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    Information Gathering: Unobtrusive Methods: Systems Analysis and Design, 7e Kendall & Kendall

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    Information Gathering: Unobtrusive Methods: Systems Analysis and Design, 7e Kendall & Kendall

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    kendall7e_ch05.ppt

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    223 views40 pages

    Information Gathering: Unobtrusive Methods: Systems Analysis and Design, 7e Kendall & Kendall

    Uploaded by

    merajul islam

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    © All Rights Reserved
    Download as PPT, PDF, TXT or read online from Scribd
    Download as ppt, pdf, or txt
    of 40

    Information Gathering:

    Unobtrusive Methods 5

    Systems Analysis and Design, 7e


    Kendall & Kendall
    © 2008 Pearson Prentice Hall
    Learning Objectives

    • Recognize the value of unobtrusive methods for


    information gathering
    • Understand the concept of sampling for human
    information requirements analysis
    • Construct useful samples of people, documents, and
    events for determining human information
    requirements
    • Create an analyst’s playscript to observe decision-
    maker activities
    • Apply the STROBE technique to observe and interpret
    the decision-maker’s environment and their
    interaction with technologies

    Kendall & Kendall 5-2


    Unobtrusive Methods

    • Less disruptive
    • Insufficient when used alone
    • Multiple methods approach
    • Used in conjunction with interactive
    methods

    Kendall & Kendall 5-3


    Major Topics

    • Sampling
    • Quantitative document analysis
    • Qualitative document analysis
    • Observation
    • STROBE
    • Applying STROBE

    Kendall & Kendall 5-4


    Sampling

    • A process of systematically selecting


    representative elements of a population
    • Involves two key decisions:
    • What to examine
    • Which people to consider

    Kendall & Kendall 5-5


    Need for Sampling

    The reasons systems analysts do


    sampling are:
    • Containing costs
    • Speeding up the data gathering
    • Improving effectiveness
    • Reducing bias

    Kendall & Kendall 5-6


    Sampling Design

    • To design a good sample, a systems


    analyst must follow four steps:
    • Determining the data to be collected or
    described
    • Determining the population to be sampled
    • Choosing the type of sample
    • Deciding on the sample size

    Kendall & Kendall 5-7


    Figure 5.1 Four main types of
    samples the analyst has available

    Kendall & Kendall 5-8


    The Sample Size Decision

    • Determine the attribute


    • Locate the database or reports in which the
    attribute can be found
    • Examine the attribute
    • Make the subjective decision regarding the
    acceptable interval estimate
    • Choose the confidence level
    • Calculate the standard error
    • Determine the sample size

    Kendall & Kendall 5-9


    Figure 5.2 A table of area under a normal curve can
    be used to look up a value once the systems analyst
    decides on the confidence level

    Kendall & Kendall 5-10


    Calculate the Standard Error of
    the Proportion
    sp = i/z

    i = interval estimate

    z = confidence
    coefficient found in
    the confidence level
    lookup table

    Kendall & Kendall 5-11


    Determine the Sample Size

    p(1-p)
    n= +1
    σp 2

    σp = standard error

    ρ = the proportion of the population having


    the attribute

    Kendall & Kendall 5-12


    Example: A. Sembly Company

    • Determine that you are looking for orders


    with mistakes
    • Locate order forms from the past six months
    • Examine order forms and conclude that
    p=5%
    • Subjective decision of acceptable interval i =
    ± 0.02
    • Look up confidence coefficient z-value = 1.96
    • Calculate sp = i / z = 0.02/1.96 = 0.0102
    • Determine n; n = 458

    Kendall & Kendall 5-13


    Investigation

    • The act of discovery and analysis of


    data
    • Hard data
    • Quantitative
    • Qualitative

    Kendall & Kendall 5-14


    Analyzing Quantitative Documents

    • Reports used for decision making


    • Performance reports
    • Records
    • Data capture forms
    • Ecommerce and other transactions

    Kendall & Kendall 5-15


    Reports Used for Decision Making

    • Sales reports
    • Production reports
    • Summary reports

    Kendall & Kendall 5-16


    Figure 5.3 A performance report
    showing improvement

    Kendall & Kendall 5-17


    Figure 5.4 A manually completed
    payment record

    Kendall & Kendall 5-18


    Data Capture Forms

    • Collect examples of all the forms in use


    • Note the type of form
    • Document the intended distribution
    pattern
    • Compare the intended distribution
    pattern with who actually receives the
    form

    Kendall & Kendall 5-19


    Figure 5.5 Questions to ask about official and
    bootleg forms that are already filled out

    Kendall & Kendall 5-20


    Analyzing Qualitative
    Documents
    • Key or guiding metaphors
    • Insiders vs. outsiders mentality
    • What is considered good vs. evil
    • Graphics, logos, and icons in common
    areas or Web pages
    • A sense of humor

    Kendall & Kendall 5-21


    Analyzing Qualitative
    Documents
    • Email messages and memos
    • Signs or posters on bulletin boards
    • Corporate Web sites
    • Manuals
    • Policy handbooks

    Kendall & Kendall 5-22


    Figure 5.6 Analysis of memos provides insight
    into the metaphors that guide the organization’s
    thinking

    Kendall & Kendall 5-23


    Figure 5.7 Posted signs reveal
    the official organizational culture

    Kendall & Kendall 5-24


    Observation

    • Observation provides insight on what


    organizational members actually do
    • See firsthand the relationships that exist
    between decision makers and other
    organizational members
    • Can also reveal important clues
    regarding HCI concerns

    Kendall & Kendall 5-25


    Analyst’s Playscript

    • Involves observing the decision-makers


    behavior and recording their actions
    using a series of action verbs
    • Examples:
    • Talking
    • Sampling
    • Corresponding
    • Deciding

    Kendall & Kendall 5-26


    Figure 5.8 A sample page from the analyst’s
    playscript describing decision making

    Kendall & Kendall 5-27


    STROBE

    STRuctured OBservation of the


    Environment—a technique for observing
    the decision-maker's physical
    environment

    Kendall & Kendall 5-28


    STROBE Elements

    • Office location
    • Desk placement
    • Stationary equipment
    • Props
    • External information sources
    • Office lighting and color
    • Clothing worn by decision makers

    Kendall & Kendall 5-29


    Office Location

    • Accessible offices
    • Main corridors, open door
    • Major traffic flow area
    • Increase interaction frequency and informal
    messages
    • Inaccessible offices
    • May view the organization differently
    • Drift apart from others in objectives
    Kendall & Kendall 5-30
    Desk Placement

    • Visitors in a tight space, back to wall,


    large expanse behind desk
    • Indicates maximum power position
    • Desk facing the wall, chair at side
    • Encourages participation
    • Equal exchanges

    Kendall & Kendall 5-31


    Stationary Office Equipment

    File cabinets and bookshelves:


    • If not present, person stores few
    items of information personally
    • If an abundance, person stores
    and values information

    Kendall & Kendall 5-32


    Props

    • Calculators
    • Personal computers
    • Pens, pencils, and rulers
    • If present, person processes data
    personally

    Kendall & Kendall 5-33


    External Information Sources

    • Trade journals or newspapers indicate


    the person values outside information
    • Company reports, memos, policy
    handbooks indicate the person values
    internal information

    Kendall & Kendall 5-34


    Office Lighting and Color

    • Warm, incandescent lighting indicates:


    • A tendency toward more personal
    communication
    • More informal communication
    • Brightly lit, bright colors indicate:
    • More formal communications (memos,
    reports)

    Kendall & Kendall 5-35


    Clothing

    • Male
    • Formal two-piece suit - maximum authority
    • Casual dressing (sport jacket/slacks) -
    more participative decision making
    • Female
    • Skirted suit - maximum authority

    Kendall & Kendall 5-36


    Figure 5.10 Observe a decision maker’s office for
    clues concerning his or her personal storage,
    processing, and sharing of information

    Kendall & Kendall 5-37


    Applying STROBE

    • The five symbols used to evaluate how


    observation of the elements of STROBE
    compared with interview results are:
    • A checkmark, the narrative is confirmed
    • An “X” means the narrative is reversed
    • An oval or eye-shaped symbol serves as a cue to
    look further
    • A square means observation modifies the narrative
    • A circle means narrative is supplemented by
    observation

    Kendall & Kendall 5-38


    Figure 5.12 An anecdotal list with
    symbols for use in applying STROBE

    Kendall & Kendall 5-39


    Summary

    • Sampling
    • Designing a good sample
    • Types of samples
    • Sample size
    • Hard data
    • Quantitative document analysis
    • Qualitative document analysis
    • Observation
    • Playscript
    • STROBE
    • STROBE elements
    • Applying STROBE

    Kendall & Kendall 5-40

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