This document outlines the project plans for the Virtual Museum Tour (VMT) application. It includes sections on project organization, risk analysis, resource requirements, work breakdown structure, project schedule, monitoring and reporting, and additional plans. The project will use agile methodology and be led by a project manager. Risks are identified and strategies proposed to mitigate them. Hardware needs include PCs and routers while software costs are estimated. The project must be completed by February 2018 to meet the funding deadline.
This webinar discusses managing project scope and preventing scope creep. Scope creep occurs when additional functionality is added that was not in the original project requirements, potentially jeopardizing deadlines and budgets. Common causes of scope creep include poorly defined requirements, lack of change control, and gold plating by developers. Scope creep can be avoided by writing a detailed scope statement, ensuring accurate requirements, and establishing a formal change request process. Managing expectations and having a good rapport with stakeholders can help control scope changes.
This document discusses enterprise project management (EPM) and the role of a project management office (PMO). It provides an overview of the EPM model, which includes project, program, and portfolio management supported by organizational structures, people, technology, and processes. It then describes the functions and responsibilities of a PMO in more detail, including how it can help standardize processes, provide resources and training, and act as a central repository. The document also includes sections on project management processes and documents, risk management, and critical success factors for establishing an effective PMO.
The Project Management Centre of Excellence (PMCOE) provides project management services, training, and resources to government agencies in British Columbia. The PMCOE team consists of 16 project managers who aim to increase project success rates and internal project management capacity across government. Key services include project support, assigning project managers, a community of practice for knowledge sharing, and training programs on project management methodology and certification. The overall goal is continuous improvement in project outcomes and maturity for the province.
We will look at how some of the world's most well known brands are transforming themselves in collaboration with Pivotal.
Speaker: Faiz Parkar, Director EMEA GTM, Pivotal
The rise of new digital technologies
is one of the most exhilarating challenges facing
companies today. No sector or organization
is immune from the digital phenomenon,
which dictates its own pace and presence in
the management agenda. The question is no
longer when companies need to make digital
a strategic priority – this tipping point is past
– but how to embrace it and turn it to competitive
advantage.
The warehouse has experienced 330 late shipments in the past 30 days, with over 142 late shipments coming from large orders consisting mostly of item A. These large orders cannot be picked within the allotted time as it currently takes 30 minutes to pick a large order. The goals of this project are to reduce order pick time for large orders from 30 minutes to 15 minutes by the end of the year, decrease shipping time from 4 days to 2 days in the warehouse by the end of the year, and improve on-time delivery to customers by 25% by the end of the year. Key stakeholders include the warehouse supervisor Jimmy Lois, the company president Shauna Walter, the director of warehousing Kemp Miller, and the VP of
This document provides advice for new product owners on their role and responsibilities in Scrum. It discusses establishing a clear product vision through collaboration. An effective vision should describe the target customer and value proposition in a concise, memorable way. It also covers principles for effective story writing like defining requirements of ready and focusing on user experience. Release planning techniques like story mapping and calculating team velocity are presented. The document emphasizes that an empowered, dedicated product owner with a strong vision is key to achieving great results with Scrum.
Digital Transformation Strategy & Framework | By ex-McKinseyAurelien Domont, MBA
Go to www.slidebooks.com to Download and Reuse Now a Digital Transformation Strategy & Framework in Powerpoint | Created By ex-McKinsey & Deloitte Strategy Consultants.
This webinar discusses managing project scope and preventing scope creep. Scope creep occurs when additional functionality is added that was not in the original project requirements, potentially jeopardizing deadlines and budgets. Common causes of scope creep include poorly defined requirements, lack of change control, and gold plating by developers. Scope creep can be avoided by writing a detailed scope statement, ensuring accurate requirements, and establishing a formal change request process. Managing expectations and having a good rapport with stakeholders can help control scope changes.
This document discusses enterprise project management (EPM) and the role of a project management office (PMO). It provides an overview of the EPM model, which includes project, program, and portfolio management supported by organizational structures, people, technology, and processes. It then describes the functions and responsibilities of a PMO in more detail, including how it can help standardize processes, provide resources and training, and act as a central repository. The document also includes sections on project management processes and documents, risk management, and critical success factors for establishing an effective PMO.
The Project Management Centre of Excellence (PMCOE) provides project management services, training, and resources to government agencies in British Columbia. The PMCOE team consists of 16 project managers who aim to increase project success rates and internal project management capacity across government. Key services include project support, assigning project managers, a community of practice for knowledge sharing, and training programs on project management methodology and certification. The overall goal is continuous improvement in project outcomes and maturity for the province.
We will look at how some of the world's most well known brands are transforming themselves in collaboration with Pivotal.
Speaker: Faiz Parkar, Director EMEA GTM, Pivotal
The rise of new digital technologies
is one of the most exhilarating challenges facing
companies today. No sector or organization
is immune from the digital phenomenon,
which dictates its own pace and presence in
the management agenda. The question is no
longer when companies need to make digital
a strategic priority – this tipping point is past
– but how to embrace it and turn it to competitive
advantage.
The warehouse has experienced 330 late shipments in the past 30 days, with over 142 late shipments coming from large orders consisting mostly of item A. These large orders cannot be picked within the allotted time as it currently takes 30 minutes to pick a large order. The goals of this project are to reduce order pick time for large orders from 30 minutes to 15 minutes by the end of the year, decrease shipping time from 4 days to 2 days in the warehouse by the end of the year, and improve on-time delivery to customers by 25% by the end of the year. Key stakeholders include the warehouse supervisor Jimmy Lois, the company president Shauna Walter, the director of warehousing Kemp Miller, and the VP of
This document provides advice for new product owners on their role and responsibilities in Scrum. It discusses establishing a clear product vision through collaboration. An effective vision should describe the target customer and value proposition in a concise, memorable way. It also covers principles for effective story writing like defining requirements of ready and focusing on user experience. Release planning techniques like story mapping and calculating team velocity are presented. The document emphasizes that an empowered, dedicated product owner with a strong vision is key to achieving great results with Scrum.
Digital Transformation Strategy & Framework | By ex-McKinseyAurelien Domont, MBA
Go to www.slidebooks.com to Download and Reuse Now a Digital Transformation Strategy & Framework in Powerpoint | Created By ex-McKinsey & Deloitte Strategy Consultants.
The document provides an overview of a risk management toolkit created by management consultants. The toolkit includes frameworks, tools, templates, tutorials, and best practices to help users define their risk management strategy and identify, assess, prioritize, mitigate and monitor risks. It outlines a 7-phase risk management approach. The summary highlights that the toolkit aims to provide a systematic approach to risk management and informed decision making.
Presenting Project Brief PowerPoint Deck designed to deliver an impactful presentation. Project brief is a statement of what is required to define the possible requirements of your project. Our 55 slides presentation deck ensures to give each aspect of project brief that you would like to have it when you are looking to share information with your people. Some of the key aspects are included in this deck to such as project identification, risk identification, roles and responsibilities, project management, task list, timeline, risk assessment, communication plan etc. Every project holds an importance for the business development and requires professional approach when handling. Be it research, development, job assignment or anything. It should be planned in the systematic way. This presentation deck covers all the basics and gives you a layout as what needs to be done first and how you should move forward. From the first step till you deliver the project; all the information is available in this PowerPoint deck. Download it now to deliver your next project brief presentation in the professional way. Our Project Brief PowerPoint Presentation Slides contain the best of bygone eras. They evoke the charm of days gone by.
The document outlines the six key processes for project schedule management: 1) plan schedule management, 2) define activities, 3) sequence activities, 4) estimate activity durations, 5) develop the project schedule, and 6) control the project schedule. It also includes a mind map showing the inputs, tools, techniques, and outputs for each key process.
Project and Program Risk Management
Reasons to Manage Risks
ISO31000 for Risk Management
Risk Management in Project Lifescycle
Tools to manage Project Risks
Digital transformation is evolving rapidly due to trends like SMAC (Social, Mobile, Analytics & Cloud) and IoT. Organizations need to offer digital products and services to stay relevant to customers with unprecedented expectations. This requires innovative IT development and deployment to support new applications and business models.
Change and Project Management Toolkit - Framework, Best Practices and TemplatesAurelien Domont, MBA
This Toolkit was created after 2,000+ hours of work by ex-McKinsey, Deloitte & BCG Consultants specialized in Change & Project Management. It is considered the world's best & most comprehensive Change & Project Management Toolkit. It includes all the Frameworks, Tools & Templates required to improve the Capability of your organization & excel as a Change Manager or Project Manager. This Slideshare Powerpoint presentation is only a small preview of our Toolkit. You can download the entire Toolkit at www.slidebooks.com
The document discusses strategic program management (SPM). It defines SPM as a tool that enables organizations to successfully deliver customer projects, create business value, and gain a competitive advantage. The key aspects of SPM discussed are the overview, core concepts and tools, process, and critical success factors. The SPM process involves planning, executing, controlling, and closing programs while applying tools for areas like change management, communication, risk management, and stakeholder management. Critical success factors for SPM include clarity, executive support, leadership, effective communication, and accountability.
Personally designed (content + graphics design), officially accredited P3O® Foundation courseware.
Portfolio, Programme and Project Offices (P3O®) is part of the AXELOS Global Best Practice Guidance.
Trademarks are properties of the holders, who are not affiliated with courseware author.
P3O (Portfolio, Programme and Project Offices) is a framework that provides principles, processes and techniques to help organizations successfully establish support structures to manage projects, programmes and portfolios. It offers models for portfolio, programme and project management offices, and defines roles and responsibilities. Implementing a P3O can provide benefits such as closer alignment of initiatives with strategic objectives, reduced costs from stopping non-beneficial initiatives, and fewer duplicative or conflicting projects. Maven Training is an accredited provider of P3O training and qualifications, with experienced trainers, high pass rates, and resources to help students effectively learn and apply the P3O framework.
The document provides an introduction to value management and Management of Value (MoV). It defines key concepts like value, value management, benefits, outcomes and dis-benefits. It explains that MoV is a process-based approach that focuses on what things do (their functions and value drivers) rather than what they are. MoV aims to maximize value in line with objectives and stakeholder requirements. It does this through a number of processes and techniques applied in a structured manner. Using MoV provides benefits such as more efficient delivery, clearer objectives and scope definition, optimal balance between investment and costs, and innovation aligned with goals.
Digital Transformation Toolkit - Overview and ApproachPeterFranz6
The document provides an overview of a 6-phase approach to digital transformation along with frameworks, tools, templates, tutorials and best practices. The 6 phases include: (1) carrying out a business case for change and setting up the digital transformation, (2) defining the digital transformation strategy, (3) carrying out detailed business cases and financial models for projects, (4) implementing, tracking and managing progress, (5) defining and implementing a change management strategy and plan, and (6) defining and implementing a communication strategy and plan. The toolkit is intended to help organizations undertake a successful digital transformation with support from management consultants in a more affordable way than solely relying on tier 1 consulting firms.
Why Digital Transformation is not an IT Transformation Vishal Sharma
Digital transformation is not simply an IT transformation. It is a front-office, customer-facing transformation that can drive business growth, while IT transformation focuses on back-office efficiency. Digital transformation is driven by new technologies like social, mobile, analytics and cloud that create new digital business models and customer experiences. It requires changes across the organization in areas like culture, skills, and partnerships. While challenging to achieve, digital transformation has the potential to significantly impact companies through new revenue streams, global reach and optimized processes.
The State of Digital Transformation 2018 - 2019 by Brian SolisBrian Solis
"Digital is an enterprise-wide strategic priority — but there's work to be done," according to Brian Solis and Altimeter, a Prophet company.
Now in its fifth year, our annual “State of Digital Transformation” research continues to document the constantly evolving enterprise. As disruptive technologies and their impact on organizations and markets continue to progress, our research aims to capture the shifts and trends that are shaping modern digital transformation.
In 2019, strategic digital transformation is only becoming more pervasive moving beyond IT to impact competitiveness throughout the organization. Budgets are soaring. The list of disruptive technologies on the radar of stakeholders is expanding. Ownership is moving to the C-Suite and managed by cross-functional, collaborative groups. Customer experience (CX) continues to lead digital transformation investments, but as we observed in 2017, employee experience and organizational culture are also rising in importance to empower and accelerate change, growth, and innovation.
Digital Transformation as an Enterprise-Wide Movement
This year, it’s clear that digital transformation is maturing into an enterprise-wide movement. Digital transformation is modernizing how companies work and compete and helping them effectively adapt and grow in an evolving digital economy.
What’s also evident is that there is still much work to do as companies are, by and large, prioritizing technology over grasping the disruptive trends that are influencing markets and, more specifically, customer and employee behaviors and expectations.
Learn more here: https://insights.prophet.com/the-state-of-digital-transformation-2018-2019
The PM2 methodology guide provides an introduction to the PM2 project management methodology developed by the European Commission. It describes the key elements of the PM2 methodology including the project lifecycle, roles, and processes. The guide is intended to help project managers and teams understand and apply the PM2 methodology. It is maintained by the Centre of Excellence in PM2 which supports the use of PM2 within the European Commission and other EU institutions. The Open PM2 initiative aims to make the PM2 methodology more widely available to organizations outside the EU as well.
PMO Handbook - How to Plan, Build, and Run a PMOAnthony Natoli
The purpose of this presentation is to provide a prescriptive guide on how to plan, build, and run a PMO from scratch or from an existing PMO that requires a reboot.
The Agile Product Manager/Owner Dilemma (ProdCampNYC)Rich Mironov
As product managers grapple with Agile and scrum's product owner, how do we define roles, decide waht needs to be done, think broadly about go-to-market instead of narrowly about software creation, and map out a job that mortals could succeeed at?
(This was presented at Product Camp NYC in July '09.)
Project management web application that features the management of projects, tasks, issues, conferences, teams, developers, messages, notes, documents, and clients.
This document describes the development of a web scraping tool to extract useful mobile app market data from Appannie's website. The tool automates browsing to Appannie pages using Selenium, scrapes app name, description and version history from individual app pages, and saves the data to CSV files. It iterates through Appannie's top charts from the past year for the US and Chinese markets to build a structured dataset for analysis and to help app developers. The project uses an agile development approach with weekly iterations to expand the tool's functionality and optimize performance over time.
The document provides an overview of a risk management toolkit created by management consultants. The toolkit includes frameworks, tools, templates, tutorials, and best practices to help users define their risk management strategy and identify, assess, prioritize, mitigate and monitor risks. It outlines a 7-phase risk management approach. The summary highlights that the toolkit aims to provide a systematic approach to risk management and informed decision making.
Presenting Project Brief PowerPoint Deck designed to deliver an impactful presentation. Project brief is a statement of what is required to define the possible requirements of your project. Our 55 slides presentation deck ensures to give each aspect of project brief that you would like to have it when you are looking to share information with your people. Some of the key aspects are included in this deck to such as project identification, risk identification, roles and responsibilities, project management, task list, timeline, risk assessment, communication plan etc. Every project holds an importance for the business development and requires professional approach when handling. Be it research, development, job assignment or anything. It should be planned in the systematic way. This presentation deck covers all the basics and gives you a layout as what needs to be done first and how you should move forward. From the first step till you deliver the project; all the information is available in this PowerPoint deck. Download it now to deliver your next project brief presentation in the professional way. Our Project Brief PowerPoint Presentation Slides contain the best of bygone eras. They evoke the charm of days gone by.
The document outlines the six key processes for project schedule management: 1) plan schedule management, 2) define activities, 3) sequence activities, 4) estimate activity durations, 5) develop the project schedule, and 6) control the project schedule. It also includes a mind map showing the inputs, tools, techniques, and outputs for each key process.
Project and Program Risk Management
Reasons to Manage Risks
ISO31000 for Risk Management
Risk Management in Project Lifescycle
Tools to manage Project Risks
Digital transformation is evolving rapidly due to trends like SMAC (Social, Mobile, Analytics & Cloud) and IoT. Organizations need to offer digital products and services to stay relevant to customers with unprecedented expectations. This requires innovative IT development and deployment to support new applications and business models.
Change and Project Management Toolkit - Framework, Best Practices and TemplatesAurelien Domont, MBA
This Toolkit was created after 2,000+ hours of work by ex-McKinsey, Deloitte & BCG Consultants specialized in Change & Project Management. It is considered the world's best & most comprehensive Change & Project Management Toolkit. It includes all the Frameworks, Tools & Templates required to improve the Capability of your organization & excel as a Change Manager or Project Manager. This Slideshare Powerpoint presentation is only a small preview of our Toolkit. You can download the entire Toolkit at www.slidebooks.com
The document discusses strategic program management (SPM). It defines SPM as a tool that enables organizations to successfully deliver customer projects, create business value, and gain a competitive advantage. The key aspects of SPM discussed are the overview, core concepts and tools, process, and critical success factors. The SPM process involves planning, executing, controlling, and closing programs while applying tools for areas like change management, communication, risk management, and stakeholder management. Critical success factors for SPM include clarity, executive support, leadership, effective communication, and accountability.
Personally designed (content + graphics design), officially accredited P3O® Foundation courseware.
Portfolio, Programme and Project Offices (P3O®) is part of the AXELOS Global Best Practice Guidance.
Trademarks are properties of the holders, who are not affiliated with courseware author.
P3O (Portfolio, Programme and Project Offices) is a framework that provides principles, processes and techniques to help organizations successfully establish support structures to manage projects, programmes and portfolios. It offers models for portfolio, programme and project management offices, and defines roles and responsibilities. Implementing a P3O can provide benefits such as closer alignment of initiatives with strategic objectives, reduced costs from stopping non-beneficial initiatives, and fewer duplicative or conflicting projects. Maven Training is an accredited provider of P3O training and qualifications, with experienced trainers, high pass rates, and resources to help students effectively learn and apply the P3O framework.
The document provides an introduction to value management and Management of Value (MoV). It defines key concepts like value, value management, benefits, outcomes and dis-benefits. It explains that MoV is a process-based approach that focuses on what things do (their functions and value drivers) rather than what they are. MoV aims to maximize value in line with objectives and stakeholder requirements. It does this through a number of processes and techniques applied in a structured manner. Using MoV provides benefits such as more efficient delivery, clearer objectives and scope definition, optimal balance between investment and costs, and innovation aligned with goals.
Digital Transformation Toolkit - Overview and ApproachPeterFranz6
The document provides an overview of a 6-phase approach to digital transformation along with frameworks, tools, templates, tutorials and best practices. The 6 phases include: (1) carrying out a business case for change and setting up the digital transformation, (2) defining the digital transformation strategy, (3) carrying out detailed business cases and financial models for projects, (4) implementing, tracking and managing progress, (5) defining and implementing a change management strategy and plan, and (6) defining and implementing a communication strategy and plan. The toolkit is intended to help organizations undertake a successful digital transformation with support from management consultants in a more affordable way than solely relying on tier 1 consulting firms.
Why Digital Transformation is not an IT Transformation Vishal Sharma
Digital transformation is not simply an IT transformation. It is a front-office, customer-facing transformation that can drive business growth, while IT transformation focuses on back-office efficiency. Digital transformation is driven by new technologies like social, mobile, analytics and cloud that create new digital business models and customer experiences. It requires changes across the organization in areas like culture, skills, and partnerships. While challenging to achieve, digital transformation has the potential to significantly impact companies through new revenue streams, global reach and optimized processes.
The State of Digital Transformation 2018 - 2019 by Brian SolisBrian Solis
"Digital is an enterprise-wide strategic priority — but there's work to be done," according to Brian Solis and Altimeter, a Prophet company.
Now in its fifth year, our annual “State of Digital Transformation” research continues to document the constantly evolving enterprise. As disruptive technologies and their impact on organizations and markets continue to progress, our research aims to capture the shifts and trends that are shaping modern digital transformation.
In 2019, strategic digital transformation is only becoming more pervasive moving beyond IT to impact competitiveness throughout the organization. Budgets are soaring. The list of disruptive technologies on the radar of stakeholders is expanding. Ownership is moving to the C-Suite and managed by cross-functional, collaborative groups. Customer experience (CX) continues to lead digital transformation investments, but as we observed in 2017, employee experience and organizational culture are also rising in importance to empower and accelerate change, growth, and innovation.
Digital Transformation as an Enterprise-Wide Movement
This year, it’s clear that digital transformation is maturing into an enterprise-wide movement. Digital transformation is modernizing how companies work and compete and helping them effectively adapt and grow in an evolving digital economy.
What’s also evident is that there is still much work to do as companies are, by and large, prioritizing technology over grasping the disruptive trends that are influencing markets and, more specifically, customer and employee behaviors and expectations.
Learn more here: https://insights.prophet.com/the-state-of-digital-transformation-2018-2019
The PM2 methodology guide provides an introduction to the PM2 project management methodology developed by the European Commission. It describes the key elements of the PM2 methodology including the project lifecycle, roles, and processes. The guide is intended to help project managers and teams understand and apply the PM2 methodology. It is maintained by the Centre of Excellence in PM2 which supports the use of PM2 within the European Commission and other EU institutions. The Open PM2 initiative aims to make the PM2 methodology more widely available to organizations outside the EU as well.
PMO Handbook - How to Plan, Build, and Run a PMOAnthony Natoli
The purpose of this presentation is to provide a prescriptive guide on how to plan, build, and run a PMO from scratch or from an existing PMO that requires a reboot.
The Agile Product Manager/Owner Dilemma (ProdCampNYC)Rich Mironov
As product managers grapple with Agile and scrum's product owner, how do we define roles, decide waht needs to be done, think broadly about go-to-market instead of narrowly about software creation, and map out a job that mortals could succeeed at?
(This was presented at Product Camp NYC in July '09.)
Project management web application that features the management of projects, tasks, issues, conferences, teams, developers, messages, notes, documents, and clients.
This document describes the development of a web scraping tool to extract useful mobile app market data from Appannie's website. The tool automates browsing to Appannie pages using Selenium, scrapes app name, description and version history from individual app pages, and saves the data to CSV files. It iterates through Appannie's top charts from the past year for the US and Chinese markets to build a structured dataset for analysis and to help app developers. The project uses an agile development approach with weekly iterations to expand the tool's functionality and optimize performance over time.
This document summarizes the work done by a team of students at Worcester Polytechnic Institute to develop style guidelines and components to assist in migrating Endicia's old CRM system Supervisory to a new system called Sputnik. The team conducted user research, designed templates and widgets for common page types, and created a Sputnik Developer Hub and home page design. Their work is intended to streamline development and ensure a consistent look and feel for the new Sputnik system.
The Innovation Strategy and Targeted activities report presents the ARIADNEplus innovation strategy, addressing its different dimensions and how each of these will approached.
The main dimensions of the strategy are:
Research policies: Alignment with the European research policies on FAIR data, Open Science practices, and the European Open Science Cloud (EOSC) initiative.
Data integration: Increase of the ARIADNE data pool through incorporation of datasets from more archaeological research domains.
Data infrastructure: Implementation and operation of a Cloud-based platform for data aggregation, integration, discovery, access and use across across institutional and national, as well as disciplinary boundaries.
Service portfolio: Provision of enhanced and new services for digital archaeology on the Cloud-based platform.
Stakeholder and user base: Extension of the stakeholder and user base in Europe and beyond, taking account of user needs regarding data, technical services and training.
The report concludes with the methodology that is being used to evaluate the impact of ARIADNEplus on the wider archaeological community.
This report summarizes the development of a supply chain strategy and implementation for a smart glass product called MyGlass. The team developed a strategy that included competitive analysis, product development planning, and defining the supply chain network. They performed demand forecasting and inventory management modeling. A distribution network was designed that included optimizing the facilities locations and transportation routes. An SCM software was implemented to simulate the integrated supply chain operations and scenarios. The report outlines the full process taken to strategically design and plan and then operationalize the company's supply chain for its new product.
This document is the master's thesis of Natascha Abrek submitted to the Technical University of Munich on October 14, 2015. The thesis proposes designing and implementing a mobile application for collaborative structuring of knowledge-intensive processes. Knowledge-intensive processes involve activities like knowledge sharing, reuse and collaboration between knowledge workers. However, such processes are unpredictable and dynamic in nature. The thesis aims to develop a mobile version of the existing web application Darwin to facilitate structuring of knowledge-intensive processes on mobile devices according to usability guidelines. An evaluation of the developed mobile solution will also be conducted to incorporate design improvements iteratively.
Cesar working document 3 urban strategy experiment 2Marco
This document reports on a randomized controlled trial experiment testing the added value of an urban planning support system called Urban Strategy. The experiment involved master's students in urban planning completing a strategic planning task. Students were either given access to Urban Strategy or not. Evaluation results found that those using Urban Strategy perceived the planning process and outcomes as being higher quality. They also rated the usability characteristics of Urban Strategy positively. The document concludes that Urban Strategy shows potential for improving strategic planning processes and outcomes through its interactive interface and fast modeling capabilities.
This document is a thesis project submitted by Ildefonso Montero Pérez to the University of Sevilla for the degree of PhD in Computer Engineering. The thesis aims to provide a methodological framework to obtain the core architecture of business information system families in order to maximize reuse and manage variability in process definitions across different business units of an organization. The framework is meant to address current issues where different versions of business processes are not systematically linked to the original core processes, leading to problems in maintenance and inaccurate execution of business strategies. The thesis will validate the proposed framework through a case study.
Description of a multi-touch multi-user application developed for Microsoft Surface 2.0 which allows to browse exhibitions and masterpieces of the Nippon Museum of Lugano in an easy-to-use and intuitive way.
ARCADIA Framework will rely on an extensible Context Model which will be used during the entire lifecycle of an HDA. The purpose of this deliverable is to document the first version of the ARCADIA Context Model. It should be clarified that this model is ‘multi-faceted’ since it consists of complementary models that are conceptually grouped according to their functional purpose.
The document provides an architecture proposal for the MEDINA framework, which aims to provide continuous certification of cloud services aligned with the EUCS. It describes the main components of the MEDINA framework, which include a catalogue of controls and metrics, natural language processing techniques, risk assessment, continuous evaluation, an orchestrator, evidence collection, certificate management, and a user interface. The document also provides an overview of the MEDINA architecture, roles, workflows, and integration approach.
Internship project - Disability compensation using new technologiesWassimELBOURI1
The present work, done within Ericsson France as a graduation project, is in the purpose of obtaining my Resarch Master diploma in "Advanced Wireless Communications Systems" from CentraleSupelec and my Engineering diploma in Telecommunications from the High School of Communications of Tunis.
The aim of this work is to afford a global solution, based on new technologies, for autistic persons to help them have a normal life.
This document summarizes a thesis on detecting coughs using mobile phones. It explores using a phone's built-in accelerometer to detect coughing as an alternative to audio-based detection. The author conducted an experiment collecting accelerometer data from coughing and non-coughing scenarios. Initial results using 7 features and 10-fold cross-validation achieved over 90% accuracy for cough detection. The thesis aims to determine the viability of accelerometer-based cough detection and achieve accuracy comparable to audio-based methods.
This thesis evaluates the suitability of agile development methods for mobile applications. It presents improvements to an established agile method called Mobile-D, including categorizing mobile apps, including end-users in the development lifecycle, and adding performance testing. A support tool is developed to enable some improvements, providing features like performance testing for Android components, usage logging, and automatic test case generation. The goal is to improve Mobile-D and provide a more ideal mobile app development methodology and useful development tools.
A powerful tool to manage new product development projects for innovation-driven companies.
In cooperation with: Cranfield University and Johnson & Johnson Santé Beauté France SAS
Sanitised Project Plan for Project ManagementSandy Clements
This document provides an overview and requirements for the Project Administration Toolkit (Project Tool) application. The Project Tool will allow project managers at Sanitized Company to set up and manage project information for purposes such as client reporting, budgeting, and billing. Key features in the initial Release 1.0 will include creating and modifying projects, setting up project teams and tasks, and assigning team members to tasks. The document outlines functional requirements, database design, security features, testing plans, and risks.
This document describes a capstone project to develop an object detection program for cameras on micro aerial vehicles. The student, Azli Erwin Aziz, is completing the project under the supervision of Sutthiphong Srigrarom at SIM University. The aim is to create a program that can detect objects in indoor environments using video analysis techniques, enabling micro aerial vehicles to autonomously avoid and approach objects. The report will cover the objectives, literature review, software and hardware requirements, program design and development, testing, conclusions and recommendations.
This document provides an overview of an Android application project that aims to integrate social media geolocation. It begins with an abstract summarizing the goal of designing and developing a geo-location application for Android. It then reviews literature on social networking demographics and usage, existing geo-location applications like oPheme and Hootsuite, and the software development lifecycle. The methodology section outlines the development process, including map integration, social network integration, and testing. Implementation details of the application are also provided, along with a discussion of potential ethical issues and threats to user privacy.
This document provides a summary of a final year project report for an e-commerce application called SADA shopping. It describes the planning process using agile methodology and user stories. It outlines the system analysis including user types, requirements, and data modeling. It also describes the design, architecture using MVC, security implementation, testing approach, and deployment to Heroku cloud platform. The report aims to provide insight into building an e-commerce application and addressing common challenges.
Similar to Project planning VMT - Virtual Museum Tour (20)
Questo corso permette di:
- Sviluppare la conoscenza e le abilità richieste per superare la certificazione d’esame PMI-ACP® insieme al requisito dei 26 PDU
- Sviluppare una conoscenza lavorativa dei Principi Agile dei corsi SCRUM, KANBAN, XP e TDD
- Sviluppare la competenza di eseguire modelli di sviluppo multi iterativi per qualsiasi scala di progetti
- Sviluppare l’abilità di consegnare Storie promettenti molto rapidamente
La scorsa edizione del Samsung Innovation Camp è stata un vero successo. Con il mio team “Green Innovation” ci siamo classificati secondi a un passo dalla vittoria. Ma la cosa che più mi è rimasta impressa è stata quella di riuscire a gestire un team multidisciplinare che ha saputo mettere in campo le proprie abilità nel modo più genuino possibile.
Quest’anno ho deciso di riprovarci (rivincita? ). Tantissimi nuovi temi trattati tra cui le tecnologie DARQ, blockchain, intelligenza artificiale, internet of things, realtà aumentata-virtuale-mista, big data, strategie digitali, marketing, 5G, trasformazione digitale.
- Didattica e tecnologie d'inclusione
- Fondamenti di pedagogia generale
- Fondamenti teorici antropologico-culturali per l'apprendimento
- I processi di sviluppo psico-affettivo
The context in which I decided to focus my project is linked to the historical and cultural heritage that gradually reveals itself increasingly abandoned and not valued. And this is a problem.
In particular, we refer to the <Rock Chapel "S.Vito" of Camerota, in the province of Salerno> which needs help to be known and appreciated.
The goal of safeguarding this chapel is certainly that of intervening in some way.
My idea was to develop an augmented reality application to attract more and more visitors and curious. The application, through the use of the smartphone camera, is able to display information of any type (text, audio, video, 2d and 3d models) using "target images" positioned outside and inside the chapel.
To test the application: https://github.com/michelepalumboAV/camerotAR
Social Responsability. Case study: Poste ItalianeMichele Palumbo
Description_project: con questo progetto siamo andati a esaminare quello che ad oggi risulta una pratica poco adottata dalle aziende: il bilancio sociale.
Le aziende che adottano questo approccio sociale acquistano un notevole vantaggio competitivo, nel medio-lungo termine.
È il caso di Poste Italiane che già da diversi anni è parte attiva nel sociale, acquisendo sempre più fiducia da parte dei vecchi e nuovi clienti.
I test sono basati su 5 aree sulle quali verrai valutato.
Digital IQ è un test scientifico elaborato con la collaborazione
dell’Università degli Studi di Milano Bicocca, psicologi e psicometristi.
Benessere digitale
Competenze per indirizzare l'uso del web verso obiettivi di benessere personale ed efficacia professionale. Si sonda la capacità di affrontare i problemi non convenzionali nell’utilizzo del digitale.
Sicurezza
Competenze per la protezione di situazioni che possono ledere la sicurezza come privacy, identità digitale, integrità dei dispositivi, protezione economica e dignità personale.
Creazione di contenuti digitali
Competenze e attitudini per la creazione e rielaborazione di contenuti nel web che rendono capace l’utente di essere un emittente e ricevente competente.
Comunicazione e collaborazione
Competenze e attitudini per una corretta comunicazione con gli altri nel mondo digitale: controllo dell'identità e gestione dei rapporti.
Informazione
Competenze e attitudini per la ricerca, selezione e valutazione delle informazioni sul web in relazione alla fonti. Comprensione dei legami tra queste e loro catalogazione.
This project involves the development of a mobile application to give decisional and behavioral support to a Leader who manages a team of people.
The application is divided into three parts:
- a first part provides an anonymous questionnaire that each team member must complete for the evaluation of their reference Leader,
- a second part provides a self-assessment questionnaire that the Leader must fill in with respect to his behavior towards the team,
- a third part concerns the matching of data between the assessment questionnaire of the team members and the Leader self-assessment questionnaire.
The results will provide:
- indications to the Leader on what behavioral aspects will have to improve,
- the level of maturity of the team members
An application to access to the main functionality of the "State and Location of Equipment and Material" project.
This has been build and designed for Android
It requires NFC to login to the application.
It requires a Camera to use the Barcode Scanner.
Thi application helps managing the Inbound and Outbound of equipment and material through the warehouses, to help managing orders and keeping trace of their location and status.
Mainly, this application innovation can be found through the preparation function for the batch to be shipped:
1) writing the information gained through the order management's functionality of the backoffice, about the order ID and the batches IDs;
2) scanning the product barcode;
3) pairing the serial gained previously with the batch NFC.
Then the flows of inbound and outbound are the classical flows: identification of the product, updating of the database, inserting them in their right location/ inside the track for the shipping.
Here you can see a little presentation about it:
https://www.slideshare.net/albertovolpe9/slem-status-and-location-of-materials-and-equipments
Following are the links of the source code of the apps:
https://github.com/TimeParadox89/SLEMapp
https://github.com/TimeParadox89/SLEMApp_Backoffice
https://github.com/TimeParadox89/SLEMApp-WriteToNFC
In questo progetto, dopo aver chiarito concetti basilari come quello di Impresa, Azienda e Società, presenteremo la nostra Start Up, la A & S ICT Solutions, che nasce con lo scopo di soddisfare appieno alcune esigenze presentate dal pubblico utilizzatore di app per dispositivi mobili e che al momento riteniamo non siano totalmente soddisfatte dai servizi già presenti sul mercato. In particolare opereremo nel settore della messaggistica istantanea.
Il presente lavoro sarà articolato in più parti.
In un primo momento saranno presentati i segni distintivi della nostra impresa.
Nella seconda parte sarà effettuata un’analisi di mercato del settore delle applicazioni, partendo dallo studio degli utilizzatori di dispositivi mobili e dell’uso che ne fanno.
La nostra app che prende il nome di “PMax” ovvero “Personalization Max” è un servizio di messaggistica che permetterà all’utente di personalizzarne la chat e la view.
Nella terza parte di questo progetto introdurremo i concetti di marketing strategico e marketing operativo in modo tale da chiarire come il nostro servizio dovrà e potrà posizionarsi sul mercato.
Stabilire il prezzo di vendita di un prodotto ha un’importanza fondamentale per ogni impresa, per tale ragione uno studio accurato riguardo la politica del prezzo vedremo che ci permetterà di stabilire tre tipologie di prezzi per la nostra app a seconda dell’anno di acquisto.
Oltre alla politica del prezzo è fondamentale prendere in esame una politica promozionale che ha come obiettivo non solo l’aumento delle vendite, ma anche la creazione di una migliore immagine dell’impresa e vedremo come la nostra scelta ricadrà sull' utilizzo dei social come mezzo di promozione e sul passaparola.
Per valutare i vincoli e le opportunità della nostra app verrà effettuata l’analisi SWOT.
È stata effettuata, infine, un’analisi dei costi che porta alla realizzazione, diffusione e al mantenimento della start-up.
In questo progetto, dopo aver chiarito concetti basilari come quello di Impresa, Azienda e Società, presenteremo la nostra Start Up, la A & S ICT Solutions, che nasce con lo scopo di soddisfare appieno alcune esigenze presentate dal pubblico utilizzatore di app per dispositivi mobili e che al momento riteniamo non siano totalmente soddisfatte dai servizi già presenti sul mercato. In particolare opereremo nel settore della messaggistica istantanea.
Il presente lavoro sarà articolato in più parti.
In un primo momento saranno presentati i segni distintivi della nostra impresa.
Nella seconda parte sarà effettuata un’analisi di mercato del settore delle applicazioni, partendo dallo studio degli utilizzatori di dispositivi mobili e dell’uso che ne fanno.
La nostra app che prende il nome di “PMax” ovvero “Personalization Max” è un servizio di messaggistica che permetterà all’utente di personalizzarne la chat e la view.
Nella terza parte di questo progetto introdurremo i concetti di marketing strategico e marketing operativo in modo tale da chiarire come il nostro servizio dovrà e potrà posizionarsi sul mercato.
Stabilire il prezzo di vendita di un prodotto ha un’importanza fondamentale per ogni impresa, per tale ragione uno studio accurato riguardo la politica del prezzo vedremo che ci permetterà di stabilire tre tipologie di prezzi per la nostra app a seconda dell’anno di acquisto.
Oltre alla politica del prezzo è fondamentale prendere in esame una politica promozionale che ha come obiettivo non solo l’aumento delle vendite, ma anche la creazione di una migliore immagine dell’impresa e vedremo come la nostra scelta ricadrà sull' utilizzo dei social come mezzo di promozione e sul passaparola.
Per valutare i vincoli e le opportunità della nostra app verrà effettuata l’analisi SWOT.
È stata effettuata, infine, un’analisi dei costi che porta alla realizzazione, diffusione e al mantenimento della start-up.
È un percorso di formazione realizzato da Samsung in partnership con Randstad e in collaborazione con un network di atenei italiani aperto agli studenti (laurea triennale e magistrale) e ai laureati degli atenei convenzionati.
Il corso ha l’obiettivo di unire competenze di
ELEMENTI DI BUSINESS, ELEMENTI DI DIGITAL MARKETING, COMUNICAZIONE, DATA ANALYTICS, IoT, CYBER SECURITY, CYBER EDUCATION E UN USO INNOVATIVO DELLE TECNOLOGIE.
[Presentation] MultiProject analysis with Critical Path MethodMichele Palumbo
This project has been developed to provide decision support to all Program managers who manage multiple projects with shared resources that are, of course, planned by the various project managers assigned. Therefore, there is a vertical communication between the Program Manager and the various reference project managers in which the latter give precisely the planning of their project to the program manager. The stage I decided to focus on is post planning. One of the most difficult problems to deal with is to manage human resources linked to multiple projects, and then shared resources. Then, you can analyse whether a given resource may be abnormally allocated across multiple projects, or if you are straddling multiple immediately subsequent critical tasks related to both the single project and the N-projects on which it is allocated. To try to solve these problems, I decided to develop a software by following the approach of data analysis through the Critical Path Method (CPM).
The tools used to develop the software are: Neo4j and PyCharm, languages: Cypher and Python, libraries: pandas and py2neo
[Document] MultiProject analysis with Critical Path MethodMichele Palumbo
This project has been developed to provide decision support to all Program managers who manage multiple projects with shared resources that are, of course, planned by the various project managers assigned. Therefore, there is a vertical communication between the Program Manager and the various reference project managers in which the latter give precisely the planning of their project to the program manager. The stage I decided to focus on is post planning. One of the most difficult problems to deal with is to manage human resources linked to multiple projects, and then shared resources. Then, you can analyse whether a given resource may be abnormally allocated across multiple projects, or if you are straddling multiple immediately subsequent critical tasks related to both the single project and the N-projects on which it is allocated. To try to solve these problems, I decided to develop a software by following the approach of data analysis through the Critical Path Method (CPM).
The tools used to develop the software are: Neo4j and PyCharm, languages: Cypher and Python, libraries: pandas and py2neo
The Italian economy is mainly based on tourism. In this regard, we have tried to enhance the most successful point, namely the artistic and cultural heritage, giving more attention to museums as a means of attracting tourists to discover our history, culture and tradition.
Day after day, the audience of cultural visitors has increased dramatically, attracting the attention of many companies in integrating computer technology with culture.
Our company, therefore, has thought to invest in this area by proposing a new product to the service of the museums to emphasize its works through augmented reality.
Augmented reality is taking away more and more foot, with the aim of enriching the experience of the user of an exhibition or of turning the streets into open-air museums.
When a visitor enters a museum, the AR can become the means to show the work in its context, provide important details to the user and allow the visualization of related works of art, creating real emotional paths.
The museum becomes, therefore, a real toy in scale 1:1 and the objects are no longer considered "relics" but assume a well-defined form thanks to their contextualization.
The target audience includes all age groups, involving both adults and children. And it is precisely in this area that augmented reality is proposed as a great help for the educational mission of the museums.
Sviluppo di un Framework semantico per la contestualizzazione delle activityMichele Palumbo
Partendo da un’analisi di un algoritmo di video-tracking, abbiamo ricevuto, come output, un file. Questo file è stato ulteriormente partizionato per permettere di inserire i tag che vengono fuori dalle tecnologie semantiche.
Il file corredato con i tag semantici, ci viene dato come estensione rdf, che costituisce l'ontologia, dalla quale abbiamo, successivamente, sviluppato le queries.
abbiamo estratto informazioni concentrandoci sulle activity complesse, per risalire alle azioni salienti per quanto riguarda le situazioni di imminente pericolo, ad esempio, persone che attraversano, macchine che si spostano sulla strada, etc., le quali denotano una situazione di potenziale pericolo.
Inoltre, abbiamo rilevato anche situazioni pericolose già accadute (incidenti), ad esempio, macchine che decelerano, persone che camminano in gruppi, etc., in quanto ci possono essere persone che si raggruppano e soccorrono la vittima del sinistro stradale.
Il progetto nasce dall’esigenza di coordinare un gruppo molto vasto di persone sparso sul territorio nazionale in caso di attacchi terroristici da parte di enti conosciuti o sconosciuti. Sono state intervistate varie associazioni umanitarie ai fini di capire il loro modo di operare nel caso in cui ci fosse una crisi “anomala” che potrebbe arrecare seri danni alla popolazione come, ad esempio, l’attacco da parte di una razza aliena, un ipotetico “giorno del giudizio” con zombie oppure, restando con i piedi per terra, anche un attacco terroristico a scopo politico o insurrezionale. E’ risultato che l’80% delle associazioni intervistate non sarebbero in grado di gestire la situazione ma dovrebbero instaurare un protocollo e un sistema operativo “al momento” per fronteggiare la minaccia e prestare soccorso.
MultiStadium Portal (MSP) è un prodotto software che permette la gestione di un impianto sportivo di qualunque tipo che abbia uno o più campi da gestire e, offre la possibilità agli spettatori di prenotare o comprare un biglietto in un determinato posto per la partita a cui desiderano assistere.
MSP è adatto a qualsiasi tipo di impianto sportivo di piccole – medie dimensioni.
È dotato di una buona usabilità, sia per l’interfaccia gestionale sia per quella del cliente.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
Navigating the world of forex trading can be challenging, especially for beginners. To help you make an informed decision, we have comprehensively compared the best forex brokers in India for 2024. This article, reviewed by Top Forex Brokers Review, will cover featured award winners, the best forex brokers, featured offers, the best copy trading platforms, the best forex brokers for beginners, the best MetaTrader brokers, and recently updated reviews. We will focus on FP Markets, Black Bull, EightCap, IC Markets, and Octa.
Starting a business is like embarking on an unpredictable adventure. It’s a journey filled with highs and lows, victories and defeats. But what if I told you that those setbacks and failures could be the very stepping stones that lead you to fortune? Let’s explore how resilience, adaptability, and strategic thinking can transform adversity into opportunity.
𝐔𝐧𝐯𝐞𝐢𝐥 𝐭𝐡𝐞 𝐅𝐮𝐭𝐮𝐫𝐞 𝐨𝐟 𝐄𝐧𝐞𝐫𝐠𝐲 𝐄𝐟𝐟𝐢𝐜𝐢𝐞𝐧𝐜𝐲 𝐰𝐢𝐭𝐡 𝐍𝐄𝐖𝐍𝐓𝐈𝐃𝐄’𝐬 𝐋𝐚𝐭𝐞𝐬𝐭 𝐎𝐟𝐟𝐞𝐫𝐢𝐧𝐠𝐬
Explore the details in our newly released product manual, which showcases NEWNTIDE's advanced heat pump technologies. Delve into our energy-efficient and eco-friendly solutions tailored for diverse global markets.
Brian Fitzsimmons on the Business Strategy and Content Flywheel of Barstool S...Neil Horowitz
On episode 272 of the Digital and Social Media Sports Podcast, Neil chatted with Brian Fitzsimmons, Director of Licensing and Business Development for Barstool Sports.
What follows is a collection of snippets from the podcast. To hear the full interview and more, check out the podcast on all podcast platforms and at www.dsmsports.net
HR search is critical to a company's success because it ensures the correct people are in place. HR search integrates workforce capabilities with company goals by painstakingly identifying, screening, and employing qualified candidates, supporting innovation, productivity, and growth. Efficient talent acquisition improves teamwork while encouraging collaboration. Also, it reduces turnover, saves money, and ensures consistency. Furthermore, HR search discovers and develops leadership potential, resulting in a strong pipeline of future leaders. Finally, this strategic approach to recruitment enables businesses to respond to market changes, beat competitors, and achieve long-term success.
Best practices for project execution and deliveryCLIVE MINCHIN
A select set of project management best practices to keep your project on-track, on-cost and aligned to scope. Many firms have don't have the necessary skills, diligence, methods and oversight of their projects; this leads to slippage, higher costs and longer timeframes. Often firms have a history of projects that simply failed to move the needle. These best practices will help your firm avoid these pitfalls but they require fortitude to apply.
Discover innovative uses of Revit in urban planning and design, enhancing city landscapes with advanced architectural solutions. Understand how architectural firms are using Revit to transform how processes and outcomes within urban planning and design fields look. They are supplementing work and putting in value through speed and imagination that the architects and planners are placing into composing progressive urban areas that are not only colorful but also pragmatic.
Best Competitive Marble Pricing in Dubai - ☎ 9928909666Stone Art Hub
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Garments ERP Software in Bangladesh _ Pridesys IT Ltd.pdfPridesys IT Ltd.
Pridesys Garments ERP is one of the leading ERP solution provider, especially for Garments industries which is integrated with
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Cover Story - China's Investment Leader - Dr. Alyce SUmsthrill
In World Expo 2010 Shanghai – the most visited Expo in the World History
https://www.britannica.com/event/Expo-Shanghai-2010
China’s official organizer of the Expo, CCPIT (China Council for the Promotion of International Trade https://en.ccpit.org/) has chosen Dr. Alyce Su as the Cover Person with Cover Story, in the Expo’s official magazine distributed throughout the Expo, showcasing China’s New Generation of Leaders to the World.
Profiles of Iconic Fashion Personalities.pdfTTop Threads
The fashion industry is dynamic and ever-changing, continuously sculpted by trailblazing visionaries who challenge norms and redefine beauty. This document delves into the profiles of some of the most iconic fashion personalities whose impact has left a lasting impression on the industry. From timeless designers to modern-day influencers, each individual has uniquely woven their thread into the rich fabric of fashion history, contributing to its ongoing evolution.
How are Lilac French Bulldogs Beauty Charming the World and Capturing Hearts....Lacey Max
“After being the most listed dog breed in the United States for 31
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1. Virtual Museum Tour (VMT) Version 1.0 Date: 01/06/2017
1
Project Plans
(VMT)
Realized by
Michele Palumbo
[Mat. 0222600017]
Angelo Conte
[Mat. 0222600016]
Università degli studi di Salerno
Disa-Mis “Business Innovation & Informatics”
Course of IT Project Management
Year 2016/2017
2. Virtual Museum Tour (VMT) Version 1.0 Date: 01/06/2017
2
PROJECT PLANS
Virtual Museum Tour
(VMT)
INDICE
1. Introduction......................................................................................................... 4
1.1 Objectives ..............................................................................................................4
1.2 Assumptions and Constraints ................................................................................4
2. Project Organization........................................................................................... 5
2.1 Process model .......................................................................................................5
2.2 Organizational structure.........................................................................................6
2.3 Role and project resource ......................................................................................7
2.4 Communication interfaces ....................................................................................8
3. Risk Analysis.................................................................................................................. 10
3.1 Risk management ............................................................................................... 10
3.2 Risk management approach ............................................................................... 10
3.3 Identification and risk analysis................................................................................ 11
3.4 Risk planning ...................................................................................................... 12
4. Hardware and Software resource requirement............................................... 13
4.1 Hardware resources and costs............................................................................. 13
4.2 Software resources and costs ................................................................... 14
5. Work Breakdown Structure (WBS)................................................................. 15
5.1 Work activities.................................................................................................... 15
5.2 WBS Requirement Elicitation and Analysis (Phase 1) ..................................... 16
5.3 WBS System Design (Phase 2) .......................................................................... 18
5.4 WBS Object Design (Phase 3) ........................................................................... 19
5.5 WBS Implementation (Phase 4) ......................................................................... 20
5.6 WBS Testing (Phase 5)....................................................................................... 21
5.7 WBS Release (Phase 6) ...................................................................................... 22
5.8 Milestone and Deliverable List .......................................................................... 23
5.9 Cost Baseline ...................................................................................................... 24
6. Project Schedule................................................................................................ 25
6.1 Gantt Diagram..................................................................................................... 25
6.2 Resource allocation to activities......................................................................... 25
6.3 Budget allocation ................................................................................................ 25
6.4 Estimate time to reach each milestone ............................................................... 25
3. Virtual Museum Tour (VMT) Version 1.0 Date: 01/06/2017
3
7. Monitoring and Reporting mechanisms........................................................... 26
7.1 Monitoring of work and expected work............................................................. 26
7.1.1 Monitoring Requirements Elicitation and Analysis (Phase 1) .......................... 26
7.1.2 Monitoring System Design (Phase 2) ............................................................... 27
7.1.3 Monitoring Object Design (Phase 3) ................................................................ 28
7.1.4 Monitoring Implementation (Phase 4)............................................................... 29
7.1.5 Monitoring Testing (Phase 5) ........................................................................... 30
7.1.6 Monitoring Release (Phase 6) ........................................................................... 31
7.2 Business calendar................................................................................................ 32
7.3 Resource costs for hour/work............................................................................. 33
7.4 Revision processes and Quality control ............................................................. 34
7.5 Communication plan........................................................................................... 36
8. Additional plans ................................................................................................ 37
8.1 COCOMO II Estimation..................................................................................... 37
8.1.1 Estimated Person/Month effort witch Early Prototyping Level ....................... 37
8.1.2 Estimate of Project Duration ............................................................................. 41
4. Virtual Museum Tour (VMT) Version 1.0 Date: 01/06/2017
4
1. Introduction
The Italian economy is mainly based on tourism. In this regard, we have tried to enhance the most
successful point, namely the artistic and cultural heritage, giving more attention to museums as a
means of attracting tourists to discover our history, culture and tradition.
Day after day, the audience of cultural visitors has increased dramatically, attracting the attention of
many companies in integrating computer technology with culture.
Our company, therefore, has thought to invest in this area by proposing a new product to the service
of the museums to emphasize its works through augmented reality.
Augmented reality is taking away more and more foot, with the aim of enriching the experience of
the user of an exhibition or of turning the streets into open-air museums.
When a visitor enters a museum, the AR can become the means to show the work in its context,
provide important details to the user and allow the visualization of related works of art, creating real
emotional paths.
The museum becomes, therefore, a real toy in scale 1:1 and the objects are no longer considered
"relics" but assume a well-defined form thanks to their contextualization.
The target audience includes all age groups, involving both adults and children. And it is precisely
in this area that augmented reality is proposed as a great help for the educational mission of the
museums.
1.1.Objectives
To integrate computer technology with the culture was designed to develop an application
compatible with Android devices that will allow you to visit a museum and its works of art directly
in augmented reality.
A main feature is the complete management of the application through a dedicated centralized
software, proposed by us, that will manage the contents, both multimedia and not. In this way, the
enabled museums will have full coordination on their files.
In this regard, by downloading the application for free, the tourist can locate, through the map, the
various Italian museums adherent.
Thanks to augmented reality it will be possible to group in a single application communication,
marketing, technology, tourism, economy and art.
1.2.Assumptions and Constraints
The project manager, to complete the AR app "Virtual Museum Tour" has an adequate number of
human resources with excellent experience.
The AR app must be accessible efficiently by both mobile devices and tablets.
The budget for resources is euro 20,000 and has been provided by a European tourism Fund.
The European fund provides for the only time constraint to complete the project by February 2018.
Temporal constraints are mandatory and involve a risk to the quality and success of the project.
The budget for hardware and software has been sponsored by the stakeholders and is Euro 5000.
5. Virtual Museum Tour (VMT) Version 1.0 Date: 01/06/2017
5
2. Project Organization
2.1.Process model
For this project we decided to use the model V&V.
The V-model is a software process; In particular it is an extension of the Cascade model.
The model instead of descending along a straight line, after the programming phase goes back with
a typical V-shape.
The model demonstrates the relationship between each phase of the software development lifecycle
and its testing phase.
The V-model achieves a well-structured method, in which each phase is implemented by the
detailed documentation of the previous phase.
The testing activities, such as the design phase testing, are carried out before switching to the
coding phase and this saves a large project time.
6. Virtual Museum Tour (VMT) Version 1.0 Date: 01/06/2017
6
2.2. Organizational structure
The project organization is based on a centralized controlled model.
There is, then, the figure of the project manager that represents the main figure to coordinate the work
of the team and supervise the progress of the project.
In addition, there is the figure of the team leader, who represents the responsible, for a given phase,
within the team members. The hierarchical structure is not rigid, and the team leader will change
often, so as to make all members participate in the same way.
This model has been chosen in order to increase the degree of responsibility perceived by each team
member during the various phases. The choice of team leader is made by PM based on the skills and
interests of team members.
Also, given the number of members, there may be stages in which the leader team is not unique.
Within the team, there is also the figure of quality assurance that has the task of revising and doing a
quality control of the various activities of each phase that will then be managed and assembled by the
project manager, producing the reference document.
Finally, the project manager will carry out a further quality control and supervision near the expiration
of each document before submitting it to the stakeholders.
The following is the project organization chart:
7. Virtual Museum Tour (VMT) Version 1.0 Date: 01/06/2017
7
2.3.Role and project resource
Detailed description of the roles for the realization of the project:
Project manager
Project manager; It coordinates and plans its development in order to meet time, demands and costs.
Analyst
Team member gathering and analyzing requirements to be able to understand and accurately define
customer requests.
System Designer
Team member of the system architecture and its decomposition in subsystems;
It takes care of the system design phase.
Object Designer
Team member that takes care of the object design phase.
Graphic Designer
Team member that deals with the development of the graphical interfaces of the system.
Developer
Team member who is responsible for the development of the system.
Tester
Team member that verifies the operation of the product software to detect and communicate to
programmers any errors.
Quality Assurance
Team member to control the quality of the project in order to prevent errors or defects and to avoid
problems with customers.
Resource Role
Michele Palumbo (PM) Project manager
Angelo Conte Quality Assurance, Analyst
Pietro Cupo Analyst, Tester
Simone Sannella System Designer, Object Designer, Developer
Giacomo Parisi Database Manager, Object Designer, Developer
Domenico Turco System Designer, Object Dedigner, Developer
Marco Benevenga Graphic Designer, Developer
Davide Massa Developer
Pasquale Troisi Tester
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2.4.Communication interfaces
A very important aspect to manage and lead during the entire project development process is the
communication within the team and communication with the customer and the various stakeholders.
The project manager will have the leading role in ensuring effective communication during the
project. Furthermore, the PM also has the task of communicating with the various stakeholders
involved in the realization of the project. This communication is done in a direct and/or indirect way,
via internet communication (skype, email, etc.), calls (telephone, mobile phone) and meeting.
The project manager every 15 days will hold a meeting to check the progress of the project that
includes discussions on design issues, implementation and ideas to improve project development and
any problems related to team members.
Tools used for communication
Tool Description
Google Drive Document sharing for your team.
Google Hangout Tool that allows synchronous audio/video
communication between two or more people.
Telegram For instant communications
E-mail Tool that allows asynchronous
communication, where each user can send and
receive messages, also useful to send and
receive attachments regarding the
documentation.
Meeting A tool used to schedule meetings to indicate
an event. These meetings include: lectures,
seminars, conferences, congresses useful for
the development of the project.
Skype Tool that allows synchronous audio/video
communication between two or more people.
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Contact team members for communication:
Name Title E-mail Office Phone Skype
Michele
Palumbo
Project
manager
michele.p@gmail.com 0980-555671 331-3456823 Michele.p
Angelo
Conte
Quality
Assurance,
Analyst
angelo.c@gmail.com 0980-555672 333-8952867 Angelo.c
Pietro
Cupo
Analyst,
Tester
pietro.c@gmail.com 0980-555673 333-2856300 Pietro.c
Giacomo
Parisi
Object D.,
Database M,
Developer
giacomo.p@gmail.com 0980-555674 328-6754123 Giacomo.p
Simone
Sannella
System D.,
Object D.,
Developer
simone.s@gmail.com 0980-555675 320-5530980 Simone.s
Domenico
Turco
System D.,
Object D.,
Developer
domenico.t@gmail.com 0980-555676 335-6745984 Domenico.t
Marco
Benevenga
Graphic D.,
Developer,
marco.b@gmail.com 0980-555677 331-7860921 Marco.b
Davide
Massa
Developer davide.m@gmail.com 0980-555678 333-6840890 Davide.m
Pasquale
Troisi
Tester pasquale.t@gmail.com 0980-555679 333-7890890 Pasquale.t
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3. Risk analysis
3.1.Communication interfaces
Given the very tight times, very accurate risk management is required to ensure a successful project.
This section is intended to identify the strategies for risk management and risks that may occur during
project development, classified according to the probability and impact on the project's success.
In particular, we will describe the strategies that can be used to limit or avoid a risk occurring or
when it is about to occur.
3.2.Risk management approach
The activity of identification, analysis, monitoring and risk management is dependent on the PM,
which monitors the team trying to deduce the different issues that can occur. Until the completion
of the project will be considered the identified risks and for each of them, depending on the activity
of monitoring carried out during the entire period, will identify the current status of the risk. For
every risk, as has been anticipated, a strategy is provided to cope with it.
The risks were classified according to two parameters:
• he likelihood that they will occur
• their impact on the good success of the project.
The expected odds are:
• Low
• Medium
• High
The impact is quantified as:
• Tolerable
• Serious
• Catastrophic
Risk Rating Matrix
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3.3.Identification and risk analysis
The following tables list the risks. Each column provides the name, i.e. the risk identification, the type of
risk, the probability of occurrence and the impact.
N° Risk Probability Impact
1 Abandoning a team component Medium Tolerable
2 Unavailability of some team members in certain
periods of time
High Serious
3 Inefficient tools Low Tolerable
4 Work product delivered late Low Serious
5 Time of the underestimated software development Low Serious
6 Inefficient communication between team members Medium Serious
7 Passive participation of some team members Medium Tolerable
8 Absence by illness of some team members Medium Tolerable
9 Low quality of work products Medium Serious
10
Bad quality control and monitoring by the quality
assurance
Medium Serious
11 Failure to deliver a document Low Serious
12 Failure to complete a task High Serious
13 Low consideration of the judgement of the PM Medium Tolerable
14 Failure to implement everything that had been
planned
Medium Serious
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3.4.Risk planning
The following tables list the risks and strategies for coping with them. Each column provides the
name of the risk, i.e. its identification, and the strategy for coping with them.
ID Strategy
1 Deploying workload on other team members
2 Assigning tasks based on Team component commitments
3 Search for more efficient tools
4 Make the scheduled delivery date to avoid any delays
5 Reduce the functionality to implement
6 Easy-to-use communication tool
7 Assign an important role so as to spur it
8 Redistributing workload on other team components
9 Review the work products before passing them to the PM supervision
10 The PM will assist the quality assurance in the review of the work product
products, intervening if necessary
11 Ask the team members to send an unofficial "status report" to PM every
two/three days indicating the activity they have done in this period, the
hours they consumed, and the percentage of completion on the overall task
12 Perform continuous checks to reallocate resources if you encounter
problems in your implementation. Have a reserve of hours in the schedule to
use if needed.
13 To show that the criticisms and advice made by the PM are sensible and
justified but above all useful for the project. Try to exalt the fact that the
common goal of PM and TM is the delivery of a quality project in the times
and costs required by the customer.
14 Try to redistribute the load to improve the parallelization of the tasks, or
reduce the low-priority functionality to implement or reduce the coverage of
the unit test.
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4. Hardware and Software resource requirement
During the design and development of the project, both hardware and software resources will be needed,
some of which already hold the company.
4.1.Hardware resources and costs
The hardware resources are:
• Pc
Each member of the group is equipped with a computer so that it can perform the work
assigned to it.
• Router
Required to connect to the Internet
• Android devices (smartphone, tablet)
Required to test app features
Considering the resources available and the time of delivery of the artifacts we can deduce an estimate
of the initial costs related to Hardware Resources for the advancement of the project:
Object Cost
8 PC 0 € (Already present in the company)
Routers 0 € (Already present in the company)
Devices Android:
- 3 Samsung Galaxy 8 edge plus
- 3 Tablet s
2.790,00 €
2.100,00 €
4.890,00 €
Total 4.890,00 €
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4.2.Software resources and costs
The software resources are:
• Software required to create/modify documents (Office package)
• UML Graphics Creation software (StarUML)
• Software for the realization of the Gantt Chart and charts (Microsoft Project 2016)
• DB data management software, required for database creation and management (MySQL)
• App code development software (Android Studio)
• 3d Image creation software (Unity 3d)
Considering the resources available and the time of delivery of the artifacts we can deduce an estimate
of the initial costs related to Software Resources for the advancement of the project:
Object Cost
Package Office 0 € (Already present in the company)
StarUML 0 € (Already present in the company)
Microsoft Project 2016 0 € (Already present in the company)
MySQL 0 € (Already present in the company)
Android Studio 0 € (Already present in the company)
Unity 3d 0 € (Already present in the company)
Total 0 €
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5. Work Breakdown Structure (WBS)
5.1.Work activities
The tasks will be divided into five macro tasks. The six macro phases are as follows:
1. Phase of Requirement Elicitation and Analysis which includes:
• Requirement Collections
• Requirement Analysis
2. Phase of System Design: the system must be designed and decomposed in subsystems.
3. Phase of Object Design: identifies the components that represent the system.
4. Phase of Implementation: where the system is built.
5. Phase of Testing: where the system is tested.
6. Phase of Release: where the user manual, the alpha version and the beta version are
released, and finally, the final version
The macros phases are described by the following WBS:
Code WBS Task
Duration
(Days)
Duration
(Hours)
Beginning End
1 Requirement
Elicitation
32 160 05/06/2017 18/07/2017
2 System Design
16 80 19/07/2017 09/08/2017
3 Object Design
16 80 10/08/2017 01/09/2017
4 Implementation
46 230 04/09/2017 07/11/2017
5 Testing
16 80 08/11/2017 29/11/2017
6 Release 23 30 30/11/2017 05/01/2018
The following will show you more detailed WBS's to explore the individual macro tasks with the corresponding
WBS dictionary.
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5.2.WBS Requirement Elicitation and Analysis (Phase 1)
Phase 1
Requirements
Elicitation and
analysis
Responsible: Cupo, Conte
Days Gross Cost Role Resource
Sub-Phase 1.1 Requirements
Collection
21 2750,00€ Analyst,
Graphic
Designer,
Quality
Assurance,
Project
Manager
Cupo,
Conte,
Benevenga,
Palumbo
Task
Sub-Phase
1.1.1 Identification
of Actors
2 250,00€ Analyst Cupo
Description: during this phase the actors will be identified.
1.1.2 Identification
functional and
no-functional
Requirements
5 625,00€ Analyst Cupo
Description: identify both functional and no-functional project requirements and includes
various brainstorming activities to identify the real needs of the user.
1.1.3 Identification
Relevant
scenarios
4 500,00€ Analyst Conte
Description: find scenarios that are placed within tables that identify iterations between
user and system.
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1.1.4 Use Case 4 500,00€ Analyst Conte
Description: identification of use cases and their dependencies.
1.1.5 Mockup 4 500,00€ Graphic
Designer
Benevenga
Description: create mock-up, high-level graphical vision of the project with features.
1.1.6 Revision 1 125,00€ Quality
Assurance
Conte
Description: integration and review of the work products produced by the various team
members.
1.1.7 Assembly RAD
draft and
supervision
1 250,00€ Project
Manager
Palumbo
Michele
Description: necessary steps to properly assemble RAD draft through supervision.
Sub-Phase 1.2 Requirements
Analysis
11 1500,00€ Analyst,
Quality
Assurance,
Project
Manager
Cupo,
Conte,
Palumbo
Task
Sub-Phase
1.2.1 Sequence
Diagram
3 375,00€ Analyst Cupo
Description: create sequence diagrams from the use Cases and objects produced in the
previous phases.
1.2.2 Class Diagram 3 375,00€ Analyst Cupo
Description: locating objects (entity, boundary, control) from use cases.
1.2.3 Status
Diagram
3 375,00€ Analyst Conte
Description: creation of state diagrams from the use cases and from the objects produced
in the previous phases.
1.2.4 Revision 1 125,00€ Quality
Assurance
Conte
Description: integration and review of the work products produced by the various team
members.
1.2.5 Assembly RAD
and
supervision
1 250,00€ Project
Manager
Palumbo
Michele
Description: necessary steps to properly assemble the document (RAD) through
supervision.
1 Phase Total Cost = 4250,00€
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5.3.WBS System Design (Phase 2)
Phase 2 System Design
Responsible: Sannella
Days Gross
Cost
Role Resource
Task 2.1 Design Goals
Identification
2 250,00€ System
Designer
Sannella
Description: this phase involves the identification of the design goals that the system will
have to support.
2.2 Architecture
Identification
3 375,00€ System
Designer
Cupo
Description: it is expected to analyse and identify the current architecture of the system.
2.3 Sub - System
Identification
3 375,00€ System
Designer
Turco
Description: it is expected to identify the proposed architecture of the system and the new
sub-systems.
2.4 Identification
Persistent Data
2 250,00€ System
Designer
Sannella
Description: identification of the data that should be stored in permanent memory.
2.5 Services
Identificaton
2 250,00€ System
Designer
Sannella
Description: identification of the services offered by the identified sub-systems.
2.6 Limit Cases
Identification
2 250,00€ Analyst Cupo
Description: identify the boundary cases that can occur while using the application.
2.7 Revision 1 125,00€ Quality
Assurance
Conte
Description: integration into the SDD of the work products produced by the various team
members and the final review of the document.
2.8 Assembly SDD e
supervision
1 250,00€ Project
Manager
Michele
Palumbo
Description: operations necessary to properly assemble the document (SDD) through
supervision.
2 Phase Total Cost = 2125,00€
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5.4.WBS Object Design (Phase 3)
Phase 3 Object Design
Responsible: Parisi
Days Gross
Cost
Role Resource
Task 3.1 Trade – Off Identification 2 250,00€ System
Designer
Parisi
Description: identifying the trade-off of the project
3.2 Package Subdivision 4 500,00€ System
Designer
Parisi
Description: find the packages that will contain the classes to implement.
Sub-Phase 3.3 Reuse Techniques
Identification
8 1000,00€ Object
Designer,
Quality
Assurance
Parisi,
Sannella,Turco,
Conte
Description: identification of techniques for re-use of components divided into: identification
of design patterns and identification of off-the-shelf components (COTS).
Task
Sub-Phase
3.3.1 Design pattern
Identification
4 500,00€ System
Designer
Sannella
Description: identify design patterns that will be used during implementation.
3.3.2 Component identification
Off-The – Shelf(Cots)
4 500,00€ System
Designer
Turco
Description: discovery of the components already available, to be used during implementation
Task 3.4 Revision 1 125,00€ Quality
Assurance
Conte
Description: integration of the work products produced by the team components and the
revision of the Final document.
3.5 Assembly ODD e
supervision
1 250,00€ Project
Manager
Michele
Palumbo
Description: operations necessary to properly assemble the document (odd) through
supervision.
3 Phase Total Cost = 2125,00€
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5.5.WBS Implementation (Phase 4)
Phase 4 Implementation
Responsible: Benevenga, Massa, Turco
Days Gross
Cost
Role Resource
Task 4.1 GUI Developer
(Front-end-application)
10 1250,00€ Developer Benevenga(5),
Massa(5)
Description: development of the Virtual Museum Tour GUI.
4.2 Component Development to
interface BD
(Back-and-application)
4 500,00€ Data Base
Manager
Parisi
Description: development of components for interface to the database in order to simplify the
development of the sub-teams and increase the maintainability.
4.3 Module (GPS) Develop 5 625,00€ Developer Massa
Description: development of the code for the Realization GPS module for the localization
(museums images).
4.4 Code Develop 21 2625,00€ Developer Benevenga(6),
Turco(5),
Massa(5),
Sannella(5)
Description: development of the code for the realization of the Virtual Museum tour app.
4.5 Code Optimization 5 625,00€ Developer Parisi
Description: optimization of the product code to make it more readable and fluid.
4.6 Write document on
implementation.
1 250,00€ Project
Manager
Michele
Palumbo
Description: operations necessary to correctly assemble the document (Implementation)
through supervision.
4 Phase Total Cost = 5875,00€
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5.6.WBS Testing (Phase 5)
Phase 5 Testing
Responsible: Troisi
Days Gross
Cost
Role Resource
Task 5.1 Unit Test 5 625,00€ Tester Troisi
Description: Unit testing of implemented methods and classes and production of the test
report document.
5.2 Integration Test 3 375,00€ Tester Troisi
Description: Testing of integrated subsystems, according to the bottom-up approach.
5.3 Functional Testing 3 375,00€ Tester Troisi
Description: Testing the functionality of the application
5.4 Usability Test 4 500,00€ Tester Troisi
Description: Testing the usability of the application
5.5 Write document on
Testing
1 250,00€ Project
Manager
Michele
Palumbo
Description: Drafting document on the various parts of the implementation
5 Phase Total Cost = 2125,00€
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5.7.WBS Release (Phase 6)
Phase
6 Release
Responsible: Michele Palumbo
Days Gross
Cost
Role Resource
Task 6.1 User Manual 2 500,00€ Project
Manager
Michele
Palumbo
Description: create a guideline for using the app.
Sub-Phase 6.2 Release alpha version 2 500,00€ Project
Manager
Michele
Palumbo
Description: the version of the app that is still incomplete that includes the most important
features to be tested within the company and stakeholders.
Task Sub-
Phase
6.2.1 Alpha version
Preparation
1 250,00€ Project
Manager
Michele
Palumbo
Description: latest definitions for the release of the alpha version.
6.2.2 Manual Preparation 1 250,00€ Project
Manager
Michele
Palumbo
Description: latest definitions for the release of the Alpha version manual.
Task 6.3 Alpha Testing 7 0 €
Description: testing the alpha version of the company's components and stakeholders. There
is a percentage based on sales for those who adhere to this test.
Sub-Phase 6.4 Release Beta version 1 250,00€ Project
Manager
Michele
Palumbo
Description: version of the app that is almost complete to a maximum of 200 download.
Task Sub-
Phase
6.4.1 Beta version
Preparation
1 250,00€ Project
Manager
Michele
Palumbo
Description: latest definitions for beta release.
Task 6.5 Beta Testing 10 0 €
Description: Beta testing by people included in the 200 downloads.
Sub-Phase 6.6 Release final App 1 250,00€ Project
Manager
Michele
Palumbo
Description: full app version available for everyone.
Task Sub-
Phase
6.6.1 Final version
Preparation
1 250,00€ Project
Manager
Michele
Palumbo
Description: latest definitions for the release of the final version.
6 Phase Total Cost = 1500,00€
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5.8.Milestone and Deliverable List
In this table, we can see the list of milestones and deliverables. It has been planned that each milestone
is associated with a deliverable.
Then, the project manager on the expected dates of deliverables will meet the stakeholders in a meeting
in order to illustrate the reference document made.
This is a way to be able to compare and manage any problems that might arise.
Milestone Deliverable Date
M 1 End Requirements
Collection
D 1 Release
RAD DRAFT
03/07/2017
M 2 End Requirements
Analysis
D 2 Release RAD 18/07/2017
M 3 End System Design D 3 Release SDD 09/08/2017
M 4 End Object Design D 4 Release ODD 01/09/2017
M 5 End Implementation D 5 Release
Implementation
Document
07/11/2017
M 6 End Testing D 6 Release Testing
Document
29/11/2017
M 7 End Alpha version
and Manual
D 7 Release Alpha
version and
Manual
05/12/2017
M 8 End Beta version D 8 Release Beta
version
18/12/2017
M 9 End Final version D 9 Launch Final APP 05/01/2018
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5.9.Cost Baseline
The total estimated cost for completing all stages is 18.000 euros to additional 750 euros are added for
meetings between the project manager and stakeholders.
On the total budget of 20.000 euros available, there are 1.250 euros that will be used in case of overtime.
For the ALPHA testing, instead is expected a bonus on sales for those who will perform the alpha
testing.
Costs
1 Requirement Elicitation &
Analysis
4.250,00€
2 System Design 2.125,00€
3 Object Design 2.125,00€
4 Implementation 5.875,00€
5 Testing 2.125,00€
6 Release 1.500,00€
TOTAL 18.000,00€
Another Cost
Meetings between PM and stakeholders 750,00€
TOTAL BUDGET ALLOCATED 18.750,00€
Another cost (Overtime) 1.250,00€
OVERALL BUDGET
20.000,00€
Bonus for Alpha Testing
%Percentage of sales
€ 4.250,00
€ 2.125,00 € 2.125,00
€ 5.875,00
€ 2.125,00
€ 1.500,00
€ 0,00
€ 1.000,00
€ 2.000,00
€ 3.000,00
€ 4.000,00
€ 5.000,00
€ 6.000,00
€ 7.000,00
Requirements
Elicitation and
Analysis
System Design Object Design Implementation Testing Release
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6. Project Schedule
In this section, we report all the project planning information that was used to manage the production
phases of the application “Virtual Museum Tour”.
This planning activity was carried out using the tools provided by the "Microsoft Project 2016" tool,
starting with the deliverables/milestones identified in the project’s Work Breakdown Structure
(WBS).
6.1.Gantt Diagram
The Gantt diagram represents the task scheduling and dependencies between them.
The task schedule is located in the document created with Microsoft Project 2016 named
VMTgantt.mpp
6.2.Resource allocation to activities
Resource allocations to their tasks have been described both within the WBS Dictionary found in the
previous section (Section 5) and in the VMTgantt.mpp document.
6.3.Budget allocation
The only resources used for the project are human resources and are described in the VMTgantt.mpp
document.
6.4.Estimate time to reach each milestone
The time to reach each milestone (defined in the milestone / deliverables list in paragraph 5.8) is
described in the VMTgantt.mpp document.
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7. Monitoring and Reporting mechanisms
7.1.Monitoring of work and expected work
At the beginning of each development phase we defined the workload of the activities of a phase. Below
are the forecasts made for each phase. The columns provide, respectively, the activity identifier, the name
of the task, the actual work performed, the expected work, and the change of work done. The variance of
work is calculated as the difference in the actual work columns less work expected by setting this rule also
for summary tasks.
7.1.1. Monitoring Requirements Elicitation and Analysis (Phase 1)
ID Activities name Forecast Work Variation
0 Virtual Museum Tour 660 h
1 Requirements Elicitation and Analysis 160 h
1.1 Requirements Collection 105 h
1.1.1 Actors identification 10 h
Cupo Pietro 10 h
1.1.2 Requirements functional and
no-functional identification
25 h
Cupo Pietro 25 h
1.1.3 Rilevant Scenarios identidication 20 h
Conte Angelo 20 h
1.1.4 Use Case 20 h
Conte Angelo 20 h
1.1.5 Mockup 20 h
Benevenga Marco 20 h
1.1.6 Revision Requirements Collection 5 h
Conte Angelo 5 h
1.1.7 Assembly RAD draft e supervision 5 h
Palumbo Michele 5 h
1.2 Requirements Analysis 55 h
1.2.1 Sequence Diagram 15 h
Cupo Pietro 15 h
1.2.2 Class Diagram 15 h
Cupo Pietro 15 h
1.2.3 Status Diagram 15 h
Conte Angelo 15 h
1.2.4 Revision Requirements Analysis 5 h
Conte Angelo 5 h
1.2.5 Assembly RAD and supervision 5 h
Palumbo Michele 5 h
2 System Design 80 h
3 Object Design 80 h
4 Implementation 230 h
5 Testing 80 h
6 Release 30 h
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7.1.2. Monitoring System Design (Phase 2)
ID Activities name Forecast Work Variation
0 Virtual Museum Tour 660 h
1 Requirements Elecitation and Analysis 160 h
2 System Design 80 h
2.1 Design Goals identification 10 h
Sannella Simone 10 h
2.2 Architecture identification 15 h
Cupo Pietro 15 h
2.3 Sub-system identification 15 h
Turco Domenico 15 h
2.4 Persistent Data identification 15 h
Sannella Simone 15 h
2.5 Services identification 5 h
Sannella Simone 5 h
2.6 Limit case identification 10 h
Cupo Pietro 10 h
2.7 Revision System Design 5 h
Conte Angelo 5 h
2.8 Assemblay SDD and supervision 5 h
Michele Palumbo 5 h
3 Object Design 80 h
4 Implementation 230 h
5 Testing 80 h
6 Release 30 h
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7.1.3. Monitoring Object Design (Phase 3)
ID Activities name Forecast Work Variation
0 Virtual Museum Tour 660 h
1 Requirements Elecitation and Analysis 160 h
2 System Design 80 h
3 Object Design 80 h
3.1 Trade-Offs identification 10 h
Parisi Giacomo 10 h
3.2 Package Subdivision 20 h
Parisi Giacomo 20 h
3.3 Tecnical reuse identification 40 h
3.3.1 Design Pattern identification 20 h
Sannella Simone 20 h
3.3.2 Off-The-Shelf component
identification
20 h
Turco Domenico 20 h
3.4 Revision Object Design 5 h
Conte Angelo 5 h
3.5 Assembly ODD and supervision 5 h
Palumbo Michele 5 h
4 Implementation 230 h
5 Testing 80 h
6 Release 30 h
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7.1.4. Monitoring Implementation (Phase 4)
ID Activities name Forecast Work Variation
0 Virtual Museum Tour 660 h
1 Requirements Elecitation and Analysis 160 h
2 System Design 80 h
3 Object Design 80 h
4 Implementation 230 h
4.1 GUI(Front-End-App) develop 50 h
Benevenga Marco 25 h
Massa Davide 25 h
4.2 Component interface Develop DB
(Back-end-App)
20 h
Parisi Giacomo 20 h
4.3 Module GPS Develop 25 h
Massa Davide 25 h
4.4 Code Develop 105 h
Benevenga Marco 30 h
Turco Domenico 25 h
Sannella Simone 25 h
Massa Marco 25 h
4.5 Code Optimization 25 h
Parisi Giacomo 25 h
4.6 Write implementation Document 5 h
Palumbo Michele 5 h
5 Testing 80 h
6 Release 30 h
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7.1.5. Monitoring Testing (Phase 5)
ID Activities name Forecast Work Variation
0 Virtual Museum Tour 660 h
1 Requirements Elecitation and Analysis 160 h
2 System Design 80 h
3 Object Design 80 h
4 Implementation 230 h
5 Testing 80 h
5.1 Unit Test 25 h
Troisi Pasquale 25 h
5.2 Integration Testing 15 h
Troisi Pasquale 15 h
5.3 Functional Testing 15 h
Troisi Pasquale 15 h
5.4 Usability Testing 20 h
Troisi Pasquale 20 h
5.5 Write Test Document 5 h
Palumbo Michele 5 h
6 Release 30 h
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7.1.6. Monitoring Release (Phase 6)
ID Activities name Forecast Work Variation
0 Virtual Museum Tour 660 h
1 Requirements Elecitation and Analysis 160 h
2 System Design 80 h
3 Object Design 80 h
4 Implementation 230 h
5 Testing 80 h
6 Release 30 h
6.1 User Manual 10 h
Palumbo Michele 10 h
6.2 Alpha version 10 h
6.2.1 Alpha version Preparation 5 h
Palumbo Michele 5 h
6.2.2 Manual Preparation 5 h
Palumbo Michele 5 h
6.3 Alpha Testing 7 giorni --------------- ---------------
6.4 Beta version 5 h
6.4.1 Beta version Preparation 5 h
Palumbo Michele 5 h
6.5 Beta Testing 10 giorni --------------- ---------------
6.6 Final App Version 5 h
6.6.1 Launch of the application
“Virtual Museum Tour”
5 h
Palumbo Michele 5 h
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7.2.Business calendar
Driven by the time constraint imposed by the European fund to complete the application for February 2018,
it was decided to rely on a high-capacity team.
Based on this, you could decide to adopt a more flexible calendar.
Here is the work schedule for this project.
As we said, the calendar turns out to be more flexible, including 5 working hours a day for 5 days a week
and 2 holidays, Saturday and Sunday.
This schedule will be respected for the duration of the project, which will be from Monday 5/06/2017 to
Fri 05/01/2018.
The second part of the table lists the exceptions that coincide with the holidays.
BASIC CALENDAR: WORKING HOURS
DAYS HOURS
Monday 8.30 – 13.30
Tuesday 8.30 – 13.30
Wednesday 8.30 – 13.30
Thursday 8.30 – 13.30
Friday 8.30 – 13.30
Saturday No - Working
Sunday No - Working
EXCEPTIONS
Any Overtime According to necessity (max 25 ore)
Holidays / Non - Working DATE
Ferragosto Tue - 15/08/2017
All Saints Wed- 1/11/2017
Immacolata Fri - 8/12/2017
Christmas Mon- 25/12/2017
Saint Stefan Tue - 26/12/2017
New Year Mon - 1/01/2018
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7.3.Resource costs for hour/work
Given the high qualification of team members, it was decided not to engage them full time on this project
in order to be employed in other major company projects.
Based on this, it was decided to distribute the workload (hours / work) equally among staff members who
is 75 hours for each.
The following table contains the definition of human resource costs.
The columns contain the resource identifier, resource name, resource type, and rate.
The scheduled hourly rates are € 50 for the PM and € 25 for the other team members.
ID RESOURCE ROLE RATE
1 Palumbo Michele Project Manager 50€
2 Conte Angelo Analyst, Quality Assurance 25€
3 Cupo Pietro Analyst, Tester 25€
4 Parisi Giacomo System designer, Object model
designer, Database manager,
Developer
25€
5 Sannella Simone System designer, Object model
designer, Developer
25€
6 Turco Domenico System designer, Object model
designer, Developer
25€
7 Benevenga Marco Developer, Graphic designer 25€
8 Massa Davide Developer 25€
9 Troisi Pasquale Tester 25€
€ 3.000,00
€ 1.875,00 € 1.875,00 € 1.875,00 € 1.875,00 € 1.875,00 € 1.875,00 € 1.875,00 € 1.875,00
€ 0,00
€ 500,00
€ 1.000,00
€ 1.500,00
€ 2.000,00
€ 2.500,00
€ 3.000,00
€ 3.500,00
Michele
Palumbo
Angelo
Conte
Pietro
Cupo
Giacomo
Parisi
Simone
Sannella
Domenico
Turco
Marco
Benevenga
Davide
Massa
Pasquale
Troisi
Costo
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7.4.Revision process and Quality control
During the development of the documents of the Virtual museum tour software system is verified and
validated through a document called Review checklist, specific to each document.
In addition, quality control is carried out through the same checklists and the measurement metrics are
adopted in the ISO/IEC 9126 standard (Quality assessment standards).
These rules describe a software quality model that is divided into 6 phases:
The revision process steps can be represented by the following diagram:
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PLANNING: at this stage the checklist is scheduled, subject to review. The PM will assign the role of
auditor to quality assurance and subsequently act as a supervisor in the first person.
DEFINITION: a template checklist is produced that consists of a structure in sections each containing a
title. Completed this step, the document will be put on Google Drive sharing with the
whole team.
Example checklist
Id Description
Evaluation
From 1 to 5
(1 indicates insufficient,
5 check-item correct)
Example: Requirements Specification
1 Have you defined the features, constraints, performance,
and any other feature that the system will have to meet
the needs of the customer?
4
2 …………….. …..
3 …………….. …..
4 …………….. …..
5 …………….. …..
REVISION: at this stage, the auditor has the task of reading the artifact, the subject of the inspection
and to note any defects. The aim is to find as many flaws as possible.
REWORKING: in case the review will not have found defects, the document will be accepted.
If not, it will follow a rework phase.
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7.5.Communication plan
Event Rational Frequency Deliverable
Team Meetings Project discussions, updates
on project development
Weekly Meeting minutes to be
uploaded
Supervisor
Meetings
Supervisor feedbacks,
update on project progress
Fortnightly Meeting minutes to be
uploaded and updates
through email
Client Updates Update client on deliverables
after each milestone
After each
milestone
Meeting minutes to be
uploaded
Sharing
Sessions
Peer feedbacks, comments
and thoughts about the team
Monthly Resolved issues, Peer
feedback
Team Bonding
Session
To maintain team cohesion Monthly Have dinner/movies/outings
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8. Additional plans
8.1.COCOMO II Estimation
8.1.1. Estimated person/month effort with Early Prototyping Level
Supports prototyping projects and projects where software is developed by composing existing components.
Based on standard estimates of developer productivity in application points/month.
Have been identified, simple, average requirements and difficult to screens, reports and forms to find the
points of application from which it was removed the percentage of reuse components from which we get the
NAP which is the number of new application points to implement.
The team's experience has been highly evaluated due to the large capacity.
Formulas, step by step, for Early Prototyping Level
AP= APPLICATION POINT
NAP= N° OF THE NEW APPLICATION POINT (screen, report e module)
PROD= PRODUCTIVITY ( 4−7−13−25−50
𝑉𝐿−𝐿−𝑁−𝑀−𝑉𝑀
)
PM= PERSON/MONTH EFFORT
STEP 1
𝑨𝑷 = ∑ 𝑆𝐶𝑅𝐸𝐸𝑁 + ∑ 𝑅𝐸𝑃𝑂𝑅𝑇 + ∑ 𝑀𝑂𝐷𝑈𝐿𝐸
= (𝑁°𝐼𝑁𝑃𝑈𝑇 𝐷𝐴𝑇𝐴( 𝑆𝐼𝑀𝑃𝐿𝐸) ∗ 𝑊𝐸𝐼𝐺𝐻𝑇( 𝑆𝐼𝑀𝑃𝐿𝐸)) +
+(𝑁°𝐼𝑁𝑃𝑈𝑇 𝐷𝐴𝑇𝐴( 𝐴𝑉𝐸𝑅𝐴𝐺𝐸) ∗ 𝑊𝐸𝐼𝐺𝐻𝑇( 𝐴𝑉𝐸𝑅𝐴𝐺𝐸)) +
+ (𝑁°𝐼𝑁𝑃𝑈𝑇 𝐷𝐴𝑇𝐴( 𝐶𝑂𝑀𝑃𝐿𝐸𝑋) ∗ 𝑊𝐸𝐼𝐺𝐻𝑇( 𝐶𝑂𝑀𝑃𝐿𝐸𝑋)) +
+ (𝑁°𝐼𝑁𝑃𝑈𝑇 𝐷𝐴𝑇𝐴( 𝑆𝐼𝑀𝑃𝐿𝐸) ∗ 𝑊𝐸𝐼𝐺𝐻𝑇( 𝑆𝐼𝑀𝑃𝐿𝐸)) +
+(𝑁°𝐼𝑁𝑃𝑈𝑇 𝐷𝐴𝑇𝐴( 𝐴𝑉𝐸𝑅𝐴𝐺𝐸) ∗ 𝑊𝐸𝐼𝐺𝐻𝑇( 𝐴𝑉𝐸𝑅𝐴𝐺𝐸)) +
+ (𝑁°𝐼𝑁𝑃𝑈𝑇 𝐷𝐴𝑇𝐴( 𝐶𝑂𝑀𝑃𝐿𝐸𝑋) ∗ 𝑊𝐸𝐼𝐺𝐻𝑇( 𝐶𝑂𝑀𝑃𝐿𝐸𝑋)) +
+ (𝑁°𝐼𝑁𝑃𝑈𝑇 𝐷𝐴𝑇𝐴( 𝐶𝑂𝑀𝑃𝐿𝐸𝑋) ∗ 𝑊𝐸𝐼𝐺𝐻𝑇( 𝐶𝑂𝑀𝑃𝐿𝐸𝑋))
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SCREENS Number and source of data tables
Number of
views
contained
Total <4
(<2server,
<2 client)
Total <8
(2-3 server,
3-5 client)
Total 8+
(>3 server,
>5 client)
< 3 Simple Simple Medium
3 - 7 Simple Medium Difficult
8+ Medium Difficult Difficult
REPORTS Number and source of data tables
Number of
sections
contained
Total <4
(<2server,
<2 client)
Total <8
(2-3 server,
3-5 client)
Total 8+
(>3 server,
>5 client)
< 2 Simple Simple Medium
2 or 3 Simple Medium Difficult
> 3 Medium Difficult Difficult
COMPLEX Complexity Weighting
Type of object Simple Medium Difficult
Screen 1 2 3
Report 2 5 8
Module N/A N/A 10
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STEP 2
% 𝒓𝒆𝒖𝒔𝒆 = 𝑹𝑬𝑼𝑺𝑬𝑫 𝑪𝑶𝑴𝑷𝑶𝑵𝑬𝑵𝑻𝑺 𝑹𝑬𝑸𝑼𝑰𝑹𝑬𝑫 𝑪𝑶𝑴𝑷𝑶𝑵𝑬𝑵𝑻𝑺
0% 100%
𝑵𝑨𝑷 = 𝐴𝑃 ∗ [
(100 − %𝑅𝐸𝑈𝑆𝐸)
100
]
STEP 3
PROD Very low Low Nominal High Very High
Developer’s
experience and
capability
4 7 13 25 50
CASE maturity and
capability 4 7 13 25 50
𝑷𝑴 =
𝑁𝐴𝑃 ∗ (
1 −
%𝑅𝐸𝑈𝑆𝐸
100
100
)
𝑃𝑅𝑂𝐷