In systems development, what should a feasibility study include to support a sound go/no-go decision?

Introduction / Context:
A feasibility study assesses whether a proposed information system or project is viable. It should frame the problem, evaluate alternatives, and analyze costs, benefits, risks, and constraints so decision makers can choose an approach or reject the project.

Given Data / Assumptions:

• We need both clarity of the problem and exploration of options.
• Decision makers require a balanced view of costs, benefits, timelines, and risks.
• The goal is to inform a go/no-go decision, not to validate a predetermined choice.

Concept / Approach:
Good feasibility studies contain problem definition, alternative solutions, and analyses (technical, economic, operational, legal, schedule feasibility). They compare options to show trade-offs and recommend the most feasible path.

Step-by-Step Solution:
1) Define the problem: what pains are we solving and why now.2) Identify alternatives: build vs buy, phased vs big-bang, cloud vs on-premises.3) Analyze feasibility dimensions for each option: cost/benefit, risk, schedule, organizational impact.4) Recommend the option with best value-to-risk profile.

Verification / Alternative check:
Cross-check whether the recommended option remains viable under sensitivity analysis (cost overruns, schedule slips). A robust study holds up when assumptions vary moderately.

Why Other Options Are Wrong:
Only one solution biases the study. A list of alternatives without a problem statement lacks context. Budget without analysis is insufficient for decision quality.

Common Pitfalls:
Premature lock-in, ignoring hidden costs (training, change management), or underestimating schedule risk.

Final Answer:
A problem statement plus realistic alternative solutions.