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Questionnaires are a popular method to measure User Experience (UX). These UX questionnaires cover different UX aspects with their scales. However, UX includes a huge number of semantically different aspects of a user’s interaction with a product. It is therefore practically impossible to cover all these aspects in a single evaluation study. A researcher must select those UX aspects that are most important to the users of the product under investigation. Some papers examined which UX aspects are important for specific product categories. Participants in these studies rated the importance of UX aspects for different product categories. These categories were described by a category name and several examples for products in this category. In principle, the results of these studies can be used to indicate which UX aspects should be measured for a particular product in the corresponding product category. This is especially useful for modular frameworks, e.g., the UEQ+, that allow to create a questionnaire by selecting the relevant scales from a catalog of predefined scales. In this paper, it is investigated how accurate the UX aspect suggestions derived from category-level studies are for individual products. The results show that the predicted importance of a UX aspect from the category is fairly precise.
Collaboration tools are heavily used in work, education, and leisure. Yet, what makes a good collaboration tool is not well researched. This study focuses on what users expect of collaboration tools by investigating how they are used and which UX aspects are important to users when using them. In a survey, 184 participants described their use of collaboration tools and then rated the importance of 19 given UX aspects in their specific scenario. Results show that seven UX aspects are almost universally seen as most important. Additionally, five aspects seem to be especially relevant in specific usage domains. It is indicated that the context of use, especially the usage domain, influences which UX aspects are important to users. These results can be used by organisations as a guideline when selecting a collaboration tool suitable for their members in order to successfully adopt a tool.
In times of crises, such as the refugee crisis or the corona pandemic, the workload in public administrations increases because of the demands of citizens or short-term legal changes. In addition, there is an increasing need for digitalization or to be able to react flexibly to changes. Agile process models and agile practices are appropriate to overcome these challenges. The objective of this paper is to investigate how public administrations can measure their degree of agility to identify potential for improving it. The authors conducted a descriptive single-case study which included multiple units of analysis in a public administration in Germany. The case study was supported by their questionnaire for measuring the degree of agility. One outcome of this study is a conceptual framework that can be used to drive agile transformation in public administrations by continuously measuring agility. Therefore, a questionnaire for measuring agility at team level in public administrations has been developed. The application of the questionnaire in three teams provide insights into dysfunctionality in the interdisciplinary teams as well as optimization potential in terms of affinity to change. The adoption of agility in public administration is a challenge, given that resistance to change is still prevalent. A transformational change is a constant journey, and therefore, the measurement of progress plays an important role in the continuous improvement of an organization. The applied approach delivers high potential for improvement in terms of agility and provides interesting insights for both practitioners and academics.
Context: Twenty years after the publication of the agile manifesto, agility is becoming more and more popular in different contexts. Agile values are changing the way people work together and influence people’s mindset as well as the culture of organizations. Many organizations have understood that continuous improvement is based on measurement.
Objective: The objective of this paper is to present how agility can be measured at the team level. For this reason, we will introduce our questionnaire for measuring agility, which is based on the agile values of the manifesto.
Method: We developed a questionnaire comprising 36 items that measure the current state of a team’s agility in six dimensions (communicative, change-affine, iterative, self-organized, product-driven and improvement-oriented). This questionnaire has been evaluated with respect to several expert reviews and in a case study.
Results: The questionnaire provides a method for measuring the current state of agility, which takes the individual context of the team into account. Furthermore, our research shows, that this technique enables the user to uncover dysfunctionalities in a team.
Conclusion: Practitioners and organizations can use our questionnaire to optimize collaboration within their teams in terms of agility. In particular, the value delivery of an organization can be increased by optimizing collaboration at the team level. The development of this questionnaire is a continuous learning process with the aim to develop a standardized questionnaire for measuring agility.
E-government projects in public administration often fail due to lacking communication and unclear requirements. Furthermore, users are usually not involved in the development of digital products. The agile transformation offers a promising approach to improve communication and the affinity to change regarding requirements in e-government projects. In addition, the agile transformation, as a paradigm shift from a plan- oriented to an user-centered development, enables a high degree of user-orientation. In order to support and measure the agile transformation, a screening instrument was developed in previous research and was adapted to the context of public administration. This screening instrument enables the measurement of the progress in agile transformation using a personality questionnaire. In this paper we define a seven-step prototypical process model for the application of the screening instrument in public administrations. This process model accompanies the use of the screening instrument in seven steps as a recommendation for usage and enables a targeted and continuous improvement in the agile transformation process in the context of public administration authorities.
Users form an overall impression concerning the user experience (UX) based on their perception of special UX qualities. Therefore, measuring users’ perceptions of these particular UX aspects is essential for determining the UX of a product. The measured hedonic qualities, e.g. stimulation or aesthetics, and pragmatic qualities, e.g. efficiency or learnability, form a suitable overall impression of the perceived user experience of the product. In practice, the measurement of such qualities is often carried out with the help of standardized questionnaires such as the SUS, UMUX, or UEQ. However, the same product sometimes shows large differences in the ratings of different users. It is conceivable that other factors, for example, demographics, usage frequency, or experience with a product, can influence UX ratings. In a previous study (Kollmorgen, Schrepp & Thomaschewski, 2022), the four products Netflix, Microsoft PowerPoint, BigBlueButton, and Zoom were examined for differences in the UX ratings according to such factors. In the present paper, the data set was extended by two additional products of different product categories to deepen and broaden the investigation of the influences of external factors on the perceived UX of products, with a specific focus on their impact on pragmatic and hedonic qualities.
Context:
Software development companies use Agile methods to develop their products or services efficiently and in a goal-oriented way. But this alone is not enough to satisfy user demands today. It is much more important nowadays that a product or service should offer a great user experience — the user wants to have some positive user experience while interacting with the product or service.
Objective:
An essential requirement is the integration of user experience methods in Agile software development. Based on this, the development of positive user experience must be managed. We understand management in general as a combination of a goal, a strategy, and resources. When applied to UX, user experience management consists of a UX goal, a UX strategy, and UX resources.
Method:
We have conducted a systematic literature review (SLR) to analyse suitable approaches for managing user experience in the context of Agile software development.
Results:
We have identified 49 relevant studies in this regard. After analysing the studies in detail, we have identified different primary approaches that can be deemed suitable for UX management. Additionally, we have identified several UX methods that are used in combination with the primary approaches.
Conclusions:
However, we could not identify any approaches that directly address UX management. There is also no general definition or common understanding of UX management. To successfully implement UX management, it is important to know what UX management actually is and how to measure or determine successful UX management.
As collaborative technologies become integral in both professional and leisurely settings, especially during the rise of remote work and digital communities due to COVID-19, understanding the user experience (UX) factors is critical. This study aims to explore the differential importance of these UX factors across professional and leisure contexts, leveraging the widespread use of collaboration tools for an in-depth analysis. The objective of the study is to identify and assess key UX factors in collaboration tools, and to quantify their differential impact in professional and leisure settings. Our research underscores the nuanced role of context in evaluating User Experience (UX) factors’ importance in collaboration tools, with significant variances observed across professional and leisure settings. While some UX factors, including accessibility, clarity, and intuitive use, maintained universal importance across contexts and tools, others—specifically dependability and efficiency—co ntradicted assumptions of being universal "hygiene factors", demonstrating the complexity of UX evaluations. This complexity necessitates a differentiated approach for each context and collaboration tool type, challenging the possibility of a singular evaluation or statement.
The UEQ+ is a modular framework that can be used to set up UX questionnaires that fit to a research question. The UEQ+ consists of a set of UX scales that can be combined to form a concrete questionnaire. Thus, the product owner or UX researcher can define which aspects of UX are important for his or her project and should thus be measured in the questionnaire. A UEQ+ scale consists of 4 items that measure the UX aspect represented by the scale and an additional item that measures how important this UX aspect is for the overall UX impression. Some situations require that a UX questionnaire is extremely short and for such situations the standard scale format may be too time consuming. We describe how short forms of the UEQ+ can be built. The impact of shortening the scales on the results is investigated in several studies.
Der Workshops soll Personen zusammenzubringen, die sich mit der Entwicklung und praktischen Anwendung von Verfahren zur quantitativen Messung von User Experience beschäftigen. Mögliche inhaltliche Themen betreffen methodische Fragen in Bezug auf die Entwicklung solcher Verfahren und Problemstellungen in Bezug auf ihre praktische Anwendung in konkreten Projekten bzw. bei der Implementierung als Teil des Qualitätsprozesses in Unternehmen. Der Workshop besteht aus einer Reihe von Vorträgen und einem interaktiven Teil, in dem ausgewählte Fragen mit den Teilnehmern diskutiert werden.