202project Feasibility


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202project Feasibility

  1. 1. Project feasibility and p j y planning g Managing projects http://unisunderland.blogspot.com 1
  2. 2. Topics • Project Feasibility j y • Project Life Cycle j y • Project Objectives • Planning the Project http://unisunderland.blogspot.com 2
  3. 3. Project Feasibility • A full assessment of whether a proposed project is feasible or not http://unisunderland.blogspot.com 3
  4. 4. Project Feasibility • Objectives – How realistic is it to expect that the project can meet the stated objectives? • Requirements –H How realistic are th project scope, b d t and ti li ti the j t budget d time requirements? • Funds – Are sufficient funds available to complete the project? • Technical support – Does the organisation have the technical expertise to accomplish the project? • Stakeholders –E Ensure that stakeholders i h k h ld interest b i considered. being id d http://unisunderland.blogspot.com 4
  5. 5. Project Feasibility • Objectives of the project feasibility study – To find out if a system development project can be done. – To examine the problem in the context of broader business strategy. – To suggest possible alternative solutions solutions. – To provide management with sufficient relevant information. – To allow management to make an informed “go/no- go” decision. http://unisunderland.blogspot.com 5
  6. 6. Discuss • Take your course as a project • Describe your feasibility study about the course ( Project ) to arrive at your (“Project”) decision making http://unisunderland.blogspot.com 6
  7. 7. Contents of a Feasibility Study • Elements: – Overview – Objectives j – General Approach – Contractual Aspects – Schedules – Resource Requirements – Personnel P l – Evaluation Methods – Potential Problems http://unisunderland.blogspot.com 7
  8. 8. Contents of a Feasibility Study • Things to be studies include: – The present organisational system – Problems with the present system p y – Possible alternative solutions – Advantaged and disadvantages of the alternatives lt ti • The issues include: – Stakeholder St k h ld analysisl i – Definition of clients needs – Evaluate constraints – Cost benefit analysis http://unisunderland.blogspot.com 8
  9. 9. Contents of a Feasibility Study • Types of Feasibility – Technical • E.g. is the project possible with current technology? – Economical • E.g. Given resource constraints, is the project possible? – Schedule • E.g. Will a solution be built in time to be useful? – Operational p • Urgency of the problem • Acceptability of the solution • Human and social issues http://unisunderland.blogspot.com 9
  10. 10. ‘Hard’ vs ‘Soft’ Hard vs. Soft • ‘Hard’ factors are: Hard – Easy to quantify – E.g. Financial considerations g – E.g. Technical factors • ‘Soft’ factors are: – Less quantifiable – E.g. STEPLE factors http://unisunderland.blogspot.com 10
  11. 11. http://unisunderland.blogspot.com 11
  12. 12. Activity CASE STUDY XTC Mobile of Birmingham England is a manufacturer of mobile phone products Their Birmingham, England, products. Research and Development department has designed a new mobile phone that is 20% smaller and 15% lighter than any of their competitors. The head of marketing has asked John Bedford, XTC’s top salesman, to manage the p j g , p , g project to engineer and manufacture the new product. He asks John to develop a schedule and budget, and present it to the management team the following week. When John presents his plans to the management team, there is lots of discussion about whether the company should start manufacturing the phone After the meeting the Chief phone. meeting, Executive Officer of the company asks John to take up the project and report directly to him. The CEO will work to get approval of the project and will approve every cost on the project. Question: based on the concepts we have looked at in the above chapters, what steps should p p p John take to make sure the project is a success. Bear in mind the following when formulating your answers: – Has project approval taken place? – Is John the best qualified person to take this role on? – Have project management concepts been followed? http://unisunderland.blogspot.com 12
  13. 13. Project Objectives • Essential that project teams have clear aims and goals. • “The term aim is used here as meaning what g you intend to do: a goal is the desired outcome. Objectives focus on achieving the aims – means to an end.” Field and Keller (1998) http://unisunderland.blogspot.com 13
  14. 14. Project Objectives • Project objectives may have been refined from j j y the company objectives. • “At the strategic level a project manager may have no i h input at all. H ll However, as the k h key strategies are identified and increasingly refined through iteration strategies can turn iteration, into programmes of change, and the tactics of realising these strategies can become projects.” j t ” Field and Keller (1998) http://unisunderland.blogspot.com 14
  15. 15. Project Objectives • Objectives should cover – What i t b d Wh t is to be done? ? – How it is to be done – How much will it cost? – When will the p ojec be finished? e e project s ed • Objectives should be SMART (specific, measurable, agreed, realistic and time-limited) – Specific: should define the project and what it will and will not do. – Measurable: objectives should be laid down in measurable terms terms. – Agreed: the key people involved (PM, clients and customers) in the project must agree the project objectives. – Realistic: the objectives agreed must be achievable. – Time limited: define how much time is available and cost each element of that time allocated. • (Activity): What would happen if a project was not clearly defined? http://unisunderland.blogspot.com 15
  16. 16. Discuss • Write your 2 SMART goals for completing your course “Managing Project”. • Remember – Specific Example –MMeasurablebl I study “Managing st d – Agreed Project” for1 hours at night from 8 – – Realistic 10pm everyday – Time limited http://unisunderland.blogspot.com 16
  17. 17. Planning the Project • Proper p p planning is essential for p j g project success. • Planning and control go hand in hand. • “Pl “Planning i an i i is important component of th planning t t t f the l i and control cycle, because the planning process not only establishes what is to be done, but also smoothes the th way t make it h to k happen. PlPlanning i all about i is ll b t thinking forward in time... The planning process communicates planning information to the project team and stakeholders, and obliges th t d t k h ld d bli them t “ i on” to “sign ” and pledge their support...” Burke (2003) ( ) http://unisunderland.blogspot.com
  18. 18. Discuss • What are benefits of planning? Write down 3 benefits. http://unisunderland.blogspot.com 18