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ALISON: Diploma in Project Management


Comments about The planning phase - Feasibility study question 6

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- Module: The planning phase
- Topic: Feasibility study question 6

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  • Cliffrichardson Urubusi Qatar A good feasibility study is necessary but where a Company is required to apply or bid urgently for a project, experience should be applied in limiting the feasibility study in order not to lose the job.It is not how far but how well....URUBUSI CLIFFRICHARDSON.
    2014-11-27 10:11:59

  • Zinabie Tadesse Gebremedhin Ethiopia At the conclusion of the feasibility study, it must provide a recommendation for the course of action. This recommendation will fall into one of three categories: • to proceed with the system as initially planned • to proceed with the system, but with alterations to the initial plan • not to proceed with the system as planned and to conduct further investigations into the options available.
    2014-11-25 11:11:00

  • Md Shohel Mahmud Bangladesh Decision about going a head or not, clearly got that.
    2014-11-16 09:11:23

  • Caroline Omoro Kenya when should the development system go ahead?
    2014-11-16 09:11:12

  • Caroline Omoro Kenya at the end of the feasibility study ,one the following 3 recommendations should be followed 1.proceed with the system as initially planned 2.proceed with the system but with alterations to initial plan 3.not to proceed with the system as intended but investigation further and look for other options.
    2014-11-16 09:11:53

  • Cyrus Wanjohi Kenya At the conclusion of the feasibility study, it must provide a recommendation for the course of action. This recommendation will fall into one of three categories: to proceed with the system as initially planned to proceed with the system, but with alterations to the initial plan not to proceed with the system as planned and to conduct further investigations into the options available.
    2014-11-16 06:11:48

  • Cyrus Wanjohi Kenya ommendation will fall into one of three categories: to proceed with the system as initially planned to proceed with the system, but with alterations to the initial plan not to proceed with the system as planned and to conduct further investigations into the options available.
    2014-11-16 06:11:02

  • Janvier Nyandamu Rwanda clear, understood
    2014-11-08 11:11:00

    • Cyrus Wanjohi Kenya At the conclusion of the feasibility study, it must provide a recommendation for the course of action. This recommendation will fall into one of three categories: to proceed with the system as initially planned to proceed with the system, but with alterations to the initial plan not to proceed with the system as planned and to conduct further investigations into the options available.
      2014-11-16 07:11:22
  • Nothando Gumpo United Kingdom At the conclusion of the feasibility study, it must provide a recommendation for the course of action. This recommendation will fall into one of three categories; 1. to proceed with the system as initially planned 2. to proceed with the system, but with alterations to the initial plan 3. to proceed with the system as planned and to conduct further investigations into the options available.
    2014-11-06 12:11:49

  • Ralph Webster South Africa At the conclusion of the feasibility study, it must provide a recommendation for the course of action. This recommendation will fall into one of three categories: to proceed with the system as initially planned to proceed with the system, but with alterations to the initial plan not to proceed with the system as planned and to conduct further investigations into the options available. IT HAS TO GO THROUGH A VALUE FOR MONEY TEST.
    2014-10-19 07:10:59

  • George Fragos Greece alternation plan to be closed to initial plan?
    2014-09-29 09:09:12

    • Cyrus Wanjohi Kenya ommendation will fall into one of three categories: to proceed with the system as initially planned to proceed with the system, but with alterations to the initial plan not to proceed with the system as planned and to conduct further investigations into the options available.
      2014-11-16 06:11:29
  • Gowtham P V India what is the difference between the sdlc and common phases method?
    2014-09-29 05:09:17

    • Assel Satpayeva Kazakhstan SDLC system includes 5 Phases: 1. Planning phase 2. Analysis phase 3. Design phase 4. Implementation Phase 5. The Use/Evaluation Phase Currently we are looking at the 1 phase "Planning".
      2014-10-29 03:10:30
  • ANNETTE ROBINSON United States of America What's the difference if you proceed with the system or proceed an altered the system? Both seems to proceed with the system.
    2014-09-09 11:09:07

  • Philip Pam Nigeria What if there is a tie in the proposal consideration?
    2014-08-17 15:08:46

    • Yai Deng Yai South Sudan Then the alternative way has to be suggested and review before its approval.
      2014-08-25 15:08:25
  • Philip Pam Nigeria I think this covers everything
    2014-08-15 20:08:11

    • Yai Deng Yai South Sudan Are sure? just give some highlight.
      2014-08-25 15:08:23
  • Samuel Kofi Odoi Ghana Can proceeding to the initial plan make any change to the system?
    2014-08-14 22:08:34

    • Yai Deng Yai South Sudan Yes if the system requres so.
      2014-08-25 15:08:56
    • Philip Pam Nigeria yes, that is by little alteration to the original plan
      2014-08-15 20:08:55
  • Alexander Njoku Nigeria How to proceed with the system initial plan?
    2014-08-06 09:08:47

    • Yai Deng Yai South Sudan It is when the feasiblity study proves it right.
      2014-08-25 15:08:49
  • Vikram Vasant Rotkar United Kingdom How to do alteration in the initial plan?
    2014-07-21 17:07:31

    • Yai Deng Yai South Sudan After feasiblity study and it has been found that the initial plan is not working well.
      2014-08-25 15:08:40
    • Philip Pam Nigeria Either adding or removing any thing from the original plan
      2014-08-15 21:08:25
    • Glyn Chapman United Kingdom This could be anything that deviates from the original plan for instance an increase or reduction in budget, new hardware, new staff, new objectives etc.
      2014-07-21 19:07:16
  • Jones Hanungu Munang'andu Zambia Management support Management reporting systems A large category of information systems comprises those designed to support the management of an organization. Those systems rely on data obtained by transaction processing systems, as well as data acquired outside the organization (such as business intelligence gleaned on the Internet) and data provided by business partners, suppliers, and customers. Information systems support all levels of management, from those in charge of short-term schedules and budgets for small work groups to those concerned with long-term plans and budgets for the entire organization. Management reporting systems provide routine, detailed, and voluminous information reports specific to each manager's areas of responsibility. Generally, these reports focus on past and present performance, rather than projecting future performance. To prevent information overload, reports are automatically sent only under exceptional circumstances or at the specific request of a manager. Decision support systems All information systems support decision making, however indirectly, but decision support systems are expressly designed for this purpose. The two principal varieties of decision support systems are model-driven and data-driven. In a model-driven decision support system, a preprogrammed model is applied to a limited data set, such as a sales database for the present quarter. During a typical session, an analyst or sales manager will conduct a dialog with this decision support system by specifying a number of “what-if” scenarios. For example, in order to establish a selling price for a new product, the sales manager may use a marketing decision support system. Such a system contains a preprogrammed model relating various factors—the price of the product, the cost of goods, and the promotion expense—to the projected sales volume over the first five years on the market. By supplying different product prices to the model, the manager can compare predicted results and select the most profitable selling price. The primary objective of data-driven decision support systems is to analyze large pools of data, accumulated over long periods of time in “data warehouses,” in a process known as data mining. Data mining searches for significant patterns, such as sequences (buying a new house, followed by a new dinner table) and clusters (large families and van sales), with which decisions can be made. Data-driven decision support systems include a variety of statistical models and rely on various artificial intelligence techniques, such as expert systems, neural networks, and intelligent agents. An important category of decision support systems enables a group of decision makers to work together without necessarily being in the same place at the same time. These group decision systems include software tools for brainstorming and reaching consensus. Another category, geographic information systems, can help analyze and display data by using digitized maps. By looking at a geographic distribution of mortgage loans, for example, one can easily establish a pattern of discrimination. Executive information systems Executive information systems make a variety of critical information readily available in a highly summarized and convenient form. Senior managers characteristically employ many informal sources of information, however, so that formal, computerized information systems are of limited assistance. Nevertheless, this assistance is important for the chief executive officer, senior and executive vice presidents, and the board of directors to monitor the performance of the company, assess the business environment, and develop strategic directions for the future. In particular, these executives need to compare their organization's performance with that of its competitors and investigate general economic trends in regions or countries for potential expansion. Often relying on multiple media, executive information systems give their users an opportunity to “drill down” from summary data to increasingly detailed and focused information.
    2014-07-20 19:07:15

  • Jones Hanungu Munang'andu Zambia Management support Management reporting systems A large category of information systems comprises those designed to support the management of an organization. Those systems rely on data obtained by transaction processing systems, as well as data acquired outside the organization (such as business intelligence gleaned on the Internet) and data provided by business partners, suppliers, and customers. Information systems support all levels of management, from those in charge of short-term schedules and budgets for small work groups to those concerned with long-term plans and budgets for the entire organization. Management reporting systems provide routine, detailed, and voluminous information reports specific to each manager's areas of responsibility. Generally, these reports focus on past and present performance, rather than projecting future performance. To prevent information overload, reports are automatically sent only under exceptional circumstances or at the specific request of a manager. Decision support systems All information systems support decision making, however indirectly, but decision support systems are expressly designed for this purpose. The two principal varieties of decision support systems are model-driven and data-driven. In a model-driven decision support system, a preprogrammed model is applied to a limited data set, such as a sales database for the present quarter. During a typical session, an analyst or sales manager will conduct a dialog with this decision support system by specifying a number of “what-if” scenarios. For example, in order to establish a selling price for a new product, the sales manager may use a marketing decision support system. Such a system contains a preprogrammed model relating various factors—the price of the product, the cost of goods, and the promotion expense—to the projected sales volume over the first five years on the market. By supplying different product prices to the model, the manager can compare predicted results and select the most profitable selling price. The primary objective of data-driven decision support systems is to analyze large pools of data, accumulated over long periods of time in “data warehouses,” in a process known as data mining. Data mining searches for significant patterns, such as sequences (buying a new house, followed by a new dinner table) and clusters (large families and van sales), with which decisions can be made. Data-driven decision support systems include a variety of statistical models and rely on various artificial intelligence techniques, such as expert systems, neural networks, and intelligent agents. An important category of decision support systems enables a group of decision makers to work together without necessarily being in the same place at the same time. These group decision systems include software tools for brainstorming and reaching consensus. Another category, geographic information systems, can help analyze and display data by using digitized maps. By looking at a geographic distribution of mortgage loans, for example, one can easily establish a pattern of discrimination. Executive information systems Executive information systems make a variety of critical information readily available in a highly summarized and convenient form. Senior managers characteristically employ many informal sources of information, however, so that formal, computerized information systems are of limited assistance. Nevertheless, this assistance is important for the chief executive officer, senior and executive vice presidents, and the board of directors to monitor the performance of the company, assess the business environment, and develop strategic directions for the future. In particular, these executives need to compare their organization's performance with that of its competitors and investigate general economic trends in regions or countries for potential expansion. Often relying on multiple media, executive information systems give their users an opportunity to “drill down” from summary data to increasingly detailed and focused information.
    2014-07-20 19:07:42

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