Chapter 5 Systems Analysis and Design Instructor’s Manual 5-1

Chapter 5
Information Gathering:
Unobtrusive Methods
Key Points and Objectives
1. Sampling is a process of systematically selecting representative elements of a population.

2. For effective systems analysis, systems analysts should decide target documents and target
interviewees.

3. The reasons systems analysts do sampling are reduction of costs, speeding up the data gathering
process, improving effectiveness, and reduction of data-gathering bias.

4. To design a good sample, a systems analyst needs to follow four steps:

A. Determine the data to be collected or described

B. Determine the population to be sampled
C. Choose the type of sample
D. Decide on the sample size

5. The sample size decision should be made according to the specific conditions under which a
systems analyst works with, such as sampling data on attributes, sampling data on variables, or
sampling qualitative data (refer to the discussion in the text for detailed steps to determine sample
size under each condition).

6. In addition to sampling, investigation of hard data is another effective method for systems
analysts to gather information.

7. Hard data can be obtained by:

A. Analyzing quantitative documents such as records used for decision making

B. Performance reports
C. Records
D. Data capture forms
E. Ecommerce and other transactions

8. Records may be inspected by the following, which may indicate their usability:

A. Checking for errors in amounts and totals

B. Looking for opportunities for improving the recording form design
C. Observing the number and type of transactions
D. Watching for instances in which the computer can simplify the work

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Chapter 5 Information Gathering: Unobtrusive Methods 5-2

9. Questions to ask when analyzing forms, including aspects of the human-computer interaction
relating to usability, aesthetics, and usefulness:

A. Is the form filled out in its entirety?

B. Are there forms that are never used?
C. Are all copies of forms circulated to the proper people or filed appropriately?
D. Compare completion rates for forms that are both paper-based and on the Web.
E. Are unofficial forms being used on a regular basis?

10. Examine qualitative documents for the following:

A. Key or guiding metaphors

B. Insiders’ versus outsiders’ mentality
C. What is considered good versus evil
D. Graphics, logos, and icons in common areas or Web pages
E. A sense of humor

11. Analyzing qualitative documents such as:

A. Memos
B. Signs on bulletin boards
C. Corporate websites
D. Manuals
E. Policy handbooks

12. Observation is an information-gathering technique that provides insight on what organizational

members actually do.

13. A systematic technique for recording observations is the analyst’s playscript.

14. STROBE is a structured technique for observing the decision maker’s environment.

15. STROBE analyzes seven environmental elements:

A. Office location
B. Placement of the decision maker’s desk
C. Stationary office equipment
D. Props
E. External information sources
F. Office lighting and color
G. Clothing worn by decision makers

16. STROBE may be implemented using an anecdotal checklist.

Consulting Opportunity 5.1 (p. 133)

Trapping a Sample

One way to solve the problem at P & P Ltd. is to gather opinions through a survey using questionnaires
and interviews. Sylva Foxx needs to perform interviews with selected samples. Only after interviewing is

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Chapter 5 Systems Analysis and Design Instructor’s Manual 5-3

she ready to analyze the results of the survey and the interview to propose recommendations to the
decision maker.

For better results, Sylva Foxx should select reliable sample groups. A stratified random sampling
technique would be appropriate for this case.

Sam Pelt can use software to calculate the sample size.

Consulting Opportunity 5.2 (p. 135)

A Rose by Any Other Name…or Quality not Quantities

Clay Potts should emphasize the function of qualitative documents within a company. That is, the
qualitative documents are very effective in tracing the background, history, and the processes of a
company’s operation that cannot be identified through the analysis of quantitative documents.

Memos, signs on bulletin boards and in work areas, procedural manuals, and policy handbooks are some
of the most important qualitative documents in a company. When examining the qualitative documents,
systems analysts may use the following guidelines:

(1) Examine documents for key or guiding metaphors.

(2) Look for insiders versus outsiders or “we against them” mentality in documents.
(3) List terms that characterize good or evil that appear repeatedly in documents.
(4) Recognize a sense of humor, if present.

HyperCase Experience 5.1

1. Use clues from the case to evaluate the Training Unit’s computer experience and feelings about a
computerized project tracking system. What do you think the consensus is in the Training Unit
toward a computerized project tracking system?

Model Solution: Students should find that Snowden has distributed a questionnaire to the Training
Unit to get a preliminary idea of what their computer skill level is and their feelings on the need
for a computerized tracking system. Snowden Evans has the actual results, which suggest that the
Training staff lacks expertise in computer skills and experience with different systems (as
expected) but has interest in learning more. It also appears that the staff feels a better project
tracking system is needed, and they are willing to at least consider a computerized system like the
one presently in use by the Systems unit.

Hint: The results are in the top file drawer in Evans’ office.

2. What reports and statements are generated by the Training Unit during project development?
(List each with brief descriptions).

Model Solution:

1. Client Characteristics Report—gives background data on clients. Hint: See Sherman’s

office, on the wall above the phone.

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Chapter 5 Information Gathering: Unobtrusive Methods 5-4

2. Client Feasibility and Requirements Report—gathered after initial client request for
service, gathers data on client needs for training and client resources (expertise, skill in
subject area, etc.) to help evaluate project feasibility. Hint: See Sherman’s office, on the
desk.

3. Project Revenue and Expense Report—summary of estimated costs and returns of a given
project. Hint: Sherman’s office, on the table.

4. Project Summary Report—at the end of a project this report is submitted to a unit
manager, describes when project completed, fees collected. Hint: Blandford’s office, on
the desk.

5. Project Initiation Report—submitted after a project is deemed feasible, gives starting and
estimated completion dates for project, fees to be charged. Hint: Ketcham’s office, on the
desk, left of the telephone.

3. According to the interview results, what are the problems with the present project tracking system
in the Training Unit?

Model Solution: From reading Evans’ interview we find that the present paper-based project
reporting system in Training is slow and unreliable. It’s difficult to make “ad-hoc” queries on a
specific project, Evans sometimes has to track down Training staff members to get answers to
specific questions. Evans is not pleased with his inability to monitor project status, due to reports
being turned in late, lost, or not completed at all. He also has to summarize data from reports to
suit his needs, which takes time he doesn’t have. Most important, Evans argues that the
inefficiencies of the present project tracking system have contributed to the Training unit’s
problems with meeting project deadlines and budget estimates, and the corresponding decline in
new clients and revenues.

4. Describe the “project management conflict” at MRE, who is involved? Why is there a conflict?

Model Solution: The Training and Management Information Systems (MIS) staff uses different
methods for project management. The Training Unit currently uses the PSRS system, but would
like to use purchased software to keep track of their projects. MIS would like to use the new
GEMS system, and retain data already collected with the PSRS system. Part of the problem stems
from the fact that the Training Unit does not want MIS monitoring them, especially with the low
performance ratings that they have received. Refer to the Evans interviews and to the Rabin
interview for minor comments.

5. How does the Management Systems Unit keep track of project progress? Briefly describe the
method or system.

Model Solution: They use the Project Status Reporting System (PSRS), a batch system that allows
Systems staff to update project data such as budget and schedule information, client data, and
project progress. The system produces reports for output. Refer to the Rabin interview.

HyperCase Experience 5.2

1. Use STROBE to compare and contrast Snowden Evans’ and Ketcham’s offices. What sort of
conclusion about each person’s use of information technology can you draw from your

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Chapter 5 Systems Analysis and Design Instructor’s Manual 5-5

observations? How compatible do Evans and Ketcham seem in terms of the systems they use?
What other clues to their storage, use, and sharing of information can you discover based on
your observations of their offices?

A. Observations about the office of Snowden Evans:

(1) Wide space behind the desk, not in front.

(2) Clean, uncluttered desk.
(3) Cool lighting.
(4) Two computers:
a. Shiroma computer containing a partially completed memo with confused
fonts. This indicates unfamiliarity with the use of the Shiroma.
b. Comtex containing the Global Engineering Management System with the
main menu displayed. Indicates a comfortable level of familiarity with a
Comtex computer.
(5) A data-flow diagram on the blackboard, indicating an understanding of system
design. However, it does not conform to MRE standards, implying a person that
does not learn a new style nor is a nonconformist.
(6) A degree from MIT hanging on the wall, implying a sense of pride and a degree
of high achievement.
(7) Humor on the bulletin board, implying that Snowden is somewhat relaxed and
not overly formal.
(8) The bookcase contains textbooks and Project Final Reports.
(9) A file cabinet and a box on the desk filled with printouts. This implies that
Snowden actively uses information.

B. Observations about the office of Thomas Ketcham:

(1) The office is a mess, with paper all over the place and a bundle of gym socks on
the bookcase.
(2) The desk is covered with unopened mail, some marked “urgent.” The implication
is that Thomas is a busy person or is extremely disorganized.
(3) There are many textbooks, reports, and report prototypes, indicating a person
who values paper output.
(4) The computer is off, with no mouse and the printer is disconnected. The coffee
maker is in front of the keyboard. This (combined with point number 3) implies
that he is an active user of paper information but not computer technology.
(5) The amount of reports lying all over the place might also imply that he collects
information but does not share it.

2. Carefully, examine Kathy Blandford’s office. Use STROBE to confirm, reverse, or negate what
you have learned during your interview with her. List anything you found out about Ms.
Blandford from observing her office that you did not know from the interview.

Kathy Blandford is a Client Analyst in the Training Unit.

A. Observations about her office are:

(1) She has a clean, uncluttered office. It is neat, very simple, and almost stark.
(2) The office is cheerful, with a mirror to make it appear larger and a large sailing
print on the wall.

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Chapter 5 Information Gathering: Unobtrusive Methods 5-6

(3) The Shiroma computer is turned on with the Client Project Information prototype
on the screen.
(4) There is no bookcase and no file cabinet.
(5) The Project Summary Report for the Training Unit is on her desk.
(6) A table is available for meetings.

B. The office confirms the interview:

(1) She provides complete direct answers.

(2) She does not ramble or avoid the question.
(3) She knows her material well. She mentions the Project Summary Report for the
Training Unit, which is found on her desk.
(4) She mentions that she has meetings with key personnel, confirmed by her use of
the table in her cubicle.

C. Things that the office shows that didn’t surface during the interview are:

(1) Her passion for sailing. The interview was “down to business.”
(2) That she knows how to use the Shiroma computer very proficiently.

3. Carefully examine the contents of the MRE reception area using STROBE. What inferences can
you make about the organization? List them. What interview questions would you like to ask,
based on your observations of the reception area? Make a list of people you would like to
interview and the questions you would ask each of them.

A. Observations of the reception area are:

(1) The area is open, cheerful, bright, an abundance of light.

(2) There are plants and an upbeat piece of artwork on the wall.
(3) The floor plan for MRE is on the wall, indicating openness.
(4) The doorway is wide and open.
(5) A corporate telephone directory and a computer displaying the MRE website are
on the table.

All of the above imply a company that is not rigidly formal and that is inviting.

B. Interview questions that should be asked might include questions about:

(1) The nature of the organization

(2) How employees feel about MRE
(3) The success of the business
(4) Plans for the future
(5) Problem areas

C. People to interview, based on the floor plan and the list of Key Personnel in the MRE
website found on the computer located on the table:

(1) Chairman
(2) President
(3) Director, Medical Engineering
(4) Director, Education Engineering

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Chapter 5 Systems Analysis and Design Instructor’s Manual 5-7

(5) Director, Training and Management Systems

D. Questions to ask the chairperson or president:

(1) Questions about corporate goals, growth, history, and problems

(2) Questions about competition, improving the competitive edge, and trends in the
industry

E. Questions to ask the directors of Medical Engineering, Education Engineering, and

Training and Management Information Systems:

(1) Questions about the nature and the goals of the department
(2) Questions about the successes of the department
(3) Questions about the problem areas the department is facing

Answers to Review Questions

1. Define what is meant by sampling.

Sampling is the process of systematically selecting representative elements of a population.

2. List four reasons why the systems analyst would want to sample data or select representative
people to interview.

Systems analysts do sampling to reduce costs, to speed up the data gathering process, to improve
effectiveness, and to reduce data-gathering bias.

3. What are the four steps to follow to design a good sample?

They are determining the data to be collected or described, determining the population to be
sampled, choosing the type of sample, and deciding on the sample size.

4. List the three approaches to complex random sampling.

They are systematic sampling, stratified sampling, and cluster sampling.

5. Define what is meant by stratification of samples.

Stratification of samples is the process of identifying subpopulations (or strata) and then selecting
objects or people for sampling within these subpopulations.

6. What effect on sample size does using a greater confidence level have when sampling attribute
data?

A larger confidence level would result in a larger sample size.

7. What is the overriding variable that determines how many people the systems analyst should
interview in depth?

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Chapter 5 Information Gathering: Unobtrusive Methods 5-8

The overriding variable that determines how many people the systems analyst should interview in
depth is the time an interview takes.

8. What information about the decision maker does the analyst seek to gain from observation?

The analyst gains insight about what is actually done and the relationships that exist between
decision makers and other organizational members.

9. List five steps to help the analyst observe the decision maker’s typical activities.

Five steps to help the analyst observe the decision maker’s typical activities are:

A. Decide what is to be observed.

B. Decide at what level of concreteness activities are to be observed.
C. Create categories that adequately capture key activities.
D. Prepare appropriate scales, checklists, and other materials for observation.
E. Decide when to observe.

10. In the technique known as the analyst’s playscript, who is the actor?

The actor is the decision maker.

11. In the analyst’s playscript, what information about managers is recorded in the right-hand
column?

The decision maker’s actions are listed in the right-hand column.

12. Noting that the idea of STROBE originally came from the world of film, what does the systems
analyst’s role resemble?

The analyst’s role resembles that of a film critic.

13. List the seven concrete elements of the decision maker’s physical environment that can be
observed by the systems analyst using STROBE.

The seven concrete elements of the environment observed using STROBE is:

A. Office location
B. Decision maker’s placement in an office
C. Stationary objects like file cabinets and bookshelves
D. Movable objects like calculators and VDTs
E. External objects like journals and newspapers
F. Office lighting and color
G. Clothing

Problems
1. Cheryl Stake is concerned that too many forms are being filled out incorrectly. She feels that
about 8 percent of all the forms have an error.

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Chapter 5 Systems Analysis and Design Instructor’s Manual 5-9

a. How large a sample size should Ms. Stake use to be 99-percent certain she will be within
0.02?
b. Suppose Ms. Stake will accept a confidence level of 90 percent that she will be within
0.02. What will the sample size of forms be now?
c. Explain the difference between parts a and b in words.
d. Suppose Ms. Stake will accept a confidence level of 95 percent that she will be within
0.02. What will the sample size of forms be now?

a. p = .08

p = i / z = .02 / 2.58

n = (p (1-p) /p2) + 1

=( .08 (1-.08) / (.02 / 2.58)2 ) + 1 = 1225.7776

= 1226 (rounded)

b. p = .08

p = i / z = .02 / 1.65

n = (p (1-p) /p2) + 1

= (.08 (1-.08) / (.02 / 1.65)2 ) + 1 = 501.94

= 502 (rounded)

c. The difference between the large sample size in part a and the smaller sample size in part
b is due to the fact that Ms. Stake is only 90 percent certain that she will be within .02 for
the acceptable interval estimate in part b, rather than 99 percent certain.

d. p = .08

p = i / z = .02 / 1.96

n = (p (1-p) /p2) + 1

= (.08 (1-.08) / (.02 / 1.96)2 ) + 1 = 707.8544

= 708 (rounded)

2. “I see that you have quite a few papers there. What all do you have in there?” asks Betty Kant,
head of the MIS task force that is the liaison group between your systems group and Sawder’s
Furniture Company. You are shuffling a large bundle of papers as you prepare to leave the
building. “Well, I’ve got some financial statements, production reports from the last six months,
and some performance reports that Sharon gave me that cover goals and work performance over
the last six months,” you reply as some of the papers fall to the floor. “Why do you ask?” Betty
takes the papers from you and puts them on the nearest desk. She answers, “Because you don’t
need all this junk. You’re here to do one thing, and that’s talk to us, the users. Bet you can’t read
one thing in there that’ll make a difference.”

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Chapter 5 Information Gathering: Unobtrusive Methods 5-10

a. The only way to convince Betty of the importance of each document is to tell her what
you are looking for in each one. Use a paragraph to explain what each kind of document
contributes to the systems analyst’s understanding of the business.
b. While you are speaking with Betty, you realize you actually need other quantitative
documents as well. List any you are missing.

a. Production reports include recent costs, current inventory, recent labor, and plant
information and serve mainly as feedback for quick action.

Performance reports enable the systems analyst to assess the size of the gap between
actual and intended performance and to determine if that gap is widening or narrowing as
an overall trend in whatever performance is being measured.

b. Records and data capture forms.

3. You’ve sampled the email messages that have been sent to several middle managers of Sawder’s
Furniture Company, which ships build-your-own particleboard furniture across the country. Here
is one that repeats a message found in several other memos:

To: Sid, Ernie, Carl

From: Imogene
Re: computer/printer supplies
Date: November 10, 2012

It has come to my attention that I have been waging a war against requests for computer and
printer supplies (writable CDs, toner, paper, etc.) that are all out of proportion to what has been
negotiated for in the current budget. Because we’re all good soldiers here, I hope you will take
whatever our supply sergeant says is standard issue. Please, no “midnight requisitioning” to
make up for shortages. Thanks for being Gl in this regard; it makes the battle easier for us all.

a. What metaphor(s) is (are) being used? List the predominant metaphor and other phrases
that play on that theme.
b. If you found repeated evidence of this idea in other email messages, what interpretation
would you have? Use a paragraph to explain.
c. In a paragraph, describe how the people in your systems analysis group can use the
information from the email messages to shape their systems project for Sawder’s.
d. In interviews with Sid, Ernie, and Carl, there has been no mention of problems with
obtaining enough computer and printer supplies. In a paragraph, discuss why such
problems may not come up in interviews and discuss the value of examining email
messages and other memos in addition to interviewing.

a. Good soldiers, supply sergeant, battle.

b. Sawder’s Furniture Company ordered frequently, which required fast delivery.
c. Sawder’s must order the necessary computer and printer supplies earlier than before.
d. Ernie and Carl might try to hide the weakness of their company.

Analysis of memo content will provide us with a clear idea of the values, attitudes, and beliefs of
organizational members.

4. “Here’s the main policy manual we’ve put together over the years for system users,” says Al
Bookbinder, as he blows the dust off the manual and hands it to you. Al is a document keeper for

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Chapter 5 Systems Analysis and Design Instructor’s Manual 5-11

the systems department of Prechter and Gumbel, a large manufacturer of health and beauty aids.
“Everything any user of any part of the system needs to know is in what I call the Blue Book. I
mean it’s chockablock with policies. It’s so big, I’m the only one with a complete copy. It costs too
much to reproduce it.” You thank Al and take the manual with you. When you read through it, you
are astonished at what it contains. Most pages begin with a message such as: “This page
supersedes page 23.1 in manual Vol. II. Discard previous inserts; do not use.”
a. List your observations about the frequency of use of the Blue Book.
b. How user friendly are the updates in the manual? Write a sentence explaining your
answer.
c. Write a paragraph commenting on the wisdom of having all-important policies for all
systems users in one book.
d. Suggest a solution that incorporates the use of online policy manuals for some users.

a. The Blue Book is probably not used that frequently since there is only one copy and there
are many references that instruct the reader to “do not use.”
b. They are not very friendly. Having a page that states “This page supersedes previous
page inserts: do not use.” is hard to follow and the reader may not know what pages
replace it.
c. Having all-important policies for all systems users in one book is a bad idea. If more
than one person needs the book, they will have to wait, and there is no backup of the
book in case of a disaster or if it becomes lost.
d. If the policy manual is so large that it is difficult and expensive to reproduce and update
it, perhaps it should be placed online with indexes and chapters to reference sections.
There would not be any “This page supersedes page…” entries in the online manual. It
would be updated automatically with the new pages.

5. “I think I’ll be able to remember most everything he does,” says Ceci Awll. Ceci is about to
interview Biff Welldon, vice president of strategic planning of OK Corral, a steak restaurant
chain with 130 locations. “I mean, I’ve got a good memory. I think it’s much more important to
listen to what he says than to observe what he does anyway.” As one of your systems analysis
team members, Ceci has been talking with you about the desirability of writing down her
observations of Biff’s office and activities during the interview.
a. In a paragraph, persuade Ceci that listening is not enough in interviews and that
observing and recording those observations are also important.
b. Ceci seems to have accepted your idea that observation is important but still doesn’t
know what to observe. Make a list of items and behaviors to observe, and in a sentence
beside each behavior, indicate what information Ceci should hope to gain through
observation of it.

a. Observation provides information about decision makers and their environments that is
unavailable through listening alone. It also helps to confirm what has been found through
interviewing and questionnaires. Observation also negates or reverses what has been
found with other methods of gaining information.

b. What to observe:

Decision-making activities: this helps to show how managers gather, process, share, and
use information to get work done.

Decision maker’s body language: this permits a better understanding of the information
requirements of the decision maker by adding another dimension to what is being said.

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Chapter 5 Information Gathering: Unobtrusive Methods 5-12

Physical environment: this also reveals much about the decision maker’s information
requirements.

6. “We’re a progressive company, always looking to be ahead of the power curve. We’ll give
anything a whirl if it’ll put us ahead of the competition, and that includes every one of us,” says
I. B. Daring, an executive with Michigan Manufacturing (2M). You are interviewing him as a
preliminary step in a systems project, one in which his subordinates have expressed interest. As
you listen to I. B., you look around his office to see that most of the information he has stored on
shelves can be classified as internal procedures manuals. In addition, you notice a PC on a back
table of I. B.’s office. The monitor’s screen is covered with dust, and the manuals stacked beside
the PC are still encased in their original shrink-wrap. Even though you know that 2M uses an
intranet, no cables are visible going to or from I. B.’s PC. You look up behind I. B.’s massive
mahogany desk to see on the wall five framed oil portraits of 2M’s founders, all clustered around
a gold plaque bearing the corporate slogan, which states, “Make sure you’re right, then go
ahead.”
a. What is the organizational narrative or storyline as portrayed by
I. B. Daring? Rephrase it in your own words.
b. List the elements of STROBE that you have observed during
your interview with I. B.
c. Next to each element of STROBE that you have observed, write a
sentence on how you would interpret it.
d. Construct a table with the organizational story line down the
left-hand side of the page and the elements of STROBE across the top. Using the symbols
from the “anecdotal list” application of STROBE, indicate the relationship between the
organizational story line as portrayed by I. B. and each element you have observed (that
is, indicate whether each element of STROBE confirms, reverses, causes you to look
further, modifies, or supplements the narrative).
e. Based on your observations of STROBE and your interview,
state in a paragraph what problems you are able to anticipate in getting a new system
approved by I. B. and others. In a sentence or two, discuss how your diagnosis might
have been different if you had only talked to I. B. over the phone or had read his written
comments on a systems proposal.

a. I. B. Daring portrays the organization as one that is dynamic, receptive to employees’

new ideas, strives to stay ahead of competition, and to be the market leader.

b, c. Elements of STROBE:

Desk placement: the massive desk maximizes territory suggesting that there is a desire
for power and authority.

Stationary office equipment: the information stored on shelves can be classified as

internal procedure manuals, suggesting that Daring is focused on the internal organization
rather than the external environment.

Props: the unused PC equipment suggests that I. B. is not as daring and progressive as he
portrays. The portraits and message on the plaque reinforce the stodgy philosophy.

Lighting and color: the dark mahogany desk and the gold plaque suggest a conservative
approach.

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Chapter 5 Systems Analysis and Design Instructor’s Manual 5-13

d.

Desk Stationary Props Lighting and

Placement Office Color
Equipment

Progressive X X X

Competitive X X X

Dynamic X X X

Unified O

e. The verbal interview and observations of STROBE cancel each other. The observations
indicate that the change and competitive edge the new system might bring to 2M would
meet with resistance from Daring. The placement of Daring’s desk suggests that he may
want to work things his way. It is uncertain how others in the organization might feel
about a new system.

Had the interview been conducted over the phone or his comments had been received
from a written report, the firm would have emerged as progressive and willing to change,
and I. B. might have been regarded as very willing to proceed with the project.

Group Project
1. Assume your group will serve as a systems analysis and design team for a project designed to
computerize or enhance the computerization of all business aspects of a 15-year-old, national
U.S. trucking firm called Maverick Transport. Maverick is a less-than-a-truckload (LTL) carrier.
The people in management work from the philosophy of just in time (JIT), in which they have
created a partnership that includes the shipper, the receiver, and the carrier (Maverick Transport)
for the purpose of transporting and delivering the materials required just in time for their use on
the production line. Maverick maintains 626 tractors for hauling freight, and has 45,000 square
feet of warehouse space and 21,000 square feet of office space.
a. Along with your group members, develop a list of sources of archival data that should be
checked when analyzing the information requirements of Maverick.
b. When this list is complete, devise a sampling scheme that would permit your group to get
a clear picture of the company without having to read each document generated in its 15-
year history.

The following is a suggested list of archival data to be checked when analyzing the information
requirements of Maverick Transport.

a. Quantitative documents, such as:

i) Profit and loss statements

ii) Charts of business growth over time
iii) Warehouse utilization over a period of time
iv) Truck capacity utilization over a period of time

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Chapter 5 Information Gathering: Unobtrusive Methods 5-14

v) Just in time (JIT) performance statistics, including unacceptable late and early
shipments
vi) Goods to be shipped report
vii) Available truck report
viii) Receiver report listing all receivers
ix) Shipper report showing all shippers and quantity shipped, in dollars and number
of items
x) Shipper growth (number of shippers over time) report and graph
xi) Shipment errors report
xii) Shipping form
xiii) Goods received form
xiv) Supplier form
xv) Warehouse transfer form

b. Qualitative documents, such as:

i) Signs posted in the warehouse

ii) Signs posted at the shipping dock
iii) Safety posters
iv) Memos
v) Bulletin board notices, including the lunch/break room
vi) Shipping policy manuals
vii) Hazardous materials policy

A sampling scheme that would be useful for analyzing truck shipments, suppliers, and receivers
would be cluster sampling.

Stratified samples would be useful for reviewing documents for each of the various groups, such
as warehouse, management, and so on.

2. Arrange to visit a local organization that is expanding or otherwise enhancing its information
systems. To allow your group to practice the various observation methods described in this
chapter, assign either of these two methods to each team member: (a) developing the analyst’s
playscript, or (b) using STROBE. Many of these strategies can be employed during one-on-one
interviews, whereas some require formal organizational meetings. Try to accomplish several
objectives during your visit to the organization by scheduling it at an appropriate time, one that
permits all team members to try their assigned method of observation. Using multiple methods
such as interviewing and observation (often simultaneously) is the only cost-effective way to get a
true, timely picture of the organization’s information requirements.

These exercises are done at a local organization and have no set answers. Results will vary from
team to team and with the organizations visited.

3. The members of your group should meet and discuss their findings after completing Project 2
above. Were there any surprises? Did the information garnered through observation confirm,
reverse, or negate what was learned in interviews? Were any of the findings from the
observational methods in direct conflict with one another? Work with your group to develop a list
of ways to address any puzzling information (for example, by doing follow-up interviews).

These exercises are done at a local organization and have no set answers. Results will vary from
team to team and with the organizations visited.

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Chapter 5 Systems Analysis and Design Instructor’s Manual 5-15

Central Pacific University—Problems

Use Anna’s notes (shown in the CPU Case for Chapter 5) regarding her observations to answer the
exercises.

1. Based on Anna’s written observation of Dot’s office and clothing, use STROBE to analyze Dot as
a decision maker. In two paragraphs, compare and contrast what you learned in Dot’s interview
and what you learned via STROBE.

In the interview with Dot Matricks, she seemed open and friendly. At the start of the interview,
she is making casual conversation about the reception for the new president and seems warm and
open. The atmosphere is one of “we’re on the same team.”

The STROBE observation shows that the placement of the chair next to the desk is less formal,
the door is open, and the room has warm colors and is brightly lit. Pictures of her children are on
the bookcase and there are signs of active use of materials.

2. After examining Anna’s written observations about Mike Crowe’s office, use STROBE to analyze
Mike as a decision maker. What differences (if any) did you see between Mike in his interview
and Mike in Anna’s observations? Use two paragraphs to answer.

The interview with Mike Crowe indicated a very technically oriented person, often using
terminology that would require the interviewer to request definitions. He knows his area of
expertise quite well and is competent at managing subordinate workers. The atmosphere is casual.

The STROBE observations confirm the intuitive feelings gleaned from the interview. The
environment is technically oriented, with a sense of more work to be done than time available. A
casual environment is apparent.

3. Use STROBE to analyze Anna’s written observations about Cher Ware and Paige Prynter. Use
two paragraphs to compare and contrast the decision-making style of each person as it is
revealed by their offices and clothing.

Cher seems to be a spontaneous, almost too casual person. Her desk shows that she is very active
in day-to-day operations and not very well organized. Her dress suggests that she prefers
informal, very open communications.

Paige (or shall we call her Ms. Prynter) is quite the opposite. The office door is normally closed
and her desk occupies a power position. The pictures are framed, not posters, and the colors of the
room are reserved. The desk and bookcases are well organized and uncluttered. Her clothing
suggests a reserved, formal nature.

4. Use STROBE to analyze Anna’s written observations about Hy Perteks. Now compare your
analysis with Hy’s interview. Use two paragraphs to discuss whether STROBE confirms, negates,
reverses, or serves as a cue to look further in Hy’s narrative. (Include any further questions you
would ask Hy to clarify your interpretation.)

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Chapter 5 Information Gathering: Unobtrusive Methods 5-16

The STROBE observations about Hy Perteks indicate a person who is casual and yet not
flippantly so. The office seems well organized with active participation in the information center
and in the technical area of Hy’s responsibility.

The STROBE findings confirm the general feelings obtained from the interview. The only
discrepancies indicated are that the desk is rather clean and orderly (which may have been
cleaned in anticipation of the interview) for the amount of work (note the word deluged used in
the interview) he stated he has. It might be good to ask questions about the number of requests for
training and the type of training.

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