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Systems Analysis

Explore different methods for determining system requirements, including traditional techniques like interviews and document analysis, modern approaches like Joint Application Design (JAD) and prototyping, and radical methods like Business Process Reengineering (BPR).

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Systems Analysis

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Presentation Transcript

  1. Systems Analysis • Requirements determination • Requirements structuring • Alternative generation & selection

  2. Performing Requirements Determination • Gather information on what system should do from many sources • Users • Reports • Forms • Procedures

  3. Performing Requirements Determination • Characteristics for gathering requirements • Impertinence • Question everything • Impartiality • Find the best organizational solution • Relaxation of constraints • Assume anything is possible • Attention to detail • Every fact must fit in with every other fact • Reframing • View the organization in new ways

  4. Deliverables and Outcomes • Types of deliverables: • Information collected from users • Existing documents and files • Computer-based information • Understanding of organizational components • Business objective • Information needs • Rules of data processing • Key events

  5. Methods for Determining Requirements • Traditional • Modern • Radical

  6. Traditional Methods for Determining Requirements • Individual interviews • Discover issues with the current system and needs for the future • Questionnaires • Discover issues with the current system and needs for the future • Observation of workers • See how data are handled and what information people need to do their jobs • Document Analysis • Study business policies and rules

  7. Interviews • Gather facts, opinions and speculations • Observe body language and emotions • Guidelines • Plan • Checklist • Appointment • Be neutral • Listen • Seek a diverse view

  8. Interview Questions

  9. Questionnaires • More cost-effective than interviews • Choosing respondents • Should be representative of all users • Types of samples • Convenient • Random sample • Purposeful sample • Stratified sample

  10. Questionnaires • Design • Mostly closed-ended questions • Can be administered over the phone or in person • Can be paper or electronic

  11. Direct Observation • Serves as a good method to supplement interviews • Often difficult to obtain unbiased data • People often work differently when being observed • Can observe only a limited amount of time, people and sites

  12. Analyzing Documents • Types of information to be discovered: • Problems with existing system • Opportunity to meet new need • Organizational direction • Names of key individuals • Values of organization • Special information processing circumstances • Rules for processing data

  13. The Appropriate Technique?

  14. Modern Methods for Determining Requirements • Joint Application Design (JAD) • Brings together key users, managers and systems analysts • Purpose: collect system requirements simultaneously from key people • Conducted off-site • Prototyping • Repetitive process • Rudimentary version of system is built • Replaces or augments SDLC • Goal: to develop concrete specifications for ultimate system

  15. Joint Application Design (JAD) • Participants • Session Leader (Facilitator) • Users & Managers • Sponsor • Systems Analysts & IS Staff • Scribe • End Result • Documentation detailing existing system • Features of proposed system

  16. Prototyping • Quickly converts requirements to working version of system • Once the user sees requirements converted to system, will ask for modifications or will generate additional requests • Most useful when: • User requests are not clear • Few users are involved in the system • Designs are complex and require concrete form • History of communication problems between analysts and users • Tools are readily available to build prototype

  17. Prototyping • Drawbacks • Tendency to avoid formal documentation • Difficult to adapt to more general user audience • Sharing data with other systems is often not considered • Systems Development Life Cycle (SDLC) checks are often bypassed

  18. Radical Methods for Determining Requirements • Business Process Reengineering • Search for and implementation of radical change in business processes to achieve breakthrough improvements in products and services

  19. Analysis Strategies • Business Process Automation • Business Process Improvement • Business Process Re-engineering

  20. BPR Goals • Reorganize complete flow of data in major sections of an organization • Eliminate unnecessary steps • Combine steps • Become more responsive to future change

  21. Business Process Reengineering • Identification of processes to reengineer • Identify key business processes • Set of activities designed to produce specific output for a particular customer or market • Focused on customers and outcome • Same techniques are used as were used for requirements determination • Identify specific activities that can be improved through BPR

  22. Business Process Reengineering • To identify activities that can be improved through BPR ask: • How important is the activity to delivering an outcome? • How feasible is changing the activity? • How dysfunctional is the activity?

  23. Disruptive Technologies

  24. Results of Requirements Determination • Structured according to three views of the information system: • Process • Data flow diagrams • Logic • Structured English & Decision tables • Data • Data modeling

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