ASKING USERS AND EXPERTS

ASKING USERS AND EXPERTS

1. ANDREA NAVARRO 1196414

   • SHARP, ROGERS AND PREECE, (2016), INTERACTION DESIGN: BEYOND HUMAN-COMPUTER INTERACTION, WILLEY INC.

2. USERS

   • INTERVIEWS
     • Developing questions and planning an interview
       • When developing interview questions, plan to keep them short, straightforward and avoid asking too many. Here are some guidelines
         • Avoid long questions because they are difficult to remember.
         • Avoid compound sentences by splitting them into two separate questions.
         • Avoid using jargon and language that the interviewee may not understand but would be too embarrassed to admit.
         • Avoid leading questions such as, "Why do you like this style of interaction?" If used on its own, this question assumes that the person did like it
         • Be alert to unconscious biases. Be sensitive to your own biases and strive for neutrality in your questions
       • try to make it as pleasant for them as possible and try to make the interviewee feel comfortable, here are some steps to achieve it
         • An Introduction in which the interviewer introduces himself and explains why he is doing the interview, reassures interviewees about the ethical is- sues, and asks if they mind being recorded, if appropriate
         • A warmup session where easy, non-threatening questions come first. These may include questions about demographic information, such as "Where do you live?
         • A main session in which the questions are presented in a logical sequence, with the more difficultones at the end
         • A cool-off period consisting of a few easy questions
         • A closing session in which the interviewer thanks the interviewee and switches off the recorder or puts her notebook away, signaling that the in- terview has ended
       • The golden rule is to be professional,
         • Dress in a similar way to the interviewees if possible. If in doubt, dress neatly and avoid standing out
         • Prepare an informed consent form and ask the interviewee to sign it
         • If you are recording the interview, which is advisable, make sure your equip- ment works in advance and you know how to use it
         • Record answers exactly; do not make cosmetic adjustments, correct, or change answers in any way
     • UNSTRUCTURED INTERVIEWS
       • are at one end of a spectrum of how much control the interviewer has on the process. They are more like conversations that focus on a particular topic and may often go into considerable depth
         • The main points to remember when conducting an unstructured interview are
           • Make sure you have an interview agenda that supports the study goals and questions (identified through the DECIDE framework)
           • Be prepared to follow new lines of enquiry that contribute to your agenda
           • Pay attention to ethical issues, particularly the need to get informed consent.
           • Work on gaining acceptance and putting the interviewees at ease. For example, dress as they do and take the time to learn about their worl
           • Work on gaining acceptance and putting the interviewees at ease. For example, dress as they do and take the time to learn about their worl
           • Always indicate to the interviewee the beginning and end of the interview session
           • Start to order and analyze your data as soon as possible after the interview
     • STRUCTURED INTERVIEWS
       • Structured interviews pose predetermined questions similar to those in a questionnaire. are useful when the study's goals are clearly understood and specific questions can be identified
         • Typically the questions are closed, which means that they require a precise answer. The same questions are used with each participant so the study is standardized
     • Data analysis and interpretation
       • Data from structured interviews is usually analyzed quantitatively
     • Semi-structured interviews
       • combine features of structured and unstructured interviews and use both closed and open questions. For consistency the interviewer has a basic script for guidance
     • Other sources of interview-like feedbacK
       • Telephone interviews are a good way of interviewing people with whom you can- not meet
       • Online interviews, using either asynchronous communication as in email or synchronous communication as in chats, can also be used
     • Group interviews
       • One form of group interview is the focus group that is frequently used in marketing, political campaigning, and social sciences research
         • The benefit of a focus group is that it allows diverse or sensitive issues to be raised that would otherwise be missed. The method assumes that individuals de- velop opinions within a social context by talking with others
   • QUESTIONNARIES
     • Questionnaires are a well-established technique for collecting demographic data and users' opinions. They are similar to interviews and can have closed or open questions
       • Designing questionnaires
         • Many questionnaires start by asking for basic demographic information, and details of the user's experience. This background information is useful in finding out the range within the sample group
           • Make questions clear and specific
           • When possible, ask closed questions and offer a range of answers
           • Consider including a "no-opinion" option for questions that seek opinions
           • Think about the ordering of questions. The impact of a question can be influenced by question order. General questions should precede specific ones
           • Avoid complex multiple questions
           • When scales are used, make sure the range is appropriate and does not overlap
           • Avoid jargon and consider whether you need different versions of the questionnaire for different populations
           • Provide clear instructions on how to complete the questionnaire. For exam- ple, if you want a check put in one of the boxes, then say so. Questionnaires can make their message clear with careful wording and good typography
           • A balance must be struck between using white space and the need to keep the questionnaire as compact as possible. Long questionnaires cost more and deter participation
       • Question and response format
         • Check boxes and ranges
         • Likert Scales
         • Semantic Differential Scales
       • Administering questionnaires
         • Ensuring the questionnaire is well designed so that participants do not get annoyed and give up
         • Providing a short overview section, and telling respondents to complete just the short version if they do not have time to complete the whole thing. This ensures that you get something useful returned
         • Including a stamped, self-addressed envelope for its return
         • Explaining why you need the questionnaire to be completed and assuring anonymity
         • Contacting respondents through a follow-up letter, phone call or emaiL
         • Offering incentives such as payments
       • Online questionnaires
         • Advantages
           • Responses are usually received quickly
           • Copying and postage costs are lower than for paper surveys or often non- existent
           • Data can be transferred immediately into a database for analysis
           • The time required for data analysis is reduced
           • Errors in questionnaire design can be corrected easily
         • Problem
           • The problem is obtaining a random sample of respondents
       • Analyzing questionnaire data
         • Having collected a set of questionnaire responses, you need to know what to do with the data. The first step is to identify any trends or patterns. Using a spread- sheet like Excel to hold the data can help in this initial analysis. Often only simple statistics are needed such as the number or percentage of responses in a particular category

3. EXPERTS

   • Walkthroughs
     • Cognitive Walkthroughs
       • Cognitive walkthroughs involve simulating a user's problem-solving process at each step in the human-computer dialog, checking to see if the user's goals and memory for actions can be assumed to lead to the next correct action." (Nielsen and Mack, 1994, p. 6)
     • Pluralistic Walkthroughs
       • "Pluralistic walkthroughs are another type of walkthrough in which users, develop- ers and usability experts work together to step through a [task] scenario, discussing usability issues associated with dialog elements involved in the scenario steps" (Nielsen and Mack, 1994, p. 5)
   • inspections
     • Sometimes users are not easily accessible or involving them is too expensive or takes too long. In such circumstances, experts or combinations of experts and users can provide feedback
       • Heuristic evaluation
         • Heuristic evaluation is an informal usability inspection technique developed by Jakob Nielsen and his colleagues in which experts, guided by a set of usability principles known as heuristics, evaluate whether user-interface ele- ments, such as dialog boxes, menus, navigation structure, online help, etc
         • The Evaluation has 3 stages
           • The debriefing session
           • The evaluation period
           • The briefing session
         • Heuristic evaluation of websites
           • Problems
             • Layout
             • Internal Consistency
           • Improvments
             • Arrangement of health topics
             • Depth of navigation menu
           • Some of the heuristics resemble Nielsen's original set, but have been tailored for evaluating MEDLINEplus
             • Internal consistency
             • Simple Dialog
             • Shortcuts
             • Minimizing the user's memory load.
             • Preventing Errors
             • Feedback
             • Internal Locus of Control
         • Heuristics for other devices
           • The examples in the previous activities start to show how heuristics can be tailored for specific applications. However, some products are even more different than those from the desktop world of the early 1990s that gave rise to Nielsen's original heuristics

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