1 / 46

IS6112 – Application Modelling and Design

IS6112 – Application Modelling and Design. Introduction to Systems Analysis. Goal of Systems Analysis. The goal of the analysis phase is to truly understand the requirements of the new system and develop a system that addresses them.

ted
Download Presentation

IS6112 – Application Modelling and Design

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript


  1. IS6112 – Application Modelling and Design

  2. Introduction to Systems Analysis

  3. Goal of Systems Analysis • The goal of the analysis phase is to truly understand the requirements of the new system and develop a system that addresses them. • The analysis phase answer Who will use the system, what the system will do, and where and when it will be used.

  4. Analysis Phase • This phase takes the general ideas in the system request and • refines them into a detailed requirements definition (i.e., requirement determination which is the topic of this lecture), • functional models (Chapter 6), • structural models (Chapter 7), and • behavioral models (Chapter 8) • This becomes the formal system proposal • Includes revised project management deliverables, • feasibility analysis (Chapter 3) and • workplan (Chapter 4).

  5. Requirements Determination Lecture 5

  6. Lecture 5: Requirements Determination Objectives • Understand how to create a requirements definition. • Become familiar with requirements analysis techniques. • Understand when to use each requirements analysis technique. • Understand how to gather requirements using interviews, JAD sessions, questionnaires, document analysis, and observation. • Understand when to use each requirements-gathering technique.

  7. Requirements Definition

  8. What is a Requirement A requirement is a statement of what • the system must do or • characteristics it must have • written from businessperson perspective (“what” of system) and sometimes called business or user requirements • later in design, requirements become more technical (“how” of system) and written from developer’s perspective. So sometimes called system requirements

  9. Requirements definition: Functional vs. Nonfunctional Requirements • Requirement definition report – usually just called “Requirement definition”- is a straightforward text report that simply list the functional and nonfunctional requirements in an outline format. • A functional requirementrelates directly to a process the system has to perform or information it needs to contain. • Nonfunctional requirementsrefer to behavioral properties that the system must have, such as performance and usability.

  10. Functional Requirements

  11. Nonfunctional Requirements

  12. Requirement Analysis Techniques

  13. Requirement Analysis Techniques • The approach - businesspeople and analysts working together • Applying requirement analysis techniques • Business process automation (BPA) or • Business process improvement (BPI) or • Business process reengineering (BPE) • Through a (3 steps) process of analysis • critically examine the current state of systems and processes (i.e., understanding the as-is system) • Identify exactly what needs to change (i.e., identifying improvement) • Develop a concept for a new system and process (developing requirements for the to-be system)

  14. Requirement Analysis Techniques • Selection of requirement analysis techniques: Based on the amount of change the system is intend to create in an organization • Business process automation (BPA) is based on small change that improves process efficiency • Business process improvement (BPI) creates process improvements that lead to better effectiveness • Business process reengineering (BPE) revamps the way things work so the organization is transformed on some level

  15. Requirement Analysis Techniques - Business process automation (BPA) • Business process automation (BPA) • Doesn’t change basic operations • Automates some operations • BPA Techniques • Problem Analysis: identify problems with as-is system and to describe how to solve them in the to-be system • Root Cause Analysis: Identify the root causes of problems rather than symptoms of problems

  16. Requirement Analysis Techniques - Business Process Improvement (BPI) • Business process improvement (BPI) changes • How an organization operates • Changes operation with new techniques (i.e., take advantage of new opportunities offered by technology) • Can improve efficiency (i.e., doing things right) • Can improve effectiveness (i.e., doing the right things) • More focus on to-be system for improvement (i.e., less on as-is system than BPA)

  17. Requirement Analysis Techniques - Business Process Improvement (BPI) BPI Components • Duration Analysis • Analyse in details time spent to perform each process and identify where the improvement is possible • Activity-Based Costing • Examines major process costs, identify the most costly processes and then determine how to improve • Informal Benchmarking • Studies how other organizations perform business processes to learn how to do better

  18. Requirement Analysis Techniques - Business Process Reengineering (BPR) • Changes fundamentally how the organization does certain operations • Consists of • Outcome Analysis • Technology analysis • Activity Elimination

  19. Select Appropriate Technique - Selection Criterions Selection Criterions: • Assess Potential Business Value • Determine Project Cost • Specify Breadth or Scope of Analysis • Determine Risk of Failure

  20. Select Appropriate Technique : Analysis Characteristics

  21. Requirements Gathering

  22. Requirement-Gathering Techniques • Interviews • Joint Application Development (JAD) • Questionnaires • Document analysis • Observation

  23. Interviews -- Five Basic Steps • Selecting interviewees • Designing interview questions • Preparing for the interview • Conducting the interview • Post-interview follow-up

  24. Selecting Interviewees • Based on information needed • Often good to get different perspectives • Managers • Users • Ideally, all key stakeholders

  25. 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? Designing Interview Questions - Types of Questions

  26. Designing Interview Questions • Unstructured interview • Broad, roughly defined information • At the earlier stage of the project • Structured interview • More specific information • At the later stage of the project

  27. Designing Interview Questions : Questioning Strategies

  28. Interview Preparation Steps • Prepare general interview plan • List of question • Anticipated answers and follow-ups • Confirm areas of knowledge • Set priorities in case of time shortage • Prepare the interviewee • Schedule • Inform of reason for interview • Inform of areas of discussion

  29. Conducting the Interview • Appear professional and unbiased • Record all information • Check on organizational policy regarding tape recording • Be sure you understand all issues and terms • Separate facts from opinions • Give interviewee time to ask questions • Be sure to thank the interviewee • End on time

  30. Conducting the InterviewPractical Tips • Don’t worry, be happy • Pay attention • Summarize key points • Be succinct • Be honest • Watch body language

  31. Post-Interview Follow-Up • Prepare interview notes • Prepare interview report • Look for gaps and new questions

  32. INTERVIEW REPORT Interview notes approved by: ____________ Person interviewed ______________ Interviewer _______________ Date _______________ Primary Purpose: Summary of Interview: Open Items: Detailed Notes: Interview Report

  33. JAD - Key Ideas • Allows project managers, users, and developers to work together to identify requirements • May reduce scope creep by 50% • Avoids requirements being too specific or too vague

  34. JAD – Selecting Participants and Their Roles • Facilitator • sets the meeting agenda and guides the discussion • Scribe • assist the facilitator by recording notes, making copies, etc. • Project team, users, and management

  35. JAD - Setting • U-Shaped seating • Away from distractions • Whiteboard/flip chart • Prototyping tools • e-JAD

  36. JAD Meeting Room JPEG Figure 5-5 Goes Here

  37. The JAD Session • Tend to last 5 to 10 days over a three week period • Prepare questions as with interviews • Formal agenda and groundrules • Facilitator activities • Keep session on track • Help with technical terms and jargon • Record group input • Help resolve issues • Post-session follow-up

  38. Managing Problems in JAD Sessions • Reducing domination • Encouraging non-contributors • Side discussions • Agenda merry-go-round • Violent agreement • Unresolved conflict • True conflict • Use humor

  39. Questionnaire – Main Steps • Selecting participants • Using samples of the population • Designing the questionnaire • Careful question selection • Administering the questionnaire • Working to get good response rate • Questionnaire follow-up • Send results to participants

  40. Questionnaires - 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.

  41. Document Analysis • Document analysis is used to provides clues about existing “as-is” system • Typical documents used • Forms • Reports • Policy manuals • Organization chart • Look for user additions to forms • Look for unused form elements

  42. Observation • Users/managers often don’t remember everything they do • Checks validity of information gathered other ways • Behaviors change when people are watched • Careful not to ignore periodic activities • Weekly … Monthly … Annual

  43. Selecting the Appropriate Techniques

  44. Application Example: Requirement Determination • Requirement-gathering Techniques • The project team applies document analysis, interview and observation techniques • Firstly apply document analysis to understand the current order processes (i.e., the as-is system). If anything is not clear, use interview to clarify • Secondly interview senior analysts to get better ideas about as-is and to-be systems and IT contractor to understand the existing IT system • Thirdly observe in stores to see the real working process of as-is system • The above activities at the end produces the requirement definition (report) • Further JAD sessions are used to finalise and prioritise the requirement definition (report)

  45. Summary • First Step of system analysis is to determine requirements which include • Functional and non-functional requirements • Requirement analysis and determination process • Understanding as-is system • Identifying improvements • Developing requirements for the to-be system • Requirement analysis techniques • Business process automation (BPA) or • Business process improvement (BPI) or • Business process reengineering (BPE)

  46. Summary • Requirement-gathering use these techniques • Interviews, • JAD, • Questionnaires, • Document Analysis, and • Observation.

More Related