Chapter 3

Determining Feasibility and Managing

Analysis and Design Activities

Key Points and Objectives

  1. A systems analyst must be able to handle project initiation, determine project feasibility, project scheduling, managing activities and manage systems analysis team members.
  1. Five important criteria for project selection are that the requested project be backed by management, that it be timed appropriately for commitment of resources, that it moves the business toward attainment of its goals, that it is practicable, and that it is important enough to be considered over other projects.
  1. A feasibility study assesses the operational, technical, and economic merits of the proposed project.
  1. There are many possible objectives including:
  1. Speeding up a process
  2. Streamlining a process
  3. Combining processes
  4. Reducing errors in input
  5. Reducing redundant storage
  6. Reducing redundant output
  7. Improving integration of systems and subsystems
  1. A feasibility impact grid (FIG) is used to assess the impact of any improvements to the existing system.
  1. Technical feasibility assesses whether the current technical resources are sufficient for the new system and if not, can they be ungraded to provide the level of technology necessary for the new system.
  1. Economic feasibility determines whether the time and money are available to develop the system, including the purchase of new equipment, hardware and software.
  1. Operational feasibility determines if the human resources are available to operate the system once it has been installed.
  1. Two tools for project planning and control are Gantt charts and PERT diagrams.
  1. A Gantt chart is easy to construct and use, and shows activities over a period of time.
  1. PERT diagrams show precedence, the activities that must be completed before the next activities may be started. It is used to calculate the critical path, the longest path through the activities. This is the shortest time to complete the project.
  1. Many excellent project management software packages are available for microcomputers.
  1. Timeboxing sets an absolute due date for project delivery. The most critical features are developed first and implemented by the due date. Other features are added later.
  1. Personal information manager (PIN) software is useful for scheduling activities and includes features such as telephone and fax number lists, to-do lists and online calendars.
  1. The systems analyst must manage team members, their activities, time, and resources.
  1. Successful projects require that reasonable productivity goals for tangible outputs and process activities be set. Goal setting helps to motivate team members.
  1. Ecommerce project management has some significant differences compared to traditional software projects:
  1. The data used by ecommerce systems is scattered across the organization
  2. Ecommerce systems need a staff with a wide variety of skills
  3. Partnerships must be built externally and internally well ahead of implementation
  4. Security is of utmost importance.
  1. Project failures may be prevented by training, experience, and by learning why other projects have failed.

Consulting Opportunity 3.1 (p. 57)

The Sweetest Sound I’ve Ever Sipped

Some of the problems are:

  1. Production and subsequent shipment is based on orders placed 9-15 weeks ago. The current system is unresponsive to current demand for products.
  1. Production cannot be easily modified for exceptional conditions.
  1. The communication between the United States and England is not effective. Order processing is slow and cumbersome.
  1. There is no seasonal forecasting or trend analysis in place.

A system could be installed to perform seasonal forecasting and trend analysis, with updates to the system as long range weather forecasting data becomes available. A second system needs to be implemented that would allow the U.S. distributors to quickly place orders or emergency orders, which might have a requirement that after orders are received, they are shipped within two days. This could be done over the Internet.

Consulting Opportunity 3.2 (p. 64)

Food for Thought

Malcolm Warner's proposal, like any other systems proposal, must be assessed in three principal ways. It has to demonstrate technical, economic, and operational feasibility.

Technically, the project is feasible. The people in the system have the expertise and the system can be overhauled or updated to meet specifications. Although there may be some long-term gains for the new system, there neither is an immediate reduction in operating costs, nor is there a pressing need for it. Benefits are intangible, and appear unlikely to support the organization under these circumstances. Moreover, the costs of conducting a full systems study and other estimated costs of hardware and software do not justify the need. Therefore, it is not economically feasible.

Operational feasibility is a function of the human resources for the project. It is a projection of how the system will operate, and how the users will accept it once it is installed. Based on the information collected by Kim about the managers and systems people, resistance to the new system will probably be very high because all the users have expressed satisfaction with the existing one. People are always afraid of changes, therefore chances for the new system to be operational are slim, especially since the existing system is operating satisfactorily.

From the above discussion, it is apparent that the new project does not justify a full-blown systems study. Although it is technically feasible, it has to be economically as well as operationally feasibile to justify a major effort.

Consulting Opportunity 3.3 (p. 72)

Goal Tending

Hy would improve his approach to goal formation and presentation if he tries a contributory approach rather than directive. Members should all agree upon the goals; the goals should be difficult enough to be challenging, but attainable or achievable. If goals are too difficult, all the members will not be motivated. Fiona is a typical example. The rest of the group would likely agree with her.

Management may be pleased with a team for being able to complete a project in the most efficient time. However, in the long run, management will realize that the goals are overly optimistic and probability of achievement is low. This outcome will give the team a bad reputation, and management will not trust them with crucial projects.

HyperCase Experience 3

  1. What criteria does the Training unit use to judge the feasibility of a new project (list them)? Would you suggest any changes or modifications of these?

Hint:See the interview with John Sherman. The Client Feasibility And Requirements Statement is on his desk.

Model Solution:

  1. Must have Senior management commitment.
  2. Project must make reasonable use of MRE resources.
  3. Project must be shown to be worthwhile compared to other ways the organization could apply MRE resources.
  4. The project must use the latest educational technology available.
  1. Possible modifications to criteria:
  1. Does the Training unit have the expertise in the field of training desired by the client?
  2. Does the Training unit have the resources (time, staff, etc.) to commit to the project in order to finish the project within the desired time and cost parameters of the client?
  3. Where applicable, projects should attempt to use, or at least explore the possibility of using the latest educational tools or methodologies.
  1. Snowden Evans has suggested a proposal for a new project tracking system for the Training Unit. Briefly discuss the technical, economic, and operational feasibility of each alternative for a proposed project tracking system for the Training unit.

Model Solution:

There are two alternative solutions for the proposed project tracking system.

Solution A. Replace all the present Shiroma machines in the Training unit with COMTEX computers and develop the GEMS system using microcomputer software. Have all training personal enter data project work data into it.

Solution B. Place the GEMS system on the mainframe or the Internet and keep the Shiroma computers in the Training unit.

ANALYSIS

TECHNICAL FEASIBILITY:

There should be no major problems developing the GEMS project reporting system using COMTEX computers (Solution A), since Systems already has one; however, duplicate software would have to be written for the Shiromas or the Shiromas (a Macintosh clone) would have to be upgraded with an IBM compatible emulator. Solution B is more technically feasible since it’s reasonable to expect that it will be possible to link Training unit Shiromas to the GEMS system in Management Information Systems. The GEMS system would be implemented via the Internet or by mainframe terminal emulators. Therefore both options are technically feasible.

ECONOMIC FEASIBILITY:

Hint: See Ketchum's office. On the desk is the Computer Equipment List for the Training Unit.

The estimated cost of replacing the Shiromas with COMTEX machines is approximately $100,000, just under the budget figure suggested by Hyatt (see interview, note that this also does not include the cost of developing the GEMS system). The cost of the LAN and linking the two systems together is significantly lower, and the expected cost in dollars and man-hours of developing the GEMS system would not be so great as to be a point of contention.

In summary, Option B appears to be more economically feasible.

OPERATIONAL FEASIBILITY:

Given the survey results (Hint: see Snowden Evans office, the top file cabinet drawer), its clear that the Training staff favors an improved system for tracking projects. Its also clear from interviews that the Training staff is hostile to the idea of giving up their Shiromas (Macintosh clones). There is a strong possibility that this hostility will lead to problems in getting the Training staff to adopt and use the new system if they are forced to switch to COMTEX machines. Therefore, option B appears to be more operationally feasible.

  1. Which option would you recommend? Use evidence from the case to support your decision.

RECOMMENDATION:

Option B appears to be more economically and operationally efficient than Option A. Economic efficiency is important to Hill (he wants justification for expenditures) and Hyatt. The chances that the new system will be accepted by the Training staff appear to be much greater with option B also. Technically, it is probable that option B can be implemented without complication, and it could be argued that any small risks are outweighed by the greater economic and operational efficiencies. Therefore the recommendation is for option B.

Answers To Review Questions

  1. The five major project fundamentals are:
  1. Project initiation
  2. Determining project feasibility
  3. Scheduling of the project
  4. Managing activities
  5. Managing team members
  1. Three ways to find out about problems or opportunities are:
  1. Checking output
  2. Observing or researching employee behavior
  3. Listening to feedback from external sources
  1. The five criteria for systems project selection are:
  1. Management backing
  2. Adequate time frame
  3. Alignment with organizational goals
  4. Adequate resources on the part of the analyst and the organization
  5. The worthiness of the project.

  1. The corporate objectives that seem to be affected positively by ecommerce systems are:

aSpeeding up a process

bStreamlining a process

cCombining processes

dReducing redundant output

eImproving integration of systems

  1. A project is technically feasible if the technology is available and capable of meeting users' requests.
  1. A project is economically feasible if costs do not overshadow benefits.
  1. A project is operationally feasible if the proposed system will operate and be used once it is installed.
  1. A two-dimensional Gantt chart is more useful than a one-dimensional Gantt chart if many activities can be performed in parallel.
  1. PERT charts are useful when activities can be done in parallel rather than in sequence.
  1. Three advantages of a PERT chart over a Gantt chart are:
  1. easier identification of the order of precedence
  2. easier identification of the critical path and critical activities
  3. easier determination of slack time
  1. The critical path is the path that will cause the whole project to fall behind schedule if one day's delay is encountered on it.
  1. Timeboxing uses an absolute due date for the implement of a project. The most important features are implemented first. Other features are added after the implementation date.
  1. Functions of project scheduling software are:
  1. Store task information.
  2. Schedule start dates.
  3. Show the critical path.
  1. The functions of personal information manager (PIM) software are:
  1. Store telephone and fax numbers.
  2. Hold to-do lists.
  3. Provide calendar functions on a daily, weekly and monthly basis.
  1. Two types of team leaders are (a) task leaders and (b) socioemotional leaders.
  1. A dysfunctional team norm is a norm that hinders team progress.
  1. "Team process" is the interaction that occurs among team members.
  1. Three reasons that goal setting motivates team members are: (a) the very act of setting challenging and achievable goals and periodically measuring performance against the goal seems to motivate individuals, (b) team members know exactly what is expected of them and are afforded some autonomy in achieving the goal, and (c) the setting of goals clarifies what must be done in order to get results.
  1. The four ways that ecommerce project management differs from traditional project management are:
  1. The data used by ecommerce systems is scattered across the organization.
  2. Ecommerce systems need a staff with a wide variety of skills.
  3. Partnerships must be built externally and internally well ahead of implementation.
  4. Security is of utmost importance.
  1. The three reasons programmers cited for project failure are:
  1. Impossible or unrealistic completion dates
  2. The belief that adding more people will expedite the project
  3. Forbidding the team from seeking outside professional help for problems.

Problems

  1. Opportunity: demand for dietetic form of chocolate made with aspartame.

Problems: performance measures are not being met; too many complaints from mail-order customers.

  1. Most of the feedback is from mail-order customers. The sources are probably reliable because they are apparently getting the same feedback from a number of sources. All the problems are symptoms of a more serious problem, inefficient distribution, which leads to delays and poor quality of product.
  1. a.The mail order system may be computerized to upgrade the service and quality of chocolate. This change will also provide a database of the customers, and makes feedback easier, too.

b.It will not be feasible to market the new chocolate right away. Existing problems should be ironed out first before committing to another product line. Furthermore, the existing problems may have an undesirable impact on new sales.

  1. a.

P
Q
R
S
T
X
Y
Z

5 10 15 20 25 30 35 Days

b.It is most appropriate to use Gantt chart when planning activities that are done in sequence. The charts are useful as communication tools and for control purposes. They have the advantage of being easy to understand. The disadvantages of using a Gantt chart are that it is difficult to identify the critical path and determine slack time.

  1. The paths are:

PQRS: 31 days

PTZS: 32 days

XYZS: 34 days (critical path)

  1. a.Penny is the task leader. She leads members to accomplish tasks, while Bill is the socioemotional leader who is concerned with social relationships between group members.

b.There is an openness in the group and no tension is present. Everyone acts according to group norms.

c.Group norms can be implied or expressed. This situation portrays implicit, functional group norms.

Group Project

  1. While the results obtained from this exercise will vary for each school or university and from group to group within a class, the following is a suggested list of criteria to evaluate project management software.

General product

Price.

Product support, is it free, is there a toll-free number?

Ease of use, is the product easy to use, are icons easy to understand?

What are the hardware requirements?

Is the product a Windows or DOS product?

What is the upgrade policy when a new release of the software is issued?

What is the quality of the documentation? Is a tutorial available?

Product features

Is a tool bar available?

Can the product import or export files, such as spreadsheet or database? What types?

How many reports are available? What kind?

Can report formats be customized?

Can new report formats be created?

How many and what type of graphical outputs are available? Which graph or chart types?

Are "What if..." scenarios available? How many and how easy are they to use?

How many projects may be created?

Are there project size limitations? If so, what are the limits?

What other limits exist for the software?

What constraint formats are available, such as "Finish No Later Than” dates?

Is context sensitive help available?

How extensive is the help facility?

Central Pacific University

1.Refer to the Unstructured Diagram called Pert Chart - Data Gathering.

2.The paths are :

10-20-50-60-80-90

10-20-50-70-80-90

10-30-50-60-80-90

10-30-50-70-80-90

10-40-50-60-80-90

10-40-50-70-80-90

The critical path is: 10-20-50-60-80-90

  1. The diagram is an Unstructured Diagram named Pert - Interviewing
  1. The paths are:

10-20-30-40-70-80

10-20-30-40-80

10-20-30-40-60-80

10-20-30-50-40-70-80

10-20-30-50-40-80

10-20-30-50-40-60-80

The critical path is: 10-20-30-40-70-80

  1. The PERT chart for creating prototypes is illustrated on the next page.

1