requirements determination chapter 4 objectives

Requirements Requirements DeterminationDetermination

Chapter 4

ObjectivesDetermine the requirements for a systems development project.Identify the criteria necessary and select an appropriate requirements analysis technique(s) for a systems development project.Explain how to perform requirements–gathering techniques (interviews, JAD, questionnaires, document analysis, and observation).Select the appropriate requirements-gathering technique(s) for a systems development project.

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 with Business Process Automation

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 Analysis (BPI)Calculate 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 Costing (BPI)

Calculate cost of each process stepConsider both direct and indirect costsIdentify most costly steps and focus improvement efforts on them

Benchmarking (BPI)

Studying 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 Analysis (BPR)

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

Technology Analysis (BPR)

Analysts 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 Elimination (BPR)

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

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 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

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 Session

Formal 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

Questionnaires

A 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 Analysis

Study 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