1. SYSTEM ANALYSIS AND DESIGN SAFAA S.Y. DALLOUL

2. REQUIREMENT DETERMINATION

3. UNIT 4: REQUIREMENT DETERMINATION  Requirement Determination  What is a Requirement?  Requirement Definition  Determining Requirements  Creating the Requirement Definition  Requirements Analysis Techniques  Requirement Definition  Problem Analysis  Root Cause Analysis  Business Process Improvement (BPI)  Duration analysis  Activity-Based Costing  Informal Benchmark  Business Process Reengineering (BPR)  Outcome Analysis  Technology Analysis  Activity Elimination

4. UNIT 4: REQUIREMENT DETERMINATION  Comparing Analysis Techniques  Requirement Gathering Techniques  Interviews  Selecting Interviewees  Designing Interview questions  Preparing for the interview  Conducting the interview  Post interview Follow-UP  Requirement Gathering Techniques  Join Application Development  JAD Participants  Preparing for the JAD sessions  JAD meeting room  Conducting the JAD sessions  Post JAD follow-up  Questionnaires  Good questionnaire design  Document Analysis  Observation  Selecting the appropriate requirement-Gathering technique

5. WHAT IS A REQUIREMENT?  Requirement is simply a statement of what the system will do or what characteristic it needs to have.  Those requirements will change over time in the design and implementation phases.  Requirements can be either functional or non-functional in a nature.

6. WHAT IS A REQUIREMENT?  Functional requirement related directly to a process that the system has to perform or information it needs to contains.  Non-functional requirement refer to behavioral properties that the system must have.

7. QUESTION  Requirement in analysis phase are written from the ------------------ perspective, but in design phase are written by --------------------- perspective. a)Developers and Designer b)Analyst and developer c)Analyst and planner d)None of the above

8. FUNCTIONAL | PROCESS ORIENTED A process the system must perform; and a process the system must do. Examples:  The system must allow registered customers to review there own order history for the past three years.  The system must check incoming customer order for inventory availability.  The system must change customer status to 'inactive' after three years of inactivity.

9. FUNCTIONAL | INFORMATION ORIENTED Information the system must contain Examples:  The system must retain customer order history for three years.  The system must include real-time inventory levels at all warehouses.  The system must include budgeted sales and expense amounts for current year and three previous years.

10. NON-FUNCTIONAL | OPERATIONAL The physical and technical environments in which the system will operates Examples:  The system can run on handheld devices.  The system should be able to integrate with the existing inventory system.  The system should be able to work on any web browser.

11. NON-FUNCTIONAL | PERFORMANCE The speed, capacity, and reliability of the system Examples:  Any interaction between the user and the system should not exceed two seconds.  The system downloads new status parameter within five minutes of a change.  The system should be available for use 24 hours per day, 365 days per year.

12. NON-FUNCTIONAL | SECURITY Who was authorized access to the system under what circumstances Examples:  Only direct manager can see personal records of staff.  Customers can see their order history only during business hours.  The system includes all available safeguards from viruses.

13. NON-FUNCTIONAL | CULTURE & POLITICAL Cultural, political factors and legal requirements that affect the system Examples:  The system should be able to distinguish between United States and European currency.  Company policy says that we only buy computers from Dell.  Country managers are permitted to authorize custom user interfaces within their units.

14. REQUIREMENT DEFINITION  The requirement definition is a straightforward text report that simply lists the functional & non-functional requirements in an outline format.

15. What do you think the most important the business or technical perspective? And why? How can I determine the requirement?

16. DETERMINING REQUIREMENTS  Both business perspective and technical perspective are required to determine requirements.  Users may not be aware of new opportunity which provided by new technologies, while analysis have to meet the real business needs.

17. DETERMINING REQUIREMENTS  Three broad techniques can be used to analyzing requirements, based on the degree of changes expected in the to-be system.  Business Process automation (BPA)  Business Process Improvement (BPI)  Business Process reengineering (BPR) Note: Each techniques will be explained

18. IS THE REQUIREMENT STABLE WITHOUT CHANGES? DISCUSS

19. CREATING THE REQUIREMENT DEFINITION  Creating the requirement definition is an interactive and ongoing process.  Requirement definition must kept within the scope.  Minimum requirements  Maximum requirements

20. REQUIREMENTS ANALYSIS TECHNIQUES  The basic process of analyzing requirements involves three steps: Understanding the existing situation (as-is system) Identifying improvement Define requirements for the new system (to-be system).

21. REQUIREMENTS ANALYSIS TECHNIQUES  RAD and Agile development skip the first step (understanding as-is system)  To move from here to there, an analysts needs strong critical thinking skills to translate business requirement which collected from users into procedural specifications.

22. BUSINESS PROCESS AUTOMATION (BPA)  Used when the business requirements which outlines in the system request focus on employment of computer technology in some parts of business process, but have the basic manner in which the organization operates change.  Two popular activities used in the BPA technique Problem analysis Root cause analysis.

23. PROBLEM ANALYSIS  Ask users to identify problems and solutions.  Improvements tend to be small and incremental  Rarely finds improvements with significant business value.

24. ROOT CAUSE ANALYSIS  Challenge assumptions about why problem exists.  Trace symptoms to their causes to discover the “real” problem.

25. BUSINESS PROCESS IMPROVEMENT (BPI)  Business process improvement means the basic business requirements target moderate changes to the organization's operations to take advantage of new opportunities offered by new technology or to copy what competitors are doing.

26. BUSINESS PROCESS IMPROVEMENT (BPI)  There are three popular activities for BPI  Duration analysis  Activity-Based Costing  Informal Benchmark

27. DURATION ANALYSIS  Calculate time needed for each process step.  Calculate time needed for overall process  Compare the two – a large difference indicates a badly fragmented process.

28. DURATION ANALYSIS  Potential solutions:  Process integration – change the process to use fewer people, each with broader responsibilities.  Parallelization – change the process so that individual step are performed all together.

29. ACTIVITY-BASED COSTING  Calculate cost of each process step.  Consider both direct and indirect costs.  Identify most costly steps and focus improvement efforts on them.

30. INFORMAL BENCHMARK  Studying how other organizations perform the same business process.  Informal benchmarking  Common for customer-facing processes.  Interact with other business’ processes as if you are a customer

31. BUSINESS PROCESS REENGINEERING (BPR)  Business Process Reengineering means changing the fundamental way in which the organization operates.  Obliterating the current way of doing business to take advantages of new ideas and new technologies.  There are three popular activities in BPR:  Outcome analysis  Technology analysis  Activity elimination

32. OUTCOME ANALYSIS  Consider desirable outcomes from customers’ perspective.  Consider what the organization could enable the customer to do.

33. TECHNOLOGY ANALYSIS  Analysts list important and interesting technologies.  Managers list important and interesting technologies.  The group identifies how each might be applied to the business and how the business might benefit.

34. ACTIVITY ELIMINATION  Identify what would happen if each organizational activity were eliminated.  Use “force-fit” to test all possibilities.  Example

35. WHAT IS THE BEST ANALYSIS TECHNIQUES CAN I USE DETERMINE THE REQUIREMENTS?

36. COMPARING ANALYSIS TECHNIQUES  Comparison between the previous techniques based on the following factors:  Potential business value  Project cost  Breadth of analysis  Risk

37. REQUIREMENT GATHERING TECHNIQUES  Analysts work as detectives, he or she already knows there is a problem, and the analysts have to find the solution, so he or she will gather information from witnesses and follow leads. (Employees, users, customer, etc.)

38. REQUIREMENT GATHERING TECHNIQUES  Interviews  Joint Application Development  Questionnaires  Document Analysis  Observation

39. REQUIREMENT GATHERING TECHNIQUES Interviews  Is the most commonly used technique, can be one-to-one or a group of users can interviewed all together because of time constraints.

40. REQUIREMENT GATHERING TECHNIQUES Interviews (Steps) 1)Selecting interviewees 2)Design interview questions 3)Prepare for the interview 4)Conducting the interview 5)Post interview follow-up

41. REQUIREMENT GATHERING TECHNIQUES Interviews (Steps) 1)Selecting interviewees  Based on information needs.  Best to get different perspectives (Managers, Users, Ideally, all key stakeholders).  Keep organizational politics in mind.

42. REQUIREMENT GATHERING TECHNIQUES Interviews (Steps) 2)Designing Interview Questions  There are three types of questions can be used in any interview. 1)Open-Ended Question 2)Close-Ended Question 3)Probing Question

43. OPEN ENDED QUESTION Open-Ended Questions: can be used to know about wide policy, and get a wide view, will asked generally for managers, in the same time will give interviewee a chance to draw your attention to a new aspects you may miss. For Example “What are some of the problems you face on a daily basis?”

44. CLOSED ENDED QUESTION Closed-Ended Question: enable the analysts to control and direct the interview and obtain the detailed needed information, for example “What information is missing from the monthly sales report?”

45. PROBING QUESTION Probing Question: this type follow-up on what has just been discussed in order to learn more. These questions encourage the interviewee to expand on or confirm information from a previous response. Why? Can you give me an example? Can you explain that in a bit more details?

46. REQUIREMENT GATHERING TECHNIQUES Interviews (Steps) 3)Preparing for the interview  Prepare general interview plan List of question Anticipated answers and follow-ups  Confirm areas of knowledge  Set priorities in case of time shortage  Prepare the interviewee (Schedule, Inform of reason for interview, Inform of areas of discussion)

47. REQUIREMENT GATHERING TECHNIQUES Interviews (Steps) 4)Conducting the interview  Appear professional and unbiased.  Record all information.  Check on organizational policy regarding tape recording.  Be sure you understand all issues and terms.

48. REQUIREMENT GATHERING TECHNIQUES Interviews (Steps) 4)Conducting the interview  Separate facts from opinions.  Give interviewee time to ask questions.  Be sure to thank the interviewee.  End on time

49. REQUIREMENT GATHERING TECHNIQUES Interviews (Steps) 5)Post the interview follow up  Prepare interview notes  Prepare interview report  Have interviewee review and confirm interview report  Look for gaps and new questions.

50. REQUIREMENT GATHERING TECHNIQUES Example of interview report

51. WORK IN GROUP  Group A (Interviewee)  Group B (Interviewer)  Group C (Coordinator)

52. REQUIREMENT GATHERING TECHNIQUES Join Point Development  A structured group process focused on determining requirements.  Involves project team, users, and management working together.  May reduce scope creep by 50%  Very useful technique

53. REQUIREMENT GATHERING TECHNIQUES Join Point Development : Participants  Facilitator  Trained in JAD techniques  Sets agenda and guides group processes

54. REQUIREMENT GATHERING TECHNIQUES Join Point Development : Participants  Scribe (s)  Record content of JAD sessions  Users and managers from business area with broad and detailed knowledge.

55. REQUIREMENT GATHERING TECHNIQUES Join Point Development : Preparing for JAD session  Making the goal of session clear.  Time commitment – ½ day to several weeks.  Strong management support is needed to release key participants from their usual responsibilities.  Careful planning is essential.  e-JAD can help alleviate some problems inherent with groups

56. REQUIREMENT GATHERING TECHNIQUES Join Point Development : JAD Meeting Room

57. REQUIREMENT GATHERING TECHNIQUES Join Point Development : Conducting the JAD session  Formal agenda and ground rules.  Top-down structure most successful.  Facilitator activities: Keep session on track Help with technical terms and jargon Record input of the group (flip chart, whiteboard, or computer display) Stay neutral, but help resolve issues

58. REQUIREMENT GATHERING TECHNIQUES Join Point Development : Post JAD Follow up  Post session report is prepared and circulated among session attendees.  The report should be completed approximately a week to two after the JAD session

59. REQUIREMENT GATHERING TECHNIQUES Questionnaires  What is the questionnaire?  Are there types of questionnaire?  Whom will receive the questionnaire?

60. REQUIREMENT GATHERING TECHNIQUES Questionnaires  A set of written questions, often sent to a large number of people.  May be paper-based or electronic.  Select participants using samples of the population.

61. REQUIREMENT GATHERING TECHNIQUES Questionnaires  Design the questions for clarity and ease of analysis.  Administer the questionnaire and take steps to get a good response rate.  Questionnaire follow-up report.

62. REQUIREMENT GATHERING TECHNIQUES Questionnaires How to make it more designable?

63. REQUIREMENT GATHERING TECHNIQUES Questionnaires  Begin with no threatening and interesting questions.  Group items into logically coherent sections.  Do not input important items at the very end of the questionnaire.  Do not crowed a page with too many items.

64. REQUIREMENT GATHERING TECHNIQUES Questionnaires  Avoid abbreviation.  Avoid biased or suggestive items or terms.  Number questions to avoid confusion.  Pretest the questionnaire to identify confusing question.  Provide anonymity/privacy to respondents

65. REQUIREMENT GATHERING TECHNIQUES Document Analysis  Study of existing material describing the current system.  Forms, reports, policy manuals, organization charts describe the formal system.

66. REQUIREMENT GATHERING TECHNIQUES Document Analysis  Look for the informal system in user additions to forms/report and unused form/report elements.  User changes to existing forms/reports or non-use of existing forms/reports suggest the system needs modification.

67. REQUIREMENT GATHERING TECHNIQUES Observation  Watch processes being performed.  Users/managers often don’t accurately recall everything they do.  Checks validity of information gathered other ways.

68. REQUIREMENT GATHERING TECHNIQUES Observation  Be aware that behaviors change when people are watched  Be unobtrusive.  Identify peak and lull/break periods

69. REQUIREMENT GATHERING TECHNIQUES

70. HOW TO SELECT APPROPRIATE GATHERING TECHNIQUE

71. InterviewsJADQuestionnaires Document Analysis Observation Type of information As-is, Improvement, To- be As-is, Improvement As-is Depth of informationHigh MediumLow Breadth of information LowMediumHigh Low Integration with information LowHighLow User involvementMediumHighLow CostMediumLow-MediumLow Low-Medium

72. SAFAA S.Y. DALLOUL SAFAADALLOUL.WORDPRESS.COM