstorming—gathering a group of people in a room and generating a

bunch of possibilities—is a popular way to begin defining requirements.

– An effective brainstorming session gets a little crazy.

– It should be a safe place for people to have silly ideas because sometimes

those silly ideas lead to fantastic ideas.

– Whatever you do, don't start critiquing ideas; nothing will squash creativity

sooner. Don't worry about whether what's proposed is a requirement or a

solution, whether it's feasible, or whether it makes any sense at all for the

personas.

– Encourage shy people to chime in even if they need to preface their ideas with

disclaimers.


Scenarios

• Why use scenarios?

– Storytelling can help us imagination-impaired grown-ups remember how

to see the possibilities in any situation.

– Like personas, scenarios can also help you evaluate whether your

proposed solutions make sense.

– Scenarios are more extrapolation than invention; they rely on our human

understanding of a particular sort of person.

– Scenarios involve a sequence of events.

– Scenarios provide a concrete way to think about human behavior and

needs and their implications for system behavior


Scenarios

• How Goal-Directed scenarios differ from similar tools (Use Cases, User

Story)

– A SCENARIO DESCRIBES THE FUTURE, NOT THE PRESENT

• scenarios are always focused on use of the future product or system. Current

behavior is described in the personas and other models.

– A SCENARIO DESCRIBES A PERSONA'S POINT OF VIEW

• Emotions and motivations are also part of a persona's point of view.

– A SCENARIO IS A STORY WITH A BEGINNING AND AN END

• Since they're stories, scenarios are generally expressed in narrative form.

• Users don't think, "I'm going to use the print function now," so scenarios don't

describe the product in those terms. Rather, they describe an entire session or

typical task based on what the persona would see as the task's beginning and end.


Scenarios

• Crafting effective context scenarios

– STEP 1: IDENTIFY WHAT CONTEXT SCENARIOS YOU NEED


Scenarios


Product Persona Scenarios E-mail system

A system administrator with simple needs (primary administrator)

Set up the system Add an account Change settings Delete an account Upgrade the system

A system administrator who makes complex connections to other systems (secondary administrator)

Set up the system

Someone who uses e-mail in a single location (primary end user)

First use at the beginning of the day Use throughout the day

A mobile e-mail user (secondary end user)

Remote use

Consumer digital camera

A family photographer of average skill (primary)

Out-of-box experience Taking photos at an event Taking photos here and there Uploading photos

A hobbyist photographer with high standards who takes a lot of photos (secondary)

Photo shoot Uploading photos

Table 12.2. Example lists of context scenarios.

Scenarios


Camera company Web site

An uninformed point-and-shoot buyer who doesn't want a lot of detail (primary for point and shoot content)

Find a point-and-shoot camera that meets some basic needs and learn where to buy it

An uninformed SLR buyer who needs help making a good choice (primary for SLR content)

Find the right SLR and accessories and learn where to buy it where to buy it

A knowledgeable SLR buyer who wants to know a lot of technical detail (secondary for SLR content)

Find the right SLR and accessories

A current owner (primary for support content)

Find a lens or accessory Get help with a problem

A camera dealer (primary for dealer content)

Learn about the latest models Set up a dealer account Place an order Handle a problem with an order

A job seeker (primary for career content) Learn what's available and apply Inbound call center software

An experienced call center agent (primary agent)

Handle basic calls Escalate a call

An inexperienced agent (secondary agent)

Handle basic calls Escalate a call

An escalation agent (secondary agent) Handle calls A supervisor in a small call center (secondary manager)

Monitor call flow Optimize operations Coach an agent

A manager of a large call center (primary manager)

Monitor call flow across multiple units

Optimize operations across multiple units

Scenarios


Complex purchasing application

A person requesting a purchase (primary requester)

Request a purchase

A specialized purchasing agent for a manufacturing supply chain (primary purchasing agent)

Process requests Follow up on orders

A specialized purchasing agent for miscellaneous corporate needs (secondary purchasing agent)

Process requests Follow up on orders

A specialized goods-receipt clerk (primary for goods receipt)

Process received shipments

A specialized accounts-payable clerk (primary for accounts payable)

Pay invoices, including a problem invoice

An office manager (secondary for all three)

Process purchase requests Process received shipments Pay invoices

Family calendaring system

An at-home parent who manages a calendar (primary)

Reviewing everyone's commitments and planning the day

Entering an upcoming event for a child

Finding a time when the whole family can do something with friends

A working parent who manages the calendar (secondary)

Accessing the calendar remotely

A twelve-year-old (secondary) Adding an event

Scenarios


Device used to deliver intravenous medications in a hospital

Nurse in a general ward (primary) Administer a medication (simple case)

Administer multiple medications at a time (complex case)

Adjust dosage Respond to a problem

Nurse in a neonatal intensive care unit (secondary)

Administer a medication

Nurse in an oncology unit (secondary) Administer a medication Anesthesiologist in an operating room (secondary)

Administer a medication while constantly monitoring vitals

Nursing aide (secondary) Monitor Respond to a problem

Person setting up medication lists and safety parameters (primary administrator)

System setup

Person cleaning and servicing the device (primary maintenance)

Clean the device Replace parts

Clothing store targeting women

A brand-focused shopper (primary) Browse the store, try some things on, buy some

Look for a specific item Return an item Order an item that's not in stock

A price-conscious shopper who can only afford sale items (secondary)

Find items on sale

A man shopping for a gift (secondary) Get help finding the right gift

Scenarios

– STEP 2. DEVELOP EACH STORY

• Answer the right questions

• Use the right level of detail

• Start with an optimistic mind-set

• Stay true to the personas

• Apply important design principles

• Have someone review your scenarios

– STEP 3. PREPARE TO COMMUNICATE YOUR SCENARIOS

• Scenario creation happens in team meetings.

• Share your context scenarios with stakeholders

• Illustrate your scenarios to make them more concrete.


Scenarios


Figure 12.3. An example storyboard for Anne's Personal Assistant scenario.

Scenarios

• Extracting requirements from scenarios


Scenario text Requirements After a long meeting, Anne pulls out her Personal Assistant to note a couple of items she needs to follow up on, confirm the location of her next meeting, and see if anything important has come up in the last couple of hours.

― Ability to enter text ― Ability to track appointments ― Ability to see a list of messages ― Portable form factor

When she turns on the screen, the PA shows her the subject and location of her next meeting, which is in 25 minutes.

― Ability to turn off the screen without the turning off the device ― Ability to count down to the next event

There's also an indication that she has three messages marked urgent (including one from her boss), one message from a client whose messages she's told the PA are top priority, and a dozen others that can probably wait.

― Ability to see both e-mail and voice messages in a single place, along with next event

― Ability to auto-prioritize some messages based on simple criteria specified by users, as well as based on urgency indicated by the sender

After noting her to-do items before she forgets them, Anne selects the urgent message from her boss, which is a voicemail, and listens to it as she walks to the parking garage.

― Ability to enter and track tasks ― Ability to select a message from a visual list ― Ability to listen to voicemail

His question about a recent contract is time sensitive, so she selects the option to call him back.

― Ability to initiate various types of return communication directly from a message

As soon as she's done answering his question, she looks to see who sent the other urgent messages and decides to ignore them for now.

― Ability to return to what she was doing last

Table 12.3. Example requirements from a context scenario.

Scenarios


She selects the message from the important client. It's an e-mail, but she wants it read to her because she's fumbling to find her car keys.

― Ability to hear e-mail messages hands free

Deciding it doesn't need an immediate response, she tells the PA to remind her to follow up later today; she juggles so many things in a day that she needs help keeping track of the details.

― Ability to schedule action items or reminders from a message

Getting into the car, she sees that she has 15 minutes left to get to her next meeting. It's potentially a large account, so she's anxious to arrive on time.

― Ability to count down to the next event

She asks the PA for the fastest route from her current location. ― Ability to approximate current location closely enough to provide driving directions Ability to calculate fastest route from current location

The PA shows her the best option based on current traffic conditions.

― Ability to factor in current traffic conditions when calculating fastest route

Pulling out of the garage, she tells the PA to give her audio directions so she can keep her eyes on the road.

― Ability to get audio directions ― Ability to provide appropriately timed driving directions

Arriving at her destination right on time, Anne reviews the meeting participants so she can greet them by name; the personal touch is everything in sales.

― Ability to review information about meeting participants

Scenarios


When she's escorted into the conference room, she sets her PA on the table in case she needs it. She knows the device won't interrupt her meeting, even by vibrating, unless someone tells her voicemail it's an emergency.

― Ability to select parameters for interruptions and to apply them automatically during scheduled meetings

Anne realizes a few minutes later that she needs some information from her desktop PC back at the office. She uses the PA to access the spreadsheet she needs.

― Ability to connect to a remote computer with appropriate permissions

― Ability to view common document formats After wrapping up another successful meeting, Anne checks her PA again. With an hour until her next stop, she asks it to show her the way to the nearest café so she can grab a bite. The PA shows her a couple of options. Anne chooses the nearest and walks there using the PA's directions.

― Ability to count down to next event ― Ability to locate common services such as food, fuel, etc.

She has a sandwich and a cup of tea as she uses the PA to check out the latest news headlines.

― Ability to get various publicly available content

Knowing it will take her 20 minutes to get to her next appointment, the PA interrupts Anne's reading when she has 30 minutes to go.

― Ability to get proactive reminders that are intelligent about accounting for travel time

After an afternoon of meetings, Anne checks for messages from her family. She sees an e-mail from her husband, Ted.

― Ability to view messages

She checks it in case there's something he wants at the grocery store. He wants her to pick up a pizza, but didn't specify what kind. She chooses the option that lets her respond to the message with a phone call.

― Ability to initiate a message response from one channel in any other channel, directly from the message

After a quick conversation, she hangs up and adds a veggie supreme to the grocery list on her PA. One more stop and she can go home.

― Ability to track various lists

Other Requirements from User Personas

• Mental models

• Environments

• Physical and cognitive characteristics

• Skills and knowledge

• Goals


Requirements from Business and Other Needs

• Customer persona goals

• Stakeholders

• Lawyers and regulations

• Competitors and media

• Accessibility

• Sustainability


Experience Attributes


Figure 12.4. Experience attributes for a product come from the overlap of corporate brand and persona goals.

Experience Attributes


Figure 12.5. An overview of the process for developing experience attributes

Step 1: Compile desirable qualities from research


Figure 12.6. A list of attribute candidates for a complex financial analysis tool. Note that some words occurred multiple times.

Step 2: Group related qualities into clusters


Figure 12.7. An initial set of clusters.

Step 3: Refine and filter clusters


Figure 12.8. An example of clusters being refined.

Step 4: Optimize terms to guide visual decisions

• To be useful in guiding design choices,

– an attribute has to be an adjective,

– has to be aspirational,

– and almost always has to describe a quality that can be represented

visually.

– These are typically the kinds of words you'd use to describe the admirable

aspects of another person's appearance or personality.

• Easy to use would be an unfortunate descriptor for a person; approachable

would work better.

• Reword any negative constructions, such as not arrogant, in positive terms;

humble sets the bar higher.


Step 4: Optimize terms to guide visual decisions


Figure 12.9. The less visually evocative terms in this example are replaced with more useful words.

Step 5: Choose the best term from each cluster


Figure 12.10. Tentative choices for experience attributes that represent each group.

Step 6: Describe and optimize relationships


Figure 12.11. Rearranging the attributes.



Figure 12.12. These diagrams illustrate the balance and tension within the set of attributes. The quadrant approach provides a more direct contrast, but might incorrectly imply that the terms are meant to be opposites.



Figure 12.13. This word cloud diagram illustrates the hierarchy of attributes and supporting terms, their relationships with one another, and their origins.

Step 7: Develop additional communication tools


Figure 12.14. An unsuccessful collage.



Figure 12.15. A successful collage.



Figure 12.16. Using words and images with different nuances can help define the boundaries and focus of the experience attributes.


• These are sometimes called "mood boards."

– When possible, the images should communicate on multiple levels, not

only demonstrating aspects of appropriate design language, but also

taking advantage of qualities associated with the image.

• Expressing the experience attributes in visual terms

– helps stakeholders understand their relationship to the design.

– Regardless of how you express the experience attributes, remember that

the idea is to provide a sharp focus on the product's personality and

appearance and help less visually-inclined stakeholders understand its

significance.


Homework


Requirements Matrix Context Scenario Experience Attributes

1 2 3

Blog Post #3 - Exert each needs

of Data, Function, Quality, and Constraint from your personas

- Use the table 12.1 format

Blog Post #4 - Follow Step 1-3 - Develop context scenarios and

evolve it into a storyboard.

Blog Post #5 - Follow Step 1-7 - Develop two modules of

experience attribute - Keyword cloud - Mood board

Submission Due : 11: 59 pm Wed. 8th November