Topic Managing a

3 Project

LEARNING OUTCOMES
By the end of this topic, you should be able to:
1. Identify skills needed for a systems analyst;
2. Identify analyst roles;
3. Differentiate between a project and project management;
4. Explain system request factors;
5. Describe two steps in system request evaluation; and
6. Apply six steps in initial investigation.

INTRODUCTION
The systems analyst plays an important role in system development project.
Among the roles of a systems analyst is to cooperate with other individuals in the
organisation to evaluate system requirements.

A project is identified when someone in the organisation identifies a business

need to build a system. Business needs can surface when the organisation
identifies unique and competitive ways of using IT. Once the need for the system
and its business requirements have been defined, the approval committee will
authorise a systems analyst to prepare a more detailed business case. This is to
better understand the proposed information system project.

Feasibility analysis guides the organisation in determining whether to proceed

with the project. Feasibility analysis also identifies the important risks associated
with the project that must be managed if the project is approved. So let us start
learning all of these in this new topic.

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3.1 SYSTEMS ANALYST

The systems analyst plays a key role in information systems development
projects. The systems analyst works closely with all project team members so that
the team develops the right system in an effective way. Systems analysts must
understand how to apply technology to solve business problems.

In addition, systems analysts may serve as change agents; a person who serves as
a catalyst for change, develops a plan for change and works with others in
facilitating that change.

The systems analyst is responsible for following up on the latest developments

and the newest techniques in information technology so that he can update the
end-users and management on new technologies that are very useful to the
business. This kind of knowledge can be acquired through courses at colleges,
seminars, workshops and trainings. There are certain expert areas that should be
grasped by a system analyst. They are:

(a) Database management system centralised and distributed;

(b) Networking and telecommunications;
(c) Distributed program and client/server architecture;
(d) Object technology;
(e) Rapid application development technology;
(f) Graphical user interfaces; and
(g) The Internet.

Is your ambition to become a systems analyst? Try and look around the
advertisement spaces in the newspapers or websites. One example is shown in
Figure 3.1; a post of analyst offered to anyone interested and qualified.

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Figure 3.1: Advertisement for a systems analyst in Jobstreet website

Source: http://www.jobstreet.com

There will always be a shortage of qualified workers to fill the posts in the field
of information technology. This will create a high demand for individuals with
expertise, knowledge and wide experience in the field of information technology
to fill these vacancies.

If you are interested in becoming a systems analyst, you certainly need to

understand the basic theories and the knowledge of information systems analysis
and design. To become a successful systems analyst, you should equip yourself
with all the knowledge and skills in this field.

There are four skills needed by a systems analyst as summarised in Table 3.1.

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Table 3.1: Skills of a Systems Analyst

Skills Explanation

Knowledge of A systems analyst with credibility should:

Business and
Organisation Understand the fields of both business and programming.

Study business opportunities and problems.

Be able to change the business and determine business information

requirements for computer-based information system and
computer applications, which can be implemented by various
technical experts including computer programmers.

Understand in depth every process and operation in the

organisation. This is to ensure that the information system to be
developed would really support the organisation to achieve its
objectives effectively.

Be clear on the direction or the organisational aim.

Study carefully every process and operation in the organisation.

Skills in Solving A systems analyst should:

Problems
Be capable of solving problems related to the system.

Be skilled in computers and computer programming.

Develop the information system beyond program writing.

Be treated as a problem solver, and not as a computer

programmer, since the information system being developed is to
solve problems faced by an organisation.
What are the problems that need to be solved by a systems analyst?
Among the examples of problems that need to be solved by a
systems analyst are:

When a customer wishes to order goods either during day or

night the problem to be solved is how the system can receive
the order and process it without increasing costs.

When the management wishes to know the current financial

status of the company, including profit and loss incurred, cash-
flow and share market forecasts the problem to be solved is
how to collect, analyse and present all financial information
requested by the companyÊs management.

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These are just some examples of problems that may be thought of by

the management of organisations. The systems analyst should have
the skills to search for suitable techniques to handle the problems
faced by these organisations.
The approach taken by an analyst in solving problems is depicted in
Figure 3.2.

Figure 3.2: Approach to problem solving

Skills in Inter- A systems analyst should:

personal
Communication Be able to communicate effectively because the systems analyst
always interacts with various layers of people such as the system
users, technicians, database administrators, network analysts,
supervisors and managers.

Possess inter-personal skills such as communication skill, skills

for interviewing and questionnaire designing, skills in writing
and presentation.

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Knowledge and A systems analyst should:

Skills in
Information Know how to write programs since he is the main person to link
Technology between end-users and system developers.

Have wide experience in programming, besides being able to

design the system to be built. Two main activities inside the
system development life cycle are analysis and design. In these
two phases, the systems analyst will provide many development
models such as process and data models.

Be skilled in the use of utility software and CASE tools in

building various development models.

Have deep knowledge in technical fields such as knowledge of

computer types and networking technology. This is important
because most of the information systems implemented today are
inclined towards networking technology.

ACTIVITY 3.1

What is the relationship between system problem-solving and the system

development life cycle?

3.2 SYSTEMS ANALYST ROLES

To develop an effective information system does not just involve the systems
analyst and users. Many technology experts are also involved in the development
of information systems such as change management analyst, infrastructure
analyst, networking experts, business analyst, project manager and others.

As organisations and technology have become more complex, most large

organisations now build project teams that incorporate several analysts with
different, but complementary roles. In smaller organisations, one person may
play several of these roles. Here we briefly describe these roles and how they
contribute to a systems development project.

(a) The systems analystÊs role focuses on the IS issues surrounding the system.
This person develops ideas and suggestions for ways that IT can support
and improve business processes, helps design new business processes
supported by IT, designs the new information system and ensures that all

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IS standards are maintained. The systems analyst will have significant

training and experience in analysis and design and in programming.

(b) The business analystÊs role focuses on the business issues surrounding the
system. This person helps to identify the business value that the system
will create, develops ideas for improving the business processes and helps
design new business processes and policies. The business analyst will have
business training and experience, plus knowledge of analysis and design.

(c) The requirements analystÊs role focuses on eliciting the requirements from
the stakeholders associated with the new system. As more organisations
recognise the critical role that complete and accurate requirements play in
the ultimate success of the system, this specialty has gradually evolved.
Requirements analysts understand the business well, are excellent
communicators and are highly skilled in an array of requirements
determination techniques (will be discussed in the next Topic 4).

(d) The infrastructure analystÊs role focuses on technical issues surrounding

the ways the system will interact with the organisationÊs technical
infrastructure (hardware, software, networks and databases). This person
ensures that the new information system conforms to organisational
standards and helps to identify infrastructure changes that will be needed
to support the system. The infrastructure analyst will have significant
training and experience in networking, database administration and
various hardware and software products. Over time, an experienced
infrastructure analyst may assume the role of software architect, who takes
a holistic view of the organisationÊs entire IT environment and guides
application design decisions within that context.

(e) The change management analystÊs role focuses on the people and
management issues surrounding the system installation. This person
ensures that adequate documentation and support are available to users,
provides user training on the new system, and develops strategies to
overcome resistance to change. The change management analyst will have
significant training and experience in organisational behaviour and specific
expertise in change management.

(f) The project managerÊs role is to ensure that the project is completed on time
and within budget and that the system delivers the expected value to the
organisation. The project manager is often a seasoned systems analyst who,
through training and experience, has acquired specialised project
management knowledge and skills.

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The roles and the names used to describe them may vary from organisation to
organisation. In addition, there is no single typical career path through these
professional roles. Some people may enter the field as a more technically-
oriented programmer/analyst. Others may enter as a business-oriented
functional specialist with an interest in applying IT to solve business problems.

SELF-CHECK 3.1

1. What are the functions of a systems analyst when developing a

computer application?

2. The systems analyst is responsible to whom during the

development?

Now, let us study the functions of a systems analyst to manage a project.

3.3 PROJECT MANAGEMENT

The success of a certain project depends on the wisdom of the project manager. A
project manager needs to be wise in discharging his or her duties such as the
ability to schedule work for his or her group members and the ability to exploit
opportunities in the excesses and deficiencies found inside every element of the
project. The failure of a project manager to manage a project results in the failure
of the project.

3.3.1 Project
In your opinion, what do you understand by the term „project‰? Before we learn
further about how to manage a project, first of all, it is better to define what is
meant by the term „project‰ itself.

Project can be simply defined as work done to achieve a certain objective.

In general, a project contains a number of elements, which are time, budget and
objective as depicted in Figure 3.3.

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Figure 3.3: Three basic components of a project

More specifically, we can define a project as a set of related activities which

require a certain time duration to be completed by using a pre-defined set of
resources.

A project is identified when someone in the organisation identifies a business

need to build a system. Business needs can surface when the organisation
identifies unique and competitive ways of using IT. Many organisations keep an
eye on emerging technology, which is technology that is still being developed
and not yet viable for widespread business use. For example, if companies stay
abreast of technological advances such as cloud computing, RFID (radio
frequency identification) or Web 2.0, they can develop business strategies that
leverage the capabilities of these technologies and introduce them into the
marketplace as a first mover. Ideally, companies can take advantage of this first
mover position by making money and continuing to innovate while competitors
trail behind.

System projects are initiated by many different sources for many reasons. Some
of the projects suggested will survive various stages of evaluation to be worked
on by you (or you and your team); others will not and should not get that far.
Business people suggest system projects for two broad reasons:

(a) Because they experience problems that lend themselves to systems

solutions; and

(b) Because they recognise opportunities for improvement through upgrading,

altering, or installing new systems when they occur.

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Both situations can arise as the organisation adapts to and copes with natural,
evolutionary change.

Projects come from many different sources and for many reasons. Not all projects
should be selected for further study. You must be clear in your mind about the
reasons for recommending a systems study on a project that seems to address a
problem or could bring about improvement.

3.3.2 Project Management

What is meant by project management?

Project management can be defined as the use of knowledge, skills, tools and
also certain techniques in activities of a certain project to fulfil a requirement
and to satisfy the wishes of the project stakeholders.

Project Management Institute (PMI) Inc. defines project management as "the

application of knowledge, skills, tools and techniques to a broad range of
activities in order to meet the requirements of a particular project".

The process of directing and controlling a project from start to finish may be
further divided into five basic phases: initiating, planning, executing, monitoring
and controlling, and closing down a project.

(a) Project initiation consists of processes performed to define a new project or

a new phase of an existing project by obtaining authorisation to start the
project or phase. Within the initiating processes, the initial scope is defined
and initial financial resources are committed. Stakeholders who will
interact and influence the overall outcome of the project are identified. The
key purpose of this phase is to align the stakeholdersÊ expectations with the
projectÊs purpose, give them visibility about the scope and objectives, and
show how their participation in the project and its associated phases can
ensure that their expectations are achieved. These processes help set the
vision of the project and what needs to be accomplished.

Once the project sponsor identifies a project that meets an important

business need, he can identify the business requirements and business
value of the system; time to formally initiate the project. In most
organisations, project initiation begins by preparing a system request.

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(b) Project plan consists of processes performed to establish the total scope of
the effort, define and refine the objectives and develop the course of action
required to attain these objectives. The planning processes develop the
project management plan and the project documents that will be used to
carry out the project. The complex nature of project management may
require the use of repeated feedback loops for additional analysis. As more
project information or characteristics are gathered and understood,
additional planning will likely be required.

The key benefit of this phase is to delineate the strategy and tactics as well
as the course of action or path to successfully complete the project or phase.
When the planning is well managed, it is much easier to get stakeholder
buy-in and engagement. These processes express how this will be done,
setting the route to the desired objective.

(c) Project execution consists of processes performed to complete the work

defined in the project management plan to satisfy the project specifications.
This process group involves coordinating people and resources, managing
stakeholder expectations, as well as integrating and performing the
activities of the project in accordance with the project management plan. A
large portion of the projectÊs budget will be expended in performing the
executing phase.

(d) Project monitor and control consists of those processes required to:
(i) Track, review and orchestrate the progress and performance of the
project;

(ii) Identify any areas in which changes to the plan are required; and

(iii) Initiate the corresponding changes.

The key benefit of this phase is that project performance is measured and
analysed at regular intervals, appropriate events or exception conditions to
identify variances from the project management plan.

(e) Project closure consists of processes performed to conclude all activities

across all project management phases to formally complete the project,
phase or contractual obligations. This phase, when completed, verifies that
the defined processes are completed within all of the phases to close the
project or a project phase, as appropriate, and formally establishes that the
project or project phase is complete.

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Similar to the phases contained in SDLC, every project phase can help a project
manager in managing and categorising project activities based on the objectives
to be achieved for each phase. He would continue with these until the installation
of an information system which could operate with complete satisfaction.

3.4 SYSTEM REQUEST FACTORS

A project is usually started following a request by users. A system request
usually proposes a revamp of an existing system, to correct mistakes contained
inside the current system or to completely develop a new information system.
Some factors that cause an organisation to develop or upgrade an information
system are given in Table 3.2.

Table 3.2: Factors that Cause an Organisation to

Develop or Upgrade an Information System

Factor Description
Failure of the The old system fails to perform satisfactorily, which cannot be
Old System tolerated. This failure could be due to old hardware or old software
with constraints to upgrade. Thus, it is time to change to a completely
new one.

Legal The government may introduce new tax rates or other laws. This
Requirements requires changes in the formulas for calculations, the number of
copies to be produced and to be sent, plus other requirements. Failure
to address these would result in penalties and other legal problems.

New The company needs to conform to newly established industry

Industry standards, such as ATM, bar-coding, online payments and so on.
Standards Failure to conform to the standard practices of the industry may
result in the company losing its linkages and competitiveness.

To Exploit The company wants to exploit the opportunity offered by new

New technologies present in the market. Examples could be Internet
Technology technology, mobile devices, physical tracking and many more. These
new technologies can improve performances several times or can cut
down on manpower costs a great deal, thus making its operations
more competitive.

To Improve Often system requests are made to improve or add additional services
Services for users and customers. Examples are to enable share investors to
check their account balances on the website, saving data about taxes,
or developing an online registration facility.

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More The current system may not provide information required by the
Information organisation. For example, a customer ordering system may not
provide facilities for analysis and forecasting market trends.
However, to compete in the market and to address rapidity of the
sales cycles, managers need enough information to plan, design and
market products and services.

More Stable A system may need to add on new effective controls to ensure that
Control data is accurate and safe. Examples include passwords, various levels
of user access and encryption or data encoders. More sophisticated
controls are those like retina scanners to identify personnel. Poor
controls can result in mistakes in input data or invalid user access.
Controls inside the system should be effective and not overload
customers. If the system takes too long to process the data, this will
cause users or customers to get bored and think that the system is not
user friendly.

Reducing Operating cost of the existing system may be too expensive. It could
Operating incur a high updating cost due to technical problems, poor design or
Cost changing requirements in terms of the business direction. To
overcome this problem, the system may need to be upgraded by
incorporating new technology.

SELF-CHECK 3.2

Explain three factors which may be regarded as factors leading to

information system development.

3.5 SYSTEM REQUEST EVALUATION

In most organisations, information technology departments receive many system
requests that may exceed their duty loads. Many organisations assign the
responsibility of evaluating a system request to the managers and users. The
objective is to use the expertise of the manager in evaluating these requests.

In the evaluation of a system request, there are two steps that need to be done.
These steps are shown in Figure 3.4.

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Figure 3.4: Evaluating system request

These two steps are further explained in the next following subtopics.

3.5.1 Evaluation Committee

In an organisation, only one individual is normally given the responsibility to
evaluate system requests. This usually occurs in small organisations where there
is only one person who possesses the required skills in information technology.
In such a case, the individual concerned needs to work closely with users and
managers in the organisation to ensure that business operational requirements
are considered as a whole.

In larger organisations, on the other hand, one committee needs to be formed in

order to bring together various skills and knowledge for evaluating system
requests. This committee normally consists of the information technology
director and various departmental managers.

3.5.2 Feasibility Evaluation

Evaluation of feasibility is a process normally carried out by many organisations
to evaluate the feasibility of a certain project. It aims to give the reasons or the
strong rationales why a certain information system needs to be developed. This
can be clarified briefly in Figure 3.5.

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Figure 3.5: Evaluation of the feasibility

Usually, evaluation of feasibility involves a study of the proposed project outline

by taking into account a number of criteria and certain pressures. The criteria and
pressures depend on the organisation. An example of pressure is the effect of
time on a process flow, if the information system is used by the organisation.

In the context of information systems, evaluation of feasibility will help the

management to make a decision on whether or not to accept the proposal that
has been submitted based on the findings and analysis made in this evaluation.
There are several objectives that are identified in this evaluation. These are
shown in Figure 3.6.

Figure 3.6: Objectives of feasibility evaluation

Evaluation of feasibility is normally done in groups in which members are those

selected and who have the ability to achieve the objectives of the evaluation. At
the end of this process, the group is expected to produce a feasibility report as a
deliverable for the feasibility evaluation. The report contains a summary and
proposal from the group.

Feasibility study uses three main yardsticks to measure or to ensure the success
of the system to be developed, that is:

Operational feasibility;
Technical feasibility; and
Economic feasibility.

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(a) Operational Feasibility

A system is said to have operational feasibility if the system can be used
after it has been developed. If users find it difficult to use the new system,
the system is said to be unable to fulfil the objectives set for its
development.

Operational feasibility tries to measure how far the solution proposed

can be used by the organisation.

In studying this problem, issues like performances, information, economy,

control, effectiveness and services will be addressed. Operational feasibility
depends on a number of things, such as:

(i) Whether the management supports the project. Whether users also
support the project.

(ii) Whether some of the workers will be retrenched.

(iii) Whether users will get involved in the system development right
from the beginning.

(iv) Whether the schedule for development is reasonable.

(v) Whether ethical issues need to be handled.

(b) Technical Feasibility

A system request is said to have the technical feasibility if the

organisation has the resources to develop or buy, and to operate the
system at user locations.

Evaluating for technical feasibility, in general, answers the following

question:

„Is the technology required by the new system obtainable from outside
parties or capable of being self-developed, and is it capable of being
introduced to the organisation with success?‰

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During a study of technical feasibility, the systems analyst needs to think

about the following points:

(i) Whether the organisation has enough resources for hardware,

software and the network. If not, whether these resources can be
easily obtained.

(ii) Whether the proposed technology or solution is practical.

(iii) Whether the technology is available.

(iv) Whether the required technical skills are available.

(v) Whether the proposed system is capable of being expanded, and

capable of coping with organisational expansion.

(c) Economic Feasibility

Economic feasibility tries to answer the question of whether the system

to be introduced can be developed within budgetary constraints and
whether it can improve the organisationÊs economy by giving back in
the form of benefits.

To know the cost involved, an organisation normally emphasises the total

cost of ownership (TCO). This includes the cost of continuous support,
updating cost and also the development cost. To determine the TCO, the
analyst needs to determine the cost of the following items:

(i) People, including the information technology staff and users;

(ii) The hardware and tools;
(iii) The software that is built in-house and those bought from suppliers;
(iv) Formal and informal training;
(v) Licences and fees;
(vi) Consultation fees;
(vii) Facilitation cost; and
(viii) Opportunity cost of not developing the system or its postponement.

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Besides the above listed costs, the analyst needs to look at the tangible
benefits and the intangible ones which may have some effect on the
organisation. The system evaluation committee will use these figures and
the estimated cost in deciding on whether or not to continue with the
project.

Tangible benefits are the benefits that can be measured in the form of
money, or those that can be easily quantified.

Tangible benefits can be produced out of a reduction in expenses and an

addition of the goods produced or both. Examples of factors leading to
tangible benefits are:

(i) A new scheduling system which can reduce time duration;

(ii) An online package tracing system which can improve the service and
reduce the need for clerical staff; and
(iii) An inventory control system which can reduce excessive inventory
and eliminate delay in taking out the product.

Intangible benefits are difficult to measure in monetary form, but this

category needs to be identified. They can be of strategic importance
that may override the numerical benefits.

Examples of the intangible benefits are:

(i) A user-friendly system that can improve job satisfaction of the staff;
(ii) A sales system which can supply information to help in making
decisions about the market;
(iii) A new website which can uplift the companyÊs image;
(iv) A system that provides competitive advantage in the marketplace;
and
(v) The cost of not having the proposed system.

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SELF-CHECK 3.3

1. What is meant by the feasibility of a system?

2. What is the difference between tangible benefits and intangible

benefits?

Now let us study the tasks that need to be done by a systems analyst in dealing
with the initial investigation phase.

3.6 INITIAL INVESTIGATION PHASE

A systems analyst works on the initial investigation phase to study the system
request and to propose actions that need to be taken.

Initial investigation of the system can be defined as an initial study of a

certain project before making a decision on whether or not the project can be
continued.

Initial investigation is the process of studying the system request and preparing a
recommendation. The purpose of the initial investigation is to determine if the
systems request is worth pursuing into the analysis phase and to perform some
initial project management planning tasks. Initial investigation can also be
known as preliminary investigation.

An initial investigation for a project is very important for the management of an

organisation. The outcome of this study can help the management to make a
decision on whether to accept or to reject a proposed project.

3.6.1 Initial Investigation Activities

While working on the initial investigation, an analyst needs to follow a number
of steps to collect information, at the end of which he needs to produce a report
for presentation to the management. Now let us look at the steps to be followed
by a systems analyst in planning for the project to be undertaken.

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Step 1: Understanding OrganisationÊs Problems and Opportunities

If the system request involves development of a new information system or only
some changes to the existing system, the systems analyst may need to:

(a) Develop a business profile to explain its business process and functions as
you have studied in Topic 1.

(b) Know how the change influences business operations and other information
systems.

Usually, changes in one system will influence other systems without you
realising it. When you analyse a system request, you need to ensure that the user
department and the business process involved are considered. In most cases, a
system request does not show the hidden problems, only the symptoms. For
example:

(a) You may receive a request to investigate the source of delays on a

mainframe processing. After the investigation, you understand that the
problem is due to the scheduling job, which is not smart enough and had
nothing to do with the hardware problem at all.

(b) A request to analyse a user complaint may be due to inadequate training

for the sales representatives and not due to the goods produced being
without quality.

Step 2: Determining Project Scope and Limitations

What is meant by project scope?

Determining the project scope means determining the project boundary as

completely as possible.

For example, a statement like the pay slip not being produced correctly is too
general as compared with a statement like overtime pay not being calculated
correctly for the staff in the Treasury Department. Sometimes, a project is
expanded without realising it. To overcome this problem, you need to determine
the project scope clearly. You may need to use a graphical model to illustrate the
system, the individuals involved and the business process. The project scope also
determines the boundary in the initial investigation. A systems analyst should
limit his or her focus on the problem and avoid using excessive time going over
budget specifications.

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Besides determining the project scope, you need to identify the systemÊs
limitations. Limitations and needs are conditions for the system to achieve as per
the stated specification or the estimated systemÊs usefulness to be achieved.
Limitations can involve:

(a) Hardware;
(b) Software;
(c) Time;
(d) Policy;
(e) Law; and
(f) Cost.

A systemÊs limitations also determine the project scope. As an example, if the

system needs to operate using the existing hardware, this becomes the limitation
that influences a better solution. Other examples of the systemÊs limitations are as
follows:

(a) Order system must receive inputs from 15 departments outside the
location; and
(b) A new web portal must be operational on March 1.

Having identified the limitations, you also need to determine features of the
limitations. All limitations need to be identified as early as possible to avoid
future unforeseen problems. A clear definition of the project scope and
limitations can avoid differences in understanding, which may arise when the
manager thinks of the system having certain features, but in the end, he would
find that those features are not included in the system.

To avoid a certain project from expanding without being realised, you need to
understand two things; the project scope and project limitation.

SELF-CHECK 3.4

1. What is meant by the project scope?

2. What is meant by the project limitation?

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Step 3: Doing Information Search

An information search consists of various techniques. Depending on the kind of
information desired, information searches may take a few hours, days or weeks.

As an example, to get the information for changing the format of a report or

input data on the screen you may need one telephone call or you may need to
send an electronic message to the user, but to get the information for producing a
new inventory system may involve a series of interviews. During the information
search, you may need to:

(a) Analyse an organisational chart;

(b) Execute an interview;
(c) Check existing documentation;
(d) Observe how the operation works; and
(e) Design questionnaires for users.

Step 4: Determining Project Feasibility

Until now, you have analysed the problems and benefits, determined the project
scope and its limitations, carried out information searches to seek the factors that
may influence a project and estimated the cost and benefits of the new system.
Now, you are ready to determine the feasibilities with respect to its operational,
technical and economic aspects. You have learnt about these in the previous
topic.

Step 5: Estimating Time and Cost in Order to Proceed with Development

To determine the estimated time and cost for the following development phases,
you need to consider the following issues:

(a) What information do you need to get? How to get the information? And
how to analyse it?

(b) What sources of information do you use? What are the problems faced in
getting the information?

(c) Do you need interviews? How many people do you need to interview?
How long do you need to interview and to summarise their responses?

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(d) Do you need questionnaires? Who will be involved? How much time is
required to complete the questionnaires? How much time is required to
finish the questionnaires and to get the results?

(e) How much cost is involved to analyse the information obtained to provide
the report and also your proposal?

Besides estimating the time and cost for the next development phase, you also
need to estimate the time and cost for the entire project. This enables the manager
to understand the overall financial and scheduling implications. An accurate
estimate may not be known, but an estimate of time and cost may help, especially
when you forecast a good scenario as compared with a bad one.

Step 6: Presenting a Proposal to the Management

At this stage you have a number of alternatives. You may find that there is no
action to be taken, just that users may want additional training. To solve small
problems, you may take up a simple solution without performing any additional
analysis.

In other situations, you may propose a new information system development

and need to move on to the next phase of development, which is the analysis
phase.

The last step in this phase is to produce a report for management. This report
should contain an evaluation of the system request, estimated cost and benefits,
and your proposal. The completed report will then be presented to the
management. The content of the proposed report is shown in Table 3.3.

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Table 3.3: Content of the Proposed Report

Item Content of the Item

Introduction This section will provide the general introduction for the report. It
contains summarised explanations on the system, names of
individuals involved in the initial planning and names of
individuals who ordered the investigation.

Summarised The summary explains the basis for the system request.
System Request

Planning Planning section contains the result of planning that has been made.
This includes an elaboration of project scope, limitations and the
systemÊs feasibility.

Proposal Proposal for the following actions with acceptable reasons and their
justification. The management will make a decision, but inputs
from the information technology department are required.

Time Duration This section will explain the cost required and the delivery of
and Cost system to user locations. Also included is the overall system
ownership cost during the time of its use.

Estimated Tangible and intangible benefits involved and also a table showing
Benefits when the costs are incurred.

Appendix All the appendices which can support the information supplied are
Recorded kept in this section.

SELF-CHECK 3.5

What is the objective of doing the initial investigation?

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 TOPIC 3 MANAGING A PROJECT 65

A systems analyst should have various skills and expertise to ensure that he
can supervise and deal with various individuals involved in the development
of an information system. Some of the skills are knowledge of business and
organisation, skills in solving problems and skills in inter-personal
communication.

Some of the roles of a systems analyst focus on the information system issues
and business issues surrounding the system, eliciting the requirements from
the stakeholders associated with the new system, and focus on the people and
management issues surrounding the system installation.

A project is identified when someone in the organisation identifies a business

need to build a system. It comes from many different sources and for many
reasons.

On the other hand, project management can be defined as the use of

knowledge, skills, tools and also certain techniques in activities of a certain
project to fulfil a requirement and to satisfy the wishes of the project
stakeholders. It has five basic phases: initiating, planning, executing,
monitoring and controlling, and closing down a project.

Some of the system request factors are failure of the old system, legal
requirements, new industry standards and to improve services.

Two steps in system request evaluation are evaluation committee and

evaluating feasibility.

Initial investigation of the system can be defined as an initial study of a

certain project before making a decision on whether or not the project can be
continued. It has five steps that can be used as a guideline.

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Expertise Skills
Initial investigation Systems analyst
Project System request evaluation
Project management System request factors
Roles

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