G06 J3 Mart RAMinders - apcjlquesada/APC_2024_2025_3rd_Term_PROJMAN GitHub Wiki
RAMinders: An Announcement, Inquiry, Event Reminders System for the Asia Pacific College (APC) Office of The Registrar
NAME |
|
Jose Eugenio L. Quesada |
NAME |
|
Roselle Wednesday L. Gardon |
NAME |
ROLE |
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Justine Denise Hernandez |
Project Manager |
|
Jorenzo Martin Reyes |
Product Owner |
|
Omar Decena |
Systems Analyst |
|
Arwen Catubig |
Business Analyst |
|
Kyla Amor Pantino |
Documentation Lead |
Company Name: |
Asia Pacific College |
| Company Logo |
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Address: |
3 Humabon, Makati, 1232 Kalakhang Maynila |
Contact Number: |
+63 2 8852 9232 / +63 2 8852 9670 |
Line of Business: |
School |
Type of Customers: |
Asia Pacific College Community |
Stakeholders: |
Kimberly Malate |
Number of Employees: |
TODO |
At Asia Pacific College (APC), the Office of the Registrar currently shares announcements through platforms like Outlook, the RAMS Portal, and the APC website. However, the platforms serve different purposes and are not always maximized for timely and effective communication. The students also often miss important updates due to the volume of emails across different departments, and delayed responses to inquiries. Hence, students are unaware of crucial information unless they are prompted directly.
Based on the team’s preliminary survey (see 10.1 Appendix Survey Findings), to measure the effectiveness of the current announcement system of 35 students from different programs, the results showed that a portion of students either rarely or never check their Outlook emails for announcements, 26% rarely check and 8% never check emails. Additionally, 48% of the respondents acknowledged that they miss important announcements, with the reasons being email overload, assuming messages were not urgent, or not noticing the emails in their inbox.
The proposed project aims to implement RAMinders, an application built using Microsoft Power Apps and integrated within MS Teams, is anticipated to improve the effectiveness of the communication of the APC Office of the Registrar with students by November 2025. The key anticipated outcomes include:
- An improved visibility and engagement of the important announcements by centralizing updates within MS Teams and reinforcing them in Outlook emails and MS Teams chat
- A reduced volume of redundant inquiries through an AI-powered chatbot assistance that can respond to common questions about enrollment, schedules, deadlines, to allow the staff to focus on complex concerns of students
- An easier management of APC events and schedules through a dynamic calendar that helps students to stay updated while also helping the Registrar to organize timelines of each term in an academic year
- A better student experience through seamless integration with MS Teams to ensure timely, and relevant updates in a user-friendly format
- Data-driven insights through engagement metrics to analyze which announcements are being viewed and timing strategies
As a solution to the issues that were enumerated, it is recommended for APC to implement RAMinders, using the Power Apps per app $5 per user/month license model (Corporation, 2025). This model offers a scalable and cost-efficient solution with the following benefits:
- Custom app hosting and access. Each license enables a user to run one custom app (or website)
- Workflow integration. Allows for automation of repetitive tasks, such as email dissemination and reminders
- Dataverse support. Comes with default Dataverse capacity (50 MB database, 400 MB file storage per license)
- AI Builder credits. Includes 250 AI credits per license, which support intelligent chatbot responses and Copilot features
- Built-in admin governance. Through Managed Environments, to ensure proper control and scaling
The APC community already uses Microsoft 365 tools, and Power Apps provides an efficient way to expand the environment, without introducing an entirely new platform. RAMinders was initiated over the predominantly email-only system because of poor to no engagement rates, where 48% of students reported missing important announcements due to email overload from different senders of different schools and departments, or inattention.
Without the implementation of RAMinders, the Office of the Registrar may continue to experience challenges in ensuring a timely visibility and courses of action on announcements. The absence of an engagement metric also limits the Registrar’s ability to evaluate and refine their communication strategies. RAMinders not only addresses these concerns but also provides measurable benefits:
- Real-time updates for students and staff
- Automated responses to frequently asked questions
- Dynamic calendar management through import and export features
- Insights into effective communication via engagement analytics
| Designation | Name | Project Client |
|---|---|---|
| Registrar | Mr. Kimberly Malate | Project Adviser |
| Program Director | Ms. Roselle Wednesday Gardon | Computer Science |
| Project Consultant | Mr. James Raphael Ibay | I.T Resources Office Power Platform Developer |
| Project Manager | Justine Denise Hernandez | Project Manager/Scrum Master |
| Team Leader | Jorenzo Martin Reyes | Project Leader/Product Owner |
| Team Member | Arwen Catubig | Minutes Documenter / OpenProject Manager |
| Team Member | Omar Decena | Minutes Documenter |
| Team Member | Kyla Amor Pantino | Developer |
The announcements provided by the Registrar are often overlooked by students, which poses a challenge in their awareness of academic affairs. This results in, at a minimum, 30 inquiry emails made by the students addressed to the Office of the Registrar. Apart from this the Registrar’s sole communication channel is through Outlook; a lot of students, if not most, admit to not looking at their school email accounts in Outlook for announcements made by the Registrar. Additionally, there is currently no system in place to measure awareness and engagement of the APC community with the Registrar’s announcements.
The Registrar of APC wants to adopt an all-in-one system where they would be able to send announcements to 3 different communication channels such as the RAMinders application itself, Outlook, and MS Teams and plot out the academic calendar. The Registrar would only have to use the RAMinders application for their announcement methods.
The proposed solution of the team is to create the RAMinders app which provides a centralized solution for the Registrar as well as the APC Community. RAMinders provides a way for the Registrar to send their announcements to the RAMinders app itself, Outlook, and MS Teams chat through the workflow bot. The project aims for the Registrar to use the RAMinders application for sending announcements, creating the academic calendar, and looking at the analytics of the application.
There isn’t a need to migrate since the APC has no system in place like the proposed system of the team. However, there is a need for a Power Apps license for users to access the application. There are 15 licenses in place for the whole APC community to use. The type of license APC has for the whole institution is the Power Apps per app per user type of license. One license provides one access to one user per month.
A standard scenario would be like the following: 15 users or APC community members can have concurrent access to the application. If this number exceeds, the access for the first user who has accessed the application would be transferred to the latest user who has accessed the application. One use case is even if the number of accesses exceeds 15 the first user would still have access to the application for a month from their first logged sessions, after which their access would be receded.
The RAMinders system is a one-stop point for announcements, event reminders, and inquiries to make communication more efficient for the APC Community. The goal of RAMinders is to address issues of fragmented communication channels, which often result in missed updates, email overload, and delayed responses, by offering an accessible and centralized platform where the APC community can receive registrar-related announcements and event reminders while being notified in real-time. Students can also ask academic questions through an inquiry chatbot.
At the administrative end, the Office of the Registrar can easily post formatted announcements, maintain a calendar of events, and view analytics charts through an admin dashboard. The project was built through Agile practices, with step-by-step development relying on client and user feedback to make it usable, functional, and responsive.
The project team's goal is to create an announcement, inquiry and event reminder system in Microsoft Teams that provides an interactive and interactive communications platform for the APC community. They will create a centralized and accessible AIER System for the APC Office of the Registrar and APC Community on or before the end of A.Y. 2025-2026. The system will be a single portal for making official announcements, registrar-related events, and helping students with academic questions through an integrated chatbot – minimizing the use of email. For this, their specific objectives are:
- To create and implement an engagement metric to track and measure user interaction with announcements from the Office of the Registrar.
- To enhance the reach and visibility of the Office of the Registrar's announcements by 200%.
- To reduce Outlook-based Registrar inquiries by at least 50%, by redirecting common inquiries to the RAMinders Copilot chatbot.
To evaluate the performance and outcomes of the proposed project for developing an Announcements, Inquiry, and Event Reminders system for APC’s Office of the Registrar, the following measures should be considered:
| Key Resource/Process/Service | Performance Measure |
|---|---|
| RAMinders Platform |
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| Announcements and Event Reminders |
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| Inquiry Chatbot |
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| Email Inquiry Reduction |
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| Registrar Administrative Processes |
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Several preliminary assumptions were made in the planning and development of the AIER system:
- The client (The Registrar or designated team) will adhere to data privacy and security standards, in accordance with APC's Data Privacy Policies, after the complete deployment of the system.
- The success of the project depends on the cooperation and consistent participation of the Registrar’s Office during testing, feedback, and deployment phases.
- The APC community has regular access to internet-connected devices and is familiar with using application systems.
- The RAMinders system will secure the application license required for deployment, so that users can access the platform without needing individual PowerApps licenses.
- Upon handover, the designated personnel from the Registrar’s Office will be sufficiently proficient in the technology to manage, maintain, and update the application as needed for continuous use.
- Members of the APC community have access to Microsoft Teams, which is required to access and use the RAMinders application.
Timeline: The project must be completed by the team based on the agreed timeline. Objectives that are set by the team should be accomplished within the specified deadline. If there is a delay in the completion of the project, the project client should be notified and must agree to the proposed extension of the deadline. The team should take accountability and ensure the timely completion of the project.
Permissions: The project consists of performing processes that include accessing sensitive information. The team must secure the necessary permissions to access and execute such processes before proceeding with the development of the project to avoid breaching personal information.
Licenses: Since the project is centered around Microsoft Power Platform, the development consists of accessing different kinds of licenses before proceeding to use the said services of Power Platform. The team should then identify the required licenses, coordinate with the project client and necessary offices to inquire to acquire them, and ensure all components used during development are properly licensed in accordance with Microsoft’s terms and policies.
| Date | Description |
|---|---|
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Initiation Phase Apr 19, 2024 – May 05, 2024 |
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Planning Phase May 07, 2024 – June 14, 2024 |
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Designing Phase Aug 19, 2024 – Oct 28, 2024 |
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Development Phase Dec 17, 2024 – Feb 14, 2025 |
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Testing Phase March 21, 2025 – July 10, 2025 |
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Deployment Phase July 19, 2025 – Sept 25, 2025 |
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Project Closing Sept 2025 – Nov 2025 |
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Upon aligning the RAMinders: An Announcement, Inquiry, Event Reminders System with the strategic goals and objectives of the office of the registrar in Asia Pacific College. The office would benefit by gaining:
-
Engagement Metric for Announcement Interaction
The proposed system would include an engagement metric that can track and measure interaction between the Office of the Registrar’s announcements. -
Enhance Visibility by 200% via Digital Integration
The proposed system would also enhance the visibility of the Registrar's announcements by integrating digital platforms, targeting a 200% increase in reach and visibility. -
Reduction in Outlook Inquiries
The proposed system would aim to reduce the Registrar-related inquiries in Outlook upon the implementation of the app.
Option 1: Status Quo (Doing Nothing)
In this option, the Office of the Registrar will continue using only the existing platforms, Outlook and the APC website, and current communication methods. The proposed project will not be deployed as a supplementary platform for registrar-related information.
Pros:
- No new system implementation costs or resource allocation needed
- Maintains the current workflow without disruption
- No additional training required for staff or students, since they are already familiar with the current platforms
- Fragmented communication channels will persist, leading to possible missed announcements, delays, or information overload
- Lack of an accessible inquiry feature (such as the chatbot), which could slow down student support and increase email traffic
- No integrated analytics or monitoring tools to track engagement or optimize communication efforts
In this option, a custom application (similar to BreakThru) would be developed using the Microsoft Teams Toolkit and integrated into the existing MS Teams APC environment. It will serve the same purpose of centralizing registrar-related information.
Pros:
- No need for an onboarding or platform switching period as most users are already used to the platform
- Integration within the Microsoft space allows for seamless and smoother deployment, authentication, and user access
- Notifications and updates would also be integrated within Microsoft Teams, reducing the chance of missed information
- Limited customizability compared to standalone apps
- Reliance on Microsoft Teams infrastructure—outages or slowdowns would affect all users
- Development may require specific expertise and be limited by Microsoft’s update cycles or toolkit constraints
An entirely separate app, not embedded in MS Teams, will be built to centralize registrar-related announcements, events, inquiries, and analytics.
Pros:
- Greater control over the app’s UI and functionality
- Potential to expand the app into an all-in-one platform for APC student services
- Higher development, testing, deployment, and maintenance costs
- Requires users to download a secondary application, which could discourage adoption
The RAMinders project was initiated in response to the challenges faced by the Office of the Registrar at Asia Pacific College (APC) in disseminating announcements and responding to the inquiries of students effectively. Currently, information is shared through various platforms such as Outlook, the RAMS Portal, and the APC website. Based on a preliminary survey conducted among students from various programs (See Appendix), many have reported that 26% rarely check and 8% never check emails for announcements. To add, 48% of the respondents acknowledged that they miss important announcements due to email overload, assuming messages were not urgent, or not noticing the emails in their inbox.
To address this, the RAMinders project aims to improve the communication system in APC by integrating it into Microsoft (MS) Teams. The platform will serve as a unified supplementary portal for announcements, event reminders, and automated responses to common inquiries. With the use of Microsoft Power Apps, RAMinders seeks to enhance the visibility of announcements across the department. It is well-received by the APC community and it minimizes the administrative workload of the Office of the Registrar.
This project will help the Office of the Registrar at Asia Pacific College (APC) to develop a centralized AIER system integrated into MS Teams. It aims to improve communication and service of the Office of the Registrar by managing how announcements are disseminated, how student inquiries are handled, and how events are tracked on the calendar. Hence, this project will benefit the following:
- Registrar Staff — They will spend less time answering common questions via Outlook and will allow them to focus more on administrative tasks.
- Students — They will be able to access all announcements, and event schedules in one place to improve their awareness of important updates. Their inquiries can also be answered quickly through the Copilot chatbot, even outside office hours.
- IT Team — The system will be developed using Power Apps and integrated into MS Teams, which simplifies access for students and staff while utilizing existing platforms already in use by APC.
- Future Developers — The project can serve as a model for similar communication systems in other departments or institutions, especially for those who are using both MS Teams and Power Platforms.
The business objectives for this project are in direct support of APC's strategic plan to enhance communication, reduce inquiry overload, and make important academic information more accessible for students and staff.
- To develop a measurable system to track user engagement of announcements from the Office of the Registrar to assess its visibility over time.
- To boost the reach and visibility of official announcements by 200% from its digital integration in MS Teams.
- To reduce the number of common registrar-related inquiries by at least 50% through the Copilot chatbot feature.
The project aims to develop a centralized system for the APC Office of the Registrar that integrates announcements, event reminders, and inquiry management into a single platform in Microsoft Teams. The system is intended to increase the effectiveness of communication, reduce missed updates, and automate inquiry management for the APC community.
The project will involve building an application where administrators may publish events and announcements and users may receive information and send school-related questions via a chatbot. It will be developed based on client feedback and iterative improvements to make sure that the system will be deployed, accessible, usable, and in compliance with the Office of the Registrar and the broader APC community’s needs.
Upon completion, the RAMinders system will be a centralized, integrated communication system that will enhance the delivery and management of registrar-specific information across APC.
The objectives which mutually support the milestones and deliverables for this project have been identified. To achieve success on the RAMinders project, the following objectives must be met within the designated time and budget allocations:
- To create and implement an engagement metric to track and measure user interaction with announcements from the Office of the Registrar.
- To enhance the reach and visibility of the Office of the Registrar's announcements by 200%.
- To reduce Outlook-based Registrar inquiries by at least 50%, by redirecting common inquiries to the RAMinders Copilot chatbot.
- To deliver a fully functional and tested system that is integrated into Microsoft Teams and ready for institutional use within the approved project schedule and budget.
- The solution must provide a centralized platform for Registrar-related announcements, events, and inquiries.
- The application must let the Office of the Registrar schedule and distribute announcements to targeted groups within the APC community.
- An admin dashboard must be available for the Registrar’s Office to view system analytics, including feedback metrics and announcement engagement.
- The system must be deployed with appropriate licensing, and users should not need to have a PowerApps license to be able to access the RAMinders application.
- The system must be accessible through Microsoft Teams for all APC students and staff using their institutional accounts.
- The final solution must be fully functional and tested within the agreed project timeline and budget.
The RAMinders project must operate within the following restrictions and limitations:
- The project has to be completely designed, tested, and deployed by the end of Academic Year 2025-2026.
- The project is based on Microsoft 365 applications such as PowerApps, Power Automate, and Teams. If there are any limitations or changes to these services, they may affect development or performance.
- The project team consists of a few developers and administrative personnel and hence careful workload schedule and prioritization need to be performed.
- Accessing confidential or internal data during the project's execution needs coordination and approval. All permissions must be obtained before the development begins.
- Microsoft Power Platform tool usage licenses need to be set up and procured in advance, in consultation with APC's IT or administrative personnel.
These are the conditions that the project team expects to be true while carrying out the project. These assumptions guide the planning and progress of the project:
- The team will have timely access to the client for consultations, testing, and reviews, so that feedback and coordination can happen without delays.
- Microsoft Teams and* Microsoft Power Platform tools will be accessible during the entirety of the project.
- Key stakeholders will give their feedback and approvals on time to avoid delays in the project timeline.
- All needed tools (hardware, software, and stable internet) will be available to both the project team and users to avoid interruptions during all phases.
- Upon handover, the designated personnel from the Registrar’s Office will be sufficiently proficient in the technology to manage, maintain, and update the application as needed for continuous use.
- The required licenses and hosting setup will be ready before the system is scheduled to be deployed so the team can proceed without technical blocks.
The RAMinders project will include the design, testing, and delivery of a brand-new system for the Registrar in dissemination of announcements, creation of the academic calendar, and responding to inquiries of the APC Community. The project included an application embedded into MS Teams; a dashboard created in Power BI hosted in the application itself; Power Apps as the main development tool for the project as well as its hosting capabilities.
The RAMinders project may face various risks that may affect the deployment and expected results of the execution of the project. Here are some of the potential risks that is possible to encounter after the deployment of the RAMinders project:
- External and Internal threats on the deployed system.
- Potential disruption of work and loss of data due to internet outage or power outage.
- Potential data theft or data loss due to potential security breaches.
The following deliverables must be met upon the completion of the RAMinders application for the project to be deemed successful:
- Fully functional MS Teams embedded application
- Fully furnished dashboard created in Power BI
- Project documentation for the project
- Business Case
- Communications Management Plan
- Cost Management Plan
- Human Resources Plan
- Project Change Management Plan
- Project Charter
- Quality Management Plan
- Risk Management Plan
- Schedule Management Plan
- Scope Management Plan
- Stakeholder Analysis
- Stakeholder’s Management Strategy Plan
- Transition Out Plan
- Work Breakdown Structure
The summary of each milestone is presented below in a table format. Requirements are more clearly defined as this schedule might be tentative. Any changes will be communicated through sprint planning meetings and sprint review meetings.
| Date | Description |
|---|---|
|
Initiation Phase Apr 19, 2024 – May 05, 2024 |
|
|
Planning Phase May 07, 2024 – June 14, 2024 |
|
|
Designing Phase Aug 19, 2024 – Oct 28, 2024 |
|
|
Development Phase Dec 17, 2024 – Feb 14, 2025 |
|
|
Testing Phase March 21, 2025 – July 10, 2025 |
|
|
Deployment Phase July 19, 2025 – Sept 25, 2025 |
|
|
Project Closing Sept 2025 – Nov 2025 |
|
The success of the project will be considered approved once all the necessary deliverables have been completed. This includes:
- The proposed system is being utilized by the Office of the Registrar as another means to disseminate information to the APC Community.
- The system is fully functional with all the features while exhibiting zero to minor issues
- All-important documentation such as the Project Manual, Project Paper, had been submitted along with the functional system.
- Approval from the group’s project adviser along with the panelist during the project defense.
- A formal sign-off document must be signed by the Office of the Registrar with the project adviser.
Justine Denise Hernandez has been appointed to be the project manager for the duration of the RAMinders project. Ms. Hernandez’s responsibilities include managing the project tasks, communicating with the team and the client, setting up feasible deadlines for the development of the project. All team members have agreed on these authorities to ensure productivity and efficiency of the development process. The team is composed of five (5) students: Ms. Hernandez from BSCS-SS and three others, including one member from BSCS-IT. Ms. Hernandez is assigned to coordinate with Mr. Jojo Castillo regarding the necessary licensing and development tools required for the project.
The goal of the stakeholder management strategy for the RAMinders project is to ensure meaningful involvement and meet the clear expectations of all stakeholders across each stage of the project. This involves understanding and communicating the needs and interests of the stakeholders and making sure that the project continues to serve its purpose for the APC community.
The RAMinders project aims to address the challenges faced by the Office of the Registrar at Asia Pacific College (APC) in disseminating announcements and responding to the inquiries of students effectively. The stakeholder management strategy plan will help to ensure that the stakeholders are not only aware of the progress of the project but are also able to contribute to its improvement.The objectives of this stakeholder management strategy are to:
- Identify all stakeholders who will interact with or be affected by the system
- Understand the influence, needs, and expectations of each stakeholder
- Establish clear and consistent communication throughout the project life cycle
- Resolve potential differences in expectations or priorities
- Gather feedback from stakeholders to continuously improve and adapt the project
- Empower the key stakeholders in the involvement process of the project
- Establishing clear and consistent communication: To give regular updates through meetings and messages to ensure that stakeholders are informed about project goals, progress, and changes.
- Actively involving stakeholders in decision-making: To seek consistent input from key stakeholders, especially those with high power or high interest, to reduce resistance and increase their support for major project decisions.
- Managing disagreements constructively: In cases where stakeholders may disagree with certain decisions, the project team should listen carefully to their concerns, provide justifications for the chosen actions, and work collaboratively to find compromise when possible.
The goal of the Stakeholder Management Strategy for the RAMinders project is to ensure that all relevant stakeholders are clearly identified, their roles and impact on the project are understood and their needs, concerns and involvement are addressed throughout the development and implementation process.
- To determine its stakeholders, the following structured process can be used:
- To identify all relevant stakeholders which includes recognizing internal stakeholders such as the APC Registrar’s Office, students, IT administrators, and faculty members.
- To assess and prioritize stakeholders based on their role, influence and involvement in the system.
- To maintain continuous and transparent communication throughout the project life cycle.
The key stakeholders for the RAMinders project are the APC Office of the Registrar, and I.T. Resources Office. These individuals will be closely involved in the system, with the Office of the Registrar for managing announcements and communication, the I.T. Resources Office providing technical support and overseeing its integration. The team’s Power Apps consultant and academic project adviser serves as the team’s guidance in overseeing the direction of the project and keeping it aligned with technical standards and academic goals. Their feedback shape major decisions in the project lifecycle.
| Name | Department | Position | Project Role | Contact Information |
|---|---|---|---|---|
| Mr. Kimberly T. Malate | Office of the Registrar | Registrar | Project Initiator and Primary Stakeholder | [email protected] |
| Ms. Roselle Wednesday L. Gardon | SoCIT Faculty | Computer Science Program Director | Academic Project Adviser | [email protected] |
| Mr. James Raphael L. Ibay | I.T. Resources Office | Power Platform Developer | Power Apps Consultant and Implementation Support | [email protected] |
| Ms. Lea M. Fellores | Office of the Registrar | Associate Registrar | Feedback Provider | [email protected] |
| Mr. Francis Armand Gallego | Office of the Registrar | Information Systems Specialist | Technical Support | [email protected] |
| Mr. Jojo F. Castillo | I.T. Resources Office | Executive Director of Technical Services | Oversees Technical Integration | [email protected] |
For the RAMinders project, stakeholders were identified and assessed based on their level of influence and interest in the system’s development and deployment. Particular attention was given to those who will directly use the system, contribute to its content, or support its technical integration. This analysis helps the team understand which individuals should be prioritized during each stage of the project.
Given that RAMinders should serve as a communication support system for the APC Office of the Registrar, the team focused on stakeholders who will actively use the system, contribute to its content or support its technical implementation. The table below outlines each stakeholder’s role and categorizes them based on their power and interest regarding the project.
| Name | Power/Interest | Current Engagement | Potential Management Strategies |
|---|---|---|---|
| Mr. Kimberly T. Malate | High/High | Neutral | The team engages with Mr. Malate through occasional updates, and direct client meetings when necessary. Strategies include manage closely and collaborate eagerly to keep him engaged and confident in the project’s progress. |
| Ms. Roselle Wednesday L. Gardon | High/High | Leading | The team engages with Ms. Gardon through weekly meetings for document reviews and feedback sessions. Strategies include manage closely and maintain active involvement in decision-making for the quality assurance of the project. |
| Mr. Jojo F. Castillo | High/Low | Neutral | The team engages with Mr. Castillo for confirmation on matters in technical resources and support. Strategies include to keep him satisfied with occasional key updates regarding the infrastructure or resources needed for the project. |
| Mr. James Raphael L. Ibay | Low/High | Supportive | The team engages with Mr. Ibay through regular technical consultations in maximizing the use of Power Apps for the system. Strategies include keeping him adequately informed and always involving him in technical discussions to show his expertise. |
| Ms. Lea M. Fellores | Low/Low | Neutral | The team engages with Ms. Fellores through feedback during client meetings. Strategies include to monitor lightly and involve when necessary for feedback about the registrar. |
| Mr. Francis Armand Gallego | Low/Low | Neutral | The team engages with Mr. Gallego also through feedback during client meetings. Strategies include to monitor lightly and consult when technical inputs about the registrar’s system are necessary. |
The team also mapped the stakeholders through a power-interest grid to understand their level of influence and engagement. Mr. Malate, the Registrar and project initiator is classified as High Power/High Interest with a neutral current engagement. He is the project’s primary client and actively answers the inquiries of the team. Still, interaction with him is strategic and occasional for the team to ensure significant progress before presenting updates. Ms. Gardon, the academic project adviser, also falls under High Power/High Interest with a leading engagement, given her weekly involvement in reviewing documents, providing critical feedback and guiding the overall direction of the project. Mr. Ibay, the academic consultant and Power Platform developer, is classified as Low Power/High Interest with a supportive engagement. He regularly provides technical guidance for Power Apps development but does not directly influence the project decisions or documentation.
On the other hand, Mr. Castillo, the Executive Director of Technical Services, holds a High Power/Low Interest position with neutral engagement. The team consults Mr. Castillo for resource confirmations related to technical integration and deployment of the project, yet his involvement remains minimal unless necessary for technical approvals. Ms. Fellores, the Associate Registrar and Mr. Gallego, the Information Systems Specialist, are categorized under Low Power/Low Interest, and both under neutral engagement. They provide feedback during client meetings with the Registrar but are not heavily involved in the project’s activities.
The scope management plan for RAMinders defines the structured processes that will be followed to ensure that the project’s scope is aligned with the objectives of Asia Pacific College’s (APC) Office of the Registrar. By leveraging the use of Microsoft Power Platforms and integrating with Microsoft Teams, this initiative aims to deliver a centralized communication tool to enhance student engagement and administrative workflows.
Scope Definition
The scope of RAMinders will be defined through the following activities:
- Requirements Gathering: The project team will gather detailed requirements through consultations with the Office of the Registrar. Feedback from end-users through online surveys is also gathered.
- Use Cases: The project team will create use cases to represent the user journey and ensure that each component aligns with user needs.
- Scope Statement: The scope statement will outline the deliverables, boundaries, and objectives of RAMinders. The statement will serve as the basis for future scope-related decisions.
- Scope Baseline: The scope baseline will be established by consolidating the scope statement, deliverables, and timeline to provide a benchmark in measuring project performance.
The scope of RAMinders will be documented through the following documents:
- Requirements Documentation: Outlines functional and non-functional requirements gathered from stakeholders.
- Project Management Plan: Includes the scope statement, Work Breakdown Structure (WBS), WBS Dictionary and other relevant information about the scope of the project.
- Scope Change Log: A log will be maintained to document any changes in scope including the description of the change, the impact on the project, and the required approvals.
The scope of RAMinders will be controlled through the following activities:
- Scope Verification: The project team will conduct agile testing techniques to verify that outputs match approved requirements and use cases.
- Scope Change Control: Any proposed scope changes will follow a documented approval process involving the Project Manager, Registrar’s Office, and key stakeholders.
- Scope Change Review: Scheduled reviews will ensure that development remains aligned with the initial scope and that any deviation is addressed promptly.
-
Project Authority
Authority and responsibility for scope management will be held by the project manager, who will work closely with the project sponsors and other key stakeholders to define and manage the scope of the project. -
Scope Planning Documents
The scope of the project will be defined through the Scope Statement, WBS, WBS Dictionary, and Statement of Work (SOW). These documents will outline project deliverables, tasks, and requirements, and will be reviewed and approved by the project sponsor and other stakeholders in guiding development. -
Monitoring and Verification
The scope of the project will be tracked through milestone reviews, quality checklists, and progress metrics aligned with the scope baseline. Any deviations from the scope baseline will be addressed through the scope change process. -
Scope Change Governance
Scope change requests will be submitted by the Project Manager and reviewed by the Registrar (Project client). Approval is required before any modification is implemented. -
Final Deliverable Acceptance
Upon project completion, deliverables will be reviewed and accepted by the Registrar and project sponsors to confirm that all requirements have been satisfied.
The following roles and responsibilities have been assigned in relation to scope management:
- Project Manager: The project manager is responsible for managing the project scope, making sure that all tasks are completed on schedule, handling changes in the scope, and making sure that all deliverables meet the agreed scope of the project.
- Product Owner: The product owner is responsible for validating project requirements and making sure that the deliverables align with the needs and priorities of the stakeholders.
- Project Team: The project team is responsible for verifying the scope of the project. They report any issues to the project manager and may make requests to change the scope when needed.
- Stakeholders: The stakeholders are responsible for providing input during planning, reviewing deliverables, and giving timely feedback. They help make sure that the project meets institutional goals and user needs.
The scope of the RAMinders project includes the development of a centralized system integrated into Microsoft Teams for the Office of the Registrar at APC. This system will serve as a supplementary platform to their current communication methods and will include their functionalities. Other than the functionalities found in the existing methods, it will offer additional features such as an inquiry chatbot and platform analytics to track user engagement.
The main features include a user-facing interface for the APC community to access announcements and events, an admin dashboard to manage the content and to view engagement metrics, and a chatbot powered by Copilot to handle FAQs. The project will also include system testing, documentation, and training materials (user manual) so that deployment and user adoption will be smooth.
The system is intended to streamline communication, reduce repetitive inquiries sent through email, and improve the visibility and accessibility of important academic information.
The project scope statement for the RAMinders project will detail the project’s deliverables and the work necessary to create these deliverables.
Product Scope Description
The project aims to enhance the communication effectiveness and student engagement of the Office of the Registrar at Asia Pacific College (APC) by developing a centralized AIER system integrated into MS Teams. This system will provide visibility to announcements, accurate responses to inquiries, support feedback and offer analytics for performance monitoring. The system will be deployed via MS Teams to ensure accessibility and real-time interaction for users.
Product Acceptance Criteria
RAMinders will be considered complete and accepted by the customer when it meets the following criteria:
- All features and functionalities indicated in the project scope statement have been developed and tested using the test cases created by the project team.
- The system must be integrated seamlessly with the Registrar’s official academic calendar.
- Users must be able to submit feedback through a working interface, and responses must be properly logged.
- A functional analytics dashboard must be available, showing key usage and performance metrics.
- All components must pass user acceptance testing with a satisfaction rating of 8/10 or higher from test participants.
- The system has been thoroughly documented, and user manuals have been created.
This section lists all the tangible and intangible outputs the project will produce. These deliverables are the primary results of the work to be performed and must be completed to fulfill the project’s objectives.
- Functional Announcement and Event Reminders user interaction
- Functional chatbot with predefined FAQ logic and feedback capability
- Microsoft Teams’ integration of the system
- Feedback Submission and Logging
- Analytics Dashboard with reporting tools
- Complete documentation including user manual
The following work is outside the scope of the project and will not be included:
- The project does not cover the development of a standalone mobile application.
- Customization or modification of the system beyond the scope specified in the project
The following constraints will impact on the project:
- The entire project must be designed, tested, and deployed by the end of Academic Year 2025–2026.
- The project will be developed using Microsoft 365 tools such as PowerApps, Power Automate, and Microsoft Teams; any changes or service limitations in these tools may impact progress.
- Project execution requires coordination and approval for accessing sensitive or internal data; all necessary permissions must be acquired prior to development.
- Licenses for using Microsoft Power Platform tools must be identified and obtained in advance, in coordination with APC’s IT or administrative departments.
The following assumptions have been made regarding this project:
- Microsoft Power Platform tools and Microsoft Teams will remain accessible and stable during the full project timeline.
- All necessary licenses, including those needed for PowerApps deployment, will be secured before the system’s launch.
- Stakeholders, including the Registrar and APC community testers, will provide prompt feedback and approvals.
- Students and Registrar personnel will have access to internet-connected devices and be familiar with digital tools.
- Upon handover, the Registrar’s Office will have assigned personnel proficient in maintaining and updating the system for long-term use.
WBS is a hierarchical framework that breaks down the overall project scope into smaller, more manageable parts. Each level of the WBS details the elements of the project scope broad to specific. WBS Dictionary is the reference document that will provide descriptions of each component to outline the scope of work, expected deliverables, assigned responsibilities, and other details of the project.
The project team will rely on both the WBS and WBS Dictionary to divide the project scope and allocate responsibilities accordingly. This approach ensures that every aspect of the project is addressed and that team members clearly understand their roles. For detailed descriptions of each WBS component, refer to the accompanying WBS Document.
Tasks:
- RAMinders: Announcement, Inquiry, Event Reminders System for the APC Office of the Registrar
- Project Initiation
- Conduct Stakeholder Meetings
- Define Project Scope and Objectives
- Identify Requirements and Constraints
- Conduct User Survey
- Develop Initial Project Concept
- Business Case
- Project Charter
- Project Approval
- System Design & Planning
- Design System Architecture
- Data Flow Diagram
- Use Case Diagram
- Use Case Fully Dressed
- Test Cases
- Activity Diagram
- Entity-Relationship Diagram
- Deployment Diagram
- Design Wireframes and UI/UX Mockups
- Review Design with Stakeholders
- Design Approval
- Prototype with Role-Based Access Control
- Design System Architecture
- PowerApps Development
- Development Configuration
- Setup PowerApps Environment
- Define Chatbot Knowledge in Copilot Studio
- Design Dataverse Database
- Assign Permissions and Roles
- The Registrar Screens
- Announcement Module
- Calendar Module
- System Admin Module
- Analytics Module
- Unit Testing
- Admin Screen
- Announcement Module
- Calendar Module
- Analytics Module
- Unit Testing
- User Screens
- Announcement Module
- Calendar Module
- MS Copilot Module
- Unit Testing
- MS Teams Workflow Notification
- Outlook Email Notification
- Developed System Approval
- Development Configuration
- Project Management
- Develop Project Management Plans
- Sprint 1
- Business Case
- Project Charter
- Sprint 2
- Stakeholder Analysis
- Stakeholder Management Plan
- Sprint 3
- Scope Management Plan
- Work Breakdown Structure
- Work Packages
- Sprint 4
- Schedule Management Plan
- Cost Management Plan
- Human Resources Management Plan
- Quality Management Plan
- Communications Management Plan
- Risk Management Plan
- Change Management Plan
- Transition Out Plan
- Sprint 1
- Consolidated Project Management Plan
- Project Management Approval
- Develop Project Management Plans
- Testing
- Develop Test Plan
- Unit Testing
- Integration Testing
- User Acceptance Testing
- Bug Fixing and Optimization
- Performance and Load Testing
- Final Quality Review and Approval
- Project Closure
- Confirm Completion of Deliverables
- Conduct Final Review with Stakeholders
- Archive Project Documents
- Release Project Resources
- Finalize Transition Out
- Deployment
- Prepare Deployment Strategy
- Configure Production Environment
- Final Data Migration to Dataverse
- Deploy RAMinders App
- Setup Microsoft Teams Integration
- Deployment Verification and Checklist Completion
- Monitoring and Evaluation
- Define KPIs and Success Metrics
- Monitor User Engagement and Inquiry Volumes
- Iterative Improvements Based on Feedback
- Conduct Evaluation Report and Recommendations
- Project Initiation
The project team will use various techniques for scope verification to guarantee that the RAMinders project deliverables satisfy the original scope. These methods include:
Quality Checklists: The team will rely on their task tracker to ensure that each deliverable required was met to a certain standard before proceeding with the next steps. The tracker would contain the detailed specifications of each deliverable, highlighting the specific criteria that must be met to be considered acceptable
Work Performance Measurements: By actively tracking the progress of each deliverable, the project team can stay aligned with their goals and timelines. This allows the team to identify and address potential issues early, reducing the chances of delays or budget overruns and increasing the likelihood of project success.
Scope Baseline: Maintaining a scope baseline is essential for the project team, as it defines the original scope of the project. Any changes to this scope must be formally documented and approved prior to implementation. The scope baseline acts as a benchmark to ensure that the completed deliverables remain consistent with the project's initial objectives.
Formal Acceptance: Overall, it is important that the project team maintains consistent communication and collaboration with the client and other stakeholders throughout the project to ensure that the deliverables meet the original scope and are formally accepted.
The project’s scope control for this project will involve consistent monitoring and reviewing of the overall progress to ensure alignment with the project’s scope. The Project Manager, with support from the project team and key stakeholders, will be responsible for overseeing scope control and ensuring that the project stays within the defined parameters.
The project’s scope control encompasses the planning phase, system design and analysis, preparation, development, and final deployment of the system. Any changes to the scope during these phases must be clearly communicated and properly documented to maintain transparency with both the client and the team.
Additionally, the project will be managed and controlled by the team for all activities covered under the Project Based Learning (PBL) framework. However, any modifications or actions required after the system’s deployment will fall outside the team’s control. Post-deployment changes or adjustments will be under the responsibility of the client.
The scope control process must follow the following steps:
- Scope change must be requested by any stakeholder or any member of the team and should identify the need for the change within the project scope.
- The scope change request must be reviewed by the project manager and discussed within the team and relevant stakeholders to assess the impact of the change with the deliverables.
- If the impact of the scope change has a high impact on the deliverables of the project, it must be further reviewed and approved by the project sponsor or appropriate authority.
- If approved, update the project scope baseline accordingly and notify all affected stakeholders to ensure alignment and transparency.
- If rejected, the project will proceed with the original scope in accordance with the initial plan.
The purpose of this Schedule Management Plan is to outline the framework and procedures that will govern the development, monitoring, and control of the project schedule for the RAMinders system. Effective schedule management is essential to ensure the timely delivery of all project components aligned with the academic calendar of Asia Pacific College.
This document provides an overview of the schedule management approach, including the scheduling tool and key milestones. It also details how the schedule will be controlled, how changes will be handled, and how scope changes may necessitate re-baselining. Each section outlines roles and responsibilities to ensure accountability and transparency throughout the project lifecycle.
The RAMinders project will follow a structured and agile-driven schedule development approach supported by digital tools to ensure clarity and accountability. The project schedule will be developed and maintained using Jira and OpenProject.
Schedule Development Roles and Responsibilities
| Role | Member | Responsibility |
|---|---|---|
| Project Client | Mr. Kimberly T. Malate |
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| Project Adviser | Ms. Roselle Wednesday L. Gardon |
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| Project Manager | Justine Denise Hernandez |
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| Product Owner | Jorenzo Martin Reyes |
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| Project Team Members |
Arwin Catubig Omar Decena Kyla Amor Pantino |
|
This section outlines how the RAMinders project schedule will be monitored and controlled to avoid delays and ensure project success. The RAMinders project will utilize the Scrum methodology to properly guide the project team on how they will complete the project.
Regular sprint ceremonies will be led by the Project Manager in collaboration with the Product Owner. The key ceremonies are:
- Sprint Planning: To kick off a sprint, a sprint planning meeting will be held to assess and identify the tasks that need to be done.
- Scrum Meetings: Bi-weekly scrum meetings will allow for dynamic task reassessment and reprioritization.
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Backlog Refinement & Sprint Retrospective:
- Weekly backlog refinements to identify changes in tasks and break them down to make them more doable.
- Retrospectives to identify and state key areas for improvement.
- Sprint Review: Held at the end of each sprint to assess the progress of each task.
- Progress Reports: Twice-a-week meetings via Microsoft Teams.
- Sprint Boards: Hosted on Jira for live task tracking.
- Backlog Refinement: Reassess and change tasks based on current progress, held once during the middle of a sprint.
- Sprint Retrospective: Debrief on the progress of the sprint so far, held once each sprint.
- Sprint Review: Marks the end of a sprint, to be held with stakeholders to assess the current progress of the project.
To maintain control over the project schedule, boundary conditions have been established. Any proposed schedule changes exceeding the threshold must be submitted for review and approval. Any member of the project team is authorized to identify a change in schedule. The Project Manager will conduct a meeting with the project team to:
- Determine which tasks will be affected by the proposed schedule modifications.
- Evaluate the impact of these changes on the project timeline and progress.
- Investigate alternative strategies to address and mitigate the effects of the schedule adjustments while maintaining the original baseline.
To maintain control, the following thresholds have been set:
- Major changes: A delay is projected to push a major project milestone back by more than five (5) business days. The Project Manager and Product Owner can approve adjustments below this threshold.
- Significant Scope Change: A request is made to add or remove a major feature that cannot be absorbed into the schedule without impacting a milestone or the final deadline. The Product Owner and Project Manager will assess the impact before escalating.
- Resource Unavailability: The unexpected long-term absence of a key project team member that impacts the critical path and cannot be mitigated without adjusting major milestone dates.
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Minor changes:
- A delay on a single task of up to three (3) business days, provided it does not impact the sprint's critical path or prevent other dependent tasks from starting.
- Adjusting the time or effort estimates for tasks in the backlog during refinement sessions based on new technical understanding or clarification of requirements.
If a potential deviation exceeds the thresholds, the following process, led by the Project Manager and Product Owner, will be followed:
- Identification & Assessment: The Project Manager and Product Owner will identify the issue, analyze its root cause, and determine its impact on the schedule, scope, and resources.
- Solution & Documentation: They will collaboratively develop a proposed solution and document it in a formal Schedule Change Request Form. This document will outline the problem, the proposed new timeline, and the consequences of accepting or rejecting the change.
- Internal Review & Consultation: The request will be reviewed with the Project Adviser for expert guidance and to ensure the proposed solution is sound.
- Implementation: Once a decision is made, the Project Manager will update the official schedule in Jira and OpenProject and communicate the outcome to all team members and stakeholders.
Changes in scope may result in the schedule needing to be re-baselined. These scope changes may include new deliverables or requirements that were not previously considered as part of the original schedule. The Project Manager and team must consider the current status of the project schedule and how the scope change will affect the schedule and its resources.
For the RAMinders project, all proposed changes to scope are managed through the following process:
- Initial Proposal: Any stakeholder can propose a scope change. The proposal is first directed at the Product Owner, who is responsible for managing the project's feature backlog.
- Impact Analysis: The Product Owner, in collaboration with the Project Manager and relevant Project Team Members, will analyze the proposed change. They will assess its value, complexity, and, most importantly, its potential impact on the existing project schedule and resource allocation.
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Decision and Action:
- Minor Scope Change: If the change is small and can be accommodated within an upcoming sprint without affecting major milestones, the Product Owner can add it to the backlog for a future sprint planning session.
- Significant Scope Change: If the analysis shows the change will impact a major milestone or the final delivery date, it officially triggers the Schedule Change Request Process as defined in the Schedule Changes and Thresholds section.
- Schedule Re-Baseline: If a significant scope change is formally approved by the necessary parties, the Project Manager will re-baseline the project schedule. This involves documenting the old schedule and establishing the newly approved schedule as the official baseline. This updated baseline will be reflected in Jira and OpenProject and communicated to all stakeholders.
The Cost Management Plan for the RAMinders project defines how project costs will be managed throughout the project lifecycle. This plan establishes the standards and procedures for measuring, reporting, and controlling costs to ensure the project is delivered within the approved budget and achieves its intended value for the APC community.
This Cost Management Plan defines the roles, responsibilities and standards for managing costs to ensure accountability in case of oversight in cost. It also details the methods for quantitatively measuring and reporting cost performance. It is aligned with the project’s business case to ensure an efficient system for the Office of the Registrar and the broader APC community. Key aspects of this plan include:
- To identify individuals responsible for managing costs
- To specify authority levels for approving budget changes
- To expound how cost performance will be measured
The cost accounts are managed at the level of structured project activities based on the project phases that are defined and tracked at the work package level within the Work Breakdown Structure (WBS). This section outlines how the RAMinders project will manage costs throughout its lifecycle to align with the project's objectives and budget constraints.
Cost Estimation
For the RAMinders project, the team employs a bottom-up cost estimating approach. This involves:
- Identifying all cost components: All cost components associated with the project are identified. This process involves the cost side of the cost-benefit analysis, and the cost components include (a) Manpower, (b) Hardware, (c) Maintenance and Support, (d) Contingency, (e) Software Licensing.
- Identifying work packages: By identifying individual work packages and estimating the costs associated with labor, equipment, licenses, and operational costs for each task.
- Gathering data: We will obtain vendor quotes for software and hardware, research market rates for similar projects, and consult with subject matter experts to estimate labor costs.
- Documenting Assumptions: All assumptions made during the estimating process will be documented, including the basis for each estimate and any potential risks or uncertainties.
- Contingency Planning: A contingency reserve of 5% will be added to the total estimated cost to account for unforeseen expenses or scope changes.
The project budget will be developed by aggregating all estimated costs into a comprehensive financial plan. This involves:
- Allocating costs: We will allocate costs to specific project tasks and deliverables to align with the project's work breakdown structure (WBS).
- Establishing a baseline: A cost baseline will be established to represent the approved project budget against which actual costs will be measured.
- Securing approval: The project budget will be reviewed and approved by the project sponsor and stakeholders before project execution.
Cost control will be implemented throughout the project lifecycle to ensure that actual costs remain within the approved budget. This involves:
- Monitoring expenditures: We will track actual expenditure against the budget using regular financial reports and accounting systems.
- Variance analysis: We will conduct variance analysis to identify any deviations from the budget, investigating the root causes of significant variances (e.g., >10%).
- Corrective actions: If variances exceed established thresholds, we will implement corrective actions, such as reallocating resources, adjusting the project scope, or seeking additional funding.
- Earned Value Management (EVM): We will use EVM techniques to measure project performance, tracking key metrics such as Cost Variance (CV) and Cost Performance Index (CPI).
Changes to the project scope or budget will be managed through a formal change control process. This involves:
- Documenting change requests: All proposed changes will be documented in a change request form, including a detailed description of the change, its impact on the project, and its associated costs.
- Review and approval: Change requests will be reviewed by the project manager, steering committee, and project sponsor, who will assess the impact of the change on the project's objectives and budget.
- Updating the budget: Approved changes will be incorporated into the project budget, and the cost baseline will be updated accordingly.
Project cost performance will be measured using Earned Value Management (EVM), integrating cost, schedule, and scope data. The following EVM metrics will be tracked:
- Planned Value (PV): Budgeted cost of scheduled work.
- Earned Value (EV): Budgeted cost of completed work.
- Actual Cost (AC): Actual cost incurred for completed work.
- Schedule Variance (SV = EV - PV).
- Cost Variance (CV = EV - AC).
- Schedule Performance Index (SPI = EV / PV).
- Cost Performance Index (CPI = EV / AC).
Cost management information is included in the monthly project status report, which provides a comprehensive overview of the project's financial performance.
- The report summarizes actual vs. planned expenditures, highlighting any significant variances.
- Key EVM metrics (SV, CV, SPI, CPI) are presented, along with explanations for any variances outside control thresholds.
- The status of any cost-related change requests is tracked, including their impact on the project budget.
- Any corrective actions taken or planned to address cost overruns are described in detail.
When cost variances exceed established thresholds, a structured response process is implemented to address the issue.
- The project manager investigates the root causes of the variance, identifying the factors contributing to the cost overrun.
- A range of corrective action options is developed, such as reallocating resources, reducing the project scope, or seeking additional funding.
- The corrective action options are presented to the project sponsor and steering committee for review and approval.
- Once a corrective action plan is approved, the necessary steps are implemented to bring the project back within budget.
- The effectiveness of the corrective actions is monitored in subsequent reports, ensuring that the project remains on track financially.
Changes to the project budget are managed through a formal change control process to ensure that all changes are properly evaluated and approved.
- All proposed changes are documented in a change request form, including a detailed description of the change, its impact on the project, and its associated costs.
- Change requests are reviewed by the project manager, steering committee, and project sponsor, who assess the impact of the change on the project's objectives and budget.
- Approved changes are incorporated into the project budget, and the cost baseline is updated accordingly.
- All stakeholders are notified of any approved changes to the project budget.
The Human Resource Plan outlines how human resources will be organized, assigned, and managed throughout the RAMinders project. It defines the roles, responsibilities, authority levels, and competencies required from each team member and stakeholder. This plan serves as a guide for good project coordination, clear task assignments, and effective communication within the team. By following a well-thought-out Human Resource Plan, the Project Manager and Project Team can monitor progress, ensure accountability, and make sure that everyone understands their role in achieving the successful development and deployment of the system.
It is important to clearly define the roles and responsibilities of the stakeholders and team members so that order, accountability, and efficiency can be applied in making the project. Each person involved—whether a stakeholder or team member—has a unique part to play in building and delivering the system. An effective human resource management plan ensures that everyone is aware of their individual contributions and how they all connect to the bigger goal.
In this section, the role played by each person, the extent of authority they exercise in decision-making, the activities that they are responsible for, and what is expected of them to perform the responsibility are explained. By clearly defining them, the plan makes sure that the team functions smoothly, reduces confusion or overlap in responsibilities, and supports effective collaboration.
With everyone aligned on what is expected, the project is more likely to stay on schedule, meet its goals, and deliver a successful system that serves the needs of its users.
| Role | Authority | Responsibility | Competencies |
|---|---|---|---|
| Project Sponsor | Mr. Kimberly Malate Approves the project’s business case and budget. Has high authority in resource allocation and strategic decisions. | Ensures that the project supports the goals of the Office of the Registrar, provides guidance to the project manager, approves key deliverables, and communicates project progress to the organization. | Strategic planning, decision-making, leadership, deep understanding of the organization’s mission, goals, and values, effective communication, and ability to secure resources/support for the project. |
| Project Manager | Justine Denise Hernandez Has full authority to manage scope, assign tasks, oversee timelines, coordinate team activities, and approve changes to the project scope, schedule, and budget. | Leads the project from start to finish, manages day-to-day operations, monitors progress, communicates with stakeholders, and ensures all work aligns with the approved scope and schedule. | Project coordination, effective communication, project and time management, leadership, and problem-solving. |
| Product Owner | Jorenzo Martin Reyes Has the authority to validate and prioritize requirements and approve functional decisions based on stakeholder needs. | Acts as the voice of the stakeholders; defines the product vision, key features, and ensures alignment with the goals of the Office of the Registrar. | Requirements analysis, stakeholder communication, decision-making, and user-centered thinking. |
| Project Adviser | Ms. Roselle Wednesday Gardon Reviews and approves documentation; has the authority to require revisions; provides academic or research guidance. | Ensures that all project documents are complete, properly aligned, and follow required academic standards and formatting guidelines; provides feedback and suggestions for improvement. | Strong academic writing and review skills, familiarity with project documentation standards, attention to detail, consistency checking, and effective communication. |
| Technical Advisers | Mr. Jojo Castillo and Sir James Ibay Advise on platform tools and have the authority to recommend or validate technical approaches. | Provide technical consultation to ensure that the system is compatible with APC’s infrastructure and Microsoft 365 tools; help resolve technical challenges during development and deployment. | Microsoft Power Platform expertise, IT systems knowledge, integration support. |
| Development Team | Arwen Catubig, Omar Decena, Justine Denise Hernandez, Jorenzo Martin Reyes Collaborate on design decisions, raise scope issues, and suggest changes. | Responsible for building the RAMinders system including system design, interface development, functionality testing, and documentation; report progress to the Project Manager. | Power Platform and Copilot development, UI/UX design, testing, MS Teams integration knowledge, technical writing, teamwork, and communication. |
| Systems and Financial Analyst | Omar Decena Has the authority to evaluate system design and financial feasibility; can recommend technical specifications and cost-related decisions. | Analyzes the system and financial impact of proposed changes; identifies technical gaps, proposes solutions, conducts user surveys, and handles cost estimates and budgeting. | Systems analysis, financial analysis, cost-benefit analysis, technical modeling, software architecture, and problem-solving. |
| Business Analyst | Arwen Catubig Has the authority to validate requirements and communicate stakeholder needs to the team. | Identifies, analyzes, and documents business needs and functional requirements; ensures that deliverables address stakeholder priorities and expectations. | Requirements gathering, stakeholder communication, documentation, user needs analysis, and communication. |
| Documentation Lead | Kyla Amor Pantino Has the authority to oversee project documentation output; may request revisions. | Leads the creation, organization, and quality assurance of project documents; ensures formatting and consistency. | Technical writing, editing, version control, document organization, attention to detail, and communication. |
The Project Organizational Chart provides a clear visual representation of the structure and relationships between all individuals and stakeholders involved in this project. It’s an important part of project planning since it represents the lines of authority, communication, and collaboration. By outlining who reports to whom and who is responsible for different parts of the project, everyone can understand their roles better. The chart includes the key roles previously defined and highlights how documentation, system development, technical guidance, and user feedback flow within the individuals involved.
The RAMinders Project Organizational Chart shows the flow of roles and responsibilities within the team. The Project Sponsor is at the top, providing strategic direction and major approvals. Directly under is the Project Manager, who oversees the entire project and coordinates tasks. The Project Adviser and Technical Advisers are placed alongside the Project Manager to represent their advisory roles, offering academic and technical guidance as needed. The Project Team is positioned below the manager and works closely with both the manager and advisers to carry out development, testing, and documentation tasks.
The Staffing Management Plan outlines how human resources will be acquired, developed, managed, and released throughout the RAMinders project lifecycle. It makes sure that all the roles are filled with qualified individuals, training needs are addressed, and that performance is monitored and recognized. Good staffing management is key to completing the project on time and with high quality.
- Acquisition: All human resources for the RAMinders project have been internally acquired from APC. The project team is composed of five application developers selected based on their competencies and experience. Other key roles such as the Project and Technical Advisers were acquired from the institution’s faculty and administrative departments, based on technical expertise and specialized knowledge. No third-party or contractual hiring has been done. Role assignments may experience changes during the project lifecycle depending on availability, performance, and evolving project needs.
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Training: Training is done through a combination of peer learning, consultant-led sessions, and structured self-paced study. Any identified competency gaps regarding MS Power Platform (Power Apps, Power Automate, Power BI) and Copilot chatbot integration are addressed through the following methods:
- Peer-assisted learning and collaborative sessions to share knowledge within the development team.
- Consultations about platform capabilities and limitations with assigned Technical Advisers.
- Use of Microsoft documentation and online learning resources.
- Users will be provided materials (user manuals) to familiarize them with the features and functionalities of the system based on what they can access. They will be delivered before handing over the system.
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Performance Reviews: The Project Manager is responsible for reviewing performance based on task completion and quality, adherence to deadlines, contributions to documentation and development, and participation in team meetings. This process incorporates agile development practices and includes both individual and team assessments such as:
- Sprint review sessions at the end of sprints to assess deliverables, get feedback, and check alignment with goals.
- Sprint retrospectives identify issues, suggest improvements, and adjust workflows.
- Check-in meetings held twice a week to track progress, discuss blockers, and align priorities based on timelines.
- Jira and Github are used to monitor task completion, collaboration, and code quality.
- Adherence to PMBOK standards for clear and quality documentation, and the efficient execution of tasks.
The Quality Management Plan for the RAMinders system, developed for the Office of the Registrar, is designed to align with the specific needs and goals of the organization. It outlines clear quality standards and performance criteria across key areas such as system functionality, performance, usability, security, maintainability, and regulatory compliance. The plan takes a proactive and iterative approach to ensuring quality by incorporating continuous feedback and ongoing improvements. It is based on Agile methodologies, particularly Scrum, to foster a collaborative development environment where quality is built into every stage of the project.
All project stakeholders are expected to understand the quality management approach described in this plan and take an active role in meeting quality expectations through thoughtful planning, consistent assurance practices, and strong control measures.
The quality management approach for the RAMinders: An Announcements, Inquiries, and Event Reminders System is a continuous process focused on maintaining high standards of performance, usability, and user satisfaction. It ensures that the system supports the specific objectives of improving communication reach, engagement, and accessibility for the Asia Pacific College’s Office of the Registrar. The following principles and practices guide the team’s quality efforts throughout the system’s lifecycle:
- Requirement Analysis - At the outset, the team identifies and documents both functional and non-functional requirements of RAMinders. These requirements are structured to be clear, testable, and aligned with the end-users’ expectations, specifically the students and Registrar staff. Emphasis is placed on features such as timely notifications, interaction tracking, and accessibility.
- Test Planning - A comprehensive test plan is developed to outline the testing scope, objectives, and methodologies. This includes defining test cases for core features like announcement dissemination, inquiry handling, and event reminders. Testing tools and schedules are selected based on the system’s complexity and deployment timeline.
- Test Execution - The development team executes all planned test cases, including functional and regression tests. All test results, bugs, and system issues are carefully documented and tracked. This ensures the stability and reliability of the RAMinders system during use.
- Performance Testing - To meet the objective of delivering timely reminders and managing peak usage, performance testing is conducted. This evaluates system responsiveness, stability, and scalability under normal and high-load conditions. Adjustments are made to optimize server response times and ensure seamless service delivery.
- Security Testing - Given the sensitive nature of student data and communication, security testing is essential. The team performs code reviews and vulnerability assessments to identify and mitigate potential threats. Industry-standard security practices are implemented to safeguard user information and ensure secure access.
- Usability Testing - User experience is central to RAMinders’ success. Usability testing is conducted with representative members of the APC community to evaluate the interface, navigation, and overall satisfaction. Feedback is gathered and used to refine the user interface and improve accessibility for all users.
- Compatibility Testing - RAMinders must function consistently across a range of devices and browsers used by APC students and staff. Compatibility testing is performed across multiple platforms to guarantee uniform performance, layout rendering, and interactivity, regardless of the user’s environment.
- Continuous Monitoring - After deployment, the system is continuously monitored for performance, availability, and usage patterns. Any anomalies or issues are addressed proactively to maintain optimal service quality.
To ensure RAMinders remain effective, reliable, and user-friendly, we set clear quality requirements and adhere to relevant standards throughout development and maintenance. These requirements guide our team in delivering a system that supports timely communication, student engagement, and smooth interaction with the Office of the Registrar. Regular review and updates to these requirements help us adapt to feedback and continuously improve the system.
- Requirement Analysis: At the outset, the team identifies and documents both functional and non-functional requirements of RAMinders. These requirements are structured to be clear, testable, and aligned with the end-users’ expectations, specifically the students and Registrar staff. Emphasis is placed on features such as timely notifications, interaction tracking, and accessibility.
- Test Planning: A comprehensive test plan is developed to outline the testing scope, objectives, and methodologies. This includes defining test cases for core features like announcement dissemination, inquiry handling, and event reminders. Testing tools and schedules are selected based on the system’s complexity and deployment timeline.
- Test Execution: The development team executes all planned test cases, including functional and regression tests. All test results, bugs, and system issues are carefully documented and tracked. This ensures the stability and reliability of the RAMinders system during use.
- Performance Testing: To meet the objective of delivering timely reminders and managing peak usage, performance testing is conducted. This evaluates system responsiveness, stability, and scalability under normal and high-load conditions. Adjustments are made to optimize server response times and ensure seamless service delivery.
- Security Testing: Given the sensitive nature of student data and communication, security testing is essential. The team performs code reviews and vulnerability assessments to identify and mitigate potential threats. Industry-standard security practices are implemented to safeguard user information and ensure secure access.
- Usability Testing: User experience is central to RAMinders’ success. Usability testing is conducted with representative members of the APC community to evaluate the interface, navigation, and overall satisfaction. Feedback is gathered and used to refine the user interface and improve accessibility for all users.
- Compatibility Testing: RAMinders must function consistently across a range of devices and browsers used by APC students and staff. Compatibility testing is performed across multiple platforms to guarantee uniform performance, layout rendering, and interactivity, regardless of the user’s environment.
- Continuous Monitoring: After deployment, the system is continuously monitored for performance, availability, and usage patterns. Any anomalies or issues are addressed proactively to maintain optimal service quality.
To ensure that the RAMinders system meets high standards of quality, performance, and user satisfaction, the team integrates quality assurance practices throughout the project lifecycle using an Agile-based approach. This includes regular audits, feedback loops, defined standards, and measurable quality metrics to guide development and improve outcomes continuously.
- Defining Quality Standards: At the beginning of the project, the development team collaborated with stakeholders from the APC Office of the Registrar to establish the project’s quality standards. These standards were based on the system’s functional objectives—such as effective announcement delivery, event reminders, and inquiry handling—as well as on best practices in security, usability, and responsiveness. These expectations were formally documented and communicated to ensure that everyone involved in the project has a shared understanding of what quality means for RAMinders.
- Agile Quality Auditing: Quality is monitored and improved through Agile ceremonies such as sprint planning, sprint reviews, and retrospectives. Every two to three weeks, the team conducts sprint review meetings to demonstrate newly developed features and gather real-time feedback from stakeholders. These reviews ensure that the project remains on track with its intended goals and allow for early detection of quality issues. Retrospective meetings after each sprint give the team space to reflect on what worked well and identify specific areas where processes can be improved. Daily stand-ups also help maintain alignment, clarify responsibilities, and address issues as they arise.
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Quality Assurance Metrics: A range of metrics is used to audit and assess the quality of the RAMinders system throughout development.
- Sprint Review Tracking helps evaluate how much progress has been made against planned development goals.
- Issue Trackers monitor the number of bugs relative to the size of each system module, indicating the reliability and cleanliness of the codebase.
- Backlogs Refinements help prioritize issues based on how much they affect user functionality, enabling the team to focus on high-priority problems.
- Test Case Coverage measures how many use cases have been successfully implemented and verified across both front-end and back-end components.
- Continuous Improvement: The RAMinders team embraces continuous improvement by actively incorporating lessons learned from quality audits, test results, and stakeholder input into future development cycles. Backlog refinement sessions are used to re-prioritize tasks and adjust the roadmap in response to evolving needs or technical challenges. This process ensures that quality enhancements are iterative and ongoing.
- Compliance with Standards: Given that RAMinders deals with sensitive student information, compliance with privacy laws and industry standards is essential. The system is designed in alignment with the Philippine Data Privacy Act, general web security protocols, and accessibility standards to ensure inclusive and secure usage. Code reviews, vulnerability testing, and documentation checks are conducted before any major release to guarantee compliance.
- Stakeholder Feedback and Validation: Throughout the project, feedback from Registrar staff, students, and panel evaluators is continuously collected and reviewed. This feedback is essential in validating whether RAMinders meets its defined quality goals and identifying real-world issues that may not be captured through automated testing. Incorporating this feedback ensures the system delivers genuine value and usability to the APC community.
The quality control process is an essential component of the RAMinders system’s development and ongoing maintenance. It is designed to ensure that the system meets the defined quality standards and performs reliably and efficiently. The following quality control measures will be implemented:
- Code Review: The development team will conduct regular code reviews to detect and resolve coding errors, and ensure adherence to established standards and guidelines.
- Unit Testing: Unit testing will be applied to individual components of the system such as the announcement module, inquiry handling, and event reminder functions. This will help validate that each unit performs its intended function correctly and allow the team to catch issues at an early stage.
- Integration Testing: Once individual components are verified, integration testing will be conducted to ensure the smooth interaction of modules, including their connection with databases, APIs, and internal logic. This helps to identify and resolve issues arising from the integration of different parts of the system.
- User Acceptance Testing (UAT): UAT will involve a group of students and staff from the APC community to simulate actual usage scenarios. Their feedback will be used to evaluate the system’s usability, performance, and functionality. Any problems or suggestions will be prioritized and addressed before full deployment.
- Continuous Monitoring and Maintenance: After the system is deployed, it will be continuously monitored to ensure stable performance and reliability. This includes real-time monitoring of server logs, error tracking, and applying regular updates and patches. Feedback from users will also be reviewed regularly to guide further improvements and ensure long-term system quality.
To ensure high standards and continuous improvement throughout the development cycle, the RAMinders project team applies Agile and Scrum methodologies supported by tools such as Jira and OpenProject. Quality issues are documented, prioritized, and monitored in a structured manner. The quality control log tracks the following key information for each issue:
- Issue: The category of the problem encountered (e.g., Functionality, Content, Notification).
- Description: A brief explanation of the issue or how it deviates from expected performance.
- Imperfections: The number of identified flaws or inconsistencies related to the issue.
- Identified By: The team member who discovered or reported the issue.
- To Be Fixed By: The developer or team member assigned to resolve the issue.
- Priority: The level of urgency and impact of the issue, categorized as Low, Medium, High, or Critical.
- Status: The current state of the issue, such as Open (pending resolution) or Closed (issue resolved).
- Date Opened: The date the issue was first reported.
- Date Closed: The date the issue was fully addressed and resolved.
In summary, this collaborative and dynamic approach to quality control ensures that the RAMinders system meets its quality objectives and stakeholder expectations, delivering a dependable and effective communication tool for the Asia Pacific College community.
Risk management is essential in making sure that the RAMinders project has a stable development flow and successful deployment. Every project is exposed to risks that may impact its schedule, quality, cost, or success. In the RAMinders project, risks like development and technical issues, constrained resources, and communication delays are likely to have significant negative impacts. This Risk Management Plan outlines the process for identifying, analyzing, monitoring, and addressing these risks.
Effective risk management allows the project team to foresee possible risks before they happen and respond accordingly to minimize impact. This also lets the project team complete the project in a timely manner, based on the approved budget and scope. To begin this, everyone in the team must first understand the project scope, schedule, deliverables, and stakeholders’ expectations.
The top three risks identified for the RAMinders project are:
- Technical Risks – The team may encounter development delays or technical issues because of the complexity of using Microsoft Power Platform and connecting it with other tools. Although the team has the skills to develop the system, unexpected problems such as platform lag or access errors may still arise and cause delays.
- Resource Risks – The project’s execution may be affected by the unavailability of critical personnel (e.g., absence without leave by project team members), hardware or software constraints, or limited access to premium tools/services. They can delay the completion of tasks and make the team get less work done in a certain period of time.
- Communication Risks – There may be delays or miscommunication between the project team members and stakeholders due to scheduling conflicts, unclear messaging, limited availability, or other external factors. These can affect how quickly the team receives input/feedback, approvals, or clarifications, which could slow down coordination, decision-making, and overall development progress.
The RAMinders project follows a structured approach to identify, evaluate, and manage risks throughout the project lifecycle. Risks are identified through team discussions and planning sessions, expert consultations, and analysis of risk patterns from similar systems. Each identified risk is assessed based on its likelihood of occurring and its potential impact on the project objectives like scope, schedule, budget, and quality.
Risks are documented in a shared risk register and prioritized using a risk assessment table. High-priority risks are monitored regularly, with mitigation strategies developed to reduce their likelihood or impact. The Project Manager oversees the process and ensures that risk-related updates are discussed during team meetings and milestone reviews.
The risks for the RAMinders project were identified using a collaborative approach throughout the planning and development phases. The identification as treated as a continuous process, with new risks being brought up during team meetings. The project risks are identified through a combination of internal assessments, expert input, and review of relevant project data. The following methods were used to identify and bring up potential risks:
- Brainstorming sessions with the project team during early planning, sprint planning, and development phases to highlight technical concerns or operational uncertainties
- Review of project documentation to detect potential conflicts/constraints related to technology, cost estimates, resource availability, timeline, and stakeholder behavior
- Consultations with the Project Adviser and Technical Advisers to identify domain-specific or platform-specific risks
- Identification of risk factors and trends observed in comparable IT solutions and system deployments
- Review of completed deliverables and upcoming milestones during retrospective meetings to identify emerging risks or reassess existing ones
To evaluate and rank each risk in the RAMinders project, the team used a risk assessment table. Each identified risk was evaluated based on two factors: likelihood of occurrence and impact on the project. Both factors were rated on a three-point scale: Low (1), Medium (2), and High (3).
| Rating | Likelihood | Impact |
|---|---|---|
| Low (1) | Unlikely to happen or very rare | Minor inconvenience, no major effect |
| Medium (2) | Could happen occasionally | Noticeable disruption to project scope / schedule |
| High (3) | Likely to occur or has occurred before | Major disruption, possibly derailing the project |
All risks are reviewed regularly through bi-weekly team check-ins, milestone reviews, sprint retrospectives, and document reviews. The Project Manager oversees the process and makes sure that each risk’s status, mitigation efforts, and changes in priority are discussed as part of routine project updates. During meetings where risks are discussed, team member/s are designated as the risk owners or risk managers. They are responsible for tracking the risk, researching mitigation/avoidance strategies, and reporting its status during meetings.
The Project Manager follows up with each assigned risk owner to make sure that the steps needed to mitigate risks are progressing and that any required support or escalation is addressed promptly. The Project Manager is also responsible for making sure that risks are tracked, regularly reviewed, and addressed as needed during the meetings mentioned. Although there are assigned risk owners, the team works collaboratively to identify new risks, track existing ones, and respond promptly when issues arise. The risk register is continuously updated to reflect changes in status, mitigation efforts, or new risks.
For each risk, the team monitors:
- Trigger conditions such as missed deadlines, access restrictions, or delays in communication
- Progress and effectiveness of mitigation actions to reduce the risk impact or likelihood
- Status updates or changes that may affect the project scope, cost, or timeline and require escalation or adjustments to the mitigation plan
The Change Management Plan is a critical component in ensuring the successful development and implementation of the RAMinders System. Given that projects are often subject to unexpected changes in scope, requirements, timeline, or resources, it is essential to have a clear and organized approach for managing these shifts. This plan outlines a structured process for proposing, evaluating, approving, and documenting changes to maintain transparency and alignment with project goals. It ensures that all modifications are carefully reviewed for their impact on the system's functionality, schedule, and quality, and that stakeholders remain informed and engaged throughout the process.
| Change Control Board Role | Role | Name | Contact | Responsibilities |
|---|---|---|---|---|
| Change Control Board Chair | Project Sponsor | Mr. Kimberly Malate | [email protected] |
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| Change Control Board Chair | Project Adviser | Roselle Wednesday Gardon | [email protected] |
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| Change Control Board Member | Project Manager, Developer | Justine Denise Hernandez | [email protected] |
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| Change Control Board Member | Scrum Master, Lead Developer | Jorenzo Martin Reyes | [email protected] |
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| Change Control Board Member | Research Analyst, Finance & Resources, Developer | Arwen Catubig | [email protected] |
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| Change Control Board Member | Business Analyst, Developer | Omar Decena | [email protected] |
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| Change Control Board Member | Document Lead | Kyla Amor Pantino | [email protected] |
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The following outlines the specific roles and responsibilities of all individuals involved in the change management process:
| Role | Name | Responsibility |
|---|---|---|
| Project Client | Mr. Kimberly Malate | Provides final business approval, ensures the system meets the strategic objectives of the Registrar's Office, and executes the final acceptance sign-off. |
| Project Stakeholders |
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Provide clear guidance, feedback, and support throughout the transition; validate that the project deliverables meet academic, technical, and operational requirements; and participate in final testing and approval to ensure the implementation meets the needs and expectations of all parties involved. |
| Project Manager | Justine Denise Hernandez | Manages the execution of the transition plan, coordinates all project team activities (training, documentation), ensures timely delivery of all assets, and acts as the primary liaison between the development team and APC stakeholders to ensure a smooth and successful handover. |
| Scrum Master | Jorenzo Martin Reyes | Ensures proposed changes align with the Scrum framework and can be realistically integrated within sprint timelines. Evaluates the practicality and impact of changes during development. |
| Development Team |
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Finalize system development based on UAT feedback, conduct comprehensive training sessions, deliver all technical and user documentation, and provide support throughout the transition period to ensure the APC team is fully proficient in operating and maintaining the RAMinders system. |
To manage changes efficiently during the RAMinders System project, the following steps will be followed:
- Proposing a Change – A team member or stakeholder submits a Change Request Form to suggest modifications. These changes may be due to new requirements, usability improvements, or technical issues identified during development.
- Evaluating the Request – The Project Manager, along with relevant team members, reviews the request. This includes analyzing its impact on the project timeline, cost, resources, and any potential risks or dependencies.
- Decision Making – The Change Control Board (CCB) reviews the evaluation and decides whether to approve, reject, or defer the request. The outcome and rationale are communicated to the team and stakeholders.
- Implementing the Change – Once approved, the change is integrated into the project. Tasks are assigned, resources are allocated, and timelines are updated to accommodate the change.
- Verification – After implementation, the team verifies whether the change was successfully applied, and functions as expected without causing issues in other areas of the project.
- Closure – Upon successful verification, the change is considered complete. Documentation is updated, and stakeholders are informed. The change process is officially closed.
This document outlines the transition plan for the RAMinders system, from the J3 Mart project development team to the official client, the Asia Pacific College (APC) Office of the Registrar. The RAMinders system, a centralized application for announcements, inquiries, and academic calendar built on Microsoft Power Apps, was developed to address communication issues between the Registrar's Office and the student body.
The transition process will be a collaborative effort between the J3 Mart project team, the APC Office of the Registrar, and APC's I.T. Resources Office.
| Role | Name | Title | Responsibility |
|---|---|---|---|
| Project Client | Mr. Kimberly Malate | The Registrar | Provides final business approval, ensures the system meets the strategic objectives of the Registrar's Office, and executes the final acceptance sign-off. |
| Project Stakeholders |
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Provide clear guidance, feedback, and support throughout the transition; validate that the project deliverables meet academic, technical, and operational requirements; and participate in final testing and approval to ensure the implementation meets the needs and expectations of all parties involved. |
| Project Manager | Justine Denise Hernandez | Project Manager / Scrum Master | Manages the execution of the transition plan, coordinates all project team activities (training, documentation), ensures timely delivery of all assets, and acts as the primary liaison between the development team and APC stakeholders to ensure a smooth and successful handover. |
| Development Team |
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Finalize system development based on UAT feedback, conduct comprehensive training sessions, deliver all technical and user documentation, and provide support throughout the transition period to ensure the APC team is fully proficient in operating and maintaining the RAMinders system. |
Upon completion of the transition period in November 2025, the J3 Mart project team will conclude their involvement. The designated personnel within the APC Office of the Registrar and the I.T. Resources Office will assume full responsibility for the system's day-to-day operation, administration, and maintenance.
During the transition period (September - November 2025), work execution will be a joint effort designed to facilitate a smooth handover:
- Preparation Phase:
- Inform all stakeholders about the upcoming transition and implementation plan.
- Develop a detailed implementation plan including resource requirements and roles and responsibilities.
- Training Phase: Develop a targeted training program particular to different use groups, e.g., The Office of the Registrar, IT Staff, APC Faculty, and Students.
- System Maintenance: The J3 Mart team will handle any final bug fixes and critical updates identified during the final testing and initial operational phases.
- Support Services: The project team will provide dedicated support to the Registrar's staff, answering questions and troubleshooting issues as they learn the system.
- Live Operations: The Office of the Registrar will begin using RAMinders for live announcements and calendar management, with the J3 Mart team providing direct observation and guidance. The goal is for the Registrar's staff to be fully independent in these tasks by the end of the transition period.
- Performance Monitoring: Both teams will monitor the system's performance measures (e.g., user engagement, inquiry reduction) to ensure it is meeting the objectives outlined in the business case.
All intellectual property associated with the RAMinders system will be formally transferred to Asia Pacific College. As stated in the project milestones, this will be legally finalized through a Deed of Donation. This transfer includes, but is not limited to:
- The RAMinders Microsoft Power Apps application source code and compiled package.
- All system architecture diagrams and technical documentation.
- User interface designs and branding assets.
- All project documentation, including user manuals, administrator guides, and training materials.
- Configuration details for the AI-powered chatbot (RAMinders Copilot).
A critical step in the transition is the secure handover of administrative access and the decommissioning of development accounts.
| Account Type | Current Holder(s) | Transition Action | New Holder(s) |
|---|---|---|---|
| System Administrator | J3 Mart Development Team | Securely transfer credentials | Mr. Kimberly Malate |
| Power BI Pro Admin | J3 Mart Development Team | Securely transfer credentials |
Mr. Kimberly Malate Ms. Lea Fellores Mr. Francis Armand Gallego |
| Power Automate Licensed Account | J3 Mart Development Team | Securely transfer credentials | Mr. James Raphael Ibay |
| Developer Accounts | J3 Mart Team Members | Disable and remove access | N/A |
| Test User Accounts | J3 Mart Team Members | Disable and remove access | N/A |
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Formal Training Sessions: Structured training will be provided to the Office of the Registrar staff covering all administrative functions:
- Creating and publishing announcements.
- Managing the dynamic calendar.
- Viewing and interpreting the analytics dashboard in Power BI.
- Managing the Copilot chatbot's basic functions.
- One-on-One Training: Dedicated sessions will be held with Mr. Kimberly Malate and key technical staff from the I.T. Resources Office to cover advanced system configuration and maintenance.
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Comprehensive Documentation: The following documents will be finalized and delivered:
- Administrator's Guide: A detailed manual for the Registrar's staff on all back-end functionalities.
- User Manual: A simple guide for students and the wider APC community on how to use the app.
- Technical Documentation: System architecture, data schema (Dataverse), and workflow integration details for the I.T. Resources Office.
The transition will follow a detailed schedule from September to November 2025.
| Task | Start Date | End Date | Responsibility | Key Milestone |
|---|---|---|---|---|
| Final User Acceptance Testing (UAT) | August 8, 2025 | September 8, 2025 | J3 Mart & APC Registrar | Final system validation by client. |
| Administrator Training Sessions | September 8, 2025 | September 16, 2025 | J3 Mart | Registrar's staff trained on all features. |
| Documentation Handover | August 8, 2025 | August 12, 2025 | J3 Mart | All manuals and technical docs delivered. |
| Admin Account & Password Transition | September 16, 2025 | September 22, 2025 | J3 Mart & APC IT | Secure transfer of administrative control. |
| Intellectual Property Transfer | September 22, 2025 | September 28, 2025 | J3 Mart & APC Registrar | Deed of Donation signed and processed. |
| Final Handover and Sign-off | September 28, 2025 | October 3, 2025 | All Parties | Formal acceptance of the system. |