BCS RE Flashcards
Activity Sampling
An investigation technique carried out to determine the amount of time individuals spend on different aspects of their work. Activity sampling is a form of observation and involves the collection of data that may be used for statistical analysis.
Special purpose records
A technique that involves the business users in keeping a record about a specific issue or task. e.g the number of customer approaches per day, and classify them – perhaps using a five-bar gate notation – according to whether they are complaints, queries or returned goods.
Protocol analysis
A technique used to elicit, analyse and validate requirements. Protocol analysis involves requesting the users to perform a task and describe each step as they perform it.
Scenarios
A technique used to elicit, analyse and validate requirements. A scenario traces the course of a transaction from an initial business trigger through each of the steps needed to achieve a successful outcome. Alternative scenarios, for example, where specific conditions are not met, are also traced.
Prototyping
A technique used to elicit, analyse and validate requirements. Prototyping involves building simulations of documents, processes or systems in order to enable the business users to visualise any proposed changes and hence increase understanding about the system requirements.
Shadowing
A technique used to find out what a particular job entails. Shadowing involves following a user as they carry out their job for a period such as a day or two days.
Workshop
An investigation technique whereby a meeting is held with business actors from a range of business areas in order to elicit, analyse or validate information. An agenda is prepared prior to the workshop and distributed to participants. The workshop is run by a facilitator; actions and decisions are recorded by a scribe.
Gain a broad view of the area under investigation
Increase speed and productivity
Obtain buy-in and acceptance for the project:
Gain a consensus view or group agreement:
Business sponsor
A senior person in an organisation who is accountable for delivering the benefits of a business change. The sponsor is also responsible for providing resources to the project team.
Business event
A business event triggers the business system to do something. Typically this is to initiate the business process that forms the business system response to the event. In effect, the business events tell us when a business activity should be initiated; it fires into life the process that carries out the activity. There are three types of business event: external, internal and time-based business events.
SMART
A mnemonic used to ensure that objectives are clearly defined in that they are specific, measurable, achievable, relevant, time-framed.
Shadowing
Shadowing involves following a user for a period, such as one or two days, to find out what a particular job entails. This is a powerful way to understand a specific user role.
ACTORS
An actor is an individual or group who is fulfilling a particular role. There are some roles we would expect to be represented during the requirements work and they represent two broad stakeholder groups:
the business representatives; y the project team.
Project sponsor
The project sponsor represents the business in ensuring that business objectives are met. The sponsor has the following responsibilities:
-to agree the project initiation document that approves the requirements engineering study
-to deliver the specific and agreed business benefits predicted in the business case;
-to make funds and other resources available for the project;
-to accept the deliverables at the end of the project;
-to approve and sign off the requirements document as a true statement of the business needs;
-to rule on any conflicting requirements where the business analyst cannot negotiate agreement;
-to confirm that the benefits in the business case have been realised as promised.
Project manager
The project manager is mindful of the need to meet the business requirements and satisfy the business imperatives that drive the project. The project manager will report to the project sponsor and will be concerned to:
y break the project down into identifiable and measurable pieces of work, each with its deliverable;
-allocate the pieces of work to competent people to perform;
-schedule the tasks with their start and end times, recognising dependencies
between tasks;
-monitor the progress of the various tasks and be alerted of any likely slippage;
-take any corrective action should there be slippage, or risk of non-completion of a task for any reason;
-ensure that the project is completed on time and within the agreed budget.
SME
The SME brings a breadth of understanding to RE, and should have experience and knowledge of industry best practice. Their level of knowledge of the business domain should help analysts distinguish between what the business and the project need and what a particularly forceful individual user wants. The SME may be an internal expert or may be an external consultant, brought in for the duration of the project. While an external SME can bring in fresh views and insights from industry, drawing on best practice as used elsewhere, there are some risks associated with their use:
