Information Requirements First of three Analysis Phase activitiesRequirements determinationRequirements structuringAlternative generationKey for good requirements is understanding business objectives, information needed for jobs, organizational data, data flows, data dependencies, key events affecting data values, environmental constraints

Performing Requirements DeterminationGather information on what system should do from many sourcesUsersReportsFormsProcedures

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Performing Requirements DeterminationCharacteristics for gathering requirementsImpertinenceQuestion everythingImpartialityFind the best organizational solutionRelaxation of constraintsAttention to detailReframingView the organization in new ways7.*

Deliverables and OutcomesTypes of deliverables:Information collected from usersExisting documents and filesComputer-based informationUnderstanding of organizational componentsBusiness objectiveInformation needsRules of data processingKey events7.*

Traditional Methods for Determining RequirementsInterviewing and ListeningGather facts, opinions and speculationsObserve body language and emotionsGuidelinesPlanChecklistAppointmentBe neutralListenSeek a diverse view7.*

Traditional Methods for Determining RequirementsInterviewing (Continued)Interview QuestionsOpen-EndedNo pre-specified answersClose-EndedRespondent is asked to choose from a set of specified responsesAdditional GuidelinesDo not phrase questions in ways that imply a wrong or right answerListen very carefully to what is being saidType up notes within 48 hoursDo not set expectations about the new system7.*

Traditional Methods for Determining RequirementsAdministering QuestionnairesMore cost-effective than interviewsChoosing respondentsShould be representative of all usersTypes of samplesConvenientRandom samplePurposeful sampleStratified sample7.*

Traditional Methods for Determining RequirementsQuestionnairesDesignMostly closed-ended questionsCan be administered over the phone or in personVs. InterviewsInterviews cost more but yield more informationQuestionnaires are more cost-effectiveSee table 7-4 for a complete comparison7.*

Traditional Methods for Determining RequirementsInterviewing GroupsAdvantagesMore effective use of timeEnables people to hear opinions of others and to agree or disagreeDisadvantagesDifficulty in schedulingNominal Group TechniqueFacilitated process to support idea generation by groupsIndividuals work alone to generate ideas which are pooled under guidance of a trained facilitator

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Traditional Methods for Determining RequirementsDirectly Observing UsersServes as a good method to supplement interviewsOften difficult to obtain unbiased dataPeople often work differently when being observed

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Analyzing Procedures and Other DocumentsTypes of information to be discovered:Problems with existing systemOpportunity to meet new needOrganizational directionNames of key individualsValues of organizationSpecial information processing circumstancesReasons for current system designRules for processing data7.*

Analyzing Procedures and Other DocumentsFour types of useful documentsWritten work proceduresDescribes how a job is performedIncludes data and information used and created in the process of performing the job or taskBusiness formExplicitly indicate data flow in or out of a systemReport Enables the analyst to work backwards from the report to the data that generated itDescription of current information system7.*

Modern Methods for Determining RequirementsJoint Application Design (JAD)Brings together key users, managers and systems analystsPurpose: collect system requirements simultaneously from key peopleConducted off-sitePrototypingRepetitive processRudimentary version of system is builtReplaces or augments SDLCGoal: to develop concrete specifications for ultimate system

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Joint Application Design (JAD)ParticipantsSession LeaderUsersManagersSponsorSystems AnalystsScribeIS Staff4.*

Joint Application Design (JAD)End ResultDocumentation detailing existing systemFeatures of proposed systemCASE Tools During JADUpper CASE tools are used Enables analysts to enter system models directly into CASE during the JAD sessionScreen designs and prototyping can be done during JAD and shown to users4.*

Joint Application Design (JAD)Supporting JAD with GSSGroup support systems (GSS) can be used to enable more participation by group members in JADMembers type their answers into the computerAll members of the group see what other members have been typing7.*

PrototypingQuickly converts requirements to working version of systemOnce the user sees requirements converted to system, will ask for modifications or will generate additional requestsMost useful when:User requests are not clearFew users are involved in the systemDesigns are complex and require concrete formHistory of communication problems between analysts and usersTools are readily available to build prototype7.*

PrototypingDrawbacksTendency to avoid formal documentationDifficult to adapt to more general user audienceSharing data with other systems is often not consideredSystems Development Life Cycle (SDLC) checks are often bypassed7.*

Business Process Reengineering (BPR)Search for and implementation of radical change in business processes to achieve breakthrough improvements in products and servicesGoalsReorganize complete flow of data in major sections of an organizationEliminate unnecessary steps7.*

Business Process Reengineering (BPR)Goals (Continued)Combine stepsBecome more responsive to future changeIdentification of processes to reengineerKey business processesSet of activities designed to produce specific output for a particular customer or marketFocused on customers and outcomeSame techniques are used as were used for requirements determination7.*