The document discusses the increasing significance of data discovery, emphasizing the importance of understanding and extracting value from massive amounts of digital data expected to grow exponentially. It outlines various modes of discovery and necessary skills for navigating data-rich environments, highlighting the need for a common vocabulary in understanding discovery activities across different contexts. Additionally, it presents a framework for designing effective discovery experiences and emphasizes the role of data literacy as a crucial skill for the future.

1. The Language #StrataNY2012
#languageofdiscovery
of Discovery #ageofinsight

2. Joe Lamantia
UX Lead: Discovery Products Oracle
@moJoe
JoeLamantia.com
Joe.Lamantia@oracle.com
http://slideshare.net/mojoe

3. designed many
discovery solutions

4. Welcome to
The Age of Insight

5. “In the next ten
years, digital data
alone is expected
to grow 44 times.
By 2020, there
will be 4 billion
people online
creating 50
trillion gigabytes
of data.”
HP Intelligent Research

6. Volume: yotta, yotta, yotta
Varied data ‘materials’
social, cultural, personal, environmental, economic, scientific
Full spectrum of granularity
Real-time & historical perspectives
Commoditized infrastructure
storage, processing, distribution, publishing
Data ecosystem(s)

10. Everything is
discoverable

11. discovery is...?

12. more than
visualization

13. not just search

14. Discovery
Act or experience of seeing, finding,
learning, or solving something.
Something seen, found, learned, or solved.

15. discovery is
making sense
of the world
search
prediction
visualization
analysis

16. Insight
Grasping or understanding meaning,
significance, and/or a solution.
A valuable change in perspective or
understanding that enables or guides
further action.

17. urban status
http://citydashboard.org/london/

18. W Antwerp WT?

19. influence

20. data journalism

21. cultural analytics

22. ‘Cliodynamics’ is a
transdisciplinary area of
research integrating
historical macrosociology,
economic history/
cliometrics, mathematical
modeling of long-term
social processes, and the
construction and analysis of
historical databases.
scientific disciplines

23. “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

24. we know you’re a dog

25. Everyone
discovers

26. “The ability to take data - to be able to understand it, to
process it, to extract value from it, to visualize it, to
communicate it's going to be a hugely important skill in the
next decades, not only at the professional level but even at the educational level for
elementary school kids, for high school kids, for college kids. Because now we
really do have essentially free and ubiquitous data. So the
complimentary scarce factor is the ability to understand
that data and extract value from it.”
Hal Varian
http://www.mckinseyquarterly.com/Hal_Varian_on_how_the_Web_challenges_managers_2286

28. ready data

29. interaction tools

30. management tools

31. engagement models

32. consumer devices

33. “The datasexual looks a lot like
you and me, but what’s different is
their preoccupation with personal
data.
They are relentlessly digital, they
obsessively record everything
about their personal lives, and
they think that data is sexy. In
fact, the bigger the data, the sexier
it becomes.
Their lives - from a data
data as lifestyle
perspective, at least - are perfectly
groomed.”

35. Discovery is the leading
emerging interaction category
of the Age of Insight

36. discovery capability is expected
in all interaction contexts

37. As I was waiting for a table at a
local restaurant the other day, I
flipped through a couple of the
free classified papers.
I was shocked to realize how
dependent I’ve grown on
three simple features that just
aren’t available in the analog
world: search, sort and filter.
http://uxdesign.smashingmagazine.com/2012/04/10/ui-patterns-for-mobile-apps-search-sort-filter/

38. Horizon of Discoverability
future
soon
present
past

39. Discovery is Everyware
multi-channel experiences mixed realities
networked devices & places
ubicomp
environments
information
shadows
product, service, personal avatars

40. How to design discovery
experiences...?

41. precursors
Bates - tactics & categories
O’Day & Jeffries - categories
Cool & Belkin
Ellis - behaviors & modes
Marchionini - IR framework
Spencer - Modes
Lamantia - Modes & patterns

42. information retrieval

43. mediated sense making

44. Need & context vary wildly
Patterns of form
are inadequate.

45. data + activity insight!

46. The same thing
we do every night...

47. Activity Centered Design

48. Research-based

49. Call Centers & Maintenance Data Quality &
Knowledge Repair & Governance
Mgmt Overhaul
Claims Analysis Enterprise Search
Digital Asset & Knowledge Mgmt
Mgmt
Warranty
Analysis Field Service Operations
Financial
Analysis & Planning
Analysis
Service Measure
Customer Human Capital
Risk Analysis
Support & Plan & Management
Maintain Operate
Market Research Program & Portfolio
Pricing Sell & Develop & Mgmt
Analysis
Deliver Produce
Manufacturing
& Quality Inventory &
Inventory &
Demand Visibility
Sales & Delivery
Customer Part, Commodity
Analysis Product & Supplier
Market
Intelligence
solution contexts
Information
Mgmt
Analysis
Spend
Analysis

50. scenario analysis

51. User Scenarios
“Understand the quality performance of a part and module set in
manufacturing and the field so that I can determine if I should replace
that part.”
- Engineering
“Understand a lead's underlying positions so that I can assess the
quality of the investment opportunity.”
“Understand a portfolio's exposures to assess portfolio-level
investment mix.”
- Portfolio Manager
“I need to understand the cost drivers for this commodity so I can
negotiate better terms with my suppliers and forecast business risk
based on market indices.”
- Procurement

52. The Language of Discovery:
A concrete descriptive language for
human discovery activity in diverse
contexts.
A simple and consistent vocabulary that
is independent of domain, role,
information type, etc.

53. Leverages what is common
in human discovery.
Allows for what varies in
contexts of discovery.

54. Enables understanding of
discovery needs and context

55. Generative tool for discovery
capability and experiences

56. activity grammar

57. works like musical notes

58. DISCOVERY S

59. 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)

60. Argumentation
The purpose of argumentation (also called persuasive writing) is to prove the validity
of an idea, or point of view, by presenting sound reasoning, discussion, and
argument that thoroughly convince the reader.

61. Rhetorical Modes
Exposition
The purpose of exposition (or expository writing) is to explain and analyze information
by presenting an idea, relevant evidence, and appropriate discussion.
http://en.wikipedia.org/wiki/Rhetorical_modes

62. Discovery Modes
“a broad, but identifiable discovery activity that is
not tied exclusively to a particular context or
domain.”

63. Identifying Modes
“I need visibility into the parts my colleagues are using globally in order to find the
best part possible for my assembly.”
- Engineering
“I need to identify customers/marketers/dealers failing & at risk of de-branding
based on performance problems.”
- Account Rep
“I need to identify problem/success areas and where to intervene and reward.”
- SVP Sales
“I need to identify the best customer/consumer/region targets for our brand/
products.”
- Brand Manager

64. Identifying Modes
“Understand the quality performance of a part and module set in manufacturing
and the field so that I can determine if I should replace that part.”
- Engineering
“Understand a lead's underlying positions so that I can assess the quality of the
investment opportunity.”
“Understand a portfolio's exposures to assess portfolio-level investment mix.”
- Portfolio Manager
“I need to understand the cost drivers for this commodity so I can negotiate better
terms with my suppliers and forecast business risk based on market indices.”
- Procurement

65. Comprehending
‘To generate insight by understanding the nature or
meaning of something’
e.g. “I need to analyze and understand consumer-customer-market trends to inform
brand strategy & communications plan” – Director, Brand Image

66. Locating
‘To find a specific (possibly known) item’
e.g. “I need to find a new part with particular technical attributes and then source it from
the most qualified supplier”
– Engineer

69. MODE

70. Exploring
‘To proactively investigate or examine something for the
purpose of serendipitous knowledge discovery’
e.g. “I need to identify the cost drivers for this commodity so I can negotiate better
terms with my suppliers and forecast business risk based on market indices”
– Procurement

72. Monitoring
‘To maintain awareness of the status of something for
purposes of management or control’
e.g. “I need to monitor at risk/failing customers/dealers so I can prompt my Account
Reps to fix the problems”
– Sales Manager

74. Locating
‘To find a specific (possibly known) item’
e.g. “I need to find a new part with particular technical attributes and then source it from
the most qualified supplier”
– Engineer

76. Evaluate
‘To use judgement to determine the significance or value
of 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 price
variation to negotiate a better price”
– Procurement

78. Verify
‘To confirm or substantiate that something meets some
specific criterion’
e.g. “How can I determine if I am looking at the latest information for a part or supplier?”
– Supply Chain Specialist

80. Compare
‘To examine two or more items to identify similarities and
differences’
e.g. “I need to compare our module set teardowns with competitive teardown
information to see if we’re staying competitive for cost, quality and functionality”
– Engineer

81. best route is?

82. Locate
Verify
Monitor
Compare
9 modes Comprehend
Explore
Analyze
Evaluate
Synthesize

83. Locate
To find a specific (possibly known) thing
e.g. I need to find a new part with particular technical attributes and then source it from the most qualified supplier -
Engineering
Verify
‘To confirm or substantiate that an item or set of items meets
some specific criterion’
e.g. How can I determine if I am looking at the latest information for a part or supplier? - Supply Chain Specialist
Monitor
‘To maintain awareness of the status of an item or data set for
purposes of management or control’
e.g. I need to monitor at risk/failing customers/dealers so I can prompt my Account Reps to fix the problems - Sales
Manager

84. Compare
To examine two or more things to identify similarities & differences
e.g. I need to compare our module set teardowns with competitive teardown information to see if we’re staying
competitive for cost, quality and functionality - Engineering
Comprehend
To generate insight by understanding the nature or meaning of
something
e.g. I need to analyze and understand consumer-customer-market trends to inform brand strategy & communications
plan – Director, Brand Image
Explore
To proactively investigate or examine something for the purpose of
knowledge discovery
e.g. I need to understand the cost drivers for this commodity so I can negotiate better terms with my suppliers and
forecast business risk based on market indices - Procurement

85. Analyze
To critically examine the detail of something to identify patterns &
relationships
e.g. I need to know the cost drivers for a part such as materials that impact cost. Is the relationship a correlation or
step function for a part cost driver? - Engineering
Evaluate
To use judgement to determine the significance or value of something with
respect to a specific benchmark or model
e.g. I need to determine my current state in my prints so I can evaluate if I have price variation to negotiate a better
price - Procurement
Synthesize
To generate or communicate insight by integrating diverse inputs to create
a novel artifact or composite view
e.g. I need to prepare a weekly report for my boss (sales mgr) of how things are going - Account Rep

86. Modes are the verbs of
discovery scenarios.

87. grammatical
structure & behavior

88. Discovery Goal
Explore verb
something object
to effect
result or goal. predicate

89. You can explore:
people
places
events
objects
data
topics
processes
...??

90. you said they
work like music?

91. Mode

93. When I use the tool, I can...
Monitor
...currently popular colors over useful
intervals
Explore
...currently popular colors, or colors
popular in the past
Verify
That a color is popular now or in the
past

95. As a reader, I can...
Monitor
...articles to see what is new and
available.
Explore
...available articles and topics to
identify those of interest to me.
Locate
... and read articles of interest,
supporting information, and
related materials.

96. My twitter home page allows me to...
Monitor
...the tweets of people I follow, my
followers, community interactions.
Explore
...trends and active topics, and
suggestions for people to follow.
Locate
..tweets, people, hashtags / topics
Synthesize
...new tweets via composition,
retweet, or favorite tweets.

97. The profile snapshot lets me...
Evaluate
...the author of a tweet to decide if I
am interested in them
Locate
...the profile and homepage of the
author of a tweet

98. A twitter profile page lets me...
Explore
...the authors profile to learn more
about them
Evaluate
...their activity, followers, tweets,
relevance to me
Comprehend
...the author’s interests, point of view,

99. domain independent
scale independent
structurally consistent
semantically distinct
orthogonal
conceptually connected
sequencable
combinable

100. Modes seem to be
internalized & common.

101. you said they
work like music?

102. Chains

103. scenario analysis: multiple /
sequential modes

104. Comparative Search
1. Replace a problematic part
Analyze
(from sourcing, cost or technical
perspective)
2. ...with an equivalent or better
part Compare
3. ...without compromising quality
Evaluate
and cost.

105. Comparative Search
1. Analyze
Analyze
2. and understand gaps between
current cost of commodity
Compare
3. versus best in class
manufacturing costs. Evaluate

106. enterprise
scenario chains

107. Comparative Search
Analyze Compare Evaluate
Identify parts used for same function as candidates for commonization and complexity reduction - Core Engineer
Replace a problematic part (from sourcing, cost or technical perspective) with an equivalent or better part without
compromising quality and cost. - Engineering
Compare our module set teardowns with competitive teardown information to see if we’re staying competitive for cost,
quality and functionality. - Engineering
Compare a lead's performance claims with relevant benchmarks to assess the lead's claims - Portfolio Manager
See the difference between what we are spending and what we should be spending to maximize savings (between
actual PO and should costs). - Procurement
Analyze & understand gaps between current costs of commodity versus best in class manufacturing costs - Cost
Estimators

108. Exploratory Search
Explore Analyze Evaluate
Identify opportunities to optimize use of tooling capacity for my commodity/parts - Core Engineer
Identify sales opportunities and targets (increased key customer market share across categories/brands; upsell-cross
sell; promotional targets - District Manager
Evaluate & optimize our product portfolio: Which products should we de-list and retire? What new products should we
be making/selling? - Category Manager
Identify the best customer/consumer/region targets for our brand/products - Brand Manager
Determine suppliers to use for parts in my program and execute sourcing agreements - Core Buyer
Identify customers/marketers/dealers failing & at risk of de-branding based on performance problems - Program
Administrator

109. Strategic Oversight
Monitor Analyze Evaluate
Monitor how well we are tracking to revenue and margin targets by division - SVP Sales
Monitor and grade incoming incidents; close incidents, add incident close codes - Supervisor/Inspector
Monitor global commodity use in relation to plan/guidelines to identify gaps that require corrective action - Core
Engineer
Monitor how well we are tracking to revenue and margin targets by division - District Manager
Monitor & evaluate how our brand is performing in re: revenue, margin, and market share targets - Brand Manager
Financial Analyst: Monitor & assess commodity status against strategy/plan/target

110. Strategic Insight
Analyze Comprehend Evaluate
Track module cost versus functionality over time to determine trends. - Engineering
Understand the quality performance of a part and module set in manufacturing and the field so that I can determine if I
should replace that part. - Engineering
Understand a lead's underlying positions so that I can assess the quality of the investment opportunity - Portfolio
Manager
Understand a portfolio's exposures to assess portfolio-level investment mix - Portfolio Manager
I need to understand the cost drivers for this commodity so I can negotiate better terms with my suppliers and forecast
business risk based on market indices. - Procurement

111. Comparative Synthesis
Analyze Compare Synthesize
Analyze and understand consumer-customer-market trends to inform brand strategy & communications plan -
Director, Brand Image
Find out how many parts I have in my module set of parts and find ways to reduce cost across them - Engineering
Formulate scope & strategy for sourcing and gap closure - Core Buyer
Analyze and understand a market: marketer network, competitive position, customer sat, & share, etc. to inform brand
strategy and communications plan - Brand Image Analyst

112. Enterprise Scenario Chains
Comparative Analyze Compare Evaluate
Search
Exploratory
Explore Analyze Evaluate
Search
Strategic Analyze Comprehend Evaluate
Insight
Strategic Monitor Analyze Evaluate
Oversight
Comparative Analyze Compare Synthesize
Synthesis

113. consumer scenario
chains
http://www.flickr.com/photos/t_zero/7350565830/in/photostream/

114. 277 ‘micro-scenarios’ - brief narratives that illustrate the
end user’s goal and the primary task/ action they take to
achieve 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.

115. Insight-driven Search
Explore Analyze Comprehend
An 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
Makri
http://red.cs.nott.ac.uk/~mlw//EuroHCIR2012-­‐Proceedings.pdf

116. Opportunity-driven Search
Explore Locate Evaluate
A 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
Makri
http://red.cs.nott.ac.uk/~mlw//EuroHCIR2012-­‐Proceedings.pdf

117. Qualified Search
Locate Verify
A 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
Makri
http://red.cs.nott.ac.uk/~mlw//EuroHCIR2012-­‐Proceedings.pdf

118. Consumer Scenario Chains
Insight-driven
Explore Analyze Comprehend
Search
Opportunity- Explore Locate Evaluate
driven Search
Qualified Locate Verify
Search

119. Mode

120. recognizable mode chains

121. 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

122. 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

123. 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 riots
Comparative synthesis of all insights into the causes of the UK riots

124. 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

125. mode networks

126. Mode Networks
Verify
Analyze Comprehend Synthesize
Compare Evaluate
Monitor Analyze
Explore

127. Mode Networks
Explore Analyze Comprehend
Locate Evaluate
Verify

129. Exploratory Search
Explore Analyze Evaluate
Identify opportunities to optimize use of tooling capacity for my commodity/parts - Core Engineer
Identify sales opportunities and targets (increased key customer market share across categories/brands; upsell-cross
sell; promotional targets - District Manager
Evaluate & optimize our product portfolio: Which products should we de-list and retire? What new products should we
be making/selling? - Category Manager
Identify the best customer/consumer/region targets for our brand/products - Brand Manager
Determine suppliers to use for parts in my program and execute sourcing agreements - Core Buyer
Identify customers/marketers/dealers failing & at risk of de-branding based on performance problems - Program
Administrator

130. Initial Operative Summary

131. Initial Operative Summary
Explore Analyze Evaluate
Identify opportunities to optimize use of tooling capacity for my commodity/parts - Core Engineer
Identify sales opportunities and targets (increased key customer market share across categories/brands; upsell-cross
sell; promotional targets - District Manager
Evaluate & optimize our product portfolio: Which products should we de-list and retire? What new products should we
be making/selling? - Category Manager
Identify the best customer/consumer/region targets for our brand/products - Brand Manager
Determine suppliers to use for parts in my program and execute sourcing agreements - Core Buyer
Identify customers/marketers/dealers failing & at risk of de-branding based on performance problems - Program
Administrator

132. Initial Operative Summary
Verify
Analyze Comprehend Synthesize
Compare Evaluate
Monitor Analyze
Explore

133. Sensemaking
Source: The Sensemaking Process & Leverage Points For Analyst Technology

134. Initial Operative Summary

135. Using the language

136. To inform the core principles for the user
experience of the product
To coordinate the design of product
features and functions across channels
and form-factors
Product
To evaluate the quality and success of
Strategy, product designs, in terms of usability,
engagement, value, etc.
Definition
To establish a roadmap for the product's
& Design evolution and determine development
efforts
To shape strategy for a portfolio of
products by understanding the value
proposition of current and potential new
products

137. To guide the deployment of the product
as part of a solution for customers
solution Identifying needs via scenarios and
other solution specification tools
design for Crafting functional requirements and
interaction designs for deployed
product applications
To describe and publish patterns and
customers best practices in implementation of the
product - workspace, application,
application suite

138. Mode-based design

140. discovery application
template
Supply Chain Management
Analytics and Forecasting

141. Enables understanding of
discovery needs and context

142. 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?

143. Supply Chain Process
Planning Team Planner / Analyst Planning Manager
Plan Source Manufacture Distribute Replenish

144. 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 evolve
Planner / Analyst
through several iterations before reaching their final state,
allowing and requiring Planners to incorporate data on sales,
inventory, customer activity, etc. as it accumulates in real
time.
•
Improve the accuracy of forecasts and forecasting methods
by understanding the nature, degree, and source of
forecasting errors in reference to a large number of defined
metrics and performance measures.
•
Analyze and understand changes in the factors affecting
forecast accuracy, and enhance forecasting methods to
reflect these changes.

145. Managers: Needs & Goals
•
Monitor and review the accuracy of Planners’ forecasts to
assess individual and team performance
•
Determine the specific metrics and performance
Planning Manager
measurements that Planning teams use for reference,
based on the long-term goals of the organization.
•
Evaluate and improve the effectiveness of forecasting
practices and tools used by planning teams
•
Achieve 100% forecast accuracy
•
Maintain forecast accuracy over time, and in all
situations.
Planning Team

146. recognizable mode chains

147. Planners: Mode Chains
To create new forecasts, Planners:
Analyze
Analyze their previous forecasts and newly
identified causal factors
Compare them to accuracy baselines and Compare
the expected impact of correlating factors
such as seasonal events or weather
Synthesize
Create new forecasts that reflect insights
from analytical activities
Strategic Insight

148. data + activity
Forecast

149. Planners: Mode Chains
To improve forecasting accuracy, Planners:
Analyze
Analyze cumulative and historical accuracy
and error rates to
Understand the factors affecting forecasts Comprehend
Evaluate the relevance and usefulness of Evaluate
newly identified causal factors by
retrospectively including them in previous
forecasts
Strategic Insight

150. data + activity
Causes

151. Planning Managers: Mode Chains
Managers assessing Planner performance:
Monitor
Monitor the accuracy of forecasts made by
individual analysts and the team
Analyze
Analyze forecasts for patterns and trends in
variance and accuracy
Evaluate
Evaluate the effectiveness of analysts, and
forecasting methods.
Strategic Insight

152. data + activity
Method

153. Discovery scope
???
Methodology
Causal Factor
Forecast (location)
Item

154. Generative tool for discovery
capability and experiences

155. Information in workspaces:
how much?
when & where?
what behavior?

156. Application Structure
3 screen types composed of
defined components (portlets)
offering discovery ‘functions’
• faceted navigation
• data visualization
• application navigation
• tabular data
• search
• context management
• metrics
• alerts
• filtering

157. Dashboard Screen

158. Dashboard Screen
Planners Monitor the
accuracy of their own
forecasts compared
with established
baselines and targets.
Planning Managers
Monitor the accuracy
of all the forecasts
made by the Planning
team.
Planner / Analyst Planning Manager
Strategic Oversight
Monitor Analyze Evaluate

159. Dashboard Screen
One pane enables A chart presents historical
monitoring of each values of these measures
major area of supply for Analysis.
chain activity, such as
Inventory or Capacity.
Provides summary
status of processes via
KPIs and
measurements.

160. Dashboard Screen
Alerts allow Planners to
monitor, analyze, and
evaluate changes to
supply chain flow.
Initiate the Strategic
Insight chain: follow
linked data points in
charts, metrics and
alerts ‘deeper’ into the
information space.

162. Analysis Screen
Focused on one sub-function of the supply
chain: forecasts and activity for
‘restocking’ of products in retail settings
through stages of the supply chain.
Search, Breadcrumb, and Faceted
Navigation components allow the user to
understand & manage the data that is
presented in the workspace tables, charts,
while analyzing the information.
Summarize and communicate
workspace context to users to provide
orientation and comprehension.

163. Analysis Screen
‘Metric summary’, which follows on from the performance indicators
identified on the Dashboard,
Visibility into the smaller scale measures that determine the status of the
supply chain; specifically, the accuracy of forecasts (compare & evaluate).

164. Analysis Screen
Below the summary, a group of components presents a visualization and data
grid of a single metric grouped by one or more variables (e.g. quantity by product
type) to enable analysis.
These ‘metric breakouts’ help Planners and Managers comprehend the factors
contributing to the status of each metric. This combination facilitates a wider
range of analysis methods than either presentation method supports alone.

165. Analysis Screen
Supporting tables provide lists of the individual
transactions for detailed analysis and evaluation.

166. Analysis Screen
Planner / Analyst Planning Manager
Strategic
Analyze Comprehend Evaluate
Insight
Comparative
Analyze Compare Synthesize
Synthesis

167. Trends Screen
Planning teams use the Trends screen to explore and
understand the state of the supply chain, and the
accuracy of their forecasts over time.
For this purpose, the Trends screen is primarily designed
to support the Exploratory Search (Explore-Analyze-
Evaluate) and Comparative Synthesis (Analyze-
Compare-Synthesize) chains, in which Planners and
Managers seek to identify new patterns in time and
supply chain activity and suggest potential causal
factors.
The value of the Trends screen is best understood in the
context of sequences of mode chains, such as Strategic
Oversight in companion with Comparative Synthesis or
Exploration Driven Search in companion to Strategic
Insight.
Exploration-driven
Explore Analyze Evaluate
Search
Comparative
Planner / Analyst Planning Manager Analyze Compare Synthesize
Synthesis

168. Sequences

169. Planners: Mode Sequences
Planner / Analyst
Planners will follow the Strategic Oversight chain for Strategic
visibility into the status of their published final forecasts Oversight
vs. actual activity in the supply chain;
When errors or variances beyond an acceptable
Strategic
threshold emerge in one or more forecasts, they will Insight
switch to the Strategic Insight chain in order to
understand the new situation.
They will move on to the Comparative Synthesis
chain to revise their forecasts to reflect their newly Comparative Synthesis
generated insights and improved understanding.
They will then switch back to Strategic Oversight to
Strategic
maintain ongoing awareness of the accuracy and Oversight
effectiveness of their revised forecasts over time.

170. Mode Sequences
A business process or business method is a collection of related, structured activities or tasks
that produce a specific service or product (serve a particular goal) for a particular customer or
customers.
“Process optimization is the discipline of adjusting a process so as to optimize some specified
set of parameters without violating some constraint. The most common goals are minimizing
cost, maximizing throughput, and/or efficiency. This is one of the major quantitative tools in
industrial decision making.
http://en.wikipedia.org/wiki/Process_optimization
Business Process Optimization
Strategic Strategic Strategic
Comparative Synthesis
Oversight Insight Oversight

171. Managers: Mode Sequences
Planning Manager
Planning Managers seeking to improve the forecasting Exploratory
practices and methods of their teams will employ a Search
sequences of mode chains that begins with Exploratory
driven Search, to identify exemplars of particularly strong
or weak forecasts and forecasting practices.
Strategic
Insight
They will move to Strategic Insight to understand how
and why these practices exhibit strength or weakness.
Comparative
Comparative Synthesis will help Managers formulate
Synthesis
new or improved measurements and forecasting
practices.
They will rely on Strategic Oversight to gauge the Strategic
Oversight
effectiveness of new or enhanced practices once in effect.

172. Mode Sequences
“Business process re-engineering is the analysis and design of workflows and processes
within an organization.”
http://en.wikipedia.org/wiki/Business_process_reengineering
Business Process Re-Engineering / Design
Exploration-driven Strategic Comparison-driven Strategic
Search Insight Synthesis Oversight

173. interaction-based
language for business-
level dialog

174. learn hearts & minds
rely on known modes & sequences
parsimonious composition
hunt cross-channel flows
optimize for core scenarios
every interaction enhances insight

176. Language of Discovery
References & Resources

178. Publications
Russell-Rose, T., Lamantia, J. and Burrell, M. 2011. A Taxonomy of Enterprise Search and Discovery.
Proceedings of EuroHCIR 2011, London, UK. http://ceur-ws.org/Vol-763/paper4.pdf
Russell-Rose, T., Lamantia, J. and Burrell, M. 2011. A Taxonomy of Enterprise Search and Discovery.
Proceedings of HCIR 2011, California, USA. https://docs.google.com/a/kent.edu/viewer?
a=v&pid=sites&srcid=ZGVmYXVsdGRvbWFpbnxoY2lyd29ya3Nob3B8Z3g6NzdmYjc3OWY2ZjQ2Zjg4MQ
Russell-Rose, T. and Makri, S. 2012 A Model of Consumer Search Behavior. Proceedings of EuroHCIR 2012,
Nijmegen, NL.
Designing the Search Experience: forthcoming

179. References & Resources
The sensemaking process and leverage points for analyst technology as identified through cognitive task
analysis, Pirolli, P., & Card, S. (2005)
https://analysis.mitre.org/proceedings/Final_Papers_Files/206_Camera_Ready_Paper.pdf
Exploratory search: from finding to understanding, Gary Marchionini, Communications of the ACM, Volume
49 Issue 4, April 2006
http://www.ischool.utexas.edu/~i385t-sw/readings/Marchionini-2006-Exploratory_Search.pdf
Lamantia, Joe. “Goal Based Information Retrieval Experiences” JoeLamantia.com, (June 20, 2006).
http://www.joelamantia.com/informationarchitecture/goalbasedinformationretrievalexperiences
Lamantia, Joe. “10 Information Retrieval Patterns” JoeLamantia.com, (June 29, 2006).
http://www.joelamantia.com/information-architecture/10-information-retrieval-patterns
Lamantia, Joe. “Discovering User Goals / IR Goal Definitions” JoeLamantia.com, (June 24, 2006).
http://www.joelamantia.com/information-architecture/discovering-user-goals-ir-goal-definitions
Spencer, D. 2006. “Four Modes of Seeking Information and How to Design for Them”. Boxes & Arrows:
http://www.boxesandarrows.com/view/four_modes_of_seeking_information_and_how_to_design_for_them
Bates, Marcia J. 1979. "Information Search Tactics." Journal of the American Society for Information Science
30: 205-214
Bates, Marcia J. 1989. "The Design of Browsing and Berrypicking Techniques for the Online Search
Interface." Online Review 13: 407-424.
Broder, A. 2002. A taxonomy of web search, ACM SIGIR Forum, v.36 n.2, Fall 2002

180. References & Resources
Cool, C. & Belkin, N. 2002. A classification of interactions with information. In H. Bruce (Ed.), Emerging
Frameworks and Methods: CoLIS4: proceedings of the Fourth International Conference on Conceptions of
Library and Information Science, Seattle, WA, USA, July 21-25, 2002, (pp. 1-15).
Glaser, B. & Strauss, A. 1967. The Discovery of Grounded Theory: Strategies for Qualitative Research. New
York: Aldine de Gruyter.
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technology”, Information Research, Vol. 10, No. 1. (October 2004)
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Marchionini, G. 2006. Exploratory search: from finding to understanding. Commun. ACM 49(4): 41-46
Norman, Donald A. 2006. Logic versus usage: the case for activity centered design. Interactions 13, 6
O'Day, V. and Jeffries, R. 1993. Orienteering in an information landscape: how information seekers get from
here to there. INTERCHI 1993: 438-445
Rose, D. and Levinson, D. 2004. Understanding user goals in web search, Proceedings of the 13th
international conference on World Wide Web, New York, NY, USA
Salton, G. 1989. Automatic Text Processing: The Transformation, Analysis, and Retrieval of Information by
Computer. Addison-Wesley, Reading, MA.
Sutcliffe, A.G. and Ennis, M. 1998. Towards a cognitive theory of information retrieval. Interacting with
Computers, 10:321–351.

181. References & Resources
Cool, C. & Belkin, N. 2002. A classification of interactions with information. In H. Bruce (Ed.), Emerging
Frameworks and Methods: CoLIS4: proceedings of the Fourth International Conference on Conceptions of
Library and Information Science, Seattle, WA, USA, July 21-25, 2002, (pp. 1-15).
Cool, C. & Belkin, N. 2002. A classification of interactions with information. In H. Bruce (Ed.), Emerging
Frameworks and Methods: CoLIS4: proceedings of the Fourth International Conference on Conceptions of
Library and Information Science, Seattle, WA, USA, July 21-25, 2002, (pp. 1-15).
Ellis, D. 1989. A Behavioural Approach to Information Retrieval System Design. Journal of Documentation,
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Ellis, D., Cox, D. & Hall, K. 1993. A Comparison of the Information-seeking Patterns of Researchers in the
Physical and Social Sciences. Journal of Documentation 49(4), pp. 356-369.
Ellis, D. & Haugan, M. 1997. Modelling the Information-seeking Patterns of Engineers and Research
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Makri, S., Blandford, A. & Cox, A.L. 2008. Investigating the Information-Seeking Behaviour of Academic
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184. @moJoe
JoeLamantia.com
Joe.Lamantia@oracle.com
http://slideshare.net/mojoe
@tgr2uk
Information Interaction http://isquared.wordpress.com/
http://www.slideshare.net/tgr2uk/