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Chapter 3Determining Feasibility and Managing Analysis and Design Activities
Systems Analysis and DesignKendall and Kendall
Fifth Edition
Kendall & Kendall Copyright © 2002 by Prentice Hall, Inc. 3-2
Major Topics
Project initiation Determining project feasibility Project scheduling Managing project activities Manage systems analysis team
members
Kendall & Kendall Copyright © 2002 by Prentice Hall, Inc. 3-3
Project Initiation
Projects are initiated for two broad reasons: Problems that lend themselves to
systems solutions Opportunities for improvement
through Upgrading systems Altering systems Installing new systems
Kendall & Kendall Copyright © 2002 by Prentice Hall, Inc. 3-4
Organizational Problems
Identify problems by Check output against performance
criteria Too many errors Work completed slowly Work done incorrectly Work done incompletely Work not done at all
Kendall & Kendall Copyright © 2002 by Prentice Hall, Inc. 3-5
Organizational Problems
Observe behavior of employees High absenteeism High job dissatisfaction High job turnover
Kendall & Kendall Copyright © 2002 by Prentice Hall, Inc. 3-6
Organizational Problems
Listen to feedback from vendors, customers, and suppliers Complaints Suggestions for improvement Loss of sales Lower sales
Kendall & Kendall Copyright © 2002 by Prentice Hall, Inc. 3-7
Project Selection
Five specific criteria for project selection Backed by management Timed appropriately for commitment of
resources It moves the business toward attainment of
its goals Practicable Important enough to be considered over
other projects
Kendall & Kendall Copyright © 2002 by Prentice Hall, Inc. 3-8
Possibilities for Improvement
Many possible objectives exist including Speeding up a process Streamlining a process Combining processes Reducing errors in input Reducing redundant storage Reducing redundant output Improving system and subsystem integration
Kendall & Kendall Copyright © 2002 by Prentice Hall, Inc. 3-9
Feasibility Impact Grid (FIG)
A feasibility impact grid (FIG) is 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
Kendall & Kendall Copyright © 2002 by Prentice Hall, Inc. 3-10
Feasibility Impact Grid (FIG)
Current or proposed systems are listed on the left
Objectives are listed on the top Red arrows indicate a positive
impact Green arrows indicate
implementation
Kendall & Kendall Copyright © 2002 by Prentice Hall, Inc. 3-11
Feasibility
A feasibility study assesses the operational, technical, and economic merits of the proposed project
There are three types of feasibility: Technical feasibility Economic feasibility Operational feasibility
Kendall & Kendall Copyright © 2002 by Prentice Hall, Inc. 3-12
Technical Feasibility
Technical feasibility assesses whether the current technical resources are sufficient for the new system
If they are not available, can they be upgraded to provide the level of technology necessary for the new system
Kendall & Kendall Copyright © 2002 by Prentice Hall, Inc. 3-13
Economic Feasibility
Economic feasibility determines whether the time and money are available to develop the system
Includes the purchase of New equipment Hardware Software
Kendall & Kendall Copyright © 2002 by Prentice Hall, Inc. 3-14
Operational Feasibility
Operational feasibility 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
Kendall & Kendall Copyright © 2002 by Prentice Hall, Inc. 3-15
Activity Planning
Activity planning includes Selecting a systems analysis team Estimating time required to complete
each task Scheduling the project
Two tools for project planning and control are Gantt charts and PERT diagrams
Kendall & Kendall Copyright © 2002 by Prentice Hall, Inc. 3-16
Estimating Time
Project is broken down into phases Further broken down into tasks or
activities Finally broken down into steps or
even smaller units Estimate time for each task or activity May use a most likely, pessimistic,
and optimistic estimates for time
Kendall & Kendall Copyright © 2002 by Prentice Hall, Inc. 3-17
Gantt Charts
Easy to construct and use Shows activities over a period of
time
Kendall & Kendall Copyright © 2002 by Prentice Hall, Inc. 3-18
Q u e s t io n n a i re s
R e a d R e p o rt s
A n a ly ze D a ta F lo w s
In tr o d u ce P r o to ty p e s
O b s e rv e R e a c t io n s
P e r fo r m C o s t /B e n e fi t
P r e p a re P r o p o s a l
P r e s e n t P ro p o s a l
C o n d u c t In te rv ie w s
1 5 10 15 20WeeksCurrent Week
Gantt Chart Example
Kendall & Kendall Copyright © 2002 by Prentice Hall, Inc. 3-19
PERT Diagram
PERT - Program Evaluation and Review Technique PERT diagrams show precedence,
activities that must be completed before the next activities may be started
Used to calculate the critical path, the longest path through the activities
This is the shortest time to complete the project
Kendall & Kendall Copyright © 2002 by Prentice Hall, Inc. 3-20
A N o n e 3C o n d u c t In te rv ie w s
B Q u e s t io n n a i re s A 4
C R e a d R e p o rt s N o n e 4D A n a ly ze D a ta F lo w s B , C 8
E In tr o d u ce P r o to typ e s B , C 5
F O b s e rv e R e a c t io n s E 3
G P e r fo r m C o s t /B e n e fi t D 3
H P r e p a re P r o p o s a l G 2
P r e s e n t P ro p o s a lI H 2
10
20
30 50 60 70 80
40
A, 3 B, 4
C, 4 D, 8 G, 3 H, 2 I, 2
E, 5 F, 3
PERT Diagram Example
Kendall & Kendall Copyright © 2002 by Prentice Hall, Inc. 3-21
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 noncritical paths
Kendall & Kendall Copyright © 2002 by Prentice Hall, Inc. 3-22
Timeboxing
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
Kendall & Kendall Copyright © 2002 by Prentice Hall, Inc. 3-23
Personal Information Manager Software
Personal information manager (PIM) software is useful for scheduling activities and includes features such as: Telephone and fax number lists To-do lists Online calendars
Kendall & Kendall Copyright © 2002 by Prentice Hall, Inc. 3-24
Team Management
Teams often have two leaders: One who leads members to accomplish
tasks One concerned with social relationships
The systems analyst must manage Team members Their activities Their time, and resources
Kendall & Kendall Copyright © 2002 by Prentice Hall, Inc. 3-25
Goal Setting
Successful projects require that reasonable productivity goals for tangible outputs and process activities be set
Goal setting helps to motivate team members
Kendall & Kendall Copyright © 2002 by Prentice Hall, Inc. 3-26
Ecommerce Project Management
Ecommerce and traditional software project management differences: The data used by ecommerce systems is
scattered across the organization Ecommerce systems need a staff with a
wide variety of skills Partnerships must be built externally and
internally well ahead of implementation Security is of utmost importance
Kendall & Kendall Copyright © 2002 by Prentice Hall, Inc. 3-27
Project Failures
Project failures may be prevented by Training Experience Learning why other projects have
failed