Systems Analysis and Systems Analysis and Systems Analysis and Systems Analysis and Design with UML Version Design with UML Version 2.0, Second Edition2.0, Second Edition

Alan Dennis, Barbara Wixom, and David Tegardenega de

Chapter 5: Requirements DeterminationJohn Wiley & Sons, Inc.Copyright 2005

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Copyright © 2005 J h Wil & S IJohn Wiley & Sons, Inc.

All rights reserved. Reproduction or translation of this All rights reserved. Reproduction or translation of this work beyond that permitted in Section 117 of the 1976 United States Copyright Act without the express written permission of the copyright owner is unlawful. p py gRequest for further information should be addressed to the Permissions Department, John Wiley & Sons, Inc. The purchaser may make back-up copies for his/her own The purchaser may make back up copies for his/her own use only and not for redistribution or resale. The Publisher assumes no responsibility for errors, omissions, or damages, caused by the use of these omissions, or damages, caused by the use of these programs or from the use of the information contained herein.

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Requirements Requirements Determination

Chapter 5

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Obj tiObjectives■ Understand how to create a requirements q

definition.■ Become familiar with requirements analysis

techniques.q■ Understand when to use each requirements

analysis technique.■ Understand how to gather requirements using ■ Understand how to gather requirements using

interviews, JAD sessions, questionnaires,document analysis, and observation.■ Understand when to use each requirements-■ Understand when to use each requirements

gathering technique.

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K IdKey Ideas

The goal of the analysis phase is to The goal of the analysis phase is to truly understand the requirements of the new system and develop a of the new system and develop a system that addresses them.Th fi t h ll i ll ti d The first challenge is collecting and integrating the informationThe second challenge is finding the right people to participate.

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A l i PhAnalysis PhaseThis phase takes the general ideas in the This phase takes the general ideas in the system request and

refines them into a detailed requirements definition (this chapter) definition (this chapter), functional models (Chapter 6), structural models (Chapter 7), and b h i l d l (Ch t 8) behavioral models (Chapter 8)

This becomes the system proposalIncludes revised project management p j gdeliverables,

feasibility analysis (Chapter 3) and workplan (Chapter 4).

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R i t S ifi tiRequirement Specification

a statement of what a statement of what the system must do or characteristics it must haveWritten from businessperson Written from businessperson perspective (“what” of system)Later requirements become more Later requirements become more technical (“how” of system)

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F i l N f i lFunctional vs. Nonfunctional

A functional requirement relates A functional requirement relates directly to a process the system has to perform or information it needs to perform or information it needs to contain.N f ti l i t f t Nonfunctional requirements refer to behavioral properties that the

t t h h system must have, such as performance and usability.

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F ti l R i tFunctional Requirements

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Nonfunctional RequirementsNonfunctional Requirements

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Requirements Analysis T h iTechniques

Business process automation Business process automation (BPA)

Doesn’t change basic operations Automates some operationsp

BPA TechniquesP bl A l iProblem AnalysisRoot Cause Analysis

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Business Process IImprovement

Business process improvement Business process improvement (BPI) changes

How an organization operatesChanges operation with new g ptechniquesCan improve efficiencyCan improve efficiencyCan improve effectiveness

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BPI C tBPI Components

Duration AnalysisDuration AnalysisTime to perform each process

Activity-Based CostingExamines major process costsExamines major process costs

Informal BenchmarkingStudies how other organizations perform business processes

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Business Process R i iReengineering

Changes how the organization Changes how the organization does certain operationsConsists of

Outcome AnalysisOutcome AnalysisTechnology analysis A ti it Eli i tiActivity Elimination

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S l A i T h iSelect Appropriate Technique

Assess Potential Business ValueAssess Potential Business ValueDetermine Project CostSpecify Breadth or Scope of AnalysisAnalysisDetermine Risk of Failure

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A l i Ch t i tiAnalysis Characteristics

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Requirements Gathering

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Interviews -- Five Basic Steps

Selecting intervieweesSelecting intervieweesDesigning interview questionsPreparing for the interviewConducting the interviewConducting the interviewPost-interview follow-upp

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Selecting IntervieweesSelecting Interviewees

Based on information neededBased on information neededOften good to get different perspectives

ManagersManagersUsersId ll ll k t k h ldIdeally, all key stakeholders

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Types of Questions

Types of Questions Examples

Closed-Ended Questions * How many telephoneorders are received per day?

* How do customers place orders?* What additional information What additional information

would you like the new systemto provide?

O E d d Q i * Wh d hi k b h Open-Ended Questions * What do you think about the current system?

* What are some of the problemsyou face on a daily basis?

* How do you decide what types of How do you decide what types ofmarketing campaign to run?

Probing Questions * Why?* Can you give me an example?* l h b

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* Can you explain that in a bit more detail?

Designing Interview Questions

Unstructured interviewUnstructured interviewBroad, roughly defined information

Structured interviewMore specific information

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Questioning Strategies

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Interview Preparation Steps

Prepare general interview planPrepare general interview planList of questionAnticipated answers and follow upsAnticipated answers and follow-ups

Confirm areas of knowledgeS t i iti i f ti h tSet priorities in case of time shortagePrepare the interviewee

S h d lScheduleInform of reason for interview

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Inform of areas of discussion

Conducting the InterviewConducting the Interview

Appear professional and unbiasedAppear professional and unbiasedRecord all informationCheck on organizational policy regarding tape g p y g g precordingBe sure you understand all issues and terms

f fSeparate facts from opinionsGive interviewee time to ask questionsBe sure to thank the intervieweeBe sure to thank the intervieweeEnd on time

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Conducting the InterviewPractical Tips

Don’t worry be happyDon t worry, be happyPay attentionSummarize key pointsBe succinctBe honestWatch body languageWatch body language

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Post-Interview Follow-UpPost Interview Follow Up

Prepare interview notesPrepare interview notesPrepare interview reportLook for gaps and new questionsquestions

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I t i R tInterview Report

INTERVIEW REPORT

Interview notes approved by: ____________

Person interviewed ______________Interviewer _______________Date _______________Primary Purpose:

Summary of Interview:

Open Items:

Detailed Notes:

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Y TYour TurnYou are interviewing the director of the PC You are interviewing the director of the PC lab at your school regarding a new program to support keeping track of t d t ’ b i ftstudents’ borrowing software

With a partner, write 5 questions you would ask the PC lab directorask the PC lab directorTake turns having one pair of students posing the questions to another pair of studentsBe sure to take notes and write up the results when you have finished.

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JOINT APPLICATION JOINT APPLICATION DESIGN (JAD)

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JAD K IdJAD Key Ideas

Allows project managers users Allows project managers, users, and developers to work

htogetherMay reduce scope creep by May reduce scope creep by 50%Avoids requirements being too Avoids requirements being too specific or too vague

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Joint Application Design (JAD) Important Roles

FacilitatorFacilitatorsets the meeting agenda and guides the discussionguides the discussion

Scribeassist the facilitator by recording notes, making copies, etc.

Project team, users, and management

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Joint Application Design (JAD) Setting

U Shaped seatingU-Shaped seatingAway from distractionsWhiteboard/flip chartPrototyping toolsPrototyping toolse-JAD

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JAD M ti RJAD Meeting Room

JPEG Figure 5-5 Goes Here

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The JAD SessionThe JAD Session

Tend to last 5 to 10 days over a three week Tend to last 5 to 10 days over a three week periodPrepare questions as with interviewsFormal agenda and groundrulesFacilitator activities

kKeep session on trackHelp with technical terms and jargonRecord group inputRecord group inputHelp resolve issues

Post-session follow-up

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Post session follow up

Managing Problems in JAD S iJAD Sessions

Reducing dominationReducing dominationEncouraging non-contributorsSide discussionsAgenda merry-go-roundg y gViolent agreementUnresolved conflictUnresolved conflictTrue conflict

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Use humor

Questionnaire StepsQuestionnaire Steps

Selecting participantsSelecting participantsUsing samples of the population

Designing the questionnaireDesigning the questionnaireCareful question selection

Ad i i t i th ti iAdministering the questionnaireWorking to get good response rate

Q i i f llQuestionnaire follow-upSend results to participants

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G d Q ti i D iGood Questionaire Design• Begin with nonthreatening and interesting g g g

questions.• Group items into logically coherent sections.• Do not put important items at the very end of Do not put important items at the very end of

the questionnaire.• Do not crowd a page with too many items.• Avoid abbreviations• Avoid abbreviations.• Avoid biased or suggestive items or terms.• Number questions to avoid confusion. P t t th ti i t id tif f i • Pretest the questionnaire to identify confusing questions.

• Provide anonymity to respondents.

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Document AnalysisDocument Analysis

Provides clues about existing “as is” Provides clues about existing as-is systemT i l d tTypical documents

FormsReportsPolicy manualsPolicy manuals

Look for user additions to formsL k f d f l tSlide 38

Look for unused form elements

ObservationObservation

Users/managers often don’t remember Users/managers often don t remember everything they doChecks validity of information gathered Checks validity of information gathered other waysBehaviors change when people are Behaviors change when people are watchedCareful not to ignore periodic activitiesCa e u ot to g o e pe od c act t es

Weekly … Monthly … Annual

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Selecting the Appropriate TechniquesTechniques

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Suggest how CD Selections Suggest how CD Selections should proceed in eliciting requirements.

Consider steps, techniques and goals, who and how.goals, who and how.

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How would you identify possible How would you identify possible improvements?

What possible improvements What possible improvements would you suggest?

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SSummary

First Step is to determine First Step is to determine requirementsS t l t th Systems analysts use these techniques

Interviews, JAD, Questionnaires, Document Analysis, and

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Observation.

E di th D iExpanding the Domain

Additional resources regarding Additional resources regarding Joint Application Development

b f dcan be found at:http://www.carolla.com/wp-jad.htmhttp://www.utexas.edu/hr/is/pubs/jad.html

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EOC Q ti Ch t 5EOC Question Chapter 51. What are the key deliverables that are created during the y g

analysis phase? What is the final deliverable from the analysis phase, and what does it contain?

2. Explain the difference between an as-is system and a to-b be system.

3. What is the purpose of the requirements definition? 4. What are the three basic steps of the analysis process?

Which step is sometimes skipped or done in a cursory Which step is sometimes skipped or done in a cursory fashion? Why?

5. Compare and contrast the business goals of BPA, BPI, and BPR.and BPR.

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EOC Q ti Ch t 5EOC Question Chapter 56. Compare and contrast problem analysis and rootcause p p y

analysis. Under what conditions would you use problem analysis? Under what conditions would youuse root cause analysis? C d d i l i d 7. Compare and contrast duration analysis and activitybased costing.

8. Assuming time and money were not important concerns, would BPR projects benefit from additional time spent would BPR projects benefit from additional time spent understanding the as-is system? Why or why not?

9. What are the important factors in selecting an appropriate analysis strategy?pp p y gy

10. Describe the five major steps in conducting interviews.

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EOC Q ti Ch t 5EOC Question Chapter 511. Explain the difference between a closed-ended question, p q ,

an open-ended question, and a probing question. When would you use each?

12. Explain the differences between unstructured interviews d d i i Wh ld h and structured interviews.When would you use each

approach? 13. Explain the difference between a top-down and bottom-

up interview approach When would you use each up interview approach. When would you use each approach?

14. How are participants selected for interviews and JAD sessions?

15. How can you differentiate between facts and opinions? Why can both be useful?

16. Describe the five major steps in conducting JAD sessions.

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EOC Q ti Ch t 5EOC Question Chapter 517. How does a JAD facilitator differ from a scribe? 18. What are the three primary things that a facilitator does

in conducting the JAD session? 19. What is e-JAD, and why might a company be interested in

using it? 20. How does designing questions for questionnaires differ

from designing questions for interviews or JAD sessions? h i l f i i d21. What are typical response rates for questionnaires and

how can you improve them?22. Describe document analysis.

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EOC Q ti Ch t 5EOC Question Chapter 523. How does the formal system differ from the informal y

system? How does document analysis help you understand both?

24. What are the key aspects of using observation in the i f i h i ? information-gathering process?

25. Explain factors that can be used to select informationgathering techniques

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