Chapter 3 Feasibility Analysis & Systems Project Management
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Chapter 3 Feasibility Analysis & Systems Project Management Overview Determining Feasibility, Managing Analysis and Design Activities project initiation determining project feasibility Professor Merrill Warkentin Mississippi State University project scheduling managing project activities managing systems analysis team members 2 © Reasons for initiating projects Problems that lend themselves to systems solutions Opportunities for improvement through upgrading systems altering systems installing new systems 3 © Copyright 2005, Merrill Warkentin Improvement possibilities speeding up a process streamlining a process combining processes reducing errors in input agree communication between members communication/team-building 5 team members © utilize feedback to minimize tension create explicit norms set on productivity goals motivate Copyright 2005, Merrill Warkentin promote common norms enhance © Managing analysis & design and tension develop reducing redundant storage reducing redundant output improving system and subsystem integration 4 Managing Design Activities teams Copyright 2005, Merrill Warkentin Copyright 2005, Merrill Warkentin productivity goals based on member expertise, past performance, nature of the specific project 6 Copyright 2004, Merrill Warkentin © Copyright 2005, Merrill Warkentin page 1 Chapter 3 Feasibility Analysis & Systems Project Management Managing analysis & design motivate backed by management timed appropriately for commitment of resources moves the business toward attainment of its goals practicable important enough to be considered over other projects project team members affiliation, control, independence, creativity avoid Project selection criteria project failures take advantage of training, experience, project analysis 7 © Copyright 2005, Merrill Warkentin 8 © Feasibility Technical Feasibility feasibility study assesses the operational, technical, and economic merits of the proposed project three type technical feasibility economic feasibility operational feasibility schedule, legal, ethical 9 © Copyright 2005, Merrill Warkentin Economic Feasibility Can we do it? - Is technology available? are current technical resources sufficient to build the new system? can resources be upgraded to provide the level of technology necessary for the new system? 10 development costs operating costs Benefits new equipment hardware software tangible (quantifiable) intangible - important! How 11 © Copyright 2005, Merrill Warkentin Copyright 2005, Merrill Warkentin Costs Can we afford it? Will it pay for itself? whether the time and money are available to develop the system includes the purchase of © Economic Feasibility Analysis Copyright 2005, Merrill Warkentin do we decide? 12 Copyright 2004, Merrill Warkentin © Copyright 2005, Merrill Warkentin page 2 Chapter 3 Feasibility Analysis & Systems Project Management Operational feasibility Other Feasibility Factors Should we do it? Can we make it work? determines if the human resources are available to operate the system once it has been installed users that do not want a new system may prevent it from becoming operationally feasible 13 © Copyright 2005, Merrill Warkentin schedule can it be completed on time? legal feasibility does it violate any laws? social and ethical feasibility is it right? 14 © project objectives define determine organizational objectives verify that objectives are acceptable determine judge problem, objectives, scope identify constraints and limitations develop resources decision is made by management prepare systems analyst provides expert advice system © Copyright 2005, Merrill Warkentin used to assess the impact of any improvements to the existing system can increase awareness of the impacts made on the achievement of corporate objectives current or proposed systems on the left objectives listed on the top red arrows indicate a positive impact green arrows indicate implementation © Copyright 2005, Merrill Warkentin costs & benefits feasibility report proposal for senior mgt. 16 © Feasibility Impact Grid (FIG) 17 alternative solutions estimate feasibility 15 Copyright 2005, Merrill Warkentin Feasibility Study Feasibility Analysis define feasibility Copyright 2005, Merrill Warkentin Activity planning design team selection & assignment estimate task time schedule project / task 18 Copyright 2004, Merrill Warkentin © Copyright 2005, Merrill Warkentin page 3 Chapter 3 Feasibility Analysis & Systems Project Management Activity control monitoring Activity planning & control estimate using feedback expediting or rescheduling motivating teams time required major phases individual tasks time for each task scheduling Gantt charts PERT diagrams expediting 19 © Copyright 2005, Merrill Warkentin Scheduling tools Gantt Charts constantly review schedules and costs over life of project 20 © Copyright 2005, Merrill Warkentin Computer-based project scheduling PERT Diagrams benefits low cost simple, intuitive, GUI variety of display options programs Microsoft Project Symantec’s Timeline CA-Super Project personal information ECCO Organizer 21 © Copyright 2005, Merrill Warkentin 22 © GANTT charts project each managers (PIMS) Copyright 2005, Merrill Warkentin PERT charts scheduling technique nodes bar represents a task = events establishes length of bars = relative length of task visual, simple critical path (longest, no slack time) portrays order of precedence A enhances communication helps B identify critical activities C and slack time D E 20 A,4 C,5 10 40 E,6 50 D,3 B,2 30 23 © Copyright 2005, Merrill Warkentin 24 Copyright 2004, Merrill Warkentin © Copyright 2005, Merrill Warkentin page 4 Chapter 3 Feasibility Analysis & Systems Project Management PERT diagram advantages easy identification of the order of precedence easy identification of the critical path and thus critical activities easy determination of slack time, the leeway to fall behind on non-critical paths 25 © Copyright 2005, Merrill Warkentin Team management teams one who leads members to accomplish tasks one concerned with social relationships the often have two leaders: systems analyst must manage team members their activities their time, and resources 26 © Copyright 2005, Merrill Warkentin Goal setting set for tangible outputs and process activities must be reasonable help to motivate team members Copyright Notice This document may not, in whole or part, be copied, photocopied, reproduced, translated, transmitted, or reduced to any electronic medium or machine readable form without explicit permission and written authorization from Dr. Merrill Warkentin. mwarkentin@acm.org MISProfessor.com 27 © Copyright 2005, Merrill Warkentin 28 Copyright 2004, Merrill Warkentin © Copyright 2005, Merrill Warkentin page 5
