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ASSIGNMENT 3

CAR HIRE PORTAL


Gauravkumar Patel 300765205
Darshankumar Patel 300762523
Rachit Pandya 300765389
Ankit Patel 300765558
Parimal Patel 300772037
Jyotinder Dhillon 300729441

Flowchart of Project Analysis

Project Start

Traceability Matrix

Business Scope

Business Case
No

No
Business Scope
approval

Business Case Approval


Yes

Yes

Stakeholder Resister

Project Time Diagram


No

Requirement Analysis

Cost Estimate

Charter
Cost & Time
approval

No

Yes

Charter
approval
Yes
WBS & WBS Dictionary

Process Analysis &


Quality Assurance Plan

Project Planning Complete

Second page: Continued from Previous Page


Project Planning Complete

Deploying Application

Design Analysis

Testing

No

No

Yes
Review Working

Design approval

Yes
Test
Development Analysis

No
Yes

No
Training
Development plan Approval
Documentation
Yes
Planning Resource

No

Post Installation Review

Yes
Aquire Resource

Project Finish

QUALITY ASSURANCE PLAN


Introduction
Quality Assurance Plan (QAP) is a critical part of any project, as it enables to agree a
set of quality targets with the customers. It then helps in monitoring and controlling the
level of quality, which further indicates the level of adherence to the targets.
1.1 Purpose
This Project Quality Assurance Plan documents the necessary information required to
effectively manage project quality from project planning to delivery. It defines a projects
quality policies, procedures, criteria for and areas of application, and roles,
responsibilities and authorities.
1.2 Policy Statement
All activities are required to include Quality Assurance (QA) activities as an integral part
of the processes used for the development and delivery of products/services.
This policy requires that:
QA goals must be rational so that they are accepted and supported
Continual improvement efforts must be supported
All quality control and quality measurement activities are documented.
A manager or management team will be responsible for QA
Senior management will review QA activities
The QAP will be base-lined and placed under Configuration Management
(CM) control
The QA Team will work to foster constructive communication, provide
feedback to detect and prevent development problems, control risks,
discuss alternative solutions, and ensure quality is built-in to all products/and
Information Technology (IT) services to the customer

Quality Assurance Procedures


2.1 Walkthrough Process
Car Hire will design a walkthrough process that will allow the designers to obtain an
early validation of the design decisions related to the development and treatment of
the content, design of the product functionality.
2.1.1 Walkthrough Procedures
Present plans, documentation, or other deliverables for review and
approval.
Review material in the preparation stages.
Critique and report quality deficiencies of plans, processes, and procedures.
2.2 Review Process
The Review process is used to examine products and services within a quality
factors context. Quality factors are categories of the product and services attributes.

2.2.1 Review Procedures

Identification of reviews in the WBS and project schedule


Verification that correct review procedures are in place
Document review results against quality factors:
Verification of product/service traceability, if applicable
Verification
of
product/service
against
contractual
requirements
Verification of product/service against standards and
procedures

Validation of corrections by scheduling follow-up actions and reviews

Validation that defects or errors are tracked to closure

Documentation that review results against product validation information

Summary of review findings for other technical groups/organizations.

Enhanced review procedures

2.3 Audit Process

The QA Team will conduct process audits periodically as required by the customer.
The purpose of audits is to identify deviations in process performance, identify
noncompliance items that cannot be resolved at the technical support or project
management level, to validate process improvement/corrective action
achievements, and to provide relevant reports to all management levels.
2.3.1 Audit Procedures
Clearly understand and adhere to the audit scope
Conduct preparation meetings in advance of the audit:
o

Define areas to be reviewed

Define review criteria

Conduct an overview meeting in advance of the audit


Conduct the planned meetings, interviews, etc.
Review the preliminary findings internally with the audit team
Verify and classify findings from the audit
Validate audit findings with the audit recipient
Prepare the audit report for the audit client
Provide recommendations on request only
Follow-up on corrective action/process improvement
Improve the audit process
An audit is considered complete when:
Each element within the scope of the audit has been examined
Findings have been presented to the audited organization
Response to draft findings have been received and evaluated
Final findings have been formally presented to the audited organization and
initiating entity
The Audit Report has been prepared and submitted to recipients designated
in the audit plan
Audit findings have been documented, and recommendations and the Audit
Report have been forwarded to the PM
A recommendation report, if required by the plan, has been prepared and
submitted to recipients designated in the audit plan
All of the auditing organization's follow-up actions included in the scope of
the audit have been performed

2.4 Evaluation Process


Evaluations examine the activities used to develop/deliver products and services,
ultimately determining if the activity is fulfilling requirements. The QA function
establishes criteria for an evaluation, verifies the process has been performed, and
collects the metrics to describe the actual results of those activities.
2.5 Process Improvement
Detection of quality-related problems
Identification of responsibility
Evaluation of importance
Investigation of possible causes
Analysis of problem
Preventive action
Process controls
Disposition of nonconforming items
Permanent changes
3

Problem Reporting Procedures


3.1 Non-Compliance Reporting Process
The QA Team must verify all problems were tracked to closure and must provide
continuing feedback to management about the status of the problem.
3.1.1 Non-Compliance Reporting Procedure
Problems are resolved with the appropriate Team Leader, when possible
Problems that cannot be resolved with the Team Leader are elevated to the
Project Manager
Problems that have been referred to the Project Manager are reviewed
weekly until they are resolved. Items that cannot be resolved by the Project
Manager within six weeks are elevated to the resolution

Quality Assurance Metrics


Number of reviews (QA activities) conducted

Status of non-conformance items identified


Status of action items open/closed/on-hold
Number of days to correct and close a non-conformance item
Customer satisfaction levels relating to product and service quality
Trends for process improvement

LESSONS LEARNED

Business Case
o Business case should not contain details about the project
o Before documenting a business case, project team should communicate
with project sponsor
Stakeholder Register
o Should contain contact details of each stakeholder
o External and internal stakeholders should be listed separately
Requirements Analysis
o Requires detail feasibility study
o Brainstorming is necessary
Project Charter
o Project charter should contain more information about in and out of scope
activities
Project Scope
o Extra care must be taken before presenting the project scope to the
sponsor
Requirements Traceability Matrix must reflect all deliverables
Although automatic scheduling can be done in project management software,
manual scheduling is fault tolerant.
Meeting should be announced well in advance before the due date
Better communication between group members on project material
Standard formatting for all project documents, must be set.

COMMUNICATION PLAN
INTRODUCTION
This Communications Management Plan sets the communications framework for the
project. The plan will serve as a guide for communications throughout the life of the
project and will be updated as communication needs change. This plan identifies and
defines the roles of the people involved and includes a communications matrix which
maps the communication requirements of this project. An in-depth guide for conducting
meetings details the communications rules and how the meetings will be conducted,
ensuring successful meetings. A project team directory is included to provide contact
information for all stakeholders directly involved in the project.
COMMUNICATIONS MANAGEMENT APPROACH
The Project Manager, will take a proactive role in ensuring effective communications on
project. The communications requirements are documented in the Communications
Matrix presented in this document. The Communications Matrix will be used as the
guide for what information to communicate, who is to do the communicating, when to
communicate it and to whom to communicate.
Updates or changes may be required as the project progresses and changes are
approved. Changes or updates may be required due to changes in personnel, scope,
budget, or other reasons. Additionally, updates may be required as the project matures
and additional requirements are needed. As the project manager, is responsible for
managing all proposed and approved changes to the communications management
plan. Once the change is approved, will update the plan and supporting documentation
and will distribute the updates to the project team and all stakeholders. This
methodology is consistent with the projects Change Management Plan and ensures
that all project stakeholders remain aware and informed of any changes to
communications management.
COMMUNICATIONS MANAGEMENT CONSTRAINTS
All project communication activities will occur within the projects approved budget,
schedule, and resource allocations. The project manager is responsible for ensuring
that communication activities are performed by the project team and without external
resources leading the project to exceed the authorized budget. Communication
activities will occur in accordance with the frequencies detailed in the Communication

Matrix in order to ensure the project adheres to schedule constraints. Deviation from
these timelines may result in excessive costs or schedule delays and must be approved
by the project sponsor.

STAKEHOLDER COMMUNICATION REQUIREMENTS


As part of identifying all project stakeholders, the project manager will communicate with
all stakeholders to determine preferred frequency and method of communication. This
feedback will be maintained by the project manager in the Stakeholder Register.
Standard project communications will occur in accordance with the Communication
Matrix. Stakeholder communication requirements must identify communication channels
and access to the channels.
The project team will use the Stakeholder Register and Communication Matrix as the
basis for all communications.
ROLES
Project Sponsor
The project sponsor has authorized the project by signing the project charter. This
person is responsible for the funding of the project and is ultimately responsible for its
success. Since the Project Sponsor is at the executive level communications should be
presented in summary format unless the Project Sponsor requests more detailed
communications.

Program Manager

The Program Manager oversees the project at the portfolio level and owns most of the
resources assigned to the project. The Program Manager is responsible for the project
costs therefore requires more detailed communications than the Project Sponsor.

Key Stakeholders

For this project we are defining a subset of the stakeholders as Key Stakeholders.
These are the stakeholders with whom we need to communicate. The Key Stakeholders
include executive management with an interest in the project and key users identified
for participation in the project.

Customer

As the customer who will be accepting the final deliverable of this project he will be
informed of the project status including potential impacts to the schedule for the final
deliverable or the product itself.

Project Manager

The Project Manager has overall responsibility for the execution of the project managing
day to day resources, providing project guidance and monitoring and reporting on
project metrics. As the person responsible for the execution of the project, the Project
Manager is the primary communicator for the project distributing information according
to this Communications Management Plan.

Project Team

The Project Team is comprised of people who have a role performing work on the
project. The Project Team is responsible for completing the work for the project they
played a key role in creating. The Project Team requires detailed communication which
is achieved through day to day interactions with the Project Manager and other team
members along with weekly team meetings.

KICK-OFF MEETING AGENDA

Meeting Agenda

Meeting Agenda will be distributed 2 business days in advance of the meeting. The
Agenda should identify the presenter for each topic along with a time limit for that topic.
The first item in the agenda should be a review of action items from the previous
meeting.

Meeting Minutes

Meeting minutes will be distributed within 2 business days following the meeting.
Meeting minutes will include the status of all items from the agenda along with new
action items and the Parking Lot list.

Fishbone Diagram