Roles and Relationships for Unified Activity Management

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dc.contributor.authorHarrison, Beverly L.
dc.contributor.authorCozzi, Alex
dc.contributor.authorMoran, Thomas P.
dc.date.accessioned2023-06-08T11:43:55Z
dc.date.available2023-06-08T11:43:55Z
dc.date.issued2005
dc.description.abstractThis paper reports on three ethnographic studies of how people coordinate their activities in various work settings. The findings reported here are a derived set of relationships reflecting the nature of involvement of people in their activities. These findings were then tested by six analysts, who were conducting field studies of patterns of complex business activities. They used the derived relationships in the analysis of their data and in the representation of activity patterns. These usage cases revealed confusion between involvement relationships and job roles. Finally, several implications of these studies for designing an activity management prototype are presented.en
dc.identifier.doi10.1145/1099203.1099245
dc.identifier.urihttps://dl.eusset.eu/handle/20.500.12015/4826
dc.language.isoen
dc.publisherAssociation for Computing Machinery
dc.relation.ispartofProceedings of the 2005 ACM International Conference on Supporting Group Work
dc.subjectuser evaluation
dc.subjectethnographic study
dc.subjectdesign
dc.subjectactivity management
dc.subjectprototyping
dc.subjectto-do lists
dc.subjecttask management
dc.titleRoles and Relationships for Unified Activity Managementen
gi.citation.publisherPlaceNew York, NY, USA
gi.citation.startPage236–245
gi.conference.locationSanibel Island, Florida, USA

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