1 SYS366 Week 4, Lecture 1 Introduction to Requirements Gathering: Part 3 – Getting to Software...
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Transcript of 1 SYS366 Week 4, Lecture 1 Introduction to Requirements Gathering: Part 3 – Getting to Software...
1
SYS366
Week 4, Lecture 1Introduction to Requirements Gathering: Part 3 – Getting to Software Requirements
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Today Identifying Software Requirements
Functional Requirements Technical Requirements Data Requirements
Fact Finding Method
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Identifying Software Requirements
“Software Requirements specify the things that the software does on behalf of the user or another system.” *
* Use Case Modeling, by Bittner & Spence, page 6.
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Successful Project Requirements
Detailed plans
Organized, methodical sequence of tasks and activities
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Requirements Gathering Analyst needs to find out what the
user requires in the new system or what the user requires to be changed in an existing system Gather the requirements by doing
fact finding Document the requirements
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Requirements Gathering For an existing system, analyst needs
to find out: Functionality
Some of the functionality of the existing system will be included in the new system (can be acquired from existing documentation and code)
Data needs Some of the data of the existing system
will need to be migrated into the new system
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Requirements Gathering For a new system, analyst needs to
find out: Functionality
What are the activities the system needs to perform?
How is the user to interact with the system?
Are other systems to interact with the system?
Data needs What information is needed?
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Requirements GatheringScope of the System
Functional Technical DataRequirements Requirements
Requirements
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Today Identifying Software Requirements
Functional Requirements Technical Requirements Data Requirements
Fact Finding Method
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Functional Requirements
Describe what a system does or is expected to do
Include: Descriptions of the processing
which the system will be required to carry out
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Functional Requirements
Include: Details of the inputs into the system
from paper forms and documents or the interactions between people and the system or transfers from other systems
Details of the outputs that are expected from the system in the form of printed documents and reports, screen displays and transfers to other systems
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Today Identifying Software Requirements
Functional Requirements Technical Requirements Data Requirements
Fact Finding Method
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Technical Requirements Describe the aspects of the system that
are concerned with how well it provides the functional requirements.
Include: Performance criteria Anticipated volumes of data Security requirements (let’s talk about the
Bank of Montreal!) Privacy Requirements
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Today Identifying Software Requirements
Functional Requirements Technical Requirements Data Requirements
Fact Finding Method
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Data Requirements Describe what information the
system is going to need or produce – really a part of Functional and Technical Requirements
Include Details of the data that must be held
in the system
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Themes To Guide Investigation
What are business processes and operations?
How should the business processes be performed?
What are the information requirements?
Understand the Users’ Needs!
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Today Identifying Software Requirements
Functional Requirements Technical Requirements Data Requirements
Fact Finding Method
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Fact Finding Methods Conduct interviews and discussion with
users Distribute and collect stakeholder
questionnaires Review existing reports, forms, and
procedure descriptions Observe business processes and
workflows Build prototypes Conduct JAD sessions
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Fact Finding Methods Interviews Questionnaires Review Documentation Observation Prototypes JAD sessions RAD
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Interviews Primary technique for fact finding and
information gathering Most effective way to understand business
functions and business rules Usually requires multiple sessions Usually conducted with
customers/clients/users Clients are not always able to express their
requirements clearly it is up to the analyst to ask the right questions to help the client express their requirements
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Interviews We are going to concentrate on
interview techniques; the rest of the slides explain the other methods for fact finding
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Conducting effective interviews
Determine who you are going to interview
Know what information that stakeholder can provide for you
Prepare for the interview Conduct the interview Follow up on the interview
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Determine who you are going to interview
Can be business or technical stakeholders Business stakeholders provide the
functional and data requirements Technical stakeholders provide the
technical and data requirements
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Determine who you are going to interview
Stakeholders Executives
Will provide information related to strategic issues about the business
Need statistical and summary information Management
Will provide a broad perspective about the business as well as information about the system being developed
Need statistical and summary information
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Determine who you are going to interview
Stakeholders Operational staff will provide
information about how the work is actually done
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Prepare for the interview
Structured Interview Formal style Requires significant preparation
Unstructured Interview Informal No pre-determined questions or
objectives
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Structured Interview Preparing for the interview
Establish the objectives for the interview
Have a clear agenda Prepared in advance with a list of open
and closed ended questions Set the time and location for the
interview Inform all participants of the objective,
time and location
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Structured Interview Questions
Questions should allow you to keep on track and avoid getting off topic during the interview
Questions can be prepared from any of the following:
Observations made when existing form and reports may have been reviewed
Observations made when reviewing the strategic, tactical or operational plans
Observations made when observing employees doing current job tasks
Keep length of questions reasonable (15-20 words or less)
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Structured Interview Questions
Phrase questions to avoid misunderstandings - use simple terms and wording
Do not ask questions that give clues to expected answers
Avoid asking two questions in one Do not ask questions that can raise
concerns about job security or other negative issues
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Structured Interview Questioning Strategies
How canorder processing
be improved?
How can wereduce the number
of times that customersreturn items they’ve ordered?
How can we eliminate shipping the wrong products?
High-level: very general
Medium-level: moderatelyspecific
Low-level: very specific
Top Down
Bottom UP
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Structured Interview Questions
Open ended questions Encourages unstructured responses
and generates discussion Useful when you need to understand
a larger process or to draw out opinions or suggestions from the person being interviewed
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Structured Interview Questions
Closed ended questions Limited or restricted response – a
simple definitive answer Used to get information that is more
specific or when you need to verify facts
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Structured Interview Sample interview questions
Open-ended What do you think about the current
system? How do you decide what type of
marketing campaigns to run? Closed-ended
How do customers place orders? How many orders to you receive a day?
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Structured Interview Conduct the interview
Dress appropriately; Arrive on time Welcome the participants; introduce the attendees;
state the objective and agenda Ask permission if you want to tape record the
interview Ask questions from script Listen closely to the interviewee and encourage
them to expand on key points Take thorough notes Identify and document unanswered questions At end of interview, review outstanding questions
that require follow up Set date and time for the next, follow-up interview
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The other fact finding methods You can read the remaining slides
for yourself We are going to work on the
Interview Template
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Fact Finding Methods
Interviews Questionnaires Review Documentation Observation Prototypes JAD sessions RAD
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Questionnaires A document which contains a number of
questions Can be paper form or electronic form
(email or web-based) Allows the analyst to collect information
from a large number of people People outside the organization (i.e. ,
customers) Business users spread across a large
geographic area
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Questionnaires Limited and specific information from a
large number of stakeholders Preliminary insight Not well suited for gathering detailed
information Open-ended questions vs. close-ended
questions
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Questionnaires Similar process to interviewing
Determine who will receive the questionnaire
Design the questionnaire Determine objective of questionnaire Design questions
Follow up questionnaire
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Questionnaires Determine who will receive the
questionnaire Select a sample audience who are
representative of an entire group Assume 30-50% return rate for paper
and email questionnaires Assume a 5-30% return rate for web-
based questionnaires
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Questionnaires Design the Questionnaire
Clearly state the following in the questionnaire:
The purpose of the questionnaire Why the respondent was selected to
receive the questionnaire When the questionnaire is to be
returned
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Questionnaires Design the Questionnaire
Let the respondent know when/where they can see the accumulated questionnaire responses
Consider providing an inducement to have the respondent complete the questionnaire (I.e. a pen)
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Questionnaires Design the Questionnaire
Keep the questionnaire brief and user friendly
Provide clear instructions on how to complete the questionnaire
Arrange the questions in a logical order; going from easy to more complex topics
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Questionnaires Design the Questionnaire
Phrase questions to avoid misunderstandings, use simple terms and wording
Do not ask questions that give clues to expected answers
Avoid asking two questions in one Limit the use of open ended questions
that will be difficult to tabulate
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Questionnaires Design the Questionnaire
Do not ask questions that can raise concerns about job security or other negative issues
Include a section at the end of the questionnaire for general comments
Test the questionnaire whenever possible on a small test group before finalizing it
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Fact Finding Methods Interviews Questionnaires Review Documentation Observation Prototypes JAD sessions RAD
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Review Existing Reports, Forms, and Procedure Descriptions
Purposes
Preliminary understanding of processes
Guidelines / visual cues to guide interviews
Identify business rules, discrepancies, and redundancies
Be cautious of outdated material
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Reviewing existing documentation Most beneficial to new employees or
consultants hired to work on a project Types of documentation that is
reviewed: Company reports Organization charts Policy and Procedures manuals Job Descriptions Documentation of existing systems
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Reviewing existing documentation Allows the analyst to get an
understanding of the organization prior to meeting with employees
Allows the analyst to prepare questions for either interviews or questionnaires (other fact finding techniques)
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Fact Finding Methods
Interviews Questionnaires Review Documentation Observation Prototypes JAD sessions RAD
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Observation An effective way to gather requirements
if obtaining complete information was not effective through other fact finding techniques (I.e. interviews and questionnaires)
Or An effective way to verify information
gathered from other fact finding sources (such as interviews)
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Observation Observation can be done by having the
analyst observe the client from a distance (without actually interrupting the client) or by actually doing the work of the client
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Observation Should be carried out for a period of
time and at different time intervals, not just once, so that the analyst can observe different workloads and to ensure that what the client does is consistent over different periods of time
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Observation Allows the analyst to follow an
entire process from start to finish Can upset the client if they feel
threatened by new activity going on around them – the client may behave differently from what they normally do
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Fact Finding Methods
Interviews Questionnaires Review Documentation Observation Prototypes JAD sessions RAD
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Prototypes A demonstration system
Represents a graphical user interface Simulates system behavior for various events Any data displayed on a GUI screen is hard-
coded; not retrieved from a database Constructed to visualize the system Allows the customer to provide feedback An effective way to gather requirements
for a new system Supports JAD or RAD type sessions
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Fact Finding Methods
Interviews Questionnaires Review Documentation Observation Prototypes JAD sessions RAD
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Other Methods Joint Application Development (JAD)
A series of workshops that bring together all stakeholders (users and systems personnel)
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Other Methods Joint Application Development (JAD)
Consists of the following types of attendees:
Facilitator: the person who conducts the meeting and keeps it on track (generally the analyst)
Note taker: the person who records the information for the session
Clients/Customers/Users: the people who communicate the requirements, take decisions and approve the project
Developers: the people who are part of the development team and need to gather information
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Other Methods Joint Application Development
(JAD) Takes advantage of the group
dynamics Increased productivity May require more than one session One session may last a few hours,
several days or several weeks
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Fact Finding Methods Interviews Questionnaires Review Documentation Observation Prototypes JAD sessions RAD
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Other Methods Rapid Application Development
(RAD) An approach to software development
where the system solution is delivered – fast
Most appropriate for systems which are not the organization’s core business
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Other Methods Rapid Application Development
(RAD) Can result in:
Inconsistent GUI designs Poorly documented systems Software that is difficult to maintain