Table of Contents Project Title Project Members Project Professor Project Adviser Project Team Company Profile Brief Background 𝟏. 𝐁𝐔𝐒𝐈𝐍𝐄𝐒𝐒 𝐂𝐀𝐒𝐄 Executive Summary Issues Anticipated Outcomes Recommendations Justifications Business Case Analysis Team Problem Definition Problem Statement Organizational Impact Technology Migration Project Overview Project Description Goals and Objectives Project Performance Project Assumptions Project Constraints Major Project Milestones Strategic Alignment Cost Benefit Analysis Alternatives Analysis 𝟐. 𝗣𝗥𝗢𝗝𝗘𝗖𝗧 𝗖𝗛𝗔𝗥𝗧𝗘𝗥 Introduction Executive Summary Project Scope Deliverables Business Needs Business Objectives Business Requirement Functional Requirement Non-Functional Requirement Project Constraints Project Assumption Project Risk Summary Milestone Schedule Project Description Summary Budget Current Cost Planned Cost Project Manager 𝟑. 𝗦𝗧𝗔𝗞𝗘𝗛𝗢𝗟𝗗𝗘𝗥 𝗠𝗔𝗡𝗔𝗚𝗘𝗠𝗘𝗡𝗧 𝗦𝗧𝗥𝗔𝗧𝗘𝗚𝗬 Introduction Identify Stakeholders Key Stakeholders Stakeholder Register / Profile Stakeholder Analysis 𝟒. 𝐒𝐂𝐎𝐏𝐄 𝐌𝐀𝐍𝐀𝐆𝐄𝐌𝐄𝐍𝐓 𝐏𝐋𝐀𝐍 Introduction Scope Management Approach Roles and Responsibility Scope Definition Project Scope Statement Project Scope Definition Product Acceptance Criteria Project Deliverables Project Exclusion Project Constraints Project Assumptions Scope Verification Scope Control 𝟓. 𝐂𝐎𝐒𝐓 𝐌𝐀𝐍𝐀𝐆𝐄𝐌𝐄𝐍𝐓 𝐏𝐋𝐀𝐍 Introduction Measuring Project Cost Reporting Format Cost Variance Response Process Cost Change Control Process Project Budget Estimated Project Budget Cost Phase 01: Initiation Phase 02: Planning Phase 03: Execution Phase 04: Deployment Phase 05: Maintenance 𝟔. 𝐒𝐂𝐇𝐄𝐃𝐔𝐋𝐄 𝐌𝐀𝐍𝐀𝐆𝐄𝐌𝐄𝐍𝐓 𝐏𝐋𝐀𝐍 Introduction Schedule Management Approach Roles and Responsibilties Schedule Control Roles and Responsibilities Schedule Changes and Thresholds Scope Change 𝟕.𝐇𝐔𝐌𝐀𝐍 𝐑𝐄𝐒𝐎𝐔𝐑𝐂𝐄 𝐏𝐋𝐀𝐍 Introduction Roles and Responsibilities Project Organizational Charts Staffing Management 𝟖. 𝐂𝐇𝐀𝐍𝐆𝐄 𝐌𝐀𝐍𝐀𝐆𝐄𝐌𝐄𝐍𝐓 𝐏𝐋𝐀𝐍 Introduction Change Management Approach Definition of Change Change Control Board Roles and Responsibility Change Control Process 𝟗.𝐂𝐎𝐌𝐌𝐔𝐍𝐈𝐂𝐀𝐓𝐈𝐎𝐍 𝐌𝐀𝐍𝐀𝐆𝐄𝐌𝐄𝐍𝐓 𝐏𝐋𝐀𝐍 Introduction Communication Management Approach Communication Management Constraints Stakeholder Communication Requirements Roles Project Team Directory Communication Methods and Technologies Communication Matrix Guidelines for Meeting Communication Standards Communication Escalation Process Part 2: Other Deliverables

NAME	EMAIL
Sir Jose Eugenio L. Quesada	[email protected]

NAME	EMAIL
Sir Jayvee Cabardo	[email protected]

NAME	ROLE	EMAIL
Jonathan Joseph Archog	Project Manager	[email protected]
John Christian Berbon	Project Head Programmer	[email protected]
Ashley Joy Pojol	Project Head Documentation	[email protected]

Asia Pacific College (APC) is private tertiary education institution in Makati, Metro Manila, Philippines. It was established in 1991 as a non-profit venture between IBM Philippines and the SM Foundation. empowered by education and industry professionals as faculty and a balanced curriculum, aims to provide business and the information and communications technology industry in the Philippines and in the global community lifelong learning graduates who are anchored on the principles of integrity and professionalism.

Asia Pacific College is an institution that prioritizes the welfare of its primary stakeholders, the students, particularly those facing financial constraints. Apart from providing various forms of financial assistance, APC consistently lends an extensive inventory of equipment to support student's academic endeavors. However, the institution’s lending operation is hampered by inefficiencies brought by the current non-centralized system that leads to poor borrowing experience. Recognizing the effects of the issues to stakeholders, the proposed web-based application, Pahiram, aims to streamline the equipment inventory, providing a centralized lending system that meets the specific needs and requirements of the stakeholders. Pahiram will link the institution directly to the learners in need by providing access to the valuable assets of APC for a more efficient and seamless borrowing experience. Thus, users will experience a dramatic improvement in borrowing lead time, inventory management, and penalty management.

The proposed system aims to address several problems with the current system of APC with their equipment lending processes. These problems include non-centralized platform for all lending offices, inability to check item availability, non-centralized inventory management among lending offices despite all of them are within APC, long approval process, etc. These issues negatively impact the overall borrowing experience of the stakeholders.

The project anticipates a functional centralized and live web application that can manage, and process borrowing requests from the stakeholders of Asia Pacific College (APC) by the end of year 2024. This web app will be implemented and deployed in the cloud server managed by the Information Technology and Resource Office (ITRO) who will maintain the system. The system should include all necessary functionalities and pages such as employee and admin dashboards, equipment borrowing page, borrowing transaction page, inventory management page, lending management page for employees, etc. Upon implementation, the borrowers and lending office employees will primarily benefit from the digitalized lending processes. In the perspective of the borrowers, they will be able to borrow through their browsers and manage it simply for instance, making changes to their request or even canceling it altogether. As for the lending office employees, they will be able to manage the inventory through a single platform, manage transactions with ease, automatic forwarding of requests to the office head if the request contains a high value equipment, and lastly, managing penalties are removed from their duties as it is delegated to the Finance and Accounting Department through their separate user interface.

After careful analysis of the needs and requirements of Asia Pacific College with regards to their manual lending processes, the proponents strongly recommend transforming the processes to digital through Pahiram. This drastic recommendation is well-aligned with the institution’s reputation as an IT-first school. More importantly, it is also well-aligned with the goal of creating a conducive learning environment for learners. Pahiram will simplify the borrowing and inventory processes. Specifically, it will serve as a one-stop-shop platform that will allow the stakeholders of APC to access real-time equipment availability, request equipment, and track penalties. Moreover, the application will be accessible through desktop and mobile devices for all stakeholders’ convenience.

Digitalizing the manual and paper processes of APC’s lending operations will significantly increase productivity and efficiency. Implementing Pahiram will also increase the range of the services that the institution can provide, from request submission to penalty settlement which will reduce redundant actions of both borrowers and lending employees. Moreover, this project will showcase APC’s prowess in system digitalization that will complement the existing digital services such as the Rams Portal. Providing services as convenient as possible to its users will ensure that the institution is taking charge with constantly improving processes. Ultimately, it will reflect on the type of environment the institution aims to achieve – a conducive one.

Role	Description	Name
Product Manager	Responsible for overseeing the project and ensuring that it is completed on time.	Jonathan Joseph Archog
Product Owner	Responsible for defining and prioritizing the project requirements and ensuring that the final product meets the institution's needs.	John Christian Berbon
Scrum Master	Responsible for facilitating the agile development process and ensuring that the team is following the Scrum framework.	Ashley Joy Pojol
Documentation Manager	Responsible for managing the project documentation and ensuring that it is complete and accurate.	Jonathan Joseph Archog
Scrum Team Member	Responsible for developing the project deliverables and working together with the rest of the team to ensure the success of the project	Jonathan Joseph Archog John Christian Berbon
Stakeholder	Responsible for providing input on the project's scope, including requirements and expectations. Also responsible for accepting the project deliverables as defined by the project's scope.	Sir. Jojo Castillo
Class Adviser	Responsible for providing guidance and support to the Project Manager and team. He should ensure that the project aligns with any relevant academic requirements and provide advice on best practices for managing project scope.	Sir. Jose Eugenio Quesada
Project Adviser	Responsible for providing guidance and support to the Project Manager and team. He should ensure that the project aligns with the overall goals and objectives of the organization and provide advice on best practices for managing project scope.	Sir. Jayvee Cabardo

Access to appropriate equipment is essential in molding academic performance and establishing a conducive learning environment. However, the lending processes at APC suffer from several challenges that hinder the smooth functioning of equipment lending and hamper the institution’s objective of equitably distributing borrowable resources to aid the students’ academic endeavors. Thus, the project seeks to solve the fragmented equipment inventory that led to disjointed record keeping for the lending offices, non-uniform borrowing procedure, and lastly, the absence of an integrated penalty management system.

The proposed system will drastically affect the organization’s lending operations from the ground up. Starting from inventory management, the institution will be provided role-based access to ensure an organized record of equipment. To ease the friction of transferring from the existing processes onto the proposed system, existing item identification generated by the Purchasing and Logistics Office will be utilized. As for the lending operations itself, offices will no longer have to rely on manual tracking of borrowed items as it will be available through Pahiram in real time. Students will no longer have to acquire written consent from endorsers such as their subject professors as they will be able to tag them through the borrowing form. Endorsers can approve it in real time as it appears on their interface. More importantly, lending offices will be able to manage borrowing requests as easily as the first two actors. The roles present in the proposed system is based on the proponents’ analysis of the client’s requirements. Lending office heads will be delegated as the Supervisor. Employees managing the borrow requests are assigned as Lending Managers. Inventory personnel such as from the Purchasing and Logistics Office are assigned as the Inventory Manager but the PLO itself also has their own Supervisor which has different permissions from the lending office’s Supervisor. Endorsers are the institution’s personnel that will serve as the first approver of a borrowing request. Lastly, the Borrowers where every stakeholder of the institution, are assigned to by default as all of them are allowed to borrow.

A robust database design is at the heart of the technology migration aspect of the proposed system. The proponents have considered the data that are being stored by every lending office and the PLO and incorporated them to the entity relationship diagram. The actual migration will be catered for by Pahiram. The proponents will develop an interface that will accept the existing excel files of the PLO which will begin the migration process. Thus, migrating the data from the legacy process will be as frictionless as possible.

The current manual lending process of APC is plagued by inefficiency and redundancy. Thus, the proponents have proposed to develop Pahiram, web-based equipment lending application that will solve the issues. Through digitalizing the manual processes such as the current record-keeping method, the project will alleviate the stakeholders’ difficulty in approaching the institution’s noble program.

The project aims to develop Pahiram, a centralized lending system, to streamline the disjointed equipment lending operations at APC for a more efficient and seamless borrowing experience. The implementation of Pahiram will aid the institution in its goal of equitable distribution of borrowable resources to support the academic endeavors of APC students. The proponents have identified specific objectives to achieve, which include the following:

To establish a centralized equipment inventory that streamlines equipment record- keeping by fifty percent (50%) from six (6) steps down to only three (3), ensuring efficient record-keeping and resource oversight.

To simplify the equipment borrowing process by implementing a unified interface to reduce the lending steps. The walk-in borrowers of sports equipment from the BMO will experience a ten percent (10%) improvement from nine (9) steps to eight (8) while for audio and visual equipment from the same office will have a twenty percent (20%) reduction from twelve (12) steps to ten (10). On the other hand, both ESLO and ITRO will have a ten percent (10%) improvement from ten (10) steps to only nine (9).

To improve penalty management of the lending offices by establishing an efficient process, reducing the steps from penalty calculation to penalty settlement by thirty-three percent (33%) from six (6) steps to four (4).

The success of Pahiram for APC’s lending operations will be measured based on the following performance indicators:

Reduced Borrowing Steps: The application will be considered as successful if it reduced the steps for the borrowers to transact with the lending offices starting from the borrow request submission up to returning the borrowed items.

Unified Inventory Management: The application will be considered as successful if it unifies the equipment inventory of all three lending offices managed mostly by the Purchasing and Logistics Office.

Reduced Penalty Settlement: The application will be considered as successful if it streamlines the penalty settlement process thereby eliminating the need for penalty stubs from the lending office where the fine was imposed and transferring it to the cashier for payment.

These performance indicators are in accordance with the project specific objectives. These will be evaluated after the final build of the system is released to check if it meets the desired outcomes of all stakeholders.

1. All Borrowers will use the system to book equipment. So, item availability records are real time and correct. This avoids conflict of lending dates where some users prefer to borrow an item without using Pahiram.
2. It is assumed that the ITRO will handle the final deployment where the Dummy APCIS Authentication Service is to be replaced by the actual Authentication Service of APC. This is in accordance with the prior agreement between the ITRO Head, Jojo F. Castillo, and the proponents, that the system developers will create a Dummy APCIS Auth to avoid security risk altogether of using the production auth service of the institution.
3. APC will provide access to hosting service subscription like AWS Cloud to alleviate the cost of initial deployment on the side of the proponents.

Below are the project constraints that the developers need to address to alleviate impact on the project’s timeline:

1. Dummy APCIS Authentication Service: The developers will need to create this API service first before proceeding to the actual development of Pahiram as it is the pillar of user authentication.
2. Scope and Limitation: The proponents should address soonest the project objectives first while referring to the scope and limitation. Failing to do so may result in scope creeps.
3. Stakeholder expectations: The proponents, especially the Project Manager, should balance stakeholder expectations and the actual team skills and capability.

Below is the schedule for the Project Summary Milestone. This schedule may be adjusted as requirements become clearer. Any modifications will be communicated during project status meetings led by the project manager.

Summary Milestone Schedule
Project Milestone	Target Dates
Project Initiation	March 2023
Project Design	June 2023
Project Prototype Building	September 2023
Project Testing	March 2024
Project Implementation	March 2024
Project Validation	May 2024
Project Documentation	May 2024
Project Complete	June 2024
Project Management	June 2024

The implementation of the digital lending system for APC aligns with the institution’s goals specifically:

Provide class-leading academic services by lending industry-level equipment to students and its faculty. Pahiram will accommodate equal distribution of resources among its stakeholders.

Pahiram will streamline APC’s equipment inventory, lending transaction management, and penalty management. This will result in improved operational efficiency and productivity for the college.

This section provides an outlook on the cost of pursuing this project and discusses the unquantifiable benefits it will bring to the organization. The proponents will omit manpower cost and only include hosting cost since this project is being developed by the students of the institution and are gladly rendering services free of charge for the greater good of its stakeholders.
Deployment and Hosting Cost includes:

AWS EC2 Instance: ₱20,000 Monthly / ₱240,000 Yearly

AWS EBS (Elastic Block Storage): 100 GB Storage Block: ₱1,200 Monthly / ₱14,400 Yearly

DNS with Protection: ₱2,000 Yearly

Meanwhile, the unquantifiable benefits are the following:

Increased Academic Participation: Students and faculty will be able to reap the benefits of lendable equipment for academic use.

Improved Borrowing Experience: A more convenient process of borrowing equipment will improve their user experience.

Reduced Workload for Employees: Lending employees will no longer have to manually track their inventory for changes and availability thus they will be relieved of unnecessary workload and can dedicate their time to more important tasks.

This section explores alternative solutions to the organization’s issues with inefficiency in its lending processes.

Status Quo Doing nothing means there would be no extra cost for the institution. But its major downside is that if the digitalization is delayed, the size of the data of equipment required to be digitalized will increase over time making it harder for future digitalization endeavors.

Microsoft Productivity Suite By using the existing Microsoft Suite, the institution will avoid paying for the development of such project, but this is not scalable in the long run as they are now also using this suite albeit not relying on it for the most part as they still utilize paper-based tracking.

PowerApps Although PowerApps is also part of the MS Suite, it is not a productivity suite but a low-code platform. Utilizing this would mean that the institution will take advantage of the existing subscription to Microsoft. But, like the productivity suite, it is not scalable and not easily maintainable. Moreover, low-code development requires specialized training to develop a production level application that will be used for years to come.

This charter formally authorizes the PAHIRAM: A Web-Based Equipment Lending System for Asia Pacific College to create a lending system for Asia Pacific College. A project plan will be developed and submitted to Sir Jojo Castillo, the project sponsor, for approval. The project plan will include the following: cost estimate; budget; and provisions for scope, resource, schedule, communications, quality, risk, assumption, and stakeholder management.

PAHIRAM is a comprehensive web-based system designed to address challenges associated with the lending and inventory management of items within Asia Pacific College. The current system suffers from fragmented equipment inventory, disjointed lending processes, and a lack of an integrated penalty management system. PAHIRAM aims to streamline these processes by establishing a centralized equipment inventory for key offices within the college, simplifying the item borrowing process, and enhancing penalty management for lending offices.

The existing equipment inventory system at Asia Pacific College is fragmented leading to inefficiencies in tracking and managing resources. Additionally, the lending process lacks cohesion and standardization across departments, resulting in confusion and delays. Furthermore, the absence of an integrated penalty management system complicates the administration of penalties for overdue items, leading to inconsistencies and disputes.

The PAHIRAM project presents a strategic initiative to address the challenges associated with lending and inventory management at Asia Pacific College by establishing a centralized inventory, simplifying the borrowing process, and enhancing penalty management, PAHIRAM aims to enhance operational efficiency, improve resource utilization, and elevate the overall experience for stakeholders involved in the lending process.

The project focuses on the development and implementation of Pahiram to streamline equipment lending operations at Asia Pacific College to improve the overall borrowing experience. The project aims to address the identified pain point, including fragmented equipment inventory, unstandardized borrowing procedures, limited monitoring of borrowed equipment, and fragmented management of penalties for delinquent borrowers. The system will specifically encompass the PLO's inventory system as it is the source of equipment data for the lending offices. Additionally, the project will address the needs and requirements of the offices involved in equipment lending (Building Management Office, Engineering and Science Laboratory Office, and Information and Technology Resource Office) and the office responsible for penalty management and implementation, which is the Finance and Accounting Department, while prioritizing the needs of the borrowers. The offices are the basis for establishing the system’s user roles and privileges. This is discussed in detail in the User Classes and Characteristics under the paper's Proposed System section. The project will utilize the technology stack discussed in the Proposed Solutions - Technical Background. The front-end development will be based on React.js and Material UI for standard user interface implementation. For the server-side development, Laravel will be used as the back-end framework, and MySQL is the relational database of choice. The selection of front-end technologies was determined by the proponents, while the back-end technologies align with the client's existing systems that utilize the same stack. On the other hand, the proponents were not granted access to APCIS (Asia Pacific College Information System), the school’s underlying software system, due to security risks. This is the project's primary limitation as it requires the authentication service of APCIS for users to use their RAM account, eliminating the need for account registration. To adapt to this limitation, the proponents will create a separate authentication service that will mimic APCIS. This will be beneficial for the client as it would mean that PAHIRAM is ready for integration with APCIS Authentication service anytime but most notably after turning over the project to ITRO. Another limiting factor is the complexity of PLO's current inventory management processes, as it caters not only to the lending offices within APC. Therefore, the proponents have decided to focus solely on borrowable resources. Moreover, consumable resources will not be addressed by the system, as they lack PLO-generated identification (ID), making it difficult to track.

The following deliverables must be made upon the completion of the project. Any changes to these deliverables must be approved by the project sponsor.

• A fully deployed centralized web-based lending system for Asia Pacific College.
• Technical Documentation which presents the possible risk, solution, benefits and also costing.
• Recommendation list for future upgrades for the project.

POLARBER’s business cases is a rationale for initiating PAHIRAM, it serves as a reference for providing the stakeholders with information to evaluate the potential benefits, costs, risks, and proposed initiative of the proponents.

1. Increased Operational Efficiency Centralizing the equipment inventory and standardizing the borrowing process, PAHIRAM will streamline operations across departments specifically the Information Technology Resource Office, Building Management Office and Engineering and Science Laboratory Office. This is reducing redundancies, minimizing errors, and improving overall efficiency in managing resources.
2. Cost Saving Optimizing inventory levels and reducing instances of misplaces and lost items, Asia Pacific College minimizes the unnecessary expenditure on replacing equipment and improves budget allocation
3. Enhanced User Experience PAHIRAM will provide a user-friendly platform for borrowers to borrow and return items seamlessly. The simplified borrowing process and transparent inventory availability will enhance user satisfaction, leading to positive feedback and increased engagement with the lending system.
4. Improved Accountability and Compliance The integrated penalty management system will promote accountability among borrowers and ensure compliance with the lending policies of Asia Pacific College. By enforcing penalties for overdue or lost items consistently. PAHIRAM will instill a culture of responsibility and accountability.
5. Competitive Advantages Modernizing the lending and inventory management processes in Asia Pacific College can differentiate itself from other institutions and attract students, faculty and even partners. The implementation of PAHIRAM demonstrates the college’s commitment to innovation, efficiency and providing an exceptional learning environment.
6. Long Term Sustainability PAHIRAM is not a short-term solution but a long-term investment in the colleges. infrastructure and operational excellence. By establishing robust systems and processes, Asia Pacific College can sustainably manage its resources and adapt to future changes and challenges in the education landscape.

This section should list the business objectives for the project which should support the organizational strategic plan. For the PAHIRAM project, the business objectives will be aligned with the goals of Asia Pacific College and the specific needs addressed by the project. Here are the potential business objectives for the project.

1. Improve Operational Efficiency PAHIRAM’s streamline the equipment lending process and inventory management to reduce administrative overhead and enhance operational efficiency across departments.
2. Enhance User ExperiencePAHIRAM’s user-friendly platform for borrowers to easily borrow and return items Improving satisfaction and engagement with the lending system
3. Optimize Resource UtilizationPAHIRAM’s centralized equipment inventory and implementation standardized. procedures to optimize resource allocation and minimize instances of misplaced or underutilized items.
4. Ensure Compliance and AccountabilityPAHIRAM’s implementation of an integrated penalty management system to enforce lending policies consistently and promote accountability among borrowers, reducing instances of overdue or lost items
5. Facilitate Strategic Decision-Making PAHIRAM’s data-driven insights into utilization patterns and borrowing trends to support informed decision-making regarding resource allocation and investment in new equipment
6. Reducing CostMinimize unnecessary expenditures on replacing lost or damaged items by improving inventory tracking and implementing measures to prevent losses through effective penalty management
7. Enhance Institutional Reputation>Asia Pacific College’s commitment to innovation efficiency and providing a modern learning environment through the implementation of PAHIRAM. Enhancing the college’s reputation to stakeholders
8. Foster CollaborationFacilitate collaboration and resource sharing among different departments and offices within the college by centralizing the inventory and standardizing the borrowing process.

The requirements for the PAHIRAM project can be categorized into functional and non-functional requirements. Functional requirements specify what the system should do, while non-functional requirements define how the system should perform.

1. User Authentication and Authorization
• The users should be able to authenticate themselves securely using their Asia Pacific College credentials.
• The system should enforce role-based access control to ensure the users have appropriate permissions based on their roles.

1. Inventory Management
• The inventory management system should be functional for adding, updating, and deleting items in the inventory.
• The inventory management system should allow categorization and tagging of items for easy identification and search.
• The inventory management system should enable inventory tracking, including item status (available, borrowed, overdue or lost) and condition.
2. Borrowing Process
• The borrowing process should enable users to submit borrowing requests, specifying desired items, starting, and returning date of the item.
• The borrowing process provides workflow for reviewing borrowing requests by authorized personnel.
• The borrowing process generates notifications to borrowers upon approval of borrowing requests and reminders for upcoming return deadlines.
3. Penalty Management
• The penalty management automatically calculates the penalties for late items based on the penalty matrix in the student handbook.
• Generates notifications to borrowers for overdue items and penalties.
• The penalty management tracks and manages penalty payments, including updating borrower records and generating reports for administrative purposes.
4. Reporting Analytics
• The reporting analytics management provides reporting functionality to generate reports on inventory status, borrowing transaction status and penalty statistics.
• The reporting analytics management supports analytics capabilities to analyze resource utilization patterns and identify opportunities for optimization.

1. Usability
• The system should have a user-friendly interface to ensure ease of use for all stakeholders.
• The system should response times for user interactions and should be fast to enhance user experience.
2. Reliability
• The system should be reliable and available whenever needed, with minimal downtime for maintenance or upgrades.
• The system data integrity should be maintained to ensure accurate tracking and management of inventory and borrowing records.
3. Security
• They implement robust security measures to protect user data and prevent unauthorized access or tampering.
• Encrypt sensitive information (e.g., user credentials, borrowing history) to safeguard confidentiality.
4. Scalability
• Design the system to accommodate future growth in terms of users, inventory items and transaction volume.
• Ensure scalability by employing scalable architectures and technologies that can handle increased demand without performance degradation.
5. Performance
• The system should be responsive and performant, even under peak loads, to ensure timely processing of user requests.
• Response times for critical operations (e.g., borrowing requests, penalty calculations) should meet predefined performance targets.
6. Compatibility
• Ensure compatibility with a variety of devices and web browsers to support diverse user preferences and environments.
• The system is compatible with existing infrastructure and software used within Asia Pacific College.

Constraints are factors that limit the options or actions of a project. In the case of the PAHIRAM project, several constraints may impact its planning and execution Here are some potential constraints:

1. Budgetary Constraints
• The availability of the funds may be restricted that resources allocated to the PAHIRAM project, including personnel, technology, and other necessary resources.
2. Technological Constraints
• The project may face limitations in terms of the technology platforms or infrastructure available for implementation. Compatibility with existing system and software may pose constraints.
3. Resource Constraints
• The availability of skilled personnel, equipment and other resources needed for project execution may be limited, affecting the project’s scope and timeline.
4. Stakeholder Constraints
• Conflicting interests or priorities among stakeholders may impact decision making and project direction. Balancing the needs and expectations of various stakeholders can be a constraint.
5. Vendor Constraints
• Dependency on external vendors or suppliers for technology, services, or expertise may introduce constraints related to availability, reliability, and contractual agreements.

Assumptions in the PAHIRAM project represent conditions or factors that are believed to be true or will occur but are not guaranteed. These assumptions influence project planning, decision-making, and risk management. Here are some potential assumptions for the PAHIRAM project

1. This project has the full support of the project client, project adviser, subject head and all borrowing offices involved.
2. The purpose of this project will be to communicate throughout the project client’s wants.
3. This project’s objective will be aligned with the Asia-Pacific College’s objectives in borrowing items.
4. PAHIRAM complies with the mission, vision, and objectives of Asia Pacific College.
5. PAHIRAM is compatible with the current borrowing system of Asia Pacific College.
6. The data provided by the borrowing office for the inventory management and penalty tracking is accurate and reliable, enabling effective system functionality.
7. The project-based learning will be completed according to the planned schedule, allowing for timely delivery of project and objectives.

The PAHIRAM project, like any other project, faces various risks that could impact its successful execution and outcomes. Here are some potential risks associated with the PAHIRAM project:

1. Technical Risk
• Technical challenges in developing and implementing the PAHIRAM system, such as issues with the existing infrastructure, software bugs or integration.
• Dependence on third-party technologies or vendors for certain functionalities, which may introduce risks related to reliability, support, or compatibility.
2. Resource Risk
• Shortage or unavailability of skilled personnel with the necessary expertise in software development, database management and user interface design.
3. Schedule Risk
• Delays in project timelines due to unforeseen circumstances, such as technical setbacks, resource constraints, or changes in project scope or requirements.
4. Stakeholder Risk
• Lack of engagement or support from key stakeholders, including department heads, administrators, end-users, and IT personnel, which may hinder project progress or adoption.
• Conflicting priorities or interests among stakeholders, leading to disagreements, scope changes, or delays in decision-making.
5. Operational Risk
• Inadequate training or user documentation, resulting in low user adoption, resistance to change, or improper usage of the PAHIRAM system. Operational disruptions, such as system downtime, data loss, or security breaches, could impact the availability, integrity, or confidentiality of system data and functionalities
6. Security Risk
• Vulnerabilities in the PAHIRAM system, such as inadequate security controls, encryption weaknesses, or unauthorized access points, which could compromise sensitive user data or system integrity
7. Change Management Risk
• Resistance to change among end-users or stakeholders, resulting in difficulties in transitioning to the new system, resistance to adoption, or reluctance to embrace new processes and workflows

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.

Summary Milestone Schedule
Project Milestone	Target Dates
Project Initiation	March 2023
Project Design	June 2023
Project Prototype Building	September 2023
Project Testing	March 2024
Project Implementation	March 2024
Project Validation	May 2024
Project Documentation	May 2024
Project Complete	June 2024
Project Management	June 2024

This section discusses a high-level description of POLARBER’s – PAHIRAM A Web Based Lending System for Asia Pacific College, its details as it progresses towards achieving its objectives, along with the criteria for measuring its success. POLARBER’s PAHIRAM will centralize the borrowing system for the three offices namely the Information Technology Resource Office (ITRO), Building Management Office (BMO) and Engineering and Science Laboratory Office (ESLO). Setting up a database specifically tailored for inventory management, while using the information system of Asia Pacific College to register its users. The project also aims to fix the main problem of the project client which is a fragmented borrowing process of the offices. The web-based application should be able to work for both the client/administrative side that can approve and supervisor the borrowing transaction of the user and the user side that can borrow from the three different borrowing offices. The client has been consulted regarding all necessary software for generating the output, and all options have been considered.

The summary budget should contain general cost components and their planned costs As the project moves forward these costs may change as all tasks and requirements become clearer. Any changes must be communicated by the project manager.

This is the current cost of the project:

POLARBER's Current Cost (per month)
Cost Description	Cost Amount
Personnel Resources Laptop (Device) (Hosting License)	₱80,000.00
Software and Licensing Digital Ocean (Hosting License) Amazon AWS EC2 (Cloud License)	₱300.00 ₱300.00
Miscellaneous	₱500.00
Total Amount	₱81,000.00

This is the planned cost of the project:

POLARBER's Current Cost (per month)
Cost Description	Cost Amount
Personnel Resources Computer Laptop	₱20,000.00 (minimum specification, one pax) ₱20,000.00 (minimum specification, one pax)
Software and Licensing Hosting License Cloud License Security License	₱240,000 (one year license) ₱14,400 (one year license) ₱2,000 (one year license)
Miscellaneous Salary Fee (depending on the position)	₱20,000 (one month)

Jonathan Joseph Archog is named Project Manager for the duration of the PAHIRAM project. Mr. Archog’s responsibilities include managing and overseeing the project tasks, scheduling, and communication regarding the PAHIRAM project. His team consists of one programmer specialist and one documentation specialist. Mr. Archog will coordinate all resource requirements through the Information Technology Resource Office Client Representative, Sir Jojo Castillo. Mr. Archog will provide weekly updates to the Subject Head and the Project Client.

Managing stakeholders is crucial in project management and can greatly affect how successful a project is. The Stakeholder Management Strategy helps identify, analyze, and prioritize stakeholders and their interests. This way, a plan can be created to address their concerns and expectations effectively. In today's business world, it's important to realize that stakeholders can have a big impact on how a project turns out, either positively or negatively.
This paper aims to create a Stakeholder Management Strategy for the project and detail its objectives and goals. The strategy will describe the process of identifying and involving stakeholders and establish a plan to effectively address their interests.
This Stakeholder Management Strategy will include the following: Stakeholder Identification and Stakeholder Analysis. Benefits of Proper Stakeholder Management, Risk of Poor Stakeholder Engagement. By putting in place a successful Stakeholder Management Strategy, the project can ensure maximum support from stakeholders and reach its goals while reducing any possible negative consequences.

Stakeholders are individuals, groups, organizations, or entities who have an interest in or are affected by a particular project, initiative, or organization. They can include a wide range of parties such as employees, customers, suppliers, partners, investors, government agencies, and the community at large.
In the context of POLARBER’s - PAHIRAM, stakeholders would encompass individuals from the three offices involved (Information Technology Resource Office, Building Management Office and Engineering and Science Laboratory Office), administrative staff, end-users, representatives from Asia Pacific College, and potentially other relevant parties with a vested interest in or impact on the borrowing system project.
The aim of identifying the project stakeholders is to guarantee the identification and documentation of all individuals and groups who are impacted by this project.
The primary goals in identifying stakeholders could include the following characteristics:

1. Ensuring representation from all three offices involved in PAHIRAM which are the Information Technology Resource Office, Building Management Office and the Engineering and Science Laboratory Office.
2. Identifying users of PAHIRAM, both administrative staff responsible for approving borrowing transaction and end-users who borrow items.
3. Engaging with stakeholders from the Information Technology Resource Office, Building Management Office and Engineering and Science Laboratory Office to understand their specific rules and requirements.
4. Including the representatives from Asia Pacific College, whose credentials will be used in PAHIRAM through Asia Pacific College Information System.
5. Addressing the main problem identified by the project client, which is the fragmented borrowing process across the three borrowing offices.
6. Consulting with the project client and project advisor to ensure their requirements and preferences are considered in stakeholder identification and engagement.

In conclusion, stakeholders play a crucial role in the success of any project, including POLARBER's - PAHIRAM. They encompass a diverse range of individuals and entities with vested interests or impacts on the borrowing system project, such as office personnel, administrative staff, end-users, and representatives from collaborating institutions like Asia Pacific College. Identifying these stakeholders is essential to ensure their needs, concerns, and perspectives are considered throughout the project lifecycle.

POLARBER’s – PAHIRAM involves key stakeholders who are crucial to its development. The primary user for PAHIRAM is the Information Technology and Resource Office (ITRO), and the office representative of the ITRO is Sir Jojo Castillo. Her involvement and feedback are essential in making the application to their specific needs.
There are two classifications of stakeholders are Internal Stakeholder and External Stakeholder. The internal stakeholders are the individuals or groups within the organization who have direct contact in the project, while the external stakeholders are the individuals or groups within the organization who do not have direct contact in the project.

Name Organization, Individual or Group	Position Doesn’t align to the organization position in APC	Type of Stakeholder	Project Role	Contact Information
Information Technology Resource Office	Shareholder	Internal Stakeholders	Manager of PAHIRAM	[email protected]
Engineering and Science Laboratory Office	Shareholder	Internal Stakeholders	Partner of PAHIRAM	[email protected]
Building Management Office	Shareholder	Internal Stakeholders	Partner of PAHIRAM	[email protected]

Name	Position	Objectives, Interest, Requirements	Project Contribution	Influence	Resistance
Sir. Jojo Castillo	Project Client (Shareholder Representative)	Objective: The objective of the project client is to centralize the borrowing process across the borrowing offices. Interest:The interest of the project client is to enhance efficiency and productivity within Asia Pacific College by lessening or eliminating the disjointed borrowing process. Requirements:The requirement of the project client is the development of a web-based application.	The project client is willing to support all revision and proposal of changes that will happen in the centralized digitalization of the borrowing process of Asia Pacific College.	High Influence	Supportive
Sir. Jayvee Cabardo	Project Adviser (Shareholder Representative)	Objective: The objective of the project advisor is to provide guidance and expertise to ensure the successful completion of PAHIRAM. Interest:The interest of the project advisor is to ensure the project meets its goal effectively and efficiently while following the agile scrum methodology. Requirements:The requirements of the project advisor is to include clear communication, regular update on the project progress and give feedback and recommendation.	The project advisor is willing to suggest, recommend and advise the group regarding their proposal.	High Influence	Supportive

The project's scope defines the team's tasks and the outcomes they aim to achieve. It's crucial to oversee the scope to keep the project on schedule and within budget. This Scope Management Plan outlines the methods and protocols employed to establish, record, confirm, and regulate the project's scope.
The proponents follow a five-phase process for Project Scope Management.

1. Requirement Gathering
   Communication with stakeholders especially with the client is the most important aspect of this phase. The proponents will schedule one-on-one and / or group meetings with stakeholders to discuss their needs, wants, and expectations for the project. Also, gathering information with the current system being employed by the client will be the outright priority as the project is about digital transformation. The proponents will derive solutions based on the provided information.
2. Defining Scope
   All project documentation will undergo review, including contracts, agreements, etc., to ensure that they align with the project’s goals, objectives, and constraints. This will help define the scope.
3. WBS Creation
   Involvement of the entire team in the creation of the WBS will ensure it is comprehensive and accurate. Specifically, brainstorming sessions will be the medium to gather inputs from team members and identify all the work packages required to complete the project.
4. Verifying Scope
   Perform a walkthrough of the project deliverables with stakeholders to ensure that they meet their needs and expectations. Allow stakeholders to provide feedback and make suggestions for improvement.
5. Controlling Scope
   Project scope will be adjusted as needed to reflect any changes in the project’s goals, objectives, or constraints. In this phase, communication with stakeholders will be prioritized to inform them of the updated project scope.

The scope of Pahiram is defined in Scope Definition, Project Scope Statement, Work Breakdown Structure (WBS), and WBS Dictionary. The primary objective of the project is to streamline the item lending process within Asia Pacific College (APC). The scope includes the planning of gathering requirements, analyzing gathered data, system designing, development, testing, and providing support to the Information and Technology and Resource Office (ITRO) after transferring ownership of the system.
To manage any changes to the project scope, the team will follow the following procedure:

1. Examine the impact of the proposed scope changes on project’s timeframe, budget, and manpower. This will help determine whether the change is feasible.
2. Project Sponsor will approve or reject the changes to ensure that any adjustments are consistent with the overall goal and priorities, and that all stakeholders support the changes.
3. If approved, the team will make the necessary changes to the scope, timeline budget, and resources.
4. Produce a report and inform all stakeholders to ensure that they are aware of the changes.

By adhering to the outlined procedure, the team will efficiently manage any modifications to the scope and ensure that the project is finished on time, on budget, and to the satisfaction of all stakeholders.

Role	Description	Name
Product Manager	Responsible for overseeing the project and ensuring that it is completed on time.	Jonathan Joseph Archog
Product Owner	Responsible for defining and prioritizing the project requirements and ensuring that the final product meets the institution's needs	John Christian B. Berbon
Scrum Master	Responsible for facilitating the agile development process and ensuring that the team is following the Scrum framework.	Ashley Joy Pojol
Documentation Manager	Responsible for managing the project documentation and ensuring that it is complete and accurate.	Jonathan Joseph Archog
Scrum Team Member	Responsible for developing the project deliverables and working together with the rest of the team to ensure the success of the project	Jonathan Joseph Archog John Christian Berbon
Stakeholder	Responsible for providing input on the project's scope, including requirements and expectations. Also responsible for accepting the project deliverables as defined by the project's scope.	Jojo F. Castillo
Class Adviser	Responsible for providing guidance and support to the Project Manager and team. He should ensure that the project aligns with any relevant academic requirements and provide advice on best practices for managing project scope.	Jose Eugenio L. Quesada
Project Adviser	Responsible for providing guidance and support to the Project Manager and team. He should ensure that the project aligns with the overall goals and objectives of the organization and provide advice on best practices for managing project scope.	Jayvee M. Cabardo

The project focuses on the development and implementation of Pahiram to streamline equipment lending operations at APC to improve the overall borrowing experience. It aims to address the identified pain point, including fragmented equipment inventory, unstandardized borrowing procedures, limited monitoring of borrowed equipment, and fragmented management of penalties for delinquent borrowers. Overall, this initiative aims to enhance the efficiency and of lending processes within APC to foster a conducive learning environment.

The project scope statement for Pahiram will detail the project’s deliverables and the work necessary to create those deliverables.

Pahiram, the proposed centralized web application, aims to streamline the disjointed equipment lending operations at APC for a more efficient and seamless borrowing experience. The implementation of Pahiram will aid the institution in its goal of equitable distribution of borrowable resources to support the academic endeavors of APC students.
The application will provide an interface for the following equipment lending stakeholders, the lending offices (ITRO, BMO, ESLO), the borrowers, inventory management office of the institution (PLO), and lastly, Pahiram system administrators. Specifically, the lending offices will be able to manage all borrowing transactions, manage their office inventory, and impose penalties to delinquent borrowers. Borrowers will be able to submit borrowing requests, manage their transactions, and view their delinquency records. The PLO will be able to add and update APC’s borrowable equipment data. Basically, it has the centralized permission to do such actions that will trickle down to all lending offices.

Pahiram will be deemed successful once the following criteria are met:

• All features, modules, and functionalities outlined in the project scope statement have been developed and tested using the team's and the client's representative's approved test cases.
• Role-based access control is correctly implemented throughout the system and that it implements the principle of least privilege to every user role.
• The system is fully deployed and ready to use.

The following list of deliverables will be provided upon successful completion of the project:

• Fully functional web-application and the source code.
• Recommendation lists for hardware and software that will be used.
• Project documentation for the web-application solution
• User’s Manual
• Business Case
• Stakeholders Management Strategy Plan
• Scope Management Plan
• Cost Management Plan
• Time Management Plan
• Human Resource Management Plan
• Communication Management Plan
• Procurement Management Plan
• Project Status Reports Distribution Plan
• Change Request Documentation
• Project Execution Monitoring Report
• Implementation Plan
• Change Management Plan
• Project Status Reports
• Transition-Out Plan
• Project Turn-Over Plan
• Post Project Review Plan

The project will be delimited to the following:

• Integration of an online payment to settle penalties of delinquent borrowers.
• Inventory management for non-borrowable items.
• Integration of APCIS’s authentication service but the proponents will recreate a dummy authentication server to simulate its functionalities.
• Hardware integration such as barcode scanner and RFID scanner.

The following constraints are identified that will primarily affect the system development:

• Limited budget for project development.
• Limited developer count within the team.

Upon agreement and signature of this document, all parties acknowledge that these assumptions are true and correct:

• The project has the full support of all stakeholders including the ITRO of APC.
• The APCIS authentication service will not be disclosed to the proponents due to security risks involved thus, the dummy APCIS server to be developed by the proponents is functionally the same as the actual APCIS in terms of authentication.

The project team that facilitates Pahiram will conduct scope verification with the client and the project adviser every meeting. This is to ensure that the deliverables are in line with the scope. This will also guarantee that the deliverables are accepted by the client and the project advisor and will ensure that the project will be finished on time and within the scope and budget.

The proponents will ensure that every adjustment within the project's scope is to be effectively communicated with the client and ask for their acceptance. The team will also adhere to proper documentation regarding the change within the scope to ensure that there is transparency between the team and the client.

The Cost Management Plan for the "PAHIRAM: A Web-Based Lending System for Asia Pacific College" project aims to outline the strategies the project team will employ to effectively manage costs throughout the project lifecycle. This plan delineates the methodologies for monitoring and controlling costs, including budgeting, cost reporting, and cost estimation.
The cost management responsibilities are as follows:

1. The Scrum Master is responsible for developing the cost management plan.
2. Project Manager is responsible for implementing the cost management plan.
3. The Project Team is accountable for adhering to the cost management plan and promptly reporting any changes, such as cost increases/decreases or issues encountered in cost-related activities

The cost management plan may be updated as per the Cost Change Approval requirement:

1. The System Developer is tasked with addressing any errors or technical issues encountered in the application system
2. The Scrum Master/Operational Analyst is responsible for evaluating the operational requirements of the proposed solution and devising an implementation strategy.
3. The Project Manager/Business Analyst oversees information management, analyzing and synthesizing data to identify potential project issues and formulate solutions.
By adopting these approaches, the project team can effectively control project expenses, ensuring that the "PAHIRAM" project remains financially viable and on track.

This section will outline the methods for tracking Earned Value metrics with reliance on project management software like Open Project and Jira. It will also discuss the methods for forecasting future project expenses and monitoring cost performance across various work packages or schedule activities.
In the cost management plan for PAHIRAM: A Web-Based Lending System for Asia Pacific College, forecasting future project costs will rely on historical data and expert analysis, considering any changes in project scope, schedule, or resource requirements. To assess cost performance across work packages or activities, the team will scrutinize EVM data to identify areas of budgetary variance and take corrective actions. This proactive approach aims to maintain project alignment and avoid cost overruns or delays.
For ongoing cost performance evaluation, the team will regularly employ earned value management (EVM), monitoring Schedule Variance (SV), Cost Variance (CV), Schedule Performance Index (SPI), and Cost Performance Index (CPI). These metrics offer insights into budget and schedule adherence, guiding corrective measures as needed

Schedule Variance (SV) gauges schedule performance, with zero indicating adherence, positive values indicating ahead-of-schedule progress, and negative values indicating delays.

Cost Variance (CV) assesses budget performance, with zero indicating adherence, positive values indicating under-budget status, and negative values indicating overruns.

Schedule Performance Index (SPI) measures achieved progress against plans, ideally nearing 1 for well-performing projects.

The Cost Performance Index (CPI) evaluates work value against actual costs, with values above 1 indicating efficiency, below 1 indicating overspending, and 1 indicating budget adherence

Additionally, the Cost Management Plan for the PAHIRAM project will provide a detailed strategy for cost measurement without the use of project management software

The cost management plan for PAHIRAM: A Web-Based Lending System for Asia Pacific College will feature a monthly report, personally delivered by the Project Manager to stakeholders. This report aims to be clear and easily accessible, catering to all involved parties, including the project team, stakeholders, and management.
The report will encompass the following key elements:

1. Cost Summary An overview of the project's financial status, detailing total project cost, expenses incurred to date, and projected costs for the remainder of the project.
2. Budget Overview A comprehensive breakdown of the project's budget, delineating costs for each phase or deliverable, as well as expenses associated with project resources such as labor and equipment
3. Cost Variance Analysis A meticulous examination of any disparities between actual project costs and the budgeted amounts for the month. This analysis will delve into the causes of these variances, their implications for the project, and the corresponding corrective measures undertaken.
4. Budget Forecast A forward-looking estimation of the project's upcoming expenditures, highlighting potential cost discrepancies and their potential ramifications.
5. Cost Management Metrics Key performance indicators providing a snapshot of the project's cost performance, including cost variance, cost performance index (CPI), and schedule performance index (SPI).
6. Risks and Opportunities A succinct overview of identified risks and opportunities pertinent to project costs, including any updates to the risk and opportunity register.
7. Change Requests : A summary of approved or pending change requests related to project costs, ensuring transparency and accountability in cost management
8. Approval and Sign-off A dedicated section for project manager and other key stakeholders to review, authorize, and formally endorse the cost management report.

Outlined below is the Cost Variance Response Process for PAHIRAM: A Web-Based Lending System for Asia Pacific College:

1. Identification of Cost Variance The project team will diligently monitor and compare all incurred costs against the budgeted amounts. Should the actual costs surpass the predetermined threshold, a cost variance will be identified.
2. Analysis of Cost Variance A thorough examination of the cost variance will be conducted to pinpoint its root cause(s). This analysis may involve scrutinizing the project plan, dissecting cost components, and engaging stakeholders for insights
3. Generation of Options Drawing from the analysis, the project team will craft a spectrum of options to tackle the cost variance. These options could encompass scope reduction, resource reallocation, contract renegotiation, or pursuit of additional funding.
4. Assessment of Options Feasibility, effectiveness, and alignment with project objectives will guide the evaluation of options. These assessed options will then be presented to project sponsors or decision-makers for approval.
5. Implementation of Chosen Option Upon approval, the selected option will be implemented by the project team. This may involve revising the project plan and reallocating resources accordingly.
6. Monitoring Progress Continuous monitoring and tracking of costs will ensure the effectiveness of the corrective action in addressing the cost variance. Should the need arise, further corrective actions will be considered to mitigate the variance.
7. Communication of Status Regular updates on the status of the cost variance and implemented corrective actions will be provided to stakeholders, including project sponsors, management, and other relevant parties.

The Cost Change Control Process for PAHIRAM: A Web-Based Lending System for Asia Pacific College will adhere to the following steps:

1. Initiating Cost Change
   Any proposed alterations to the project budget or expenses must be formally submitted in writing using the designated Cost Change Request Form
2. Preliminary Evaluation
   Upon receipt, the project manager will scrutinize the Cost Change Request Form, conducting an initial assessment to gauge its potential impact on project budget, schedule, scope, and quality
3. Comprehensive Analysis
   Collaborating with the project team, the project manager will delve into the Cost Change Request, assessing its feasibility, associated risks, and potential benefits.
4. Cost Change Authorization
   Following analysis, the project manager will present the Cost Change Request along with recommendations to the project sponsor for approval. The sponsor will assess the request based on its impact analysis and alignment with project objectives and constraints, either approving or rejecting it.
5. Implementation of Approved Changes
   Upon approval, the project manager will execute the approved Cost Change in line with the established plan and schedule. This may entail updating project management documentation, revising the budget, reallocating resources, adjusting project scope or quality, or updating the risk management strategy.
6. Monitoring of Cost Change
   Continual oversight of the Cost Change's implementation will be maintained by the project manager to ensure adherence to the approved plan and schedule. The project team will monitor cost and schedule performance, identifying any variances or deviations and initiating corrective measures as required.
7. Reporting on Cost Change
   Regular project status reports will include updates on the Cost Change, disseminated to the project sponsor and other pertinent stakeholders. These reports will encompass the approved Cost Change Request, analysis and recommendations, implementation plan and schedule, monitoring and control strategy, and relevant financial data.

The budget of the project PAHIRAM: A Web-Based Lending System for Asia Pacific College is detailed below. Costs for this project are presented in various categories.

1. Hardware Cost This refers to the expenses involved in purchasing the hardware equipment for the project PAHIRAM.
2. Maintenance Cost This refers to the expenses involved in purchasing the maintenance software/infrastructure for the project PAHIRAM
3. Miscellaneous Cost This refers to the expenses that encompass various expenses that arise during the project’s execution.

Current Cost

Type of Cost	Amount
Hardware Cost Laptop Used 2x ASUS TUF Gaming 1x Apple MacBook Pro	₱ 180,000.00
Maintenance Cost 1x Digital Ocean – Hosting 1x Amazon AWS EC2 – Cloud License	₱ 600.00
Miscellaneous Cost	₱ 1,500.00

The estimated budget of the project PAHIRAM: A Web-Based Lending System for Asia Pacific College is detailed below. Costs for this project are presented in various categories

Total Initiation Cost: ₱1,078,092
Timeframe:: March 23, 2023, to June 22, 2023 (66 Business Days)

Manpower
Role	Hourly Rate (₱/hr>	Total Hours	Total Salary (₱)
Project Manager	237.00	528	125,136.00
Software Architect	331.00	528	174,768.00
Product Owner	311.00	528	164,208.00
Business Analyst	285.00	528	150,480.00

Total Manpower Cost: ₱614,592.00

Hardware Cost Asus ZenBook 14
CPU: i5-1340P
16GB DDR5 Ram
512GB SSD

Unit Price: ₱46,350
Quantity: 10
Total Price: ₱463, 500

Total Planning Cost: ₱1,213,552
Timeframe:: August 14, 2023, to November 3, 2023 (73 Business Days)

Manpower
Role	Hourly Rate (₱/hr>	Total Hours	Total Salary (₱)
Project Manager	237.00	584	138,408.00
Software Architect	331.00	584	193,304.00
Software QA Engineer	255.00	584	148,920.00
UI/UX Designer	278.00	584	162,352.00
Product Owner	311.00	584	181,624.00
Scrum Master	381.00	584	222,504.00
Business Analyst	285.00	584	166,440.00

Total Manpower Cost: ₱1,213,552.00

Total Execution Cost: ₱1,565,664
Timeframe:: November 22, 2023, to April 2, 2024 (94 Business Days)

Manpower
Role	Hourly Rate (₱/hr>	Total Hours	Total Salary (₱)
Project Manager	237.00	752	178,224.00
Software Architect	331.00	752	248,912.00
Software QA Engineer	255.00	752	191,760.00
PHP Developer	190.00	752	142,880.00
UI/UX Designer	278.00	752	209,056.00
Scrum Master	381.00	752	286,512.00
Cloud Engineer	207.00	752	155,664.00
Front End Developer	203.00	752	152,656.00

Total Manpower Cost: ₱1,565,664

Total Deployment Cost: ₱1,154,741.44
Timeframe:: March 20, 2024, to June 26, 2024 (71 Business Days)

Manpower
Role	Hourly Rate (₱/hr>	Total Hours	Total Salary (₱)
Project Manager	237.00	568	134,616.00
Software Architect	331.00	568	188,008.00
Software QA Engineer	255.00	568	144,840.00
PHP Developer	190.00	568	107,920.00
Cloud Engineer	207.00	568	117,576.00
Front End Developer	203.00	568	115,304.00

Total Manpower Cost: ₱1,024,672.00
On-Premises Hosting Cost
Dell EMC PowerEdge T40 Tower Type Server
Ram: 16GB
Storage: 4TB
PSU: 300W
Upfront Cost: ₱98,503.08

Electricity
Monthly Cost = ₱2630.53
Yearly Cost = ₱31,566.36

Total Maintenance Cost: ₱1,082,400
Timeframe:: August 05, 2024, to November 14, 2024 (75 Business Days)

Manpower
Role	Hourly Rate (₱/hr>	Total Hours	Total Salary (₱)
Project Manager	237.00	600	142,200.00
Software Architect	331.00	600	198,600.00
Software QA Engineer	255.00	600	153,000.00
PHP Developer	190.00	600	114,000.00
Scrum Master	381.00	600	228,600.00
Cloud Engineer	207.00	600	124,200.00
Front End Developer	203.00	600	121,800.00

Total Manpower Cost: ₱1,082,400.00

Overall Cost:₱ 6,094,449.44

The PAHIRAM project, a Web-Based Lending System for Asia Pacific College, is a strategic endeavor aiming to establish a centralized lending system for key offices like the Information Technology Resource Office, Building Management Office, and Engineering and Science Laboratory Office. The project's core objectives involve streamlining the borrowing processes across these offices, simplifying the borrowing procedures, and enhancing penalty enforcement.
Effective schedule management is crucial in project management, ensuring timely and budget-compliant project delivery. A meticulously crafted schedule serves as a guiding roadmap for the project team, facilitating resource allocation and task prioritization.
This Schedule Management Plan for the PAHIRAM project delineates the strategy for overseeing the project schedule, encompassing aspects like schedule control, change management, threshold delineation, and scope adjustments. It serves as a foundational document, providing a structured framework for the project team to adhere to throughout the schedule management process.

The schedule management approach outlines the framework for creating and managing the project schedule for the project PAHIRAM: A Web-Based Lending System for Asia Pacific College. The approach includes the scheduling tool (Jira and Open Project), Schedule Milestone/Epic, and schedule development roles and responsibilities.
The schedule management strategy for this project will employ OpenProject and Jira as the scheduling tools. These platforms offer a wide array of features, including Work Breakdown Structure (WBS) for task breakdown, Gantt charts for visualizing schedules, task dependencies for logical sequencing, resource allocation and tracking, milestone tracking, baseline creation for monitoring deviations, collaborative communication, and reporting capabilities. Utilizing OpenProject enables the project team to effectively plan, track, and oversee the project schedule, ensuring timely task completion, identifying critical path activities, and fostering collaboration among team members.

The efficacy of the project schedule hinges on collaborative efforts and effective communication within the project team. The responsibilities for schedule development are distributed among several key roles:

1. Project Manager
   The project manager oversees the development of the project schedule, ensuring its alignment with project objectives.
2. Project Team
   The project team contributes by providing insights into task durations, dependencies, and resource needs
3. Project Sponsor
   The project sponsor offers guidance and support throughout the project lifecycle.
4. Project Stakeholders
   Stakeholders contribute input to the project schedule's development, ensuring alignment with their respective requirements.

The schedule control section defines how the project PAHIRAM: A Web-Based Lending System for Asia Pacific College schedule will be managed throughout its duration. This includes the frequency of updates, schedule reviews, communicating the schedule, ensuring that it aligns with the project schedule will be communicated promptly to all stakeholders, including the project sponsor and project stakeholders.

The effectiveness of the project schedule relies heavily on collaborative teamwork and clear communication within the project team. Various roles are tasked with schedule control responsibilities:

1. Project Manager
   The project manager is responsible for managing the project schedule’s development, ensuring that it aligns with the project objectives and timelines, and managing any changes to the project schedule.
2. Project Team
   Team members contribute by providing input on task durations, predecessors, and resource needs, ensuring timely task completion.
3. Project Sponsor
   The project sponsor offers guidance and support throughout the project, ensuring project adherence and prompt resolution of any issues.
4. Project Stakeholders
   Stakeholders contribute input to schedule development, ensuring alignment with their requirements and expectations.

The section on schedule changes and thresholds within the Schedule Management Plan for the PAHIRAM: A Web-Based Lending System for Asia Pacific College outlines the procedure for managing schedule adjustments and establishes the limits for alterations to the project timetable. This segment details the process for approving schedule modifications and delineates the threshold for significant schedule adjustments.

1. Request for Schedule Change
   The project sponsor will define the schedule parameters within which the project is anticipated to operate. Any event with the potential to lead to a schedule modification surpassing these boundaries necessitates the submission of a schedule change request for approval. The request will specify the rationale behind the change, its impact on the project schedule, and any associated risks. It falls upon the project manager to submit the schedule change request to the project sponsor for evaluation and approval.
2. Approval of Schedule Change
   The project sponsor will assess and authorize schedule change requests based on predefined criteria. Factors such as the motive behind the modification, its implications for the project schedule, and associated risks are taken into consideration during this evaluation. Upon approval of the schedule change, the project manager will update the project schedule and disseminate the revisions to the project team, stakeholders, and relevant parties.
3. Threshold for Schedule Change
   For the PAHIRAM: A Web-Based Lending System for Asia Pacific College project, a change threshold of 10% will be implemented. This implies that any schedule alteration impacting the project schedule by more than 10% necessitates approval from the project sponsor before implementation. Adhering to this threshold ensures that significant schedule adjustments undergo thorough consideration, thereby maintaining project alignment and progress.

The section concerning scope changes in the Schedule Management Plan for the PAHIRAM: A Web-Based Lending System for Asia Pacific College outlines the process for handling alterations in scope and their implications for the project schedule. This segment details the evaluation process for scope changes and the steps involved in re-establishing the schedule if deemed necessary.

1. Evaluation of Scope Changes
   Approved modifications to the project's scope may necessitate a re-establishment of the project schedule. These alterations in scope might entail the inclusion of new deliverables or requirements not initially accounted for during the development of the original schedule. When a scope adjustment is proposed, it becomes imperative for the project manager and team to assess its impact on the project schedule, resources, and budget. The team will analyze the schedule's repercussions, identify any alterations to the critical path, and make necessary adjustments to the schedule.
2. Re-establishing the Schedule
   Should the assessment reveal a substantial impact of the scope change on the project schedule, the project manager will commence the process of re-establishing the baseline. This entails updating the project schedule to incorporate the approved changes and securing approval from the project sponsor. Collaborating with the project team, the project manager ensures the schedule is updated, and any alterations are communicated to stakeholders and relevant parties.
3. Approval for Scope Change
   The project sponsor will assess and approve scope changes based on predefined criteria. Factors such as the impact on the project schedule, resources, and budget are considered during this evaluation. Upon approval of the scope change, the project manager updates the project schedule, secures requisite approvals, and communicates the changes to the project team and stakeholders.

The management and organization of the project team are outlined in detail in the Human Resource Plan. This guarantees that the individual designated for every role is suitably qualified at the proper time. The project team and project manager can efficiently manage and supervise the advancement of the project by utilizing the Human Resource Plan. The team members can better grasp their roles and duties in the project with the aid of this established agreement. Additionally, it encourages open communication among team members, which facilitates greater information sharing and problem-solving.

Clearly defining the roles and duties of team members and stakeholders is crucial for any project. Members of the project team may represent different departments or groups and represent the interests of various functional managers, depending on the organizational structure. Members of a team may also differ in their levels of authority and accountability.

Role	Authority	Responsibility	Competency
Stakeholder	Following the project's scope, stakeholders accept project deliverables.	The stakeholder offers suggestions regarding the parameters, specifications, and timeline of the project.	It is essential to be able to communicate well and articulate requirements.
Project Manager	The Project Manager oversees the money and resources of the project and decides on daily operations.	Responsibilities include managing risks and adjustments, supervising project planning, implementation, and monitoring, and updating stakeholders on project status.	Good communication and problem-solving skills, a strong sense of organization and leadership, and proficiency with project management techniques are prerequisites for this position.
Product Owner	The Product Owner establishes the priorities for features and the size of the product backlog.	The Product Owner establishes and ranks the need of the project, making sure the finished result satisfies institutional criteria.	This position requires a solid grasp of stakeholder communication, requirement analysis, and prioritizing techniques.
Documentations Manager	All project documentation is checked by the documentation manager to make sure it is correct and comprehensive.	The Documentations Manager oversees, coordinates, and preserves project documentation.	This position requires strong attention to detail, documentation skills, and organizational abilities.
Scrum Master	The Scrum Master protects the team from outside distractions, leads Scrum ceremonies and makes sure Scrum procedures are followed.	The Master keeps the team cohesive, removes roadblocks to advancement, and coaches the group on Agile concepts	Strong facilitation and coaching skills, a thorough understanding of Scrum and Agile processes, outstanding conflict resolution, and team-building abilities—all of these are necessary for this role.
Documentations Manager	All project documentation is checked by the documentation manager to make sure it is correct and comprehensive.	The Documentations Manager oversees, coordinates, and preserves project documentation.	This position requires strong attention to detail, documentation skills, and organizational abilities.
Project Adviser	The Project Advisor makes sure that the aims and objectives of the organization are met.	They advise the team and project manager on the best ways to manage the project's scope and offer support and guidance in this regard.	For this position, it is essential to comprehend company objectives and project management guidelines.

The PAHIRAM Web-Based Lending System project organizational chart shows the roles and interactions within the team and offers a visual depiction of the project team structure.

The Staffing Management developed by the PAHIRAM project team will be closely scrutinized and tracked to guarantee the successful implementation of the system. This plan describes the methods and processes for hiring, supervising, and terminating employees over the course of the project.
The project sponsor will make the necessary hiring arrangements to guarantee that all positions are filled with people who are qualified for the relevant duties and responsibilities. The workforce will be mostly made up of internal workers assigned to oversee the deployment and upkeep of the system.
All assigned personnel will receive training to optimize the use of the lending system and reduce the hazards associated with inadequate training. By doing this, the system's effectiveness and efficiency will be guaranteed.
Regular performance assessments will be done to assess contributions made by each team member. These evaluations will function as reports to make sure the team is fulfilling the objectives and specifications of the project.
The project manager will keep an eye on the requirements, goals, and scope of the work to see whether the personnel management plan needs to be updated with any new information. This might involve taking legal and regulatory compliance into account, especially when it comes to the security and privacy standards for data on a government-owned website.
The PAHIRAM project looks to maintain an extensive and flexible staffing management plan in order to guarantee the successful implementation and long-term viability of the web-based lending system.

The Change Management Plan was created for the purpose of setting expectations on how changes will be managed for the Lending Services of PAHIRAM. It outlines the role of the change control board and the overall change management process. All stakeholders will be expected to submit or request changes in accordance with this plan, and all requests and submissions will follow the process detailed. If changes are submitted or implemented in an unorganized manner, the Lending Services of PAHIRAM are sure to fail. All changes going through the Lending Services of PAHIRAM must include a change management plan as part of the overall project plan.

In Pahiram Lending System for Asia Pacific College we will be using the 8 Kotter’s Change Model as our approach in the change management documentation. The 8 Kotter’s Change Model includes the creation of the sense of urgency, putting a guiding coalition, developing vision and strategies, communicating the change vision, remove barriers to action, accomplish short-term wins, build on the change, and make change stick [1].
The Change Management Approach for Pahiram Lending System for Asia Pacific College will ensure that all proposed changes are defined, reviewed, and agreed upon so they can be properly implemented and communicated to all stakeholders. This approach will also ensure that only changes within the scope of the project are approved and implemented.
The Change Management approach is not to be confused with the Change Management Process which will be detailed later in this plan. The Change Management approach consists of seven (7) areas:

1. Initiation The change management process begins with the proposed change. This could be initiated by the Project Managers, Team Members, Project Adviser, Subject Head, or the Project Client.
2. Evaluation Once the change request has been submitted. It will undergo the evaluation process to assess its feasibility impact and alignment with the project objectives. This evaluation involved analyzing factors such as the scope of the project, schedule budget and resources.
3. Review and Approval After the evaluation, the change request is reviewed by the appropriate stakeholders or change control board. The review process may involve discussions, analysis of alternatives, and consideration of potential trade-offs. Based on the findings of the evaluation, the change request is either approved, rejected, or deferred for further analysis
4. Implementation Once a change is approved, it is implemented according to a predefined plan or procedure. This may involve updating project documentation, modifying deliverables, revising plans, or adjusting processes. Effective communication and coordination are essential during the implementation phase to ensure that all stakeholders are informed of the changes and their respective roles
5. Testing and Validation After implementation, the changes are typically subjected to testing and validation to ensure that they meet the intended objectives and do not adversely affect other aspects of the project or system. This may involve various types of testing, such as functional testing, integration testing, regression testing, and user acceptance testing.
6. Documentation and Tracking Throughout the change control process, detailed documentation is maintained to capture the history, rationale, and outcomes of each change. This documentation includes change requests, approvals,
7. Closure and CommunicationOnce a change is successfully implemented and validated, the change control process is formally closed. This involves communicating the outcomes of the change to relevant stakeholders.
The Change Management process has been designed to make sure this approach is followed for all the necessary changes. By using this approach methodology, the Inventory and Lending Management Team will prevent unnecessary change from occurring and focus its resources only on beneficial changes within the project scope.

There are several types of changes which may be requested and considered for PAHIRAM Lending Management. Depending on the extent and type of proposed changes, changes to project documentation and the communication of these changes will be required to be included into the project plan and ensure all stakeholders are notified. The types of changes are:

1. Schedule ChangeAny adjustment to the project timeline. Including changes to milestone dates, task durations or project deadlines.
2. Budget ChangeAny modification to the project budget, such as an increase or decrease in funding allocations, reallocation of resources, or changes to cost estimate.
3. Scope ChangeAny expansion, reduction or modification to the project scope including changes to deliverables, requirements, and objectives.
4. Project Document ChangeAny updates, revisions, or additions to project documentation, including project plans, reports, specifications, or other project-related documents.

The project manager ensures the approved changes are thoroughly reviewed by the project adviser, subject head, and the project client. Additionally, as changes are approved the project manager will ensure the changes are captured in the project documentation and the change documentation. This document update must be communicated to the project adviser, subject head, and the project client.

The Change Control Board (CCB) is the approval authority for all the proposed changes request pertaining to the PAHIRAM Lending Management System for Asia Pacific College. The purpose of the CCB is to review all change requests, determine their impact on the project risk, scope cost and schedule. And to approve or deny each change request. The following chart provides a list of the CCB members for PAHIRAM Lending Management System project.

Name	Position	CCB Role
Sir Jose Eugenio Quesada	Subject Head	CCB Co-Chair
Sir Jayvee Cabardo	Project Adviser	CCB Co-Chair
Sir Jojo Castillo	Project Client	CCB Co-Chair
Jonathan Joseph Archog	Project Manager	CCB Chair
John Christian Berbon	Project Team Member	CCB Member
Ashley Joy Pojol	Project Team Member	CCB Member

As change request are submitted to the Inventory and Lending Management Project Manager, by the Project Team, Project Client/Adviser, and Subject Head. The Project Manager will log the requests in the change log. For a change request to be approved, all CCB members must vote in favor. In the event more information is needed for a particular change request, the request will be deferred and sent back to the requestor for more information or clarification.

The following are the roles and responsibilities for all change management efforts related to the PAHIRAM Lending Management Project:

1. Project Manager
• Approve all change proposal to budget/funding/project scope.
• Reviews all changes to the budget/funding/project scope.
• Make documentation revisions/edits as necessary for all approved changes.
• Chair the CCB.
2. Project Adviser
• Reviews preliminary risk, cost, schedule, scope analysis of change prior to CCB.
• Seek clarification from project client, project team, and subject head on any open issues or concerns.
• Be prepared to address questions regarding any submitted change requests.
• Provide feedback as necessary on the impact of proposed changes.
• Chair the CCB.
3. Project Client
• Reviews preliminary risk, cost, schedule, scope analysis of change prior to CCB.
• Seek clarification from project client, project team, and subject head on any open issues or concerns.
• Be prepared to address questions regarding any submitted change requests.
• Provide feedback as necessary on the impact of proposed changes.
• Chair the CCB.
4. Subject Head
• Reviews preliminary risk, cost, schedule, scope analysis of change prior to CCB.
• Seek clarification from project client, project team, and subject head on any open issues or concerns.
• Be prepared to address questions regarding any submitted change requests.
• Provide feedback as necessary on the impact of proposed changes.
• Chair the CCB.
5. Project Team Member
• Receive and log all change requests from project manager.
• Reviews preliminary risk, cost, schedule, scope analysis of change prior to CCB.
• Seek clarification from project client, project team, and subject head on any open issues or concerns.
• Be prepared to address questions regarding any submitted change requests.
• Provide feedback as necessary on the impact of proposed changes
• Participate in CCB.

The Change Control Process for the IS Project will follow the organizational standard change process for all projects. The project manager has overall responsibility for executing the change management process for each change request

1. Initiation (Any of the CCB)
   The change management process begins with the proposed change. This could be initiated by the Project Managers, Team Members, Project Adviser, Subject Head, or the Project Client.
2. Evaluation (Project Adviser, Project Client, Subject Head, Project Team)
   Once the change request has been submitted. It will undergo the evaluation process to assess its feasibility impact and alignment with the project objectives. This evaluation involved analyzing factors such as the scope of the project, schedule budget and resources.
3. Review and Approval (Project Manager)
   After the evaluation, the change request is reviewed by the appropriate stakeholders or change control board. The review process may involve discussions, analysis of alternatives, and consideration of potential trade-offs. Based on the findings of the evaluation, the change request is either approved, rejected, or deferred for further analysis.
4. Implementation (Project Team)
   Once a change is approved, it is implemented according to a predefined plan or procedure. This may involve updating project documentation, modifying deliverables, revising plans, or adjusting processes. Effective communication and coordination are essential during the implementation phase to ensure that all stakeholders are informed of the changes and their respective roles.
5. Testing and Validation (Project Team)
   After implementation, the changes are typically subjected to testing and validation to ensure that they meet the intended objectives and do not adversely affect other aspects of the project or system. This may involve various types of testing, such as functional testing, integration testing, regression testing, and user acceptance testing.
6. Documentation and Tracking (Project Team)
   Throughout the change control process, detailed documentation is maintained to capture the history, rationale, and outcomes of each change. This documentation includes change requests, approvals, implementation plans, test results, and any associated documentation updates
7. Closure and Communication (Project Manager)
   Once a change is successfully implemented and validated, the change control process is formally closed. This involves communicating the outcomes of the change to relevant stakeholders.

The communication strategy and standards that POLARBER and stakeholders will employ throughout the project are outlined in the Communications Management Plan for the PAHIRAM Web-Based Lending System. The following are covered by the plan:

Information Types:
Describes the kinds of information that need to be shared, including the format and degree of detail (written or spoken), as well as project updates, progress reports, risks, and issues.

Communication Methods:
Lists several ways to communicate, including phone calls, emails, and meetings.

Frequency:
The frequency of both official and informal communications is defined by frequency.

Roles and Responsibilities:
Identifies the duties and obligations that team members and stakeholders have when it comes to communication, including information distribution.

Stakeholder Needs:
Determines and attends to each stakeholder's communication needs.

Resources:
Contains a list of the financial and human resources required for communication in order to guarantee efficient information flow.

Sensitive Information:
Outlines procedures for sharing private or sensitive information and who needs to give permission before it can be released.

Change Management:
Refers to a set of procedures for proposing, reviewing, and approving changes in the communication process.

Communication Flow
Describes the information sharing and team member, stakeholder, and other engaged parties' communication throughout the project.

Limitations:
Talks about limitations, such as legal or regulatory restrictions, that could impact project communications and how they will be handled.

Standard Templates:
Describes any templates, formats, or standard papers that are used to communicate project information, like minutes from meetings and progress reports.

Escalation Procedure:
Contains a procedure for handling disagreements or problems arising from communication that may occur during the project.

This plan makes sure that information is disseminated efficiently and promptly and that all stakeholders participating in the PAHIRAM project are informed.

Ensuring that communication is effective and efficient throughout the project is a key component of our communications management approach for the PAHIRAM Web-Based Lending System. The following are the main ideas of our plan:

• Proactive Communication:
  To keep stakeholders informed and ensure that any issues are resolved quickly, the team will swiftly update stakeholders on project progress, challenges, and changes.
• Structured Communication:
  To guarantee clarity and consistency in all project interactions, we will employ a structured approach to communications that uses forms and protocols.
• Diverse Communication Methods:
  To fulfill the varied preferences of stakeholders and team members, a range of communication methods, including in-person meetings, video conferences, emails, and instant messaging, will be used.
• Frequent Feedback Mechanisms:
  To promote a culture of continuous development, we will regularly collect feedback from team members and stakeholders through the use of questionnaires and feedback sessions.
• Transparent Reporting:
  Clear and accurate information on project status, risks, and performance measures will be provided to stakeholders through the maintenance of transparent reporting procedures.
• Communication Planning:
  To ensure everyone is on the same page, comprehensive communication plans will be created at the beginning of the project. These plans will include important communication activities, deadlines, and roles.
• Crisis Communication Protocols:
  To successfully manage and communicate during unanticipated occurrences or project disruptions, protocols for crisis communication will be devised.
• Stakeholder Engagement:
  Through consistent communication and updates, active stakeholder engagement will be given high priority to guarantee that their needs and expectations are recognized and fulfilled.
• Use of Technology:
  To enable smooth and effective information flow between team members and stakeholders, cutting-edge communication tools and platforms will be used.
• Flexibility and adaptability:
  To guarantee maximum communication efficacy, the communication strategy will be fluid and adaptable, allowing for changes based on project requirements and stakeholder feedback.

The importance for the project team, including the project sponsor, to comprehend and deal with Communication Management Constraints in the PAHIRAM Web-Based Lending System project. These limitations allow the team in creating efficient strategies to handle future challenges by helping to define the boundaries and restrictions that may affect communication.
The following could be among the communication management constraints of PAHIRAM:

• Technological Constraints:
  Ineffective communication between project team members might be caused by erratic internet connections, out-of-date communication tools, or restricted access to necessary software.
• Time Restrictions:
  Strict timelines and urgent deliveries might cut into the amount of time allotted for meetings, choices, and comments, which can hinder effective communication throughout.
• Stakeholder Availability:
  Poor communication and coordination may result from restricted access to some stakeholders, such as the project sponsor. Setting up meetings ahead of time is crucial to guaranteeing attendance from everyone.
• Requirements for Confidentiality:
  Since some material must be handled carefully and disseminated by tight restrictions, the requirement for secrecy may make it more difficult to communicate within the project.
• Regulatory Compliance:
  Adherence to data privacy and security standards, among other communication limits, may be imposed by legislation and regulatory compliance and must be maintained throughout the project.
• Budget Restrictions:
  The amount allotted for communication-related activities may place restrictions on the usage of specific instruments, resources, or technologies, which could affect how effective the communication plan is.
• Geographic Dispersal:
  Due to time zones and cultural differences, team members and stakeholders spread across different regions may encounter difficulties that impede effective communication.

The PAHIRAM project team may create methods to address these restrictions and ensure successful communication throughout the project lifecycle by identifying and understanding them.

By outlining the particular communication requirements of each stakeholder and the project team, the Stakeholder Communication Requirements are vital to the PAHIRAM Web-Based Lending System project. The project team may effectively manage expectations, build trust, and foster collaboration by identifying and meeting these needs.
Stakeholders in the PAHIRAM project have particular communication demands that include:

• Regular Project Information:
  To keep stakeholders informed and involved, give them timely information on project status, milestones, modifications, and issues.
• Efficient Communication Channels:
  To guarantee seamless information exchange between the project team and stakeholders, use effective communication channels like emails, meetings, and collaboration tools.
• Clear and Accessible Information:
  To guarantee that stakeholders can readily comprehend the content, present all project-related information in a clear, simple manner, avoiding technical jargon.
• Stakeholder Engagement:
  Throughout the project, actively include stakeholders in conversations, solicit their opinions, and take their suggestions into consideration.
• Communication Timeliness:
  Make sure all parties involved are notified as soon as possible, especially when there are important choices, hazards, or modifications to the project's schedule.
• Transparency:
  Keep lines of communication open and honest to foster credibility and trust by giving thorough updates on the project's status, goals, and results.
• Maintaining Confidentiality:
  Requires managing sensitive or secret information safely and sharing it with the right people exclusively.
• Conflict Resolution:
  Create and put into action strategies to manage and assist in resolving disputes or conflicts between parties.

The PAHIRAM project team can guarantee efficient communication and consequently contribute to the project's overall success by comprehending and meeting certain communication criteria.

Project Sponsor
The project sponsor is the champion of the project and has authorized the project by signing the project charter. This person is responsible for the funding of the project and is ultimately responsible for its success. Since the Project Sponsor is at the executive level communications should be presented in summary format unless the Project Sponsor requests more detailed communications. 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. As the person responsible for the execution of the project, the Project Manager is the primary communicator for the project distributing information according to this Communications Management Plan. Product Owner
The Product Owner establishes the priorities for the product backlog and makes sure it is in line with the needs of stakeholders and the project's objectives. They clarify any uncertainties and convey the needs and vision to the development team. Value and feasibility are balanced when the Product Owner decides which features to include and how big to iterate. Scrum Master
In order to make sure that the team follows the practices and principles of Scrum, the Scrum Master leads Scrum ceremonies. They shield the group from outside distractions so they may concentrate on their work. The Scrum Master also assists in locating and eliminating any roadblocks that can prevent the team from moving forward.

The following table presents email information for all persons identified in this communications management plan.

Role	Name	Email
Project Sponsor	Jojo Castillo	[email protected]
Project Manager	Jonathan Joseph Archog	[email protected]
Product Owner	John Christian Berbon	[email protected]
Scrum Master	Ashley Joy Pojol	[email protected]

To effectively communicate with all stakeholders, the PAHIRAM Web-Based Lending System project necessitates a thorough understanding of the various communication methods and technology. To guarantee the timely and effective distribution of information, it is crucial to consider the strengths and weaknesses of each technique and technological advancement. The project team must decide on suitable techniques for informing stakeholders about updates, concerns, risks, and other pertinent information.
Concerns including cost, practicality, security, and privacy must also be considered while selecting communication technologies. The project team may make sure that all stakeholders are informed and that the project's communication objectives are accomplished by carefully choosing the most appropriate communication methods and technologies.

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The following elements should be considered while choosing the most effective communication strategies and technology for the PAHIRAM project:

• Project Size and Complexity:
  Project management software may concentrate information for large-scale, intricate projects, making it easily accessible to all parties involved.
• Stakeholder Locations:
  Real-time communication techniques like video conferencing and phone conversations let stakeholders who are spread out geographically communicate effectively.
• Technical Expertise:
  Consider the stakeholders' degree of technical competence. Simple communication channels like email and phone conversations work well for people who are not as tech-savvy.
• Information Type:
  To safeguard privacy and security, secure techniques like encryption and password-protected portals should be utilized for sensitive or private information.
• Budget and Resources:
  The technology and communication strategies used should fit the project's spending plan and resource constraints.

These considerations dictate that the PAHIRAM project should make use of a range of technologies and communication techniques, such as:

• Project Management Software:
  Track progress, engage with stakeholders, share updates and documents, and consolidate information by using project management software.
• Email:
  Exchange non-urgent information, share significant announcements, and maintain regular communication via email.
• Phone:
  Use phone conversations to communicate directly and quickly, particularly with parties that are in the same region
• Video Conferencing:
  Use video conferences to hold remote meetings, presentations, and real-time conversations with stakeholders who are located in different places.

The PAHIRAM project team may foster transparency, collaboration, and timely information exchange by utilizing various communication methods and technology to promote effective and efficient contact with all stakeholders.

Communication	Purpose	Medium	Frequency	Audience
Kickoff Meetings	Outline project goals and align expectations	Onsite	Once at the start of the project	Project Team, Project Sponsor, Stakeholders
Progress Review Meetings	Assess current progress and adjust modules	Video Conference, Onsite	Bi-weekly	Project Team, Project Sponsor
Technical Review Meetings	Check technical problems and devise solutions	Video Conference, Onsite	As needed	Project Team
Sprint Retrospectives	Check sprint outcomes and impose improvements	Video Conference	After each Sprint	Project Team
Sprint Review	Summarize sprint achievements and project advancements	Onsite	After Each Sprint	Project Team, Project Sponsor
Stakeholder updates	Communicate project updates and gather feedback	Onsite	Monthly	Project Team, Stakeholders
Sprint Planning Sessions	Specify tasks and objectives	Video Conference	Before each sprint	Project Team
Project Closure Meeting	Have a final project review and formally close the project	Onsite	Once at the project end	Project Team, Project Sponsor

The following are the guidelines for meetings in the duration of the project, PAHIRAM: A web-Based Lending System for Asia Pacific College:

• Presentation: To guarantee that participants are adequately prepared, establish the agenda in advance of the meeting, including the goal, themes of discussion, and anticipated results.
• Documentation: Keep a record of all significant conversations, choices, and agreements. For openness, swiftly distribute meeting minutes to every team member.
• Punctuality: Make sure that every team member arrives on time. If you won't be there, let the project manager know ahead of time and give a good explanation.
• Planning: To ensure maximum involvement, plan meetings far in advance and at times that work for everyone.
• Engagement: Create a setting where each team member is motivated to freely share their thoughts and opinions.

The PAHIRAM team can make sure meetings are efficient, well-run, and supportive of constructive collaboration by adhering to these rules.

In order to facilitate successful communication between team members and stakeholders in the PAHIRAM project, it is imperative to establish clear standards and protocols. Throughout the development process, it is crucial to promote open lines of communication, offer opportunities for feedback, and guarantee constant adherence to communication standards.

• Active Listening: Members of the team are urged to actively listen, ask questions, and summarize conversations to show that they comprehend. This lowers the possibility of misunderstandings and guarantees improved team understanding.
• Conciseness and Clarity: Communication needs to be both clear and succinct. It is imperative for team members to communicate their views and ideas clearly, eschewing superfluous jargon and technical phrases that could impede understanding.
• Timeliness: It's important to set a benchmark for prompt communication. To keep the project moving forward and avoid delays, team members are urged to reply to messages, emails, and requests in a timely manner.
• Professionalism and Respect: These two concepts should be emphasized in every communication engagement. Even in the face of disagreement, team members ought to conduct themselves with decency and grace during meetings.
• Documentation: Keeping accurate records of vital information requires clear documentation. It is encouraged for team members to record meeting decisions, conversations, email exchanges, agreements, and action items.
• Collaboration Tools: It's important to decide on the best platforms and tools for communication. Standardizing these resources promotes effective communication and guarantees team member familiarity.
• Meeting rules: It is important to offer rules for effective meetings, which should include agenda-setting, clearly defined objectives, and the involvement of all relevant parties. During meetings, effective decision-making, time management, and active participation are crucial. Minutes or summaries of meetings ought to be written down and distributed afterward.
• Frequent Project Updates: To guarantee timely and consistent communication with stakeholders, regular project updates and progress reporting should be standardized. This updates everyone on the status of the project.
• Feedback and Constructive Criticism: It is important to promote a culture that values both types of input. Team members should be at ease offering criticism and ideas for enhancement, with a focus on offering constructive criticism and concentrating on recommendations that can be put into practice.

Through the application of these communication standards, the PAHIRAM project team may improve the efficiency of communication, promote teamwork, and guarantee the project's successful conclusion.

The processes to be followed when communication problems or conflicts emerge and need to be escalated for resolution are outlined in the communication escalation process of PAHIRAM. You may identify and resolve communication problems quickly, reducing their impact on the project, by developing a clear escalation process.

• Define Communication Channels: E-mail, project management software, and other specific communication tools are examples of major communication channels that should be defined and established. Ensure these channels are accessible to and known about by every team member.
• Form a Communication Hierarchy: Specify the team's internal communication structure. Include project managers and clients in the list of important project stakeholders, along with their roles and duties. Let every team member know exactly who is in charge and how they will be reported to.
• Points of Escalation: Report problems to project managers or other senior team members who can help with solutions. Deal with communication problems that aren't solvable at lower levels.
• Preliminary Attempts at Resolution: Members of the team should try to find an informal solution at the lowest level possible for communication problems. Members should first try to immediately address disagreements or misunderstandings with all relevant parties through courteous and transparent communication.
Process of Escalation:
• Determine the problem.
• Notify the project manager or supervisor right away.
• Keep track of and document the problem.
• Encourage the resolving process.
• Make sure that everyone on the team is aware of the resolution's implications by communicating it to them.
• Constant Improvement: Seek input and evaluate the communication escalation procedure' efficacy on a regular basis. Based on the lessons you've learned, modify the procedure as needed.

The PAHIRAM project team can efficiently handle and address communication problems by adhering to this communication escalation plan, which will guarantee seamless project execution and stakeholder satisfaction.

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