Designing Big Data Interactions Using the Language of Discovery
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The document discusses the concept of discovery in the context of data interaction and user experience design, emphasizing its importance as digital data grows exponentially. It outlines various modes of discovery including comprehending, exploring, and analyzing data within diverse contexts, and highlights the need for a shared vocabulary to describe discovery activities. It also addresses tools and strategies for effective data management and user engagement in navigation, analysis, and decision-making processes.
![Language of Discovery Publications
Russell-Rose, T., Lamantia, J. and Burrell, M. 2011. A Taxonomy of Enterprise Search and Discovery.
Proceedings of EuroHCIR 2011, London, UK. http://ceur-ws.org/Vol-763/paper4.pdf
Russell-Rose, T., Lamantia, J. and Burrell, M. 2011. A Taxonomy of Enterprise Search and Discovery.
Proceedings of HCIR 2011, California, USA. https://docs.google.com/a/kent.edu/viewer?
a=v&pid=sites&srcid=ZGVmYXVsdGRvbWFpbnxoY2lyd29ya3Nob3B8Z3g6NzdmYjc3OWY2ZjQ2Zjg4MQ
Russell-Rose, T. and Makri, S. 2012 A Model of Consumer Search Behavior. Proceedings of EuroHCIR 2012,
Nijmegen, NL.
Russell-Rose and Tate. Designing the Search Experience [forthcoming]](https://image.slidesharecdn.com/uxaustralialanguagediscovery2reduced-120831154604-phpapp01/85/Designing-Big-Data-Interactions-Using-the-Language-of-Discovery-140-320.jpg)
Designing Big Data Interactions Using the Language of Discovery
- 1. The Language #UXAustralia #languageofdiscovery of Discovery #ageofinsight
- 2. Joe Lamantia UX Lead: Discovery Products Oracle @moJoe JoeLamantia.com Joe.Lamantia@oracle.com http://slideshare.net/mojoe
- 7. Discovery Act or experience of seeing, finding, learning, or solving something. Something seen, found, learned, or solved.
- 8. discovery is making sense of the world search prediction visualization analysis
- 9. Insight Grasping or understanding meaning, significance, and/or a solution. A valuable change in perspective or understanding that enables or guides further action.
- 10. Welcome to The Age of Insight
- 11. “In the next ten years, digital data alone is expected to grow 44 times. By 2020, there will be 4 billion people online creating 50 trillion gigabytes of data.” HP Intelligent Research
- 13. Volume: yotta, yotta, yotta Varied data ‘materials’ social, cultural, personal, environmental, economic, scientific Full spectrum of granularity Real-time & historical perspectives Commoditized infrastructure storage, processing, distribution, publishing Data ecosystem(s)
- 19. Horizon of Discoverability future soon present past
- 21. WAYWT?
- 22. social exchange
- 23. influence
- 24. humanity
- 25. data journalism
- 27. ‘Cliodynamics’ is a transdisciplinary area of research integrating historical macrosociology, economic history/ cliometrics, mathematical modeling of long-term social processes, and the construction and analysis of historical databases. scientific disciplines
- 28. “The instability of large, complex societies is a predictable phenomenon, according to a new mathematical model that explores the emergence of early human societies via warfare.” “Capturing hundreds of years of human history, the model reveals the dynamical nature of societies, which can be difficult to uncover in archaeological data.” http://www.sciencedaily.com/releases/2011/01/110119151816.htm
- 29. “What we found are the constants that describe every city,” he says. I don’t know anything about this city or even where it is or its history, but I can tell you all about it. And the reason I can do that is because every city is really the same.” http://www.nytimes.com/2010/12/19/magazine/19Urban_West-t.html
- 32. “The ability to take data - to be able to understand it, to process it, to extract value from it, to visualize it, to communicate it's going to be a hugely important skill in the next decades, not only at the professional level but even at the educational level for elementary school kids, for high school kids, for college kids. Because now we really do have essentially free and ubiquitous data. So the complimentary scarce factor is the ability to understand that data and extract value from it.” Hal Varian http://www.mckinseyquarterly.com/Hal_Varian_on_how_the_Web_challenges_managers_2286
- 34. ready data
- 36. management tools
- 38. consumer devices
- 39. “The datasexual looks a lot like you and me, but what’s different is their preoccupation with personal data. They are relentlessly digital, they obsessively record everything about their personal lives, and they think that data is sexy. In fact, the bigger the data, the sexier it becomes. Their lives - from a data data as lifestyle perspective, at least - are perfectly groomed.”
- 40. Discovery is the leading emerging interaction category of the Age of Insight
- 41. discovery capability is expected in all interaction contexts
- 42. As I was waiting for a table at a local restaurant the other day, I flipped through a couple of the free classified papers. I was shocked to realize how dependent I’ve grown on three simple features that just aren’t available in the analog world: search, sort and filter. http://uxdesign.smashingmagazine.com/2012/04/10/ui-patterns-for-mobile-apps-search-sort-filter/
- 44. Complex ecosystems: multi-channel experiences everyware environments network & service models dynamic perspectives fluid data
- 45. How to design discovery experiences...?
- 46. precursors Bates - tactics & categories OʼDay & Jeffries - categories Cool & Belkin Ellis - behaviors & modes Marchionini - IR framework Spencer - Modes Lamantia - Modes & patterns
- 47. Need & context vary wildly Patterns of form are inadequate.
- 48. Task patterns = vague...
- 50. The Language of Discovery: A concrete descriptive language for human discovery activity in diverse contexts. A simple and consistent vocabulary that is independent of domain, role, information type, etc.
- 51. Leverages what is common in human discovery. Allows for what varies in contexts of discovery
- 52. Enables understanding of discovery needs and context
- 53. Generative tool for discovery capability and experiences
- 54. works like musical notes
- 56. visual grammars
- 58. Research-based
- 60. Call Centers & Maintenance Data Quality & Knowledge Repair & Governance Mgmt Overhaul Claims Analysis Enterprise Search Digital Asset & Knowledge Mgmt Mgmt Warranty Analysis Field Service Operations Financial Analysis & Planning Analysis Service Measure Customer Human Capital Risk Analysis Support & Plan & Management Maintain Operate Market Research Program & Portfolio Pricing Sell & Develop & Mgmt Analysis Deliver Produce Manufacturing & Quality Inventory & Inventory & Demand Visibility Sales & Delivery Customer Part, Commodity Analysis Product & Supplier Information Analysis Market Spend Mgmt Intelligence diverse contexts Analysis
- 61. User Scenarios “Understand the quality performance of a part and module set in manufacturing and the field so that I can determine if I should replace that part.” - Engineering “Understand a lead's underlying positions so that I can assess the quality of the investment opportunity.” “Understand a portfolio's exposures to assess portfolio-level investment mix.” - Portfolio Manager “I need to understand the cost drivers for this commodity so I can negotiate better terms with my suppliers and forecast business risk based on market indices.” - Procurement
- 62. DISCOVERY S
- 63. Literary Modes “a broad, but identifiable literary method, mood, or manner, that is not tied exclusively to a particular form or genre.” http://en.wikipedia.org/wiki/Mode_(literature)
- 64. Argumentation The purpose of argumentation (also called persuasive writing) is to prove the validity of an idea, or point of view, by presenting sound reasoning, discussion, and argument that thoroughly convince the reader.
- 65. Discovery Modes “a broad, but identifiable discovery activity that is not tied exclusively to a particular context or domain.”
- 66. MODE
- 67. Identifying Modes “Understand the quality performance of a part and module set in manufacturing and the field so that I can determine if I should replace that part.” - Engineering “Understand a lead's underlying positions so that I can assess the quality of the investment opportunity.” “Understand a portfolio's exposures to assess portfolio-level investment mix.” - Portfolio Manager “I need to understand the cost drivers for this commodity so I can negotiate better terms with my suppliers and forecast business risk based on market indices.” - Procurement
- 68. Comprehending ‘To generate insight by understanding the nature or meaning of an item or data set’ e.g. “I need to analyze and understand consumer-customer-market trends to inform brand strategy & communications plan” – Director, Brand Image
- 69. Identifying Modes “I need visibility into the parts my colleagues are using globally in order to find the best part possible for my assembly.” - Engineering “I need to identify customers/marketers/dealers failing & at risk of de-branding based on performance problems.” - Account Rep “I need to identify problem/success areas and where to intervene and reward.” - SVP Sales “I need to identify the best customer/consumer/region targets for our brand/ products.” - Brand Manager
- 70. Exploring ‘To proactively investigate or examine an item or data set for the purpose of serendipitous knowledge discovery’ e.g. “I need to identify the cost drivers for this commodity so I can negotiate better terms with my suppliers and forecast business risk based on market indices” – Procurement
- 71. Modes are the verbs of discovery scenarios.
- 72. Explore something to... result or goal. verb object predicate
- 74. Locate Verify Monitor Compare 9 distinct Comprehend modes Explore Analyze Evaluate Synthesize
- 75. Mode
- 77. When I use the tool, I can... Monitor ...currently popular colors over useful intervals Explore ...currently popular colors, or colors popular in the past Verify That a color is popular now or in the past
- 79. As a reader, I can... Monitor ...articles to see what is new and available. Explore ...available articles and topics to identify those of interest to me. Locate ... and read articles of interest, supporting information, and related materials.
- 80. My twitter home page allows me to... Monitor ...the tweets of people I follow, my followers, community interactions. Explore ...trends and active topics, and suggestions for people to follow. Locate ..tweets, people, hashtags / topics Synthesize ...new tweets via composition, retweet, or favorite tweets.
- 81. The profile snapshot lets me... Evaluate ...the author of a tweet to decide if I am interested in them Locate ...the profile and homepage of the author of a tweet
- 82. A twitter profile page lets me... Explore ...the authors profile to learn more about them Evaluate ...their activity, followers, tweets, relevance to me Comprehend ...the author’s interests, point of view,
- 83. domain independent scale independent structurally consistent semantically distinct orthogonal conceptually connected sequencable combinable
- 84. Modes seem to be internalized & common.
- 85. you said they work like music?
- 86. Chains
- 87. scenario analysis: multiple / sequential modes
- 88. Comparative Search 1. Replace a problematic part Analyze (from sourcing, cost or technical perspective) 2. ...with an equivalent or better part Compare 3. ...without compromising quality Evaluate and cost.
- 89. Comparative Search 1. Analyze Analyze 2. and understand gaps between current cost of commodity Compare 3. versus best in class manufacturing costs. Evaluate
- 91. Comparative Search Analyze Compare Evaluate Identify parts used for same function as candidates for commonization and complexity reduction - Core Engineer Replace a problematic part (from sourcing, cost or technical perspective) with an equivalent or better part without compromising quality and cost. - Engineering Compare our module set teardowns with competitive teardown information to see if we’re staying competitive for cost, quality and functionality. - Engineering Compare a lead's performance claims with relevant benchmarks to assess the lead's claims - Portfolio Manager See the difference between what we are spending and what we should be spending to maximize savings (between actual PO and should costs). - Procurement Analyze & understand gaps between current costs of commodity versus best in class manufacturing costs - Cost Estimators
- 92. Exploratory Search Explore Analyze Evaluate Identify opportunities to optimize use of tooling capacity for my commodity/parts - Core Engineer Identify sales opportunities and targets (increased key customer market share across categories/brands; upsell-cross sell; promotional targets - District Manager Evaluate & optimize our product portfolio: Which products should we de-list and retire? What new products should we be making/selling? - Category Manager Identify the best customer/consumer/region targets for our brand/products - Brand Manager Determine suppliers to use for parts in my program and execute sourcing agreements - Core Buyer Identify customers/marketers/dealers failing & at risk of de-branding based on performance problems - Program Administrator
- 93. Strategic Oversight Monitor Analyze Evaluate Monitor how well we are tracking to revenue and margin targets by division - SVP Sales Monitor and grade incoming incidents; close incidents, add incident close codes - Supervisor/Inspector Monitor global commodity use in relation to plan/guidelines to identify gaps that require corrective action - Core Engineer Monitor how well we are tracking to revenue and margin targets by division - District Manager Monitor & evaluate how our brand is performing in re: revenue, margin, and market share targets - Brand Manager Financial Analyst: Monitor & assess commodity status against strategy/plan/target
- 94. Strategic Insight Analyze Comprehend Evaluate Track module cost versus functionality over time to determine trends. - Engineering Understand the quality performance of a part and module set in manufacturing and the field so that I can determine if I should replace that part. - Engineering Understand a lead's underlying positions so that I can assess the quality of the investment opportunity - Portfolio Manager Understand a portfolio's exposures to assess portfolio-level investment mix - Portfolio Manager I need to understand the cost drivers for this commodity so I can negotiate better terms with my suppliers and forecast business risk based on market indices. - Procurement
- 95. Comparative Synthesis Analyze Compare Synthesize Analyze and understand consumer-customer-market trends to inform brand strategy & communications plan - Director, Brand Image Find out how many parts I have in my module set of parts and find ways to reduce cost across them - Engineering Formulate scope & strategy for sourcing and gap closure - Core Buyer Analyze and understand a market: marketer network, competitive position, customer sat, & share, etc. to inform brand strategy and communications plan - Brand Image Analyst
- 96. Comparative Analyze Compare Evaluate Search Exploratory Explore Analyze Evaluate Search Strategic Analyze Comprehend Evaluate Insight Strategic Monitor Analyze Evaluate Oversight Comparative Analyze Compare Synthesize Synthesis
- 97. Mode
- 98. As a user, I can... Analyze 1. Analyze the popularity and importance of colors over time to see patterns 2. Compare colors in terms Compare of importance and popularity at various cycles, trends, and moments. 3. Evaluate colors vs. their Evaluate current and historic importance and popularity. Comparative Search ...of colors I may use for my purposes
- 99. As a reader, I can... Analyze 1. Analyze events and topics using the data and tools provided Comprehend 2. Understand the events and topics using the Guardian’s perspective and my own. Evaluate 3. Evaluate all perspectives, as well as the actions and decisions based on them. Strategic Insight into events & actions of government & society
- 100. As a reader, I get... Analyze 1. Analysis of the causes, participants and events of the UK riots 2. Comparison of Compare suggested causes, insights and explanations into the events. Synthesize 3. Synthesis of these insights into a coordinated perspective on the riots Comparative synthesis of all insights into the causes of the UK riots
- 101. Twitter Profile viewers can... Explore 1. Explore the author’s profile, activity and community interactions. 2. Analyze the author’s Analyze followers, activity, tweets, community interaction, who they follow. Evaluate 3. Evaluate the author to decide their relevance and value. Exploratory search ... for valuable people streams to follow
- 102. MICRO view - visual art data: 25 canonical paintings representing transition from realism to modernism, 1849-1916
- 104. Strategic Analyze Comprehend Evaluate Insight Comparative Analyze Compare Synthesize Synthesis
- 105. Strategic Analyze Comprehend Evaluate Insight
- 106. Analyze Synthesize Explore Compare Comprehend Cultural Analytics software running on HIPerSpace (May 2009)
- 107. Comparative Analyze Compare Synthesize Synthesis
- 108. mode networks
- 109. Verify Analyze Comprehend Synthesize Compare Evaluate Monitor Analyze Explore
- 110. Initial Operative Summary Verify Analyze Comprehend Synthesize Compare Evaluate Monitor Analyze Explore
- 111. Initial Operative Summary
- 113. Sensemaking Source: The Sensemaking Process & Leverage Points For Analyst Technology
- 114. Initial Operative Summary
- 115. Using the language
- 116. To inform the core principles for the user experience of the product To coordinate the design of product features and functions across channels and form-factors product To evaluate the quality and success of strategy, product designs, in terms of usability, engagement, value, etc. definition To establish a roadmap for the product's & design evolution and determine development efforts To shape strategy for a portfolio of products by understanding the value proposition of current and potential new products
- 117. To guide the deployment of the product as part of a solution for customers solution identifying needs via scenarios and other solution specification tools design for crafting functional requirements and interaction designs for product deployed applications To describe and publish patterns and customers best practices in implementation of the product - workspace, application, application suite
- 118. Mode-based design
- 119. discovery application template Supply Chain Management Analytics and Forecasting
- 120. Personas, Scenarios, Goals • Create and update accurate forecasts on a weekly basis at a very detailed level, such as the number of packs of each product SKU needed for a single store. Forecasts evolve Planner / Analyst through several iterations before reaching their final state, allowing and requiring Planners to incorporate data on sales, inventory, customer activity, etc. as it accumulates in real time. • Improve the accuracy of forecasts and forecasting methods by understanding the nature, degree, and source of forecasting errors in reference to a large number of defined metrics and performance measures. • Analyze and understand changes in the factors affecting forecast accuracy, and enhance forecasting methods to reflect these changes.
- 121. Personas, Scenarios, Goals • Monitor and review the accuracy of Planners’ forecasts to assess individual and team performance • Determine the specific metrics and performance Planning Manager measurements that Planning teams use for reference, based on the long-term goals of the organization. • Evaluate and improve the effectiveness of forecasting practices and tools used by planning teams • Achieve 100% forecast accuracy • Maintain forecast accuracy over time, and in all situations. Planning Team
- 122. Planners: Mode Chains Planners needing to create new forecasts will: Analyze their previous forecasts and newly identified causal Analyze factors Compare them to accuracy baselines and the expected Compare impact of correlating factors such as seasonal events or weather Create new forecasts that reflect insights from analytical Synthesize activities Comparative synthesis
- 123. Planners: Mode Chains Planners working to improve forecasting accuracy will: Analyze cumulative and historical accuracy and error rates to Analyze Understand the factors affecting those forecasts Comprehend Evaluate the relevance and usefulness of newly identified Evaluate causal factors by retrospectively including them in previous forecasts Strategic Insight
- 124. Planning Managers: Mode Chains When assessing the performance of Planners, Managers will: Monitor the accuracy of forecasts made by individual analysts Monitor and the team Analyze forecasts for patterns and trends in variance and Analyze accuracy Evaluate the effectiveness of analysts, and forecasting Evaluate methods. Strategic Insight
- 125. Application Structure 3 screen types composed of defined components (portlets) offering discovery ʻfunctionsʼ • faceted navigation • data visualization • application navigation • tabular data • search • context management • metrics • alerts • filtering
- 126. Dashboard Screen Individual Planners use the Dashboard to Monitor the accuracy of their own forecasts compared with established baselines and targets. Planning Managers use the Dashboard screen to Monitor the accuracy of all the forecasts made by the Planning team. One pane enables monitoring of each major area of supply chain activity, such as Inventory or Capacity, providing summaries of the status of processes via KPIs and measurements using a component from our library, as well as a chart presenting historical values of these measures for Analysis via visualization component. A list of alerts provides a guide to notable changes across the supply chain, allowing Planners and Managers to monitor, analyze, and evaluate notable events and changes as part of a steady flow of information. Planner / Analyst Planning Manager The Dashboard enables Planners and Managers to execute the Strategic Insight Strategic Oversight chain by following the linked data points in charts, metrics and alerts ‘deeper’ into the Monitor Analyze Evaluate information for analysis.
- 127. Analysis Screen Each Analysis screen in the template is focused on one sub-function of the supply chain. This Analysis screen focuses on the forecasts and activity for ‘restocking’ of products in retail settings and various stages of the supply chain. On the left side, the Search, Breadcrumb, and Faceted Navigation components allow the user to manage the data that is presented in the tables, charts, and lists to the right, by exploring the underlying information space. They also communicate this context to users to keep them oriented. At the top of the screen there is a ‘metric summary’, which follows on from the performance indicators identified on the Dashboard, providing visibility into the smaller scale measures that determine the status of the supply chain; specifically, the accuracy of forecasts. Below the summary, a group of components presents a visualization and data grid of a single metric grouped by one or more variables (e.g. quantity by product type) to enable analysis. These ‘metric breakouts’ help Planners and Managers comprehend the factors contributing to the status of each metric. This combination facilitates a wider range of analysis methods than either presentation Strategic method supports alone. Analyze Comprehend Evaluate Insight At the bottom of the template, tables provide lists of the Planner / Analyst Planning Manager individual transactions for detailed analysis and Comparative Analyze Compare Synthesize evaluation. Synthesis
- 129. Trends Screen Planning teams use the Trends screen to explore and understand the state of the supply chain, and the accuracy of their forecasts over time. For this purpose, the Trends screen is primarily designed to support the Exploratory Search (Explore-Analyze- Evaluate) and Comparative Synthesis (Analyze- Compare-Synthesize) chains, in which Planners and Managers seek to identify new patterns in time and supply chain activity and suggest potential causal factors. The value of the Trends screen is best understood in the context of sequences of mode chains, such as Strategic Oversight in companion with Comparative Synthesis or Exploration Driven Search in companion to Strategic Insight. Exploration-driven Explore Analyze Evaluate Search Comparative Planner / Analyst Planning Manager Analyze Compare Synthesize Synthesis
- 130. Sequences
- 131. Planners: Mode Sequences Planner / Analyst Planners will follow the Strategic Oversight chain for Strategic visibility into the status of their published final forecasts Oversight vs. actual activity in the supply chain; When errors or variances beyond an acceptable Strategic threshold emerge in one or more forecasts, they will Insight switch to the Strategic Insight chain in order to understand the new situation. They will move on to the Comparative Synthesis chain to revise their forecasts to reflect their newly Comparative Synthesis generated insights and improved understanding. They will then switch back to Strategic Oversight to Strategic maintain ongoing awareness of the accuracy and Oversight effectiveness of their revised forecasts over time.
- 132. Mode Sequences A business process or business method is a collection of related, structured activities or tasks that produce a specific service or product (serve a particular goal) for a particular customer or customers. “Process optimization is the discipline of adjusting a process so as to optimize some specified set of parameters without violating some constraint. The most common goals are minimizing cost, maximizing throughput, and/or efficiency. This is one of the major quantitative tools in industrial decision making. http://en.wikipedia.org/wiki/Process_optimization Business Process Optimization Strategic Strategic Strategic Comparative Synthesis Oversight Insight Oversight
- 133. Managers: Mode Sequences Planning Manager Planning Managers seeking to improve the forecasting Exploratory practices and methods of their teams will employ a Search sequences of mode chains that begins with Exploratory driven Search, to identify exemplars of particularly strong or weak forecasts and forecasting practices. Strategic Insight They will move to Strategic Insight to understand how and why these practices exhibit strength or weakness. Comparative Comparative Synthesis will help Managers formulate Synthesis new or improved measurements and forecasting practices. They will rely on Strategic Oversight to gauge the Strategic Oversight effectiveness of new or enhanced practices once in effect.
- 134. Mode Sequences “Business process re-engineering is the analysis and design of workflows and processes within an organization.” http://en.wikipedia.org/wiki/Business_process_reengineering Business Process Re-Engineering / Design Exploration-driven Strategic Comparison-driven Strategic Search Insight Synthesis Oversight
- 135. interaction-based language for business- level dialog
- 136. learn hearts & minds rely on known modes & sequences parsimonious composition hunt cross-channel flows optimize for core scenarios every interaction enhances insight
- 138. Language of Discovery References & Resources
- 140. Language of Discovery Publications Russell-Rose, T., Lamantia, J. and Burrell, M. 2011. A Taxonomy of Enterprise Search and Discovery. Proceedings of EuroHCIR 2011, London, UK. http://ceur-ws.org/Vol-763/paper4.pdf Russell-Rose, T., Lamantia, J. and Burrell, M. 2011. A Taxonomy of Enterprise Search and Discovery. Proceedings of HCIR 2011, California, USA. https://docs.google.com/a/kent.edu/viewer? a=v&pid=sites&srcid=ZGVmYXVsdGRvbWFpbnxoY2lyd29ya3Nob3B8Z3g6NzdmYjc3OWY2ZjQ2Zjg4MQ Russell-Rose, T. and Makri, S. 2012 A Model of Consumer Search Behavior. Proceedings of EuroHCIR 2012, Nijmegen, NL. Russell-Rose and Tate. Designing the Search Experience [forthcoming]
- 141. References & Resources The sensemaking process and leverage points for analyst technology as identified through cognitive task analysis, Pirolli, P., & Card, S. (2005) https://analysis.mitre.org/proceedings/Final_Papers_Files/206_Camera_Ready_Paper.pdf Exploratory search: from finding to understanding, Gary Marchionini, Communications of the ACM, Volume 49 Issue 4, April 2006 http://www.ischool.utexas.edu/~i385t-sw/readings/Marchionini-2006-Exploratory_Search.pdf Lamantia, Joe. “Goal Based Information Retrieval Experiences” JoeLamantia.com, (June 20, 2006). http://www.joelamantia.com/informationarchitecture/goalbasedinformationretrievalexperiences Lamantia, Joe. “10 Information Retrieval Patterns” JoeLamantia.com, (June 29, 2006). http://www.joelamantia.com/information-architecture/10-information-retrieval-patterns Lamantia, Joe. “Discovering User Goals / IR Goal Definitions” JoeLamantia.com, (June 24, 2006). http://www.joelamantia.com/information-architecture/discovering-user-goals-ir-goal-definitions Spencer, D. 2006. “Four Modes of Seeking Information and How to Design for Them”. Boxes & Arrows: http://www.boxesandarrows.com/view/four_modes_of_seeking_information_and_how_to_design_for_them Bates, Marcia J. 1979. "Information Search Tactics." Journal of the American Society for Information Science 30: 205-214 Bates, Marcia J. 1989. "The Design of Browsing and Berrypicking Techniques for the Online Search Interface." Online Review 13: 407-424. Broder, A. 2002. A taxonomy of web search, ACM SIGIR Forum, v.36 n.2, Fall 2002
- 142. References & Resources Cool, C. & Belkin, N. 2002. A classification of interactions with information. In H. Bruce (Ed.), Emerging Frameworks and Methods: CoLIS4: proceedings of the Fourth International Conference on Conceptions of Library and Information Science, Seattle, WA, USA, July 21-25, 2002, (pp. 1-15). Glaser, B. & Strauss, A. 1967. The Discovery of Grounded Theory: Strategies for Qualitative Research. New York: Aldine de Gruyter. Jarvelin, K. and Ingwersen, P. 2004. “Information seeking research needs extension towards tasks and technology”, Information Research, Vol. 10, No. 1. (October 2004) Kuhlthau, C. C. 1991. Inside the information search process: Information seeking from the user's perspective. Journal of the American Society for Information Science, 42, 361-371. Marchionini, G. 2006. Exploratory search: from finding to understanding. Commun. ACM 49(4): 41-46 Norman, Donald A. 2006. Logic versus usage: the case for activity centered design. Interactions 13, 6 O'Day, V. and Jeffries, R. 1993. Orienteering in an information landscape: how information seekers get from here to there. INTERCHI 1993: 438-445 Rose, D. and Levinson, D. 2004. Understanding user goals in web search, Proceedings of the 13th international conference on World Wide Web, New York, NY, USA Salton, G. 1989. Automatic Text Processing: The Transformation, Analysis, and Retrieval of Information by Computer. Addison-Wesley, Reading, MA. Sutcliffe, A.G. and Ennis, M. 1998. Towards a cognitive theory of information retrieval. Interacting with Computers, 10:321–351.
- 143. References & Resources Cool, C. & Belkin, N. 2002. A classification of interactions with information. In H. Bruce (Ed.), Emerging Frameworks and Methods: CoLIS4: proceedings of the Fourth International Conference on Conceptions of Library and Information Science, Seattle, WA, USA, July 21-25, 2002, (pp. 1-15). Cool, C. & Belkin, N. 2002. A classification of interactions with information. In H. Bruce (Ed.), Emerging Frameworks and Methods: CoLIS4: proceedings of the Fourth International Conference on Conceptions of Library and Information Science, Seattle, WA, USA, July 21-25, 2002, (pp. 1-15). Ellis, D. 1989. A Behavioural Approach to Information Retrieval System Design. Journal of Documentation, 45 (3), pp. 171-212. Ellis, D., Cox, D. & Hall, K. 1993. A Comparison of the Information-seeking Patterns of Researchers in the Physical and Social Sciences. Journal of Documentation 49(4), pp. 356-369. Ellis, D. & Haugan, M. 1997. Modelling the Information-seeking Patterns of Engineers and Research Scientists in an Industrial Environment. Journal of Documentation 53(4), pp. 384-403. Makri, S., Blandford, A. & Cox, A.L. 2008. Investigating the Information-Seeking Behaviour of Academic Lawyers: From Ellis’s Model to Design. Information Processing and Management 44(2), pp. 613-634. Meho, L. & Tibbo, H. 2003. Modeling the Information-seeking Behavior of Social Scientists: Ellis’s Study Revisited. Journal of the American Society for Information Science and Technology 54(6), pp. 570-587.
- 147. Language of Discovery Mode Definitions
- 148. Comprehending ‘To generate insight by understanding the nature or meaning of an item or data set’ e.g. “I need to analyze and understand consumer-customer-market trends to inform brand strategy & communications plan” – Director, Brand Image
- 149. Comparing ‘To examine two or more items to identify similarities and differences’ e.g. “I need to compare our module set teardowns with competitive teardown information to see if we’re staying competitive for cost, quality and functionality” – Engineer
- 150. Exploring ‘To proactively investigate or examine an item or data set for the purpose of serendipitous knowledge discovery’ e.g. “I need to understand the cost drivers for this commodity so I can negotiate better terms with my suppliers and forecast business risk based on market indices” – Procurement
- 151. Locating ‘To find a specific (possibly known) item’ e.g. “I need to find a new part with particular technical attributes and then source it from the most qualified supplier” – Engineer
- 152. Verifying ‘To confirm or substantiate that an item or set of items meets some specific criterion’ e.g. “How can I determine if I am looking at the latest information for a part or supplier?” – Supply Chain Specialist
- 153. Monitoring ‘To maintain awareness of the status of an item or data set for purposes of management or control’ e.g. “I need to monitor at risk/failing customers/dealers so I can prompt my Account Reps to fix the problems” – Sales Manager
- 154. Analyzing ‘To critically examine the detail of an item or data set to identify patterns & relationships’ e.g. “I need to know the cost drivers for a part such as materials that impact cost. Is the relationship a correlation or step function for a part cost driver?” – Engineering
- 155. Evaluating ‘To use judgement to determine the significance or value of an item or data set with respect to a specific benchmark or model’ e.g. “I need to determine my current state in my prints so I can evaluate if I have price variation to negotiate a better price” – Procurement
- 156. Synthesizing ‘To generate or communicate insight by integrating diverse inputs to create a novel artifact or composite view’ e.g. “I need to prepare a weekly report for my boss (sales mgr) of how things are going” – Account Rep
- 157. Language of Discovery Mode Chains & Sequences
- 158. Comparison–driven Search Analyze Compare Evaluate Identify parts used for same function as candidates for commonization and complexity reduction - Core Engineer Replace a problematic part (from sourcing, cost or technical perspective) with an equivalent or better part without compromising quality and cost. - Engineering Compare our module set teardowns with competitive teardown information to see if we’re staying competitive for cost, quality and functionality. - Engineering Compare a lead's performance claims with relevant benchmarks to assess the lead's claims - Portfolio Manager See the difference between what we are spending and what we should be spending to maximize savings (between actual PO and should costs). - Procurement Analyze & understand gaps between current costs of commodity versus best in class manufacturing costs - Cost Estimators
- 159. Strategic Oversight Monitor Analyze Evaluate Monitor how well we are tracking to revenue and margin targets by division - SVP Sales Monitor and grade incoming incidents; close incidents, add incident close codes - Supervisor/Inspector Monitor global commodity use in relation to plan/guidelines to identify gaps that require corrective action - Core Engineer Monitor how well we are tracking to revenue and margin targets by division - District Manager Monitor & evaluate how our brand is performing in re: revenue, margin, and market share targets - Brand Manager Financial Analyst: Monitor & assess commodity status against strategy/plan/target
- 160. Exploration-driven Search Explore Analyze Evaluate Identify opportunities to optimize use of tooling capacity for my commodity/parts - Core Engineer Identify sales opportunities and targets (increased key customer market share across categories/brands; upsell-cross sell; promotional targets - District Manager Evaluate & optimize our product portfolio: Which products should we de-list and retire? What new products should we be making/selling? - Category Manager Identify the best customer/consumer/region targets for our brand/products - Brand Manager Determine suppliers to use for parts in my program and execute sourcing agreements - Core Buyer Identify customers/marketers/dealers failing & at risk of de-branding based on performance problems - Program Administrator
- 161. Strategic Insight Analyze Comprehend Evaluate Track module cost versus functionality over time to determine trends. - Engineering Understand the quality performance of a part and module set in manufacturing and the field so that I can determine if I should replace that part. - Engineering Understand a lead's underlying positions so that I can assess the quality of the investment opportunity - Portfolio Manager Understand a portfolio's exposures to assess portfolio-level investment mix - Portfolio Manager I need to understand the cost drivers for this commodity so I can negotiate better terms with my suppliers and forecast business risk based on market indices. - Procurement
- 162. Comparative Synthesis Analyze Compare Synthesize Analyze and understand consumer-customer-market trends to inform brand strategy & communications plan - Director, Brand Image Find out how many parts I have in my module set of parts and find ways to reduce cost across them - Engineering Formulate scope & strategy for sourcing and gap closure - Core Buyer Analyze and understand a market: marketer network, competitive position, customer sat, & share, etc. to inform brand strategy and communications plan - Brand Image Analyst