Team Skill 1 Analyzing the Problem The 5 Steps in Problem Analysis (5)

Analyzing the Problem What should be the results of analysis? Understand the users’ needs Understand problems Define the users/actors How will we meet these needs? Develop a clear understanding of critical issues that could be road blocks Copyright Leffingwell, Widrig, & SIS Faculty

Analyzing the Problem What are problems in reference to analysis A problem is the difference between what’s perceived and what’s desired Perceptions of how things work and what is possible are not always reality Some customer needs may not be realistic Problem Analysis is doing the following for user needs Eliciting Understanding Documenting Validating Proposing a solution?? Copyright Leffingwell, Widrig, & SIS Faculty

Analyzing the Problem 5 steps of problem analysis Gain agreement on problem definition Understand root causes Identify users & stakeholders Define solution system boundary Identify constraints on solution Copyright Leffingwell, Widrig, & SIS Faculty

Analyzing the Problem Gaining agreement First Second Use company accepted format Denote a targeted release date – priority/Urgency Second Document the problem Seek agreement Copyright Leffingwell, Widrig, & SIS Faculty

Analyzing the Problem Table 5-1 (Problem Statement Format) Element Description The problem of … Describe the problem Affects … Identify stakeholders affected by the problem And results in … Describe the impact of this problem on stakeholders and business activity Benefits of a solution … Indicate the proposed solution and list a few key benefits. Copyright Leffingwell, Widrig, & SIS Faculty

Analyzing the Problem Table 5-2 (Sales order Problem Statement) Element Description The problem of … Inaccuracies in sales orders. Affects … Sales order personnel, customers, manufacturing, shipping, and customer service. And results in … Increased scrap, excessive handling costs, customer dissatisfaction, and decreased profitability. Benefits of a solution … That creates a new system to address the problem include: Increased accuracy of sales orders at point of entry Improved reporting of sales data to management Ultimately, higher profitability Copyright Leffingwell, Widrig, & SIS Faculty

Analyzing the Problem Understanding root causes Example Problems often have underlying causes that usually take further analysis to discover Use a Tool to help! Example Our product is not profitable Why Poor marketing? Bad pricing? Poor customer retention? Combination? Copyright Leffingwell, Widrig, & SIS Faculty

Analyzing the Problem In Total Quality Management (TQM), One way is “root cause” is determined is … Fishbone diagram Start with the problem, on a horizontal line Look for causes of the problem Then look for causes of the causes; repeat Could do this is other formats like distinction analysis, deviation analysis, … Copyright Leffingwell, Widrig, & SIS Faculty

Analyzing the Problem Figure 5-1 (Fishbone Diagram) Copyright Leffingwell, Widrig, & SIS Faculty

Analyzing the Problem Root causes’ impacts can vary Determine which ones to fix Pareto (bar) chart -depict relative impact Can also use other formats Rank Risk & Priority Impact & Effort Failure Mode Effect Analysis (FMEA) Copyright Leffingwell, Widrig, & SIS Faculty

Analyzing the Problem Figure 5-2 (Pareto Chart of Root Causes) Copyright Leffingwell, Widrig, & SIS Faculty

Analyzing the Problem Figure 5-3 Copyright Leffingwell, Widrig, & SIS Faculty

Analyzing the Problem Did you get a distinctive answer? You can do another analysis to determine what is causing the issues you have identified Repeat the fishbone process Gives you a better identification of what exactly is causing the problem If you don’t get to the root cause you won’t solve the real problem. Copyright Leffingwell, Widrig, & SIS Faculty

Analyzing the Problem Identifying stakeholders & users Stakeholder Who, if anyone is affected by a system? Users are a subset of stakeholders These are not always obvious Can be internal managers Can be external customers, regulatory agencies, etc. Copyright Leffingwell, Widrig, & SIS Faculty

Analyzing the Problem How to identify stakeholders 1. Who are the users of the system? 2. Who is the customer? 3. Who else will be affected by outputs? 4. Who will evaluate & approve the system? 5. Are there other external or internal users? 6. Who will maintain the system? 7. Is there anyone who cares? legal/regulatory, etc. Copyright Leffingwell, Widrig, & SIS Faculty

Analyzing the Problem Table 5-3 (Users and Stakeholders) Users Other Stakeholders Sales order entry clerks MIS Director Sales order supervisor Chief Financial Officer Production control Production Manager Billing clerk Copyright Leffingwell, Widrig, & SIS Faculty

Analyzing the Problem Figure 5-5 (System Boundary) Copyright Leffingwell, Widrig, & SIS Faculty

Analyzing the Problem Determining the system boundaries can be difficult What pieces are included within our system Interfaces with external systems Can be very difficult to design but can be worth it Interfaces are needed E.g. – credit card processing, shipping manifesting Why are interfaces so important? Allows you to include functionality in your system that might be to difficult, time consuming, lack of expertise to do it yourself. Copyright Leffingwell, Widrig, & SIS Faculty

Analyzing the Problem Some questions to help discover actors Who will supply, or remove information from the system? Who will operate the system? Who will perform any system maintenance? Where will the system be used? Where does the system gets its information? What other external systems will interact with the system? Copyright Leffingwell, Widrig, & SIS Faculty

Analyzing the Problem Figure 5-6 (System Perspective) Copyright Leffingwell, Widrig, & SIS Faculty

Analyzing the Problem Identify constraints on system Are a restriction on the degree of freedom we have in providing a solution Non-functional requirements usually impose major restrictions on the system Which can be Human resources Technological Policy/legal/regulatory Performance etc. Copyright Leffingwell, Widrig, & SIS Faculty

Analyzing the Problem Constraints Example (More on page 38) Economics What financial or budgetary constraints apply? Are there costs of goods sold or any product pricing considerations? Technology Are we restricted in our choice of technologies? Are we prohibited from using any new technologies? Are we expected to use any purchased software packages? Systems Is the solution to be built on our existing systems? Must we maintain compatibility with existing solutions? Copyright Leffingwell, Widrig, & SIS Faculty