1.

PROJECT MANAGEMENT
1.1 Project Initiation
1.1.1 Business Case
1.1.1.1 Executive Summary
Management Information System (MIS) is a set of flow-processing operations
based on computer data and integrated with other procedures to give
information in a timely and effective manner to support management
functions. This finding is also apparent when we consider that the amount of
current data and knowledge is overgrowing, and efficiency is only achievable
if the essential information is available quickly; efficiency is the result of a lack
of a good management information system.

This Business Case discusses how the School Management Information

System will handle present business challenges and the benefits,
recommendations, and justifications for the project. The business case also
specifies the project's specific goals, performance metrics, assumptions,
restrictions, and alternative options.

1.1.1.1.1 Issue

1.1.1.1.2 Anticipated Outcomes

The centralized web-based administrative platform will enable it to manage its
sub system and administrative functions in a seamless and consolidated
manner.  This program will reduce overhead costs associated with the large
workforce currently required to manage these tasks.  Decentralized work at
time will have more autonomy to manage their work program, reporting, and
various other administrative tasks.  The system will also benefit from more
timely and accurate information as a result of our regional managers’ ability to
enter and continuously update their functions.

1.1.1.1.3 Recommendations
Various ideas and alternatives were considered in order to discover the best
method to use technology to improve project operations and save wasted
time. The approach detailed in this document enables us to accomplish our
company goals of continuously improving efficiency, lowering costs, and
capitalizing on technology. The proposed project would move the data and
functions of our current mainframe system in a methodical manner.

1.1.1.2 Business Case Analysis Team

The business case analysis team is made up of the individuals listed below.
They are in charge of the Management Information Systems analysis and
development.

            Role               Description             Name/Title

Provides all support for the project
Team Leader Abad, Maria Cariza 
development at all time
Responsible for development of the Abad, Maria Cariza 
Lead/Assistant
project code, also responsible for Luneta, Daniel
Programmer
achieving objectives Barcerna, Johnmark
Ensure the creation and development of
Quality the products are clear of defects and
Barcerna, Johnmark
Assurance meet the needs and expectations of
customers

Project Manages the business case and project

Buen, Cyril
Manager team

Communicate and self-organize to make

changes quickly,Give guidance to the
Ferranco Von Paulo
Docu Analyst team on how to improve the
P.
performance, and lead the process of
documentation.

1.1.1.3 Problem Definition

1.1.1.3.1
The study's purpose is to develop a web-based system that provides
information for initiation, organization, and management of information in the
Management Information System and subsystems, as well as to provide a
synergistic organization in the process. The effects of technology offer our
civilization with basic tools that make our lives much easier. The system
guarantees that suitable data use on the functions is in its management with
effective Information Administration, supports the management of marketing,
finance, production, and personnel becomes more efficient by adopting the
modern method. It becomes easier to track and monitor functional targets. It
has an impact on the organization's functions, performance, and productivity.
Organizational Impact: The study is significant in that the system will assist
the organization in handling the students' financial records and the security of
the information. The MIS Project will have an impact on BCP in a variety of
ways. The following is a high-level overview of how the MIS Project
implementation will influence the organization, tools, procedures, and roles
and responsibilities:

Tools:  As the Management of Information Project is established and

operational, the previous system may be replaced. Employees will need to be
trained on the MIS tools and how to use them in conjunction with other
organizational tools.

Processes:  It produces dependable and efficient results, helping the

Information System Project to become more efficient in managing information.
This increased efficiency will reduce the strain on users while also providing
autonomy to subsystems by controlling information security.
 
Roles and Responsibilities:In addition to easing the strain on users, the
information in each department will be kept confidential. The team will handle
the new platform, and we do not foresee any changes in the requirements.
We will also focus on providing value to our clients, including the customer
relationship.

1.1.1.3.2 Technology Migration

In order to successfully migrate existing data to web-based technologies. It
will be designed to help students speed up and streamline their online
transactions. The following is a high-level breakdown of the phased approach:

Phase I: The program to be created may be web-based software. 

Phase II: The web-based software will be supplanted by information at the   

conclusion. 

Phase III: Creation of account to access the required information needed.

Phase IV: The team will build a temporary legacy platform within the
technology that will be used for day-to-day operations for online transactions.
This will be used as a backup system to keep track of all information.

Phase V:The employees will be trained or will attend a presentation meeting

on how to use the newly acquired software system.
 1.1.1.4 Project Overview
This information system can be beneficial in terms of time effectiveness, as it
is an integrated set of components for safeguarding, gathering, storing, and
processing data, as well as giving information, knowledge, and digital
products. The overview includes the project description, the system's goal and
objectives, project performance criteria, project assumptions, restrictions, and
important milestones.

1.1.1.4.1 Goals and Objectives

The purpose of management information system is to offer information and
secure, provide speedier transactions, initiating, organizing, and managing the
operations of the subsystems of the firm and to provide a synergistic
organization in the process. Manage user accounts and restrictions of every
user by using their own account for their own data privacy.

Business
Description
Goal/Objective
Timely and accurate Web based tools will allow real-time and accurate
reporting reporting of all events happening.
Improve system Planning, maintaining and also upgrading the
performance systems software and hardware 
Greater autonomy and flexibility will address users
Reduce burden of time
need that allow to focus on billable tasks
Special Features Providing distinctive concepts and programs for the
applied sake of customer satisfaction

1.1.1.4.2 Project Performance

The table below shows the major resources, processes, or services and their
expected business outputs in measuring project performance. These
performance indicators will be quantified and specified further in the full
project plan.
Key
                  Performance Measure
Resource/Process/Service
The web-based system will reduce reporting
discrepancies (duplicates and gaps) and
Reporting
require reconciliation every 6 months instead
of monthly.
History every user by allowing them to enter
Timesheet/Admin data entry
their data directly.  
Key
                  Performance Measure
Resource/Process/Service
Decrease in cost and staff requirements as
Software and System system maintenance will be reduced from
Maintenance once every month to once every 6 months
with the new system.

1.1.1.4.3 Project Assumption

The MIS project makes the following assumptions. They will be added as
project planning progresses and more assumptions are uncovered.

● Project has executive-level support.

● System can be upgraded for more secure data
● The system has a login structure to screen that only the
admin can access.

1.1.1.4.4 Project Constraints

The following constraints apply to the MIS Project.  As project planning begins
and more constraints are identified, they will be added accordingly.
● Experts who can diagnose the organization's goals and
provide the necessary direction for installing an operating
system are unavailable. This issue can be solved by
nurturing internal employees, which should be preceded
by effective selection and training.
● Experts are frequently faced with the dilemma of deciding
which MIS subsystem to install and operate. The need
and relevance of a function for which MIS can be
deployed initially may be the criteria.
● Due to varied objectives of business concerns, the
approach adopted by experts for designing and
implementing M.I.S. is a non-standardized one.
● The lack of cooperation from personnel is a critical issue.
They can be educated by organizing lecturers, displaying
films, and explaining the system's utility. Some people
may be involved in the system's creation and
implementation.
● There is a high turnover of experts. It can be reduced,
creating better working conditions.
● Difficulty in quantifying the benefits of MIS so that it is
comparable with cost.

1.1.1.4.5 Major Project Milestones

The following are the important project milestones that have been identified as
of now: As the project planning process progresses and the schedule is
created, the milestones and their target completion dates will be amended,
altered, and completed as needed in order to build a baseline schedule that
will serve as the foundation for future planning.
Target
Milestones/Deliverables  
Date
Project Initiation 09/10/22
Project Charter 03/13/22
Project Planning 09/16/22
Risk Management Plan 09/19/22
Scope Management Plan 09/22/22
Project Execution Plan 09/25/22
Project Closure 09/28/22
Post Project Review 10/01/22
Project Cost 10/03/22

Project Schedule 10/06/22

Recommendation 10/09/22

Technical Solution Design 10/11/22

System Architecture 10/16/22

Product Backlog 10/19/22

Sprint Backlog 10/21/22

Appendix 10/24/22

Approval 10/24/22

1.1.1.5 Strategic Alignment

Management information System will be implemented as part of these
strategic efforts. This initiative will help us strengthen our business and go to
the next stage of development.

Relationship to
Plan Goals/Objectives
Project
This is the system that
Select a  Admin in
To ensure security data  will be used by the
every Sub-system 
Admin.
So that the encoder does not To see about the
To easy input/insert
have difficulty in inserting, information of the
information 
updating, deleting etc.  certain people
To create  a Fast and To lessen the burden of the This will be used for
 Relationship to
Plan Goals/Objectives
Project
reliable  Management
user's time.
Program Information System 

1.1.1.6 Cost-benefit Analysis

The table below summarizes the cost and savings activities linked with the
Project, as well as their descriptions and the expenses or savings associated
with them throughout the year. The net savings for the first year of the project
are shown at the bottom of the chart.

First year costs

Action (indicates
Action Description
type anticipated
savings)
Purchase Web- Cost The initial investment for 300,000.00
based products Project
and licenses
Reduce Validators Savings An immediate cost 500,000.00
and Question savings of the equivalent
Setters by 4 of two Validators
employees professionals and two
Question Setters annual
salaries.
System Savings Less frequent use of IT 800,000.00
maintenance resources working on
required every 8 non-value-added tasks
months instead of results in approximately
monthly 800,000.00 savings per
year.
Software Cost Costs of installing new 200,000.00
installation and software and educating all
training staff by the IT department
and the training
department, respectively.
NetFirstYear 1,800,000.00
Savings

1.1.1.7 Approvals
The signatures of persons listed below indicate that they understand the
purpose and content of this document. By signing this document, you signal
that you approve of the proposed project contained in this business case and
that the next steps in creating a formal project in accordance with the
parameters outlined herein may be taken.

Approver Name Title  Signature Date

Mr. Roldan, Ronald Jr. Project Sponsor

Buen, Cyril Project Manager

Abad, Maria Cariza Team Leader

1.1.2 Project Charter

Management Information System is the new innovative way of learning at
Bestlink College of the Philippines, breaches due to weak information
technology security measures these incidents have resulted in a massive
damage to the Project. This project was made to further develop the current
system with better features and security created to address and correct
these security issues and avoid further loss of data due to external and
internal threats The project will include improved technology solutions to our
existing platform to establish stronger security infrastructure.

Gantt Chart
 1.1.3 Stakeholder Strategy
1.1.3.1 Introduction
A management information system is a central data repository capable of
collecting, organizing, and storing student data as well as processing,
analyzing, and producing various reports from it. This is covered under the
MIS umbrella. Thus, the use of technology in schools may result in a
reduction in paper use and a shift to an electronic format for the majority of
school office work. As a result, the usage of management information systems
by schools will improve the efficacy of their administrative services.

1.1.3.2 Identify Stakeholders

Our team and the project sponsors will conduct brainstorming sessions to get
to know the MIS (School management). The goal of this session is to
categorize users, find out what they need from the MIS, and understand who
the primary and secondary stakeholders are. Secondary stakeholders are the
individuals or groups of students who are officially enrolled in the current
school. They may not obtain the benefits immediately from the School MIS
programs and services. However, they would support the development of it
and spread their endorsement through the community.
1.1.3.3 Stakeholder Analyst

Once identified, the project team will evaluate and categorize the
Management Information System stakeholders This analysis will determine
the level of power and influence of the stakeholders. It will also assess the
amount of involvement of stakeholders in the project.

Stakeholders will be classified based on their organization or department.

Once all of the project's stakeholders have been identified, the team will use
the matrix to highlight the possible influence each stakeholder will have on the
Management Information System. The stakeholder analysis matrix includes all
of the stakeholders' issues, levels of involvement, and management strategies
for the project.

● X

● S
● Y
 ● V
● W

● T ● Q

Stakeholder T, displayed in the lower left quadrant of the power and interest
analysis chart above, requires the least effort. Stakeholder V in the upper left
quadrant, questions are adequately handled, and interest in this region should
increase. Stakeholders Y, W, and Q in the lower right quadrant must be kept
up to date on project status and any other progress related to the project.
Stakeholders S and X, in the upper right quadrant, are important players in
project planning.

The stakeholder analysis matrix, which is based on the power and interest
matrix provided above, includes stakeholder concerns, levels of involvement,
and tactics. The stakeholder analysis matrix will be updated with new project-
related topics.
Stakeholder Concerns Quadrant Strategy

Q Status of the project Key Communicate all the

progress Player updated information

S The system flow must Key Make a list of the

be properly defined Player system's main
points.

T Progress must be stated Keep Make strategic

Informed timeline

V State all the concerns Keep List all the

regarding the system Informed improvements
improvement needed

W Monitor website’s Keep Optimize the image

performance Satisfied size on the website

X Ensuring all the Keep Communicate all the

hardware and software Informed necessary resources
needed for the project

Y Delivery of material. Minimal Communicate with

Effort the project schedule.
 1.2 Project Planning
1.2.1 Project Management Plan
1.2.1.1 Introduction
Bestlink College of the Philippines has recently approved the Management
Information System to move forward for project initiation within the research
and development (R&D) group. This project will result in the development of
a new MIS of providing progressive solutions to clients which improve
productivity in the workplace. While MIS, our client believes that new
technological developments will enable our team to develop a solution far
superior to what is currently available.
1.2.1.2 Project Management Approach
For this project, Project Manager will be entirely responsible for scope
management. The Project Manager and all members of the team will establish
and approve documentation for measuring project scope which includes
deliverable quality checklists and work performance measurements. The
Proposed scope changes may be initiated by the Project Manager and any
member of the project team. Upon acceptance of the scope change request
the Project Manager will submit the scope change request to the Capstone
Adviser for acceptance. Upon approval of scope changes the Project
Manager will update all project documents and communicate the scope
change to all members of the project team.

1.2.1.3 Project Scope

Management Information System encompasses the planning, design,

development, and testing of a software program. This software will meet or
surpass organizational software standards as well as the project charter's
specific criteria. This project's scope also includes the completion of any
paperwork, manuals, and training aids that will be used in connection with the
software. When the software and documentation package has been
successfully run and transferred to Bestlink Computer Collage for production,
the project will be completed.
All Management Information Systems will be completed in-house, and no part
of this project will be outsourced. This project does not include any changes to
the product's needs for common operating systems, software updates, or
revisions.

1.2.1.4 Milestone List

1.2.1.5 Schedule Baseline and WBS

The Management Information System Work Breakdown Structure (WBS) is

developed throughout the project planning process to maximize the
probability, deliverables, capabilities, and budgets. The project manager's
allocated tasks were the result of close communication among project team
members and stakeholders, as well as input from functional managers and
former project studies.

The Management Information System's required tasks are defined in the Work
Breakdown Structure Dictionary, which includes all tasks, resources, and
plans. The WBS Dictionary describes each work package in the WBS, which
helps with resource planning, job completion, and deciding whether
deliverables satisfy project objectives.The Management Information System
schedule was created using the Work Breakdown Structure (WBS) and
Project Charter with all the gathered input from all the project team members.
Following the Project Sponsor's approval, the schedule was completed,
authorized, and baseline. MS Project Gantt Chart will be used by the Project
Manager to keep track of the schedule. Any potential schedule changes will
go through the change management process. If defined boundary controls are
likely to be breached, a change request will be submitted to the Project
Manager. The Project Manager and team will determine the impact of the
change on the schedule, cost, resources, and scope.

The documentation required to determine the project scope, such as delivery

quality review, will be approved by the Project Sponsor. The Project Sponsor
is responsible for accepting the project's final deliverables and scope based
on the Project Manager's comments and interactions. When the Project
Manager authorizes the scope adjustment, he or she updates all project
documents and notifies all stakeholders.

1.2.1.6 Change Management Plan

The following steps comprise Bestlink College of the Philippines change

control process for all projects and will be utilized on the Management
Information System

Step #1: Identify the need for a change (Any Stakeholder)

Requestor will submit a completed BCP change request form to the project
manager

Step #2: Log change in the change request register (Project Manager)

The project manager will maintain a log of all change requests for the duration
of the project

Step #3: Conduct an evaluation of the change (Project Manager, Project

Team, Requestor)

The project manager will conduct an evaluation of the impact of the change to
cost, risk, schedule, and scope

Step #4: Implement change (Project Manager)

If a change is approved, the project manager will update and re-baseline

project documentation as necessary as well as ensure any changes are
communicated to the team and stakeholders.

Any team member or stakeholder may submit a change request for the MIS.
The MIS Sponsor will update any changes to project scope, cost, or schedule
must meet his approval. All change requests will be logged in the change
control register by the Project Manager and tracked through to completion
whether approved or not.

1.2.1.7 Communication Management Plan

As the team who will construct this project is in BCP, there will be face to face
communication and also online communication. Project manager will
set/announce a meeting or create a group chat through Online(Messenger)
for communication of all members of the team. And for the request and
suggestions of the client, a representative of the team will walk-into the office
of the client.
1.2.1.8 Cost Management Plan

1.2.1.9 Procurement Management Plan

The contract is how everyone agrees on the terms of service. There are
different types of contracts, for instance, a fixed price and cost reimbursement
are two. Therefore, the type of agreement must be decided on and how it will
be managed.

1.2.1.10 Project Scope Management Plan

The Project Manager will be in charge of the Management Information System

Project's scope. The Scope Statement, Work Breakdown Structure (WBS),
and WBS Dictionary define the scope of this project. The Project Manager,
Sponsor, and Stakeholders will create and approve project scope
documentation, such as deliverable quality checklists and work performance
measurements.

The Project Manager, Stakeholders, or any member of the project team may
start proposed scope changes. All modification requests will be forwarded to
the Project Manager, who will assess the requested scope change. After
accepting the scope change request, the Project Manager will submit it to the
Change Control Board and Project Sponsor for approval. Following
acceptance of scope adjustments by the Change Control Board and Project
Sponsor, the Project Manager will update all project papers and notify all
stakeholders of the change. The Project Sponsor is responsible for accepting
the final project deliverables and project scope based on comments and input
from the Project Manager and Stakeholders

The final output of the project must be explicitly accepted by the project
evaluator. This approval is contingent on a review of all project
documentation, testing results, beta trial results, and fulfillment of all
tasks/work packages and product functionality.

1.2.1.11 Schedule Management Plan

Project schedules for the Management Information System (MIS) will be
starting with the deliverables identified in the project’s Work Breakdown
Structure (WBS). Activity definition will identify the specific work packages
which must be performed to complete each deliverable. Activity sequencing
will be used to determine the order of work packages and assign relationships
between project activities. Activity duration estimating will be used to
calculate the number of work periods required to complete work packages.
Resource estimating will be used to assign resources to work packages in
order to complete schedule development.

Once a preliminary schedule has been developed, it will be reviewed by the

project team and any resources tentatively assigned to project tasks. The
project team and resources must agree to the proposed work package
assignments, durations, and schedule. Once this is achieved the project
sponsor will review and approve the schedule and it will then be base lined.

In accordance with Management Information System, the following will be

designated as milestones for all project schedules:
• Completion of scope statement and WBS/WBS Dictionary
• Base lined project schedule
• Approval of final project budget
• Project kick-off
• Approval of roles and responsibilities
• Requirements definition approval
• Completion of data mapping/inventory
 • Project implementation
• Acceptance of final deliverables

1.2.1.12 Quality Management Plan

The Management Information Team is responsible when it comes to the

quality of the project and meets its quality standard until the project finally
comes to its closing phase. Below are the responsibilities and their quality
roles for the project.

When it comes to Project Quality Management, the Project Manager is in

charge of it. The Project Manager's position is responsible for managing the
project's standard quality from the start of the project up to the end. The
Project Manager is in charge of all project-related duties, processes, and
documentation. To create the project's quality standards precisely, both the
Project's Quality Specialist and the Project Manager must communicate.

Quality Specialists are needed to support the Project Manager with Quality
Management Plans. They are also responsible for developing a solution to
improve the project's performance. They must also conduct quality testing and
inspections under quality standards.

The remaining team members are responsible for assisting the Project
Manager and Quality Specialists in meeting the stated standard. For the
project to move forward, all quality standards for the Information System must
be met, and brainstorming with the Project Manager and team is necessary.

The Quality Control will give all of the required tools and procedures to ensure
that all quality standards are met. This process will ensure that the project
successfully meets the quality standards. With every process the project has
made, the task of the Project Manager also and the Quality Specialist is to
keep track of all the details and monitor its quality standards if the project
meets the specified requirements. All relevant project inspections must be
monitored, and corrective steps must be taken if problems arise.
 1.2.1.13 Risk Management Plan
The approach for managing risks for Management information system(MIS)
includes a methodical process such as Providing a comprehensive plan is
necessary for using information systems in the organizations before using
MIS. Absorbing the efficient and skillful employees and creating suitable
motivations for the stability of the existing employees. The formation of the
information services institutions in all the important administrative
organizations and determining the institutions as the supporters (MIS) of the
organizations. Forming MIS council or MIS directing committee from the initial
stages of MIS project in the organization.

The project manager will evaluate each risk and the risk management process
after the project is finished, as part of the closing process. The project
manager will determine any modifications that can be made to the risk
management procedure for subsequent projects in light of this analysis.
These enhancements will be recorded in the knowledge base of lessons
learned.
1.2.1.14 Risk Register

structure

1.2.1.15 Staffing Management Plan

A staffing management plan is a document that explains the various human
resources requirements that will be met for both staff management and
employees alike. The plan is essentially a portion of the project management
plan which allows projects to be successful by properly managing various
teams to complete tasks effectively and efficiently. The MIS will set up and
provide help for students and teachers when they obtain information on what
they need to find.

1.2.1.16 Cost Baseline

The cost baseline for the Management Information System includes all
budgeted costs for the successful completion of the project.
 Project Phase Budget Comments
ed
Total

Planning 500,000 Gathering and planning for project

requirements.

Design 350,000 Includes all the working hours for designing

its conceptual design

Coding/ 200,000 Allocated budget for completing the project's

Developing code

Test Case 300,000 System’s testing phase before deploying to

Execution the production environment.

Project Closeout 200,000 Include working hours to finalize all the files.

1.2.1.17 Quality Baseline

The Management Information Project (MIS) Project must meet the quality
standards established in the quality baseline. The quality baseline is the
baseline which provides the acceptable quality levels of the Management
Information System. The software must meet or exceed the quality baseline
values in order to achieve success.

Item Acceptable Level Comments

 Voice Recognition At least 98% Using standard TSI
recognition level with English language
2% or less errors in text databases

Compatibility No errors associated Using the _______

with running software suite of applications
with compatible
applications

Supporting Less than 1% failure

Documentation rate in beta testing new
users to run setup and
execute software
functionality

1.2.2 Risk Management Plan

1.2.2.1 Introduction
Organizations operate in an area of uncertainty as they start new projects
because they are creating novel and distinctive products or services. These
businesses take risks as a result, which means risk plays a big role in every
project. The risk management plan's goal is to create the framework within
which the project team will identify risks and create mitigation or avoidance
strategies. However, there are initial project components that must be finished
in order for risks to be identified and managed. The risk management strategy
lists these components.
The following project elements were finished and defined prior to developing
this risk management plan because it is essential that a foundation be set for
providing structured project information before risk management begins:

● Define work scope, schedule, resources, and cost elements

 ○ Develop project WBS/WBS dictionary
○ Develop master schedule and detailed schedules
○ Estimate project cost and finalize budget
○ Identify required and available resources
○ Establish performance measurement metrics

Define minimum and maximum baseline thresholds

Schedule

Resources

Cost

● Define Risk Management Roles and Responsibilities

○ Project Manager chairs the risk assessment meetings
○ Project team participates in risk assessment meetings and
members serve as meeting recorder and timekeeper
○ Key stakeholders participate in risk assessment meetings

Project Sponsor may participate in risk assessment meetings

1.2.2.2 Top Three Risk

The top three high probability and high impact risks to this project are:

1. Malware

Digital hackers are watching your every move and trick you to download
malware and take control of your computer remotely. They use malware to
attack computer networks to perpetrate crimes. Fraudsters use viruses,
malware, spyware, spams, and phishing to gain access to your sensitive
personal information and commit financial crimes. Defend your data against
malware through secure servers, whether physical or in cloud, and shield
against vulnerabilities.
2. Theft & Loss

Unauthorized users without permissions who have access to sensitive data

can cause harm to educational institutions as a result of theft. There is a risk
that sensitive academic data will be leaked by staff. It becomes easy to lose
your storage media with backup data due to misplacement or theft. When you
suffer data loss due to various incidents such as mechanical damage, power
failure, software crash, disasters or loss of your laptops and mobile devices, it
is another way of inadvertent data exposure. Keep all your data safe and
secure using role-based access control to ensure confidentiality and privacy.

3.Lack of Data Processes

Not having a data management strategy can increase risks. Furthermore,

inefficient processes can lead to bottlenecks, redundancies, silos, and
improper system integration.

1.2.2.3 Risk Management Approach (BOSS)

The Project Manager, Ms.Buen, has the overall authority and responsibility
for managing and executing this project according to this Project Plan and its
Subsidiary Management Plans. The project manager will work with all
resources to perform project planning. All funding decisions will also be made
by the project sponsor. Any delegation of approval authority to the project
manager should be done in writing and be signed by both project sponsor and
project manager.
1.2.2.4 Risk Qualification and Prioritization

In order to decide the asperity of the risks labeled by the team, a chance and
impact determinant was filling a place each risk. This process allowed the
project manager to supply instructions risks located upon the effect they can
display in the project. The project manager resorted to a possibility-impact
model to facilitate the team in exciting each risk to the appropriate
establishment of the chart.
Once the risks were appointed an expectation and impact and established in
the appropriate position on the chart, the recorder captured the things
produced and the project manager transported the process aware of the next
step: risk mitigation/avoidance planning.

1.2.2.5 Risk Monitoring

Risk monitoring will be a continuous process throughout the life of this project.
The most likely and greatest impact risks have been added to the project plan
to ensure that they are monitored during the time the project is exposed to
each risk. Each risk is monitored by a Risk Manager at the appropriate time in
the project schedule.

1.2.2.6 Risk Mitigation and Avoidance

Within the limitations of time, scope, and budget, the project's risks will be
managed and controlled. To ascertain how they impact this triple constraint,
each risk that has been identified will be assessed. The best way to address
each risk to guarantee adherence to these restrictions will be decided by the
project manager with the help of the project team.

The Management information system's potential risks must all be carefully

evaluated to determine how they will impact the system. The project manager
must make sure that the barriers are properly followed and decide how to
respond to each potential risk.
1.2.2.7 Risk Register
The Risk Register for Management Information System will be used to
monitor and manage all potential hazards that may arise throughout the
project. Addressing all the project's risks and performing the necessary
mitigation will result in a light workload for the entire team. Ranking all
potential risks is immensely useful since it helps the project team to prioritize
all high-priority issues with a significant impact on the project.

The project team must identify and categorize any possible risks when the
Project Manager arranges a meeting. Since the system might experience a
data security risk, the team must assign a risk score based on the impact of
the potential risk on the project. Thus, having a Risk Register for this project is
necessary as it assists the Project Team in addressing and providing
solutions to all risks that may arise throughout the project.

d resources.

1.2.2.8 WBS
All of the work packages on the Work Breakdown Structure will be separated
into independent tasks that will necessitate a weekly minimum of 120 working
hours. This project scope will help the Project Manager monitor and manage
the team's tasks as the project progresses. The Management Information
System is separated into six phases for the Work Breakdown Structure: the
Management Phase, Audit Phase, Reports, Create Account, List of users and
also the sub- system These phases are further subdivided into work
packages, with each requiring at least 120 working hours. (See the figure
below for further details.)

1.2.3 Scope Management Plan

1.2.3.1 Introduction
The Management Information System (MIS) Scope Management
Strategy will serve as a detailed plan for the Project Manager to
manage all of the project's resources. The Scope Management
Plan includes the monitoring of all processes carried out to
complete the project. A Project Manager's responsibility includes
managing the project's life cycle throughout its duration.
 The Scope Management Plan details all of the procedures
necessary in completing the project. To keep track of all the
resources required to achieve the project's goals, the project
documentation must be kept up to date. As a result, having a
Scope Management Plan assists the team in overcoming
constraints such as the inability to meet established deadlines,
unclear project scope, and poor communication with stakeholders
about their duties.
This project includes designing, development, and implementation
that will be used to acquire and collect information from users.

1.2.3.2 Scope Management Approach

The Project Manager bears exclusive responsibility for the
project's success. It is the Project Manager's responsibility to guide
the team through all stages of the project's life cycle. The Project
Manager has complete control over the project's scope. The
project administrator acts as a provider, and team members have
access to the data in the system. The project manager monitors
and reports on each team member's work on the project to the
project sponsor. The project's scope is defined by the scope
statement, work breakdown structure (WBS), and WBS dictionary.
The scope of a project determines its goals and objectives. A
project scope document is developed as part of the project
planning process to improve the project's objectives, security,
funding, and capabilities. Work Breakdown Structures (WBS) aid
in project scope definition by collecting scope statements and
breaking down the project's key deliverables into smaller, more
manageable packages of activities. The scope document offers a
list of tasks that must be completed in order for the project to be
completed successfully. Furthermore, if a stakeholder requests a
system adjustment or if an unexpected problem arises, the project
manager will tell the project sponsor and see if they can solve the
problem or carry out the stakeholders' wishes. If the project
sponsor approves or denies the request, the project manager will
notify the stakeholder, and if the request is approved, the project
manager will inform the stakeholder.

1.2.3.3 Roles and Responsibilities

The project scope includes responsibilities such as Project Sponsor, Quality
Specialist, Project Manager, and Team Members. These positions have major
duties, which will have an impact on the project's performance. The table
below summarizes each role's responsibilities in this Project Scope
Management.
Name Role Responsibilities
Ronald, Project ● Give Guidance to the project executed
Roldan Jr. Sponsor ● Advice on project management and
product delivery through quality control,
timescale planning, process
management and containing and
managing risks.
Abad, Team ● Assess the scope of the project
Maria Leader ● Organize necessary meetings for every
Cariza scope change

Cyril Buen Project ● Assess the scope of the project

Manager ● Update project documentation in every
changes
● Facilitate the changes in every scheduled
meeting
● Facilitate the scope change request
Barcena, Quality ● Tracking quality control
Johnmark Specialist ● Enforcing quality assurance procedures
● Conducting inspections throughout the
project
Luneta, Developer ● Responsible for developing a system
Daniel program
● Provide update progression the system
development flow
Ferranco, Docu ● Provide updated documentation for every
Von Paulo Analysis change on the project.
● Communicating to the Project Manager
for every necessary scope change

1.2.3.4 Scope Definition

The Management Information System scope specification includes
how the project team will upgrade or improve the existing MIS, as
well as how the system will be secured. The Management
Information System must also collect requirements in order to
meet the needs of our stakeholders. The system will run a beta
test to receive feedback from our partner companies and
candidates, which will aid in the system's development. Following
the collection of their comments, the project team will develop
project documentation that includes any information that can aid in
the improvement of the system.

The Management Information System creates the project planning

process based on the requirements collection process in order to
improve the web design, security, and capacity of the system. The
comments from respondents and applicants will assist the team in
developing and strengthening the system's development.
 1.2.3.5 Project Scope Statement
The project scope statement contains all of the information needed
to construct requirements, constraints, exclusions, and
assumptions to determine deliverables. It is a tool that the Project
Manager can utilize for task assignment, project planning, and
budgeting. It defines the project's main goals and ensures that all
project stakeholders understand the project's scope.

This project comprises designing, developing, and implementing in

collaboration with the Sub-system. Based on the findings of these
evaluations, management information systems will make
responsible changes by developing software that can work on any
platform. Because of the enormous number of users on the
system, this project will encounter some disruption or service
interruption. Once the Management Information System has been
loaded, a small maintenance break is required to guarantee that it
continues to function properly. This project produced a finished
program that could be upgraded and extended as needed. As a
mutual support bond, this project can only be completed with the
assistance of internal persons an

1.2.3.6 Scope Verification

The Project Manager is responsible for leading and managing the team
throughout the life cycle of the project. The job of the Project Manager is to
guarantee that only necessary tasks are undertaken and that all deliverables
are finished on schedule. Check that the finished work adheres to the WBS
specifics. The primary goal is to formally accept the final deliverable and
acquire signatures from stakeholders indicating that it meets their
expectations. Database testing is one of the tests performed to confirm the
system requirements during the testing phase.

By introducing objectivity to the entire process, the project team will validate
the system's performance and increase the odds of the final product, service,
or outcome being accepted. It formalizes work scope acceptance in this
context and is primarily concerned with work outputs. This procedure
formalizes the acceptance of the project scope by the stakeholders. All project
stakeholders agree on the project scope; as the project progresses, the
various project deliverables are presented and compared to the work
deliverables. When the project sponsor agrees to the scope change, it is
communicated to all stakeholders.

1.2.3.7 Scope Control

The Management Information System may run into problems when it comes
to determining its scope control. Scope Control is the final management of the
project's scope; therefore, monitoring is not the only purpose for preserving
the project's proper scope flow. If the actual performance described by the
company's standard did not match its criteria, a prompt reaction is required.
The most important component of the project's success is planning and
creating the project's purpose; when the scope of the Management
Information System needs to be adjusted, the project team's scope control is
accountable; and assessing the changes must be correctly completed by the
team. If the Scope Control is not completed successfully, the project's
performance may suffer. The Management Information System has a broad
scope to monitor in order to properly serve its users, stakeholders, and
sponsors.

Changes in project scope may have an immediate or indirect impact on the

management of numerous project components such as project cost,
schedule, and other factors affecting the scope of the Information System.
Taking control of these changes must ensure that all hazards are managed
and under control.

1.3 Project Execution Plan

1.3.1 Implementation and Migration Plan
1.3.1.1 Purpose
The purpose of this Implementation and Migration Plan is to outline
how the Management Information System will be implemented,
installed, and moved to its operational environment at Bestlink
College of the Philippines. The goal of this plan is to make sure that
all stakeholders understand the specifics, requirements, and duties
involved in successfully finishing this project and moving the
product to the operational group. Any recommended changes to
this plan should be submitted for review and approval through the
project's change control process prior to implementation.
 1.3.1.2 Description of Implementation

The current system with the Management Information System. With

this implementation, a clear plan for implementing this project will be
provided to the stakeholders. When the Management System has
reached its milestone, it will be used as a testing project to validate and
test its functionality. Once the project's testing is over, the Management
Information System will be transferred to the Bestlink College of the
Philippines. Once the functionality testing is complete, the project team
will examine all of the tools required for implementation. During the
implementation phase, it must meet the functional requirements as this
will inform the team about what to improve and what changes are
necessary.

1.3.1.3 Points of Contact

The Management Information System As such, it is important to understand

the points of contact for the different perspectives of this project. The chart
below gives all stakeholders with the focus of contact ought to any critical
questions or concerns emerge. All stakeholders ought to guarantee their
communications and be compliant with the Management information system
Communications Plan.

Name Role Contact Information

Ronald Roldan Project Sponsor

Cyril M Buen Project Manager

Cyril M Buen Maintenance Division 09977496090

 Lead

Daniel Luneta Maintenance Operations 09633324797

Lead

Maria Cariza Lead IT Engineer 09564661923

Abad

Johnmark Asst. IT Engineer 09771724671

Barcena

Von Paulo Security Administrator 09202510512

Ferranco

1.3.1.4 Major Task (BOSS)

1.3.1.5 Implementation Schedule

The implementation schedule for the Management Information System is

provided below. For consistency, the major tasks/milestones described above
are included in this schedule for awareness of the project team and
stakeholders.

Task/Milestone Scheduled Completion

Date

Enhanced security application May 10,2022

Complete the system web design May 15, 2022

Checking database codes and testing the May 15, 2022
system

Verify functionality on the database server. May 15, 2022

System Launching May 25, 2022

1.3.1.6 Security (CYRIL)

1.3.1.7 Implementation Support (IZA)

The Management Information System project requires assistance from

the School Management who have collaborated with it. The major
players involved in providing support for the project are the system
maintenance staff and programmers. Support for the project can also
be provided by the project team and stakeholders. The project
manager is in charge of the project's principal responsibilities, as well
as scheduling meetings and discussions on the project's next steps. To
finish the project's steps, the project manager will need the assistance
of team personnel and the maintenance group.

The feedback from the Operations Maintenance team assists in the

development of phase and program testing for the database virtual
testing server. The database maintenance operator will receive the
necessary training if necessary. This project will be led by the project
leader, developer assistant, and programmers. The project manager
and the team member will be informed if additional assistance is
needed.
 1.3.1.8 Listing of hardware, software, and facilities (DANIEL)

1.3.1.9 Performance Monitoring (BOSS)

1.3.1.10 Back Out Plan

It was revealed during the planning stages of the Management Information

System installation that the new plan may potentially fail if the protection
servers failed. The task team has established a backup strategy to manage
this risk, allowing the security organization to continue operations if the
Service release fails. A challenge back out comprises changing the tool to its
former condition if the system proves to be unreliable or generating problems.

Back out planning is a component of the Management Information System's

emergency response planning. The team blocks all maintenance technicians'
access and restores access to the backup database if the system fails to start
or has a problem. If the new system does not have obvious post-
implementation testing, it is implemented before any software or system
upgrades, installations, integrations, or conversions, and it automates the
system's business functions. As a result, planning is often more challenging
than it appears. Additional recovery steps affecting databases, file systems,
and other infrastructure components are possible.

1.3.1.11 Implementation Requirements

(Hardware/Software/Personnel/Facilities/other capital investment)
(CY)
1.3.1.12 Post Implementation Verification (IZA)
1.4 Project Closure
1.4.1 Transition-out Plan
1.4.1.1 Executive Summary

This plan formally documents the process for the transition of the
powers, duties, activities, and functions of tasks and tools for the
MIS. It describes the approach to transitioning work and
 employees from MIS. The creation and implementation of a new
MIS database for Bestlink College of the Philippines (BCP). This
database will allow BCP to integrate all subsystem and reporting
into a consolidated database

1.4.1.2 Transition Approach

For this transition, MIS Corp will maintain its existing staff on-site
throughout the transition period. No additional staffing
requirements are anticipated to complete the transition. The
transition is expected to take 60 days to complete. Immediately
prior to the transition, MIS Corporation will stand up its transition
team in order to facilitate the activities necessary for successful
transition. MIS corp will have its staff on site at the beginning of
the 60 days transition period and will establish a similar team to
work to coordinate the contract’s transition. It is also assumed that
BCP will provide adequate workspace for both contractors
throughout the duration of the transition. BCP should also
designate a transition project manager to work with both
contractors throughout the transition.

1.4.1.3 Transition Team Organization

The following chart illustrates the transition team members from

MIS and BCP as well as the roles and responsibilities of each team
member.

Organization Title Roles/Responsibilities

BCP (Bestlink Transition Project Coordinate activities between

college of the Manager contractors throughout transition;
Philippines) provide workspace for all transition
staff; facilitate transition meetings
as required.

Contracting Officer
BCP Responsible for overseeing all
contract actions and deliverables,
responsible for ensuring
accountability on all funding and
budget items pertaining to the
contract

MIS Transition Project Work with BCP PM to Coordinate

Manager and schedule all transition
activities; provide weekly reporting
on transition progress; ensure all
applicable property and tools are
included as part of transition.
Ensure all transition deliverables
are received and understood;
identify any gaps in transition
activities

MIS IT Transition Lead Ensure continuity of all IT activities

throughout transition; ensure
receipt of adequate IT
documentation of all processes,
tasks, and activities. Ensure all IT
activities are completed during
transition; document all IT
processes, tasks, and activities for
 transition

Ensure all training documentation

MIS Configuration
received addresses all planned
Manager
training items; ensure
standardization of all transitioned
documentation. Ensure completion
of user and technical manuals;
ensure all documentation is in
accordance with BCP standards;
ensure proprietary materials are not
part of transition

1.4.1.4 Work Transition

For this contract transition, all workforce members will remain with
their current organization. The MIS workforce will remain on-site to
perform their transition activities until such time that the transition
is completed and approved by all parties. This will allow adequate
time to perform all transition activities. BCP will provide additional
temporary workspace for MIS. employees until transition
completion, at which time the workforce will occupy the vacated
locations of the outgoing workforce.

1.4.1.5 Work Execution during Transition

Throughout the transition of this contract, work will continue to be

performed by MIS in accordance with the approved project
schedule and work breakdown structure (WBS) in place. The
transition management team will ensure that the employees work
alongside their counterparts; however, MIS will maintain all
responsibility for tasks and deliverables. At the end of the 60-day
 transition period, and upon transition approval, MIS. will assume
full responsibility for all tasks and deliverables.

1.4.1.6 Property Transition

1.4.1.6.1 Intellectual Property

To ensure the successful completion of the project, all

intellectual property that is a direct result of work on the
contract deliverables shall be migrated to the new contractor
as per the contract. Intellectual property is factored into
contract cost. As a result, any generated intellectual property
will be the customer's property.

1.4.1.6.2 User Accounts and Passwords

As a member of the contract transition, and having the ability

to access user accounts, they should not be able to enable it.
The MIS personnel listed in the chart below hold the user
accounts and access required to deliver the contract. All user
accounts of MIS staff will be accessed on the first day of the
contract and once the transfer is approved or completed, all
user accounts of MIS staff will be unauthorized on the
accounts.

User Account BCP corp Management

Information System
(MIS)

Security Admin Developer Transition and Developer Transition and

Security Manager Security Manager
Database Developer Transition Developer Transition
Developer (Admin)

Application Transition PM and Transition PM and

Registration User Developer Transition Developer Transition

1.4.1.7 Knowledge Transfer

For this transition, knowledge transfer will occur over the entirety of the
60-day transition period. The knowledge transfer will take place via
various methods. The incumbent PM will coordinate two formal
classroom training sessions to be conducted by the incumbent IT
Transition Lead. These sessions will focus on the specific IT concerns
related to the database tasks and activities. The incumbent PM will also
coordinate two formal classroom sessions to be conducted by the
incumbent Configuration Manager. These sessions will cover
documentation requirements and organizational processes and assets.
These sessions will be completed no later than 15 days prior to the end of
the 60-day transition period. Additionally, all MIS staff will be
counterparts throughout the 60-day period in order to gain familiarity with
the database, tools, processes, and organizational assets. The PM from
MIS, and the customer will meet no later than 10 days prior to transition
completion in order to determine if any further training or knowledge
transfer is required.

1.4.1.8 Schedule (IZA)

1.4.1.9 Handover and Acceptance

The BCP will make the determination of when transition is completed and
will provide formal acceptance indicating such. To do this, the customer’s
transition PM will utilize the established transition checklist in order to
 determine that all activities associated with the transition have been
completed. The BCP transition PM will also meet with the transition PM
from MIS to ensure that all concerns and issues have been met and
addressed appropriately. Once the BCP transition PM has formally
accepted the transition, the checklist and supporting documentation will
be signed and accepted by the customer’s project sponsor and the
company’s human resources director. The last step is the formal
acceptance and signature of the customer’s contracting officer
representative. It is only after all of these approvals and signatures are in
place that the transition will be considered complete.

1.4.2 Post Project Review

1.4.2.1 Project Summary (BOSS)

1.4.2.1.1 Project Team and Staffing

The staffing plan's objective is to guarantee that the project has

enough people with the necessary skills and expertise to
ensure a successful project completion.

The responsibilities necessary to carry out the project's

activities are outlined below. Each main project activity
includes the following information: the project role, the project
responsibility of the role, the skills required, the number of
personnel required to fulfill the job, the estimated start date and
the expected duration the staff resource will be needed on the
project.

Activity Role Project Responsibility Skills Number Estimated Duration

 Required of Staff start Date Required
Required

Team Reports Status and Project 1

Leader lead the team Manageme
nt

Project Communicate with Project 1

Manager team and changes Manageme
nt

Quality ensures the durability 1

Specialist speed and functions

Maintena Maintaining the Debugging, 1

nce Lead operational function of Testing and
operator the system, maintaining

Docu Research the Research 1

Analysis documentation of the and
project Document
Writing
skills

1.4.2.1.2 Project Deliverable (CY)

1.4.2.1.3 Transition to Operations (IZA)
1.4.2.2 Project Costs (DANIEL)
1.4.2.3 Project Schedule (BOSS)
1.4.2.4 Recommendations
Formerly supplied in an organized step-by-step format to effectively portray
the project. The emphasis is on plans that attempt to carry out the necessary
tasks until they are successful. The sequence in which different thoughts and
ideas are studied to discover the ideal plan that benefits the transition method
that can be described as the transfer of diverse information and ideas linked
to power duties, activities, and roles. This detailed procedure will assist the
team in achieving the stated aim and continuous improvement.

1.5 Technical Solution Design

1.5.1 Project Information (CY)
1.5.2 Executive Summary (IZA)
 1.5.3 Requirement Definition (DANIEL)
1.5.4 Solution Description (BOSS)
1.5.4.1 Logical Architecture (VON)
1.5.4.2 High-level Architecture(CY)
1.5.4.3 Process Flow (IZA)
1.5.5 Implementation Timeline (DANIEL)
1.6 System Architecture (BOSS)
1.6.1 Business Process Architecture

As shown below, the Management Information System Business Process is

divided into six stages: Manage Account, Audit Trails, Reports, User Lists,
and Subsystems. It demonstrates an effective explanation of the system
process in a simplified manner so that it can immediately see the process
flow of the system and information that it wants to deliver.
 1.6.2 Application Architecture (CY)
1.6.3 Technology Architecture(IZA)
2 Product Backlog
2.1 Product Backlog (user stories)
2.2 Product Backlog for EIS Information Security
2.3 Product Backlog for EIS Standards
2.3.1 UI/UX (Icons, Color, etc.)
2.4 Product Backlog for Integration
2.5 Product Backlog for Analytics
 2.5.1 Application System Analytics
2.5.2 EIS Analytics
3 Sprint Backlog
3.1 Sprint Backlog Table
3.1.1 User Stories
3.1.2 Information Security
3.1.3 EIS Standard
3.1.4 EIS Integration
3.1.5 Analytics
3.2 Sprint Burndown Chart (Signed by Product Owner)
3.2.1 User Stories
3.2.2 Information Security
3.2.3 EIS Standard
3.2.4 EIS Integration
3.2.5 Analytic

Appendices:
Appendix A Detailed System Architecture / Reference Requirements
A.1 Business Process Architecture (Business Process Model)
A.2 Application Architecture
A.2.1 UML - Use Case Diagram
A.2.2 UML - Detailed Diagrams
A.2.3 UI Navigation Diagram
A.2.4 UIs (Design Layout)
A.3 Data Architecture
A.3.1 ERD
A.3.2 Class Diagram
A.3.3 Data Dictionary
A.4 Technology Architecture
Appendix B Deployment Diagram
Appendix C Sprint Burndown Charts (per sprint) Signed by the adviser
Appendix C.1 Individual Burndown charts per member
Appendix D Requirements Traceability Matrix (PB, Test Scenarios, status)
Appendix E Panel Evaluation and Signature (Plus photo ops during defense)
Appendix F Pilot Companies Background with proofs of interviews
Appendix G IMRAD Format Summary
Appendix H Comparison of the EIS to existing EIS’s (5 pages)
Appendix I Operation Manual (10 Pages max, 5 pages min)
Appendix J Resume