What measures the practicality of a technical solution and the availability of technical resources?

Chapter 11Feasibility Analysis and the System ProposalTrue/False QuestionsT 1.Feasibility is the measure of how beneficial or practical the development of aninformation system will be to an organization.F 2.Credibility is the measure of how beneficial or practical the development of aninformation system will be to an organization.T 3.Measuring feasibility throughout the life cycle of an information system is known asthe creeping commitment approach to feasibility.T 4.The complexity of an apparently feasible project can change after the initial problemsand opportunities are fully analyzed or after the system has been designed.F 5.The complexity of an apparently feasible project rarely, if ever, changes after theinitial problems and opportunities are fully analyzed or after the system has beendesigned.T 6.At a feasibility checkpoint, a project may be canceled or revised at any checkpoint,despite whatever resources have been spent.T 7.Operational feasibility is a measure of how well a solution meets the identified systemrequirements.T 8.Cultural (or political) feasibility is a measure of how well the solution will be acceptedin the organizational climate.F9.Technical feasibility is a measure of how well a proposed system solves the problemsand takes advantages of the opportunities envisioned for the system.T 10.Technical feasibility is a measure of the practicality of a technical solution.T 11.Schedule flexibility is a measure of how reasonable a project timetable is.T 12.Economic feasibility is a measure of the cost-effectiveness of a project or solution.T 13.Legal feasibility includes how well a solution can be implemented within existingcontractual obligations.T 14.A yearly maintenance agreement on computer equipment is an example of a variablecost.T 15.The cost of printer paper is an example of a variable cost.Whitten/Bentley, Systems Analysis & Design Methods, Seventh Edition217

tangible and intangible benefits

T:easily quantified or measure to determine project success or failure Ex: decr expenses, decr processing errors, decr response time, incr sales, increased quality
I: not easily measured ex: Improved decisicion making, improved community service, improved goodwill, improved morale

measure of tangible and intangible benefits in a information system

Time, Cost & Scope
All 3 effect one another in a project

process of identifying the financial benefits and costs associated with a develpment project

measures how well a solution meets the identified system requirements to solve the problems and take advantage of opportunities

assesses whether a new system is likely to be finished in time to meet minimum essential schedule requirements

Measures the practicality of a technical solution and the availability of technical resources and expertise

Measures how well the solution will be accepted in a given organization

Measures how well the solution will be implemented within existing legal and contractual obligations

what info, how, how frequently, and to whom should info be disseminated
key for managing project expectations

Sponsor (executive sponsor and project sponsor)

The sponsor is the person who has ultimate authority over the project. The executive sponsor provides project funding, resolves issues and scope changes, approves major deliverables, and provides high-level direction. He or she also champions the project within the organization. Depending on the project and the organizational level of the executive sponsor, he or she may delegate day-to-day tactical management to a project sponsor.

Factors considered to be true, real, or certain without proof or demonstration. 

Any measurable outcome produced to complete all or part of a project

Project management office (PMO)

A business unit that centralizes the operations and procedures of all projects within the organization. The PMO supports the project manager through software, templates, and administrative support. A PMO can exist in any organizational structure, but it is most common in matrix and projectized structures.

significant points in development effort where formal review of progress is made

Project objecties are quantifiable criteria that must be met for the project to be considered a success.

Project Requirements Document

Defines the specification for product/output of the project and is key for managing expectations, controlling scope, and completing other planning efforts. 

Links the project to the organization's overall business goals. It describes the business need and the justification, requirements, and current boundaries for the project. It defines the work that must be completed to deliver the product with the specified features and functions, and it includes constraints, assumptions, and requirements - all components necessary for developing accurate cost estimates

Individual and organizations actively involved in the project or whose interest might be affected as a result of project execution or project completion. 

summarizes the tasks to be done and who is responsible for what on the project

a way to measure project objectives
-specific
-measurable
-agreed upon
-realistic
-time frame

a graph that shows dependency among project tasks

What measures the practicality of a technical solution in the availability of technical resources and expertise?

What measures the cost effectiveness of a project?

Who is the person or group who provides the financial resources for the project?

What is an internal department that oversees all organizational projects?