Requirement Elicitation and Analysis

Analysis and Design of Information
Systems
Analisis dan Perancangan Sistem Informasi (APSI)
Code: KI141320
Semester: 5
credit semester: 3
APSI Teaching Team
Outline
Last
week
Review of last weeks class

Discussion on last weeks assignment
Requirement mapping example
Today
Requirement Elicitation Techniques
Requirement Analysis Strategies
Requirement Elicitation
to elicit:
draw forth or bring out
Call for or draw out
Requirement elicitation:
active effort to extract information from stakeholders and
subject matter experts
Like Archeology:
Planned and deliberate
search
More proactive less
reactive
Source: http://ngm.nationalgeographic.com/2012/01/nata-chiefs/img/04-archaeologists-uncover-el-cano-670.jpg
Techniques
Techniques
Brainstormin
g
Interview
Observation
Survey /
Questionnaire
Document
Analysis
Prototyping
Interface
Analysis
Process
Modeling
Focus Group
Joint
Application
Design
1. Brainstorming
Produce numerous idea
Can be fun, productive
and motivating
keep
discussio
n in track
Set time limit

Make it visual
Appoint a facilitator
Ideal group size 6-8 people
Establish ground
rule
evaluation criteria for ideas

do not allow criticism
Limit discussion and
evaluation
At the end: use criteria to evaluate ideas
2. Interview
Select people to interview & create a schedule
Design interview questions

(Open-ended, closed-ended, & probing types of
questions)
Prepare for the interview
(Unstructured vs. structured interview organized in a
logical order)
Conduct the interview
(Top-down vs. bottom-up)
Follow-up after the interview
9
Type
2. Interview ( Question Types)

Description
Example
Closed-ended To confirm and

question
validate information
How many telephone orders are received per day?

How do customers place order?
What information is missing from the monthly sales
report?
Open-ended
question
To find information
and gaps
What do you think about the current system?

What are some problems you face on daily basis?
What are some of the improvements youd like to see
in a new system?
Probing
question
To dig much deeper,

Follow-up question
when we do not fully
understand a
response
Why?
Can you give me an example?
Can you explain that in a bit more detail?
10
2. Interview: Interviewing Strategies
High level:
Very general
Medium-level:
Moderately specific
Low-level:
Very specific
How
can order
processing be
improved?
Top-Down
How can we reduce the

number of times that customers
return ordered items?
How can we reduce the number of
errors in order processing (e.g., shipping
the wrong products)?
Bottom-Up
11
2. Interview: Follow up after interview

Prepare notes
send to the
interviewee for
verification
12
3. Observation
Study a stakeholder's work
environment
Good when
documenting
current or
changing
processes
Passive/Invisi
ble
observer does
not ask
questions
takes notes
generally
stays out of
the way
May be disruptive
May be time consuming
May not observe all possible scenarios

Be careful not to ignore periodic activities
(weekly, monthly, annually)
Active/Visibl
e
dialog with
the user while
they are
performing
their work
13
Efficiently
elicit
information
from many
people
4. Survey / Questionnaire
Have a purpose
Appropriate audience
Establish a timeframe
Clear and concise questions
Focus on business objective
Support with follow-up interviews
Closed ended
questions
Range of possible responses is very well

understood
Easier to analyze
Open ended
questions
Extra detail when the range of response

is not well understood
Harder to analyze and quantify
Use selectively
14
4. Survey / Questionnaire: Steps

Select the participants
Identify the
population
Use
representative
samples for large
populations
Designing the
questionnaire
Careful question
selection
Remove
ambiguities
Administering the
questionnaire
Working to get
good response
rate
Offer an incentive
(e.g., a free pen)
Questionnaire follow-up
Send results to
participants
Send a thank-you
15
4. Survey / Questionnaire: Good

Questionnaire design
Begin with non-threatening and interesting questions
Group items into logically coherent sections
No important items at the very end
Do not crowd a page with too many items
Avoid abbreviations
Avoid biased or suggestive items or terms
Number questions to avoid confusion
5. Document Analysis
16
Elicit information from existing

documentation (as-is system)
Helpful when subject matter experts are
not available or no longer with the
organization
Use relevant documentation to study and
understand relevant details
Forms | Reports | Policy manuals
business
business
plans
plans
project
project
charters
charters
business
business rules
rules
Contracts
Contracts
Statements
Statements of
of
work
work
Memos
Memos
Emails
Emails
training
training
materials,
materials, etc
etc
To
do !!
Look for user additions to

forms
Look for unused form
elements
17
5. Document
Analysis: Example
Look for user additions to
forms
Look for unused form
elements
18
6. Prototyping
Visually
represent
the user
interface
Good validation
measure
Great for
interaction
Supports visual
learners
Focus on the whole

solution or just a
specific area
Great for validating
requirements and
uncovering gaps
Be careful: can take lots of
time if stuck in the hows
instead of the whats
19
7. Interface Analysis
An interface is a shared boundary between two components.
Most systems require connections with other applications, hardware and peripheral
devices to function properly
Interface types:
user
Interfaces
to and from
external
applications
determining
determining requirements
requirements for
for interoperability
interoperability
to and from
external
hardware/gadget
Interface analysis helps in:
discovering
discovering the
the requirements
requirements needed
needed to
to integrate
integrate software
software into
into its
its new
new
environment
environment
how human beings interact with the system
how applications link to other applications
how hardware links to applications
requirements that define:
20
8. Process Modeling
Understand work with multiple steps,
roles, or departments
Initiated by an event
Activities to include
Manual
Automated
Combination of both
Visual nature may help some people
Can become complex and unwieldy

if not structured carefully.
Complex processes should be broken into
their components to aid in understanding
21
9. Focus Group
Elicit information from a select group via a
moderator
Very formal process
More structured
Usually has 6-12 attendees
Requires a skilled moderator

Promotes discussion
Asks open questions
Engages all members
Remains neutral
Saves time and cost from not conducting

many individual interviews
22
10. Joint Application Design

a.k.a Joint Application Development
Joint user-analyst meeting hosted by a facilitator
10 to 20 users
1 to 2 scribes as needed to record the session
Usually in a specially prepared room
Meetings can be held electronically and anonymously
Reduces problems in group settings
Can be held remotely
Sessions require careful planning to be successful
Users may need to bring documents or user manuals
Ground rules should be established
23
10. JAD
involves the system owner and end users
a succession of collaborative workshops called JAD sessions.
Session activities may include:
Task briefing. Provide a clear statement of what the session is to achieve
Problem analysis. Reach a complete understanding of the problem
Product description. Describe the external behaviour of the target system from the user's
point of view
Evaluation. Establish if the requirements are complete correct, consistent and implementable
Summary. Summarise the requirements discovered
The JAD approach leads to shorter development life cycles and greater client
satisfaction because it draws users and information systems analysts together to
jointly design systems in facilitated group sessions.
24
Techniques Comparison
25
Requirement Analysis
Strategies
26
Requirements Analysis
Strategies
Business Process Automation (BPA)
Least amount of change to the current system
Use computer technology to automate some portions
Business Process Improvement (BPI)
Moderate amount of change is required
Designed to improve efficiency of the current system
Business Process Reengineering (BPR)
Most amount of changea complete makeover
Focus is on the to-be systemlittle time spent on the current system
27
Requirement Analysis Strategies
Problem
Analysis
Root Cause
Analysis
Duration
Analysis
ActivityBased
Costing
Informal
Benchmarkin
g
Outcome
Analysis
Technology
Analysis
Activity
Elimination
28
Business Process Automation
Problem analysis
Ask users to identify problems with the current system
Ask users how they would solve these problems
Good for improving efficiency or ease-of-use
Root cause analysis
Focus is on the cause of a problem, not its solution
Create a prioritized list of problems
Try to determine their causes
Once the causes are known, solutions can be developed
29
Root
Cause
Analysis
Example
30
Business Process Improvement
Duration analysis
Determine the time required to complete each step in a business process
Compare this to the total time required for the entire process
Large differences suggest problems that might be solved by:

Integrating some steps together
Performing some steps simultaneously (in parallel)
Activity-based costing
same as duration analysis but applied to costs
Informal benchmarking
analyzes similar processes in other successful organizations
31
Business Process Reengineering
Establish maximum change: Out with the old and in with the new
Outcome analysis
Technology analysis
what does the customer want in the end?
apply new technologies to business processes & identify benefits
Activity elimination
eliminate each activity in a business process in a force-fit exercise

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Analysis and Design of Information

Review of last weeks class

Set time limit

evaluation criteria for ideas

At the end: use criteria to evaluate ideas

Select people to interview & create a schedule

Design interview questions

Follow-up after the interview

2. Interview ( Question Types)

Closed-ended To confirm and

How many telephone orders are received per day?

What do you think about the current system?

To dig much deeper,

2. Interview: Interviewing Strategies

How can we reduce the

2. Interview: Follow up after interview

May be time consuming

May not observe all possible scenarios

Range of possible responses is very well

Extra detail when the range of response

4. Survey / Questionnaire: Steps

4. Survey / Questionnaire: Good

Elicit information from existing

Look for user additions to

Focus on the whole

Interface analysis helps in:

requirements that define:

Can become complex and unwieldy

Requires a skilled moderator

Saves time and cost from not conducting

10. Joint Application Design

Joint user-analyst meeting hosted by a facilitator

1 to 2 scribes as needed to record the session

Usually in a specially prepared room

Meetings can be held electronically and anonymously

Reduces problems in group settings

Can be held remotely

Sessions require careful planning to be successful

Users may need to bring documents or user manuals

Ground rules should be established

involves the system owner and end users

a succession of collaborative workshops called JAD sessions.

Session activities may include:

Task briefing. Provide a clear statement of what the session is to achieve

Problem analysis. Reach a complete understanding of the problem

Summary. Summarise the requirements discovered

Business Process Automation (BPA)

Least amount of change to the current system

Use computer technology to automate some portions

Business Process Improvement (BPI)

Moderate amount of change is required

Designed to improve efficiency of the current system

Business Process Reengineering (BPR)

Most amount of changea complete makeover

Focus is on the to-be systemlittle time spent on the current system

Requirement Analysis Strategies

Business Process Automation

Ask users to identify problems with the current system