Select an information system with which you are familiar, and which you feel needs to be improved, based upon your experiences as an employee, customer, other system user, or system owner, Switch roles and perspectives is necessary to perform or answer the following:

a. Describe the nature of the information system you have selected.

b. Describe the organization that owns and maintains the information system.

c. Identify the baseline problems and opportunities, per Task 1.1

d. Develop a preliminary problem statement, using the format shown in Figure 5-8.

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> Task 1.1-Identify Baseline Problems and Opportunities One of the most important tasks of the scope definition phase is establishing an initial baseline of the problems, opportunities and/or directives that triggered the project. Each problem, opportunity, and directive is assessed with respect to ur- gency, visibility, tangible benefits, and priority. Any additional, detailed analysis is not relevant at this stage of the project. It may, however, be useful to list any per- ceived constraints (limits) on the project, such as deadlines, maximum budget, or general technology. A senior systems analyst or project manager usually leads this task. Most of the other participants are broadly classified as sYSTEM OWNERS. This includes the executive sponsor(s), the highest level manager(s) who will pay for and support the project. It also includes managers of all organizational units that may be impacted by the system and possibly includes information systems managers. SYSTEM USERS, SYSTEM DESIGNERS, and SYSTEM BUILDERS are not typically involved in this task. As shown in Figure 5-6, a PROJECT REQUEST ORASSIGNMENT triggers the task. This trig- ger may take one of several altemative forms 11 may be as simple as a memorandum of authority from an information systems steering body. Or it may be a memorandum from a business team or unit requesting systems development. Some organizations re- quire that all project requests be submitted on some standard request-for-service form, such as Figure 5-7,