Asm 2 Guidelines
Asm 2 Guidelines
Asm 2 Guidelines
Student declaration
I certify that the assignment submission is entirely my own work and I fully understand the consequences of plagiarism. I understand that
making a false declaration is a form of malpractice.
Grading grid
P5 P6 P7 M3 M4 M5 M6 D3 D4
Summative Feedback: Resubmission Feedback:
CLASS: GCD0703
EMAIL: locnvgcd18350@fpt.edu.vn
TABLE OF CONTENTS
TABLE OF CONTENTS ........................................................................................................................................................... 4
TABLE OF FIGURE .................................................................................................................................................................. 4
TABLE OF TABLE .................................................................................................................................................................... 5
I. Task 1: ............................................................................................................................................................................ 5
1. Interview:............................................................................................................................................................. 5
2. Questionnaire:.................................................................................................................................................. 10
3. JAD (Joint Application Development): .................................................................................................... 12
4. Observation method: ..................................................................................................................................... 14
5. Documentation analysis:.............................................................................................................................. 16
II. Task 2: .......................................................................................................................................................................... 18
1. Use case: ............................................................................................................................................................. 18
2. Entity Relationship Diagram (ERD): ....................................................................................................... 21
3. Data Flow Diagram (DFD): .......................................................................................................................... 22
III. Task 3: ..................................................................................................................................................................... 24
1. Flowchart Diagram: ....................................................................................................................................... 24
2. Behavioral State Machine Diagram: ........................................................................................................ 25
3. Reliability of Tune Source ........................................................................................................................... 25
IV. Task 4: ..................................................................................................................................................................... 26
Traceability Matrix: .................................................................................................................................................... 26
TABLE OF FIGURE
Figure 1: Sample Interview Schedule. ............................................................................................................................ 6
Figure 2: Sample interview report. .................................................................................................................................. 8
Figure 3: JAD Meeting Room. ........................................................................................................................................... 12
Figure 4: a Document Analysis ........................................................................................................................................ 17
Figure 5: Relationship Diagram. ..................................................................................................................................... 21
Figure 6: Context Diagram. ............................................................................................................................................... 22
Figure 7: DFD fragment for Search and Browse Songs. ......................................................................................... 22
Figure 8: DFD fragment for Purchase Songs. ............................................................................................................. 23
Figure 9: Flowchart for Search and Browse Songs. ................................................................................................. 24
Figure 10: Behavioral State Machine Diagram for a Customer Purchase. ...................................................... 25
Figure 11: Example of RTM. ............................................................................................................................................. 27
TABLE OF TABLE
Table 1: Pros and Cons of Interview. .............................................................................................................................. 8
Table 2: Pros and Cons of Questionnaire. ................................................................................................................... 11
Table 3: Pros and Cons of JAD.......................................................................................................................................... 14
Table 4: Pros and Cons of Observation method........................................................................................................ 16
Table 5: Pros and Cons of Documentation analysis. ............................................................................................... 18
Table 6: Search and browse songs ................................................................................................................................. 19
Table 7: Purchase songs. .................................................................................................................................................... 20
I. Task 1:
The first stage in any Software Development Lifecycle is identifying requirements. In many ways,
identifying requirements is the most important aspect of the entire SDLC. Although it can be done in
a limited way when the team uses the RAD or agile development method, the traditional methods still
invest considerable time in this step to better understand customer requirements and identify
improvements before moving on to the next stage. However, this is not an easy process because
analysts cannot easily gather actual requirements after a few conversations with stakeholders.
Therefore, the best analysts will apply some techniques to assist in extracting this request. Some
techniques are presented below.
1. Interview:
Interviews are the most commonly used method of gathering requests. Basically, an interview is
a process of asking and answering, which means that if you want to know something, you ask
someone. This technique can be used to validate facts, eliminate ambiguity, trigger enthusiasm,
engage end users, identify requests and solicit ideas and ideas. Generally, interviews are conducted
one - on - one face to face (one interviewer and one interview), but sometimes, due to time constraints,
several people are interviewed at the same time. There are five basic steps to the interview process:
selecting stakeholders to interview, designing interview questions, preparing for interviews,
conducting interviews, and follow-up interviews.
The main task of this step is to create a list called the interview schedule, which lists the people to
be interviewed, briefly describing the purpose of the interview, the time and place of the interview.
Figure 1: Sample Interview Schedule.
Because people in different positions may have different perspectives on the system, it is
important to include them in the interview to create more useful insights at both the low and upper
levels. When you interview people, you may identify additional information as needed and additional
people can provide information.
Closed questions: These are questions that are similar to multiple choice questions in a test.
They are used when interviewers need specific, accurate information. For example, it's better
to ask how many calls do you answer each day? Instead of asking, can you answer many calls
per day? This type of question helps analysts control the interview and get the information
they need. However, asking these questions can only get answers to what and why not.
Open-ended questions: This type of question requires more in-depth answers and longer
answers. These questions are similar in many ways to an essay question in a test. They are
questions designed to gather rich information and give the interviewee more control over the
information revealed in the interview. Sometimes, such a question What should I ask? Can
trigger interesting discussions on various issues.
Poll question: The third type of question, the probing question, usually tracks what has been
discussed whenever the interviewer feels ambiguous about the respondent's answer. These
questions are intended to help the interviewee think more thoroughly about the current issue
and encourage them to expand or confirm the information provided in the previous answers.
Therefore, helping analysts dig deep into the surface and gain more valuable information.
When you interview people, you may identify additional information as needed and additional
people can provide information. For example, a question could you explain in a bit more detail?
Another important factor is that your questions should predict what type of information the
interviewee is likely to know. Senior managers may not be able to answer questions about the details
of daily business processes while low-level employees may not be able to answer broad policy-
oriented questions. An appropriate combination of matching questions is what should be asked in an
interview to elicit as much information as possible.
Preparing for the interviewer is no less important than preparing for the interviewer. A notice
should be sent to inform the interviewee about the reason for the interview and the areas to be
discussed in advance are far enough to give the interviewee enough time to think about the issues
and to come. ranked their thoughts.
According to studies, the best way to record all the valuable information that the interviewee
provides is to take notes carefully, which means writing down everything the interviewee said.
Although some things may not be relevant at first, they can still reveal important insights later. If the
interviewee and the organization's policies allow it, it is better to record the interview because the
recording ensures that no important points will be missed.
Finally, always be sure to clearly distinguish truth from opinion. For example, we handle too many
credit cards requests. This is an opinion rather than a fact. At this point, interviewers should ask
tentative questions like Hui How many people do you handle in a day? It is very important to verify
the truth because any difference between events and opinions can point out the main areas for
improvement.
Pros Cons
- Establishing relationships with stakeholders - Waste of time.
- Discover in-depth information. - Limited sample size.
- Provides excellent flexibility. - Enter data manually.
- Captures emotions and behavior. - Interview of interviewers.
- Select suitable candidates.
Table 1: Pros and Cons of Interview.
In order to meet all the requirements of Tune Source, we have choose the right solution to fit the
business requirement, such as interview, questionnaires, JAD, observation, etc… Getting through an
interview successfully is both an art and a science. There are a lot of unknowns, but focusing on key
areas or competencies and giving the right answers to the questions based on them in the interview
helps you get selected.
Clear communication:
One of the most important skills for project managers is communication. Without this everything
else fails. Communication is the life and blood of any project. It’s claimed that about 90 percent of a
project manager’s time is spent communicating. In today's organizations, communication happens
between various groups and levels, including internal as well as external groups of stakeholders.
Honesty and trustworthiness are of utmost importance in the world of business. Project managers
manage critical responsibilities and resources such as material, money, and human resources. They
also represent the organization to employees, customers, and vendors. They are role models for their
team members. Any lack of consistency and integrity can cost the organization a lot more than money.
Customer orientation:
Project managers are responsible for understanding the need of the customer and responding in
a timely, efficient manner in ways that meet customer expectations. They are also responsible for
establishing and maintaining effective relationships and gaining the trust and respect of customers.
Developing others:
A project manager relies on their team to execute activities in order to achieve the desired results.
It is important that a project manager can assess talent, contribute actively towards developing,
mentor and coach team members and offer constructive feedback to them.
Effective delegation:
One of the key success factors for a project manager is effective delegation. How effectively can
you get work done through others? Delegation must happen through empowerment without
interference or loss of control.
Goal focus:
Being focused on goals is absolutely essential for project managers. You need a clear focus to
succeed. It is important for candidates to demonstrate the ability to align resources to achieve key
objectives, to plan and identify ways to improve and achieve greater efficiency and to monitor and
fine-tune execution with agility, hard work, perseverance, and good judgment.
A project manager must tackle multiple tasks and issues. To be a successful project manager, you
have to choose your battles wisely. Since resources are always limited, they need to be prioritized.
Time is a valuable resource for the project because once lost it cannot be recovered easily. As a result,
time management is one of the key skills for any project manager
A project manager needs to be able to identify and prevent issues from impacting the project
adversely. It is important that the candidate demonstrates the ability to take proactive steps, avoid
procrastination, and not shy away from making tough decisions. Thus, candidates are often asked to
share examples and real-life scenarios from their projects and life where they made proactive
decisions
2. Questionnaire:
The questionnaire is a list of questions that some individuals are asked to obtain. In essence, it is
quite similar to a survey. Questionnaires are usually conducted to collect information and opinions
from a large number of people (e.g. customers or suppliers). There are four basic steps to the question
procedure.
Start with these tough and interesting questions to get the attention of your respondents.
Group related questions into streamlined sections to make them simpler to answer.
Do not put important items at the end of the question.
Do not put too many items in one page.
Avoid abbreviations. Avoid misunderstandings.
Avoid questions or biased questions with suggestion options
Number of questions to avoid confusion.
Pre-order questions to identify confusing questions.
Provide anonymity for respondents.
Pros Cons
- Cost and time efficient. - Can provide dishonest answers and invalid
- National or even international insurance. information.
- Less pressure on respondents. - Some questions may be ignored or not
- Anonymity available. answered.
- Simple to administer and analyze. - Cannot fully capture emotional or
- Easy and fast for participants to complete. emotional responses.
- Lack of personal contact.
- Not suitable for complex projects.
Table 2: Pros and Cons of Questionnaire.
On the other hand, questionnaire is a tool to ask interviewees. There are two types of question,
closed question and opened question. Closed question usually followed by available answer is a
common type in questionnaires. Opened question demand further explore by questionnaire. In order
to get information as much as possible, opened question is suggested because it motivate people to
answer in their own idea, their own feelings. Here some example questions:
What is the main aim of the Tune Source? How many employees or clients Tune Source may
recruit?
What type of technologies does Tune Source use? Is there another efficient way?
How to improve customer experiences?
How Tune Source can sell it product to the customer?
3. JAD (Joint Application Development):
JAD is a common development method used in request elicitation to allow project teams, users,
and management to collaborate in identifying system requirements. In fact, since being developed in
the late 1970s, it is often the most useful method to retrieve information from users. This technique
is claimed to be able to reduce the climbing range by 50% and avoid requirements that are too specific
or too vague.
In this method, a team of 10-20 users gather around and discuss system requirements with the
help of experienced neutral supporters of JAD techniques. This person will plan the meeting and guide
the discussion. However, he or she may not provide ideas or opinions and remain neutral during the
sessions. It is essential that the coordinators are skilled in both system analysis and technical design
and the dynamic group s and can speak both client and developer languages. The coordinator usually
has one or two note takers supporting him by using computers and CASE tools to record information
when the JAD session takes place.
Make sure the team is on the agenda. In any case, the team should not follow up unless
everyone agrees that the JAD session has generated some unexpected new information and
requires the JAD session (and perhaps the project) to move in a new direction.
Help the group understand the technical jargon and jargon that surrounds the system
development process. He should also minimize the learning needed and guide participants
to provide information effectively.
The information structure is provided on a public display area (for example, whiteboards,
flip charts or computer screens) so the team can identify the main problems and
resolutions.
Often, JAD participants can deploy a number of tools to help them fully identify the new system.
These tools can be use cases, diagrams, prototypes, etc. Everything is allowed as long as they are
useful in clarifying and defining requirements for the new system. Another factor that should not be
forgotten is that sessions are held only when all decision makers are present.
Pros Cons
- Speed up the design. - Trouble if the group is too big.
- Generating a relatively large amount of high- - Difficult to set goals and maintain focus
quality information. when there are too many different ideas.
- Promote teamwork with customers. - Depending on the size of the project, JAD
- Create a design from a customer's point of may require a significant time commitment.
view. - Selected participants can change or bias the
- Reduce development and maintenance costs. outcome.
- Allow primary users to participate - Request significant planning and planning
effectively. efforts.
- Discover many views on a topic. - Request a skilled instructor
Table 3: Pros and Cons of JAD.
4. Observation method:
Observing, as the name implies, is the act of seeing what already exists to bring about greater value
insights in the current system. Observation is a more positive technique to elicit quality requirements
that allows analysts to look at the actual operation of existing installed systems, instead of passively
listening to others describing the interviews or JAD sessions.
In fact, most managers and employees find it difficult to remember how they work and how they
allocate time. It is even harder to explain to others. That is when observation is utilized. It is a good
way to supplement or verify the legality of information obtained in other techniques such as
interviews or JAD sessions.
Observations are not divided into separate steps like other techniques because the process will
vary depending on the target being monitored. Some basic rules that the analyst must keep in mind
when using this technique are: keep a low profile and do not interrupt, do not interfere, do not affect
the object being observed. It is also necessary to realize that observation results may not be a normal
daily routine because people tend to adjust the way they perform tasks when they know they are
being followed.
In most cases, observations will support the information users provide during interviews. When
not, it is an important signal that more careful analysis of business systems is needed.
• Identify objects: Determine what and why you want to watch. Do students want to see how
they react to a new environment? How do clients interact with staff? How do the bosses
interact? When you do observe, in order to better understand their practices and, hopefully,
why they are doing so, you try to learn habits, patterns, conduct, reactions and general
information on people in a given environment (although observations alone often do not tell
you the "why').
• Establish Recording Method: It is important to minimize and eliminate any disturbing, or
unfamiliar devices in the environment you want to observe to make observations most
effective. For example, video recordings are often less effective when the observed persons are
aware that they are filmed (but it is often unethical to film without saying so. Taking note is
the most common method, although photographs, auditory recordings and other methods can
be taken in certain public spaces.
• Develop questions and techniques: Determine whether you're making an informal or formal
observation (see explanations at the far right). Know your goal, determine whether you have
particular questions or are fully open-minded. What you hope to learn will help you to know
what 5 you are looking for specifically. Be ready to use the type of information you are
attempting to learn when entering an observation area.
• Observe and take note: Visit the room from which you hope to receive information. Be as
discreet as possible, take notes, photographs, audio and movies just when permitted, and it
does not disturb the environment. You have permission to do the research. You must code
certain actions, actions, words, visuals and other observed data in formal observations. If you
make formal observations.
• Analyze Behaviors and Inferences: Distinguish what you observed (which is factual behavior)
from why you observed. Usually you need to interview people, either during the observation
itself or afterwards, for a sense of your observed data. Connect interactions, responses,
conduct and other phenomena.
Pros Cons
- Obtain fairly reliable information. - Difficult to grasp information in a session.
- Extract information on physical - Observers may only see what they want
environment (e.g. noise level, flow, etc.) and expect to see, not the big picture.
- Relatively economic. - May involve significant amount of time.
- A allows the analyst to make job - Complete answers to any problems or any
measurements. problems that may be obtained by
- Improve accuracy observation alone.
- Access to practical situations.
Table 4: Pros and Cons of Observation method.
5. Documentation analysis:
Document analysis is a crucial step in project management analysis. Project managers peruse
documents to get information about the current status of the project. The thing is that project
managers need to study different documents in order to understand what the operation is all about.
Analyzing documents give project managers a good sense of what the project is all about.
Document analysis is used to determine requirements by analyzing the existing documents. This
process also identifies the types of information that are important to the requirements. There are
numerous types of documents that are analyzed in project management to draw out the important
requirements. These include business plans, contractual agreements, marketing literature, requests
for proposal, logical data models, current process flows, business rule repositories, application
software documentations, interface documentation, policies, work procedures, requirement
documentations and other regulatory documentations like ordinances and local codes. It is important
to gather the necessary information first before organizing or scheduling an interview with the
stakeholders.
Document analysis is done in three stages. The first stage is the preparation stage which involves
the identification of materials that are suitable for relevant analysis. This is followed by the review
stage which involves studying the material and listing down questions for the stakeholders. Lastly,
the wrap-up stage involves reviewing the notes with the stakeholders and seeking answers to the
follow-up questions raised during the meeting.
Document analysis is very useful for the organization. It ensures that the project manager does
not work initially with a blank page. Having a data or information that can back him or her up is crucial
for effective project planning. However, it is important that the documents that the project manager
is analyzing are updated to reflect the current situation of the project otherwise bad decisions are
likely to be made.
Document analysis is a common investigation method that focuses on the compilation and
analysis of organizational records, data documents, and existing documents. Although some
definitions of the document analysis process can separate it into smaller steps, most are not. Basically,
it is just a process of reviewing any document that exists, evaluating a review and ultimately creating
new insights. In other words, document work involves reading a lot of written material. Types of
documents that can be checked include paper reports, memos, policy guides, user training guides,
organizational charts, forms, project descriptions, etc.
Unfortunately, these documents often contain information, or may not even be enough, of the
official system because the information of most systems is not well documented and updated about
recent changes. These differences, especially large differences, are strong signals that they need to be
considered for modification. Below is an example of how a document can be analyzed.
II. Task 2:
After investigated for business need, it is time to carry out a software investigation and create
supporting documentation in order to find out new situation in the future that Tune Source may
encounter.
1. Use case:
Use Case Name: Search and browse songs ID: TH-01 Priority: High
Actor: Customer
Description: This use case describes a customer who searches and browses through Tune Source
online app or site
Preconditions:
1. App and website are available.
2. Tune Source databases is online and always update.
Normal Course:
1. System displays default homepage
2. Customer visit the website
3. Customer login with their account username and password
4. Customer select how to search for songs (title or artist or genre)
5. System displays titles that are matching search request
6. Customer enter search request
7. Customer select a title
8. Customer add the song to Favorites or remove it from Favorites or place it in shopping cart or
remove it from shopping cart.
9. System play a short sample of the selected song
Postconditions:
1. Systems recorded information about selected samples into customer’s Interests
2. Customer’s Favorites list might be modified.
3. Customer’s shopping cart list might be modified.
Exceptions:
E1: Login error
1. System displays message that username/password is not valid.
2. System asks Customer to re-enter username/password or contact customer service for help.
Actor: Customer
Description: This use case describes the process of how a customer buy and download selected songs
Preconditions:
1. Customer's cart contains one or more selections.
2. Customer is ready to proceed with payment.
Normal Course:
1. Customer go to payment page
2. System collects payment information or account information
3. System collects payment authorization
4. System displays shopping cart contents with price of each song and total price included
5. Customer verifies purchase authorization
6. Customer confirm payment transaction
7. System processes payment
8. System confirms payment acceptance
9. System removes items from shopping cart
10. System added songs to customer’s playlist
11. System enables users to listen to and download the full version of the titles that were bought
Postconditions:
1. Shopping cart is empty
2. Songs is recorded
3. Sales transaction is recorded
Exceptions:
E1: Login error
1. System displays message that username/password is not valid.
2. System asks Customer to re-enter username/password or contact customer service for help.
The main trigger of this use case is the appearance of customers on the Tune Source website.
Although the actor is called a direct customer, he or she is not required to purchase. The prerequisite
is that the website and database are available, which means that customers can browse through the
select categories listed on the page. The system will display the default home page for the firsts time
access and custom page features matching options to old customers' s based on their previous
benefits. Customers can also access their favorite playlists, including paid songs and no songs, after
logging into the system. Because users do not follow a specific pattern, the order of steps in the
Regular Courses section is performed unchanged at all times. Each step is an independent part of the
other. Postconditions points to several things that can happen due to this use case.
Because the actors are here, Customers, try to buy the song (s), a prerequisite is to have at least
one item in the cart. After the customer has determined that he is ready to buy, he must provide
payment information and then the system will store payment information in the user account. After
the payment information is verified, the customer authorizes the transaction, the new purchase
information is recorded in the sales file and the tone is released for customers to download.
2. Entity Relationship Diagram (ERD):
1. Flowchart Diagram:
The system should be available for use 24 hours a day, 7 days a week, 365 days a year except
scheduled maintenance.
The system can support 300 users concurrently during peak hours (from 9-11 am); 150
concurrent users at all other times.
The system should be secured with access restrictions, encryption, authentication and virus
control. Therefore, the risk of attack and loss if a successful attack occurs is minimized, which
also prevents the personal information of the registered customer from being leaked.
System maintenance should be scheduled and announced ahead of time. The duration of each
maintenance session must not exceed 2 hours. The total amount of time for each month should
be limited to 6 hours.
The system will have a 99.99% efficiency. That means that for each day of service, the system
is only allowed to reduce a maximum of 86.4 seconds.
The system must be cross-platform, meaning it can support different operating systems on
different devices such as: personal computers (MS Windows, macOS, Ubuntu, Linux, etc.),
mobile devices (Android, Windows Phone, iOS) and some other devices Console devices like
PS4 or Xbox One should also be supported, but not necessarily.
The system should be multilingual. That means, it is necessary to support at least some of the
most spoken languages including Chinese, English, Spanish, Portuguese, Russian, Arabic and
French.
The support desk should be available 24 hours a day to help users or answer their questions.
IV. Task 4:
Traceability Matrix:
The traceability matrix is a document, often written in tabular form, that describes and follows
the life cycle of requests, both forward and backward. It correlates any two base documents that use
a many-to-many relationship to determine the completeness of the relationship. It is used to track
requirements, provide the current status of project requirements, help understand relationships that
exist in and on software requirements, design and implementation, and help evaluate. The impact of
changes on the requirements.
Traceability matrix is a powerful tool in request management. One cannot manage what is
traceable. Requests cannot be effectively managed without traceability requirements. It allows
change in one of the three system descriptions, which are requirements, specifications,
implementation, traceable to the corresponding parts of the other descriptions. Some of the other
benefits that traceability matrix can bring include preventing knowledge loss, supporting verification
processes, controlling changes, reducing risks, improving software quality, etc. The following is an
example of the required traceability matrix (RTM).
Figure 11: Example of RTM.
Regarding the situation of Tune Source, a specific type of traceability matrix that might be suitable
will be discussed. It is a simple requirement - a traceability matrix designed to illustrate the
relationship between specific hardware or software components in the system used to fulfill the
requirements.
Business Analyst Learnings. (n.d.). Interviews: Requirements Elicitation Technique. [2019] Available
at: https://businessanalystlearnings.com/ba-techniques/2013/7/18/interviews-requirements-
elicitation-technique [Accessed 14 December 2019].
Brandenburg, L. (n.d.). What Questions Do I Ask During Requirements Elicitation?. [2019] Bridging-
the-gap.com. Available at: https://www.bridging-the-gap.com/what-questions-do-i-ask-during-
requirements-elicitation/ [Accessed 14 December 2019].
Modernanalyst.com. (2013). The Top Five Go-To Requirements Elicitation Methods [2019] Available
at: https://www.modernanalyst.com/Resources/Articles/tabid/115/ID/2483/The-Top-Five-Go-
To-Requirements-Elicitation-Methods.aspx [Accessed 14 December 2019].
Study.com. (n.d.). Joint Application Development: Definition, Phases & Methodology | Study.com.
[2019]
Available at: https://study.com/academy/lesson/joint-application-development-definition-phases-
methodology.html [Accessed 14 December 2019].
Pious, K. (2013). Techniques for Eliciting Quality Requirements – Observation. [2019] Captech
Consulting, Inc. Available at: https://www.captechconsulting.com/blogs/techniques-for-eliciting-
quality-requirements--observation [Accessed 14 December 2019].
Stockdale, B. (n.d.). Requirements Elicitation Technique - Observation. [2019] Seilevel Blog - Software
Requirements. Available at: http://www.seilevel.com/requirements/requirements-elicitation-
technique-observation [Accessed 14 December 2019].
Lled500.trubox.ca. (n.d.). An Introduction to Document Analysis – Research Methodology in Education.
[2019] Available at: https://lled500.trubox.ca/2016/244 [Accessed 14 December 2019].
Lucidchart.com. (n.d.). What is a data flow diagram? | Lucidchart. [2019] Available at:
https://www.lucidchart.com/pages/data-flow-diagram [Accessed 14 December 2019].
Shilpa (2017). 4 Simple steps to create Requirement Traceability Matrix (RTM) - Free Sample to
download - opencodez. [2019] opencodez. Available at: https://www.opencodez.com/software-
testing/create-requirement-traceability-matrix-rtm-free-sample-download.htm [Accessed 14
December 2019].