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SystemsAnalysisandDesigninaChangingWorld,FourthEdition1SystemsAnalysisandDesigninaChangingWorld,4thEditionSystemsAnalysisandDesigninLearningObjectivesExplaintheelementsofprojectmanagementandtheresponsibilitiesofaprojectmanagerExplainprojectinitiationandtheactivitiesintheprojectplanningphaseoftheSDLCDescribehowthescopeofthenewsystemisdetermined2SystemsAnalysisandDesigninaChangingWorld,4thEditionLearningObjectivesExplaintheLearningObjectives(continued)DevelopaprojectscheduleusingPERTandGanttchartsDevelopacost/benefitanalysisandassessthefeasibilityofaproposedprojectDiscusshowtostaffandlaunchaproject3SystemsAnalysisandDesigninaChangingWorld,4thEditionLearningObjectives(continuedOverviewFundamentalprinciplesofprojectmanagementProjectsuccessfactorsRoleofprojectmanagerProjectmanagementknowledgeareasHowinformationsystemprojectsinitiatedPartofoverallstrategicplanRespondtoimmediatebusinessneedTheprojectplanningphaseofSDLCProjectplanningexamplesforRMO4SystemsAnalysisandDesigninaChangingWorld,4thEditionOverviewFundamentalprinciplesProjectSuccessFactorsProjectmanagementimportantforsuccessofsystemdevelopmentproject2000StandishGroupStudyOnly28%ofsystemdevelopmentprojectssuccessful72%ofprojectscanceled,completedlate,completedoverbudget,and/orlimitedinfunctionalityThus,projectrequirescarefulplanning,control,andexecution5SystemsAnalysisandDesigninaChangingWorld,4thEditionProjectSuccessFactorsProjectReasonsforProjectFailureIncompleteorchangingrequirementsLimiteduserinvolvementLackofexecutivesupportLackoftechnicalsupportPoorprojectplanningUnclearobjectivesLackofrequiredresources6SystemsAnalysisandDesigninaChangingWorld,4thEditionReasonsforProjectFailureIncReasonsforProjectSuccessClearsystemrequirementdefinitionsSubstantialuserinvolvementSupportfromuppermanagementThoroughanddetailedprojectplansRealisticworkschedulesandmilestones7SystemsAnalysisandDesigninaChangingWorld,4thEditionReasonsforProjectSuccessCleRoleoftheProjectManagerProjectmanagement–organizinganddirectingpeopletoachieveaplannedresultwithinbudgetandonscheduleSuccessorfailureofprojectdependsonskillsoftheprojectmanagerBeginningofproject–planandorganizeDuringproject–monitorandcontrolResponsibilitiesarebothinternalandexternal8SystemsAnalysisandDesigninaChangingWorld,4thEditionRoleoftheProjectManagerProInternalResponsibilitiesIdentifyprojecttasksandbuildaworkbreakdownstructureDeveloptheprojectscheduleRecruitandtrainteammembersAssignteammemberstotasksCoordinateactivitiesofteammembersandsubteamsAssessprojectrisksMonitorandcontrolprojectdeliverablesandmilestonesVerifythequalityofprojectdeliverables9SystemsAnalysisandDesigninaChangingWorld,4thEditionInternalResponsibilitiesIdentExternalResponsibilitiesReporttheproject’sstatusandprogressEstablishgoodworkingrelationshipswiththosewhoidentifytheneededsystemrequirementsThepeoplewhowillusethesystemWorkdirectlywiththeclient(theproject’ssponsor)andotherstakeholdersIdentifyresourceneedsandobtainresources10SystemsAnalysisandDesigninaChangingWorld,4thEditionExternalResponsibilitiesReporVariousTitles/RolesofProjectManagers(Figure3-1)11SystemsAnalysisandDesigninaChangingWorld,4thEditionVariousTitles/RolesofProjecParticipantsinaSystem

DevelopmentProject(Figure3-2)12SystemsAnalysisandDesigninaChangingWorld,4thEditionParticipantsinaSystem

DeveProjectManagementTasksBeginningofprojectOverallprojectplanningDuringprojectProjectexecutionmanagementProjectcontrolmanagementProjectcloseoutProjectmanagementapproachdiffersforPredictiveSDLCAdaptiveSDLC13SystemsAnalysisandDesigninaChangingWorld,4thEditionProjectManagementTasksBeginnProjectManagementandSDLCTasksforaPredictiveProject(Figure3-3)14SystemsAnalysisandDesigninaChangingWorld,4thEditionProjectManagementandSDLCTaProjectManagementandSDLCTasksforanAdaptiveProject(Figure3-4)15SystemsAnalysisandDesigninaChangingWorld,4thEditionProjectManagementandSDLCTaProjectManagementBodyofKnowledge(PMBOK)ScopemanagementControlfunctionsincludedinsystemControlscopeofworkdonebyteamTimemanagementBuilddetailedscheduleofallprojecttasksMonitorprogressofprojectagainstmilestonesCostmanagementCalculateinitialcost/benefitanalysisMonitorexpenses16SystemsAnalysisandDesigninaChangingWorld,4thEditionProjectManagementBodyofKnoProjectManagementBodyofKnowledge(continued)QualitymanagementEstablishqualityplanandcontrolactivitiesforeachprojectphaseHumanresourcemanagementRecruitandhireprojectteammembersTrain,motivate,teambuildCommunicationsmanagementIdentifystakeholdersandtheircommunicationsEstablishteamcommunications17SystemsAnalysisandDesigninaChangingWorld,4thEditionProjectManagementBodyofKnoProjectManagementBodyofKnowledge(continued)RiskmanagementIdentifyandreviewrisksforfailureDevelopplanstoreducetheserisksProcurementmanagementDeveloprequestsforproposals(RFPs)Evaluatebids,writecontracts,monitorperformanceIntegrationmanagement18SystemsAnalysisandDesigninaChangingWorld,4thEditionProjectManagementBodyofKnoProjectInitiationandtheProjectPlanningPhaseDrivingforcestostartprojectRespondtoopportunityResolveproblemConformtodirectiveProjectinitiationcomesfromLong-termISstrategicplan(top-down)prioritizedbyweightedscoringDepartmentmanagersorprocessmanagers(bottom-up)Responsetooutsideforces(HIPAA)19SystemsAnalysisandDesigninaChangingWorld,4thEditionProjectInitiationandtheProInitiatingCustomerSupportSystemRMOStrategicISplandirectsISdevelopment’sprojectprioritiesCustomersupportsystem(CSS)selectedJohnMacMurty–createsprojectcharterBarbaraHalifax–projectmanagerStevenDeerfield–seniorsystemsanalystGoalistosupportmultipletypesofcustomerservices(ordering,returns,onlinecatalogs)Projectcharterdescribeskeyparticipants20SystemsAnalysisandDesigninaChangingWorld,4thEditionInitiatingCustomerSupportSyRMOProjectCharter(Figure3-5)21SystemsAnalysisandDesigninaChangingWorld,4thEditionRMOProjectCharter(Figure3-ActivitiesoftheProjectPlanningPhase22SystemsAnalysisandDesigninaChangingWorld,4thEditionActivitiesoftheProjectPlanActivitiesoftheProjectPlanningPhaseandTheirKeyQuestions(Figure3-7)23SystemsAnalysisandDesigninaChangingWorld,4thEditionActivitiesoftheProjectPlanDefiningtheProblemReviewbusinessneedsUsestrategicplandocumentsConsultkeyusersDeveloplistofexpectedbusinessbenefitsIdentifyexpectedsystemcapabilitiesDefinescopeintermsofrequirementsCreatesystemscopedocumentBuildproofofconceptprototypeCreatecontextdiagram24SystemsAnalysisandDesigninaChangingWorld,4thEditionDefiningtheProblemReviewbusContextDiagramforCustomerSupport25SystemsAnalysisandDesigninaChangingWorld,4thEditionContextDiagramforCustomerSDefiningtheProblematRMOBarbara–CompletedproblemdefinitionstatementSteve–ConductedpreliminaryresearchonalternativesolutionsBarbara,Steve,andWilliamMcDougal–ProceededwithanalysisbeforemakingsolutiondecisionsBarbaraandSteve–Beganschedule,budget,feasibilitystatementfornewsystem26SystemsAnalysisandDesigninaChangingWorld,4thEditionDefiningtheProblematRMOBarProducingtheProjectScheduleDevelopworkbreakdownstructure(WBS)ListoftasksanddurationrequiredforprojectSimilartooutlineforresearchpaperWBSisfoundationforprojectscheduleBuildaPERT/CPMchartAssistsinassigningtasksCriticalpathmethodGanttchartandtrackingGANTTchart27SystemsAnalysisandDesigninaChangingWorld,4thEditionProducingtheProjectSchedulePartialPERT/CPMChart28SystemsAnalysisandDesigninaChangingWorld,4thEditionPartialPERT/CPMChart28SystemGanttChartforEntireProject(withoverlappingphases)29SystemsAnalysisandDesigninaChangingWorld,4thEditionGanttChartforEntireProjectGanttChartforIterativeProject

(Figure3-14)30SystemsAnalysisandDesigninaChangingWorld,4thEditionGanttChartforIterativeProjConfirmingProjectFeasibilityRiskmanagementEconomicfeasibilityCost/benefitanalysisSourcesoffunds(cashflow,long-termcapital)OrganizationalandculturalfeasibilityTechnologicalfeasibilitySchedulefeasibilityResourcefeasibility31SystemsAnalysisandDesigninaChangingWorld,4thEditionConfirmingProjectFeasibilityRiskManagement32SystemsAnalysisandDesigninaChangingWorld,4thEditionRiskManagement32SystemsAnalyEconomicFeasibilityCost/benefitanalysisEstimateprojectdevelopmentcostsEstimateoperationalcostsafterprojectEstimatefinancialbenefitsbasedonannualsavingsandincreasedrevenuesCalculateusingtableofcostsandbenefitsUsesnetpresentvalue(NPV),

paybackperiod,returnoninvestment(ROI)techniques33SystemsAnalysisandDesigninaChangingWorld,4thEditionEconomicFeasibilityCost/benefSupportingDetailforSalaries

andWagesforRMO(Figure3-16)34SystemsAnalysisandDesigninaChangingWorld,4thEditionSupportingDetailforSalariesSummaryofDevelopmentCostsforRMO(Figure3-17)35SystemsAnalysisandDesigninaChangingWorld,4thEditionSummaryofDevelopmentCostsfSummaryofAnnualOperatingCosts

forRMO(Figure3-18)36SystemsAnalysisandDesigninaChangingWorld,4thEditionSummaryofAnnualOperatingCoSampleBenefitsforRMO(Figure3-19)37SystemsAnalysisandDesigninaChangingWorld,4thEditionSampleBenefitsforRMO(FigurRMOCostBenefitAnalysis(Figure3-20)38SystemsAnalysisandDesigninaChangingWorld,4thEditionRMOCostBenefitAnalysis(FigIntangiblesinEconomicFeasibilityIntangiblebenefitscannotbemeasuredindollarsIncreasedlevelsofserviceCustomersatisfactionSurvivalNeedtodevelopin-houseexpertiseIntangiblecostscannotbemeasuredindollarsReducedemployeemoraleLostproductivityLostcustomersorsales39SystemsAnalysisandDesigninaChangingWorld,4thEditionIntangiblesinEconomicFeasibOrganizationalandCulturalFeasibilityEachcompanyhasowncultureNewsystemmustfitintocultureEvaluaterelatedissuesforpotentialrisksLowlevelofcomputercompetencyComputerphobiaPerceivedlossofcontrolShiftinpowerFearofjobchangeoremploymentlossReversalofestablishedworkprocedures40SystemsAnalysisandDesigninaChangingWorld,4thEditionOrganizationalandCulturalFeTechnologicalFeasibilityDoessystemstretchstate-of-the-arttechnology?Doesin-houseexpertisepresentlyexistfordevelopment?Doesanoutsidevendorneedtobeinvolved?SolutionsincludeTrainingorhiringmoreexperiencedemployeesHiringconsultantsChangingscopeandprojectapproach41SystemsAnalysisandDesigninaChangingWorld,4thEditionTechnologicalFeasibilityDoesScheduleFeasibilityEstimatesneededwithoutcompleteinformationManagementdeadlinesmaynotberealisticProjectmanagersDriverealisticassumptionsandestimatesRecommendcompletiondateflexibilityAssigninterimmilestonestoperiodicallyreassesscompletiondatesInvolveexperiencedpersonnelManageproperallocationofresources42SystemsAnalysisandDesigninaChangingWorld,4thEditionScheduleFeasibilityEstimatesResourceFeasibilityTeammemberavailabilityTeamskilllevelsComputers,equipment,andsuppliesSupportstafftimeandavailabilityPhysicalfacilities43SystemsAnalysisandDesigninaChangingWorld,4thEditionResourceFeasibilityTeammembeStaffingandLaunchingtheProjectDevelopresourceplanfortheprojectIdentifyandrequestspecifictechnicalstaffIdentifyandrequestspecificuserstaffOrganizetheprojectteamintoworkgroupsConductpreliminarytrainingandteambuildingexercisesKeystaffingquestion:“Aretheresourcesavailable,trained,andreadytostart?”44SystemsAnalysisandDesigninaChangingWorld,4thEditionStaffingandLaunchingtheProLaunchingProjectScopedefined,risksidentified,projectisfeasible,scheduledeveloped,teammembersidentifiedandreadyOversightcommitteefinalized,meettogivego-ahead,andreleasefundsFormalannouncementmadetoallinvolvedpartieswithinorganizationKeylaunchquestion:“Arewereadytostart?”45SystemsAnalysisandDesigninaChangingWorld,4thEditionLaunchingProjectScopedefinedRecapofProjectPlanningforRMOCreatedscheduleandplansforCSSAddressedallaspectsofprojectmanagement(projectplanningandscope)IncludedprojectcommunicationandqualityIdentifieddesiredteammembersRefinedinternalworkingproceduresTaughttoolsandtechniquesusedonprojectPlannedkickoffmeetingtoofficiallylaunch46SystemsAnalysisandDesigninaChangingWorld,4thEditionRecapofProjectPlanningforSummaryProjectmanagementtasksStartatSDLCprojectplanningphaseContinuethroughouteachSDLCphaseOrganizinganddirectingotherpeopleAchieveplannedresultUsepredeterminedscheduleandbudgetKnowledgeareasneededScope,time,cost,quality,humanresources,communications,risk,procurement47SystemsAnalysisandDesigninaChangingWorld,4thEditionSummaryProjectmanagementtaskSummary(continued)ProjectinitiationInformationsystemneedsareidentifiedandprioritizedinstrategicplansProjectplanningphaseDefineproblem(investigationandscope)Produceprojectschedule(WBS)Confirmprojectfeasibility(evaluaterisks)Staffproject(knowpeople’sskills)Launchproject(executiveformalapproval)48SystemsAnalysisandDesigninaChangingWorld,4thEditionSummary(continued)ProjectiniSystemsAnalysisandDesigninaChangingWorld,FourthEdition49SystemsAnalysisandDesigninaChangingWorld,4thEditionSystemsAnalysisandDesigninLearningObjectivesExplaintheelementsofprojectmanagementandtheresponsibilitiesofaprojectmanagerExplainprojectinitiationandtheactivitiesintheprojectplanningphaseoftheSDLCDescribehowthescopeofthenewsystemisdetermined50SystemsAnalysisandDesigninaChangingWorld,4thEditionLearningObjectivesExplaintheLearningObjectives(continued)DevelopaprojectscheduleusingPERTandGanttchartsDevelopacost/benefitanalysisandassessthefeasibilityofaproposedprojectDiscusshowtostaffandlaunchaproject51SystemsAnalysisandDesigninaChangingWorld,4thEditionLearningObjectives(continuedOverviewFundamentalprinciplesofprojectmanagementProjectsuccessfactorsRoleofprojectmanagerProjectmanagementknowledgeareasHowinformationsystemprojectsinitiatedPartofoverallstrategicplanRespondtoimmediatebusinessneedTheprojectplanningphaseofSDLCProjectplanningexamplesforRMO52SystemsAnalysisandDesigninaChangingWorld,4thEditionOverviewFundamentalprinciplesProjectSuccessFactorsProjectmanagementimportantforsuccessofsystemdevelopmentproject2000StandishGroupStudyOnly28%ofsystemdevelopmentprojectssuccessful72%ofprojectscanceled,completedlate,completedoverbudget,and/orlimitedinfunctionalityThus,projectrequirescarefulplanning,control,andexecution53SystemsAnalysisandDesigninaChangingWorld,4thEditionProjectSuccessFactorsProjectReasonsforProjectFailureIncompleteorchangingrequirementsLimiteduserinvolvementLackofexecutivesupportLackoftechnicalsupportPoorprojectplanningUnclearobjectivesLackofrequiredresources54SystemsAnalysisandDesigninaChangingWorld,4thEditionReasonsforProjectFailureIncReasonsforProjectSuccessClearsystemrequirementdefinitionsSubstantialuserinvolvementSupportfromuppermanagementThoroughanddetailedprojectplansRealisticworkschedulesandmilestones55SystemsAnalysisandDesigninaChangingWorld,4thEditionReasonsforProjectSuccessCleRoleoftheProjectManagerProjectmanagement–organizinganddirectingpeopletoachieveaplannedresultwithinbudgetandonscheduleSuccessorfailureofprojectdependsonskillsoftheprojectmanagerBeginningofproject–planandorganizeDuringproject–monitorandcontrolResponsibilitiesarebothinternalandexternal56SystemsAnalysisandDesigninaChangingWorld,4thEditionRoleoftheProjectManagerProInternalResponsibilitiesIdentifyprojecttasksandbuildaworkbreakdownstructureDeveloptheprojectscheduleRecruitandtrainteammembersAssignteammemberstotasksCoordinateactivitiesofteammembersandsubteamsAssessprojectrisksMonitorandcontrolprojectdeliverablesandmilestonesVerifythequalityofprojectdeliverables57SystemsAnalysisandDesigninaChangingWorld,4thEditionInternalResponsibilitiesIdentExternalResponsibilitiesReporttheproject’sstatusandprogressEstablishgoodworkingrelationshipswiththosewhoidentifytheneededsystemrequirementsThepeoplewhowillusethesystemWorkdirectlywiththeclient(theproject’ssponsor)andotherstakeholdersIdentifyresourceneedsandobtainresources58SystemsAnalysisandDesigninaChangingWorld,4thEditionExternalResponsibilitiesReporVariousTitles/RolesofProjectManagers(Figure3-1)59SystemsAnalysisandDesigninaChangingWorld,4thEditionVariousTitles/RolesofProjecParticipantsinaSystem

DevelopmentProject(Figure3-2)60SystemsAnalysisandDesigninaChangingWorld,4thEditionParticipantsinaSystem

DeveProjectManagementTasksBeginningofprojectOverallprojectplanningDuringprojectProjectexecutionmanagementProjectcontrolmanagementProjectcloseoutProjectmanagementapproachdiffersforPredictiveSDLCAdaptiveSDLC61SystemsAnalysisandDesigninaChangingWorld,4thEditionProjectManagementTasksBeginnProjectManagementandSDLCTasksforaPredictiveProject(Figure3-3)62SystemsAnalysisandDesigninaChangingWorld,4thEditionProjectManagementandSDLCTaProjectManagementandSDLCTasksforanAdaptiveProject(Figure3-4)63SystemsAnalysisandDesigninaChangingWorld,4thEditionProjectManagementandSDLCTaProjectManagementBodyofKnowledge(PMBOK)ScopemanagementControlfunctionsincludedinsystemControlscopeofworkdonebyteamTimemanagementBuilddetailedscheduleofallprojecttasksMonitorprogressofprojectagainstmilestonesCostmanagementCalculateinitialcost/benefitanalysisMonitorexpenses64SystemsAnalysisandDesigninaChangingWorld,4thEditionProjectManagementBodyofKnoProjectManagementBodyofKnowledge(continued)QualitymanagementEstablishqualityplanandcontrolactivitiesforeachprojectphaseHumanresourcemanagementRecruitandhireprojectteammembersTrain,motivate,teambuildCommunicationsmanagementIdentifystakeholdersandtheircommunicationsEstablishteamcommunications65SystemsAnalysisandDesigninaChangingWorld,4thEditionProjectManagementBodyofKnoProjectManagementBodyofKnowledge(continued)RiskmanagementIdentifyandreviewrisksforfailureDevelopplanstoreducetheserisksProcurementmanagementDeveloprequestsforproposals(RFPs)Evaluatebids,writecontracts,monitorperformanceIntegrationmanagement66SystemsAnalysisandDesigninaChangingWorld,4thEditionProjectManagementBodyofKnoProjectInitiationandtheProjectPlanningPhaseDrivingforcestostartprojectRespondtoopportunityResolveproblemConformtodirectiveProjectinitiationcomesfromLong-termISstrategicplan(top-down)prioritizedbyweightedscoringDepartmentmanagersorprocessmanagers(bottom-up)Responsetooutsideforces(HIPAA)67SystemsAnalysisandDesigninaChangingWorld,4thEditionProjectInitiationandtheProInitiatingCustomerSupportSystemRMOStrategicISplandirectsISdevelopment’sprojectprioritiesCustomersupportsystem(CSS)selectedJohnMacMurty–createsprojectcharterBarbaraHalifax–projectmanagerStevenDeerfield–seniorsystemsanalystGoalistosupportmultipletypesofcustomerservices(ordering,returns,onlinecatalogs)Projectcharterdescribeskeyparticipants68SystemsAnalysisandDesigninaChangingWorld,4thEditionInitiatingCustomerSupportSyRMOProjectCharter(Figure3-5)69SystemsAnalysisandDesigninaChangingWorld,4thEditionRMOProjectCharter(Figure3-ActivitiesoftheProjectPlanningPhase70SystemsAnalysisandDesigninaChangingWorld,4thEditionActivitiesoftheProjectPlanActivitiesoftheProjectPlanningPhaseandTheirKeyQuestions(Figure3-7)71SystemsAnalysisandDesigninaChangingWorld,4thEditionActivitiesoftheProjectPlanDefiningtheProblemReviewbusinessneedsUsestrategicplandocumentsConsultkeyusersDeveloplistofexpectedbusinessbenefitsIdentifyexpectedsystemcapabilitiesDefinescopeintermsofrequirementsCreatesystemscopedocumentBuildproofofconceptprototypeCreatecontextdiagram72SystemsAnalysisandDesigninaChangingWorld,4thEditionDefiningtheProblemReviewbusContextDiagramforCustomerSupport73SystemsAnalysisandDesigninaChangingWorld,4thEditionContextDiagramforCustomerSDefiningtheProblematRMOBarbara–CompletedproblemdefinitionstatementSteve–ConductedpreliminaryresearchonalternativesolutionsBarbara,Steve,andWilliamMcDougal–ProceededwithanalysisbeforemakingsolutiondecisionsBarbaraandSteve–Beganschedule,budget,feasibilitystatementfornewsystem74SystemsAnalysisandDesigninaChangingWorld,4thEditionDefiningtheProblematRMOBarProducingtheProjectScheduleDevelopworkbreakdownstructure(WBS)ListoftasksanddurationrequiredforprojectSimilartooutlineforresearchpaperWBSisfoundationforprojectscheduleBuildaPERT/CPMchartAssistsinassigningtasksCriticalpathmethodGanttchartandtrackingGANTTchart75SystemsAnalysisandDesigninaChangingWorld,4thEditionProducingtheProjectSchedulePartialPERT/CPMChart76SystemsAnalysisandDesigninaChangingWorld,4thEditionPartialPERT/CPMChart28SystemGanttChartforEntireProject(withoverlappingphases)77SystemsAnalysisandDesigninaChangingWorld,4thEditionGanttChartforEntireProjectGanttChartforIterativeProject

(Figure3-14)78SystemsAnalysisandDesigninaChangingWorld,4thEditionGanttChartforIterativeProjConfirmingProjectFeasibilityRiskmanagementEconomicfeasibilityCost/benefitanalysisSourcesoffunds(cashflow,long-termcapital)OrganizationalandculturalfeasibilityTechnologicalfeasibilitySchedulefeasibilityResourcefeasibility79SystemsAnalysisandDesigninaChangingWorld,4thEditionConfirmingProjectFeasibilityRiskManagement80SystemsAnalysisandDesigninaChangingWorld,4thEditionRiskManagement32SystemsAnalyEconomicFeasibilityCost/benefitanalysisEstimateprojectdevelopmentcostsEstimateoperationalcostsafterprojectEstimatefinancialbenefitsbasedonannualsavingsandincreasedrevenuesCalculateusingtableofcostsandbenefitsUsesnetpresentvalue(NPV),

paybackperiod,returnoninvestment(ROI)techniques81SystemsAnalysisandDesigninaChangingWorld,4thEditionEconomicFeasibilityCost/benefSupportingDetailforSalaries

andWagesforRMO(Figure3-16)82SystemsAnalysisandDesigninaChangingWorld,4thEditionSupportingDetailforSalariesSummaryofDevelopmentCostsforRMO(Figure3-17)83SystemsAnalysisandDesigninaChangingWorld,4thEditionSummaryofDevelopmentCostsfSummaryofAnnualOperatingCosts

forRMO(Figure3-18)84SystemsAnalysisandDesigninaChangingWorld,4thEditionSummaryofAnnualOperatingCoSampleBenefitsforRMO(Figure3-19)85SystemsAnalysisandDesigninaChangingWorld,4thEditionSampleBenefitsforRMO(FigurRMOCostBenefitAnalysis(Figure3-20)86SystemsAnalysisandDesigninaChangingWorld,4thEditionRMOCostBenefitAnalysis(FigIntangiblesinEconomicFeasibilityIntangiblebenefitscannotbemeasuredindollarsIncreasedlevelsofserviceCustomersatisfactionSurvivalNeedtodevelopin-houseexpertiseIntangiblecostscannotbemeasuredindollarsReducedemployeemoraleLostproductivityLostcustomersorsales87SystemsAnalysisandDesigninaChangingWorld,4thEditionIntangiblesinEconomicFeasibOrganizationalandCulturalFeasibilityEachcompanyhasowncultureNewsystemmustfitintocultureEvaluaterelatedissuesforpotentialrisksLowlevelofcomputercompetencyComputerphobiaPerceivedlossofcontrolShiftinpowerFearofjobchangeoremploymentlossReversalofestablishedworkprocedures88SystemsAnalysisandDesigninaChangingWorld,4thEditionOrganizationalandCulturalFeTechnologicalFeasibilityDoessystemstretchstate-of-the-arttechnology?Doesin-houseexpertisepresentlyexistfordevelopment?Doesanoutsidevendorneedtobeinvolved?SolutionsincludeTrainingorhiringmoreexperiencedemployeesHiringconsultantsChangingscopeandprojectapproach89SystemsAnal