10. Evaluation of the feasibility of an IT project

10.1. Transition to the evaluation stage

As is known, the cost of correcting errors due to inaccuracies, including in project planning, is tens of times higher than the cost of preparing detailed, agreed and verified project plans. The completion of the planning stage is recommended only after the project has been verified in accordance with the table below. 10.1 points [8].

Table 10.1. Checklist for planning phase

At the "Assessment" stage of the "Project Planning" life cycle of the IP center, it is necessary to assess the feasibility of the project in order to decide on the further development of the project, taking into account the existing restrictions, allocated and confirmed resources. At the same time, the feasibility study should not be confused with the feasibility study of a project, or a business case. Unlike a business case, the feasibility assessment is aimed at identifying the factors that determine whether an IT project will be successful or is doomed to failure; Thus, the assessment of feasibility is the basis for the further development of the project. The feasibility study , often referred to in the English literature as a feasibility study , has a certain cost and requires additional resources, but investing these resources can protect companies from wasting time and resources on obviously impracticable projects.

Assessment of feasibility is aimed at analyzing all aspects of an IT project that can significantly affect its success or failure, and based on the results of the analysis, an assessment of the prospects for the implementation of this project is given. Below we turn to the consideration of the feasibility assessment aspects of the project .

10.2. Analysis of the attainability of the planned business benefits

This analysis is designed to answer the question of whether and how the expected benefits specified in the feasibility study of the project will be realized. At the same time, for their implementation, it is always necessary to involve the top and middle management of the company among the project supporters, since practice shows (see critical success factors) that without the participation of middle and top managers, the project of introducing IP is usually unsuccessful. In order to structure the results of the research carried out based on the results of the benefit analysis, it is recommended to use the following template (see Table 10.2), which makes it possible to comprehensively document information about each of the benefits.

Table 10.2. Form analysis of the feasibility study

Gap analysis

The functional and technical requirements should be correlated with the functional and technical characteristics of the system being implemented. It can be used to demonstrate the possibility of using a specific product that provides the required functionality. As a tool for the implementation of the designated goal, you can also use the "quality house" described in the section on the formation of project requirements.

10.3. Evaluation of the feasibility of the project schedule

This assessment is designed to answer the question whether the proposed project time frame is realistic and achievable.

To assess the feasibility of the project schedule, it is recommended to use the method of analyzing possible scenarios and leveling resources.

Fig. 10.1. Resource Alignment Uses Example (Excess Resource Availability)

Fig. 10.2. Example of using resource alignment (resources optimized)

The analysis of possible scenarios is an assessment method based on the consideration of questions like "What happens if the situation evolves according to scenario X?". In this case, an analysis of the network of the schedule is performed, in which various scenarios are calculated using the schedule model (for example, a delivery delay or an increase in the duration of individual operations) or the effect of unforeseen external factors is simulated. Thus, the results of the analysis of possible scenarios can be used to assess the feasibility of the schedule under adverse conditions and to draw up contingency plans.

Resource leveling is a schedule network analysis method that is applied to the schedule model analyzed by the critical path method [20]. Resource leveling is used to identify planned operations that need to be performed in order to meet deadlines. Alignment of resources is conveniently carried out using computer scheduling programs using resource histograms (see. Fig. 10.1,10.2). The histogram of resources is created on a split screen — a Gantt chart is displayed at the top, which shows operations using the resources represented in the bottom of the screen as a bar chart. Charts use the same time scale.

10.4. Assessment of the availability and load of human resources

It is necessary to make an accurate assessment of resources, as well as draw up a schedule for their need. The results of the analysis should give an idea of ​​whether the company is able to provide all the necessary resources with the necessary level of competence.

Table 10.3. Sample calendar and resource plan

To indicate the availability of resources, a period of time is documented for each member of the project team to participate in the project. Information on the availability of resources is necessary to adjust the project schedule taking into account vacations and obligations for other projects.

Based on well-defined requirements and identification of each team member, a typical resource plan is developed.

A typical resource plan includes a list of activities - tasks to be performed during the project, the number and levels of team members, distributed by deadlines and dates, as well as typical project phases (see. Table 10.3). The plan also indicates the employment of each resource in the project.

In the presented example of the calendar and resource plan, employment can be calculated taking into account the fact that the same manager can participate in several projects simultaneously. The percentage of employment in a typical project plan is indicated as the actual number of days per week allocated to this project.

The calendar and resource plan also reflects information about the release of employees, which allows to timely exclude payments to employees who have already completed the project, and thereby reduce project costs and provide information on the availability of a free resource. An example of a completed calendar and resource plan for an IP implementation project is given in Table. 10.4.

Table 10.4. Example of filling the calendar and resource plan

10.5. Organizational readiness assessment

This type of assessment should take into account the financial history of the company and the experience of implementing similar projects. In addition, the culture of the organization and its level of maturity are extremely important. As a tool for assessing organizational maturity, it is possible to use the following diagnostic approach [5], which considers organizational readiness in the context of 5 perspectives (see Table 10.5).

Table 10.5. Project organizational readiness assessment template

In conclusion of the consideration of this section, it is necessary to note that the result of the feasibility assessment process rarely becomes a clear statement or an unequivocal rejection of the project. The company's management should comprehensively review the results obtained and only on this basis make the final decision [8].