G04 SISTEM 802 GO: Barangay Management System for Barangay 802 - apcjlquesada/APC_2024_2025_3rd_Term_PROJMAN GitHub Wiki
NAME |
|
Jose Eugenio L. Quesada |
NAME |
|
Ryan John Perez |
NAME |
ROLE |
|
Hazel Ann Mones |
Project Manager |
|
Joana Grace Garcia |
Scrum Master |
|
Jhon Iberson Mariñas |
Full-Stack Developer |
|
Allan Miguel Moldez |
Full-Stack Developer |
|
Jose Enrique Nuñez |
Full-Stack Developer |
Company Name: |
Barangay 802 |
| Company Logo | |
Address: |
District 5, Sta. Ana Manila City, Metro Manila, Philippines |
Contact Number: |
+639171491426 |
Line of Business: |
Government |
Type of Customers: |
Barangay 802 Residents |
Stakeholders: |
Barangay 802 Officials |
Number of Employees: |
55 |
Barangay 802 in Santa Ana, Manila, currently faces operational challenges due to reliance on outdated manual processes. These include inefficient document request procedures, lack of centralized record-keeping, and limited access to timely barangay news and updates. This has resulted in administrative delays, low transparency, and reduced resident engagement.
The 802-Go project proposes the development of a centralized digital platform to modernize service delivery and communication. Anticipated benefits include reduced processing times for document requests, improved record accuracy, better dissemination of information, increased transparency, and stronger community engagement. The system aims to empower barangay officials and residents through efficient, accessible, and user-friendly technology.
It is recommended to develop and deploy the 802-Go Barangay Management System, a web-based portal specifically designed for Barangay 802. This solution will digitize core services, such as document requests, announcements, and resident database management. The system supports modular functionality, user role management, and scalable infrastructure, making it both practical and sustainable for long-term community use.
This project was selected over maintaining the current manual system or adopting generic digital tools because it addresses the barangay's unique needs. Customization, local engagement, and scalability are key factors. Without implementation, inefficiencies and communication gaps will persist. With the 802-Go platform, the barangay will benefit from modernized governance practices, improved citizen satisfaction, and a replicable model for other communities.
The team responsible for developing the business case and system design for 802-Go consisted of student developers, analysts, and designers working collaboratively with local stakeholders. The roles are as follows:
| Team Member | Role(s) |
|---|---|
| Hazel Ann Mones |
|
| Joana Grace Garcia |
|
| Allan Miguel Moldez |
|
| Jhon Iberson Mariñas |
|
| Jose Enrique Nuñez |
|
Barangay 802 suffers from inefficiencies caused by manual operations. Document requests are processed physically, record-keeping is done on Excel or paper, and updates are shared verbally or through posters. These practices delay service delivery, increase human error, and limit resident engagement.
The new system will introduce automation and digitization, changing how records are managed and how communication occurs. Staff roles will shift from manual processing to system administration, requiring training but ultimately reducing workload. The system will standardize data, simplify updates, and introduce real-time reporting tools, improving both internal efficiency and public service quality.
Migration from Excel-based records to a structured MySQL database will involve cleaning, organizing, and importing resident data. The platform will be hosted on cloud infrastructure and accessed via browsers. Hardware at the barangay (computers, printers, stable internet) supports the requirements. Challenges include ensuring secure migration and digital literacy among staff and residents, which will be mitigated through training and phased onboarding.
802-Go is a web-based management system that digitizes document requests, record-keeping, and barangay announcements. The project will be implemented in phases, including requirements gathering, prototyping, system development, testing, deployment, and community training. The system is role-based (Admins, Members, Visitors) and prioritizes usability, scalability, and data integrity.
The following goals and objectives will guide the development and deployment of the 802-Go system:
- Replace manual record-keeping with a digital database
- Enable online document requests to reduce processing time
- Centralize news and updates to improve transparency
- Empower officials with data analytics and reporting tools
- Foster community participation through accessible digital services
Key performance indicators include the following measures of project success:
- 70% reduction in document request processing time
- System uptime of 99% post-deployment
- Positive feedback from at least 80% of users in user acceptance testing
- Increased engagement metrics (e.g., news views, feedback forms)
The following assumptions are considered in the formulation and planning of the project:
- Residents have access to basic internet and digital devices
- Barangay officials will support and promote the system
- Cloud hosting will ensure stable and secure operations
- Digital training will mitigate early user resistance
The project must work within the following constraints:
- Limited budget for extended maintenance
- Dependency on internet availability in the community
- Varying levels of digital literacy among users
- Timeline constrained by academic schedules and deliverables
The following general milestones have been identified for the project timeline:
- PLANNING
- Kick-off Meeting – April 27, 2024
- Final Project Proposal Evaluation – May 2, 2024
- Finalizing Project Management Plan – June 3, 2025
- ANALYSIS AND DESIGN
- Finalization of Initial Prototype – June 14, 2024
- Finalization of Project Diagrams – February 25, 2025
- DEVELOPMENT
- Finalizing Release 1 – February 25, 2025
- Finalizing Release 2 – March 10, 2025
- TESTING
- Verified Use Cases – May 13, 2025
- IMPLEMENTATION
- Go Live – May 15, 2025
- Final Training Session – May 25, 2025
- CLOSEOUT
- Final System Handover to Barangay Officials – June 5, 2025
- Final Presentation, Demo, and Client Feedback Session – June 6, 2025
- Project Close Out – June 19, 2025
802-Go complements the national aspiration to push for digital transformation and efficient barangay governance. The project contributes directly to the vision of Barangay 802 as a service-oriented and people-friendly community. Digital-first character of the system also plays a role in advancing the Philippine Digital Strategy and enables local adoption of e-Governance initiatives. Through centralized digital instruments, 802-Go makes barangay processes more responsive, transparent, and efficient. In addition, it also enables both citizens and officials and increases participation, accessibility, and long-term community resilience.
802-Go Project Budget Plan - Initial
| Item | Quantity | Unit Cost | Total Cost | Justification and Specifications |
|---|---|---|---|---|
| Hardware | ||||
| OEM Development Computers | 3 | ₱45,000 | ₱135,000 | Mid-range specs (e.g., Ryzen 5, 16GB RAM, SSD). Used during development; turned over to the Barangay afterward. |
| Software and Hosting | ||||
| Office/Productivity Tools | ||||
| Windows 11 Pro OEM Licenses | 3 | ₱7,000 | ₱21,000 | Legitimate Windows for development security and long-term use post-turnover. |
| MS Office 2021 LTSC (Lifetime License) | 3 | ₱12,500 | ₱37,500 | Lifetime license; enables continuity for Barangay use beyond the project. |
| Antivirus (e.g., Bitdefender/Kaspersky) | 3 / 1 year | ₱1,500 | ₱4,500 | 1-year licenses to secure development and transition machines. |
| Project Management Tool (Jira, OpenProject) | 3 | ₱0 | ₱0 | Used for agile boards, sprints, task tracking, work package tracking, time and unit logging, and Gantt charts. |
| b. Hosting & Cloud Services | ||||
| Web Hosting (Hostinger Cloud Startup) | 1 year | ₱5,400 | ₱5,400 | Includes domain and SSL. |
| ‘.gov.ph’ Domain | 1 year | ₱0 | ₱0 | Free for Barangays via DICT approval. Adds credibility. |
| Cloud Backup (Google One – 1TB) | 1 year | ₱1,668 | ₱1,668 | Shared storage across all 3 dev machines. Ensures backups of code and local files. |
| c. Communication & API Services | ||||
| API Services (Google Maps, Firebase, SMS) | 1 year | ₱10,000 | ₱10,000 | Required for maps, authentication, real-time data. |
| Email/Messaging APIs | 1 year | ₱5,000 | ₱5,000 | For system alerts, contact forms, OTPs. |
| d. Software Development Tools | ||||
| GitHub Copilot | 2 users / 1 year | ₱6,000 | ₱12,000 | AI coding assistant for faster development. |
| GitHub Team Plan | 3 users / 1 year | ₱2,784 | ₱8,352 | Team permissions, branch control, private repositories. |
| Visual Studio Code | 3 users | ₱0 | ₱0 | Free IDE for coding. |
| Staff / Labor | ||||
| Project Manager | 130 hrs. | ₱570 | ₱74,100 | Worked during planning, sprint reviews, release evaluations, and closeout (~13 weeks). |
| Scrum Master / Documentation Lead | 245 hrs. | ₱455 | ₱111,475 | Worked mostly during planning and documentation (~25 weeks). |
| Backend Developer | 180 hrs. | ₱400 | ₱72,000 | Worked on the back-end development (~18 weeks). |
| Frontend Developer | 160 hrs. | ₱345 | ₱55,200 | Worked on the front-end development (~16 weeks). |
| QA Tester | 35 hrs. | ₱230 | ₱8,050 | Worked during testing phase (~1 week). |
| UI/UX Designer | 70 hrs. | ₱230 | ₱16,100 | Worked during analysis and design phase (~7 weeks). |
| IT Technician | 15 hrs. | ₱150 | ₱2,250 | Worked on setting up hardware and deploying the system (~3 days). |
| Total: | ₱579,595 | |||
| Option | Description | Reason for Rejection |
|---|---|---|
| Status Quo (Manual Processes) | Continue using paper forms, Excel spreadsheets, and verbal announcements. | Sustains inefficiency, high error risk, poor data retrieval, and low resident engagement. |
| Adopt Off-the-Shelf Barangay System | Use a prebuilt platform like BAMIS or other commercial tools. | May lack customization, involve licensing costs, and not align with Barangay 802’s specific needs. |
| Custom-Built 802-Go (Recommended) | Tailored web-based solution designed for Barangay 802 with modular features. | Offers full customization, free from license fees, and includes input from stakeholders. Most adaptable for future features. |
The custom-built 802-Go system is the most viable option as it addresses specific local needs while remaining cost-effective and sustainable for long-term use.
Barangay 802 in Santa Ana, Manila, faces inefficiencies due to outdated manual processes for document requests, record-keeping, and communication. The 802-GO Barangay Management System aims to modernize these processes by developing a centralized digital platform. This system will streamline administrative tasks, improve resident access to services, and enhance transparency through features like online document requests, news updates, and a resident database. Supported by the Barangay Council and Sangguniang Kabataan (SK), the project aligns with national e-governance initiatives and seeks to reduce administrative burdens while fostering community engagement.
Barangay 802 in Santa Ana, Manila, continues to face challenges with manual document processing, limited access to updates, and inefficient administrative systems. The 802-GO Barangay Management System is justified by the need to modernize these outdated practices, reduce administrative burden, and promote digital governance. It aligns with the national agenda on e-governance and seeks to improve the delivery of services, ensure transparency, and boost community engagement. By implementing a centralized digital platform, the system intends to address current inefficiencies and serve as a model for digital transformation at the barangay level.
The need for the 802-GO Barangay Management System is rooted in various critical issues: market demand for digital governance, organizational inefficiencies, community requests, and technological opportunities. Residents currently experience delays due to manual processes, lack of access to information, and long queues for simple document requests. The system will modernize service delivery through a user-friendly digital platform that enables online document requests, a digital resident database, news announcements, and real-time updates. The effects will include process improvement, increased accuracy in record-keeping, and stronger resident-government communication.
The 802-GO project is aligned with strategic goals of improving public service delivery and e-governance. The following business objectives have been identified to measure the project's success:
- Digitize record-keeping for residents to ensure accuracy and reduce redundancy.
- Develop an intuitive and secure web platform that streamlines document request workflows.
- Enable real-time news and updates from barangay officials.
- Foster community engagement through accessible and transparent services.
- Support future scalability and system updates through modular design.
- Train barangay officials and residents to use the platform effectively.
The 802-GO Barangay Management System is a web-based platform designed to modernize the delivery of services and internal processes of Barangay 802 in Santa Ana, Manila. It provides residents and barangay officials with a centralized digital solution to streamline operations and enhance communication. This project will involve the planning, design, development, testing, and deployment of a secure website that allows residents to request official documents online, access barangay news and updates, and manage their accounts. For barangay officials, the system provides administrative tools to manage document requests, resident information, announcements, and system analytics. The platform will be developed using Laravel and deployed to a secure hosting environment with support for future updates and scalability. By the end of the project, the barangay will be equipped with a responsive, user-friendly digital portal that significantly reduces paperwork, improves service efficiency, and increases transparency within the local community.
The objectives of the 802-GO project are designed to be Specific, Measurable, Attainable, Realistic, and Time-bound (SMART). These objectives serve as a benchmark to assess whether the project is on track and to measure its success after implementation. To ensure the successful development and adoption of the Barangay Management System, the following objectives and criteria must be met:
- Launch a fully functional platform that allows residents to register, log in, and request official documents online by April 10, 2025.
- Achieve at least 80% usage adoption among barangay officials and staff within 30 days of deployment.
- Reduce document request processing time by 60% compared to the current manual process within the first 3 months.
- Ensure 100% uptime and accessibility of the portal during peak barangay hours (8AM–5PM) after deployment.
- Collect resident feedback with at least 90% satisfaction ratings during the first evaluation cycle (April 20, 2025).
- Train 100% of barangay staff using provided training materials and documentation within 2 weeks after launch.
To deliver a fully functional barangay management system, the project must meet these core technical and functional requirements:
- A secure and responsive website accessible via desktop and mobile.
- Features for resident registration, document requests, and news updates.
- Admin portal for managing resident data, document requests, and announcements
- Digital storage and retrieval system for submitted forms and ID proofs.
- Real-time tracking and status updates of document requests.
- Role-based access and permissions for residents and officials.
- Training materials and documentation for users and staff.
The development and deployment of the system are bound by the following limitations:
- Limited funding from the barangay may affect implementation scope.
- Variability in digital literacy among residents may impact adoption.
- Dependency on stable internet connection for real-time operations.
- Development must comply with existing data privacy and local government regulations.
- Implementation and training must be completed before the barangay's peak document request season.
The project’s success relies on several underlying assumptions which are expected to hold true throughout the project lifecycle:
- Barangay Council and SK will provide continuous support and advocacy.
- Residents have basic access to internet and smartphones.
- Sufficient hardware (computers, printers, internet) is already available at the barangay office.
- Stakeholders will actively participate in feedback and testing phases.
- Funding and hosting services will be available until project completion.
The 802-GO Barangay Management System project will involve the development and deployment of a centralized digital platform designed specifically for Barangay 802 in Santa Ana, Manila. The system will provide residents with the ability to register and manage their accounts, request official documents online, and access the latest barangay news and announcements. Barangay officials will be equipped with administrative tools to manage resident records, process and track document requests, publish community updates, and view system analytics. The platform will be web-based, responsive across devices, and built with scalability and security in mind. Included in the scope are the creation of training materials, system documentation, and deployment to a secure hosting environment. The project will conclude when the system is fully functional, tested, deployed, and when barangay staff have been trained to use it. Features such as third-party integrations or mobile applications are excluded from the initial scope unless otherwise approved by the project sponsor.
Different portions of the implementation of the product will create risks that the project manager needs to be wary of employing the necessary risk mitigation/avoidance strategies as appropriate to minimize the likelihood of these risks. The following risks for the 802-GO project have already been identified such as:
- Operational Disruption During Deployment
- Risk: Transitioning from manual to digital processes may temporarily disrupt barangay operations, especially if staff are not fully trained or the system encounters technical issues.
- Impact: Delays in service delivery and potential resident dissatisfaction.
- Security Breaches or Data Privacy Violations
- Risk: The platform could be vulnerable to cyber threats (e.g., hacking, data leaks), especially if security measures are inadequate.
- Impact: Loss of sensitive resident data, legal penalties, and eroded trust in the barangay’s digital services.
- Low Adoption Due to Digital Literacy Gaps
- Risk: Residents or barangay staff with limited digital literacy may struggle to use the platform effectively.
- Impact: Reduced system utilization and reliance on manual fallback processes, undermining project goals.
- Internet Connectivity Issues
- Risk: Unstable or limited internet access among residents or at the barangay office could hinder real-time operations.
- Impact: Inability to access services, delays in document processing, and frustration among users.
- Pilot Testing: Deploy a phased rollout to identify and address disruptions early.
- Security Audits: Implement robust encryption, access controls, and regular vulnerability assessments.
- Training Programs: Offer tailored training for staff and residents, including offline guides.
- Contingency Plans: Ensure backup processes (e.g., offline form submissions) during outages.
- Stakeholder Engagement: Maintain regular communication with the Barangay Council to sustain support.
The following are the key deliverables required for the successful completion of the 802-GO Barangay Management System project. Any changes to these deliverables must be approved by the project sponsor.
- Web-Based Barangay Management Platform
- A fully functional, secure, and responsive web application accessible via desktop and mobile devices.
- Key Features:
- Resident registration and account management.
- Online document request and tracking system.
- Admin portal for barangay officials (manage requests, resident data, and announcements).
- Real-time news and update notifications.
- Role-based access control (RBAC) for security.
- Technical Documentation
- System Architecture & Design: Detailed documentation of the platform’s structure, database schema, and APIs.
- User Manuals: Step-by-step guides for residents and barangay staff.
- Admin Guide: Instructions for managing the system, troubleshooting, and maintenance.
- Security Compliance Report: Documentation ensuring adherence to data privacy laws (e.g., Philippines’ Data Privacy Act).
- Training Materials & Sessions
- Resident Training: Video tutorials, FAQs, and in-person workshops (if needed).
- Staff Training: Hands-on sessions for barangay officials, covering system administration, request processing, and troubleshooting.
- Training Completion Report: Confirmation that 100% of staff are trained (per project objective)
- Deployed and Tested System
- Fully tested platform with:
- Performance Testing: Ensures 100% uptime during peak hours (8AM–5PM).
- User Acceptance Testing (UAT): Feedback from residents and staff to confirm usability.
- Security Testing: Penetration testing to prevent breaches.
- Fully tested platform with:
- Post-Launch Support & Feedback Report
- Initial Support (30 days): Bug fixes, minor adjustments, and troubleshooting.
- Resident Satisfaction Report: Survey results showing ≥90% satisfaction (target: April 20, 2025).
- Scalability & Future Recommendations
- A documented roadmap for future enhancements (e.g., mobile app, SMS notifications, third-party integrations).
The following milestones outline the project’s progress in alignment with the academic schedule:
| Project Milestone | Target Date |
|---|---|
PLANNING
|
|
ANALYSIS AND DESIGN
|
|
DEVELOPMENT
|
|
TESTING
|
|
IMPLEMENTATION
|
|
CLOSEOUT
|
|
The following table contains a summary budget based on the planned cost components and estimated costs required for successful completion of the project.
| Summary Budget – List component project costs | |
|---|---|
| Project Component | Component Cost |
| Hardware | ₱135,000 |
| Software and Hosting | |
| • Office/Productivity Tools | ₱63,000 |
| • Hosting & Cloud Services | ₱7,068 |
| • Communication & API Services | ₱15,000 |
| • Software Development Tools | ₱20,352 |
| Staff/Labor | ₱339,175 |
| Total | ₱579,595 |
The 802-GO Barangay Management System will be considered complete when the fully functional platform meets all specified requirements. This includes successful deployment of all features, achievement of performance targets (80% staff adoption, 60% faster processing, 100% uptime during work hours, and 90% resident satisfaction), completion of staff training, and compliance with data privacy regulations. All technical documentation and user guides must be finalized and delivered.
Final approval requires formal sign-off from both the Barangay Chairperson and Sangguniang Kabataan after verifying all deliverables meet quality standards. Any changes to the original project scope must receive written authorization before approval can be granted. The project will officially close upon issuance of the completion certificate by the Barangay Chairperson.
Hazel Ann Mones has been appointed as Project Manager for the 802-GO Barangay Management System, tasked with end-to-end project execution within defined scope, timeline, and budget. She will lead a cross-functional team of IT developers, designers, and barangay staff to deliver a functional web platform, while serving as the primary liaison between stakeholders—including the Barangay Council and residents. Her responsibilities encompass milestone tracking, risk management, quality assurance, and budget oversight, with weekly updates to the Barangay Chairperson as Project Sponsor.
With authority for daily operational decisions, Hazel will prioritize tasks and allocate resources, though major changes require sponsor approval. Her performance will be measured by on-time delivery, budget compliance, and achievement of user satisfaction and adoption targets. A formal authorization letter and kickoff meeting will establish her leadership role in bridging technical implementation with community needs, ensuring the system delivers tangible benefits to Barangay 802 while maintaining flexibility for project adjustments.
The purpose of the Stakeholder Management Strategy for the 802 - GO Barangay Management System project is to effectively engage and manage the expectations of all stakeholders throughout the project's lifecycle. This strategy is essential to ensure the successful implementation of the system and to cultivate support from all parties affected by or involved in the project.
The 802 – GO Barangay Management System project endeavors to optimize the administration of resident data, boost transparency, offer digital access to barangay services like clearances and certifications, and strengthen communication between the barangay and its constituents. By formulating and upholding this stakeholder management strategy, the project team aspires to:
- Identify all key stakeholders and understand their level of interest and influence
- Analyze stakeholder needs and expectations
- Develop a communication plan that keeps all stakeholders informed and engaged
- Identify and manage potential conflicts or competing objectives
- Ensure the project delivers value to stakeholders
- Establish ongoing feedback mechanisms to keep the system aligned with community needs
- Involve stakeholders in planning and decision-making processes
- Establishing Clear Communication Channels: Establishing clear communication channels to ensure stakeholders, particularly barangay officials and residents, are provided with regular project updates through a variety of mediums such as meetings, emails, and public announcements.
- Conducting Stakeholder Workshops and Trainings: Conducting stakeholder workshops and training sessions to acclimate users to the system and foster their active engagement in its development and utilization.
- Maintaining Transparent Project Reporting: Providing regular progress reports to the barangay leadership and project sponsors to foster trust and accountability.
- Feedback Mechanisms: Establishing feedback mechanisms such as surveys, comment forms, or suggestion boxes to solicit input from barangay residents and officials.
- Inclusion in Planning and Testing Phases: Engaging stakeholders actively in UAT (User Acceptance Testing) and design review sessions to align the system with their genuine requirements.
- Stakeholder-specific Engagement Plans: Adapting communication and engagement strategies based on the stakeholder's internal or external affiliation, as well as their level of influence and interest in the system.
Stakeholder identification is a critical early step in project management. Individuals or groups with a vested interest in the project's success or outcome are considered stakeholders, as they may influence the project directly or be impacted by its implementation. Recognizing stakeholders at the outset enables the project team to comprehend their needs, manage their expectations, and align the project with its intended beneficiaries.
The stakeholders for the 802 – GO Barangay Management System project were ascertained through a combination of consultations with barangay leadership, internal project deliberations, and community profiling exercises. These stakeholders have been systematically categorized according to their respective roles within the project, their degree of influence, and their relationship to the system - whether they are internal or external entities.
The project's stakeholders encompass a diverse range of individuals and groups, including the technical personnel responsible for constructing and maintaining the system, the barangay officials who will oversee and utilize it daily, and the residents who will benefit from the digital services it provides. Comprehending the roles, expectations, and concerns of each stakeholder group enables the project team to:
- Design user-centric features that cater to genuine needs
- Offer appropriate levels of training and support
- Communicate progress and decisions effectively
- Anticipate and mitigate potential resistance or risks early on
- Cultivate trust and secure buy-in throughout the project's lifecycle
Stakeholders are key individuals or groups whose participation and backing are vital for the effective delivery and long-term viability of the 802 – GO Barangay Management System. Each stakeholder fulfills a unique role throughout the project's lifecycle, ranging from strategic decision-making and resource allocation to direct system usage and feedback provision.
This categorization of primary stakeholders, their roles, involvement levels, and preferred communication methods serves as the foundation for creating targeted engagement plans that foster collaboration, accountability, and system adoption.
| Name/Group | Position | Stakeholder Type | Project Role | Preferred Communication |
|---|---|---|---|---|
| Hazel Ann Mones | Project Manager | Internal | Oversees project development, timelines, and team coordination | Meetings, Email |
| Ulanbai S. Lizardo | Barangay Chairwoman | External | Project Sponsor, provides leadership and guidance | Meetings, Official Letters |
| Samantha Marie Eusebio | SK Chairwoman | External | Co-sponsor, engages youth stakeholders and supports implementation | Meetings, Social Media, Email |
| SISTEM Developers | Development Team | Internal | Technical team responsible for system design, development, and deployment | Daily Stand-ups, Messaging, Email |
| Barangay Officials | Administrative Staff | Internal | Day-to-day users of the system, input and verify data | Training Sessions, Memos, Email |
| Barangay Residents | Community Members | External | End-users of digital services (clearance requests, resident profiling) | Public Notices, Social Media, Community Outreach |
| LGU / City IT Department | Oversight Body | External | Provides regulatory alignment, technical consultation, and system compliance checks | Coordination Meetings, Technical Reports |
Stakeholders differ in their degree of influence over the project and their level of investment in its success. Performing a stakeholder analysis enables the identification of optimal engagement strategies, expectation management, and alignment between the project and stakeholder priorities.
This assessment explores the stakeholders' power, interest, and current level of engagement, and outlines customized strategies for each. Doing so is crucial for managing risks, fostering collaboration, and sustaining progress throughout the project..
This is the Power-Interest Grid for 802 – GO Barangay Management System project. It visually maps each key stakeholder according to their level of power (influence) and interest in the project:
- Top Right (High Power / High Interest): Actively manage – Chairwoman Lizardo and Project Manager Hazel Mones
- Top Left (Low Power / High Interest): Keep informed – Residents
- Bottom Right (High Power / Low Interest): Keep satisfied – LGU/City IT Department
- Center (Medium Power / Medium Interest): Regular engagement – Barangay Officials and Developers
Throughout the 802-Go Barangay Management System project life cycle, the scope of the work will be defined, validated, regulated, and verified according to this Scope Management Plan. The goal of this plan is to ensure the project remains aligned with its defined objectives while avoiding unnecessary work or scope creep.
The team follows a five-step approach to Project Scope Management: Collect Requirements, Define Scope, create a Work Breakdown Structure (WBS), Verify Scope, and Control Scope.
- Collect Requirements – Requirements were collected through stakeholder interviews, community surveys, and consultations with Barangay 802 officials. These were consolidated during the creation of the Stakeholder Management Strategy and Project Charter.
- Define Scope – The scope was refined using the gathered requirements, stakeholder expectations, and approved objectives outlined in the Project Charter. This also included defining use cases, modules, and high-level deliverables.
- Create WBS – The WBS was developed to break down the deliverables into manageable tasks. This structure is used for effective task assignments, scheduling, and monitoring.
- Verify Scope – Deliverables are regularly validated through user acceptance testing, sprint demos, and stakeholder reviews. Verification is done incrementally to ensure real-time alignment with expectations.
- Control Scope – A formal change control process is established. Any proposed modifications must be reviewed by the team and approved by the project sponsor.
- Authority and Responsibility for Scope Management: Hazel Ann Mones (Project Manager) holds the authority for scope definition, updates, and overall management. Final scope acceptance lies with the Barangay 802 Officials, the project sponsor.
- Scope Definition: Scope was defined using inputs from the Project Charter, stakeholder register, ERD, and the initial sprint planning documents. Documents like the Scope Statement, WBS, and approved wireframes contribute to finalizing the defined scope.
- Scope Measurement and Verification: • Success Criteria: Completion of deliverables as defined in the Sprint Backlog and Product Scope. • Project Sponsor Approval: Acceptance by Barangay 802 based on demos and document sign-offs.
- Scope Change Process: Change requests must be submitted to the Project Manager. After internal review, these are escalated to the Project Sponsor for final approval. Changes must also be documented in the scope baseline and WBS.
- Acceptance of Final Project Deliverables: Final acceptance is granted by Barangay 802’s representative upon completion and sign-off of all deliverables as per the Project Scope Statement and User Acceptance Test results.
Responsible for formally accepting scope completion and major deliverables.
| Role | Name | Responsibilities |
|---|---|---|
| Project Manager | Hazel Ann Mones | Oversees team coordination and ensures deliverables are completed as scoped. |
| Scrum Master & Documentation Lead | Joana Grace Garcia | Facilitates sprint planning and monitors progress and process discipline. |
| Developer | Jhon Iberson Mariñas | Ensures architecture and modules meet technical scope and security standards. |
| Developer/UI UX Designer | Allan Miguel Moldez | Develops core backend and frontend modules based on scope. |
| QA Tester/IT Technician | Jose Enrique Nuñez | Implements features and documents system and scope. |
| Project Adviser (Classified as external team member) | Ryan John Perez | Will be in-charge of checking and overseeing of documents of the project, and its system, and feature implementation suggestions. |
| Project Sponsor | Samantha Marie Eusebio | Reviews and approves completed scope deliverables and proposed scope changes. |
The system is defined to address Barangay 802’s core needs: digitization of resident records, simplified document requests, centralized announcement publishing, and analytics dashboards.
802-Go is a web-based management system developed for Barangay 802. It streamlines service delivery through modules that manage resident information, process document requests, publish announcements, and track request analytics.
The Product Acceptance Criteria for the project's successful completion are as follows:
- All project documentation is completed, reviewed, and approved by the project sponsor and subject adviser.
- The development team has implemented all core functionalities as stated in the scope and confirmed their correctness through internal testing.
- The 802-Go system has been successfully deployed on a local or hosted server and is functional.
- The User Acceptance Testing (UAT) has been conducted and received satisfactory feedback from stakeholders.
- Barangay 802 personnel have been oriented and trained to use the system effectively for public service delivery.
The deliverables for the 802-Go project include the following:
- A functional and user-friendly Admin Dashboard
- A Resident Information Management Module
- A Document Request and Approval Module for both residents and staff
- A Barangay News Posting and Announcement Tool
- A Dashboard providing basic Analytics and Reports
The WBS is used to break down the project scope into smaller, manageable deliverables that are tracked throughout the project's life. While, the WBS Dictionary provides a detailed description of each deliverable, including its scope, timeline, cost, and quality requirements. The WBS created for the project is shown on the figure below:
To ensure that all deliverables meet the agreed-upon requirements and standards defined in the project scope, the 802-GO project team will conduct a scope verification process in collaboration with key stakeholders such as barangay officials and community representatives. A detailed checklist based on the system's documented features (e.g., document request automation, centralized resident database, and announcement modules) will be used to validate that each module is functioning as intended. Upon meeting all acceptance criteria, the client will formally sign off on the deliverables, allowing the project to transition into the deployment and training phase.
Scope control for the 802-GO project encompasses continuous monitoring of project boundaries during system development, ensuring that all efforts remain aligned with the original objectives of digital service delivery, transparency, and improved barangay operations. The project team will follow agile methodology principles, and any proposed changes or feature enhancements will undergo formal evaluation and approval from the project manager and barangay leadership. Once deployed, any further changes initiated by Barangay 802 or the LGU will fall outside the student team’s control, with post-deployment management and modifications solely under the jurisdiction of the barangay and its designated IT personnel.
The schedule management plan outlines the approach, tools, processes, and controls the 802-GO Barangay Management System project will be used to develop, monitor, and manage the project timeline. This ensures timely delivery of all project milestones, aligns with stakeholder expectations, and mitigates risks related to delays.
The project schedule will be developed using a milestone-based framework derived from the Project Charter. The summary milestones include:
- PLANNING
- Kick-off Meeting – April 27, 2024
- Final Project Proposal Evaluation – May 2, 2024
- Finalizing Project Management Plan – June 3, 2025
- ANALYSIS AND DESIGN
- Finalization of Initial Prototype – June 14, 2024
- Finalization of Project Diagrams – February 25, 2025
- DEVELOPMENT
- Finalizing Release 1 – February 25, 2025
- Finalizing Release 2 – March 10, 2025
- TESTING
- Verified Use Cases – May 13, 2025
- IMPLEMENTATION
- Go Live – May 15, 2025
- Final Training Session – May 25, 2025
- CLOSEOUT
- Final System Handover to Barangay Officials – June 5, 2025
- Final Presentation, Demo, and Client Feedback Session – June 6, 2025
- Project Close Out – June 19, 2025
The schedule will be developed and tracked using Gantt charts and weekly sprint planning updates under the Scrum methodology. Tools such as Jira or Trello (or designated task management platforms) will be used to assign, monitor, and adjust tasks.
Schedule control will follow these key processes:
- Weekly Progress Reviews: Conducted every Monday by the project manager, with reports submitted to the Barangay Chairwoman and SK Chairwoman.
- Sprint Planning Meetings: Held biweekly to review progress, reallocate resources, and adjust sprint deliverables.
- Status Updates: Shared through emails, team stand-ups, and official meetings with all relevant stakeholders.
- Baseline Monitoring: All progress will be tracked against the approved baseline schedule. Deviations will be flagged early to allow corrective action.
- Project Manager (Hazel Ann Mones): Primary control over schedule adherence, updates, and reporting.
- Scrum Master (Joana Grace Garcia): Facilitates sprint reviews and task-level schedule control.
- Project Sponsor (Barangay SK ChairmanSamantha Marie Eusebio): Reviews and approves major schedule changes.
To manage scope and timeline integrity, the following thresholds are set:
- Minor Schedule Changes: ≤10% deviation (within 1–2 weeks) can be approved by the project manager and Scrum Master.
- Major Schedule Changes: >10% deviation or impact on key milestones requires formal submission of a Schedule Change Request to the Project Sponsor for approval.
- All approved changes will be communicated in writing to all stakeholders (using preferred communication methods: meetings, emails, memos, or social media posts).
Approved scope changes (such as adding new system modules or expanding features) may require the schedule to be re-baselined. When this occurs, the project manager and development team will assess the impact on current timelines, resources, and deliverables.
- A formal impact assessment will be prepared.
- The revised schedule must be approved by the Project Sponsor before implementation.
- Stakeholders will be informed of adjustments through documented change notices.
The Cost Management Plan for the 802-GO Barangay Management System project is a formal guide that outlines the processes, responsibilities, methodologies, and tools that will be used to manage financial resources throughout the project lifecycle. This plan ensures that all costs associated with the planning, development, deployment, and maintenance of the web-based barangay platform are accurately estimated, properly budgeted, carefully monitored, and rigorously controlled. It promotes financial discipline and transparency and supports informed decision-making among stakeholders.
Cost management responsibilities are clearly defined in this document to ensure accountability and consistency in cost oversight. The plan also establishes how cost performance will be measured, when reports will be issued, and what thresholds will trigger corrective actions. It provides guidance for evaluating financial risks, handling budget adjustments, and ensuring the delivery of a cost-effective, high-quality system aligned with the goals of Barangay 802.
The cost management approach for the 802-GO project follows a structured and systematic methodology. This approach supports detailed estimation, robust budget development, active monitoring, and timely control mechanisms to prevent cost overruns. Cost accounts are maintained at the fourth level of the Work Breakdown Structure (WBS), ensuring sufficient detail for effective monitoring without excessive administrative overhead.
By applying standard cost management practices and aligning them with Agile principles used in the software development process, the project ensures that resources are allocated efficiently and financial risks are minimized.
Cost estimating is a critical process that forms the foundation for budget development and financial decision-making. For the 802-GO project, a bottom-up estimation technique was used. This involves identifying individual work packages and estimating the costs associated with labor, materials, tools, licenses, and operational needs for each task.
Estimates were informed by:
- Historical data from similar barangay IT projects
- Industry-standard rates for developers, testers, trainers, and documentation specialists
- Vendor quotes for hosting, SSL, and domain services
- Consultation with project advisors and technical experts
The budget was developed by aggregating the detailed cost estimates derived from each WBS work package. Costs were categorized into direct and indirect, as well as recurring and one-time costs, to provide clarity in financial planning. Contingency reserves were added to account for unknown risks or adjustments. The budget is structured to allow easy tracking of actual versus planned expenditures and ensure stakeholders understand financial allocations.
Budget Structure
- Direct Costs: Labor, development, documentation, training, and testing
- Indirect Costs: Utilities, internet, training materials, administrative overhead
- Recurring Costs: Hosting, domain renewal, SSL certificates, system backup
- Contingency Reserve: Set aside to manage financial risks or scope changes
Cost control ensures that actual expenditures do not exceed planned allocations and that any deviations are identified early for corrective action. The Project Manager will maintain weekly expense records and compare them against the cost baseline. Deviations greater than ±10% from planned costs will trigger a variance review and may lead to a corrective action plan.
Cost control activities include:
- Regular review of expenditure against earned value
- Analysis of trends in cost performance indices
- Updating forecasts based on work completion rates
- Adjusting work plans or re-allocating resources as needed
Changes in scope, schedule, or resourcing often impact project costs. Therefore, the project implements a formal Cost Change Control Process aligned with the overall project change management framework. All changes must be requested using the Change Request Form and go through an evaluation, approval, and implementation workflow.
Change Approval Protocol
- Changes under 10% impact: Approved by the Project Manager
- Changes exceeding 10%: Require approval from both the Barangay Chairwoman and the SK Chairwoman
- All approved changes: Must be reflected in the budget register and reported in the monthly status report
Project cost performance will be measured using Earned Value Management (EVM). This method integrates cost, time, and scope data to assess how efficiently the project is progressing and spending.
Key EVM Metrics:
- Planned Value (PV): Budgeted cost of scheduled work
- Earned Value (EV): Budgeted cost of completed work
- Actual Cost (AC): Actual cost incurred for completed work
- Cost Variance (CV): EV – AC
- Positive = Under budget
- Negative = Over budget
- Schedule Variance (SV): EV – PV
- Positive = Ahead of schedule
- Negative = Behind schedule
- Cost Performance Index (CPI): EV / AC
- CPI < 1 = Over budget
- CPI > 1 = Under budget
- Schedule Performance Index (SPI): EV / PV
- SPI < 1 = Behind schedule
- SPI > 1 = Ahead of schedule
- Estimate at Completion (EAC): BAC / CPI
- Estimate to Complete (ETC): EAC – AC
- Variance at Completion (VAC): BAC – EAC
Cost reporting is standardized and occurs monthly via the Project Status Report, which includes a section titled “Cost Management”. This section presents a summary of current performance, forecasts, and any pending changes.
The report includes:
- Summary of overall budget vs actual
- Line-item cost variance breakdowns
- CPI and SPI graphs for visual tracking
- Comments explaining variance root causes
- Pending or approved cost-related change requests
- Forecast to completion (EAC, ETC)
- Status indicator (Green = On Track, Yellow = Warning, Red = Critical)
- Biweekly internal cost review: Quick status check
- Monthly sponsor reporting: Full financial overview
- As needed: Special reports for cost-related escalations
In the event that actual project costs begin to deviate significantly from the planned budget, the 802-GO project follows a structured cost variance response process to ensure early detection, analysis, and correction. The Project Manager is responsible for monitoring Earned Value Management (EVM) metrics and identifying any discrepancies in performance. Control thresholds are set such that if either the Cost Performance Index (CPI) or Schedule Performance Index (SPI) falls below 0.8 or exceeds 1.2, this constitutes a major deviation that warrants formal intervention.
Upon detection of a variance beyond these thresholds, the Project Manager will conduct a root cause analysis within two business days to determine the source and nature of the variance. Following this, the Project Manager will prepare a list of corrective action options and present them to the Project Sponsor within five business days. These options may include reallocating resources, adjusting timelines, reducing non-critical scope, or tapping into the management reserve. Once the sponsor selects the most appropriate corrective strategy, the Project Manager will then develop a formal Cost Variance Corrective Action Plan within three business days. This document will outline the recommended actions, revised performance targets, and a timeline for resolution. The corrective plan, once approved, becomes an official part of the project documentation and is used to update the cost baseline. Through this proactive approach, the project ensures that budget deviations are addressed swiftly and transparently, minimizing impact on delivery timelines and stakeholder expectations.
The 802-GO project employs a disciplined and transparent cost change control process to manage any adjustments to the approved budget. This process ensures that financial integrity is maintained and that all changes are justified, documented, and formally approved. Any change in project cost—whether due to revised scope, shifting timelines, or unforeseen expenses—must first be submitted through a standardized Change Request form. The request should include a clear explanation of the proposed change, an estimate of its financial impact, and an assessment of any associated risks or dependencies.
Upon submission, the Project Manager and the Finance & Documentation Team review the request to validate its necessity and assess the implications. If the requested change involves a budget adjustment of less than 10% of the total project cost, the Project Manager has the authority to approve and implement the change. However, if the proposed change affects the budget by 10% or more, it must be escalated to and approved by both the Barangay Chairwoman and the SK Chairwoman, who serve as the Project Sponsors. Once a change is approved, it is recorded in the Cost Change Log, and the overall budget baseline is updated to reflect the adjustment. Stakeholders are notified of the change, and the revised figures are incorporated into subsequent project reports and forecasts. This formalized process safeguards the project against untracked or ad-hoc financial decisions, ensuring that all cost changes align with project goals and stakeholder agreements.
The project budget for the 802-GO Barangay Management System represents a comprehensive financial plan that accounts for all anticipated costs associated with the successful execution and delivery of the system. It includes allocations for direct labor, recurring services, infrastructure, training, documentation, and contingency reserves to manage unforeseen events. The budget was developed using detailed bottom-up cost estimates from the Work Breakdown Structure (WBS), ensuring that each deliverable is supported by a corresponding financial allocation. All cost components have been categorized to provide a clear distinction between one-time and ongoing expenditures, as well as direct and indirect costs. This structured approach enables transparent financial tracking, effective cost control, and informed decision-making by stakeholders throughout the project lifecycle.
| Item | Quantity | Unit Cost | Total Cost | Justification and Specifications |
|---|---|---|---|---|
| Hardware | ||||
| OEM Development Computers | 3 | ₱45,000 | ₱135,000 | Mid-range specs (e.g., Ryzen 5, 16GB RAM, SSD). Used during development; turned over to the Barangay afterward. |
| Software and Hosting | ||||
| Office/Productivity Tools | ||||
| Windows 11 Pro OEM Licenses | 3 | ₱7,000 | ₱21,000 | Legitimate Windows for development security and long-term use post-turnover. |
| MS Office 2021 LTSC (Lifetime License) | 3 | ₱12,500 | ₱37,500 | Lifetime license; enables continuity for Barangay use beyond the project. |
| Antivirus (e.g., Bitdefender/Kaspersky) | 3 / 1 year | ₱1,500 | ₱4,500 | 1-year licenses to secure development and transition machines. |
| Project Management Tool (Jira, OpenProject) | 3 | ₱0 | ₱0 | Used for agile boards, sprints, task tracking, work package tracking, time and unit logging, and Gantt charts. |
| b. Hosting & Cloud Services | ||||
| Web Hosting (Hostinger Cloud Startup) | 1 year | ₱5,400 | ₱5,400 | Includes domain and SSL. |
| ‘.gov.ph’ Domain | 1 year | ₱0 | ₱0 | Free for Barangays via DICT approval. Adds credibility. |
| Cloud Backup (Google One – 1TB) | 1 year | ₱1,668 | ₱1,668 | Shared storage across all 3 dev machines. Ensures backups of code and local files. |
| c. Communication & API Services | ||||
| API Services (Google Maps, Firebase, SMS) | 1 year | ₱10,000 | ₱10,000 | Required for maps, authentication, real-time data. |
| Email/Messaging APIs | 1 year | ₱5,000 | ₱5,000 | For system alerts, contact forms, OTPs. |
| d. Software Development Tools | ||||
| GitHub Copilot | 2 users / 1 year | ₱6,000 | ₱12,000 | AI coding assistant for faster development. |
| GitHub Team Plan | 3 users / 1 year | ₱2,784 | ₱8,352 | Team permissions, branch control, private repositories. |
| Visual Studio Code | 3 users | ₱0 | ₱0 | Free IDE for coding. |
| Staff / Labor | ||||
| Project Manager | 130 hrs. | ₱570 | ₱74,100 | Worked during planning, sprint reviews, release evaluations, and closeout (~13 weeks). |
| Scrum Master / Documentation Lead | 245 hrs. | ₱455 | ₱111,475 | Worked mostly during planning and documentation (~25 weeks). |
| Backend Developer | 180 hrs. | ₱400 | ₱72,000 | Worked on the back-end development (~18 weeks). |
| Frontend Developer | 160 hrs. | ₱345 | ₱55,200 | Worked on the front-end development (~16 weeks). |
| QA Tester | 35 hrs. | ₱230 | ₱8,050 | Worked during testing phase (~1 week). |
| UI/UX Designer | 70 hrs. | ₱230 | ₱16,100 | Worked during analysis and design phase (~7 weeks). |
| IT Technician | 15 hrs. | ₱150 | ₱2,250 | Worked on setting up hardware and deploying the system (~3 days). |
| Total: | ₱579,595 | |||
You can view our full work breakdown structure here.
You can view our full work packages here.
Human Resource Management details how individuals will be added to the project team, assigned to tasks, managed and removed when their role is done. It describes each individual’s role, reporting, skills needed and approaches for acquiring and developing the team.
The aim of this plan is to ensure every person with necessary skills holds the right job at the right moment. It allows the Project Manager and team to work together, talk openly and deliver project work successfully.
This section names and explains the tasks of the main participants in the Barangay Management System Project, along with what authority they have and what abilities are needed. All members of the team are essential to developing, launching and promoting the system. Having clear roles in project planning, backend and quality assurance, as well as end-user engagement, helps make everyone accountable, collaborative and improve the project’s achievement.
| Role | Name | Responsibilities |
|---|---|---|
| Project Manager | Hazel Ann Mones | Oversees team coordination and ensures deliverables are completed as scoped. |
| Scrum Master & Documentation Lead | Joana Grace Garcia | Facilitates sprint planning and monitors progress and process discipline. |
| Developer | Jhon Iberson Mariñas | Ensures architecture and modules meet technical scope and security standards. |
| Developer/UI UX Designer | Allan Miguel Moldez | Develops core backend and frontend modules based on scope. |
| QA Tester/ IT Technician | Jose Enrique Nuñez | Implements features and documents system and scope. |
| Project Adviser (Classified as external team member) | Ryan John Perez | Will be in-charge of checking and overseeing of documents of the project, and its system, and feature implementation suggestions. |
| Project Sponsor | Samantha Marie Eusebio | Reviews and approves completed scope deliverables and proposed scope changes. |
This section presents the Barangay Management System project team structure and clearly marks which individuals and groups in the project are responsible for on what tasks. It illustrates the different roles each person takes, so no one questions who they work with or who they are accountable to. Because this chart keeps everything clear and orderly, it makes things transparent, helps workers coordinate and aids better decision-making, so the project is done well.
The Staffing Management Plan ensures that qualified human resources are identified, trained, and assigned to the Barangay Management System Project. This includes strategies for hiring, training, performance evaluation, and recognition.
- Acquisition: Project team members are selected based on their expertise in system development, testing, and community engagement. Selection is done through the company’s internal staffing process and external recruitment, if needed.
- Training: Barangay staff will undergo basic systems training before UAT. Developers may attend Laravel workshops if skill gaps are identified.
- Performance Reviews: Bi-weekly progress meetings with evaluations on task completion, collaboration, and adherence to timelines.
- Recognition & Rewards: Top performers will be rewarded through bonuses, public recognition, and project leadership roles.
| Role | Project Responsibility | Skills Required | No. of Staff | Performance Reviews | Recognition & Rewards |
|---|---|---|---|---|---|
| Project Manager | Overall project planning, execution, and stakeholder coordination | Leadership, scheduling, communication | 1 | Bi-weekly performance tracking, milestone reviews | Bonuses, public acknowledgment |
| Scrum Master & Documentation Lead | Facilitate Agile ceremonies, remove blockers, ensure team adherence to Scrum | Agile methodologies, conflict resolution, facilitation | 1 | Sprint retrospective feedback, team velocity tracking | Recognition for process improvements, team appreciation awards |
| Backend Developer | Backend logic, database design, integration | Laravel, MySQL, Git, PHP | 1 | Sprint reviews, code quality checks | Performance bonus, technical spotlight in team meetings |
| Frontend Developer | User interface design and integration with backend | JavaScript, Vue.js, HTML/CSS | 1 | UI/UX review, integration testing | Bonus for UX improvements, innovation recognition |
| QA Tester | Test planning and defect logging | Manual and automated testing, documentation | 1 | Test coverage reports, bug resolution tracking | QA excellence award, testing contribution bonus |
| UI/UX Designer | Wireframing, prototyping, user research, and UI enhancements | Figma/Sketch, usability testing, interaction design | 1 | Design iteration reviews, user feedback analysis | Creative excellence award, bonus for high-impact designs |
| IT Technician | System setup, troubleshooting, maintenance, and user support | Hardware/software troubleshooting, networking basics | 1 | System uptime reports, user support satisfaction | Tech efficiency bonus, recognition for quick issue resolution |
| Barangay Staff (Users) | Testing and feedback, system use | Basic ICT skills | 1-2 | Training feedback, UAT results | Certificate of participation, barangay commendation |
The 802-GO Barangay Management System aims to modernize administrative processes in Barangay 802, Santa Ana, Manila, by transitioning from manual record-keeping to a digital platform. This Quality Management Plan (QMP) ensures that the system meets stakeholder expectations in functionality, usability, security, and compliance. By integrating structured quality planning, assurance, and control processes, the project will deliver a reliable, efficient, and user-friendly solution that enhances service delivery and community engagement.
The project adopts an Agile-inspired quality management approach, combining iterative development with stakeholder collaboration to ensure continuous improvement. Key components include:
- Quality Planning: Define measurable success criteria (e.g., system uptime, response time) and align them with stakeholder needs.
- Stakeholder Involvement: Engage barangay officials, residents, and developers in feedback loops to refine requirements.
- Iterative Development: Conduct sprint-based testing (e.g., unit tests, UAT) to address issues early.
- Quality Assurance (QA): Implement code reviews, automated testing, and compliance checks.
- Quality Control (QC): Monitor performance metrics (e.g., error rates) and validate against predefined standards.
- Documentation: Maintain records of test results, audits, and change logs for transparency.
Quality standards are derived from technical specifications, user stories, and regulatory guidelines:
| Category | Requirements |
|---|---|
| Functionality |
|
| Performance |
|
| Security |
|
| Usability |
|
| Compatability |
|
QA activities ensure adherence to standards throughout development:
- Process Documentation: Define test cases for each user story (e.g., "Resident submits a document request").
- Audits: Weekly code reviews and security scans (e.g., Laravel security patches).
- Testing:
- Unit Testing: Validate backend logic (e.g., document request processing).
- Integration Testing: Ensure modules (e.g., login + database) work cohesively.
- UAT: Involve barangay staff and residents to validate real-world usability.
- Tools: GitHub Actions (CI/CD), PHPUnit, OWASP ZAP (security).
QC focuses on real-time monitoring and corrective actions:
- Definition of Done (DoD): Each user story must pass all test cases before deployment.
- Sprint Retrospectives: Identify bottlenecks (e.g., backend delays) and adjust workflows.
- Error Tracking: Log and prioritize bugs using GitHub Issues.
- Performance Metrics: Track uptime (target: 99.9%) and user satisfaction (target: ≥4/5 rating).
A sample log for tracking quality metrics:
| Metric | Measurement | Target | Status | Action Taken |
|---|---|---|---|---|
| Functionality Test Pass Rate | 98% | ≥95% | Met | None |
| Response Time | 2.5s | ≤3s | Met | Optimized database queries |
| Security Vulnerabilities | 0 | 0 | Met | Regular OWASP scans |
| User Satisfaction | 4.6/5 | ≥4/5 | Met | Added FAQ section |
Usage:
- Reviewed in biweekly sprint meetings.
- Deviations trigger immediate corrective actions (e.g., performance tuning).
Risk management is essential to ensure the success and stability of the 802-Go Barangay Management System project. Given the complexity of software development, infrastructure limitations, and stakeholder coordination, the project is vulnerable to risks such as technical failure, delays, and scope creep. This Risk Management Plan defines how risks will be identified, analyzed, monitored, and addressed throughout the project lifecycle. Effective risk management enables the project team to minimize negative impacts and ensure timely delivery aligned with the budget and goals outlined in the approved Charter and Cost Management Plan.
The top risks identified for the 802-Go project are:
- Development Delays – Tight academic schedules and interdependent sprint deliverables may cause feature slippage or missed deadlines.
- Low Digital Literacy Among End Users – Some barangay officials and residents may have limited experience with web applications.
- Limited Funding for Post-Deployment Maintenance – Lack of budget planning could lead to system degradation after handover.
- Hosting or Deployment Failures – Technical issues during deployment may disrupt availability or access.
- Data Privacy and Security Risks – Handling of sensitive personal documents (e.g., IDs, certificates) increases the risk of data breaches or non-compliance with data protection standards.
- High User Demand for Document Requests – A surge in request submissions may cause server load or processing delays.
- Incomplete or Inaccurate Document Processing – Errors in form submissions or system logic may delay or reject legitimate requests.
Risk Management Approach The 802-Go team follows a structured approach to risk management:
- Identification of potential risks using historical data, expert advice, and stakeholder input.
- Evaluation of each risk based on its likelihood and impact.
- Planning of appropriate mitigation or contingency strategies.
- Monitoring and reassessment throughout the project to address new risks or changes.
The project team used the following methods to identify risks:
- Brainstorming sessions during sprint planning and charter development
- Consultations with project mentors and technical advisers
- Analysis of the WBS, schedule, and cost plans for conflict or dependency issues
- Review of academic deliverables and grading timelines
Risks were qualified based on two primary dimensions: Probability and Impact, each rated on a scale of Low, Medium, or High. Risks with higher scores were prioritized for mitigation planning. The table below summarizes the top project risks:
| Risk | Likelihood | Impact | Priority |
|---|---|---|---|
| Development delays | Low | High | High |
| Low digital literacy | Medium | High | Medium |
| Lack of post-deployment funds | Medium | High | High |
| Hosting/server failure | Medium | Medium | High |
| Data security breach | Medium | High | High |
| Surge in document requests | High | Medium | High |
| Document processing errors | Medium | Medium | Medium |
Risks are monitored on a weekly basis through sprint reviews, retrospective discussions, and document audits. Each high-priority risk has an assigned owner responsible for tracking:
- Trigger conditions (e.g., missed milestone, low test score)
- Mitigation implementation progress
- Status updates and escalation if unresolved
To manage the top risks, the following strategies are in place:
| Risk | Mitigation Strategy |
|---|---|
| Development delays | Apply buffered scheduling, agile sprint reviews, early prototyping, and burndown tracking. |
| Low digital literacy | Provide user-friendly interfaces, training sessions, demo videos, and printable guides. |
| Lack of post-deployment funds | Present sustainability plans to barangay councils; suggest student volunteer maintenance or open-source community support. |
| Hosting/server failure | Use reliable cloud-based hosting (e.g., Firebase, AWS); perform deployment testing across environments; establish rollback procedures. |
| Data security breach | Enforce HTTPS, implement user authentication, encrypt stored documents, and comply with the Data Privacy Act of 2012. |
| Surge in document requests | Implement request queueing, rate limiting, and notification systems to manage expectations. |
| Document processing errors | Validate input forms rigorously, test business logic, and provide real-time error feedback to users. |
Each risk includes:
- A unique ID
- Category (e.g., Schedule, Budget, Technical)
- Assigned Owner
- Rated Probability and Impact
- Current Status (In progress, Monitoring, Resolved)
| Risk ID | Description | Category | Owner | Probability | Impact | Status |
|---|---|---|---|---|---|---|
| R001 | Timeline delays across sprints | Schedule | Project Manager | Low | High | In progress |
| R002 | Low digital literacy among users | Training | Scrum Master | Medium | High | In progress |
| R003 | Budget gap for long-term maintenance | Budget | Documentation Lead | Medium | High | In progress |
| R004 | Hosting/server deployment failure | Technical | IT Technician | Medium | Medium | In progress |
| R005 | Potential data privacy breaches | Security | IT Technician | Medium | High | Monitoring |
| R006 | Surge in document request load | Performance | Back-end Developer | High | Medium | Monitoring |
| R007 | Errors in document request processing | Functional | QA Tester | Medium | Medium | Monitoring |
The purpose of the Communications Management Plan is to define the communication requirements for the 802-GO Barangay Management System project and establish how information will be distributed to stakeholders. This plan outlines:
- The type, format, and detail of information to be communicated
- Methods of communication (e.g., meetings, emails, phone calls, online platforms)
- Frequency of communication and reporting schedules
- Roles and responsibilities for project communication
- Requirements of each stakeholder group
- Communication resources and tools
- Confidentiality protocols and authorization needs
- Management of changes in the communication process
- Standard templates or formats
- Communication flow throughout the project
- Constraints that affect communication
- Escalation procedures for communication breakdowns
Effective communication is central to the success of the 802-GO project. The Project Manager, Hazel Ann Mones, dedicates a significant portion of her responsibilities to facilitating communication between the development team, barangay officials, and residents.
This communications approach will:
- Establish routine team meetings to ensure alignment and track progress
- Utilize centralized communication platforms such as email, Google Workspace, and messaging apps
- Distribute weekly status reports and monthly progress summaries
- Provide all documentation through a shared drive accessible to key stakeholders
- Encourage feedback loops through forms, Q&A sessions, and stakeholder briefings
The 802-GO project operates within several constraints that shape its communications management strategy:
- Budgetary limits restrict the use of paid communication platforms or commercial training tools
- Time constraints due to the academic schedule of student developers
- Digital literacy varies among barangay stakeholders, requiring clear, simple language and accessible formats
- Infrastructure limits such as inconsistent internet access at the barangay office
- Compliance requirements including adherence to the Philippines' Data Privacy Act for confidential information
This section outlines the communication needs, frequency, and methods for each stakeholder group to ensure alignment and transparency.
| Stakeholder | Communication Needs | Frequency | Method/Tool |
|---|---|---|---|
| Barangay Officials |
|
Weekly | Microsoft Teams, Email, In-person |
| Residents |
|
Bi-weekly | Facebook, Barangay Bulletin Boards |
| Project Team (Developers) |
|
Daily (Stand-ups) | Jira, Microsoft Teams |
| Project Sponsor (SK Chair) |
|
Monthly | Email, Formal Meetings |
| LGU/City IT |
|
Quarterly | Email, Official Memos |
Defines responsibilities for project communication and execution.
| Role | Name | Responsibilities |
|---|---|---|
| Project Manager | Hazel Ann Mones | Oversees team coordination and ensures deliverables are completed as scoped. |
| Scrum Master & Documentation Lead | Joana Grace Garcia | Facilitates sprint planning and monitors progress and process discipline. |
| Developer | Jhon Iberson Mariñas | Ensures architecture and modules meet technical scope and security standards. |
| Developer/UI UX Designer | Allan Miguel Moldez | Develops core backend and frontend modules based on scope. |
| QA Tester/IT Technician | Jose Enrique Nuñez | Implements features and documents system and scope. |
| Project Adviser (Classified as external team member) | Ryan John Perez | Will be in-charge of checking and overseeing of documents of the project, and its system, and feature implementation suggestions. |
| Project Sponsor | Samantha Marie Eusebio | Reviews and approves completed scope deliverables and proposed scope changes. |
The following table presents contact information for all persons identified in this communications management plan. The email addresses and phone numbers in this table will be used to communicate with these people.
| Role | Name | Organization/Department | Phone | |
|---|---|---|---|---|
| Project Manager | Hazel Ann Mones | SISTEM | [email protected] | +639666542858 |
| Scrum Master & Documentation Lead | Joana Grace Garcia | SISTEM | [email protected] | +639454824721 |
| Developer | Jhon Iberson Mariñas | SISTEM | [email protected] | +6309763621636 |
| Developer/UI UX Designer | Allan Miguel Moldez | SISTEM | [email protected] | +639153077995 |
| QA Tester/IT Technician | Jose Enrique Nuñez | SISTEM | [email protected] | +639393943834 |
| Project Adviser | Ryan John Perez | APC Faculty | [email protected] | +639--------- |
| Project Sponsor | Samantha Marie Eusebio | Barangay 802 SK | [email protected] | +639951570806 |
The Barangay Management System applies a well-structured way of communication, mixing various tools and technologies, to support good collaboration among all those involved. Real-time messaging, sharing files, holding formal meetings and tracking tasks with appropriate tools are the usual ways people communicate.
Real-time collaboration and transparency is achieved by using Microsoft Teams as the central place for communication, discussions and announcements. Thanks to safely storing and sharing documents on OneDrive, updated documents are easy for everyone to access across the team. To manage projects, teams use Jira, OpenProject and Trello which help track work, distribute assignments and handle work processes. They help the team stay focused on what needs to be achieved, by when and how.
By making use of these technologies and methods, the project can offer clear, responsible and timely communication which is important for making the Barangay Management System a success.
The communication methods and technologies include:
- Microsoft Teams – Used for real-time messaging, scheduling meetings, and conducting virtual calls among project members and stakeholders.
- OneDrive – Utilized for document management and file sharing to ensure version control and centralized storage of project files.
- Jira – Helps track issues, manage sprints, and monitor project progress through boards and reports.
- OpenProject – Supports project planning, timeline tracking, and task management, especially for larger milestones and resource planning.
- Trello – Initially considered for simple task tracking and visual progress monitoring through boards and cards.
- Email – Used for formal communication, sending announcements, progress summaries, and sharing documents when necessary.
- Online Meetings – Conducted regularly through Microsoft Teams for discussing project updates, planning, and issue resolution.
- Project Artifacts – Shared via OneDrive and documented in Word or PDF formats to ensure that all team members have access to updated project plans, reports, and deliverables.
| Channel | From | To | Type | Frequency | Format Used | Delivery Media |
|---|---|---|---|---|---|---|
| Project Planning | Project Manager | Stakeholders | Meeting | Once before project initiation | Formal | Microsoft Teams |
| Release Planning | Project Manager, Project Team | Stakeholders | Meeting | Once before start, updated as needed | Formal | Microsoft Teams, Email |
| Sprint Planning | Project Manager | Project Team | Meeting | Weekly | Informal | Microsoft Teams |
| Progress Update | Project Manager | Stakeholders | Artifact | Bi-weekly or as needed | Written Document | OneDrive, Email |
| Task Status Reports | Project Members | Project Manager | Artifact | Weekly | Written Document | OneDrive, Jira, OpenProject |
| Issue Escalation | Project Members | Project Manager | Message | As needed | Brief Message | Microsoft Teams |
| Documentation Sharing | Project Team | All Team Members | Artifact | Ongoing | Shared Files | OneDrive, Microsoft Teams |
| Project Dashboard Update | Project Manager | Stakeholders, Team Members | Visual/Artifact | Weekly or as needed | Project Dashboard | MJira, OpenProject |
| Final Presentation Prep | Team Leads | All Team Members | Meeting | Before final submission | Formal | Microsoft Teams, OneDrive |
Meetings are a critical component of communication for the 802-Go Barangay Management System project. To ensure effectiveness, all meetings are guided by structured protocols that promote clarity, accountability, and productivity.
- Purpose and Planning: Every meeting must have a clearly defined purpose. Agendas are to be prepared in advance and shared with participants at least one day prior.
- Attendee Roles: Only relevant team members and stakeholders should be invited to meetings. Roles must be assigned before the meeting.
- Platform: Meetings are held via accessible platforms such as Google Meet, with backups like Messenger for informal coordination.
- Evaluation: Regular evaluations are conducted through anonymous forms or verbal check-ins to ensure meetings remain productive and valuable.
To maintain professionalism and coherence in all project-related communications, the following standards are enforced:
- Naming Protocol: Use consistent file and document naming conventions to streamline version control and organization.
- Collaboration Tools: Google Workspace (Drive, Docs, Sheets), GitHub, and Messenger are the official platforms for collaboration and communication.
- Meeting Tools: Google Meet and Messenger are used for all project video and chat meetings depending on urgency and formality.
- Responsiveness: Team members are expected to respond to direct communication within 24 hours.
- Documentation: All formal communications (meeting minutes, reports, updates) must be archived in Google Drive and documented in the team's communication log.
As issues or complications arise with regards to project communications, it may become necessary to escalate the issue if a resolution cannot be achieved within the project team. Project stakeholders may have many different conflicting interests in a given project. While escalations are a normal part of project management, there must be a documented process that defines how those escalations will take place.
- Identification
- Team members are responsible for promptly identifying and documenting communication issues or misunderstandings that affect project progress.
- Initial Resolution Attempt
- The issue is first discussed within the project team (e.g., during daily stand-ups or internal chat) to seek a resolution within 24 hours.
- Escalation to Scrum Master or Project Manager
- If the issue remains unresolved, it should be escalated to the Scrum Master or Project Manager, who will assess the situation and coordinate an appropriate response within 48 hours.
- Engagement of Stakeholder Liaison
- For issues involving external stakeholders (e.g., barangay officials or residents), the Stakeholder Liaison will facilitate communication to address misunderstandings or clarify requirements.
- Formal Escalation to Project Sponsor
- If the issue cannot be resolved at the project team level, the Project Manager will escalate the matter to the Project Sponsor, along with a summary of attempted resolutions and proposed alternatives.
- Documentation and Follow-Up
- All escalated communication issues, decisions made, and resolutions must be documented in the project communication log. A post-resolution follow-up is conducted to confirm that all parties are aligned and any preventive steps are implemented.
| Term | Definition |
|---|---|
| Artifact | Any project document or deliverable that communicates project status, plans, or outcomes (e.g., reports, dashboards). |
| Beta Testing | Pilot phase where select residents test the system pre-launch. |
| CCB | Change Control Board; approves/rejects project changes. |
| Data Privacy Act | Philippine law governing confidential resident data handling. |
| Escalation | The formal process of involving higher authority levels to resolve issues that cannot be settled at the current team level. |
| Stakeholder | Any individual or group affected by or interested in the project (e.g., residents, barangay officials, project sponsor). |
| Stand-up Meeting | A short, daily meeting where team members share progress updates and blockers. |
| Sprint | A time-boxed development period in Agile methodology where specific tasks and goals are completed. |
| Project Sponsor | The individual who provides resources and support for the project and is accountable for enabling success. |
| UAT | User Acceptance Testing; residents validate system functionality. |
The Change Management Plan for the 802-Go Barangay Management System ensures systematic handling of changes to align with project goals, scope, and stakeholder expectations. This plan defines the approach, roles, and process for submitting, evaluating, and implementing changes, minimizing disruptions to the barangay’s transition from manual to digital operations. All stakeholders (barangay officials, residents, and the development team) must adhere to this plan.
The approach focuses on:
- Scope Alignment: Only changes benefiting the project’s core objectives (e.g., efficiency, transparency) will be approved.
- Structured Implementation: Changes will follow a phased rollout (e.g., pilot testing for high-impact updates).
- Stakeholder Communication: Approved changes will be disseminated via barangay bulletins, SMS blasts, and system notifications.
- Prevent scope creep (e.g., rejecting non-essential feature requests).
- Prioritize changes addressing critical pain points (e.g., document request delays).
- Ensure digital literacy support for affected users (staff/residents).
| Change Control Board Role | Role | Name | Contact | Responsibilities |
|---|---|---|---|---|
| CCB Chair | Project Sponsor | Ms. Samantha Eusebio (SK Chairman) |
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| CCB Member | Project Manager | Hazel Ann Mones |
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- CCB Chair:
- Approve all changes to budget/funding allocations.
- Approve all changes to schedule baseline
- Approve any changes in project scope.
- CCB Member:
- Receive and log all change requests from project stakeholders.
- Conduct preliminary risk, cost, schedule, scope analysis of change prior to CCB.
- Seek clarification from change requestors on any open issues or concerns.
- Make documentation revisions/edits as necessary for all approved changes.
- Participate on CCB
- Submission: Stakeholders submit requests via Google Form or paper form at the barangay hall.
- Logging: Project Manager logs requests in the Change Register (shared Google Sheet).
- Impact Analysis:
- Assess effects on:
- Budget (refer to Cost-Benefit Analysis).
- Timeline (e.g., delay risks).
- User Experience (e.g., complexity for elderly residents).
- Assess effects on:
- CCB Review: Biweekly meetings to approve/reject (quorum: 3/4 members).
- Implementation:
- Low-risk: Deployed in next sprint.
- High-risk (e.g., database migration): Pilot-tested with select users.
- Verification: QA team tests changes; stakeholders sign off.
- Closure: Updated in project docs; announced via SMS/email.
| Status | Description |
|---|---|
| Submitted | Request received but not yet reviewed. |
| In Review | Under impact analysis by Project Manager. |
| Approved | CCB-approved; added to backlog. |
| Rejected | Denied with rationale (e.g., "Out of scope"). |
| Implemented | Deployed in system. |
| Closed | Confirmed via UAT; documentation updated. |
The 802-GO Barangay Management System was developed to digitize key administrative services in Barangay 802, Santa Ana, Manila, which previously relied on outdated manual processes. The system, now fully developed and deployed, is entering its transition-out phase. This phase ensures that the deployed solution, training, documentation, and operational responsibilities are effectively transferred to the barangay.
The transition involves handing over all technical assets, access credentials, and training materials to designated barangay staff. It also includes final validation, feedback sessions, and formal acceptance by stakeholders. The current provider (SISTEM) will conclude support upon handover, marking the official completion of the project.
The transition team includes both the original development group and key barangay personnel. The organization structure is as follows:
- Transition Project Manager: Hazel Ann Mones
- Transition Coordinator: Joana Grace Garcia
- Technical Lead: Jhon Iberson Mariñas
- Documentation Lead: Allan Miguel Moldez
- Client Representative: Samantha Marie Eusebio, SK Chairwoman
- Training Facilitator: Jose Enrique Nuñez
- System Administrator (Incoming): Appointed Barangay IT Staff
No external staff are being retained post-transition. The Barangay’s in-house personnel will assume full operational responsibility for the 802-GO system. All development and support roles held by the SISTEM team will be retired upon transition completion. The following transition activities support this change:
- Formal system handover protocol
- Account role reassignment from developer to barangay admin
- Barangay-led management post-June 2025
During the transition period, the system remains operational and publicly accessible. SISTEM will continue addressing minor bugs, collecting user feedback, and offering technical assistance as needed until the official turnover date.
Key ongoing tasks:
- User support and ticket response
- Final system patching
- Documentation and admin walkthroughs
- Scheduled training sessions
All deliverables created during the 802-GO project are the intellectual property of Barangay 802 and will be transitioned as part of the closure phase.
Assets being transferred include:
- Full source code and backend files
- System architecture diagrams and ERD
- User manuals, training materials, admin guides
- Design prototypes and UI/UX documentation
- Hosting credentials and domain access
The following system access credentials will be transitioned:
| Account Type | Username | New Owner | Status |
|---|---|---|---|
| System Admin Portal | admin802 | Barangay IT Staff | TRANSFERRED |
| Hosting Server (cPanel) | sistem_web802 | Barangay Chairperson, SK Chairperson | TRANSFERRED |
| Domain Registrar Account | sistem_go802 | Barangay IT Staff | TRANSFERRED |
All passwords will be reset during final handover. Developer access will be revoked upon completion.
A multi-session training program was conducted for barangay staff, covering:
- Admin dashboard usage
- User management and permissions
- News and document request processing
- Troubleshooting and support procedures
- System analytics and reporting features
- 4 training sessions (admin + resident)
- Printed manuals and user guides
- Hands-on Q&A and feedback integration
- Submission of a training completion report
Below is the transition-out schedule:
| Project Milestone | Target Date |
|---|---|
PLANNING
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ANALYSIS AND DESIGN
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DEVELOPMENT
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TESTING
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IMPLEMENTATION
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CLOSEOUT
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A complete GANTT chart is included in the full PM plan and WBS.
The final handover will occur on June 6, 2025. During this phase, full system administrator access will be officially transferred to the client. A signed acceptance checklist, along with an attached documentation list, will be provided. The Barangay Chairperson will issue a certificate of completion, and an acknowledgment letter will be secured from the Sangguniang Kabataan. The system will be considered fully accepted once it is live and fully operational, all training sessions are completed and properly documented, all deliverables have been submitted and validated, and there are no open critical bugs or unresolved issues.