REQUIREMENTS DETERMINATION 1. What are the key deliverables that are created during the analysis phase?

What is the final deliverable from the analysis phase, and what does it contain? The Analysis Phase takes the general ideas in the system request and refines them into a detailed requirements definition and answers the questions of who will use the system, what the system will do, and where and when it will be used. During this phase, the project team will learn about the system. The team then produces the Functional Model (Activity Diagrams, Use Case Descriptions and Diagram), Structural Model (CRC Cards and Class and Object Diagrams), and Behavioral Models (Sequence Diagrams, Communication Diagrams, and Behavioral state machines) that together form the system proposal. The system proposal also includes revised project management deliverables, such as the feasibility analysis and the work plan. The system proposal is presented to the approval committee, who decides if the project is to continue. 2. Explain the difference between an as-is system and a to-be system. An as is system is an existing or a current state of system or process. The As-Is system is the combination of people, processes, data, and technology that currently perform the tasks and functions of the system under study. The As-Is system may or may not incorporate computers. A to be system is the one which is developed on the basis of the analysis done on the current system which needs to be changed. The To-Be system is the combination of people, processes, data, and technology that will perform the required tasks and functions of the system under study. 3. What is the purpose of the requirements definition? The requirements definition reportusually just called the requirements definition is a straightforward text report that simply lists the functional and nonfunctional requirements in an outline format. The most obvious purpose of the requirements definition is to provide the information needed by the other deliverables in analysis, which, include functional, structural, and behavioral models, and to support activities in the design phase. The most important purpose of the requirements definition, however, is to define the scope of the system. The document describes to the analysts exactly what the system needs to end up doing. When discrepancies arise, the document serves as the place to go for clarification. 4. What are the three basic steps of the analysis process? Which step is sometimes skipped or done in a cursory fashion? Why?

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The basic process of analysis is divided into three steps: a) Understanding the as-is system b) identifying improvements c) Developing requirements for the to-be system. Sometimes the first step (i.e., understanding the as-is system) is skipped or done in a cursory manner. This happens when no current system exists, if the existing system and processes are irrelevant to the future system, or if the project team is using a RAD or agile development methodology in which the as-is system is not emphasized. 5. Compare and contrast the business goals of BPA, BPI, and BPR BPA, BPI & BPR techniques are tools used by analysts when they need to guide the users in explaining what is wanted from a system. The three kinds of techniques work similarly. They help users critically examine the current state of systems and processes (the as-is system), identify exactly what needs to change, and develop a concept for a new system (the to-be system). Business Process Automation (BPA) Means leaving the basic way in which the organization operates unchanged and using computer technology to do some of the work. BPA can make the organization more efficient but has the least impact on the business. BPA projects spend a significant time understanding the current as-is system before moving on to improvements and to-be system requirements. Problem analysis and root cause analysis are two popular BPA techniques. Business Process Improvement (BPI), Means making moderate changes to the way in which the organization operates to take advantage of new opportunities offered by technology or to copy what competitors are doing. BPI can improve efficiency (i.e., doing things right) and improve effectiveness (i.e., doing the right things). BPI projects also spend time understanding the as-is system, but much less time than BPA projects; their primary focus is on improving business processes, so time is spent on the as-is only to help with the improvement analyses and the to-be system requirements. Duration analysis, activity-based costing, and information benchmarking are three popular BPI activities. Business Process Reengineering (BPR) Means changing the fundamental way in which the organization operates obliterating the current way of doing business and making major changes to take advantage of new ideas and new technology. BPR projects spend little time understanding the as-is, because their goal is to focus on new ideas and new ways of doing business. Outcome analysis, technology analysis, and activity elimination are three popular BPR activities.

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6. Compare and contrast problem analysis and root cause analysis. Under what conditions would you use problem analysis? Under what conditions would you use root cause analysis? Problem Analysis and Root-Cause Analysis are two different techniques to be employed in Business Process Automation to determine improvements to the current system. The two strategies vary in the emphasis of the analysis performed. Problem Analysis Problem Analysis asks the users and managers of the As-Is system to identify system problems and to suggest problem solution. Problem analysis would be suitable when the problems being experienced with the As-Is system are relatively minor, and the changes needed are primarily 'touch-ups'. Root-Cause Analysis Root-Cause analysis focuses on being sure that the problem's underlying cause is understood, rather than just assuming that cause is known. This emphasis helps ensure that solutions chosen will solve real business problems rather than solving a problem symptom. Root-Cause Analysis is appropriate when the problems of the As-Is system are more significant, and the team needs assurance that they are designing a solution that really solves the true problems. 7. Compare and contrast duration analysis and activity based costing

Duration analysis and activity-based costing are techniques used in Business Process Improvement to help identify system improvement opportunities. These two techniques focus on existing business processes in the As-Is system. "Duration Analysis" assesses the time requirements to complete a process. First, the total time required to complete a business process is determined. Then the process is broken down into individual steps, and the time required to complete each step is determined. The total time of all steps is calculated and compared to the total time of the process. If these totals are substantially different (total time of process > total time of process steps), then significant inefficiencies exist, and the process needs major revision. "Activity-Based Costing" assesses the costs required to perform a process. In this technique, the cost of each major process or each step in a business function is measured. The most costly processes are then the targets of the development team's improvement efforts. Although straightforward in concept, this technique is complex in practice due to the difficulty of determining the indirect costs to apply to the business process (es). Incorrectly assigned indirect costs may bias the results of the analysis.

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8. Assuming time and money were not important concerns, would BPR projects benefit from additional time spent understanding the as-is system? Why or why not? Every organization moves from a current system (as is system) to a new system (to be system). This process is commonly referred to as the systems development life cycle. In order to understand why this transition is necessary at and if the request of the team is genuine it is mandatory that one understands the existing system or the as is system. Without understanding the current system and the necessity for the transition, it becomes extremely difficult for the approval committee to ultimately give a green signal for the entire project. Before the approval committee gives an approval, we need to prove that the requirement is genuinely required. This involves a lot of process such as system request, analysis phase which takes the general ideas in the system request and refines them into a detailed requirements definition, functional models, structural models and behavioral models that together form the system proposal. The system proposal also includes revised project management deliverables, such as the feasibility analysis and the workplan. All these put together form the system proposal, which gives the approval committee a valid need for the SDLC. BPR is usually expensive, both because of the amount of time required of senior managers and the amount of redesign to business processes. Even though the process is time consuming and does cost money, there is all the necessary answers to questions which may rise in the future after the project is underway. The best analysts will thoroughly gather requirements using a variety of techniques and make sure that the current business processes and the needs for the new system are well understood before moving into design. 9. What are the important factors in selecting an appropriate analysis strategy? The potential business value varies with analysis strategy. While BPA has the potential to improve the business, most of the benefits from BPA are tactical and small in nature. Since BPA does not seek to change the business processes, it can only improve their efficiency. BPI usually offers moderate potential benefits, depending upon the scope of the project, because it seeks to change the business in some way. It can increase both efficiency and effectiveness. BPR creates large potential benefits because it seeks to radically improve the nature of the business. 10. Describe the five major steps in conducting interviews.

The five major steps to conducting interviews are:

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a) Selecting interviewees - determine who should be interviewed, why they should be interviewed (what contribution will they make to the project?), and develop a schedule for conducting the interviews. b) Design the interview questions - depending on who is being interviewed and the type of information desired, the analyst needs to design the interview session with the appropriate structure and question type. c) Prepare for the interview - review related material; review interview plan; review interview questions and plan for any anticipated problem areas; inform interviewee about interview agenda. d) Conduct the interview - establish rapport with the interviewee; explain purpose of interview; ask interview questions; record information from interviewee. e) Prepare post-interview report - summarize the interview in an interview report. 11. Explain the difference between a closed-ended question, an openended question, and a probing question. When would you use each? Closed-ended question Closed-ended questions require a specific answer, Closed-ended questions are used to capture specific, factual information. Open-ended question Open-ended questions leave room for the interviewee to elaborate on the question in their answer. Open-ended questions are used to gather a more broad, rich information set. Open-ended questions can help the interviewer learn why things are the way they are, and also give the interviewee the chance to add ideas or issues that the interviewer did not anticipate. Probing question Probing questions are follow-up questions that ask for more information or examples. Probing questions are used whenever the interviewer is not satisfied with his/her understanding of the interviewee's answer, and needs more explanation before moving on to another topic. 12. Explain the differences between unstructured interviews and structured interviews. When would you use each approach? Unstructured interviews are interviews that are planned to include broad, far-ranging questions. Often open-ended questions are used to gather information. These interviews are most likely to be used early in the information gathering process, when few details are known, and the analyst is trying to understand the basic business process and the As-Is system. Structured interviews are interviews that are planned to gather very specific, detailed information. These interviews use more closed-ended questions that zero in on

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specific information and facts. These interviews will be conducted later in the information gathering process, when the analyst has learned enough about the business process in order to formulate more specific, detailed questions. 13. Explain the difference between a top-down and bottom- up interview approach. When would you use each approach? These two interview structures vary in the way the interview questions are organized within the interview session. The top-down approach begins with broad, general issues, and moves gradually toward more specific questions. The bottom-up approach is the opposite; beginning with very specific questions and moving to broad, general questions. The top-down approach is most common, because it allows the parties to develop a shared understanding of the general situation before getting to details. Using the bottom-up approach can be difficult and non-productive unless the interviewer has already learned quite a bit about the situation is only needs to verify or elaborate on some items. Also, some interviewees cannot be expected to really provide answers to broad, general questions, in which case the bottom-up approach is appropriate. 14. How are participants selected for interviews and JAD sessions?

The interview is the most commonly used requirements-gathering technique. The people who appear on the interview schedule are selected based on the analysts information needs. The project sponsor, key business users, and other members of the project team can help the analyst determine who in the organization can best provide important information about requirements. These people are listed on the interview schedule in the order in which they should be interviewed. Joint application development JAD is an information gathering technique that allows the project team, users, and management to work together to identify requirements for the system. Participants are selected based on the information they can contribute, to provide a broad mix of organizational levels, and to build political support for the new system. 15. How can you differentiate between facts and opinions? Why can both be useful? An opinion is a statement about an issue or situation that may or may not be support by fact. If it is stated "Most of our collections are on-time," this is an opinion that can be confirmed or denied by doing an actual measurement of on-time collections. This information is factual, and may provide the basis for the opinion expressed. Alternatively, the opinion may be a misstatement of actual fact, and may suggest an area where there is misunderstanding of the true situation.

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16.

Describe the five major steps in conducting JAD sessions.

The five major steps to conducting JAD sessions are: a) Selecting participants - determine who should be included and why they should be included (what contribution will they make to the project?). b) Design the JAD session - plan the activities and techniques that will be incorporated into the JAD session in order to accomplish the session goals. c) Prepare for the JAD session - review related material; review JAD plan; inform participants about the process and the contributions they'll be expected to make. d) Conduct the JAD session - establish rapport with the participants; define session ground rules; Follow session plan and have facilitator conduct various activities and techniques; record information. e) Follow up the session by preparing a post-session report and circulating it among session attendees. 17. How does a JAD facilitator differ from a scribe?

The facilitator is responsible for conducting the session. He/she is generally knowledgeable about IS issues, JAD facilitation, and group behavior management. The scribe merely records information as the session proceeds, perhaps using CASE tools 18. What are the three primary things that a facilitator does in conducting the JAD session? a) The facilitator is responsible for guiding the group through the planned activities on the JAD agenda. The facilitator must keep the group on track and try to prevent it from digressing in unproductive directions. b) The facilitator helps foster communication among the group members and assists them through the analysis techniques that are being used. c) The facilitator records the group's ideas on a public display area, organizes the information, and assists the group in working with the information. 19. it? What is e-JAD, and why might a company be interested in using

E-JAD incorporates groupware into the JAD process. Groupware has been shown to reduce many of the problems experienced by decision-making groups. Applying groupware to JAD helps the JAD sessions be more productive and time efficient, and can reduce common difficulties experiences by groups.

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20. How does designing questions for questionnaires differ from designing questions for interviews or JAD sessions? The major difference is the fact that questions on questionnaires need to be very carefully stated in order to avoid misunderstanding by the recipient. If a question during an interview or a JAD session is misunderstood, the misunderstanding can be immediately detected and the question clarified. A poorly worded question on a questionnaire may confuse the recipient, causing him/her to answer with incorrect information, or may antagonize the recipient, causing him/her to forego completing the questionnaire. 21. What are typical response rates for questionnaires and how can you improve them? Paper and e-mail questionnaires have typical response rates of 30-50%. Web-based questionnaires have lower response rates of 5-30%. To improve response rates, many methods have been devised, such as informing the respondent why s/he was selected and why the questionnaire is being sent; stating a specific return due date; offering an inducement; offering to provide a summary of responses; personally requesting that the questionnaire be completed; following up non-responses; and coercion by management. 22. Describe document analysis.

Document analysis focuses on existing documentation of the current system, forms and reports that are a part of the current system, plus any personal forms, reports, or files that have been developed informally by the end users. By studying this material the analysts can gain insight into the existing system, how it is used, and possibly also aspects of the system that are not being used. 23. How does the formal system differ from the informal system? How does document analysis help you understand both? The formal system consists of the forms, reports, policies, and procedures that were established when the system was first created. Over time, users often modify their use of the system; as user needs change, the formal system may not change, so users adapt by creating an informal system. The informal system is the actual forms, reports, policies, and procedures that are currently used by the system's users Document analysis entails reviewing the documentation and examining the system itself. It can provide insights into the formal and informal system. Under ideal circumstances, the project team that developed the existing system will have produced documentation, which was then updated by all subsequent projects. In this case, the project team can start by reviewing the documentation and examining the system itself.

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24. What are the key aspects of using observation in the informationgathering process? Observation is very helpful in enabling the analysts to understand the As-Is system. It is often much easier to grasp a process by observing it rather than having it explain verbally. Observation helps validate information learned from other techniques. As an observer, one must always bear in mind that people's behavior may change because they are being observed. Therefore, the results of observation may be questionable. The behavior that is observed is not necessarily the true behavior. 25. techniques Explain factors that can be used to select information-gathering

The different information gathering techniques all have strengths and weaknesses, and the astute analyst will use a combination of techniques in any project. The analyst should select the techniques based on the type of information being sought, the breadth and depth of information needed, the degree to information needs to be integrated, the need for user involvement, and the cost of the technique. Interviews and JAD sessions are the most productive information gathering methods, however, these techniques require the most skilled analysts to conduct

10 techniques for gathering requirements

#1: One-on-one interviews The most common technique for gathering requirements is to sit down with the clients and ask them what they need. The discussion should be planned out ahead of time based on the type of requirements youre looking for. There are many good ways to plan the interview, but generally you want to ask open-ended questions to get the interviewee to start talking and then ask probing questions to uncover requirements. #2: Group interviews Group interviews are similar to the one-on-one interview, except that more than one person is being interviewed usually two to four. These interviews work well when everyone is at the same level or has the same role. Group interviews require more preparation and more formality to get the information you want from all the participants. You can uncover a richer set of requirements in a shorter period of time if you can keep the group focused. #3: Facilitated sessions

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In a facilitated session, you bring a larger group (five or more) together for a common purpose. In this case, you are trying to gather a set of common requirements from the group in a faster manner than if you were to interview each of them separately. #4: Joint application development (JAD) JAD sessions are similar to general facilitated sessions. However, the group typically stays in the session until the session objectives are completed. For a requirements JAD session, the participants stay in session until a complete set of requirements is documented and agreed to. #5: Questionnaires Questionnaires are much more informal, and they are good tools to gather requirements from stakeholders in remote locations or those who will have only minor input into the overall requirements. Questionnaires can also be used when you have to gather input from dozens, hundreds, or thousands of people. #6: Prototyping Prototyping is a relatively modern technique for gathering requirements. In this approach, you gather preliminary requirements that you use to build an initial version of the solution a prototype. You show this to the client, who then gives you additional requirements. You change the application and cycle around with the client again. This repetitive process continues until the product meets the critical mass of business needs or for an agreed number of iterations. #7: Use cases Use cases are basically stories that describe how discrete processes work. The stories include people (actors) and describe how the solution works from a user perspective. Use cases may be easier for the users to articulate, although the use cases may need to be distilled later into the more specific detailed requirements. #8: Following people around This technique is especially helpful when gathering information on current processes. You may find, for instance, that some people have their work routine down to such a habit that they have a hard time explaining what they do or why. You may need to watch them perform their job before you can understand the entire picture. In some cases, you might also want to participate in the actual work process to get a hands-on feel for how the business function works today. #9: Request for proposals (RFPs) If you are a vendor, you may receive requirements through an RFP. This list of requirements is there for you to compare against your own capabilities to determine how close a match you are to the clients needs. #10: Brainstorming On some projects, the requirements are not uncovered as much as they are discovered. In other words, the solution is brand new and needs to be created as a

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set of ideas that people can agree to. In this type of project, simple brainstorming may be the starting point. The appropriate subject matter experts get into a room and start creatively brainstorming what the solution might look like. After all the ideas are generated, the participants prioritize the ones they think are the best for this solution. The resulting consensus of best ideas is used for the initial requirements.

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