PowerPoint Presentation for Dennis, W ixom, & Roth Systems Analysis and Design, 3rd EditionCopyright 2006 © John Wiley & Sons, Inc. A ll rights reserved.4 - 1

Systems Analysis and DesignSystems Analysis and Design3rd Edition3rd Edition

Alan Dennis, Barbara Haley Wixom, and Roberta RothJohn Wiley & Sons, Inc.

Slides by Candace S. Garrod Red Rocks Community College

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Requirements DeterminationRequirements Determination

Chapter 4

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Key Definitions

The As-Is system is the currentsystem and may or may not becomputerizedThe To-Be system is the newsystem that is based on updatedrequirementsThe System Proposal is the keydeliverable from the Analysis Phase

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Key IdeasThe goal of the analysis phase is to trulyunderstand the requirements of the newsystem and develop a system that addressesthem -- or decide a new system isn’t needed.The System Proposal is presented to theapproval committee via a system walk-through.Systems analysis incorporates initial systemsdesign.Requirements determination is the single mostcritical step of the entire SDLC.

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REQUIREMENTSREQUIREMENTSDETERMINATIONDETERMINATION

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A statement of what the system must doA statement of characteristics thesystem must haveFocus is on business user needs duringanalysis phaseRequirements will change over time asproject moves from analysis to design toimplementation

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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Requirements definition reportText document listing requirements inoutline formPriorities may be included

Key purpose is to define theproject scope: what is and is not tobe included.

Documenting Requirements

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Determining Requirements

Participation by business users isessentialThree techniques help usersdiscover their needs for the newsystem:

Business Process Automation (BPA)Business Process Improvement (BPI)Business Process Reengineering (BPR)

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Basic Process of Analysis(Determining Requirements)

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

BPA – small changeBPI – moderate changeBPR – significant change

Additional information gatheringtechniques are needed as well

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REQUIREMENTS ANALYSISREQUIREMENTS ANALYSISTECHNIQUESTECHNIQUES

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Business Process AutomationGoal:

Efficiency for users

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Identifying Improvements in As-IsSystems

Problem AnalysisAsk users to identify problems and solutionsImprovements tend to be small andincrementalRarely finds improvements with significantbusiness value

Root Cause AnalysisChallenge assumptions about why problemexistsTrace symptoms to their causes to discoverthe “real” problem

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Root Cause Analysis Example

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Business Process Improvement

Goal:

Efficiencyandeffectivenessfor users

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Duration AnalysisCalculate time needed for each process stepCalculate time needed for overall processCompare the two – a large difference indicatesa badly fragmented processPotential solutions:

Process integration – change the process to usefewer people, each with broader responsibilitiesParallelization – change the process so thatindividual step are performed simultaneously

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Activity-Based Costing

Calculate cost of each process stepConsider both direct and indirectcostsIdentify most costly steps and focusimprovement efforts on them

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Benchmarking

Studying how other organizationsperform the same business processInformal benchmarking

Common for customer-facing processesInteract with otherbusiness’ processes as ifyou are a customer

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Business Process Reengineering(BRP)

Goal:

Radicalredesign ofbusinessprocesses

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Outcome Analysis

Consider desirable outcomes fromcustomers’ perspectiveConsider what the organizationcould enable the customer to do

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Technology Analysis

Analysts list important andinteresting technologiesManagers list important andinteresting technologiesThe group identifies how eachmight be applied to the businessand how the business might benefit

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Activity Elimination

Identify what would happen if eachorganizational activity wereeliminatedUse “force-fit” to test all possibilities

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Your TurnHow do you know whether to usebusiness process automation,business process improvement, orbusiness process reengineering?

Provide two examples.

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Comparing Analysis Techniques

Potential business valueProject costBreadth of analysisRisk

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Project Characteristics

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REQUIREMENTS-GATHERINGREQUIREMENTS-GATHERINGTECHNIQUESTECHNIQUES

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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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Three Types of Questions

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Designing Interview Questions

Unstructured interview useful earlyin information gathering

Goal is broad, roughly definedinformation

Structured interview useful later inprocess

Goal is very specific information

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Top-Down and Bottom-upQuestioning Strategies

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Preparing for the Interview

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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Conducting the Interview

Appear professional and unbiasedRecord all informationCheck on organizational policy regarding taperecordingBe 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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Post-Interview Follow-Up

Prepare interview notesPrepare interview reportHave interviewee review andconfirm interview reportLook for gaps and new questions

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Joint Application Development (JAD)

A structured group process focusedon determining requirementsInvolves project team, users, andmanagement working togetherMay reduce scope creep by 50%Very useful technique

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JAD Participants

FacilitatorTrained in JAD techniquesSets agenda and guides group processes

Scribe(s)Record content of JAD sessions

Users and managers from business areawith broad and detailed knowledge

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Preparing for the JAD Sessions

Time commitment – ½ day toseveral weeksStrong management support isneeded to release key participantsfrom their usual responsibilitiesCareful planning is essentiale-JAD can help alleviate someproblems inherent with groups

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JAD Meeting Room

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Conducting the JAD Session

Formal agenda and ground rulesTop-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 reportPowerPoint Presentation for Dennis, W ixom, & Roth Systems Analysis and Design, 3rd Edition

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Post JAD Follow-up

Postsession report is prepared andcirculated among session attendeesThe report should be completedapproximately a week to two afterthe JAD session

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Questionnaires

A set of written questions, often sent to a largenumber of peopleMay be paper-based or electronicSelect participants using samples of thepopulationDesign the questions for clarity and ease ofanalysisAdminister the questionnaire and take steps toget a good response rateQuestionnaire follow-up report

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Good Questionnaire Design

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Document Analysis

Study of existing material describing thecurrent systemForms, reports, policy manuals, organizationcharts describe the formal systemLook for the informal system in useradditions to forms/report and unusedform/report elementsUser changes to existing forms/reports or non-use of existing forms/reports suggest thesystem needs modification

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Observation

Watch processes being performedUsers/managers often don’t accurately recalleverything they doChecks validity of information gathered otherwaysBe aware that behaviors change when peopleare watchedBe unobtrusiveIdentify peak and lull periods

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Selecting the AppropriateRequirements-Gathering Techniques

Type of informationDepth of informationBreadth of informationIntegration of informationUser involvementCostCombining techniques

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Comparison of Requirements-Gathering Techniques

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SummaryThe analysis process focuses on capturing thebusiness requirements for the systemFunctional and non-functional businessrequirements tell what the system must doThree main requirements analysis techniquesare BPA, BPI, and BPRThese techniques vary in potential businessvalue, but also in potential cost and risk

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Summary, continued

There are five major requirements-gathering techniques that all systemsanalysts must be able to use:Interviews, JAD, Questionnaires,Document Analysis, and Observation.Systems analysts must also know howand when to use each as well as how tocombine methods.

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