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ChaPter 3 • ProjeCt management 73

CONSULTING OPPORTUNITY 3.4

Food for Thought

“We could really make some changes. Shake up some peo- A week later, Kim enters Malcolm’s office with several
ple. Let them know we’re with it. Technologically, I mean,” said pages of interview notes in hand. “I’ve talked with most of the
Malcolm Warner, vice president for AllFine Foods, a wholesale people who have extensive contact with the system. They’re
dairy products distributor. “That old system should be overhauled. happy, Malcolm. And they’re not just talking through their
I think we should just tell the staff that it’s time to change.” hats. They know what they’re doing.”
“Yes, but what would we actually be improving?” Kim Han, “I’m sure the managers would like to have a newer system
assistant to the vice president, asks. “I mean, there aren’t any sub- than the guys at Quality Foods,” Malcolm replies. “Did you
stantial problems with the system input or output that I can see.” talk to them?”
Malcolm snaps, “Kim, you’re purposely not seeing my Kim says, “Yes. They’re satisfied.”
point. People out there see us as a stodgy firm. A new computer “And how about the people in systems? Did they say
system could help change that. Change the look of our invoices. the technology to update our system is out there?” Malcolm
Send jazzier reports to the food store owners. Get some people inquires insistently.
excited about us as leaders in wholesale food distributing and “Yes. It can be done. That doesn’t mean it should be,”
computers.” Kim says firmly.
“Well, from what I’ve seen over the years,” Kim replies As the systems analyst for AllFine Foods, how would
evenly, “a new system is very disruptive, even when the business you assess the feasibility of the systems project Malcolm is
really needs it. People dislike change, and if the system is perform- proposing? Based on what Kim has said about the managers,
ing the way it should, maybe there are other things we could do to users, and systems people, what seems to be the operational
update our image that wouldn’t drive everyone nuts in the process. feasibility of the proposed project? What about the economic
Besides, you’re talking big bucks for a new gimmick.” feasibility? What about the technological feasibility? Based
Malcolm says, “I don’t think just tossing it around here on what Kim and Malcolm have discussed, would you recom-
between the two of us is going to solve anything. Check on it and mend that a full-blown systems study be done? Discuss your
get back to me. Wouldn’t it be wonderful?” answer in a paragraph.

The systems analyst, of course, has the option to break down steps further. For instance,
the analyst could specify each of the persons to be interviewed. The amount of detail necessary
depends on the project, but all critical steps need to appear in the plans.
Sometimes the most difficult part of project planning is the crucial step of estimating the
time it takes to complete each task or activity. When quizzed about reasons for lateness on a par-
ticular project, project team members cited poor scheduling estimates that hampered the success

Figure 3.17
Weeks
Activity Detailed Activity Required Refining the planning and
scheduling of analysis activities
Data gathering Conduct interviews 3 by adding detailed tasks and
Administer questionnaires 4 establishing the time required to
Read company reports 4 complete the tasks.
Introduce prototype 5
Observe reactions to prototype 3

Data flow and decision analysis Analyze data flow 8
Proposal preparation Perform cost-benefit analysis 3
Prepare proposal 2
Present proposal 2
then estimate
time required.
Break these
down further,