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Chapter 3 Systems Analysis and Design Instructor ’s Manual 3-1
Chapter 3
Project Management
Key Points and Objectives
1. A system
systemss aanal
nalyst
yst must
must be able
able to handl
handlee proje
project
ct iinit
nitiat
iation
ion;; ev
evalu
aluate
ate hardwa
hardware
re and
and sof
softwa
tware;
re;
determine project feasibility; manage a project by preparing a budget, creating a work breakdown
structure, scheduling activities, and controlling the schedule and costs; manage systems analysis
team members; and write the systems proposal.
2. The an
analyst sh
should de
define th
the pr
problem.
3. Is
Issu
sues
es are
are maj
major
or pa
part
rtss of
of tthe
he pr
prob
oble
lem
m and
and are
are id
iden
enti
tifi
fied
ed by
by::
A. An issu
issue,
e, top
topic,
ic, or tthem
hemee that
that iiss re
repea
peated
ted sev
severa
erall times
times,, so
somet
metime
imess by differ
different
ent peo
people
ple in
several interviews.
B. Us
User
erss may
may comm
commun unic icat
atee us
usiningg th
thee same
same me
meta
taph
phorors.
s.
C. Users spspeaking aatt lleength on a topic.
D. Us
User
erss may
may say
say ssom
omet ethi
hing
ng li like
ke “Th
“This is a maj
major
or prob
proble lem.
m.””
E. User
Userss may
may show
show imp
impor orta
tanc
ncee by b bod
odyy la
lang
ngua
uage
ge o
orr ma
may y sp
spea
eakk emph
emphatatic
ical
ally
ly o
on
n an iiss
ssue
ue..
F. The
The ppro
robl
blem
em ma
mayyb bee the
the fifirs
rstt tthi
hing
ng ment
mentioione
ned
dbbyy the
the user
user..
4. Iss
Issue
uess are
are match
matched
ed b
by
y obje
objecti
ctives
ves,, along
along wit
with
h a weigh
weightt that
that ind
indica
icates
tes the
the im
impor
portan
tance
ce o
off ea
each
ch
objective.
5. Ea
Each
ch re
requ
quir
ireme
ement
nt may
may b
bee use
used
d tto
o cre
creat
atee a pr
prel
elim
imin
inar
ary
y ttes
estt pla
plan.
n.
6. Fi
Five
ve impo
import
rtan
antt cri
crite
teri
riaa for
for proj
projec
ectt sel
selec
ecti
tion
on are:
are:
A. The
The req
reque
uest
sted
ed pr
proj
ojec
ectt be ba
back
cked
ed by mana
manage
geme
ment nt..
B. It is ti
time
med
d aapp
ppro
ropr
pria
iate
tely
ly fo
forr comm
commititme
ment
nt of reso
resour
urceces. s.
C. It move
movess tthe
he bu
busi
sine
ness
ss to
towa
wardrd atta
attain
inme
ment
nt of it
itss goa
goalsls..
D
E.. IItt iiss praport
im ctirtan
impo cant
abtleen
. ough
enou gh to be co
cons
nsid
ider
ered
ed over
over othe
otherr pro
proje
ject
cts.
s.
7. A feasib
feasibili
ility
ty stud
study
y asse
assesse
ssess tthe
he oper
operati
ationa
onal,
l, tech
techni
nical
cal,, and
and econo
economic
mic mer
merits
its of tthe
he pro
propos
posed
ed
project.
8. There
here ar
aree m
man
any
y po
possib
ssible
le obj
bjeectiv
ctives
es includ
cludin
ing
g:
A. Speeding up a process
B. Streamlining a process
C. Combining pr processes
D. Reducing errors in input
E. Reducing rreedundant ssttorage
F. Reducing redundant output
G. Im
Impr
prov
ovin
ing
g int
integ
egra
rati
tion
on of sy
syst
stem
emss aand
nd su
subs
bsys
yste
tems
ms
Copyright © 2014 Pearson Education, Inc.

Chapter 3 Project Management 3-2
9. Technic
echnical
al fe
feasi
asibil
bility
ity assess
assesses
es w
whet
hether
her tthe
he curr
current
ent tech
techni
nical
cal rreso
esourc
urces
es aare
re su
suffi
fficie
cient
nt for
for tthe
he n
new
ew
system and if not, can they be upgraded to provide the level of technology necessary for the new
system.
10. Eco
Econom
nomic
ic fea
feasib
sibili
ility
ty deter
determin
mines
es wheth
whether
er th
thee time
time and mo
money
ney are
are availa
available
ble to
to dev
develo
elop
p the ssyst
ystem,
em,
including the purchase of new equipment, hardware, and software.
11. Ope
Operat
ration
ional
al feasi
feasibil
bility
ity d
dete
etermi
rmines
nes iiff the human
human resou
resource
rcess are av
avail
ailabl
ablee to ope
operat
ratee the sy
syst
stem
em onc
oncee
it has been installed.
12. The aana

nalys
lystt needs
needs tto
o deter
determin
minee hardwa
hardware
re and
and softw
software
are n
need
eedss us
using
ing tthe
he ffoll
ollowi
owing
ng sstep
teps:
s:
A. In
Inve
vennto
tory
ry comp
comput uterer ha
hard
rdwa
warere curr
curren
entl
tly
y aava
vail
ilab
able
le
B. Esti
Estima
mate
te curr
curren
entt and
and fufutu
ture
re sysyst
stem
em wo
workrklo
load
adss
C. Ev
Eval
alua
uate
te avai
availa
labl
blee h
har
ard
dwa
warre anand sof
softw
twararee
D. Choose to use cloud services
E. Choose the vendor
F. Acquire the ccoomputer eq equipment
G. Choo
Choosese to crea
create
te so
soft
ftwa
ware
re,, u
use
se COTS
COTS so soft
ftwa
ware
re or use
use S
Saa
aaS
S pro
provi
vide
der
r
13
13.. Th
Thee anal
analys
ystt shou
should
ld inv
inven
ento
tory
ry comp
comput
uter
er hard
hardwa
ware
re,, inc
inclu
ludi
ding
ng tthe
he::
A. Type of equipment
B. Operation status of the eq equipment
C. Estimated aagge of
of eq
equipment
D. Projected life of equipment
E. Physical llo
ocation ooff eeq
quipment
F. De
Depa
part
rtme
mentnt or pe
pers
rson
on resp
respononsi
sibl
blee fo
forr equi
equipm
pmen
entt
G. Fina
Finan
ncial
cial arra
arran
ngem
gement
ent foforr equ
equip
ipme
ment nt
14. Eva
Evalua
luate
te tthe
he p
perf
erform
ormanc
ancee of di
diffe
fferen
rentt syste
systems
ms h
hard
ardwar
waree in
inclu
cludin
ding
g th
thee fo
follo
llowin
wing
g
A. Time
ime rreq
equ
uir
ired
ed fo
forr ave
avera
rage
ge tran
ransact
sactio
ions
ns
B. Total vvo
olume capacity o off tth
he sy
system
C. Idle time of the CPU or network
D. Size of memory provided

15. Com
Compan
panies
ies may p
purc
urchas
hasee th
their
eir own comput
computer
er or
or rent
rent space
space iin
n the
the clo
cloud
ud u
usi
sing
ng clou
cloud
d se
servi
rvices
ces..
16
16.. Some
Some of th
thee cclo
loud
ud serv
servic
ices
es avai
availa
labl
blee aare
re::
A. Web hosting
B. Email hosting
C. Application h
ho
osting
D. Backup
E. Storage an
and p
prrocessing of
of da
databases
F. Archiving
G. Ecommerce
17
17.. Thre
Threee mai
main
n ccat
ateg
egor
orie
iess of
of clo
cloud
ud comp
compu
uti
ting
ng are:
are:

A. Software as a Service (SaaS)

B. In
Inffrastru
ruccture as a Service (IaaS)
C. Platform as a Service (PaaS)
18. Dec
Decisi
isions
ons on
on cloud
cloud compu
computin
ting
g can first
first b
bee addres
addressed
sed on
on a stra
strateg
tegic
ic le
level
vel.. Busi
Busines
nesss should
should ffocu
ocuss
on:
A. De
Defi
fine
ne a hi
high
gh-l
-lev
evel
el bus
busin
ines
esss ca
case
se ttha
hatt fo
focu
cuse
sess on high
high-l
-lev
evel
el b
ben
enef
efit
itss
B. Define core requirements
C. De
Defi
fin
ne cco
ore tech
echnolo
nologgies
ies fo
for tthe
he ente
enterp
rprrise
ise
19. BYO
BYODD is brin
bring
g your
your o
own
wn devi
device
ce an
and
d BY
BYOT
OT is bri
bring
ng your
your own tec
techno
hnolog
logy.
y. Em
Emplo
ployee
yeess use
use the
their
ir
own device access corporate networks, data, and services remotely.
20. Ana
Analys
lysts
ts may
may need
need to
to we
weigh
igh the opt
option
ionss for
for bu
build
ilding
ing cus
custom
tom sof
softwa
tware,
re, purc
purcha
hasin
sing
g COTS
COTS
(commercial off-the-shelf) software, or using Software as a Service (SaaS).
21. Sys
System
temss ana
analys
lysts
ts may fore
forecas
castt cos
costs
ts and
and benefi
benefits
ts of a prosp
prospect
ective
ive syst
system
em throug
throughh ana
analys
lysis
is of time
time
series data including linear trend, seasonal trend, and cyclical trend, and estimation of trends
using graphical judgment, the method of least squares, and the moving average method.
22. Syste
Systems
ms aanalys
nalysts
ts shou
should
ld take tang
tangible
ible cost
costs,
s, intangibl
intangiblee costs,
costs, tang
tangible
ible bene
benefits,
fits, and inta
intangib
ngible
le
benefits into consideration
consideration to identify
identify cost and benefits of
of a prospective system.
23. To select
select the
the best
best alte
alterna
rnativ
tive,
e, syste
systems
ms an
analy
alysts
sts should
should ccomp
ompare
are ccost
ostss and bene
benefit
fitss of th
thee
prospective alternatives.
alternatives. Break-even analysis,
analysis, payback, cash-flow analys
analysis,
is, and present value
method are the most popular techniques for this purpose.
24. To select
select the
the bes
bestt met
method
hod ffor
or compa
comparin
ring
g altern
alternati
ative
ves,
s, system
systemss ana
analy
lysts
sts may
may re
refer
fer to tthe
he fol
follow
lowing
ing
guidelines:
A. Use break-
break-eve
even
n an
analy
alysis
sis if tthe
he proj
project
ect needs
needs to be
be ju
justi
stifie
fied
d in terms
terms o
off co
cost
st,, no
nott be
benef
nefits
its..
B. Use paybac
paybackkwwhen
hen th
thee impr
improveovedd tang
tangib
ible
le bene
benefit
fitss form
form a cconv
onvinc
incing
ing argum
argumentent for the
proposed system.
C.
D. Use
Usee cash-f
Us cas
p
preh-flo
rese low
sent
nt w lue
va analy
anealysis
valu sisnwhen
whe
when whe
the npa
the th
the
e ack
payb pro
projec
ybac k ject
tiod
per isdexpens
perio exp
is lensive
is lon ive,, rel
ong.
g. relati
ative
ve to
to th
thee si
size
ze o
off th
thee co
compa
mpany
ny..
25. Oft
Often
en a pr
proje
oject
ct ne
needs
eds tto
o be broke
broken
n down
down into
into small
smaller
er tasks
tasks or
or act
activ
iviti
ities
es wh
which
ich ttoge
ogethe
therr mak
makee up a
work breakdown structure (WBS).
26
26.. Wor
ork
kbbre
reak
akdo
down
wn stru
struct
ctur
uree p
pro
rope
pert
rtie
iess are
are::
A. Each
Each ttask
ask or acti
activit
vity
y ccon
ontai
tains
ns one deliv
delivera
erabl
ble,
e, o
orr tang
tangibl
iblee o
outc
utcome
ome,, from
from the
the aacti
ctivit
vity
y
B. Ea
Each
ch task
task can
can bbee ass
assig
igne
ned
d tto
o a sing
single
le in
indi
divi
vidu
dual
al or a sin
singl
glee g
gro
roup
up
C. Ea
Each
ch ttas
ask
k ha
hass a resp
respon
onsi
sibl
blee pe
pers
rson
on mmon
onit
itor
orin
ingg and
and cocont
ntro
roll
llin
ing
g pe
perf
rfor
orman
mance
ce
27. Developing a WBS, eeiither
A. Decomp
Decompos ositi
ition
on,, start
starting
ing with
with llar
arge
ge idea
ideas,
s, tthen
hen bre
breaki
aking
ng the
them
m do
down
wn into
into ma
manag
nageab
eable
le
activities

B. Pro
Produ
duct
ct o
ori
rien
ente
ted,
d, bui
build
ldin
ing
g a web
websi site
te can
can be
be bro
broke
kennddow
ownn in
into
to ma
many
ny par
parts
ts
C. Pro
Proce
cess
ss-o
-ori
rien
ente
ted,
d, em
emph
phas
asiz
izes
es th
thee im
impoport
rtan
ance
ce of ea
each
ch phas
phasee
28. Time E
Esstima
mattion Te
Techniques
A. Relying on experience
B. Using analogies
C. Using th
three-point eesstimation
D. Identifying fu
function p po
oints
E. Using ti
time es
estimation so software
29. Fun
Functi
ction
on poin
pointt analys
analysis
is takes
takes tthe
he five
five ma
main
in compo
componen
nents
ts of
of a com
comput
puter
er sy
syste
stem
m and rrate
atess them
them in
terms of complexity:
A. External inputs
B. External outputs
C. External queries
D. Internal llo
ogical ffiiles
E. External interface files
30. Two tool

toolss for
for projec
projectt plann
planning
ing and con
contro
troll are Gantt
Gantt char
charts
ts an
and
d PER
PERT di
diagr
agrams
ams..
31. AG
Gant
anttt ch
chart
art is easy
easy tto
o const
construc
ructt and
and us
use,
e, an
and
d sh
show
owss act
activi
ivitie
tiess ov
over
er a p
peri
eriod
od o
off time.
time.
32. PER
PERT T dia
diagra
grams
ms show
show preced
precedenc
ence,
e, the aacti
ctivi
vitie
tiess that
that must
must be com
comple
pleted
ted bbefo
efore
re th
thee nex
nextt activi
activitie
tiess
may be started. It is used to calculate the critical path, the longest path through the activities. This
is the shortest time to complete the project.
33. Usi
sin
ng a work
work break
reakd
dow
own
n str
struc
uctu
ture
re::
A. Es
Esti
tima
mate
te co
cost
stss ffor
or each
each acti
activi
vity
ty in th
thee wor
workk bre
break
akdo
down
wn stru
struct
ctur
uree
B. Prep
Prepare
are a b
budg
udget et for the pro
projec
jectt and
and hhave
ave it app
approv
roved
ed by the organ
organiza
izatio
tion
n or
or cl
clien
ientt
C. Mana
Managege and
and con
contr trol
ol th
thee cos
costs
ts th
thro
roug
ughohout
ut the
the pro
proje
ject
ct
34. Appro
pproac
ache
hess to cos
cost esti
estima
mattio
ion
n:
A. Basi
Basing
ng eest
stim
imat
ates
es o
on
n simi
simila
larr proj
projec
ects
ts,, al
also
so ccal
alle
led
d the
the to
top-
p-do
down
wn aapp
ppro
roac
ach
h
B. Building bo
bottom-up esestimates
C. Using pa
parametric m moodeling
35. Pro
Projec
jectt risk
risk may be
be preven
prevented
ted by
by train
training
ing,, experi
experienc
ence,
e, and
and by le
learn
arning
ing w
why
hy ot
other
her p
proj
roject
ectss have
have
failed.
36. A ffis
ishbo
hbone
ne di
diagr
agram
am syste
systemat
matica
ically
lly list
listss all
all of th
thee possi
possible
ble p
prob
roblem
lemss that
that can occu
occurr.
37. Spe
Speedi
eding
ng u
up
p a pro
proces
cesss is ccall
alled
ed exped
expediti
iting.
ng. Expe
Expedit
diting
ing ccan
an he
help
lp reduc
reducee the time
time it
it tak
takes
es to
complete an entire project but the expedited activities have to be on the critical path.
38. Ear
Earned
ned valu
valuee man
manage
agemen
mentt (EVM)
(EVM) is a ttech
echniq
nique
ue used
used to help
help d
dete
etermin
rminee pro
progre
gress
ss (o
(orr set
setbac
backs)
ks) on
on
a project. It involves:

A. The project cost

B. The project schedule
C. The p
peerformance of
of tth
he pr
project team
39
39.. Th
Thee fou
fourr key
key me
meas
asur
ures
es in earn
earned
ed valu
valuee m
man
anag
ageme
ement
nt are:
are:
A. Budget aatt cco

ompletion (B (BAC) is the total budget for the project.
B. Plan
Planne
ned
d va
valu luee (P
(PV)
V) is
is the
the valu
valuee of the
the wor
work
k that
that iiss to be ccom
ompl
plet
eted
ed on
on th
thee pr
proj
ojec
ect.
t.
C. Ac
Actu
tual
al Cos
Costt (AC)
(AC) is
is the
the tota
totall in
incu
curr
rred
ed in
in co
comp
mple
leti
ting
ng the
the w
wor
ork
k on the
the pr
proj
ojec
ect.
t.
D. Ea
Earn
rned
ed v
val
alue
ue (EV
(EV)) is an
an esti
estimat
matee of tthe
he v
val
alue
ue of
of th
thee wo
work
rk p
per
erfo
form
rmed
ed tthu
huss fa
farr.
40
40.. A pr
proj
ojec
ectt mana
manage
gerr nee
needs
ds to un
unde
ders
rsta
tand
nd::
A. How to
to de
determine what iiss needed
B. How to initiate a project
C. How to
to de
develop a problem d deefi
fin
nition
D. Ho
How
w tto
o exa
exami
mine
ne feas
feasib
ibil
ilit
ity
yooff com
complplet
etin
ing
g tthe
he proj
projec
ectt
E. How to reduce risk
F.
G. How
How tto
How to
to
o hir
id
idire,
h ee,
ntimana
fy nage
ma an
ange,
d ma
m and
nagmoti
, aand e ac
moativa
cvate
tivte
itiot
esherr ttea
othe eam
m mem
membe
bers
rs
41. Pro
Projec
jectt manage
managers
rs ne
need
ed to b
brea
reak
k com
comple
plex
x pro
projec
jects
ts down
down in
into
to sm
small
aller
er proje
projects
cts tto
o inc
increa
rease
se th
their
eir
probability of success.
success.
42. Approj
roject
ect team
team shou
should
ld co
consi
nsist
st of high
high qual
quality
ity tteam
eam memb
members
ers with
with a vari
variety
ety o
off ski
skills
lls n
nece
ecessa
ssary
ry to
complete the project.
43. The ssyst

ystems
ems anal
analys
ystt mus
mustt man
manage
age tea
team
m member
members,
s, tthei
heirr act
activi
ivitie
ties,
s, time,
time, and
and rreso
esourc
urces.
es.
44. Suc
Succes
cessfu
sfull proj
project
ectss require
require that
that reason
reasonab
able
le pro
produc
ductiv
tivity
ity goal
goalss for tan
tangib
gible
le ou
outpu
tputs
ts and p
proc
rocess
ess
activities be set. Goal setting helps to motivate team members.
45. Eco
Ecomme
mmerce
software rce pro
projec
jectt manage
projects: managemen
mentt has some
some sign
signifi
ifican
cantt dif
differ
ferenc
ences
es compa
compared
red to
to tra
tradit
dition
ional
al
A. Th
Thee da
data
ta uuse
sedd by eeco
comme
mmerc rcee sy
syst
stem
emss is ssca
catt
tter
ered
ed aacr
cros
osss th
thee or
orga
gani
niza
zati
tion
on..
B. Ec
Ecom
ommemercrcee ssys
yste
tems
ms need
need a ssta taff
ff with
with a w
wididee va
vari
riet
ety
y of skil
skills
ls..
C. Part
Partner
nershi
ships
ps mus
mustt b
bee buil
builtt eexte
xterna
rnally
lly and inter
internal
nally
ly wel
welll ahead
ahead of imp
implem
lemenentat
tation
ion..
D. Security is ofof ut
utmo
mosst iim
mportartance.
46. The p
proj
roject
ect cha
charte
rterr is a wr
writt
itten
en narra
narrativ
tivee that
that is a co
contr
ntract
act b
betw
etween
een the
the ch
chief
ief anal
analys
ystt or pr
proj
oject
ect
manager, and the analysis team, the users. It clarifies the following questions:
questions:
A. What
What do
does
es the
the u
user
ser expect
expect of the pro
projec
ject,
t, the
the o
obje
bjecti
ctives
ves,, an
and
d what
what wil
willl the
the syste
system
m do to
achieve the objectives?
B. What
What is th
thee sco
scope
pe or bo
boun
unda
dari
ries
es of th
thee pr
proj
ojec
ect?
t?
C. Wha
Whatt an
analy
alysis
sis method
methodss w
will
ill the ana
analys
lystt use
use tto
o in
inter
teract
act wi
with
th user
userss iin
nggath
atheri
ering
ng dat
data,
a,
developing, and testing the system?

D. Who are the key partic

participa
ipants
nts and how muchmuch time
time are use
users rs wil
willin
ling
g and
and ab
able
le tto
o commi
committ to
participating?
E. What are the project deliverables?
F. Wh
Who o wil
willl eeva
valu
luat
atee tthe
he sy
syst
stem
em and
and how
how wiwill
ll they
they ev
eval
alua
uatete it
it??
G. What
What is the estima
estimated
ted pro
projec
jectt ti
timel
meline
ine?? Ho
How
wo ofte
ften
n aare
re tthe
he proj
project
ect milest
mileston
ones
es rrepo
eporte
rted?
d?
H. Who will train the users?
I. Who will maintain the system?
47. Whe
Whenn pre
prepar
paring
ing a syst
systems
ems prop
proposa
osal,
l, sy
syste
stems
ms an
analy
alyst
stss sho
should
uld aarran
rrange
ge th
thee fol
follow
lowing
ing iitem
temss in
order:
A. Cover letter
B. Title page of project
C. Table of contents
D. Exec
Execututiv
ivee sum
summa maryry (i(inc
nclu
ludi
ding
ng reco
recommmmen endadati
tion
on))
E. Ou
Outl
tlin
inee of sys
systetems
ms stustudy
dy wwit
ith
h appr
appropopri
riat
atee docu
docume
ment ntat
atio
ion
n
F. Detailed reresults o off tth
he ssy
ystems ssttudy
G. Syst
System
emss alte
altern
rnatativ
ives
es (t(thr
hree
ee or fo
four
ur poss
possib
iblele solu
soluti
tion
ons)
s)
H. Sy
Syst
stem
emss anal
analy ysts’
ts’ reco
recomm mmenenda
dattio
ions
ns
I. Summary
J. Ap
Appe
pend
ndicices
es ((as
asso
sort
rted
ed ddoc
ocum
umenenta
tati
tion
on,, summa
summary ry of
of ph
phas
ases
es,, co
corr
rres
espo
pond
nden
ence
ce,, et
etc.
c.))
48
48.. Some
Some g
gui
uide
deli
line
ness tto
o use
use tabl
tables
es eff
effec
ecti
tive
vely
ly are:
are:
A. In
Inte
tegr
grat
atee tthe
he tabl
tablee iint
nto
o the
the bo
bodydy of th
thee pro
propo
posasal.
l.
B. Try to fi
fitt tthe
he en
entitire
re tabl
tablee ver
verti
tica
call
llyyoon
n a sing
single
le pag
pagee if
if pos
possi
sibl
ble.
e.
C. Nu
Numb
mberer and
and ttititle
le the
the ttab
able
le at
at the
the top
top of tthe
he pag
page.
e. Ma
Makeke the
the ttit
itle
le des
descr
crip
ipti
tive
ve aand
nd
meaningful.
D. Label each row and column.
E. Use a boxed table if room permi mitts.
F. Use a foo
footno
tnotete if necess
necessaryary to explai
explainnd deta
etaile
iled
d info
informa
rmatio
tion
n ccont
ontain
ained
ed in the
the tabl
table.
e.
49
49.. Some
Some g
gui
uide
deli
line
ness tto
o use
use gr
grap
aphs
hs effe
effect
ctiv
ivel
ely
y aare
re::
A. Choo
Choose
se a sty
style
le th
that
at co
comm
mmun
unic
icat
ates
es yo
your
ur in
inte
tend
nded
ed me
mean
anin
ing
gwwel
ell.
l.
B.
C. In
Inte
tegr
vegrat
Give
Gi ate
hee gr
tthe tthe
he
grap gr
grap
h aph
aph h quen
int
into
a sequ
se o the
ttial
enti he
al bo
body
fi dyreofnu
figu
gure th
the
e pro
numb per
mber ropo
posa
and
an dsal.
al.mean
meaniningf
gful
ul ti
titl
tle.
e.
D. Lab
Labelel each
each aaxis
xis,, and
and any li lines
nes,, co
colum
lumnsns,, ba
bars,
rs, and piepieces
ces of the
the p pie
ie on the gra
graph
ph..
E. Inc
Includ
ludee a keykey tto
o in
indic
dicate
ate differ
different
ently
ly colore
colored d line
lines,s, sshad
haded
ed bar
bars,
s, oorr cr
cross
osshat
hatche
chedd areas
areas..
Consulting Opportunity 3.1 (p. 50)

The Sweetest Sound I’ve Ever Sipped
Some of the problems are:
1. Pro
Produc
ductio
tionn and
and subs
subsequ
equent
ent shi
shipme
pmentnt is base
based
doon
n orde
orders
rs plac
placed
ed 9 to 15 w
week
eekss aago.
go. The cur
curren
rentt
system is unresponsive to current demand for products.
2. Prod
Produc
ucti
tion
on cann
cannot
ot be easi
easily
ly mo
modi
difi
fied
ed fo
forr eexc
xcep
epti
tion
onal
al cond
condit
itio
ions
ns..

3. The commun
communica
icatio
tion
n betw
between
een th
thee Unite
United
d State
Statess and
and Engl
England
and is not effec
effectiv
tive.
e. Orde
Orderr proc
process
essing
ing is
slow and cumbersome.
4. Ther
Theree is no sea
seaso
sona
nall fore
foreca
cast
stin
ing
goorr tren
trend
d ana
analy
lysi
siss iin
n pla
place
ce..
A system could be installed to perform seasonal forecasting and trend analysis, with updates to the system
as long-range weather forecasting data becomes available. A second
second system needs to be implemented that
would allow the U.S. distributors to quickly place orders or emergency orders, which might have a
requirement that, after orders are received, they are shipped within two days. This could be done over the
Internet.

Veni, Vidi, Vendi
or I Came, I Saw, I Sold
Vendor Advantages
Data Coliseum Brochure

Good Sales Pitch
Vesta System Ease of Use
Free On-Site Training
Mars, Inc. Screen Design

Functional Software
Ease of use
Price
Jupiter Unlimited Documentation
Functional Software
There is an apparent bias in Roman’s

Roman’s software and vendor evaluation. That is, he is putting too
much emphasis on the ease of use, value of sales pitches, advertising brochures, and quality of
documentation even though there are more important criteria for the software and vendor
evaluation such as performance effectiveness, performance efficiency,
efficiency, flexibility
flexibility,, and
maintenance support.
The further information that is required from each company and its software:
A. The perfor
performan mance
ce eff
effect
ective
ivenes
ness.
s. D
Does
oes the sof
softwa
tware
re perfo
performrm aall
ll the req
requir
uired
ed ttask
asks?
s? Are
display screens well designed? Does the software have adequate capacity?
B. The perfor
performan mance
ce eff
effici
icienc
encyy. Do
Doeses the sof
softwa
tware
re have
have a fa fast
st res
respon
ponse
se tim
time?
e? Doe
Doess iitt ha
have
ve
efficient input, output, storage, and backup?
C. Eas
Easee of use.
use. Is tthe
he user
user interf
interface
ace satisf
satisfact
actory
ory?? Are there
there h help
elp men
menusus and
and file
filess co
cont
ntain
aining
ing
last minute changes? Is the interface flexible? Is there adequate feedback? Is there good
error recovery?
D. Fle
Flexib
xibili
ility
ty.. Are
Are ther
theree optio
options
ns for
for iinpu
nputt and
and ou
outpu
tput?
t? IIss the
the so
softw
ftware
are usa
usable
ble wit
with h other
other
software?
E. Qua
Qualit
lity
y of
of docu
documen
mentat
tation
ion.. Does
Does the doc
docume
umentntati
ation
on havhavee good
good organ
organiza
izatio
tion?
n? IsIs ther
theree an

online tutorial? Is there website support with FAQs,

FAQs, a forum, and so on.
F. Man
Manufa
ufactu
cturer
rer suppo
support.
rt. Is ther
theree a tec
techni
hnical
cal suppo
support
rt h
hotl
otline
ine?? Is the
there
re a newsle
newslette
tterr or ema
email
il
newsletter? Does the website have downloadable product updates?

We’ree off to See the Wizards
We’r
The analysis of Elphaba and Glinda’s software requirements is summarized below.

below.
Creating custom software
Pros
Software that is particular for their business.
Cons
They would have to hire a development team since they do not know how to develop systems.
The cost would be significantly higher.
Purchasing a COTS package
Pros of using QuickBooks Pro

The software is customizable.
It is easy to use.
There may be a version of the software for their industry group.
Cons of using QuickBooks Pro

They would have to enter all the data, including codes that are already used by suppliers.
They would have to learn how to use the software.
They would have to learn how to customize the software.
Outsourcing to Lawn Wizards
Pros of using Lawn Wizards

The software is well-tested and developed.
The codes used by the software are recognized by suppliers.
The software is specific for the industry.
Cons of using Lawn Wizards

The Lawn Wizards’ end user license agreement states that Lawn Wizards owns the data. This is a
loss of control, and this could hurt Emerald City Beautyscapes. If Lawn Wizard
Wizardss decided to
contact Emerald City Beautyscapes customers, it could mean a loss of business.
If Lawn Wizards got busy, Emerald City Beautyscapes may not get timely service.
The recommendation that seems best is to use QuickBooks Pro and maintain control of their data. If
Lawn Wizards
Wizards was only a software company, it would seem a better choice, but they are also a business
competitor.


Food for Thought
Malcolm Warner’s
Warner’s proposal, like any other systems proposal, must be assessed in three principal ways. It
has to demonstrate technical, economic, and operational feasibility
feasibility..
Technically
echnically,, the project is feasible. The people in the system have the expertise and the system can be
overhauled or updated to meet specifications. Although
Although there may be some long-term gains for the new
system, there neither is an immediate reduction in operating costs, nor is there a pressing need for it.
Benefits are intangible, and appear unlikely to support the organization under these circumstances.
Moreover, the costs of conducting a full systems study and other estimated costs of hardware and
software do not justify the need. Therefore, it is not economically feasible.
Operational feasibility
feasibility is a function of the human resources for the project. It is a projection of how the
system will operate, and how the users will accept it once it is installed. Based on the information
collected by Kim about the managers and systems people, resistance to the new system will probably be
very high because all the users have expressed satisfaction with the existing one. People are always afraid
of changes, therefore chances for the new system to be operational are slim, especially because the
existing system is operating satisfactorily.
satisfactorily.
From the above discussion, it is apparent that the new project does not justify a full-blown systems study
study..
Although it is technically feasible, it has to be economically as well as operationally feasible to justify a
major effort.

Goal Tending
Hy would improve his approach to goal formation and presentation if he tries a contributory approach
rather than directive. Members should all agree upon the goals; the goals should be difficult enough to be
challenging, but attainable or achievable. If goals are too difficult, all the members will not be motivated.
Fiona is a typical example. The rest of the group would likely agree with her.
Management may be pleased with a team for being able to complete a project in the most efficient time.
However,, in the long run, management will realize that the goals are overly optimistic and the probability
However
of achievement is low.
low. This outcome will give the team a bad reputation, and management will not trust
them with crucial projects.
HyperCase Experience 3.1

1. Wha
Whatt crite
criteria
ria do
does
es the
the T
Trai
rainin
ning
g unit
unit u
use
se to
to ju
judge
dge the fea
feasib
sibili
ility
ty of
of a n
new
ew p
prroje
oject
ct ((lis
listt them)
them)?
?
Would you suggest any changes or modifications of these?
Hint::
Hint See the iinterv
nterview
iew wi
with
th John
John Sherman.
Sherman. The
The Client
Client Feasi
Feasibilit
bility
y and Req
Requirem
uirements
ents St
Stateme
atement
nt
is on his desk.

Model Solution:
A. Mu
Mustst hav
have sen
seniior manag
anagememen entt ccom
ommi
mitm
tmenent.
t.
B. Proj
Projec
ectt m
mus
ustt mak
makee rea
reasosona
nablblee u
use
se of MRE
MRE res resou
ourc
rces
es..
C. Pro
Projec
jectt must
must be sho
shown
wn to be wortworthwhwhil
hilee compa
compared
red to oothe
therr wa
ways
ys the organ
organiza
izatio
tion
n could
could
apply MRE resources.
D. Th
Thee pr
proj
ojec
ectt mu
mustst us
usee the
the llat
ates
estt ed
educ
ucat
atio
iona
nall tec
techn
hnol
olog
ogy y aava
vail
ilab
able
le..
2. List any
changes or modifications to these criteria that you would recommend.
Possible modifications to criteria:
A. Doe
Doess the
the Trai
Trainin
ningg unit
unit have
have ththee exper
expertis
tisee in the
the fi
field
eld of ttrai
rainin
ning
g de
desir
sired
ed b
byy th
thee cl
clien
ient?
t?
B. Doe
Doess tthe
he Train
Training
ing unit
unit have
have tthe
he rreso
esourc
urces
es (tim
(time,
e, sstaf
taff,
f, eetc.
tc.)) to com
commit
mit to the
the proj
project
ect in
order to finish the project within the desired time and cost parameters of the client?
C. Whe
Wherere aapp
pplic
licabl
able,
e, p
proj
roject
ectss shou
shouldld atte
attempt
mpt to useuse,, or at lleas
eastt expl
explore
ore the
the po
possi
ssibil
bility
ity of
using the latest educational tools or methodologies.
3. Sno
Snowd
wdenen E
Evan
vanss has
has su
sugge
ggeste
sted
d a pr
propo
oposal
sal for a new
new proje
project
ct ttrac
rackin
king
g syste
system
m for
for th
thee T
Trai
rainin
ning
g Unit
Unit..
Briefly discuss the
the technical, economi
economic,
c, and operational feasibility
feasibility of each a
alternative
lternative for a
proposed
propo sed project tracking system for the Training
Training unit.
Model Solution:
Solution:
There are two alternative solutions for the proposed project tracking system.
Solution A. Replace all the present Shiroma machines in the Training

Training unit with COMTEX
computers and develop the GEMS system using personal computer software. Have all training
personnel enter data project
project work data into it
it..
Solution B. Place the GEMS system on the mainframe or the Internet and keep the Shiroma
computers in the Training
Training unit.
ANALYSIS
TECHNICAL FEASIBILITY:
There should be no major problems developing the GEMS project reporting system using
COMTEX computers (Solution A), because Systems already has one; however, duplicate
software would have to be written for the Shiromas or the Shiromas (a Macintosh clone) would
have to be upgraded with an IBM compatible emulator
emulator.. Solution B is m
more
ore technically feasible
because it’s
it’s reasonable to expect that
that it will be possi
possible
ble to link Training
Training unit Shiroma
Shiromass to the
GEMS system in Management Information Systems. The GEMS system would be implemented
via the Internet or by mainframe terminal emulators. Therefore both options are technically
feasible.
ECONOMIC FEASIBILITY:
Hint: See Ketchum’s office. On the desk is the Computer Equipment List for the Training Unit.

The estimated cost of replacing the Shiromas with COMTEX machines is approximately
$100,000, just under the budget figure suggested by Hyatt (see interview,
interview, note that this also does
not include the cost of developing the GEMS system). The cost of the LAN and linking the two
systems together is significantly lower, and the expected cost in dollars and man-hours of
developing the GEMS system would not be so great as to be a point of contention.
In summary, Option B appears to be more economically feasible.
OPERATIONAL
OPERATIONAL F
FEASIBILI
EASIBILITY
TY::
Given the survey results (Hint: see Snowden Evans office, the top file cabinet drawer), it’s it’s clear
that the Training staff
staff favors an improved system for tracking projects. It is also clear from
interviews that the Training staff is hostile to the idea of giving up their Shiromas (Macintosh
clones). There is a strong possibility that this hostility will lead to problems in getting the
Training staff
staff to adopt and use the new system if they are forced to switch to COMTEX
machines. Therefore, option B appears to be more operationally feasible.
4. Whi
Which
ch o
opti
ption
on w
wou
ould
ld you
you reco
ecomm
mmend
end?
? Use
Use eevid
videnc
encee fr
from
om the cas
casee to suppor
supportt yo
your
ur dec
decisi
ision.
on.
RECOMMENDATION:
Option B appears to be more economically and operationally efficient than Option A. Economic
efficiency
that is system
the new important
willtobe
Hill (he wants
accepted justification
by the Training for
staffexpenditures)
staf f appear to be and
muchHyatt. Thewith
greater chances
option
B also. Technically,
Technically, it is probable that option B can be implemented without complication, and it
could be argued that any small risks are outweighed by the greater economic and operational
efficiencies. Therefore the recommendation is for option B.
HyperCase Experience 3.2

1. Compl
Complete
ete a compu
computerter equ
equipm
ipment
ent inven
inventor
toryy for
for th
thee Trai
Trainin
ning
g and
and M
Mana
anagem
gement
ent Sys
System
temss Unit
Unit,,
describing all of the systems you find. Hint: create an inventory form to simplify your task.
When filling out the equipment inventory form, information is not provided on the following
points:
A. Wh
What
at th
thee es
esti
tima
mateted
d aagge of
of tthe
he equi
equip
pmen
ment iiss.
B. The p
prrojected lilife o
off tth
he eq
equipment.
C. The name
name of of tthe
he ind
indivividu
idual
al respon
responsib
sible
le for equipm
equipmen
entt purc
purchas
hase,
e, ope
operat
ration
ion,, and
and
maintenance.
Thomas Ketcham has a Computer Equipment List for the Training Department. It includes the
Workstations (all Shiroma), the quantity, the cost per unit, and the total cost.
Each office has a computer listed. You

You may want to have students examine each office and
complete the Equipment inventory form. They should be aware that they cannot view all the
offices, because many of the persons that they want to interview are not available, so the
inventory list will not be one hundred percent accurate.
A sample inventory form is included below:

First Compu
mputer Second Computer Third Computer
1. Equipment
A. CPU/type/manufacture
CPU/type/manufacturer/model
r/model
B. Storage/type/manufacturer/model
Storage/type/manufacturer/model
C. Input/type/manufacturer/model
Input/type/manufacturer/model
D. Output/type/man
Output/type/manufacturer/model
ufacturer/model
E. Communications/ty
Communications/type/
pe/
manufacturer/model
2. Status
On order
Fully operational
In need of repair
In storage
3. Estimated age of equipment
4. Projected life
5. Located
6. Name of individual or department
responsible for equipment
Purchase
Operation
Maintenance
7. Financial agreement
Owned
Rented
Leased
2. Usi
Using
ng the softw
softwar
aree ev
eval
aluat
uation
ion gu
guide
idelin
lines
es g
give
iven
n in
in the
the tex
text,
t, do
do a bri
brief
ef eval
evalua
uatio
tion
nooff GE
GEMS,
MS, a
softwaree package used by the Managem
softwar Managementent Systems emplo
employees.
yees. In a paragraph, brie
briefly
fly critique
this custom software by comparing it with commercial off-the-shelf software such as Microsoft
Project.
An evaluation of the Global Engineering Management System (GEMS) is:
A. Performance eefffectiveness:
Has an adequate capacity.
Seems able to perform all tasks.
The screens lack good captions.

The appropriate use of color should be included.

B. Perfo
Perform
rmanance
ce effi
effici
cien
ency
cy:: no
no com
compl plai
aint
ntss sso
o iitt is
is aass
ssum
umeded effi
effici
cien
ent.t.
C. Ease of use:
The interface is not flexible.
You can’t tell what kind of feedback is available from the screens.
It is impossible to determine the type of error recovery. recovery.
D. Flex
Flexib
ibil
ilit
ity:
y: seem
seemss ffle
lexi
xibl
blee but
but not
not usa
usabl
blee w
wit ith
h oth
other
er soft
softwa
warere..
E. Doc
Docume
umentantatio
tion:
n: on a syst
system
em lev
levelel is very
very good
good but use userr docu
documen
mentat tation
ion is not app
appare
arent
nt..
F. Ma
Mannufacturer su support d dooes nno
ot aap
pply.
G. Has a high level of security.
H. De
Desi
sign
gned
ed to u use
se ove
overr th
thee co
corp
rpor
orat
atee n
net
etwo
workrk with
with a Web inteinterf
rfacace.
e.
The GEMS seems not as good as a Graphic User Interface (GUI)-based product such as Lotus’
Organizer or Microsoft’s Project for the following reasons:
A. It does
does not hav
have ccus
usto
tomi
miza
zab
ble too
oolb
lbararss.
B. Gra
Graphi
phical
cal rep
repres
resent
entati
ation
on of the dat
dataa is
is mi
minim
nimal
al in
in GEMS
GEMS (it only
only disp
display
layss a Gantt
Gantt cha
chart)
rt)..
D. It does no
not iin
nclude p
pu ull-down me
menus.
A disadvantage
disadvantage of the packaged software products is that they may not be custom tailored to the
organization whereas the GEMS is designed for the user’s needs.
3. Li
List
st the
the iint
ntan
angi
gibl
blee cost
costss an
and
d be
bene
nefi
fits
ts o
off GEMS
GEMS as
as rrep
epor
orte
ted
d by em
empl
ploy
oyee
eess of MR
MRE.
E.
The intangible costs are:
Learning a new computer system (Ketcham interview/Ketcham probe)

Pressure to adopt new methods (Ketcham interview)
The intangible benefits are:
Online access rather than just reports at the touch of a button (Evans)
Access to the GEMS at any time (Evans)
Leads to effective project management (Evans)
Fast, on-time reports (Evans)
Better
Client project management
access to their projectand coordination
information (Taylor)
(Evans)
4. Bri
Briefl
eflyy descr
describe
ibe the two alter
alterna
nativ
tives
es Sn
Snowd
owden
en iiss co
consi
nsider
dering
ing for the propo
proposed
sed p
prroject
oject trac
trackin
king
g
and reporting system.
The two alternatives Snowden is considering for the proposed project tracking and reporting
system are:
OPTION
OPTION A: Impl
Implem
emen
entt GEM
GEMS
S as an In
Intr
tran
anet
et solu
soluti
tion
on
OPTI
OPTION
ON B: Impl
Implem
emen
entt GEM
GEMS
S on a Loc
Local
al Area
Area Netw
Networork
k
5. Wha
Whatt organ
organiza
izati
tiona
onall an
and
d po
polit
litica
icall fa
facto
ctors
rs sshou
hould
ld S
Snow
nowden
den consid
consider
er in
in pr
propo
oposin
sing
g his new system
system
at MRE? (In a brief paragraph, discuss three central conflicts.)
Here are a few things that need to be considered:

1) Th
Thee Tra
Train
inining
g st
staf
afff is h
hos
osti
tile
le to
to th
thee idea
idea ooff us
usin
ing
g a un
unif
ifie
ied
d pr
proj
ojec
ectt mana
managegeme
ment
nt
system.
2) Th
Thee Tra
Train
inining
g un
unit
it m
mananag
ager
er Ket
Ketch
chamam is
is po
poliliti
tica
call
lly
y at odds
odds wwit
ith
h Evan
Evanss an
and
d the
the
Systems staff because of his demotion to a unit manager manager.. This may affect his
willingness to cooperate in developing a new system, which may hinder progress
and success.
3) Trainin
raining
g sstaf
tafff memb
members ers use
use ccomp
omputeuters
rs in differ
different
ent way
wayss than
than the
the SSyst
ystems
ems staff
staff..
They are mostly writers and graphic artists, or specialists who are likely not
willing to spend a significant amount of time learning a computer system.
Therefore, the system has to be relatively simple to use, and not require extensive
training, to have a fair chance of success.
Answers to Review
Review Questions
1. Wh
What
at are the
the fi
five
ve major
jor p
prrojec
ojectt ffun
und
dam
amen
enta
talls?
The fve major project

project undamenta
undamentals
ls are:
A. Project iin
nitiation
B. Determining p prroject ea
easibility
C. Scheduling o the project
D. Managing activities
E. Managing team members
2. Lis
Listt thr
three
ee ways
ways tto
o fi
find
nd out
out a
abou
boutt pr
probl
oblems
ems o
orr op
oppor
portun
tuniti
ities
es that
that migh
mightt cal
calll fo
forr a syste
systems
ms ssol
oluti
ution.
on.
Three ways
ways to fnd out about
about pro
problems
blems or oppor
opportunities
tunities are:
are:
A. Checking output
B. Obse
Observ
rvin
ing
g or resea
esearrch
chin
ing
g emp
employe
loyee
e beha
behavivior
or
C. List
Listen
enin
ing
g tto
o ee
eed
dback
back rom
rom ex
exte
terrna
nall s
sou
ourrce
cess
3. Li
List
st th
thee ffiv
ivee ccri
rite
teri
ria
a ffor
or syst
system
emss p
prroj
ojec
ectt sel
selec
ecti
tion
on..
The fve criteria or systems pr

project
oject selectio
selection
n are:
A. Management backing
B. Adequate time rame
C. Al
Alig
ignm
nmen
entt wi
with
th or
orga
gani
niz
zat
atio
ion
nal g
gooals
als
D. Adeq
Adequa
uate
te rres
esou
ourc
rces
es on
on th
thee part
part o
o the
the an
anal
alys
ystt and
and the
the or
orga
gani
niza
zati
tion
on
E. The wwo
orthiness o o th
the pprroject
4. Define tteechnical ffeeasibility.
A project is technically easible i the technology is available and capable o

meeting users’ requests.
5. Define economic feasibility.

A project is economically easible i costs do not overshadow benefts.
6. Define operational ffeeasibility.

op
A project is operationally easible i the proposed system will operate and be

used once it is installed.
7. Li
List
st fo
fou
ur ccrrit
iter
eria
ia fo
forr eva
evalu
luat
atin
ing
g sys
syste
tem
mhhar
ardw
dwar
are.
e.
They are time required for average transactions, total volume capacity of the system, idle time of
the central processing unit, and size of memory provided.
8. Wh
What
at a
arre the
the th
thrree m
mai
ain
n op
opti
tion
onss fo
forr the
the acqu
acquis
isit
itio
ion
n of comp
comput
uter
er har
hardw
dwar
are?
e?
They are buying, leasing, and renting.
9. What does COTS stand for?
COTS is an acronym for commercial off-the-shelf.
10. Lis
Listt ffive
ive of the man
manyy benef
benefits
its of cloud
cloud ccomp
omputi
uting
ng for organ
organiza
izatio
tions
ns..
The benefits of cloud computing for organizations are less time spent maintaining legacy systems
or performing routine tasks such as maintenance or upgrading of present systems. It may make it
simpler to acquire IT services and may also makem ake it easier and quicker to separate from or
discontinue services that are no longer necessary.
necessary. Using cloud services makes your applications
scalable. It provides consistency across multiple platforms perhaps previously disjointed or
difficult to integrate. No capital is tied up, and no financing
f inancing is required.
11. List three of the many drawbacks of cloud computing for organizations
organizations..
The drawbacks
drawbacks o cloud computing
computing are
are the loss o control
control o data
data stored
stored in the
cloud, i the cloud services provider ceased to exist, it is unclear what would
happen to the organization’s
organization’s data, potential security threats to data that is
not stored on premises or even on the organization’s own computers.
reliability
reliability o the Internet as a platorm, the prospect that the company could
get stuck using application programmin
programming g interaces (APIs) that are
proprietary with the cloud provider.
12. What does BYOD stand for?
BYOD stands or “bring your own device.”
13. What are the benets of BYOD to an organization?
The benefts o BY BYOD to and ororganization

ganization ar
are
e a potential or lowering th
the
e
initial cost o organizational IT hardware purchase, acilitating remote ’round–
the-clock access to corporate computer networks regardless o location.
14. What are the benets of BYOD to an employee?

The benefts o BY
BYOD to an employee bu building
ilding employee
employee morale and building
building
on a amiliar user interace to access corporat
corporatee computing services,
applications, databases, and storage.
15. What is the biggest drawback of BYOD for an organization?
The biggest drawback

by untraineddusers
rawback o BY
BYOD or an or
organization
ganization is the security risks
risks posed
16. What are three main categories of cloud computing?
The three main

main categories o cloud computing
computing are
are Sotwar
Sotware
e as a Service
(SaaS), Inrastructure as a Service (IaaS), and Platorm as a Service (PaaS).
17. Dene tangible costs and benets. Give an example of each one.
T
Tangible
angible costs are
are those
those that can be ac
accurately
curately projected
projected by sys
systems
tems analysts
and the business’ accounting personnel; or example, the cost o equipment,
costs o resources, and cost o systems analysts’ time. Next, tangible benefts
are advantages measurable in dollars that accrue to the organization through
use o the inormation
inormation system; or example, increase
increase in speed o processing,
and getting inormation on a timelier basis than beore.
18. Dene intangible costs and benets. Give an example of each one.
Intangible costs are those that are dicult to estimate, and may not be
known; or example, the cost o losing a competitive edge, and declining
company image. Next, intangible benefts are advantages romrom the use o the
inormation system that are dicult to measure; or example, improved
eectiveness o decision-making processes and maintaining a good business
image.
19. List four techniques for comparing the costs and benets of a proposed
system.
They are break-even

break-even analysis,
analysis, payback, cash-ow
cash-ow analysis, and pres
present
ent value
methods.
20. When is break-even analysis useful?
Break-even analysis is useul when a business is growing and volume is a key

variable in costs.
21. What are the three drawbacks of using the payback method?
The three drawbacks

drawbacks o the payback method
method are: (a) it is strictly
strictly a short-term
approach
approac h to investment and replacement decision, (b) it does not consider
the importance o how repayments are timed, and (c) it does not consider
total returns rom the proposed systems project that may go well beyond the

payback year.
22. When is cash-ow analysis used?
Cash-ow analysis is used to examine the direction, size, and pattern o cash
ow associated with the proposed inormation system.
23. As a general guideline, w

when
hen should present value analysis
analysis be used?
used?
Use present value when the payback period is long, or when the cost o
borrowing money is high.
24. What is work breakdown structure (WBS), and when should it be used?
A work breakdown structure (WBS) are the tasks or activities that a project is
broken
broken down into. Each task
task has a deliverable
deliverable and is assigned
assigned to an individual
individual or
team, and has a responsible person monitoring and controlling perormance.
25. What is a Gantt chart?
A Gantt chart is a chart on which bars represent each task or activity.

activity. The length of each bar
represents the relative length of the task.
26
26.. Wh
When
en is a PER
PERT
Tddia
iagr
gram
am usef
useful
ul for
for sys
syste
tems
ms proj
projec
ects
ts?
?
PERT
PERT charts are useful when activities can be done in parallel rather than in sequence.
27. Lis
Listt thr
three
ee ad
advan
vantag
tages
es of a PERT
PERT diag
diagram
ram over
over a Ga
Gant
nttt cha
chart
rt for
for sch
schedu
edulin
ling
g sys
system
temss proje
projects
cts..
Three advantages of a PERT chart over a Gantt chart are:
A. Easier identification of the order of precedence

B. Easier identification of the critical path and critical activities
C. Easier determination of slack time
28. Define the term critical path.
The critical path is the path that will cause the whole project to fall behind schedule if one day’
day’ss
delay is encountered on it.
29. How do
does
es a pr
proje
oject
ct m
mana
anager
ger a
asse
ssess
ss tthe
he risk
risk of tthin
hings
gs g
goin
oing
g wrong
wrong a
and
nd ttake
ake tthat
hat into
into
consideration of the time needed to complete the project?
The project manager must look at the size of the project. If it is large, it should be broken down
into smaller projects. Another
Another factor is team members may take longer on their current project or
that key managers would not be able to interview during the needs requirement phase. The project
manager must add some additional time as a buffer
buffer..
30
30.. Wh
What
at cost
costss n
nee
eed
d to
to b
bee eest
stim
imat
ated
ed to prep
prepar
aree a b
bud
udge
get?
t?

The costs that need to be estimated to prepare a budget are the hours worked and the rates of pay
for each of the internal or outsourced workers, the hardware and software costs and how
much of each type of equipment is needed and the costs involved with training.
31. Why iiss pr

prepa
eparin
ring
g a budge
budgett so impo
importa
rtant
nt for
for a sys
system
temss analys
analystt who
who is mana
managin
ging
g a proje
project?
ct?
Preparing a budget is a critical deliverable and is important for a systems analyst who is
managing a project because

because every client wants
wants to see a detailed budge
budgett early in the process.
32. What three instances call for expediting a systems project?
The three instances

instances that
that call or e
expediting
xpediting a s
systems
ystems project
project are getting
getting a
bonus i you fnish sooner, project team resources and team members can be
used or some other project, reducing the time it takes to complete an entire
project.
33. What does crash time mean when expediting a project?
When expediting a project, crash

crash time means the absolute minimum time in
which an activity can be completed i additional money is unneled to that
activity.
34. What is earned value management (EVM)?
Earned value management (EVM) is a technique used to help determine

progress or setbacks on a project.
35. What are the four key measures in earned value management?
The our key

key measur
measures
es in earne
earned
d value managemen
managementt are bud
budget
get at
completion (BAC), planned value (PV), actual Cost (AC) and earned value
(EV).
36. For what purposes can a systems analyst use earned value management?
The purposes
purposes that a system
systems
s analyst can use
use earned value
value management ar
are
e
to be aware o
cost and address the budgetary implications when unexpected delays or cost
overruns occur.
occur.
37. Li
Lisst tth
he ttw
wo ttyp
ypees of
of tea
team
m lea
leade
ders
rs..
T
Two
wo types o team leaders
leaders are
are (a) task leaders and (b) soc
socioemotional
ioemotional
leaders.
38.
38. Wh
What
at is me
mean
antt b
byy d
dys
ysfu
func
ncti
tion
onal
al team
team norm
norm?
?
A dysunctional team norm is a norm that hinders team progress.
39. What is
is m
meeant b
byy tteeam pr
process?

“Team process” is the interaction that occurs among team members.
40. Wha
Whatt are
are thr
three
ee reas
reasons
ons tthat
hat g
goal
oal ssett
etting
ing sseem
eemss to motiv
motivat
atee systems
systems a
anal
nalysi
ysiss team
team member
members?
s?
Three reasons
reasons that goal
goal setting mot
motivates
ivates team members are:
are: (a) the
the very
act o setting challenging and achievable goals and periodically measuring
perormance
perorman
members ce against
know thewhat
exactly goalisseems to motivate
expected o them individuals, (b) team
and are aorded some
autonomy in achieving the goal, and (c) the setting o goals clarifes what
must be done in order to get results.
41. What ar
aree four
four ways in whi
which
ch ecomm
ecommer
erce
ce p
pro
roject
ject managemen
managementt di
differs
ffers fr
from
om trad
traditio
itional
nal project
project
management?
The our ways that ecommerce

ecommerce projec
projectt management dier
diers
s rom tr
traditional
aditional
project management are:
A. The data used by ecommerce systems is scattered across the organization.

B. Ecommerce systems need a staff with a wide variety of skills.
C. Partnerships must be built externally and internally well ahead of implementation.
D. Security is of utmost importance.
42
42.. Wh
What
at elem
elemen
ents
ts are
are ccon
onta
tain
ined
ed in a p
prrojec
ojectt ccha
hart
rter
er?
?
The project charter contains the following elements:
A. Use
Userr eexpe
xpecta
ctatio
tions
ns or object
objective
ivess aand
nd how thethe syst
system
em wil
willl aachi
chieve
eve the obj
object
ective
ives.
s.
B. Th
Thee scope
cope or boun
boundadariries
es of th
thee pr
pro
oject.
ect.
C. The analys
analysisis meth
methods
ods useusedd tto
o iinte
nterac
ractt wi
with
th user
userss in gat
gather
heringing dat
data,
a, d
deve
evelop
loping
ing,, an
and
d
testing the system.
D. The key partic
participa
ipants
nts and how much much time
time are use
users
rs will
willing
ing and ablablee tto
o comm
commit it to
participating.
E. The pprroject de
deliverables.
F. Th
Thee p
peo
eopl
plee tha
thatt w
wil
illl eva
evalu
luat
atee the
the sy
syst
stem
em and
and h
how
ow they
they will
will eval
evalua
uate
te it.
it.
G. The estima
estimated
ted pro
projec
jectt ttime
imelin
linee and
and how oft
often
en the pro
projec
jectt mile
milesto
stones
nes are rep
report
orted.
ed.
H. Th
Thee peop
eople that
hat wi
will
ll trai
rain th
thee users
ers.
I. The ppeeople tth
hat wi
will ma
maintain th the sy
system.
43. Wh
What
at is a fi
fish
shbo
bone
ne diag
iagra
ram
muuse
sed
d for
for?
?
A fishbone diagram (also called a cause-and-effect diagram or an Ishikawa diagram) is used to

illustrate what can go wrong in a project. It systematically lists all of the possible problems that
can occur.
44. Wha
Whatt are
are the th
thrree st
steps
eps tthe
he syste
systems
ms an
analy
alyst
st mu
must
st foll
follow
ow to put
put to
toge
gethe
therr an effec
effectiv
tivee system
systemss
proposal?
proposal?
They are effectively organizing the content, writing in a professional style, and orally presenting
the proposal in an informative way.

45
45.. Li
List
st th
thee 10
10 m
mai
ain
n ssec
ecti
tion
onss of
of tthe
he syst
system
emss pr
propos
oposal
al..
The 10 main sections of the system proposal are:
A. Cover letter
B. Title page of project
C.
D. Table of contents
Executive summary (including recommendations)
E. Outline of systems study with appropriate documentation
F. Detailed results of systems study
G. Systems alternatives (three or four possible solutions)
H. Systems analysts’ recommendatio
recommendationsns
I. Summary
J. Appendices (assorted documentation, summary of phases, correspondence, etc.)
Problems
1. Wil
Williw
liwonk
onk’s
’s Chocol
Chocolate
ates
sooff St.
St. Lou
Louis
is makes
makes an as
assor
sortme
tment
nt of chocol
chocolate
ate can
candy
dy
and candy novelties. The company has six in-city stores, ve stores in major
metropolitan
computerizedairports, and
informati
information a small that
on system mail tracks
order branch. Williwonk’s
inventory has
in its plant, a small,
helps
schedule production,
production, and so on, but this system is not tied directly into any of
its retail outlets. The mail order system is handled manually.
Recently, several Williwonk’s stores experienced a rash of complaints from

mail order customers that the candy was spoiled upon arrival, that it did not
come when promised, or that it never arrived; the company also received
several letters complaining that candy in various airports tasted stale.
Williwonk’s has been selling a new, low-carb, dietetic form of chocolate made
with sugar-free, articial sweetener. Sales have been brisk, but there have
been problems shipping the wrong type of chocolate to an address with a
diabetic person. There were a number of complaints and Williwonk’s sent a
number of free boxes of chocolate to ease the situation.
Management would like to sell products using the Web but only has a few
Web pages with information about the company and an order form that could
be printed. Web ordering does not exist. One of the senior executives would
like to sell customized chocolates with the name of a person on each piece.
Although the
the production area
area has assured
assured management that this cou
could
ld be
easily done, there is no method to order customized chocolates.
chocolates. Another
senior executive has mentioned that Williwonk’s has partnered with several
European chocolate manufacturers
manufacturers and will be importing chocolate from a
variety of countries. At present, this must be done over the phone, with
email, or by mail. The executive wants an internal website that will enable
employees to order directly from the partner companies. All this has led a
number of managers to request trend analysis. Too much inventory results in
stale chocolate, whereas at other times there is a shortage of a certain kind

of chocolate.
Seasonal and holiday variation trends would help Williwonk’s maintain an

adequate inventory. The inventory control manager has insisted that all
changes must be implemented before the next holiday season. “The time for
this to be complete is an absolute due date,” remarked Candy, a senior
manager. “Make sure that everything works perfectly before the site goes
public,”
orders!” she
sh
Ineaddition,
continues,
the“Iorder
don’tprocessing
want any customers rec
receiving
manager has eiving the wr
mentioned wrong
ongthe
that
system must be secure.
You had been working for two weeks with Williwonk’s on some minor
modications for its inventory information system when you overheard two
managers discussing these occurrences. List the possible opportunities or
problems among
among them that migh
mightt lend themselves to systems projects.
projects.
Problems are
T
Too
oo many complaints
complaints rom mail order cus
customers
tomers
Candy is spoiled on arrival
Candy did not come when promised, or never arrived
Candy in airports is stale
Shipping the wrong type o candy to customers
Only contact with European suppliers is by telephone
T
Too
oo much inventory
inventory leads to stale
stale candy
Opportunities are
Web-based sales operation

Sell personalized candy to customers
Provide trend analysis
Provide seasonal variation trends
2. Where is most of the feedback on problems with Williwonk’s prod

products
ucts coming fr
from
om in Pr
Problem
oblem
1? How reliable are the sources? Explain in a paragraph.
Most o the eedback is rom mail order and airport customers. Feedback also
comes rom senior management. The sources are probably reliable because
they are apparently getting the same eedback rom a number o sources. All
the problems are symptoms o a more serious problem, inecient
distribution, which leads to delays and poor quality o product.
3. After getting to know

know them better
better,, you have approached
approached W Williwonk’
illiwonk’s management peoplpeoplee with
your ideas on possible
possible systems impr
improvements
ovements that could aaddress
ddress some of the prproblems
oblems or
opportunities given in Problem 1.
a. In two paragraphs,
paragraphs, pro
provide
vide your suggestions for systems pr projects.
ojects. Make any rrealistic
ealistic
assumptions necessary.
b. Are there
there any prob
problems
lems or opportuni
opportunities
ties discussed in P
Problem
roblem 1 th
that
at are no
nott suitable?
Explain your response.
response.

a. Some o
o tth
he systems projects are:
An inventory tracking system

An improved order processing and shipping system
A Web-based order system
A personalized ordering system
A Web-based system or obtaining products rom European suppliers
A seasonal
A trend variation
analysis trend analysis system
system
b. It m
may
ay not
not b
be
e eas
easib
ible
le to
to trac
track
k ev
ever
ery
y bo
box
x with
with a bar
bar c
cod
ode
e to dete
determ
rmin
ine
e
stale products.
4. Cre
Create
ate a p
pro
roble
blem
m den
deniti
ition
on for the Willi
Williwo
wonk’
nk’s,
s, as descr
describe
ibed
d iin
nPProb
roblem
lem 1.
Estimate the weights of importance. Include at least one requirement and
one constraint.
The problem
problem defnition ma
mayy vary widely in h
how
ow students defne issues and
assign weights. A sample problem defnition is included below.
Problem Defnition
Williwonk’s Chocolates has problems maintaining an adequate resh supply o

candy. Problems also occur when shipping products. There is no method or
customers to directly order products or to communicate electronically with
European partners. Trend analysis does not exist.
Issues
1. Th
Ther
ere
e is no mean
means s tto
o iide
dent
nti
iy
y sho
shortrt-d
-dat
ated
ed ca
cand
ndyy ttha
hatt s
sho
houluld
db be
e
removed rom inventory.
2. Shi
Shipmen
pmentsts are iinc
nco
orrect
ect oror n
noot m
maade at alall.
l.
3. Th
Ther
ere
e is no
no mean
means s o
orr or
orde
deri
ring
ng ccan
andy
dy uusi
sing
ng the
the W Web
eb,, or or
or ord
order
erin
ing
g
personalized
personalize d candy.
candy.
4. Th
Ther
ere
e is no
no meth
methodod or
or oord
rder
erss to b
bee sent
sent d dir
irec
ectl
tly
y to E
Eur
urop
opea
ean n pa
part
rtne
ners
rs..
5. Th
Ther
ere
e is cu
currrentl
ently
y no
no tr
trend
end ana
analylysi
sis
s o
o pr
produc
oducts ts..
Objectives
1. Pr
Prov
ovid
ide
e a mean
means
s to iide
dent
nti
iy
y shor
short-t-da
date
tedd ca
cand
ndyy an
and d no
noti tiy
y sto
storres a
and
nd
the inventory control department. Weight = 10
2. De
Deve
velo
lop
p me
meth
thod
ods
s o
orr ac
accu
cura
rate
te,, timel
timelyy sh
ship
ippi
ping
ng oo al
alll orde
ordersrs.. W
Wei
eigh
ghtt =
9
3. Cr
Crea
eate
te a webs
websit
ite
e or
or cu
custstom
omer
ers
s tto
oo ord
rder
er ca
cand
ndy,y, wwitith
hoopt
ptio
ions
ns o
orr
personalization o candy. Weight = 8
4. Pr
Prov
ovid
ide
e tr
trend
end and
and se
seasason
onal
al va
vari
riat
atio
ionn ana
analylysi
sis.
s. Weigheightt = 7
5. Cr
Crea
eate
te a mmet
etho
hodd o
orr di
dirrectl
ectly
y or
orde
deriring
ng pprrod
oduc
ucts
ts rrom Eur
Europ
opea
ean
n
suppliers. Weight = 6
Requirements

1. All
All c
cha
hangnges
es must
must be iimp
mple
leme
ment
nted
ed beo
beorre th
the
ennex
extt h
hol
olid
iday
ay se
seas
ason
on..
2. The s sy
ystem mu
must b
be
es se
ecure.
Constraints
1. Th
Ther
ere
e must
must no
nott b
be
eaany
ny dee
deect
cts
s in
in tthe
he Web
eb-or
-orde
deri
ring
ng so
sot
twa
warre.
5. Cr
Crea
eate
te a llis
istt of use
userr requ
requir
irem
emen
ents
ts for
for the
the pro
probl
blem
em d
de
eni
niti
tion
on c
cre
reat
ated
ed iin
n
Problem 4.
The user requirements

requirements are:
1. Id
Iden
enti
tiy
y cand
candy y by
by bat
batch
ch nu
numb mberer an
andd tthe
he da
date
te o manu
manua
act
ctur
ure.
e.
2. Se
Send
nd noti
notifc
fcat
atio
ion
n to a
all
ll s
sto
torres a and
nd tthe
he inv
inven
ento
tory
ry d
dep
epar
artm
tmen
entt to se
sell
ll
candy approaching the expiration date at a discount.
3. Prov
Provid
idee a met
methohodd or
or ve
veririyi
ying
ng orde
orderr a
add
ddrres
esse
ses.
s.
4. Imp
Impro
rovin
vingg tthe
he shipp
shipping
ing proce
process ss to quickl
quickly y ship
ship all cus
custom
tomer
er an
anddsstor
tore
e
orders.
5. Cr
Crea
eate
te a ssec
ecur
ure
e we
webs
bsit
ite
e or
or n new
ew ccus
usto
tome
mersrs to
to a
add
dd the
thems
msel
elve
vess to the
the
customer database.
6. Cr
Crea
eate
te a ssec
ecur
uree web
websisite
te o
orr cus
custotome
mers rs to or
orde
derr ccan
andy
dy..
7. Plac
Place e an
an opt
optio
ion
n on
on the
the orde
orderr web
websi site
te o
orr cus
custo
tome
mers
rs to ororde
derr
personalized
personalize d candy.
candy.
8. Se
Send
nd cust
customomer
er an orde
orderr rrec
ecei
eive
ved da and
nd or
orde
derr sshi
hipp
pped
ed emai
email. l.
9. Writite
e and
and disisp
play
lay a p
prriv
ivac
acy
y popoli
lic
cy.
10. Creat
Create e an in
intra
tranet
net site
site or emp
employ loyees
ees ttoo or
order
der cand
candyy r
rom
om Euro
Europea
pean
n
suppliers, including sending an order electronically.
11..
11 Cr
Crea
eate
te a s sec
ecur
uree we
webs
bsitite
e or
or cu
cust
stom
omer ers
s to lo
logo
gon.n.
12. Creat
Create e a se
secu
cure
re webs
websiteite or cus
custom
tomersers to chan
changege tthei
heirr na
name
me and
and
address.
13..
13 Pr
Prov
ovid
idee tren
trendd ana
analy
lysi
siss or
or ea
each ch pr
prod
oducuct.
t.
14. Provi
Providede sseas
easona
onall variat
variationion tr
trend
end anaanalys
lysis
is or
or eeach
ach produ
product.ct.
6. Delicato, Inc., a manufacturer

manufacturer of p precise
recise mea
measuring
suring instrum
instruments
ents for scientif
scientific
ic purposes, has
presented you with a list o
off attributes that its managers think
think are pr
probably
obably important
important in selecting
a vendor for computer hardware and software.
The criteria are not listed in order of importance.

1. Low price.
2. Precisely written software for engineering applications.
3. Vendor performs routine maintenance on hardware.
4. Training for Delicato employees.
a. Crit
ritique
ique the list
ist ofof at
attrib
tribut
utees iin
n a pa
paragr
agraph.
aph.
b. Usi
Using
ng its
its initia
initiall iinpu
nput,
t, h
help
elp Del
Delicaicato,
to, Inc.
Inc. draw
draw up a m
mor
oree su
suit
itabl
ablee list
list of cri
criter
teria
ia for
for
selecting computer hardw hardware
are and software
software vend
vendors
ors to purchase
purchase from
from..
c. Using its initial input, help Delicato, Inc., draw up a mor moree suitable list of criteria for
selecting cloud vendors
vendors who could provide provide HaaS and SaaS.
d. In a paragraph, state how the list of attributes for selecting a computer hardw hardware
are vendor

to purchase from should differ from the list of attributes for selecting a cloud provider for
HaaS.
e. In a paragraph, state how the list of attributes for selecting a computer softwar
softwaree vendor
to purchase applications from should differ from the list of attributes for selecting a cloud
provider for
for SaaS.
a. Lo
Low
w pr
pric
icee may
may me
mean
an poo
poorr qual
qualit
ity
y, bu
butt Deli
Delica
cato
to,, Inc.
Inc. iiss a ma
manu
nufa
fact
ctur
urer
er o
off pr
prec
ecis
isee
measuring
concern. instruments for scientific purposes. Low price isn’t, therefore, its main
b. A more suitable

suitable list of criter
criteria
ia for selecting computer hardware
hardware and software vendo
vendors
rs to
purchase from would be: be:
1) Quality products
2) Warranty
3) Precisely written software
4) In-house training
5) Routine maintenance on hardware
c. A lis
listt o
off ccrit
riteri
eriaa for
for select
selecting
ing cloud
cloud vendo
vendors
rs who
who could
could pro
provid
videe H
HaaS
aaS and Saa
SaaS
S woul
would
dbbe:
e:
1) Security ofcontrol
2) Company the data
of its data
3) Proprietary APIs and software
4) Routine backup
5) Reliability of the hardware
d. Th
Thee list
list o
off attr
attrib
ibut
utes
es for
for sel
selec
ecti
ting
ng a comp
comput
uter
er h
har
ardw
dwar
aree vend
vendor
or tto
o pu
purc
rcha
hase
se ffro
rom
m
is different from the list of attributes for selecting a cloud provider for HaaS in that the
warranty and the cost of the equipment, as well as preventative maintenance and repair of
hardware are not applicable with HaaS.
e. Th
Thee llis
istt of attr
attrib
ibut
utes
es fo
forr sele
select
ctin
ing
g a ccom
ompu
pute
terr so
soft
ftwa
ware
re ven
vendo
dorr to purc
purcha
hase
se
applications from is different from the list of attributes for selecting a cloud provider for
SaaS in that when using SaaS the emphasis is on securitysecurity,, privacy, control of data,
stability of the SaaS provider and the potential loss of innovativeness
innovativeness..
7. SoftWear Silhouettes is a rapidly growing mail-order house specializing in all-cotton clothing.
Management wouldwould like to expand sal
sales
es to the WWeb
eb with the cr creation
eation of an ecommer
ecommerce ce site. The
company has two full-time system analysts and one programmer. Company offices are located in
a small, isolated New England town, and the employees who handle the traditional mail-order mail-order
business have little computer training.
a. Con
Consid
sideri
ering
ng the
the co
compa
mpany’
ny’s situa
situatio
tion,
n, d
draw
raw up a llis
istt of ssoft
oftwa
warre att
attrib
ribute
utess th
that
at S
Soft
oftWWear
Silhouettes should emphasize in its choice of softwar
softwaree to create a website and integrate
the mail-order business with business from the website.
b. Would
ould you
you reco
recomme
mmend
nd CCOTS
OTS sofsoftwa
twarre, cu
custo
stomm softw
softwar are,
e, o
orr outso
outsour
urcin
cing
g to a Sa
SaaS?
aS? State
State
your choice and defend it in a paragraph
paragraph..
c. Li
List
st the
the vvar
aria
iabl
bles
es that
that cont
contri
ribu
bute
ted
d to your
your res
espo
pons
nsee iin
n part
part b.
a. 1) Ease of use
2) Performance effectiveness

3) Performance efficiency
4) Flexibility
5) Quality of documentation
6) Software that will maintain operational consistency for picking, packing, shipping, and
so on
7) Web
Web pages that at a minimum capture the same data as the mail-order business
b. The recommended

ordering system, orsolution
solutio
to use nanisSaaS.
to either
Theuse COTS software,
soof
advantages ftware,
usingsuch as a are
an SaaS customized online
that the online
ordering will be done by the SaaS, which can send order details to SoftWear (typically
using an XML document). SoftWear can update their databases with the information
received, merging it with the mail-order business transactions.
c. 1) Satisfactory user interface

2) Adequate capacity of computers
3) Efficient storage of data
4) Useable with other software
5) Adequate tutorial
6) Need for an integrated system
8. Below is 12 years’ demand for V

Viking
iking V
Village,
illage, a game now available
available for handhelds
handhelds and
smartphones.
Year Demand
2001 20,123
2002 18,999
2003 20,900
2004 31,200
2005 38,000
2006 41,200
2007 49,700
2008 46,400
2009 50,200
2010 52,300
2011 49,200
2012 57,600
a. Grap
Graph
h tth
he d
dem
eman
anddddaata for V Vik
ikin
ing
g Vil
Villa
lage
ge..
b. Det
Determ
ermine
ine the li
linea
nearr ttrrend for Viking
iking Vill
illage
age using
using a thr
three-y
ee-year
ear movin
moving
gaaver
verage
age..
a. The graph ollows.

b. Year Forecasted De
Dem
mand
2013 63,750
2014 67,500
2015 71,250
2016 75,000
2017 78,750

9. Do the data for Viking

Viking Village
Village appear to have
have a cyclical variation
variation?
? Explain.
According to the solution in part 8a, it appears to have a cyclical variation.
_ _
a. Year Demand D =(D +D +D)/3 X-X Y-Y
-----------------------------------------------------------------------------------
20
2001
01 20 20,1
,123
23 (2
(20,
0,12
1233 + 18
18,9
,999
99 + 2020,9
,900
00 / 3)
2002 18,999 20,007.3 - 4.5 - 20,164.7

2003 20,900 23,699.7 - 3.5 -16,472.3
2004 31,200 30033.3 - 2.5 -10,138.7
2005 38,000 36800.0 -1.5 -3,372.0
2006 41,200 42966.7 - 0.5 2,794.7
2007 49,700 45766.7 0.5 5,594.7
2008 46,400 48766.7 1.5 8,594.7
2009 50,200 49633.3 2.5 9,461.3
2010 52
5 2,300 50566.7 3.5 10,394.7
2 011
2012 49,200
57,600 53033.3 4.5 12,861.3

10. Int
Interg
erglob
lobal
al Pa
Paper
per Comp
Company
any h
has
as asked
asked ffor
or yo
your
ur help
help in c
comp
ompari
aring
ng its
its presen
presentt
computer system with a new one its board of directors would like to see
implemented. Proposed system and present system costs are as follows:
Year Proposed System Costs Present System

Costs
Year 1
Equipment Lease $20,000 $11,500
Salaries 30,000 50,000
Overhead 4,000 3,000
Development 30,000 —
Year 2
Salaries 33,000 55,000
Development 12,000 —
Year 3
Salaries 36,000 60,000
Development — —
Year 4
Salaries 39,000 66,000
Development — —
a. Usin
Using
g br
breaeak-
k-ev
even
en a
ana
naly
lysi
sis,
s, det
deter
ermi
mine
ne the
the yea
yearr in w
whi
hich
ch IInt
nter
ergl
glob
obal
al
Paper will break even.
b. Gr
Grap
aphh tth
he cos
costs
ts an
and
d sh
show
ow the
the b
bre
reak
ak-e
-eve
venn po
poin
int.
t.
a. In the third year.

b. The graph follows.

Interglobal Paper Company

Computer System Break Even Analysis
85
Proposed
80
Break Even Point
)
s
d
)
$ n 75
( a
t s
s u
o o
h
C
T
(
70
65 Current
60
1 2 3 4
Year
11. Below are

are system benefits fo
forr Interglobal
Company (from P
Problem
roblem 10):
Yea
earr Bene
Benefi
fits
ts
1 $55,000
2 75,000
3 80,000
4 85,000
a. Use th
thee co
costs
sts of Int
Inter
erglo
globa
ball Paper’
Paper’ss pr
propo
oposed
sed system
system from
from Probl
Problem
em 10 to
to d
dete
etermi
rmine
ne tthe
he
payback period (use thethe payback method).
b. Gr
Grap
aph
h the
the bene
benefi
fits
ts vers
versus
us the
the ccos
osts
ts an
and
d ind
indic
icat
atee tthe
he payb
paybac
ackk p
per
erio
iod.
d.
a.
Year Costs Cumulative Benefits Cumulative
costs benefits
1 84,000 84,000 55,000 55,000
2 69,400 153,400 75,000 130,000
3 60,900 214,300 80,000 210,000
4 64,500 278,800 85,000 295,000
In the fourth year.
b. (The graph is below.)

below.)


Computer System Cost Benefit Analysis
Analysis
300
250
)
0
0
0200
1
$
(
t
s
o Payback Period
C 150
100
Cumulative Costs
50 Cumulative Benefits
1 2 3 4
Year
12. Glenn’s Electronics, a small company, has set up a computer service. The table below shows the
revenue expected for the first five months of operation, in addition to the costs for office
remodeling,
remod eling, and so on. Determine the cash flow and accumulated cash flow for the company
company..
When is Glenn’s expected to show a profit?
July August September October November

REVENUE $35,000 $36,000 $42,000 $48,000 $57,000
COSTS
Office Remodeling $25,000 $8,000
Salaries 11,000 12,100 $13,300 $14,600 $16,000
Training 6,000 6,000
Equipment Lease 8,000 8,480 9,000 9,540 10,1
10,110
10
Supplies 3,000 3,150 3,300 3,460 3,630
Month Revenue Costs Cash flow

July 35,000 53,000 - 18,000
August 36,000 37,730 - 1,730
September 42,000 25,600 16,400
October 48,000 27,000 20,400
November 57,000 29,740 27,260
Glenn’s is expected to show a profit in September.

13. Alamo Foods of San Antonio wants to intr

introduce
oduce a new computer system
system for its peris
perishable
hable
products
products ware
warehouse.
house. The costs and benef
benefits
its are as ffollows:
ollows:
Year Costs Benefits

1 $33,000 $21,000
2 34,600 26,200
3 36,300 32,700
4 38,100 40,800
5 40,000 51,000
6 42,000 63,700
a. Giv
Given
en a dis discou
count nt rate
rate of 8 per
percen
centt (.08)
(.08),, pe
perfo
rform
rm prese
present
nt value
value ana
analys
lysis
is o
on
n the
the d
data
ata for
for
n
Alamo Foods. (Hint: (Hint: Use the formula1/
formula1/(1(1 + i) to find the multipliers for years 1 to 6.)
b. Wh
Whaat iiss yyou
ourr rrec
eco
ommen
mendati
datioon for
for Alamo
lamo Foods
oods??
a. Present Value
Years Costs Benefits Costs Benefits
1 33,000 21,000 30,556 19,444
2 34,600 26,200 29,664 22,462
3 36,300 32,700 28,816 25,958
4 38,100 40,800 28,005 29,989
5 40,000 51,000 27,223 34,710
6 42,000 63,700 26,467 40,142
Total 170,731 172,705
b. My recommendation is that

that Alamo Foods
Foods introduce a new computer
computer system, because the
total benefits measured in today’s dollars are more than the cost measured in today’s
dollars.
14. a. Supp
Suppos
osee th
thee di
disc
scou
ount
nt rrat
atee in P
Prrob
oble
lem
m 13a
13a ch
chan
ange
gess to 13
13 pe
perrcent
cent (.1
(.13)
3).. Perf
Perfor
orm
m
present value
value analysis usin
using
g the new discount rate.
b. Wh
What
at is your
your recom
ecomme mend
ndat
atio
ion
n to AlAlam
amoo Fo
Food
odss now
now?
c. Expl
Explai
ainn the
the d
dif
iffe
ferrence
ence bebetw
twee
een
n Pr
Proboble
lem
m 13b
13b an
andd Pr
Prob
oble
lem
m 14b.
14b.
a. Present Value
Years Costs Benefits Costs Benefits
1 33,000 21,000 29,204 18,584
2 34,600 26,200 27,097 20,518
3 36,300 32,700 25,158 22,663
4 38,100 40,800 23,367 25,023
5 40,000 51,000 21,710 27,681
6 42,000 63,700 20,173 30,596
Total 146,709 145,065
b. My recommendation is that

that Alamo Foods
Foods shouldn’t
shouldn’t introduce a new compu
computer
ter system.
c. Th
Thee mo
more
re the
the unc
uncer
erta
tain
inty
ty iinc
ncre
reas
ases
es,, th
thee more
more w
wee pr
pref
efer
er tthe
he sys
syste
tem
m th
that
at g
gen
ener
erat
ates
es m
mor
oree
benefits in the early period
period than in the late period.
period.

15. Solve Problem 10 using an electronic spreadsheet program such as Excel.
Same as in problem 10.
16. Use a spreadsheet program to solve Problem 12.
Same as in problem 12.

17. Solve Problem 13 using a function for net present value, such as@NPV(x, range) in Excel.
Same as in part 13.
18. Brian F.
F. O’Byrne (“F,”
(“F,” he says, stands for “fr
“frozen.”)
ozen.”) owns a frozen
frozen food company and wants to
develop an information system for tracking shipments to wareh
warehouses.
ouses.
a. Using the data from the table in Figure 3.EX1, draw a Gantt chart to help Brian organize his
design project.
b. When is it appropriate
appropriate to use a Gantt chart? What are the disadvantages? Explain in a
paragraph.
a.
b. It is most appropriate to use a Gantt chart when p planning

lanning activities
activities that are done in
sequence. The charts are useful as communication tools and for control purposes. They
have the advantage of being easy to understand. The disadvantages
disadvantages of using a Gantt chart
are that it is difficult to identify the critical path and determine slack time.
19. In addition to a Gantt

Gantt chart, you’ve drawn
drawn Brian a PERT d diagram
iagram so that you
you can communicate
the necessity to keep an eye on the critical path. Consult Figure 3.EX2, which was derived from
the data from Problem 4. List all paths, and calculate and identify the critical path.
The paths are:
ABCD: 23 weeks
AEID: 24 weeks (critical path)

HID: 22 weeks
FGID: 23 weeks
20. Cherry Jones owns a homeopathic medicine company called Faithhealers. She sells vitamins and
other relatively nonperishable products for those who want choices regarding alternative
medicine. Cherry is developing a new system that would require her staff to be retrained. Given
the information in Figure
Figure 3.EX3, make a PERT diagram for her and identify the critical path. If
Cherry
not? could find a way to save time on the “write use cases” phase, would it help? Why or why
The PERT diagram is shown below.
It would not help if Cherry could find time to save on the write use cases activity (activity E). The
time for activity E is four weeks and is precedent to activity G. Activity F is also precedent to
activity G, and Activity D is precedent to Activity F
F.. The total time for Activity D and activity F is
five weeks, which is greater than activity E (four weeks).
21. Using the PERT diagram in Figure 3.EX2 to determine answers:

a. What activities can you expedite to complete the project a week ahead of schedule?
b. Suppose Activity E is the least costly activity to expedite. What happens if you try to expedite
the project by more than one week? Explain.
The activities can you expedite to complete the project a week ahead of schedule are determined
by the critical path, A-E-I-D (refer to the solu
solution
tion for Problem 19).
Activity E is the least costly activity to expedite but since activity A-E is 12 weeks and F-G is 11
weeks, if you try to expedite the project by more than one week A-E-I-D will no longer be the
critical path.
22. You can help Cherry finish her project faster by expediting. Here are the costs.
_________________________
____________ __________________________
__________________________
_________________________
____________
Activity Estimated Duration
Duration Crash TTime
ime Cost per Week
Week
A 6 3 600
B
C 3
2 2
2 100
400

D 3 2 400
E 4 2 200
F 2 2 200
G 5 3 300
H 3 2 400
I 2 2 300
_________________________
______________________________________
__________________________
_________________________
____________
If Cherry can keep her expediting

expediting expenses to $
$325
325 per week, then she would
would benefit fr
from
om
expediting because she can start a new project earlier than planned. If she goes over the $325
per week limit, it would
would not be worthw
worthwhile.
hile.
NOTE: The first printing of this edition contained an error in Problem 22. The problem
mentions keeping her expediting expenses to $325 per day and in the same sentence a $325
per day limit. The correction should read keeping her expediting expenses to $325 per week
and in the same sentence a $325 per week limit. Also, in part b. “daily limit” should be
“week limit.” This should appear correctly in later printings.
a. Which three
three activities cannot be expedited at all because
because they are at their crash times
already?
b. Which two activities cannot
cannot be expedited because their expediting
expediting cost exceeds the weekly
limit?
c. Which two activities ar aree unlikely candidates for expediting
expediting because they are not on the critical
critical
path?
d. Set up a table and show step-by-step which
which activities should be expedited to shorten
shorten the
project
project time. What is the minimum
minimum time the prproject
oject will take if C
Cherry
herry expedites the pr
project
oject as
much as she can and stays within her limits?
e. Why is Cherry’
Cherry’ss limit exceeded if you try to shorten the project
project by one day more?
a. The three activities that cannot be exped

expedited
ited at all because they are already at their crash times
are C, F, and I.
b. The two activiti
activities
es that cannot be expedited
expedited because their expediting
expediting cost already exce
exceeds
eds the
weekly limit are A, D and H (three activities).
c. The two activities that are unlike
unlikely
ly candidates for expediting because they are not on the
critical path are B, C and E (three activities).
d. The table showing step-by-step
step-by-step the activities that should be expedited
expedited to shorten the project
time is shown below.
Eligible Activity Time for Each Path Cost Cumulative

Activities Chosen 21 20 19 Cost
G G 20 19 18 300 300

G G 19 1
18
8 17 300 300
The minimum time the project will take if Cherry expedites the project as much as she can and
stays within her limits is 19 weeks.
e. Why is Cherry’
Cherry’ss limit exceeded if you try to shorten the project by one day more?
Cherry’ss limit is exceeded if you try to shorten the project by one day more because activity G
Cherry’
is at its crash time and the other activities are not on the critical path.

23. Robyn Cucurullo is developing a soc

social
ial networking app
app for tablet comp
computers.
uters. She has the
following stages
stages completed so far:
far:
Week or Estimated Cost Stage Completed Actual Cost of

Stage of Stage Stage to Date
_________________________
____________ __________________________
__________________________
__________________________
______________ _
Week
Week 2
1 $500
400 100 %
100 % 500
500
Week 3 600 100 % 700
Week 4 500 50 % 50
Week 5 400 0 Not yet begun
_________________________
______________________________________
__________________________
__________________________
______________ _
a. Create a table similar to the one in Figure

Figure 3.27.
b. For Week
Week 3, calculate the budget at completion (BAC
(BAC),
), planned value (PV), actual cost (AC),
and earned value (EV) at Week 3.
c. For W
Week
eek 3, calculate the performance measures of cost variance (CV), schedule variance
(SV), the cost performance index (CPI), and the schedule performance index (SPI).
d. What can you tell about the budget in Week
Week 3 by using these performance measures?
measures?
e. What can you tell about the schedule in WWeek
eek 3 by using these performance measures?
measures?
f. For W
Week
eek 3, calculate the estim
estimated
ated time to complete
complete (ETC) and estimate
estimate at completion (EAC
(EAC).
).
a. The table is shown below.
Week or Estim
Estimate
ated
d Cumul
Cumulati
ative
ve Estimat
Estimated
ed Sta
Stage
ge Act
Actual
ual Cos
Costt of Act
Actual
ual Cos
Costt of
Stage
Stage Cost of Stag
Stagee Esti
Estimate
mate Durat
Duration
ion Completed
Completed Stag
Stagee to Date Project
Project to date
__________________________
_____________ _________________________
_________________________
__________________________
________________________
___________
Week 1 $500 $500 1 week 100 % 500 $500
Week 2 400 900 1 week 100 % 500 1000
Week 3 600 1500 1 week 100 % 700 1700
Week 4 500 2000 1 week 50 % 50 1750
Week 5 400 2400 1 week 0 Not yet begun Not yet begun
__________________________
_____________ _________________________
_________________________
__________________________
________________________
___________
b. For W
Week
eek 3, the results are:
The budget at completion (BAC) is $2400.
The planned value (PV) is $1500.
The actual cost (AC) is $1700.
The earned value (EV) is $1700 (EV = PV * p).
c. For W
Week
eek 3, the resu
results
lts are:
The performance measures of cost variance (CV) is $0.
The schedule variance (SV) is $200.
The cost performance index (CPI) is 1.
The schedule performance index (SPI) is 1.13.
d. Using these performance

performance measures, the project is over
over budget.
e. Using these perfo
performance
rmance measures, the project is on schedule.
schedule.
f. For W
Week
eek 3, the estimated time to complete (ETC = (BAC - EV) / CPI) is 700 and estimate at
complete

completion (EAC =AC + ETC) is 2400.
24. Using the data in the table from the previous problem:
a. Create a table similar to the one in Figure 3.27 if you haven’t
haven’t done so already.
b. For Week
Week 4, calculate the budget at completion (BAC
(BAC),), planned value (PV), actual cost (AC),
and earned value (EV) at Week 3.
c. For W
Week
eek 4, calculate the performance measures of cost variance (CV), schedule variance
(SV), the cost performance index (CPI), and the schedule performance index (SPI).
d. What can you say about the budget in Week 4 by using these performance measures?
e. What can you say about the schedule in W Week
eek 4 by using these performance measures?
f. For W
Week
eek 4, calculate the estim
estimated
ated time to complete
complete (ETC) and estimate
estimate at completion (EAC
(EAC).
).
a. The table is shown above.

b. For W
Week
eek 4, the budget at co
completion
mpletion (BAC) is $2400.
The planned value (PV) is $2000.
The actual cost (AC) is $1750.
The earned value (EV) at week 3 is $2000 X .875 = $1750.
c. For W
Week
eek 4, the performance measures of co
cost
st variance (CV) is $0.
The schedule variance (SV) is $-250.
The cost performance index (CPI) is 1.
The schedule performance index (SPI) is .875
d. The budget in Week
Week 4 by using these performance measures is that it is over budget.
e. The schedule in W
Week
eek 4 by using these performance measures is on time.
f. For W
Week
eek 4, the estimated time to co
complete
mplete (ETC) is 650 and es
estimate
timate at completion (EA
(EAC)
C) is
$2400.
25. Angus McIndoe wants

wants to modernize h his
is popular rrestaurant
estaurant by adap
adapting
ting it mor
moree closely to the
preferences
preferences of his rrepeat
epeat customers. Keep
Keeping
ing track of his customers’
customers’ likes and disli
dislikes.
kes.
Information such
such as where
where they like to sit, wha
whatt they like to eat, when th
they
ey normally arrive at the
the
restaurant
restaurant are all items of interest
interest to him, because he believes that in this way he can better serve
his customers. Angus has asked you to develop a system for him that will help make his customers
happy while increasing his business.
You have heard what Angus had to say about his customers. There are certainly more preferences
that he can keep track of.
Develop a problem
problem definitio
definition
n for Angus, si
similar
milar to one develo
developed
ped for Catherine’
Catherine’ss Catering in this
chapter.
The problem definition for Angus is:
Problem Defnition
There is curre
currently
ntly no method or keeping
keeping track o customers a
and
nd their
preerences at the restaurant.
Issues
1.
2. Th
Ther
There
There
ere is no
e is n
no mea
means
o way ns
way o
oeep
to kk
keekee
eepi
p ping
ng
trac
track ttra
k orack
ck
s
seao
o
ng
eati what
whpre
ting pat cust
cu
ree stom
ere omer
renc ers
nces
es sli
o
o lik
kestom
cu
custto
to eat.
ea
omert.s.
ers.

3. Th
Ther
eree iis
snno
ommet
etho
hod
d to
to p
pro
rovi
vide
de me
metr
tric
ics
s on
on whe
when
n a cu
cust
stom
omer
er
requents the restaurant.
Objectives
1. Pr
Prov
ovid
ide
eam met
etho
hodd or
or wait
wait sta
sta
 to su
sugg
ggesestt me
menu
nu ite
items
ms an
andd spec
specia
ials
ls
based on previous customer preerences. Weight = 10
2. Pr
Prov
ovid
ide
e a me
mean
anss o disp
displa
layi
ying
ng ssea
eati
ting
ng pre
preer
eren
ence
cess when
when a cus
custo
tome
merr
arrives at the restaurant. Weight = 9
3. Cr
Crea
eate
te a me
meth
thod
od tto
o pr
prov
ovid
ide
e hi
hist
stor
oric
ical
al iin
nor
orma
mati
tion
on on
on cust
custom
omerer
arrival times. Weight = 7
Requirements
1. Cus
usttom
ome
er data mus
ustt be kep
eptt pri
riv
vate.
2. The system must be secure.
Constraints
1. Th
The
e dev
devel
elop
opme
ment
nt co
cost
st must
must not
not ex
exceed
ceed $5
$5,0
,00
00.
26. Recently, two analysts jus

Recently, justt out of college have jo
joined
ined your systems an
analyst
alyst group
group at the newly
formed company,
company, Mega Phone. When talkin talking
g to you about the gr
group,
oup, they mention that some
things strike them as odd. One is that group members seem to look up to two group leaders, Bill
and Penny, not just one.
Their observation is that Bill seems pretty relaxed, whereas Penny is always planning and
scheduling activities.
activities. They have also observed
observed that everyone “jus “justt seems to know what to do”
when they get into a meeting, even though no instructions are given. Finally, they have remarked
on the openness of the group in addressing problems as they arise, instead of letting things get
out of hand.
a. By way
way ofof ex
expl
plan
anat
atioion
n to the
the new
new te
team
am m mem
embe bers
rs,, labe
labell the
the type
typess of le
lead
ader
erss Bill
Bill a
and
nd
Penny appear to be, respectively
respectively..
b. Exp
Explai
lain
n tthe
he sta
statem
tement
ent tha
thatt “ever
“everyon
yonee jjust
ust seems
seems to kno knoww what
what to do.
do.””WWhat
hat is gui
guidin
ding
g
their behavior?
c. Wh
What
at ccon
once
cept
pt b
bes
estt de
desc
scri
ribe
bess the
the open
openne
nessss ooff th
thee grou
groupp th
that
at tthe
he new
new tea
team
m me
membmbererss
commented on?
a. Penn
Pennyy is tthe
he tas
task
k le
lead
ader
er.. She
She lead
leadss memb
member
erss to aacc
ccom
ompl
plis
ish
h ta
task
sks,
s, w
whe
here
reas
as B
Bil
illl is the
the
socioemotional leader who is concerned with social relationships between group
members.
b. There is an openness in the group and no tensi

tension
on is present. Everyone acts according to
group norms.
c. Group norms can be implied or expressed. This situation portrays implicit, functional
group norms.
27. “I think it’s only fair to write up all the alternatives you’ve considered,” says Lou Cite, a

personnel supervisor
supervisor for Day-Glow Paints. “After all all,, you’ve been working on this this systems thing
for a while now,
now, and I think my boss and everyone
everyone else would be in interested
terested to see what you’ve
found out.” You
You are talking
talking with Lou as you pr prepare
epare to putput together the fin
final
al systems pr proposal
oposal
that your team will be presenting to upper management.
a. In a paragr
paragraph
aph,, ex
expla
plain
in to
to Lou
Lou why
why yyour
our propo
proposalsal wil
willl no
nott (a
(and
nd sho
should
uld not
not)) co
conta
ntain
in all
all
the alternatives that your team has consider
considered.
ed.
b. In a paragr
paragraph
aph,, di
discu
scuss
ss the sor
sorts
ts of
of alter
alternat
native
ivess tthat
hat sho
should
uld app
appear
ear in the final
final ssyst
ystems
ems
proposal.
proposal.
a. Bec
Becaus
ausee tther
heree are
are m
many
any constr
constrain
aints:
ts: mon
money
ey,, hard
hardwar
ware,
e, sof
softwa
tware
re ava
availa
ilable
ble,, aand
nd so on,
on, my
proposal will not contain all the alternatives.
alternatives.
b. 1) Buy computers for all middle

middle managers.
2) Purchase packaged software to manage inventory.
3) Modify the existing system through funding new in-house programming efforts.
Group Project
1. The Weil Smi
Smile
le C
Clin
linic
ic iiss a dent
dental
al p
prac
ractic
ticee ru
runn by Drs
Drs.. Bo
Bonni
nniee and
and Jeff
Jeff a
and
nd they
they nee
need
d to kee
keep
p the
the
necessary patient and insurance data safe and secure. secure. They looked into online, cloud-based
backup like SOS Online Backup, Spare Backup, MozyPro, MozyPro, and KineticD. Look into the cost of
these or other services, and then help Drs. Bonnie and Jeff make a decision. What are the
intangible costs and benefits of backing up this way? Should they use a backup system or find
some other way? Defend
Defend your analysis and and recommendations.
recommendations.
The cost of these services will vary over time. The intangible costs and benefits are:
SOS Online
Provides software that is safe, secure
Can also be set up to intelligently watch particular folders and either backup all the files
in that folder or a subset of them
Easy recovery
Three-tiered security
Provides global access to data
Spare Backup
Easy installation
Backed up in two remote locations
Easy recovery
Fully encrypted
Provides global access to data
Unlimited storage
Free trial
MozyPro
Military grade encryption
SSAE 16 audited, ISO 27001 certified
Near continuous data protection
protection
Unlimited computers for one price Server backup
Various pricing structures

File scanning
Data seeding
Incremental backups
KineticD
Fully automatic, continuous backup protection
Total protection for your entire business
Access and share your data securely from anywhere
100% data recovery track record
Unlimited local backup for servers
The analysts should recommend that Drs. Bonnie and Jeff use one of these services. The one that
they should use is MozyPro, because it provides backup as their staff keys in data. If there is a
disaster,, all the billing information will be stored offsite in a safe, secure location. Other providers
disaster
require that the user initiate the backup, and if the staff forgets to run a backup, data could be lost.
A dental office must keep secure data of patient appointments and financial information.
2. Exp
Explor
loree four
four or five
five vvoic
oice-o
e-over
ver IP
IP (VoIP
(VoIP)) provi
provider
ders.
s. Ma
Make
ke a llist
ist of ccost
ostss inclu
includin
ding
g the
the se
setup
tup fee
fee,,
monthly cost of the basic plan, monthly cost of the unlimited plan, and cost of an adapter or other
fees if required.
required. Then mamakeke a list of attributes,
attributes, such as free
free in-network callscalls,, international calling,
calling,
virtual telephone numbers, teleconferencing,
teleconferencing, support for caller ID, and so on. Explain how a
person would use
use all of the quanti
quantitative
tative and qualita
qualitative
tive informatio
information
n to make an inform
informed
ed decision
about which VoIP provider to select. Are any other variables important? Would you recommend
any type of software
software to help compare these services?
A sample of companies is listed below.

below. The actual companies used by students will vary
depending on the providers they choose and as new providers enter the market.
A person would use quantitative and qualitative information to make a decision based on the
pricing, their unique
unique needs, and the services provided.
provided. Other variables that are important depend
on the organization. For example, a local organization might not need international calling. Fees
will vary over time as plans and competition change.
Use COTS software to help choose a VoIP provider. Recommendation systems may also be used.
Some of the attributes are included in the lists below.
Vonage
Includes voicemail, caller ID, call waiting
Free calls to Europe
24/7 Customer Service
Unlimited local and long distance calling
Keep your phone number
Online Web account
Call hunt
In network calls
Accessline
Purchase the number of lines you need
No need to purchase an expensive
expensive phone system
Voice mail, call forwarding, hunt groups, call screening, call conferencing, findme,
followme, sim ring included

Built in disaster recovery
3. Ma
Make
ke a ccho
hoic
icee on a VoI
oIP
P pr
provid
ovider
er b
bas
ased
ed o
on
n the
the an
anal
alys
ysis
is iin
n Gr
Grou
oup
p Pr
Proj
ojec
ectt 2.
The choice will depend on the VoIP providers reviewed by the group.
4. With your
your group
group mem
member
bers,
s, ex
explo
plorre pr
proje
oject
ct m
mana
anagem
gement
ent sof
softwa
twarre suc
such
h as M
Micr
icroso
osoft
ft P
Prroje
oject.
ct. Wha
What
t
features are avail
features available?
able? W
Work
ork with your gr
group
oup to list them. HHave
ave your grgroup
oup evaluate the
usefulness of the software for managing a systems analysis and design team project. In a
paragraph, state whether the software
software you ar
aree evaluating facil
facilitates
itates team member
communication and management of team activities, time, and resourresources.
ces. State which particular
features
featur es support these as
aspects
pects of any project.
project. Note whether tthe
he software
software falls short of thes
thesee
criteria in any regard.
Although the results obtained from this exercise will vary for each school or university and from
group to group within a class, the following is a suggested list of criteria to evaluate project
management software.
General product
Price
Product support, is it free, is there a toll-free number?
Ease of use, is the product easy to use, are icons easy to understand?
What are the hardware requirements?
Is the product a Windows or DOS product?
What is the upgrade policy when a new release of the software is issued?
What is the quality of the documentation? Is a tutorial available?
Product features
Is a tool bar available?
Can the product import or export files, such as spreadsheet or database? What types?
How many reports are available? What kind?
Can report formats be customized?
Can new report formats be created?
How many and what type of graphical outputs are available? Which graph or chart types?
Are “What if...” scenarios available? How many and how easy are they to use?
How many projects may be created?
Are there project size limitations? If so, what are the limits?
What other limits exist for the software?
What constraint formats are available, such as “Finish No Later Than” dates?
Is context sensitive help available?
How extensive is the help facility?
5. Draw a fishbone diagram of possible

possible pro
problems
blems that can occur when
when constructing
constructing a website for a
travel company that wants to sell vacations online for the next big travel period (either December
or June)?
The results of this group project will vary widely, depending on the team members and the
problems that they can foresee.
foresee. One example of the solution
solution fishbone diagram
diagram is illustrated
below..
below

Central Pacific University

1. Use Micr
Microso
osoft
ft Visi
Visio
o or Visible
isible Analys
Analystt to view
view the
the G
Gath
atheri
ering
ng Info
Informa
rmatio
tion
n PE
PERT
RT diag
diagram
ram..
Refer to the Visible

Visible Analyst Unstructured Diagram called Pert Chart—Data Gathering.
2. List all paths and calculate

calculate and determine
determine the critical path for
for the Gathering In
Information
formation PER
PERT
T
diagram.
The paths are:
10-20-50-60-80-90
10-20-50-70-80-90
10-30-50-60-80-90
10-30-50-70-80-90
10-40-50-60-80-90
10-40-50-70-80-90
The critical path is: 10-20-50-60-80-90
3. Use MMicr
icroso
osoft
ft Visi
Visio
o or Visi
Visible
ble Analys
Analystt to ccrreate
eate the PER
PERT
T diag
diagram
ram shown
shown iin
n Figur
Figuree E3
E3.2.
.2. It
It
represents
represents the activities involved in interviewing the users and observing their offices.
The diagram is the Visible Analyst

Analyst Unstructured Diagram named Pert—Interviewing.
4. Lis
Listt al
alll paths
paths and ca
calcu
lcula
late
te and
and det
determ
ermine
ine the cri
critic
tical
al path
path for
for the Int
Interv
erview
iewing
ing Us
Users
ers PER
PERT
T
diagram. List all paths and calculate and determine the critical path for the Interviewing Users
PERT diagram.
diagram.
The paths are:
10-20-30-40-70-80
10-20-30-40-80

10-20-30-40-60-80
10-20-30-50-40-70-80
10-20-30-50-40-80
10-20-30-50-40-60-80
The critical path is: 10-20-30-40-70-80
5. Use VVisi
isio
o or V
Visi
isible
ble Analys
Analystt to ccrreate
eate a PE
PERT
RT diag
diagram
ram for
for cr
creat
eating
ing ssyst
ystem
em pr
prototyp
ototypes.
es. The
The
activity information is shown in Figure E3.3.
The PERT chart for creating prototypes is illustrated below.
PERT Chart - Creating System Prototypes
E, 1
40 60
C, 3 G, 2
A, 2 B, 4 I, 2
10 20 30 80 90
A Determine Overall Prototype Screens and Reports D, 4 H, 4

B Determine Report and Screen Contents
C Create Report Prototypes
D Create Screen Prototypes
E Obtain Report Prototype Feedback F, 2
50 70
F Obtain Screen Prototype Feedback
G Modify Report Prototypes
H Modify Screen Prototypes
I Obtain Final
Final Approval
6. Creat
Createe th
thee pr
probl
oblem
em defi
defini
nitio
tion
n fo
forr th
thee CPU
CPU ccase
ase.. Re
Read
ad the
the iinte
ntervi
rview
ew wit
with
hHHyy Perte
Perteks
ks in
in th
thee CP
CPU
U
case found in Chapter 4.Go to wwwwww.pearsonhigher
.pearsonhighered.com/kendall
ed.com/kendall and click the CPU Student.
The results will vary from student to student. A suggested solution is below.
List of interview results:
Hy Perteks
Need to know software experts
experts
Need to provide training
training
Rhoda Booke
Needs technical support
support
Would like training

Mike Crowe
Would like preventive maintenance information
Doesn’t know when to perform preventive maintenance
Does not know which machines are under warranty
Limited access for students
Dot Matricks
Missing information
Needs preventive maintenance
maintenance information
Should be easy to use
Should be flexible
Missing cost and repair information
Software cross-referencing is a must
Needs to have a method of refreshing
refreshing computers
Have four satellite campuses
Cher Ware
Different versions of software on same computer
Needs software training
training
Doesn’t know if computer hardware is robust enough to install software
Needs to have reliable information
information on which machines
machines software is ins
installed
talled on
Needs cost information on software
Problems moving single license software from one machine to another
Problems changing a lab software image
Paige Prynter
Needs hardware and software
software cost subtotals an
and
d totals
Needs to know cost to upgrade
upgrade software
Needs accurate computer inventory
inventory
Problem Definition
The system for keeping track of computer hardware and software at Central Pacific University
lacks information that would make it more useful. It does not produce the output required by a
number of faculty and staff members.
Present Situation
Issue 1 There is missing information, such as costs and maintenance tha

thatt would make the
the system
more usable. Weight = 10
Issue 2 There is no iinformation

nformation on which
which software is
is included on which machines
machines..
Weight = 9
Issue 3 Software experts and training are difficult

difficult to fi
find.
nd.
Weight = 8
Issue 4 Need to be able to determine

determine the cost of upgrading software.
software.
Weight = 6

Issue 5 There is no w
way
ay to perform an accurate invento
inventory
ry of computer h
hardware.
ardware.
Weight = 5
Objectives
Object
Objective
ive 1 Sys
System
tem will
will ccapt
apture
ure aall
ll requi
required
red infor
informat
mation
ion,, such aass cos
costs
ts an
and
d mainte
maintenan
nance
ce data.
data.
Object
Objective
ive 2 Provid
Providee hard
hardwar
waree an
and
d soft
softwar
waree cros
cross-r
s-refe
eferen
rence
ce infor
informat
mation
ion..
Object
Objective
ive 3 Provid
Providee an easy
easy method
method to ccapt
apture
ure and ffind
ind sof
softwa
tware
re exper
expertt in
infor
format
mation
ion..
Obje
Object
ctiv
ivee 4 Prod
Produc
ucee in
info
form
rmat
atio
ion
n on so
soft
ftwa
ware
re upg
upgra
rade
de ccos
osts
ts..
Object
Objective
ive 5 Devise
Devise a me
metho
thod
d ffor
or accu
accurat
ratee inven
inventor
tory
yooff co
compu
mputer
ter hardwa
hardware.
re.
Requirements
Should be easy to use

Should be flexible
Constraints
Limited access for students
7. Writ
itee u
use
serr requ
equirem
iremen
ents
ts for
for th
the C
CP
PU ca
case.
se.
Create a program to add all hardware information.

Create a program to add software information.
Write a program to update hardware maintenance data.
Produce a hardware and software cross-reference report in a variety of formats.
Write a program to enter software expert information.
Create a query to find
f ind software expert information.
Produce a report on software upgrade costs.
Produce reports or queries for computers.
Produce reports or queries for software.
Produce queries that will produce cost information.
Print inventory lists for each room.
Write a program for updating room locations of computers.
Create a website for displaying training courses.
Create a website for registering for training courses.
Create a website for updating lab software image information.
8. De
Desi
sign
gn a tes
testt pla
plan
n for
for the
the rreq
equi
uirrem
emen
ents
ts crea
create
ted
d in
in E
Exe
xerrci
cise
se E-
E-7.
7.
1. Crea
Create
te a p
pro
rogr
gram
am to add
add aalll h
har
ard
dware
are iin
nfo
form
rmaati
tion
on..
Test to ensure that all hardware information is accurately entered and stored on the
database tables. Ensure that each field is tested for each possible error that may occur.
2. Crea
Create
te a p
pro
rogr
gram
am to add
add so
soft
ftw
ware
are in
info
form
rmaati
tion
on..

Test to ensure that all software information is accurately entered and stored on the
database tables. Ensure that each field is tested for each possible error that may occur.
3. Wri
rite
te a pro
progr
gram
am to up
upda
date
te ha
hard
rdwa
ware
re main
mainte
tena
nanc
ncee dat
data.
a.
Test all possible valid and invalid combinations of data. Ensure that the data is stored
correctly.
4. Pro
Produ
duce
ce a h
hard
ardwa
ware
re and
and ssof
oftw
tware
are cro
cross
ss-r
-ref
efer
eren
ence
ce rrep
epor
ortt in a va
vari
riet
ety
y of form
format
ats.
s.
Verify that the software is installed on the hardware.

Verify that all software is included on the report.
Verify that all hardware is included on the report.
If the report is a Web query, ensure that the software is correct for the selected computer.
5. Wri
rite
te a pro
progr
gram
am to ente
enterr sso
oft
ftwa
ware
re expe
expert
rt info
inform
rmat
atio
ion.
n.
Test all possible valid and invalid combinations of expert information. Ensure that the
data is stored correctly and references the correct software.
6. Cr
Crea
eate
te a que
query
ry to fi
find
nd so
soft
ftwa
ware
re expe
expert
rt in
info
form
rmat
atio
ion.
n.
Check for a variety of valid and invalid software products.

Check for software that does not have an expert.
7. Pr
Pro
oduce
duce a rep
repo
ort on so
soft
ftwa
ware
re upg
upgrade
rade cost
costss
Verify that the costs are correct for

f or both single purchase software, multiple copy
software, and site license software.
8. Pr
Pro
oduce
duce repo
report
rtss or quer
queriies for comp
omput
uter
erss.
Ensure that each report or query finds

f inds the correct computer information.
9. Pr
Pro
oduce
duce repo
report
rtss or quer
queriies for soft
ftw
ware.
are.
Ensure that each report or query finds

f inds the correct software information.
10
10.. Produ
Produce
ce qu
quer
erie
iess ttha
hatt wil
willl p
pro
rodu
duce
ce co
cost
st in
info
form
rmat
atio
ion.
n.
Verify that the subtotals and total cost information is correct and that all computers or
software are included.
11. Pr
Priint iin
nven
vento
tory
ry list
ists fo
for eac
each
h rro
oom.
om.
Check to see that all computers for each room are included.
Check for rooms that have no computers.
12
12.. Wri
rite
te a pr
prog
ogra
ram
m fo
forr upda
updati
ting
ng rroo
oom
m loca
locati
tion
onss of
of co
comp
mput
uter
ers.
s.
Verify that the room location has been correctly entered for each campus, and correctly

stored.
13
13.. Crea
Create
te a w
web
ebsi
site
te fo
forr dis
displ
play
ayin
ing
g ttra
rain
inin
ing
g co
cour
urse
ses.
s.
Test the website for a number of different days that training will be offered.
Ensure that each day has the proper number of training classes offered.
Make sure that the calendar functions correctly display new calendars.
14
14.. Crea
Create
te a w
web
ebsi
site
te ffor
or reg
regis
iste
teri
ring
ng fo
forr ttra
rain
inin
ing
g cou
cours
rses
es..
Ensure that an individual has correctly entered all information and is correctly registered
for a course.
15
15.. Crea
Create
te a web
websi
site
te for
for upd
updat
atin
ing
g lab
lab so
soft
ftwa
ware
re ima
image
ge inf
infor
orma
mati
tion
on..
Ensure that all information has been correctly entered, testing for both good and bad data.
Verify that different lab images have been correctly updated with new information.

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Chapter 3 Systems Analysis and Design Instructor ’s Manual 3-1

Copyright © 2014 Pearson Education, Inc.

Chapter 3 Project Management 3-2

12. The aana

D. Size of memory provided

Copyright © 2014 Pearson Education, Inc.

Chapter 3 Systems Analysis and Design Instructor ’s Manual 3-3

A. Software as a Service (SaaS)

27. Developing a WBS, eeiither

Copyright © 2014 Pearson Education, Inc.

Chapter 3 Project Management 3-4

30. Two tool

Copyright © 2014 Pearson Education, Inc.

Chapter 3 Systems Analysis and Design Instructor ’s Manual 3-5

A. The project cost

A. Budget aatt cco

43. The ssyst

Copyright © 2014 Pearson Education, Inc.

Chapter 3 Project Management 3-6

D. Who are the key partic

Consulting Opportunity 3.1 (p. 50)

Some of the problems are:

Copyright © 2014 Pearson Education, Inc.

Chapter 3 Systems Analysis and Design Instructor ’s Manual 3-7

Consulting Opportunity 3.2 (p. 62)

Data Coliseum Brochure

Mars, Inc. Screen Design

There is an apparent bias in Roman’s

Copyright © 2014 Pearson Education, Inc.

Chapter 3 Project Management 3-8

online tutorial? Is there website support with FAQs,

Consulting Opportunity 3.3 (p. 65)

The analysis of Elphaba and Glinda’s software requirements is summarized below.

Creating custom software

Purchasing a COTS package

Pros of using QuickBooks Pro

Cons of using QuickBooks Pro

Outsourcing to Lawn Wizards

Pros of using Lawn Wizards

Cons of using Lawn Wizards

Copyright © 2014 Pearson Education, Inc.

Chapter 3 Systems Analysis and Design Instructor ’s Manual 3-9

Consulting Opportunity 3.4 (p. 73)

Consulting Opportunity 3.5 (p. 87)

HyperCase Experience 3.1

Copyright © 2014 Pearson Education, Inc.

Chapter 3 Project Management 3-10

Possible modifications to criteria:

Solution A. Replace all the present Shiroma machines in the Training

Copyright © 2014 Pearson Education, Inc.

Chapter 3 Systems Analysis and Design Instructor ’s Manual 3-11

HyperCase Experience 3.2

Each office has a computer listed. You

A sample inventory form is included below:

Copyright © 2014 Pearson Education, Inc.

Chapter 3 Project Management 3-12

An evaluation of the Global Engineering Management System (GEMS) is:

Copyright © 2014 Pearson Education, Inc.

Chapter 3 Systems Analysis and Design Instructor ’s Manual 3-13

The appropriate use of color should be included.

The intangible costs are:

Learning a new computer system (Ketcham interview/Ketcham probe)

The intangible benefits are: