Group 01 Aurora BREGGHAN POINT OF SALE SYSTEM

Quality Management Plan

Table of Contents Introduction Quality Management Approach Quality Requirements/Standards Quality Assurance Quality Control Quality Control Measurements Risk Management Plan Introduction Top Three Risks Risk Management Approach Risk Identification Risk Qualification and Prioritization Risk Monitoring Risk Mitigation and Avoidance Risk Register Procurement Management Plan Introduction Procurement Risks Procurement Risk Management Cost Determination Procurement Constraints Contact Approval Process Decision Criteria Implementation Management Plan Executive Summary Transition Approach Transition Team Organization Workforce Transition Workforce Execution During Transition Subcontracts Property Transition Incumbent Owned Equipment Knowledge Transfer Hardware and Acceptance

Introduction

The Quality Management Plan for the Bregghan Point of Sale (POS) system project outlines the strategies and processes to ensure that the project deliverables meet the required quality standards. This plan establishes a framework for identifying, assessing, and controlling quality throughout the project lifecycle. By prioritizing quality management, the project team aims to deliver a reliable, efficient, and user-friendly POS system that meets the expectations and satisfaction of stakeholders and end-users.

The primary objective of the Quality Management Plan for the Bregghan Point of Sale (POS) system is to ensure that the POS system is developed, implemented, and maintained to meet the defined quality standards and requirements. This includes ensuring the system's functionality, reliability, usability, and performance align with the expectations and needs of the stakeholders and end-users.

Quality Management Approach

The Quality Management Approach for the Bregghan Point-of-Sale System project will employ an Agile and Scrum methodology to ensure that the project consistently delivers high-quality outcomes that meet or exceed stakeholders' expectations. This approach helps to ensure that the Bregghan POS system meets the expected quality criteria, providing a reliable and efficient solution for the stakeholders and end-users.

The following roles and responsibilities are defined within the quality management approach:

Roles	Responsibility
Project Sponsor	Provides executive support for the project.
Project Manager	The project manager has the responsibility of creating and executing quality control procedures, guaranteeing compliance with quality criteria, performing audits and inspections, and resolving any identified quality concerns through corrective measures, all with the goal of delivering a Bregghan POS system of exceptional quality that fulfills stakeholder expectations.
Project Team Leader	Responsible for overseeing the implementation of quality management processes, ensuring team members are trained in quality standards and procedures, and facilitating continuous improvement initiatives to enhance the quality of the Bregghan POS system.
Quality Assurance Tester	Responsible for implementing and monitoring quality control activities, conducting thorough inspections and tests to ensure compliance with quality standards, and identifying areas for improvement in the Bregghan POS system.
Front-End Developer	Responsible for implementing quality standards and best practices in the user interface design and development of the Bregghan POS system.
Back-End Developer	Responsible for executing thorough testing, optimizing performance, and resolving any quality issues related to the back-end aspects of the system, all aimed at delivering a system that performs exceptionally well and operates reliably.

The approach to Quality Management for the Bregghan Point of Sale (POS) system project comprises the following essential elements:

Quality Planning	The team must create a clear plan for achieving quality objectives and standards, ensuring that the POS system meets stakeholder requirements and industry best practices.
Quality Assurance	The project team must undergo regular audits and reviews to ensure that the development and implementation of the POS system align with the established quality standards, promptly addressing any deviations.
Quality Control	Rigorous testing and verification activities are carried out to identify and resolve any defects or non-conformities, ensuring that the POS system operates flawlessly.
Continuous Improvement	By collecting feedback, analyzing data, and implementing lessons learned, ongoing enhancements are made to the POS system, fostering a culture of continuous improvement throughout the project.

Quality Requirements/Standards

The Quality Requirements/Standards for the Bregghan Point-of-Sale system will provide a clear direction for the development and implementation of the project. The following requirements serve as a benchmark, ensuring that the system meets the desired level of quality and functionality. In addition, this will help in mitigating risks, addressing potential issues, and enhancing stakeholder satisfaction. Adhering to quality requirements and standards promotes consistency and reliability in the POS system, instills confidence among stakeholders, and increases the chances of delivering a high-quality solution that meets their needs and expectations.

• Functionality The POS system should have a comprehensive set of features and capabilities to support various sales transactions, including inventory management, product catalog management, and reporting. It should accurately calculate prices, handle discounts and promotions, manage stock levels, and generate receipts.
• Reliability The POS system should consistently perform its intended functions without errors or disruptions. It should be available for use during store operating hours and should not encounter frequent system crashes or downtime that would impact business operations. The system should be designed to handle high transaction volumes without compromising its performance.
• Usability The design of the POS system should prioritize a user-friendly interface and easy-to-use navigation. It should enable store employees to quickly grasp its operation and carry out their responsibilities with efficiency. The system should provide clear guidance, logical workflows, and visual cues that facilitate smooth navigation through its diverse functions.
• Performance The POS system should ensure optimal performance, with quick response times for processing transactions, executing search queries, and generating reports. The system should be capable of handling high transaction volumes during peak periods without compromising its efficiency.

Quality Assurance

The Quality Assurance plan for the Bregghan Point-of-Sale system project defines a structured approach to conducting quality activities, including audits, reviews, and process enhancements, to detect and rectify any deviations from the set quality standards. The primary objective of quality assurance is to guarantee that the project's outcomes and processes meet exceptional quality criteria, satisfying customer expectations and attaining project success.

• Quality Planning Establish a comprehensive quality management plan that defines quality objectives, standards, and metrics for the POS system. This involves identifying quality requirements, setting quality targets, and outlining the processes and tools to be used for quality assurance.
• Process Documentation Document all processes related to the development, implementation, and maintenance of the POS system. This includes creating standard operating procedures (SOPs), process flowcharts, and checklists to ensure consistency and adherence to quality standards.
• Quality Audits Regular audits should be done to evaluate adherence to established quality processes and standards. These audits identify any deviations or non-compliance and present opportunities for implementing corrective actions and enhancing processes.
• Performance Monitoring Consistently observe the performance of the POS system to guarantee that it aligns with quality requirements. This encompasses monitoring metrics such as response times, transaction accuracy, system availability, and other significant performance indicators.
• Testing and Validation The team must implement comprehensive testing protocols to validate the functionality, dependability, and performance of the POS system. This comprises conducting unit tests, integration tests, system tests, and user acceptance tests to detect and resolve any flaws or concerns.
• Continuous Improvement The development team will establish a continuous improvement strategy by regularly gathering and evaluating client feedback, monitoring system performance, and conducting internal assessments to identify potential areas for enhancement.

Through the implementation of a comprehensive quality assurance process, the project team aims to guarantee the system's adherence to superior quality standards, fulfill customer demands, and provide a dependable and effective solution for the Bregghan store.

Quality Control

The Quality Control process for the Bregghan Point of Sale (POS) system project encompasses the systematic monitoring, assessment, and evaluation of the project's deliverables and processes to ensure they align with established quality standards and requirements. It involves the following key components:

• Continuous Testing and Feedback The project team will continuously perform testing activities to identify and address any defects or issues in the system. By regularly conducting tests and validations, potential problems can be discovered and addressed before they escalate and impact the overall quality of the system.
• User Acceptance Testing (UAT) User Acceptance Testing (UAT) plays a crucial role in quality control for the Bregghan POS system by providing an opportunity for end-users to validate the system's functionality, usability, and performance according to their unique requirements. UAT ensures that the POS system effectively fulfills the needs of store staff, enabling them to perform their tasks efficiently and ensuring a favorable user experience. By actively incorporating user feedback and resolving any identified issues during UAT, the Bregghan POS system can successfully deliver a top-notch solution that meets user expectations and enhances overall satisfaction.
• Compatibility Testing The team must ensure that the system functions seamlessly across various platforms, such as mobile devices and browsers, guaranteeing a consistent and satisfactory user experience for customers regardless of the device or platform they choose to use.
• Continuous Monitoring The project team must actively track essential performance indicators like user satisfaction, response time, and system uptime. This proactive approach helps identify and address any issues or bottlenecks promptly, ensuring that the system consistently meets quality standards and delivers a satisfactory user experience.
• Monitoring and Documenting Quality Assessments This will allow the project team to have a systematic record of quality-related activities and their outcomes, providing valuable insights for tracking the project's progress, identifying areas for improvement, and ensuring the overall quality of the POS system.
• Continuous Improvement Continuous improvement is a vital aspect for the success of the Bregghan POS system, as it encourages the project team to proactively pursue opportunities for enhancement, gain insights from previous experiences, and implement necessary adjustments. By embracing continuous improvement, the team ensures that the POS system remains adaptable to changing customer requirements, industry standards, and consistently maintains an elevated level of quality.

By implementing these measures, the project team can guarantee that the POS system adheres to stringent quality standards, fulfills customer expectations, and provides a dependable and effective solution.

Quality Control Measurements

The Quality Control Measurements for the Bregghan POS system project describe the strategy and documentation process for capturing and evaluating quality metrics in accordance with the defined standards and requirements. Agile and Scrum methodologies will be implemented to facilitate continuous inspection and adaptation during the project lifecycle. The section also highlights the significance of documenting observations and implementing necessary actions in case the measurements deviate from the established standards.

The following details will be on the platform:

• Date of measurement: The date when the quality control measurement was performed for the Bregghan POS system.
• Type of measurement: The specific method used to conduct the measurement, such as automated testing, code review, peer review, or user story acceptance.
• Measurement results: The outcome of the measurement, indicating whether it passed or failed, the number of identified flaws, and the percentage of code coverage achieved.
• Comparison against requirements and standards: The established quality requirements and standards used as benchmarks for comparing the measurements.
• Responsible team member for measurement: The team member responsible for conducting the quality control measurement.
• Assessment of measurement results: The team member was tasked with evaluating the measurement results and determining any necessary actions.
• Corrective actions: Actions or steps required to address any deviations from the standards or requirements identified during the measurement.
• Date of completion for corrective actions: The date when the corrective actions were completed.
• Responsible team member for implementing corrective measures: The team member responsible for executing the corrective measures.

The quality control measurements will be logged and documented on a collaborative platform or project management tool to ensure easy access and transparency. The project team utilizes OpenProject and other tools to monitor the project's timeline and identify patterns and areas requiring attention, enabling timely actions and adjustments as needed.

Risk Management Plan

Introduction

Any store that wishes to monitor transactions and keep track of sales information needs a point of sale (POS) system. However, there are always potential hazards that must be recognized and addressed to guarantee project success with any technical endeavor. A risk management plan can help with that.

In a risk management plan, hazards that might occur during a project are listed along with how they will be avoided or reduced and what steps will be taken if they happen. Risks for a POS project could include difficulties with user uptake, security lapses, unforeseen costs, and delays in implementation.

To further develop a risk management plan for a Point-of-Sale System, the following information should be considered:

• Identifying and Assessing Risks: The Point-of-Sale System’s development, implementation, and operation may be subject to hazards, which the project team should identify. Technical problems, vendor dependence, regulatory compliance, cybersecurity, and human factors are just a few of the many potential sources of risk. Risks should be identified and then evaluated for both chance of occurrence and potential effects on the project.
• Risk Mitigation Strategies: After identifying and assessing risks, the project team should develop a plan for mitigating or avoiding the risks. Mitigation strategies should be prioritized based on their effectiveness in reducing risk and their feasibility in terms of time and cost. Strategies may include contingency planning, redundancy, risk transfer through insurance, and the development of fallback procedures.
• Contingency Planning: The project team should develop contingency plans for significant risks that could significantly impact the project's success. Contingency plans should outline the steps required to minimize the impact of the risk and maintain the project's progress. These plans should be regularly reviewed and updated as the project progresses, and new risks are identified.
• Risk Monitoring and Review: Risk management is an ongoing process that requires continuous monitoring and review. The project team should establish a regular review process to ensure that risk management strategies remain effective, risks are updated, and new risks are identified. The review process should be transparent, with all stakeholders being updated on any changes.

The Point-of-Sale System project team can guarantee the project is effectively finished, achieving all objectives while avoiding potential risks by considering these extra elements in a risk management plan.

Top Three Risks

The project's top three risks are:

1. Failures of hardware or software: The failure of hardware or software components is one of the biggest risks in a POS project. This may lead to a loss of sales, and system downtime. The project team should choose the best hardware and software to carry out thorough testing and quality assurance procedures and create backup plans in case of hardware or software failures to reduce this risk.

2. Unexpected costs: POS projects can be expensive, and unexpected costs can easily send the project off course. The project team should do a thorough cost analysis at the project's start and create a comprehensive budget to reduce this risk. Contingency plans should also be created for unforeseen costs, and the project team should keep a careful eye on costs throughout the project.

3. Human Error: Although human error is a known risk factor, it is also a characteristic of human nature and cannot be completely avoided. Through training, process enhancements, automation, and the implementation of the project team frequently concentrates on reducing human error.

Risk Management Approach

This document provides a thorough overview of the various risks and vulnerabilities related to POS systems and presents a methodical methodology to effectively reduce and manage these risks.

Here is the step-by-step approach to manage the risks of a POS system.

1. Identify Risks: The project team will identify the project-related risks through reviewing of related software/projects and brainstorming. Steps like gathering information, brainstorming, and analyzing are a great procedure for identifying the risks.

2. Assess Risks: after identifying risks, risk assessment is a process that involves evaluating the potential risk of the Point of Sale (POS) system. This is where ranking comes in each risk is grouped by rank.

3. Vulnerability Analysis: This is where the examination of the identified risks happens. Including the hardware, software, database etc. The analysis helps the group to understand the potential weakness of the project.

4. Risk Monitoring: The Point of Sale (POS) system's risk management method includes risk monitoring as a crucial step. This procedure entails recording, evaluating, and reviewing identified risks systematically to ensure they are effectively managed over their lifespan. To protect the security, stability, and compliance of the POS system, risk monitoring aims to offer continual oversight and allow prompt reaction and mitigation steps.

5. Risk Communication: A critical component of the Point of Sale (POS) system's risk management procedure is risk communication. To promote a shared understanding and support well-informed decision-making, this process entails the timely and efficient exchange of information concerning recognized risks amongst stakeholders. Risk communication is to increase the overall robustness of the POS system, encourage openness, and make proactive risk management possible

Risk Identification

It is crucial to consider a variety of factors that can affect the security, functionality, and data integrity of a Point of Sale (POS) system when detecting hazards. Listed below are the list of common risks to consider:

• Unauthorized Access
• Hardware Failures
• Software Failures
• Power Outages
• Network Failure

In the entire risk management framework for any project, including the Point of Sale (POS) system, the process of risk identification is of the highest priority. It entails methodically identifying and cataloging any hazards that can negatively affect the security, effectiveness, and operation of the system.

Risk Qualification and Prioritization

The probability of risks happening and their impact on the project is described below:

• High: Risks with a high probability of occurring and a significant impact on the project. These risks require immediate attention, and we need to develop mitigation strategies for them.
• Medium: Risks with a medium probability of occurring and a moderate impact on the project. These risks should be closely monitored, and mitigation strategies should be developed in case they occur.
• Low: Risks with a low probability of occurring and a minor impact on the project. These risks can be monitored periodically, and mitigation strategies can be developed in case they occur.

Risk Monitoring

The Risk Management Plan of the Bregghan Point of Sale System, provides framework for monitoring risks throughout the project. It is a requirement to continuously monitor risks during the project’s lifespan.

For a project to be executed successfully and to reduce any risks that could surface during its lifespan, the project manager's involvement in managing risk monitoring is essential. Working closely with the project team and stakeholders to retain visibility and control over hazards, the project manager adopts a proactive strategy to discover, analyze, and monitor risks.

Risk Mitigation and Avoidance

The method of managing risks for the Point of Sale (POS) system focuses on risk reduction and avoidance. These tactics are designed to lessen the possibility and effects of recognized risks on the system's operations, compliance, and security. Organizations may proactively safeguard the integrity and dependability of the POS system by putting into place efficient risk reduction and avoidance strategies.

The project team should identify the risks with the highest possibility and develop plans to avoid them. The following are the key points or options available to the project manager:

Risk Mitigation: carry out a thorough analysis to comprehend the nature, consequences, and likelihood of detected hazards. This assessment serves as a basis for creating specialized mitigating measures.

Risk Assessment: after identifying risks, risk assessment is a process that involves evaluating the potential risk of the Point of Sale (POS) system. This is where ranking comes in each risk is grouped by rank.

Contingency Planning: A crucial step in the risk management procedure for the Point of Sale (POS) system is contingency planning. To manage and lessen the effects of prospective risks and disruptive occurrences, it entails developing and documenting a set of specified actions, processes, and strategies. By limiting downtime and any negative effects in the case of unforeseen occurrences, contingency planning aims to maintain the POS system's resilience and continuity.

Communication: A key component in the Point of Sale (POS) system's risk reduction process is effective communication. It is essential for ensuring that pertinent stakeholders are aware of, involved with, and supportive of the plans and actions taken to reduce risk. To improve information sharing, encourage cooperation, and advance a common knowledge of the risks and mitigation actions inside the company, communication related to risk mitigation serves these purposes.

Agile Approach: Risk management may be done in a flexible and quick manner by using the Agile methodology. The team's use of the Agile approach, which permits continual risk management and the capacity for change, must be ensured by the project manager.

Change Management: Risk management may be done in a flexible and quick manner by using the Agile methodology. The team's use of the Agile approach, which permits continual risk management and the capacity for change, must be ensured by the project manager.

Risk Register

A risk register is a thorough record that systematically captures and documents all identified risks in a project or organization. It acts as a central storage of vital details for each risk, such as its description, potential consequences, likelihood, status, and assigned responsibilities. The risk register aids in streamlining risk management by offering a consolidated overview of the risks, facilitating prioritization, monitoring, and the implementation of suitable measures to address and mitigate potential hazards.

The following criteria will be used for the risk register:

• Risk ID: Every risk will receive an individual identification number.
• Risk Description: Thorough clarification of the possible adverse outcomes or effects linked to the risk.
• Risk Category: Identification of broad themes or key areas of concern associated with the risks.
• Risk Owner: The task of monitoring and managing each risk will be assigned to a responsible individual or team.
• Probability: Evaluation of the likelihood or frequency at which the risk is expected to occur.
• Impact: Assessment of the potential outcomes or ramifications that could arise from a risky event.
• Status: Current state or condition of the risk.

RiskID	Risk Rank	Risk	Description	Category	Destination/Owner	Probability	Impact	Status
1	1	Hardware Failure	Hardwares like barcode scanner,printer may not work	Technology	System Developer	Medium	High	In Progress
2	1	Software Failure	There is a risk of software failure refers to potential malfunction in the system that could lead to lose track of sales/inventory	Operational Risk	System Developer	Low	High	In Progress
3	1	Potential Departure of Team Member	There is a risk that a team member may leave the project.	Human Resource	Project Manager	Low	High	In Progress
4	1	Limited Resources	There is a risk of insufficient resources that could affect the completion of the project	Resource Allocation	Project Team	Medium	High	In Progress
5	2	Human Error	There might be a risk of mistakes made by the project developers which can affect the project's completion.	Workplace	User	Medium	High	In Progress
6	2	Technological Changes	There is a risk that there might be some hcanges in technology or the industry standards that may result in additional work or resources for the project	Operational Risk	System Developer	Low	Medium	In Progress
7	3	Dependencies on other parties	The project may depend on the performance and capabilities of external parties that can lead to other issues like backlogs	Partnership Risk	Project Manager	Low	High	In Progress

Procurement Management Plan

Introduction

This project's Procurement plan plays a vital role in succeeding the following deliverables as this shows the plans that will be taken as part of the planning process for the program or service. The main idea behind procurement is that proactive scheduling, planning, and bulk buying lead to financial savings, effective corporate operations, and improved value for money.

Bregghan Mini Grocery Stores procurement come from a specific supplier for the items called “Suy Sing” where it serves as the primary base of the mini grocery stores needs during operation hours. This procurement plan will define the projects’ needs and cost as well as the contracts that will be used and this will show the flow that the mini grocery store works in conjunction with Suy Sing to resupply the needs. Of course, risks are without a doubt a part of the procurement plan especially during the pandemic where it limits the incoming items for the mini grocery store it will also be shown in this procurement plan how the project team will mitigate the risks that is being given to avoid loss of sales and utilize the bregghan distribution between customers and suppliers. Therefore with the monitoring of contracts used and deadlines covered with the suppliers, this procurement management plan will also show the constraints the the project team might face during the creation of the project.

Procurement Risks

Procurement plays a big part in determining the different situations the project team might face as we know the risks connected to and the likelihood that procurement processes will fail. Therefore, the team must evaluate procurement risks to optimize their supply chain and reduce the risk of fraud, subpar products, delayed delivery, and cost overruns. In current times Bregghan might be able to face different risks for procurement of the process during work times these includes of course the following:

Poor vendor selection may affect the operations to be needed. Without proper vendor management the team will offer more time fixing problems and creating solutions rather than improving the project.

An external hazard like the pandemic may affect the store sales and resupplying of goods from the supplier due to heightened restrictions in the store area.

Rehabilitation of streets is frequent in the area which may result in a narrower street which is hard for the suppliers of the store to reach it.

Procurement Risk Management

Procurement risk management of the project will provide the necessary means because this field determines internal and external project risks. Eliminating circumstances that place your firm at unwarranted, heightened risk is a requirement for effective risk management and to mitigate risks that will affect the project deployment in the long term.

The risks that the project team may face during the sprint may occur at any given events however the project team have prepared different risk management strategies in order to avoid events that may affect the procurement for the client and the team and ensure contact with the supplier to maintain 100% functions of all procurement services that is important to the project:

1. Standard Procurement Processes so that everyone on the project team is aware of the procedures they must adhere to guarantee that all data is accurate, whole, and up to date.

2. Ensure communications between the project team, suppliers, and the client always will avoid unnecessary decisions being made. Progress reports are mandatory to ensure the project teams track the deliverables that need to be met by said dates.

3. Specific Roles are assigned to every one of the project team to avoid confusions on task and improve the development and productivity of the product. This will also help since each team member may be able to recognize and resolve issues like delays or a lack of resources with the assistance of this accountability.

4. Document changes made during each time will make tracking of changes easier and produce better solutions each time deliverables at specific time are satisfactory. Reviews of procurement risks will contain areas that may offer improvement within the service or the final product.

5. Automated procurement processes indicate a faster procurement process and an absence of the requirement for approvals. The team members can focus on their main duties rather than spending time on rewriting errors and pursuing signatures.

Cost Determination

Project Team Aurora will determine its cost of services from outside vendors with full information to contract and regular monitoring of costs that affects the budget in order to maintain the project budget the costs for the said services will undergo as planned in order to response to the request for proposals. The stakeholder as well as the project manager will collaborate with one another together with the project team to carefully proceed with the costs with regular record or monitoring and follows the budget estimates created for each event that may take place during the sprint. Therefore this cost estimation plan will be the project team’s means of progress to the budget that is being used in the service that is associated with outside vendors and be used within the creation of the project.

Procurement Constraints

This part is given to ensure the project's key to success, these constraints and hazards must be handled. The project team should keep an eye out for the constraints indicated below to ensure that the process is as error-free and error-free as feasible.

• Cost Constraint – The project should follow a series of budgets set for the project teams sprint during the creation process. This will illustrate the team’s choices that are available and can be used for the final deliverable within said budget.
• Resource Constraint – For the Bregghan Point of Sales system it has a specific technical requirements or specification needed to be met to utilize functionality of the product for example the Barcode Scanner and the receipt printer in which are necessaries for the execution of the project without having said resources the team might find it difficult to deliver product to client.
• Time Constraints – As with delivering the precise updates during the project sprints, time is also a big constraint for the team as each member with given roles follows a specific timestamp to finish a certain task given. If the given task is not finished on time the team may find it to struggle as the things needed to do may stack and lead to confusion room for errors.
• Quality Constraints – The Project Team ensures that every feature within the project's scope is to be executed within the given time and delivers full quality to the user. These focus on the specific characteristics of the product and make sure that the outcome of the project matches that of the expectations from the developers and the user.

Contact Approval Process

• Initiation – – Request for procurement should be made by the project manager in order to initiate the approval process of the procurement of the project.
• Approval – The request for the procurement plan will be handled accordingly to the stakeholders. All documents are neither approved nor disallowed.
• Management and Development – Following contract to external vendors will be processed. Purchases made will go through the project team, stakeholders, and the client and be made as legal documentation. This is the creation of the contract with legal effect, laying forth the terms and conditions of business, as well as the specifications or criteria.
• Management and Development – Following contract to external vendors will be processed. Purchases made will go through the project team, stakeholders, and the client and be made as legal documentation. This is the creation of the contract with legal effect, laying forth the terms and conditions of business, as well as the specifications or criteria.

Decision Criteria

1. Flexibility – Supplier must adhere to the flexibility of the items for the project team during procurement should there be any slight changes regarding the needs of the group for the final product. The output must fit on the project structure and abide within the project specifications.

2. Cost Saving – Project Team aurora prioritize or the reduction of costs or rather saving especially on procurement while maximizing quality that is received therefore supplier pricing should be reasonable enough for the decision of the project team and should also base on alternative pricelists from other sources.

3. Ease of Modification and Scalability – Decision making within the project team should also consider ease of modification of the service bought by the implemented supplier or vendor this is to fully utilize the use of the service and assure that modification of it should there be any will not be an error to be fixed by the project team it should also be scalable to fit any changes.

4. Time to Implement – The supplier should be able to comply within the given time of the stakeholders to avoid any pressure on the project team during project creation. This would also improve the team’s productiveness as well as proficiency.

5. Risk Levels – Upon deciding on the project, risk management will also play an important part in implementing effectiveness in the service. The team members should set a risk percentage to monitor the progress of contracts with the supplier to be reviewed by the stakeholder and client.

Implementation Management Plan

Executive Summary

The purpose of this section of the project implementation is to provide a summary of the benefits and features of the Bregghan Point of Sales (POS) system. The system is a software and hardware solution that enables businesses to streamline their sales process, manage inventory, and enhance customer experience. This section also highlights the key advantages and functionalities of a modern POS system and outlines its potential impact on business operations and profitability. With this, the project team, including a project manager, quality assurance tester, and the developers, will ensure that the project will have a successful transition with the project sponsor's collaboration.

With the development between collaborations of the business owner and the project team the Bregghan Point of Sales system was able to gain its scope and objectives that would be beneficial to Ms. Devilyn Ligligen’s running family business which includes:

Decreases the number of steps that the user can do in the whole transaction for faster checkouts.

Fully digitize the records of stocks and the sales of the bregghan mini grocery store.

Will produce a weekly, monthly, and yearly annual report to the user showing the number of items sold in a specific date.

Decreases human data entry, lowers errors, and saves time, allowing businesses to focus on core tasks and increase production.

Notifies the User on the dashboard for specific products that are low or critical on stocks.

When all objectives are met by the project developers and the stakeholders, Bregghan Point of Sales System will be deployed for use of the Admin and the Cashier inside the mini grocery store system devices. When Bregghan takes effect, the following purpose and benefits will provide a significant amount of impact to the store’s sales and tracking which will ease the operation and boost bregghan mini grocery stores sales. Therefore, by the end of this executive summary the project team will ensure that the client will have full control of the Point of Sales system and will have technical support from the project developers whenever a problem arises in the long term.

Transition Approach

Having a transition approach will give the project team an outline on the overall strategy with regards to the transition process of implementing the Bregghan Point of Sale System. Furthermore, it will describe how the project team will handle changes and manage new systems or processes. Moreover, it ensures that each project-related individual can adapt to the said changes. Lastly, with this transition approach, the project stakeholders would be informed about the necessary actions needed to take to have a smooth and manageable transition to the new system.

• Assess the current system: analyze or evaluate the current system by identifying its strengths and weaknesses or given limitations. Furthermore, understanding the current system can help in which areas need improvement.
• Requirements Elicitation: this pertains to gathering the necessary deliverables or requirements for the new system's development. Engagement with the stakeholders, including the project team, is also required to ensure that all requirements such as the functional and non-functional and the system's performance are met.
• Selection of Technology: the selection of technology would be beneficial for a new system as the project team can identify which suits best for the project, which is based on the requirements elicitation or requirements gathering.
• Design Planning: with the consideration of the functionalities, technologies, and requirements needed, the project team needs to develop a design necessary for the overall structure and components.
• Execute the Development the development of the project is based on the design planning. Furthermore, the development should follow the best practices when it comes to coding standards to ensure quality.
• Testing and Validation: testing the point-of-sale system would be vital for the project team to identify all the bugs and issues that might arise. Unit and system testing are beneficial and have user acceptance testing to ensure the functionalities are working.
• Documentation and Training: develop technical guides, user manuals, and other necessary documentation to ensure that the team is familiarized with the new system.
• Deployment: deploy the new system with the consideration of ensuring its security, performance optimizations, and production environment.
• Monitor and Evaluate: continuous monitoring of the new system can help the team in evaluating its effectiveness to the transition from manual computation of items and stocks tracking. It will also help the project team in identifying the areas for improvement so that they can make necessary adjustments.

With the following transition approach, the project team can successfully implement the Bregghan Point of Sale system while also ensuring an efficient migration from the old system and the new system.

Transition Team Organization

Roles

Responsibilities

Project Manager

In charge of using project roles and implementing any delegation within predetermined reporting structures. Project, stage, and exception plans should be created and maintained as needed. managing project risks, which includes creating backup plans. Develops and enhances the methods utilized by the team to meet milestones. achieve goals and provide results to the client.

Front-end Developer

In charge of creating new user-face features, determining on the project's structure and design before it is implemented, creating reusable code, reducing the amount of time it takes for pages to load, and using a variety of languages to create the different screens for both admin and the cashier system.

Back-end Developer

Responsible for creating and maintaining the server-side of the Point of Sales System and software. primarily focus on the structure and works in conjunction with the front-end developer, enabling the output to interact with databases, handle requests from users, process data, and perform other essential tasks.

Project Stakeholders

Assists the project team achieve its strategic goals by bringing their expertise and viewpoint to a project. Additionally, they can offer the resources and supplies needed. The success of the project's implementation depends on the input from the stakeholders.

Quality Assurance Tester

In charge of the project progress and ensures that before implementation the final output result will be satisfactory before being deployed.

Business Owner/Client

Examine the deliverables that the team provides by the deadlines.

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Workforce Transition

The workforce transition refers to managing the changes when it comes to the roles and responsibilities of the workforce during the project's lifecycle. With this, it ensures that the project has the right people and has the necessary skills to meet the project’s objectives.

By doing this, the organization can have a successful transition while maximizing the workforce's effectiveness in the project's implementation. Furthermore, this section of the paper states the key activities involved in employee engagement, identifying the skill requirements needed, and integrating new team members.

• Workforce Assessment: identify the skills and expertise of the current workforce and determine the areas needed for additional resources or skills.
• Expertise Identification: determine the expertise required for the development of the Bregghan Point of Sale System. The responsibilities needed are the front-end, and back-end developers, Quality Assurance Tester, etc. These are important roles that need to be identified to ensure a smooth project development.
• Workforce Training: identify if the members of the current workforce can be trained to meet the requirements and objectives of the new system. This will include workshops to enhance the skills and knowledge of a current member.
• Recruitment and Hiring: this refer to the identification of skill gaps that cannot be fulfilled which requires an initiation to hire new employees or contractors with the necessary skills. With this, it is required to develop a job description and conduct interviews to select a candidate fit for the job.
• Knowledge Transfer: promote knowledge transfer from existing workforce to the new team members which includes mentoring and collaboration to ensure an efficient and effective transfer of project-specific information.
• Team Collaboration: promoting team collaboration offers a healthy work environment and it encourages open communication and constructive feedback which leverages the strengths of the individuals.
• Performance Evaluation: assess and evaluate the progress of the individuals or the team to identify the areas of improvement and to determine the effectiveness of the transition process.
• Ongoing Support: providing ongoing support can help the workforce during the transition process as it addresses any challenges or issues that may arise. Furthermore, it will be of help to the individuals to perform their roles efficiently and effectively.
• Continuity of Training: with this, workshops and other skill improvement-related activities will be necessary to ensure that all the individual’s skills working on the project will be up to date.

Following the workforce transition plan can help the project manage its transition of workforce effectively. Furthermore, it will ensure that all the necessary development skills are met for a successful implementation.

Workforce Execution During Transition

This section of the paper will focus on the workforce execution during the transition period for the project. To have a seamless transition and empowerment of employees with their skills, there are some key factors needed which includes the user training, system testing, formal acceptance, documentations of lessons learned, update other project requirements, archiving files/documents, and project closeout meeting.

User Training: the user training will involve handing training materials or training sessions with the users to ensure that they have the knowledge and skills to operate the new system.

System Testing: the project team must ensure that all the functionalities and components of the system are working and ready for usage. To ensure this, final testing and accuracy of data migration must be implemented.

Documentation of Lessons Learned: it will document all project insights, the team's success, and their weaknesses. Furthermore, this will also be useful for future projects and the application of best practices.

Update other Project Requirements: the team needs to update any relevant documents related to the project’s completion. This may involve archiving documents or modifying contracts and agreements with updated information.

Formal Acceptance: attaining the project's formal acceptance indicates the transfer was completed. The project team must ensure that all the necessary documents and deliverables are accomplished along with client satisfaction.

Archiving Files/Documents: this means that during this phase, all the project related files like the contracts, project plan, and agreements must be archived.

Project Closeout Meeting: meet with the project stakeholders to discuss the project’s overall performance, identify those areas of success, and address concerns or issues.

Subcontracts

Since the Bregghan Mini Grocery Store has no existing contracts or subcontract agreements connected to this project, there is no requirement for any transition or transfer of contracts.

Property Transition

Incumbent Owned Equipment

The property transition plan for the incumbent owned equipment of the Bregghan Point of Sale System must be evaluated to ensure a smooth transition and avoid any misunderstandings.

The following listed are the considerations for the aspect of transition:

Property Assessment

• Evaluate the condition and compatibility of the incumbent owned equipment.
• Identify areas wherein additional equipment may be needed to ensure a high-quality performance.
• Conduct a thorough assessment wherein the Bregghan POS system will be deployed.

Equipment Upgrades for Replacements

• Determine the components that need procurement.
• Identify if there is any equipment that needs upgrading or replacement.

Configuration and Installation:

• Ensure proper integration of the Point-of-Sale System on the incumbent owned equipment.
• Ensure proper integration of the software to the hardware.
• Test and verify the functionalities and capabilities of the equipment.

Test and Validation:

• Test the equipment's performance thoroughly in security, performance, and reliability for smooth and efficient transition.
• Mitigate any issues during the testing phase for the team members to make any adjustments.

Knowledge Transfer

For the project to be implemented and run successfully, effective information transfer is essential. Users are given the knowledge and abilities needed to operate the system effectively, reduce errors, and provide a satisfying user experience. Below are skills or measures needed to be taken account into the group of users regarding its usage, functions, and features to be considered:

• The project team will provide all necessary instructions once the Bregghan POS system is deployed within the Mini grocery store.
• The Bregghan Mini Grocery Store Cashier personnel will be recommended the most on configuring the POS System which will include both the hardware, and software configuration of the product, for example the barcode scanner and the receipt printer to be used.
• Users or those working on the project must receive training on how to use the POS software efficiently. This includes gaining knowledge of how to conduct sales transactions, handle refunds and exchanges, manage inventory, provide reports, and carry out other associated duties.
• Resolving common and minor issues should be training to the users of the system to avoid further errors during the operation time of the POS System such as connectivity issues, programming errors or hardware problems.
• This section makes sure that the system's project developers have the knowledge they need to upgrade the system, install software patches, and execute standard maintenance duties. This assists in ensuring that the system is current and operating at its best.

Hardware and Acceptance

This section will discuss about the final phase of implementation for the project Bregghan Point of Sale System. In this phase, all the requirements such as the deliverables and the documentation must be finished. Furthermore, when the handover and acceptance is initiated, the project team must schedule a meeting with the project sponsor and the stakeholders for a discussion about the confirmation of all the requirements.

The final transition plan and all the deliverables must be presented to the project sponsor and the project stakeholders since they will be the ones that will review the information and the requirements. Moreover, a discussion among the meeting participants must address any issues or concerns visible to the project.

The following activities should also be present during the project handover and acceptance:

• User Acceptance Testing: all the stakeholders must participate in the user acceptance testing as it will serve as a validation with regards to the functionalities of the system.
• Sign-off and Acceptance: if all the stakeholders are satisfied with the functionalities and performance of the new system, a formal sign-off would be necessary and both parties must sign the formal acceptance document which concludes a successful project handover.
• Administrative Rights Transfer: the privileges and access to the system will be given to the designated personnel and ensure that they have the full control over the Bregghan Point of Sale System.
• Ongoing support and maintenance: the project team will continue to support after the implementation as this will help the users address some issues and concerns that might arise while using the system implemented.

The handover and acceptance are an important part of the Bregghan Mini Grocery Store project as it assures that all the stakeholders are knowledgeable and can effectively manage the system. Lastly, it shows a formal acceptance of the system which marks success in meeting the overall objectives.