1. The chapter will address the following questions:
Introduction
The chapter will address the following questions:
Can joint applications development be used as alternative fact-finding technique throughout systems development, and can it expedite the process?
What are the typical participants in a JAD session and describe their roles?
How do you complete the planning process for conducting a JAD session: including selecting and equipping the location, selecting the participants, and preparing an agenda to guide the JAD session?
What are several benefits of using JAD as a fact-finding technique?
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Effective Joint Application Development (JAD) techniques are crucial to the rapid development of systems projects. JAD is performed during many phases of the systems development life cycle to collect business requirements and confirm design decisions regarding DATA, PROCESSES, INTERFACES, and GEOGRAPHY. This module introduces this increasingly popular alternative for fact-finding.

2. Joint Application Development
Introduction
Joint application design (JAD) is a process whereby highly structured group meetings or mini-retreats involving system users, system owners, and analysts occur in a single room for an extended period of time (four to eight hours per day, anywhere from one day to a couple weeks).
JAD-like techniques are becoming increasingly common in systems planning and systems analysis to obtain group consensus on problems, objectives, and requirements.
Therefore, it is more commonly referred to as joint application development to appropriately reflect that it includes more than simply systems design.
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Separate interviews of end-users and management have always been the classic fact-finding technique practiced during systems development. However, many analysts and organizations have discovered the great flaw of interviewing separate interviews often lead to conflicting facts, opinions, and priorities; not to mention significant time and effort being expended. For these reasons, many organizations are using the group work session as a substitute for interviews. One example of the group work session approach is IBM’s joint application design (JAD). This and similar techniques generally require extensive training in order to work as intended. However, they can significantly decrease the time spent on fact-finding in one or more phases of the life cycle.
In this module, you will learn about the participants of a JAD session and their roles. We will also learn how to go about planning and conducting a JAD session, the tools and techniques that are used during a JAD session, and the benefits to be achieved through JAD.

3. JAD Participants Sponsor
Any successful JAD session requires a single person, called the sponsor, to serve as its champion.
This person is normally an individual who is in top management who has authority that spans the different departments and users who are to be involved in the systems project.
The role of the sponsor is to give full support to the systems project by encouraging designated users to willingly and actively participate in the JAD session(s).
It is the sponsor who usually makes final decisions regarding go or no-go direction of the project.
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Joint application development sessions include a wide variety of participants and roles. Each participant is expected to attend and actively participate for the entire duration of the JAD session.
The sponsor plays a visible role during JAD session by serving to “kick off” the meeting with introductions of the participates. Often times, the sponsor will also make closing remarks for the session. The sponsor also works closely with the JAD leader to plan the session(s) by helping to identify individuals from the user community who should be in attendance, and determining the time and location for the JAD session.

4. JAD Leader (or Facilitator)
JAD Participants
JAD Leader (or Facilitator)
JAD sessions involve a single individual who plays the role of the leader or facilitator.
The JAD leader is usually responsible for leading all sessions that are held for a systems project. T
This individual is someone who:
Has excellent communication skills
Possess the ability to negotiate and resolve group conflicts
Has a good knowledge of the business
Has strong organizational skills
Is impartial to decisions that will be addressed
Does not report to any of the JAD session participants
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Often times it is difficult to find an individual within the company who possess all these traits. Thus, companies often times must provide extensive JAD training or choose to hire an expert from outside the organization to fill this role.

5. JAD Leader (or Facilitator)
JAD Participants
JAD Leader (or Facilitator)
The role of the JAD leader is to plan the JAD session, conduct the session, and to follow through on the results.
During the session, the leader is to serve as a facilitator, leading the discussion of issues, encouraging the attendees to actively participate, resolving issue conflicts that may arise, and ensuring the goals and objectives of the meeting are fulfilled.
It is the JAD leaders responsibility to establish the “ground rules” that will be followed during the meeting and ensure that the participants abide by these rules.
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Often times it is difficult to find an individual within the company who possess all these traits. Thus, companies often times must provide extensive JAD training or choose to hire an expert from outside the organization to fill this role.

6. JAD Participants Users and Managers
These participants are normally chosen by the project sponsor.
The project sponsor must exercise their authority and encouragement to ensure that these individuals will be committed to actively participate.
A typical JAD session may involve anywhere from a relatively small number of user/management people to a dozen or more.
The role of the users is to effectively communicate business rules and requirements, review design prototypes, and make acceptance decisions.
The role of the managers is to approve project objectives, establish project priorities, approve schedules and costs, and approve identified training needs and implementation plans.
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7. JAD Participants Scribe(s)
A JAD session also includes one or more scribes who are responsible for keeping records pertaining to everything discussed in the meeting.
These records are published and disseminated to the attendees immediately following the meeting in order to maintain the momentum that has been established by the JAD session and its members.
This need to quickly publish the records is reflected in more and more scribes beginning to make use of CASE tools to capture many facts (documented using data and process models) that are communicated during a JAD session.
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No additional notes provided.

8. JAD Participants IS Staff
A JAD session may also include a number of IS personnel who are primarily in attendance to listen and take notes regarding issues and requirements voiced by the users and managers.
Normally, IS personnel do not speak up unless invited to do so.
Any questions or concerns that they have are usually directed to the JAD leader immediately after or prior to the JAD session.
The makeup of the IS staff usually consists of members of the project team.
These members may work closely with the scribe to develop models and other documentation related to facts communicated during the meeting.
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No additional notes provided.

9. How to Plan and Conduct JAD Sessions
Introduction
Most JAD sessions span a three- to five-day time period and occasionally last up to two weeks.
The success of any JAD session is dependent upon proper planning and effectively carrying out that plan.
No additional notes provided.

10. How to Plan and Conduct JAD Sessions
Planning the JAD Session
Before planning a JAD session, the analyst must work closely with the executive sponsor to determine the scope of the project that is to be addressed through JAD sessions.
It is also important that the high-level requirements and expectations of each JAD session is determined.
Also before planning the JAD session, the analyst must ensure that the executive sponsor is willing to commit people, time, and other resources to the JAD session(s).
Planning for a JAD session involves three steps:
Selecting a location for the JAD session.
Selecting JAD participants.
Preparing an agenda.
No additional notes provided.

11. How to Plan and Conduct JAD Sessions
Planning the JAD Session
Selecting a Location for JAD Sessions:
JAD sessions should be conducted at a location that is away from company workplace.
The attendees can concentrate on the issues and activities related to the JAD session and avoid certain interruptions and distractions that would occur at their regular workplace.
A JAD session typically requires that the location accommodations include a several rooms.
A conference room is required wherein the entire group of attendees can meet to collectively address JAD issues.
Several small break-out rooms may be needed for separate groups of people to meet and focus discussion on specific issues.
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No additional notes provided.

12. 665-666 Figure D.1 Typical Room Layout for JAD Session
The conference or main meeting room should comfortably hold the all attendees. The room should fully equipped with tables, chairs, and other items that meet the needs of all attendees. The figure above depicts a typical room layout for JAD session. Typical visual aids for a JAD room should include:
white board or black board
one or more flipcharts
overhead projector(s)
The room should also include computer equipment needed by scribes to record facts and issues that communicated during the session. The computer itself should include software packages to support the various types of records or documentation to be captured and later published by the scribe. Such software may include:
CASE tool
word processing
spreadsheet
presentation package
prototyping software (ie. 4GL)
printer
copier (or quick access)
computer projection capability
The room should also include notepads and pencils for users, managers, and other attendees to take notes. Attendees should also be provided with name tags and placecards. Plan on also providing snacks and drinks to make the attendees as comfortable as possible.

13. How to Plan and Conduct JAD Sessions
Planning the JAD Session
Selecting JAD Participants:
It is analyst, executive sponsor, and managers responsibility to select the JAD leader.
Ideally, an experienced JAD leader may be available in-house.
If not, an individual may be selected to obtain the extensive training needed to conduct JAD sessions.
Many companies opt to hire a qualified person from outside the organization.
Hiring an individual outside the organization provides the benefit of having a JAD leader who will not be biased.
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As mentioned earlier, the analyst, executive sponsor, and managers establish the needs and expectations for a JAD session(s).

14. How to Plan and Conduct JAD Sessions
Planning the JAD Session
Selecting JAD Participants:
One or more scribes must also be selected.
Since scribes must possess technical skills (word-processing, CASE, data and process modeling, etc.), they are usually selected from among the ranks of the organization’s IS professionals.
In addition to scribes, other IS professionals must be selected to be involved in the JAD session.
The make-up of IS professionals involved in the JAD session usually involves all individuals assigned to the project team.
Sometimes the duties of the scribe are shared one scribe may be responsible for notetaking and meeting presentation materials; whereas another scribe may be focused on documenting technical requirements and issues such as developing data models, process models, and prototypes.
In addition to scribes, other IS professionals must be selected to be involved in the JAD session. Once again, the role of these IS professionals is primarily to “listen” and learn about the users’ and manager’ needs. The make-up of IS professionals involved in the JAD session usually involves all individuals assigned to the project team. Other IS specialists may also be assigned to address specific technical issues pertaining to the project.

15. How to Plan and Conduct JAD Sessions
Planning the JAD Session
Selecting JAD Participants:
The analyst and managers must select individuals from the user community.
Only those users who are able to clearly articulate facts and opinions will be invited.
These individuals should be key individuals who are quite knowledgeable about their business area.
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Finally, the analyst and managers must select individuals from the user community. While all managers will participate, clearly not all users can attend and participate. The number of attendees must be kept at a level that provides a conducive environment for each attendees to be able to actively participate.
Unfortunately, manager’s are often very dependent upon these individuals to run their business area, and are therefore often hesitant to release them from their duties. Thus, the analyst must ensure that management is committed to the JAD project and willing to not only permit, but require these key individuals to participate.

16. How to Plan and Conduct JAD Sessions
Planning the JAD Session
Preparing a JAD Session Agenda:
An agenda for each JAD session should be prepared and distributed prior to each session.
The agenda dictates issues to be discussed during the session and amount of time allotted to each item.
The agenda should contain three parts:
The opening.
The body.
The conclusion.
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Preparation is the key to a successful JAD session. The JAD leader must prepare documentation to brief the participates about the scope and objectives of the sessions.

17. How to Plan and Conduct JAD Sessions
Planning the JAD Session
Preparing a JAD Session Agenda:
The Agenda Opening:
The opening is intended to communicate the expectations of the session, communicate the ground rules, and to influence or motivate the attendees to participate.
The Agenda Body:
The body is intended to detail the topics or issues to be addressed in the JAD session.
The Agenda Conclusion:
The conclusion is intended to allow time to summarize the day’s session and to remind the attendees of unresolved issues (to be carried forward).
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No additional notes provided.

18. How to Plan and Conduct JAD Sessions
Conducting a JAD Session
The JAD session begins with opening remarks, introductions, and a brief overview of the agenda and objectives for the JAD session.
The JAD leader will direct the session by following the prepared script.
To successfully conduct the session, the leader should follow these guidelines:
Do not unreasonably deviate from the agenda.
Stay on schedule (agenda topics are allotted specific time).
Ensure that the scribe is able to take notes (this may require the JAD leader having the users and managers restate their points more slowly or clearly).
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No additional notes provided.

19. How to Plan and Conduct JAD Sessions
Conducting a JAD Session
To successfully conduct the session, the leader should follow these guidelines: (continued)
Avoid the use of technical jargon.
Apply conflict resolution skills.
Allow for ample breaks.
Encourage group consensus.
Encourage user and management participation without allowing individuals to dominate the session.
Make sure that attendees abide by the established ground rules for the session.
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As mentioned earlier, the success of a JAD session is highly dependent on planning and the skills of the JAD leader and scribe(s). These skills only get better through proper training and experience. Therefore, JAD sessions are usually concluded with an evaluation questionnaire for the participants to complete. The responses will help ensure the likelihood of future JAD successes.

20. How to Plan and Conduct JAD Sessions
Conducting a JAD Session
The end product of a JAD session is typically a formal written document.
This document is essential in confirming the specifications agreed upon during the session(s) to all participants.
The content and organization of the specification is obviously dependent on the objectives of the JAD session.
The analyst may choose to provide a different set of specifications to different participants based upon their role.
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For example, a manager may receive more of a summary version of the document provided to the user participants (especially in those cases in which the system owners had minimal actual involvement in the JAD session itself).

21. An effectively conducted JAD session offers the following benefits:
Benefits of JAD
An effectively conducted JAD session offers the following benefits:
JAD actively involves users and management in the development project (encouraging them to take own more an “ownership” in the project).
JAD reduces the amount of time required to develop systems.
When JAD incorporates prototyping as a means for confirming requirements and obtaining design approvals, the benefits of prototyping are realized.
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Joint application development offers many benefits as an alternative fact-finding and development approach. More and more companies are beginning to realize its advantages and are incorporating JAD into their existing methodologies.
JAD reduces the amount of time required to develop systems. This is achieved by replacing traditional, time-consuming one-on-one interviewing of each user and manager with group meetings. The group meetings allows for more easily obtaining consensus among the users and managers, as well as resolving conflicting information and requirements.
Once again, a successful JAD session resulting in these benefits is much dependent upon the JAD leader and their ability plan and facilitate the JAD session.

22. Joint Application Development Benefits of JAD
Summary
Introduction
Joint Application Development
Benefits of JAD