Information Systems System Analysis 421 Class Three Initiating and Planning Systems Development...
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Transcript of Information Systems System Analysis 421 Class Three Initiating and Planning Systems Development...
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Information Systems System Analysis 421Class Three
Initiating and Planning Systems Development Projects
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Learning ObjectivesLearning Objectives
Describe steps involved in the project initiation and planning process
Explain the need for and the contents of a Statement of Work and Baseline Project Plan
List and describe various methods for accessing project feasibility
6.26.2
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Learning ObjectivesLearning Objectives
Describe the differences between intangible and tangible costs and benefits and between recurring and one-time benefits and costs
Detail various methods of cost/benefit analysis
Describe the general rules for evaluating the technical risks associated with a systems development project
Describe the activities and participant roles within a structured walkthrough
6.36.3
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Initiating and Planning System Initiating and Planning System Development ProjectsDevelopment Projects
• Project Initiation– Establishment of project team
– Development of relationship with customer
– Project Initiation Plan
– Establishment of Management Procedures
– Establishment of Project Workbook and Project Management Environment
• Project Planning– Defining clear, discrete activities and the work
needed to complete each activity
6.46.4
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Initiating and Planning System Initiating and Planning System Development ProjectsDevelopment Projects
• Deliverables and Outcomes
– Baseline Project Plan (BPP)• Scope
• Benefits
• Costs
• Risks
• Resources
– Statement of Work (SOW)• Describes deliverables
• Outlines work needed to be performed
6.56.5
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Assessing Project FeasibilityAssessing Project Feasibility
• Six Categories– Economic
– Technical
– Operational
– Schedule
– Legal and contractual
– Political
6.66.6
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Assessing Economic FeasibilityAssessing Economic Feasibility
• Cost – Benefit Analysis
• Determine Benefits– Tangible Benefits
• Can be measured easily– Examples
» Cost reduction and avoidance» Error reduction» Increased flexibility» Increased speed of activity» Improved management planning and control» Opening new markets and increasing sales
opportunities
6.76.7
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Assessing Economic FeasibilityAssessing Economic Feasibility
– Intangible Benefits• Cannot be measured easily
• Examples– Increased employee morale– Competitive necessity– More timely information– Promotion of organizational learning and understanding
• Determine Costs– Tangible Costs
• Can easily be measured in dollars– Example: Hardware
6.86.8
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Assessing Economic FeasibilityAssessing Economic Feasibility
• Determine Costs (Continued)– Intangible Costs
• Cannot be easily measured in dollars
• Examples:– Loss of customer goodwill– Loss of employee morale
6.96.9
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Assessing Economic FeasibilityAssessing Economic Feasibility
– One-Time Costs• Associated with project startup, initiation and
development
• Includes– System Development– New hardware and software purchases– User training– Site preparation– Data or system conversion
6.106.10
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Assessing Economic FeasibilityAssessing Economic Feasibility
– Recurring Costs• Associated with ongoing use of the system
• Includes:– Application software maintenance– Incremental data storage expense– New software and hardware releases– Consumable supplies– Incremental communications
– Time value of money (TVM)• The process of comparing present cash outlays to
future expected returns
6.116.11
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Assessing Technical Assessing Technical FeasibilityFeasibility• Technical Feasibility
• Assessment of the development organization’s ability to construct a proposed system
• Project risk can be assessed based upon:– Project size– Project structure– Development group’s experience with the
application– User group’s experience with development
projects and the application area
6.126.12
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Technical Feasibility
– Technical feasibility addresses three major issues:• Is the proposed technology or solution practical?
• Do we currently possess the necessary technology?
• Do we possess the necessary technical expertise, and is the schedule reasonable?
– Technical feasibility can only fully be evaluated after those phases during which technical issues are resolved — namely, after the evaluation and design phases of our life cycle have been completed.
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Technical Feasibility
• Can we actually build this system?
• What happens if:– We don’t get the benefits we project?
– Our cost estimates are high?
– Our time lines estimates are short? Y2K?
– Fail to integrate new with old? (Conversion problems)
• Easiest feasibility criterion
• MIS is knowledgeable about the capabilities available
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Operational Feasibility
– Operational feasibility criteria measure the urgency of the problem (survey and study phases) or the acceptability of a solution (definition, selection, acquisition, and design phases).
– There are two aspects of operational feasibility to be considered:
• Is the problem worth solving, or will the solution to the problem work?
• How do the end-users and management feel about the problem (solution)?
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Operational Feasibility
– Is the Problem Worth Solving, or Will the Solution to the Problem Work?
• The following is a list of the questions that address these issues:
– Performance. Does the system provide adequate throughput and response time?
– Information. Does the system provide end-users and managers with timely, pertinent, accurate, and usefully formatted information?
– Economy. Does the system offer adequate service level and capacity to reduce the costs of the business or increase the profits of the business?
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Operational Feasibility
– Is the Problem Worth Solving, or Will the Solution to the Problem Work?
– Control. Does the system offer adequate controls to protect against fraud and embezzlement and to guarantee the accuracy and security of data and information?
– Efficiency. Does the system make maximum use of available resources including people, time, flow of forms, minimum processing delays, and the like?
– Services. Does the system provide desirable and reliable service to those who need it? Is the system flexible and expandable?
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Operational Feasibility
• How likely is it that this project will solve the real ROOT problems?Titanic
• How will this system impact the organization?Surprise impact of our Navy Intelligence system
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Political Feasibility
– How do End-Users and Managers Feel about the Problem (Solution)?
• It's not only important to evaluate whether a system can work but also evaluate whether a system will work.
• A workable solution might fail because of end-user or management resistance. The following questions address this concern:
– Does management support the system?– How do the end-users feel about their role in the new system?– What end-users or managers may resist or not use the system?
People tend to resist change. Can this problem be overcome? If so, how?
– How will the working environment of the end-users change? Can or will end-users and management adapt to the change?
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Political Feasibility
• How do the end users and management feel about the problem
• How will the working environment of the end user change
• If the users are not ready than no project is worth pursuing!
• Usability Analysis - ease of learning ,use and satisfaction
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Schedule Feasibility
– Given our technical expertise, are the project deadlines reasonable?
• Some projects are initiated with specific deadlines. – You need to determine whether the deadlines are mandatory or
desirable. – If the deadlines are desirable rather than mandatory, the analyst
can propose alternative schedules.
• It is preferable (unless the deadline is absolutely mandatory) to deliver a properly functioning information system two months late than to deliver an error-prone, useless information system on time!
– Missed schedules are bad. – Inadequate systems are worse!
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Building the Baseline Project PlanBuilding the Baseline Project Plan
• Objectives– Assures that customer and development
group have a complete understanding of the proposed system and requirements
– Provides sponsoring organization with a clear idea of scope, benefits and duration of project
6.226.22
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Building the Baseline Project PlanBuilding the Baseline Project Plan
• Four Sections– Introduction
– System Description
– Feasibility Assessment
– Management Issues
6.236.23
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Building the Baseline Project PlanBuilding the Baseline Project Plan
• Executive Summary
• Project Description– Brief overview
– Recommended course of action
– Project scope defined• Units affected
• Who inside and outside the organization would be involved
• Interaction with other systems
• Range of system capabilities
6.246.24
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Building the Baseline Project PlanBuilding the Baseline Project Plan
• System Description– Outline of possible alternative solutions
– Narrative format
• Feasibility Assessment– Project costs and benefits
– Technical difficulties
– High-level project schedules
6.256.25
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Building the Baseline Project PlanBuilding the Baseline Project Plan
• Management Issues– Outlines concerns that management may have
about the project
– Team composition
– Communication plan
– Project standards and procedures
• Objectives– Assure conformity to organizational standards
– All parties agree to continue with project
6.266.26
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Reviewing the Baseline Project PlanReviewing the Baseline Project Plan
• Walkthrough– Peer group review
– Participants
• Coordinator
• Presenter
• User
• Secretary
• Standards Bearer
• Maintenance Oracle
6.276.27
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Reviewing the Baseline Project PlanReviewing the Baseline Project Plan
• Walkthrough (continued)– Activities
• Walkthrough Review Form
• Individuals polled
• Walkthrough Action List
– Advantages
• Assures that review occurs during project
6.286.28
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SummarySummary
• Project Initiation
– Forming project initiation team
– Establishing customer relationships
– Developing a plan to get the project started
– Setting management procedures
– Creating an overall project management environment
• Baseline Project Plan (BPP)
– Created during project initiation and planning
6.296.29
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SummarySummary
– Contains:• Introduction
• High-level description of system
• Outline of feasibility
• Overview of management issues
• Statement of Work (SOW)– Describes what project will deliver
– Lists all work to be performed
6.306.30
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SummarySummary
• Feasibility– Economic
– Operational
– Technical
– Schedule
– Legal
– Contractual
– Political
6.316.31
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SummarySummary
• Benefits– Tangible vs. Intangible
• Costs– Tangible vs. Intangible
– One-time vs. Recurring
6.326.32