powerpoint presentation for dennis & haley wixom, systems analysis and design, 2 nd edition...

PowerPoint Presentation for Dennis & Haley Wixom, Systems Analysis and Design, 2nd Edition

Copyright 2003 © John Wiley & Sons, Inc. All rights reserved.4 - 1

Systems Analysis Systems Analysis and Design, and Design, 22ndnd Edition Edition

Alan Dennis and Barbara Haley WixomJohn Wiley & Sons, Inc.

Slides by Roberta M. Roth University of Northern Iowa



Requirements Requirements DeterminationDeterminationChapter 4



Key DefinitionsThe As-Is system is the current system and may or may not be computerizedThe To-Be system is the new system that is based on updated requirementsThe System Proposal is the key deliverable from the Analysis Phase



Key IdeasThe goal of the analysis phase is to truly understand the requirements of the new system and develop a system that addresses them -- or decide a new system isn’t needed.The System Proposal is presented to the approval committee via a system walk-through.Systems analysis incorporates initial systems design.Requirements determination is the single most critical step of the entire SDLC.



REQUIREMENTS REQUIREMENTS DETERMINATIONDETERMINATION



A statement of what the system must do A statement of characteristics the system must haveFocus is on business user needs during analysis phaseRequirements will change over time as project moves from analysis to design to implementation

What is a Requirement?



Functional RequirementsA process the system hast to performInformation the system must contain

Nonfunctional RequirementsBehavioral properties the system must have

OperationalPerformanceSecurityCultural and political

Requirement Types



Requirements definition reportText document listing requirements in outline formPriorities may be included

Key purpose is to define the project scope: what is and is not to be included.

Documenting Requirements



Determining Requirements

Participation by business users is essentialThree techniques help users discover their needs for the new system:

Business Process Automation (BPA)Business Process Improvement (BPI)Business Process Reengineering (BPR)



Basic Process of Analysis (Determining Requirements)

Understand the “As-Is” systemIdentify improvement opportunitiesDevelop the “To-Be” system conceptTechniques vary in amount of change

BPA – small changeBPI – moderate changeBPR – significant change

Additional information gathering techniques are needed as well



REQUIREMENTS REQUIREMENTS ANALYSIS ANALYSIS TECHNIQUESTECHNIQUES



Business Process Automation

Goal:

Efficiency for users



Identifying Improvements in As-Is Systems

Problem AnalysisAsk users to identify problems and solutionsImprovements tend to be small and incrementalRarely finds improvements with significant business value

Root Cause AnalysisChallenge assumptions about why problem existsTrace symptoms to their causes to discover the “real” problem



Root Cause Analysis Example



Business Process Improvement

Goal:

Efficiency andeffectivenessfor users



Duration AnalysisCalculate time needed for each process stepCalculate time needed for overall processCompare the two – a large difference indicates a badly fragmented processPotential solutions:

Process integration – change the process to use fewer people, each with broader responsibilitiesParallelization – change the process so that individual step are performed simultaneously



Activity-Based CostingCalculate cost of each process stepConsider both direct and indirect costsIdentify most costly steps and focus improvement efforts on them



BenchmarkingStudying how other organizations perform the same business processInformal benchmarkingCommon for

customer-facing processesInteract with other business’ processes as if you are a customer



Business Process Reengineering

Goal:

Radical redesign of business processes



Outcome AnalysisConsider desirable outcomes from customers’ perspectiveConsider what the organization could enable the customer to do



Technology AnalysisAnalysts list important and interesting technologiesManagers list important and interesting technologiesThe group identifies how each might be applied to the business and how the business might benefit



Activity EliminationIdentify what would happen if each organizational activity were eliminatedUse “force-fit” to test all possibilities



Your TurnHow do you know whether to use business process automation, business process improvement, or business process reengineering? Provide two examples.



Selecting an Analysis Technique

Potential business valueProject costBreadth of analysisRisk



Characteristics of Analysis Techniques

Business Business BusinessProcess Process ProcessAutomation Improvement Reeingineering

Potential Business Low-Moderate Moderate HighValue

Project Cost Low Low-Moderate High

Breadth of Analysis Narrow Narrow-Moderate Very Broad

Risk Low-Moderate Low-Moderate Very High



REQUIREMENTS-REQUIREMENTS-GATHERING GATHERING TECHNIQUESTECHNIQUES



Interviews

Most commonly used techniqueBasic steps:

Selecting IntervieweesDesigning Interview QuestionsPreparing for the InterviewConducting the InterviewPost-Interview Follow-up



Selecting Interviewees

Based on information needsBest to get different perspectives

ManagersUsersIdeally, all key stakeholders

Keep organizational politics in mind



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?



Organizing Interview Questions

Unstructured interview useful early in information gathering

Goal is broad, roughly defined information

Structured interview useful later in process

Goal is very specific information



Structuring the Interview

High Level:Very General

Medium-Level:ModeratelySpecific

Low-Level:Very Specific

TOP DOWN

BOTTOM UP

EXAMPLES?



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



Conducting the InterviewAppear 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



Conducting the InterviewPractical Tips

Take time to build rapportPay attentionSummarize key pointsBe succinctBe honestWatch body language



Post-Interview Follow-Up

Prepare interview notesPrepare interview reportHave interviewee review and confirm interview reportLook for gaps and new questions



Joint Application Development

A structured group process focused on determining requirementsInvolves project team, users, and management working togetherMay reduce scope creep by 50%Very useful technique



JAD Participants

FacilitatorTrained in JAD techniquesSets agenda and guides group processes

Scribe(s)Record content of JAD sessions

Users and managers from business area with broad and detailed knowledge



JAD Sessions

Time commitment – ½ day to several weeksStrong management support is needed to release key participants from their usual responsibilitiesCareful planning is essentiale-JAD can help alleviate some problems inherent with groups



JAD Meeting Room

JPEG Figure 5-5 Goes Here



The JAD SessionFormal agenda and ground rules Top-down structure most successfulFacilitator activities

Keep session on trackHelp with technical terms and jargonRecord group inputStay neutral, but help resolve issues

Post-session follow-up report



Managing Problems in JAD Sessions

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



QuestionnairesA set of written questions, often sent to a large number of peopleMay be paper-based or electronicSelect participants using samples of the populationDesign the questions for clarity and ease of analysisAdminister the questionnaire and take steps to get a good response rateQuestionnaire follow-up report



Good Questionnaire 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



Document AnalysisStudy of existing material describing the current systemForms, reports, policy manuals, organization charts describe the formal systemLook for the informal system in user additions to forms/report and unused form/report elementsUser changes to existing forms/reports or non-use of existing forms/reports suggest the system needs modification



Observation

Watch processes being performedUsers/managers often don’t accurately recall everything they doChecks validity of information gathered other waysBe aware that behaviors change when people are watchedBe unobtrusiveIdentify peak and lull periods



Selecting the Appropriate Requirements-Gathering Techniques

Type of informationDepth of informationBreadth of informationIntegration of informationUser involvementCostCombining techniques



Selecting the Appropriate Techniques

Interviews JAD Questionnaires Document Observation Analysis

Type of As-Is As-Is As-Is As-Is As-IsInformation Improve. Improve. Improve. To-Be To-Be

Depth of High High Medium Low LowInformation

Breadth of Low Medium High High LowInformation

Integration Low High Low Low Lowof Info.

User Medium High Low Low LowInvolvement

Cost Medium Low- Low Low Low- Medium Medium



SummaryThe analysis process focuses on capturing the business requirements for the systemFunctional and non-functional business requirements tell what the system must doThree main requirements analysis techniques are BPA, BPI, and BPRThese techniques vary in potential business value, but also in potential cost and risk



Summary, continuedThere are five major requirements-gathering techniques that all systems analysts must be able to use: Interviews, JAD, Questionnaires, Document Analysis, and Observation.Systems analysts must also know how and when to use each as well as how to combine methods.



Copyright © 2003 John Wiley & Sons, Inc.

All rights reserved. Reproduction or translation of this work beyond that permitted in Section 117 of the 1976 United States Copyright Act without the express written permission of the copyright owner is unlawful. Request for further information should be addressed to the Permissions Department, John Wiley & Sons, Inc. The purchaser may make back-up copies for his/her own use only and not for redistribution or resale. The Publisher assumes no responsibility for errors, omissions, or damages, caused by the use of these programs or from the use of the information contained herein.

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