Bab 4

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Systems Analysis and Systems Analysis and DesignDesign

Chapter 4: Requirements Determination

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Objectives■ Understand how to create a requirements

definition.■ Become familiar with requirements analysis

techniques.■ Understand when to use each requirements

analysis technique.■ Understand how to gather requirements using

interviews, JAD sessions, questionnaires, document analysis, and observation.

■ Understand when to use each requirements-gathering technique.

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Key Ideas

The goal of the analysis phase is to truly understand the requirements of the new system and develop a system that addresses them.The first challenge is collecting and integrating the information The second challenge is finding the right people to participate.

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Analysis PhaseThis phase takes the general ideas in the system request and

refines them into a detailed requirements definition (this chapter), functional models (Chapter 6), structural models (Chapter 7), and behavioral models (Chapter 8)

This becomes the system proposalIncludes revised project management deliverables,

feasibility analysis (Chapter 3) and workplan (Chapter 4).

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Requirement Specification

a statement of what the system must do or characteristics it must haveWritten from businessperson perspective (“what” of system)Later requirements become more technical (“how” of system)

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Functional vs. Nonfunctional

A functional requirement relates directly to a process the system has to perform or information it needs to contain.Nonfunctional requirements refer to behavioral properties that the system must have, such as performance and usability.

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Functional Requirements

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Nonfunctional Requirements

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Requirements Analysis Techniques

Business process automation (BPA)

Doesn’t change basic operations Automates some operations

BPA TechniquesProblem AnalysisRoot Cause Analysis

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Business Process Improvement

Business process improvement (BPI) changes

How an organization operatesChanges operation with new techniquesCan improve efficiencyCan improve effectiveness

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BPI Components

Duration AnalysisTime to perform each process

Activity-Based CostingExamines major process costs

Informal BenchmarkingStudies how other organizations perform business processes

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Business Process Reengineering

Changes how the organization does certain operationsConsists of

Outcome AnalysisTechnology analysis Activity Elimination

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Select Appropriate Technique

Assess Potential Business ValueDetermine Project CostSpecify Breadth or Scope of AnalysisDetermine Risk of Failure

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Analysis Characteristics

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Requirements Gathering

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Interviews -- Five Basic Steps

Selecting intervieweesDesigning interview questionsPreparing for the interviewConducting the interviewPost-interview follow-up

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Selecting Interviewees

Based on information neededOften good to get different perspectives

ManagersUsersIdeally, all key stakeholders

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Types of Questions

Types of Questions Examples

Closed-Ended Questions * How many telephone orders are received per day?

* How do customers place orders?* What additional information would you like the new system to provide?

Open-Ended Questions * What do you think about the current system?* What are some of the problems you face on a daily basis?* How do you decide what types of marketing campaign to run?

Probing Questions * Why?* Can you give me an example?* Can you explain that in a bit more detail?

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Designing Interview Questions

Unstructured interviewBroad, roughly defined information

Structured interviewMore specific information

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Questioning Strategies

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Interview Preparation Steps

Prepare general interview planList of questionAnticipated answers and follow-ups

Confirm areas of knowledgeSet priorities in case of time shortagePrepare the interviewee

ScheduleInform of reason for interviewInform of areas of discussion

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Conducting the Interview

Appear professional and unbiasedRecord all informationCheck on organizational policy regarding tape recordingBe sure you understand all issues and termsSeparate facts from opinionsGive interviewee time to ask questionsBe sure to thank the intervieweeEnd on time

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Conducting the InterviewPractical Tips

Don’t worry, be happyPay attentionSummarize key pointsBe succinctBe honestWatch body language

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Post-Interview Follow-Up

Prepare interview notesPrepare interview reportLook for gaps and new questions

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Interview Report

INTERVIEW REPORT

Interview notes approved by: ____________

Person interviewed ______________Interviewer _______________Date _______________Primary Purpose:

Summary of Interview:

Open Items:

Detailed Notes:

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Your TurnYou are interviewing the director of the PC lab at your school regarding a new program to support keeping track of students’ borrowing software

With a partner, write 5 questions you would ask the PC lab directorTake turns having one pair of students posing the questions to another pair of studentsBe sure to take notes and write up the results when you have finished.

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JOINT APPLICATION DESIGN (JAD)

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JAD Key Ideas

Allows project managers, users, and developers to work togetherMay reduce scope creep by 50%Avoids requirements being too specific or too vague

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Joint Application Design (JAD) Important Roles

Facilitatorsets the meeting agenda and guides the discussion

Scribeassist the facilitator by recording notes, making copies, etc.

Project team, users, and management

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Joint Application Design (JAD) Setting

U-Shaped seatingAway from distractionsWhiteboard/flip chartPrototyping toolse-JAD

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JAD Meeting Room

JPEG Figure 5-5 Goes Here

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The JAD Session

Tend to last 5 to 10 days over a three week periodPrepare questions as with interviewsFormal agenda and groundrulesFacilitator activities

Keep session on trackHelp with technical terms and jargonRecord group inputHelp resolve issues

Post-session follow-up

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Managing Problems in JAD Sessions

Reducing dominationEncouraging non-contributorsSide discussionsAgenda merry-go-roundViolent agreementUnresolved conflictTrue conflictUse humor

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Questionnaire Steps

Selecting participantsUsing samples of the population

Designing the questionnaireCareful question selection

Administering the questionnaireWorking to get good response rate

Questionnaire follow-upSend results to participants

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Good Questionaire Design• Begin with non-threatening and interesting

questions.• Group items into logically coherent sections.• Do not put important items at the very end of

the questionnaire.• Do not crowd a page with too many items.• Avoid abbreviations.• Avoid biased or suggestive items or terms.• Number questions to avoid confusion.• Pretest the questionnaire to identify confusing

questions.• Provide anonymity to respondents.

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Document Analysis

Provides clues about existing “as-is” systemTypical documents

FormsReportsPolicy manuals

Look for user additions to formsLook for unused form elements

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Observation

Users/managers often don’t remember everything they doChecks validity of information gathered other waysBehaviors change when people are watchedCareful not to ignore periodic activities

Weekly … Monthly … Annual

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Selecting the Appropriate Techniques

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Suggest how CD Selections should proceed in eliciting requirements.

Consider steps, techniques and goals, who and how.

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How would you identify possible improvements?

What possible improvements would you suggest?

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Summary

First Step is to determine requirementsSystems analysts use these techniques

Interviews, JAD, Questionnaires, Document Analysis, and Observation.

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Expanding the Domain

Additional resources regarding Joint Application Development can be found at:http://www.carolla.com/wp-jad.htmhttp://www.utexas.edu/hr/is/pubs/jad.html