Requirements Gathering, Creation of Use Cases, and Risk Analysis

The tasks associated with this component were completed in August 2007.

Requirements gathering is the process of identifying in detail and analyzing the performance that is required of the system by its stakeholders before it is designed, built, tested, and implemented.

In order to identify the specific needs and conditions that were required in the new system, the requirements gathering effort for MEGA–Jordan focused on gathering user stories that describe the desired capabilities and functions that the system will need to support. (A user story is a brief, very general description of a requirement, usually written in the non-technical everyday language of the user.)

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This effort conducted in May 2007 involved extensive interviews with many of the stakeholders in Jordan. These included DoA leadership, inspectors and other staff in the department's Amman central and local offices across the kingdom; national authorities, such as the Ministry of Tourism and Antiquities, the Lands and Survey Department, and the Jordanian Royal Geographic Centre; local authorities, including city governments; and various international archaeological organizations based in Jordan.

As a supplement to the requirements-gathering effort, the GCI and the WMF held a workshop for DoA personnel in Amman at the American Center of Oriental Research (ACOR) in June 2007, which was attended by thirty-five DoA staff members, including inspectors and members of the DoA team assigned to the MEGA-Jordan development effort.

In addition to emphasizing the direct involvement of the workshop participants in the development of the system—thereby gaining their input and buy-in—the workshop concentrated on increasing participants' knowledge in such areas as the use of global positioning system (GPS) devices, map reading, and combining Google Earth™ photography with digitized local maps to facilitate the collection of site boundary coordinates. It also offered the GCI–WMF development team the opportunity to further discuss with DoA personnel their requirements for the content and expectations of the functionality of the new system.

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On the basis of what was learned from the requirements-gathering effort, system use cases—which are descriptions or scenarios of a specific interaction that different types of users may experience with a system—were developed. Also, potential risks to the successful deployment of the system were identified, along with mitigation strategies, and all were documented in an August 2007 report prepared by the team's consultants, Farallon Geographics, Inc. The report was shared with the Director General of the Department of Antiquities for comments and a review of the team's approach.

The report identified key determinants for the project's success, such as:

  • engagement of DoA leadership in the development process and the need to work closely with DoA staff members who will be the primary users of the system (to this end, a MEGA–Jordan team was established by the DoA consisting of sixteen DoA personnel who have had have regular input at various stages of development; it is acknowledged that securing their buy-in early in the development process has been essential because they must, if deployment is to be sustainable, ultimately take ownership of the system);
  • identification of a DoA project manager and appropriate staffing for system administration;
  • integration of the system with daily activities of the DoA at both national and regional levels, as well as regular coordination of data with other national and local governmental authorities;
  • management of the system by the DoA as a program within the department—i.e., it requires an ongoing sustained effort rather than being treated as a project of limited duration;
  • implementation of standards for data acquisition and system population to insure data integrity;
  • ongoing training of system administration staff, as well as other DoA users, in collecting data and using the system as a management tool;
  • identification and ongoing commitment of budget within the DoA for system maintenance and periodic hardware and software upgrades;
  • thorough system documentation;
  • engagement of other stakeholder institutions.

Page updated: December 2014


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