SlideShare uma empresa Scribd logo
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© itemis AG 
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Vortragsreihe Dortmund 
„Gemeinsam kreativ für bessere Software“ 
Florian Geyer 
Usability Engineer 
19.03.2013
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Übersicht 
Die itemis AG stellt sich vor 
 Gründung im Jahr 2003 
 Mehr als 160 Mitarbeiter 
 Stammsitz in Lünen bei Dortmund 
 Niederlassungen in Deutschland, 
Frankreich und der Schweiz 
 Strategisches Mitglied der 
Eclipse Foundation 
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Übersicht 
Die itemis AG stellt sich vor 
 Intensive Verzahnung mit Forschungseinrichtungen 
 Spezialist für modellbasierte, generative 
Entwicklungsverfahren 
 Geschäftsbereiche 
 Enterprise Application Development 
 Embedded Software Development 
 Usability Engineering 
 Agiles Projektmanagement 
 Mobile Strategieberatung 
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Spezifikationen, 
für alle verständlich! 
Spezifikationen, 
schnell und einfach! 
Spezifizieren Sie komplexe Applikationen in kürzester Zeit und behalten Sie die Auswirkungen und Risiken von 
Anforderungsänderungen durch den gesamten Entwicklungsprozess im Blick. 
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© itemis AG 
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http://www.yakindu.de/requirements/ 
Spezifikationen, 
fehlerfrei!
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Kontakt: 
André Ufer 
andre.ufer@itemis.de 
0231 9860 263 
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© itemis AG 
itemis AG | Am Brambusch 15-24 | D-44536 Lünen | www.itemis.de 
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© itemis AG 
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Gemeinsam kreativ für bessere Software 
Kreative Methoden für die Entwicklung gebrauchstauglicher Software 
Vortragsreihe Dortmund, 19.03.2013
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Vorschau 
 Software und Kreativität!? 
 Kreativität: Versuch einer Definition 
 Softwareentwicklung: Iteration und Exploration 
 Teamarbeit: Wissen effektiv kombinieren 
 Methoden 
 Beispiel: Affinity Diagramming 
 Beispiel: Paper Prototyping 
 Ausblick 
 Werkzeuge und kreative Umgebungen 
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© itemis AG 
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© itemis AG 
Kreativität 
Versuch einer Definition 
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© itemis AG 
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© itemis AG 
Die kreative Person 
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Gold, 2007
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Der kreative Prozess 
Explorativer Ablauf 
• Lösungsorientiert 
• Divergenz & Konvergenz 
• „Reflective Practice“ 
Teamarbeit 
• Spontanität & Offenheit 
• Neugier und Mut 
Methoden 
• Situationsabhängig 
• Informal, Flexibel 
• Erlernbar! 
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© itemis AG 
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© itemis AG 
Softwareentwicklungsprozess 
Iteration und Exploration 
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© itemis AG 
Kreativität als Prozess 
Ist kein analytischer 
Prozess 
Akzeptiert, dass Probleme 
nicht genau spezifiziert 
werden können 
Lösungsorientiert 
Interdisziplinäres 
Teamwork 
Informal & „chaotisch“, 
„Spielerei“ 
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Softwareentwicklung 
Strukturierter, analytischer 
Prozess 
Spezifikation ist notwendig 
für Projektplanung 
Problemorientiert, 
Anforderungsmanagement 
Koordination 
verschiedener Rollen 
Formal und gut 
dokumentiert
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© itemis AG 
Abstraktes Prozessmodell 
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Buxton, 2007
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© itemis AG 
Wasserfall Modell 
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© itemis AG 
Erweitertes Wasserfallmodell (Iterationen) 
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Royce, 1970
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© itemis AG 
Agile Softwareentwicklung (z.B. Scrum) 
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Wikipedia
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© itemis AG 
Usability Engineering: Explorative Anforderungsanalyse 
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DIN EN ISO 9241-210, 2010
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Iteration & Exploration 
Iteration: 
Inkrementelle Verfeinerung 
Kleine Korrekturen 
Exploration: 
Alternativen entwickeln 
Entscheidungen verwerfen 
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© itemis AG 
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© itemis AG 
Evolution des Softwareentwicklungsprozesses 
21 
Buxton, 2007
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© itemis AG 
Teamarbeit 
Wissen effektiv kombinieren 
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Stakeholder im Entwicklungsprozess 
Entwickler 
(Interaktions-)Designer 
Produktmanager 
Requirements Engineers 
Usability Engineers 
Sales 
Management 
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Benutzer!? 
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© itemis AG 
Potential 
Gruppenarbeit 
Mehr Wissen, mehr Ideen? 
24 
Warr, 2007
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© itemis AG 
Potential 
Gruppenarbeit 
Mehr Wissen, mehr Ideen? 
25 
Warr, 2007
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Kreativitätsblocker 
Gegenseitige Blockierung 
Bewertungsangst 
(z.B. Experte vs. Laie) 
Starke Persönlichkeiten 
Soziales Faulenzen 
(Trittbrettfahrer) 
Frühe Fixierung 
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Kreativitätsblocker: 
Maßnahmen 
Moderation der 
Kreativarbeit 
Gestaltung von Verhaltens-regeln 
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© itemis AG 
und Methoden 
Verwendung geeigneter 
Materialien 
Gestaltung der 
Arbeitsbereiche und 
Umgebung 
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© itemis AG 
Methoden 
Kreativitätstechniken gezielt einsetzen 
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Methoden - Übersicht 
Concept Maps 
Denkhüte 
Galeriemethode 
Zukunfts-Werkstatt 
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© itemis AG 
29 
Affinity Diagramming 
Paper Prototyping 
Card Sorting 
Brainsketching 
KJ Methode 
Methode 635 
Brainwriting 
Mind Mapping 
Collective Notebook 
Metaplan
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Methoden - Übersicht 
Concept Maps 
Denkhüte 
Galleriemethode 
Zukunfts-Werkstatt 
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© itemis AG 
30 
Affinity Diagramming 
Paper Prototyping 
Card Sorting 
Brainsketching 
KJ Methode 
Methode 635 
Brainwriting 
Mind Mapping 
Collective Notebook 
Metaplan
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Affinity Diagramming 
Methode zur 
Konsolidierung und 
Analyse von 
Anforderungen 
Phasen: 
1) Erstellung von 
Anforderungen 
2) Präsentation in der 
Gruppe 
3) Diskussion und 
Sortierung 
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© itemis AG 
31 
Gröninger, German UPA
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© itemis AG 
Phase 1 
Individuelle Generierung von Anforderungen 
Vorsortierung 
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© itemis AG 
Phase 2 
Präsentation der Anforderungen 
Anpinnen an Whiteboard oder Wand 
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© itemis AG 
Phase 3 
Sortieren der Anforderungen in Cluster (Affinities) 
Erstellung von Hierarchien 
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© itemis AG 
Ergebnis 
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© itemis AG 
36 
Bei unklaren Anforderungen in frühen Phasen 
Zur Konsolidierung und Analyse von Wissen und Perspektiven
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Paper Prototyping 
Methode zur frühen und 
informalen Erhebung von 
Nutzerfeedback 
Phasen: 
1) Abläufe Skizzieren 
2) Varianten Entwickeln 
3) Nutzungstest 
vorbereiten 
4) Simulation der 
Interaktion 
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© itemis AG 
37 
Gröninger, German UPA
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© itemis AG 
Phase 1 
Skizzieren der Anwendung auf Papier 
Annotation von Screenshots / digitalen Entwürfen 
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© itemis AG 
Phase 2 
Abläufe der Anwendung entwerfen 
Entwicklung von Alternativen und Varianten 
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© itemis AG 
Phase 3 
Einladen eines potentiellen Benutzers 
Erläuterung eines Nutzungsszenarios 
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© itemis AG 
Phase 4 
Simulation der Nutzerinteraktion 
Austauschen der Skizzen nach Ablaufvarianten 
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Nutzen und Verwendung 
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© itemis AG 
42 
Einbezug des späteren Benutzers vor der Entwicklung 
Test von Interaktionsabläufen und Funktionen
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© itemis AG 
Ausblick 
Kreatives Arbeiten etablieren 
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Werkzeuge 
Haftnotizen und Papier 
sind effektiv und effizient! 
Ausreichend Material zur 
Verfügung stellen 
Ein Moderationskoffer 
verfügt über die 
wichtigsten Materialien 
Materialien sind für 
verschiedene Methoden 
geeignet 
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Kreative Umgebungen 
Kreativität braucht 
Freiraum 
Viel Platz um Ideen und 
Konzepte sichtbar & 
vergleichbar zu machen 
Gemeinsame Orte für 
spontane Treffen 
Verwendung von 
Computern ist oft von 
Nachteil! 
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Herausforderungen 
Formale Prozesse 
benötigen strukturierte 
Dokumentationen 
Wissensmanagement ist in 
kreativen Situationen 
schwierig 
Nacharbeit und Analyse 
notwendig 
Rolle des „Dokumentators“ 
hilfreich 
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© itemis AG 
Zukunftsvision 
Hybride Werkzeuge für kreative Gruppenarbeit 
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Fazit 
Bessere Software erfordert 
Iteration & Exploration 
Kreativität in frühe Phasen 
integrieren 
Methoden sind einfach und 
erlernbar 
Herausforderungen im 
Bereich der Dokumentation 
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© itemis AG 
Bill Buxton: Sketching User Experiences, 
Morgan Kaufmann, 2007 
Terry Winograd: Bringing Design to Software, 
ACM Press, 1997 
Donald Schön: The Reflective Practitioner, 
Basic Books, 1983 
Bryan Lawson: How Designers Think, 
Elsevier, 1997 
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Florian Geyer 
florian.geyer@itemis.de 
Michael Jendryschik 
michael.jendryschik@itemis.de 
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© itemis AG 
itemis AG | Am Brambusch 15-24 | D-44536 Lünen | www.itemis.de
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Qualitätssteigerung durch Usability Engineering 
Nutzungsanalysen Gestaltung Consulting 
 Modellierung von 
Nutzungsanforderungen 
 Benutzungstests im 
Usability-Testlabor 
 Nutzerinterviews 
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Intuitive Anwendungen und 
weniger Nutzungsprobleme 
Schnellere Zielerreichung 
Integration von Benutzern 
in den Design- und 
Entwicklungsprozess 
Potentialanalyse 
 Konzeptentwicklung 
 Nutzungsszenarien 
 Interaktionsdesign 
 Sketching & Prototyping 
 Etablierung eines 
Usability-Prozesses 
 Usability-Grundlagen 
 Methoden-Schulung 
 Heuristische Reviews 
Ergebnis: 
Kostensenkung in 
Entwicklung und Wartung 
um Faktor 100 bis 1000!
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Kommende Veranstaltungen der itemis AG 
2013 
• EclipseCon 2013 
25.03.2013 – 28.03.2013, Boston, Massachusetts 
• REFSQ 2013 – Requirements Engineering Foundation 
for Software Quality 
08.04.2013 – 11.04.2013, Essen, Vortrag: Jens Trompeter 
• Code Generation Conference 2013 
10.04.2013 – 12.04.2013, Cambridge, UK 
• Frühjahrstagung GSE Arbeitsgruppe Software Engineering 
15.04.2013 – 17.04.2013, Köln, Vortrag: Thorsten Kamann 
• Vortragsreihe Bonn: Clojure at Work 
25.04.2013, Bonn, Vortrag: Falko Riemenschneider 
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Gemeinsam kreativ für bessere Software - Vortragsreihe Dortmund

  • 1. ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● © itemis AG ● ● Vortragsreihe Dortmund „Gemeinsam kreativ für bessere Software“ Florian Geyer Usability Engineer 19.03.2013
  • 2. ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● Übersicht Die itemis AG stellt sich vor  Gründung im Jahr 2003  Mehr als 160 Mitarbeiter  Stammsitz in Lünen bei Dortmund  Niederlassungen in Deutschland, Frankreich und der Schweiz  Strategisches Mitglied der Eclipse Foundation ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● © itemis AG 2
  • 3. ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● Übersicht Die itemis AG stellt sich vor  Intensive Verzahnung mit Forschungseinrichtungen  Spezialist für modellbasierte, generative Entwicklungsverfahren  Geschäftsbereiche  Enterprise Application Development  Embedded Software Development  Usability Engineering  Agiles Projektmanagement  Mobile Strategieberatung ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● © itemis AG 3
  • 4. ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● Spezifikationen, für alle verständlich! Spezifikationen, schnell und einfach! Spezifizieren Sie komplexe Applikationen in kürzester Zeit und behalten Sie die Auswirkungen und Risiken von Anforderungsänderungen durch den gesamten Entwicklungsprozess im Blick. ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● © itemis AG 4 http://www.yakindu.de/requirements/ Spezifikationen, fehlerfrei!
  • 5. ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● © itemis AG Kunden 5
  • 6. ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● Kontakt: André Ufer andre.ufer@itemis.de 0231 9860 263 ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● © itemis AG itemis AG | Am Brambusch 15-24 | D-44536 Lünen | www.itemis.de 6
  • 7. ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● © itemis AG ● ● Gemeinsam kreativ für bessere Software Kreative Methoden für die Entwicklung gebrauchstauglicher Software Vortragsreihe Dortmund, 19.03.2013
  • 8. ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● Vorschau  Software und Kreativität!?  Kreativität: Versuch einer Definition  Softwareentwicklung: Iteration und Exploration  Teamarbeit: Wissen effektiv kombinieren  Methoden  Beispiel: Affinity Diagramming  Beispiel: Paper Prototyping  Ausblick  Werkzeuge und kreative Umgebungen ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● © itemis AG 8
  • 9. ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● © itemis AG Kreativität Versuch einer Definition 9
  • 10. ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● © itemis AG Das kreative Produkt 10
  • 11. ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● © itemis AG Die kreative Person 11 Gold, 2007
  • 12. ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● Der kreative Prozess Explorativer Ablauf • Lösungsorientiert • Divergenz & Konvergenz • „Reflective Practice“ Teamarbeit • Spontanität & Offenheit • Neugier und Mut Methoden • Situationsabhängig • Informal, Flexibel • Erlernbar! ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● © itemis AG 12
  • 13. ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● © itemis AG Softwareentwicklungsprozess Iteration und Exploration 13
  • 14. ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● © itemis AG Kreativität als Prozess Ist kein analytischer Prozess Akzeptiert, dass Probleme nicht genau spezifiziert werden können Lösungsorientiert Interdisziplinäres Teamwork Informal & „chaotisch“, „Spielerei“ 14 Softwareentwicklung Strukturierter, analytischer Prozess Spezifikation ist notwendig für Projektplanung Problemorientiert, Anforderungsmanagement Koordination verschiedener Rollen Formal und gut dokumentiert
  • 15. ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● © itemis AG Abstraktes Prozessmodell 15 Buxton, 2007
  • 16. ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● © itemis AG Wasserfall Modell 16
  • 17. ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● © itemis AG Erweitertes Wasserfallmodell (Iterationen) 17 Royce, 1970
  • 18. ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● © itemis AG Agile Softwareentwicklung (z.B. Scrum) 18 Wikipedia
  • 19. ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● © itemis AG Usability Engineering: Explorative Anforderungsanalyse 19 DIN EN ISO 9241-210, 2010
  • 20. ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● Iteration & Exploration Iteration: Inkrementelle Verfeinerung Kleine Korrekturen Exploration: Alternativen entwickeln Entscheidungen verwerfen ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● © itemis AG 20 Buxton, 2007
  • 21. ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● © itemis AG Evolution des Softwareentwicklungsprozesses 21 Buxton, 2007
  • 22. ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● © itemis AG Teamarbeit Wissen effektiv kombinieren 22
  • 23. ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● Stakeholder im Entwicklungsprozess Entwickler (Interaktions-)Designer Produktmanager Requirements Engineers Usability Engineers Sales Management ... Benutzer!? ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● © itemis AG 23
  • 24. ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● © itemis AG Potential Gruppenarbeit Mehr Wissen, mehr Ideen? 24 Warr, 2007
  • 25. ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● © itemis AG Potential Gruppenarbeit Mehr Wissen, mehr Ideen? 25 Warr, 2007
  • 26. ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● Kreativitätsblocker Gegenseitige Blockierung Bewertungsangst (z.B. Experte vs. Laie) Starke Persönlichkeiten Soziales Faulenzen (Trittbrettfahrer) Frühe Fixierung ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● © itemis AG 26
  • 27. ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● Kreativitätsblocker: Maßnahmen Moderation der Kreativarbeit Gestaltung von Verhaltens-regeln ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● © itemis AG und Methoden Verwendung geeigneter Materialien Gestaltung der Arbeitsbereiche und Umgebung 27
  • 28. ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● © itemis AG Methoden Kreativitätstechniken gezielt einsetzen 28
  • 29. ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● Methoden - Übersicht Concept Maps Denkhüte Galeriemethode Zukunfts-Werkstatt ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● © itemis AG 29 Affinity Diagramming Paper Prototyping Card Sorting Brainsketching KJ Methode Methode 635 Brainwriting Mind Mapping Collective Notebook Metaplan
  • 30. ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● Methoden - Übersicht Concept Maps Denkhüte Galleriemethode Zukunfts-Werkstatt ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● © itemis AG 30 Affinity Diagramming Paper Prototyping Card Sorting Brainsketching KJ Methode Methode 635 Brainwriting Mind Mapping Collective Notebook Metaplan
  • 31. ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● Affinity Diagramming Methode zur Konsolidierung und Analyse von Anforderungen Phasen: 1) Erstellung von Anforderungen 2) Präsentation in der Gruppe 3) Diskussion und Sortierung ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● © itemis AG 31 Gröninger, German UPA
  • 32. ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● © itemis AG Phase 1 Individuelle Generierung von Anforderungen Vorsortierung 32
  • 33. ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● © itemis AG Phase 2 Präsentation der Anforderungen Anpinnen an Whiteboard oder Wand 33
  • 34. ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● © itemis AG Phase 3 Sortieren der Anforderungen in Cluster (Affinities) Erstellung von Hierarchien 34
  • 35. ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● © itemis AG Ergebnis 35
  • 36. ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● Nutzen und Verwendung ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● © itemis AG 36 Bei unklaren Anforderungen in frühen Phasen Zur Konsolidierung und Analyse von Wissen und Perspektiven
  • 37. ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● Paper Prototyping Methode zur frühen und informalen Erhebung von Nutzerfeedback Phasen: 1) Abläufe Skizzieren 2) Varianten Entwickeln 3) Nutzungstest vorbereiten 4) Simulation der Interaktion ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● © itemis AG 37 Gröninger, German UPA
  • 38. ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● © itemis AG Phase 1 Skizzieren der Anwendung auf Papier Annotation von Screenshots / digitalen Entwürfen 38
  • 39. ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● © itemis AG Phase 2 Abläufe der Anwendung entwerfen Entwicklung von Alternativen und Varianten 39
  • 40. ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● © itemis AG Phase 3 Einladen eines potentiellen Benutzers Erläuterung eines Nutzungsszenarios 40
  • 41. ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● © itemis AG Phase 4 Simulation der Nutzerinteraktion Austauschen der Skizzen nach Ablaufvarianten 41
  • 42. ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● Nutzen und Verwendung ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● © itemis AG 42 Einbezug des späteren Benutzers vor der Entwicklung Test von Interaktionsabläufen und Funktionen
  • 43. ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● © itemis AG Ausblick Kreatives Arbeiten etablieren 43
  • 44. ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● Werkzeuge Haftnotizen und Papier sind effektiv und effizient! Ausreichend Material zur Verfügung stellen Ein Moderationskoffer verfügt über die wichtigsten Materialien Materialien sind für verschiedene Methoden geeignet ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● © itemis AG 44
  • 45. ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● Kreative Umgebungen Kreativität braucht Freiraum Viel Platz um Ideen und Konzepte sichtbar & vergleichbar zu machen Gemeinsame Orte für spontane Treffen Verwendung von Computern ist oft von Nachteil! ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● © itemis AG 45
  • 46. ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● Herausforderungen Formale Prozesse benötigen strukturierte Dokumentationen Wissensmanagement ist in kreativen Situationen schwierig Nacharbeit und Analyse notwendig Rolle des „Dokumentators“ hilfreich ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● © itemis AG 46
  • 47. ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● © itemis AG Zukunftsvision Hybride Werkzeuge für kreative Gruppenarbeit 47
  • 48. ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● © itemis AG 48
  • 49. ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● Fazit Bessere Software erfordert Iteration & Exploration Kreativität in frühe Phasen integrieren Methoden sind einfach und erlernbar Herausforderungen im Bereich der Dokumentation ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● © itemis AG 49
  • 50. ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● Literatur ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● © itemis AG Bill Buxton: Sketching User Experiences, Morgan Kaufmann, 2007 Terry Winograd: Bringing Design to Software, ACM Press, 1997 Donald Schön: The Reflective Practitioner, Basic Books, 1983 Bryan Lawson: How Designers Think, Elsevier, 1997 50
  • 51. ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● Florian Geyer florian.geyer@itemis.de Michael Jendryschik michael.jendryschik@itemis.de ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● © itemis AG itemis AG | Am Brambusch 15-24 | D-44536 Lünen | www.itemis.de
  • 52. ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● Qualitätssteigerung durch Usability Engineering Nutzungsanalysen Gestaltung Consulting  Modellierung von Nutzungsanforderungen  Benutzungstests im Usability-Testlabor  Nutzerinterviews ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● © itemis AG 52 Intuitive Anwendungen und weniger Nutzungsprobleme Schnellere Zielerreichung Integration von Benutzern in den Design- und Entwicklungsprozess Potentialanalyse  Konzeptentwicklung  Nutzungsszenarien  Interaktionsdesign  Sketching & Prototyping  Etablierung eines Usability-Prozesses  Usability-Grundlagen  Methoden-Schulung  Heuristische Reviews Ergebnis: Kostensenkung in Entwicklung und Wartung um Faktor 100 bis 1000!
  • 53. ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● Kommende Veranstaltungen der itemis AG 2013 • EclipseCon 2013 25.03.2013 – 28.03.2013, Boston, Massachusetts • REFSQ 2013 – Requirements Engineering Foundation for Software Quality 08.04.2013 – 11.04.2013, Essen, Vortrag: Jens Trompeter • Code Generation Conference 2013 10.04.2013 – 12.04.2013, Cambridge, UK • Frühjahrstagung GSE Arbeitsgruppe Software Engineering 15.04.2013 – 17.04.2013, Köln, Vortrag: Thorsten Kamann • Vortragsreihe Bonn: Clojure at Work 25.04.2013, Bonn, Vortrag: Falko Riemenschneider ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● © itemis AG 1

Notas do Editor

  1. Dieser Vortrag behandelt das Thema Kreativität im Kontext von Softwareentwicklung Das Ziel ist es Ihnen einige Methoden und Vorgehensweisen näher zu bringen um Softwareentwicklung kreativer zu gestalten Der Hintergrund des Vortrages basiert auf Forschungsergebnissen und aktuellen Entwicklungen
  2. Dies ist der Inhalt des Vortrags. Er besteht aus drei Teilen Erster Teil bildet die Grundlagen, Wissen und Theorie Zweiter Teil stellt konkrete Methoden, Werkzeuge und Beispiele vor Abschließend gibt es einen Ausblick auf zukünftige Entwicklungen
  3. Kreativität ist mysteriös. Eine klare Definition gibt es nicht. Zu komplexes Phänomen. Forscher haben unterschiedliche Dimensionen untersucht. Z.B. das kreative Produkt, kreative Person, oder kreativen Prozess Rhoden definiert Kreativität in drei Dimensionen: Produkt, Person und Prozess
  4. Es gibt Produkte, die als kreativ / innovativ empfunden werden Anders als andere in Dimensionen: Überraschend, neuartig, schön, ästhetisch, und nützlich oder effizient Revolutionär: neue Kategorie Evolutionär: Weiterentwicklung Anderes Denken führt zu solchen Ideen, nicht lineare Prozesse Man muss etwas wagen, neue Wege gehen Immer relativ zu der Community, im Vergleich zu anderen Produkten
  5. Hier geht es um Talent Personen die neue Wege gehen oder Dinge erschaffen finden sich in vielen Bereichen Unterschiede: Persönlichkeit, Temperament, Werte, Stil, Verhalten, Interesse, Neugier etc. Künstler: realisiert in erster Linie eine eigene, persönliche Vision Designer: Kreiert Dinge nicht für sich selbst, sondern für andere, muss wissen was anderen gefällt Wissenschaftler: befriedigt seine eigene Neugier durch Ausbrobieren Ingenieure: Machen Dinge effektiver und effizienter durch Verbesserungen -> inkrementell
  6. Wissenschaftlich erforscht. Prozess ist entscheidend Charakteristiken: Flexibilität, Problemslösungsverhalten, Ausarbeitung von Ideen, Neugier, Spieltrieb  
  7. Schauen wir uns also den Prozess zu Entwicklung von Software an Insbesondere wie Iteration und Exploration den Prozess im Laufe der Zeit verändert hat.
  8. Phase 1: Software wird umgesetzt, oft fehlen Funktionen oder Budget reicht nicht um alle Funktionen umzusetzen Phase 2: Software wird auf den Markt gebracht und erweitert
  9. Engineering Phase im Detail Lineares Vorgehensmodell Phasenorientiert, Phase muss abgeschlossen sein vor der nächsten Phase Keine Rücksprünge möglich! Test erst ganz am Ende wenn schon alles umgesetzt ist! Wenn falsche Anforderungen, dann falsches Ergebnis! Problem: keine Iteration!
  10. Iteratives Vorgehensmodell Phasenorientiert – Rücksprünge möglich! Ergebnisse werden dann teilweise verworfen! Späte Änderungen sind sehr teuer, da Behebung viele andere Komponenten beeinflusst Weitere Modelle: V-Modell, RUP etc. Problem: Iterationen kosten sehr viel, nur kleine Veränderungen möglich
  11. Hoch-iteratives Vorgehensmodell Ziel ist es zu allen Zeiten eine lauffähige Software zu haben um zu testen und Risiken früh zu erkennen Inkrementelle Änderungen sind einfacher zu integrieren Häufiger Test des Systems als Ganzes (technischer Test!) Vorteil: Der Kunde bekommt, was er braucht, gut bei unklaren Anforderungen Formulierung des “Agilen Manifests”, Paradigmenwechsel Softwareentwicklung wird hier als empirischer, dynamischer Prozess verstanden, der hochgradig von den beteiligten Individuen geprägt wird. Wichtig! TEAMARBEIT Problem: revolutionäre Änderungen sind schwierig. Wenn Projekt in falsche Richtung läuft hilft das auch nicht!
  12. Usability Engineering: Eigener Prozess für die Anforderungsanalyse! Besteht aus 4 iterativen Phasen Ziel: Entwicklung von Alternativen und empirische Auswertung von Optionen.. Test bereits auf der Ebene von Anforderungen! Führt zu besserer Software und weniger Fehlschlägen! Weniger fehlende Funktionen! Problem: Aufwendig und zeitintensiv
  13. Unterscheidung Iteration und Exploration Beide Konzepte erkennen, dass die erste Idee nicht immer gleich die Beste ist. Beides Konzepte um sich auf Veränderungen einzustellen Iteration geht in eine Richtung, die zu Beginn festgelegt wird (roter Pfeil) Fehlerhafte Richtung wird jedoch beibehalten, an ersten Ideen oft festgehalten Exploration: Alle Möglichen Richtungen werden erforscht Die besten Richtungen werden herausgefiltert Ziel: Nur die Beste Variante
  14. Softwareentwicklung entwickelt sich weiter: Trend geht zu einer zusätzlichen Designphase Explizite Design (Concept Development) Phase – Exploration von möglichen Anforderungen bevor diese umgesetzt werden! Die erste Phase ist ein Trichter! Funktionen werden reduziert! Raum für Kreativität.. Während Engineering Phase ist dies nur schwer zu realisieren!
  15. Ganz wichtiges Thema in Verbindung mit Kreativität ist Teamarbeit Nur durch die Kombination von Wissen kann das individuelle Potential in einem Projekt genutzt werden
  16. Interdisziplinäre Zusammenarbeit wichtig! Gemeinsames Verständnis Know-How auf verschiedenen Ebenen! Beispiel: technisches Wissen beim Entwickler, Marktwissen bei Sales, Anforderungserstellung erfolgt von Anderen! Benutzer: selten am Prozess aktiv beteiligt. Jedoch trotzdem wichtig!! Entscheidungsfindung kompliziert. Emotionen / Rollen / Kompetenzen Wie Wissen austauschen? Einfache Methoden, die jeder versteht und anwenden kann! Gemeinsame Sprache!
  17. Ideen entstehen durch Assoziation von Wissensbündeln Übertrag von Wissen einer Domäne auf eine Andere Einfaches Beispiel: Jeweils 2 Konzepte im Kopf, Durch individuelle Kombination entstehen 2 Ideen Durch Kombination des Wissens entstehen 6 Ideen Voraussetzung: Wissen wird effektiv geteilt und von den Beteiligten verstanden Problem: wurde nie so wissenschaftlich nachgewiesen! Vergleich von Gruppen hat nie eine solche Effizienz zu Tage gebracht. Viele denken deshalb, dass Brainstorming unnütz ist. Warum?
  18. Ideen entstehen durch Assoziation von Wissensbündeln Übertrag von Wissen einer Domäne auf eine Andere Einfaches Beispiel: Jeweils 2 Konzepte im Kopf, Durch individuelle Kombination entstehen 2 Ideen Durch Kombination des Wissens entstehen 6 Ideen Voraussetzung: Wissen wird effektiv geteilt und von den Beteiligten verstanden Problem: wurde nie so wissenschaftlich nachgewiesen! Vergleich von Gruppen hat nie eine solche Effizienz zu Tage gebracht. Viele denken deshalb, dass Brainstorming unnütz ist. Warum?
  19. Leider funktioniert das nur in der Theorie In der Realität wurden in Studien Probleme festgestellt Vor allem Soziale Faktoren spielen eine große Rolle! Beispiel: Blockierung: Menschen können kein Multitasking, nur einer kann sprechen, Problem man vergisst Dinge die man nicht gleich ausspricht Bewertungsangst: Eigenes Wissen wird nicht geäußert weil man sich dafür schämt wenn Experte anwesend ist Starke Persönlichkeiten: Person mit starker Meinung überstimmt andere Personen. Social Loafing: Zurücklehnen weil andere die Arbeit machen oder eigne Beiträge nicht geschätzt werden Social Facilitation: Gegenteil: Ansporn und Motivation durch Wissensaustausch: „Ich werde gebraucht“ Frühe Fixierung: Erste Ideen werden oft behalten, Änderungen, Verwerfen ist unbequem Ergebnis: Das Potential von Gruppenarbeit wird nicht ausgeschöpft!
  20. Was kann man dagegen tun? Moderation: Leitung und Steuerung der Gruppenarbeit, Vermeidung häufiger Probleme (z.B. Angst, Loafing, Fixierung) Regeln und Methoden: Steuerung des Ablaufs, z.B. Zeit für eigene Ideen gegen Blockierung Materialien: schriftlicher Ausdruck statt verbal gegen Blockierung. Viele Materialien verfügbar machen Arbeitsbereiche: Visuelle räumliche Umgebung, Rückzugszonen wo man unbeobachtet ist, Vermeidung von Bewertungsangst
  21. Konkrete Beispiele für den Einsatz von Kreativtechniken Methoden sind: Regeln und Ablauf Materialien Führen zu einem bestimmen Ziel
  22. Es gibt viele Kreativitätstechniken Beispiele: Galerie: Individuelle Beiträge werden an einem gut sichtbaren Ort aufgehängt, soll Inspiration fördern, Gruppengefühl verstärken, auf dem Laufenden halten Collective Notebook: Gedanken und Ideen werden in ein gemeinsames Notizbuch geschrieben. Mehrere Wochen, Spontane Eintragungen, Danach Auswertung und Analyse Methode 635: 6 Personen, 3 Ideen, 5 Runden. Viele Ideen in kurzer Zeit, non-verbale Kommunikation, Concept Maps Nicht alle für Softwareentwicklung geeignet. Häufiger Brainstorming Ablauf: Generative Phase : Ideen werden generiert Weiterentwicklung: Verfeinerung Bewertung und Auswahl: Ideen werden ausgewählt
  23. Zwei Beispiele werden im Folgenden vorgestellt und diskutiert Affinity Diagramming: Gemeinsame Erstellung eines Affinitätsdiagramms Paper Prototyping: Simulation und Test einer Software auf Papier
  24. Einfache Methode um sich gemeinsam über Anforderungen klar zu werden Ziel: unterschiedliche Perspektiven zusammen bringen, Wissen konzentrieren und auswählen Divergenz und Konvergenz: Sammeln von Anforderungen. Auswahl von Anforderungen Wichtig: Gemeinsamer Konsens muss erzielt werden
  25. Projektbeteiligte treffen sich zu bestimmtem Thema Teilnehmer schreiben Anforderungen auf Haftnotizen oder bringen diese mit Persönlicher Bereich ist hier von Vorteil. Kleine Notizen erleichtern die Handhabung und erzwingen sich kurz zu fassen Keine verbale Interaktion in dieser Phase
  26. Jeder Teilnehmer präsentiert seine Anforderungen und klebt diese an die Wand Sichtbar für alle, Grobe Sortierung Rundenbasiert jeder Teilnehmer nacheinander Zeit für Rückfragen, Verständnisfragen, aber nicht Diskussion!
  27. Die gesammelten Notizen werden in eine sinnvolle Anordnung gebracht. Dabei: Diskussion über Ähnlichkeiten, Zuständigkeiten, Konflikte, offene Fragen, Wissenslücken Auswahl von wichtigen Anforderungen und deren Zusammenhänge Ziel: eine gemeinsame Struktur, die den Konsens der Gruppe wiederspiegelt
  28. Das Ergebnis ist eine hierarchisierte Struktur, die für die weitere Umsetzung wichtige Anhaltspunkte liefern kann Kategorien (Rote Ovale) Unterkategorien (farbige Notizen) Ähnliche Anforderungen Ermöglicht: Aufteilen von Zuständigkeiten Sammlung ähnlicher Konzepte = Vereinfachung der Komplexität Evaluation von Anforderungen, da von allen gesehen und diskutiert
  29. Empfohlen als Einstieg in die Kooperation In frühen Phasen um Wissen zu sammeln Als Koordinationswerkzeug für weitere Prozessschritte Diagramm kann in Büro aufgehängt werden. Gemeinsame Referenz
  30. Einfache Methode um erstes Feedback einzuholen ohne die Anwendung zu programmieren Ziel: Feedback aus einer anderen Perspektive erhalten (z.B. von zukünftigen Benutzer der nicht am Prozess beteiligt ist) Divergenz und Konvergenz: Erstellung von Varianten oder Alternativen und Eingrenzung von Anforderungen Wichtig: Entscheidungsfindung für den Prozess
  31. Der Designer skizziert die Anwendung auf Papier Dabei können auch bereits vorhandene Entwürfe verwendet werden Annotationen können Varianten visualisieren
  32. Abläufe der Anwendung werden entworfen Entwicklung von unterschiedlichen Abläufen auf unterschiedlichen Blättern
  33. Ein zukünftiger Benutzer wird eingeladen Erklärung des Nutzungsszenarios falls der Benutzer nicht bereits involviert ist
  34. Der Benutzer wird gebeten die Anwendung auf Papier zu bedienen Dabei sollen die Schritte kommentiert werden. „Ich möchte das auswählen und drücke auf den Button“ Der Designer tauscht die Entwürfe einfach durch ein anderes Papier aus und simuliert so einen Ablauf
  35. Wird verwendet um einen ersten Eindruck auf die Benutzerreaktion zu erhalten bevor man mit der Umsetzung beginnt Anforderungen können so validiert werden, ob sie den gewünschten Effekt haben Ideen für weitere Anforderungen können entstehen durch Benutzerkommentare Hilft bei der Auswahl möglicher Alternativen, Einschränkung und Fokussierung
  36. Für beide Methoden benötigt man nur einfache Werkzeuge.
  37. Die Umgebung sollte passend gestaltet sein
  38. Probleme mit diesen Methoden: Es entstehen physische Artefakte Schwer zu archivieren und über Email zu verteilen Bessere Integration in digitale Arbeitsabläufe notwendig!