During the preliminary investigation of a proposed information system, which feasibility dimensions are typically evaluated to decide whether to proceed to detailed analysis?

Introduction / Context:
Before investing in full-scale analysis and design, organizations conduct a preliminary investigation to determine if a project is viable. This screen prevents wasted effort on proposals that are impractical, uneconomical, or misaligned with operational realities.

Given Data / Assumptions:

• We are at the early “should we continue?” stage.
• Feasibility examines technical capability, financial justification, and operational fit.
• Decision makers want a balanced view of risks and benefits.

Concept / Approach:
Technical feasibility asks whether necessary technology, skills, and capacity exist. Economic feasibility weighs costs versus expected benefits (cost–benefit, ROI, payback). Operational feasibility tests whether users and processes can adopt the solution effectively, considering culture, staffing, and controls.

Step-by-Step Solution:
1) Assess technical constraints: platforms, integrations, security, performance.2) Estimate costs/benefits: capital, operating, training, risk reduction, revenue impacts.3) Evaluate operational readiness: process changes, user acceptance, governance.4) Synthesize into a go/no-go recommendation.

Verification / Alternative check:
Most SDLC and project management frameworks define feasibility across these three dimensions at minimum, sometimes adding schedule or legal feasibility as context-specific checks.

Why Other Options Are Wrong:
Each single dimension alone is insufficient; organizations consider all together.None of the above: incorrect because all listed feasibilities are relevant.

Common Pitfalls:
Overestimating benefits, underestimating change-management effort, and ignoring integration risks often derail projects that looked viable on paper.

Final Answer:
All of the above