Tribhuvan University

Institute of Science and Technology

A Project Lab Report

On

“Remote Real-time Industrial Health Monitoring System”

Submitted to:

Department of Computer Science and Information Technology

Ambition College

Mid-Baneshwor, Kathmandu

In partial fulfillment of the requirements

For the Bachelor’s Degree in Computer Science and Information Technology

Submitted by:

Rupesh Thakuri (TU RollNo.:23801/076)

Ishwor Nepal (TU Roll No.: 230788/076)

Rajesh Chaudhary (TU Roll No.: 23799/076)

Hemant Kumar Rajbanshi

(TU Roll No.: 23787/076)

Under the Supervision of

December 2023

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 Table Of Contents

1. INTRODUCTION.................................................................................................................3
2. SCOPE OF THIS PROJECT...............................................................................................3
3. RRIHMS AS SOFTWARE PROJECT MANAGEMENT.................................................3
3.1. Phases in the developing the project.................................................................................3
4. PROCESS FOR CREATING A PROJECT PLAN USING PROJECT LIBRE..............7
4.1. Create a Project...............................................................................................................7
4.2. Adding Tasks...................................................................................................................7
4.3. Adding Dependencies......................................................................................................8
4.4. Setting Work Days..........................................................................................................9
4.5. Using Critical Paths........................................................................................................9
4.6. Tracking the Project.....................................................................................................10
4.7. Work breakdown structure..........................................................................................10
4.8. Task Completion Percentage........................................................................................10
4.9. Adjusting Late Tasks....................................................................................................11
4.10. Wrap-up.........................................................................................................................12
CONCLUSION...........................................................................................................................12
REFERENCES............................................................................................................................12

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 TABLE OF FIGURES

Fig 3.1: All the phases in RRIHMS using project libre......................................................................7

Fig 4.1.a: Adding task......................................................................................................................8
Fig 4.1.b: Grantt chart.....................................................................................................................9
Fig 4: Adding dependencies..........................................................................................................10
Fig 5: Setting working days............................................................................................................10
Fig 6: Setting critical paths............................................................................................................11
Fig 7: Work breakdown structure..................................................................................................11
Fig 8: Setting Task Completion percentage...................................................................................12
Fig 9: Adjusting task......................................................................................................................12
Fig 10: Final look...........................................................................................................................13

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INTRODUCTION

This project outlines the creation of a cutting-edge Remote Real-time Industrial Health
Monitoring System (RRIHMS), designed to enhance workplace safety and productivity
by providing continuous monitoring of critical parameters in industrial environments.
Leveraging advanced sensory technology, real-time data analysis, and predictive
maintenance strategies, the proposed system will offer a holistic solution for proactively
detecting potential hazards and maintaining optimal operating conditions.

1. SCOPE OF THIS PROJECT

The scope of the RRIHMS project encompasses the integration of various sensors, data
acquisition units, and communication protocols to collect and transmit data from
industrial equipment and environments. Key components of the project include:

Sensor Integration: Deploying a range of sensors for monitoring parameters such as

temperature, pressure, humidity, vibration, and gas levels in industrial settings.

Data Acquisition: Implementing data acquisition units to collect sensor data and transmit
it to a central server for processing.

2. RRIHMS AS SOFTWARE PROJECT MANAGEMENT

Several frameworks exist to guide software projects, including Agile, Waterfall, Scrum,
Kanban, and Extreme Programming (XP). Each offers unique advantages and
disadvantages, necessitating careful consideration when selecting the most suitable option
for the RRIHMS project. For instance, Agile methodologies may prove beneficial given
the dynamic nature of the project, whereas traditional Waterfall models might not
accommodate rapid changes effectively. Ultimately, the choice depends on the project's
complexity, size, and risk profile.

2.1. Phases in the developing the project

The Software Development Life Cycle (SDLC) comprises seven main phases, although
the exact number and names of phases may vary depending on the chosen SDLC model.

Some of the phases in this project are as follows:

Data Capture Phase: During the Data Capture phase, the project team will focus on
gathering essential information related to the Remote Real-time Industrial Health
Monitoring System (RRIHMS) project.

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It involves:

 Email Client
 Questionaries

Specification Phase: In the Specification phase, detailed project specifications will be

documented based on the information gathered during the Data Capture phase.

It involves:

 Project Specification
 Project planning

Design Phase: In the Design phase, various components of the FSDBSS system will be
conceptualized and visualized.

It involves:

 Create form design

 Create report design
 ERD
 Data dictionaries
 Submit Design for approval
 Receive approval

Implementation Phase: The implementation phase in software development marks the

transition from planning and design to the actual construction of the project.

It involves:

 Draft database 1
 Draft database 2

Extended system phase: The extended system phase in software development typically
follows the core implementation phase and involves additional activities to enhance the
system's functionality, performance, and security.

It involves:

 Complete queries
 Complete reports
 Apply macros/advanced functionalities
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  Apply password protection

Testing phase: The Testing phase in software development consists of verifying that the
software functions correctly and meets the specified requirements.

It involves:

 Test the database system

 Testing complete

Handover phase: The handover phase in project management involves the transfer of
completed tasks, deliverables, and responsibilities from the project team to the client or
operational owner.

It involves:

 Finalizing the new DB system

 Database system is fully completed
 Handover the new DB system

Customer Larson: Based on the search results provided, the term "Customer Larson"
does not have a specific definition or reference in the context of software development,
project management, or legal regulations.

It involves:

 Email communication – Data capture phase

 Email communication – Specification phase
 Email communication – Design phase
 Email communication – Implementation phase
 Email communication – Extended system phase
 Email communication – Testing and maintenance phase
 Email communication – Handover phase

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Fig 3.1: All the phases in RRIHMS using project libre

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3. PROCESS FOR CREATING A PROJECT PLAN USING
PROJECT LIBRE
3.1. Create a Project
 Closing the "tip of the day" popup leads to another popup prompting to open an
existing project or create a new one.
 Choose "Create Project" and name it as desired, such as "sample project" for the
tutorial.
 Saving the project will default to the project name with a .pod extension, but you
can use "save as" to specify a different name.
 The manager and notes fields are optional.
 The "forward scheduled" option will be explained later, so leave it selected for
now.
 The project's start date defaults to today's date, but for tutorial consistency, change
it to July 1, 2014.
 You can input the date manually as "7/1/14" or use the calendar feature by
clicking the down arrow and selecting the date. Set it to July 1, 2014, and click
"ok".

3.2. Adding Tasks

The above-mentioned task is planned as the activity and placed as represented in above
fig:1 typing manually.

(ProjectLibre lets you enter the number and the first character of the time, such as hour, day,
week, etc., if you don’t want to spell it all out.) Note that the Start and Finish boxes contain 7/1/14
8:00 AM and 7/1/14 5:00 PM respectively. ProjectLibre defaults to a traditional work week of
8am-5pm Monday-Friday.

Fig 4.1.a: Adding task

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The start and end data are inserted which form a grant chart aside of the activity as:

Fig 4.1.b: Grantt chart

Notice that the “Build design-specific features” line is the only red line. As a reminder,
the norm for Gantt charts (the right side of the display) is for the red line to represent the
“critical path” meaning that this set of tasks, although just a single task in the example for
now, represents the tasks that will ultimately determine when the project will end. Right
now, since all of these tasks are scheduled to begin on the same day it is not hard to see
that the longest running task (20 days long) will determine when the project will finish. It
is not, of course, realistic for all of these to start on the same day so in the next section
we’ll add some dependencies between these tasks.

3.3. Adding Dependencies

Dependencies in project planning indicate that certain tasks must precede others to
proceed further. They come in three main categories:

Finish-to-Start (FS): Task B begins once Task A ends.

Start-to-Start (SS): Task B starts concurrently with Task A.

Start-to-Finish (SF)/Finish-to-Finish (FF): Task B starts/ends a fixed period before/after

Task A ends/begins.

For example, walking to the car must finish before starting to drive to the store. Similarly,
in the RRIHMS project, the "data capture phase" must conclude before commencing the
"specification phase."

To illustrate this dependency in ProjectLibre:

 Locate the "Predecessors" column.

 Input "1" under the "Predecessors" column for the second task (line 2) to denote
that the second task cannot commence until the first task concludes.

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After adding the predecessor, the display will show that the second task is dependent on
the first task.

Fig 4: Adding dependencies

Adding a dependency shifts the successor task's start date and adds an arrow indicating
the linkage. For instance, setting the second task's predecessor as the first task causes the
second task's start date to move one day ahead and creates an arrow pointing from the
first task to the second task in ProjectLibre's Gantt Chart view.

3.4. Setting Work Days

 Adjust workdays in ProjectLibre:
 Click Task > Calendar.
 Mark non-working days (gray them out).
 For specific holidays, find the corresponding date and mark it as non-working.
 Revert non-working days to working days by clicking Use Default or Non-Default
Working Time.

Fig 5: Setting working days

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3.5. Using Critical Paths
Shortening non-critical tasks won't affect the project's completion date. Focus on reducing
the duration of critical path tasks (shown in red) to compress the timeline.

Blue tasks: Non-critical tasks whose completion depends on other tasks. Changing their
duration doesn't alter the project's end date.

Critical Path: Sequence of interdependent tasks that determine the earliest possible
completion date of the project.

Return the "Build Common Features" task to its initial duration of 15 days.

Fig 6: Setting critical paths

3.6. Tracking the Project

The tutorial focuses on creating a project with estimated task durations, emphasizing the
importance of accurate planning despite inevitable deviations from estimates. It
acknowledges that tasks may finish earlier or later than expected, highlighting the
software's role in managing changing project realities. The upcoming section will delve
into updating project progress, showcasing the software's capability to adapt to evolving
circumstances and enhance project management efficiency.

3.7. Work breakdown structure

A WBS can take various forms such as Gantt charts, flowcharts, spreadsheets, or lists, but
its primary purpose is to guide the project team through the completion of the project
while providing transparency and clarity about the project's scope and deliverables. By
structuring the WBS, project managers can allocate resources, track progress, and identify
potential risks more effectively.

Fig 7: Work breakdown structure

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3.8. Task Completion Percentage
During the project's progression, updating ProjectLibre with task statuses enhances
schedule insight. Assigning completion percentages (0% to 100%) to tasks aids in
estimating remaining work and project completion dates. For instance, marking the
"Kickoff" task as 100% complete displays a green checkmark, indicating task completion.
Adjusting the "Percent Complete" field influences the Gantt chart, with a black line
representing progress extending through the task's duration. This feature provides a visual
representation of task completion status, facilitating effective project monitoring and
management.

Fig 8: Setting Task Completion percentage

3.9. Adjusting Late Tasks

Adjusting the project schedule to address delays is crucial yet challenging, requiring
acknowledgment of setbacks and timely corrections. Updating ProjectLibre with task
progress percentages aids in estimating remaining work and project completion dates
accurately. By rescheduling tasks based on real-time progress, teams can align with the
"current reality path" and make informed adjustments for project success. To adjust late
tasks, navigate to File | Project | Update, select "Reschedule remaining work after," and
set the appropriate date. Remember to save your project file before making adjustments to
ensure task relationships remain intact. Additionally, modifying predecessor
dependencies for tasks completed early can impact future project templates; use the
"Notes" tab in the "Task Information" box to document changes for future reference.

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 Fig 9: Adjusting task

3.10. Wrap-up
At this point, your screen should look like this (zooming out a bit):

Fig 10: Final look

CONCLUSION
Hence, we made a complete project plan for RRIHMS to run the system efficiently using
various charts and visual representation like work break down structure, assigning
resources, working hours etc. It will also help the organization to evaluate the cost and
take necessary action to optimize the cost and be safe from bankruptcy.

REFERENCES
1. Project Management Institute (PMI). (2017). A Guide to the Project Management Body
of Knowledge (PMBOK Guide). Sixth Edition. Project Management Institute.
2. Crawford, L., & Pollack, J. (2007). Managing Complex Projects: A New Model.
International Journal of Project Management, 25(4), 328-337.
3. Archibald, R. D. (2003). Managing High-Technology Programs and Projects (3rd ed.).
John Wiley & Sons.
4. Kerzner, H. (2017). Project Management: A Systems Approach to Planning,
Scheduling, and Controlling (12th ed.). John Wiley & Sons.
5. Morris, P. W., & Pinto, J. K. (2007). The Wiley Guide to Managing Projects. John
Wiley & Sons.

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