bab 4
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Slide 1
Systems Analysis and Systems Analysis and DesignDesign
Chapter 4: Requirements Determination
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Slide 2
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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Slide 3
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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Slide 5
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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Slide 6
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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Slide 7
Functional Requirements
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Slide 8
Nonfunctional Requirements
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Slide 9
Requirements Analysis Techniques
Business process automation (BPA)
Doesn’t change basic operations Automates some operations
BPA TechniquesProblem AnalysisRoot Cause Analysis
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Slide 10
Business Process Improvement
Business process improvement (BPI) changes
How an organization operatesChanges operation with new techniquesCan improve efficiencyCan improve effectiveness
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Slide 11
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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Slide 12
Business Process Reengineering
Changes how the organization does certain operationsConsists of
Outcome AnalysisTechnology analysis Activity Elimination
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Slide 13
Select Appropriate Technique
Assess Potential Business ValueDetermine Project CostSpecify Breadth or Scope of AnalysisDetermine Risk of Failure
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Slide 14
Analysis Characteristics
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Slide 15
Requirements Gathering
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Slide 16
Interviews -- Five Basic Steps
Selecting intervieweesDesigning interview questionsPreparing for the interviewConducting the interviewPost-interview follow-up
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Slide 17
Selecting Interviewees
Based on information neededOften good to get different perspectives
ManagersUsersIdeally, all key stakeholders
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Slide 18
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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Slide 19
Designing Interview Questions
Unstructured interviewBroad, roughly defined information
Structured interviewMore specific information
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Slide 20
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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Slide 22
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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Slide 23
Conducting the InterviewPractical Tips
Don’t worry, be happyPay attentionSummarize key pointsBe succinctBe honestWatch body language
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Slide 24
Post-Interview Follow-Up
Prepare interview notesPrepare interview reportLook for gaps and new questions
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Slide 25
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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Slide 26
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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Slide 27
JOINT APPLICATION DESIGN (JAD)
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Slide 28
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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Slide 30
Joint Application Design (JAD) Setting
U-Shaped seatingAway from distractionsWhiteboard/flip chartPrototyping toolse-JAD
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Slide 31
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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Slide 33
Managing Problems in JAD Sessions
Reducing dominationEncouraging non-contributorsSide discussionsAgenda merry-go-roundViolent agreementUnresolved conflictTrue conflictUse humor
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Slide 34
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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Slide 36
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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Slide 37
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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Slide 38
Selecting the Appropriate Techniques
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Slide 39
Suggest how CD Selections should proceed in eliciting requirements.
Consider steps, techniques and goals, who and how.
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Slide 40
How would you identify possible improvements?
What possible improvements would you suggest?
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Slide 41
Summary
First Step is to determine requirementsSystems analysts use these techniques
Interviews, JAD, Questionnaires, Document Analysis, and Observation.
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Slide 42
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