Exam
Name___________________________________
MULTIPLE CHOICE. Choose the one alternative that best completes the statement or answers the question.
1)
A statement that expresses an organization‘s qualitative or quantitative goals for reaching a desired
future state is called:
1)
A)
objective statement.
B)
organization statement.
C)
mission statement.
D)
goal statement.
Answer:
A
A)
B)
C)
D)
2)
A form used in most organizations to request new development, to report problems, or to request
new features within an existing system is called a:
2)
A)
software service request (SSR).
B)
software modification request (SMR).
C)
system service request (SSR).
D)
system modification request (SMR).
Answer:
C
A)
B)
C)
D)
3)
A statement that makes it clear what business a company is in is called:
3)
A)
mission statement.
B)
strategic statement.
C)
vision statement.
D)
objective statement.
Answer:
A
A)
B)
C)
D)
4)
Which of the following is NOT an advantage of the top–down planning approach?
4)
A)
Improved integration
B)
Improved user support
C)
Broader perspective
D)
Better understanding
Answer:
B
A)
B)
C)
D)
5)
Costs associated with start–up and development or system startup are referred to as:
5)
A)
set–up costs.
B)
recurring costs.
C)
development costs.
D)
one–time costs.
Answer:
D
A)
B)
C)
D)
1
6)
Information systems development projects identified by the user department have a:
6)
A)
integration with existing systems focus.
B)
greater strategic focus.
C)
cross–functional focus.
D)
narrow, non–strategic focus.
Answer:
D
A)
B)
C)
D)
7)
Corporate strategic planning defines:
7)
A)
the mission and objectives of an organization.
B)
the strategies of an organization.
C)
the information systems strategy of an organization.
D)
answers A and B.
Answer:
D
A)
B)
C)
D)
8)
The management issues section of the project management plan:
8)
A)
covers analysis of the competitors.
B)
is not important.
C)
only concerns managers.
D)
includes the communication plan.
Answer:
D
A)
B)
C)
D)
9)
The process of evaluating how key stakeholder within the organization view the proposed systems
is called assessing:
9)
A)
stakeholder feasibility.
B)
legal feasibility.
C)
political feasibility.
D)
none of the above.
Answer:
C
A)
B)
C)
D)
10)
What is NOT a characteristic of information systems development projects identified by a steering
committee?
10)
A)
Great organizational change
B)
Fewer users
C)
Cross–functional focus
D)
Formal cost–benefit analysis
Answer:
B
A)
B)
C)
D)
2
11)
Information systems development projects can be classified and ranked based on:
11)
A)
technical difficulty and risk.
B)
strategic alignment and potential benefits.
C)
resource availability and project size.
D)
all of the above.
Answer:
D
A)
B)
C)
D)
12)
The process of assessing the degree to which the potential time frame and completion dates for all
major activities within a project meet organizational deadlines and constraints is called assessing
the project’s:
12)
A)
deadline feasibility.
B)
deadline.
C)
timeline.
D)
schedule feasibility.
Answer:
D
A)
B)
C)
D)
13)
Hiring cost is an example of:
13)
A)
procurement costs.
B)
startup costs.
C)
operating costs.
D)
project–related costs.
Answer:
B
A)
B)
C)
D)
14)
Project ________ focuses on developing a WBS.
14)
A)
scope analysis
B)
scope definition
C)
scope verification
D)
scope assessment
Answer:
B
A)
B)
C)
D)
15)
Competitive necessity is an example of:
15)
A)
tangible costs.
B)
intangible benefits.
C)
tangible benefits.
D)
intangible costs.
Answer:
B
A)
B)
C)
D)
3
16)
Which of the following is NOT one of Porter’s generic strategies?
16)
A)
Product differentiation
B)
Product imitation
C)
Product focus
D)
Low–cost producer
Answer:
B
A)
B)
C)
D)
17)
When considering technical risk of projects, organizations should:
17)
A)
have only high–risk projects.
B)
have only low–risk projects.
C)
have a balanced portfolio of high–and low–risk projects.
D)
avoid technical risk.
Answer:
C
A)
B)
C)
D)
18)
Costs associated with ongoing evolution and use of a system are referred to as:
18)
A)
upgrading costs.
B)
recurring costs.
C)
one–time costs.
D)
follow–up costs.
Answer:
B
A)
B)
C)
D)
19)
Corporate strategic planning is an ongoing process to define:
19)
A)
the mission, objectives, and strategies of an organization.
B)
the information needs and databases of an organization.
C)
the information systems strategy of an organization.
D)
none of the above.
Answer:
A
A)
B)
C)
D)
20)
Bottom–up planning:
20)
A)
can be less costly than using the top–down approach.
B)
can be faster than using the top–down approach.
C)
often fails to view the information needs of the entire organization.
D)
all of the above.
Answer:
D
A)
B)
C)
D)
4
21)
Equipment installation cost is an example of:
21)
A)
startup costs.
B)
operating costs.
C)
project–related costs.
D)
procurement costs.
Answer:
D
A)
B)
C)
D)
22)
Operational inefficiency is an example of:
22)
A)
intangible costs.
B)
intangible benefits.
C)
tangible costs.
D)
tangible benefits.
Answer:
A
A)
B)
C)
D)
23)
The introduction section of the baseline project plan:
23)
A)
is often the last section to be written.
B)
is the first section to be written.
C)
is not important.
D)
is not read by most people.
Answer:
A
A)
B)
C)
D)
24)
The classification criterion assessing the extent to which a project is viewed as improving profits is
called:
24)
A)
potential benefits.
B)
profit potential.
C)
cash flow.
D)
strategic alignment.
Answer:
A
A)
B)
C)
D)
25)
What is a potential consequence of not assessing and managing risks?
25)
A)
Inaccurate project estimates
B)
Failure to reach adequate system performance levels
C)
Inaccurate project duration estimates
D)
All of the above
Answer:
D
A)
B)
C)
D)
5
26)
Project ________ focuses on formal procedures for managing changes to the project’s scope.
26)
A)
scope change management
B)
scope modification control
C)
scope change control
D)
scope modification management
Answer:
C
A)
B)
C)
D)
27)
The process of assessing the development organization’s ability to construct a proposed system is
called assessing:
27)
A)
development feasibility.
B)
operational feasibility.
C)
project feasibility.
D)
technical feasibility.
Answer:
D
A)
B)
C)
D)
28)
The process of analyzing an organization’s activities to determine where value is added to products
and/or services and the costs incurred for doing so is called:
28)
A)
value chain analysis.
B)
cost–benefit analysis.
C)
economic feasibility.
D)
organizational feasibility.
Answer:
A
A)
B)
C)
D)
29)
Scope ________ is a progressive, uncontrolled increase in project scope.
29)
A)
extension
B)
modification
C)
creep
D)
enlargement
Answer:
C
A)
B)
C)
D)
30)
Information systems development projects identified by top management have:
30)
A)
longest project duration.
B)
greater strategic focus.
C)
largest project size.
D)
all of the above.
Answer:
D
A)
B)
C)
D)
6
31)
Hardware cost is an example of:
31)
A)
intangible costs.
B)
intangible benefits.
C)
tangible benefits.
D)
tangible costs.
Answer:
D
A)
B)
C)
D)
32)
In the system description section of the baseline project plan:
32)
A)
usually too much information is provided.
B)
only the recommended solution is presented.
C)
possible alternative solutions are presented.
D)
all descriptions are as detailed as possible.
Answer:
C
A)
B)
C)
D)
33)
Multicriteria analysis uses a(n) ________ method for a variety of criteria to contrast alternative
projects or system features.
33)
A)
criterion–related
B)
indicator count
C)
additive
D)
weighted scoring
Answer:
D
A)
B)
C)
D)
34)
When identifying the financial benefits and costs associated with an information systems
development project, organizations are said to assess the:
34)
A)
operational feasibility.
B)
economic feasibility.
C)
economic benefits.
D)
project benefits.
Answer:
B
A)
B)
C)
D)
35)
Which of the following is NOT part of the project initiation process?
35)
A)
Classifying and ranking information systems development projects
B)
Establishing the scope baseline
C)
Identifying information systems development projects
D)
Selecting information systems projects
Answer:
B
A)
B)
C)
D)
7
36)
Information systems planning is an orderly means of assessing the information needs of a company
and defining the ________ that will best satisfy those needs.
36)
A)
technologies
B)
systems
C)
databases
D)
all of the above
Answer:
D
A)
B)
C)
D)
37)
________ is the process of progressively elaborating and documenting the project work plan in
order to effectively manage a project.
37)
A)
Progressive elaboration
B)
Project management
C)
Project scope planning
D)
Decomposition
Answer:
C
A)
B)
C)
D)
38)
When assessing costs and benefits of a system, organizations assess:
38)
A)
the overall return on investment.
B)
the net present value of a project.
C)
the break–even point of a project.
D)
all of the above.
Answer:
D
A)
B)
C)
D)
39)
The method by which an organization attempts to achieve its mission and objectives is called:
39)
A)
organizational mission.
B)
competitive strategy.
C)
organizational objective.
D)
competitive mission.
Answer:
B
A)
B)
C)
D)
40)
The ________ focuses on integration with existing systems when identifying information systems
development projects.
40)
A)
development group
B)
user department
C)
steering committee
D)
top management
Answer:
A
A)
B)
C)
D)
8
41)
The classification criterion assessing the extent to which activities add value and costs when
developing products and/or services is called:
41)
A)
cost/benefit analysis.
B)
return on investment.
C)
value chain analysis.
D)
strategic alignment.
Answer:
C
A)
B)
C)
D)
42)
The type of cost–benefit analysis used to identify at what point benefits equal costs is called:
42)
A)
equilibrium determination.
B)
cost–benefit analysis.
C)
breakeven analysis.
D)
equilibrium analysis.
Answer:
C
A)
B)
C)
D)
43)
Cost reduction and avoidance is an example of:
43)
A)
tangible costs.
B)
intangible benefits.
C)
intangible costs.
D)
tangible benefits.
Answer:
D
A)
B)
C)
D)
44)
The process of assessing the degree to which a proposed system solves business problems or takes
advantage of business opportunities is called assessing the project’s:
44)
A)
problem–solving ability.
B)
business opportunity.
C)
business feasibility.
D)
operational feasibility.
Answer:
D
A)
B)
C)
D)
45)
The ongoing process that defines the mission, objectives, and strategies of an organization is called:
45)
A)
information systems planning.
B)
corporate strategic planning.
C)
strategizing.
D)
business planning.
Answer:
B
A)
B)
C)
D)
9
46)
What is NOT true about technical risks of information systems development projects?
46)
A)
The development of systems using standard methodologies is less risky than the development
of systems using novel technology.
B)
A project is less risky if the user group is familiar with the systems development process than
when the user group is unfamiliar with the process.
C)
Systems with flexible requirements are less risky than projects with highly structured
requirements.
D)
Large projects are riskier than small projects.
Answer:
C
A)
B)
C)
D)
47)
Rental of space and equipment is an example of:
47)
A)
project–related costs.
B)
startup costs.
C)
operating costs.
D)
procurement costs.
Answer:
C
A)
B)
C)
D)
48)
The first step of information systems planning is:
48)
A)
to define information systems–related projects.
B)
to assess current information systems–related assets.
C)
to plan information systems.
D)
to develop target blueprints of information systems–related assets.
Answer:
B
A)
B)
C)
D)
49)
The ________ serves as the central repository for all project–related correspondence, inputs,
outputs, deliverables, procedures, and standards.
49)
A)
project folder
B)
project file
C)
project workbook
D)
project repository
Answer:
C
A)
B)
C)
D)
10
50)
Training users in application use is an example of:
50)
A)
project–related costs.
B)
operating costs.
C)
procurement costs.
D)
startup costs.
Answer:
A
A)
B)
C)
D)
51)
Project ________ focuses on gaining formal acceptance of the project scope.
51)
A)
scope acceptance
B)
scope verification
C)
scope formalization
D)
scope definition
Answer:
B
A)
B)
C)
D)
52)
The justification that presents the economic, technical, operational, schedule, legal and contractual,
and political factors influencing a proposed information systems project is called:
52)
A)
feasibility assessment.
B)
business case.
C)
business rationale.
D)
law case.
Answer:
B
A)
B)
C)
D)
53)
Information systems planning is a ________–step process
53)
A)
five
B)
three
C)
four
D)
two
Answer:
B
A)
B)
C)
D)
54)
Which of the following is addressed in the project scope statement?
54)
A)
How will success be measured?
B)
What needs to be done?
C)
How will we know when we are finished?
D)
All of the above.
Answer:
D
A)
B)
C)
D)
11
SHORT ANSWER. Write the word or phrase that best completes each statement or answers the question.
55)
All projects are feasible given ________ and infinite time.
55)
Answer:
unlimited resources
56)
ISD projects identified by a steering committee are typically ________ projects.
56)
Answer:
larger and riskier
57)
________ benefits refer to items that cannot be easily measured in dollars or with certainty.
57)
Answer:
Intangible
58)
Another term for objective statements is corporate ________.
58)
Answer:
values
59)
ISD projects identified by top management have a greater ________ focus.
59)
Answer:
strategic
60)
The first step of the information systems planning process is ________.
60)
Answer:
describing the current situation
61)
Most cost–benefit analyses incorporate the concept of ________.
61)
Answer:
time value of money
62)
Kia uses a ________ competitive strategy.
62)
Answer:
low–cost producer
63)
The project charter is a ________ document prepared for the customer during project
initiation.
63)
Answer:
short
64)
Assessing political feasibility includes assessing how ________ within the organization
view the proposed system.
64)
Answer:
key stakeholders
65)
Imposed deadlines influence a project’s ________ feasibility.
65)
Answer:
schedule
12
66)
Describing the ________, trends, and constraints is the second step in the information
systems planning process.
66)
Answer:
target situation
67)
Objectives are often called ________ factors.
67)
Answer:
critical success
68)
Another term for system service request is ________.
68)
Answer:
change request
69)
The target situation that reflects the desired future state of the organization must be
developed in light of technology and business trends, as well as ________.
69)
Answer:
organizational constraints
70)
The ________ states in simple terms what business the company is in.
70)
Answer:
mission statement
71)
Using a bottom–up approach to define projects can be ________ costly than using a
top–down approach.
71)
Answer:
less
72)
The likelihood that a project will attain its desired objectives is called ________.
72)
Answer:
operational feasibility
73)
________ focuses on gaining formal acceptance of project scope.
73)
Answer:
Project scope verification
74)
In the ________ portion of the baseline project plan, you explain how users will be kept
informed about the progress of the project.
74)
Answer:
communication plan
75)
Today, most project teams keep their project workbook ________.
75)
Answer:
on the Web
76)
Information systems projects providing the greatest benefits to the ________ will be given
priority over those with fewer benefits.
76)
Answer:
value chain
13
77)
A cost associated with an information system that can be measured in dollars and with
certainty is referred to as ________.
77)
Answer:
tangible cost
78)
The most widely used approach for describing the current organizational situation is
referred to as ________.
78)
Answer:
top–down planning
79)
Project initiation has ________ distinct processes.
79)
Answer:
four
80)
The product focus strategy is similar to both the low–cost and differentiation strategies, but
with a much ________ market focus.
80)
Answer:
narrower
81)
________ is a formal process for assuring that only agreed–upon changes are made to the
project’s scope.
81)
Answer:
Project scope change control
82)
ISD projects identified by the development group have less concern with ________.
82)
Answer:
cost–benefit analysis
83)
Multicriteria analysis uses a ________ method for a variety of criteria to contrast alternative
projects or system features.
83)
Answer:
weighted scoring
84)
Another term for assessing economic feasibility is ________.
84)
Answer:
cost–benefit analysis
85)
Large projects are ________ than small projects.
85)
Answer:
riskier
86)
Project ________ is the process of progressively elaborating and documenting the project
work plan to effectively manage a project.
86)
Answer:
scope planning
87)
The product of the feasibility analyses forms the ________.
87)
Answer:
business case
14
88)
ISD projects identified by a user department have a ________ focus.
88)
Answer:
narrow, non–strategic
89)
For very large projects, ________ costs may be staged over many years.
89)
Answer:
one–time
90)
________ focuses on developing a work breakdown structure.
90)
Answer:
Project scope definition
91)
Assessing ________ feasibility should include an analysis of the development group’s
understanding of possible target hardware, software, and operating environments used.
91)
Answer:
technical
92)
The third step in information systems planning is developing a ________ and plan.
92)
Answer:
transition strategy
93)
Another term for the baseline project plan is ________.
93)
Answer:
project management plan
94)
________ is a progressive, uncontrolled increase in project scope.
94)
Answer:
Scope creep
TRUE/FALSE. Write ‘T’ if the statement is true and ‘F’ if the statement is false.
95)
The introduction section of the baseline project plan is usually written last.
95)
Answer:
True
False
96)
Using a top–down approach usually leads to a broader perspective.
96)
Answer:
True
False
97)
The purpose of assessing technical feasibility is to gain an understanding of the organization‘s
ability to construct the proposed system.
97)
Answer:
True
False
98)
Information systems developed by top management usually have the longest project duration.
98)
Answer:
True
False
15
99)
The baseline project plan is also referred to as project management plan.
99)
Answer:
True
False
100)
The project workbook should always be kept in a three–ring binder.
100)
Answer:
True
False
101)
Information systems development projects identified by the development group are very
concerned with cost–benefit analyses.
101)
Answer:
True
False
102)
The project charter is a very detailed document for the customer.
102)
Answer:
True
False
103)
The process of developing and refining models of the current and future enterprise as well as a
transition strategy is often referred to as information systems planning.
103)
Answer:
True
False
104)
Scope creep is often seen as the biggest single reason for project failure.
104)
Answer:
True
False
105)
Large projects are riskier than small projects.
105)
Answer:
True
False
106)
ROI is the ratio of the net cash outlays of the project divided by the net cash receipts of a project.
106)
Answer:
True
False
107)
A system service request is also often called change request.
107)
Answer:
True
False
108)
Economic analyses are only conducted at the beginning of a project.
108)
Answer:
True
False
109)
Project initiation has four distinct activities.
109)
Answer:
True
False
110)
Information systems projects providing the greatest benefits to the value chain will be given
priority over those with fewer benefits.
110)
Answer:
True
False
16
111)
All projects are feasible give unlimited resources and infinite time.
111)
Answer:
True
False
112)
Multicriteria analysis assumes that all requirements and constraints are of equal importance.
112)
Answer:
True
False
113)
Using a bottom–up approach to developing an information systems plan helps to consider the
entire organization.
113)
Answer:
True
False
114)
Weights for requirements and constraints in multicriteria analysis are fairly subjective.
114)
Answer:
True
False
17
ESSAY. Write your answer in the space provided or on a separate sheet of paper.
115)
Describe scope change control. Why is it important?
Answer:
Project scope change control is a formal process for assuring that only agreed–upon changes are made to
the project’s scope. Throughout the life of a project, various types of change requests can be made from
correcting minor or severe design defects to improving or extending system functionality and features.
Requests are typically made using a system service request. Over the life of a project (or of a system), a
log of all service requests is kept so that the status of any request can be immediately know. Many
organizations have created Web–based forms for submitting service requests and for keeping service logs.
From a management perspective, as service request are made, a key issue is deciding which requests to
accept and which to reject. Because some requests will be more critical than others, some method of
assessing and prioritizing the relative value of scope change requests must be performed. A controlled
process should be applied when handling project scope change requests as well as any other relevant
project change request item, including:
·Project specifications
·Project schedules
·Budgets
·Resources
It is critical that the project scope change control process be completely integrated in the overall project
control process so that any accepted changes are reflected in updated schedules, resource requirements,
risks, and other relevant items.
The primary reason that strict scope change control is necessary is that many projects suffer from scope
creep – a progressive, uncontrolled increase in project scope. Scope creep is typically a result of a poorly
designed scope change control or a poorly defined project scope statement, or both! When either
condition exists, small incremental features are often added to the system as it evolves without careful
evaluation or formal approval from all relevant stakeholders. As this continues, the project moves away
from its original design, resulting in dire consequences for the project schedule and budget.
Consequently, without formal approval of scope changes, it is very likely that the project will overrun its
original budget and schedules, as more is expected to be done without formal updating and approval.
Left unchecked, scope creep can lead to a runaway project of constantly changing specifications,
uncontrolled budgets, and schedules. Experienced project managers have found scope creep to be the
single biggest reason for project failure or missed targets.
18
116)
Briefly outline the four primary factors influencing a project’s technical risk.
Answer:
Large projects are riskier than small projects. Project size, of course, relates to the relative project size that
the development group is familiar working with. A “small” project for one development group may be
relatively “large” for another.
A system in which the requirements are easily obtained and highly structured will be less risky than one
in which requirements are messy, ill–structured, ill–defined, or subject to the judgment of an individual.
For example, the development of a payroll system has requirements that may be easy to obtain due to
legal reporting requirements and standard accounting procedures. On the other hand, the development
of an executive support system would need to be customized to the particular executive decision style
and critical success factors of the organization, thus making its development more risky.
The development of a system employing commonly used or standard technology will be less risky than
one employing novel or nonstandard technology. A project has a greater likelihood of experiencing
unforeseen technical problems when the development group lacks knowledge related to some aspect of
the technology environment. A less risky approach is to use standard development tools and hardware
environments. It is not uncommon for experienced system developers to talk of the difficulty of using
leading–edge (or in their words, bleeding–edge) technology.
A project is less risky when the user group is familiar with the systems development process and
application area than if unfamiliar. Successful information systems projects require active involvement
and cooperation between the user and development groups. Users familiar with the application area and
the systems development process are more likely to understand the need for their involvement and how
this involvement can influence the success of the project.
117)
Briefly outline how many organizations used to determine how to allocate information systems resources, and
describe the benefits and challenges of using a planning–based approach.
Answer:
Many organizations have not traditionally used a systematic planning process when determining how to
allocate information systems resources. Instead, projects have often resulted from attempts to solve
isolated organizational problems. In effect, organizations have asked the question: “What procedure
(application program) is required to solve this particular problem as it exists today?” The difficulty with
this approach is that the required organizational procedures are likely to change over time as the
environment changes. For example, if a company decides to change its method of billing customers, or a
university changes its procedure for registering students, it is usually necessary to modify existing
information systems.
In contrast, planning–based approaches to identify new potential information systems projects
essentially ask the question: “What information (or data) requirements will satisfy the decision–making
needs or business processes of the enterprise today and well into the future?” A major advantage of this
approach is that an organization’s informational needs are less likely to change (or will change more
slowly) than its business processes. For example, unless an organization fundamentally changes its
business, its underlying data structures may remain reasonably stable for more than 10 years. However,
the procedures used to access and process the data may change many times during that period.
Therefore, the challenge of most organizations is to design comprehensive information models
containing data that are relatively independent from the languages and programs used to access, create,
and update them.
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118)
Describe the process of conducting a multicriteria analysis for comparing alternative projects.
Answer:
A method for deciding among different projects, or when considering alternative designs for a given
system, is called multicriteria analysis. Multicriteria analysis uses a weighted scoring method for a
variety of criteria to contrast alternative projects or system features. For example, suppose that for a given
system that has been identified and selected, there are three alternative designs that could be pursued–A,
B, or C. Let’s also suppose that early planning meetings identified three key system requirements and
four key constraints that could be used to help make a decision on which alternative to pursue. Because
not all requirements and constraints are of equal importance, they are weighted based on their relative
importance. In other words, you do not have to weigh requirements and constraints equally; it is certainly
possible to make requirements more or less important than constraints. Weights are arrived at in
discussions among the analysis team, users, and sometimes, managers. Weights tend to be fairly
subjective and for that reason, should be determined through a process of open discussion to reveal
underlying assumptions, followed by an attempt to reach consensus among stakeholders. Notice that the
total of the weights for both the requirements and constraints is 100 (percent).
Next, each requirement and constraint is rated on a scale of 1 to 5. A rating of 1 indicates that the
alternative does not meet the requirement very well or that the alternative violates the constraint. A rating
of 5 indicates that the alternative meets or exceeds the requirement or clearly abides by the constraint.
Ratings are even more subjective than weights and should also be determined through open discussion
among users, analysts, and managers. For each requirement and constraint, a score is calculated by
multiplying the rating for each requirement and each constraint by its weight. The final step is to add up
the weighted scores for each alternative. Notice that there are three sets of totals: for requirements, for
constraints, and overall totals. When selecting a project, the overall score is taken into consideration, but
also if a project violates any requirements or constraints. Thus, a project with the highest overall score
may not always end up being chosen.
119)
Briefly describe the three stages of the information systems planning process.
Answer:
The process of describing the current situation begins by selecting a planning team that includes
executives chartered to model the existing situation. To gain this understanding, the team will need to
review corporate documents; interview managers, executives, and customers; and conduct detailed
reviews of competitors, markets, products, and finances. The type of information that must be collected
to represent the current situation includes the identification of all organizational locations, units,
functions, processes, data (or data entities), and information systems. Once high–level information is
collected, each item can typically be decomposed into smaller units as more detailed planning is
performed. After creating these lists, a series of matrices can be developed to cross–reference various
elements of the organizations.
After describing the current situation, the next step in the ISP process is to define the target situation that
reflects the desired future state of the organization. This means that the target situation consists of the
desired state of the locations, units, functions, processes, data, and information systems. For example, if a
desired future state of the organization is to have several new branch offices, or a new product line that
requires several new employee positions, functions, processes, and data, then most lists and matrices will
need to be updated to reflect this vision. The target situation must be developed in light of technology
and business trends, in addition to organizational constraints. This means that lists of business trends and
constraints should also be constructed in order to help ensure that the target situation reflects these issues.
Once the creation of the current and target situations is complete, a detailed transition strategy and plan
is developed by the information systems planning team. This plan should be very comprehensive,
reflecting both broad, long–range issues in addition to providing sufficient detail to guide all levels of
management concerning what needs to be done, how and when it needs to done, and who will be doing
it in the organization.
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