Developing of Online Enrolment System

Developing of Online Enrolment bodyPrefaceThis softw atomic number 18 invent counsel devise is intended to act as an draft of the development of a new honours system for Buena look College Administration. This plan pull up stakes pull up stakes the mental synthesis and basis of the development of the new system. This includes outlining the deliverables, providing a inventory and organisational structure, and producing the associated plans needed for development of this go through. This plan is intended to be use by the forge team, as a development guide, throughout the manners of the give, and by management as a reference to the details of the jut out as easy as the progress of the bulge out.1.0 envision OverviewThe overview of the project provides a brief outline of the major details of the project, including identifying the project, stating what is expected form the project, and a summary of dickens schedule and budget.1.1 Purpose, Scope ObjectivesThe purpose of this project is to upgrade the real enrolment system for Buena face College. The upgrade go forth consist of an added function, allowing administration mental faculty to automatically compute students eligibility for entrance into honours programs.This new system go away be integrated into the existing enrolment system. The project team get out be restricted to adding the honours function only fixing defects or adding other functionality is out of the arena of this project. The scope of the project does however include the implementation of any additional packaged software.The objective of this project is to meet the universitys business need of improving efficiencies, in suppose to lower operating comprises and remain competitive. These needs are further defined belowv Overall quicker processing of applications to honour programs. on-going methods are manual, making them both time consuming and pr unity to error.v A more effective handling of honors applicationsv Devel op a quick accessible assessment report of current applicantsv Develop a readily accessible honors entrance summary report1.2 Assumption and ConstraintsThere are several assumptions and constraints relating to the project team developing an honours system for Buena Vista College. They can be found in table 1.1 (below).Table 1.1 Assumptions, constraints and impactsAssumptionsImpact on plan if falseThe group size will remain at five pieces through-out the life of the projectThe plan will need to be rescheduled to adjudge the change. Tasks will as well surrender to be reallocated.The invitee has not specified a due date. The project will require heavy rescheduling, and possibly an outsourcing arrangement.The university will approve financing the system.The project will not go ahead. leaf node will be able to be contacted at all timeswhitethorn delay ingatheringion, therefore extending the schedule.ConstraintsImpact on plan if false send off team is constrained by design of curre nt administration systemProject would be developed in a manner best suited to the project team. The plan would need to be recompiled, to conform to the new design.1.3 Project DeliverablesThe interest list specifies the elements of the project to be formally sleep togetherd as a deliverable. A full list of both deliverable and non-deliverable work products is included in section 7.3.Table 1.2 Project DeliverablesStatement of User Requirements and Acceptance Criteria clumply identifies the requirements of the system, specified by the client. This register needs to be reviewed and accepted cby the client.Software Project direction endDetails the processes, tools and techniques that are to be used in the development of the project.User DocumentationA manual for users clearly explaining system. organisation (Software)Formal hand over of new system to the client.1.4 Schedule and figure SummaryThe schedule and budget for this project is based upon the waterfall Software Design liven ess Cycle (SDLC) being adopted for this project.Table 1.3 Schedule and Budget SummaryPhaseBegunFinishedCostRequirements04/11/200208/11/2002$1,642.67Analysis11/11/200225/11/2002$5,923.44Design26/11/200213/12/2002$6,608.00Coding16/12/200203/03/2003$36,216.00Testing and Implementation04/04/200325/04/2003$6,308.31TOTALSProject life is approx 125 days$56,968.42The worst- upshot and best-case scenarios deviate less than 10% from the above summary.The full schedule and budget can be found in section 5.2.2 and 5.2.4 respectively, and in APPENDIX.1.5 Evolution of the Project intentionThis plan will be completed when it passes two criteriav All elements of the Software Project Management curriculum templet (Walden), are included in this document, andv The document passes a quality review, outlined in the Quality Assurance Plan (Section 7.4).At the completion of this document it will be labelled version 1.0 and shall be put under change bind, whereby it may only be changed through the proc esses outlined in the mannikin Management Plan (Section 7.1).This process shall be made available to all members of the project team, as well as any member of management who requests it. plan updates will be conducted at reviews undertaken at distributively milestone specified in the Project Reviews (Section 7.5). Unscheduled updates may be conducted at any defend during the development of the project, as long as the project manager approves changes. Regardless of whether the updates are scheduled or not, any change to this plan mustinessiness keep up with the change control plan outlined in the Configuration Management Plan (Section 7.1).2.0 ReferencesBuena Vista College (1997) Configuration Management Plan v2.0, Buena Vista College Press, LOCATIONBuena Vista College (2001) Quality Management Plan v3.1, Buena Vista College Press, LOCATIONBuena Vista College (1999) Verification and Validation Plan v1.2 Buena Vista College Press, LOCATIONBuena Vista College (2002) piss Product Plan v4.0 Buena Vista College Press, LOCATIONIEEE Computer Society (1999) Volume Two Process Standards, IEEE Inc. newfangled York, U.S.A.Walden, J. (1999) Software Project Management Plan Template v3.0, Department of instruction Resources.PMBOKRout Hodgen (2002) lec notesROUT CASE STUDYSCHWALBEALAVI M 1999RUDOPLH EBERHADT LEC NOTES ON ESTIMATINGADD STANDARDS REFERED TO IN THE SUPPORTING PROCESS PLANSALPHABETISE REFERENCES.3.0 Acronyms and DefinitionsThe table below shows all acronyms used and their definitions, in alphabetical order.Table 3.1Acronyms Definitions (Alphabetical)AcronymsDefinitionsBVC CMPBuena Vista College Configuration Management PlanBVC QMPBuena Vista College Quality Management PlanBVC VVPBuena Vista College Verification and Validation PlanBVC WPPBuena Vista College Work Product PlanClientBuena Vista College AdministrationCOCOMOConstructive Cost ModelCOSMOSSoftware Cost Modelling SystemFPAFunction Point AnalysisIT crowdBuena Vista College Information Tech nology GroupPMProject ManagerPPRPost-project ReviewProject team upMembers of the IT Group working on the systemQEQuality EngineerSDDSoftware Design DescriptionSDLCSoftware Design Life CycleSPMPSoftware Project Management PlanSRSSoftware Requirements SpecificationSURACStatement of User Requirements and Acceptance CriteriaSystemBuena Vista College Administration honours system being developed by the project teamTDTest DocumentationTPTest PlanUDUser Documentation4.0 Project OrganisationProject organisation involves identifying the external and internal interfaces as well as the roles and responsibilities of each member of the project team.4.1 External InterfacesExternal interfaces summarise the relationship between the project team, the client, and any other entities associated with the project.This project does not substantiate a true external interface existing between two parties, as both the acquirer and developer are part of the same larger organisation. The project shall exist in an environment separated from non-university bodies.The following table highlights the project teams organisational interactions and the interface/ liaison to each organisation.Table 3 External interfacesOrganisation lineament/sInterfaces withProject TeamDevelop of systemClient IT DepartmentIT DepartmentOversee project at highest levelClient Project TeamBuena Vista CollegeClient Managerial superior of IT dept and project teamProject Liaison interfaces with Project Team IT DeptThe Project Manager will be amenable for interfacing with anything outside of the project team. This includes the client liaison, the IT Director, and any other external body.It is important to mention that the IT Director has strong personal interest in this project, as he wishes to prove to the university that the IT department is a capable body. We expect that he will impact heavily upon the interface between the client and the project.Buena Vista College are both the client, and organisational superi ors to all involved in the project.4.2 Internal StructureThe internal structure of Buena Vista College outlines the managerial hierarchy of the project team, identifying whom each member is reportable to. The structure also distinguishes the other loven elements of the organisation, and their relation to each other.4.5 business offices and ResponsibilitiesThe following table identifies the roles of each person in the team, and the subsequent responsibilities related to that role.Table 4 Roles and responsibilitiesRoleResponsibilitiesProject Manager* conflict resolution* task allocation* project monitoring and improvement* project team leadership* liaise with both client and superiorsQuality Engineer* review all deliverables for quality* beget quality plan* system testingSystem Analyst/ Designer* abridgment* design* testingProgrammers* coding* source code documentation* testing5.0 Managerial Process PlansThis section contains the managerial plans that shall be employed during this project. These plans are all capacity to change and improvement. The plans have been created employ both external knowledge, and personal judgement. External knowledge used includes IEEE standards and the PMBOK guide.5.1 Start-Up PlanThe projects cost and schedule shall be descendd by how much effort will be take for this project. In order to determine the effort, the system size must be seed. This shall be done employ function-point abbreviation (FPA), and Constructive Cost Model (COCOMO) analysis.5.1.1 Measuring System SizeThe FPA will yield an melodic theme to the systems size, which includes an figure to the number of lines of code required. The FPA will be based upon the statement of user requirements all data requirements, functions, and reports shall be approximated based upon the users specifications. Please be aware that the FPA is executed after the user the requirements have been gathered, and that the project has already begun.5.1.2 Measuring Effort Required an d Determining SchedulesMeasuring the amount of effort needed for this system can be measured in term time required. Because the FPA provides an approximation to the size of the system, it can be used as the basis for measuring time required. Accordingly, the FPA results will be fed into a COCOMO analysis. Again, transport be aware that this analysis is done once the project has begun, and does not include the effort required to gain, study, and synthesise the user requirements.The COCOMO analysis shall provide an estimate on the amount of time required to complete the project. The time required shall be displayed in a three arrange breakdown design, programming, and integration and testing. These phases shall accordingly be broken down into activities, which shall be further broken down into tasks. Effort/time required for activities will be guided by the estimate provided in the COCOMO analysis. These estimations will be based upon the outlines given in section 7.2 of the PMBOK (Cost Estimating). In turn, the effort/time required for tasks shall be based upon the estimate for the exertion that the task is part of.The COCOMO analysis has only been used to determine the effort required from schedule task 2.2 (Process Implementation), to schedule task 5.3 (Configuration Evaluation). To be more specific, the COCOMO product design phase includes section 2.2 to 3.2 the COCOMO programming phase includes all of section 4 and COCOMO integration and testing phase includes all of section 5. The schedule may be found in Appendix.A diagrammatic mapping the breakdown of work, or Work Breakdown Structure (WBS), is included in APPENDIX. The WBS shall then(prenominal) be used to calculate the project schedule, shown in APPENDIX.5.1.3 Measuring Project CostCost is associated with three key indicators, size, quality, and productiveness (Rudolph, 2002, p9). Unfortunately quality and productivity are too difficult to measure.Because system size can be measured in terms of e ffort, which is measured in terms of time, the hours required to complete the effort tasks can be translated to money (As staff pay can be calculated hourly.). By looking at the schedule, a monetary note value shall be assigned to each resource used, eg. staff, hardware, training, etc.5.1.4 Tools Employed in Calculating Size, Effort CostThe tool (application) that shall be used to conduct this analysis is known as COSMOS, created by East Tennessee Universitys Computer Science Department. The output of this application, the FPA, COCOMO, and Rayleigh Information, is shown in APPENDIX.The Rayleigh Information outputted by COSMOS shows how much time needs to be committed to the main building phase.5.1.5 StaffingCurrently, five staff are available for this project one Project Manager, one Systems Analyst/Designer, one Quality Engineer, and two programmers. Not all staff will be required to work on the project at once. In the initial phase, the Project Manager and System Analyst are expe cted to do most work.As the project progresses more staffing shall be required. Programmers shall be employed during the intermediate phases, as well as a quality engineer. During this phase the project manager shall continue to manage and control the project, and the Analyst shall provide support, possibly in supporting areas such as process improvement. The Quality Engineer is likely to oversee the programmers, as well any processes that are subject to quality reviews.As the final phase is entered, the programmers shall be laid off, and also other staff, once their roles are no longer required. The project manager shall then hand over the completed product to the client.An approximation of the staff required through each phase is shown below. Detailed staffing schedules can be found in appendix.Table 5.1 Staff number and details by phasePhaseStaff requiredDetailsInitial phaseMaximum 2 staffProject Manager AnalystIntermediate phaseMinimum 5 staffAll staffFinal phase1 or 2 staffPro ject Manager (Minimum)5.1.5.1 Staff SourcesThe staff for this project will almost certainly come solely from the IT department. We doubt that contract personnel will be required for this project, as the IT group have more staff, which we expect to be free. If no additional internal staff available when the project requires extra staff, then contract personnel shall be considered. As all staff are familiar are with the development environment, we also doubt special expertise will be required.In the unexpected case that contract personnel are required, we shall approach an appropriate agency and seek the right person immediately. Little technical or managerial training will be required, as any contract staff must be experienced in the technical fields needed. Should the position be a managerial position, then managerial experience will be a prerequisite for such a job.5.1.5.2 Staff TrainingAll staff are shortly familiar with the development environment so we do not expect that any tec hnical training will be necessary. We do not know whether managerial training will be of benefit to the staff in this project, as such, no training will be provided. However, managerial process reviews shall be used in this project. These may uncover managerial weaknesses. Should this be the case, action shall be taken during the project, if feasible, otherwise, it shall be provided upon conclusion of the project.5.1.6 Required SkillsThe client has specified a fairly basic system that is to operate in a Windows environment. Furthermore, the client stated that the system is a stand-alone system to run on one PC. Therefore, basic technical skills will be required. Our technical staff are certainly competent in such environments.Project management skills will also be required for this project, as well as knowledge in quality, and systems analysis and design.5.1.7 Other Resources RequiredWe do not expect any resources not already discussed in this document to be used. No additional hard ware, facilities, contracts, or software is expected to acquired, both on the clients side and on the develop teams side.5.2 Work PlanThis section explains about work activities, schedule, resources, and budget details for the project. Some parts of the sub-section will refer to appendix or other sections.5.2.3 Work Activitiesfalls model has been used to satisfy the requirement of BVC. Work activities involved in the work breakdown structure arev Requirementsv Analysisv Designv Codingv Testingv Project ManagementFor a full description of their relationships and details, refer to section 6(technical plan) and appendix WBS.The espousal criteria for the project lists the necessary task that are to be completed for the client to accept the product. A copy of the Acceptance Criteria is attached in section 6.luck management processes relevant to these activities, including jeopardy tracking, is included in section section 5.4The relationship between a task and its predecessors and succe ssors is illustrated in appendix msProject.5.2.2 Schedule apportionmentAfter establishing WBS, the tasks were entered into Microsoft Project 97, and the estimated schedule was created. This was completed by assigning a time period to each task. The schedule has been provided in the appendix msProject.5.2.3 Resource apportionmentResource allocation assigns resources, as in staff and tools provided, to control activities within the WBS. These resources for each task are listed in section 6.5.2.4 Budget AllocationBudget Allocation place a key role in any project. It estimates cost of resources and tools needed to conclude project activities. The budget for this project was calculated utilize Microsoft Project 97, using resource allocation, and expected pay-rates. A copy of the budget is provided in msProject.5.3 Control PlanThis section describes how the project will be monitored and controlled using the following plans.5.3.1 Requirements Control PlanAny changes to the product requi rements will be managed through the configuration management change control process, summarised in section 7.1.A requirements tracability matrix will be provided in all documents referencing the requirements, this will provide a direct link back to each requirement of the system.Impact analysis and change approval processes are described in Configuration Management, section 7.1.5.3.2 Schedule ControlSchedule control for this project will require inputs to control, control techniques, and outputs such as updates and corrections.The schedule will be monitored using the following inputs.v Project schedule See Appendix for the project schedule. This will provide the basis for measuring and report schedule performance.v Performance reports These reports provide information on schedule performance, such as whether deadline dates are being met or not. They shall also help the team stick to schedules, and alert us issues that may cause future problems.v Change requests Schedule changes may be required to extend or shorten the project. Change requests for this project must exist formally as a document, and may originate internally or externally.A schedule control system shall use the above the inputs to manage changes to schedule. When changes to occur, additional planning must be done for compensation. A MS Project tear will be updated to accommodate these changes.5.3.3 Budget ControlBudget control will be undertaken by the project manager, and include take uping any changes to the cost schedule, monitoring the cost baseline and determining any changes to the schedule and managing those changes.Changes to the budget schedule shall be influenced as much as possible by the project manager, to create the least effect on the plan.To monitor the budget, the project manager will receive periodic reports on the status budget, detailing what is under, over and on budget. Based on this information, Based on this information, the project manager will be able to assess any di fference from the planned budget and determine if the variance is significant enough to require further investigation. If further action is required, then the type and extent is left to the project managers discretion, based on the special case.Earned Value Management (EVM) will be used to monitor the budget compared to the amount of work completed. Through these techniques, the project manager will be able to determine if there are any changes to the schedule.If the schedule has changed, the project manager will need to reassess the schedule, taking into account these new developments. The project manager will also have to ensure that the changes to the budget will not affect the scope of the project by having to leave out nigh tasks due to budget constraints.Cost reporting of each task will be determined based on its size and budget. Large and expensive tasks will be reporting more frequently than small and cheap tasks. The period between reports is chosen by the project manager on a single basis.5.3.4 Quality Control PlanThe details of the Quality Control Plan are outlined in the Quality Assurance Plan, (section 7.4). The Quality Assurance Plan describes the measuring and controlling mechanisms used to assure the quality of the work processes and products. These mechanisms include audits, joint reviews, process assessments, and quality assurance of the processes.5.3.5 Reporting PlanThis plan highlights the reporting mechanisms, formats and frequencies of the reporting structure of the project.These relationships are displayed in table 5.2, below.Table 5.2 Reporting and Communication planCommunicationFromTo epoch PeriodAction plansAuditsMinutes of meetings take chances AssessmentSchedule checksProgress of assigned tasksAll group membersProject ManagerWeekly5.3.6 Measurement PlanAll project measures, where not influence by either Buena Vista College, or any other external requirements, will be agreed upon by the project team based on the projects main iss ues. These details will be formally recorded in the Measurements Recording Form (Appendix ).The metrics used in the measurement plan will be collected at two processes in the development lifecycle, at the verification and validation processes, and at the end of the project. These measures will be collected in the first place through interviews and reports at each of these times. The collected data will then be validated and stored by the project manager.5.4 Risk Management PlanThe encounter management plan is designed for the development team to recognize any risk that may have a clashing affect to the projects schedule, budget and quality. The risk management covers the identification of risk computes, the assessment of the possible severity and likelihood of the risks, definition of management strategies for avoiding and containing risk, and the means for ongoing monitoring of the risk factors.5.4.1 Risk Factors identifyRisk factors that were identified early in the project are listed below. During the life of the project the PM may find more risk factors that may affect the schedule and budget of the project. The PM will record each new risk factor in a Risk Identification Form (Appendix ).The risks in short identified arev Conflict with team membersv Staff skills and competencev Functional Risev Conflicts with client/Customerv Low qualityv Low productivityv Consistent to standardsv Business Risks (absence caused by illness of accident of involved stakeholder.)v prejudice of client.v radical/Old technology conflicts.v Client Acceptancev Availability and use of Resources.5.4.2 Risk AssessmentEach risk factor identified was assessed on the likelihood and severity of it becoming an issue. Each assessment gave a value of 1 to 10, where 1 was low and 10 was high, indicating its importance. The assessment for each risk factor gave the reasons for the risk, impact of the risk, monitoring of the risk, and the resolution of the risk. With this detailed assessme nt of the risk factors a top ten risks identification and report was created. Also a risk matrix was created of each risks likelihood and severity.The project risks can be founding APPENDIX.5.4.3 Risk Management StrategyImpacts of the risks on the project will be the cost, schedule and quality of the product. The PM must understand that risks are part of the day-to-day operations of the project.As part of the risk management strategy, the PM must conduct weekly reviews on the status of the current top-ten risks, and continually be aware of the development of any new risks. Any new risks identified must be formally recorded in a Risk Identification Form (Appendix ). Once identified, if in the top-ten, a risk has a contingency plan developed in case it becomes an issue, and is continually monitored. If a risk eventuates and becomes an issue, it will be recorded, its contingency plan will be started, and a group member will be assigned to handle the issue. These procedures are outlined in Issue Management, section 7.6. The PM must also be able to produce a report on the current status of the risks to any stakeholder if required.5.4.4 Top Ten Risks IdentificationThe top-ten risks identification highlights each risk and its details. It identifies each risks probability of occurring, 1 10(high), its severity and exposure (probability of detail * severity), the problem resolution technique, who is responsible for monitoring the risk, and the time period of the risk.Table 5.3 Top Ten RisksIDItemProbLossExp resolutenessWhoDate1Conflicts with team members6848Group MeetingPMCont2Resource Availability4936ReschedulePMCont3Low Productivity4832InspectionPMCont4Consistent standards5630InspectionPMCont5Low Quality4728InspectionPMCont6Client Acceptance4728Client meetingPMHand -OverPhase7Conflict with Client4728Client meetingPMCont8Staff skill and competence3927TrainingPMCont9Functional Rise2918ReschedulePMCont10Absence of a stakeholder2918ReschedulePMN/ACont = Continuous (on -going)Below is casing report kept by the PM to monitor risks in the project. The PM must have a current copy of the report. He must be able to show the report when requested by a stakeholder.Table 5.4 Risk ReportItemRankNowLastTimeTimeListResolutionConflicts with team members1New0Have a group meeting. Resolve differences among the team membersResource Availability2New0Get more resourcesLow Productivity3New0Use Software process improvement methods.Consistent standards4New0Check QA plan.Low Quality5New0Design a Quality Model to achieve software quality standardsClient Acceptance6New0Rework project until the client is satisfied.Conflict with Client7New0Talk with client and settlement issueStaff skill and competence8New0Train StaffFunctional Rise9New0 reconstruct Schedule for project.Absence of stakeholder10New0Redo Schedule for project.5.4.5 Risk MatrixThe risk matrix identifies the top-ten risks in terms of their likelihood of occurrence and severity. Items towards the top-left of the matrix are both probable and severe, and should be monitored carefully. Items towards the bottom-right are improbable and have a negligible impact on the project.Table 5.