G01 ALVA WBBES Western Bicutan Barangay E Governance System - apcjlquesada/APC_2023_2024_3rd_Term_PROJMAN GitHub Wiki
NAME |
|
Jose Eugenio L. Quesada |
NAME |
|
Jose Eugenio L. Quesada |
NAME |
ROLE |
|
VALDEZ, Cheyenne M. |
Leader, Scrum Master |
|
ALMODIAN, Guen Joy B. |
Product Owner |
|
LUMINARIAS, David Wilson V. |
Team Member |
|
VILLAFLOR, Angelo Danriec N. |
Team Member |
Barangay Western Bicutan, located in the northern part of Taguig City, Metro Manila, Philippines, is a densely populated area characterized by a mix of residential, commercial, and some industrial zones. Adjacent to Bonifacio Global City, a major business and financial district, Western Bicutan offers residents convenient access to numerous job opportunities and urban amenities. The barangay is well-connected via major roads like C-5 and the South Luzon Expressway (SLEX), and is served by a variety of public transportation options. The local government actively manages public services and community programs, addressing challenges such as traffic congestion and housing. With several schools, healthcare facilities, and community initiatives, Western Bicutan exemplifies the dynamic urban environment of Taguig City, balancing development with the needs of its residents.
Barangay Western Bicutan is facing challenges in accommodating the residents in their barangay hall every day due to the large number of applicants arriving, which causes overcrowding and long waiting times. Their system depends on manual procedures, lacks adequate access to crucial data, and is prone to service delays. Additionally, it exhibits inefficiency, lacks transparency, and restricts residents' access to services and information.
To address their challenges, the proposed Western Bicutan Barangay E-Governance System (WBBES) aims to digitalize its platform which currently relies on manual processes, and limited access to crucial data and may result in service delays. This transition seeks to streamline operations, improve transparency, and enhance accessibility for residents, ultimately fostering a more efficient and responsive governance framework. The platform will enhance residents' access to essential services, foster better communication between the community and local government, and promote greater transparency in operations.
Several advantages are expected from the web application, such as less time and effort required for residents to process requests, assistance for vulnerable community members, the ability to eliminate errors through online forms, real-time insights for barangay staff, safe cloud-based data storage, and trustworthy information distribution.
The WBBES project will improve the community's long-term viability by fostering a more cohesive, effective, and transparent environment that will support the growth of its residents.
The proposed WBBES aims to address the inefficiencies of the traditional transaction processes between the barangay and its resident. Currently, they have no digitalized platform for this process, resulting in delays, errors, and difficulties in accessing services and information. Administrative tasks can be burdensome and time-consuming as the Barangay has a huge population equating to a demanding workload for manual handling.
The WBBES promises to revolutionize governance processes, offering residents faster and more efficient service delivery through streamlined digital workflows. By leveraging a centralized cloud-based platform, the project will improve traditional transaction processes between Barangay Western Bicutan and its residents, enhancing efficiency, transparency, response times, record-keeping, and community engagement. Furthermore, the implementation of data analytics capabilities will strengthen the association’s capabilities and ensure efficient business operations, heightening security while seamlessly integrating with existing IT platforms. Together, these initiatives aim to create a modernized and responsive governance framework, empowering residents and fostering a vibrant, inclusive community.
The project will utilize a cloud-based approach to modernize and digitalize the operations of Barangay Western Bicutan, prioritizing accessibility, scalability, and security. Leveraging the Cloud will enable customization and integration tailored to specific barangay requirements. By adopting this initiative, the barangay anticipates enhanced efficiency, increased resident satisfaction, improved transparency, and heightened community engagement. This forward-thinking strategy aims to achieve desirable outcomes by leveraging technology to streamline processes, improve service delivery, and foster a stronger connection between the barangay and its residents.
A cloud-based platform tailored to the barangay's requirements offers a standout solution due to its comprehensive approach and potential for cost savings. This project is uniquely positioned to address the specific needs of stakeholders, thereby reducing administrative costs and optimizing resource allocation. Failure to implement the project risks continuing the inefficiencies inherent in traditional processes, potentially leading to prolonged service delivery times, increased operational expenses, and diminished resident satisfaction. Therefore, the recommended project represents the most viable option for modernizing governance operations and ensuring long-term sustainability within the barangay.
Role |
Description |
Name |
Product Owner |
She is in charge of constructing and prioritizing project criteria, as well as ensuring that the end result fulfills the barangay's needs. |
Guen Joy Alimodian |
Scrum Master |
She is in charge of overseeing the team's compliance to the Scrum methodology and assisting the agile development process. |
Cheyenne Valdez |
Scrum Team |
He is in charge of creating the project deliverables and collaborating with the other members of the team to make sure the project is successful. |
David Wilson Luminarias |
Scrum Team |
He is in charge of creating the project deliverables and collaborating with the other members of the team to make sure the project is successful. |
Angelo Danriec Villaflor |
Stakeholder |
He oversees offering feedback on the specifications, expectations, and overall scope of the project. In accordance with the project's scope, he must also accept the deliverables. |
Sec. Rommel Santiago |
Class Adviser |
He is in charge of offering guidance and support to the Project Manager and the team. He should ensure that the project meets any applicable academic criteria and offer guidance on best practices for controlling project scope. |
Jose Eugenio L. Quesada |
Barangay Western Bicutan faces significant challenges in managing its governance processes effectively. The existing system relies heavily on manual procedures, resulting in inefficiencies, limited access to crucial data, and frequent service delays. This manual approach not only hampers the delivery of essential services to residents but also obstructs transparent communication between the community and the local government. Moreover, the current system lacks the necessary infrastructure to handle the increasing volume of applicants efficiently, leading to overcrowding and prolonged waiting times at the barangay hall. As a result, there is a compelling need to modernize the governance framework to streamline operations, improve transparency, and enhance accessibility for residents, ensuring a more responsive and efficient delivery of services.
The implementation of the Western Bicutan Barangay E-Governance System (WBBES) will catalyze a transformation in the traditional transactional processes of the barangay, transitioning from labor-intensive manual methods to a streamlined digital workflow facilitated by a centralized cloud-based platform. This shift signifies a significant evolution in how administrative tasks are executed, paving the way for greater efficiency and responsiveness in service delivery.
Existing roles within the organization will undergo strategic modifications to align with the technological advancements introduced by the project. While core responsibilities will remain intact, individuals occupying these roles will undergo training and upskilling initiatives to effectively leverage the new digital tools and processes. This will ensure that staff members can adapt seamlessly to the evolving landscape of governance operations.
The introduction of a cloud-based infrastructure represents a paradigm shift in the storage and management of data. By centralizing information on a secure cloud platform, the barangay can enhance accessibility and scalability while mitigating the risks associated with traditional data storage methods. Moreover, the adoption of data analytics tools will empower decision-makers with valuable insights gleaned from the wealth of data generated by the system, enabling data-driven decision-making and strategic planning.
In addition to these advancements, the project may also necessitate the creation of new roles dedicated to managing and maintaining the digital infrastructure. These roles may include data administrators responsible for overseeing data integrity and security, as well as IT support personnel tasked with providing technical assistance and troubleshooting issues related to the digital platform.
An initial assessment of the existing legacy system will be conducted to determine the compatibility and integration requirements for the BWBES. This assessment will help in outlining the process for the data transfer from the legacy technology into the new cloud-based infrastructure. The system migration will prioritize data accuracy, continuity, and integrity to ensure zero data loss and minimal disruption to ongoing organizational operations throughout the transition. Potential obstacles will then be carefully identified and mitigated through an in-depth risk assessment and contingency plan provided by the proponents.
The project will utilize an agile approach to develop and implement the Western Bicutan Barangay E-Governance System (WBBES), encompassing platform design, customization, data migration, and user training. Specific documentation will be created for administrators and common users. This approach ensures flexibility and iterative development to meet evolving needs. Additionally, the project aims to deliver a user-friendly digital platform that enhances governance processes and promotes transparency and accessibility within the community. To address challenges such as long processing times and typographical errors, a web application will be developed to digitalize processes through online forms, reducing errors and expediting processing times for residents. This digitalization will also decrease physical transactions and interactions, providing residents with scheduled appointments for document retrieval.
This project aims to enhance the resident experience in Barangay Western Bicutan by introducing a web application offering online services to the community. With a focus on improving user experience, the project aims to streamline the process of accessing information and utilizing services, ensuring a smooth and efficient experience for all users.
- To develop a digital solution that improves data legibility, enhances the storage and retrieval of applicant information, thus minimizing transcription errors by at least 90%.
- To shorten processing time by 80% and provide a new means of communication for both applicants and barangay personnel that eliminate the reliance on physical logbooks and paper forms.
- To allow users to conveniently pay for requested documents and association joining fees by providing a virtual payment channel, ensuring seamless payment processing, transaction security, and accurate record-keeping.
- To build a reliable and resilient data management solution that seamlessly synchronizes and backs up data between the local server and a secure cloud-based storage system, ensuring 90% web app uptime.
Based on the following performance indicators, the Western Bicutan Barangay E-Governance System (BWBES) project's success will be evaluated:
- Community Engagement: Barangay Western Bicutan people should embrace and use the web app extensively for it to be effective. The web application's analytics and feedback features will be used to track the engagement rate.
- Performance service: If the web system increases the effectiveness and efficiency of the barangay's service performance, it will be successful. Through the web system metrics such as resident satisfaction, the number of complaints addressed, and the processing time of requests will be tracked and measured.
- Budget: If the web system saves the barangay money, it will be a success. The savings from reducing physical infrastructure and manual processing will be compared against the cost of developing, maintaining, and promoting the online application.
- Data Governance and Security: Guaranteeing strong data governance and security policies is essential for protecting sensitive information and sustaining resident trust. Centralized data administration enhances data consumption, analysis, and management, assisting in the web system's success. The framework's efficiency is further increased by regularly tracking the data's completeness and quality.
- Strategic position: The Barangay will benefit from the web system if it provides them with a communication and service delivery edge over other communities. We'll track and measure the barangay's reputation as well as the number of newcomers and businesses drawn to the neighborhood.
User Adoption
Assumption: Successful project implementation relies on user adoption within Barangay West Bicutan.
Rationale: It is assumed that users will embrace the digital transition and actively engage with the document digitization system.
Stakeholder Collaboration
Assumption: Successful project implementation assumes active collaboration and communication with stakeholders, including businesses, community leaders, and regulatory bodies.
Rationale: Collaborative input is essential for tailoring the BWBES to meet the diverse needs and requirements of the community.
Financial Support
Assumption: Successful project implementation assumes necessary financial support from the Barangay throughout the project lifecycle.
Rationale: The project’s success depends on the Barangay’s willingness to provide financial backing for the proponents, indicating their commitment to modernization initiatives and ensuring sufficient resources for the project lifecycle.
The team must identify and resolve the project restrictions listed below, as they may affect the project's timeframe.
- Cost: The project is required to remain within the allotted funds, which could limit the range of services and resources that can be provided.
- Schedule: The project's lifetime may be limited by deadlines or timelines imposed by stakeholders or outside sources, necessitating effective time management.
- Scope: The team must deal with the resources at their service, including the tools and technological constraints. To achieve the project's goals, the team must ensure that they can work and complete the given task.
- Resource Availability: The project's execution and timetable may be impacted by the lack of trained labor, technology infrastructure, and other resources.
- Regulatory Compliance: The project must follow all applicable laws and regulations, which could restrict some technology or activities.
- Technological Restrictions: Some features or capabilities may not be able to be implemented due to compatibility problems or limitations in the current technology infrastructure.
- Expectations from Stakeholders: Project scope, objectives, and deliverables may be constrained by varying stakeholder expectations and needs.
| Project Milestone | Target Date (mm/dd/yyyy) |
|---|---|
| Project Start | 04/17/2023 |
| Planning | |
| Project Planning | 05/08/2023 |
| Completion and Approval of Project Plan | 06/19/2023 |
| Analysis and Design | |
| Front-end theme proposal and discuss specific users | 09/25/2023 |
| Finalized User Interface and User Experience (UI/UX) Design | 11/13/2023 |
| Development | |
| Initial Release 1 Prototype | 12/16/2023 |
| Release 2 | 01/19/2024 |
| Release 3 | 03/06/2024 |
| Project initiation with completion of project management document | 04/03/2024 |
| Review of project management documents for accuracy | 06/21/2024 |
| Finalization of project management documents | 06/27/2024 |
| Implementation | |
| Deployment of Solution | 08/20/2024 |
| Project Completion | 10/05/2024 |
Aligned with the organization's strategic goals and objectives, the Western Bicutan Barangay E-Governance System (BWBES) initiative seeks to optimize value and support the community's sustainability.
- The project aims to improve the living standards of residents in Barangay Western Bicutan. By improving access to information and services, fostering better communication, and promoting transparency in local government, this initiative aims to realize this objective. These enhancements are expected to elevate the overall quality of life and foster greater community engagement and unity. It aims to promote efficiency and openness in governance procedures and increase resident satisfaction and service delivery.
- The project aims to revolutionize traditional governance processes. Implementing a web system will digitize manual processes, such as document requests and transactions, reducing paperwork and streamlining administrative tasks. This digitization will enhance service delivery efficiency and minimize errors and delays associated with manual processes.
- Improving Governance Transparency and Efficiency with Security Protocols and Centralized Data Administration. Through the centralization of data management and careful compliance with data security regulations, the project makes substantial progress in promoting transparency and efficiency in governance.
The following table outlines the costs and savings associated with the WBBES project, description of this actions, and the anticipated costs or savings within the initial year. Labor costs are accounted for, as this project will be done in compliance with PBL.
Action |
Action Type |
Description |
First year costs (- indicates anticipated savings) |
Initial Development |
Cost |
Expenses associated with developing the web application |
₱ 0 |
Software Installation and Training |
Cost |
Costs for the proponents to install new software and train the barangay staff and residents |
₱ 0 |
Server and Maintenance |
Cost |
Server hosting costs and regular maintenance to ensure functionality and security |
₱ 5500 |
Data Migration |
Cost |
Costs associated with migrating data securely |
₱ 0 |
Other Operational Costs |
Cost |
Unexpected additional miscellaneous expenses that may be encountered during the project lifecycle |
₱ 0 |
Net First Year Savings |
₱ 5500 |
The following alternative options have been considered to address the problem. These alternatives were not selected for several reasons which are also explained below.
No Project (Status Quo) |
Reason For Not Selecting Alternative |
Maintain the mainframe legacy system in place |
|
Alternative Option |
Reason For Not Selecting Alternative |
Outsource the implementation of a web-based platform |
|
Alternative Option |
Reason For Not Selecting Alternative |
Develop Software Internally |
|
Barangay Western Bicutan is facing challenges in accommodating the residents in their barangay hall every day due to the large number of applicants arriving, which causes overcrowding and long waiting times. Their system depends on manual procedures, lacks adequate access to crucial data, and is prone to service delays. Additionally, it exhibits inefficiency, lacks transparency, and restricts residents' access to services and information.
To address their challenges, the proposed Western Bicutan Barangay E-Governance System (WBBES) aims to digitalize its platform which currently relies on manual processes, and limited access to crucial data and may result in service delays. This transition seeks to streamline operations, improve transparency, and enhance accessibility for residents, ultimately fostering a more efficient and responsive governance framework. The platform will enhance residents' access to essential services, foster better communication between the community and local government, and promote greater transparency in operations.
Several advantages are expected from the web application, such as less time and effort required for residents to process requests, assistance for vulnerable community members, the ability to eliminate errors through online forms, real-time insights for barangay staff, safe cloud-based data storage, and trustworthy information distribution.
The WBBES project will improve the community's long-term viability by fostering a more cohesive, effective, and transparent environment that will support the growth of its residents.
The proposed WBBES aims to address the inefficiencies of the traditional transaction processes between the barangay and its resident. Currently, they have no digitalized platform for this process, resulting in delays, errors, and difficulties in accessing services and information. Administrative tasks can be burdensome and time-consuming as the Barangay has a huge population equating to a demanding workload for manual handling.
The WBBES promises to revolutionize governance processes, offering residents faster and more efficient service delivery through streamlined digital workflows. By leveraging a centralized cloud-based platform, the project will improve traditional transaction processes between Barangay Western Bicutan and its residents, enhancing efficiency, transparency, response times, record-keeping, and community engagement. Furthermore, the implementation of data analytics capabilities will strengthen the association’s capabilities and ensure efficient business operations, heightening security while seamlessly integrating with existing IT platforms. Together, these initiatives aim to create a modernized and responsive governance framework, empowering residents and fostering a vibrant, inclusive community.
- Speed up and simplify service delivery, reducing wait times.
- Improve data management and transparency through a secure digital platform.
- Enhance resident satisfaction by making services easier to access online.
The project will utilize an agile approach to develop and implement the Western Bicutan Barangay E-Governance System (WBBES), encompassing platform design, customization, data migration, and user training. Specific documentation will be created for administrators and common users. This approach ensures flexibility and iterative development to meet evolving needs. Additionally, the project aims to deliver a user-friendly digital platform that enhances governance processes and promotes transparency and accessibility within the community. To address challenges such as long processing times and typographical errors, a web application will be developed to digitalize processes through online forms, reducing errors and expediting processing times for residents. This digitalization will also decrease physical transactions and interactions, providing residents with scheduled appointments for document retrieval.
This project aims to enhance the resident experience in Barangay Western Bicutan by introducing a web application offering online services to the community. With a focus on improving user experience, the project aims to streamline the process of accessing information and utilizing services, ensuring a smooth and efficient experience for all users.
- To develop a digital solution that improves data legibility, enhances the storage and retrieval of applicant information, thus minimizing transcription errors by at least 90%.
- To shorten processing time by 80% and provide a new means of communication for both applicants and barangay personnel that eliminate the reliance on physical logbooks and paper forms.
- To build a reliable and resilient data management solution that seamlessly synchronizes and backs up data between the local server and a secure cloud-based storage system, ensuring 90% web app uptime.
Based on the following performance indicators, the Western Bicutan Barangay E-Governance System (BWBES) project's success will be evaluated:
- Community Engagement: Barangay Western Bicutan people should embrace and use the web app extensively for it to be effective. The web application's analytics and feedback features will be used to track the engagement rate.
- Performance service: If the web system increases the effectiveness and efficiency of the barangay's service performance, it will be successful. Through the web system metrics such as resident satisfaction, the number of complaints addressed, and the processing time of requests will be tracked and measured.
- Budget: If the web system saves the barangay money, it will be a success. The savings from reducing physical infrastructure and manual processing will be compared against the cost of developing, maintaining, and promoting the online application.
- Data Governance and Security: Guaranteeing strong data governance and security policies is essential for protecting sensitive information and sustaining resident trust. Centralized data administration enhances data consumption, analysis, and management, assisting in the web system's success. The framework's efficiency is further increased by regularly tracking the data's completeness and quality.
- Strategic position: The Barangay will benefit from the web system if it provides them with a communication and service delivery edge over other communities. We'll track and measure the barangay's reputation as well as the number of newcomers and businesses drawn to the neighborhood.
The team must identify and resolve the project restrictions listed below, as they may affect the project's timeframe.
- Cost: The project is required to remain within the allotted funds, which could limit the range of services and resources that can be provided.
- Schedule: The project's lifetime may be limited by deadlines or timelines imposed by stakeholders or outside sources, necessitating effective time management.
- Scope: The team must deal with the resources at their service, including the tools and technological constraints. To achieve the project's goals, the team must ensure that they can work and complete the given task.
- Resource Availability: The project's execution and timetable may be impacted by the lack of trained labor, technology infrastructure, and other resources.
- Regulatory Compliance: The project must follow all applicable laws and regulations, which could restrict some technology or activities.
- Technological Restrictions: Some features or capabilities may not be able to be implemented due to compatibility problems or limitations in the current technology infrastructure.
- Expectations from Stakeholders: Project scope, objectives, and deliverables may be constrained by varying stakeholder expectations and needs.
User Adoption
Assumption: Successful project implementation relies on user adoption within Barangay West Bicutan.
Rationale: It is assumed that users will embrace the digital transition and actively engage with the document digitization system.
Stakeholder Collaboration
Assumption: Successful project implementation assumes active collaboration and communication with stakeholders, including businesses, community leaders, and regulatory bodies.
Rationale: Collaborative input is essential for tailoring the BWBES to meet the diverse needs and requirements of the community.
Financial Support
Assumption: Successful project implementation assumes necessary financial support from the Barangay throughout the project lifecycle.
Rationale: The project’s success depends on the Barangay’s willingness to provide financial backing for the proponents, indicating their commitment to modernization initiatives and ensuring sufficient resources for the project lifecycle.
The WBBES project will include the design, testing, and delivery of an e-governance system for Barangay Western Bicutan. All personnel, hardware, and software resources for testing will be managed by the project team. The personnel, hardware, and software resources for final deployment will be managed by Barangay Western Bicutan. All project work shall be done by the team, and all required testing will be done on the team’s Frappe Cloud server supplied for by Asia Pacific College. All project funding will be agreed upon by the project team, represented by project manager Cheyenne Valdez and product owner Guen Alimodian, and Barangay Western Bicutan, represented by Sec. Rommel Santiago. This project will conclude when the final report is submitted within 30 days after the e-governance system is tested and deployed throughout the barangay, and all technical documentation is complete and distributed to the appropriate personnel.
The following risks for the WBBES project have been identified. The project manager will determine and employ the necessary risk mitigation/avoidance strategies as appropriate to minimize the likelihood of these risks:
- Potential disruption to operations during solution deployment
- Budget overruns
The following deliverables must be met upon the successful completion of the WBBES project. Any changes to these deliverables must be approved by the project sponsor.
- Cost Management Plan
- Schedule Management Plan
- Business Case
- Project Charter
- Stakeholder Management Strategy
- Stakeholder Analysis
- Scope Management Plan
- Work Breakdown Structure
- Work Package Template
- Human Resource Plan
- Change Management Plan
- Risk Management Plan
- Procurement Management Plan
- Transition-out Plan
- Consolidated Project Management Documents
- Fully deployed e-governance system
- Relevant technical documentation for e-governance system
The project plan will be submitted and approved in accordance with the milestone schedule below. Upon approval of the project plan resources will be assigned to the project and work will commence within 5 business days. The Project Sponsor must approve any schedule changes which may impact milestones. A detailed schedule will be included in the project plan. The high-level milestone schedule is:
| Project Milestone | Target Date (mm/dd/yyyy) |
|---|---|
| Project Start | 04/17/2023 |
| Planning | |
| Project Planning | 05/08/2023 |
| Completion and Approval of Project Plan | 06/19/2023 |
| Analysis and Design | |
| Front-end theme proposal and discuss specific users | 09/25/2023 |
| Finalized User Interface and User Experience (UI/UX) Design | 11/13/2023 |
| Development | |
| Initial Release 1 Prototype | 12/16/2023 |
| Release 2 | 01/19/2024 |
| Release 3 | 03/06/2024 |
| Project initiation with completion of project management document | 04/03/2024 |
| Review of project management documents for accuracy | 06/21/2024 |
| Finalization of project management documents | 06/27/2024 |
| Implementation | |
| Deployment of Solution | 08/20/2024 |
| Project Completion | 10/05/2024 |
The following table contains a summary budget based on the planned cost components and estimated costs required for successful completion of the project. Personnel, hardware, and test server costs are already accounted for, since the team will be using their own devices and the Frappe Cloud servers for the system development, and the team’s Frappe Cloud server for testing is already hosted by Asia Pacific College.
Summary Budget - List component project costs |
|
Project Component |
Component Cost |
|
$2818.18 |
|
$0 |
|
$100/month |
|
$0 |
Total |
$2918.18/month |
The project is considered successfully completed when it meets all objectives and criteria outlined in the project charter and Statement of Work (SOW), including deliverables and budget constraints. A final review confirms all tasks are finished and issues resolved, and the project's documentation is organized and archived. The project's closure is formalized with a sign-off by the authorized official, followed by a closure meeting with stakeholders to ensure a smooth transition and release of resources.
Cheyenne Valdez is named Project Manager for the duration of the WBBES Project. Ms. Valdez’ responsibility is to manage all project tasks, oversee task delegation, and conduct sprint meetings regarding the project. Her team, consisting of a group of four junior IT students from Asia Pacific College, will serve as the developers, designers, documenters, and client coordinators of the project. Ms. Valdez will coordinate all resource requirements through product owner Guen Alimodian. Ms. Valdez is authorized to approve all budget expenditures up to, and including, the allocated budget amounts in accordance with Barangay Western Bicutan’s budget plans. Any additional funding must be requested through the Project Sponsor, Sec. Rommel Santiago. Ms. Valdez will provide bi-monthly updates to the Project Sponsor.
Team ALVA’s stakeholder management strategy will be utilized to identify the stakeholders for the WBBES project, an e-governance solution for Barangay Western Bicutan for both its personnel and its residents. The team will be working closely with the barangay’s leaders and representatives towards the development of a solution for their utilization in accordance with their requirements and the community’s needs.
Team ALVA identified the stakeholders through conducted interviews with local barangays as well as through the creation of a stakeholder analysis document detailing the stakeholders involved from the barangay as well as the influence they hold over the project.
The stakeholders identified are four barangay personnel and one resident from Barangay Western Bicutan, listed as follows:
- Hon. Pedrito B. Bermas - Barangay Captain
- Sec. Rommel Santiago - Barangay Secretary
- Gigi Bermas - Barangay Administrator
- Jose Rabajo Jr. - Barangay Treasurer
- Maria - Barangay Resident
The identified key stakeholder from the methodologies utilized by Team ALVA is Barangay Secretary Rommel Santiago. This decision was finalized by the barangay officials themselves who chose their secretary as the barangay representative and project coordinator with Team ALVA. This is further evident during the team’s first meeting with the client, where Sec. Rommel Santiago presided over the meeting.
Based on Team ALVA’s stakeholder analysis document, the team will coordinate with Barangay Secretary Rommel Santiago, who reports to Barangay Captain Hon. Pedrito B. Bermas, the head of the barangay itself. They both have the highest influence as stakeholders over the project. Sec. Rommel Santiago has laid out the stakeholder requirements from his prior experience with software development as well as from the barangay’s plans with modernization of their offered services. Under Sec. Santiago, Gigi Bermas and Jose Rabajo Jr. serve as barangay service personnel. Finally, Maria will serve as the representative for Barangay Western Bicutan for UI/UX and testing purposes of the desired system modules from stakeholder requirements.
For full information regarding the stakeholder analysis, see the document itself here.
The Scope Management Plan provides the scope framework for Western Bicutan Barangay E-governance System (WBBES). This plan documents the scope management approach, roles and responsibilities as they pertain to project scope, scope definition, verification and control measures, scope change control, and the project’s Work Breakdown Structure (WBS). Any project communication which pertains to the project’s scope should adhere to the Scope Management Plan.
The objective of WBBES is the implementation of a cloud-based product which will be used to digitalize and improve the barangay’s various traditional transaction processes. This includes design of the software, all programming and coding, and testing/validation of the software. No external resources or outsourcing are anticipated for this project.
Scope management will be authorized and managed by the project manager. The scope will be defined by the project’s Work Breakdown Structure, statement of work, and Work Breakdown Dictionary. This will be measured and verified utilizing project management tools like OpenProject and Jira. The scope change process will be initiated by the product owner and authorized by the project manager. The final deliberation will lie in the hands of both the project sponsor and the project manager, who serve as representatives of the stakeholder and the project team respectively.
The Project Sponsor, Project Manager, and team will all play key roles in managing this project's scope. As such, respective proponents must be aware of their responsibilities to ensure that work performed on the project is within the established scope throughout the project's duration. The table below defines the roles and responsibilities for the scope management of WBBES.
Role |
Description |
Project Sponsor |
Provides executive team approval and sponsorship for the project. Has budget ownership for the project and is the major stakeholder and recipient for the project deliverables. |
Project Manager |
Lead role in planning, executing, monitoring, controlling, and closing out the projects. Also, accountable for the entire project scope, the project team and resources, the project budget, and its success or failure. |
Product Owner |
In charge of constructing and prioritizing project criteria, as well as ensuring that the end result fulfills the barangay's needs. |
Stakeholders |
Oversees offering feedback on the specifications, expectations, and overall scope of the project. In accordance with the project's scope, he must also accept the deliverables. |
Team Members |
In charge of creating the project deliverables and collaborating with the other members of the team to make sure the project is successful. |
The project starts with gathering requirements from stakeholders, translated into user stories tracked in Jira or OpenProject. Backlog refinement prioritizes and breaks down stories, while sprint planning selects tasks for each sprint. Development happens on GitHub, with regular meetings for communication. Continuous integration and testing ensure functionality, with feedback gathered in sprint reviews. Documentation is updated, and retrospectives allow for improvements. This iterative process ensures alignment with stakeholder needs using Agile and Scrum methodologies.
The Western Bicutan Barangay E-Governance System aims to improve communication between the administration and residents through an online platform. It includes a prominent announcement banner for sharing important updates and events. Residents can request documents like clearances, certificates, and permits through the platform. They can fill out forms, upload documents, and track request status. Online payment options will be available for added convenience. Security measures will protect resident information, and the platform will be user-friendly across devices. Administrators can manage requests and track payments through a dashboard. This scope aims to enhance communication and efficiency for residents and the administration.
The WBBES scope statement provides a detailed description of the project, deliverables, constraints, exclusions, assumptions, and acceptance criteria. Additionally, the scope statement includes what work should not be performed to eliminate any implied but unnecessary work which falls outside the of the project’s scope.
WBBES includes the design, programming, and testing of a new cloud-based application for digitalizing and improving the barangay’s various traditional transaction processes. The deliverables for this project are a completed cloud-based application for digitalization with the flexibility to modify and expand the application as necessary in the future. This project will be accepted once the new software has been successfully tested in each department and has been shown to be compatible with the company’s current information technology (IT) infrastructure. This project does not include ongoing operations and maintenance of the software. Only internal personnel and resources may be used for this project. Additionally, the project is not to exceed AY2024-2025 T1 in terms of duration and ₱5500/monthly in terms of cost. Assumptions for this project are that support will be provided by the project sponsor throughout the project lifecycle and the active collaboration and communication with stakeholders, including businesses, community leaders, and regulatory bodies for the successful completion of this project. Project Deliverables
- Project Exclusions– The project will be browser-exclusive. Documents involving business services will only provide document tracking help to the user.
- Project Constraints– The project aims to maximize the usage of paid software offered by Asia Pacific College and free and open–source software.
- Project Assumptions– Work under this project will not disregard manual barangay services as a whole, but rather work hand in hand with them to serve as an additional medium where residents can reach out to the barangay. Users of this product will require online connection to access the system. Maintenance and software costs including domain, hosting, and cloud pricing will be shouldered by the barangay.
For more effective management, the work required to complete BWBES will be subdivided into individual work packages to be worked on during office hours (7:30AM – 5:30PM). This will allow the Project Director to manage the project’s scope more effectively as the project team works on the tasks necessary for project completion. The project is broken down into three phases: the design phase, the programming phase, and the testing phase. Each of these phases is then subdivided further down to work packages with duration estimates specified on the project team’s WBS on OpenProject.
To see WBBES' Work Breakdown Structure, click here.
As the WBBES project progresses, the Project Manager will systematically verify ongoing project deliverables against the original scope outlined in the scope statement, WBS, and WBS Dictionary. Once alignment with the project plan's requirements is confirmed, the Project Manager will meet with the Sponsor for formal acceptance of the deliverable. During this meeting, the Project Manager will present the deliverable to the Project Sponsor, who will signify acceptance by signing a project deliverable acceptance document. This process ensures ongoing alignment of project work with the defined scope, maintaining consistency throughout the project lifecycle.
The Project Manager and the project team will collaborate to control the scope of WBBES. Utilizing the WBS Dictionary as a statement of work for each WBS element, the project team will ensure they follow the defined tasks and deliverables outlined. Oversight by the Project Manager will ensure compliance with this scope control process, with progress reported using Project Scope measurement tools.
The Western Bicutan Barangay E-Governance System (WBBES) project cost management plan was brought together after Team ALVA’s first meeting with the client last April 11, 2024. Changes to the budget shall be approved by both Team ALVA and Barangay Western Bicutan Secretary. Cost performance shall be measured by Team ALVA, reviewed by project manager Cheyenne Valdez, and emailed monthly to Barangay Western Bicutan’s secretary Mr. Rommel Santiago.
Our approach to the cost management for WBBES was based on our team’s first meeting with Barangay Western Bicutan. The barangay expressed their product requirements as follows: to be able to have the system named to their domain, and; to be able to have their own cloud under their control. The barangay also expressed the possibility of the following features to be added: a payment gateway supporting GCash; a complaint/concern portal, and; a blotter portal. The cost management for WBBES shall be based on these identified work packages identified, though may be subject to revision in accordance with best practice and standards for project management.
The costs for the WBBES project will include manpower costs, maintenance costs, and indirect costs. Indirect costs will be accounted for by the barangay. Stakeholder requirements state that the barangay will purchase their own domain and cloud hosting.
Reporting for cost management will be included in the monthly project status report. The Monthly Project Status Report will include a section labeled, “Cost Management”. This section will contain the Earned Value Metrics identified in the previous section. All cost variances outside of the thresholds identified in this Cost Management Plan will be reported on including any corrective actions which are planned. Change Requests which are triggered based upon project cost overruns will be identified and tracked in this report.
If the project’s control thresholds are reached, a cost variance corrective action plan will be put into action. Team ALVA’s project manager will present project sponsor Sir Rommel Santiago with options for corrective actions within seven business days when the cost variance is first reported. Within three business days from when the Project Sponsor selects a corrective action option, the Project Manager will present the Project Sponsor with a formal Cost Variance Corrective Action Plan. The Cost Variance Corrective Action Plan will detail the actions necessary to bring the project back within budget and the means by which the effectiveness of the actions in the plan will be measured. Upon acceptance of the Cost Variance Corrective Action Plan it will become a part of the project plan and the project will be updated to reflect the corrective actions.
The cost change control process will follow the established project change request process. Approvals for project budget/cost changes must be approved by the project sponsor.
The budget for this project is detailed below. Costs for this project are presented in various categories. Material and contractor costs are already accounted for, since the team will be using their own devices and the Frappe Cloud servers for the system development.
Western Bicutan Barangay E-Governance System
Manpower Estimated Cost
Role |
Average Salary (monthly) |
Total Salary (12 months) |
Count |
Total |
Project Manager/Scrum Master[1] |
₱60,000.00 |
₱720,000.00 |
1 |
₱720,000.00 |
Product Owner[2] |
₱55,000.00 |
₱660,000.00 |
1 |
₱660,000.00 |
Scrum Member/Junior Developer[3] |
₱40,000.00 |
₱480,000.00 |
2 |
₱960,000.00 |
Maintenance, Hosting, DNS Cost & Cloud Pricing
Description |
Cost (per period) |
Period |
Total |
|
Frappe Cloud Pricing[4]
|
₱5,500.00 |
1 year |
₱5,500.00 |
Indirect Cost
Description |
Cost (per period) |
Period |
Total |
Utilities |
Covered by the barangay |
||
Equipment |
Covered by the barangay |
||
Miscellaneous Expenses |
Covered by the barangay |
Estimated Project Cost
Description |
Cost (per period) |
Period |
Total |
Total Project Cost |
₱2,340,000.00 |
yearly |
₱2,340,000.00 |
Maintenance |
₱5,500.00 |
yearly |
₱5,500,000.00 |
[1] Glassdoor, "Salary: Project Manager Scrum Master in Philippines 2024 | Glassdoor," 18 June 2024. [Online]. Available: https://www.glassdoor.com/Salaries/philippines-project-manager-scrum-master-salary-SRCH_IL.0,11_IN204_KO12,40.htm. [Accessed].
[2] Glassdoor, "Salary: Product Owner in Philippines 2024 | Glassdoor," 17 June 2024. [Online]. Available: https://www.glassdoor.com/Salaries/philippines-product-owner-salary-SRCH_IL.0,11_IN204_KO12,25.htm. [Accessed].
[3] Glassdoor, "Salary: Junior Developer in Philippines 2024 | Glassdoor," 18 June 2024. [Online]. Available: https://www.glassdoor.com/Salaries/philippines-junior-developer-salary-SRCH_IL.0,11_IN204_KO12,28.htm. [Accessed].
[4] Frappe, "Shared Hosting | Frappe Cloud," 14 June 2024. [Online]. Available: https://frappecloud.com/shared-hosting. [Accessed].
The Schedule Management Plan for the E-Governance system of Barangay Western Bicutan, utilizing an agile methodology, outlines a comprehensive approach to developing, managing, and controlling the project timeline. This includes defining activities, sequencing tasks, estimating durations, and developing the schedule to ensure alignment with project goals. Schedule control processes will be implemented to monitor progress and address deviations promptly. Clear procedures for managing schedule changes and thresholds will be established, including criteria for evaluating and approving changes to maintain control over the project timeline. Additionally, the plan addresses scope changes by detailing how they will be identified, evaluated, and integrated into the schedule. Collectively, these elements ensure efficient execution, flexibility to adapt to evolving needs, and effective communication among stakeholders, thereby enhancing governance processes and promoting transparency within the community.
The Schedule Management Approach for the E-Governance project of Barangay Western Bicutan provides a general framework for creating the project schedule, ensuring a methodical and well-organized development process. This strategy assigns roles and duties for schedule development, identifies important milestones, and provides scheduling tools and formats.
- Scheduling Tool/Format
Jira will be primarily utilized for task management, sprint planning, and progress tracking within an Agile framework. With features like burndown charts, Kanban boards, and customized workflows, Jira will help the team prioritize tasks, manage work effectively, and ensure that project milestones are accomplished on time.
OpenProject will manage the overall Gantt chart, providing stakeholders with a visual depiction of the project’s timetable, task dependencies, and key completion dates.
TeamBox will enhance team collaboration and communication, allowing for efficient coordination among team members, sharing of updates, and tracking of project activities. By leveraging these tools, we aim to ensure a well-organized and transparent scheduling process, supporting effective project execution and achievement of project goals.
- Schedule Milestones
Summary Milestone Schedule – List key project milestones relative to project start. |
|
Project Milestone |
Target Date (mm/dd/yyyy) |
Project Start |
04/17/2023 |
|
Planning
|
05/08/2023 |
|
Analysis and Design
|
09/25/2023 |
|
Development
|
12/16/2023 |
|
Implementation
|
08/20/2024 |
Project Completion |
10/05/2024 |
The Schedule Control section outlines the way the project timeline will be controlled during the life of the Barangay Western Bicutan E-Governance project. This includes factors like how schedules are evaluated, how often changes are made, how updates are shared, and what functions and responsibilities are involved in scheduling control.
- Weekly Progress Reports: A detailed progress report will be distributed weekly to all team members and stakeholders, highlighting completed tasks, upcoming activities, and any identified risks, delays, or issues.
- Project Dashboard: A real-time project dashboard will be maintained in OpenProject and Jira, allowing team members and stakeholders to view the current status of the project, track progress, and monitor key performance indicators.
- Status Meetings: Regular status meetings will be held to facilitate open communication among team members, address any concerns, and ensure that everyone is aligned with the project schedule.
Roles and Responsibilities
- Project Manager: Responsible for overseeing schedule control overall, making sure that the project stays on course and that any lapses are quickly modified. Monthly and biweekly review sessions will also be organized by the project manager.
- Scrum Master: Assures that the project proceeds according to plan, the Scrum Master collaborates with the Project Manager and Product Owner to address risks and issues related to the timeline and guarantees the team follows it.
- Product Owner: works in collaboration with Scrum Team and Project Manager to ensure that deliverables for the project correspond to the timeline, prioritize requirements in line with the timeline, and provide recommendations for modifying the schedule.
- Development Team: Every week, the team will take part in progress discussions and offer suggestions during schedule reviews. Required to give precise and prompt reports on tasks achieved and any possible issues.
- Stakeholders: Take part in milestone reviews and offer input on the status of the timeline. In addition, stakeholders will participate in monthly milestone review meetings and agree with any significant modifications to the timetable.
- Project advisers and class advisers: Guide monitoring of the project timeline and ensure that it aligns with relevant goals and specifications.
Setting boundary criteria defined by the project sponsor is essential to defining the schedule parameters that the project must work inside as the schedule is being developed. These boundaries make sure the project stays on course and in line with its objectives. A request for a schedule adjustment must be made in response to any occurrence that could result in a change beyond these constraints. Before the schedule is changed, this request needs to be made to and approved by the project sponsor.
The schedule change request process involves a thorough assessment of the potential impact of the proposed change on the overall project timeline, resources, and deliverables. A thorough explanation of the change, any possible hazards, and suggested mitigation techniques must all be included in the request. The project guarantees that substantial deviations are handled skillfully, upholding accountability and openness throughout the project lifespan, by employing this regulated approach to schedule modifications.
There are times when authorized scope adjustments for the project called for revising the timeline. These scope adjustments may include new deliverables or specifications that weren't originally included in the original plan. Under such circumstances, the project manager and team need to evaluate the state of the project schedule at the moment and ascertain how the scope change will affect the timeline and available resources.
In this assessment, it will be determined how the new requirements will fit in with the current duties and whether any resources or deadline adjustments are required. The project team can make sure that the timetable stays sufficient and attainable even when the scope changes by carefully taking these aspects into account. By ensuring that all modifications are handled methodically and preserving project integrity, this procedure helps to minimize interruption and keep the project on track.
To minimize resource allocation, we have decided to link our Work Breakdown Structure document to our GitHub Wiki page instead. View our WBS here.
To view our work packages, click here.
The WBBES project’s human resources management plan includes the detailing of the involved teams, which are Team ALVA and Barangay Western Bicutan representatives from both the barangay personnel and community itself. The plan includes the roles of each team member, to whom they report to, and the responsibilities they carry, which can be used as reference for the specification of the duties that each human resource involved in the project has.
The project involves Team ALVA, the system and project developers, and Barangay Western Bicutan, the stakeholders.
Team ALVA involves four junior IT students from Asia Pacific College. Included in the team are the following individuals:
- Cheyenne Valdez – Scrum Master, Project Lead, and Fullstack Developer
- Guen Joy Alimodian – Product Owner and Front-end Developer
- David Wilson Luminarias – System Designer, Documentation Committee
- Angelo Danriec Villaflor – Documentation Committee
Barangay Western Bicutan serves as the project’s stakeholder, with four individuals representing the barangay, namely:
- Hon. Pedrito B. Bermas – Barangay Captain
- Sec. Rommel Santiago – Barangay Secretary (Barangay Western Bicutan Official)
- Gigi Bermas – Barangay Administrator (Barangay Western Bicutan Official)
- Jose Rabajo Jr. – Barangay Treasurer (Barangay Western Bicutan Official)
- Maria – Barangay Western Bicutan Resident
Name |
Department/Company |
Position |
Advisers |
Objectives, Requirements, Interests |
Influence |
Project Contribution |
Resistance |
Hon. Pedrito B. Bermas |
Barangay Western Bicutan Official |
Barangay Captain |
|
Community Progress, Strengthening Communication, Fostering Transparency, and Ensuring Data Security. |
High |
Approver of the documents and project. |
Privacy, security and resistance to change. |
Sec. Rommel Santiago |
Barangay Western Bicutan Official |
Barangay Secretary |
Barangay Captain |
Community Progress, Strengthening Communication, Fostering Transparency, and Ensuring Data Security. |
High |
Assist the team by providing necessary paperwork and responding to any queries they may have |
Concerns about data accuracy and security |
Gigi Bermas |
Barangay Western Bicutan Official |
Barangay Administrator |
Barangay Captain |
Community Progress, Strengthening Communication, Fostering Transparency, and Ensuring Data Security. |
Medium |
Ensuring compliance, managing resources, and facilitating communication |
Security Concerns, Transparency Concerns. |
Jose Rabajo Jr. |
Barangay Western Bicutan Official |
Barangay Treasurer |
Barangay Captain |
Community Progress, Strengthening Communication, Fostering Transparency, and Ensuring Data Security. |
Medium |
Insights into financial planning and budgeting to support the sustainability of the project |
Limited technical expertise, and uncertainties regarding data accuracy |
Maria |
Barangay Western Bicutan Official |
Barangay Treasurer |
|
Access to accurate and current information, availability of various requested documents, and the ability to submit concerns online. |
High |
Feedback and active engagement |
Resistance to change and technological barriers |
The Staffing Management plan for the Western Bicutan Barangay E-Governance System outlines the processes for acquiring, managing, and releasing project human resources. Team ALVA, composed of junior IT students from Asia Pacific College, will be fully assembled at project initiation, with additional technical support hired as needed during development and testing phases. Training programs will address skill gaps, focusing on agile methodologies and technical tools, while stakeholders will be trained on system usage and data security. Performance reviews, incorporating monthly progress checks, stakeholder feedback, and peer evaluations, will ensure project alignment. A rewards and recognition system, including monthly awards and team celebrations, will maintain motivation. The project will adhere to relevant government and regulatory requirements, ensuring data privacy and workplace safety, to optimize human resources and successfully deliver the e-governance system.
The WBBES project’s Change Management Plan details how changes within the project plan shall be conducted and communicated within the project team (Team ALVA) and the stakeholders (Barangay Western Bicutan) in order to set adjustments to the project accordingly, and to readjust stakeholder expectations for the project.
WBBES’ change control board oversees project change approval. The members of the board comprise of the project sponsor, project manager and scrum master, and the product owner. Below is the table with details regarding each change control board member.
Name |
Position |
CCB Role |
Sec. Rommel Santiago |
Project Sponsor |
CCB Chair |
Cheyenne Valdez |
Project Manager, Scrum Master |
CCB Member |
Guen Alimodian |
Product Owner |
CCB Member |
Team ALVA must take the Change Control Board’s decisions into consideration for the development of the project. However, concerns raised by the team must be discussed internally, and then escalated to team lead and project manager Cheyenne Valdez, who represents the team. These changes must then be communicated by project manager Cheyenne Valdez to Barangay Western Bicutan representative Sec. Rommel Santiago, who must conduct discussions within the barangay officials and the project manager before deliberating on the changes to be considered for the project.
- Identify Change
- Team ALVA (led by the product owner) or the stakeholders identify a need for change within the project.
- Submit Change Request to CCB
- Specify concern to project manager for initial review.
- Internal meetings must commence to for further specification of concern details.
- Escalation to CCB
- Project manager escalates change request to CCB.
- CCB Review
- Internal CCB meeting commences to review the change request and deliberate on the action to be taken (change approval, rejection, revision) in accordance with stakeholder requirements and project context.
- Decision Communication
- After CCB deliberation, project manager must communicate decision to Team ALVA, and update plans accordingly.
- Review and Closure
- Project manager verifies resolution regarding change concern.
- Change request is formally closed.
The WBBES project’s Communications Management Plan defines the information dissemination process to be followed and observed by the project team and stakeholders. The communications management plan specifies the following:
- Information
- Details
- Process of Dissemination
- Medium/Platform to be Used
- Frequency
- Point Person/s
- Stakeholder Communication Requirements
- Communication Resource Allocation
- Confidential Information Handling
- Communication Process Change Management
- Communication Flow
- Communication Constraints
- Communication Templates/Formats/Documents
- Escalation Process
The project team’s approach to communication management primarily utilizes Microsoft Teams as a platform, maximizing the use of its features such as its group chat and channels. The project team regularly meets daily using the scheduled meeting future for daily stand-ups, and uses the add-on application “TeamBox” to log daily reports asynchronously. To communicate progress with deliverables, they also use Atlassian software Jira and Trello for progress tracking.
To communicate with the stakeholders, the product owner communicates with the project sponsor through text/SMS for specific concerns, and general concerns are communicated through their Meta Messenger group chat, comprised of the project team members and the project sponsor. Confidential information is communicated through in-person meetings at the Barangay Western Bicutan Hall located in Taguig.
The following constraints were identified regarding the project’s communication management:
- Resource availability: Resource availability pertains to the limitations surrounding the availability of technological and material resources required for executing communication activities. For example, if necessary, software tools are unavailable, communication efforts may suffer.
- Technological constraints: It refers to limitations associated with the technology available for communication and the stakeholders' ability to utilize that technology. For instance, if the user has restricted internet access or lacks digital literacy, alternative methods such as face-to-face meetings might be necessary for the project.
- Scheduling Restrictions: Time-related limitations guarantee consistent communication to maintain project development. For example, every two weeks/every sprint, the project team needs to submit progress updates. Deadlines that are missed could cause decision-making and project milestones to be delayed. However, when stakeholders or clients are hard to get in touch with, scheduling gets difficult. Project development and communication may be delayed by this obstacle. Decision-making and reaching milestones may suffer in such circumstances.
- Budget constraints: Budget constraints in the development of a barangay web application or system encompass financial limitations that influence expenditure on various aspects, including cloud services and infrastructure. For instance, if the project's budget is limited, the team may need to carefully allocate funds to prioritize essential cloud services and infrastructure needed for project, ensuring efficient performance and scalability within budgetary constraints.
- Legislative and Regulatory Compliance: Legal and regulatory restrictions requiring that communications comply to applicable laws, regulations, and policies are referred to as legislative and regulatory compliance while developing the project. For instance, to prevent the illegal sharing of sensitive personal information, communications must abide by data protection rules such as the Data Privacy Act.
In the development phase of the WBBES project, effective communication is important. All stakeholders must be kept informed and involved as we strive to create a strong e-governance platform. In order to make sure that barangay officials, citizens, and project team members are aware of the project's progress on a regular basis, understand their duties, and are able to offer insightful comments, this paper describes the communication needs. By following these communication rules, we hope to manage expectations, promote transparency, and quickly address any issues that may arise, all of which will help to ensure that the project is implemented successfully.
- Regular Updates: To make sure everyone is aware of the project's developments, scheduled progress updates should be sent to stakeholders and project team members.
- Roles and Responsibilities: Clear communication about stakeholder duties is vital for effective collaboration. Stakeholders must provide the required information to define their roles accurately, ensuring alignment with project objectives and timelines.
- Feedback Opportunities: Mechanisms for stakeholders to offer insightful comments and feedback on the project's progress and functionalities should be established to promote engagement and enhance the success of the platform.
- Transparency: To foster transparency, communication channels must include thorough details regarding project advancements, difficulties, and choices taken during the development phase.
- Stakeholder Communication: Communication schedules should be clearly defined, and stakeholders should be informed about project changes and information in an appropriate format on a regular basis.
- Timely Issue Resolution: Teams must communicate efficiently to address stakeholder concerns promptly, preventing project delays.
Project Sponsor
The Project Sponsor for the Western Bicutan Barangay E-Governance System (WBBES) project is Barangay Secretary Rommel Santiago. As the champion of the project, Sec. Santiago has authorized the project by signing the project charter and is responsible for the project's funding and overall success. Since the Project Sponsor is at the executive level, communications should be presented in summary format unless Sec. Santiago requests more detailed communications. Sec. Santiago’s role includes high-level oversight and ensuring that the project aligns with the strategic goals of Barangay Western Bicutan.
Key Stakeholders
Key Stakeholders include all individuals and organizations who are impacted by the project. For this project, the subset of Key Stakeholders includes executive management with an interest in the project and key users identified for participation. The identified key stakeholder from the methodologies utilized by Team ALVA is Barangay Secretary Rommel Santiago.
Change Control Board
The board is comprised of the Project Sponsor, Sec. Rommel Santiago (who serves as the CCB Chair), the Project Manager Cheyenne Valdez, the Scrum Master, and the Product Owner Guen Alimodian. The CCB is responsible for reviewing and authorizing changes within the project’s infrastructure and ensuring that these changes align with stakeholder requirements and project objectives. Any proposed changes are discussed and deliberated within the CCB before approval, rejection, or revision. The decisions made by the CCB must be communicated effectively to all relevant parties to ensure proper implementation and adherence to the updated project plan.
Customer
The customer will be involved in reviewing prototypes, approval of designs and implementation stages, and acceptance of the final project deliverables. For WBBES, this role is represented by the residents and personnel of Barangay Western Bicutan.
Project Manager
The Project Manager, Cheyenne Valdez, has overall responsibility for the execution of the project. The Project Manager manages day-to-day resources, provides project guidance, and monitors and reports on the project’s metrics as defined in the Project Management Plan. As responsible for the project's execution, the Project Manager is the primary communicator, distributing information according to this Communications Management Plan.
Project Team
The Project Team for the WBBES project consists of junior IT students from Asia Pacific College, who are responsible for developing, designing, documenting, and coordinating with the client. The project team needs a clear understanding of the work to be completed and the framework in which the project is to be executed. Since the Project Team ALVA is responsible for completing the work, they played a key role in creating the Project Plan, including defining its schedule and work packages. The Project Team requires a detailed level of communication, which is achieved through day-to-day interactions with the Project Manager and other team members, along with weekly team meetings. These interactions ensure that everyone is updated on progress and any issues are promptly addressed.
Technical Lead
The Technical Lead for the WBBES project is a designated person on the Project Team responsible for ensuring that all technical aspects of the project are addressed and that the project is implemented in a technically sound manner. The Technical Lead is responsible for all technical designs, overseeing the implementation of the designs, and developing as-built documentation. Close communication with the Project Manager and Project Team is essential for the Technical Lead to ensure technical integrity and project success. This role involves detailed oversight of the technical implementation to ensure that the e-governance system is robust, secure, and meets the specified requirements.
The following table presents contact information for all persons identified in this communications management plan. The email addresses and phone numbers in this table will be used to communicate with these people.
Role |
Name |
Title |
Organization/Department |
Phone |
|
Project Sponsor |
Sec. Rommel Santiago |
Barangay Secretary |
Barangay Western Bicutan |
09190854137 |
|
Project Manager, Technical Lead |
Cheyenne Valdez |
Project Team Lead |
Team ALVA |
09178964994 |
|
Product Owner |
Guen Joy Alimodian |
Product Owner |
Team ALVA |
09561691931 |
|
Scrum Team |
Angelo Danriec Villaflor |
Team Members |
Team ALVA |
09565480563 |
The communication methods and technologies involved are:
- face-to-face meetings
- online meetings conducted via Microsoft Teams
- asynchronous daily stand-ups conducted via Microsoft Teams add-on application TeamBox
- project team updates and conversations via Microsoft Teams group chat
- stakeholder and project team conversations via Meta Messenger group chat and text/SMS
The following table identifies the communications requirements for this project.
Communication Type |
Objective of Communication |
Medium |
Frequency |
Audience |
Owner |
Deliverable |
Format |
Kickoff Meeting |
Introduce the project team and the project. Review project objectives and management approach. |
Face to Face |
Once |
Project Sponsor, Project Team |
Project Manager |
Agenda, Meeting, Minutes |
Soft copy |
Sprint Planning |
Define what can be delivered in the sprint and how that work will be achieved |
Conference Call |
Biweekly |
Project Team |
Project Manager |
Agenda |
MS Teams Recording Link |
Sprint Review |
To gather feedback and ensure transparency in the next steps of the development process |
Conference Call |
Biweekly |
Project Team |
Project Manager |
Agenda |
MS Teams Recording Link |
Sprint Retrospective |
Encompasses evaluating the team's effectiveness during the last sprint, identifying improvements, and planning for better performance. |
Conference Call |
Biweekly |
Project Team |
Project Manager |
Agenda |
MS Teams Recording Link |
Backlog Refinement |
Adjusting, estimating, and ranking the issues to know what the highest priority is. |
Conference Call |
Biweekly |
Project Team |
Project Manager |
Agenda |
MS Teams Recording Link |
Daily Scrum |
To discuss progress and identify blockers hindering that progress. |
Conference Call |
As Needed |
Project Team |
Project Manager |
Agenda |
MS Teams Recording Link |
This communication flowchart is designed to be a guide for project communication. It outlines the standard steps for the project to follow for most situations. However, there may be occasions or situations which fall outside the scope of this flowchart. In these instances, the Project Manager will be responsible for discussing the communication needs with the Project Sponsor and collaboratively determining the most effective way to proceed.
To see the flowchart, please see communications management plan here.
Listed below are the meeting guidelines observed by both the project team and stakeholders:
- Set Clear Objectives: Define the meeting's objective and goals to ensure everyone knows what must be addressed.
- Agenda: Create a structured agenda that outlines the subjects to be discussed.
- Invite Relevant Participants: Invite individuals whose presence is required to achieve objectives.
- Schedule: Begin the meeting on time and stick to the agenda to respect the attendees' time. Finish the meeting on time, or early if the objectives are completed.
- Document: Record meeting minutes that summarize major topics, decisions, and action items assigned.
- Follow Up: Monitor progress on action items and contact participants as needed to ensure activities are completed on time.
- Feedback: Encourage participants to provide feedback on the meeting structure, content, and effectiveness to continually improve future meetings.
Standardization simplifies project management communications for the project team and the stakeholders alike. The WBBES project will utilize standardization to communication to provide clarity and set clear expectations for Team ALVA and Barangay Western Bicutan. The use of centralized platforms for communication and reporting will be observed to allow for asynchronous collaboration within the team, and standardized naming conventions will ensure organization of documents. These measures will enhance communication efficiency and effectiveness across all project activities, facilitating better collaboration among team members and stakeholders, regardless of their geographic locations and schedule availability.
For the WBBES project, the communication standards set by both the project team and stakeholders to ensure clear, consistent, and efficient information exchange are:
- Communication Protocols:
- Frequency:Regular Team ALVA meetings will provide daily project updates, both or either synchronously or asynchronously, through the form of daily stand-ups. Sprintly project meetings will also be held to keep everybody on track with both project team and stakeholder expectations. Meetings between Team ALVA and Barangay Western Bicutan will be held bi-monthly. Lastly, miscellaneous communication will be handled through instant messaging
- Channels:Team ALVA meetings will be held online through Microsoft Teams, while Team ALVA-Western Bicutan meetings will be held onsite. Miscellaneous communication will use instant messaging apps like Messenger and SMS for project team-stakeholder communication, and Microsoft Teams for internal project team communication.
- Responsiveness:Team members are expected to respond to messages within 24 hours during business days to ensure prompt issue resolution and information sharing. Inability to attend meetings or meet deliverables shall prompt team members to regularly update the project team.
- Documentation Standards:
- Format:Team ALVA documentation utilizes Project Management Docs standard formatting for their project management documentation provided by Asia Pacific College.
- Naming Convention:Team ALVA follows the naming convention “Team Name_Project Management Document Title” (ex. “ALVA_Communications Management Plan”). For their consolidated project management documents, they follow the prescribed naming convention “## Consolidated Project Management Document Title” (ex. “01 Consolidated Gantt Chart”).
- Storage:Team ALVA utilizes shared, cloud-based repositories for their documentation in general. The project team’s documentation is stored in the “Documentation” (> PROJMAN) folder of their GitHub repository, while their consolidated project management documents are stored in the prescribed OneDrive folder provided by their subject adviser. The project team utilizes GitHub commits for their document version control.
- Reporting Standards:
- Content:Reports will include key project metrics, progress updates, risk assessments, and any issues or decisions that need attention. They should be clear, concise, and tailored to the Barangay Western Bicutan's needs.
- Distribution:Relevant documents will be distributed to stakeholders via instant messaging and printed copy.
- Platform:All project team documentation will be done on Microsoft Word SharePoint to ensure seamless collaboration with each team member.
- Stakeholder Engagement:
- Inclusion:All relevant stakeholders, including barangay officials, project team members, vendors, and community representatives, will be included in communications that pertain to their interests and responsibilities.
- Feedback:Review meetings and instant messaging will be held and observed to ensure their concerns and suggestions are addressed promptly.
When a communication issue arises, the team member identifying the issue should document the problem in detail, including a description of the issue, its impact on the project, steps already taken to resolve it, and any relevant communication logs or documents. The team member should first attempt to resolve the issue within the immediate project team through team meetings, direct communication with the involved parties, or leveraging internal resources and expertise. If the issue cannot be resolved at the team level, it should be escalated to the Project Manager, Cheyenne Valdez, who will be provided with all documentation and details gathered in the initial step.
- The Project Manager will assess the issue and determine the appropriate course of action, which may involve directly intervening to resolve the issue, facilitating a meeting between the involved parties, or consulting with other team members or experts. If the Project Manager is unable to resolve the issue, it will be escalated to the Program Manager. The Project Manager will provide a summary of the issue, actions taken, and recommendations for resolution.
- The Program Manager will review the issue and take necessary actions, such as reallocating resources, adjusting project timelines, or mediating between conflicting parties. For issues that significantly impact the project's scope, budget, or strategic direction, the Program Manager may escalate the issue to the Steering Committee. The committee will review all relevant information and documentation, discuss potential impacts and solutions, and make decisions to resolve the issue and provide strategic guidance.
- If the Steering Committee cannot resolve the issue or if it requires executive decision-making, the issue will be escalated to the Project Sponsor, Sec. Rommel Santiago. The Project Sponsor will review the detailed report from the Steering Committee, make a final decision to resolve the issue, and communicate the decision and next steps to all relevant parties.
- For example, if a team member notices a recurring miscommunication with a key stakeholder leading to delays in deliverable approvals, they should document the issue and attempt to resolve it directly with the stakeholder. If this does not work, the team member should escalate the issue to the Project Manager with all relevant details. If the Project Manager cannot resolve it, the issue will be escalated to the Program Manager, who may identify the problem's root cause and take corrective actions, such as additional training for the stakeholder and regular check-in meetings to ensure clarity. After resolution, documenting the steps and conducting a feedback session helps prevent similar issues in the future.
Term |
Definition |
Communication |
The action of transferring information through writing, speaking, or using a medium that facilitates comprehension from one person, group, or place to another. |
Stakeholder |
Individuals or organizations involved in the project or whose interests could be impacted by the project’s execution or outcome. |
Communications Management Plan |
A section of the overall Project Management Plan which details how project communications will be conducted, communications participants, communications frequency, and communications method. |
Escalation |
The process details how conflicts and issues will be passed up the management chain for resolution and the timeframe to achieve resolution. |
The Western Bicutan Barangay E-Governance System's Quality Management Plan provides a thorough structure to guarantee that excellence circulates all aspects of the project's lifespan. Maintaining strict quality standards is essential as the barangay works to set the standard for an innovative e-governance system that meets the needs and demands of its stakeholders. The methods and procedures for quality assurance, control, and planning are outlined in this plan, guaranteeing that the system's creation, implementation, and operation meet predetermined standards for quality. The project aims to provide exceptional services and products that will establish confidence, trust, and satisfaction in users and stakeholders alike by adopting this thorough approach to quality management. With five essential parts: Quality Management Approach, Quality Requirements/Standards, Quality Assurance, Quality Control, and Quality Control Measures seek to provide a reliable, safe, and easy-to-use online platform that meets strict requirements. Throughout the course of the project, ongoing quality management process monitoring, and assessment allow for the necessary adjustments for the best results.
Throughout the development of the Western Bicutan Barangay E-Government System project, the team will implement a comprehensive quality management approach. This approach combines collaborative and iterative techniques inspired by Agile approaches such as Scrum. The quality control procedures for each step are as follows:
- Quality Planning: The project's quality is strategically planned from the very beginning. Success criteria are developed, along with specific quality standards. To guarantee consistency with stakeholder expectations and project goals, this involves setting specific standards for both the outcome and the procedures.
- Stakeholder Involvement: It is essential to actively engage with stakeholders. To ensure that the finished product meets customer needs and expectations, their input is sought out while defining quality objectives. Making improvements in client satisfaction and rates of engagement requires this alignment.
- Iterative Development: The project team works in brief, manageable cycles by embracing an iterative development process. This enables regular feedback loops from stakeholders and end users to handle issues quickly and efficiently, allowing for continual improvement and refinement.
- Quality Assurance: Each phase of the project includes quality assurance. This incorporates methodical procedures like code reviews, testing, and validation to guarantee that the project complies with the established goals and quality standards.
- Quality Control: To maintain updates on the project's development, ongoing quality control procedures are carried out. This entails conducting routine testing, audits, and inspections to find and fix problems or mistakes from the required standards of quality.
- Monitor Improvement: The strategy places a strong emphasis on ongoing development. Based on input and performance information, the team continuously improves procedures and the final product through iterative cycles. This proactive approach reduces risks and improves the project's overall quality.
- Communication and Documentation: It is essential to inform all project stakeholders about the quality management approach clearly and consistently. This guarantees that all parties are aware of their respective contributions to quality maintenance and promotes a concerted effort to meet the project's quality goals.
As part of the Quality Management Plan for the Western Bicutan Barangay E-Governance System, we will outline how the project team and the quality group will identify and document the quality requirements and standards. Regular reviews and updates will ensure adherence to these standards, maintaining the desired quality throughout the application's development and maintenance phases.
- Stakeholder Collaboration: Engage stakeholders to define quality requirements and standards, covering all necessary aspects like functionality, performance, security, compatibility, user acceptance, scalability, and compliance.
- Functional Requirements: This aims to improve the administrative process's efficiency and user experience. It enables users to register accounts, facilitate the submission of online forms for various services, track requests made by users or administrators, notify relevant parties about updates or pending actions, and generate comprehensive reports to track system usage and performance.
- Performance Requirements: These metrics ensure that the system operates efficiently, with rapid response and loading times, and maintains availability to meet the demands of residents accessing services and barangay officials managing administrative tasks. It establishes specific benchmarks for key metrics such as response times, load times, and uptime.
- Security Requirements: The system will prioritize data security through measures like robust data encryption and user authentication protocols, supplemented by regular security audits and threat protection mechanisms to safeguard against potential vulnerabilities and breaches.
- Compatibility Requirements: The application must function seamlessly across different devices, browsers, and operating systems to ensure accessibility for all users, regardless of their preferred platform or device.
- User Acceptance Requirements: Criteria for user acceptance testing will focus on both usability testing to ensure an intuitive user experience and gathering stakeholder feedback to incorporate user needs and preferences effectively.
- Compliance Requirements: Adherence to regulations and standards like GDPR (General Data Protection Regulation) and WCAG 2.1 (Web Content Accessibility Guidelines) is crucial to ensure legal compliance and accessibility for all users, including those with disabilities.
To guarantee quality standards and stakeholder satisfaction, the Western Bicutan Barangay E-Governance System's quality assurance process consists of the following key elements.
- Establish Operational Specifications and Quality Standards: By outlining precise requirements for each system component's functionality, performance, security, compatibility, user acceptability, scalability, and compliance. Develop operational definitions to ensure consistency and clarity in assessing adherence to these standards.
- Document Processes of Quality Assurance: Document detailed procedures outlining how quality requirements will be audited and monitored throughout the project lifecycle. Roles and duties, audit schedules, techniques, and instruments to be used should all be included in this documentation.
- Quality Control Measurements: Define precise quality control measurements by the defined criteria. These metrics should include functionality testing, performance optimization, security assessments, usability testing, and compliance with applicable web standards and legislation.
- Implement Quality Audits: Conduct quality audits regularly during the development process to ensure that stated quality requirements are met. Audits should include testing the web application against specified criteria and best practices to discover and address any issues or errors.
- Continuous Improvement: Foster a culture of continuous improvement by assessing and modifying the quality assurance process regularly, taking into account feedback and lessons obtained. Ensure that adjustments are effectively taken and monitored for their influence on web application quality.
Quality control in the Western Bicutan Barangay E-Governance System is a comprehensive process aimed at ensuring the delivery of quality digital services to residents. Our approach to quality control integrates Agile and Scrum methodologies, emphasizing continuous improvement and adherence to stringent quality standards throughout the development lifecycle. Here's how we manage quality control:
- Continuous Testing and Inspection: We conduct continuous testing and inspection of the system's functionalities during each sprint. This proactive approach allows us to identify and address any defects or issues promptly, ensuring that the system meets quality standards before deployment.
- Clear Definition of Done (DoD): We establish a clear Definition of Done for each user story or task, outlining the criteria that must be met for it to be considered complete. This ensures that every aspect of the system aligns with our quality standards and meets the needs of our stakeholders.
- Regular Reviews and Adaptation: We hold regular sprint reviews and retrospectives to evaluate the completed work and reflect on our processes. These sessions provide valuable insights into areas for improvement, allowing us to adapt our practices and enhance quality continuously.
- Refinement of Product Backlog: We continuously refine the product backlog to prioritize and define quality user stories. By breaking down tasks into manageable units and clarifying acceptance criteria, we maintain a focus on quality throughout the development process.
- Dedicated Quality Assurance Roles: We assign dedicated roles within the team to oversee quality assurance efforts. The Product Owner prioritizes quality-related tasks in the backlog, while the Scrum Master ensures that any impediments affecting quality are addressed promptly.
Metric |
Measurement |
Standard Requirement |
Status |
Action Taken |
User Story Completeness |
All acceptance criteria met |
All acceptance criteria met |
Met |
None |
Functionality Tests Passed |
95% passed |
≥ 90% passed |
Met |
None |
Performance (Response Time) |
2.1 seconds |
≤ 3 seconds |
Met |
None |
Error Rate |
0.5% |
< 1% |
Met |
None |
User Satisfaction |
4.7/5 |
≥ 4/5 |
Met |
None |
Security Vulnerabilities |
0 |
0 |
Met |
None |
Compliance (e.g., GDPR) |
Compliant |
Compliant |
Met |
None |
Usability Score |
90/100 |
≥ 85/100 |
Met |
None |
Measurement: Indicates the actual measurement or value obtained for the metric.
Standard/Requirement: Specifies the acceptable standard or requirement for the metric.
Status: Indicates whether the measurement meets (Met) or does not meet (Not Met) the standard/requirement.
Action Taken: Describes any actions taken if the measurement does not meet the standard/requirement.
Regular Status Meetings: This quality control log/form can be used in regularly scheduled project status meetings to track the quality of the Western Bicutan Barangay E-Governance System. Team members can report their measurements and discuss any issues or deviations from the standards/requirements.
Throughout the Project Lifecycle: The quality control log/form should be updated regularly, allowing the team to monitor the system's quality continuously. Any deviations from the standards/requirements should be addressed promptly, either during status meetings or as necessary.
By using this quality control log/form, the team can ensure that the Western Bicutan Barangay E-Governance System meets quality standards and remains aligned with stakeholder expectations throughout the project lifecycle.
The context of the WBBES project presents the inevitability of risks due to the nature of projects involving technology and systems. Sources of these risks include technical failures, human errors, cybersecurity threats, and budget constraints. Thus, a risk management plan for the WBBES project is needed in order to identify, assess, approach, and mitigate these risks to provide guidance to the project team and to ensure the project’s success and sustainability. Before risk management can begin, the risks of the WBBES project must first be identified.
The risk management section identifies and addresses potential threats to the successful implementation and operation of the e-governance web application system. This section outlines the top three risks for the WBBES project:
- Cyber Security Threats: The sensitive personal and governmental data that e-governance systems handle makes them ideal targets for cyberattacks. Hacking, malware, phishing, and denial-of-service (DoS) assaults are some of the risks that might jeopardize the availability, confidentiality, and integrity of data. These may result in data breaches and unauthorized access, as well as denial-of-service (DoS) attacks that interfere with services. These risks can also carry an expensive cost for breach mitigation and system restoration, and they may lead to data modification or corruption.
- Data Loss and Recovery Failures: Critical data stored in e-governance systems need to be secured from corruption, unintentional loss, and hardware/software malfunctions. Data loss can lead to serious operational and legal difficulties as well as a major disruption in the execution of services. This can result in the permanent loss of critical data, severe disruptions in service delivery, legal and compliance difficulties caused by deleted records, and financial expenditures connected with data recovery operations.
- System Performance and Scalability Issues: As the number of users and transaction volumes increase, the system must retain its performance and dependability. Risks include inefficient responses, system breakdowns, and the inability to scale successfully. System performance and scalability concerns can result in a poor user experience due to slow performance, system failures during peak traffic hours, increased maintenance expenses to fix performance issues, and a possible loss of trust in the system's reliability.
A systematic and proactive approach will be used for the WBBES risk management. This approach involves the identification, assessment, and mitigation of potential risks throughout the project’s duration. Risks will be identified and assessed comprehensively, categorizing them according to likelihood and impact, and then prioritizing them accordingly. Mitigation for each risk, both individually and categorically, will be planned, developed, and pulled off for risk prevention or impact minimization. Regular meetings will involve the discussion of these risks and mitigations to assess both the project’s sustainability and the risk management approach’s efficiency where adjustments will be made accordingly. The stakeholder requirements and feedback will be vital and considered all throughout the project and its risk management, thus enforcing clear and two-way communication between the project team and the stakeholders.
This section outlines the process used by the project team to comprehensively identify potential risks associated with the implementation and operation of the WBBES project, the project team employed a multifaceted approach:
- Expert Interview:the project team consulted with professionals in the field as well as with other teams who have conducted similar projects regarding e-governance systems.
- Historical Review of Similar Projects:data from similar projects was analyzed by the project team to determine the most common risk and mitigation strategies.
- Risk Assessment Meeting:a risk assessment meeting was held with key team members and project stakeholders to identify risks across all project phases.
To see our risk qualification and prioritization in depth and in detail, see our risk management plan here.
Establishing an active and ongoing risk monitoring procedure is crucial to the successful management of risks in the Western Bicutan Barangay E-governance System project. Including the risks with the highest score in the project schedule and designating a specific risk manager for each is an efficient method. With the help of this technique, the project manager may anticipate status reports from the risk managers during the biweekly project team meetings and pinpoint important times when risks call for tighter monitoring.
Important components of this risk monitoring procedure consist of:
The project team may successfully manage risks and ensure the effective delivery of the e-governance system by putting these methods into practice. Controlling project risks and accomplishing project goals need constant observation, frequent updates, and clear documentation.
The WBBES project team prioritizes identified risks based on their likelihood and impact, focusing on those posing the highest risk to project success. The proponents will develop and implement mitigation strategies combining avoidance, mitigation, transfer, and acceptance approaches. These mitigation and avoidance strategies will help in maximizing the security and reliability of the e-governance system and minimize vulnerabilities and risks that may come along throughout the project’s life cycle.
Mitigation Strategies Considered:
- Scope Creep and Project Management:ensure that the scope of work is established with clearly defined functionalities, milestones, and acceptance criteria as well as the adherence to the agile approach of a phased development and its well-defined deliverables.
- Stakeholder Input:Use feedback and insights from key stakeholders to identify, analyze, and minimize potential risks and establish a clear direction for the project team and stakeholders.
- Resource Availability:ensure the project team has the necessary skills, experience, and tools relevant to the project or provide additional training or resources to complete the project within the budget and timeline constraints.
- Sustainability and Scalability Risks:consider multiple options of technologies and tools promoting sustainable and scalable utilization, ensuring the project remains functional and not obsolete in the future.
- Data Security and Privacy Measures:implement security training and enforce secure standards adhering to data security and privacy regulations to align with barangay e-governance standards at the same time and that necessary information must also be declared explicitly to the users.
Probability – rare, unlikely, possible, likely, certain Impact – minor, moderate, major, severe, catastrophic Priority – very low, low, medium, high, critical
Risk ID |
Description |
Category |
Owner/Destination |
Probability |
Impact |
Priority |
Status |
01 |
Project purpose and need is not well-defined |
Project |
Project Sponsor |
Likely |
Major |
High |
In Progress |
02 |
Project design and deliverable definition is incomplete |
Project |
Project Sponsor |
Possible |
Moderate |
Medium |
In Progress |
03 |
Project Schedule is not clearly defined or understood |
Project |
Project Sponsor |
Unlikely |
Moderate |
Medium |
In Progress |
04 |
Consultant delays |
Project |
Project Manager |
Possible |
Moderate |
Medium |
In Progress |
05 |
Unplanned work that must be accommodated |
Project |
Project Manager |
Possible |
Moderate |
Medium |
In Progress |
06 |
Lack of communication |
Project |
Project Manager |
Likely |
Major |
High |
In Progress |
07 |
Scope Creep |
Project |
Project Manager |
Possible |
Severe |
Critical |
In Progress |
08 |
Stakeholder action delays project |
Project |
Project Manager |
Possible |
Moderate to Major |
Medium to High |
In Progress |
09 |
Added workload |
Resources |
Project Sponsor |
Possible |
Moderate |
Medium |
In Progress |
10 |
Delay in earlier project phases |
Project |
Project Manager |
Likely |
Major |
High |
In Progress |
11 |
Project team unable to meet deadline |
Technical |
Project Manager |
Possible |
Severe |
High |
In Progress |
12 |
Natural disasters or unexpected circumstances |
Project |
Project Manager |
Rare |
Catastrophic |
Critical |
In Progress |
13 |
Potential security threats or vulnerabilities |
Security |
Project Manager |
Possible |
Severe to Catastrophic |
High to Critical |
In Progress |
The WBBES project’s Procurement Management Plan defines the project’s procurement requirements and management details through a step-by-step process. The procurement management plan specifies the following:
- Possible items to be procured, inclusive of procurement reason and timelines
- Contract types for use
- Procurement management risks
- Procurement risk mitigation
- Cost determination
- Procurement templates/documents to be used
- Contract approval process
- Decision criteria
- Contract deliverables and deadlines
- Procurement and contracts consistency with project scope, budget, and schedule
- Procurement Constraints
- Seller guide to contract schedules and work breakdown structures (WBS)
- Vendor Management
- Identified Pre-qualified Sellers
- Procurement Activity Performance Metrics
Potential risks associated with procurement for the Western Bicutan Barangay E-Governance System are:
- Budget Constraints - Budget limits and funding concerns present a substantial risk, as inaccurate budget estimations can result in either overspending or underspending. This may lead to the procurement of insufficient assets or incomplete procurement.
- Technical Compatibility and Quality - Technical compatibility and quality are critical considerations, particularly for cloud-based E-Governance Systems. There is a possibility that the supplied equipment or software may not be compatible with the current infrastructure or fail to meet certain quality criteria, such as the required internet connectivity.
- Communication and Coordination Challenges - Communication and coordination issues pose a risk, as a lack of communication or coordination between the team and the Barangay can lead to misunderstandings and procurement delays.
The risk management strategy for the mentioned procurement risk would entail the following steps:
- Risk Identification: Recognizing the potential risks associated with alterations to project requirements or scope is essential. This involves actively seeking out vulnerabilities and utilizing control procedures to detect potential risks. Proactive identification is crucial for effective risk management.
- Risk Assessment: Evaluating the impact of modifications on procurement requirements is the next step. This includes assessing the significance of changes, their potential effects on budget and schedule, and whether they necessitate adjustments to the types or quantities of products or services required. Prioritizing risks based on their impact and likelihood enhances risk management strategies.
- Risk Response:Once risks are assessed, developing and implementing appropriate treatments and controls is necessary. This may involve risk transference, acceptance, mitigation, or avoidance strategies, enabling the organization to address risks promptly and effectively.
- Risk Monitoring:Continuously identifying and managing new risks while monitoring the implementation of risk management plans is critical. This ensures timely responses to any deviations from acceptable risk levels. By staying alert and executing risk plans, both the team and the Barangay can effectively handle unforeseen risk events.
The cost for the WBBES project will be determined through a price quotation from Frappe Cloud. This covers expenses related to system hosting, maintenance, DNS, and cloud services. This quotation will be obtained in response to a Request for Quote (RFQ), which will solicit detailed pricing information for the required services.
The RFQ response from Frappe Cloud will detail the cost breakdown for each service component: hosting (server space and system uptime), maintenance (framework updates, technical support, and system monitoring/administration), DNS services (domain management), and cloud pricing (data storage and bandwidth usage).
Selection criteria for these costs include service cost-efficiency, quality and reliability. Reputation of the vendor, Frappe Cloud, is also considered. This provides a balanced approach towards the WBBES project’s cost and vendor determination, and supports informed decision-making and budget management for the WBBES project.
The procurement process for the Western Bicutan Barangay E-Governance System is subject to several constraints. Budget constraints are significant, with a strict monthly limit of $100 based on Frappe Cloud's pricing, necessitating careful financial management to avoid overruns. The procurement activities must align with the project's milestone schedule, ensuring timely acquisition of goods and services without delaying deliverables, such as the completion of the project plan by June 19, 2023, and preliminary testing by May 31, 2024. Scope constraints require procurement to focus solely on items and services defined in the project scope to prevent scope creep. Resource constraints include limited human resources and procurement expertise, necessitating effective delegation and utilization of available resources, with key personnel like the Project Sponsor and Project Manager overseeing procurement activities. Technological constraints demand compatibility with existing IT infrastructure, particularly ensuring that the system supports document requests and tracking features seamlessly. Any required technological upgrades must be planned within the project's budget and schedule. Regulatory and compliance constraints mandate adherence to local government procurement regulations and data security standards, especially given the handling of sensitive personal information in document requests. Finally, maintaining effective communication and coordination with vendors is crucial to avoid misunderstandings and ensure timely delivery, given the reliance on key vendors like Frappe Cloud.
The initial step in the contract approval process is to determine what items or services require procurement from outside vendors. Through a thorough cost-analysis, the stakeholders will compare the feasibility and cost-effectiveness of obtaining products or services internally versus acquiring them from external vendors. The Purchasing department will then issue an official solicitation to qualified outside vendors once the cost-analysis is complete and the list of to-be externally procured products or services are finalized.
Following the solicitation and proposal stage, a review process will be conducted to assess each proposal for approval of the Project Team and the Purchasing Team, based on an established criteria by the respective stakeholders. Purchases less than ₱1,000 only require the approval of the Project Manager; whereas purchases greater than ₱1,001 must be approved by the Contract Review Board. For these larger purchases the contract review board will meet to determine which contract will be accepted. The Contract Review Board consists of representatives from the project team and project sponsor.
The contract review board for the Western Bicutan Barangay E-Governance System project will evaluate contracts based on several criteria to ensure alignment with project objectives. Cost considerations include the total cost of ownership, encompassing purchase price, maintenance, and operational costs, with an emphasis on cost efficiency within the project’s budget. Quality is assessed based on the goods and services meeting specified requirements and standards, especially ensuring the reliability and usability of document request and tracking features. The vendor’s reputation and reliability in the market, including their past performance and ability to deliver similar projects on time and within budget, are crucial for mitigating risks. Technical compatibility with existing IT infrastructure and the ability to support essential features like document requesting and status tracking are critical. The vendor’s ability to meet the project’s schedule requirements and delivery timelines is crucial to prevent project delays. The availability and quality of vendor support and maintenance services, their responsiveness, and the ability to provide ongoing technical support are critical factors. Compliance with regulatory requirements, particularly concerning data security and privacy, is mandatory to avoid legal and operational risks. The flexibility and scalability of the vendor’s solution to accommodate future growth and adapt to changing project requirements are also important. Finally, the vendor’s risk management approach and mitigation strategies will be evaluated to ensure potential risks are adequately addressed.
While the purchasing and contracts department has their own internal metrics for procurement, the following metrics are established for vendor performance for this project’s procurement activities. Each metric is rated on a 1-3 scale as indicated below:
Vendor |
Procurement Cycle Time |
Supplier Lead Time |
On-Time Delivery Performance |
Purchase Order Accuracy |
Cost-Savings |
Transactional Efficiency |
Vendor #1 |
||||||
Vendor #2 |
2 – Acceptable
3 – Exceptional
In addition to rating each vendor, actual values will be compiled and analyzed to inform future procurement decisions.
The Western Bicutan Barangay E-Governance System contract was initiated to implement a complete digital solution to improve the performance and effectiveness of local governance. The system aims to ensure better service delivery, enhance citizen interaction, and reduce the number of administrative processes.
Our project team has overseen the contract and has led the system's development, testing, and initial deployment. This team includes project managers, developers, and consultants, keeping the communication with stakeholders to ensure the system meets the specified requirements and standards.
Given the client's requirement for the system to be fully operational by the next term, our goal is to successfully transition ownership and management of the E-Governance System to Barangay Western Bicutan by the end of 2024. This timeframe allows for a thorough and structured transition process, ensuring all aspects are covered and the barangay is well-prepared to take over.
The transition team organization for the WBBES project is as follows, along with their key roles and responsibilities:
- Project Sponsor: Oversees and supports the transition while ensuring alignment with company goals. They also help the organization and the team communicate more effectively, keeping everyone on the same page and informed.
- Project Manager: Works similarly to a Scrum Master, managing the entire process to ensure it stays on track and meets its objectives. They organize all actions among the parties concerned, guaranteeing clear communication and teamwork. They also guarantee that the timeline is followed, which helps to keep the project moving forward and being completed on time.
- Product Owner: In charge of setting the vision and goals for the product or service under the new contract, prioritizing activities to ensure alignment with the product roadmap, and serving as the key point of contact for the team and stakeholders.
- Scrum Master: Responsible for facilitating the Scrum process and ensuring that Agile principles are followed within the Scrum Team. They remove roadblocks to help the team achieve their objectives and work with the current contractor to guarantee a smooth transition of duties.
- Scrum Team: In charge of carrying out the tasks and activities required for the transition, working with other team members to deliver high-quality work, and actively participating in Scrum ceremonies while striving for continual process improvement.
In this part of the Transition Out Plan for the WBBES project, we explain how we will manage the employees during the switch from one contractor to another. Some employees may stay with the client but start working for the new contractor. It is important to tell these employees about the changes well in advance, so they know what to expect. We will provide training sessions to help them understand the new systems and processes. We will also make sure that all necessary paperwork, like employment contracts and non-disclosure agreements, is completed. During the transition, we need to keep important tasks like system maintenance and software development running smoothly. By clearly assigning roles and responsibilities, we can make sure that everything continues to work well during the change.
During the transition period, system maintenance, administration, and support will be handled by the project team while training sessions are being provided to the barangay employees/staff assigned to the system. This will provide guidance to the stakeholders and ensure that their personnel are well-versed with the system after the transition phase. The following shows the flow of work execution during transition:
- User Training:To ensure that the system will be handed off to the barangay properly, their personnel must be trained to know the ins and outs of the system, so they can be equipped with the proper skills and knowledge to handle the system.
- Stakeholder QA:To ensure that the system is up to par with the stakeholders’ standards of the system, a final round of quality assurance testing must be done by the stakeholders themselves to see if further polishing is required or if the system is good for deployment.
- Project Documentation:To ensure that guidance is provided to the stakeholders even after the transition, documentation and relevant information about the system shall be finalized for handover to the stakeholders.
- Project Close Out:If the previous flow of work execution provided has already been pulled off, the project may now close out and be fully transitioned to the stakeholders, as it is now assured that they have been properly and actively guided by the project team and have also been provided proper documentation regarding the system.
Barangay Western Bicutan does not have any existing e-governance systems prior to the WBBES project. Document requests and other barangay services were offered only via physical means, through pen-and-paper method. Documentation of the project including system design and details shall be handed over to the Barangay Secretary, and NDAs may be produced as needed. Relevant intellectual property shall be transferred to the stakeholders free of charge.
All user credentials will be entrusted to the Barangay Secretary, who will disseminate this information to their chosen staff. The user accounts, excluding the user passwords which will be disseminated in person, are as follows:
User Account |
Details |
Barangay Secretary |
|
Barangay Personnel 1 |
|
Barangay Personnel 2 |
|
Barangay Personnel 3 |
|
Barangay Captain |
To ensure that the client can effectively operate the new system, a good understanding of the system is essential. For this transition, knowledge transfer will occur over a 14-day transition period. This process will be accomplished and addressed in two ways:
- Comprehensive Documentation: technical documentation, user manuals, and other needed materials requested will be provided as reference for the client.
- Training Sessions: weekly meetings and training sessions will be held to facilitate knowledge exchange and address concerns.
The following GANTT chart illustrates the schedule for transition of the WBBES from ALVA to Barangay Western Bicutan. Any changes to this schedule will require review and approval from the customer and all other parties.
To see the GANTT chart, please see Transition Out plan here.
This part of the Transition Out Plan is about formally handing over all responsibilities and assets to the customer or new contractor once the transition of the WBBES project is complete. First, the project team will create a detailed checklist of everything that needs to be handed over, including system accounts, important documents, and any unfinished tasks. We will then hold a formal meeting with all key people, like the project sponsor and IT manager, to review and confirm the checklist items. Everyone involved will need to verify that everything is in order and sign off to show they have received and accepted the handover items. This process will be documented in a final report that summarizes the transition and confirms that it was completed to everyone's satisfaction.