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STUDENT BLOOD BANK MANAGEMENT SYSTEM
PROJECT PLAN VERSION: 1.0
2/8/2013
Project
:
Student Blood Bank management System
Document Title
:
Project Plan for SBBMS
Do cu me nt Hi sto ry
Date
:
12-02-2013
Author
:
Sudheesh R
Manager of XYZ Inc.
:
Praveen A K
Approved By
:
Praveen A K (Project Manager) Date: 15-02-2013
Version
Prepared By
Date
Comments
1.0
Sudheesh R
08-02-2013
First Release
Date
Signature
Awareness Name Mr Salu Joseph
Position Project Guide
SBBMS-Project Plan
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Approvals This Project Plan has been checked by: Name
Position
Date
Praveen A K
Project Manager
15-02-2013
Signature
This Project Plan has been approved by: Name
Position
Date
JIthin S
Quality Manager
14-02-2013
Signature
Acronyms & Abbreviations Acronym
Description
SBBMS
Student Blood Bank Management system
PP
Project Plan
PRC
Project Resource Centre
WBS
Work Breakdown Structure
Distribution Name
Role
Organisation
Salu Joseph
Project Guide
CEV,Calicut
Praveen A K
Project Manager
XYZ
Jithin S
Quality Manager
XYZ
Yasir V M K
Project Leader
XYZ
Shijin B Gopal
Technical Leader
XYZ
Jithin Karun
Technical Leader
XYZ
Brijin N M
Technical Leader
XYZ
Sudheesh R
Technical Leader
XYZ
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Table of Contents 1
ABOUT THIS DOCUMENT .................................................................................................................... 4 1.1 1.2 1.3 1.4 1.5
2
BACKGROUND TO THE PROJECT ........................................................................................................... 4 COORDINATING AREA .......................................................................................................................... 4 PURPOSE ............................................................................................................................................... 5 AUDIENCE ............................................................................................................................................ 5 REFERENCES ......................................................................................................................................... 5
PROJECT SCOPE .................................................................................................................................... 5 2.1
PROJECT DELIVERABLES ...................................................................................................................... 5
3
PROJECT SCHEDULE............................................................................................................................ 6
4
PROJECT BUDGET ................................................................................................................................. 6
5
WORK PLAN ............................................................................................................................................ 6 5.1 5.2 5.3 5.4 5.5 5.6 5.7
ACTIVITY 1 – INITIAL REQUIREMENTS ANALYSIS. ............................................................................... 7 ACTIVITY 2 – DESIGN MODELLING. ..................................................................................................... 7 ACTIVITY 3– CODING. .......................................................................................................................... 7 ACTIVITY 4 – QUALITY ASSURANCE TEST. .......................................................................................... 7 ACTIVITY 5 – DOCUMENTATION........................................................................................................... 8 ACTIVITY 6 – INTEGRATION AND INSTALLATION ................................................................................. 8 ACTIVITY 7 – UAT. .............................................................................................................................. 8
6
KEY STAKEHOLDERS .......................................................................................................................... 9
7
PROJECT ROLES & RESPONSIBILITIES ......................................................................................... 9 7.1 7.2 7.3 7.4 7.5 7.6
8
PROJECT SPONSOR ................................................................................................................................ 9 STEERING COMMITTEE ....................................................................................................................... 10 PROJECT MANAGER ............................................................................................................................ 10 ADVISORY GROUP/S ........................................................................................................................... 11 PROJECT STRUCTURE AND STAFFING ..................................................................................... 11 SBBMS PROJECT RESOURCE CENTRE ............................................................................................... 13
PROJECT CONTROLS ......................................................................................................................... 13 8.1 8.2 8.3 8.4 8.5 8.6 8.7 8.8 8.9 8.10 8.11
9
DOCUMENTATION MANAGEMENT ...................................................................................................... 13 PROJECT PROGRESS TRACKING .......................................................................................................... 14 PROJECT COST MANAGEMENT ........................................................................................................... 14 PROJECT TIME MANAGEMENT............................................................................................................ 14 PROJECT QUALITY MANAGEMENT ..................................................................................................... 15 PROJECT HUMAN RESOURCE MANAGEMENT ..................................................................................... 15 PROJECT PROCUREMENT MANAGEMENT............................................................................................ 15 PROJECT RISK MANAGEMENT ............................................................................................................ 15 PROJECT ISSUES MANAGEMENT ......................................................................................................... 16 PROJECT CHANGE MANAGEMENT ...................................................................................................... 17 PROJECT PROGRESS REPORTING......................................................................................................... 17
RESOURCES ........................................................................................................................................... 18 9.1 9.2 9.3
ACCOMMODATION. ............................................................................................................................. 18 COMPUTER HARDWARE AND SOFTWARE. .......................................................................................... 18 WORD PROCESSING. ........................................................................................................................... 18
10
APPENDIX A – ORGANISATIONAL CHART .............................................................................. 19
11
APPENDIX B – WORK BREAKDOWN STRUCTURE................................................................. 20
12
APPENDIX C – COMMUNICATIONS MANAGEMENT PLAN ................................................. 21
13
APPENDIX D - RISK MANAGEMENT PLAN ............................................................................... 22
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About this Document
This Project Plan (PP) provides the overall approved work plan for the SBBMS project. It defines the scope, budget, schedule, risks, personnel and deliverables of the project and also includes a number of subsidiary plans that help define, monitor and control the project. This PP guides the work of the Execution and Closeout phases.
Figure 1 Project Life Cycle
1.1 Background to the Project XYZ requires a SBBMS system to manage blood details of their students more effectively and allow students to be notified whenever blood requires. The existing system in college requires to save Donors (Students) information in the form of excel sheets So its difficult to trace out students with particular or rare blood groups. This SBBMS system fulfils college’s requirements in the following ways:
Students can as a Donor, and their details will be stored in the backend database.
Analysis the Recipient’s needs through the collected information, such as their status and blood group;
Proactive follow up of the Recipients, such as alerting them for availability of blood groups.
GroupWise listing donors of various blood groups
Giving Rating to donors, such as viewing the number of times they donates blood;
Help in organizing blood donation camps
Before any blood donation camp, ed citizens gets all the details regarding the camp via sms or email
The first part of the project includes: Web interfaces. Data capturing. Donors profiling tools Recipients profiling tools
The second part of the project entails the security risk of unauthorized access to the databases, and implementing a control system such that information is readily protected.
1.2 Coordinating Area This project is being coordinated from the XYZ’s Office in Vadakara.
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1.3 Purpose The purpose of this document is to provide a Project Plan for the work to complete this project to develop the SBBMS system for XYZ.
1.4 Audience The intended readers of this project Plan are all the participants in the project, to provide them with a plan for the activities that they are to perform to minimize risk and ensure that they deliver a high quality system, which include deliverables they are to produce and Indicate the required effort budgets and timescales.
1.5 References To fully understand the background to this project, the reader should also be familiar with The SBBMS Quality Plan (references CEV-SBBMS-PP-1.0) and Requirements Specification (reference SBBMS/URS)
2
Project Scope
This system is having the facility of tracking Donor’s information which will be available in quick time.
GroupWise listing of various blood groups
The system is smart enough to choose different donors every time, instead of selecting the same donor after every 3 months period.
It help in organizing blood donation camps.
Before any blood donation camp, ed citizens gets all the details regarding the camp via sms or email.
Anybody can check the availability of blood groups.
2.1 Project Deliverables The project deliverables that this project creates, which includes all products, services or results, that are being handed over to the Project Sponsor as part of the close-out phase includes: 1. Project Plan (This doc) 2. Requirement Specification Report 3. Quality Plan 4. Class/Collaboration Diagram 5. Interfaces Prototype 6. High Level Functional Specification 7. System Specification Report 8. Design Model report 9. Test Plan 10. Acceptance Test 11. Manual
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12. Operation Manual 13. Monthly Progress Report
3
Project Schedule
The Project Schedule is detailed in the Work Breakdown Structure in Appendix B. The proposed start date for this project is : 20/01/2013 The expected end date for this project is
4
:
28/03/2013
Project Budget
The project costs are detailed in the Work Breakdown Structure in Appendix B. The summation of these costs forms the Project Budget that comprises: The project budget is detailed below: SBBMS (Staff) Human Resources:
420
Hours
₹ 10500
Capital Assets:
₹ 4500
Other Operational (Materials/Travel/Consumables):
₹ 1500 Total Cost ₹ 16500 Optional Margin ₹ 4500
Total Project Budget ₹ 21000
5
WORK PLAN
The following work program has been identified to complete the development of the system according to the approach described in Section 2.
Activity 1
:
Initial Requirements Analysis.
Activity 2
:
Design Modelling.
Activity 3
:
Coding.
Activity 4
:
Quality Assurance Test.
Activity 5
:
Documentation.
Activity 6
:
Integration.
Activity 7
:
UAT.
Activities 1 through 4 contain the planning and system modelling activities to communicate our team understanding SBBMS to s. Activities 5 through 7 are technical activities required to produce the system. Activity 8 is to allow main s
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to test and accept the system. The work to be performed in each activity is described in the following subsections.
5.1 Activity 1 – Initial Requirements Analysis.
After initialization of the project, a project plan (this document) is produced to formalize the project. QA plans, monthly reports format, and project filing system is also produced.
Upon the project initialization, the requirements are scope out and plan. The high level requirement specification is produced for SBBMS stakeholders to review and . Mr. Yasir will be one point of to liaise with SBBMS stakeholders. A work break down structure is prepared based on the requirement, so that the works involved are understood by both our team and SBBMS stakeholders.
5.2
5.2 Activity 2 – Design Modelling. With the finalized requirements, we are able to produce the Design Model Report. Sequence of events, class and collaboration diagrams, and E-R diagrams are produced.
5.3 Activity 3– Coding. 5.3.1 Data Base Define and Set-Up
Based on the E-R diagram, tables will be setup and dummy data imported into the database. The tables and stored procedures are written in MS SQL.
5.3.2 Algorithm Specification
Algorithms for the financial calculator and other required processes to be coded will be specified.
5.3.3 Software Coding
The software will be coded by using the PHP. During coding, the programmer will apply the programming standards specified in the project's QA plan, to ensure the consistency and quality of the software produced.
5.4 Activity 4 – Quality Assurance Test.
To exercise quality control over the software produced, various testing procedures will be carried out. The following tasks will be performed.
5.4.1 Test Planning.
A system test plan is formalized and the testing team will based on the test plan to test and verified the work done. Test plan consists of the various tests to perform to meet the requirements and to ensure exception cases are exited gracefully. Any standards and guidelines that are required for carrying out the tests will also specified in the plan.
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5.4.2 System Testing
The runs of the software, defined in the system test plan, will be undertaken, checked and documented in the system testing work file. Any errors detected during testing will be corrected and the appropriate tests will be re-run to demonstrate that the software is operating correctly.
5.5 Activity 5 – Documentation
After the system has been accepted and finalized, we will produce the and the operation manual. The functions of these two documents are briefly described as below.
5.5.1 's Manual
This document contains guide for each of the uses cases specified in the Requirement Specification, and describe the functions of the program.
5.5.2 Operation Manual
This manual will provide the information to operate the system, namely:
groups and s maintenance; and
Customer maintenance.
5.6 Activity 6 – Integration and Installation
5.7
Before letting the main SBBMS s to start using the system we need to setup the environment and testing data for the to have a run thru of the system. We need to install the necessary web and database server, after which we will the testing data. We will then run thru the test plan again to ensure the system work correctly in the environment setup.
Activity 7 – UAT
After the environment is setup and testing data is ed, the next stage will be for the s to test the system in a Trial. This trial will form the basis of the process by which the will accept the system. The following tasks will be performed.
5.7.1 Planning
The Project Manager will liaise with SBBMS to arrange the Trial and ensure that main s are available to conduct the test. The Manager will also agree with the , the duration of the trial and the method by which the s should report errors, observations and suggestions. This will be documented in a Trial Plan document.
5.7.2 UAT
The staff will use the system and run thru all the uses cases to ensure the system functions as specified. All team will provide continuous to the s during the trial period. All errors detected, observations and suggestions will be reported in the form agreed at the planning stage.
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5.7.3 Final Changes
At the end of the trial, a meeting will be held at which the and the project team will review the reports from the trial (errors, observations and suggestions), and agree the changes to be made to the software. The project team will then implement the agreed changes.
When the final changes have been successfully completed by the project team, a formal acceptance meeting will be held at which the project will demonstrate that the "agreed final changes" have been made. If this has been satisfied by the s, then ABC will be requested to accept the system. Otherwise, further modifications will be made until the "agreed final changes" are acceptably implemented. The system will be deemed accepted when written confirmation of acceptance is received from the .
6 Key Stakeholders The following individuals, groups or organisations have been identified as key Stakeholders to this project: Name
Organisation
Relationship to Project
Mr .Prasanth
HOD of MCA Department
Proposer
Communications to specific Key Stakeholders that require information from the project (or to the project) are detailed in the Communication Management Plan (Appendix C).
7 Project Roles & Responsibilities Appendix A shows the Organisational Chart for this project.
7.1 Project Sponsor The Project Sponsor is Dr .O A Joseph (Principal, CEV), who is the authority for the project work that the Project Manager has been allocated to complete. The role and responsibilities of the Project Sponsor include: 1. Providing the financial resources and sponsorship for the project; 2. Holding responsibility to SBBMS’s senior management and Board as the executive representative for the project (where the Sponsor is a SBBMS executive); 3. Approving changes to project scope, schedule, budget and specifications, in accordance with the change management process. Non-contractual changes that do not impact the project plan, project schedule, project budget or project deliverable specifications, can be delegated to the Project Manager;
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4. Approving the project scope and documentation, particularly the Project Proposal, Project Plan and Close-out Report; 5. Reviewing Project Progress Reports; 6. Resolving issues beyond the Project Manager’s authority; 7. Examining the project at the close-out phase and approving / rejecting the deliverables as part of the g off of the Close-out Report; and 8. Attending and chairing the monthly Steering Committee meetings (where applicable).
7.2 Steering Committee The Steering Committee acts as an advisory body to the Project Sponsor, providing governance to the project team, and comprises of the following personnel: Name
Role
Mr .Salu Joseph
Project Guide
Organisation/Directorate College of Eng. Vadakara
The role and responsibilities of the Steering Committee include: 1. Providing advice and guidance to the Project Sponsor; 2. Ensuring the project complies to the governance requirements of the organisation; 3. Reviewing all key project documentation (as advisors to the Project Sponsor), including the Project Proposal, Project Plan , and Project Progress Reports; 4. Providing guidance to the Project Manager based on the assessment of the project’s progress and any significant challenges that may arise; 5. Assisting in resolving issues beyond the Project Manager’s authority, by executive influence and where appropriate; and 6. Attending all Steering Committee meetings.
7.3 Project Manager The Project Manager for this project is Mr. Praveen A K, who is responsible for the successful delivery of this project in accordance with this PP. The role and responsibilities of the Project Manager include:
Ensuring the project is ed with the Project Resource Centre;
Creating and maintaining the project documentation, particularly the PP and its subsidiary Work Breakdown Structure (work plan);
Managing the day-to-day functions of the project to ensure the project deliverables are produced to the approved scope, schedule, budget and quality;
Monitoring and controlling the project’s performance in consideration to the PP, reporting performance major exceptions and issues to the Project Sponsor;
Providing monthly Project Progress Reports to the Project Sponsor, based on tracking the percentage complete status on all WBS activities and tasks.
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Identifying, analysing, monitoring and controlling extreme and high project risks and their treatment status;
Identifying, recording, analysing, allocating and overseeing the resolution of issues;
Analysing project Change Requests and making a recommendation to the Project Sponsor. This includes implementing approved changes, and updating project documentation in accordance with the change outcomes;
Ensuring quality checks are undertaken and documented in accordance with the PP;
Leading the project team to meet the project objectives;
Authorising project expenditure in accordance with the project budget and in alignment with all SBBMS policies;
Attending Steering Committee meeting as the executive officer; and
Attending and chairing the project team meeting that reviews the progress of planned tasks, as well as issues, changes and risks.
7.4 Advisory Group/s The Advisory Group/s provide advice, opinion, input and / or to the project team, and comprises of the following personnel: Name
Role
Organisation/Directorate
Mr .Bijesh
Adviser
College of Eng.Vadakara
Mis.Sindhu
Adviser
College of Eng.Vadakara
Mis .Swapna
Adviser
College of Eng.Vadakara
Mr .Vijith T K
Adviser
College of Eng.Vadakara
The roles and responsibilities of an Advisory Group include: 1. Reviewing and providing and advice on concepts and documents as presented by the project team; 2. Providing specialist views when required; 3. Collaborating with any entity or body for which they represent, and thereby providing a representative opinion (where required) based on the purpose of their role; and 4. Attending Advisory Group meetings.
7.5 PROJECT STRUCTURE AND STAFFING 7.5.1 Project Manager: He will provide advice to the Project Leader on the structure and content of the deliverable project documents and will be responsible for the production of the required planning documents.
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7.5.2 Quality Manager: He will be responsible to keep track of the project schedule and on a month to month basis be reviewing progress against the plan and instituting appropriate action. She will also be liaising with the technical lead to work in our quality plan and to ensure that the code is of quality.
7.5.3 Project Leader: The main be responsibility is coordinate with the Technical Lead and the Project Managers to produce the work needed. He will have to produce and act accordingly to the project plan and to produce the needed work.
7.5.4 Technical Leader: He will be responsible for the project technical advice. He will source out for the needed technology to be used in this project and how to integrate into our software system. Project Team include all those individuals that directly or indirectly report to the Project Manager, including any consultants, contractors or staff. They include: Name
Role
Praveen A K
Project Manager
JIthin S
Quality Manager
Yasir V M K
Project Leader
Shijin B Gopal
Technical Leader
Jithin Karun
Technical Leader
Brijin N M
Technical Leader
Sudheesh R
Technical Leader
The role and responsibilities of the project team include: 1. Undertaking the tasks as assigned and as professionally as possible, as specified in the Work Breakdown Structure; 2. Reporting to the Project Manager and notifying where negative or significant deviations in the planned project scope, schedule, budget or quality occur; 3. Identifying and reporting any risks, issues and proposed changes; and 4. Attending all project meetings, providing input where appropriate (i.e. active participation). Please note that organisational line management responsibilities may still exist for project team relating to their employer obligations, however these are not detailed in this Plan.
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7.6 SBBMS Project Resource Centre This project is ed by the organisation’s Project Resource Centre (PRC). The roles and responsibilities of the PRC include:
Custodian responsibility for the project management methodology, including any future updates;
Establishing a project folder on the central server for electronic files;
Establishing a project file for all hardcopy documents;
Monthly reporting the Project Progress Report to the executive;
ing all Change Requests on the Change ;
Collecting and distributing Lessons Learnt reports;
Coordinating any project management-related training or coaching; and
Maintaining any other project management resources and tools.
To be able to update the Project and other PRC-related documentation, the Project Manager is to forward the following signed documents:
Project Proposal
Project Plan
Change Requests
NDA
Close-out Report
Lessons Learnt Report
8
Project Controls
8.1 Documentation Management The Project Resource Centre shall keep a hardcopy file for all projects in the Project Resource Centre Office. This file shall hold the master signed documents (a copy being held by the project manager), in particular the:
Key contracts (where applicable);
Signed Project Proposal;
Signed Project Plan ; and
Signed Project Close-Out Report.
These documents are also used to update the Project ’s status.
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8.2 Project Progress Tracking The guiding principles for Project progress tracking comprise:
A % Complete should be recorded on a working copy of the MS Project Work Breakdown Structure on a frequent basis. This should be done on a weekly basis.
The review of the project’s progress during project meetings shall focus on the WBS, issues recorded on the Issues , Extreme or High level Risks recorded on the Risk and any Change Requests recorded on the Change .
8.3 Project Cost Management The guiding principles for cost management controls for this project comprise:
All costs are shown as the VAT Inclusive Price (VIP).
Project costs will be examined frequently against the Work Breakdown Structure by the Project Manager. The “Microsoft Dynamic Nav for Financial Management” is the primary software used for determining actual spent project costs, however the Project Manager shall use the Microsoft Project application for everyday use.
Project costs will generally be budgeted and tracked through the Work Breakdown Structure under the following cost categories: 1. SBBMS Human Resources- Salary/wages that represent internal human resource costs; 2. Contractor (External) Human Resources - Contractors/service providers that represents external human resource costs; and 3. Capital Assets – equipment that represents capital assets; 4. Other Operational Costs – equipment, material, travel and other consumables used on a project that are not capital assets;
Project costs may be shown by summing up all the cost categories values.
An istration fee is applied to the total costs to calculate the project budget (external projects will also include a margin).
Hours calculated for staff are based on 7.4 hours per day, being the equivalent to one day based on a 37 hour work week.
All procurement of contractor services, materials and equipment shall be managed in accordance with the SBBMS policies and approval processes.
8.4 Project Time Management The guiding principles for time management controls of this project comprise:
All activity and task times are stipulated in the Work Breakdown Structure, which will be tracked frequently, with percentage complete for each task recorded at the project team meetings.
SBBMS staff are required to submit a fortnightly timesheet. Master of computer Applications, CEV, Calicut
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8.5 Project Quality Management The guiding principles for quality management controls of this project comprise:
The Work Breakdown Structure shall include (where applicable) tasks that relate to tests, inspections and audits to the deliverable is fit for purpose, compliant to its predetermined specification and to assure overall quality assurance.
The actual audits, tests or inspections processes are stipulated in the Quality Management Plan.
All audits, tests or inspections tasks when being conducted will be recorded and reported on a Quality Verification Report.
8.6 Project Human Resource Management The guiding principles for human resource management controls of this project comprise:
A Responsible Officer shall be appointed to each task, whereas the Project Manager is responsible for the overall delivery of the project.
All activity and task times are stipulated in the Work Breakdown Structure, which will be tracked every week, with percentage complete for each task recorded at the project team meetings. This forms the basis of ensuring team are completing their work in accordance to this Plan.
All staff are required to complete fortnightly time sheets.
8.7 Project Procurement Management The guiding principles for procurement management controls of this project comprise:
All purchases are to be managed in accordance with the purchasing policy.
Project Managers need to be cognisant of any additional approval requirements defined by the organisation’s policy requirements.
All asset procurements shall be managed as assets and recorded through the normal asset management process.
All purchase amounts are stipulated in the Work Breakdown Structure, which will be tracked every week.
8.8 Project Risk Management The Appendix E includes a Risk Management Plan that will be followed to monitor, control and manage any extreme or high identified risks.
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8.8.1 Risk Identification: A risk is any event that could prevent the project from progressing as planned, or from successful completion. Risks can be identified from a number of different sources. Some may be quite obvious others will be identified during the project lifecycle, and a risk can be identified by anyone associated with the project. Some risk will be inherent to the project itself, while others will be the result of external influences that are completely outside the control of the project team. The SBBMS Project Manager has overall responsibility for managing project risk. Project team may be assigned specific areas of responsibility for reporting to the project manager. Throughout all phases of the project, a specific topic of discussion will be risk identification. The intent is to instruct the project team in the need for risk awareness, identification, documentation and communication. Risk identification consists of determining which risks are likely to affect the project and documenting the characteristics of each. Risk communication involves bringing risk factors or events to the attention of the project manager and project team. It is the SBBMS project manager’s responsibility to assist the project team and other stakeholders with risk identification, and to document the known and potential risks in the Risk . Updates to the risk will occur as risk factors change. Risk management will be a topic of discussion during the regularly scheduled project meetings. The Insert Project Name Here project team will discuss any new risk factors or events, and these will be reviewed with the Insert Project Name Here project manager.
8.8.2 Risk Assessment Risk assessment is the act of determining the probability that a risk will occur and the impact that event would have, should it occur. This is basically a “cause and effect” analysis. The “cause” is the event that might occur, while the “effect” is the potential impact to a project, should the event occur. Assessment of a risk involves two factors. First is the probability which is the measure of certainty that an event, or risk, will occur.
8.9 Project Issues Management The guiding principles for managing project issues comprise:
All project team shall report project issues to the Project Manager in a timely manner, and they will be discussed at each project team meeting.
All issues shall be recorded on the Issues . The Project Manager is responsible for allocating identified issues to a responsible officer for resolution or consideration, and shall track the issue to closure.
Significant project issues shall be reported in the Project Progress Reports.
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8.10 Project Change Management The guiding principles for managing changes comprise:
Any individual or organisation may request a change to the project through submitting a Change Request to the Project Resource Centre through the Project Manager.
All Change Requests shall be reviewed by the Project Manager, who will ensure the Change Request is fully complete before submission to the Project Sponsor.
All Change Requests shall be recorded and tracked in the Change by the PRC.
Any changes to a project’s approved deliverables, overall schedule or budget requires a formal Change Request to be approved by the Project Sponsor (or delegate), or otherwise changes may be approved by the Project Manager.
Approved changes may require an update to this Project Plan .
8.11 Project Progress Reporting The guiding principles for Project Status performance reporting comprise:
Project performance shall be formally reported on using the Project Progress Report template, and provided frequently (normally at least monthly), although progress should be tracked weekly by the Project Manager.
The Project Progress Report format reflects the status of tasks in accordance with the Work Breakdown Structure detail in this Plan.
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9 RESOURCES
The ing resources required to enable the project team to undertake the activities specified in Section 3 are described as below:
9.1 Accommodation.
The development work will be undertaken in ISS’s break out room. No additional office space is required.
9.2 Computer Hardware and Software.
The existing PC compatible microcomputer in the ISS BOR will be used by the project team to undertake all our coding, testing and documentation tasks. The following software is required: 1.
FTP/T-IP communications software;
2.
BSNL web sms API
3.
Gmail SMTP server
4.
wamp server development software package
5.
Dreamweaver 6
6.
Microsoft WINDOWS 7
7.
Microsoft WORD.
9.3 Word Processing. No additional word processing from istrative staff is required
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Appendix A – Organisational Chart
The organisational chart for this project is shown below.
Project Manager Praveen A K
Project Quality Manager Jithin S Project Resource Centre (PRC)
Project Leader Yasir V M K
Project Technical Leader Shijin B gopal Project Technical Leader Sudheesh R Project Technical Leader Brijin N M Project Technical Leader Jithin Karun
Figure 2 Organisational Chart
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Appendix B – Work Breakdown Structure
11
This detailed Work Breakdown Structure sets out the work plan for the project, and was used as the basis to calculate the budget, resource allocation and schedule. ACTIVITY / TASK WBS No.
Activity or Task Detail
HOURS
BUDGET
SBBMS Human Resources Effort (Hours1)
SBBMS Human Resources (₹)
Capital Assets (₹)
Other Operational Expenses (e.g., Materials / Consumables / Travel) (₹)
1
Requirement Collection
21
₹
525
₹ 100
₹ 550
2
Planning
60
₹ 1500
₹ 100
₹ 100
3
Modelling
150
₹ 3750
₹ 2200
₹ 100
4
Construction(coding, testing)
120
₹ 3000
₹ 2000
₹ 50
5
Deployment
69
₹ 1725
₹ 100
₹ 700
TOTAL COLUMN EFFORT HOURS:
420
₹ 10500
₹ 4500
₹ 1500
Total Cost
420
₹ 16500
Optional Margin ₹ 4500 Grand Project Cost ₹21000
1
SBBMS Human Resources Effort should be based on 7 hours being equivalent to one day, based on a 35 hour work week.
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12 Appendix C – Communications Management Plan Key Stakeholders have been identified for this project and the key communications required (of and from the project team) have been documented in this Communications Plan as follows:
Ref
Key Stakeholder
Type of Communication
Format
Delivery Method
1
Steering Committee
Meeting Minutes
Minutes
Email
2
Steering Committee
Progress
Progress Report
Email
Monthly
Project Manager
3
Advisory Group
Progress
Progress Report
Hardcopy
Monthly
Project Manager
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Frequency / Date
Responsible Officer
Within 7 days of meeting Project Manager
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13 Appendix D - Risk Management Plan Extreme or high risks have been identified for this project and treatment strategies have been developed as follows: Ref
Risk Event
1
Commercial failure of service provider
2
Failure of communication
Likelihood
Impact
Risk Factor
Solution
Responsible Officer
Unlikely
Connection lost
Technology Maturity
Search for Secondary service provider
Quality Manager
Rare
Quality less System
Not all ers were involved in developing their roles and responsibilities.
Possible
Quality less System
Less awareness of project
One or more key project ers are reassigned
Quality Manager
Quality Manager Early and frequent meetings
3
Failure of external
4
Financing or budget shortfall
Rare
Suspend the Project
No formal benefit-cost analysis has been done
Formal Benefit-cost must be done
Quality Manager
5
Milestone failure due to unrealistic schedule
Rare
Quality less system
Spends insufficient time on one or more stages.
Keep the schedule properly
Quality Manager
6
Design not completed or not feasible
Unlikely
Quality less system
Insufficient design tools
Keep proper design tools
Quality Manager
Details of the definitions used for this Risk Management Plan are detailed on the next page.
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13.1 Risk Process Definitions Likelihood Definition Descriptor
Definition
Almost certain
Expected to occur in most circumstances.
Likely
Will probably occur in most circumstances.
Possible
Could occur sometime.
Unlikely
May occur sometime, but not really expected to.
Rare
Would only occur in exceptional circumstances. Table A Risk Management Likelihood Definitions
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Approval Record Project Name Document Ref
SBBMS Project CEV-SBBMS-PP-1.0
Approved by:
Date: 15-02-2013
Authorised by:
Date: 15-02-2013
The document authorisation appears on the title page. The structure of the publication is logical. The distribution list is correct. The title page is signed. Calculations appear reasonable, are neatly presented and have been checked. Theory and formulae are correct and properly applied. Illustrations are relevant, readable and logically placed. There are no typographical errors. Units are consistent throughout. The security classification is correct. There are no obvious omissions. The document complies with the Client's requirements, however specified. Responsibility is accepted for all opinions, conclusions and recommendations. The document does not run counter to company policy.
Master of computer Applications, CEV, Calicut
PROJECT PLAN VERSION: 1.0
2/8/2013
Project
:
Student Blood Bank management System
Document Title
:
Project Plan for SBBMS
Do cu me nt Hi sto ry
Date
:
12-02-2013
Author
:
Sudheesh R
Manager of XYZ Inc.
:
Praveen A K
Approved By
:
Praveen A K (Project Manager) Date: 15-02-2013
Version
Prepared By
Date
Comments
1.0
Sudheesh R
08-02-2013
First Release
Date
Signature
Awareness Name Mr Salu Joseph
Position Project Guide
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Approvals This Project Plan has been checked by: Name
Position
Date
Praveen A K
Project Manager
15-02-2013
Signature
This Project Plan has been approved by: Name
Position
Date
JIthin S
Quality Manager
14-02-2013
Signature
Acronyms & Abbreviations Acronym
Description
SBBMS
Student Blood Bank Management system
PP
Project Plan
PRC
Project Resource Centre
WBS
Work Breakdown Structure
Distribution Name
Role
Organisation
Salu Joseph
Project Guide
CEV,Calicut
Praveen A K
Project Manager
XYZ
Jithin S
Quality Manager
XYZ
Yasir V M K
Project Leader
XYZ
Shijin B Gopal
Technical Leader
XYZ
Jithin Karun
Technical Leader
XYZ
Brijin N M
Technical Leader
XYZ
Sudheesh R
Technical Leader
XYZ
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Table of Contents 1
ABOUT THIS DOCUMENT .................................................................................................................... 4 1.1 1.2 1.3 1.4 1.5
2
BACKGROUND TO THE PROJECT ........................................................................................................... 4 COORDINATING AREA .......................................................................................................................... 4 PURPOSE ............................................................................................................................................... 5 AUDIENCE ............................................................................................................................................ 5 REFERENCES ......................................................................................................................................... 5
PROJECT SCOPE .................................................................................................................................... 5 2.1
PROJECT DELIVERABLES ...................................................................................................................... 5
3
PROJECT SCHEDULE............................................................................................................................ 6
4
PROJECT BUDGET ................................................................................................................................. 6
5
WORK PLAN ............................................................................................................................................ 6 5.1 5.2 5.3 5.4 5.5 5.6 5.7
ACTIVITY 1 – INITIAL REQUIREMENTS ANALYSIS. ............................................................................... 7 ACTIVITY 2 – DESIGN MODELLING. ..................................................................................................... 7 ACTIVITY 3– CODING. .......................................................................................................................... 7 ACTIVITY 4 – QUALITY ASSURANCE TEST. .......................................................................................... 7 ACTIVITY 5 – DOCUMENTATION........................................................................................................... 8 ACTIVITY 6 – INTEGRATION AND INSTALLATION ................................................................................. 8 ACTIVITY 7 – UAT. .............................................................................................................................. 8
6
KEY STAKEHOLDERS .......................................................................................................................... 9
7
PROJECT ROLES & RESPONSIBILITIES ......................................................................................... 9 7.1 7.2 7.3 7.4 7.5 7.6
8
PROJECT SPONSOR ................................................................................................................................ 9 STEERING COMMITTEE ....................................................................................................................... 10 PROJECT MANAGER ............................................................................................................................ 10 ADVISORY GROUP/S ........................................................................................................................... 11 PROJECT STRUCTURE AND STAFFING ..................................................................................... 11 SBBMS PROJECT RESOURCE CENTRE ............................................................................................... 13
PROJECT CONTROLS ......................................................................................................................... 13 8.1 8.2 8.3 8.4 8.5 8.6 8.7 8.8 8.9 8.10 8.11
9
DOCUMENTATION MANAGEMENT ...................................................................................................... 13 PROJECT PROGRESS TRACKING .......................................................................................................... 14 PROJECT COST MANAGEMENT ........................................................................................................... 14 PROJECT TIME MANAGEMENT............................................................................................................ 14 PROJECT QUALITY MANAGEMENT ..................................................................................................... 15 PROJECT HUMAN RESOURCE MANAGEMENT ..................................................................................... 15 PROJECT PROCUREMENT MANAGEMENT............................................................................................ 15 PROJECT RISK MANAGEMENT ............................................................................................................ 15 PROJECT ISSUES MANAGEMENT ......................................................................................................... 16 PROJECT CHANGE MANAGEMENT ...................................................................................................... 17 PROJECT PROGRESS REPORTING......................................................................................................... 17
RESOURCES ........................................................................................................................................... 18 9.1 9.2 9.3
ACCOMMODATION. ............................................................................................................................. 18 COMPUTER HARDWARE AND SOFTWARE. .......................................................................................... 18 WORD PROCESSING. ........................................................................................................................... 18
10
APPENDIX A – ORGANISATIONAL CHART .............................................................................. 19
11
APPENDIX B – WORK BREAKDOWN STRUCTURE................................................................. 20
12
APPENDIX C – COMMUNICATIONS MANAGEMENT PLAN ................................................. 21
13
APPENDIX D - RISK MANAGEMENT PLAN ............................................................................... 22
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1
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About this Document
This Project Plan (PP) provides the overall approved work plan for the SBBMS project. It defines the scope, budget, schedule, risks, personnel and deliverables of the project and also includes a number of subsidiary plans that help define, monitor and control the project. This PP guides the work of the Execution and Closeout phases.
Figure 1 Project Life Cycle
1.1 Background to the Project XYZ requires a SBBMS system to manage blood details of their students more effectively and allow students to be notified whenever blood requires. The existing system in college requires to save Donors (Students) information in the form of excel sheets So its difficult to trace out students with particular or rare blood groups. This SBBMS system fulfils college’s requirements in the following ways:
Students can as a Donor, and their details will be stored in the backend database.
Analysis the Recipient’s needs through the collected information, such as their status and blood group;
Proactive follow up of the Recipients, such as alerting them for availability of blood groups.
GroupWise listing donors of various blood groups
Giving Rating to donors, such as viewing the number of times they donates blood;
Help in organizing blood donation camps
Before any blood donation camp, ed citizens gets all the details regarding the camp via sms or email
The first part of the project includes: Web interfaces. Data capturing. Donors profiling tools Recipients profiling tools
The second part of the project entails the security risk of unauthorized access to the databases, and implementing a control system such that information is readily protected.
1.2 Coordinating Area This project is being coordinated from the XYZ’s Office in Vadakara.
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1.3 Purpose The purpose of this document is to provide a Project Plan for the work to complete this project to develop the SBBMS system for XYZ.
1.4 Audience The intended readers of this project Plan are all the participants in the project, to provide them with a plan for the activities that they are to perform to minimize risk and ensure that they deliver a high quality system, which include deliverables they are to produce and Indicate the required effort budgets and timescales.
1.5 References To fully understand the background to this project, the reader should also be familiar with The SBBMS Quality Plan (references CEV-SBBMS-PP-1.0) and Requirements Specification (reference SBBMS/URS)
2
Project Scope
This system is having the facility of tracking Donor’s information which will be available in quick time.
GroupWise listing of various blood groups
The system is smart enough to choose different donors every time, instead of selecting the same donor after every 3 months period.
It help in organizing blood donation camps.
Before any blood donation camp, ed citizens gets all the details regarding the camp via sms or email.
Anybody can check the availability of blood groups.
2.1 Project Deliverables The project deliverables that this project creates, which includes all products, services or results, that are being handed over to the Project Sponsor as part of the close-out phase includes: 1. Project Plan (This doc) 2. Requirement Specification Report 3. Quality Plan 4. Class/Collaboration Diagram 5. Interfaces Prototype 6. High Level Functional Specification 7. System Specification Report 8. Design Model report 9. Test Plan 10. Acceptance Test 11. Manual
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12. Operation Manual 13. Monthly Progress Report
3
Project Schedule
The Project Schedule is detailed in the Work Breakdown Structure in Appendix B. The proposed start date for this project is : 20/01/2013 The expected end date for this project is
4
:
28/03/2013
Project Budget
The project costs are detailed in the Work Breakdown Structure in Appendix B. The summation of these costs forms the Project Budget that comprises: The project budget is detailed below: SBBMS (Staff) Human Resources:
420
Hours
₹ 10500
Capital Assets:
₹ 4500
Other Operational (Materials/Travel/Consumables):
₹ 1500 Total Cost ₹ 16500 Optional Margin ₹ 4500
Total Project Budget ₹ 21000
5
WORK PLAN
The following work program has been identified to complete the development of the system according to the approach described in Section 2.
Activity 1
:
Initial Requirements Analysis.
Activity 2
:
Design Modelling.
Activity 3
:
Coding.
Activity 4
:
Quality Assurance Test.
Activity 5
:
Documentation.
Activity 6
:
Integration.
Activity 7
:
UAT.
Activities 1 through 4 contain the planning and system modelling activities to communicate our team understanding SBBMS to s. Activities 5 through 7 are technical activities required to produce the system. Activity 8 is to allow main s
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to test and accept the system. The work to be performed in each activity is described in the following subsections.
5.1 Activity 1 – Initial Requirements Analysis.
After initialization of the project, a project plan (this document) is produced to formalize the project. QA plans, monthly reports format, and project filing system is also produced.
Upon the project initialization, the requirements are scope out and plan. The high level requirement specification is produced for SBBMS stakeholders to review and . Mr. Yasir will be one point of to liaise with SBBMS stakeholders. A work break down structure is prepared based on the requirement, so that the works involved are understood by both our team and SBBMS stakeholders.
5.2
5.2 Activity 2 – Design Modelling. With the finalized requirements, we are able to produce the Design Model Report. Sequence of events, class and collaboration diagrams, and E-R diagrams are produced.
5.3 Activity 3– Coding. 5.3.1 Data Base Define and Set-Up
Based on the E-R diagram, tables will be setup and dummy data imported into the database. The tables and stored procedures are written in MS SQL.
5.3.2 Algorithm Specification
Algorithms for the financial calculator and other required processes to be coded will be specified.
5.3.3 Software Coding
The software will be coded by using the PHP. During coding, the programmer will apply the programming standards specified in the project's QA plan, to ensure the consistency and quality of the software produced.
5.4 Activity 4 – Quality Assurance Test.
To exercise quality control over the software produced, various testing procedures will be carried out. The following tasks will be performed.
5.4.1 Test Planning.
A system test plan is formalized and the testing team will based on the test plan to test and verified the work done. Test plan consists of the various tests to perform to meet the requirements and to ensure exception cases are exited gracefully. Any standards and guidelines that are required for carrying out the tests will also specified in the plan.
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5.4.2 System Testing
The runs of the software, defined in the system test plan, will be undertaken, checked and documented in the system testing work file. Any errors detected during testing will be corrected and the appropriate tests will be re-run to demonstrate that the software is operating correctly.
5.5 Activity 5 – Documentation
After the system has been accepted and finalized, we will produce the and the operation manual. The functions of these two documents are briefly described as below.
5.5.1 's Manual
This document contains guide for each of the uses cases specified in the Requirement Specification, and describe the functions of the program.
5.5.2 Operation Manual
This manual will provide the information to operate the system, namely:
groups and s maintenance; and
Customer maintenance.
5.6 Activity 6 – Integration and Installation
5.7
Before letting the main SBBMS s to start using the system we need to setup the environment and testing data for the to have a run thru of the system. We need to install the necessary web and database server, after which we will the testing data. We will then run thru the test plan again to ensure the system work correctly in the environment setup.
Activity 7 – UAT
After the environment is setup and testing data is ed, the next stage will be for the s to test the system in a Trial. This trial will form the basis of the process by which the will accept the system. The following tasks will be performed.
5.7.1 Planning
The Project Manager will liaise with SBBMS to arrange the Trial and ensure that main s are available to conduct the test. The Manager will also agree with the , the duration of the trial and the method by which the s should report errors, observations and suggestions. This will be documented in a Trial Plan document.
5.7.2 UAT
The staff will use the system and run thru all the uses cases to ensure the system functions as specified. All team will provide continuous to the s during the trial period. All errors detected, observations and suggestions will be reported in the form agreed at the planning stage.
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5.7.3 Final Changes
At the end of the trial, a meeting will be held at which the and the project team will review the reports from the trial (errors, observations and suggestions), and agree the changes to be made to the software. The project team will then implement the agreed changes.
When the final changes have been successfully completed by the project team, a formal acceptance meeting will be held at which the project will demonstrate that the "agreed final changes" have been made. If this has been satisfied by the s, then ABC will be requested to accept the system. Otherwise, further modifications will be made until the "agreed final changes" are acceptably implemented. The system will be deemed accepted when written confirmation of acceptance is received from the .
6 Key Stakeholders The following individuals, groups or organisations have been identified as key Stakeholders to this project: Name
Organisation
Relationship to Project
Mr .Prasanth
HOD of MCA Department
Proposer
Communications to specific Key Stakeholders that require information from the project (or to the project) are detailed in the Communication Management Plan (Appendix C).
7 Project Roles & Responsibilities Appendix A shows the Organisational Chart for this project.
7.1 Project Sponsor The Project Sponsor is Dr .O A Joseph (Principal, CEV), who is the authority for the project work that the Project Manager has been allocated to complete. The role and responsibilities of the Project Sponsor include: 1. Providing the financial resources and sponsorship for the project; 2. Holding responsibility to SBBMS’s senior management and Board as the executive representative for the project (where the Sponsor is a SBBMS executive); 3. Approving changes to project scope, schedule, budget and specifications, in accordance with the change management process. Non-contractual changes that do not impact the project plan, project schedule, project budget or project deliverable specifications, can be delegated to the Project Manager;
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4. Approving the project scope and documentation, particularly the Project Proposal, Project Plan and Close-out Report; 5. Reviewing Project Progress Reports; 6. Resolving issues beyond the Project Manager’s authority; 7. Examining the project at the close-out phase and approving / rejecting the deliverables as part of the g off of the Close-out Report; and 8. Attending and chairing the monthly Steering Committee meetings (where applicable).
7.2 Steering Committee The Steering Committee acts as an advisory body to the Project Sponsor, providing governance to the project team, and comprises of the following personnel: Name
Role
Mr .Salu Joseph
Project Guide
Organisation/Directorate College of Eng. Vadakara
The role and responsibilities of the Steering Committee include: 1. Providing advice and guidance to the Project Sponsor; 2. Ensuring the project complies to the governance requirements of the organisation; 3. Reviewing all key project documentation (as advisors to the Project Sponsor), including the Project Proposal, Project Plan , and Project Progress Reports; 4. Providing guidance to the Project Manager based on the assessment of the project’s progress and any significant challenges that may arise; 5. Assisting in resolving issues beyond the Project Manager’s authority, by executive influence and where appropriate; and 6. Attending all Steering Committee meetings.
7.3 Project Manager The Project Manager for this project is Mr. Praveen A K, who is responsible for the successful delivery of this project in accordance with this PP. The role and responsibilities of the Project Manager include:
Ensuring the project is ed with the Project Resource Centre;
Creating and maintaining the project documentation, particularly the PP and its subsidiary Work Breakdown Structure (work plan);
Managing the day-to-day functions of the project to ensure the project deliverables are produced to the approved scope, schedule, budget and quality;
Monitoring and controlling the project’s performance in consideration to the PP, reporting performance major exceptions and issues to the Project Sponsor;
Providing monthly Project Progress Reports to the Project Sponsor, based on tracking the percentage complete status on all WBS activities and tasks.
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Identifying, analysing, monitoring and controlling extreme and high project risks and their treatment status;
Identifying, recording, analysing, allocating and overseeing the resolution of issues;
Analysing project Change Requests and making a recommendation to the Project Sponsor. This includes implementing approved changes, and updating project documentation in accordance with the change outcomes;
Ensuring quality checks are undertaken and documented in accordance with the PP;
Leading the project team to meet the project objectives;
Authorising project expenditure in accordance with the project budget and in alignment with all SBBMS policies;
Attending Steering Committee meeting as the executive officer; and
Attending and chairing the project team meeting that reviews the progress of planned tasks, as well as issues, changes and risks.
7.4 Advisory Group/s The Advisory Group/s provide advice, opinion, input and / or to the project team, and comprises of the following personnel: Name
Role
Organisation/Directorate
Mr .Bijesh
Adviser
College of Eng.Vadakara
Mis.Sindhu
Adviser
College of Eng.Vadakara
Mis .Swapna
Adviser
College of Eng.Vadakara
Mr .Vijith T K
Adviser
College of Eng.Vadakara
The roles and responsibilities of an Advisory Group include: 1. Reviewing and providing and advice on concepts and documents as presented by the project team; 2. Providing specialist views when required; 3. Collaborating with any entity or body for which they represent, and thereby providing a representative opinion (where required) based on the purpose of their role; and 4. Attending Advisory Group meetings.
7.5 PROJECT STRUCTURE AND STAFFING 7.5.1 Project Manager: He will provide advice to the Project Leader on the structure and content of the deliverable project documents and will be responsible for the production of the required planning documents.
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7.5.2 Quality Manager: He will be responsible to keep track of the project schedule and on a month to month basis be reviewing progress against the plan and instituting appropriate action. She will also be liaising with the technical lead to work in our quality plan and to ensure that the code is of quality.
7.5.3 Project Leader: The main be responsibility is coordinate with the Technical Lead and the Project Managers to produce the work needed. He will have to produce and act accordingly to the project plan and to produce the needed work.
7.5.4 Technical Leader: He will be responsible for the project technical advice. He will source out for the needed technology to be used in this project and how to integrate into our software system. Project Team include all those individuals that directly or indirectly report to the Project Manager, including any consultants, contractors or staff. They include: Name
Role
Praveen A K
Project Manager
JIthin S
Quality Manager
Yasir V M K
Project Leader
Shijin B Gopal
Technical Leader
Jithin Karun
Technical Leader
Brijin N M
Technical Leader
Sudheesh R
Technical Leader
The role and responsibilities of the project team include: 1. Undertaking the tasks as assigned and as professionally as possible, as specified in the Work Breakdown Structure; 2. Reporting to the Project Manager and notifying where negative or significant deviations in the planned project scope, schedule, budget or quality occur; 3. Identifying and reporting any risks, issues and proposed changes; and 4. Attending all project meetings, providing input where appropriate (i.e. active participation). Please note that organisational line management responsibilities may still exist for project team relating to their employer obligations, however these are not detailed in this Plan.
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7.6 SBBMS Project Resource Centre This project is ed by the organisation’s Project Resource Centre (PRC). The roles and responsibilities of the PRC include:
Custodian responsibility for the project management methodology, including any future updates;
Establishing a project folder on the central server for electronic files;
Establishing a project file for all hardcopy documents;
Monthly reporting the Project Progress Report to the executive;
ing all Change Requests on the Change ;
Collecting and distributing Lessons Learnt reports;
Coordinating any project management-related training or coaching; and
Maintaining any other project management resources and tools.
To be able to update the Project and other PRC-related documentation, the Project Manager is to forward the following signed documents:
Project Proposal
Project Plan
Change Requests
NDA
Close-out Report
Lessons Learnt Report
8
Project Controls
8.1 Documentation Management The Project Resource Centre shall keep a hardcopy file for all projects in the Project Resource Centre Office. This file shall hold the master signed documents (a copy being held by the project manager), in particular the:
Key contracts (where applicable);
Signed Project Proposal;
Signed Project Plan ; and
Signed Project Close-Out Report.
These documents are also used to update the Project ’s status.
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8.2 Project Progress Tracking The guiding principles for Project progress tracking comprise:
A % Complete should be recorded on a working copy of the MS Project Work Breakdown Structure on a frequent basis. This should be done on a weekly basis.
The review of the project’s progress during project meetings shall focus on the WBS, issues recorded on the Issues , Extreme or High level Risks recorded on the Risk and any Change Requests recorded on the Change .
8.3 Project Cost Management The guiding principles for cost management controls for this project comprise:
All costs are shown as the VAT Inclusive Price (VIP).
Project costs will be examined frequently against the Work Breakdown Structure by the Project Manager. The “Microsoft Dynamic Nav for Financial Management” is the primary software used for determining actual spent project costs, however the Project Manager shall use the Microsoft Project application for everyday use.
Project costs will generally be budgeted and tracked through the Work Breakdown Structure under the following cost categories: 1. SBBMS Human Resources- Salary/wages that represent internal human resource costs; 2. Contractor (External) Human Resources - Contractors/service providers that represents external human resource costs; and 3. Capital Assets – equipment that represents capital assets; 4. Other Operational Costs – equipment, material, travel and other consumables used on a project that are not capital assets;
Project costs may be shown by summing up all the cost categories values.
An istration fee is applied to the total costs to calculate the project budget (external projects will also include a margin).
Hours calculated for staff are based on 7.4 hours per day, being the equivalent to one day based on a 37 hour work week.
All procurement of contractor services, materials and equipment shall be managed in accordance with the SBBMS policies and approval processes.
8.4 Project Time Management The guiding principles for time management controls of this project comprise:
All activity and task times are stipulated in the Work Breakdown Structure, which will be tracked frequently, with percentage complete for each task recorded at the project team meetings.
SBBMS staff are required to submit a fortnightly timesheet. Master of computer Applications, CEV, Calicut
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8.5 Project Quality Management The guiding principles for quality management controls of this project comprise:
The Work Breakdown Structure shall include (where applicable) tasks that relate to tests, inspections and audits to the deliverable is fit for purpose, compliant to its predetermined specification and to assure overall quality assurance.
The actual audits, tests or inspections processes are stipulated in the Quality Management Plan.
All audits, tests or inspections tasks when being conducted will be recorded and reported on a Quality Verification Report.
8.6 Project Human Resource Management The guiding principles for human resource management controls of this project comprise:
A Responsible Officer shall be appointed to each task, whereas the Project Manager is responsible for the overall delivery of the project.
All activity and task times are stipulated in the Work Breakdown Structure, which will be tracked every week, with percentage complete for each task recorded at the project team meetings. This forms the basis of ensuring team are completing their work in accordance to this Plan.
All staff are required to complete fortnightly time sheets.
8.7 Project Procurement Management The guiding principles for procurement management controls of this project comprise:
All purchases are to be managed in accordance with the purchasing policy.
Project Managers need to be cognisant of any additional approval requirements defined by the organisation’s policy requirements.
All asset procurements shall be managed as assets and recorded through the normal asset management process.
All purchase amounts are stipulated in the Work Breakdown Structure, which will be tracked every week.
8.8 Project Risk Management The Appendix E includes a Risk Management Plan that will be followed to monitor, control and manage any extreme or high identified risks.
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8.8.1 Risk Identification: A risk is any event that could prevent the project from progressing as planned, or from successful completion. Risks can be identified from a number of different sources. Some may be quite obvious others will be identified during the project lifecycle, and a risk can be identified by anyone associated with the project. Some risk will be inherent to the project itself, while others will be the result of external influences that are completely outside the control of the project team. The SBBMS Project Manager has overall responsibility for managing project risk. Project team may be assigned specific areas of responsibility for reporting to the project manager. Throughout all phases of the project, a specific topic of discussion will be risk identification. The intent is to instruct the project team in the need for risk awareness, identification, documentation and communication. Risk identification consists of determining which risks are likely to affect the project and documenting the characteristics of each. Risk communication involves bringing risk factors or events to the attention of the project manager and project team. It is the SBBMS project manager’s responsibility to assist the project team and other stakeholders with risk identification, and to document the known and potential risks in the Risk . Updates to the risk will occur as risk factors change. Risk management will be a topic of discussion during the regularly scheduled project meetings. The Insert Project Name Here project team will discuss any new risk factors or events, and these will be reviewed with the Insert Project Name Here project manager.
8.8.2 Risk Assessment Risk assessment is the act of determining the probability that a risk will occur and the impact that event would have, should it occur. This is basically a “cause and effect” analysis. The “cause” is the event that might occur, while the “effect” is the potential impact to a project, should the event occur. Assessment of a risk involves two factors. First is the probability which is the measure of certainty that an event, or risk, will occur.
8.9 Project Issues Management The guiding principles for managing project issues comprise:
All project team shall report project issues to the Project Manager in a timely manner, and they will be discussed at each project team meeting.
All issues shall be recorded on the Issues . The Project Manager is responsible for allocating identified issues to a responsible officer for resolution or consideration, and shall track the issue to closure.
Significant project issues shall be reported in the Project Progress Reports.
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8.10 Project Change Management The guiding principles for managing changes comprise:
Any individual or organisation may request a change to the project through submitting a Change Request to the Project Resource Centre through the Project Manager.
All Change Requests shall be reviewed by the Project Manager, who will ensure the Change Request is fully complete before submission to the Project Sponsor.
All Change Requests shall be recorded and tracked in the Change by the PRC.
Any changes to a project’s approved deliverables, overall schedule or budget requires a formal Change Request to be approved by the Project Sponsor (or delegate), or otherwise changes may be approved by the Project Manager.
Approved changes may require an update to this Project Plan .
8.11 Project Progress Reporting The guiding principles for Project Status performance reporting comprise:
Project performance shall be formally reported on using the Project Progress Report template, and provided frequently (normally at least monthly), although progress should be tracked weekly by the Project Manager.
The Project Progress Report format reflects the status of tasks in accordance with the Work Breakdown Structure detail in this Plan.
Master of computer Applications, CEV, Calicut
SBBMS-Project Plan
Page 18 of 24
9 RESOURCES
The ing resources required to enable the project team to undertake the activities specified in Section 3 are described as below:
9.1 Accommodation.
The development work will be undertaken in ISS’s break out room. No additional office space is required.
9.2 Computer Hardware and Software.
The existing PC compatible microcomputer in the ISS BOR will be used by the project team to undertake all our coding, testing and documentation tasks. The following software is required: 1.
FTP/T-IP communications software;
2.
BSNL web sms API
3.
Gmail SMTP server
4.
wamp server development software package
5.
Dreamweaver 6
6.
Microsoft WINDOWS 7
7.
Microsoft WORD.
9.3 Word Processing. No additional word processing from istrative staff is required
Master of computer Applications, CEV, Calicut
SBBMS-Project Plan
10
Page 19 of 24
Appendix A – Organisational Chart
The organisational chart for this project is shown below.
Project Manager Praveen A K
Project Quality Manager Jithin S Project Resource Centre (PRC)
Project Leader Yasir V M K
Project Technical Leader Shijin B gopal Project Technical Leader Sudheesh R Project Technical Leader Brijin N M Project Technical Leader Jithin Karun
Figure 2 Organisational Chart
Master of computer Applications, CEV, Calicut
Student Blood Bank System-Project Plan
Page 20 of 24
Appendix B – Work Breakdown Structure
11
This detailed Work Breakdown Structure sets out the work plan for the project, and was used as the basis to calculate the budget, resource allocation and schedule. ACTIVITY / TASK WBS No.
Activity or Task Detail
HOURS
BUDGET
SBBMS Human Resources Effort (Hours1)
SBBMS Human Resources (₹)
Capital Assets (₹)
Other Operational Expenses (e.g., Materials / Consumables / Travel) (₹)
1
Requirement Collection
21
₹
525
₹ 100
₹ 550
2
Planning
60
₹ 1500
₹ 100
₹ 100
3
Modelling
150
₹ 3750
₹ 2200
₹ 100
4
Construction(coding, testing)
120
₹ 3000
₹ 2000
₹ 50
5
Deployment
69
₹ 1725
₹ 100
₹ 700
TOTAL COLUMN EFFORT HOURS:
420
₹ 10500
₹ 4500
₹ 1500
Total Cost
420
₹ 16500
Optional Margin ₹ 4500 Grand Project Cost ₹21000
1
SBBMS Human Resources Effort should be based on 7 hours being equivalent to one day, based on a 35 hour work week.
Master of computer Applications, CEV, Calicut
Student Blood Bank System-Project Plan
Page 21 of 24
12 Appendix C – Communications Management Plan Key Stakeholders have been identified for this project and the key communications required (of and from the project team) have been documented in this Communications Plan as follows:
Ref
Key Stakeholder
Type of Communication
Format
Delivery Method
1
Steering Committee
Meeting Minutes
Minutes
2
Steering Committee
Progress
Progress Report
Monthly
Project Manager
3
Advisory Group
Progress
Progress Report
Hardcopy
Monthly
Project Manager
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Frequency / Date
Responsible Officer
Within 7 days of meeting Project Manager
Student Blood Bank System-Project Plan
Page 22 of 24
13 Appendix D - Risk Management Plan Extreme or high risks have been identified for this project and treatment strategies have been developed as follows: Ref
Risk Event
1
Commercial failure of service provider
2
Failure of communication
Likelihood
Impact
Risk Factor
Solution
Responsible Officer
Unlikely
Connection lost
Technology Maturity
Search for Secondary service provider
Quality Manager
Rare
Quality less System
Not all ers were involved in developing their roles and responsibilities.
Possible
Quality less System
Less awareness of project
One or more key project ers are reassigned
Quality Manager
Quality Manager Early and frequent meetings
3
Failure of external
4
Financing or budget shortfall
Rare
Suspend the Project
No formal benefit-cost analysis has been done
Formal Benefit-cost must be done
Quality Manager
5
Milestone failure due to unrealistic schedule
Rare
Quality less system
Spends insufficient time on one or more stages.
Keep the schedule properly
Quality Manager
6
Design not completed or not feasible
Unlikely
Quality less system
Insufficient design tools
Keep proper design tools
Quality Manager
Details of the definitions used for this Risk Management Plan are detailed on the next page.
Master of computer Applications, CEV, Calicut
Student Blood Bank System-Project Plan
Page 23 of 24
13.1 Risk Process Definitions Likelihood Definition Descriptor
Definition
Almost certain
Expected to occur in most circumstances.
Likely
Will probably occur in most circumstances.
Possible
Could occur sometime.
Unlikely
May occur sometime, but not really expected to.
Rare
Would only occur in exceptional circumstances. Table A Risk Management Likelihood Definitions
Master of computer Applications, CEV, Calicut
Student Blood Bank System-Project Plan
Page 24 of 24
Approval Record Project Name Document Ref
SBBMS Project CEV-SBBMS-PP-1.0
Approved by:
Date: 15-02-2013
Authorised by:
Date: 15-02-2013
The document authorisation appears on the title page. The structure of the publication is logical. The distribution list is correct. The title page is signed. Calculations appear reasonable, are neatly presented and have been checked. Theory and formulae are correct and properly applied. Illustrations are relevant, readable and logically placed. There are no typographical errors. Units are consistent throughout. The security classification is correct. There are no obvious omissions. The document complies with the Client's requirements, however specified. Responsibility is accepted for all opinions, conclusions and recommendations. The document does not run counter to company policy.
Master of computer Applications, CEV, Calicut
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