SYSTEMS ANALYSIS & DESIGN

1. SYSTEMS ANALYSIS & DESIGN PHASE 2 SYSTEMS ANALYSIS Determining Requirements

2. SDLC Phases Phase 2: Systems Analysis Objectives • Learn how the current system works • Determine and document fully how the system could work better • Develop a logical model of the new system • Make recommendations to management

3. Chapter 3 Determining Requirements

4. Objectives • Explain how systems analysis relates to business needs, problems, and opportunities • List and describe the types of system requirements that must be identified during systems analysis • Describe how to conduct a successful interview

5. Objectives • Explain when and how to use fact-finding techniques, including interviews, documentation review, observation, questionnaires, sampling, and research • Set up effective documentation methods to use during systems development

6. Objectives • Describe alternative systems development approaches, including joint application development (JAD) and rapid application development (RAD) • Explain object-oriented (O-O) systems development and how this approach differs from structured analysis and design

7. Overview of systems analysis phase Fact-finding techniques Interviewing Documentation review Observation Questionnaires Sampling Research Methods used to record results Introduction

8. Click to see Figure 3-1 Overview of the Systems AnalysisPhase • Systems analysis phase tasks • Gather and record facts about the current system and what is required to support business needs • Three-step approach to decision-making • Determine the facts • Analyze the facts • Make a decision • Two steps in the systems analysis phase • Requirements determination (fact-finding) • Requirements analysis

9. The Challenge of Systems Analysis • Large systems are especially challenging • Business systems must change rapidly • Systems analysts use various skills • Reverse engineering • Critical-thinking skills • Interpersonal skills

10. Click to see Figure 3-2 The Challenge of Systems Analysis • Requirements determination questions • Who does it? • What is done? • Where is it done? • When is it done • How is it done • Another important question • Why?

11. The Challenge of Systems Analysis • Requirements analysis questions • Who should do it? • What should be done? • Where should it be done? • When should it be done? • How should it be done?

12. Systems Requirements • Characteristics or features that must be included to satisfy business requirements • Outputs • Inputs • Processes • Timing • Controls • Volumes. sizes, and frequencies

13. Interviews • Determine the people to interview • Establish objectives for the interview • Prepare for the interview • Conduct the interview • Document the interview • Evaluate the interview • Unsuccessful interviews

14. Click to see Figure 3-3 Interviews • Determine the people to interview • Select the right people • Consider informal structures

15. Interviews • Establish objectives for the interview • Determine the areas to be discussed • List the facts you want to gather • Solicit ideas, suggestions, and opinions • Keep questions consistent

16. Click to see Figure 3-4 Interviews • Prepare for the interview • Schedule a specific day and time • Place a reminder call • Send a memo to managers

17. Click to see Figure 3-5 Interviews • Prepare for the interview • Schedule a specific day and time • Place a reminder call • Send a memo to managers • Create a list of questions • Use a variety of questions • Open-ended questions • Closed-ended questions • Range of responses questions • Send confirmation memo to interviewee

18. Interviews • Conduct the interview • Introduce yourself • Describe the project • Explain your objectives • Ask questions in order • Summarize the main points • Explain the next course of action • Listen carefully - practice engaged listening

19. TRADEOFF • What is the best location for the interview? • Interviewee’s office • Makes the interviewee more comfortable • Easier access to supporting material • Neutral location • Fewer interruptions • Advise interviewee to bring necessary items

20. A KEY QUESTION • Does organization level affect interviews? • At FastPak, Jesse Evans runs into a problem • Calls and visitors cause many interruptions • Interview process is time-consuming • Manager unwilling to reschedule meeting • What should Jesse do in this situation?

21. Interviews • Document the interview • Keep note-taking to a minimum • Record the information quickly • Allow time between interviews • Thank the interviewee with a memo • Note the date, time, location, and purpose • Review the main points discussed

22. Interviews • Evaluate the interview • Identify possible biases • Determine whether interviewees have necessary experience

23. TRADEOFF • Tape recorders: pros and cons • Can be an effective tool • If people feel threatened • Discuss in advance • Reassure the interviewee • Turn off tape when indicated • Must use this technique carefully • You might rely too much on the recorder • Extra time needed to listen to taped material

24. A KEY QUESTION • Should an analyst interview several people at the same time? • Jesse’s problem in the FastPak interview • One person dominated the conversation • Meeting with two interviewees created a problem, not an opportunity • What should Jesse have done?

25. Interviews • Unsuccessful interviews • Not all interviews are successful • Find a way to conclude an unsuccessful meeting • Consider alternatives

26. Other Fact-Finding Techniques • Document review • Observation • Questionnaires • Sampling work and work products • Graphics • Research

27. Other Fact-Finding Techniques • Document review • Review existing system documentation • Obtain copies of actual forms and documents • Review blank copies of forms • Review samples of completed forms • Review software documentation

28. Click to see Figure 3-6 Other Fact-Finding Techniques • Observation • Ask questions about present system operation • Observe all steps in the processing cycle • Examine each form, record, and report • Consider each person working with the system • Talk to people who receive current reports • Consider the Hawthorne Effect

29. Click to see Figure 3-7 Other Fact-Finding Techniques • Questionnaires • Brief and user-friendly • Clear instructions • Questions in logical order • Simple wording to avoid misunderstanding • Avoid leading questions • Open-ending questions are difficult to tabulate • Limit questions raising concern/negative issues • Section for general comments • Test the questionnaire in advance

30. Other Fact-Finding Techniques • Sampling work and work products • Collect examples of actual documents • Sampling techniques • Systematic sample • Stratified sample • Random sample

31. Click to see Figure 3-8 Click to see Figure 3-9 Other Fact-Finding Techniques • Graphics • Display fact-finding results graphically • Graphical format can highlight quality control problems/causes • Histogram is common tool to display questionnaire or sampling results

32. Click to see Figure 3-10a Click to see Figure 3-10b Other Fact-Finding Techniques • Research • Journals, periodicals, books • Internet sites • Hardware and software vendors • Independent firms that provide information • Newsgroups • Professional meetings, seminars, discussions • Site visits to observe a system in use

33. TRADEOFF • Interviews • Work best with small number of people • More personal and familiar than questionnaires • People talk more freely in person • Interviewers can react immediately • Participation can be a human relations plus • Costly and time-consuming

34. TRADEOFF • Questionnaires • Work best with large groups • Many people have opportunity for input • More convenient for recipients • Anonymous responses might be more candid • Questions must be designed carefully • Some recipients view questionnaires as intrusive, time-consuming, and impersonal

35. A KEY QUESTION • Conduct interviews or send questionnaires? • Cyberstuff background • Several thousand sales transactions per week • Three-shift operation • 50 full-time and 125 part-time employees • Ann’s objective: information to analyze and resolve recent billing complaint problems • What are pros and cons of each technique? • What is the best way to select participants?

36. Recording the Facts • The need for recording the facts • Keeping accurate records is essential • Basic rule: write it down • Guidelines for good documentation • Record information as soon as possible • Use the simplest recording method • Ensure that your work is understandable • Organize your documentation material • Consider a narrative list with simple statements

37. Recording the Facts • Software tools • Word processing • Spreadsheets • Database • Presentation graphics • Personal or desktop information managers

38. Other Systems DevelopmentTechniques • Introduction • Structured analysis and design is the most common method • Other techniques are available • Joint application development (JAD) • Rapid application development (RAD) • Object-oriented (O-O) systems development

39. Click to see Figure 3-11 Other Systems DevelopmentTechniques • Joint application development (JAD) • Task force of users, managers, and IS staff • Objectives • Gather information • Discuss business needs • Define the new system requirements • Methods • Team usually meets at specific location • Team has project leader and recorder(s) • Key users participate in intense development effort • JAD can be costly, but highly effective

40. Other Systems DevelopmentTechniques • Rapid application development (RAD) • Team method similar to JAD, but goes further • RAD phases resemble a mini-SDLC • Requirements planning, user design, construction, and cutover • RAD involves a continuous design process • Team can react quickly • Final objective is a functioning system • RAD can be faster and less costly, but stresses system mechanics rather than strategic needs

41. Other Systems DevelopmentTechniques • Object-oriented (O-O) systems development • Object-based model • Objects and their attributes are abstract entities • Classes and subclasses

42. Preview of Requirements Analysis Phase • Requirements analysis is the second major stage of the systems analysis phase • Requirements analysis objectives • Develop a logical design of the system • Create a system requirements document • Deliver a formal presentation to management

43. SOFTWEAR, LIMITED • SWL has completed a preliminary investigation • Several problems were revealed • Input errors • Overtime to correct errors and produce reports • The IS team recommended further analysis • Mr. Jeremy approved the recommendation • The systems analysis phase now is underway

44. Click to see Figure 3-12 Click to see Figure 3-13 SOFTWEAR, LIMITED • Human resources department interview • Review of organization charts

45. Click to see Figure 3-14 Click to see Figure 3-15 SOFTWEAR, LIMITED • Human resources department interview • Review of organization charts • Interview with Meredith Rider • Preparation

46. Click to see Figure 3-16 Click to see Figure 3-18 Click to see Figure 3-17 Click to see Figure 3-19 Click to see Figure 3-20 SOFTWEAR, LIMITED • Human resources department interview • Review of organization charts • Interview with Meredith Rider • Preparation • Forms

47. Click to see Figure 3-21 Click to see Figure 3-22 SOFTWEAR, LIMITED • Human resources department interview • Review of organization charts • Interview with Meredith Rider • Preparation • Forms • Explanatory memo to Mike Feiner • Confirmation memo to Meredith • Follow-up memo to Meredith after interview

48. Click to see Figure 3-23 SOFTWEAR, LIMITED • Payroll department interview • Interview with Nelson White, lead payroll clerk • Review of SWL’s Systems and Procedures Manual

49. Click to see Figure 3-24 SOFTWEAR, LIMITED • Payroll department interview • Interview with Nelson White, lead payroll clerk • Review of SWL’s Systems and Procedures Manual • Review of sample payroll deduction registers

50. SOFTWEAR, LIMITED • Business information services interview • Interview with Linda DeMarco, customer relations manager for BIS • New program called CHIPS • Determination that CHIPS will not handle SWL’s needs