VPLfeaswork
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The document provides an analysis of the feasibility of a new project dedicated website. It summarizes the market analysis, technical analysis, financial analysis, risk analysis, time and resource considerations. The market analysis found there is demand and the site would capture 75% of the market share. Technically, resources are available to develop the site. Financially, the project is estimated to become profitable within the first year and increase profits in subsequent years. Risks were identified across various areas but were found to be low to medium. Sufficient time and resources are available to implement the first sprint by the end of September. The overall decision is to proceed with the project.
VPLfeaswork
- 1. Feasibility Document Disclaimer: People andRevenuequotesinthissite anddocumentsattachedtothissite are onlyfordemonstrationpurposes only. Name anddollarfiguresare fictitious. *** The market analysis is critical to the success of the business so you need to understand the environment in which you will compete. There must be adequate demand for your product or service. If not, your business idea may not be feasible and there is no need to go any further. Market analysis results in compiling information about the market potential. This should probably be the first analysis you should do. Market Analysis Estimate of market size There are less than 25 sites that truly have a documented Project Leader Dedicated Site. Projected market share Approximately 75% of the market Analysis of the competition There are a few sites with just the highlights of a project management and product leaders. A few PDF documents of a Sample Project Plans, A few good blogs on specifically “How to Create a Sample Project Plan? ASK and Yahoo . These may be a good reference on our site, Some sites that claim to have downloads but most of them with
- 2. Feasibility Document *** The Technical Analysis will allow you consider all the things that are currently being done. You have to include all current activity if the process you are implementing is going to replace the old legacy process or system. If you know the new software or process, there is an opportunity of showing the value of the new processes. Treat the new processes as a benefit to the Feasibility. Technical Analysis As-Is 1. There is a site representing the System Development Life Cycle. www.SDLC.us 2. This has the 8 major steps in a Project Initiation, Feasibility, Analysis, Design, Development, Testing, Implementation, Post- Implementation 3. Has links back to www.AnyStandard.net 4. Has links to Solutions Architect www.AnyStandard.net/about.html 5. Has Links to Sample Design Document Gap Analysis 1. Needs links to Standard Interface Methodology www.AnyStandard.net/ifmeth.html 2. Needs Links to Test Exit Report www.VirtualBusinessAnalyst.net /ter.docx Benefit Analysis 1. Exposure for AnyStandard.net 2. One stop shopping for the business. Great reference for a new project. Qualified Human Resources Yes Available Application Resources Yes Available Hardware Yes Available storage capacity Yes
- 3. Feasibility Document ***. Revenue and Income should be included in the financial assessment You need projections for the first year along with start-up costs to determine how much funding your business will need. These are some of the key components. Financial Analysis . Capital Requirements $45,000 Start-up Costs $1500 Revenue Projections 1st 3 months of the project will see minimum income. As the year progress approximately 2,000 to 2,500 a month with expected growth of 5,000 a month within the first two years. Gross Profit Margins (GPM) 7.5 percent the 1st year 12.3 percent the 2nd year Up to 18 percent the 3rd year Net Income $15,000 1st year $19,000 2nd year $24,000 3rd year
- 4. Feasibility Document *** The initial Risk Assessment . Risk Analysis Project Size Risk Risk Level L/M/H Probability of Activity Approach Resource Hours L:150 Certain Personel Involvement Estimated Project Schedule M: 4 Months Certain Using M/S Project with frequent baseline reviews Number of Interfaces to Existing Systems Affected L: 1 Somewhat Likely Potentially linking with www.SDLC.us Project Definition Risk Risk Level L/M/H Probability of Activity Approach Knowledge Level of Users H: Over 30 years of experience Certain No need to research. Personal evaluation AS-IS Documentation H: Completed Certain Past documentation avaiable on file. Valisdation that it was complete and accurate. Potential number of Sprints M: 5 to 7 expected Certain Each sprint will be entertained every 2 to 4 weeks Consultant Project Deliverables unclear L: N/A Normally Included in project plan Vendor Project Deliverables L: N/A Normally Included in project plan Cost Estimates Unrealistic L: Thoroughly predicted by industry experts using proven practices to 15% margin of error Timeline reviewed monthly by three groups (Project Manager and Steering Committee) to prevent undetected timeline departures Timeline Estimates Unrealistic M: Timeline could shift if request deem so Potential The product owner will get feedback from an independent research group.
- 5. Feasibility Document Agile Structure Risk Risk Level L/M/H Probability of Activity Approach Product Owner Unknowledgeable of Business L: Chosen and Qualified personnel selected Unlikely Scrum Master Unknowledgeable of Business L: Chosen and Qualified personnel selected Unlikely Scrum Team Unknowledgeable of Business L: Chosen and Qualified personnel selected Unlikely Project Leadership Risk Risk Level L/M/H Probability of Activity Approach Steering Committee existence L: N/A Absence of Commitment Level/Attitude of Management L: Presented and approved Unlikely Always in communication Absence of Commitment Level/Attitude of Users L: Presented and approved Unlikely Always in communication Absence of Mid- Management Commitment L: Presented and approved Unlikely Always in communication
- 6. Feasibility Document Risk Analysis (Continued) Project Staffing Risk Risk Level L/M/H Probability of Activity Approach Project Team Availability M: Some team members have other obligations Somewhat likely Will schedule around teams availability. Email product backlog for review Physical Location of Team prevents effective management L: Immediate online access makes it easily effective Likely Publish prototypes to WWW. Project Team’s Shared Work Experience creates poor working relationship L: Great team members never had issues Likely Quality Cummunication Weak User Participation on Project Team M: Users already selected and agreed in participation Likely Past request for participation
- 7. Feasibility Document Risk Analysis (Continued) Project Management Risk Risk Level L/M/H Likelihood of Event Approach Procurement Methodology Used foreign to team N/A Change Management Procedures undefined L: Standard procedures in place Unlikely Archive of pages from backups Quality Management Procedures unclear L: Standard procedures in place Unlikely Software Vendor Risk Risk Level L/M/H Likelihood of Event Approach Number of Times Team Has Done Prior Work with Vendor Creates Foreign Relationship L: No Vendor involvement Unlikely Team’s Lack of Knowledge of Package N/A Poor Functional Match of Package to Initial System Requirements N/A Team’s Involvement in Package Selection Impacts Success of Implementation N/A
- 8. Feasibility Document Time and Resources Expected Implementation 1st Sprint by End of September Competing Projects or activity Maintenance needing on VirtualBusinessAnalyst.net Available Resources Product Owner . Paul Scrum Master. Janet Scrum Team Bob Jesus Kim Mark (not available till Mid September) Paul Raghid Sue (Has wedding back by 1st scrum meeting) GO/NO GO Decision Decision is a GO