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HB 177—2003
ISO/TR 14105:2001
Human and organizational issues for

ISO/TR 14105 Electronic imaging—
Management (EIM) implementation

successful Electronic Image
Handbook
HB 177
This Handbook was approved on behalf of the Council of Standards Australia on
7 March 2003 and published on 12 May 2003.
Keeping Standards up-to-date

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2001.
HB 177—2003
Handbook
ISO/TR 14105 Electronic imaging—

Human and organizational issues for
successful Electronic Image
Management (EIM) implementation
First published as HB 177—2003.
COPYRIGHT
© Standards Australia International
All rights are reserved. No part of this work may be reproduced or copied in any form or by any
means, electronic or mechanical, including photocopying, without the written permission of the
publisher.
Published by Standards Australia International Ltd
GPO Box 5420, Sydney, NSW 2001, Australia
ISBN 0 7337 5162 8
ii
PREFACE
This Handbook was prepared by the joint Standards Australia/Standards New Zealand Committee MS-
004, Micrographics and Image Management. It is identical with, and has been reproduced from,
ISO/TR 14105:2001, Electronic imaging—Human and organizational issues for successful Electronic
Image Management (EIM) implementation.
The objective of this Handbook is to provide guidance for developing a framework for understanding
and maximizing the human factors associated with successful implementation of Electronic Image
Management (EIM) systems covering cognitive, physical, organizational, and human factors as they
apply to usability criteria for imaging technologies development, selection and implementation.
As this Handbook is reproduced from an international publication, the following applies:
(a) Its number does not appear on each page of text and its identity is shown only on the cover and
title page.
(b) A full point substitutes for a comma when referring to a decimal marker.
iii
CONTENTS
Page
Introduction ............................................................................................................................................................... iv
1 Scope .............................................................................................................................................................. 1
2 References ..................................................................................................................................................... 1
3 Terms and definitions ................................................................................................................................... 1
4 Usability and Ergonomic Interfaces ............................................................................................................ 2
4.1 General............................................................................................................................................................ 2
4.2 End-User Analysis and Usability ................................................................................................................. 2
4.3 Ergonomic Criteria for Selection of Electronic Imaging Systems............................................................ 3
4.4 Software Usability Checklist ........................................................................................................................ 4
5 Workplace Ergonomics................................................................................................................................. 6
5.1 General............................................................................................................................................................ 6
5.2 Image Systems as VDT Workstations: Image System Hardware Requirements .................................... 7
5.3 Health Issues.................................................................................................................................................. 8
5.4 Handicapped User Accessibility ................................................................................................................ 10
6 Designing Forms for Use with Electronic Image Management Systems............................................... 11
6.1 General.......................................................................................................................................................... 11
6.2 Creating Field Labels and Instructions ..................................................................................................... 11
6.3 Sequencing Information.............................................................................................................................. 12
6.4 The Use of Lines .......................................................................................................................................... 12
6.5 Defining Individual Fields ........................................................................................................................... 13
6.6 Spacing ......................................................................................................................................................... 13
6.7 Additional Considerations .......................................................................................................................... 14
7 Recommendations for EIM implementation success .............................................................................. 14
7.1 General.......................................................................................................................................................... 14
7.2 Participation and Integration...................................................................................................................... 15
7.3 Strategic Planning: The Organizational Change Strategy....................................................................... 16
7.4 The Organizational Assessment ................................................................................................................ 17
7.5 The Change Management Program ........................................................................................................... 17
7.6 Using Consultants ....................................................................................................................................... 19
8 Conclusion ................................................................................................................................................... 20
iv
INTRODUCTION
Computer technology has unequivocally contributed to the efficiency and speed of data processing. Automated
systems reduce staffing requirements by eliminating the need for human intervention and facilitating increased
human productivity. Ironically, the intense focus on increased productivity of both systems and operators has
traditionally limited creative methods for sustaining long-term human productivity. However, recent advances in the
understanding and implementation of ergonomic principles have produced a comprehensive framework for human-
engineered computer systems design, implementation, and work practices.
The proliferation of computer technology has impacted a majority of the work force. It is predicted that by 1997,
50 % of workers would be using VDTs (Visual Display Terminals) at work. The significant increase in the use of
VDTs has caused the research community to investigate the impact to humans of working with VDTs. In 1988, in a
collaborative effort with an organization specializing in the area of human factors, a standards organization
published a document for Human Factors Engineering of Visual Display Workstations. This document, written for
those VDT applications described as text processing, data entry, and data inquiry, “specifies conditions that have
been established as representing acceptable implementation of human factors engineering principles and practices
in the design of VDTs, associated furniture, and the office environment in which they are placed.” More recently,
the International Organization for Standards (ISO) has initiated a 17-part standard (ISO 9241) that identifies
requirements for both hardware (parts 1-9) and software (parts 10-17) associated with VDTs.
This trend in the development of standards and legislation responds to the lack of widely accepted and practical
guidelines associated with the design, implementation, and use of VDTs. These voluntary and legislative guidelines
would provide recommendations and requirements for the selection and operation of VDTs. It should be noted that
the ergonomic requirements associated with electronic image management (EIM) systems do differ somewhat from
those associated with standard VDTs. These differences come primarily from image-initiated re-engineered task
requirements (that is, requirements for tasks in which humans interact with the image workstation with minimal
paper) that create unique implementation and environmental considerations.
A growing body of research points out that the potential of information technology to transform businesses remains
largely untapped not because of technical problems but because of failure to address human and organizational
issues. According to some management experts, “The effective management of people is critical to the successful
implementation and use of new technical systems. Unfortunately, the “human” resource receives only cursory or
after-the-fact attention when technological decisions are considered.” Experts in this area note that “a recent study
of 20 organizations with new office automation systems found that 16 systems had failed in some way. The
reasons: MIS departments missed project deadlines by months. Costs mounted beyond projections. End users
operated systems improperly or not at all or even sabotaged them openly. What variables lay behind these
reasons? Most common were the following human factors: the system didn’t match the organization’s needs;
supervisors didn’t promote use of new systems; senior management didn’t fully understand how systems should be
implemented.”
The issue of implementing new technology was perhaps best summarized by a case study of five office automation
projects: “Implementation: it’s not so much what you do, but how you do it.”
This Technical Report systematically identifies and reviews the ergonomic and organizational issues and
considerations associated with the selection criteria, implementation criteria, and work practice criteria for EIM
systems.
1
HANDBOOK
ISO/TR 14105 Electronic imaging—Human and organizational issues

for successful Electronic Image Management (EIM) implementation
1 Scope
This Technical Report provides a framework for understanding and maximizing the human factors associated with
successful implementation of Electronic Image Management (EIM) systems.
It focuses on cognitive, physical, organizational, and human factors as they apply to usability criteria for imaging
technologies development, selection, and implementation. It provides a fundamental framework for understanding
the basic issues and concepts of organizational factors, human factors, and ergonomics for EIM systems. The
principles of sociotechnical systems theory are applied to the introduction of EIM into an organization. The
principles of human factors and ergonomics are applied to usability criteria for the development and selection of
EIM equipment, to environmental and implementation issues, and to training for long-term productivity benefits.
2 References
ISO 9241-10:1996, Ergonomic requirements for office work with visual display terminals (VDTs) — Part 10:
Dialogue principles
ISO 9241-11:1998, Ergonomic requirements for office work with visual display terminals (VDTs) — Part 11:
Guidance on usability
3 Terms and definitions

For the purposes of this Technical Report, the following terms and definitions apply.
3.1
culture
pattern of beliefs and expectations shared by the organization’s members
NOTE These beliefs and expectations produce norms that powerfully shape the behaviour of individuals and groups in the
organization. An organization’s culture defines the ways in which people behave as encouraged by the organization’s values
and beliefs.
3.2
ergonomics
human factors
applied science that studies, designs, and adapts the equipment, the work, and the environment to meet human
capabilities and limitations and to enhance safety and comfort
3.3
flicker
image instability caused by the fading and refreshing of the phosphors that create the characters on a display
screen
NOTE Flicker-free images give the perception of stable images.
COPYRIGHT
ISO/TR 14105:2001(E)
2
3.4
glare
visual discomfort, legibility impairment, or both caused by excessive variations in luminance between objects within
the visual field
3.5
invisible grid
specific indents for various levels of information and blank lines or spaces that group related information
3.6
operations
business process used to carry out the objectives of an organization
3.7
readiness
willingness of employees to adapt to changes in their jobs and work environment
3.8
repetitive strain injury
class of medical condition of the joints caused by repetitive motion, which is often rapid, forceful, and/or extreme
motion
EXAMPLE Examples of repetitive strain injuries include tendinitis and carpal tunnel syndrome.
3.9
visual display terminal
VDT
electronic device that consists of an input device (for example, a keyboard or mouse), a monitor unit (for example,
a cathode ray tube), and a connection to the central processing unit of a computer and that visually presents
information communicated to or stored in the computer
4 Usability and Ergonomic Interfaces
4.1 General
This clause provides a framework for evaluating the ergonomics of user interfaces associated with electronic
imaging systems.
4.2 End-User Analysis and Usability
To tailor any image application to fit user behaviour, the developer must understand the general capabilities and
limitations of the human being in the areas of perception, learning, memory, and attention. This analysis is a
fundamental component of the re-engineering process associated with the move from conventional paper
processes to EIM systems implementation. ISO 9241-11 was developed to ensure this understanding as part of the
VDT development protocol. ISO 9241-11 addresses usability requirements specifications, providing a format for the
communication and shared understanding of the factors that determine usability. ISO 9241-11 stresses the
importance of end-user requirements analysis, because the tasks for which a product is used, the characteristics of
the user, and the environmental conditions are as important as the characteristics of the product itself as
determinants of usability.
ISO 9241-11 provides guidance on how to describe the context of use and the measures of usability in an explicit
way. The resulting usability requirements specification typically includes the following sections:
a) name and purpose of the product;
b) context of use, including
2 COPYRIGHT © ISO 2001 – All rights reserved

www.standards.com.au Copyright ISO www.isostandards.com.au
ISO/TR 14105:2001(E)
3
1) intended users (skills, knowledge, and physical attributes),
2) environmental requirements, and
3) specification of tasks;
c) usability measures for particular contexts:
1) effectiveness;
2) efficiency;
3) satisfaction.
The consumer of imaging systems technology should carefully review EIM-system vendor proposals to ensure the
inclusion of a system-specific end-user analysis. This analysis should be the basis for conceptual design of the
system’s user-interface as well as the criteria for usability verification testing.
4.3 Ergonomic Criteria for Selection of Electronic Imaging Systems
The principles in this section are based on five fundamental qualities that make application interfaces usable and
easy to learn. These five qualities follow:
 consistency;
 simplicity;
 flexibility;
 user control;
 system responsiveness.
4.3.1 Consistency
To design for consistency means to produce an application that is predictable in appearance and behaviour.
Consistency in user-interface design has two dimensions: internal consistency and external consistency. Internal
consistency refers to consistency of look and of behaviour of screens throughout the application (and even across
applications). External consistency refers to the users’ conceptual model of how an application should work. A
leading computer manufacturer suggests that “the user interface should confirm the conceptual model by providing
the outcome users expect for any action. This occurs only when the application model is the same as the users’
conceptual model.”
Consistency in user interactions
 reduces the memory load on the user,
 reduces the time it takes to learn the application,
 enables the user to perform tasks more quickly and easily, and
 minimizes the confusion of the user who must navigate between multiple applications.
4.3.2 Simplicity
To design for simplicity means to produce an application that the user finds both easy to learn and easy to use. The
fewer concepts, commands, and menus the user must know or traverse to perform an operation, the simpler is the
operation for the user. The substantial variability of image applications and platforms reinforces the requirement of
© ISO 2001 – All rights reserved COPYRIGHT 3

ISO/TR 14105:2001(E)
4
the above end-user analysis. For example, it is often appropriate to hide Graphical User Interfaces (GUIs), with
their multiple access task-swapping capabilities, in image workstations that are dedicated to limited image tasks.
This reduces the learning requirement of operators who do not require the capabilities of GUIs.
4.3.3 Flexibility
Flexibility in an application is reflected in how well the application responds to the needs of different kinds of user
expertise. For example, to perform a given task, a flexible application provides menu-based commands for novice
users to reduce their memory load and equivalent shortcut, keyboard-based commands for expert users to reduce
command input time and increase their task efficiency. Because some imaging tasks are fairly complicated,
requiring operator training and expertise, providing multiple-input or access mechanisms enables the sophisticated
operator to modify interaction styles based on specific task or situational requirements.
4.3.4 User Control
User control is the degree to which the user perceives himself or herself to be directing the interactions within the
application. In general, the more the user feels in control, the more satisfied with the application he or she feels.
Users should be allowed to initiate actions and control the interaction, including terminating any command, easily
reversing or undoing unwanted actions, or setting the pace of interactions. For example, some bank and
remittance-processing image systems allow operators to select the key ahead option. This option increases
operator speed by presenting the next imaged item after the operator has entered only a portion (selectable by
number of key depressions) of the currently displayed item. However, a mandatory requirement for systems
implementing this key ahead option is the ability of the operator to recall an imaged item once it has disappeared;
this provides control for the user, which positively affects satisfaction and performance.
4.3.5 System Responsiveness
System responsiveness is the degree to which the system responds to the user’s input. Whenever a user performs
an action, the system should — at minimum — provide basic feedback acknowledging the user’s command. The
system should never leave the user wondering whether the system has accepted his or her input. This
responsiveness is especially critical when long delays (in excess of two seconds) occur between screen
transmissions. Ergonomic studies have shown that displaying some visual indicator of progress (such as an
hourglass) greatly increases the user’s acceptance of variable length delays.
The impact of system delay varies greatly depending on the task. Imaging applications used for document
management work generally have tolerances for longer delays than image systems dedicated to high-speed data
entry. Image systems dedicated to high-speed data entry should have the ability to display images faster than the
human operator can process them. Exception-based delays should always be accompanied by some visual
acknowledgement or status message.
4.4 Software Usability Checklist
The following software usability checklist provides explicit usability criteria for software development and selection.
Although these usability heuristics are not EIM-specific, they are relevant to EIM applications.
When evaluating EIM software interfaces, ask the following questions to ensure that related criteria are satisfied;
usable interfaces fulfil these criteria.
a) Is display information organized and presented in a clear and useful manner? Criteria include whether
1) information appears in an expected, natural, and logical (task) order,
2) readability is optimized (text is of mixed case, use of abbreviations is minimal, and menus and user-entry
areas are visually distinct from other displayed information),
3) the command names or menu items are meaningful and distinctive,
4) use of colour is appropriate (four or fewer colours are used consistently, and an optimal contrast
combination is used),

ISO/TR 14105:2001(E)
5
5) when available, on-line help or documentation is formatted for easy scanning,
6) pull-down menu options are formatted as single column lists and logically grouped, and
7) irrelevant or rarely needed information is displayed on request only.
b) Is the language of menu items, commands, error messages, and on-line help appropriate? Criteria include
whether
1) the language uses task-related terms familiar to the user rather than system-oriented terms, and
2) the language does not use jargon that is difficult to understand and translate.
c) Does the application minimize the amount a user must remember? Criteria include whether
1) information appears in a familiar and directly usable form,
2) the application does not require the user to remember information from one display to another,
3) the application visually maintains the conceptual thread when a procedure requires that the system
display ancillary screens,
4) at the user’s request, the application provides prompts for command syntax, and
5) the application makes available text labels for screen icons.
d) Is the user interface consistent? Criteria include whether
1) the user interface uses the same term for a given item, action, or concept throughout the application,
2) the user interface is consistent in the format and placement of information in the displays,
3) the user interface provides a standard display area for command entry, and
4) the user interface makes the behaviour of objects on the screen consistent with the user’s mental model.
e) Does the application provide sufficient feedback? Criteria include whether
1) the application highlights items that are selected,
2) the application acknowledges processing delays,
3) the application informs the user of the success or failure of a requested action, and
4) when an error does occur, the application provides understandable information that includes both a
statement of cause and a suggested remedy that the user is able to perform.
f) How easy is it to navigate and exit the application? Criteria include whether
1) the application provides a home menu or display,
2) the means of navigation is visually distinct,
3) the structure of the application is optimally organized for the most common or most important user tasks
and reflects a natural sequence (according to experience, cultural norms, and the like),
4) the menu structure does not require the user to transverse more than three levels to perform a task or to
access information,

ISO/TR 14105:2001(E)
6
5) the user can return to the next higher level of menu with a single keystroke,
6) the user is able to exit at any point in the application, and
7) the means of exiting is clearly identified.
g) Does the application provide shortcuts for the knowledgeable user? Criteria include whether
1) the application allows the user to abbreviate command names, and
2) the application allows menu selections to be bypassed with command entry or rapidly processed
keystrokes.
h) Is the application robust; does it act to prevent unintended results? Criteria include whether
1) the application requires the user to review and confirm destructive commands,
2) the application requires the user to review and confirm global actions,
3) exiting the application does not result in the loss of data without confirmation from the user, and
4) the application accepts user input no matter what case (upper, lower, or mixed case) the letters are in.
i) Does the application observe human factors principles that make data entry tasks easier to perform? Criteria
include whether
1) the application captures data at first entry (user does not need to re-enter),
2) the application breaks long strings into manageable chunks for data entry,
3) the application does not require the user to enter leading zeros, and
4) when an error is detected, the user needs to rekey only the information that needs correcting.
5 Workplace Ergonomics
5.1 General
By their nature, document image systems represent a significant change in the workers’ environment. Workers who
have primarily used paper-based documents to complete their work have developed certain individual routines for
working with and managing paper documents for completing their work.
While office environmental conditions (such as conditions of lighting, glare, afternoon reflection, seating, and work
surfaces) were adequate or tolerable when work was paper-based, these same conditions may present significant
problems to workers who are stationary in front of a workstation for long periods of time. Workers who had a
workstation with a low-resolution display and used the workstation infrequently may have been able to avoid or
tolerate lighting and physical problems for short periods of use. These same conditions may become intolerable
when a worker uses a workstation as the primary means of completing his or her work.
Cognitive ergonomics plays a major role in the design of electronic imaging systems and in the associated
productivity benefits. Human-engineered systems always consider the cognitive processes associated with use of a
system or completion of a task. Effective and commonly accepted systems development protocols always begin
with an analysis phase. This phase typically incorporates an end-user analysis or task analysis that identifies
cognitive and physical requirements for the existing work practice. Conceptual models are developed that translate
the user’s task strategy or cognitive structure into a framework used as the basis for the new user interface design.
Cognitive ergonomics plays a critical role in the development of user-centred computer interfaces. Human
engineered interfaces reflect an understanding of user behaviour, knowledge, and preferences.

ISO/TR 14105:2001(E)
7
For example, in an EIM system, it is possible to help people during the scanning and the storing of documents by
giving semi-automatic indexing. This semi-automatic indexing can be based on the organization of the people in
the office where documents are sorted by type and by origin before scanning. With each document type a code can
be assigned. During the indexing process, the user assigns the code for the document type and the EIM system
displays the appropriate screen. If two or more documents come from the same originating office, the system will
retain part of the information (for example, in an invoice the details on the company which has produced the
invoice) in order to avoid recapturing this information. This type of indexing system may not be useful in every
organization. For example, in a parcels transportation company, customer orders must be immediately scanned to
the management system. Cognitive ergonomics can help to match user requirements to the business organization
and easy-to-use software and hardware.
Physical ergonomics applies industrial and operations engineering principles to workstation and tools design. Also
referred to as occupational biomechanics, it can be defined as “the study of the physical interaction of workers with
their tools, machines, and materials so as to enhance the worker’s performance while minimizing the risk of future
musculoskeletal disorders”.
Applied to electronic imaging systems, physical ergonomic considerations involve both computer hardware and
environmental requirements. Ergonomic criteria for hardware include the quality (and legibility) of the image display
and the key force required by the system keyboard. Environmental considerations include requirements for ambient
and task lighting and workstation layout (for example, work surface, chair, and the like).
The rest of this clause systematically addresses standards for system hardware and environmental
recommendations for workstation layout while providing guidance for considering the physical workplace and its
ergonomics.
5.2 Image Systems as VDT Workstations: Image System Hardware Requirements
A country-specific standard for Human Factors Engineering of Visual Display Terminal Workstations officially
pertains to VDT tasks or applications including text processing, data entry, and data inquiry. From a task and
application perspective, image system workstations are VDTs. Taken from the document, the following
systematically identifies both hardware and environmental requirements for VDTs.
The image system hardware requirements include the following:
 image display requirements;
 resolution requirements;
 keyboard requirements.
5.2.1 Image display
The display should be flicker free for at least 90 % of a sample of the user population under conditions
representative of actual use. It is suggested that the claim of flicker free should be supported by either controlled
experiments or physical measures. Generally, image displays with refresh rates greater than 70 Hz (regardless of
polarity) produce stable, flicker free images.
Legibility requirements for imaging systems are driven by task requirements. The image legibility requirements for
medical imaging systems (that is, x-ray systems) are dramatically different from those for high-speed data entry
systems. An exceptional image-processing approach (involving, for example, resolution, grey scale, thresholding,
and the like) designed specifically for the medical application could, by its design, produce unacceptable image
quality for the high-speed data entry task. This re-emphasizes the requirement for systematic end-user analysis for
both developers and consumers of imaging technologies.
An important distinction should be made between image legibility and image quality. Often, image representations
that appear aesthetically superior produce inferior operator performance. It is critically important that the selected
image processing and display approach reflect the task-specific requirements of the operator. In general, based on
principles of Signal Detection Theory, image representations for high-speed data entry tasks should suppress
backgrounds and accentuate the information to be entered. This is often accomplished by reducing the levels of

ISO/TR 14105:2001(E)
8
grey, creating a light background with dark characters. However, a potential problem of bi-tonal systems that only
display black and white comes from the reliance on thresholding. For example, a “9” character can potentially be
displayed as a “4” character if the top of the “9” character is thresholded to white.
Regardless of the image application task requirements, an evaluation with specific acceptance criteria should be
pursued before the implementation of a new image system to ensure adequate task-specific image legibility.
5.2.2 Resolution
The resolution of a visual display is a measure of its ability to display the smallest discernible details. The
commonly accepted measure chosen is the Modulation Transfer Function Area (MTFA). The MTFA metric of a
display shall have a value of at least 5. Research has demonstrated the correlation between MTFA of a visual
display and associated visual performance on that display.
5.2.3 Keyboard
Considerable research and engineering attention has been recently given to alternative design keyboards. These
alternative design keyboards attempt to increase biomechanical and neuromuscular efficiency by altering the
shape, configuration, and key force requirements. These keyboards are still being investigated to validate their
proposed benefit.
Numeric keypads have two basic configurations: the configuration with the characters “1”, “2”, and “3” at bottom
(standard numeric entry configuration) and the configuration with the characters “1”, “2”, and “3” at top (telephone
configuration). The configuration with the characters “1”, “2”, and “3” at bottom has been adopted as the de facto
standard for numeric data entry.
Keyboard surfaces and keycaps should have minimal reflectance to minimize glare. Key travel shall have a
maximum vertical displacement that is between 1,5 mm and 6,0 mm with the preferred displacement between
2,0 mm and 4,0 mm. Key force shall range between 0,25 N and 1,5 N, with preferred key force between 0,5 N and
0,6 N.
5.3 Health Issues
The requirement for workstation adjustability comes from human variability in physical dimensions. The study of
this variability is called “anthropometry”. This science identifies two overlapping bell-shaped curves to describe the
range in all physical body dimensions from the smallest woman to the largest man. Adjustable workstation furniture
should provide adjustability. Figure 1 graphically supports the need for three independently adjustable components
of an ergonomic workstation:
a) chair;
b) keyboard surface;
c) display surface.
The first adjustment to be made at an adjustable workstation is that of the chair. When sitting in your chair with your
feet on the ground, a 90° angle should be formed at your knee. Next, adjust the height of the keyboard surface to
create a 90° angle at your elbow. Finally, adjust the height of your display surface so that, looking straight ahead,
your eyes are approximately level with the top of the image display. It is important to note that ergonomically
adjustable workstation furniture provides no benefit to an operator who is not educated on proper adjustment.
The environmental requirements covered by this clause are concerned with the following:
 illumination;
 acoustics;
 work surface;
 work chair.

ISO/TR 14105:2001(E)
9
a Adjustable
Figure 1 — Workstation chair, keyboard, and display

5.3.1 Illumination
Perhaps the most important environmental consideration for computer entry systems is illumination. The philosophy
of “more is better” is not true in this case. VDTs emit light. As the level of ambient illumination increases, the
contrast, and consequent legibility, of information being displayed on the VDT decreases. This can have a
significant effect on productivity. Therefore, the computer entry environment should be somewhat darker than the
typical paper-based operations environment. Furthermore, ambient illumination is not the only lighting issue to
consider. Glare is also a major consideration that can be easily corrected with proper placement of VDTs relative to
light fixtures and windows.
Illumination parameters should fit the task at hand; image environments require less ambient illumination than
paper-based work environments. A range of 200 lx to 500 lx for paper-based environments is recommended. An
ambient illumination range of 200 lx to 400 lx is recommended for imaging environments. Overhead lights should
provide primarily a vertical or downward distribution of light. The luminous flux angle should not exceed 45° to the
vertical; this is often accomplished with built-in louvers, curved mirrors, or prismatic pattern shields.
5.3.1 Acoustics
Ambient noise range of 45 dB to 55 dB is recommended for office environments.
5.3.2 Work Surface
The height of the desk or table top should be adjustable, preferably, with a separate height adjustable keyboard.
5.3.3 Work Chair
The work chair should be fully adjustable and cloth covered, and it should have a five-legged base. The chair
should be able to be inclined between vertical and 120° and provide lumbar support that is adjustable and slightly
concave at the thoracic level.

ISO/TR 14105:2001(E)
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5.4 Handicapped User Accessibility
Legislation in some countries requires that handicapped persons and persons who are not handicapped shall have
equivalent access to electronic office equipment. This requirement extends to database and application program
access, the ability to manipulate data and related information resources to produce equivalent end results, and
communication with other system users by transmitting and receiving messages.
There are four classes of handicaps that imaging systems need to accommodate:
a) vision handicaps;
b) hearing handicaps;
c) sensory-motor handicaps;
d) cognitive handicaps.
Redundancy is one strategy for providing accommodation. Input redundancy permits the use of alternative devices
(such as a keyboard, a speech recognition device, or a head-mounted pointing system) rather than requiring a
mouse. Information redundancy presents information in more than one modality (presenting visual equivalents of
all auditory messages and auditory equivalents of all visual messages). In redundant systems, the user should be
able to select the modes of information input and output.
Other means of providing accommodation are outlined below:
 Provide a sequential activation alternative for functions that require multiple simultaneous key presses (for
example, CONTROL and SHIFT functions).
 Allow users to set the repeat rate for keyboard presses, the repeat rate of mouse keys, the tracking speed of
the mouse, and the time window for multiple mouse clicks.
 Provide tactile aids to assist users in finding specific keyboard keys.
 Provide a detachable keyboard.
 Provide key-guards for the keyboard.
 Ensure that copy protection schemes do not prevent the use of special devices.
 Ensure that all warning and error sounds are in the 500 Hz to 2 000 Hz frequency range.
 Provide the means of enhancing text size, reproducing text verbally, and modifying display characteristics such
as contrast and colour.
 Provide the ability to translate the screen contents into speech or Braille output.
 When colours must be distinct to enable understanding of the information on the display, provide a means for
colour-blind users to select the colours to be displayed.
 Allow replacement of colours with user-selected patterns.
 Where cursors or other display indicators blink, allow the user to adjust the blink rate.
 Provide all documentation in a usable electronic format.
 Make controls touch-activated or lever-type devices rather than knobs that require both grasping and turning.
Make controls with tactile, audio, or visual feedback. Flat plastic membrane or glass capacitance controls
should not be used.

ISO/TR 14105:2001(E)
11
 Place all control functions, including the power on-off function, no more than 51 cm from the front edge of the
machine.
6 Designing Forms for Use with Electronic Image Management Systems
6.1 General
Implementation of an imaging system typically requires redesign of the forms that serve as input to the system. In
some cases, certain fields are no longer required. In other cases, two or three old forms can be combined into a
single, multipurpose form. Form redesign might be required for other reasons, such as use of the forms in optical
character recognition (OCR). Good forms design helps to optimize the quality of the images captured and read by
the system and to promote processing efficiencies. Design the forms to meet the requirements of those who will
complete and process them and the system specifications for scanning and OCR. Consider the following:
a) the ease with which someone can complete the form;
1) the clarity of field labels and instructions;
2) the sequencing of information;
3) the amount of writing required;
4) the advisability of constraining answers to a predetermined set of responses;
5) the circumstances in which the form is typically completed.
b) the requirements of those who view and process the completed form;
1) the ability to detect errors;
2) consistency in the presentation of information (format, labelling, and so forth) between the paper form and
any associated application screens;
3) the location of information.
c) the physical characteristics of the form that facilitate scanning and OCR.
6.2 Creating Field Labels and Instructions
Each field on the form needs a clear and concise label. In addition, include instructions on how to complete the
form. Use language on the form appropriate to the educational background of the persons using the form, and
accurately reflect the jargon of the particular business or application. If someone misunderstands the wording on
the form, then they might provide erroneous or incomplete information. Ask yourself if there is more than one
meaning for a given word and if the person completing the form will grasp the intended meaning of a sentence or
question.
Each form needs a short, descriptive title regarding the subject or purpose of the form and an identifying number.
Also, indicate the revision date next to the form number, as in “Form 1234 (1/92)”. Place this information at the top
left or right corner of the form where it can be used for other purposes, such as registration or skew correction.
As a general rule, locate brief instructions about who should complete the form, when, and how directly under the
form’s title. Specify when a particular writing instrument (such as a typewriter, a No. 2 pencil, or a black ink ball-
point pen) or a restricted character set (such as all capitals or digits only) is required. If hand-printed entries must
match a particular style, then be sure to include examples of acceptable characters. If you plan to use OCR to read
the completed form, you need to provide additional instructions regarding acceptable fonts and type sizes.

ISO/TR 14105:2001(E)
12
Place specific instructions for the completion of an individual item as close as possible to the caption to which they
apply (such as under a column head). Avoid placing instructions on the reverse side of the form or in footnotes at
the bottom of the form.
The preferred placement of field captions is above and to the left of the fields. Placing captions below the entry line
means they are not visible when data is being typed on the form. A caption on the same line as the entry wastes
space and limits the use of typewriter tab stops because captions vary in length. Locate captions so that a typist
completing the form does not need to space through a caption or roll the form up to see the caption and back down
to make an entry.
For readability of instructions, use mixed upper and lower case letters with a typeface size of 10 points to 12 points
in an upright (roman rather than italic) font. Also, use an unjustified paragraph (left, centre, or right) alignment that
produces equal spacing between words.
6.3 Sequencing Information
The sequence of information on the form is important because by creating a specific pattern, it can influence the
way a person responds. For example, consider a list of medical history questions followed by a question on
citizenship. If the person completing the form selects “No” repeatedly for the medical history questions, that person
may incorrectly respond with “No” to “Are you a citizen?”
Sequencing can also affect the speed at which someone completes the form. If the fields flow in a logical order, the
person is likely to correctly anticipate the next request and be ready with his or her response. Similarly, those
viewing and processing the completed form may need to act according to the relationship between the pieces of
information in various fields. Grouping these items in a logical order for processing becomes important.
Some conceptual relationships are obvious. For example, it is useful to ask for the source of income and the
amount of income at the same time. Other relationships are not as obvious and depend on the information needs of
the user. For example, an insurance underwriter may assess the risk of extending coverage to an individual
according to that individual’s amount of income, type of employment, and geographical location and according to
whether that individual smokes.
Those who are reading and evaluating data on the form appreciate the grouping of items to assist them in locating
information. Also, placing related information on the same page can improve productivity by reducing the number of
pages retrieved and displayed.
Regardless of the relationship between fields of information, changes in the format of information require some
relearning by those using the form. Whenever possible, minimize the amount of relearning.
In general, the overall structure and flow of the form should proceed from the upper left corner to the lower right
corner. Provide substructures within the form for various types of information such as demographics, employment
history, and education.
Where possible, provide ways for the person completing the form to bypass irrelevant questions and complete the
form quickly. If for a given question, multiple responses (such as providing information about multiple members of a
household) are required , place the questions in rows so that the reader only has to interpret the meaning of a
question once and then apply it to each item in the column heading.
6.4 The Use of Lines
One way to organize information and set the expectations of the person completing or processing a form is through
the use of lines. Some suggestions for using lines are listed below.
 Hairline rules are useful in dividing individual data blocks horizontally and vertically. Alternatively, they can
serve as a guide on columnar or tabular forms.
 Half-point rules are heavier lines that you can use to subdivide major sections of the form.

ISO/TR 14105:2001(E)
13
 One-point rules can emphasize or display specific sections of the form (for example, areas to be left blank).
 Parallel or double rules provide a method of subdividing the form into major sections or of subdividing it
vertically into two identical sections.
 Leader (dotted) lines can guide the human eye from the preprinted caption to the data.
You can also use an invisible grid (made of specific indents for various levels of information and blank lines or
spaces that group related information) to provide organization or coherence. Such invisible grids can enhance the
overall appearance of the form by making it less busy.
6.5 Defining Individual Fields
A key goal of form design is to minimize the number of incorrect or missing responses. Thus, including a “Don’t
know” response reduces the amount of guessing, and guessing incorrectly inflates the rate of incorrect responses.
Using a simple check-mark response system results in fewer errors than having the person code a mnemonically
related letter. In general, increasing the complexity of the way a person records his or her response increases the
error rate.
Another goal in designing a form is to reduce the amount of writing required of the person completing the form. This
is particularly true for forms that will be completed by people in environments that are not conducive to form-filling
(for example, forms that will be completed by an insurance examiner in the field or a parts person taking an
inventory of materials in a factory). When a field has two or more predetermined responses, use a check box
design or a machine-readable mark sense box design. Preprint the required entry in background ink so that the
user must simply trace over information to indicate his or her response.
Related to the goal of reducing writing is the general desire to reduce the time it takes for someone to complete the
form. As mentioned previously, providing ways to bypass irrelevant questions and placing multiple response
questions in rows make completing the form a more efficient process. The spacing of items on the form can also
influence completion time. For example, reducing the distance between the end of a question and its response box
reduces response time.
Character separators do not necessarily increase the legibility of what is written. In fact, fields with separators
increase completion time and may make the form more difficult for a person to read. However, you must consider
the form design from an overall system viewpoint. If a particular design decision increases form completion time but
yields faster processing and higher-quality page images, then the requirements of one class of users conflict with
those of another class of users, and a trade-off decision must be made.
6.6 Spacing
The spacing requirements for fields depend on whether the responses are handwritten or typewritten. The spacing
requirements for OCR may vary depending on equipment manufacturer. However, the following guidelines may be
useful:
 For typewritten data, allow six lines per vertical inch and ten spaces per horizontal inch. For zone OCR, a
maximum of three lines per vertical inch (double-spaced text) is recommended. For full-page OCR, a single-
spaced document (six lines per inch) is usually permissible.
 For handwritten data, allow four lines per vertical inch and five spaces per horizontal inch. For hand-printed
information that is to be read with an OCR device, allow three lines per vertical inch.
Other spacing guidelines include the following:
 Create a 7,5 mm border from each edge of the page. Additional restrictions may apply to the usable form area
if you use micrographic patches or bar codes.
 Place the first line to be entered by typewriter at least 25 mm from the top of the form; place the last line at
least 13 mm from the bottom of the form.

ISO/TR 14105:2001(E)
14
 Place check boxes as close to their related captions as possible to minimize errors.
 Allow sufficient space between items to eliminate possibility of an error in determining which entry area relates
to which caption.
 Align check boxes beneath other data items to permit the use of typewriter tab stops. If boxes are offset on a
multi-part form, imprecise copy-to-copy registration can make it appear that a different box is checked on
different copies of the form. Consider providing two alignment boxes to aid in setting tabs and spacing.
 To ensure human readability of written entries, make individual writing boxes at least 5 mm wide and 8,5 mm
deep. Provide at least two character spaces on either side of the data.
 If the contents of a field or box are to be read by machine (OCR or mark sense machine), then provide
additional clear space, typically three times the character height at the top and bottom and two character
spaces on each side.
6.7 Additional Considerations
Some additional considerations for forms design follow:
 Avoid placing entry fields near the corners and edges of the document where the form is most likely to be
handled and become smudged or damaged. Also, if the form is to be folded and mailed, then space the fields
so that entries do not fall in the fold areas, and place fold lines on the form.
 To improve response legibility, place handwritten or hand-printed fields clear of form edges, particularly the
bottom edge.
 Indicate how to correct mistakes (such as the omission of letters); encourage retyping OCR zone data rather
than typing over or erasing errors. Caution against writing in the margins (skewing of the page during scanning
will result in lost data) or in OCR zones. Extraneous writing on the form has a negative impact on image quality
and OCR read rate.
 Since shading is often used to discourage unauthorized writing in certain areas of the form but can reduce the
readability of the electronic page image, if you need to use shading, consider the use of drop-out (non-read)
inks.
 As signatures often take more than their allotted space and can interfere with other scannable data, keep user
signature areas away from OCR fields.
 Standardize the placement and formatting of common information across forms. Consistency generally
improves processing efficiency.
 The use of glue is not recommended, but if the forms are printed in a pad, place the glue at the form bottom or
on its side to avoid tearing and residual glue on the leading edge. Glue will often interfere with the automatic
feeding of a stack of documents, so it is best to perforate the forms for easy removal from the pad.
 The paper size you select depends on how much information the form needs to contain. Make the form large
enough to present the needed information, but try to use standard-size forms where possible.
7 Recommendations for EIM implementation success
7.1 General
Understanding the issues described in this paper is not enough. Implementation success will depend on how these
issues are anticipated, planned for, and creatively addressed. Unfortunately, too many line managers and technical
project managers have tried to avoid the issues, only to experience disappointing results. The best way to resolve

ISO/TR 14105:2001(E)
15
these issues and control the fate of an installation is to augment project plans with activities designed to focus on
the human and organizational aspects of imaging. This can be done by establishing a foundation of user
participation that will be the methodology underlying strategic planning, organization assessment, and change
management activities. To see how these activities fit into the project plan, see Table 1.
Table 1 — Success through project management
Phase 1 — Planning Phase 2 — Design and Phase 3 — Phase 4 — Evaluation

Preparation Implementation
Hardware/software Application development System installation Post-implementation

strategy review
Functional/technical Functional/technical Pilot system Continuous
requirements specifications improvement
Strategic planning Orientation/communication System tuning Fine-tune operations
Conduct Organization Development of reward and Reorganization
Assessment recognition
Develop Change Change Management activities Training
Management plan
Validation meetings Validation meetings
Work/job redesign
7.2 Participation and Integration
The key to success in implementing EIM systems lies in integrating the key elements described so far: Technology,
Readiness, Operations, and Culture. The best way to accomplish this integration is through the active participation
and involvement of users.
Participation of all levels of employees in the implementation process is an underlying theme of the following
recommendations. The benefits of employee participation are increased motivation, higher productivity, and
improved quality. In one study in which resistance to work changes was lower in groups that participated in making
those changes, researchers identified two key points:
a) Participation is a necessary but not sufficient means of reducing resistance.
b) Participation is “a feeling on the part of people, not just the mechanical act of taking part in discussions”.
This study cautions against giving lip service to participation and against using participation as a gimmick to make
people feel better.
Organizations that have left the users out of the planning, problem solving, analysis, and redesign or that have only
marginally involved employees through random conversations and presentations have been unable to tie together
the four key elements: Technology, Readiness, Operations, and Culture.
One of the best ways to ensure participation is through a Design Team. Selected by senior management, this team
should comprise representative individuals from all levels and all key job functions as well as members of the
technical project staff. The goal of this group is to jointly design the new workflow and jobs to best utilize the EIM
system and human resources. The formation of this team will alleviate many of the us-versus-them problems that
arise when the technical staff works separately from the business unit in designing a system. This Design Team
should begin its work with a one- or two-day training session that would review the following topics:
 team charter, roles, and responsibilities;
 change parameters established by senior management;

ISO/TR 14105:2001(E)
16
 methodology for work redesign that looks at both the social aspects of work and the technical aspects of work;
 problem-solving techniques such as brainstorming, flow charting, using cause-and-effect diagrams, and the
like;
 development of effective teams;
 effective team behaviours.
The Design Team should continue to meet on a regular basis to accomplish the following tasks:
a) Customer analysis: identify customers, determine the extent to which their needs are being met, and identify
actions that can be taken to increase customer satisfaction.
b) Technical analysis: document how work flows, where problems occur, and where these problems are first
discovered. Also determine how imaging can impact the current workflows and which variances will be
eliminated or reduced by imaging.
c) Work redesign: according to information already gathered, recommend new workflow designs.
d) System design: according to information already gathered, finalize system specifications.
e) Organization design: according to new workflows and system capabilities, determine structural changes that
need to be made in the organization, if any.
f) Implementation plan: identify the steps and resources required to move from the current organization to the
new image-enabled organization.
7.3 Strategic Planning: The Organizational Change Strategy
The most important contribution senior executives can make early in the project life cycle is to participate in a
strategic planning session. The purpose of the session is to articulate clear goals for organizational change. Most
organizations develop a Technology Strategy of which EIM is a part. Usually this is tied to a Business Strategy. The
third component of this Strategic Triangle is the Organizational Change Strategy. In many cases, this third critical
strategy is non-existent. Failure to articulate an Organizational Change Strategy can lead to failure to manage the
human and organizational impact of EIM. Trying to manage the human and organizational issues without a
coherent strategy will result in an unfocused and ineffective change management effort.
A Strategic Planning Session should focus on answering the following questions:
 What aspects of our culture are effective?
 What aspects of our culture are ineffective with regard to EIM implementation?
 In what ways will EIM impact our employees and key external organizations?
 What structural changes in the organization are likely to result from EIM?
 How much change do we want in this organization? When examining the continuum of control versus
commitment, where are we now with regard to management style? Where do we want to be?
 Do we simply want to automate existing processes or do we want to fundamentally change workflows?
The outcome of this meeting should be clearly stated objectives for change management and a set of guidelines for
change that can be used by implementation teams. For example, are there any sacred cows that cannot be
changed? Can we eliminate certain positions; alternatively, must all job titles remain in the organization? Do we
want to increase employee participation a little bit; alternatively, do we want to move toward self-managed work
teams?

ISO/TR 14105:2001(E)
17
7.4 The Organizational Assessment
While the development of an Organizational Change Strategy will provide the foundation for a change management
process, it is equally important to have a clear and accurate understanding of the specific issues that are important
in each organization. No two organizations will have exactly the same reaction to EIM. Therefore, another critical
recommendation is to conduct an organizational assessment. Many organizations make the mistake of developing
a change management program based on perceived, rather than known, concerns. This approach may have little
impact and great cost.
An organizational assessment should obtain thorough qualitative and quantitative data about Readiness,
Operations, and Culture. The data gathered through an assessment will then be used to develop a targeted change
management program. Data can be gathered in a number of ways, including the following:
 questionnaires;
 interviews;
 focus groups.
7.4.1 Questionnaires
A written questionnaire can be designed to gather data on many of the key areas.
A written questionnaire is particularly useful in large organizations where it is impractical to interview all employees.
This tool offers one way to give each employee an opportunity to voice opinions and provide input to the
implementation of the EIM system. It is also useful in large organizations because differences between subgroups
can be identified, and appropriate change management strategies can be developed accordingly.
7.4.2 Interviews
Since not all questions can be answered in questionnaire format, individual interviews are another valuable source
of information. Individual interviews are particularly useful in providing employees a forum for offering their
suggestions for a smooth transition. When selecting employees to be interviewed, care should be taken to ensure a
representative sample of employees for each work unit and at each level of the organization.
7.4.3 Focus groups
Focus groups provide an excellent source of data regarding Operations, an area that does not lend itself easily to
the questionnaire format. A sample of employees representing all key functions in a transaction (for example, mail
clerk, claims administrator, claims adjuster, supervisor, and the like) can effectively review the process to determine
the key problems, the ways in which EIM can help solve problems, and which problems need solutions other than
EIM. Focus groups provide an additional source of data for the facilitator: they provide an opportunity to see the
organization in action, which can yield additional data about such cultural issues as teamwork, communications,
and management practices. The following questions are particularly amenable to the focus group format:
 How might people resist organizational change?
 How will people respond to new technologies?
 How effective are current company training and evaluation methods?
7.5 The Change Management Program
Once the data have been gathered and analyzed, a targeted change management program can be created. It is
the follow-through on carrying out the change management program that will be most critical to the success of the
implementation process. As a result of an organizational assessment, a manufacturing company implementing
imaging in their Credit Department was able to improve their implementation plan in four key areas. First, they
designed a communication program that included electronic mail, a biweekly newsletter, and a suggestion box.

ISO/TR 14105:2001(E)
18
Second, they undertook a work redesign process that enabled them to combine three separate functions into one
department. Third, they developed new performance and career management systems so that employees would
understand their opportunities for advancement in the new imaging environment. Finally, they conducted
workshops to enhance the teamwork and group problem-solving skills of the newly formed department.
Employee involvement was crucial to this project. Employees actively participated in the creation of all four aspects
of their change management program. This approach resulted in Readiness and a Culture that was able to
effectively assimilate and support the imaging system. In addition, the new workflows accurately accounted for the
old way of doing things and developed workable and meaningful solutions in the new workflows.
The change management program should look for additional opportunities to involve employees in the
implementation process. This can be done by establishing User Involvement Teams. The teams would be created
to develop strategies for managing the key issues that were identified through the organizational assessment. For
example, separate teams might look at issues such as communications, training, and policies and procedures.
Since many of the team members may not have had opportunities to help shape their organizations, the teams —
such as the Design Team — will need some initial training in team building, problem solving, and meeting
management.
While each organization will develop a change management program that is unique to its own situation, three
broad areas that every organization will need to address are communication, training, and job design. Some
general guidelines are given for these areas in 8.4.1, 8.4.2, and 8.4.3.
7.5.1 Communication
In most organizations, communication is not as good as it should be. While this is not usually detrimental to the
business, lack of communication at critical times of change can lead to failure of the change effort. The following
are suggestions about communicating during times of transition:
a) “Sell the problem that is the reason for the change. Most managers put 10 % of their energy into selling the
problem and 90 % into selling the solution to the problem. People aren’t in the market for solutions to problems
they don’t see, acknowledge, and understand...” Articulate the benefits of the solution.
b) Identify the following:
1) Who is losing what?
2) What will actually change?
3) What secondary changes will occur?
4) What will be changing for the organization as a whole?
c) Compensate for losses. For example, in EIM environments, many employees feel a loss of socialization with
their peers. One insurance company compensated for this loss by initiating regularly scheduled team meetings
where claims adjusters discuss their cases and share ideas for solving problems.
d) “Give people information, and do it again and again. In many instances managers avoid giving information
because all the details aren’t known. The best approach is to give as much information as is available, say that
you don’t know more, and communicate the schedule and process for finalizing the rest of the details.”
Some successful EIM installations have relied on quarterly meetings, newsletters, electronic mail updates, hot
lines, and suggestion boxes. People in each organization will need to determine what will work in their
environment.
7.5.2 Education and Training
A fundamental key to success is education. Education reduces fear, and the reduction in fear increases
acceptability of new technologies. Every person potentially affected by the change associated with the move from
current to new technologies should be involved in this education program. If a given operator is only “a spoke on

ISO/TR 14105:2001(E)
19
the wheel”, let them understand how they support the structure and strength of that wheel. The focus of this
program should reinforce the fact that computerized systems are tools that enable the organization to operate more
efficiently and effectively.
Two mistakes are common in EIM installations:
a) Technical training is inadequate. Employees are expected to learn everything they will need to know in one
session. Lack of follow-up training and lack of on-site support are other problems that employees in EIM
installations frequently mention.
b) Training does not focus on the broader picture of doing work and doing business in a new way. For example, a
claims adjuster once said, “The clerks were trained to be robots.” When asked to explain this comment, he
said, “It used to be that the clerks knew about my job. They knew what was going on with a claim and could
spot my mistakes, answer some customer questions or help me with some things. Now, all they were trained
to do is push the buttons on the machine. They could be putting in all the wrong information and would never
know.”
These two critical problems should be alleviated by the execution of the following recommendations:
a) Arrange for on-site assistance after training. One option is to ask the vendor to provide this resource. Another
option is to use an in-house expert. This could be a way to recognize an individual who has gained the skills
and has been helpful in supporting the change process. It could also be a way to utilize a supervisor or other
employee who has been displaced by the system.
b) Make follow-up training available. No one can remember 100 % of what they learned during a training
program. Ongoing training can take a variety of forms such as teacher-led classes, video-based instruction,
and instruction through workbooks with examples.
c) Provide training on the big picture. This means educating employees about business objectives, giving them
insight into customer satisfaction, and teaching them how their work relates to the work of other key groups.
This information can lead to higher quality and better performance as each employee learns how their work is
affected by and affects others.
7.5.3 Job Design Considerations
The characteristics of job design are discussed above. Special care needs to be taken with scanning and indexing
jobs created by EIM systems. Many organizations have given these tasks to single individuals. While this approach
appears to be efficient, it does not lead to the creation of motivating jobs, and performance may not meet
expectations. Wherever possible, these functions should be combined with other functions to create a single job
with an appropriate amount of skill variety. At the very minimum, a rotation schedule should be set so that no one
individual is doing just one task constantly.
7.6 Using Consultants
How can these recommendations be implemented? Many managers feel that they have neither the time nor the
expertise to manage the human and organizational issues during EIM installations. The solution is to staff the
project team adequately. Most teams are composed of an imaging specialist, a database specialist, perhaps a
network specialist, and members from the end-user department. To ensure that the human and organizational
issues are considered, the team should also be staffed by an organizational development specialist. The
organizational development specialist can benefit the team by
a) maintaining confidentiality during the organizational assessment phase,
b) providing an objective, third-party view of the organization,
c) keeping focused,
d) highlighting non-technical issues as they arise, and

ISO/TR 14105:2001(E)
20
e) providing expertise to take on major tasks such as
1) designing and facilitating strategic planning sessions,
2) conducting organization assessments, and
3) designing the change management program.
Organizational development specialists may be available in-house through the Human Resources Department.
Alternatively, they can be hired externally. Some qualifications to look for follow:
 education in Sociotechnical Systems Design or related fields such as Total Quality Management and Business
Process Redesign;
 substantial experience in change management projects, preferably in managing technological change or in

leading work redesign projects;
 an advanced degree in the field of organizational behaviour or in a related field;
 excellent analysis, group facilitation, and training skills.
8 Conclusion
As this Technical Report has shown, focusing on technology alone will not ensure imaging success. Avoiding the
human and organizational aspects of imaging can lead to disappointing results.
The positive and negative potential of imaging to impact individuals and organizations is enormous. Not only can
imaging change workflows and speed transactions, it can also be a catalyst to enhancing jobs, improving
organizational structure, and developing a more committed workforce.
By enhancing project plans to include Strategic Planning, Organization Assessment, and Change Management, all
resting on the foundation of user participation, the promise of imaging can be transformed into reality.

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Management (EIM) implementation

Keeping Standards up-to-date

ISO/TR 14105 Electronic imaging—

First published as HB 177—2003.

ISO/TR 14105 Electronic imaging—Human and organizational issues

3 Terms and definitions

NOTE Flicker-free images give the perception of stable images.

4 Usability and Ergonomic Interfaces

4.2 End-User Analysis and Usability

a) name and purpose of the product;

b) context of use, including

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1) intended users (skills, knowledge, and physical attributes),

2) environmental requirements, and

c) usability measures for particular contexts:

4.3 Ergonomic Criteria for Selection of Electronic Imaging Systems

Consistency in user interactions

 reduces the memory load on the user,

 reduces the time it takes to learn the application,

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4.3.4 User Control

4.3.5 System Responsiveness

4.4 Software Usability Checklist

1) information appears in an expected, natural, and logical (task) order,

3) the command names or menu items are meaningful and distinctive,

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5) when available, on-line help or documentation is formatted for easy scanning,

7) irrelevant or rarely needed information is displayed on request only.

1) information appears in a familiar and directly usable form,

5) the application makes available text labels for screen icons.

d) Is the user interface consistent? Criteria include whether

e) Does the application provide sufficient feedback? Criteria include whether

1) the application highlights items that are selected,

2) the application acknowledges processing delays,

1) the application provides a home menu or display,

2) the means of navigation is visually distinct,

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6) the user is able to exit at any point in the application, and

7) the means of exiting is clearly identified.

1) the application allows the user to abbreviate command names, and

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5.2 Image Systems as VDT Workstations: Image System Hardware Requirements

The image system hardware requirements include the following:

 image display requirements;

5.2.1 Image display

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5.3 Health Issues

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Figure 1 — Workstation chair, keyboard, and display

Ambient noise range of 45 dB to 55 dB is recommended for office environments.

5.3.2 Work Surface

5.3.3 Work Chair

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5.4 Handicapped User Accessibility

Other means of providing accommodation are outlined below:

 Provide tactile aids to assist users in finding specific keyboard keys.

 Provide a detachable keyboard.

 Provide key-guards for the keyboard.

 Allow replacement of colours with user-selected patterns.