ASSIGNMENT 2

P5. Undertake a software investigation to meet a business need.

1. 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.
 Domain knowledge and skills:
A good project manager should have 2 features—experience, as well as an in-depth
understanding of project management theories. While one without the other hinders
performance, in order to be the ideal project manager, you must have a solid
foundation in project management principles.
 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.
 Consistency and integrity:
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.
 Managing ambiguity and risks:
A project manager has to deal with uncertainty. It is important that you can identify and
prioritize risks and take appropriate action in ambiguous situations. It is equally
important to manage others’ concerns in changing environments.
 Prioritizing and time management:
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
 Proactive decision making:
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:
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 methodology that involves the client or end user in the design and development
of an application, through a succession of collaborative workshops called JAD sessions.
Chuck Morris and Tony Crawford, both of IBM, developed JAD in the late 1970s and
began teaching the approach. Here are some main key steps:
 Identify project objectives and limitations: It is vital to have clear objectives for the
workshop and for the project as a whole. The pre-workshop activities, the planning and
scoping, set the expectations of the workshop sponsors and participants. Scoping
identifies the business functions that are within the scope of the project. It also tries to
assess both the project design and implementation complexity. The political sensitivity
of the project should be assessed. Has this been tried in the past? How many false starts
were there? How many implementation failures were there? Sizing is important. For
best results, systems projects should be sized so that a complete design – right down to
screens and menus – can be designed in 8 to 10 workshop days.
 Identify critical success factors: It is important to identify the critical success factors for
both the development project and the business function being studied. How will we
know that the planned changes have been effective? How will success be measured?
Planning for outcomes assessment helps to judge the effectiveness and the quality of
the implemented system over its entire operational life.
 Define project deliverables: In general, the deliverables from a workshop are
documentation and a design. It is important to define the form and level of detail of the
workshop documentation. What types of diagrams will be provided? What type or form
of narrative will be supplied? It is a good idea to start using a CASE tool for diagramming
support right from the start. Most of the available tools have good to great diagramming
capabilities but their narrative support is generally weak. The narrative is best produced
with your standard word processing software.
 Define the schedule of workshop activities: Workshops vary in length from one to five
days. The initial workshop for a project should not be less than three days. It takes the
participants most of the first day to get comfortable with their roles, with each other,
and with the environment. The second day is spent learning to understand each other
and developing a common language with which to communicate issues and concerns. By
the third day, everyone is working together on the problem and real productivity is
achieved. After the initial workshop, the team-building has been done. Shorter
workshops can be scheduled for subsequent phases of the project, for instance, to verify
a prototype. However, it will take the participants from one to three hours to re-
establish the team psychology of the initial workshop.
 Select the participants: These are the business users, the IT professionals, and the
outside experts that will be needed for a successful workshop. These are the true "back
bones" of the meeting who will drive the changes.

4. Observation method:
 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.
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.
P6. Use appropriate software analysis tools/techniques to carry out a software investigation
and create supporting documentation.
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.
a. Use case

Use case name: Test music sample ID:TMS-01 Priority: High

Action: Tune Source staff
Description: How customer can listen to music sample
Trigger: Customer can choose and listen to any song
Type: External
Preconditions:
1. Customer has already downloaded the app
2. Customer has Internet connection
3. Customer has searched the song and the app is now showing result of the search
Normal course: Information for steps:
1. Search the song
2. Choose the listen sample icon in the song information
Postconditions:
1. The app lets customer hear a 30 second sample of the song
2. Sample listen is record in the history
Use case name: Advertise Tune ID: AO-01 Priority: High
Source online
Action: Tune Source development crew
Description: Advertise Tune Source on social media
Trigger: Attract more potential customer
Type: External
Preconditions:
1. Create a new social media account
2. Find as much founders as possible
3. Co-operate with famous social media pages
4. Advertise the Tune Source name to media users

Normal course: Information for steps:

1. User will search Tune Source page profile to get more
information
2. Make a good impression to attract users
Postconditions:
1. When the customer click on the advertisement, it will directly lead to the Tune Source
webpage.
2. First 100 customers click on the advertisement will have a discount when buying
online music, make the label more attractive.