Villamin Wood and Iron Works System Part 2

Table of Contents First Part Staffing Management Plan Introduction Roles and Responsibilities Project Organizational Charts Staffing Management Work Breakdown Structure Introduction Outline View Hierarchical View Tabular View Tree Structure View WBS Dictionary Glossary of Terms Communication Management Plan Introduction Communication Management Approach Communication Management Constraints Stakeholder Communication Requirements Roles Communication Methods and Technologies Communication Matrix Communication Flowchart Guidelines for Meetings Communication Standards Communication Escalation Process Quality Management Plan Introduction Quality Management Approach Quality Requirements/Standards Product Quality Requirements Requirements for Ensuring Quality of Processes Compliance Demonstrations Continual Improvement 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 Contract Approval Process Decision Criteria Performance Metrics for Procurement Activities Implementation Plan Executive Summary Transition Approach Assumptions Workforce Transition Workforce Execution During Transition Subcontracts Property Transition Intellectual Property Knowledge Transfer Schedule Handover and Acceptance Sponsor Acceptance Third Part

First Part

Cont. : https://github.com/apcjlquesada/APC_2022_2023_3rd_Term_PROJMAN/wiki/Group-03-Team-MLNSD---Villamin-Wood-and-Iron-Works-System

Staffing Management Plan

Introduction

Having a strong project team that will manage and help structure the project is what human resource management strategies are. It is one of the most crucial parts to the project's success, as it helps to establish the appropriate and qualified people that will work on the project. This strategy includes roles and responsibilities, communication protocols, and performance management issues.

With the use of this plan, the team can successfully manage the project as it will make sure that all team members are working effectively and understand their roles and responsibilities, that communications are open, that their performance while working and on what their working on is monitored as their contribution to the success of the project.

Roles and Responsibilities

For the project to be completed successfully, a strong human resources management strategy is essential for any project. It describes the duties and responsibilities of each project team member, stakeholders, making sure that everyone is aware of their contributions and how they fit into the overall picture.

The strategy also specifies the degree of authority and decision-making held by each team member, making sure that resources are distributed and used efficiently. Distinctly defining the strategy will ensure that the appropriate individuals are in the right positions based on their competencies and skill requirements for the appropriate roles to ensure project success.

This plan acts as the success of the project roadmap for the project team to execute and deliver.

ROLES	AUTHORITY	RESPONSIBILITY	COMPETENCY
Project Sponsor	Approves the needed deliverables and budget of the project. Provides feedback and comments on what can be improved. Able to allot project resources and consent to project scope changes, schedule, and budgeting plan with significant effects.	Ensures that the project delivers the anticipated benefits and value and is in line with the organization's strategic goals and objectives. Provide guidance to the project and project manager. Communicate with the stakeholders and project manager for the progress of the project and team.	Communicating effectively with the team. Strong leadership and strategic thinking skills. Understands the team’s goal for the project. Ability to support the project.
Project Owner	Make choices about the growth and direction of a product. They have the power to establish requirements, set priorities for the product backlog, and make critical decisions on the features, functionalities, and release timelines.	Responsible for representing the interests of the stakeholders, working with the development team, and making sure the product satisfies consumer needs and accomplishes business objectives. Throughout the course of the product's lifecycle, they are responsible for maximizing its value and making strategic decisions.	Stakeholder Management, Leadership and Collaboration Skills, Communication Skills, and Continuous Learning and Adaptability.
Project Manager	Authority to make decisions regarding the project. Approve project scope, schedule, and budget changes that have low change effect.	Control and help execute a solution to a problem in the project and monitor the work of the team members.	Strong leadership, communication skills, and project management skills. Knowledge of the company for precise information.
Developer	Designing, creating, and implementing software solutions in accordance with project needs and technical specifications are the domain of a developer. To guarantee the successful delivery of the software product, they have the authority to develop and edit code, create and maintain software components, and work with team members.	Responsible for converting conceptual designs and specifications into useful software programs. They must write clear, effective, and well-documented code, perform unit tests to ensure functionality, and debug and fix software bugs. Work closely with the product owner and project manager.	Programming Languages, Problem-Solving Skills, Technical Knowledge, Coding and Debugging, Collaboration and Teamwork, Time Management, and Continuous Learning.
Quality Assurance (Internal User)	Ensures that products and deliverables fulfill its quality standards. Develop and implement quality processes, conduct testing, and check the quality of the system and deliverables.	Ensures that the entire project deliverables and product consistently meet its quality standards. Ensure that the overall quality of the product and deliverables is met by establishing quality criteria, developing processes, and implementing corrective actions.	Technical Skills, Communication skills, Problem-solving skills, Collaboration, and Time Management.
Project/System Tester (Internal User)	Evaluate and validate the performance and functioning of a system or software program. Authority to find and report errors or problems, work with stakeholders and developers to fix them, and make improved suggestions.	Ensure that the system operates as intended and meets the quality standard set for it. Responsible for designing and executing test cases, identifying and reporting defects, and verifying that the system meets the specified requirements.	Technical Skills, Communication Skills, Time Management, Analytic and Problem-Solving Abilities.

Project Organizational Charts

Project organizational chart is a visual representation of the relationship between the team and the key stakeholders. At the top of the chart comes the project sponsor, followed by the project stakeholder as they are responsible for communicating between the project sponsor and the rest of the team, and then followed by the project manager who is responsible for managing the project team, send approval requests for the deliverables, and schedules. The project team members are responsible for completing the deliverables and making sure that there’s progress on the tasks at hand.

Staffing Management

Staffing Management is a crucial part of ensuring the success of the project. It shows the plans and process of the project, managing the acquired information, and it also shows the responsibilities and tasks of the human resources.

1. • Acquisition must be completed as soon as possible to obtain the skills and knowledge required for the project. This will involve using new employees, outside contractors, and even internal staff as needed to complete the project.
   • Prior to anything else, training will be used to reduce errors in the project working environment and to further hone skills for better application in the creation and execution of deliverables appropriately.
   • Regular performance evaluations will be done to evaluate the performance of team members and pinpoint potential improvement areas. These evaluations also comment on the team members' performance in achieving the project's goals, objectives, and expectations.
   • A recognition and incentive program will be put in place to reward and encourage exceptional performance. This could apply to rewards, promotions, and other advantages.

Regular reviews and updates to the Staffing Management Plan will be made as necessary to Ensure that it continues to be in line with the project's requirements and objectives. It is crucial that the project manager performs a thorough analysis of the project's particular requirements and laws to ascertain whether any extra items need to be added to the management of staffing.

ROLE	PROJECT RESPONSIBILITY	SKILLS REQUIRED	NUMBER OF STAFF	PERFORMANCE REVIEW	RECOGNITION AND REWARDS
Project Sponsor	Approves the needed deliverables and budget of the project.	Strong leadership and strategic thinking skills.	1	Quarterly or as needed	Promotion or Bonus
Product Owner	Responsible for maximizing its value and making strategic decisions.	Stakeholder Management, Leadership and Collaboration Skills, Communication Skills, and Continuous Learning and Adaptability.	1	Monthly or as needed	Promotion or Bonus
Project Manager	Control and help execute a solution to a problem in the project and monitors the work of the team members.	Strong leadership, communication skills, and project management skills. Knowledge of the company for precise information.	1	Weekly or as needed	Salary Increase
Developer	Responsible to convert conceptual designs and specifications into useful software programs. Work closely with product owner and project manager	Programming Languages, Problem-Solving Skills, Technical Knowledge, Coding and Debugging, Collaboration and Teamwork, Time Management, and Continuous Learning.	2	Weekly or as needed	Salary Increase
Quality Assurance	Ensures that the entire project deliverables and product are consistently meeting its quality standards.	Technical Skills, Communication skills, Problem-solving skills, Collaboration, and Time Management.	1	Weekly or as needed	Salary Increase
Project Tester	Ensure that the system operates as intended and meets the quality standard set for it. Responsible for program.	Technical Skills, Communication Skills, Time Management, Analytic and Problem-Solving Abilities.	1	Weekly or as needed	Salary Increase

Work Breakdown Structure

Introduction

The Work Breakdown Structure illustrated below represents all the tasks necessary to complete the venture.

Outline View

Villamin Wood and Iron Works System

Hierarchical View

LEVEL	WBS CODE	ELEMENT NAME
1	1	Villamin Wood and Ironworks System
2	1.1.0	Planning
3	1.1.1	Project Preparation
3	1.1.1.1	Choose Project/Client
3	1.1.1.2	Choose Project/Client
3	1.1.1.3	Choose Adviser/Consultant
3	1.1.1.4	1st Meeting with Adviser
3	1.1.1.5	1st Meeting with Client
3	1.1.2	Project Proposal
3	1.1.2.1	2nd Meeting with Adviser
3	1.1.2.2	Project Proposal Evaluation (Sprint 1)
3	1.1.2.3	Project Proposal Progression
3	1.1.2.4	Final Project Proposal Evaluation (Sprint 2)
3	1.1.2.5	Submission of Revised Final Project Proposal
3	1.1.3	Creation of Project Management Plans
3	1.1.3.1	Project Charter
3	1.1.3.2	Business Case
3	1.1.3.3	Stakeholder Management Plan
2	1.1.3.4	Scope Management Plan
3	1.1.3.5	Cost Management Plan
3	1.1.3.6	Schedule Management Plan
3	1.1.3.7	Work Breakdown Structure
3	1.1.3.8	Work Packages Based on WBS
3	1.1.3.9	3rd Meeting with Adviser
3	1.1.3.10	Human Resources Management Plan
3	1.1.3.11	Quality Management Plan
3	1.1.3.12	Risk Management Plan
3	1.1.3.13	Communication Management Plan
3	1.1.3.14	Procurement Plan
3	1.1.3.15	Change Management Plan
3	1.1.3.16	Implementation Plan
3	1.1.3.17	Project Management Plan Evaluation (Sprint 3)
3	1.1.3.18	Project Management Plan Revision
3	1.1.3.19	Final Project Management Plan(Sprint 4)
3	1.2.0	Analysis and Design
3	1.2.1	Creation of Initial Prototype
3	1.2.1.1	Choose Adviser/Consultant
3	1.2.1.2	Creation of Wireframe
3	1.2.1.3	Creation of Initial UI/UX Design
3	1.2.1.4	Initial Prototype Evaluation
3	1.2.1.5	Initial Prototype Progression
3	1.2.1.6	Final Evaluation of Initial Prototype
3	1.2.2	Creation of Project Diagrams
3	1.2.24	Component Diagram
3	1.2.2.1	Event Table
3	1.2.2.2	4th Meeting with Adviser
3	1.2.2.3	Use Case Diagram
3	1.2.2.4	Context Flow Diagram
3	1.2.2.5	Use Case Full Description
3	1.2.2.6	Data Flow Diagram
3	1.2.2.7	Entity-Relationship Diagram
3	1.2.2.8	Activity Diagram
3	1.2.2.9	Object Diagram
3	1.2.2.10	Class Diagram
3	1.2.2.11	Sequence Diagram
3	1.2.2.12	State Machine Diagram
3	1.2.2.13	Package Diagram
3	1.2.2.14	Component Diagram
3	1.2.2.15	Deployment Diagram
4	1.2.2.16	5th Meeting with Adviser
4	1.2.2.17	Project Diagram Revision
4	1.2.2.18	Submission of Final Project DIAGRAM
4	1.3.0	Development, Testing, And Deployment
4	1.3.1	Choose Adviser/Consultant
4	1.3.2	5th Meeting with Adviser/Consultant
4	1.3.3	Development of System
4	1.3.3.1	Database
4	1.3.3.2	Database Initial Evaluation
4	1.3.3.3	Home Page Feature
3	1.3.3.3.1	About Villamin Page
4	1.3.3.3.2	FAQs Page
4	1.3.3.3.3	Product Page
4	1.3.3.3.4	Cart Feature
4	1.3.3.4	Admin Dashboard
4	1.3.3.4.1	Dashboard
4	1.3.3.4.2	Report Feature
4	1.3.3.6	Log In/Sign Up Feature
4	1.3.4	Testing of System
4	1.3.4.1	Unit Testing
3	1.3.4.2	6th Meeting with Adviser/Consultant
4	1.3.4.3	Performance Testing
4	1.3.4.4	Use Case Meeting with Client
4	1.3.5	Deployment of System
4	1.3.5.1	Hosting
4	1.3.5.1.1	Setting Up Hosting
3	1.3.5.2	System Training with Client
4	1.4.0	Project Closeout
4	1.4.1	System and Documentation Turnover
4	1.4.2	Project Closeout Meeting with Client
4	1.4.3	Formal Acceptance
3	1.4.4	Final Meeting with Client

Tabular View

LEVEL 1	LEVEL 2	LEVEL 3	LEVEL 4
Villamin Wood and Ironworks System	1.1 Planning	1.1.1 Creation of Project 1.1.2 Choose Project/Client 1.1.3 Choose Adviser/Consultant 1.1.4 Design Thinking 1 1.1.5 Chapter 1 1.1.6 Chapter 2 1.1.7 Chapter 3 1.1.8 Midterm (Sprint 1) 1.1.9 Comments Matrix 1.1.10 Chapter 4 1.1.11 Chapter 5 1.1.12 Progression of Chapter 1, 2, and 3 1.1.13 Finals (Sprint 2) 1.1.14 Updated Comments Matrix and Paper 1.1.15 Submission of Updated Comments Matrix and Final Paper
	1.2 Analysis and Design	1.2.1 Choose Adviser/Consultant 1.2.2 Compilation of MNTSDEV Requirements 1.2.3 Software Design 1.2.4 MVC Infographic 1.2.5 GitHub Repository 1.2.6 Case in Point: Big Ten University 1.2.7 Event Table 1.2.8 Use Case Diagram 1.2.9 Use Case Full Description 1.2.10 Data Flow Diagram 1.2.11 Context Flow Diagram 1.2.12 Entity-Relationship Diagram 1.2.13 Adviser/Consultant Meeting 1 1.2.14 Submission of Midterm Deliverables 1.2.16 Comment Matrix 1.2.17 Paper Revision 1 1.2.18 Activity Diagram 1.2.19 Object Diagram 1.2.20 Class Diagram 1.2.21 Sequence Diagram 1.2.22 State Machine Diagram 1.2.23 Package Diagram 1.2.24 Component Diagram 1.2.25 Deployment Diagram 1.2.26 Adviser/Consultant Meeting 2 1.2.27 Adviser/Consultant Meeting 3 1.2.28 Paper Revision 2 1.2.29 Mock Presentation 1.2.30 Submission of Final Deliverables 1.2.31 Finals (Sprint 4) 1.2.32 Paper Revision 3 1.2.33 Updated Comments Matrix and Paper
	1.3 Development, Testing, and Deployment	1.3.1 Choose Adviser/Consultant 1.3.2 Compilation of MSYADD1 Requirements 1.3.3 Project Flow 1.3.4 Assigning of Parts for Statement of Work and Project Charter Plan 1.3.5 Initial Project Charter Plan (Long Version) 1.3.6 Statement of Work 1.3.7 Project Vision and Scope 1.3.8 Activity List 1.3.9 MCSPROJ Course Paper 1.3.10 Team Meeting 1 1.3.11 Initial Work Breakdown Structure (WBS) 1.3.12 Team Meeting 2 1.3.13 Improvement Matrix 1.3.14 Midterm (Sprint 5) 1.3.15 Midterm Comment Matrix 1.3.16 User Project Review 1.3.17 Team Meeting 3 1.3.18 Test Case 1.3.19 Initial Quality Management Plan 1.3.20 Software Requirement Specifications 1.3.21 Adviser/Consultant Meeting 4 1.3.22 Adviser/Consultant Meeting 5 1.3.23 Finals (Sprint 6)	1.3.5.1 Executive Summary 1.3.5.2 Risks 1.3.5.3 Project Purpose/Justification 1.3.5.4 Project Description 1.3.5.5 Preliminary Scope Statement 1.3.5.6 Summary Milestone Schedule 1.3.5.7 Project Deliverables 1.3.5.8 Project Approval Requirements 1.3.5.9 Project Manager 1.3.5.10 Authorization 1.3.6.1 Introduction/Background 1.3.6.2 Scope of Work 1.3.6.3 Period of Performance 1.3.6.4 Place of Performance 1.3.6.5 Work Requirements 1.3.6.6 Schedule/Milestones 1.3.6.7 Acceptance Criteria 1.3.6.8 Other Requirements 1.3.6.9 Acceptance 1.3.7.1 Business Requirements 1.3.7.2 Business Objectives and Success Criteria 1.3.7.3 Vision of the Solution 1.3.7.4 Scope and Limitations 1.3.7.5 Business Context
	1.4 Project Management	1.4.1 Team Meeting 4 1.4.2 Business Case 1.4.3 Project Charter Plan (Short Version) 1.4.4 TOPCIT Project Management Quizlet 1.4.5 Stakeholder Analysis 1.4.6 Stakeholder Management Strategy 1.4.7 Choose Project Adviser and Consultant 1.4.8 Team Meeting 5 1.4.9 Team Meeting 6 1.4.10 Team Meeting 7 1.4.11 Cost Management Plan 1.4.12 Schedule Management Plan 1.4.13 Scope Management Plan 1.4.14 Work Package Solution 1.4.15 Team Meeting 8 1.4.16 Adviser/Consultant Meeting 6 1.4.17 Initial Wiki Page Encoding 1.4.18 Project Management Plan 1.4.19 Team Meeting 9 1.4.20 1st Individual Weekly Status Report 1.4.21 PMI 7th Edition Quizlet 1.4.22 Final Project Charter Plan (Long Version) 1.4.23 2nd Individual Weekly Status Report 1.4.24 Adviser/Consultant Meeting 7 1.4.25 PMBOK Quizlet 1.4.26 Final Work Breakdown Structure (WBS) 1.4.27 Final Wiki Page Encoding 1.4.28 Team Meeting 10 1.4.29 Team Meeting 11 1.4.30 Team Meeting 12 1.4.31 Finals (Sprint 7)	1.4.18.1 Staffing Management Plan 1.4.18.2 Change Management Plan 1.4.18.3 Communication Management Plan 1.4.18.4 Final Quality Management Plan 1.4.18.5 Risk Management Plan 1.4.18.6 Procurement Plan 1.4.18.7 Implementation Plan 1.4.18.8 Project Management Approach 1.4.18.9 Company Profile
	1.5 Project Closeout	1.5.1 Project Turnover 1.5.2 Project Documentation 1.5.3 Project Demonstration

Tree Structure View

WBS Dictionary

LEVEL	WBS CODE	ELEMENT NAME	DEFINITION	ESTIMATED DURATION
1	1	Villamin Wood and Iron Works System	Additional platform for Villamin Wood and Iron Works	313 days
2	1.1	Planning	Planning the process of the project	296 days
3	1.1.1	Creation of Project	Planning of the project. Finding a client and forming a team	14 days
3	1.1.2	Choose Project/Client	Choosing the possible client for the project	14 days
3	1.1.3	Choose Adviser/Consultant	Finding professors that are in line with our course for future meetings and consultations	14 days
3	1.1.4	Design Thinking 1	An assignment for us to understand how the project will be made	1 day
3	1.1.5	Chapter 1	Chapter 1 of the project paper	8 days
3	1.1.6	Chapter 2	Chapter 2 of the project paper	8 days
3	1.1.7	Chapter 3	Chapter 3 of the project paper	8 days
3	1.1.8	Midterm (Sprint 1)	Project presentation for defense	8 days
3	1.1.9	Comments Matrix	Improvements of the first 3 chapters on the paper.	4 days
3	1.1.10	Chapter 4	Chapter 4 of the project paper	8 days
3	1.1.11	Chapter 5	Chapter 5 of the project paper	8 days
3	1.1.12	Progression of Chapter 1, 2, and 3	Progressions of the project paper	15 days
3	1.1.13	Finals (Sprint 2)	Improvements on the chapters of the paper.	1 day
3	1.1.14	Updated Comments Matrix and Paper	Improvements on the chapters of the paper.	5 days
3	1.1.15	Submission of Updated Comments Matrix and Final Paper	Submitting the paper through uploading the files on MS Teams	1 day
2	1.2	Analysis and Design	Initial production of the system	64 days
3	1.2.1	Choose Adviser/Consultant	Finding professors that are in line with our course for future meetings and consultations	24 days
3	1.2.2	Compilation of MNTSDEV Requirements	Compiled the previous requirements during MNTSDEV	1 day
3	1.2.3	Software Design	Problem-solving and software solution planning	1 day
3	1.2.4	MVC Infographic	Infographic preparation for the project	2 days
3	1.2.5	GitHub Repository	Signed up/logged in into their GitHub accounts to be added on the team’s repository.	1 day
3	1.2.6	Case in Point: Big Ten University	Assigned to do the Case in Point: Big Ten University of the project.	3 days
3	1.2.7	Event Table	Events happening in the system.	8 days
3	1.2.8	Use Case Diagram	Events happening in the system.	8 days
3	1.2.9	Use Case Full Description	Events happening in the system.	6 days
3	1.2.10	Data Flow Diagram	Events happening in the system.	6 days
3	1.2.11	Context Flow Diagram	Events happening in the system.	6 days
3	1.2.12	Entity-Relationship Diagram	Events happening in the system.	6 days
3	1.2.13	Adviser/Consultant Meeting 1	Meeting with the project’s adviser for consultation and other clarifications.	1 day
3	1.2.14	Submission of Midterm Deliverables	Proofread the paper and gathered the requirements for it to be emailed to the panelists.	1 day
3	1.2.15	Midterm (Sprint 3)	Presnted the projected and took notes on what is needed to improve on the project paper.	1 day
3	1.2.16	Comment Matrix	Added notes on what is needed to improve on the project paper.	8 days
3	1.2.17	Paper Revision 1	Revised the parts that are needed to improve.	8 days
3	1.2.18	Activity Diagram	Events happening in the system.	13 days
3	1.2.19	Object Diagram	Events happening in the system.	6 days
3	1.2.20	Class Diagram	Events happening in the system.	13 days
3	1.2.21	Sequence Diagram	Events happening in the system.	13 days
3	1.2.22	State Machine Diagram	Events happening in the system.	13 days
3	1.2.23	Package Diagram	Events happening in the system.	13 days
3	1.2.24	Component Diagram	Events happening in the system.	13 days
3	1.2.25	Deployment Diagram	Events happening in the system.	13 days
3	1.2.26	Adviser/Consultant Meeting 2	Meeting with the project’s adviser for consultation and other clarifications.	1 day
3	1.2.27	Adviser/Consultant Meeting 3	Meeting with the project’s adviser for consultation and other clarifications.	1 day
3	1.2.28	Paper Revision 2	Revised the parts that are needed to improve.	8 days
3	1.2.29	Mock Presentation	Presented the project to the adviser and given us advice	1 day
3	1.2.30	Submission of Final Deliverables	Presented the project to the adviser and given us advice	1 day
3	1.2.31	Finals (Sprint 4)	Scanned the panelists’ comments on what is needed to improve on the project paper.	1 day
3	1.2.32	Paper Revision 3	Added notes on what is needed to improve on the project paper.	9 days
3	1.2.33	Updated Comments Matrix and Paper	Proofread the paper and gathered the requirements for it to be uploaded on the Teams Channel.	1 day
2	1.3	Development, Testing, and Deployment	Initial System Development	65 days
3	1.3.1	Choose Adviser/Consultant	Finding professors that are in line with our course for future meetings and consultations.	7 days
3	1.3.2	Compilation of MSYADD1 Requirements	Compiled the folder consisting of the requirements of the last MSYADD1 course.	1 day
3	1.3.3	Project Flow	Tracking the project's progress.	8 days
3	1.3.4	Assigning of Parts for Statement of Work and Project Charter Plan	The team leader assigned the group work	1 day
3	1.3.5	Initial Project Charter Plan (Long Version)	Gives project managers written permission to begin work.	27 days
4	1.3.5.1	Executive Summary	The preliminary section of a Project Charter Plan	4 days
4	1.3.5.2	Risks	Scenarios that will develop changing the conclusion of a project, for better or for worse.	4 days
4	1.3.5.3	Project Purpose/Justification	Scenarios that will develop changing the conclusion of a project, for better or for worse.	4 days
4	1.3.5.4	Project Description	Explains the project's specifics	2 days
4	1.3.5.5	Preliminary Scope Statement	Statement identifying the high-level project goals	2 days
4	1.3.5.6	Summary Milestone Schedule	Allows the project manager to analyze and identify all key and substantial project milestones that may exist during a project.	3 days
4	1.3.5.7	Project Deliverables	Output component within the scope of a project	3 days
4	1.3.5.8	Project Approval Requirements	The deliverables have reached the final draft stage.	2 days
4	1.3.5.9	Project Manager	The person in charge of completing the project	2 days
4	1.3.5.10	Authorization	A formal procedure that enables (or grants permission for) work on a project to commence.	10 days
3	1.3.6	Statement of Work	A legally enforceable agreement that collects and describes all aspects of your project's work management.	8 days
4	1.3.6.1	Introduction/Background	A one-page portion of your project proposal that describes the issue that your initiative will address.	2 days
4	1.3.6.2	Scope of Work	A guide to help your team understand what a project includes and excludes.	5 days
4	1.3.6.3	Period of Performance	The total period (sometimes several years) that a federal agency grants a grantee to accomplish the approved work of the project detailed in the application.	2 days
4	1.3.6.4	Place of Performance	The overall assessment of whether a project has met its objectives and requirements in terms of scope, cost, and timeliness.	2 days
4	1.3.6.5	Work Requirements	The features, functions, and tasks that must be performed for a project to be considered successful.	2 days
4	1.3.6.6	Schedule/Milestones	A project's activities, deliverables, and milestones are listed here.	2 days
4	1.3.6.7	Acceptance Criteria	Criteria that contain performance standards and fundamental conditions that should be met before the project's outcomes are granted approval	2 days
4	1.3.6.8	Other Requirements	Other requirements needed for the system.	3 days
4	1.3.6.9	Acceptance	A procedure for reviewing and accepting project deliverables by the customer.	2 days
3	1.3.7	Project Vision and Scope	Define the project's broad parameters and lay the groundwork for all following steps in the projects or programs cycle.	2 days
4	1.3.7.1	Business Requirements	Define what the company wants or needs to be able to do when the project is finished.	2 days
4	1.3.7.2	Business Objectives and Success Criteria	Cost, scope, and timeliness	2 days
4	1.3.7.3	Vision of the Solution	Define the end aim and any other criteria that will help the project succeed.	2 days
4	1.3.7.4	Scope and Limitations	The project's anticipated completion date	2 days
4	1.3.7.5	Business Context	The project's anticipated completion date	2 days
3	1.3.8	Activity List	A document that lists all the activities in a project.	31 days
3	1.3.9	MCSPROJ Course Paper	A research paper that is based on your original study.	16 days
3	1.3.10	Team Meeting 1	Meeting for help and other clarifications.	1 day
3	1.3.11	Initial Work Breakdown Structure (WBS)	Methodical way of completing huge tasks with multiple moving parts	20 days
3	1.3.12	Team Meeting 2	Meeting for help and other clarifications.	1 day
3	1.3.13	Improvement Matrix	Collecting the past comments of the panelists during each defense.	15 days
3	1.3.14	Midterm (Sprint 5)	Project presentation for defense	1 day
3	1.3.15	Midterm Comment Matrix	Improvements of the paper.	2 days
3	1.3.16	User Project Review	Detailed understanding of the project's present situation	7 days
3	1.3.17	Team Meeting 3	Meeting for help and other clarifications.	7 days
3	1.3.18	Test Case	Beginning stage of the testing process	6 days
3	1.3.19	Initial Quality Management Plan	Maintaining the program's overall quality smoothly and effectively	7 days
3	1.3.20	Software Requirement Specifications	A set of instructions that specifies what the software will accomplish and how it should behave.	9 days
3	1.3.21	Adviser/Consultant Meeting 4	Meeting with the project’s adviser for consultation and other clarifications.	1 day
3	1.3.22	Adviser/Consultant Meeting 5	Meeting with the project’s adviser for consultation and other clarifications.	1 day
3	1.3.23	Finals (Sprint 6)	Scanned the panelists’ comments on what is needed to improve on the project paper.	1 day
2	1.4	Project Management	Planning and organizing a company's resources to complete a given task, event, or duty	51 days
3	1.4.1	Team Meeting 4	Meeting for help and other clarifications.	1 day
3	1.4.2	Business Case	Rationale for carrying out a project, program, or repertoire	12 days
3	1.4.3	Project Charter Plan (Short Version)	Venture's goals, scope, and duties to key project stakeholders to gain permission.	9 days
3	1.4.4	TOPCIT Project Management Quizlet	Competence of projects, handling projects, project tools, and assessment of projects.	1 day
3	1.4.5	Stakeholder Analysis	Identifying these individuals prior to the start of the project	9 days
3	1.4.6	Stakeholder Management Strategy	Managing the expectations and needs of all internal and external stakeholders	9 days
3	1.4.7	Choose Project Adviser and Consultant	Finding professors that are in line with our course for future meetings and consultations.	1 day
3	1.4.8	Team Meeting 5	Meeting for help and other clarifications.	1 day
3	1.4.9	Team Meeting 6	Meeting for help and other clarifications.	1 day
3	1.4.10	Team Meeting 7	Meeting for help and other clarifications.	1 day
3	1.4.11	Cost Management Plan	Mapping and controlling a budget	13 days
3	1.4.12	Schedule Management Plan	How the project schedule is handled over the course of the project's lifecycle	13 days
3	1.4.13	Scope Management Plan	Drafting the procedures associated with executing a project	13 days
3	1.4.14	Work Package Solution	Tasks inside a project that are related	39 days
3	1.4.15	Team Meeting 8	Meeting for help and other clarifications	1 day
3	1.4.16	Adviser/Consultant Meeting 6	Meeting with the project’s adviser for consultation and other clarifications.	1 day
3	1.4.17	Initial Wiki Page Encoding	Encoding the contents about the project	16 days
3	1.4.18	Project Management Plan	A collection of documentation outlining the how, when, and possibilities of the completion of a project.	20 days
4	1.4.18.1	Staffing Management Plan	Employment specifications for the venture and how assets are going to be handled	6 days
4	1.4.18.2	Change Management Plan	Putting modifications or adjustments into action in a project or throughout a company	6 days
4	1.4.18.3	Communication Management Plan	Communication between the project teams and stakeholders	13days
4	1.4.18.4	Final Quality Management Plan	Guaranteeing that quality measures are put in place for a project	13 days
4	1.4.18.5	Risk Management Plan	Risk management for the project	13 days
4	1.4.18.6	Procurement Plan	Covers the items the project will purchase, classified as products, services, or technology.	10 days
4	1.4.18.7	Implementation Plan	Drafting the processes used by a team to achieve an objective or complete a project	13 days
4	1.4.18.8	Project Management Approach	Drafting the processes used by a team to achieve an objective or complete a project	9 days
4	1.4.18.9	Company Profile	An introductory section to a corporation in writing that informs the audience regarding its operations, mission, ambitions, and capabilities.	2 days
4	1.4.19	Team Meeting 9	Meeting for help and other clarifications.	1 day
3	1.4.20	1st Individual Weekly Status Report	Project progress over a certain time span	3 days
3	1.4.21	PMI 7th Edition Quizlet	An assignment for us to understand how the project will be made	11 days
3	1.4.22	Final Project Charter Plan (Long Version)	Venture's goals, scope, and duties to key project stakeholders to gain permission.	13 days
3	1.4.23	2nd Individual Weekly Status Report	Project progress over a certain time span	1 day
3	1.4.24	Adviser/Consultant Meeting 7	Meeting with the project’s adviser for consultation and other clarifications.	1 day
3	1.4.25	PMBOK Quizlet	An assignment for us to understand how the project will be made	1 day
3	1.4.26	Final Work Breakdown Structure (WBS)	A sequentially strategy to completing huge tasks with multiple variables	1 day
3	1.4.27	Final Wiki Page Encoding	Final encoding the contents about the project	14 days
3	1.4.28	Team Meeting 10	Meeting for help and other clarifications.	1 day
3	1.4.29	Team Meeting 11	Meeting for help and other clarifications.	1 day
3	1.4.30	Team Meeting 12	Meeting for help and other clarifications.	1 day
3	1.4.31	Finals (Sprint 7)	Project presentation for defense	1 day
2	1.5	Project Closeout	Completes every task assigned across all phases of the project.	1 day
3	1.5.1	Project Turnover	Transfer from construction or renovation to use and occupancy	1 day
3	1.5.2	Project Documentation	Documentation created by the project manager throughout its developmental phase.	1 day
3	1.5.3	Project Demonstration	Evaluation of the system	1 day

Glossary of Terms

TERMINOLOGIES	DEFINITION
Work Breakdown Structure (WBS)	Technique used in one of the most essential project management manuals.
Work Package	A precise list of tasks that must be completed to meet a given deliverable or project milestone.
WBS Code	Listed values that you can put to projects and modify to meet your company's specific needs.

Communication Management Plan

Introduction

This is a vital component of the project as the communications management plan outlines how the team will operate to fulfill the system, it outlines the strategy of the communication for the team and stakeholders.

The plan will discuss the type of information which will be communicated throughout the development which includes project updates, discussing progress reports, risks, and issues with the project. The plan also specifies the communication needs of all parties involved and what the approach will be for the communication process to go accordingly.

Communication Management Approach

The project manager is the one responsible for holding regular meetings with the project team and discussing the updates being made. These meetings will be held to ensure that everyone is aware of the progress of the project. The team should also establish a way to address any conflicts or issues that arise by communicating clearly.

Communication Management Constraints

The Communications Management Constraints for the project are crucial to the overall project management plan because these constraints help in defining the limitations which may impact the communication processes and strategies created for the project. The team will look to develop solutions with the help of identifying the constraints to mitigate potential challenges. This section will provide an overview of the constraints that may impact the project’s communication strategies and processes. These constraints are the following:

1. Availability of team members- Some team members may have other work or responsibilities now making them unavailable to communicate.
2. Limited budget for resources and tools used for communication - The budget may not be sufficient to fund communication tools that can be used to improve the communication management plan.
3. Time conflicts - The deadlines provided may provide challenges in completing requirements and could result in conflicts with conducting regular meetings.
4. Technical difficulties - This may include internet problems and other technicalities that may be a constraint to communication processes.

Stakeholder Communication Requirements

The Stakeholder Communication Requirements is vital for the project as it defines the communication needs of both the stakeholders and the project team. This also ensures that the information regarding the project will be delivered properly and efficiently.

The Stakeholder Communication Requirements include the following:

1. Consistent updates - It is important that all stakeholders are informed of the updates regarding the project regularly to keep them in the loop of what is happening during the development.
2. Effective Communication - This is crucial for conveying project-related information to stakeholders in a matter that is clear and shows that they can comprehend the messages and vice versa.
3. Transparency - It is important to establish transparency to gain the trust of the stakeholders. This involves openly discussing everything with the stakeholders including issues and risks.

Roles

Project Sponsor

- The project sponsor is responsible for guiding the project manager and project team in ensuring that the goals and objectives are met. The project sponsor also communicates with the entire team in checking the progresses being made.

Product Owner

- The product owner is responsible for ensuring that the project accomplishes the objectives and represent the interests of the stakeholders. The product owner needs to be assertive and communicate clearly with the team on what is needed for the project in order to maximize the project’s value.

Project Manager

- Project Manager has the responsibility of overseeing the entire project which requires coordinating with all parties involved to assure clear communication is being done for the benefit of the project.

Developer

- The developer is in charge of converting the ideas for the project into useful software programs which requires the developer to have a clear understanding of what will be developed. The developer will also need to communicate clearly and quickly regarding issues which may occur during the development process in order to resolve it immediately.

Quality Assurance

- The quality assurance is in charge of ensuring that the entire project deliverables and product are consistently meeting its quality standards. Therefore, he/she needs to communicate with the team and check regularly on their tasks to ensure that the quality of their work and deliverables meet the criteria.

Product Tester

- The product tester is responsible for testing the system and ensuring that it operates as intended and meets the quality standard set for it. The tester is in charge of reporting issues and adjustments to be made to the system.

Communication Methods and Technologies

The Villamin Wood and Ironworks System requires understanding from the team of the communication methods and technologies to effectively communicate with the stakeholders. It is essential to consider varied factors and limitations in ensuring that the stakeholders will receive the information they need at the right time and in an efficient manner. This includes delivering project updates, progress reports, and other relevant information. Some factors to consider are the location of the stakeholders, the level of technical expertise of the stakeholders which should be considered to factor in how the team should communicate. Also, the budget and resources available.

Based on the stated factors, it is important for the team to utilize the use of technologies such as project management software, email, telephone, and video conferencing for meetings.

Communication Matrix

Risk ID	Risk Rank	Risk	Description	Category	Destination/Owner	Probability	Impact	Status
RID 001	1	Technical Risks	There is a risk that delays in development which leads to the risk of not finishing the project on time and other errors caused by the conflict.	Technology	Project Manager	High	High	In Progress
RID 002	2	Resource Risks	There is a risk of having insufficient resources which may be needed to accomplish the project on time. Thus, resulting to delays and a budget overrun.	Organizational	Project Manager	High	High	In Progress
RID 003	3	Security Risks	There is a risk of being hacked and compromising the data of the client.	Security	System Developer	Low	High	In Progress
RID 004	4	Changes in Technology	There is a risk that a change in the industry of technology occurs which may require additional work or resources to adapt.	Technology	Project Manager	Medium	Medium	In Progress
RID 005	5	Unforeseen Circumstances	There is a risk that circumstances such as natural disasters could cause disturbance and impact the project in an unexpected way.	Natural	Project Manager	Low	High	In Progress

Communication Flowchart

Guidelines for Meetings

Meetings play an important role in facilitating effective communication. To guarantee productive, efficient and successful meetings, it is essential to set up meeting guidelines. These guidelines should elaborate on the details of the meeting’s purpose and the procedures to be followed in the meetings.

Below are the meeting guidelines to help in conducting effective meetings:

1. Purpose of the Meeting - All meetings should define their purpose so that everyone understands what it is for and how important it is.
2. Goal of the Meeting - The goal should be defined clearly for everyone to know what should be accomplished during the meeting.
3. Minutes - Minutes of the meeting are essential and should be taken during the meeting and provided to all involved parties as it entails the summary of everything that occurred in the meeting.
4. Attendance - The people to attend the meeting should only include those who should be there, meaning only the people who can contribute in the discussions and the stakeholders who need to be informed. </p>

Communication Standards

Communication standards for the Villamin Wood and Ironworks System are the following:

1. Timely Response - Respond to messages and emails efficiently to ensure that delays can be avoided.
2. Clear and Concise Messages - Communicate information in this manner to ensure that the recipient of the message understands clearly without any confusion to avoid issues.
3. Use of Appropriate Communication Channels - Select the appropriate communication channel or platform for each situation may it be an email, online meeting, or face-to-face meeting.
4. Regular Updates - Keep the stakeholders informed about the project progress and other information which may require their attention.

Communication Escalation Process

The ideal Communication Escalation Process includes the following:

1. Identify the Problem - This is the first step as the problem should be broken down and identified before we proceed to any escalation or resolution.
2. Look for a Resolution - This can be done with the team to understand what caused the issues and look for the right ways to resolve them.
3. Escalate to Higher Management - This only occurs when the issue cannot be resolved and requires further review from higher management.
4. Documentation - It is important to document the entire escalation process from identifying the problem to its resolution.
5. Review Escalation Process - This can be reviewed to learn from the previous issues and find ways to further improve and avoid those circumstances.

Quality Management Plan

Introduction

To ensure consistently high quality throughout the project, a quality management plan, and an agile methodology is needed to complete the requirements. The quality standards for evaluating the Villamin Wood and Iron Works project will be established by this plan. In addition, it offers a structure for resolving quality issues, illustrating the jobs and obligations of team members, and enumerating the standards and techniques connected with quality.

These are the goals of the quality of the management plan:

1. Ensure that the project meets or surpasses the expectations of stakeholders.
2. Determine the quality standards that will be used to evaluate the project.
3. Set up a system for managing and consistently maintaining the project's quality throughout its duration.
4. Identify and resolve any potential quality issues.
5. Make sure to define the roles and responsibilities of team members to attain quality standards.

The system implemented by Villamin Wood and Iron Works will prioritize user-friendliness and accommodation for the two clients and the actual business. It will seamlessly integrate with the organization's current technology, ensuring adaptability. The Quality Management Plan will encompass both product and process quality standards. It will include a comprehensive strategy with specific procedures and reporting for the overall overview of quality performance.

Quality Management Approach

To guarantee that the project meets all following requirements and expectations of all stakeholders, the Quality Management Plan will provide a comprehensive system for effectively managing and maintaining the project's quality. To determine and address any quality issues which may arise, the plan will lay down a detailed set of procedures.

The following are the roles and duties of the quality management plan:

ROLE	DESCRIPTION
Quality Assurance (QA)	accountable for ensuring that the deliverables and products meet its quality standards. Conduct testing, develop and implement quality processes, and evaluate the system's and deliverables' quality.
Project Tester	specializes in reporting defects and issues during a project's testing phase and ensures the quality and functionality of a project or software application.
Project Manager	accountable for ensuring that all deliverables are completed on time and that all stakeholders are pleased with the product.
Project Owner	involved in representing the interests of stakeholders, collaborating with the development team, and ensuring that the product meets consumer requirements and achieves business goals.
Project Developer	responsible for ensuring that the project is complete and meets the requirements of the client, is finished on time, within budget, and satisfies the desired goals.
Project Development Team	contributions to accomplish the project objectives. ensuring that each deliverable is completed. Providing expertise and collaboration to define and satisfy business requirements to ensure the project's success.
Project Sponsor	is responsible for supporting the project and allocating financial resources.

Every aspect of the project will involve the integration of quality management, which will be the responsibility of the entire team. Feedback and interaction from the client will always be the priority of the team to improve the project.

These are the following steps that include:

1. Define Quality Standards:The project team will prioritize delivering value to the customer by establishing quality standards that are in line with the principles of Agile Methodology.
2. Quality Planning: To determine the project's requirements and prioritize the best features, the team will maintain regular collaboration and schedule a meeting with stakeholders. This procedure includes creating the Product Backlog and establishing quality objectives to guarantee that the project transition produces value and abides by quality standards.
3. Quality Control: Quality control incorporates the most common way of looking into and testing to distinguish any potential issues that emerge at various stages. This system is done throughout the run to ensure that the established requirements and project goals are fulfilled.
4. Quality Assurance: The team will employ efficient methods and procedures to ensure that the project adheres to established standards and guidelines. To actively prevent issues and defects from occurring, they will implement quality assurance measures.
5. Continuous Improvement: The team consistently monitors its performance throughout the project's development to identify areas for improvement and make necessary adjustments. In this process, feedback plays a crucial role in involving stakeholders and fostering team collaboration. The team can identify areas that need improvement and improve the project's overall quality by actively seeking feedback.
6. Communication: Effective communication between the development team and stakeholders holds significant importance in this process. It serves multiple purposes, including updating stakeholders on the current quality status of the product, demonstrating alignment between the system's processes and the product's goals, and providing stakeholders with an opportunity to provide valuable feedback.

In conclusion, the Villamin Wood and Iron Works system project's quality management strategy will prioritize the delivery of a high-quality product that meets customer requirements by employing an Agile methodology. To go beyond meeting quality expectations, the approach will remain adaptable and continuously improved, and the team ensures that it is in line with the organization's quality standards and that it fulfills the requirements of the project stakeholders.

Quality Requirements/Standards

The team creates and archives quality rules and guidelines that focus on the quality of the Villamin Wood and Iron Works Framework. Testing and evaluation, in addition to input from the client and stakeholders' feedback, will be incorporated to achieve this goal and guarantee compliance with the following criteria. The Villamin Wood and Iron Works System will meet the following quality standards and requirements:

Product Quality Requirements

1. • The system will have user-friendly instructions and an interface, making it easy to operate and meet all the requirements for the project.
   • The project will enhance business operations and align with the existing technology infrastructure.

Requirements for Ensuring Quality of Processes

1. • The product owner and development team will carefully review and support any endeavor expectations before communicating to the customer.
   • The improvement gathering will lead to typical run reviews to promptly recognize and decide on any quality concerns.
   • To guarantee consistent system development, testing, and deployment, the development team will adhere to a specified configuration management procedure.
   • The development team will set up continuous testing along with a quality assurance approach to make sure that the system complies with all technical requirements and requirements.

Compliance Demonstrations

1. • Before deploying to the client, the group will evaluate and test the Villamin Wood and Iron Works system as per the characterized quality standards.
   • On request, the client will have access to easily comprehensible documentation of all quality assurance and testing procedures. The development team will provide ongoing support to guarantee that the system consistently adheres to the established quality standards.

Continual Improvement

Continuous client feedback collection and analysis, system performance monitoring, and internal audits to find areas for improvement will all be part of the development team's continuous improvement process. This kind of setup will be incorporated into the venture to guarantee that the Villamin Wood and Iron Works System ensures quality standards are met as well as proactively adjusts to developing client needs.

Quality Assurance

The Agile approach will be used to carry out the quality assurance approach for the Villamin Wood and Iron Works System project. This strategy aims to achieve appropriate implementation through consistent enhancement and teamwork. The following actions will be taken:

1. • Defining Quality Standards-</b> To make sure that the deliverables meet the project's quality standards, the project team and stakeholders collaborated effectively.
   • Quality Auditing - The team, with the collaboration of the stakeholder, will monitor and evaluate the quality of the project deliverables, ensuring adherence to established standards and specifications. The team will report and document findings to maintain records and communication with the stakeholders, Scheduling that will outline the initial plan and meet the deadlines, and continuous improvement to emphasize the importance and better output of the project.
   • Quality Metrics - The project team will monitor and report on how the project performed regarding the quality criteria, utilizing quality metrics.
   • Continuous Improvement - With collaboration with stakeholders, the team will be able to identify areas for improvement and make important changes. The project team will use the feedback from quality audits and quality metrics to continually enhance the product and the quality processes.
2. Reviewing Customer Feedback - Customer feedback will be evaluated on a regular basis by the project team to find any issues or opportunities for improvement. To make sure that the product meets and exceeds customer expectations, this feedback will be used to guide ongoing improvement efforts.

Quality Control

The process of quality control within the Villamin Wood and Iron Works System project will be established into the Agile approach with the goal of ensuring that quality meets expectations through teamwork and continuous development. These are the following steps that involve in the project:

1. Continuous Testing and Feedback: To identify any issues and ensure that the product corresponds to the demands of the client, the project team is going to perform a continual evaluation.
2. User Acceptance Testing: To ensure that it aligns with client requirements, the system's functionality will be monitored by the project manager or developer. This phase will be finished at the end of each sprint, and user feedback will be used to make any necessary improvements.
3. Compatibility Testing: The Villamin Wood and Iron Works System will undergo testing across several phases, including mobile devices and any browser, to confirm consistency and handle any potential problems within the system.
4. Continuous Monitoring: The project team will carefully monitor the performance and effectiveness of the Villamin Wood and Iron Works system following its installation. This requires constant performance and functioning system monitoring.
5. Tracking and Documenting Quality Evaluations: The project team will adhere to, and the outcomes of the Quality Control procedure will be preserved and used to monitor the activities or progress of the system.
6. Continuous Improvement: The project team will adhere to, and the outcomes of the Quality Control procedure will be preserved and used to monitor the activities or progress of the system.

In summary, the Villamin Wood and Iron Works System project's quality control system is going to be essential to the development process. It will emphasize monitoring the overall performance. As part of the quality control process, the project team will diligently monitor and assess the product's quality, ensuring the required quality standards and customer requirements.

Quality Control Measurements

The Villamin Wood and Iron Works System project will employ the Agile Methodology throughout its life cycle to enable continuous review and improvement. To guarantee effective quality control, this plan will place a strong emphasis on transparency and cooperation.

Quality control procedures will be applied at every phase of the development process to ensure compliance with standards and requirements. These measures will be documented and available on a platform for collaboration and documentation, like an application for project management.

Risk Management Plan

Introduction

In this project, the risk management plan aims to break down and identify the potential risks that might be there for the project. That is why the risk management plan is being developed to respond to those potential risks and manage those risks by ensuring that the project team can mitigate them as we achieve the project’s objectives.

The risk management plan includes an overview of the risk management process, showing the roles and responsibilities of the project team and the risk assessment approach. It is key to be able to identify all the potential risks and as a team be able to develop resolutions for it.

Top Three Risks

The project’s top three risks are:

1. Technical risks may occur due to delays in the development of the project or technical issues. This may result in issues with the budget and delays in the project timeline as well.
2. Resource risks may occur when there are insufficient resources that may be needed for further development.
3. Security Risks may occur when there is a data breach or any other form of hacking of the system.

Risk Management Approach

The risk management approach focuses on quickly identifying the potential risks and composing mitigation plans that are capable of handling and resolving the risks that may occur. All stakeholders will be included in this risk management process as it requires a cooperative approach and contribution from everyone involved.

Risk Identification

The risks identified in the risk assessment were updated and regularly monitored to ensure that they are being managed effectively. Some of the potential risks identified in the risk assessment are listed below:

1. Technical Risks - There is a risk that the project may be delayed due to technical reasons.
2. Resource Risks - There is a risk that the project may not have access to enough resources causing a stop of work or adjustments in budget or other delays.
3. Security Risks - There is a risk of being hacked and having a breach in the system.
4. Changes in Technology - There is a risk that a change in the industry of technology occurs which may require additional work or resources to adapt.
5. Human Error - There is a risk that a person may commit a mistake or error that could negatively affect the project.
6. Unforeseen Circumstances - There is a risk that circumstances such as natural disasters could cause disturbance and impact the project in an unexpected way.

To mitigate these risks, the team has developed a plan which will mitigate all risks and monitor them all in the process to protect the project and avoid all risks.

Risk Qualification and Prioritization

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Risk Monitoring

Risks will always be present, especially during the project’s life cycle which is why it is important to continuously monitor those risks and document the entire process which includes identifying the conditions which may trigger certain risks.

As for the plan, the project manager will incorporate and assign a risk manager to oversee the monitoring process which will help the team to determine if the risks require a higher level of attention in case the risks trigger. The risk manager will provide report updates during team meetings to keep everyone updated.

Furthermore, it should be noted that not only the risk manager should pay attention to any risks around the project, but the entire project team should also remain aware of the identified risks and the potential they have to impact the project which is why everyone is encouraged to help and notify the project manager or risk manager in case new risks occur.

Risk Mitigation and Avoidance

The risk management plan will be created by the team based on the criteria created rating the risks based on their impact and importance. In preparation for those risks, the project team will work alongside stakeholders to put mitigation techniques in place to mitigate the risks.

To accomplish risk mitigation and avoidance the team should identify the potential risks and prioritize what to handle first based on the severity of its impact. Provided below are considerations or options available for the project manager to avoid and mitigate the risks:

1. Resource Allocation - Guaranteeing that the project has all the required resources is crucial for the project to be successful and efficient which is why resource allocation is important to ensure that the resources are available to the team to finish the project.
2. Risk Assessment - The team needs to analyze potential risks effectively to anticipate them and immediately apply resolutions.
3. Contingency Planning - To be prepared for potential risks, the team needs to produce multiple backup plans in case some may not work due to some reason in each scenario.
4. Contingency Planning - To be prepared for potential risks, the team needs to produce multiple backup plans in case some may not work due to some reason in each scenario.
5. Communication - It is important for the entire team to be able to communicate clearly and prevent misunderstandings as it has the potential to create risks. Having clear communication between the project team, clients, and stakeholders can help minimize these risks.

Risk Register

The risk register includes a thorough explanation of each risk and its potential effects, as well as the mitigation steps taken. The risk register will be maintained up to date throughout the project to make sure that it reflects the project’s current condition.

This is the Work breakdown structure of our group which is a diagram that breakdowns the project scope and shows the tasks that are required to complete the project.

RISK ID	RISK RANK	RISK	DESCRIPTION	CATEGORY	DESTINATION/OWNER	PROBABILITY	IMPACT	STATUS
RID 001	1	Technical Risks	There is a risk that delays in development which leads to the risk of not finishing the project on time and other errors caused by the conflict.	Technology	Project Manager	High	High	In Progress
RID 002	2	Resource Risks	There is a risk of having insufficient resources which may be needed to accomplish the project on time. Thus, resulting in delays and a budget overrun.	Organizational	Project Manager	High	High	In Progress
RID 003	3	Security Risks	There is a risk of being hacked and compromising the data of the client.	Security	System Developer	Low	High	In Progress
RID 004	4	Changes in Technology	There is a risk that a change in the industry of technology occurs which may require additional work or resources to adapt.	Technology	Project Manager	Medium	Medium	In Progress
RID 005	5	Unforeseen Circumstances	There is a risk that circumstances such as natural disasters could cause disturbance and impact the project in an unexpected way.	Natural	Project Manager	Low	High	In Progress

Procurement Management Plan

Introduction

A procurement plan is a vital component of any organization's strategic planning process, as it outlines the approach and strategy for acquiring goods, services, or works from external sources. It serves as a roadmap that guides procurement activities, ensuring that the organization obtains the necessary resources efficiently, effectively, and in compliance with relevant regulations and policies.

Villamin Wood and Iron Works will only purchase subscriptions for the system. These subscriptions are for Web Hosting which provides the necessary infrastructure that makes a system accessible, SSL Security which ensures the secure communication between users and the system, and Domain Registration which establishes a unique online identity to the system. These elements will be coming from the platform GoDaddy, which will effectively contribute to the success of the system deployment, and ensure reliability, security, and accessibility for the users.

Procurement Risks

Procurement risks are potential problems that could issues that could potentially harm the project's success come up during the procurement process. To reduce these risks, it is crucial to recognize them and take proactive measures to address their influence over the project.

The Villamin Wood and Iron Works Ordering System project may contain procurement activities that carry risks which are included but not limited to the following:

1. Subscription Cost changing in the future
2. Service Provider Server Downtime
3. Lack of communication and transparency between the team and the vendors, which may lead to misunderstanding.

To lessen the impact of the risks, this plan will include strategies for identifying, evaluating, and reducing risks. Throughout the course of the project, this plan will be continuously reviewed and updated to make sure that risks are recognized and promptly addressed. Furthermore, we'll put into practice strict processes and procedures for reducing the risks involved in procurement management.

Procurement Risk Management

1. Identification of Procurement Risks

The following are the potential risks of the project:

1. • Sudden change in the cost of goods and services.
   • Lacking information on the contract’s terms and conditions.
   • Conflict due to misinformation from the team to the vendor about the project.

2. Risk Mitigation Strategies

The following are the strategies that will be implemented:

1. • Thorough research into the identity of the company supplier and their goods and services.
   • Conduct meetings as much as possible for communicating reports to clear confusion about the project.
   • Establish clear and fair contract terms and conditions that will protect the company and the project.
   • Regular monitoring throughout the procurement process to ensure that the team will be ready for any emerging risks.

3. Assignment of Responsibilities

Villamin Wood and Iron Works System need clear roles and responsibilities to help ensure accountability, clarity, and effective coordination. It is essential to clearly communicate the assigned responsibilities to all parties involved and ensure that everyone understands their roles and obligations. Regular communication, coordination, and collaboration among the responsible parties contribute to the smooth execution of the procurement plan and successful procurement outcomes.

4. Communication and Reporting

Effective communication and reporting play a crucial role in ensuring transparency, coordination, and accountability throughout the procurement process. Regular and clear communication helps stakeholders stay informed, aligned, and engaged. It enables the exchange of critical information, progress updates, and timely resolution of issues.

This ensures that relevant stakeholders are kept informed about procurement activities, supplier selection processes, contract status, and any potential risks or issues. It will promote collaboration, enable timely decision-making, and provide a platform for addressing concerns, feedback, and suggestions.

5. Continuous Improvement

Continuous improvement is a fundamental aspect of the procurement process, driving efficiency, effectiveness, and innovation. Lessons learned from past procurement experiences will be documented and shared to avoid repeating mistakes and capitalize on best practices.

The procurement plan will emphasize the commitment to continuous improvement as an integral part of the procurement lifecycle, ensuring that the organization remains adaptive, responsive, and proactive in meeting evolving needs and achieving excellence.

Cost Determination

Villamin Wood and Iron Works System’s cost determination is a critical aspect of the procurement process, ensuring that the organization obtains goods or services at the most favorable price while maintaining quality and meeting requirements.

While integration costs cover the price of integrating the system with a subscription, development costs cover the cost of creating software, hardware, testing, and quality assurance. The costs associated with training personnel to use the system effectively are also covered.

This includes conducting thorough cost analysis and maintaining cost transparency and documentation. By employing these strategies, the procurement team can make informed decisions, optimize cost savings, and achieve value for money while procuring goods and services that meet the organization's needs and quality standards.

Overall, the procurement management plan's cost determination section will have a crucial role in ensuring the completion success of Villamin Wood and Iron Works System project within the given budget constraints.

Procurement Constraints

Procurement constraints are inherent limitations and factors that can influence the procurement process and pose challenges to achieving procurement objectives. The following constraints are considered in Villamin Wood and Iron Works Online System project’s procurement process:

1. Budget constraint: The project was given limited financial resources by the client. This requires careful budget planning and cost optimization strategies to ensure procurement objectives are met within the allocated budget.
2. Schedule constraints: The project has a strict deadline, so procurement tasks must be finished promptly to keep the project on schedule. Any delays in the procurement process could affect the project's overall schedule and cause it to take longer to complete.
3. Technology constraints: Villamin Wood and Iron Works Online System requires technical needs and features that will allow customers to view products and services, to be able to order and pay for their products. Additionally, it must have a user-friendly interface that is simple to navigate and open to users with various levels of technical proficiency.
4. Resource constraints: To ensure that procurement activities can be completed effectively and efficiently, the procurement process must consider the availability of internal resources, such as personnel.
5. Service Provider’s SLA (Service Level Agreement): This includes the agreement on the allowable Downtime of the Service Provider and scheduled Maintenance.

By recognizing and proactively addressing these constraints, organizations can navigate the procurement landscape more efficiently and effectively, leading to better decision-making, cost optimization, and overall procurement success.

Contract Approval Process

The contract approval process is a critical step in the procurement lifecycle, ensuring that contracts are reviewed, authorized, and executed in accordance with established policies and procedures. GoDaddy, the platform that will be used for the system’s deployment, does not provide contracts, however, they have terms and conditions that companies have to read and understand to prevent issues when purchasing subscriptions.

Decision Criteria

Decision criteria are a set of predefined factors and considerations used to evaluate and make informed decisions in the procurement process. The following are the decision criteria of Villamin Wood and Iron Works Online System project that will be used by the contract review board:

1. • Business Needs: The project must be aligned with the company’s business needs, such as increasing operational effectiveness, enhancing customer experience, or an increase in revenue.
   • Pricing: During the decision-making process, the cost of the vendor's suggested solution will be considered. The vendor's pricing should be competitive and reasonable in light of the market analysis and additional proposals received.
2. Risk Management: The vendor must show that they have a solid grasp of potential risks and mitigation techniques. This includes identifying potential risks associated with projects and procurement.
3. Technical Requirements: The system must adhere to the organization's technical specifications, which may include compatibility with current systems, security protocols, and industry-specific standards.

The use of clear and well-defined decision criteria promotes consistency, transparency, and accountability in the procurement decision-making process, enabling organizations to make informed choices that yield favorable outcomes.

Performance Metrics for Procurement Activities

The following performance metrics will be used by Villamin Wood and Iron Works Online System project for procurement activities:

1. Vendor Performance Rating

The rating is calculated by giving points to various factors, including the caliber of the good or service, responsiveness, and effectiveness.

2. Customer Satisfaction

Customer satisfaction with the purchasing process, including receptivity, communication, and product and service delivery.

3. Cost Variance

This metric contrasts actual and anticipated costs associated with procurement. To calculate, divide the result by the planned costs after deducting

  the actual costs.

By establishing and monitoring performance metrics, organizations can track their procurement performance, identify areas for improvement, and make data-driven decisions to optimize procurement activities. Performance metrics enable organizations to gauge the value and impact of their procurement efforts, drive continuous improvement, and ensure alignment with strategic objectives.

Implementation Plan

Executive Summary

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Transition Approach

Overall Approach

The Villamin Wood and Iron Works System addressed the Transition Plan, in which there will be a phase or transition that should be followed for continuity and to reduce any operational challenges or interruptions that they encounter. This precise and systematic approach enables the transfer of knowledge, resources, and responsibility to the business company, thereby reducing all possible technical interruptions.

The transition approach will include the following steps:

1. Communication Plan - the stakeholders will be able to familiarize themselves with the transition plan as a result, resulting in a better comprehension of project timelines and transition expectations.
2. Staffing - As the transition takes place, the project team will minimize their staff to the necessary level needed for supporting knowledge transfer and transition activities.
3. Transition Planning - A transition plan can be completed by interacting with the company, the team followed the timeline in which all requirements and process is required to be completed for the time of transition.
4. Knowledge Transfer - A variety of approaches, including documentation and hands-on demonstrations, will be used to facilitate knowledge transfer.

These initiatives seek to provide Villamin Wood and Iron Works with the skills and knowledge they need to provide effective system support.

Assumptions

The following assumptions will be made for the transition approach:

1. If any difficulties arise during the deployment process, the team will maintain communication with the company.
2. To make it easier for the client to learn, the project team will provide them with all the necessary documentation, training, and instruction manuals.
3. Once the transition is finalized, the team will engage in a discussion with the client and continue to assist the owner, aiming to gain a deeper comprehension of any concerns related to the system.

Transition Team Organization

Roles and Responsibilities

1. Project Manager - The responsibility of the project manager leads this project to its completion. The project manager guarantees to meet all the requirements, setting a plan for the deadline of deliverables, and speaking with the client is effective to ensure progress.
2. Quality Assurance - accountable for ensuring all project deliverables meets established quality standards.
3. Project Tester - ensuring the system meets the specified requirements by designing and executing test cases and identifying and reporting defects.

ensuring the system meets the specified requirements by designing and executing test cases and identifying and reporting defects.

1. Project Owner - making strategic decisions and collaborating with the development team to ensure that the requirements are completed according to the objectives.
2. Project Developers are responsible for the project's design and development into action. Also, the developer is most likely to collaborate with the new owner for general comprehension of the process before the transition of technical knowledge.
3. Project Sponsor - the project sponsor has the authority for the system's overall development process, including approval before changes, budget, project scope, and schedule.

Workforce Transition

The workforce transition is part of the transition plan for the Villamin Wood and Iron Works Ordering System. To establish the transition, and run efficiently, the team planned to test to determine if there are issues that may arise.

To determine whether the transition will be carried out appropriately for the workforce, the Transition Project Manager will work closely with the store manager and the business owner.

In general, effective communication is essential for fostering teamwork and informing the client of any changes. The group will provide user-manual and conduct demonstrations to ensure smooth operation and highlight how this system will be beneficial to the company. The workforce transition will be evaluated on a regular basis to guarantee that the project is moving forward in a timely and cost-effective manner.

Workforce Execution During Transition

While the change time of the Villamin Wood and Iron Works system is in progress, certain undertakings will, in any case, should be completed, including the following:

1. User Training - The team will provide instructions or materials to follow to make sure the customer understands how the system works. The training environment can include online and face-to-face interactions to achieve a more comprehensive comprehension.
2. Minutes of the Meeting During this phase, online meetings will be held to discuss any remaining project concerns. All team recordings will be included in the transition, and prior to the actual meeting, meetings between the team and the company will be scheduled.
3. Update Files/Records - The team will make any necessary adjustments to all relevant records and files to show that the project is finished. This could mean storing documents or updating agreements and contracts with added information.
4. Gain Formal Acceptance -In this phase, the team is responsible for ensuring all requirements have been fulfilled with the newly implemented system. Also, the objective of this phase is to get the client to officially acknowledge that the transition went well.
5. Archive Files/Documents - The process includes storing all project-related documents and files during this stage. Contracts, agreements, project plans, and other relevant documents might all fall under this category.
6. Project Close-Out Meeting - The last phase of the change will involve directing an undertaking conclusion meeting with all participants. This gathering will be an opportunity to talk about the project, look at its overall presentation, highlight its successes, point out areas that need improvement, and confirm the purpose of any work that hasn't been completed.

Subcontracts

This project has no existing contracts or subcontract agreements. As a result, no contract or related agreement changeover is necessary.

Property Transition

Government Furnished Equipment (GFE)

This section of the transition plan is not applicable since Government Furnished Equipment (GFE) is not involved in the Villamin Wood and Iron Works Ordering System.

Incumbent Owned Equipment

All equipment owned by the incumbent will remain upon completion and approval of the Villamin Wood and Iron Works Ordering System. Any equipment needed to support the client's applications and services should be specified in the plan, including whether the client or the new contractor will have the choice to purchase it.

The plan must include all necessary documentation, such as purchase agreement, bill of sale, financial statements, permits, licenses, registrations, and all necessary documents and procedures must be followed accurately and in compliance with local laws and regulations.

Intellectual Property

User Accounts and Passwords

The company, Villamin Wood and Iron Works, pointed out that they do not directly collect or store usernames and passwords for customer accounts. Instead, they use a third-party platform, like the Facebook page, to connect with customers and provide access to their services. Customers are urged to check in with their Facebook credentials already in place to avoid creating new accounts or passwords. This strategy guarantees a secure and seamless user experience while protecting client privacy.

The integration of the system with the Facebook platform, as well as proper configuration and adherence to their rules, will be the primary focus during the implementation phase. Customers will be given detailed instructions on how to log in using their Facebook accounts, emphasizing the significance of protecting their login information. The company prioritizes the integrity and security of client accounts while boosting convenience and user happiness by utilizing Facebook's well-established security procedures.

Although user accounts are present on Facebook, Villamin Wood and Iron Works do not collect details other than Usernames, and User Profiles. This means that the team will not be able to transfer Facebook credentials such us User Accounts and Passwords to the proposed system.

Knowledge Transfer

Documentation/Manuals

1. The project team will provide documentation and manuals for the Villamin Wood and Iron Works company for better understanding regarding the operation of the system.
2. The team will provide a manual that contains step-by-step instructions on how to perform operations regards to the system. This will allow the store owner or manager to easily operate the system.
3. The team will provide documentation and other relevant documentation for the company for a better understanding of the system and how it works.

As part of the Knowledge Transfer Plan, the project team and the store owner/manager will be scheduling a meeting to ensure that knowledge transfer is successful, and any questions or concerns will be addressed urgently. Any changes regard to the system, the company will inform you to ensure that they are updated.

Schedule

Handover and Acceptance

The process of handover and acceptance will start if the transition plan is completed. The team will set a schedule for the formal handover and a meeting with the new owner and employees to discuss the transition plan. This will include all the deliverables and documents.

During the handover meeting, all required documents and deliverables must be completed wherein the team will present the transition plan accordingly to the company then they will further review the materials that were provided and discuss if there are any concerns regarding the requirements. The formal acceptance document will only be signed if the company owner resolves all the issues. This will serve as an agreement and evidence that the handover has been successful alongside the signatures of the stakeholders.

Overall, the handover and acceptance of section of the contract transition out plan contains the detailed roadmap for the successful handover and ensures that all the stakeholders are contented with the process or the outcome of the project.

Sponsor Acceptance

The project acceptance document contains all the deliverables and the formal acceptance signed by the new owner of this project for the Villamin Wood and Iron Works System. All the acceptance criteria were defined in the project scope statement.

Third Part

Cont. : https://github.com/apcjlquesada/APC_2022_2023_3rd_Term_PROJMAN/wiki