Chapter6 Review questions.txt

It is necessary in order to effectively design, construct, and ultimately implement a system to meet the users� needs.

• The system may cost more than projected.
• The system may be delivered later than promised.
• The system may not meet the users expectations, and that dissatisfaction may cause them not to use it. Once in production, the costs of maintaining and enhancing the system may be excessively high.
• The system may be unreliable and prone to errors and downtime.
• The reputation of the IT staff on the team is tarnished because any failure,
• regardless of who is at fault, will be perceived as a mistake by the team.

• Consistent-The requirements are not conflicting or ambiguous.
• Complete-The requirements describe all possible system inputs and responses.
• Feasible-The requirements can be satisfied based on the available resources and constraints.
• Required-The requirements are truly needed and fuillll the purpose of the system.
• Accurate-The requirements are stated correctly.
• Traceable-The requirements directly map to the functions and features of the system.
• Verifiable-The requirements are defined so that they can be demonstrated during testing.

• Problem discovery and analysis.
• Requirements discovery.
• Documenting and analyzing requirements.
• Requirements management.

The fishbone-shaped diagram begins with the name of the problem (or the fish's head). The possible causes of the problem (backbone). Typically, these "bones" are labeled as four basic categories: materials, ma-chines, manpower, and methods (the four Ms). The key is to have three to six main categories that encompass all possible ar-eas of causes. Determine cause and effect

Interview is an individual face to face conversation. People is the most important element of an information system and no other fact-finding technique places as much emphasis on people rather than interview

the analysis should answer the question, "Do we have the right system requirements for the project?

should collect and review documents that describe the problem. Ex. studies, minutes, customer com-plaints, Accounting records.

• Timing may be inconvenient, People may perform indifferently, not in normal condition, Interruptions
• Determine the who, what, where, when, why, and how of the observation.
• Obtain permission to observe from appropriate supervisors or managers.
• Inform those who will be observed of the purpose of the observation.
• Keep a low profile.
• Take notes during or immediately following the observation.
• Review observation notes with appropriate individuals.
• Don't interrupt individuals at work.
• Don't focus heavily on trivial activities.
• Don't make assumptions.

Free Format(offers greater latitude) and Fixed Format(selecting an answer)

• Approach the session with a positive attitude
• Set the other person at ease.
• Let the other person know you are listening
• Ask questions.
• Don't assume anything
• Take notes

a process whereby highly structured group meetings are conducted for the purpose of analyzing problems and defining requirements.

decrease the time spent on fact-finding in one or more phases of the life cycle

responsible for leading all sessions that are held for a systems project

should be conducted away from the company can concentrate on the issues and activities related to the JRP session and avoid interruptions and distractions