Joint Application Design Describe How Joint Application

Joint Application Design

Describe how joint application design (JAD) might be considered a better information-gathering technique than the traditional method of requirements gathering? What are its shortcomings?

The Joint Application Design (JAD) methodology could potentially be considered a better information gathering methodology compared to more traditional information gathering approaches given its highly structured approach to capturing and validating data. The highly methodical nature of the application design technique that concentrates on identifying critical success factors, project deliverables, scheduling workshop activities, and organizing workshops are all based on information and knowledge transfer (Davidson, 1999). The potential of the JAD technique to increase the level of participation on the part of project participants while also reducing the time and costs associated with the actual research process (Jackson, Embley, 1996). The JAD technique has also shown significant value in bringing experts in specific areas together and gaining useful insights as a result (Davidson, 1999). Another advantage of the JAD technique is its ability to integrate results into development frameworks including Computer Aided Software Engineering (CASE), a well-known methodology used for accelerating software development (Jackson, Embley, 1996). The JAD technique can also have Six Sigma- based methodologies and measures of performance integrated within its architecture, allowing for quantification of performance gains over time. Due to its integrative nature and agility to in translating requirements into specifications, the JAD methodology is increasingly used throughout complex software and technology-related development projects. For all its advantages, the JAD methodology has significant shortcomings incouding the following. First, this approach to collecting requirements and information requires an intensive level of participation and continual contribution on the part of everyone involved in the process (Jackson, Embley, 1996). Second, this approach is not as well suited to capture both explicit and tacit knowledge throughout an organization; it is designed to operate on the former most effectively with not as much support for the latter. Third, this approach, while highly structured, is not as agile in structure and approach as other methodologies for capturing and integrating requirements into a development project and context.

You have been asked to interview the HR manager of Riordan Manufacturing about business requirements for the new HR system. What best practices for interviewing would you employ for an effective interview?

The best practices of defining a very clear set of expectations by using an agenda, defining the goals and objectives of the interview, and also creating a list of potential requirements would all be done prior to the interview. The HR manager would also be given a framework fo the interview itself, with a clear understanding of the constraints and parameters of the system as well.

Second, the HR manager would be interviewed in terms of the key process areas they use the system for. This would include the diverse process areas the HR department relies on for serving an organization and employees, in addition to ensuring compliance and reporting to local, state and federal agencies. All of these factors would be taken into account when the interview was completed, ensuring a 360-degree view of he department's needs were understood.

Why is the role of the systems analyst so critical in a systems development project? Explain what skills and knowledge are required to be effective.

The systems analyst is the catalyst of any successful systems development project as this person manages the coordination of information systems, process-related technologies while also coordinating the change management aspects of system development and maintenance. A systems analyst is critically important to a systems development project due to all of these factors and the need to continually manage highly valuable and scarce resources (Leventhal, 1995). Systems analysts also need to continually seek new approaches to redefining the core processes of a business to gain time and cost improvements, balancing system users' needs at the same time. This role is continually evolving as technologies continually accelerate and change over time.

Explain the main differences between the agile and SDLC (waterfall) methodologies.

The Systems Development Lifecycle (SDLC) is a highly structured approach to defining each phase of a project predicated on one phased being completed prior to the next, and is often called a waterfall-based methodology. This approach to software development forces a very clear and limited definition of functionality within the initial project specification (Beasley, 1999). It is essential that scope creep and other factors that can take a project off-direction be minimized to ensure the timing and constraints of the SDLC model are attained (Jackson, Embley, 1996). The Agile software development methodology on the other hand is much more iterative in nature, capable of managing multiple rapid cycles of development, each successively more focused on the customers' needs (Cao, Mohan, Xu, Ramesh, 2009). Projects based on an agile methodology are also often linked directly to the specific series of customers' needs that often change significantly over time (Turk, France, Rumpe, 2005).