Many feasibility studies are disillusioning for both users and analysts. First, the study often presupposes that when the feasibility document is being prepared, the analyst is in a position to evaluate solutions. Second, most studies tend to overlook the confusion inherent in system development-the constraints and the assumed attitudes. If the feasibility study is to serve as a decision document, it must answer three key questions:
1. Is there a new and better way to do the job that will benefit the user?
2. What are the costs and savings of the alternative (S)?
3. What is recommended?
The most successful system projects are not necessarily the biggest or most visible in a business but rather those that truly meet user expectations. More projects fail because of inflated expectations than for any other reason.
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