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9 th European Conference on Cognitive Science Approaches to Process Control Cognition and Collaboration - Distributed Cognition in Complex Processes. External Disturbance X(s). CSAPC '03 H(s). Control G(s). +. Johan F. Hoorn, 2003. RE for Groupware to Manage Business Process Dynamics

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9th European Conference on Cognitive Science Approaches to Process Control

Cognition and Collaboration - Distributed Cognition in Complex Processes

External

Disturbance

X(s)

CSAPC '03

H(s)

Control

G(s)

+

Johan F. Hoorn, 2003


RE for Groupware to Manage

Business Process Dynamics

and Stakeholders’ Mindset

Johan F. Hoorn and Gerrit C. van der Veer

Vrije Universiteit

Faculty of Sciences

Department of Computer Science

Section Information Management & Software Engineering

Subsection Human Computer Interaction, Multimedia & Culture


Contents

  • CSAPC ’03

  • Problem

  • Aim

  • Theory

  • Model

  • Prospects

  • Questions

Dutch Ministry of

Economic Affairs


Business

(physical,

technical)

Cognitive

(individual decisions,

group

decisions)

Mobility, i.e. sea, air, land traffic

Industry, i.e. nuclear power plants

Health care, i.e. intensive care units

Business mission: Make a safer world

Mobility: Control centers, user assistants,

environment monitoring

Industry: Decision and work optimization

Health: Decision and error management

Business (sub)goal: Process control

Means: Software applications

Analytical methods

Interactions in

dynamic

environments

Research into complex processes

CSAPC ’03

Distributed cognition

(Situation awareness, cooperation, coordination, standard rules vs. work practice)

Cognitive science

(Cognitive  and ergonomics, HCI, Human Factors)


Problem

Business models change in reaction

to the outside world

Therefore, business goals and work

processes change

Process control systems become

outdated even before release

This costs time, money, effort, and anger


Government demand changes

Slow control process allowed

Control process must be fast

Supporting IT can leave

much to the user

Supporting IT is not allowed

to leave much to the user

Business model

Public service?

Serves general public

No break even

Commercial?

Serves itself

Beyond break even


Make new incident

Each action a new window

Fill out 8 action windows

Make

4

different

files

Supporting IT can leave

much to the user

Supporting IT is not allowed

to leave much to the user

Public service

Commercial


Does not support the public

Not cost extensive

Supporting IT is not allowed

to leave much to the user

Expensive redesign

Public service

Commercial

Minimal number of complex

windows is 12

Takes at least 30 minutes

Error probability high


Aim

  • Can we make up a system structure that can handle changes in business goals and work (i.e. control) processes?

To this end we need to isolate the factors

that remain stable throughout the process

of change


Examples of goals

Personal concerns Group concerns

Get an exciting job

Help juvenile delinquents

http://www.politie.nl/groningen/Politie%20regio%2001%20Groningen_bestanden/vrijwilliger.htm

http://www.politie.nl/flevoland/images/VOS.ht1.jpg


http://www.openbaarministerie.nl/proces/inleiding.htm

Examples of control process applications

Accuracy

Speed


Theory

Evolving business models

cause shifts in personal and

business goals

They also affect the speed of

control processes and thus,

(human) accuracy

All this explains the changes

in system requirements


Where, then, can we find the stable factors?

Business goals:

- break even / make profit egotistic

- to serve and protect altruistic

Personal goals:

- make a career egotistic

- commitment to company altruistic

New business model changes priorities


Changing system requirements

Stakeholders

Client

Management

Workfloor

vs.

vs.

Sources of conflict, regarding goals

vs.

Business goals

Personal goals

egotistic

vs.

altruistic

egotistic

vs.

altruistic

Event


Stable process mechanisms

Accurate processes:

- getting an e-dossier fast

- breath analysis slow

Inaccurate processes:

- summary justice fast

- incident administration slow

New business model changes priorities


Changing system requirements

Stakeholders

Client

Management

Workfloor

vs.

vs.

Sources of conflict, regarding processes

vs.

Accurate process

Inaccurate process

speed

vs.

accuracy

speed

vs.

accuracy

Event


Model

Agreed

requirements

change’

Goals

Process

egotistic

personal

fast

inaccurate

Break even

Serve, protect

Career

Commitment

E-dossier

Breath analysis

Summary justice

Incident adm.

business

altruistic

accurate

slow

Relevance

Valence


Prospects

  • Ethnography

  • Structured questionnaires

  • Confirmative factor analysis

  • Model fit

  • Adaptive system structure?


Items are derived from

ethnography


System feature

Relevant

Egotistic business goal

System feature

Negative valence

Slow/inaccurate process

System feature

Irrelevant

Fast/accurate process

System feature

Positive valence

Egotistic personal goal

Examples of items

Multiple passwords are important to company security

Multiple passwords are impeding manual data input

The new sequence controllers are trivial with respect to working efficiently

The new sequence controllers are helping me to get a promotion




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