Running Head: PROJECT 1 PROJECT 6 PROJECT Institution Affiliation Student Name Date Introduction Companies vary in the way in which they identify projects. The process of identifying a project can be performed by the top-level management, such as the Chief Executive Officer. A committee composed of the manager and other interested parties. The user department, senior information system manager, and the development group can decide on which project to submit. Each identification technique has its strengths as well as weaknesses. For instance, it protects that are identified by the top management have a strategic management focus. Projects that are identified by departments have a tactic focus. Project cost, complexity, risk as well as duration influence the individuals who identify a project. Most of the project sources are identified by the steering committee as well as the top-level management. Most of the projects reflect on the broad needs of the organization. This group has a better understanding of the goals and objectives of the organization. Projects that are identified by the functional major, information system development group, and business unit are often designed for a particular business need. Moreover, it may not reflect the overall objective of the business. There are also not considered as broad organizational issues. Projects that are identified by business units, development groups, and managers are known as bottom-up sources. It is essential to provide support to people who are carrying out this type of project. The top-level management should also be involved in the early life cycle of the project. Managers should be aware of the information needs and the reasons for carrying out the project. This description is essential, especially when selecting the project that will be approved to move into the project initiation and planning phase. Projects can be identified by both bottom-up and top and down. The procedure of identifying and selecting a project is different depending on the organization due to the limited resources. It is essential to identify the advantage and disadvantages of the project. Project classifying, identification is ranking of the project can be performed by the top-level management, information system group, business unit, or the steering committee. The method that is used to access the merits of a particular project can vary based on the size of the company. In any given company, one or several methods can be used during the ranking or classification process. For instance, a company may use a committee, (Kaiser, et al., 2015). They can choose to meet every month or quarterly in order to discuss the progress of the project and areas that need to be improved. During the meeting, new project requests are reviewed related to the project that has already been identified. In addition, ongoing projects are also monitored. In the project identification and selection, the final phase i ...

1. Running Head: PROJECT 1
PROJECT 6
PROJECT
Institution Affiliation
Student Name
Date
Introduction
Companies vary in the way in which they identify projects. The
process of identifying a project can be performed by the top-
level management, such as the Chief Executive Officer. A
committee composed of the manager and other interested
parties. The user department, senior information system
manager, and the development group can decide on which
project to submit. Each identification technique has its strengths
as well as weaknesses. For instance, it protects that are
identified by the top management have a strategic management
focus. Projects that are identified by departments have a tactic

2. focus.
Project cost, complexity, risk as well as duration influence the
individuals who identify a project. Most of the project sources
are identified by the steering committee as well as the top-level
management. Most of the projects reflect on the broad needs of
the organization. This group has a better understanding of the
goals and objectives of the organization. Projects that are
identified by the functional major, information system
development group, and business unit are often designed for a
particular business need. Moreover, it may not reflect the
overall objective of the business. There are also not considered
as broad organizational issues.
Projects that are identified by business units, development
groups, and managers are known as bottom-up sources. It is
essential to provide support to people who are carrying out this
type of project. The top-level management should also be
involved in the early life cycle of the project. Managers should
be aware of the information needs and the reasons for carrying
out the project. This description is essential, especially when
selecting the project that will be approved to move into the
project initiation and planning phase. Projects can be identified
by both bottom-up and top and down. The procedure of
identifying and selecting a project is different depending on the
organization due to the limited resources.
It is essential to identify the advantage and disadvantages of the
project. Project classifying, identification is ranking of the
project can be performed by the top-level management,
information system group, business unit, or the steering
committee. The method that is used to access the merits of a
particular project can vary based on the size of the company. In
any given company, one or several methods can be used during
the ranking or classification process. For instance, a company
may use a committee, (Kaiser, et al., 2015). They can choose to
meet every month or quarterly in order to discuss the progress
of the project and areas that need to be improved. During the
meeting, new project requests are reviewed related to the

3. project that has already been identified. In addition, ongoing
projects are also monitored.
In the project identification and selection, the final phase is the
selection of the project. The long term and short term projects
are considered during this process. As the economic and
business environment changes, the relative important single
projects can change too. The identification and selection of
projects are continuous and never-ending activities, (Hall, et al.,
2015). Some of the factors that need to be considered when
selecting a project include the current business environment,
resource available, existing and ongoing project, needs and
objectives of the organization, and perspectives of the decision-
makers.
Some of the criteria that can be used when classifying and
ranking projects include value chain analysis, strategic
alignment, resource availability, and project size. Value chain
analysis refers to the extent to which the activity adds cost and
value when coming up with the service or product, (Schaeffer &
Cruz-Reyes, 2016). Information systems that generate the
greatest benefits will be given a priority as compared to those
with fewer benefits. Strategic alignment refers to the extent to
which the project is viewed as helpful and achieves the strategic
goal and long-term goal. Potential benefits, on the other hand,
is the extent to which a project is viewed as increasing the
revenue and customer service. The types of resources that the
projects require and the availability should also be considered
when evaluating the project. The length or duration of time and
the number of people required to complete the project's success
should be considered. The technical difficulty in completing the
project should also be considered when selecting the project,
(Danneels & Kleinschmidt, 2015).
Initiation stage
The initiation stage of the project is when the project comes
into form. The goal, objective, and processes are also defined in
this stage. The strategies that will be used to achieve the
deliverables are established. Moreover, the team chooses the

4. project manager. He or she will be responsible for choosing the
team members that will ensure that the project is successful.
The project manager will also assign duties and tasks to the
team members. The tools and processes selected include
milestone review, business plan, project framework, and
business case justification. A
Planning Stage
The second stage is planning. The project is divided into
smaller and achievable parts. This a very important stage of the
project lifecycle. Stakeholders are identified. Each job that
needs to be executed for the project to be successful is
identified. The media of communication and reporting are also
identified, (Costantino, et al., 2015). Reporting of the meeting
can either be done quarterly or monthly. Risk analysis is also
performed. The project manager comes up with ways to mitigate
or reduce the risk. Planning has a great influence on the final
results. It also enables the organization to determine the
resource that will be needed. In addition, the project manager
comes up with a budget depending on the labor and the cost of
material that will be required. One of the main objectives of this
phase is business requirements, schedules, and costs.
Conclusion
Most of the projects reflect on the broad needs of the
organization. This group has a better understanding of the goals
and objectives of the organization. Projects that are identified
by the functional major, information system development group,
and business unit are often designed for a particular business
need. It is essential to identify the advantage and disadvantages
of the project. Project classifying, identification is ranking of
the project can be performed by the top-level management,
information system group, business unit, or the steering
committee. Strategic alignment refers to the extent to which the
project is viewed as helpful and achieves the strategic goal and
long-term goal. Potential benefits, on the other hand, are the
extent to which a project is viewed as increasing the revenue
and customer service. The types of resources that the projects

5. require and the availability should also be considered when
evaluating the project. The length or duration of time and the
number of people required to complete the project's success
should be considered.
Reference
Costantino, F., Di Gravio, G., & Nonino, F. (2015). Project
selection in project portfolio management: An artificial neural
network model based on critical success factors. International
Journal of Project Management, 33(8), 1744-1754.
Danneels, E., & Kleinschmidt, E. J. (2015). product
innovativeness from the firm’s perspective: its dimensions and
their impact on project selection and performance.
In Proceedings of the 1999 Academy of Marketing Science
(AMS) Annual Conference (pp. 409-409). Springer, Cham.
Hall, N. G., Long, D. Z., Qi, J., & Sim, M. (2015). Managing
underperformance risk in project portfolio selection. Operations
Research, 63(3), 660-675.
Kaiser, M. G., El Arbi, F., & Ahlemann, F. (2015). Successful
project portfolio management beyond project selection
techniques: Understanding the role of structural
alignment. International Journal of Project Management, 33(1),
126-139.
Schaeffer, S. E., & Cruz-Reyes, L. (2016). Static R&D project
portfolio selection in public organizations. Decision support
systems, 84, 53-63.
Apply – Systems Requirements Presentation
Assignment Content
Top of Form
The board of directors has selected the student furniture project
for the webstore. Now they have asked you to help them choose

6. a method for determining the requirements.
Prepare a 12- to 18-slide presentation to the board with detailed
speaker notes. Use of multimedia and images is encouraged.
Compare traditional, contemporary, radical, and agile
methodologies for requirements gathering. Be sure to include
advantages and disadvantages in your comparison.
Recommend the methodology you think will work best for Pine
Valley Furniture’s student furniture webstore.
Explain the Level-0 data flow diagram from Figure 7-22 on p.
203.
Cite any references according APA guidelines.
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