SAD Written Report

7/22/2019 SAD Written Report

1/27

Chapter 3:

ProjectManagement

Reported by:

Corpuz, Jesse John

Marilag, Chrystal

Bustamante, Alyssa

Manguerra, Fiona

Sarmiento, John Felix

Padilla, Rodolfo

Submitted to

Professor Melinda S. Balbarino


2/27

Topics:

Reported by:

I. Project Initiation Corpuz, Jesse JohnII. Determining FeasibilityIII. Ascertaining Hardware

and Software Needs

Marilag, Chrystal

IV. Acquisition of ComputerEquipment

Bustamante, Alyssa

V. Identifying, Forecastingand Comparing Costs and

Benefits

VI. Activity Planning andControl

Manguerra, Fiona

VII.Managing the Project Sarmiento, John Felix

VIII. The Systems Proposal Padilla, Rodolfo

I. Project Initiation


3/27

There are important capabilities for the systems analyst to master which are called project

management fundamentals. This includes the initiating of projects, determining feasibility,

scheduling projects, and planning and then managing activities and team members for production.

There are two broad reasons why business people suggest systems projects.

Problems in the Organization

Problems surface in many different ways. One way of conceptualizing what problems are and

how they arise is to think of them as situations in which goals have never been met or no longer

being met. Useful feedback gives information about the gap between the actual and intended

performance. In this way feedback spotlights problems.

Checking output, observing employee behavior, and listening to feedback are all ways to help the

analyst pinpoint systems problems and opportunities.

Defining the Problem

To identify problems:

Check output against performance criteria

Observe behavior of employees

Listen to external feedback from: VENDORS;

CUSTOMERS; SUPPLIERS

Look for these specific signs:

Too many errors

Work completed slowly

Work done incorrectly

Work done incompletely

Work not done at all

High absenteeism

High job dissatisfaction

High job turnover

Complaints

Suggestions for improvement

Loss of sales

Lower Sales


4/27

Whether using the classical SDLC or an object-oriented approach, the analyst first defines the

problems and objectives of the system. These are the components of a problem definition:

In problem statement, it should be summarized into one or two paragraphs. The issues are the

current situation, while the objectives are the desired situation. The requirements contain the things

that must be accomplished and may include security, usability, government requirements and so on.

And lastly the constraints, that limit the development of the system.

The problem definition is produced after completing interviews, observations and document

analysis with the users. Major points can be identified in the interview in a number of ways.

There are things that a system analyst must remember in regards with issues and objectives:

The relative importance of the issues and objectives must be determined. The identification of the most critical objectives is best done by users. Assign a weight for each issue and objective. The problem definition issues and objectives are rearranged in order of decreasing importance.A Problem Definition Example: Catherines Catering


5/27

Selection of Projects

You must be clear in your own mind about the reasons for recommending a systems

study on a project that seems to address a problem or could bring about improvement. There are

five specific criteria for project selection:


6/27

Organizational goals

Possibilities of improvements

II. Determining FeasibilityOur definition of feasibility goes much deeper than the usual usage of the term, because systems project

feasibility is succeeded in three ways: operationally, technically and economically. The feasibility study is not a

full-blown systems study. Rather, the feasibility study is used to gather broad data for the members of

management that in turn enables them to make a decision on whether to proceed with a systems study.

Data for the feasibility study can be gathered through interviews. The kind of interview required is

directly related to the problem or opportunity being suggested. The systems analyst typically interviews thoserequesting help and those directly concerned with the decision-making process, typically management.

Although it is important to address the correct problem, the systems analyst should not spend too much time

doing feasibility studies, because many projects will be requested and only a few can or should be executed.

The feasibility study must be highly-time compressed, encompassing several activities in a short span of time.

Determining whether it is Possible

After an analyst determines reasonable objectives for a project, the analyst need to determine if it is

possible for the organization and its members to see the project through completion. Generally, the process of

1. Improving corporate profits.

2. Supporting the competitive strategy of the organization.

3. Improving cooperation with vendors and partners.

4. Improving internal operations.

5. Improving internal decisions.

6. Improving customer service.

7. Increasing employee morale.


7/27

feasibility assessment is effective in screening out projects that are inconsistent with the businesss objectives,

technically impossible, or economically without merit.

Although its painstaking, studying feasibility is worthwhile because it saves businesses and systems

analysts time and money. In order for an analyst to recommend further development, a project must be feasible

in all three of the following ways: technically, economically, and operationally.

TECHNICAL FEASIBILITYThe analyst must find out whether it is possible to develop the new system given the current technical resources

If not, can the system be upgraded or added into a manner that fulfills the request under consideration? If

existing systems cannot be added onto or upgraded, the next question becomes whether there is technology in

existence that meets specifications.

At the same time, the analyst can ask whether the organization has the staff who are technically proficient

enough to accomplish the objectives. If not, the question becomes whether they can hire additional

programmers, testers, experts, or others who may have different programming skills from theirs, or maybe

outsource the project completely. Still another question is whether there are software packages available that

can accomplish their objectives, or does the software need to be customized for the organization?

ECONOMIC FEASIBILITYThe basic resources to consider are your time and that of the systems analysis team, the cost of doing the full

systems study, the cost of the business employee time, the estimated cost of hardware, and the estimated cost of

software or software development.

The concerned business must be able to see the value of investment it is pondering before committing to an

entire systems study. If short-term costs are not overshadowed by long-term gains or produce no immediate

reduction in operating costs, the system is not economically feasible and the project should not proceed any

further.

OPERATIONAL FEASIBILITYOperational feasibility is dependent on o the human resources available for the project and involves projecting

whether the system will operate and be used once it is installed.


8/27

If users are virtually wed to present system, see no problems with it, and generally are not involved in

requesting a new system, resistance to implement a new system will be strong. Chances for it ever becoming

operational are low.

III. Ascertaining Hardware and Software NeedsAssessing technical feasibility includes evaluating the ability of computer hardware and software to

handle workloads adequately. First, all current computer hardware the organization owns must be inventoried todiscover what is on hand and what is usable. Knowledge of the organizational structure and how users interact

with technologies in an organizational setting can also be helpful in hardware decisions. Only when system

analysts, users, and management have a good grasp of what kinds of tasks must be accomplished can hardware

options be considered.

Inventorying Computer Hardware

Begin by inventorying what computer hardware is already available in the organization. As will become

apparent, some of the hardware options involve expanding or recycling current hardware so it is important to

know what is on hand.

If an updated computer hardware inventory is unavailable, the systems analyst needs to set up one

quickly and carry through it. You need to know the following:

A. Type of Equipment: model, number, manufacturerB. Operation Status: on order, operating, storage, in need of repairC. Estimated age of equipmentD. Projected life of equipmentE. Physical location of equipmentF. Person responsible for equipment


9/27

G. Financial arrangementESTIMATING WORKLOADS

The next step in ascertaining hardware needs is to estimate workloads. Thus, system analysts formulate

numbers that represent both current and projected workloads for the system so that any hardware obtained will

possess the capability to handle current and future workloads.

If estimates are accomplished properly, the business should not have to replace hardware solely due tounforeseen growth in system use. Out of necessity, workloads are sampled rather than actually put through

several computer systems.

COMPARISON OF TIMES REQUIRED BY EXISTING AND PROPOSED INFORMATION

EVALUATING COMPUTER HARDWARE

Although vendor will be supplying details about their particular offerings, analysts need to see the

evaluation process personally because they have the best interests of the business at heart. In addition, system

analysts may have to educate users and management about the general advantages and disadvantages of

hardware before they can capably evaluate it.

In addition, workloads can be simulated and run on different systems, including those already used in anorganization. This process is referred to as benchmarking.

Criteria that the systems analysts and users should use to evaluate performance of different systems

hardware include the following:

o The time required for average transactions ( including how long it takes to input data and howlong it takes to receive output )


10/27

o The total volume capacity of the system (how much can processed at the same time before aproblem arises)

o The idle time of the CPU or networko The size of the memory provided

Some criteria will be shown I formal demonstrations, some cannot be simulated and must be gleaned from

manufacturers specifications. It is important to be clear about the required and desired functions before gettingtoo wrapped up in vendors claims during demonstrations.

COMPUTER SIZE AND USE

The rapid advance of technology dictates that the systems analyst research types of computers available

at the particular time that the systems proposal is being written. Computer sizes range all the way from

miniature mobile phones to room-sized supercomputers. Each has different attributes that should e considered

when deciding how to implement a computer system.

IV. Acquisition of Computer EquipmentIn acquiring computer equipment,there are 3 main options- buying, leasing, or renting. For each option,

there are advantages and disadvantages to be weighed for each of the decisions. Some of the more influential

factors to consider in deciding which option is best for a particular installation include initial versus long-term

costs, whether the business can afford to tie up capital in computer equipment, and whether the business desires

full control of and the responsibility for the computer equipment.

1. Buying- implies that the business will own the equipment. This is the best option for acquiring computerhardware if the system will be used longer than four to five years.

2. Leasing- the company doesnt own the computer equipment but it pays a monthly payment for the useof the hardware for a fixed duration of use.3. Renting- this is synonymous to lease but the difference is that it only lasts for a short period of time. A

lease is usually given for a specific period of time such as 6 months or years during which both the

landlord and tenant are bound by the terms of the lease while rent has no defined period of residence and

the landlord and tenant can make changes to the rental agreement.

Below are the advantages and disadvantages of the options for acquiring computer hardware.

Advantages Disadvantages

Buying Cheaper than leasing or renting overthe long run

Ability to change system Provides tax advantages of

accelerated depreciation

Full control

Initial cost is high Risk of obsolescence Risk of being stuck if

choice was wrong

Full responsibility


11/27

Leasing No capital is tied up No financing is required Leases are lower than rental

payments

Company doesnt own thesystem when lease expires

Usually a heavy penalty forterminating the lease

Leases are more expensivethan buying

Renting No capital is tied up No financing is required Easy to change systems Maintenance and insurance are

usually included

Company doesnt own thecomputer

Cost is very high becausevendor assumes the risk

(most expensive option)

To fully understand the comparisons, here is an example of acquiring computer hardware using the three

options:


12/27

From the above data, it shows that the cost of purchase after 3 years is lower than that of leasing or

renting. When a company chooses to purchase the equipment, it will gain full control of it and they will have

the ability to change the system. As systems become smaller, more powerful, and less expensive, more

businesses are deciding to purchase equipment. However, its initial cost is high and it has a risk of being stuck if

choice was wrong.

Meanwhile, when a company uses the computer for less than four years only, they should lease the

equipment. And if significant change in technology is imminent, leasing is a better choice. It also allows the

business to put the money elsewhere where it can be working for the company rather than be tied up in capital

equipment. But leases are more expensive than buying. It usually has a heavy penalty or terminating the lease

and the company doesnt own the system when it expires.

When the company decided to rent the computer hardware, none of the companys capital is tied up, and

hence no financing is required. It also makes easier to change system hardware. This is a best option when the

company contemplated it only for a short-term move to handle nonrecurring or limited computer needs or

technologically volatile times. But as you observe from the above example, cost is very high because the vendor

assumes the risk.

Whether to choose any of the options, the company must identify the period of time they will use the

system, if they afford to tie up capital in computer equipment and if they desire the full responsibility and

control for the computer equipment.

EVALUATION OF VENDOR SUPPORT FOR COMPUTER HARDWARE

What is the reputation of the manufacturer in terms of technical support, maintenance and industry

position? Hardware manufacturers are increasingly designing all equipment to support and function in the client

server environment on which Internet technology is based. Several key areas ought to be evaluated whenweighing the support services available to businesses from vendors. Vendors of comparable quality frequently

distinguished themselves from others by the range of support services they offer.

Here is a list of criteria in evaluating vendor support:

Vendor Services Specifics Vendors Typically Offer


13/27

Hardware Support Full line of hardware

Quality products

Warranty

Software Support Complete software needs

Custom programming

Warranty

Installation and Training Commitment to schedule

In-house training

Technical assistance

Maintenance Routine maintenance procedures

Specified response time in emergencies

Equipment loan while repair is being done

Vendor support services should include routine and preventive maintenance of hardware, its quality and

if there is an equipment breakdown, a warranty which will replace permanently the hardware or repair is

required. In software support, it must have all the needed software, customized programs and warranty that will

repair the software breakdowns.

In installing and training, the vendor should provide technical assistance and they must have a

commitment to schedule. Lastly, in maintaining the hardware, vendor should have a routine maintenance

procedures and a specified response time in emergencies.

Because of the competitions among vendors, it has made the idea of producing hardware that is

compatible with competitors hardware important for vendors survival. In deciding which vendor will suit your

needs, it is better to do enough research to feel confident that the original vendor is a stable corporate entity.

SOFTWARE EVALUATION

Software availability is probably the most significant factor in evaluating hardware for instructional

applications. Be aware of the hardware requirements of anysoftware you are considering. Prior to even looking

at available software options, make sure you thoroughly define your needs and what the application you select

should be able to do for you. Nonprofits are process-driven. They receive, acknowledge, deposit and track

donations; they identify, serve and record transactions with clients; and they recruit, hire and manage

employees. Technology facilitates the way your organization manages these processes. A successful software

installation will make this work easier, more streamlined and more effective. But a new system that doesnt take

your processes and needs into account will only make running your organization more difficult.


14/27

Some of the decision making surrounding purchase of commercial off-the-shelf (COTS) software,

rental of the software from an application service provider (ASP), or creation of custom software for the

project is analogous to the hardware decision process.

Below are the advantages and disadvantages of creating custom software, purchasing COTS packages,

and outsourcing to an ASP:

Advantages Disadvantages

Creating

Custom

Software

Specific response tospecialized business

needs

Innovation may givefirm a competitive

advantage

In-house staffavailable to maintainsoftware

Pride of ownership

May be significantly higher initial costcompare to COTS software or ASP

Necessity of hiring or working with adevelopment team

Ongoing maintenance

Purchasing

COTS

Packages

Refined in thecommercial world

Increased reliability Increased functionality Often lower initial cost Already in use by

other firms

Help and trainingcomes with software

Programming focused; not businessfocused

Must live with the existing features Limited customization Uncertain financial future of vendor Less ownership and commitment

Using anASP

Organizations that donot specialize in info

systems focus on what

they do best (their

strategic mission)

There is no need tohire, train or retain a

Loss of control of data, systems, ITemployees, and schedules

Concern over the financial viability andlong run stability of the ASP

Security, confidentiality, and privacy


15/27

large IT staff

There is noexpenditure of

employee time on

nonessential IT tasks

concerns

Loss of potential strategic corporateadvantage regarding innovativeness

of applications

After studying all the advantages and disadvantages of the three options, it is advisable for a company to

identify what they really need. There are situations when to create custom software, when to buy COTS

software and when to outsource software.

When to create custom software

Original software should be created when the organization is attempting to gain a competitive advantage

through the leveraged use of information systems. This is often the case when an organization is creating

ecommerce or other innovative application where none existed. The drawbacks of developing your own

software include the potential for a significantly higher initial cost compared to purchasing COTS software or

contracting with an ASP, the necessity of hiring or working with a development team and the fact that a

company is responsible for the ongoing maintenance because it is the company who created the software.

When to buy COTS software

Commercial-off-the-shelf (COTS) solutions are designed to be easily implemented and interoperate with

existing systems and do not require the need for services or heavy customization. COTS software is prevalent

for its standardized functionality and cost savings, leading to many governments and organizations mandating

COTS software.

COTS offer an alternative to developing custom-made solutions, which tend to be inflexible with other systems

and do not often provide the openness required. Since organizations invest much time and money in custom-

made applications, these solutions are used for long periods of time and are not frequently updated.

When to outsource software services to an Application Service Provider

An ASP (Application Service Provider) is a company that delivers applications - software - through the

Internet and charges a monthly fee. Traditionally, software is sold. You physically receive a CD and you install

it on your hard drive or your office's server. ASPs don't operate this way. They deliver software as a monthly

service and use the Internet as the medium.

This is better to choose when a company is not responsible for upkeep of the service provided. They can

save money and eliminate the hassle that comes with support, maintenance and upgrades. When choosing ASP,

there is a potential loss of strategic corporate advantage that might have been gained through the companys

own deployment of innovative applications created by their employees. The company generally guaranteed

better application availability, better data security, more frequent data backups, disaster recovery and basic,

centralized technical support.


16/27

EVALUATION OF VENDOR SUPPORT FOR SOFTWARE AND ASPS

Whether a company decides to buy COTS software or outsource software service to an ASP, they will

be dealing with vendors who may have their own best interests. A company must evaluate the vendor and not

base on the vendors sales talking.

There are six main categories on which to grade software:

Software Requirements Specific Software Features

Performance Effectiveness Able to perform all required tasks

Able to perform all tasks desired

Well-designed display screens

Adequate capacity

Performance Efficiency Fast response time

Efficient input

Efficient output

Efficient storage of data

Efficient backup

Ease of Use Satisfactory user interface

Help menus available

Read Me files for last minute changes

Flexible interface

Adequate feedback

Good error recovery

Flexibility Options for input

Options for output

Usable with other software

Quality of Documentation Good organization

Adequate online tutorial


17/27

Website with FAQ

Manufacturer Support Technical support hotline

Newsletter/email

Website with downloadable product updates

Vendors typically certify that software is working when it leaves their supply house, but they will not

guarantee that it will be error-free in every instance or that it will not crash when incorrect actions are taken by

users. Evaluate packaged software based on a demonstration with test data from the business considering it and

an examination of accompanying documentation.

V. Identifying, Forecasting and Comparing Costs and BenefitsSystems analysts have to identify the system that fulfills various information requirements and decisions

to continue with the proposed system.

Forecasting

Forecasting in the simplest meaning is predicting a certain event and in the world of systems analysis

and design, systems analysts are required to predict certain key variables before the proposal is submitted to the

client.

There are five key variables that systems analysts should consider:

1. Scope- the things that the particular proposed project deals with.2. Cost- cash flows of the project.3. Quality- performance or the benefits that will be received.4. Time- the questions when in the proposal project.5. Risk- foundation of the proposed project that is needed to answer the question How sure are we

regarding the outcome of the particular project?

The systems analyst has many forecasting models available. The main condition for choosing a model is

the availability of historical data. If they are unavailable, the analyst must turn into one of these judgment

methods:

1. Estimates from the sales force- a sales forecasting technique that predicts future sales by analyzingthe opinions of sales people as a group.

2. Surveys to estimate customer demand- set of questions are given to the customers regarding to theproject in order to calculate the best choice of project.

3. Delphi Studies- gathers, evaluates, and summarizes expert opinions as the basis for a forecast, butthe procedure is more formal.

4. Creating scenarios- another method that is used by making some scenes to predict what will be theoutcome if that particular step will be done.

5. Drawing historical analogies- ties what is being forecast to a similar item.


18/27

If the historical data are available, systems analysts may choose between:

1. Conditional- there is a casual relationship among variables in the model. Common methods in thisgroup are:

Correlation- statistical technique that can show whether and how strongly pairs of variablesare related.

Regression- statistical technique for estimating the relationships among variables.

Leading indicators- used to predict changes in the economy Econometrics- statistical method used by the economists Input/output models- quantitative economic technique that represents the interdependencies

between different branches of a national economy or different regional economies.

2. Unconditional- causal relationship doesnt exist. Graphical Judgment- simple and depends on individual judgment. Moving Averages- seasonal, cyclical, or random patterns may be smoothed, leaving the trend

patterns.

Analysis of time-series data-predicts the future sales by analyzing the historical relationshipbetween sales and time.

Identifying Benefits and Costs

Benefits and costs can be either tangible or intangible and both must be taken into account when systems

are considered. Tangible is something that can be felt or touched unlike intangible it cannot be felt or seen.

Tangible Benefits. Those are measurable in dollars, resources, or time saved.

Intangible Benefits. Difficult to measure but are really important factor in considering whether to

proceed the system or not.

Tangible Costs. Costs that can be determined quite easily and those are costs that require cash outlay ofthe business.

Intangible Costs. Costs that are difficult to estimate and sometimes may not be known and are not

quantifiable.

Comparing Costs and Benefits

There are four techniques for comparing costs and benefits of the

proposed system:

1. Break-even Analysis- systems analyst can use break-evenanalysis to determine the break-even capacity of the proposed

information system. The point at which the total cost current

system and the proposed system intersect is the break-even

point that represents the profitable point of the business. The

figure on the right is an example of break-even analysis on a

small store that maintains inventory using manual system.

The graph shows that the computer would be cost effective if the business sold about 600 units per

week.


19/27

2. Payback- A simple way to assess whether a business should invest in a proposed informationsystem and the number of years of operation that the information system needs to pay back the cost

of investing in it. On the figure below, the payback time of the business is three and a half years.

3. Cash-flow Analysis- This analysis examines thedirection, size and pattern of cash flow.

This figure shows a cash-flow analysis for a small company that is providing a mailing service toother small companies in the city. Revenue projections are that only P5000 will be generated in the

first quarter, but after the second quarter, revenue will grow at a steady rate. Costs will be large in

the first two quarters and then level off.

4. Present Value Analysis- Consideration of Time value of money. We can use this formula in orderto analyze the proposed system is worthwhile on your business:

FV= Future Value

i= Discount rate

n= number of periods


20/27

Consider this example:

If we

use present

value analysis

using an

assumed

discount rate,12%, we will end up in this:

As you can see, the total Benefit is P179, 484, and thus less than the costs, which is P183, 855. So, we

will end up in the conclusion that the proposed system is not worthwhile if present value is considered.

Guidelines for Analysis

1. Use break-even analysis if the project needs to be justified in terms of cost, not benefits.2. Use payback when the improved tangible benefits form a convincing argument for the proposed system.3. Use cash-flow analysis when the project is expensive relative to the size of the company.4. Use present value when the payback period is long or when the cost of borrowing money is high.

VI. Activity Planning and ControlSystems analysis and design involves many different types of activities that together make up a project,

one of those activities are planning and control. Planning includes all the activities required to select a system

analysis team assign members of the team to appropriate projects, estimate the time to complete the task, and

schedule the project.

Estimating Time Required


21/27

The lowest term level into defining activities is

the Systems Development Life Cycle (SDLC) itself,

whereas the highest extreme is to include every detailed

step, the optimal answer to planning and scheduling lies

somewhere in between. System Analyst breaks the

process into three major phases: analysis, design, and

implementation. The analysis phase is further broken

down into the data gathering, data flow and decisionanalysis, and proposal preparation. The design is broken

down into data entry design, input design, and output design and data organization. The implementation phase

is divided into implementation and evaluation

Systems analyst must also break down these

tasks into further steps to describe it in more

detail. In the figure at the right, data gathering is

broken down into five activities, from conducting

interviews to observing prototype. This particular

data type requires data flow analysis but not

decision analysis, so the system analyst has

written in analyze data flow as the single step in

the middle phase. Finally, proposal preparation is

broken down into perform cost-benefit analysis

prepare proposal and present proposal. Together with these steps systems analyst must have to estimate the time

required to complete each task or activity.

Using Gantt chart for Project

Scheduling

A Gantt chart is an easy way to scheduletasks. It is a chart on which bars represen

each task or activity. The length of each bar

represents the relative length of task.

In the figure, this is an example of two-

dimensional Gantt chart. The time is the

horizontal dimension while the activities

are the vertical dimension. The chart signifies that the current week is week 9 by using the symbol triangle. You

can put a legend on the side that shows the activities that are already completed, or incomplete or partially

completed.

Using PERT Diagram

PERT is an acronym for Program Evaluation and Review Techniques. It is represented by network of

nodes and arrow that are then evaluated to determine the critical activities, improve the schedule if necessary

and review progress once the project is undertaken. Comparing Gantt chart with PERT Diagram using the two

pictures below, we can see that the activities expressed as bars in Gantt chart are the arrows in the PERT


22/27

diagram. The length of arrows has nothing to do with the duration of the activity. Circles on the PERT diagram

are the events and can be identified using numbers, letters or other arbitrary from the designation. Path 10-20-

40-50 has a length of 15 days, while the 10-30-40-50 path indicates 11 days to be completed. The longest path

is referred to as the critical path. The critical path in the example is 10-20-40-50 path, while the leeway to fall

behind somewhat noncritical paths is called slack time.

Occasionally, PERT diagrams need pseudo-activities, referred to as dummy activities. Lets use this

picture to explain the dummy activities:

In project 1activity, C

can only be

started if both

A and B are

finished,

because all

arrows

coming into a

node must be completed before leaving the node, whereas project 2, activity C requires only activity Bs

completion and can therefore be under way while activity A is taking place.

Therefore there are many reasons to use PERT diagram over Gantt chart. Those are:

1. Easy identification of the order of precedence.2. Easy identification of the critical path

and thus critical activities.

3. Easy determination of slack time.PERT Example.

First, list the activities that need to beaccomplished along the way. This is an

example of some activities and

estimation of time.


23/27

In constructing the PERT diagram, the analyst looks first at those activities requiring no predecessor

activities, in this case A and C. Analyst chose 10, 20, 30 and so on as a node. This how it goes after you

followed the flow of the list by looking at the predecessor column.

Now, we

can identify the critical path, and that is the 10-20-30-50-60-70-80 path because it takes 22 days to beaccomplished.

Source:http://managementinnovations.wordpress.com/2008/12/11/methods-of-sales-forecasting/

http://en.wikipedia.org/

VIII> The Systems ProposalThe systems proposal is a written proposalthat summarizes the systems analysts work in the business

and includes recommendations and alternatives to solve the identified systems problem. It is essential that great

care is given to writing and presenting it.

Organizing the Systems Proposals

While the charter serves the purpose of identifying objects, determining scope, and assigning responsibilities.

The analyst still need to prepare a systems proposal that includes much of the detail about system needs, options

and recommendations. This covers both the content and the style that makes up the systems proposal.

What to include in the systems proposal:


24/27

1. Cover letter2. Title page of project3. Table of contents4. Executive summary5.

Outline of systems study with appropriate documentation

6. Detailed results of the systems study7. Systems alternatives8. Systems analysts recommendations9. Summary10.Appendices

COVER LETTERThe cover letter lists of people who did the study and summarize the objectives of the study are provided in

your cover letter. Also, prearranged time and place for oral presentation of the system proposal can be

included. Keep your cover letter concise (one page maximum) and friendly.

TITLE PAGEIn the title page is include the name of the project, the names of the systems analysis team members, and the

date the proposal is submitted. The title of the proposal must accurately express the content of the proposal,

but it can also exhibit some imagination.

TABLE OF CONTENTSIf the proposal is very short (less than ten pages), you can omit the table of contents since it is unnecessary

on such a short document. The purpose of your table of contents is to indicate the contents of your proposal.

The table of contents can be a great help to readers of long proposals because they can easily locate where

each topic in the proposal is.

EXECUTIVE SUMMARY (including recommendations)Usually, the executive summary is 250 to 375 words and can answer the questions such as who, what, when,

where, why and how of the proposal. It should also include recommendation of the system analysts sincesome people will only have time to read the summary. It should be written last, when the rest of the proposal

is complete.

OUTLINE OF THE SYSTEMS STUDY (with appropriate documentation)The outline of system study with appropriate documentation provides information about all the methods

used in the study, and who or what was studied. Any questionnaires, interviews, sampling of archival data,

observing and prototyping used in the systems study should be discussed here.


25/27

DETAILED RESULTS OF THE SYSTEMS STUDYIt includes the details that the system analyst has found out about the system through all of the methods

described. It also presents problems or suggests opportunities that call forth the alternatives presented in the

systems alternatives. Conclusions about problems workers experience when interacting with technologies

and systems that have come to the fore through the study should be noted here.

SYSTEMS ALTERNATIVESThe analyst will present two or three alternative solutions that directly address the aforementioned

problems. Each alternative should be explored separately. Describe the costs and benefits of each situation.

Be sure to include the advantages and disadvantages of the alternatives.

Each alternative must clearly indicate what the users and managers do to implement it.

SYSTEMS ANALYSTS RECOMMENDATIONAfter the system analysis team has weighed the alternatives, it will have a definite professional opinion

about what solution is workable. The system analysts recommendations section expresses the

recommended solution. Include the reasons supporting the teams recommendation so that it is easy to

understand why it is being made.

PROPOSAL SUMMARYThe proposal summary is a brief statement that mirrors the content the executive summary. Meaning it also

gives the objectives of the study and the recommended solution. The proposal should be concluded on a

positive note.

APPENDICESThe appendix is the last part of the system proposal, and it can include any information that the analyst feelsmay be of interest to specific individuals, but that is not essential for understanding the systems study and

what is being proposed.

USING FIGURES FOR EFFECTIVE COMMUNICATION

Tables and graphs as well as words are important in capturing and communicating the basics of the

proposed system. Good design should never be underestimated. Integrating figures into your proposal helps

demonstrate that you are responsive to the different ways people absorb information. Figures in the report

supplement written information and must always be expressed in words. They should never stand alone.

Effective Use of Tables.Tables provide a different way of grouping and presenting analyzed data that the analyst wants to

communicate on the readers. Tables use labeled columns and rows to present statistical or alphabetical data

in an organized way. Each table must be numbered according to the order in which it appears in the proposal

and should be meaningfully titled.


26/27

There are some guidelines for the effective use of tables:

1. Integrate into the body of theproposal. Dont relegate them

to the appendices.

2. Try to fit the entire tablevertically on a single page, if

possible.

3. Number and title the table atthe top of the page. Make the

title meaningful and

descriptive.

4. Label each row and column.Use more than one line ifnecessary.

5. Use a boxed table if room permits. Vertically ruled columns will enhance the readability.6. Use footnotes if necessary to explain detailed information contained in the table.

Effective Use of Graphs.There are many types of graphs:

1. Line graphs- Used to show change over time- Changes of up to five variables on a single graph- May also show when lines intersect

2. Column Charts- Can depict a comparison between two or more variables over time- Used more often to compare different variables at a particular point in time- Easier to understand than line graphs

3. Bar Graphs- Used to show one or more variables within certain classes or categories during a specific time

period

- Sorted or organized: Alphabetical, Numerical, Geographical, Progressive order and Magnitude4. Pie Charts


27/27

- Used to show how 100 percent of a commodity is divided at a particular point in time- Easier to read than 100 percent stacked column charts or 100 percent subdivided bar charts- Disadvantage is they take a lot of room on the page

There are some guidelines for the effective use of graphs:

1.

Choose a style of graph that communicates your intended meaning well

2. Integrate the graph into the body of the proposal3. Give the graph a sequential figure number and a meaningful title4. Label each axis, and any lines, columns, bars, or pieces of the pie on the graph5. Include a key to indicate differently colored lines, shaded bars, or crosshatched areas

Much of the details that go into a systems proposal is obtained from interviewing, providing questionnaires,

sampling, discovering other hard data, and by observation.

SAD Written Report

Documents

Transcript of SAD Written Report