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ANALYSIS ANALYSIS PHASEPHASE

Systems analysis is the part of the SDLC in which to determine

how the current information system functions and asses what users would like to see in a new

system.

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Introduction to Analysis Phase

The As-Is system is the current system and may or may not be computerizedThe To-Be system is the new system that is based on updated requirementsThe System Proposal is the key deliverable from the Analysis Phase

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Introduction to Analysis Phase (cont)

The goal of the analysis phase is to truly understand the requirements of the new system and develop a system that addresses them -- or decide a new system isn’t needed.The System Proposal is presented to the approval committee.Requirements determination is the single most critical step of the entire SDLC.

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RequiremenRequirements ts DeterminatiDeterminationon

ANALYSIS ANALYSIS PHASEPHASE

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Learning ObjectivesUnderstand:-

The analysis process focuses on capturing the business requirements for the systemFunctional and non-functional business requirements tell what the system must doThere are five major requirements-gathering techniques that all systems analysts must be able to use: Interviews, JAD, Questionnaires, Document Analysis, and Observation.

Know how and when to use each as well as how to combine methods.

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Requirement:A statement of what the system must do A statement of characteristics the system must have

Focus 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?

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Functional RequirementsA process the system has to performInformation the system must contain

Nonfunctional RequirementsBehavioral properties the system must have

OperationalPerformanceSecurityCultural and political

Requirement Types

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Basic Process of Determining Requirements

Understand the “As-Is” systemIdentify improvement opportunitiesDevelop the “To-Be” system conceptTechniquesTechniques vary in amount of change

small change – business process automationmoderate change – business process improvementsignificant change – business process reengineering

Additional information gathering techniques are needed as well

Methods for Determining Methods for Determining RequirementsRequirements

Understand as-is systemUnderstand as-is system

Identify Improvements

Identify Improvements

Develop concept for

to-be system

Develop concept for

to-be system

Gather enough requirements and information to clearly understand the current business processes (as-is system) and the needs for new system (to-be system)

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Traditional Methods

InterviewObservationDocument Analysis

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Interviews

Most commonly used techniqueBasic steps:

Selecting IntervieweesDesigning Interview QuestionsPreparing for the InterviewConducting the InterviewPost-Interview Follow-up

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Selecting Interviewees

Based on information needsBest to get different perspectives

ManagersUsersIdeally, all key stakeholders

Keep organizational politics in mind

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Choosing Interview Questions

Each question in an interview guide can include both verbal and non-verbal information.

Open-ended questions: questions that have no pre-specified answers.Closed-ended questions: questions that ask those responding to choose from among a set of specified responses.

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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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Organizing Interview Questions

Unstructured interview useful early in information gathering

Goal is broad, roughly defined information

Structured interview useful later in process

Specific sets of questions are developed prior to the interviewsGoal is very specific information

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Preparing for the Interview - Interview Preparation Steps

Prepare general interview planList of questionAnticipated possible answers and how you will 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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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 timeConducting the Interview - Practical Tips

Take time to build rapport with the intervieweePay attentionSummarize key pointsBe succinct (short & clear)Be honestWatch body language

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Post-Interview Follow-Up

Prepare interview notes - information that was collected over the interview & summarizedPrepare interview reportHave interviewee review and confirm interview reportLook for gaps and new questions

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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

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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

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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

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Directly Observing Users

Direct ObservationWatching users do their jobsObtaining more firsthand and objective measures of employee interaction with information systems.Can cause people to change their normal operating behavior.Time-consuming and limited time to observe.

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Document Analysis

Study of existing material describing the current system -- review of existing business documentsCan give a historical and “formal” view of system requirements -- forms, 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

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Documents Analysis (Cont.)

Types of information to be discovered:Problems with existing systemOpportunity to meet new needOrganizational directionNames of key individualsValues of organizationSpecial information processing circumstancesReasons for current system designRules for processing data

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Documents Analysis (Cont.)

Useful document: Written work procedure

For an individual or work group.Describes how a particular job or task is performed.Includes data and information used and created in the process.

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Documents Analysis(Cont.)

Useful document: Business form

Used for all types of business functions.Explicitly indicate what data flow in and out of a system and data necessary for the system to function.Gives crucial information about the nature of the organization.

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Documents Analysis (Cont.)

Useful document: ReportPrimary output of current system.Enables you to work backwards from the report to the data needed to generate it.

Useful document: Description of current information system

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Documents Analysis (Cont.)

Potential Problems with Procedure Documents:

May involve duplication of effort.May have missing procedures.May be out of date.May contradict information obtained through interviews.

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Documents Analysis Vs Observation

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Documents Analysis Vs Observation

Formal Systems: the official way a system works as described in organizational documentation (i.e. work procedure).Informal Systems: the way a system actually works (i.e. interviews, observations).

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Joint Application Development (JAD)

A structured group process focused on determining requirementsTeam members meet in isolation for an extended period of time.Involves project team, users, and management - working togetherMay reduce scope creep by 50%Very useful technique

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JAD (Cont.)

JAD Participants:Session Leader: facilitates group process.Users: active, speaking participantsManagers: active, speaking participantsSponsor: high-level champion, limited participation.

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JAD (Cont.)

Systems Analysts: should mostly listen.Scribe: record session activities.IS Staff: should mostly listen.

End ResultDocumentation detailing existing system.Features of proposed system.

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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

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JAD Session (Cont.)

Formal agenda and ground rules (e.g: follow schedule, respect others, accept disagreement – appropriate behavior) 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

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JAD Meeting Room

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Selecting the Appropriate Requirements-Gathering Techniques

Type of informationDepth of informationBreadth of informationIntegration of informationUser involvementCostCombining techniques

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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

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RequiremenRequirements ts DeterminatiDeterminationon

Deliverables & Outcomes

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Deliverables and Outcomes

From interviews and observations - interview transcripts, observation notes, meeting minutesFrom existing written documents - mission and strategy statements, business forms, procedure manuals, job descriptions, training manuals, system documentation, flowcharts

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Deliverables and Outcomes (Cont.)

From computerized sources – Joint Application Design session results, reports from existing systems, displays and reports from system prototype.