Classifying, Ranking and Selecting Development Projects - Essay Example

ifying, Ranking and Selecting Development Projects; and the Project Scope Every organization should have a means ifying, ranking, and selecting development projects, some of the evaluation techniques used when classifying and ranking projects are value chain analysis, potential benefits among others (Dubey 2011, pp.51-52). Firstly, value chain analysis refers to the extent to which various activities add value and cost when developing products or even services. In addition, strategic alignment reflects the manner in which the project helps the organization to achieve its strategic objectives and its long-term goals, and this is actually the main force behind the project planning. Furthermore, potential benefits refers to the extent to the project is seen as improving profits, customer service and the duration of these benefits. Resource availability involves the amount and types of resources that the project needs based on their availability. Moreover, project size or duration may include the number of individuals and time required to ensure that the project is complete. Lastly, technical difficulty or risk involves the level of technical difficulty to complete and compile the project successfully as expected (‘Planning’ 2013, p.104). All these techniques when considered, the classification and ranking of the project will be successful. But “one should balance all these factors between short term, high benefits versus high savings costs” (Dubey 2011, p.52). Feasibility analysis simply refers to the viability of an idea (Katimuneetorn 2008, p.2). This study helps in previewing the potential outcomes to enable us continue or not (Katimuneetorn 2008, p.3) and some of the factors that are used to evaluate the feasibility of the proposed project are economic, technical, operational, schedule, legal and contractual, and political factors. Economic feasibility involves the economic viability of the proposed system and it involves cost-benefit analysis (Katimuneetorn 2008, p.1). All costs including fixed and variable costs and benefits such as cost savings, increased revenue or increased profit of the proposed project should be evaluated keenly (Katimuneetorn 2008, p.7). Intangible costs include hardware, software or labour costs, but intangible cots include operational inefficiency and loss of goodwill (Katimuneetorn 2008, p.7). Most projects are approved only if they cover their costs within a given period. On the contrary, some projects can be approved based on intangible benefits like those associated with the government regulations or image of the organization. In addition, technical feasibility is determined by the possibility that the organization has in obtaining necessary resources. “Assessing technical feasibility is to evaluate whether the new system will perform adequately or whether the organization is able to construct a proposed system or not” (Katimuneetorn 2008, p.12). Technical feasibility is manifested when required hardware and software are available in the market place or can be developed within the required time. More so, operational feasibility refers to the ability, desire and willingness of the stakeholders to use, support, and operate the proposed information system and it is important to clarify whether the proposed system will solve the business problems, take advantage of the opportunities or not (Katimuneetorn 2008, p.13). Actually, these people are interested in those information systems, which are very easy to operate, accurate, produce the desired information, and fit with the organizational objectives. Furthermore, schedule feasibility involves assessing the duration of the project, that is, time covered for it to be completed and be useful (Katimuneetorn 2008, p.14). System analysts have to consider how long the system will take to develop and consider whether the deadlines are mandatory or compulsory (Katimuneetorn 2008, p.14). Legal feasibility shows whether the proposed system conflicts with the legal requirements or not since a project may face legal challenges after completion especially when this issue is not noted in the first page (Katimuneetorn, 2008, p.15). Lastly, political feasibility involves understanding hoe key stakeholders of the organization perceive the proposed system. A new information system may have political influence so some stakeholders not supporting the project are likely to block or disrupt it (Katimuneetorn 2008, p.16). Project scope planning is that part of project planning that involves determining and documenting a list of specific goals, tasks, deliverables, costs, and deadlines and it deals with naming all tasks to be performed, and resources to be consumed among others (Gudda 2012, p.176). Defining the project scope is the most critical step in project planning process and it is very important to clearly define the scope of the project since good scope definition determines the success of a project. It helps in improving the accuracy of time, costs and resources among others. Techniques used in defining project scope include product analysis, expert judgment, alternative identification, and stakeholder analysis (Perrin 2008, p.58). In addition, the outputs of the scope definition are project scope statement as well as project document updates (Schwalbe, 2010, p.183). Normally, project scope planning is defined by first, having a set of defined deliveries and objectives of the project, use necessary document or information to define the scope of the project, and work closely with the client in order to acquire appropriate information. Project scope statement can be referred to as the description of the project scope, deliverables, assumptions and constraints, Scope statement is an essential element of any project since it presents a common understanding of the project scope, the project itself as well as the project stakeholders (Stackpole, 2013). A good scope statement involves justification, product scope description, deliverables, acceptance criteria, project exclusions, assumptions, and constraints (Portny, 2013; Stackpole, 2013). Key inputs needed when preparing scope statement include project charter, organizational process assets, project scope management plan among others (Schwalbe 2010, p.183; Perrin 2008, p.58). Project verification enables project stakeholders to approve the stated deliverables and outline the process the stakeholders to accept the deliverables formally. A checklist is given to the stakeholders in order to go through and check off items and verify against the original scope and as a result, the client can accept all the deliverables or reject all. The main tool used here is inspection and the outputs include accepted deliverables, requested changes, and recommended corrective measures (Perrin 2008, p.58). The project scope creep refers to the uncontrolled changes in the project’s scope, and the expansion of project scope may be due to changing requirements, specifications, and priorities (Passenheim 2008, p.28). It is regarded negative and should be avoided to make the project successful; therefore, setting a clear project priorities is one way to avoid scope creep. However, change in the project is inevitable and should be therefore managed appropriately. The techniques required in scope control include the use of change control system, variance analysis, re-planning, and configuration management system (Perrin 2008, p.58). Scope change control focuses on influencing factors that leads to scope changes and ensure that they are accepted, determine that the change has happened, and manage the actual changes (, 2012, p.176). One way to control scope changes is to define the project variables clearly (Newell & Grashina 2003, p.39). Therefore, changes in the scope can be controlled by updating project management plan, updating project scope statement, implementing requested changes, as well as recommended corrective measures. It is also necessary to establish scope baseline so as manage these changes (Newell & Grashina 2003, p.39). References Dubey, S. (2011). IT strategy and management. New Delhi, India, PHI Learning. Gudda, B (2012). A guide to project monitoring & evaluation. Indiana: Author Solutions Inc Katimuneetorn, P., 2008, Feasibility Study for Information System Projects, [Online] Available at: [Accessed 27 October 2013]. Newell, M. W., & Grashina, M. N. (2003). The project management question and answer book. New York, AMACOM, American Management Association. Passenheim, O., 2009. Project Management, London: Bookboon Publishers. Perrin, R. (2008). Real world project management beyond conventional wisdom, best practices, and project methodologies. N.J., John Wiley & Sons: Hoboken. Planning, Identifying and Selecting Systems Development Projects, [Online] Available at: [Accessed 27 October 2013]. Portny, S., 2013, Planning and Organizing: What to Include in a Project Scope Statement, [Online] Available at: [Accessed 27 October 2013]. Schwalbe, K. (2010). Information technology Project Management. Boston, MA, Course Technology/Cengage Learning. Stackpole, C. (2013). A project manager's book of forms a companion to the PMBOK guide, fifth edition. 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