Anurag
Overview
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Requirements gathering techniques
provide project team members with a choice of methods for eliciting needs or
requirements from stakeholders and for validating requirements with
stakeholders. Certain techniques are
appropriate in gathering stakeholder needs, while other techniques are most
helpful in defining high-level and detailed requirements, or validating
detailed requirements with the stakeholders.
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Three
Techniques
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The three recommended techniques are Interview,
JAD Session, and Survey Method.
This document will explain the
characteristics of the recommended requirements management techniques and
when the techniques are appropriate for use within the requirements
management process.
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Interview Technique
Summary
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An interview is a conversation with
stakeholders to elicit or validate needs and requirements. An interview may include one or more
stakeholders. The interview may also
involve a question and answer session used to discover other potential stakeholders
and any discrepancies between needs; the high-level requirements derived from
those needs; and the resulting detailed requirements. Interviews facilitate obtaining approval
from stakeholders on their needs, requirements, and any changes to them.
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Advantages
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·
Generally easy, because it can be done with
minimal preparation.
·
Interviews of individuals and small groups
require less planning and scheduling effort than large workshops.
·
Interviews of individuals and small groups
require less stakeholder commitment than large workshops.
·
Interviews provide an opportunity to explore
or clarify topics in more detail.
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Disadvantages
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·
The questions used in the interview may
reflect the interviewer’s preconceived ideas, which can influence the
responses.
·
For projects with a large number of
stakeholders the interviews technique can be time-consuming and inefficient.
·
Conflicts and inconsistencies between
stakeholder information need to be resolved in additional interviews.
·
This technique does not allow different stakeholders
to hear and elaborate upon the information being relayed.
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Formal
Interview Process Steps
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1. Identify
stakeholders to be interviewed
2. Obtain
a general understanding of the customers business
3. Develop
interview questions using open-ended questions
4. Set
meeting time and location for the interview
5. Provide
a set of questions to interviewees prior to the interview (if they will need
to prepare for the interview)
6. Use
one or more Recorders to accurately preserve results of the interview
7. Provide
results to interviewees for confirmation of content
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Informal
Interview Process Steps
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1. Identify
stakeholders to be interviewed
2. Obtain
a general understanding of the customers business
3. Develop
interview questions (for interviewer’s use only) to make sure certain
questions are answered during the session
4. Set
up a casual meeting or telephone conversation time for the interview.
5. Takes
handwritten notes during the interview; avoid using electronic data capture.
6. Provide
results to interviewee for confirmation of content
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Sample
Interview Questions
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·
What would it look like?
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What would convince you?
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What have you already tried?
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Why now?
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What will you settle for?
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Interview
Leader Role
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The Interview
Leader may be responsible for identifying the stakeholders or by working with
the appropriate project team member to get the list of stakeholders. The Interview Leader is responsible for
preparing questions ahead of the scheduled meeting and distributing the
questions to the stakeholder or stakeholders.
The leader is also responsible to either record the notes or schedule
a recorder to attend the meeting to record information discussed in the
meeting and any decisions resulting from the meeting.
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Recorder
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The recorder is responsible for recording the
information discussed in the interview and any decisions resulting from the
meeting. In informal interviews the
leader is also the recorder.
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Stakeholder
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The stakeholder is responsible for providing their
needs, expectations, priorities, and constraints. They also validate the results of the
interview.
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Joint Application
Development (JAD) Technique
Summary
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The Joint
Application Development (JAD) technique is an extended, facilitated
workshop. It involves collaboration
between stakeholders and systems analysts to identify needs or requirements
in a concentrated and focused effort.
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Advantages
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·
This
technique allows for the simultaneous gathering and consolidating of large
amounts of information.
·
This
technique produces relatively large amounts of high-quality information in a
short period of time.
·
Discrepancies
are resolved immediately with the aid of the facilitator.
·
This
technique provides a forum to explore multiple points of view regarding a
topic.
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Disadvantages
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JAD
Process Steps
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1. Define Session: Define the purpose,
scope, and objectives of the JAD session, selecting the JAD team, invite and
obtain commitment to attend sessions from the appropriate stakeholders, and
schedule the session.
It is
important to obtain management commitment to support the process and identify
the appropriate stakeholders.
2. Research Product: Become more
familiar with the product or service, gather preliminary information,
obtaining any models.
3. Prepare: Prepare any visual aids,
developing a realistic agenda, training the recorder, and preparing the
meeting room.
4. Conduct Session: Follow agenda to
gather and document the project needs and requirements. It is important to ensure all participants
are given equal treatment during the process.
5. Draft the Documents: Prepare the
formal documents. The information
captured in the JAD session is further refined through analysis efforts, open
questions or issues discovered through the sessions are resolved, and the
final document is returned to stakeholders for review and validation.
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Roles
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The JAD team is the very heart
of the JAD process and the selection and inclusion of stakeholders are
critical to the overall success of a JAD session. The team should consist of a mixture of
skills from a variety of individuals.
The participants may include Business Process Owners,
Operations Managers, Client Representatives, Business Analysts, Business
Managers, End Users, Data Administrators, Systems Analysts, System Designers,
Business Analysts, Advisors Project leaders, Auditors, Security, Standards,
Vendors, Quality Assurance, Contingency Planners, Production Planners, IT
Specialists, Human Resource Representatives, and Trainers.
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Executive
Sponsor
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Management commitment is required
for any needs or requirements gathering process to succeed. It is very important for the JAD session
team to have a management sponsor. The
executive sponsor may be a manager of the business area whose needs and
requirements are being addressed during the JAD session. The sponsor does not have to actively
participate in every JAD session. It
might be advisable to attend the first JAD session to show support and,
perhaps, the final JAD session to review the results and make comments. The sponsor should be available throughout
the period of the JAD process to solve any serious problems or issues that
may arise. The JAD facilitator must
work closely with the management sponsor and provide full briefings on
progress.
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Facilitator
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The facilitator is the key person in the group and
is responsible for planning, executing and managing the session. They should be a respected, skillful leader
with a good reputation within the organization. JAD facilitator skills do not happen by
chance, and the skills may have to be learned through specialized training
and experience. The choice of facilitator
may mean the difference between a good session and a poor one. It is essential that the facilitator be
given authority to work closely with the executive sponsor to achieve the
objectives of the JAD session. The
facilitator will know how to direct people, to be able to get the best
information from them. JAD Facilitators
should be able to:
1. Focus
on the process, not the information content, of the JAD session.
2. Be
unbiased and neutral, and remain impartial.
It is important that the reporting structure is such that the
facilitator cannot be influenced or biased.
3. Use
organizational skills to lead groups and keep the sessions on track.
4. Ensure
each subject under discussion is accurately recorded and completed to the
stakeholders’ satisfaction before proceeding.
5. Stop
sideline conversations.
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Recorder
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The recorder is responsible for documenting the JAD
sessions. This must be done in an
interactive fashion and the recorder must work closely with the JAD
facilitator. Many ideas and
suggestions will be discussed. A large session may need multiple
recorders. The recorder must capture
the important discussion and decisions made, who made them and why. Laptop computers, white boards, flip
charts, or overhead devices are particularly useful.
It is the responsibility of the recorder to
distribute and file the documentation at the end of each JAD session or as
soon as possible after the session or topic has concluded. It can be a difficult task and should not
be underestimated. The recorder should
have the following skills:
1. Knowledge
of the stakeholder business area. In
order to record the results properly, the recorder needs to understand the
concepts of what was discussed.
2. Excellent
analytical skills. The recorder needs
to be able to analyze what was discussed and presented in the JAD session.
3. Experiences
with JAD tools if any are used. The
JAD tool may be a word processing software, an electronic whiteboard, or a
CASE tool. Whatever tool is used, the
recorder has to have a good knowledge of how to use the tool effectively.
4. Good
technical writing skills.
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Stakeholder
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The participation of stakeholders in the JAD
session is widely accepted as essential to its ultimate success. Without their involvement, the JAD session
will not be productive. The whole point
of a JAD session is to bring stakeholder and performing organization together
in a structured environment.
Stakeholders will rapidly gain a sense of involvement and ownership in
the product or service development where a JAD session is used. This is vital to its overall success. Most important, the stakeholders will get
the product they want and not one that has been designed poorly for
them.
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Survey Method
Summary
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Survey
Method Advantages
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1. A
survey can reach a large number of stakeholders or other sources of
information.
2. A
survey is an excellent tool to gather a significant amount of focused data in
a short period of time.
3. Survey
method can provide good results when used to validate assumptions after the
use of the interviewing technique.
4. A
Survey method is a good tool to gather statistical preference data.
5. A
survey requires little scheduling effort.
6. A
survey requires little stakeholder commitment of time and effort.
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Survey
Method Disad-vantages
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1. The
response level is often low, especially to large surveys.
2. Responses
are usually limited to the realm of the questions asked, which reflect the
analyst’s preconceived ideas or assumptions of the survey designer.
3. Well-made
surveys require trained and experienced personnel to develop.
4. Development
time can be significant.
5. Conflicts
and inconsistencies in information from stakeholders require additional
analysis to resolve.
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Survey
Method Process Steps
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1. Decide
what you want to know and how you will analyze the data before you develop
questions.
2. Look
for questions or ideas from other sources to inspire the writing of your
method
3. Write
questions to be as specific as possible.
Use simple, straightforward language.
Avoid the use of jargon or terminology specific to a few people.
4. Write
short questions to ensure reader understanding, including:
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Limit the number of choices available to a
question to five or less (if applicable).
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Offer a "don't know" or "no
opinion" option, so people do not invent answers.
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Vary the format of the questions to keep
people interested.
5.
When you have
written the survey questions, it is important to test them to make sure that
the language is current, the questions are not biased, and the questions are
relevant to the purpose of the survey.
Deliver the set of questions to the stakeholder for their
response. Provide a date by which the
answers are to be returned.
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Survey
Method - Author Role
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The survey method author is responsible for
crafting questions to solicit the needs and requirements from
stakeholders. Once the answers have
been received, the author is responsible for recording the answers into a document
for confirmation by the survey method respondents.
To develop a useful method, the writer should be
familiar with the purpose of the evaluation and ideally have some experience
with developing surveys.
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Stakeholder
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The stakeholder is responsible for answering the
questions and verifying the resulting information presented by the author for
confirmation.
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