ASSIGNMENT 1 FRONT SHEET

Qualification BTEC Level 5 HND Diploma in Computing

Unit number and title Unit 9: Software Development Life Cycle

Submission date 11/10/2020 Date Received 1st submission

Re-submission Date Date Received 2nd submission

Student Name Nguyen Nam Truong Student ID BH00704

Class IT0603 Assessor name Dinh Van Dong

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 Truong

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P1 P2 P3 P4 M1 M2 D1 D2
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Table of Contents
Introduction .................................................................................................................................................... 6
P1. Describe Software development lifecycles (SDLC)..................................................................................... 7
1. What is the Software Development Lifecycles (SDLC)? ....................................................................... 7
Need of Software Development Life Cycle ................................................................................................. 7
2. Stages of the Software Development Lifecycle (SDLC) ......................................................................... 8
Stage 1. Requirement Analysis and Planning ........................................................................................... 8
Stage 2. Defining Requirements ............................................................................................................... 8
Stage 3. Design ......................................................................................................................................... 8
Stage 4. Coding ........................................................................................................................................ 9
Stage 5. Testing ........................................................................................................................................ 9
Stage 6. Deployment................................................................................................................................. 9
3. Some models of SLDC (Software Development Lifecycle) .................................................................... 10
Waterfall model ..................................................................................................................................... 10
V-Shaped Model .................................................................................................................................... 11
Spiral Model .......................................................................................................................................... 12
Agile Model............................................................................................................................................ 13
4. The most suitable (SDLC) model for the Tune Source project to enable digital music downloads ...... 14
P2. Explain how risk is managed in the Spiral lifecycle models. .................................................................... 15
1. Risk Management Process .................................................................................................................. 15
The Five Essential Steps of Risk Management Process .......................................................................... 15
Why is Risk Management Important? ................................................................................................... 18
2. Risk Management Matrix for Tune Source Project: ............................................................................... 18
3. The Spiral Model: An Overview: ........................................................................................................... 19
Phases of the Spiral Model: .................................................................................................................... 19
Risk handing in spiral lifecycal model ....................................................................................................... 20
P3. Explain the purpose of a feasibility report. .............................................................................................. 21
1. Feasibility Reports ............................................................................................................................. 21
Definition: .............................................................................................................................................. 21
Feasibility Reports Explained ................................................................................................................ 21

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 Types of Feasibility Report ........................................................................................................................ 22
Purpose of Feasibility Report ................................................................................................................. 23
P4. Describe how technical solutions can be compared. ................................................................................. 23
1. Technical solutions ............................................................................................................................. 23
Estimated Cost:...................................................................................................................................... 24
Feasibility criteria: ................................................................................................................................. 24
Conclusion .................................................................................................................................................... 26
Reference ................................................................................................................................................................... 27

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Figure 1: SDLC ............................................................................................................................................................... 8
Figure 2: Design stage ................................................................................................................................................... 9
Figure 3:Waterfall model ............................................................................................................................................ 11
Figure 4: V-Shaped Model .......................................................................................................................................... 11
Figure 5:Spiral Model .................................................................................................................................................. 12
Figure 6: Agile Model .................................................................................................................................................. 13
Figure 7:Risk Management Process ............................................................................................................................ 16

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Introduction
I am a project manager at ABC Company, and I am thrilled about the opportunity to collaborate with Tune
Source on this important project.

This project has been initiated with the goal of providing Tune Source with a software solution to enhance
their capability to sell digital music downloads. This is a significant step to meet customer demands and
create a better online shopping experience.

We have a solid track record in software development and have successfully completed numerous projects
in the past. With a professional team and in-depth knowledge of technology, we are confident in our ability
to meet Tune Source's requirements and ensure the project runs efficiently.

In this document, we will outline a specific plan for developing the software, including features such as
searching and purchasing digital music downloads, as well as building functionalities like listening to music
samples and buying music download gift cards. We believe that this project will help Tune Source increase
sales and serve customers better.

We are looking forward to starting this project and committing ourselves to it. If you have any questions or
would like to know more details, please don't hesitate to reach out. We are ready to work closely with Tune
Source to ensure this project achieves its goals and delivers real value.

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P1. Describe Software development lifecycles (SDLC)
1. What is the Software Development Lifecycles (SDLC)?
A software development life cycle (SDLC) is a set of distinct stages that a software product goes through
over the course of its life.

A software development life cycle model (also known as a process model) is a graphical depiction of the
software life cycle. A life cycle model depicts all of the operations necessary to move a software product
through its life cycle phases. It also specifies the order in which these actions are to be carried out.

A software development life cycle model, in other words, maps the many actions performed on a software
product from its inception until its retirement. Different life cycle models may map the fundamental
developmental activities to phases in various ways. Thus, regardless of the life cycle model used, the
fundamental activities are the same, included in all life cycle models, albeit activities may be performed in
different orders in different life cycle models.

Need of Software Development Life Cycle

The development team must define and follow a suitable software development life cycle model for the
specific project. When a team is developing a software product, there must be a clear understanding among
team members on when and what to do.

Consider the following example to better understand the significance of the software development life cycle
model: Assume a software development task is broken into numerous components and assigned to team
members. Assume the team members are then given the flexibility to develop the portions assigned to them
in whatever way they see fit. It is possible that one member will begin developing code for his part, while
another will decide to produce test papers. First, and another engineer might start with the design process
of the pieces given to him. This is one of the best formulas for project failure.

The development of a software product would not be systematic and disciplined if a specific life cycle model
was not used.

Each phase's entry and exit criteria are defined by a software development life cycle model. A phase can
begin only if the phase-entry conditions are met. As a result, the entry and departure criteria for a phase
cannot be recognized in the absence of a software life cycle model.

Without software development life cycle models, software project managers find it difficult to track project
progress.

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 2. Stages of the Software Development Lifecycle (SDLC)
The Software Development Life Cycle (SDLC) is made up of numerous stages or phases that lead the
development process from start to finish. While the number of steps varies based on the methodology
used, the following are the six fundamental stages of the SDLC:

Figure 1: SDLC

Stage 1. Requirement Analysis and Planning

It is the first and most important phase in the SDLC, and it involves gathering client requirements as well
as collecting and analyzing information from the target audience, surveys, and researching market leaders.

It enables you to create a basic overview of the project and plan accordingly to determine the objectives and
outcomes, as well as avoid risks. It also aids in identifying all of the potential approaches, strategies, and
models for developing full-fledged future-proof software.

Stage 2. Defining Requirements

Planning is a thorough and strategic phase in which project managers and teams create a complete project
plan. This plan includes strategies for resource allocation, budgeting, scheduling, risk assessment, and
stakeholder communication. The planning phase attempts to lay a firm foundation for the SDLC's
succeeding stages. Once the planning and requirements analysis is done, the next step is to define the
requirements. In this step, the requirements are documented in an SRS (Software Requirement
Specification) document, which consists of every detail about the software including the features,
functionality, goals, cost, and everything else that is needed during the software development process.

Stage 3. Design
How can the documented requirements be realized? A Design Plan is the answer.

A design document specification, or DDS, is created in this step, which typically consists of one or more
design approaches or solutions based on various parameters such as project robustness, risks, budget, time,
and several other aspects required to develop scalable, reliable, and high-end software.

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Following that, the design strategy is chosen, which includes input and suggestions from the client and
stakeholders for a better project workflow, as well as the project timetable, integrations, tools, and
technology choices.

Figure 2: Design stage

Stage 4. Coding
After planning, analysis, requirement definition, and design, the most significant element of the software
development lifecycle is coding. The actual development of the project begins in this step.

The developers select a programming language and other necessary aspects to work in a precise and
structured manner, implementing all features and functionalities to get the intended result.

Furthermore, at this step, the developers use several development tools such as debuggers, compilers, and
interpreters to ensure that the development process is hassle-free and flawless.

Stage 5. Testing
Testing is an integral part of the software development life cycle. The final product is tested by the QA
engineers and testers in this process to detect faults, problems, and defects in the end product utilizing
various levels of testing and debugging methodologies.

The problems are then discovered and rectified, and the program is tested again to ensure that it is working
as specified in the SRS document.

Stage 6. Deployment
The final stage of the software development lifecycle is deployment, which occurs once the software is
error-free and performs flawlessly as determined in the beginning stage of the software development
lifecycle.

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At this point, the software is installed on the appropriate server and made available for usage by the business
and end users, followed by maintenance and support as needed and as described in the SRS document.

Now that you are aware with the SDLC phases, it is critical that you are also familiar with the various SDLC
models.

3. Some models of SLDC (Software Development Lifecycle)

Waterfall model
It was the first model to be introduced and is also known as the linear-sequential life cycle model. This
procedure is straightforward, and no development steps overlap.

This indicates that every new phase of the development model can begin only when the previous phase is
finished.

Furthermore, each phase has a mini-plan, the consequences of which fall into the following phase
progressively.

The waterfall development paradigm has the following stages: requirement collection and analysis, design,
implementation, integration and testing, deployment, and maintenance.

It also aids in the setting of deadlines for each stage of the development phase, as well as departmentalization
and control.

Advantages:

• Clear and well-structured approach.

• Easy to understand and manage for small to medium-sized projects.
• Well-documented, making it suitable for compliance-driven industries.
• Each phase has its specific deliverables.

Disadvantages:

• Limited flexibility for changes once a phase is complete.

• Customer feedback is often delayed until the end of the project.

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 • Risk of delivering an outdated product if requirements change.

Figure 3:Waterfall model

V-Shaped Model
It is an extension of the waterfall model and is also known as the verification and validation model. In this
approach, processes are executed sequentially, forming a V-shape.

It is built on the concept of testing each development step, which means that each phase is directly tested as
soon as it is developed.

This model's several verification steps include business requirement analysis, system design, architectural
design, and module design.

Along with the validation or testing phase, it has a coding phase that comprises unit testing, integration
testing, system testing, and acceptance testing.

Figure 4: V-Shaped Model

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Advantages:

• Emphasizes thorough testing at each phase, reducing post-production defects.

• Well-structured with clearly defined verification and validation phases.
• Ensures requirements alignment and quality control.

Disadvantages:

• Can be rigid, making it challenging to accommodate changes.

• May require a longer development cycle due to extensive testing.
• The focus on documentation can lead to a heavy bureaucratic process.

Spiral Model
This paradigm combines the concept of the iterative model with some parts of the waterfall model and places
a strong emphasis on risk analysis. It allows for gradual product development via each step of the spiral.

It consists of four phases: identification, design, construction or building, and assessment and risk analysis,
with process iteration continuing throughout the software's life.

Advantages:

• Integrates risk analysis and management into the development process.

• Allows for adjustments based on feedback and changing requirements.
• Well-suited for large and complex projects.
• Emphasizes a systematic approach to development.

Figure 5:Spiral Model

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Disadvantages:

• Can be resource-intensive due to frequent risk assessment.

• Requires experienced project managers and developers.
• Not suitable for small or straightforward projects.

Agile Model

It combines the iterative and incremental process and focuses on rapid delivery along with customer
satisfaction. In this model, the products are divided into iterations and last for about two to three weeks.

The different areas in this model include planning, requirement analysis, design, coding, unit testinfg, and
acceptance testing.

Figure 6: Agile Model

Advantages:

• Highly flexible and responsive to changing requirements.

• Frequent customer interaction and feedback.
• Continuous improvement through iterative cycles.
• Suitable for projects with evolving or unclear requirements.

Disadvantages:

• Requires active customer involvement throughout the project.

• May lack comprehensive documentation.
• Not suitable for projects with fixed budgets and strict deadlines.

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 4. The most suitable (SDLC) model for the Tune Source project to enable digital music downloads
Agile Scrum for the Tune Source Project:

Flexibility for Changing Requirements:

The music industry is dynamic, with evolving customer preferences and rapidly changing technology. Agile
Scrum is known for its flexibility, allowing teams to adapt to evolving requirements throughout the project.
In the case of Tune Source, this is crucial because music preferences can shift quickly, and the ability to
respond promptly to market changes is a competitive advantage.

Customer-Centric Approach:

Tune Source's primary goal is to enhance customer satisfaction and increase sales. Agile Scrum is inherently
customer-centric, emphasizing frequent interactions with customers and stakeholders. This approach
ensures that the software developed aligns precisely with customer needs and expectations. The iterative
nature of Scrum means that customer feedback can be quickly incorporated into the product.

Iterative Development and Early Delivery:

Agile Scrum divides the project into short iterations or sprints, typically lasting 2-4 weeks. This approach
allows for the early delivery of valuable features. For Tune Source, it means that they can introduce digital
music downloads to customers in incremental phases. They can start with core functionality, such as
searching for music, and gradually add more features in subsequent iterations, like music sampling and
subscription accounts.

Cross-Functional Teams:

Scrum teams are composed of cross-functional members, each with diverse skills. In Tune Source's case,
this is advantageous because the project involves various aspects, including user interface design, music
catalog management, payment processing, and marketing. Cross-functional teams ensure that all necessary
skills are available within the development team.

Time-to-Market Advantage:

The music industry is highly competitive, and Tune Source aims to bring its digital music download system
to the market as soon as possible. Agile Scrum's focus on delivering working increments of the product
early aligns perfectly with this goal. It enables Tune Source to remain competitive by offering digital
downloads to customers quickly.

Risk Mitigation:

Agile Scrum includes regular inspection and adaptation through techniques like Sprint Reviews and
Retrospectives. This approach is effective for risk mitigation. If any issues or roadblocks arise during
development, they can be identified and addressed promptly, reducing project risks.

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Considerations for Agile Scrum Implementation

Active Customer Involvement:

Tune Source should ensure active involvement of relevant stakeholders, including marketing, sales, and
potentially end-users, throughout the Scrum process. This active involvement is essential for providing
feedback, prioritizing features, and ensuring that the project stays aligned with business goals.

Effective Prioritization:

Given the scope of the project, it's crucial to prioritize features and functionalities based on customer value
and market demands. Scrum provides mechanisms for effective prioritization through the management of
the Product Backlog, allowing Tune Source to focus on delivering the most valuable features early.

Scalability:

While Agile Scrum is suitable for the initial phase of the project, Tune Source should consider how to scale
the process as the project grows or if additional complexities arise. This might involve forming multiple
Scrum teams or incorporating additional Agile practices as needed.

In conclusion, Agile Scrum is the most suitable SDLC model for the Tune Source project because it offers
the flexibility needed to adapt to changing music industry dynamics, a customer-centric approach, and a
structured process for iterative development. It aligns well with Tune Source's goals of quickly introducing
digital music downloads to customers, increasing sales, and maintaining competitiveness. However,
successful Scrum implementation will require active customer involvement, effective prioritization, and
scalability planning for future phases of the project.

P2. Explain how risk is managed in the Spiral lifecycle models.

1. Risk Management Process
The risk management process serves as a framework for the necessary tasks. To manage risk, five essential
steps are followed; these processes are referred to as the risk management process. It starts with identifying
hazards, then analyzes them, then prioritizes them, implements a solution, and finally monitors them. Each
step in a manual system requires extensive documentation and administration.

The Five Essential Steps of Risk Management Process

Step 1: Identify the Risk
The first stage in risk management is to identify the hazards that the company faces in its operating
environment.

There are many different types of risks:

• Legal risks
• Environmental risks
• Market risks

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 • Regulatory risks etc.

It is critical to identify as many risk variables as possible. These risks are manually recorded in a manual
environment. If the organization uses a risk management solution, all of this information is directly entered
into the system.

The benefit of this strategy is that these risks are now visible to all stakeholders within the company who
have access to the system. Instead of being locked away in a report that must be requested via email, anyone
interested in seeing which risks have been discovered can view the information in the risk management
system.

Figure 7:Risk Management Process

Step 2: Analyze the Risk

Once a risk has been discovered, it must be investigated. The risk's scope must be determined. It is also
critical to comprehend the relationship between the risk and other organizational characteristics. To establish
the severity and significance of the risk, consider how many business operations are affected. There are risks
that, if realized, can bring the entire firm to a halt, while others will merely cause minor 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 mapped risk
management framework that will evaluate risks and let you know the far-reaching effects of each risk.

Step 3: Evaluate the Risk or Risk Assessment

The risks must be ranked and prioritized. Depending on the magnitude of the risk, most risk management
solutions categorize risks. Risks that may cause minor discomfort are rated low, whereas risks that may

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result in catastrophic loss are rated highest. It is critical to rate risks because it allows the organization to
acquire a holistic view 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.

There are two types of risk assessments: Qualitative Risk Assessment and Quantitative Risk Assessment.

Qualitative Risk Assessment:

Risk assessments are essentially qualitative; while measurements can be derived from hazards, the majority
of risks are not measurable. For example, the danger of climate change, which many corporations are now
focusing on, cannot be defined in its entirety; only specific components of it can be assessed. There must be
a means to conduct qualitative risk assessments while maintaining impartiality and standardization across
the company.

Quantitative Risk Assessment:

Finance related risks are best assessed through quantitative risk assessments. Such risk assessments are so
common in the financial sector because the sector primarily deals in numbers – whether that number is the
money, the metrics, the interest rates, or any other data point that is critical for risk assessments in the
financial sector. Quantitative risk assessments are easier to automate than qualitative risk assessments and
are generally considered more objective.

Step 4: Treat the Risk

Every danger must be reduced or eliminated to the greatest extent practicable. This is accomplished by
contacting specialists in the field to which the risk pertains. In a manual environment, this means contacting
every stakeholder and then scheduling meetings so that everyone can talk about and discuss the concerns.
The difficulty is that the conversation is fragmented among numerous email threads, documents and
spreadsheets, and phone calls. All key stakeholders in a risk management solution can be notified from
within the system. Within the system, a conversation about the danger and alternative solutions might take
place. Upper management might also keep an eye on the solutions proposed and the progress made. Instead
of everyone contacting each other to get updates, everyone can get updates directly from within the risk
management solution.

Step 5: Monitor and Review the Risk

Some hazards cannot be eradicated; they are constantly present. Market risks and environmental risks are
two types of risks that must be constantly evaluated. Monitoring occurs by dedicated staff in manual
methods. These specialists must ensure that all risk factors are closely monitored. The risk management
system monitors the organization's whole risk framework in a digital environment. Any change in a factor
or risk is immediately obvious to everyone. Computers are also far superior than humans at continuously
monitoring dangers. Monitoring hazards also assists your company to maintain continuity. We can explain
how to develop a risk management plan to monitor and review the risk.

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Why is Risk Management Important?
Risk management is crucial because it informs businesses about the threats in their operational environment
and allows them to mitigate risks before they occur. Businesses would suffer significant losses if risk
management was not implemented because dangers would catch them off guard.

2. Risk Management Matrix for Tune Source Project:

A Risk Management Matrix, also known as a Risk Matrix, is a valuable tool for assessing and managing
risks in a project. It helps project managers and teams identify, evaluate, prioritize, and develop strategies
to mitigate potential risks. In this case, let's create a simplified Risk Management Matrix for the Tune Source
project. We'll use a basic matrix with three risk categories: Low, Medium, and High, and identify potential
risks in each category along with mitigation strategies.

Risk Category: Categorizes risks into Low, Medium, and High based on their potential impact and
likelihood.

Risk Description: Provides a brief description of the risk.

Likelihood (L): Rates the likelihood of the risk occurring (Low, Medium, High).

Impact (I): Rates the potential impact of the risk if it were to occur (Low, Medium, High).

Risk Level (L x I): Multiplies the Likelihood and Impact values to determine the overall risk level.

Mitigation Strategy: Suggests strategies to mitigate or manage each risk.

Risk
Risk Risk Likelihood Impact
Level (L Mitigation Strategy
Category Description (L) (I)
x I)

Minor delays in - Maintain a buffer in the

Low Low Low Low
kiosk setup project timeline.

- Launch a marketing
Limited user
Low Low Low campaign to promote the
adoption
new service.
Software
- Ensure thorough
Medium compatibility Medium Medium Medium
compatibility testing.
issues

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 User interface
- Involve UX/UI experts
design Medium Medium Medium
and conduct user testing.
challenges

- Implement robust
Data security
High High High High security measures and
breaches
protocols.

Legal/regulatory - Engage legal experts

compliance High High High for compliance checks
issues and guidance.

3. The Spiral Model: An Overview:

The Spiral Model is a complex and adaptable software development approach that arose in response to the
limitations of more classic models such as the Waterfall Model. This approach, developed by Barry Boehm
in 1986, is particularly well-suited for large, complicated projects with significant risks and uncertainties,
and where flexibility to changing requirements is critical.

Phases of the Spiral Model:

The Spiral Model comprises four main phases, each of which plays a distinct role in the software
development process:

Planning: The baseline spiral is used to collect the feature needs in this stage. This phase is when system
requirements, component information, and unit-level inputs are discovered in the subsequent spirals as the
product matures.

This step also involves the client and the system analyst learning the system requirements through continual
contact. The program is deployed in the unique market at the end of the spiral.

Design: The Design process begins with a basic mindmap notion in the first spiral and progresses to include
architectural design, logical module arrangement, physical product prototype, and final design in following
spirals.

Construction: At each iteration, the build step refers to the production of the actual software product. When
the program is simply an idea and the design is being conceived as a prototype, this is the moment to
understand customer experience.

A working copy of the software product known as build is supplied with a proper version in the subsequent
spirals with increased clarity on requirements and design criteria. It is then distributed to clients for
feedback.

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Evaluation and Risk Analysis: Risk analysis entails categorizing, quantifying, and monitoring technical
and business risks such as schedule impact and cost escalation. After inspecting the build, the customer
evaluates the software and provides comments at the end of the first repetition.

Risk handing in spiral lifecycal model

Risk management in the Spiral Model is a critical aspect of the software development process. Given the
model's iterative and risk-driven nature, it integrates risk management activities throughout the project's
lifecycle. Here's how risk handling is typically conducted within the Spiral Model:

Risk Identification:

Continuous Process: Unlike some other SDLC models where risk identification occurs primarily at the
beginning, the Spiral Model involves ongoing risk identification. In each spiral, the project team, including
stakeholders, identifies potential risks related to requirements, technology, resources, and market dynamics.

Risk Analysis:

In-Depth Analysis: Identified risks are subjected to in-depth analysis. This includes assessing the
probability of occurrence, potential impact on the project, and the potential consequences if the risk
materializes.

Risk Categorization: Risks are categorized based on their severity and likelihood, typically into categories
like High, Medium, and Low.

Risk Mitigation:

Mitigation Strategies: For high and medium-risk items, mitigation strategies are developed. These
strategies include proactive measures to reduce the probability of the risk occurring and contingency plans
to minimize the impact if the risk does materialize.

Iterative Adjustments: Mitigation strategies are incorporated into the project plan and design for the
current spiral. The iterative nature of the Spiral Model allows for the refinement of these strategies as new
information becomes available.

Risk Monitoring:

Continuous Tracking: Throughout each spiral, risks are monitored continuously. This involves tracking
the status of identified risks, assessing their likelihood, and evaluating the effectiveness of mitigation
measures.

Regular Reviews: Regular risk review meetings are held to discuss the status of risks and to determine
whether new risks have emerged or existing ones have changed in severity.

Risk Control:

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Decision Points: At the end of each spiral, a decision point is reached where the project team assesses
whether the current state of the project aligns with the project's objectives and whether identified risks are
being managed effectively.

Go/No-Go Decision: Based on the risk assessment and project status, a decision is made to proceed with
the next spiral, make adjustments to the project plan, or, in extreme cases, halt the project if risks are deemed
too high or unmanageable.

Documentation:

Risk Register: A risk register is maintained throughout the project, documenting all identified risks, their
categorization, mitigation strategies, and current status.

Lessons Learned: At the end of the project, a lessons-learned session is conducted to capture insights into
how risks were managed, what worked well, and areas for improvement in future projects.

P3. Explain the purpose of a feasibility report.

1. Feasibility Reports
Definition:
A feasibility study investigates the viability or long-term viability of an idea, project, or business. The
research looks into whether there are sufficient resources to implement it and whether the concept has the
ability to earn reasonable revenues. Furthermore, it will show the benefits acquired in exchange for incurring
the risk of investing in the idea.

These studies examine a company's strengths, weaknesses, opportunities, and threats to assess whether the
ideas are cost-effective and advantageous to the long-term success of the company. Furthermore, investors
can benefit from examining the study's problems and answers in order to determine whether a suggested
project is the best option for a company.

Feasibility Reports Explained

A business feasibility study is an evaluation technique that examines the cost-benefit ratio of a concept.
Preparing an executive summary, a full description of products and services, technological needs,
marketplace suitability for desired products or services, and so on are all part of the feasibility study
definition. The research also includes an examination of marketing techniques, the business's organizational
structure, financial projections, and so on. A well-executed analysis will contain aspects concentrating on
the business organization's central idea and the components that support it.

In particular, they:

Provide a preliminary analysis to weed out business scenarios that do not align with the organization's goals.
It specifically seeks strategies to position the product in a market. A bad preliminary study does not imply
that the strategy is a failure; corporations can fix the flaws to improve it.

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Assist in determining market demand and the price at which a corporation may profit. Furthermore, such
market analyses might provide information on marketing feasibility.

Provide insights to fix gaps in the company's organizational structure. The alignment of labor and
management, human resource requirements, and talent acquisition processes are all evaluated.

Estimate the revenue and expenses that the strategy may demand in the future.

Point out factors that make the business idea vulnerable and the short-term and long-term steps to correct it.

By analyzing the above factors, one can categorize business ideas into feasible and non-feasible.

Types of Feasibility Report

Technical Feasibility:

The technical feasibility assessment examines the organization's technical resources for accessibility. If
technological resources are available, the research team will undertake evaluations to see whether the
technical team can customize or update current technology to meet the project's new style of operation by
thoroughly inspecting the hardware and software.

Many variables must be considered here, including workforce requirements, transportation, and
technological capability.

Financial Feasibility:

Financial feasibility enables a company to conduct a cost-benefit analysis. It details the investment required
to get the desired degree of benefit (profit). Total cost and costs are examples of such factors.

are thought to arrive at the same time. With this information, businesses may assess their current financial
situation and forecast future monetary needs, as well as the sources from which they can obtain them. The
economic analysis can greatly assist investors. calculating return on investment

A financial feasibility study on a specific asset or acquisition can be an example.

Market Feasibility:

It assesses the industry type, the existing marketing characteristics and improvements to make it better, the
growth evident and needed, competitive environment of the company’s products and services. Preparations
of sales projections can thus be a good market feasibility study example.

Organization Feasibility:

Organization feasibility focuses on the organization’s structure, including the legal system, management
team’s competency, etc. It checks whether the existing conditions will suffice to implement the business
idea.

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Purpose of Feasibility Report
A business feasibility study can assist in selecting the best viable alternative by calculating the opportunity
cost. The reasons for rejecting one alternative can disclose the company's shortcomings; researching options
can lead to previously unknown opportunities. A corporation can use these to determine why certain
variables are holding them back and devise mitigation strategies. When these procedures are followed and
the necessary remedial actions are done, the organization's performance improves. Profits can easily follow,
attracting investors. This analysis can also aid in the acquisition of money from financial institutions. These
studies look at the company's current business models and the gaps they have. They provide solutions that
lessen the likelihood of failure. They inform us whether a given company idea will be pursued by its
practicality. Finally, it checks whether it is doable by estimating the opportunity and threats of the plan.

P4. Describe how technical solutions can be compared.

1. Technical solutions

Solutions Description Pros Cons

Option 1: In- Develop the - Full control over development - Longer development timeline as
House music and customization, allowing for internal teams may need to acquire
Development download tailored solutions. new skills or hire additional staff
platform using - Potential cost savings on . - May require substantial resource
Tune Source's external development, as internal investment, including hardware,
internal IT resources are used. software, and training.
team. - In-house team has better - Potential delays in project execution
understanding of Tune Source's due to internal resource constraints.
unique requirements.

Option 2: Contract an - Potentially faster development - Less control over the development
Outsourced external as specialized expertise is readily process and customization compared
Development development available. to in-house development. - Higher
firm to create - Access to external experts who initial development costs, including
the music have experience with similar external contractor fees.
download projects. - Risk of external dependencies that
platform. - May involve lower initial could affect project timelines and
development costs as Tune quality.
Source doesn't need to invest in
in-house resources.

Option 3: Purchase an - Quick implementation, as the - Limited customization, which may

Off-the-Shelf existing solution is readily available and not fully meet Tune Source's unique
Solution software configured. requirements.
solution for - Potentially lower initial costs, - The system may not provide all
digital music with the expense limited to desired features or may have
downloads. licensing and implementation. extraneous features that Tune Source
doesn't need.

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 - Less need for extensive - May need to adapt business
customization, reducing processes to fit the solution's
development time. capabilities.

Estimated Cost:

Solutions Estimated Cost:

Option 1: In-House Development - Initial development and training costs: $200,000 -

Ongoing operational costs: $50,000 per year

Option 2: Outsourced Development - External contractor fees: $300,000 - Ongoing

maintenance and support: $30,000 per year

Option 3: Off-the-Shelf Solution - Software licensing and implementation: $100,000

- Ongoing software maintenance: $20,000 per year

Feasibility criteria:

Feasibility Criteria Assessment

- The project is technically feasible, as it involves

well-established web development technologies
and kiosk systems.
Technical Feasibility - The required technology is readily available in the
market.
- Tune Source has an experienced IT department
with internet technology expertise.

- A comprehensive cost-benefit analysis, including

detailed cost projections and ROI calculations, is
needed for a definitive assessment.
Economic Feasibility - The project outlines potential revenue streams
from digital music sales, subscriptions, and gift
card sales.
- Specific cost projections are not provided.

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 - The project aligns with Tune Source's goal of
increasing sales and offering a new digital music
Organizational Feasibility buying experience. - The availability of resources,
including an existing IT department and
partnerships with ISPs, supports the technical
aspects.

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Conclusion
As we step into this journey, it is impossible not to emphasize the significance of this moment. The
collaboration between ABC Company and Tune Source offers an opportunity to create not only an
outstanding software product but also a deep connection between two dedicated partners.

This project is not just about software development; it is about transforming the way Tune Source interacts
with the market and its customers. We are committed to ensuring that this transformation occurs smoothly,
efficiently, and with great value.

My team and I are ready to work closely with Tune Source, ensuring that this project not only meets all
requirements but exceeds them. We will continually learn and grow, maximizing the benefits for Tune
Source and its customers.

Ultimately, we are aiming for a future of prosperity and success. We look forward to working with Tune
Source in the days to come and building an exceptional project.

If you have any information or questions, please do not hesitate to contact us. We are ready to support and
ensure the success of this project.

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