IT7001 Week 4 Information Gathering PDF

Information gathering Based on material from : 1. Whitten, J.L., Bentley, L.D., & Dittman, K.C. (2007). Systems Analysis and Design Methods, Seventh Edition, McGraw-Hill/Irwin 2. Stazinger, J.W., Jackson, R.B. & Burd, S.D. (2008). Systems Analysis and Design in Changing World, 5...

Information gathering Based on material from : 1. Whitten, J.L., Bentley, L.D., & Dittman, K.C. (2007). Systems Analysis and Design Methods, Seventh Edition, McGraw-Hill/Irwin 2. Stazinger, J.W., Jackson, R.B. & Burd, S.D. (2008). Systems Analysis and Design in Changing World, 5th Edition, Thomson Course Technology Learning Objectives  Define system requirements and differentiate between functional and non-functional requirements.  Understand the concept of requirements management.  Identify seven fact-finding techniques and characterise the advantages and disadvantages of each.  Understand body language and Proxemics  Understand how JAD sessions are organised and conducted  Describe the benefits of using JAD as a fact-finding technique. Introduction to Information Gathering Information Gathering Techniques used to identify problems and requirements Also called: – Requirements discovery – Fact-finding – Data collecting System Requirement What the information system must do A property that the information system must have. Types of Requirements Functional Requirements Non-Functional Requirements  Functional Vs Non-Functional requirements What is the difference between functional and non functional requirements? Functional requirements explain how the system must work, while non functional requirements explain how the system should perform Functional Non-Functional Functional requirements help to understand the They help to understand the system's performance. functions of the system. Functional requirements are mandatory. While non-functional requirements are not mandatory, but desirable. They are easy to define. They are hard to define. They describe what the product does. They describe the working of product. It concentrates on the user's requirement. It concentrates on the expectation and experience of the user. It helps us to verify the software's functionality. It helps us to verify the software's performance. These requirements are specified by the user. These requirements are specified by the software developers, architects, and technical persons.  Functional Vs Non-Functional requirements Functional Non-Functional Examples of the functional requirements are: Examples of the non-functional requirements are: Authentication of a user on trying to log in to The background color of the screens should be light the system. blue. The Sales system should allow users to record A website should be capable enough to handle 20 customers sales million users with affecting its performance Only Managerial level employees have the right The software should be portable. So moving from one to view revenue data. OS to other OS does not create any problem. System shutdown in the case of a cyber attack. The site should load in 3 seconds when the number of Verification email is sent to user whenever simultaneous users are > 10000 he/she registers for the first time on some software system. These requirements are important to system These are not always the important requirements, they operation. may be desirable. Completion of Functional requirements allows the While system will not work only with non-functional system to perform, irrespective of meeting the requirements. non-functional requirements. What Happens When the Requirements are Incorrect?  The system may cost more than projected.  The system may be delivered later than promised.  The system may not meet the users’ expectations  The costs of maintaining the system may be higher than projected.  The system may be unreliable  Etc. Relative Cost to Fix an Error Requirements Discovery Process  Identify and analyse problems (we talked about that last week in problem analysis)  Discover requirements  Document and analyse requirements  Manage requirements Problem Identification and Analysis Tools / Templates: ▪ Ishikawa diagram (see Figure 1) ▪ Problems, Opportunities, Objectives and Constraints Matrix (see the next slide) Figure 1 Cause-and-Effect Analysis Template PROBLEMS, OPPORTUNITIES, OBJECTIVES AND CONSTRAINTS MATRIX CAUSE AND EFFECT ANALYSIS SYSTEM IMPROVEMENT OBJECTIVES Problems or Opportunities Causes and Effects System Objectives System Constraints The current system does not Causes: Create a database System must be provide good service to users Caused by using manual system that platform independent who submit service requests. systems. integrates service and accessible from all Effects: requests, service desktops and remote Leads to unnecessary responses, and PC locations. duplicated service calls configuration. System must be secured Contributes to the to prevent unauthorized confusion among the IT data modifications. staff. Leads to dissatisfaction of customers. Fact-Finding Ethics ▪ Fact-Finding often brings systems analysts into contact with sensitive information. ▪ Company plans ▪ Employee salaries or medical history ▪ Customer credit card, social security, or other information ▪ Ethical behavior includes: ▪ Systems analysts must not misuse that information. ▪ Systems analysts must protect that information from people who would misuse it. Seven Fact-Finding Methods ▪ Sampling of existing documentation, forms, and databases ▪ Research and site visits ▪ Observation of the work environment ▪ Questionnaires ▪ Interviews ▪ Prototyping ▪ Joint Application Development (JAD) Sampling Sampling – the process of collecting a representative sample of documents, forms, and records.  Organisational chart  Memos and other documents that describe the problem  Standard operating procedures for current system  Completed forms  Manuals and computerised screens and reports  Samples of databases  Flowcharts and other system documentation Sampling of Completed Forms ▪ Helps to determine the type of data going into each blank ▪ Helps to determine the size of data going into each blank ▪ Helps to determine which blanks are not used or rarely used ▪ Helps to see data relationships Sampling of Existing Documentation, Forms and Files ▪ Determining the sample size: ▪ Desired certainty 90% → Certainty factor 1.645 ▪ Acceptable error: 100%-90% = 10% or 0.10 ▪ Sample Size = 0.25 (Certainty factor / Acceptable error)2 ▪ Sample Size = 0.25 (1.645 / 0.10) 2 = 68 Activity 1 A system analyst wants to study documents stored in a metal file cabinet. The cabinet contains several hundred of records describing product warranty claims. The analyst wishes to study a sample of the records in the file and to be 95% certain (certainty factor = 1.960) that the data from which the sample is taken will not include variations not in the sample. How many sample records should the analyst retrieve to get this desired accuracy? Observation A fact-finding technique of watching people performing their activities to learn about the system. ▪ Advantages? ▪ Disadvantages? 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. ▪ 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. Questionnaires Questionnaire – a special-purpose document that allows the analyst to collect information and opinions from respondents.  Advantages?  Disadvantages? Free-format questionnaire – gives a freedom to the respondent to elaborate the answer. Fixed-format questionnaire – containing questions that require selecting an answer from predefined answers.  Types of Fixed-Format Questions ▪ Multiple-choice questions ▪ Rating questions Is the current accounts ▪ Ranking questions receivable report that you receive useful? Rank the following transactions  Yes according to the amount of time you  No spend processing them. ____ % new customer orders The implementation of quality ____ % order cancellations discounts would cause an increase in ____ % order modifications customer orders. ____ % payments  Strongly agree  Agree  No opinion  Disagree  Strongly disagree Developing a Questionnaire 1. Determine what facts to collect and from whom 2. Determine the format ▪ Free- format, or ▪ Fixed-format 3. Write questions 4. Test questions on a small group of people 5. Distribute the questionnaire Activity 2 Develop a questionnaire to be used to survey students’ life style. Rate different activities students do on weekly basis (e.g. attending sport events, going to restaurants, etc.). Interviews A technique of collecting facts from individuals based on face- to-face meetings. ▪ Can be used to: ▪ Find facts ▪ Verify facts ▪ Clarify facts ▪ Generate enthusiasm ▪ Get the end-user involved The personal interview is ▪ Identify requirements the most important and ▪ Solicit ideas and opinions most often used fact-finding ▪ Advantages? technique. ▪ Disadvantages? Types of Interviews Unstructured interview Not planned in detail: conducted to get a general picture on subject. Structured interview Everything is planed in details: a specific set of questions, their order and timing. Types of Interview Questions Open-ended question – a question that allows the interviewee to respond in any way that seems appropriate. Example 1. What do you like the most about iPhone? What do you like the least? How does it compare to your existing mobile phone? Closed-ended question – a question that restricts answers to either specific choices or short, direct responses. Example 2. Did you ever use Microsoft Word? Did you find it hard to use? Have you checked your IT7001 Timetable? Interview Procedure 1. Select Interviewees ▪ For example, end users ▪ Learn about the interviewee prior to the interview 2. Prepare for the Interview ▪ Have an interview guide (see next slide) 3. Conduct the Interview ▪ Summarise the problem ▪ Offer an incentive for participation ▪ Ask the interviewee for assistance 4. Follow Up on the Interview ▪ Send a letter that summarises the interview Interview Guide Sample (continued) Interview Guide Sample (concluded) Interview Questions ▪ Types of Questions to Avoid ▪ Loaded questions (e.g. “Should a smack as part of good parental correction be a criminal offence in New Zealand?”) ▪ Leading questions (e.g. “You are not going to use that program, are you?”) ▪ Biased questions (e.g. “Don’t you agree that the new policy is a problem?”) ▪ Interview Question Guidelines ▪ Use clear and concise language. ▪ Don’t include your opinion as part of the question. ▪ Avoid long or complex questions. ▪ Avoid threatening questions. ▪ Don’t use “you” when you mean a group of people. Interviewing Do’s and Don’ts Do Don’t Dress appropriately Assume an answer is finished Be courteous or leading nowhere Listen carefully Reveal verbal and nonverbal Maintain control of the clues interview Use jargon Probe Reveal personal biases Observe mannerisms and non- Talk more than listen verbal communication Assume anything about the Be patient topic or the interviewee Keep interviewee at ease Tape record (take notes Maintain self-control instead) Finish on time Communicating with the User Guidelines for Communicating ▪ Approach the session with a positive attitude ▪ Make the other person feels comfortable ▪ Show that you are listening ▪ Ask questions ▪ Don’t assume anything ▪ Take notes “To hear is to recognise that someone is speaking, to listen is to understand what the speaker wants to communicate.” (Gildersleeve – 1978) Body Language and Proxemics Body language – the nonverbal information we communicate.  Facial disclosure  Eye contact  Posture Proxemics – the relationship between people and the space around them.  Intimate zone—closer than 1.5 feet  Personal zone—from 1.5 feet to 4 feet  Social zone—from 4 feet to 12 feet  Public zone—beyond 12 feet Activity 3 Assume that you are a HR manager at Bahrain Polytechnic. ▪ Prepare not more than 6 interview questions that you will use to interview a graduand who applied for a tutor position in ICT. Use the interview template found in the next slide. ▪ Conduct the interview asking your fellow student to play the role of a graduand. Then swap the roles. Interview Form Interviewee: Mr. X Date: Time: Place: Subject: Time Allocated Interviewer questions and objective Interviewee Response 1 - 2 minutes Objective Open the interview Introduce ourselves Thank Mr. X for his valuable time State the purpose of the interview Question1 Follow up Question2 Follow up Question3 Follow up Question4 Follow up Question5 Follow up Question6 Copy and paste to a word document and use it for your Follow up 1 minute Objective interviews. Conclude the interview Thank Mr. X for his cooperation and help. Assure Mr. X that he will receive a copy of a letter summarising the interview Time allocated for questions and objectives Time allocated for follow-up questions 30 minutes Time allocated for interview Discovery Prototyping The act of building a small-scale, representative or working model of the system requirements in order to discover or verify those requirements. ▪ Advantages? ▪ Disadvantages? Joint Application Development ▪ A technique used to expedite the discovery of system requirements. ▪ Group meetings are conducted for the purpose of analysing problems and defining requirements. JAD Participants ▪ Sponsor ▪ Facilitator (JAD Session Leader) ▪ Users and Managers ▪ Scribes ▪ IT Staff Steps to Plan a JAD Session Selecting a location  Away from workplace when possible  Equipped with tables, chairs, whiteboard, overhead projectors and computers Selecting the participants  Each needs release from regular duties Preparing the agenda  Briefing documentation  Agenda distributed before each session Typical Room Layout for JAD Session Guidelines for Conducting a JAD Session ▪ Do not unreasonably deviate from the agenda ▪ Stay on schedule ▪ 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 ▪ Make sure that attendees abide by the established ground rules for the session Brainstorming JAD sessions generate possible ideas to solve a problem. ▪ Brainstorming is a common approach used to encourage participants to offer as many ideas as possible in a short period of time without any analysis until all the ideas have been exhausted. Benefits of JAD ▪ JAD actively involves users and management in the development project ▪ JAD reduces the amount of time required to develop systems. A Fact-Finding Strategy 1. Learn from existing documents, forms, reports, and files 2. Observe the system in action, if appropriate. 3. Design and distribute questionnaires to clear up what is not understood 4. Conduct interviews 5. Build discovery prototypes for any functional requirements, when needed. 6. Follow up to verify facts