ITC 2374 - Chapter 3 - 2024.pdf

Chapter 3: REQUIREMENTS DISCOVERY Extra System Analysis Approaches: 1. Model-driven analysis 2. Accelerated system analysis 3. Requirement discovery methods 4. Business process redesign methods 5. Fast systems analysis strategies (Agile method) Chapter 3: Requirements Discovery Define...

Chapter 3: REQUIREMENTS DISCOVERY Extra System Analysis Approaches: 1. Model-driven analysis 2. Accelerated system analysis 3. Requirement discovery methods 4. Business process redesign methods 5. Fast systems analysis strategies (Agile method) Chapter 3: Requirements Discovery Define the system requirements and differentiate between functional and nonfunctional requirements. Describe the Process of Requirements Discovery Step 1: Problem discovery and analysis Step 2: Defining the requirements Step 3: Documenting and analyzing requirements Step 4: Requirements management Explain about the 7 fact-finding techniques Sampling of existing documentation, forms and files, research and site visits, observation of the work environment, questionnaires, interviews, prototyping and joint requirements planning. Introduction to Requirements Discovery Requirements discovery – the process and techniques that a system analyst uses to identify, analyze and understand system requirements from the user community. System requirements (or Business requirements) – What the information system must do? (referred to as functional requirements) What property or quality the system must have? (referred to as nonfunctional requirements) Extra Ex: For Functional & Non-Functional Requirements Information System: Information System for Examination Unit Functional Requirements: Issue semester-basis results Issue degree certificate Non-Functional Requirements: Easy accessibility Reliability of the Results Accuracy of the system Provide user friendly Interface The Process of Requirements Discovery 1. Problem discovery and analysis 2. Defining the Requirements 3. Documenting and analyzing requirements 4. Requirements management  1. Problem Discovery & Analysis Use popular graphical tool to identify, analyze and solve problems. Called “Ishikawa diagram” or “Fishbone diagram” or “Cause-and-effect diagram” Basic concept of the fishbone diagram is that the name of the problem is entered at the right of the diagram (fish’s head) and the possible causes of the problem are drawn as bones off the main backbone. These bones are labeled as different categories( i.e. materials, machines, methods, policies, people and so on) to suit the problem. An example of a fishbone diagram depicting the soundstage problem of members defaulting on contracts.  2. Defining the Requirements Given an understanding of problems, the systems analyst can start to define requirements. Use Fact-Finding techniques to collect the information to define the requirements. Seven Fact-Finding Techniques 1.Sampling of existing documentation, forms, and files. 2. Research and site visits. 3. Observation of the work environment. 4. Questionnaires. 5. Interviews. 6. Prototyping. 7. Joint requirements planning (JRP).  3. Documenting and Analyzing Requirements Three main Activities: Documenting the draft requirements with various tools: Use cases Decision tables Requirements tables Analyzing requirements to resolve problems of: Missing requirements Conflicting requirements Infeasible requirements Overlapping requirements Ambiguous requirements Formalizing requirements Prepare “Requirements definition document” Communicate to stakeholders or steering body 4. Requirements Management Over the lifetime of the project it is very common for new requirements to emerge and existing requirements to change. Requirements management - the process of managing change to the requirements. Requirements Management encompasses the policies, procedures and processes that govern how a change to a requirement is handled. It specifies, how a change request should be submitted, how it is analyzed for impact to scope, schedule and cost, how it is approved or rejected and how the change is implemented if approved.  1. Sampling of Existing Documentation, Forms, and Files (1) Sampling – the process of collecting a representative sample of documents, forms, and records. Documents that can be used to collect facts 1. Organization chart This chart serves to identify key individual owners & users for a project and their reporting relationships. 2. The documents that describe the problem Includes Memos, Minutes, Customer Complaints, Reports etc. Accounting records, Performance reviews, Work measurement reviews & Scheduled operating reports  1. Sampling of Existing Documentation, Forms, and Files (2) 3. The documents that describe the business function Includes, The company’s mission statement & strategic plan Formal objectives for the organization Policy manuals Standard operating procedures for current system. Completed forms Samples of computerized databases Samples of computerized screens & reports 4. The documents of previous system studies & designs Various types of Flowcharts & diagrams Project dictionaries / repositories Design documentation such as inputs, outputs & databases Program documentation Computer operations manuals & training manuals  2. Research and site visits For the completely unique problems, thoroughly researching the problem domain is required. For similar problems, it can be shared the valuable information from other companies, if they agree. So far, we can contact them and perform the site visits. (Hence, we can save tremendous time & cost in the development process.)  3. Observation (1) Observation is one of the most effective data collection method. SA is becoming an observer of people and activities in order to learn about the system. Observation – a fact-finding technique wherein the systems analyst either participates in or watches a person perform activities to learn about the system.  3. Observation (2) Observation Guidelines: Determine the who, what, where, when, why, and how of the observation. Obtain permission from appropriate supervisors or managers. Inform those who will be observed of the purpose of the observation. Keep a low profile. Take notes during or immediately following the observation. Review observation notes with appropriate individuals. Don't interrupt the individuals at work. Don't focus heavily on trivial activities. Don't make assumptions.  3. Observation (3) Advantages: Data gathered based on observation can be very reliable. The SA is able to see exactly what is being done. (Complex tasks are sometimes difficult to clearly explain in words.) Observation is relatively inexpensive compared with other fact- finding techniques. Observation allows the SA to do work measurements. Disadvantages: People usually feel uncomfortable when being watched. Therefore, they may unwittingly perform the work in different way. Using observation, it is difficult to measure the level of difficulty or volume of the work. Some system activities may take place at odd times, causing a scheduling inconvenience for the SA. The tasks being observed are subject to various interruptions. People may temporarily perform their jobs correctly since the SAs are observing them.  4. Questionnaires Another fact finding technique is conducting surveys through questionnaires. Questionnaire – a special-purpose document that allows the analyst to collect information and opinions from respondents. Questionnaires allow the analyst to collect facts from a large number of people while maintaining uniform responses. Types of Questionnaires Two Types: Free-format questionnaire – a questionnaire designed to offer the respondent greater latitude in the answer. A question is asked, and the respondent writes the answer in the space provided after the question. Examples: What reports do you currently receive and how are they used? Are there any problems with these reports? If so, please explain. Fixed-format questionnaire – a questionnaire containing questions that require selecting an answer from predefined available responses. Developing a Questionnaire 1. Determine what facts and opinions must be collected and from whom you should get them. 2. Based on the facts and opinions sought, determine whether free- or fixed-format questions will produce the best answers. 3. Write the questions. 4. Test the questions on a small sample of respondents. 5. Duplicate and distribute the questionnaire.  Advantages & Disadvantages using questionnaires Advantages: Most questionnaires can be answered quickly. Questionnaires are relatively inexpensive. Questionnaires allow individuals to maintain anonymity. Therefore, individuals are more likely to provide the real facts. Responses can be tabulated and analyzed quickly. Disadvantages: The number of respondents is often low. There’s no guarantee that an individual will answer or expand on all of the questions. It’s not possible for the systems analyst to observe and analyze the respondent’s emotional appearance. There is no immediate opportunity to clarify a incomplete answer to any question. Good questionnaires are difficult to prepare.  5. Interviews Interview - a fact-finding technique whereby the systems analysts collect information from individuals through face-to-face interaction. The personal interview is generally recognized as the most important and most often used fact-finding technique. Interviews Can be used to: Find facts Verify facts Clarify facts Generate enthusiasm Get the end-user involved Identify requirements Make sure ideas and opinions Two Roles in the Interview Interviewer SA is the interviewer Responsible for organizing & conducting the interview Interviewee The system user or system owner Respond to a series of questions  Advantages & Disadvantages of Interviews Advantages: Give the analyst an opportunity to motivate the interviewee to respond freely & openly to questions. Allow the SA to explore for more feedback from the interviewee. Permit the SA to change the questions for each individual. Give the SA an opportunity to observe the interviewee’s nonverbal communication. Such as body movements & facial expressions Disadvantages: It is time consuming. Therefore it is costly, fact finding approach. Success of the interviews is highly dependent on the SA’s human relations skills. Interviewing may be impractical due to the location of interviewees.  Types of Interviews and Questions Two types of interviews, Unstructured interview These interviews are characterized as involving general questions that allow the interviewee to direct the conversation. Use Open-ended question Open-ended question - question that allows the interviewee to respond in any way that seems appropriate. This type of interview frequently gets off track, and the SA must be prepared to redirect the interview back to the main goal or subject. Structured interview an interview in which the interviewer has a specific set of questions to ask from the interviewee. Use Closed-ended question Closed-ended question - a question that restricts answers to either specific choices or short, direct responses.  Procedure to conduct an Interview (1) 1. Select Interviewees 2. Prepare for the Interview 3. Conduct the Interview 4. Follow up on the Interview  Procedure to Conduct an Interview (2) 1. Select Interviewees SA should interview the end users. A formal organization chart will help identify these individuals & their responsibilities. SA should learn about individuals prior to the interview Such as person’s strengths, fears, biases and motivations. SA should make an appointment with time duration spent. SA should decide the location.  Procedure to Conduct an Interview (3) 2. Prepare for the Interview Preparation is the key to a successful interviewer. With lack of preparation, it wastes valuable time. SA should prepare “Interview Guide”. An interview guide is a checklist of specific questions the interviewer will ask the interviewee. In this interview guide, the agenda is carefully laid out with the specific time allocated to each question Procedure to Conduct an Interview (4) 3. Conduct the Interview The actual interview can be characterized as consisting of 3 phases. a. The interview opening b. The interview body c. The interview conclusion a. The Interview Opening Intend to influence or motivate the interviewee to participate and communicate by establishing an ideal environment There are 3 ways to effectively begin an interview, Summarize the problem Offer an incentive for participation Ask the interviewee for assistance  Procedure to Conduct an Interview (5) b. Interview body The interview body represents the most time- consuming phase. The interviewer obtains the interviewee’s responses to a list of questions. c. Interview conclusion During the interview conclusion, the interviewer should express appreciation and provide answering to any questions. 4. Follow Up on the Interview To help maintain good rapport and trust with interviewees, the interviewer should send them a memo that summarizes the interview. Sample Interview Guide (1) (continued) Sample Interview Guide (2)  6. Prototyping Prototyping Prototyping is building a small working model of the users’ requirements or a proposed design for an information system.  Advantages/Disadvantages in Prototyping Advantages: To get an understanding of how the system might work. To determine the feasibility and usefulness of the system Serves as a training mechanism for users May minimize the time spend on fact-finding Disadvantages: Developers may need to be trained in the prototyping approach. Doing prototyping may extend the development schedule and increase the development costs. 7. Joint Requirements Planning Joint requirements planning (JRP) – a process whereby highly structured group meetings are conducted for the purpose of analyzing problems and defining requirements. JRP Participants Sponsor Facilitator Users and Managers Scribes IT Staff  Steps to Plan a JRP Session 1. Selecting a location Away from workplace when possible Requires several rooms Equipped with tables, chairs, whiteboard, overhead projectors Needed computer equipment 2. Selecting the participants Each needs release from regular duties 3. Preparing the agenda Briefing documentation Agenda distributed before each session Typical room layout for JRP session  Guidelines for Conducting a JRP Session Do not unreasonably deviate from the agenda Ensure that the scribe is able to take notes Avoid the use of technical jargon Apply conflict resolution skills Allow for ample breaks Encourage group consensus Encourage user and management participation without allowing individuals to dominate the session