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Chapter 5
Initiating and Planning Systems Development Projects
Modern Systems Analysisand Design
Sixth Edition
Jeffrey A. Hoffer Joey F. George
Joseph S. Valacich
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall 2Chapter 5
Learning Objectives
Describe the steps involved in the project initiation and planning process.
Explain the need for and the contents of a Project Scope Statement and Baseline Project Plan.
List and describe various methods for assessing project feasibility.
Describe the differences between tangible(ملموسة) and intangible( ملموسة (غيرbenefits and costs and between one-time vs. recurring benefits and costs.
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall 3Chapter 5
Learning Objectives (Cont.)
Perform cost-benefit analysis and describe what is meant by the time value of money, present value, discount rate, net present value, return on investment, and break-even analysis.
Describe the general rules for evaluating technical risks associated with a systems development project.
Describe the activities and participant roles within a structured walkthrough.
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall 4Chapter 5
Initiating and Planning Systems Development Projects What must be considered when making the
decision on the division between project initiation and planning (PIP) and analysis?
How much effort should be expended(أنفقت) on the PIP process?
Who is responsible for performing the PIP process?
Why is PIP such a challenging activity?
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall 5Chapter 5
The Process of Initiating and Planning IS Development Projects
FIGURE 5-1Systems development life cyclewith project initiation andplanning highlighted
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall 6Chapter 5
The Process of Initiating and Planning IS Development Projects (Cont.)
Project initiation focuses on activities designed to assist لمساعدة in organizing a team to conduct(إجراء) project planning.
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall 7Chapter 5
The Process of Initiating and Planning IS Development Projects (Cont.)
Establishing the Project Initiation Team. Establishing a Relationship with the Customer. Establishing the Project Initiation Plan. Establishing Management Procedures. Establishing the Project Management
Environment and Project Workbook. Developing the Project Charter.
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall 8Chapter 5
The Process of Initiating and Planning IS Development Projects (Cont.)
The key activity of project initiation is the development of the project charter. A short document that is prepared for both internal
and external stakeholders المصلحة أصحاب Provides a high-level overview of the project Useful communication tool that helps to assure that
the organizations and other stakeholders understand the initiation of a project
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall 9Chapter 5
The Process of Initiating and Planning IS Development Projects (Cont.)
A project charter typically contains:( المشروع (عقد
Project title and date of authorization Project manager name and contact information Customer name and contact information Projected start and completion dates Key stakeholders, project role, and responsibilities Project objectives and description Key assumptions or approach Signature section for key stakeholders.
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall 10Chapter 5
The Process of Initiating and Planning IS Development Projects (Cont.)
The key activity of project planning is the process of defining clear, discrete activities and the work needed to complete each activity within a single project.
The objective of the project planning process is the development of a Baseline Project Plan (BPP) and the Project Scope Statement (PSS).
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall 11Chapter 5
Elements of Project Planning Describe project scope, alternatives,
feasibility. Divide project into tasks. Estimate resource requirements and
create resource plan. Develop preliminary schedule. Develop communication plan.
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall 12Chapter 5
Elements of Project Planning (Cont.) Determine standards and
procedures. Identify and assess risk. Create preliminary budget. Develop a statement of work. Set baseline project plan.
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall 13Chapter 5
Deliverables and Outcomes
Business CaseJustification مبرر for an information systemPresented in terms of the tangible and
intangible economic benefits and costsThe technical and organizational feasibility of
the proposed system
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall 14Chapter 5
Deliverables and Outcomes (Cont.)
Baseline Project Plan (BPP)A major outcome and deliverable from the PIP
phaseContains the best estimate of a project’s
scope, benefits, costs, risks, and resource requirements
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall 15Chapter 5
Deliverables and Outcomes (Cont.)
Project Scope Statement (PSS)A document prepared for the customerDescribes what the project will deliverOutlines at a high level all work required to
complete the project
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall 16Chapter 5
Assessing Project Feasibility
Economic Technical Operational Scheduling Legal and contractual والتعاقدية القانونية Political
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall 17Chapter 5
Assessing Project Feasibility (Cont.) Economic feasibility: a process of
identifying the financial benefits and costs associated with a development projectOften referred to as a cost-benefit analysisProject is reviewed after each SDLC phase in
order to decide whether to continue, redirect, or kill a project
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall 18Chapter 5
Determining Project Benefits
Tangible benefits refer to items that can be measured in dollars and with certainty.
Examples include: reduced personnel expenses, lower transaction costs, or higher profit margins.
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall 19Chapter 5
Determining Project Benefits (Cont.) Most tangible benefits will fit within the following
categories: Cost reduction and avoidance Error reduction Increased flexibility Increased speed of activity Improvement of management planning and control Opening new markets and increasing sales
opportunities
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall 20Chapter 5
Determining Project Benefits (Cont.) Intangible benefits are benefits derived from
the creation of an information system that cannot be easily measured in dollars or with certainty. May have direct organizational benefits, such as the
improvement of employee morale معنويات. May have broader societal implications, such as the
resource consumption.
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall 21Chapter 5
Determining Project Costs
Tangible cost: a cost associated with an information system that can be measured in dollars and with certainty
IS development tangible costs include:Hardware costs,Labor costs, orOperational costs including employee training
and building renovations التجديدات.
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall 22Chapter 5
Determining Project Costs (Cont.)
Intangible cost: a cost associated with an information system that cannot be easily measured in terms of dollars or with certainty
Intangible costs can include:Loss of customer goodwill,Employee morale, orOperational inefficiency.
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall 23Chapter 5
Determining Project Costs (Cont.)
One-time cost: a cost associated with project start-up and development or system start-up
These costs encompassتشمل activities such as: Systems development, New hardware and software purchases, User training, Site preparation, and Data or system conversion.
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall 24Chapter 5
Determining Project Costs (Cont.)
Recurring cost : a cost resulting from the ongoing evolution(تطور) and use of a system
Examples of these costs include: Application software maintenance, Incremental data storage expenses, Incremental اإلضافية communications, New software and hardware leases اإليجار and ,عقود Supplies and other expenses (i.e. paper, forms, data
center personnel).
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall 25Chapter 5
Determining Project Costs (Cont.) Both one-time and recurring costs can
consist of items that are fixed or variable in nature.
Fixed costs are billed or incurred at a regular interval and usually at a fixed rate.
Variable متغير costs are items that vary in relation to usage.
ا
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall 26Chapter 5
Determining Project Costs (Cont.) Procurement
Consulting, equipment, site preparation, capital, management time
Start-up Operating systems, communications installation,
personnel hiring, organizational disruption Project-related
Application software, software modification, personnel overhead, training, data analysis, documentation
Operating System maintenance, rental, asset depreciation,
operation and planning
The Time Value of Money
باللغة المصطلحات شرح تم العربية
المرجع مراجعة أرجو
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall 2704/19/23Chapter 5
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall 28Chapter 5
The Time Value of Money
Time value of money (TVM): the concept that money available today is worth more than the same amount tomorrow
تساوي اليوم للنقود النقدية القيمة أن مفهومغدا للنقود النقدية القيمة من أكثر
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall 29Chapter 5
The Time Value of Money Net Present Value (NPV)
Use discount rate الخصم to determine معدلpresent value of cash outlay and receipts
والمقبوضات النقدية النفقات ويتم النقدية، للتدفقات الحالية القيم مجموع
قيمته لحساب الخصم معدل إستخدام
Present value (PV): the current value of a future cash flow
القيمة أنها على تعرف للنقود الحالية القيمةالمستقبل في سنستلمه المال من لمبلغ الحالية
تدفقات لسلسلة الحالية القيمة أو معين خصم بمعدل مخصومة نقدية
PVn= Y*1/(1+i) n
PV1= 1.500*1/(1+.10) 1= PV2= 1.500* 1/(1+ .10)2= PV3=1.500* 1/(1+.10)3= NPV=PV1+PV2+PV3
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall 3004/19/23Chapter 5
Discount rate: the rate of return used to compute the present value of future cash flows (the cost of capital)
الحالية القيمة لحساب المستخدم العائد معدلالنقدية للتدفقات
( المال ( رأس تكلفة المستقبلية خصم خالله من يتم الذي المعدل أو النسبة هو
القيمة إليجاد المستقبلية النقدية التدفقاتمال. رأس تكلفة يكون أن يمكن وهو الحاليةعلى المركزي للبنك الفائدة معدل للشركة،
. أمثلة من وغيرها اإليداع مؤسسات
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall 3104/19/23Chapter 5
Return on Investment (ROI)Ratio of cash receipts to cash outlays( النفقات ( الخارج النقد إلى المستلم النقد نسبةOverall ROI=(Overall NPV/NPV of all costs)35.003/1450236
القيمة( / صافي إجمالي الحالية القيمة صافي إجمالي( للتكاليف الحالية
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall 3204/19/23Chapter 5
Break-Even Analysis (BEA)Amount of time required for cumulative cash flow to
equal initial and ongoing investment يعادل حتى التراكمي المال لتدفق المطلوب الزمن كمية
المستثمر النقد عنده يصبح الذي العائد معدل للمشروع NPV هو
صفر يساوي Break-Even Ratio= (Yearly NPV Cash Flow- Overall NPV Cash Flow)/Yearly NPV Cash Flow
التعادل نقطة لحساب= الحالية االقيمة لصافي السنوية النقدية التدفقاتyearly PV of all benefits - yearly PV of costs= = النقدية للتدفقات الحالية القيمة صافي إجمالي=overall NPV cash flow
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall 3304/19/23Chapter 5
نقدي تدفق قوسين بين الرقم يكون عندما خارجي
Out cash flow
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall 3404/19/23Chapter 5
المصروفات مع االيرادات تتساوى عندما تحدث التعادل نقطة فإنباإليجاب : نقدي تدفق فيها يتحقق سنة أول احتساب يتم كالتالي وتكونمقسوما نفسها للسنة النقدي التدفق قيمة صافي إجمالي منها ويخصم
نفسه النقدي التدفق صافي = على Use first year of positive cash flow to calculate break-even
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall 3504/19/23Chapter 5
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall 3604/19/23Chapter 5
Break-Even Ratio= (Yearly NPV Cash Flow- Overoll NPV Cash Flow)/Yearly
NPV Cash Flow
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall 3704/19/23Chapter 5
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall 38Chapter 5
Assessing Technical Feasibility
Technical feasibility: a process of assessing the development organization’s ability to construct a proposed system
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall 39Chapter 5
Assessing Technical Feasibility
The potential consequences of not assessing and managing risks can include the following: Failure to attain expected benefits from the project, Inaccurate project cost estimates, Inaccurate project duration estimates, Failure to achieve adequate(مالئم) system
performance levels, and Failure to adequately integrate the new system with
existing hardware, software, or organizational procedures.
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall 40Chapter 5
Project Risk Factors Project size
Team size, organizational departments, project duration, programming effort
Project structure New vs.(مقابل) renovated (تجديده)system, resulting
organizational changes, management commitment(إلتزام), user perceptions(تصورات)
Development group Familiarity ( والتناسق with platform, software, development(األلفة
method, application area(مجال), development of similar(مماثلة) systems
User group Familiarity with IS development process, application area, use
of similar systems
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall 41Chapter 5
Assessing Technical Feasibility (Cont.) Risk can be managed on a project by:
Changing the project plan to avoid risky factors.Assigning(تكليف) project team members to carefully
manage the risky aspectsSetting up monitoring methods to determine
whether or not potential risk is, in fact, materializing. محتمل خطر هناك كان إذا ما لتحديد الرصد طرق إنشاءال ام ،
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall 42Chapter 5
Assessing Technical Feasibility (Cont.) The four primary factors associated with the
amount of technical risk on a given project are: Project size, Project structure, The development group’s experience with the
application and technology area, and The user group’s experience with systems
development projects and the application area.
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall 43Chapter 5
Assessing Technical Feasibility (Cont.) Four general rules emerged as technical
risk assessments:Larger projects are riskier than smaller projects.A system in which the requirements are easily
obtained and highly structured will be less risky than one in which requirements are messy, ill structured, ill defined, or subject to the judgment(حكم) of an individual.
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall 44Chapter 5
Assessing Technical Feasibility (Cont.)
The development of a system employing commonly used or standard technology will be less risky than one employing novel or nonstandard technology.
A project is less risky when the user group is familiar (دراية)with the systems development process and application area than if unfamiliar.
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall 45Chapter 5
Assessing Technical Feasibility (Cont.)
FIGURE 5-8Effects of degree of project structure, project size, and familiarity withapplication area on project implementation risk (Source: Based on 7th Applegate, Austin, and McFarlan. 2007; Tech Republic, 2005.) (susceptible (عرضة
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall 46Chapter 5
Assessing Other Feasibility Concerns Operational
Does the proposed system solve problems or take advantage of opportunities?
Scheduling Can the project time frame and completion dates
meet organizational deadlines? Legal and Contractual
What are legal and contractual ramifications(التداعيات) of the proposed system development project?
Political How do key stakeholders view the proposed system?
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall
Building the Baseline Project Plan Baseline Project Plan (BPP) is a
document intendedتهدف primarily األول to المقامguide the development team.
Sections: Introduction System description Feasibility assessment Management issues
47Chapter 5
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall
Building the Baseline Project Plan (Cont.) Project Scope statement is part of the BPP
introduction. Sections:
Problem statement Project objectives Project description Business benefits Deliverables Expected duration
48Chapter 5
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall 49Chapter 5
Factors in Determining Scope
Organizational units affected by new system
Current systems that will interact with or change because of new system
People who are affected by new system Range of potential system capabilities
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall
Building the Baseline Project Plan (Cont.) System description section outlines possible
alternative solutions. Feasibility assessment section outlines issues
related to project costs and benefits, technical difficulties, and other such concerns.
Management issues section outlines a number of managerial concerns(اإلهتمامات) related to the project.
50Chapter 5
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall 51Chapter 5
Reviewing the Baseline Project Plan
Structured Walkthroughs المواضيع منظم a peer-group review of any product : اإلرشاديةcreated during the system development process
Roles: coordinator, presenter, user, secretary, standard-bearer, maintenance oracle
Can be applied to BPP, system specifications, logical and physical designs, program code, test procedures, manuals and documentation
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall 52Chapter 5
Summary In this chapter you learned how to:
Describe steps involved in project initiation and planning.
Explain the need for and contents of Statement of Work and Baseline Project Plan.
List and describe methods for assessing project feasibility.
Describe tangible vs. intangible costs and benefits, and one-time vs. recurring costs and benefits.
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall 53Chapter 5
Summary (Cont.)Perform cost-benefit analysis, and
understand time value of money, present value, discount rate, return on investment, and break-even analysis.
Describe rules for evaluating technical risk of systems development projects.
Describe activities and roles of structured walkthroughs.
All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic,
mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed in the United States of America.
Copyright © 2011 Pearson Education, Inc. Copyright © 2011 Pearson Education, Inc. Publishing as Prentice HallPublishing as Prentice Hall
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