system anaalysis and design chapter 03-01.ppt

Chapter 6
Determining System
Requirements
Modern Systems Analysis
and Design

2
Chapter 6
Performing Requirements Determination
FIGURE 6-1
Systems development life cycle with
analysis phase highlighted

3
Chapter 6
The Process of Determining
Requirements
 Good Systems Analyst Characteristics:
 Impertinence—question everything
 Impartiality—consider all issues to find the best
organizational solution
 Relaxing constraints—assume anything is possible
 Attention to details—every fact must fit
 Reframing—challenge yourself to new ways

4
Chapter 6
Deliverables and Outcomes
 Deliverables for Requirements
Determination:
From interviews and observations —
interview transcripts, observation notes,
meeting minutes
From existing written documents —
mission and strategy statements, business
forms, procedure manuals, job
descriptions, training manuals, system
documentation, flowcharts

5
Chapter 6
Deliverables and Outcomes (Cont.)
From computerized sources — Joint
Application Design session results, CASE
repositories, reports from existing systems,
displays and reports from system prototype

6
Chapter 6
Traditional Methods for
Determining Requirements
 Interviewing individuals
 Interviewing groups
 Observing workers
 Studying business documents

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Chapter 6
Interviewing and Listening
 One of the primary ways analysts gather
information about an information systems
project
 Interview Guide is a document for
developing, planning and conducting an
interview.

8
Chapter 6
Guidelines for Effective
Interviewing
 Plan the interview.
 Prepare interviewee: appointment, priming questions.
 Prepare agenda, checklist, questions.
 Listen carefully and take notes (tape record if
permitted).
 Review notes within 48 hours.
 Be neutral.
 Seek diverse views.

Interviewing and Listening (Cont.)
9
Chapter 6
FIGURE 6-2 Typical interview guide

Choosing Interview Questions
 Each question in an interview guide can
include both verbal and non-verbal
information.
Open-ended questions: questions that have
no prespecified answers
Closed-ended questions: questions that ask
those responding to choose from among a set
of specified responses
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Chapter 6

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Chapter 6
Interviewing Groups
 Drawbacks to individual interviews:
Contradictions and inconsistencies between
interviewees
Follow-up discussions are time consuming
New interviews may reveal new questions
that require additional interviews with those
interviewed earlier

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Chapter 6
Interviewing Groups (Cont.)
 Interviewing several key people together
Advantages
 More effective use of time
 Can hear agreements and disagreements at once
 Opportunity for synergies
Disadvantages
 More difficult to schedule than individual interviews

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Chapter 6
Nominal Group Technique (NGT)
 A facilitated process that supports idea
generation by groups
 Process
Members come together as a group, but
initially work separately.
Each person writes ideas.
Facilitator reads ideas out loud, and they are
written on a blackboard or flipchart.

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Chapter 6
Nominal Group Technique (NGT)
Group openly discusses the ideas for
clarification.
Ideas are prioritized, combined, selected,
reduced.

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Chapter 6
Directly Observing Users
 Direct Observation
Watching users do their jobs
Obtaining more firsthand and objective
measures of employee interaction with
information systems
Can cause people to change their normal
operating behavior
Time-consuming and limited time to observe

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Chapter 6
Analyzing Procedures and
Other Documents
 Document Analysis
Review of existing business documents
Can give a historical and “formal” view of
system requirements

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Chapter 6
Other Documents (Cont.)
 Types of information to be discovered:
 Problems with existing system
 Opportunity to meet new need
 Organizational direction
 Names of key individuals
 Values of organization
 Special information processing circumstances
 Reasons for current system design
 Rules for processing data

18
Chapter 6
 Useful document: Written work
procedure
For an individual or work group
Describes how a particular job or task is
performed
Includes data and information used and
created in the process

19
Chapter 6
Analyzing Procedures and Other
Documents (Cont.)
 Potential Problems with Procedure
Documents:
May involve duplication of effort.
May have missing procedures.
May be out of date.
May contradict information obtained through
interviews.

20
Chapter 6
 Formal Systems: the official way a
system works as described in
organizational documentation (i.e. work
procedure)
 Informal Systems: the way a system
actually works (i.e. interviews,
observations)

 Useful document: Business form
Used for all types of business functions
Explicitly indicate what data flow in and out of
a system and data necessary for the system
to function
Gives crucial information about the nature of
the organization
21
Chapter 6

Analyzing
Procedures and
Other Documents
(Cont.)
22
Chapter 6
FIGURE 6-4
An example of a business form—An
invoice form for QuickBooks, from
jnk.btobsource.com. Reprinted by
permission.
Source: http://jnk.btobsource.com/
NASApp/enduser/products/product_
detail.jsp?pc513050M#

 Useful document: Report
Primary output of current system
Enables you to work backwards from the
report to the data needed to generate it
 Useful document: Description of
current information system
23
Chapter 6

24
Chapter 6
Contemporary Methods for
Determining System Requirements
 Joint Application Design (JAD)
 Brings together key users, managers, and
systems analysts
 Purpose: collect system requirements
simultaneously from key people
 Conducted off-site

25
Chapter 6
Joint Application Design (JAD)
 Intensive group-oriented requirements
determination technique
 Team members meet in isolation for an
extended period of time
 Highly focused
 Resource intensive
 Started by IBM in 1970s

JAD (Cont.)
26
Chapter 6
FIGURE 6-6 Illustration of the typical room layout for a JAD
Source: Based on Wood and Silver, 1995

27
Chapter 6
JAD (Cont.)
 JAD Participants:
 Session Leader: facilitates group process
 Users: active, speaking participants
 Managers: active, speaking participants
 Sponsor: high-level champion, limited participation
 Systems Analysts: should mostly listen
 Scribe: record session activities
 IS Staff: should mostly listen

28
Chapter 6
JAD (Cont.)
 End Result
Documentation detailing existing system
Features of proposed system

29
Chapter 6
Using Prototyping During
Requirements Determination
 Quickly converts requirements to
working version of system
 Once the user sees requirements
converted to system, will ask for
modifications or will generate
additional requests

30
Chapter 6
Requirements Determination (Cont.)
 Most useful when:
User requests are not clear.
Few users are involved in the system.
Designs are complex and require concrete
form.
There is a history of communication
problems between analysts and users.
Tools are readily available to build
prototype.

31
Chapter 6
Requirements Determination (Cont.)
 Drawbacks
Tendency to avoid formal documentation
Difficult to adapt to more general user
audience
Sharing data with other systems is often not
considered
Systems Development Life Cycle (SDLC)
checks are often bypassed

32
Chapter 6
Radical Methods for Determining
System Requirements
 Business Process Reengineering
(BPR): search for and implementation of
radical change in business processes to
achieve breakthrough improvements in
products and services

Business Process
Reengineering (BPR): radical
methods
 Search for and implementation of radical change in
business processes to achieve breakthrough
improvements in products and services
 Goals
 Reorganize complete flow of data in major sections of an
organization.
 Eliminate unnecessary steps.
 Become more responsive to future change.
 Combine steps
6.33

Business Process
Reengineering (BPR)
 Identification of processes to Reengineer
Key business processes
 Set of activities designed to produce specific
output for a particular customer or market
 Focused on customers and outcome
 Key business process includes all activities of
design, build, deliver and support a product.
6.34

Business Process Reengineering
(BPR)
 Identify specific activities that can be improved
through BPR, once it have been identified,
Information Technology must be applied to radically
improve business process.
 Disruptive technologies
 are technologies that enable the breaking of long-held
business rules that inhibit organizations from making
radical business changes. (decision support tools, wireless
data communication, high performance computing can provide
real-time updating)
6.35

Requirements determining using
Agile Methodologies
 Continual user involvement
 Replace traditional SDLC waterfall with iterative analyze – design – code – test
cycle
 Agile usage-centered design
 Focuses on user goals, roles, and tasks
 Gather a group of people all stakeholders in one room.
 Give everyone a chance to talk about current and new system.
 Determine user roles and goals
 Determine task needs to be completed to achieve the goal.
 Task cards will be grouped together based on similarity.
 For each task, list steps that are necessary to complete the step.
 Treat each set of tasks to be supported by a single aspect of user interface
(partition task)
 Prototype and refine the prototype
7.36

Agile Usage-Centered Design Steps
 Gather group of programmers, analysts, users, testers,
facilitator.
 Document complaints of current system.
 Determine important user roles.
 Determine, prioritize, and describe tasks for each user
role.
 Group similar tasks into interaction contexts.
 Associate each interaction context with a user interface
for the system, and prototype the interaction context.
 Step through and modify the prototype.

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