Evaluating Project Management Interface Visualization on Small Display Devices

Lucio Campanelli School of Information Studies University of Wisconsin-Milwaukee lucio@uwm.edu

ABSTRACT

Carolyn Bates School of Information Studies University of Wisconsin-Milwaukee chbates@uwm.edu

Morgan Sawicki School of Information Studies University of Wisconsin-Milwaukee msawicki@uwm.edu

This study investigates the visual features that should be incorporated in a small display interface from a users perspective. Five project managers were interviewed and asked to describe their tasks, resources and processes. Data collected from the interviews was analyzed, identifying three themes related to project management information. Users were then given a survey to analyze 12 screenshots of four relevant mobile application interfaces. The results demonstrated that a project management interface would be beneficial on a small display if it incorporated the five measures evaluated by the users. In addition, our study confirms previous research suggesting that the use of the five visual measures during interface design increases usability and is useful for identifying other features for project management software visualization.
Keywords

incorporated into project management applications for small displays. Through the surveys, information about five measures was gathered. These measures were: balance, unity, harmony, economy, and coherence. These measures can help interface designers better understand user preferences regarding visualization. There is currently a large gap in research and development of project management tools with visual features, particularly as mobile devices have become more ubiquitous. Mesihovic, Malmqvist, and Pikosz (2004) say that one of the main roles of PDM (Project Data Management) systems is to provide a virtual meeting place for everyone involved in a specific project. This encourages workflow functionality, allowing tasks and information to be passed from person to person (p. 397). Additionally, they state that it is useful for the system to update as tasks are completed, allowing the project manager to check on resource availability and the current stage of the project (p. 399). Wraige (2002) states that project management software is quintessentially about the management of information -making sure the right people have the right, up-to-date information when they need it (p. 45). McPhee (2007) states that a project management system should allow you to generate messages, store documents and be able to search for both (p. 102). Milestones, or significant events in the life of a project, should be represented and easily recognizable (Zhang & Bishop, 2005, p. 149). Additionally, there are a number of fields that should be available in any project management software: task durations, resource schedules, costs, and the projects critical path, all of which lead toward the finish date of the project at hand (Zhang & Bishop, 2005, p. 148). Hansen (2006) notes that cost and time estimation are very important for project management (p. 84), and thus should be incorporated into any system designed for project management purposes. Though they do offer a lot of useful features, there are certain drawbacks to current project management systems. The company 37signals first started their software program, Basecamp, because they did not like the software programs that were on the market at the time (McClure, 2008, p. 18). Zhang and Bishop (2005) argue that Microsoft Project (one

Interface design, visualization, project management, small display, aesthetic evaluation.

INTRODUCTION AND LITERATURE REVIEW

This study explores the incorporation of visual features in the design of a project management application for small display screens, such as mobile phones and tablet PCs. Indepth interviews and surveys were conducted with five project managers in the academia and the corporate world in order to determine which visual features the participants preferred. The interviews focused on the participants organization methods for project management information, while the surveys focused on the best way to visualize information on small graphic displays. The aim of the study is to use the information gained through these interviews to propose a number of visual features that should ideally be
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of the most used software in project management) is not as intuitive as it could be, and might require a certain amount of training time before it could be successfully used (p. 149). Lipschutz (2007) says that Gantt views, although they allow users to take a structured look at a project, do not offer freedom and flexibility (p. 50). In 2003, Samsung introduced WiseVIEW Mobile, a visual software application for design engineers using PDAs. This software introduced technological mobility to the project management profession (p. 7). Reinhardt, Akinci and Garrett (2004) stated that mobile devices can make large amounts of data and information and computer power available on construction sites (p. 281). This allows the user to better understand the status of any given project despite being removed from their personal computer. Chittaros (2006) paper describes different complications and emerging ideas regarding current visualization techniques for mobile devices. The main point is a call for further research. The author brings up six steps that should be taken while developing a visual mobile application: mapping, selection, presentation, interactivity, human factors and evaluation. Chittaro also discusses the presentation problem in mobile visualization, explicating two traditional desktop computer techniques and two emerging approaches for mobile devices. Finally, the author brings up five classes of mobile visualization: text, pictures, maps, physical objects and abstract data. Bresciani and Epplers (2009) paper shows that visualization is effective for group work, leading to better outcomes even though the participants might not notice the difference. The paper concludes that computer-based visual techniques are more efficient than paper-based non-visual techniques. Hammond (2006) states that [d]ata management, analysis and visualization are three peas in a pod (p. 32). This implies not only that visualization can be a helpful tool in the management of data, but that it is indeed essential. Zhang (1997) states that information visualization can be used to represent large volumes of data and their interrelationships from a human problem-solving perspective, helping project managers who are challenged by near-constant change in their projects (p. 2). He also asserts that [p]eople are visual creatures. Most people, if not all, perform better when things are pictorially associated (p. 2). Using visualization, he says, can help managers become more efficient and quick-acting (p. 2). Chau, Anson and Zhangs (2004) article expands upon a 4D visualization model for construction planning which includes a 3D geometrical model with a project schedule as the fourth dimension (p. 598). The case studies in this article verified the usefulness of this 4D visualization in short-term activities (p. 605). 3D and 4D visualizations are often seen as experimental in comparison to classic textbased applications.

Visualization is a synthesis of functional and aesthetic forms (Gaviria, 2008) and interface designers need to consider usability as well as aesthetic studies. Only a few studies actually evaluate visual features and none of these studies involve project managers as subjects. The most relevant research is that of Ngo, Teo, and Byrne (2003). They introduced 14 aesthetic measures: balance, equilibrium, symmetry, sequence, cohesion, unity, proportion, simplicity, density, regularity, economy, homogeneity, rhythm, and order and complexity (p. 44). Some authors follow the same trajectory, but only focus on a childs perspective. Large, Beheshti, Tabatabaei, and Nesset (2009) narrowed these fourteen measures down to six: balance, equilibrium, symmetry, unity, rhythm, and economy (p. 1819). Large found three of these were particularly important in designing information visualization for young users: unity, equilibrium and rhythm. For the purpose of this study, only five measures are considered essential for the visualization evaluation for a small display in the project management context: balance, unity, harmony, economy, and coherence (discussed later). These measures were selected to encourage the project managers to consider art form as a professional tool. Aesthetic measures have practical benefits for usability by minimizing extraneous information and creating excitability (Christensen, 2004). This notion of aesthetic excitability orientates simplicity and beauty, creates positive emotional response, and promotes usability.

RESEARCH QUESTIONS

1. How do the participants organize project management information? 2. What is the best way to visualize project management information on small graphic displays?

METHODOLOGY Sampling

Participants were recruited from the University of Wisconsin-Milwaukee campus based on their career experience and knowledge of management software. They represent specific users of project management information with different demographics: two from academia and three from the corporate world. Although the team interviewed 15 subjects, only five volunteer professionals were selected based on their attitudes towards project management software on mobile devices. Their experience in project management ranged from seven to 34 years. Their average project time frame varied, split between on-going activities and projects lasting up to one year.
Data Collection

Two methods were employed to collect data: in-person interviews and surveys. The first step of interviewing totaled a series of 39 questions, divided into three sections:

Research Questions 1) How do the participants organize project management information? 2) What is the best way to visualize project management information on small graphic displays?

Data Collection Interview Survey

Data Analysis Identify three themes related to project management information. Analyze the relationship between the three themes and five aesthetic measures in the selected software screenshots.

TABLE 1. Data Collection and Analysis Plan

demographic information, questions about project management, and visual features. These emphases helped to provide a context for understanding the needs of project managers, as well as their familiarity with information visualization. The interviews were audio recorded and later transcribed. Crucial topics ranged from details on job responsibilities, interpersonal communication, and personal methods for collecting and organizing information. The survey portion of the research focused on user perceptions about four interface designs (discussed later). The designs ranged from classical (text-based) to experimental (graphic-based). The data collection procedures are as follows: First, participants were instructed to view the screenshots of the four project management software. Each application had screenshots relating to three themes: content, hierarchy, and time. For the purposes of this study, content is the necessary knowledge used in everyday project management, and is clustered according to resources. Hierarchy organizes content clusters into structural systems. A timeline chronologically graphs the content. Second, the subjects evaluated the presence of the aesthetic measures for all 12 screenshots. Options were limited to Yes or No.
Data Analysis

theme, the answers were narrowed again into three subthemes representing the participants ways of organizing project management information: table views (such as Excel and Word spreadsheets), calendar views (such as Google calendar), and graph views (such as a timeline framework or schedule charts.) Table 2 presents the three themes, the three sub-themes and the associated examples from the interviews.
Content

Almost all interview subjects cited human resources (HR) as the most essential data within a typical project. This naturally correlates to a heavy emphasis on email and a calendar view as tools to manage these resources. There is also a process of shifting from in-person interaction to electronically managed communication. Both means of HR management must be balanced and alternated. Also, the number of people involved in a project varies depending on internal and external communications. Internally, the number of personnel is usually smaller and more easily managed. Internal contacts generally remain consistent between project phases, whereas external personnel constantly shift as the project progresses. Team making is another important aspect, as it allows for easier management of involved workers, while also clustering tasks more appropriately. The participants found tasks and subtasks to be essential pieces of information. Another important feature is the ability to update or edit deadlines and project status. Additionally, each personnel should have their hours, skills, and customer feedback listed within the contact list. This metadata is relevant to determining team member efficiency, while also aiding in job assignments. Finally, all participants agreed that financial resources were important as well. The use of list views is considered the most fundamental data organizational method for typical projects. Slightly more advanced but following the same linear thought process, table views are also popular tools for management. This is made clear by participants a, b, and e. I tend to do tasks in a very linear process, following a list. Sometimes if its a project I dont really want to do, I will do the simplest things first to at least get myself started. Conceptually I divide the tasks in my mind and then I put them down in a list, using Excel or Word (participant b). One subject stated, Excel tables make visualizing data easier, for

Qualitative data was analyzed by using open coding (Strauss & Corbin, 1990). The visual analysis is based upon the research elaborated by Ngo et al. (2003) and Large et al. (2009). Table 1 summarizes the data collection and data analysis in relation to both research questions and their respective research methods. The justification of important visual evaluation criteria, as well as the presence of measures in the interfaces is discussed in the results section.
DISCUSSION

The findings of this study are organized to answer the two proposed research questions: 1) three themes of project management information identified by the participants; and 2) the relationship between the three themes and the applied visual measures.
Themes of Project Management Information

To investigate types of project management information, participants were asked to answer 39 questions during an interview. The answers were organized first into three themes: content, hierarchy and timeline. Secondly, for each

Theme Table Content x

Sub-theme Calendar Graph a x

Subjects b x c d e x

Examples

Excel tables make visualizing data easier, for example, names and tasks labels) and to see commonalities amongst projects I organize my data with to-do lists and my calendar

x x

x x

In Excel table you can really have just the tasks you need to perform, and a start date and end date, but its very difficult to correlate the different tasks together Conceptually, I divide the tasks in my mind and then I put them down in a list, using Excel, or Word I use Google calendar and my notebook. Generally I to write down everything every day as it come up, and then cross it off as it goes away

Hierarchy

I tend to identify tasks in a very connected sequence graph such as with a workflow chart. Thats the best way to control, so youll know everything. Its easier to visualize the evolution of everything I would put all the deadlines at the beginning, in a list. Right now I just use organized folders with peoples names in My Documents. I input data as I go

Time

For the timeline entries I put everything on the calendar at the beginning I like the network diagrams a lot. They show you how everything is interconnected

TABLE 2. Themes, Sub-themes and examples

example, names and tasks labels, and to see commonalities amongst projects (participant a). However, there is arguably a negative aspect of such linearity. In Excel table you can really have just the tasks you need to perform, and a start date and end date, but its very difficult to correlate the different tasks together (participant d).
Hierarchy

sporadically. Summary reports were used in all of their businesses, and mandated communication with other employees. Software was cited as being the most useful during the initial phases of a project. You do the work upfront: you make a to-do list of all the tasks you are supposed to do, then you put connections behind the different tasks, then you assign resources and duration and rates so you can have an idea of how much your project is going to cost. Unfortunately, as the project advances it is not very easy to edit data in Project, especially when there are many connected tasks. The consensus of the participants was that

One way to keep track of the project process is by using technological taxonomy. Participants used various project management systems, ranging from Google and Microsoft programs (Word, Excel, Project) to traditional pen and paper. In response to many questions, all subjects emphasized the importance of being able to note-take

Screenshot 1 2 3 4 5 6 7 8 9 10 11 12 P. planner P. planner P. planner Project Project Project Roambi Roambi Roambi 3Dproject 3Dproject 3Dproject (C) (H) (T) (C) (H) (T) (C) (H) (T) (C) (H) (T)

Balance a b c 1 1 0 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 0 0 1 0 1 0 0 1 0 1 1 1 1 1 1 1 1 1

d 1 1 0 1 1 1 0 1 0 1 0 1

e 1 0 0 1 0 0 1 1 1 1 1 1

Unity a b 1 1 1 1 1 0 1 1 1 1 1 1 0 0 0 1 0 1 0 1 1 1 1 1

c 0 1 1 1 1 1 1 0 0 1 1 1

d 0 1 1 1 0 1 0 1 1 0 1 0

e 1 1 1 1 1 1 1 1 1 1 1 1

Harmony a b c 1 1 0 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 0 0 0 0 1 0 0 1 0 0 1 1 1 1 1 1 1 0

D 1 1 0 1 1 1 1 0 1 1 0 1

e 0 0 1 1 1 1 1 1 1 1 1 1

Economy a b c 1 1 0 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 0 0 1 0 1 0 0 1 0 0 1 1 1 1 1 1 1 1

d 1 0 0 1 0 1 0 1 0 0 1 0

e 1 0 1 1 1 0 0 1 1 1 1 1

Coherence a b c 1 1 0 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 0 1 1 0 1 0 0 1 0 1 1 1 1 1 1 1 1 0

d 1 0 1 0 1 0 0 1 0 0 1 1

e 1 1 0 0 1 1 1 1 1 1 1 1

TABLE 3 Application of the five measures to 12 mobile phone interface screenshots; a, b, c, d and e represent the participants; (C) stands for the screenshot relative to the theme of content, (H) stands for theme of hierarchy, and (T) stands for the theme of time.

software should be customizable, accessible, editable, and adaptable, and have archival features. Users preferred simple-to-use programs with optional toolbars for minimizing extraneous features. Three interviewees mentioned the importance of being able to save and look back at past documents. Participants a, d and e argued that the graph view is the most crucial tool for hierarchical organization of projects. This unsurprisingly correlates to the use of visualization in managing a projects taxonomies. One participant clarified that I tend to identify tasks in a very connected sequence graph such as with a workflow chart. Thats the best way to control, so youll know everything. Its easier to visualize the evolution of everything (participant d). Another participant added, The graphic visualization is basic because its easier to understand whats going on. For example, what do we do? The cost was being managed by spreadsheets in Excel, but more than the spreadsheets, it was more important to do graphics with all of the projects that we had (participant e). Contrarily, participant c stressed I tend to do tasks in a very linear process, following a list. Sometimes if its a project I dont really want to do, I will do the simplest things first to at least get myself started then, he summarized Conceptually I divide the tasks in my mind and then I put them down in a list, using Excel, or Word. (participant c)
Time

completed on time. One participant proposed one big picture that shows every project. Ideally, an open-source calendar could be accessed and edited by other people. Timelines visualize schedules and resources, applicable to both project managers and their customers. The timeline should also show how every aspect of the project is interconnected. Additionally, most participants found reminders and alerts of deadlines to be helpful. Realtime updates help to understand the project processes as they occur. Participant a, c, and d maintained the use of graph views as critical for schedule planning within a projects time frame. This explains why timeline visualizations are preferred by project managers rather than calendar views. One participant reiterated, I like the network diagrams a lot. They show you how everything is interconnected (participant d). This is well justified by another participant who said, I would like to view project progresses in a time view. Always editing new data in real-time. For example, viewing charts from a mobile device would be great to enlarge and shrink, and open details in depth (participant a). In regards to the chronology of editing, one participant contrarily pointed out I would put all the deadlines at the beginning, in a list. Right now I just use organized folders with peoples names in My Documents. I input data as I go (participant b)
The Relationship between the Information Themes and the Applied Visual Measures

Additional tools used to organize tasks include a WBS (work breakdown structure, similar to a to-do list) and calendars. Timeframes, deadlines, and milestones are useful in keeping track of human and financial resources, as well as a measurement for team efficiency. For example, one participant said that it is critical to understand if the project is going to be late, and if the tasks are going to be

Even though all of the managers were familiar with digital tools, none of them had previously used visualization to manage their data on small devices. They were shown ten software interfaces, of which they preferred four: two with

a text-based approach (Figure 1) and two with a visual approach (Figure 2). Managers with more than ten years of experience were attracted by text-based interfaces with static designs such as Project Planner (http://www.peritum.net/index.php/14/2/2) and Projects (http://www.blackburninternet.com/projects/index2.php). On the other hand, these types of interfaces were described as tedious and less intuitive by managers with less than 10 years of experience. Furthermore, experienced managers felt uncomfortable with interactive 3D interface visualization, while young managers commented that Roambi Visualizer (http://itunes.apple.com/us/app/roambivisualizer/id315020789) was an interesting user-friendly interface. Young managers also found 3Dproject (http://iia.uwm.edu/lucio/index.php?menu=projects) to be effective, stating that 3D visualizations enhance the interaction between tasks and processes. These comments accentuate the importance of encoding the aesthetic measures of the interface displays. The analysis on the visual measures was based on research by Ngo et al. (2003) and successively implemented by Large et al. (2009). The initial 14 measures have been narrowed to five. Moreover, the measures and definitions from the previous research have been modified in order to be more understandable to the participants: Balance indicates how equal the distribution of the elements in the screenshot is. Unity indicates how identifiable the nature of the elements in the screenshot is. Harmony indicates how pleasing the arrangement of the elements in the screenshot is. Economy indicates how functional the distribution of the elements in the screenshot is. Coherence indicates how identifiable interface patterns in the screenshot are.

The five participants applied the five measures to the 12 screenshots of the four software interfaces. Each screenshot represents one of the three themes for every interface screenshot.For each screenshot the participants decided whether the measures were present by checking Yes or No. In table 3, Yes equals 1 and No equals 0; a, b, c, d and e represent the participants; (C) stands for the screenshot relative to the theme of content, (H) stands for theme of hierarchy, and (T) stands for the theme of time. The data reveals that the interface with the highest presence of the five aesthetic measures is Project, while the Roambi interface has the lowest presence of them. Project displays the highest score in the content (Figure 1) and time themes (Figure 3), while 3Dproject displays the highest score in the hierarchy theme (Figure 2). The managers favored the Project and 3Dproject interfaces, confirming the relationship between the interviews and surveys. Economy received the most negative responses. In the survey, the measure most prevalent among the four interfaces is unity. This emphasizes the point made by Large et al. (2009) that unity is the principal aesthetic measure in interface design, visually combining all of the elements into one macro theme. This also confirms data from the interviews, as participants mentioned that they seek a visually pleasing interface that brings project information (such as projects, tasks, and resources) together in one place. Finally, the results suggest that a small display needs to incorporate three different levels of data visualization, as represented by the screenshots. This necessitates a list view to display the content of the projects, a tree map view to display the hierarchy of the projects, and a timeline chart view to display time related information, corresponding to the three themes.

Figure 1 Content Screenshot from Project mobile phone interface

Figure 2 Hierarchy Screenshot from 3Dproject mobile phone interface

LIMITATIONS

This study has some limitations, which inspires further research. While the small sampling allowed for in-depth analysis, future studies should expand the number sampled, as well as the diversity of the sampling, allowing for quantitative analysis. Also, further research can expand participant evaluation not only to the interfaces but also the measures. This study only considered static images, and further research should focus on the interaction related to the interfaces.
CONCLUSION

Finally, the results suggest that a small display needs to incorporate three different levels of data visualization: content, hierarchy, and timeline. In addition, designers need to develop dynamic and customizable interface displays in order to make complex projects more intuitive, clarifying the information relationships and taxonomy for users.
ACKNOWLEDGMENTS

This study investigated the information needs of project management in respect to small display visualization preferences, including scheduling resources, tasks, and deadlines. This is one of only a few studies that used visual measures to analyze software interfaces from a users point of view. The findings showed that communication elements, in particular human resources, tasks, sub-tasks, deadlines, and project status, were the most important project management data. In response to the participants interviews, the researchers identified three themes for organizing project management information. While previous research has mainly focused on content as an organizational theme, this study found hierarchy and timeline to be equally important themes for analysis. The survey further explored the relationship between the three themes and five aesthetic measures in the selected software screenshots. A qualitative analysis of the interviews corresponded to the survey results, and concluded that it is possible to select a few important aesthetic measures as criteria for project management interface design. Although statistical analysis could not be conducted because of the limitation of data, the results suggest that unity is the most prevalent measure among the four software designs. However, Programs must take the five measures into account for a visually pleasing interface with intuitive features.

The authors would like to thank the University of Wisconsin-Milwaukee School of Information Studies and its faculty, particularly Professor Iris Xie for her assistance with the data collection. Additionally, they would like to thank Professor Matteo De Angelis from the Lubar School of Business for his assistance with the data analysis.
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Figure 3 Timeline Screenshot from Project mobile phone interface

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