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1. Informatikk Verktyg For Mac

62 incident, usually outdoors, but can also be inside a caravan, a tent, etc. (Nilsson 2010, p.

1)(see Figure 7.1, adapted from (Nilsson 2010)). Figure 7.1: Local command post (LCP) in relation to the operational area The cooperation between the emergency leaders concerns several aspects of an ER, but usually concerns consulting each other in relation to the different subject areas, helping each other in performing different tasks, and generally coordinate the joint response.

In addition to communicating directly, the emergency leaders can also obtain information from each other by overhearing what the other agencies are talking about. This happens both over a shared channel used by everyone involved in a rescue, as well as overhearing what the other emergency leaders communicate to their crews over their agency specific radio frequencies while at the LCP, as told during the interviews. There is as such also some indirect communication between the emergency leaders. The physical environment of those working at or near the scene of incident is also an important aspect of an ER. Especially for an emergency leader the circumstances are dynamic and situation dependent. He or she may for example switch between being inside an LCP and moving around outside, resulting in him or her working under different lightening conditions and temperatures. When working outside background noise (as pointed out by (Jokinen 2008)) as well as weather, such as fog, rain and snow, 48 63 can become an issue.

The conditions under which the emergency leaders work are furthermore as mentioned highly dependent on the situation at hand, as the response can regard anything from handling a forest fire at a remote location to dealing with explosions and fires in an industrial area in a city. The emergency leaders thus work under very different conditions when it comes to the physical environment. 7.2 About emergency leaders Many actors are involved in an emergency response, but the users addressed in this thesis are mainly emergency leaders, which here refer to for example incident commanders from the police, health coordinators from the ambulance service, operational commanders fire and rescue from the fire and rescue agency, or other high-ranking personnel working outside and responsible for the cooperation and coordination of a response. The use of the label emergency leader is not unproblematic, however, as it can be understood differently by different actors. Taking the label to be understood as a person who leads emergency workers at or near the scene of incident, also field personnel who has been delegated tasks and/or has been appointed sector leaders by for example a health coordinator can be understood as an emergency leader. Especially in the fire and rescue agency this can be a confusing label, as there in addition to the operational commander fire and rescue also is for example a smoke diver leader.

The reason for using this label is that there does not seem to be a common label for this user group. Many articles regarding the tasks of these users usually either omit using a label or refer to the users in their articles in very vague terms, such as emergency managers (Carver & Turoff 2007) or decision-makers (Scotta et al.

2006), without stating exactly which users these labels include. There are for instance also other people making decisions which can be called managers or leaders at other levels of the organization of the emergency agencies. Therefore, as a common label for the user group addressed in this thesis is lacking, the label emergency leader is used to refer to high-ranking leaders working outdoors, responsible for their agencies efforts during a response.

Even though there are several differences between different emergency leaders, they 49 64 can be said to have some common characteristics and skills, and several derive from these leaders tasks and responsibilities (further addressed in section 7.3 on page 52). During the qualitative analysis, five sub-categories under the category 'Characteristics and skills of an emergency leader' were identified. The subcategories point to that emergency leaders: Are mobile Are experienced Are adaptable Have leader qualities Are good at dealing with information load Emergency leaders are mobile, and they switch between moving around the scene of incident and being inside the LCP. They nevertheless spend less time at the LCP today than they did before, as they both wish to have more contact with their crews and because they see the need to have a better overview of the situation than what is possible when working inside an LCP.

As such, even when cooperating with the other emergency leaders, they often move around together. The second sub-category found was that emergency leaders are very experienced when it comes to ER. They have usually worked within the emergency agencies for several years and have worked their way up to their current leader positions. They have therefore had different work positions and roles within their agencies. Related to this characteristic, emergency leaders were also identified as adaptable. As they have been different roles within their agency, they can take on different roles when required.

Informatikk Verktyg For Mac

Furthermore, the titles of some of the emergency leaders, such as incident commander, health coordinator and operational commander fire and rescue are usually job titles, but not always as they in some cases also can be appointed roles. As the incident commander explained during one of the interviews done for this thesis, most police districts previously appointed the role of being an incident commander to a police officer with the necessary qualifications when an incident happened. Some police districts still operate with this organization, but most 50 65 districts today have permanently appointed incident commanders. The position as operational commander fire and rescue is usually also a job title, but it can be that they decide to change roles during ER so that the operational commander also has practice in working in other roles, such as fire fighting.

These are however usually job titles and not roles, as special courses are needed for these qualifications, but it shows that there is some flexibility in who is acting as a emergency leader during a response, and that they can adapt to different roles. Furthermore, emergency leaders are also adaptable in the sense that they continually have to adapt to an ER situation as it evolves, requiring the emergency leader to continually evaluate the situation and potentially adjust his or her plans. The fourth category identified points to that emergency leaders have leader qualities.

Especially when the emergency leaders are permanently appointed emergency leaders and therefore have experience as leaders, they have authority and their agency respects and follows their orders. Emergency leaders furthermore guide and help their personnel, they know how to address their crews and how to see through that their plans are executed. The last category identified concerns being good at dealing with information load. There is a large amount of information to take in and the emergency leaders have to continually filter out what is important and make decisions based on the information he or she has. This last category has also been identified by (Carver & Turoff 2007). During the analysis of the quantitative data gathered with the questionnaire, also other qualities were found, especially regarding emergency leaders experiences with different kinds of devices, and motivation for using new technology in their work.

As found in this analysis, 100% of the respondents use a laptop or a desktop computer, 83,7% use a smartphone, and 68,8% use a tablet in their spare time. 90% of the responders are furthermore positive towards using new equipment in their jobs. Over half of the respondents answered that they totally disagreed or disagreed a little to the statement 'I am afraid that new equipment may take up to much attention while I m working'. However, 34% agreed a bit with this statement, and 2% totally agreed. Based on this information, and the related findings regarding how much laptops, tablets and other devices are used, it generally seems like the respondents are quite experienced when it comes to using different kinds of IT-equipment in their spare time. I would also deem 51 66 the motivation for using new equipment as quite high, even though it seems like there is some scepticism as well.

As the motivation is as high as 90% for using new equipment, I infer these numbers to mean that they would like to use newer equipment, but that there are terms to the use of this equipment. Much of the information gathered with the questionnaire regarding the user group are further used, especially for the persona used in the requirement analysis (further addressed in the next chapter). 7.3 The tasks and responsibilities of emergency leaders The different agencies addressed in this thesis are responsible for different subject areas, and they therefore have different responsibilities in relation to emergency management. The police has for example more responsibility in the recovery phase compared to the other agencies in Norway.

Additionally, during the emergency response phase, the police has the main responsibility for coordinating and organizing a response. It is a such an emergency leader from the police who is responsible for establishing an LCP when necessary. Even though responsible for the overall coordination, the police is not always leading the ER, as this depends on the type of incident.

In the case of a forest fire for example, it is the fire and rescue agency who leads the ER because this is their subject area (Politidirektoratet 2011, p. The police is furthermore not in charge of leading other agencies crews, which is the respective emergency leader s responsibility. The emergency leaders are furthermore responsible for seeing through that their agencies tasks and responsibilities are addressed. The main tasks of the different agencies during an ER are shown in 7.2.

As shown in Figure 7.2, besides from the common task of saving lives, the tasks and the responsibilities of the different agencies are quite different from each other, with clear tasks in relation to their subject areas. Even though the different agencies can be said to have quite well-defined roles and responsibilities, there are also some flexibility (Nilsson & Stolen 2011, p. The agencies do for example help each other with their tasks when necessary, such as assisting the police with road blockings or helping the ambulance service with triage. The fire and rescue agency is furthermore often the first to arrive at a scene of incident, and to get the operation running the operational 52. 67 Figure 7.2: The tasks of the different agencies commander leads and coordinates the operation until the incident commander arrives (Politidirektoratet 2011, p. The roles and responsibilities of the agencies can furthermore be affected by different factors of the addressed situation. In responding to a car accident, the fire and rescue agency s tasks may depend on whether there are 53 68 people stuck inside the cars, or whether there is a fire (Nilsson & Stolen 2011, p.

Many of the tasks and responsibilities of the different agencies can regardless be said to be the same or very similar regardless of the operation (Nilsson & Stolen 2011, p. As it is the emergency leaders who lead their respective agencies outside, it is the emergency leaders who are responsible for seeing through that these tasks are executed. The addressed user group thus differs somewhat in relation to tasks and responsibilities.

In the qualitative analysis done for this thesis, common tasks of emergency leaders were however found at a more general level. Under the category 'General tasks of emergency leaders', the following sub-categories were identified: Cooperation Evaluation and planning Coordination and delegation Make decisions regarding the operational area Cooperation should here be understood as both reaching joint decisions, helping each other performing different tasks, as well as the communication and information sharing necessary for working efficiently together. Cooperation during an ER is of course not just the responsibility of the emergency leaders, but it is an especially important task for these users as they have to collect and share information with others both within and between the agencies. Within the agency, the emergency leaders have to gather information and communicate with both their crews, who are working closer to the scene of incident, as well as with people working inside, such as at the operation centre. They are furthermore as previously mentioned, the links in the cooperation between the agencies, as there is little communication at other levels in the organization, such as between the different operation centres. As such, the emergency leaders can be said to be links in an information flow, both within his or her agency as well as between the agencies. Most of the information related to an ER should thus go through the emergency leaders, as this information constitutes the foundation for their joint decisions.

Figure 7.3 is adapted from (Politidirektoratet 2011, p. 147), and shows how the emergency leaders are central in the cooperation done during an emergency 54. 93 Figure 9.1: The aspects of mental models.

The system works. While interacting with a system, a user constructs a mental model, the user s model, of his or her own about how the system works. To help and guide the user to get a good understanding of the system, the designer has to communicate how the system works indirectly though the system. In other words, the mental model of the designer, the design model, regarding how the system works should to be conveyed through the system image in a way which makes it easy for the user to get a similar model when interacting with the system. If the user does not understand how the system works, the system will be perceived as difficult to use and will lead to the user doing more mistakes.

Providing a good conceptual model is as such important as it makes the effects of users interactions more predictable. The principles of visibility, feedback, constraints and consistency can as such be used by the designer in the indirect communication to the user about how the system works. Norman has in addition to the mentioned principles also a fifth principle called affordances. As he himself has argued that the other principles are more useful when designing GUIs (Sharp et al. 33), this last principle is thus not included here. The first principle, visibility is about showing the user both the possible actions when interacting with an interface, as well as the state of the device including the effect of an executed action (Norman 2002, p.

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When a function is highly visible it is more likely that the user will know what to do next (Sharp et al. Related to the principle 79 94 of visibility is hence the principle of feedback. There are different kinds of feedback, such as tactile, verbal, visual or a combination of these. The principle concerns sending back information to the user about which actions have been executed and what has been accomplished (Sharp et al. For feedback to have an effect, though, it should follow immediately after an executed action.

The third principle, constraints, is about constraining the possible actions the user can perform. By hiding or making some operations invisible, the user can be hindered from making mistakes. As there are fewer alternatives for action, the amount of knowledge required for interacting with the system is furthermore reduced (Norman 2002, p. In this way it becomes visible for the user what can and cannot be done, and so also this principle relates to the principle of visibility. The last principle presented here is consistency, and refers to designing an interface 'to have similar operations and use similar elements for achieving similar tasks' (Sharp et al. This principle can therefore be said to be about rules for how to accomplish similar tasks.

By being consistent with the rules, the interface should be easier to learn and use. If it inconsistent, however, it is harder to remember how to use the interface, making it more likely that the user will do mistakes. Between these principles, trade-offs may arise, for example between visibility and constraints, as more constraints lead to less visibility (Sharp et al. Trade-offs are as such also important to have in mind when designing an interface. As the presented principles regard aiding the making of usable and understandable interfaces, they were thought of as being especially important when dealing with the user-group addressed in this thesis.

Emergency leaders, working in a stressful environment and having less capacity to try out different functions during an ER, should quickly understand how the system works and how to use it. Because of the potential seriousness of their decision making, also avoiding making mistakes was thought of as critical. The use of these principles was as such an attempt to address the need for an intuitive interface. 80 95 9.4 Presentation of the prototype The prototype was based on the idea of a generic interface with possibility for tailoring, as mentioned in the previous chapter.

As such, the developed prototype used in this thesis addresses some common functionality, thought to be the common, basic part, but where the idea is that the emergency leaders can have different user profiles on top of this basic interface, where the functionality is more fitting to their roles and tasks. They will all the same be able to see the decisions made in the interface by the other emergency leaders, for example where they have decided to have a meeting point.

The decision to use this approach was based on the differences and similarities found between the agencies and the emergency leaders tasks during the qualitative analysis, and is one of the things I wanted to explore the need for. The prototype hence only contains basic functionality, and is based on assumptions regarding two general information aspects: maps and photos. To have a common operational picture, there was a clear need for a map with realtime information. As all cars used in the emergency agencies today are equipped with GPS tracking units, this was taken as a starting point for the kind of information which should be included in the map. Different types of cars depending on the agency were therefore presented with an icon on the map to see where it was.

Even though an emergency leader is only responsible for its own crew, the interface included the possibility to see every car involved regardless of agency to provide an overview of the situation in relation to resources. By giving an overview of the nearby resources, it was assumed that it would be easier to coordinate the response, and help each other with road blockings, evacuations, etc. It was also thought that it should also be possible to see other cars in the area which was not allocated to take part in the current ER yet, but which the emergency leaders might need assistance from. Information about the cars were thus included, such as ID-number and type of car, and this was displayed when the cars icon was selected.

However, as there especially for larger incidents may be many cars involved, it was also possible to toggle, or filter, which cars that should be visible in the interface. This was included to give some control of the interface to the user and to avoid too much cluttering. 81 96 The other two main functionalities included in relation to maps were based on the common tasks identified in the qualitative analysis regarding decisions about the operational area: decision of location, and the dividing up of an area. The decision of locations is as mentioned common for all the agencies, but the types of locations differ from agency to agency. The main difference lies in the name of the location, and these should have different icons. In the prototype, the generic labels Plassering1 (Location1) and 'Plassering2' (Location2) is used. Locations can be set by pressing the wanted place directly on the map, in which a dialogue box comes up asking what kind of location.

After having selected the type of location, an icon is placed on the selected place on the map. To make it possible to regret this action, the location can be deleted by selecting it and answer yes to the question 'Are you sure you want to delete this location?'

In the displayed dialogue box. A location already placed on the map is the place of incident, which is assumed marked by the operational centre receiving the call about the incident. The dividing up of an area is also something all the agencies do, but with different means, as previously described. The health coordinator might divide up an area into different sectors and delegate sector leaders. The incident commander on the other hand may create inner and outer obstacles to hinder people from getting in and out, while the operational commander fire and rescue agency may create different zones in relation to fires and/or dangerous substances. The shape of a sector/obstacle/zone is nevertheless a difficult issue to address in an interface, as for example the shape of a zone depends on wind force and direction, and as inner and outer obstacles do not always have the same shape. Exactly how these areas are marked should as such probably be adjusted to the different agencies, but as a basic functionality in the prototype, the setting of zones (not necessarily fire zones) is included.

A zone can be created in the interface by clicking the icon for the place of incident, and then input the radius of the zone in the displayed dialog box. The zone can in a similar way as locations be deleted by selecting them and confirming the deletion. The second general information need addressed in the prototype was photos. This was brought up by two of my interviewees in the initial data gathering and confirmed as a good idea by the third, which wanted to use photos both in the planning of a 82 97 response, as a way of communicating with those working at the operational centres, as well as a way of logging. The possibility to view photos related to the emergency response was therefore included in the prototype.

As previously mentioned, video from helicopters have been used in the response to forest fires, and it was based on this information also thought that videos could be shown in the interface. In the prototype however, only pictures were included. The photos were displayed in what can be called an album, with the most recently added photo displayed first. By selecting a photo, a larger version was displayed as well as the time the photo was taken. The prototype was designed based on several assumptions in addition to the ones mentioned.

As the interface supports decisions regarding the operational area, it was assumed that also others involved in an ER could see these decisions, for example where the meeting points are. They should nevertheless not have the same functionality as the emergency leaders. A smoke diver for example should not be able to create zones, as this is not the responsibility of a smoke diver. The prototype was furthermore based on the assumption that the displayed information always is available, as issues regarding network connectivity etc.

Is not addressed here. Lastly, it was assumed that pictures taken on the place of incident were already added, and that the displayed pictures are related to the current response. How the pictures should be added or whether the pictures need to be administrated is not addressed here, as the focus was more on exploration. The division between the two aspects of information was represented in the prototype in the form of tabs. Tabs were used to provide a visible structure of the content, and additional relevant tabs were assumed could be added when tailoring the interface to the different agencies.

How the tabs were displayed are shown in Figure 9.2 to Figure 9.4 where screenshots of the prototype displayed on different sized screens are presented. Instead of presenting screenshots from all the included devices used in this thesis, I have chosen to present screenshots based on the three size ranges accounted for in the development of the prototype as a responsive web design: large (laptop), medium (small tablet) and small (mobile phone).

Figure 9.2 displays the map used with the cars involved, different zones and locations set, the scene of incident presented with a yellow star, and information about 83. 98 (a) Laptop (b) Small tablet (c) Mobile phone Figure 9.2: Screenshots of the map as displayed in the prototype. 84 99 one of the involved cars. The icons used for the different agencies are borrowed from the BRIDGE-project, while the other icons I have produced myself. Especially the icons used for the locations, the purple dots, were created and used for simplicity, but should be designed to represent the type of location in a better way. The screenshots also show how the interface look like when toggling resources, as cars from the fire and rescue agency are unselected to illustrate how the button changes to provide feedback.

The toggle buttons include an icon of the given agency, the name of the agency as well as the number of resources. Notice how the toggle-buttons themselves and their placement on the screen changes as the screen gets smaller, which was done to account for screen size and input mechanism, as discussed in Section 9.2 on page 76. Information about the involved cars were included in the prototype, as I assumed that this would be practical, but I had little knowledge about what information was actually needed. As a starting point I hence only included ID-number and type of car. Figure 9.3 shows the available pictures related to the current response, with the most recently added picture first (on top, to the left). The pictures used were either taken by me or borrowed from SINTEF ICT. Figure 9.4 shows how a selected photo is displayed.

For small screens, such as the mobile phone, I assumed that the picture would need to take up most of the screen real-estate, with no possibility to scroll down and see other pictures. For the tablet, the selected picture takes up much of the width of the screen, but it is still possible to scroll down and see other pictures in the album. For large screens, it was assumed that it was unnecessary for a picture to take up the entire screen, and so the picture takes only up parts of it, while also proving the user with the possibility to easily switch to other pictures on the right side of the displayed picture, or to scroll down and see other pictures. 101 (a) Laptop (b) Small tablet (c) Mobile phone Figure 9.4: Screenshots of how a selceted photo is displayed in the prototype 87 102 88 103 Chapter 10 Evaluations Evaluation constitutes the fourth activity in the design model used in this thesis.

The goal of an evaluation is to gather information and get feedback about the design in order to improve and refine it in relation to the users needs. This activity is hence directly related to the identification of user needs and requirements done in activity two and the prototype developed in activity three.

There are different types of evaluations, differing from each other in where the evaluation is conducted, who is included, and which methods are used, amongst other things. The three main approaches are usability testing, field study and analytical evaluation (Sharp et al.

In addition to the mentioned approaches, there are furthermore also less formal approaches, such as opportunistic evaluations, which is done early in the design process to get feedback about an idea. For this thesis, two evaluations were conducted: an informal evaluation involving a hybrid method, and a usability study Hybrid method As presented briefly in Chapter 5, the first evaluation approach used in this thesis was a hybrid method between an informal evaluation and an interview, where the produced prototype was displayed on different sized screens and discussed. This method was chosen to address two related goals: 1) evaluate the produced prototype and get feedback about the design, and 2) discuss the users needs in relation to screen 89 104 sizes. This mix of methods thus provided me with a way of exploring both design and devices in combination. As the access to users were limited, it was not possible to do field studies, and so this hybrid method was perceived as a good way of including the end-users without observing them in natural settings. Furthermore, as the table solution could not be brought with me, it was also more practical to have the sessions at SINTEF.

The data recording techniques used were tape recording and note-taking, as they are fairly unobtrusive as well as cheap. The notes were however mostly about topics brought up by the participants, and where noted down while they spoke as a reminder of topics to explore later in the session.

One emergency leader from each of the addressed agencies took part separately, and each session lasted between 40 minutes and an hour. The sessions started with a walkthrough of the prototype on a laptop.

I first explained the map-part of the interface where I demonstrated the different functionalities and described what I have thought when I designed the GUI in relation to generic interfaces, tailoring, needs in relation to resource information, etc. I then showed the photo-part of the interface, and talked about some examples brought up in the initial data gathering to explain why this was included. While going through the interface, the participants commented on the design and asked questions. After the walkthrough, the emergency leaders were asked some prepared questions, such as what they thought of the toggling of resources, the displaying of images, etc., in relation to their needs. In the second part of the sessions, the participants were shown the same prototype on the other included devices, and these were then used as props to discuss screen sizes as well as other aspects of a device. The participants did not interact much with the prototype, but they took up and held the devices to get a feel of them.

Also in this part, some prepared question were asked as a starting point, but there were also room for more exploration based on the answers of the participants. Even though this part mainly focused on aspects regarding screen sizes, some design aspects were also brought up in relation to screen size. The sessions were mainly conducted at a meeting room, but as the table solution was placed in another room the sessions were finished there. A picture of the included devices with the prototype as used during this evaluation is shown in Figure.

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