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52 Part 1 • SyStemS analySiS FundamentalS

2. Allow current and potential clients to submit a request with their catering choices, with the
request routed to an account manager.
3. Add clients to the client database, assigning each a userID and a password for access to
their projects.
4. Create a website for clients to view and update the number of guests for an event and
restrict changes in the number of guests when the event day is less than five days in the
future.
5. Obtain or create software to communicate directly with event facility personnel.
6. Create or purchase a human resources system for scheduling part-time employees that
allows management to add employees and schedule them using a number of constraints.
7. Provide queries or reports with summary information.
Each requirement may be used to create a preliminary test plan. Since scant details are avail-
able at this time, the test plan will be revised as the project progresses.
A simple test plan for Catherine’s Catering is:

1. Design test data to allow clients to view each different type of product.
2. Test to ensure that a catering request has been entered with valid data, as well as each pos-
sible condition of invalid data. (Data will be defined later.) Ensure that the request is routed
to the appropriate account manager.
3. Test that all data fields pass all validation criteria for each field. Test good data to ensure
that clients are added to the client database and that a userID and a password are correctly
assigned.
4. Create a test plan that will test that clients are able to view event information. Test that
updates may not be made within five days of the event. Design test data to check to ensure
correct updating of the number of guests for an event.
5. Test that the software works correctly for communicating directly with event facility
personnel.
6. Test the human resources system for scheduling part-time employees, checking that
employees have been correctly added and that all invalid values for each field are detected
and reported. Check scheduling software for valid updates and each invalid entry.
7. Check that all queries and reports work correctly and contain the correct summary
information.

Selection of Projects
Projects come from many different sources and for many reasons. Not all should be selected
for further study. You must be clear in your own mind about the reasons for recommending a
systems study on a project that seems to address a problem or could bring about improvement.
Consider the motivation that prompts a proposal on the project. You need to be sure that the proj-
ect under consideration is not being proposed simply to enhance your own political reputation or
power, or that of the person or group proposing it, because there is a high probability that such a
project will be ill conceived and eventually ill accepted.
As outlined in Chapter 2, prospective projects need to be examined from a systems perspec-
tive, considering the impact of the proposed change on the entire organization. Recall that the
various subsystems of an organization are interrelated and interdependent, so a change to one
subsystem might affect all the others. Even though the decision makers directly involved ulti-
mately set the boundaries for a systems project, a systems project cannot be contemplated or
selected in isolation from the rest of the organization.
Beyond these general considerations are five specific questions that need to be asked regard-
ing project selection:
1. Does it have backing from management?
2. Is the timing of the project commitment appropriate?
3. Is it possible to improve attainment of strategic organizational goals?
4. Is it practical in terms of resources for the systems analyst and organization?
5. Is it a worthwhile project compared with other ways the organization could invest resources?

First and foremost is backing from management. Absolutely nothing can be accomplished
without the endorsement of the people who will eventually foot the bill. This statement does not