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HOW DOES THE PROJECT TEAM IDENTIFY PROBLEMS & OPPORTUNITIES?

Justifying a project often involves identifying problems & opportunities within an organization’s
current information system. By eliminating problems and taking advantages of opportunities, an
organization can become more competitive. Project members can identify problems &
opportunities using a variety of techniques, such as interviews & data analysis. For example,
James Wetherbe’s PIECES framework helps classify problems in an information system. It focuses
on the actual work of doing requirements determination. The goal of the model is to assure the
systems analyst and the user that questions will be included during analysis about each of these
six essential subjects as it relates to the problem domain. The responses to the questions for each
of these subject areas significantly contribute to the definition of the system's requirements. Each
letter of PIECES stands for a potential problem.

The categories as shown in the PIECES Framework may overlap. Some problems are in such a way
that their solution may fall in one or all of the categories.

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PERFORMANCE
Means that an info system does not respond quickly enough to users or takes too long to
complete processing tasks. Does current mode of operation provide adequate throughput and
response time?

Performance questions address how the system needs to perform for the user. Issues of
throughput (the amount of work performed over some period of time) and response time (the
average delay between a transaction or user request and the response to that transaction or user
request) are considered. For example, the systems analyst may ask questions about the needed
response time or throughput required on the network, the quality of print needed, or the need to
have a graphical user interface or a menu or text type of interface. In other words, the question
the systems analyst asks is, "How does the system need to perform in this environment?" Its
answer can be multifaceted depending on the needs of the user.

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INFORMATION (& DATA)
Means that users don’t receive the right information at the right time in a usable format. Does current
mode provide end users and managers with timely, pertinent, accurate and usefully formatted
information?

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INFORMATION (& DATA)
Means that users don’t receive the right information at the right time in a usable format. Does current
mode provide end users and managers with timely, pertinent, accurate and usefully formatted
information?

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ECONOMICS / CONTROL COTS / PROFITS
Means that the system costs too much to operate or use. Does current mode of operation provide cost-
effective information services to the business? Could there be a reduction in costs and/or an increase in
benefits?

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CONTROL
Means that information is available to unauthorized users or authorized users are given the authority to
make decision based on the information they receive. Does current mode of operation offer effective
controls to protect against fraud and to guarantee accuracy and security of data and information?
Too little security or control?
Input data is not adequately edited
Crimes (e.g. fraud, embezzlement) are (or can be) committed against the data
Ethics are breached on data or information – refers to data or information getting to unauthorized
people
Redundantly stored data is inconsistent in different files or databases
Data privacy regulations or guidelines are being (or can be) violated
Processing errors are occurring (either by people, machines, or software)
Decision- making errors are occurring

Too much control or security ?

Bureaucratic red tape slows the system
Controls inconvenience customers or employees
Excessive controls cause processing delays

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EFFICIENCY
Means that too many resources are used to collect, process, store & distribute information. Does
current mode of operation make maximum use of available resources, including people, time, flow of
forms,...?

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SERVICE
Means that the system is too difficult or inconvenient to use. Does current mode of operation provide
reliable service? Is it flexible and expandable?

SERVICE problems
The system produces inaccurate results
The system produces inconsistent results
The system produces unreliable results
The system is not easy to learn
The system is not easy to use
The system is awkward to use
The system is inflexible to new or exceptional situations
The system is inflexible to change
The system is incompatible with other systems
The system is not coordinated with other systems

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CAUSE-AND-EFFECT ANALYSIS
In practice, effects can be symptomatic of more deeply rooted problems which, in turn, must
be analyzed for causes.

• This method is unique in that it encourages creative thinking as well as brainstorming in the
process of breaking down issues and aligning them in the process of finding its solutions.
• Encourages creative thinking as well as brainstorming in the process of breaking down
issues and aligning them in the process of finding its solutions.

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Must Have
Anything in the “must-have” category is considered mandatory. Non-negotiable.
For example, if you’re releasing a healthcare application, a must-have initiative may be security
functionalities that help maintain compliance.

Should Have
Not vital to the system.
If left out, the product or project still functions. If they are included, they add significant value.
For example, performance improvements, minor bug fixes, or new functionality, may be “should-
have” initiatives. Without them, the product still works.

Could Have
Nice-to-haves.
Initiatives that are placed in the “could-have” category are often the first to be deprioritized if a
project in the “should-have” or “must-have” category ends up larger than expected.

Won’t Have this time

This helps manage expectations about what will not be included in a specific release (or another
timeframe you’re prioritizing for). One way to help prevent scope creep.

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