1 / 24

Essentials of Systems Analysis and Design

Essentials of Systems Analysis and Design. Chapter 3: Systems Planning and Selection. Identifying and Selecting Projects. Sources of projects Management and business units Managers who want to make a system more efficient Formal planning groups. 3. 2. Identifying and Selecting Projects.

arty
Télécharger la présentation

Essentials of Systems Analysis and Design

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Essentials of Systems Analysis and Design Chapter 3: Systems Planning and Selection

  2. Identifying and Selecting Projects • Sources of projects • Management and business units • Managers who want to make a system more efficient • Formal planning groups 3.2

  3. Identifying and Selecting Projects • Projects are identified by • Top management • Steering committee • User departments • Development group or senior IS staff • Top-Down Identification • Senior management or steering committee • Focus is on global needs of organization 3.3

  4. Identifying and Selecting Projects • Bottom-Up Identification • Business unit or IS group • Don’t reflect overall goals of the organization • Classify and rank development projects 3.4

  5. Identifying and Selecting Projects 3. Select development projects • Factors: • Perceived needs of the organization • Existing systems and ongoing projects • Resources available • Evaluation criteria • Current business conditions • Perspectives of the decision makers 3.5

  6. Identifying and Selecting 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 3.6

  7. 3.7

  8. 3.8

  9. Assessing Project Feasibility • Six Categories • Economic • Operational • Technical • Schedule • Legal and contractual • Political 3.9

  10. Assessing Economic Feasibility • Cost – Benefit Analysis • Determine Benefits • Tangible Benefits • Intangible Benefits • Tangible Costs • Intangible Costs 3.10

  11. Assessing Economic Feasibility • Tangible Benefits • Can be measured easily • Examples • Cost reduction and avoidance • Error reduction • Increased flexibility • Increased speed of activity • Increased management planning and control 3.11

  12. 3.12

  13. Assessing Economic Feasibility • Intangible Benefits • Cannot be measured easily • Examples • Increased employee morale • Competitive necessity • More timely information • Promotion of organizational learning and understanding 3.13

  14. Assessing Economic Feasibility • Tangible Costs • Can easily be measured in dollars • Example: Hardware • Example: Additional Personnel 3.14

  15. Assessing Economic Feasibility • Intangible Costs • Cannot be easily measured in dollars • Examples: • Loss of customer goodwill • Loss of employee morale 3.15

  16. Assessing Economic Feasibility • One-Time versus Recurring Costs • One-Time Costs -- your books classifies these as intangible; some are really tangible! • Associated with project startup, initiation and development • Includes • System Development • New hardware and software purchases • User training • Site preparation • Data or system conversion 3.16

  17. Assessing 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 • Time value of money (TVM) • The process of comparing present cash outlays to future expected returns 3.17

  18. 3.18

  19. Other Project Feasibility Concerns • Operational Feasibility • Assessment of how a proposed system solves business problems or takes advantage of opportunities • Assessment of how the proposed system will work in the organization • Do we have employees skilled in areas to guarantee success • Do we have other necessary equipment such as monitors to capture data from manufacturing or “wand readers” • Technical Feasibility • Assessment of the development organization’s ability to construct a proposed system 3.19

  20. Other Project Feasibility Concerns • Schedule Feasibility • Assessment of timeframe and project completion dates with respect to organization constraints for affecting change • Legal and Contractual Feasibility • Assessment of legal and contractual ramifications of new system • International systems: cross-borders laws and regulations 3.20

  21. Other Project Feasibility Concerns • Political Feasibility • Assessment of view of key stakeholders in organization toward proposed system 3.21

  22. Building 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 3.22

  23. 3.23

  24. Reviewing the Baseline Project Plan • Walkthrough • Peer group review • Activities • Walkthrough review form • Individuals polled • Walkthrough action list • Advantages • Assures that review occurs during project 3.24

More Related