1. _______ is an example of functional requirements.

A. The system should work with any web

browser
B. The system should load any web page within 3
seconds
C. Customers should be able to see their orders after
authentication
D. The system should comply with the company's policy of
buying all PCs and servers from Dell
E. The system should be able to search all available inventory
in order to determine whether a product can be made by a
given date

2. Understanding the as-is system, identifying improvements, and developing

requirements for the to-be system are the steps of the _____ phase.
A. analysis
B. desig
n
C. implementati
on
D. plannin
g
E. SDL
C

3. The analysis strategy that results in the existing business processes being
left essentially the same, but with a new system that makes them more
efficient is _____.
A. BP
A
B. BPI
C. BP
R
D. BP
U
E. Top-down
approach
4. Which of the following analysis strategies is best?
A. BP
A
B. BPI
C. BP
R
D. BP
U
E. it depends on the situation

5. The goal of ______ analysis strategy is to make minor or moderate changes

to the business processes so that they will become more efficient and
effective.
A. business process
automation
B. business process
benchmarking
C. business process
improvement
D. business process
reengineering
E. business process
systemization

6. The goal of this analysis strategy is to change the fundamental way the
organization operates and to make major changes by taking advantage of
new ideas, methods and technology.
A. business process
automation
B. business process
benchmarking
C. business process
improvement
D. business process
 reengineering
E. business process
systemization

7. Which of the following analysis strategies incurs the highest risk yet has the
potential to provide high value to the business?
A. Business Process
Automation
B. Business Process
Improvement
C. Business Process
Reengineering
D. Business Process
Renovation
E. Root cause
analysis

8. The most comprehensive and complete deliverable of the analysis phase is

_____.
A. project work
plan
B. system
proposal
C. behavioral models for the to-be
system
D. functional models for the to-be
system
E. structural models for the to-be
system

9. Two BPA techniques commonly used to identify possible problems in the

current system are _____.
A. activity based costing and
benchmarking
B. duration analysis and formal
 benchmarking
C. outcome analysis and duration
analysis
D. problem analysis and root cause
analysis
E. process simplification and proxy
benchmarking

10. Two BPI techniques used to identify possible improvements in the current
system are _____.
A. activity based costing and activity elimination
B. duration analysis and activity based costing
C. outcome analysis and duration
analysis
D. problem analysis and root cause
analysis
E. activity elimination and technology analysis

11. _________ are two popular BPR activities.

A. activity based costing and activity elimination
B. duration analysis and formal
benchmarking
C. outcome analysis and problem
analysis
D. problem analysis and root cause
analysis
E. activity elimination and outcome
analysis

12. The most commonly used information-gathering technique is _____.

A. interviewing
B. joint application design (JAD) sessions
C. document
analysis
D. observatio
 n
E. questionnaire
s

13. During an interview, the following question is asked; “How many times
during a typical week does a customer complain about inadequate service
following a sale?” This question is an example of a (n) _____ question.
A. Opinion-
generating
B. Eye-
opening
C. open-
ended
D. closed-
ended
E. probin
g

14. Sarah would like to give the interviewee more control over the interview
and to gather rich information. She should ask _____ questions.
A. closed-
ended
B. inappropriat
e
C. open-
ended
D. opinion
E. probin
g

15. The information gathering technique that is most effective in combining

information from a variety of perspectives, building consensus, and
resolving discrepancies is a(n) _____.
A. document
analysis
 B. interview
C. joint application
development
D. observatio
n
E. questionnair
e

16. A JAD session can reduce scope creep by _____.

A. 10
%
B. 20
%
C. 40
%
D. 50
%
E. 75
%

17. A JAD facilitator is _____.

A. the person who sets the meeting agenda and guides
the discussion
B. the person who records the
discussion
C. participates in the discussion
D. is also a power user
E. none of the
above

18. The information gathering technique that enables the analyst to collect
facts and opinions from a wide range of geographically dispersed people
quickly and with the least expense is the _____.
A. document
analysis
 B. interview
C. JAD
session
D. observatio
n
E. questionnair
e

19. The examination of existing paperwork in order to better understand the

As-Is system is an example of what information-gathering strategy?
A. document
analysis
B. interviewing
C. joint application design (JAD) sessions
D. observation
e. questionnaires

20. What information-gathering strategy enables the analyst to see the reality
of the situation rather than listen to others describe it?
A. document
analysis
B. interviewing
C. joint application design (JAD) sessions
D. observatio
n
E. questionnaire
s

21. The analysis phase of the SDLC ends when a system proposal for the new
system is presented to the approval committee.
A. Tru
e
B. False
22. The two general analysis techniques performed by the analyst for BPA
during the analysis phase are problem analysis and revise and resubmit
modeling.
A. Tru
e
B. False

23. To identify improvements in a BPI, the analyst should perform duration

analysis, activity-based costing, and informal benchmarking.
A. Tru
e
B. False

24. To identify improvements in BPR, the analyst should perform outcome

analysis, activity analysis, and technology elimination.
A. Tru
e
B. False

25. The systems analyst has recommended that the existing order entry system
be totally re-engineered. The risk to this BPR activity is low to moderate.
A. Tru
e
B. False

26. The users of the product-sales system would like to dramatically increase
the use and value of the new order-entry system by designing a front end
for the Internet and letting customer purchase goods without the aid of a
customer service rep. The projected costs would be high and the risk
would be great. This is an example of BPR.
A. Tru
e
B. False
27. BPI requires the least cost because it has the narrowest focus and seeks to
make the least changes.
A. Tru
e
B. False

28. The three fundamentally different strategies for the analysis phase
(business process automation, business process improvement, and business
process reengineering) are stand-alone strategies and should not be
combined in the analysis process.
A. Tru
e
B. False

29. Business process automation (BPA) usually provides only minor to

moderate improvements to the business but is the most costly and most
risky of the three strategies.
A. Tru
e
B. False

30. Benchmarking refers to studying how other organizations perform a

business process so you can learn how your organization can do it better.
A. Tru
e
B. False

31. The interview schedule lists all the people who will be interviewed, when,
and for what purpose.
A. Tru
 e
B. False

32. Open-ended questions gather rich information because they are questions
that permit the interviewee to elaborate on answer.
A. Tru
e
B. False

33. It is easier to ask an interviewee what is used to perform a task than it is to

show the interviewee a form and ask what information on the form is used.
A. Tru
e
B. False

34. “How can you reduce the number of errors in the name and address field
on the data entry screen?” is an example of a high level question.
A. Tru
e
B. False

35. Following an interview the analyst should always prepare an interview

report that describes the information gathered from the interview.
A. Tru
e
B. False

36. The standard approach to select who should complete a questionnaire

during information gathering is to sample only those departments that do
not have direct contact with the As-Is system.
A. Tru
 e
B. False

37. To better understand the As-Is system the project team members can
perform document analysis on existing forms, reports, and business
process models.
A. Tru
e
B. False

38. Observation is a powerful tool for gathering information about the As-Is
system and may be necessary because managers often do not remember
how they work and how they allocate their time.
A. Tru
e
B. False

39. JAD is the appropriate technique for gathering information about the As-Is
and To-Be systems: it that identifies improvements, and has a high amount
of user involvement.
A. Tru
e
B. False

40. Document analysis and observation are commonly used for understanding
the As-Is system because they are useful for obtaining facts.
A. Tru
e
B. False
41. Questionnaires are often used when there is only a small number of people
from which information and opinions are needed, because it is difficult to
get a large number of participants to return questionnaires on a timely
basis.
A. Tru
e
B. False

42. Joint application design (JAD) sessions are specifically designed to

improve integration of information, because all information is combined
when it is collected, not afterward.
A. Tru
e
B. False

43. Questions on questionnaires should be open-ended to allow the respondent

the freedom to express his/her opinion since the analyst will not be able to
follow up with additional questions as could be done in a one-on-one
interview.
A. Tru
e
B. False

44. Because it is important not to disrupt the normal business function, joint
application design (JAD) sessions should be held at a location easily
accessible to the participants' office staffs, and attendees should be those
most easily released from regular duties and least likely to be missed.
A. Tru
e
B. False

45. The top-down approach is an appropriate strategy for most interviews

because it enables the interviewee to become accustomed to the topic
 before he or she needs to provide specifics and it enables the interviewer
to understand the issues before moving to the details.
A. Tru
e
B. False

46. When you begin an interview, the first goal is to establish control and let
the interviewee know that you have a mastery of the subject.
A. Tru
e
B. False

47. Root cause analysis attempts to find solutions for the business problems.
A. Tru
e
B. False

48. Tracy has decided to ask the users and managers to identify problems with
the current system and to recommend how to solve these problems in the
future system. They have recommended small incremental changes. Tracy
is identifying improvement opportunities through problem analysis.
A. Tru
e
B. False

49. Jessica has asked the users to generate a list of problems with the current
system and to prioritize the problems in order of importance. Jessica then
generated all the possible causes for the problems, starting with the most
important. Jessica is identifying improvement opportunities through root
cause analysis.
A. Tru
e
B. False
50. An analyst for an insurance company determined that the overall time
required to process a property damage insurance claim is 21 business days.
When the analyst decomposes the process into steps and aggregates the
total time requirements for all steps, she discovers a total time of 12 hours.
The analyst is employing the activity-based costing analysis technique.
A. Tru
e
B. False

51. A systems analyst is participating in an exchange of services with another

organization. First, the analyst visits the partner organization, studies and
evaluates their systems, and recommends changes and improvements.
Then, a team of analysts from the partner organization visits the analyst's
organization and performs the same service. This process is an example of
benchmarking.
A. Tru
e
B. False

52. Amanda had the managers at her company develop a list of important and
interesting technologies and how each technology could be applied to
current business process. Amanda is identifying improvement
opportunities through technology analysis.
A. Tru
e
B. False

53. An analysis team consisting of users, managers, and analysts, are in the
midst of a daylong meeting. They are working on systematically
evaluating the consequences of removing every activity from the current
business process. The team is performing activity-based costing.
A. Tru
 e
B. False

54. BPI typically has the greatest breadth of analysis, since it focuses on the
entire business function and beyond.
A. Tru
e
B. False

55. Activity elimination technique of BPR focuses on understanding the

fundamental outcomes that provide value to customers.
A. Tru
e
B. False

56. Activity-based costing is similar to duration analysis. While duration

analysis attempts to find the time taken to complete business processes,
activity-based costing finds the costs associated with each of the basic
functional steps or processes.
A. Tru
e
B. False

57. A systems analyst has prepared an interview agenda that begins with a
number of specific, detailed questions, and then asks the interviewee to
make general statements about the policies and procedure of the business
process. The analyst is following a top-down interview structure.
A. Tru
e
B. False
 58. An interview style that seeks a broad and roughly defined set of
information is commonly called the unstructured interview style.
A. Tru
e
B. False

59. Kristin, a systems analyst, needs to know detailed information about the
accounts receivable process, but she is not concerned with accounts
payable or general ledger, or the integration of this information. Her
analysis will assist her in designing a To-Be system for the accounts
receivable department. The appropriate requirements-gathering technique
to be used would be interviewing.
A. Tru
e
B. False

60. A fundamental disadvantage of the JAD sessions is that they are subject to
be dominated by a few. e-JAD attempts to eliminate this disadvantage.
A. Tru
e
B. False

61. What are the three fundamental analysis strategies? Compare and contrast the
outcomes of each strategy.

YOUR ANSWER:

The suggested answer is

The three fundamental analysis strategies are business process
automation, business process improvement and business process
reengineering. Business process automation leaves the basic way in
which the organization operates unchanged, but uses computer
technology to do some of the work. The outcome can make the
organization more efficient but has the least impact on the business.
Business process improvement makes moderate changes to the way in
 which the organization operates to take advantage of new opportunities
offered by technology or to copy what competitors are doing. The
outcome is an improvement in efficiency and effectiveness. Business
process reengineering changes the fundamental way in which the
organization operates by making major changes to take advantage of
new ideas and technology. It requires a complete redesign of the
business before the new information system can be designed. Though
risky, BPR may significantly improve contemporary measures of
performance, such as cost, quality, service, and speed.

62. What are the methods used to identify improvement opportunities during
business process automation? How do the methods used for each analysis
strategy affect the outcome of the “identify improvement” process?

YOUR ANSWER:

The suggested answer is

The methods used to identify the improvement opportunities for BPA
are problem analysis and root cause analysis. Problem analysis is
straightforward and may be the most common technique used. It
involves asking users and managers to identify existing problems with
the as-is system and how to solve them in the new to-be system. Ideas
produced during problem analysis tend to be solutions.

Root cause analysis focuses more on the problems instead of the

solutions. During root cause analysis the users generate a list of
problems with the as-is system. Then the users and the analysts generate
all the possible root causes for the problems, starting with the easiest.
Each root cause is investigated until the true root cause is identified.

The outcome of problem analysis often is effective at improving the

user's efficiency or the ease of use of the to-be system. However it often
provides only minor improvements in business value. The outcome of
root cause analysis reveals that the easy solution may not be actually
addressing the true root cause. The obvious solution should be
challenged.

63. What are the methods used to identify improvement opportunities during
business process improvement? How do the methods used for each analysis
strategy affect the outcome of the “identify improvement” process?
 YOUR ANSWER:

The suggested answer is

The methods used to identify improvements during business process
improvement are duration analysis, activity-based costing, and informal
benchmarking. Duration analysis requires a detailed examination of the
amount of time it takes to process inputs in the as-is system. First the
process time is determined for the entire system. Then the time is
determined for each sub-process in the system. The times for the basic
sub-processes are then totaled and compared to the total time for the
overall system process. When there are significant differences between
the two, analysts, users and managers look for solutions such as
parallelization and process integration.

Activity-based costing is similar to duration analysis except it examines

the cost of each major process or step in a business process instead of the
time. The analyst identifies the costs associated with each basic function
and focuses attention on improving the most expensive activities.

During informal benchmarking the business processes of other

organizations are studied to identify new and better ideas. The
implementation of these new ideas may bring value to the organization.

The outcome of duration analysis is normally a change in the as-is

business process. The outcome of activity-based costing is normally a
reduction in direct costs, but may also affect indirect costs. Informal
benchmarking commonly affects customer-facing business processes
such as web site appearances and customer satisfaction issues.

64. What are the methods used to identify improvement opportunities during
business process reengineering? How do the methods used for each analysis
strategy affect the outcome of the “identify improvement” process?

YOUR ANSWER:

The suggested answer is

The methods used to identify improvements during business process
reengineering are outcome analysis, technology analysis, and activity
elimination. Outcome analysis focuses on understanding the
fundamental outcomes that provide value to customers. The analysis
should encourage the managers and project sponsor to pretend they are
 customers and think through what products (and services) the
organization should provide.

During technology analysis managers and analysts develop a list of

important and interesting technologies. Then the group systematically
identifies how each technology could be applied to the business process
and identifies how the business would benefit.

Activity elimination is a process whereby analysts and managers work

together to identify how the organization could eliminate each activity in
the business process, how the unit would function without it, and what
effects are likely to occur. Often managers must be forced to participate
in this type of activity.

The outcomes from outcome analysis, technology analysis, and activity

elimination are forms of rethinking of the business processes. The results
change not only the process affected, but also the day-to-day input from
the managers and analysts involved. Idea generation and thinking “out
of the box” are not common business actions and managers and analysts
must be encouraged to participate in these activities.

65. In Business Process Improvement, the team's goal is to improve the

efficiency and effectiveness of the business processes. What is learned by
employing the internally focused analysis techniques of Duration Analysis
and Activity-Based Costing? What is learned through the externally focused
informal benchmarking technique?

YOUR ANSWER:

The suggested answer is

The goal of BPI is to make moderate changes to the existing business
process. It is critical that the team identify those processes that truly
need to be modified. Duration Analysis and Activity-Based Costing are
techniques that are aimed at identifying processes that involve excessive
time or excessive cost, respectively. The benchmarking techniques use
external references to suggest business processes that need revision.
Informal benchmarking studies customer-oriented business processes of
other businesses, while formal benchmarking involves exchanging
benchmarking teams with other 'partner' organizations who will be
seeking to identify areas of improvement.
66. In Business Process Reengineering, the goal of the project is to accomplish
radical redesign of the business process. Why is that not all system
development projects strive to achieve the benefits of BPR?

YOUR ANSWER:

The suggested answer is

Although the benefits of BPR can be dramatic, it is also the most
sweeping, costly, and risky analysis strategy. BPR requires extensive
organizational commitment, and not all firms are prepared to undergo
the changes associated with BPR. In many cases, the goals of the project
do not warrant BPR; the changes needed are more incremental and the
less extensive strategies of BPA or BPI are appropriate.

67. In the CD Selections case, the project leader was faced with a situation in
which there was no existing system to study. When the system under
development is a new system (as in the CD Selections case), what analysis
strategy would you recommend?

YOUR ANSWER:

The suggested answer is

BPA is not appropriate for this situation, since it focuses on making
existing business processes more efficient. In a way, a new system being
developed is a
BPR project, only there are no 'old' processes to eliminate. The
externally-oriented technique of informal benchmarking from the BPI
strategy may be valuable to the team. This technique studies the
business processes of other organizations, especially those processes that
interact with the customers. Studying market leaders can be especially
insightful. Several BPR techniques may be useful as well. Outcome
Analysis can help the team identify customers' interests in the business
processes, while Technology Analysis can help the team identify
interesting ways to apply new and interesting technologies in the new
system. Proxy benchmarking may also be useful to the team if there are
different but similar industries that can be studied for comparison. The
team also should study any existing internal systems with which the new
system will interface.
68. Mike Hammer, the father of BPR, estimates that 70% of BPR projects fail.
Given that failure rate, why should a firm bother even attempting a BPR
effort?

YOUR ANSWER:

The suggested answer is

The three types of interview questions are closed-ended, open-ended,
and probing. Closed-ended questions are questions that require a
specific answer. Analysts use closed-ended question when they are
looking for specific, precise information. An example of a closed-ended
question is “How many telephone orders are received per day?”

Open-ended questions are questions that leave room for the interviewee
to elaborate. Analysts use open-ended questions to gather rich
information and to give the interviewee more control over the
information that is revealed during the interview. An example of an
open-ended question is “What do you think about the current system?”

Probing questions follow up on what has just been discussed in order for
the analyst to learn more and are often used when the interviewer is
unclear about what the interviewee's answer. Probing questions
encourage the interviewee to expand or confirm information from a
previous Feedback and they are a signal that the interviewer is listening
and is interested in the topic. An example of a probing question is
“Why?”

69. What are the three types of interview questions? Define and identify why an
analyst would use each type of question. Include an example of each
question type.

YOUR ANSWER:

The suggested answer is

The three types of interview questions are closed-ended, open-ended,
and probing. Closed-ended questions are questions that require a
specific answer. Analysts use closed-ended question when they are
looking for specific, precise information. An example of a closed-ended
question is “How many telephone orders are received per day?”

Open-ended questions are questions that leave room for the interviewee
 to elaborate. Analysts use open-ended questions to gather rich
information and to give the interviewee more control over the
information that is revealed during the interview. An example of an
open-ended question is “What do you think about the current system?”

Probing questions follow up on what has just been discussed in order for
the analyst to learn more and are often used when the interviewer is
unclear about what the interviewee’s answer. Probing questions
encourage the interviewee to expand or confirm information from a
previous Feedback and they are a signal that the interviewer is listening
and is interested in the topic. An example of a probing question is
“Why?

70. Describe the appearance of a Joint Application Design (JAD) meeting room.
Why is the room designed in this manner?

YOUR ANSWER:

The suggested answer is

A JAD meeting room is located away from the participants' usual
offices, to avoid interruptions. The desks or tables in the meeting room
are usually arranged in a U shape so that all participants can easily see
each other. Name cards are used so that everyone can be called by name.
At the opening of the U shaped desks or the front of the room there is a
white board, flip chart, and/or overhead projector. The facilitator uses
these visual tools to lead the discussion. Various computers are located
in the room to assist with calculations, information retrieval, and
presentation. A printer should be included to make hardcopy printouts
of session outputs.

71. Document analysis and observation are two requirement gathering

techniques. Briefly describe each and compare and contrast the advantages
and disadvantages.

YOUR ANSWER:

The suggested answer is

To understand the As-Is system, project teams often use document
analysis. Hopefully, the project team that designed the As-Is system
produced adequate data and process models, and all of the paper
 documents (forms, reports, policy manuals, etc.) necessary to provide an
understanding of the system. A project team can learn much about the
formal As-Is system from this type of analysis.

Observation enables the analyst to see how the As-Is system actually
operates, which may differ from the system outlined in the
documentation. The analyst becomes an anthropologist as he or she
observes the business functions, much the same way monkeys have been
studied in Africa.

The advantages of document analysis are (1) it provides a starting point

for the analyst and (2) it indicates clearly that a new system is necessary
if users have begun to create, make changes to, or leave blanks on
documents, reports and forms. The disadvantage is that many systems
are not well documented.

The advantage of observation is that the analyst actually sees and can
check the reality of the system, which may differ greatly from the
documentation or the reports given during an interview. The
disadvantages are that (1) observation is time intensive, (2) it disrupts
workers, and (3) it may not be honest because people behave differently
(more carefully) when observed.

72. What two techniques are best suited for gathering information during all
three stages of the information-gathering process (As-Is, improvements, and
To-Be)? Discuss the user involvement and cost, as well as the depth, breadth,
and integration of information for each.

YOUR ANSWER:

The suggested answer is

The two information-gathering techniques best suited for gathering
information during all three stages of the process are interviews and
JAD. Both permit the analyst to gather As-Is, improvements, and To-Be
information.

Both interviews and JAD assist the analyst in gathering rich and
detailed information from the users and help the analyst to understand
the reasons behind them. Interviews provide little breadth or integration
because they require the analyst to travel to visit each information
source and they are performed individually. JAD provides more breadth
(medium) and a high amount of integration since participants attend
 and participate within group sessions. Conflicts or differences of opinion
are normally worked out during the session and solutions are often
found. JAD produces a high amount of user involvement. Often JAD
participants are assigned to attend and participate in sessions by a
supervisor, requiring the greatest effort. Interviews are more individual,
but do require some effort (medium). The cost for both interviews and
JAD are considered medium when compared to other information
gathering techniques.

73. Describe the most common way that the analyst organizes the interview
process in terms of structured versus unstructured, and also in terms of open-
ended, closed-ended, and probing questions.

YOUR ANSWER:

The suggested answer is

Although there is no hard and fast rule, it is usually best to begin the
interviewing process with unstructured interviews that consist primarily
of open-ended questions. At this point, the analyst will probably not
know enough to ask very specific questions, and so should be seeking to
gain a broad understanding of the situation. As more is learned, the
analyst can use more probing questions to dig deeper. After the analyst
has developed a good idea of the major issues, the interviews can become
more structured, with more specific, closed-ended questions being
effective in confirming facts and impressions.

74. During an interview, the analyst has been asking about the process used to
identify and correct the number of poor-quality products produced on a
manufacturing line.

The analyst commented, "This process seems way too slow and complicated.
I don't know how you people can function if this is the way things are done."
Is this an appropriate comment for the interviewer to make? Why or why
not?

YOUR ANSWER:

The suggested answer is

This is not an appropriate statement. There are two serious problems
with this statement. First, it is an opinion statement. Analysts should be
 objective collectors of information. They are not there to provide
commentary. Second, the remark is derogatory in nature. What if the
person he is interviewing is the one who designed that process? The
interviewee will be offended and may withdraw his/her support for the
project. This attitude may spread to other users and may diminish the
chance of a successful project outcome. The analyst needs to stay neutral
whenever interacting with the project sponsors, users, and managers.

75. Explain why JAD is not just a fancy name for a group interview.

YOUR ANSWER:

The suggested answer is

JAD is far more than just an interview of a group of people at one time.
JAD sessions follow a definite structure and use distinctive techniques to
lead the group to the desired outcomes. JAD sessions have unique roles
and participants, including the use of a skilled facilitator to lead and
guide the group and scribes to record the information generated by the
group. A group interview is likely to be unstructured and very
unproductive. JAD sessions are proven to be very productive and useful
when conducted properly.

76. What is the primary goal of observation? What are three ways to make
observation more effective? How reliable are the results of observation?

YOUR ANSWER:

The suggested answer is

The primary goal of observation is to enable the analyst to experience
the reality of the As-Is system. The information gained this way can be
much better at conveying the actual situation than verbal descriptions.
To improve the effectiveness of observation, the analyst should be as
unobtrusive as possible. S/he should not interfere with or disrupt the
workers being observed. The analyst should also try to observe periods
of normal work as well as periods of unusual activity, to get a sense of
what the typical experience is and also the special cases that need to be
anticipated. The results of observation need to interpreted carefully,
because the normal human Feedback to being observed is to do things
'by the book,' rather than using the informal procedures that may have
evolved. The analyst needs to remember this and not take everything
 that is observed as actual fact. The best use of observation is to confirm
or verify information gained through other techniques.

77. What is the difference between e-JAD and traditional JAD sessions? What
makes e-JAD sessions more effective than the traditional ones?

YOUR ANSWER:

The suggested answer is

In a traditional JAD session, only one person can talk at a time. With 10-
20 participants, that means that everyone has to be silent most of the
time. With e-JAD, special software on networked computers allows
everyone to send ideas and opinions to everyone else anonymously. That
way, all participants contribute at the same time, and since the input is
anonymous, there is no fear of reprisal from challenging others. The
research cited in the book suggests that e-JAD can reduce the time
required to run a JAD session by 50% to 80%.