BE 4205

Information Technology II

B.Sc. (Hons.) in Quantity Surveying

PROJECT WORK V

09 broad steps of system analysis (Traditional Approach) – Past Paper Question

Level IV Semester I

Name Reg No.

Madushika H.M.I. 192721K

Department of Building Economics

University of Moratuwa
Discuss the activities that Upul needs to plan for the work to be done in the
feasibility study stage.

Determining the main user requirements:

Understand the essential functionalities and features that the Estimation Division's subsystem needs
to provide. Gather input from users and stakeholders to capture their needs and expectations.

Determining the data to be used, their sources, and estimated volumes:

Identify the types of data required for the Estimation Division's subsystem, where the data will
come from, and the estimated volume of data to be processed.

Analyzing the organizational chart, geographical distribution:

Study the organization's structure, hierarchy, and distribution of divisions or teams. Understand
how the Estimation Division interacts with other divisions within LCH.

Identifying the main characteristics of the system:

Define the key attributes, functions, and features that the Estimation Division's subsystem must
possess to fulfill its intended purpose effectively.

Examination of other systems meeting similar requirements:

Research and analyze existing systems in the industry or within LCH that address similar
requirements. Understand their strengths and weaknesses to inform the development process.

Determine that the requirements of the system are consistent with the objectives of the
organization:

Ensure that the identified requirements align with LCH's overall objectives and business strategies.

Consideration of alternative design scenarios:

Explore different design approaches for the subsystem. Evaluate pros and cons of each design to
determine the most suitable one.

Consideration of alternative development scenarios:

Assess various development strategies, including in-house development, outsourcing, or using

existing solutions. Evaluate the feasibility and potential benefits of each approach.

Determine the proposed system is consistent with the organization’s architecture and
strategies:

Ensure that the proposed subsystem aligns with LCH's technology architecture and long-term
strategies, avoiding conflicts and ensuring scalability.

Preparing gross estimation of probable overall direct and indirect benefits for each practical
alternative:

Analyze and estimate the potential benefits, both direct and indirect, that the Estimation Division's
subsystem would bring to LCH. This could include increased efficiency, reduced costs, and
improved decision-making.

Preparing gross estimation of probable overall implementation and operation costs for each
practical alternative:

Estimate the costs associated with developing, implementing, and operating the subsystem. Include
direct costs such as software development and hardware expenses, as well as indirect costs like
training and maintenance.

Documenting the feasibility study in a report for the user and systems management:

Compile all the findings, analyses, estimations, and considerations into a comprehensive feasibility
study report. This report will serve as a reference for decision-makers and stakeholders to evaluate
the viability of the subsystem development project.
During the initial kick-off meeting of the feasibility study stage, Jenny was very
specific about the "Catch-22 situation". Describe what it means and your
approach towards it.

The "Catch-22 situation," inspired by Joseph

Heller's novel, refers to a paradoxical scenario
with conflicting constraints that hinder decision-
making. In the context of a feasibility study for
Lucky Construction Holdings' Estimation
Division's subsystem project, it represents
conflicting factors that challenge the project
assessment and planning.

For example, You can't get a job without

experience, but you can't get experience unless
you have a job—it's Catch-22.

To address this, a transparent communication approach is key. Identifying the conflicting factors,
assessing risks, and involving stakeholders like Mr. George Silva and Piyal Dias are crucial.
Creative solutions, trade-off analysis, and iterative approaches can break the deadlock. A decision
matrix, guidance from senior management, and documentation of the process aid in making
informed decisions.

Navigating the "Catch-22 situation" systematically ensures that the feasibility study progresses
despite the challenges of contradictory constraints, leading to well-informed choices and effective
project planning.