Chapter 9: User Needs Analysis and Assessment A Guide to Computer User Support for Help Desk and Support Specialists second edition by Fred Beisse

Learning Objectives Basic strategies to perform user needs analysis and assessment The major steps an analyst undertakes to analyze and assess a user’s needs Common tools that aid a support specialist in a user needs analysis project

Overview of User Needs Analysis and Assessment Purpose: determine which computer products or services best meet an end user’s needs Strategy: understand a user’s environment and work situation clarify the problem or objectives investigate alternative solutions decide on a solution to the user’s needs decide whether to purchase or build Process can be formal or informal

User Needs Analysis Steps and Tasks Three phases Preparation Investigation Decision

Steps in Needs Analysis and Assessment Process Preparation phase 1: Understand the user’s goals 2: Understand the decision criteria and constraints 3: Define the problem clearly 4: Identify the roles of stakeholders 5: Identify sources of information Investigation phase 6: Develop an understanding of the existing situation 7: Investigate alternatives to the existing situation Decision phase 8: Develop a model of the proposed solution 9: Make a build-versus-buy decision

Step 1: Understand the Organization’s Goals What is the environment into which the future system will fit? Purposes of the organization For-profit or not-for-profit Plans to grow or expand Attitude/culture about technology Budget for computer systems/services Staff expertise

Step 2: Understand the Decision Criteria and Constraints Economic feasibility Operational feasibility Technological feasibility Timeline feasibility

Step 3: Define the Problem Clearly Ask many questions Not all problems are technical Do not assume that user has correctly analyzed the problem Observe the user in his or her environment Consider solutions other than the obvious

Step 4: Identify the Roles of Stakeholders Stakeholders - Those who have a substantial interest in successful outcome of a needs assessment project Four kinds of stakeholders Users Managers Support analysts Information systems/technical support staff

Step 5: Identify Sources of Information Interviews with end users or managers Surveys/questionnaires sent to end users Procedure manuals that describe the current system Direct observation of the existing situation Forms used for input into the system Reports output from the system Problem reports or help desk logs Reports and recommendations from consultants or auditors continued

Step 6: Develop an Understanding of the Existing System Build a model: A narrative and/or graphic diagram that describes the current system or situation Three key questions in step 6: 1. Do I understand the existing system well enough to explain its operation to others? 2. Do I understand which features of the existing system users like? 3. Do I under what users think is wrong with existing system?

Step 7: Investigate Alternatives to the Existing System Changes Reinstall or reconfigure software Provide additional user training Upgrades Improve processing speed, storage capacity, compatibility Offer new features that address identified problems continued

Step 7: Investigate Alternatives to the Existing System (continued) New hardware Address capacity constraints Run software efficiently Operate new software New software Packaged, off-the-shelf software Custom-developed software New software that can be modified

Step 7: Idea for Alternatives to the Existing System Sources of products and solutions that address specific organizational needs Successful options others use in similar situations Trade publications Advertisements in trade periodicals Internet searches

Step 8: Develop a Model of the Proposed System Model: Narrative description and/or graphic diagram of proposed system Includes pros and cons of each considered alternative Answer the questions: Why is proposed solution an improvement? Why is this the best available alternative? Key tool: Cost-benefit analysis Comparison between a solution’s expenses and its payoffs to the organization

Step 8 Tips A cost-benefit analysis is not an exact science with right or wrong answers For a small project, even an informal cost-benefit analysis is useful Users’ needs should drive the specifications for a new system Software specifications are usually more important than hardware specifications, and should be developed first

Step 9: Make a Build-versus-Buy Decision The decision to build a new system internally or purchase one off the shelf Applies primarily to software (but can also apply to hardware, software, or complete systems) Turnkey system: A packaged solution that provides hardware, software, and support from a single vendor

Building a New Solution

Buying an Off-the-shelf Solution

Needs Analysis and Assessment Tools Project charter Cost-benefit analysis Data collection instruments Charts and diagrams Prototyping software Other tools

Project Charter High level overview of the project Short narrative statement that describes the objectives, scope, methods, participants, deliverables, and timeline Ensures a common understanding among all stakeholders

Example of a Project Charter

Cost-benefit Analysis Weighs the benefits of each alternative against the costs of each alternative Intangible benefit: An expected result from a computer acquisition that is difficult to quantify (e.g., improved employee morale)

Factors often included in a Cost-Benefit Analysis continued

Factors often included in a Cost-Benefit Analysis (continued)

Data Collection Instruments Input forms Output forms Procedure documentation Operating or problem logs Interviews with users User questionnaires Direct observation

Input Forms Paper document or display screen image used to collect information about a business transaction Also called a source document Examples Payroll timecards Problem log Membership application Expense account record

Example of an Input Form

Output Forms A document that contains the results of a business process Examples Sales receipt from a grocery store Paycheck stub Report card

Procedure Documentation Written instructions about how to perform a business transaction or handle a routine business procedure Often used to train a new employee or answer frequently asked questions about processing problems

Operating or Problem Logs A list of events or activities recorded in the sequence the events occur Routine, periodic event information Unusual events, errors, problems, complaints

Interviews and Questionnaires Used to collect relevant information from users About the work they do How an existing or proposed computer system might affect their work Require care to design so that they: Extract information that is clear and unambiguous Elicit information needed by an analyst

Interviews versus Questionnaires Interview Advantage Interviewer can probe to learn details of issues that are of special interest Interview Disadvantage Take more time than a questionnaire Questionnaire Advantage Ability to survey a larger group at a lower cost Questionnaire Disadvantage Difficult to phrase unambiguous questions

Open-ended Questions Respondents use their own words instead of predetermined responses Advantage Responses not predefined categories Challenges Require care to design Take longer to complete More difficult to tabulate

Forced-choice Questions Respondents must choose from predetermined response categories Advantage Faster to administer Easier to tabulate Challenges Difficult to frame questions to match each user’s personal experiences and frame-of-reference

Strategies for Question Design Design questions with a team Field test on small sample of users

Direct Observation Powerful method of data collection when other forms of data collection aren’t possible

Keys to Successful Direction Observation Plan sufficient time Take notes on: What users do Sequence of tasks Tools and strategies they use With whom they interact Where they store information

Charts and Diagrams Used to show: Flow of information in an organization Relationships between employees Parts of an information system Work flow among employees Often easier to read and understand than lengthy, technical narrative Common types of charts Flowcharts I-P-O charts

Flowcharts Schematic drawings that use symbols to represent the parts of a system or the steps in a procedure Rectangular boxes: Departments in a company, nodes on a network, processing steps an employee performs Diamonds: Decision points or questions Lines: Relationship of parts or sequence of processing steps

I-P-O Charts Diagrams that represent input, processing, and output steps required to perform a task Answer three fundamental questions about a procedure Input: Where do I get the information with which to work? Processing: What do I do to transform the information? Output: What do I do with the information when I’m done?

Example of an I-P-O Chart Input Processing Output Download stock prices from the Internet Use spreadsheet to compute total portfolio value Print report for customer and mail

Prototyping Software Prototype - A working model a support analyst builds to let users evaluate how the finished product of an analysis project will actually work Advantage Easy, quick, cost-effective Limitation Usually operate slowly or have limited capacity for data storage

Other Needs Assessment Tools Benchmarks Weighted point comparisons Project management software Appropriate for large-scale needs assessment and development projects that will involve a number of users, analysts, and steps