IMAT1906 Systems Development Lecture week 6: systems analysis (1) : feasibility
Today’s Agenda IMAT 1906 Lecture Week 6 (c) De Montfort University Recap what is system development Understand business problem Fact-finding techniques Feasibility study
Recap: what is system development Inception: Looks at a business problem Elaboration: Analyses problem Designs solution and computer system to support business area Construction: Develops and tests computer system Transition: Implements computer system Helps business area to build new system into work practices 3 IMAT 1906 Lecture Week 6 (c) De Montfort University
Context So far in this module we have Looked at a scenario: the second hand bookshop Evaluated an existing system: Student 2 Student Seen ways of documenting the scenario and system Rich picture Mind map Use case diagram and description Now we go on to Consider a system that does not yet exist Rather than one single scenario, we will use many little ones over the next few weeks, to illustrate different parts of development process 4 IMAT 1906 Lecture Week 6 (c) De Montfort University
Business problem IMAT 1906 Lecture Week 6 (c) De Montfort University System development starts with recognition of business problem, for example New function required for existing system New business process needs a computer system to support it Leads to system request and business case Outline of business problem Request made to IT director, chief analyst, IT department manager, system developer – as relevant in the organisation Usually a formal document of some kind Often includes business case giving reason investment needed, costs, benefits
Understanding business problem IMAT 1906 Lecture Week 6 (c) De Montfort University Analyst or developer starts by understanding business problem Builds a rich picture to show what the business problem is and its context, how it fits in the organisation We have seen how to do rich pictures How to find out what goes into the picture? Work with the business people who know their areas User involvement and teamwork Analysts and users need to work together as a project team Communication and interpersonal skills Need to find out the facts....
Where are we on agenda IMAT 1906 Lecture Week 6 (c) De Montfort University Recap what is system development Understand business problem Fact-finding techniques Feasibility study
Factfinding for overall understanding IMAT 1906 Lecture Week 6 (c) De Montfort University Factfinding is done at two major stages of system development Overall understanding, for feasibility study Detailed understanding, for requirements specification For overall understanding, need to talk to people Main techniques are Interviews Workshops
Interviews (1) - preparation IMAT 1906 Lecture Week 6 (c) De Montfort University Interviews for overall understanding Talking to senior people, often managers Focus on what happens and why rather than on how or when How to prepare for an interview Decide what you want to find out Work out questions to find out those things Identify who to talk to (interviewees) Arrange meetings and invite interviewees List the questions and any follow-up questions Prepare for taking notes, either yourself or a scribe
Interviews (2) - questions IMAT 1906 Lecture Week 6 (c) De Montfort University Open questions Have open-ended answers Allow person to develop ideas For example “what do you think....” “can you tell me about....” Often lead to follow-up questions to find out more about something they’ve said Closed questions Have short or yes/no answers Good to confirm facts For example “do you work in Accounts Department” “how long have you worked in this role”
Interviews (3) - conducting IMAT 1906 Lecture Week 6 (c) De Montfort University Remind yourself of the questions Introduce yourself, put the person at ease, confirm they understand the purpose of the interview, confirm how long it will take or any other time constraints Ask the questions in a natural manner Allow the person time to think and respond Ask follow-up questions as they arise Summarise what you’ve heard about a topic before moving on to a new topic Make notes as you go along, as unobtrusively as possible Keep an eye on the time May not follow all of your interview plan but that’s fine
Interviews (3a) - conducting IMAT 1906 Lecture Week 6 (c) De Montfort University 5 minutes before end, summarise what you’ve heard Close the interview: Thank them for their time and thoughts Confirm any actions you have agreed
Interviews (4) – afterwards IMAT 1906 Lecture Week 6 (c) De Montfort University Follow-up activities: write up your interview notes send a copy to the interviewee inviting them to confirm your understanding of what they’ve said incorporate their comments in your notes
Workshops for overall understanding IMAT 1906 Lecture Week 6 (c) De Montfort University Sometimes possible to get several senior people together at once Preparation similar to interview preparation except More people to invite and coordinate availability Larger meeting room to arrange Need flipchart paper and pens to collect discussion notes Still need to think about purpose of workshop and prepare questions or topics for discussion
Workshops (1) - conducting IMAT 1906 Lecture Week 6 (c) De Montfort University Remind yourself of the questions and topics Welcome participants, thank them for their time, confirm how long it will take or any other time constraints State purpose of workshop for example to understand need for new system and likely scope State what you hope to get out of it for example understanding the business problem Ask the questions or introduce each topic for discussion Make notes of the main points and agreed conclusions On flipcharts so all can see and refer back to during workshop Summarise what you’ve heard about a topic before moving on to a new topic
Workshops (1a) - conducting IMAT 1906 Lecture Week 6 (c) De Montfort University Keep an eye on the time May not follow all of your workshop plan but that’s fine 5 minutes before end, summarise what has been agreed Close the workshop: Thank everyone for their time and thoughts Confirm any actions that have been agreed
Workshops (2) – follow-up IMAT 1906 Lecture Week 6 (c) De Montfort University Similar activities to interview follow-up: Write up the notes from the flipcharts and any other notes Send a copy to participants inviting them to confirm your understanding of what emerged from the discussions Incorporate their comments in your notes
Rich Picture IMAT 1906 Lecture Week 6 (c) De Montfort University Using the information found by interviews and/or workshop Identify main players or users Identify main processes Identify main things used or exchanged by players Draw a rich picture Include any conflicts or potential hotspots identified in the fact-finding Share the rich picture with people you talked to, to confirm you’ve understood it right
Where are we on agenda IMAT 1906 Lecture Week 6 (c) De Montfort University Recap what is system development Understand business problem Fact-finding techniques Feasibility study
Feasibility study IMAT 1906 Lecture Week 6 (c) De Montfort University Purpose of feasibility study is to confirm whether the system development project Is feasible, ie can be developed with reasonable chance of success Is worth going ahead with, ie will give reasonable return on investment or will give required business improvement Study is usually done in short timescale and is not a full analysis of the business problem Result of a feasibility study is a feasibility report Usually presented in hard copy and also delivered in a presentation to senior management Allows senior management to decide business priorities and whether to go ahead with the system development or not
Feasibility types IMAT 1906 Lecture Week 6 (c) De Montfort University Technical feasibility – are there technical reasons not to develop the system Operational or business feasibility – are there operational business reasons not to develop the system Economic or financial feasibility – are there financial reasons not to develop the system
Technical feasibility IMAT 1906 Lecture Week 6 (c) De Montfort University Looks at technical resources needed to develop or purchase, install and operate the system Compares likely performance against technical criteria May investigate several different options for development, comparing costs and benefits Concerned with configuration of components rather than precisely which makes or versions of hardware and software Questions to be asked: Are the necessary hardware, software, network components available Is the necessary technical expertise available
Operational or business feasibility IMAT 1906 Lecture Week 6 (c) De Montfort University Looks at human, organisational and business aspects needed for system to be successful Compares likely performance against business and organisational criteria Unlikely to prevent development but may inform system requirements Questions to be asked: Will users have difficulty with proposed system Will system provide expected benefits Will new system bring changes to existing job roles What new skills will be required Is the proposed system supported by senior management and is there a firm timetable
Economic feasibility IMAT 1906 Lecture Week 6 (c) De Montfort University Looks for a financial return that outweighs the costs of development Compares likely financial benefits with expected costs Likely to be used to prioritise proposed developments or to select different options for a development Questions to be asked: What are the tangible (measurable) financial benefits What is the cost of developing the system What is the cost of not developing the system ie making do with current process What are the intangible (hard to measure) benefits
Feasibility report IMAT 1906 Lecture Week 6 (c) De Montfort University Report sets out how the feasibility was investigated and what the conclusions are Presented to senior management Decision makers need to balance three types of feasibility and not ignore any one of them Development project can be: Technically sound but too expensive to be economically feasible Operationally supportive but expensive to develop Financially viable – typically one option will give a better financial return while compromising the technical or operational suitability
For further reference.... IMAT 1906 Lecture Week 6 (c) De Montfort University Fact-finding techniques: Skidmore & Eva chapter 5 Shelly & Rosenblatt pp Cadle et al pp Feasibility: Skidmore & Eva chapter 4 Shelly & Rosenblatt pp 63-66, 75 Note that Shelly & Rosenblatt also mention Schedule Feasibility, which other authors include in Operational or Business Feasibility Cadle et al pp ,
Summary IMAT 1906 Lecture Week 6 (c) De Montfort University System development starts with identified business problem Initial investigation using fact-finding techniques for overall understanding of business problem Use findings to clarify understanding and begin feasibility study Investigate three types of feasibility Feasibility report for management to support decision to go ahead with system development