Lecture 4: Information Gathering, Modelling and Workflows

Lecture 4

Part A: Information Gathering, Modelling and Workflows

重点：
gather information: interview, questionaire
Interview怎么做，步骤是什么，以及它需要注意的点是什么
interview问题类型
interview: 阶段，准备，进行，之后的事情，里面相关的步骤，用自己的思路来记忆，不要死记硬背
questionaire（另外一种information gathering 方法）怎么做，步骤是什么，以及它需要注意的点是什么
interview和questionnaire的区别和联系，什么情况下用interview，什么情况下用questionaire
建模
Activity diagram 一定要会画

Information-Gathering Techniques

An overview:

• Interviewing users and other stakeholders
• Distributing and collecting questionnaires
• Reviewing inputs, outputs, and procedures
• Observing and documenting business processes
• Researching vendor solutions
• Collecting active user comments and suggestions
  
  所以要有interview和questionaire的流程

Interview怎么做，步骤是什么，以及它需要注意的点是什么

Question Types:

• Open-ended questions 开放性问题
“How do you do this function?”—encourage discussion and explanation.
• Closed-ended questions
“How many forms a day do you process?”— to get specific facts.

Interview Organisation interview分几个阶段进行，以及每个里面相关的步骤，（上课讲过应该以什么样的思路/）

• Preparing the interview 准备: What should you do in this process?
• Conducting the interview 进行: What aspects should you consider/suggest to have a good interview
• Following up the interview 之后:


​put on an open-items list 列入开放项目表

Asking many detailed, probing questions during an initial interview usually _______.
ANS: is necessary to understand the business process
在最初的面试中，提出许多详细的、探究性的问题，通常是了解业务流程所必需的。

Preparing the interview

▪ Establish the objective(most important step)
▪ Determine who to interview:
▪ Compile detailed questions
▪ Make final interview arrangements and communicate to participants


应该是Establish the objective

Questionnaires

interview和questionnaire的区别和联系

Models and Modelling

把前面interview和questionaire获得的文字，通过专业性的方法，进行建模，以方便后面专业人员进行处理
和分析相关的model和design相关的model

Model的类型：文本类型，graphical，mathematical

Reasons for modelling:

• Learning from modelling process
• Reducing complexity by abstraction
• Remembering all the details
• Communicating with other development team members
• Communicating with a variety of users and stakeholders
• Documenting what was done for future maintenance/enhancement

Activity diagram 一定要会画

Project scope management

Project scope management includes the processes involved in defining and controlling what is or is not included in a project
项目范围管理包括定义和控制项目中包含或不包含的内容的过程。
Scope refers to all the work involved in creating the products of the project and the processes used to create them.
范围是指创建项目产品所涉及的所有工作以及用于创建产品的过程。

Main processes

1. Collection requirements: The project’s size, complexity, importance, and other factors affect how much effort is spent on collecting requirements. 项目的规模、复杂性、重要性和其他因素会影响到在收集需求上花费多少精力。
2. Defining scope
3. Creating the WBS
4. Validating scope
5. Controlling scope

Project scope statements should include at least a product scope description, product user acceptance criteria, and detailed information on all project deliverables. It is also helpful to document other scope-related information, such as the project boundaries, constraints, and assumptions.
项目范围说明至少应包括产品范围描述、产品用户验收标准以及所有项目交付物的详细信息。记录其他与范围相关的信息也很有帮助，如项目的边界、约束条件和假设等。

Validating scope involves formalizing acceptance of the project deliverables. Key project stakeholders, such as the customer and sponsor for the project, inspect and then formally accept the deliverables during this process.
验证范围包括正式接受项目的可交付成果。关键的项目利益相关者，如客户和项目发起人，在这个过程中检查并正式接受交付物。

1.Several ways to collect requirements

• Interviewing stakeholders
• Holding focus groups and facilitated workshops
• Using group creativity and decision-making techniques
• Utilizing questionnaires and surveys
• Conducting observation studies
• Generating ideas by comparing specific project practices or product
characteristics (i.e., benchmarking)
收集需求的几种方法

• 采访利益相关者
• 召开焦点小组和促进研讨会
• 利用小组创造和决策技术
• 利用问卷和调查
• 进行观察研究
• 通过比较具体的项目实践或产品特征产生想法（即基准）。

2.Defining Scope

Important elements of a project scope statement
• Product scope description
• Product user acceptance criteria
• Detailed information on all project deliverable

3.Work Breakdown Structure (WBS)

The project management plan, project documents, enterprise environmental factors, and organizational process assets are the primary inputs for creating a WBS.
项目管理计划、项目文件、企业环境因素和组织流程资产是创建WBS的主要输入。

Approaches to developing work breakdown structures
• Using guidelines: some organizations, like the U.S. Department of Defense (DOD), provide guidelines for preparing WBSs
• Analogy approach: review WBSs of similar projects and tailor to your project
• Top-down approach: start with the largest items of the project and break them down
• Bottom-up approach: start with the specific tasks
• Mind mapping: uses branches radiating out from a core idea to structure thoughts and ideas


A work package is a task at the lowest level of the WBS. It represents the level of work that the project manager monitors and controls.
工作包是WBS中最低级别的任务。它代表了项目经理监测和控制的工作水平。

The scope baseline includes the approved project scope statement and its associated WBS and WBS dictionary.
范围基线包括经批准的项目范围声明及其相关的WBS和WBS字典。


在创建WBS时的一个关注点是如何组织它，为项目进度提供基础。你应该把重点放在需要做什么工作以及如何做，而不是什么时候做。换句话说，任务不一定要作为一个连续的步骤清单来制定。

It is very difficult to create a good WBS. In order to do so, you must understand the project and its scope and incorporate the needs and knowledge of the stakeholders.
要创建一个好的WBS是非常困难的。 为了做到这一点，你必须了解项目和它的范围，并纳入利益相关者的需求和知识。

Project goals V.S. Project objectives

Project goals V.S. Project objectives

• The objective is much more concrete and specific than the goal statement. objective比goal更具体，更有针对性。
• The objective is measurable since it is lower-level statement and can be evaluated at the conclusion of a project to see whether it was achieved or not. objective是可衡量的，因为它是较低层次的陈述，可以在项目结束时进行评估，看它是否实现。
• We must assume that the objective is achievable and relevant. 我们必须假设该objective是可以实现的，而且是相关的。
• The objective is time-based, such as, should be completed by December 31. objective是基于时间的，例如，应在12月31日前完成。

Following the SMART rule to make project objectives:

• S— specific, that is concrete and well-defined 也就是具体的和明确的
• M— measurable, that is, satisfaction of the objective can be objectively judged 可以客观地判断目标的满意度
• A— attainable/achievable, that is, it is within the power of the individual or
  group concerned to meet the target 个人或团体有能力达到目标
  • R— relevant, the objective must relevant to the true purpose of the project目标必须与项目的真正目的相关
  • T— time-based, that is, there is defined point in time by which the objective should be achieved 有明确的时间点，应在此基础上实现目标

Collecting requirements

Collecting requirements involves defining and documenting the features and functions of the products for the project as well as the processes used for creating them.
The project team creates requirements documentation and a requirements traceability matrix as outputs of the requirements collection process.
收集需求包括定义和记录项目产品的特点和功能，以及用于创建产品的过程。
项目组创建需求文件和需求追踪矩阵作为需求收集过程的产出。

fact finding activities

Which are the major business themes that guide analysts in fact finding activities? (one or more)
What are the business processes?
​How are the business processes performed?
​What information is needed?

List the six techniques used to gather detailed requirements information.

There are several ways to collect requirements:
• Interviewing stakeholders
• Holding focus groups and facilitated workshops
• Using group creativity and decision-making techniques
• Utilizing questionnaires and surveys
• Conducting observation studies
• Generating ideas by comparing specific project practices or product characteristics (i.e., benchmarking)

List five steps in the activity to interview users and other stakeholders.

Step1: Prepare detailed questions
Step2: Meet with individuals or groups of users
Step3: Obtain and discuss answers to the questions
Step4: Document the answers
Step5: Follow up as needed in future meetings or interviews

Acronym UML

Unified Modeling Language