[{"data":1,"prerenderedAt":-1},["ShallowReactive",2],{"detail-sidebar-cat-1-en-105":3,"doc-seo-240050-105":53,"doc-detail-240050-en":127},{"code":4,"msg":5,"data":6},0,"success",[7,14,19,24,29,34,39,44,49],{"id":8,"doc_module":9,"doc_module_name":10,"category_name":11,"show_sort_weight":12,"slug":13},11,1,"Template","Presentations",90,"presentations",{"id":15,"doc_module":9,"doc_module_name":10,"category_name":16,"show_sort_weight":17,"slug":18},12,"Resumes",80,"resumes",{"id":20,"doc_module":9,"doc_module_name":10,"category_name":21,"show_sort_weight":22,"slug":23},14,"Invoices",70,"invoices",{"id":25,"doc_module":9,"doc_module_name":10,"category_name":26,"show_sort_weight":27,"slug":28},15,"Posters",60,"posters",{"id":30,"doc_module":9,"doc_module_name":10,"category_name":31,"show_sort_weight":32,"slug":33},16,"Social Media",50,"social-media",{"id":35,"doc_module":9,"doc_module_name":10,"category_name":36,"show_sort_weight":37,"slug":38},17,"Forms",40,"forms",{"id":40,"doc_module":9,"doc_module_name":10,"category_name":41,"show_sort_weight":42,"slug":43},18,"Letters",30,"letters",{"id":45,"doc_module":9,"doc_module_name":10,"category_name":46,"show_sort_weight":47,"slug":48},21,"Paper Templates",5,"papers-templates",{"id":50,"doc_module":9,"doc_module_name":10,"category_name":51,"show_sort_weight":4,"slug":52},158,"General","general-158",{"code":4,"msg":54,"data":55},"ok",{"site_id":56,"language":57,"slug":58,"title":59,"keywords":60,"description":61,"schema_data":62,"social_meta":120,"head_meta":122,"extra_data":124,"updated_unix":126},105,"en","lecture-3-requirements-gathering-requirements-determination-and-analysis-techniques","Lecture 3 - Requirements Gathering - Requirements determination and analysis techniques","","Lecture 3 focuses on requirements gathering and analysis for systems development. It defines As-Is and To-Be systems, explains what requirements are and how they evolve across analysis, design, and implementation. The lecture distinguishes functional and nonfunctional requirements, emphasizes business-user participation, and introduces techniques including BPA, BPI, and BPR. It covers problem, root cause, duration analysis, activity-based costing, benchmarking, disruptive technologies, and key reengineering steps such as outcome and technology analysis.",{"@graph":63,"@context":119},[64,80,102],{"@type":65,"itemListElement":66},"BreadcrumbList",[67,71,74,77],{"item":68,"name":69,"@type":70,"position":9},"https://docshare.wps.com","Home","ListItem",{"item":72,"name":10,"@type":70,"position":73},"https://docshare.wps.com/template/",2,{"item":75,"name":11,"@type":70,"position":76},"https://docshare.wps.com/template/presentations/",3,{"item":78,"name":59,"@type":70,"position":79},"https://docshare.wps.com/template/lecture-3-requirements-gathering-requirements-determination-and-analysis-techniques/240050/",4,{"url":78,"name":59,"@type":81,"image":82,"author":87,"headline":59,"publisher":90,"fileFormat":93,"inLanguage":57,"description":61,"dateModified":94,"datePublished":95,"encodingFormat":93,"isAccessibleForFree":96,"interactionStatistic":97},"DigitalDocument",{"url":83,"@type":84,"width":85,"height":86},"https://docshare.wps.com/thumbnails/lecture-3-requirements-gathering-requirements-determination-and-analysis-techniques/240050.png","ImageObject",442,249,{"name":88,"@type":89},"Melati","Person",{"url":68,"name":91,"@type":92},"DocShare","Organization","application/pdf","2026-11-01","2026-09-11",true,{"@type":98,"interactionType":99,"userInteractionCount":101},"InteractionCounter",{"@type":100},"ViewAction",13,{"@type":103,"mainEntity":104},"FAQPage",[105,111,115],{"name":106,"@type":107,"acceptedAnswer":108},"What are the As-Is and To-Be systems in this lecture?","Question",{"text":109,"@type":110},"The As-Is system is the current system, which may or may not be computerized. The To-Be system is the new system built from updated requirements.","Answer",{"name":112,"@type":107,"acceptedAnswer":113},"What is the difference between functional and nonfunctional requirements?",{"text":114,"@type":110},"Functional requirements describe processes the system must perform and information it must contain. Nonfunctional requirements describe operational, performance, security, and cultural/political behavioral properties the system must have.",{"name":116,"@type":107,"acceptedAnswer":117},"How do BPA, BPI, and BPR differ in change level and typical outcomes?",{"text":118,"@type":110},"Business Process Automation (BPA) targets small, incremental improvements with low to moderate business value and risk. Business Process Improvement (BPI) enables moderate change through methods like duration analysis and activity-based costing. Business Process Reengineering (BPR) seeks radical change for breakthrough improvements, using techniques tied to disruptive technologies and broader analysis scope.","https://schema.org",{"og:url":78,"og:type":121,"og:title":59,"og:site_name":91,"og:description":61},"article",{"robots":123,"canonical":78},"index,follow",{"doc_id":125,"site_id":56},240050,1791745718,{"code":4,"msg":5,"data":128},{"doc_id":125,"user_id":129,"nickname":88,"user_avatar":130,"doc_module":9,"category_id":8,"category_name":11,"doc_title":59,"doc_description":61,"doc_content":131,"file_id":132,"file_url":133,"file_type":134,"file_size":135,"view_count":101,"is_deleted":4,"is_public":9,"is_downloadable":9,"audit_status":9,"page_count":136,"language":137,"language_code":57,"site_id":56,"html_lang":57,"table_of_contents":138,"faqs":139,"seo_title":140,"seo_description":61,"update_tm":141,"read_time":76},962085570644,"https://ap-avatar.wpscdn.com/davatar_994ba38a5ba835b3df7d355c54d3ed8d","LECTURE 3  \nREQUIREMENTS GATHERING  \nKey Definitions  \n• The As-Is system is the current system and may or may not be computerized  \n• The To-Be system is the new system that is based on updated requirements  \n• The System Proposal is the key deliverable from the Analysis Phase  \n1. Requirements Determination  \nWhat is a Requirement?  \n• A statement of what the system must do  \n• A statement of characteristics the system must have  \n• Focus is on business user needs during analysis phase  \n• Requirements will change over time as project moves from analysis to design to implementation  \nRequirement Types  \n• Functional Requirements  \no A process the system hast to perform  \no Information the system must contain  \n• Nonfunctional Requirements  \no Behavioral properties the system must have  \n􀂃 Operational  \n􀂃 Performance  \n􀂃 Security  \n􀂃 Cultural and political  \nDetermining Requirements  \n• Participation by business users is essential  \n• Three techniques help users discover their needs for the new system:  \no Business Process Automation (BPA)  \no Business Process Improvement (BPI)  \no Business Process Reengineering (BPR)  \nBasic Process of Analysis  \n• Understand the “As-Is” system  \n• Identify improvement opportunities  \n• Develop the “To-Be” system concept  \n• Techniques vary in amount of change  \no BPA – small change  \no BPI – moderate change  \no BPR – significant change  \n• Additional information gathering techniques are needed as well  \n2. Requirements Analysis Techniques  \nBusiness Process Automation  \nIdentifying Improvements in As-Is Systems  \n􀂃 Problem Analysis  \no Ask users to identify problems and solutions  \no Improvements tend to be small and incremental  \no Rarely finds improvements with significant business value  \n􀂃 Root Cause Analysis  \no Challenge assumptions about why problem exists  \nIS 460 Notes Professor Yong Tan  \no Trace symptoms to their causes to discover the “real” problem  \nBusiness Process Improvement  \nDuration Analysis  \n􀂃 Calculate time needed for each process step  \n􀂃 Calculate time needed for overall process  \n􀂃 Compare the two – a large difference indicates a badly fragmented process  \n􀂃 Potential solutions:  \no Process integration – change the process to use fewer people, each with broader responsibilities  \no Parallelization – change the process so that individual step are performed simultaneously  \nActivity-Based Costing  \n􀂃 Calculate cost of each process step  \n􀂃 Consider both direct and indirect costs  \n􀂃 Identify most costly steps and focus improvement efforts on them  \nBenchmarking  \n􀂃 Studying how other organizations perform the same business process  \n􀂃 Informal benchmarking  \no Common for customer-facing processes  \no Interact with other business’processes as if you are a customer  \nBusiness Process Reengineering (BPR)  \n􀂃 Search for and implementation of radical change in business processes to achieve breakthrough improvements in products and services  \n􀂃 Goals  \no Reorganize complete flow of data in major sections of an organization  \no Eliminate unnecessary steps  \no Combine steps  \no Become more responsive to future change  \n􀂃 Identification of processes to reengineer  \no Key business processes  \n􀂃 Set of activities designed to produce specific output for a particular customer or market  \n􀂃 Focused on customers and outcome  \n􀂃 Same techniques are used as were used for requirements determination  \n􀂃 Identify specific activities that can be improved through BPR  \n􀂃 Disruptive technologies  \no Technologies that enable the breaking of long-held business rules that inhibit organizations from making radical business changes  \nBusiness Process Reengineering Steps  \nOutcome Analysis  \n􀂃 Consider desirable outcomes from customers’perspective  \n􀂃 Consider what the organization could enable the customer to do  \nTechnology Analysis  \n􀂃 Analysts list important and interesting technologies  \n􀂃 Managers list important and interesting technologies  \n􀂃 The group identifies how each might be applie","cbCaimWBWssbKPua","https://ap.wps.com/l/cbCaimWBWssbKPua","pdf",170783,7,"English","# Requirements Gathering\n## Key Definitions\n## Requirements Determination\n## Requirement Types\n## Determining Requirements\n## Basic Process of Analysis\n## Requirements Analysis Techniques\n### Business Process Automation\n### Business Process Improvement\n### Business Process Reengineering (BPR)\n## Business Process Reengineering Steps\n## Selecting an Analysis Technique\n## Requirements Gathering Techniques\n### Interviews\n### Questionnaires\n### Other Means and JAD\n## Prototyping","[{\"question\":\"What are the As-Is and To-Be systems in this lecture?\",\"answer\":\"The As-Is system is the current system, which may or may not be computerized. The To-Be system is the new system built from updated requirements.\"},{\"question\":\"What is the difference between functional and nonfunctional requirements?\",\"answer\":\"Functional requirements describe processes the system must perform and information it must contain. Nonfunctional requirements describe operational, performance, security, and cultural/political behavioral properties the system must have.\"},{\"question\":\"How do BPA, BPI, and BPR differ in change level and typical outcomes?\",\"answer\":\"Business Process Automation (BPA) targets small, incremental improvements with low to moderate business value and risk. Business Process Improvement (BPI) enables moderate change through methods like duration analysis and activity-based costing. Business Process Reengineering (BPR) seeks radical change for breakthrough improvements, using techniques tied to disruptive technologies and broader analysis scope.\"}]","Lecture 3 - Requirements Gathering - Requirements determination and analysis techniques | PDF",1789156662]