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Human Science Knowledge Knowing that……… |
Human Factors Methods Knowing how………… |
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Anthropometry, Lighting, Vision, Cognition, Organisation Design, Learning, Aging |
Task Analysis, Context of Use Analysis, Workstation Design, HCI design, TNA, Team design |
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Knowing that………. |
Knowing how (to make things happen)….. |
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User organisation, Technical environment, Equipment knowledge, Physical environment, Mission, CONOPS, HF Integration |
Design specification, review, Issue, risk management, Plans, policies, strategies, Working with engineers, other specialists, HR people, Trade-offs |
| Role | Practitioner |
| Duties | Conducting specialist tasks (e.g. task analysis) within an HCD programme of work. |
| Corporate risk from incompetence | Programme delay, design defects that will be picked up elsewhere in the programme. |
| Corporate perception | An expense, ranging from worthy to unnecessary (depending on circumstances). Sometimes just a nuisance. |
| New KSA over previous role (Human Science researcher) | Getting results that influence design or operation within a time and a budget. |
| Role | Consultant |
| Duties | Design review, customer advice, supplier oversight. |
| Corporate risk from incompetence | Poor product or system usability, significant cost and programme overruns |
| Corporate perception | An expense that is hard to judge. Sometimes a friend, sometimes a risk. |
| New KSA over previous role (practitioner) | Deep technical expertise, Understanding of project implications, commercial issues. |
| Role | Manager |
| Duties | Devising and running an HCD programme of work (e.g. HFIP, HEPP). |
| Corporate risk from incompetence | Poor product usability, significant cost and programme overruns. More usually, where the customer has mandated HCD, this role and the customer are pushed into selling a poor design. |
| Corporate perception | An expense, a risk, usually unnecessary. |
| New KSA over previous role | Management skills, focus on user-centred design rather than human scientist-centred design. Significant skill levels required - see Jonathan Earthy's mapping to SFIA. |
| Role | Process Owner |
| Duties | (Self) assessment against process model, structured process improvement. Scope of activity assured is at least project-wide, certainly much broader than an HCD programme such as an HFIP or HEPP. Almost certainly crosses project boundaries. |
| Corporate risk from incompetence | As per manager. |
| Corporate perception | Supplier: big risk if poor usability normal. Customer or supplier that wants to deliver usability: significant de-risking. (First role that has a realistic chance of being seen as positive). Resource can be funded as a function of assessed risk. |
| New KSA over previous role | Process view of the world. Process assessment and improvement training. Ability to deal with all levels of organisation, all HFI domains, and integrate with System Engineering. |
| Role | Authority |
| Duties | Authorise (or refuse to authorise) a system as suitable for safe operation. |
| Corporate risk from incompetence | Product recall, loss of life, corporate failure. |
| Corporate perception | The buck stops here. |
| New KSA over previous role | Full understanding of all risks. |