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Big Data Is Not the Insight: The Language Of Discovery:
 

Big Data Is Not the Insight: The Language Of Discovery:

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Designing Effective Search and Discovery Experiences for the Enterprise, Using the Language of Discovery ...

Designing Effective Search and Discovery Experiences for the Enterprise, Using the Language of Discovery


The oncoming tidal wave of Big Data, with its rapidly evolving ecosystem of multi-channel information saturated environments and services, brings profound challenges and opportunities for the design of effective user experiences that UX practitioners are just beginning to engage with in a meaningful fashion. 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. Search is the gateway to discovery, and thus is indispensable as a capability.

To provide architects and designers with an effective starting point for creating satisfying search and discovery experiences this session presents a simple analytical and generative vocabulary for understanding how people conduct the broad range of discovery activities necessary in the information-permeated enterprise, and defining the search experiences they need.

Specifically, this session will present:

A simple, research-derived language for describing search and discovery needs and activities that spans domains, environments, media, and user types

Observed and reusable patterns of discovery activities in individual and collaborative settings

A practical model that defines actionable patterns of information engagement throughout the enterprise

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

Guidance on using this vocabulary to drive large scale IT portfolio management as well as the design of individual search solutions

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    Big Data Is Not the Insight: The Language Of Discovery: Big Data Is Not the Insight: The Language Of Discovery: Presentation Transcript

    • #EnterpriseSearchEurope#languageofdiscovery#ageofinsightThe Languageof DiscoveryWednesday, May 15, 13
    • Joe LamantiaUX Lead: Discovery Products & ServicesOracle@moJoeJoeLamantia.comJoe.Lamantia@oracle.comhttp://slideshare.net/mojoeWednesday, May 15, 13
    • designed manydiscovery solutionsWednesday, May 15, 13
    • “In the next tenyears, digital dataalone is expectedto grow 44 times.By 2020, therewill be 4 billionpeople onlinecreating 50trillion gigabytesof data.”HP Intelligent ResearchWednesday, May 15, 13
    • Volume: yotta, yotta, yottaVaried data ‘materials’social, cultural, personal, environmental, economic, scientificFull spectrum of granularityReal-time & historical perspectivesCommoditized infrastructurestorage, processing, distribution, publishingData ecosystem(s)Wednesday, May 15, 13
    • Wednesday, May 15, 13
    • Wednesday, May 15, 13
    • Wednesday, May 15, 13
    • Wednesday, May 15, 13
    • “‘Big Data’ always make[s]me think of some weirdStar Trek: TNG fan fictionpron.”Dan SafferWednesday, May 15, 13
    • value!dataWednesday, May 15, 13
    • value!dataPHASE1 PHASE 3PHASE 2?Wednesday, May 15, 13
    • “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_2286Wednesday, May 15, 13
    • “the ...scarce factor is the abilityto understand that data...”http://www.mckinseyquarterly.com/Hal_Varian_on_how_the_Web_challenges_managers_2286Wednesday, May 15, 13
    • discovery is...?Wednesday, May 15, 13
    • not just searchWednesday, May 15, 13
    • more thanvisualizationWednesday, May 15, 13
    • DiscoveryAct or experience of seeing, finding,learning, or solving something.Something seen, found, learned, or solved.Wednesday, May 15, 13
    • searchvisualizationanalysispredictionWednesday, May 15, 13
    • discovery ismaking senseof the worldsearchvisualizationanalysispredictionWednesday, May 15, 13
    • InsightGrasping or understanding meaning,significance, and/or a solution.A valuable change in perspective orunderstanding that enables or guidesfurther action.Wednesday, May 15, 13
    • insight!discoverydata +Wednesday, May 15, 13
    • Welcome toThe Age of InsightWednesday, May 15, 13
    • Everything isdiscoverableWednesday, May 15, 13
    • http://citydashboard.org/london/urban statusWednesday, May 15, 13
    • W Antwerp WT?Wednesday, May 15, 13
    • influenceWednesday, May 15, 13
    • data journalismWednesday, May 15, 13
    • cultural analyticsWednesday, May 15, 13
    • ‘Cliodynamics’ is atransdisciplinary area ofresearch integratinghistorical macrosociology,economic history/cliometrics, mathematicalmodeling of long-termsocial processes, and theconstruction and analysis ofhistorical databases.scientific disciplinesWednesday, May 15, 13
    • we know you’re a dogWednesday, May 15, 13
    • EveryonediscoversWednesday, May 15, 13
    • ready dataWednesday, May 15, 13
    • interaction toolsWednesday, May 15, 13
    • engagement modelsWednesday, May 15, 13
    • consumer devicesWednesday, May 15, 13
    • “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 dataperspective, at least - are perfectlygroomed.”data as lifestyleWednesday, May 15, 13
    • Horizon of DiscoverabilitypresentsoonfuturepastWednesday, May 15, 13
    • discovery capability is expectedin all interaction contextsWednesday, May 15, 13
    • 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/Wednesday, May 15, 13
    • Discovery is Everywaremulti-channel experiencesnetworked devices & placesubicompenvironmentsinformationshadowsproduct, service, personal avatarsmixed realitiesWednesday, May 15, 13
    • Discovery is the mostimportant interaction in theemerging Age of InsightWednesday, May 15, 13
    • How to design discoveryexperiences...?Wednesday, May 15, 13
    • mediated sense makingWednesday, May 15, 13
    • information retrievalWednesday, May 15, 13
    • precursorsBates - tactics & categoriesO’Day & Jeffries - categoriesCool & BelkinEllis - behaviors & modesMarchionini - IR frameworkSpencer - ModesLamantia - Modes & patternsWednesday, May 15, 13
    • Patterns of formare inadequate.Need & context vary wildlyWednesday, May 15, 13
    • Task patterns = vague...Wednesday, May 15, 13
    • insight!activitydata +Wednesday, May 15, 13
    • Activity Centered DesignWednesday, May 15, 13
    • The same thingwe do every night...Wednesday, May 15, 13
    • Research-basedWednesday, May 15, 13
    • ResearchDevelop &ProduceMarketSell &DeliverOperations& PlanningDigital AssetMgmtFinancialAnalysisEnterprise Search& Knowledge MgmtSpendAnalysisMarketIntelligenceProductInformationMgmtInventory &DeliverySales &CustomerAnalysisField ServiceAnalysisWarrantyAnalysisMaintenanceRepair &OverhaulCall Centers &KnowledgeMgmtCustomerRisk AnalysisPart, Commodity& SupplierAnalysisManufacturing& Quality Inventory &Demand VisibilityHuman CapitalManagementProgram & PortfolioMgmtData Quality &GovernancePricingAnalysisClaims AnalysisServiceSupport &MaintainMeasurePlan &Operatesolution contextsWednesday, May 15, 13
    • scenario analysisWednesday, May 15, 13
    • “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.”- ProcurementUser ScenariosWednesday, May 15, 13
    • 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.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.Wednesday, May 15, 13
    • activity grammarWednesday, May 15, 13
    • Leverages what is commonin human discovery.Allows for what varies incontexts of discovery.Wednesday, May 15, 13
    • Enables understanding ofdiscovery needs and contextWednesday, May 15, 13
    • Generative tool for discoverycapability and experiencesWednesday, May 15, 13
    • DISCOVERY SWednesday, May 15, 13
    • 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.”- ProcurementWednesday, May 15, 13
    • 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 ImageWednesday, May 15, 13
    • 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”– EngineerWednesday, May 15, 13
    • Wednesday, May 15, 13
    • domain independentscale independentstructurally consistentsemantically distinctorthogonalconceptually connectedsequencablecombinableWednesday, May 15, 13
    • Modes seem to beinternalized & common.Wednesday, May 15, 13
    • they work likemusic notesWednesday, May 15, 13
    • Wednesday, May 15, 13
    • MODEWednesday, May 15, 13
    • 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”– ProcurementWednesday, May 15, 13
    • Wednesday, May 15, 13
    • 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 ManagerWednesday, May 15, 13
    • Wednesday, May 15, 13
    • 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”– EngineerWednesday, May 15, 13
    • Wednesday, May 15, 13
    • 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”– ProcurementWednesday, May 15, 13
    • Wednesday, May 15, 13
    • 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 SpecialistWednesday, May 15, 13
    • Wednesday, May 15, 13
    • 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”– EngineerWednesday, May 15, 13
    • best route is?Wednesday, May 15, 13
    • LocateVerifyMonitorCompareComprehendExploreAnalyzeEvaluateSynthesize9 modesWednesday, May 15, 13
    • 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 - SalesManagerWednesday, May 15, 13
    • 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 - ProcurementWednesday, May 15, 13
    • 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 RepWednesday, May 15, 13
    • grammaticalstructure & behaviorWednesday, May 15, 13
    • Modes are the verbs ofdiscovery scenarios.Wednesday, May 15, 13
    • Exploresomethingto effectresult or goal.verbobjectpredicateDiscovery GoalWednesday, May 15, 13
    • You can explore:peopleplaceseventsobjectsdatatopicsprocesses...??Wednesday, May 15, 13
    • you said theywork like music?Wednesday, May 15, 13
    • ModeWednesday, May 15, 13
    • Wednesday, May 15, 13
    • MonitorExplore...currently popular colors over usefulintervals...currently popular colors, or colorspopular in the pastVerifyThat a color is popular now or in thepastWhen I use the tool, I can...Wednesday, May 15, 13
    • Wednesday, May 15, 13
    • MonitorExplore...articles to see what is new andavailable....available articles and topics toidentify those of interest to me.Locate... and read articles of interest,supporting information, andrelated materials.As a reader, I can...Wednesday, May 15, 13
    • MonitorExplore...the tweets of people I follow, myfollowers, community interactions....trends and active topics, andsuggestions for people to follow...tweets, people, hashtags / topicsMy twitter home page allows me to...LocateSynthesize...new tweets via composition,retweet, or favorite tweets.Wednesday, May 15, 13
    • you said theywork like music?Wednesday, May 15, 13
    • scenario analysis: multiple /sequential modesWednesday, May 15, 13
    • ChainsWednesday, May 15, 13
    • 1. Replace a problematic part(from sourcing, cost or technicalperspective)2. ...with an equivalent or betterpart3. ...without compromising qualityand cost.Wednesday, May 15, 13
    • 1. Replace a problematic part(from sourcing, cost or technicalperspective)2. ...with an equivalent or betterpart3. ...without compromising qualityand cost.AnalyzeCompareEvaluateWednesday, May 15, 13
    • Comparative Search1. Replace a problematic part(from sourcing, cost or technicalperspective)2. ...with an equivalent or betterpart3. ...without compromising qualityand cost.AnalyzeCompareEvaluateWednesday, May 15, 13
    • 1. Analyze2. and understand gaps betweencurrent cost of commodity3. versus best in classmanufacturing costs.Wednesday, May 15, 13
    • 1. Analyze2. and understand gaps betweencurrent cost of commodity3. versus best in classmanufacturing costs.AnalyzeCompareEvaluateWednesday, May 15, 13
    • Comparative Search1. Analyze2. and understand gaps betweencurrent cost of commodity3. versus best in classmanufacturing costs.AnalyzeCompareEvaluateWednesday, May 15, 13
    • enterprisescenario chainsWednesday, May 15, 13
    • Comparative SearchIdentify 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 - CostEstimatorsAnalyze Compare EvaluateWednesday, May 15, 13
    • Exploratory SearchIdentify 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 - ProgramAdministratorExplore Analyze EvaluateWednesday, May 15, 13
    • Strategic OversightMonitor 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/targetMonitor Analyze EvaluateWednesday, May 15, 13
    • Strategic InsightTrack 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. - ProcurementAnalyze Comprehend EvaluateWednesday, May 15, 13
    • Comparative SynthesisAnalyze 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 AnalystAnalyze Compare SynthesizeWednesday, May 15, 13
    • Explore Analyze EvaluateAnalyze Comprehend EvaluateMonitor Analyze EvaluateAnalyze Compare SynthesizeComparativeSynthesisStrategicOversightExploratorySearchStrategicInsightComparativeSearchAnalyze Compare EvaluateEnterprise Scenario ChainsWednesday, May 15, 13
    • consumer scenariochainshttp://www.flickr.com/photos/t_zero/7350565830/in/photostream/consumer scenariochainsWednesday, May 15, 13
    • 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 havea high margin.• Get help and guidance on how to sell my car safelyso that I can achieve a good price.• Understand what is selling by area/region so I cansource the correct stock.• See year-on-year ad spend trends for TV and onlineto supply to the Head of Global Media.Wednesday, May 15, 13
    • Qualified SearchA variant of the stereotypical findability task in which immediate verification is required:“Find trucks that I am eligible to drive” (29 instances)Locate VerifyA"Model"of"Consumer"Search"Behaviour"Tony  Russell-­‐Rose  and  Stephann  Makrihttp://red.cs.nott.ac.uk/~mlw//EuroHCIR2012-­‐Proceedings.pdfWednesday, May 15, 13
    • Insight-driven SearchAn exploratory search for insight to resolve an explicit information need:“Assess the proper market value for my car” (45 instances)Explore Analyze ComprehendA"Model"of"Consumer"Search"Behaviour"Tony  Russell-­‐Rose  and  Stephann  Makrihttp://red.cs.nott.ac.uk/~mlw//EuroHCIR2012-­‐Proceedings.pdfWednesday, May 15, 13
    • Opportunity-driven SearchA semi-directed exploration aiming at serendipitous discovery:“Find useful stuff on my subject topic”(31 instances)Explore Locate EvaluateA"Model"of"Consumer"Search"Behaviour"Tony  Russell-­‐Rose  and  Stephann  Makrihttp://red.cs.nott.ac.uk/~mlw//EuroHCIR2012-­‐Proceedings.pdfWednesday, May 15, 13
    • Explore AnalyzeEvaluateInsight-drivenSearchOpportunity-driven SearchComprehendExplore LocateQualifiedSearchLocate VerifyConsumer Scenario ChainsWednesday, May 15, 13
    • ModeWednesday, May 15, 13
    • recognizable mode chainsWednesday, May 15, 13
    • AnalyzeEvaluateComparative Search1. Analyze the popularityand importance of colorsover time to see patterns2. Compare colors in termsof importance andpopularity at variouscycles, trends, andmoments.3. Evaluate colors vs. theircurrent and historicimportance and popularity.Color Forecast users can......of colors I may use for my purposesCompareWednesday, May 15, 13
    • AnalyzeComprehendEvaluateStrategic Insight1. Analyze events andtopics using the data andtools provided2. Understand the eventsand topics using theGuardian’s perspectiveand my own.3. Evaluate all perspectives,as well as the actions anddecisions based on them.Data blog readers can...into events & actions of government & societyWednesday, May 15, 13
    • AnalyzeComparative synthesis1. Analysis of the causes,participants and events ofthe UK riots2. Comparison ofsuggested causes,insights and explanationsinto the events.3. Synthesis of theseinsights into a coordinatedperspective on the riotsData blog readers can...of all insights into the causes of the UK riotsCompareSynthesizeWednesday, May 15, 13
    • EvaluateExploratory search1. Explore the author’sprofile, activity andcommunity interactions.2. Analyze the author’sfollowers, activity, tweets,community interaction,who they follow.3. Evaluate the author todecide their relevance andvalue.Twitter users can...... for valuable people streams to followExploreAnalyzeWednesday, May 15, 13
    • mode networksWednesday, May 15, 13
    • AnalyzeAnalyzeMonitorExploreCompareComprehend SynthesizeEvaluateVerifyMode NetworksWednesday, May 15, 13
    • AnalyzeExplore ComprehendEvaluateVerifyLocateMode NetworksWednesday, May 15, 13
    • Wednesday, May 15, 13
    • Exploratory SearchIdentify 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 - ProgramAdministratorExplore Analyze EvaluateWednesday, May 15, 13
    • Initial SummaryOperativeWednesday, May 15, 13
    • Identify 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 - ProgramAdministratorExplore Analyze EvaluateInitial SummaryOperativeWednesday, May 15, 13
    • AnalyzeAnalyzeMonitorExploreCompareComprehend SynthesizeEvaluateVerifyInitial SummaryOperativeWednesday, May 15, 13
    • Source: The Sensemaking Process & Leverage Points For Analyst TechnologySensemakingWednesday, May 15, 13
    • Initial SummaryOperativeWednesday, May 15, 13
    • Using the languageUsing the languageWednesday, May 15, 13
    • To inform the core principles for the userexperience of the productTo coordinate the design of productfeatures and functions across channelsand form-factorsTo evaluate the quality and success ofproduct designs, in terms of usability,engagement, value, etc.To establish a roadmap for the productsevolution and determine developmenteffortsTo shape strategy for a portfolio ofproducts by understanding the valueproposition of current and potential newproductsProductStrategy,Definition& DesignWednesday, May 15, 13
    • To guide the deployment of the productas part of a solution for customersIdentifying needs via scenarios andother solution specification toolsCrafting functional requirements andinteraction designs for deployedapplicationsTo describe and publish patterns andbest practices in implementation of theproduct - workspace, application,application suitesolutiondesign forproductcustomersWednesday, May 15, 13
    • Mode-based designWednesday, May 15, 13
    • Wednesday, May 15, 13
    • discovery applicationtemplateSupply Chain ManagementAnalytics and ForecastingWednesday, May 15, 13
    • Enables understanding ofdiscovery needs and contextWednesday, May 15, 13
    • Define & Review the Goals, Problems, & User ContextGoals & Scenarios§Plan§Optimize§Launch§BuildUserTypes§Knowledgeable§Enthusiast§Uncertain Explorer§ManagerBusinessGoals§Engagement§Conversion§Cross-Sell§Adoption§AcquisitionDiscovery Assets§Product info§Rich Media§Textual Info§Social Media§MetricsWhat decision-discoverysupport andinformationassets will helpthem achieve theirgoals?What are business-user critical goals &scenarios? Whatdo they need toknow to succeed?What are thebusinessstrategies,objectives, &priorities?Modes & Chains§Locate§Explore§Strategic Insight§Qualified SearchHow do peopleneed to interactwith informationassets & eachother to achievetheir goals?Who are thecritical users andhow do theirdiscovery needs& behaviorsvary?Wednesday, May 15, 13
    • Supply Chain ProcessSource ManufacturePlan Distribute ReplenishPlanning Team Planner / Analyst Planning ManagerWednesday, May 15, 13
    • Planners: Needs & GoalsPlanner / Analyst•Create and update accurate forecasts on a weekly basis at avery detailed level, such as the number of packs of eachproduct SKU needed for a single store. Forecasts evolvethrough several iterations before reaching their final state,allowing and requiring Planners to incorporate data on sales,inventory, customer activity, etc. as it accumulates in realtime.•Improve the accuracy of forecasts and forecasting methodsby understanding the nature, degree, and source offorecasting errors in reference to a large number of definedmetrics and performance measures.•Analyze and understand changes in the factors affectingforecast accuracy, and enhance forecasting methods toreflect these changes.Wednesday, May 15, 13
    • Planning Manager•Monitor and review the accuracy of Planners’ forecasts toassess individual and team performance•Determine the specific metrics and performancemeasurements that Planning teams use for reference,based on the long-term goals of the organization.•Evaluate and improve the effectiveness of forecastingpractices and tools used by planning teamsManagers: Needs & Goals•Achieve 100% forecast accuracy•Maintain forecast accuracy over time, and in allsituations.Planning TeamWednesday, May 15, 13
    • recognizable mode chainsWednesday, May 15, 13
    • SynthesizeAnalyzeTo create new forecasts, Planners:Analyze their previous forecasts and newlyidentified causal factorsCompare them to accuracy baselines andthe expected impact of correlating factorssuch as seasonal events or weatherCreate new forecasts that reflect insightsfrom analytical activitiesPlanners: Mode ChainsComparative SynthesisCompareWednesday, May 15, 13
    • Forecastactivitydata +Wednesday, May 15, 13
    • To improve forecasting accuracy, Planners:Analyze cumulative and historical accuracyand error rates toUnderstand the factors affecting forecastsEvaluate the relevance and usefulness ofnewly identified causal factors byretrospectively including them in previousforecastsPlanners: Mode ChainsAnalyzeComprehendEvaluateStrategic InsightWednesday, May 15, 13
    • Causesactivitydata +Wednesday, May 15, 13
    • AnalyzeManagers assessing Planner performance:Monitor the accuracy of forecasts made byindividual analysts and the teamAnalyze forecasts for patterns and trends invariance and accuracyEvaluate the effectiveness of analysts, andforecasting methods.Planning Managers: Mode ChainsEvaluateStrategic OversightMonitorWednesday, May 15, 13
    • Methodactivitydata +Wednesday, May 15, 13
    • Forecast (location)Causal FactorMethodologyItemDiscovery scope???Wednesday, May 15, 13
    • Generative tool for discoverycapability and experiencesWednesday, May 15, 13
    • how much?when & where?what behavior?Information in workspaces:Wednesday, May 15, 13
    • 3 screen types composed ofdefined components (portlets)offering discovery ‘functions’• faceted navigation• data visualization• application navigation• tabular data• search• context management• metrics• alerts• filteringApplication StructureWednesday, May 15, 13
    • Dashboard ScreenWednesday, May 15, 13
    • Planners Monitor theaccuracy of their ownforecasts comparedwith establishedbaselines and targets.Planning ManagersMonitor the accuracyof all the forecastsmade by the Planningteam.Dashboard ScreenPlanner / Analyst Planning ManagerMonitor Analyze EvaluateStrategic OversightWednesday, May 15, 13
    • One pane enablesmonitoring of eachmajor area of supplychain activity, such asInventory or Capacity.Provides summarystatus of processes viaKPIs andmeasurements.Dashboard ScreenA chart presents historicalvalues of these measuresfor Analysis.Wednesday, May 15, 13
    • Alerts allow Planners tomonitor, analyze, andevaluate changes tosupply chain flow.Initiate the StrategicInsight chain: followlinked data points incharts, metrics andalerts ‘deeper’ into theinformation space.Dashboard ScreenWednesday, May 15, 13
    • Wednesday, May 15, 13
    • Focused 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 ScreenWednesday, May 15, 13
    • ‘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 ScreenWednesday, May 15, 13
    • Below 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 ScreenWednesday, May 15, 13
    • Supporting tables provide lists of the individualtransactions for detailed analysis and evaluation.Analysis ScreenWednesday, May 15, 13
    • Analysis ScreenAnalyze Comprehend EvaluateStrategicInsightAnalyze Compare SynthesizeComparativeSynthesisPlanner / Analyst Planning ManagerWednesday, May 15, 13
    • Planning teams use the Trends screen to explore andunderstand the state of the supply chain, and theaccuracy of their forecasts over time.For this purpose, the Trends screen is primarily designedto support the Exploratory Search (Explore-Analyze-Evaluate) and Comparative Synthesis (Analyze-Compare-Synthesize) chains, in which Planners andManagers seek to identify new patterns in time andsupply chain activity and suggest potential causalfactors.The value of the Trends screen is best understood in thecontext of sequences of mode chains, such as StrategicOversight in companion with Comparative Synthesis orExploration Driven Search in companion to StrategicInsight.Trends ScreenAnalyze Compare SynthesizeComparativeSynthesisExplore Analyze EvaluateExploration-drivenSearchPlanner / Analyst Planning ManagerWednesday, May 15, 13
    • SequencesWednesday, May 15, 13
    • Planners will follow the Strategic Oversight chain forvisibility into the status of their published final forecastsvs. actual activity in the supply chain;When errors or variances beyond an acceptablethreshold emerge in one or more forecasts, they willswitch 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 newlygenerated insights and improved understanding.They will then switch back to Strategic Oversight tomaintain ongoing awareness of the accuracy andeffectiveness of their revised forecasts over time.StrategicInsightComparative SynthesisStrategicOversightStrategicOversightPlanners: Mode SequencesPlanner / AnalystWednesday, May 15, 13
    • StrategicInsightComparative SynthesisStrategicOversightStrategicOversightMode SequencesBusiness Process Optimization“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_optimizationA 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.Wednesday, May 15, 13
    • Planning Managers seeking to improve the forecastingpractices and methods of their teams will employ asequences of mode chains that begins with Exploratorydriven Search, to identify exemplars of particularly strongor weak forecasts and forecasting practices.They will move to Strategic Insight to understand howand why these practices exhibit strength or weakness.Comparative Synthesis will help Managers formulatenew or improved measurements and forecastingpractices.They will rely on Strategic Oversight to gauge theeffectiveness of new or enhanced practices once in effect.StrategicInsightComparativeSynthesisExploratorySearchStrategicOversightManagers: Mode SequencesPlanning ManagerWednesday, May 15, 13
    • StrategicInsightComparison-drivenSynthesisExploration-drivenSearchStrategicOversightMode SequencesBusiness Process Re-Engineering / Design“Business process re-engineering is the analysis and design of workflows and processeswithin an organization.”http://en.wikipedia.org/wiki/Business_process_reengineeringWednesday, May 15, 13
    • interaction-basedlanguage for business-level dialogWednesday, May 15, 13
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    • Monitor SynthesizeLocateExploreWednesday, May 15, 13
    • Monitor• New tweets by people the user follows• Interactions with other twitter users• Activity related to the user’s profile• People, topics, or items recommendedWednesday, May 15, 13
    • • New tweets by people the user follows• Interactions with other twitter users• Activity related to the user’s profile• People, topics, or items recommendedMonitor Analyze EvaluateStrategic OversightWednesday, May 15, 13
    • AnalyzeAnalyzeMonitorExploreCompareComprehend SynthesizeEvaluateVerifyMode NetworksWednesday, May 15, 13
    • Explore AnalyzeEvaluateInsight-drivenSearchOpportunity-driven SearchComprehendExplore LocateQualifiedSearchLocate VerifyConsumer Scenario ChainsWednesday, May 15, 13
    • AnalyzeExplore ComprehendEvaluateVerifyLocateMode NetworksWednesday, May 15, 13
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    • HeaderStreamCoreSecondaryWednesday, May 15, 13
    • MonitoringconsolesMonitoringconsolesSearch resultsHomeMe#Discover@ConnectFavorites ListsFollowing FollowersMentionsActivityWho tofollowFindfriendsBrowsecategoriesTweetShared assetExploration& extensionworkspacesWednesday, May 15, 13
    • • Using the modes as a generative design tool requiresmapping of information assets.• Not a one-to-one correspondence between a composite ofmodes such as a chain, and an interaction component ofany size or scope.• Modes are useful as alignment tool for product’s conceptmodel and users’ mental models.• Well designed interaction components combine modestogether into compact functions that accomplish more thanone ‘micro-task’ at the same time – e.g. Show conversationlink locates and presents info for exploration /comprehension/ analysis.Wednesday, May 15, 13
    • • Every individual system will have its own idiosyncratic network ofmodes and chains that arises from the particular user journeys itneeds to support.  Designers must understand and reference thislocal map to create effective systems, and specifically to definethe right UX architecture.• Local mode networks should be analyzed along three axes: forrecurring modes and mode chains, for intersecting or overlappingmodes and mode chains, and for sequences of modes andchains.• Constructive units need ‘linkages’ – not sure what / how torepresent linkage using current language. Continuity is one thinglinkages address and enable. Need an understanding / definitionof continuity.• Scope of information needed for an activity and the interactioncomponent that enables it can be addressed via density of info,or scope of interaction component.•Wednesday, May 15, 13
    • learn hearts & mindsrely on known modes & sequencesparsimonious compositionhunt cross-channel flowsoptimize for core scenariosevery interaction enhances insightWednesday, May 15, 13
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    • References & ResourcesLanguage of DiscoveryWednesday, May 15, 13
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    • 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: forthcomingWednesday, May 15, 13
    • 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 2002Wednesday, May 15, 13
    • 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.Wednesday, May 15, 13
    • 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.Wednesday, May 15, 13
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    • @moJoeJoeLamantia.comJoe.Lamantia@oracle.comhttp://slideshare.net/mojoeWednesday, May 15, 13