Assignment 2 Executive Project Briefing Report (INSERT SOME SORT OF IMAGE) Tutorial 9 Tutor: Caroline Evans Group 3 – Tasks James DIAZ – 13924877 Naomi WU – Kanisha SIMAN MERU PATHIRANAGE – 13856695 Houyuan CHEN – Assignment Link: https://canvas.uts.edu.au/courses/24119/assignments/112116 https://sustainable.unimelb.edu.au/publications/briefing-papers https://www.uts.edu.au/sites/default/files/Shared_Responsibility_Agreements_Briefing1.pdf ( Its good to add an attractive company logo or a picture) ( Each chapter start with a new page) (When you are editing the report please make sure to cross the original work; do not remove the original work) WILL DELETE AFTER FINAL Version Date: XX/10/2022 2 Table of Contents Table of Contents 3 Section 1 – Business Overview – JD 4 1.1 Executive Summary – Introduction, Background and Purpose 4 1.2 Objectives of the Centre Management System (CMS) and key success criteria to improve 5 1.3 Measurable Organisational Value (MOV) 6 1.4.1 In Scope items 7 1.4.2 Out of Scope Items 8 1.4.3 Requirements Traceability Matrix 8 1.5 Project assumptions and potential constraints 10 Section 2 – Key Project Management Planning and Control Strategies to Adopt – Kanisha 11 Stakeholder Communication Matrix (Preliminary) 19 Engagement of stakeholders 32 Section 3 – Major Project Management Activities and Estimates NW/HC/JD 96 3.1 High-level work breakdown structure of the CMS project (approximately 100 tasks) 96 3.2 Task sequencing using activity-on-node (AON) network dependency diagram. If needed, place a high-level summary NDD in the report body with more detailed AON PERT in an appendix 103 3.3 Task scheduling on a Gantt chart (must reflect both the WBS and the detailed PERT) 105 3.4 Identification and discussion of key project milestones (should be at least 8 but more are OK) 105 3.5 Discussion of identified critical path dependencies Error! Bookmark not defined. 3.6 Best estimate of time (with reasoning) needed to complete the project from start to final handover 106 3.7 Validation of the $1,000,000 proposed budget: 115 3.8 Human resourcing estimate (i.e. Roles needed? How many people? For how long?) – James 117 Section 4 – Conclusion – James – Waiting for others to complete section 118 4.1 Summary of major points and relevant approvals required for key project areas 118 4.2 Recommendations, Suggested next steps to get the project underway 118 4.3 Concluding remarks 118 Appendix 119 Version Date: XX/10/2022 3 Section 1 – Business Overview 1.1 Executive Summary – Introduction, Background and Purpose In early 2015, a range of small to medium recreation firms and a collection of venture capital investors formed to become a major group to provide an umbrella company for easy management of the health and holiday resorts throughout Australia, called The Recreation Amalgamated Holidays Corporation (RAH). RAH is dedicated to the management and provision of the recreation services spread throughout the country and hold five divisions that are autonomous and funded substantially, divisions ranging from the Pacific Resorts Group, Snowy Mountains Resorts Group, Everyday Fitness Group, Southern Golf Group and Vista Events. Due to a wide range of disparity with systems and capabilities transferred from those mergers, RAH has now prioritised the development of a main system to administer the needs of staff and clients in their day to day operations which will benefit in monitoring and providing services. A proposed budget of $1,000,000 has been allocated for the construction of the Centre Management System (CMS) for the EDF and a need to be completed by September 2023 which is the decided “go live” target for the System. The purpose of this report is to allow concise and delicate planning of the CMS and ensure that it is completed on time and within the allocated budget. To do this, there are many things to take into account, the team needs to identify the scope items to identify risks that may arise during the construction of the system that will hold back the success of the project and tasks that need to be completed in the expected duration. As a leading division in getting improvements and being modernised, the Everyday Fitness Group (EDF) has been appointed by RAH main division as the focus in the development of an appropriate information systems architecture. RAH has decided that a bespoke development project as opposed to purchasing a system package, where they have engaged PMP consultants to prepare a Briefing Paper as a first step in the development of the Centre Management System (CMS) to outline work estimates, methodologies ensuring success, preliminary planning and resourcing for building a robust CMS using project management disciplines. Once this Briefing Paper for RAH has been completed it will be related to a list of consulting firms with a selection of a winning bid by Mid-February 2023. Once constructed and implemented by the winning firm this will enable EDF to simplify the gym registration and save time and resources on administrative tasks by allowing customers and workers of EDF access to different types of details and resources. The benchmarks are anticipated to measure the success of this project including simplifying the registration and system of EDF and at least 80% of reviews of the CMS after one year are positive, that is the criteria. The simplification of the processes of EDF will enhance customer experience and decrease administrative tasks for staff, increasing the amount of registrations and management of the range of RAH resorts. Version Date: XX/10/2022 4 1.2 Objectives of the Centre Management System (CMS) and key success criteria to improve 1.2.1 Objectives 1. Simplified gym registration. 2. A mobile application that will allow members to check their accounts, membership validity and booking times 3. Simplified member management of personal information, membership details and tailored programs. 4. A tap and go member ID Card for access to EDF centres for members. 5. Online purchases from EDF catalogue with several options for payment methods. 6. Members can communicate with specialist staff through the system. 7. Members are able to enrol in specialist exercise programs provided by EDF. 8. Child care registration and sign-in for members’ children for the EDF child care. 9. Simplified management of competitions and demonstration events for EDF staff. 10. Rostering and Payroll system for EDF management to roster staff weekly. 1.2.2 Key Success Criteria ○ Improved and simplified user experience for members and staff ○ Integration and simplified versions of manual processes. ○ Centre Management System is able to facilitate gym registration, management of personal details of members and staff, enrollment for specialist exercise programs, tap and go function ID Card for access into EDF, purchases of merchandise, management of competitions and demonstrations events, and management of rosters for EDF staff members. ○ Delivering outcomes of the project on time. ○ Meeting the assigned budget. Version Date: XX/10/2022 5 1.3 Measurable Organisational Value (MOV) Measurable Organisational Value (MOV) statement is the goal and driving motivation of the project and defines the value that the project will bring to the client. By introducing a MOV statement we can establish an accurate measurement of the CMS project success. The MOV produced for the CMS project include, integration of the Centre Management System through the automation of the Manual Processes of EDF The Project will be successful if these MOV are met: ● ● ● ● ● ● ● ● ● ● ● ● ● ● Project Briefing is completed and released to list of consulting firms by end of December 2022 CMS is integration goes smoothly with EDF/RAH and that staff members are trained in providing instruction to any future members and smooth transition to the online platform for existing members The acceptance and verification of a tap and go member ID card when entering EDF facilities. The CMS is integrated and functional, ready to be integrated by September 2023 at EDF CMS provides member management of personal information, membership details and tailored programs through an application Functional gym registration that will provide registrants details about the EDF and its facilities and programs A functional mobile application that allows members to check their accounts, membership validity and booking times for programs Online store function where members are able to purchase products from the EDF/RAH resort catalogues A function which allows members to communicate with EDF specialist staff in regards to any inquiry or issues. A functional system where members are able to book and enrol in specialist programs and events. The child care facilities are open to members to register children to be supervised and taken care of by EDF workers or able to personally supervise their children in a supervised area of the EDF centre. EDF staff and management are able to manage competitions and demonstrations events and provide details through the mobile application to EDF newsletter function for members. Functional system for EDF management to roster employees, to manage their payroll and timesheets. Robust security and system software to protect the entire CMS operations and easily upgradeable Version Date: XX/10/2022 6 1.4 Outline of project scope (including requirements traceability, identification of out of scope) 1.4.1 In Scope items 1) Planning of project, budgeting, Verification testing, user acceptance testing and post implementation review 2) Communication with various stakeholders and sponsors in regards to project progress 3) Integrated/online patron membership EDF registration where new members are able to register for a membership via mobile application showing the range of memberships and centres 4) Centralised and Integrated patron account management where members are able to access membership details and able to change details within the CMS 5) Quick entry to EDF centre premises through the use of Member ID Card by tapping on card scanning units 6) Online Store where members/visitors are able to purchase products such as supplements and gear from the EDF catalogues 7) Integrated communication system with specialist staff where members are able to communicate with the EDF specialist staff in regards to any inquiries about workouts 8) Online booking of specialist programs where members are able to pay and schedule a specialist program on certain dates and times through the website and mobile application at the centre 9) Payment method for programs and purchases of products provided in different payment options to all members and customers which include credit card (VISA, American Express and MASTERCARD). 10) Providing Invoices, payments, details of cancellation of membership, booking system and inventory of the Online EDF/RAH catalogue and provision of purchasing facilities (online, in-store purchases at EDF/ RAH Centres) 11) Childcare EDF registration, licensing information available to customers 12) Childcare access and booking for members where they are able to book time, location at the centre and supervision of children during the use of EDF Centres 13) Childcare functions where parents/members see details such as supervision times of EDF and which staff members are supervising the childcare section. 14) Providing details about competition being held at EDF to members such as event details, prizes, participant registration, ranking system of participants Booking Times and location of competition that is being held at the centre 15) Staff rostering management system within the CMS so EDF management are able to assign shifts to staff members and keep track of payroll. 16) Shows availability of shifts and events letting management decide staff and which events they are rostered for. 17) EDF staff rosters show available times and duty schedules online week by week, this will allow members to schedule programs with the information gained from the staff rosters. 18) Maintenance of CMS where the system must be easily upgradeable, robust and scalable. Version Date: XX/10/2022 7 1.4.2 Out of Scope Items 1) Buildings, space and general office fit-out for the Project and staff 2) Administration staffing and support personnel not directly engaged in project development 3) Back office, financial and other systems not directly related to CMS project development 4) Sourcing og “non-IS/IT’ hardware such as RFID cards, card scanning unit and pass gates at EDF entries 5) Government Approvals for sale of vitamins and other health supplements 6) Provision for issues and risk related to legislation, environment, governing bodies and insurance 1.4.3 Requirements Traceability Matrix Requirement ID Name Business Objective Source Deliverable REQ001 Mobile Application and Verification Allow for EDF to manage members Objective 2, In-scope 4 User Interface REQ002 EDF Member Registration Allow customers to submit an online membership for EDF Objective 1, In-scope 3 User Interface within Software REQ003 Interface which allows users to access/review personal information about membership Allows users to see membership details such as cancel and cost Objective 3, In-scope 4 User Interface within Software REQ004 Online Kiosk/Store Allow members to preview and purchase merchandise Objective 5, In-scope 6 and 7 Software REQ005 Member ID Card to access centres Allow members to tap in to enter facility Objective 4, In-scope 5 Software and Hardware (RFID Card ) Version Date: XX/10/2022 8 Requirement ID Name Business Objective Source Deliverable REQ006 Interface to communicate with specialist about any inquiries Allow members to communicate to specialist Objective 6 In-scope 7 User Interface within Software REQ007 Interface to book specialist programs Allow members to book a program and facility Objective 7 In-scope 8 User Interface within Software REQ008 Interface to register in competitions Allow members to register for events happening in EDF facilities Objective 8/10 In-scope 14 User Interface within Software REQ009 Interface for Childcare booking/details Allow members to register and access information about child care facility O9 In-scope 12 and 13 User Interface within Software REQ010 Interface for Staff Rostering for EDF Management Allow EDF management to roster staff members for events and manage their roster/payroll week to week Objective 11 In-scope 15, 16, 17 Software Version Date: XX/10/2022 9 1.5 Project Assumptions and Potential constraints 1.5.1 Assumptions 1) The project will be completed within the assigned timeline and schedule 2) The project cost will be within the allocated budget 3) The CMS will simplify the manual processed of EDF and other businesses under RAH 4) Members are able to register online with no issues 5) EDF are able to manage member data easier after the implementation of the CMS 6) CMS will keep EDF member and staff data such as personal details, membership type, schedules and roles. 7) The project will aim to meet all stakeholders requirements 8) The CMS will insure security of personal data of members and staff 9) Access of the CMS should differ from when a member uses it and when a EDF staff uses it 10) Personal Membership ID can allow members to access EDF facilities as long as they have a ongoing membership 11) The CMS will allow management of rosters and payroll of stuff 12) Online store will allow members to purchase merchandise provided from RAH resorts catalogues 13) RAH is able to implement the CMS into different divisions such as EDF 14) EDF management is able to hire for new roles to help with the facilitation of the CMS 15) Consults from Legal Consultants will be made to ensure policies and laws are upheld 16) CMS will not require regular maintenance unless a major issue arises 17) CMS is able to be upgradeable and appropriate fall back procedures such as bypasses for any faulty technology or software 1.5.2 Constraints 1) Time constraints: Selection of Firm is done by mid-February 2023 and appointed firm has the target to complete the CMS by September 2023. 2) Cost Constraint: Preliminary Budget of $1,000,000 3) Company Constraint: EDF Managing Director has high expectation of the quality of the CMS in regards to its implementation 4) Design: A poor design presented to the stakeholders can create complications in the final implementation of the CMS 5) Laws / Government Regulations: changing laws and regulations during the construction can cause change impacts for the project 6) Employee Skill: the EDF employee skills are up to par when the CMS is implemented to able to provide help to members when issues arise 7) Unexpected circumstances: these are types of delays and circumstances in which progress of the project is affected. 8) Employee Absenteeism: Can cause major delays and impact the project progression before the deadline. Version Date: XX/10/2022 10 Section 2 – Key Project Management Planning and Control Strategies to Adopt – Kanisha Project Overview Develop a strong, a new state-of-the-art, automated, and integrated Centre Management System (CMS) to largely replace disparate individual methods currently in use for integrated/online patron, customers, or members, Online booking of specialist staff in all Centres such as two personal trainers, a nutritionist and physical rehabilitation specialist, all members., EDF around 6 cities. The CMS will be a replacement to the existing system. The CMS must be fully developed, well-tested and easy to use in order to be accepted by EDF Purpose PMP Consultants to prepare a Briefing Paper outlining work estimates, resourcing and preliminary planning for building a robust Centre Management System (CMS) using typical project management disciplines. • Stakeholder management and communication plan (including stakeholder registers) Stakeholder Management Matrix (Preliminary) Stakeholder Interest Influence (L/ M/ H) (L/ M/ H) Version Date: XX/10/2022 Role Objective Specific Management Strategy 11 PMP CEO H H Involve in the project as aVerify that PMP is The CEO and the main communicator with able to secure this project’s progress are the EDF’s management. project. tightly coordinated. Verify if the project’s goals line up with EDF’s corporate strategy. EDF Corporate Management H H Verify the project To ensure that EDF Keep track of this project’sbrings in the most corporate management costs. money for EDF, is satisfied with the complies with its project’s goals, its corporate strategies, progress, and—most Verify that EDF’s operating improves or importantly—its final levels adhere to its preserves the deliverable, maintain company plan and its profit company’s continuous objectives. reputation among communication with the investors, and is new system. well-liked by its customers. Version Date: XX/10/2022 12 PMP Manager Project H H Project management and To accomplish working with, and leadership to accomplish goals, take the frequently talking with, goals initiative and the project team and manage the project. stakeholders. PMP Team ProjectH H To ensure that the projectEncourage the useWork closely with the runs successfully, adhereof to all available project manager to solutions to the PMP Project Manager’s interact frequently with accomplish the instructions. other stakeholders so project’s desired they may express their results.. issues and suggestions. Stakeho Role Intere Influe lder st nce Objective Specific Management Strategy (L/ M/ (L/ M/ H) H) Version Date: XX/10/2022 13 EDF H M member s/ patrons EDF H M Employe es To check-in, Users of schedule Keep them satisfied the CMS lessons and Engage in regular communication with members to gather their opinions on the present competitions, system as well as their suggestions and preferences for the new one. and purchase Inform them of significant changes, and control expectations and any problems that may golf occur as a result of the change. equipment using the CMS more quickly and effectively than with the old method. Employed Deliver EDF Be informed. Employees should be regularly communicated with in order to get their by EDF to distributegoods and opinions on the current systems, as well as their strengths and weaknesses, as well as its goodsservices any reservations or requests they may have about the new system, as well as such as information about how to transition to it and receive training for it. and to services coaching to clients in the the most company’s clients. advantageou The golf s manner course ispossible. They must run by the continue staff. Version Date: XX/10/2022 14 running EDF’s company. EDF Centre H Manager M Be informed. Inform the centre manager of any ongoing changes and potential business managingMake sure interruptions. Respond to the manager’s questions and concerns on a regular basis and regular business businessoperations provide regular communication. activities.go without a delay EDF M H Sponsor s/ Investors Put money Ensure they Keep them statistisfied. Make sure the project complies with the objectives and aims of into EDF will receivesponsors a and investors. with the greater expectatio return on n of future their returns. investment from this endeavour. EDF ITM Departm ent Support Get a CMSOrganize staff training to ensure that they can comprehend the CMS system in its CMS users by offering that works entirety. assistance H Version Date: XX/10/2022 15 flawlessly and is simple to use and comprehend. Stakeh Int Infl older er uen est ce (L/ M/ H) (L/ M/ H) R O o b l j e e Specific Management Strategy c t i v e Governm ent L Version Date: XX/10/2022 H Enforce laws and make rules. Money that is taxed. Keep an eye on corporate activities to ensure compliance with the law. Keep Satisfied 16 EDF Nonmembers M L EDF M L Merchand ise Suppliers Version Date: XX/10/2022 Unreliable VMS clients. Boost the revenue from their visits to EDF. Supply EDF with goods and equipment. Utilise the resources of EDF Continuation of commercial partnerships with clients Be informed. Use social media or email to contact visitors about the new system’s transition and development. Utilize visitors to collect opinions about the current system as well as suggestions or requests for the new system. Inform suppliers about the switch in systems, and make sure the process of moving over to the new one goes well. 17 Loca l Com muni ty L L Prospectiv e clients for EDF The new CMS is meant to bring in fresh business for EDF. Monitor. Utilise social media to exchange information and learn more about the local community’s expectations for EDF and how the CMS can meet them. Stakeholder Communication Matrix (Preliminary) Stakeholder Report Required (Recipient) Version Date: XX/10/2022 (Type) Time Due (Frequency) Produced Delivery Format By (Owner) (Media) Additional Comment s 18 Stakeholder Communication Matrix (Preliminary) Stakeholder Report Required (Recipient) PMP CEO Time Due (Frequency) At Periodic intervals Time Frame: Throughout the project’s duration, the PMP CEO will get monthly updates on its status. Version Date: XX/10/2022 Delivery Format (Media) Additional Comments By (Owner) (Type) Report on progress Produced Business Analysts of PMP Email and meetings To make sure the project is on schedule and under budget, progress meetings are held. 19 EDF Corporate Managem ent Progress updates and the completed project outline At periodic intervals and after the project is complete Time Frame: whenever a change occurs or a significant milestone is reached. However, timing can change. Version Date: XX/10/2022 Business Analysts of PMP Email and meetings providing progress updates at each milestone, scheduling meetings to assess the budget, and addressing issues. Additionally, they would require a thorough project plan for managing the project.. 20 PMP Project Manager Project overview, status updates, and milestones At Periodic Intervals or even online Time Frame: contains all necessary elements of the ongoing project at regular weekly intervals, enabling the management to evaluate the status and wellbeing of the project Version Date: XX/10/2022 Business Analysts of PMP Email-delivered reports would be the perfect kind of media. Update team members on project progress, results that have been achieved or ensured, the current budget, and milestones/acti vities that have occurred this week using reports 21 PMP Project Team reporting on who is doing what and when on a weekly basis. At Periodic Intervals Consultants of PMP Time Frame: The project team will receive weekly reports with data they may use to analyse future endeavours. Report Stakehol der Required (Type) Version Date: XX/10/2022 utilised to update project results on a daily basis. advise on what should be done when and by who. Delivery Format Time Due Produced (Frequen cy) (Recipien t) weekly update reports (Media) Addition al By (Owner) Commen ts 22 EDF members/patr ons email, social media, and newslett ers Version Date: XX/10/2022 When the project first started, during the investigation process as problems with the previous system and preferences for the new system were discovered. Additionally, after switching to the VMS towards the end of the project. EDF Centre Manager Email and updates on social media Ask for feedback on the current system through communicati on, inform the new CMS, address problems, and stay in touch during the transition process. 23 EDF Employees EDF Centre Manag er emails when employee participation is necessary. At Periodic Monthly updates on the status of the project At Periodical Email Communicate with employees about the switch to a new CMS, respond to their questions and concerns, and solicit feedback. Set a date for the new system’s training.. Business Analysts PMP meeting in person to discuss stated on monthly reports The Business Analysts will be able to make analytical forecasts through these monthly reports that intervals Time Frame: Employees receive weekly reports that give them information about their workspace. intervals Time Frame: Monthly updates on the project’s progress, development Version Date: XX/10/2022 EDF Centre Manager 24 s, potential could lead to new adjustments in the project.. income, and funding. EDF Sponsors/ Investors reports on progress Periodic review meetings. Time Frame: Monthly progress updates are delivered to EDF sponsors and investors. Marketing Manageme nt PMP Email, meeting To mitigate sponsors’ and investors’ concerns, communicate via email on a regular basis about the transition, goal, and purpose of this project. Version Date: XX/10/2022 25 Report Stakehol Required der (Type) Delivery Time Due Produce (Frequenc d Format Additional Comments (Media) y) (Recipie nt) EDF IT Department EDF non members By (Owner) Emails and training sessions are held in preparatio n for the project’s conclusion . Period of Finalization Time Frame: As the project draws to a close, the switch to the CMS. newslett ers, social media, and email Period of Finalizatio n Time Frame: At the end of the project when the Version Date: XX/10/2022 consultants PMP meetings with PMP for CMS training after EDF has approved it. EDF Centre Manage r Email and updat es on social medi a Plan further training and assistance for the EDF IT staff, especially during the first two years following the project’s conclusion. Request input from the current system through communication, and once the switchover is complete, alert users of the new CMS. 26 CMS has been implement ed. EDF Merchandise Suppliers emails when suppliers’ participatio n is necessary. Version Date: XX/10/2022 EDF Time Frame: When a product is required, EDF merchandise suppliers will be notified through email; however, there is no set time schedule because sales can vary. Marketin g Manage me nt Email Use email to inform the vendors about the new CMS and, if necessary, to arrange meetings. 27 Local Community newsletters, social media, and local publications Version Date: XX/10/2022 EDF Period of Finalization Time Frame: The neighbourhood will be updated on the project’s progress and after it is finished. Marketing Team posts on social media, local newspaper s and newsletters If the chance arises, speak with members of the neighbourhood. 28 Stakeholder selection We chose stakeholders based on their level of involvement and impact with the project. As a result, several stakeholders were left out of the matrix tables. Since this project entails building internal infrastructure for EDF, the competitor is a less important stakeholder, so we decided not to include them. In a similar vein, we left out “government” because successful completion of this project would not depend on regular communication with the government. Additionally, we included, personal trainers, nutritionist, physical rehabilitation specialist, maintenance employees and personal trainers, a nutritionist and physical rehabilitation specialist, all members under the stakeholder category “EDF Employees.” We decided to combine all employees together because the impact of this new CMS would not be extremely different for each one of them. Stakeholder Matrix Colour Coding and Justification The colour coding matrix below which was taken from a power (influence) – interest matrix. was created to group the stakeholders from high to low interest/influence. The prioritising will assist throughout the document Version Date: XX/10/2022 29 The grid’s colours were basically chosen at random, however blue denote high priority and as the blue shade became lighter denote low priority. Picking lighter shade will also improve the readability. The colour-coding system developed shown below (ML stands for Medium Interest, Low Influence, for example): There is a tendency to rank the stakeholders higher the closer we are to the top-right corner of the grid. For instance, the lowest and highest values would be LL and HH, respectively. However, it should be noted that if there were two stakeholders, H M and M H, we would rank H M higher. This is primarily done for consistency’s sake and to make the text simpler to read. • Discussion of system development approaches for creating the CMS (i.e. Waterfall vs Agile) There are two approaches to system development. The first approach is the waterfall. However, it is a traditional approach. The tasks are executed in phases in a linear and sequential method. The approach flows in one direction as a waterfall. Each step represents a distinct stage, and each stage finishes before the next one begins. Mostly the projects with a fixed budget, scope, time, and good quality will follow the approach. However, customer satisfaction with the final product is less. The reason is there is no customer involvement in each phase. Once the customer involves at the beginning of the project, until the product is developed, the customer will not get involved. Therefore, this linear approach is not flexible towards change. Furthermore, in the development and process of the product, it may almost be impossible for new ideas to be included, which impacts customer satisfaction and the quality of the final product. The second approach is the agile approach separates the project into phases, which start with a small piece of work and then go with the development, design, testing and deployment phases. Then the customer and the stakeholder feedback are collected and input into the system frequently, which is a lower-cost approach. The agile approach will keep up to date use of needs and build the product incrementally and iteratively, which helps deliver value to the customers faster and with few customer complaints. Agile provides small consumable deliverables while welcoming changes. As this approach is customer-friendly, adaptable, and flexible, the agile approach is used in the project. Version Date: XX/10/2022 30 and respective advantages/disadvantages for this project. A well-reasoned recommendation is made Agile Advantages Enhanced standards- Teams break down projects into sprints and work together to produce high-quality results. Furthermore, the approach avoids common project hazards, including managing expenses, scope edges, and missing deadlines. Additionally, each work has a testing phase that enables teams to immediately detect and address problems to prevent any long-term detrimental effects. Flexibility and speedAdaptability and speed are made possible by the Scrum methodology. Change is at the centre of this practice’s evolution. If the original goals are not met, the strategy and procedures are instantly changed to suit the brand-new requirements. Cost control After each stage, the project committee makes decisions while taking the budget into account. They then decide whether to complete duties as planned, put off the completion of the project, or perhaps quit it completely. That assists teams easily understand the costs related to each feature, which will later be taken into account when making strategic decisions. Version Date: XX/10/2022 31 Engagement of stakeholders A dynamic system built on the confidence and trust of each team member by working together with various stakeholders during each stage of the project. Furthermore, will also form stronger bonds within the teams. It is advised to actively include stakeholders as the project moves along in order to apply this strategy effectively. This will enable them to check that tasks are being accomplished in accordance with the plan and adjust as needed. Project progress is visible in real time Due to constant communication with clients is the transparency of each project. This enables customers to feel more involved and request improvements as the project progress. Additionally, the teams engaged can exhibit to the customer their development as well as the challenges they have faced. This creates a relationship based on trust and teamwork between the team and the client, which can increase business value and improve customer happiness. Disadvantages Unpredictable at the beginning of the project in terms of time, cost, and resources. Progress cannot be measured using incremental techniques. Implementation is challenging since the customer resists changes by nature. If no improvement is made the project team will be sidetracked . Waterfall Advantages Each stage of development must be finished before moving on to the next one. suitable for smaller projects with clearly specified needs Before finishing each stage, they should conduct quality assurance tests which includes Verification and Validation. Version Date: XX/10/2022 32 Every stage of the software development cycle involves extensive documentation. With minimal client involvement, the project is entirely dependent on the project team. Any modifications to software are made while it is being developed. Disadvantages Developers and testers spend a lot of time on documentation. The testing phase begins quite late in the development process. It is not possible to incorporate client comments into the ongoing development phase. Small modifications that occur in the finished product could result in a lot of issues. • Risk management strategy and initial planning (including a preliminary project risk register) Version Date: XX/10/2022 33 Risk Management Matrix Column Name Description Risk ID Each newly introduced risk on the matrix has a distinct ID Task ID Each task inside a project scope has a unique ID. Version Date: XX/10/2022 34 Priority Rank Ranking based on how urgently a risk has to be addressed (1-9) (Please see Appendix X.X for information on how Priority Rank is determined.) Risk Description a description of the task’s potential risks (s) Trigger The event that increases the risk Owner A stakeholder who is in charge of risk management Version Date: XX/10/2022 35 Probability Probability that the risk will occur (Low/Medium/High)/(1/2/3) Impact The Project’s Risk Severity (Low/Medium/High) (1/2/3) Mitigation Response Method for Addressing or Reducing the Risk. 1. Planning of project, budgeting, Verification testing, user acceptance testing and post implementation review Scope 1: Project Administration 1.1.1 Plan ahead before production 1.1.2Perform budget planning Version Date: XX/10/2022 36 1.1.3 Plan the acquisition of resources. 1.1.4 Execute management planning 1.1.5 Plan how to elicit needs. 1.2.1 Create the system’s functionality 1.2.2 Test the system’s functionality 1.2.3 Confirm the system’s functionality 1.3.1 Keep key stakeholders updated on the project’s status at all times. 1.3.2 Create and provide key stakeholders with an untested (beta) visitor management system 1.4.1 Create user manuals and technical documentation. 1.5.1 Conduct a post-implementation evaluation. Risk Id Task Id Priority Rank Version Date: XX/10/2022 Risk Description Trigger Owner Probability (L/M/ H) Impact Mitigation Response (L/M/H) 37 R 0 1 1.1.1 2×3 = 6 Some project stakeholders disagree with the project’s production outline and plan. Conflict of interest among project participants CEO PMP M(2) H(3) It is possible to convene a meeting with all significant stakeholders to discuss goals for the project and anticipated results. By doing this, PMP will be able to create a production plan that is in line with the preferences of all significant participants. / Project Manager PMP . Version Date: XX/10/2022 38 R 0 2 1.1.2 2×2 = 4 improper budgetary spending or usage of funds Budget assigned was used Project M(2) M(2) increased a reasonable budget in accordance with the original plan or obtained management layer approval for a reasonable necessity. Finance Manager Risk Id Task Id Priority Rank Version Date: XX/10/2022 Risk Description Trigger Owner Probability (L/M/ H) Impact Mitigation Response (L/M/H ) 39 R03 1.1.3 2×2 = 4 inadequate allocation of resources Subdepartment received the incorrect task request M(2) M(2) As part of the planning, determine how many workers and pieces of equipment are required to run the process. Project Manager PMP poor management and planning R04 1.1.4 1×2 = 2 Version Date: XX/10/2022 Managers of projects and systems erroneousl y act In weekly meetings with the managers, provide specific information and clear communication for management planning. L(1) M(2) 40 Developers/Sys tem Manager misinformed about the requirements’ specifics during the elicitation planning process among the concerned parties R05 1.1.5 2×2 = 4 Lack of effective communic ation amongst important stakeholde Proje rs Describe their successes and the product’s objectives, which should be the same as those of other stakeholders. M(2) M(2) Ct/CEO and System Manager Version Date: XX/10/2022 41 R06 1.2.1 1×3 = 3 There may be delays in the development of the Centre Management System. Project Incompete ncy of Developer Version Date: XX/10/2022 L(1) H(3) To ensure that all skill sets are covered, source many development teams. It would also be crucial to test developer skills before hiring them. Manager 42 failing to test the system’s minor bugs R07 1.2.2 1×3 = 3 Develoer/Syste m L(1) H(3) to conduct testing with more accuracy across all system functionalities in order to satisfy testing requirements and make sure that there is excellent communication between developers and each tester. Test Team misunderst andings between testers Version Date: XX/10/2022 43 Risk Task Id Id R0 8 Priority Risk Description Trigger Owner (L/M/ H) Rank 1.2.3 1×3 = 3 Probability CMS has a number of issues, including system freezing and UI display issues. Impact (L/M/ H) There is not enough of L (1) Testing Mitigation Response H (3) Before approving the verification of functionality from the user account, the system test team must confirm once more that the system’s functionalities are error-free. Devel Oper/System Test Team Version Date: XX/10/2022 44 Important stakeholders miss out on project status updates. R0 9 1.3.1 2×3 = 6 Version Date: XX/10/2022 The project team neglects to contact important stakeholder s Project M (2) H (3) Establishing a set schedule for progress updates Manager / can help mitigate the possibility of stakeholders Project ending up unaware of the project’s development. Team Holding weekly/monthly meetings with relevant 45 stakeholders will allow consistent communication to be upheld. The main stakeholder did not provide enough feedback for the finished product. R1 0 1.3.2 3×3 = 9 Version Date: XX/10/2022 acquire insufficient feedback from important stakeholder s to enhance the system, To ensure that the final result is free of errors and needless features, give the developer team detailed input from the system’s key stakeholders at each stage of the development process. H (3) H (3) 46 T est Team/developer/ System Manager/Key Stakeholder User manuals and technical papers are challenging to understand R1 1 1.4.1 2×3 = 6 Version Date: XX/10/2022 Document was authored by a member who has limited English A variety of stakeholder groups proofread the technical documentation and user manuals for the VMS to help find any confusing details. M (2) H (3) 47 language skills. Software Departmen t/Project Manager 2. Communication with various stakeholders and sponsors in regards to project progress 3. Integrated/online patron membership EDF registration where new members are able to register for a membership via mobile application showing the range of memberships and centres Version Date: XX/10/2022 48 Scope 2: Member Account Administration 2.1.1 Design a login screen for the account 2.1.2 Design a feature that will let users view their own accounts. 2.2.0 Data migration from current EDF members into the new CMS database (NEW) 2.2.1 Enter the information from each member’s membership card. 2.2.2 Calibrate the CMS system with a new membership card [NEW] 2.4.1 Create a mobile application Risk Task Id Id R1 2 Priority Risk Description Trigger Owner (L/M/H ) Rank 2.1. 1 1×3 = 3 Version Date: XX/10/2022 Probability The login information database is hacked. Malicious IT L (1) Impact Mitigation Response (L/M/H) H (3) To decrease future “hacks,” improve cyber security measures. 49 Attack R1 3 2.1. 2 1×3 = 3 Similar to 2.1.1, unsecure viewing features can make all users’ personal information public. Malicious Departme nt EDF IT L (1) H (3) Using a secure function, they can only be viewed by the appropriate owners of the information. Departme nt Attack Version Date: XX/10/2022 EDF 50 R1 4 2.2. 0 3×2 = 6 It’s possible that some member data will get lost during migration due to carelessness or accident. Prior to and following migration, make sure you carefully check and monitor member data. Error by human IT H (3) M (2) For ease of transfer, group your tasks such as alphabets. Departme nt EDF Version Date: XX/10/2022 51 A membership card could be stolen or lost. a malicious motive, the negligenc e of R1 5 2.2. 1 1×2 = 2 member IT L (1) M (2) The membership card of a user must be instantly deactivated by the system. Departme nt EDF Version Date: XX/10/2022 52 Risk Task Id Id Priority Risk Description Trigger Owner Probability (L/M/H) Rank Impact (L/M/H ) The people who desire to R1 6 2.2.1 2×1 = 2 Version Date: XX/10/2022 To access the building, people can use the membership cards of other people. approach the centre but M (2) Mitigation Response L (1) either allow for manual employee verification or have a camera system that would connect the member’s card with their face to boost the likelihood of authorisation. 53 aren’t members Employees of EDF Version Date: XX/10/2022 54 R1 7 2.2.2 1×2 = 2 Version Date: XX/10/2022 Members’ cards do not scan properly on the CMS inadequat e IT standardis ation Departmen t EDF L (1) M (2) Before giving membership cards to members, be sure that the connection between the cards and the CMS has through numerous tests. 55 R1 8 2.4.1 2×1 = 2 Stakeholders can’t agree on the application’s user interface. Interest based M (2) L (1) holding a meeting with key stakeholders to discuss and choose an application interface. This will enable the project to move forwards smoothly and accommodate the interests of all stakeholders. conflict IT Departmen t EDF,Proje ct Manager PMP Version Date: XX/10/2022 56 R1 9 2.4.1 2×2 = 4 An improperly built and improperly functioning application inadequat e testing and developm ent of applicatio ns IT M (2) M (2) To minimise future application errors, test the application rigorously using a prototyping approach. The users/customers will be satisfied as a result. Departmen t EDF Version Date: XX/10/2022 57 R2 0 2.4.2 1×2 = 2 Users that have trouble changing their membership information may complain or leave critical evaluations. Users unable to update their software due to confusing interfaces L (1) M (2) Create an interface that is as simple and easy to use as possible so that users may follow it without difficulty. Developer VMS UI/UX Version Date: XX/10/2022 58 Version Date: XX/10/2022 59 1. Centralised and Integrated patron account management where members are able to access membership details and able to change details within the CMS 2. Quick entry to EDF centre premises through the use of Member ID Card by tapping on card scanning units 3. Online Store where members/visitors are able to purchase products such as supplements and gear from the EDF/RAH catalogues Scope 3: Purchases 3.1.1 Construct a payment system 3.1.2 Complement different payment mechanisms 3.2.1 Establish a vendor portal 3.3.1 Establish a method to link member accounts with logistics firms. Ri sk Task Id I d Priori ty Risk Description Rank Version Date: XX/10/2022 Trigger Owner Probab ility Imp act ( L / M / H ) (L/ M/ H) Mitigation Response 60 Stop all system-based transactions, and inform the EDF board members. R 3. 2 1. 1 1 1x 3 = 3 A payment database holding client information has been compromised. L (1) Phishing employees H ( 3 ) A reputable third-party cyber operations organisation is leading the investigation. Mercha ndise Depart ment PMP Version Date: XX/10/2022 61 Inaccurate charges are made for purchases R 3. 2 1. 2 1 1x 2 = 2 Mistake in the transaction L (1) M ( 2 ) Reverse or otherwise fix any wrong payments, and note any triggers so that they can be avoided in the future. M (2) M ( impose supplementary 2 authorisation requirements on ) purchases Finance Depart ment PMP R 3. 2 1. 3 1 2x 2 = 4 A different user makes purchases using a logged-in customer’s information Version Date: XX/10/2022 using a customer’s account without permission Patrons/ Fitness Centre 62 Membe rs Version Date: XX/10/2022 63 Risk Task Id Id R2 4 Priority Risk Description Trigger Owner (L/M/H) Rank 3.1.1 1×2 = 2 Probability Employees of EDF gain access to and/or use client funds for personal purposes. Employee accesses and copies payment informatio n L (1) Impact Mitigation Response (L/M/H ) M (2) Install CCTV cameras throughout the building to keep an eye on activities and discourage illegal activity. Additionally, surveillance will assist make the employee accountable and reimburse the customers who were harmed. Managem ent EDF Version Date: XX/10/2022 64 R2 5 3.1.2 1×3 = 3 Specific third-party payment options are no longer available. system/ser ver malfunctio n IT L (1) H (3) Employ live service upgrades that are ongoing for critical processing systems, and enable for several payment options. Departme nt PMP Version Date: XX/10/2022 65 R2 6 3.2.1 2×2 = 4 Vendors could alter the requirements for their own benefit. Insatiabilit y of the Vendor M (2) M (2) To ensure that everything includes the correct pricing and other information, the department should periodically review the transaction details. H (3) making sure that there is a secure gateway such as HTTPS connection for secure financial transactions. Financial Departme nt PMP R2 7 3.2.1 2×3 = 6 Version Date: XX/10/2022 Information about vendor transactions is accessed or disclosed. physical or cyberattac k that is malicious M (2) 66 IT Departme nt EDF, Employee s EDF Ris k Task Id Prior ity Risk Description Version Date: XX/10/2022 Trigger Owne r Probabili ty Impa ct M i t i g a t i o n R e s p 67 o n s e I d R 2 8 (L/ M/ H) Ran k 3. 3. 1 1 x 3 = 3 Members providing information violates the privacy regulations governing data gathering. Version Date: XX/10/2022 Unfulfilled/i gnored obligations under privacy laws or agreements under the law ;such as a disclaimer or terms and conditions agreement Data gather ing, storag e, and IT syste m legal and privac y team at PMP L (1) (L/ M/ H) H (3 ) Make sure that members agree to the terms and conditions disclaimer and the use of their informatio n in combinati on with their data 68 privacy rights prior to data collection when members fill out informatio n. Version Date: XX/10/2022 69 Version Date: XX/10/2022 70 R 2 9 3. 3. 1 1 x 2 = 2 Personal data of members is disclosed Version Date: XX/10/2022 Fraud of Account PMP IT syste m privac y team L (1) M (2 ) In order to improve security and reduce the likelihood of a breach, each member’s password has a 4week expiration period after which it must be reset. 71 1. Integrated communication system with specialist staff where members are able to communicate with the EDF specialist staff in regards to any inquiries about workouts 2. Online booking of specialist programs where members are able to pay and schedule a specialist program on certain dates and times through the website and mobile application at the centre Scope 4: Management of Events and Sponsorship 4.1.2 Currently available event managers’ profiles 4.1.3 Create an event management database template Version Date: XX/10/2022 72 4.1.4 Establish advertising panels for each subject area. Create a user interface that enables site visitors to register as participants. 4.2.2 Integrate participant and visitor functions 4.2.3 Create an event page for the website with a list of events for users to participate in. Ris k I d Task Id Prior ity Risk Descri ption Ran k Version Date: XX/10/2022 Trigger Owner Proba bility Impac t (L/ M/ H) (L/ M/ H) Mitigation Response 73 R 3 0 4. 1. 2 2 x 1 = 2 If an event organis er has multipl e profiles with the same first name or last name, it could be difficul t for the user to find them all. Version Date: XX/10/2022 When enrolling, users are prompted to provide a lot of personal informati on. Design er of user interfac e M (2 ) L( 1) Through an input box and a “Search” button, make it simple for consumers to quickly get the information they need. 74 Version Date: XX/10/2022 75 the actions that R 3 1 4. 1. 3 3 x 3 = 9 The databas e experie nces a data breach or data theft. hackers who commit extortion purposes. IT H (3 ) H (3 ) Make the necessary database security and network defensive changes. Additionally, implement the backup plans in case of an attack. Depart ment EDF Version Date: XX/10/2022 76 R 3 2 4. 1. 4 1 x 3 = 3 Insuffic ient stakeho lder engage ment with advertis ed events or materia l Make an advertisement panel template or guide that may be offered to stakeholders at each EDF centre. confusin g or inconsist ent ad display L (1 ) H (3 ) This will make it possible for all adverts to continue to be clear and consistent. Market ing Team EDF Version Date: XX/10/2022 77 Risk Task Id Id R33 Priority Risk Description Trigger Rank 4.2.1 2×3 =6 UI errors, such as not permitting user input or improperly storing user data Version Date: XX/10/2022 Either the user interface is unresponsive or the user database is empty. Owner Probability Impact (L/M/H ) (L/M/H ) M (2) H (3) Mitigation Response Before launch, end users were tested to ensure that the UI was responsive and that data was stored. 78 Development Team of CMS Version Date: XX/10/2022 79 R34 4.2.2 2×2 =4 incorrect settings on the registration form, such as those that prohibit registrants from attending events as guests To make sure the user has the right selections, the form has to be reviewed. Customers are unable to choose the option. M (2) M (2) The final form is submitted to the necessary parties for approval. Development Team of CMS Version Date: XX/10/2022 80 Before going live, a website should undergo stress testing to assist assess how much traffic it can handle, as well as to allow for upgrades and back-end modifications. web server/server under attack from DDOS overloads due to R35 4.2.3 2×2 =4 Visitors and stakeholders cannot access the website Version Date: XX/10/2022 overly frequent site visits Website back -end developers/IT H (2) M (2) The IT/Software team will also be able to make necessary adjustments to strengthen the security of the website against cyberattacks thanks to penetration testing 81 performed on the website server. Department Version Date: XX/10/2022 82 (cyber-securit y) EDF Version Date: XX/10/2022 83 1. Payment method for programs and purchases of products provided in different payment options to all members and customers which include credit card (VISA, American Express and MASTERCARD). 2. Providing Invoices, payments, details of cancellation of membership, booking system and inventory of the Online EDF/RAH catalogue and provision of purchasing facilities (online, in-store purchases at EDF/ RAH Centres) 3. Childcare EDF registration, licensing information available to customers 4. Childcare access and booking for members where they are able to book time, location at the centre and supervision of children during the use of EDF Centres 5. Childcare functions where parents/members see details such as supervision times of EDF and which staff members are supervising the childcare section. 6. Providing details about competition being held at EDF to members such as event details, prizes, participant registration, ranking system of participants Booking Times and location of competition that is being held at the centre 7. Staff rostering management system within the CMS so EDF management are able to assign shifts to staff members and keep track of payroll. 8. Shows availability of shifts and events letting management decide staff and which events they are rostered for. Version Date: XX/10/2022 84 9. EDF staff rosters show available times and duty schedules online week by week, this will allow members to schedule programs with the information gained from the staff rosters. 10. Maintenance of CMS where the system must be easily upgradeable, robust and scalable. Scope 5: Scheduling 5.1.1 Create settings for devices, bugs, and caddies in the user account administration interface 5.2.1 Create a centre interface Ri sk Tas k Id I d Pri ori ty Risk Description R a n k Version Date: XX/10/2022 Trigger Owner Probability (L/M/H) Impact Mitigation Response (L/M/H) 85 R 3 6 5. 1. 1 2 x 2 = 4 The user cannot see all options because the user account management interface page cannot load. Once the page is still unresponsive after two minutes, add a reload or refresh button. Page not loading M (2) M (2) Establish weekly system maintenance to make sure that feature functionalities like the UI are reliable and functional. Developers of the Software Version Date: XX/10/2022 86 Create a feature that saves a user’s form progress automatically to their profile so they may view it again after logging in. R 3 7 5. 2. 1 1 x 2 = 2 Interface unexpectedly freezes, preventing users from submitting their selections. The risk of overheating and hardware wear can also be decreased by scheduling CMS reboots and shutdown times. L (1) M (2) IT Version Date: XX/10/2022 87 Department EDF / CMS Development Team RAM problems or excessive CMS heat R 3 8 5. 2. 1 1 x 3 = 3 The database cannot store or retrieve the data Version Date: XX/10/2022 database failure Project L (1) H (3) When a database is compromised, set up an additional off-site database or a mirror database 88 Manager PMP R 3 9 5. 2. 1 1 x 3 = 3 Inaccurate information is shown on the information screen. Front end obtaining inaccurate information L (1) H (3) To make sure the UI will retrieve and display the proper data, the developer must inspect and test the CMS’s back end. Development Team CMS Scope 6: Interactions Version Date: XX/10/2022 89 6.1.1 Implement an automated mechanism for notifying customers who have made purchases. 6.1.2 Establish a gateway so that customers can tailor their communications to registrants. Risk IDTask Id Priority RankRisk Description Trigger if the CMS server were to be shut down, clients would no longer be able to access R4 0 6.1. 1 2×3 = 6 system Owner Probability (L/M/H)Impact (L/M/H)Mitigation Response online attacks server manage ment failure M (2) H (3) Server maintenance should be continuously performed by software developers. Developer s of the Software 6.1. 2 Version Date: XX/10/2022 90 R4 1 6.1. 1 2×3 = 6 The software could include a fault that presents users with inaccurate information.. counterfei t program ming and design As soon as possible, the programmers should correct the error. M (2) H(3) Developer of the Software The client’s CMS is utilised by nonclients. R4 2 6.1. 2 1×3 = 3 Version Date: XX/10/2022 developers and users of CMS L (1) H (3) maintaining compliance with twostep verification norms and regulations. maintaining compliance with security regulations 91 breakdown of security in the CMS system R4 3 6.1. 2 1×3 = 3 Version Date: XX/10/2022 Identifying personal details such as,phone number as a result of a cyberattack poor software design and cyberatta cks Developer of the Software,C ustomer/Cl ient L (1) H (3) Observing security regulations and policies Place confidential data on a server with higher security. 92 Appendix X.X.X – Probability & Impact Diagram Appendix x.X.X – Priority Ranking Formula Version Date: XX/10/2022 93 Security, resourcing, time, cost, and quality are a few of the various areas where similar risks are discovered before the initial risk finding. Other more recent stakeholders such as testers, who weren’t previously identified but were found when it was thought about who would be in charge of what phases of the life cycle, have been included as the owners of each risk. The recent pandemic, which had been viewed as a low likelihood event and was not planned for, may have made it harder to scale the many impacts and hazards in certain respects by greatly distorting the group’s viewpoint after having just gone through such a significant problem. Risk matrix should be continually completed and updated, and this has unquestionably been the case. The matrix has the potential for significant change as the various tasks are further investigated, quantified, and sequenced. Different risks are likely to surface throughout the sequencing and estimate process since the common risks related to budget and scheduling are closely tied to how those processes play out. Despite the fact that we determined that probability should be assessed on a scale of 1 to 5 in a real-world scenario (highly unlikely, unlikely, probable, likely, and highly likely), and impact should also be assessed on a larger and more explanatory scale, we instead used a ranking from 1-3 (L/M/H). In order to clearly distinguish between high importance risks and lesser importance risks, the priority ranking was derived by multiplying the probability ranking by the effect ranking. However, by using this lower scale from 1-3, it is frequently possible that you have numerous high or low ranking concerns of equal weight, making it difficult to determine which is more crucial. Version Date: XX/10/2022 94 SMART format for identifying mitigation strategies, which would allow for more manageable strategies that are simpler to track, measure, and achieve. However, some parts of SMART have yet to be seen in specific hazards related to the activities. Adding more hazards to each activity would be another area for development. We tended to uncover just one risk per task, despite the fact that the many to many relationship between hazards and tasks was presented. Given how big some of the tasks are, this suggests that there are probably still gaps. We’ll talk about this in the upcoming releases. Project progress monitoring, scope management and change control strategy • Quality management strategy and initial planning for same • Hint: refer to lecture notes and tutorial workshop activities for guidance in this section Version Date: XX/10/2022 95 Section 3 – Major Project Management Activities and Estimates – Naomi/Houyuan 3.1 High-level work breakdown structure of the CMS project (approximately 100 tasks) Work breakdown structure: Overview 1. Proposal 1.1. Scope customer requirements 1.2. Scope hardware and software requirements 1.3. Solution design 1.4. Create budget plan 1.5. Create proposal and project scope 1.6. Presentation 1.7. Proposal approved 2. Project Discussion 2.1. Confirm customer requirements are addressed 2.2. Assign developers and resources 2.3. Gain approval and assign a budget 3. Solution Design 3.1. Create prototypes 3.2. Gain approval from relevant stakeholders 3.3. Design final solution 3.4. Gain final approval 4. Hardware 4.1. Confirm hardware requirements and budget 4.2. Find supplier 4.3. Organise quantity 4.4. Purchase required hardware 4.5. Schedule delivery time and location 5. Software Development 5.1. Member Registration 5.1.1. Create members database 5.1.2. Develop user interface for member registrations Version Date: XX/10/2022 96 5.1.3. Develop user verification process and system 5.1.4. Develop new user form 5.1.5. Create account recovery system and page 5.1.6. Establish uninterrupted connection to system 5.1.7. Link system to payment portal 5.1.8. Link database to system 5.1.9. Create system to register RFID to member 5.1.10. Provide relevant staff administrator access to system 5.1.11. Milestone: membership application system completed 5.2. Online Store 5.2.1. Create online store page 5.2.2. Develop goods database 5.2.3. Integrate page with goods database 5.2.4. Create payment page 5.2.5. Link payment page with secure payment portal 5.2.6. Create invoice generation system 5.2.7. Develop process to deliver electronic invoice 5.2.8. Link system with members account database 5.2.9. Milestone: online store created 5.3. Online Booking 5.3.1. Create online booking page 5.3.2. Link system with staff scheduling system 5.3.3. Integrate real time calendar of specialists availability 5.3.4. Create booking form 5.3.5. Link system with payment portal 5.3.6. Create landing page 5.3.7. Develop automated confirmation email sent to recipient 5.3.8. Create automated notification to booked specialist 5.4. Membership 5.4.1. Create a membership page 5.4.2. Link page with members database 5.4.3. Create process against member RFID to access physical locations Version Date: XX/10/2022 97 5.4.4. Create system to renew/replace RFID 5.4.5. Create RFID registrations and cancellation page 5.4.6. Provide staff access to RFID page 5.4.7. Allocate administrator privileges to staff 5.4.8. Link interface with RFID 5.4.9. Create automation that links RFID with physical site entrances 5.4.10. Milestone: RFID integration completed 5.5. Member Enquiries 5.5.1. Create interface for member enquiries 5.5.2. Create member enquiry form 5.5.3. Integrate form to page 5.5.4. Create a process to send form inputs into shared mailbox 5.5.5. Provide staff access to mailbox 5.5.6. Set permissions for staff to reply as enquiries mailbox 5.6. Member Competition Registration 5.6.1. Create registration form 5.6.2. Create interface to access form 5.6.3. Link form to interface 5.6.4. Create landing page 5.6.5. Create a process to auto-register members to desired competition 5.6.6. Create competition calendar 5.6.7. Provide staff with access to competition calendar 5.6.8. Link registration form to competition calendar 5.6.9. Create process to automatically send calendar invite and confirmation email to participating member 5.7. Childcare Service 5.7.1. Create childcare services page 5.7.2. Create childcare enquiry form 5.7.3. Connect enquiry form to staff managed mailbox 5.7.4. Create booking system for childcare service 5.7.5. Link calendar to relevant staff scheduling system 5.7.6. Create childcare management service system for internal staff 5.7.7. Create database Version Date: XX/10/2022 98 6. 5.7.8. Link system to payment terminal 5.8. Staff Rostering Interface 5.8.1. Develop a page with staff schedules 5.8.2. Create login page for staff scheduling page 5.8.3. Create account recovery page 5.8.4. Create database of staff 5.8.5. Integrate staff scheduling system 5.8.6. Provide staff access to their schedules 5.8.7. Create leave calendar 5.8.8. Provide all staff access to leave calendar 5.8.9. Create leave form 5.8.10. Provide access to managers for staff roster management 5.9. Mobile Application and Verification 5.9.1. Develop mobile application 5.9.2. Create member details page 5.9.3. Create online store page 5.9.4. Create member competition registration 5.9.5. Create member enquiries page 5.9.6. Create online booking page 5.9.7. Crate permissions for staff and members 5.9.8. Create restricted page for members 5.9.9. Create restricted page for staff 5.9.10. Create staff rostering page for staff and managers 5.9.11. Register application to mobile app store (IOS and Google Play) 5.9.12. Milestone: mobile application established 5.10. Milestone: system development complete Implementation 6.1. Implement system into hardware 6.2. Set regular maintenance schedules 6.3. Create user access permissions 6.4. Assign access to staff 6.5. Milestone: system successfully implemented Version Date: XX/10/2022 99 7. 8. 9. 10. Testing 7.1. Create test members account 7.2. Create test staff account 7.3. Verification testing 7.4. User acceptance testing 7.5. Milestone: EDF signs off testing results Documentation 8.1. Technical documentation 8.2. End user support documentation Training 9.1. Define training method and medium 9.2. Create training groups 9.3. Create training program and material according to groups 9.4. Assign system champions 9.5. Create feedback system 9.6. Milestone: All targeted users completed training Production 10.1. Confirm staff logins 10.2. Confirm member logins 10.3. Milestone: System in production Version Date: XX/10/2022 100 Version Date: XX/10/2022 101 Version Date: XX/10/2022 102 3.2 Network Dependency Diagram Version Date: XX/10/2022 103 Version Date: XX/10/2022 104 PERT AON: https://www.canva.com/design/DAFQCuHlSVA/ynf32eeeFij0_5PGck06aQ/edit 3.3 Task scheduling on a Gantt chart (must reflect both the WBS and the detailed PERT) 3.4 Identification and discussion of key project milestones (should be at least 8 but more are OK) Milestone Description 5.1.11. Membership application system completed This is the first part of the system has been developed. It’s a milestone because after a while, a part has been completed to attain the next goal 5.2.9. Online store created The second part of the system has been created where EDF did not have an online store. A new thing 5.4.10. RFID integration with CMS completed Automation is set in place. Half of the system is complete in development 5.9.12. Mobile application established New feature is added 5.10. CMS system development complete Completed the cms system and ready for testing. Work has been completed 6.5. CMS System successfully implemented System has successfully been implemented into hardware and ready for testing 7.5. EDF signs off testing results Client has approved the product and happy with the outcome 9.6. All targeted users completed training All the users are onboarded into the system 10.3. CMS in production project Expected Timeframe 3.5 Discussion of identified critical path dependencies Version Date: XX/10/2022 105 Version Date: XX/10/2022 106 3.6 Best estimate of time (with reasoning) needed to complete the project from start to final handover This project will use a bottom-up estimation method and all rounded to the nearest day. In order to calculate the best estimate, each activity is analysed for pessimistic, probable and optimistic time estimates. The formula for calculating the most accurate duration estimate. Task Scope 1. Proposal Version Date: XX/10/2022 Task ID Task Name Estimated Time (Days) Comments 1.1 Scope customer requirements Pessimistic: 7 Likely: 5 Optimistic: 3 Duration: 5 Scoping the client’s needs and developing the related plan 1.2 Scope hardware and software requirements Pessimistic: 5 Likely: 3 Optimistic: 1 Duration: 3 Assessment of the software and hardware requirements required for the project to meet the project criteria 1.3 Solution design Pessimistic: 14 Likely: 10 Optimistic: 7 Duration: 10 Design of solutions according to customer needs 107 1.4 Create proposal and project scope Pessimistic: 5 Likely: 3 Optimistic: 1 Duration: 3 Create an initial proposal and delineate the scope of the project. 1.5 Create budget plan Pessimistic: 3 Likely: 2 Optimistic: 1 Duration: 2 Create a preliminary plan for the division of funds for the project for implementation 1.6 Presentation Pessimistic: 1 Likely: 1 Optimistic: 1 Duration: 1 Use a presentation to give a general overview of the whole project. 1.7 Proposal approved Pessimistic: 1 Likely: 1 Optimistic: 1 Duration: 1 Collating proposals and getting them approved Total:25 Task Scope 2. Project Discussion Version Date: XX/10/2022 Task ID Task Name Estimated Time (Days) Comments 2.1 Confirm customer requirements are addressed Pessimistic: 1 Likely: 1 Optimistic: 1 Duration: 1 Talk to the client about whether the content of the proposal meets their requirements 2.2 Assign developers and resources Pessimistic: 3 Likely: 2 Optimistic: 1 Duration: 2 Planning of staff numbers and allocation of work 108 2.3 Gain approval and assign a budget Pessimistic: 3 Likely: 2 Optimistic: 1 Duration: 2 Requesting budgets and allocating them to individual departments Total:5 Task Scope 3. Solution Design Task ID Task Name Estimated Time (Days) Comments 3.1 Create prototypes Pessimistic: 30 Likely: 20 Optimistic: 15 Duration: 21 Organise the prototyping of the project 3.2 Gain approval from relevant stakeholders Pessimistic: 3 Likely: 2 Optimistic: 1 Duration: 2 Communicate with stakeholders about the project and obtain their approval 3.3 Design final solution Pessimistic: 90 Likely: 60 Optimistic: 30 Duration: 60 Final design based on requirements and prototyping 3.4 Gain final approval Pessimistic: 5 Likely: 3 Optimistic: 1 Duration: 3 Final design presented to and approved by stakeholders Total:86 Version Date: XX/10/2022 109 Task Scope 4. Hardware Task ID Task Name Estimated Time (Days) Comments 4.1 Confirm hardware requirements and budget Pessimistic: 7 Likely: 5 Optimistic: 3 Duration: 5 Check hardware requirements and allocate a budget 4.2 Find supplier Pessimistic: 5 Likely: 3 Optimistic: 1 Duration: 3 Find a stable and good hardware supplier 4.3 Organise quantity Pessimistic: 1 Likely: 1 Optimistic: 1 Duration: 1 Estimated quantity required 4.4 Purchase required hardware Pessimistic: 3 Likely: 2 Optimistic: 1 Duration: 2 Purchase the hardware needed for the project 4.5 Schedule delivery time and location Pessimistic: 1 Likely: 1 Optimistic: 1 Duration: 1 Planning the time and place of delivery Total:10 Version Date: XX/10/2022 110 Task Scope Task ID 5. Software Development 5.1 Member Registration Version Date: XX/10/2022 Task Name Estimated Time (Days) Comments 5.1.1 Create members database Pessimistic: 30 Likely: 20 Optimistic: 15 Duration: 21 Organise a database of development team components 5.1.2 Develop user interface for member registrations Pessimistic:14 Likely: 10 Optimistic:7 Duration: 10 Organising the development team to design the user interface 5.1.3 Develop user verification process and system Pessimistic: 14 Likely: 10 Optimistic: 7 Duration: 10 Organise development teams to validate programs and systems 5.1.4 Develop new user form Pessimistic: 3 Likely: 2 Optimistic: 1 Duration: 2 Organising the development team to create new user forms 5.1.5 Create account recovery system and page Pessimistic: 7 Likely: 5 Optimistic: 3 Duration: 5 Organised development team to create account recovery system and design pages 5.1.6 Establish uninterrupted connection to system Pessimistic: 1 Likely: 1 Optimistic: 1 Duration: 1 Establishing a connection to the system 5.1.7 Link system to payment portal Pessimistic: 1 Connecting the 111 Likely: 1 Optimistic:1 Duration: 1 system to the payment portal 5.1.8 Link database to system Pessimistic: 1 Likely: 1 Optimistic: 1 Duration: 1 Connecting databases and systems for data interaction 5.1.9 Create system to register RFID to member Pessimistic: 5 Likely: 3 Optimistic: 1 Duration: 3 Initial system operation 5.1.10 Provide relevant staff administrator access to system Pessimistic: 1 Likely: 1 Optimistic: 1 Duration: 1 Set up staff and grant administrative privileges 5.1.11 Milestone: membership application system completed Pessimistic: 1 Likely: 1 Optimistic:1 Duration: 1 System successfully set up Total: 51 5.2 Online Store Version Date: XX/10/2022 5.2.1 Create online store page Pessimistic: 20 Likely: 15 Optimistic: 10 Duration: 15 Create web pages for viewing 5.2.2 Develop goods database Pessimistic: 30 Likely: 20 Optimistic: 15 Duration: 21 Organise a database of development team components 112 Version Date: XX/10/2022 5.2.3 Integrate page with goods database Pessimistic: 3 Likely: 2 Optimistic: 1 Duration: 2 Interoperability of web pages and databases 5.2.4 Create payment page Pessimistic: 3 Likely: 2 Optimistic: 1 Duration: 2 Create pages for user convenience when paying 5.2.5 Link payment page with secure payment Pessimistic: 1 portal Likely: 1 Optimistic: 1 Duration: 1 Set up a secure payment portal payment link to ensure secure payments 5.2.6 Create invoice generation system Pessimistic: 5 Likely: 3 Optimistic: 1 Duration: 3 Development of an invoice generation system to ensure that transactions are legal and secure 5.2.7 Develop process to deliver electronic invoice Pessimistic: 5 Likely: 3 Optimistic: 1 Duration: 3 Development of an invoice generation system to ensure that transactions are legal and secure 5.2.8 Link system with members account database Pessimistic: 3 Likely: 2 Optimistic: 1 Duration: 2 Integration of systems and databases so that data can be interacted with 113 5.2.9 Milestone: online store created Pessimistic: 3 Likely: 2 Optimistic: 1 Duration: 2 Completion of the online shop Total:51 5.3 Online Booking 5.3.1 Create online booking page 5.3.2 Link system with staff scheduling system 5.3.3 Integrate real time calendar of specialists availability 5.3.4 Integrate real time calendar of specialists availability 5.3.5 Link system with payment portal 5.3.6 Create landing page 5.3.7. Develop automated confirmation email sent to recipient Development of a webpage for online booking 5.3.8 Version Date: XX/10/2022 114 Version Date: XX/10/2022 115 3.7 Validation of the $1,000,000 proposed budget: (a) an initial ‘top-down’ budget must be realistically allocated to key project phases/activities/deliverables; (SET HIGH BUDGETS) 1) Explain top down budget approach 2) Employee Salaries (talk about who is working on this project and their average salary) 3) Equipment used in the Project ( Like employee equipment laptops, what platform were making the CMS, Software licences 4) Get total for this (b) a ‘bottom up’ estimate must be undertaken for the same tasks; 1) Use same tasks like Employee Salary and Equipment like the ones in part A (c) Outcomes of the cross-validation are to be discussed and recommendations made (e.g. are there differences? Is the initial budget too high/low? Should a formal request for budget increase/decrease be made? Should a contingency fund be established? Etc.) CMS System Project Planning Task Name Version Date: XX/10/2022 116 3.8 Human resourcing estimate (i.e. Roles needed? How many people? For how long?) – James Type of Role Needed Version Date: XX/10/2022 Number of People in the Role How long will they be involved ? Purpose in the CMS Development Project 117 Section 4 – Conclusion – James – Waiting for others to complete section 4.1 Summary of major points and relevant approvals required for key project areas 4.2 Recommendations, Suggested next steps to get the project underway During the development level of the project, a recommendation is that a project manager be appointed as they are essential for directing the needs, goals, finalising group choices and overall help the project flow a whole lot smoother. (Additional funds, quality control testing ) 4.3 Concluding remarks After the initial project planning, software development and testing within EDF, the Centre Management System (CMS) will be completed and functional to be integrated to the 4 other RAH divisions and with the different experiences in the different will help improve that system. Version Date: XX/10/2022 118 Appendix Version Date: XX/10/2022 119 (WILL DELETE AFTER FINAL REPORT) Section 5 – Additional Criteria – Professionalism, Presentation and Accountability – James • Report is well-presented and looks professional – suitable for submission to senior executives. Appropriate title page (with student names/numbers plus tutor name), table of contents, heading and page numbers, grammar, punctuation, etc. • Communicates well – concise/good executive summary, structure and language flow, etc. • Include, in an Appendix, a table covering major line items from the Table of Contents along with the initials of the team member owning responsibility for that item (e.g. 2.5 Risk Management Strategy (GM)). This will allow PMP management visibility of individual work effort and contribution quality if team disputes arise • Satisfactory completion and lodgement of peer assessment forms per instructions on page 4 Note that the product for this engagement is a professional-level Project Briefing Report for Board- level consumption. PMP is, as yet, only contracted to provide this one deliverable. Arrangements for more in-depth planning and development of the actual CMS are still pending (although PMP hopes to be involved and a good impression with this initial report will be central to that happening). Version Date: XX/10/2022 120 2.2 C-level Project Video Presentation ( WIll be deleted after final report completion ) The briefing paper must be accompanied by a 10 minute recorded video presenting key messages and outcomes. The video is to be a condensed ‘pitch’ suitable for senior management demonstrating PMP’s acumen as a consultancy (Powerpoint presentation file with recorded narration is acceptable), communicating in a way that the client would wish to continue a relationship. Areas of focus: • Introduction, purpose and background of the submission – James • Objectives of the Centre Management System (CMS) proposal, potential business significance/benefits to EDF. – Naomi • and key measures of success as understood by PMP – Houyuan • Major scope items to be met; recommends how a well-planned project would fulfill them – Kanisha How should the presentation be presented? • Presentation tells a story, is consistent with the associated report and is enjoyable to watch • Encourages the client to want a relationship – establishes enthusiasm for getting the project started Objectives of the Centre Management System (CMS) proposal, potential business significance/benefits to EDF (WILL ELABORATE LATER) Our proposal for CMS … our solution have EDF’s best interest in mind and believe that CMS can provide EDF with myriad of benefits. The objectives of CMS are to: – Modernise and automate EDF’s business processes – Increase operation efficiency – And optimise human resources CMS can provide EDF with multiple benefits such as: – Lowering business expenses while retaining operational efficiency – Provide competitive edge – Increased efficiency in business processes Version Date: XX/10/2022 121

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