Description This book introduces a customer-centered approach to business by showing how data gathered from people while they work can drive the definition
of a product or process while supporting the needs of teams and their organizations. This is a practical, hands-on guide for anyone trying
to design systems that reflect the way customers want to do their work. The authors developed Contextual Design, the method discussed
here, through their work with teams struggling to design products and internal systems. In this book, you'll find the underlying principles
of the method and how to apply them to different problems, constraints, and organizational situations.
Contextual Design enables you
to
+ gather detailed data about how people work and use systems
+ develop a coherent picture of a whole customer population
+ generate
systems designs from a knowledge of customer work
+ diagram a set of existing systems, showing their relationships, inconsistencies,
redundancies, and omissions
Contents
Contextual Design: Defining Customer-Centered Systems by Hugh Beyer and Karen Holtzblatt
Foreword
Preface
Chapter 1 Introduction
The challenges for design
The challenge of fitting into everyday life
Creating an optimal match to the work
Keeping in touch with the customer
The challenge of design in organizations
Teamwork in the physical environment
Managing face-to-face design
The challenge of design from data
The
complexity of work
Maintaining a coherent response
Contextual Design
Part 1 Understanding
the Customer
Chapter 2 Gathering Customer Data
Marketing doesn't provide design data
The rocky partnership between IT and its clients
Improving communication with the business
The role of intuition
in design
Contextual Inquiry reveals hidden work structure
Chapter 3 Principles of Contextual Inquiry
The master/apprentice model
The four principles of Contextual Inquiry
Context
Partnership
Interpretation
Focus
The contextual interview structure
Chapter 4 Contextual Inquiry in Practice
Setting
project focus
Designing the inquiry for commercial products
Designing the inquiry for IT projects
Designing
the interviewing situation
Deciding who to interview
Making it work
Part 2 Seeing Work
Chapter 5 A Language of Work
Using language to focus thought
Graphical languages give a whole
picture
Work models provide a language for seeing work
Work models reveal the important distinctions
Chapter 6 Work Models
The flow model
Recognizing communication flow
Creating a bird's-eye
view of the organization
The sequence model
Collecting sequences during an interview
The artifact model
Collecting artifacts during an interview
Inquiring into an artifact
The cultural model
Recognizing the
influence of culture
Making culture tangible
The physical model
Seeing the impact of the physical environment
Showing what matters in the physical environment
The five faces of work
Chapter 7 The Interpretation
Session
Building a shared understanding
The structure of an interpretation session
Team makeup
Roles
Running the session
The sharing session
Part 3 Seeing across Customers
Chapter 8 Consolidation
Creating one representation of a market
A single representation is a marketing
and planning tool
Facilitate the partnership between IT and customers
IT can be the voice for coherent business processes
Representations of work stabilize requirements
Seeing the whole
Chapter 9 Creating One View
of the Customer
The affinity diagram
Consolidating flow models
Consolidating sequence models
Consolidating artifact models
Consolidating physical models
Consolidating cultural models
The thought
process of consolidation
Chapter 10 Communicating to the Organization
Communication Techniques
Walking the affinity
Walking the consolidated models
Touring the design room
Tailoring the language to
the audience
Marketing
Customers
Engineering
Management
Usability
Models manage
the conversation
Part 4 Innovation from Data
Chapter 11 Work Redesign
Customer data drives innovation
Creative design incorporates diversity
Contextual Design introduces a process
for invention
Work redesign as a distinct design step
Chapter 12 Using Data to Drive Design
The consolidated flow model
Role switching
Role strain
Role sharing
Role isolation
Process
fixes
Target the customer
Pitfalls
The consolidated cultural model
Interpersonal give-and-take
Pervasive values
Public relations
Process fixes
Pitfalls
The consolidated physical model
The reality check
Work structure made real
Movement and access
Partial automation
Process fixes
Pitfalls
Consolidated sequence models
What the user is up to
How users approach a task
Unnecessary
steps
What gets them started
Process fixes
Pitfalls
Consolidated artifact models
Why it
matters
What it says
How it chunks
What it looks like
Pitfalls
Using metaphors
Using
models for design
Chapter 13 Design from Data
Walking the data
Priming the brain
Creating a vision
Creating a common direction
Making the vision real
Process and organization design
Marketing plans
System design
Storyboards
Redesigning work
Part 5 System Design
Chapter 14 System Design
Keeping the user's work coherent
Breaking up the problem breaks up the
work
A system has its own coherence
The structure of a system
Designing structure precedes UI design
The User Environment Design
Representing the system work model
The User Environment formalism in the design process
Chapter 15 The User Environment Design
The reverse User Environment Design
Building the User Environment
from storyboards
Defining a system with the User Environment Design
Books and book related electronic products are priced in US dollars (USD), euro (EUR), and Great Britain Pounds (GBP). USD prices apply to the Americas and Asia Pacific. EUR prices apply in Europe and the Middle East. GBP prices apply to the UK and all other countries.
Home | Elsevier Sites | Privacy Policy | Terms and Conditions | Feedback | Site Map | A Reed Elsevier Company