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hi i want you write an essay : Hi everyone In system analysis and design, project management skills are critical – so let’s take a look at todays readings and discuss the need for project management, the skills needed, are there any certifications needed, and are there any specific models we have, e.g.., JAD, SDLC, RAD, Agile, etc. _ch04_ppt.pptx _ch03_ppt.pptx Unformatted Attachment Preview Systems Analysis & Design Tenth Edition Chapter 4 Information Gathering: Interactive Methods Copyright © 2019, 2014, 2011 Pearson Education, Inc. All Rights Reserved Learning Objectives 4.1 Recognize the value of interactive methods for information gathering 4.2 Construct interview questions to elicit human information requirements and structure them in a way that is meaningful to users 4.3 Understand the purpose of stories and why they are useful in systems analysis 4.4 Understand the concept of JAD and when to use it 4.5 Write effective questions to survey users about their work 4.6 Design and administer effective questionnaires Copyright © 2019, 2014, 2011 Pearson Education, Inc. All Rights Reserved Interactive Methods to Elicit Human Information Requirements • Interviewing • Joint Application Design (JAD) • Questionnaires Copyright © 2019, 2014, 2011 Pearson Education, Inc. All Rights Reserved Major Topics (1 of 2) • Interviewing – Interview preparation – Question types – Arranging questions – The interview report • User Stories Copyright © 2019, 2014, 2011 Pearson Education, Inc. All Rights Reserved Major Topics (2 of 2) • Joint Application Design (JAD) – Involvement – Location • Questionnaires – Writing questions – Using scales – Design – Administering Copyright © 2019, 2014, 2011 Pearson Education, Inc. All Rights Reserved Interviewing • Interviewing is an important method for collecting data on human and system information requirements • Interviews reveal information about: – Interviewee opinions – Interviewee feelings – Goals – Key HCI concerns Copyright © 2019, 2014, 2011 Pearson Education, Inc. All Rights Reserved Interview Preparation • Reading background material • Establishing interview objectives • Deciding whom to interview • Preparing the interviewee • Deciding on question types and structure Copyright © 2019, 2014, 2011 Pearson Education, Inc. All Rights Reserved Question Types (1 of 2) • Open-ended • Closed Copyright © 2019, 2014, 2011 Pearson Education, Inc. All Rights Reserved Open-Ended Questions • Open-ended interview questions allow interviewees to respond how they wish without length or structure limitations • Open-ended interview questions are appropriate when the analyst is interested in breadth and depth of reply Copyright © 2019, 2014, 2011 Pearson Education, Inc. All Rights Reserved Figure 4.2 Open-Ended Interview Questions • What’s your opinion of the current state of business-tobusiness ecommerce in your firm? • What are the critical objectives of your department? • Once the data are submitted via the website, how are they processed? • Describe the monitoring process that is available online. • What are some of the common data entry errors made in this department? • What are the biggest frustrations you’ve experienced during the transition to ecommerce? Copyright © 2019, 2014, 2011 Pearson Education, Inc. All Rights Reserved Advantages of Open-Ended Questions (1 of 2) • Puts the interviewee at ease • Allows the interviewer to pick up on the interviewee’s vocabulary • Provides richness of detail • Reveals avenues of further questioning that may have gone untapped Copyright © 2019, 2014, 2011 Pearson Education, Inc. All Rights Reserved Advantages of Open-Ended Questions (2 of 2) • Provides more interest for the interviewee • Allows more spontaneity • Makes phrasing easier for the interviewer • Useful if the interviewer is unprepared Copyright © 2019, 2014, 2011 Pearson Education, Inc. All Rights Reserved Disadvantages of Open-Ended Questions • May result in too much irrelevant detail • Possibly losing control of the interview • May take too much time for the amount of useful information gained • Potentially seeming that the interviewer is unprepared • Possibly giving the impression that the interviewer is on a “fishing expedition” Copyright © 2019, 2014, 2011 Pearson Education, Inc. All Rights Reserved Closed Interview Questions • Closed interview questions limit the number of possible responses • Closed interview questions are appropriate for generating precise, reliable data that is easy to analyze • The methodology is efficient, and it requires little skill for interviewers to administer Copyright © 2019, 2014, 2011 Pearson Education, Inc. All Rights Reserved Figure 4.3 Closed Interview Questions • How many times a week is the project repository updated? • On average, how many calls does the call center receive monthly? • Which of the following sources of information is most valuable to you? – Completed customer complaint forms – Email complaints from consumers who visit the website – Face-to-face interaction with customers – Returned merchandise • List your top two priorities for improving the technology infrastructure. • Who receives this input? Copyright © 2019, 2014, 2011 Pearson Education, Inc. All Rights Reserved Benefits of Closed Interview Questions • Save interview time • Easily compare interviews • Quickly get to the point • Maintain control of the interview • Cover a large area quickly • Obtain relevant data Copyright © 2019, 2014, 2011 Pearson Education, Inc. All Rights Reserved Disadvantages of Closed Interview Questions • May be boring for the interviewee • May fail to obtain rich details • May miss some main ideas • May fail to build rapport between interviewer and interviewee Copyright © 2019, 2014, 2011 Pearson Education, Inc. All Rights Reserved Figure 4.5 Attributes of Open-Ended and Closed Questions Copyright © 2019, 2014, 2011 Pearson Education, Inc. All Rights Reserved Bipolar Questions • Bipolar questions are those that may be answered with a “yes” or “no” or “agree” or “disagree” • Bipolar questions should be used sparingly • A special kind of closed question Copyright © 2019, 2014, 2011 Pearson Education, Inc. All Rights Reserved Probes • Probing questions elicit more detail about previous questions • The purpose of probing questions is: – To get more meaning – To clarify – To draw out and expand on the interviewee’s point • May be either open-ended or closed Copyright © 2019, 2014, 2011 Pearson Education, Inc. All Rights Reserved Arranging Questions • Pyramid – Starting with closed questions and working toward open-ended questions • Funnel – Starting with open-ended questions and working toward closed questions • Diamond – Starting with closed, moving toward open-ended, and ending with closed questions Copyright © 2019, 2014, 2011 Pearson Education, Inc. All Rights Reserved Pyramid Structure • Begins with very detailed, often closed questions • Expands by allowing open-ended questions and more generalized responses • Is useful if interviewees need to be warmed up to the topic or seem reluctant to address the topic Copyright © 2019, 2014, 2011 Pearson Education, Inc. All Rights Reserved Figure 4.7 Pyramid Structure for Interviewing Goes from Specific to General Questions Copyright © 2019, 2014, 2011 Pearson Education, Inc. All Rights Reserved Funnel Structure • Begins with generalized, open-ended questions • Concludes by narrowing the possible responses using closed questions • Provides an easy, nonthreatening way to begin an interview • Is useful when the interviewee feels emotionally about the topic Copyright © 2019, 2014, 2011 Pearson Education, Inc. All Rights Reserved Figure 4.8 Funnel Structure for Interviewing Begins with Broad Questions Then Funnels to Specific Questions Copyright © 2019, 2014, 2011 Pearson Education, Inc. All Rights Reserved Diamond Structure • A diamond-shaped structure begins in a very specific way • Then more general issues are examined • Concludes with specific questions • Combines the strength of both the pyramid and funnel structures • Takes longer than the other structures Copyright © 2019, 2014, 2011 Pearson Education, Inc. All Rights Reserved Figure 4.9 Diamond-Shaped Structure for Interviewing Combines the Pyramid and Funnel Structures Copyright © 2019, 2014, 2011 Pearson Education, Inc. All Rights Reserved Closing the Interview • Always ask “Is there anything else that you would like to add?” • Summarize and provide feedback on your impressions • Ask whom you should talk with next • Set up any future appointments • Thank them for their time and shake hands. Copyright © 2019, 2014, 2011 Pearson Education, Inc. All Rights Reserved Interview Report • Write as soon as possible after the interview • Provide an initial summary, then more detail • Review the report with the respondent Copyright © 2019, 2014, 2011 Pearson Education, Inc. All Rights Reserved Stories • Stories originate in the workplace • Organizational stories are used to relay some kind of information • When a story is told and retold over time it takes on a mythic quality • Isolated stories are good when you are looking for facts • Enduring stories capture all aspects of the organization and are the ones a systems analyst should look be seeking Copyright © 2019, 2014, 2011 Pearson Education, Inc. All Rights Reserved Listening to Stories • Listening to stories is not efficient • It takes considerably more time than asking interview questions • Listening to stories may be more rewarding • Stories are more easily remembered than interview responses Copyright © 2019, 2014, 2011 Pearson Education, Inc. All Rights Reserved Stories are Made up of Elements • All stories have these elements: – The call to adventure – The quest – The struggle – The transformation – The resolution – The moral – The epilogue Copyright © 2019, 2014, 2011 Pearson Education, Inc. All Rights Reserved Reasons for Telling Stories • Rich information from listening carefully to the stories is in itself valuable • The information gleaned from the stories will make more sense and be more valuable if seen in context Copyright © 2019, 2014, 2011 Pearson Education, Inc. All Rights Reserved Business Stories • Business stories can be broken down into four important main types: – Experiential stories – Explanatory stories – Validating stories – Prescriptive stories Copyright © 2019, 2014, 2011 Pearson Education, Inc. All Rights Reserved Stories and the Organization • Engage organization participants by reacting to stories • Match one story to another by recounting it to other participants, and collaborating with the stories • It is a way to deeply understand some of the problems associated with information systems Copyright © 2019, 2014, 2011 Pearson Education, Inc. All Rights Reserved Purposes for Telling a Story • There are four purposes for telling a story: – Experiential stories describe what the business or industry is like – Explanatory stories tell why the organization acted a certain way – Validating stories are used to convince people that the organization made the correct decision – Prescriptive stories tell the listener how to act • Systems analysts can use storytelling as a complement to other information gathering methods Copyright © 2019, 2014, 2011 Pearson Education, Inc. All Rights Reserved Joint Application Design (JAD) • Joint Application Design (JAD) can replace a series of interviews with the user community • JAD is a technique that allows the analyst to accomplish requirements analysis and design the user interface with the users in a group setting Copyright © 2019, 2014, 2011 Pearson Education, Inc. All Rights Reserved Conditions That Support the Use of JAD • Users are restless and want something new • The organizational culture supports joint problem-solving behaviors • Analysts forecast an increase in the number of ideas using JAD • Personnel may be absent from their jobs for the length of time required Copyright © 2019, 2014, 2011 Pearson Education, Inc. All Rights Reserved Who is Involved • The people involved are: – Executive sponsor – IS analyst – Users – Session leader – Observers – Scribe Copyright © 2019, 2014, 2011 Pearson Education, Inc. All Rights Reserved Where to Hold JAD Meetings • Offsite – Comfortable surroundings – Minimize distractions • Attendance – Schedule when participants can attend – Agenda – Orientation meeting Copyright © 2019, 2014, 2011 Pearson Education, Inc. All Rights Reserved Benefits of JAD • Time is saved, compared with traditional interviewing • Rapid development of systems • Improved user ownership of the system • Creative idea production is improved Copyright © 2019, 2014, 2011 Pearson Education, Inc. All Rights Reserved Drawbacks of Using JAD • JAD requires a large block of time to be available for all session participants • If preparation or the follow-up report is incomplete, the session may not be successful • The organizational skills and culture may not be conducive to a JAD session Copyright © 2019, 2014, 2011 Pearson Education, Inc. All Rights Reserved Questionnaires Questionnaires are useful in gathering information from key organization members about: – Attitudes – Beliefs – Behaviors – Characteristics Copyright © 2019, 2014, 2011 Pearson Education, Inc. All Rights Reserved Planning for the Use of Questionnaires • Organization members are widely dispersed • Many members are involved with the project • Exploratory work is needed • Problem solving prior to interviews is necessary Copyright © 2019, 2014, 2011 Pearson Education, Inc. All Rights Reserved Question Types (2 of 2) • Questions are designed as either: – Open-ended ▪ Try to anticipate the response you will get ▪ Well suited for getting opinions – Closed ▪ Use when all the options may be listed ▪ When the options are mutually exclusive Copyright © 2019, 2014, 2011 Pearson Education, Inc. All Rights Reserved Figure 4.13 Trade-Offs between the Use of OpenEnded and Closed Questions on Questionnaires Copyright © 2019, 2014, 2011 Pearson Education, Inc. All Rights Reserved Questionnaire Language • Simple • Specific • Short • Not patronizing • Free of bias • Addressed to those who are knowledgeable • Technically accurate • Appropriate for the reading level of the respondent Copyright © 2019, 2014, 2011 Pearson Education, Inc. All Rights Reserved Measurement Scales • The two different forms of measurement scales are: – Nominal – Interval Copyright © 2019, 2014, 2011 Pearson Education, Inc. All Rights Reserved Nominal Scales • Nominal scales are used to classify things • It is the weakest form of measurement • Data may be totaled What type of software do you use the most? 1 = Word Processor 2 = Spreadsheet 3 = Database 4 = An Email Program Copyright © 2019, 2014, 2011 Pearson Education, Inc. All Rights Reserved Interval Scales • An interval scale is used when the intervals are equal • There is no absolute zero • Examples of interval scales include the Fahrenheit or Centigrade scale Copyright © 2019, 2014, 2011 Pearson Education, Inc. All Rights Reserved Validity and Reliability • Reliability of scales refers to consistency in response— getting the same results if the same questionnaire was administered again under the same conditions • Validity is the degree to which the question measures what the analyst intends to measure Copyright © 2019, 2014, 2011 Pearson Education, Inc. All Rights Reserved Problems with Scales • Leniency • Central tendency • Halo effect Copyright © 2019, 2014, 2011 Pearson Education, Inc. All Rights Reserved Leniency • Caused by easy raters – Solution is to move the “average” category to the left or right of center Copyright © 2019, 2014, 2011 Pearson Education, Inc. All Rights Reserved Central Tendency • Central tendency occurs when respondents rate everything as average – Improve by making the differences smaller at the two ends – Adjust the strength of the descriptors – Create a scale with more points Copyright © 2019, 2014, 2011 Pearson Education, Inc. All Rights Reserved Halo Effect • When the impression formed in one question carries into the next question • Solution is to place one trait and several items on each page Copyright © 2019, 2014, 2011 Pearson Education, Inc. All Rights Reserved Designing the Questionnaire • Allow ample white space • Allow ample space to write or type in responses • Make it easy for respondents to clearly mark their answers • Be consistent in style Copyright © 2019, 2014, 2011 Pearson Education, Inc. All Rights Reserved Order of Questions • Place most important questions first • Cluster items of similar content together • Introduce less controversial questions first Copyright © 2019, 2014, 2011 Pearson Education, Inc. All Rights Reserved Administering Questionnaires • Administering questionnaires has two main questions: – Who in the organization should receive the questionnaire – How should the questionnaire be administered Copyright © 2019, 2014, 2011 Pearson Education, Inc. All Rights Reserved Figure 4.14 Ways to Capture Responses When Designing a Web Survey Name Appearance Purpose One-line text box A single line text box is shown, Used to obtain a small amount of text and limit the answer to a few words. Used to obtain a small amount of text and limit the answer to a few words Scrolling text box Multi line text box with horizontal and vertical scroll bars shown, Used to obtain one or more paragraphs of text. Used to obtain one or more paragraphs of text Check box Checkbox is shown, Used to obtain a yes-no answer left parenthesis example, Do you wish to be included on the mailing list? Right parenthesis. Used to obtain a yes-no answer (e.g., Do you wish to be included on the mailing list?) Radio button Checked radio button, a round button with a solid dot in the center, is shown : Used to obtain a yes-no or true-false answer. Used to obtain a yes-no or true-false answer Drop-down menu Image of a dropdown button is shown : Used to obtain more consistent results Left parenthesis Respondent is able to choose the appropriate answer from a predetermined list left bracket example., a list of state abbreviations right bracket right parenthesis. Used to obtain more consistent results (Respondent is able to choose the appropriate answer from a predetermined list [e.g., a list of state abbreviations]) Push button Push button, Image of a button labeled as Button is shown, Most often used for an action left parenthesis e.g., a respondent pushes a button marked “Submit” or “Clear” right parenthesis. Most often used for an action (e.g., a respondent pushes a button marked “Submit” or “Clear”) Copyright © 2019, 2014, 2011 Pearson Education, Inc. All Rights Reserved Electronically Submitting Questionnaires • Reduced costs • Collecting and storing the results electronically Copyright © 2019, 2014, 2011 Pearson Education, Inc. All Rights Reserved Summary (1 of 2) • Interviewing – Interview preparation – Question types – Arranging questions – The interview report • Stories – Story elements Copyright © 2019, 2014, 2011 Pearson Education, Inc. All Rights Reserved Summary (2 of 2) • Joint Application Design (JAD) – Involvement and location • Questionnaires – Writing questions – Using scales and overcoming problems – Design and order – Administering and submitting Copyright © 2019, 2014, 2011 Pearson Education, Inc. All Rights Reserved Copyright Copyright © 2019, 2014, 2011 Pearson Education, Inc. All Rights Reserved Systems Analysis & Design Tenth Edition Chapter 3 Project Management Copyright © 2019, 2014, 2011 Pearson Education, Inc. All Rights Re ... Purchase answer to see full attachment