The list of tasks making up the timeline of the project is shown below in the work breakdown structure (WBS) in Figure 4. The project is then scheduled as reflected in the following Gantt chart in Figure 5. Satzinger, Jackson and Burd (2016) explained that a work breakdown structure is a list of identified tasks required to be undertaken for and resources required to perform the tasks. It outlines the project by providing general information.
As reflected in the project’s each activity. This gives a general outline of the activities of the project that needs to be completed and the expected time to work on each task.
shows all iterations of the Online Movie Sales ordering system in the format of a Gantt chart. The chart shows all the tasks required from the start to finish of the Extreme Programming method of development.
The Assumptions made in preparing the Gantt chart are:of all task scheduling. The Microsoft Project file containing the Gantt chart is also included with the assessment submission.
The project schedule is represented in the Gantt chart in Figure 5. The Gantt chart is a bar chart that graphically shows the activities as bars on a horizontal timeline (Satzinger, Jackson & Burd 2016). It uses the list of activities in the WBS and with the aid of Microsoft project scheduling tool, the activities are accurately analysed and scheduled.
For the EIA ASRMS project schedule, the activities as shown in the WBS structure in Figure 4 are entered into the Gantt chart and are accurately scheduled and analysed using Microsoft project. It can be seen that morethe whole project.
Cost benefit analysis (CBA) is an economic framework that is commonly used by organisations to select among alternatives when it comes to making decisions about certain investments (Ali 2012). The underlying premise of CBA is that there are costs as well as benefits associated with an investment in a project so a cost benefit analysis is undertaken to analyse whether the investment in a project is economically viable before making the decision to invest. It gives an overall picture about the project hence often leads to better decision making (Ali 2012).
The cost benefit analysis for the EIA automated student recruitment management system (ASRMS) is presented in Figure 7. The cost benefit analysis is based on the estimated annual costs and benefits associated with the project as summarised and presented in Figure 6. The analysis indicates that investing in the ASRMS project is economically viable.
The costs and benefits have been projected over a 5-year period as shown in Figure 7 and after discounting for their present values using a discount rate of 6%, the result is an overall positive net present value of $76,370.91. Return on investment is 61% with a pay-back period of 1.81 years in which time the initial development cost of $50,000 is recouped. In other words, the break-even point occurs between years 1 and 2. According to Satzinger, Jackson and Burd (2016) the payback period required by many companies for new systems development is a period of two to three years so the 1.81 years is well within the acceptable period. Based on the analysis the EIA’s ASRMS project is economically feasible and the project can proceed.