imat1906 systems development lecture week 6: systems analysis (1) : feasibility
TRANSCRIPT
Today’s Agenda
IMAT 1906 Lecture Week 6 (c) De Montfort University 2010-112
Recap what is system development Understand business problem Fact-finding techniques Feasibility study
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Recap: what is system development Inception:
Looks at a business problem Elaboration:
Analyses problem Designs solution and computer system to support
business area Construction:
Develops and tests computer system Transition:
Implements computer system Helps business area to build new system into work
practices IMAT 1906 Lecture Week 6 (c) De Montfort
University 2010-11
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Context So far in this module we have
Looked at a scenario: the second hand bookshop Evaluated an existing system: Student 2 Student Seen ways of documenting the scenario and system
Rich picture Mind map Use case diagram and description
Now we go on to Consider a system that does not yet exist Rather than one single scenario, we will use many
little ones over the next few weeks, to illustrate different parts of development process
IMAT 1906 Lecture Week 6 (c) De Montfort University 2010-11
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Business problem
IMAT 1906 Lecture Week 6 (c) De Montfort University 2010-11
System development starts with recognition of business problem, for example New function required for existing system New business process needs a computer system
to support it Leads to system request and business case
Outline of business problem Request made to IT director, chief analyst, IT
department manager, system developer – as relevant in the organisation
Usually a formal document of some kind Often includes business case giving reason
investment needed, costs, benefits
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Understanding business problem
IMAT 1906 Lecture Week 6 (c) De Montfort University 2010-11
Analyst or developer starts by understanding business problem
Builds a rich picture to show what the business problem is and its context, how it fits in the organisation
We have seen how to do rich pictures How to find out what goes into the picture?
Work with the business people who know their areas
User involvement and teamwork Analysts and users need to work together as a
project team Communication and interpersonal skills
Need to find out the facts....
Where are we on agenda
IMAT 1906 Lecture Week 6 (c) De Montfort University 2010-117
Recap what is system development Understand business problem Fact-finding techniques Feasibility study
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Factfinding for overall understanding
IMAT 1906 Lecture Week 6 (c) De Montfort University 2010-11
Factfinding is done at two major stages of system development Overall understanding, for feasibility study Detailed understanding, for requirements
specification For overall understanding, need to talk to
people Main techniques are
Interviews Workshops
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Interviews (1) - preparation
IMAT 1906 Lecture Week 6 (c) De Montfort University 2010-11
Interviews for overall understanding Talking to senior people, often managers Focus on what happens and why rather than on
how or when How to prepare for an interview
Decide what you want to find out Work out questions to find out those things Identify who to talk to (interviewees) Arrange meetings and invite interviewees List the questions and any follow-up questions Prepare for taking notes, either yourself or a scribe
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Interviews (2) - questions
IMAT 1906 Lecture Week 6 (c) De Montfort University 2010-11
Open questions Have open-ended answers Allow person to develop ideas For example
“what do you think....” “can you tell me about....”
Often lead to follow-up questions to find out more about something they’ve said
Closed questions Have short or yes/no answers Good to confirm facts For example
“do you work in Accounts Department” “how long have you worked in this role”
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Interviews (3) - conducting
IMAT 1906 Lecture Week 6 (c) De Montfort University 2010-11
Remind yourself of the questions Introduce yourself, put the person at ease, confirm
they understand the purpose of the interview, confirm how long it will take or any other time constraints
Ask the questions in a natural manner Allow the person time to think and respond Ask follow-up questions as they arise Summarise what you’ve heard about a topic
before moving on to a new topic Make notes as you go along, as unobtrusively as
possible Keep an eye on the time May not follow all of your interview plan but that’s
fine
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Interviews (3a) - conducting
IMAT 1906 Lecture Week 6 (c) De Montfort University 2010-11
5 minutes before end, summarise what you’ve heard
Close the interview: Thank them for their time and thoughts Confirm any actions you have agreed
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Interviews (4) – afterwards
IMAT 1906 Lecture Week 6 (c) De Montfort University 2010-11
Follow-up activities: write up your interview notes send a copy to the interviewee inviting them to
confirm your understanding of what they’ve said incorporate their comments in your notes
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Workshops for overall understanding
IMAT 1906 Lecture Week 6 (c) De Montfort University 2010-11
Sometimes possible to get several senior people together at once
Preparation similar to interview preparation except More people to invite and coordinate availability Larger meeting room to arrange Need flipchart paper and pens to collect
discussion notes Still need to think about purpose of
workshop and prepare questions or topics for discussion
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Workshops (1) - conducting
IMAT 1906 Lecture Week 6 (c) De Montfort University 2010-11
Remind yourself of the questions and topics Welcome participants, thank them for their time, confirm
how long it will take or any other time constraints State purpose of workshop for example to understand
need for new system and likely scope State what you hope to get out of it for example
understanding the business problem Ask the questions or introduce each topic for discussion Make notes of the main points and agreed conclusions
On flipcharts so all can see and refer back to during workshop Summarise what you’ve heard about a topic before
moving on to a new topic
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Workshops (1a) - conducting
IMAT 1906 Lecture Week 6 (c) De Montfort University 2010-11
Keep an eye on the time May not follow all of your workshop plan but that’s
fine 5 minutes before end, summarise what has been
agreed Close the workshop:
Thank everyone for their time and thoughts Confirm any actions that have been agreed
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Workshops (2) – follow-up
IMAT 1906 Lecture Week 6 (c) De Montfort University 2010-11
Similar activities to interview follow-up: Write up the notes from the flipcharts and any
other notes Send a copy to participants inviting them to
confirm your understanding of what emerged from the discussions
Incorporate their comments in your notes
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Rich Picture
IMAT 1906 Lecture Week 6 (c) De Montfort University 2010-11
Using the information found by interviews and/or workshop
Identify main players or users Identify main processes Identify main things used or exchanged by
players Draw a rich picture Include any conflicts or potential hotspots
identified in the fact-finding Share the rich picture with people you talked
to, to confirm you’ve understood it right
Where are we on agenda
IMAT 1906 Lecture Week 6 (c) De Montfort University 2010-1119
Recap what is system development Understand business problem Fact-finding techniques Feasibility study
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Feasibility study
IMAT 1906 Lecture Week 6 (c) De Montfort University 2010-11
Purpose of feasibility study is to confirm whether the system development project Is feasible, ie can be developed with reasonable chance of
success Is worth going ahead with, ie will give reasonable return on
investment or will give required business improvement Study is usually done in short timescale and is not a
full analysis of the business problem Result of a feasibility study is a feasibility report
Usually presented in hard copy and also delivered in a presentation to senior management
Allows senior management to decide business priorities and whether to go ahead with the system development or not
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Feasibility types
IMAT 1906 Lecture Week 6 (c) De Montfort University 2010-11
Technical feasibility – are there technical reasons not to develop the system
Operational or business feasibility – are there operational business reasons not to develop the system
Economic or financial feasibility – are there financial reasons not to develop the system
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Technical feasibility
IMAT 1906 Lecture Week 6 (c) De Montfort University 2010-11
Looks at technical resources needed to develop or purchase, install and operate the system
Compares likely performance against technical criteria
May investigate several different options for development, comparing costs and benefits
Concerned with configuration of components rather than precisely which makes or versions of hardware and software
Questions to be asked: Are the necessary hardware, software, network
components available Is the necessary technical expertise available
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Operational or business feasibility
IMAT 1906 Lecture Week 6 (c) De Montfort University 2010-11
Looks at human, organisational and business aspects needed for system to be successful
Compares likely performance against business and organisational criteria
Unlikely to prevent development but may inform system requirements
Questions to be asked: Will users have difficulty with proposed system Will system provide expected benefits Will new system bring changes to existing job roles What new skills will be required Is the proposed system supported by senior
management and is there a firm timetable
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Economic feasibility
IMAT 1906 Lecture Week 6 (c) De Montfort University 2010-11
Looks for a financial return that outweighs the costs of development
Compares likely financial benefits with expected costs
Likely to be used to prioritise proposed developments or to select different options for a development
Questions to be asked: What are the tangible (measurable) financial benefits What is the cost of developing the system What is the cost of not developing the system ie making
do with current process What are the intangible (hard to measure) benefits
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Feasibility report
IMAT 1906 Lecture Week 6 (c) De Montfort University 2010-11
Report sets out how the feasibility was investigated and what the conclusions are
Presented to senior management Decision makers need to balance three types
of feasibility and not ignore any one of them Development project can be:
Technically sound but too expensive to be economically feasible
Operationally supportive but expensive to develop Financially viable – typically one option will give a
better financial return while compromising the technical or operational suitability
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For further reference....
IMAT 1906 Lecture Week 6 (c) De Montfort University 2010-11
Fact-finding techniques: Skidmore & Eva chapter 5 Shelly & Rosenblatt pp 155-166 Cadle et al pp 26-39
Feasibility: Skidmore & Eva chapter 4 Shelly & Rosenblatt pp 63-66, 75
Note that Shelly & Rosenblatt also mention Schedule Feasibility, which other authors include in Operational or Business Feasibility
Cadle et al pp 128-131, 133-146
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Summary
IMAT 1906 Lecture Week 6 (c) De Montfort University 2010-11
System development starts with identified business problem
Initial investigation using fact-finding techniques for overall understanding of business problem
Use findings to clarify understanding and begin feasibility study
Investigate three types of feasibility Feasibility report for management to
support decision to go ahead with system development