Performing Requirements Performing Requirements DeterminationDetermination
Gather information on what system Gather information on what system should do from many sourcesshould do from many sources
UsersUsersReportsReportsFormsFormsProceduresProcedures
Performing Requirements Performing Requirements DeterminationDetermination
Characteristics for gathering requirementsCharacteristics for gathering requirementsImpertinenceImpertinenceQuestion everythingQuestion everything
ImpartialityImpartialityFind the best organizational solutionFind the best organizational solution
Relaxation of constraintsRelaxation of constraintsAttention to detailAttention to detailReframingReframingView the organization in new waysView the organization in new ways
Performing Requirements Performing Requirements DeterminationDetermination
Components of an organization you Components of an organization you need to understand:need to understand:
The business objectives that drive what The business objectives that drive what and how work is doneand how work is doneThe information people need to do their The information people need to do their jobsjobsThe data (definition, volume, size) handled The data (definition, volume, size) handled within the organization to support the jobswithin the organization to support the jobsWhen, how, and by whom or what the data When, how, and by whom or what the data are moved, transformed, and storedare moved, transformed, and stored
Performing Requirements Performing Requirements DeterminationDetermination
The sequence and other dependencies The sequence and other dependencies among different dataamong different data--handling activitieshandling activitiesThe rules governing how data are handled The rules governing how data are handled and processedand processedPolicies and guidelines that describe the Policies and guidelines that describe the nature of the business and the market and nature of the business and the market and environment in which it operatesenvironment in which it operatesKey events affecting data values and when Key events affecting data values and when these events occurthese events occur
Traditional Methods for Determining Traditional Methods for Determining RequirementsRequirements
Interviewing and ListeningInterviewing and ListeningGather facts, opinions and speculationsGather facts, opinions and speculationsObserve body language and emotionsObserve body language and emotionsGuidelinesGuidelinesPlanPlan
ChecklistChecklistAppointmentAppointment
Be neutralBe neutralListenListenSeek a diverse viewSeek a diverse view
Traditional Methods for Determining Traditional Methods for Determining RequirementsRequirements
Steps in Interviewing :Steps in Interviewing :
1.Read Background Material1.Read Background Material2.Establish interviewing objectives2.Establish interviewing objectives3.Decide who to Interview3.Decide who to Interview4.Prepare the Interviewee4.Prepare the Interviewee5.Decide on Question types and Structure5.Decide on Question types and Structure
Traditional Methods for Determining Traditional Methods for Determining RequirementsRequirements
Interviewing (Continued)Interviewing (Continued)Interview QuestionsInterview Questions•• OpenOpen--EndedEnded
No preNo pre--specified answersspecified answers•• CloseClose--EndedEnded
Respondent is asked to choose from a set of specified Respondent is asked to choose from a set of specified responsesresponses
Additional GuidelinesAdditional Guidelines•• Do not phrase questions in ways that imply a wrong Do not phrase questions in ways that imply a wrong
or right answeror right answer•• Listen very carefully to what is being saidListen very carefully to what is being said•• Type up notes within 48 hoursType up notes within 48 hours•• Do not set expectations about the new systemDo not set expectations about the new system
Traditional Methods for Determining Traditional Methods for Determining RequirementsRequirements
Type of InterviewType of Interview
Unstructured Interview Unstructured Interview Structured InterviewStructured Interview
Traditional Methods for Determining Traditional Methods for Determining RequirementsRequirements
QuestionnairesQuestionnairesMore costMore cost--effective than interviewseffective than interviewsChoosing respondentsChoosing respondentsShould be representative of all usersShould be representative of all users•• Types of samplesTypes of samples
ConvenientConvenientRandom sampleRandom samplePurposeful samplePurposeful sampleStratified sampleStratified sample
Traditional Methods for Determining Traditional Methods for Determining RequirementsRequirements
The Need for Sampling :
• Containing Cost
• Speeding up the data gathering
• Improve Effectiveness
• Reducing bias
Traditional Methods for Determining Traditional Methods for Determining RequirementsRequirements
QuestionnairesQuestionnairesDesignDesignMostly closedMostly closed--ended questionsended questionsCan be administered easyCan be administered easy
Vs. InterviewsVs. InterviewsInterviews cost more but yield more informationInterviews cost more but yield more informationQuestionnaires are more costQuestionnaires are more cost--effectiveeffective
Traditional Methods for Determining Traditional Methods for Determining RequirementsRequirements
Questionnaires formats :Questionnaires formats :1.Should not have over load question1.Should not have over load question2.Use attractive method and allow ample 2.Use attractive method and allow ample white spacewhite space3.If use open end question must have 3.If use open end question must have enough spaceenough space4.If use choice answer choose write clear 4.If use choice answer choose write clear instructioninstruction
Traditional Methods for Determining Traditional Methods for Determining RequirementsRequirements
Questionnaires formats :Questionnaires formats :5.Design the question in questionnaire 5.Design the question in questionnaire from the purposefrom the purpose6.Use the consistency for design 6.Use the consistency for design questionnaire approach questionnaire approach 7.Organize questionnaire by order and 7.Organize questionnaire by order and categorizecategorize8.Do not use the flexible question for the 8.Do not use the flexible question for the first of questionnairefirst of questionnaire
Traditional Methods for Determining Traditional Methods for Determining RequirementsRequirements
Type of Questionnaires Type of Questionnaires 1.Free format : used open end question 1.Free format : used open end question
in this questionnairein this questionnaire2.Fix format : used close end question in 2.Fix format : used close end question in
this questionnairethis questionnaire2.1 Multiple choice2.1 Multiple choice2.2 Rating question2.2 Rating question2.3 Ranking question2.3 Ranking question
Traditional Methods for Determining Traditional Methods for Determining RequirementsRequirements
Interviewing GroupsInterviewing GroupsAdvantagesAdvantages•• More effective use of timeMore effective use of time•• Enables people to hear opinions of others and to Enables people to hear opinions of others and to
agree or disagreeagree or disagreeDisadvantagesDisadvantages•• Difficulty in schedulingDifficulty in scheduling
Traditional Methods for Determining Traditional Methods for Determining RequirementsRequirements
Directly Observing UsersDirectly Observing UsersServes as a good method to supplement Serves as a good method to supplement interviewsinterviewsOften difficult to obtain unbiased dataOften difficult to obtain unbiased data•• People often work differently when being People often work differently when being
observedobserved
Type of Observing MethodsType of Observing Methods•• Observing by timeObserving by time•• Observing by activityObserving by activity
Traditional Methods for Determining Traditional Methods for Determining RequirementsRequirements
Structured Observation of the environmentStructured Observation of the environmentOffice locationOffice locationDesk positionDesk positionEquipment such as fileEquipment such as fileProps such as pen ,pencil Props such as pen ,pencil Journal such as NewspaperJournal such as NewspaperLighting and color in roomLighting and color in roomDress of Interviewee Dress of Interviewee
Analyzing Procedures and Other Analyzing Procedures and Other DocumentsDocuments
Types of information to be discovered:Types of information to be discovered:Problems with existing systemProblems with existing systemOpportunity to meet new needOpportunity to meet new needOrganizational directionOrganizational directionNames of key individualsNames of key individualsValues of organizationValues of organizationSpecial information processing circumstancesSpecial information processing circumstancesReasons for current system designReasons for current system designRules for processing dataRules for processing data
Analyzing Procedures and Other Analyzing Procedures and Other DocumentsDocuments
Four types of useful documentsFour types of useful documentsWritten work proceduresWritten work procedures
•• Describes how a job is performedDescribes how a job is performed•• Includes data and information used and created in the Includes data and information used and created in the
process of performing the job or taskprocess of performing the job or task
Business formBusiness form•• Explicitly indicate data flow in or out of a systemExplicitly indicate data flow in or out of a system
Report Report •• Enables the analyst to work backwards from the report to Enables the analyst to work backwards from the report to
the data that generated itthe data that generated it
Description of current information systemDescription of current information system
Analyzing Procedures and Other Analyzing Procedures and Other DocumentsDocuments
Other two types of documentsOther two types of documentsQuantitative DocumentQuantitative Document
•• Almost of data are numberAlmost of data are number•• Such as financial or accounting statementSuch as financial or accounting statement
Qualitative DocumentQualitative Document•• Almost of data are text Almost of data are text •• Such as businessSuch as business’’s policy Business visions policy Business vision
Modern Methods for Determining Modern Methods for Determining RequirementsRequirements
Joint Application Design (JAD)Joint Application Design (JAD)Brings together key users, managers and Brings together key users, managers and systems analystssystems analystsPurpose: collect system requirements Purpose: collect system requirements simultaneously from key peoplesimultaneously from key peopleConducted offConducted off--sitesite
Joint Application Design (JAD)Joint Application Design (JAD)
ParticipantsParticipantsSession LeaderSession LeaderUsersUsersManagersManagersSponsorSponsorSystems AnalystsSystems AnalystsScribeScribeIS StaffIS Staff
Joint Application Design (JAD)Joint Application Design (JAD)
End ResultEnd ResultDocumentation detailing existing systemDocumentation detailing existing systemFeatures of proposed systemFeatures of proposed system
CASE Tools During JADCASE Tools During JADUpper CASE tools are used Upper CASE tools are used Enables analysts to enter system models directly Enables analysts to enter system models directly into CASE during the JAD sessioninto CASE during the JAD sessionScreen designs and prototyping can be done Screen designs and prototyping can be done during JAD and shown to usersduring JAD and shown to users
Joint Application Design (JAD)Joint Application Design (JAD)
Supporting JAD with GSSSupporting JAD with GSSGroup support systems (GSS) can be used Group support systems (GSS) can be used to enable more participation by group to enable more participation by group members in JADmembers in JADMembers type their answers into the Members type their answers into the computercomputerAll members of the group see what other All members of the group see what other members have been typingmembers have been typing
Business Process Reengineering Business Process Reengineering (BPR)(BPR)
Search for and implementation of Search for and implementation of radical change in business processes to radical change in business processes to achieve breakthrough improvements in achieve breakthrough improvements in products and servicesproducts and servicesGoalsGoals
Reorganize complete flow of data in major Reorganize complete flow of data in major sections of an organizationsections of an organizationEliminate unnecessary stepsEliminate unnecessary steps
Business Process Reengineering Business Process Reengineering (BPR)(BPR)
Goals (Continued)Goals (Continued)Combine stepsCombine stepsBecome more responsive to future changeBecome more responsive to future change
Identification of processes to reengineerIdentification of processes to reengineerKey business processesKey business processes•• Set of activities designed to produce specific Set of activities designed to produce specific
output for a particular customer or marketoutput for a particular customer or market•• Focused on customers and outcomeFocused on customers and outcome•• Same techniques are used as were used for Same techniques are used as were used for
requirements determinationrequirements determination
Business Process Business Process Reengineering (BPR)Reengineering (BPR)
Identify specific activities that can be Identify specific activities that can be improved through BPRimproved through BPRDisruptive technologiesDisruptive technologies
Technologies that enable the breaking of Technologies that enable the breaking of longlong--held business rules that inhibit held business rules that inhibit organizations from making radical business organizations from making radical business changeschanges