Distributed Computing

Midterm Assignment
Write a case study on distributed system
Presented To:
Sir Tahir Mumtaz
Presented by:
Azhar Aslam
IT 8th morning
F16-BSIT-144
Session 2016-2020

Case Study Design and implementation of an airline reservation

system

The airline reservation system (ARS) is a complex but very useful information system for the
airline industry. Assume your team is assigned to manage the design and implementation of
an airline reservation system with the following business requirements. .

The business requirements are summarized below:

Business scenario (profile registration) is as follows:

• The customer must register himself in order to proceed with booking the ticket service.
• The client needs to enter all the required private details during the registration process.
• The proposed system will perform validation checks on customer entry and length
restrictions.
• Upon successful login, the customer will be officially registered in the system and can log
in using the username and password. Only a guest is allowed to check flight availability.

Business scenarios (profile update) are as follows:

• The customer must log in on his own in order to perform the profile update.
• The customer will only change those fields that need to be updated.
• After that, any changes will be updated in a row.

The business scenario (flight check) is as follows:

Customer is allowed to search for available trips based on the original city, destination city,
departure date and return date.
• The proposed system will display any matching records based on the search criteria entered.
• The web system notifies the customer of the flight availability.
• If the searched flights are available, the web system will display the flights within a week.
Otherwise, the system will require the user to re-enter new search criteria.

The business scenario (ticket booking) is as follows:

• The customer must log in from Check Check, and the system will ask the customer to
confirm trips.
• The web service will then ask the customer whether or not their profile details will be
updated. • After that, the customer will be required to purchase and confirm the selected
flights.

The business scenario (ticket cancellation) is as follows:

• The customer must log in before he has the privilege to cancel his confirmed tickets.
• The customer will choose the ticket that will be canceled in the reservation record.
• Once the confirmed ticket is chosen, the web service will delete the data from the database.
• The customer is given the cancellation number when the transaction is successfully
completed.

The business scenario (display the reservation status) is as follows:

• The customer must log in before he has the privilege to cancel his confirmed tickets.
• The customer will select the details in the reservation record to view the reservation status.

The business scenario (paying a ticket) is as follows:

• After booking tickets, the web service will generate the payment ID upon successful
completion of the transaction.
• Once confirmed, the web service will generate a reservation ID for the customer and require
the customer to print the receipt for the mini-itinerary.

Step 1: Define roles and responsibilities. Not all key stakeholders will review all documents,
so it is necessary to determine who in the project needs to agree to any parts of the plan.
Some of the main players are:

Sponsor the project, which owns and funds the entire project. Sponsors need to review and
approve all aspects of the plan.

Designated business experts, who will determine their requirements for the final product.
They need help in developing a baseline for a domain and agreeing on domain-related
documents. They will also be very interested in the schedule.

The project manager who creates the project plan, executes and controls it. Since project
managers build the plan, they do not need to agree to it.

The project team that makes the final product. The team needs to be involved in developing
many aspects of the plan, such as identifying risks, quality, and design issues, but the team
usually does not agree with them.
End users who use the end product. They also need to be involved in developing the plan and
revising the plan, but they rarely really need to log out.

Others may also participate in the project, such as auditors, quality and risk analysts,
procurement professionals, etc. They may need to approve parts that relate to them, such as a
quality plan or purchases.

Step 2: Develop a project charter.

The project charter comes in the initial stages, where you must define the project in a
nutshell, and get some kind of high-level domain identification, where we can describe it as
providing the initial direction of the project, then in the planning stage, get more concrete
ideas, and you know better what it is The things you want to do, and this is where we expand
on the accomplishments, milestones, scope, and goals we reach.

Step 3: Develop a final domain statement.

This document is more likely to grow and change with the life of the project. The scope
statement should include:

Need work and work problem

Objectives of the project with an indication of what will happen inside the project to solve the
work problem

Benefits of project completion and project rationale

Project scope, indicating which outputs will be included and excluded from the project.

The main milestones, approaches and other components are dictated by the size and nature of
the project.

It can be treated as a contract between the project manager and the sponsor, and it can only be
changed with the sponsor’s approval.

Step 4: Develop the project detail structure(WBS)

Once the outputs are confirmed in the scope statement, they must be developed into a Work
Division Structure (WBS), which is an analysis of all outputs in the project. The deliverable
WBS forms the domain baseline and contains the following elements:

It identifies all outputs produced in the project, and therefore, determines all work to be done.

It takes large outputs and divides it into a hierarchy of small outputs. That is, each output
starts with a high level and is divided into lower and lower levels of detail.
The lower level is called a "work package" and can be numbered to correspond to activities
and tasks.

WBS is often seen as a division of a task, but activities and tasks are a separate classification,
which is defined in the next step.

Step 5: Develop resource, time and cost estimates

Below are the steps involved in developing the schedule and core cost lines.

Specify the activities and tasks needed to produce each of the work packages, and create
WBS tasks.

Determine the resources for each task, if known.

Estimate the time it takes to complete each mission.

Estimate the cost per task, using the average hourly wages per resource.

Consider resource limitations, or the amount of time each resource can allocate realistically to
this project.

Identify tasks that depend on other tasks, and develop a critical path.

Schedule, a calendar of all tasks and estimates. It displays, according to the chosen time
period (week, month, quarter, or year) any resource that performs the tasks, how much time is
spent on each task, and when each task is scheduled to start and finish.

Develop a cost baseline, which is a timeline budget, or cost per time period.

This process is not a one-time effort. Throughout the project, you will likely add to repeating
some of these steps.

Step 6: Set a project schedule using MS Project.

Determine the minimum project duration and critical paths.

Step 7: Develop a risk management plan, risk is an event that may or may
not happen, but may be marked

Significant impact on the project results, if it will happen. For example, there may be a 50%
chance of a major change in care in the next few months. Risk analysis involves identifying
both the likelihood of a particular event and assessing its impact, if it occurs. Quantifying
both probability and impact will identify the most serious risks requiring attention. Risk
management involves not only assessing risks, but developing risk management plans to
understand and communicate how the team responds to high-risk events.

Step 8: Create a communication plan

 An important aspect of the project plan is the communications plan. This document explains
things such as:

Whoever is in the project wants any reports, how often, in what format, and what media they
use.

How and when will issues be escalated.

Where to store project information and who can access it.

For complex projects, the Official Communications Matrix is a tool that can help define some
of the criteria listed above. It helps document the agreed project team method for
communicating various aspects of the project, such as routine status, problem solving,
decisions, etc.

Step 9: Develop a quality management plan

Project quality: The project quality consists of making sure that the product not only meets
customer specifications, but is a product that the sponsor and key business experts want to
use. The focus of project quality is on preventing errors, rather than examining the product at
the end of the project and then removing errors. The quality of the project also recognizes
that quality is an administrative responsibility and must be implemented throughout the
project.

Creating a quality plan involves setting standards, acceptance criteria, and standards that will
be used throughout the project. Consequently, the plan becomes the basis for all quality and
inspection reviews conducted during the project and used throughout the project
implementation period.

Step 10: Change management plans

Once you've created your scope, schedule, and baseline cost lines, you can create the steps
the team will take to manage variations for these plans. All of these management plans
usually include a review and approval process to amend the baselines. Different approval
levels are usually required