ASSIGNMENT 01 FRONT SHEET

Qualification BTEC Level 5 HND Diploma in Computing

Unit number and title Unit 09: Software Development Life Cycle

Submission date Date Received 1st submission

Re-submission Date Date Received 2nd submission

Student Name Nguyen Le Thanh Thai Student ID GCD201625

Class GCD1002 Assessor name Phyo Min Tun

Student declaration
I certify that the assignment submission is entirely my own work and I fully understand the consequences of plagiarism. I understand that making a
false declaration is a form of malpractice.

Student’s signature Thai

Grading grid
P1 P2 P3 P4 M1 M2 D1 D2

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❒ Summative Feedback: ❒ Resubmission Feedback:

Grade: Assessor Signature: Date:

Internal Verifier’s Comments:

Signature & Date:

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Table of Contents
I/ SDLC MODEL ( P1 – P2 – M1 – D1 )........................................................................................................................................................ 7
1. What is the Systems Development Life Cycle (SDLC).......................................................................................................................... 7
2. SDLC models (P1)................................................................................................................................................................................ 8
2.1 Sequential life cycle model............................................................................................................................................................... 8
2.2 Iterative Model................................................................................................................................................................................ 11
3 The suitable SDLC modal for this project and explaint (M1)................................................................................................................ 15
3.1 The significance of selecting a model for a development project................................................................................................... 15
3.2 The suitable SDLC modal for this project....................................................................................................................................... 16
4. Discuss the merits of applying the waterfall model to a large software development project. (D1).....................................................17
5. Identify some risks and discuss an approach to manage them (P2)................................................................................................... 19
5.1 What is Risk Management process................................................................................................................................................ 19
5.2 Five Steps of the Risk Management Process................................................................................................................................ 21
5.3 Risk Management Matrix................................................................................................................................................................ 22
5.4 Risk management table of Tune Source project............................................................................................................................ 23
II/ FEASIBILITY STUDY ( P3 – P4 – M2 – D2 )......................................................................................................................................... 24
1. What is a feasibility study?.................................................................................................................................................................. 24
2. The purpose of conducting a feasibility study for the project............................................................................................................... 25
3. Discuss how the three feasibility criteria (technical, economic, organizational) are applied to the project. Discuss whether the project
is feasible................................................................................................................................................................................................. 26

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 3.1 Technical feasibility........................................................................................................................................................................ 26
3.2 Organizational Feasibility............................................................................................................................................................... 28

3.3 Economic feasibility........................................................................................................................................................................ 29

3.4 Whether the project is feasible....................................................................................................................................................... 30
4. Describe how technical solutions can be compared............................................................................................................................ 31
4.1 Performance................................................................................................................................................................................... 32
4.2 Legacy System Upgrade................................................................................................................................................................ 32
4.3 Automation..................................................................................................................................................................................... 33
4.4 Human Errors Elimination.............................................................................................................................................................. 33
5. The components of a feasibility report (M2)........................................................................................................................................ 34
5.1 Structure of the Feasibility Study.................................................................................................................................................... 34
5.2 Economic feasibility study on Tune Source project........................................................................................................................ 34
5.3 Organizational feasibility study on Tune Source project................................................................................................................ 35
6. Assess the impact of different feasibility criteria on a software investigation (D2)..............................................................................35
6.1 Technical impact............................................................................................................................................................................ 35
6.2 Operational Impact......................................................................................................................................................................... 36
6.3 Economic impact............................................................................................................................................................................ 36
6.4 Social Impact.................................................................................................................................................................................. 36
6.5 Conclusion..................................................................................................................................................................................... 37
References................................................................................................................................................................................................. 38

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Table of Figures
Figure 1: Definition of Systems Development Life Cycle (SDLC)................................................................................................................. 7
Figure 2: SDLC models................................................................................................................................................................................ 8
Figure 3: Sequential life cycle model............................................................................................................................................................ 9
Figure 4: Iterative Model............................................................................................................................................................................. 11
Figure 5: Spiral model................................................................................................................................................................................. 16
Figure 6: Waterfall model............................................................................................................................................................................ 17
Figure 7: Risk Management process.......................................................................................................................................................... 20
Figure 8: Feasibility study........................................................................................................................................................................... 24
Figure 9: Technical feasibility..................................................................................................................................................................... 26
Figure 10: Organizational Feasibility.......................................................................................................................................................... 28
Figure 11: Economic feasibility................................................................................................................................................................... 29
Figure 12: Structure of the Feasibility Study............................................................................................................................................... 34

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I/ SDLC MODEL ( P1 – P2 – M1 – D1 )
1. What is the Systems Development Life Cycle (SDLC)

Figure 1: Definition of Systems Development Life Cycle (SDLC)

The systems development life cycle (SDLC) is a project management conceptual model that defines the processes involved in an
information system development project, from early feasibility studies to application maintenance. SDLC is applicable to both technical
and non-technical systems. In most situations, a system is an IT technology that includes both hardware and software. SDLC is often
attended by project and program managers, as well as system and software engineers, development teams, and end users.

Every hardware or software system must go through a development process, which may be thought of as a multi-step iterative process.
The SDLC provides a formal structure and framework for defining the phases and steps required in system development.

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Synchronous Data Link Control and software development life cycle are frequently abbreviated as SDLC. The software development
life cycle is quite similar to the systems development life cycle, except it is only focused on the software development life cycle.

2. SDLC models (P1)

Figure 2: SDLC models

2.1 Sequential life cycle model

In this paradigm, the developer must adhere to certain rules, regulations, and set orders in order to complete the project.

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 Figure 3: Sequential life cycle model

a. Waterfall model
Waterfall model: Developers define the requirements, assess them, decide on a solution, and design a software architecture, interface
representation, and algorithmic details. They then write the code, test it, deploy the program, and maintain it. While the waterfall
technique is simple to grasp and provides requirement constancy, it may give the impression that little client input is provided. The
fundamental issue with this paradigm is that the need to fix faults should be understood from the start. Otherwise, the entire process
may proceed in the incorrect direction, significantly impacting manufacturing costs.

Advantages

 The most straightforward way for explaining to consumers

 Utilizes a methodical technique
 Well-defined stages that help to plan the project ahead of time

Disadvantages

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  Process that is extremely tight and stringent
 Cannot go on to the next phase until the prior one is done, which normally extends the schedule.
 Methodology is not highly adaptable or cost-effective.

When to use the waterfall model:

 The application definition is consistent.

 The criteria are clearly recognized, explicit, and comprehended.
 There should be no ambiguity in the requirements.
 The project is much smaller.

b. V Shaped model
The waterfall model is modified in the V shape. It stresses product verification and validation. All deliverables may be tested, and
progress is measured using milestones. Testing occurs along with the development process.

Advantages:

 Simple and straightforward.

 Testing tasks like as planning and developing tests take place prior to coding. This saves a significant amount of time. As a
result, the waterfall approach has a better likelihood of success.
 Defects are discovered at an early stage with proactive defect tracking.
 Prevents the flow of flaws downward.
 It works effectively for small projects with simple needs.

Disadvantages:

 The least flexible and most unyielding.

 Because software is built during the implementation phase, no early prototypes are generated.
 If any modifications occur in the middle of the project, the test papers and requirement documents must be updated.

When to use the V-model:

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  When the project is modest to medium in size and has well-defined needs.
 In the event of a complex project, we employ the v-model.

2.2 Iterative Model

Iterative models are a type of software development lifecycle that focuses on a simple, initial implementation that gradually increases in
complexity and feature set until the final system is complete. Improvements in this sort of model may be seen fast as they are
implemented during each cycle. Prototype and agile models are the two iterative approaches that I will discuss.

Figure 4: Iterative Model

a. Prototype model
Prototype model: During the requirement phase, a prototype is created and reviewed by end users. Developers modify the prototype
based on customer input to meet the needs of the users. While this approach efficiently finalizes requirements, its usage in a production
context may result in quality difficulties, causing the rectification process to continue indefinitely.

Advantages:
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  The design of this model is adaptable.
 Errors are easily detected.
 We may simply locate missing functionality.
 There is room for improvement, which implies that future requirements may be readily met.
 It can be utilised by the developer in the future for more complex applications.
 It provides improved client pleasure and comfort.
 It is perfect for an online system.
 It improves both developers' and users' understanding of the system.
 Integration needs are clearly defined, and deployment channels are determined early on.
 It has the ability to actively include users in the development phase.

Disadvantages:

 This type is rather pricey.

 Because to the constantly changing client needs, it has weak documentation.
 There may be an excessive amount of variety in requirements.
 After witnessing an early prototype, customers may demand that the final product be supplied as quickly as possible.
 Because developers are in a rush to construct prototypes, there may be sub-optimal solutions.
 After witnessing the original prototype, customers may not be happy or interested in the product.
 The number of iterations can be determined with accuracy.
 It's possible that the problem analysis is incomplete or insufficient.
 The system's complexity may rise as a result.

When to use Prototype model:

 When the customer is unsure about the requirements, we usually proceed with a prototype model.
 If the project is complex, the prototype model clarifies the requirements.
 Prototyping ensures that the consumer is continually working with the system and providing feedback on it.

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b. Spiral model
Spiral model: Combines waterfall and prototype models. It extends the waterfall approach with 4th generation programming languages,
fast application development prototyping, and risk analysis. A preliminary system design is generated once the system requirements
have been designed. A first prototype is created and tested. A second prototype is built based on the examination of test findings.
Following prototypes are built to assure client satisfaction. The system is built on the final prototype. The completed system has been
examined and tested. Though this strategy significantly decreases risk, it may not fulfill the budget and is implemented differently for
each application.

Advantages:

 Software is produced early in the software life cycle.

 Risk handling is one of important advantages of the Spiral model, it is best development model to follow due to the risk
analysis and risk handling at every phase.
 Flexibility in requirements. In this model, we can easily change requirements at later phases and can be incorporated
accurately. Also, additional Functionality can be added at a later date.
 It is good for large and complex projects.
 It is good for customer satisfaction. We can involve customers in the development of products at early phase of the
software development. Also, software is produced early in the software life cycle.
 Strong approval and documentation control.
 It is suitable for high risk projects, where business needs may be unstable. A highly customized product can be developed
using this.

Disadvantages:

 It is not ideal for modest projects due to its high cost.

 It is significantly more sophisticated than other SDLC models. The procedure is complicated.
 Too reliant on risk analysis and necessitates highly specialized knowledge.
 Time management is difficult. Because the number of stages is unknown at the outset of the project, estimating time
is challenging.
 The spiral might carry on indefinitely.

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  The project's conclusion may not be known for some time.
 It is not appropriate for low-risk projects.
 Objective, verifiable milestones may be difficult to establish. A large number of intermediate phases necessitate an abundance
of documentation.

When to use Spiral model:

 When working on a long-term project, the spiral model comes in handy.

 When a person is unsure about their expectations
 When a new product line is introduced
 If the project is critical,
 For initiatives with a medium to high chance of failure

c. Scrum model
Scrum is a project management framework. It adheres to the agile approach and specifies roles, procedures, tools, and processes to
ensure that an efficient and successful project is delivered on schedule via iterative development cycles. According to one survey,
about 70% of software teams utilize scrum or a scrum hybrid.

This technique is mostly used where there is a significant demand for rapid growth and substantial stakeholder participation. The Scrum
technique continuously analyzes software development while the project is being built.

The Scrum Software Development Methodology places a strong emphasis on accountability, cooperation, and iterative progress toward
a well-defined business goal.

Advantages:

 Transparent approach encourages developers to complete their responsibilities on time.

 Defined deadlines at each stage keep developers motivated and empowered.
 Feedback at each stage of the project guarantees that a high-quality project is completed.

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Disadvantages:

 A project with no defined objective and vision is difficult to design, structure, and coordinate.
 Frequent modifications in the project cause a delay in the project's delivery schedule.
 More resources are used, and stakeholders are involved in every minute detail modification and debate.

When to use scrum model: Anyone who wants to create an end product, such as a website, a software program, or even a building
project, may utilize Scrum. Let's go deeper into the Scrum process, including the many Scrum roles, to discover if this project
management style is a good fit for you.

3 The suitable SDLC modal for this project and explaint (M1)
3.1 The significance of selecting a model for a development project
The lifespan model chosen will affect whether or not the project is successful. Because the model influences how the development
process is carried out, the most appropriate model must be chosen based on the project's size and the complexity of finishing the final
product and achieving the objectives. Different models will provide different methods for completing the product; picking the appropriate
model will guarantee that the project is as efficient as feasible in terms of completion time and product quality.

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3.2 The suitable SDLC modal for this project

Figure 5: Spiral model

-I believe that'spiral model' is the best solution for this project for the following reasons:

The Spiral model draws its lead from the Iterative model and its repetition; the project travels through four phases (planning, risk analysis,
engineering, and assessment) again and over in a "spiral" until finished, allowing for several rounds of modification.

Spiral models are commonly utilized for huge projects. It allows development teams to create a highly personalised product while also
incorporating consumer feedback early in the process. Risk management is another advantage of this SDLC strategy. Each iteration
begins by anticipating possible hazards and determining how to effectively prevent or manage them.

Example:

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One of the most intriguing aspects of the SDLC Spiral model is that it was utilized by Microsoft to create early versions of Windows.
The approach was also used to create the Gantt chart software. As a result, it comes as no surprise that Spiral Model is used for large,
high- risk initiatives that are also aimed at a large audience.

Another business that use the Spiral model is game development. As previously stated, the approach enables meticulous and rapid
prototyping. Because the gaming business relies significantly on early game versions, Spiral becomes a viable choice. With the
strategy, game development businesses may quickly receive feedback from their clients and create a playable that can expand into
equally fun games.

4. Discuss the merits of applying the waterfall model to a large software

development project. (D1)

Figure 6: Waterfall model

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The waterfall model is connected with a significant amount of money and effort. In such case, it needs the approval of multiple
documents, changes are costly to implement, iterations require a significant amount of time and effort, and concerns are often delayed
until later stages. Few Tune Source studies have been conducted explicitly on the waterfall model, and specific reasons for the waterfall
approach's efficacy have been identified.

Waterfall Processes Assume or Require that

 The achievement of the planned scope defines success.

o The most severe limitation may be on scope or scheduling.
 Schedules are sometimes stretched to attain scope.
 Scope is sometimes lowered to meet a deadline.
 The requirements are fully recognized and will not be altered.
o Change requests are exceptions that must be handled through the change-request procedure.
 All stages are known and may be approximated quite well.
 The procedure is sequential: Begin with requirements, progress to results, and end with results.
 Some stages may need lengthy lead periods or the use of several specialist resources.
 Incremental outcomes (for example, at 20% of scope) are of little or no value.

During the product development process, the Waterfall approach involves very little consumer engagement. Only when the product has
been completed can it be demonstrated to end users.

Once the product is produced, if a fault happens, the cost of resolving such issues is quite significant since we must update everything
from the documentation to the logic.

Conclusion: This case study analyzes and explores business difficulties connected to waterfall methods used in large-scale software
development. As a result, the most essential requirements and verification challenges in waterfall development are exposed. As a
result, the waterfall model is unsuitable for large-scale development. As a result, Tune Source is forced to use a different model. When
case studies are compared to commercial results, it is evident that the case study has all of the challenges highlighted in the literature.
Case studies, on the other hand, provide corrective explanations for issues while also identifying four new ones, such as who
implements

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which version of the requirements, high maintenance effort, specialized competence focus and lack of confidence in people, and
localization issues due to communication barriers.

5. Identify some risks and discuss an approach to manage them (P2)

5.1 What is Risk Management process
Risk management is the process of discovering, analyzing, and controlling hazards to an organization's capital and revenues. These
risks arise from a range of sources, including financial uncertainty, legal obligations, technical challenges, strategic management
failures, accidents, and natural disasters.

A good risk management program assists a company in considering the complete spectrum of risks it confronts. Risk management also
investigates the link between risks and the cascading effect they may have on an organization's strategic goals.

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 Figure 7: Risk Management process
Because of its emphasis on predicting and understanding risk throughout a company, this holistic approach to risk management is also
referred to as enterprise risk management. Enterprise risk management (ERM) highlights the necessity of managing positive risk in
addition to focusing on internal and external threats. Positive risks are opportunities that, if not accepted, can either improve corporate
value or harm a firm. Indeed, the goal of any risk management program is not to remove all risk, but rather to protect and create value
to the organization by making prudent risk decisions.

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5.2 Five Steps of the Risk Management Process
 Identify the Risk: The first stage in risk management is to identify the hazards that the company faces in its operational
environment. It is critical to identify as many of these risk factors as feasible. In a manual setting, these risks are manually
recorded. If the business is using a risk management solution, all of this information is instantly entered into the system.The
benefit of this strategy is that these risks are now apparent to any stakeholder in the organization who has access to the
system. Instead of being locked away in a report that must be requested via email, anybody who wants to know which risks
have been detected may access the information in the risk management system.
 Analyze the Risk: Once a danger has been identified, it must be evaluated. The scope of the danger must be established. It is
also critical to understand the relationship between the risk and other components inside the firm. To assess the risk's degree
and significance, consider how many business operations are affected. There are dangers that, if realized, may bring the entire
firm to a halt, while others will merely cause small hassles in the analysis. This analysis must be performed manually in a manual
risk management system. One of the most critical basic steps in implementing a risk management solution is mapping risks to
various documents, rules, procedures, and business processes. This implies that the system will already have a risk
management framework in place that will analyze hazards and inform you of the long-term consequences of each risk.
 Evaluate the Risk or Risk Assessment: The risks must be rated and prioritized. Depending on the magnitude of the risk, most
risk management solutions categorize hazards. Risks that may cause minor discomfort are rated low, whereas risks that may
result in catastrophic loss are rated highest. It is critical to rate risks because it helps the company to acquire a comprehensive
perspective of the organization's risk exposure. The company may be subject to a number of low-level dangers, but they may not
necessitate the intervention of senior management. On the other hand, even one of the highest-rated hazards necessitates rapid
action. Risk assessments are classified into two types: qualitative risk assessments and quantitative risk assessments.
 Treat the Risk: Every danger must be reduced or eliminated to the greatest extent practicable. This is accomplished by
contacting specialists in the subject to which the risk pertains. In a manual system, this means calling every stakeholder and
then scheduling meetings so that everyone can talk about and debate the concerns. The difficulty is that the conversation is
fragmented among several email threads, papers and spreadsheets, and phone conversations. All key stakeholders in a risk
management solution may be notified from within the system. Within the system, a conversation about the danger and
alternative solutions might take place. Upper management can also keep an eye on the solutions proposed and the progress
achieved within the system. Instead of contacting each other for updates, everyone may obtain them straight from the risk
management solution.

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  Monitor and Review the Risk: Not all dangers can be removed; certain risks are always there. Market risks and environmental
hazards are only two examples of risks that must always be evaluated. Monitoring takes place by attentive staff in manual
processes. These practitioners must maintain a watchful eye on all risk variables. The risk management system monitors the
complete risk framework of the firm in a digital environment. If any aspect or danger changes, it is immediately accessible to
everyone. Computers are also considerably better than humans at continually monitoring threats. Monitoring hazards also
assists your company to assure continuity. We can show you how to establish a risk management strategy to monitor and
review the risk.

5.3 Risk Management Matrix

Severity of Consequences
Frequency of Infection
Very low Severity Low Severity Medium Severity High Severity Very high Severity

Very high Frequency

High Frequency Conflict

Medium Frequency

Individuals are not

Low Frequency
qualified
Timetable and
Changes are not
Very low Frequency budget were not Data was changed
persisted
followed
Extremely low
Progress is delayed Lost data
Frequency

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5.4 Risk management table of Tune Source project
No Risk Impact Frequency Affected factors Solution
1 Conflict Low 90% Affects the progress of the project Calmly resolve all conflicts
and worsens the relationship
2 Data was changed High 10% Directly affecting the company, Enhanced security
causing serious consequences
3 Individuals are not qualified High 20% Affect the quality of work Train employees and have
appropriate recruitment
policies.
4 Timetable and budget were not Medium 20% Impact on project progress and Map out the things that
followed budget need to be done and
manage them accordingly
5 Changes are not persisted Medium 20% Affects project flexibility Offer flexible solutions to
continuously innovate the
project
6 Progress is delayed Medium 15% Impact on the progress of the Put in place appropriate
project sanctions
7 Lost data High 5% Affects the entire company Improve security, hire
experts

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II/ FEASIBILITY STUDY ( P3 – P4 – M2 – D2 )
1. What is a feasibility study?

Figure 8: Feasibility study

A feasibility study, also known as a feasibility analysis or feasibility report, is a method of determining whether or not a project plan has
a chance of success. A feasibility study assesses the practicality of your project plan in order to determine whether or not you can
proceed with the project.

It accomplishes this by responding to two questions:

- Does our team have the necessary tools or resources to finish this project?

- Will there be a sufficient return on investment to make the project worthwhile?

Feasibility studies are essential for initiatives that need large expenditures from your company. Projects that have a significant influence
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on your market presence may also necessitate a feasibility study.

2. The purpose of conducting a feasibility study for the project.

A project feasibility study is a detailed report that evaluates the five frames of analysis of a specific project. It also considers its four Ps,
risks and points of view, and restrictions (calendar, costs, and norms of quality). The purpose is to evaluate if the project should
proceed, be redesigned, or be scrapped entirely.

The five frames of analysis are: the definition frame, the contextual risk frame, the potentiality frame, the parametric frame, and the
frame of dominant and contingency strategies.

Traditional definitions of the four Ps are Plan, Processes, People, and Power. The hazards are classified as external to the project (for
example, weather conditions) and are classified into eight categories: Financial and organizational (e.g., government framework for a
private project); environmental and technological processes; marketing and sociocultural people; and legal and political power. Points
of Vulnerability (POVs) vary from hazards in that they are internal to the project and may be controlled or removed.

A feasibility study investigates the viability of a proposition or concept. The primary purpose of this is to assess whether or not the
project will be continued. Feasibility studies are useful in business for a variety of reasons.

The feasibility report will look at how a certain idea may operate in the long run or withstand potential financial hazards. It is also useful
in identifying prospective cash flow. Another essential function is that it assists planners in focusing on the project and narrowing the
choices. As a result, a feasibility study might identify reasons why a project or idea should not be pursued. In terms of operational
feasibility, the study examines if the plan has the required resources to be implemented. The feasibility assessment will also assist us in
determining whether or not the public will support the future product or service. Furthermore, it gave insight on trends because a
feasibility study examines the current market and investigates the expected growth of your chosen company area.

Feasibility studies are common across all business sectors. Whether it's a hotel, a restaurant, real estate, medical, an office, or an
industrial building. Starting a feasibility study early will save you time and money on the project.

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3. Discuss how the three feasibility criteria (technical, economic, organizational) are
applied to the project. Discuss whether the project is feasible.
3.1 Technical feasibility

Figure 9: Technical feasibility

Assessing technical feasibility is an important aspect of deciding resources. It takes into account the technical needs of the proposed
project. The technical needs are then compared against the organization's technical capacity. If the internal technological competence
is sufficient to satisfy the project needs, the systems project is regarded technically viable.

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The analyst must determine if present technological resources can be enhanced or expanded to meet the request under discussion.
This is where system analysts' knowledge comes in handy, because they can answer the question of technological feasibility using
their own experience and contacts with suppliers.

The following are the main questions that aid in testing a system's operational feasibility:

 Is the proposal technically viable within the constraints of present technology?

 Is this technology even available?
 Is it available within the stated resource constraints?
 Is it a feasible proposition?
 Manpower- programmers, testers, and debugger both software and hardware
 Are the present technological resources adequate for the new system?
 Can they be improved to give the requisite degree of technology for the new system?
 Is the timeline reasonable, and do we have the appropriate technical expertise?
 Can the technology be simply adapted to present issues?
 Does the technology have the capability to handle the solution?
 Is the essential technology presently available?

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3.2 Organizational Feasibility

Figure 10: Organizational Feasibility

The goal of organizational feasibility is to evaluate management's ability and the availability of resources to bring a product or concept
to market. The organization should assess its management team's competence in areas of interest and execution. Typical managerial
prowess metrics include evaluating the founders' passion for the business concept, as well as their industry competence, educational
background, and professional experience. Founders should be honest with themselves about how they rate these areas.

The term "resource sufficiency" refers to the nonfinancial resources that a business will require to succeed and is used to determine if
an entrepreneur has a sufficient number of such resources. The organization should critically rank its capabilities in six to twelve
categories of critical nonfinancial resources, such as office space availability, labor pool quality, possibility of obtaining intellectual
property

protections (if applicable), willingness of high-quality employees to join the company, and likelihood of forming favorable strategic
partnerships. If the investigation indicates a shortage of crucial resources, the enterprise may not be feasible as currently envisioned.

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3.3 Economic feasibility

Figure 11: Economic feasibility

Economic analysis is sometimes known as cost-benefit analysis. It is the most commonly utilized approach for determining the efficacy
of a new system. The method in economic analysis is to evaluate the projected advantages and savings from a prospective system and
compare them to the expenses. If the advantages outweigh the costs, the decision to develop and deploy the system is taken. Before
taking action, an entrepreneur must carefully balance the costs and advantages.

Possible economic analysis questions include:

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  Is the system economical?
 Do the advantages exceed the costs?
 The expense of doing a complete system analysis
 The expense of company employee time
 Hardware costs are estimated.
 Estimated cost of software/software development
 Is the project feasible given the available resources?
 What are the savings that will be realized as a result of the system?
 Employees' study time costs money.
 Price of packaged software/software development
 Alternative finance solutions (rent/lease/purchase) must be chosen.

3.4 Whether the project is feasible

Feasibility studies assist project managers in determining the viability of a project or commercial endeavor by identifying the
elements that will contribute to its success. The analysis also illustrates the possible return on investment as well as any threats to
the venture's success.

A feasibility study includes a thorough examination of what is required to complete the planned project. A description of the new
product or endeavor, a market study, the technology and labor required, as well as the sources of finance and capital, may all be
included in the report. The report will also include financial predictions, the chance of success, and a yes-or-no judgment.

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 4. Describe how technical solutions can be compared
Relative Alternative 1: Plugin Score (1- Weighte Alternative 2: Plugin using Score Weighted
Evaluation Criteria
Importance using c# 5)* d Score Javascript (1-5)* Score
Technical issues
Support front-end and back- Current system uses
10 5 50 JS supports fullstack 5 50
end Windows server
Able to run on Windows Current system uses
10 5 50 Current system fully supports JS 5 50
Server Windows server
Microsoft supposts
Support Multimedia libraries 10 what we want 5 50 Easy to find open source library 4 40
Economic issues 0 0
Visual studio +
License costs less than
10 netFramework cost 4 40 Free for commercial use 5 50
$5000
$4500
Server costs less than
10 Reuse current server 5 50 Reuse server 5 50
$10000/year
Organizational issues 0 0
Able to reccruit a senior
10 Very high salary 3 30 Not easy to find 3 30
developer
Able to recruit a experienced
10 Easy to find 5 50 Easy to find 5 50
project man
Able to hire a tester with
charge less than 30 Easy to find 5 150 Easy to find 5 150
$10000/month
Total 100 470 470

1. We build a system of criteri. For each criteria we make relative importance.

2. We build a set of candidate solutions. For each solution we makes score and explaination. Score is from 1-5,
1= poor fit, 5 = perfect fit.

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 For each solution and each criteria we compute weighted score by formula: weighted score = relative importance * score
For each solution we compute total score by SUM all weighted score
We compare candidate solution by its total score. Greater is better

4.1 Performance
To compare different technical solutions, we must analyze the performance of the solution utilized to build the project. Here are some of
the performance characteristics that should be compared.

Interaction Speed: The rate at which a user interacts with a website when they use any of its features or carry out any of its activities is
referred to as interaction speed. The more quickly the webpage loads, the better. For example, if a user wishes to purchase and listen
to music, the payment system must complete the transaction fast so that the client has a positive experience while purchasing a song.
As a consequence, we must evaluate technical solutions and choose the one that gives the fastest website interaction speed.

Loading Time: This is equally important; the website's loading time should be as low as possible for visitors from all over the world,
whether they are local or national. If there are too many plugins or features that aren't required, the loading time will increase, which is
terrible for the user experience.

4.2 Legacy System Upgrade

Legacy systems are currently in use older hardware or software; nevertheless, new technologies are developing with which legacy
systems will be unable to communicate, forcing their replacement. If Tune Source tries to update the system to a newer version, the
technical choices should be assessed to decide which technological solution, such as data migration or cloud computing, is suitable for
the system upgrade process. When Tune Source changes to a newer system, for example, we must assess which technical solution
has the best capacity to transmit data without mistake, allowing us to get the website back up and running faster.

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4.3 Automation
This is an essential feature for a professional website, such as a payment system that allows the user to instantly conduct a
transaction to purchase music or a public chat box where the user may seek advice from others without the assistance of the
administrator or sponsors.

We must compare which technological solutions provide better tools or technologies and which solutions facilitate the deployment of
these automated features.

4.4 Human Errors Elimination

This is a technical tool that allows you to detect, recommend, and automatically correct any observable mistake made by a human
throughout the implementation or development process. For example, if we input the incorrect command, the system will recognize it
and flag it with a red or other color, as well as give a way to correct it.

The removal of human mistakes is one of the components that promotes efficiency during project execution or development. As a
result, the technical approach with more error optimization is preferred.

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5. The components of a feasibility report (M2)
5.1 Structure of the Feasibility Study

Figure 12: Structure of the Feasibility Study

5.2 Economic feasibility study on Tune Source project

This evaluation often includes a cost/benefit analysis of the project, which assists businesses in determining the viability, cost,
and advantages of a project before allocating financial resources. It also functions as an impartial project evaluation and boosts
project credibility by assisting decision-makers in determining the favorable economic advantages that the proposed project
would deliver.

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Economic feasibility enables the corporation to do cost-benefit studies, which assists decision-makers in providing a list of prospective
economic benefits to the organization. They need to know the complete cost, including any unexpected charges, so that they may
anticipate any potential monetary issues during the project.

5.3 Organizational feasibility study on Tune Source project

This evaluation entails doing research to evaluate whether—and how well—the organization's needs can be addressed by finishing the
project. Organizational feasibility studies also look at how a project plan meets the criteria specified during the system development
requirements analysis phase.

The organizational viability of a proposed plan determines how well it fits into the present business environment and, if created,
whether current purchasers would utilize it. Some of the factors that influence the conclusion of this study include whether
management supports the new system, how purchasers feel about the present system in place, and if the proposed system would
benefit the firm.

6. Assess the impact of different feasibility criteria on a software investigation (D2)

Tune Source has progressively developed as a music business over the years, at a rate of 3-5 percent per year, but in order to integrate
with industry 4.0 and compete with other competitors, Tune Source needs short- and long-term planning, as well as more effective
capital usage. Increase your worldwide market share. Furthermore, to diversify products and generate income, extra and
complementary items should be accessible. More information will assist both employees and management. Depending on Tune Source,
there are several viability requirements for Tune Source.

6.1 Technical impact

The expansion of information and our reliance on it set the way for the Information Society and, later, the Knowledge Society.
Information has always been a critical role in societal progress and is frequently viewed as a critical national resource. This goal is
attempted to be met via information services. Information has become an essential aspect of our lives and should be readily available
when required.
New technologies and strategies are used to provide information services that connect the appropriate users to the correct information
(Khodeh and Dhar, 2002). The introduction of information technology in libraries has necessitated the development of new types of
library services in order to increase customer satisfaction. Following the adoption of IT in libraries and information centers, digital
library
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services have emerged. The effect of information technology has been enormous, and it has successfully modified the nature of
information services generated in libraries. Because of advances in information technology, libraries have seen significant
transformations during the last two decades. The advent of technology has had a profound influence on the expansion of knowledge
and the realization of human potential. The influence on information resources, services, and people is abundantly obvious in libraries
(Manjunatha, 2007).

6.2 Operational Impact

Organizations that are lean in their competitive race succeed in ways that are entirely aligned with their strategic intentions. This enables
businesses to maximize the operational effect of their plan while maintaining high performance.

6.3 Economic impact

Economic impact evaluation has evolved into a strong and convincing tool for anyone seeking to capture and demonstrate the financial
advantages of holding a significant event. Measuring economic effect not only helps public sector agencies to assess their economic
return on investment, but it also shows how events generate economic advantages, allowing event organizers to design strategies that
optimize these benefits.

The 'economic effect' of a significant event is the total amount of increased spending produced within a certain area as a direct result of
the event's staging. Expenditure by visitors in the local region (particularly on lodging) is the most essential aspect in producing
economic benefit for most events; however, spending by event organizers is also an important issue. Economic impact studies normally
strive to determine the net change in a host economy; that is, cash inflows and outflows are assessed to determine the net
consequence.

6.4 Social Impact

Social consequences are unlikely to develop by random and must be addressed if they do occur. The first step in delivering particular
social impacts is for an event to have clearly articulated goals and objectives that explain the delivery methods via which the targeted
impacts will be realized. The rationale for assessing social consequences is frequently directly related to the goals and objectives of the
event financiers. It is critical to note that meeting the objectives of a stakeholder should not be the main motivation for measuring the
social repercussions of events. Any event organizer should want to know how their event affects people's views and behavior (whether
directly or indirectly).

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6.5 Conclusion
A feasibility study is an examination of potential alternative solutions to a problem and a recommendation on the best option. It can
assess if a procedure should be carried out more efficiently by a new system than by the present one.

The feasibility study should focus on three key areas: market difficulties, technological and organizational needs, and a financial
assessment. The findings of this research are utilized to determine whether or not to continue with the project. If it does result in a
project being authorized, it will be used to determine the likelihood of the project's success before the actual work of the planned project
begins.

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