System Planning (Overview of Feasibility) System Planning (Overview of Feasibility) - Mr. Ahmad Al-Ghoul System Analysis and Design

System PlanningSystem Planning (Overview of Feasibility)(Overview of Feasibility)

- Mr. Ahmad Al-Ghoul- Mr. Ahmad Al-Ghoul

System Analysis and System Analysis and DesignDesign

AvicennaAvicenna System Analysis and Design System Analysis and Design System Planning System Planning

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Chapter ObjectivesChapter Objectives

Discuss how to evaluate Discuss how to evaluate feasibilityfeasibility

Discuss how to Set PrioritiesDiscuss how to Set Priorities Describe Project Management Describe Project Management

Tools includes, Gantt Charts, Tools includes, Gantt Charts, and PERT Diagramand PERT Diagram


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Evaluating FeasibilityEvaluating Feasibility The first step in evaluating feasibility is to The first step in evaluating feasibility is to

identify and weed out systems requests that are identify and weed out systems requests that are not feasiblenot feasible

Even if the request is feasible, it might not be Even if the request is feasible, it might not be necessarynecessary

Systems requests that are not currently feasible Systems requests that are not currently feasible can be feasible latter due to technology can be feasible latter due to technology improvementimprovement

An initially feasible project can be rejected later.An initially feasible project can be rejected later. Feasibility analysis is an ongoing task that must Feasibility analysis is an ongoing task that must

be performed throughout the systems be performed throughout the systems development processdevelopment process


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Evaluating FeasibilityEvaluating Feasibility

Projects that meet the project Projects that meet the project selection criteria, as well as the selection criteria, as well as the feasibility criteria, should be chosen feasibility criteria, should be chosen for further study to specify priority. for further study to specify priority.


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Setting PrioritiesSetting Priorities

Factors that Affect PriorityFactors that Affect Priority Will the proposed system reduce costs? Will the proposed system reduce costs?

Where? When? How? How much?Where? When? How? How much? Will the system increase revenue for the Will the system increase revenue for the

company? Where? When? How? How company? Where? When? How? How much?much?


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Factors that Affect PriorityFactors that Affect Priority Will the systems project result in more Will the systems project result in more

information or produce better results? information or produce better results? How? Are the results measurable?How? Are the results measurable?

Will the system serve customers better?Will the system serve customers better? Will the system serve the organization Will the system serve the organization

better?better?


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Factors that Affect PriorityFactors that Affect Priority Can the project be implemented in a Can the project be implemented in a

reasonable time period? How long will the reasonable time period? How long will the results last?results last?

Are the necessary financial, human, and Are the necessary financial, human, and technical resources available? technical resources available?

Whenever possible, the analyst should Whenever possible, the analyst should evaluate a proposed project based on tangible evaluate a proposed project based on tangible costs and benefits that represent actual (or costs and benefits that represent actual (or approximate) dollar values approximate) dollar values


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Setting PrioritiesSetting Priorities Discretionary and Discretionary and

Nondiscretionary ProjectsNondiscretionary Projects Projects where management has a Projects where management has a

choice in implementing them are called choice in implementing them are called discretionary projectsdiscretionary projects

Projects where no choice exists are Projects where no choice exists are called called nondiscretionary projectsnondiscretionary projects


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Project Management ToolsProject Management Tools

Project Management ToolsProject Management Tools All IT projects, large and small, must be All IT projects, large and small, must be

managed and controlledmanaged and controlled Project management begins with a systems Project management begins with a systems

request, and continues until the project is request, and continues until the project is completed or terminatedcompleted or terminated

Two tools for project planning and Two tools for project planning and control are Gantt charts and PERT control are Gantt charts and PERT diagramsdiagrams


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Gantt ChartsGantt Charts Easy to construct and useEasy to construct and use Shows activities over a Shows activities over a

period of timeperiod of time It is a chart on which bars It is a chart on which bars

represent each task or represent each task or activityactivity

The length of each bar The length of each bar represents the relative represents the relative length of the tasklength of the task

X axes indicates time and X axes indicates time and y axes indicates a y axes indicates a description of activitiesdescription of activities

Activities can overlap part Activities can overlap part of timeof time

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

[4]


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PERT DiagramPERT Diagram PERT - Program Evaluation and Review TechniquePERT - Program Evaluation and Review Technique PERT diagram represented by a network of nodes and PERT diagram represented by a network of nodes and

arrows that are then evaluated to determine the critical arrows that are then evaluated to determine the critical activities, improve the schedule, and review progressactivities, improve the schedule, and review progress

PERT is useful when activities can be done in parallel PERT is useful when activities can be done in parallel rather than in sequencerather than in sequence

PERT diagrams show precedence, activities that must be PERT diagrams show precedence, activities that must be completed before the next activities may be startedcompleted before the next activities may be started

Used to calculate the critical path, the longest path through Used to calculate the critical path, the longest path through the activitiesthe activities

This is the shortest time to complete the projectThis is the shortest time to complete the project


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Project Management Tools [4]Project Management Tools [4] PERT Diagram ExamplePERT Diagram Example

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 f i 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


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Sequence SummarySequence Summary evaluating feasibility is to identify and weed out evaluating feasibility is to identify and weed out

systems requests that are not feasiblesystems requests that are not feasible Projects where management has a choice in Projects where management has a choice in

implementing them are called discretionary projectsimplementing them are called discretionary projects Projects where no choice exists are called Projects where no choice exists are called

nondiscretionary projectsnondiscretionary projects A project manager uses a variety of techniques to A project manager uses a variety of techniques to

monitor, control, and report project tasksmonitor, control, and report project tasks Can use graphical tools such as Gantt charts and Can use graphical tools such as Gantt charts and

PERT/CPM charts to assist in the scheduling processPERT/CPM charts to assist in the scheduling process Gantt chart is a chart on which bars represent each task or Gantt chart is a chart on which bars represent each task or

activityactivity PERT diagram represented by a network of nodes and PERT diagram represented by a network of nodes and

arrows that are then evaluated to determine the critical arrows that are then evaluated to determine the critical activities, improve the schedule, and review progressactivities, improve the schedule, and review progress


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Sequence SummarySequence Summary

In this Sequence we haveIn this Sequence we have Discussed how to evaluate feasibilityDiscussed how to evaluate feasibility Discussed how to Set PrioritiesDiscussed how to Set Priorities Described the Factors that Affect PriorityDescribed the Factors that Affect Priority Distinguished between discretionary and Distinguished between discretionary and

nondiscretionary projectsnondiscretionary projects Described Project Management Tools Described Project Management Tools

includes, Gantt Charts, and PERT includes, Gantt Charts, and PERT DiagramDiagram


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ReferenceReference

[1]System Analysis and Design, Sixth Edition (Chapter 2 )[1]System Analysis and Design, Sixth Edition (Chapter 2 ) Authors: Gary B. Shelly, Thomas J. Cashman and Harry J. Rosenblatt , Authors: Gary B. Shelly, Thomas J. Cashman and Harry J. Rosenblatt , Publisher: SHELLY CASHMAN SEWIES.Publisher: SHELLY CASHMAN SEWIES.

[2] Modern Systems Analysis and Design fourth Edition (Chapter 5 )[2] Modern Systems Analysis and Design fourth Edition (Chapter 5 ) Authors: Jeffrey A. Hoffer , Joey F. George, Joseph S. ValacichAuthors: Jeffrey A. Hoffer , Joey F. George, Joseph S. Valacich Publisher: prentice hall Publisher: prentice hall

[3] System Analysis and Design, 3[3] System Analysis and Design, 3rdrd Edition ( Chapter 2 ) Edition ( Chapter 2 ) Authors: Dennis, Wixom, & RothAuthors: Dennis, Wixom, & RothPublisher: John Wiley & sonsPublisher: John Wiley & sons

[4] SYSTEM ANALYSIS AND DESIGN, sixth edition ( [4] SYSTEM ANALYSIS AND DESIGN, sixth edition ( Chapter 3 ) Chapter 3 ) Authors: Kenneth E. Kandall and Julie E. KendallAuthors: Kenneth E. Kandall and Julie E. Kendall Publisher:Publisher: prentice hall prentice hall

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System Planning (Overview of Feasibility) System Planning (Overview of Feasibility) - Mr. Ahmad Al-Ghoul System Analysis and Design