Fact Finding

Objectives:

 Fact finding techniques

 Feedback techniques

Fact finding techniques are used mainly in the early phases of the SDLC - initiation,
feasibility and analysis. The attitude of the analyst and the correct technique for a given
situation, are important in order for all the pertinent facts to be discovered.

Firstly, some general points about data gathering. Remember that the success of the final
system can be the result of thorough investigation of the current system and investigation of
user requirements.

 Listen; do not lecture

Ask the question and listen to the response, do not answer the question yourself, even
if you are sure that you know the answer because of thorough preparation.

 Don't try to pre-solve problems

If a problem is identified, do not volunteer solutions. This is not the time for solutions
/ promises to users. If interviewees volunteer solutions, then note them.

 Look for reluctant responses

May be a sign that not all that is being said is accurate - people change procedures if
they can find more efficient ways and the documentation may not be kept up to date.
Or it may be that the interviewee may not have understood the question.

 Observe the effect you are having

Some people find being interviewed rather frighten. Some may think that it is the
standard of their work that is being investigated.

 Look into for logical Inconsistencies

Remember previous responses, think about what they mean - do not just record for
future analysis.
Fact Finding Techniques

There are four main techniques used in fact finding:

1. Document examination,
2. Questionnaires,
3. Interviews and
4. Observation.

1. Document Examination

Document examination is usually carried out first to enable the analyst to gather as much
information as possible before using the other techniques (which involve other people). Also
the information from examining documents is used in the preparation of the other techniques.

There are usually many documents of various types associated with the system under
investigation. As with other methods of investigation or fact-finding, care has to be taken.
Due to the large numbers of documents that are usually kept by an organisation, the analyst
may have to be selective in what is read and hope that nothing of importance has been
missed.

• Forms and systems reports

» These documents will have to be carefully analysed - where does the data
come from, what form does the data take, how is it used (information
produced)? Much of this will have to be included in the new system. With
regard to the information produced by the systems, there is a need to check
that this information is still required, does it go to the correct person, is the
format correct, and is the accuracy right ?
• Instruction manuals
» Often difficult to follow and not kept up to date. Still useful in preparing for
interviews or observation sessions.
• Sales / publicity data
» These type of documents give an insight into the corporate image and future of
the company as well as product details.
• Job descriptions
» Can be used to assist in the planning of interviews as well as deciding who (in
terms of their job) to interview.
• Previous studies
» Find out if recommendations from previous studies were accepted and if not,
then why not.
2. Questionnaires

Questionnaires may also be used as preparation for interviews or observation. They are time
consuming to produce and analyse and must be used with care. For the inexperienced analyst,
they can be very difficult to produce. They must be complete and gather all required
information, and yet not so long that recipients do not complete them.

They are used when there is a large number of people from whom the analyst requires
information. Often, questionnaires will be used to help decide who to interview later in order
to gather further information. It must be remembered that the returns are usually few.

• When creating questionnaires, take into account the form, wording, and sequence of
the questions. The questions must be easily understood without the recipient having
to ask others (or telephone the analyst). A logical sequence of questions also makes
the questionnaire easier to complete.
• Who is to be surveyed ? This may come from document examination
• How many people ? Make as large as possible, remembering that the return will be
low.
• How to choose respondent ? This may come from document examination or be
random
• How to contact.
» Phone: expensive, very time consuming
» Mail: usually the preferred option, but recipient cannot ask questions
» Personal: expensive (very if much travelling is involved), time consuming.

Collating Questionnaires

This is a time consuming task, made easier if the questionnaires have been well designed
allowing simple, straightforward answers, or if using a computerised system.

• Are responses true ? How can this be answered? .

• Are all returned ? The answer here is probably not, but a deadline has be agreed for
the return of the questionnaires. The sample must be large enough for an accurate
representation.
• Can analysis be quantitative ? This depends on the design of the questionnaire and the
type of information which is sought.
• How can qualitative data be pulled together? This can be time-consuming and
difficult.
3. Interview

Interviewing is one the most commonly used techniques in fact finding. Systems Analysts are
renowned for their verbal communication abilities and interviewing requires excellent
communication skills.

They are used for collection and verification of data collected from other sources, and
encouraging the user to participate in the development of the new system.

The benefits of interviewing are that the interviewee can ask questions and the analyst can
follow up on answers that were perhaps unexpected. They are usually formal, with the
analyst recording (notes or machine) the answers to the questions. It is important that the
analyst is well prepared.

• Study and Understand

» Previous studies
» Procedure manuals
» Job descriptions
» All documents

• What Problems do you foresee here ?

There are sometimes problems with not being allowed access to some documents or simple
not knowing that certain documents exist.

Planning the Interview

• The analyst must have a clear objective for interview otherwise relevant information
may not be gleaned and the interview would be a waste of time.

• Schedule interviews to fit in with interviewees normal work. A room away from the
normal place of work is best so as to minimise interruptions (switch off mobile
phones!).

The following questions should be asked:

» Who ? (is being interviewed - name and job title)

» Why ? (the purpose of the interview)
» When ? (a schedule should be produced, and interviewees informed well in
advance and told the reason for the interview)
» Where ? (a suitable room should be booked)
» What ? ( a plan of questions should be prepared)

At the Interview

There are guidelines to conducting a successful interview, some of which will be discussed
here.
 • At the start of the interview, it is important to build relationship with the interviewee.
Both parties need to be relaxed and not feel threatened. However, it must be
remembered that this is a formal interview, and so informal chat must be kept to a
minimum.

• The interview must be recorded in some way. The easiest is to record on tape, but
always ask permission to tape the interview - not everybody likes being recorded, if
this could cause a problem, then notes could be taken.

• Questions should be open, clear and unambiguous, without suggesting answers. The
interviewee should not be led.

• During the interview, the interviewee may mention documents which they use. These
should be collected, filled in, and annotated, if possible.

• Feedback should be provided to interviewee. The interview is confidential, names are

often removed if the interview report is included in the analyst’s report.

• Analysts must think on your feet. Interviewees may give an unexpected answer to a
question and this must be followed up immediately. The list of questions is not
always stuck to rigidly.

• A required quality of a systems analyst is the ability to listen.

• There are standard interview record forms to be completed after the interview. These
give names of people involved, date, time & place as well as results of the interview.

4. Observation

Observation is the least common used of these techniques, as it can be a very difficult activity
for the analyst. It is time consuming and the results are frequently inconclusive. Most people
do not like being observed whilst working and so behavioural changes are common.

• Observation may take different forms:

• It allows the analyst to

» Obtain a detailed breakdown of all of the activities.

» Gain firsthand experience.
» Individual perception can be gained.

• There are problems associated with observation.

» It is very time consuming for the analyst.

» The behaviour of people change when they are being watched.
» Is it ethical to observe someone working if they don’t know that they are being
watched?
Feedback Techniques

Three main techniques are used for feedback:

1. Documentation and Reports

Documentation and reports. All findings should be documented and a written report
produced. The findings will be analysed and models built. It is important that the findings
are accurate and complete.

2. Presentations

A presentation is used to highlight the important points within the report and to check for
accuracy.

3. Walkthroughs

Walkthroughs tend to be less formal than presentations. Participants tend to feel more
relaxed when sitting around a table rather than a person, at the front, doing most of the
talking.

Whether giving a presentation or leading a walkthrough, the report should be submitted to the
participants in advance of the meeting so that they can be thoroughly prepared.

If the findings are accurate and complete, then analysis can take place. In practice, fact
finding and analysis take place concurrently, with models being built and amended during
fact finding.