LEADER FREQUENT SHOPPER APPILICATION (LFSA) AND ICT

INFRASTRUCTURE (ICTI)

Semi
Auto
Manual

Automa
te
Custom
er
Service

LEADER FREQUENT SHOPPER APPILICATION (LFSA) AND ICT

INFRASTRUCTURE (ICTI)
Prepared by:

Raul Bernardino

Prepared for:

Leader supermarket- Information System Management

Date submitted:

July 1, 2011

Business Sponsor:

Leader supermarket

Project Manager:

Raul Bernardino

Business Analyst:

RB

Filename:

Project Plan Version 4

Document Number:

LFSA&I/11

Last Edit:

July 1, 2011 by RB

Comments:

Final version

LEADER FREQUENT SHOPPER APPLICATION (LFSA) AND ICT INFRASTRUCTURE

(ICTI)
VERSION: 4
DATE: JULY 1, 2011
BY RAUL BERNARDINO
DIVISION: INFORMATION AND TECHNOLOGY DEPARTMENT

REVISION HISTORY
Revisio
n

Description of Change

Author

Effective Date

Initial Release free topic On-line application

Bernardino, R.

04/17/2011

Lecture request to resubmit new one

Changed the topic to Leader Frequent

Shopper Application, including executive
summary, Goal and Objectives ,Scope, and
time budget constraints, and project estimation
(people cost and equipment cost)

Bernardino, R.

05/23/2011

1.1

Additional goal statement, changed People

cost to table: 3 and 4, hardware cost table: 5,
software cost on table: 6, and an additional
explanation on triangulation; I will send
revision 1.1 via email to lecture

Bernardino, R.

05/30/2011

New updates on section Project schedule and

Staff Organization

Bernardino, R.

06/01/2011

2.1

Additional information on organization chart

section team structure. New update in section
Risk Management, Project Risk, Risk Table,
and Risk Mitigation, Monitoring, management
strategy

Bernardino, R.

06/08/2011

Page 48 c. rick event name: change to c. Risk

event name:. Page 51 risk table: Strategy
column additional information. Status column,
some transfer changed to mitigate, and others
remain as its outsourced. Page 53 new update
in section 6.0 Tracking and Control
Mechanisms, Quality assurance and control,
Change management and control

Bernardino, R.

06/15/2011

3.1

Review Table 10 and 11 Page 55, annex 1

presentation page 60

Bernardino, R.

06/22/2011

4.

Final revision: Inputs from Delroy Budget

constraint has adjusted in section 1.4 page 8
and from Inna Project Sponsor has adjusted in
section 1.3.1 page 7 also additional project
charter and CCP in Appendix 1 and 2 page 6667

Bernardino, R.

07/01/2011

TABLE OF CONTENTS
EXECUTIVE SUMMARY...........................................................................................................................................
1.0 GOALS AND OBJECTIVES.................................................................................................................................
1.1
1.2
1.3
1.4

PROJECT NAME: LEADER FREQUENT SHOPPER APPLICATION AND ICTI......................................................

BUSINESS GOALS AND PROJECT GOALS:.........................................................................................................
SCOPE:............................................................................................................................................................
TIME AND BUDGET CONSTRAINTS:.................................................................................................................

2.0 PROJECT ESTIMATES........................................................................................................................................

2.1
2.2

PEOPLE COSTS:.............................................................................................................................................
EQUIPMENT COSTS:......................................................................................................................................

3.0 PROJECT SCHEDULE:......................................................................................................................................

3.1 PROJECT TASK LIST:............................................................................................................................................
3.2 TASK NETWORK...................................................................................................................................................
3.3 TIMELINE CHART..................................................................................................................................................
4.0 STAFF ORGANIZATION....................................................................................................................................
4.1 TEAM STRUCTURE................................................................................................................................................
4.2 MANAGEMENT REPORTING AND COMMUNICATION..............................................................................................
5.0 RISK MANAGEMENT........................................................................................................................................
5.1 PROJECT RISKS....................................................................................................................................................
5.2 RISK TABLE.........................................................................................................................................................
5.3 RISK MITIGATION, MONITORING, MANAGEMENT STRATEGY.............................................................................
6.0 TRACKING AND CONTROL MECHANISMS...............................................................................................
6.1 QUALITY ASSURANCE AND CONTROL.................................................................................................................
6.2 CHANGE MANAGEMENT AND CONTROL.............................................................................................................
ANNEX 1:....................................................................................................................................................................
APPENDIX 1...............................................................................................................................................................
APPENDIX 2...............................................................................................................................................................
REFERENCES LIST:.................................................................................................................................................

Executive Summary
The Leader supermarket is one of busy and full of customers in the city. Leader
supermarket is willing to implement an integrate information system in which to
record and to track it owns selling product items, to records and to tracks the
identities of the customers that are purchasing goods in any branch markets of
the leader shop, and it is including , the loyalty and frequency of shopping
customer and new customer registration . Leader supermarket intends to give
away certain items (items that will expired in two months, item not often sell
e.g. buy two get one free) for free if customer buys certain amount of goods or
in money value, also to accumulate the points from the frequent customers and
new customer.
The Leader Frequent Shopper Application (LFSA) system will be an integrating
system into the stock and demand system in order to record and track all
individual customers identities who ever purchases in the Leader supermarket or
in any of the mini supermarkets of Leader branches. It is including to record and
track individual redeem points that accrue or have to exchange their points in to
the available goods.
The individual purchases identities will be recording for tracking purpose, and
accruing the points as the loyalty frequent customers or new customers for the
gifts or other services via established partnerships with the external agencies,
such as air line ticket seller agencies (free tickets for 2 persons a year o the
neighbor countries), electronic shop (TVs, Cameras, Freezer, etc.), and motor
dealers in the city.
The current system is in-efficient to track frequent customers that purchased
goods from main or branches because there is no tracking system in place. The
supermarket cant update customer with new promotion of the products. The
supermarket employees have a difficulty to track the customers information,
either customers are new or the loyal one. It also difficult to reward loyal
customers and the business has no idea if the customers have moved or migrated
to other supermarkets.

1.0 Goals and Objectives

The leader frequent shopper application (LFSA) and ICTI are an integration
application with the current stock and demand system in the main office. The
system will be distributing or sharing the information via internet connection in
the branches mini supermarkets. The leader supermarket will be having a cost
efficient because business can interact and share information directly with
customers with promotion of the new product or discounts via email and links.
The system will be also helping to increase the stock capacity from 10% -15%
over the next 6 months.
1.1 Project name: Leader Frequent Shopper Application and
ICTI
1.2 Business goals and project goals:
1.2.1 To have an accurate information of the customers identities
and each individual rewards points, including email address
1.2.2 To consolidate the recording and tracking system of stocks
and demands including calculate customer rewards points
information
1.2.3 To view, control, and exchange the rewards points to the
available gift from anywhere at any time
1.2.4 To reduce the cost for advertising of the new products
information and promotion on news papers or other media
(TV)
1.2.5 To promote a green environment as part of government
campaign
1.2.6 User can view their rewards information from the Leader
supermarket web
1.2.7 Easy to track customers demands in order to increase the
stock capacity
1.3 Scope:
The Leader Frequent Shopper Application is track recording system for the
frequent shopper or loyalty customers from the system in main supermarket and
branches including register new customers. This system has to integrate with
stock and demand system in order to able to view customers demand and
maintain the stock in the supermarket and branches. New customer registration
entry can be done in any branch of the supermarket, including viewing the
customer information from branches and anywhere else. The accurate, updates,
and consolidates the customers rewards points information can view from
elsewhere including the customers themselves.
1.3.1 Leader supermarket has to hire a business analyst and system
has to define business needs and what database application is

required; in which starting from project charter sign off by

project sponsor
1.3.2 The business analyst and system analyst have to interview
several customers, business owner, sellers or waiters, and
cashiers on how the system needs to work
1.3.3 The business and system analysts have produce document for
vision scope report, work requirement plan, and business
requirement
1.3.4 The business and system analysts to define customer reward
program and how to produce and get new reward cards for
new customers
1.3.5 The business and system analysts to define customer
database, interface to interact with stock and demand
(inventory) database system, workflow processes, interactive
cashier or payment databases, and attractive layout forms for
new customer registration and view
1.3.6 The system analyst and developer design customer database
and reward database. The reward database will record
customers rewards and distribute the rewards points in to the
items or products lines in order to allow suppliers of the item
to know how much their items sold and ready to give away
the gift base on the accumulation rewards
1.3.7 The application has to be internal and external accessibility
and use user base credential from the internet access
(accessible for business owner, cashier, customers, and
suppliers)
1.3.8 Customers database contain information of customers
identification, customer credit details, customer order
numbers, customer order contains, and confirmation of the
delivery for exchange the reward points to the customer via
online, and online customer order
1.3.9 Online order applications forms for the customer who want
to order and home delivery and also able to entry reward pin
number in on the online order
1.3.10The applications have to be adjustable
1.4Time and budget constraints: The system application project schedule and
optimizing the local resources are crucial for this database application
project. The company budget constraint becomes a big challenge for project
manager to put every effort in order to optimize resources.
1.4.1 The IT division has limited time and budget constrain to
develop and delivery this system applications project; this
application project will estimate to take not more than one
year to complete the project

1.4.2 The business and system analysts have to produce with clear
Vision and Scope Report (VSR) including do business risk
analysis, Work Requirement Plan (WRP), and Business
Requirement Document (BRD), including other related
document e.g. project charter, etc
1.5. General and technical requirements:
1.5.1 The Leader supermarket and branches have to make sure all
resource people are available on time for interviews, and
documenting all relevant information for the project
1.5.2 The Leader supermarket has to hire business and system
analysts before project start
1.5.3 The Leader supermarket has buy 2 new servers, and establish
agreement with third parties for business continuity plan
1.5.4 The Leader supermarket has to establish agreement with
supplier about reward program, including establish criteria
for rewarding and gifts
1.5.5 Training and documentation: The Project Manager will be
leading the project team and communicate all necessary
information within project team and record all activities and
documented them for quality assurance and quality control.
1.5.6 The business and system analysts continue monitor the
progress of the system application project and confirm with
the end user and stakeholder
1.5.7 The System analyst and end user will be testing the test
version of the application and confirm the viability and the
reliability including features in the scope statement. The
system analyst will delivery training to the end users
1.5.8 Installation: The system analyst will install and configure the
dedicate servers.
1.5.9 The developer load the application databases to the dedicate
servers and able brows from branches or elsewhere
1.5.10 Branches have to have network connection (via LAN, WAN,
etc ) and internet connection
2.0 Project Estimates
The Leader Frequent Shopper Application (LFSA) will take about one year to
complete the project. The LFSA project will be using experts such as system
engineer two persons, system analyst one person, Business Analyst one person,
Project Manager one person, and other resources like internet connection,
servers and workstation for the end users including time allocation for each
activity.

The risk team members are forming from internal company (Leader
Supermarket), SA, and BA which are under project manager (PM) leadership.

LFSA-PM

Concept

Requirements

Engineering

Document
Elicitation (BA and
SA)

Analysis

Hardware and
software/connecti
on

User
Interface/Featur
es

Contraction/Test

Design

Database
Design

This figure above shows a rough work breakdown structure of leader frequent
shopper application system in order to help a planner to plan subsets of tasks.
The planner can start to estimate the cost for the project.
2.1 People costs:
2.1.1 Historical or researched data: I will reuse lecture historical
data for IT professional fees in the Roanoke, Virginia and
compare to my current developer fees from ISW, in the
Hobart Tasmania, Australia.

Average
salary/hour

Profession
Programmer/
PM

$
140.00

Business
Analyst

40% Average
Adjust.

100 hrs average/

Month

$ 196.00

$
19,600.00

$
80.00

$ 112.00

$
11,200.00

System
Analyst

$
70.00

$ 98.00

$
9,800.00

system
Engineer

$
150.00

$ 210.00

$
21,000.00

Database
Design

$
100.00

$ 140.00

$
14,000.00

Table 2: Average Salary in the ISW

2.1.1 Salary requirements: the experts are paying base on time
delivery in the project. The administrative costs are covered
from 40% above personal salary.

N
o
a

Item

cost

Month

Project team total cost (salary)

Business Analyst

System analyst

System engineering 1

System engineering 2

Project Manager

$5,64
7
$5,64
7
$6,81
2
$6,81
2
$9,05
5

6.41
6.41
6.41
6.41
6.41

Total
$217,76
6.93
$36,197.
27
$36,197.
27
$43,664.
92
$43,664.
92
$58,042.
55

Table 3: Salary base on Lecture note

N

Item

cost

Month

Total

o
a

Project team total cost (salary)

Business Analyst

System analyst

System engineering 1

System engineering 2

Project Manager

$12,0
00
$9,80
0
$21,0
00
$21,0
00
$19,6
00

6.41
6.41
6.41
6.41
6.41

$534,59
4.00
$76,920.
00
$62,818.
00
$134,610
.00
$134,610
.00
$125,636
.00

Table 4: Salary Base on ISW data source

2.2 Equipment costs:

The equipment costs are another resources that needed in the project and value
them in monetary; either it is hiring or leasing; even buy them to facilitate the
implementation of the project.
2.2.1 Hardware: Two servers to install in the main or HQ of Leader
supermarket, switches, router, modem, VSAT, Wireless
access point, LAN and WAN, and data backup tools (cloud
computing, local backup)
N
o
a

Item

Cost

unit

Total
$120,50
0

Hardware total cost

Two new server by experience (HP 6G)

Workstation 10 units base on experience

Switches (Cisco)

Router

Modem

VSAT

Installation

Shipping cost

$12,5
00
$2,00
0
$1,25
0
$10,0
00
$3,00
0
$50,0
00
$5,00
0
$5,00
0

$25,000

10

$20,000

$2,500

$10,000

$3,000

$50,000

$5,000

$5,000

Table 5: Hardware cost

2.2.2 Software: windows server 2008 advance 64 bits, domino
enterprise 8.52, lotus protector for email filtering, and
Antivirus Symantec endpoint projection
N
o
b

Item
Software total cost
Windows 2008 advance server 64 bits
Domino enterprise 8.52
Lotus Protector 100 user vol. license
Antivirus Symantec vol. license 100
users

Cost

unit

Total
$67,000

$7,50
0
$30,0
00
$10,0
00
$12,0
00

$15,000

$30,000

$10,000

$12,000

Table 6: Software cost

Total estimation cost for two historical approaches:
-Base on lecture notes: $405,266.93
-Base on ISW data source: $722,094.00
2.3Estimation techniques and results
2.3.1 Process-based estimation approach: as it recommended that
to use lecture format in the section 1.2.1; where to breakdown project in to manageable tasks. The tasks can be
grouping as follow:
2.3.1.1 User Interface/Control Engineering (UICE)
2.3.1.2 Search Interface/Algorithm Engineering (SIAE)
2.3.1.3 Database design/Management(DDM)
2.3.1.4 Automated Notification Algorithm(ANA)
2.3.1.5 Digital Camera System(DCS)
2.3.1.6 Credit and Reward Card Transaction(CRCT)
2.3.1.7 Automated Backup Recovery system (ABRS)

Table 7: Process-based HR estimation table

Because of the complexity of the project it would be taken half month (1/2) to
complete user interface or UICE and documenting all requirements including
analysis produce document report. And the time estimation to complete the
project is 40% above time in the table 3. Therefore amount of the time required
for the project is (9.15*.1.4)/2= 6.41 months.
Base on this processes-based approach above with two different data history, the
project manager or planner can able to negotiate the project cost with developer
agencies or request for proposal to have good price of the project.
2.3.2 Function Point (FP) estimation approach: the COCOMO II is
a conjunction model with process based model. The FP
define tasks in to people and software functions:
2.3.2.1 User Interface/Control Engineering (UICE)
2.3.2.2 Search Interface/Algorithm Engineering (SIAE)
2.3.2.3 Database design/Management(DDM)
2.3.2.4 Automated Notification Algorithm(ANA)
2.3.2.5 Digital Camera System(DCS)
2.3.2.6 Credit and Reward Card Transaction(CRCT)
2.3.2.7 Automated Backup Recovery system (ABRS)

Table 8: FP for software function

This figure shows us that project estimation cost is $572,482.84 with 57.2
person month.
2.3.3 Triangulation results: By
comparing the two system
approaches the project cost that in FP we got 57.2 personmonth of the time estimation while in process based
estimation approach is 9.15 person-month; I will go for
COCOMO estimation cost approach because it is still
accommodating those two different of history data input to
process based approach. The other alternatively is comparing
two history approaches for project team member cost or
salary: first approach: $217,766.93; and second approach:
$534,594.00 within 6.41 months to delivery project. I will
select $217,766.93 for people cost because it is a minimum
estimation.

3.0 Project Schedule:

3.1 Project Task List:
The Leader Frequent Shopper Application task list as follows:
Task Name

Leader Frequent Shopper

Application
1. Initialization
1.1. Hire BA and SA
1.2. Initialization meeting
1.3. Milestone
2. User requirement Document
2.1. Interview with stakeholders
2.2. Define Vision and Scope Report
2.3 Follow up Meeting on VSR
2.4. Any revisions
2.5. Sign off Vision and Scope Report
2.6. Milestone
2.7. Work Requirement Plan
2.8. Follow up and revisions
2.9 Sign off WRP
2.10. Milestone
2.11. Business requirement Document
2.12. Follow up and revisions
2.13. Sign off BRD
2.14. Milestone
2.15. Project Manager Selection
2.16. Form Project team
2.17. Define Project charter
2.18. Project charter sign off
2.19. Milestone
3. Planning
3.1. Define project scope
3.2. Create WBS
3.3. develop and define project plan
3.4. Develop Project Matrix
3.5. Develop Communication Channel
3.6. Estimate resources
3.7. Milestone
4. Execution
4.1. Concept
4.2. Application design 1
4.3. Application design 2
4.4. RFP Hardware and Software
4.5. Application development
4.6. Quotation selection

4.7. Hardware and Software order

4.8. Hardware installation
4.9. Software installation and
application
4.10. First Testing Application and
adjustment
4.11.Second Testing Application and
adjustment
4.12. Third testing from branches office
4.13. Rollout and Register the web
hosting
4.14. Application Snapshot
4.15. Milestone
5. Training
5.1. Users training
5.2. Technical staff training
5.3. Milestone
6. Monitoring and controlling
7. Closing

3.2 Task network

Network Diagram 1: Intialization

Network Diagram 2: Monitoring and user requirement document

Network Diagram 3: User requirement cont

Network Diagram 4: User requirement cont

Network Diagram 5: User requirement cont

Network Diagram 6: User requirement cont

Network Diagram 7: Planning

Network Diagram 8: Planning cont

Network Diagram 9: Execution

Network Diagram 10: Execution cont

Network Diagram 11: Execution cont

Network Diagram 12: Execution cont

Network Diagram 13: Training

Network Diagram 14: Closing

3.3 Timeline chart

Task Name

Leader
Frequent
Shopper
Application
1.
Initialization
1.1. Hire BA
and SA
1.2.
Initialization
meeting

Duratio
n

Start

Finish

195
days

Fri 7/1/11

Thu
3/29/12

12
days

Fri
7/1/11

Mon
7/18/11

10 days Fri 7/1/11

1 day

Fri
7/15/11

Pre
d.

Cost

$ 285,760.00

$13,360.0
0

Thu
7/14/11
Fri
7/15/11

Resource
Names

Project
Sponsor,
Client IT
Business
Analyst,
Project
Sponsor,

$10,800.00
$2,560.00

System
Analyst
1.3. Milestone 1 day
2. User
requirement
Document

62
days

Mon
7/18/11

Mon
7/18/11

$0.00

Tue
Wed
5
7/19/11 10/12/11

$59,600.0
0

2.1. Interview
Tue
with
10 days
7/19/11
stakeholders

Mon
8/1/11

2.2. Define
Vision and
Scope Report

Mon
8/8/11

5 days

Tue
8/2/11

Business
Analyst,
System
Analyst

$13,600.00

Business
Analyst

$4,000.00

2.3 Follow up
1 day
Meeting on VSR

Mon
8/29/11

Mon
8/29/11

2.4. Any
revisions

1 day

Tue
8/30/11

Tue
8/30/11

2.5. Sign off

Vision and
Scope Report

1 day

Wed
8/31/11

Wed
8/31/11

10

Thu
9/1/11

Thu
9/1/11

11

2.6. Milestone 1 day

2.7. Work
Requirement
Plan

5 days

Fri 9/2/11

Thu
9/8/11

12

2.8. Follow up
1 day
and revisions

Fri 9/9/11 Fri 9/9/11 13

2.9 Sign off

WRP

Mon
9/12/11

Mon
9/12/11

14

2.10.
Tue
1 day
Milestone
9/13/11
2.11. Business
Wed
requirement
10 days
9/14/11
Document
2.12. Follow
2 days Wed
up and revisions
9/28/11

Tue
9/13/11

15

Tue
9/27/11

16

1 day

Thu
9/29/11

17

Business
Analyst,
Client IT,
Project
Sponsor,
System
Analyst
Business
Analyst,
System
Analyst
Business
Analyst,
System
Analyst,
Project
Sponsor

$3,040.00

$1,360.00

$2,560.00

$0.00
Business
Analyst,
System
Analyst
Business
Analyst,
System
Analyst
Business
Analyst,
Project
Sponsor

$6,800.00

$1,360.00

$2,000.00

$0.00
Business
Analyst
Business
Analyst,

$8,000.00
$5,120.00

2.13. Sign off

BRD

1 day

Fri
9/30/11

Fri
9/30/11

18

2.14.
Milestone

1 day

Mon
10/3/11

Mon
10/3/11

19

2.15. Project
Manager
Selection

1 day

Tue
10/4/11

Tue
10/4/11

20

2.16. Form
Project team

3 days

Wed
10/5/11

Fri
10/7/11

21

2.17. Define
Project charter

1 day

Mon
Mon
22
10/10/11 10/10/11

2.18. Project
charter sign off
2.19.
Milestone
3. Planning

Tue
10/11/11
Wed
1 day
10/12/11
Thu
30
10/13/1
days
1
Thu
10 days
10/13/11
Thu
5 days
10/27/11
1 day

3.1. Define
project scope
3.2. Create
WBS
3.3. develop
and define
5 days
project plan
3.4. Develop
3 days
Project Matrix
3.5. Develop
Communication 3 days
Channel

3.6. Estimate
resources

3 days

3.7. Milestone 1 day

4. Execution

87.5
days

Tue
23
10/11/11
Wed
24
10/12/11

Project
Sponsor,
System
Analyst
Business
Analyst,
Project
Sponsor

$2,000.00

$0.00
Business
Analyst,
Project
Sponsor,
System
Analyst
Project
Manager
Project
Manager,
Project
Sponsor
Project
Sponsor

$2,560.00

$3,600.00

$2,400.00

$1,200.00
$0.00

Wed
25
11/23/11

$40,800.0
0

Wed
25
10/26/11
Wed
27
11/2/11

Project
Manager
Project
Manager

Wed
11/9/11

28

Project
Manager

$6,000.00

Thu
Mon
29
11/10/11 11/14/11

Project
Manager

$3,600.00

Tue
Thu
30
11/15/11 11/17/11

Project
Manager

$3,600.00

Fri
Tue
31
11/18/11 11/22/11

Project
Manager,
Business
Analyst,
Project
Sponsor

$9,600.00

Thu
11/3/11

Wed
11/23/11
Thu
11/24/1
1

Wed
32
11/23/11
Mon
3/26/12

33

$12,000.00
$6,000.00

$0.00
$166,440.
00

4.1. Concept

4.2.
Application
design 1
4.3.
Application
design 2
4.4. RFP
Hardware and
Software
4.5.
Application
development

Business
Analyst,
Developer
1,Project
Manager,
System
Analyst

$37,600.00

Developer 1

$12,000.00

$12,000.00

10 days

Thu
Wed
11/24/11 12/7/11

10 days

Thu
12/8/11

10 days

Thu
Wed
12/22/11 1/4/12

36

Developer 2

5 days

Thu
1/5/12

Wed
1/11/12

37

Client IT

20 days

Thu
1/12/12

Wed
2/8/12

38

Developer 2

$7,440.00

4.6. Quotation
3 days
selection
4.7. Hardware
and Software
2 days
order
4.8. Hardware
5 days
installation
4.9. Software
installation and 5 days
application

33

Wed
35
12/21/11

$24,000.00

Thu
2/9/12

Mon
2/13/12

39

Business
Analyst,
Client IT,
Project
Manager

Tue
2/14/12

Wed
2/15/12

40

Project
Sponsor

$2,400.00

Thu
2/16/12

Wed
2/22/12

41

System
Analyst

$2,800.00

Thu
2/23/12

Wed
2/29/12

42

System
Analyst

$2,800.00

4.10. First
Testing
5 days
Application and
adjustment

Thu
3/1/12

Wed
3/7/12

43

4.11.Second
Testing
5 days
Application and
adjustment

Thu
3/8/12

Wed
3/14/12

44

Thu
3/15/12

Wed
3/21/12

4.12. Third
5 days
testing from
branches office

$2,400.00

45

Developer 1,
Business
Analyst,
System
Analyst,
Client IT,
Project
Manager
Developer
1,Business
Analyst,
Project
Manager,
System
Analyst,
Client IT
Project
Manager,
Business
Analyst,
Developer

$21,200.00

$21,200.00

$18,800.00

1,System
Analyst
4.13. Rollout
Thu
and Register the 1 day
3/22/12
web hosting
4.14.
Fri
Application
0.5 days
3/23/12
Snapshot
4.15.
Fri
1 day
Milestone
3/23/12
2.5
Mon
5. Training
days
3/26/12
5.1. Users
Mon
0.5 days
training
3/26/12
5.2. Technical
Tue
1 day
staff training
3/27/12
Wed
5.3. Milestone 1 day
3/28/12
6. Monitoring
183
Mon
and
days
7/18/11
controlling

7. Closing

1 day

Thu
3/22/12

46

Developer 1

$1,200.00

Fri
3/23/12

47

Developer 1

$600.00

Mon
3/26/12
Wed
3/28/12
Mon
3/26/12
Tue
3/27/12
Wed
3/28/12
Wed
3/28/12

Wed
Thu
3/28/12 3/29/12

48

$0.00

49

$1,800.00

49

Developer 1

$600.00

51

Developer 1

$1,200.00

52

$0.00

$0.00

53

Project
Manager,
Project
Sponsor,
Business
$3,760.00
Analyst,
Client IT,
Developer 1,
System
Analyst

Gantt chart 1

Gantt chart 2

Gantt chart 3

Gantt chart 4

Gantt chart 5

Gantt chart 6

Gantt chart 7

Gantt chart 8

Gantt chart 9

Gantt chart 10

Gantt chart 11

4.0 Staff Organization

4.1 Team structure

CEO (project
Sponsor)

LFSA Project
Manager

Business
Analyst

System
Analyst

Virtual Team
Developer

Leader
Supermarket
Manager

Client IT
Staff

System
Developer

Cashier

Shop Waiter

4.2 Management reporting and communication

Project Management office will control all project documents, including
collecting all information and record them according to the matrix. All
periodical reporting are base on the structure line, in which report the project
progress to LFSA project manager. The project manager will lead the project
team meeting every Friday 2 PM and it will be taking about 2 hours time. Any
urgent mater can be schedule and discuss immediately with team members and
project manager. All decision that has been made will brief them to the team
lead and distribute via emails to all project team members. For the virtual team
can join the meeting via audio or video conferencing.
5.0 Risk Management
Risk is uncertain issue that is may occurring the project objectives. Either, it has
a positive or a negative impact to the project.
Managing a risk is one of the investments in the project. Because there is a cost
in which comes with the risks; once we are able to identify them, analyze them,
and established the plan when the risk occurred. These cost are including
resource allocation plan (equipments), time allocation (additional time for
delivery for instance), and people cost.
Risk identification stage: Project team may start with project document review,
either it is recent and historical information from the company that is related and

may affect the project. There are five common approaches to identify project
risks. They are as follow:
a. Brainstorming: is one of technique for project team to generate ideas or
find solution for specific issue without judgment. The ideas and solutions
are come spontaneous. Here Project team makes a comprehensive list of
the potential risk for further quantitative and qualitative analysis. The
group facilitator also helping to categorize the risk in order to be
manageable. This technique for introvert people may difficult to express
the brilliant ideas; however it is good for the extrovert people.
b. Delphi Technique: This technique has to use panel expert who can
explore future development. Specific question to specific panel experts to
ideas from them and put in the work around table. It is good to have a
written deliberation of the responds to the question than have an oral
deliberation. Because the oral deliberation may have a bias effects.
c. Interviewing: this a fact finding technique to collect information from
individuals via face to face, email, phone calls, or other means of the
communication. It is important to interview people that had involved in
the similar project experience before. This tool can identify risk from
preview projects.
d. Root Cause: This root cause technique also knows as Fishbone or
Ishikawa diagram whereas to trace complains about the quality issue back
to production owner responsibility. This technique also often uses 5 whys
whereas, we repeatedly use question why to investigate the root of
cause.
e. SWOT: This technique are often use for specific project to explore the
what are the company or project strengths, what are weaknesses part in
the project or company, and what are the opportunities and threats in the
exists in the company and project. After doing this scenario project team
easily identifies risks and opportunities at once.
Other additional techniques for risk identification are:
a. Use the checklist: base of the risks that found in the previews similar
projects
b. Assumption: it is good to do further analysis on the assumptions to assure
the validity of them. Incomplete, inaccurate of the assumption may lead
more risks
c. Use diagrams: using a diagram such as flowchart diagram, influence
diagram etc.

After identified all risks that may involve in the project, the risk manager has to
register and documenting them. The risk register is a document that contains
several risk management process and often display in the table or spreadsheet.
The document also contains:
a. Risk event identification number: Project team may need to identify risk
quickly by searching the id of the risk, then risk manager has to produce
unique id number for each risk event
b. Risk Rank: made rank number available, usually number 1 is the highest
rank of risk event
c. Risk event name: is a descriptive name of the risk event
d. Risk event description: Often risk event name is short or use abbreviation
there for we need to provide the risk description in details
e. Risk category: grouping risk under categories, for instance server falls in
the hardware technology
f. Root cause of the risk: for example server issue the root is memory or
processor
g. Risk triggers point: what symptom that may indicate the trigger point. For
instance task delay or behind the schedule
h. Risk owner: who will responsible the on the risk event
i. Risk Potential responds: for instance hardware warranties,
j. Risk probability to occur: the risk probability to happen may high,
medium or low
k. Impact of the Risk: the impact high, low or medium
l. Risk status: Is it occurring? Is responds complete?
Risk Analysis stage: There are two approaches as follows:
a. Qualitative approach: is using a probability of the risk to be happening in
the project and the risk impacts to the project. Usually project manager or
risk manager use high, medium and low in the matrix.
b. Quantitative approach is using a decision tree and expected monetary
value to estimate probability of the risk in the project and convert them in
to the additional cost of the project cost.
Risk Responds Plan stage: In this stage project manager and risk manager/team
will be deciding to accept, avoid, transfer, and mitigate base on negative
quantifies risks. In other hand whereas the positive risks, the project manager
and risk manager/team will be deciding to explorer, share, enhancement, and
accept

5.1 Project Risks

Base on the risk management descriptions above Leader Frequency Shopper
Application (LFSA) project risks in the overall will minimum, because the
project team such as business analyst, system analyst, developer, and local IT
team have commitment to work as per time table. The business owner or
sponsor is willing to invest and to have this kind of the system in order to
increase the stocks up to 15%.
How to gather user requirement and document risk? The business analyst and
system analyst will be hired by business sponsor start documenting all business
needs. They will be working on business documents (SVR, WRP, and BRD) in
which to identify user requirement and business needs including to assess the
current system and future technology system.
To minimize the conceptual and planning risk, the project manager will be
starting with scope statement in the project charter base on the business
requirement document that comes from BA and SA. The Project manager can
use the opportunity to reconfirm with stakeholder about the scope statement
before it gets approved.
Design and Development Risk: The developers have to design base on the scope
and on time deliver and also with define cost
The resource risk: All allocation resources have to be in place in order to
facilitate the project activities such as hardware (servers), Software (window
server 2008, etc), this also outsourcing the developer.

5.2 Risk Table

Id

00
1
00
2

00
3

Nam
e

Category

SVR,
WRP,
BRD

Descript.
vision and
scope report,
work
requirement
plan,
business
requirement
document

PC

Project
Charter

Documen
t

Plan
ning

00
4

Conc
ept

00
5

Desi
gn
and
deve
lopm
ent

scope
statement,
WSB, Etc
customer
rewarding
system,
customer
database,
sponsor
access to
rewards
points and
stock,
interact with
stock,
system
interact with
customer on,
view the
point, get
promotion or
discount
Reward
database,
customer
database,
interface
with stock,
sponsor
access to
track stock
and rewards

Documen
t

Documen
t

Documen
t

Applicatio
n/softwar
e

Prob

high

high

high

high

high

Imp

Strategy

high

Hire BA
and SA;
outsourc
e to the
technical
expert

high

high

high

high

define
clear
scope
Create
good
matrix
plan for
project
including
com.
Channel
define
clear
procedur
e for
rewardin
g
custome
r,
sponsor
can view
their
item,
custome
r can
view
their
point
hire
develop
er or
third
party to
do
design
and
develop
ment

Res
p

Status

Act. Date

Mitigat
e

Jul 1,'11

Accept

Oct 11,'11

Proj
ect
Man
ager

Accept

Oct 13,'11

BA
and
SA,P
M

Accept

Nov 24,'11

Proj
ect
Man
ager
and
BA

Mitigat
e

Dec 22,'11

Busi
nes
s
Spo
nsor
Proj
ect
Man
ager

00
6

Hard
ware

Procurement
process and
order

00
7

Soft
ware

Procurement
process and
order

00
8

addit
ional
Feat
ures

new
additional
feature may
required

00
9

Inter
net

Leader and
Branch
market will
have internet
access

Resource
s

Resource
s
Applicatio
n/softwar
e

Technolo
gy

high

high

low

Med

high

high

high

high

on time
delivery,
configur
ation,
and
installati
on; the
warranty
of the
hardwar
e is
outsourc
ed
on time
delivery
and
installati
on
including
configur
ation
(can be
outsourc
ing)
base on
the
project
scope
contract
or
leasing
internet
with
local ISP
(outsour
cing)

IT
Clie
nt
and
dev
elop
er

IT
Clie
nt
and
dev
elop
er
dev
elop
er
and
PM
IT
Clie
nt
and
dev
elop
er

transfe
rence

Feb 16,'11

Mitigat
e

Feb 23,'11

avoid

transfe
rence

Mar 1,'11

5.3 Risk Mitigation, Monitoring, Management Strategy

Monitoring and control the risks are involving the execution of the risk
management process. The table above will be allowing the project manager and
risk assessment team to monitor all activities that have risks.

6.0 Tracking and Control Mechanisms

The project manager can follow up and monitors Leader Frequent Shopper
Application project by using the Gantt chart in Microsoft project. The
expectation of the control and tracking mechanisms are to lift up the quality of
the project. According to International Organization for the Standardization
defines that: quality as a characteristic of the entities that are satisfying the needs
of the customers or stakeholders. The Project Quality Managements are to
ensure that the project will satisfy the needs that have been identified in project
scope statement. The quality has to be an equal level of project scope, time, and
cost. For instance stakeholders are not satisfied about the product; the project
team has to redefine the scope, time, and cost. Project quality management
involves several processes such as:
a. Planning qualities: the quality planning starts from identifying standard of
quality that is relevant to the Leader Frequent Shopper Application project
and how to satisfy those standards. The relevant quality standard has to
incorporate in the designing system, such as the system responds time,
LFSA system is integrated with the stock and logistic system, new
customers register and customer points update can be done in any
branches, and sponsor can track customer rewards and customer
information from anywhere and able to monitor their stock in the market.
It is also including the accuracy of information system, how long of the
support would take from the provider, process improvement plan, quality
check document, quality metric, and etc. The metric is a standard
measurement whereas to define goods and services, success and failure
rates of the project product to produce, including given a rate to the
customer satisfaction.
b. Performing quality assurance: follow up LFSA project progress meeting
every Friday in which to ensure all project team with update information,
including quality standard check, risk monitoring, and ensure the quality

process in the project life cycle. The project management or to

management can reinforce the importance of the project team roles in the
project. The main output expected is organizational asset updates, change
request, project management plan updates, and project document updates
c. Performing quality control: monitor the quality of each section of LFSA
built and compare to the agreed parameter or comply with the relevant
quality standards; beside that find the way to improve overall LFSA
project quality. This technique often uses tools such as quality control
chart, statistical sampling etc.

Table 9: Gantt chart

In this table 9, we can easily see or track, what activities should be executed
from start time to finish time, including who is responsible on the tasks and how
much the cost are estimate to deliver the tasks.
Type

Year
2011

Work

Quarter
Q2

Week
Week 26

Resources
Unassigned
Project
Manager
Business
Analyst
System Analyst
Developer 1
Client IT
Project Sponsor
Developer 2

Week 26
Total
Q2 Total
Q3

Unassigned

Data
Work
Availability
0

Work
0

Remaining
Availability
0

8
8
8
8
8
8

0
0
0
8
4
0

8
8
8
0
4
8

0
0
0
480
600
0

56
56
0

12
12
0

44
44
0

1080
1080
0

Cost
0

Project
Manager
Business
Analyst
System Analyst
Developer 1
Client IT
Project Sponsor
Developer 2
Q3 Total
Q4

Unassigned
Project
Manager
Business
Analyst
System Analyst
Developer 1
Client IT
Project Sponsor
Developer 2

Q4 Total
2011
Total
2012

Q1

Unassigned
Project
Manager
Business
Analyst
System Analyst
Developer 1
Client IT
Project Sponsor
Developer 2

520

520

520
520
520
520
520
520
3640
0

312
176
0
80
92
0
660
0

208
344
520
440
428
520
2980
0

31200
12320
0
4800
13800
0
62120
0

520

344

176

51600

520
520
520
520
520
520
3640

112
88
160
0
48
56
808

408
432
360
520
472
464
2832

11200
6160
24000
0
7200
8400
108560

7336
0

1480
0

5856
0

171760
0

512

152

360

22800

512
512
512
512
512
512
3584

152
208
152
144
16
184
1008

360
304
360
368
496
328
2576

15200
14560
22800
8640
2400
27600
114000

2576

114000

8432

285760

Q1 Total
2012
Total
3584 1008
Grand
Total
10920 2488
Table 10: Tracking resource allocation variance time and cost over time

In this table 10, we can easily track, what resources are available in case there is
changing request and adjustment of the requirements, however the change of
requiring an additional resource has to be less than 1%.

Tasks

All

Data
Budget
Cost
1080
62120

Baseline
Cost
1100
62500

108560

108600

171760

172200

2012
Q1
114000
2012
Total
114000
Grand
Total
285760
Table 11: Business metric view

115000

Year
2011

Quarter
Q2
Q3
Q4

2011
Total

115000
287200

Cost
1080
62120
10856
0
17176
0
11400
0
11400
0
28576
0

Actual
Cost
0
0
0
0
0
0
0

In this table 11 is the interest of the business sponsor, how must cost still
available, or it is over spent. If there would an additional requirements may need
an extra cost, base on the baseline cost of the difference is maximum $1440 (less
than 1%). This people cost is 30% higher than the original people budget
$217,766.93. This difference will be getting a contribution from three branches
with 10% each ($21,776.693) and end up with $283,097.009.
6.1 Quality Assurance and Control
As it is explained in the above section that all activities are monitored and need
to meet the customers requirements. Please find below metric for business and
technology.
Business Metric
Category

Cost
Duration

Productivities

Metric
The variance of the
overall cost
compare budget
and actual are not
more than 10%
(Plus, Minus)
+- 2% of the
deliverable time
allocation
The system will he
help to increase
stock in the market
with 10%-15%
Lot of new
customers are
register

Marketing
department can
easily advertise
new product or
discounts to line
customers

quality of
deliverables

Client Satisfaction

Sponsor can easily

view customer
rewards at any time
and from any where
95% of the project
is reviewed through
quality check, and
met requirements
3% defects are
detect after initial
acceptance
90% of the LFSA
system is comply
with existing stock
and logistic system
Use the best
practices
Overall customers
are satisfy about
the product
Business sponsor
satisfied and sign
off closing project,
Including approved
business
requirement
Get a support,
trainings on how to
use the system
from the vendor

Table 12: Business metric of FreqShop

Technology Metric
n Freq. Shopper
o Application

Customer database
1 transaction

performance
Criteria
- customer able
to view their
individual
rewards
-customers able
to exchange or
order their
reward points to
available gifts

-customers able
to receive
update
information of
supermarket
discount or
promotion
-customers able
to revise their
respective
address and
contact details
-New customers
registration
from any branch
and main office
-New customers
registration
from any branch
and main office

Supplier database
2 transaction

-Supplier
register, contact
number and
address
-Supplier
updates contact
number and
address
-Supplier able to
view stocks and
customer
rewords points

Super Market Memory

3 Information System

-Supplier deliver
gift to customer
address
Integration
system from
stock database
and customer
rewards points
information

-Accessible 24 x
7 from any
branches

4 Design application
5 Building the code

-support system
from the
developer or
third party 98%
reliable
-system up and
running 95%
reliable
-Intranet for
sharing
information
among HQ and
branch
All procedure,
function, and
coding are met
stakeholder
requirement
Using capable
experts,

Table 13: Technology metric

6.2 Change Management and Control

Normally, there are certain people or group that responsible for the changing
during a project execution, either the proposal or revision is rejected or
approved, in other work documenting the revision of the software control. To be
effective in the process of executing project, the project manager has to have
written and informal communication among the project team. In the case of the
LFSA control changes are not many differences because the scope statement is
clear. However if it is there, the change control board will acting and produce
the clear guidance for change request forms, evaluation of the change request
and managing the implementation of the changes that has been approved. The
change control board also has a meeting in every Friday with other project team,
in order to hear or listen to the risk management team, other expert designer to
see if there are change requests. If the changes have no additional cost the
change control broad can approve immediately and update the changes in the
document and also share with the project team. If the changes are has an
additional portion of the cost and it is important to have then seek project
sponsor approval.

Annex 1:

Slide 1

Slide 2
Speaker notes: Welcome and greet the participants, including stakeholders and
business sponsor; Start talking. Our agenda today, we will be talking about the

new system application that is called Leader Frequent Shopper Application for
Leader supermarket. We will very brief on the introduction, set goal and
objectives, current situation, propose solution, solution component, cost and
investment, how to implement the project, and conclude with summary
including Question and Answer.

Slide 3
Speaker notes: Let me introduce myself, my name is Bernardino, I have been
managed several IT application projects in the World Bank group for about 5
years; my last project was knowledge center application or document
management application in the National Petroleum Authority.
Let me briefly talking about a Leader Frequent Shopper Application (LFSA)
system that we would like to implement. The LFSA is an integration system
whereas to be integrated in to the current stock and demand or warehouse
system. The LFSA will be recording and tracking all customers that have been
purchased goods from Leader supermarket or from market branches.
Every item that sold will be giving customers a reward points. At the end the
reward points will transformed in to the gifts, whereas from goods sponsors.
This application is a web base application, in which customers can view their
reward points from anywhere and sponsor also can interactively view their

stocks in the markets, they can view frequent shopper reward points, and
including send gift to designate customers or winner.

Slide 4
Speaker notes: The goal of this system is expecting to increase the capacity of
the stock.
The objectivities of having the LFSA system is easy to track and records the
new customers or old loyal customer information, including the accessibility at
any time and in anywhere. The customer can exchange their reward points to the
available gifts. The sponsor can view their stock in the market including send
gift to the customer address. The sponsor can advertise new products via web or
distributed the information to the customers via email address. The interaction
between market owner, sponsors, and customers can help sponsor to determine
their products in to the market.

Slide 5
Speaker notes: The current system has no proper tracking records system for the
customers in order to give away gifts and also to evaluate customer needs in
each location. No direct interaction between market owner, customers, and
sponsors. Lot of cost spent on the advertisement and communication (where
sponsor has to call market if the stock still available or need to be added). The
sponsor does not know who the customer that has a high reward points and who
is loyal to get bonus or discounts; no network connection between branches,
sponsors, and main market.

Slide 6
Speaker notes: The solution that we are looking for is to integrate with current
existing system, in which is stock and demand database or warehouse database.
The system has lot of options to interact with customers and sponsors.

Slide 7

Speaker notes: This diagram is to illustrate how the system will work and how
customer, shop cashier, and sponsor can interact to each other. It also illustrates
the hardware and software involvement; refer to page 12 of the proposal.

Slide 8
Speaker notes: The cost reference is on the page 10-12 of the proposal; tow
comparators cost for salaries, the difference more than 50%. This is because
each country has it owns salary scale. ISW from Australia and Lecture notes
reference from USA. Here, we decided to use lecture notes cost for the salary
which is lower. The total cost for the project is $405,266.93;
The people cost can be distributed to branch offices; Let say every branch (three
branch) market contributing 10% of people cost so it end up with 30%; the main
market will be also looking other additional 10% on the top of 70% of people
cost in order to give margin of tolerance. This investment is going to be earned a
maximum profit every year with stock the capacity increase to 15%.

Slide 9
Speaker notes: This LFSA project will take about six and half months to
conclude the implementation. The time line activities for the implantation can
be seen on page 31 section 3.3.
The important part of hiring the business analyst and system analyst is to
produce business requirement document (BRD) for the project. Project charter is
agreement document to start project or project kick off.
On the planning and development section, we will also, the look at the
probability of the risks that can be associated with the plan and development
refers to page 50 of the proposal.
The monitoring and control is the section whereas to confirm the qualities of
each tasks that delivered by project team, refer page 52-59, including how to
communicate the encountered issue during project implementation by using
organization chart refer to page 45 . The close-out procedure is important to
close the project formally.

Slide 10
Speaker notes: As we have covered from the introduction, set goal and
objectives, current situation, propose solution, solution component, cost and
investment, how to implement of the project, then we can conclude that: this is a
good way to do an investment in order to bring up the selling point and make a
profit out of it. Thank you very much for kind attention and hope to get an
approval. Now it is opening for the questions and answers.

Appendix 1

Doc Number
Version
Print Date
Page

0001
01
07/01/11
Page 68 of 71

Project Charter

Project
Created By
Phone

Mission
Objectives
Deliverables
Stakeholders
Roles and
Responsibilitie
s
High-Level
Work
Breakdown
Structure
Assumptions
Communication
s
Risks
Documentation
Boundaries
Decision
Making Process
Signatures

LFSA
Raul Bernardino
670 755 3293

Sponsor signature

Date
Email

July 1, 2011
Raul.bernardino@anptl.org

Appendix 2

Project Change Request

Project Name:

Control Number:
Prepared By:

Date:
A. Requestor Information
Proposed Change Description and References:
Justification:
Impact of Not Implementing Proposed Change:
Alternatives:
B. Impact Analysis
Impact on Cost:
Impact on Schedule:
Impact on Resources:
C. Review
Final Review Results:
Review Date:

Classification:

HIGH

MEDIUM

LOW

D. Recommendation and Approval

Recommendation:
Name/Title

Signature

Date

References List:
Schwalbe, K. Information Technology Project Management, Revised 6th edition
Lecture note, PM_WK2-8_Lecture_notes
Cost Risk as Part of the Cost Estimating Process, [on-line]. Available from:
http://ceh.nasa.gov/ceh_2008/volume_2/1_4_cost_risk_as_part_of_the_cost_estim
ating_process.htm (Accessed Date: May 25, 2011)
Labelle,F. Minimum Weight Triangulation [on-line]. Available from:
http://www.cs.mcgill.ca/~sqrt/mwt/mwt.html (Accessed date: May 25, 2011)
Using Terrain Information in an Electrification Planning Tool, [on-line]. Available
from: http://synergy.intergraph.com/orl/proposal/201619.pdf (Accessed date:
May 25, 2011)
Project Plan for Triangulation Games [on-line]. Available from:
http://perceval.gannon.edu/xu001/teaching/shared/sommerville/templates/tria
ngulation_Plan.pdf (Accessed date: May 25, 2011)
Hillson, D. (Oct. 3, 2002), Use a Risk Breakdown Structure (RBS) to Understand
Your Risk, [on-line]. Available from: http://www.risk-doctor.com/pdffiles/rbs1002.pdf (Accessed date: June 6, 2011)
Seapine CM 201, Software Change and Configuration Management, [on-line].
Available from: http://www.seapine.com/cmsuite.html?
utm_source=GoogleAdwords&utm_campaign=ChangeMangementAdgroup&utm_
medium=Search&utm_content= (Accessed date: June 15, 2011)
Software configuration management, [on-line]. Available from:

http://en.wikipedia.org/wiki/Software_configuration_management (Accessed date:

June 15, 2011)

Software Configuration Management, [on-line]. Available from:

http://www.sei.cmu.edu/reports/87cm004.pdf . (Accessed date: June 15, 2011)