1 Systems Analysis & Design System Proposal & Project Management IS 431: Lecture 7...
-
Upload
rodger-adams -
Category
Documents
-
view
218 -
download
1
Transcript of 1 Systems Analysis & Design System Proposal & Project Management IS 431: Lecture 7...
1
Systems Analysis & DesignSystem Proposal & Project Management
IS 431: Lecture 7
http://www.csun.edu/~dn58412/IS431/IS431_SP15.htm
CSUN Information Systems
IS 431 : Lecture 7 2
System Proposal & Project Management
Feasibility AnalysisAlternative (Candidate) System Solutions.Cost-benefit Analysis System Proposal ReportsProject Management
IS 431 : Lecture 7 3
Feasibility Analysis
• Feasibility is the measure of how beneficial or practical the development of an information system will be to an organization. • Creeping Commitment approach to feasibility proposes that feasibility should be measured throughout the life cycle.• Feasibility Analysis Checkpoints:
• Systems Analysis — Preliminary Investigation
• Systems Analysis — Problem Analysis
• Systems Design — Decision Analysis
IS 431 : Lecture 7 4
Feasibility Analysis …
Technical feasibility is a measure of the practicality of a specific technical solution and the availability of technical resources and expertise.
Operational feasibility is a measure of how well the solution will work in the organization. It is also a measure of how people feel about the system/project.
Economic feasibility is a measure of the cost-effectiveness of a project or solution.
Schedule feasibility is a measure of how reasonable the project timetable is.
IS 431 : Lecture 7 5
Cost-Benefit AnalysisCosts:Development costs are one time costs that will not recur
after the project has been completed.Operating costs are costs that tend to recur throughout the
lifetime of the system. Such costs can be classified as:– Fixed costs — occur at regular intervals but at relatively fixed rates.
– Variable costs — occur in proportion to some usage factor.
Benefits:Tangible benefits are those that can be easily quantified. Intangible benefits are those benefits believed to be
difficult or impossible to quantify.
IS 431 : Lecture 7 7
Economic FeasibilityPayback Analysis
– Payback analysis is to determine if and when an investment will pay for itself.
– Payback period is the period of time that will lapse before accrued benefits overtake accrued and continuing costs.
Net Present Value– a dollar today is worth more than a dollar one year from
now– Discount rate – a percentage that the business earns on
investing money in other projects or investments: opportunity cost
IS 431 : Lecture 7 8
Economic Feasibility …
Return-on-Investment (ROI) Analysis – a technique that compares the lifetime profitability of alternative solutions.– ROI for a solution or project is a percentage rate that
measures the relationship between the amount the business gets back from an investment and the amount invested.
– Lifetime ROI = (estimated lifetime benefits – estimated lifetime costs) / estimated lifetime costs
– Annual ROI = lifetime ROI / lifetime of the system
IS 431 : Lecture 7 11
Candidate Systems Matrix Characteristics
Portion of System ComputerizedBrief description of that portion of the system that would be computerized in this candidate.
BenefitsBrief description of the business benefits that would be realized for this candidate.
Servers and WorkstationsA description of the servers and workstations needed to support this candidate.
Software Tools NeededSoftware tools needed to design and build the candidate (e.g., database management system, emulators, operating systems, languages, etc.). Not generally applicable if applications software packages are to be purchased.
Candidate 1
COTS package from Entertainment Software Solutions would be purchased and customized to satisfy required functionality.
This solution can be implemented quickly because it’s a purchased solution.
Technically architecture dictates Pentium III, MS Windows 2000 class servers and workstations (clients).
MS Visual C++ and MS Access for customization of package to provide report writing and integration.
Candidate 2
Member Services and warehouse operations in relation to order fulfillment.
Fully supports user required business processes for SoundStage Inc. Plus more efficient interaction with member accounts.
Same as candidate 1.
MS Visual Basic 5.0System Architect 2001Internet Explorer
Candidate 3
Same as candidate 2.
Same as candidate 2.
Same as candidate 1.
MS Visual Basic 5.0System Architect 2001Internet Explorer
IS 431 : Lecture 7 12
Candidate Systems Matrix …Characteristics
Application SoftwareA description of the software to be purchased, built, accessed, or some combination of these techniques.
Method of Data ProcessingGenerally some combination of: on-line, batch, deferred batch, remote batch, and real-time.
Output Devices and ImplicationsA description of output devices that would be used, special output requirements, (e.g., network, preprinted forms, etc.), and output considerations (e.g., timing constratints)
Candidate 1
Package solution
Client/Server
(2) HP4MV department laser printers(2) HP5SI LAN laser printers
Candidate 2
Custom solution
Same as candidate 1.
(2) HP4MV department laser printers.(2) HP5SI LAN laser printers(1) PRINTRONIX bar-code printer (includes software & drivers)
Web pages must be designed to VGA resolution. All internal screens will be designed for SVGA resolution.
Candidate 3
Same as candidate 2.
Same as candidate 1.
Same as candidate 2.
IS 431 : Lecture 7 13
Candidate Systems Matrix …Characteristics
Input devices and ImplicationsA description of input methods to be used, input devices (e.g., keyboard, mouse, etc.), special input requirements (e.g., new or revised forms from which data would be input), and input considerations (e.g., timing of actual inputs).
Storage Devices and ImplicationsBrief description of what data would be stored, what data would be accessed from existing stores, what storage media would be used, how much storage capacity would be needed, and how data would be organized.
Candidate 1
Keyboard & mouse.
MS SQL Server DBMS with 1000GB arrayed capability.
Candidate 2
Apple “Quick Take” digital camera and software(15) PSC Quickscan laser bar-code scanners(1) HP Scanjet 4C Flatbed ScannerKeyboard and mouse
Same as candidate 1.
Candidate 3
Same as candidate 2.
Same as candidate 1.
IS 431 : Lecture 7 16
Project vs. Process Management
Project Management is the process of scoping, planning, staffing, organizing, directing, and controlling the development of an acceptable system at a minimum cost within a specified time frame.
Process Management is an ongoing activity that documents, manages the use of, and improves an organization’s chosen methodology (the “process”) for system development. Process management is concerned with the activities, deliverables, and quality standards to be applied to all projects.
IS 431 : Lecture 7 17
Measures of Project Success
– The resulting information system is acceptable to the customer.
– The system was delivered “on time.”
– The system was delivered “within budget.”– The system development process had a
minimal impact on ongoing business operations.
IS 431 : Lecture 7 18
Poor Expectations Management
Scope Creep – the unexpected and gradual growth of requirements during an information systems project.
Feature Creep– the uncontrolled addition of technical features to a system.
IS 431 : Lecture 7 19
Causes of Project FailureFailure to establish upper-management commitment to the projectLack of organization’s commitment to the system development
methodologyTaking shortcuts through or around the system development
methodologyPoor expectations managementPremature commitment to a fixed budget and schedulePoor estimating techniquesOveroptimismThe mythical man-month (Brooks, 1975)Inadequate people management skillsFailure to adapt to business changeInsufficient resourcesFailure to “manage to the plan”
IS 431 : Lecture 7 20
Inter-task Dependencies
Finish-to-start (FS)—The finish of one task triggers the start of another task.
Start-to-start (SS)—The start of one task triggers the start of another task.
Finish-to-finish (FF)—Two tasks must finish at the same time.
Start-to-finish (SF)—The start of one task signifies the finish of another task.
IS 431 : Lecture 7 21
Task Splitting & DelayingCritical Path – the sequence of dependent tasks that
determines the earliest possible completion date of the project.
– Tasks that are on the critical path cannot be delayed without delaying the entire project schedule. To achieve resource leveling, critical tasks can only be split.
Slack Time – the amount of delay that can be tolerated between the starting time and completion time of a task without causing a delay in the completion date of the entire project.
– Tasks that have slack time can be delayed to achieve resource leveling
IS 431 : Lecture 7 22
PERT Chart
5-3-2001 5-12-2001
5-3-2001 5-11-2001
Preliminary Investigation
5-12-2001 6-12-2001
5-12-2001 6-14-2001
Problem Analysis
5-28-2001 7-15-2001
5-30-2001 7-18-2001
Requirements Analysis
6-13-2001 7-30-2001
6-13-2001 8-3-2001
Decision Analysis
9-10-2001 12-14-2001
TBD TBD
Implementation
7-19-2001 11-13-2001
7-20-2001 In Progress
Construction
7-3-2001 9-25-2001
7-5-2001 10-9-2001
Design
5-3-2001 N/A
5-3-2001 N/A
Project Initiation
ScheduledStart
ScheduledFinish
Actual Start ActualFinish
Task
ScheduledStart
ScheduledFinish
Actual Start ActualFinish
Task
intertaskdependency
Legend
IS 431 : Lecture 7 24
Critical Path
The critical path is highlighted in red
TASK C
Fri 2/9/01 2 days
Fri 2/9/01 0 days
TASK D
Tue 2/20/01 7 days
Tue 2/20/01 0 days
TASK I
Tue 2/27/01 5 days
Tue 2/27/01 0 days
TASK E
Mon 2/19/01 6 days
Tue 2/20/01 1 day
TASK B
Wed 2/7/01 2 days
Wed 2/7/01 0 days
TASK A
Mon 2/5/01 3 days
Mon 2/5/01 0 days
TASK H
Thu 2/15/01 1 day
Tue 2/20/01 3 days
TASK F
Wed 2/14/01 3 days
Fri 2/16/01 2 days
TASK G
Fri 2/16/01 2 days
Tue 2/20/01 2 days
Duration
Slack Time
IS 431 : Lecture 7 25
Gantt Chart
Incomplete Task
Complete Task
Legend
ID
1
2
3
4
5
6
7
Preliminary investigation
Problem analysis
Requirements analysis
Decision analysis
Design
Construction
Implementation
May Jun Jul Aug Sep Oct Nov Dec
2001Task Name
Today
IS 431 : Lecture 7 27
Scheduling Strategies
Forward Scheduling – a project scheduling approach that establishes a project start date and then schedules forward from that date.
Reverse Scheduling – a project scheduling strategy that establishes a project deadline and then schedules backward from that date.