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Joint application design
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<h2 id="key-participants">Key participants</h2> Executive Sponsor The executive who charters the project, the system owner. They must be high enough in the organization to be able to make decisions and provide the necessary strategy, planning, and direction. Subject Matter Experts These are the business users, the IS professionals, and the outside experts that will be needed for a successful workshop. This group is the backbone of the meeting; they will drive the changes. Facilitator/Session Leader meeting and directs traffic by keeping the group on the meeting agenda. The <a href="/facts/Facilitator/jotJvfw5">facilitator</a> is responsible for identifying those issues that can be solved as part of the meeting and those which need to be assigned at the end of the meeting for follow-up investigation and resolution. The facilitator serves the participants and does not contribute information to the meeting. Scribe/Modeller/Recorder/Documentation Expert Records and publish the proceedings of the meeting and does not contribute information to the meeting. Observers Generally members of the application development team assigned to the project. They are to sit behind the participants and are to silently observe the proceedings. <h2 id="9-key-steps">9 key steps</h2> <ol><li>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.</li> <li>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.</li> <li>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 <a href="/facts/Computer-aided_software_engineering/SfKJ6bp4">CASE</a> 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.</li> <li>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.</li> <li>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.</li> <li>Prepare the workshop material: Before the workshop, the project manager and the facilitator perform an analysis and build a preliminary design or straw man to focus the workshop. The workshop material consists of documentation, worksheets, diagrams, and even props that will help the participants understand the business function under investigation.</li> <li>Organize workshop activities and exercises: The facilitator must design workshop exercises and activities to provide interim deliverables that build towards the final output of the workshop. The pre-workshop activities help design those workshop exercises. For example, for a Business Area Analysis, what's in it? A decomposition diagram? A high-level entity-relationship diagram? A normalized data model? A state transition diagram? A dependency diagram? All of the above? None of the above? It is important to define the level of technical diagramming that is appropriate to the environment. The most important thing about a diagram is that it must be understood by the users. Once the diagram choice is made, the facilitator designs exercises into the workshop agenda to get the group to develop those diagrams. A workshop combines exercises that are serially oriented to build on one another, and parallel exercises, with each sub-team working on a piece of the problem or working on the same thing for a different functional area. High-intensity exercises led by the facilitator energize the group and direct it towards a specific goal. Low-intensity exercises allow for detailed discussions before decisions. The discussions can involve the total group or teams can work out the issues and present a limited number of suggestions for the whole group to consider. To integrate the participants, the facilitator can match people with similar expertise from different departments. To help participants learn from each other, the facilitator can mix the expertise. It's up to the facilitator to mix and match the sub-team members to accomplish the organizational, cultural, and political objectives of the workshop. A workshop operates on both the technical level and the political level. It is the facilitator's job to build consensus and communications, to force issues out early in the process. There is no need to worry about the technical implementation of a system if the underlying business issues cannot be resolved.</li> <li>Prepare, inform, educate the workshop participants: All of the participants in the workshop must be made aware of the objectives and limitations of the project and the expected deliverables of the workshop. Briefing of participants should take place 1 to 5 days before the workshop. This briefing may be teleconferenced if participants are widely dispersed. The briefing document might be called the Familiarization Guide, Briefing Guide, Project Scope Definition, or the Management Definition Guide – or anything else that seems appropriate. It is a document of eight to twelve pages, and it provides a clear definition of the scope of the project for the participants. The briefing itself lasts two to four hours. It provides the psychological preparation everyone needs to move forward into the workshop.</li> <li>Coordinate workshop logistics: Workshops should be held off-site to avoid interruptions. Projectors, screens, PCs, tables, markers, masking tape, Post-It notes, and many other props should be prepared. What specific facilities and props are needed is up to the facilitator. They can vary from simple flip charts to electronic white boards. In any case, the layout of the room must promote the communication and interaction of the participants.</li></ol> <h2 id="advantages">Advantages</h2> <ul><li>JAD decreases time and costs associated with requirements elicitation process. During 2-4 weeks information not only is collected, but requirements, agreed upon by various system users, are identified. Experience with JAD allows companies to customize their systems analysis process into even more dynamic ones like <a href="/facts/Double_Helix_Methodology/URp9BQpA">Double Helix</a>, a methodology for mission-critical work.</li> <li>JAD sessions help bring experts together giving them a chance to share their views, understand views of others, and develop the sense of project ownership.</li> <li>The methods of JAD implementation are well-known, as it is "the first accelerated design technique available on the market and probably best known", and can easily be applied by any organization.</li> <li>Easy integration of CASE tools into JAD workshops improves session productivity and provides systems analysts with discussed and ready to use models.</li></ul> <h2 id="challenges">Challenges</h2> <ul><li>Without multifaceted preparation for a JAD session, professionals' valuable time can be easily wasted. If JAD session organizers do not study the elements of the system being evaluated, an incorrect problem could be addressed, incorrect people could be invited to participate, and inadequate problem-solving resources could be used.</li> <li>JAD workshop participants should include employees able to provide input on most, if not all, of the pertinent areas of the problem. This is why particular attention should be paid during participant selection. The group should consist not only of employees from various departments who will interact with the new system, but from different hierarchies of the organizational ladder. The participants may have conflicting points of view, but meeting will allow participants to see issues from different viewpoints. JAD brings to light a better model outline with better understanding of underlying processes.</li> <li>The facilitator has an obligation to ensure all participants – not only the most vocal ones – have a chance to offer their opinions, ideas, and thoughts.</li></ul> <h2 id="bibliography">Bibliography</h2> <ul><li>Yatco, Mei C. (1999). <a href="http://www.umsl.edu/~sauter/analysis/JAD.html">"Joint Application Design/Development"</a>. University of Missouri-St. Louis. Retrieved 2009-02-06.</li> <li>Soltys, Roman; Anthony Crawford (1999). <a href="https://web.archive.org/web/20090313195631/http://www.thefacilitator.com/htdocs/article11.html">"JAD for business plans and designs"</a>. Archived from <a href="http://www.thefacilitator.com/htdocs/article11.html">the original</a> on 2009-03-13. Retrieved 2009-02-06.</li> <li>Dennis, Alan R.; Hayes, Glenda S.; Daniels, Robert M. Jr. (Spring 1999). <a href="http://www.jmis-web.org/articles/277">"Business Process Modeling with Group Support Systems"</a>. <i>Journal of Management Information Systems</i>. 15 (4): 115–142. <a href="/facts/Doi_(identifier)/muM9Etpq">doi</a>:<a href="https://doi.org/10.1080%2F07421222.1999.11518224">10.1080/07421222.1999.11518224</a>. Retrieved 2015-05-14.</li> <li>Botkin, John C. <a href="https://web.archive.org/web/19981201051326/http://wwwsgi.ursus.maine.edu/gisweb/spatdb/amfm/am94001.html">"Customer Involved Participation as Part of the Application Development Process"</a>. Archived from <a href="http://wwwsgi.ursus.maine.edu/gisweb/spatdb/amfm/am94001.html">the original</a> on 1998-12-01.</li> <li>Moeller, Walter E. <a href="http://principlepartners.com/PPI-article-figs1.html">"Facilitated Information Gathering Sessions: An Information Engineering Technique"</a>. Retrieved 2010-03-22.</li> <li>Bill Jennerich "Joint Application Design -- Business Requirements Analysis for Successful Re-engineering." 18:50, 26 June 2006 (UTC)<a href="https://web.archive.org/web/20090221042620/http://www.bee.net/bluebird/jaddoc.htm">[2]</a> Last update time unknown. Accessed on Nov. 14, 1999.</li> <li>Gary Rush "JAD - Its History and Evolution -- MGR Consulting Newsletter." July 2006 <a href="https://web.archive.org/web/20180615190553/http://mgrconsulting.com/index.php/facilitator-enewsletters/133-jad-its-history-and-evolution">[3]</a></li> <li>Gary Rush, "JAD Project Aids Design", Computerworld, Volume 18 Number 52, pages 31 and 38, December 24, 1984. <a href="https://books.google.com/books?id=Qa6bcZ0HuVUC&pg=PA1">[4]</a></li> <li>Davidson, E.J (1999). "Joint application design (JAD) in practice". <i>Journal of Systems and Software</i>. 45 (3). Elsevier BV: 215–223. <a href="/facts/Doi_(identifier)/muM9Etpq">doi</a>:<a href="https://doi.org/10.1016%2Fs0164-1212%2898%2910080-8">10.1016/s0164-1212(98)10080-8</a>. <a href="/facts/ISSN_(identifier)/DPAflDvU">ISSN</a> <a href="https://search.worldcat.org/issn/0164-1212">0164-1212</a>.</li> <li>Gottesdiener, Ellen; <i>Requirements by Collaboration: Workshops for Defining Needs</i>, Addison-Wesley, 2002, <a href="/facts/ISBN_(identifier)/15AdSPa9">ISBN</a> 0-201-78606-0.</li> <li>Wood, Jane and Silver, Denise; <i>Joint Application Development</i>, John Wiley & Sons Inc, <a href="/facts/ISBN_(identifier)/15AdSPa9">ISBN</a> 0-471-04299-4</li></ul> <h2 id="references">References</h2> <ol> <li id="fn:1"><p>"A FAST Way to Define System Requirements", by Gary Rush, Computerworld, Volume 19 Number 40, In Depth pages ID/11 to ID/16 (pages 47 to 52), October 7, 1985. Transcript here. <a href="http://www.mgrconsulting.com/index.php/gary-rush-mgr-consulting-facilitator-training-facilitation/fast-way-to-define" target="_blank">http://www.mgrconsulting.com/index.php/gary-rush-mgr-consulting-facilitator-training-facilitation/fast-way-to-define</a> <a href="#fnref:1" class="footnote-back-ref">↩</a></p></li> <li id="fn:2"><p>JAD | FAST | FoCuSeD™ Structured Facilitation Technique[1].) <a href="http://mgrconsulting.com/index.php/gary-rush-mgr-consulting-facilitator-training-facilitation" target="_blank">http://mgrconsulting.com/index.php/gary-rush-mgr-consulting-facilitator-training-facilitation</a> <a href="#fnref:2" class="footnote-back-ref">↩</a></p></li> </ol>