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112 Part 2 • InformatIon requIrements analysIs

Conditions That Support the Use of JAD
The following list of conditions will help you decide when the use of JAD may be fruitful.
Consider using joint application design when:
1. User groups are restless and want something new, not a standard solution to a typical
problem.
2. The organizational culture supports joint problem-solving behaviors among multiple levels
of employees.
3. Analysts forecast that the number of ideas generated via one-on-one interviews will not be
as plentiful as the number of ideas possible from an extended group exercise.
4. Organizational workflow permits the absence of key personnel during a two- to four-day
block of time.

Who Is Involved?
Joint application design sessions include a variety of participants—analysts, users, executives,
and so on—who contribute different backgrounds and skills to the sessions. Your primary con-
cern here is that all project team members are committed to the JAD approach and become
involved. Choose an executive sponsor, a senior person who will introduce and conclude the
JAD session. Preferably, select an executive from the user group who has some sort of authority
over the IS people working on the project. This person will be an important, visible symbol of
organizational commitment to the systems project.
At least one IS analyst should be present, but the analyst usually takes a passive role, unlike
traditional interviewing in which the analyst controls the interaction. As the project analyst, you
should be present during JAD to listen to what users say and what they require. In addition, you
will want to give an expert opinion about any disproportionate costs of solutions proposed dur-
ing the JAD session itself. Without this kind of immediate feedback, unrealistic solutions with
excessive costs may creep into the proposal and prove costly to discourage later on.
From eight to a dozen users, of any rank, can be chosen to participate in JAD sessions. Try
to select users who can articulate what information they need to perform their jobs as well as
what they desire in a new or improved computer system.
The session leader should not be an expert in systems analysis and design but rather some-
one who has excellent communication skills to facilitate appropriate interactions. Note that you
do not want to use a session leader who reports to another person in the group. To avoid this
possibility, an organization may want to retain an outside management consultant to serve as ses-
sion leader. The point is to get a person who can bring the group’s attention to important systems
issues, satisfactorily negotiate and resolve conflicts, and help group members reach a consensus.
Your JAD session should also include one or two observers who are analysts or technical
experts from other functional areas to offer technical explanations and advice to the group during
the sessions. In addition, one scribe from the IS department should attend the JAD sessions to
formally write down everything that is done.

Where to Hold JAD Meetings
If at all possible, we recommend holding the two- to four-day sessions off-site, away from the
organization, in comfortable surroundings. Some groups use executive centers or even group
decision support facilities that are available at major universities. The idea is to minimize the
daily distractions and responsibilities of the participants’ regular work. The room itself should
comfortably hold the number of people invited. Minimal presentation support equipment
includes two projectors to connect to two laptops, iPads, or PCs, a whiteboard, a flip chart, and
easy access to a copier. Group decision support rooms will also provide networked PCs, a pro-
jection system, and software written to facilitate group interaction while minimizing unproduc-
tive group behaviors.
Schedule your JAD session when all participants can commit to attending. Do not hold the
sessions unless everyone who has been invited can actually attend. This rule is critical to the
success of the sessions. Ensure that every participant receives an agenda before the meeting,
and consider holding an orientation meeting for a half day one week or so before the workshop
so that those involved know what is expected of them. Such a premeeting allows you to move
rapidly and act confidently once the actual meeting is convened.