Module 04

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.

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Engr. Joel D. Manacmul
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For Permission: Contact Bataan Heroes College, Roman Super Hi-way, Balanga City, Bataan, Philippines

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
Week 4  Project Handover and Closure
o Project Commissioning and Handover
Module 4
o Project Documentation

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o Closing the Project

Systems Analysis and Design
 System Development Life Cycle
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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Module 4: Project Handover and Closure

Closing the Project
 Create the Handover Document (Signoff) with the necessary technical documentation.
 Finish the procurements, document lessons learned, release resources, and celebrate.
Project Testing is a group of activities designated for investigating and examining progress of a
given project to provide stakeholders with information about actual levels of performance and
quality of the project. It is an attempt to get an independent view of the project for stakeholders
to evaluate and understand potential risks of project failure or mismatch.
The purpose of the testing phase is to evaluate and test declared requirements, features, and
expectations regarding the project prior to its delivery in order to ensure the project matches
initial requirements stated in specification documents. There are six common activities of the
phase to test a project against performance and quality levels:
• Analysis – stakeholders (the team) analyze project specifications to determine testable
requirements and define expected levels of quality and performance.
• Planning – the team makes a plan of key procedures and steps of testing.
• Development – the team develops test scenarios according to the plan.
• Implementation – it starts implementing test scenarios.
• Reporting – when test scenarios are done, the team summarizes results produced and creates a
report stating whether the project matches the expected quality and performance levels.
In general, these properties indicate the extent to which the component or system under test:
 meets the requirements that guided its design and development
 responds correctly to all kinds of inputs
 performs its functions within an acceptable time
 it is sufficiently usable
 can be installed and run in its intended environments
 achieves the general result its stakeholders desire
A Test Plan defines a series of tests that will be conducted. It often has 20 to 30 pages, with a
separate page for each individual test in the plan. Each function could be a separate module that
needs to be tested. There are four general stages of tests: unit tests, integration tests, system tests,

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and acceptance tests. Although each application system is different, most errors are found during
integration and system testing.
Test Planning Process
1. Review and analyze the requirements. 6. Define test schedule.
2. Define scope of testing. 7. Enablement plan.
3. Design the test strategy according to the 8. Determine and procure the test
scope. environment.
4. Identify the required tools for testing and 9. Identify test metrics.
management. 10. Create the software test plan, reviews
5. Estimate the test effort and team. and approved.
Project commissioning is the process of assuring that all systems and components of a project
are designed, installed, tested, operated, and maintained according to the operational
requirements of the owner or final client. This process may be applied not only to new projects
but also to existing units and systems subject to expansion, renovation or revamping. In practice,
the commissioning process is the integrated application of a set of engineering techniques and
procedures to check, inspect and test every operational project component.
Project Handover is a process of transition, not a date, and should not only be initiated once a
project is completed or approaching completion. The goal of project management in this process
is to obtain stakeholder acceptance of the project result. Handover essentials include:
 get the project charter if you have one or collect the project initiation documentation
 gather all business case information
 collect the documents involved in the initial offer, make sure to indicate clearly which
one is the signed copy
 gather all change requests, this can be short but the key is to make a complete list
 write down what the roles are at the client‘s office (who‘s the sponsor, who will check
the quality of the deliverable, etc.) if you have a RACI chart this can help
 list your contacts and their coordinates, write down how frequently you communicate
with them and what topics to cover
 introduce the new PM to the client and to the delivery team(s)
 suggest next steps for the new PM

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Project Handover Report is a document that precisely updates incoming employees on the
current condition of his/her position. It helps the successor in effortlessly assuming
responsibilities of the specific job and provides incoming employees with a clear picture of a
specific post thus ensuring a smooth and effective transition. Its 4 key components are:
1. The Precise Status of Ongoing Tasks
2. Upcoming Deadlines
3. Forthcoming Events
4. Distinctive Roles

Technical/Product Documentation explains the use, functionality, creation, or architecture of a

product. It serves as a nuts-and-bolts ―how to‖ guide for users, new hires, administrators, and
anyone else who needs to know how the product works.
 System Documentation is intended to help programmers and systems analysts understand
the application software and enable them to build it or maintain it after the system is
installed. It is a by-product of the systems analysis and design process and is created as
the project unfolds. Each step and phase produces documents that are essential in
understanding how the system is built or is to be built.
 User Documentation (user manuals, training manuals, and online help systems, etc.) is
designed to help the user operate the system. Although most project teams expect users to
have received training and to have read the user manuals before operating the system,

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unfortunately, this is not always the case. It is more common today for users to begin
using the software without training or reading the user manuals.
Types of Technical Documentation
 Reference Documents (help system) – used when the user needs to learn how to perform
a specific function, typically read only after users have tried and failed to perform the
function
 Procedures Manuals – describe how to perform business tasks wherein each item in
typically guides the user through a task requiring several functions or steps in the system.
 Tutorials – teach people how to use major components of the system wherein each
entry is typically longer still than the entries in procedures manuals, and the entries are
usually designed to be read in sequence
Guidelines for Writing Technical Documentations

At the end of any project, a closeout report has to be submitted for an official conclusion to
project, indicating that:
• the project has come to an end and funds and resources will not be needed anymore

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• the business operations will continue as normal prior to the conception of the project, and
manpower will have to be restored back to their respective departments
• contracts with suppliers will have to be terminated

Project Closing is the combination of the following when applied to a project:

 Formal recognition of the completion of a project—everyone agrees that it is completed.
 Validating that the project achieved benefits identified in the business case.
 Assurance that all agreed-upon project management processes have been executed.
 Assessing whether or not the necessary project management processes have been applied.
 Obtaining approval from the project's sponsor and customer for the work completed.
 Administrative closing of any and all procurements, reviewing that all work on the
contract has been completed and that both parties have completed their contractual
obligations.
 Disbanding project resources, freeing them to perform other tasks.
 Lessons learned: What was done well, and should be documented so it can be repeated in
the future? What could have been done better and how can it have been done better?
 Seamless transitioning project deliverables to the customer organization.
Issues in Project Closeout
• The team failed to plan out the closeout phase and is attempting to plan and
execute the closeout at the same time. The resources of people, money and time have
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not been planned so it is a haphazard effort at best with key closeout activities being
missed or truncated. The solution is to plan the closeout activities at the same time the
rest of the WBS is developed.
• Team members start to leave the team before the closeout phase is completed
because they do not understand all that has to be done and their roles in the
closeout. The project manager should tell the team early in the project that the closeout
phase consists of activities that include all team members. The project manager should
build a sense of team cohesion so individual members don‘t consider leaving the team
early.
• Functional managers start to withdraw their team members before the closeout is
complete. In the interim briefing to upper management, the project manager should
indicate that the project closeout consists of a number of important closeout activities
which will require the full team to perform — with the request that functional managers
not take team members back until released by the project manager.
• The team surfaces a number of unresolved issues, or uncompleted work packages
or unacceptable deliverables. This means the project is not finished. The project
manager will have to remain on the team (perhaps with a small staff) after the team
disbands to resolve the problems. One preventive solution: the project manager
communicates frequently with the customer especially when it is time to get the
customer‘s approval (in writing if possible) of work performed, deliverables submitted or
problems resolved.

Systems Analysis and Design

System Development Life Cycle
A system may be referred to any set of components, which function in interrelated manner for a
common cause or objective. It has the following characteristics:
 Organization
 Interaction
 Interdependence
 Integration
 Central Objective
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Systems engineers focus on how to design, integrate, and manage complex systems over their
life cycles. They utilize systems thinking principles to organize this body of knowledge.

Information Systems (IS) are formal, sociotechnical, organizational systems developed to

collect, process, store, and distribute information for different purposes, depending on the
business and users‘ needs.

Systems Development Life Cycle (SDLC) is the process of determining how a system can
support business needs, designing the system, building it, and delivering it to users.

System Request is a document that describes the business reasons for building a system and
its expected values. It is usually initiated by a functional manager to improve one or more
aspects of the team‘s operations, and submitted to the Evaluation Board who will decide
whether or not to approve the project initiation.
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System Acquisition Strategies

Application Service Providers (ASPs) are outsourcing firms that supply software applications
and/or software-related services over WANs or the Internet. They host and manage a software
application, and owns, operates, and maintains the servers that run the application. Main Types
of outsource contracts are:
 Time and Arrangement Contract – you agree to pay for whatever time and expenses
are needed to get the job done.
 Fixed-Price Contract – you will pay no more than expected because the outsourcer will
have to absorb the excess costs.
 Value-Added Contract – you agree that the outsourcer reaps some percentage of the
completed system‘s benefits.
Request for Proposal (RFP) is a document that solicits a formal proposal from a potential
vendor, developer, or service provider. It details the requested system, and vendors respond by
describing in detail how they could supply those needs in the form of a proposal. Request for
Information (RFI) is a shorter, less detailed request that is sent to potential vendors to obtain
general information about their products and services. It is often then followed up with an RFP to
the qualified vendors. Request for Quote (RFQ) may be used when only the price is needed.

Project Proposal is a core document that helps you sell a potential project to sponsors and
stakeholders. It is unique to each project but the format is basically the same, if you follow a
basic outline. The best proposals are well researched ones. Include time for research, as well as
some float for delayed requests for data. Make sure you‘re to plan when intending to have the

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actual presentation. Be prepared for the eventuality that when bringing up the idea to sponsors or
executives to meet to discuss the proposal. It is more likely to discuss the project in some detail
with them at that time.
While the project charter serves the purpose of identifying objects, determining scope, and
assigning responsibilities, the analyst still needs to prepare a system proposal that includes much
of the detail about system needs, options, and recommendations, such as:
 Cover Letter
 Project Title Page
 Table of contents (if 10+ pages long)
 Executive Summary (with system analyst‘s recommendations)
 Systems Study Outline (with appropriate documentation)
 Detailed Results of the Systems Study
 Systems Alternatives (3-4 possible solutions)
 Proposal Summary
 Appendices (assorted documentation, summary of phases, etc.)

Write a Super Executive Summary

 What is that problem, need or goal? What‘s your solution and how do the numbers
support that? What are the costs and benefits of your solution?
 Avoid being too timid with your words and take note that numbers are only interesting
when presented by humans.
 The best executive summary is a roll up of all the research and due diligence you have
put into the rest of your proposal.
 Get Straight to the Point
 Good writing is clear and understandable and intended for a particular audience. Stick to
the pertinent facts. Most readers will scan your document, looking for data that validates
your claim.
 Pro Tip: Don‘t get creative. Once you‘ve given them a stunning executive summary, the
sponsors are going to want to get down to the nitty gritty of the project, without any

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unneeded flourishes, in an easily scannable document so that they can make the best
decision possible.
Use Figures for Effective Communication

Explain How the Goals Will Be Achieved

 To do this, follow the old journal rule of the Five Ws: Who, What, When, Where and
Why? These objectives must always support your goal, and they should make logical
sense in the order in which you set them up.
Show Historic Precedent
 Historical data is simply data collected about past events, in this case, prior projects or
teams. By connecting your proposal to successful projects of the past that shared similar
goals or constraints, you‘re able to explain to sponsors that this proposal is viable.
 Find data to support both why this project is a winner because you‘ve analyzed past
success and failure rates.
Tips for a Power Presentation of a Project Proposal
What to avoid: What to do:
 Lacking preparation and confidence  Start with the end in mind
 Asking the sponsor for a solution  Set a vision
 Providing too many options  Define success criteria
 Not providing next steps  Get buy-in and sign-off immediately
 Make sure authorized approvers are
there
 Know who your presenting to

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Pro-Tip: Remember when writing and presenting the proposal about the power of storytelling to
promote your idea. So, the problem is the villain, the action is your proposed project plan, and
you get to be the hero. Once it is approved, the real work begins. You‘ll have to plan, schedule,
manage resources, monitor progress and report back to your sponsors. To do this efficiently and
productively demands a robust and dynamic project management tool.

In the analysis stage, the following “what” questions are being asked:
1. What is the problem?
2. What can be improved?
3. What does the user want?
4. What are the services & constraints?

In the design stage, the following “how” questions are being asked:
1. How will the system be designed to meet user requirements?
2. How will the user interface look like?
3. How will the data management be designed?

Systems Development, Implementation, and Testing describe the process of defining how the
system should be built (i.e., physical system design), ensuring that the system is operational and
used, ensuring that the system meets quality standard (i.e., quality assurance). Systems
Maintenance is the modification of a system to correct faults, to improve performance, or to
adapt the system to a changed environment or changed requirements.
Testing Approach
• Static Approach – reviews, walkthroughs, inspections (involves verification)
• Dynamic Approach – the program itself is run (involves validation)
• Passive Approach – verifying the system behavior without any interaction with the
software product; related to offline runtime verification and log analysis.
• Exploratory Approach – simultaneous learning, test design and test execution
• The “Box” Approach – used to describe the point of view that the tester takes when
designing test cases.
Bataan Heroes College

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