One traditional way of determining system requirements during analysis
is interviewing. This involves talking to with users about current or
potential systems to establish needs. These interviews can be done
individually or in a group setting. Conducting interviews in a group
setting may allow you to see requirements from multiple sides at once,
since users can agree/disagree with each other in a group setting in
real time. A contemporary technique is prototyping. Prototyping can be
used to gather user requirements and present them a working system
prototype. This can allow users to test the sample system and analysts
can then adjust the prototype to properly fit the user’s needs .A
radical method of determining system requirements is business process
reengineering (BPR). BPR is the search for and implementation of radical
changes. BPR can provide radical improvements in speed, quality, and
customer satisfaction. Which method of analysis to use to determine
system requirements can depend on the project size or complexity, or
the customers personal preferences. A traditional technique for the
determination of systems requirements during analysis is interviewing. When
an interview is conducted, a researcher or analyst is helped to collect
information from interviewees regarding the information systems needs of
the users. This method is useful when detailed insight into the system
requirements is needed. A drawback of the interviewing technique is
that it is time-consuming and can increase the duration of the
information systems project. It can be used when the needs of the
users might vary. A contemporary technique for determining systems
requirements during analysis is called prototyping. The prototyping method
can be used for capturing user requirements and then presenting them
as a working system prototype. It is most useful when users need to
get involved in the design process and ascertain whether it is aligned
with their needs or not . A drawback of the technique is the
absence of a methodical process. It is possible to ascertain whether to
use the technique or not if users find it difficult to specify their
exact requirements. Process modelling is a radical technique for determining
systems requirements during analysis. It involves a graphical representation
of the process, which can be used to get better clarity into system
needs .A drawback of the technique is the risk relating to excess
analysis. The decision to use the technique depends on the need to
understand the existing system. One traditional way of gathering and
documenting requirements is through a use case. A use case is textual
description of a user (an actor) using or interacting with a system.
We establish a goal -- what the user wishes to accomplish and write
out the steps (scenario) in which the user will perform actions to
accomplish the goal. We can also document pre-conditions and post-
conditions, which describe what must happen before the scenario can
begin and the conditions that follow upon the scenario completing. This
is a time-tested means for requirements as old as system development
itself. Every organization will need to determine what kind of techniques
are best suited for them. In order to pick the approbate techniques
for their new system projects, they need to factor in their key
characteristics and values that must meet with the techniques. These
techniques have their advantages and disadvantages when it comes to
selecting. The advantage of using the traditional techniques is that it
gives a structured approach to development of the project. which means
it will lay out the steps in order and meet all the requirements and
all the stakeholders are involved. Most organizations are familiar with
these techniques so they can utilize more effectively and in a controlled
manner. Once an organization have a clear understanding of problem
and the requirements will be the most beneficial technique to employ.
And of course, this might take more time and lots of documentation
which can be helpful for future references. The advantage of contemporary
technique is that is user cantered focused which means this will put
a strong emphasize on user requirements and their needs. With these
techniques it also fosters more collaboration between users, stakeholders
and other teams to meet all the requirements. This technique can adapt
to any situations by quickly develop prototypes and test any issues in
which they get feedback. The Radical technique is faster way for
determine the requirements with new innovation and experiments. With
this approach developers can come up with quick solutions and get
quick feedback to reduce time and cost. This technique is also
emphasized on user involvement which can create effect solutions. Based
on all these techniques, I would use traditional if I know what my
problem is and I have the solution that will solve everything. This
type of method is for organizations that needs more faster functional
requirements to meet their functional requirement. For contemporary
techniques is for organizations that are more user orient system. Their
goals is how to improve the user interface for better system. The
radical techniques is much faster approach in my opinion because it
allows the organization to get a quick feedback in order to improve
the system for real world. By using this method, organizations can
solve problems during the development and improve based on the
feedback. All these techniques work great in right situations depending
on the organizations goals and values. A traditional way of gathering
information is by interviewing. It is a really common process analysts
use, but it is quite time consuming to interview large amounts of
people. Although time consuming, an advantage it is more tailored than
let's say a survey sent out to everyone. In the interview process,
other questions come up and more details are recorded. Interviews would
be recommended when the topic of the interview isn't so black and
white, but maybe has a lot of gray area. A contemporary method,
Joint Development Application (JAD), is a common business analysis
technique. JAD is a process that involves the client to design and
develop computer-based systems. Some advantages include lower risks,
better software with minimal errors, accelerated process and lower costs.
Some disadvantages could arise from different opinions and time issues.
JAD would be good to use when a client is looking for something
new and unique. Finally, Business process reengineering methodology, a
radical process, is defined as a process that takes areas important to
a customer and rethinks and redesigns to achieve a dramatic improvement.
This allows a business to focus on customer needs or whatever else
they deem important. It also can get rid of unnecessary activities.
Disadvantages can be that it isn't good for every business and other
department could end up suffering from the "improvements" in other
areas. One tradition way is for finding the system requirements is ask
someone that has ready done a similar project before. This is effective
and can save a lot of time. A more contemporary style would be
to ask AI or some other sort of learning system to do it for you.
This will eliminate human error. A more radical process would be get
a bunch of options and put them in a hat and choose from the
drawing of the hat. This obviously is the least recommend option. The
drawbacks of asking someone else is that their ideas may not be
exactly what you’re looking for and probably wouldn’t for the project.
The drawback of using AI is that although you wouldn’t have human
error, you would just take on computer error. Lastly, the hat idea
isn’t good because you would have to come up with the ideas first,
and then add them to the hat. I think the AI choice is the best
one. Modern times require modern solutions and thinking outside the
box seems to have been the best method for all human history.
Analysts use system requirements determination to understand current
problems and opportunities and what is needed and desired in future
systems. Typically, the current way of doing things greatly impacts the
new system. In some organizations, though, management seeks new ways
to perform everyday tasks. These ways may be radically different from
how things are done now, but the payoffs may be enormous: Fewer
people may be needed to do the same work; relationships with
customers may improve dramatically; and processes may become much
more efficient and effective, all of which can result in increased profits.
The overall process by which current methods are replaced with radically
new methods is referred to as business process reengineering (BPR). To
better understand BPR, consider the following analogy. Suppose you are
a successful European golfer who has tuned your game to fit the
style of golf courses and weather in Europe. You have learned how
to control the ball's flight in heavy winds, roll the ball on wide-open
greens, put on large and undulating greens, and aim at a target
without the aid of the landscaping common on North American courses.
However,BPR advocates suggest that radical increases in the quality of
business processes can be achieved through creatively applying information
technologies. BPR advocates also suggest that radical improvement cannot
be achieved by making minor changes in existing processes but by
using a clean sheet of paper and asking, "If we were a new
organization, how would we accomplish this activity?" Changing how
work is performed also changes how information is shared and stored,
which means that the results of many BPR efforts are the development
of information system maintenance requests or requests for system
replacement. Interviewing is one of the traditional ways analysts can
gather information about an IS project. The advantages are that an
interview is flexible, it can offer a better opportunity to evaluate the
validity of the information that is gathered, and it can be an effective
technique for eliciting information about a complex subject. Some
disadvantages are that it can have a long preparation time and take
a lot of time and money to conduct.Joint Development Application
(JAD), a contemporary method, is a very common technique in the
business analysis world. It brings system developers and users together
in a productive and creative environment through a structured approach
that involves discussion groups with the goal of obtaining requirements
and specifications. The advantages are that it allows you to resolve
difficulties simply and produce better, joint collaboration between the
company and clients lower risks, reduces costs and time needed for
project development, and has well-defined requirements to improve system
requirements. Some disadvantages are that different opinions within the
team can make it difficult and depending on the size of the project
it may require a large time commitment.Business process reengineering
methodology, a radical methodology, involves the radical redesign of core
business processes to achieve dramatic improvements in productivity, cycle
times, and quality. The advantages are that it gives an appropriate
focus to business as it revolves around customer needs, it helps in
building a strategic view of operational procedures by making radical
inquiries about how processes are improved and how things could be
done, it eliminates unnecessary activities and thereby helps in reducing
organizational complexity. Some disadvantages are that it doesn't suit every
business need as it depends on factors like size and availability of
resources, and in some cases, the efficiency of one department is
improved at the expense of the overall process. There are some pros
and cons when it comes to a traditional, contemporary, and radical
technique when determining systems requirements during analysis. For a
traditional approach, I think interviewing is great to collect data about
an information frameworks project. In the beginning stages in a project,
an interviewer would use a lot of time and effort talking to individuals
about their work. A disadvantage is that it would take a lot of time
and planning. However, interviewing can be an advantage because it is
an adaptable tool. It could be used to find key issues by looking
for opinions individuals like being met. This technique would be great
to use when you are looking for feedback and direct interaction with
an interviewee. A contemporary technique could be use is the Joint
Development Application (JAD). This is a typical method in business
examination environment. This brings clients and system developers together
in an organized methodology that includes discussion groups with the
objective to acquire necessities and determinations. A disadvantage is that
various beliefs inside the group make it hard to adjust objectives.
However, JAD permits you to resolve difficulties more simply and
produce better software. I would use this technique when the
organizational culture underpins joint critical thinking practices among
various degrees of employees.As for the radical technique, I would
consider the Business process re-engineering (BPR) methodology. An
advantage of this is that it gives proper concentration to a business
as it rotates around client needs. A disadvantage is that it does not
exactly suit each business need as it relies upon factors like size and
accessibility of assets. I would use this technique when companies need
to break the mold and turn the tables in order to accomplish ambitious
goals. There are several factors to consider for each IS project to
consider which technique(s) to employ during the determination of systems
requirements for the analysis phase. One may use a more traditional
approach such as interviewing everyone from the users on up to the
stakeholders to determine system requirements, but the drawback is the
time and need for interpersonal skills and organizational meetings. The
more contemporary approach is the e-JAD or electric joint application
development method in which the client and developers along with a
facilitator iron out the system requirements in a streamlined and organized
format. This does leave out room for add-on requirements in some
cases though. As a more radical route, there is the business process
reengineering method, however this tends to be better utilized by larger
enterprises as the cost of investment in the required IT and the ability
to withstand the length of time for the project to complete. While it
is more consumer-focused and overcomes some of the more shorter
sighted approaches, again, it's likely out of the scope of smaller
businesses. The week's lesson focuses on the analysis phase of the
Systems Development Life Cycle (SDLC). During the analysis phase,
determining the requirements of the system that is being developed is
integral to the success. The different techniques that can be used during
this phase include: traditional, contemporary, and radical. Traditional methods
include interviews, document analysis, and observations. Interviews can be
conducted using a top-down approach, which can be a more effective
when it comes to gathering information. Contemporary techniques are
based on a bottom-up approach and allow for more collaborative, for
example the Joint application development, or JAD, brings stakeholders
together in a group workshop setting to identify the system requirements.
The downside of this can be reluctance or resistance to change, as
well as lack of participation. Radical techniques allow the stakeholders
to be more directly involved in designing, via active participation. In
this way, stakeholders can confirm that the system is satisfactory. I
believe the approach an analyst decides to take will depend on the
system that needs to be designed. I do however, tend to lean more
towards the interview method, because it seems to offer more well-
rounded insight. On the traditional route, I would have to say that
observing workers is a good technique. It gets you to the ground
level where things really happen. As a supervisor at my job, there
have been plenty of times that something comes from home office and
is not feasible in real-world applications. A drawback would be they
do become kind of timid and may not come out with the best info
or work the old process correctly in front of you.
With the contemporary route, I feel that the joint application design
would be a good way to go. I feel placing all the key people in
an off-site location and having them brainstorm could bring out a lot
of good info and possibly get it all agreed upon at the same time.
It could also be a bad thing, in my experience having that many
higher-ups in the same place could turn into a tug-of-war situation IF
they do not understand they are working towards the same goal at
the start. It is also hard to try to schedule everyone at the same
time.
The last would be the radical route and to me, this one seems
as it is what the name implies. it would be fast-paced and you
may beat the time crunch but I feel there may be some missed
thongs that could cause some headaches if not seem early enough.
Traditional techniques involve gathering information from stakeholders, user
and SME’s to identify their needs and requirements. A traditional method
would be interviewing & listening but a few drawbacks are that its
time consuming and can be costly. Contemporary techniques include
methods like user stories, prototyping and design thinking which are
more flexible. I took a SAFe class and I think that would be a
good example of a contemporary technique. Especially the way a PI
increment planning session is conducted with everyone in on location
working off of visual aides like kanban boards. Radical techniques
involve a more deep immersion into users environment and understanding
the needs through observation. One that found very interesting was
Ethnographic research, which involves living and working with the user
population for extended periods of time to understand their values and
beliefs. It basically observing the users in their natural settings. A
drawback of this is that its also time consuming and can probably
become very expensive. This one was the most interesting and possibly
the most effective in my opinion. yy
Techniques for determining systems requirements during analyses:
• Traditional: interviewing and listening, questionnaires, direct observation.
• Contemporary: case tools, group support systems, joint application
design (JAD), prototyping.
• Radical: rapid application technique (RAD), object-oriented analysis,
business process reengineering (BPR), disruptive technologies.
Interviewing and Listening (traditional):
yy yy yy Advantages:
• A flexible tool.
• Provides a better opportunity to evaluate the validity of the
information gathered than that of a questionnaire.
• Easier to discover key issues by hearing opinions.
• Effective for gathering information on a complex topic.
Disadvantages:
• A long preparation time.
• Requires lots of time and money to conduct.
Recommended Use:
• Complex topics.
• Requires a lengthy explanation.
• Topic and/or questions are not clear to participants.
Joint Development Application (JAD) (contemporary):
yy yy Advantages:
• Collaboration lowers all risks.
• Close communication allows for faster progress.
• Reduces costs and time needed for project development.
Disadvantages:
• Differing opinions can make it difficult to align goals and maintain
focus.
• Can require a large time commitment.
Recommendation for Use:
• Organizational culture supports joint team problem-solving.
• Workflow allows for the absence of key personnel for days at
a time.
Business Process Reengineering (radical):
yy yy Advantages:
• Focuses on customer needs.
• Eliminates unnecessary activities.
• Overcomes short-sighted approaches.
Disadvantages:
• Usually only benefits large organizations.
• Does not provide immediate resolution.
• Can require substantial investment in IT.
Recommendation for Use:
• If the goal is to reduce costs and cycle times regardless of
job impact.
• Goal is to improve quality.
. One traditional technique for determining systems requirements during
analysis is the Structured Systems Analysis and Design Method (SSADM).
This technique is a waterfall methodology that involves breaking down
a system into smaller components to understand its requirements. It is
a well-established approach that can be useful when working with large,
complex systems. However, its rigidity can make it difficult to adapt
to changing requirements. A contemporary technique for determining systems
requirements is Agile development. This approach involves iterative
development and continuous feedback from stakeholders. It is useful when
dealing with uncertain or rapidly-changing requirements, but can be
challenging for larger, more complex systems that require a more
structured approach. A radical technique for determining systems
requirements is Design Thinking. This approach involves empathizing with
users, defining their needs, ideating possible solutions, prototyping, and
testing. It is useful when working with complex systems that require
a deep understanding of user needs. However, it can be time-consuming
and may not be appropriate for all types of systems. Each technique
has its own drawbacks. SSADM can be inflexible and slow to adapt
to changing requirements. Agile development can be challenging to manage
and may not be appropriate for all types of systems. Design Thinking
can be time-consuming and may not be feasible for all projects. To
decide which technique to use, it is important to consider the specific
requirements of the project and the stakeholders involved. Factors such
as project size, complexity, and timeline should also be taken into
account. Ultimately, the chosen technique should be one that aligns with
the project goals and can effectively meet the needs of stakeholders.
There are different ways to determine system requirements during the
analysis phase of SDLC. One traditional ways is the interview. You
can schedule interviews with people within the company that may have
information you need to determine system requirements. During the
interview you will ask closed ended questions (questions where you
need simple facts), open ended questions (questions that may require an
explanation or longer response), and probing questions (questions that
come up while the interviewee is talking to get more clarification).
After the interview the analysts will prepare an interview report. This
is a useful tool that sums up the information collected in the
interviews. Another information gathering technique is JAD (Joint
Application Development) this allows the project team, users, and
management o work together in creating the requirements of a system.
This technique could be beneficial having everyone conversing in one
room in a perfect world. However, there will be people who will
not take other people's opinions seriously and there will be those who
are afraid to speak up when people who out rank them are in the
room. JAD also offers a nontraditional way of determining requirements
called e-JAD. E-JAD uses software on a computer in the company's
network to allow ideas to be submitted anonymously. If I were the
analyst and had to choose I would choose e-JAD because people tend
to speak more freely when it's anonymous and it can also help free
you up from your own biased that may make you hear more of
what one person has to say over the other. A traditional technique
for determining system requirements is collecting information about the
current system and what is needed for improvements. For example, does
it need to be improved for currency or organization? The best way
is to talk to the directly or indirectly involved in different parts of
the organizations. The only downfall will be the time it would take
to interview each person about the concerns.
A contemporary technique would be the Joint Application Design to
collect system requirements from key people involved with the system
in one place. This process could take from 4 hours to a week. It
needs to be in a separate location from the company. It could get
costly.
A radical technique would be Business Process Reengineering, a process
where a current method is replaced with radically new ways. Not only
improving the business process but reorganizing the complete data flow
in significant sections by eliminating unnecessary steps. The disadvantages
of Business Process Reengineering are that the process is lengthy and
costly, and many companies need more patience and money to go that
route.
The technique I suggest is the Joint Application Design because it is
teamwork between the company and client and makes the process go
by faster. During system analysis, various techniques can be used to
determine the requirements of a system. Three common techniques are
traditional, contemporary, and radical approaches.The traditional approach to
determining system requirements involves gathering information through
questionnaires, interviews, and surveys. This technique relies on the
experience of stakeholders and experts in the field to identify system
requirements. The contemporary approach involves gathering requirements
through user observation and user feedback. This technique relies on
user experience and direct feedback to identify system requirements.
Finally, the radical approach involves challenging traditional assumptions
and questioning the status quo. This technique encourages creativity and
innovation in identifying system requirements.
Each technique has its strengths and weaknesses. The traditional approach
is useful when stakeholders have a clear idea of their needs, but it
can be limiting when it comes to discovering new or unexpected
requirements. The contemporary approach is useful when trying to identify
requirements that will improve the user experience, but it may not
capture the full scope of system requirements. The radical approach is
useful when there is a need to challenge existing assumptions and
think outside the box, but it can be difficult to implement and may
not be suitable for all types of projects.
When deciding which technique to use, it is important to consider the
project's goals, resources, and stakeholders. A project that requires quick
implementation may benefit from the traditional approach, while a project
with a focus on user experience may benefit from the contemporary
approach. A project that requires innovation and new ideas may benefit
from the radical approach. Ultimately, the chosen technique should align
with the project's goals and objectives. I think interviewing is most
useful when you hardly have any other way to gather information
about the functions of the business system.
Strengths:
Interviewee can respond freely and openly to questions.
Interviewee can be asked for more feedback.
Questions can be adapted or reworded for each individual.
Interviewee's nonverbal communication can be observed.
Drawbacks:
Very time-consuming, and therefore costly, fact-finding approach.
Success is highly dependent on the systems analyst's human relations
skills.
May be impractical due to the location of interviewees.
JAD Joint application development (Contemporary)
Joint Application Development is most likely the best option when you
are working on system that requires you to work as a team and
involve others.
Strengths:
Understand multiple perspectives at once.
Have user feedback while documentation is being made.
Drawbacks:
Facilitator required.
Can take valuable time from other work.
Coordination required and group issues arise.
Business Process Reengineering (Radical)
BPR should be used when the business system is no longer meeting
requirements or found to be inefficient.
Strengths:
Business performance, making processes more efficient boosting productivity,
and employee morale.
Motivation in employees, which then results in job satisfaction.
Drawbacks:
Costly Process.
Long-Term process.
Requires proper training.
How would I decide which technique to use:
I enjoy working with people. Due to the nature of work that I do,
I believe that involving others makes them feel as though their opinion
matters and that ideas should be challenged and voted on esp. when
money and time and so many things are a factor in creating a
successful process.
Therefore, JAD is probably the route I would go.
The first technique I will talk about is a traditional technique. This
technique is called Interviewing and listening. This technique requires one
to talk to users, mainly, individually and sometimes as a group to
discover their views about the current systems. It also involves preparing
an interview outline and guide before said interviews. This technique is
most useful when very few people are involved or when a more
personal method is needed. While there are are some advantages there
are also some disadvantages. Those being long preparation times and
the amount of time and money it takes to conduct each interview. yy
The second technique is a radical technique called business process
reengineering. This technique involves the extreme redesign of core
processes to achieve improvements in productivity and quality. It
coordinates and integrates several functions immediately, reduces the number
of checks and reconciliation processes and eliminates unnecessary activities
and in return helps in reducing organizational complexity. However the
advantages also come with disadvantages of course. The first being that
the efficiency of one department may be improved at the expense of
the overall process, the second is that it may require a very large
investment in IT along with almost perfect planning, amazing teamwork
and flawless implementation.
If one wanted to use the interviewing and listening technique they
would have to be prepared to spend a lot of time doing interviews
about the systems . They should also use this technique if the system
they are studying requires a lengthy explanation to the participants. They
would want to use the BPR technique if they already have stable
systems but wish to lower the costs and cycle times and/or Improve
the quality of said systems.
When it comes to traditional technique its a process that is taken
step by step, which in most cases is good, as it allows for thorough
planning and analysing but its downfall is it may take a little longer
to complete the same goal. Where as other methods may be a little
more fast paced as it makes it easier to complete the goal but with
a better product, but the downfall of the other methods may be
something could get missed, even though it is constantly evolving.
Thinking about it like the Cyberpunk game, it came out not ready,
people thought it was a terrible game, because it was not finished
and they decided to go through with it, after a few updates and
patches everything got fixed that was an issue, but was a big game
then lost its interest, so it may be a risky move.Radical techniques
are similar to what I had described above about the Cyberpunk game,
as it is a game that was underdeveloped before it reached the
consumer, then when it had gotten fixed, all interest was lost in the
game, radical development techniques are just a risky move sometimes,
which is because if something does get "hyped up" per say, you are
looking at a group of people that were so happy to recieve the
game and then it destroys the whole value of the game at the time.
Same thing for any apps. A company could have a good reputation
for producing good apps, but it could have flaws as the company
plans to continuously develop and change, which in otherwords, makes
it harder on the company to bounce back not producing something
worth peoples time.
I would decide what technique to use depending on the situation.
Games, that is a traditional style, that is because people are willing
to wait on a game, when it comes to businesses, sometimes rolling
out something that has ever evolving updates and people use on a
daily basis, that is something where a radical technique would come
in handy, because O365 is a great program, it is an evolving system,
and lots of people are growing on it. This program needs continuous
development to help ease the customer on usability and effort.
Interviewing and Listening
Interviewing is one of the traditional ways analysts gather information
about an information systems project. Early in a project, an analyst
may spend a large amount of time interviewing people about their
work, the information they use to.
Advantages:
• Interview is a flexible tool.
• It offers a better opportunity rather than the questionnaire to evaluate
the validity of the information gathered.
• It is an effective technique for eliciting information about complex
subject.
• It is easy to discover key problem by seeking opinions.
• Many people enjoyed being interviewed.
Disadvantages:
• Long preparation time
• Take a lot of time and money to conduct.
Recommendation for use: Interviews are also useful when the topic you
are studying is rather complex, when whatever you plan to ask requires
lengthy explanation, or when your topic or answers to your questions
may not be immediately clear to participants who may need some time
or dialogue with others to work through their responses to your
questions.
Joint Development Application (JAD) (Contemporary Method)
Is a very common technique in business analysis world. It brings
system developers and users together in a productive and creative
environment through a structured approach that involves discussion groups
with the goal to obtain requirements and specifications.
Advantages
• JAD allows you to resolve difficulties more simply and produce
better, error-free software.
• The joint collaboration between the company and the clients lowers
all risks.
• JAD reduces costs and time needed for project development.
• Well-defined requirements improve system quality.
• Due to the close communication, progress is faster.
• JAD encourages the team to push each other to work faster and
deliver on time.
Disadvantages
• Different opinions within the team make it difficult to align goals
and maintain focus.
• Depending on the size of the project, JAD may require a significant
time commitment.
Recommendation for use: the following list of conditions will help you
decide when the use of JAD may be fruitful. Consider using joint
application design when:
• User groups are restless and want something new, not a standard
solution to a typical problem.
• The organizational culture supports joint problem-solving behaviors among
multiple levels of employees.
• Analysts forecast that the number of ideas generated via one-on-one
interviews will not be as plentiful as the number of ideas possible
from an extended group exercise.
• Organizational workflow permits the absence of key personnel during
a two-to-four-day block of time.
Business process reengineering methodology (Radical)
The traditional definition is that Business Process Reengineering
Methodology involves the radical redesign of core business processes to
achieve dramatic improvements in productivity, cycle times and quality.
Advantages:
• It gives an appropriate focus to business as it revolves around
customer needs.
• BPR helps in building a strategic view of operational procedures by
making radical inquiries about how processes are improved and how
things could be done.
• It eliminates unnecessary activities and thereby helps in reducing
organizational complexity.
• It coordinates and integrates several functions immediately.
• Provides improved viability and adequacy to an organization by
eliminating delay and unessential phases of operations and management.
• Reduced number of checks/controls and reconciliation processes.
• It helps overcome short-sighted approaches that usually emerge from
excessive concentration on functional boundaries.
Disadvantages:• It doesn't suit every business need as it depends on
factors like size and availability of resources. It usually benefits large
organizations.
• In some cases, the efficiency of one department was improved at
the expense of the overall process.
• This BPR approach does not provide immediate resolution. It
concentrates significantly upon long haul income collaborations of a
business which not only takes some effort to take shape but are hard
to gauge as well.
• It might require a substantial investment in IT along with proper
planning, fantastic teamwork, and exceptional implementation.
• It can replace humans when it comes to getting the job done
error-free hence posing as a real threat to jobs.
Recommendation for use:
Majority of business use Business process reengineering method if they
want to:
• Reduce costs and cycle times.
• Improve quality.
Traditional techniques for determining system requirements during analysis
typically involve a sequential, top-down approach. This involves identifying
key requirements, creating a requirements document, and refining it based
on feedback. An example would be interviewing and listening.
Contemporary techniques tend to be more iterative and flexible. This
approach allows for more frequent feedback and enables teams to adapt
to changes. An example would be prototyping and Focus groups. Radical
techniques challenge traditional assumptions about requirement gathering and
management. This approach prioritizes learning and experimentation and
aims to validate assumptions about the product's market. An example
would be questionnaires. Each technique has its strengths and weaknesses,
and its usefulness will depend on the project's context. Each technique
has potential drawbacks. Traditional, such as the Waterfall method, can
be inflexible and may not allow for changes in requirements.
Contemporary, such as Agile, can be challenging to implement if the
team is not experienced. This can also result in scope creep. Radical,
such as Lean Startup, can be risky because it involves testing
assumptions before investing heavily in development. This can result in
delays if the team needs to pivot or change direction. Choosing the
appropriate technique depends on several factors, including the requirements.
Evaluate the project's requirements and consider if they are well-understood
and stable. If they are, the Waterfall model may be appropriate. If
they are likely to change, then a contemporary technique may be more
suitable. Assess the potential risks and benefits of each technique and
compare them. Identify the potential needs and priorities.
Traditional- this is to be done where there is ample sample space
and the time is also not a constraint, the geography is also defined.
The drawback is it is time consuming and to be used when sample
size is good & ample time is present.
Contemporary is used when the time is limited and more analysis is
required, the sample size is less, and we are required to get a bird
eye view of the situation. The drawback is the results give the bird's
view as based more on analysis and estimate. It is to be used when
we have less time, and we need an overall trend.
Radical- It is the most advanced technique available, when the time is
less, and the sample size is too less. Prototyping helps when we
have almost nil sample size and we use similar patterns to understand
the trend, this might not be accurate in practical sense as the variables
may change. To be used when we do not have a sample size but
have a similar model which behaves in likewise fashion. When it
comes to systems analysis different techniques are used to determine
systems requirements. Traditional, contemporary, and radical techniques are
three such methods. The traditional technique focuses on gathering
information about the systems' requirements from stakeholders through
interviews, surveys, and questionnaires. The contemporary technique relies
on prototyping and iterative design, which involves developing a working
model of the system and refining it through feedback from users. The
radical technique involves brainstorming and creative thinking to generate
innovative solutions that challenge traditional assumptions.Each of these
techniques has its strengths and weaknesses. The traditional technique is
useful when dealing with well-understood problems and stakeholders with
clear expectations. However, its drawbacks include the potential for bias
and limited creativity. The contemporary technique is most effective when
dealing with complex or unfamiliar problems, as it allows for rapid
prototyping and an iterative design process that can quickly generate
solutions. However, it can be time-consuming and costly, and feedback
from users may not always be reliable. The radical technique is ideal
when dealing with uncertain or ill-defined problems, as it encourages
innovative thinking and promotes out-of-the-box solutions. However, it can
be difficult to implement and may require a significant investment of
time and resources. Ultimately, the decision of which technique to use
should be based on a careful assessment of the project's goals,
requirements, and constraints. If you look at a list of reasons for
failed projects, you'd probably see reasons like: scope creep, unclear
requirements, insufficient planning, and insufficient resources. Most of these
center around planning. Analysis is another planning phase for us in
the SDLC. For this reason, we call it BUFD -- big up-front design.
We try to get to a perfect state in requirements and the design that
follows, then we implement them without any issues. Or at least we
try to in waterfall methods. Agile takes a different approach. We take
a big idea (an epic or feature) at the start of a project, then we
break it down into smaller pieces (a user story). When we're ready
to implement the story in our sprint, we break it down again into
a series of tasks. The result is that we actually do more planning
in agile than in waterfall. But, we do it incrementally and we do
it just in time before we build it. In agile, our requirements should
be clear, but this isn't always the case. I worked for a company
that developed software for customers, and we were wrought with issues.
This might have been the fault of the customer, the product owner,
or the developers. Maybe all of the above. I say this because there
is no silver bullet when it comes to building systems. During the
analysis phase is where the as-is-system is understood and the gathering
of requirements of the to-be-system happens. There are traditional,
contemporary, and radical techniques that can be used to determine the
requirements. Traditional – Typically uses an interview approach, where
the system analysist will do some research up front then conduct
interviews with appropriate subject matter experts to understand the issue
and gather the requirements for the new system. This usually is done
using a top-down approach with closed, open, or probing questions. The
benefit of this technique is that you are speaking with all levels and
can truly dig down into the system. The drawback is it is time
consuming and if not done correctly can lead to scope creep.
Contemporary – This technique typically works with groups, the reading
this week gives an example of Joint Development Assessment (JAD).
Done with a facilitator, usually at an offsite location, your more senior
level subject matter experts attend who understand mission, issues and
requirements. In my experience this is how we have dealt with
requirements gathering. The benefit is that it can be done quicker with
less of a scope creep. The drawback is that you have several senior
level individuals out of the lab for a week or two. Radical – I
look at this as a greenfield approach, a complete redesign and thinking
of the system. The advantage is you can design the way you need,
but the disadvantage is the cost.
Interviewing and Listening-
Interviewing is one of the traditional ways analysts gather information
about an information systems project. Early in a project, an analyst
may spend a large amount of time interviewing people about their
work, the information they use to.
Advantages:
• Interview is a flexible tool.
• It offers a better opportunity rather than the questionnaire to evaluate
the validity of the information gathered.
• It is an effective technique for eliciting information about complex
subject.
Disadvantages:
• Long preparation time.
• Take a lot of time and money to conduct.
• Interviews are also useful when the topic you are studying is
rather complex, when whatever you plan to ask requires lengthy
explanation, or when your topic or answers to your questions may
not be immediately clear to participants who may need some time
or dialogue with others to work through their responses to your
questions
