Chapter 3

Question--Give an example of a closed-ended question, an open-ended question, and a probing question. When would each type question be used?

Closed-ended questions are used when the interviewer is looking for specific, precise information. Open-ended questions are used to gather a broader, 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 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.

Question--Why is document analysis useful? What insights into the organization can it provide

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.

Question--Compare and contrast duration analysis and activity-based costing. What role do these activities play as analysis strategies?

Duration analysis requires a detailed examination of the amount of time it takes to perform each process in the as-is system, while activity-based analysis examines the cost of each major process or step in the as-is system. Recalling the triangle with the corners of functionality, time, and money, one can draw a conclusion that utilizing these two analysis tools is beneficial to the strategies employed.

Question--Describe a strategy for using the various requirements elicitation techniques is a project.

Interviews and JAD sessions are the most productive information gathering methods; however, these techniques require the most skilled analysts to conduct The different requirements elicitation 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 requirements 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.

Question-- What are the key elements of a system proposal?

Key elements of a System Proposal include: (DURRPW) Data Models Use Cases Requirements definition Revised feasibility analysis Process Models Work Plan

Question--Compare and contrast outcome analysis, technology analysis, and activity elimination. What general contribution do these strategies play in determining requirements?

Outcome analysis focuses on understanding the fundamental outcomes that provide value to customers. Technology analysis starts by having the analysts and managers develop a list of important and interesting technologies. Activity elimination is just that, the analysts and managers work together to identify how the organization could eliminate each and every activity in the business process. There is common ground among these strategies, as a new technology could eliminate an activity and increase business value to the customer. These strategies focus on users (outcome analysis), functional needs (technology analysis), and what the business needs (activity elimination).

Question--Discuss root cause analysis as an analysis strategy. What are the strengths and limitations of this technique?

Root cause analysis focuses on problems first rather than solutions. A list of problems with the current system is generated. The list is prioritized and then rather than look for solutions the analyst generates a list of all possible root causes for the problem. Ultimately the process reveals the true root cause or causes of the problem and the right solution can be designed. Root cause analysis allows the analysts to not jump to conclusions about a solution to a problem without gaining a deep understanding of what the root problem is. A limitation of this strategy is that the organization has to allow sufficient time for the process to work well.

Question--Discuss the appropriate way to set up and conduct interviews to elicit requirements.

The five major steps to conducting interviews are: • 1]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. • 2]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. 3] 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. •4]Conduct the interview - establish rapport with the interviewee; explain purpose of interview; ask interview questions; record information from interviewee. 5]Prepare post-interview report - summarize the interview in an interview report The most commonly used requirement elicitation technique is interviews. People at different levels of the organization will have different viewpoints on the system, so it is important to include both management and staff to gain high-level and low-level perspectives. When the interview process is conducted the first goal is to build rapport with the interviewee so that he or she trusts you and is willing to tell you the whole truth. The interviewer needs to be unbiased and independent seeker of information. The interview should start with an explanation of why the interviewee and interviewer are there and why they were chosen. It is critical that all information be accurately recorded. The best approach is to take careful notes, write down everything the interviewee says, regardless of relevancy. The information may prove to be relevant at a later time, remember, be unbiased. As the interview draws to a close make sure that there is time available for the interviewee to ask questions or provide information that they think is important but perhaps had not been covered in the interview.

Question--Discuss problem analysis as an analysis strategy. What are the strengths and limitations of this technique

The most straightforward (and possibly most used) strategy for analysis is problem analysis. The biggest strength of problem analysis is that the users and managers are personally involved in the process of identifying problems with the as-is system and then to offer suggestions on how to solve the problems for the to-be system. A common limitation of this strategy is that it tends to solve problems rather than capitalize on opportunities. Improvements tend to be small but do increase system efficiencies. On the negative side they seldom increase business value.

Question--What is the meaning of analysis? What is the purpose of the analysis phase of the SDLC?

The term analysis can be defined as: breaking a whole into its parts with the intent of understanding the parts' nature, function, and interrelationships. The analysis phase takes the general ideas in the system request and refines them into a detailed understanding of what the new system needs to do.

Question--What are the three basic steps of the analysis process? Is each step performed in every project? Why or why not

[1] Understand the as-is system - study the existing system and processes and understand the strengths and weaknesses. 2] Identify improvement opportunities - look for the specific things that need to change. [3] Develop a system concept - create one or more target conceptualizations for the to-be system, including an outline of features and models of its basic design. The first step is sometimes skipped or done in a cursory fashion. This is because there may not be an existing system to study, the existing system may be irrelevant to the new system, or the methodology in use (particularly RAD and Agile Development) does not emphasize the existing system at all