Operational Feasibility


Operational feasibility is the measure of how well a proposed system solves the problems and takes advantages of the opportunities identified during the scope definition and problem analysis phases and how well it satisfies the system requirements identified in the requirements analysis phase.

Cultural (or political) feasibility

Cultural feasibility deals with how well the end users feel about the proposed system. It asks whether a system will work in a given organizational climate or not.

In an information. age, it is common to change the structure of how information is routed and controlled, changing to some extent the power structure of the organization.

The culture of an organization is multicultural. Employees and divisions may have been merged in from different companies with widely varying perspectives on how work should be structured and what information system should do and not do.

Technical Feasibility

Technical feasibility looks at what is practical and reasonable. Technical feasibility addresses three major issues:

  1. Is the proposed technology or solution practical?
  2. Do we currently possess the necessary technology?
  3. Do we possess the necessary technical expertise?

Is the proposed technology or solution practical? The technology for any defined solution is normally available. The question is whether that technology is mature enough to be easily applied to problems. Most of the firms prefer to use mature and proven technology. A mature technology has a larger customer base for obtaining advice concerning problems and improvements.

Do we currently possess the necessary technology? Technology availability is checked and if the technology is available it is checked if we have the capacity. If we cant afford the technology, then the alternative that requires the technology is not practical and is technically infeasible.

Do we possess the necessary technical expertise? This consideration of technical feasibility is often forgotten during feasibility analysis. Even if a company has the technology, that doesn’t mean it has the skills required to properly apply that technology.

Schedule Feasibility

Some projects are initiated with specific deadlines. It is necessary to determine whether the deadlines are mandatory or desirable. If the deadlines are desirable rather than mandatory, the analyst can propose alternative schedules.

It is preferable to deliver a properly functioning information system two months late than to deliver an error prone, useless information system on time. While missing deadlines can be problematic, developing inadequate systems can be disastrous.

Economic Feasibility

During the early phases of the project, economic feasibility analysis amounts to little more than judging whether the possible benefits of solving the problem are worthwhile. Costs are practically impossible to estimate at that stage because the end • user’s requirements and alternative technical solutions have not been identified. However, as soon as specific requirements and solutions have been identified, the analyst can weigh the costs and benefits of each alternative. This is called cost-benefits analysis.

Legal Feasibility

Information systems have a legal impact. There are copyright restrictions. For any system that includes purchased components, one has to make sure that the license agreements are not violated. License agreements and copy protection can also restrict how to integrate the data and processes with other parts of the system.

Union contracts can add constraints to the information system on how workers are paid and how their work is monitored. Legal requirements for financial reporting must be met.

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