Figure 1: The Prompt Machine, a tangible learning tool for integrated AI in education.(A) Pupils write assignments.(B) Pupils input their written assignments.(C) Pupils modify their texts using tangible prompt cubes.(D) Pupils receive physical print outs of modified texts.(E) Teachers facilitate reflections and discussions about modified texts with pupils.

Digital data shape work practices as they travel through space, time, and social situations. In turn, workers shape the materiality of data through different data-oriented activities. In this paper, we draw on theory of data journeys to develop and present a conceptual framework of four data-intensive activities: Producing, mobilising, processing, and re-purposing. Together, those activities capture entanglements of data transformations and data-intensive practices. We develop the framework through a qualitative study of digitisation in Environmental Assessment (EA) practice. EA practitioners reflect on their experiences working with digital environmental data through ten semi-structured and two interactive interviews. The paper offers two main contributions. First, we develop a data journey theoretical framework and show that it is useful as a unit of analysis for uncovering tensions in data-oriented activities. Second, we use these insights to outline a set of tensions for future design activities in the area of data work practices.

In this paper, we investigate the use of shape-change for interaction with sound zones. A core challenge to designing interaction with sound zone systems is to support users’ understanding of the unique spatial properties of sound zones. Shape-changing interfaces present new opportunities for addressing this. We present a structured investigation into this. We leveraged the knowledge of 12 sound experts to define a set of basic shapes and movements. Then, we constructed a prototype and conducted an elicitation study with 17 novice users, investigating the experience of these shapes and movements. Our findings show that physical visualizations of sound zones can be useful in supporting users’ experience of sound zones. We present a framework of 4 basic pattern categories that prompt different sound zone experiences and outline further research directions for shape-change in supporting sound zone interaction.

Agility is an overarching ideal for empirically-driven software development processes that embrace change in order to improve quality, economy, and simplicity. While the pursuit of Agility has held prominence in software practice and research for over two decades, user experience (UX) designers struggle to integrate their work processes with agile software development. As empirical processes are constantly evolving, so is this integration struggle for UX designers. We, therefore, present an industrial case study of how a Danish software company integrates UX design and agile software development. We conducted a case study involving (a) one iteration of individual interviews with 10 employees (four UX designers, three software developers, two project managers, and one solution architect) and (b) a follow-up iteration consisting of a workshop with 6 employees (three UX designers, two solution architects, and one project manager) two years later. We analyzed how the company's approach to integration with 'upfront design' and 'work in parallel' involve mutual adjustments as opposed to assimilation or separation of UX design and software development. Our analysis shows how integration through mutual adjustments made distinct contributions to UX designers' and software developers' pursuit of Agility. They experienced notably different work processes that still dealt effectively with change and contributed to quality, economy, or simplicity. Nevertheless, as shown from a follow-up workshop two years after our first interviews, these processes were still susceptible to integration struggles over time. We conclude that integration based on mutual adjustment potentially makes Agility for UX designers and software developers different and mutually complementary. This integration contrasts with assimilation, which potentially makes their Agility mutually indistinguishably, and with separation, which makes their Agility different and mutually competing.

Organizations developing safety-critical software are increasingly seeking to create better practices by meshing agile and plan-driven development processes. Significant differences between the agile and the plan-driven processes make meshing difficult, and very little empirical evidence on using agile processes for safety-critical software development exists. There are four areas of concern, in particular, for meshing the development of safety-critical software concerning: documentation, requirements, life cycle and testing. We report on a case study of a pharmaceutical organization in which a Scrum process was implemented to support agile software development in a plan-driven safety-critical project. The purpose was to answer the following research question: For safety-critical software, what can a software team do to mesh agile and plan-driven processes effectively? The main contribution of the paper is an elaborated understanding of meshing in the four areas of concern and how the conditions for safety-critical software influence them. We discuss how meshing within the four areas of concern is a contribution to existing research.

Sound zone technology is being developed to provide users with the ability to modify their personal soundscape. In this paper, we take first steps toward studying how and when users could use sound zone technology within the domestic context. We present a design ethnographical study of sounds in homes and potentials for utilising sound zone technology to modify soundscapes. Based on two rounds of qualitative interviews with seven participating households of diverse composition, dwelling type, and area type, we develop a design-oriented framework. The framework posits particular situations in which sound zone technology can support domestic activities. These are described and validated through the qualitative data collected in the households. The framework consists of two dimensions leading to four generalised situations: private versus social situations, and separate versus connected situations. A number of implications for designing interaction with sound zone systems in homes are derived from the framework.

Safety-critical software systems are increasingly being used in new application areas, such as personal medical devices, traffic control, and detection of pathogens. A current research debate is regarding whether safety-critical systems are better developed with traditional waterfall processes or agile processes that are purportedly faster and promise to lead to better products. To identify the issues and disputes in agile development of safety-critical software and the key qualities as found in the extant research literature. We conducted a systematic literature review as an interpretive study following a research design to search, assess, extract, group, and understand the results of the found studies. There are key issues and propositions that we elicit from the literature and combine into a conceptual model for understanding the foundational challenges of agile software development of safety-critical systems. The conceptual model consists of four problematic practice areas and five relationships, which we find to be even more important than the problematic areas. From this review, we suggest that there are important research gaps that need to be investigated. We suggest that future research should have a primary focus on the relationships in the resulting conceptual model and specifically on the dynamics of the field as a whole, on incremental versus iterative development, and on how to create value with minimal but sufficient effort.

Business cases have become popular as part of managing value creation in IS projects. Nevertheless, business cases are often poorly linked to value creation activities and organizations struggle to develop business cases that are useful and express more than simple cost savings. This action research study seeks to improve the usefulness of business cases in IS projects. We used collaborative action research with Danish municipalities to improve their practices when developing and using business cases and to change their perceptions of what constitutes a good business case that is useful during implementation and value creation. This article presents lessons learned from our action research, lessons that we incorporated into a business case method and subsequently evaluated with IS managers. There are three lessons on (1) improving the content of business cases, (2) how to develop business cases, and (3) the use of business cases in subsequent value creation. These lessons summarize our findings and the contributions are that we in the business case method propose to (1) include minimal contents, (2) develop social commitment, and (3) structure for dynamic use during value creation. We discuss the lessons and contributions related to research on IS business cases and value creation.

In this article, we report from a case study of an agile software development organization and we study in particular the developers’ and product managers’ attitudes towards integrating usability work into software development. We offer explanations based on system justification theory illuminating what would-be integrators might be up against. The analysis shows how the developers only pay lip service to usability work and how they treat users superficially. It further shows how that leads to stereotyping of usability designers and users in order to preserve status quo, and how internalization of inequality between the developers and usability designers rationalizes the preservation of status quo. These findings will have significant implications for managers of software development.

A fundamental tenet of the information systems (IS) discipline holds that: (a) a lack of formal power and influence over the organization targeted for change, (b) weak support from top management, and (c) organizational memories of prior failures are barriers to implementation success. Our research, informed by organization influence, compellingly illustrates that such conditions do not necessarily doom a project to failure. In this paper, we present an analysis of how an IS implementation team designed and enacted a coordinated strategy of organizational influence to achieve implementation success despite these barriers. Our empirical analysis also found that technology implementation and change is largely an organizational influence process (OIP), and thus technical-rational approaches alone are inadequate for achieving success. Our findings offer managers important insights into how they can design and enact OIPs to effectively manage IS implementation. Further, we show how the theory of organizational influence can enhance understanding of IS implementation dynamics and advance the development of a theory of effective IS change agentry.