The chapter will address the following questions:

1
Introduction

• The chapter will address the following questions
• What are the seven fact-finding techniques and
  what are the advantages and disadvantages of
  each?
• What are the types of facts a systems analyst
  must collect?
• How do you develop a questionnaire and interview
  agenda?
• What is a fact-finding strategy that will make
  the most of your time with end-users.
• What is the role of ethics in the process of
  fact-finding.

2
What is Fact-Finding?

• Introduction
• Fact-finding is the formal process of using
  research, interviews, questionnaires, sampling,
  and other techniques to collect information about
  systems, requirements, and preferences. It is
  also called information gathering or data
  collection.
• Tools, such as data and process models, document
  facts, and conclusions are drawn from facts.
• If you can't collect the facts, you can't use the
  tools.
• Fact-finding skills must be learned and
  practiced.
• Systems analysts need an organized method of
  collecting facts.
• They especially need to develop a detective
  mentality to be able to discern relevant facts!

3
What Facts Does the Systems Analyst Need to
Collect and When?

• When do you perform fact-finding?
• Fact-finding is most crucial to the systems
  planning and systems analysis phases.
• It is during these phases that the analyst learns
  about the vocabulary, problems, opportunities,
  constraints, requirements, and priorities of a
  business and a system.
• During systems design, fact-finding becomes
  technical as the analyst attempts to learn more
  about the technology selected for the new system.
  
• During the systems support phase, fact-finding is
  important in determining that a system has
  decayed to a point where the system needs to be
  redeveloped.

4
What Facts Does the Systems Analyst Need to
Collect and When?

• What types of facts must be collected?
• Any information system can be examined in terms
  of four building blocks DATA, PROCESSES,
  INTERFACES, and GEOGRAPHY.

5
What Fact-Finding Methods are Available?

• There are seven common fact-finding techniques
• They are as follows
• Sampling of existing documentation, forms, and
  databases.
• Research and site visits.
• Observation of the work environment.
• Questionnaires.
• Interviews.
• Rapid Application Development (RAD).
• Joint Application Development (JAD).
• An understanding of each of these techniques is
  essential to your success.
• An analyst usually applies several of these
  techniques during a single systems project.

6
Sampling of Existing Documentation, Forms, and
Files

• Collecting Facts from Existing Documentation
• The first document the analyst should seek out is
  the organizational chart.
• Next, the analyst may want to trace the history
  that led to the project.
• To accomplish this, the analyst may want to
  collect and review documents that describe the
  problem. These include
• Interoffice memoranda, studies, minutes,
  suggestion box notes, customer complaints, and
  reports that document the problem area.
• Accounting records, performance reviews, work
  measurement reviews, and other scheduled
  operating reports.
• Information systems project requests past and
  present.

7
Sampling of Existing Documentation, Forms, and
Files

• Collecting Facts from Existing Documentation
• Next, the analyst may want to trace the history
  that led to the project. (continued)
• There are usually documents that describe the
  business function being studied or designed.
  These documents may include
• The company's mission statement and strategic
  plan.
• Formal objectives for the organization sub-units
  being studied.
• Policy manuals that may place constraints on any
  proposed system.
• Standard operating procedures (SOPs), job
  outlines, or task instructions for specific
  day-to-day operations.
• Completed forms that represent actual
  transactions at various points in the processing
  cycle.
• Samples of manual and computerized databases.
• Samples of manual and computerized screens and
  reports.

8
Sampling of Existing Documentation, Forms, and
Files

• Collecting Facts from Existing Documentation
• Next, the analyst may want to trace the history
  that led to the project. (continued)
• Don't forget to check for documentation of
  previous system studies and designs performed by
  systems analysts and consultants. This
  documentation may include
• Various types of flowcharts and diagrams.
• Project dictionaries or repositories
• Design documentation, such as inputs, outputs,
  and databases.
• Program documentation.
• Computer operations manuals and training manuals.

9
Sampling of Existing Documentation, Forms, and
Files

• Collecting Facts from Existing Documentation
• All documentation collected should be analyzed to
  determine currency of the information.
• Don't discard outdated documentation.
• Just keep in mind that additional fact-finding
  will be needed to verify or update the facts
  collected.
• As you review existing documents, take notes,
  draw pictures, and use systems analysis and
  design tools to model what you are learning or
  proposing for the system.

10
Sampling of Existing Documentation, Forms, and
Files

• Document and File Sampling Techniques
• Because it would be impractical to study every
  occurrence of every form, analysts normally use
  sampling techniques to get a large enough cross
  section to determine what can happen in the
  system.
• Sampling is the process of collecting sample
  documents, forms, and records.
• Experienced analysts avoid the pitfalls of
  sampling blank forms -- they tell little about
  how the form is used, not used, or misused.
• When studying documents or records from a
  database table, you should study enough samples
  to identify all the possible processing
  conditions and exceptions.

11
Sampling of Existing Documentation, Forms, and
Files

• Document and File Sampling Techniques
• How to Determine Sample Size
• The size of the sample depends on how
  representative you want the sample to be.
• One simple and reliable formula for determining
  sample size is
• Sample size 0.25 x (Certainty factor/Acceptable
  error)2
• The certainty factor depends on how certain you
  want to be that the data sampled will not include
  variations not in the sample.
• The certainty factor is calculated from tables
  (available in many industrial engineering texts).
  A partial example is given here.
• Desired Certainty Certainty Factor
• 95 1.960
• 90 1.645
• 80 1.281

12
Sampling of Existing Documentation, Forms, and
Files

• Document and File Sampling Techniques
• How to Determine Sample Size
• Suppose you want 90-percent certainty that a
  sample of invoices will contain no unsampled
  variations.
• SS 0.25(1.645/0.10)2 68
• We need to sample 68 invoices to get the desired
  accuracy.
• Now suppose we know from experience that one in
  every ten invoices varies from the norm. Based
  on this knowledge we can alter the above formula
  by replacing the heuristic .25 with p(1-p).
• SS p(1-p) (1.645/0.10)2. Where p is the
  proportion of invoices with variances.
• SS .10(1-.10) (1.645/0.10)2 25

13
Sampling of Existing Documentation, Forms, and
Files

• Document and File Sampling Techniques
• Selecting the Sample
• Two commonly used sampling techniques are
  randomization and stratification.
• Randomization is a sampling technique
  characterized as having no predetermined pattern
  or plan for selecting sample data.
• Therefore, we just randomly choose 25 invoices.
• Stratification is a systematic sampling technique
  that attempts to reduce the variance of the
  estimates by spreading out the sampling -- for
  example, choosing documents or records by formula
  -- and by avoiding very high or low estimates.
• For computerized files, stratification sampling
  can be executed by writing a sample program.

14
(No Transcript)
15
Research and Site Visits

• Introduction
• A second fact-finding technique is to thoroughly
  research the application and problem.
• Computer trade journals and reference books are a
  good source of information.
• Exploring the internet and world wide web (WWW)
  via your personal computer can provide you with a
  immeasurable amounts of information.
• Internet is a global network of networks.
  Conceived in 1964 by the United States Department
  of Defense to create a national military
  communications network that would be imperious to
  attacks.

16
Research and Site Visits

• Introduction
• A second fact-finding technique is to thoroughly
  research the application and problem.
• Exploring the internet and world wide web (WWW)
  via your personal computer can provide you with a
  immeasurable amounts of information. (continued)
• World Wide Web (WWW) was proposed in 1989 by a
  group of European physics researchers as a means
  for communicating research and ideas throughout
  the organization.
• Corporations use the internet as an effective
  means of communicating with their employees.
• These corporate networks called intranets,
  function and provide the same assets of the WWW,
  but can restrict access from anyone outside the
  corporation.

17
(No Transcript)
18
(No Transcript)
19
Research and Site Visits

• Introduction
• A similar type of research involves visiting
  other companies or departments that have
  addressed similar problems.
• Memberships in professional societies such as
  Data Processing Management Association (now known
  as AITP), or Association For Information Systems
  (AIS) among others can provide a network of
  useful contacts.

20
Observation of the Work Environment

• Introduction
• Observation is one of the most effective
  data-collection techniques for obtaining an
  understanding of a system.
• Observation is a fact-finding technique wherein
  the systems analyst either participates in or
  watches a person perform activities to learn
  about the system.
• This technique is often used when the validity of
  data collected through other methods is in
  question or when the complexity of certain
  aspects of the system prevents a clear
  explanation by the end-users.

21
Observation of the Work Environment

• Collecting Facts by Observing People at Work
• The Railroad Paradox. About thirty miles from
  Gotham City lay the commuter community of
  Suburbantown. Each morning, thousands of
  Surburbanites took the Central Railroad to work
  in Gotham City. Each evening, Central Railroad
  returned them to their waiting spouses, children,
  and dogs.
• Suburbantown was a wealthy suburb, and many of
  the spouses liked to leave the children and dogs
  and spend an evening in Gotham City with their
  mates. They preferred to precede their evening
  of dinner and theater with browsing among Gotham
  Citys lush markets. But there was a problem.
  To allow time for proper shopping, a Suburbanite
  would have to depart for Gotham City at 230 or
  300 in the afternoon. At that hour, no Central
  Railroad train stopped in Suburbantown.
• Some Suburbanites noted that a Central train did
  pass through their station at 230, but did not
  stop. They decided to petition the railroad,
  asking that the train be scheduled to stop at
  Suburbantown. They readily found supporters in
  their door-to-door canvass. When the petition
  was mailed, it contained 253 signatures. About
  three weeks later, the petition committee
  received the following letter from the Central
  Railroad
• Dear Committee
• Thank you for your continuing interest in Central
  Railroad operations. We take seriously our
  commitment to providing responsive service to all
  the people living among our routes, and greatly
  appreciate feedback on all aspects of our
  business.In response to your petition, our
  customer service representative visited the
  Suburbantown station on three separate days, each
  time at 230 in the afternoon. Although he
  observed with great care, on none of the three
  occasions were there any passengers waiting for a
  southbound train.We can only conclude that there
  is no real demand for a southbound stop at 230,
  and must therefore regretfully decline your
  petition.
• Yours sincerely,
• Customer Service Agent Central
  Railroad

22
Observation of the Work Environment

• Collecting Facts by Observing People at Work
• Observation Advantages
• Data gathered by observation can be highly
  reliable.
• The systems analyst is able to see exactly what
  is being done.
• Observation is relatively inexpensive compared
  with other fact-finding techniques.
• Observation allows the systems analyst to do work
  measurements.

23
Observation of the Work Environment

• Collecting Facts by Observing People at Work
• Observation Disadvantages
• Because people usually feel uncomfortable when
  being watched, they may unwittingly perform
  differently when being observed.
• The work being observed may not involve the level
  of difficulty or volume normally experienced
  during that time period.
• Some systems activities may take place at odd
  times, causing a scheduling inconvenience for the
  systems analyst.
• The tasks being observed are subject to various
  types of interruptions.

24
Observation of the Work Environment

• Collecting Facts by Observing People at Work
• Observation Disadvantages (continued)
• Some tasks may not always be performed in the
  manner in which they are observed by the systems
  analyst.
• If people have been performing tasks in a manner
  that violates standard operating procedures, they
  may temporarily perform their jobs correctly
  while you are observing them.
• In other words, people may let you see what they
  want you to see.

25
Observation of the Work Environment

• Guidelines for Observation
• Observation should first be conducted when the
  work load is normal.
• Afterward, observations can be made during peak
  periods to gather information for measuring the
  effects caused by the increased volume.
• The systems analyst might also obtain samples of
  documents or forms that will be used by those
  being observed.

26
Observation of the Work Environment

• Guidelines for Observation
• The sampling techniques discussed earlier are
  also useful for observation.
• Work sampling is a fact-finding technique that
  involves a large number of observations taken at
  random intervals.
• This technique is less threatening to the people
  being observed because the observation period is
  not continuous.
• When using work sampling, you need to predefine
  the operations of the job to be observed, then
  calculate a sample size as you did for document
  and file sampling.
• Make that many random observations, being careful
  to observe activities at different times of the
  day.
• By counting the number of occurrences of each
  operation during the observations, you will get a
  feel for how employees spend their days.

27
Observation of the Work Environment

• Guidelines for Observation
• With proper planning completed, the actual
  observation can be done.
• Effective observation is difficult to carry out
  however, the following guidelines may help you
  develop your observation skills
• Determine the who, what, where, when, why, and
  how of the observation.
• Obtain permission from appropriate supervisors or
  managers.
• Inform those who will be observed of the purpose
  of the observation.
• Keep a low profile.
• Take notes during or immediately following the
  observation.

28
Observation of the Work Environment

• Guidelines for Observation
• Effective observation is difficult to carry out
  however, the following guidelines may help you
  develop your observation skills (continued)
• Review observation notes with appropriate
  individuals.
• Don't interrupt the individuals at work.
• Don't focus heavily on trivial activities.
• Don't make assumptions.

29
Questionnaires

• Introduction
• Questionnaires are special-purpose documents that
  allows the analyst to collect information and
  opinions from respondents.
• The document can be mass produced and distributed
  to respondents, who can then complete the
  questionnaire on their own time.
• Questionnaires allow the analyst to collect facts
  from a large number of people while maintaining
  uniform responses.
• When dealing with the large audience, no other
  fact-finding technique can tabulate the same
  facts as efficiently.

30
Questionnaires

• Collecting Facts by Using Questionnaires
• Advantages
• Most questionnaires can be answered quickly.
• People can complete and return questionnaires at
  their convenience.
• Questionnaires provide a relatively inexpensive
  means for gathering data from a large number of
  individuals.
• Questionnaires allow individuals to maintain
  anonymity.
• Individuals are more likely to provide the real
  facts, rather than telling you what they think
  their boss would want them to.
• Responses can be tabulated and analyzed quickly.

31
Questionnaires

• Collecting Facts by Using Questionnaires
• Disadvantages
• The number of respondents is often low.
• There's no guarantee that an individual will
  answer or expand on all of the questions.
• Questionnaires tend to be inflexible.
• There's no opportunity for the systems analyst to
  obtain voluntary information from individuals or
  to reword questions that may have been
  misinterpreted.
• It's not possible for the systems analyst to
  observe and analyze the respondent's body
  language.
• There is no immediate opportunity to clarify a
  vague or incomplete answer to any question.
• Good questionnaires are difficult to prepare.

32
Questionnaires

• Types of Questionnaires
• There are two formats for questionnaires,
  free-format and fixed-format.
• Free-format questionnaires
• Free-format questionnaires offer the respondent
  greater latitude in the answer. A question is
  asked, and the respondent records the answer in
  the space provided after the question.
• The analyst should phrase the questions in simple
  sentences and not use words -- such as good --
  that can be interpreted differently by different
  respondents.
• The analyst should ask questions that can be
  answered with three or fewer sentences.
• Otherwise, the questionnaire may take up more
  time than the respondent is willing to sacrifice.

33
Questionnaires

• Types of Questionnaires
• Fixed-format questionnaires
• Fixed-format questionnaires contain questions
  that require specific responses from individuals.
• Given any question, the respondent must choose
  from the available answers.
• This makes the results much easier to tabulate.
• On the other hand, the respondent cannot provide
  additional information that might prove valuable.

34
Questionnaires

• Types of Questionnaires
• Fixed-format questionnaires
• There are three types of fixed-format questions.
• Multiple-choice questions
• For multiple-choice questions, the respondent is
  given several answers.
• The respondent should be told if more than one
  answer may be selected.
• Some multiple-choice questions allow for very
  brief free-format responses when none of the
  standard answers apply.
• An example of a multiple-choice, fixed-format
  question is Is the current accounts receivable
  report that you receive useful? YES NO If
  no, please explain.

35
Questionnaires

• Types of Questionnaires
• Fixed-format questionnaires
• Rating questions
• For rating questions, the respondent is given a
  statement and asked to use supplied responses to
  state an opinion.
• To prevent built-in bias, there should be an
  equal number of positive and negative ratings.
• The following is an example of a rating
  fixed-format question The implementation of
  quantity discounts would cause an increase in
  customer orders. Strongly agree Agree No
  opinion Disagree Strongly disagree

36
Questionnaires

• Types of Questionnaires
• Fixed-format questionnaires
• Ranking questions
• For ranking questions, the respondent is given
  several possible answers, which are to be ranked
  in order of preference or experience.
• An example of a ranking fixed-format question
  is Rank the following transactions according to
  the amount of time you spend processing
  them __________ new customer
  orders __________ order cancellations ________
  __ order modifications __________ payments

37
Questionnaires

• Developing a Questionnaire
• Good questionnaires are designed.
• If you write your questionnaires without
  designing them first, your chances of success are
  limited.
• The following procedure is effective
• Determine what facts and opinions must be
  collected and from whom you should get them.
• If the number of people is large, consider using
  a smaller, randomly selected group of
  respondents.
• Based on the needed facts and opinions, determine
  whether free- or fixed-format questions will
  produce the best answers.
• A combination format that permits optional
  free-format clarification of fixed-format
  responses is often used.

38
Questionnaires

• Developing a Questionnaire
• Good questionnaires are designed.
• The following procedure is effective (continued)
• Write the questions.
• Examine them for construction errors and possible
  misinterpretations.
• Make sure that the questions don't offer your
  personal bias or opinions.
• Edit the questions.
• Test the questions on a small sample of
  respondents.
• If your respondents had problems with them or if
  the answers were not useful, edit the questions.
• Duplicate and distribute the questionnaire.

39
Interviews

• Introduction
• The personal interview is generally recognized as
  the most important and most often used
  fact-finding technique.
• Interviews are a fact-finding technique whereby
  the systems analysts collects information from
  individuals face to face.
• There are two roles assumed in an interview.
• The systems analyst is the interviewer,
  responsible for organizing and conducting the
  interview.
• The system user, system owner, or adviser is the
  interviewee, who is asked to respond to a series
  of questions.

40
Interviews

• Collecting Facts by Interviewing People
• Advantages
• Interviews give the analyst an opportunity to
  motivate the interviewee to respond freely and
  openly to questions.
• Interviews allow the systems analyst to probe for
  more feedback from the interviewee.
• Interviews permit the systems analyst to adapt or
  reword questions for each individual.
• Interviews give the analyst an opportunity to
  observe the interviewee's nonverbal communication.

41
Interviews

• Collecting Facts by Interviewing People
• Disadvantages
• Interviewing is a very time-consuming, and
  therefore costly, fact-finding approach.
• Success of interviews is highly dependent on the
  systems analyst's human relations skills.
• Interviewing may be impractical due to the
  location of interviewees.

42
Interviews

• Interview Types and Techniques
• There are two types of interviews, unstructured
  and structured.
• Unstructured interviews
• Unstructured interviews are conducted with only a
  general goal or subject in mind and with few, if
  any, specific questions. The interviewer counts
  on the interviewee to provide a framework and
  direct the conversation.
• This type of interview frequently gets off track,
  and the analyst must be prepared to redirect the
  interview back to the main goal or subject.
• For this reason, unstructured interviews don't
  usually work well for systems analysis and design.

43
Interviews

• Interview Types and Techniques
• There are two types of interviews, unstructured
  and structured.
• Structured interviews
• In structured interviews the interviewer has a
  specific set of questions to ask of the
  interviewee.
• Depending on the interviewee's responses, the
  interviewer will direct additional questions to
  obtain clarification or amplification.
• Some of these questions may be planned and others
  spontaneous.
• Open-ended questions allow the interviewee to
  respond in any way that seems appropriate.
• Closed-ended questions restrict answers to either
  specific choices or short, direct responses.

44
Interviews

• How to Conduct an Interview
• Select Interviewees
• You should interview the end-users of the
  information system you are studying.
• A formal organizational chart will help you
  identify these individuals and their
  responsibilities.
• You should attempt to learn as much as possible
  about each individual prior to the interview.
• Attempt to learn what their strengths, fears,
  biases, and motivations might be.
• The interview can then be geared to take the
  characteristics of the individual into account.

45
Interviews

• How to Conduct an Interview
• Select Interviewees
• Always make an appointment with the interviewee.
• Never just drop in.
• Limit the appointment to somewhere between a half
  hour and an hour.
• The higher the management level of the
  interviewee, the less time you should schedule.
• If the interviewee is a clerical, service, or
  blue-collar worker, get their supervisor's
  permission before scheduling the interview.
• Be certain that the location you want for the
  interview will be available during the time the
  interview is scheduled.
• Never conduct an interview in the presence of
  your officemates or the interviewee's peers.

46
Interviews

• How to Conduct an Interview
• Prepare for the Interview
• Preparation is the key to a successful
  interview.
• To ensure that all pertinent aspects of the
  subject are covered, the analyst should prepare
  an interview guide.
• An interview guide is a checklist of specific
  questions the interviewer will ask the
  interviewee.
• The interview guide may also contain follow-up
  questions that will only be asked if the answers
  to other questions warrant the additional
  answers.

47
(No Transcript)
48
(No Transcript)
49
Interviews

• How to Conduct an Interview
• Prepare for the Interview
• Avoid the following types of questions
• Loaded questions, such as Do we have to have
  both of these columns on the report?'' The
  question conveys the interviewee's personal
  opinion on the issue.
• Leading questions, such as You're not going to
  use this OPERATOR CODE, are you?'' The question
  leads the interviewee to respond, No, of course
  not,'' regardless of actual opinion.
• Biased questions, such as How many codes do we
  need for FOOD-CLASSIFICATION in the INVENTORY
  FILE? I think 20 ought to cover it.'' Why bias
  the interviewee's answer with your own?

50
Interviews

• How to Conduct an Interview
• Prepare for the Interview
• You should especially avoid threatening or
  critical questions.
• The purpose of the interview is to investigate,
  not to evaluate or criticize.
• Additional guidelines for questions are provided
  below
• Use clear and concise language.
• Don't include your opinion as part of a question.
• Avoid long or complex questions.
• Avoid threatening questions.
• Don't use you'' when you mean a group of people.

51
Interviews

• How to Conduct an Interview
• Conduct the Interview
• The actual interview can be characterized as
  consisting of three phases the opening, body,
  and conclusion.
• The interview opening
• The interview opening is intended to influence or
  motivate the interviewee to participate and
  communicate by establishing an ideal environment.
  
• You should identify the purpose and length of the
  interview and explain how the gathered data will
  be used.
• Here are three ways to effectively begin an
  interview
• Summarize the apparent problem, and explain how
  the problem was discovered.
• Offer an incentive or reward for participation.
• Ask the interviewee for advice or assistance.

52
Interviews

• How to Conduct an Interview
• Conduct the Interview
• The interview body
• The interview body represents the most
  time-consuming phase.
• During this phase, you obtain the interviewee's
  responses to your list of questions.
• Take notes concerning both verbal and nonverbal
  responses from the interviewee.
• It's very important for you to keep the interview
  on track.
• Anticipate the need to adapt the interview to the
  interviewee.
• Probe for more facts when necessary.

53
Interviews

• How to Conduct an Interview
• Conduct the Interview
• The interview conclusion
• During the interview conclusion, you should
  express your appreciation and provide answers to
  any questions posed by the interviewee.
• The conclusion is very important for maintaining
  rapport and trust with the interviewee.
• The importance of human relations skills in
  interviewing cannot be overemphasized.

54
Interviews

• How to Conduct an Interview
• Conduct the Interview
• Below is a set of rules that should be followed
  during an interview.
• DO
• Be courteous.
• Listen carefully.
• Maintain control.
• Probe.
• Observe mannerisms and nonverbal communication.
• Be patient.
• Keep interviewee at ease.
• Maintain self-control.

55
Interviews

• How to Conduct an Interview
• Conduct the Interview
• Below is a set of rules that should be followed
  during an interview.
• AVOID
• Continuing an interview unnecessarily.
• Assuming an answer is finished or leading
  nowhere.
• Revealing verbal and nonverbal clues.
• Using jargon.
• Revealing your personal biases.
• Talking instead of listening.
• Assuming anything about the topic and the
  interviewee.
• Tape recording -- a sign of poor listening skills.

56
Interviews

• How to Conduct an Interview
• Follow Up on the Interview
• To help maintain good rapport and trust with
  interviewees, you should send them a memo that
  summarizes the interview.
• This memo should remind the interviewees of their
  contributions to the systems project and allow
  them the opportunity to clarify any
  misinterpretations that you may have derived
  during the interview.
• The interviewees should be given the opportunity
  to offer additional information they may have
  failed to bring out during the interview.

57
Rapid Application Development (RAD)

• RAD
• Rapid Application Development is gaining
  popularity as a fact-finding technique for
  discovering user requirements.
• This technique allows analysts to quickly create
  mock forms and tables to simulate the implemented
  system.
• Users can suggest changes to the prototype
  real-time and in most cases watch as the analyst
  tweaks the software to produce the desired look
  and feel.
• This process may take several iterations to
  correctly capture the functions necessary to
  automate the required business processes.
• Once the prototype is completed, you have the
  basis for a users manual, a requirements
  specification, and a template for a test plan.

58
Fact-Finding Ethics

• Introduction
• More often than not during your fact finding
  exercises you may come across or be analyzing
  information which is sensitive in nature.
• The analyst must take great care to protect the
  data they have been entrusted with.
• Most computer professional societies such as DPMA
  have a code of conduct and code of ethics their
  members must adhere to and abide by in the way to
  conduct business.

59
Fact-Finding Ethics

• Introduction
• The following paragraphs are a fragment of DPMAs
  Code of Ethics relating to the protection of
  information
• Code of Ethics
• I acknowledge
• ...............Further, I shall not use knowledge
  of a confidential nature to further my personal
  interest, nor shall I violate the privacy and
  confidentiality of information entrusted to me or
  to which I may gain access.
• That I have an obligation to my employer whose
  trust I hold, therefore, I shall endeavor to
  discharge this obligation to the best of my
  ability, to guard my employer's interest, and to
  advise him or her wisely and honestly.
• That I have an obligation to my country,
  therefore, in my personal, business, and social
  contacts, I shall uphold my nation and shall
  honor the chosen way of life of my fellow
  citizens.
• I accept these obligations as a personal
  responsibility and as a member of this
  Association, I shall actively discharge these
  obligations and I dedicate myself to that end.

60
Fact-Finding Ethics

• Introduction
• Washington, D.C. is the home of the Computer
  Ethics Institute, a nonprofit research, education
  and policy study organization.
• It strives to make people more aware of computer
  ethics and to use computers more responsibly.
• One of their primary goals is to make computer
  ethics part of the standard school curriculum and
  to promote more awareness they have published The
  Ten Commandments of Computer Ethics.

61
(No Transcript)
62
A Fact-Finding Strategy

• Introduction
• To waste your end-users' time is to waste your
  company's money.
• To make the most of the time that you spend with
  end-users, don't jump right into interviews.
• First collect all the facts you can by using
  other methods.
• Consider the following step-by-step strategy
• Learn all you can from existing documents, forms,
  reports, and files.
• If appropriate, observe the system in action.
• Given all the facts that you've already
  collected, design and distribute questionnaires
  to clear up things you don't fully understand.

63
A Fact-Finding Strategy

• Introduction
• Consider the following step-by-step strategy
  (continued)
• Conduct your interviews (or group work sessions,
  such as JAD or RAD).
• Follow up.
• The strategy is not sacred.
• A fact-finding strategy should be developed for
  every pertinent phase of systems development,
  every project is unique.
• Sometimes observation and questionnaires may be
  inappropriate.
• But the idea should always be to collect as many
  facts as possible before using interviews.

64
Summary

• Introduction
• What is Fact-Finding?
• What Facts Does the Systems Analyst Need to
  Collect and When?
• What Fact-Finding Methods are Available?
• Sampling of Existing Documentation, Forms, and
  Files
• Research and Site Visits
• Observation of the Work Environment

65
Summary

• Questionnaires
• Interviews
• Rapid Application Development (RAD)
• Fact-Finding Ethics
• A Fact-Finding Strategy