See to believe: capturing insights using contextual inquiry

1. Kate Lawrence, Vice President of User Research Deirdre Costello, Sr. UX Researcher Melissa Pike, Director of Technical Product Management, Medical Market September 18, 2014 See to Believe: Capturing Insights Using Contextual Inquiry

2. Agenda 1.  EBSCO’s User Research Team 2.  The Contextual Inquiry method 3.  Our Medical CI Findings 4.  TranslaRng Findings into Product

3. Data Analysis Select the appropriate method, conduct our own research. Typically qualita8ve. What ques8ons have been asked previously? What do those studies show? What does a comprehensive literature search reveal? SecondaryResearch PrimaryResearch Review usage data and metrics. Quan8ta8ve methods.

4. Social Media Mining Prototype Reviews Focus Groups Participatory Design Metrics Analysis Eye Tracking Heuristic Evaluation Video Diary Studies Energy economics A/B Testing Secondary Research Literature Reviews Contextual Inquiry Usability testing Competitive Testing Cognitive Walkthroughs Amazon Mechanical Turk Surveys Card Sorting Tree Navigation Usertesting.com

5. CI is ethnographic; it is the research method that gets us closest to the user. Real user, live workﬂow Users in simulated workﬂow Data metrics, surveys Secondary research/ anecdotes Contextual Inquiry

6. Observing users in real context, including the structure of their work pracRce ParCcipant-‐driven sessions Understanding how social context influences the experience. Focus on what users do, not what they say they would do. A structured interview StaRsRcally significant sample size Time efficient Easy recruiRng What CI Is What CI is not Contextual Inquiry

7. hp://physiciandispensingsoluRons.com Renewgroup.com TheformaRonscompany.com User Sessions Debrieﬁng Stakeholder Review & PresenCng Findings Aﬃnity Mapping

8. Planning: The Team • Secure iniCal support for the research • Team = UX & researchers + select others (ideal team size: 6-‐7 members) • Time is a requirement – CI team members are expected to ac8vely parRcipate.

9. Planning: Prepping •  Resist the urge to write interview quesRons/a tesRng script – instead, idenCfy a list of themes and topics you want to cover. •  Create (lean) personas* to help with recruiRng. •  Train team on the CI process: provide readings, YouTube videos. * A good lean persona resource – Jason Crane hGp://snapperwolf.com/ 2012/03/03/how-‐to-‐create-‐a-‐lean-‐persona.html

10. Planning: Recrui8ng •  Recruit a small sample based on skill sets/ persona breakdowns and prepare yourself for the inevitable quesRon. •  Recruit through people you know – you need to ﬁnd talkaRve, thoughhul parRcipants who respond to emails. •  Recruit iteraCvely – determine which personas are the most inﬂuenRal as you go •  Provide a good incenCve to guarantee Rme and aenRon ($25+ per hour, Amazon gik cards if cash is hard). “How do you know that your sample is representative?”

11. Planning: Scheduling • Schedule parRcipants for a 1 to 2-‐hour block – maximum of 1 parRcipant per day. Build in Rme for travel, parking, food, brief discussion akerwards. • Meet in an environment where the parRcipants do what you want to talk about. Students? Library, meeRng space, common room. Physicians? Hospital, oﬃce, etc.

12. Planning: Session Logis8cs • Ask parRcipants to bring any devices they use regularly for the tasks that are the subject of the study. Ex: Students – what do you use for conducting research? Please plan to bring those devices with you to our session. • Make sure there’s wiﬁ. • Bring a notebook, several pens, your cell phone and your phone charger. • Download a recording app, then make sure there’s room on your phone to store recordings.

13. •  Start with a single request: “Can you show me the last search you did for x?” •  Follow the parRcipant’s lead, but make notes about things you want to circle back and probe on. •  Another key quesRon: “How did you learn about that?” • Do occasional Rme checks and note those in the margins ConducRng the CI Sessions

14. Debriefing: How It Works •  Researchers walk through the enCre session, note by note •  Team asks specific quesRons, requests details and clarificaRon; discussion ensues. •  Note-‐taker captures what team indicates is relevant; team helps to formulate the “wall-‐worthy” note – Rp: focus on intent

15. Affinity Mapping: How It Works •  CreaRng affiniRes to organize/categorize the data from debriefs •  Print out every note •  Decide on an iniCal set of themes (these will evolve) •  Have the team put all the sRcky notes on the wall grouped by theme, then organize the notes into smaller, more specific groups and hierarchies •  Invite stakeholders and others outside the immediate team to socialize your findings *Based on a 6 Sigma pracRce: hp://www.discover6sigma.org/post/2009/02/affinity-‐diagram/

16. Visioning: What It Is •  Moving from data collecRon/ organizaRon to acConable ideas; opportunity for others to experience user pain points. •  Let aendees “walk the walls” of the aﬃnity hierarchies with post-‐it notes – instrucRon: “Write down your ideas for easing the pain points.” •  SoluRon ideas become workﬂow diagrams that represent ideal user scenarios.

27. Product Management: Melissa Pike

28. Rolling up your ﬁndings Agreeing on the problems you need to solve with sponsors DocumenRng your product themes and features PrioriCzing your themes and features with sponsors TransiRoning from visioning to themes

29. Search Access Content Mobile Product Awareness Interoperability

30. Theme A Theme B Theme C Theme D Theme E Theme F

31. DocumenCng features and use cases CollaboraCng with your architects and technical leads Sharing the CI ﬁndings and session arRfacts Socializing features to other product stakeholders Synergizing across other product owners Alignment: Ini8a8ves, Features Image By People_icon.svg: User:LiWarn Symbol_support_vote.svg: User:Zscout370 Deriva8ve work: Drilnoth (talk) SVG version: Lukeas (People_icon.svg Symbol_support_vote.svg) [Public domain], via Wikimedia Commons

32. Roadmap Product Owner from Group 1 Roadmap Product Owner from Group 5 Roadmap Product Owner from Group 2 Roadmap Product Owner from Group 3 Roadmap Product Owner from Group 4 Theme A Theme B Theme C Theme D Theme F Theme G Share the wealth of knowledge from CI, get buy-‐in, idenRfy co-‐ownership Avoid living in your own product or market vacuum!

33. Feature Board Theme A Theme B Theme C Theme D Theme E Theme F Feature A1 Feature B1 Feature C1 Feature D1 Feature E1 Feature F1 Feature A2 Feature C2 Feature D2 Feature F2 Feature A3 Feature B2 Feature D3 Feature F3 Feature A4 Feature B3 Feature D4 Feature E2 Feature A5 Feature B4 Feature C3 Feature E3 Feature A6 Feature A1 Feature D5 Feature E4 Feature F4 Decreasing Priority Version 1 “Must Have” Feature Boundary Blanks mean no feature for this theme has this level of priority Visualiza8on courtesy of David Brickner, EBSCO Informa8on Services

34. Theme A Theme B Theme C Theme D Theme E Theme F Feature A1 Feature B1 Feature C1 Feature D1 Feature E1 Feature F1 Feature A2 Feature C2 Feature D2 Feature F2 Feature A3 Feature B2 Feature D3 Feature F3 Feature A4 Feature B3 Feature D4 Feature E2 Feature A5 Feature B4 Feature C3 Feature E3 Feature A6 Feature A1 Feature D5 Feature E4 Feature F4 Decreasing Priority Version 1 “Must Have” Feature Boundary Example, these Pink Rckets are in Requirements Feature Board Visualiza8on courtesy of David Brickner, EBSCO Informa8on Services Theme A Theme B Theme C Theme D Theme E Theme F

35. Theme A Theme B Theme C Theme D Theme E Theme F Feature A1 Feature B1 Feature C1 Feature D1 Feature E1 Feature F1 Feature A2 Feature C2 Feature D2 Feature F2 Feature A3 Feature B2 Feature D3 Feature F3 Feature A4 Feature B3 Feature D4 Feature E2 Feature A5 Feature B4 Feature C3 Feature E3 Feature A6 Feature A1 Feature D5 Feature E4 Feature F4 Decreasing Priority Version 1 “Must Have” Feature Boundary Ticket color is updated to indicate status on the “In Progress” board Feature Board Visualiza8on courtesy of David Brickner, EBSCO Informa8on Services Theme A Theme B Theme C Theme D Theme E Theme F

36. Theme A Theme B Theme C Theme D Theme E Theme F Feature A1 Feature B1 Feature C1 Feature D1 Feature E1 Feature F1 Feature A2 Feature C2 Feature D2 Feature F2 Feature A3 Feature B2 Feature D3 Feature F3 Feature A4 Feature B3 Feature D4 Feature E2 Feature A5 Feature B4 Feature C3 Feature E3 Feature A6 Feature A1 Feature D5 Feature E4 Feature F4 Decreasing Priority Version 1 “Must Have” Feature Boundary MulRple state changes due to good progress from the teams Feature Board Theme A Theme B Theme C Theme D Theme E Theme F

37. SomeRmes a great product can be deﬁned by what it doesn’t have, versus having too much We are starRng simple, and layering in only the components that we saw user’s use or express a desire for DeconstrucRng product, enabling usability The image part with relationship ID rId3 was not found in the file. Simplifying the Bull: How Picasso Helps to Teach Apple’s Style Inside Apple’s Internal Training Program By BRIAN X. CHENAUG. 10, 2014

38. "Osmar Schindler David und Goliath". Licensed under Public domain via Wikimedia Commons -‐ hGp://commons.wikimedia.org/wiki/File:Osmar_Schindler_David_und_Goliath.jpg#mediaviewer/ File:Osmar_Schindler_David_und_Goliath.jpg The image part with relationship ID rId3 was not found in the file. Know your opponent, Make a Plan CI ﬁndings arm you with knowledge Acknowledge your current weaknesses Learn from mistakes IdenCfy opportuniRes Inform your plan Align your team Focus on winning

39. Thank you! Kate: klawrence@ebsco.com Deirdre: dcostello@ebsco.com Melissa: mpike@ebsco.com

See to believe: capturing insights using contextual inquiry

See to believe: capturing insights using contextual inquiry

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