PROJECT MANAGEMENT REPORT
Virtucon Consultancy
Project Overview
Globex provide services to farmers to increase the productivity and to reduce time and cost. There are two major products in Globex :- Farm Equipment and Precision Farming. Globex Farm Equipment team which has experience over three decades in agriculture business. They support region’s farming needs in a particular region. Globex Precision Farming provides range of technologies like GPS, Laser, optical and inertial technologies with application software, wireless communication and services to provide solutions. It allows customers to collect, manage and analysis information faster and easier. The farmers are assisted throughout every step of the operation step by precision farming under which the proven technologies are leveraged for allowing farmers to operate efficiently while saving input costs and improving the crop performance and productivity. For improving the services towards community, Globex have recently decided to initiate a Training and Apprenticeship program for the High School Students (TAHS). Under this program the students will be allowed to work to get experience and gain employment opportunities in farming solutions industry.
Virtucon Consultancy partners with regional and global customers to meet their business goals, while consistently delivering projects with outstanding performance that meet cost, schedule and quality targets. Virtucon have experience across a wide range of technology vendors and solutions enabling them to advice customers on all or part of a comprehensive strategic solutions. Globex have hired Virtucon Consultancy so that it can help in developing computer-based system for managing the TAHS program.
Project Description
The TAHS is a computer-based system that will be used for managing the entire program. It will be collaboration between schools, farming equipment manufacturers and Globex team members.
- Schools: Information of interested students will be collected in TAHS.
- Farming equipment manufacturers: TAHS will collect information from manufacturers regarding need of staff, locations and skills required.
- Globex team: they will use the collected information to facilitate the placement of the students at farming sector
The main objectives of this system are:
- To minimize the farmer’s labor work by use of modern technologies.
- To provide the students with hands-on training on skills that they need to work in the different sectors for serving the current farming solution products.
The TAHS project will allow students to get training on the skills needed for working in different sectors for serving the current farming solution products. Under TAHS project, many short courses will be offered that will be designed in collaboration with the farming equipment manufacturers. The TAHS system will entail all the list of courses along with its title, contents, enrolment capacity and instructor name. The training required in given field will be entirely decided by the TAHS software after comparing it with the student skills against the preliminary skills that are required based on the information collected from farming equipment manufacturers as well as the students. The new computer-based system will entail the following features:
- A detailed record of students, their skills, grades, interests and personal information
- Apprentice tracking by the faring equipment manufacturers and;
- Skills requirement by the Globex representatives to match with the skills of students
Part 1: Project MOV
Measurable Organizational Value
The initial step of any project is to define the goals of the project i.e. Measurable Organization Value. The MOV defines the measurement of success of the project and defines as how to achieve it (Marchewka, 2014). The project is required to support the vision, mission and overall goals of the organization. According to the mission and vision of the organization, the strategy of the project is carefully devised. The figure 1 below shows the alignment of MOV with the overall organizational strategy and shows how the MOV alignment can provide value back to the organization.
Figure 1: The IT Value Chain
Source: (Marchewka, 2014)
The MOV has the following characteristics:
- Measureable: MOV needs to be measureable so that it can clearly define the success of the project to all the related stakeholders i.e. students, Globex and Farming equipment manufacturers without any ambiguity(Marchewka, 2014). In the TAHS project, the MOV will be calculated in terms of the percentage that is easily measurable.
- Generate Value: Huge amount of resources and time is going to be devoted to the project, hence it is required to bring value to the organization(Marchewka, 2014). In the given scenario, the value would be returned if the farmers are able to increase their productivity without spending countless hours in the fields. This will be done by providing the farmers with the trained students that could meet the skills required by the farmers. The project will also provide value to Globex by providing them labor force that is fully trained and can work at flexible hours. The value will be returned to Globex when 60% of the enrolled and trained students will be retained by the farming solutions specialists in every round of training.
- Agreed Upon: The MOV needs to be realistic, that means it is required to be achievable as it sets the expectations for the overall stakeholders (Marchewka, 2014). In TAHS, hiring of 60% of the trained students by the farming solutions specialists is quite realistic and can be easily agreed upon by all the involved stakeholders.
- Verifiable: As the MOV is a metric of success, so it is required to be verifiable (Marchewka, 2014). However, it is not always possible for achieving the MOV immediately and can take some time. In this case, it will need around 6 months for achieving the MOV after the first installation of the TAHS computer based backlog system.
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Desired Area of Impact
Operational:
This area is considered to be the most important one as the new system of TAHS will allow Globex to retain all details of the students including school year, residential area, skills, preferred schedule, name, preferred work sector, staffing needs of farming equipment manufacturers, locations and placement needs of the students. This software will ease off the job searching time and allow the farming industry in quickly hiring the labor that is required in short time. Hence, there will be cost cutting in terms of advertisements for hiring by the farming manufacturers. Moreover, this software will also allow Globex to retain highly skilled labor from the very start and train them as per their needs. This would ensure reducing cost and increasing productivity in the fields which is the actual mission of Globex.
Customer:
The next area of impact is the customer which in this case is student. The students will be able to outline their desired and preferred area of working and can get hands on experience on the field. The students will be able to get required training in the farming industry and can quickly find the desired job in desired area upon achieving the required set of skills.
Financial:
The cost reduction associated with finding the required skilled labor in the market will be reduced as new talented students will themselves enroll in the program out of which the highly skilled workers can be identified without going into the market. This will allow Globex to reduce the cost associated with the advertisement, selection and recruitment process. Moreover, enhance productivity will also be translated into profit for Globex.
Social:
There will be social impact as well as the system will allow the schools to motivate their students to enter the program without wasting the time and hence students will have more time to get practical experience after their studies instead of looking for jobs and staying redundant after graduating that would increase the burden on society. The resources will be utilized efficiently and the farming industry will gain advantage that will flow back to society in terms of more productivity.
Desired Project Value
After identifying the desired area of impact, the next step is to determine the type of value that will flow to this project (Coda, Ghezzi, & Vigna, 2011). Out of better, fast, cheaper and do more, the following types of value will be brought to the client:
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Better: Increasing Quality?
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No, the current project will not improve the quality of products offered by Globex as the TAHS computer-based program is only a data-based program that is not directly helping in improving farming technology.
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Faster: Increasing Efficiency?
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Yes, the TAHS computer system will enhance the efficiency of Globex by aligning the needs of farming manufacturers and the availability of talented and skilled students in the market. The newly emerged talent will improve the efficiency for the farming industry and will aid them in improving productivity.
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Cheaper: Is it cutting cost?
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Yes, the current project will reduce the cost associated with advertising, screening and recruitment of the skilled farmers needed by the farming manufacturers. The precision farming required special set of skills including operating of GPS, laser, inertial technologies and optical application software. Moreover, the computer software is going to be freely developed by Virtucon so it is cheap for Globex to opt for it.
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Do More: Growth
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Yes, this computer based TAHS system is targeted at growth of Globex as a employment provider. By initiating such a project, Globex is expanding its roots into the labor market by grabbing the newly emerged talented students and picking them up from university before they even go into the labor market. This will allow Globex to reap best out of the laborers at comparatively lower wage rates.
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Appropriate Metric Development
After the agreement as to what the project value would be, the metric development has to be set. It will give the team a target that in turn will set out the expectations amongst the other stakeholders and then act as means to check whether the MOV has been achieved or not (Altarawneh & Sheikh, 2008). The metrics are required to be tangible and hence are combination of one or more of the following metrics.
- Money
- Percentage
- Numeric Value
In the given case, the project will be successful if 70% of the total enrolled students are employed by the farming equipment manufacturers and/or Globex itself right after receiving the training in first year. The percentage is further to be increased to 80% by 2020.
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Time Period
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MOV
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8 Months
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70% of the trained students hired to be working in the farming fields or by farming equipment manufacturers that can improve the efficiency and productivity of the farmers and reduce the cost.
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20 Months
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Trained students hiring further increased to 80% of the total enrolled students in the second round of training.
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Time Frame
After agreeing on the targeted metric, setting of the specific time frame would be the next step (Dvir, Raz, & Shenha, 2003). This is the complete time that is required for MOV to be achieved. It is required to be realistic. In this case, the required realistic time frame will be 8 months in which proper training will be given to students out of which 70% will be expected to return to fields after being trained. After further 1 year, the trained students hiring will be expected to be risen to 80% so the total time frame for this MOV will be around 20 months.
Part 2: Scope Management Plan of Project
Scope Definition
Scope has different meanings depending upon the context it is used in; in this case scope refers to the scope of the accomplishment of project (Leus & Herroelen, 2004). The scope management here refers to identifying the resources that may be required to manage the scope and then improvising for how to accomplish the scope of the project (Lewis, 2000). According to PMBOK, Scope management is related to managing what is and what is not to be included in the project[1]. Scope management plan basically involves three major steps, at first Planning the scope management then Collecting details about all the requirements, the at third with the help of first two parts defining and formulating the execution of scope management (Hollenbach, 2007).
Scope Management Plan
The scope management plan is the part of the project plan that is to be done before any estimates regarding time and costs are to be made (Kerzner & Kerzner, 2017). The scope management plan includes the following processes:
- Collecting the requirements
- Defining the project scope
- Creation of whole Work Breakdown Structure
- Validation of the Scope
- Controlling of the Scope
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Requirement
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Scope
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WBS
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Validation of Scope
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Control of Scope
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This step requires stakeholder’s analysis. The needs, demands and requirements of the stakeholders are analyzed under this step that are achieved through interviews, surveys and brainstorming.
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Under this step, the description of whole project is set in detail involving the scope boundary, statement of work and scope statement.
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This step includes the development of project plan as it provides the framework for the development of tactical plan while focusing on deliverables and milestones.
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It includes the formal acceptance of the project, its scope, verification of the overall MOV, documentation, milestones, deliverables and acceptance of project.
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This step involves the management of changes in the project scope while ensuring that it is beneficial for the project scope as it occurs.
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Scope of Project
The project team will deliver the following items to Globex:
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In Scope
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Includes
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System Function
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Designing and development of the TAHS Computer Software for Globex corporation with ability to save and retrieve the students data and equipment manufacturers data from the cloud storage.
Both the employees at Globex and Virtucon Consultancy will be able to review the status of the developed and installed system and its compatibility with the users.
A system that protects the data integrity by providing the overall complete access to cloud stored data. The system will not allow any transfer of data via USB.
Complete configuration with all networks between three parties i.e. Schools, Globex and Farming Equipment Manufacturers through Virtual Private Network (VPN) in a full mesh corporate network instead of the separate standalone domains. The system will also establish direct connection with the cloud servers by the means of HTTPS and Intranet.
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System Documentation
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Risk management documents, designing specifications, requirements of the system and the overall project charter will also be delivered to Globex.
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Training
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The Globex Farm Equipment team will undergo a short training session where they will be pushed to attend seminars and receive the manuals that will guide them on how to operate the new system. Moreover, the school management teams and students will also be given training on how to use the portal so that the system can be quickly adapted to. The Virtucon Consultancy employees will give training to Globex employees that in turn will help the schools and student in adapting and using the new system.
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Device Configuration
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Server machines will use Server 2012 R2 OS that will be configured to store and retrieve data to and from the Linux Server that is located within the Amazon services.
All the configuration files of network devices and the applications will be provided to Globex on CD along with details on how to install and document the technicalities of the software.
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However, there are few of the things that are out of scope of this project as listed below:
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Out of Scope
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Includes
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System Enhancement and Support
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The maintenance of the system is entirely dependent upon the users of the system. The Virtucon Consultancy firm is not responsible for maintaining the system hardware. Once the system is installed and all of its interfaces are demonstrated to be correctly working, the data storage and its privacy is dependent upon the users of the machine. Any enhancement after the installation will not be provided by Virtucon Consultancy firm to Globex.
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Project Team Resources
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Name
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Roles
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Deepjot Kaur
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Project Manager
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Saloni
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Business Analyst
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Aarish Khan
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Web Developer
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Kashish Bawa
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Tester
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Gurwinder Kaur
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Designer
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Technical Resources
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Client Office
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Hardware Requirement
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Software Requirement
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Wagga Wagga
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Servers:
AD/DNS/DHCP/Firewall
Desktop Laptop:
Dedicate Hyperv machine
Router:
Multiple sites joining together
Switch:
Device that links incoming data and carries it to intended destination as an output
Printer:
Centralized printer per site.
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Windows Server R2:
Should be able to support visualization, configuration, terminal server, file server and DHCP configuration
Windows 10 Pro:
Intel i7 Core processor along with 8GB Random access to the memory
Azure and Amazon Web:
Can deploy and manage the application at Globex Corporation
Trend Micro Security:
Protect all network devices and dates within the Globex Corporation
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Albury
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Servers:
AD/DNS/Firewall/Cloud System
Desktop and Laptop:
Dedicated hyperv machine
Router:
Joining of multiple networks together
Switch:
Device that links incoming data and carries it to intended destination as an output
Printer:
Centralized printer per site.
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Windows Server R2:
Should be able to support visualization, configuration, terminal server, file server and DHCP configuration
Windows 10 Pro:
Intel i7 Core processor along with 8GB Random access to the memory
Azure and Amazon Web:
Can deploy and manage the application at Globex Corporation
Trend Micro Security:
Protect all network devices and dates within the Globex Corporation
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Griffith
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Servers:
AD/DNS/DHCP/Firewall
Desktop Laptop:
Dedicate Hyperv machine
Router:
Multiple sites joining together
Switch:
Device that links incoming data and carries it to intended destination as an output
Printer:
Centralized printer per site.
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Windows Server R2:
Should be able to support visualization, configuration, terminal server, file server and DHCP configuration
Windows 10 Pro:
Intel i7 Core processor along with 8GB Random access to the memory
Azure and Amazon Web:
Can deploy and manage the application at Globex Corporation
Trend Micro Security:
Protect all network devices and dates within the Globex Corporation
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Part 3: Schedule of Work using MS Project
Milestone of Each Phase
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TAHS Software Development
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Tasks
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End Time
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Project Startup
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Case Study
Feasibility Study
Budget Allocation
Budget Approval
Resource Planning
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Tue 2/5/19
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Analysis/Software Requirements
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Conduct needs analysis
Draft preliminary software specifications
Develop preliminary budget
Review software specifications/budget with team
Incorporate feedback on software specifications
Develop delivery timeline
Obtain approvals to proceed (concept, timeline, budget)
Secure required resources
Analysis complete
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Thu 2/28/19
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Design
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Review preliminary software specifications
Develop functional specifications
Develop prototype based on functional specifications
Review functional specifications
Incorporate feedback into functional specifications
Obtain approval to proceed
Design complete
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Mon 3/25/19
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Development
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Review functional specifications
Identify modular/tiered design parameters
Assign development staff
Develop code
Developer testing (primary debugging)
Development complete
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Fri 5/3/19
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Testing
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Develop unit test plans using product specifications
Develop integration test plans using product specifications
Identify anomalies to product specifications
Modify code
Re-test modified code
Unit testing complete
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Fri 3/29/19
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Training
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Develop training specifications for end users
Identify training delivery methodology (computer-based training, classroom, etc.)
Develop training materials
Conduct training usability study
Finalize training materials
Training materials complete
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Tue 6/4/19
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Documentation
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Develop Help specification
Develop Help system
Review Help documentation
Incorporate Help documentation feedback
Develop user manuals specifications
Develop user manuals
Review all user documentation
Incorporate user documentation feedback
Documentation complete
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Thu 5/9/19
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Pilot
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Identify test group
Develop software delivery mechanism
Install/deploy software
Obtain user feedback
Evaluate testing information
Pilot complete
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Thu 6/13/19
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Deployment
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Determine final deployment strategy
Develop deployment methodology
Secure deployment resources
Train support staff
Deploy software
Deployment complete
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Thu 6/20/19
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Post Implementation Review
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Document lessons learned
Distribute to team members
Create software maintenance team
Post implementation review complete
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Tue 6/25/19
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Resource Assignments of Each Task
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Name
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Roles
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Responsibilities
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Deepjot Kaur
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Project Manager
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§ Allocating and monitoring resources and directing the development
§ Appropriately Managing the project
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Saloni
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Business Analyst
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§ Organizing the requirements
§ Analyzing the business case
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Aarish Khan
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Web Developer
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§ Coordinating with the project manager
§ Reviewing the existing systems
§ Developing a prototype system
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Kashish Bawa
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Tester
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§ Monitor and evaluate the programming logic meets the business needs of Globex
§ Execute test system
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Gurwinder Kaur
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Designer
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§ Develops easy user interface of the system
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Estimated Time and GANTT Chart
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Software Name
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Total Days
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Start Time
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End Time
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TAHS Software Development
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107 days
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Mon 1/28/19
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Tue 6/25/19
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Part 4: Risk Analysis and Management
The project related to software development is prone to several risks (Boehm, 1991). Project risk is a condition or an event in which the results may deviate either positively or negatively from the states objectives of the project. The risks can be related to scope, budget, schedule or quality of the software. In order to provide the client with best project, it is important for the Virtucon Consultancy to identify the risks and manage the risk after creating a risk management plan (Speranza, 1993). There are five steps involved in risk management process (shown below).
Figure 2: Risk Management Process
Source: (Aloini, Dulmin, & Minnino, 2007)
Assumptions of Project
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Assumptions
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Explanation
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Variation in budget
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The budget might vary from the decided one due to several reasons in middle or ending of the project.
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Lack of interest amongst team members
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Since the project is a long-term one, so the interest of members can deviate easily due to which the timeline might get affected
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Removal of team member
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The team members can leave the group or can be removed due to any reason including unethical behavior or due to some personal issues
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Schedule may vary
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Due to any bugs, errors or unforeseen situations, the schedule and timeline can vary for the project
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Risk Identification and Five Risks to Project
Different types of risks can affect the project at any of the ten phases (Aloini, Dulmin, & Minnino, 2007). The figure below explains the sources and impacts of the several risks involved in the project. The core layer in the figure below shows that MOV is the center of the project while the outermost layer includes the project life cycle elements.
Figure 3: Risk Identification Framework
Source: (Boehm, 1991)
Analysis of Risks
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Phase
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Risk
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Probability
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Impact
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Score
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Project Start
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Poorly defined scope and requirements
Client has not defined the vision for creation of user interface
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40%
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7
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2.8
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Software requirement analysis
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Poor needs analysis
Inaccurate software specifications
Unrealistic preliminary budget
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40%
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9
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3.6
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Design
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Wrong functional specifications
Inaccurate feedback incorporation
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30%
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9
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3.6
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Development
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Wrong functional specifications
Poorly developed code
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50%
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5
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2.5
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Testing
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Wrong integration test plans
Unidentified anomalies
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70%
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8
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5.4
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Training
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Wrong training specifications
Inaccurate training usability study
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20%
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9
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1.8
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Documentation
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Poorly designed help system
Poorly designed user manuals specifications
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10%
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3
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0.3
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Pilot
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Wrongly identified test group
Wrongly Installed/deployed software
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20%
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7
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1.4
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Deployment
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Inaccurately determined final deployment strategy
Inefficiently trained support staff
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60%
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6
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3.6
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Risk Response Strategy
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Phase
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Risk
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Response/Strategy
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Project Start
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Poorly defined scope and requirements
Client has not defined the vision for creation of user interface
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Deepjot Kaur is responsible for conducting the client meeting to make the clients aware of unclearly defined scopes and requirements so that at the closing date of the project there remains no issues.
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Software requirement analysis
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Poor needs analysis
Inaccurate software specifications
Unrealistic preliminary budget
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Saloni is responsible for conducting the client’s needs analysis and accurately obtaining the software specifications. Deepjot Kaur is responsible for setting the realistic budgets in lieu with the client so that the client is prepared for the expenses as they occur.
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Design
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Wrong functional specifications
Inaccurate feedback incorporation
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Gurwinder Kaur is responsible for the setting of functional specifications and incorporating the feedback of customers. The coding techniques must be used efficiently and software packages should be checked before applying them to the program.
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Development
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Wrong functional specifications
Poorly developed code
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Coding and development of software is responsibility of Aarish Khan and Gurwinder Kaur. In order to minimize the coding errors and poor functioning of software, both of them need to use various software packages to develop and design best suited software.
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Testing
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Wrong integration test plans
Unidentified anomalies
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Kashish Bawa is responsible for conducting all the tests of user interface and features. The crucial features of the software must be tested with extra care and any anomalies identified must be double checked so that the expectations of clients can be met successfully.
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Training
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Wrong training specifications
Inaccurate training usability study
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Training is responsibility of Saloni and Deepjot Kaur. The development of training specification and manuals must be lined up with the other team members especially the developer and designer of software.
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Documentation
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Poorly designed help system
Poorly designed user manuals specifications
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Documentation should be done with care and all user manuals must be double checked with Aarish Khan, Gurwinder Kaur and Kashish Bawa.
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Pilot
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Wrongly identified test group
Wrongly Installed/deployed software
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The test group identified for the pilot of software needs to be picked up carefully. Deepjot Kaur must identify the group who has full knowledge on operating of the software so that the pilot can be checked and tested successfully.
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Deployment
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Inaccurately determined final deployment strategy
Inefficiently trained support staff
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Deepjot Kaur and Saloni needs to determine the deployment strategy after training the support staff. The support staff should be trained enough to cater all the needs and querries of the users.
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Part 5: Quality Management Plan
The goal of the project is to deliver a computer-based system that will be used for managing the entire TAHS program to Globex Corporation so that its MOV can be achieved (Hollenbach, 2007). The quality of project involves different set of processes and activities that determines the policies that are acquired for fulfilling the goals of the client (Leus & Herroelen, 2004). The figure below shows the activities that are involved in project management planning.
Figure 4: Quality Management Process
Source: (Coda, Ghezzi, & Vigna, 2011)
Teams Quality Statement
For delivering the high-quality product to Globex Corporation, the team members are required to understand the overall purpose of the project plan (Speranza, 1993). The ideas and explanation of the project is given below:
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Idea
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Explanation
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Prevention
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The whole project team will be fully committed to the delivery of fully operating and bug free TAHS computer software. It is the duty of whole project team to follow all the preventive measures by inspecting all errors beforehand so that a high quality product can be delivered at the end.
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Customer Satisfaction
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Customers’ satisfaction is the core of any project management. Globex Corporation has the high expectations from the Virtucon group regarding the project, so for meeting all of these expectations, it is responsibility of the team members to satisfy all the needs of customers and focus on the requirements given by customers so that MOV can be achieved.
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Improvement of Process
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Team is responsible for improvement of the whole project process at each phase for delivering the high-quality software to Globex.
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Quality Assurance
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It is the responsibility of whole team to do team work and contribute their efforts in development of the high-quality software for Globex. This can only be done when the resources are provided by the team leader to the team at needs basis.
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Fact Based Management
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Before developing the software, the team is responsible for gathering relevant data and analyze the trends so that the final product is upto the mark.
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Quality Assurance
In order to achieve high quality, the verification and validation of activities must be done. Both of these are discussed below related to TAHS project.
Verification of Activities
Verification of activities is done to check the requirement of TAHS software project and to see whether these requirements are met or not before testing the system (Dvir, Raz, & Shenha, 2003). The standards and metrices are required to be defined clearly for the verification process of activities. The verification will be done under three types as discussed below:
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Technical Reviews
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Business Reviews
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Management Reviews
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Under this review, the TAHS software will be checked against the specified requirements. It includes checking of coding, interface, programming and documentation.
Technical review will be done by Aarish Khan as he is the web developer of the software. Aarish will ask questions related to various bugs and errors that may occur during development of code and programming of the software. Whereas, Kashish Bawa will be responsible for peer-review process in which various errors or bugs will be identified.
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The focus of this review is to ensure that the software is working with full functions as discussed under the project scope. Under this review, various deliverables will be set to make sure that all the standards are met.
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Under this review, Deepjot Kaur will compare the progress of the project against the timeline set under MS Project milestone. All the issues must be resolved during the process and all the resources must be provided by Deepjot Kaur to the team so that project is completed accordingly.
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Validation of Activities
For validation of the activities related to TAHS Computer Software, it is required to check whether the systems’ functions are working efficiently as specified in the project scope. It will be done after the whole system is installed in the three branches of Globex Corp. Validation will be done through testing of the software,
- Testing:
- Kashish Bawa will check all the features of the software by employing various techniques like black-box testing, integration testing, unit testing and functional testing. The testing will be done to ensure
- Whether all the data of students is stored efficiently into the system or not
- Whether the skills are matched efficiently with the required skills of Globex farming unit
- Whether the farm manufacturers are employing the freshly graduated and interested students or not
- Whether the system can be easily used by the students and campus management or not
- Whether the report generation system of students and farmers is working properly or not
Part 6: Closure and Evaluation of Project
Annotated Bibliography
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Coda, F., Ghezzi, C., & Vigna, G. (2011). Towards a software engineering approach to web site development. International Journal of Computing and Business Research, 2(1), 42-63.
This article reveals how the quality of the software project is one of the crucial and most challenging part for many organizations. The quality management must be done at regular intervals during the web application software development so that the projects can be completed successfully. This paper also presented the full quality evaluation model that is used by many companies along with the estimation techniques. The quantitative evaluation theories like Analytical Hierarchy Process was also discussed in this paper. The paper used 67 projects from Tukutuku database and employed different cross-company cost models for estimating the effectiveness of web application software. It was concluded that by evaluating the project quality of web application software effectively, the companies can achieve significant benefits in terms of cost cutting and profit maximization.
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Murugesan, S., & Deshpande, Y. (2002). Meeting the challenges of web application development: the web engineering approach. IEEE software, 2(1), 57-64.
This paper dealt with the quality model for the web application software. The paper described different challenges faced by the project teams during the development of web application software and decomposed the challenges under ISO 9126 quality standards. A new adjusted ISO model was presented in the paper that showed that all the challenges and risks faced during the development of the web project can be solved by applying the quality insurance methods. Moreover, the paper also discussed Six Sigma implementation and fuzzy approach using linguistic variables. Hence, the paper concluded that the organizations can reduce challenges by using Six Sigma approach for enhancing and ensuring quality of project process.
|
|
Altarawneh, H., & Sheikh, A. E. (2008). A theoretical agile process framework for web applications development in small software firms. Software Engineering, 125-132.
This paper conducted an extensive literature survey of web development software methodologies and discussed how the software processes can be improved by the software development firms. The literature survey clarified that the different development methodologies can be used for removing bugs and errors from the software during its development. XP process model and XXPM quality model was proposed in the study for improving the quality of the software projects and it was concluded that the companies can apply these frameworks during web-engineering processes for minimizing errors and enhancing quality of projects.
|
Closure Checklist
|
ID
|
Task
|
Status
|
Date
|
Signature
|
|
1
|
All the tasks of project are completed
|
ð Yes
ð No
|
|
|
|
2
|
Issues and bugs in software are resolved
|
ð Yes
ð No
|
|
|
|
3
|
Goals of the project are completed and achieved
|
ð Yes
ð No
|
|
|
|
4
|
Feedback from stakeholders has been received well and documented
|
ð Yes
ð No
|
|
|
|
5
|
The project success has been successfully communicated with all the responsible personnel
|
ð Yes
ð No
|
|
|
Project Evaluation
The overall performance of the project is based on individual review of the performance (Altarawneh & Sheikh, 2008). The table below shows the review of the team members and their evaluation to be done at the end of project.
|
Team Member
|
Role
|
Performance
(Excellent/ Fair/ Poor)
|
Team Work
(Excellent/ Fair/ Poor)
|
|
Deepjot Kaur
|
Project Manager
|
E / F / P
|
E / F / P
|
|
Saloni
|
Business Analyst
|
E / F / P
|
E / F / P
|
|
Aarish Khan
|
Web Developer
|
E / F / P
|
E / F / P
|
|
Kashish Bawa
|
Tester
|
E / F / P
|
E / F / P
|
|
Gurwinder Kaur
|
Designer
|
E / F / P
|
E / F / P
|
Before closing the project as completed, the post mortem review of the project will be done as follows:
|
Task
|
Effectiveness
Excellent / Fair / Poor
|
|
Project MOV
|
E / F / P
|
|
Objectives
|
E / F / P
|
|
Plans and Methodology
|
E / F / P
|
|
Time Management
|
E / F / P
|
|
Cost
|
E / F / P
|
|
Quality
|
E / F / P
|
|
Implementation
|
E / F / P
|
The overall project’s MOV will be evaluated as follows
|
Objectives
|
Evaluation
|
|
Budget
|
The project manager will check whether the project was completed in the estimated budget that was accepted by Globex or not.
|
|
Schedule
|
Whether the software was able to allow farmer to employ 70% of the enrolled students in first year of the operation of software
|
|
Scope
|
Whether the Globex Corp. was able to provide employment to the students in their selected farming field or not.
|
|
Quality
|
Whether the software was used efficiently by the users of the software in schools and Globex after getting full training.
|
Part 7: References
Aloini, D., Dulmin, R., & Minnino, V. (2007). Risk management in ERP project introduction: Review of the literature. Information & Management, 44(6), 547-567.
Altarawneh, H., & Sheikh, A. E. (2008). A theoretical agile process framework for web applications development in small software firms. Software Engineering, 125-132.
Boehm, B. W. (1991). Software risk management: principles and practices. IEEE software, 8(1), 32-41.
Coda, F., Ghezzi, C., & Vigna, G. (2011). Towards a software engineering approach to web site development. International Journal of Computing and Business Research, 2(1), 42-63.
Dvir, D., Raz, T., & Shenha, A. (2003). An empirical analysis of the relationship between project planning and project success. International journal of project management, 21(2), 59-95.
Hollenbach, C. (2007). Combining quality and software improvement. Communications of the ACM, 40(6), 41-45.
Kerzner, H., & Kerzner, H. R. (2017). Project management: a systems approach to planning, scheduling, and controlling. John Wiley & Sons.
Leus, R., & Herroelen, W. (2004). Stability and resource allocation in project planning. IIE transactions, 36(7), 667-682.
Lewis, J. P. (2000). Project planning, scheduling and control. . McGraw-Hill Companies.
Marchewka, J. T. (2014). Information technology project management. John Wiley & Sons.
Murugesan, S., & Deshpande, Y. (2002). Meeting the challenges of web application development: the web engineering approach. IEEE software, 2(1), 57-64.
Speranza, M. G. (1993). Hierarchical models for multi-project planning and scheduling. European Journal of Operational Research, 64(2), 312-325.
