Very Important Instructions – read this bit thoroughly!!! The purpose of this coursework is for you to do the following three things: 1. Carry out some requirements analysis using the two tools specified. 2. Comment on the process of carrying out the analysis 3. You critically reflect upon how to carry out good requirements analysis This is not a group work - The work you submit should be your own and not anyone else’s. Do not work together with other people in carrying out the assignment. Do not use previous student’s coursework as a basis for your work. It will be identified. Do not use any material from books, academic papers, the internet or any other source when writing about the process and carrying out your critical reflection. It is your views that are being asked for. Any attempt to use other people’s material in your coursework, whether it is a classmate, or material taken from another source, will result in you receiving a lower mark and possibly being awarded a zero. Do not copy in the whole case study into your report. Only submit the work you have completed. Detailed Specification This coursework must be completed as an individual piece of work. You must complete this assignment using the given case study – YouthAction Firstly, read the information given in the case study (which is attached to this coursework specification). Then produce all of the deliverables detailed below. Note that the case study contains a lot of information about YouthAction. In order to complete this coursework successfully you will need to abstract - that is, decide what information is relevant to this assignment. Note that you should not be referencing journals/books/websites within this coursework – your discussions should relate to what you have found in the case study and/or what you have learnt as a result of undertaking the given activities. If it is found that you use material from other sources, your mark will be reduced accordingly. If you refer to information given in the case study, make sure that you reference it appropriately – don’t just copy text from the case study to support your arguments. Deliverables There are three sections to this coursework. Make sure that you complete all parts. You will not be able to pass the coursework by only completing the rich picture and use case parts. The majority of marks are for the discussion and critical analysis. Section A - Requirements Analysis using Rich Pictures (30 marks) This section requires you to use information from all of parts of the case study. You should use examples from the case study to illustrate any points you make but do not just cut and paste from the case study. A1. Draw a rich picture for the complete YouthAction environment. Your rich picture should clearly show actors involved in making the system work, any external actors who require information from YouthAction, key items of data and information used, where the core processes are, and the constraints that affect the running of YouthAction. Make sure that your diagram is clear, readable and contains a key identifying the symbols you have used. Hand drawn diagrams are preferred to computer generated diagrams. Do not spend hours making them look pretty, but make sure they are readable. A2. Describe and justify the process you followed to arrive at your final picture. In describing this process, answer the following four questions: A2.1 How did you identify the key actors in the environment? A2.2 What led you to choose the key issues and areas of conflict affecting this environment you have included in your diagram? A2.3 What is the main focus of the environment shown in your picture? A2.4 Where does the control of systems, data, processing lie in the environment as shown in your picture? In completing this section, you should justify the choices you made. Your answer to part A2 should be in the region of 1000 words. Section B – Requirements Analysis using Use Case Modelling (30 marks) For this part of the coursework you should examine in detail the Dig-It system. B1. Draw a use case diagram for the system clearly identifying the actors involved. B1.1 Write a primary scenario for two key uses of the system B1.2 Write secondary scenarios for each of the uses of the system identified in B1.1 B2. Describe and justify the process you followed to arrive at the final use case diagram. In describing this process, answer the following four questions: B2.1. Why have you chosen the actors you did and why are they key to the system? B2.2 Choose one scenario. How did you identify the key activities to include in it? B2.3 How did identify alternative uses to produce the secondary scenarios? B2.4 You will have needed to make some assumptions about the system. In real life what questions would you have asked to get the necessary information? Who would you have asked? In completing this section, you should justify the choices you made. Your answer to part B2 should be in the region of 1000 words. Section C – Critical Analysis of the tools used (40 marks) In light of the work carried out in parts A and B, discuss the following question: How do rich pictures and use cases provide better understanding of the system requirements to you as the analyst, and also to the client and the software developers? In answering this question you should: i) draw examples from the analysis you have carried out in parts A and B ii) show how the tools are useful in talking to non-technical people (clients) about the requirements iii) show how the tools are a useful starting point for talking to the technical staff (software developers) about how to implement the system Your answer to Section C should be in the region of 2000 words. Deliverables checklist: Submit a report containing the following: Part A • Rich Picture of whole problem situation, suitably annotated • A discussion of the process followed to produce the rich picture, justifying decisions made (1000 words approx) Part B • A properly annotated Use Case diagram of the Dig-It system including primary and secondary scenarios • A discussion of the process you followed to produce the diagram and scenarios, justifying decisions made (100 words approx) Part C • A well formed answer to the question given. (2000 words approx) You do not need to use any additional material from journals/books/websites/etc. to complete this coursework. This coursework examines your ability to model a problem and critically analyse the tools you have used. Any unnecessary material from other sources describing Rich Pictures and Use Cases will be ignored when assessing your work and may result in having your mark reduced YouthAction Case Study You have been asked to develop a system and some applications to help manage parts of a charity, YouthAction. The charity is coming under pressure from their funders to demonstrate value for money and are keen to collect suitable data demonstrate how well each service it offers is running. YouthAction is a charity based in the south east of England that supports young people through a number of funded projects. Their main service is to provide adventure and outdoor projects or projects which help vulnerable young person to improve their life in some way. Many of the young people are from deprived backgrounds and many are at risk of committing crime. YouthAction has 45 full time employees working for it, either at its head office or at its service centres. Many of the local projects are run by volunteers overseen by one of YouthActions’s regional managers or service centre directors. There are three regional managers in total. Most service centres have a paid fulltime worker (normally known as the service centre director) dedicated to managing it. YouthAction have something like 25 different service centres throughout the South of England. Each regional manager looks after about 8 or 9 different services each. Service Centres A service is made up of one or more projects based at one location. For example, a YouthAction Service Centre based in an old school in East London, runs a youth club, a series educational support classes, a drop-in centre, a teenage wellbeing clinic and an employment help desk. Each of these projects are funded separately. The centre is open 7 days a week and other youth groups use its premises to run their own activities. The centre is part funded by the local authority, as well as through charitable donations. Another centre, in a more rural part of the world, only runs one project, teaching young people how to become motor mechanics. This project is funded by a major car manufacturer based in the area through the companies social enterprise fund. In the past each service centre has run in a fairly autonomous fashion. The service centre manager would normally be responsible for looking after the way the centre operates, the employment of staff and raising funds to support the activities. Regional managers have oversight of the work. YouthAction have provided support to all centres with marketing, financial management, administration, and a range of other activities as requested by centres. Any finance to support a centre is paid to the charity centrally and money is then allocated to the centre and project as required. All salaries are paid centrally. Service centres will manage any volunteers working on projects locally. However all volunteers are expected to be put through a vetting process with the Head Office as many of the people volunteering to work with YouthAction will be working with vulnerable young people. This checking process does not always happen as it should. The funding of each project will be subject to a contract agreed by YouthAction and the funder. The contract outlines the length of the project, the value of the funding and any constraints on how the funding can be used. A service centre might have 5 or 6 different contracts in place to fund all the activity in the centre. Management of YouthAction The YouthAction Trust Board, is the group overseeing the charity and the Executive Committee manages the charity on a day to day basis. The Trust Board is made up of the Chief Executive, the Finance Director, and five individuals drawn from the community and industry. The day to day running of the charity is managed by the Executive Committee made up of the Chief Executive, the Finance Director, the Operations Manager, the Marketing Manager and the Director of New Business. In addition, the Regional Directors are asked to be part of the group when necessary. The charity has invested in a number of central IT systems in areas such as finance and marketing. These systems have been purchased in a piecemeal way and are not integrated. Each service centre will have its own management team to run projects at its centre, normally chaired by the centre director or regional manager. The normal practice is for service centres to report quarterly on how they are getting on. There is no standard reporting mechanism for gathering the data. Review of Services and projects The Trust Board and Executive Committee have been carrying out a major review of the way the charity operates. It is concerned that by having each of the services and projects running autonomously that there is a significant overhead to the charity which could be reduced if much of the management of services was centralised. It is particularly concerned about the investment in IT at a service centre level. It also has significant concerns about the way centres and projects are holding personal data. The charity has recently been reprimanded for failing to keep personal data secure and, in some places, holding incorrect data. One of the conclusions of this review is that the charity should invest in the purchase or development of a management information system. IT Services Each service centre have made their own investment in IT, systems for managing projects, and so on. A recent survey of IT being used in centres has shown that the majority of the data used by centres is held in spreadsheets. In several places, centres are connected to systems operated by a third party. These might be local authorities, health services, or other charities, as required by the needs of each individual project. It is common for people working on a project are entering the same data into 2 or 3 different systems, depending upon the structure of the project and who the funder is. The IT survey also indicated that much of the IT equipment used by services is out of date and would not be appropriate for a modern management information system. The Dig-it Project A service centre in south east London as recently received funding to start a new project called Dig-It. Dig-It, is funded by the local authority in the area. The project is to take young people who are seen at risk of offending and involve them in helping to look after the gardens of the elderly. A young person can be referred to the project from a number of different sources. Typically these would be by a school, the youth offending service, the police, or youth clubs. Elderly people with a need for help with their gardens are referred to Dig-It also from a number of different sources, e.g. the local authority or a charities working with the elderly. There is one full time worker managing the project and 10 volunteers. There are about 30 young people involved in the project at any one time. The young people are arranged in groups of three or four and each group is led by one of the volunteers. The young people are assigned to working with one volunteer as they join the project. Tim, the full time worker for Dig-it, works out a rota of volunteers (they normally give up one morning or afternoon to working on the project) and matches the groups to the requests for working in people’s gardens. After a group has worked in someone’s garden, Tim will phone or call round to the person to make sure they are happy. Dig-It already have quite a long list elderly people who have their gardens looked after by the project. The local authority see this as potentially a very successful project, bringing together the needs of the elderly and helping to rehabilitate young people with social problems. If it is successful they would consider investing more money into the project to allow the employment of another full time worker and provide additional gardening equipment and a van to transport equipment around. However, they want to see regular data about how the project is running. The Dig-It project has asked YouthAction centrally if they can help set up a system to allow them to record the necessary data for the local authority. They also would like a system that can manage the project with the allocation of young people to teams, sending teams to support elderly people and so on. YouthAction see this as an opportunity to start developing the management information system. However, they are mindful of the fact that Dig-It is just one of many projects and each of the services have different needs and requirements. Nonetheless, they have agreed to using Dig-It as a prototype to developing a system which will support both Dig-It’s requirements and identify the requirements of the management information system for the charity centrally.There have been some worries from managers and workers from other projects that by focusing on Dig-It, YouthAction might not capture all the necessary information to build an information system to meet all the needs of charity.
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