Modern Systems Analysis
and Design
Seventh Edition
Jeffrey A. Hoffer
Joey F. George
Joseph S. Valacich
Chapter 6
Determining System
Requirements
Learning Objectives
✓
✓
✓
✓
Describe options for designing and conducting
interviews and develop a plan for conducting an
interview to determine system requirements.
Explain the advantages and pitfalls of observing
workers and analyzing business documents to
determine system requirements.
Explain how computing can provide support for
requirements determination.
Participate in and help plan a Joint Application
Design session.
Chapter 6
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2
Learning Objectives (Cont.)
✓
✓
✓
Use prototyping during requirements
determination.
Describe contemporary approaches to
requirements determination.
Understand how requirements determination
techniques apply to the development of
electronic commerce applications.
Chapter 6
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3
Performing Requirements Determination
FIGURE 6-1
Systems development life cycle with
analysis phase highlighted
Chapter 6
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4
The Process of Determining
Requirements
Good Systems Analyst Characteristics:
Impertinence—question
everything
Impartiality—consider all issues to find the best
organizational solution
Relax constraints—assume anything is possible
Attention to details—every fact must fit
Reframing—challenge yourself to new ways
Chapter 6
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5
Deliverables and Outcomes
Deliverables for Requirements Determination:
From
interview transcripts, observation notes, meeting
minutes
From
Chapter 6
existing written documents
mission and strategy statements, business forms,
procedure manuals, job descriptions, training
manuals, system documentation, flowcharts
From
interviews and observations
computerized sources
Joint Application Design session results, CASE
repositories, reports from existing systems, displays
and reports from system prototype
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6
Traditional Methods for
Determining Requirements
Interviewing individuals
Interviewing groups
Observing workers
Studying business documents
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Interviewing and Listening
One of the primary ways analysts gather
information about an information systems
project
An interview guide is a document for
developing, planning and conducting an
interview.
Chapter 6
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Guidelines for Effective
Interviewing
Plan the interview.
Prepare
interviewee: appointment, priming questions.
Prepare agenda, checklist, questions.
Listen carefully and take notes (tape record if
permitted).
Review notes within 48 hours.
Be neutral.
Seek diverse views.
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Interviewing and Listening (Cont.)
FIGURE 6-2 Typical interview guide
Chapter 6
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Interviewing and Listening (Cont.)
FIGURE 6-2 Typical interview guide (cont.)
Chapter 6
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11
Choosing Interview Questions
Each question in an interview guide can
include both verbal and non-verbal
information.
Open-ended
questions: questions that have
no prespecified answers
Closed-ended questions: questions that ask
those responding to choose from among a set
of specified responses
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12
Interviewing Guidelines
Don’t phrase a question in a way that implies
a right or wrong answer.
Listen very carefully.
Type interview notes within 48 hours after the
interview.
Don’t set expectations about the new system
unless you know these will be deliverables.
Seek a variety of perspectives from the
interviews.
Chapter 6
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Interviewing Groups
Drawbacks
Chapter 6
to individual interviews:
Contradictions and inconsistencies
between interviewees
Follow-up discussions are time
consuming
New interviews may reveal new
questions that require additional
interviews with those interviewed
earlier
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Interviewing Groups (Cont.)
Interviewing
several key people
together
Advantages
More effective use of time
Can hear agreements and disagreements at once
Opportunity for synergies
Disadvantages
Chapter 6
More difficult to schedule than individual interviews
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15
Nominal Group Technique (NGT)
A facilitated process that supports idea generation
by groups
Process
Members come together as a group, but initially work
separately.
Each person writes ideas.
Facilitator reads ideas out loud, and they are written on a
blackboard or flipchart.
Group openly discusses the ideas for clarification.
Ideas are prioritized, combined, selected, reduced.
Used to complement group meetings or as part of
JAD effort
Chapter 6
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Directly Observing Users
Direct Observation
Watching users do their jobs
Used to obtain more firsthand and objective
measures of employee interaction with
information systems
Can cause people to change their normal
operating behavior
Time-consuming and limited time to observe
Chapter 6
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Analyzing Procedures and
Other Documents
Document Analysis
Review
of existing business documents
Can give a historical and “formal” view of
system requirements
Chapter 6
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Analyzing Procedures and
Other Documents (Cont.)
Types of information to be discovered:
Problems
with existing system
Opportunity to meet new need
Organizational direction
Names of key individuals
Values of organization
Special information processing circumstances
Reasons for current system design
Rules for processing data
Chapter 6
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Analyzing Procedures and
Other Documents (Cont.)
Useful document: Written work
procedure
For
an individual or work group
Describes how a particular job or task is
performed
Includes data and information used and
created in the process
Chapter 6
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20
Analyzing Procedures (Cont.)
FIGURE 6-3 Example of a procedure
Chapter 6
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21
Analyzing Procedures (Cont.)
FIGURE 6-3 Example of a procedure (cont.)
Chapter 6
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22
Analyzing Procedures and Other
Documents (Cont.)
Potential Problems with Procedure
Documents:
May
involve duplication of effort
May have missing procedures
May be out of date
May contradict information obtained through
interviews
Chapter 6
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Analyzing Procedures and
Other Documents (Cont.)
Formal Systems: the official way a
system works as described in
organizational documentation (i.e. work
procedure)
Informal Systems: the way a system
actually works (i.e. interviews,
observations)
Chapter 6
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Analyzing Procedures and
Other Documents (Cont.)
Useful document: Business form
Used
for all types of business functions
Explicitly indicates what data flow in and out
of a system and data necessary for the
system to function
Gives crucial information about the nature of
the organization
Chapter 6
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25
Analyzing
Procedures and
Other Documents
(Cont.)
FIGURE 6-4
An invoice form from Microsoft Excel
Chapter 6
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Analyzing Procedures and
Other Documents (Cont.)
Useful document: Report
Primary
output of current system
Enables you to work backwards from the
report to the data needed to generate it
Useful document: Description of
current information system
Chapter 6
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Analyzing Procedures and
Other Documents (Cont.)
Chapter 6
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Contemporary Methods for
Determining System Requirements
Joint Application Design (JAD)
Brings
together key users, managers, and
systems analysts
Purpose: collect system requirements
simultaneously from key people
Conducted off-site
Group Support Systems
Facilitate
sharing of ideas and voicing of opinions
about system requirements
Chapter 6
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29
Contemporary Methods for Determining
System Requirements (Cont.)
CASE tools
Used
to analyze existing systems
Help discover requirements to meet changing
business conditions
System prototypes
Iterative
development process
Rudimentary working version of system is built
Refine understanding of system requirements in
concrete terms
Chapter 6
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Joint Application Design (JAD)
Intensive group-oriented requirements
determination technique
Team members meet in isolation for an
extended period of time
Highly focused
Resource intensive
Started by IBM in 1970s
Chapter 6
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JAD (Cont.)
FIGURE 6-6 Illustration of the typical room layout for a JAD
Source: Based on Wood and Silver, 1995.
Chapter 6
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JAD (Cont.)
JAD Participants:
Session
Leader: facilitates group process
Users: active, speaking participants
Managers: active, speaking participants
Sponsor: high-level champion, limited participation
Systems Analysts: should mostly listen
Scribe: record session activities
IS Staff: should mostly listen
Chapter 6
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JAD (Cont.)
End Result
Documentation
detailing existing system
Features of proposed system
Chapter 6
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CASE Tools During JAD
Upper
CASE tools are used
Enables analysts to enter system
models directly into CASE during the
JAD session
Screen designs and prototyping can
be done during JAD and shown to
users
Chapter 6
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Using Prototyping During
Requirements Determination
Quickly
converts requirements to
working version of system
Once the user sees requirements
converted to system, will ask for
modifications or will generate
additional requests
Chapter 6
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Using Prototyping During
Requirements Determination (Cont.)
Figure 6-7
The prototyping
methodology
(Source: Based on
“Prototyping: The New
Paradigm for Systems
Development,” by
J. D. Naumann and A.
M. Jenkins, MIS
Quarterly 6(3): 29–44.)
Chapter 6
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37
Using Prototyping During
Requirements Determination (Cont.)
Most useful when:
User
requests are not clear.
Few users are involved in the system.
Designs are complex and require concrete
form.
There is a history of communication
problems between analysts and users.
Tools are readily available to build
prototype.
Chapter 6
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38
Using Prototyping During
Requirements Determination (Cont.)
Drawbacks
Tendency
to avoid formal documentation
Difficult to adapt to more general user
audience
Sharing data with other systems is often not
considered
Systems Development Life Cycle (SDLC)
checks are often bypassed
Chapter 6
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39
Radical Methods for Determining
System Requirements
Business Process Reengineering
(BPR): search for and implementation of
radical change in business processes to
achieve breakthrough improvements in
products and services
Chapter 6
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Radical Methods for Determining
System Requirements (Cont.)
Goals
Reorganize
complete flow of data in major
sections of an organization.
Eliminate unnecessary steps.
Combine steps.
Become more responsive to future change.
Chapter 6
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Identifying Processes to Reengineer
Key business processes
Structured,
measured set of activities
designed to produce specific output for a
particular customer or market
Focused on customers and outcome
Same techniques as requirements
determination are used
Chapter 6
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42
Disruptive Technologies
Information technologies must be applied to
radically improve business processes.
Disruptive technologies are technologies
that enable the breaking of long-held
business rules that inhibit organizations from
making radical business changes.
Chapter 6
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Disruptive Technologies (Cont.)
Chapter 6
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44
Requirements Determination using
Agile Methodologies
Continual user involvement
Replace
traditional SDLC waterfall with iterative
analyze–design–code–test cycle
Agile usage-centered design
Focuses
on user goals, roles, and tasks
The Planning Game
Based
on eXtreme programming
Exploration, steering, commitment
Chapter 6
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45
Continual User Involvement
FIGURE 6-9
The iterative analysis–design–code–test
cycle
Chapter 6
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46
Agile Usage-Centered Design
Steps
Gather group of programmers, analysts, users, testers,
facilitator.
Document complaints of current system.
Determine important user roles.
Determine, prioritize, and describe tasks for each user
role.
Group similar tasks into interaction contexts.
Associate each interaction context with a user interface
for the system, and prototype the interaction context.
Step through and modify the prototype.
Chapter 6
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The Planning Game from
eXtreme Programming
FIGURE 6-10
eXtreme Programming’s Planning Game
Chapter 6
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48
Electronic Commerce Applications:
Determining System Requirements
Determining system requirements for Pine
Valley furniture’s WebStore
System
layout and navigation characteristics
WebStore and site management system
capabilities
Customer and inventory information
System prototype evolution
Chapter 6
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Summary
In this chapter you learned how to:
✓ Describe
interviewing options and develop
interview plan.
✓ Explain advantages and pitfalls of worker
observation and document analysis.
✓ Explain how computing can support
requirements determination.
✓ Participate in and help plan Joint
Application Design sessions.
Chapter 6
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50
Summary (Cont.)
✓ Use
prototyping during requirements
determination.
✓ Describe contemporary approaches to
requirements determination.
✓ Understand how requirements
determination techniques apply to the
development of electronic commerce
applications.
Chapter 6
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51
Copyright © 2014 Pearson Education, Inc.
Publishing as Prentice Hall
Team 5
CIS 625, Summer 2017
Information Requirements Determination Project Component
Kristi Hogan
Jingwei Jiang
John Posey
Yuwei Zheng
CIS 625
Team 5
University of North Alabama
1
Team 5
CIS 625, Summer 2017
2
Introduction
The consulting service firm was enlisted by MCMDU to lead the information systems
project for its new inventory management system. Enclosed in this document you will find the
project scope statement, the preferred method for this specific informations systems project for
MCMDU, as well as an interview plan. Each of these documents will provide insight into how
the firm is well prepared to provide MCMDU a thorough and successful information systems
project.
The Project Scope Summary is going to define the current problems that MCMDU is
facing with the manual process used today for inventory tracking and reporting. It will also
provide an overview of the firm’s objectives, description, benefits, and estimated deliverables of
implementing a new system. This summary will provide a high level view for MCMDU and this
firm so both parties can agree on the expectations for this project.
The system analyses will exhibit to MCMDU the strategies employed by the consulting
firm to understand what the requirements are of an efficient inventory management system. In
order to better serve the needs of MCMDU, the current processes must be understood and
observed in order to provide a more improved method. During the requirements phase,
interviews need to be conducted with the team at MCMDU, from management level to end users.
This component is critical so the optimal option is selected for this information systems project,
which is why an interview plan will be included.
The firm seeks to partner with MCMDU in selecting, planning, and implementing the
very best option of inventory management system while being mindful of the budget and
timeline. The consulting team’s goal is to create a successful project, which has strong
communication between this partnership.
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CIS 625, Summer 2017
3
Project Scope Statement
Purpose: The purpose of this project is to develop and integrate an information system to the
inventory management process in order to make it more effective and efficient. The integrated
system will maintain all inventory information in one place enhancing the management of the
inventory. It will also provide inventory information to e-commerce customers more effectively
and ensure that there are multiple templates for the inventory items. Finally, the information
system will ensure that access to inventory information will be easy but secure.
Project ID
Project Name
Project Objectives
NNNN-NN
•
•
•
Project
Requirements
06/28/2017
Inventory Management System
•
Product Scope
Definition
Date
Develop an information system that will enable efficient management of the
inventory.
The information system will ensure that there is ease of access to inventory
information that will support the decision making process of relevant
departments.
The information system will support multiple potential templates that
provide specific information for products pertaining to different e-commerce
retailers.
The information system will enhance the processes that provide inventory
information to the e-commerce customers.
The product, which is the inventory management system, will enable efficient
inventory management while maintaining the inventory and ensure that access to
information, to support the company’s business processes and decision-making, is
effective. The product will also support multiple potential templates that will
specify products for the different e-commerce retailers.
•
All information pertaining to the inventory should be maintained in a single
information system.
•
All inventory information should be backed up and stored in an off-site
location in order to support recovery in the case of a disaster.
•
Access to the information system should be highly secured and easy-to-use
for employees.
•
The information system should have a functionality that fully supports query
and reporting which will support the decision making process in the
manufacturing and sales department.
Team 5
Project
Boundaries
CIS 625, Summer 2017
4
•
Develop a cost-effective information extraction processes that should
support demands from the e-commerce retailers.
•
There should be a complete technical and end-user documentation that will
support the maintenance of the system.
•
The project should be developed and implemented under a financial budget
of one hundred and fifty thousand dollars.
The project will include developing and integrating an information system that will
support inventory management, which will make it more efficient, as well as
ensuring ease of access to the inventory information to the relevant individuals.
The project will not change the fundamental business processes but instead enhance
them by integrating an information system that will make the processes more
effective and efficient without changing their functions.
Project
Deliverables
At the end of the project there should be:
•
•
•
•
•
Product
Acceptance
Criteria
An information system supporting inventory management.
Back up of the inventory information stored in an off-site location
Improved processes related to providing inventory information to ecommerce customers
End-user manual for training and educating employees on the new system
Technical documentation that will be used to support the maintenance of the
system.
Once the projected is completed, it will be tested to ensure that it meets the
objectives of the system. This will include, ease of access to information, efficient
management of the inventory using the system and provision of relevant product
information to the e-commerce retailers.
After ensuring that the system meets the objectives that were identified, a project
report will be generated and presented to the stakeholders for their feedback.
The project leader will consider the stakeholder’s feedback and address any issues
and changes that they might have identified. After necessary changes are made,
another report will be generated and presented to the stakeholders for their
approval.
Once approved by the project stakeholders, the product will be accepted and
implemented in the company.
Project
Constraints
•
The project should be designed, developed and implemented under a budget
of one hundred and fifty thousand dollars.
Team 5
CIS 625, Summer 2017
•
5
The project should be completed by March 1, 2018.
Project
Assumptions
The product will not negatively affect the business process of the company because
it is only meant to enhance the pre-existing business processes and make them more
efficient. Should the product fail the impact to the business will be minimal because
they already have an existing system that functions albeit slowly.
Initial Project
Organization
The organization requesting the project is Mid-Century Modern Décor Unlimited
(MCMDU)
The stakeholders of the project are the owner Alexis Harrison and the two vice
presidents of the company.
Schedule
Milestones
June 30th identify project requirements and objectives
September 30th deliver comprehensive system design and report to stakeholders
January 1st implement the new system and test it. Deliver report of test to
stakeholders
March 1st present the new system to stakeholders for verification of the system
Fund Limitation
Approval
Requirements
The project should work under the budget of one hundred and fifty thousand
dollars.
•
•
•
•
All project requirements and objectives should be met.
Comprehensive documentation of the project should be developed.
An implemented functioning system should be available.
Technical system documentation should be made available.
Traditional Methods
Interviewing
For the process of determining requirements for the information system, the consulting
firm suggests using certain traditional methods of determining information requirements. The
first method that we suggest is interviewing. Interviewing is an ideal method for gathering
needed information. The consulting team will set up times to interview key employees of
MCMDU individually, notably the owner of the company, Alex Harrison, the Vice President of
Operations, and the Vice President of Sales. The team may also interview other employees that
Team 5
CIS 625, Summer 2017
6
are involved in the inventory system, such as inventory coordinators, procurement specialists,
salespeople, and project managers.
During the course of the interviews, the team will prepare interview questions for specific
issues concerning MCMDU. These will be both open-ended questions and closed-ended
questions that are designed to obtain vital information quickly. The questions may be concerning
specific procedures, specific documents, and expectations from management to name a few.
While individual interviews can be great tools for gathering information, they can be time
consuming. In addition, the information received from different employees might not be
consistent. A solution to these problems would be to conduct group interviews after individual
interviews have been conducted. By conducting group interviews, the consulting team can ensure
that key employees are interviewed at once. Nominal Group interview sessions are ideal for
employees to hear other viewpoints, bring up new ideas, and gather information for the new
system. The consulting firm feels that individual interviews along with group interviews will
increase the amount of additional information that may not have been obtained otherwise
(Hoffer, George, & Valacich, 2017).
Observing Users
The second traditional method that this firm suggests using is observation. Interviews
sometimes do not provide the best information because some employees may not provide
reliable information. In some cases, employees may not perform activities enough to gain a good
understanding of them. Therefore, there is the potential that the interview answers provided will
not yield any useful information. Observation is a good method to employ in order to overcome
this constraint. Under this method, the members of the project will spend time observing
employees that are directly involved with the information system. The purpose of this exercise is
Team 5
CIS 625, Summer 2017
7
to better understand the processes and work flow between different departments in MCMDU.
Consequently, this will provide a better vision of what is needed for the information system.
Observation will require one to shadow other employees in order to see how daily work
is performed. In addition, this will allow the observer to see organizational systems work, and it
will allow the observer to see problems in the organization. The ideal outcome of observing is
that the observation exposes the daily tasks and procedures that are performed (Hoffer et al.,
2017). Understanding these tasks and procedures will be beneficial in developing the information
system.
Contemporary method-JAD
The firm has been extremely successful using a Joint Application Design (JAD) for
companies with similar issues that MCMDU is being faced with today. JAD is a process where
system analysts meet alongside key users from MCMDU to get an in depth understanding of the
current processes and system. The system analysts, anchored by the JAD leader, will facilitate
the conversations at these meetings to ensure the information is processed in a structured manner
to confirm its entirety. During these JAD meetings, one person will be responsible for
documenting by using CASE tools to prevent loss of data or information. JAD sessions will be
conducted away from MCMDU to be certain that analysts have the undivided attention of the
key users at MCMDU. This is a proven method and reduces the distractions, which allows users
to focus on describing the current state. It also promotes an environment of collaboration with
systems analyst on process improvement MCMDU’s key users would like to see in the new
system.
This firm understands the potential high cost associated with JAD and realize this may
deter MCMDU from selecting this method. However, with the current complexity of MCMDU
Team 5
CIS 625, Summer 2017
8
inventory management system coupled with the reporting requirements, this method best meets
the needs of the requirements phase. Because MCMDU’s process is manual and only aided by
minimal software at this time, the JAD method would be suitable for defining current state as
well as provide insight into the desired state for MCMDU. At the conclusion of the JAD
meetings the analysts will prepare and provide to MCMDU a detailed report of all the learned
items.
Justification
MCMDU has experienced large changes in its sales channels with over 80% of sales now
generated online. In addition, MCMDU is increasing operations with its Asian partners, which
will have a major impact on the type of information system to implement. Therefore, selecting
the right information determination strategy could be the key to success or failure.
If users do not understand system requirements, the system may be doomed to fail. It is
vital that the information system is planned out and users have a thorough understanding of the
system. In addition, it is important for MCMDU management and shareholders to agree on the
information determination requirements. Otherwise, if there is no agreement from users on
requirements, the systems project will have trouble succeeding.
The consulting team recommends that both traditional and contemporary methods be
used. The consulting team is providing help in determining requirements for the information
system. The consulting team feels that a mix of individual and group interviews and observation
of users will help provide a basis for determining system requirements. These strategies will
assist in inventory processes, reports, and analysis.
In addition to interviews and observation, the firm recommends using the JAD method to
help MCMDU meet its system requirements. This process gives users the opportunity to gain a
Team 5
CIS 625, Summer 2017
better understanding of how the systems operate. The use of CASE tools will also be beneficial
by preventing loss of data. In addition, the JAD process will allow users to make adjustments
before completing the information system. This will increase MCMDU’s compatibility between
departments.
By implementing these information determination requirements, it is the consulting
firm’s belief that MCMDU will be able to create an inventory management system that will be
more efficient and compatible.
Interview
9
Team 5
Interviewee:
Alexis Harrison
Location/Medium:
Conference room, private office
Or phone call
CIS 625, Summer 2017
Interview Outline
Interviewer:
Project Manager
Appointment Date:
Start Time: 12.00 p.m.
End time: 1.00 p.m.
Objectives:
Identify the goals of the business
Determine the current system’s weaknesses
Identify areas that are vulnerable to exploitation
Determine how the current system can be improved
Reminder: Alexis Harrison is the owner and Chief executive officer of the business, and
therefore, her opinion on the system is vital as it will determine the project goals and scope.
Agenda:
Approximate
Introduction
time:
Mid-Century Modern Décor Unlimited is a business that requires a new
1 minute
inventory management system that will be more effective and efficient
than the current system that they are using. Alexis Harrison is the owner of
the company and this interview will be carried out in order to determine
the requirements for a new inventory management system,
Overview of interview:
7 minutes
Topics to be covered:
• Overall goals of the business
• Current system’s weaknesses
• Improvements to the system
• System’s vulnerability to exploitation
Permission to Record
Topic 1: What are the overall goals for the business?
10 minutes
Topic 2: How is the current system failing your needs as a business?
10 minutes
Topic 3: What do you expect the new system to improve on and change?
15 minutes
Topic 4: Does the current system have a method of confidentiality,
5 minutes
integrity or accountability?
Summary of Major Points
• The owner identified the goals of her business and how the new
10 minutes
system could assist in achieving those goals
• The owner provided information on how the current system of
inventory management does not meet the needs of the business and
its goals.
• The owner identified the goals and requirements that she needs the
new system to meet.
• The owner identified whether the system had any security
vulnerability to MCMDU’s data.
5 minutes
Questions from Interviewee:
2 minutes
Closing
10
Team 5
CIS 625, Summer 2017
Interview Outline
Interviewer:
Project Manager
Appointment date:
Start time: 12.00 p.m.
End time: 1.00 p.m.
Interviewee:
Marketing/Sales manager
Location/Medium:
Conference room, private office
Or phone call
Objectives:
Identify the frequency of adding to the inventory
Determine the process of updating the inventory
Determine how the current system can be improved
Reminder: The marketing and sales managers have an understanding of the inventory and its
system because there duties involve working with the inventory and ensuring that it is correct.
These managers can offer deeper insight into the system and ensure that all requirements are
determined.
Agenda:
Approximate
Introduction
Time:
Mid-Century Modern Décor Unlimited is a business that requires a new
1 minute
inventory management system that will be more effective and efficient than
the current system that they are using. The marketing and sales managers are
going to be interviewed in order to get a perspective from the people who
interact with the system on a regular basis.
Overview of interview:
5 minutes
Topics to be covered:
• Frequency of updating system
• Process of updating the system
• Improvements to the system
Permission to Record
5 minutes
Topic 1: How often are new products added to the inventory?
5 minutes
Topic 2: What is the process of updating the inventory?
3 minutes
Topic 3: Do you prefer manual or electronic method of managing the
10 minutes
inventory?
5 minutes
Topic 4: How can a new system improve the work of managing the
inventory?
Summary of Major Points
• The managers identified the frequency in which they acquire new
products and the frequency of updating the inventory due to various
reasons.
• The managers identified the process that they go through in order to
update the inventory, including all the individuals that are required in
order to authorize an update to the inventory.
• The interviewees determined their preference on whether they prefer
manual or electronic system of inventory management.
• The managers were able to identify the areas that need improvement
in order to make the system as efficient and effective as possible.
5 minutes
Questions from Interviewee:
2 minutes
Closing
11
Team 5
Interviewee:
Inventory Management staff
Location/Medium:
CIS 625, Summer 2017
12
Interview Outline
Interviewer:
Project Manager
Appointment Date:
Start Time: 2.00 p.m.
End time: 3.00 p.m.
Conference room, private office
Or phone call
Objectives:
Identify the process of generating and distributing reports
Determine how Ad-hoc inventory reports are requested and delivered
Identify the process of maintaining template information on inventory items
Determine how the current system can be improved
Reminder: The inventory management staff is responsible for the management of the
inventory which includes tracking any changes to the inventory, generating reports, and then
distributing those reports to the relevant individuals in the company.
Agenda:
Approximate
Introduction
time:
Mid-Century Modern Décor Unlimited is a business that requires a new
2 minutes
inventory management system that will be more effective and efficient than
the current system that they are using. The inventory management staff is
responsible for the maintenance of the inventory and its associated system as
well as generating and distributing reports on the inventory of the business.
Overview of interview:
Topics to be covered:
• Process of generating and distributing reports
• Process of delivering requested Ad-hoc reports
• Maintenance of template information of items in the inventory
• Improvements that can be made to the system
Permission to Record
5minutes
Topic 1: How are reports for the management of the inventory generated and
distributed?
Topic 2: How is Ad-hoc inventory reports requested and delivered to the
relevant personnel?
Topic 3: What is the process of maintaining templates for information on
available inventory items?
Topic 4: How can the current system be improved?
: Do you prefer the current system or would you want to use a new
and improved one?
5 minutes
Summary of Major Points
• The interviewees identified the process that they go through when
generating and distributing reports based on the inventory/
5 minutes
5 minutes
10 minutes
5 minutes
Team 5
CIS 625, Summer 2017
13
•
The inventory management staff was able to establish the process
that takes place when a Ad-hoc report is requested and how that
report is distributed.
• The interviewees identified how templates for information on the
inventory items is maintained
• The inventory management staff also identified areas that the current
inventory management system can improve on.
Questions from Interviewee:
Closing
5 minutes
1 minute
Team 5
CIS 625, Summer 2017
14
Conclusion
The consulting team determined that the optimal strategy to determine the systems
requirements for MCMDU’s inventory system is to use components from both the traditional and
the contemporary methods. The methods used are interviewing, observing, and JAD. These
components were chosen to provide the best information to implement a system that reflects
what the end user needs. Interviewing provides the best information first-hand of the problems
and challenges of the current system and the requirements for the new system. Additionally,
observing helps eliminate inaccurate or unreliable information given by some interviewees. The
JAD process gives users the opportunity to gain a better understanding of how the systems
operate. Consequently, these techniques and collected information are vital to the success of the
inventory system.
Team 5
CIS 625, Summer 2017
References
Hoffer, J., George, J., & Valacich, J. (2017). Modern systems analysis and design (8th ed.).
Pearson Education.
15
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