System analysis and design · PPT file · Web view · 2013-11-03What is a Requirement? Requirement is simply a statement of what the system will do or what characteristic it needs

SYSTEM ANALYS

IS AND

DESIGN

S A F A A S. Y

. DA L L O U L

REQUIREMENT DETERMINATION

UNIT 4: REQUIREMENT DETERMINATION Requirement

Determination What is a Requirement? Requirement Definition Determining

Requirements Creating the Requirement

Definition

Requirements Analysis Techniques Requirement Definition

Problem Analysis Root Cause Analysis

Business Process Improvement (BPI) Duration analysis Activity-Based Costing Informal Benchmark

Business Process Reengineering (BPR) Outcome Analysis Technology Analysis Activity Elimination

UNIT 4: REQUIREMENT DETERMINATION Comparing Analysis

Techniques Requirement Gathering

Techniques Interviews

Selecting Interviewees Designing Interview

questions Preparing for the

interview Conducting the

interview Post interview Follow-

UP

Requirement Gathering Techniques Join Application

Development JAD Participants Preparing for the JAD

sessions JAD meeting room Conducting the JAD

sessions Post JAD follow-up

Questionnaires Good questionnaire

design Document Analysis Observation Selecting the appropriate

requirement-Gathering technique

WHAT IS A REQUIREMENT? Requirement is simply a statement of what the system

will do or what characteristic it needs to have. Those requirements will change over time in the design

and implementation phases. Requirements can be either functional or non-functional

in a nature.

WHAT IS A REQUIREMENT?

Functional requirement related directly to a process that the system has to perform or information it needs to contains.

Non-functional requirement refer to behavioral properties that the system must have.

QUESTION Requirement in analysis phase are written from the

------------------perspective, but in design phase are written by --------------------- perspective.

a)Developers and Designerb)Analyst and developerc) Analyst and plannerd)None of the above

FUNCTIONAL | PROCESS ORIENTED

A process the system must perform; and a process the system must do.Examples:

The system must allow registered customers to review there own order history for the past three years.

The system must check incoming customer order for inventory availability.

The system must change customer status to 'inactive' after three years of inactivity.

FUNCTIONAL | INFORMATION ORIENTEDInformation the system must containExamples:

The system must retain customer order history for three years. The system must include real-time inventory levels at all

warehouses. The system must include budgeted sales and expense

amounts for current year and three previous years.

NON-FUNCTIONAL | OPERATIONALThe physical and technical environments in which the system will operatesExamples:

The system can run on handheld devices. The system should be able to integrate with the existing

inventory system. The system should be able to work on any web browser.

NON-FUNCTIONAL | PERFORMANCEThe speed, capacity, and reliability of the systemExamples:

Any interaction between the user and the system should not exceed two seconds. The system downloads new status parameter within five

minutes of a change. The system should be available for use 24 hours per day,

365 days per year.

NON-FUNCTIONAL | SECURITYWho was authorized access to the system under what circumstancesExamples:

Only direct manager can see personal records of staff. Customers can see their order history only during business

hours. The system includes all available safeguards from viruses.

NON-FUNCTIONAL | CULTURE & POLITICALCultural, political factors and legal requirements that affect the systemExamples:

The system should be able to distinguish between United States and European currency. Company policy says that we only buy computers from Dell. Country managers are permitted to authorize custom user

interfaces within their units.

REQUIREMENT DEFINITION The requirement

definition is a straightforward text report that simply lists the functional & non-functional requirements in an outline format.

What do you think the most important the business or technical perspective?

And why?

How can I determine the requirement?

DETERMINING REQUIREMENTS Both business perspective and technical perspective are

required to determine requirements.

Users may not be aware of new opportunity which provided by new technologies, while analysis have to meet the real business needs.

DETERMINING REQUIREMENTS Three broad techniques can be used to analyzing

requirements, based on the degree of changes expected in the to-be system.

Business Process automation (BPA)

Business Process Improvement (BPI)

Business Process reengineering (BPR)

Note: Each techniques will be explained

IS THE REQUIREMENT STABLE WITHOUT CHANGES? DISCUSS

CREATING THE REQUIREMENT DEFINITION Creating the requirement definition is an interactive and

ongoing process.

Requirement definition must kept within the scope.

Minimum requirementsMaximum requirements

REQUIREMENTS ANALYSIS TECHNIQUES The basic process of analyzing requirements involves

three steps:

Understanding the existing situation (as-is system)

Identifying improvement

Define requirements for the new system (to-be system).

REQUIREMENTS ANALYSIS TECHNIQUES RAD and Agile development skip the first step

(understanding as-is system)

To move from here to there, an analysts needs strong critical thinking skills to translate business requirement which collected from users into procedural specifications.

BUSINESS PROCESS AUTOMATION (BPA) Used when the business requirements which outlines in

the system request focus on employment of computer technology in some parts of business process, but have the basic manner in which the organization operates change.

Two popular activities used in the BPA technique • Problem analysis• Root cause analysis.

PROBLEM ANALYSIS Ask users to identify problems and solutions.

Improvements tend to be small and incremental

Rarely finds improvements with significant business value.

ROOT CAUSE ANALYSIS Challenge assumptions about why problem exists.

Trace symptoms to their causes to discover the “real” problem.

BUSINESS PROCESS IMPROVEMENT (BPI)

Business process improvement means the basic business requirements target moderate changes to the organization's operations to take advantage of new opportunities offered by new technology or to copy what competitors are doing.

BUSINESS PROCESS IMPROVEMENT (BPI) There are three popular activities for BPI

Duration analysis

Activity-Based Costing

Informal Benchmark

DURATION ANALYSIS Calculate time needed for each process step.

Calculate time needed for overall process

Compare the two – a large difference indicates a badly fragmented process.

DURATION ANALYSIS Potential solutions:

Process integration – change the process to use fewer people, each with broader responsibilities.

Parallelization – change the process so that individual step are performed all together.

ACTIVITY-BASED COSTING Calculate cost of each process step.

Consider both direct and indirect costs.

Identify most costly steps and focus improvement efforts on them.

INFORMAL BENCHMARK Studying how other organizations perform the same

business process.

Informal benchmarking

Common for customer-facing processes.

Interact with other business’ processes as if you are a customer

BUSINESS PROCESS REENGINEERING (BPR) Business Process Reengineering means changing the

fundamental way in which the organization operates.

Obliterating the current way of doing business to take advantages of new ideas and new technologies.

There are three popular activities in BPR:

Outcome analysis

Technology analysis

Activity elimination

OUTCOME ANALYSIS Consider desirable outcomes from customers’

perspective.

Consider what the organization could enable the customer to do.

TECHNOLOGY ANALYSIS Analysts list important and interesting technologies.

Managers list important and interesting technologies.

The group identifies how each might be applied to the business and how the business might benefit.

ACTIVITY ELIMINATION

Identify what would happen if each organizational activity were eliminated.

Use “force-fit” to test all possibilities. Example

WHAT IS THE BEST ANALYSIS TECHNIQUES CAN I USE DETERMINE THE

REQUIREMENTS?

COMPARING ANALYSIS TECHNIQUES Comparison between the previous techniques based on

the following factors:

Potential business value

Project cost

Breadth of analysis

Risk

REQUIREMENT GATHERING TECHNIQUES

Analysts work as detectives, he or she already knows there is a problem, and the analysts have to find the solution, so he or she will gather information from witnesses and follow leads. (Employees, users, customer, etc.)


Interviews Joint Application Development Questionnaires Document Analysis Observation


Interviews Is the most commonly used technique, can be one-to-one

or a group of users can interviewed all together because of time constraints.


Interviews (Steps)1)Selecting interviewees2)Design interview questions3)Prepare for the interview4)Conducting the interview5)Post interview follow-up


Interviews (Steps)1)Selecting interviewees

Based on information needs. Best to get different perspectives (Managers, Users,

Ideally, all key stakeholders). Keep organizational politics in mind.


Interviews (Steps)2) Designing Interview Questions

There are three types of questions can be used in any interview.1) Open-Ended Question

2) Close-Ended Question3) Probing Question

OPEN ENDED QUESTION

Open-Ended Questions: can be used to know about wide policy, and get a wide view, will asked generally for managers, in the same time will give interviewee a chance to draw your attention to a new aspects you may miss. For Example “What are some of the problems you face on a daily basis?”

CLOSED ENDED QUESTION

Closed-Ended Question: enable the analysts to control and direct the interview and obtain the detailed needed information, for example “What information is missing from the monthly sales report?”

PROBING QUESTION

Probing Question: this type follow-up on what has just been discussed in order to learn more.These questions encourage the interviewee to expand on or confirm information from a previous response.

Why?Can you give me an example?Can you explain that in a bit more details?


Interviews (Steps)3) Preparing for the interview 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)


Interviews (Steps)4) 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.


Interviews (Steps)4) Conducting the interview

Separate facts from opinions.

Give interviewee time to ask questions.

Be sure to thank the interviewee.

End on time


Interviews (Steps)5) Post the interview follow up

Prepare interview notes

Prepare interview report

Have interviewee review and confirm interview report

Look for gaps and new questions.


Example of

interview report

WORK IN GROUP Group A (Interviewee) Group B (Interviewer) Group C (Coordinator)


Join Point Development A structured group process focused on determining

requirements. Involves project team, users, and management working

together. May reduce scope creep by 50% Very useful technique


Join Point Development : Participants Facilitator

Trained in JAD techniques Sets agenda and guides group processes


Join Point Development : Participants Scribe (s)

Record content of JAD sessions Users and managers from business area with broad and detailed

knowledge.


Join Point Development : Preparing for JAD session Making the goal of session clear. Time commitment – ½ day to several weeks. Strong management support is needed to release key

participants from their usual responsibilities. Careful planning is essential. e-JAD can help alleviate some problems inherent with

groups


Join Point Development : JAD Meeting Room


Join Point Development : Conducting the JAD session Formal agenda and ground rules. Top-down structure most successful. Facilitator activities:• Keep session on track• Help with technical terms and jargon• Record input of the group (flip chart, whiteboard, or computer

display)• Stay neutral, but help resolve issues


Join Point Development : Post JAD Follow up Post session report is prepared and circulated among

session attendees.

The report should be completed approximately a week to two after the JAD session


Questionnaires What is the questionnaire? Are there types of questionnaire? Whom will receive the questionnaire?


Questionnaires A set of written questions, often sent to a large number of

people. May be paper-based or electronic. Select participants using samples of the population.


Questionnaires Design the questions for clarity and ease of analysis. Administer the questionnaire and take steps to get a

good response rate. Questionnaire follow-up report.


Questionnaires

How to make it more designable?


Questionnaires

Begin with no threatening and interesting questions.

Group items into logically coherent sections.

Do not input important items at the very end of the questionnaire.

Do not crowed a page with too many items.


Questionnaires

Avoid abbreviation.

Avoid biased or suggestive items or terms.

Number questions to avoid confusion.

Pretest the questionnaire to identify confusing question.

Provide anonymity/privacy to respondents


Document Analysis

Study of existing material describing the current system.

Forms, reports, policy manuals, organization charts describe

the formal system.


Document Analysis

Look for the informal system in user additions to forms/report

and unused form/report elements.

User changes to existing forms/reports or non-use of existing

forms/reports suggest the system needs modification.


Observation

Watch processes being performed.

Users/managers often don’t accurately recall everything they

do.

Checks validity of information gathered other ways.


Observation

Be aware that behaviors change when people are watched

Be unobtrusive.

Identify peak and lull/break periods


HOW TO SELECT APPROPRIATE GATHERING

TECHNIQUE

Interviews JAD QuestionnairesDocumentAnalysis

Observation

Type of information

As-is, Improvement,

To-be

As-is, Improvement,

To-be

As-is, Improvement

As-is As-is

Depth of information

High High Medium Low Low

Breadth of information

Low Medium High High Low

Integration with information

Low High Low Low Low

User involvement Medium High Low Low Low

Cost Medium Low-Medium Low Low Low-Medium

SAFAA S.Y. DALLO

UL

S A F A A D A L L O U L . WO R D P R E S S . C

O M

Thank

You

Documents

System analysis and design · PPT file · Web view · 2013-11-03What is a Requirement? Requirement is simply a statement of what the system will do or what characteristic it needs