Learn about problem/opportunity and determine if it is feasible to
proceed with SDLC
Phase 2: Systems Analysis
Learn how the current system works
Determine and document fully how the system could work better
Develop a logical model of the new system
Make recommendations to management
Overview of the Systems Analysis Phase
Systems analysis phase tasks
Determine the facts (Chap. 3)
Analyze the facts (Chap. 4)
Make a decision (Chap. 5)
Objectives
List and describe the types of system requirements that must be identified
during systems analysis
Explain when and how to use fact-finding techniques, including interviews,
documentation review, observation, questionnaires, sampling, and research
Describe how to conduct a successful interview
Set up effective documentation methods to use during systems development
Describe alternative systems development approaches, including joint
application development (JAD), rapid application development (RAD), and
object-oriented systems development
The Challenge of Systems Analysis
Requirements determination questions
Who does it? Why?
What is done? Why?
Where is it done? Why?
When is it done? Why
How is it done? Why?
Requirements analysis questions
Who should do it?
What should be done?
Where should it be done?
When should it be done?
How should it be done?
Systems Requirements
Characteristics or features that must be included to satisfy business
requirements
Outputs
Inputs
Processes
Timing
Controls
Volumes, sizes, and frequencies
Fact-finding techniques
Interviewing
Documentation review
Observation
Questionnaires
Sampling
Research
Interviews
Determine the people to interview
Establish objectives for the interview
Prepare for the interview
Conduct the interview
Document the interview
Evaluate the interview
Unsuccessful interviews
Determine the people to interview
Select the right people
Consider informal structures
Establish objectives for the interview
Determine the areas to be discussed
List the facts you want to gather
Solicit ideas, suggestions, and opinions
Keep questions consistent
Prepare for the interview
Schedule a specific day, time, and place
Place a reminder call
Send a memo to managers
Create a list of questions
Use a variety of questions
Open-ended questions
Closed-ended questions
Range of responses questions
Send confirmation memo to interviewee
Conduct the interview
Introduce yourself
Describe the project
Explain your objectives
Ask questions in order
Summarize the main points
Explain the next course of action
Listen carefully - practice engaged listening
Document the interview
Keep note-taking to a minimum
Record the information quickly
Allow time between interviews
Thank the interviewee with a memo
Note the date, time, location, and purpose
Review the main points discussed
Evaluate the interview
Identify possible biases
Determine whether interviewees have necessary knowledge or experience
Unsuccessful interviews
Not all interviews are successful
Find a way to conclude an unsuccessful meeting
Consider alternatives
TRADEOFFS
What is the best location for the interview?
Interviewee’s office
Makes the interviewee more comfortable
Easier access to supporting material
Neutral location
Fewer interruptions
Advise interviewee to bring necessary items
Organizational Level - does it make a difference?
Tape recorders: pros and cons
Can be an effective tool
If people feel threatened
Discuss in advance
Reassure the interviewee
Turn off tape when indicated
Must use this technique carefully
You might rely too much on the recorder
Extra time needed to listen to taped material
A KEY QUESTION
Should an analyst interview several people at the same time?
One person may dominate the conversation
Beware of personality or organizational clashes
May stimulate discussion; bring out overlooked information
Usually helpful when number of people is small (LT 5), from different
areas, and at the same organizational level
May be beneficial at beginning and end of information gathering phase
Other Fact-Finding Techniques
Document review
Review existing system documentation
Obtain copies of actual forms, documents, and reports
Review blank copies of forms
Review samples of completed forms
Review software documentation
Review user policies and procedures
Observation
Ask questions about present system operation
Observe all steps in the processing cycle
Examine each form, record, and report
Consider each person working with the system
Talk to people who receive current reports
Consider the Hawthorne Effect
Write it up (internal memo)
Questionnaires
Brief and user-friendly
Clear instructions
Questions in logical order
Simple wording to avoid misunderstanding
Avoid leading questions
Open-ending questions are difficult to tabulate
Limit questions raising concern/negative issues
Section for general comments
Test the questionnaire in advance
Sampling work and work products
Collect examples of actual documents
Sampling techniques
Systematic sample
Stratified sample
Random sample
Graphics
Display fact-finding results graphically
Graphical format can highlight quality control problems/causes
Histogram is common tool to display questionnaire or sampling results
Research
Journals, periodicals, books
Internet sites
Hardware and software vendors
Independent firms that provide information
Newsgroups
Professional meetings, seminars, discussions
Site visits to observe a system in use
TRADEOFF
Interviews
Work best with small number of people
More personal and familiar than questionnaires
People talk more freely in person
Interviewers can react immediately
Participation can be a human relations plus
Costly and time-consuming
Questionnaires
Work best with large groups
Many people have opportunity for input
More convenient for recipients
Anonymous responses might be more candid
Questions must be designed carefully
Some recipients view questionnaires as intrusive, time-consuming, and
impersonal
Recording the Facts
Keeping accurate records is essential
Basic rule: write it down
Guidelines for good documentation
Record information as soon as possible
Use the simplest recording method
Ensure that your work is understandable
Organize your documentation material
Consider a narrative list with simple statements
Software tools
Word processing
Spreadsheets
Database
Presentation graphics
Personal or desktop information managers
Other Systems Development Techniques
Structured analysis and design is the most common method
Other techniques are available
Joint application development (JAD)
Rapid application development (RAD)
Object-oriented (O-O) systems development
Joint application development (JAD)
Task force of users, managers, and IS staff
Objectives
Gather information
Discuss business needs
Define the new system requirements
Methods
Team usually meets at specific location
Team has project leader and recorder(s)
Key users participate in intense development effort
JAD can be costly, but highly effective
Rapid application development (RAD)
Team method similar to JAD, but goes further
RAD phases resemble a mini-SDLC
Requirements planning, user design, construction, and cutover
RAD involves a continuous design process
Team can react quickly
Final objective is a functioning system
RAD can be faster and less costly, but stresses system mechanics rather
than strategic needs
Object-oriented (O-O) systems development
Object-based model
Objects and their attributes are abstract entities
Classes and subclasses
Name
Title
Company
Address
E-mail
Phone
Notice: These notes are intended to be a supplement, not a substitute, to
attending class.
