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Chapter 9
Chapter 9: User Needs Analysis and Assessment
Chapter 9: User Needs Analysis and Assessment
A Guide to Computer User Support for Help Desk and
Support Specialists
second edition
by Fred Beisse
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Learning ObjectivesLearning Objectives
Basic strategies to perform user needs analysis and assessment
The major steps an analyst undertakes to analyze and assess a user’s needs
Common tools that aid a support specialist in a user needs analysis project
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Overview of User Needs Analysis and AssessmentOverview of User Needs Analysis and Assessment
Purpose: determine which computer products or services best meet an end user’s needs
Strategy: understand a user’s environment and work
situation clarify the problem or objectives investigate alternative solutions decide on a solution to the user’s needs decide whether to purchase or build
Process can be formal or informal
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User Needs Analysis Steps and Tasks
User Needs Analysis Steps and Tasks
Three phases Preparation Investigation Decision
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Steps in Needs Analysis and Assessment Process
Steps in Needs Analysis and Assessment Process
Preparation phase1: Understand the user’s goals2: Understand the decision criteria and constraints3: Define the problem clearly4: Identify the roles of stakeholders5: Identify sources of information
Investigation phase6: Develop an understanding of the existing situation7: Investigate alternatives to the existing situation
Decision phase8: Develop a model of the proposed solution9: Make a build-versus-buy decision
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Step 1: Understand the Organization’s Goals
Step 1: Understand the Organization’s Goals
What is the environment into which the future system will fit? Purposes of the organization For-profit or not-for-profit Plans to grow or expand Attitude/culture about technology Budget for computer systems/services Staff expertise
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Step 2: Understand the Decision Criteria and Constraints
Step 2: Understand the Decision Criteria and Constraints
Economic feasibility Operational feasibility Technological feasibility Timeline feasibility
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Step 3: Define the Problem Clearly
Step 3: Define the Problem Clearly
Ask many questions Not all problems are technical Do not assume that user has correctly
analyzed the problem Observe the user in his or her
environment Consider solutions other than the
obvious
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Step 4: Identify the Roles of Stakeholders
Step 4: Identify the Roles of Stakeholders
Stakeholders - Those who have a substantial interest in successful outcome of a needs assessment project
Four kinds of stakeholders Users Managers Support analysts Information systems/technical support staff
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Step 5: Identify Sources of Information
Step 5: Identify Sources of Information
Interviews with end users or managers Surveys/questionnaires sent to end users Procedure manuals that describe the current
system Direct observation of the existing situation Forms used for input into the system Reports output from the system Problem reports or help desk logs Reports and recommendations from
consultants or auditorscontinued
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Step 6: Develop an Understanding of the Existing System
Step 6: Develop an Understanding of the Existing System
Build a model: A narrative and/or graphic diagram that describes the current system or situation
Three key questions in step 6: 1. Do I understand the existing system well
enough to explain its operation to others? 2. Do I understand which features of the existing
system users like? 3. Do I under what users think is wrong with
existing system?
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Step 7: Investigate Alternatives to the Existing System
Step 7: Investigate Alternatives to the Existing System
Changes Reinstall or reconfigure software Provide additional user training
Upgrades Improve processing speed, storage
capacity, compatibility Offer new features that address identified
problems
continued
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Step 7: Investigate Alternatives to the Existing System (continued)
Step 7: Investigate Alternatives to the Existing System (continued)
New hardware Address capacity constraints Run software efficiently Operate new software
New software Packaged, off-the-shelf software Custom-developed software New software that can be modified
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Step 7: Idea for Alternatives to the Existing System
Step 7: Idea for Alternatives to the Existing System
Sources of products and solutions that address specific organizational needs Successful options others use in similar
situations Trade publications Advertisements in trade periodicals Internet searches
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Step 8: Develop a Model of the Proposed System
Step 8: Develop a Model of the Proposed System
Model: Narrative description and/or graphic diagram of proposed system Includes pros and cons of each considered
alternative Answer the questions:
Why is proposed solution an improvement? Why is this the best available alternative?
Key tool: Cost-benefit analysis Comparison between a solution’s expenses and its
payoffs to the organization
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Step 8 TipsStep 8 Tips
A cost-benefit analysis is not an exact science with right or wrong answers
For a small project, even an informal cost-benefit analysis is useful
Users’ needs should drive the specifications for a new system
Software specifications are usually more important than hardware specifications, and should be developed first
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Step 9: Make a Build-versus-Buy Decision
Step 9: Make a Build-versus-Buy Decision
Build-versus-buy decision The decision to build a new system
internally or purchase one off the shelf Applies primarily to software (but can also
apply to hardware, software, or complete systems)
Turnkey system: A packaged solution that provides hardware, software, and support from a single vendor
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Building a New SolutionBuilding a New Solution
Advantages DisadvantagesSystem can be designed
to meet special needsSystem may provide
strategic advantagesover competition
Higher developmentcosts
Longer timelinesSoftware bugs more
likelyDiverts programming
resources from otherprojects
Higher maintenancecosts
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Buying an Off-the-shelf SolutionBuying an Off-the-shelf Solution
Advantages DisadvantagesLower costs due to larger
marketQuickly becomes
operationalBetter documentationStandard user interfaceFewer bugs due to more
exhaustive testing
Fewer opportunities tocustomize to meetspecial needs
One-size-fits-all approachto capabilities andfeatures
Upgrades may notcontain needed features
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Needs Analysis and Assessment Tools
Needs Analysis and Assessment Tools
Project charter Cost-benefit analysis Data collection instruments Charts and diagrams Prototyping software Other tools
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Project CharterProject Charter
High level overview of the project Short narrative statement that describes
the objectives, scope, methods, participants, deliverables, and timeline
Ensures a common understanding among all stakeholders
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Example of a Project CharterExample of a Project Charter
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Cost-benefit AnalysisCost-benefit Analysis
Weighs the benefits of each alternative against the costs of each alternative
Intangible benefit: An expected result from a computer acquisition that is difficult to quantify (e.g., improved employee morale)
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Factors often included in a Cost-Benefit Analysis
Factors often included in a Cost-Benefit Analysis
Costs of Alternative Benefits of Alternative
Acquisition costsPurchase computer equipmentPurchase software packages
or licensesSoftware development costs
(programming)Time to implement alternative
Reduced expensesLess expensive hardware and
softwareFewer personnel required to
operate systemLower manufacturing or
inventory costsMore efficient use of staff time
or equipmentFaster response to customer
needs
continued
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Factors often included in a Cost-Benefit Analysis (continued)
Factors often included in a Cost-Benefit Analysis (continued)
Costs of Alternative Benefits of Alternative
Operating costsLease or rental equipmentPersonnel (salaries & benefits)Computer suppliesHardware and software
maintenance
Increased revenue opportunitiesNew products or services to
customersExpanded marketsIncreased business volumeHigher prices (better quality)
Intangible benefitsImproved image of companyImproved service to customersSystem easier to learn & useHigher employee morale
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Data Collection InstrumentsData Collection Instruments
Input forms Output forms Procedure documentation Operating or problem logs Interviews with users User questionnaires Direct observation
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Input FormsInput Forms
Paper document or display screen image used to collect information about a business transaction
Also called a source document Examples
Payroll timecards Problem log Membership application Expense account record
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Example of an Input FormExample of an Input Form
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Output FormsOutput Forms
A document that contains the results of a business process
Examples Sales receipt from a grocery store Paycheck stub Report card
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Procedure DocumentationProcedure Documentation
Written instructions about how to perform a business transaction or handle a routine business procedure
Often used to train a new employee or answer frequently asked questions about processing problems
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Operating or Problem LogsOperating or Problem Logs
A list of events or activities recorded in the sequence the events occur Routine, periodic event information Unusual events, errors, problems,
complaints
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Interviews and QuestionnairesInterviews and Questionnaires
Used to collect relevant information from users About the work they do How an existing or proposed computer system
might affect their work Require care to design so that they:
Extract information that is clear and unambiguous Elicit information needed by an analyst
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Interviews versus QuestionnairesInterviews versus Questionnaires
Interview Advantage Interviewer can probe to learn details of issues
that are of special interest Interview Disadvantage
Take more time than a questionnaire Questionnaire Advantage
Ability to survey a larger group at a lower cost Questionnaire Disadvantage
Difficult to phrase unambiguous questions
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Strategies for Question DesignStrategies for Question Design
Design questions with a team Field test on small sample of users
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Direct ObservationDirect Observation
Powerful method of data collection when other forms of data collection aren’t possible
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Keys to Successful Direction Observation
Keys to Successful Direction Observation
Plan sufficient time Take notes on:
What users do Sequence of tasks Tools and strategies they use With whom they interact Where they store information
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Charts and DiagramsCharts and Diagrams
Used to show: Flow of information in an organization Relationships between employees Parts of an information system Work flow among employees
Often easier to read and understand than lengthy, technical narrative
Common types of charts Flowcharts I-P-O charts
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FlowchartsFlowcharts
Schematic drawings that use symbols to represent the parts of a system or the steps in a procedure Rectangular boxes: Departments in a
company, nodes on a network, processing steps an employee performs
Diamonds: Decision points or questions Lines: Relationship of parts or sequence of
processing steps
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I-P-O ChartsI-P-O Charts
Diagrams that represent input, processing, and output steps required to perform a task
Answer three fundamental questions about a procedure Input: Where do I get the information with which to
work? Processing: What do I do to transform the
information? Output: What do I do with the information when
I’m done?
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Example of an I-P-O ChartExample of an I-P-O Chart
Input Processing Output
Download stock prices from the
Internet
Use spreadsheet to compute total portfolio value
Print report for customer and
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Prototyping SoftwarePrototyping Software
Prototype - A working model a support analyst builds to let users evaluate how the finished product of an analysis project will actually work
Advantage Easy, quick, cost-effective
Limitation Usually operate slowly or have limited capacity for
data storage