Software Project Management

CS640-1302A-01
Phase 5 IP
Carlos Osorio
May 12, 2013

Software Project Management

for

Cosmopolitan Staffing
Web-Based Design
Version 5.0 approved

Prepared by Carlos Osorio

cosmopolitanstaffing.com

May 12, 2013

Table of Contents
1. Project Outline (Week 1)......................................................................................... 7
1.2 Project Goals..................................................................................................... 7
2. Project Management Methodology (Week 1)..........................................................8
2.1 Extreme Programming as the methodology of choice.......................................9
3. Stakeholders' Analysis (Week 1)...........................................................................10
3.1 Cosmopolitan Staffing Stakeholders................................................................10
4. Scope and Requirements Analysis (Week 2).........................................................12
4.1 General requirements...................................................................................... 12
4.2 Payroll Department Deliverables.....................................................................12
4.3 Sales and Recruiters Deliverables...................................................................12
4.4 Temporary workers Deliverables.....................................................................13
4.5 Management Deliverables............................................................................... 13
4.6 What is included within the project.................................................................13
4.7 What is not included within the project...........................................................14
4.8 Managing scope changes within the project...................................................14
4.9 Functional requirements..................................................................................14
4.10 Technical requirements.................................................................................15
4.11 Operational requirements............................................................................. 16
4.12 Security requirements................................................................................... 17
5. Work Breakdown Structure (WBS) (Week 3).........................................................18
5.1 Scope verification............................................................................................ 18
5.2 Requirements analysis.................................................................................... 18
5.2.1 Functional requirements............................................................................18
5.2.2 Technical requirements.............................................................................19
5.2.3 Operational requirements.........................................................................20
5.2.4 Security requirements............................................................................... 21
5.3 Design............................................................................................................. 22
5.4 Development................................................................................................... 22
5.5 Testing............................................................................................................. 23
5.5.1 Alpha testing............................................................................................. 23
5.5.2 Beta testing............................................................................................... 24

5.5.3 User Acceptance Testing........................................................................... 24

5.6 Training............................................................................................................ 24
5.7 Documentation................................................................................................ 24
5.7.1 Operation manual..................................................................................... 24
5.7.2 Maintenance manual.................................................................................25
5.8 Deployment..................................................................................................... 25
6. Project Schedule (Week 3).................................................................................... 26
6.1 Project schedule.............................................................................................. 26
6.2 Estimation method used for this project..........................................................27
6.3 Schedule sequencing method.........................................................................27
7. Resource Plan (Week 3)........................................................................................ 28
7.1 Resources required.......................................................................................... 28
7.2 Human resources skill sets..............................................................................28
7.2.1 Project Manager........................................................................................ 28
7.2.2 Programmer/Developer............................................................................. 29
7.3 Project Cost..................................................................................................... 29
8. Control and Monitor Project Progress (Week 4).....................................................31
8.1 Project status collection, analysis and distribution..........................................31
8.2 Identify specific metrics that will be measured...............................................31
8.3 Metrics for problem identification and planned actions...................................32
8.3.1 Risk 1 - The project goes behind schedule................................................32
8.3.2 Risk 2 - Project goes over budget..............................................................33
9. Risk Management Plan (Week 4)..........................................................................34
9.1 Risk probability and impact analysis...............................................................34
9.2 High risk scenarios, their impact and mitigation strategy...............................34
9.3 Other scenarios and their mitigation strategy.................................................35
9.3.1 Natural Disaster for programmer Moderate Impact, Low probability......35
9.3.2 Natural disaster for project manager - Moderate Impact, Low probability 35
9.3.3 Natural disaster for client - Moderate Impact, Low probability..................35
9.3.4 Client delays participation Moderate Impact, Medium probability..........36
10. Team Management Plan (Week 5)......................................................................37
10.1 Team management plan, motivation and conflict resolution.........................37
10.2 Identify the tools and processes that you will use for team collaboration.....38

10.3 Client meetings and tools required...............................................................39

10.4 Completed Software Project Management Plan.............................................39
11. References.......................................................................................................... 41

Revision History
NAME
C. Osorio
C. Osorio
C. Osorio
C. Osorio
C. Osorio

Date
04/15/201
3
04/22/201
3
04/29/201
3
05/08/201
3
05/12/201
3

Revision Number
1.0

Summary of Changes
Project outline, methodology and stakeholder analysis

2.0

Scope and Requirements

3.0

WBS, Schedule and Resources

4.0

Control/Monitor project progress and risk management plan

5.0

Team management plan

1. Project Outline (Week 1)

Cosmopolitan Staffing is a medium size staffing agency with offices throughout NJ and
NY. We are currently using a web application which can be accessed from any device that has an
internet connection while the backend, which is the portion that allows recruiters to contact
temps, needs a program installed in a computer. It would be a better option to provide availability
of the application to the cloud in order to make our job more efficient and readily accessible in
any location.

1.2 Project Goals

We need to create software that integrates sales operations, recruiters, office managers,
general management and temporary workers in one portal with access to data which is relevant
to the role that they serve within the company. User name and passwords shall open the diverse
portions of the portal and provide with the designed access.

2. Project Management Methodology (Week 1)

In a continuous effort to produce software solutions that are delivered rapidly and with
the least amount of inconveniences along the development stages many methodologies have
implemented over the years. In the 1990s DSDM (Dynamic System Development System) was
introduced by the DSDM Consortium which was an association of vendors, experts in
Information System Development. (reference.com, n.d.) DSDM provided the backbone for the
Agile methodology.
Agile was developed in 2001 in order to expedite the creation of software while bringing
value to the delivered product. The Agile Manifesto was the result of this meeting and it
describes four important values:

Individuals and interactions over processes and tools

Working software over comprehensive documentation

Customer collaboration over contract negotiation

Responding to change over following a plan (Kelly Waters, 2007)

The main purpose of the Agile method is to involve the customer as much as possible in the
development process in order to guarantee that the moves being made towards the ultimate goal
are in reality taking the developers in that direction. Additional testing steps are also a feature of
the Agile methodology. Within the Agile methodology there are two main methods that can be
implemented to a project; Scrum and XP.

Scrum: This Agile approach concentrates on task management as a group. Scrum does not
provide complete descriptions as of how tasks should be performed but decision left for the
development team which are only provided with a desired outcome. Scrum relies on selforganization and uses cross functional teams without an overall team leader; they work together
as a unit.
XP (Extreme Programming): It is another Agile approach which focuses on the software
engineering process and its analysis, development and test phases. The extreme programming
approach increases the value and the overall quality of the project. XP implements code review
and unit testing in a flat management structure that implements features as needed in the
development phases. This approach allows for great flexibility whenever customers
requirements are modified. (Kelly Waters, 2007)

2.1 Extreme Programming as the methodology of choice

There are many departments concerned with the success of the project thus we will need
their constant input. They have also indicated that the time required to complete the project is
somehow short. Because XP allows you to create individual modules, test them and at a later
time integrate them with great flexibility; extreme programming has being identified as the
methodology of choice.

3. Stakeholders' Analysis (Week 1)

Project stakeholders are the people that will be affected by the outcome of a developed
project either in a positive or negative way. Some examples of project stakeholders are: creditors,
project team, support staff, federal/state organizations and end users. The scope of people
involved in the development of a project can actually be greater than the above mentioned list
depending on the size and complexity of the project. (campus.ctuonline.edu, 2013)

3.1 Cosmopolitan Staffing Stakeholders

As it was stated before theres the need to integrate all the operations of the organization
within one portal. Everyone that has a role in Cosmopolitan Staffing definitely will be affected
by the project success. From the temp that will look for an open position, to the recruiter that
approves that person as a fit for the position, the salesman who obtained the order, the payroll
representative who will pay for those hours and the general management who will oversee the
operations.
All those stakeholders are internal to the company and subject to their requirements
request. Theres one more stakeholder who will be involved in the whole process and his
assertiveness will establish the correct completeness of the project; this person is the project
manager. The project manager will be in charge of planning, schedule, cost, quality, human
resources, communication, risk assessment, control operation, procurement, integration, time
management and any other activity in between.

Lets keep in mind that not every stakeholder has the same input power within the project.
The following is a list of stakeholders ordered by their input within the project development.

Project Manager
General Management
Payroll Department
Sales and Recruiters
Temporary workers

It is also important to note that even though the project manager has been identified as the
most important stakeholder of all; many of his decisions will be influenced by the general
management which is the one who is actually paying for the project. This is again one of the
reasons why an Agile approach was chosen. The project manager can have lots of interaction
with the stakeholders and as long as their requests dont interfere with the already established
requirements and parameters; the developing organization can try to accommodate all the
stakeholders.

4. Scope and Requirements Analysis (Week 2)

The scope of this project refers to the extent into which the developers will work into
accommodate the needs (requirements) of the stakeholders. These requirements are not
necessarily based on cost or delivery time; it is about what shall be included into the project and
what shall not be a part of it. (projectperfect.com, 2013) There is a list of general deliverables
while there are four lists based on the needs of the already identified stakeholders (items 4.1 to
4.5).

4.1 General requirements

Delivery time: 6 months

Cost: budget between 50,000 and 70,000 USD
Quality: Easy to use, secure, has remote access capability, and has multiple redundancies
Seamless migration of existing data to the new system

4.2 Payroll Department Deliverables

The system shall be able to allow the payroll department to issue checks for the

temporary workers.
The temporary workers shall be able to see their current pay as well as their payroll

history.
Temporary workers should be able to obtain a copy of their W2 forms
Office Managers shall have access to payroll information in case issues arise.

4.3 Sales and Recruiters Deliverables

Salesmen shall be able to input new orders to the system

Recruiter shall be able to retrieve the orders
Sales and recruiter shall be able to post notes and mark orders as filled within the system.

Salesmen can make modification to an open order.

4.4 Temporary workers Deliverables

They shall be able to see open orders available for the office in which they signed up
They shall be able to post themselves as candidates for any open position to which they
qualify

4.5 Management Deliverables

Management shall have access to all the items above

Managements shall access to statistic reports regarding open vs. filled orders, office
interaction with temps and office performance reports.

4.6 What is included within the project

Scope and requirement compliance

Alpha, Beta and Acceptance testing
Acquire the domain name of your choice if available
Direct and redirect your index files to the domain and subdomain of your choice
Database set up
Upload the website files to the hosting service of your choice
Launch the website
The website will be free of bugs that will affect its correct functioning
Guarantee period of 90 days from development issues
Train personnel in the use of the system
Operation and maintenance manuals

4.7 What is not included within the project

Domain name acquisition is not guaranteed as we are not domain name resellers
We cannot guarantee the reliability of the hosting provider of your choice
We are not responsible for data loss
We are not responsible for data backup or site maintenance

4.8 Managing scope changes within the project

As it has been presented before the Agile Extreme Programming methodology allows for
the best possible scope changes management. With the use of constant (without getting
overwhelming) and concise communications between the management team, management and
stakeholders we can not only assure a quality product that meets or exceeds the initial
expectation but one that is able to accommodate all the parties involved as the scope and
requirement might change due to unexpected situations. (Kelly Waters, 2007)

4.9 Functional requirements

Management wants the system to be deployed on time and within the given budget.
Management wants all the existing data to be easily migrated to the new system
The office of human resources wants all information regarding position advertisement,

hiring, screening, benefits, payroll, and others to be secure and easily accessible.
Administration services want enough document retention procedures in place.
Regulatory agencies want to know if the organization follows the required rules and

procedures.
Employees are paid weekly and they want their wages, worked hours, assignments, W2s

and any other financial information to be kept secure.

The payroll department, recruiters and sales team want to be involved in the project from
the beginning to be able to understand the system.

4.10 Technical requirements

The system shall be web-based.

The new system should use a relational database to store information.
The application shall use other existing applications, such as e-mail, customer support
software, backup, and data/document storage management systems. As a consultant, you
should plan a smooth integration with all of these applications.

The new application should have a reliable backup and restore system working

seamlessly with the application.

The development team should select 1 software development integration framework

model.
The project should use the standard software development life cycle phase. These phases
and deliverables include the following:
o Identify and verify the scope.
o Select the appropriate software development model.
o Conduct stakeholders' analysis.
o Gather, analyze, review, and get approval for requirements.
o Develop a configuration and change management plan to track and document the
o
o
o
o
o
o
o
o
o
o

possible changes.
Identify project risks.
Design the system and security architecture.
Start the development of the application.
Conduct unit, system, integration, and regression tests.
Start training the end users.
Document all steps.
Conduct pilot tests using selected users.
Conduct user acceptance tests.
Conduct operation readiness checks.
Deploy the system.

4.11 Operational requirements

The system should be running 24/7 (all of the time).

The system should have the required service level agreement (SLA) with all of the other

systems and support groups.

The system should perform based on the specifications identified in the technical
requirement section.

4.12 Security requirements

Because the system collects personal identifiable information (PII), such as employees'
phone numbers and social security numbers, it should be secured by using various

security technologies (certificate and encryption).

Proper access control mechanisms should be developed to restrict users from accessing

sensitive information.
The new application will use a central authentication system that supports the use of a

single sign-on (one user name and password).

The system will be integrated with the existing anti-virus system for periodic updates and
checks. (Pelosi, n.d.)

5. Work Breakdown Structure (WBS) (Week 3)

5.1 Scope verification
All the stakeholders of the project must agree with the items already presented in section
four of this document. There must be a signed document in which all parties agree to what is
included in the project and what is not. If there is any additions or modifications to the scope or
the requirements for this project this is the best time to do so.

5.2 Requirements analysis

Before the project starts its development phase there is the strong need to analyze the
requirements in order to assess the best options related to the design, coding and integration. In
our effort to make this analysis client friendly we have categorized the results of the analysis
based on the requirements and their proposed solution.
5.2.1 Functional requirements

Management wants the system to be deployed on time and within the given budget.
Project management and cost estimation is being implement for the development of
this project
Management wants all the existing data to be easily migrated to the new system
Data is being stored in decentralized Excel spreadsheets. Excel sheets can easily be

uploaded to the new MySQL database

The office of human resources wants all information regarding position
advertisement, hiring, screening, benefits, payroll, and others to be secure and easily
accessible.

 Protection towards MySQL injections is standard to the database accessibility of our

clients. Our hosting service (iPage) has security implemented to provide access to

their system via SSL certificates, encryption and safe password creation.
Administration services want enough document retention procedures in place.
The option to upload digital files to the system will be implemented.
Regulatory agencies want to know if the organization follows the required rules and
procedures.
Rules and procedures will be kept intact as Cosmopolitan Staffing has them in

place.
Employees are paid weekly and they want their wages, worked hours, assignments, W2s
and any other financial information to be kept secure.
As it was stated before there are three security barriers in place provided by our
hosting and one additional within the generated code thus there are no foreseeable

security issues with employee information vulnerability.

The payroll department, recruiters and sales team want to be involved in the project from
the beginning to be able to understand the system.
Agile XP which has been identified as our development methodology of choice
requires high levels of communication between stakeholders.

5.2.2 Technical requirements

The system shall be web-based.

The finished product will be a website with various levels of accessibility based on
the user (employee, human resources, management, etc.)
The new system should use a relational database to store information.
MySQL will be used for this project
The application shall use other existing applications, such as e-mail, customer support
software, backup, and data/document storage management systems. As a consultant, you
should plan a smooth integration with all of these applications.

 New email accounts can be issued to employees based on the new hosting and old
ones can be integrated via Outlook.
Customer support software will be a module within the system. There is no digital

customer support in place at the moment.

Backup features are integrated within the hosting provider (iPage)
A Storage Management System will be a module within the system
The new application should have a reliable backup and restore system working
seamlessly with the application.
Backup features are integrated within the hosting provider (iPage)

5.2.3 Operational requirements

The system should be running 24/7 (all of the time).

In our own experience working with iPage as a hosting provider we have never
have any reliability issues. Even though we cannot guarantee their service we

highly recommend it.

The system should have the required service level agreement (SLA) with all of the other

systems and support groups.

Included
The system should perform based on the specifications identified in the technical
requirement section.
Included

5.2.4 Security requirements

Because the system collects personal identifiable information (PII), such as employees'
phone numbers and social security numbers, it should be secured by using various
security technologies (certificate and encryption).
Protection towards MySQL injections is standard to the database accessibility of
our clients. Our hosting service (iPage) has security implemented to provide access
to their system via SSL certificates, encryption and safe password creation.

Proper access control mechanisms should be developed to restrict users from accessing
sensitive information.
Access to different modules within the website will be granted via password. The
roles to which a user has access to will be defined by the administrator who creates

and distributes the access.

The new application will use a central authentication system that supports the use of a

single sign-on (one user name and password).

Included
The system will be integrated with the existing anti-virus system for periodic updates and
checks. (Pelosi, n.d.)
Avira is being used at the moment which is compatible with the hosting service.

5.3 Design
The client has in place a static website at the moment. The site has logos and
professionally developed text which they do not wish to modify. They would like to keep the
look of the site thus there will be no need to create new templates but to integrate the new
functionality to the site.

5.4 Development
The development of the site incurs into many subtasks that keep relation to each other and in
other instances can be created independently. The following is a list of the tasks that need to be
performed:

Existing code review and modification if applicable

Get domain name
Login Module
o New credential generator

o Access based on roles

Payroll module
o Automatic document generator (paystubs and w-2)
o Check generator
o Pay rate, order and client information addition and modification
o Reports
Operation Module
o New orders (add, modify and delete)
o Open order retriever
o Order history retriever
o Automatic email generator for new orders
o Order assignments (add, modify and delete)
Temp Access Module
o Open orders
o Email Module
o Payroll accessibility
Management Module
o Office interaction reports
o Office performance reports
o Statistic reports
Upload files

5.5 Testing
5.5.1 Alpha testing

Alpha testing refers to the preliminary round of tests to ensure that the system works as
expected. With the methodology of use (Agile XP) testing starts with the completion of the first
software unit; every unit is tested individually and as these units become modules. Integration
testing checks for the modules as they are added to the system for a later larger test which
includes the whole system; these tests are also referred as unit, component and system tests.
(www4.nau.edu, n.d.)
5.5.2 Beta testing

Beta testing, also known as pre-release testing is the second phase of software testing in
which a selected group of users sample the software. These tests help developers identify any
bugs or usability issues within the system before its release. (www4.nau.edu, n.d.)
5.5.3 User Acceptance Testing

User Acceptance Testing (UAT) is the last in the series of tests before the software is
launched. This last test helps ensure that the software which is ready to be released meets all the
requirements and user expectations. (techterms.com, 2012)

5.6 Training
Even though some of the stakeholders might be aware of the functionality, look and feel
of the software due to their interaction with it at the Beta and User Acceptance Testing rounds;
there is the need to provide the client with formal training sessions in which all modules of the
system will be explained in detail for its correct and efficient usage. Training of the different
modules of the system will be provided as the users are entitled to use, i.e. recruiters do not need
to be trained on the check generator module.

5.7 Documentation
5.7.1 Operation manual

The operation manual will include all the features available of the system as well as
detailed information on how to access and manage such functionality. Operation manuals will be
available for the stakeholders divided per department while there will be a master document
which details all the functionality of the system. The separation of information is done in order

to provide with an additional security measure in which personnel has access to the data that will
allow them to perform their work.
5.7.2 Maintenance manual

This document is more technical in nature and it is developed for the IT personnel of
Cosmopolitan Staffing. It contains information pertaining back up procedures, hosting, domains,
subdomains, database structure and some coding structure guidelines.
Even though we provide with maintenance service for the site (if requested); after the
release the website belongs to Cosmopolitan thus they are able to perform modification to the
source code as they desire. That is the reason why we provide their IT department with
information regarding the internal parts of the project for instances in which they decide to
perform their own updates and modifications.

5.8 Deployment
When the software gets the User Acceptance Testing approved by the client, it will be
considered ready for deployment.

6. Project Schedule (Week 3)

6.1 Project schedule
In order to keep track of our schedule and share pertaining information with the client
and the development team we have used an online tool called Toms planner which allow us to
add, modify and delete tasks and subtasks to the project at hand. It has a very straightforward
and easy to use interface that does not require a download as it can be used online.
(tomsplanner.com, n.d.) The following is the resulting Gantt chart:

6.2 Estimation method used for this project

In order to estimate the delivery time for each of the phases, tasks and subtasks of the
project at hand we have used the most reliable tool according to our developing experience;
previously developed modules. Our team of developers has been working together for quite a
while with a proven track of 95% estimation accuracy thus we are very comfortable with the
estimated delivery date presented in the chart above.

6.3 Schedule sequencing method

Schedule sequencing has two parts to it; identification of dependencies amongst tasks and
the documentation of those tasks; in other words, activity sequencing involves the chronicling
the dependencies among these schedule activities and putting them into a logical order. (projectmanagement-knowledge.com, n.d.)
As you can see from the Gantt chart presented in section 6.1 there are tasks with their
respective subtasks which sometimes overlap. This is due to the ability of our team to perform
more than one task at a time whenever the dependencies of the tasks do not interfere with each
other. Also, it is important to note that such tasks keep a chronological order which cannot be
modified. For example you couldnt perform Beta testing without prior Alpha testing results and
analysis.

7. Resource Plan (Week 3)

7.1 Resources required
This project is has tasks divided amongst three main contacts; the project manager, the
programmer and the company representative who will be in charge of overseeing the
development effort. We obviously have no control over Cosmopolitan Staffings representative
but we are in charge of our own resources.
At the moment we havent found the need to include more people into the development
team. The liaison between Cosmopolitan and the programmer will be handled by our project
manager who is also able to assist in the development effort due to his technical background and
experience.

7.2 Human resources skill sets

7.2.1 Project Manager

The project manager needs to possess excellent communication skills; oral and written.
This skill is especially important not only to assess client needs and transmit ideas among
stakeholders but to create and revise documentation that will be delivered to the client. The
project manager needs to be a leader who is able to delegate tasks, coach and mentor team
members, resolve conflicts and negotiate deals.
It is a definite plus when a project manager also possess technical skills that will allow
him to present realistic expectation from his development team as well as promise only as much
as his experience dictates as possible within the software development cycle. Product

knowledge, design skills, high tolerance for change and industry knowledge are also desirable
skills of a proficient project manager. (Egeland, 2009)
7.2.2 Programmer/Developer

For this project there is the need of programmer with the following technical skills:

HTML
CSS
JavaScript/JQuery/Ajax
PHP
XML
Web Services (SOAP/REST)
MySQL
Data Migration
Software Testing

7.3 Project Cost

There is no additional cost due to equipment, software or specialized facilities at the
moment. The developing organization possesses all the necessary equipment; that is one of the
advantages of outsourcing software development; the amount of money that can be saved by not
having to purchase specialized software, upgrade existing one or purchase new hardware to meet
the processing power requirements.
The estimated time of delivery also provides with an estimated cost for the project. The
programmer has an hourly rate of 35USD while the project manager charges 40USD per hour. If
we consider that the programmer will take about 12 weeks to finish his portion and the project
manager will oversee the operations of the whole project for about 21 weeks we obtain the
following totals:
Programming expenses:

16,800USD

Project manager expenses:

33,600USD

Total:

50,400USD
Those figures only represent salaries and do not include any other operational expenses

that the agency might incur.

8. Control and Monitor Project Progress (Week 4)

8.1 Project status collection, analysis and distribution
By following the Gantt chart it is an easy task to keep track of the project advancement.
There are specific dates to start and complete tasks and milestones. As long as the schedule is
kept, there shouldnt be an issue launching the software on time. By the use of Microsoft Project
we will keep constant communication amongst all stakeholders; either internal or external.
Internal communication and project status collection and analysis will be done on a daily
basis and with many updates during the day. As soon as modules are finished and tested for
compliance there will be notes on the management software. The information collected
regarding the progress will be analyzed by the project manager in order to make modification
and reassign duties in case there is a delay.
Distribution of data to the external stakeholders (client) will be forwarded as milestone are
completed and should answer the following questions.

Are we on schedule?
Are we keeping the determined budget?
Are the resources (human/technical) enough to complete the project?
Is the project following the preset quality standards?

8.2 Identify specific metrics that will be measured

Metrics refers to the measurement used to quantify the performance of the project.
Metrics for this project will be related to the schedule (days of delay if any or days ahead of
schedule); programming bugs detected and cost performance index (CPI). As you can see the

above mentioned metrics to be collected refer only to our internal project management which is
the one responsible for the project advancement.
Other metrics to keep in consideration are the ones related to the customer such as their
satisfaction and their cooperation with the project. As we have stated in section 2 of this
document the Agile XP methodology which is the one used for this project there is the need for
high levels of communication for the healthy progress of the project. Any delay on any side
(customer or client) might affect the project negatively. (Lee, n.d.)

8.3 Metrics for problem identification and planned actions

It is relatively easy to identify problems within the project once issues are quantified. If
the project is X amount of days late its foreseeable that the launch date of the project will be
affected unless corrected. The following scenarios have been identified as possible risks and the
mitigation strategy has been included as well.
8.3.1 Risk 1 - The project goes behind schedule

As it was stated before is fairly easy to identify schedule issues not so much correcting
them. One of the advantages of our organization is its resources. At the moment we are using
one project manager and one developer. The project manager is also a developer thus there is
always the possibility to lend a helping hand in order to catch up but that is not the only solution.
We have another developer on call as well as a designer in case the schedule issue is
related to lack of experience creating or integrating certain modules. Web developing is a subject
with a wide spectrum in which cant expect for one person to be an expert in every single detail.

A JQuery expert might not be as seasoned on Ajax and many projects requires the use of both in
a single module in order to provide the expected interactive functionality to the page.
Our resources are the ultimate mitigation strategy for this project when it comes to
schedule issues.
8.3.2 Risk 2 - Project goes over budget

There isnt a solution which doesnt bring risks of its own. The ultimate solution for an
issue might be the start of a new inconvenience. By bringing more people into the mix theres
the chance that developing costs go over the predetermined budget. Theres one fact that will
allow us to counteract this possible issue. Our developers within the team are paid the same
wages thus billable hours will keep the rate. In the other hand; when worked hours increase it
will impact the developing organization.
To mitigate this issue we have opted out for a FPIF (Fixed Priced Incentive Fee) contract.
This contract provides incentives for the seller to work efficiently by keeping the costs low and
the delivery time on target. Incentives can be a fixed amount or a percentage of the costs saved or
the overall project cost. Performance targets and financial incentives are set before the beginning
of the project. (projectmanagementlexicon.com, n.d.)

9. Risk Management Plan (Week 4)

9.1 Risk probability and impact analysis
Below are some scenarios for risks applicable to this project.
Risk
Natural Disaster for
programmer
Natural disaster for project
manager
Natural disaster for client
Developer team knowledge
lacks ability to write working
source code
Client delays participation
Developer team goes behind
schedule
Project goes over budget

Impact

Probability

Moderate

Low

Moderate

Low

Moderate

Low

High

Low

Moderate

Medium

High

Medium

High

Medium

9.2 High risk scenarios, their impact and mitigation strategy

We have three scenarios that have been identified as high impact; in the other hand there
isnt any scenario in which the impact is high as well as the probability of occurrence. The worst
scenarios at the moment are related to schedule and budget as they are closely related to each
other. If we need to integrate more workers to the project due to schedule issues theres the
probability of increasing cost.
As it has been mentioned before; the project manager is also a developer who can assist
with all tasks presented in the Gantt chart even though many of them havent being assigned to
him as his duties. Section 8.3 has already presented the mitigation strategy for those two

scenarios. That takes us to the next risk which is also connected with the other two but has been
identified as being low probability scenario. Our team of developers has yet to find a project
which is too complex to the point where we have to get out of our own network. As a mitigation
strategy for this issue we do have developers on call if needed.

9.3 Other scenarios and their mitigation strategy

9.3.1 Natural Disaster for programmer Moderate Impact, Low probability

As natural disasters are not common (low probability) in our area of operations theres
still the possibility that one of our team members fall into some sort of calamity. If this is the
case the impact for the overall performance of the project is moderate due to the integration of a
new programmer to the project who will have to be set to speed. Good documentation of the
project will allow for this task to be performed easily.
9.3.2 Natural disaster for project manager - Moderate Impact, Low
probability

It is somehow easier to add/replace a programmer within our team that get the client used
to deal with somebody else in the occurrence of inability of the project manager due to a natural
disaster or any other issue. Once again, good project documentation will allow for the new
person in charge to catch up fairly easy and the client will have to learn to deal with somebody
else for the remainder of the project or at least momentarily.
9.3.3 Natural disaster for client - Moderate Impact, Low probability

This risk has the possibility of delaying the project to a point in which we will be
completely out of control. The risk has been marked as moderate because any delay will be

attributed to the client and not our operation. Even though it is marked as low probability we
cant ever be sure of when calamity will strike their area of operations.
9.3.4 Client delays participation Moderate Impact, Medium probability

In the same fashion that a natural disaster on the client end will affect the natural flow of
the project; client participation delay will produce the same effect. It has been identified as
medium probability based on experience in which client tend to take longer than scheduled for
testing and/or any duty that prevents us from moving forward until the milestone has been
accomplished.

10. Team Management Plan (Week 5)

10.1 Team management plan, motivation and conflict
resolution
Our team at the moment is composed of only two members; the project manager (Carlos)
and the programmer (Ronald). By following our schedule and Gantt chart it is easy to keep track
of our progress. In the other hand, knowing when and what needs to be done is not going to get
the tasks done. Theres the need for proper motivation. Motivation is the set of forces that
cause people to choose certain behaviors from the among the many alternatives open to them.
(campus.ctuonline.edu, n.d.)
As the above concept estates, there are many alternatives for the people working on a
project. It is the job of the project manager to motivate the people in his team to do the right
thing; the tasks that will benefit the project the most. Slavery days are gone; you cant make
people do things just because you say so; they must be willing to do so. Motivational practices
are beneficial for both parties; the employee and the project at hand.
As it was presented before we are using a FPIF (Fixed Priced Incentive Fee) contract.
This contract motivates us (the developers) to complete the project on time and within budget.
Any incentive fee will be distributed amongst the developing team which in this case is
composed of Carlos and Ronald. Other motivation strategies that have been used in the past are
recommendations and mentions in social media sites.
Carlos and Ronald have freelancing profiles online which can always benefit from free
marketing. Conflict resolution has always been resolved with deep communication among the

parties and the implementation of win, win strategies. We work as a team with the client in
mind; whenever there are issues we come to agreements, compromises and accommodating each
other needs. (mindtools.com, n.d.) It has worked in the past and we certainly believe that this
project will be no different.

10.2 Identify the tools and processes that you will use for team
collaboration
There are two main items that need tools for the developing cycle to go smoothly,
communications and code review. These two tasks will be managed by the use of Microsoft
Project, live chats, phone calls and email when it comes to communications. The web hosting
site (Ipage) will serve as a repository for the developed code so we can access it remotely
regardless of our location.
Most code gets reviewed locally before we upload it to the server as we both have
WAMP installed in our machines. There are instances in which we need to review each other
code like in instances in which integration is required or tests are due. These approaches have
been used effectively in the past and it is the approach that will be used for the development of
the Cosmopolitan Staffing software.
FTP via Filezilla is our tool of choice when uploading files to the web hosting server. It
has proven to be considerably faster than using the tools provided by any web hosting provider.
The client wont need to access this tool as they will simply visit the domain name and with the
proper credentials they would be able to gain access to preliminary portions of the code when
required or when the occasion sees fits by previous agreement from both parties.

10.3 Client meetings and tools required

Even though we cant communicate in the same informal manner in which members of
the development team do; the communication approach is very similar (Microsoft Project, phone
calls and email) with the addition of delivery of formal documentation which estates the progress
of the project. This formal communication channel should be scheduled about every two weeks
or whenever new milestones have been reached.
Our client will have access to preliminary modules and portions of the software (when
required) before it is ready for beta testing due to our decision to use a web based repository.
This allows the client to have access to the actual development without the need of additional
software or any preliminary knowledge. If the client can open a web browser and type a web
address; they can gain access to our progress in real time. Of course, there will be the need for
credentials to access those portions of the code which at a later time will be discarded.
The online repository is the tool which will be used for beta testing as well. Theres no
need for specialized equipment, technical visits or take time off from the testers schedule.
Credentials will be issued for the testers and they could review the software whenever
Cosmopolitan Staffing sees fit as they comply with the time frame provided to have it completed.
All this is done in order to facilitate the processes and communications which at the end will
benefit both parties by following the predetermined schedule.

10.4 Completed Software Project Management Plan

Theres no better management tools but the one that manages itself. Our developing
approach (Agile XP) requires for constant communication and interaction between the project

stakeholders. That is exactly what has been planned and the several communication channels
have presented within this document.
The Agile approach, communication tools, repository, stakeholder and risk analysis, risk
mitigation strategies and documentation will ensure that the development phases are achieved
without delays and with the best quality product possible.

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https://campus.ctuonline.edu/courses/CS640/p5/hub1/hub.html
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campus.ctuonline.edu: https://campus.ctuonline.edu/courses/CS640/p1/hub1/50710.pdf
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2013, from project-management-knowledge.com: http://project-managementknowledge.com/definitions/a/activity-sequencing/
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