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【正文】 cation domain. Second, there is no point in interviewing a member of the client anization if the interviewer already has made up his or her mind regarding the client’s needs. No matter what he or she previously has been told or learned by other means, the interviewer must approach every interview with the intention of listening carefully to what the person being interviewed has to say while firmly suppressing any preconceived notions regarding the client pany or the needs of the clients and potential uses of the software product to be built. 2. Scenarios. A scenario is a way a user might utilize the target product to acplish some objective. A scenario can be depicted in a number of ways. One technique is simply to list the actions prising the scenario .Another technique is to set up a storyboard, a series of diagrams depicting the sequence of events. They can demonstrate the behavior of the product in a way that is prehensible to the user. This can result in additional requirements ing to light, as in the weightloss planner example. Because scenarios can be understood by users, the utilization of scenarios can ensure that the client and users play an active role throughout the requirements analysis process. After all, the aim of the requirements analysis phase is to elicit the real needs of the client, and the only source of this information is the client and the users. Scenarios(or more precisely, use cases) play an important role in objectoriented analysis. 3. To send a questionnaire to the relevant members of the client anization. This technique is useful when the opinions of, say, hundreds of individuals need to be determined. Furthermore, a carefully thoughtout written answer may be more accurate than an immediate verbal response to a question posed by an interviewer. However, an unstructured interview conducted by a methodical interviewer who listens carefully and poses questions that expand on initial responses usually yields far better information than a thoughtfully worded questionnaire. Because questionnaires are preplanned, there is no way that a question can be posed in response to an answer. 4. To examine the various forms used by the client. For example, a form in a print shop might reflect press number, paper roll size, humidity, ink temperature, paper tension, and so on. The various fields in this form shed light on the flow of print jobs and the relative importance of the steps in the printing process. Other documents, such as operating procedures and job descriptions, also can be powerful tools for 3 finding out exactly what is done and how. Such prehensive information regarding how the client currently does business can be extraordinarily helpful in determining the client’s needs. Therefore, careful perusal of client documentation should never be overlooked as a source of information that can lead to an accurate assessment of the client’s needs. 5. To set up videotape cameras within the workplace to record (with the prior written permission of those being observed) exactly what is being done. One difficulty of this technique is that it can take a long time to analyze the tapes. In general, one or more members of the requirements analysis team has to spend an hour playing back the tape for every
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