1. Slide 1 IS6112 – Application Modelling and Design

2. Slide 2 Introduction to Systems Analysis

3. Slide 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. Slide 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. Slide 5 Requirements Determination Lecture 5

6. Slide 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. Slide 7 Requirements Definition

8. Slide 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. Slide 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 requirement relates directly to a process the system has to perform or information it needs to contain. Nonfunctional requirements refer to behavioral properties that the system must have, such as performance and usability.

10. Slide 10 Functional Requirements

11. Slide 11 Nonfunctional Requirements

12. Slide 12 Requirement Analysis Techniques

13. Slide 13 Requirement Analysis Techniques The approach - businesspeople and analysts working together Applying requirement analysis techniques 1.Business process automation (BPA) or 2.Business process improvement (BPI) or 3.Business process reengineering (BPE) Through a (3 steps) process of analysis 1.critically examine the current state of systems and processes (i.e., understanding the as-is system) 2.Identify exactly what needs to change (i.e., identifying improvement) 3.Develop a concept for a new system and process (developing requirements for the to-be system)

14. Slide 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. Slide 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. Slide 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. Slide 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. Slide 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. Slide 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. Slide 20 Select Appropriate Technique : Analysis Characteristics

21. Slide 21 Requirements Gathering

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

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

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

25. Slide 25 Designing Interview Questions - 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?

26. Slide 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. Slide 27 Designing Interview Questions : Questioning Strategies

28. Slide 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. Slide 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. Slide 30 Conducting the Interview Practical Tips Don’t worry, be happy Pay attention Summarize key points Be succinct Be honest Watch body language

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

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

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

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

37. Slide 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. Slide 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. Slide 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. Slide 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. Slide 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. Slide 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. Slide 43 Selecting the Appropriate Techniques

44. Slide 44 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) Application Example:

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