Roles and relationships for unified activity management

Abstract

This 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.