UNIT

2
0
 This next unit is specifically crafted to
focuses on system planning which is the first
phase in the system development life cycle
which includes discussion on Project
initiation, preliminary investigation, feasibility
study, project scheduling and other
sub-processes involved in activities of
information systems projects. It also
discusses the role and capabilities of the
managing activities and project team
SYSTEMS members that plays a vital part in project
management fundamentals.
PLANNING As the organization needs to adapt to
change, there are lots of phases that are
needed to undergo before it can produce a
new system that will give system solutions to
their problem, and it all started with the
system planning phase. This unit deals with
Previous lessons introduced concepts the overview of system planning projects
and definitions of Systems Analysis and which focuses on project initiation (also
Design, the different systems development called project identification) during the
methods and techniques, software system planning phase in the System
development strategies and life- cycle Development Life Cycle. It also provides
models and most importantly the main several sub- steps of project initiation
phases in systems development life cycle. including system request,
reasons and sources of systems projects.
 LESSON 1:
PROJECT
FUNDAMENTALS IN
SYSTEMS PLANNING

OBJECTIVES:
At the end of this lesson, students will be able to:

▪ Determine how system planning works and understand its importance in

the system development process;

▪ Describe project fundamentals and the activities involved in the early

phase of the project development process;

▪ Explain how organizations identify Information system development

projects through business case studies;

▪ Understand the value of SWOT analysis in doing system project; and

▪ Identify steps in doing SWOT analysis and determine how to conduct a

similar example of it.

Duration: 3 Hours
 Thoughts to Ponder
“The more time YOU spend contemplating what YOU shoULd have done…YOU lose valUABle
time planning what YOU can and will do.”

– Lil Wayne

Overview of Project Fundamentals

Many companies and organizations develop and maintain IT information

systems to support their present and future business transactions. Some IT needs
are immediate, like fixing a logic problem during a payroll system. Other needs might
be on the horizon, such as planning IT support for a new factory, a future merger, or
a corporate restructuring. In most companies, the IT team reviews each IT-related
proposal, project, and systems request to work out if it presents a strong business
case or justification. Most successful IT managers engage in long-range planning
while they handle daily maintenance and support. To go through this task effectively,
they need to understand and participate in the firm’s strategic planning process.

Systems Planning is the initial phase in the System Development Life Cycle.
During this phase, the objectives of the project are taken into consideration, and the
IT Team or the person in authority reviews a proposal to gauge if it presents a strong
business case wherein requirements of the system are identified. This term,
business case, as discussed and defined by (Shelly & Rosenblatt, 2012, p.52) refers
to the reasons, or justification, for a proposal. A business case can serve as a basis
for whether there is a demand for a new system or just an enhancement of the
existing system depending on the company’s alternative to pursue it because it is in
the company’s best interest to do so. In examining the needs for a specific system
proposal, the system analysts who are in-charge in doing it must study the
company’s needs, overall mission, goal and objectives.

Strategic Planning- A Framework for IT Systems Development

Strategic planning is the identification of long term organizational objectives,
strategies, and resources. Strategic planning looks beyond daily activities and
focuses on a horizon that is ranging from three to five or ten or more years in the
future Strategic planning begins with a management evaluation of its practices and
processes called a SWOT analysis. The acronym means strengths, weaknesses,
opportunities, and threats. A SWOT analysis usually starts with a broad overview.
It is used for a clear strategic plan for the company before deciding to start a
new strategy, then they need to evaluate how the company is doing and what
options do they have for them to conduct SWOT analysis. A SWOT analysis is a
solid foundation for the strategic planning process because it examines a firm’s
technical, human, and financial resources. (Shelly & Rosenblatt, 2012, p.54).
 This analysis tool will be helpful to find out what turns out well in the company
and, what is not good as well. This will help them understand what their company
wants to become and how they can achieve it, despite other alternatives or obstacles
that might come their way to make it happen. Figure 2.1 shows a template of SWOT
analysis of Google.

Figure 2.1 SWOT Analysis of Google

Source:Swot, Google, Ische. (n.d.) Retrieved from September 02, 2020,
from https://www.pinterest.ph/pin/464011567837817325/

Steps To Do A SWOT Analysis Table

First, draw up a SWOT Analysis Table. This consists of two (2) rows by two
(2) columns table, with one square for each of the four aspects of SWOT. Figure 2.2
below shows what a SWOT Analysis Table should look like. You can use a SWOT
Analysis in two ways: to urge people or someone from the organization to "kick-off"
strategy formulation informally, or as a more sophisticated and formal tool, and the
other one is the use of brainstorming techniques to create an inventory of ideas
about where the organization currently stands.
 SWOT ANALYSIS OF

Put the name of company or organization here

STRENGTHS WEAKNESSES

OPPORTUNITIES THREATS

Figure 2.2 A SWOT Analysis Table

Every time you spot a Strength, Weakness, Opportunity, or Threat, write it

down within the relevant part of the grid. To clarify which section it belongs, it is going
to be useful to consider Strengths and Weaknesses as internal factors that have
something to do with the organization’s assets, procedures, and people. Consider
Opportunities and Threats as external factors arising from your market, your
competition, and, therefore, the wider economy. You need to check out each area in
additional detail and consider what questions you need to ask as a part of your
analysis.
Here are some of the definitions and guides questions to help you in giving
the right perspective for each section:

● Strengths. Strengths are things that a corporation does particularly well, or

during a way that distinguishes them from their competitors. Believe the benefits
of the organization over other organizations. These could be the motivation of
staff, access to certain materials, or a robust set of producing processes. Their
strengths are an integral part of their organization, so believe what makes them
click. It answers the subsequent questions: What do they do better than anyone
else? What values drive their business? What unique or lowest-cost resources
can they draw upon that others cannot? Identify and analyze the organization's
unique selling proposition (USP), and add this to the strengths section. Then turn
your perspective around, jot it down and ask yourself.
● Weaknesses. You need to be truthful in answering this part! So it is best to be
realistic and face any unpleasant truths that you simply will determine in a
corporation. Weaknesses, like strengths, are inherent features of an organization,
so specialize in their people, resources, systems, and procedures. Believe what
they might improve, and therefore the kinds of practices they should avoid. Once
more, imagine or determine how people in their market see them. Do they notice
weaknesses that you simply tend to be blind to? Take time to look at how and
why competitors do better than they (can do). What are they lacking? You would
like to jot it down within the weaknesses section.

● Opportunities. Opportunities are beginning or possibilities for something positive

to happen. They typically arise from situations outside the organization and need
an eye fixed to what might happen within the future. They could arise as
developments within the market they serve, or within the technology they use.
Having the ability to identify and exploit opportunities can make an enormous
difference to their organization's ability to compete and take the lead within the
market. Think about the good opportunities you will spot immediately. These do
not have to be game-changers; even small advantages can increase their
organization's competitiveness. What interesting market trends are you conscious
of, large or small, which could have an impact? You should also be careful about
changes in government policy associated with their field. And changes in social
patterns, population profiles, and lifestyles can all present interesting
opportunities. All of what you will gather jot it down within the opportunities
section.

● Threat. Threats include anything which negatively affect their business from the
surface, like supply chain problems, shifts in market requirements, or a shortage
of recruits. It is important to anticipate threats and to require action against them.
Believe the obstacles you face in getting your product to plug and selling. You will
notice that quality standards or specifications of their products are changing,
which they will have to change those products if you remain within the lead.
Evolving technology is both an ever-present threat. and an opportunity! Always
consider what competitors do, whether or not they will change your organization's
emphasis to satisfy the challenge. Make certain to explore whether a corporation
is particularly exposed to external challenges. All of what you will gather are
going to be considered as threats. (“SWOT Analysis: – How to Develop a
Strategy For Success”, n.d.)

From Strategic Plans to Business Results

A company develops a mission statement supporting the firm’s purpose,

vision, and values. The mission statement is the basis of the company’s major goals,
short- term objectives, and day-to-day business operations. A mission statement
describes a corporation for its stakeholders and briefly states the company’s overall
purpose, products, services, and values. Stakeholders include anyone suffering from
the company’s operations, like customers, employees, suppliers, stockholders, and
members of the community. A mission statement is just the starting point. Next, the
corporate identify a group of goals that will accomplish the mission. For example, the
corporate might establish one-year, three-year, and five-year goals for expanding
market share. To achieve these goals, the company develops a list of short-term
objectives such that, if a goal is to increase web-based orders by 30% next year, a
company might set quarterly objectives with monthly milestones. Objectives also
might include tactical plans, like creating a replacement internet site and training a
special customer support group to answer email inquiries.

Lastly, these objectives translate into daily business processes supported by

IT and other corporate assets. The outcome may be a set of business results that
affect company stakeholders.

Figure 2.3 shows a diagram of the early stages of the strategic planning
process. Within the strategic planning process, a company’s purpose, vision, and
values shape its mission statement, which successively results in goals, objectives,
business operations, and business results that affect company stakeholders.
Figure 2.3 Diagram of the Early