Systems Analysis: Asking Questions and

Collecting Data
Fact finding techniques
the main fact-finding activity is during analysis. This fact-finding establishes what the existing system does and
what the problems are, and leads to a definition of a set of options from which the users may choose their required
system. In this chapter we consider the second stage of our systems analysis model – asking questions and
collecting data. Fact-finding interviewing, an important technique used by analysts during their investigation, is
described in detail, and a number of other methods used to collect data are also described.
In carrying out your investigation you will be collecting information about the current system, and, by recording the
problems and requirements described by users of the current system, building up a picture of the required system.
The facts gathered from each part of the client’s organisation will be concerned primarily with the current system
and how it operates, and will include some or all of the following: details of inputs to and outputs from the system;
how information is stored; volumes and frequencies of data; any trends that can be identified; and specific problems,
with examples if possible, that are experienced by users. In addition, you may also be able to gather useful
information about:
• departmental objectives;
• decisions made and the facts upon which they are based;
• what is done, to what purpose, who does it, where it is done and the reason
why;
• critical factors affecting the business;
• staff and equipment costs.

In order to collect this data and related information, a range of fact-finding methods can be used. Those most
commonly used include interviewing, questionnaires, observation, searching records and document analysis.

Fact-finding Interviews
An interview can be defined as ‘a conversation with a specific purpose’. It is a form of two-way communication that
requires a range of interpersonal skills to be used by the interviewer to ensure that the purpose is achieved. In a fact-
finding interview these skills are needed to collect and record information in order to build up a picture of the
current system, and to catalogue the requirements for a new one.
8.2.1 Planning the Interview
When planning a fact-finding interview, you are trying to answer five questions:
1 What is to be achieved as a result of these interviews? (helps you to identify a set of objectives)
2 Who should be interviewed? (leads you to a list of interviewees and to a sequence in which they will be
interviewed)
3 How will these interviews be conducted? (gives you a format or structure for the interview)
4 What topics will be covered during the interviews? (putting together an agenda)
5 Where will the interviews take place?

Most fact-finding interviews follow a similar structure, which is shown in diagrammatic form in Figure 8.1. This
consists of four stages –
Social chat : An interview begins with a casual, friendly opening to create a relaxed atmosphere. During this stage
you can give the interviewee some background information about the reasons for the investigation and answer any
questions they have. The early minutes of an interview are critical in building rapport with the interviewee and
making it feel more like a conversation and less like an interrogation.
Overview: During this overview you can also explain the objectives of the interview, the time you will need, and the
main topics to be covered, as well as asking for the interviewee’s permission to take notes.

Questions and answers: This is the fact-finding part of the interview. In this stage you ask questions to
find out as much as possible about the interviewee and their role in the organisation.
A useful model for structuring the questions and answers stage of the interview is shown in Figure

In conducting an interview, the questions should initially be at a high level so information is gathered about the
background and work environment of the interviewee (user) within the organisation. These are called context
questions, and often contain the words ‘tell’, ‘explain’ or ‘describe’. Eg : ‘Can you describe your main
responsibilities as sales manager?’

The context questions are followed by a set of detailed questions, which enable you to obtain specific information
about the areas explored in step one. This information will usually include facts and figures that indicate volumes as
well as operational peaks and troughs. For example: ‘You mentioned a problem that occurred last February – can
you say more about that?’

The context and detailed questions should help you to understand the current system and enable you to identify the
nature and cause of specific problems. Once problems have been identified, you should ask further questions to find
out what effects the interviewee believes each problem has on the organization and, more specifically, on their area
of responsibility:

The fourth step, which can take place alongside step three, is to explore the user’s views about the solution to a
problem and to find out what the user needs to correct the problem. It is important during fact-finding to discover
what the user’s real needs are, so that any solution developed will be efficient and effective:

Closing
As the model indicates, time should be left at the end of the interview to bring it to a formal close. In closing the
interview, summarize the points discussed, checking key facts with the interviewee, and describe what will happen
next as a result of the information obtained

8.3 Questionnaires
A questionnaire may be the most effective method of fact-finding to collect a small amount of data from a lot of
people.
A questionnaire can also be used as a means of verifying data collected using other methods, or as the basis for the
question-and-answer section of a fact-finding interview. Another effective use of a questionnaire is to send it out in
advance of an interview. This will enable the respondent to assemble the required information before the meeting,
which means that the interview can be more productive.
The questionnaire designer aims to formulate questions in the data section that are not open to misinterpretation, that
are unbiased, and which are certain to obtain the exact data required.
Disadvantage : A poor design can mean that the form is difficult to complete, which will result in poor-quality
information being returned to the analyst.

8.4 Observation
Observation can help in understanding where the current system is working well and where problems are being
experienced, and can also provide clues as to why this is happening.

8.5 Record Searching

record searching involves looking through written records to obtain quantitative information, and to confirm or
quantify information already supplied by user staff or management. Information can be collected about:
• the volume of file data and transactions, frequencies, and trends;
• the frequency with which files are updated;
• the accuracy of the data held in the system;
• unused forms;
• exceptions and omissions.

All of the information collected by record searching can be used to cross-check information given by users of the
system. Searching records enables the analyst to confirm or quantify information that has been provided by the
client

8.6 Document Analysis

When investigating the data flowing through a system another useful technique is to collect documents that show
how this information is organised. Such documents might include reports, forms, organisation charts or formal lists.
In order to fully understand the purpose of a document and its importance to the business, the analyst must ask
questions about how, where, why and when it is used. This is called document analysis, and is another fact-finding
technique available. It is particularly powerful when used in combination with one or more of the other techniques