COMP 4026 - Lecture 1
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The document outlines the course details for COMP 4026: Advanced HCI, including logistics, assessment components, and learning objectives related to interaction design and advanced interface technologies. Key topics include user needs analysis, design processes, and the significance of user experience in product development. Various methods for understanding user behavior, such as interviewing and observation, are also discussed to enhance design outcomes.
![Expressing the Problem
[User] needs [verb phrase] in a way that [way]
How might we [verb phrase] ?](https://image.slidesharecdn.com/lecture1-final-160728051231/85/COMP-4026-Lecture-1-121-320.jpg)
COMP 4026 - Lecture 1
- 1. LECTURE 1: INTRODUCTION COMP 4026 – Advanced HCI Semester 5 - 2016 Mark Billinghurst University of South Australia
- 2. Lecturer • Mark Billinghurst • PhD University of Washinton • Director of the Empathic Computing Lab • Expert in AR, 3D user interfaces • mark.billinghurst@unisa.edu.au
- 3. Class Logistics • Weekly lecture (2 hrs) • Thursday 11am – 1pm • Room D2-34 • Assessment • Project Concept Design – 10% • Class participation/Design journal – 40% • HCI Project – 50% • What you will need • Design Journal/Sketch Book
- 4. HCI Project • Pick an advanced interface technology • Wearable, AR/VR, Bio sensor, Computer Vision • Identify a user need that it addresses • Product a concept design • Develop an interactive prototype • Conduct a user evaluation • Write a research report • 8-10 pages conference format
- 6. What You Will Learn • History of HCI Trends • Interaction Design Fundamentals • Design Thinking Processes • Advanced Interface Technology • Wearable Computing • Augmented/Virtual Reality • Sensing systems • Experimental Design/Evaluation • Research Directions
- 12. Processing Power
- 15. Courtesy Matt Rettig, CMU
- 26. Doug Englebart Mouse (1968) • https://www.youtube.com/watch?v=1MPJZ6M52dI
- 28. Ivan Sutherland Sketchpad Demo • https://www.youtube.com/watch?v=DWAIp3t6SLU
- 52. “The product is no longer the basis of value.The experience is.” Venkat Ramaswamy The Future of Competition.
- 54. experiences services products components Value Sony CSL © 2004 Gilmore + Pine: Experience Economy Function Emotion
- 56. Good Experience Design • Reactrix • Top down projection • Camera based input • Reactive Graphics • No instructions • No training
- 57. Reactrix Demo – car race
- 58. Reactrix Demo – Coke interactive
- 59. How to improve experience of picking up rubbish?
- 60. World’s Deepest Rubbish Bin • The Fun Theory – http://www.funtheory.com • https://www.youtube.com/watch?v=tcrhp-IWK2w
- 61. Improve the experience of walking up stairs?
- 62. Musical Stairs • The Fun Theory – http://www.funtheory.com • https://www.youtube.com/watch?v=2lXh2n0aPyw
- 63. What to do? • Imagine • You re bringing a new product to market • Your #2 competitor has been in the market for over a year, selling millions of units • Your #1 competitor launches the same month • Your technology is slower than your competitors • Your technology is older than your competitors • Your last product failed in the market
- 64. • Do you compete on Price ? • Do you compete on Technology ? • Do you compete on Features ? Wrong: Compete on user experience !
- 66. NintendoWii • Cheap - $500 • Unique game play • Wireless 3 DOF controller • Position and orientation sensing • Aiming to broaden user base • Can play previous games/downloads
- 68. Sales to Sept 2011
- 71. Using the N-gage
- 76. Interaction Design Designing interactive products to support people in their everyday and working lives Preece, J., (2002). Interaction Design • Design of User Experience with Technology
- 77. Bill Verplank on Interaction Design • https://www.youtube.com/watch?v=Gk6XAmALOWI
- 78. • Interaction Design involves answering three questions: • What do you do? - How do you affect the world? • What do you feel? – What do you sense of the world? • What do you know? – What do you learn? Bill Verplank
- 79. • Artist/Engineer: • concerned with what’s on the screen
- 80. • Interface Designer: • concerned with person in front of the screen • often takes static view of interface
- 81. • Interaction Designer • Concerned with engaging with technology over time • Creating two way conversation with machine
- 83. What is Interaction Design? • https://www.youtube.com/watch?v=OZPLCjrewj8
- 86. HCI and Interaction Design
- 87. Interaction Design Process Evaluate (Re)Design Identify needs/ establish requirements Build an interactive version Final Product Develop alternative prototypes/concepts and compare them And iterate, iterate, iterate....
- 88. DISCOVERY
- 89. Interaction Design Process Evaluate (Re)Design Identify needs/ establish requirements Build an interactive version Final Product Develop alternative prototypes/concepts and compare them And iterate, iterate, iterate....
- 90. Goal Create a deep understanding of the user and problem space
- 92. Who are your Users? Everyone!
- 94. Designing for Everyone Designing for Everyone pleases No one
- 95. Who REALLY are your Users/Stakeholders? • Not as obvious as you think: — those who interact directly with the product — those who manage direct users — those who receive output from the product — those who make the purchasing decision — those who use competitor’s products • Three categories of user (Eason, 1987): — primary: frequent hands-on — secondary: occasional or via someone else — tertiary: affected by its introduction, or will influence its purchase
- 97. Smart Shopping Cart • https://www.youtube.com/watch?v=OeSqnLZXKM4
- 98. Who are the Stakeholders? Check-out operators CustomersManagers and owners • Suppliers • Local shop owners
- 99. 99 What do we mean by ‘needs’? • Users rarely know what is possible • Users can’t tell you what they ‘need’ to achieve goals • Instead, look at existing tasks: – their context – what information do they require? – who collaborates to achieve the task? – why is the task achieved the way it is? • Envisioned tasks: – can be rooted in existing behaviour – can be described as future scenarios
- 101. NeedsAnalysis Methods Learn from people Learn from analogous settings Learn from Experts Immersive yourself in context
- 102. Learn from People • Who • Brainstorm interesting people to meet • Think of extremes • How • Plan the interaction and logistics • Invite participants • Create a trusted atmosphere • What • Pay attention to your environment • Capture your immediate observations
- 103. Interviewing • Understanding people’s thoughts, emotions, motivations • Understanding people’s choices and behaviours • Key way to identify needs
- 104. Learn from Experts • Experts have in-depth knowledge about topic • Can give large amount of information in short time • Choose Participants • Expertise, radical opinion, etc • Set up for productive conversation • Plan, capture, document
- 105. Immersive yourself in Context • Observing the problem space around you • Plan observations • What emotions do you experience? • What challenges? • Explore and take notes • Sketches, notes, photos • Capture what you have seen • Reflections, post-it notes
- 106. Understanding the User A day in the Life of.. Cultural Probes.. Role Playing..
- 107. Cultural Probes:Equator Domestic Probes
- 108. What? How?Why? • Observation analysis • Start from Concrete Observation • What is the person doing? • Move to Understanding • How are they doing it? • Finish with interpretation • Why are they doing it?
- 110. Seek Inspiration inAnalogous Setting • Inspiration in different context than problem space • Eg redesign library by going to Apple store • Think of Analogies that connect with challenge • Similar scenarios in different places • Make arrangements for activities • Logistics • Absorb experience • Observe, ask
- 111. Analogous Settings • Analogies provide way to get fresh perspective • Identify key aspects of problem space • Look for opportunities for analogies
- 112. Define the Problem • Expresses the problem you are addressing • Defines your unique point of view • Unique design vision based on needs analysis • Two Goals • Deep understanding of users and design space • Actionable problem statement (point of view)
- 113. Stakeholder • Identify key elements of target person • Demographics • Occupation • Motivation • Express as adjective description • Develop typical persona
- 114. Personas • Personas are a design tool to help visualize who you are designing for and imagine how person will use the product • A persona is an archetype that represents the behavior and goals of a group of users • Based on insights and observations from customer research • Not real people, but synthesised from real user characteristics • Bring them to life with a name, characteristics, goals, background • Develop multiple personas
- 115. Persona • Capture elements relevant to problem
- 117. Empathy Map • Synthesize observations and draw out insight • 4 quadrant layout • SAY: What are some quotes and defining words your user said? • DO: What actions and behaviors did you notice? • THINK: What might your user be thinking? What does this tell you about his or her beliefs? • FEEL: What emotions might your subject be feeling?
- 118. Empathy Map
- 120. Example
- 121. Expressing the Problem [User] needs [verb phrase] in a way that [way] How might we [verb phrase] ?
- 122. Need • Human emotional or physical necessities. • Needs help define your design • Needs are verbs not Nouns • Verbs - (activities and desires) • Nouns (solutions) • Identify needs directly out of the user traits you noted, or from contradictions between • disconnect between what she says and what she does..
- 123. Insight • A remarkable realization that you could leverage to better respond to - a design challenge. • Insights often grow from contradictions between two user attributes • either within a quadrant or two different quadrants • Asking “Why?” when you notice strange behavior.
- 124. Problem Definition Creates Insight User + Need = Insight