FM-AA-CIA-15 Rev. 0 10-July-2020
Study Guide in (SAD 101 – SYSTEM ANALYSIS AND DESIGN) Module No._5_
STUDY GUIDE FOR MODULE NO. 5
PROJECT MANAGEMENT
MODULE OVERVIEW
This module will teach you strategies, tools, and techniques for project management as
applied to information systems projects. These also provide process-centric survey of
key project man•agement tools and techniques as they apply to systems analysis and
design and you will know that you understand the basics of project management when
you can.
MODULE LEARNING OBJECTIVES
At the end of the module, the students are expected to:
1. Identify feasibility checkpoints in the systems life cycle.
2. Identify alternative system solutions.
3. Define and describe six types of feasibility and their respective criteria.
4. Perform various cost-benefit analyses using time-adjusted costs and benefits.
5. Write suitable system proposal reports for different audiences.
6. Plan for a formal presentation to system owners and users.
LEARNING CONTENTS (Strategic Planning – A Framework for IT Systems Development)
Strategic planning
Is the process of identifying long-term organizational goals, strate-gies, and
resources. A
strategic plan looks beyond day-to-day activities and focuses on a horizon that is three,
five, ten, or more years in the future. The IT team must deliver IT resources to support
the firm’s long-term strategic goals. Therefore, IT managers and systems analysts must
understand and participate in strategic planning activities. IT managers have to
prepare for long-range needs, such as a new data warehouse, even as they handle
immediate problems, such as a logic bug in the payroll system. In most companies, the
IT team reviews each IT-related proposal, project, and systems request to determine if
it presents a strong business case, or justification.
Planning
The demand for new or replacement systems exceeds the ability and resources
of most organizations to conduct systems development projects either by themselves
or with consultants. This means that organizations must set priorities and a direction
for systems development that will yield development projects with the greatest net
benefits. As a systems analyst, you must analyze user information requirements, and
you must also help make the business case—or justify why the system should be built
and the development project conducted.
The reason for any new or improved information system (IS) is to add value to
the organization. As systems analysts, we must choose to use systems development
resources to build the mix of systems that add the greatest value to the organization.
How can we determine the business value of systems and identify those applications
that provide the most critical gains? Part Two addresses this topic, the first phase of
the systems development life cycle (SDLC), which we call planning. Business value
comes from supporting the most critical business goals and helping the organization
deliver on its business strategy. All systems, whether supporting operational or
strategic functions, must be linked to business goals. The two chapters
in this part of the book show how to make this linkage. The source of systems
projects is either initiatives from IS planning (proactive identification of systems) or
requests from users or IS professionals (reactions to problems or opportunities) for
,new or enhanced systems.
In this module we outline the linkages among corporate planning, IS planning, and the
identification
PANGASINAN STATE UNIVERSITY 1
, FM-AA-CIA-15 Rev. 0 10-July-2020
Study Guide in (SAD 101 – SYSTEM ANALYSIS AND DESIGN) Module No._5_
and selection of projects. We do not include IS planning as part of the SDLC, but the
results of IS planning greatly influence the birth and conduct of systems projects.
Planning makes a strong argument that IS planning provides not only insights into
choosing which systems an organization needs, but also describes the strategies
necessary for evaluating the viability of any potential systems project. A more
frequent source of project identification originates from system service requests
(SSRs) from business managers and IS professionals, usually for
very focused systems or incremental improvements in existing systems. Business
managers request a new or replacement system when they believe that improved
information
services will help them do their jobs. IS professionals may request system updates
when technological changes make current system implementations obsolete or when
the performance of an existing system needs improvement. In either case, the
request for service must be understood by management, and a justification for the
system and associated project must be developed. We continue with the Petrie
Electronics case following Chapter 4. In this case, we show how an idea for a new IS
project was stimulated by a synergy between corporate
strategic planning and the creativity of an individual business manager.
THE BUSINESS CASE
Refers to the reasons, or justification, for a proposal. A strong business case
suggests that the company should pursue the alternative, above other options,
because it would be in the firm’s best interest to do so.
Strategic planning is the process of identifying long-term organizational goals,
strategies, and resources
Strategic Planning Overview
SWOT analysis
– series of questions managers ask during strategic planning
, 2
PANGASINAN STATE UNIVERSITY
Study Guide in (SAD 101 – SYSTEM ANALYSIS AND DESIGN) Module No._5_
STUDY GUIDE FOR MODULE NO. 5
PROJECT MANAGEMENT
MODULE OVERVIEW
This module will teach you strategies, tools, and techniques for project management as
applied to information systems projects. These also provide process-centric survey of
key project man•agement tools and techniques as they apply to systems analysis and
design and you will know that you understand the basics of project management when
you can.
MODULE LEARNING OBJECTIVES
At the end of the module, the students are expected to:
1. Identify feasibility checkpoints in the systems life cycle.
2. Identify alternative system solutions.
3. Define and describe six types of feasibility and their respective criteria.
4. Perform various cost-benefit analyses using time-adjusted costs and benefits.
5. Write suitable system proposal reports for different audiences.
6. Plan for a formal presentation to system owners and users.
LEARNING CONTENTS (Strategic Planning – A Framework for IT Systems Development)
Strategic planning
Is the process of identifying long-term organizational goals, strate-gies, and
resources. A
strategic plan looks beyond day-to-day activities and focuses on a horizon that is three,
five, ten, or more years in the future. The IT team must deliver IT resources to support
the firm’s long-term strategic goals. Therefore, IT managers and systems analysts must
understand and participate in strategic planning activities. IT managers have to
prepare for long-range needs, such as a new data warehouse, even as they handle
immediate problems, such as a logic bug in the payroll system. In most companies, the
IT team reviews each IT-related proposal, project, and systems request to determine if
it presents a strong business case, or justification.
Planning
The demand for new or replacement systems exceeds the ability and resources
of most organizations to conduct systems development projects either by themselves
or with consultants. This means that organizations must set priorities and a direction
for systems development that will yield development projects with the greatest net
benefits. As a systems analyst, you must analyze user information requirements, and
you must also help make the business case—or justify why the system should be built
and the development project conducted.
The reason for any new or improved information system (IS) is to add value to
the organization. As systems analysts, we must choose to use systems development
resources to build the mix of systems that add the greatest value to the organization.
How can we determine the business value of systems and identify those applications
that provide the most critical gains? Part Two addresses this topic, the first phase of
the systems development life cycle (SDLC), which we call planning. Business value
comes from supporting the most critical business goals and helping the organization
deliver on its business strategy. All systems, whether supporting operational or
strategic functions, must be linked to business goals. The two chapters
in this part of the book show how to make this linkage. The source of systems
projects is either initiatives from IS planning (proactive identification of systems) or
requests from users or IS professionals (reactions to problems or opportunities) for
,new or enhanced systems.
In this module we outline the linkages among corporate planning, IS planning, and the
identification
PANGASINAN STATE UNIVERSITY 1
, FM-AA-CIA-15 Rev. 0 10-July-2020
Study Guide in (SAD 101 – SYSTEM ANALYSIS AND DESIGN) Module No._5_
and selection of projects. We do not include IS planning as part of the SDLC, but the
results of IS planning greatly influence the birth and conduct of systems projects.
Planning makes a strong argument that IS planning provides not only insights into
choosing which systems an organization needs, but also describes the strategies
necessary for evaluating the viability of any potential systems project. A more
frequent source of project identification originates from system service requests
(SSRs) from business managers and IS professionals, usually for
very focused systems or incremental improvements in existing systems. Business
managers request a new or replacement system when they believe that improved
information
services will help them do their jobs. IS professionals may request system updates
when technological changes make current system implementations obsolete or when
the performance of an existing system needs improvement. In either case, the
request for service must be understood by management, and a justification for the
system and associated project must be developed. We continue with the Petrie
Electronics case following Chapter 4. In this case, we show how an idea for a new IS
project was stimulated by a synergy between corporate
strategic planning and the creativity of an individual business manager.
THE BUSINESS CASE
Refers to the reasons, or justification, for a proposal. A strong business case
suggests that the company should pursue the alternative, above other options,
because it would be in the firm’s best interest to do so.
Strategic planning is the process of identifying long-term organizational goals,
strategies, and resources
Strategic Planning Overview
SWOT analysis
– series of questions managers ask during strategic planning
, 2
PANGASINAN STATE UNIVERSITY
