Making Quality Certain

Transcription

1 May 14th and 15th Making quality certain Cost-justify analysis Institutionalization of usability step by step Usability methods Ecological interface design Examination questions Making Quality Certain By Philip B. Crosby Philip B.Crosby In his early concepts concerning "quality" began to form. In 1957, he developed his "Zero Defects" concepts, began writing articles for various journals, and started his speaking career. In 1965 ITT, a vice president in charge of corporate quality. In 1979 he founded Philip Crosby Associates, 300 employees around the world and $80 million dollars in revenue 1992, retired Zero defects There is no allowable number of errors built into a product or process. In ITT Establish a competent quality management program in every operation, both manufacturing and service Eliminate surprise nonconformance problems Reduce the cost of quality Make ITT the standard for quality - worldwide Four pillars Management participation and attitude Professional quality management Original programs Recognition 1

2 How to do? Management has to get in there and be active when it comes to quality Need to train the professional quality controller Instruction had to be done on a unit-by-unit basis Giving gold rings to winners! Measurement categories Measurement understanding and attitude Quality organization status Problem handling Cost of quality as % of sales Quality improvement actions Summation of company quality posture The quality management Maturity Grid Stage I: Uncertainty Stage II: Awakening Stage III: Enlightenment Stage IV: Wisdom Stage V: Certainty Cost-Justifying Usability What is cost-benefit analysis? Identify the financial value of expected project cost and benefit variables Analyze the relationship between cost and benefits Make the investment decision Analysis guidelines The variables may change due to the focus of the product and the context of its use For internal and external use, the variable is different Initial analyses often overlook the benefits and costs Two type of usability engineering- different benefit For internal use Direct benefit to organization Lower or stabilize personnel costs Training Service support To external customers and end users Indirectly benefit May increase revenue 2

3 Two type of variables Tangible Can be quantified financially Intangible Not measurable, such as organizational image Calculating the cost is relatively straightforward Estimate the benefit is a little trickier Planned usability engineering program and estimated costs Breaking the technique into small steps Estimating Benefits 3

4 Estimating Benefits Estimating Benefits Case study Benefit of usability engineering Speed up development Speed-up market introduction and acceptance Reduce training time The financial benefits of some of the variables may result from a combination of factors Case: revenue increase can come up to 80% Usability engineering may never be able to identify and resolve all user requirement issues during product development. What is the additional value that usability brings? 4

5 UPAR analysis UPAR: user errors problems analyzed and reported process It collapses many aspects of usability into a single number - the service cost per license spend on user errors UPAR process two levels product level: Tracks customer feedback from the most similar product releases in the field task level Identifies the specific issues that guide user interface design and provide realworld scenarios for more controlled laboratory testing Four Steps Collect error data Code the data for analysis Causal task (task user was performing when the error was made Causal subtask (subtask user was performing when error was made) Analyze the data Form the task clusters Steps Conduct causal analysis What caused the error? What changes will eliminate these errors? What actions are needed to make these changes?? Institutionalization of Usability - A step by step guide 5

6 Common asked questions Usability How much more usability must the product be? How will we know if our product is more usable What will quality as usable enough How much will it cost me to make it more usable? How much additional revence will this added usability yield? Is a culture Cost money Level of usability? No business ever need usability, rather, we need to sell more, get fewer return, and reduce support costs Executive champion Access to key players in the organization To affect the change within organization Leader Usability persons Understand the value of usability See usability as a key business objective Not a easy task Not a common sense Understand, very concreted, how usability insight impact company s performance and position Its proper application Important of an imlementation strategies Understand the company s business imperative How usability work support these objectives 6

7 Usability strategy -who is responsibility for doing what Identify: Staff Financial support Activities Time frame Resources Responsibility entities Consider Optimize efficiency Process acceptance Set of decision points Careful Sequence of action Do not try to fix some small usability problems in design first Coordinate outside consultant with staffs in the company Infrastructure Standards Design process Organization It will take time! Within an organization Key to success lies in the understanding and beliefs of the people within the organization Three kinds of persons Early adopters Identify them, and getting them on board, keep them seeing success Power structure Include them in the design process, communicating with them and educate them Against usablity Can be different reasons. Try to make them still have their functions when using UCD 7

8 Methodologies Mainstream developers: They change slowly Using standard development methodology Do not miss critical steps Follow similar methods Ensure a standard level of quality If you try to create your own one: Slow Expensive Time consuming Every company has existing system development life cycle Normally do not include UCD Organizational structure Decentralized structure Usability does not reside in a single group Decentralized structure Mitrix structure Centralized structure Allocate all the usability staff members to specific projects Fails! There is not central group to provide support with Methodologies Standards facilities Consultative support 8

9 Mitrix structure (big companies) There is a small centre group Other staff members are integrated and accepted within the project team Centralized structure Good for small companies 9