Knowledge Management for
Laboratory IT Projects
Joint Application Design
JAD
APHL Annual Meeting
May 19, 2008
St. Louis, MO
What is Joint Application Design
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IBM developed the JAD technique in the late
1970's, and it is still the best method for
collecting requirements.
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JAD enables the collection and management
of requirements as well as the identification
and resolution of issues as early as possible
thru a series of collaborative meetings.
JAD Principles
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Identify and Involve the project sponsor, owner, stakeholders, and
subject matter experts (SME’s)
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A facilitator is a critical team member and plans and leads the JAD
sessions
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Meeting minutes are documented by a scribe who should be familiar with
the terminology of both IT and the lab
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Each session should publish meeting minutes, which include identified
requirements, decisions, action items, and open issues
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Sessions may rotate in subject matter experts with key knowledge of a
selected area
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Users drive the speed of the sessions. Sessions should be scheduled
on a frequent basis to avoid memory lapse, absences, loss of interest
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Sessions should last about 2 hours and hold attendance to 5 to 15
people
Benefits of using JAD Sessions
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Gains face-to-face consensus from
stakeholders and subject matter experts
Reduces delays and misunderstandings
Helps reduce scope creep and function
creep
Improves buy-in and ownership for
stakeholders
Provides documentation on decisions
MN / IA Collaborative JAD Sessions
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Use Video Conferencing to link 4 sites
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Use visual prototypes where possible
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Include Lab and IT SME’s
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Schedule 2 hours per week
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Develops Relationships
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And Trust
JAD Brainstorming
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Free flow of ideas
Look for process
improvements (crazy
ideas are welcome)
Post ideas, issues on a
sticky board
Develop requirements as
a team, gain consensus
Establish Priorities (vote)
Manage Team Expectations
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Establish and post
ground rules
Manage talkers and quiet
thinkers
Remain open to “second
thoughts”
Make decisions
Keep everyone engaged
An Idea Before It’s Time
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Use a Parking Lot
Keep it posted
Review it frequently
Track resolution of
Parking Lot items
Project Web Site
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Common source of
project information
One “Master” source for
documents
Keep it current
Ensure it gets used,
direct team to the site
JAD Sessions and Documents
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As-Is JAD’s
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To-Be JAD’s
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Current Processes
Learning Tool
Desired Processes
Define the Future
IPO – Input, Process,
Output
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Pre & Post Conditions
Assumptions
Stakeholders
JAD Documents
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Process Flows
Document “Happy
Path”
Document Exceptions
Show “Swim Lanes”
and Movement of
Tasks
Summary
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JAD’s are a key technique that can be used to
gather better requirements (not perfect)
Gain participation by key stakeholders
Gain consensus
Build documentation for design and
development activities
Manage project scope
Improve opportunity for project success
Questions?
Gary Jones
IT Manager
MN Public Health Laboratory