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Hypothesis-drivenproblemsolving
define & refine
strategy consulting
business integration
tangible results
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TheLabyrinth Problem
Most effective way to
solve alabyrinth
problem?
Usually tostartfromthe
goal...
...thisisthemain idea
behind hypothesis-driven
problemsolving
Start
Goal
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Agenda
Part1:About Monator
Core business,clients...
Part2:Our approachtoproblemsolving
Generalframework,problemsolving tools,how can youuse
thisforyourpaper...
Part3:Our approachtoHCI
Usability value context,SoftSystemMethodology,
Excercises...
Part4:Conclusions
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Keyissues
Understand thebig picture
Careful problemformulation
Starting fromtheend will save time
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What does Monator do?
Gothenburg-based ManagementandIT
Consultancy firm
Core business
Help our clients define andrefine their businesses
Areasofwork
1) Strategy consulting
2) Businessintegration
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Our Clients
Growth-orientedsmallandmidsizedcompanies
Examples:
CustomerRelationshipManagement
(CRM)solution
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Part2
Our approachtoproblemsolving
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Ageneralframework
Hypothesis-driven &fact-based problemsolving
1. Whats theproblem?
2. Whats probably asolution?
3. Analyze facts anddatabehind theproblem
4. Presentthesolution
primary
focus
today
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1.Whats theproblem?
Identifyandisolatethecoreproblem
MECEapproach
MutuallyExclusive,CollectivelyExhaustive
Concept formulated byMcKinsey &Co
Helps youidentifynon-overlappingboundariesofthe
problem
MECEforcrossing ariver
MutuallyExclusive:takingthebridgeortheboat
Collectively Exhaustive:allvalid optionsforcrossing theriver
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Tools:Logic trees (1)
Logic tree breakdown
Showstherelationsbetweenthecomponentsof
theproblem
Profits
Revenues
Costs
Customers
Prices
Products
Fixed
Variable
...
...
...
...
...
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Tools:Logic trees (2)
Turn tothepersonnext toyou.
Use theLogic trees approachtoidentify the
components ofthefollowing problem:
Yourcar hasstopped due toanengine failure
Take notes ofyourdiscussions
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2.Whats probably asolution?
Suggestahypothesisforasolution
Willhelpyourdatagatheringandanalysis
Disaggregatetheissues
Whatissueshavetobefulfilledinorderforthe
hypothesistobevalid?
Visualize withlogic tree breakdowns
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Tools:The5Whys method (1)
Made popularbyToyotainthe1970s
Helps toquickly determine theroot cause ofaproblem
Easytolearn andapply
Startattheend result andwork backward (toward theroot
cause)continually asking Why?
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Tools:The5Whys method (2)
Problem:Unsatisfied client
1. Why isour client unhappy?
- Because we did notdeliver our servicesontime.
2. Why were we unable tomeet theagreed-upon timeline?
- Thejob took much longer than we thought.
3. Why did thejob take longer?
- Because we underestimated thecomplexity ofthejob.
4. Why did we underestimate thecomplexity ofthejob?
- We made aquick estimate ofthetimeneeded tocomplete it,anddid notlisttheindividual stages
needed tocomplete theproject.
5. Why did we notdo this?
- Because we were running behind onother projects
Root cause:We need toreview our timeestimation andspecification procedures
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Tools:The5Whys method (3)
Turn tothepersonnext toyou.
Use the5Whys method tofind theroot cause
tothefollowing problem:
Oneofyou hasfailed your HCIexam
Take notes ofyourdiscussions
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Tools:Reverse brainstorming
Traditionalbrainstorming:
HowdoIsolveorpreventthisproblem
Reversebrainstorming:
HowcanIpossiblycausethisproblem
Surprisinglypowerfultechnique
Besuretofollowthebasicrules ofbrainstorming
Allowideastoflowfreely,dontrejectanything
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3.Analyze facts anddatabehind theproblem
Datagathering
Firstdecidewhatdataisneededtoprovethe
hypothesis
ANDwhatisnotneeded!
Analysis
Analyzethedatatoproveordisprovethe
hypothesis
Ifthefactsdisproveyourhypothesis,changeyour
hypothesis
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4.Presentthesolution
Inmanycasesyourpresentationis your
solution
Thevalue inyoursolutionwill only beextracted if
youareable toexplain/sell yourideas toyourclient
Tailoryourpresentationtoyouraudience
Whatissuesarecriticalforreachingclientbuy-in?
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How can youuse thisforyourpaper?
Choose atopic andgetfamiliarized withthedomain
Carefully formulate yourresearchquestion
Willsave youtime
Find aninitialhypothesis fromthestart
Startfromthegoal anddisaggregate allissues
Trytobuild yourcase fromstarttofinishbefore beginning to
work onyourreport (i.e.before splittingupthework)
Conduct youranalysis andpresentyourideas inyour
paper
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Part3
Our approachtoHCI
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Usability Value Contexts
Savedevelopmentcosts
Savedevelopmenttime
Reducemaintenancecosts
Decreasesupportcosts
Reducetraining/documentationcost
Increasesuccessrateandreduceusererror
Increaseefficiency/productivity
Increaseeaseofuse
Increaseeaseoflearning
Increasetrustinsystems
Increaseusersatisfaction
Increaserevenue
Increasetransactions/purchases
Retaincustomers
Attractmorecustomers
Increasemarketshare
Increasejobsatisfaction/decreasejobturnover
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Traditional methodology (1)
Systems Engineering
Awell-defined world
Technology-oriented
(Hard)Problemshave
definitesolutions
Onecan define specific
goals tobeachieved
But?
Where does itbite thedust?
SoftProblems
Hardtodefine
Interaction:human(s)
technology
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Traditional methodology (2)
Implementationbringsaboutotherproblems
tobesolved
9.Implementoption
Choice(politics,power,equity) 8.Choosetoimplementthemostrelevant
option
Arethesefeasible/achievable/withinbudget? 7.Testtheseoptions
Whatwouldtheoptionsbelike? 6.Developoptions
Howwillweknowwhenwehaveachieved
change?
5.Formulatemeasuresofperformance
Howwouldwegetthere? 4.Generatewaysofmeetingobjectives
Wherewouldweliketobe? 3.Identifyobjectivesandconstraints
Wherearewenow? 2.Analyzeexistingsituationandrelevant
systems
Whatneedstochange? 1.Define theproblem
Questionstobeanswered Stages
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SoftSystemsMethodology (1)
Focusesonplanning
Incorporatespeopleandtechnology
Notfindingasolutiontoaspecificproblem
Insteadunderstandingthesituation
Several problemsmay exist
but we do notknow which one we areinterestedin
until analysis hasbeen made
Differentviewperstakeholder
BUT!contradictionisnotdefaultpersay
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SoftSystemsMethodology (2)
Notforgoal-orientedachievers
goals areseldomreached
Theobjective ofSSM
Toprovidealearningmethodologytosupport
discussionondesirableandfeasiblechangesofa
system(and/oranorganization)
ApplyingSSMin HCIengineering
Establish purpose,people,constraints and
developing conceptual models ofidealsystem
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Keywords ofSSM
Stakeholderanalysis
Richpicture
Visualizingproblemexpression
Rootdefinition(usingCATWOEcriteria)
Coreofhumanactivitytobemodeled
Briefstatementconcerninganactivity
DefiningtheWhats
Conceptualmodel
DefiningtheHows
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Overview ofSSM
Possiblegenerationof
newSSMprocesses
(iterations)
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SSMapplied CATWOEanalysis
Multipleuses
Consideration ofelementsapplicable toroot definition
Theletters
Client (orCustomer)
Actor
Transformation
Worldview (Weltanschauung)
Owner
Environment
GOAL:Find theRoot Definition
Recallthedefinitionof
RD:Coreofhuman
activitytobemodeled
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TheC&AinCATWOE
Clients
Whoarethesystem
beneficiaries
Example (Ladok):
Peopletaking classes at
Chalmers
Actor
Whotransforminputsto
outputs
Example:
Lecturer
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TheT&WinCATWOE
Transformation
Theprocessfrominputs
intooutputs
Approachthrough the
5Escriteria
Efficacy,Efficiency,
Effectiveness,Ethicality,
Elegance
Example:
Take exam records and
turn into knowledge of
studentsofChalmers
Worldview
Theperspectivefrom
whicharootdefinitionis
formed
Example:
Efficient managementof
studentsinfoisvitalforthe
success oftheschool
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TheO&EinCATWOE
Owner
Theperson(s)whohas
commissionedthe
system(andwithpower
ofveto)
Example:
TheHead Masterof
Chalmers
Environment
Theneed(s)tobe
considered/factors
affectingthe
environment.
Example:
Applicable laws and
regulations oninformation
storage andprivacy
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Concluding schematic example
Asystemisowned byO
Todo WbyA
Bymeans ofT
Giventhecontraints ofE
Inordertoachieve xforC
Optionalhomeassignment: Developcriticsofearliershownexample
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Exercises ProblemSolving &SSM
Firstexercise
Objective:
Using Hypothesis-based problemsolving &CATWOE
analysis todo apreliminary study ofasystemsolution
Preferableprerequisites:
Lecture notes
Secondexercise
Objective:
Using1stexercisescasetofind parametersinfluencing
systemusability
Moreinfotocome
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Part4
Conclusions
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Whatwehavetalkedabouttoday
Generalframework
Hypothesis-driven
Helpfultools
Problemsituation-orientation
InteractionPeoplevs.Technology
SuitableforBusinessApplications
Basics of
Problem Solving
Soft System
Methodology
Heuristics,
Design Principles,
etc.
Understand thebig picture
Careful problemformulation
Starting fromtheend will save time
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Thanks forlistening!
Goodluck withyourpapers &exam
Questions?
FormoreinformationaboutMonatorpleasevisithttp://www.monator.com
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Extras Example ofaroot definition:CRM
Organizational definition
Aprofessionally manned system
inasmallormedium-sized
company which enables the
company tomanage and
enhance customer relationsin
ordertofacilitate long-term
businesssuccess
CRMSoftwareSystemdefinition
Asoftwaresystemwhich holds
relevantinformation,supports
thecoordination ofbusiness
processes andenables CRM
performancemanagementin
ordertocompany professionals
within sales,supportand
generalmanagementto
effciently perform activities
related tocustomer relations.
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Extras The5Esframework
Efficacy
Dothemeans work tojustify theends?
Efficiency
Areessential resources being considered?
Effectiveness
DoestheThelp therealization oflonger termgoals related
totheOs potential?
Ethicality
IsTaproperthing todo?
Elegance
IsTaesthetically pleasing?
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Extras Conceptual model
Describes andspecifies
Themajordesignmetaphors andanalogies
employed inthedesign,if any
Theconcepts thesystemexposes tousers
Therelationships between these concepts
Themappings between theconcept andthetask-
domain thesystemisdesigned tosupport
(Adapted fromJohnson&Henderson)