Determining Feasibility and Managing Analysis and Design Activities

1
Chapter 3

• Determining Feasibility and Managing Analysis and
  Design Activities

2
Project Fundamentals

• Project initiation
• Determining project feasibility
• Project scheduling
• Activity planning and control
• Managing systems analysis team members

3
Identifying ProblemsWithin the Organization

• Check output against performance criteria
• Observe behavior of employees
• Listen to external feedback
• Vendors
• Customers
• Suppliers

4
Identifying Opportunities for Improvement

• Speeding up a process
• Streamlining a process
• Combining processes
• Reducing errors in input
• Reducing redundant output
• Improving integration of systems
• Improving worker satisfaction
• Improving human-computer interaction

5
Criteria for Project Selection

• Backing from management
• Commitment of time
• Alignment with organizational goals
• Practicable and feasible
• Project is worthwhile compared to others

6
Determining Feasibility

• Helps the organization attain overall objectives
• Possible to accomplish with present resources
• Technical feasibility
• Economic feasibility
• Operational feasibility

7
Activity Planning Control

• Three major activities
• Analysis
• Design
• Implementation
• Tools
• Gantt Charts
• PERT Diagrams

8
Gantt Charts

• An easy and simple way to schedule tasks
• Bars represent tasks or activities
• Length of each bar represents the relative length
  of the task

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Gantt Charts
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PERT Diagrams

• Program Evaluation and Review Technique
• A network of nodes and arrows
• arrows --gt activities
• nodes --gt events
• Use to determine the critical path and slack time

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PERT Diagrams
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Managing Analysis and Design Activities

• Communicating with team members
• Setting project productivity goals
• Motivating project team members
• Avoiding project failures