Pearson BTEC Level 4
Higher Nationals Certificate
in Computing (RQF)
Unit 9 – Software Development
Lifecycles
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Feasibility Study: Importance, Techniques, and Criteria, Assignments of Software Development
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Pearson BTEC Level 4
Higher Nationals Certificate
in Computing (RQF)
Unit 9 – Software Development
Lifecycles
Learning Outcomes
LO Describe different software development lifecycles. • LO Explain the importance of a feasibility study. • LO Undertake a software development lifecycle. • LO4 Discuss the suitability of software behavioural design^ • techniques. By the end of this unit students will be able to:
Requirement gathering techniques
(^) Interviews
o One-on-One Interviews
- (^) One-on-one interviews are the most common technique for gathering requirements, as well as one of the primary sources of requirements.
- (^) The analyst should identify stakeholders to be interviewed.
- (^) These can be users who interact with the current or new system, management, project financers or anyone else that would be involved in the system.
- (^) When preparing an interview is it important to ask open-ended questions, as well as closed-ended questions.
Requirement gathering techniques
(^) Interviews
o Group Interviews:
- (^) Group interviews are similar to one-on-one interview, except there is more than one person being interviewed.
- (^) Group interviews work well when the interviewees are at the same level or position.
- (^) More thoughts and discussion can be generated, as someone in the group may state or suggest an idea that may have been overlooked by others.
- (^) A major disadvantage can be scheduling the interview. When more than one person are involved, it may be difficult, or become time consuming, in establishing date and time that works well for all parties.
Requirement gathering techniques
(^) Observation
o Passive observation
- (^) Passive/Invisible observation happens where the analyst has no interaction with the worker while the observation is going on, but takes notes.
o Active observation
- (^) A ctive/visible observation , the analyst can interrupt the worker to ask questions during the observation session. In some cases, the observer may participate in the activity as an apprentice.
Requirement gathering techniques
(^) Investigation
o Analyzing existing documents
- (^) Reviewing the current process and documentation can help the analyst understand the business, or system, and its current situation.
- (^) The analyst may find there was missing information in old documents.
- (^) They may also find redundancy, in which steps are unnecessarily repeated.
- (^) Such documentation (if it exists) could include interface details, user manuals, and software vendor manuals.
Key drivers
Why information systems are important to business /
organization:
Performance and efficiency
o Businesses can constantly improve their efficiency of their
operations in order to achieve higher profitability.
o I.S systems make it possibly for managers to use real time
data when making a decision to therefore make better
decisions and not have to waste time looking for information
Key drivers
Legacy systems upgrade
o Overall, there are several outstanding reasons to replace a
legacy system:
- (^) Cost of maintenance - Maintaining a system may eventually become more expensive than replacing the hardware and software.
- (^) Lack of understanding - Maintaining and expanding systems can be difficult because there is a lack of understanding about how they are run.
Key drivers
Automation
o An automated system is composed of elements designed to
perform a set of tasks that have been programmed.
Operational and repetitive tasks become less of a burden.
- (^) Eliminate the manipulation of paper documents - Can store information in system, no more printing and storing paper documents. Optimize time spent looking for information.
- (^) Make better projections - A Business Process Automation (BPA) gives you all the tools needed to monitor data, at all times.
- (^) Allow new business opportunities - Allows the ability to configure and support assets in fields you couldn’t even have thought about while using only human resources.
Key drivers
Elimination of human error
o Manual data processingpresents the possibility of human
error, which can be costly to a businss.
o For example, computerized system that incorporate
accounting programs can reduce calculation errors.
Feasibility criteria
Social
o Its part would determine the proposed project will be
satisfactory for the people or not.
o This assumption would in general examine the probability
that the project would have to be accepted by the group of
people that are directly affected by the proposed system.
Feasibility criteria
Economic
o The bottom line in many projects is economic feasibility.
o During the early phases of the project, economic feasibility
analysis amounts to little more than judging whether the
possible benefits of solving the problem are worthwhile.
o As soon as specific requirements and solutions have been
identified, the analyst can weigh the costs and benefits of
each alternative. This is called a cost-benefit analysis.
Feasibility criteria
Timescales
o The analyst should determine if the project deadlines are
reasonable whether constraints placed on the project schedule
can be reasonably met.
o Some projects are initiated with specific deadlines. You need to
determine whether the deadlines are mandatory or desirable.
o It is preferable (unless the deadline is absolutely mandatory) to
deliver a properly functioning information system two months
late than to deliver an error-prone, useless information system
on time.
o Missed schedules are bad, but inadequate systems are worse!
Feasibility criteria
Organizational constraints
o To check if the system is developed, will it be used?
o The study includes people-oriented and social issues:
- (^) internal issues, such as manpower problems, labor
objections, manager resistance, organizational conflicts and
policies;
- (^) also external issues, including social acceptability, legal