PLANNING PHASE

1. What are the six general skills all project team members should have?
• Technical, Business, Analytical, Interpersonal, Management, and Ethical skills

2. What are the major roles on a project team?

Business analyst
Systems analyst
Infrastructure analyst
Change management analyst
Project manager

3. Compare and contrast the role of a systems analyst, business analyst, and infrastructure
analyst.
• The System Analyst knows or understands the use of information technology to
meet business demands the Business Analyst is known as the sponsor/user's
interests, while the infrastructure analyst has the greater technical expertise and
informs the team on technological constraints or infrastructure adjustments that
will be required by the new system. But between these three only the systems
analyst and the business analyst can work together to develop a system that meets
IS requirements while also bringing value to the company.

4. Compare and contrast phases, steps, techniques, and deliverables.

• Phases are grouped into a task, steps are the way to accomplish the task, techniques
are the ones that can help you to finish the task faster, and deliverables are the
results of job completion in terms of comprehension. But if we compare them all we
can see that each phase is made up of a sequence of activities that rely on
approaches to create deliverables.

5. Describe the major phases in the systems development life cycle (SDLC).
• The planning phase determines the entire success of the life cycle and focuses on
assessing whether or whether building an information system is justified. The
analysis phrases focus on defining the new system's needs and requirements and
also analyze the existing situation. The Design phase focuses on improving the
system requirements and also develops the conditions for how the new system will
fulfill those requirements. The implementation phase focuses on creating a new
system, testing, conversion, training, and support are all part of the implementation
phase.

6. Describe the principal steps in the planning phase.

What are the major deliverables?
• Step 1 – Project Initiation: The system's business value to the organization is
recognized in this stage. It is critical to do an early assessment of the project's
worth. Management is generally presented with the system request and the findings
of the feasibility analysis for approval.

Step 2 – Project Management: After the project is authorized, the project manager
creates a work plan, staffs the project, and establishes processes.

Project planning and feasibility analysis are the major deliverables in

this phase.

7. Describe the principal steps in the analysis phase.

What are the major deliverables?
• Analysis Strategy: In this step, the project team will create the methodology for
developing the requirements for the new system depending on the nature of the
project.

Requirements Gathering: From the word itself it's about gathering some
requirements that we can use. The system idea is then used to create a collection of
business analysis models that depict how the company would function if the new
system is implemented.

System Proposal: The studies, system ideas, and models are integrated into a
system proposal, which is submitted to the project sponsor and other key decision-
makers.

In my point of view, the primary deliverable for the analysis phase is the system
proposal because it contains the intangible design for a new system as well as the
source for design decisions. which compiles the data gathered during this phase into
a document that represents the new system's first conceptual design and serves as
the foundation for design choices.

8. Describe the principal steps in the design phase. What are

the major deliverables?
• Design Strategy- Choosing the best method for obtaining

• System architecture - Defining the fundamentals of hardware, software, and

networking

• User interface - Creating the general structure, navigation, inputs, outputs, and
displays for the system
 • Database and file specifications - Defining the storage structures for data • Program
Design - Each program will require its own set of plans and outlines.

• Deliverable: System Specification because it combines all the design specifications

mentioned above and also it is the basis for the construction work that will be
performed by the programmers.

9. Describe the principal steps in the implementation phase.

What are the major deliverables?
• Build system: Writing and testing system
• Train users: Assuring that end users understand new system's functions and work
procedures
• Convert to new system: Managing transition from old to new
• Support new system: Monitoring performance of system and need for changes
• Deliverables: Programs, manuals, training materials, and plans for system support

10. Which phase in the SDLC is the most important?

• The planning phase is the most important because in this phase you are imagining
the outcome or planning the outcome of your project. The rest of the stages will fail
if you don't have a well-organized strategy. A plan lays the groundwork for the rest
of the project's execution.

11. What does gradual refinement mean in the context of

SDLC?
• It means during the SDLC phases, the new system's clarity of comprehension and
depth of detail are continually developed. The criteria are initially only hazily
grasped. During the Analysis step, this understanding improves. During Design,
more information is produced, and then completely represented during
Implementation.

12. Describe the four steps of business process man- agement.

Why do companies adopt BPM as a management strategy?

• BPM is a method for analyzing, improving, and managing a company that is based
on a systematic approach. It also follows a cycle of designing, evaluating, and
methodically changing procedures.

• Step 1. Defining and mapping the steps in a business process

• Step 2. Creating ways to improve on steps in the process that add value
• Step 3. Finding ways to eliminate or consolidate steps in the process that do not add
value
• Step 4. Creating or adjusting electronic workflows to match the improved process
maps.
 • Organizations may obtain numerous key benefits by examining and refining their
underlying business processes, including better process agility, improved process
alignment, and higher process efficiency. This allows companies to respond more
quickly and effectively to a changing business environment.

13. Compare and contrast BPA, BPI, and BPR. Which is most
risky? Which has the greatest potential value?
• Business Process Automation (BPA) is primarily focused on increasing efficiency
within a firm and has a very limited impact on business. By implementing minor
operational adjustments, Business Process Improvement (BPI) improves both
efficiency and effectiveness of the organization. Using the newest technology,
Business Process Reengineering (BPR) integrates fresh ideas with substantial
modifications to the business process.

For me, because of the major operational changes that occur, BPR has the most risk
and potential. In terms of maximum potential, the answers might surely differ. In
many situations, it will be a "hybrid" mix of all three that has the most promise for
the company.

14. Give three examples of business needs for a system.

• improving interactions with suppliers
• perform a business function more efficiently
• keep or increase one's competitive advantage

15. Describe the roles of the project sponsor and the approval
committee.
• The person or department in charge of launching a systems request is known as the
project sponsor. Typically, the project sponsor collaborates with the IT department
to undertake a feasibility analysis during the planning phase. While the approval
committee looks over the system request and decides whether or not to explore the
proposed project.

16. What is the purpose of an approval committee? Who is

usually on this committee?
• The approval committee is frequently charged with project oversight, which
includes reviewing project performance after it has been approved. A steering
committee, a senior executive, or any other decision-making body might be
involved.
17. Why should the system request be created by a
businessperson as opposed to an IS professional?
• A businessperson will have a better understanding of the business requirement and
the value that will be added to the company. Because they are not directly involved
in those areas, it is doubtful that the organization's IS experts will be able to detect
 all of the business demands and possibilities for systems and enhancements in the
business divisions.

18. What is the difference between intangible value and

tangible value? Give three examples of each.
• The system advantages that can be quantified and measured are referred to as
tangible value. Benefits that are genuine but difficult to define and measure are
represented by intangible value. Increased revenue, lower operational costs, and
lower borrowing rates are all examples of tangible benefits. Increased customer
happiness, improved decision-making, and enhanced problem recognition are all
examples of intangible value.

19. What are the purposes of the system request and the
feasibility analysis? How are they used in the project
selection process?
• The system request explains why a system is needed and what value it is anticipated
to offer. The feasibility analysis helps the organization decide whether or not to
move forward with a project. Risks that need to be addressed are highlighted in the
report.

20. Describe two special issues that may be important to list on

a system request.
• If the project must be finished by a specific date, this will be noted.
• The project must adhere to a set of guidelines.

21. Describe the three dimensions of feasibility analysis.

• The technical feasibility of a system is determined by the organization's capacity to
build it successfully.
• In Economic feasibility, we try to figure out if the project's anticipated expenses are
justified by the value of the project's benefits.
• The organizational feasibility is examined by determining if the system is likely to be
implemented and used by the company

22. What factors are used to determine project size?

• The factors that are used to determine project size are the number of the team, the
time it will take to finish the project, or the number of different features in the
system is all factors to consider.
23. Describe a “risky” project in terms of technical feasibility.
Describe a project that would not be considered risky.
• Having a huge project where you utilize unknown technology that is difficult to
combine with current technology is a risky undertaking. A project that has a small
in scale employs well-understood technology, and is for a business sector that is
well-known to users and developers would not be deemed technically risky.
24. What are the steps for assessing economic feasibility?
Describe each step.
• 1. Identifying costs and benefits - Make a list of measurable expenses and benefits.

2. Assessing values to costs and benefits - Determine the dollar worth of expenses
and benefits.

3. Determining cash flow - Over time, project expenses and benefits (3-5 years)

4. Determining Net Present Value (NPV) - Determine future expenses in today's

terms.

5. Determining Return on Investment (ROI) - Determine the amount of money the

company will get.

6. Determining the break-even point - Determine the first year in which the benefits
surpass the expenses.

7. Graphing the break-even point - On a line graph, plot annual expenses and
benefits.

25. List two intangible benefits. Describe how these benefits

can be quantified.
• Reduced response time to client inquiries is an example of an intangible benefit. The
value of this benefit may be estimated by estimating the increase in the number of
customers serviced and the average revenue generated per client. Another example
of an intangible advantage is increased customer satisfaction. Calculating the
amount of recurring business we lose as a result of unsatisfied consumers might help
us estimate the value of this advantage.

26. List two tangible benefits and two operational costs for a
system. How would you determine the values that should
be assigned to each item?
• Two tangible benefits are: a rise in sales and a decrease in non-collectible accounts
receivable. It can be determined by the continuous costs of the new system are
known as operational costs, and they can be calculated pretty accurately.

27. Explain how an expected value can be calculated for a cost

or benefit. When would this be done?
• An anticipated value is made up of a combination of possible outcomes and the
corresponding probability of each occurrence. For instance, the Production
 department may predict prospective increases in the costs of parts based on
economic data.

• While allocating costs and benefits when assessing economic feasibility, estimating
the expected value of a cost or benefit is done.

28. Explain the net present value and return on invest- ment
for a cost–benefit analysis. Why would these calculations
be used?
• The net present value (NPV) is the difference between the entire present value of
benefits and the total present value of expenses. Determines whether or not the
project is economically viable. Return on investment is the average rate of return on
money invested. The net benefits of the project (total benefits minus total expenses)
are divided by total costs. A high ROI indicates that the project's benefits
significantly surpass its expenditures.

29. What is the break-even point for the project? How is it

calculated?
• The break-even point is when a project generates enough cash flow to cover its
costs. The first year in which the project's cumulative NPV is positive is the year in
which it breaks even. The exact point during that year at which break even occurs is
calculated by: (Yearly NPV (for first positive year) -Cumulative NPV at that year) /
Yearly NPV (for the first positive year).

30. What is stakeholder analysis? Discuss three stake- holders

that would be relevant for most projects.
• The champion is a high-ranking executive who, in some cases, is also the project
sponsor of the system request. Contributes time and resources to the project.
Provide day-to-day assistance

Organizational management - Their support demonstrates their trust in the

system's ability to contribute and that the required resources will be made
available.

Users of the system - These are the people who will utilize the system in the end.

Performance Task: Exercise D & E

D. Car dealers have realized how profitable it can be to sell automobiles by using the Web.
Pretend that you work for a local car dealership that is part of a large chain such as
CarMax. Create a system request that you might use to develop a Web-based sales system.
Remember to list special issues that are relevant to the project.
 System Request

Sponsor: Sales Manager.

Business Need: Increase revenue, market share, and prospective consumer reach by
expanding your geographic reach.

Business Requirements: Access to car inventory through the internet, including images.
Capabilities for searching Ability to respond to requests for further vehicle information.

Business Value: Boost sales by 4%, increase market share by 1.5%, and reach customers
within a 250-mile radius of the dealership.

Special Issues: Must have a person in charge of continually updating the content of the
website. Who will answer questions from customers? What will be the means of
remuneration for this individual? What will happen to our present sales team's
compensation? Do you think the new method will go down well with the sales team? What
effect will it have if we have our own online sales system in addition to CarMax?

E. Suppose you are interested in buying yourself a new computer. Create a costbenefit
analysis that illustrates the return on investment that you would receive from making this
purchase. Computer-related Web sites (www.dell.com, www.hp.com) should reveal
tangible costs that you can include in your analysis. Project your numbers out to include a
three-year period of time and provide the net present value of the final total.

YEAR 0 YEAR 1 YEAR 2 YEAR 3 TOTAL

COST:
Initial Purchase Price $ 1,070

Ongoing expenses of ownership $ 200 $ 200 $ 200

Internet Connection $ 50 $ 50 $ 50
Mouse and Keyboard $ 30 $ 30 $ 30
Supplies $ 30 $ 40 $ 45
Accessories $ 10 $5 $5
Anti-Virus Subscription $ 20 $ 20 $ 20

TOTAL COST $ 1,070 $ 340 345 355

P.V OF COSTS $ 1,070 $ 320.62 $ 307.05 $ 304.50 $ 2,002.17

P.V OF ALL COST $ 1,070 $ 1,390.62 $ 1,697.67 $ 2,002.17

BENEFITS
Saves Money $ 500 $ 600 $ 700
Saves Time $ 500 $ 600 $ 700

TOTAL BENEFITS $ 1,000 $ 1,200 $ 1,400

PV OF BENEFITS $ 943 $ 1,068 $ 1,218 $ 3,229

PV OF ALL BENEFITS $ 943 $ 2,011 $ 3,229

NPV YEARLY ($ 1,070) $ 622.38 $ 760.95 $ 913.50 $ 1,226.83