G05 Sentinels Renato Connect Admission Management System (RCAMS) - apcjlquesada/APC_2024_2025_3rd_Term_PROJMAN GitHub Wiki
NAME |
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Jose Eugenio L. Quesada |
NAME |
|
Jose Eugenio L. Quesada |
NAME |
ROLE |
|
Anamika Nepomuceno |
Project Manager |
|
Althea Noelle Sarmiento |
Documentation Manager |
|
James Albert David |
Quality Assurance Lead |
|
John Emmanuel Piala |
Implementation Support Specialist |
|
Reejay Salinas |
Lead Developer |
|
Ichiro Emmanuel Pongos |
System Integration Specialist |
Company Name: |
Senator Renato "Compañero" Cayetano Memorial Science and Technology High School |
| Company Logo |
|
Address: |
31st cor. 51st Sts. Pamayanang Diego Silang, Ususan, Taguig City, Philippines |
Contact Number: |
(02)8525-6584 |
Line of Business: |
School |
Type of Customers: |
Students |
Stakeholders: |
Dr. Arturo A. Tolentino |
Number of Employees: |
117 |
Senator Renato "Compañero" Cayetano Memorial Science and Technology High School (SRCCSMSTHS) currently experiences significant challenges regarding its admission processes. One of the problems they are facing is the use of a manual process such as using physical forms and spreadsheets to handle the admissions and inquiries which are deemed as time consuming and at risk of human errors [1]. These issues affect both the productivity of staff and the experience of the students.
To address these problems, this project proposes the development and deployment of a centralized, web-based admission management system that allows the applicants to submit applications and inquiries online while enabling the admission staffs to manage and evaluate more efficiently. Once implemented, RConnect is expected to overall enhance the efficiency of the admission process, reduce administrative workload and improve the applicant’s satisfaction.
SRCCSMSTHS is currently facing challenges managing its admission process. One of the challenges they are encountering is how the institution currently has a manual admission process that heavily relies on physical forms and spreadsheets. This results in human errors, inefficient operations and delays in managing applications. These experiences negatively impact the workflow of the admission staff and experience of the prospective students.
Another problem they are facing is the real-time updates regarding the students’ admission. Currently, the only way for the students to be notified is by physically visit the school to receive an update regarding their admission status which is an inconvenience.
Lastly, admission reports are done within the institution by manual compilation and tracking on spreadsheets. This approach is time consuming and is prone to error which hinders the school’s ability to generate timely reports.
If the proposed project is implemented, the institution will benefit from the automated admissions management system. The school may expect a streamlined process for more accurate and efficient application handling; admission officers will have easier access to the applicant's data and admission trends to enable data-driven decision making.
It is recommended that SRCCSMSTHS proceed with the development and deployment of the admission management system. RConnect will efficiently improve the online admission system for applications and inquiries. Furthermore, this project will follow the Agile methodology to allow flexible and timely feedback throughout the development process. Moving forward with the use of the system, the school may address the operational inefficiencies and improve applicant engagement.
A custom-built web application is the most viable solution given the nature of the problems and the scale of operations at Bakers’ Fair. Compared to maintaining the current process or migrating to a new ERP system, a tailored solution offers greater flexibility, operational control, and compatibility with existing workflows. The cost-benefit analysis shows that this option leads to significant long-term savings, primarily by reducing the frequency of order failures, stock discrepancies, and the time spent on manual processing.
Alternative approaches, such as hosting the solution on cloud platforms or switching to ERP systems with built-in ordering capabilities, introduce risks related to higher operating expenses, potential vendor lock-in, and major workflow disruptions. On the other hand a custom solution can be developed using existing infrastructure and open-source technologies, keeping costs manageable while still being able to deliver a system aligned with the company’s strategic goal of expanding operations in CALABARZON and Northern Luzon.
| Designation | Name |
|---|---|
| Key Stakeholder/Project Sponsor | Dr. Arturo A. Tolentino Principal, Sen. Renato "Compañero" Cayetano Memorial Science and Technology High School |
| Project Adviser | Jose Eugenio L. Quesada |
| Project Manager | Anamika Nepomuceno |
| Team Members | James Albert David, John Emmanuel Piala, Ichiro Emmanuel Pongos, Reejay Salinas, Althea Noelle Sarmiento |
Senator Renato "Compañero" Cayetano Memorial Science and Technology High School (SRCCSMSTHS) faces multiple challenges in their admissions operation. The first problem that the admission staff are facing is the time-consuming process of handling student data, often relying on manual encoding, physical forms and spreadsheets. This method may lead to a higher risk of data loss and are more prone to human errors or data loss [2] that could hinder the efficiency in tracking applications.
Communication with the applicants is also delayed since there is no system for sending out updates or notifications to the students, resulting in longer response times [3].
Lastly, the school currently has no system to provide insights on the admission trends since they rely on manual processes. The absence of this system hinders data-driven decision making that could be of help for their strategic improvements in their admission operations [4].
Without addressing these issues, SRCCSMSTHS may continue to face inefficiencies, reduced applicant satisfaction and missed opportunities to enhance the institution's operational performance and strategic planning.
The proposed project for RConnect will have a significant improvement to the organizational processes. It will introduce a streamlined and digital approach to managing the school’s admission process with the integration of its core modules. A centralized online admission and inquiry management platform will be implemented to improve accuracy and efficiency in handling the application and inquiry records, minimizing the workload for timely communication with applicants.
The project will provide an integrated platform for prospective and current applicants through the landing page and online portals for easy access to school information, news updates and application forms. Through this, the interface will not only improve the overall user experience but also contribute to the professional image of the institution. Admission staff may also efficiently evaluate applications and inquiries while automatically sending email notifications through the system.
RConnect will be implemented as a customized software solution for the school’s admission processes. With the involvement of the configuration of the system to meet the operational needs of the institution. Close collaboration with the team is essential for smooth deployment and integration. Future data such as applicant profiles, application forms, inquiry records and admission statuses will be stored in the new system with validations for accuracy and consistency, having its formats follow the guidelines while still being compatible with the system’s functionalities.
Potential implementation challenges will be managed by the team while ensuring seamless data processing and system performance. As a result, the school will be able to benefit from the improved administrative workflows for more effective decision-making capabilities through accessible and organized admission data.
The Online Admission System for SRCCMSTHS is a web-based application designed to digitalize the school’s student admission process. It provides an accessible and efficient platform for incoming students and their parents to learn about the school, view admission requirements, and submit application forms and documentations online.
This project addresses existing issues caused by the school’s manual and paper-based admission process, including document loss, delayed communication and limited accessibility for applicants that cannot visit the school campus personally. The new system will also integrate an L-powered chatbot to assist users with common questions and reduce staff overload.
This project aims to streamline the high school admission process by creating an accessible online platform. Specific objectives include:
- Allowing online form submission
- Enabling real-time status updates
- Reducing manual paperwork by approximately 83% based on estimated time saved during admission/application
To gauge the success of this project, the following performance goals will be used:
- 90% reduction in manual processing of student applications
- 80% of applicants should complete the process online without needing in-person assistance.
- 70% of FAQ inquiries should be successfully answered by the chatbot.
- Full system deployment and operational readiness by S.Y. 2026-2027
- Achieve 95% system uptime during peak admission periods.
- User satisfaction survey rating ≥ 4.5/5 post-application.
The following are the preliminary assumptions for the project:
The following are the preliminary list of assumptions:
1. Stakeholders will be available to provide feedback throughout the development and testing phases
2. The school will approve and allocate necessary resources for the project
3. Users will be trained to adapt in using the system
4. The internet connectivity is sufficient to support the deployment and usage of the system
The following are the preliminary constraints for the project:
The project’s constraints are as follows:
1. Timeframe - The project must be completed within the duration of the PBL course.
2. Manpower - The team only consists of 6 members. No additional team members are allowed to join unless with the approval of the subject adviser
3. Technical Infrastructure - The existing hardware and network infrastructure of the school may need to be upgraded to support the new system. The strength of internet connectivity may also pose limitations on certain departments.
4. User Training - Admission and IT personnel must be trained to use the system effectively. Resistance to change may pose a delay with the implementation and might require additional support.
5. Communication - The team must communicate efficiently and effectively to ensure successful development and deployment.
6. Compliance - The system must comply with the school and other policies that are mandated by DEPED.
| Milestone | Description | Target Date |
|---|---|---|
| Project Initiation | Complete project planning, requirements gathering, and stakeholder approval | 06/01/2025 |
| Complete Project Initiation | Finalizes planning, gathers requirements, and secures stakeholder approval | 06/15/2025 |
| System Design | Finalize system architecture, database design, and UI/UX wireframes | 06/29/2025 |
| Development Phase 1 | Complete core modules: Landing Page and Online Application Portal | 07/20/2025 |
| Development Phase 2 | Complete Admission Management and Inquiry Management modules | 08/10/2025 |
| Development Phase 3 | Complete Analytics Reporting Module and system integration | 09/07/2025 |
| Testing | Conduct comprehensive system testing, user acceptance testing, and bug fixes | 09/07/2025 |
| Deployment | System deployment, data migration, and go-live | 09/14/2025 |
| Training | Complete staff training and documentation handover | 09/21/2025 |
| Post-Implementation Review | Evaluate system performance and gather feedback for improvements | 10/05/2025 |
Department of Education
The Department of Education's strategic plan emphasizes digital transformation of educational institutions to improve administrative efficiency and student outcomes. Key strategic priorities include:
1. Modernization of Educational Infrastructure: The DepEd has prioritized the digitization of school operations to enhance efficiency and reduce administrative burden.
2. Data-Driven Decision Making: There is a strategic focus on leveraging technology to collect and analyze educational data for improved decision-making.
3. Enhanced Access to Education: The strategic plan calls for removing barriers to education through streamlined processes and improved accessibility.
SRCCMSTHS Institutional Goals
As a premier science and technology high school, SRCCMSTHS has established the following strategic objectives:
1. Academic Excellence: Maintain high standards of education by focusing teaching resources on instructional activities rather than administrative tasks.
2. Operational Efficiency: Streamline administrative processes to optimize resource utilization and improve service delivery.
3. Technology Integration: Leverage appropriate technology solutions to enhance both educational and administrative functions.
4. Stakeholder Satisfaction: Improve the experience of students, parents, and staff through responsive and accessible systems.
Project Alignment with Strategic Plans
The RConnect Admission Management System directly supports these strategic plans in the following ways:
1. Digital Transformation Support: The project represents a critical step in the school's digital transformation journey, directly supporting DepEd's modernization initiatives by replacing manual processes with an integrated digital solution.
2. Resource Optimization: By automating the admission process, the system will free up valuable staff time currently spent on manual paperwork, allowing them to focus on core educational activities that support academic excellence.
3. Data-Driven Admissions: The system will provide robust data collection and analysis capabilities, enabling evidence-based decision-making in the admissions process and supporting both DepEd and SRCCMSTHS strategic goals for data utilization.
4. Improved Stakeholder Experience: The digital admission system will significantly enhance the experience for prospective students and parents by providing a more accessible, transparent, and efficient application process.
5. Scalability for Future Growth: The system is designed to accommodate increasing application volumes, supporting the school's strategic goal of maintaining its position as a leading science and technology high school while managing growth effectively.
Project Costs
| Category | Description | Estimated Cost (PHP) |
|---|---|---|
| Development | Software development including frontend and backend programming, database setup, and integration | 30,000 |
| Hosting and Domain | Cloud hosting services and domain registration for 1 year | 16,567 |
| Total Initial Investment | 46,567 |
Projected Benefits
Intangible Benefits
1. Improved Applicant Experience: Enhanced satisfaction and school reputation
2. Better Data for Decision-Making: Real-time analytics for strategic planning
3. Environmental Impact: Reduced paper consumption and waste
4. Increased Accessibility: 24/7 access to the admission system for applicants
5. Enhanced Data Security: Improved protection of sensitive student information
6. Scalability: Ability to handle increasing application volumes without proportional increase in resources
Return on Investment Analysis
In developing a solution for SRCCSMSTHS's admission management challenges, several alternatives were carefully evaluated. Each option was assessed based on implementation feasibility, cost-effectiveness, alignment with school requirements, and long-term sustainability.
Alternative 1: Maintain Status Quo (Do Nothing)
Description: Continue with the current manual process using physical forms, spreadsheets, and Google Forms for admission management.
Reasons for Rejection:
- Persistent inefficiencies with manual data entry leading to approximately 15-20 hours per week of administrative overhead
- Continued risk of data loss and human errors (estimated error rate of 8-12% in manual processing)
- Inability to provide real-time updates to applicants, resulting in poor applicant experience
- Lack of analytics capabilities for data-driven decision making
- Growing administrative burden as student applications increase yearly
Description: Implement a commercially available admission management system such as Blackbaud, Element451, or SchoolAdmin.
Reasons for Rejection:
- High licensing costs (₱150,000-₱500,000 annually) exceed the school's budget constraint
- Generic features would require significant customization to meet the specific needs of SRCCSMSTHS
- Most commercial solutions are designed for private institutions with different admission workflows
- Dependency on third-party vendors for maintenance and updates
- Limited flexibility to adapt to DepEd's changing requirements for public schools
Reasons for Selection:
- Custom-built to address the specific workflow needs of SRCCSMSTHS
- Cost-effective solution (₱102,028 total estimated cost) with no recurring licensing fees
- Comprehensive features including online applications, automated notifications, and analytics
- Scalable architecture to accommodate future growth
- Full ownership of the system with ability to implement changes as needed
- Alignment with DepEd's digital transformation initiatives for public schools
- Enhanced data security and compliance with data privacy regulations
Approved by the Project Sponsor: Dr. Arturo A. Tolentino Principal, Sen. Renato "Compañero" Cayetano Memorial Science and Technology High School
Approved by Key Stakeholder: Rian Amaranto Loriega Vice Principal, Sen. Renato "Compañero" Cayetano Memorial Science and Technology High Schoo
Senator Renato "Compañero" Cayetano Memorial Science and Technology High School (SRCCSMSTHS) currently experiences significant challenges regarding its admission processes. One of the problems they are facing is the use of a manual process such as using physical forms and spreadsheets to handle the admissions and inquiries which are deemed as time consuming and at risk of human errors [1]. These issues affect both the productivity of staff and the experience of the students. This project will address these issues by providing a web-based admission management system to improve the overall efficiency of the admissions process and improve the students’ satisfaction.
The Online Admission System is developed to streamline and digitize the student application process at Senator Renato "Compañero" Cayetano Memorial Science and Technology High School. It replaces the traditional paper-based workflows with a user-friendly digital platform, making it easier for students and parents to access admission requirements, submit applications, and receive timely updates.
Transitioning to an online system, the school enhances accessibility, transparency and operational efficiency during the annual enrollment process.
The implementation of RConnectAMS addresses critical operational challenges at Sen. Renato "Compañero" Cayetano Memorial Science and Technology High School through digital transformation of the admissions process. This initiative responds to several pressing organizational needs:
Current Challenges:
- The school's manual admission process relies on physical forms, in-person document submission, and spreadsheet-based tracking, resulting in:
- Manual errors in data entry and document handling (estimated error rate of 8-12%)
- Difficulty tracking applicant progress and generating timely reports
- Limited accessibility for applicants who cannot visit the campus in person
- Inefficient communication channels requiring applicants to physically visit the school for status updates
- Administrative burden of approximately 15-20 hours per week on staff who could focus on more strategic activities
Intended Benefits:
Operational Efficiency: Automation will reduce manual processing time by approximately 90%, allowing staff to focus on higher-value activities.
Cost Savings: The system will eliminate costs associated with paper forms, printing, physical storage, and reduce staff hours dedicated to manual processing (estimated annual savings of PHP 220,000).
Enhanced Data Security: Digital records with proper access controls will improve the protection of sensitive applicant information compared to physical documents.
Improved Applicant Experience: The online platform will provide 24/7 accessibility, real-time status updates, and automated notifications, significantly enhancing applicant satisfaction.
Data-Driven Decision Making: Integrated analytics will provide valuable insights into admission trends, applicant demographics, and process bottlenecks, enabling strategic improvements.
Scalability: The digital system can accommodate increasing application volumes without proportional increases in administrative resources.
Environmental Impact: Reduction in paper consumption aligns with sustainability goals and modern educational practices.
The business objectives for this project are in direct support of our corporate strategic plan to improve IT security and reduce costs associated with loss and waste.
- Design and test a new IT security infrastructure within the next 90 days
- Complete implementation the new IT infrastructure within the next 120 days
- Reduce the amount of damages by 50% in the first year
The RConnectAMS project will provide a comprehensive cloud-based admission management system specifically designed for Sen. Renato "Compañero" Cayetano Memorial Science and Technology High School (SRCCMSTHS). This system will transform the current manual admission process into a streamlined digital experience, addressing key operational inefficiencies while enhancing both staff productivity and applicant satisfaction.
RConnectAMS will be developed using the Laravel framework with Docker containerization, ensuring a scalable, secure, and accessible platform that follows industry best practices in software development. The system will implement a comprehensive role-based access control mechanism, ensuring that sensitive applicant data remains protected while maintaining appropriate access for administrators, admission officers, and applicants. Power BI integration will enhance the analytical capabilities, providing administrators with intuitive visualizations of admission metrics.
The system will feature five core modules: a Landing Page providing school information, an Online Application Portal for digital form submission, an Admission Management Module for staff to evaluate and process applications, an Inquiry Management Module for handling prospective student questions, and an Analytics Reporting Module offering real-time insights into admission trends. All components will be integrated into a cohesive platform that operates seamlessly while allowing the school's regular operations to continue without interruption.
This project represents a critical step in the school's digital transformation journey, directly supporting DepEd's modernization initiatives while providing SRCCMSTHS with a tailored solution that addresses their specific workflow needs at a cost-effective price point compared to commercial alternatives.
The objectives which mutually support the milestones and deliverables for this project have been identified. In order to achieve success on the RConnect project, the following objectives must be met within the designated time and budget allocations:
- Complete the system design and architecture documentation, including database schema and UI/UX wireframes, within the first 4 weeks of the project timeline
- Develop and test the core modules (Landing Page and Online Application Portal) with at least 90% of planned features functional within 7 weeks from project start
- Complete the Admission Management and Inquiry Management modules with automated email notification functionality within 10 weeks from project start
- bImplement the Analytics Reporting Module with real-time dashboard capabilities and export functionality (PDF/Excel) within 12 weeks from project start
- Conduct comprehensive system testing with at least 95% of test cases passing and resolve all critical bugs within 14 weeks from project start
- Deploy the fully functional RConnect system to the cloud environment and complete data migration from existing spreadsheets within 15 weeks from project start
- Train at least 90% of admission staff and IT personnel on system usage and administration within 16 weeks from project start
- Achieve a 90% reduction in manual processing time for student applications within the first admission cycle after implementation
- Ensure that at least 80% of applicants complete the application process online without requiring in-person assistance during the first admission cycle.
- Attain a minimum of 95% system uptime during peak admission periods in the first year of operation
For the project’s succession, it must meet the set of conditions below:
- RConnect must be tested by the assigned team prior to development.
- The system must be implemented without interfering with the usual operations of the institution
The project’s constraints are as follows:
Timeframe. The project must be completed within the duration of the PBL course.
1. Manpower. The team only consists of 6 members. No additional team members are allowed to join unless with the approval of the subject adviser
2. Technical Infrastructure. The existing hardware and network infrastructure of the school may need to be upgraded to support the new system. The strength of internet connectivity may also pose limitations on certain departments.
3. User Training. Admission and IT personnel must be trained to use the system effectively. Resistance to change may pose a delay with the implementation and might require additional support.
4. Communication. The team must communicate efficiently and effectively to ensure successful development and deployment.
The following are the list of assumptions:
- The development team have the necessary technical expertise and experience to develop, test and deploy the system successfully according to the specifications.
- The client has provided clear instruction, and the team has a thorough understanding of the requirements.
- The project budget, resources and timeline are sufficient and realistic based on the project’s scope.
- The team has the necessary hardware and software to support both the development and deployment of the system and is capable of meeting the system’s operational needs.
- Applicable legal and privacy requirements will be acknowledged and complied with throughout the project’s cycle.
The RConnect project will include the design, development, testing, and deployment of a cloud-based admission management system for Sen. Renato "Compañero" Cayetano Memorial Science and Technology High School (SRCCMSTHS). The system will comprise five core modules: Landing Page, Online Application Portal, Admission Management, Inquiry Management, and Analytics Reporting. All personnel, hardware, and software resources will be managed by the project team consisting of six developers. All project work will be conducted using the Agile methodology to allow for flexible and timely feedback throughout the development process, with regular SCRUM meetings to track progress. All project funding will be managed by the Project Manager up to and including the allocated amounts in the Business Case document (₱102,028). Any additional funding requires approval from the Project Sponsor, Dr. Arturo A. Tolentino. This project will conclude when the system is fully deployed to the cloud environment, all data migration from existing spreadsheets is complete, at least 90% of admission staff and IT personnel are trained on system usage, all technical documentation is delivered to the appropriate personnel, and a list of future enhancement recommendations is submitted to the school administration. The final project deliverables must meet the acceptance criteria outlined in the Project Charter and be approved by the Project Sponsor.
These are the identified risks of the system; however, the team will ensure that they will address the risks to ensure success of the project.
- Technical Risks. Bugs of performance issues may cause a system down-time, making the system unusable, especially during peak application periods.
- Operational Risks. Staff may be resistant to the change which may cause a reliance on the manual process. Furthermore, the system relies on good internet connectivity and without it, it could limit accessibility.
- Project Management Risks. There would be additional costs for the client such as the hosting of the system in the cloud and maintaining its subscription after its development.
The following deliverables must be met upon the successful completion of the Whisk project. Any changes to these deliverables must be approved by the project sponsor.
- Fully deployed ordering system solution
- Technical documentation for the project’s forecasting solution
- User manual for branch managers, head office managers, and cake designer
The following deliverables must be made upon the successful completion of RConnect. Any changes to these deliverables must be approved by the project sponsor.
- Fully deployed system
- Technical documentation for the solution
- Recommendation list for future enhancements for the solution
| Summary Milestone Schedule – List key project milestones relative to project start. | |
| Project Milestone | Target Date (mm/dd/yyyy) |
|
06/01/2025 |
|
06/15/2025 |
|
06/29/2025 |
|
07/20/2025 |
|
08/10/2025 |
|
08/24/2025 |
|
09/07/2025 |
|
09/14/2025 |
|
9/21/2025 |
|
10/05/2025 |
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 (PHP) |
|
₱810,000 |
|
₱6,807 |
|
₱180,000 |
|
₱90,000 |
|
₱480,000 |
|
₱1,566,807 |
|
₱156,680.70 |
| Total | ₱1,723,487.70 |
Success for the RConnectAMS project will be achieved when a fully tested, secure, and operational cloud-based admission management system has been deployed with all five core modules (Landing Page, Online Application Portal, Admission Management, Inquiry Management, and Analytics Reporting) functioning as specified in the requirements documentation. The system must demonstrate reliable performance with at least 95% uptime during peak admission periods and successfully process applications with minimal latency.
- Additionally, this measure of success must include:
- Successful completion of User Acceptance Testing with at least 80% of test cases passed
- Complete migration of historical admission data with 100% accuracy verification
- Delivery of comprehensive technical and user documentation
- Completion of staff training with 90% demonstrating system proficiency
- Implementation of all security measures in compliance with data privacy regulations
- A recommendation document outlining potential system enhancements for future consideration
The formal project closure will occur only after all deliverables have been accepted, all documentation has been completed, and the system has been in successful operation for a minimum of two weeks following deployment.
Anamika Nepomuceno is named Project Manager for the duration of the RConnectAMS Project. Ms. Nepomuceno 's responsibility is to manage all project tasks, scheduling, and communication regarding the RConnectAMS project. Her team, consisting of six developers with expertise in Laravel framework and Docker containerization, will be dedicated to this project. Ms. Nepomuceno will coordinate all resource requirements through the IT Department of SRCCMSTHS, led by Joevilzon M. Calderon, Teacher II - ICT.
Ms. Nepomuceno is authorized to approve all budget expenditures up to, and including, the allocated budget amounts of PHP 156,231. Any additional funding must be requested through the Project Sponsor, Dr. Arturo A. Tolentino. Ms. Nepomuceno will provide weekly status updates to the Project Sponsor and Vice Principal Rian Amaranto Loriega, and will conduct bi-weekly meetings with all key stakeholders to ensure alignment with project objectives and timelines.
The stakeholders for the project were identified based on their involvement with the system. The team considered individuals who are actively in. The methodology used were the following:
Interviews and Consultations – An interview with the school administrators, admission staff and the IT teacher helped determine the users and decision-makers involved or affected by the changes in the system.
Role-Based Analysis – Each role within the institution was analyzed to determine their relevance to the system in terms of their input, use and support.
The stakeholders that were identified as the group of individuals who has a strong interest in the project or the ones who will use and manage the system. It is important that all potential stakeholders to be documented despite their role in the project. This serves as a foundation for communication and collaboration throughout the project’s lifecycle.
Team Chromatic decided on the stakeholders with the help of meeting sessions with Bakers’ Fair. These meetings included interviews and brainstorming activities to identify key players who are involved and interested in the system’s development and implementation.
The identification process will follow these steps:
- Stakeholder Analysis – The team will utilize a stakeholder analysis framework to identify both internal and external stakeholders. Internal stakeholders will include employees directly involved in Bakers’ Fair’s operations (e.g., Branch Managers, Head Office Managers, Cake Designers, and IT Operations), while external stakeholders may include franchise owners and system implementers.
- Stakeholder Analysis Table – The team will systematically define each stakeholder using a structured table that outlines their goals, required contributions, the power they will have within the webapp, concerns and constraints that they may face during the development.
The key stakeholders of RConnect are identified as the following:
1. School Administrator / Project Sponsor – They hold the authority over the school’s operations, as well as the approval for the project. Their support and approval are crucial for the endorsement, resource allocation and implementation.
2. Admission Staff – They are the direct users of the system and have the responsibility to manage student applications and inquiries. Their feedback is also crucial to ensure that the system addresses the inefficiencies and meets their needs.
3. IT Department – They will be responsible for the maintenance and troubleshooting of the system. Their expertise will ensure the system’s functionalities run smoothly.
4. Applicants – Parents , Guardians and students will be the external users of the system and their experience will determine the system’s usability and effectiveness.
The scope management plan will have a detailed approach to how the scope of the project will be defined, developed and approved. It will define who will be responsible for managing the scope of the project and will serve as a guide for changes throughout the project lifecycle. This will follow a five-step process:
1. Collect Requirements: This process involves gathering the needs of the stakeholders and expectations to define what is needed for the project to be successful.
2. Define Scope: Information collected in the first step will be refined to the project’s scope statement.
3. Create WBS (Work Breakdown Scope): This process is where the major tasks will be broken down into smaller and more manageable components.
4. Verify Scope: This is where the project sponsor and stakeholders will formalize the acceptance of the project deliverables.
5. Control Scope: Monitoring the status of the project scope is done in this step and managing the proposed changes on the timeline.
The scope management approach for RCAMS will follow these principles:
- All scope elements will be clearly documented and communicated to stakeholders
- A formal change control process will be used to manage scope modifications
- Regular verification will ensure alignment with stakeholder requirements
- The Work Breakdown Structure (WBS) will serve as the foundation for scope planning
- Scope baseline will be established and maintained throughout the project lifecycle
| Role | Responsibilities |
|---|---|
| Project Manager (Anamika Nepomuceno) |
|
| Project Sponsor (Dr. Arturo A. Tolentino) |
|
| Vice Principal (Rian Amaranto Loriega) |
|
| IT Department (Joevilzon M. Calderon) |
|
Development Team
|
|
| Registrar (Rowena M. Palermo) |
|
The scope for the RConnect Admission Management System (RCAMS) will be defined through a collaborative process involving key stakeholders from Sen. Renato "Compañero" Cayetano Memorial Science and Technology High School. The scope definition process will include:
1. Collecting requirements from school administrators, admission staff, IT personnel, and other stakeholders
2. Analyzing the current manual admission process to identify inefficiencies
3. Documenting functional and non-functional requirements
4. Creating a detailed Project Scope Statement
5. Developing a Work Breakdown Structure (WBS) and WBS Dictionary
The scope definition will be reviewed and approved by the Project Sponsor (Dr. Arturo A. Tolentino) and Key Stakeholder (Rian Amaranto Loriega) before proceeding with development.
The RConnect Admission Management System (RCAMS) is a comprehensive cloud-based platform designed to transform the current manual admission process at SRCCMSTHS into a streamlined digital experience. The system will be developed using the Laravel framework with Docker containerization, ensuring scalability, security, and accessibility.
The system consists of five integrated modules:
1. Landing Page Module: A public-facing portal providing school information, admission requirements, news updates, and access to the application portal. This module will serve as the primary entry point for prospective students and their parents.
2. Online Application Portal: A secure interface allowing applicants to create accounts, complete digital application forms, upload required documents and track their application status. The portal will include form validation to ensure complete submissions.
3. Admission Management Module: An administrative interface enabling staff to review, evaluate, and process applications. Features include application status tracking, automated email notifications, and digital approval workflows.
4. Inquiry Management Module: A communication system for handling prospective student questions with automated responses for common inquiries and a ticketing system for more complex questions.
5. Analytics Reporting Module: A data visualization tool providing real-time insights into admission trends, applicant demographics, and process metrics through Power BI integration.
The system will replace the current paper-based workflows with a user-friendly digital platform, making it easier for students and parents to access admission requirements, submit applications, and receive timely updates.
The RConnect Admission Management System will be considered acceptable when it meets the following criteria:
1. Functionality: All five core modules function according to specifications with successful integration
- Landing Page displays accurate school information and provides intuitive navigation
- Online Application Portal captures all required applicant information and documents
- Admission Management Module allows staff to process applications efficiently
- Inquiry Management Module responds to applicant questions promptly
- Analytics Reporting Module generates accurate reports and visualizations
Performance:
- System demonstrates 95% uptime during peak admission periods
- Page load times do not exceed 3 seconds under normal conditions
- System can handle at least 100 concurrent users without performance degradation
Security:
- All user data is encrypted in transit and at rest
- Role-based access control restricts information access appropriately
- System complies with data privacy regulations
Usability:
- 80% of applicants can complete the application process online without assistance
- Staff training is completed with 90% demonstrating proficiency
- User interfaces follow consistent design patterns and accessibility guidelines
- Email notification system works reliably for all automated communications
- Data migration from existing spreadsheets is completed with 100% accuracy
Efficiency:
- System reduces manual processing time by 90% compared to previous process
- Automated workflows eliminate redundant data entry
Documentation:
- Comprehensive technical and user documentation is delivered
- Training materials are clear and effective
The following items are explicitly excluded from the project scope:
1. Hardware procurement or upgrades for the school
2. Network infrastructure improvements
3. Integration with other school systems beyond admission management (e.g., student information systems, financial systems)
4. Ongoing system maintenance beyond the initial support period (3 months post-deployment)
5. Training for applicants (only staff training is included)
6. Content creation for the school website beyond admission-related information
7. Development of mobile applications (though the web interface will be mobile-responsive)
8. Custom reporting beyond the predefined reports in the Analytics Reporting Module
The following are the limitations of the project:
1. Timeframe: Project must be completed within the duration of the PBL course, with final delivery by October 5, 2025
2. Budget: Total project budget is limited to PHP 156,231
3. Resources: Development team consists of only 6 members
4. 'Technical: System must operate within existing hardware and network infrastructure
5. Compliance: System must adhere to DepEd policies and data privacy regulations
6. User Training: Limited by staff availability and potential resistance to change
7. Communication: Dependent on effective team communication and stakeholder engagement
The following are the assumptions of the project:
1. The development team has the necessary technical expertise to implement the system
2. The school will provide timely access to information about current admission processes
3. Stakeholders will be available for consultation and feedback throughout the project
4. The school has adequate internet connectivity to support cloud-based operations
5. Users will adapt to the new system with appropriate training
6. The existing hardware infrastructure is sufficient to support the system
7. Historical admission data is available and can be migrated to the new system
8. The project budget is sufficient to cover all necessary development costs
In this WBS, the project is divided into five main sections: Initiation, Planning, Execution, Control, and Closeout. Each section is broken down into smaller tasks or deliverables. This structure helps ensure that all parts of the project are clearly understood and properly managed
The project team will use various techniques for scope verification to guarantee that the Dispatch Directory System project deliverables satisfy the original scope. These methods include:
1. Quality Checklists 2. Work Performance Measurements 3. Scope Baseline 4. Formal Acceptance
The scope control is where the status of the project scope will be monitored and managed to ensure that the work remains aligned with the scope in the project plan. When a change in the scope is necessary, the project manager will provide a formal change request in which the project sponsor will evaluate for their approval. Once approved, the change will be documented, and the scope will be updated accordingly. The project team will be informed of the change. This ensures that:
- All changes will be properly viewed, documented and authorized.
- Stakeholders are informed and aligned with the updates.
- The project will remain aligned on the schedule.
The Schedule Management Plan is a guideline for developing, managing and controlling the schedule of RConnect throughout its lifecycle. This plan ensures that the project will be completed on time and be agreed-upon by the stakeholders and project sponsor.
This section outlines how the schedule will be created and maintained during the project cycle. The main schedule will be developed and maintained using tools such as Microsoft Excel for the timetable and software where the team can create Gantt charts. These tools and visual graphics will be used to track tasks and deadlines throughout the development. Furthermore, the team will be using a Work Breakdown Structure (WBS) approach to determine major deliverables to break them down into smaller tasks. Each task will be delegated with start and end dates with their respective team members. Project Milestones include the following:
Project approval from stakeholders
- Completion of the system’s design and planning
- Finalization of the development for the landing page
- Finalization of the development for the admission feature
- Finalization of the development for the inquiry feature
- Testing and bug fixing
- Deployment of the system
- Finalization of the requirements
- Final presentation
- Closure of the project
1.Project Manager – Responsible for delegating and maintaining the group to stay on schedules and deadlines.
2.Development Team – Provides the estimates for the technical tasks to the project manager.
3.Documentations Team – Provides the estimates for the documentation to the project manager.
4. Stakeholders / Sponsor – Reviews and approves the milestones and changes to the timeline.
The project will be following an Agile approach to allow flexible adjustments to the schedule if deemed necessary while still ensuring that the milestones are met. Weekly progress reviews will also be conducted to monitor the progress and adherence to the schedule.
The Sentinels team will be operated within a schedule by the project sponsor. Any discrepancies within the schedule will be required to inform the project sponsor to be reviewed and approved before making any adjustments to the schedule. The accepted threshold for changes in the schedule is set at 10% of the duration of the project. If a task were to delay the overall project schedule, a scheduled review and approve process will be triggered. The following are examples of changes in the schedule that requires approval:
- A delay in a critical task that may have a potential impact on the project delivery by more than 10% of the planned timeline
- Resource allocation that may affect project milestones
- Creation on a major feature that requires extending the scope and development
- Technical issues that may affect the development of the system
1. Identification of the Delay: The project manager or any of the team members reports a delay in the schedule.
2. Impact Assessment: The project manager will assess the impact on the overall schedule.
3. Notifying the Project Sponsor: The change in the schedule will be documented and be submitted to the project sponsor with the reason, impact and new timeline for the adjustments
4. Review and Approval: The project sponsor will be reviewing the request for the change and evaluate the request based on the decision.
5. Schedule Update: Upon approval, the schedule will be updated, and the stakeholders will be notified of the revised schedule.
Roles and Responsibilities:
- Project Manager: Responsible for monitoring the progress and making sure that the team is adhering to the approved schedule.
- Team Members: Is responsible for doing the tasks to ensure that the system will be delivered right on schedule.
- Project Sponsor: Evaluates the request for a change in schedule.
There will be changes to the project’s scope that could result in the need to revise the project schedule. Changes may include:
- New deliverables
- New major functionalities
- Revised requirements
The Cost Management Plan for the RConnect project outlines how the project team will estimate, allocate, monitor, and control costs throughout the system’s development and implementation of the RConnect system. All budget modifications must be reviewed by the Project Manager and approved by the Project Sponsor, Dr. Arturo Tolentino. Financial updates will be reported bi-weekly for transparency and accountability
RConnect uses the SCRUM methodology to guide its development and cost management. Costs are tracked based on completed deliverables per sprint, rather than in traditional project phases. Each sprint consists of prioritized user stories from the product backlog, and cost allocation is aligned with the effort required to complete each sprint cycle. The development team documents actual expenses related to development, hosting, testing, and training on a rolling basis, using collaboration tools such as Jira, Openproject, and SharePoint. Cost oversight is the responsibility of the Project Manager, who ensures that expenditure remains within the approved budget. Any budget adjustments must be reviewed by the team and formally approved by the Project Sponsor before implementation. This agile approach ensures flexibility while maintaining financial accountability throughout the project lifecycle.
Project costs for RConnect will be tracked and managed according to PMBOK guidelines, with an emphasis on transparency, accuracy, and adaptability. Expenses will be classified into direct, indirect, and contingency-related costs. Direct costs include labor such as developer work, project management, QA/testing, and documentation alongside infrastructure expenses like cloud hosting, domain, and training. Indirect costs such as utilities and communication tools are assumed to be provided by the school. A contingency reserve (10% of the total budget) is also set aside to account for unforeseen changes or risks.
RConnect’s SCRUM-based development process supports sprint-level cost tracking. Using OpenProject, labor hours and task completion are logged by team members, allowing the Project Manager to monitor actual costs against estimated efforts per sprint. This platform also supports time-cost reporting and earned value indicators, helping the team assess how efficiently the budget is being used relative to project progress. Financial updates will be reviewed during sprint retrospectives and summarized in bi-weekly reports to the Project Sponsor. This ensures any deviations are flagged early and can be addressed proactively.
Cost-related reporting for RConnect will follow the rhythm of the SCRUM sprint cycle and will be reviewed every two weeks. Using OpenProject, the team logs time spent and tasks completed, allowing the Project Manager to consolidate and review financial performance in real time. Each reporting cycle will include a summary of the total budget consumed to date, labor and operational costs incurred during the sprint, as well as any cost deviations that may have occurred, along with their justifications. The reports will also include projections for upcoming costs based on remaining tasks and priorities in the backlog.
These updates are compiled into the “Cost Management” section of the sprint retrospective report and are shared with the Project Sponsor and other stakeholders. This process ensures that cost performance is monitored regularly, promotes transparency, and supports proactive budget control throughout the life of the project.
Cost performance for the RConnect project will be monitored continuously to ensure alignment with the approved budget. When variances occur between actual costs and planned estimates, the Project Manager will evaluate the cause and determine whether the deviation requires corrective action. A variance is considered critical if it affects the delivery of sprint goals, the project scope, or overall financial stability.
Once a variance is confirmed, the Project Manager will present the Project Sponsor with recommended corrective actions within five working days. These may include adjusting scope, reallocating resources, revising the sprint backlog, or requesting additional funding if necessary. Within three working days of the sponsor’s decision, a formal Cost Variance Corrective Action Plan will be submitted. This plan will detail the proposed adjustments, explain how they will restore cost alignment, and define how their effectiveness will be measured in subsequent sprints. Upon approval, the corrective actions will be incorporated into the project plan, and updates will be reflected in the team’s task assignments, timeline, and cost tracking tools.
The RConnect system is expected to operate primarily during the school’s annual admission period, which typically spans 2 to 4 months each year. To optimize spending, infrastructure costs are based on on-demand AWS services, allowing the system to scale up during peak usage and scale down or pause during off-season months. All one-time costs related to development, training, and documentation are also included.
The project budget is presented in two categories: Manpower Estimated Cost and Infrastructure and Operational Cost Estimate.
| Role | Monthly Cost (PHP) | Rate (PHP/Hour) | Duration by month | Duration of Monthly Hours | Total hours | Total Cost |
|---|---|---|---|---|---|---|
| Project Manager | ₱ 40,000 | ₱ 250 | 16 | 120 | 1920 | ₱ 480,000 |
| Backend Developer | ₱ 35,000 | ₱ 218.75 | 9 | 120 | 1,080 | ₱ 236,250 |
| Frontend Developer | ₱ 25,000 | ₱ 218.75 | 9 | 120 | 1,080 | ₱ 168,750 |
| Full Stack Developer | ₱ 60,000 | ₱ 375 | 9 | 120 | 1,080 | ₱ 405,000 |
| QA Tester | ₱ 15,000 | ₱ 93.75 | 8 | 120 | 960 | ₱ 90,000 |
| Documentation Lead | ₱ 15,000 | ₱ 93.75 | 16 | 120 | 1,920 | ₱ 180,000 |
|
8,040 | ₱ 1,560,000 |
| Category | Service | Monthly Cost | 2-Month | 4-Month |
|---|---|---|---|---|
| Digital Ocean Basic Droplets | Web Server | ₱1,320 | ₱2,640 | ₱5,280 |
| Digital Ocean Basic Droplets | Database Server | ₱1,320 | ₱2,640 | ₱5,280 |
| AWS S3 | File storage and backups | ₱400 | ₱800 | ₱1,600 |
| Domain Registration | Namecheap (.org) | ₱727 (annual) | ₱727 (annual) | ₱727 (annual) |
| SSL Certificate | Let’s Encrypt | Free | Free | Free |
| Total | - | ₱3,767 | ₱6,807 | ₱12,887 |
This document outlines the Work Breakdown Structure (WBS) for the Online Admission System of SRCCMSTHS. The WBS decomposes the project into manageable sections for planning, execution, and monitoring. It ensures that all necessary deliverables are identified and supports effective resource management, time estimation, and performance tracking
1. Initiation
1.1 Identify Business Needs
1.2 Define Project Scope and Objectives
1.3 Stakeholder Review
1.4 Approval and Sign-off
2. Planning
2.1 Requirements Gathering
2.2 Develop Planning
2.3 Schedule and Resource Allocation
2.4 Planning Approval
3. Execution
3.1 System Design (UI/UX)
3.2 Full Stack Development
3.3 Quality Assurance
3.4 Deployment
4. Control
4.1 Project Management
4.2 Risk Management
4.3 Stakeholder Feedback
4.4 Update Project Management
5. Closeout
5.1 Project Turn Over
5.2 Document Lessons Learned
5.3 Archive Project Files
The hierarchal structure is similar to the outline view but without indentation. Although this format is more difficult to read, it may be useful where you have many levels and indenting each level would make the table to large to fit into a document.
| Level | WBS Code | Element Name |
|---|---|---|
| 1 | 0 | RconnectAMS |
| 1 | 1 | Initiation |
| 1 | 1.1 | Identify Business Needs |
| 1 | 1.2 | Define Project Scope and Objectives |
| 1 | 1.3 | Stakeholder Review |
| 1 | 1.4 | Approval and Sign-off |
| 2 | 2 | Planning |
| 2 | 2.1 | Requirements Gathering |
| 2 | 2.2 | Develop Planning |
| 2 | 2.3 | Schedule and Resource Allocation |
| 2 | 2.4 | Planning Approval |
| 3 | 3.0 | Execution |
| 3 | 3.1 | System Design (UI/UX) |
| 3 | 3.2 | Full Stack Development |
| 3 | 3.3 | Quality Assurance |
| 3 | 3.4 | Deployment |
| 4 | 4 | Control |
| 4 | 4.1 | Deployment |
| 4 | 4.2 | Risk Management |
| 4 | 4.3 | Stakeholder Feedback Collection |
| 4 | 4.4 | Update Project Management |
| 5 | 5 | Closeout |
| 5 | 5.1 | Project Turnover |
| 5 | 5.2 | Gain Formal Acceptance |
| 5.3 | 5.4 | Document Lessons Learned |
| Level 1 | Level 2 | Level 3 |
| 0 RconnectAMS | 1 Initiation |
|
| 2 Planning |
|
|
| 3 Execution |
|
|
| 4 Control |
|
|
| 5 Closeout |
|
| Level | WBS Code | Element Name | Definition |
| 1 | 0 | RconnectAMS | A web based management system designed to automate and streamline the student admission process for SRCCMSTHS. |
| 2 | 1 | Initiation | Initial groundwork to formally start the project. |
| 3 | 1.1 | Identify Business Needs | Assess current admission process and justify the need for a system. |
| 3 | 1.2 | Define Project Scope and Objectives | Clearly outline system goals, deliverables, and constraints |
| 3 | 1.3 | Stakeholder Review | Present the project plan to stakeholders for input and initial feedback. |
| 3 | 1.4 | Approval an Sign-Off | Obtain formal authorization to begin the project. |
| 2 | 2 | Planning | Establishing the project's roadmap and organizing resources and timeline. |
| 3 | 2.1 | Requirements Gathering | Collect and document both functional and non-functional system requirements. |
| 3 | 2.2 | Develop Planning | Break down the full scope of work into manageable sections. |
| 3 | 2.3 | Schedule and Resource Allocation | Create timelines and allocate team and resources. |
| 3 | 2.4 | Planning Approval | Get stakeholder validation on the project plan. |
| 2 | 3 | Execution | System creation, development, and deployment activities. |
| 3 | 3.1 | System Design (UI/UX) | Design the system’s user interface and user experience flow. |
| 3 | 3.2 | Full Stack Development | Work on both front-end and backend components of the system. |
| 3 | 3.3 | Quality Assurance | Ensure the system works as expected by checking its features and fixing any issues found. |
| 3 | 3.4 | Deployment | Initiate the implementation of the finalized system for active use. |
| 3 | 3.4 | Deployment | Initiate the implementation of the finalized system for active use. |
| 2 | 4 | Control | Monitor progress and manage changes and risks throughout the project. |
| 3 | 4.1 | Project Management | Oversee project execution to ensure timelines, cost, and quality goals. |
| 3 | 4.2 | Risk Management | Identify, assess, and mitigate potential project risks. |
| 3 | 4.3 | Stakeholder Feedback | Gather input from users and stakeholders for potential improvements. |
| 3 | 4.4 | Update Project Management | Adjust plans based on feedback, delays, or other emerging factors. |
| 2 | 5 | Closeout | Finalize documentation and transfer the system. |
| 3 | 5.1 | Project Turn Over | Transfer system operations and documentation to client. |
| 3 | 5.2 | Document Lessons Learned | Record challenges, successes, and key takeaways for future reference. |
| 3 | 5.3 | Archive Project Files | Store relevant documentation and materials for future reference. |
WBS (Work Breakdown Structure) : A breakdown of the entire project into smaller, manageable tasks or sections to help organize and track the work.
WBS Code: A numbering system used to identify each part of the WBS and show how tasks are related.
Work Package: The smallest task in the WBS that can be planned, assigned, and tracked.
WBS Element: Any part of the WBS, whether it's a big phase or a small task.
Scope: What the project is supposed to include and what not to.
Milestone: A key point or event in the project, like a deadline or a major task being completed.
This Human Resources Management Plan is made to help organize the people involved in building the RConnect Admission System for Senator Renato "Compañero" Cayetano Memorial Science and Technology High School (SRCCSMSTHS). Since the project aims to fix the school’s current problems with its manual and slow admission process, it's important that everyone on the team knows what they need to do, when to do it, and how to work together properly. This plan will explain each team member’s role and responsibilities, so there’s no confusion during the project. It will also help us keep track of everyone’s progress and make sure all tasks are done on time. By working as a team and communicating well, we can make sure the system is finished successfully and works the way the school needs it to. Overall, this plan helps make sure that the right people are doing the right tasks, and that the project runs smoothly from start to finish.
One of the most important parts of the Human Resources Management Plan is clearly outlining the roles and responsibilities of all project team members and stakeholders. This helps make sure everyone understands their part in helping the RConnect Admission Management System succeed. This section also explains each member’s level of authority, what decisions they are allowed to make and how far their responsibilities go. This helps the team use their skills and time in the best way possible. Overall, the goal of this plan is to serve as a guide or roadmap for everyone involved. It helps each member understand their tasks, stay organized, and work effectively to make sure the project is completed successfully.
| Role | Authority | Responsibility | Competency |
|---|---|---|---|
| Project Manager | Oversees full project execution and coordination | Manages team tasks, monitors progress, ensures deadlines and quality are met. Reports to sponsor. | Project planning, leadership, problem-solving |
| Project Sponsor | Highest decision-making authority for the project | Approves budget, timeline, and system goals. Oversees alignment with school priorities. | Leadership, strategic thinking, communication |
| IT Team ( Internal Users) | Manages system development and technical features | Builds, tests, and maintains the system. Resolves bugs and performs updates. Ensures smooth technical operation. | Web development, debugging, collaboration |
| Documentation Team (Internal Users) | Controls written project outputs and system manuals | Creates and maintains system documentation. Prepares user guides, admin manuals, and technical records. | Writing, organizing, formatting documentation |
| IT Administrator (Post-deployment) | Full control of the live system settings and user access | Manages user accounts, monitors performance, applies updates, handles security and backups. | Technical skills, system administration, troubleshooting |
| Admission Officer | Authorized to access and manage applicant records | Reviews applications, updates statuses, communicates with applicants, generates reports. | Accuracy, communication, attention to detail |
| Registrar | Controls enrollment records and official document handling | Confirms accepted students, finalizes records, collaborates with admission staff and departments. | Organization, data handling, record-keeping |
| School Principal | Final authority on admission decisions and policy | Reviews system reports, handles special cases, ensures school standards are followed. | Leadership, decision-making, oversight |
| Documentation Team | Maintains consistency and clarity of written materials | Updates records, manuals, and system user instructions for all parties. | Clear writing, version control, structure awareness |
| Student | Limited access to personal application and status | Basic tech skills, responsibility, attention to details | Basic tech skills, responsibility, attention to details |
| Parent/Guardian | Supports the applicant through the process | Helps students with submission and tracking. May receive updates or requests. | Communication, guidance, responsiveness |
The project organizational chart for the RConnect Admission Management System shows the structure of the project team, their roles, responsibilities, and how they are connected. It clearly outlines who reports to whom, who makes key decisions, and how communication flows within the team and with school stakeholders.
By mapping out each member's position and authority, the chart helps avoid confusion, improves teamwork, and ensures everyone understands their role in achieving the project’s goals. This structure supports better collaboration, faster decision-making, and smoother project execution, which are all important for the successful development and implementation of the RConnect system at SRCCSMSTHS.
This helps define who is involved in the project, what their responsibilities are, and how they contribute to achieving the project’s goals. By clearly outlining the roles, required skills, and assignment of responsibilities, the team can stay organized and focused throughout all phases from planning to system deployment and evaluation. Proper acquisition of team members with the right skills must happen early in the project to avoid delays and ensure smooth development. Before major tasks begin, basic training and orientation will be done to help reduce errors and improve the team’s overall performance.
To keep the project on track, regular evaluations and performance reviews will be conducted. These reviews help identify areas that may need improvement and allow the team to make necessary adjustments to stay efficient and productive. As the project progresses, some roles and staffing needs may change due to updates, challenges, or new requirements. Because of this, the staffing plan is expected to remain flexible. Adjustments will be made when needed to make sure all tasks and responsibilities are covered for the project to be completed successfully.
| Role | Project Responsibility | Skills Required | Number of Staff | Performance Reviews | Recognition and Rewards |
|---|---|---|---|---|---|
| Project Sponsor | Provides funding, guidance, and overall support. Ensures the project aligns with school goals. | Leadership, strategic planning | 1 | Quarterly or as needed | Recognition in school functions, leadership credit |
| Project Manager | Manages the daily progress of the project. Handles task assignment, timeline, and communication | Project management, communication, leadership | 1 | Monthly or as needed | Bonus points, public recognition, recommendation |
| Product Owner | Leads the direction of the project and makes sure the team delivers what is needed | Decision-making, leadership, communication | 1 | Monthly review | Performance-based praise or certificate |
| Project Members | Completes assigned tasks in development, documentation, or testing. | Technical or creative skills (e.g., coding, UI design) | 5–7 depending on workload | Weekly check-ins or as needed | Grade bonuses, certification, peer recognition |
| Project Adviser | Guides the team, provides feedback, checks quality, and suggests improvements. | Analytical, problem-solving, mentoring skills | 1 | Weekly or milestone-based | Academic credit, commendation letter |
| Project Consultant | Offers expert advice and suggestions on project direction and challenges. | Research, consulting, technical experience | 1 or as needed | Weekly or consultation-based | Thank-you letter, certificate, mention in reports |
The Quality Management Plan outlines the requirements and standards for the Renato Connect Admission Management System (RCAMS) project. It encompasses various aspects of quality including functionality, performance, security, usability, compatibility, and compliance. The plan promotes a collaborative and iterative approach inspired by Agile methodologies. Team Sentinels will proactively address issues, mitigate risks, and maintain desired quality levels throughout the project by incorporating continuous feedback and improvement cycles.
RCAMS is designed to transform the current manual admission process at Senator Renato "Compañero" Cayetano Memorial Science and Technology High School (SRCCMSTHS) into a streamlined digital experience. This cloud-based system will enable applicants to submit applications and inquiries online while allowing admission staff to manage and evaluate submissions more efficiently. The quality management plan ensures that the system meets all stakeholder requirements and delivers a reliable, secure, and user-friendly experience.
Quality management is an ongoing process requiring regular review and improvement based on feedback and changing requirements. The following key principles and approaches will be followed to ensure a high level of quality:
- Requirement Analysis: The team will define and document project requirements, including both functional and non-functional requirements that are measurable, testable, and aligned with client's expectations. Requirements will be regularly reviewed with stakeholders to ensure continued alignment with school needs.
- Test Planning: A comprehensive test plan will be developed outlining the testing strategy, scope, and objectives, including tools and techniques to be used. The test plan will cover all five core modules: Landing Page, Online Application Portal, Admission Management, Inquiry Management, and Analytics Reporting.
- Test Execution: Test cases will be executed according to the test plan. All test results and issues will be tracked and recorded in a shared project management tool. Critical issues will be addressed immediately, while minor issues will be prioritized and scheduled for resolution.
- Performance Testing: Performance testing will evaluate the system's responsiveness, scalability, and stability under expected and peak loads, particularly during high-volume admission periods. This will ensure the system can handle the anticipated number of concurrent users without degradation in performance.
- Security Testing: Security testing will identify vulnerabilities, ensuring the application is protected against potential threats. Code will be reviewed to identify security vulnerabilities, and best security practices will be implemented to protect sensitive applicant data in compliance with data privacy regulations.
- Usability Testing: Usability testing will involve actual users from the school, including admission staff and potential applicants, to evaluate the user experience. Feedback will be gathered to improve the user interface, navigation, and overall user satisfaction.
Regular review and updates of requirements and adherence to standards are necessary to maintain desired quality throughout development:
- Functional Requirements: User authentication and role-based access control for administrators, admission staff, and applicants. The system is an online application submission that have also a document upload capability, inquiry management with automated responses, application tracking and status updates, email notification system for applicants and staff, analytics dashboard with reporting capabilities, and data export functionality such as PDF and Excel.
- Performance Requirements: It will focus on page load time under 3 seconds for standard operations, system response time under 2 seconds for database queries, support for at least 100 concurrent users during peak admission periods, 99.5% system rate uptime during operational hours, and efficient handling of document uploads that holds up to 10MB per file.
- Security Requirements: Role-based access control to protect sensitive data, data encryption for sensitive information and to ensure application confidentiality. Secure session management, regular security patches and updates, and the system is compliance with data privacy regulations.
- Compatibility Requirements: Compatibility with the school’s existing IT infrastructure, responsive design for mobile and desktop devices, and cross browser compatibility.
- Usability Requirements: Intuitive navigation and user interface, clear instructions and tooltips for form completion, consistent design language across all modules, and comprehensive help documentation.
- Scalability Requirements: Ability to handle increasing application volumes year over year and Modular design to accommodate future feature additions.
- Compliance Requirements: Adherence to DepEd data privacy and security standards, alignment with school policies and admission procedures, and proper data retention and archiving policies.
- Documentation Standards: Comprehensive technical documentation, user manuals for different user roles, system architecture and database schema documentation and API documentation for future integrations.
Quality Assurance will be based on Agile methodologies emphasizing quality through iterative development, collaboration, and continuous improvement:
The following steps will be followed:
Defining Quality Standards: Quality standards for RCAMS will be defined and documented in this quality management plan and communicated to all stakeholders, including the project team, school administrators, and end-users.
Development Practices
- Implementation of coding standards and best practices
- Regular code reviews by senior developers
- Version control using Git with proper branching strategy
- Continuous integration to detect issues early
- Automated testing where applicable
- Documentation of all development processes
- Regular quality reviews throughout the development lifecycle
- Peer reviews of deliverables before submission
- Stakeholder reviews at key project milestones
- Formal quality audits to ensure compliance with standards
- Regular retrospective meetings
- Lessons learned documentation
- Process improvement initiatives
- Knowledge sharing sessions
- Web Content Accessibility Guidelines (WCAG) 2.1
- ISO/IEC 25010:2011 for software quality
- DepEd standards for educational software
- Data privacy and security best practices
The quality control process ensures all aspects of RCAMS meet defined quality standards and requirements:
- Code Review: Regular code reviews will be conducted to identify and rectify issues or bugs, maintain code consistency and readability, and ensure adherence to coding standards. All codes will be reviewed by at least one other team member before being merged into the main codebase.
- Unit Testing: Unit testing will validate the functionality and correctness of individual components. Tests will be executed frequently to detect and fix defects early. Key system functions will have comprehensive unit test coverage.
- Integration Testing: Integration testing will verify the proper functioning of integrated components, ensuring that interactions between modules, APIs, and databases function correctly. This includes testing the integration between all five core modules of RCAMS.
- User Acceptance Testing (UAT): UAT will involve end-users from SRCCMSTHS to simulate real-world usage scenarios and provide feedback on usability, functionality, and user experience. Issues and feedback will be recorded and prioritized for resolution. Key stakeholders including admission staff and school administrators will participate in UAT.
- Security Testing: Comprehensive security testing will identify and mitigate potential vulnerabilities, including testing for common security threats. Regular security audits and penetration testing will be conducted to ensure the protection of sensitive applicant data.
- Continuous Monitoring and Maintenance: RCAMS will undergo continuous monitoring and maintenance to ensure ongoing performance, security, and reliability. This includes monitoring logs, analyzing error reports, and applying updates and patches as needed.
The RCAMS project will implement a tailored quality control framework based on the ISO 9126 standards specifically adapted for educational admission systems. Rather than using generic Agile methodologies, we'll employ a hybrid approach combining Agile principles with education-specific quality metrics.
Quality control will be managed through a dedicated project dashboard in Jira (or similar tool) that tracks:
- System functionality metrics: Measuring suitability, accuracy, interoperability, and security of admission processes
- Reliability indicators: Tracking system uptime, fault tolerance, and recoverability during peak admission periods
- Usability measurements: Assessing understandability, learnability, and attractiveness for both applicants and administrators
- Performance efficiency: Monitoring response times during concurrent application submissions
- TALL stack-specific metrics: Code quality for Laravel, Tailwind CSS, Alpine.js, and Livewire components
- Application processing accuracy rate (target: 98%)
- System response time during peak loads (target: <3 seconds)
- User satisfaction scores from both administrators and applicants
- Security vulnerability assessment results
- Test coverage for critical admission workflows
- Browser/device compatibility verification
- Test date and environment
- Specific component or feature tested
- Actual vs. expected results
- Responsible team member
- Resolution status and timeline
- Admission workflow integrity: Ensuring applications move correctly through all stages
- Data validation: Verifying applicant information meets DepEd requirements
- Document handling: Testing upload/download functionality for admission documents
- Notification reliability: Confirming automated emails reach applicants promptly
- Analytics accuracy: Validating dashboard metrics match actual application data
Risk is an inherent part of any project. As organizations begin implementing new systems such as the Online Admission System, there will be uncertainties around cost, timeline, technology and user adoption that can impact success. This Risk Management Plan aims to prepare for such uncertainties by detailing structured approaches for identifying, analyzing, and mitigating risks before they escalate.
A sound risk management strategy ensures informed decision making, greater stakeholder confidence, and the flexibility to respond to both anticipated and unforeseen changes. The Online Admission System is categorized as a medium-risk project, scored at 24 on a 100-point scale. This scoring reflects moderate risk levels that, while manageable, require ongoing vigilance and a structured framework to address issues before they affect project objectives.
Before risks can be controlled or eliminated, the team must have a clear understanding of the project’s score, schedule, cost, and required resources. This plan serves as both a guideline and a working document that evolves as the project progresses. It defines necessary components such as threshold, reporting standards, and roles essential to keeping risks visible and manageable throughout the lifecycle of the project.
To establish an effective risk framework, the core project components must be clearly defined. This includes identifying the full scope of what is to be delivered, allocating time, assembling resources, and budgeting accordingly.
- Work Scope: This system will include applicant registration, document uploading, real-time notifications, and an administrative dashboard. Clear definition of deliverables allows the team to anticipate challenges like integration, feature creep, and system constraints.
- Schedule: This system will include applicant registration, document uploading, real-time notifications, and an administrative dashboard. Clear definition of deliverables allows the team to anticipate challenges like integration, feature creep, and system constraints.
- Resources: A capable and committed team is central to success. Risks related to human resources include absence, miscommunication, or skill gaps. Early identification of required skills helps mitigate these risks by allowing time for training or role reassignment.
- Cost Elements: Financial planning must consider both direct and indirect expenses. Risks such as fluctuating hosting prices or unforeseen design revisions can strain the budget. Contingency funds should be included to account for such deviations.
Baseline thresholds establish acceptable levels of deviation from the project plan. These thresholds help trigger action when performance begins to drift toward unacceptability.
- Schedule Baseline: The project should not finish earlier than 2.5 months (to ensure quality) and not exceed 4 months (to avoid scope and cost inflation). Delays beyond the maximum require escalation and replanning.
- Cost Baseline: Acceptable project costs range between ₱50,000 and ₱80,000. Spending below the minimum may suggest under-delivery, while overspending threatens the sustainability and approval of future phases
- Score Baseline: The system must, at a minimum, accept and store applications. The maximum scope includes features like real-time chat support and analytics. New features beyond this must be evaluated carefully to prevent derailing development.
Monitoring progress requires systematic, timely reporting that keeps all stakeholders informed. This section defines how reports are created, distributed, and reviewed.
- Format: Reports should include performance metrics, milestone updates, budget utilization, and risk tracking summaries.
- Frequency of Distribution: Weekly summaries will keep team members aware of short-term progress and risks. Monthly meetings offer strategic reflection and major decision-making opportunities.
- Distribution List: Reports are shared with the development team, school leadership, IT coordinators, and other identified stakeholders. Transparency ensures everyone has the same understanding of progress and challenges.
A successful risk management process requires active participation and accountability. Roles must be clearly assigned to ensure risks are not overlooked.
Project Manager: Oversees the entire risk strategy, facilitating meetings, ensuring documentation is up to date, and coordinating responses.
Development Team: Reports potential technical or performance risks as they arise and provides input on feasible mitigation strategies.
School Laison: Acts as the voice of the institution, raising risks tied to academic policy, user experience, or regulatory compliance.
This role distribution ensures no single individual is overwhelmed and promotes a culture where risk awareness is shared and actively addressed.
The Top three high probability and high impact risks to the project are
- Schedule Delays: A common and high-impact risk. Any slippage in design, development, or testing phases can create a domino effect, jeopardizing the project’s launch. Buffer time, regular check-ins, and agile adjustments are recommended.
- System Security: Breaches or weak encryption could compromise applicant data. This is both a reputational and legal risk. Best practices like HTTPS, access controls, and regular audits should be integrated from day one.
- Low Adoption Rate: Users unfamiliar with digital platforms may avoid the new system. Training materials, school-wide campaigns, and feedback loops can help increase trust and adoption.
The risk management approach for the Online Admission System is iterative, comprehensive, and embedded throughout the project lifecycle. It begins with proactive identification, followed by thorough evaluation and timely mitigation. Key principles include:
- Early Integration: Risk assessments begin during the planning phase and continue through development, testing, and deployment.
- Collaborative Input: All team members, from developers to school administrators, are encouraged to flag potential risks during meetings or reviews.
- Qualitative and Quantitative Analysis: Risks are rated based on impact (e.g., delay, cost, reputation) and likelihood (e.g., rare to frequent).
- Documentation: All risks are recorded in a shared risk register, with updates tracked throughout the project.
- Mitigation and Contingency Planning: For each risk, a detailed response plan outlines both preventive actions and fallback strategies.
- Continuous Improvement: The process evolves with lessons learned, helping refine future risk assessments.
Risks were identified through the following methods:
Systematic risk identification ensures that vulnerabilities are not missed and that potential threats are addressed before they become critical. Techniques used include:
- Team Brainstorming Sessions: Conducted at the beginning of each phase to uncover risks related to design, security, user experience, and deadlines.
- Expert Consultations: Input from school administrators and IT consultants helps foresee policy or infrastructure-related risks.
- Historical Analysis: Lessons from previous school tech rollouts or failed admission systems are reviewed to anticipate similar pitfalls.
- SWOT Analysis: Strengths, weaknesses, opportunities, and threats are analyzed to detect both internal and external risks.
- Templates and Checklists: Standardized tools provide structured prompts, reducing oversight and covering a broad spectrum of risk types.
After risks are identified, each one is analyzed based on its potential impact and the probability of it occurring. The following process is used:
- Risk Matrix Evaluation: Risks are plotted on a matrix (Low, Medium, High) according to their severity and likelihood, allowing the team to focus on what matters most.
- Scoring System: Each risk is assigned a numerical score that reflects its overall priority, enabling automated sorting and faster decision-making.
- Impact Categories: Risks are analyzed across five categories. Schedule, Cost, Scope, Quality, and Stakeholder Satisfaction so that the full impact is understood.
- Urgency Assessment: Immediate risks like server outages are flagged for real-time action, while potential risks are tracked and revisited periodically.
Risk monitoring is a dynamic process involving continuous observation, reassessment, and communication. It includes:
- Weekly Internal Updates: Short, focused team discussions track progress on mitigation tasks and identify any new risks.
- Monthly Stakeholder Reviews: More formal sessions assess the overall risk landscape, adjust priorities, and validate controls with the school leadership.
- Digital Risk Register: A centralized platform is maintained to log new risks, update mitigation plans, and set reminders for follow-up actions.
- Dashboard and Alerts: Visual indicators like color-coded status bars and email alerts highlight overdue or escalated risks.
- Lessons Learned Logs: Any resolved risk is documented with a summary of actions taken, contributing to a growing internal knowledge base.
The Risk Register for this project is a detailed record of all identified risks, including their likelihood of occurrence, potential impact, assigned priority, and mitigation strategy. Each risk is assessed during initial and ongoing project risk management sessions facilitated by the Project Manager. The development team and stakeholders collaborate to identify potential risks and classify them based on their severity and probability.
Each risk includes:
- A brief description of the risk
- Likelihood of occurrence (e.g., High, Medium, Low)
- Impact level on the project
- Priority rating based on combined likelihood and impact
- A mitigation plan to reduce or address the risk
- The designated risk owner responsible for monitoring and responding
1. Schedule Delay
- Likelihood: High
- Impact: High
- Priority: Critical
- Mitigation Strategy: Incorporate buffer time into the schedule and reallocate tasks when necessary
- Owner: Project Manager
- Likelihood: Medium
- Impact: High
- Priority: High
Owner: Development Lead
3. Low User Adoption
- Likelihood: Medium
- Impact: Medium
- Priority: Moderate
- Mitigation Strategy: Conduct user training sessions and develop clear communication campaigns to encourage usage
- Owner: School Liaison
The Risk Register will be maintained as a dynamic appendix to this Risk Management Plan and updated as new risks are identified or existing ones evolve.
The Communications Management Plan outlines the approach for effectively sharing project-related information among the RConnect project team, stakeholders, and decision-makers at Sen. Renato "Compañero" Cayetano Memorial Science and Technology High School (SRCCMSTHS). Clear and timely communication is essential to ensure collaboration, transparency, and alignment throughout the development and implementation of the RConnect Admission Management System (RCAMS).
- This plan defines the types of communication that will be used throughout the project, such as daily stand-up meetings, written reports, and online consultations.
- It outlines the tools and platforms that will support project communication, including Microsoft Teams, Jira, Open Project, SharePoint, and GitHub Wiki.
- It identifies the stakeholders involved in each type of communication to ensure that the right information reaches the appropriate individuals.
- It establishes the schedule and frequency of communications to maintain consistency and keep all parties informed.
- It clarifies the responsibilities of each team member in managing and delivering communication effectively.
- It also includes guidelines for how meetings will be conducted and how discussions and decisions will be properly documented.
The RConnect project team is committed to maintaining clear, timely, and effective communication throughout the project lifecycle. This ensures alignment between the development team, school administrators, technical advisers, and other stakeholders involved in the successful implementation of the admission management system. The following approaches guide the team's communication strategy:
- Proactive and Transparent Communication: The team will regularly provide updates on progress, challenges, and changes to ensure transparency. Team members are encouraged to promptly raise any blockers or concerns to avoid delays and resolve issues early.
- Clear and Consistent Messaging: All project-related communication will follow agreed-upon formats and templates, such as standard reporting formats, email subject lines, and file naming conventions. This ensures consistency across all communication and reduces the risk of misinterpretation.
- Multi-Channel Communication: The team will utilize a variety of communication platforms based on the audience and urgency of the message. Daily coordination will occur via Microsoft Teams, sprint tracking will be done through Jira/OpenProject, formal updates will be delivered via email and reports, while documentation will be stored and updated through SharePoint and GitHub Wiki. In-person or virtual meetings will be scheduled as needed.
- Open Feedback Culture: The project encourages active participation and feedback from all stakeholders. During sprint reviews and retrospectives, all members—including advisers and school representatives—will have the opportunity to share feedback that can improve both the product and the project process.
- Stakeholder-Centered Engagement: Communication will be tailored to meet the needs of various stakeholders, including technical leads, school administrators, and non-technical users. Technical updates will be simplified for school staff where necessary, and training materials will be designed with user accessibility in mind.
- Communication Change Management: The team understands that communication practices may need to evolve throughout the project. Any proposed changes to the communication process—such as shifting tools, adjusting report schedules, or adding new communication types—must be reviewed and approved by the Project Manager to ensure continuity and minimize disruptions.
- Documentation and Accessibility: Meeting minutes, status updates, and deliverables will be recorded and uploaded to SharePoint or GitHub Wiki to ensure that all team members and stakeholders can access critical information at any time.
While the project team aims to maintain smooth and consistent communication, there are certain limitations that may affect how and when information is shared.
- Stakeholder availability may be limited due to academic responsibilities and teaching schedules, which can delay feedback or approvals during critical phases.
- Internet access within SRCCMSTHS may experience occasional disruptions, especially during peak hours, which can affect the scheduling of online meetings or real-time coordination.
- Communication with external stakeholders, such as the Department of Education (DepEd), must strictly follow the school’s official communication protocols, which may result in delays or require formal approvals.
- All project-related communication must comply with institutional policies and data privacy regulations, particularly when handling applicant data, which may limit the use of certain platforms or restrict public sharing of information.
| Stakeholder | Information Needs | Frequency | Medium |
| Principal (Dr. Tolentino) | Milestone reports, budget updates, approval | Weekly | Email, Meetings |
| Vice Principal (Rian Loriega) | System updates, stakeholder feedback | Weekly | Email, In-person |
| Registrar / Admission Staff | Training, walkthroughs, feedback collection | Per feature | Meetings, Demos |
| IT Department (Mr. Calderon) | Deployment details, support coordination | As needed | MS Teams, Email |
| Project Adviser (Mr. Quesada) | Weekly updates, sprint progress | Weekly | MS Teams, Consults |
| Development Team (Sentinels) | Daily coordination, sprint reviews | Daily | MS Teams, Jira |
- Project Manager: Oversees all communications, prepares reports, leads status meetings
- SCRUM Master: Facilitates Agile ceremonies and ensures task progress visibility.
- Documentation Lead: Manages documentation, reports, and meeting notes.
- Project Adviser: Provides academic oversight and approves academic deliverables.
- Backend Developer: Communicates progress on backend development, API integration, and database-related tasks; raises technical blockers early.
- Frontend Developer: Coordinates UI/UX development updates, ensures alignment with design specs, and reports issues related to responsiveness or usability.
- Stakeholders / Sponsor: Receive milestone updates and provide project approvals.
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 | Contact Email |
|---|---|---|
| Project Manager, Team Sentinels | Anamika Nepomuceno | [email protected] |
| Lead Developer, Team Sentinels | Reejay Salinas | [email protected] |
| Documentation Manager, Team Sentinels | Althea Noelle B. Sarmiento | [email protected] |
| Quality Assurance Lead, Team Sentinels | James Albert Developer | [email protected] |
| Implementation Support Specialist | John Emmanuel Piala | [email protected] |
| System Integration Specialist | Ichiro Emmanuel Pongos | [email protected] |
| Tool / Platform | Purpose |
|---|---|
| Microsoft Teams | Real-time messaging, daily stand-ups, file sharing |
| Jira / OpenProject | Task tracking, sprint planning, backlog management |
| Google Meet | Stakeholder and sprint review meetings |
| SharePoint | Document storage, access to official project files |
| GitHub Wiki | System documentation and developer references |
| Formal updates, approvals, and milestone communication |
| Communication Type | Audience | Frequency | Owner | Format |
|---|---|---|---|---|
| Daily Stand-up | Development Team | Daily | SCRUM Master | Teams Chat / Video Call |
| Sprint Planning | Development Team, Project Adviser | Bi-weekly | SCRUM Master | Online Meeting |
| Sprint Review | Development Team, Adviser | Bi-weekly | Project Manager | Google Meet |
| Stakeholder Update | Principal, Vice Principal | Bi-weekly | Project Manager | Report / Email |
| Feature Coordination | Backend & Frontend Developers | As needed | Backend / Frontend | Teams Chat / GitHub |
| Deployment Sync | DevOps, Backend Dev, IT Support | As needed | DevOps | Teams / Email |
| Bug Reporting & QA Updates | QA Tester, Developers | During Testing | QA Tester | Teams, OpenProject |
| Documentation Upload | Dev Team, Adviser, Registrar | As updated | Documentation Lead | SharePoint, GitHub Wiki |
| System Training | Registrar, IT Department | Upon Deployment | Documentation / QA Lead | Live Demo / Training PDF |
| Final Presentation | All Stakeholders | End of Project | Project Manager | In-person / Online |
| Academic Check-in | Project Adviser, Dev Team | Weekly | Project Manager | Teams or In-person |
| Change Request Evaluation | PM, Stakeholders, Developers | As needed | Project Manager | Email / Meeting Minutes |
Meetings are essential to maintain collaboration, track progress, and make informed decisions. The following guidelines ensure meetings are productive, purposeful, and aligned with the project’s communication strategy:
- All meetings must have a clearly defined agenda shared at least one day in advance. This helps participants prepare relevant updates, documents, or decisions.
- Meetings must be time-boxed to avoid delays and ensure discussions stay on track. Typical duration:
- Daily Stand-ups: 10 - 15 minutes
- Sprint Planning/Review: 1 - 2 hours
- Stakeholder Meeting: 45 - 60 minutes
- Daily Stand-up meetings will follow the Agile format: “What was done yesterday?”, “What are today’s goals?”, and “Are there any blockers?” The SCRUM Master facilitates this.
- Sprint Reviews must include a short walkthrough or demo of completed modules (e.g., Online Application Portal, Analytics Dashboard), highlight unfinished tasks, and gather constructive feedback.
- All feedback, action items, and decisions made during meetings must be documented by the assigned member and uploaded to SharePoint or GitHub Wiki.
- For meetings involving external stakeholders (e.g., school admins, IT personnel), documentation must include clear next steps, responsible persons, and expected delivery timelines.
- Meeting attendance is tracked, and any absences must be justified and communicated beforehand to avoid misalignment.
To maintain professionalism, consistency, and security in all forms of communication, the following standards will be observed:
- All internal and external communication must use professional, respectful, and inclusive language. Jargon should be minimized when addressing non-technical stakeholders.
- Documents must be saved with timestamps, author initials, and version control tags (e.g., V1.0, V1.1 Final).
- Sensitive information, especially applicant data, must be communicated only through secure channels such as SharePoint or encrypted email, and only with authorized recipients.
- Chat tools (e.g., Microsoft Teams) are preferred for informal or urgent coordination, but key decisions must still be formalized in email or documented in project records.
- Communication tone must remain solution-focused and collaborative, especially when discussing blockers, delays, or bugs.
Issues in communication, alignment, or responsiveness must be addressed promptly to avoid project delays. The following escalation procedure will be followed:
- Any communication-related concern (e.g., lack of updates, missed documentation, unclear tasks) must be reported to the Project Manager within 24 hours.
- If the issue is unresolved or becomes urgent (e.g., a missed stakeholder deadline, repeated non-response), the Project Adviser will be informed to intervene or mediate.
- Critical issues such as misalignment with institutional policies, scope creep, unresolved stakeholder conflict, or budget concerns will be escalated to the Principal or Vice Principal for official action.
- All escalations must be documented in the Project Log (SharePoint), indicating:
- Date reported
- Nature of the issue
- Parties involved
- Action taken
- Resolution date
- If a pattern of recurring issues is observed (e.g., multiple missed sprint updates), a formal team retrospective will be conducted to review root causes and improve communication procedures.
| Term | Definition |
|---|---|
| SCRUM | An Agile framework for iterative project development through short sprints. |
| Jira | A software tool for tracking tasks, issues, and sprint progress. |
| SharePoint | A cloud-based platform for document storage and team collaboration. |
| GitHub Wiki | A documentation platform integrated with the project’s source code repository. |
| Microsoft Teams | A communication tool used for team chat, video meetings, and file sharing. |
| OpenProject | An open-source tool for managing tasks, Gantt charts, and Agile boards. |
The Change Management Plan for the RConnect Admission Management System project establishes how changes will be identified, reviewed, and controlled throughout the project lifecycle. It defines what constitutes a change, outlines the responsibilities of the Change Control Board, and describes the process of submitting and approving change requests. All stakeholders involved in the project are expected to follow this plan to ensure that changes are managed consistently and efficiently.
The Change Management approach for the Renato Connect Admission Management System Project ensures that all proposed changes are clearly identified, reviewed, and agreed upon before implementation. This approach guarantees that only changes aligned with the project goals and scope are approved, helping maintain focus and resource efficiency.
The approach involves three key focus areas:
- Confirming that changes are within the project scope and add value to the system or process.
- Planning how each change will be implemented smoothly and effectively.
- Managing the change process from approval through to completion, including communication with all stakeholders.
Changes may arise throughout the Renato Connect Admission Management System Project that require evaluation and possible approval. These changes can vary in nature and impact, and depending on their significance, the project plan and related documents will need to be updated. Clear communication of approved changes to all stakeholders is essential. Common types of changes include:
- Schedule Adjustments: Modifications that affect the existing project timeline. Depending on how significant the impact is, this might involve accelerating tasks, extending deadlines, or revising the overall schedule baseline.
| Role | Name | Contact | Responsibilities |
|---|---|---|---|
|
Change Control Board Chair Project Sponsor |
Dr. Arturo A. Tolentino | [email protected] |
|
|
Change Control Board Member Project Manager |
Anamika Nepomuceno | [email protected] |
|
|
Change Control Board Member Product Owner |
Reejay Salinas | [email protected] |
|
Below are the defined roles and their responsibilities for managing changes within the D7 Auto Service Center Web-App Project:
Project Sponsor:
- Authorize any adjustments to the project budget or funding.
- Approve modifications to the project schedule baseline.
- Sanction changes affecting the project scope.
- Receive and document all change requests submitted by stakeholders.
- Perform an initial assessment of the change’s impact on risks, costs, schedule, and scope before the Change Control Board (CCB) review.
- Clarify any ambiguities or questions with the change requester.
- Update project documentation to reflect all approved changes.
- Actively participate as a member of the Change Control Board.
- Lead the change initiatives and keep all stakeholders informed about upcoming changes.
- Develop and enforce a change management plan that addresses resistance and ensures smooth adoption.
- Identify and manage risks and issues that could arise from the change.
The change management process for the Renato Connect Admission Management System (RCAMS) project follows the organization’s standard procedure for handling project changes. The Project Manager is responsible for managing and carrying out the change management activities for every submitted change request.
1. Recognize the need for a change (Stakeholders) – Anyone involved can submit a detailed change request form to the Project Manager when they identify something that needs to be updated or modified.
2. Record the request (Project Manager) – The Project Manager logs every change request in a register to keep track of all proposed changes during the project.
3. Analyze the change (Project Manager, Team, Requestor) – The Project Manager reviews how the change might affect risks, costs, schedule, and scope. They may consult with the team and the person who requested the change for more details.
4. Present the change for review (Project Manager) – The Project Manager forwards the change request along with the initial analysis to the Change Control Board (CCB) for their evaluation.
5. Decision-making (CCB) – The Change Control Board reviews all the information and decides whether to approve or reject the change.
6. Execute the change (Project Manager) – When a change is approved, the Project Manager updates the project documents and adjusts the project baseline as needed.
| Status | Description |
|---|---|
| Submitted | A change request has been sent in but hasn’t yet been analyzed by the Project Manager. |
| In Review | The Project Manager is currently assessing the impact of the change. |
| Approved | The Change Control Board has approved the request, and it’s ready to be put into action. |
| Denied | The change request was reviewed but not approved. |
| In Progress | The approved change is currently being worked on. |
| Verifying | The change is being checked to make sure it was implemented correctly. |
| Closed | The change has been fully completed, tested, and any necessary updates have been released. |
This Transition Out Plan defines the processes for transferring the Renato Connect Admission Management System (RCAMS) from Team Sentinels to Sen. Renato "Compañero" Cayetano Memorial Science and Technology High School's (SRCCMSTHS) IT department. The plan ensures a smooth transition that enables the school to effectively maintain, operate, and further develop the system after project completion.
Sentinels began working with SRCCMSTHS in March 2025 to develop a cloud-based admission management system that streamlines the school's manual admission processes. The system includes five core modules: Landing Page, Online Application Portal, Admission Management, Inquiry Management, and Analytics Reporting. The transition period is scheduled from October 1, 2025, to November 21, 2025, following the system deployment and staff training phases.
| Name | Role | Description |
|---|---|---|
| Anamika Nepomuceno | Project Manager, Team Sentinels |
|
| Reejay Salinas | Lead Developer, Team Sentinels |
|
| Althea Noelle B. Sarmiento | Documentation Manager, Team Sentinels |
|
| James Albert Developer | Quality Assurance Lead, Team Sentinels |
|
| John Emmanuel Piala | Implementation Support Specialist |
|
| Ichiro Emmanuel Pongos | System Integration Specialist |
|
| Dr. Arturo A. Tolentino | Principal, SRCCMSTHS |
|
| Rian Amaranto Loriega | Vice Principal, SRCCMSTHS |
|
| Joevilzon M. Calderon | Teacher II - ICT, SRCCMSTHS |
|
Team Sentinels will remain independent from SRCCMSTHS after project completion. However, the team will be available for post-implementation support for a period of 30 days following the formal handover. This support includes:
- Bug fixes for any critical issues discovered after deployment
- Technical consultation for the school's IT staff
- Clarification of documentation and system functionality
The following activities will be executed during the transition period:
| Component | Action |
|---|---|
| Cloud Infrastructure | Verify proper configuration of cloud hosting environment and transfer access credentials to SRCCMSTHS IT staff |
| Database | Confirm successful migration of historical admission data with 100% accuracy verification |
| System Performance | Conduct final performance testing to ensure 95% uptime during peak admission periods |
| Security | Verify implementation of all security measures in compliance with DepEd data privacy regulations |
| Documentation | Finalize and deliver all technical and user documentation |
| Training | Complete staff training with at least 90% demonstrating system proficiency |
| Enhancement Recommendations | Deliver recommendation document outlining potential system improvements |
SRCCMSTHS will be granted full ownership rights to the RCAMS system, including all source code, documentation, and design assets. Team Sentinels will retain the right to reference the project in their portfolio but will not reuse school-specific components or data in other projects.
The following user accounts will be created in the production environment and transferred to SRCCMSTHS:
| Account Name | Role | Description |
|---|---|---|
| admin | System Administrator | Full system access for IT staff |
| admission-staff | Admission Staff | Access to manage applications and inquiries |
| principal | School Principal | Access to view all modules and reports |
| vice-principal | Vice Principal | Access to view all modules and reports |
Knowledge transfer will be facilitated through the following activities:
1. Documentation Handover: Complete technical documentation including:
- System architecture diagrams
- Database schema
- API documentation
- Source code documentation
- User manuals for each role
- Troubleshooting guides
- Backup and recovery procedures
- Administrator training for IT staff (2 sessions)
- End-user training for admission staff (3 sessions)
- Executive overview for school leadership (1 session)
- Transfer of GitHub repository with all source code
- Access to project management tools (Jira)
- Handover of design assets (Figma)
- Shadowing sessions where SRCCMSTHS IT staff observe Team Sentinels handling support requests
- Gradual transition of support responsibilities
- Establishment of escalation procedures for critical issues
| Milestone | Date | Activities |
|---|---|---|
| Transition Initiation | October 1, 2025 | Begin formal transition process, establish transition metrics |
| Documentation Finalization | October 8, 2025 | Complete all system documentation and training materials |
| Knowledge Transfer Sessions | October 11–23, 2025 | Conduct technical and operational knowledge transfer sessions |
| Parallel Operations | October 24 – November 3, 2025 | Run supervised system operations with client staff |
| System Optimization | November 4–12, 2025 | Perform final system adjustments and optimization |
| Final Documentation Delivery | November 15, 2025 | Deliver final versions of all documentation |
| Formal Handover | November 18, 2025 | Complete transition and obtain client sign-off |
| Project Closure | November 21, 2025 | Conduct post-implementation review and formal project closure |
The final handover will be approved by the Project Sponsor, Dr. Arturo A. Tolentino, Principal of SRCCMSTHS, with Vice Principal Rian Amaranto Loriega serving as the secondary approver. Acceptance criteria include:
1. Successful completion of User Acceptance Testing with at least 80% of test cases passed
2. Complete migration of historical admission data with 100% accuracy verification
3. Delivery of comprehensive technical and user documentation
4. Completion of staff training with 90% demonstrating system proficiency
5. Implementation of all security measures in compliance with data privacy regulations
6. Delivery of a recommendation document outlining potential system enhancements
The formal project closure will occur only after all deliverables have been accepted, all documentation has been completed, and the system has been in successful operation for a minimum of two weeks following deployment.