The document provides an analysis of the feasibility of a new project dedicated website. It summarizes the market analysis, technical analysis, financial analysis, risk analysis, time and resource considerations. The market analysis found there is demand and the site would capture 75% of the market share. Technically, resources are available to develop the site. Financially, the project is estimated to become profitable within the first year and increase profits in subsequent years. Risks were identified across various areas but were found to be low to medium. Sufficient time and resources are available to implement the first sprint by the end of September. The overall decision is to proceed with the project.

1. Feasibility Document
Disclaimer:
People andRevenuequotesinthissite anddocumentsattachedtothissite are onlyfordemonstrationpurposes
only. Name anddollarfiguresare fictitious.
*** The market analysis is critical to the success of the business so you need to understand the
environment in which you will compete. There must be adequate demand for your product or
service. If not, your business idea may not be feasible and there is no need to go any further.
Market analysis results in compiling information about the market potential. This should
probably be the first analysis you should do.
Market Analysis
Estimate of market size
There are less than 25 sites that truly have a documented Project Leader Dedicated Site.
Projected market share
Approximately 75% of the market
Analysis of the competition
There are a few sites with just the highlights of a project management and product leaders. A
few PDF documents of a Sample Project Plans,
A few good blogs on specifically “How to Create a Sample Project Plan? ASK and Yahoo .
These may be a good reference on our site,
Some sites that claim to have downloads but most of them with

2. Feasibility Document
*** The Technical Analysis will allow you consider all the things that are currently being done. You
have to include all current activity if the process you are implementing is going to replace the old legacy
process or system. If you know the new software or process, there is an opportunity of showing the
value of the new processes. Treat the new processes as a benefit to the Feasibility.
Technical Analysis
As-Is
1. There is a site representing the System Development Life Cycle. www.SDLC.us
2. This has the 8 major steps in a Project
Initiation, Feasibility, Analysis, Design, Development, Testing, Implementation, Post-
Implementation
3. Has links back to www.AnyStandard.net
4. Has links to Solutions Architect www.AnyStandard.net/about.html
5. Has Links to Sample Design Document
Gap Analysis
1. Needs links to Standard Interface Methodology www.AnyStandard.net/ifmeth.html
2. Needs Links to Test Exit Report www.VirtualBusinessAnalyst.net /ter.docx
Benefit Analysis
1. Exposure for AnyStandard.net
2. One stop shopping for the business. Great reference for a new project.
Qualified Human Resources
Yes
Available Application Resources
Yes
Available Hardware
Yes
Available storage capacity
Yes

3. Feasibility Document
***. Revenue and Income should be included in the financial assessment You need projections
for the first year along with start-up costs to determine how much funding your business
will need. These are some of the key components.
Financial Analysis
.
Capital Requirements
$45,000
Start-up Costs
$1500
Revenue Projections
1st 3 months of the project will see minimum income. As the year progress
approximately 2,000 to 2,500 a month with expected growth of 5,000 a month within the
first two years.
Gross Profit Margins (GPM)
7.5 percent the 1st year
12.3 percent the 2nd year
Up to 18 percent the 3rd year
Net Income
$15,000 1st year
$19,000 2nd year
$24,000 3rd year

4. Feasibility Document
*** The initial Risk Assessment
.
Risk Analysis
Project Size
Risk Risk Level
L/M/H
Probability
of Activity
Approach
Resource Hours L:150 Certain Personel Involvement
Estimated Project
Schedule
M: 4 Months Certain Using M/S Project with
frequent baseline reviews
Number of Interfaces to
Existing Systems
Affected
L: 1 Somewhat
Likely
Potentially linking with
www.SDLC.us
Project Definition
Risk Risk Level
L/M/H
Probability
of Activity
Approach
Knowledge Level of
Users
H: Over 30 years of
experience
Certain No need to research. Personal
evaluation
AS-IS Documentation H: Completed Certain Past documentation avaiable on
file. Valisdation that it was
complete and accurate.
Potential number of
Sprints
M: 5 to 7 expected Certain Each sprint will be entertained
every 2 to 4 weeks
Consultant Project
Deliverables unclear
L: N/A Normally Included in project
plan
Vendor Project
Deliverables
L: N/A Normally Included in project
plan
Cost Estimates
Unrealistic
L: Thoroughly
predicted by industry
experts using proven
practices to 15%
margin of error
Timeline reviewed monthly by
three groups (Project Manager
and Steering Committee) to
prevent undetected timeline
departures
Timeline Estimates
Unrealistic
M: Timeline could
shift if request deem
so
Potential The product owner will get
feedback from an independent
research group.

5. Feasibility Document
Agile Structure
Risk Risk Level
L/M/H
Probability
of Activity
Approach
Product Owner
Unknowledgeable of
Business
L: Chosen and
Qualified personnel
selected
Unlikely
Scrum Master
Unknowledgeable of
Business
L: Chosen and
Qualified personnel
selected
Unlikely
Scrum Team
Unknowledgeable of
Business
L: Chosen and
Qualified personnel
selected
Unlikely
Project Leadership
Risk Risk Level
L/M/H
Probability
of Activity
Approach
Steering Committee
existence
L: N/A
Absence of Commitment
Level/Attitude of
Management
L: Presented and
approved
Unlikely Always in communication
Absence of Commitment
Level/Attitude of Users
L: Presented and
approved
Unlikely Always in communication
Absence of Mid-
Management
Commitment
L: Presented and
approved
Unlikely Always in communication

6. Feasibility Document
Risk Analysis (Continued)
Project Staffing
Risk Risk Level
L/M/H
Probability
of Activity
Approach
Project Team
Availability
M: Some team
members have other
obligations
Somewhat
likely
Will schedule around teams
availability. Email product
backlog for review
Physical Location of
Team prevents effective
management
L: Immediate online
access makes it easily
effective
Likely Publish prototypes to WWW.
Project Team’s Shared
Work Experience creates
poor working
relationship
L: Great team
members never had
issues
Likely Quality Cummunication
Weak User Participation
on Project Team
M: Users already
selected and agreed
in participation
Likely Past request for participation

7. Feasibility Document
Risk Analysis (Continued)
Project Management
Risk Risk Level
L/M/H
Likelihood
of Event
Approach
Procurement
Methodology Used
foreign to team
N/A
Change Management
Procedures undefined
L: Standard
procedures in place
Unlikely Archive of pages from backups
Quality Management
Procedures unclear
L: Standard
procedures in place
Unlikely
Software Vendor
Risk Risk Level
L/M/H
Likelihood
of Event
Approach
Number of Times Team
Has Done Prior Work
with Vendor Creates
Foreign Relationship
L: No Vendor
involvement
Unlikely
Team’s Lack of
Knowledge of Package
N/A
Poor Functional Match
of Package to Initial
System Requirements
N/A
Team’s Involvement in
Package Selection
Impacts Success of
Implementation
N/A

8. Feasibility Document
Time and Resources
Expected Implementation
1st Sprint by End of September
Competing Projects or activity
Maintenance needing on VirtualBusinessAnalyst.net
Available Resources
Product Owner . Paul
Scrum Master. Janet
Scrum Team
Bob
Jesus
Kim
Mark (not available till Mid September)
Paul
Raghid
Sue (Has wedding back by 1st scrum meeting)
GO/NO GO Decision
Decision is a GO