G08 ImPossible APC ParkSense: Arduino Based Parking Management System - apcjlquesada/APC_2024_2025_3rd_Term_PROJMAN GitHub Wiki
NAME |
|
Jose Eugenio L. Quesada |
NAME |
|
Alvin C.Limpin |
NAME |
|
Jojo F. Castillo |
NAME |
ROLE |
|
Angela Mae M. Tauyan |
Project Manager |
|
Timothy Jay V. Sayson |
Scrum Master |
|
John Jorel T. Landicho |
Programming Lead |
|
Heiro S. Usana |
Quality Assessment Lead |
|
Rchie Libudan |
Documentation Lead |
Company Name: |
Building Maintenance Office (BMO) |
| Company Logo |  |
Address: |
3 Humabon, Makati, 1232 Kalakhang Maynila |
Contacts: |
|
Line of Business: |
Building Maintenance |
Type of Customers: |
Institutional Users Outsiders/Visitors |
Stakeholders: |
Institutional Users Building Maintenance Office (BMO) Information Technology Resources Office (ITRO) Project Team (Developers) Faculty Adviser/Project Sponsor Students/Vehicle Owners Outsiders/Visitors Security Personnel |
Number of Employees: |
9 |
The goal of the ParkSense initiative is to address the ongoing parking management issues on the APC campus. The current parking system has not been able to keep up with the constantly growing number of staff, instructors, and students. Users frequently struggle to locate open spots, and parking management has trouble keeping an eye on lot usage and effectively controlling traffic flow. Congestion, lost time, and a general feeling of discontent among campus stakeholders are all caused by these problems.
By deploying IoT sensors and a web platform, ParkSense will provide a clever, data-driven solution to this problem. Real-time parking spot availability detection will be provided by the system to facilitate effective data collection and provide useful information for decision-making. ParkSense maintains user comfort and operational efficiency by generating visibility and control over parking resources.
APC requires a new and scalable system to support its smart campus efforts and ongoing development, which is why this project is being undertaken. APC's parking operations will be substantially improved with the installation of ParkSense, which will also lessen staff and student stress and make the campus more responsive and orderly.
The Building Maintenance Office identified the problems related to the basement parking at Asia Pacific College. The issues they encounter include:
- Not fully utilized parking space
- Lack of visibility to available parking slots
- Manual and inefficient process of checking parking availability
Currently, a manual process is used to manage the basement parking. Security personnel conduct ID verification, fee collection, and physical inspection of the parking area to check for available slots. Due to the basement's size and two levels, it takes time to communicate updated slot statuses, leading to possible misinformation and congestion. The officer in charge must handle multiple tasks simultaneously, increasing the chances of errors and inefficiencies.
The manual process of checking basement parking availability will be eliminated if the project is implemented. A monitor will display the status of each parking lot, significantly reduce the staff's workload and improve overall efficiency.
The system is expected to enhance the efficiency of parking operations and reduce the time spent searching for parking spaces. The system will provide a seamless parking experience for students and other parking users. Security guards will be able to manage parking spaces more efficiently. BMO staff will gain valuable insights from data analytics, enabling more informed decisions and better parking facility management.
The system will also reflect positively on the school's infrastructure by improving operational efficiency and supporting data-driven planning and resource allocation.
The project aims to automate the manual process of managing basement parking at Asia Pacific College. This will be achieved through a system that uses sensors to monitor parking slot occupancy and provides real-time availability information to both security personnel and users.
By implementing this system, we will significantly reduce the dependence on manual inspections. The process of checking slot availability, collecting data, and informing users will be streamlined through an integrated monitoring and analytics platform.
Advancing this project will lead to improved operational efficiency, timely and accurate updates on slot availability, reduced congestion, and better workload distribution for staff. Additionally, it will enhance the parking experience for all stakeholders, including students, employees, and visitors.
The current manual process for managing basement parking at Asia Pacific College is inefficient, time-consuming, and prone to human error. Security personnel are overwhelmed with multiple responsibilities, including verifying identities, inspecting vehicles, collecting fees, and manually checking parking availability. As a result, this often leads to misinformation, delays, and frustration among users, particularly during peak hours and significant events.
Implementing the ParkSense system will alleviate the manual workload, enhance the accuracy of parking slot monitoring, and provide real-time data for improved decision-making. Without this system, the college risks ongoing operational inefficiencies, increased congestion, and dissatisfaction among drivers and staff.
Future developers and stakeholders will benefit from a system that establishes a foundation for continuous improvement and facilitates data-driven facility planning.
| Name | Role | Responsibilities |
|---|---|---|
| Angela Mae M. Tauyan | Project Manager | Oversees and coordinates all aspects of the project and defines project scope, goals, and deliverables. |
| Timothy Jay V. Sayson | Scrum Master | Facilitates Agile processes, removes blockers, and ensures the team follows Scrum practices. |
| John Jorel T. Landicho | Programming Lead | Guides the technical direction of the project, reviews code, and mentors the development team. |
| Heiro S. Usana | Quality Assessment Lead | Defines QA Strategy & Standard and develops the overall quality assurance plan for the project. |
| Rchie Libudan | Documentation Lead | Prepares, revises, and completes the business case paper for evaluation by stakeholders. |
Parking management remains a persistent issue in urban areas and institutional campuses. Users frequently face difficulties in locating available parking spaces, especially during peak hours. This leads to congestion, increased time spent circulating lots, and user dissatisfaction. Additionally, administrators often lack the tools and real-time data needed to monitor space utilization effectively, resulting in underused or overcrowded parking areas. Current systems are largely manual or rely on outdated methods, offering limited insight into occupancy trends and no support for proactive management.
The implementation of the ParkSense system will significantly alter existing operational procedures. Manual logging and visual inspections of parking spaces will be replaced by automated monitoring through sensors. Administrative staff roles may shift from physical oversight to data analysis and system management. A new role or team may be required to handle the system's configuration, data interpretation, and maintenance. Existing tools and reporting processes will be updated or integrated with ParkSense’s dashboard to support decision-making. Training will be necessary for both staff and end-users to adapt to the new processes and interface.
There will be a staged implementation of the ParkSense solution. First, Internet of Things (IoT) sensors will be placed in certain parking areas. These sensors will then be integrated with a cloud-based platform for data visualization and monitoring. If accessible, current parking utilization data will be transferred to the new system for performance benchmarking and historical comparison. If the organization currently tracks parking data through manual logs, spreadsheets, or analog systems, relevant historical data will be digitized and imported into the ParkSense platform for baseline comparison and long-term analytics.
Key technical requirements for migration include:
- Stable wireless network coverage (Wi-Fi or LoRa) across parking areas
- Power supply and mounting points for sensor hardware
- Integration capabilities with existing systems, such as access control or campus apps
Challenges may include:
- Compatibility with older infrastructure or parking layouts
- Environmental factors affecting sensor accuracy or connectivity
- Ensuring secure data transmission and access rights for staff and users
The ParkSense: an Arduino-Based Management System aims to modernize the basement parking operations of Asia Pacific College (APC) by using a real-time, sensor-based monitoring system. With the collaboration of the Building Maintenance Office (BMO), this will streamline parking space management by addressing inefficiencies caused by manual checking of the parking spaces.
The solution will utilize hardware components such as sensors and Wi-Fi modules to detect and give the data of parking slot status to a centralized dashboard. This will help the BMO staff and security personnel to have instant access to the data, enabling faster decision-making and reducing delays caused by manual labor or inspection. The system also includes a feature that provides insights into usage patterns for future planning via data analytics.
Target users are APC students, employees, stakeholders, and all of whom will benefit from improved parking availability, reduced traffic congestion, and a more organized flow of vehicles. The system will also decrease the workload of the staff by minimizing manual tasks.
The project promotes efficient resource allocation and sets a foundation for future smart campus initiatives. By creating the system to automate the parking processes, ImPossible aims to deliver a faster, smarter, and more user-centric parking experience for the APC community.
This project aims to develop an automated parking management system for Asia Pacific College’s basment parking. The system will address the limitations of the current manual process by integrating real-time monitoring and data analytics to enhance operational efficiency and improve the overall parking experience for all stakeholders.
To achieve these goals, the project outlines the following specific objectives:
- Provide real-time visibility of parking slot availability
- By installing sensors and connecting them to a centralized dashboard, the system will allow BMO and security personnel to instantly monitor the slots that are vacant or occupied. This removes the need for manual inspections and reduces human error, especially during special events.
- Reduce reliance on manual labor in parking operations
- It will automate several tasks that are performed manually such as inspecting slot availability, updating entrance staff, and managing the traffic flow. This will lighten the workload of the security staff, allowing them to focus on priority duties.
- Enable decision-making through analytics
- The system will collect usage data that BMO staff can analyze to identify patterns such as peak hours, frequent vacant slots, and potential time of overcrowding. This will support more effective facility planning and future improvements.
- Optimized use of APC’s basement parking
- By modernizing the parking system, APC can better advertise the availability and efficiency of the basement parking to the users. This promotes the college’s image as a smart, forward-thinking institution that values infrastracture innovation.
The project performance of the ParkSense will be measured using Key performance indicators (KPIs) such as average time to find a slot, sensor error rate, and frequency of dashboard/report access will also be monitored to measure success and efficiency system.
- Real-time Slot Accuracy – The responsiveness and correctness of sensor data updates on parking slot availability.
- System Uptime and Stability – The amount of time the system remains operational without errors or crashes will be monitored to ensure consistent availability.
- Dashboard and Report Usage Frequency – The number of times BMO staff access the dashboard and generate reports will indicate system usefulness and engagement.
- User Satisfaction – Surveys and interviews with BMO staff and parking users will measure satisfaction levels with the new system.
- Data Accuracy – The precision and reliability of logged data, including vehicle entries, parking slot statuses, and user interactions, will be evaluated to ensure that the system reflects real-world conditions accurately and maintains user trust.
The project assumptions made for the successful implementation of the ParkSense project include:
- The Building Maintenance (BMO) staff and admin will undergo training in using the system efficiently.
- Internet connections will be stable enough to support real-time data synchronization and remote monitoring.
- The web dashboard will be accessible on campus devices used by BMO personnel without compatibility issues.
- The client BMO will continue to support the project throughout its development and deployment.
- All necessary hardware components such as Arduino boards and IR sensors will be available and compatible with the system design.
The project constraints identified for the project include:
- Time Constraint – The system must be fully implemented within the academic schedule defined by the PBL timeline.
- Budget - The project will be made with monetary funds, primarily allocated for fundamental items such as Arduino boards, infrared sensor or full set kit and development tools. Hardware purchase and system requirements should be given high priority by the team, and additional cost incurred outside the initial scope should be handled carefully or delayed for subsequent development phases.
- Network Reliability - The performance of the real-time dashboard and data synchronization depends on the stability of the campus internet connection.
- Communication Constraint - Clear and timely communication is important but may be delayed due to class schedules or unexpected events.
The table below outlines the preliminary schedule for the major project milestones. These dates serve as initial estimates to guide early planning and are subject to change as the project progresses and more detailed scheduling is conducted.
| Project Milestone | Target Date |
|---|---|
| Project Idea | March 25, 2024 |
| Final Project Approval | May 13, 2024 |
| Finalize Initial Prototype | November 7, 2024 |
| Development Phase Begins | November 25, 2024 |
| Testing Phase | May 05, 2025 |
| Project Implementation | May 19, 2025 |
| Close out Meeting | June 10, 2025 |
The ParkSense project serves Asia Pacific College's strategic goal of promoting innovation, improving operational efficiency, and enhancing campus facilities through the use of smart technologies. As part of APC's broader initiative to enhance its infrastructure and provide a smoother experience for its students, staff, and visitors, ParkSense addresses the call for a wiser and more efficient parking management system. By automating parking slot availability monitoring, the project reduces the reliance on human labor, simplifies parking operations, and introduces real-time data reporting features. This is consistent with the institution's mission to leverage technology to optimize resources, improve service delivery, and create an environment conducive to digital transformation and experiential learning opportunities for students. Through ParkSense, APC not only improves its internal operations but also solidifies its strategic goal of being at the forefront of educational excellence and smart campus development.
The ParkSense training cycle will be comprehensive, including hardware and software utilization, system testing, rollout, and end-user training. The major cost drivers of ParkSense are Arduino boards, infrared sensor units, display panels, development equipment, and cloud or on-premises server architectures, as well as software tools such as Django and MongoDB.
In spite of the initial cost, it is expected that ParkSense will yield huge dividends in the long run. By automating the parking management system, the organization will reduce its dependency on human resources for security and administrative staff, decongest and accelerate the parking facilities, and, above all, improve the overall experience of students, employees, and visitors. This may also indirectly lead to less fuel consumption due to extensive searches for available parking spaces, thereby supporting sustainability objectives.
The dashboard and analytics feature of the system will enable the Building Maintenance Office (BMO) to make informed decisions, improve planning, resource utilization, and future facility improvements. All these will lead to improved operational efficiency, reduced user complaints, and a better image of the school as an innovative institution.
Expected Benefits:
- Less labor hours for manual slot verification
- Real-time visibility, resulting in enhanced slot utilization
- Enhanced operation effectiveness and BMO reporting
- Enhanced image of the institution via innovation in infrastructure
In the long run, the cost savings from operations and an enhanced experience for everyone justify the investment, making ParkSense a high-impact, cost-saving solution for parking on campus.
TABLE
An alternative analysis for ParkSense for Asia Pacific College’s parking facility include the following options:
Alternative 1: Maintain the Status Quo (Do Nothing)
- Description: Continue with the current manual parking monitoring by security personnel.
- Reason for Rejection: The current manual process is inefficient, time-consuming, and prone to human error. It places a heavy workload on security staff and provides no real-time visibility or data analytics for planning purposes.
The goal of the ParkSense initiative is to address the ongoing parking management issues on the APC campus. The current parking system has not been able to keep up with the constantly growing number of staff, instructors, and students. Users frequently struggle to locate open spots, and parking management has trouble keeping an eye on lot usage and effectively controlling traffic flow. Congestion, lost time, and a general feeling of discontent among campus stakeholders are all caused by these problems.
By deploying IoT sensors and a web platform, ParkSense will provide a clever, data-driven solution to this problem. Real-time parking spot availability detection will be provided by the system to facilitate effective data collection and provide useful information for decision-making. ParkSense maintains user comfort and operational efficiency by generating visibility and control over parking resources.
APC requires a new and scalable system to support its smart campus efforts and ongoing development, which is why this project is being undertaken. APC's parking operations will be substantially improved with the installation of ParkSense, which will also lessen staff and student stress and make the campus more responsive and orderly.
Parking management remains a persistent issue in urban areas and institutional campuses. Users frequently face difficulties in locating available parking spaces, especially during peak hours. This leads to congestion, increased time spent circulating lots, and user dissatisfaction. Additionally, administrators often lack the tools and real-time data needed to monitor space utilization effectively, resulting in underused or overcrowded parking areas. Current systems are largely manual or rely on outdated methods, offering limited insight into occupancy trends and no support for proactive management.
This project aims to develop an automated parking management system for Asia Pacific College’s basment parking. The system will address the limitations of the current manual process by integrating real-time monitoring and data analytics to enhance operational efficiency and improve the overall parking experience for all stakeholders.
To achieve these goals, the project outlines the following specific objectives:
- Provide real-time visibility of parking slot availability
- By installing sensors and connecting them to a centralized dashboard, the system will allow BMO and security personnel to instantly monitor the slots that are vacant or occupied. This removes the need for manual inspections and reduces human error, especially during special events.
- Reduce reliance on manual labor in parking operations
- It will automate several tasks that are performed manually such as inspecting slot availability, updating entrance staff, and managing the traffic flow. This will lighten the workload of the security staff, allowing them to focus on priority duties.
- Enable decision-making through analytics
- The system will collect usage data that BMO staff can analyze to identify patterns such as peak hours, frequent vacant slots, and potential time of overcrowding. This will support more effective facility planning and future improvements.
- Optimized use of APC’s basement parking
- By modernizing the parking system, APC can better advertise the availability and efficiency of the basement parking to the users. This promotes the college’s image as a smart, forward-thinking institution that values infrastracture innovation.
ParkSense is a parking management system that will improve the efficiency and accuracy of parking slot vacancy monitoring at Asia Pacific College basement parking complex. ParkSense will utilize Arduino-based sensors to sense the presence of cars and give real-time feedback to a central dashboard so that it is easy for users to identify which slots are available.
Development will incorporate hardware installation of infrared sensors, Arduino boards, integration of software MongoDB, Django, web interface, and rollout of a parking users and admins display system. The project will reduce manual workload, minimize time drivers spend looking for parking space, and provide the Building Maintenance Office (BMO) analytics to make educated decisions.
As the project develops, individual functions and technical capabilities will be established and honed further in the effort to meet the goals of automation, ease of use, and smart resource management.
The objective of the project is to develop a tracking system that can help:
- Advertise Asia Pacific College’s basement parking to its customer segments.
- Install parking sensors and a monitoring system to provide real-time visibility of parking slot availability.
- Reduce the reliance on manual labor for parking management tasks
Success Criteria:
- A working web dashboard and slot status display are accessible by BMO staff and automatically updates based on sensor input.
- The system receives positive feedback from BMO staff and meets PBL submission deadlines.
- Dashboards remain operational during all hours of parking facility use.
- Admins can log in, generate reports, and view analytics without technical issues.
- System reflects slot changes in real time with minimal delay.
The following high-level requirements have been identified for the successful development and implementation of the ParkSense parking management system:
- Power and Network Connectivity – The system must remain operational with a reliable power source and internet connection to support real-time updates.
- Role-Based Access – Secure login functionality must be implemented to allow role-specific access for BMO admins and staff.
- Automated Slot Status Updates – The system must update parking slot statuses automatically based on sensor input with minimal delay .
- Data Analytics and Reporting – The system must generate meaningful reports (hours, daily, monthly, yearly) that help staff evaluate parking usage trends.
The project team must balance these constraints with available resources to ensure the successful delivery of the ParkSense system.
The following constraints pertain to the ParkSense project:
- All hardware components must be compatible with the development tools and technologies selected.
- Power and internet connectivity within the parking area must be sufficient and stable to support real-time sensor updates and dashboard functionality.
- The project team consists of student developers with limited time and availability due to academic workloads and schedules.
The following are a list of assumptions. Upon agreement and signature of this document, all parties acknowledge that these assumptions are true and correct:
- This project has the full support of the Building Maintenance Office (BMO) and IT department at Asia Pacific College.
- Internet connectivity and power supply will be stable and accessible in the basement parking area to support real-time system functionality.
- The student development team will have continued access to school facilities, including the parking area, for testing and implementation during the PBL timeline.
- The IT department will provide additional technical support or access to systems and infrastructure if required during deployment or testing phases.
ParkSense project is to design and implement an automated parking system for Asia Pacific College basement parking lot utilizing Arduino-based infrared sensors to detect car presence and provide real-time status information on slot availability through a web-base dashboard and entrance display panels. Top-level requirements are installing sensors on approximately 85 parking spaces, connecting a backend database (MongoDB), creating a user interface with role-based access and analytics reporting capability.
Resources will consist of student developers, hardware parts (e.g., Arduino boards, IR sensors), software libraries (Django, Python, MongoDB), and BMO and IT department assistance.
The project will be considered finished when the system is installed, brought online and available to BMO staff; training is completed; and the system can show real-time parking data, generate reports, and meet goals and deadlines determined by the PBL academic timeline.
The following high-level risks have been identified for the ParkSense project. The project team will monitor and apply appropriate mitigation strategies to reduce their potential impact:
- Potential disruption to parking operations during sensor installation and system deployment
- Installation of hardware components such as sensors and gateways may require partial or temporary closure of parking areas, which could inconvenience users or affect traffic flow.
- Sensor malfunction or environmental interference affecting data accuracy
- Harsh weather, physical obstructions, or poor placement of sensors could lead to incorrect occupancy readings, affecting user trust in the system.
- Connectivity and integration issues
- Unstable Wi-Fi/LoRa coverage or compatibility issues with existing infrastructure (e.g., power supply, network, campus systems) may delay full implementation or result in limited functionality.
- User resistance or lack of adaptation to the new system
- Without proper user training and communication, there may be reluctance to adopt the new process, leading to underutilization of the system.
- Data privacy and security concerns
- As the system involves real-time data transmission and possibly user tracking (e.g., parking patterns), there is a risk of unauthorized access or data breaches if not properly secured.
The following deliverables must be completed and approved upon the successful implementation of the ParkSense project. Any modifications or additions to this list must be approved by the project sponsor to prevent scope creep:
- Fully deployed smart parking management system, including operational IoT sensors, cloud-based dashboard, and mobile/web user interface
- Technical documentation covering system architecture, sensor configuration, dashboard usage, and maintenance procedures
- Training materials and user guides for both administrators and end-users to ensure proper use and understanding of the system
- System integration report detailing how ParkSense was integrated with any existing infrastructure or platforms
- Post-deployment evaluation and analytics summarypresenting initial performance data, feedback, and recommendations for scaling or enhancement
- Recommendations for future system upgrades or feature enhancements based on project findings and stakeholder input
The project Summary Milestone Schedule is presented below. As requirements are more clearly defined this schedule may be modified. Any changes will be communicated through project status meetings by the project manager.
| Summary Milestone Schedule – List key project milestones relative to project start. | |
| Project Milestone | Target Date (mm/dd/yyyy) |
|
04/25/2024 |
|
06/25/2024 |
|
11/07/2024 |
|
11/25/2024 |
|
05/29/2025 |
|
06/10/2025 |
|
06/10/2025 |
The anticipated costs for the project are based on the assumption that it will meet the required deadlines and adhere to the milestone schedule outlined below:
| Summary Budget – List component project costs | |
| Project Component | Component Cost |
| Hardware | ₱146,607 |
| Software & Hosting | ₱21,000 |
| Staff/Labor | ₱172,820 |
| Total | ₱340,427 |
Success for the ParkSense project will be achieved when the system is already fully functional and when it is deployed across the two basements of Asia Pacific College, complete with all supporting documentation and budget constraints in this project charter. This system includes real-time slot monitoring using the Arduino-based sensors, a dashboard for the BMO staff, and an automated data analysis component. In addition, success will include the submission of recommendation for system enhancements and scalability for future infrastructure needs. Final approval project completion will be authorized by the Project Sponsor, Sir Marr Bringas, Head of the Building Maintenance Office.
Angela Tauyan is assigned as the Project Manager for the duration of the ParkSense Project. His responsibilities are overseeing the project tasks, managing the schedule, and communicating between team members and stakeholders. His team have system developers and documentation managers providing support from the IT and Engineering departments. Timothy will coordinate all resource needs through the respective department heads. He is authorized to approve all related project budget. Any additional requirements related to budgeting must be escalated to Project Sponsor. Timothy will provide daily progress reports and weekly updates to the Project Sponsor to ensure transparency and alignment with project goals.
The Stakeholder Management Strategy for the ParkSense project is designed to ensure that all individuals, groups, and organizations impacted by or involved in the project are properly identified, engaged, and managed throughout the project lifecycle. The primary goal is to build strong relationships with stakeholders, gain their support, and minimize resistance by proactively addressing concerns and aligning expectations.
Effective stakeholder management is essential to the project’s success. By understanding stakeholder interests, influence, and potential impact, the project team can make informed decisions, prioritize communications, and reduce the risk of conflict or project delays. This strategy also helps the team anticipate competing objectives, balance stakeholder needs, and maintain alignment with the overall goals of ParkSense.
Through this approach, the ParkSense project aims to create a transparent, inclusive, and collaborative environment that encourages stakeholder participation, ensures smoother implementation, and drives long-term value for both users and the organization.
To ensure the success of the ParkSense project, a comprehensive stakeholder identification process will be employed. Stakeholders are defined as any individuals, groups, or entities that are directly or indirectly impacted by the project, have an interest in its outcome, or possess the ability to influence the project during any phase of its lifecycle.
The project team will use the following methodology to identify stakeholders:
- Brainstorming Sessions with the Core Project Team
- Internal discussions will be held to identify individuals and groups with a vested interest in the parking system, both operationally and strategically.
- Review of Organizational Structures and Processes
- Examining current parking operations, organizational charts, and roles will help in spotting both direct and indirect stakeholders.
- Stakeholder Interviews and Surveys
- Key departments such as Facilities, IT, Security, and Administration will be consulted to capture any overlooked roles or user groups.
- Environmental Scanning and External Mapping
- External stakeholders such as third-party contractors, sensor suppliers, and regulatory entities will also be listed as part of the stakeholder ecosystem.
- Building Maintenance Office (BMO) - As the primary client and end-user of the system, the BMO will rely on ParkSense to streamline parking management operations. Their feedback guided system requirements, and they will use the dashboard and analytics features regularly.
- IT Department (Asia Pacific College) - The IT department may provide infrastructure support, assist with network setup, and help integrate the system with school platforms. Their involvement ensures technical compatibility and long-term system maintenance.
- Project Adviser and Consultants - These individuals offer guidance and validation throughout the system development. Their feedback shapes the design, implementation, and alignment with academic and technical standards.
- Parking Users (Students, Faculty, Guests) - While not directly managing the system, these users are impacted by its effectiveness. A smooth and accurate system improves their parking experience. Their feedback helps measure system success and user satisfaction.
In ParkSense development, Scope Management is essential to ensure inclusion of all required work to deliver the project successfully—while specifically excluding unrelated or unnecessary work. ParkSense Scope Management Plan describes how the scope of the project will be defined, developed, validated, and controlled throughout the project lifecycle. It also determines the individuals or group to handle scope-related activities and acts as a guideline for keeping track of the alignment to the project goals and deliverables. ParkSense adheres to the standard five-step Project Scope Management process: Collect Requirements, Define Scope, Create Work Breakdown Structure (WBS), Verify Scope, and Control Scope. Each step keeps the project on track and within its limits.
Collecting Requirements - In the ParkSense project, the collection of requirements involves identifying and documenting the expectations and needs of all stakeholders, including drivers, parking management staff, and system administrators. The project ensures that the requirements guarantee a reliable, efficient, and user-friendly system with monitoring and management of parking spaces.
The requirements were gathered from:
- User Interviews – conducted with potential end-users such as drivers and parking personnel to understand daily challenges and desired system features.
- Surveys and Feedback Forms – distributed to stakeholders to capture specific needs regarding parking space detection, real-time availability updates, and mobile accessibility.
- Observation and Field Analysis – onsite visits to existing parking lots to observe current issues and understand operational workflows.
- Stakeholder Meetings – involving project sponsors and developers to align technical capabilities with business goals.
- Define Scope - The scope of the ParkSense project is to design, develop, and deploy a smart parking management system that utilizes sensors and a web-based interface to monitor and display real-time parking slot availability. The system aims to reduce the time users spend searching for parking, optimize space utilization, and enhance overall parking operations.
- Create WBS – This process includes decomposing the deliverables of ParkSense into its smaller, bite-sized pieces. At its most detailed level, these are referred to as work packages. This hierarchical organization makes it easy to allocate tasks, schedule, estimate costs, and monitor progress.
- Verify Scope – During this stage, the team requests formal acceptance from stakeholders of finished deliverables to ensure that all project needs are fulfilled as planned.
- Control Scope – This refers to the continuous process of scope monitoring and implementation of any required changes. Effective control prevents scope creep and ensures all changes are checked and incorporated systematically.
To ensure successful delivery of the ParkSense project, a structured and well-documented approach to scope management is essential. This section outlines how the project's scope will be managed, monitored, and controlled throughout its lifecycle. It covers authority, definition, verification, and change management procedures related to the project scope.
Authority and Responsibility for Scope Management. The Project Manager holds primary authority and responsibility for scope management. They are tasked with ensuring that all deliverables align with the approved project scope. Key roles also include:
- Development Team Lead – ensures technical deliverables meet defined specifications.
- Stakeholders/Sponsors – provide input and approve scope-related decisions and changes.
- Quality Assurance Lead – assists in verifying that scope deliverables meet quality standards.
Scope Definition. The scope of ParkSense is formally defined through the following documents:
- Project Scope Statement – outlines the boundaries of the project, including inclusions and exclusions.
- Work Breakdown Structure (WBS) – breaks down deliverables into manageable work packages.
- WBS Dictionary – provides detailed descriptions for each WBS element.
- Statement of Work (SOW) – describes what the system will deliver and the work required.
-
Scope Verification and Measurement. Scope verification ensures deliverables meet the defined requirements and are accepted by stakeholders. It will be performed using:
- Quality Checklists – to validate that all deliverables meet criteria.
- Scope Baseline – a combination of the Scope Statement, WBS, and WBS Dictionary used for performance comparison.
- Work Performance Measurements – used to track progress and ensure alignment with the planned scope.
Scope Change Process. Changes to the project scope must follow a formal process to prevent scope creep:
- Initiation – Any team member or stakeholder may request a scope change.
- Documentation – A change request form must be completed and submitted.
- Evaluation – The Project Manager and key stakeholders assess the impact on time, cost, and quality.
- Authorization – Only the Project Sponsor or an authorized Change Control Board may approve changes.
Final Acceptance of Project Scope . Final acceptance of the ParkSense project deliverables rests with the Project Sponsor and designated Stakeholder Representatives. Upon successful verification that all deliverables meet agreed-upon requirements, formal sign-off will be obtained to confirm completion of the project scope.
All approved changes are documented and incorporated into the updated scope baseline.
| Role name | Who | Responsibilities |
|---|---|---|
| Project Manager | Angela Mae Tauyan | Responsible for leading and managing the project team to achieve the project objectives within coordinating with stakeholders, time, budget and scope. |
| Arduino Sensor Developer | Timothy Jay Sayson | Responsible on designing, wiring, programming, and integrating the infrared sensors using Arduino microcontrollers. Ensure sensors function correctly, communicate with the system in real time, and meet accuracy and responsiveness requirements. |
| System Developer | John Jorel Landicho | Responsible for implementing the core components of the system, including web dashboard, backend integration, and user interface. They ensure development stays within scope and meets stakeholder requirements. |
| Quality Assessment Lead | Heiro Usana | Defines QA Strategy & Standard and develops the overall quality assurance plan for the project. |
| Documentation Lead | Rchie Libudan | Prepares, revises, and completes the business case paper for evaluation by stakeholders. |
The scope definition of the ParkSense project includes the design, development, and implementation of an automated parking management system for Asia Pacific College’s basement parking area. The system will use Arduino-based infrared sensors to detect the occupancy status of parking slots and provide real-time updates to both a centralized web dashboard and a physical display monitor at the parking entrance. Key components within the project scope include sensor installation, backend development using MongoDB and Django, dashboard interface creation, data analytics for usage reporting, and user authentication features.
The scope definition also covers testing, deployment, and training of BMO staff who will operate the system. The project is intended to reduce manual monitoring efforts, improve accuracy in parking slot tracking, and provide better visibility into parking availability for both staff and users.
The ParkSense project seeks to develop and deploy a smart parking management system that enables real-time monitoring and visibility of parking space availability. The system is expected to enhance parking efficiency, minimize drivers' search time, and facilitate better space utilization through automation and data-based insights.
Product Scope Description – ParkSense will deliver an intelligent parking system incorporating sensor-monitored parking spaces, a user interface application for real-time viewing, and an administrative portal for system management. Piloted in a specific parking zone, the system is scalable for use in future installations.
Product Acceptance Criteria – this project will be deemed successful once the following criteria have been met:
- In order for ParkSense to be fully accepted, the following criteria are to be fulfilled: All parking sensors are installed, functional, and properly detect vehicle presence.
- The user application shows real-time availability of parking spaces.
- The admin dashboard supports monitoring and management of all wired sensors.
- System functions are functional and stable on planned platforms (web/mobile).
- The system completes all user acceptance testing (UAT) and complies with documented functional requirements.
- Documentation and training materials are provided.
- Entirely installed and configured parking sensors in the pilot parking lot
- Web-based and/or mobile application for user interaction
- Admin dashboard for system management
- Backend infrastructure for data processing and storage
- System documentation (technical, user guides, and maintenance)
- Final presentation and deployment report
- Integration with payment or billing systems
- Construction or physical redesign of parking spaces
- Development of a mobile app for platforms outside of the scope defined (e.g., no native * iOS app if only a web app is intended)
- City-wide deployment outside of the initial pilot region
- Budget is restricted to the amount made available by stakeholders
- Deployment should be done within the academic/project semester timeframe
- Manpower is limited (student project team and advisors)
- Hardware availability (sensor delivery and compatibility)
- The pilot parking area will be available and accessible for testing purposes throughout the lifespan of the project
- Users and stakeholders will be available to deliver timely feedback and support testing
- Network and internet infrastructure is adequate to cover real-time system demands
- All hardware necessary (e.g., sensors, microcontrollers) will be working and compatible with the system design
The Work Breakdown Structure or WBS refers to the top-down decomposition of the ParkSense project into comprehensible pieces that categorize and define the overall scope of work. Every level of the WBS signifies another break down of the project deliverables and activities, with the most basic level being made up of work packages that can be assigned, scheduled, monitored, and measured.
The WBS is the basis for planning, cost estimation, scheduling, and resource allocation. It ensures that all needed deliverables are covered and gives a clear framework for monitoring progress throughout the project life cycle.
WBS Overview for ParkSense
- 1. Project Management
- 1.1 Scope Planning
- 1.2 Scheduling and Milestones
- 1.3 Resource and Budget Management
- 1.4 Risk and Issue Management
- 1.5 Documentation and Reporting
- 2. Requirements and System Design
- 2.1 Requirements Gathering and Analysis
- 2.2 System Architecture Design
- 2.3 Hardware and Sensor Details
- 2.4 UI/UX Design
- 3. Hardware Installation
- 3.1 Sensors and Controller Procurement
- 3.2 Installing Sensors in Pilot Area
- 3.3 Testing for Connectivity
- 3.4 Calibration and Validation
- 4. Software Development
- 4.1 Backend Development (handling and integration of data)
- 4.2 Frontend Development (user and admin interfaces)
- 4.3 Real-time Slot Monitoring Module
- 4.4 Notification/Alert System
- 4.5 Database Design and Integration
- 5. System Testing and QA
- 5.1 Unit Testing
- 5.2 Integration Testing
- 5.3 User Acceptance Testing (UAT)
- 5.4 Bug Fixing and Refining
- 6. Deployment and Handover
- 6.1 Final Deployment and Go-Live
- 6.2 Training and User Orientation
- 6.3 Final Documentation Delivery
- 6.4 Project Review and Sign-off
- Description of work to be done
- Assigned team member or owner
- Resources and dependencies required
- Duration and estimated cost
- Quality and acceptance criteria
Scope Verification ensures that all deliverables of ParkSense project aligns with the defined project scope and are accepted by the stakeholders, especially the client, the Building Maintenance Office (BMO) of Asia Pacific College. This can reduce any errors during the cycle of the project.
To verify that all functionalities meet the requirements outlined, the project team will apply the following techniques and tools:
Quality Checks
Each module such as the Parking Slot Monitoring System, Real-time Display, and Data Analytics Dashboard will be assessed using predefined checklists, as well as the different deliverables. These checklists will ensure completeness and consistency that each requirement meets the said functionality, performance, standards, and security protocols.
Work Performance Measurements
Milestone completion rates, successful test cases, and schedule adherence are tracked throughout the whole project cycle. The measurements will indicate progress and serve as an evaluation of whether the project is performing and is aligned with the scope, timeline, and budget.
Scope Baseline
All deliverables will be compared against the Project Scope Statement, Work Breakdown Structure, and WBS Dictionary. Any changes from the scope must go through the process of Change Control Process which ensures transparency.
Formal Acceptance
Formal Acceptance will involve documented confirmation from the client or sponsor that all deliverables meet the agreed-upon criteria. This requires signature approval and serves as a legal acknowledgement that all requirements of the project are complete and at the level of satisfaction.
By applying these techniques and tools, the project team ensures that ParkSense Project is developed with its defined scope and all deliverables are delivered with stakeholder approval.
This process includes continuous monitoring where there is documentation updates and proactive communication with the Building Maintenance Office to ensure that changes within the project are evaluated and documented. Scope changes will be kept minimal and only considered if they include critical functionality raised by the client during the validation.
To maintain effective scope control, the project team will implement the following measures:
Regular Scope Reviews
The project team will conduct regular comparison with the original scope to confirm that the project still aligns with the expected milestones and requirements outlined in the scope statement and work breakdown structure.
Feedback-Based Adjustments
BMO’s feedback during the meetings will be considered if it will not compromise the overall project timelines or introduce complexity. These changes will be logged and approved by the team manager and are communicated clearly to the client.
Documentation Updates
Any changes will be reflected in the project deliverables or documents, including the scope statement and task allocations. This ensures transparency and avoids misalignment with the planned project and what is delivered.
Client Validation Milestones
In every key milestone, the team will present the progress to the client. These checkpoints will serve as a opportunity for client validation, allowing immediate clarification or minor refinements without being delayed in the timeline.
By implementing these scope control measurements, the project team can ensure that the final output will meet the BMO’s standards while staying within the resource constraints.
The Schedule Management Plan serves as a guide for how the ParkSense project schedule will be developed, managed, and controlled. It ensures that all activities are completed on time, in alignment with project objectives, and within the established timeframe. Effective schedule management is critical to the successful delivery of the project, helping to prevent delays, optimize resources, and track progress against milestones.
This plan includes the following components:
- Schedule Development: Describes the approach, tools, and inputs used to create the project schedule.
- Roles and Responsibilities: Identifies individuals or teams responsible for schedule-related tasks and oversight.
- Schedule Control and Monitoring: Outlines methods for tracking progress and managing deviations from the baseline.
- Schedule Performance Metrics: Specifies how performance will be measured (e.g., using milestones, earned value, or task completion rates).
- Change Management Procedures: Details the process for handling approved changes to the schedule.
The Schedule Management Approach for ParkSense establishes a structured method for planning, monitoring, and controlling the project timeline. It defines the roles and responsibilities of the team members, highlights key milestones such as hardware integration, backend development, UI design, system testing, and final deployment, and identifies the scheduling tools to be used. The team will utilize Gantt charts for long-term planning and Agile task boards (e.g. Jira) for daily task tracking and sprint planning. Development will be organized into bi-weekly sprints, with regular sprint reviews and retrospectives to adapt to changing requirements and address blockers early. Weekly team meetings and progress reports will ensure transparency, promote accountability, and maintain alignment across all project components.
This approach supports proactive management of tasks, encourages collaboration, and ensures timely completion of deliverables for each phase of the ParkSense system.
Schedule control for the ParkSense project ensures that the activities adhere to the approved timeline. The project team will monitor the progress, track deliverables, and make adjustments to be in line with the schedule.
To effectively manage the timeline, the team will implement the following control strategies:
Weekly Progress Monitoring
Progress meetings will be held once or twice a week to ensure that all the members of the project team are present. This is to evaluate the status of the assigned tasks, identify blockers, and realign team efforts.
Development Sprint Reviews
The team will follow the academic cycle for the sprint planning and review schedule where goals are set in the beginning of the sprint and review at the end. Additional sprint evaluations will be conducted if task needs to be redistributed to the members.
Use of Tracking Tools
The project team will use the following combination:
- SharePoint Kanban Board – for prioritization of tasks
- Jira – for sprint tracking, task assignment, and real-time monitoring
- OpenProject – for Gantt chart visualization and milestone tracking
Baseline Schedule Tools
The original timeline outlined in the work breakdown structure will serve as the baseline. All changes from the baseline will be evaluated to determine how severe the impact on the overall delivery is and actions will be initiated if needed.
Roles and Responsibilities
Project Manager
Leads all schedule control activities, initiates meetings, and ensures that the team adheres to deadlines set by the team.
Development Team
Updates task status in the project management, reports task completion, and updates the team if there are any anticipated delays.
Client Stakeholder
Participates in every milestone to evaluate and provide feedback for the project team to update the inputs on the deliverables that may impact the timeline.
Project Adviser
Oversees the alignment and ensures deliverables meet the expectations on schedule for academic evaluation.
While undertaking the ParkSense project, delays can occur due to unforeseen issues such as hardware, system or test problems. That is why setting a definite boundary on how far the schedule can be moved is essential. It ensures the team remains on course and effective in the use of resources when time is constrained.
If the project team predicts a delay of over 10% beyond the approved schedule, then they should formally request a schedule change. The project manager should make the request, and it should be considered and approved by the project sponsor before any change in the schedule.
After approval, a project meeting involving important stakeholders like the project client, project adviser, and product owner will take place. During this meeting, the team will determine which part of the project will be affected by the delay, how the delay will affect the timeline in general, and whether the addition of more resources or modifications is necessary in order to uphold the new timeline.
Typical causes of rescheduling include poor coordination, ineffective planning, or technical issues. These need to be recorded and utilized as lessons learned to prevent repeating them in the next stage or the next project. The team also needs to identify other means of minimizing the impact of the delay, such as modifying task schedules, rescheduling the personnel, or upgrading less important tasks.
Having set procedures for altering the schedule keeps everyone accountable and facilitates planning. This ensures that the project remains on course with objectives even in cases of issues.
In the ParkSense project, approved changes to the scope, such as the addition of new features like real-time analytics, role-based access enhancements, or expanded sensor integration, may require the project schedule to be re-baselined. These changes can introduce new deliverables, functional requirements, or integration tasks that were not included in the original project plan.
When a scope change is proposed and approved, the project manager, along with the development and hardware teams, will evaluate the current status of the schedule and determine how the change will affect timelines, resource allocation, and task dependencies. If needed, a revised project schedule will be created and shared with all stakeholders to ensure clarity and coordination.
This approach allows the ParkSense project to adapt to new requirements while maintaining a realistic and manageable project timeline.
The Cost Management Plan for the ParkSense project defines how all project-related costs will be estimated, tracked, reported, and controlled throughout the project’s lifecycle. It ensures that the project remains within budget while meeting its technical and operational objectives. The plan includes the following key elements:
Cost Management Responsibility
- The Project Manager is responsible for managing the overall budget, monitoring expenses, and ensuring that spending aligns with the approved scope and timeline.
- Any changes to the project’s budget, including additional costs for hardware or software, must be reviewed and approved by the Project Adviser and Project Sponsor.
- Cost performance will be measured using basic variance tracking comparing actual costs against the planned budget.
- The reports may include cost performance index (CPI) to evaluate the cost efficiency of budget resources. Schedule Performance Index (SPI) to assess the efficiency of time utilization against project schedule.
- Budget updates and expense reports will be presented in spreadsheet like excel format and submitted to the adviser and stakeholders at key project milestones.
The ParkSense project will utilize a Work Breakdown Structure (WBS)-based approach to manage costs efficiently. Given the academic and prototype nature of the project, cost accounts will be managed at the fourth level of the WBS, focusing on specific work packages such as:
- Sensor Installation and Calibration (IR sensors, Arduino boards, power)
- Dashboard and Web Application Development
- System Testing and Validation
- Deployment and Training for BMO Staff
- Server Hosting and Connectivity Setup
The Project Manager will:
- Track actual expenditures against planned component costs (hardware, hosting, training).
- Use simple cost variance analysis at the work package level to detect overspending.
- Review expenses weekly and maintain a shared cost-tracking spreadsheet.
- Communicate budget status during milestone reviews and team meetings.
Project costs for ParkSense will be measured using Earned Value Management (EVM) techniques to monitor performance against the planned budget and schedule. This will help the team track cost efficiency and take corrective action when needed.
We will track the following EVM metrics:
- Planned Value (PV) – Budgeted cost of scheduled work
- Earned Value (EV) – Budgeted cost of completed work
- Actual Cost (AC) – Actual cost incurred for completed work
- Schedule Variance (SV) = EV − PV
- Positive = ahead of schedule; Negative = behind schedule
- Cost Variance (CV) = EV − AC
- Positive = under budget; Negative = over budget
- Schedule Performance Index (SPI) = EV / PV
- SPI > 1 = ahead of schedule; SPI < 1 = behind schedule
- Cost Performance Index (CPI) = EV / AC
- CPI > 1 = under budget; CPI < 1 = over budget
- Estimate at Completion (EAC) = BAC / CPI
- Estimate to Complete (ETC) = EAC − AC
- Variance at Completion (VAC) = BAC – EAC
While formal project management software is not used, this approach ensures accurate cost monitoring and timely corrective actions within the project's scope and resources.
Reporting for cost management will be included in the monthly project status report. The Monthly Project Status Report will include a section labeled, “Cost Management”. This section will contain the Earned Value Metrics identified in the previous section. All cost variances outside of the thresholds identified in this Cost Management Plan will be reported on including any corrective actions which are planned. Change Requests which are triggered based upon project cost overruns will be identified and tracked in this report.
The Control Thresholds for this project is a CPI or SPI of less than 0.8 or greater than 1.2. If the project reaches one of these Control Thresholds a Cost Variance Corrective Action Plan is required. The Project Manager will present the Project Sponsor with options for corrective actions within five business days from when the cost variance is first reported. Within three business days from when the Project Sponsor selects a corrective action option, the Project Manager will present the Project Sponsor with a formal Cost Variance Corrective Action Plan. The Cost Variance Corrective Action Plan will detail the actions necessary to bring the project back within budget and the means by which the effectiveness of the actions in the plan will be measured. Upon acceptance of the Cost Variance Corrective Action Plan it will become a part of the project plan and the project will be updated to reflect the corrective actions.
The ParkSense project aims to improve the efficiency of parking operations within the APC campus by automating vehicle entry, exit, and monitoring. As with any project, changes in scope, features, or implementation may lead to cost implications that need to be carefully managed through a structured Cost Change Control Process.
Identification for Change
The first step of the cost change control process is to identify and document any proposed changes that impact project costs. In this project, proposed changes can be new sensors, hardware or software upgrades, or changes in integration methods. Any stakeholder or team member can propose a potential cost change for review.
Assess the Change Request
Once a potential cost-saving change is discovered, it must be weighed against the project objective, requirement, and possible risks. The project team will determine if the change is essential to the operation of the system or its functionality. They also can be technically implemented, and if it is aligned with the institution’s strategic goals. If it seems reasonable, the change request will be formally documented for approval.
Analyze the Change Request
This phase involves a deeper analysis of the proposed change. The project team, in collaboration with project advisers and relevant stakeholders, will review the scope, schedule, and cost implications of implementing the change. This analysis will also include identifying any risks or dependencies and preparing a cost estimate that outlines the impact of the change. The findings will be summarized in a change impact report, which will also include mitigation strategies if necessary.
Implement the Change Request
Once approved by the project sponsor, the change will be implemented by the designated project team. The implementation phase will include adjusting the project’s cost baseline, procurement plan and schedule as required. During this stage, all relevant documents, such as the budget sheet and progress reports, will be updated to reflect the change. Any impact on scope or quality will also be communicated to the stakeholders.
Change Request Closure
In this final step, the project manager and cost management team will verify that the approved change has been fully implemented and that all financial records, project logs, and reports accurately reflect the new cost baseline. A final review will be conducted to ensure that no discrepancies remain and that all stakeholders are informed of the updated cost structure. Closure documentation will be stored for future audits or reference.
The ParkSense project requires a modest but comprehensive budget to cover essential hardware, hosting, training, and installation support. This budget ensures the successful development and deployment of the system while maintaining cost efficiency and accounting for potential risks through a built-in contingency reserve.
| Item | Details | Qty | Unit Cost (PHP) | Total Cost (PHP) |
|---|---|---|---|---|
| Ultrasonic Sensor HC-SR04 | Vehicle Detection | 85 | ₱49 | ₱4,165 |
| Arduino Uno R4 WiFi | Main Sender/Receiver | 30 | ₱1,890 | ₱56,700 |
| LED lights | Availability Indicator | 85 | ₱239 | ₱20,315 |
| Power Adapters & Wiring | Power bricks, jumper wires, connectors | 4 | ₱195 | ₱780 |
| Filament | Sensor and Arduino Casing | 3 | ₱749 | ₱2,247 |
| LED Display | Basement status display | 1 | ₱8,400 | ₱8,400 |
| PC set | For live monitoring | 2 | ₱12,000 | ₱24,000 |
| Mounting Materials | Screws, brackets, adhesives | 2 | ₱15,000 | ₱30,000 |
| Item | Details | Qty | Unit Cost (PHP) | Total Cost (PHP) |
|---|---|---|---|---|
| Arduino Cloud | 3-months cloud deployment | 1 | ₱5,600 | ₱16,800 |
| MongoDB Database | 3-months | — | ₱1,400 | ₱4,200 |
| Role | Details | Hours | Rate (PHP) | Total Cost (PHP) |
|---|---|---|---|---|
| Project Manager | — | 100 hrs | ₱283 | ₱28,300 |
| Documentation Lead | — | 140 hrs | ₱223 | ₱31,220 |
| Software Developer | — | 160 hrs | ₱235 | ₱37,600 |
| Hardware Engineer | — | 120 hrs | ₱178 | ₱21,360 |
| QA Tester | — | 80 hrs | ₱198 | ₱15,840 |
| Hardware Installation Crew | — | 60 hrs | ₱250 | ₱15,000 |
| Systems Integrator | — | 100 hrs | ₱235 | ₱23,500 |
TOTAL: ₱340,427
The Work Breakdown Structure (WBS) presents a clear, hierarchical perspective of the work needed to complete the ParkSense project successfully. The WBS hierarchically and visually decomposes the project into tasks and deliverables and enables the project team to comprehend and manage the work better. The WBS serves as a base for establishing the project schedule, allocating resources, estimating costs, and monitoring progress.
To the ParkSense team, the WBS is used as a communication tool for ensuring the stakeholders, from team members to sponsors, understand what the project is all about. It facilitates accountability through listing specifically what needs to be accomplished, by whom, and by when.
There are different means of displaying a WBS based on audience or project phase. The overall project plan can include the high-level WBS to provide stakeholders with an overview of the big picture, while the detailed one can be kept separately or in an appendix for use during operation.
In this report, we show the WBS through the third level for readability purposes. In practice, however, the project team is invited to further decompose the tasks based on the 8 to 80 rule where every work package should be between 8 and 80 hours of effort. This level of detail facilitates more precise planning, monitoring, and control of the implementation of ParkSense.
- 1. ParkSense: An Arduino-Embedded Parking Management System
- 1.1 Planning
- 1.1.1 Project Planning
- 1.1.1.1 Create Project Team
- 1.1.1.2 Choose or Find Client
- 1.1.1.3 Choose Project Adviser & Consultant
- 1.1.1.4 Kick off Meeting
- 1.1.2Project Proposal
- 1.1.2.1 Initial of Project Proposal
- 1.1.2.2 Project Proposal Evaluation
- 1.1.2.3 Final Project Proposal
- 1.1.3Project Management Plan
- Sprint 1 – Business Case
- 1.1.3.1 Issue
- 1.1.3.2 Anticipated Outcomes
- 1.1.3.3 Recommendation
- 1.1.3.4 Justification
- 1.1.3.5 Problem Statement
- 1.1.3.6 Organizational Impact
- 1.1.3.7 Technology Migration
- 1.1.3.8 Project Description
- 1.1.3.9 Goals and Objective
- 1.1.3.10 Project Performance
- 1.1.3.11 Project Assumptions
- 1.1.3.12 Project Constraints
- 1.1.3.13 Major Project Milestone
- 1.1.3.14 Strategic Alignment
- 1.1.3.15 Cost Benefit Analysis
- 1.1.3.16 Alternative Analysis
- 1.1.3.17 Milestone: Approved Business Case
- Sprint 1 – Project Charter
- 1.1.3.18 Executive Summary
- 1.1.3.19 Project Purpose
- 1.1.3.20 Business Need
- 1.1.3.21 Business Objectives
- 1.1.3.22 Project Description
- 1.1.3.23 Project Objectives
- 1.1.3.24 Requirements
- 1.1.3.25 Constraints
- 1.1.3.26 Assumptions
- 1.1.3.27 Preliminary Scope
- 1.1.3.28 Risks
- 1.1.3.29 Project Deliverables
- 1.1.3.30 Summary Milestone Schedule
- 1.1.3.31 Project Approval Requirements
- 1.1.3.32 Project Manager
- 1.1.3.33 Milestone: Approval Project Charter
- Sprint 1 – Stakeholder Management Strategy
- 1.1.3.34 Introduction
- 1.1.3.35 Identify Stakeholders
- 1.1.3.36 Key Stakeholders
- 1.1.3.37 Stakeholder Analysis
- 1.1.3.38 Stakeholder Analysis (Excel)
- Sprint 2 – Scope Management Plan
- 1.1.3.39 Introduction
- 1.1.3.40 Scope Management Approach
- 1.1.3.41 Roles and Responsibilities
- 1.1.3.42 Scope Definition
- 1.1.3.43 Project Scope Statement
- 1.1.3.44 Work Breakdown Structure
- 1.1.3.45 Scope Verification
- 1.1.3.46 Scope Control
- 1.1.3.47 Sponsor Acceptance
- Sprint 2 – Cost Management Plan
- 1.1.3.48 Introduction
- 1.1.3.49 Measuring Project Cost
- 1.1.3.50 Reforming Format
- 1.1.3.51 Cost Variance Response Process
- 1.1.3.52 Cost Change Control Process
- 1.1.3.53 Project Budget
- 1.1.3.54 Cost Management Approach
- Sprint 2 – Schedule Management Plan
- 1.1.3.55 Introduction
- 1.1.3.56 Schedule Management Approach
- 1.1.3.57 Schedule Control
- 1.1.3.58 Schedule Changes and Thresholds
- 1.1.3.59 Scope Change
- Sprint 2 – Work Breakdown Structure
- 1.1.3.60 Introduction
- 1.1.3.61 Outline View
- Sprint 2 – Work Packages Based on WBS
- Sprint 2 – Human Resources Plan
- 1.1.3.62 Introduction
- 1.1.3.63 Roles and Responsibilities
- 1.1.3.64 Project Organizational Charts
- 1.1.3.65 Staffing Management
- Sprint 2 – Quality Management Plan
- 1.1.3.66 Introduction
- 1.1.3.67 Quality Management Approach
- 1.1.3.68 Quality Requirements
- 1.1.3.69 Quality Assurance
- 1.1.3.70 Quality Control
- 1.1.3.71 Quality Control Measurements
- Sprint 2 – Risk Management Plan
- 1.1.3.72 Introduction
- 1.1.3.73 Top Three Risks
- 1.1.3.74 Risk Management Approach
- 1.1.3.75 Risk Identification
- 1.1.3.76 Risk Qualification and Prioritization
- 1.1.3.77 Risk Monitoring
- 1.1.3.78 Risk Mitigation and Avoidance
- Sprint 2 – Communication Management Plan
- 1.1.3.79 Introduction
- 1.1.3.80 Communication Management Approach
- 1.1.3.81 Communication Management Constraints
- 1.1.3.82 Stakeholder Communication Requirements
- 1.1.3.83 Roles
- 1.1.3.84 Project Team Directory
- 1.1.3.85 Communication Method Technologies
- 1.1.3.86 Communication Matrix
- 1.1.3.87 Communication Flow Chart
- 1.1.3.88 Guidelines of Meetings
- 1.1.3.89 Communication for Meetings
- 1.1.3.90 Communication Escalation Process
- 1.1.3.91 Glossary of Communication Terminology
- Sprint 2 – Change Management Plan
- 1.1.3.92 Introduction
- 1.1.3.93 Roles and Responsibilities
- 1.1.3.94 Change Control
- Sprint 2 – Implementation – Transition Out Plan
- 1.1.3.95 Executive Summary
- 1.1.3.96 Transition Team Organization
- 1.1.3.97 Workforce Transition
- 1.1.3.98 Work Execution During Transition
- 1.1.3.99 Property Transition
- 1.1.3.100 Knowledge Transfer
- 1.1.3.101 Schedule
- 1.1.3.102 Handover and Acceptance
- Sprint 1 – Business Case
- 1.1.1 Project Planning
- 1.2 System Analysis and Design
- 1.2.1Creating Initial Prototype
- 1.2.1.1 Creating Initial Wireframe
- 1.2.1.2 Creating UI/UX Design in Figma
- 1.2.1.3 Milestone: Finalize Initial Prototype
- 1.2.2Project Diagrams
- 1.2.2.1 User Stories/Backlog
- 1.2.2.2 Use Case Diagram
- 1.2.2.3 Fully Dressed Use Case
- 1.2.2.4 Test Case
- 1.2.2.5 Data Flow Diagram (1-3)
- 1.2.2.6 ERD (Entity Relationship Diagram)
- 1.2.2.7 Activity Diagram Swim lanes
- 1.2.2.8 Milestone: Finalize Project Diagram
- 1.2.1Creating Initial Prototype
- 1.3Project Development
- 1.3.1ParkSense System
- 1.3.1.1 Login Page
- 1.3.1.2 Registration Page
- 1.3.1.3 Home Page
- 1.3.1.4 Analytics
- 1.3.1.5 Tools
- 1.3.1.6 Database (Redis & MongoDB)
- 1.3.1.7 Light Indication Slot Sensor
- 1.3.1.8 Program Arduino on Arduino IDE
- 1.3.1.9 Set-up Arduino
- 1.3.1.17 Milestone: System Working
- 1.3.1ParkSense System
- 1.4 Project Testing
- 1.4.1 System Testing
- 1.4.2 Performance Testing
- 1.4.3 Milestone: Fully Tested
- 1.5 Project Implementation
- 1.5.1 Setting in Hosting
- 1.5.2 Implement Training for System
- 1.6 Closeout
- 1.6.1 Milestone: Handover Final System in BMO
- 1.6.2 User Manual
- 1.6.3 Milestone Demo & Client Feedback
- 1.6.4 Milestone Project Closeout
- 1.1 Planning
| Level | WBS Code | Element Name |
|---|---|---|
| 1 | 1 | ParkSense: An Arduino-Embedded Parking Management System |
| 2 | 1.1 | Initiation |
| 3 | 1.1.1 | Brainstorming |
| 3 | 1.1.2 | Identify Stakeholder/Client and Define Requirements |
| 3 | 1.1.3 | Develop Project Charter |
| 3 | 1.1.4 | Project Sponsor Reviews Project Charter |
| 3 | 1.1.5 | Project Charter Signed/Approved |
| 2 | 1.2 | Planning |
| 3 | 1.2.1 | Create Preliminary Scope Statement |
| 3 | 1.2.2 | Determine Project Team |
| 3 | 1.2.3 | Project Team Kickoff Meeting |
| 3 | 1.2.4 | Develop Project Plan |
| 3 | 1.2.5 | Submit Project Plan |
| 3 | 1.2.6 | Milestone: Project Plan Approval |
| 2 | 1.3 | Execution |
| 3 | 1.3.1 | Project Kickoff Meeting |
| 3 | 1.3.2 | Verify & Validate User Requirements |
| 3 | 1.3.3 | Design System |
| 3 | 1.3.4 | Procure Hardware/Software |
| 3 | 1.3.5 | Install Development System |
| 3 | 1.3.6 | Testing Phase |
| 3 | 1.3.7 | Install Live System |
| 3 | 1.3.8 | User Training |
| 3 | 1.3.9 | Go Live |
| 2 | 1.4 | Control |
| 3 | 1.4.1 | Project Management |
| 3 | 1.4.2 | Project Status Meetings |
| 3 | 1.4.3 | Risk Management |
| 3 | 1.4.4 | Update Project Management Plan |
| 2 | 1.5 | Closeout |
| 3 | 1.5.1 | Audit Procurement |
| 3 | 1.5.2 | Document Lessons Learned |
| 3 | 1.5.3 | Update Files/Records |
| 3 | 1.5.4 | Gain Formal Acceptance |
| 3 | 1.5.5 | Archive Files/Documents |
| Level 1 | Level 2 | Level 3 |
|---|---|---|
| 1 Widget Management System | 1.1 Initiation |
1.1.1 Evaluation & Recommendations 1.1.2 Develop Project Charter 1.1.3 Deliverable: Submit Project Charter 1.1.4 Project Sponsor Reviews Project Charter 1.1.5 Project Charter Signed/Approved |
| 1.2 Planning |
1.2.1 Create Preliminary Scope Statement 1.2.2 Determine Project Team 1.2.3 Project Team Kickoff Meeting 1.2.4 Develop Project Plan 1.2.5 Submit Project Plan 1.2.6 Milestone: Project Plan Approval |
|
| 1.3 Execution |
1.3.1 Project Kickoff Meeting 1.3.2 Verify & Validate User Requirements 1.3.3 Design System 1.3.4 Procure Hardware/Software 1.3.5 Install Development System 1.3.6 Testing Phase 1.3.7 Install Live System 1.3.8 User Training 1.3.9 Go Live |
|
| 1.4 Control |
1.4.1 Project Management 1.4.2 Project Status Meetings 1.4.3 Risk Management 1.4.4 Update Project Management Plan |
|
| 1.5 Closeout |
1.5.1 Audit Procurement 1.5.2 Document Lessons Learned 1.5.3 Update Files/Records 1.5.4 Gain Formal Acceptance 1.5.5 Archive Files/Documents |
| Level | WBS Code | Element Name | Definition |
|---|---|---|---|
| 1 | 1 | Widget Management System | All work to implement a new widget management system. |
| 2 | 1.1 | Initiation | The work to initiate the project. |
| 3 | 1.1.1 | Evaluation & Recommendations | Working group to evaluate solution sets and make recommendations. |
| 3 | 1.1.2 | Develop Project Charter | Project Manager to develop the Project Charter. |
| 3 | 1.1.3 | Deliverable: Submit Project Charter | Project Charter is delivered to the Project Sponsor. |
| 3 | 1.1.4 | Project Sponsor Reviews Project Charter | Project sponsor reviews the Project Charter. |
| 3 | 1.1.5 | Project Charter Signed/Approved | The Project Sponsor signs the Project Charter which authorizes the Project Manager to move to the Planning Process. |
| 2 | 1.2 | Planning | The work for the planning process for the project. |
| 3 | 1.2.1 | Create Preliminary Scope Statement | Project Manager creates a Preliminary Scope Statement. |
| 3 | 1.2.2 | Determine Project Team | The Project Manager determines the project team and requests the resources. |
| 3 | 1.2.3 | Project Team Kickoff Meeting | The planning process is officially started with a project kickoff meeting which includes the Project Manager, Project Team and Project Sponsor (optional). |
| 3 | 1.2.4 | Develop Project Plan | Under the direction of the Project Manager the team develops the project plan. |
| 3 | 1.2.5 | Submit Project Plan | Project Manager submits the project plan for approval. |
| 3 | 1.2.6 | Milestone: Project Plan Approval | The project plan is approved and the Project Manager has permission to proceed to execute the project according to the project plan. |
| 2 | 1.3 | Execution | Work involved to execute the project. |
| 3 | 1.3.1 | Project Kickoff Meeting | Project Manager conducts a formal kick off meeting with the project team, project stakeholders and project sponsor. |
| 3 | 1.3.2 | Verify & Validate User Requirements | The original user requirements is reviewed by the project manager and team, then validated with the users/stakeholders. This is where additional clarification may be needed. |
| 3 | 1.3.3 | Design System | The technical resources design the new widget management system. |
| 3 | 1.3.4 | Procure Hardware/Software | The procurement of all hardware, software and facility needs for the project. |
| 3 | 1.3.5 | Install Development System | Team installs a development system for testing and customizations of user interfaces. |
| 3 | 1.3.6 | Testing Phase | The system is tested with a select set of users. |
| 3 | 1.3.7 | Install Live System | The actual system is installed and configured. |
| 3 | 1.3.8 | User Training | All users are provided with a four hours training class. Additionally, managers are provided with an additional two hours class to cover advanced reporting. |
| 3 | 1.3.9 | Go Live | System goes live with all users. |
| 2 | 1.4 | Control | The work involved for the control process of the project. |
| 3 | 1.4.1 | Project Management | Overall project management for the project. |
| 3 | 1.4.2 | Project Status Meetings | Weekly team status meetings. |
| 3 | 1.4.3 | Risk Management | Risk management efforts as defined in the Risk Management Plan. |
| 3 | 1.4.4 | Update Project Management Plan | Project Manager updates the Project Management Plan as the project progresses. |
| 2 | 1.5 | Closeout | The work to close-out the project. |
| 3 | 1.5.1 | Audit Procurement | An audit of all hardware and software procured for the project, ensures that all procured products are accounted for and in the asset management system. |
| 3 | 1.5.2 | Document Lessons Learned | Project Manager along with the project team performs a lessons learned meeting and documents the lessons learned for the project. |
| 3 | 1.5.3 | Update Files/Records | All files and records are updated to reflect the widget management system. |
| 3 | 1.5.4 | Gain Formal Acceptance | The Project Sponsor formally accepts the project by signing the acceptance document included in the project plan. |
| 3 | 1.5.5 | Archive Files/Documents | All project related files and documents are formally archived. |
Level of Effort: Level of Effort (LOE) is how much work is required to complete a task.
WBS Code: A unique identifier assigned to each element in a Work Breakdown Structure for the purpose of designating the elements hierarchical location within the WBS.
Work Package: A Work Package is a deliverable or work component at the lowest level of its WBS branch.
WBS Component: A component of a WBS which is located at any level. It can be a Work Package or a WBS Element as there's no restriction on what a WBS Component is.
WBS Element: A WBS Element is a single WBS component and its associated attributes located anywhere within a WBS. A WBS Element can contain work, or it can contain other WBS Elements or Work Packages.
ImPossible OpenProjectWork Packages
It specifies what ParkSense will use the Human Resource Management Plan for: this is going to be used to organize, manage, and manage the war within the project throughout the project lifecycle. It explains the purpose of having a specific and structured approach to human resource management, which means assigning the right people to the right roles, as well as guiding and supporting team performance. The general plan for how project roles and responsibilities will be defined, how staffing and team development will be managed, and how communication and collaboration among team members will be supported will also be a part of the overall picture it paints. It describes how conflicts will be resolved, performance issues will be addressed, and accountability will be ensured in the team. This way, the project manager and team will have guidelines for the structure they will follow and will also be able to refer to them for effective allocation of resources, team coordination, and performance monitoring, thus contributing to the overall success of ParkSense.
The ParkSense project team includes members with clearly defined roles and responsibilities to ensure the project success. Each team member contributes based on their skillset, authority, and assigned tasks. The table below outlines the core roles within the project, along with their corresponding authority, responsibilities, and competencies.
| Role | Authority | Responsibility | Competency |
|---|---|---|---|
| Project Manager | Approves project direction, manages resources, coordinates team activities | Oversees project planning, execution, and monitoring, leads communication with stakeholder | Leadership, time management, project planning |
| Arduino Developer | Make technical decisions for hardware setup | Designs, codes, and tests Arduino-based sensor systems | Arduino programming, electronics, circuit integration |
| System Developer | Make design for front-end and backend components | Develops the web application, including front-end UI and backend logic using appropriate technologies | Web development, front-end (HTML/CSS/JS), backend (Python, Django), database integration |
| Project Adviser | Reviews major outputs, and approves deliverables | Provide academic and technical oversight, evaluates deliverables, and mentors the team | Project evaluation, mentoring, subject matter expertise |
| Building Maintenance Office (BMO) | Approves final system, provides operational feedback | Collaborates on requirements, validates system usability, and assists in deployment and testing | Operational insight, system evaluation, stakeholder communication |
This section provides a graphic display of the project tasks and team members. The purpose of this is to illustrate the responsibilities of team members as they relate to the project tasks. Tools such as responsible, accountable, consult, inform (RACI) or responsibility assignment matrix (RAM) may be used to aid in communicating roles and responsibilities for the project team. Additionally, organizational or resource breakdown structures may be used to show how responsibilities are assigned by department or by type of resource respectively. It should be noted that the level of detail may vary depending on project complexity.
| Project Task | Project Manager | Hardware Lead | Software Lead | Documentation Lead | Deployment Coord. | Sponsor (Faculty) | BMO |
|---|---|---|---|---|---|---|---|
| Requirements Gathering | A | C | C | R | I | I | C |
| IR Sensor Installation | I | R | I | I | A | I | C |
| Arduino Programming | I | R | C | I | I | I | |
| Web Dashboard Development | I | C | R | I | C | I | |
| Hosting Setup | R | I | A | I | C | I | |
| Documentation and Training Manual | I | I | I | R/A | C | I | C |
| System Testing | A | C | C | I | R | I | C |
| Final Deployment & Training | I | C | I | C | R/A | I | C |
Legend: R = Responsible, A = Accountable, C = Consulted, I = Informed
The staffing management plan for ParkSense outlines how human resources will be acquired, managed, and supported throughout the project lifecycle. Team members will be selected based on the skills required for each phase of the project, including hardware integration, software development, UI/UX design, testing, and deployment.
Resource Acquisition and Timeline
Team members will be assigned during the project initiation phase, with additional resources brought in as needed during peak periods such as system implementation and testing. As project components are completed, some team members may be released or reallocated to support tasks such as documentation or maintenance.
Training and Skill Development
If skill gaps are identified, short training sessions or mentoring will be provided to ensure all team members are equipped to perform their roles effectively. This may include training in sensor technologies, cloud integration, database management, or Agile tools.
Performance Reviews
Team performance will be monitored through regular sprint reviews, task board updates, and weekly check-ins. Constructive feedback will be given, and areas for improvement will be discussed to ensure consistent performance and accountability.
Rewards and Recognition
Outstanding contributions will be recognized through verbal appreciation during meetings, team highlights in reports, or potential academic or internal acknowledgements. This motivates the team and encourages continued dedication.
Compliance and Safety
The ParkSense project team is committed to maintaining compliance with institutional policies and safety standards. Proper handling of electrical components and sensors will follow safety protocols to prevent hazards during hardware setup and testing. Team members will be briefed on occupational safety practices and ethical guidelines related to data privacy, especially in the case of real-time monitoring. Where necessary, the project will align with any government or academic regulations concerning electronic systems and user data.
Quality Management Plan is an essential element of ParkSense project management plan. Its role is to state how the quality will be established and sustained throughout the project life cycle. This involves documenting the processes and standards for quality planning, quality assurance, and quality control. Through well-defined expectations and procedures, the Quality Management Plan ensures the project deliverables against expected standards and stakeholders' expectations. The plan should be known to all project stakeholders so that they understand how quality will be controlled and met in order to reduce the risk of defects, rework, and delays.
The ParkSense project will take a proactive and systematic approach to quality management throughout the duration of the project life. Quality will be planned deliberately from the start to deliver all outputs to the standard and stakeholder requirements, reducing rework, waste, cost, and delay.
This strategy will deal with product and process quality:
- Product quality guarantees that the ParkSense system, including hardware elements, software, and user interfaces, fulfills specified functional and performance specifications.
- Process quality emphasizes guaranteeing that every activity of the project is performed through effective, predictable, and well-documented procedures.
The ParkSense: An Arduino-Embedded Parking Management System project will adopt clear quality requirements and standards to ensure both the final product, and its development processes meet academic, technical, and stakeholder expectations. These standards will be defined early in the project and adhered to throughout the development lifecycle to ensure reliability, usability, and maintainability.
The project team will identify quality requirements based on the following sources:
- Academic and institutional standards set by Asia Pacific College like PBL submission criteria and documentation requirements.
- Technical specifications for hardware and software components like Arduino sensor accuracy and Django framework compliance
- Stakeholder requirements gathered from the BMO, ITRO, and project adviser
- Industry best practices in software development and system testing
- Real-time accuracy of parking slot detection with minimal sensor error rate
- Functional web-based dashboard that is responsive and intuitive to use
- Secure and consistent data handling through the backend and database
- Proper integration between hardware Arduino sensors and software interface
- System availability and performance during designated parking hours
- Weekly status meetings and progress tracking to ensure on-time delivery
- Thorough testing phases, including unit testing, system testing, and user acceptance testing
- Adherence to structured documentation practices, using standard templates for reports, requirements, and user manuals
- Compliance with the approved project schedule, scope, and change management protocols
- Maintain detailed test logs and bug reports throughout the development cycle
- Review deliverables with stakeholders at key milestones for validation and feedback
- Document signoffs for each completed phase (planning, development, testing, deployment)
- Conduct a final quality assurance review before deployment and closeout
- Collect feedback from end-users during the training and pilot phases to confirm usability and functionality
The Quality Assurance (QA) approach for the ParkSense project outlines the processes and metrics that will be used to ensure the final system meets the defined quality standards and performs reliably in real-world environments. Quality assurance activities will be integrated into each phase of the project to monitor outcomes and ensure adherence to functional and non-functional requirements.
Quality Assurance Process:
To ensure high-quality deliverables, the project team will implement the following QA practices:
-
Requirement Traceability:
- Each project requirement will be documented and linked to corresponding development and testing tasks to ensure full coverage and accountability.
-
Code Reviews and Peer Evaluations:
- All source code and technical configurations will be reviewed by peers before integration to ensure they meet coding standards and project specifications.
-
Version Control:
- All code and documents will be managed using version control systems to track changes, reduce errors, and maintain consistency.
-
Scheduled Testing:
- Testing phases—including unit testing, integration testing, system testing, and user acceptance testing—will be planned and executed during development sprints. Issues identified during testing will be logged, prioritized, and resolved in a timely manner.
-
Documentation Audits:
- All technical documents (e.g., system design, user manuals, installation guides) will be reviewed for clarity, completeness, and accuracy.
The following quality metrics will be used to measure the effectiveness of the QA process:
-
Defect Density:
- Number of defects per module or per 1000 lines of code to monitor software reliability.
-
Test Coverage:
- Percentage of code or functionality covered by automated or manual test cases to ensure completeness.
-
Error Reopen Rate:
- Percentage of resolved defects that are reopened due to insufficient fixes, used to assess fix quality.
-
On-Time Task Completion Rate:
- Measures how many tasks are completed by their scheduled deadlines to track process efficiency.
-
User Acceptance Rate:
- Percentage of features approved by stakeholders during user acceptance testing to reflect satisfaction.
The QA process will follow standards defined by the project documentation. Quality will be judged against defined operational behaviors such as real-time responsiveness, accuracy of parking slot data, and stability under varying loads. Any deviation from expected outcomes will be logged, reviewed, and corrected in line with team protocols.
By embedding QA processes throughout the ParkSense project lifecycle, the team will ensure that the final system is robust, functional, and ready for deployment in real-world environments.
ParkSense project quality control ensures that all deliverable meet the acceptance criteria and function as intended before the deployment. Quality assurance focuses on the processed and this focuses on the product.
Quality Standards and Acceptable Performance
The following quality standards will guide product evaluation:
Functionality
Each feature must perform according to its specifications in the system requirements matrix.
User Experience
The system must be easily navigated by the BMO staff. The design must have a responsive interface design and have a clear display of the slot data.
Accuracy
The real-time update feature of the ParkSense project must reflect correct vehicle and slot counts with the consistency between the vehicle count database and user interface.
Security
Login and data access must adhere to secure coding practices. The Role-Based Access Control (RBAC) and login authentication must prevent any unauthorized access to go through.
Measurement and Evaluation Methods
To verify that the project team is following the quality standards, the team will apply the following techniques:
User Acceptance Testing
BMO staff will test the system as if it is really deployed already to prove that it meets the operational needs of the organization and performs reliably in their working environment.
Bug and Issue Tracking
All bugs and issues during the test phases will be recorded and documented. It will be listed by severity to know the priorities and will be assigned to the team developers for resolution.
Checklist-Based Validation
There would be a quality checklist to verify that all functionalities are present and working. It also includes if the standards are met and if the test cases are passed before the BMO staff gives their final acceptance.
The team will implement quality control measures during the development and deployment to uphold project standards and ensure system reliability. These measures will be regularly reviewed in sprint meetings, and any necessary corrective actions will be taken.
Below is a sample log for tracking quality metrics. This log serves as a guideline and may be adjusted as the project progresses.
| Metric | Measurement | Target | Status | Action Taken |
|---|---|---|---|---|
| Sensor Accuracy Rate | 96% | ≥95% | Met | — |
| Dashboard Response Time | 2.4s | ≤3s | Met | Optimized data fetching |
| User Access Security | 0 issues | 0 issues | Met | Implemented role-based access |
| Admin Feedback Score | 4.7/5 | ≥4/5 | Met | Added reporting filters |
| Uptime Monitoring (Demo) | 99% | ≥98% | Met | Manual server health checks |
Risks are a natural component of any project, and the ParkSense project is no different. The Risk Management Plan is intended to supply a systematic framework for the identification, evaluation, and handling of risks throughout the life cycle of the project. By anticipating issues before they arise, the project team will be able to reduce interruptions, minimize uncertainty, and enhance the likelihood of project success. Successful risk management guarantees threats to scope, time, cost, and quality are dealt with ahead of time. The project must first have a well-defined scope, objectives, timeline, and stakeholders' input before risk management can start to ensure the risks are properly identified and evaluated.
- Sensor Malfunction or Inaccurate Distance Detection — Ultrasonic sensors can produce inaccurate or inconsistent readings if they are improperly mounted, affected by nearby reflective surfaces, or disrupted by environmental noise. This may lead to incorrect data being displayed on the dashboard, potentially misleading users about parking slot availability. To address this issue, the team will conduct extensive testing during installation, adjust detection thresholds, and prepare spare sensors for replacements if necessary.
- Connectivity and Power Supply Issues — The basement parking area may experience unstable Wi-Fi signals or limited access to reliable power sources, which could hinder the sensors' ability to send real-time data to the central dashboard. This disruption could negatively impact system performance and reduce its overall usefulness. Prior site testing will be conducted to verify signal strength and power availability, and backup solutions such as power banks or alternative data transmission methods will be prepared.
- Resistance or Low Adoption by BMO Staff — There is a risk that BMO personnel may be hesitant to adopt the new system due to unfamiliarity with the technology or a preference for manual processes. If staff do not fully engage with the system, its effectiveness in operations will be limited. To encourage adoption, the team will provide clear documentation, conduct training sessions, and involve BMO personnel in user testing to ensure the system meets their needs.
The Risk Management Approach for the ParkSense project outlines the strategy for identifying, assessing, and addressing potential risks that may affect the project's objectives. Throughout the development lifecycle, the team will continuously monitor for risks related to hardware reliability, software integration, data accuracy, and team availability. Identified risks will be evaluated based on their likelihood of occurrence and potential impact on the project's cost, schedule, and performance. A qualitative risk assessment matrix will be used to classify risks as low, medium, or high priority. For each significant risk, an appropriate response strategy will be developed. These strategies may include avoiding the risk by adjusting plans, reducing the likelihood or impact through mitigation efforts, accepting the risk with ongoing monitoring, or transferring it to an external party. The project manager will maintain a risk register and lead regular reviews to track risks and ensure response actions are carried out. Team leads and members will also contribute by identifying new risks and supporting mitigation within their areas. This proactive and collaborative approach to risk management will help minimize disruptions and support the successful delivery of the ParkSense system.
In the ParkSense project, identifying potential risks early is critical to ensuring smooth development, deployment, and transition phases. Risk identification aims to pinpoint events or conditions that could impact project objectives such as timeline, budget, quality, or stakeholder satisfaction.
To effectively identify risks, the project team used several methods:
- Expert Interviews: Consulted with faculty advisors, industry partners, and technical experts to gain insight into possible technical, operational, and environmental risks.
- Brainstorming Sessions: Conducted collaborative sessions with the project team to surface known and potential risks based on past experiences and project assumptions.
- Historical Data Review: Analyzed documentation from similar smart system or IoT projects to identify recurring risks and lessons learned.
- Risk Assessment Meeting: Held a structured meeting with key stakeholders and team members to systematically identify and categorize risks.
- SWOT Analysis: Performed an internal review of the project’s strengths, weaknesses, opportunities, and threats to highlight areas vulnerable to risk.
- Checklist Analysis: Used standardized risk checklists based on project type and institutional guidelines to ensure all common risk areas were covered.
Once the risks had been identified, they were assessed on their likelihood of occurrence and overall impact on the ParkSense project. This was done through the use of a Probability-Impact Matrix, which facilitates risks being grouped as high, medium, or low priority. High-priority risks those with high likelihood of occurrence and high impact on the project—will be dealt with first with targeted mitigation or contingency plans. Low-priority risks, although monitored, might need only cursory monitoring unless conditions reverse. Prioritization helps to allocate resources effectively and ensure the project team concentrates on the most important threats to the delivery of the project.
The ParkSense Risk Monitoring Plan establishes a structured approach to continuously identify, track, and respond to project risks throughout the lifecycle of the system. To ensure proactive risk management, high-priority risks will be integrated into the project schedule and assigned to designated team members responsible for their close monitoring and reporting. The assigned risk manager will be responsible for closely observing these triggers and providing updates during the team’s weekly or bi-weekly project meetings. This allows the Project Manager to determine which risks require heightened attention at various stages of development and to make informed decisions on whether to escalate or respond with mitigation strategies. The Project Manager will also ensure that the entire ParkSense team is informed of active risks, their potential impacts, and the current mitigation status. Team members are encouraged to immediately report any emerging risks or changes to existing ones, so they can be assessed, prioritized, and documented accordingly in the risk register.
The risk mitigation and avoidance strategy for the ParkSense project will be developed based on the level of severity and likelihood assigned to each identified risk. The project team will begin by identifying and prioritizing potential threats to the system’s successful development and deployment, then determining proactive strategies to minimize their impact or eliminate them altogether.
Key considerations and options available to the project manager in managing these risks include:
- Resource Allocation – To reduce the likelihood of delays and performance issues, the project manager must ensure the development team is equipped with the appropriate skills, tools, and components like Arduino kits, testing platforms, sensors. Allocating resources efficiently allows the team to address hardware integration, system development, and user feedback in a timely manner.
- Risk Assessment – A comprehensive risk assessment will be conducted early in the project to identify technical, operational, and scheduling risks. The project manager will lead the team in continuously reassessing risks throughout each development milestone to ensure risks are actively monitored and promptly addressed.
- Contingency Planning – For high-impact risks, the team will establish contingency plans such as alternative hardware suppliers, backup documentation storage, or additional development time. These plans will be reviewed and tested to ensure the team is prepared to respond swiftly in the event of a risk becoming a reality.
- Agile Approach – The ParkSense team will follow an Agile-inspired workflow, allowing for rapid iteration, regular feedback, and incremental updates. This flexible approach supports ongoing risk identification and quick adaptation, making it easier to avoid major project disruptions.
- Communication – Clear and consistent communication among team members, advisers, and stakeholders is essential for early risk detection and response. The project manager will foster transparency, hold regular status meetings, and ensure that any potential or emerging risks are openly discussed and logged for follow-up.
For the ParkSense project, maintaining a comprehensive Risk Register is essential for tracking potential risks, assessing their impact, and outlining mitigation and response strategies. The Risk Register acts as a central tool for ongoing risk management throughout the project lifecycle.
The Risk Register includes the following key criteria for each identified risk:
- Risk ID – A unique identifier for tracking
- Risk Description – A brief summary of the risk
- Category – Technical, Operational, Financial, Environmental, etc.
- Likelihood – Probability of the risk occurring (e.g., Low, Medium, High)
- Impact – Severity of the risk on project objectives (e.g., Minor, Moderate, Major)
- Risk Owner – The team member or stakeholder responsible for monitoring and managing the risk
- Mitigation Strategy – Steps planned to reduce the likelihood or impact of the risk
- Contingency Plan – The backup action plan if the risk materializes
- Status – Current state of the risk (Open, In Progress, Resolved)
Risks with high priority or immediate relevance are also reflected in the project schedule. Tasks and milestones affected by identified risks may have associated buffer times, dependencies, or risk-specific actions included to ensure transparency and control.
Maintaining the Risk Register enables the ParkSense team to proactively manage uncertainties, respond to challenges swiftly, and maintain accountability in delivering a successful and resilient smart parking system.
The Communication Management Plan for the ParkSense: An Arduino-Embedded Parking Management System outlines the strategies and procedures for managing communication throughout the project lifecycle. This plan for the project is emphasized the importance of timely, accurate, and structured communication to ensure that all project stakeholders such as the development team, project adviser, BMO, and ITRO are aligned on goals, progress, and expectations. Effective communication is essential to the success of the ParkSense project, especially given its multi-functional components involving both hardware and software development. This plan defines what information needs to be communicated, how and when it should be delivered, who is responsible for sharing it, and the specific channels to be use. By adhering this Communication Management Plan, the ParkSense team aims to strengthen collaboration, enhance stakeholder engagement, minimize misunderstanding, and foster a transparent and informed project environment that supports successful implementation and long-term sustainability.
The Communication Management Approach for ParkSense effective communication is critical to the success of the ParkSense: An Arduino-Embedded Parking Management System project. Given the technical nature of the system and the diverse stakeholders involved including the project team, project adviser, BMO, ITRO, and parking user, the project manager must ensure that the right information is delivered to the right people at the right time using the appropriate channels. The ParkSense project will follow a structured and proactive communications approach to support clarity, transparency, and collaboration. The Project Manager will serve as the central communication coordinator, responsible for facilitating regular updates, tracking communication flow, and ensuring that all team members are informed of changes, deadlines, risks, and decisions. This approach allows the ParkSense project team to avoid miscommunication, reduce ambiguity, track decisions, and foster an open and collaborative environment. By maintaining a disciplined yet flexible communication strategy, the project manager will be able to address potential issues early, manage expectations, and ensure a smooth flow of information throughout the project lifecycle.
Communications management constraints for the ParkSense: An Arduino-Embedded Parking Management System refer to the challenges and limitations that may affect the effectiveness, clarity, and consistency of project communication. These constraints must be identified, monitored, and addressed to ensure that communication remains efficient, timely, and within the project’s defined parameters.
Some of the key communications management constraints for the ParkSense project include:
- Time Constraints – The project must be completed within the academic PBL timeline, which can limit the time available for communication planning, stakeholder coordination, and feedback cycles. This may result in rushed messaging or delays in receiving approvals.
- Resource Constraints – The team is composed of student developers with limited access to funding and communication infrastructure. This constraint affects the ability to use advanced tools like paid platforms and may rely on basic tools such as email, messaging apps, and shared drives.
- Stakeholder Availability – Key stakeholders such as the BMO staff and project adviser may have limited availability due to administrative duties or academic schedules. This can lead to difficulties in scheduling meetings, obtaining feedback, or aligning expectations promptly.
- Technical Limitations – Limited access to high-speed internet or system compatibility issues, especially during testing phases or remote collaboration, may delay or obstruct the exchange of real-time updates and files.
- Confidentiality and Data Handling – Some project information such as user data, system access credentials, or budget breakdowns must be handled securely and shared only with authorized individuals. Improper management could lead to privacy risks or breaches of academic integrity.
The ParkSense project has a varied set of stakeholders such as project sponsors, developers, end users, academic mentors, and potential partners. All these stakeholders have distinct interests, influence levels, and needs for information. It is thus imperative to delineate and identify their communication needs precisely so that they receive timely, relevant, and efficient project information.
The team utilized the following in order to identify these requirements:
Stakeholder Analysis: We mapped all major stakeholders and assessed their interest, influence, and level of participation in the ParkSense project.
Interviews and Surveys: Face-to-face discussions and formal questionnaires enabled us to learn about stakeholder communication frequency, detail, and channel preference expectations.
Responsibility Assignment Matrix (RACI): This was used to define who has to be Responsible, Accountable, Consulted, and Informed regarding each element of the project, which was used to create customized communication flows.
Communication Style Assessment: Knowing whether stakeholders were more comfortable with formal reports, presentations, dashboards, or casual updates, we changed our formats accordingly.
The ideal is to provide each stakeholder with the correct information, in the correct format, at the correct time. This helps cut down on miscommunication, aligns expectations, fosters trust, and gets the stakeholders more involved throughout the ParkSense project life cycle.
Project Sponsor
The Project Sponsor is the executive-level individual who authorizes, funds, and supports the project. They provide overall direction and are accountable for ensuring that the project aligns with the organization’s strategic goals. The sponsor approves key deliverables, resolves high-level issues, and helps remove organizational obstacles. They also serve as a key link between the project team and senior management, ensuring continued commitment and support throughout the project lifecycle.
Project Manager
The Project Manager is responsible for the planning, execution, and successful delivery of the project. They oversee the scope, schedule, budget, and resource management while coordinating with team members and stakeholders. The Project Manager ensures that goals are met on time and within budget, manages risks, monitors progress, and communicates updates to both the team and higher management. They serve as the central point of control and decision-making throughout the project.
Programming Lead
The Programming Lead (or Development Lead) heads the technical development efforts of the project. They guide the team of developers in coding, reviewing, and integrating software components based on technical requirements. This role involves making key architectural decisions, solving complex coding issues, and ensuring that the development aligns with industry best practices. The Programming Lead also collaborates closely with the Project Manager and Product Owner to translate user needs into functional software solutions.
Quality Assessment Lead
The Quality Assessment Lead is in charge of ensuring that the project’s outputs meet defined quality standards and requirements. They create the testing strategy, manage the QA team, and oversee the planning and execution of various testing activities, including functional, performance, and regression tests. Their responsibilities include identifying defects, verifying fixes, and ensuring that the product is reliable and meets user expectations. They also provide reports on quality metrics and recommend improvements for future releases.
Documentation Lead
The Documentation Lead manages the creation, organization, and delivery of all project-related documentation. This includes user manuals, system documentation, training materials, and technical guides. They ensure that documents are accurate, consistent, and accessible to relevant stakeholders. The Documentation Lead works closely with the development, QA, and product teams to gather information and update documents throughout the project lifecycle, supporting knowledge sharing and long-term maintainability of the product.
The following table presents contact information for all persons identified in this communications management plan. The email addresses and phone numbers in this table will be used to communicate with these people.
| Role | Name | Organization/ Department | |
|---|---|---|---|
| Project Sponsor | Marr Lauriel Bringas | BMO | [email protected] |
| Project Manager | Angela Mae Tauyan | IT | [email protected] |
| Scrum Master | Timothy Jay Sayson | IT | [email protected] |
| Programming Lead | John Jorel Landicho | IT | [email protected] |
| Quality Assessment Lead | Heiro Usana | IT | [email protected] |
| Documentation Lead | Rchie Libudan | IT | [email protected] |
Clear and consistent communication is vital to the success of the ParkSense project, particularly given the varying technological capabilities among team members and stakeholders. This plan defines the communication methods and technologies that will be used to ensure project information is delivered effectively and accessibly.
Primary Communication Methods:
-
Instant Messaging and Daily Coordination:
- The team will use Discord, Facebook Messenger, and Microsoft Teams for instant messaging, quick discussions, and daily coordination. Dedicated channels will be created for different project areas, such as hardware, backend, UI, and documentation, to keep conversations organized and efficient.
-
Formal Meetings and Status Reviews:
- Weekly virtual meetings will be conducted using Microsoft Teams allowing for screen sharing, file collaboration, and real-time discussions. These meetings will be used to review progress, resolve issues, and make key decisions.
-
Project Documentation and File Sharing:
- Microsoft OneDrive and SharePoint will be used for file storage, document sharing, and version control. All project documentation, such as schedules, reports, and technical designs, will be stored in shared folders accessible to authorized team members.
-
Email Communication:
- Outlook email will be the standard method for formal communication, stakeholder updates, and sending official project documents. It provides a reliable and traceable means of communication for individuals both inside and outside the core project team.
-
Task Management and Progress Tracking:
- Jira will be used to manage tasks, track progress, assign responsibilities, and monitor milestones. The platform integrates with Teams, making it easier to coordinate and visualize task status in real time.
This communication strategy ensures that all participants stay informed and aligned, promoting timely decision-making and consistent progress on the ParkSense project.
This matrix ensures that the right information is delivered to the right receivers using the appropriate methods and tools.
| Channel | From | To | Type | Frequency | Format |
|---|---|---|---|---|---|
| Project Planning | Project Manager | All Team Members, Adviser | Meeting | Once before the project cycle starts | Formal Meeting |
| Sprint Planning | Project Manager | All Team Members | Meeting | Every start of the Sprint | Structured Agenda |
| Progress Updates | Project Manager | Adviser, Stakeholders | Artifact | Bi-weekly or if needed | Status Report |
| Stand-up Meetings | Team Members | Team Members | Meeting | Twice a week | Brief Verbal Report |
| Task Status Reports | Team Members | Project Manager | Artifact | Every after 3 days | Written Log |
| Issue Escalation | Team Members | Project Manager | Message | If needed | Direct Message |
| Documentation Making | Project Manager | All Team Members | Artifact | Daily | Centralized Shared Document |
| Bug Reports | All Team Members | BMO Staff, Adviser, Lead Developer | Artifact | Once discovered during testing phase | Issue Submission, Direct Message |
| System Demos | Programming Lead | BMO Staff | Presentation | After every milestone | Visual Walkthrough |
| Final Presentation Preparation | All Team Members | All Team Members | Meeting | Every before finals presentation | Mock Defense |
To ensure effective communication and smooth collaboration, all team meetings for the ParkSense project will follow these structured guidelines. These practices aim to keep discussions focused, decisions clear, and everyone accountable for progress.
- Purpose and Planning: Every meeting must have a clear objective, with an agenda shared at least one day in advance.
- Attendance and Roles: Only essential members should attend; roles such as facilitator, timekeeper, and note-taker must be assigned beforehand.
- Time Management: Meetings must start and end on time, following the agenda to stay on track.
- Communication Etiquette: Encourage respectful, professional dialogue and active participation, allowing one speaker at a time.
- Tools and Platforms: Meetings will be conducted in person or via Microsoft Teams, using tools in OneDrive for real-time collaboration.
- Action Items and Follow-Up: All decisions and tasks must be documented, with responsible persons and deadlines clearly defined and shared within 24 hours.
To maintain consistent and effective collaboration, the team follows standardized formats and protocols in different communication channels. These standards will also assist the stakeholders to clearly understand the updates throughout the project lifecycle.
To maintain consistent and effective collaboration, the team follows standardized formats and protocols in different communication channels. These standards will also assist the stakeholders to clearly understand the updates throughout the project lifecycle.
Naming Protocols and File Conventions
- Branch Naming (GitHub): Branches use a clear format: feature/IssueNumber_Initials_Title or content/IssueNumber_Initials_Title
- Github: Pull requests and source code management
- Jira: Sprint tracking and task assignments
- OpenProject: Milestone management and gantt charts
- SharePoint: File repository for midterms and final documentations or deliverables
- Messenger: Real-time updates and coordination
- Teams: Scheduled online meetings, sprint review, and scrum meetings
- Meeting Documentation: All teams meetings are recorded via the recording video of the teams and include Minutes of the Meeting (MOTMs). MOTMs should include the date, attendees, summary, and action items.
- Messages: Status updates via messenger should be informative. Tell whether the task assigned is currently working on or if it is already finished to be updated in the communication tools.
- Commit Messages: Should reference the issue and describe the change.
- Project Manager: Schedules the meetings and oversee the communication strategy among the members and stakeholders
- Programming Lead: Coordinates technical progress and communicates with the internal and external adviser if needed
- Team Members: Regularly update task progress to the different communication tools and respond to all communication promptly
During the ParkSense project, a structured escalation process will address communication issues, ensuring timely resolutions, team alignment, and effective stakeholder management.
- Identification
- Team members must promptly identify and document any communication issues that could impact project progress.
- Initial Resolution Attempt
- The team will resolve the issue internally through regular meetings or chats within 24 hours of its identification
- Escalation to Project Manager
- If the issue remains unresolved, it will be escalated to the Project Manager, who will evaluate the concern and coordinate a response within 48 hours.
- Stakeholder Engagement
- For issues involving external parties (e.g., the Building Maintenance Office or Faculty Sponsor), the Project Manager will engage the relevant stakeholder directly to clarify expectations and facilitate a resolution.
- Escalation to Project Sponsor
- Suppose the issue cannot be resolved at the team or stakeholder level. In that case, the Project Manager will escalate it to the Project Sponsor, summarizing the problem and the solutions that have already been attempted.
| Term | Definition |
|---|---|
| Stakeholder | Any individual, group, or organization impacted by the project. This includes internal roles like the project team, and external roles such as the Building Maintenance Office (BMO) and ITRO. |
| Escalation Process | A structured procedure for resolving communication issues by escalating concerns to higher authority levels, such as the Project Manager or Project Sponsor. |
| Project Sponsor | The executive-level individual who authorizes the project and is accountable for its success, typically requiring high-level, summary communication. |
| Project Manager | The person responsible for managing project execution, who also acts as the central communication hub, ensuring all relevant stakeholders receive necessary updates. |
| Project Team Directory | A contact list of individuals involved in the project used for direct and reliable communication. |
| Communication Matrix | A structured table defining who communicates with whom, about what, how often, and through which methods. |
| Communication Channel | The method used to transmit project information (e.g., email, Teams, Discord, Messenger). |
| Meeting Minutes (MoMs) | Official summary of meetings including agenda items discussed, decisions made, and action items assigned. |
| Status Report | A recurring communication document or artifact used to update stakeholders on progress, issues, and upcoming tasks. |
| Jira | A project management tool used for sprint tracking, issue logging, and task assignments among the development team. |
| GitHub | A version control platform used for managing and sharing code, as well as tracking changes and collaborating on software development. |
| SharePoint | A document management and sharing platform used for organizing project deliverables, reports, and official submissions. |
| Microsoft Teams | A collaboration platform used for formal meetings, file sharing, and integrated chat among project members. |
| Discord | A real-time communication tool used for daily coordination and informal updates among team members. |
The Change Management Plan for the ParkSense project provides a structured approach to managing any modifications that may arise throughout the project lifecycle. Changes may involve adjustments to scope, timeline, budget, technical requirements, or resources. This plan ensures that all proposed changes are evaluated for their potential impact, reviewed by relevant stakeholders, and approved through a defined process before implementation. The goal is to maintain control over the project while remaining flexible enough to accommodate necessary improvements. By following this approach, the ParkSense team can ensure transparency, minimize disruption, and support informed decision-making during the execution of the project.
The Change Control Board (CCB) is a formal group responsible for evaluating, approving, or rejecting proposed changes to the ParkSense project. Its primary purpose is to ensure that all modifications to the project scope, schedule, cost, or quality are thoroughly reviewed, documented, and aligned with project objectives before implementation.
The CCB ensures:
- All change requests are systematically evaluated.
- Project goals, timelines, and budgets are not compromised.
- Approved changes are documented, communicated, and controlled.
- Stakeholder expectations are managed through a structured change process.
- Project Manager (Chairperson): Facilitates CCB meetings, ensures that change requests are aligned with project goals, and oversees implementation of approved changes.
- Product Owner/Client Representative: Represents the interests of stakeholders and end-users; evaluates the business value and customer impact of proposed changes.
- Scrum Master: Ensures that changes are compatible with the agile development process and that team workflows are minimally disrupted.
- Programming Lead: Assesses technical feasibility, development impact, and resource requirements of proposed changes.
- Quality Assessment Lead: Evaluates the impact of changes on quality assurance, testing procedures, and product standards.
- Documentation Lead: Ensures that all approved changes are properly recorded in project documentation, manuals, and guides.
- Review Requests: Examine change proposals for completeness, necessity, and impact.
- Analyze Impact: Assess how changes affect scope, schedule, cost, risk, and quality.
- Decision Making: Vote to approve, modify, or reject proposed changes.
- Communication: Notify all stakeholders of CCB decisions and update relevant documentation.
- Monitoring: Track implementation and integration of approved changes.
This section outlines the roles and responsibilities of the project team according to the change management process of the ParkSense project.
| Role | Responsibility |
|---|---|
| Project Manager |
*Oversee the overall change management process *Review and approve proposed changes *Continuity of communication with stakeholders |
| Scrum Master |
*Initiates the team discussion due to change requests *Ensures that team stays on track before and after change is implemented |
| Lead Developer |
*Implement the approved changes to the system *Evaluates the feasibility of the change requests |
| Lead Documentation |
*Updates documentation and user guides to reflect the change requests *Records all change logs |
| Lead Quality Tester |
*Updates test plans to reflect the change requests *Validates the changes to make sure that it doesn’t affect any existing functionality |
| Project Sponsor |
*Provides input and approval for the said change requests *Participates in user testing to provide feedback validation |
| All Team Members |
*Propose changes if necessary and document the change request *Collaborate on evaluating the impact to the overall project cycle |
The change control process for the ParkSense project provides a structured approach to managing and incorporating changes that may impact on the project’s scope, schedule, cost, or deliverables. This process ensures that all changes are reviewed, evaluated, approved, and documented before implementation. It helps the team maintain control over the project while remaining adaptable to new requirements or unforeseen challenges.
The ParkSense project will follow these key steps in its change control process:
- Change Identification - Any project team member, stakeholder, or adviser may identify a potential change. This may include scope adjustments, hardware substitutions, timeline extensions, or new feature requests. Once a change is identified, it is documented in a formal Change Request Form.
- Change Request Submission - The initiator of the change submits the Change Request Form to the Project Manager. This document includes a description of the change, the reason for the change, potential impacts, and any resources required.
- Initial Review and Logging - The Project Manager logs the request in the Change Log and performs an initial review to ensure the request is clear, justified, and necessary. If incomplete, the request is returned to the initiator for clarification.
- Impact Assessment - The project team, including technical leads and the adviser if needed, evaluates the impact of the proposed change on the project scope, schedule, budget, quality, and resources. Risk implications and dependencies are also considered during this step.
- Change Review and Decision - Once the impact assessment is complete, the change request is reviewed by the Change Control Board (CCB), which may consist of the Project Manager, Project Adviser, and key stakeholders (e.g., BMO representative). The CCB determines whether to approve, reject, or defer the change.
- Communication of Decision - The Project Manager communicates the decision to the team and updates the Change Log accordingly. If approved, the change is scheduled for implementation. If rejected, the reasons are documented and shared with the requester.
- Implementation of Approved Change - Approved changes are incorporated into the project following an update to the project plan, scope documents, timeline, and any affected deliverables. Responsibilities are reassigned as necessary.
- Documentation and Closure - Once the change has been implemented, the Project Manager ensures all documentation is updated, including the Work Breakdown Structure (WBS), Gantt chart, requirements documents, and meeting records. The change is then marked as closed in the Change Log.
ParkSense is a smart parking system initiative created to support the increasing demand for smarter, technology-based parking management in cities. The project combines sensor technology with real-time observation, data analysis, and mobile functionality to offer users and administrators an innovative parking experience.
This transition plan represents the official handover of ParkSense from development to operational deployment and ultimate scaling. The system is now in the custody of the core project development team and will be handed over to the operational support team and long-term maintenance, system expansion stakeholders.
The transition will be spread over a specified timeframe, within which major knowledge transfer activities, documentation handover, testing, and performance verification will happen. The intention of the transition is to provide a seamless operational takeover with the least disruption and to provide the receiving team with all required tools, documentation, and training for effective management and support of ParkSense.
This overview will be followed by more elaborate parts in the transition plan, including scope, accountability, communications approach, risk avoidance, and key performance indicators.
The following table shows the transition team members from the ParkSense project and the roles and responsibilities of each team member and client.
| Name | Role | Responsibility |
|---|---|---|
| Angela Mae Tauyan | Project Manager | Ensures that the project stays within scope, schedule, and budget. |
| Timothy Jay Sayson | Scrum Master | Facilitates agile practices, helps remove impediments, and ensures that the team follows iterative processes during final sprints and handoff activities. He also assists in coordinating retrospective reviews and sprint wrap-ups. |
| John Jorel Landicho | Programming Lead | Finalizes system features, oversees code stability, and ensures that all functionality is complete and aligned with project requirements. He also provides technical support during the transition and assists with system integration and performance verification. |
| Heiro Usana | Quality Assessment Lead | Assists in the process of the development of the website with the lead developer. Ensures that the user interface and user experience are consistent, polished, and meet accessibility and usability standards. |
| Rchie Libudan | Documentation Lead | Is responsible for overseeing the development and maintenance of all written materials related to the project. |
| Jojo Castillo | IT Support | Assists with system deployment, hardware setup, server configuration, and ensures that technical infrastructure is ready for operational use. They will also assist in post-deployment monitoring and troubleshooting. |
| Marr Bringas | Client (BMO Admin) | Plays a key role during the transition phase by validating that the delivered system meets expectations. Is involved in final reviews, provide acceptance sign-off, and may request final adjustments before full deployment. |
| Mervin Quilang | Client (BMO Security Staff) | Responsible in handling security operations in the school. |
To ensure smooth transition of the ParkSense project from development to operational environment, it must be planned and executed to ensure continuity. These are the following steps:
Transition Approach
- Development Team (All team members)
- Provide post-deployment technical support for 2 months to address bugs and errors to ensure stable performance
- Complete a full knowledge transfer prior to the final handover to the BMO staff
- Exit once all deliverable and system verification have been evaluated and approved by the client (BMO staff)
- BMO Staff
- Trained to use the full features of the system independently
- Roles may shift from manual tasks to system-supported tasks
- Assign staff to be given the role of admin to be responsible in overseeing the ongoing system
- Knowledge Transfer
- Training Session:
- System walkthroughs the covers how to use the entire feature of the ParkSense system
- Scenario-based demonstration when there are any system errors and manual overrides
- Documentation:
- Provide user manual, troubleshooting guide, and system maintenance instructions
- Training Session:
- Role Reassignment
- Developer access will be removed after the acceptance and validation of the system
- Exit Criteria for Development Team
- All deliverables are submitted, evaluated, and approved
- All features are working, delivered, and accepted
- Communication and Support
- Weekly check-ins during the post-development period
During the transition period, the ParkSense system will continue to function. It will be available in the Asia Pacific College basement car park area to facilitate spontaneous testing, feedback gathering, and adjustment. The project team will continue regularly liaising with the Building Maintenance Office (BMO) to enable successful handover and user acceptance.
The primary activities of this stage are:
- System Monitoring and Troubleshooting — The development team will watch the system to ensure system accuracy in sensor data, dashboard response, and slot updates. Bugs and misreads will be addressed immediately.
- User Feedback and Support Gathering — BMO employees will be requested to report defects, usability issues, or feature requests at first system use. Collected feedback will be utilized for final tuning.
- Training and Documentation — Step-by-step walkthroughs and hands-on mode training, user guides, and precise documentation will be made available to ensure proper use and maintenance of the system to BMO employees.
All intellectual property (IP) related to the ParkSense project, including source code, circuit designs, system architecture, documentation, training materials, and deployment diagrams, will be turned over to Asia Pacific College as part of the final project handoff. The development team affirms that all materials were created solely for academic and institutional use, with no involvement of external vendors or subcontractors.
Upon completion, a complete IP package will be transferred to the Building Maintenance Office and the project sponsor. This package will include:
- Source code and database schema files
- PCB or circuit layout (if applicable)
- 3D printable casing design files
- User and admin manuals
- Training slide decks and demo videos (if created)
The ParkSense system includes role-based access, primarily through admin and staff user accounts used for managing the dashboard and monitoring system activity. As part of the transition process, all administrative credentials will be handed over securely to the BMO.
A record of system accounts is provided below for transition tracking:
| Account Name | Role | To Be Transferred To | Action |
|---|---|---|---|
| admin.parksense | System Administrator | BMO Head (Assigned by APC IT) | Transfer Ownership |
| staff.parksense | Staff/BMO Account | Designated BMO Staff | Transfer Ownership |
| dev.parksense | Developer Access | Project Team Lead | Disable/Archive |
| demo.parksense | Demo/Test Account | — | Disable |
Passwords will be reset and changed upon handoff, and shared only through a secure and documented process. Any demo or developer accounts will be disabled to prevent unauthorized access after turnover.
Effective knowledge transfer is critical to ensuring the sustainability and continued usability of the ParkSense system after project completion. To support continuity, the ParkSense team will implement a structured knowledge transfer process that ensures operational staff specifically the Building Maintenance Office (BMO) personnel and other end-users are fully equipped to operate, maintain, and troubleshoot the system.
The knowledge transfer approach will include the following key components:
- Comprehensive Documentation - The development team will prepare and deliver a complete set of documents, including user manuals, system architecture diagrams, wiring schematics, and an as-built technical specification. These documents will outline how the hardware and software components work together, how to operate the system dashboard, and how to interpret sensor outputs.
- Formal Training Sessions - A scheduled training session will be conducted for BMO staff. The session will cover system functions, user interface navigation, troubleshooting steps, and basic maintenance procedures. A question-and-answer portion will be included to ensure clarity and engagement.
ParkSense below is the transition-out schedule:
| Milestone | Target Date |
|---|---|
| Project Testing | May 05-09, 2025 |
| Project Implementation | May 19, 2025 |
| Implement Training | May 24, 2025 |
| Handover Final System in BMO | June 9, 2025 |
| Project Closeout | June 10, 2025 |
At the conclusion of the ParkSense project, a formal handover and acceptance process will be conducted to ensure that all deliverables, documentation, and system components have been completed, reviewed, and officially transferred to the designated stakeholders. This process provides closure to the project and ensures that the client and relevant departments are fully equipped to operate and maintain the system.
The handover process will involve the following key elements:
- Final Review Meeting - A scheduled session will be conducted with the BMO representative, Project Adviser, and ITRO to present the final system, review documentation, and walk through the system’s functionality and performance.
- Handover Checklist - A detailed checklist will be used to confirm that all deliverables have been completed. This includes:
- Functional web-based dashboard and sensor integration
- Approved technical documentation user manuals, wiring diagrams, and source code
- Training sessions completed and attendance confirmed
- Final testing reports and validation results
- Knowledge transfer materials archived and accessible