Module 03

CpE Laws & Professional

Practice

ENGR. JOEL D. MANACMUL

Department of Engineering and Architecture
Bataan Heroes College

This module or any portion thereof may not be reproduced or used in any manner whatsoever without
the express written permission of the publisher except for educational purposes but with a citation to
this source.

For Permission: Contact Bataan Heroes College, Roman Super Hi-way, Balanga City, Bataan, Philippines

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Engr. Joel D. Manacmul
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Course Information
Course Title : CpE Laws & Professional Practice
Program : Business & Technology
Course Code : CPE 411
Credit Units : 3 units
Pre-requisite/s :

Instructor Information
Name : Engr. Joel D. Manacmul
Contact Information
Contact Number : 09281421172
Facebook : Joel Manacmul
Email : hoel07@gmail.com

Course Description
This course provides the importance of the professional and ethical responsibilities of practicing
computer engineers and the effects of their work on society; the importance of understanding
contemporary issues, lifelong learning strategies, and applicable ICT laws

Intended Learning Outcomes

 Understand the Philippine IT Laws and Policies
 Be aware of the Professional and Ethical Responsibilities, Data Privacy. Contemporary
Issues, Cybercrime Prevention Act, Optical Media Act
 Awareness of Licensing and certification of IT professionals, would increase the
reliability and effectiveness of information systems.
 IT-related professional organizations have developed their code of ethics that: Outlines
what the organization aspires to become, Lists rules and principles for members, Includes
a commitment to continuing education for those who practice the profession

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Course Schedule

Week Topic

Engineering Principles and Standards

 Computer Engineering as a Discipline
o How Engineers Think
o Scope and Fields of Computer Engineering
o Institute of Computer Engineering of the Philippines
Week 1  Best Practices in Engineering
Module 1 o Scientific Method and Quality Management
o Principles of Engineering and Learning
 Ethics and Morality
o Leadership and Management
o Moral Values and Norms
o Code of Ethics
Computer Engineering Project Management
 Professional Practice
o Computer-Related Laws
Week 2 o International Standards
o ICT Professional Certifications
Module 2
 Project Management Methodologies
o Fundamentals of Project Management
o Project Management Book of Knowledge
o Other Project Management Methodologies
MIDTERM ASSESSMENT
 Project Initiation and Planning
o Project Charter and Stakeholder Analysis
Week 3 o Aspect of a Project Management Plan
 Project Execution, Monitoring, and Control
Module 3
o Implementing the PM Triple Constraint
o Monitoring and Control Techniques
o Aspects of Project Monitoring
 Project Handover and Closure
o Project Commissioning and Handover
Week 4 o Project Documentation
Module 4 o Closing the Project
Systems Analysis and Design
 System Development Life Cycle
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o Introduction to Systems and SDLC

o System Request and Feasibility Study
o Development, Implementation, and Testing
 System Modeling and Use Cases
o Requirements Engineering
o Use Cases and User Stories
Week 5 o Process Modelling and Data Modelling
 System Architecture and User Interface Design
Module 5
o Non-Functional Requirements and Architecture Design
o Principles and Standards of UI Design
o Navigation, Input, and Output Design

FINAL ASSESSMENT

CpE Laws & Professional Practice

Objectives:
Working on this module should help you to:
 Able to understand the key characteristics that distinguish a professional from other kinds
of workers, and is an IT worker considered a professional.
 Understand the factors of transforming professional services of the industry.
 Acquire the codes of ethics, professional organizations, certification, and licensing effect
of the ethical behavior of IT professionals.

Reference
CpE Laws and Professional Practice
RA 8293 (Intellectual Property Code of the Philippines)
RA 8792 (Electronic Commerce Act of 2000)
RA 10173 (Data Privacy Act of 2012)
RA 10175 (Cybercrime Prevention Act of 2012)
RA 10844 (Department of Information and Communications Technology)

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Bataan Heroes College

Module 3: Project Initiation and Planning

Initiating the Project
• Develop Project Charter (heavenly depends on project needs)
 Business Case
 Project Objectives
 Major Deliverables
 Roles and Responsibilities
 Stakeholders
 Assumptions
• Identify Stakeholders
 Sponsor
 Project Manager
 Project Team
 Management Team

Project Charter is a short, high-level document prepared for the customer that describes what
the project will deliver and outlines many of the key elements of the project. It often includes the
following elements:

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•Project title and date of authorization

• Project manager name and contact information
Stakeholder Analysis

Planning the Project

 Create a Project Plan that starts with answering the following:
 What are we going to do and how are going to do it?
 How to know when the project is done?
 Identify and list the Project Requirements
 Based on what the stakeholders want.
 There are always trade-off.
 Best way to do this is through a meeting.
 Identify and create a Scope Statement that includes:
 Project Justification
 Project Scope and Deliverables
 Project Success Criteria
 Create a Work Breakdown Structure (WBS)
 Work outline that is as deep as needed to define cost and schedule.
 Put boundaries in each activity by including a WBS Dictionary.
 Create the project‘s Schedule and Budget management.
 It should be based on the most specific activities defined in the WBS.
 It should be as organized and detailed as possible.
 Consider other working areas in the plan
 Quality
 Risk
 Human Resources
 Communications

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Project Management Plan is a document that describes how the project will be executed,
monitored, and controlled. It integrates and consolidates all of the subsidiary plans and baselines
from the planning processes. It may be either summary level or detailed, and may be composed
of one or more subsidiary plans.

Project Scope Management includes the processes required to ensure that the project includes
all the work required, and only the work required, to complete the project successfully.
Managing the project scope is primarily concerned with defining and controlling what is and is
not included in the project.

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Project Time Management includes the processes required to manage the timely completion
of the project.

The project‘s financial commitment is dependent variables such as resources involved, outside
forces that can impact a project, and fixed and variable costs inherent in any project that must
be calculated. Cost processes include cost estimating to figure out the needed financial
commitment for all resources necessary to complete the job. Cost budgeting creates a cost
baseline, while cost control works to manage the fluctuation of costs throughout the project.
Methods of Project Cost Estimation
• Resource Costs – determining the rate of cost for goods and labor by unit
• Historic Data – using the costs of similar projects for comparison
• Parametric – measure statistical relationship between historic data and other variables
• Bottom Up – estimating from the lowest- to the highest- level work package
• Vendor Bid – average of some vendor bids on project
• Quality Analysis – estimate cost of highest quality for activities
• Reserve – aggregate cost of activities
Project Quality Management includes the processes and activities of the performing
organization that determine quality policies, objectives, and responsibilities so that the project
will satisfy the needs for which it was undertaken. It uses policies and procedures to implement,
within the project‘s context, the organization‘s quality management system and, as appropriate, it
supports continuous process improvement activities as undertaken on behalf of the performing
organization.

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Project Human Resource Management includes the processes that organize, manage, and lead
the project team. Although specific roles and responsibilities for the project team members are
assigned, the involvement of all team members in project planning and decision-making is
beneficial as it adds their expertise and strengthens their commitment to the project.

Project Communications Management includes the processes required to ensure timely and
appropriate planning, collection, creation, distribution, storage, retrieval, management, control,
monitoring, and ultimate disposition of project information. Whether internal or external to the
organization, effective communication creates a bridge between diverse stakeholders who may
have different backgrounds and levels of expertise, perspectives, and interests, which impact or
have an influence upon the project outcome.

Project Risk Management includes the processes of conducting risk management planning,
identification, analysis, response planning, and controlling risk on a project. The objectives of

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project risk management are to increase the likelihood and impact of positive events, and
decrease the likelihood and impact of negative events in the project.

Project Procurement Management includes the processes necessary to purchase or acquire

products, services, or results needed from outside the project team. It includes the contract
management and change control processes.

Project Stakeholder Management includes the processes required to identify the people,
groups, or organizations that could impact or be impacted by the project, to analyze stakeholder
expectations and their impact on the project, and to develop appropriate management strategies
for effectively engaging stakeholders in project decisions and execution.

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Project Execution, Monitoring, and Control

Executing the Project
 This process takes the longest part of project management, and the project manager‘s
focus is to manage the team to follow processes and stick to the plan, protect the scope
against all unnecessary change requests, and evaluate and consider valid change requests
(requires documents).

Monitoring and Controlling the Project

 It starts in parallel with executing process management, and the project manager should
pay attention to all documentations and monitor the project‘s progress by computing for
the Earned Value.

Earned Value = Total project budget x %complete of the project

(exponential in reality)

Implementing Scope Management

When managing scope, it‘s critical that you prioritize your tasks, enabling you to plan and assign
resources effectively. Without creating a sense of order, it‘s easy to become overwhelmed,
enabling scope creep. Make sure that you knock out prerequisite tasks so your project can
develop smoothly without hang-ups.
Another key factor in managing and establishing scope is handling stakeholder expectations. To
accommodate the requests of stakeholders, and new demands that arrive naturally as projects
unfold, you need to be able manage change. This can include managing change requests, which
should only accommodate those that are necessary to achieve project goals and deliverables

Implementing Schedule Management

A Work Breakdown Structure (WBS) is used to take the large project goal and break it down
into a series of more manageable tasks. These tasks are then prioritized; dependencies are linked,
and then placed on a timeline. Meanwhile, a Gantt chart is one way to visualize the project
schedule, with each task a point on that timeline, with task dependencies linked, and durations
determined. Having historic data can help make more accurate estimates. Time management is
also important at the team member level. Project managers look to get support from their team in

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this area, through collaborative time management tools and processes so the project is
collectively able to stay on track.

Key Points in Project Communication

• Regular Information Flow – keep your target audience up to speed with project progress,
making use of the most appropriate media available
• Feedback Systems – used to engage with the target audience, get their opinion and check that
their expectations are being met or that they can be met
• Regular Evaluation – with feedback and measurement of indicators, adjust consequently and
notify project partners of the outcomes, successes and bottlenecks captured.
• Make Use of the Program Resources – programs and national/regional networks can be
multipliers, so feed them regularly with information about your project
• Long-Term Arrangements – should start immediately in order to ensure that ownership and
copyright matters are solved before the end of the project
• Prepare for Closure – decide how you want to showcase the project at its end, and gather
what you need along the project lifetime
Implementing Budget Management
The lead partner has the overall responsibility for financial management, but each partner
organization must monitor its spending and keep its own records on expenditures for the project
in question. The lead partner‘s task is to ensure that project partners only report expenditure in
line with their original budget, do not exceed the budget for different categories of costs, or claim
costs under headings where they have no budget.
Contingency planning is a tool and a process to anticipate and solve problems that typically
arise during humanitarian response. Identifying risks and outlining contingency measures for
when they happen should be a task for every partnership, regardless of whether this is required
by the program or not. The level of detail needed varies depending on the size of the project and
the number of risks and possible impacts on the achievement of the objectives.
Revising Work Plans
Work plans are short-term planning tools that contain a lot of detail on the activities carried out
in the project and can therefore only cover the immediate future of the project – but with

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reference to the overall project plan. As part of tracking and monitoring, work plans are revised
periodically and adapted where necessary. Project modification can be in the form of:
 Activity Modifications
 Roles Modifications
 Partnership Modifications
 Outputs and Results Modifications
 Project Time Plan Modifications
 Budget Modifications
The project management has to have an efficient management system and always has to be
flexible to current needs and changed situations, as the project is rarely implemented exactly
according to the initial plan.

Regardless of the original plan, there will always be some deviation during implementation. The
aim of project management is to track this deviation, make sure it stays within the scope of the
project, and redirect activities to get back on track.
How to Keep Track of the Project
1. Fix the project baseline (starting point) as a reference for comparison.
2. Define what information you need from partners and when. Program reporting periods
3. provide clear deadlines, but basic information about each partner‘s progress should be
updated much more often.
4. Define margins and the scope for variation that can be tolerated to achieve objectives
with the available resources.

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5. Document and communicate variation to partners; i.e., estimated and real progress.
6. Decide on a general approach about how to deal with different degrees of deviation from
the plan (slight deviation within the scope, medium deviation at the limits of the scope,
deviation outside the scope).

Monitoring and Control Techniques

• Requirements Traceability Matrix (RTM) – maps or traces the project‘s requirements to the
deliverables, and correlates the relationship between two baseline documents
• Control Chart - monitors the project‘s quality; either a univariate chart, which displays one
project characteristic, or a multivariate chart displays more than one.
• Review and Status Meetings – further analyze problems, finding out why something
happened. They can also highlight any issues that might happen later.
Steps in Performing Project Monitoring and Control
1. Monitor the parameter of project planning: It requires the monitoring of project
parameters like effort, costing, schedule, timeline, etc. It is the responsibility of a Project
Manager to track such metrics while working on a project.
2. Monitor Commitments: Being a Project Manager, you will have to keep track of the
commitments of different stakeholders in the project. The stakeholders can include
anyone: the team members, management, peers, vendors as well as clients.
3. Monitor the Project Risks: It is important to keep a track of all the risks that might be
involved with the project. There are various types of risks that can be involved in a
project, including process, people, technology, tools, etc.
4. Data Management monitoring: Keeping track of all of the configuration items, which
includes software, hardware as well as documentation of the project.
5. Monitoring the Stakeholder involvement: As a Project Manager, it is important that you
keep track of how all the stakeholders are involved in the project. This can be done
through different types of meetings, status reports, etc.
6. Manage Progress Reviews: Conduct and manage the project progress reviews with the
help of different techniques which includes the work progress of team members, client
meetings, milestones reviews, etc. Based on these activities, various status reports are
created, which are shared with the stakeholders as well.

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7. Manage actions to closure: Based on the progress of the project, it is important to take
corrective actions to get control over the progress of the project plan.

Project Monitoring can be defined as control of the project implementation in order to keep the
project on track and achieve the end results of the project. The project manager is responsible for
the regular monitoring of the project, but the partner organizations should also contribute
actively to the effective project monitoring.
Project Monitoring Aims to Answer:
 Are tasks being carried out as planned?
 Are there any unforeseen consequences that arise as a result of these tasks?
 How is your team performing at a given period of time?
 What are the elements of the project that needs changing?
 What is the impact of these changes?
 Will these actions lead you to your expected results?
Types of Monitoring
1. Staff Monitoring
2. Partners Meeting, Learning Forum, or Retreats
3. Participatory Reviews
4. Supervision and Inspection
5. Progress Reports

Project Control is the application of processes to measure project performance against the project
plan to identify and correct variances, so that objectives are achieved. It focuses on:
 measuring planned performance vs actual performance
 ongoing assessment of the project‘s performance to identify any preventive or corrective
actions needed
 keeping accurate, timely information based on the project‘s output and associated
documentation
 providing information that supports status updates, forecasting and measuring progress
 delivering forecasts that update current costs and project schedule
 monitoring the implementation of any approved changes or schedule amendments

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Software Quality Control refers to specified functional requirements as well as non-functional

requirements such as supportability, performance and usability. It also refers to the ability for
software to perform well in unforeseeable scenarios and to keep a relatively low defect rate.

Project reporting is the use of formal and informal reports to communicate the status of the
project. It‘s a way to manage expectations from the stakeholders and team members. It aims to
establish whether project objectives have been achieved, what resources have been expended,
what problems have been encountered, and whether the project is expected to be completed on
time and within budget.

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Characteristics of an Effective Project Report:

 Clear and Proper Structure  Lists, Tables, Figures, and Graphs
 Concise but Substantial  Appendices
 Table of Contents  References and Citation
 Content-Heavy Title  Proofreading
 Simple and Relatable  Enticing Appearance
Language/Tone

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