Feasibility is decision work
A useful feasibility assessment should help leadership decide whether to proceed, remediate, revise, delay, or stop. It should not be a disguised presales demo.
The output should make assumptions visible and should separate what is known from what still needs evidence.
Minimum useful evidence
A serious assessment should examine the operating context as well as the technology path.
- Business problem and operating consequence
- Workflow stability and role clarity
- Data, knowledge, and source ownership
- Systems and integration requirements
- Risk, governance, and human approval points
- Baseline and value hypothesis