Lecture3: Investigating System Requirements

Lecture 3

Investigating System Requirements

重点：
requirement 的分类
如何获取information？有几种方式？Gather Detailed Information: What are the possible ways?
什么是FURPS？
Stakeholder的分类

Core process 3: Discover and understand the details of the problem or need—is the main focus of systems analysis

Systems Analysis Activities

Core Process 3 in the SDLC—includes activities related to systems analysis
including:
✓ Gather detailed information
Interviews, questionnaires, documents, researching vendors, comments and suggestions
✓ Define requirements
Modelling functional requirements and non-functional requirements
✓ Prioritize requirements.
Essential, important, vs. nice to have
✓ Develop user-interface dialogs
Flow of interaction between user and system
✓ Evaluate requirements with users
User involvement, feedback, adapt to changes

Beginning analysts often underestimate how much there is to learn about the work the users perform.

What are Requirements?

== System Requirements: ==

• Functional requirements
• Non-functional requirements

Functional Requirements: the activities the system must perform

• Business uses, functions the users carry out 业务用途，用户执行的功能
• Conforming to business rules 符合业务规则

Non-Functional Requirements: other system characteristics

• Constraints and performance goals

FURPS Requirements Acronym

需要理解每一类requirement分别是什么，解释不出来可以给例子。

• Functional requirements
• Usability requirements: operational characteristics related to user
• Reliability requirements: dependability of a system
• Performance requirements: operational characteristics related to measures of workload
• Security requirements: how access to the application will be controlled and how data will be protecte
  

Stakeholder

内部、外部
Operational vs. Executive


要去理解它的分类

Project Integration Management

Project integration management is an overarching function that affects
and is affected by all of the other knowledge areas.

项目集成管理是一个总体功能，它影响到所有其他知识领域，并受其影响。

Strategic Planning and Project Selection

• Organizations often perform a SWOT analysis by using mind mapping
• Analyzing Strengths, Weaknesses, Opportunities, and Threats
• As part of strategic planning, organizations
  1. identify potential projects
  2. use realistic methods to select which projects to work on
  3. formalize project initiation by issuing a project charter

Mind Map of a SWOT Analysis

Methods for Project Selection

Methods for selecting projects

1. Focusing on broad organizational needs
2. Categorizing information technology projects
3. Performing net present value or other financial analysis
4. Using a weighted scoring model

Important criteria for selecting projects1. (Focusing on Broad Organisational Needs)

• Need
• Funding
• Will

2.Categorising IT Projects

Categorisation based on project impetus项目驱动力

• Problems
• Opportunities
• Directives
  Categorisation based on project time window
• How long will it take to complete a project
• and what is the deadline for completing it?
  Categorisation based on overall priority of the project
  • High, medium, or low prioprity
  
  
  机会是改善组织的机会。指令是由管理层、政府或一些外部影响施加的新要求。

3.Performing Financial Analysis

Primary methods for determining the projected financial value of projects

• Net present value (NPV) analysis
• Return on investment (ROI)
• Payback analysis

NPV

净现值（NPV）分析是通过将所有预期的未来现金流入和流出折现到现在的时间点，来计算一个项目的预期净货币收益或损失的一种方法。(“¥1 today” > “¥1 tomorrow” (inflation))
Projects with a positive NPV should be considered if financial value is a key
criterion
Positive NPV: the return exceeds the cost of capital; The higher the NPV, the better Net Present Value Analysis回报超过资本成本；净现值越高越好。

？如何计算cumulative benefits-costs
146400-8800=137600

1. Determine estimated costs and benefits for the life of the project and the
   products it produces
2. Determine the discount rate (check with your organization on what to use)
3. Calculate the NPV
   Notes:

• Some organizations consider the investment year as year 0, while others start in year 1.
• Some people entered costs as negative numbers, while others do not. Check with your organization for their preferences
  确定项目生命周期和其生产的产品的估计成本和效益
  确定贴现率（与你的组织核实使用什么贴现率）。
  计算净现值
  注意。
• 有些组织认为投资年是第0年，而有些组织则从第1年开始。
• 有些人把成本输入为负数，而有些人则不输入。 请向你的组织了解他们的偏好。
  

Return on Investment

投资回报率 (ROI) 的计算方法是从收益中减去项目成本，然后除以成本
The higher the ROI is, the better

payback period

投资回收期是指以净现金流入的形式收回投资于一个项目的总美元所需的时间。
当累计折现的净收益等于成本时，就会出现投资回报。

4.Using a Weighted Scoring Model

A Project Charter

• 项目章程是一份正式承认项目存在的文件，为项目的目标和管理提供指导。
• 它授权项目经理使用组织资源来完成该项目。
• 主要的项目利益相关者应该签署项目章程，以确认对项目的需求和意图的认同。
  

Basic Information in a Project Charter

• The project’s title and date of authorization项目的名称和授权日期
• The project manager’s name and contact information项目经理的姓名和联系信息
• A summary schedule, including the planned start and finish dates一份简要的时间表，包括计划的开始和结束日期
• A summary of the project’s budget or reference to budgetary documents项目的预算概要或预算文件的参考资料
• A brief description of the project objectives项目目标的简要描述
• Project success criteria项目的成功标准
• A summary of the planned approach for managing the project管理项目的计划方法的摘要
• A roles and responsibilities matrix角色和责任矩阵
• A sign-off section for signatures of key project stakeholders供主要项目利益相关者签名的签字部分
• A comments section in which stakeholders can provide important comments related to the project评论部分，利益相关者可以提供与项目有关的重要评论

许多项目失败的原因是需求和期望不明确，所以从项目章程开始是很有意义的。

What would you do if you got conflicting answers for the same procedure from two different people you interviewed? What would you do if one was a clerical person and the other was the department manager?

• The first thought would be to take the opinion of the department manager as the correct answer.
• The best solution in this case is to get the two people together and let them discuss the differences until they both agree on the correct procedure.
• The systems analyst should not make the decision as to which answer is correct, nor should he or she try to resolve the difference. It is the users’ responsibility to do so.

• 第一个想法是把部门经理的意见作为正确答案。
• 在这种情况下，最好的解决办法是让这两个人聚在一起，让他们讨论分歧，直到他们都同意正确的程序。
• 系统分析员不应该决定哪个答案是正确的，也不应该试图去解决这个分歧。这样做是用户的责任。

项目管理计划远不止是甘特图

监测项目工作包括收集、测量和传播绩效信息。

Reviewing existing documentation

Reviewing the documentation of existing procedures helps identify business rules that may not come up in the interviews. Analyzing formal procedure documentation also helps reveal discrepancies and redundancies in the business processes. However, procedure documents frequently are not kept up to date, and they commonly include errors.

审查现有程序的文件有助于识别在访谈中可能不会出现的业务规则。分析正式的程序文件也有助于揭示业务流程中的差异和冗余。然而，程序文件经常没有及时更新，而且它们通常包含错误。