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ALISON: Diploma in Project Management

Comments about The planning phase - The planning phase - creating project proposals

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- Module: The planning phase
- Topic: The planning phase - creating project proposals

Latest Comments

  • Ralph Webster South Africa The feasibility study will be presented to the management of the organisation who will make the final decision on whether to proceed with the proposed system development. If the proposal is given the approval to begin, the first step will be the analysis phase of the system development life cycle.- BOARD APPROVAL MINUTES FOR CAPITAL EXPENDITURE
    2014-10-19 07:10:18

  • George Ugim Nigeria This is fantastic, therefore the Analysis Phase anchors on the final decision of management.
    2014-10-12 19:10:21

  • George Fragos Greece who has the final decision??
    2014-09-29 09:09:19

    • George Ugim Nigeria The management of the Organisation
      2014-10-12 19:10:13
  • Abdullahi Nor Mohamed Somalia if the visibility is not correct what problem can accrue?
    2014-09-16 13:09:54

  • ANNETTE ROBINSON United States of America Who conducts the feasibility study? Is it a team?
    2014-09-09 11:09:49

  • ARIHO SIMPLISIO Uganda what is the purpose of that proposal?
    2014-08-20 13:08:27

    • Yai Deng Yai South Sudan To get resources for project developement.
      2014-08-25 15:08:53
  • Samuel Kofi Odoi Ghana who controls the system development cycle ?
    2014-08-17 23:08:35

    • Yai Deng Yai South Sudan Project team under responsibility of project manager.
      2014-08-25 15:08:36
  • Philip Pam Nigeria What kind of analysis?
    2014-08-17 15:08:04

    • Yai Deng Yai South Sudan Whether the proposed system works.
      2014-08-25 15:08:11
  • Alexander Njoku Nigeria If the system was developed, then how can accurate estimate be made before creating the proposal?
    2014-08-06 10:08:32

    • Yai Deng Yai South Sudan Through analysis.
      2014-08-25 15:08:54
    • Philip Pam Nigeria It cannot be entirely accurate, but the proposal with the minimal risk of failure and less cost will go better than others.
      2014-08-17 15:08:38
  • Vikram Vasant Rotkar United Kingdom How the risk can be estimated before creating the proposal?
    2014-07-21 17:07:13

    • Yai Deng Yai South Sudan by used of analysis.
      2014-08-25 15:08:02
  • 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 19:07:13

  • 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 19:07:03

  • 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 18:07:52

  • ToeToe Aung Singapore If the proposal is given approval to begin, the first step will be the analysis phase of the system development life cycle. Before we reported the proposal, what is the step before that?
    2014-06-27 13:06:58

    • Yai Deng Yai South Sudan Planning phase.
      2014-08-25 15:08:09
  • Satu Korhonen Finland Who decides if the project will proceed?
    2014-06-25 14:06:03

    • Yai Deng Yai South Sudan Senior project management with views for stakeholders and the basis for this decision would be from feasibility study.
      2014-08-25 15:08:43
  • Reza Abbasi Iran What is the first step in this process?
    2014-06-22 15:06:29

    • Yai Deng Yai South Sudan Planning phase.
      2014-08-25 15:08:01
  • Reza Abbasi Iran What is the first step in this process?
    2014-06-19 23:06:36

    • Yai Deng Yai South Sudan Planning phase.
      2014-08-25 15:08:19
  • Annette Weizbauer Germany What is the next step after the proposal is given the approval to begin?
    2014-06-15 13:06:09

    • Yai Deng Yai South Sudan Analysis.
      2014-08-25 15:08:54
    • Reza Abbasi Iran the first step will be the analysis phase of the system development life cycle.
      2014-06-19 23:06:48
    • Parhalad Saini India The next step will be the analysis phase of the system development life cycle.
      2014-06-18 04:06:06
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