System Analysis Case Study Questions Answer

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System Analysis Case Study Questions Answer
Question 4-37
Yes. I would approve the project as at outlined in the scope as it contains the essential information required in addition to the fact that the staff supports the plan because as it would benefit the firm (“Chapter 4: Systems Planning and Selection” 121). There is a highly likely chance that the organization would have a decent profit on investment if the plan succeeds. Furthermore, I would include information concerning deliverables.
Question 4-38
Tangible costs should include new hardware costs, user training fees, outsourcing fees, system maintenance costs, and new hardware costs. The only likely intangible cost would be associated with possible inefficiencies because of the learning curve for current and new workers about the new system. The anticipated intangible benefits include amplified competitiveness with other similar suppliers in the market.
Question 4-39
The project appears to be a low-risk project. There are several illustrations in the industry to keep an eye on, and indeed, the team would have no issue drawing up or implementing a blueprint. The risk that I would only have would involve the uncertainty associated with outsourcing.
Question 4-40
The plan’s most essential section of the baseline plan involves feasibility assessment that often involves steps which test the project plan for precise viability factor like technical, operational and economic factors.

It would be critical to implementing an incremental commitment approach during the process of assessing the firm’s feasibility while ensuring that there is a need to progress with the plan after testing every factor. For instance, the project plan may probably undergo a review by the company’s top executive if it is not economically feasible.
Question 4-41
The right stage to perform an economic analysis should be after the production stage of the system. After the system has been put in place, it becomes easier to analyze the cost of developing the system versus the overall returns. The relevant economic feasibility factors include cost benefits, estimated total earnings, projected overall project cost, and economic feasibility cash flow.
Question 4-42
The first activity that should be conducted is assessing every feasibility of the project to determine whether the project will be worthwhile. Feasibilities to be evaluated include economic, technical, operational, contractual and legal, as well as political feasibility assessments. The second activity is to develop the project plan that indicates the roles of each team member in addition to reporting procedures. The third task should be writing the system description which provides an account of a selected configuration of the plan as well as a narrative of resultant information, input information, and the performed tasks. The system description period also provides an opportunity to develop an alternative system. The last activity involves writing an introduction to the project report, which shows an overview of the whole project including the challenges facing the project. Feasibility assessments will take three months. The development of the plan will take two weeks, the duration for system description will take one week, and writing an introduction will take two days.
Question 4-43
Operational risks would be associated with the fact that the program of giving a reward to consumers is not sufficient to maintain the loyalty of customers to Petrie’s Electronics (“Chapter 4: Systems Planning and Selection” 121). Conversely, if the program entirely entices the consumer, there may be a high cost concerning the maintenance of the plan for the future of the firm. Operational risks should be factored in every incremental commitment step that is applied during the development of the system. At some time if the risk overshadows the reward, the project should be terminated.

Work Cited
“Chapter 4: Systems Planning and Selection.” Case: Petrie Electronics: Managing the Information Systems Project, n.d.