Table of Contents

Introduction ............................................................................................................................................ 3
Task 1 ...................................................................................................................................................... 4
1.1 Appropriate standards for the development of an IT system. ..................................................... 4
1.1.1 ISO 9000 ................................................................................................................................. 4
1.1.2 ISO 14000 ............................................................................................................................... 4
1.1.3 ISO 31000 ............................................................................................................................... 5
1.1.4 PRINCE 2 ................................................................................................................................. 7
1.2 Assessing the risks associated with the development of an IT system......................................... 9
1.3 System Development Life Cycle (SDLC) ...................................................................................... 11
1.3.1 Prototyping .......................................................................................................................... 11
1.3.2 Milestones of completing the SDLC ..................................................................................... 12
Task 2 .................................................................................................................................................... 13
2.1 PRINCE2 & Prototyping Software Development Life Cycle............................................................. 13
2.1.1 Starting up a Project (SU) ......................................................................................................... 13
2.1.1.1 The Team........................................................................................................................... 14
2.1.1.2 The Project Brief ............................................................................................................... 14
2.1.2 Directing a Project (DP) ............................................................................................................ 17
2.1.3 Initiating a Project (IP) ............................................................................................................. 17
2.1.4 Planning the project ................................................................................................................. 18
2.1.4.1 Activity List ........................................................................................................................ 18
2.1.4.2 Resource Allocation .......................................................................................................... 18
2.1.4.3 Program evaluation and review technique (PERT) ........................................................... 19
2.1.4.4 Critical Path Method (CPM) .............................................................................................. 19
2.1.4.5 Gantt Chart........................................................................................................................ 21
2.1.5 Controlling a Stage (CS) ............................................................................................................ 21
2.1.6 Managing a Stage Boundary (SB) ............................................................................................. 22
2.1.7 Managing Product Delivery (MP) ............................................................................................. 22
2.1.8 Closing a Project (CP) ............................................................................................................... 23
2.2 The suitability of tools used to manage the development of an IT system. ................................... 24
2.2.1 The Prototyping SDLC .............................................................................................................. 24
2.2.3 PRINCE2.................................................................................................................................... 25
2.2.4 Activity List and Resource Allocation List................................................................................. 26

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 2.2.5 CPM .......................................................................................................................................... 26
2.2.6 PERT ......................................................................................................................................... 26
2.2.7 Gantt chart ............................................................................................................................... 27
2.2.8 Microsoft Project 2013 ............................................................................................................ 27
2.2.9 Different approach that could have been used ....................................................................... 28
2.3.1 How Project Management Tools were used in the SreeLeathers Project? ................................. 29
2.3.2 Quality control strategies............................................................................................................. 29
2.3.3 Quality control tools .................................................................................................................... 30
2.3.3.1 Histogram .............................................................................................................................. 30
Conclusion ............................................................................................................................................. 33
Bibliography .......................................................................................................................................... 34

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Introduction
Quality control and assurance relies on the establishment of standards by which projects can be
measured. To ensure that the end product meets the requirements reviews, tests and inspections
are carried out. A structured framework of procedures should be followed for IT projects which will
make sure that quality is a vital part of the development process.

Mr. Masud Ibrahim is an investor who wants to bring the SreeLeathers products to Bangladesh. His
plan is to establish 5 outlets in Dhaka city (Uttara, Gulshan, Banani, Dhanmondi and Motijheel) for
retails sale. He has also planned to establish a huge warehouse just outside of Dhaka (Gazipur),
where he will keep the stocks of products. He also wants to start an ecommerce business with the
products of SreeLeathers.

For this purpose, Mr Ibrahim has contacted my software company, SonicSoft Lab, to develop the
proposed system for him. My task as an Analyst Programmer for this project is to design and
develop the proposed system for Mr Masud Ibrahim.

This written report will be about the appropriate quality standards that will be adhered to for the
development of the IT system for the SreeLeathers and the risks associated with the proposed
system. The quality control management plan will also be discussed in this report.

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Task 1
1.1 Appropriate standards for the development of an IT system.
The proposed system of Mr. Masud Ibrahim needs to comply with the international
standards to assure the quality of the organization and its products.

The International Organization for Standardisation (ISO) is an international organization that

has developed more than 19000 international standards for various sectors that gives world-class
specifications for products, services and systems, to ensure quality, safety and efficiency. These
standards are made by the experts of the ISO.

I will be explaining some of the appropriate standards of ISO that will help in the
development of the IT system for SreeLeathers.

1.1.1 ISO 9000

ISO 9000 is the first set of standards for quality management that has been published by the ISO in
1987. It is developed to promote and develop the international quality standards. ISO 9000 is
applicable to all kinds of organizations regardless of its size. Major revisions of the standards have
been made in 2000. Current revisions of ISO 9000 and ISO 9001 were published in September 2015.

ISO 9000:2015 Definitions: Provides the fundamental concepts, principles and vocabulary
for quality management systems (QMS).
ISO 9001:2015 Requirements: This Standard specifies requirements for a quality
management system when an organization: a) needs to demonstrate its ability to
consistently provide products and services that meet customer and applicable statutory and
regulatory requirements, and b) aims to enhance customer satisfaction through the effective
application of the system, including processes for improvement of the system and the
assurance of conformity to customer and applicable statutory and regulatory requirements.
ISO 9004:2009 Continuous Improvement: Provides guidelines for establishing a quality
management system. This standard provides guidance to management for achieving
sustained success of any organization in a complex, demanding, and ever changing
environment. The sustained success of an organization is demonstrated by its ability to
satisfy the needs and expectations of its customers and other interested parties, over the
long term and in a balanced way. This can be achieved through awareness of the
organization's environment, the effective management of opportunities and risks, learning
from experience, and through the application of improvement and innovation.

1.1.2 ISO 14000

The ISO 14000 family of standards provides practical tools for companies and organizations of all
kinds looking to manage their environmental responsibilities. ISO 14001:2015 and its supporting
standards such as ISO 14006:2011 focus on environmental systems to achieve this (Iso.org,
2016). The other standards in the family focus on specific approaches such as audits,
communications, labelling and life cycle analysis, as well as environmental challenges such as
climate change.

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1.1.3 ISO 31000

Risks affecting organizations can have consequences in terms of economic performance and
professional reputation, as well as environmental, safety and societal outcomes. Therefore,
managing risk effectively helps organizations to perform well in an environment full of
uncertainty.

ISO 31000:2009, Risk management Principles and guidelines, provides principles, framework
and a process for managing risk. It can be used by any organization regardless of its size, activity
or sector. Using ISO 31000 can help organizations increase the likelihood of achieving objectives,
improve the identification of opportunities and threats and effectively allocate and use
resources for risk treatment. However, ISO 31000 cannot be used for certification purposes, but
does provide guidance for internal or external audit programmes. Organizations using it can
compare their risk management practices with an internationally recognised benchmark,
providing sound principles for effective management and corporate governance.

The 11 Principles of risk management

1. Creates and protects value

Good risk management contributes to the achievement of an organisations objectives
through the continuous review of its processes and systems.
2. Be an integral part of organisational processes
Risk management needs to be integrated with an organisations governance framework and
become a part of its planning processes, at both the operational and strategic level.
3. Be part of decision making
The process of risk management assists decision makers to make informed choices, identify
priorities and select the most appropriate action.
4. Explicitly address uncertainty
By identifying potential risks, organisations can implement controls and treatments to
maximise the chance of gain while minimising the chance of loss.
5. Be systematic, structured and timely
The process of risk management should be consistent across an organisation to ensure
efficiency, consistency and the reliability of results.
6. Based on the best available information
To effectively manage risk it is important to understand and consider all available
information relevant to an activity and to be aware that there may be limitations on that
information. It is then important to understand how all this information informs the risk
management process.
7. Be tailored
An organisations risk management framework needs to include its risk profile, as well as
take into consideration its internal and external operating environment.

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 8. Take into account human and cultural factors
Risk management needs to recognise the contribution that people and culture have on
achieving an organisations objectives.
9. Be transparent and inclusive
Engaging stakeholders, both internal and external, throughout the risk management process
recognises that communication and consultation is key to identifying, analysing and
monitoring risk.
10. Be dynamic, iterative and responsive to change
The process of managing risk needs to be flexible. The challenging environment we operate
in requires organisations to consider the context for managing risk as well as continuing to
identify new risks that emerge, and make allowances for those risks that no longer exist.
11. Facilitate the continual improvement of organisations
Organisations with a mature risk management culture are those that have invested
resources over time and are able to demonstrate the continual achievement of their
objectives.

ISO 31000 Risk Management Framework

Principles: Process
Framework
1. Creates and protects value
2. Be an integral part of Mandate and
Commitment Establishing the
organisational processes
context
3. Be part of decision making
4. Explicitly address uncertainty Risk Assessment
5. Be systematic, structured Design of
Communication and Consultation

and timely framework for Risk Identification

managing risk
6. Based on the best available

Monitoring and Review

information
7. Be tailored
Risk Analysis
8. Take into account Continual Implementing

human and cultural Improvement risk

of the management
factors framework
Risk Evaluation
9. Be transparent and inclusive
10. Be dynamic, iterative and
responsive to change
11. Facilitate the continual Monitoring and
improvement of review of the Risk Treatment
framework
organisations

Figure: Risk Management Framework

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 1.1.4 PRINCE 2
PRINCE stands for PRojects IN Controlled Environments. It is a methodology covering organisation
management and control of projects. PRINCE2 is recognised by thousands of organisation across the
globe as best practice for project management. It is a project management method that can be
applied to different types of projects and projects of different sizes.

PRINCE2 overview:

Corporate and Programme Management

Directing a project

Project Starting up Initiating a Control of Managing Closing of

Mandate a project project a stage stage a project
boundaries

Managing
product
delivery

Planning

Figure: PRINCE2 overview

Processes of PRINCE2: There are seven processes of PRINCE2 that describe responsibilities. In simple
words- these process tell who will do what and when.

Seven processes of PRINCE2 are:

1. Starting up a project
2. Initialisation of a project
3. Direction of a project
4. Controlling a stage
5. Management of product delivery
6. Management of stage boundaries
7. Closures of a project

Themes of PRINCE2: There are seven themes of PRINCE2 that define those areas of project
management needed to be addressed continuously till the closure of the project.

Following are the 7 themes defined in PRINCE2:

1. Business case: Before starting any project, it is essential to know that if the project is
feasible, desirable and achievable.
2. Organisation: In organisation, accountabilities and responsibilities are defined.

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 3. Quality: The objective of this theme is to ensure that the project meets all its requirements
without any issue.
4. Risks: The objective of this theme is to focus on identifying, assessing and controlling risks.
5. Plan: It is the most crucial theme of PRINCE2 methodology. It describes what to do and how
to do to achieve the goal of the project. It describes what activities to be performed, when
to be perform and by whom to be performed.
6. Change: A client may anytime ask to add or remove a project requirement. This theme
describes efficient and reliable change management.
7. Progress: Objective of this theme is to ensure that project is being developed according to
the plan.

Principles of PRINCE2: There are seven principles of PRINCE2 which serve the purpose of a
framework for the efficient project management practice.

The seven PRINC2 principles consist of:

1. Business justification
2. Roles and responsibilities
3. Learn from experience
4. Manage by exceptions
5. Manage by stages
6. Tailor to suite the environment
7. Focus on product

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1.2 Assessing the risks associated with the development of an IT system
Risk is a probability or threat of damage, injury, liability, loss, or any other negative occurrence that
is caused by external or internal vulnerabilities, and that may be avoided through pre-emptive
action.

Risk is a part of all aspects of everyday life. Development of an information system is a complex
process, which makes it submissive to a great number of risks(urkovi, O. and Rakovi, L. 2009).

Risk is assessed by identifying threats and vulnerabilities, then determining the likelihood and impact
for each risk.

There are various kinds of risks that can be associated with the development of an IT system. I will
be assessing these risks in the following tables.

RISK RANKING
Ranking (1 to 5)
Description of Risk Risk Type Probability Impact
[Highest=1 & Lowest=5]
Fire Physical Low Very High 1
Material &
Electrical Medium High 3
Physical
Data Loss Personnel Medium Very High 2
Delivery products missing Physical Medium High 4
Products being stolen Physical High Medium 5

Figure: Risk Ranking

RISK ASSESSMENT
Who/what might
What is already Who will deal with
Description of Risk be harmed and Contingency Plan
being done? the risk?
how?
- All staff are
insured against fire -The buildings
and will receive should be
damages through provided with
Staffs and All staff,
insurance. many fire
employees may be
-The fire stations supervisor to
injured from fire extinguishers and
Fire are close to the monitor.
area. Property fire alarms.
stores and
damage can also -The employee
warehouse. If a fire A fire fighter
occur due to fire. should receive
is reported to the
fire station, the fire training about fire
fighter can handle safety.
fire quickly
-SreeLeathers will - We have to All staff,
The staff that use be using identified inspect the supervisor to
electrical electrical
electrical monitor,
Electrical equipment. Also equipment about
the equipments can safety and
equipment failure electrical
also be damaged performance. according of management
- An earth leakage electrical safety expert

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 breaker is installed. standard.
-SreeLeathers can
- The server will be implement Virtual
Loss of data from
kept in a secured Private Network for
server. Loss data of IT technician
Data Loss room where only more data security
website and Network Manager
authorised person -Backup server
resources.
can enter. should be installed
to prevent data loss
Take
acknowledgement
Delivered goods Deliver products to
Delivery products proof that the
missing from customer face to Delivery company
missing customer has
clients doorstep. face.
received the
product
Products being Install Close Circuit Install magnets on
Products being stolen or missing Cameras (CCTV all products, which Security
stolen from stores and Cam) at all required can be detected by management
warehouse. places. metal detectors.

Figure: Risk Assessment

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1.3 System Development Life Cycle (SDLC)
I will be using the prototyping system development life cycle to develop the new system for
SreeLeathers.

1.3.1 Prototyping
Prototyping is a working model of the software or system with some limited functionality. The
prototype does not always hold the exact logic as used in the actual software application and is an
extra effort to be considered under effort estimation. Prototyping is used to allow the users evaluate
developer proposals and try them out before implementation. It also help understand the
requirements which are user specific and may not have been considered by the developer during
product design.

The SDLC will be running each processes of PRINCE2 project management system using the Deming
cycle model on each phase. This ensures the quality control of each phases of the SDLC.

Initial Study & Analysis

SU
MP
IP
CS
PL
SB
Implementation
DP
CP

Figure: The SDLC model

PLAN

Initial Study &

Analysis

SU
MP
STUDY IP DO
CS
PL
SB
Implementat
DP ion

CP

ACT
Figure: DEMING CYCLE

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1.3.2 Milestones of completing the SDLC

Phase
Phase Name Deliverables Duration Start Date End Date
No.
Company Background 5/1/2016 6/1/2016
Initial Study & System Specifications
A 2
Analysis System Requirements
Mind maps 7/1/2016 9/1/2016
B Planning Flow chart 3
Gantt Chart
Project Product Description 10/1/2016 10/1/2016
Starting Up a
C Project Approach 1
Project Project Brief
Project Controls 11/1/2016 12/1/2016
Project Management Team Structure
D Initiating a project Project Plan
2
Project Initiation Documentation
Issue reports and Issues register in which all 13/1/2016 14/1/2016
issues are captured and examined.
Daily log used to informally manage any
E Controlling a Stage risks and issues 2
Lessons log updated with any lessons
learned during the stage
Updated Risk register.
Current Stage Plan actuals showing the 15/1/2016 16/1/2016
performance against the original Stage Plan.
The Next Stage or Exception Plan for
Managing Stage approval..
F A revised Project Plan incorporating all the
2
Boundaries
actual metrics.
Configuration item records created/updated
for new stage products.
Team plans with actual dates. 17/1/2016 19/1/2016
Quality register with all quality work that is
being undertaken.
Managing Product Configuration Item Records with the latest
G status of products produced.
3
Delivery
Checkpoint Reports providing regular
progress information to the Project
Manager.
crested deliverables of the project 20/1/2016 21/1/2016
H Directing a Project work performance data 2
change requests
Product Status Account covering the status 22/1/2016 22/1/2016
of all products for the project
Issue register to identify any outstanding
issues
Follow-on action recommendations created
with any outstanding issues to be addressed
Configuration item records updated with
I Closing a Project current status of products 1
Benefits review plan updated with dates for
benefits realization
Acceptance records for products completed
End project report created
Lessons Report created
Close Issue, Risk, Quality registers, Daily and
Lessons Log
The finished product 23/1/2016 24/1/2016
J Implementation System/Technical Documentation 2
User Documentation

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 Task 2

2.1 PRINCE2 & Prototyping Software Development Life Cycle

For building the IT system for SreeLeathers I am using PRINCE2 project management methodology to
plan and implement the system.

We have tailored the processes of the PRINCE2 with our SDLC. The processes of PRINCE2 do not
follow structured phases for which the processes of PRINCE2 should be merged to a Software
Development Life Cycle (SDLC). We have to do this for developing the system in a structured way.

Below is the diagram of PRINCE2 merged with the prototyping methodology.

Initial Study & Analysis

SU
MP
IP
CS
PL
SB
Implementation
DP
CP

Figure: The SDLC model

Now I will be discussing what takes place at each phases of PRINCE2 project management.

2.1.1 Starting up a Project (SU)

This is a short but very important pre-project process to gather basic information about the project.
The purpose of the Starting up a Project process is to ensure that the prerequisites for Initiating a
Project are in place by answering the question: do we have a viable and worthwhile project?
(Siliconbeachtraining.co.uk, 2016)

Starting up a Project includes six steps:

Appoint the Director and the Project Manager

Capture previous lessons
Design and Appoint the Project Management Team
Prepare the Outline Business Case
Select the Project Approach and Assemble the Project Brief
Plan the Initiation Stage

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2.1.1.1 The Team
Below is the information of my Project Management team.

Name Role Responsibilities

MASUD IBRAHIM PROJECT SPONSER To lead the project board

To make commercial decisions for the
project
To assure availability of project
resources
To approve budget and decide
tolerances

AFSAR UDDIN CHOWDHURY PROJECT DIRECTOR To manage the support and provision
of project tools and equipment
To review project activities

MOHAMMAD KAMRUL HASAN PROJECT MANAGER To lead and manage the team.
To recruit staffs
To make project plan
To manage the project deliverables

DEVELOPER/PROGRAMMER Data Migration

RASHEDUL ISLAM
To make interfaces with other
systems To set up and maintenance
of security rights and access
permissions.
Production of technical
documentation.

HUMAN RESOURCE MANAGER Providing all stuff

ZUNAYRA AHMED
Issue memo for all employee about
the project.
Managing the resources.
Providing right resources in right
time and place.
Sign off (signature of all stakeholder):

2.1.1.2 The Project Brief

In order to define the requirements in project brief, we have to do some tasks. Those are:

Understanding the place: How it is now and how it can be changed in future.
Preparing a strategic framework : recording the most important things about the project
spatially (on a plan)
Planning project delivery: developing the business case to make sure what is proposed is
viable and feasible, how it could be implemented, and who could be responsible
Planning a quality process: developing your vision so that you keep the focus on and test
quality throughout the process.

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 Project Brief

Executive Summary
The objective of this project is to develop an IT based system for Mr Masud Ibrahim's SreeLeathers.
The IT based system should have features such as generating reports, managing inventory etc. The
system should also handle the transactions and registration of the customers. The accuracy of
delivery services needs also to be ensured..

Objectives
Getting accurate sales report for every day, week and month.
Having data about permanent customers.
Gathering information about favourite items among customers in different branches.
Having accurate stock information

Background to proposal
Mr. Ibrahim wants to bring the products from SreeLeathers of India to Bangladesh and sell their
products in Bangladesh. For this purpose he has built five branches of his store in different locations
of Dhaka and also built a warehouse close to Dhaka. In order to ensure that fast and accurate
business can be done by his company he wants to have an IT based system which will connect al his
branches and the warehouse and he also wants an e-commerce store to be made so that he can do
business online through Internet. He wants to have a system that:

Generates daily, weekly, monthly and yearly sales report and predicted sales report.
Manages e-shop and online delivery system accurately
Manages cash from the sales register
Have accurate stock inventory
SonicSoft Lab is working to design an efficient and accurate solution for Mr. Masud Ibrahim.

The goal of this project is to produce an IT based system according to the requirements of Mr.
Ibrahim within the time scale of the project.

The current system is not computerized. All processes of the businesses are being done manually. All
departments keep records manually in paper and at the end of the day they file it.

Proposed solution mainly focused on making a system that interconnects the stores, warehouse,
customers and administration.

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Case for Change
There are several problems in current system, which causes waste of money and time.

The core problem with this management system is that there is no network between the warehouse
and the stores located in several locations of Dhaka. After every business day, the records are stored
in files. It consumes lots of time . It is also hard for Mr. Ibrahim and administration to take a new
decision or purchase stock based on current circumstances. Because they cannot take the decision
until they get reports from their stores and warehouses until the end of the day.

The second point is that the customers do not have access to the system. The business does not
have an online store. So it cannot reach to the people who are busy and cannot go to physical store
to buy products.

Project Budget
The budget of the project will be around 5 lac BDT.

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2.1.2 Directing a Project (DP)

Directing a Project covers the decision-making process of running a project and is aimed at the
Project Board, the management team representing the sponsor, the users of the final product and
the suppliers of the product. This process ensures that these people are only involved in the most
important decisions of the project and not the day to day management.

The purpose of the Directing a Project process is to enable the Project Board to be accountable for
the projects success by making key decisions and exercising overall control while delegating day-to-
day management of the project to the Project Manager.

The objective of the Directing a Project process is to ensure that:

There is authority to initiate the project

There is authority to deliver the projects products
Management direction and control are provided throughout the projects life, and that
the project remains viable
Corporate or programme management has an interface to the project
There is authority to close the project
Plans for realising the post-project benefits are managed and reviewed.
The Directing a Project process starts on completion of the Starting up a Project process
and is triggered by the request to initiate a project.

2.1.3 Initiating a Project (IP)

Initiating a Project ensures that all stakeholders have reached an agreement before any significant
spending. Agreements should be reached on what is to be done; how, when and why it is being
done; the expected benefits and how the required quality will be achieved.

The purpose of the Initiating a Project process is to establish solid foundations for the project,
enabling the organisation to understand the work that needs to be done to deliver the projects
products before committing to a significant spend.

The objective of the Initiating a Project process is to ensure that there is a common understanding
of:

The reasons for doing the project, the benefits expected and the associated risks
The scope of what is to be done and the products to be delivered
How and when the projects products will be delivered and at what cost
Who is to be involved in the project decision making
How the quality required will be achieved
How baselines will be established and controlled
How risks, issues and changes will be identified, assessed and controlled
How progress will be monitored and controlled
Who needs information, in what format, and at what time

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2.1.4 Planning the project
Planning is iterative process in PRINCE2. There should be plan before inception of every process.
Every process has planning part. All of plans related to other processes should be completed in this
process. For planning the processes of PRINCE2, we have used several tools such as PERT chart,
Gantt chart and Critical Path Method (CPM).

2.1.4.1 Activity List

Phase Phase
Phase Name Duration Start Date End Date
No. Dependencies
A Background Study 2 5/1/2016 6/1/2016 -

B Planning 1 7/1/2016 9/1/2016 A

C Starting Up a Project 1 10/1/2016 10/1/2016 B

D Initiating a project 2 11/1/2016 12/1/2016 A
E Controlling a Stage 2 13/1/2016 14/1/2016 C
Managing Stage
F 2 15/1/2016 16/1/2016 D
Boundaries
G Managing Product Delivery 3 17/1/2016 19/1/2016 E, F

H Directing a Project 2 20/1/2016 21/1/2016 G

I Closing a Project 1 22/1/2016 22/1/2016 H

J Implementation 2 23/1/2016 24/1/2016 I

2.1.4.2 Resource Allocation

Phase Resource
Phase No. Phase Name Duration Start Date End Date
Dependencies Allocation
Mr Ibrahim
A Background Study 2 5/1/2016 6/1/2016 - Mr Afsar
Mr Kamrul
Mr Afsar
B Planning 1 7/1/2016 9/1/2016 A Mr Kamrul
Mr Afsar
C Starting Up a Project 1 10/1/2016 10/1/2016 B Mr Kamrul
Ms Zunayra
D Initiating a project 2 11/1/2016 12/1/2016 A Mr Kamrul
Mr Kamrul
E Controlling a Stage 2 13/1/2016 14/1/2016 C Mr Rashed
Managing Stage Mr Kamrul
F 2 15/1/2016 16/1/2016 D Mr Rashed
Boundaries
Mr Kamrul
Managing Product
G 3 17/1/2016 19/1/2016 E, F Mr Afsar
Delivery Mr Rashed
H Directing a Project 2 20/1/2016 21/1/2016 G Mr Kamrul
Mr Ibrahim
I Closing a Project 1 22/1/2016 22/1/2016 H Mr Afsar
Mr Kamrul
Mr Kamrul
J Implementation 2 23/1/2016 24/1/2016 I Mr Afsar
Mr Rashed

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 2.1.4.3 Program evaluation and review technique (PERT)
The program (or project) evaluation and review technique, commonly abbreviated PERT, is a
statistical tool, used in project management, which was designed to analyze and represent the tasks
involved in completing a given project.

The PERT diagram for SreeLeathers is given below. The phases can be identified by their phase no.

B C E

A G H I J

D F

Figure: Pert Diagram

2.1.4.4 Critical Path Method (CPM)

The Critical Path Method (CPM) is one of several related techniques for doing project planning. CPM
is for projects that are made up of a number of individual "activities." If some of the activities require
other activities to finish before they can start, then the project becomes a complex web of activities.

It helps to find the critical path of the project by using data from the activity list.

Finding the critical path

B, 3 C, 1 E, 2

A, 2 G, 3 H, 2 I, 1 J, 2

D, 2 F, 2

Length of the paths:

A + B + C + E + G + H + I + J= 2 + 3 + 1 + 2 + 3 + 2 + 1 + 2 = 16 (This is the Critical Path)

A + D + F + G + H + I + J = 2 + 2 + 2 + 3 + 2 + 1 + 2 = 14
Key:
B, 3 C, 1 E, 2
Critical Path

A, 2 G, 3 H, 2 I, 1 J, 2

D, 2 F, 2

Figure: The Critical Path

Page | 19
 Calculating the Forward Pass

2 5 5 6 6 8
B C E
0 2 (3) (1) (2)
Start A
(2) 2 4 4 6 8 11
D F G
(2) (2) (3)

11 13 13 14 14 16
H I J Finish
(2) (1) (2)

Calculating the Backward Pass

2 5 5 6 6 8
B C E
0 2 2 (3) 5 5 (1) 6 6 (2) 8
Start A
0 (2) 2
2 4 4 6 8 11
D F G
4 (2) 6 6 (2) 8 8 (3) 11

11 13 13 14 14 16
H I J Finish
11 (2) 13 13 (1) 14 14 (2) 16

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2.1.4.5 Gantt Chart
Given below is the Gantt chart for the project of SreeLeathers IT system.

Figure: Gantt Chart

2.1.5 Controlling a Stage (CS)

This process describes the core activities of the Project Manager and ensures that a stage stays
within budget and schedule and to the customers' required quality.

The purpose of the Controlling a Stage process is to assign work to be done, monitor such work,
deal with issues, report progress to the Project Board, and take corrective actions to ensure that the
stage remains within tolerance.

For each stage, the following cycle of activities will be covered:

Authorise a Work Package

Review Work Package Status
Receive Completed Work Packages
Review the stage status
Report highlights
Capture and examine issues and risks
Escalate issues and risks
Take correction action

The continued assessment of risk and issues during this process is important.

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2.1.6 Managing a Stage Boundary (SB)
This process checks the work from the current stages and plans the next stage. The Project Plan and
Business Case are updated and the outcome of the stage which has ended is reported by the Project
Manager to the Project Board who then approves moving into the next stage.

The purpose of the Managing a Stage Boundary process is to enable the Project Board to be
provided with sufficient information by the Project Manager so that it can review the success of the
current stage, approve the next Stage Plan, review the updated Project Plan, and confirm continued
business justification and acceptability of the risks. Therefore, the process should be executed at, or
close to the end of, each management stage.

The objective of the Managing a Stage Boundary process is to:

Assure the Project Board that all products in the Stage Plan for the current stage have been
completed and approved
Prepare the Stage Plan for the next stage
Review and, if necessary, update the Project Initiation Documentation (in particular the
Business Case, Project Plan, project approach, strategies, project management team
structure and role descriptions)
Provide the information needed for the Project Board to assess the continuing viability of
the project including the aggregated risk exposure
Record any information or lessons that can help later stages of this project and/or other
projects
Request authorization to start the next stage.

2.1.7 Managing Product Delivery (MP)

This process describes the link between the Project Manager and Team Manager(s) and is especially
important when teams are external and not using PRINCE2. The work agreed includes times and
dates, quality, and reporting.

The purpose of the Managing Product Delivery process is to control the link between the Project
Manager and the Team Manager(s), by placing formal requirements on accepting, executing and
delivering project work.

The role of the Team Manager(s) is to coordinate an area of work that will deliver one or more of the
projects products. They can be internal or external to the customers organization.

The objective of the Managing Product Delivery process is to ensure that:

Work on products allocated to the team is authorized and agreed.

Team Managers, team members and suppliers are clear as to what is to be produced and
what is the expected effort, cost or timescales.
The planned products are delivered to expectations and within tolerance.

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 Accurate progress information is provided to the Project Manager at an agreed frequency to
ensure that expectations are managed.

2.1.8 Closing a Project (CP)

The Closing a Project process takes place either at a project's natural end or when premature closure
is required. Closure of the Project confirms the acceptance of the project product and that the
objectives set out in the Project Initiation Document have been achieved.

The purpose of the Closing a Project process is to provide a fixed point at which acceptance for the
project product is confirmed, and to recognize that objectives set out in the original Project
Initiation Documentation have been achieved (or approved changes to the objectives have been
achieved), or that the project has nothing more to contribute.

The objective of the Closing a Project process is to:

Verify user acceptance of the projects products

Ensure that the host site is able to support the products when the project is disbanded

Review the performance of the project against its baselines

Assess any benefits that have already been realized, update the forecast of the remaining
benefits, and plan for a review of those unrealized benefits

Ensure that provision has been made to address all open issues and risks, with follow-on
action recommendations.

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2.2 The suitability of tools used to manage the development of an IT
system.
Now I will discuss the suitability of using the various tools that I have used to manage the
development of the IT system for SreeLeathers.

2.2.1 The Prototyping SDLC

As a model of the new system a prototype allows for several forms of communication between the
user and developer. First, it allows the developers to communicate to the users their understanding
of the requirements. (Obviously before a prototype can be built there must be some initial
requirements discussions between developers and users). The initial prototype, whatever form it
takes, will automatically reflect the developer's understanding of those early requirements. After
viewing/interacting with the initial prototype the second form of communication begins. The users
give the developers feedback. Not only will the users correct any misconceptions by the developers,
but they will likely recognize misconceptions or requirements they did not anticipate of their own.
From this point on the process is iterative. Developers will make corrections and changes to the
prototype based on user feedback and the users will view/interact with the prototype and make
changes to the requirements. This continues until they come to an agreement on the requirements
or run out of time or money or both. At its best this process provides for very rich user input
resulting in well thought out requirements both for the user and the developer. Improved
communication is just one of many benefits that can be realized when using the prototyping model
(IOTAP Inc, 2016).

Reduced time and costs: Prototyping can improve the quality of requirements and specifications
provided to developers. Because changes cost exponentially more to implement as they are
detected later in development, the early determination of what the user really wants can result in
faster and less expensive software.

Some other benefits of the Prototyping model is given below

Provides a process to perfect the requirements definition.

Provides a formal specification embodied in an operating replica.
More enthusiastic and constructive end-user, customer participation in requirements
activities. Improved morale of end-users, customers, and developers.
Greater level of user satisfaction with systems development.
Users better prepared for later stages of development due to familiarity with prototype.
Delivery of early proof-of-concept.
Prototype may be easily changed and even discarded.
Allows productive work to proceed despite initial uncertainties.
Demonstrates progress at an early stage of development.
May provide early training for future users of the system.
May produce some useful deliverables even if the project runs out of time or money.
Should result in a product that is a better fit for the customer's requirements.
Systems produced through prototyping may be judged easier to learn and easier to use.

Though there are plenty of advantages of using the prototyping model, I have also evaluated the
disadvantages that may arise due to the usage of this SDLC model.

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User confusion of prototype and finished system: Users can begin to think that a prototype,
intended to be thrown away, is actually a final system that merely needs to be finished or polished.
(They are, for example, often unaware of the effort needed to add error-checking and security
features which a prototype may not have.) This can lead them to expect the prototype to accurately
model the performance of the final system when this is not the intent of the developers. Users can
also become attached to features that were included in a prototype for consideration and then
removed from the specification for a final system. If users are able to require all proposed features
be included in the final system this can lead to conflict.

Developer misunderstanding of user objectives: Developers may assume that users share their
objectives (e.g. to deliver core functionality on time and within budget), without understanding
wider commercial issues.

Excessive development time of the prototype: A key property to prototyping is the fact that it is
supposed to be done quickly. If the developers lose sight of this fact, they very well may try to
develop a prototype that is too complex. When the prototype is thrown away the precisely
developed requirements that it provides may not yield a sufficient increase in productivity to make
up for the time spent developing the prototype. Users can become stuck in debates over details of
the prototype, holding up the development team and delaying the final product.

2.2.3 PRINCE2
PRINCE2 is a generic, tailor able, simple to follow project management method. PRINCE2 covers how
to organise, manage and control the projects. It is aimed at enabling the Project manager to
successfully deliver the right products, on time and within budget. The Project manager can apply
the principles of PRINCE2 to any type of project and it will help to manage risk, control quality and
change effectively, as well as make the most of challenging situations and opportunities that arise
within a project.

Reasons Behind Choosing PRINCE2 as Project Management Methodology

There are several reasons behind chosing PRINCE2 methodology for managing this project. Most
important of them:

PRINCE2 is widely used by international development bodies and IT firms around the world.
PRINCE2 ensures that stakeholders are properly represented in planning and decision.

The benefits of PRINCE2 include:

PRINCE2 provides a controlled start, controlled progress, a controlled close

Regular reviews against plan, business case and risks
PRINCE2 provides flexible decision points
Automatic management control over deviations
Stakeholder involvement at the right times
Clear communication channels
Project managers using PRINCE are able to establish terms of reference before the project
start
There is a defined structure for delegation & communication

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 Project manager divide a project into manageable stages for more accurate planning
Resource commitment from management is part of any approval to proceed
Regular but brief management reports are available (checkpoint reports, highlight reports
and exception reports)
Meetings with management are kept to a minimum, but at vital points in the project
End product users are able to participate in the decision-making
End users are involved in project progress
End users participate in quality checks throughout the project
User requirements are specified
PRINCE2 is free
PRINCE2 has a strong User Group
PRINCE2 is flexible and can be applied to any kind of project

When it comes to disadvantages, PRNCE2 does not offer the level of flexibility offered by some of
the modern project management methodologies. Since project management, especially in software
industry, has grown to a different level, PRINCE2 may find difficulties in catering some of the modern
project management needs.

2.2.4 Activity List and Resource Allocation List

Activity List: Activity List is a table of schedule activities that has a sufficiently detailed scope of work
description along with an activity identifier. This helps in identifying each of the phases with simple
identification and also the dependencies that the phases have with each other.

Resource Allocation List: This list shows the resources that are involved which will help in
completion of each individual phase. So, it is easy to know what resources are involved within the
project.

2.2.5 CPM
The term CPM stands for Critical Path Method. It is referred as a step-by-step project management
technique for process planning that determines critical and non-critical tasks concerning the goal to
prevent time-frame difficulties and process bottlenecks. CPM is ideally suited to projects that consist
of numerous activities interacting in a complex manner.

Features of CPM

Critical activities of the project can be identified and thereby the duration of the project.
Project time will be shortened or extended accordingly if any activity on the critical path is
shortened or extended.
The total calendar time required for the project is determined by CPM.

2.2.6 PERT
The term PERT stands for Program Evaluation Review Technique and is referred as a project
management tool that provides a graphical representation of a projects timeline. It was developed
in the 1950s by the US Navy for the Polaris submarine missile program. Tasks in a particular project
can be analyzed by PERT chart with particular attention to the time required to complete individual
task as well as the time needed to complete the entire project.

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Benefits of CPM & PERT:

Depicts relationships of all undertakings, work bundles as well as work units. It also helps to
legitimate interchanges in the middle of offices and capacities. Expected undertaking
finishing date can be decided.
Tasks which must be facilitated to stay away from asset or timing clashes can be viewed.
Also helps to recognize supposed basic exercises that might delay the completion time of the
project. It is easier to determine as well as identify critical path activities that are mostly vital
to complete the project.
Project manager can easily schedule tasks through PERT formulae and is also encouraged to
minimize the project duration by optimizing the critical path alongside using the
compression techniques as applicable. CPM provides an easy method to evaluate the effects
of technical as well as procedural changes that take place on the overall project schedule.

2.2.7 Gantt chart

A Gantt chart is a type of bar chart and is also one of the most popular and useful ways of showing
activities displayed against time that is commonly used in project management. Each activity by a
bar is represented; the position and length of the bar reflects the start date, duration along with the
activitys end date.

Reasons for using Gantt chart are:

Gantt chart helps project manager in monitoring the progress of the project.
It also makes a comprehensive visual schema of all tasks will done within the project time.
It ensures the right people and equipment are in the right place and time.

Benefits of Gantt chart

Gantt charts provide a visual overview of milestones and other key dates. They offer a more
understandable and memorable method to maintain timescale-based tasks and deliverables.
Users can keep track and get a visual timeline for starting and finishing specific tasks.
When it comes to highly complex tasks, there are fewer chances for misunderstanding as
there is a visual framework for the work to be done. Users can clearly discern where
resources require anticipating, allocating or sharing to increase the use of resources.

2.2.8 Microsoft Project 2013

Microsoft Project is the project management software that I have used for SreeLeathers. It is one of
the most available project management software available in the market. It has many features that
makes the work of the Project manager much more easier.

Like any other software, Ms Project also has advantages and also some disadvantages.

Advantages of Using Microsoft Project

Maturity: Microsoft Project is a very mature Project Management tool. MS Project was first released
in 1984 and over the next 26 years, Microsoft has listened to the increasing number of Project
Managers adopting this tool, and added/enhanced a lot of features that are now vital for managing
projects. Almost any chart the Project Manager can think of is now available in MS Project.

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Support and Reliability: Contrary to the myriad of the other Project Management tools available on
the market, Microsoft Project is developed by the largest and most reputable software company in
the world, which offers reliable support of this product. Additionally, the success of MS Project has
spurred the growth of third party support and training services offered for this product.

Easy Integration with other Microsoft Products: MS Project offers integration with other MS
Products that are highly popular, such as MS Word, MS Excel, and MS Outlook.

Desktop Application: MS Project is a desktop application, which means the Project Manager can
work on the project schedule even if there is no Internet connection.

Disadvantages of Microsoft Project

Steep Learning Curve: MS Project is a software that needs some considerable training and
experience to get know how to use it. This is a significant setback for the product as there are lots of
Project Managers out there who are not technical, and may experience a hard time trying to learn
MS Project.

Generic Focus: MS Project does not focus on any particular industry (though some say its slightly
more inclined to Software Project Management), this results in Project Managers using a tool that is
not tailored to their needs.

2.2.9 Different approach that could have been used

We could have used throwaway prototyping SDLC to make the system more robust and accurate.
With 'throw-away' prototyping a small part of the system is developed and then given to the end
user to try out and evaluate. The user provides feedback which can quickly be incorporated into the
development of the main system. The prototype is then discarded or thrown away. This is very
different to the evolutionary prototyping approach used for this project.

The objective of throw-away prototyping is to ensure that the system requirements are validated
and that they are clearly understood. The throw-away prototype is NOT considered part of the final
system. It is simply there to aid understanding and reduce the risk of poorly defined requirements.
The full system is being developed alongside the prototypes and incorporates the changes needed.

The advantage of this approach is the speed with which the prototype is put together. It also focuses
the user on only one aspect of the system so keeping their feedback precise.

One disadvantage with throw-away prototyping is that developers may be pressurised by the users
to deliver it as a final system! Another issue is that all the man-hours of putting together the throw
away prototypes are lost unlike the evolutionary approach. But the benefits may outweigh the
disadvantages.

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2.3.1 How Project Management Tools were used in the SreeLeathers
Project?
To ensure the quality of the project, we have used several project management tools. Those tools
made our project more efficient and the system more user friendly. Using these tools also allowed
us to meet the requirements of the client. There are several tools which are used in this project,
such as PRINCE2, Prototyping SDLC, PERT chart, Gantt chart and Critical Path Method.

PRINCE2 has been chosen as project management methodology because it is widely used in world
now. It also more quality and customer focused than traditional methodology. There are seven
processes in PINRCE2 which was carried out within the project. But the processes are not sequential.
So a SDLC was chosen to organize the processes of PRINCE2. Prototyping has been used in this
project as SDLC.

In Prototyping, the planning and requirement analysis is completed in first phase. Than the design,
development phase is running continuously until the product meets the requirements of client. The
processes of PRINCE2 has been organized sequentially in Prototyping phases.

Scheduling is a big part of planning. We have used multiple tools for schedule plan, such as PERT
chart, Gantt chart and CPM. PERT chart is networking diagram which shows the tasks dependencies
and flow of tasks. For having a clear visualization of tasks carried out PERT is needed. After making
PERT chart we have used CPM on it.

CPM mainly helps to find out the critical tasks that cannot be delayed. If one of the tasks of critical
path is delayed, the project will be delayed. CPM also allows to find tasks that can be delayed. In our
project, we have used CPM to find the critical path. The main reason for using CPM is to ensure
delivering the product within the time.

To manage the project we have also used Microsoft Project 2013 as Project Management Software.
It makes the planning, scheduling and maintaining the project easier. MS Project is also used for
creating the Gantt chart for the project.

2.3.2 Quality control strategies

The goals of our quality assurance strategy are:

1. Deliver the highest quality system possible with the available time and resources
2. Achieve quality economically
3. Ensure a lower total cost of ownership

The tasks that carried out to ensure the quality are:

Testing: To ensure the quality of the product we will test the system. There are many types
of testing we have used such as black box testing, white box testing, user acceptance testing
etc.
Reviewing: We have used Prototyping SDLC because in this SDLC end users can interact with
developers more than other SDLCs. The main purpose of choosing this SDLC is making the

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 product meet the requirements and needs of Mr. Ibrahim. We have been continuously
developing the product and taking feedbacks from Mr. Ibrahim.

2.3.3 Quality control tools

2.3.3.1 Histogram
Histogram is a bar chart to show frequencies of causes of problems to understand preventive or
corrective action.
A histogram is a way to represent tabulated frequencies shown as adjacent rectangles.

Development of Histogram:
An IT test team member is evaluating work products to detect problems from the specifications.
Team may choose to categorise data about quality problems in following categories:

1. Incomplete or erroneous specification (IES)

2. Misinterpretation of customer communication (MCC)
3. Intentional deviation from specifications (IDS)
4. Violations of programming standards. (VPS)
5. Error in data representations (EDR)
6. Inconsistent component interface (ICI)
7. Error in design logic (EDL)
8. Incomplete or erroneous testing (IET)
9. Inaccurate or inconsistent documentation (IID)
10. Error in programming language translation of design (PLT)
11. Ambiguous or inconsistent human/computer interface (HCI)
12. Miscellaneous (MIS)

While examination the work product, test team member assesses the defects and enter frequencies
in their respective category of causes like:
Error Causes Total Serious Moderate Minor

Error Frequency % Frequency % Frequency % Frequency %

IES 205 22% 34 27% 68 18% 103 24%

MCC 156 17% 12 9% 68 18% 76 17%

IDS 48 5% 1 1% 24 6% 23 5%

VPS 25 3% 0 0% 15 4% 10 2%

EDR 130 14% 26 20% 68 18% 36 8%

ICI 58 6% 9 7% 18 5% 31 7%

EDL 45 5% 14 11% 12 3% 19 4%

IET 95 10% 12 9% 35 9% 48 11%

IID 36 4% 2 2% 20 5% 14 3%

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PLT 60 6% 15 12% 19 5% 26 6%

HCI 28 3% 3 2% 17 4% 8 2%

MIS 56 6% 0 0% 15 4% 41 9%

Total 942 100% 128 100% 379 100% 435 100%

As a further explanation, first two columns are used to develop Pareto chart, as shown below:

Error Causes Frequency

IES 205

MCC 156

IDS 48

VPS 25

EDR 130

ICI 58

EDL 45

IET 95

IID 36

PLT 60

HCI 28

MIS 56

Total 942

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Now using MS Excel we can develop Histogram, as mentioned below:

Histogram is showing using bar chart that most of the frequencies of causes are coming from IES.
MCC and EDR and we need to take corrective action to solve the source of problems.

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Conclusion
This written report shows the management of project for making an IT based system. The standards
that need to be followed in order to build an IT system is explained. The risks associated with
building an IT system has also been mentioned in this report. The system is made for SreeLeathers.
We have evaluated the techniques and tools used in this project. We have also discussed how we
control and assure quality of the project.

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