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That aha! moment

The world is full of intelligent people. I am constantly amazed at the ability of people to create new things, most often by applying existing ideas in interesting new ways. I love getting that “aha!” moment when I realize how they’ve taken an existing paradigm and applied it in inventive ways somewhere else. On a side note, whenever I have such an “aha!” moment I think of Brian Regan’s comedy skit on youtube where he discusses the instructions for eating Pop Tarts…

“#1. Remove pastry from pouch”
Pause… look at Pop Tart… pause… look at instructions…
“I see where they’re going with this!”

If you haven’t seen the video, go see it. Very funny.

Unfortunately, good software design often tries to eliminate that surprise moment, because frankly users are for the most part not interested in surprises. They don’t want to read instructions, they don’t want cleverness, they just want to get from point A to point B in the least amount of time. The hard part for application interface designers is understanding what A is and what B is. What do they know already? What must they know in order to complete the task? What do they want to do? You run into design troubles when you don’t understand the user’s context. If you are not sure what they know, then you may feel compelled to add information to the interface that betters explains their current situation. If you are not sure what they want to do, then you may throw in some extra buttons just in case. Soon enough you’re looking at a pretty busy interface that works well for experienced users but leaves novices scratching their heads, saying “How do I get that goodness in me?” or words to that effect. (see the video)

Designers often resort to physical paradigms to help guide users towards their goals. You may recall the Microsoft Bob product where the computing tasks were arranged as icons inside rooms in a house. This was taking physical paradigms way too far and the computing marketplace voted the product off the shelf with a huge collective raspberry. But at the heart of it they had a good idea – computing is almost entirely an abstraction and the most successful interfaces hide away as much of the abstraction as possible. The problem with Bob was that it required too much of an investment into the paradigm – you had to remember that the spreadsheet application was found in the kitchen and Paint was in the bathroom, or wherever you last found it, and if you don’t remember then you have to poke around going from room to room trying to find it. I don’t like playing “Where’s Waldo?” with my applications, so I tried Bob for a few minutes then went back to “Windows Classic” and stuck with it ever since. Even the tweaks that Microsoft has been adding to Windows over the years since Bob go straight into the trash bin on my desktop. Gone is the Vista interface, the XP interface and the Windows 7 interface. First thing I do is make the Start bar icons small, turn off menu personalization (the “feature” that shows you only menu items that you’ve used recently) make all the system files visible and default to the file details in Explorer. But that’s because I am already familiar with the paradigm and don’t want surprises.

Sometimes an interface comes along that does what you would expect and in a way that is at first surprising, then obvious. An intense “aha!” moment came to me a while back when I first saw the “pinch gesture” on the iPhone which zooms out the view and the “unpinch” that would zoom in. I don’t know where the idea for this came from but it is certainly clever. Amazingly, once they understand the gesture then immediately they start using it in the correct manner. It maps so nicely onto what they expect that the zoom/pan abstraction is pushed aside and they just run with it. So I asked myself the question “If I were involved in the iPhone project, would I have come up with that design?”. I suspect I would. But don’t interpret this as me saying I’m so wonderful. Frankly I think that if you got enough people into a room and told them to design gestures that could only be done by one or two fingers on a small pad, displaying interfaces that are usually much larger than the available space, then fed them lots of coffee and pizza and kicked out the boors who can’t seem to stop talking, and soon enough somebody would dream up pinch and unpinch. People are clever!

Visual pattern recognition

Today finds me in Frankfurt working at a customer site. What with jetlag and late nights it leaves me less time to work on blogs. But it’s Saturday and I have some time, so here goes. Today’s blog is a brief survey of interesting visualization techniques for complex data. I have a lot of experience in this area dating back to my graduate studies in which part of my work was to reconstruct the tracks of subatomic particles through detectors.

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Data centralization

I read an interesting article about how the pendulum is swinging back to centralization of IT resources. Two of the most important results are an increased effectiveness in decision rights – the way technology investment decisions are made – and in information flows from IT to the rest of the business. This is related to, but not identical to some of the observations I’ve been making in this blog. With centralized data, everyone can see the same information as it

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Mining for information

Mining for information is established on a much less solid foundation because the nature of the information you will uncover is by definition unknown, and hence the potential profits are also unknown. I’m not talking about business information systems that analyze sales trends and help identify emerging trends so you can make money by recognizing and keeping up with the trends. These are clearly tied to the profit motive and the business imperative is undeniable. I’m talking about the other types of information in the system such as project statistics, emails, twitter feeds, source code repositories, feature requests, performance statistics, operations logs, and so

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Tweets in your information architecture

If there’s one thing we’ve learned over the past 30+ years of user interface development, it’s that a given action should be invoked via multiple gestures. For a given command there is no single gesture that everyone can agree on is perfect for the task. Personally, when I’ve used a command more than about 3 or 4 times I start looking for its keyboard equivalent. Other people seem content to use a mouse for everything, but my carpal tunnel starts

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When to purge data

Occasionally I have to shift around my financial records from the early stone age – 1997 and before. My wife gets on my case to get rid of the paperwork but I never seem to get around to it. It doesn’t take up much room so why bother? In the back of my mind I can imagine a social anthropologist finding the files in an attic some 200 years from now and wondering in awe over the quaint practices of

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Baselines

Volunteering is a great way to give back to the community, meet new and interesting people, and keep me from playing Civilization until the wee hours of the morning. OK, sometimes not so wee. I know it’s seriously time for bed when I hear traffic on the road – that means people are heading in to work and perhaps I should think about it too. Fortunately I don’t do that too often. Anyway, one of the things I have volunteered

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Categories of metrics

In my previous post I discussed the challenges related to quality of predictions and inferences you can make from data you collect in a corporate repository.  Fortunately, the data you collect are not all required for making inferences. Some of them are extremely useful no matter how much data you have. It all depends on what you intend to do with it.

The following is a list of categories of metrics that can be used to shed light on your organization

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Metrics and macroeconomics

I can see in my mind a Hollywood movie where a junior employee (a junior actress in a cameo role) runs to the shop floor to her cigar-chomping boss (a well-known character actor in the latter part of his illustrious career), shows him a chart that clearly demonstrates a fatal flaw in the factory operations, he takes decisive actions to fix the situation, and together they take over the world of widget manufacturers. This, of course, never happens. Somehow Hollywood

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Metrics frustration

Ultimately, that is the lesson of metrics in a knowledge-based industry: No one metric is going to tell you the answer you are looking for. Metrics that work in some circumstances will not work in others. Even from one company to the next, in the same industry, following the same methodologies, you are going to find some unexplainable

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