1.

Why is it important to use systems analysis and design methodologies when

building a system? Why not just build the system in whatever way seems to be “quick
and easy?” What value is provided by using? An “engineering” approach.

Answer. Methodologies, techniques, and tools help ensure the quality and
appropriateness of the system being built. It is important because improperly coded
algorithms can crash the system or require geometric scaling resources. Performing
system analysis and using best practice methodologies help prevent common bad coding
techniques. Following a systems methodology, applying techniques, and using
appropriate tools provides structure to the systems development process, since they have
been tested and perfected by others. The quick and easy approach to building systems
may be easier, cheaper, and quicker in the short run, but it almost always results in a
poorly developed system, meaning that the system will be less than optimal and require
extra work to maintain. In the long run, a poorly developed system requires more time
and money to make right. Following an engineering-type approach ensures that systems
analysis and design is rigorous, structured, and systematic. Value provided by using an
engineering approach:

System planning and selection

– Priorities for systems and projects
– Detailed work plan for selected project

System Analysis
– Description of current system
– General recommendations on how to fix, enhance or replace current system

System Design
– Detailed specifications of all system elements

2. Which of the four phases of the project management process do you feel is most
challenging? Why?

Project planning phase

The most challenging phase of project management as project managers need to

take care of the preconditions, functional requirements, operational requirements,
and design limitations. Moreover, this phase also involves identifying the work,
 preparing the schedule, and estimating the cost and is often referred to as risk
management. Project planning plays an essential role in helping guide
stakeholders, sponsors, teams, and the project manager through other project
phases. Planning is needed to identify desired goals, reduce risks, avoid missed
deadlines, and ultimately deliver the agreed product, service or result. Without
careful planning, project performance is almost certainly guaranteed to suffer.

Once you’ve defined all the objectives, it’s time to develop a roadmap for
everyone to follow. It involves setting goals and describing job-responsibilities to
the project members. Many project managers set S.M.A.R.T goals to make the
process achievable.

Time-bound: To create a timeframe to achieve every goal.

Specific: To set specific goals and have an answer for every what, who, where, which,
when, and how.
Measurable: To define criteria that can be used to measure the success of a goal.
Attainable: To identify what it will take to achieve those goals.
S.M.A.R.T goals – It is a popular goal-setting process that helps you set goals which
are ambitious yet doable. If you break the word, every alphabet signifies a quality that
can help you set well-crafted goals.
Realistic: To set goals those are actually doable and achievable in the given time.

3. List and discuss the different types of project feasibility factors. Is any factor most
important? Why or why not?
Types of Feasibility Study
A feasibility analysis evaluates the project’s potential for success; therefore, perceived
objectivity is an essential factor in the credibility of the study for potential investors and
lending institutions. There are five types of feasibility study—separate areas that
feasibility study examines, described below.

1. Operational Feasibility

This assessment involves undertaking a study to analyze and determine whether and
how well the organization’s needs can be met by completing the project. Operational
feasibility studies also examine how a project plan satisfies the requirements identified
in the requirements analysis phase of system development.

2. Scheduling Feasibility
This assessment is the most important for project success; after all, a project will fail if
not completed on time. In scheduling feasibility, an organization estimates how much
time the project will take to complete.

When these areas have all been examined, the feasibility analysis helps identify
any constraints the proposed project may face, including:

 Internal Project Constraints: Technical, Technology, Budget, Resource, etc.

 Internal Corporate Constraints: Financial, Marketing, Export, etc.
 External Constraints: Logistics, Environment, Laws, and Regulations, etc.

3. Legal Feasibility

This assessment investigates whether any aspect of the proposed project conflicts with
legal requirements like zoning laws, data protection acts or social media laws. Let’s say
an organization wants to construct a new office building in a specific location. A
feasibility study might reveal the organization’s ideal location isn’t zoned for that type
of business. That organization has just saved considerable time and effort by learning
that their project was not feasible right from the beginning.

4. Technical Feasibility

This assessment focuses on the technical resources available to the organization. It

helps organizations determine whether the technical resources meet capacity and
whether the technical team is capable of converting the ideas into working systems.
Technical feasibility also involves the evaluation of the hardware, software, and other
technical requirements of the proposed system. As an exaggerated example, an
organization wouldn’t want to try to put Star Trek’s transporters in their building—
currently; this project is not technically feasible.

5. Economic Feasibility

This assessment typically involves a cost/ benefits analysis of the project, helping
organizations determine the viability, cost, and benefits associated with a project before
financial resources are allocated. It also serves as an independent project assessment
and enhances project credibility—helping decision-makers determine the positive
economic benefits to the organization that the proposed project will provide.
  The project feasibility factors are economic, technical, operational, schedule, legal
and contractual, and political. Economic feasibility identifies the financial
benefits and costs associated with a development project. Technical feasibility
assesses the development organization’s ability to construct a proposed system.
Operational feasibility assesses the degree to which a proposed system solves
business problems or takes advantage of business opportunities. Schedule
feasibility determines the degree to which the potential time frame and completion
dates for all major activities within a project meet organizational deadlines and
constraints for affecting change. Legal and contractual feasibility evaluates the
potential legal and contractual ramifications due to the construction of a system.
Political feasibility evaluates how key stakeholders within the organization view
the proposed system.

 No factor is “most” important; one factor may be more important in some

situations, while another factor is more important in other situations.

4. Describe your university or college as a system. What is the input? The output?
The boundary? The components? Their interrelationships? The constraints? The
purpose? The interfaces? The environment? Draw a diagram of this system.

The JU business and economics collage as a system is made up of different component

called departments, each department has each identity that differ to each other yet they
are related because they belong to one college and work together to function well. The
inputs were the prospective students and instructors and the outputs were the graduate
students. the school policies serves as the boundaries, such as school id, to identify you
are a JU business and economics collage or from other schools. The components were
the college departments, faculty and staff department, human resource, business office,
college dean and the executive vice president office. Every departments had
responsibility to every students they under but they follow orders from higher authority,
such as the college dean or school president that is why the departments are interrelated.
The constraints were the limited number of faculty and staff. The school purpose and
mission is responsive and quality education. The registrar and the guidance office can
serves as school interfaces. The environment could be the legislative, prospective
students, other school, city ordinance and news.
B Departments
Faculty and staff
O
departments
U
N Business office
D
Human resource
A
R
Y

Input Output

OUTPUT
Prospective Graduates
students INPUT
Instructors

Tuition

JU BUSINESS AND ECONOMICS COLLEGE