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

Chapter 9

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

mail

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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