Developing Multimedia: A Method to the Madness
Developing Multimedia: A Method to the Madness
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开发多媒体：一种疯狂的方法
DOI：
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发表时间：
1995
期刊：
影响因子：
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通讯作者：
M. Mauldin
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文献类型：
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作者：
M. Mauldin
来看看雷和费伊，这两位教员为了开发一门课程而会面。太多的内容和太少的时间会导致下面的对话：“让我们把一些内容放到电脑上，”雷说。“好主意!我们还可以添加声音、动画和视频！”雷喊道：“等一下！我有个主意！让我们制作一张CD-ROM，它可以成为课程要求的一部分！”听到这里，Faye跳了起来，大叫道：“对，就是这张票！”去哪里的票？你确定你想去“有”的地方吗？多媒体开发的过程可能是令人兴奋的、有趣的和具有挑战性的，其中一半的乐趣在于“到达那里”。然而，如果你不计划如何到达那里，它可能是一张充满颠簸、瘀伤和不愉快惊喜的车票。南卡罗来纳医科大学教育技术实验室采用的开发过程似乎相当顺利。到目前为止，生产团队有按时交货的记录，产品符合客户的规格。例如，该团队的最新项目是开发CD-ROM，旨在鼓励中学生探索环境职业作为一种可能的职业选择。该程序包含围绕“超级英雄”主题构建的视频、声音、动画和互动。除了客户满意之外，技术实验室开发的产品在评估期间表现良好。例如，上面提到的光盘被600多名中学生评估，95%的人表示他们喜欢这个项目，能够掌握它的目标。实验室的制作团队在开发用于教学、研究或演示的计算机多媒体的目标中没有任何秘密技巧。工作人员包括一名导演、一名程序员和一名美术人员。整个团队首先与客户会面，计划项目，然后在整个开发过程中间歇性地进行。从开始到结束的过程是一个真正的“一揽子”交易。实验室的多媒体开发团队遵循以下几个基本准则：*在计算机上实际开发之前完成分析和设计；*形成性评估立即开始（例如，需求评估、目标、目的和分析之间是否一致？）*协商并签署工作范围合同。（本合同规定了开发团队和客户的责任。）*遵守时间表，但不以牺牲质量为代价；*开发团队和客户之间保持持续的沟通。*多媒体开发过程目标开发：在接受项目后，团队与客户一起工作，以确定他们的目标。模糊的语言，如“培养对……的欣赏”或“增加对……的理解”。等等，只存在于最初的会议中。团队试图找出最终产品的确切外观，例如，如果用户“增加他或她对……的理解”。让目标可测量是了解用户是否达到“目标”的唯一方法。需求评估：接下来，客户和团队进行需求评估，以确定客户希望计算机程序“做”什么，而团队有能力生产什么。如果存在差异，讨论可能会围绕以下主题展开：*客户请求的可行性（技术上可以实现吗？）时间问题（能按时完成吗？）*金钱（更多媒体意味着更多成本）*重新审视目标（项目是否应该更集中？）分析：针对目标计算机的硬件、要开发的软件、受众和目标进行分析。各种组件（硬件或软件）的分析可以在进行需求评估的同时进行，因为其中一个组件可能并且经常会严重影响另一个组件。假设，基于目标和受众分析，客户确定应该提供旁白来帮助困难的单词发音。…
Meet Ray and Faye, two faculty members meeting to develop a course. Too much content and too little time leads to the following conversation: "Let's put some of this content on the computer," says Ray. "Great idea! We can also add sounds, animations and video!", exclaims Faye. Ray then shouts, "Wait a minute! I have an idea! Let's make a CD-ROM and it can be part of the course requirement!" At this, Faye leaps to her feet and yeIls, "Yeah, that's the ticket!" The ticket to where? Are you sure you want to go wherever "there" is? The process of multimedia development can be exciting, fun and challenging, with half the fun being in getting "there." However, if you do not plan how you are going to get there, it can be a ticket to a ride full of bumps, bruises and unpleasant surprises. The development process employed by the Educational Technology Laboratory at the Medical University of South Carolina appears to provide a fairly smooth ride. So far, the production team has a track record of on-time delivery with products meeting clients' specifications. For example, the team's latest project was the development of a CD-ROM designed to encourage middle school students to explore environmental careers as a possible vocational choice. The program contains video, sound, animation and interactivity built around a "super heroes" theme. In addition to client satisfaction, the products developed in the Technology Lab have performed well during evaluation. For example, the CD-ROM mentioned above was evaluated by over 600 middle school students and 95% stated they enjoyed the program and were able to master its objectives. * No Secret Tricks The Lab's production team has no secret tricks in their goal of developing computer-based multimedia for instruction, research or presentation. The staff consists of a director, a programmer and a graphic artist. The entire team meets with a client to first, plan the project, and then intermittently throughout development. The process from start to finish is a real "package" deal. The lab's multimedia development team follows several basic guidelines: * Analysis and design is finalized prior to actual development on the computer; * Formative evaluation begins immediately (e.g., Is there agreement between the needs assessment, goals, objectives and analyses?); * A scope of work contract is negotiated and signed. (This contract specifies the responsibilities of the development team as well as those of the client.) * Timelines are adhered to, but not at the expense of quality; and * Constant communication is maintained between development team and client. * Multimedia Development Process Goal Development: After accepting a project, the team works with the client to focus their goals. Fuzzy language such as "develop an appreciation for..." or "increase understanding in...," etc., exist only in initial meetings. The team seeks to find out exactly what the finished product would look like if the user were, for example, "increasing his or her understanding in..." Making the goal measurable is the only way to know if the user got "there" or not. Needs Assessment: Next, the client and team conduct a needs assessment to determine what the client wants the computer programs to "do" versus what the team has the capability to produce. If there is a discrepancy, discussions may center around topics such as: * Feasibility of client request (Can it be done technically?) * Time involved (Can it be finished on time?) * Money (More media equals more cost.) * Re-examining goal(s) (Should the project be more focused?) Analysis: Analyses are conducted for the target computer's hardware, software to be development, the audience and the objectives. Analyses of various components (hardware or software) may occur at the same time a needs assessment is conducted since one may, and often does, heavily impact the other. Suppose, based on objectives and audience analysis, the client determines that narration should be provided to assist with difficult word pronunciations. …