-
Notifications
You must be signed in to change notification settings - Fork 3
Group 01 Elite Four D7 Auto Service Center Web App
NAME |
|
Jose Eugenio L. Quesada |
NAME |
|
Jo Anne M. de la Cuesta |
NAME |
ROLE |
|
Andre O. Viernes |
Project Manager |
|
Dan Micheal C. Alfaras |
Product Owner |
|
Alyssa L. Garcia |
Web Developer |
|
John Zenon Coquia |
Data Administrator |
|
Francesca Erin Camino |
Project Coordinator / Documentation Manager |
|
Darrell Royce Lazala |
Project Coordinator Assistant |
Company Name: |
D7 Auto Service Center |
Company Logo | |
Address: |
7WR6+HQJ, C.M. De Los Reyes Avenue, General Trias, 4107 Cavite |
Contact Number: |
+63917 427 7646 |
Line of Business: |
Auto Repair Shop/Servicing |
Type of Customers: |
Local home and business customers |
Stakeholder: |
Anne Sydney R. Simpelo |
Number of Employees: |
Less than 20 (as of March 2023) |
D7 Auto Service Center is an Auto Service Center in General Trias, Cavite, that has been in the industry for more than 17 years. Rendering excellent service, while keeping it to an affordable range for customers. D7 started small in the year 2006 but flourished over the years because of their consistency to thrive for excellence in service and creating connections with customers via engagements.
D7 Auto Service Center adds more timely and innovative equipment to provide relevant services catering to their customers' needs.
The D7 Auto Service Center, an established participant in the automotive business, is having difficulties using the existing advertising strategies to promote its services and build an online presence. Furthermore, the lack of a centralized system makes reservation management difficult and frustrating, leading to inconsistent booking practices. A web-app project is suggested as a solution to these problems in order to centralize reservations and bookings in a digital system. A reservation system, customer profiles, service galleries, reviews/feedback area, social media links, and other features will all be included in the online application. The project will adhere to the Agile development technique, considering suggestions from D7's management and clients at every stage. Results including better reservation management, higher visibility, and improved customer service are anticipated. The solution can be supported by the fact that it will allow D7 to serve consumers around the clock, organize bookings, and provide a comfortable communication platform. The project overview gives information on the project description, goals, objectives, and milestones, while the problem statement underlines the difficulties D7 is now facing.
In conclusion, the D7 Auto Service Center web-app project is suggested as a thorough solution to deal with the company's issues with advertising, online presence, and reservation management, with projected favorable consequences and alignment with SDG no. 9 on Innovation.
The D7 Auto Service Center is a well-established enterprise in the automobile industry, having served customers in Cavite, Philippines for over 16 years. Despite its long-standing presence in the market, D7 has encountered challenges in effectively promoting its services and establishing an online presence using its current advertising methods. Furthermore, the company faces difficulties in managing reservations due to the absence of a centralized system, resulting in inconsistencies and errors in recordkeeping. As a consequence, retrieving information when necessary has become inconvenient.
After the deployment of the Web-app developed for D7 Auto Service Center as an additional platform, the D7 Auto Service Center will now have an additional platform to aid in advertising their services, which also gives them increased visibility, given as an advantage amongst their competitors and to have a centralized system. Furthermore, this platform will allow a more centralized and available 24/7 reservation system and management of the reservation system, while it also extends D7’s support to their customers and potential clients.
The proposed solution recommended by the project team is to develop a comprehensive Web-App that centralizes all reservations and bookings into a digital system. This platform will facilitate convenient communication between customers and technical specialists, extending support to both existing customers and potential clients. It is anticipated that the deployment of the D7 Web-App will result in a 50% increase in customer reach within the first three months, leveraging the platform's features and functionalities.
Integrating the new Web-App project with the existing system of D7 Auto Service Center will enable the business to expand its customer base and improve service delivery. This is in contrast to the current manual and labor-intensive system. The Web-App project will centralize and automate the booking and reservation process, allowing the business to serve customers round-the-clock while providing a unified platform for communication between customers and technical specialists. This will take progress of lessening to eliminating unnecessary complexities in communication, unlike the previous system with multiple contact channels. The addition of the Web-App platform will not replace the existing system, but rather enhance it by extending its capabilities and providing a more efficient and convenient customer experience.
Roles | Descriptions | Name |
---|---|---|
Project Manager | In charge of overseeing the team and ensuring the project is planned, executed, and tasks are completed successfully & on time. |
Andre Viernes |
Product Owner | Guides and supports team members to successfully complete the project within the given constraints. |
Dan Michael Alfaras |
Web Developer | Works closely with the Product Owner. In charge of designing, coding, testing, and implementing the project that the team is working on. |
Alyssa Garcia |
Data Administrator | In charge in managing, monitoring and maintaining the database. | John Zenon Coquia |
Project Coordinator | In charge of coordinating communication and documentation, organizing meetings, managing schedules, and ensuring that participants and roles are defined for the business case and throughout the project. |
Francesca Erin Camino |
Project Coordinator Assistant | Works closely with the team’s secretary, providing administrative support to the team and assisting in the coordination of team activities. |
Darrell Royce Lazala |
The D7 Auto Service Center is facing multiple challenges in their business operations. Firstly, their current advertising and online presence on Facebook, their sole platform for promotions, is struggling due to limitations in customer reach caused by the platform's ever-changing algorithm. This hinders their ability to effectively promote their services and engage with potential customers, especially in a highly competitive online market.
Secondly, D7 Auto Service Center is facing difficulties in managing and keeping track of customer reservations. Customers use various channels such as Gmail, mobile text, Facebook Messenger, and walk-ins to make reservations, resulting in a lack of centralized system for recording and managing bookings. This leads to inconsistencies, errors, and time-consuming manual collation of data from different channels, which affects their customer service and revenue potential.
Lastly, the COVID-19 pandemic has intensified the online competition for D7 Auto Service Center, making it even more challenging to attract and retain customers. They need innovative solutions to improve their online presence, customer engagement, and reservation management to stay competitive in the market and enhance their overall business performance.
These challenges highlight the need for a comprehensive solution that can address D7 Auto Service Center's advertising and online presence issues, streamline their reservation management process, and provide additional features to enhance customer engagement.
The proposed project for D7 Auto Service Center will make significant improvements to organizational processes, tools, hardware, and software. A centralized reservation and management system will be implemented to eliminate difficulties and errors in recordkeeping caused by the current system. This will result in improved accuracy and efficiency in managing reservation logs and record keeping, reducing manual collation efforts, and enhancing overall customer service. Additionally, the project will provide an extended communication platform for customers and specialists through the web-app, allowing for seamless and efficient communication for inquiries, clarifications, and updates. This will lead to increased customer engagement and satisfaction and improved communication within the organization for more effective service delivery. The project may also create new roles or modify existing ones to align with the new system, such as assigning a designated team or individual to manage and oversee reservations. Overall, the proposed project will bring about positive changes in reservation management and customer interactions within the organization.
D7 Auto Service Center will have an implemented customized software solution designed for their business, involving configuration of the software to meet their unique needs and close collaboration with the project team for smooth deployment and integration. Future data collected upon usage of the web-app including customer profiles, service history, inventory records, and financial transactions, will be uploaded to the new system, validated for accuracy and integrity, and converted into compatible formats. Technical requirements and potential obstacles will be addressed by the project team, ensuring a smooth and seamless data processing, resulting in improved customer service, streamlined business processes, and enhanced decision-making capabilities through effective access and leverage of historical customer data.
The project will focus on developing a web-app platform using modern web development technologies for D7 Auto Service Center. This platform will serve as an additional online presence, alongside their existing Facebook page, and will include features such as a reservation system, customer profiles, service gallery, reviews/feedback section, social media links, 360° virtual tour, and service listing. The project team will follow an Agile development methodology to ensure continuous improvement and adaptability, incorporating feedback from D7's management and customers throughout the development process. Thorough testing will be conducted before deployment, and support will be provided during the initial phase. The purpose of the project is to expand D7's online presence, improve reservation management, and enhance customer engagement, aligning with SDG (Sustainable Development Goals) no. 9 on Innovation. The web-app platform will be a valuable marketing and management tool for D7, providing added convenience and value for their customers.
Below are the specific goals and objectives that the project aims to achieve:
• To increase customer reach by up to 50% within the first three months of deployment of the web-app by leveraging an additional online platform.
• To develop a centralized system for D7 to manage the bookings of their customers and allow their customers to request reservations 24/7.
• To extend the Auto Service Center’s support for their customers, as well as potential customers, through an environment where both customers and D7 specialists can converse.
The project's success will be measured using key performance indicators (KPIs) that will gauge its performance and outcomes in relation to key resources, processes, or services. The following KPIs will be used to assess the project's performance:
• Timeline adherence: The project team will monitor and track the project's progress in meeting its timeline milestones and deadlines. This will ensure that the project is progressing as planned and will help identify any potential delays or issues that may arise during the project execution.
• Budget management: The project team will closely monitor the project's budget to ensure that it remains within the approved budgetary limits. Any variances will be identified and addressed promptly to prevent cost overruns and maintain financial accountability.
• Quality control: Quality control measures will be implemented throughout the project to ensure that deliverables meet the predefined quality standards. This may include regular reviews, inspections, and testing of project deliverables to ensure they are of the expected quality.
• Stakeholder satisfaction: The project team will assess stakeholder satisfaction through feedback mechanisms, surveys, and regular communication channels. This will provide insights into stakeholders' perceptions of the project's progress and outcomes and allow for any necessary adjustments to meet their expectations.
• Resource utilization: The project team will monitor the utilization of key resources, such as personnel, equipment, and materials, to ensure that they are efficiently and effectively utilized. This will help identify any inefficiencies or resource constraints and take appropriate actions to optimize resource utilization.
• Process efficiency: The project team will assess the efficiency of project management processes and methodologies employed throughout the project. This may include measuring the effectiveness of project planning, risk management, communication, and decision-making processes, among others. Any identified gaps or bottlenecks will be addressed to improve overall process efficiency.
• Project outcomes: The project team will evaluate the project's outcomes against the predefined project objectives and deliverables. This may include measuring the completion of project deliverables, achievement of project milestones, and realization of expected benefits and outcomes.
Regular monitoring, tracking, and reporting of these KPIs will provide insights into the project's performance and outcomes and enable the project team to take timely corrective actions, if needed, to ensure project success
The following list includes the project’s preliminary assumptions:
• The development team has the technical knowledge and proficiency required to successfully complete the project in accordance with the specifications.
• The client has provided clear and concise project requirements, and the development team has a thorough understanding of these requirements.
• The project budget and timeline are reasonable and realistic considering the scope of work involved.
• The hardware and software infrastructure required for the development and deployment of the web-app is available and can meet the project’s needs.
• The client is committed to providing timely feedback and approvals during the development process to ensure smooth progress and timely decision-making.
• The web-app will undergo comprehensive testing before deployment to ensure that it meets all functional and non-functional requirements and is of high quality.
• The development team will use an Agile project management approach to ensure effective project execution by providing flexibility and adaptability to changing requirements and conditions.
• Any project-related legal or compliance obligations are acknowledged, and they will be followed throughout the project's duration.
• The project team has access to the necessary resources, tools, and technology required for the project's successful completion.
Throughout the project, these assumptions will be reviewed and updated often to maintain their accuracy and relevance and to proactively address any changes or inconsistencies that might influence the project's success.
The project constraints for the project are as follows:
1. Time Constraint: The project must be completed within the duration of the PBL course, and any other extension must be approved by the subject adviser.
2. Budget Constraint: The project must be completed within the approved budget, which is allocated by the project sponsor.
3. Manpower Constraint: The project team consists of 6 members, and no additional member can be added to the team without approval from the subject adviser.
4. Resource Constraint: The project team must use resources efficiently and effectively to ensure that the project is completed within the time and budget constraints.
5. Communication Constraint: The project team must communicate effectively and with the project sponsor for any changes to the project scope, schedule, budget, etc.
6. Quality Constraint: The project deliverables must meet the agreed-upon quality standards, and any deviations from these standards must be approved by the subject adviser, project panelist(s), and project sponsor.
Below are the major milestones of the project:
• Project Planning: In this milestone, the project team meets the client and defines project goals, scope, limitation, requirements, timeline, risks, and assumptions. This includes identifying the client's needs and expectations, determining the project's objectives and deliverables, and identifying potential challenges that may arise.
• Analysis and Design: the project team analyzes the project requirements and designs a solution that meets the client's needs, which may involve creating use cases, wireframes, prototypes, UML diagrams, and system design documents.
• Development: In this milestone, the project team started developing the web-app with the chosen programming languages and tools identified during the previous Analysis and Design milestone.
• Testing: In this milestone, the project team conducts diverse types of testing to ensure the web-app works as expected. This includes system testing to test the system, acceptance testing to ensure the system meets the client's requirements, etc. The team also identifies and fixes any issues discovered during testing.
• Deployment: In this milestone, the project team makes the solution accessible to end users by deploying it to the production environment and configuring the necessary infrastructure, including servers, databases, and networking.
The D7 Auto Service Center project’s strategic alignment will adhere to the objectives set for the company. We can ensure that the project contributes to the long-term success of the organization.
D7 Auto Service Center aims to become a trusted and leading provider of automotive repair and maintenance services in the local market.
By leveraging the additional platform through effective procedures that will accelerate the operations of the service center, increase customer service, and raise overall service quality, the project is in line with this objective. The project will assist D7 Auto Service Center build a reputation for reliability, professionalism, and high-quality service by streamlining the service delivery process and assuring prompt and accurate contact with clients, which will help the business achieve long-term success.
Furthermore, D7 Auto Service Center aims to continually innovate and adapt to the evolving needs of customers and the automotive industry.
Advanced diagnostic tools, effective appointment scheduling, and digital record-keeping systems are all implemented as part of the project to boost the capabilities and productivity of the service center. The project will help D7 Auto Service Center remain competitive in the fast-paced automotive service sector and meet changing client expectations by keeping up with the most recent advancements in automotive technology and service trends.
In addition, D7 Auto Service Center is committed to achieving high customer satisfaction and loyalty through exceptional service and support.
By introducing effective workflow procedures, cutting down on service wait times, and enhancing customer communication regarding service status and price estimates, the project is in line with this objective. The project will boost customer satisfaction and loyalty by providing exceptional customer service and fostering long-lasting connections with customers. This will lead to repeat business and helpful recommendations from others.
Overall, the D7 Auto Service Center project's strategic alignment with the organization's objectives of becoming a reputable and innovative provider, ongoing innovation, and customer satisfaction shows how the project supports the company's long-term success and justifies the investment in the project.
The Cost Benefit Analysis of the project was determined through four parts those being:
Costs Determined:
The costs determined for the project is divided into:
Direct Costs:
• Labor Costs
• Transportation Allowances
• Food Allowances
• Contingency Cost
• Deployment of Web-App
Indirect Costs:
• Office Space Rental
• Electricity
• Internet Service
• Software
• Contingency Cost
• Water
• Software Used
• Devices Used
• Peripherals
Calculated/Estimated Benefits:
Under the researched information for the objectives, it is stated that the increase in sales after deploying the additional platform (web-app) can rise to 50%. Within the first three months of deployment. Due to confidentialities with regards to the current earnings of D7 Auto Service Center, it is hereby backed up instead with the information provided to the Elite Four, in which as per the interview with the client, one service rendered, is enough to pay for the annual hosting of the web-app.
Alternatives:
The alternative idea for the Cost Benefit Analysis (CBA) of this project, is to have it deployed in a web hosting service provider with much wider time of free hosting, and more benefits; but the Elite Four is yet to find a better alternative hosting service provider than that of AWS (Amazon Web Services).
Report and Plan Action:
Once settled and approved of, regarding the costing that will be rendered for the webhosting services, the Elite Four uploads the project to AWS for it to be launched and announced for the business accordingly. Reports and receipts will also be delivered to D7 Auto Service Center so it may be liquidated correspondingly.
D7 has always done business in the automotive industry utilizing traditional logbooks and perform face-to-face transactions for over 16 years. Over these years, the business recently acquired an online platform, (Facebook) because of the pandemic, however, they struggled with its online presence, statistics, and the lack of functionality in their present system, including their reservation system. To solve these issues, the D7 Auto Service Center Web-App project was developed by the Elite Four of BSIT-MI 201. The project will offer improved technological solutions by introducing a new platform, giving the company greater flexibility to display their services and offers, comprehensive statistics, and a new reservation system
The D7 Auto Service Center Web-App was developed to help D7 have an additional platform, which aims to have a more user-friendly interface, allowing clients to access the company's services and offers more easily. To further understand the needs of the business it is categorized into the following:
• The need to leverage an additional platform to increase customer reach.
• Development of a centralized system to efficiently manage bookings.
• Increase customer interactions.
The business objective for the subject is listed below:
• Achieve a 50% increase in customer reach within the first three months of launching the web-app by utilizing an additional online platform.
• Implement a centralized booking system for D7 to manage customer bookings and enable customers to request reservations 24/7.
• Enhance the Auto Service Center's customer support by creating a platform where both customers and D7 specialists can communicate and interact.
The D7 Auto Service Center Web-App will allow the company to have more control of marketing their business and laying out their new platform. This project will use today’s technology as a web application, integrated with features such as a reservation system, statistics, and security. All the company’s current system will not be terminated, but will be improved, and merged with the new platform.
• To increase customer reach by up to 50% within the first three months of deployment of the web-app by leveraging an additional online platform.
• To develop a centralized system for D7 to manage the bookings of their customers and allow their customers to request reservations 24/7.
• To extend the Auto Service Center’s support for their customers, as well as potential customers, through an environment where both customers and D7 specialists can converse.
The success of this project and its criteria will be determined under the completion of features being implemented, to be complete, and fully working throughout the platform's usage.
The success of this project and its criteria will be determined under the completion of features being implemented, to be complete, and fully working throughout the platform's usage.
For this project to succeed, it must adhere to the set of conditions below:
• The D7 Auto Service Center Web-App should be tested by the assigned team prior to deployment.
• The project must be implemented without interfering with the usual business operations of the company.
As the project advances, further specifications may be introduced as needed with the client authorization. Requirements may be altered an indefinite number of times due to project’s nature being that of Agile Scrum.
The project constraints for the project are as follows:
1. Time Constraint: The project must be completed within the duration of the PBL course, and any other extension must be approved by the subject adviser.
2. Budget Constraint: The project must be completed within the approved budget, which is allocated by the project sponsor.
3. Manpower Constraint: The project team consists of 6 members, and no additional member can be added to the team without approval from the subject adviser.
4. Resource Constraint: The project team must use resources efficiently and effectively to ensure that the project is completed within the time and budget constraints.
5. Communication Constraint: The project team must communicate effectively and with the project sponsor for any changes to the project scope, schedule, budget, etc.
6. Quality Constraint: The project deliverables must meet the agreed-upon quality standards, and any deviations from these standards must be approved by the subject adviser, project panelist(s), and project sponsor.
The following list includes the project’s preliminary assumptions:
• The development team has the technical knowledge and proficiency required to successfully complete the project in accordance with the specifications.
• The client has provided clear and concise project requirements, and the development team has a thorough understanding of these requirements.
• The project budget and timeline are reasonable and realistic considering the scope of work involved.
• The hardware and software infrastructure required for the development and deployment of the web-app is available and can meet the project’s needs.
• The client is committed to providing timely feedback and approvals during the development process to ensure smooth progress and timely decision-making.
• The web-app will undergo comprehensive testing before deployment to ensure that it meets all functional and non-functional requirements and is of high quality.
• The development team will use an Agile project management approach to ensure effective project execution by providing flexibility and adaptability to changing requirements and conditions.
• Any project-related legal or compliance obligations are acknowledged, and they will be followed throughout the project's duration.
• The project team has access to the necessary resources, tools, and technology required for the project's successful completion.
Throughout the project, these assumptions will be reviewed and updated often to maintain their accuracy and relevance and to proactively address any changes or inconsistencies that might influence the project's success.
The D7 Auto Service Center Web-App will include the design, creation, testing, and delivery of the new platform for the business. The project team will manage all hardware, software, and clients. All the development process will be carried out in a manner that is separate from regular business activities, and all testing will be done in the work area only. The project manager will oversee all project funding up to and including the funds allotted in this agreement. The project sponsor must consent before receiving any further funding.
The risks that were identified for the D7 Auto Service Center were identified. Rest assured that the Elite Four team will determine workable solutions for the identified risks that the project poses:
• Data breach through the database of the D7 web-app which concerns its security in the online presence.
• Bugs within the web-app may cause system down-time and delays in the online reservation which pertains to the technical risks that arise concerning the web-apps availability and absence.
• The uncertainty of the web-app creating more sales through the web-app is also an identified business risk for the project since this will cost D7 Auto Service Center to spend money for the web-app's web hosting and maintenance.
The following deliverables must be met upon the successful completion of the D7 Auto Service Center Web-app. Any changes to these deliverables must be approved by the project sponsor:
• Fully deployed web-app.
• Technical documentation for the solution.
• Recommendation list for future upgrades/enhancements for the solution.
The project Summary Milestone Schedule is presented below. As requirements are more clearly defined this schedule may be modified. Any changes will be communicated through project status meetings by the project manager.
Project Milestone | Start Date | End Date |
---|---|---|
Planning | March 3, 2022 | June 27, 2022 |
System Analysis & Design | August 15, 2022 | November 11, 2022 |
Development | November 23, 2022 | March 22, 2023 |
Deployment | March 23, 2023 | June 28, 2023 |
Close Out | June 27, 2023 | June 29, 2023 |
Success for the D7 Auto Service Center Web-app project will be achieved when a fully tested web-app, and all technical documentation, is fully deployed throughout the company within the time and cost constraints indicated in this charter. Additionally, this measure of success must include a recommendation list for future recommendations for upgrades/enhancements, as we approach this solution to also be secured to prevent/minimize future threats. Success will be determined by the Project Sponsor, Ms. Anne Sydney Simpelo, who will also authorize project completion.
Andre O. Viernes is assigned Project Manager for the D7 Auto Service Center Project. Mr. Viernes’s responsibility is to manage all project tasks, scheduling, and communication regarding the D7 Auto Service Center project. His team consists of two developers, one product owner, and one product stakeholder from BSIT-MI 201. Mr. Viernes will coordinate all resource requirements through the subject course adviser, Prof. Manuel Sebastian Sanchez.
The Stakeholder Management Strategy for D7 Auto Service Center Web-App aims to identify, connect, and manage stakeholders successfully throughout the project's lifecycle so that clear and concise communication between the Elite Four and the client is possible. Effective stakeholder management will be essential for the project to be successful. It helps in gaining support and anticipating any conflicts or roadblocks. This strategy describes the primary goals for managing stakeholders throughout the project's lifecycle.
In identifying the stakeholders, the team will conduct a brainstorming session for the team to do this matter. The team’s brainstorming session will revolve around the idea of the question “Will the person or their organization be directly or indirectly affected by this project?” This will help the team identify and determine the stakeholders for the D7 Auto Service Center Web-App Project.
The key stakeholders in this D7 Auto Service Center Web-app project are the D7 Marketing Team, D7 Customers, and the project sponsor, Ms. Anne Sydney Simpelo, as they are required to have constant communication about the project for it to reach the desired state, functionalities, and completion. Consistent communication with the marketing team, customer and the project sponsor will be the key stakeholders so that the desired features of the project that is to be implemented, and so shall it be discussed in detail and to its feasibility, and contingencies to any issues that may arise.
The D7 Auto Service Center Web-App Project stakeholders were identified through understanding, analyzing, and categorizing the internal and external users. The main purpose of this analysis is to establish the level of influence and power of each stakeholder has over the project, strategy the management approach for each stakeholder, and determine the appropriate levels of communication and participation for each stakeholder.
The table below summarizes the project's stakeholders, showing those with a high or low level of interest and power in the development process.
Name | Position | Internal/External | Project Role | Contact Information |
---|---|---|---|---|
Anne Sydney R. Simpelo | CEO | Internal | Project Sponsor | [email protected] |
D7 Marketing Team | Team for Marketing Operations | External | External Users of the system | [email protected] |
D7 Customer | Customer | External | External Users of the system |
Throughout the D7 Auto Service Center Web-App life cycle, the scope of the work will be defined, validated, regulated, and verified according to the guidelines in the scope management plan. The scope management plan’s goal is to guarantee that the project stays on course and fulfills its intended scope within the set timetable and budget.
To create the scope management plan for the D7 Auto Service Center, the team will apply the five-step process of Project Scope Management, which includes collecting requirements, defining scope, creating a WBS (Work Breakdown Structure), verifying scope, and controlling scope.
1) Collect Requirements - The team will be defining and documenting the requirements necessary to achieve the project objectives. Both the project charter and stakeholder registration will serve as the foundation for the collection of requirements, which will also enable the team to define requirements, discuss details associated with achieving each requirement, and clarify them through interviews and follow-up discussions. To ensure that the project's execution phase can measure the requirements, they will be meticulously recorded. As part of establishing the project scope, the documentation produced during this step will also be used as input.
2) Define Scope and User Stories – Based on the requirements gathered in the collection process, the project scope is defined in detail. This process includes creating the scope statement, developing the project charter, and identifying the deliverables and requirements for each work deliverable.
3) Create a Work Breakdown Structure (WBS) - With the help of a WBS, the project scope is segmented into smaller, more manageable work packages. This is utilized to facilitate the project team's ability to effectively manage the project by breaking down the scope into comprehensible components. The resulting WBS visually represents the scope of the project and makes it more accessible to all team members.
4) Verify Scope - In this step, the project deliverables are examined and validated to make sure they adhere to the specifications outlined in the project scope statement. This step helps ensure that the project progresses according to schedule and that the project deliverables satisfy stakeholders' demands.
5) Control Scope - Throughout the project's lifecycle, this phase requires monitoring and regulating changes to the project's scope. This includes the team handling scope adjustments and any scope creep that might happen while the project is being carried out.
1. Authority and Responsibility for Scope Management:
The Project Manager, Andre O. Viernes, has the primary authority and responsibility for scope management, while the Project Sponsor, Anne Sydney Simpelo, will provide support and guidance as needed to complete the project within its given scope and period.
2. Scope Definition:
To accurately define the project scope of the project, the Elite Four team will use several documents to define this matter, and these are but might not be limited to: the Scope Statement, Statement of Work, Work Breakdown Structure, WBS Dictionary, and other relevant materials that will provide a detailed understanding of the project's scope, its objectives, requirements, and deliverables.
3. Scope Measurement and Verification:
To clearly identify the project’s measurement and verification it will be measured through the following:
• Success Criteria – These criteria will be used to determine if the scope of work is within line and to also measure the project's completion within its scope.
• Project Sponsor Approval – The pivotal approval of the project sponsor of the project will be the means of verification whether the project being developed was not any less nor exceeded its scope as intended within the premises of the project sponsor’s recommendations, approval, and restrictions.
4. Scope Change Process:
The project manager, Andre O. Viernes, as well as all the other team members, have the authority to change the project's scope as much as necessary, and accordingly. However, before making any modifications by any means, the project manager together with the team will consider the possible impacts on the project's schedule, budget, and other factors and will request permission from the project sponsor, Ms. Anne Sydney Simpelo to push through any changes that will be made to the project.
5. Acceptance of Final Project Deliverable(s):
The final project deliverable must be accepted, and the project scope must be approved by the project sponsor, Anne Sydney Simpelo. Andre O. Viernes, the project manager, will ensure that all project deliverables have been completed in line with the scope statement and that the Project Sponsor is fully notified of any changes made throughout the project. To guarantee that all project deliverables fulfill the acceptance criteria and receive final approval, the project manager will also collaborate closely with the project sponsor.
The roles and responsibilities of the team are as follows:
Roles | Who | Responsibilities |
---|---|---|
Project Manager | Andre Viernes | In charge of overseeing the team and ensuring the project is planned, executed, and tasks are completed successfully & on time. |
Product Owner | Dan Michael Alfaras | Guides and supports team members to successfully complete the project within the given constraints. |
Web Developer | Alyssa Garcia | Works closely with the Product Owner. In charge of designing, coding, testing, and implementing the project that the team is working on. |
Database Administrator | John Zenon Coquia | In charge of managing, monitoring, and maintaining the database. |
Project Coordinator | Francesca Erin Camino | In charge of coordinating communication and documentation, organizing meetings, managing schedules, and ensuring that participants and roles are defined for the business case and throughout the project. |
Project Coordinator Assistant | Darrell Royce Lazala | Works closely with the team’s secretary, providing administrative support to the team and assisting in the coordination of team activities. |
Project Sponsor/Stakeholder | Anne Sydney Simpelo | In charge of providing the necessary resources for the project, defining the project's objectives, monitoring its advancement, and ensuring its success in achieving its objectives and delivering business value. |
The project’s scope definition will be comprised of where the project is limited to, and what it is intended to do, followed by the approval of the project sponsor, and compliance within the requirements of the Project-Based Learning (PBL) of the Elite Four. These were identified to be:
• Creation of the Web-App as an additional online presence for D7 Auto Service Center
• Creation of a booking system that will allow D7 Auto Service Center to manage bookings online made in the web-app and customers to request bookings 24/7 (except when system downtime occurs.)
• Implementation of helpful features that will allow D7 Auto Service Center to promote rapport with their customers
The scope is subject to change if either the team or the project sponsor made agreements regarding changes, as the project follows an Agile methodology, which may have or pose changes during the project’s development phase and/or its entire cycle.
The D7 Auto Service Center Web-app project will be limited to creation of an additional platform for D7 that will extend their online presence, as well as creation of a booking system that allows D7 and their customers to manage and make reservations, respectively.
The Product Acceptance Criteria for the client’s receivable project are as follows:
1. All the needed documents are completed and approved by the project sponsor and subject adviser to proceed to the phases of the project.
2. The development team has completed all the features and functionalities as per the product backlog and has ensured there are no bugs or problems (at least before deployment).
3. The Web-App deployment was successfully completed by D7 Auto Service Center, indicating the application is ready to be used by end-users.
4. During the User Acceptance Testing, users have provided positive feedback about the Web-App, indicating that the application meets their requirements and is user-friendly.
5. The personnel of D7 Auto Service Center including that of the owner and the project sponsor is taught of how the web-app is and will be used for the business itself.
The deliverables of the project will be as follows:
1. A fully working web-app for D7 Auto Service Center
2. A fully working online booking system, a feature of the web-app.
3. A manual that will provide instructions on how the web-app will be used.
4. A documentation of the project’s product backlog, set of features, and agreed scope, its records, approvals, and other pertinent documents that is within the scope of the Elite Four’s documentation.
The project exclusions for the project are as follows:
1. No work will be done for support after the web-app's initial release and launch.
2. The creation of content, including text, images, and videos, is not part of the project scope and is under D7’s control.
3. Legal or regulatory compliance work, such as obtaining licenses, permits, or certifications, as well as payments for the deployment is beyond the project's scope.
4. Bug fixes or troubleshooting beyond the web-app's initial release are not included in this project.
5. Optimization of the web-app's performance beyond the initial is not part of the project scope.
6. Any work related to backup and restoration procedures is not part of the project scope.
The project constraints for the project are as follows:
1. Time Constraint: The project must be completed within the duration of the PBL course, and any other extension must be approved by the subject adviser.
2. Budget Constraint: The project must be completed within the approved budget, which is allocated by the project sponsor.
3. Manpower Constraint: The project team consists of 6 members, and no additional member can be added to the team without approval from the subject adviser.
4. Resource Constraint: The project team must use resources efficiently and effectively to ensure that the project is completed within the time and budget constraints.
5. Communication Constraint: The project team must communicate effectively and with the project sponsor for any changes to the project scope, schedule, budget, etc.
6. Quality Constraint: The project deliverables must meet the agreed-upon quality standards, and any deviations from these standards must be approved by the subject adviser, project panelist(s), and project sponsor.
The following list includes the project’s preliminary assumptions:
• The development team has the technical knowledge and proficiency required to successfully complete the project in accordance with the specifications.
• The client has provided clear and concise project requirements, and the development team has a thorough understanding of these requirements.
• The project budget and timeline are reasonable and realistic considering the scope of work involved.
• The hardware and software infrastructure required for the development and deployment of the web-app is available and can meet the project’s needs.
• The client is committed to providing timely feedback and approvals during the development process to ensure smooth progress and timely decision-making.
• The web-app will undergo comprehensive testing before deployment to ensure that it meets all functional and non-functional requirements and is of high quality.
• The development team will use an Agile project management approach to ensure effective project execution by providing flexibility and adaptability to changing requirements and conditions.
• Any project-related legal or compliance obligations are acknowledged, and they will be followed throughout the project's duration.
• The project team has access to the necessary resources, tools, and technology required for the project's successful completion.
Throughout the project, these assumptions will be reviewed and updated often to maintain their accuracy and relevance and to proactively address any changes or inconsistencies that might influence the project's success.
The WBS is used to break down the project scope into smaller, manageable deliverables that are tracked throughout the project's life. While, the WBS Dictionary provides a detailed description of each deliverable, including its scope, timeline, cost, and quality requirements. The WBS created for the project is shown on the figure below:
To adhere to the scope and specifications listed in the scope management plan, the scope verification process will be carried out. The project team will collaborate with the client and other key parties to guarantee that all needs have been met, and a precise checklist will be prepared for the acceptance requirements for each deliverable. Any deviations from the scope management plan will be noted and dealt with in consultation with the appropriate parties. The project team will receive formal sign-off from the client after confirming and accepting all deliverables before proceeding to the next stage.
Within the project’s scope control, is the planning of the project itself, the system analysis and design of the project, the preparation and development of the project, and the deployment of the web-app.
This project will be under control during the PBL or Project Based Learning of the Elite Four team. The Elite Four will not be in control of any actions that the project sponsor and D7 personnel will make upon release of the web-app to the webhosting service.
Any changes that will be made after deployment, may it be through the services, and the other features of the web-app, and cancellation of the webhosting, is not under the control of the Elite Four, but under the control of D7 Auto Service Center and their personnel.
The Cost Management Plan for the D7 Auto Service Center Web-App project is created to properly address any issues or budget constraints to be covered, relevant, and associated with the project are efficiently liquidated, and managed throughout the project’s lifecycle. The plans of costing made through the document will be outlining the standards costing of the project as it is measured, recorded, and managed.
Cost Management Responsibilities:
• The Project Manager, Andre O. Viernes, will be responsible for the overall cost management of the project for D7 Auto Service Center and will be the first line of contact for all cost-related issues with the Stakeholder.
• The Documentation Team will be responsible for monitoring and recordkeeping of project costs to ensure that the costs will be within the scope of the approved budget.
Cost Change Approval:
• The cost changes that will be made during the project’s lifecycle must be approved by the Project Manager, and discussed with the stakeholder before they are implemented.
• Costs that will be rendered are to be recorded monthly and will be measured and reported monthly.
Cost Measurement & Reporting:
• The reports regarding the costs are to be presented to the Project Sponsor, and he/she must be given a copy of these reports.
Budget Format and Standards:
• The breakdown of the budget, together with the expenses are to be presented using Microsoft Excel to the Project Sponsor.
• The budget will be divided accordingly. It will be divided into individual items as per its cost, together with the computed costing of each item listed.
• Any changes rendered or applied for the project’s monthly reports are to be highlighted.
The cost management approach for the D7 Auto Service Center shall be adherent to the principles:
a) Clear and concise cost definitions:
- The Elite Four team will update and report the pertinent definition of each costing to the project stakeholders. The definition of costs relevant to the project such as, labor, equipment, maintenance, allowances, and contingencies shall be of transparency to the stakeholders.
b) Budget development and tracking:
- Through utilization of Microsoft Excel, the project budget will be updated, recorded, and tracked throughout the project’s entire lifecycle.
c) Cost estimates:
- The Elite Four team will define the cost estimates, based on actual labor costs, allowances, researched carefully, and in the scope of the provided budget for the said project.
d) Cost variance analysis:
- A variance analysis will also be done to identify over-expenditure and/or accumulated savings from the reported costs.
e) Cost management roles and responsibilities:
- The roles and responsibilities of each team member will be well disseminated, with regards to costs, constraints, and the likes.
f) Approval process for changes:
- A formal process for approving changes from the project manager and the project stakeholders will be made to have transparency with the changes being made.
g) Reporting and Communication:
- Cost Reports generated through Microsoft Excel will be shared and reported to the project stakeholders.
The Measuring of the Project Costs Plan for the D7 Auto Service Web-App will include and detailed and calculated approach for the measurement of the projected project costs using EVM (Earned Value Management). This will involve and need various Earned Value metrics like:
The BCWS (Budget Cost of Work Schedule) or PV (Planned Value)
Measures the costs of the work that is budgeted and that is planned to be completed at a specific point in time. This is needed and required for the computation SPI (Schedule Performance Index).
Example computations:
To calculate the BCWS (Budget Cost of Work Schedule) or PV (Planned Value), we need to multiply the planned percentage of the completed work by the project budget, and you will get the Planned Value.
Planned Value (PV) = (Planned % Completed) X (Project Budget) Planned Value (PV) = 30% X (PHP 100,000) = 0.3 X (PHP 100,000) = PHP 30,000
Therefore, the project’s Planned Value (PV) is PHP 30,000.
Reference: [1]
BCWP (Budgeted Cost of Work Performed) or EV (Earned Value)
Measures the budgeted costs of the work that has been completed at a specific point in time. This is needed and required for the computation of SPI (Schedule Performance Index) and the CPI (Costs Performance Index).
Example computations:
To calculate the BCWP (Budgeted Cost of Work Performed) or EV (Earned Value), we need to multiply the Actual percentage of the completed work and multiply it by the project budget.
Earned Value (EV) = % of Completed Work X (Project Budget) Earned Value (EV) = 40% X (PHP 100,000) = 0.4 X (PHP 100,000) = PHP 40,000
Therefore, the project’s Earned Value (EV) is PHP 40,000.
Reference: [1]
ACWP (Actual Cost of Work Performed) or AC (Actual Cost)
Measures the actual costs incurred for the works that have already been completed at a specific point in time and schedule. This is needed for the computation of CV (Cost Variance) and CPI (Cost performance index)
Example computations:
The Actual Cost is the amount of money that has been spent so far. For example, if PHP 70,000 has been spent so far; Hence, the project’s Actual Cost (AC) is PHP 70,000.
Reference: [1]
The metrics above will be used to perform Costs Variance Analysis (CV), Schedule Performance Index (SPI), and lastly the Cost Performance Index (CPI) to measure the project’s cost performance throughout the project lifecycle.
To help with capturing and recording these metrics, the team will use various project management software that can track, record, and generate reports on these EVM metrics overtime or in real-time. The software must also be capable of making future forecasts of the project costs as it will be used to review costs performance overtime, across work packages or schedule activities.
Cost Variance (CV)
Measures the difference between the actual costs of the project and the planned costs. This is calculated by subtracting the actual costs from the Actual costs (EV – AC).
Example computations:
To calculate the Cost Variance (CV), we need to subtract the Actual Cost (AC) from the Earned Value (EV).
Cost Variance (CV) = Earned Value (EV) - Actual Cost (AC) Cost Variance (CV) = PHP 40,000 – PHP 70,000 = PHP -30,000
The project’s Cost Variance (CV) is PHP –30,000, and since it is negative, we are over budget.
Reference: [2]
Schedule Performance Index (SPI)
Measures the project's schedule performance ratio by calculating the planned schedule and comparing it to the actual schedule. The ratio is calculated by dividing the EV to the PV. The ratio that will be resulted will be compared, If it is a value of 1 this will indicate that the project is on schedule, while the ratio that will be resulted in a value that is less than 1 indicates that the schedule is behind, While a value that is over 1 show that the project is ahead of schedule.
Example computations:
The formula to calculate the Schedule Performance Index (SPI) is given below:
Schedule Performance Index (SPI) = Earned Value (EV) / Planned Value (PV) Schedule Performance Index (SPI) = PHP 40,000 / PHP 30,000 = 1.333
Since the Schedule Performance Index (SPI) is above 1, the project is ahead of schedule.
Reference: [3]
Cost Performance Index (CPI)
Measures the project’s cost performance by calculating the actual costs to the planned costs of the project. This Index is calculated using this formula (CPI = EV / AC). Like the SPI the CPI also uses ratio in determining if the project is over budget, under budget, or right in budget.
Example computations:
The formula to calculate the Cost Performance Index (CPI) is given below:
Cost Performance Index (CPI) = Earned Value (EV) / Actual Cost (AC) Cost Performance Index (CPI) = PHP 40,000 / PHP 70,000 = 0.571
Since the Cost Performance Index (CPI) is less than one, the project is over budget.
Reference: [3]
The Cost Management Plan makes sure the project costs are as effectively managed and controlled as possible throughout its project’s lifecycle. By utilizing EVM metrics and calculations. These metrics and calculations help in getting insight and identifying the areas where the project performance health is. And if the project is underperforming it will show it to the project team for them to take appropriate actions on fixing it and bring the project right on schedule and track.
The reporting format that would be best suited for the cost management plan of the D7 Auto Service Web-App should be a detailed and comprehensive spreadsheet or table, preferably in Microsoft Excel or something similar. Detailing the relevant cost information like project budget, actual cost, projected costs, and any variances or discrepancies and any relevant information should be included in this format.
The format should be easy to understand and be accessible to all stakeholders, the project team, and the project management.
Additionally, the format should include the following in its element for the cost management plan for the D7 Auto Service Web-App.
1. Cost Management Summary
This is an overview of the cost management plan, including the approved project budget, cost variance or issues, and actions to take to correct the problem or take corrective actions towards solving cost management related concern.
2. Budget Breakdown
This part explains the rational of the budget and explains them in a detailed breakdown which identifies both direct and indirect costing together with the manpower salary.
3. Cost Variance Analysis
Analysis of the variances of the project costs between of the budgeted costs. With in-depth explanation and breakdown of the variances between them, the possible impact of them on the project, and actions to take to address these concerns.
4. Approval
This is where the project stakeholders and project manager review and approve costs management plan in the documentation.
5. Appendices
This section is for supporting and additional documentation and materials, related to the project, such as costs breakdown, meeting recordings, and forms.
The additional changes will be going through a comprehensive overview of the project’s cost management.
The Control Threshold for this project is a CPI or SPI of less than 0.8 or greater than 1.2. If the project reaches one of these Control Thresholds, a Cost Variance Corrective Action Plan is required. The Project Manager will present the Project Sponsor with options for corrective actions within five business days from when the cost variance is first reported. Within three business days of the Project Sponsor selecting a corrective action option, the Project Manager will present the Project Sponsor with a formal Cost Variance Corrective Action Plan. The Cost Variance Corrective Action Plan will detail the actions necessary to bring the project back within budget and how the effectiveness of the actions in the plan will be measured. Upon acceptance of the Cost Variance Corrective Action Plan, it will become part of the project plan and be updated to reflect the corrective actions.
The cost change control process will follow the established project change request process. Approvals for project budget/cost changes must be approved by the project sponsor and stakeholders.
1. Cost change process:
The proposed change in the costs and project budget must be communicated and approved by project stakeholder in order for the proposed change to be effective
2. Cost change approval:
The cost change will only undergo approval after it has been thoroughly reviewed and analyzed by the project sponsor and team and has been properly documented.
3. Cost change Implementation:
After the cost change for the budget has been approved it will be implemented according to the project schedule and cost breakdown.
The budget for the D7 Auto Service Center Web-App project is detailed below:
The approved budget: ₱3,034,000
The project’s duration is 331 days from Planning to Turn Over. Planning, however, will be excluded since the project will begin after the client has been confirmed.
Salary Breakdown:
Position | Salary (Daily) with an expectation of 22 working days per month, excluding holidays and days off | No. Of Days | Total |
---|---|---|---|
Project Manager | ₱1,613.00 per day | 331 | ₱533,903.00 |
Product Owner | ₱2,930.72 per day | 331 | ₱970,068.32 |
Web Developer | ₱1,498.54 per day | 102 | ₱152,851.08 |
Database Administrator | ₱1,423.045 per day | 87 | ₱123,804.94 |
Project Coordinator | ₱1,068.36 per day | 331 | ₱353,627.16 |
Assistant Project Coordinator | ₱909.09 per day | 88 | ₱79,999.92 |
Total Salary: ₱2,214,254.42 |
Costs Breakdown:
Cost Item | Computation | Cost |
---|---|---|
Direct Cost | ||
Cloud Deployment & Domain | ₱2,000 (cloud deployment) + ₱1,000 (domain) | ₱3,000.00 |
Food Allowance | 1270 days (6 members) x ₱150 (food allowance) | ₱190,500.00 |
Transportation Allowance | 1270 days (6 members) x ₱100 (transportation allowances) | ₱127,000.00 |
Contingency | ₱100,000.00 | |
Manpower | ₱2,214,254.42 | |
TOTAL: | ₱2,634,754.42 | |
Indirect Cost | ||
Utilities | ||
Internet | ₱2,500.00 x 12 months | ₱30,000.00 |
Electricity | ₱3,000.00 x 12 months | ₱36,000.00 |
Office Space | ₱10,000.00 x 12 months | ₱120,000.00 |
Water | ₱300.00 x 12 months | ₱3,600.00 |
Equipment | ||
Software Used | ₱0.00 | |
Devices Used | ₱32,000.00 x 6 (laptops) | ₱192,000.00 |
Peripherals | ₱3,000.00 x 6 (mouse & keyboard) | ₱18,000.00 |
TOTAL: | ₱399,600.00 | |
GRAND TOTAL: ₱3,033,904.42 |
The Elite Four's Schedule Management Plan was created during the project's planning phase and is progressing throughout the last phase. This plan serves as a roadmap for the project's execution and outlines the approach for managing the project schedule from start to finish throughout the project lifecycle. The plan establishes guidance and expectations for project schedule policies and procedures related to planning, development, management, implementation, and monitoring throughout the project lifecycle.
The Elite Four’s Project Schedule – Gantt Chart was created using Open Project beginning with the deliverables as identified in its Work Breakdown Structure (WBS). The project will use an instructional approach where the team will learn by actively engaging in real-world and personally meaningful projects. The team will collaborate with their peers, apply critical thinking skills, and solve complex problems while developing knowledge and skills. The team will be utilizing Agile Scrum methodology, and any necessary changes will be made as required. The project is composed of five phases, starting from planning until the maintenance phase.
The project schedule milestones are identified as follows:
Planning
- The Planning Phase is the initial phase of the project where the team prepares for identifying the requirements, estimating resources and timeline of the project, and defining the scope, objectives, and deliverables.
• Planning Phase Preparation
• Problem Identification
• Solution Deliberation
• Solution Refinement
• Solution Prototype & Documentation
Analysis & Design
- Analysis & Design phase, where the team creates a detailed plan for the project. The phase focuses on developing the project's technical requirements and detailed specifications.
• System Analysis & Design Phase Preparations
• System Analysis UML Documentation
• System Design UML Documentation
• System Analysis & Design Refinement
• System Analysis & Design Documentation
Development
- In this phase where the project's development progressed, the team has gone through these accordingly.
• Development Phase Preparation
• Initial Web-App Development
• Documentation and Planning Refinement
• Reservation and Review System Implementation
• Web-App Functionality and Features Completion (Release Plan 1 & 2)
• Support Tab and Statistics Integration
• Documentation Review and Enhancement
• System Demonstration and Improvement Implementation
Deployment
- The deployment phase is the final phase of the project, where the team ensures that the deliverables continuously meet the required quality standard. This also involves monitoring and maintaining the project's deliverables: documentation, web hosting, and cost breakdown. The team has gone through these accordingly.
• Deployment Phase Preparation
• Business Case and Stakeholder Management Planning
• Project Management Planning and Documentation
• Project Management Planning and Documentation Continued
• Integrated Project Governance and Planning
• Deployment Presentation and Feedback Collection
Close Out
- The closeout phase is the final stage of a project where all project activities are concluded, and the project is formally completed. It involves wrapping up remaining tasks, documenting project outcomes, and transitioning the project to its final state.
• Project Turn Over
• Documentations
• System Demonstration
The roles and responsibilities of Elite Four’s schedule development are as follows:
• The Project manager and Product Owner are responsible for facilitating the definition of work packages, sequencing tasks, and estimating the required duration and resources with project members. They will also create the project schedule using Project Libre and validate it with the Elite Four team, stakeholders, and the project sponsor. Subsequently, the project manager will obtain schedule approval from the project sponsor and baseline the schedule.
• The Project team will cooperate and collaborate in work package definition, sequencing, and estimating resource requirements and duration. Also, the project members will review and validate the proposed schedule and perform assigned tasks once it is approved.
• The Project sponsor will also participate in reviews of the proposed schedule and approve the final schedule before it is baselined.
The project schedule will be reviewed and updated accordingly, with actual start and finish dates and completion progress provided by team members and supervised by the project manager.
The project manager – Andre Viernes, oversees holding weekly scheduled updates/reviews. He will also determine the effects of schedule variances, request changes to the schedule and communicate the status of the schedule according to the project’s communication plan.
The project team – Elite Four members, are responsible for cooperating in weekly scheduled updates/reviews and will communicate to any changes from actual start/finish dates to the project manager and participating in schedule variance resolution activities as needed.
The project sponsor – Ms. Anne Sydney Simpelo, will remain informed of the project schedule’s status and will be reviewing and approving all schedule change requests which are submitted by the project manager.
The team can effectively manage and evaluate any proposed schedule changes, ensuring that they do not negatively impact the project's scope, schedule, or resources by following the process below:
1. If any of the Elite Four team members identifies a need for a schedule change, they should notify the project manager
2. The project manager and the team will hold a meeting to review and evaluate the proposed changes.
3. During the evaluation, the team will determine the affected tasks and any variances that may result from the potential change.
4. The team will consider alternatives or actions that may be taken to address and evaluate how they may impact the scope, schedule, and resources.
5. After the evaluation, if the project manager concludes any proposed changes will exceed the established boundary condition, a schedule change request must be submitted.
If any changes are made to the project’s scope, rest assured it is approved by the project sponsor. The project manager must evaluate the scope change's impact on the current schedule. If the project manager determines that the change will significantly affect the current project schedule, they may request a re-baselining of the schedule to reflect any necessary adjustments due to the new project scope. This request must be reviewed and approved by the project sponsor before the schedule can be re-baselined.
The Change Management Plan was created for the D7 Auto Service Center Web-App project to set expectations on how the approach to changes will be managed, what defines a change, the purpose and role of the change control board, and the overall change management process. All stakeholders will be expected to submit or request changes to the D7 Auto Service Center Web-App Project in accordance with this Change Management Plan and all requests and submissions will follow the process detailed herein.
The Change Control Board (CCB) is the approval authority for all proposed change requests pertaining to the D7 Auto Service Center Web-App Project. The purpose of the CCB is to review all change requests, determine their impacts on the project risk, and schedule, and to approve or deny each change request. The following chart provides a list of the CCB members for the D7 Auto Service Center Web-App Project:
CHANGE CONTROL BOARD ROLE | ROLE | NAME | CONTACT | RESPONSIBILITIES |
---|---|---|---|---|
Change Control Board Chair | Project Sponsor | Anne Sydney R. Simpelo | [email protected] | • Approve or deny changes. • Review impact of changes and overturn decisions. |
Change Control Board Member | Project Manager | Andre O. Viernes | [email protected] | • Determine changes made - Appeal to decision turnovers • Formulates action plans for changes |
Change Control Board Member | Product Owner | Dan Michael C. Alfaras | [email protected] | • Ensure changes are followed through • Appeal to decision turnovers |
The following are the roles and responsibilities for all change management efforts related to the D7 Auto Service Center Web-App Project:
Project Sponsor:
• Approve all changes to budget/funding allocations.
• Approve all changes to schedule baseline.
• Approve any changes in project scope.
Project Manager:
• Receive and log all change requests from project stakeholders.
• Conduct preliminary risk, cost, schedule, scope analysis of change prior to CCB.
• Seek clarification from change requestors on any open issues or concerns.
• Make documentation revisions/edits as necessary for all approved changes.
• Participate on CCB
Product Owner:
• Leading change efforts and ensuring all stakeholders are aware of the changes that will take place.
• Creating and implementing a change management plan that addresses potential resistance to change.
• Identifying and addressing potential risks and issues associated with the change.
The Change Control Process for the D7 Auto Service Center Web-App Project will follow the organizational standard change process for all projects. The project manager has overall responsibility for executing the change management process for each change request.
1) Identify the need for a change (Stakeholders) – Change requestor will submit a completed change request form to the project manager.
2) Log change in the change request register (Project Manager) – The project manager will keep a log of all submitted change requests throughout the project’s lifecycle.
3) Evaluate the change (Project Manager, Team, Requestor) – The project manager will conduct a preliminary analysis on the impact of the change to risk, cost, schedule, and scope and seek clarification from team members and the change requestor.
4) Submit change request to CCB (Project Manager) – The project manager will submit the change request and the preliminary analysis to the CCB for review.
5) Obtain Decision on change request (CCB) – The CCB will discuss the proposed change and decide if it will be approved based on all submitted information.
6) Implement change (Project Manager) – If a change is approved by the CCB, the project manager will update and re-baseline project documentation, as necessary.
To effectively monitor the progress of change requests, a specific change request status is assigned to each step, as illustrated in the table below
Status | Description |
---|---|
Submitted | A change request log submitted by any member of the Elite Four team has not yet undergone impact analysis by the Project Manager. |
In Review | Conducting an impact analysis is in progress. |
Approved | The change request has been approved and will now proceed to the implementation stage. |
Denied | The change request has been rejected. |
In Progress | The action plan for implementing the change request is currently in progress. |
Verifying | A review is being conducted to ensure proper implementation of the change request. |
Closed | The change request has been fully executed, with successful testing and the release of updates. |
The Quality Management Plan outlines the team's approach to ensuring that the D7 Auto Service Center Web-App project meets the necessary quality requirements and standards. This plan sets up the procedures, techniques, and tools that will be used to manage and control quality throughout the project lifecycle.
The Quality Management Plan for the D7 Auto Service Center Web-App project will utilize an Agile and Scrum methodology, this way, the project during its phases can be subject to change which will allow both the development team and the client to make changes as needed whenever there are certain adjustments that are needed in order to make the project tailor-fit to the requirements of the business. This method and approach will also allow the development team to carefully run through the deliverables needed and ensure that the deliveries being made are of quality and through the right practices of the chosen methodologies.
Role | Description |
---|---|
Project Manager | Establishes and supports the standards needed for the project deliverables so that it may supply satisfaction to stakeholders' needs. |
Product Owner | Ensures that the project’s features, and other necessary components pass the success criteria of the project, while supporting communication to both the project teams and the project manager. |
Development Team | Responsible for ensuring that deliverables are created and delivered on time, while these deliverables being made are of utmost quality and adhere to the success criteria and standards. |
Documentation Team | In charge of keeping all paperwork and pertinent meetings well documented and recorded. This team will also handle weekly reports, status reports, and organize the minutes of the meetings. |
Project Sponsor | The project sponsor will be part of the project’s decision making whether a feature implemented and to be deployed is thereby approved, declined, or needs changes. The project sponsor will also receive regular updates from the project manager as new features are being implemented to the project. |
The D7 Auto Service Center Web-App project must adhere to the following quality requirements and standards:
- The web application should be designed to provide a user-friendly and intuitive experience, with consistent design and layout across all pages, to ensure ease of use and efficient navigation.
- The web application must adhere to industry standards and best practices for security, performance, and scalability to ensure a secure and reliable system.
- Thorough testing and validation should be conducted throughout the development lifecycle to ensure that the web application meets all client requirements and specifications and to find and address any defects or issues.
- The web application should be compatible with all major web browsers for desktop to ensure a consistent and seamless user experience.
- The design of the web application should incorporate a modular and flexible architecture that allows future updates, enhancements, and maintenance without disrupting the existing system functionality.
- The web application should follow relevant laws and regulations, such as data privacy laws, to ensure legal compliance and protect user data.
By adhering to these quality requirements and standards, the team can ensure that the D7 Auto Service Center Web-App project delivers a high-quality product that meets all customer expectations and requirements.
The Quality Assurance process of the D7 Auto Service Center Web-App is also needed for the utmost quality of the deliverables, with the assurance that the standards from the selected methodologies are being met. This will be achieved by following through the success criteria, the satisfaction of the project's clients, and through the team's collaborative effort which will make the overall project complete and of quality.
Defining the Quality Standards: The project team will collaborate with the client to ensure that both the project and the documents, about quality, are well defined and of utmost adherence to the client's satisfaction.
Reports: Using the success criteria, the project team will be providing reports with regards to progress, and use of Open Project which will help display the project work packages’ statuses.
Compliance to Industry Standards: As part of the PBL or Project Based Learning, this project will undergo the process of industry standards wherein, it will go through the planning, system analysis and design, then development phase which ensures that all deliverables and documentations are well polished and organized.
Client Feedback: The client’s satisfaction with the project will be considered as this is pivotal to the project’s completion.
Quality Assurance of the project will be closely watched as it is a crucial part in making sure that the project was delivered in compliance to the standards and customer satisfaction while following through the methodologies used in completion of the project.
To make sure that the project meets the required quality standards, the following quality control measures will be taken:
- Regular inspections and reviews of project deliverables will be conducted to show and address any quality issues that arise.
- Project changes will be closely checked to ensure that they are properly documented, tracked, and approved. Unauthorized changes will be found and promptly addressed to support the quality and integrity of the project.
- Client feedback will be collected and analyzed to find any areas where client expectations are not being met. Necessary changes and improvements will be made to the project to address these issues.
To check and control project performance, a set of quality control measurements will be implemented throughout the project lifecycle. The following measurements will be used:
- Regularly, the team will review test results and validation reports to ensure that the D7 Auto Service Center Web-App meets all necessary requirements and specifications set by the client.
- Quality metrics will be proven to evaluate project performance, including measuring the number of bugs and the number of client issues reported. This data will be used to name areas for improvement and take necessary actions to ensure that project goals are met.
- Inspection and review results will be closely checked to find and address any quality issues that arise. The team will document any corrective actions taken to prevent the recurrence of the same issues in the future.
- The team will regularly review the changes to ensure that all project changes are appropriately documented, tracked, and approved. Unauthorized changes will be found and addressed promptly to support project quality and integrity.
- Client feedback will be regularly collected and analyzed to find any areas where client expectations are not being met. With the help of this feedback, the project will be changed and improved as needed to keep up with the needs and satisfaction of the client.
By following this Quality Management Plan, we can ensure that the D7 Auto Service Center Web-App project meets the necessary quality requirements and standards, and that quality is managed and controlled throughout the project lifecycle.
A human resource management constructed and composed under significant effort, is a key towards success of a project, ensuring that these projects are professionally managed and filled with positions necessary to complete the deliverables from the beginning to its turnover. Roles, and its duties must be clearly defined, as well as the performances being tracked for the management measures, are also essential for the project’s strategizing for efficiency and efficacy.
This plan is utilized to effectively manage the project’s team; by means of providing an in-depth definition of the roles and responsibilities of each team members, while keeping communication a top priority to ensure productivity runs through at its optimum level for the project. With a clear understanding of the roles, its assigned power for authorization, responsibility, and competency, this plan will be useful in understanding the key responsibilities of each project team member.
One of the crucial parts of the Human Resources management plan is outlining the roles and responsibilities of all project team members and stakeholders for the matter. This ensures all team members are well informed of their individual parts to play in the project's succession.
This planning will also define the level of authority and what decisions can be decided upon by members, and what are the extent of their authority. This is to make sure that the resources are maximized to their potential.
The human resource management aims to be a roadmap for the project team members that will serve as guidance in understanding roles and responsibilities for the project’s success in execution and delivery of tasks assigned accordingly and effectively.
Role | Authority | Responsibility | Competency |
---|---|---|---|
Project Sponsor | Ultimate decision-making authority for the project | Provides project funding and resources. Defines project scope, goals, and objectives. Reviews and approves project deliverables and changes. Acts as a liaison between the project team and the organization's executive management. | Strong leadership, strategic thinking, and communication |
Project Manager | Responsible for project execution and delivery | Develops and manages the project plan. Defines project roles, responsibilities, and timelines. Identifies and manages project risks and issues. Facilitates communication between project stakeholders. Ensures project meets quality, budget, and schedule requirements. Reports project status and progress to project sponsor and executive management | Strong project management, leadership, and communication |
IT Team (Internal Users) | Provides technical expertise and support for project | Provides technical input into project planning and execution. Develops, tests, and implements technical solutions. Identifies and resolves technical issues. Collaborates with other project teams to ensure technical requirements are met. | Strong technical knowledge, problem-solving, and collaboration |
Documentation Team (Internal Users) | Responsible for documentation of project | Develops and maintains project documentation, including requirements, design, testing, and user manuals. Ensures that project documentation is complete, accurate, and up to date. Provides guidance and support to project team members on documentation standards and requirements. | Strong writing, editing, and organizational skills |
Customers (External Users) | The users who will use the product or service of the project | Provides feedback on project deliverables. Collaborates with the project team to identify and refine requirements. Tests and evaluates the project deliverables to ensure that they meet their needs. Communicates their needs and expectations to the project team. | Strong domain knowledge and communication skills |
Client (External Users) | The entity or organization that has initiated the project and will receive the project deliverables | Provides input and feedback on project deliverables and progress. Reviews and approves project deliverables and changes. Provides project funding and resources. Communicates their needs and expectations to the project team. | Strong leadership, communication, and negotiation skills |
A project organizational chart visualizes the project's structure, roles, and responsibilities, clarifying reporting lines, decision-making authority, and communication channels within the team and with external stakeholders. The chart aligns each team's critical role with the project goals and objectives, minimizing confusion and ambiguity, facilitating effective communication, decision-making, and collaboration, all essential for project success.
Throughout the project’s duration, Staffing Management is of utmost importance because it defines the most essentials for the team and their roles to have a successful project execution. Being able to outline the strategies, and the processes of each project phase from planning to closeout, to effectively manage acquiring to turnover, makes human resources clearly informed of their tasks and responsibilities.
- Acquisition is necessary to be done in the timeliest way to acquire the necessary skills and expertise needed in the project.
- Training is an important step before starting the project to reduce errors and improve skills for better performance in delivering project outcomes.
- Regular evaluations and assessments will be conducted to identify areas that need improvement and maximize efficiency.
The project’s Human Resource and Staffing may be subjected to change as there are going to be contingencies and updates within the project as time moves forward, which is why it is expected to have updates in the staffing management to fulfill the roles and responsibilities needed to complete the project.
Role | Project Responsibility | Skills Required | Number of Staff | Performance Reviews | Recognition and Rewards |
---|---|---|---|---|---|
Project Sponsor | Provides funding and resources for the project. | Strategic planning and leadership skills | 1 | Quarterly or as needed. | Bonus or promotion |
Project Manager | Oversees the day-to-day operations of the project | Project management, communication, leadership skills | 1 | Monthly or as needed. | Bonus or promotion |
Project Product Owner | Leads a team of project members. | Leadership, communication, delegation | 1 | Monthly review | Performance-based bonuses or salary increases. |
Project Members | Contributes to the project's execution and completion. | Technical or functional skills as required by the project. | Varies depending on project requirements. | Weekly review or as needed. | Performance-based bonuses or salary increases. |
The D7 Auto Service Center Web-app project considers the Communications Management Plan as a crucial element since it specifies the communication strategy and processes that must be of adherence in order to enable concise and clear communication within the project team and project sponsor.
- The project information details that will be communicated are outlined in the plan; these may include project updates, progress reports, risks, and challenges.
- To ensure that all stakeholders are informed promptly, the plan delineates the communication methods that will be utilized.
- The plan sets up a schedule for project communications, encompassing both formal and informal means, to ensure that stakeholders are constantly updated.
- The plan describes the distinct communication needs of each stakeholder and the approach to meet those needs, including accessibility and language requirements.
- The plan lays out a process for managing alterations in communication or the communication process, encompassing the proposal, review, and approval of changes. This guarantees that all stakeholders are informed of any changes and that the communication process is consistent throughout the project.
- The plan specifies the process of communication within the project, including how information is disseminated among team members, stakeholders, and other project partners. This ensures that all stakeholders are informed, and that information is exchanged promptly and efficiently.
- The plan incorporates a protocol for escalating and resolving any communication-related conflicts or challenges that may arise during the project. This protocol helps to ensure that any communication-based issues are dealt with and resolved promptly, thus ensuring the smooth flow of the project.
Communication will be very pivotal in the project’s phases, which is why the approach that will be utilized for this project is thought of by the team to be a combination of proactive and reactive strategies, while it also takes communication through online and onsite mediums.
Proactive by means of conducting meetings that will be set to have the members and the project stakeholder be informed of the deliverables that are being made, while it also informs the team of what needs to be accomplished. Through this approach, the team communication will flow through the project’s phases which will be comprised of the updates with regards to the deliverables, the progress reports, the issues that rose which could cause a bottleneck in the process and may require contingency.
Reactive strategy will also be implemented in the process of the project as it is also required to have feedbacks as a means of understanding and resolving the communication-based conflicts, misunderstandings, and/or conflicts that could hinder the project between the sides of either the client or the development team.
The team will also be conducting meetings with the project manager through onsite and online premises, depending on which medium is best used in situations. This approach will also seek to choose which mode will be most convenient.
The constraints that the communications management will have will be dependent on following limitations of, but not, limited to the following:
1. Limited budget to travel onsite: The project will have limitations in travelling onsite to the client to report pertinent information for the project.
2. Limited access stakeholders: Due to the stakeholder’s limitations due to the work schedule, this will also be a constraint if the stakeholder is unable to meet with the development team, is in a remote location, or is unavailable for certain reasons.
3. Limited availability of development team: The team members will also have limited schedule availability, due to prior commitments, and/or other responsibilities which makes their availability limited.
The D7 Auto Service Center Web-app project relies heavily on Stakeholder Communication Requirements, which outline the communication needs of all stakeholders involved in the project. The effective implementation of these requirements is crucial for the timely completion of the project within budget and to the satisfaction of all stakeholders. The project team can ensure that stakeholders' expectations are met by addressing their specific communication requirements, thereby building trust, and promoting collaboration.
The Communication Management Plan for the D7 Auto Service Center Web-app project contains information regarding the stakeholders' communication needs and how they will be met during the project's lifecycle. This includes the Stakeholder Communication Requirements, which outline the following:
1. Project updates: It is essential to keep all stakeholders informed of the project's progress, including any issues or risks that may arise.
2. Thorough communication: To ensure stakeholders understand the message, all project-related information should be communicated in a clear and concise manner.
3. Accessibility: Communication should be accessible to all stakeholders, considering any language or accessibility needs.
4. Confidentiality: Any sensitive or confidential information should be communicated only to the necessary stakeholders and handled securely.
5. Two-way communication: Communication should be a two-way process, allowing stakeholders to provide feedback and ask questions.
Role | Responsibilities |
---|---|
Project Sponsor | The project sponsor is responsible for approving all changes to the budget/funding allocations, approving all changes to the schedule baseline, and approving any changes in project scope, as well as signing the project charter for the D7 Auto Service Center web-app project. |
Project Manager | The project manager is responsible for planning, executing, and closing the D7 Auto service center web-app project. They lead the project team and ensure that the system is completed within the required quality standards, on time, and within budget. |
Product Owner | The Product Owner is responsible for giving direction and guidance to team members to complete the D7 Auto Service Center web-app project within the given constraints. This includes delegating tasks, monitoring progress, providing feedback and support, and ensuring that all team members are working collaboratively towards achieving project objectives. |
Team Developer | The team developer collaborates closely with the Product Owner to ensure the project is completed quickly and efficiently. They are responsible for the design, coding, testing, and implementation of the project, ensuring that it meets the necessary requirements and is of high quality. |
Team Developer Support | The team developer support works in collaboration with the team's developer and assists them in carrying out various tasks related to designing, coding, testing, and implementing the project. They provide additional support to ensure that the project is completed successfully and on time. |
Team Secretary/Stakeholder | The team secretary/stakeholder coordinates communication and documentation, organizing meetings, managing schedules, and ensuring that participants and roles are defined for the business case and throughout the project's life. |
Team Secretary Support | The team secretary support role involves working in close collaboration with the team's secretary to provide administrative assistance and support in coordinating team activities. This may include scheduling meetings, organizing documentation, and assisting with communication and coordination to ensure the project's smooth operation. |
The following table presents contact information for all persons identified in this communications management plan. The email addresses and phone numbers in this table will be used to communicate with these people.
Name | Role | |
---|---|---|
Anne Sydney R. Simpelo | Project Sponsor | [email protected] |
Andre O. Viernes | Project Manager | [email protected] |
Dan Michael C. Alfaras | Product Owner | [email protected] |
Alyssa L. Garcia | Web Developer | [email protected] |
Francesca Erin R. Camino | Project Coordinator | [email protected] |
John Zenon P. Coquia | Database Administrator | [email protected] |
Darrell Royce A. Lazala | Asistant Coordinator | [email protected] |
To successfully communicate with all stakeholders involved in the D7 Auto Service Center Web-app project, it is crucial to have a comprehensive knowledge of the communication methods and technologies to be used. It is necessary to assess the strengths and weaknesses of each communication method and technology to ensure that stakeholders receive the information they require promptly and effectively. This involves identifying the appropriate ways to provide updates, progress reports, risks, issues, and other pertinent details related to the project.
To identify the most suitable communication methods and technologies for the D7 Auto Service Center web-app project, it is important to consider numerous factors, such as:
- The technical proficiency level of stakeholders: Simple communication methods like email and telephone may be preferable for stakeholders not particularly familiar with technology.
- The nature of the information being communicated: When sensitive or confidential information is involved, secure methods such as encryption and password-protected portals may be required.
- The project's budget and available resources: The chosen communication methods and technologies must be financially feasible and sustainable within the project's allocated budget and available resources.
Procurement can be complex without proper planning; hence every organization requires a comprehensive document called a procurement management plan that is tailored towards its requirements to guide all procurement activities. Regarding implementing the D7 auto service center project, it will facilitate acquiring relevant goods/services on time within budgetary restrictions while ensuring quality standards are met throughout the process.
At the beginning of any procurement management plan for the D7 auto service center project system lies an introductory aspect outlining its purpose and extent. This preliminary piece sets out to introduce the project's objectives while emphasizing why having such a tool would facilitate seamless handling of customer appointments, thereby improving efficiency throughout various auto-service related sectors.
Within the introductory segment of the procurement plan lies a clear overview of essential stakeholders involved in this process. This includes personnel like the project sponsor, project manager, procurement manager, among others.
Their contributions to creating an efficient auto booking system are defined and their roles throughout its execution.
The procurement management plan's introduction section may entail a brief of the primary procurement limitations and needs for the auto service reservation platform. This would provide a high-level overview of the functional, technical, and performance requirements that the system must meet to be considered successful.
Overall, the introduction section of the procurement management plan for an auto service booking system would set the context for the plan, outlining the objectives, scope, stakeholders, and requirements for the project. It would serve as a foundation for the plan's future sections, which would go into greater detail on the procurement process, system selection criteria, contract terms and conditions, and project timetable and budget.
Assessing the risk is an important task in all projects, as it involves the whole project and whether the acquiring of goods, services, and the business model would work in the real-life scenario. These procurement risks are potential issues that can arise during the project's procurement process. Which can negatively impact the said project and potentially the clients and their customer. So, it is important to know and plan for the risks as early as possible to minimize if not eliminate the possible impact of them on the project.
a. Vendor/Developer selection risk:
Choosing the wrong vendor can result in a system that does not meet the company’s needs or requires significant customization, delays implementation, and potentially adds extra cost. Mitigation strategies can include conducting thorough research on potential vendors, conducting due diligence, reviewing vendor references, and requesting demos or prototypes to ensure the system meets your requirements.
b. Implementation risk:
Implementation of the system can be a complex process, and any delays or unexpected issues can impact on the company’s business operations. Mitigation strategies may include developing a comprehensive implementation plan with clear timelines, setting up a project management team, and establishing a communication plan with stakeholders to manage expectations.
c. Costing risk:
The cost of implementing a new system can often exceed initial estimates, potentially leading to budget overruns or financial strain on the company. Mitigation strategies can include conducting a thorough cost analysis, establishing a detailed budget and contingency plan, negotiating fixed-price contracts, and tracking expenses throughout the project.
d. Data privacy and security risk:
A booking and reservation system will involve the collection and storage of sensitive customer data. Any data breaches can result in monetary loss and reputational damage. Mitigation strategies can include establishing clear data protection and privacy policies, investing in secure hosting and storage solutions, regularly auditing and monitoring systems for potential vulnerabilities, and ensuring staff is trained in data protection policies and practices.
e. User adoption risk:
There is a risk that employees may not adopt the new system, leading to underutilization or lack of engagement. Mitigation strategies can include developing a comprehensive training program, involving employees in the implementation process, ensuring user-friendliness, and addressing any potential issues early in the process.
These are just a few examples of procurement risks that can arise during the implementation of the D7 auto service center booking and reservation system, and some strategies to mitigate them. It is important to conduct a comprehensive risk assessment and develop a plan to address any potential risks before implementation begins.
1. Identification of Procurement Risks
The procurement risks for the D7 Auto service center booking, and reservation web-app project are the following:
- Vendor selection (Technical) risk
- Implementation (Business) risk
- Costing (Business) risk
- External environment (Security) risk
- User Adoption (Security) risk
After that, the risks for the project have been identified during the project. The appropriate risk mitigation and management strategy should follow to minimize the negative impact to the project.
- To guarantee the system fits the company’s needs, creating a vendor evaluation and selection process that involves due diligence, reference checks, and asking for demos or prototypes about their past projects.
- Creating and implementing a detailed project management strategy that includes clear periods, milestones, and risk mitigation methods to keep the project on track and within budget.
- To manage cost risks, conduct a thorough cost analysis, create a precise budget and contingency plan, secure fixed-price contracts, and track spending throughout the project.
- Monitor the project environment continuously, including external factors such as legislative changes or market conditions, and alter the project plan as appropriate.
- Set explicit data protection and privacy rules, invest in secure hosting and storage solutions, audit, and monitor systems for potential vulnerabilities on a regular basis, and ensure personnel is taught in data protection policies and procedures to manage technology infrastructure risks.
The implementation of the D7 auto service center booking, and reservation system requires a clear assignment of responsibilities to ensure the project is delivered on time, within budget, and to the desired quality standards. The project manager will be responsible for the project, including establishing a management plan, setting project timelines, and ensuring all stakeholders are informed and engaged throughout the project. While the rest of the project team will be responsible for ensuring the system meets the needs of the business and its customers, providing user training and support, and monitoring the system's performance to ensure it is functioning properly.
4. Communication and Reporting
For the successful completion of the project and the risk management of it, proper communication and reporting and needed. As the status updates of the project’s states will provide insight to the whole project team and makes them able to produce risk mitigation and risk management strategies.
A communication plan must be developed to ensure that that the parties involved in the project are informed about the project of any development that is happening in the procurement risk management or risk mitigation section of the project.
5. Continuous Improvement
The procurement risk management and risk mitigation process should be an ongoing process of the project always continuously ongoing and improving. New lessons from the previous procurement risk and risk management are learnt, documented, and shared with the project team to make sure that future procurement improves and benefits the project.
Determining the cost of the D7 auto service center booking, and reservation system project necessitates considering several elements that influence the project's scope, complexity, and timing. Project management, development, integration, procurement, training, maintenance and support, contingency, and operating expenditures are some of the cost aspects that must be considered when estimating the entire cost of the project.
Personnel costs, equipment expenditures, and software costs associated with project management are all included. Development expenses include software development, hardware, testing, and quality assurance, whereas integration costs include the cost of integrating the system with existing software or third-party applications. The cost of procuring hardware, software, and services required to design and implement the system is included in the procurement expenses. The cost of teaching personnel to operate the system efficiently is included in the training costs.
The cost of maintaining the system, including software updates, hardware maintenance, and user support, is included in maintenance and support costs. Contingency costs are funds set aside to cover unexpected events such as delays, scope changes, or new requirements. Finally, operating costs include the costs of running the system after it is operational, such as labor costs, licensing fees, and maintenance expenses.
The total cost for the D7 auto service booking, and reservation system project can be established by estimating the cost of each of these cost elements. The total cost establishes a baseline for budgeting, forecasting, and monitoring project spending throughout the project's lifecycle.
In the procurement of goods or services, various limitations and requirements must be satisfied – collectively referred to as procurement constraints. The D7 Auto Service Center Web-App is no exception and demands careful consideration of multiple such constraints. The following are the constraints that must be considered as part of the D7 Auto Service Center Web-App:
Schedule constraints: Meeting the deadline for this project hinges on completing procurement activities within their allotted period. Procrastination or any untimely disruptions could significantly impact progress and potentially delay its overall finish.
Budget constraints: To ensure that the project stays within its financial limitations, it is essential to strictly adhere to the set budget during procurement activities. This necessitates meticulous planning and implementation of cost-effective methods.
Technology constraints: The D7 Auto Service Center Web-App must have the necessary features to allow the customers to book appointments, view available services, and receive confirmation of bookings. It also must have a user-friendly interface that can easily be navigated and must be accessible to customers that have various levels of technical proficiency.
Resource constraints To ensure maximum efficacy and efficiency throughout the procurement process, it is crucial to consider available internal resources such as personnel, and expendable items that are crucial to provide the services needed. This is an integral part of any comprehensive approach to procurement management.
These constraints must be considered throughout the procurement process to ensure that the requirements of the D7 Auto Service Center Web-App are met within the project's timeline and budget constraints.
To ensure that all contracts are approved in a timely and efficient manner, the contract approval process for the D7 Auto Service Center project will be formal and structured. The procedure will follow the organization's policies and procedures and will include the following steps:
Contract Initiation: The Project Manager will initiate the contract procurement process by submitting a request to the Procurement Officer throughout the Workday.
Contract Planning: The procurement officer will create a procurement plan that details the type of contract to be used, evaluation criteria, and procurement activity timelines.
Contract Development: Once the procurement plan has been approved, the procurement officer will create the contract documents, which will include the statement of work, pricing schedule, and terms and conditions.
Contract Review: The organization's legal department will review the contract to ensure that it is legally binding, fair, and meets all regulatory requirements. They would also make certain that the contract safeguards the organization's interests and mitigates any risks.
Contract Approval: The contract would be presented for approval to the project sponsor, project manager, and executive team, among others. Stakeholders would review the contract to determine its alignment with the organization's objectives, financial implications, and potential risks and benefits. Depending on the organization's approval process, stakeholders may be required to provide formal approval or sign off on the contract.
Contract Execution: The organization and the vendor would execute the contract once it had been approved. Signing the contract and exchanging any necessary documentation or information, such as payment details or implementation timelines, would be required.
Contract Management: Once the contract is signed, the project manager or procurement team will oversee the vendor's delivery of the D7 Auto Service Center Web-App in accordance with the agreed-upon terms and conditions. This may entail monitoring the vendor's performance and resolving any issues or disputes that may arise during the implementation process.
For the D7 Auto Service Center Web-App, the following decision criteria will be used by the contract review board:
- Business Needs: The system should be aligned with the organization's business needs, such as improving the customer experience, increasing operational efficiency, or increasing revenue.
- Pricing: The cost of the vendor's proposed solution will be considered during the decision-making process. Based on market research and other proposals received, the vendor's pricing should be competitive and reasonable.
- Schedule: The vendor must demonstrate their ability to meet the project timeline and deliverables, which include key milestones and completion dates.
- Risk Management: The vendor must demonstrate a thorough understanding of potential risks and mitigation strategies. This includes identifying potential procurement and project risks.
- Compliance: All legal, regulatory, and contractual requirements, including intellectual property rights, data privacy, and security, must be met by the vendor.
- Technical Requirements: The system must meet the organization's technical requirements, such as compatibility with existing systems, security protocols, and compliance with relevant industry standards.
-
Resource Availability: The project should have the necessary resources, such as staff, budget, or technology, to ensure its success.
For the D7 Auto Service Center Web-App, the following performance metrics will be used for procurement activities:
The rating is determined by assigning scores to various criteria such as product or service quality, responsiveness, and communication. The total score can be averaged and converted to a rating scale of 1 to 5, with 5 being the best.
The time it takes to complete the procurement process, beginning with identifying the need and ending with the issuance of a purchase order or contract.
This metric compares actual procurement costs to planned procurement costs. To compute, subtract the planned costs from the actual costs and divide the result by the planned costs.
Customer satisfaction with the procurement process, including responsiveness, communication, and delivery of goods and services.
The effectiveness of contract management activities such as contract renewals, amendments, and supplier performance monitoring.
An organization can monitor the effectiveness of procurement activities for the auto service booking system project and identify areas for improvement to optimize the procurement process by tracking these performance metrics.
The Elite Four team collaborated with the client to develop the D7 Auto Service Center Web-App, aiming to enhance their auto services by improving organization, providing a convenient booking, and scheduling system. This includes highlighting the key features and functionalities of the system, such as online booking, appointment scheduling, and customer communication.
The first step in developing an implementation plan for D7 Auto Service Center Web-App is defining the project's scope and goals. This includes showing the system's key features and functionalities, such as online booking, appointment scheduling, and customer communication. It is also critical to define the project goals and success criteria to ensure that the system meets the needs and expectations of the stakeholders.
The second step is to name and assign roles and responsibilities to the project team. The project manager, product owner, developers, designers, project coordinator, and other relevant personnel should make up the team. The project manager should develop a project plan outlining the timeline, milestones, deliverables, and resource requirements. The project's critical path and risks should also be named in the plan.
The third step is to design, create, and test the D7 Auto Service Center Web-App. This entails creating the system architecture and deciding the technologies and tools needed for development. To ensure scalability and maintainability, it is important to build the system using the best coding practices in the industries. To ensure that the system meets the functional and non-functional requirements, extensive testing and quality assurance should be performed. After the system has been tested and confirmed, it should be deployed to the production environment, and end-users should be trained. Ongoing maintenance and support should also be supplied to ensure the system's dependability and accuracy.
The current state of the system is stable and is ready to be deployed and hosted on a cloud platform. All the required functionalities have been tested. As the system gets ready for deployment, we are aiming to ensure that the client will receive and be equipped with all the essential documentation and to help to manage and support the system efficiently.
To ensure a thorough understanding of the system, the new owners will receive all project deliverables, including technical documentation, user manuals, and source code. We will also provide new owners with knowledge transfer sessions covering system operations, maintenance, and troubleshooting.
To summarize, putting in place the D7 Auto Service Center Web-App causes careful planning, a skilled project team, and a rigorous development and testing process. D7 Auto Service Center can ensure that the system meets the needs of their customers, improves service efficiency and delivery, and supplies a positive return on investment by following a well-defined implementation plan.
Overall Approach:
Because there is a need for continuity and minimal disruption to ongoing operations, the transition-out plan for the D7 Auto Service Center Web-App will be a phased transition approach. This method enables the gradual and systematic transfer of knowledge, resources, and accountability to be transferred to the new team, reducing the risk of downtime and service interruption.
The transition approach will include the following steps:
Assessment and Communication: The assessment will ensure that all gaps and inefficiencies in the system have been found. This also means that all stakeholders are aware of the transition plan, timelines, and expectations for the transition.
Planning: The planning stage is to develop a detailed transition plan. This includes deciding the implementation's overall progress, milestones, and timelines. It is also critical to find potential risks and mitigation strategies to avoid problems during the transition.
Knowledge Transfer: Knowledge transfer will take place through various channels, including documentation and instruction manuals, to ensure the client has the skills and knowledge needed to support the system.
Staffing: During the transition, the project team's staff will be reduced to the bare minimum needed to support knowledge transfer and transition activities.
Evaluation: The evaluation stage is to evaluate the success of the transition. This includes deciding how well the system is performing, finding any issues or challenges that must be addressed, and ensuring that the system is supplying the expected benefits.
Timeline: This project's transition-out plan includes a schedule of activities needed to successfully transition from the project team to the client. The transition plan is divided into two parts: execution and closeout.
The execution phase includes the distribution of required documentation, user manuals, and orientation. Document updates, update files and records, gain formal acceptance, archive files and documents, and hold a project closeout meeting during the closeout phase.
The timeline includes a schedule for each activity to ensure that all transition activities are completed on time. The transition plan's success will be decided by the careful planning and execution of each activity as outlined in the timeline.
Assumptions:
The following assumptions will be made for the transition approach:
- a. The client will be available onsite or via online meeting to take part in the transition and receive knowledge transfer.
- b. The project team will supply all necessary documentation, training, and instruction manuals to the client to ease knowledge transfer.
- c. The project team will have the necessary resources and equipment to supply support to the client in keeping and managing the system.
- d. The client will have the necessary skills and knowledge to support the system after the transition.===
Roles and Responsibilities:
Project Manager: Overall accountable for the transition's success. The project manager will manage the transition team, ensure that transition activities are completed on time, coordinate with the customer, and ensure that the transition plan is followed.
Product Owner: Ensures that the project’s features and other necessary components pass the success criteria of the project while supporting communication to both the project teams and the project manager.
Development Team: In charge of supplying technical ability for the project. The Developers will collaborate closely with the project team to understand the system and develop a transition plan. The developers will also oversee coordination with the client to ensure that technical knowledge and ability are transferred smoothly.
Documentation Team: In charge of keeping all paperwork and pertinent meetings well documented and recorded. This team will also handle weekly reports, and status reports and organize the minutes of the meetings.
Project Sponsor: The project sponsor handles approving all changes to the budget/funding allocations, approving all changes to the schedule baseline, and approving any changes in project scope, as well as signing the project charter for the D7 Auto Service Center web-app project.
Project Team Members: Responsible for supplying system support through knowledge and ability. They will collaborate closely with the Project Manager, developers, and team members to ensure that knowledge and ability are transferred smoothly.
The project shall consist of the necessary requirement that will enable development of its features, UI, its database, as well for the web-app to function accordingly. The following is the requirement to run through development:
Software:
- 1. Coding environment which is a software where the project maybe built accordingly.
- 2. Open Source administrator tool to manage the database connected to the project
- 3. Database to store data being collected in the project
The development of the project will require varying versions of the aforementioned software depending on the time it is to be altered, and/or edited.
The deployment shall require necessary system/software in order to be deployed and function as it is intended to do so:
- A domain provider to configure the domain name of the project
- A hosting service to host the web-app
To specify the requirements needed for development, the team has acquired the following:
- Visual Studio Code integrated with CSS, HTML, JavaScript and PHP to develop the backend and frontend services and features for the project.
- PHPMyAdmin in order to effectively and efficiently manage the web-app.
- MySQL which will serve as the database of the project that will store and collect the data received from the customers and the users of the web-app.
To specify the requirements needed for deployment, the team has acquired the following:
- AWS to get a domain name
- AWS LightSail in order to host the web-app
The Work Breakdown Structure presented here represents all the work required to complete this project. It will be the initial version of the web-app and it shall go under version 1. This version will undergo the PBL (Project Based Learning) phases from planning to deployment. It is hereby outlined with the help of this project management tool that will aim to provide better division of work during each respective phase. The project has divided the work accordingly per sprint to have them assigned and accomplished by the Elite Four team.
1. D7 Auto Service Center Web-app
1.1 Planning
1.1.1 Planning Phase Preparations
1.1.2 Sprint I Works
1.1.3 Sprint I Presentation
1.1.4 Sprint II Works
1.1.5 Planning Phase Presentation
1.2 System Analysis & Design
1.2.1 System Analysis & Design Phase Preparations
1.2.2 Sprint III Works
1.2.3 Sprint III Presentation
1.2.4 Sprint IV Works
1.2.5 System Analysis & Design Presentation (Sprint V)
1.3 Development
1.3.1 Project Development Phase Preparation
1.3.2 Release Plan 1
1.3.3 Sprint VI Works
1.3.4 Release Plan 2
1.3.5 Sprint VII Presentation
1.3.6 Release Plan 3
1.3.7 Sprint VIII Works
1.3.8 Development Phase Presentation
1.3 Deployment
1.3.5 Deployment Phase Preparation
1.3.6 Sprint IX Works
1.3.7 Sprint X Works
1.3.8 Sprint IX and X Presentation
1.3.9 Sprint XI Works
1.3.10 Deployment Phase Presentation (Sprint XII)
1.4 Deployment
1.4.1 Deployment Phase Preparation
1.4.2 Sprint IX Works
1.4.3 Sprint X Works
1.4.4 Sprint X Continuation
1.4.5 Project Turn Over
1.4.6 Documentations
1.4.7 Project Demonstration
1.5 Closeout
1.5.1 Project Turn Over
1.5.2 Documentations
1.5.3 Project Demonstration
Level | WBS Code | Element Name |
---|---|---|
1 | 1 | D7 Auto Service Center Web-App |
2 | 1.1 | Planning |
3 | 1.1.1 | Planning Phase Preparations |
3 | 1.1.2 | Sprint I Works |
3 | 1.1.3 | Sprint I Presentation |
3 | 1.1.4 | Sprint II Works |
3 | 1.1.5 | Planning Phase Presentation |
2 | 1.2 | System Analysis & Design |
3 | 1.2.1 | System Analysis & Design Phase Preparations |
3 | 1.2.2 | Sprint III Works |
3 | 1.2.3 | Sprint III Presentation |
3 | 1.2.4 | Sprint IV Works |
3 | 1.2.5 | System Analysis & Design Presentation (Sprint V) |
2 | 1.3 | Development |
3 | 1.3.1 | Project Development Phase Preparation |
3 | 1.3.2 | Release Plan 1 |
3 | 1.3.3 | Sprint VI Works |
3 | 1.3.4 | Release Plan 2 |
3 | 1.3.5 | Sprint VII Presentation |
3 | 1.3.6 | Release Plan 3 |
3 | 1.3.7 | Sprint VIII Works |
3 | 1.3.8 | Development Phase Presentation |
2 | 1.4 | Deployment |
3 | 1.4.1 | Deployment Phase Preparation |
3 | 1.4.2 | Sprint IX Works |
3 | 1.4.3 | Sprint X Works |
3 | 1.4.4 | Sprint IX and X Presentation |
3 | 1.4.5 | Sprint XI Works |
3 | 1.4.6 | Deployment Phase Presentation (Sprint XII) |
2 | 1.5 | Close Out |
3 | 1.5.1 | Project Turn Over |
3 | 1.5.2 | Documentations |
3 | 1.5.3 | Project Demonstration |
Level 1 | Level 2 | Level 3 |
---|---|---|
1 D7 Auto Service Center Web-App | 1.1 Planning | 1.1.1 Planning Phase Preparation 1.1.2 Sprint I Works 1.1.3 Sprint I Presentation 1.1.4 Sprint II Works 1.1.5 Planning Phase Presentation |
1.2 System Analysis & Design | 1.2.1 System Analysis & Design Phase Preparations 1.2.2 Sprint III Works 1.2.3 Sprint III Presentation 1.2.4 Sprint IV Works 1.2.5 System Analysis & Design Phase Presentation (Sprint V) |
|
1.3 Development | 1.3.1 Project Development Phase Preparation 1.3.2 Release Plan 1 1.3.3 Sprint VI Works 1.3.4 Release Plan 2 1.3.5 Sprint VII Presentation 1.3.6 Release Plan 3 1.3.7 Sprint VIII Works 1.3.8 Development Phase Presentation |
|
1.4 Deployment | 1.4.1 Deployment Phase Preparation 1.4.2 Sprint IX Works 1.4.3 Sprint X Works 1.4.4 Sprint X Continuation 1.4.5 Sprint XI Works 1.4.5 Sprint XII Creation and Presentation |
|
1.5 Close Out | 1.5.1 Project Turn Over 1.5.2 Documentations 1.5.3 Project Demonstration |
Level | WBS Code | Element Name | Definition | Estimated Duration |
---|---|---|---|---|
1 | 1 | D7 Auto Service Center Web-App | A web-application as an additional platform for D7 | 344 Days |
2 | 1.1 | Planning | Comprised of planning essentials for the project | 83 Days |
3 | 1.1.1 | Planning Phase Preparations | Project Adviser and Client search | 20 Days |
3 | 1.1.2 | Sprint I Works | Brainstorming and signing | 12 Days |
3 | 1.1.3 | Sprint I Presentation | Presentation of possible ideas | 9 Days |
3 | 1.1.4 | Sprint II Works | Continuation of planning for chosen project | 23 Days |
3 | 1.1.5 | Planning Phase Presentation | Finalization of plans and heads up for system analysis and design | 19 Days |
2 | 1.2 | System Analysis & Design | Comprised of System Analysis and Designing of chosen project | 89 Days |
3 | 1.2.1 | System Analysis & Design Phase Preparations | Project Adviser and Consultant search | 10 Days |
3 | 1.2.2 | Sprint III Works | Analysis of context and data flow of system | 29 Days |
3 | 1.2.3 | Sprint III Presentation | Presentation of Works from Sprints | 10 Days |
3 | 1.2.4 | Sprint IV Works | Documentation proper of project and more analysis of system | 30 Days |
3 | 1.2.5 | System Analysis & Design Presentation (Sprint V) | System structure, deployment, activities and deployment diagrams & Finalization of System Analysis and Design | 10 Days |
2 | 1.3 | Development | Comprised of Development of system features and web-app | 86 Days |
3 | 1.3.1 | Project Development Phase Preparation | Project Adviser and Consultant search | 5 Days |
3 | 1.3.2 | Release Plan 1 | Initial creation of features for the web-app | 38 Days |
3 | 1.3.3 | Sprint VI Works | Documentation and finalization of release plan 1 | 30 Days |
3 | 1.3.4 | Release Plan 2 | Continuation of creation of project features | 33 Days |
3 | 1.3.5 | Sprint VII Presentation | Presentation of development progress | 5 Days |
3 | 1.3.6 | Release Plan 3 | Continuation of final features creation | 13 Days |
3 | 1.3.7 | Sprint VII Works | Finalization of documentation for development and features of web-app | 30 Days |
3 | 1.3.8 | Development Phase Presentation (Sprint VIII) | Completion and presentation of development phase of web-app | 16 Days |
2 | 1.4 | Deployment | Comprised of proper documentation, and project managing of web-app | 70 Days |
3 | 1.4.1 | Deployment Phase Preparation | Project Adviser and Consultant search | 5 Days |
3 | 1.4.2 | Sprint IX Works | Documentation of work division and work management | 20 Days |
3 | 1.4.3 | Sprint X Works | Continuation of documentation for web-app management and budgeting | 15 Days |
3 | 1.4.4 | Sprint X Continuation | Continuation of documentation and deployment preparation | 5 Days |
3 | 1.4.5 | Sprint XI Works | Finalization of Documentations for PROJMAN and Client Meetings | 20 Days |
3 | 1.4.6 | Deployment Phase Presentation (Sprint XII) | Presentation for PROJMAN and Deployment of Web-App | 5 Days |
3 | 1.5 | Close Out | Comprised of project turnover and closeout to client | 3 Days |
3 | 1.5.1 | Project Turn Over | Formal event of turnover of project to D7 Auto Service Center | 1 Day |
3 | 1.5.2 | Documentations | Release of copies of technical documentation to D7 Auto Service Center | 1 Day |
3 | 1.5.3 | Project Demonstration | Demonstration of project tutorial to project sponsor and D7 Auto Service Center Management | 1 Day |
Terms | Definition |
---|---|
Level of Effort | Level of Effort (LOE) refers to the amount of work needed to accomplish a task. |
WBS Code | A unique identifier assigned to each element in a Work Breakdown Structure to indicate its position within the hierarchical structure of the WBS. |
Work Package | A Work Package is a unit of work or a deliverable that belongs to the lowest level of a specific branch in the Work Breakdown Structure (WBS). |
WBS Component | A WBS component is a part of the Work Breakdown Structure that can be located at any level, and it can either be a Work Package or a WBS Element since there are no limitations on what a WBS Component can be. |
WBS Element | A WBS Element is a fundamental unit of the Work Breakdown Structure that has distinct qualities and can be situated at any tier of the structure. It may consist of tasks that require completion, in addition to other WBS Elements or Work Packages that are nested within it. |
WBS Estimated Duration | The Estimated Duration in WBS refers to the amount of time that is expected to be required for completing a particular task or activity. |