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Designing Big Data Interactions: The Language of Discovery
 

Designing Big Data Interactions: The Language of Discovery

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Looking deeper than the celebratory rhetoric of information quantity, at its core, Big Data makes possible unprecedented awareness and insight into every sphere of life; from business and politics, to ...

Looking deeper than the celebratory rhetoric of information quantity, at its core, Big Data makes possible unprecedented awareness and insight into every sphere of life; from business and politics, to the environment, arts and society. In this coming Age of Insight, ‘discovery’ is not only the purview of specialized Data Scientists who create exotic visualizations of massive data sets, it is a fundamental category of human activity that is essential to everyday interactions between people, resources, and environments.

To provide architects and designers with an effective starting point for creating satisfying and relevant user experiences that rely on discovery interactions, this session presents a simple analytical and generative toolkit for understanding how people conduct the broad range of discovery activities necessary in the information-permeated world.

Specifically, this session will present: • A simple, research-derived language for describing discovery needs and activities that spans domains, environments, media, and personas • Observed and reusable patterns of discovery activities in individual and collaborative settings • Examples of the architecture of successful discovery experiences at small and large scales • A vocabulary and perspective for discovery as a critical individual and organizational capability • Leading edge examples from the rapidly emerging space of applied discovery • Design futures and concepts exploring the possible evolution paths of discovery interactions

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    Designing Big Data Interactions: The Language of Discovery Designing Big Data Interactions: The Language of Discovery Presentation Transcript

    • The Language #StrataNY2012 #languageofdiscoveryof Discovery #ageofinsight
    • Joe LamantiaUX Lead: Discovery Products Oracle@moJoeJoeLamantia.comJoe.Lamantia@oracle.comhttp://slideshare.net/mojoe
    • designed manydiscovery solutions
    • Welcome toThe Age of Insight
    • “In the next tenyears, digital dataalone is expectedto grow 44 times.By 2020, therewill be 4 billionpeople onlinecreating 50trillion gigabytesof data.”HP Intelligent Research
    • Volume: yotta, yotta, yottaVaried data ‘materials’ social, cultural, personal, environmental, economic, scientificFull spectrum of granularityReal-time & historical perspectivesCommoditized infrastructure storage, processing, distribution, publishingData ecosystem(s)
    • Everything isdiscoverable
    • discovery is...?
    • more thanvisualization
    • not just search
    • DiscoveryAct or experience of seeing, finding,learning, or solving something.Something seen, found, learned, or solved.
    • discovery ismaking sense of the world search prediction visualization analysis
    • InsightGrasping or understanding meaning,significance, and/or a solution.A valuable change in perspective orunderstanding that enables or guidesfurther action.
    • urban status http://citydashboard.org/london/
    • W Antwerp WT?
    • influence
    • data journalism
    • cultural analytics
    • ‘Cliodynamics’ is atransdisciplinary area ofresearch integratinghistorical macrosociology,economic history/cliometrics, mathematicalmodeling of long-termsocial processes, and theconstruction and analysis ofhistorical databases. scientific disciplines
    • “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
    • we know you’re a dog
    • Everyonediscovers
    • “The ability to take data - to be able to understand it, toprocess it, to extract value from it, to visualize it, tocommunicate its going to be a hugely important skill in thenext decades, not only at the professional level but even at the educational level forelementary school kids, for high school kids, for college kids. Because now wereally do have essentially free and ubiquitous data. So thecomplimentary scarce factor is the ability to understandthat data and extract value from it.”Hal Varianhttp://www.mckinseyquarterly.com/Hal_Varian_on_how_the_Web_challenges_managers_2286
    • ready data
    • interaction tools
    • management tools
    • engagement models
    • consumer devices
    • “The datasexual looks a lot likeyou and me, but what’s different istheir preoccupation with personaldata.They are relentlessly digital, theyobsessively record everythingabout their personal lives, andthey think that data is sexy. Infact, the bigger the data, the sexierit becomes.Their lives - from a data data as lifestyleperspective, at least - are perfectlygroomed.”
    • Discovery is the leadingemerging interaction categoryof the Age of Insight
    • discovery capability is expectedin all interaction contexts
    • As I was waiting for a table at alocal restaurant the other day, Iflipped through a couple of thefree classified papers.I was shocked to realize howdependent I’ve grown onthree simple features that justaren’t available in the analogworld: search, sort and filter. http://uxdesign.smashingmagazine.com/2012/04/10/ui-patterns-for-mobile-apps-search-sort-filter/
    • Horizon of Discoverability future soon present past
    • Discovery is Everywaremulti-channel experiences mixed realitiesnetworked devices & places ubicomp environments information shadows product, service, personal avatars
    • How to design discoveryexperiences...?
    • precursorsBates - tactics & categoriesO’Day & Jeffries - categoriesCool & BelkinEllis - behaviors & modesMarchionini - IR frameworkSpencer - ModesLamantia - Modes & patterns
    • information retrieval
    • mediated sense making
    • Need & context vary wildly Patterns of form are inadequate.
    • data + activity insight!
    • The same thingwe do every night...
    • Activity Centered Design
    • Research-based
    • 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 VisibilitySales & DeliveryCustomer Part, CommodityAnalysis Product & Supplier Market Intelligence solution contexts Information Mgmt Analysis Spend Analysis
    • scenario analysis
    • User Scenarios“Understand the quality performance of a part and module set inmanufacturing and the field so that I can determine if I should replacethat part.”- Engineering“Understand a leads underlying positions so that I can assess thequality of the investment opportunity.”“Understand a portfolios exposures to assess portfolio-levelinvestment mix.”- Portfolio Manager“I need to understand the cost drivers for this commodity so I cannegotiate better terms with my suppliers and forecast business riskbased on market indices.”- Procurement
    • The Language of Discovery:A concrete descriptive language forhuman discovery activity in diversecontexts.A simple and consistent vocabulary thatis independent of domain, role,information type, etc.
    • Leverages what is commonin human discovery.Allows for what varies incontexts of discovery.
    • Enables understanding ofdiscovery needs and context
    • Generative tool for discoverycapability and experiences
    • activity grammar
    • works like musical notes
    • DISCOVERY S
    • 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)
    • ArgumentationThe purpose of argumentation (also called persuasive writing) is to prove the validityof an idea, or point of view, by presenting sound reasoning, discussion, andargument that thoroughly convince the reader.
    • Rhetorical ModesExpositionThe purpose of exposition (or expository writing) is to explain and analyze informationby presenting an idea, relevant evidence, and appropriate discussion. http://en.wikipedia.org/wiki/Rhetorical_modes
    • Discovery Modes“a broad, but identifiable discovery activity that is not tied exclusively to a particular context or domain.”
    • Identifying Modes“I need visibility into the parts my colleagues are using globally in order to find thebest part possible for my assembly.”- Engineering“I need to identify customers/marketers/dealers failing & at risk of de-brandingbased 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
    • Identifying Modes“Understand the quality performance of a part and module set in manufacturingand the field so that I can determine if I should replace that part.”- Engineering“Understand a leads underlying positions so that I can assess the quality of theinvestment opportunity.”“Understand a portfolios exposures to assess portfolio-level investment mix.”- Portfolio Manager“I need to understand the cost drivers for this commodity so I can negotiate betterterms with my suppliers and forecast business risk based on market indices.”- Procurement
    • Comprehending‘To generate insight by understanding the nature ormeaning of something’e.g. “I need to analyze and understand consumer-customer-market trends to informbrand strategy & communications plan” – Director, Brand Image
    • 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 fromthe most qualified supplier”– Engineer
    • MODE
    • Exploring‘To proactively investigate or examine something for thepurpose of serendipitous knowledge discovery’e.g. “I need to identify the cost drivers for this commodity so I can negotiate betterterms with my suppliers and forecast business risk based on market indices”– Procurement
    • Monitoring‘To maintain awareness of the status of something forpurposes of management or control’e.g. “I need to monitor at risk/failing customers/dealers so I can prompt my AccountReps to fix the problems”– Sales Manager
    • 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 fromthe most qualified supplier”– Engineer
    • Evaluate‘To use judgement to determine the significance or valueof something with respect to a specific benchmark’e.g. “I need to determine my current state in my prints so I can evaluate if I have pricevariation to negotiate a better price”– Procurement
    • Verify‘To confirm or substantiate that something meets somespecific criterion’e.g. “How can I determine if I am looking at the latest information for a part or supplier?”– Supply Chain Specialist
    • Compare‘To examine two or more items to identify similarities anddifferences’e.g. “I need to compare our module set teardowns with competitive teardowninformation to see if we’re staying competitive for cost, quality and functionality”– Engineer
    • best route is?
    • Locate Verify Monitor Compare9 modes Comprehend Explore Analyze Evaluate Synthesize
    • LocateTo find a specific (possibly known) thinge.g. I need to find a new part with particular technical attributes and then source it from the most qualified supplier -EngineeringVerify‘To confirm or substantiate that an item or set of items meetssome specific criterion’e.g. How can I determine if I am looking at the latest information for a part or supplier? - Supply Chain SpecialistMonitor‘To maintain awareness of the status of an item or data set forpurposes 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 - SalesManager
    • CompareTo examine two or more things to identify similarities & differencese.g. I need to compare our module set teardowns with competitive teardown information to see if we’re stayingcompetitive for cost, quality and functionality - EngineeringComprehendTo generate insight by understanding the nature or meaning ofsomethinge.g. I need to analyze and understand consumer-customer-market trends to inform brand strategy & communicationsplan – Director, Brand ImageExploreTo proactively investigate or examine something for the purpose ofknowledge discoverye.g. I need to understand the cost drivers for this commodity so I can negotiate better terms with my suppliers andforecast business risk based on market indices - Procurement
    • AnalyzeTo critically examine the detail of something to identify patterns &relationshipse.g. I need to know the cost drivers for a part such as materials that impact cost. Is the relationship a correlation orstep function for a part cost driver? - EngineeringEvaluateTo use judgement to determine the significance or value of something withrespect to a specific benchmark or modele.g. I need to determine my current state in my prints so I can evaluate if I have price variation to negotiate a betterprice - ProcurementSynthesizeTo generate or communicate insight by integrating diverse inputs to createa novel artifact or composite viewe.g. I need to prepare a weekly report for my boss (sales mgr) of how things are going - Account Rep
    • Modes are the verbs ofdiscovery scenarios.
    • grammaticalstructure & behavior
    • Discovery GoalExplore verbsomething objectto effectresult or goal. predicate
    • You can explore:peopleplaceseventsobjectsdatatopicsprocesses...??
    • you said theywork like music?
    • Mode
    • When I use the tool, I can... Monitor...currently popular colors over usefulintervals Explore...currently popular colors, or colorspopular in the past VerifyThat a color is popular now or in thepast
    • As a reader, I can... Monitor...articles to see what is new andavailable. Explore...available articles and topics toidentify those of interest to me. Locate... and read articles of interest,supporting information, andrelated materials.
    • My twitter home page allows me to... Monitor...the tweets of people I follow, myfollowers, community interactions. Explore...trends and active topics, andsuggestions for people to follow. Locate..tweets, people, hashtags / topics Synthesize...new tweets via composition,retweet, or favorite tweets.
    • The profile snapshot lets me... Evaluate...the author of a tweet to decide if Iam interested in them Locate...the profile and homepage of theauthor of a tweet
    • A twitter profile page lets me... Explore...the authors profile to learn moreabout them Evaluate...their activity, followers, tweets,relevance to meComprehend...the author’s interests, point of view,
    • domain independentscale independentstructurally consistentsemantically distinctorthogonalconceptually connectedsequencablecombinable
    • Modes seem to beinternalized & common.
    • you said theywork like music?
    • Chains
    • scenario analysis: multiple /sequential modes
    • Comparative Search1. Replace a problematic part Analyze (from sourcing, cost or technical perspective)2. ...with an equivalent or better part Compare3. ...without compromising quality Evaluate and cost.
    • Comparative Search1. Analyze Analyze2. and understand gaps between current cost of commodity Compare3. versus best in class manufacturing costs. Evaluate
    • enterprisescenario chains
    • Comparative Search Analyze Compare EvaluateIdentify parts used for same function as candidates for commonization and complexity reduction - Core EngineerReplace a problematic part (from sourcing, cost or technical perspective) with an equivalent or better part withoutcompromising quality and cost. - EngineeringCompare our module set teardowns with competitive teardown information to see if we’re staying competitive for cost,quality and functionality. - EngineeringCompare a leads performance claims with relevant benchmarks to assess the leads claims - Portfolio ManagerSee the difference between what we are spending and what we should be spending to maximize savings (betweenactual PO and should costs). - ProcurementAnalyze & understand gaps between current costs of commodity versus best in class manufacturing costs - CostEstimators
    • Exploratory Search Explore Analyze EvaluateIdentify opportunities to optimize use of tooling capacity for my commodity/parts - Core EngineerIdentify sales opportunities and targets (increased key customer market share across categories/brands; upsell-crosssell; promotional targets - District ManagerEvaluate & optimize our product portfolio: Which products should we de-list and retire? What new products should webe making/selling? - Category ManagerIdentify the best customer/consumer/region targets for our brand/products - Brand ManagerDetermine suppliers to use for parts in my program and execute sourcing agreements - Core BuyerIdentify customers/marketers/dealers failing & at risk of de-branding based on performance problems - ProgramAdministrator
    • Strategic Oversight Monitor Analyze EvaluateMonitor how well we are tracking to revenue and margin targets by division - SVP SalesMonitor and grade incoming incidents; close incidents, add incident close codes - Supervisor/InspectorMonitor global commodity use in relation to plan/guidelines to identify gaps that require corrective action - CoreEngineerMonitor how well we are tracking to revenue and margin targets by division - District ManagerMonitor & evaluate how our brand is performing in re: revenue, margin, and market share targets - Brand ManagerFinancial Analyst: Monitor & assess commodity status against strategy/plan/target
    • Strategic Insight Analyze Comprehend EvaluateTrack module cost versus functionality over time to determine trends. - EngineeringUnderstand the quality performance of a part and module set in manufacturing and the field so that I can determine if Ishould replace that part. - EngineeringUnderstand a leads underlying positions so that I can assess the quality of the investment opportunity - PortfolioManagerUnderstand a portfolios exposures to assess portfolio-level investment mix - Portfolio ManagerI need to understand the cost drivers for this commodity so I can negotiate better terms with my suppliers and forecastbusiness risk based on market indices. - Procurement
    • Comparative Synthesis Analyze Compare SynthesizeAnalyze and understand consumer-customer-market trends to inform brand strategy & communications plan -Director, Brand ImageFind out how many parts I have in my module set of parts and find ways to reduce cost across them - EngineeringFormulate scope & strategy for sourcing and gap closure - Core BuyerAnalyze and understand a market: marketer network, competitive position, customer sat, & share, etc. to inform brandstrategy and communications plan - Brand Image Analyst
    • Enterprise Scenario ChainsComparative Analyze Compare Evaluate SearchExploratory Explore Analyze Evaluate Search Strategic Analyze Comprehend Evaluate Insight Strategic Monitor Analyze Evaluate OversightComparative Analyze Compare Synthesize Synthesis
    • consumer scenario chains http://www.flickr.com/photos/t_zero/7350565830/in/photostream/
    • 277 ‘micro-scenarios’ - brief narratives that illustrate theend user’s goal and the primary task/ action they take toachieve it.• Find best offers before the others do so I can have a high margin.• Get help and guidance on how to sell my car safely so that I can achieve a good price.• Understand what is selling by area/region so I can source the correct stock.• See year-on-year ad spend trends for TV and online to supply to the Head of Global Media.
    • Insight-driven Search Explore Analyze ComprehendAn exploratory search for insight to resolve an explicit information need:“Assess the proper market value for my car” (45 instances)A"Model"of"Consumer"Search"Behaviour"Tony  Russell-­‐Rose  and  Stephann  Makrihttp://red.cs.nott.ac.uk/~mlw//EuroHCIR2012-­‐Proceedings.pdf
    • Opportunity-driven Search Explore Locate EvaluateA semi-directed exploration aiming at serendipitous discovery:“Find useful stuff on my subject topic”(31 instances)A"Model"of"Consumer"Search"Behaviour"Tony  Russell-­‐Rose  and  Stephann  Makrihttp://red.cs.nott.ac.uk/~mlw//EuroHCIR2012-­‐Proceedings.pdf
    • Qualified Search Locate VerifyA variant of the stereotypical findability task in which immediate verification is required:“Find trucks that I am eligible to drive” (29 instances)A"Model"of"Consumer"Search"Behaviour"Tony  Russell-­‐Rose  and  Stephann  Makrihttp://red.cs.nott.ac.uk/~mlw//EuroHCIR2012-­‐Proceedings.pdf
    • Consumer Scenario ChainsInsight-driven Explore Analyze ComprehendSearchOpportunity- Explore Locate Evaluatedriven SearchQualified Locate VerifySearch
    • Mode
    • recognizable mode chains
    • Color Forecast users 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
    • Data blog readers 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
    • Data blog readers can... 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 riotsComparative synthesis of all insights into the causes of the UK riots
    • Twitter users 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
    • mode networks
    • Mode Networks VerifyAnalyze Comprehend Synthesize Compare EvaluateMonitor AnalyzeExplore
    • Mode NetworksExplore Analyze Comprehend Locate Evaluate Verify
    • Exploratory Search Explore Analyze EvaluateIdentify opportunities to optimize use of tooling capacity for my commodity/parts - Core EngineerIdentify sales opportunities and targets (increased key customer market share across categories/brands; upsell-crosssell; promotional targets - District ManagerEvaluate & optimize our product portfolio: Which products should we de-list and retire? What new products should webe making/selling? - Category ManagerIdentify the best customer/consumer/region targets for our brand/products - Brand ManagerDetermine suppliers to use for parts in my program and execute sourcing agreements - Core BuyerIdentify customers/marketers/dealers failing & at risk of de-branding based on performance problems - ProgramAdministrator
    • Initial Operative Summary
    • Initial Operative Summary Explore Analyze EvaluateIdentify opportunities to optimize use of tooling capacity for my commodity/parts - Core EngineerIdentify sales opportunities and targets (increased key customer market share across categories/brands; upsell-crosssell; promotional targets - District ManagerEvaluate & optimize our product portfolio: Which products should we de-list and retire? What new products should webe making/selling? - Category ManagerIdentify the best customer/consumer/region targets for our brand/products - Brand ManagerDetermine suppliers to use for parts in my program and execute sourcing agreements - Core BuyerIdentify customers/marketers/dealers failing & at risk of de-branding based on performance problems - ProgramAdministrator
    • Initial Operative Summary VerifyAnalyze Comprehend Synthesize Compare EvaluateMonitor AnalyzeExplore
    • SensemakingSource: The Sensemaking Process & Leverage Points For Analyst Technology
    • Initial Operative Summary
    • Using the language
    • 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-factorsProduct To evaluate the quality and success ofStrategy, product designs, in terms of usability, engagement, value, etc.Definition To establish a roadmap for the products& 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
    • To guide the deployment of the product as part of a solution for customerssolution Identifying needs via scenarios and other solution specification toolsdesign for Crafting functional requirements and interaction designs for deployedproduct applications To describe and publish patterns andcustomers best practices in implementation of the product - workspace, application, application suite
    • Mode-based design
    • discovery application templateSupply Chain ManagementAnalytics and Forecasting
    • Enables understanding ofdiscovery needs and context
    • Define & Review the Goals, Problems, & User Context Business User Goals & Scenarios Modes & Chains Discovery Assets Goals Types§Engagement §Knowledgeable §Plan §Locate §Product info§Conversion §Enthusiast §Optimize §Explore §Rich Media§Cross-Sell §Uncertain Explorer §Launch §Strategic Insight §Textual Info§Adoption §Manager §Build §Qualified Search §Social Media§Acquisition §Metrics What are the Who are the What decision- How do people business critical users and What are business- discovery need to interact strategies, how do their user critical goals & support and with information objectives, & discovery needs scenarios? What information assets & each priorities? & behaviors do they need to assets will help other to achieve vary? know to succeed? them achieve their their goals? goals?
    • Supply Chain ProcessPlanning Team Planner / Analyst Planning ManagerPlan Source Manufacture Distribute Replenish
    • Planners: Needs & 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 evolvePlanner / 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.
    • Managers: Needs & Goals • Monitor and review the accuracy of Planners’ forecasts to assess individual and team performance • Determine the specific metrics and performancePlanning 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
    • recognizable mode chains
    • Planners: Mode ChainsTo create new forecasts, Planners: AnalyzeAnalyze their previous forecasts and newlyidentified causal factorsCompare them to accuracy baselines and Comparethe expected impact of correlating factorssuch as seasonal events or weather SynthesizeCreate new forecasts that reflect insightsfrom analytical activities Strategic Insight
    • data + activity Forecast
    • Planners: Mode ChainsTo improve forecasting accuracy, Planners: AnalyzeAnalyze cumulative and historical accuracyand error rates toUnderstand the factors affecting forecasts ComprehendEvaluate the relevance and usefulness of Evaluatenewly identified causal factors byretrospectively including them in previousforecasts Strategic Insight
    • data + activity Causes
    • Planning Managers: Mode ChainsManagers assessing Planner performance: MonitorMonitor the accuracy of forecasts made byindividual analysts and the team AnalyzeAnalyze forecasts for patterns and trends invariance and accuracy EvaluateEvaluate the effectiveness of analysts, andforecasting methods. Strategic Insight
    • data + activity Method
    • Discovery scope ??? Methodology Causal Factor Forecast (location) Item
    • Generative tool for discoverycapability and experiences
    • Information in workspaces:how much?when & where?what behavior?
    • Application Structure3 screen types composed ofdefined components (portlets)offering discovery ‘functions’• faceted navigation• data visualization• application navigation• tabular data• search• context management• metrics• alerts• filtering
    • Dashboard Screen
    • Dashboard ScreenPlanners Monitor theaccuracy of their ownforecasts comparedwith establishedbaselines and targets.Planning ManagersMonitor the accuracyof all the forecastsmade by the Planningteam. Planner / Analyst Planning Manager Strategic Oversight Monitor Analyze Evaluate
    • Dashboard ScreenOne pane enables A chart presents historicalmonitoring of each values of these measuresmajor area of supply for Analysis.chain activity, such asInventory or Capacity.Provides summarystatus of processes viaKPIs andmeasurements.
    • Dashboard ScreenAlerts allow Planners tomonitor, analyze, andevaluate changes tosupply chain flow.Initiate the StrategicInsight chain: followlinked data points incharts, metrics andalerts ‘deeper’ into theinformation space.
    • Analysis ScreenFocused on one sub-function of the supplychain: forecasts and activity for‘restocking’ of products in retail settingsthrough stages of the supply chain.Search, Breadcrumb, and FacetedNavigation components allow the user tounderstand & manage the data that ispresented in the workspace tables, charts,while analyzing the information.Summarize and communicateworkspace context to users to provideorientation and comprehension.
    • Analysis Screen‘Metric summary’, which follows on from the performance indicatorsidentified on the Dashboard,Visibility into the smaller scale measures that determine the status of thesupply chain; specifically, the accuracy of forecasts (compare & evaluate).
    • Analysis ScreenBelow the summary, a group of components presents a visualization and datagrid of a single metric grouped by one or more variables (e.g. quantity by producttype) to enable analysis.These ‘metric breakouts’ help Planners and Managers comprehend the factorscontributing to the status of each metric. This combination facilitates a widerrange of analysis methods than either presentation method supports alone.
    • Analysis ScreenSupporting tables provide lists of the individualtransactions for detailed analysis and evaluation.
    • Analysis Screen Planner / Analyst Planning Manager Strategic Analyze Comprehend Evaluate Insight Comparative Analyze Compare Synthesize Synthesis
    • 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 ComparativePlanner / Analyst Planning Manager Analyze Compare Synthesize Synthesis
    • Sequences
    • Planners: Mode Sequences Planner / AnalystPlanners will follow the Strategic Oversight chain for Strategicvisibility into the status of their published final forecasts Oversightvs. actual activity in the supply chain;When errors or variances beyond an acceptable Strategicthreshold emerge in one or more forecasts, they will Insightswitch to the Strategic Insight chain in order tounderstand the new situation.They will move on to the Comparative Synthesischain to revise their forecasts to reflect their newly Comparative Synthesisgenerated insights and improved understanding.They will then switch back to Strategic Oversight to Strategicmaintain ongoing awareness of the accuracy and Oversighteffectiveness of their revised forecasts over time.
    • Mode SequencesA business process or business method is a collection of related, structured activities or tasksthat produce a specific service or product (serve a particular goal) for a particular customer orcustomers.“Process optimization is the discipline of adjusting a process so as to optimize some specifiedset of parameters without violating some constraint. The most common goals are minimizingcost, maximizing throughput, and/or efficiency. This is one of the major quantitative tools inindustrial decision making.http://en.wikipedia.org/wiki/Process_optimization Business Process Optimization Strategic Strategic Strategic Comparative Synthesis Oversight Insight Oversight
    • Managers: Mode Sequences Planning ManagerPlanning Managers seeking to improve the forecasting Exploratorypractices and methods of their teams will employ a Searchsequences of mode chains that begins with Exploratorydriven Search, to identify exemplars of particularly strongor weak forecasts and forecasting practices. Strategic InsightThey will move to Strategic Insight to understand howand why these practices exhibit strength or weakness. ComparativeComparative Synthesis will help Managers formulate Synthesisnew or improved measurements and forecastingpractices.They will rely on Strategic Oversight to gauge the Strategic Oversighteffectiveness of new or enhanced practices once in effect.
    • Mode Sequences“Business process re-engineering is the analysis and design of workflows and processeswithin an organization.”http://en.wikipedia.org/wiki/Business_process_reengineering Business Process Re-Engineering / DesignExploration-driven Strategic Comparison-driven Strategic Search Insight Synthesis Oversight
    • interaction-basedlanguage for business- level dialog
    • learn hearts & mindsrely on known modes & sequencesparsimonious compositionhunt cross-channel flowsoptimize for core scenariosevery interaction enhances insight
    • Language of DiscoveryReferences & Resources
    • PublicationsRussell-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.pdfRussell-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=ZGVmYXVsdGRvbWFpbnxoY2lyd29ya3Nob3B8Z3g6NzdmYjc3OWY2ZjQ2Zjg4MQRussell-Rose, T. and Makri, S. 2012 A Model of Consumer Search Behavior. Proceedings of EuroHCIR 2012,Nijmegen, NL.Designing the Search Experience: forthcoming
    • References & ResourcesThe sensemaking process and leverage points for analyst technology as identified through cognitive taskanalysis, Pirolli, P., & Card, S. (2005)https://analysis.mitre.org/proceedings/Final_Papers_Files/206_Camera_Ready_Paper.pdfExploratory search: from finding to understanding, Gary Marchionini, Communications of the ACM, Volume49 Issue 4, April 2006http://www.ischool.utexas.edu/~i385t-sw/readings/Marchionini-2006-Exploratory_Search.pdfLamantia, Joe. “Goal Based Information Retrieval Experiences” JoeLamantia.com, (June 20, 2006).http://www.joelamantia.com/informationarchitecture/goalbasedinformationretrievalexperiencesLamantia, Joe. “10 Information Retrieval Patterns” JoeLamantia.com, (June 29, 2006).http://www.joelamantia.com/information-architecture/10-information-retrieval-patternsLamantia, Joe. “Discovering User Goals / IR Goal Definitions” JoeLamantia.com, (June 24, 2006).http://www.joelamantia.com/information-architecture/discovering-user-goals-ir-goal-definitionsSpencer, 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_themBates, Marcia J. 1979. "Information Search Tactics." Journal of the American Society for Information Science30: 205-214Bates, Marcia J. 1989. "The Design of Browsing and Berrypicking Techniques for the Online SearchInterface." Online Review 13: 407-424.Broder, A. 2002. A taxonomy of web search, ACM SIGIR Forum, v.36 n.2, Fall 2002
    • References & ResourcesCool, C. & Belkin, N. 2002. A classification of interactions with information. In H. Bruce (Ed.), EmergingFrameworks and Methods: CoLIS4: proceedings of the Fourth International Conference on Conceptions ofLibrary 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. NewYork: Aldine de Gruyter.Jarvelin, K. and Ingwersen, P. 2004. “Information seeking research needs extension towards tasks andtechnology”, Information Research, Vol. 10, No. 1. (October 2004)Kuhlthau, C. C. 1991. Inside the information search process: Information seeking from the users 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): 41-46Norman, Donald A. 2006. Logic versus usage: the case for activity centered design. Interactions 13, 6ODay, V. and Jeffries, R. 1993. Orienteering in an information landscape: how information seekers get fromhere to there. INTERCHI 1993: 438-445Rose, D. and Levinson, D. 2004. Understanding user goals in web search, Proceedings of the 13thinternational conference on World Wide Web, New York, NY, USASalton, G. 1989. Automatic Text Processing: The Transformation, Analysis, and Retrieval of Information byComputer. Addison-Wesley, Reading, MA.Sutcliffe, A.G. and Ennis, M. 1998. Towards a cognitive theory of information retrieval. Interacting withComputers, 10:321–351.
    • References & ResourcesCool, C. & Belkin, N. 2002. A classification of interactions with information. In H. Bruce (Ed.), EmergingFrameworks and Methods: CoLIS4: proceedings of the Fourth International Conference on Conceptions ofLibrary 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.), EmergingFrameworks and Methods: CoLIS4: proceedings of the Fourth International Conference on Conceptions ofLibrary 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 thePhysical and Social Sciences. Journal of Documentation 49(4), pp. 356-369.Ellis, D. & Haugan, M. 1997. Modelling the Information-seeking Patterns of Engineers and ResearchScientists 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 AcademicLawyers: 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 StudyRevisited. Journal of the American Society for Information Science and Technology 54(6), pp. 570-587.
    • @moJoeJoeLamantia.comJoe.Lamantia@oracle.comhttp://slideshare.net/mojoe@tgr2ukInformation Interaction http://isquared.wordpress.com/http://www.slideshare.net/tgr2uk/