FoodConnect

FoodConnect will implement a database and an accompanying website to digitalize records,

generate reports, and drive traffic. These creations will help drive donations, eliminate pen and
paper records, and provide vital information for all operations in a fraction of the time compared
to the current process.

Major Objectives:
1. Create a database for employees to utilize for daily/weekly/monthly operations
2. Create a website to drive traffic to your nonprofit
3. Design a friendly user interface for both prior objectives

Software:
Our team will implement the database and website using MySQL and Microsoft Expression Web
software. The decision is driven by the fact that using pre-existing software will expedite the
delivery of the final product. Also, this software will reduce the cost to your nonprofit.

Project Deliverables:

Project Planning
Start: January 18, 2022
End: January 25, 2022

Project Analysis
Start: January 26, 2022
End: February 15, 2022

Project Final Plan

Start: April 1, 2022
End: April 19, 2022

Project Design
Start: April 21, 2022
End: April 26, 2022

Project Integration
Start: April 28, 2022
End: May 1, 2022

*Project Testing
Start: May 3, 2022
End: May 10, 2022

Organization Chart:

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 Director

Assistant
Director

Database User Interface

Web Team
Team Team

Appendix:
TOP – time on the project. The approximate time team member will spend on the project.
UI – User interface

2. The project team

Nathan Lyons – Senior Director.

Responsible for overall project success. Guide overall objectives of each team and evaluate final
deliverables.
*TOP: 100%

Sam Lyness – Assistant Director

Responsible for ensuring the objectives of each team are met according to the project proposal.
Responsible for the communication between database and website to ensure proper data processes
linking the two together.
*TOP: 100%

Alex Simakov – Senior Manager Database Systems

Alex oversees weekly responsibilities for the database team. He designs the overall structure of the
database. His team will complete the database.
*TOP: 85%

Jacob Gonzaga – Senior Manager Web Applications

Jacob Oversees weekly responsibilities for the web applications team. He designs the structure of the
website and its functionalities. His team will complete the website.
*TOP: 85%

Michael Maxwell – Senior Manager Systems UI

Michael oversees weekly responsibilities for the User Interface team. Design UI for the internal
employee users (privileged and regular). Design UI for website visitors.
*TOP: 50%

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 Nate Lyons

Sam Lyness

Alex Jacob Michael

Simakov Gonzaga Maxwell

*see appendix

3. The project tasks

Major functions
RD-MF-1. A daily database backup will be required to prevent data loss

PT-{RD-MF-01}-1. Create a bash script to schedule backup

PT-{RD-MF-01}-2. Designate cloud storage for backup

PT-{RD-MF-01}-3. Create a folder in the cloud server to backup to

RD-MF-2. A database software will be necessary to create, store, and manipulate all internal and
external data

PT-{RD-MF-02}-1. Identification of possible commercial packages

PT-{RD-MF-02}-2. Comparative evaluation of available commercial packages

PT-{RD-MF-02}-3. Walkthrough

PT-{RD-MF-02}-4. Choice of COTS

PT-{RD-MF-02}-5. Negotiate the installation price of a commercial package

PT-{RD-MF-02}-6. Test of one or more commercial packages

PT-{RD-MF-02}-7. integration of COTS with the existing system or systems

RD-MF-3. An administration group setting will be required to ensure only proper users are editing
database information

PT-{RD-MF-03}-1. Identify users who will have privileged rights

PT-{RD-MF-03}-2. Determine database functions necessary for privileged users

PT-{RD-MF-03}-3. Set up a two-factor authentication method

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 RD-MF-4. A global search bar is needed to extract requested data from the database.

PT-{RD-MF-04}-1. Link database to search bar

RD-MF-5 A global search bar will be required to search the entirety of the website for relevant
words/phrases

PT-{RD-MF-05}-1. UI team create an interface for the search bar

PT-{RD-MF-05}-2. Devs program search bar

RD-MF-6 A navigation bar to guide a user through the website

PT-{RD-MF-06}-1. Create a page for the home tab

PT-{RD-MF-06}-2. Create a page for the donations tab

PT-{RD-MF-06}-3. Create a page for the volunteer tab

PT-{RD-MF-06}-4. Create a page for the about us tab

PT-{RD-MF-06}-5. Create a navigation bar with buttons to switch between pages

PT-{RD-MF-06}-6. Link each page to the corresponding button

RD-MF-7 A form for volunteers to register will be required

PT-{RD-MF-07}-1. Create a form to capture critical information

PT-{RD-MF-07}-2. Link form to a database

PT-{RD-MF-07}-3. Automate confirmation email after form submission

RD-MF-8 Website will need to collect analytics to monitor user interaction and visits

PT-{RD-MF-08}-1. Create a server to store data

PT-{RD-MF-08}-2. Create a program to track cookies to gather data

PT-{RD-MF-08}-3. Create a dashboard to view data in real-time

RD-MF-9 Database will need a volunteer table

PT-{RD-MF-09}-1. Add fields Volunteer#, V-name, V-date, V-email

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PT-{RD-MF-09}-2. Create data types for each field

PT-{RD-MF-09}-3. Fields should not accept null values

PT-{RD-MF-09}-4. V-email stored in an encrypted state

RD-MF-10 Database will need donations table

PT-{RD-MF-10}-1. Add fields DonorID, D-name, D-amount, D-email

PT-{RD-MF-10}-2. Create data types for each field

PT-{RD-MF-10}-3. Fields should not accept null values

PT-{RD-MF-09}-4. D-email stored in an encrypted state

RD-MF-11 Database will need a FoodSource table

PT-{RD-MF-11}-1. Add fields F-name, F-source, F-amount, F-type

PT-{RD-MF-11}-2. Create data types for each field

PT-{RD-MF-11}-3. Fields should not accept null values

RD-MF-12 Database will need Deliveries table

PT-{RD-MF-12}-1. Add fields Delivery#, D-item, D-qty

PT-{RD-MF-12}-2. Create data types for each field

PT-{RD-MF-12}-3. Fields should not accept null values

RD-MF-13 Database will need an inventory table

PT-{RD-MF-13}-1. Add fields Stock#, StockQty, StockDate

PT-{RD-MF-13}-2. Create data types for each field

PT-{RD-MF-13}-3. Fields should not accept null values

PT-{RD-MF-13}-4. Create a relationship between inventory and FoodSource

PT-{RD-MF-13}-5. Create a relationship between inventory and Deliveries

RD-MF-14 Database will need a User table

PT-{RD-MF-14}-1. Add fields UserID, UserName,Password, U-email

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 PT-{RD-MF-14}-2. Create data types for each field

PT-{RD-MF-14}-3. Fields should not accept null values

Outputs

RD-O-1. A DONATIONS list will need to be produced on command to show what donations have
been made that day/week/month.

PT-{RD-O-01}-1. Create a view containing a select statement to generate a report

PT-{RD-O-01}-2. Create a user interface to retrieve the report

PT-{RD-O-01}-3. Create a user interface to display a report

RD-O-2. A SUPPLIES list will need to be produced on command to provide what supplies are on
hand (canned food, perishable food, etc...)

PT-{RD-O-02}-1. Create a view containing a select statement to generate a report

PT-{RD-O-02}-2. Create a user interface to retrieve the report

PT-{RD-O-02}-3. Create a user interface to display the report

RD-O-3. A NEW_USER list will need to be produced on command.

PT-{RD-O-03}-1. Create a view containing a select statement to generate the report

PT-{RD-O-03}-2. Create a user interface to retrieve the report

PT-{RD-O-03}-3. Create a user interface to display the report

RD-O-4. A VOLUNTEER list will need to be automatically created every week to provide a list of
people volunteering (volunteers must register a week in advance.)

PT-{RD-O-04}-1. Create a view containing a select statement to generate the report

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 PT-{RD-O-04}-2. Create a user interface to retrieve the report

PT-{RD-O-04}-3. Create a user interface to display the report

RD-O-5. A THANK_YOU email will need to be outputted to the email gathered from DONATIONS
when a donation is made.

PT-{RD-O-05}-1. Create a default email

PT-{RD-O-05}-2. Program system to gather email and donor names from the database

PT-{RD-O-05}-3. Automate process between submission and email

Inputs

RD-I-1 The system will take in donor information from the webform

PT-{RD-I-01}-1. Create a form to obtain donor information

PT-{RD-I-01}-2. The form should ask the user to create an account

PT-{RD-I-01}-3. The form should guide the user to Paypal for payment

RD-I-2 The system will take in supply information from admin updates

PT-{RD-I-02}-1. Create UI for INSERT and UPDATE statements for each table

PT-{RD-I-02}-2. Grant appropriate rights to privileged user

RD-I-3 The system will be capable of capturing the data from account creation

PT-{RD-I-03}-1. Determine the breadth of information required to create an account

PT-{RD-I-03}-2. Store account password in an encrypted state

RD-I-4 The system needs to be capable of capturing the input from the volunteer web form

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 PT-{RD-I-04}-1. Create a form to obtain volunteer information

PT-{RD-I-04}-2. The form should ask the user to create an account

RD-I-5 The system will need to securely transfer website data to the database

PT-{RD-I-05}-1. Evaluate backend software options

PT-{RD-I-05}-2. Evaluate data encryption options

PT-{RD-I-05}-3. Automate the transfer of data

4. The project scope management plan

FoodConnect aims to help local foodbanks integrate a database to improve their business operations.
Integrating a database allows the foodbanks to withdraw from using old methods of tracking records
and provide important information within seconds. FoodConnect will network with the local foodbanks
to create great relationships with the business owners and employees to understand their business
needs. From here, FoodConnect will be able to develop custom solutions for their needs, which will
make their business operations easier for them. Local food banks can view FoodConnect's services
and information systems through our website or by contacting us. Our developers will begin to work on
building the business's custom system once the business requirements have been read and
understood by our team. FoodConnect will be utilizing the Work Break Down Structure (WBS).
FoodConnect's WBS includes four levels because of the duration of the project. The course of our
project consists of our work packages, activities, control accounts, and end goal. To control the scope
of our project, our team plans to use a change control board (CCB), which will allow our team to
overcome potential changes, resource problems, schedule delays, and budget overruns. Using a CCB,
our team will obtain a formal final decision through the board.

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5. The project cost management plan

The graph shows our breakeven model that we created with the intention of using agile in our project.
The fixed cost of this item is the initial projected ending cost of $17,850. This cost does stay constant
throughout the project while adding on variable costs throughout the years due to Maintenace fees and
training fees. The model shows the breakeven point at around the 16-month mark as due to this being
a nonprofit organization it will take a bit longer for the organization to breakeven. The value can be
seen almost immediately with the project as from the launch of the website value is being created
exponentially month-to-month.

6. The project time management plan

Gantt Chart

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 Network Chart

7. The project human resource management plan

Our team has the necessary human resources to complete this project. Their time is split
between 2 other projects. However, the time commitment of teams between projects has already been
taken into consideration.
We motivate employees through performance-based rewards. If a team member has been
doing an exceptional job, another team member can give them kudos. Kudos are digital points that

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equate to money, and we have items such as gift cards, golf clubs, and televisions available for
purchase with kudos. (i.e., 50 kudos will buy you a $50 gift card).
The culture we want to foster in our company is open communication and teamwork. We are
taking the following steps to create this culture, holding team meetings, encouraging others to speak
out, encouraging questions, and providing mentors to every employee.

8. The project communication management plan

Deliverable Recipients Delivery Method Schedule Who Is

Info Responsible
Project Stakeholders/ Face-to-face At the Team Leader
Planning Project Managers Meeting beginning of
the project
Project Project Managers/ Zoom Call Feb 15th, Team Leader
Analysis General Managers

Project Final Stakeholders/ Conference call April 1st Supervisor

Plan Project Managers
Project Project managers/ Team April 21st General
Design Stakeholders Meetings/Email Managers

Project Customers Jenkins At the Development

Integration completion of Team
the project

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 Project Customers/Stakehol Documentations May 3rd, 2022 Development
Testing ders Team

Stakeholders Planning Documents & Contact Person Due

Meeting

Customer Weekly Hardcopy & Mr. Smith First of the week

Management Zoom
Meetings

Customer Weekly Hardcopy & Alan First of the week

Technical Staff Zoom
Meetings

Internal Weekly Hardcopy & Bradley First of the week

Management Face-to-face
Meetings

Internal Weekly Face-to-face Carlos First of the week

Business & Meetings
Technical Staff

Training Training Plan Conference Neil April 15th, 2022

Subcontractor Meetings

Software Software Conference Jessica May 3rd, 2022

Contractor Implementation Meetings
Plan

Communication is critical to the project's success. Our communication goal is to keep

stakeholders up to date on the project's timeframe, budget, and project requirements. Ensure
that stakeholders have early enough notice about changes in the project to respond and give
timely feedback. The communication plan will outline the proper communication channels
throughout the project's duration, the frequency of communication, delivery methods, and
recipients. Our communication will consist of a mix of daily standups and emails, weekly check-
ins with the appropriate stakeholders, weekly reports to outline the status of the project, and
significant milestone meetings after the completion of every deliverable.
The line of communication with the primary client will be through Zoom. The project
manager and product owner will communicate with clients biweekly to update them on the
progress of the project. This constant communication between the client and the team will
ensure that the customer's priorities and expectations and any issues or obstacles can be
addressed quickly. Continuous communication will allow us to build trust with our customers
and help us build an even stronger client relationship. At the end of each deliverable, we will
communicate with the clients and provide them with all the necessary documentation. At the
completion of the project, we will intergrade the information system across the client's platforms.
The client will receive a fully developed app and a database-driven website. We will also

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provide the client with the source code that is a high ceremony, with lots of comments. The
primary client, as well as other employees, will be provided with training so they can utilize the
new system as early as possible. If a client has a minor issue, they will contact technical support
by phone or email. Within 48 hours of receiving the original report, these minor concerns should
be resolved by the development team. If a more serious problem arises, management will be
alerted and will undertake more comprehensive troubleshooting to ensure that the issue is
resolved as quickly as possible.
During the project development lifecycle, it is extremely important that the team conducts
daily sprints with an appropriate facilitator. These sessions go over the day's goals, any
potential challenges or roadblocks, and how to work together to solve them. When necessary,
communication should be maintained throughout the day and resolved through email, Zoom
calls, or face-to-face meetings. Retrospectives will be conducted to go over the past sprints and
ensure that we can improve on the processes in the future.
Internal communication is just as important as communication with a client. The team will
have a line of communication with internal management and internal business and technical
staff. This communication will be conducted weekly, in the form of face-to-face as well as Zoom
meetings. During these meetings, the project manager will be representing the development
team and will provide internal stakeholders with the proper documentation such as status
reports, test reports, and progress reports. Every sub-phase of the project should have a
documented delivery. A deliverable allows the management to be aware of what is happening
during a specific period. At each stage of a milestone, an acceptance test plan should be
prepared. This acceptance test serves as a technique to ensure that developers, trainers, and
other team members are on track for successful project delivery. Upper management will
inspect them during weekly meetings to figure out how they can better manage each individual
phase. Halfway through the project, the team will start communicating with a training
subcontractor to develop an effective training plan so that the clients can utilize their new
information system to the best of their ability.

9. The project risk management plan

There is a potential for risks to arise during the development of the project and even after the
project is completed. The stakes are present in almost every software development
undertaking. That's just the way project management works. That's why it's vital to get ahead of
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them by adopting a risk management plan. The table above identifies potential risks and
includes a contingency plan for each significant risk.
Since the system will process monetary donations and volunteer information, it is
essential to keep the integrity of the data secure and only authorize relevant staff to access that
information. It is crucial to maintain the IDs of the users so unauthorized users may not access
the system. The potential causes of data breaches include social engineering attacks, open
backdoors, or malware. Another potential risk to the system is that the system may crash if
more than 500 people try to process their donations through the website at the same time. The
system may crash due to a hardware failure, software errors, or not having enough memory
available to process the data. Scope creep risk is also possible. The project's delivery date
could be pushed back, the cost of the project could increase, or a team member may quit the
company. This could be avoided if the project manager could communicate effectively with
other stakeholders and utilize practical time management skills.

10. The Project Procurement Management Plan

FoodConnect will not have to create a Request for Proposal in order to complete this project.
Since FoodConnect is an organization dedicated to developing and hosting information systems, they
already have sufficient physical and human resources available to complete this project. For this
project, the team will be creating a database and website (hosted on FoodConnect’s servers) that the
clients can access from any of their remote devices. FoodConnect already has an in-house server farm
with sufficient space and processing power to host this project’s database and website upon
completion. Additionally, FoodConnect’s dedicated project teams are experts who have prior
experience in creating similar information systems. As such, the project team will not have a need to
procure any external manpower or resources in developing and implementing this project.

11. The Stakeholder management plan

Name Position Internal/Externa Project Role Contact

l Information

Nate Lyons Project Manager Internal Oversees the Nate.lyons@foodc

project, seeks t.com
business needs,
manages
employees

Alex Simakov Developer Internal Software Alex.simakov@fo

customization odct.com

Jacob Gonzaga Software Internal Software Jacob.gon@foodc

Engineer customization t.com

Michael Maxwell Field Officer Internal Employee Michael.max@foo

training, Building dct.com
customer
relationships

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 Sam Lyness Project Manager Internal Oversees the Sam.lyness@food
project, seeks ct.com
business needs,
manages
employees

Debra Lee IT Security Internal Maintenance, Debra.lee@foodct

Analyst seeks security .com
needs

Susan Scott Director, Internal Senior Manager Sue.scott@foodct.

Accounting com

Mike Smith Consultant External Project Manager Mike.smith@gmail

.com

Suppliers Suppliers External Supply Software Supply@gmail.co

m

12. The Project Quality Management Plan

FoodConnect will ensure the overall quality of the product by being proactive and meticulous
during the planning, development, deployment, and contracted maintenance/support periods. Multiple
walkthroughs will be conducted within the project team after every significant design element in the
planning phase. This creates a mutual understanding amongst team members that ensures
requirements will be met in the development phase. After coding has finished, several tests will be
conducted to ensure that the product is ready to be accepted by the client and deployed. Tests will be
conducted on individual unit components, integrated grouped components, and overall system testing.
Reviews will be given after each test as feedback for improvement on the quality of the system. After
requirements are met, and the team is satisfied with the developed product, a
presentation/demonstration will be given to the client as the final test for user acceptance. Once the
product is accepted, and deployment has occurred, signature signoffs will be required from all relevant
stakeholders to guarantee that the project is satisfactory and complete. FoodConnect will provide
maintenance and support for the system as long as it is within the contracted period to ensure sustained
quality.

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Signature(s) of Approval

Project Manager:
Nathan Lyons

Project Leader:
Sam Lyness

Team Member Sign offs:

Jacob Gonzaga
Michael Maxwell
Alex Simakov

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