Collaborative Design Project

<div id="middle-column" class="module">

<h1>Collaborative Design Project</h1>
<h2>CSM.056</h2>

<h2>Times</h2>
<p>Term 2, details to be announced.</p>

<h2>Venue</h2>
<p>TBC</p>

<h2>Convener</h2>
<p>Dr Corina Sas</p>

<h2>Staff</h2>
<p>Dr Corina Sas - plus other guests</p>

<h2>Assessment</h2>
<ul>
<li>A 2,500-word 'product-oriented' report of the collaborative design work undertaken and associated progress (50%). Note this report MUST be written separately by each individual.</li>
<li>A 1,500-word critical essay reflecting on the group design literature in the light of experience in a collaborative design context (25%). Note, again, that this essay MUST be written separately by each individual. </li>
<li>A group presentation of the project involving a poster and a website that will be judged by an expert panel (25%).</li>
</ul>

<p>Please note that the Collaborative Design Project is a double weighted module.</p>

<h2>Objectives</h2>
<ul>
<li>To rehearse key research techniques gained in the course.</li>
<li>To gain additional transferable and personal skills working in a collaborative design environment, particularly focussing upon working in a heterogeneous design team.</li>
<li>To access state-of-the-art design experience, with feedback from practicing design experts.</li>
<li>To experience the conduct and management of a project throughout the key stages of the design cycle.</li>
</ul>

<h2>Core content and the development of advanced skills and knowledge</h2>
<p>The course is based on a small-scale collaborative design project involving focussed practical work conducted by groups of students working together as a design team. This may include many aspects of advanced interface development, such as observational studies of work practices, needs analysis and specification, conceptual and detailed design specification, iterative prototyping, usability testing and other evaluation methods. There will also be opportunities throughout the course for  emerging ideas to be subjected to scrutiny by experts from different perspectives of the design process.  For example, sessions might focus upon interface technologies, user and task characteristics, user participation, artistic and aesthetic design, physical model making, commercial product design and marketing, and innovation.</p>

<h2>Course delivery and assessment</h2>
<p>The course will be delivered through project work and academic supervisor sessions. Groups will undertake a design project set by the course convener, consisting of a design brief, typically comprising the redesign or improvement of an existing artefact developed at Lancaster, or meeting locally-driven user needs. This allows students to capitalise upon existing experience and also to see practical benefits for their project work. Examples include:</p>
<ul>
<li>The Electronic Wainwright, a portable, proactive guide to the Lake District;</li>
<li>A technology and metaphor for conducting meetings in virtual space;</li>
<li>An intelligent-agent based tool for supporting the re-use of design ideas;</li>
<li>A PDA for coordinating emergency services in mountain rescue;</li>
<li>Improving collaborative memory with a shared documentation environment.</li>
</ul>
<p>The briefs will detail deadline, cost and functionality constraints, to ensure completion within the 10 week module. The course convener will hold regular planning and review sessions with groups. A key task in these sessions will be to monitor the division of tasks between group members. Sessions will also involve peer-based critique and discussion of emerging designs.</p>

<h2>Selected bibliography</h2>
<ul>
<li>Ashworth, C., & Goodland, M. (1990). SSADM: A practical approach. London: McGraw-Hill.</li>
<li>Ball, L.J., & Ormerod, T.C. (2000). Putting ethnography to work: The case for a cognitive ethnography of design. International Journal of Human-Computer Studies, 53, 147-168.</li>
<li>Cross, N. (1994). Engineering design methods: Strategies for product design. Chichester: Wiley.</li>
<li>Dahl, D.W., Chattopadhyay, A., & Gorn, G.J. (2001). The importance of visualization in concept design. Design Studies, 22, 5-72.</li>
<li>Hammersley, M., & Atkinson, P. (1983). Ethnography: Principles in practice. London: Routledge.</li>
<li>Jansson, D.G., & Smith, S.M. (1991). Design fixation. Design Studies, 12, 3-11.</li>
<li>Kvan, T. (2000). Collaborative design: What is it? Automation in Construction, 9, 409-415.</li>
<li>Lim, K.Y., & Long, J. (1994). The MUSE method for usability engineering. Cambridge: Cambridge University Press.</li>
<li>Lyytinene, K., Maaranen, P., & Knuuttila, J. (1994) Groups are not always the same. Computer-Supported Cooperative Work, 2, 261-284.</li>
<li>MacLean, A., Young, R. M., Bellotti, V.M.E., & Moran, T.P. (1991). Questions, options and criteria: Elements of design space analysis. Human Computer Interaction, 6, 201-250.</li>
<li>Shegal, J., Dubrovsky, V., Kiesler, S., & McGuire, T. (1986). Group processes in Computer-Mediated Communication. Organizational Behavior and Human Decision Processes, 37, 157-187.</li>
<li>Sherry, L., & Myers, K.M. (1998). The dynamics of collaborative design. IEEE Transactions on Professional Communication, 41, 123-139.</li>
<li>Suchman, L. (1987). Plans and situated actions. Cambridge: Cambridge University Press.</li>
<li>Stoker, J.L., Looise, J.C., Fisscher, O.A.M., & de Jong, R.D. (2001). Leadership and innovation: Relations between leadership, individual characteristics and the functioning of R&D teams. International Journal of Human Resource Management, 12, 1141-1151.</li>
<li>Sycara, K.P. (1990). Viewing design as a cooperative task. In Proceedings of the 12th Annual Conference of the Cognitive Science Society Conference. Erlbaum.</li>
<li>Tse, T.H., & Pong, L. (1991). An examination of requirements specification languages. The Computer Journal, 34, 143-152.</li>
<li>Wageman, R. (1997). Critical success factors for creating superb self-managing teams. Organizational Dynamics, 26, 49-61.</li>
<li>Weick, K. (1995). Sensemaking in organisations. London: Sage.</li>
</ul>

</div>