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    16 views21 pages

    تحديد تحليل وتصميم النظم 1 PDF

    Uploaded by

    Mohammed Alwazeer

    Copyright:

    © All Rights Reserved
    Download as PDF or read online from Scribd
    Flag for inappropriate content
    of 21
    CHAPTERS ' athods of Collecting Sytem Requirements bia Informed about the Gerotion and issves of fhe current syste Bioeth diverse needs fo nd synergies cd conta among rsa jecied limes to. ays see how data are handled and what information 8 rants 0 decor rapoied ines, palin, lg, Pgs nn ltd omc oan ™ ae OETERM “6 TEM REQUIREMENTS 167 3 Jing that might supplement their work. peo an fiona Gestion, pole fadienos ao ine units hey supervise, and other nonroutine aspects of 01 Soa ice Be MS aueriewing you wil gather fac, opinions and oan a ea ody languas®> emotions, and other signs of what people want and how they ee mat) says to effectively interview someone, and no one method i ater than anether. Sore guidelines you should keepin mind when e geo patzed in Table 6S, are discussed next ae nae SP should prepare thoroughly before the interview. Set i: ivioesn8 fora duration convenientfor the eneree Tepe oes 82 xian be oa lained tothe interviewee in advance. You may ask the wth questions or issues or to review certain d santo prepare fF ee should spend some time ig poaraie so gad out and write down your questions Do not aime that ipa poste questions, You want the interview to be natural aiid gen qo wancio spontaneously direct the interview as you discover what expertise peinteriewee beings to the session. : You shoold eet - regal guide pect that you know in which you intend to: ions and how much time you want to spend in exch area of the i ‘The checklist might include some probing ae to siasfllowp ifyou receive certain ‘anticipated responses, You can, to some degree, iegate your interview guide with the notes you take during the interview, as spunlieemmpe RE 6-2. This same guide can serve as an outline for ‘summary you discover during an interview. ‘The fit page of the sample interview guide contains a general oulline of the age Besides basic information on who is being interviewed and when, you list objectives for the interview. These objectives typically cover the most impor tat data you need to collect, alist of issues on which you neecl to seek agreement (eg, content for certain system reports), and which areas you need to explore, not oaiananae questions. You also include reminder notes to yourself on ty information about the imerviewee (cg., job history, xnown positions taken on TABLE 6/8 Guidelines tor a and role with current system). This information helps you to bbe personal, Bective ws that you consider the interviewee to be important, anid may assist you in iNter~ —Pjan the Interview nny answers. Also included is an agenda for the interview with approximate —\s._ Prepare interviewee: {or different sections of the interview. You may not follow the time limits appointment, pritning eciely. but the schedule helps you cover all-areas during the time the interviewee questions aoe . Space is also allotted for general observations that do not fit under spe Ze Prepare checklist, egendo, ee for notes taken during the interview about topics skipped or hy ond, es Taised ‘could not be r a. Listen car a notes On resol eo : record if permitted) list : Je form in Figure 62 ie! waste rere et eae, ? cae Bike yOUWill not strictly follow the guide in sequence. You call, however, check ae neutral ecr Ei asked and write reminders to yourself to return to orskip a Seek diverse views s the dynamics of the interview unfold. . ‘ ee in the evel and nT nt notice, Sechon > shaviologies for efficient & * erst AXE Uke webhad CHAPTER 6. amd XA> DETERMINING SYSTEM aaa ae quesions, Younced to decide vinat “questions you will se, Ope hat mix and sequencs sn for which You ane ee auetona ‘ eae eee 2 a Fate al peat ees Open-e ie presi question to ask. The _ Se eatees nts him or he son beng ited choice mink \ empl is “What would you sy it iin te geen oan ae [ i Beal se Go You he best hg abt he M ations” You must react quickly Reeser Hmoep qvestons ate needed fr pee ae | wall eget that aust as Gen ani mare anion \ er pformation; 2 follow-up questi sean fence ff open-ended questions in aa eer tae srface You canthen cotnveexlringal lees eppealeen more new formation. Geel c es ene pe because they ae abe to respond inthe acai a eprended questions gre ervewes or ae wij in the interview. A major di sat ae .. A major disadvantage of open-ended REQUIREMENTS 169 a of take horse teal ce for the questions tob ng an be difficult vo summarize ec oy iam eee ee \ ‘Closed-ended questions i A a provide arange of ansters fom which theinterseves ‘Guesions in interes ho nkthost reading ta chee Kom omoaa 3g an example: fh the follwing woul YOU SO) 4s the one best thing about the information system codon i m0? aim aida san acess to all of the date, need \ ans esponse fie from remote lecatons quesions york well when themajor ansve's to questions are wel is that interviews based OP lovedended questons do not nee alarge ime ‘connmitment—more (Opi ‘can be covered. You can se yhear voice tone i ‘ sestions can eae of operrended questions 1 pursue, rage the interviewee (9 ‘aga unanticipated t ended questions is Ot ‘useful information vray be overlooked! a5 Ce respondent er: ‘yn examination 2 follow ea responses: 5 that does tries 10 idea vill be considered equal) ye continue to provwae he ability 1° ee ceed norte ce S20 shou! cews 35 to Ste very ‘carefully © jew (DE gare to a5! totakto nie tie Wy ti users and. {jnformation systems staff who ba avd dis agteenert carve tent an oneTs nk te OT problens ad ere information svces sight beer sm ihe o touls “derstand all poisible perspectives so hatin alate: an jnformation om which t0 base a recommendation or desig 3) o Pyare ai RO enon et Syrcieics : : See: z NWrersie wing valid Bi accurate representation of current and future YDroos pack proces reise seer falowup pone ls st Adin oy pean ois is often di - Deon Fradichisns ad as ay Coe eran) ie in Con ; carne gatheri ‘ pala SS temies befieem ofind eres ata ees =< other onion salable to you ste group inte trot Wi of wails. sine prnbes disci eM ee cee imulipeinervewen, one analjt may ask questions of OASN NOS feren ; XW: ConNE rites att ingot ey listen for data requirements while anothet xént, The nicer of interviewees into wewwie” Wo yet ¥i 5 yd Set noun romper wy ogaes Fiok ; ew ha few advantages, 682 WE ae than a series of interven with india 1" Se een) Ben Sc ee difficult it will be finding a convenient onferencing technology can minimize ake scheduling meetings so difficult. it=ceKerems eres voor yout emis process, which we discuss in a later see- —2)\5)\ Vv" working with groups, Nominal Group Yi Yechy ober Vie : techniques have been developed over with groups. One of the more popular ed serving shat tye df? and ise they do up members is. called Nominal Group Nominal Group Technique | ame indicates—the individuals working yme only, or nominally. Group members , but they all work alone for a period of ten list of their ideas. At the end of the ool their individual ideas under the tially involves having the facilitator ask t been presented before. As the person down the idea on a blackboard or flip uced, the facilitator will then ask for the for clarification. by all of the participants, the facilitator up will carry forward for additional con- he number of ideas. The facilitator may ‘ideas that they believe are important. mn, asking each person to read aloud an not yet been identified by someone else. to identify and either eliminate or com- some point, the facilitator and the group an be further prioritized. text, the ideas being sought in an NGT vith the existing system or ideas for new ‘end result would be a list of either prob- mselves had generated and prioritized. of sucha list, at least for the group that - (NGT) A facilitated process that supports ideo generation by groups. At the beginning of the process, group members work alone to generate ya ideas, which ore then pooled under \ the guidance of a trained facilitator. Ye RSENS eee ae pew nd eo ical ee procedures ‘ond Other Documents » se, asking questions ‘of the people who use a stem every day ot fp an efective way to gather cre system wes sa mor Decomens aes ae : they do or how they doit. Tiss op : hice al a concerning infrequent ‘from the past; Or issues for wi iy wee ten ws considerable pasion. Becaiss pe RUEsIWayibe tiled io me % i 5 souk eat Supplement and corroborate wap 2)Basiness Get ing wha tie do Gr by Sbcining relatively objet mesure “Lost: rind 5) Rats the importi fai analysh ieee te Ggpnlzaonal mien statements wiih theyareGeigninggyens ab Teal job descspions,ntermal and exe: as rior organizational st can all provide valuable insght tstel You about the reqsremens fo 2 4 8) Des cHiPE A For example, one posile view of how a Ijpothetical manager do he aealis of OCU findinformation about: : is that a manager carefully plans her activities, wor BO Se eee a ae Te pA uiees ai aya tn documents you can su espa er dy Wi Minter (1078) observed ow ann existing snes (eg missing information oF =F only certain information ori : : Dy dots nage day i-acivally pusictuated-by man ee get it a ape acing foculse faa pce f ie hearer area short-tinte before they are interrupted by ph a i i fluence infor tot eas a oS aA ae ing to Kink cust plies more dotey Frei hai thew eat Aéscribed by our hypothetical manager would st ‘key individuals who Shave an interest work environment in vhich that manager finds b= (eg, the name of asales manager who led std of ying bea icustomers) Ft a atfor research and depart erga ies is required for any 4 ot By pgee: wit dnc unt be iy fling ofan inve aN mst re sce gern valid forms Pt (0 whom ewetton dist ig js eg wb 040s of nt onmati se eal ite procedures will reveal of ‘pole cali such duplication to the reser design Cn proceed. 1 20 of ans etn before the redesign of an Tati nformat a her problem you May encounter with ss gpin, itis mot your job to createa domme ee gi opomanseement Aaland one document fora missin when the pros i ate mn-problem with a wr ou interview the person Tespuncte realize the pr nsible for perfo: y be necess ion system can ac yt achieve ten € proce- ring the 99 of ae when ¥' pune psooetne: Once again, the decision to rewrite th © rewrite the procedure pes realty is Baie by management, but you may mak our uncerstan jing of the organization, A techn suggestions Ha written procedures is that the ‘oma pus mg from interviews and observation one eee ‘ 2 Orga arinformation i Faformation IS Tequired. Asin the other case, resohtion , resolution rests ‘problems illustrate the difference between formal ta mal jtems are systems recogniaed bythe Gill doco and Formal system (7 me jaforma systems ae te way which the cue took eopiatees sa develop because ofinadequacs of formal procedures oe and preferences, resistance to conte, and oter is SP formal and informal stens besuse ch poada (emesis tion requirements and what a te required to conver from Tee iene jnformation services. pe of document useful .d for all types of busine: g the payment of @ Gill to indicating what good Gimportant for understanding 2 system because they exh + dataflow in or out of a system ‘and which are necessarl for the syste proce form in Figure 64, westt Tocations for data such ill to address of the customer, the invoice t ‘number and purchase er, data (quantity, description, rate, amount) about each ine item on the calculated data such as the (0! gives us crucial information ipany can ship end if a fd the freight expense i charged 0 Co oe laycorrespond to a computer display that the system ge Ae ns -and maintain data or tO display: ven they contain actual organization f the data that are actual the characteristics o i ap in which fe over times people use forms chang’ er oucen we he sisters 202 ine wich date are mwas desi wired. ee determi longer be reo presented in Chapters Zand 8 to help yOu required, 1 to systems analysts i a business fotm (see

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