Group 03 KAYVI byte SURVEIRAMS
NAME |
POSITION |
|
Jose Eugenio L. Quesada |
PROJMAN Professor |
NAME |
POSITION |
|
Jo Anne M. de la Cuesta |
PROJMAN Adviser |
NAME |
POSITION |
|
Roselle Wednesday L. Gardon |
PROJMAN Consultant |
NAME |
ROLE |
|
Ian Christopher M. Onrubia |
Project Manager |
|
Jan Karlo M. Boongaling |
Documentation Specialist |
|
Alexis T. Martin |
Front-end Developer |
|
Vladimir Ken I. Perez |
Back-end Developer |
|
Yuan Alexandrei A. Serafico |
Software Tester |
Introduction: Innovative software development firm KAYVI Byte focuses on offering innovative solutions for companies of all sizes. KAYVI byte provides our customers with high-quality, reliable, and effective software products that enable them to improve their operations, streamline procedures, and accomplish their business goals. With a team of highly skilled professionals and a customer-centric approach, KAYVI Byte is dedicated to transforming ideas into reality and driving digital success for our clients.
The vision, mission, and values of KAYVI byte:
Vision: Our mission at KAYVI Byte is to revolutionize the digital environment by creating software solutions, providing organizations with technology that foster growth, efficiency, and outstanding user experiences, KAYVI Byte aims to establish ourselves as a reliable partner.
Mission: Our mission at KAYVI Byte is to leverage our expertise in software development to create custom solutions that cater to the unique needs of our clients. KAYVI Byte strives to build long-term relationships by delivering exceptional products that exceed expectations, maximize efficiency, and drive growth for businesses across industries.
Values:
- Adaptable: KAYVI byte is adaptable to change, technology is evolving fast, and the company is also adapting to the trends of the technological world.
- Growth: KAYVI byte has a passion for growth, KAYVI byte is striving that everyone of us is growing even in the workplace.
- Excellency: KAYVI byte strives for excellency which surpass expectations.
- Innovation: KAYVI byte fosters a culture of innovation constantly exploring recent technologies.
- Continuous Learning: KAYVI byte is committed to continues learning even in the professional setting.
The SurveiRams system is a digital solution aimed at enhancing the security personnel's daily operations at APC. The existing manual logging system used by security personnel is inefficient, time-consuming, and compromises productivity and efficiency.
To address this issue, the project team aims to develop a mobile application that focuses on the reporting system aspect, which provides real-time feedback data to the management team. The SurveiRams system will serve as a ticketing system for recording incident reports and logs, insights into guards' routes, and a tactical transition to a digital approach to stakeholder's present difficulties. By implementing the SurveiRams system, the project team aims to increase accuracy and efficiency in determining whether security personnel have completed their assigned tasks.
Manually monitoring maintenance in a tall school building can be time-consuming, error-prone, and overwhelming for guards who have other duties. To address this issue, implementing a digital system for monitoring maintenance issues could significantly reduce the time and effort required to monitor maintenance, improve accuracy and consistency, and ensure timely issue resolution.
Implementing a digital system for tracking and addressing maintenance issues in a building has several benefits. By streamlining the process of identifying and resolving issues, it reduces the time and effort required for maintenance tasks. The centralized system provides quick access to information on issues that need attention and tracks progress in resolving them. The result is a more efficient environment for employees tasked with maintenance, allowing them to focus on other important tasks, such as preventative maintenance and improving safety standards. Overall, this creates a safer and more comfortable environment for everyone in the building and benefits the institution and its employees.
Providing training for employees responsible for building maintenance can enhance their ability to efficiently identify, prioritize, and provide solutions for issues in each room. Through training, employees can learn how to effectively use tracking systems, troubleshoot complex issues, and develop problem-solving skills. Additionally, regular reviews of the maintenance program can help identify areas that need improvement and ensure that issues are promptly addressed, resulting in a safer and more comfortable environment for occupants.
Implementing a system to track issues in a building can bring many benefits, including reducing manual effort and maximizing technology usage. Such a system can automatically identify and track issues in each room, freeing personnel to focus on other tasks. In addition, real-time updates in the application can make it easier to track progress and ensure that documents and issues are addressed promptly. Overall, implementing a system for tracking issues can increase efficiency, accuracy, and technology utilization while saving time and effort.
This section describes the roles of the team members who developed the business case. It is imperative that participants and roles are clearly defined for the business case as well as throughout the life cycle of the project.
Role |
Responsibility |
Name |
Project Manager |
· Manages the business case and the team. Provides support in overseeing the project’s completion |
Ian Onrubia |
Document Specialist |
· Provides support in the project's process improvement. |
Karlo Boongaling |
Development Team |
· Provides technical support in the project. |
Alexis Martin
|
Executive Sponsor |
· Provides executive support for the project. |
MR. Jojo F. Castillo |
The process of handwritten reports can be tedious and time-consuming, leading to inefficiency and errors in the documentation process. This can result in a lack of clarity and accessibility to vital information for stakeholders such as managers and other employees who require accurate data in a timely manner. The current system also has unnecessary steps that could be eliminated when digitized such as rewriting the information from the logbook onto an incident report to be submitted to the Information Technology Resource Office (ITRO) or Building Maintenance Office (BMO).
SurveiRams facilitate the digitization of work processes by reducing the use of paper among employees. Security personnel quickly report incidents they encounter, which allows for a faster response time and enhances overall safety measures within the organization. BMO and ITRO faculty members will also receive the incident reports as soon as a guard logs it, instead of waiting for the rewritten version.
To address the issues brought on by the manual administration of security personnel, BMO, and ITRO, the team will develop a mobile application called SurveiRams that automates the manual documentation procedure. The migration from manual administration to SurveiRams will improve the overall efficiency and accuracy of the security personnel reporting process. As the data will be securely stored and easily accessible to the cloud, it will enable faster decision-making and reduce the risk of errors or discrepancies in reporting.
This project will be concerned with the creation of a mobile application for the security personnel and several offices of APC, wherein they can log and view incident reports. This is to digitize the security personnel’s recording process, as well as boost their productivity. There will be different accessible features available depending on the user, which is based on what office or department they are from.
The main goal of this project is to create SurveiRams, a ticketing mobile application for APC’s security personnel, ITRO, and BMO.
Specifically, said application should:
- Serve as a centralized location that the guards will log their patrols on
- Digitize the manual documentation processes of Security, ITRO, and BMO
- Assist users in making decisions by providing insights based on data collected
The mobile application SurveiRams must have the following features for the project to be successful:
- A repository where the user can create, read, and update incident reports and logs.
- A dashboard where an administrator can view insights drawn from the stored data from the reports. The following information should be seen on the dashboard:
- How many resolved and unresolved incident reports there are
- The department and floor that ranks highest regarding the number of incidents that occurred
- What kind of incident occurred the most
- How many incidents occurred per floor
- How many incidents are reported per office
Below are the initial expectations about the proposed system:
1. Resources requested in the Cost Management Plan will be provided. 2. The project team have the skills required to complete the project 3. Stakeholders will provide necessary information to the project team regarding their current system and business needs. 4. Relevant stakeholders will cooperate with the team during training and implementation. The project team is using a Hybrid Methodology ( Agile mixed with Waterfall).
The initial limitations for the proposed project are listed as follows: 1. Only two (2) developers are focused on developing the mobile application. 2. This project aims to solve business needs only for the BMO, ITRO, and Security Personnel 3. The features of the mobile application are for aiding the processes regarding logs, patrolling, and incident reports.
To facilitate the team's advancement towards project completion, the subsequent milestones and deliverables have been recognized for this project.
SurveiRams has the same goal as BMO, and ITRO in enhancing and refining the manual verification system into a mobile application that serves as a patrolling assistant focusing on its reporting system aspect to develop a more digitalized, efficient, and sustainable method of keeping up with the security personnel’s daily operations. That also improves employees' productivity by creating a more effective and efficient environment. Overall, this strategic alliance is expected to result in a sustainable and innovative solution to revolutionize security personnel's operations while improving business productivity simultaneously.
The process of cost-benefit analysis will assist in evaluating the relative advantages of the SurveiRams System project compared to the expenses it entails.
BENEFITS
The SurveiRams project can provide several benefits, including:
- Improved efficiency and productivity: The implementation of a digitalized system can optimize reviewing system reports by reducing paper documents, which can result in more efficient and effective work by allowing employees to focus more on higher value tasks.
- Enhanced accuracy: The automated system can help reduce human error, providing a more accurate method of determining whether the security personnel have completed their assigned tasks.
- Better decision-making: The application can provide analytical insights that can help the stakeholders interpret data reports and patterns, making decision-making more informed and strategic.
- Increased security: The SurveiRams can help ensure building security by identifying anomalies or incident reports, aiding in monitoring and preventing future security breaches.
- More sustainable and cost-effective: By digitizing the current system, the project can eliminate the need for excessive paperwork, making the entire process more sustainable and cheaper eventually.
- Cost Savings: SurveiRams reduces the use of paper. This also results in cost savings and increased productivity. Paperless documentation increases the efficiency of data transmission by reducing paperwork and physical contact like couriers and printers.
The SurveiRams project has been created to improve the incident reporting process. The APC employees involved will be more productive, make fewer errors, as well as spend less time on one report using the mobile application.
The general business objective is to develop SurveiRams, a ticketing system for APC’s security personnel, ITRO, and BMO to record incident reports and logs. It will provide insights into the security personnel’s routes to ensure they have completed their assigned tasks.
Specifically, the SurveiRams mobile application should act as the centralized location of the guards’ patrol logs, automate the log documentations, and provide analytics to help stakeholders in their decision-making. Development is expected to be finished by August 2023 with a budget of PHP 314,881.60.
This section discusses a high-level description of the SurveiRams Ticketing System project.
This project will be concerned with the creation of a mobile application for the security personnel and several offices of APC, wherein they can log and view incident reports. This is to digitize the security personnel’s recording process, as well as boost them productivity. There will be different accessible features available depending on the user, which is based on what office or department they are from.
The objectives which mutually support the milestones and deliverables for this project have been identified. To achieve success on the SurveiRams project, the following objectives must be met within the designated time and budget allocations:
- Develop proposal about features to present to the client, project sponsor, and stakeholders within 3 days.
- Complete list of required hardware/software which meets budget allocation within a day.
- Create the SurveiRams ticketing system within 4 months and 13 days.
- Complete the testing phase within 6 days.
- Complete the required documentation for this project.
- Implement the solution across the APC organization within 14 days.
This project must meet the following list of requirements to achieve success.
- The application must be tested and approved by the client, project sponsor, and other relevant stakeholders prior to deployment.
- All documentation must be approved by the Project Manager and Project Sponsor before confirming project completion.
The following constraints pertain to the SurveiRams project:
- All mobile devices to be used by the security personnel are exclusive of the allocated budget.
- The entire project timeline will last for 4 months and 13 days.
- Two software developers, one documentation specialist, one software tester and a project manager will be provided as resources for this project.
The following is a list of assumptions. Upon agreement and signature of this document, all parties acknowledge that these assumptions are true and correct:
- This project has the full support of the client, project sponsor, stakeholders, and project adviser.
- This project's purpose will be communicated throughout the company before deployment.
- The project adviser and project sponsor will provide additional resources if necessary.
The SurveiRams project aims to create a more robust ticketing system for the entire organization. The project team will handle all aspects of the project, including administering personnel, hardware, and software resources, and all necessary testing will be conducted independently of daily operations. The Project Manager is responsible for securing project funding as outlined in this document. Additional funding must be approved by the project sponsor. The project will be considered complete once the SurveiRams system is tested and deployed throughout the organization, the final report is submitted within 33 days (about 5 weeks), and technical documentation is distributed to appropriate personnel.
The following risks for the SurveiRams project have been identified. The project manager will determine and employ the necessary risk mitigation/avoidance strategies as appropriate to minimize the likelihood of the following risks:
- Data Loss
- System Bugs
- Power Failure
- Unstable Internet Connection
- The project goes over budget
The following deliverables must be met upon the successful completion of the SurveiRams project. Any changes to these deliverables must be approved by the project sponsor.
- Complete implementation of SurveiRams Ticketing System
- SurveiRams project’s technical documentation
- Project Charter (Long)
- Stakeholder Management Strategy
- Scope Management Plan
- Cost Management Plan
- Schedule Management Plan
- Work Breakdown Structure (WBS)
- Communications Management Plan
- Quality Management Plan
- Risk Management Plan
- Change Management Plan
- Procurement Management Plan
- Human Resource Plan
- Implementation Plan
- Recommendation list for future security considerations and enhancements
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 Milestones | Target Date |
|---|---|
| Initiation | 04/11/2023 – 04/13/2023 |
| Develop a Project Plan | 04/13/2023 – 04/25/2023 |
| Analysis | 04/26/2023 – 04/26/2023 |
| Design | 04/27/2023 – 07/20/2023 |
| Testing | 07/21/2023 – 07/28/2023 |
| Implementation | 07/31/2023 – 08/17/2023 |
| Close Project | 08/18/2023 – 08/23/2023 |
The following table contains a summary budget based on the planned cost components and estimated costs required for successful completion of the project.
| Project Cost Elements | Cost |
|---|---|
| Manpower Cost: Estimate *based on glassdoor | PHP 286,256.00 |
| Contingency Cost | PHP 28,625.60 |
| Grand Total | PHP 314,881.60 |
The ultimate objective of the SurveiRams project is to deploy a fully tested and well-documented ticketing system within the time and budget limitations specified in this charter. The project's success criteria will include a list of recommended future enhancements, as the solution is expected to evolve to accommodate future changes. The project sponsors, Mr. Jojo F. Castillo and Mr. Jose Manuel Garcia, who will authorize its completion, will determine whether the project has met the success criteria.
Ian Onrubia has been designated as the Project Manager for the SurveiRams project. As the Project Manager, Mr. Onrubia will be responsible for overseeing the project's scope management, which includes collaborating with Mr. Jojo Castillo and Mr. Jose Manuel Garcia, the project sponsor, and other key stakeholders to define and effectively manage the project scope.
The Project Manager will oversee the fulfillment of all project requirements, ensuring that the project deliverables are accepted and approved by the project sponsor and relevant stakeholders. Furthermore, he will have the authority to make decisions related to personnel, project expenditures, and scheduling, as determined by the organization and scope of the project. Throughout the project lifecycle, he will be responsible for ensuring that the project is completed successfully, and all deliverables are accepted, and any outstanding issues are resolved.
This document stands as the guidelines on how the team will approach the stakeholders and their needs. Addressing their concerns and requirements is important, as they are the people affected by the outcome of this project. The list of the stakeholders and their information relative to the deliverables can be found here. In doing so, the team can manage them well and be one step closer to the success of SurveiRams.
The Stakeholder Management Strategy aims to identify and engage all individuals or groups with a personal interest in the project and who will be impacted by its implementation or success. To achieve this, the project team will use a structured methodology that involves interviews, document review, and consultation meetings. The methodology includes identifying all potential stakeholders through a stakeholder analysis, prioritizing stakeholders based on their influence and impact on the project, which all aid in developing a stakeholder management plan. Ongoing communication with stakeholders is also essential to ensure that their needs and concerns are addressed and that the project stays on track.
The security personnel, Building Maintenance Office (BMO), and Information Technology Resource Office (ITRO) are key stakeholders in ensuring the safety and proper functioning of the building and its technology systems. Allowing employees to use SurveiRams as an automated ticketing system, employees can streamline communication and task assignment between these stakeholders to ensure efficient resolution of any security, maintenance, or technology-related issues within the building. Additionally, this enables the stakeholders to maintain and keep incident reports, streamline cross-functional processes, and increase the organization’s dependability, all of which contribute to the organization’s overall efficiency.
| Stakeholder | Role | Impact | Influence | What is important to the stakeholder? | How could the stakeholder contribute to the project? | Strategy on engaging the stakeholder |
|---|---|---|---|---|---|---|
| Jojo Castillo | ITRO Head | High | High | Directly receive reports | Project approval and use of the application | Set a meeting |
| Jose Manuel Garcia | Campus Architect | High | High | Directly receive reports, upload their physical files to the system | Project approval and use of the application | Set a meeting |
| Marr Bringas | BMO Head | High | High | Directly send reports | Use of the application | Interview |
| Mervin Quilang | Head Guard | High | High | Directly send reports | Use of the application | Interview |
| Ian Christopher Onrubia | Project Manager | High | High | Project Team and System | Manage the project team | Set a meeting |
| Alexis Martin | Front-end Developer | Medium | High | Front-end System | Develop front-end system | Set a meeting |
| Jan Karlo Boongaling | Documentation Specialist | High | High | Deliverables | Document the entire process of the system | Set a meeting |
| Yuan Serafico | Software Tester | Low | High | Completed System | Test the software | Set a meeting |
| Vladimir Perez | Back-end Developer | Medium | High | Back-end System | Develop back-end of the system | Set a meeting |
The scope management plan is a crucial component of the overall project management approach for the SurveiRams project. It outlines the tools and techniques that will be used to effectively document and control the project's scope, ensuring it remains within the defined boundaries and aligns with the project objectives.
The project team will work collaboratively with stakeholders to prioritize and manage scope, identify and manage changes, and ensure that the project remains on track to deliver a successful SurveiRams system that meets the needs of all stakeholders.
The scope management plan is a crucial component of the overall project management approach for the SurveiRams project. It outlines the tools and techniques that will be used to effectively document and control the project's scope, ensuring it remains within the defined boundaries and aligns with the project objectives.
The project team will work collaboratively with stakeholders to prioritize and manage scope, identify and manage changes, and ensure that the project remains on track to deliver a successful SurveiRams system that meets the needs of all stakeholders.
The following are the roles and responsibilities in managing the project's scope:
| Role | Responsibilities |
| Project Manager | The project manager oversees specifying and establishing the scope of the project and supervising and approving adjustments. Also oversees raising stakeholder demands and priorities and making sure the project adds value to the company. |
| Project Team | The project team confirms the project's scope and, if necessary, submits change requests. |
| Stakeholders | The stakeholders oversee providing feedback on the needs and scope of the project and authorizing any necessary changes. |
To define the project's scope, the project team conducted meetings to draft a list. The team then utilized adviser and consultant judgment to assess the feasibility of the project and identify potential risks. Product analysis was conducted to determine the features and functions required by the new system. Facilitated interviews were also conducted with stakeholders to gather their input and ensure their requirements were considered. The scope definition process was tied back to the Project Charter and preliminary Project Scope Statement were also referred to during the scope definition process.
The scope of SurveiRams ticketing system will be defined through the following activities:
- Project Charter:
- The project charter will provide a clear definition of the project's objectives, deliverables, stakeholders, and constraints, serving as a foundational document for scope management.
- Scope statement:
- The scope statement involves clearly defining the boundaries and extent of the project. The scope statement will outline the specific features, functionalities, and requirements of the ticketing system, as well as any exclusions or limitations that will provide a high-level overview of the project scope.
- Sprint Planning and Review Meetings:
- Sprint planning and review meetings will be conducted to collaboratively define the scope of each sprint and review the completed work against the defined scope. This will ensure that the project team and stakeholders have a shared understanding of the scope at each stage of the project.
- Product Backlog:
- The product backlog will be created in the development phase, then utilized to capture and prioritize all the features, functionalities, and requirements of the SurveiRams system. It will serve as a dynamic document that evolves throughout the project, reflecting changing priorities and stakeholder needs.
- User Stories:
- User stories will be done in the next phase of the project to be used to further detail the requirements of the SurveiRams system in a user-centric manner. User stories will capture the "who," "what," and "why" of each requirement, supplying a clear understanding of the desired outcomes.
- Product Scope Description
- Ticketing database
- Performance evaluation
- Reporting and analytics
- User training and support
- Product Acceptance Criteria
- The user can create, read, and update reports and logs in the application.
- An administrator can access an analytics dashboard with the following information:
- How many resolved and unresolved incident reports there are
- The department name and floor number that has the most incidents
- What incident occurred the most
- How many incidents happened per floor
- How many incidents happened per department
- Project Deliverables
- A fully operational system.
- User manuals and training materials.
- Technical documentation.
- Any other deliverables as outlined in the Project Scope Statement and agreed upon by the Project Sponsor.
- Project Exclusions
- Data Collection: This project does not include data collection from other sources or systems other than what is inputted by the user.
- Automated Entry: This project does not include automated entry for the reports. All reports must be done or reported manually using the application. The user will be responsible for the creation of reports.
- Data Transfer: The project team will not be responsible for encoding past logs and reports into the SurveiRams database.
- Machine Learning: This project will not involve the development or implementation of any machine learning algorithms. The focus will be to manage the reports from students and to lessen the use of paper by using a dedicated application for the reports.
- Project Constraints
- The project team only consists of five (5) members.
- The project team will only be operating on the budget that the Project Sponsors approve.
- The project will be developed only from April 2023 to August 2023.
- The project is not intended to be used for purposes other than processes regarding patrolling, post logs, and incident reports.
- Project Assumptions
- This project is fully supported by the project sponsor, stakeholders, and all departments involved. This means the project's approvals or permissions will be obtained promptly.
- The developers of SurveiRams have the necessary technical skills and experience to carry out the project. The development tools and testing environment are available and provided by Asia Pacific College.
- The build for this system is only accessible within the APC network.
- Asia Pacific College possesses the necessary conditions to facilitate system implementation, sustain maintenance efforts, and provide comprehensive support for project development.
Figure 1. SurveiRams Work Breakdown Structure (WBS)
Figure 1 illustrates the SurveiRams WBS in a hierarchical structure. A more detailed discussion for this can be found in the Work Breakdown Structure document.
The project team will use various techniques for scope verification to guarantee that the SurveiRams System project deliverables satisfy the original scope. These methods include:
- Quality Checklists
- Work Performance Measurements
- Scope Baseline
- Formal Acceptance
Overall, it is critical that the project team maintains open communication and cooperation with the client and other stakeholders throughout the project to ensure that the deliverables meet the original scope and are formally approved.
The change management plan must be consulted if the project scope is changed. The procedures written there will be followed. The change’s impact on the schedule and budget will be factored into making the decision. Should any changes happen, all project documents related will be updated.
The purpose of the Cost Management Plan for the SurveiRams System project is to ensure that all project-related expenses are managed efficiently throughout its entire duration. The plan outlines the techniques and guidelines that will be employed to gauge, communicate, and regulate project expenses.
Cost management responsibilities: The Project Manager will be responsible for managing the project's expenses and act as the contact for any cost-related concerns. The Project Leader, on the other hand, will be responsible for supervising project spendings and making sure that it stays within the authorized budget.
Cost change approval: Authorization from the Project Manager is required prior to implementing any changes in cost. In case the cost modification exceeds 10% of the total project budget, approval from the Project Sponsor must be obtained before executing it.
Cost measurement and reporting: The project expenses will be evaluated and recorded monthly, using the cost performance index (CPI) and the schedule performance index (SPI). Monthly expense reports will be submitted to the Project Sponsor.
Budget format and standards: The budget will be presented in a simplified and concise format by utilizing a spreadsheet program like Microsoft Excel. The budget will be divided into distinct line items, with each item having a detailed cost estimate. It will be updated once there are any changes, and any changes made will be indicated.
Overall, the objective of the Cost Management Plan for the SurveiRams System project is to ensure that all project-related expenses are effectively monitored and controlled, allowing the project to be completed within the assigned budget. This approach will ensure the project's successful and timely completion.
The cost management approach for SurveiRams will be based on the following principles:
-
Clear definition of cost
- The project team will define all the costs associated with SurveiRams such as hardware, software, development, and manpower costs as well as any other expenses related to the project. -
Budget development and tracking
- OpenProject will be implemented to regularly monitor actual spending against the allocated budget and identify areas for improvement. -
Cost variance analysis
- The project team will analyze and distinguish between the actual cost in the budget and predicted cost estimates to pinpoint reasons for any discrepancies, then initiate remedial measures to align expenses accordingly. -
Cost management roles and responsibilities
- The project team members will define and establish clear roles and responsibilities for cost management. -
Approval process for changes
- Changes to projects or budgets will be approved formally through an established and implemented procedure. -
Reporting and communication
- Regular cost reports will be provided and distributed to the project team, project sponsor, and stakeholders to inform them of the project's financial situation.
For this project, the Earned Value Management tool will be used to measure project costs. Specifically, the Cost Variance (CV), Schedule Variance (SV), Cost Performance Index (CPI), and Schedule Performance Index (SPI) are the metrics to be used to aid in tracking whether the project is over or under budget, or whether the team is on schedule or not.
|
Metrics |
Formula/Definition |
|
Schedule Variance (SV) |
EV - PV |
|
Cost Variance (CV) |
EV - AC |
|
Schedule Performance Index (SPI) |
EV / PV |
|
Cost Performance Index (CPI) |
EV / AC |
Table 1 shows the formula to calculate for each metric. SV is the difference between the EV (Earned Value) and PV (Planned Value). It will determine whether the project is ahead (SV > 0), right on track (SV = 0), or behind schedule (SV < 0) in a specific period or task. Meanwhile, CV is the difference between EV and AC (Actual Costs). This dictates whether the project is under budget (CV > 0), perfectly on budget (CV = 0), or over budget (CV < 0) during a certain period.
On the other hand, CPI is the ratio of the EV to the AC. This will help in checking if the project is cost-effective. If the CPI is:
- less than one (a negative number), then it means that the project is over budget so far
- equal to one (1), then it means that the project is perfectly on budget so far
- more than one (a positive number), then it means that the project is over budget so far
Reporting on cost management will be included in the monthly project status report. The Monthly Project Status Report will include a section labeled, “Cost Management”. This section will contain the Earned Value Metrics identified in the previous section. All cost variances outside the thresholds identified in this Cost Management Plan will be reported on including any corrective actions planned. Change Requests which are triggered based upon project cost overruns will be identified and tracked in this report.
The Control Thresholds for this project is a CPI or SPI of 1, as stated above in Measuring Project Cost. If the Project Sponsor selects a corrective action option, they may choose from the following:
- Reducing the scope of the project
- Reducing the quality of the project deliverables
- Increasing the budget for the project
- Increasing productivity or efficiency of project team members
The cost change control process will include the following steps:
-
Identification of Cost Change
- The Project Manager or any team member who identifies and proposes a potential cost change must document and bring it to the attention of the Project Sponsor through a Cost Change Request Form. -
Analysis of the Cost Change
- The project team will analyze the cost change to determine its impact on the project schedule, budget, and overall performance. -
Approval of the Cost Change
- The Project Manager will present an analysis of the cost change to the Project Sponsor and other relevant stakeholders. The Project Sponsor will then approve or reject the cost change based on the analysis provided. -
Implementation of the Cost Change
- Once the cost change is approved, the Project Manager will update the project cost baseline and implement the necessary cost changes to the project plan in accordance with the project schedule and budget. -
Tracking and Monitoring of the Cost Change
- The Project Manager will track and monitor the cost change to ensure that it is implemented effectively and efficiently. The project team will regularly review the progress of the cost change and adjust as necessary. -
Reporting on the Cost Change
- The Project Manager will report on the cost change to the Project Sponsor and other stakeholders. The report will detail the factors contributing to the cost change, its implications for the project timeline, budget, and quality of work, as well as the progress achieved in managing the situation.
The budget for this project is detailed below. Costs for this project are presented in various categories:
Table 7. Project Budget
Table 7 breaks down the details of the SurveiRams Project Budget. The estimated Manpower Costs are based on Glassdoor, a website that provides information about job salaries depending on work experience and location. The data they provide are from the input of users, which gives it authenticity and legitimacy in the real-world scenario [14]. The salaries used were the base salaries for job seekers with 0-1 year of work experience, based in Manila, Philippines. Hardware prices were based on the website Gigahertz, a company dedicated to providing Filipinos affordable technology [15].
The office’s monthly rent in a building in Paranaque was based on Lamudi, a website where landlords, estate developers and agents list available properties [16]. The internet billings were based on Converge’s website.
Managing a project’s schedule is one of the most important things to do. Discussed in this document are Schedule Management Approach, Schedule Control, Schedule Changes and Thresholds, and Scope Change. These must be elaborated as schedules are not always set in stone. There are unforeseen risks that might occur that could offset a project’s schedule.
Once a preliminary schedule has been produced, the project team will regularly review and update the schedule to ensure that the project stays on track. In addition to the project schedule, Earned Value Measures will be used to monitor and compare budgeted or scheduled progress against actual progress.
Any changes to the schedule will be communicated to all stakeholders promptly. Regular monitoring and tracking of the project will be done to ensure adherence to the schedule.
- The team will also utilize project management software to facilitate task tracking and ensure that deadlines are met.
- The project manager will be responsible for monitoring the progress of the project against the schedule, identifying potential delays, and taking corrective action where necessary.
- The team will also hold regular status meetings to discuss progress and identify any issues that need to be addressed.
- The project manager will provide regular status reports to stakeholders, including the project sponsor, to keep them informed of the project's progress.
- Frequency of Updates and Reviews:
- The project schedule will be updated on a weekly basis by the project manager.
- A weekly schedule review meeting will be held to review the project's progress against the schedule.
- Any changes to the schedule will be communicated to the project team and stakeholders within 48 hours (about 2 days) of being made.
- Roles and Responsibilities:
- The project manager is responsible for maintaining and updating the project schedule and communicating any changes to the team and stakeholders.
- To ensure optimal project management and successful project delivery, the project team must finish all the required deliverables on time.
- The project team is responsible for providing accurate and timely information to the project manager to help ensure the schedule is up-to-date and on track.
- Stakeholders are responsible for reviewing the project schedule and providing feedback or concerns to the project manager promptly.
- Communicating Schedule and Progress:
- The project manager will regularly communicate the project schedule and progress to the project team and stakeholders.
- Progress reports will be provided weekly to stakeholders, highlighting any major accomplishments or issues that may impact the project schedule.
- The project manager will also provide a monthly schedule status report to stakeholders, which will include an updated schedule and any changes made during the month.
Schedule changes and thresholds are critical elements of project management. It is essential to have a defined process in place to ensure that any schedule changes are well-documented and approved by the appropriate project stakeholders. Before making any changes to the schedule, the project team must complete the Schedule Change Request Form found in Appendix B. This form must include the proposed changes, justification for the changes, and the potential impact on the project's timeline, budget, and resources. The project sponsor must approve the schedule change request, and the updated schedule must be communicated to all relevant stakeholders. By following this process, the project team can ensure that all schedule changes are transparent, well-documented, and aligned with the project's goals and objectives.
The project manager is responsible for submitting a Schedule Change Request Form to the project sponsor for approval before making any changes to the project schedule. Once approved, the project manager will update the schedule and communicate the changes and their impact to the project team and stakeholders. All change requests will be archived in the project records repository.
The team will need to evaluate the impact of any change in project scope that is authorized by the project sponsor on the present timetable. When an issue arises in a project that requires a substantial revision of the project scope, a change proposal can be considered. The team should approach any modification carefully given that the outcome could have a favorable or negative impact on the project's advancement. Any team member may request modifications, but they must be submitted in the form of a project change request document to the project stakeholder.
A well-defined change management plan is vital to the effective execution of any project, including the SurveiRams Tiketing System project. This plan establishes a structured approach for identifying, assessing, and implementing changes that may arise throughout the project lifecycle. It ensures that all modifications undergo thorough evaluation, remain within the project's scope, and are effectively communicated to stakeholders.
The change management strategy encompasses a defined process for submitting, evaluating, and approving changes. This process is communicated to all stakeholders, who are encouraged to submit their modification requests. The project team then assesses these requests, considering their impact on the project's schedule, cost, and quality. Approved changes are implemented in an organized and controlled manner, while rejected changes are documented and archived for future reference.
Understanding the importance of adhering to the established change management strategy is crucial as changes made outside of this framework can negatively impact the project's progress and outcome. All stakeholders must recognize this and be familiar with the change management process to ensure that the project stays on course and that any implemented changes actively contribute to its overall success.
The Change Control Board consists of a designated group of stakeholders who can approve or reject changes related to the SurveiRams System. The following table provides a concise overview of everyone serving on the Change Control Board:
| Change Control Board Role | Role | Name | Contact | Responsibilities |
|---|---|---|---|---|
| Change Control Board Chair | Project Sponsor | Mr. Jose Manuel Garcia | [email protected] |
|
| Change Control Board Chair | Project Sponsor | Mr. Jojo F. Castillo | [email protected] |
|
| Change Control Board Member | Project Manager | Ian Onrubia | [email protected] |
|
| Change Control Board Member | Change Coordinator | Jan Karlo Boongaling | [email protected] |
|
Below is a breakdown of the responsibilities of each project member involved in the change management process:
| Name | Project Role | Responsibilities |
|---|---|---|
| Mr. Jose Manuel Garcia | Project Sponsor |
|
| Mr. Jojo F. Castillo | Project Sponsor |
|
| Ian Christopher Onrubia | Project Manager |
|
| Jan Karlo Boongaling | Change Coordinator |
|
| Security Guard | Internal User of the System |
|
| ITRO | Internal User of the System |
|
| BMO | Internal User of the System |
|
| Development Team | Developers |
|
The SurveiRams Ticketing System Project Change Management Process places emphasis on managing the scope and modifications through the change request method. The process outlines the steps involved in handling changes. The SurveiRams Project's Change Control Process adheres to the organization's standard change procedure for all projects. The project manager is responsible for executing the change management approach for each change request.
- Assessing the need for a change (Stakeholders): The change requestor will submit a completed change request form to the project manager.
- Keeping track of change requests (Project Manager, Change Coordinator): Throughout the project's lifecycle, the project manager and the change coordinator will maintain a log of all received change requests.
- Evaluating the change (Project Manager, Team, Requestor): The project manager will conduct a preliminary analysis of the change's impact on risk, cost, schedule, and scope. They will also consult with team members and the change requestor for further clarification.
- Sending the change request to CCB (Change Control Board) (Project Manager): The project manager will forward the change request and preliminary analysis to the CCB (Change Control Board) for review.
- Receiving the Change Request Decision (CCB): Based on the information provided, the CCB will deliberate on the proposed change and determine whether it will be approved.
- Implementing the modification (Project Manager): If the CCB approves a change, the project manager will update and establish new baselines for project documents.
A Work Breakdown Structure (WBS) has been developed to help clarify the project's goals and scope. The project is divided into smaller, more manageable components called work packages by the WBS, each of which represents a specific task that must be completed to achieve the project's overall objectives. The WBS acts as a hierarchical structure that aids in establishing a project schedule, budget, and resource plan as well as assisting the project team in understanding the relationships between various work packages. It is an essential tool for managing and controlling the SurveiRams System project because it also aids in tracking progress and spotting potential risks and problems.
- 1. SurveiRams Ticketing System
- 1.1 Initiation
- 1.1.1 Create Business Case
- 1.1.2 Conduct a Feasibility Study
- 1.1.3 Project Charter
- 1.1.4 Identify Stakeholder
- 1.1.5 Final Review
- 1.2 Develop Project Plan
- 1.2.1 Project Description
- 1.2.2 Cost Management Plan
- 1.2.3 Schedule Management Plan
- 1.2.4 Scope Management Plan
- 1.2.5 Change Management Plan
- 1.2.6 Communications Management Plan
- 1.2.7 Risk Management Plan
- 1.2.8 Quality Management Plan
- 1.2.9 Procurement Management Plan
- 1.2.10 Human Resource Plan
- 1.2.11 Implementation Plan
- 1.2.12 Work Breakdown Structure
- 1.2.13 Consolidated Management Plan
- 1.3 Analysis
- 1.3.1 Cost Benefit Analysis
- 1.3.2 Project Risk Analysis
- 1.4 Design
- 1.4.1 Process Design
- 1.4.2 User Interface
- 1.5 Testing
- 1.5.1 System Test
- 1.5.2 User Acceptance Test
- 1.5.3 Unit and Integration Testing
- 1.6 Implementation
- 1.6.1 Define Key Variables
- 1.6.2 Determine Roles
- 1.6.3 Determine Responsibilities
- 1.6.4 Delegate the Work
- 1.6.5 Monitor Progress
- 1.6.6 Take Corrective Action
- 1.7 Close Project
- 1.7.1 Finalize Project Deliverables
- 1.7.2 Confirm Project Completion
- 1.7.3 Review all Contracts
- 1.7.4 Review Documentation
- 1.1 Initiation
This is a hierarchical structure outlining the various stages involved in the SurveiRams System, a project management system that aims to manage violations and track progress of related projects. The structure starts with the initiation stage, which involves creating a business case and conducting a feasibility study, followed by the development of a project charter and plan, analysis, design, testing, implementation, and finally, the close of the project. Each stage is further broken down into sub-stages, which provide detailed information on the specific tasks and responsibilities that need to be carried out to achieve the overall goal of the project. This structure is designed to ensure that the project is completed efficiently, effectively, and within the specified timeline and budget.
| Level | WBS Code | Element Name |
|---|---|---|
| 1 | 1 | SurveiRams Ticketing System |
| 2 | 1.1 | Initiation |
| 3 | 1.1.1 | Create Business Case |
| 3 | 1.1.2 | Conduct a Feasibility Study |
| 3 | 1.1.3 | Project Charter |
| 3 | 1.1.4 | Identify Stakeholders |
| 3 | 1.1.5 | Final Review |
| 2 | 1.2 | Develop Project Plan |
| 3 | 1.2.1 | Project Description |
| 3 | 1.2.2 | Cost Management Plan |
| 3 | 1.2.3 | Schedule Management Plan |
| 3 | 1.2.4 | Scope Management Plan |
| 3 | 1.2.5 | Change Management Plan |
| 3 | 1.2.6 | Communications Management Plan |
| 3 | 1.2.7 | Risk Management Plan |
| 3 | 1.2.8 | Quality Management Plan |
| 3 | 1.2.9 | Procurement Management Plan |
| 3 | 1.2.10 | Human Resource Plan |
| 3 | 1.2.11 | Implementation Plan |
| 3 | 1.2.12 | Work Breakdown Structure |
| 3 | 1.2.13 | Consolidated Management Plan |
| 2 | 1.3 | Analysis |
| 3 | 1.3.1 | Cost Benefit Analysis |
| 3 | 1.3.2 | Project Risk Analysis |
| 3 | 1.4 | Design |
| 3 | 1.4.1 | Process Design |
| 3 | 1.4.2 | User Interface |
| 3 | 1.5 | Testing |
| 3 | 1.5.1 | System Test |
| 3 | 1.5.2 | User Acceptance Test |
| 3 | 1.5.3 | Unit and Integration Testing |
| 2 | 1.6 | Implementation |
| 3 | 1.6.1 | Define Key Variables |
| 3 | 1.6.2 | Determine Roles |
| 3 | 1.6.3 | Determine Responsibilities |
| 3 | 1.6.4 | Delegate the Work |
| 2 | 1.6.5 | Monitor Progress |
| 3 | 1.6.6 | Take Corrective Action |
| 3 | 1.7 | Close Project |
| 3 | 1.7.1 | Finalize Project Deliverables |
| 2 | 1.7.2 | Confirm Project Completion |
| 2 | 1.7.3 | Review all Contracts |
| 2 | 1.7.4 | Review Documentation |
| Level 1 | Level 2 | Level 3 |
|---|---|---|
| 1 SurveiRams Ticketing System | 1.1 Initiation | 1.1.1 Create Business Case 1.1.2 Conduct a Feasibility Study 1.1.3 Project Charter 1.1.4 Identify Stakeholders 1.1.5 Final Review |
| 1.2 Develop Project Plan | 1.2.1 Project Description 1.2.2 Cost Management Plan 1.2.3 Schedule Management Plan 1.2.4 Scope Management Plan 1.2.5 Change Management Plan 1.2.6 Communications Management Plan 1.2.7 Risk Management Plan 1.2.8 Quality Management Plan 1.2.9 Procurement Management Plan 1.2.10 Human Resource Plan 1.2.11 Implementation Plan 1.2.12 Work Breakdown Structure 1.2.13 Consolidated Management Plan |
|
| 1.3 Analysis | 1.3.1 Cost Benefit Analysis 1.3.2 Project Risk Analysis |
|
| 1.4 Design | 1.4.1 Process Design 1.4.2 User Interface |
|
| 1.5 Testing | 1.5.1 System Test 1.5.2 User Acceptance Test 1.5.3 Unit and Integration Testing |
|
| 1.6 Implementation | 1.6.1 Define Key Variables 1.6.2 Determine Roles 1.6.3 Determine Responsibilities 1.6.4 Delegate the Work 1.6.5 Monitor Progress 1.6.6 Take Corrective Action |
|
| 1.7 Close Project | 1.7.1 Finalize Project Deliverables 1.7.2 Confirm Project Completion 1.7.3 Review all Contracts 1.7.4 Review Documentation |
| Level | WBS Code | Element Name | Definition |
|---|---|---|---|
| 1 | 1 | SurveiRams Ticketing System | The project wherein the mobile application for digitizing incident reports and log will be done. |
| 2 | 1.1 | Initiation | All the tasks involving starting the project. |
| 3 | 1.1.1 | Create Business Case | Document that justifies the need for the project. |
| 3 | 1.1.2 | Conduct a Feasibility Study | Evaluates whether the project is possible to do or not. |
| 3 | 1.1.3 | Project Charter | Outlines the details for the project. |
| 3 | 1.1.4 | Identify Stakeholders | Identification of all relevant people or departments to the project. |
| 3 | 1.1.5 | Final Review | Reviewing and finalization of all initiation tasks. |
| 2 | 1.2 | Develop a Project Plan | Provides core details and certain plans to make the project. |
| 3 | 1.2.1 | Project Description | Project Manager creates a Project Description. |
| 3 | 1.2.2 | Cost Management Plan | Helps plan and manage a budget. It enables the project manager to estimate costs, allocate resources to the appropriate areas, and manage overall expenditures. |
| 3 | 1.2.3 | Schedule Management Plan | Details how the project's schedule will be created, managed, and monitored. |
| 3 | 1.2.4 | Scope Management Plan | To create project structure by documenting the resources required to achieve the project objectives. |
| 3 | 1.2.5 | Change Management Plan | Outlines the structured approach to identifying, evaluating, and implementing changes in a project. |
| 3 | 1.2.6 | Communications Management Plan | Specifies how project information will be communicated, including stakeholders, channels, and frequency. |
| 3 | 1.2.7 | Risk Management Plan | This details the identification, assessment, and mitigation of project risks. |
| 3 | 1.2.8 | Quality Management Plan | This outlines the quality standards, processes, and metrics to ensure project deliverables meet requirements. |
| 3 | 1.2.9 | Procurement Management Plan | This specifies how project resources, goods, and services will be acquired and managed. |
| 3 | 1.2.10 | Human Resource Plan | Outlines the roles, responsibilities, and staffing requirements for project team members. |
| 3 | 1.2.11 | Implementation Plan | Outlines the activities, timeline, and resources required to execute project deliverables. |
| 3 | 1.2.12 | Work Breakdown Structure | A hierarchical breakdown of project tasks and deliverables, providing a visual representation of the project's scope. |
| 3 | 1.2.13 | Consolidated Management Plan | An integrated document that combines various project management plans, providing a comprehensive overview of project management activities. |
| 2 | 1.3 | Analysis | Phase wherein certain variables will be assessed to ensure that the project is feasible and to create plans to mitigate anything that might hinder the process. |
| 3 | 1.3.1 | Cost Benefit Analysis | Project costs and benefits will be compared to assess whether the benefits outweigh the cost. |
| 3 | 1.3.2 | Project Risk Analysis | Using the Risk Management Plan as a guide for identifying, mitigating or avoiding, and controlling risks to be prepared should any of them occur. |
| 2 | 1.4 | Design | Process of defining the components, modules, interfaces, and data for a system to satisfy specified requirements. |
| 3 | 1.4.1 | Process Design | Where the product is broken down into parts, which further can be helpful in the actual manufacturing process. |
| 3 | 1.4.2 | User Interface | Anticipating what users may need to do and ensuring that the interface contains elements that are simple to access, comprehend, and use to facilitate those actions. |
| 2 | 1.5 | Testing | Evaluation of the overall performance of the application. |
| 3 | 1.5.1 | System Test | Testing if the application's features are complete and meet the objectives. |
| 3 | 1.5.2 | User Acceptance Test | Client and relevant stakeholders testing the application for approval. |
| 3 | 1.5.3 | Unit and Integration Testing | Testing if the application works well with the devices to be used and debugging any errors. |
| 2 | 1.6 | Implementation | Relaying the application and new system/process to the end users. |
| 3 | 1.6.1 | Define Key Variables | Setting variables for identification. |
| 3 | 1.6.2 | Determine Roles | Identifying the different end users of the application. |
| 3 | 1.6.3 | Determine Responsibilities | Outlining the tasks each role has. |
| 3 | 1.6.4 | Delegate the Work | Giving the tasks to the end users. |
| 3 | 1.6.5 | Monitor Progress | Keeping track of the end users' progress and updating the stakeholders and client. |
| 3 | 1.6.6 | Take Corrective Action | Mitigating any risks that occur. |
| 2 | 1.7 | Close Project | Last phase of the project where various documentation is finalized. |
| 3 | 1.7.1 | Finalize Project Deliverables | Deliverables created are updated to ensure their contents are accurate. |
| 3 | 1.7.2 | Confirm Project Completion | Client will approve the completion of the project. |
| 3 | 1.7.3 | Review all Contracts | Contracts between client, stakeholders, and the project team will be reviewed to ensure all agreements were met. |
| 3 | 1.7.4 | Review Documentation | Finalizing all documents created during the project's lifecycle. |
| Terms | Definition |
|---|---|
| WBS Code | A unique identifier assigned to each element in a Work Breakdown Structure for the purpose of designating the element's hierarchical location within the WBS. |
| Work Package | This is the lowest level of a work component. |