Table of Contents Project Title Project Members Project Professor Project Adviser Project Team 1. Company Profile 2. Business Case 2.1 Executive Summary 2.1.1 Issue 2.1.2 Anticipated Outcomes 2.1.3 Recommendation 2.1.4 Justification 2.2 Business Case Analysis Team 2.3 Problem Definition 2.4 Project Overview 2.4.1. Project Description 2.4.2. Goals and Objectives 2.5 Strategic Alignment 2.6 Cost Benefit Analysis 2.6.1 Costs 2.6.2. Total Costs 2.6.3. Benefits 2.6.4. Net Savings 2.7 Alternative Analysis 2.7.1 Status Quo 2.7.2 Outsourced Solution Implementation 2.7.3 Summary 3. Project Charter 3.1 Project Purpose/Justification 3.2 Project Description 3.3. Project Objectives and Success Criteria 3.4. Requirements 3.5. Constraints 3.6. Assumptions 3.7. Preliminary Scope Statement 3.8. Risks 3.9. Project Deliverables 3.10. Summary Milestone Schedule 3.11. Summary Budget 3.12. Project Approval Requirements 3.13. Project Manager 4. Stakeholder Management Strategy Plan 4.1. Introduction 4.2. Identify Stakeholders 4.3. Key Stakeholders 4.4. Stakeholder Analysis Strategic Commitments 5. Scope Management Plan 5.1. Introduction 5.2. Scope Management Approach 5.3. Roles and Responsibilities 5.4. Scope Definitions 5.5. Project Scope Statement 5.6. Work Breakdown Structure 5.7. Scope Verification 5.8. Scope Control 6. Cost Management Plan 6.1. Introduction 6.2. Cost Management Approach 6.3. Measuring Project Costs 7. Schedule Management Plan 7.1. Introduction 7.2. Schedule Management Approach 7.3. Schedule Control 7.4. Schedule Changes and Threshold 7.5. Scope Change 8. Human Resource Management Plan 8.1. Introduction 8.2. Roles and Responsibilities 8.3. Project Organizational Charts 8.4. Staffing Management 9. Change Management Plan 9.1. Introduction 9.2. Change Control Board 9.3. Roles and Responsibilities 9.4. Change Control Plan 10. Communications Management Plan 10.1. Introduction 10.2. Communication Management Approach 10.3. Communication Management Constraints 10.4. Stakeholder Communication Requirements 10.5. Communication Methods and Technologies 10.6. Roles 10.7. Project Team Directory 10.8. Communication Methods and Technologies 10.9. Communication Matrix 10.10. Communication Flowchart 10.11. Guidelines for Meetings 10.12. Communication Standards 10.13. Communication Escalation Process 10.14. Glossary of Communication Terminology 11. Quality Management Plan 11.1 Introduction 11.2 Quality Management Approach 11.3 Quality Requirements/Standards 11.4 Quality Assurance 11.5 Quality Control 11.6 Quality Control Measurements 12. Risk Management Plan 13. PROCUREMENT MANAGEMENT PLAN 13.1 Introduction 13.2 Procurement Risks 12.6 Risk Monitoring 12.7 Risk Mitigation and Avoidance 12.8 Risk Register 13.3 Procurement Risk Management 13.4 Cost Determination 13.5 Procurement Constraints 13.6 Contract Approval Process 13.7 Decision Criteria 13.8 Performance Metrics for Procurement Activities 14. Implementation Management Plan 14.1 Executive Summary 14.2 Transition Team Organization 14.3 Workforce Transition 14.4 Work Execution During Transition 14.5 Property Transition 14.6 Schedule 14.7 Handover and Acceptance 15. Work Breakdown Structure 15.1 Introduction 15.2 Outline View 15.3 Hierarchical Structure 15.4 Tabular View 15.5 Tree Structure View 15.6 WBS Dictionary 15.7 Glossary of Terms

NAME	EMAIL
Jose Eugenio L. Quesada	[email protected]

NAME	EMAIL
Sir Jayvee Cabardo	[email protected]

NAME	ROLE	EMAIL
Emmanuel Christian Sarong	Project Manager/Documentation Specialist	[email protected]
Nathaniel Hope Masotes	Scrum Master/Front-End Developer	[email protected]
Andrew David Mendoza	Full-Stack Developer/QA Analyst	[email protected]

APME General Merchandise Hardware is a small sized hardware store located in 2311 Onyx St, San Andres Bukid, Manila, 1017 Metro Manila. The company has established a strong reputation for offering high-quality products and exceptional customer service to builders, remodelers, and individual customers undertaking various projects.

Registered Name	APME General Merchandise Hardware
Facebook	APME General Merchandise Hardware
Company Logo
Address	2311 Onyx St, San Andres Bukid, Manila, 1017 Metro Manila
Email	[email protected]
Type of Company	Hardware Store
Number of Employees	10-20 Employees)

This PBL initiative focuses on the examination and development of an automated Point-of-Sale (POS) system, aimed at streamlining inventory management, sales, and transaction procedures. Driven by the desire to improve business efficiency, enable prompt decision making, and enhance overall performance, we embarked on an educational journey to optimize these vital operational areas.   Our learning experience began with an in-depth evaluation of existing business process and landscape an analysis to identify key areas of improvement and evolving business demands. The process led us to design a suitable system backed by analysis of requirements, features, and functionality.   Through comprehensive requirements analysis, we captured crucial product backlogs, user narratives, event tables, and use case scenarios with detailed diagrams. A methodical gap analysis then helped us understand the opportunities for further enhancements and refinements in our proposed system.  The foundation of our PBL project is an extensive system analysis that allowed us to construct various diagrams, such as data flow maps, entity-relationship charts, etc. ensuring a strong and complex perspective of our solution.   Our experience with this Project Based Learning (PBL) journey has been nothing short of transformative. Using applied learning as our guide, we pushed boundaries to drive innovation within the realm of inventory management. Like an exciting story, the concluding sections reveal our hard-won outcomes, discussing the results of our work, the progress we've made on our prototype, and the essential parts that tie the whole project together. To maintain honesty and clarity, we've also provided detailed references and related materials.   In summary, throughout our PBL journey, we developed a high-performing POS system that redefined inventory management and transaction processes. By carefully analyzing and refining our solution, we've helped a business improve their overall process, laying the groundwork for even greater innovations in the future.   The primary issue facing APME General Merchandise Hardware lies in its outdated business processes, including manual sales transactions, inventory management, and sales reporting, leading to inefficiencies, data discrepancies, and error-prone operations. Upon successful implementation, the proposed cloud-based POS system is expected to streamline sales processes, improve transaction accuracy, optimize inventory management, and generate real-time sales and inventory reports. This will result in enhanced operational efficiency, improved decision-making capabilities, and increased revenue streams. To address these challenges, MAMESA proposes the development and implementation of a comprehensive cloud-based POS system. Leveraging modern technologies and automated processes, the system will streamline sales transactions, synchronize inventory data in real-time, and generate accurate sales reports, ultimately enhancing APME General Merchandise Hardware's overall operational effectiveness. The recommended project is justified by the significant benefits it offers, including improved efficiency, accuracy, and customer satisfaction. Alternatives, such as maintaining the status quo or adopting partial solutions, fall short of addressing the company's comprehensive needs. Failure to implement the proposed system could lead to continued inefficiencies, missed opportunities, and potential revenue losses. Therefore, the adoption of the cloud-based POS system represents the most viable and advantageous solution for APME General Merchandise Hardware.

ROLE	DESCRIPTION	NAME
Project Sponsor/ Stakeholder	Responsible for overseeing the project's alignment with organizational goals, ensuring adequate resources and support are provided, and approving major project deliverables and changes. This role involves engaging with the project team, reviewing progress, and making high-level decisions to ensure the project's success.	Paulo Jimenez
Change Control Board	Reviews technical specifications and authorizes changes within the organization’s infrastructure. Technical design documents, user impact analysis and implementation strategies are typical of the types of communication this group requires.	Nathaniel Hope Masotes
Project Manager	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.	Emmanuel Christian Sarong
Development Team	Responsible for developing and implementing the technical aspects of CLOPOSIMS.	Nathaniel Hope Masotes, Andrew David Mendoza
Documentation Specialist	Responsible for maintaining all project-related documents and ensuring that they are accurate, up-to-date, and accessible to all stakeholders.	Emmanuel Christian Sarong

The current business problem revolves around the outdated methods of inventory management, sales transactions, and reporting processes at APME General Merchandise Hardware. Manual recording using pen and paper leads to inefficiencies, inaccuracies, and a lack of real-time insights into sales and inventory data. These issues hinder the company's ability to operate efficiently and make informed decisions, ultimately impacting its competitiveness and profitability in the market. The project will utilize a phased approach, starting with requirements gathering and analysis, followed by system design, development, testing, and deployment. The POS system will feature user-friendly interfaces for employees, managers, and administrators, with functionalities for inventory tracking, sales processing, reporting, and data analytics. The project aims to develop a cloud-based POS system for APME General Merchandise Hardware primarily to address inventory management and generate sales and inventory reports, thereby enhancing operational efficiency, and leading to improved revenue streams. Specifically, this project aims to achieve the following:

• The project seeks to streamline the sales process, improve accuracy by 100%, and provide valuable insights for better decision-making.
• Implement a real-time inventory tracking system that lessens existing data entry by 90% and synchronizes with the POS System.
• Implement an automated sales reporting system to generate comprehensive reports and improve revenue through product analytics, resulting in a 100% reduction in time spent on creating sales reports.

The proposed project to implement a Cloud-Based Point-of-Sale (POS) system at APME General Merchandise Hardware strongly aligns with the company's mission of providing exceptional service and support to builders, remodelers, and individuals undertaking various projects. By modernizing its business operations through the adoption of advanced technology, APME aims to enhance its ability to meet customer needs efficiently and effectively.

The implementation of a cloud-based POS system will streamline sales transactions, improve inventory management, and generate accurate sales and inventory reports in real-time. This strategic initiative reflects APME's commitment to offering affordable prices and superior service to its customers, thereby reinforcing its mission to assist customers in completing their projects seamlessly.

Additionally, by leveraging technology to optimize business processes, APME aims to stay competitive in the market while upholding its dedication to customer satisfaction and project completion.

• Internet Cost
  • Provider: Converge FIBERX
  • Monthly Cost: PHP 1,500
  • Benefit: Reliable internet ensures seamless operation of the cloud-based POS system and faster transaction processing.
• Cloud Server Cost
  • Provider: AWS Lightsail
  • Instance Cost: $12 USD / PHP 700 per month
  • Specifications:
    • 2 GB Memory
    • 2 vCPUs
    • 60 GB SSD Disk
    • 3 TB Transfer
  • Database Cost: $30 USD / PHP 1,762 per month
  • Benefit: Provides scalability, data security, and accessibility, allowing efficient data storage and management without expensive on-site infrastructure.
• Tablet Charging
  • Device: HONOR Pad 9
  • Monthly Cost: PHP 25
  • Benefit: Ensures continuous usage during business hours, enabling staff to process transactions and access inventory data.
• Receipt Printer
  • Device: XP-58IIH Receipt Printer
  • Cost: PHP 899 (one-time cost)
  • Benefit: Facilitates efficient printing of receipts, enhancing customer experience.
• Software Developer
  • Cost: PHP 40,000 per month
  • Benefit: Efficient development and customization of the POS system.

• Recurring Costs: PHP 43,987 per month
• One-Time Costs: PHP 16,498

• Operational Efficiency
  • Time Savings: Reduction in manual data entry and paperwork, leading to faster transaction processing.
  • Labor Costs: Reduced labor hours spent on administrative tasks, allowing staff to focus on value-added activities.
• Improved Accuracy
  • Error Reduction: Minimization of data entry errors, inventory discrepancies, and reporting inaccuracies.
  • Inventory Optimization: Enhanced visibility and control over inventory levels, leading to better stock management.
• Enhanced Customer Experience
  • Faster Checkout: Expedited checkout process due to faster transaction processing and real-time inventory information.
• Business Insights
  • Data Analytics: Access to comprehensive sales and inventory reports, providing insights into customer behavior and product performance.
  • Strategic Decision-Making: Data-driven decision-making facilitated by timely access to actionable insights.
• Scalability and Flexibility
  • Scalability: Ability to scale the POS system based on business needs without significant upfront investment.
  • Flexibility: Cloud-based architecture allows for remote access and multi-location management.

The benefits of implementing CLOPOSIMS far exceed the associated costs, providing significant operational efficiencies, improved accuracy, enhanced customer experience, and strategic business insights.

Description: Maintaining the current manual processes at APME General Merchandise Hardware, which involves using pen-and-paper-based inventory management, sales transactions, and manual sales report generation.

Advantages: This option requires minimal upfront investment as it does not involve adopting new technology.

Disadvantages: It perpetuates inefficiencies, inaccuracies, and delays associated with manual processes, which hinder business growth and competitiveness.

Description: Outsourcing the entire solution implementation to a third-party service provider specializing in POS and inventory management systems.

Advantages: Offers the advantage of tapping into the expertise of professionals experienced in implementing similar solutions. This option allows APME to focus on its core business activities while the service provider handles the technical aspects of system implementation and maintenance.

Disadvantages: Entails reliance on external vendors, potentially leading to issues of control, communication, and dependency.

In summary, while each alternative offers its own set of advantages and challenges, the proposed project to implement a Cloud-Based POS system remains the most suitable choice for APME General Merchandise Hardware. This option aligns with the company's objectives of enhancing efficiency, accuracy, and customer service, while leveraging the benefits of modern technology and minimizing the limitations associated with other alternatives.

The purpose of this project is to design and develop an automated POS system aimed at optimizing inventory management, sales, and transaction procedures. The initiative seeks to improve business efficiency, facilitate prompt decision-making, and enhance overall performance.

The justification for the project stems from a comprehensive evaluation of existing business processes, which revealed key areas for improvement and the evolving demands of the business landscape.

The MAMESA project embarks on an innovative journey to develop and implement an automated Point-of-Sale (POS) system, with the objective of streamlining inventory management, sales reporting, and transaction processes. By conducting a comprehensive analysis of existing operations and employing Project Based Learning (PBL) methodologies, this initiative aims to design a system that not only addresses the pressing needs and challenges of today's businesses but also sets a new benchmark for operational efficiency and decision-making.

Through a blend of use case scenarios, user stories, and product backlogs, along with rigorous prototype development and user testing, the project is poised to transform business practices by integrating advanced technology solutions that improve overall performance. This endeavor represents a significant leap forward in applying technological innovation to enhance business operations and customer service in a fast-paced, competitive environment.

To ensure the MAMESA project's success and align with the set timeframes and budget allocations, the following SMART objectives have been identified:

• Develop and Integrate an Inventory Management Feature: Design a user-friendly Inventory Tab with features for VIEW, SORT, ADD, DELETE, and SEARCH functionalities, to be completed and presented for initial testing within 30 days.
• Improve Sales Monitoring and Efficiency: Implement real-time monitoring capabilities for sales performance and inventory status, with the first prototype ready for review in 45 days.
• Usability Enhancement of the POS System: Enhance user experience by introducing an intuitive interface for managing sales transactions and inventory, with the goal of reducing manual data entry and streamlining operations, achieved within 60 days.
• Successfully Conduct a Pilot Test: Conduct rigorous testing of the newly developed features in a controlled environment ensuring no critical bugs or issues, to be completed within 75 days.
• Organization-Wide Implementation: Implement the solution across the organization, ensuring full operational capability and staff training within 90 days.

The project must adhere to the following high-level requirements:

• A seamless, integrated solution that includes a comprehensive set of inventory and sales transaction functionalities within the designed interface.
• The final solution must include real-time data processing capabilities for efficient monitoring and decision-making.
• All developed features must be accessible and user-friendly, requiring minimal to no training for existing staff.

Constraints specific to the MAMESA project include:

• The system must be developed within the pre-allocated budget without additional funding.
• Development work must be completed within the set project timeline to avoid operational disruptions.
• The solution must be compatible with the existing IT infrastructure and platforms used by the organization.

The project will operate under the following assumptions:

• The project has full support from all stakeholders, including management and the IT team.
• Necessary resources, including personnel and technology, will be made available as per the project's requirements.
• The transition to the new system will be smooth, with minimal disruption to daily operations.

The MAMESA project entails the development and deployment of a comprehensive POS system, aimed at automating and enhancing inventory management and sales monitoring. The project scope includes the creation of an intuitive Inventory Tab, real-time data processing for sales and inventory management, and user interface improvements for ease of use.

All necessary hardware and software will be identified, procured, and utilized within this project's scope. The initiative will conclude with a successful organization-wide implementation, encompassing rigorous testing, staff training, and a transitional period to the new system, ensuring no operational downtime.

Completion will be marked by the achievement of the defined objectives, within budget and schedule, complemented by a full report documenting the process, outcomes, and future recommendations. This tailored documentation provides a clear path forward for the project, outlining the key aspects necessary for its planning, execution, and successful completion.

All projects, including the MAMESA project, carry inherent risks that could potentially hinder the project’s success. Identifying these risks early allows the project team to prepare mitigation or avoidance strategies, thereby minimizing their impact. For the MAMESA project, the following high-level risks have been identified:

• Potential Disruption to Daily Operations: Implementing the new POS system and inventory management features could disrupt daily operations. This is particularly likely during the transition phase from the old system to the new system, where employees need to adapt to the new functionalities and interface.
• Technical Issues During Deployment: The deployment of the new system might face technical issues such as software bugs, compatibility issues with existing IT infrastructure, or unforeseen technical glitches that could delay the project timeline.
• Resistance to Change Among Staff: Employees may resist the new system due to unfamiliarity or preference for the old system. This resistance can slow down the adoption rate and reduce the effectiveness of the new system.
• Data Security and Privacy Concerns: With the introduction of a new system, there is a risk of security vulnerabilities that might be exploited by external threats, compromising the integrity and confidentiality of sales and inventory data.

The project manager, in collaboration with the project team, will develop and employ necessary risk mitigation and avoidance strategies to address these risks appropriately. Strategies may include conducting thorough testing phases to identify and fix technical issues before full deployment, providing comprehensive training sessions to staff, ensuring there are robust data security measures in place, and maintaining open lines of communication to manage resistance to change.

The project deliverables are concrete outputs or results that must be achieved upon successful completion of the MAMESA project. This list has been compiled by considering the needs of the customer, project sponsor, and stakeholders. Maintaining clarity about these deliverables is crucial to prevent possible scope creep.

Any modifications to these deliverables will require approval from the project sponsor to maintain alignment with project objectives and constraints.

Upon the successful completion of the MAMESA project, the following deliverables are expected:

• Fully developed and deployed POS and Inventory Management system: The new system will integrate the POS and inventory functionalities, enabling efficient business operations and growth for hardware retail businesses.
• User-friendly Interface and Navigation system: The system will exhibit aesthetically pleasing and intuitive user interfaces, thereby ensuring ease of use and facilitating successful adoption by the end-users.
• Technical Documentation for the New System: Comprehensive technical documentation of the new system, including usage instructions, system architecture, and maintenance details, should be produced and delivered to facilitate proper use and maintainability of the system.
• Product Backlog / User Stories: The project entails the definition and approval of the product backlog which includes required functionalities, their priority, acceptance criteria, and testing procedures.
• Phased Deployment and User Feedback: The deployment should occur in phases, allowing time for user feedback, adjustments, and smooth transition from the current system.
• Recommendations for Future Enhancements: A list of recommendations for potential feature enhancements, system improvements, or security advancements must be provided, ensuring the overall solution remains adaptable, scalable, and up-to-date with evolving business requirements and technological advancements.

The project Summary Milestone Schedule is presented below. As requirements are more clearly defined this schedule may be modified. Any changes will be communicated through project status meetings by the project manager.

Project Milestone	Target Date
Phase 1 Initiation	03/25/2024
Phase 2 Planning	04/26/2024
Phase 3 Execution	06/27/2024
Phase 4 Monitoring Deployment	09/30/2024
Phase 5 Closeout	12/03/2024
Project Complete	01/03/2025

The following table contains a summary budget based on the planned cost components and estimated costs required for the successful completion of the project, CLOPOSIMS.

Project Component	Component Cost
Electricity	₱25 per month
Deployment	₱2,462 per month
Internet	₱1,500 per month
Hardware and Software Licensing	₱16,498(One-time Cost)
System Development	₱40,000 (One-time Cost)
Total	= 43,987 PHP (recurring) = 16,498 PHP (One time Cost)

Success for the CLOPOSIMS project will be achieved when a fully tested intranet security solution, and all technical documentation, is fully deployed throughout the company within the time and cost constraints indicated in this charter. Additionally, this measure of success must include a recommendation list for future security considerations as we fully anticipate the necessity of this solution to evolve to prevent future threats. Success will be determined by the Project Sponsor, Mr. Paulo Jimenez, who will also authorize completion of the project.

Emmanuel Christian Sarong is named Project Manager for the duration of CLOPOSIMS. Mr. Emmanuel Christian Sarong’s responsibility is to manage all project tasks, scheduling, and communication regarding CLOPOSIMS. Mr. Emmanuel Christian Sarong is authorized to approve all budget expenditures up to, and including, the allocated budget amounts. Any additional funding must be requested through the Project Sponsor, Mr. Paulo Jimenez. Mr. Emmanuel Christian Sarong will provide weekly updates to Mr. Paulo Jimenez.

The purpose of this Stakeholder Management Strategy is to define a comprehensive plan aimed at effectively managing and engaging with stakeholders of the MAMESA project, which involves the development and implementation of a digital sales transaction process for APME General Merchandise Hardware. Our objective is to secure stakeholder support, gather valuable feedback, predict and mitigate resistance, and address any conflicting objectives that could emerge throughout the project lifecycle.

The project embraces many stakeholders, encompassing individuals and groups both internal and external to APME General Merchandise Hardware. These stakeholders have been identified as follows:

• Mr. Paulo Jimenez, the Store Manager at APME General Merchandise Hardware
• MAMESA: Emmanuel Christian Sarong, Nathaniel Hope Masotes, and Andrew David Mendoza
• Employees, who are the backbone of APME General Merchandise Hardware

Within our list of stakeholders, a subset has been identified as particularly influential to the success of our project:

• The MAMESA Team, tasked with the pivotal role of developing and operationalizing the new POS system.
• Mr. Paulo Jimenez, whose vision and approval are critical to the project's forward momentum.
• The employees of APME General Merchandise Hardware, who will interact with the system daily and whose satisfaction and efficiency are paramount.

Our stakeholder analysis evaluates the extent of each stakeholder's power, influence, and involvement within the project:

• MAMESA Team: The developers responsible for the POS system's functionality and design, playing a crucial role in the project's technical execution.
• Mr. Paulo Jimenez: The primary decision-maker with substantial authority and influence over the project's direction and key decisions.
• Hardware Store Employees: Essential stakeholders who directly engage with the system. Their insights and adaptability are critical for the project's success.

To ensure the project's success and stakeholder satisfaction, we are committed to:

• Regular Communication: Keeping all stakeholders informed with consistent updates on the project's progress.
• Inclusive Decision-Making: Inviting stakeholder participation in decision-making processes, particularly in areas affecting their direct interests.
• Alignment with Stakeholder Needs: Ensuring that the project's direction remains aligned with stakeholder needs and constraints, enhancing project outcomes and overall satisfaction.

By focusing on these strategic commitments, we aim to foster a collaborative and transparent project environment that leverages the strengths and insights of all stakeholders.

Scope Management is the collection of processes ensuring that the project includes all necessary work and excludes unnecessary work to complete the project successfully. This Scope Management Plan details how the project scope will be defined, developed, verified, and controlled. It clearly defines who is responsible for managing the project's scope and provides guidance for managing and controlling the scope throughout the project lifecycle.

Effective project scope management is critical to ensuring that all required work is completed to deliver the project's products successfully. The Scope Management Plan includes a comprehensive approach to define, manage, and control the scope of the CLOPOSIMS project. It outlines the five key processes involved in scope management:

Project Scope Management follows a five-step process:

1. Collect Requirements
2. Define Scope
3. Create WBS
4. Verify Scope
5. Control Scope

The approach to managing the project's scope involves detailed documentation and clear definitions:

• Authority and Responsibility for Scope Management: The Project Manager (Emmanuel Christian Sarong) is responsible for overall scope management. Team leads and key stakeholders will assist in managing scope within their respective areas.
• Scope Definition: The project scope will be defined through the Scope Statement, Work Breakdown Structure (WBS), WBS Dictionary, and Statement of Work (SOW).
• Scope Measurement and Verification: The scope will be measured and verified using Quality Checklists, the Scope Baseline, and Work Performance Measurements.
• Scope Change Process: Any changes to the project scope will be documented, evaluated, and approved through a formal change control process managed by the Project Manager and reviewed by the change control board.
• Acceptance of Final Project Deliverable: The final project deliverable will be accepted by the project sponsor after verifying that all acceptance criteria have been met.

Clear roles and responsibilities are essential for effective scope management:

Roles	Responsibilities
Project Sponsor/Project Stakeholder	Responsible for overseeing the project's alignment with organizational goals.
Project Manager	Manages day-to-day resources, provides project guidance, and monitors and reports on the project’s metrics.
Change Control Board	Reviews technical specifications and authorizes changes within the organization’s infrastructure.
Development Team	Responsible for developing and implementing the technical aspects of CLOPOSIMS.
Documentation Specialist	Ensures documents are accurate, up-to-date, and accessible to all stakeholders.

The Scope Definitions ensures that all necessary work for the CLOPOSIMS project is clearly outlined and agreed upon, providing a solid foundation for project planning, execution, and control.

The project scope statement includes the following components:

• Product Scope Description: The CLOPOSIMS project aims to develop a cloud-based point-of-sale and inventory management system for APME General Merchandise Hardware. The system will streamline sales transactions, inventory tracking, and reporting.
• Product Acceptance Criteria: The system must meet functional and technical requirements, pass all acceptance tests, and receive formal approval from the sponsor.
• Project Deliverables: Key deliverables include the CLOPOSIMS software, user manuals, training materials, and deployment documents.
• Project Exclusions: The project does not include hardware procurement or third-party integrations.
• Project Constraints: The project must be completed within a fixed budget and timeline that aligns with APME's business cycle.
• Project Assumptions: Assumptions include the availability of necessary technology and personnel, stakeholder engagement, and a stable project environment.

The Work Breakdown Structure (WBS) and Work Breakdown Structure Dictionary are key elements to effective scope management. This section should discuss how the project scope is to be subdivided into smaller deliverables in the WBS and WBS Dictionary and how these smaller components are managed during the life of the project.

Level 1	Level 2
1. Initiation	1.1 Develop Business Case
	1.2 Develop Project Charter
	1.3 Obtain Project Approval
2. Planning	2.1 Stakeholder Analysis Excel File
	2.2 Stakeholders Management Strategy Plan
	2.3 Scope Management Plan
	2.4 Cost Management Plan
	2.5 Schedule Management Plan
	2.6 Work Breakdown Plan
	2.7 Work Packages based on Work Breakdown Structure
	2.8 Human Resource Management Plan
	2.9 Change Management Plan
	2.10 Communications Management Plan
	2.11 Quality Management Plan
	2.12 Risk Management Plan
	2.13 Procurement Management Plan
	2.14 Implementation/Transition Plan
	2.15 Create Wireframes, UI Design, & Diagrams
3. Execution	3.1 Setup Development Environment ERP/FRAPPE
	3.2 Develop Cashier Tab
	3.3 Develop Sales Tab
	3.4 Develop Inventory Tab
	3.5 Develop Supplier Tab
	3.6 Develop Setting Tab
	3.7 Develop Dashboard Tab
	3.8 Develop Roles
4. Control	4.1 Monitor Risks and Issue Resolution
	4.2 Perform System Testing and Quality Assurance
	4.3 User Training
	4.4 System Deployment
5. Closeout	5.1 Finalize and Deliver Project Documentation
	5.2 Obtain Formal Acceptance
	5.3 Close Out Meeting

The verification of deliverables will be carried out through a structured and comprehensive process to ensure quality and adherence to project requirements. This process will include the use of detailed Quality Checklists to systematically evaluate each deliverable, Work Performance Measurements to assess the efficiency and effectiveness of the work performed, and the Scope Baseline to verify that all deliverables meet the agreed-upon project specifications.

Furthermore, Formal Acceptance by the customer will be sought throughout the project lifecycle, ensuring that customer expectations are consistently met and validated at each stage of the project.

The scope control process is crucial for maintaining project integrity and preventing scope creep. It involves regular monitoring of the project scope to ensure that all activities remain aligned with the initial project plan. Any proposed changes to the scope are meticulously documented, evaluated, and approved through a formal change control process.

This approach ensures that all adjustments are thoroughly vetted and justified, maintaining alignment with the project objectives and stakeholder expectations. By adhering to these procedures, the project can adapt to necessary changes while preserving its overall goals and deliverables.

The Cost Management Plan delineates the methodologies and protocols for overseeing project expenditures throughout its lifecycle. It establishes the structure and criteria for evaluating, documenting, and regulating project costs. The Cost Management Plan serves to:

• Identify Responsibility for Cost Management: The team members are tasked with managing costs and are accountable for reporting cost-related matters to the owner, who holds the ultimate authority over project finances.
• Authorize Changes to Project Scope and Budget: The Project Sponsor, Mr. Paulo Jimenez, has the authority to approve any changes to the project scope or budget. All significant budget changes must be reviewed and approved by the Change Control Board, led by Nathaniel Hope Masotes.
• Quantitatively Measure and Report Cost Performance: The quantitative measurement and reporting of cost performance entail tracking key performance indicators such as Schedule Variance (SV), Cost Variance (CV), Schedule Performance Index (SPI), and Cost Performance Index (CPI). These metrics provide insights into the project's adherence to budgetary constraints and schedule milestones, facilitating informed decision-making.
• Define Report Formats, Frequency, and Recipients: Cost management reports will be structured according to predefined formats and disseminated regularly, typically monthly. These reports will be presented to the project owner and relevant stakeholders, providing transparency and accountability regarding project expenditures.

In our project, costs will be managed at the task level within the Work Breakdown Structure (WBS). This level of granularity allows for effective monitoring and control of project expenditures while minimizing administrative overhead.

We utilize OpenProject as our Project Management Information System (PMIS) to track costs and project progress. Within OpenProject, costs are allocated and managed at the task level, allowing for accurate tracking of expenditures against budgeted amounts. By leveraging the capabilities of OpenProject, we can efficiently monitor costs, identify variances, and take corrective actions as needed.

Our approach strikes a balance between detailed cost management and resource efficiency. While costs are managed at the task level to ensure accuracy and accountability, we avoid excessive administrative burden by limiting cost management to two levels within the WBS. This approach maximizes the effectiveness of cost management efforts while minimizing the associated workload.

Overall, our Cost Management Approach aims to provide transparent and efficient oversight of project expenditures, ensuring that resources are allocated effectively to achieve project objectives within budgetary constraints.

This section outlines how the project's costs will be measured, tracked, and reported throughout its duration. The primary focus will be on Earned Value Management (EVM), a robust methodology for assessing project performance against planned objectives. The project management tool OpenProject will be utilized for tracking and reporting, while cost-benefit analysis will guide future cost forecasts.

Planned Value (PV): The Planned Value represents the value of the project work scheduled to be completed up to a certain point in time. Given the project's budget and timeline, the Planned Value (PV) is calculated for different phases as follows:

Total PV: ₱1,220,485

Earned Value (EV): The Earned Value represents the value of the project work that has been completed up to the same point in time.

Total EV: ₱1,220,485

Actual Costs (AC): The Actual Costs represent the total costs incurred for the project work completed up to the same point in time.

Total AC: ₱1,220,485

These values will be used for further analysis and comparison with the Planned Value (PV) to assess project performance and variance.

Project Budget: The approved project budget amounts to ₱1,220,485, comprising fixed costs, material costs, contractor costs, and management reserves. Additionally, the benefits derived from the project significantly outweigh the incurred costs, indicating a favorable cost-benefit ratio.

Project Management Tools: OpenProject will serve as the primary project management tool for capturing Earned Value metrics, tracking project costs, monitoring progress, and generating reports.

The Schedule Management Plan for the CLOPOSIMS project outlines the methodology, tools, and processes to be used for the development, management, and control of the project schedule. The purpose of this plan is to ensure timely completion of the project by providing a structured approach for managing the project timeline.

Our approach to scheduling for the development of CLOPOSIMS follows a carefully designed plan to make sure the project succeeds. This includes:

• Identify Activities: The first step is to review the Work Breakdown Structure (WBS) to identify specific tasks required for each deliverable and document each activity in the activity list.
• Sequence Activities: Next, determine dependencies between tasks (e.g., finish-to-start) and create a network diagram to visually represent activity sequences.
• Estimate Activity Resources: Identify the resources needed for each task (e.g., personnel, equipment) and document resource requirements in the resource breakdown structure.
• Estimate Activity Durations: Use historical data and expert judgment to estimate the duration of each task and document duration estimates in the activity duration estimates document.
• Develop Schedule: Use scheduling tools to create the project schedule. Apply the critical path method (CPM) to identify the longest path through the schedule and develop Gantt charts and milestone charts for visual representation.
• Verify Schedule: Review the schedule with the project team and key stakeholders to ensure feasibility and adjust the schedule as necessary based on feedback.

Schedule control involves continuous monitoring and controlling of project activities to ensure adherence to the schedule baseline. Key activities include:

• Performance Reviews: Conduct regular status meetings to review progress against the schedule and use Earned Value Management (EVM) to assess project performance.
• Variance Analysis: Compare planned progress to actual progress, identify any variances, and determine their causes.
• Schedule Updates: Update the schedule to reflect actual progress and any approved changes and communicate schedule updates to all stakeholders.
• Change Control Process: Document and evaluate any proposed changes to the schedule. Obtain approval for changes from the change control board (CCB) and update the schedule baseline as necessary.

Changes to the project schedule are inevitable and must be managed systematically to minimize their impact. The threshold for schedule changes will be defined, and any deviation beyond the threshold will require a formal change request. The steps for managing schedule changes include:

• Identify Changes: Identify any changes that may impact the project schedule.
• Document Changes: Document the changes and evaluate their impact on the schedule, resources, and project objectives.
• Approve Changes: Submit the change request to the change control board (CCB) for approval. Only approved changes will be implemented.
• Implement Changes: Update the project schedule and communicate the changes to all stakeholders. Ensure that all project documentation is updated to reflect the changes.

Scope changes can significantly impact the project schedule. The process for managing scope changes includes:

• Identify Scope Changes: Identify any changes to the project scope that may impact the schedule.
• Evaluate Impact: Evaluate the impact of scope changes on the schedule, resources, and project objectives.
• Document Changes: Document the scope changes and their impact on the project.
• Approve Changes: Submit the scope change request to the change control board (CCB) for approval. Only approved scope changes will be implemented.
• Implement Changes: Update the project schedule and communicate the scope changes to all stakeholders. Ensure that all project documentation is updated to reflect the scope changes.

The purpose of this Human Resource Plan is to provide a framework for managing the human resources required to successfully complete the CLOPOSIMS project. This plan outlines the roles and responsibilities of team members and stakeholders, project organizational charts, and staffing management strategies. It serves as a guide for the project manager and project team to effectively allocate and manage human resources throughout the project lifecycle.

The core team from MAMESA consists of the following members with their designated responsibilities:

• Emmanuel Christian Sarong: Project Manager

  * Responsible for overall project execution and coordination
  * Manages day-to-day resources and project scheduling
  * Provides project guidance and direction
  * Monitors and reports on project progress and metrics
  * Approves budget expenditures within the allocated budget

• Nathaniel Hope Masotes: Scrum Master and Front-end Developer

  * Accountable for facilitating Scrum processes and ensuring the Agile framework is followed
  * Leads the development team in daily stand-ups, sprint planning, and retrospectives
  * Develops and implements the front-end aspects of the POS system
  * Ensures technical specifications meet project requirements and oversees the integration of new technologies and tools into the project

• Andrew David Mendoza: Quality Assurance / Business Analyst

  * In charge of system testing to ensure the product is bug-free and meets quality standards
  * Analyzes business processes and requirements
  * Understands APME General Merchandise Hardware's operations to align the system with business needs
  * Conducts requirement gathering and validation with stakeholders

• Mr. Paulo Jimenez: Project Sponsor

  * Oversees the project's alignment with organizational goals
  * Provides necessary resources and support to the project team
  * Approves major project deliverables and changes
  * Ensures the project stays on track and meets the strategic objectives of APME General Merchandise Hardware

The project organizational charts provide a visual representation of the project's reporting structure. These charts are essential for clarifying roles, responsibilities, and communication channels within the project team.

• Acquisition: The team members have been sourced from within the MAMESA group, ensuring that all required competencies for the assigned roles are met.
• Timeline:

  * Project commencement: March 2024
  * Project culmination: January 2025

• Skill Training: Team members will undergo training in cloud technologies and the POS system before project inception. This training is essential to ensure the team is well-prepared to handle the technical demands of the project.
• Performance Reviews: Bi-weekly performance reviews will be conducted to ensure alignment with project timelines and quality standards. These reviews will help in identifying any issues early and addressing them promptly.

Implementing an efficient change management plan is crucial to ensure the success of the CLOPOSIMS project. The plan will help in maintaining project scope, managing stakeholder expectations, and ensuring organized implementation of changes, which is essential for streamlining inventory management, sales, and transaction processes. This structured approach is critical for achieving the desired business efficiency, timely decision-making, and overall performance improvement.

The Change Control Board (CCB) is responsible for the approval of all proposed project changes. It ensures that any changes to the project scope, schedule, or budget are carefully reviewed and approved before implementation.

This section describes the roles and responsibilities of project team members in regards to the change management process. It is important that everyone understands these roles and responsibilities as they work through the change management process. These roles and responsibilities must be communicated as part of the change management plan to all project stakeholders.

• Project Sponsor: Paulo Jimenez

  * Keep track of all the change requests submitted during the project and make sure that any with a significant effect are handled quickly.
  * Submit a change request if necessary.
  * Engage and influence stakeholders throughout the change process.

• Project Manager: Emmanuel Christian Sarong

  * Assess the impact of proposed changes on various aspects such as processes, systems, and personnel.
  * Coordinate the implementation of changes, ensuring that they are executed according to plan and within specified timelines.

• Technical Lead/Project Team Member: Nathaniel Hope Masotes

  * Reviews technical specifications of changes.
  * Ensures the technical feasibility of changes.
  * Coordinates with the development team to implement changes.
  * Review the change request log and reports to ensure alignment with changes.

• Quality Assurance/Business Analyst/Project Team Member: Andrew David Mendoza

  * Reviews and tests changes to ensure they meet quality standards.
  * Analyzes the impact of changes on business processes.
  * Review the change request log and reports to ensure alignment with changes.

The Change Control Process for the CLOPOSIMS project will follow the organizational standard change process for the ongoing project. The project manager has overall responsibility for executing the change management process for each change request.

• Change Identification:

  * The Development team or the Documentation team will list the changes from their suggestions and recommendations that may be made through the developers' project system or the documentation's documents.

• Change Evaluation:

  * After receiving the request, the Project Manager and Project Sponsor will assess the impact of the change request.
  * If the impact is high, the Project Manager will then prepare a recommendation to approve.
  * The Project Team Member will update the Change Log and create a Change Status Report.

• Change Approval:

  * The Change Control Board reviews the change request and decides whether to approve or reject it.

• Change Implementation:

  * After the approval, the changes are subject to be implemented in the system.

• Change Documentation:

  * Project Manager verifies that the change has been implemented and reports to the Change Control Board.
  * The Project Team Member will update the Change Log and create a Change Status Report.

• Change Request Closure:

  * The Project Team Member will send out the final Change Status Report across the team and stakeholders.

Effective communication is critical to the success of the CLOPOSIMS project. This Communications Management Plan outlines the approach for managing communications to ensure timely and appropriate collection, distribution, and generation of project information.

Effective communication is critical to the success of the CLOPOSIMS project. Using an agile methodology, our communication management approach ensures timely, accurate, and efficient information flow among all stakeholders, fostering collaboration and transparency throughout the project lifecycle.

We aim to maintain clear, consistent, and transparent communication, facilitate swift decision-making, enhance team collaboration, and keep stakeholders informed and engaged. We utilize various communication tools: Facebook Messenger for quick, informal communications and instant messaging; Microsoft Teams for virtual meetings, collaborative work, and document sharing; Outlook for formal communications, announcements, and detailed project updates; and SharePoint for centralized document management.

Our key communication processes include daily stand-ups, weekly status reports, sprint planning and review meetings, technical syncs, documentation submissions, and monthly summaries. The communication escalation process involves identifying issues, attempting resolution within the team, escalating to the Program Manager if unresolved, and further escalation to the Project Sponsor/Stakeholder if necessary. Once resolved, details are documented to prevent future miscommunication.

Standard templates and formats are used for emails, meeting agendas, minutes, and document naming conventions. Meetings have clear objectives and agendas, strict time management, active participation, and prompt documentation of minutes.

This approach ensures all stakeholders are aligned, informed, and actively engaged throughout the CLOPOSIMS project.

Communications management constraints include factors that may limit or affect the communication process. These constraints may include:

• Resource Availability: Limited availability of project team members to participate in communication activities.
• Communication Channels: Constraints on the use of certain communication channels due to security or accessibility issues.
• Organizational Policies: Company policies that dictate the use and distribution of information.
• Time Zones: Differences in time zones that affect the scheduling of meetings and communication activities.
• Technology: Limitations in technology that may affect the quality and timeliness of communication.

The CLOPOSIMS project requires a well-defined stakeholder communication strategy to ensure that all parties are informed, engaged, and aligned with the project goals. Key stakeholders include the Project Sponsor/Stakeholder, Program Manager, Documentation Specialist, Technical Lead, and the Development Team. Each stakeholder has specific communication needs based on their roles and responsibilities.

The Project Sponsor/Stakeholder requires high-level summaries and periodic updates to stay informed about the project's overall progress, major milestones, and any critical issues. The Program Manager needs detailed reports on project performance, resource allocation, and risk management to oversee the project's alignment with organizational goals.

The Documentation Specialist needs access to comprehensive project documentation, meeting minutes, and updates to ensure accurate record-keeping and compliance with communication standards. The Technical Lead requires detailed technical updates, design documents, and regular technical syncs to manage the project's technical aspects effectively.

The Development Team needs day-to-day communication on task assignments, progress updates, and technical clarifications through daily stand-ups, sprint planning, and review meetings. This ensures the team stays aligned, identifies and resolves issues promptly, and maintains productivity.

By addressing these communication requirements, the CLOPOSIMS project ensures that all stakeholders are adequately informed, which supports smooth project execution and successful delivery.

The roles and responsibilities of project team members in communication management are as follows:

• Project Sponsor: Paulo Jimenez

  * Reviews and approves the communication management plan.
  * Ensures that all major stakeholders receive timely and accurate information.

• Project Manager: Emmanuel Christian Sarong

  * Develops and implements the communication management plan.
  * Manages project communications and ensures information is distributed as planned.

• Technical Lead: Nathaniel Hope Masotes

  * Provides technical updates and ensures technical information is communicated effectively.

• Quality Assurance/Business Analyst: Andrew David Mendoza

  * Ensures quality and business analysis information is communicated to the relevant stakeholders.

The roles and responsibilities of project team members in communication management are as follows:

Roles	Responsibilities
Project Sponsor/Stakeholder	The Project Sponsor/Stakeholder is a critical figure in the CLOPOSIMS project, serving both as the champion of the project and a key participant whose interests and influence significantly impact its success.
Change Control Board	The Change Control Board reviews technical specifications and authorizes changes within the organization’s infrastructure. Technical design documents, user impact analysis and implementation strategies are typical of the types of communication this group requires.
Project Manager	The Project Manager 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 projects metrics as defined in the Project Management Plan.
Development Team	The Development Team is responsible for developing and implementing the technical aspects of CLOPOSIMS. They communicate progress, challenges, and updates through daily stand-up meetings, sprint reviews, and retrospectives.
Documentation Specialist	The Documentation Specialist is responsible for maintaining all project-related documents and ensuring that they are accurate, up-to-date, and accessible to all stakeholders. This role involves creating and managing project documentation, including meeting minutes, status reports, and technical specifications.

The project team directory includes contact information for all project team members and key stakeholders.

Role	Name	Title	Organization	Email
Project Sponsor/ Project Stakeholder	Paulo Jimenez	Business Manager	External	[email protected]
Project Manager	Emmanuel Christian Sarong	Project Manager and Documentation Specialist	Internal	[email protected]
Change Control Board	Nathaniel Hope Masotes, Emmanuel Christian Sarong, Andrew David Mendoza, Paulo Jimenez	Change Control Board	Internal/External	[email protected]
Development Team	Andrew David Mendoza	Quality Assurance Tester/Business Analyst	Internal	[email protected]
Development Team	Nathaniel Hope Masotes	Scrum Master and Front-end Developer	Internal	[email protected]
Documentation Specialist	Emmanuel Christian Sarong	Project Manager and Documentation Specialist	Internal	[email protected]

In the CLOPOSIMS project, we utilize the following variety of communication tools to ensure effective information exchange among all stakeholders:

• Facebook Messenger - Used for quick, informal communications and instant messaging.
• Microsoft Teams - Employed for virtual meetings, collaborative work, and sharing documents within the team.
• Outlook - Our primary email platform for formal communications, announcements, and detailed project updates.

Communication Type	Description	Frequency	Format	Audience
Project Kick-off Meeting	Initial meeting to introduce the project, objectives, and team members.	Once, at project initiation	In-person/Virtual via Microsoft Teams	Project Team
Daily Stand-up Meeting	Brief meeting to discuss progress, plans for the day, and any impediments.	Daily	Virtual via Microsoft Teams	Project Team
Sprint Planning Meeting	Planning the work for the upcoming sprint	Once every 3 weeks	Virtual via Microsoft Teams	Project Team
Sprint Review	Demonstration of completed work and feedback collection	Once every end of a sprint	Virtual via Microsoft Teams	Project Team
Sprint Retrospective	Review of the sprint to identify improvements	Once every end of a sprint	Virtual via Microsoft Teams	Project Team
Backlog Refinement	Ongoing process of updating the product backlog with new priorities.	Once every end of a week	Virtual via Microsoft Teams	Project Team
Project Closure Meeting	Final meeting to review project outcomes, lessons learned, and next steps.	Once, at project completion	In-person/Virtual via Microsoft Teams	Project Sponsor, Product Owner, Scrum Master, Development Team, Key Stakeholders
Ad-hoc Communications	Unscheduled communications to address immediate issues or questions.	As needed	Facebook Messenger / Microsoft Teams	Project Team

To ensure that meetings are productive and efficient, the following guidelines should be adhered to for all CLOPOSIMS project meetings:

1. Purpose and Objectives

• Clearly define the purpose and objectives of the meeting beforehand.

2. Preparation

• Ensure all participants review the agenda and relevant materials prior to the meeting.

3. Punctuality

• Start and end meetings on time to respect everyone's schedules.

4. Participation

• Lighten up the environment where all participants feel comfortable contributing.

5. Documentation

• Document meeting minutes, capturing key points, decisions, and action items.

6. Technology

• Ensure all necessary technology (e.g., Microsoft Teams, screen sharing) is tested and functional before the meeting starts.

7. Respect and Professionalism

• Maintain a professional and respectful tone throughout the meeting.
• Avoid multitasking during the meeting to stay fully engaged.

8. Data Privacy

• Inform all the participants that the meeting is recorded for participants who were not able to attend.

The communication standards for MAMESA’s CLOPOSIMS are the following:

1. Standardized Document Templates – Ensures consistency through different documentation of the project.
2. Communication Tools
   1. Email – Outlook will be the primary for formal written communications, status updates, and document sharing.
   2. Instant Messaging - Facebook Messenger and Microsoft Teams will be used for quick, informal communications and real-time collaboration.
   3. Virtual Meetings – Microsoft Teams will be used for all virtual meetings, including daily stand-up, sprint planning, sprint reviews, and sprint retrospective.
   4. Document Sharing – Microsoft 365 and SharePoint will be used for document storage, sharing, and collaborative editing.
3. File Naming Convention – Having a standard naming convention of documents ensures of an easy access when needed.

The ideal communication escalation process for MAMESA would involve the following steps:

• Problem Identification – The team will first identify what problems need to be escalated.
• Attempt to solve the problem within the team – The team will try to solve the problem within the team.
• Escalate to the Project Manager - If a communication issue arises that cannot be resolved at the team level, escalate it to the Project Manager.
• Escalate to higher ups - The Project Manager will address the issue and, if necessary, escalate it further to the Project Stakeholders.
• Document – After resolving the problem, all session details should be documented to maintain records and prevent any potential miscommunication.

Term	Definition
Communication Escalation Process	Protocol for escalating communication issues to higher levels.
Communication Flowchart	Visual representation of communication pathways.
Communication Management Approach	Defined strategy for handling project communications.
Communication Management Constraints	Identified limitations impacting communication strategies.
Communication Matrix	Structured overview of communication channels and stakeholders.
Communication Methods and Technologies	Tools and channels used for project communication.
Communication Standards	Established norms for effective communication.
Guidelines for Meetings	Established rules for conducting productive meetings.
Project Team Directory	Comprehensive list of project team members and their contact information.
Roles	Defined responsibilities and duties within the project team.
Stakeholder Communication Requirements	Specific needs and preferences of project stakeholders regarding communication.

The primary objective of this Quality Management Plan is to define how quality will be managed, ensuring that the project's deliverables satisfy the requirements and expectations of all stakeholders. This involves meticulous planning, continuous quality assurance activities, and rigorous quality control procedures. By adhering to this plan, we aim to deliver a POS system that is not only functional and efficient but also reliable and user-friendly.

This plan will serve as a guide for the project team, detailing their roles and responsibilities in maintaining quality. It will also define the processes and tools that will be used to monitor, measure, and improve quality at every stage of the project. All stakeholders, including the project sponsor, project manager, quality assurance team, and development team, should be familiar with this plan and commit to its successful execution.

The successful implementation of this Quality Management Plan will ensure that the CLOPOSIMS project delivers a high-quality POS system that enhances business operations, increases customer satisfaction, and provides a scalable solution for future growth. By integrating quality management into all aspects of the project, we will achieve our goal of delivering a product that meets or exceeds stakeholder expectations.

The Quality Management Plan for the Web-Based Church Request Management System project will leverage scrum methodology to ensure that the project meets or exceeds all stakeholders' quality expectations. This approach will prioritize delivering high-quality products per work package and meeting customer requirements through a step-by-step process.

The quality management approach defines the following roles and responsibilities:

Role	Responsibilities
Project Manager	The Project Manager ensures that quality is integrated into every aspect of the project and that all team members understand and adhere to quality standards.
Quality Assurance Tester	The Quality Assurance Tester focuses on preventing defects through process improvements and ensuring adherence to quality standards.
Development Team	The Development Team is responsible for ensuring the quality of their work by following defined procedures and performing thorough testing.
Documentation Specialist	The Documentation Specialist ensures that all project documentation supports quality management efforts by being accurate and comprehensive.

The quality requirements and standards for the CLOPOSIMS project are established to ensure that the final product meets the expectations and needs of all stakeholders. These requirements include:

1. Compliance with Industry Standards: The system must adhere to relevant industry standards and regulations, including data protection and security protocols.
2. Functional Requirements: All features and functionalities specified in the project scope must be fully implemented and operational.
3. Performance Metrics: The system must meet predefined performance metrics, including response time, system uptime, and transaction processing speed.
4. User Interface (UI) and User Experience (UX): The system must provide an intuitive, user-friendly interface with consistent and engaging user experiences.
5. Scalability: The system must be scalable to accommodate future growth and increased user loads without significant degradation in performance.
6. Documentation: Comprehensive documentation must be provided, including user manuals, technical guides, and maintenance procedures.

Quality assurance (QA) for the CLOPOSIMS project involves a systematic process to ensure that quality requirements are met and quality control measurements are effective. This section outlines how the process will be defined, documented, and audited, as well as the specific quality assurance metrics used for this project.

Process Definition and Documentation

1. Quality Planning:
   • Define Quality Objectives: Establish clear and measurable quality objectives that align with the project's goals and stakeholder expectations.
   • Develop Quality Management Plan: Create a comprehensive quality management plan that outlines the processes, standards, and procedures to be followed throughout the project lifecycle.
2. Process Documentation:
   • Standard Operating Procedures (SOPs): Document detailed SOPs for all key processes to ensure consistency and adherence to quality standards.
   • Templates and Checklists: Develop standardized templates and checklists for quality control activities to facilitate thorough and consistent evaluations.
   • Roles and Responsibilities: Clearly define and document the roles and responsibilities related to quality assurance activities.
3. Auditing Quality Requirements:
   • Internal Audits: Conduct regular internal audits to review adherence to quality standards and SOPs. These audits will be scheduled at key project milestones and as needed.
   • Process Reviews: Perform periodic process reviews to evaluate the effectiveness of quality assurance activities and identify areas for improvement.
   • Compliance Checks: Ensure compliance with relevant industry standards and regulatory requirements through systematic checks and balances.

Quality control (QC) for the CLOPOSIMS project involves defining and documenting the process for monitoring and recording the results of quality activities to assess performance and recommend necessary changes. Unlike quality assurance, which focuses on processes, quality control focuses on the project’s product to ensure it meets the acceptable standards and performance criteria.

1. Quality Control Planning:
   • Establish Quality Standards: Define the acceptable standards and performance criteria for the CLOPOSIMS project’s deliverables. These standards should align with stakeholder expectations and industry best practices.
   • Develop Quality Checklists: Create detailed quality checklists for each project deliverable to ensure all quality standards are covered.
2. Monitoring Quality Activities:
   • Inspection and Testing: Perform regular inspections and testing of project deliverables to ensure they meet predefined quality standards. This includes functional testing, performance testing, and user acceptance testing.
   • Recording Results: Document the results of all inspections and tests using standardized forms and templates. Ensure that all defects, deviations, and issues are recorded with detailed descriptions.
3. Assessing Performance:
   • Quality Metrics: Define and track key quality metrics to assess the performance of the project deliverables. Metrics may include defect density, test pass rate, and user satisfaction score.
   • Performance Reviews: Conduct periodic performance reviews to evaluate the quality of deliverables against the established standards. Use the recorded results to identify trends and areas for improvement.
4. Recommending Changes:
   • Root Cause Analysis: Perform root cause analysis on identified defects and issues to determine their underlying causes.
   • Corrective Actions: Recommend and implement corrective actions to address the root causes of defects and prevent their recurrence.
   • Continuous Improvement: Use the insights gained from quality control activities to continuously improve the quality of the project’s deliverables.

The acceptable standards and performance criteria for the CLOPOSIMS project’s deliverables include:

1. Functional Requirements:

   Criteria: All functional requirements specified in the project’s requirements documentation must be fully met.

   Measurement: Functional testing will be conducted to verify that each requirement is implemented correctly.

2. Performance Requirements:

   Criteria: The system must meet the specified performance benchmarks, such as response time, throughput, and resource utilization.

   Measurement: Performance testing will be conducted to measure the system’s performance under various conditions.

3. Usability Requirements:

   Criteria: The system must be user-friendly and meet the usability standards defined in the project documentation.

   Measurement: Usability testing will be conducted with end-users to gather feedback on the system’s ease of use and overall user experience.

4. Security Requirements:

   Criteria: The system must adhere to the specified security standards and protect sensitive data from unauthorized access.

   Measurement: Security testing will be conducted to identify and mitigate potential security vulnerabilities.

5. Compliance Requirements:

   Criteria: The system must comply with relevant regulatory requirements and industry standards.

   Measurement: Compliance audits will be conducted to ensure adherence to applicable regulations and standards.

This section contains a sample table/log to be used in taking quality measurements and comparing them against standards/requirements. The most important aspect of this log is to provide documentation of the findings. If actual measurements do not meet the standards or requirements, then some action must be taken. This may be done in regularly scheduled project status meetings or as necessary throughout the project lifecycle.

The following information will be seen and monitored on each platform:

This section contains a sample table/log to be used in taking quality measurements and comparing them against standards/requirements. The most important aspect of this log is to provide documentation of the findings. If actual measurements do not meet the standards or requirements, then some action must be taken. This may be done in regularly scheduled project status meetings or as necessary throughout the project lifecycle.

Measurement ID	Date	Component	Quality Standard/Requirement	Actual Measurement	Pass/Fail	Comments/Actions Taken
QC001	06/10/2024	Login Module	Response Time < 2 seconds	1.8 seconds	Pass
QC002	06/12/2024	Inventory Update	Data Accuracy > 99%	98.5%	Fail	Data correction procedures implemented
QC003	06/15/2024	Sales Report Generation	Report Generation Time < 3 seconds	2.9 seconds	Pass
QC004	06/18/2024	User Interface	User Satisfaction Rating > 80%	75%	Fail	User feedback collected, UI enhancements scheduled
QC005	06/20/2024	Transaction Processing	Error Rate < 0.1%	0.05%	Pass	No action needed as the error rate is within acceptable limits

Risks are inherent in all projects, representing potential uncertainties that can affect project objectives and outcomes. The Risk Management Plan plays a vital role in systematically identifying, assessing, and managing these uncertainties to minimize their impact on project success. By proactively addressing risks, project teams can enhance decision-making, mitigate negative consequences, and optimize project outcomes, ensuring alignment with stakeholder expectations.

Before starting risk management, understanding project goals, scope, stakeholders, and limitations is crucial. This knowledge sets the stage for identifying and evaluating risks effectively. Encouraging a culture of risk awareness among the team promotes communication, collaboration, and accountability in managing uncertainties. Integrating risk management into project management ensures organizations can confidently navigate uncertainties and achieve strategic objectives.

Vendor dependency and the capability to meet performance standards pose significant risks to the project. Heavy reliance on a single vendor can lead to substantial disruptions if they fail to deliver on time or meet required standards. Financial instability or lack of adaptability from the vendor can jeopardize the project’s timeline and quality, resulting in delays, increased costs, and the need to find alternative suppliers under tight schedules.

Delays due to lengthy procurement processes, prolonged approval times, and an inability to meet project milestones can severely impact the project schedule. These risks can push the project behind schedule, leading to cost overruns, resource allocation issues, and missed opportunities, ultimately affecting the project’s success and stakeholder satisfaction.

Risk of project costs exceeding the planned budget due to unforeseen expenses or underestimations in the initial planning phase, leading to financial strain and potentially compromising the scope and quality of the project.

The risk management approach for the CLOPOSIMS project involves a structured process of risk identification, qualification, prioritization, and monitoring. The project team will employ both qualitative and quantitative methods to assess risks, document them in a risk register, and develop mitigation strategies. Regular reviews and updates to the risk management plan will ensure that new risks are identified and managed throughout the project lifecycle.

Risk identification is a critical process for the CLOPOSIMS project, ensuring that potential threats are recognized and addressed proactively. For this project, the following methods were employed to identify risks:

• Expert Interviews: Interviews were conducted with subject matter experts in cloud-based systems, POS systems, and inventory management. Their insights and experiences provided valuable information on potential risks and vulnerabilities specific to this type of project.
• Review of Historical Information: Historical data from similar projects were reviewed to identify common risks and challenges. This included analyzing past project reports, lessons learned, and documented issues to gain a comprehensive understanding of potential risks that could affect CLOPOSIMS.
• Risk Assessment Meetings: A series of risk assessment meetings were held with the project team and key stakeholders. These meetings provided a collaborative environment for brainstorming potential risks, discussing their impacts, and prioritizing them based on their likelihood and severity. The participants included project managers, IT specialists, security experts, and representatives from the business side.

All identified risks were systematically recorded in a Risk Register, a comprehensive document that captures each risk's description, potential impact, likelihood, mitigation strategies, and responsible parties. This format ensures that all risks are documented uniformly and can be easily tracked and managed throughout the project lifecycle.

The combination of these methods ensured a thorough and well-rounded identification of risks, providing the project team with a clear understanding of potential threats and the basis for developing effective risk mitigation strategies.

Once risks were identified for the CLOPOSIMS project, the next crucial step involved determining the probability and impact of each risk. This assessment allowed the project manager to prioritize the risk avoidance and mitigation strategies effectively.

1. Probability – Impact Matrix: The project team employed a probability-impact matrix to evaluate each identified risk. This matrix helps in visualizing and categorizing risks based on their likelihood of occurrence and the severity of their impact on the project.
   • Extreme: Risks with a very high probability of occurrence and severe impact on the project.
   • High: Risks with a high probability of occurrence and significant impact on the project. These risks require immediate attention and mitigation strategies should be developed.
   • Medium: Risks with a moderate probability of occurrence and moderate impact on the project. These risks should be closely monitored and mitigation strategies need to be prepared if they occur.
   • Low: Risks with a low probability of occurrence and minor impact on the project. These risks can be periodically monitored and mitigation strategies can be developed if needed.
   • Negligible: Risks with a very low probability of occurrence and negligible impact on the project. These risks can be disregarded.
2. Scoring and Ranking: Each risk was assigned a score based on its probability and impact assessments. These scores were then multiplied to produce a risk priority number (RPN), which helped in ranking the risks. Higher RPNs indicated higher priority risks that required immediate attention, while lower RPNs indicated less critical risks.
   • Risk Level Categorization Based on RPN:
     • Extreme: RPN 17-25
     • High: RPN 10-16
     • Moderate: RPN 7-9
     • Low: RPN 4-6
     • Minimum: RPN 1-3
   • Vendor-Related Risks
     • Potential Risk Factors: Vendor dependency and vendor capability to meet performance standards
     • Impact: 5 (Catastrophic)
     • Probability: 4 (Likely)
     • RPN: 4 * 5 = 20 (Extreme Risk)
   • Schedule Risks
     • Potential Risk Factors: Delays due to procurement processes, inability to meet project timelines or milestones.
     • Impact: 5 (Catastrophic)
     • Probability: 4 (Likely)
     • RPN: 4 * 5 = 20 (Extreme Risk)
   • Budget Risks
     • Potential Risk Factors: Unexpected cost increases, fluctuations in markets that can affect the budget.
     • Impact: 4 (Critical)
     • Probability: 4 (Likely)
     • RPN: 4 * 4 = 16 (High Risk)
3. Risk Assessment Meetings: During risk assessment meetings, the project team and key stakeholders reviewed the probability and impact scores, discussed the rationale behind each rating, and reached a consensus on the prioritization of risks.

Probability \ Impact	Negligible	Marginal	Moderate	Critical	Catastrophic
Almost Certain	Low Risk	Moderate Risk	High Risk	Extreme Risk	Extreme Risk
Likely	Minimum Risk	Low Risk	Moderate Risk	High Risk	Extreme Risk
Possible	Minimum Risk	Low Risk	Moderate Risk	High Risk	High Risk
Unlikely	Minimum Risk	Low Risk	Low Risk	Moderate Risk	High Risk
Rare	Minimum Risk	Minimum Risk	Low Risk	Moderate Risk	High Risk

Active risk monitoring is critical to the project's success. High-priority risks are included in the project schedule with assigned risk managers responsible for regular status updates. Risks are reviewed bi-weekly during project team meetings, with specific focus on those nearing their trigger conditions. Continuous monitoring ensures that risks are managed proactively, and any changes are documented and communicated promptly.

In this section, we outline the active monitoring approach for the risks identified within the project. One effective method for risk monitoring involves integrating high-scoring risks into the project schedule, each assigned to a designated risk manager. By incorporating these risks into the schedule, the project manager gains visibility into when these risks require closer monitoring and when to anticipate status updates from the risk manager during bi-weekly project team meetings.

Continuous monitoring of risks is important throughout the project lifecycle. This includes the establishment of trigger conditions for each identified risk, enabling prompt response and mitigation actions when necessary. Additionally, thorough documentation of the risk monitoring process ensures transparency and accountability within the project team, facilitating informed decision-making and proactive risk management strategies.

By implementing a robust risk monitoring framework, we aim to proactively identify, assess, and respond to potential risks, safeguarding project objectives and enhancing overall project resilience.

For high-priority risks, detailed mitigation strategies are developed, including contingency plans to address potential issues. Mitigation options may include transferring the risk, avoiding it, reducing its impact or probability, or accepting it with a contingency plan in place. The project manager is responsible for implementing these strategies and ensuring they are integrated into the overall project plan.

Risk mitigation involves taking proactive steps to reduce the likelihood and impact of identified risks. The project team should develop and implement specific strategies to manage high-priority risks effectively. These strategies may include:

• Developing Contingency Plans: Preparing alternative plans or solutions to be enacted if a risk materializes, ensuring minimal disruption to the project.
• Implementing Preventive Measures: Taking actions to prevent risks from occurring, such as enhancing security protocols, improving processes, or providing additional training to team members.
• Regular Monitoring: Continuously monitoring identified risks to detect early warning signs and initiate mitigation actions promptly.

Risk avoidance focuses on eliminating risks entirely by altering project plans or activities. The project team should consider the following options to avoid high-impact risks:

• Changing Project Scope: Modifying the project scope to exclude high-risk activities or components, thereby reducing exposure to potential risks.
• Adjusting Project Timeline: Extending the project timeline to allow for thorough testing, quality assurance, or additional planning, minimizing the chances of risk occurrence.

The risk register is a vital tool for tracking risks and their associated mitigation strategies throughout the project lifecycle. For the CLOPOSIMS project, the risk register will be maintained in a central project management repository, accessible to all project stakeholders. This repository ensures that risks are continuously monitored and updated as the project progresses.

The risk register will include the following information for each identified risk:

• Risk ID: A unique identifier for each risk.
• Risk Description: A detailed description of the risk.
• Probability: The likelihood of the risk occurring.
• Impact: The potential impact of the risk on the project.
• Risk Level: The overall risk level, determined by the probability-impact matrix.
• Mitigation Strategies: Actions planned to reduce the probability or impact of the risk.
• Trigger Conditions: Specific conditions that indicate the risk may occur.
• Status: The current status of the risk (e.g., Active, Mitigated, Closed).

Risk ID	Risk	Risk Description	Probability	Impact	Risk Level	Mitigation Strategies	Trigger Conditions	Status
1	Vendor-Related Risks	Vendor dependency and performance capabilities pose extreme risks to the project.	Likely	Catastrophic	Extreme	- Establish multiple vendor contracts to reduce dependency. - Conduct thorough vendor assessments. - Implement regular vendor performance reviews.	Delayed deliveries or performance issues reported	Active
2	Schedule Risks	Delays due to lengthy procurement processes, prolonged approval times, and inability to meet milestones.	Likely	Catastrophic	Extreme	Establish backup systems and failover procedures	Project milestones not met as scheduled	Active
3	Budget Risks	Occurs when the actual costs of the project exceed the initially planned budget.	Likely	Critical	High	Monitor expenses regularly and compare with budget.	Costs significantly higher than planned	Active

The purpose of this Procurement Management Plan is to clearly define the procurement strategy and management approach for developing and implementing a Cloud-Based Point-of-Sale (POS) and Inventory Management System for APME General Merchandise Hardware. This plan details the procurement requirements, providing justifications for each item, specifying contract types, conducting risk analyses, and outlining cost management and supplier management strategies. Our goal is to ensure all procurements are aligned with the project's objectives, scope, budget, and schedule constraints.

Risk Category	Potential Risk Factors	Impact (Low/Medium/High)
Contractual Risks	Non-compliance with terms, penalties, restrictive terms and conditions, inflexible contract structure.	Medium
Vendor-Related Risks	Vendor dependency, vendor solvency, vendor capability to meet performance standards, lead time changes.	High
Project Scope Risks	Changes in project scope that may affect procurement needs and alliances.	Medium
Schedule Risks	Delays due to procurement processes, inability to meet project timelines or milestones.	High
Budget Risks	Unexpected cost increases, fluctuations in markets that can affect the budget.	High
Legal and Regulatory Risks	Non-compliance with laws and regulations, legal disputes with vendors.	Medium
Technological Risks	Issues with product compatibility, technological obsolescence of procured items.	Medium
Quality Risks	Risks of receiving items that do not meet quality standards or specifications.	High
Logistics and Transportation	Delays or damages incurred during transportation, issues with customs for international suppliers.	Medium

Probability \ Impact	Negligible	Marginal	Moderate	Critical	Catastrophic
Almost Certain	Low Risk	Moderate Risk	High Risk	Extreme Risk	Extreme Risk
Likely	Minimum Risk	Low Risk	Moderate Risk	High Risk	Extreme Risk
Possible	Minimum Risk	Low Risk	Moderate Risk	High Risk	High Risk
Unlikely	Minimum Risk	Low Risk	Low Risk	Moderate Risk	High Risk
Rare	Minimum Risk	Minimum Risk	Low Risk	Moderate Risk	High Risk

Active risk monitoring is critical to the project's success. High-priority risks are included in the project schedule with assigned risk managers responsible for regular status updates. Risks are reviewed bi-weekly during project team meetings, with specific focus on those nearing their trigger conditions. Continuous monitoring ensures that risks are managed proactively, and any changes are documented and communicated promptly.

In this section, we outline the active monitoring approach for the risks identified within the project. One effective method for risk monitoring involves integrating high-scoring risks into the project schedule, each assigned to a designated risk manager. By incorporating these risks into the schedule, the project manager gains visibility into when these risks require closer monitoring and when to anticipate status updates from the risk manager during bi-weekly project team meetings.

Continuous monitoring of risks is important throughout the project lifecycle. This includes the establishment of trigger conditions for each identified risk, enabling prompt response and mitigation actions when necessary. Additionally, thorough documentation of the risk monitoring process ensures transparency and accountability within the project team, facilitating informed decision-making and proactive risk management strategies.

By implementing a robust risk monitoring framework, we aim to proactively identify, assess, and respond to potential risks, safeguarding project objectives and enhancing overall project resilience.

For high-priority risks, detailed mitigation strategies are developed, including contingency plans to address potential issues. Mitigation options may include transferring the risk, avoiding it, reducing its impact or probability, or accepting it with a contingency plan in place. The project manager is responsible for implementing these strategies and ensuring they are integrated into the overall project plan.

Risk mitigation involves taking proactive steps to reduce the likelihood and impact of identified risks. The project team should develop and implement specific strategies to manage high-priority risks effectively. These strategies may include:

• Developing Contingency Plans: Preparing alternative plans or solutions to be enacted if a risk materializes, ensuring minimal disruption to the project.
• Implementing Preventive Measures: Taking actions to prevent risks from occurring, such as enhancing security protocols, improving processes, or providing additional training to team members.
• Regular Monitoring: Continuously monitoring identified risks to detect early warning signs and initiate mitigation actions promptly.

Risk avoidance focuses on eliminating risks entirely by altering project plans or activities. The project team should consider the following options to avoid high-impact risks:

• Changing Project Scope: Modifying the project scope to exclude high-risk activities or components, thereby reducing exposure to potential risks.
• Adjusting Project Timeline: Extending the project timeline to allow for thorough testing, quality assurance, or additional planning, minimizing the chances of risk occurrence.

The risk register is a vital tool for tracking risks and their associated mitigation strategies throughout the project lifecycle. For the CLOPOSIMS project, the risk register will be maintained in a central project management repository, accessible to all project stakeholders. This repository ensures that risks are continuously monitored and updated as the project progresses.

The risk register will include the following information for each identified risk:

• Risk ID: A unique identifier for each risk.
• Risk Description: A detailed description of the risk.
• Probability: The likelihood of the risk occurring.
• Impact: The potential impact of the risk on the project.
• Risk Level: The overall risk level, determined by the probability-impact matrix.
• Mitigation Strategies: Actions planned to reduce the probability or impact of the risk.
• Trigger Conditions: Specific conditions that indicate the risk may occur.
• Status: The current status of the risk (e.g., Active, Mitigated, Closed).

Risk ID	Risk	Risk Description	Probability	Impact	Risk Level	Mitigation Strategies	Trigger Conditions	Status
1	Vendor-Related Risks	Vendor dependency and performance capabilities pose extreme risks to the project.	Likely	Catastrophic	Extreme	- Establish multiple vendor contracts to reduce dependency. - Conduct thorough vendor assessments. - Implement regular vendor performance reviews.	Delayed deliveries or performance issues reported	Active
2	Schedule Risks	Delays due to lengthy procurement processes, prolonged approval times, and inability to meet milestones.	Likely	Catastrophic	Extreme	Establish backup systems and failover procedures	Project milestones not met as scheduled	Active
3	Budget Risks	Occurs when the actual costs of the project exceed the initially planned budget.	Likely	Critical	High	Monitor expenses regularly and compare with budget.	Costs significantly higher than planned	Active

p>Our project acknowledges the diverse range of risks associated with procurement activities, each with its unique implications for project success. This risk management plan outlines our strategy to preemptively identify, assess, and mitigate procurement risks. It also highlights the roles of specific personnel and the protocol for obtaining necessary approvals for risk mitigation measures.

• Contractual Flexibility: Ensure that contracts are adaptable, well-defined, and include specific clauses for potential risk scenarios.
• Vendor Management: Implement thorough vendor assessments, conduct regular performance reviews, and diversify your vendor base to reduce dependency.
• Quality Assurance: Enhance quality control measures by conducting pre-delivery inspections and requiring quality certifications from suppliers.
• Scope Management: Utilize agile project management methods to quickly adjust procurement plans in response to changes in scope.
• Schedule Adherence: Coordinate closely with vendors to ensure timely deliveries and incorporate buffer periods for critical procurements.
• Financial Controls: Regularly analyze market conditions for budget forecasting, establish fixed-price contracts where feasible, and maintain a reserve budget.
• Legal Compliance: Conduct regular legal audits and engage legal experts to navigate international procurement regulations.
• Technological Evaluation: Continuously monitor technological trends and incorporate flexibility for upgrades or replacements in procurement planning.
• Procurement Planning: Plan ahead to mitigate logistics and transportation risks by selecting reliable transport partners and insuring goods.

The cost determination for the MAMESA Finals Project, involving the development of a cloud-based Point of Sale (POS) system for APME General Merchandise Hardware, takes into account various essential components that contribute to the overall project budget. The process for calculating these costs includes the evaluation of the following key factors:

• Software and Hardware Requirements:
  • Licensing fees for specialized software like ERPnext and Frappe Framework.
  • Hosting infrastructure costs, focusing on Amazon Lightsail for cloud services.
  • Additional hardware or specialized equipment needed for system operation and integration.
• Cloud Hosting Expenses:
  • Detailed assessment of Amazon Lightsail pricing models to ensure cost-efficiency.
  • Evaluation of performance, scalability, and security features offered by the cloud service provider.
  • Consideration of technical support capabilities.
• Labor Expenses:
  • Design, development, and testing services.
  • Project management, quality assurance, and consultancy services.

The procurement strategy will entail issuing a Request for Proposal (RFP) to potential service providers and vendors. The RFP will contain detailed specifications of the project along with instructions for submitting bids. Importantly, it will outline the specific cost components that will guide the evaluation of bids to ensure transparency and fairness in the selection process.

Constraints Identified:

• Budget Limitations: Strict adherence to the allocated procurement budget.
• Timeline Constraints: Procurement activities must align with the project timeline.
• Technical Constraints: Compatibility of new software with existing systems.
• Supplier Availability: Limited availability of prequalified suppliers and their willingness to negotiate prices and quantities.

Efforts will be made to identify and address these constraints early in the planning phase to avoid any adverse impacts on the procurement process and overall project success.

The contract approval process for the CLOPOSIMS, focusing on the development of a cloud-based Point of Sale (POS) system for APME General Merchandise Hardware, is designed to ensure that all contracts undergo a rigorous and efficient review and approval procedure. The steps involved in this enhanced process are as follows:

• Initiation:
  • Identify the Contract Need: Recognize the requirement for a contract that encompasses professional services, software development, cloud hosting, and any other services related to the project's success.
  • Develop a detailed Request for Proposal (RFP) that specifies the project's objectives, requirements, expected deliverables, timeline, and budgetary constraints.
• Solicitation:
  • Distribute the RFP: Share the RFP with prospective vendors and service providers, ensuring they have ample time to prepare and submit comprehensive proposals.
  • Conduct an in-depth evaluation of the received proposals based on predefined criteria, such as cost-effectiveness, vendor experience, technological capabilities, and alignment with project goals, to identify the most fitting vendor.
• Negotiation:
  • Finalize Contract Terms: Engage in negotiations with the chosen vendor to agree on the terms of the contract, ensuring all aspects of the project, including scope, deliverables, timelines, and payment terms, are clearly defined and mutually agreeable.
  • Secure the services of legal counsel to meticulously review the proposed contract and confirm that it adheres to all relevant legal, regulatory, and organizational requirements.
• Approval:
  • Obtain Stakeholder Approvals: Present the contract to all necessary stakeholders within the project's governance structure for approval. This includes project sponsors, representatives from the legal and finance departments, and any other key stakeholders with decision-making authority.
  • Ensure that all mandatory approvals are documented and that the contract is duly signed by authorized representatives to formalize the agreement.

By adhering to this structured contract approval process, the MAMESA Finals Project team can effectively manage contractual relationships and ensure that all agreements support the project's aims, offering a solid foundation for successful collaboration and project execution.

Contracts will be awarded based on:

• Cost: Alignment with budget and cost-effectiveness.
• Quality: Conformance to quality standards.
• Reliability: Vendor reliability and performance history.
• Compliance: Adherence to regulatory and contractual requirements.

Performance metrics include:

• On-time Delivery: Percentage of deliveries made on schedule.
• Quality Compliance: Percentage of items meeting quality standards.
• Cost Variance: Variance between budgeted and actual procurement costs.
• Vendor Performance: Ratings based on vendor performance and reliability.
• Contract Compliance: Adherence to contract terms and conditions.

The MAMESA team, consisting of Emmanuel Christian Sarong, Nathaniel Hope Masotes, and Andrew David Mendoza, undertook the development of a Cloud-Based POS and Inventory Management System aimed at streamlining operations for APME General Merchandise Hardware. This system centralizes and automates sales transactions, inventory management, and reporting processes.

The purpose of this transition-out plan is to outline the process for transitioning the Cloud-Based Point-of-Sale System and Inventory Management System (CLOPOSIMS) from the incumbent contractor to a new contractor. This plan aims to ensure continuity, minimize disruption, and maintain system integrity throughout the transition period. The transition is scheduled to be completed by August 1, 2024.

The transition team for the CLOPOSIMS project consists of key members from both the incumbent and new contractors. The Transition Project Manager oversees the entire transition process, coordinating activities between teams. The Transition Coordinator manages daily tasks and provides detailed progress reports. The Technical Lead handles all technical aspects, ensuring seamless transfer of knowledge. The Documentation Specialist is responsible for transferring all relevant documentation accurately. The QA Lead maintains quality standards and manages testing and quality assurance processes. The Dev Team Lead facilitates knowledge transfer and ensures alignment with project goals and technical standards. This structure ensures comprehensive coverage of all critical areas, promoting a smooth and efficient transition.

The transition team for the CLOPOSIMS project includes key members from both the incumbent and new contractors. The team structure is as follows:

• Transition Project Manager: Oversees the entire transition process and coordinates activities between teams.
• Transition Coordinator: Manages daily tasks and provides detailed progress reports.
• Technical Lead: Handles all technical aspects, ensuring seamless transfer of knowledge.
• Documentation Specialist: Responsible for transferring all relevant documentation accurately.
• QA Lead: Maintains quality standards and manages testing and quality assurance processes.
• Dev Team Lead: Facilitates knowledge transfer and ensures alignment with project goals and technical standards.

In the CLOPOSIMS project, workforce transition involves the transfer of the existing workforce from the incumbent contractor to the new contractor, often referred to as "re-badging." This process ensures that employees remain in place while officially transferring employment. Some of the incumbent workforce may leave once the transition is complete. To ensure a smooth transition, workforce plans must be determined and communicated in advance, setting clear expectations and ensuring proper training and knowledge transfer. The Transition Project Manager will oversee this process to maintain operational stability and minimize disruption.

During the transition period of the CLOPOSIMS project, various levels of work will be performed to maintain system integrity and project continuity. The key areas of focus include:

1. System Maintenance: Essential system maintenance tasks will continue uninterrupted to ensure the system remains operational and reliable. This includes routine updates, security patches, and performance monitoring.
2. Software Development: Ongoing development work will proceed as scheduled, with particular attention to ensuring that all new code and features are seamlessly integrated into the existing system. The development team will collaborate closely with both incumbent and new contractors to facilitate knowledge transfer and maintain development momentum.
3. Support Services: Support services, including helpdesk operations and customer support, will remain active throughout the transition to ensure that users experience minimal disruption. Support teams will be briefed on transition plans and any changes to workflows to handle user inquiries effectively.

The transition will be managed to minimize impact on these critical work areas. Regular communication, coordination meetings, and detailed transition plans will help ensure that all activities proceed smoothly, and that the project's quality and timelines are maintained. The Transition Project Manager will oversee these efforts, ensuring that any potential issues are promptly addressed and resolved.

The transition out plan for CLOPOSIMS details the handling of intellectual property (IP) during the transfer process. This IP includes a variety of assets such as documentation, supplier and subcontractor information, service agreements, original designs, and plans. Given the legal complexities surrounding IP, the process will involve the completion of non-disclosure agreements (NDAs) between the incumbent contractor and the customer. Depending on the contractual agreements, the IP may be transferred, sold, or retained by the incumbent. The specific steps include:

1. Inventory of IP Assets: A comprehensive inventory of all IP assets related to CLOPOSIMS will be compiled.
2. Ownership Verification: Verification of ownership and rights will be conducted to ensure legal transfer.
3. Documentation and Transfer Agreements: Detailed documentation and formal transfer agreements will be prepared and executed.
4. Security and Confidentiality: Stringent measures will be implemented to protect IP during the transfer.
5. Knowledge Transfer: Structured processes, including training and documentation handover, will ensure effective utilization by the new contractor.
6. Validation and Acceptance: The new contractor will validate the IP assets and formally document acceptance post-verification.
7. Ongoing Compliance and Support: Post-transition support and compliance with licensing agreements and usage guidelines will be maintained.

To ensure a secure and smooth transition of user accounts, the following steps will be taken:

1. Account Inventory: Compile a comprehensive list of all user accounts, including system administrator accounts, that need to be transitioned.
2. Role Mapping: Ensure that each account is mapped to the appropriate role in the new system.
3. Account Creation: Create necessary accounts in the new system with appropriate permissions.
4. Password Management: Securely reset and distribute new passwords to users.
5. Access Verification: Verify that all users can access the system with their new credentials.

Effective knowledge transfer is crucial for ensuring continuity and seamless operation by the new contractor. The process involves the following structured activities:

• Comprehensive Documentation:
  • Updated documents including system architecture, operational procedures, user manuals, maintenance schedules, and troubleshooting guides.
  • Detailed insights into the system's current state and customizations.
• Instruction Manuals:
  • Detailed manuals covering all system functionalities to guide the new contractor's staff.

• Structured Training Program:
  • A program covering all critical aspects of the CLOPOSIMS system, tailored to different expertise levels.
  • Training sessions conducted by incumbent experts.
• Training Materials:
  • Comprehensive materials including presentations, exercises, and practical demonstrations provided for future reference.

• Personalized Training Sessions:
  • Sessions tailored to specific roles, facilitated by the incumbent contractor's Technical Lead and key personnel.
• Shadowing and Mentorship:
  • New staff will shadow incumbents and participate in a mentorship program for ongoing support.

• Interactive Workshops:
  • Workshops covering complex topics, facilitated by senior experts, to encourage collaborative learning and problem-solving.

• Regular Review Meetings:
  • Meetings to assess progress, address gaps, and ensure the knowledge transfer is on track, with feedback from new staff.
• Continuous Improvement:
  • Iterative refinement of the knowledge transfer process based on feedback and progress assessments.

• Comprehensive Report:
  • A final report detailing all activities, materials, and outcomes, with an evaluation of the new contractor's readiness and additional recommendations.

This concise knowledge transfer plan ensures the new contractor's staff are well-equipped to manage and operate the CLOPOSIMS system effectively, ensuring continuity and minimizing disruptions during the transition.

The transition schedule for the CLOPOSIMS project is designed to ensure a smooth and efficient handover from the incumbent contractor to the new contractor. The GANTT chart below outlines all major milestones and key activities from the initiation of the transition to its completion.

• Develop Business Case
  • Start Date: March 2024
  • Completion Date: April 2024
• Develop Project Charter
  • Start Date: April 2024
  • Completion Date: April 2024
• Obtain Project Approval
  • Start Date: April 2024
  • Completion Date: April 2024

• Stakeholder Analysis Excel File
  • Start Date: April 2024
  • Completion Date: May 2024
• Stakeholders Management Strategy Plan
  • Start Date: April 2024
  • Completion Date: May 2024
• Scope Management Plan
  • Start Date: April 2024
  • Completion Date: May 2024
• Cost Management Plan
  • Start Date: April 2024
  • Completion Date: May 2024
• Schedule Management Plan
  • Start Date: April 2024
  • Completion Date: May 2024
• Work Breakdown Plan
  • Start Date: April 2024
  • Completion Date: May 2024
• Work Packages based on Work Breakdown Structure
  • Start Date: April 2024
  • Completion Date: May 2024
• Human Resource Management Plan
  • Start Date: May 2024
  • Completion Date: June 2024
• Change Management Plan
  • Start Date: May 2024
  • Completion Date: June 2024
• Communications Management Plan
  • Start Date: May 2024
  • Completion Date: June 2024
• Quality Management Plan
  • Start Date: May 2024
  • Completion Date: June 2024
• Risk Management Plan
  • Start Date: May 2024
  • Completion Date: June 2024
• Procurement Management Plan
  • Start Date: May 2024
  • Completion Date: June 2024
• Implementation/Transition Plan
  • Start Date: April 2024
  • Completion Date: June 2024

• Setup Development Environment ERP/FRAPPE
  • Start Date: June 2024
  • Completion Date: July 2024
• Develop Cashier Tab
  • Start Date: July 2024
  • Completion Date: September 2024
• Develop Sales Tab
  • Start Date: July 2024
  • Completion Date: September 2024
• Develop Inventory Tab
  • Start Date: July 2024
  • Completion Date: September 2024
• Develop Supplier Tab
  • Start Date: July 2024
  • Completion Date: September 2024
• Develop Setting Tab
  • Start Date: July 2024
  • Completion Date: September 2024
• Develop Dashboard Tab
  • Start Date: July 2024
  • Completion Date: September 2024
• Develop Roles
  • Start Date: July 2024
  • Completion Date: September 2024

• Monitor Risks and Issue Resolution
  • Start Date: September 2024
  • Completion Date: November 2024
• Perform System Testing and Quality Assurance
  • Start Date: September 2024
  • Completion Date: November 2024
• User Training
  • Start Date: September 2024
  • Completion Date: December 2024
• System Deployment
  • Start Date: November 2024
  • Completion Date: December 2024

• Finalize and Deliver Project Documentation
  • Start Date: December 2024
  • Completion Date: January 2025
• Obtain Formal Acceptance
  • Start Date: January 2025
  • Completion Date: January 2025
• Close Out Meeting
  • Start Date: January 2025
  • Completion Date: January 2025

• Transition Start Date: March 2024
• Transition Completion Date: January 2025

The handover and acceptance process is critical to ensure that the transition is completed successfully and that the new contractor is fully prepared to take over operations. This process involves several key steps and formalities to guarantee that all aspects of the handover are thoroughly verified and accepted.

A detailed checklist will be created, listing all deliverables and tasks that need to be completed before handover. This checklist will include:

• Transfer of all system documentation and manuals.
• Completion of all training sessions.
• Verification of system functionality and performance.
• Transfer of access credentials and system accounts.
• Return of all physical assets, including badges and equipment.
• Resolution of any outstanding issues or tickets.

The new contractor will conduct acceptance testing to verify that the system is functioning as expected. This will involve:

• Testing key functionalities of the CLOPOSIMS system.
• Ensuring data integrity and consistency.
• Confirming that all integrations and interfaces are working correctly.

Upon successful completion of the checklist and acceptance testing, formal sign-off will be obtained from the relevant parties. This includes:

• Project Sponsor: Verifies that all project objectives have been met and formally accepts the handover.
• IT Manager: Confirms that all system accounts have been transferred and are operational.
• Contracts Manager: Verifies that all contractual obligations have been fulfilled.

A comprehensive handover report will be prepared, documenting all aspects of the transition. This report will include:

• Summary of activities completed during the transition.
• List of transferred assets and documentation.
• Results of acceptance testing.
• Details of any issues encountered and how they were resolved.

Sign-off sheets for each relevant party, confirming their acceptance of the handover. These sheets will be included in the final handover report.

A final acceptance meeting will be scheduled with all key stakeholders. During this meeting:

• The transition team will present the handover report.
• Stakeholders will review and discuss the report.
• Formal acceptance and sign-off will be obtained from each stakeholder.

A plan for post-handover support will be established, ensuring that the new contractor has access to any necessary assistance during the initial period following the handover. This includes:

• Contact information for key personnel from the incumbent contractor.
• Schedule for follow-up meetings or check-ins to address any issues that may arise.

By following this structured handover and acceptance process, we ensure that the customer formally accepts the transition, all necessary checks are completed, and the new contractor is fully prepared to take over the operations of the CLOPOSIMS system. This comprehensive approach minimizes risks and ensures a smooth and successful transition.

The WBS is a view into the project which shows what work the project encompasses. It is a tool which helps to easily communicate the work and processes involved to execute the project. The Work Breakdown Structure presented here represents all the work required to complete this project.

1. Initiation
   1. Develop Business Case
   2. Develop Project Charter
   3. Obtain Project Approval
2. Planning
   1. Stakeholder Analysis Excel File
   2. Stakeholders Management Strategy Plan
   3. Scope Management Plan
   4. Cost Management Plan
   5. Schedule Management Plan
   6. Work Breakdown Plan
   7. Work Packages based on Work Breakdown Structure
   8. Human Resource Management Plan
   9. Change Management Plan
   10. Communications Management Plan
   11. Quality Management Plan
   12. Risk Management Plan
   13. Procurement Management Plan
   14. Implementation/Transition Plan
   15. Create Wireframes UI Design & Diagrams
3. Execution
   1. Setup Development Environment ERP/FRAPPE
   2. Develop Cashier Tab
   3. Develop Sales Tab
   4. Develop Inventory Tab
   5. Develop Supplier Tab
   6. Develop Setting Tab
   7. Develop Dashboard Tab
   8. Develop Roles
4. Control
   1. Monitor Risks and Issue Resolution
   2. Perform System Testing and Quality Assurance
   3. User Training
   4. System Deployment
5. Closeout
   1. Finalize and Deliver Project Documentation
   2. Obtain Formal Acceptance
   3. Close Out Meeting

Level	WBS Code	Element Name
1	1	Initiation
2	1.1	Develop Business Case
2	1.2	Develop Project Charter
2	1.3	Obtain Project Approval
1	2	Planning
2	2.1	Stakeholder Analysis Excel File
2	2.2	Stakeholders Management Strategy Plan
2	2.3	Scope Management Plan
2	2.4	Cost Management Plan
2	2.5	Schedule Management Plan
2	2.6	Work Breakdown Plan
2	2.7	Work Packages based on Work Breakdown Structure
2	2.8	Human Resource Management Plan
2	2.9	Change Management Plan
2	2.10	Communications Management Plan
2	2.11	Quality Management Plan
2	2.12	Risk Management Plan
2	2.13	Procurement Management Plan
2	2.14	Implementation/Transition Plan
2	2.15	Create Wireframes UI Design & Diagrams
1	3	Execution
2	3.1	Setup Development Environment ERP/FRAPPE
2	3.2	Develop Cashier Tab
2	3.3	Develop Sales Tab
2	3.4	Develop Inventory Tab
2	3.5	Develop Supplier Tab
2	3.6	Develop Setting Tab
2	3.7	Develop Dashboard Tab
2	3.8	Develop Roles
1	4	Control
2	4.1	Monitor Risks and Issue Resolution
2	4.2	Perform System Testing and Quality Assurance
2	4.3	User Training
2	4.4	System Deployment
1	5	Closeout
2	5.1	Finalize and Deliver Project Documentation
2	5.2	Obtain Formal Acceptance
2	5.3	Close Out Meeting

Level 1	Level 2
1. Initiation	1.1 Develop Business Case 1.2 Develop Project Charter 1.3 Obtain Project Approval
2. Planning	2.1 Stakeholder Analysis Excel File 2.2 Stakeholders Management Strategy Plan 2.3 Scope Management Plan 2.4 Cost Management Plan 2.5 Schedule Management Plan 2.6 Work Breakdown Plan 2.7 Work Packages based on Work Breakdown Structure 2.8 Human Resource Management Plan 2.9 Change Management Plan 2.10 Communications Management Plan 2.11 Quality Management Plan 2.12 Risk Management Plan 2.13 Procurement Management Plan 2.14 Implementation/Transition Plan 2.15 Create Wireframes UI Design & Diagrams
3. Execution	3.1 Setup Development Environment ERP/FRAPPE 3.2 Develop Cashier Tab 3.3 Develop Sales Tab 3.4 Develop Inventory Tab 3.5 Develop Supplier Tab 3.6 Develop Setting Tab 3.7 Develop Dashboard Tab 3.8 Develop Roles
4. Control	4.1 Monitor Risks and Issue Resolution 4.2 Perform System Testing and Quality Assurance 4.3 User Training 4.4 System Deployment
5. Closeout	5.1 Finalize and Deliver Project Documentation 5.2 Obtain Formal Acceptance 5.3 Close Out Meeting

This section contains all the details of the WBS necessary to complete the project. It contains a definition of each Work Package which can be thought of as a mini scope statement.

This section contains all the details of the WBS necessary to complete the project. It contains a definition of each Work Package which can be thought of as a mini scope statement.

WBS Code	Element Name	Definition
1	Initiation	The work to initiate the project.
1.1	Develop Business Case	The process of creating a comprehensive justification for the project, outlining its objectives, expected benefits, costs, and risks.
1.2	Develop Project Charter	Project Manager to develop the Project Charter.
1.3	Obtain Project Approval	The process of obtaining formal approval for the project to proceed.
2	Planning	The work for the planning process for the project.
2.1	Stakeholder Analysis Excel File	A tool used to systematically identify, analyze, and prioritize stakeholders based on their influence, interest, and impact on the project.
2.2	Stakeholders Management Strategy Plan	A strategic plan detailing how stakeholders will be identified, engaged, and managed throughout the project lifecycle.
2.3	Scope Management Plan	An overarching document that defines how project scope will be defined, validated, and controlled throughout the project lifecycle.
2.4	Cost Management Plan	A comprehensive plan outlining how project costs will be estimated, budgeted, managed, and controlled.
2.5	Schedule Management Plan	A detailed plan specifying how project schedules will be developed, monitored, and controlled.
2.6	Work Breakdown Plan	A structured breakdown of project deliverables into smaller, manageable components.
2.7	Work Packages based on Work Breakdown Structure	Specific tasks or activities derived from the Work Breakdown Structure (WBS).
2.8	Human Resource Management Plan	The management of personnel involved in the project, including their recruitment, allocation, training, and performance evaluation.
2.9	Change Management Plan	The process of identifying, assessing, approving, and implementing changes to project scope, schedule, or resources.
2.10	Communications Management Plan	The systematic planning, execution, and monitoring of project-related communications.
2.11	Quality Management Plan	The planning and implementation of processes and activities to ensure that project deliverables meet specified quality standards.
2.12	Risk Management Plan	The systematic identification, analysis, assessment, and response planning to manage uncertainties and potential threats.
2.13	Procurement Management Plan	The process of acquiring goods, services, or resources from external vendors or suppliers.
2.14	Implementation/Transition Plan	The phase of the project lifecycle where project deliverables are put into operation and the project is transitioned to the operational phase.
2.15	Create Wireframes UI Design & Diagrams	This task involves creating basic wireframes, detailed UI designs, and process diagrams to visually represent the structure, functionality, and workflows of the system.
3	Execution	Work involved to execute the project.
3.1	Setup Development Environment ERP/FRAPPE	Setting up the development environment for ERP/FRAPPE.
3.2	Develop Cashier Tab	Developing the cashier tab in the system.
3.3	Develop Sales Tab	Developing the sales tab in the system.
3.4	Develop Inventory Tab	Developing the inventory tab in the system.
3.5	Develop Supplier Tab	Developing the supplier tab in the system.
3.6	Develop Setting Tab	Developing the settings tab in the system.
3.7	Develop Dashboard Tab	Developing the dashboard tab in the system.
3.8	Develop Roles	Developing the roles in the system.
4	Monitoring/Deployment	The work involved for the control process of the project.
4.1	Monitor Risks and Issue Resolution	Regularly tracking and addressing potential risks and issues.
4.2	Perform System Testing and Quality Assurance	Conducting thorough testing and quality assurance activities.
4.3	User Training	This task involves conducting comprehensive training sessions to ensure all users are proficient in utilizing the new system or software effectively.
4.4	System Deployment	Deploying the system into the production environment.
5	Closeout	The work to close-out the project.
5.1	Finalize and Deliver Project Documentation	Completing the documentation process and delivering all project documents.
5.2	Obtain Formal Acceptance	Securing formal acceptance from the project sponsor or client.
5.3	Close Out Meeting	Conducting a formal meeting to review project outcomes and formally close the project.

Term	Definition
Level of Effort	Level of Effort (LOE) is how much work is required to complete a task.
WBS Code	A unique identifier assigned to each element in a Work Breakdown Structure for the purpose of designating the element’s hierarchical location within the WBS.
Work Package	A Work Package is a deliverable or work component at the lowest level of its WBS branch.
WBS Component	A component of a WBS which is located at any level. It can be a Work Package or a WBS Element as there's no restriction on what a WBS Component is.
WBS Element	A WBS Element is a single WBS component and its associated attributes are located anywhere within a WBS. A WBS Element can contain work or it can contain other WBS Elements or Work Packages.