Systems Planning - Chapter 3
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kylewaters13 on September 12, 2011
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50 terms
Terms | Definitions |
|---|---|
 as-is | current system |
| to-be | future system or new system |
| walk-through | a meeting in which the concept for the new system is presented tot he users, managers, and key decision makers |
| requirements determination | detailed list of requirements that can then be used as input into other activities of the analysis phase. |
| requirement | what the system must do or what characteristics it needs to have |
| business requirements | requirements from the business perspective |
| system requirements | requirements from the developers perspective |
| functional requirements | relate directly to a process the system has to perform or information it needs to contain. |
| non functional requirements | refer to behavioral properties that the system must have, such as performance and usability |
| requirements definition | a straightforward text report that simply lists the functional and nonfunctional requirements in an outline format |
| basic process of analysis 3 steps | understand the existing situation, identify improvements, and define requirements for new system |
| critical thinking | the ability to recognize strengths and weaknesses and recast an idea in an improved form |
| Business Process Automation (BPA) | used when the basic business requirements outlined in the system request focus on employing computer technology in some aspect of the business process, but leave the basic manner in which the organization operates unchanged |
| Problem Analysis | asking the users and managers to identify problems with the as-is system and to describe how to solve them in the to-be system. (BPA) |
| Root Cause Analysis | focuses on problems first rather than solutions. In an effort to determine the root cause of problems found in problem analysis. |
| Business Process Improvement (BPI) | the basic business requirements target moderate changes to the organizations operations. Can improve efficiency and effectiveness |
| Duration Analysis | a detailed examination of the amount of time it takes to perform each process in the current as-is system. (BPI) |
| process integration | changing the fundamental process so that fewer people work on the input |
| process parallelization | changing the process so that all the individual steps are performed at the same time. |
| activity-based costing | examines the cost of each major process or step in a business process rather than the time taken |
| benchmarking | studying how other organizations perform a business process in order to learn how your organization can do something better |
| informal benchmarking | fairly common for "customer facing" business processes, involves managers and analysts thinking about other organizations or visiting them to watch a business process be performed |
| Business Process Reengineering | changing the fundamental way in which the organization operates. |
| Outcome analysis | focuses on understanding the fundamental outcomes that provide value to customers |
| technology analysis | listing off important and interesting tech and then having a group systematically identify how each and eery technology could be applied to the business process and identifies how the business would benefit. |
| activity elimination | when analysts and managers work together to identify how the organization could eliminate each and every activity in the business process, how the function could operate without it, and what effects are likely to occur. |
| potential business value | BPA = Small, BPI = Moderate, BPR = High |
| Project cost | BPA = Low, BPI = Moderate, BPR = High |
| Breadth of Analysis | BPA = Narrow, BPI = Narrow-Mod, BPR = Very Broad |
| Risk | BPA = Low-Mod, BPI = Low-Mod, BPR = Very High |
| interview | the most common requirements-gathering technique |
| interview schedule | who will be interview, the purpose of the interview, and where the interview will be held |
| close-ended question | requires specific answer |
| open-ended questions | leave room for elaboration on the part of the interviewee |
| probing question | a follow up question so the interviewer can learn more about something |
| unstructured interviews | interviews that seek a broad and roughly defined set of information |
| structured interviews | specific sets of questions are developed prior to interviews, later in development cycle |
| top-down interview | interviewer starts with broad, general issues and gradually works towards more specific issues |
| botom-up interview | start with specific questions and end with very general questions |
| interview report | describes the information from the interview |
| interview notes | information that was collected over the course of the interview and is summarized in a useful format. |
| Joint Application Development (JAD) | information gathering technique that allows the project team, users, and management to work together to identify requirements for the system. |
| JAD structure | structured process in which 10 to 20 users meet under the direction of a facilitator skilled in JAD techniques |
| electronic JAD or e-JAD | when each participant utilizes special software on a networked computer to send anonymous ideas and opinions to everyone else |
| questionnaire | set of written questions for obtaining information from individuals |
| sample | subset of people who are representative of the entire group for the purpose of a questionnaire |
| document analysis | the process of reviewing the documentation and examining the existing system |
| formal system | documents such as forms, reports, policy manuels, etc. |
| observation | act of watching processes being performed |
| factors for selecting appropriate technique | type, depth, breadth, integration, user involvement, cost |
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