A DESIGN OF A VET CLINIC MANAGEMENT SYSTEM FOR TRI-STAR CLINIC

A Capstone Project Presented to The Faculty of the Information Systems

Department, Institute of Computing, Davao Del Norte State College, New Visayas,
Panabo City

JEAH JEAN H. ARAGON

JESSE P. DECASA

JUNE CHRISTIAN S. LIBUTAN

June 2022

1
 CHAPTER 1

COMPANY OVERVIEW

Vet clinics are the most prevalent type of pet care facility and also the most
well-known. The primary focus of veterinarians is preventative medicine and
wellness checks for pets, but can also do surgical procedures on them.

Veterinarians are essential for pets since, aside from them, no one else is
fully conversant with the problems that animals face. Pets can be brought into one's
home, but cannot be treated while sick. Veterinarians are critical in the care of both
the animal and its owner. Veterinary caretaking services are essential for the well-
being of both the pet and its owner.

Tri-Star Animal Clinic is a veterinary clinic in Panabo City which is owned by

Dr. Helena Amoguis. The company was established on April 28, 2011 and has
been in operation for 11 years. Tri-Star Animal Clinic only have one branch located
at Dalagan Building, Quezon Street, Sto. Niño, Panabo City. There are two doctors,
one secretary, and one Liason at the clinic. The company also have a pharmacy
or medicine supply. The company makes more than P100,000 each month and
has about 15 clients every day.

The clinic manages its business manually, with transactions in paper-based

management processing and documentation of its business operational process.
Tri-Star clinic cater walk-in clients and provide home services as well. The clinic
has more than Ten (10) suppliers for their surgical equipment and medicines and
only call for them to come and deliver the clinic's needs.

The clinic offers surgical operations, which can fall into the following major
categories: orthopedics (which deals with bones, joints, and muscles), soft tissue
surgery (which deals with skin, body cavities, circulatory system,
GI/urogenital/respiratory tracts), and neurosurgery. In addition, the business has
vaccines and methods of immunization that enable animals to acquire adaptive

2
immune responses and long-lasting, robust immunity to the substances in
question. Boarding services are also available for pets whose owners need to be
somewhere for various reasons. Cesarean delivery sections and grooming
treatments for animals' fur or hair are among the additional services the clinic offer.

ORGANIZATIONAL STRUCTURE

Figure 1 illustrates the organizational structure of the company. Dr. Helena,

the clinic's owner, oversees the firm's day-to-day operations to ensure that
everything works smoothly. She is also in charge of the cash register. Together
with the other doctor, Dr. Helena is in order with check-ups and other surgical
procedures. The company have a secretary and a liaison who is in charge of the
additional services that the company can provide and the inventory of goods.

Figure 1. Organizational Structure of Tri-Star Clinic

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PROBLEM STATEMENT

Upon conducting environmental scanning in the organization, the

researchers found the following problems:

• Manual Operation Management - Tri-Star Animal Clinic relies on manual

operation management, making it difficult for them to plan and oversee
their business. This is the primary reason the company are unable to
expand because all of the transactions of the clinic are manual, putting
the firm under pressure.
• Data Security – Data are manually stored and unable the company to
ensure the security of their data, which impacts their customers' service.
Customers' inquiries can be difficult to respond to since information is
stored in different locations.
• Customer Service - Due to the traditional method, employees at this
clinic have trouble fulfilling their tasks and providing the most satisfactory
veterinary service, which impacts their performance. The employee’s
poor customer service impacts gaining and maintaining the clients.
• Manual Inventory and Sales Report - It takes a long time for them to
report the data that affects the business's functioning. Thus, the lack of
information security has put the company at risk because of not having
knowledge if the company had a financial deficit.
• Appointment Booking – The company only caters to walk-in clients
because the clinic doesn’t offer online booking through social media,
which is a major hassle for the customers. The inconvenience might
make the client resort to shifting clinics.

4
EXISTING BUSINESS PROCESS

The corporation still relies on manual processes for managing its

inventories, as shown in Figure 2. Inventory management helps the business to
decide what to buy and what not. The clinic staff provide information regarding the
availability of the lists, and when there is only a small quantity of stock remaining,
the clinic refill their products. When the medicines are getting low, the staff
immediately contact their provider and request the company to receive more of
those medications.

Figure 2. Manual Inventory Management System of Tri-Star Clinic

Figure 3 shows the process of the sales and billing system of the company.
All of their business is done with walk-in clients at the moment because of
inaccessibility to online booking system. Customers make purchases of medicinal
products, the company fulfills their orders, and the billing process is carried out
manually. The customers are the ones who are responsible for paying the total
amount of their order and also any additional services that been availed. Because
most surgical operations are expensive, the client must provide a down payment
of P1000.00 before the procedure. The customers could pay the remaining balance
after the surgery.

5
Figure 3. Sales and billing process of Tri-Star Clinic

6
Project Overview

Designing a management information system would benefit the resolution

of the Tri-Star Animal Clinic's problem. The proposed project's overview includes
the objectives to employ to provide information for decision-making on planning,
organizing, and controlling the business's operations. This project will focus on
monitoring the business's processes, inventory, and transactions. The proposed
system makes it easier to search for and collect data more structured, decreasing
the likelihood of data loss and duplication. Furthermore, the system will generate
QR code for pet data that allows computerized patient information and treatment
review storage.

Project Objectives

The primary goal of the proposed plan is to design a management

information system that would facilitate the decision-making process by furnishing
information in the proper time frame. The system's objective is to make the
business process more efficient to ensure that the company's transaction records
are securely kept, and improve business operations.

General objectives:

The main objective is to design a Vet Clinic Management System for Tri-

Star Clinic.

Specifically, it will:

1. Monitor stocks availability of the following;

1.1 Pet vitamins;

1.2 Pet Medicines;

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 1.3 Pet supplies; and

1.4 Surgical supplies.

2. Generate QR code for pet to show data such as;

2.1Pet basic information, and

2.2Pet medical history

3. Allow potential customers to book an appointment for;

3.1 Weekly or monthly check-ups;

3.2 Vaccines and immunizations;

3.3 Surgery/operations;

3.4 Admissions;
2.5 Pet Boarding; and
2.6 Home services.

4. Billing system that could Integrate Payment processing such as;

4.1 Cash;

4.2 Credit Card; and

4.3 G-cash transactions.

5. Generate the following;

5.1 Inventory report; and

5.2 Sales report.

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Scope and Limitations
Table 1 shows the benefits of the system to the people involved in the business.
The software used in implementing the system are defined. Scope and limitation also
include data and processes of the proposed system.

Table 1. Scope and Limitations

PEOPLE

The system enables the owner/manager to manage the

Owner/Manager business with ease. The owner could easily track the sales of
the business.

The employees would be able to give consumers the finest

care possible and supply them with any medications their pets
Employees might need.

Customers will be pleased with the quick and easy

Customer transaction. More potential buyers and patients will visit the
clinic as a result of this.

SOFTWARE

QuickBooks improves business operations. It manages

QuickBooks inventory, payroll, payments, cash flow, and invoices.
QuickBooks can be used anywhere with internet access.

MYSQL can store, retrieve, and manage system data. Anyone

MySQL can download, use, and modify the open-source GNU
software.

XAMPP serves websites online. It can construct WordPress

sites offline on a local server. XAMPP's database
XAMPP
administrator password is not configured by default, which can
lead to security issues.

9
 WordPress is a website hosting and building a Content
WordPress Management System (CMS). It's user-friendly but needs
plugins for extra features.

DATA
The system helps in the collection, organization, and storage of data in a sophisticated
and comprehensive database, making the process of finding it much more convenient
and providing benefits to the organization's business operations and transactions.

• Inventory – to record the availability of their medicine, what's in stock on their

pharmacy, been sold and reordered.
• Sales –.to record every transaction with customers, as well as the way payment
and the item purchased.
• Pet Data – to store the data of the pets like basic information and medical history/

PROCESS
The system will aid and improve the company's existing business process by
streamlining data transfer between locations, hence enhancing data transactions with
clients.

• Inventory Process – this will make the inventory hassle-free, timely, and
accurately and avoid shortage in medicines and equipment.
• Payment process – this process will make the transaction convenient for clients
for having many payment options for paying their bills.
• Accounting Process – to record sales, expenses, and gross sales.
• Booking process – to save time for the customer and book beforehand and will
also increase client’s satisfactory.

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Related Systems and Works

Running a business without any IT systems is nearly impossible nowadays,

especially if you run a veterinary clinic. The need for information technology can
improve human resource performance by facilitating data management and
providing quality, effective, and efficient information to provide clients with the best
possible veterinarian services [1]. Furthermore, this technology can filter and turn
data into information and store data with greater capacity than the manual method.
A computerized information system can replace data processing activity in the
traditional sense with the help of information technology [2].
Several studies and research projects, including data mining techniques and
management information systems, will describe how this system helps improve the
business and the client-customer relationship. In 2020, a research study from the
faculty of Computer Science and Information Technology proposed a project
entitled "a Veterinary Clinic Management System," which focuses on keeping
records of pet registration, treatment histories, setting up appointments, and listing
down prescriptions for pets using the System Development Life Cycle (SDLC)
model [3]. According to the findings of this study, the system helps handle and
manage business activities while also producing customer reports. As a result,
management system management is an excellent strategic method for enhancing
operational effectiveness, reducing time consumption, and assisting the pet's
owner, personnel, and physician at the veterinary clinic in improving care delivery
quality [4].
Management information systems (MIS) are shown to enhance the
efficiency of veterinary clinics' operations in a 2021 study of the innovative
blockchain-based Reliable and Intelligent Veterinary Information Management
System (RIVIMS). Two main parts make up this study: Modules for veterinary data
and analytics administration that are secured via the blockchain [5]. The first step
is the development of a trustworthy and secure blockchain-based veterinary clinic
information management system using Hyperledger Fabric [6]. Second, utilizing a
permissioned blockchain framework, smart contract enabled data and predictive

11
analytics modules are constructed [7]. It is the goal of the data and predictive
modules to analyze veterinary clinic appointment data for patterns and to build a
practical prediction model using machine learning algorithms. [8]. The data and
predictive analytics assist veterinary management in making better future business
decisions to give better healthcare to veterinary patients [9].
Thus, an information system provides various advantages [10]. This
information system is considered particularly useful in transitioning from traditional
to digital systems since it can reduce the time when processing data. The
information system flow is evaluated as clear and straightforward to understand.
This system's primary function/menu can assist the operation of collecting patient
data more effectively and efficiently [11].
Accounting for management provides management with the tools necessary
to manage a business in today's complex world. [12]. When it comes to inventory
systems, the efficiency and accuracy with which the business operate are
paramount. [13]. This disclosure provides an inventory management device that
dispenses individual units of sutures from a first compartment and stores bulk
quantities of sutures for future use in a second compartment where the quantities
in both compartments are easily visible, resulting in low quantities in either
compartment that can be replenished by staff as required. [14] The food safety
traceability technology for veterinary drugs is based on veterinary drug big data,
and the critical point information monitoring technology is used in the veterinary
medication circulation [15].

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 CHAPTER II
METHODOLOGY

Startup and Feasibility

The feasibility of the proposed system will be demonstrated and evaluated

through the discussion of the Budget and Summary, Operational Feasibility, and
Technical Feasibility in this section.

Budget Summary

Table 2 provides a concise summary of the schedule and budget for each step. It
consists of the anticipated cost, beginning and ending dates, and the number of man-days
needed for each stage. The completion of the project is anticipated to take eight (8) months
and will incur a total cost of 424,081.77.

Table 2. Budget and Summary

Man-days Estimated
Phases Start End
(Duration) Cost

Concept Phase 8.22 6-Jan-25 17-Jan-25 28,347.23

Inception 10.56 17-Jan-25 5-Feb-25 38,469.98

Iteration 92.88 6-Feb-25 23-Jul-25 287,384.28

Release 7.06 24-Jul-25 5-Aug-25 34,254.04

Maintenance 11 6-Aug-25 20-Aug-25 30,826.00

Close-out 0.93 22-Aug-25 22-Aug-25 2,871.24

Total 130.65 6-Jan-25 22-Aug-25 424,081.77

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Manpower Estimates

The anticipated cost of the labor to create the system is listed in Table 3. A Project
Sponsor, Project Manager, System Analyst, System Designer, System Tester, Database
Administrator and System Developer are required for this project. The Owner,
Veterinarian, Liaison and Vet Secretary are involved in using utilizing the system.

Table 3. Cost Manpower Estimates

Man-days Rate/Day Cost

Project Sponsor 8.102 2,056.00
16,657.71
Staff 1 5 1,620.00
8,100.00
Staff 2 5 1,338.00
6,690.00
Staff 3 5 840
4,200.00
Project Manager 30.71 2,192.00
67,316.32
System Analyst 14.81 1,615.00
23,918.15
System Designer 44 1,929.00
84,876.00
System Developer 1 50 2,077.00
103,850.00
System Developer 2 39 2,077.00
81,003.00
Database Administrator 9.8 2,200.00
21,560.00
System Tester 5 1,182.00
5,910.00
Total
424,081.18

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Operational Feasibility

Tri-Star Animal Clinic will be presented with a design for an Information

Management System in response to their various problems. According to Tri-Star Animal
Clinic, having a sufficient staff to help run the business. However, because of using a
manual system, the clinic has difficulty assessing their clients' information, making it more
difficult for them to provide services. During the interview, various issues described in their
company, which includes the information being stored in multiple locations, tasks being
time consuming, employees being unable to follow some instructions because all
processes are manual, and there being no guarantee that the information gathered is
secure. All of the problems presented help them in deciding to the proposed project as it
will provide them with more benefits to their veterinary business, such as assisting in
making decisions that promote the organization's strategy and implementing
organizational structure and dynamics in order to better manage the business.
Furthermore, if the clinic wishes to expand their firm, the project will be more reliable for
them. Nowadays, technology is quite useful in everyday lives. As a result, their readiness
to implement changes within their firm is a positive sign that this project should be pursued
further.

Designing an information management system for Tri-Star Animal Clinic will boost
the company's efficiency because all transactions will be converted to computer-based
management. It is easy for workers to identify certain information because it is all stored in
a safe and secure location. Additionally, it will increase the general productivity of the
workers and firm because it will improve time management and services. Therefore, this
project is advantageous to the organization because it will aid in the improvement of their
business operations.

15
Technical Feasibility

Tri-Star Animal clinic is based on paper-based management. This project includes

the objectives to use in order to give information for decision making on planning,
organizing, and controlling corporate activities. For better results, the project will focus on
keeping track of the company's procedures, inventories, and transactions.

Since Tri-Star Animal clinic is using manual process, implementing this project is
quite difficult. The company do not have a full access to computer for their documents
which affects the performance of the business. Therefore, researcher will design a
software with a goal of improving the manpower activities and to eliminate the traditional
system currently used in exchange for good and reliable services. To make the proposed
system feasible, it requires hardware and software requirements. The researchers
suggested a computer set which is ASUS corei5 Zen AiO for implementing the system.
Hardware includes external hard drive for more storage, credit card magnetic reader and
thermal receipt printer for the payment and billing process. In addition, the researchers
proposed to used QuickBooks to run the business efficiently and MySQL, Xampp, and
WordPress for data management. Researchers and the technical team will inform and
train company representatives on how to run the suggested system. The corporation
understands these needs and is on board with the idea.

16
Work Plan and Schedule Feasibility

Project duration is one of the many factors taken into account during the scheduling
feasibility phase. After it have been looked into, the feasibility analysis can show where
the project might run into problems.

Project Development Methodology

The Agile Software Development Life Cycle best fits the scenario and case of
creating an advanced project for Tri-Star clinic. The Agile software development life cycle
is the defined progression of steps taken by a product from inception to completion. It
contains six phases: concept, inception, iteration, release, maintenance, and retirement.
The goal of the software development teams is to deliver working system to the user on
time. In this Methodology, adjustments can easily be made especially when customers, in
particular, pet owners change their minds amidst the ongoing process of clinic action and
works. It is important to have a different course of action to immediately change priorities,
regardless of changes in the middle of the process.

Figure 4. Agile Software Development Life Cycle

17
 Project Milestones and Deliverables

The project's milestones and list of deliverables are detailed below. A

milestone is an important point in a project's timeline that serves as a checkpoint
on the way to completion. These are the important milestones that must be reached
and the outcomes, results, or items that can be backed up by evidence in order for
this project to be considered successful.

Table 4. Project Deliverables

PROJECT PHASE Deliverables Date
Project Team Start Off Meeting 6-Jan-25
Concept Environmental Scanning 8-Jan-25
Project Proposal 13-Jan-25
Project Team Meeting 17-Jan-25
Develop Project Charter 17-Jan-25
Inception Outline Process and Roles 28-Jan-25
Budget allocation 4-Feb-25
Requirements Gathering 4-Feb-25
Project Kick-Off Meeting 6-Feb-25
Validate and Verify User Requirements 6-Feb-25
Acquire Hardware and software 11-Feb-25
Design System Prototype 14-Feb-25
Iteration
System Architecture Design 5-Mar-25
System Design 20-Mar-25
System Development 24-Apr-25
System Testing 9-Jul-25
Project Status Meetings 24-Jul-25
Set-up User Environment 24-Jul-25
Release
System Implementation 24-Jul-25
User Training 28-Jul-25
System Monitoring 6-Aug-25
Maintenance
System Maintenance 15-Aug-25
Conduct Close Out Meeting 22-Aug-25
Close-out
Document Close Out Report 22-Aug-25

18
Integrated and Proposed New Processes

The integrated and proposed new processes allows the company to search for
existing data by scanning the QR code and update the data with the new transaction of
the client. It also allows them to generate QR code for the new clients and store their data.
Upon processing the queries and payment transaction with the client, it enables them to
automatically record the sales.

Figure 5. Integrated and Proposed New Processes

19
Organization Structure

An organization's structure is the means by which tasks are distributed and

completed. Groups can coordinate their efforts within the confines of their specific roles.

Internal Organization

The following shows the project team’s organizational structure starts with the
project sponsor, project manager, system analyst, system designer, and system developer.
It determines who is responsible and in charge of the roles. It will help the team produce
better results.

Figure 6. Internal Organization of Tri-Star Clinic

20
External Organization

Figure 7 shows the company’s organizational structure which composed of

the Owner, Veterinarian, Secretary and Liaison. The roles are organized for
business performance. Every individual has different responsibilities according to
the roles. The Liaison assist the Veterinarians in any surgical operations and the
secretary records every transaction with the client.

Figure 7. Organizational Structure of Tri-Star Clinic

21
Work Breakdown Structure

The WBS is the most critical part of any project. It describes the phases of the
project and the outcomes that should be achieved in each phase. Phases of introducing the
new system into the Tri-Star Clinic are depicted here. This figure explains the stages the
project will go through while it is developed using the Agile Software Development Life
Cycle. Figure 8 displays the most important steps for each stage.

Figure 8. Work Breakdown Structure

22
 WBS Dictionary

The WBS elements (tasks, activities, and outputs) are described in greater depth below.
Details such as dates, resources, cost, and quantity, as well as any relevant milestones, are
included. The project is expected to commence on January 6, 2025 and will be completed on
August 22, 2025.

Table 5. WBS Dictionary

Task Man-
Activities
ID Start date End date days Cost
1 Concept

1.1 Project Team Start Off Meeting

6-Jan-25 7-Jan-25 1.50
1.1.1 Gather Team Members 274
6-Jan-25 6-Jan-25 0.13
1.1.2 Select Project Roles 128.5
6-Jan-25 6-Jan-25 0.06
Set schedule for Project Team Start Off
1.1.3 68.5
Meeting 6-Jan-25 6-Jan-25 0.03
1.1.4 Confirm schedule for the meeting 68.5
6-Jan-25 6-Jan-25 0.03
1.1.5 Meeting 6-Jan-25 6-Jan-25 0.25 1,465.75
1.1.6 Conduct feasibility study 1,615.00
7-Jan-25 7-Jan-25 1.00
Project Team Start Off Meeting closed
1.2 Environmental Scanning
8-Jan-25 13-Jan-25 3.09
1.2.1 Submit permission letter to the company 68.5
8-Jan-25 8-Jan-25 0.03
1.2.2 Create questionnaire 1,096.00
8-Jan-25 8-Jan-25 0.50
1.2.3 Set schedule for interview 68.5
8-Jan-25 8-Jan-25 0.03
1.2.4 Confirm schedule for interview 68.5
8-Jan-25 8-Jan-25 0.03
1.2.5 Conduct Environmental Scanning 7,614.00
9-Jan-25 10-Jan-25 2.00
1.2.6 Actual interview 2,124.00
13-Jan-25 13-Jan-25 0.50
Environmental Scanning Closed
1.3 Project Proposal
13-Jan-25 17-Jan-25 3.57

23
1.3.1 Outline Documentation 3,807.00
13-Jan-25 14-Jan-25 1.00
1.3.2 Present project proposal 1,062.00
14-Jan-25 14-Jan-25 0.25
1.3.3 Proposal feedback Cumulation 1,062.00
14-Jan-25 14-Jan-25 0.25
1.3.4 Project Revision 7,614.00
15-Jan-25 16-Jan-25 2.00
1.3.5 Project Approval 142.48
17-Jan-25 17-Jan-25 0.07
Total 28,347.23
8.22
2 Inception

2.1 Project Team Meeting

17-Jan-25 17-Jan-25 0.31
2.1.1 Set schedule for Project Team Meeting 68.5
17-Jan-25 17-Jan-25 0.03
2.1.2 Confirm schedule for the meeting 68.5
17-Jan-25 17-Jan-25 0.03
2.1.3 Meeting 17-Jan-25 17-Jan-25 0.25 1,465.75
Project Team Meeting Closed
2.2 Develop Project Charter 17-Jan-25 27-Jan-25 4.31
2.2.1 Select Project Name 137
17-Jan-25 17-Jan-25 0.06
2.2.2 Determine Project Objectives 951.75
17-Jan-25 17-Jan-25 0.25
2.2.3 Determine Scope of the Project 1,903.50
20-Jan-25 20-Jan-25 0.50
2.2.4 Outlining Scope Statement and deliverables 7,614.00
21-Jan-25 22-Jan-25 2.00
2.2.5 Determine Timeframe of the Project 475.88
24-Jan-25 24-Jan-25 0.13
2.2.6 Set schedule with Project Sponsor 118.97
24-Jan-25 24-Jan-25 0.03
2.2.7 Get Approval 118.97
24-Jan-25 24-Jan-25 0.03
2.2.8 Present Project Charter to the Project Sponsor 548
24-Jan-25 24-Jan-25 0.25
2.2.9 Feedback Cumulation 514
24-Jan-25 24-Jan-25 0.25
2.2.10 Revise Project Charter 951.75
24-Jan-25 24-Jan-25 0.25
2.2.11 Present revised project charter 1,096.00
27-Jan-25 27-Jan-25 0.50
2.2.12 Project Charter Approval 128.5
27-Jan-25 27-Jan-25 0.06
Develop Project Charter Closed

24
2.3 Outline Process and Roles
28-Jan-25 3-Feb-25 4.00
2.3.1 Scope planning 3,807.00
28-Jan-25 28-Jan-25 1.00
2.3.2 Develop WBS 11,421.00
29-Jan-25 3-Feb-25 3.00
2.4 Budget allocation
4-Feb-25 4-Feb-25 0.25
2.4.1 Calculate the Total Amount Needed 131.52
4-Feb-25 4-Feb-25 0.06
2.4.2 Identify Funding Methods 131.52
4-Feb-25 4-Feb-25 0.06
2.4.3 Allocate budget 274
4-Feb-25 4-Feb-25 0.13
2.5 Requirements Gathering
4-Feb-25 5-Feb-25 1.69
2.5.1 Determine Project Goals 951.75
4-Feb-25 4-Feb-25 0.25
2.5.2 Requirements Documentation 1,903.50
4-Feb-25 4-Feb-25 0.50
2.5.3 Identify Stakeholders 475.88
5-Feb-25 5-Feb-25 0.13
2.5.4 Set Schedule for Interview 68.5
5-Feb-25 5-Feb-25 0.03
2.5.5 Confirm Schedule 68.5
5-Feb-25 5-Feb-25 0.03
2.5.6 Actual Interview 2,124.00
5-Feb-25 5-Feb-25 0.50
2.5.7 Review Requirements 951.75
5-Feb-25 5-Feb-25 0.25
Total 38,469.98
10.56
3 Iteration
3.1 Project Kick-Off Meeting
6-Feb-25 6-Feb-25 0.56
Set schedule for Project Team Start Off
3.1.1 68.5
Meeting 6-Feb-25 6-Feb-25 0.03
3.1.2 Confirm schedule for the meeting 68.5
6-Feb-25 6-Feb-25 0.03
3.1.3 Meeting 6-Feb-25 6-Feb-25 0.50 1,096.00
3.2 Validate and Verify User Requirements
6-Feb-25 10-Feb-25 2.13
3.2.1 Create the Validation Plan 548
6-Feb-25 6-Feb-25 0.25
3.2.2 Define System Requirements 548
7-Feb-25 7-Feb-25 0.25

25
3.2.3 Create a checklist 274
7-Feb-25 7-Feb-25 0.13
3.2.4 Testing 1,096.00
7-Feb-25 7-Feb-25 0.50
3.2.5 Develop/Revise Procedures & Final Report 2,192.00
10-Feb-25 10-Feb-25 1.00
Requirements verified
3.3 Acquire Hardware and software
11-Feb-25 13-Feb-25 2.00
3.3.1 Identify Hardware 1,096.00
11-Feb-25 11-Feb-25 0.50
3.3.2 Identify Software 1,096.00
11-Feb-25 11-Feb-25 0.50
3.3.3 Purchase Hardware and software 2,192.00
13-Feb-25 13-Feb-25 1.00
3.4 Design System Prototype
14-Feb-25 4-Mar-25 11.25
3.4.1 Design a Concept Sketch 3,858.00
14-Feb-25 17-Feb-25 2.00
3.4.2 Build a Prototype 9,645.00
18-Feb-25 24-Feb-25 5.00
3.4.3 Initial user evaluation 1,929.00
26-Feb-25 26-Feb-25 1.00
3.4.4 Prototype Testing 1,929.00
27-Feb-25 27-Feb-25 1.00
3.4.5 Feedback cumulation 1,030.25
28-Feb-25 28-Feb-25 0.25
3.4.6 Refining Prototype 3,858.00
3-Mar-25 4-Mar-25 2.00
Sign-off Design System Prototype
3.5 System Architecture Design
5-Mar-25 19-Mar-25 9.88
3.5.1 Determine what is needed 964.5
5-Mar-25 5-Mar-25 0.50
3.5.2 Define Data Architecture 482.25
5-Mar-25 5-Mar-25 0.25
3.5.3 Identify Entities and Relationships 723.38
6-Mar-25 6-Mar-25 0.38
3.5.4 Create Entity-Relationship Diagram (ERD) 1,446.75
7-Mar-25 7-Mar-25 0.75
3.5.5 Create Data Flow Diagram 241.13
7-Mar-25 7-Mar-25 0.13
3.5.6 Create Data Dictionary 275
7-Mar-25 7-Mar-25 0.13
3.5.7 Create a Database 11,000.00
10-Mar-25 14-Mar-25 5.00

26
3.5.8 Review Data Requirements 1,096.00
17-Mar-25 17-Mar-25 0.50
3.5.9 Feedback cumulation 548
17-Mar-25 17-Mar-25 0.25
3.5.10 Refine database 4,400.00
18-Mar-25 19-Mar-25 2.00
Sign-off System Architecture Design
3.6 System Design
20-Mar-25 23-Apr-25 20.75
3.6.1 Define System/deliverables 5,787.00
20-Mar-25 24-Mar-25 3.00
3.6.2 Defining Project Goals 964.5
25-Mar-25 25-Mar-25 0.50
3.6.3 Planning 1,929.00
26-Mar-25 26-Mar-25 1.00
3.6.4 Describe costs and benefits 1,929.00
27-Mar-25 27-Mar-25 1.00
3.6.5 Create design symbols 5,787.00
28-Mar-25 1-Apr-25 3.00
3.6.6 Design the system 20,770.00
2-Apr-25 16-Apr-25 10.00
3.6.7 Review system design 2,192.00
21-Apr-25 21-Apr-25 1.00
3.6.8 Feedback cumulation 548
22-Apr-25 22-Apr-25 0.25
3.6.9 Refining system design 1,929.00
22-Apr-25 23-Apr-25 1.00
System Design Closed
3.7 System Development
24-Apr-25 8-Jul-25 46.32
3.7.1 Describe features and operations 1,929.00
24-Apr-25 24-Apr-23 1.00
3.7.2 Develop admin module 9,645.00
25-Apr-25 2-May-25 5.00
3.7.3 Review Admin module 2,192.00
5-May-25 5-May-25 1.00
3.7.4 Approve admin module 138.1
6-May-25 6-May-25 0.06
3.7.5 Connect to Database 2,200.00
7-May-25 7-May-25 1.00
3.8 Appointment module
3.8.1 Code module for Appointment codes 20,770.00
8-May-25 14-May-25 5.00
3.8.2 Review code module for Appointment 1,096.00
15-May-25 15-May-25 0.50
3.8.3 Approve Appointment QR codes module 138.1
15-May-25 15-May-25 0.06

27
 Sign-off Appointment module
3.9 Payment Process module
3.9.1 Code module for Payment Process 41,540.00
16-May-25 29-May-25 10.00
3.9.2 Review code for Payment Process 1,096.00
30-May-25 30-May-25 0.50
3.9.3 Approve Payment Process modules 138.1
30-May-25 30-May-25 0.06
Sign-off Payment Process modules
3.1 Inventory module
3.10.1 Code module for Inventory 41,540.00
2-Jun-25 17-Jun-25 10.00
3.10.2 Review code module for Inventory 1,096.00
18-Jun-25 18-Jun-25 0.50
3.10.3 Approve Inventory modules 138.1
18-Jun-25 18-Jun-25 0.06
Sign-off Inventory modules
3.11 Sales module
3.11.1 Code module for Sales Report 41,540.00
20-Jun-25 4-Jul-25 10.00
3.11.2 Review code module for Sales Report 1,096.00
7-Jul-25 7-Jul-25 0.50
3.11.3 Approve Sales Report modules 138.1
7-Jul-25 7-Jul-25 0.06
Sign-off Sales modules
3.12 Compile 2,200.00
8-Jul-25 8-Jul-25 1.00
System Development closed
System Testing
3.13 9-Jul-25 23-Jul-25 9.85
3.13.1 Create Test Cases 3,858.00
9-Jul-25 10-Jul-25 2.00
3.13.2 Review Test Case 138.1
11-Jul-25 11-Jul-25 0.06
3.13.3 Approve Test Case 138.1
11-Jul-25 11-Jul-25 0.06
3.13.4 Perform Test Functionality 2,364.00
14-Jul-25 15-Jul-25 2.00
3.13.5 Execute Functional Test 591
16-Jul-25 16-Jul-25 0.50
3.13.6 Identify problems 591
16-Jul-25 16-Jul-25 0.50
3.13.7 Debug the system 12,462.00
17-Jul-25 21-Jul-25 3.00
3.13.8 Implement fixes and improvements 4,154.00
22-Jul-25 22-Jul-25 1.00

28
3.13.9 Re-execute Functional Test 591
23-Jul-25 23-Jul-25 0.50
3.13.10 Review Functional Test 74.47
23-Jul-25 23-Jul-25 0.06
3.13.11 Approve Functional Test 36.64
23-Jul-25 23-Jul-25 0.03
3.13.12 Finalize System Testing 147.75
23-Jul-25 23-Jul-25 0.13
System Testing Closed
Total 289,313.28
92.88
4 Release

4.1 Project Status Meetings

24-Jul-25 24-Jul-25 0.44
4.1.1 Set schedule for Project Status Meeting 68.5
24-Jul-25 24-Jul-25 0.03
4.1.2 Confirm schedule for the meeting 68.5
24-Jul-25 24-Jul-25 0.03
4.1.3 Meeting 24-Jul-25 24-Jul-25 0.38 2,036.25
4.2 Set-up User Environment
24-Jul-25 24-Jul-25 0.13
4.2.1 Set-up and Configure Hardware 74.47
24-Jul-25 24-Jul-25 0.06
4.2.2 Test Hardware 73.88
24-Jul-25 24-Jul-25 0.06
4.3 System Implementation 24-Jul-25 25-Jul-25 1.06
4.3.1 Configure Software 147.75
24-Jul-25 24-Jul-25 0.13
4.3.2 Test System Functionality 591
25-Jul-25 25-Jul-25 0.50
4.3.3 Configure Database 275
25-Jul-25 25-Jul-25 0.13
4.3.4 Test Database 275
25-Jul-25 25-Jul-25 0.13
4.3.5 Prepare System Data 138.6
25-Jul-25 25-Jul-25 0.06
4.3.6 Import data to new System 138.6
25-Jul-25 25-Jul-25 0.06
4.3.7 Test Data 137.5
25-Jul-25 25-Jul-25 0.06
4.4 User Training
28-Jul-25 5-Aug-25 5.44
4.4.1 Prepare user training materials 274
28-Jul-25 28-Jul-25 0.13
4.4.2 Review and refine training materials 137
28-Jul-25 28-Jul-25 0.06

29
4.4.3 Approve training materials 137
28-Jul-25 28-Jul-25 0.06
4.4.4 Set Schedule for training 68.5
28-Jul-25 28-Jul-25 0.03
4.4.5 Confirm Schedule 68.5
28-Jul-25 28-Jul-25 0.03
4.4.6 Conduct Training 29,270.00
29-Jul-25 4-Aug-25 5.00
4.4.7 Collect Training Result 274
5-Aug-25 5-Aug-25 0.13
User Training Complete
Total 34,254.04
7.06
5 Maintenance
5.1 System Monitoring 6-Aug-25 14-Aug-25 7
5.1.1 Monitor the system 6-Aug-25 8-Aug-25 3 6,231.00
5.1.2 Evaluate Reports 11-Aug-25 11-Aug-25 1 4,269.00
5.1.3 Make necessary improvements 12-Aug-25 14-Aug-25 3 12,018.00
5.2 System Maintenance 15-Aug-25 20-Aug-25 4
5.2.1 Test Functionality 15-Aug-25 15-Aug-25 1 2,077.00
5.2.2 Operating Measurements 18-Aug-25 20-Aug-25 3 6,231.00
Total 11 30,826.00
6 Retirement

6.1 Conduct Close Out Meeting

22-Aug-25 22-Aug-25 0.44
6.1.1 Set schedule for Project Meeting 65.76
22-Aug-25 22-Aug-25 0.03
6.1.2 Confirm schedule for the meeting 65.76
22-Aug-25 22-Aug-25 0.03
6.1.3 Meeting 22-Aug-25 22-Aug-25 0.38 1,593.00
6.2 Document Close Out Report
22-Aug-25 22-Aug-25 0.50
6.2.1 Prepare all important Project Report 131.52
22-Aug-25 22-Aug-25 0.06
6.2.2 Present Project Reports 822
22-Aug-25 22-Aug-25 0.38
6.2.3 Acquire Formal Project Acceptance 65.76
22-Aug-25 22-Aug-25 0.03
6.2.4 Transfer File 127.44
22-Aug-25 22-Aug-25 0.03
Sign-off Project Acceptance
Total 2,871.24
0.93
Total 424,081.77

30
 GANTT Chart

Table 6 shows a timeline that contains a project deliverables or activity, until

the duration. It includes the start and finish dates of the proposed system. The
project is expected to be completed within eight (8) months, starting January 2025
to August 2025. A summary of the project activities and schedule are shown in the
figure below.

Table 6. GANTT Chart

Jan Feb Mar Apr May Jun Jul Aug

Task ID Activities Man-days Start Date End Date W1 W2 W3 W4 W1 W2 W3 W4 W1 W2 W3 W4 W1 W2 W3 W4 W1 W2 W3W4 W1 W2 W3 W4 W1 W2 W3 W4W1W2W3 W4
1.0 Concept Phase 8.22 6-Jan-25 17-Jan-25
2.0 Inception 10.56 17-Jan-25 5-Feb-25
3.0 Iteration 92.88 6-Feb-25 23-Jul-25
4.0 Release 7.06 24-Jul-25 5-Aug-25
5.0 Maintenance 11 6-Aug-25 20-Aug-25
6.0 Close-out 0.93 22-Aug-25 22-Aug-25

31
Financial Plan and Economic Feasibility

Financial feasibility describes whether or not the project is fiscally viable. A financial
feasibility report includes a cost/benefit analysis of the project.

Budget Allocation and Schedule

The whole sum of money that has been allotted for the project-specific goals over
a certain time frame is represented by the budget allocation and timeline that are
included in the project.

Table 7. Budget Allocation per Month

Cumulative
YEAR MONTH WBS Cost Technology Cost Audit Cost Effort Cost Total Cost
Cost

January 52,122.30
5,000.00 4,941.52 62,063.82 62,063.82

February 43,361.17 5,000.00 4,941.53 53,302.70 115,366.52

March 37,537.51 57,000.00 5,000.00 4,941.54 104,479.05 219,845.57

April 38,942.00 5,000.00 4,941.54 48,883.54 268,729.11

2025 May 69,308.30 5,000.00 4,941.54 79,249.84 347,978.95

June 45,424.04 5,000.00 4,941.54 55,365.58 403,344.53

July 74,145.21 5,000.00 4,941.54 84,086.75 487,431.28

August 63,241.24 5,000.00 4,941.54 73,182.78 560,614.06

Total 424,081.77 57,000.00 40,000.00 39,532.29 560,614.06

32
 Table 8 present the effort cost for the entire project which is a total of 39,532.29.
The effort cost is the practice of projecting how much effort is required to develop or
maintain a software. Time spent or money spent on this kind of endeavor are the
standard units of measurement.

Table 8. Effort Cost

Effort Cost
Role Communication Meeting Reporting Total
Project Sponsor 1,041.11 416.44 104.11 1,561.66
Veterinarian 506.25 202.50 50.63 759.38
Liaison 418.13 167.25 41.81 627.19
Vet Secretary 262.50 105.00 26.25 393.75
Project Manager 4,207.27 1,682.91 420.73 6,310.91
System Analyst 1,494.88 597.95375 149.48844 2,242.33
System Designer 5,304.75 2121.9 530.475 7,957.13
System Developer 1 6,490.63 2596.25 649.0625 9,735.94
System Developer 2 5,062.69 2025.075 506.26875 7,594.03
Database Administrator 1,347.50 539 134.75 2,021.25
System Tester 144.06 147.75 36.9375 328.74

TOTAL 26,279.76 10,602.03 2,650.51 39,532.29

Hardware Cost Estimates

The following table shows the estimated cost of the hardware used to
implement the system. Hardware includes a computer set, external hard drive,
credit card reader, and thermal receipt printer.

Table 9. Hardware Cost Estimates

Hardware Quantity Unit Price Total Cost
ASUS corei5 Zen 1 ₱50,000.00 ₱50,000.00
AiO (Computer
set)
External Hard 1 ₱1,500.00 ₱1,500.00
drive

33
 Credit Card 1 ₱1,800.00 ₱1,800.00
Magnetic Reader
Thermal Receipt 1 ₱1,200.00 ₱1,200.00
Printer
Total ₱54,500.00

Software Cost Estimates

The following table shows the estimated cost of the software. These are the
software needed to made the system possible. Software includes QuickBooks,
MySQL, Xampp, and WordPress.

Table 10. Software Cost Estimates

Software Quantity Unit Price Total Cost
QuickBooks 1 ₱2,500 ₱2,500.00
MySQL 1 FREE
Xampp 1 FREE
WordPress 1 FREE
Total ₱2,500.00

34
 Cash Outlay

The following table displays the actual costs of the Hardware and the Actual Cost
of the Software, which may be used to estimate the total cost of the project. A total of
47,722.77 is shown in Table 11 for the Hardware Requirements, while 3,174.43 is shown
in Table 12 for the Software Requirements.

Table 11. Hardware

Hardware Quantity Estimated Cost Actual Cost
ASUS corei5 Zen AiO 1 ₱50,000.00 ₱42,995.00
(Computer set)
External Hard drive 1 ₱1,500.00 ₱2,645.00
Credit Card Magnetic Reader 1 ₱1,800.00 ₱4370.34
Thermal Receipt Printer 1 ₱1,200.00 ₱1,372.27
Total ₱54,500.00 ₱47,722.27

Table 12. Software

Software Quantity Estimated Cost Actual Cost
QuickBooks 1 ₱2,500.00 ₱2,011.43/month
MySQL 1 FREE FREE
Xampp 1 FREE FREE
WordPress 1 FREE ₱1,163.00/year
Total ₱2,500.00 ₱3,174.43

Table 13 is the revised project cost summary with the actual technology cost.

Table 13. Revised Project Cost Summary

Technology Cumulative
YEAR MONTH WBS Cost Audit Cost Effort Cost Total Cost
Cost Cost

January 52,122.30 5,000.00 4,941.52 62,063.82 62,063.82

2025
February 43,361.17 5,000.00 4,941.53 53,302.70 115,366.52

35
 March 37,537.51 50,896.70 5,000.00 4,941.54 98,375.75 213,742.27

April 38,942.00 5,000.00 4,941.54 48,883.54 262,625.81

May 69,308.30 5,000.00 4,941.54 79,249.84 341,875.65

June 45,424.04 5,000.00 4,941.54 55,365.58 397,241.23

July 74,145.21 5,000.00 4,941.54 84,086.75 481,327.98

August 63,241.24 5,000.00 4,941.54 73,182.78 554,510.76

Total 424,081.77 50,896.70 40,000.00 39,532.29 554,510.76

Financial Viability

This part will determine the following stages of the expenses and cost of the
company.

Inventory Process

The inventory process will list all the medicine supply and the equipment,
and the products left to determine supplies to restock.

Table 14. Inventory Process

Inventory Employee Employee
Current Proposed Difference Savings
Process (50.00/hr) (50.00/hr)
Medicine
Supply 60 mins 50 30 mins 25 30 mins 25
Inventory

Equipment
50 mins 41.5 25 mins 20.75 25 mins 20.75
Inventory

Total 110 mins 91.5 55 mins 45.75 55 mins 45.75

Cost and Benefit Description

In the table below, the difference between the current process and the new process is
displayed. This shows the benefit of using the new process of the system.

Table 15. Cost

36
 Cost per Average Cost per day Cost per year
customer customer per day

Current 91.5 15 1,372.5 500,962.5

Process

New Process 45.75 15 686.25 250,481.25

Difference 45.75 686.25 250,481.25

The total savings with process improvement of inventory using the proposed system per
year is 250,481.25

Table 16. Payback Period

Process Current New Savings

Animals 500,962.5 250,481.25 250,481.25

Registration

Table 17. Cumulative Cost vs. Cumulative Savings

Cumulative
Month-year Total Cost Savings Savings
Jan-25 518,171.19 250,481.25 250,481.25

37
 Feb-25 250,481.25 500,962.50
Mar-25 250,481.25 751,443.75
Apr-25 250,481.25 1,001,925.00
May-25 250,481.25 1,252,406.25
Jun-25 250,481.25 1,502,887.50
Jul-25 250,481.25 1,753,368.75
Aug-25 250,481.25 2,003,850.00

Project Management Plan and Tracking

Table 18 shows the stakeholder analysis, including stakeholder names and
contacts, impact, and influence.

Table 18. Stakeholder Analysis

How much does How much

the project impact influence the What is
Stakeholder Contact stakeholder do Important to the
Name Person them ? ( High, have over the
stakeholder ?
Medium, Low ) project?

Manage
Dr. Helena
Owner/Sponsor High High business
Amoguis
effectively

Effiecient
Dr. Zenaida business
Staff High Medium process
Muñasque

Smoother
Clients High High Transaction

38
 How could the How the
Strategy for
Stakeholder Contact stakeholder Stakeholder engaging the
Name Person contribute the Block The
Project? Stakeholder
project?

Authorize the
Dr. Helena team to make Weekly
Owner/Sponsor new reforms Unsatisfied
Amoguis meetings

Dr. Weekly
Zenaid meetings
Staff Communicate None
a Muñasque

Clients Feedbacks Not satisfied

Project Charter

Table 19 Shows the scope of the designed system including the project
objectives, participants of the project, and estimated due date.

Table 19. Project Charter

A DESIGN OF A VET CLINIC MANAGEMENT SYSTEM FOR TRI-STAR CLINIC
Project Start Date: Project Finished Date:
January 6, 2025 August 22, 2025
Project Sponsor: Tri-Star Clinic
Proposed Budget: 518,171.10
Project Manager: Jeah Jeah H. Aragon
System Analyst: Jesse P. Decasa
System Designer: June Christian S. Libutan
Project Objectives:

39
The purpose of the system is to make the business process more effective, guarantee
that the company's transaction records are stored safely, and enhance corporate
operations overall. Making choices that contribute to the advancement of the
organization's strategy and putting organizational structure and dynamics into effect
would be facilitated by the use of an information system. This would result in improved
business management.

Main Project Success Criterion:

The Vet Clinic Management System for Tri-Star Clinic should be implemented and
accepted by the clients after the system is done.

Approach:

1. Conduct environmental Scanning with the approval of the company.

2. Propose a System that will address the business goals and needs.

3. Design the system according to the business needs.

4. Present and run a test of the systems functionality.

5. Implement the system to the company.

40
Project Team Roles and Responsibilities

The table below shows the Roles and Responsibilities of Project Team
members and end-users.

Table 20. Roles and Responsibilities

Roles and Responsibilities

Project Sponsor In charge of the section of the management team for the
workplace that is directly responsible for managing both
short-term and long-term initiatives. The development of
strategic program and project objectives, as well as the
monitoring of program and project performance, are
often included in the responsibilities of project sponsor.

Project Manager Accountable for the planning and management of

projects inside an organization, beginning with the
conception and continuing all the way through to their
conclusion. Project manager are responsible for
coordinating people and procedures to ensure that
projects are completed on schedule, within budget, and
with expected outputs that are in line with organizational
goals.

Project Staff Is accountable for making a contribution to the overall

project goals as well as specific team deliverables. This
is accomplished by making a contribution to the
planning of project activities and carrying out assigned
tasks and work in accordance with the expected quality
standards. This helps to ensure that the project is a
success.

41
 System Analysts Requirements are determined after a thorough
examination of current IT infrastructure and business
models by the system analyst. Create a clear outline of
what to accomplish with this project and to determine
what is required for a company's success.

System Designer Create prototypes, manage testing, and make

adjustments as necessary. Identify what is needed in
terms of computer programs and hardware. Initiate and
manage adjustments to the quality assurance
procedure.

System Developer System Developer develop and implement applications

and programs for the backend processing systems used
in businesses and organizations. System developer is
responsible for Building and maintaining the system,
troubleshooting and debugging.

RACI Chart

Legends
R Responsible Assigned to complete the given task
A Accountable Has the final decision-making and accountant
C Consulted An adviser, Stakeholder for decision making
I Informed Must be informed about the decision and action

Table 20 shows the RACI table of the system proposal project. Refer to the
legend table above to understand the RACI Chart.

Table 20. RACI Chart

42
 PROJECT SYSTEM SYSTEM SYSTEM DATABASE SYSTEM
TASK ID PHASE MANAGER ANALYST DESIGNER DEVELOPER ADMIN TESTER
Sponsors

1 Concept
1.1 Project Team Start Off Meeting R C
1.1.1 Gather Team Members R C
1.1.2 Select Project Roles R C
Set schedule for Project Team Start Off
1.1.3 R C
Meeting
1.1.4 Confirm schedule for the meeting R C
1.1.5 Meeting R R C
1.1.6 Conduct feasibility study R R I
1.2 Environmental Scanning R
Submit permission letter to the
1.2.1 R C
company
1.2.2 Create questionnaire R
1.2.3 Set schedule for interview R C
1.2.4 Confirm schedule for interview R C
1.2.5 Conduct Environmel Scanning R R
1.2.6 Actual interview R C
Environmental Scanning Closed
1.3 Project Proposal R I
1.3.1 Outline Documentation R R I
1.3.2 Present project proposal R I
1.3.3 Proposal feedback Cumulation R C
1.3.4 Project Revision R R I
1.3.5 Project Approval R C
2 Inception
2.1 Project Team Meeting R C
Set schedule for Project Team
2.1.1 R C
Meeting
2.1.2 Confirm schedule for the meeting R C
2.1.3 Meeting R R C
2.2 Develop Project Charter R I
2.2.1 Select Project Name R I
2.2.2 Determine Project Objectives R R I
2.2.3 Determine Scope of the Project R R I
Outlining Scope Statement and
2.2.4 R R I
deliverables
2.2.5 Determine Timeframe of the Project R R I
2.2.6 Set schedule with Project Sponsor R R C
2.2.7 Get Approval R R C
Present Project Charter to the Project
2.2.8 R I
Sponsor
2.2.9 Feedback Cumulation R C

43
2.2.10 Revise Project Charter R R I
2.2.11 Present revised project charter R I
2.2.12 Project Charter Approval R
2.3 Outline Process and Roles R I
2.3.1 Scope planning R R I
2.3.2 Develop WBS R R I
2.4 Budget allocation I
2.4.1 Calculate the Total Amount Needed R I
2.4.2 Identify Funding Methods R I
2.4.3 Allocate budget R I
2.5 Requirements Gathering I
2.5.1 Determine Project Goals R R I
2.5.2 Requirements Documentation R R I
2.5.3 Identify Stakeholders R R I
2.5.4 Set Schedule for Interview R C
2.5.5 Confirm Schedule R C
2.5.6 Actual Interview R C
2.5.7 Review Requirements R R I
3 Iteration I
3.1 Project Kick-Off Meeting R I
Set schedule for Project Team Start Off
3.1.1
Meeting R I
3.1.2 Confirm schedule for the meeting R I
3.1.3 Meeting R I
3.2 Validate and Verify User Requirements R C
3.2.1 Create the Validation Plan R I
3.2.2 Define System Requirements R I
3.2.3 Create a checklist R I
3.2.4 Testing R I
Develop/Revise Procedures & Final
3.2.5
Report R I
Requirements verified R I
3.3 Acquire Hardware and software R C
3.3.1 Identify Hardware R C
3.3.2 Identiy Software R C
3.3.3 Purchase Hardware and software R C
3.4 Design System Prototype A R I
3.4.1 Design a Concept Sketch A R I
3.4.2 Build a Prototype A R I
3.4.3 Initial user evaluation A R I
3.4.4 Prototype Testing A R I

44
3.4.5 Feedback cumulation A R I
3.4.6 Refining Prototype A R I
Sign-off Design System Prototype
3.5 System Architecture Design R
3.5.1 Determine what is needed R
3.5.2 Define Data Architecture R
3.5.3 Identify Entities and Relationships R
Create Entity-Relationship Diagram
3.5.4
(ERD) R
3.5.5 Create Data Flow Diagram R
3.5.6 Create Data Dictionary R
3.5.7 Create a Database R
3.5.8 Review Data Requirements R
3.5.9 Feedback cumulation R
3.5.10 Refine database R
Sign-off System Architecture Design
3.6 System Design R
3.6.1 Define System/deliverables R
3.6.2 Defining Project Goals R
3.6.3 Planning R
3.6.4 Describe costs and benefits R
3.6.5 Create design symbols R
3.6.6 Design the system R
3.6.7 Review system design R
3.6.8 Feedback cumulation R
3.6.9 Refining system design R
System Design Closed
3.7 System Development R
3.7.1 Describe features and operations R
3.7.2 Develop admin module R
3.7.3 Review Admin module R
3.7.4 Approve admin module R
3.7.5 Connect to Database R
3.7.6 Code module for Generating QR codes R
Review code module for Generating
3.7.7
QR codes R
3.7.8 Approve Generating QR codes module R
3.7.9 Code module for Payment Process R
3.7.10 Review code for Payment Process R
3.7.11 Approve Payment Process modules R
3.7.12 Code module for Inventory R

45
3.7.13 Review code module for Inventory R
3.7.14 Approve Inventory modules R
3.7.15 Code module for Sales Report R
3.7.16 Review code module for Sales Report R
3.7.17 Approve Sales Report modules R
3.7.18 Compile R
System Development closed
3.8 System Testing R
3.8.1 Create Test Cases R
3.8.2 Review Test Case R
3.8.3 Approve Test Case R
3.8.4 Perform Test Functionality R
3.8.5 Execute Functional Test R
3.8.6 Identify problems R
3.8.7 Debug the system R
3.8.8 Implement fixes and improvements R
3.8.9 Re-execute Functional Test R
3.8.10 Review Functional Test R
3.8.11 Approve Functional Test R
3.8.12 Finalize System Testing R
System Testing Closed
4 Release
4.1 Project Status Meetings R
Set schedule for Project Status
4.1.1
Meeting R
4.1.2 Confirm schedule for the meeting R
4.1.3 Meeting R
4.2 Set-up User Environment R
4.2.1 Set-up and Configure Hardware R
4.2.2 Test Hardware R
4.3 System Implementation R
4.3.1 Configure Software R
4.3.2 Test System Functionality R
4.3.3 Configure Database R
4.3.4 Test Database R
4.3.5 Prepare System Data R
4.3.6 Import data to new System R
4.3.7 Test Data
4.4 User Training R
4.4.1 Prepare user training materials R
4.4.2 Review and refine training materials R

46
4.4.3 Approve training materials R
4.4.4 Set Schedule for training R
4.4.5 Confirm Schedule R
4.4.6 Conduct Training R
4.4.7 Collect Training Result R
5 Maintenance
5.1 System Monitoring R
5.1.1 Monitor the system R
5.1.2 Evaluate Reports R
5.1.3 Make necessary improvements R
5.2 System Maintenance R
5.2.1 Test Functionality R
5.2.2 Operating Measurements R
6 Retirement
6.1 Conduct Close Out Meeting R C
6.1.1 Set schedule for Project Meeting R C
6.1.2 Confirm schedule for the meeting R C
6.1.3 Meeting R C
6.2 Document Close Out Report R C
6.2.1 Prepare all important Project Report R A
6.2.2 Present Project Reports R A
6.2.3 Acquire Formal Project Acceptance R A
6.2.4 Transfer File R A

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Requirements and Change Management

Figure 9 Contains instructions for effectively managing any future

modifications to the system's requirements in order to ensure its smooth operation.

Figure 9. Requirements Management Process

48
Communication Management

The communication strategy for the project is laid out in the beginning
stages of the communication management plan. This will serve as a guide from the
beginning of the project until its conclusion, and the effectiveness will begin as
soon as communication is established. Within the scope of this plan are outlined
the roles that each member of the team is expected to play. This plan entails the
creation of a communication matrix that details the various communication
requirements for the project as well as the other forms of communication that are
utilized.

Figure 10. Communication Management

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Communication Matrix

The table shown below is the detailed communication matrix requirements.

This will be the information that guides the communication process of
communicating between the stakeholders involved.

Table 21. Communication Matrix

COMMUNICATION PURPOSE MEDIUM FREQUENCY AUDIENCE

Kick off Meeting Queries to the Personal/Video As per Project Team,

project
activities Conference needed Project Sponsor

Team Meeting Review and Personal/Video Weekly Project Team,

update Conference Project Sponsor
progress
of the
project
System Developer Discuss and Personal/Video As per System
and designer define the
system Conference needed Designer,
Meeting
Programmer

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Risk Management Plan

During the course of the development of the project, one strategy for
mitigating the potential risks that will be encountered is going to be the
development of a plan for risk management. This is done through a methodical
process of defining, evaluating, reacting to, monitoring, and reporting risks. The
team working on this project will, for each risk that will be mitigated, identify ways
to either prevent the risk from occurring in the first place or reduce its impact or
probability of occurring in the table that is presented below.

Table 22. Risk Management Plan

Likelihood (Low / Impact Low / Med Mitigation
Med / High) / High Strategies

Comments
Rejected Application Medium High Improve content of
Project should project application
satisfy
customer
needs and wants
Delays in Approval High High Constantly approach
May depend necessary authority
on feasibility of to immediately
budget and
complexity of the appeal to the
project approval of the
project

51
Budget Shortfalls High High Reduce unnecessary
Project will be fully expenses such as
funded by sponsors known liabilities
and the project team
and the project has
been reviewed for

possibility of
contingencies

Financial Medium High Track and monitor

The financial aspect financial status
must be protected
and must be
improved

Construction of Medium High Use the calendar

Project May depend on the and look for
scenario and given possible dates
events that may
occur within the where the
locality of where the construction or
project will start
initiation of the
project best fits to
begin.

52
Project Closure Plan

The project closure plan for the proposed system must ensure that the
objectives are met and must finish all of the project deliverables, including the
feedback from the users, to address all of the risks and issues. After the papers
have been signed and approved, the researchers will process all of the documents
for the system's project final report, and will archive for future purposes. The
documents of the project system must be presented to and signed by the
Moderator, Panel Chairman, Panel List, and Panel Members, as well as the Project
Advisor. If the method that was proposed is still being used, then maintenance
needs to be organized.

Project Completion

A project is complete when it has been successfully implemented and accepted by the
sponsor and owner of the entity. The Project Sponsor and other stakeholders will review
this work and evaluate whether or not it has been completed. The project completion form
is filled out by the representatives of both the external and internal teams.
The figure below shows the completed form.

53
Figure 11. Completion form

54
Document turnover

A turnover document form has been sent to a specified address in order to provide
accurate data. Hard and electronic copies must be manually signed. The turnover
document is depicted in the image below.

Figure 12. Turnover Document

55
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