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TELOS Feasibility

By Juan Shaw,2014-05-17 12:43
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TELOS Feasibility

The big picture:

    The ISP presents your solution to an organization’s problems.

So first, you must identify the problems!

    An effective ISP clearly links your proposed solution to the identified problem(s).

    An ineffective ISP simply presents a proposed system.

TELOS Feasibility

? Technical Feasibility: “Is it likely that our staff can build it?”

    can the system be developed and implemented using existing

    technology? new technology?

    Is the necessary expertise and infrastructure available to develop,

    install, operate and maintain the proposed system?

    Is the proposed system able to meet initial performance

    expectations? accommodate expected new use and functionality

    over the „medium term‟?

    ? Economic Feasibility: “Is the projected return worth the

    investment?”

    Used to select between projects: if there are several alternative

    opportunities for investing resources, which one gives the best

    rewards?

    will the investment of resources in a particular project be

    worthwhile? how worthwhile will it be?

    Cost-benefit analysis: calculate the tangible costs and benefits of

    the system

    formal Return on Investment (ROI) not covered in this course

Costs include: development (including cost of systems analysis,

    employee time for study), purchase, construction (cost of developers‟ time, software, employee time for user centered development),

    installation, training, maintenance, repair, running costs (salaries,

    hardware, software, licences, peripherals, …), …

     of the proposal for its projected lifetime

Benefits include: salary savings, hardware saving, maintenance savings,

    increased revenue, savings from reduced employee pilfering, …

     of the proposal for its projected lifetime

These costs and benefits are made tangible:

    not: saves the receptionist two hours of time

    instead: saves the receptionist two hours a week, 26 weeks out of the

    year = 52 hours/year, @ $15 per hour, = $780/year

Note that some of the savings are „funny money‟: the receptionist will not

    really have her hours reduced by 26 hours per year! (but she will be able to do

    other things for the organization). Emphasize that the organization is currently

    spending that $780 on activity X, and that with your new system they could

    spend $780 on other activities more directly useful to the organization.

Tangible benefits include:

    o Saving money

    o Saving time

    o Reducing errors (which generally saves money and time)

You may not be able to find out salary information—don‟t press on this!

But always make benefits as tangible as possible, and show the significance of

    a benefit to the organization:

    Ex: Owner/manager currently spends 5 hours/month producing health &

    safety reports; proposed system will take 20 minutes. Time savings for

    owner/manager can be re-directed to strategic initiatives for organization.

    NOT: Creating reports is slow, proposed system will be faster.

    Ex: Current billing system averages 7 billing errors per week, out of an

    average 200 bills/week. Under-billing averages $250 per week ($13K/year).

    NOT: Current billing system averages 0.1% errors per week.

    Other intangible benefits to consider:

? more professional appearance to customers

? “image”

? employee satisfaction

    ? employer satisfaction

?

Remember to show that a problem exists in these areas, before you

    propose your system as a solution!

    “Will doing this violate laws or contractual Legal Feasibility:

    agreements?”

    Are there legal responsibilities? Liabilities? Governing bodies to

    satisfy?

? Operational Feasibility: “If built, is it likely that the system will

    really address or solve the business problem?”

    Will the system meet the needs and expectations of the

    organization? If built, is it likely that the system will really

    address or solve the business problem?

    Operational factors to consider include:

? corporate culture

    ? staff resistance or receptivity to change

    ? management support for the new system

    ? the nature and level of user involvement in the development and

    implementation of the system

    ? direct and indirect impacts of the new system on work practices ? anticipated performance and outcomes of the new system

    compared to the existing system

    ? etc.

? Schedule: “Is it likely to be built in time to realize benefits

    and/or meet constraints?”

    Will the system be constructed in time to realize benefits and meet

    constraints?

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