CS 501: Software EngineeringAdministrationSlide 3Feasibility StudyWhy are Feasibility Studies Difficult?Why are Feasibility Studies Difficult? AdvocacyThe Decision Maker's ViewpointThe Decision Maker's Viewpoint Where are risks? Can they be minimized?Example 1: Benefits of the National Science Digital Library (NSDL)Example 1: NSDL Feasibility TimetableExample 2: U.S. Government Agency (Decision before Feasibility Study)Example 2: ChronologyExample 2: National Academy ReportExample 2: Obvious ProblemsExample 2: National Academy Report: Technical RecommendationsExample 2: Prototype and Phased DevelopmentExample 2: DilemmaFeasibility Study: ScopeExample 3: Library of Congress Confusion over ScopeFeasibility Study: BenefitsFeasibility Study: TechnicalFeasibility Study: Planning and ResourcesFeasibility Study: Alternatives and RisksTechniques for Feasibility StudiesFeasibility ReportCS 501: Feasibility ReportsFeasibility Study: DecisionCS 501: ClientCS 501: ResourcesCS 501: ObstaclesCS 501: How to Minimize Risk?CS 501: Feasibility Report1CS 501 Spring 2008CS 501: Software EngineeringLecture 3Feasibility Studies2CS 501 Spring 2008AdministrationProjectsAnnouncements by project groupsEmail to Course Team Because of spam, mail to [email protected] must be sent from the cornell.edu domain. Or you can send email directly to the Instructor and TAs. Their addresses are on the web site. But please send email to the entire team.3CS 501 Spring 2008AdministrationProject teams: • If you do not have a team, you can meet after class• If you are having difficulty finding a team send email to [email protected]• We may ask teams to add extra members• If you have definitely chosen a project and reached agreement with your client, send email to [email protected] with the names of your team members4CS 501 Spring 2008Feasibility StudyA feasibility study is a study made before committing to a project.A feasibility study leads to a decision:go aheaddo not go aheadthink againIn production projects, the feasibility study often leads to a budget request.In research, a feasibility study is often in the form of a proposal.5CS 501 Spring 2008Why are Feasibility Studies Difficult?Benefits are usually very hard to quantify (e.g., NSDL).Approach is usually ill-defined. Estimates of resources needed and timetable are very rough (e.g., eCornell).Organizational changes may be needed (e.g., Copyright deposit system).Therefore, feasibility studies rely heavily on the judgment of experienced people.Mistakes made at the beginning are the most difficult to correct.6CS 501 Spring 2008Why are Feasibility Studies Difficult?AdvocacyAdvocacy is needed to build enthusiasm for a large project: to convince an organization to undertake an expensive, complex project with many risks.Enthusiasm is good, but enthusiasts usually emphasize potential benefits and downplay risks. People carrying out the feasibility study and making the decision often have a vested interest in the project going ahead, e.g., financial gain, career development.7CS 501 Spring 2008The Decision Maker's ViewpointA senior member of an organization must decide whether to begin a major software project. What information is needed?Client: Who is this project for?Scope: What are the boundaries of the project?Benefits: What are the benefits? Can they be quantified?Technical: Is the project possible. Is there at least one technical way to carry out the project?Resources: What are the estimates of staff, time, equipment, etc?Alternatives: What are the options if the project is not begun?8CS 501 Spring 2008The Decision Maker's ViewpointWhere are risks? Can they be minimized?Technical• There must be an outline plan with a rough timetable and staff allocation.• The plan must have a very large margin for contingencies. (Projects typically require twice the staff and/or time envisaged in the feasibility plan.)External• Every system interacts with others. Are the others committed to the necessary efforts?• Where are the external pressures and obstacles?9CS 501 Spring 2008Example 1: Benefits of the National Science Digital Library (NSDL)ConceptCreate a comprehensive digital library for all aspects of science education, where science and education are both defined very broadly.The National Science Foundation studied potential benefits for five years before going ahead. It came to the conclusion that the potential was sufficient to justify a major program, even though the benefits could not be quantified.10CS 501 Spring 2008Example 1: NSDL Feasibility Timetable1996 Vision articulated by NSF's Division of Undergraduate Education1997 National Research Council workshop1998 SMETE-Lib workshop 1999 NSDL solicitation 2000 6 demonstration projects of the core system2001 Core integration system fundedFive years from concept to decision to definitely go ahead.Note: Since going ahead, the NSF has been less careful about continuing to review the feasibility study after each major iteration.11CS 501 Spring 2008Example 2: U.S. Government Agency(Decision before Feasibility Study)Outline DescriptionA U.S. government agency, which manages huge numbers of documents and other records, has been slow in moving from a paper based approach to managing digital documents.12CS 501 Spring 2008Example 2: Chronology•A scientific computing center at University S was commissioned to develop a prototype system to demonstrate technology.•Funds were approved by Congress to "procure" a major computer system.•The National Academy of Sciences was commissioned to report on the technical approach to be followed and the results of the University S prototype (technical feasibility).Note: The decision to go ahead was made and the budget approved before the feasibility study was begun.13CS 501 Spring 2008Example 2: National Academy ReportThe National Academy study finds:•The computer system is technically feasible.•The University S prototype is promising but incomplete.•Agency needs stronger technical staff.The study was not asked to comment on external factors, but discovered major weaknesses in the agency's management structure and organizational skills (organizational feasibility).14CS 501 Spring 2008Example 2: Obvious ProblemsOrganizational:•Agency senior management clearly not ready to lead a very large project that will completely change the agency•No thought given to the workflow and job changes that will affect almost every
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