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Limitation of Humans in giving InformationSelective information is given depending upon
the importance he attaches to various parts of his requirements
User bias – Users generally have short term memory and tend to give requirement to solve problems faced very recently.
Limited capability, training and prejudices of user results in incomplete information.
Difficulties in RequirementAnalysisInaccurate definition of requirements because of
different perceptions of user and analyst.Analyst is generally overwhelmed by business
and technical details.Narration in English language can be vague.Existing system flow is physically implemented
already without proper analysis.Making a single change in the system generally
requires many other related changesInformation available from records may be
redundant and conflicting (e.g. in judiciary systems)
Strategies for determining Information RequirementAsking
Open ended or closed QuestionsBrain-stormingGroup consensus – Group is given a questionnaire. Each
one fills. It is summarized and replies are shared. A group discussion starts and consensus is reached.
From Existing SystemForward Analysis - Existing Reports and FormsBackward Analysis (Decision Analysis)
PrototypingA working system is developed which covers main
features (may have bugs) and I/O.
Observation MethodsObtrusive or Non-Obtrusive
Observer is observing directly or behind one-way mirror. Here the observer can change the observation points.
Direct or IndirectObserving by sitting personally or through fixed
cameras. Fixed cameras can help to observe routine processes for a long time. Generally used to find faults in the existing processes.
Structured or Unstructured In structured method, planned measurements or
counting of input/output is done whereas in unstructured method, observer records whatever he feels is pertinent.
Types of QuestionnairesFill-in-the-blanks
The respondent may write anything in the space provided. This will result in varied responses which need to be examined very closely. May take lot of time for filling.
Yes-No type Exact answers are received. Fast response.
Ranking scales Generally used for identifying a phenomenon by giving the
respondents weighted choices of multiple descriptions.Multiple Choice
Multiple options are given to the responder. Exact answers are ticked by respondents which can be analyzed statistically.
Rating ScalesRespondent is asked to rate the answer on a scale
(e.g. 1 to 5)
Questionnaire ConstructionFor each question take the following into account:Content
Is the question necessary and covers the information required?
Is the respondent likely to have answer?Wording
Is it worded properly according to the ability and level of respondent?
Is it clear and unambiguous? Is it unbiased
Format Is it in the best format (yes/no, multiple-choice etc.) for the
purpose? Is the questionnaire easy to read and use? (Not
complicated and not congested)
InterviewingSet the stageEstablish rapportFrame questions clearlyBe a good listenerEvaluate outcome
Mock InterviewsSix interviews will be conducted by a committee of 3 persons
in each group. Interviews will be held for developing a Library Management System. Others will appear in interviews in groups. Interviewed persons will be at the following levels:LibrarianTeacherOffice StaffTechnical StaffPG StudentsUG Students
Interviewing groups and interviewed groups will prepare themselves and discuss it with the teacher in advance.
Fact FindingReview of written documentsOn-Site Observation
Analyst has to be non-obtrusive and inconspicuousHe should not point out faults in the existing systemHe should not give advice or get into controversiesOn-site observation should be used only to understand
the flow of information and to find facts which cannot be done otherwise
Interviews and QuestionnairesReliability of InformationValidation of Information
Fact AnalysisInput and Output AnalysisData Flow DiagramsDecision Tables
Feasibility StudyAfter the user’s requirements have been
understood completely, there is need to establish whether the required performance can be achieved within the financial and technical constraints.
This is Feasibility Study and entails detailed identification, description and evaluation of proposed system.
Steps in Feasibility Analysis -IForm a project team and appoint a project leader
A senior system analyst is appointed as a project leader. He is responsible for guiding his team and completing the project in all respects.
Prepare system flow chartComplete flow of system and preparation of DFD.
Enumerate potential candidate systemsSelection of appropriate equipment and software from
those available in the market.Describe and identify characteristics of candidate
systemFixing the specifications of the candidate system vis-à-
vis the requirement of the project.
Steps in Feasibility Analysis -IIDetermine and evaluate performance and cost
effectiveness of each system Performance of the system in terms of speed, efficiency,
reliability and seamless integration with the existing system Cost/Benefit Analysis
Select best candidate system The above evaluation is done for all candidate systems and the
best one meeting all requirements is selected.Weigh System Performance and Cost data
If candidate systems cannot be compared straight-away, then weight should be attached to each performance criteria and then the comparison made.
Prepare and submit project report
Feasibility ConsiderationsEconomic Feasibility. This a very important consideration
and has to be done in depth. This is generally done through a detailed Cost and Benefit Analysis.
Technical Feasibility: The feasibility from technical angle requires study, whether the existing technology and know-how can support the proposed system.
Behavioral Feasibility: There is general resistance for the new systems. The feasibility study from this angle requires whether the proposed system will be accepted by the staff. Sometimes people have resistance to proposed system when they fear that the new system will affect their retention and/or growth and importance in the organization.
Classifications of Costs & BenefitsTangible Costs and Benefits
Costs which can be directly calculated in terms of money Example: Costs like Machines, Salaries, Building Etc. Benefits like Reduced staff, Increase in Income
Intangible Costs and BenefitsCosts and benefits which cannot be directly calculated in
terms of money Example: Morale of Staff Efficiency Company Image Customer Satisfaction
Cost Benefit AnalysisCost Categories
Hardware CostsPersonnel CostsFacilities Costs
Lighting/Air conditioning Furniture & flooring
Operating Costs Electrical consumption Security
Supplies Costs Paper, Ink etc
Cost Benefit AnalysisCosts
Hardware Computers, Network
Hardware, Peripherals etc
Software System Software,
Application Software Staff
Salaries Other Benefits
Facilities Building
Operating Costs Electricity Security Petrol Office Expenses (Paper
etc)
Benefits Improved EfficiencyReduction in staff Improved Corporate
ImageReliability of Outputs Improved customer
relationshipProper maintenance of
Accounts resulting in less losses and better revenue collection
In-time payment of Creditors and Govt. levies
Procedure for Cost/Benefit DeterminationIdentify Costs/BenefitsCategorize costs and benefits for analysisSelect method for evaluationInterpret resultsTake action
Classification of Costsand BenefitsTangibles/Intangible CostsTangible/Intangible BenefitsDirect Costs/BenefitsIndirect Costs/BenefitsFixed Costs/BenefitsVariable Costs/BenefitsOne-time Costs
TangibleCosts
In-tangibleBenefits
In-tangibleCosts
ClassificationOf Costs & Benefits
TangibleBenefits
Various Types of Costs & Benefits
Probability
Evaluation Methods -INet Benefit Analysis
Benefits - cost = Net BenefitMust consider time value of money because the
money invested now will incur interest and future value will be more
Present Value AnalysisBased on present value (Discounted) of Benefits
in comparison with investments on other projects (including bank deposits)
Evaluation Methods -IINet Present Value
Net present value is the accumulated discounted value of benefits minus the investment.
Payback Analysis Evaluation based on calculating the time by which the money
invested will be recovered. Costs will include Fixed and all running costs. Return will include all Tangible Benefits.
Break-Even Analysis: May be defined as Time by which the returns from proposed
project are equal to returns from the existing project. Break-Even Point is defined to be the point (in terms of time) at
which the costs and benefits are equal.Cash Flow Analysis
Accumulated costs and benefits calculated on regular intervals
Break-Even Chart
Break EvenPoint
FixedCosts
VariableCosts
InvestmentRange
ReturnRange
VolumeOr Time
Costs
Interpretation of AnalysisDifferent methods of analysis (described earlier)
will give results in various forms. The analyst has to interpret each result and decide which method is best suited for the project under evaluation. Generally methods which see the project more comprehensively and consider all types of costs and methods are more likely to give results which are more convincing.
Intangible costs and benefits are difficult to quantify.
Analysis may not give proper results if the data is incomplete or faulty.
Outline of Feasibility ReportI. Title PageII. Table of contentsIII. Scope/BoundariesIV. Statement of problemV. AbstractVI. Cost/Benefit statementVII. Implementation ScheduleVIII. Appendix
Mini Project- Office Automation
Class is divided into 5 groupsGroup-1 studies what areas of
office automation can be undertaken.
Group-2 studies the financial feasibility under the constraint of Rs. 25,000/-
Group-3 analyses the reports and prepares analysis report.
Group -4 studies the analysis reports and makes recommendations
Final discussion with the teacher of all the groups
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