SY S TE M A N A L Y S IS A ND

DESIG N M E TH O D
GROUP 3
SYSTEMS ANALYSIS FUNDAMENTALS

PROJECT INITIATION

PROJECT FEASIBILITY
PROJECT INITIATION
•-PROJECT INITIATION IS THE CREATION OF PROJECT BY THE
PROJECT MANAGEMENT THAT ENTAILS THE DEFINITION OF
THEPROJECT'S PURPOSE, PRIMARY AND SECONDARY GOALS,
TIMEFRAME AND TIMELINE OF WHEN GOALS ARE EXPECTED TO BE
MET.
3 GENERAL FORCES OF PROJECT INITIATION

STEP 1. DEFINE PROJECT OBJECTIVES

STEP 2. IDENTIFY PROJECT CONSTRAINTS
STEP 3. DEFINE PROJECT SUCCESS
PROJECT FEASABILITY

• -AS THE NAME IMPLIES, A FEASIBILITY ANALYSIS IS USED TO DETERMINE

THE VIABILITY OF AN IDEA, SUCH AS ENSURING A PROJECT IS LEGALLY AND
TECHNICALLYFEASIBLE AS WELL AS ECONOMICALLY JUSTIFIABLE. IT TELLS
US WHETHER A PROJECT IS WORTH THE INVESTMENT—IN SOME CASES, A
PROJECT MAY NOT BE DOABLE.
 AREA OF FEASIBILITY
• ECONOMICAL FEASEABILITY
• TECHNICAL FEASIBILITY
• OPERATIONAL FEABILITY
• SCHEDULE FEASIBILITT
• RESOURCE FEASIBILILY
ECONOMICAL FEASIBILITY

• -IS THE PROJECT AFFORDABLE GIVEN THE ECONOMIC RESOURCES

AVAILABLE? EVEN IF IT CAN BE AFFORDED, IS THE PROJECTED RETURN ON
INVESTMENT (ROI) SUFFICIENT? A PROJECT THAT IS SIMPLY TOO
EXPENSIVE AND WHICH DOESN’T OFFER SUFFICIENT ECONOMIC BENEFITS
IS NOT FEASIBLE.
TECHNICAL FEASIBILITY

• IS THE PROJECT TECHNICALLY FEASIBLE? GIVEN AN OUTLINE OF THE

TECHNICAL CAPABILITIES OF THE ORGANIZATION, INCLUDING THE
AVAILABILITY OF SKILLED STAFF AND APPROPRIATE FACILITIES.
OPERATIONAL FEASIBILITY
•-IS THE PROJECT IN LINE WITH THE OPERATIONS AND OBJECTIVES OF THE
ORGANIZATION? OPERATIONAL FEASIBILITY IS THE MEASURE OF HOW
WELL A PROPOSED SYSTEM SOLVES THE PROBLEMS, AND TAKES
ADVANTAGE OF THE OPPORTUNITIES IDENTIFIED DURING SCOPE
DEFINITION AND HOW IT SATISFIES THE REQUIREMENTS IDENTIFIED IN
THE REQUIREMENTS ANALYSIS PHASE OF SYSTEM DEVELOPMENT.
SCHEDULE FEASIBILITY

• -GIVEN THE RECOMMENDED SCHEDULE, IS IT REALISTIC TO EXPECT THAT

THE PROJECT WILL BE COMPLETED ON TIME? IF THE PROJECT TAKES TOO
LONG TO COMPLETE, COSTS CAN ESCALATE AND THE OVERALL FEASIBILITY
CAN BE NEGATIVELY AFFECTED.
RESOURCE FEASIBILITY

• -THIS ASPECT LOOKS AT THE RESOURCES THAT ARE REQUIRED TO

COMPLETE THE PROJECT AND WHETHER THE AMOUNT OF AVAILABLE
RESOURCES ARE SUFFICIENT TO COMPLETE THE PROJECT EFFECTIVELY.
FEASIBILITY ANALYSIS
FEASIBILITY ANALYSIS
• -FEASIBILITY ANALYSIS IS THE PROCESS OF CONFIRMING THAT A
STRATEGY, PLAN OR DESIGN IS POSSIBLE AND MAKES SENSE. THIS CAN BE
USED TO VALIDATE ASSUMPTIONS, CONSTRAINTS, DECISIONS,
APPROACHES AND BUSINESS CASES.
ELEMENTS OF FEASIBILITY
ANALYSIS
1. THE PROJECT SCOPE WHICH IS USED TO DEFINE THE BUSINESS PROBLEM
AND/OR OPPORTUNITY TO BE ADDRESSED. THE OLD ADAGE, "THE PROBLEM WELL
STATED IS HALF SOLVED," IS VERY APROPOS. THE SCOPE SHOULD BE DEFINITIVE
AND TO THE POINT; RAMBLING NARRATIVE SERVES NO PURPOSE AND CAN
ACTUALLY CONFUSE PROJECT PARTICIPANTS. IT IS ALSO NECESSARY TO DEFINE
THE PARTS OF THE BUSINESS AFFECTED EITHER DIRECTLY OR INDIRECTLY,
INCLUDING PROJECT PARTICIPANTS AND END-USER AREAS AFFECTED BY THE
PROJECT.
2. THE CURRENT ANALYSIS IS USED TO DEFINE AND
UNDERSTAND THE CURRENT METHOD OF
IMPLEMENTATION, SUCH AS A SYSTEM, A PRODUCT,
ETC.
3. REQUIREMENTS AND HOW REQUIREMENTS ARE
DEFINED DEPENDS ON THE OBJECT OF THE
PROJECT'S ATTENTION.
4. THE APPROACH REPRESENTS THE RECOMMENDED SOLUTION
OR COURSE OF ACTION TO SATISFY THE REQUIREMENTS. HERE,
VARIOUS ALTERNATIVES ARE CONSIDERED ALONG WITH AN
EXPLANATION AS TO WHY THE PREFERRED SOLUTION WAS
SELECTED.
5. EVALUATION EXAMINES THE COST EFFECTIVENESS OF THE
APPROACH SELECTED. THIS BEGINS WITH AN ANALYSIS OF
THE ESTIMATED TOTAL COST OF THE PROJECT.
6. REVIEW THAT ALL OF THE PRECEDING ELEMENTS ARE THEN ASSEMBLED
INTO A FEASIBILITY STUDY AND A FORMAL REVIEW IS CONDUCTED WITH ALL
PARTIES INVOLVED. THE REVIEW SERVES TWO PURPOSES: TO
SUBSTANTIATE THE THOROUGHNESS AND ACCURACY OF THE FEASIBILITY
STUDY, AND TO MAKE A PROJECT DECISION; EITHER APPROVE IT, REJECT IT,
OR ASK THAT IT BE REVISED BEFORE MAKING A FINAL DECISION.
WORK BREAKDOWN-STRUCTURE

• A WORK-BREAKDOWN STRUCTURE (WBS) IN PROJECT MANAGEMENT AND

SYSTEMS ENGINEERING, IS A DELIVERABLE-ORIENTED BREAKDOWN OF A
PROJECT INTO SMALLER COMPONENTS. A WORK BREAKDOWN
STRUCTUREIS A KEY PROJECT DELIVERABLE THAT ORGANIZES THE TEAM'S
WORK INTO MANAGEABLE SECTIONS. (SEE PICTURE ONE THE TOP)
GANTT CHART

• A GANTT CHART IS A TYPE OF BAR CHART THAT ILLUSTRATES A PROJECT

SCHEDULE, NAMED AFTER ITS INVENTOR, HENRYGANTT (1861–1919), WHO
DESIGNED SUCH A CHARTAROUND THE YEARS 1910–1915. MODERN GANTT
CHARTS ALSO SHOW THE DEPENDENCY RELATIONSHIPS BETWEEN
ACTIVITIES AND CURRENT SCHEDULE STATUS.
THE END…..