1A. The Phases That Jeannine Skipped Are 1. The Systems

The system development life cycle is a formal four-step process that can be followed in order to identify a problem and solve it. The first step is

Karen could not identify potential risks, she heard about problems and a task force member told her of problems but she did not do anything about it or try to put measures in place to rectify the problems. After four months she asked in a meeting what the problems were, she could not identify it herself.

As most projects are required to meet deadlines with resource restrains, managing the scope creep through careful planning and control is an essential ability to every project manager. There are a number of causes for scope creep in projects, and these will be addressed in the next chapters as well as a few solutions to prevent further damage to the project.

Options A, B, and C. This chapter has three options depending upon your previous experience with a manual version systems project called the Systems Understanding Aid, written by the same authors as this computerized project. Option A is for students who have not used the Systems Understanding Aid before. Option B is for students who have completed the Systems Understanding Aid before using Transactions List A (Document No. 1). Option C is for students who have completed the Systems Understanding Aid before using Transactions List B (Document No. 1).

13. (B) Which of the following accurately represents a responsibility of a systems analyst? a. Obtain promised benefits of system b. Develop detailed system requirements c. Acceptance testing d. All of the above.

This task involves in-depth reading of the case study of Micronics Limited which will be evidenced throughout these tasks. For P5 use the suggested structure of a typical requirements specification.

This is confirmed by Horn (2012:406) that ‘when you consider that only about a quarter of projects complete on time and budget’. Early contingencies planning for the effects of scope creep should be interlaid within the RiBS to manage any financial allowance for such eventuality and to communicate the changes across the project and organisation.

* As explained in the text, scope creep is very common in projects. A formal change control management is difficult to enforce and more often overlooked near the end of the project when scope creep is more common. Recommend strategies to enforce change control

ii. Despite efforts at open communication between employees, he was unable to get the support of key players needed for the operation. a.

Project management at Campbell is not a clear, identified, well-connected end to end standard process. The data collected and analyzed throughout the program could not be trusted because there were no steps in place to ensure reliability. For example, testing the production line with water instead of the actual product gives the firm inaccurate results. There are large discrepancies in the viscosity of soup and water, and the issues you run into will be completely different. If the regulations and procedures are put in place so that test products are not shipped to customers by mistake, test products can be labeled as such. A reevaluation of what regulations are necessary needs to take place for the firm to be able to grow. It didn’t seem as though costs were allocated in standard process. The systems that are put in place need to enable people, processes and data to work for the organization. If Campbell had the right tools and methods in place to support the work that occurs in the organization, the Plastigon line would have been up and running.

Senior management did not appear to be very supportive or committed to this project. They did not provide vested leadership to guide and enable the project manager and his team to succeed. When problems were identified early on, resources were dispatched to the project but they served to be a bigger detriment than an aide to achieve the project objectives. Informing the senior management of problems at an early stage should render support and encouragement that will serve all the interests of the project team. However, this senior management team provided threats and intimidating management methods. Resources are commonly shared by a number of projects and distributing of critical resources will usually be made by senior/upper management. This did not appear to happen in this case.

Was the project scope defined clearly at early stage? Identify one major scope change throughout the project life and discuss the effects of scope changes on project performance?

Uncontrolled scope changes are known as scope creep, which mostly occurs during project execution, which often result in rework, cost overrun and failure to deliver projects on time (Jordan, 2010).

Systems analysis refers to a problem solving technique where a business or procedure is studied and the goals are identified in order to create information systems to help the business achieve their goal more efficiently and easier. Systems analysts obtain feedback from the system users in various ways e.g. interviews, questionnaires etc. More importantly they find out from the users what their specific requirements are regarding the proposed system and then use the information obtained to formulate requirements for the system, the system is then written ensuring that all the requirements and expectations are met.

Customer satisfaction is the backbone to being successful with in a business atmosphere. Steve and Dana were obviously not satisfied because their experience did not match their expectations (customer satisfaction was not reached). For this