Table of Contents PROJECT TITLE PROJECT MEMBERS Project Professor Project Adviser Project Team COMPANY PROFILE 1. BUSINESS CASE 1.1 Executive Summary 2. Project Charter 3. Stakeholders Management Strategy Plan 4. Stakeholder Analysis 5. Scope management 6. Schedule management 7. Cost management 8. OpenProject Work Breakdown Structure 9. OpenProjectWork Packages 10. Resource management 11. Quality Management 12. Risk management 13. Communication management 14. Change management 15. Implementation/Transition

NAME	EMAIL
Jose Eugenio L. Quesada	[email protected]

NAME	EMAIL
Adviser Name	[email protected]

NAME	ROLE	EMAIL
John Marvin Sumalinog	Project Manager/Web Developer	[email protected]
Jan Christopher Reyes Francisco	Web Developer	[email protected]
Sean Marcus Maglaque	Document Specialist	[email protected]

Company Name:	WorkTeamWear
Company Logo
Address:	2244 ROAD 6, SAN ANDRES BUKID MANILA, PHILIPPINES 1009
Contact Number:	+63998 854 8632
Line of Business:	Jersey Customization
Type of Customers:	Athletes
Stakeholders:	Dante Enriquez
Number of Employees:	30

Works Team Wear currently relies on Facebook and paper-based processes to manage custom sportswear orders and inventory. These outdated methods result in miscommunication, misplaced orders, and inventory errors. To address these inefficiencies, the GearCraftWorks project proposes developing a comprehensive e-commerce platform with an integrated 2D design tool, inventory management system, ordering system, and chatbot support. This platform will improve customer satisfaction, streamline business operations, and modernize the client’s digital infrastructure.

1.1. Issue Works Team Wear currently relies on outdated and manual methods such as Facebook posts and paper-based tracking to manage their sales, custom jersey orders, and inventory. This system often leads to miscommunication between the business and customers, frequent order errors, and a lack of proper inventory management. These inefficiencies slow down operations, create dissatisfaction among customers, and limit the business’s ability to grow and serve more clients effectively. Without a centralized, modern digital platform, Works Team Wear continues to face challenges that threaten the quality of their service and overall business competitiveness.

1.2. Anticipated Outcomes GearCraftworks e-commerce platform is implemented, Works Team Wear will be able to fully modernize its operations. Customers will have access to a professional online store where they can browse, design, and place custom orders directly. A 2D jersey customizer will allow customers to visualize and submit their designs accurately, eliminating misunderstandings. The business will also benefit from real-time inventory management and automated order processing, reducing human error and saving time. Overall, the new system will improve operational efficiency, enhance customer satisfaction, and position Works Team Wear for future growth.

1.3. Recommendation It is recommended that Works Team Wear proceed with the development of a custom-built e-commerce platform designed specifically for their needs. This platform will include a fully functioning storefront, an integrated 2D jersey designer, an automated inventory and ordering system, and a chatbot to assist with customer inquiries. By implementing this solution, Works Team Wear can address its current operational problems directly, increase the accuracy of orders and inventory management, and improve customer experience—all critical factors for scaling the business and remaining competitive in today's market.

1.4. Justification The development of a custom e-commerce solution is justified because it directly addresses the critical weaknesses in Works Team Wear’s current operations. Unlike generic or off-the-shelf systems, the proposed solution will be tailored specifically to the business’s workflow, ensuring maximum relevance and effectiveness. Quantitatively, moving to a digital platform is expected to reduce order errors by at least 25% and improve inventory tracking by 50%, resulting in better resource management and cost savings. Failure to implement this project will leave the business vulnerable to ongoing inefficiencies, customer dissatisfaction, and lost sales opportunities, ultimately hindering its growth potential.

2. BUSINESS CASE ANALYSIS TEAM The business case for the GearCraftWorks E-commerce Website project was developed by a team of three student developers working under the guidance of one project adviser. Each team member contributed based on their individual expertise to ensure a comprehensive and effective solution was designed to address the client's business needs. Below are the members of the team and their specific roles: Documentation Oversaw overall project planning, documentation, and final integration of all components. UI/UX Designer & Frontend Developer Designed user interfaces, focusing on customer experience, and developed the 2D jersey customizer feature.

 Backend Developer

Handled backend development tasks including the creation of the inventory management and ordering system.

 Project Adviser

Provided supervision, technical guidance, and ensured the project's alignment with professional and academic standards.

3. PROBLEM DEFINITION

3.1. Problem Statement Works Team Wear lacks a functional e-commerce system with integrated design tools and backend management. Their current reliance on Facebook and paper records leads to inefficiencies, errors, and customer dissatisfaction.

3.2. Organizational Impact The new platform will shift the organization from manual to digital processes. Paper records will be replaced with real-time dashboards. Order processing will become automated, and staff roles may be adjusted to accommodate digital order fulfillment and customer support.

3.3. Technology Migration The current manual systems and Facebook-based communication will be replaced. Inventory data will be migrated into a new digital database. New software will be hosted using secure cloud services. Minimal hardware upgrades are required, leveraging existing desktops and internet infrastructure.

4. PROJECT OVERVIEW The GearCraftWorks project aims to address the operational challenges faced by Works Team Wear by introducing a fully integrated e-commerce platform. This platform will streamline custom jersey ordering, inventory tracking, and customer communication through automated systems and interactive design tools. The project will be guided by clearly defined goals, assumptions, and performance indicators, ensuring measurable improvements in efficiency and customer satisfaction. Constraints such as limited resources and change resistance will be managed through phased implementation and proactive stakeholder engagement. Milestones have been set to track progress, with strategic alignment and cost-efficiency driving the project forward.

4.1. Project Description GearCraftWorks will deliver a full-stack e-commerce site with custom jersey design features, order tracking, and chatbot integration. The site will support real-time inventory management and automated order summaries for clients.

4.2. Goals and Objectives The main goals of the project are to improve the customer experience and internal efficiency by digitizing the ordering process. It aims to eliminate manual record-keeping, enhance order accuracy, and reduce communication errors. By offering a seamless customization experience, the project also seeks to boost customer satisfaction and encourage brand loyalty. Real-time inventory tracking and order status updates will ensure transparency and faster processing.

4.3. Project Performance

Project performance will be measured using key performance indicators (KPIs) such as the reduction in order errors, time-to-order fulfillment, and customer satisfaction ratings. The number of digitally processed orders and reduced customer complaints will also indicate success. Staff productivity and their ability to manage orders through the system will be monitored. Regular system audits and feedback sessions will help gauge long-term impact.

4.4. Project Assumptions This project assumes that Works Team Wear has reliable internet access and working desktop computers. It also assumes that customer and inventory data are available for initial system setup. The team expects stakeholder cooperation, including timely feedback and participation in testing. Staff and customers are assumed to be open to adopting the new digital platform after training.

4.5. Project Constraints The project must be completed within a limited budget and timeframe. With a small development team, work must be carefully divided and milestones must be strictly followed. Integration with existing manual workflows may create temporary overlaps and inefficiencies. Resistance to change from employees or customers may slow the adoption rate.

4.6. Major Project Milestones This section outlines the key milestones of the GearCraftWorks project, with estimated completion targets subject to change as the project progresses. The development of the system has been completed, and the team is currently focused on refining features, resolving bugs, and improving both technical components and underlying business processes. Project documentation for software development and project management is underway to ensure proper handover and maintainability. Preparations for deployment are in progress, including server setup, domain acquisition, and security implementation. The project will conclude with a system launch, followed by user onboarding and post-deployment evaluation to validate performance and ensure long-term success.

5. STRATEGIC ALIGNMENT The project supports Works Team Wear's strategy of improving business operations through digital transformation. The new system will allow for more scalable and data- driven management, enabling the business to expand and compete more effectively. It also supports environmental sustainability through the reduction of paper use. The project aligns with broader trends in e-commerce and customization, positioning the business for long-term success.

6. COST BENEFIT ANALYSIS Initial development costs are minimized due to the student-led nature of the project, significantly reducing labor expenses. However, deploying the system will require key investments, including web hosting (e.g., AWS, DigitalOcean, or Hostinger), a registered domain, and an SSL certificate to ensure secure transactions. Optional but beneficial tools such as automated backups, uptime monitoring, and performance analytics may also be required for long-term stability and scalability. The primary benefits of deployment include increased order volume, reduced operational errors, faster turnaround times, and enhanced customer satisfaction. Long-term, the platform will save on paper, administrative time, and manual labor, while also supporting future expansion at minimal additional cost. These combined advantages demonstrate a favorable return on investment and position the company for digital competitiveness.

7. ALTERNATIVES ANALYSIS Several alternatives were considered for solving the identified issues. Continuing the current system would maintain existing inefficiencies and limit growth. Outsourcing the platform’s development would incur high costs and potentially lack customization. Developing GearCraftWorks internally provided the most tailored and cost-effective option. It allowed for close collaboration with the client, full control over features, and better alignment with specific business needss all at a lower cost than external development.

8. APPROVALS This business case is submitted for approval to proceed with the GearCraftWorks project. Final authorization will be granted by the executive review board after reviewing the contents of this document and evaluating the proposed solution.

Executive Summary

The project intends to address the limitations of using Facebook for business transactions, providing a more efficient and organized system for both the client and their customers. GearcraftWorks E-commerce Website aims to create a robust online platform for Works Team Wear to streamline their business operations and enhance customer experience. The primary objectives are to develop an e-commerce site with a selling feature, a 2D designer for custom sportswear, and an integrated inventory and ordering system  PROJECT PURPOSE/JUSTIFICATION

Business Need/Case

The WorksTeamWear E-commerce website represents a major advancement over the client’s manual, Facebook-based chat transactions by enabling internal processing through a more reliable and efficient system. This digital platform not only reduces the risk of missed or overlooked orders but also empowers customers to design their desired jerseys using an integrated customization tool.

Business Objectives

The business objectives for this project is to allow the project to be useful for WorksTeamWear and create a functioning e-commerce website that improves the process of the company • Design and test a new completed website within the next 90 days • Complete implementation of the website to be functional for business • Reduce the amount manual work done by the WorksTeamWear through the digitalization of the process   PROJECT DESCRIPTION

WorksTeamWear offers customers a 2D customizable designer that enables them to create their preferred jersey with precision, using either fully custom designs or premade templates. The platform also features a streamlined payment system for fast and hassle-free transactions. On the business side, store owners can easily manage products, approve orders, and view detailed statistics, allowing for more efficient and effective business operations.

Project Objectives and Success Criteria The objectives which mutually support the milestones and deliverables for this project have been identified as such: • A working 2D Designer that allows the user to design custom jersey • A payment system is developed that allows for ease of transaction • The creation of an administration panel that eases the company’s management of business • The implementation of a working website that can support the business   Requirements

The project achieves the following to consider it as a success. • A functioning purchasing system that allows for the purchase of goods • A 2D customizer designer which allows for the customer to create their own clothing designs • A working payment system • A administrator page that allows the shop keeper to manage the products and orders.

Constraints The following is the determined constraints of the project: • The client, must purchase and maintain a server which will run the current website • An IT specialist with knowledge of PayPal must always be on-line in the case of payment failure • Due to delivery services preferences, the delivery of the product cannot be actively tracked as seen in other E-commerce websites   Assumptions

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 project sponsor and the business owner of WorksTeamWear • The purpose of this project will be communicated throughout the business prior to deployment • The project manager will request additional resources if necessity dictates so

Preliminary Scope Statement

The WorksTeamWear E-commerce Website project will develop a functional online platform featuring product purchasing, a 2D custom sportswear designer, an integrated payment system, and an administrative dashboard for managing products and orders. The project focuses on creating a responsive website to streamline business operations and enhance customer experience. Server maintenance and long-term payment support are excluded from the project scope. Completion is achieved once the site is fully functional, tested, and deployed on a client-provided server.  

RISKS The following has been assessed as risk to said project. • Cyber Security Threat such as account takeover, payment fraud and data breeches are a possibility and could occur given the usage of the website. • Given our client is not yet accustomed to the website, a stall in business operations may occur PROJECT DELIVERABLES

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

<caption style="font-weight: bold; background-color: #ccc; padding: 8px;">Summary Milestone Schedule</caption>

Project Milestone	Target Date (mm/dd/yyyy)
Project Start	/ /2024
Documentations created	/ /2024
UI Designed	12/20/2024
Website Functioning	01/25/2025
Website Completion	01/25/2025
Website Revision	04/01/2025
Project Completion	07/01/2025

SUMMARY BUDGET

At the moment the budget for the project depends entirely on what webservice platform WorksTeamWear is willing to accommodate and willing to spend upon as negotiations stalled with the website currently using a free server platform of

PROJECT APPROVAL REQUIREMENTS he WorksTeamWear E-commerce Website will be approved once it meets all functional and business requirements, passes successful testing, is deployed on a client-provided server, and receives final acceptance from the project sponsor and business owner.

PROJECT MANAGER

The project team is led by JC Francisco, who heads the UI/UX department, and John Marvin Sumalilong, who manages backend development. Sean Marcus Maglaque later joined the project in late 2024, handling documentation, meeting scheduling, and diplomatic relations with advisors and consultants. The project also had former members, including Jouie Embudo as the assistant UI developer and Euri Maxwell, who was responsible for documentation and paperwork.

1. INTRODUCTION This Stakeholder Management Strategy outlines the approach used by the CodeWeavers team to identify, analyze, and manage stakeholders involved in the WorksTeamWear project. The project aims to deliver a custom jersey e-commerce platform that includes a 2D design tool for users to create personalized sportswear. Effective stakeholder management ensures support from key individuals, reduces potential resistance, and aligns objectives throughout the development lifecycle.

2. IDENTIFY STAKEHOLDERS Stakeholders were identified using team brainstorming sessions, stakeholder mapping techniques, and project role analysis. Stakeholders include all individuals and groups affected by or capable of influencing the project. This includes internal team members, customers, and external suppliers. Stakeholders were recorded regardless of their influence or role to ensure full coverage and avoid unexpected disruptions during the project. Identified stakeholders: ● John Marvin Sumalinog – Project Manager

● Sean Marcus Maglaque – Document Specialist

● JC Francisco – Designer & Web Developer

● Mr. & Ms. Enriquez – Project sponsor and key stakeholders

● Customers (End-users of the custom jersey platform

3. KEY STAKEHOLDERS The following stakeholders are considered key to the success of the WorksTeamWear project: ● John Marvin Sumalinog (Project Manager): High influence and involvement. Oversees execution, timelines, and decision-making.

● JC Francisco (Designer & Web Developer): Medium influence. Critical in the development and usability of the design tool.

● Mr. & Ms. Enriquez: High interest, moderate influence. Owners and sponsors of the project. Their approval is the measure of the success of the project.

● Customers: High interest, moderate influence. Their user experience and satisfaction will define project success.

Key stakeholders were selected based on their potential to significantly impact the project through decisions, deliverables, or resource dependencies.

4. STAKEHOLDER ANALYSIS Stakeholders were analyzed using a Power/Interest matrix. Stakeholders with high power and interest, such as the Project Manager, receive regular and detailed updates. Others, like the Document Specialist, are informed periodically.

The sponsors and the key stakeholders, that being the owners of said company will be informed quarterly of progress of the website. As per verbal agreement, they do not wish to interfere with the development and only wish for the finished product of the team’s efforts. Customers will be taken as a phantom stakeholder, while they are not named, the user expierience will be the priority of design and accessibility of the website. The user expeirence is greatly accounted for in creating the website.

<caption style="font-weight: bold; font-size: 18px; background-color: #dbe5f1; padding: 10px;">Stakeholder Analysis</caption>

Name	Department / Company	Position	Advisers	Objectives, Requirements, Interests	Influence	Project Contribution	Resistance
John Marvin Sumalinog	CodeWeavers	Project Manager	Oversee project progress, ensure goals are met	High	Decision-making, coordination	High
Sean Marcus Maglaque	CodeWeavers	Document Specialist	Ensure documentation accuracy and completeness	Low	Reports, logs, documentation	High
JC Francisco	CodeWeavers	Web Developer	Build UI/UX, implement 2D design tool	Medium	Website and design tool dev	High

INTRODUCTION Scope Management is the collection of processes that ensure the WorksTeamWear project includes all the work required to successfully complete it—while excluding any work not directly tied to its goals. The Scope Management Plan outlines how the project scope will be defined, validated, and controlled. It identifies the roles responsible for scope oversight and serves as a framework for managing and controlling the project scope. WorksTeamWear is a full-stack e-commerce platform focused on custom jersey pre-orders. What sets this platform apart is its innovative 2D jersey customizer, which empowers users to design and personalize jerseys in real-time. The feature includes tools for color changes, name and number placement, and front/back view editing, all rendered interactively. The platform also supports exporting the final design as an image, allowing customers to preview and save their custom jerseys. In addition to the front-end user experience, the project delivers a robust client-facing system that includes an administrative dashboard. This backend system allows the client to efficiently manage pre-orders, monitor inventory, approve custom designs, and handle customer communications. WorksTeamWears' Project Scope Management will follow the five-step process: Collect Requirements, Define Scope, Create Work Breakdown Structure (WBS), Verify Scope, and Control Scope. • Collect Requirements – Gather functional and non-functional requirements from stakeholders including users, developers, designers, and business analysts. • Define Scope – Transform requirements into a clear and concise project scope statement. • Create WBS – Decompose the project scope into smaller deliverables and manageable work packages. • Verify Scope – Ensure deliverables are formally reviewed and accepted by key stakeholders. • Control Scope – Monitor scope throughout the project lifecycle to prevent scope creep and manage changes.

SCOPE MANAGEMENT APPROACH o The scope management approach for the WorksTeamWear project is designed to ensure that the platform meets stakeholder expectations while staying aligned with project objectives and timelines. This section details how the project scope will be defined, managed, verified, and controlled throughout the project lifecycle. • Authority and Responsibility:

 The Project Manager has the primary authority and responsibility for defining and managing the project scope. The project team will execute the work as per the defined scope, while key stakeholders, including the client and end-users, are responsible for reviewing and approving the deliverables. Final approval of project scope and deliverables lies with the Project Sponsor or designated client representative. 

• Scope Definition:

 The project scope will be clearly defined through the creation of the following documents: o Project Scope Statement – A detailed summary of objectives, deliverables, constraints, and assumptions. o Work Breakdown Structure (WBS) – A hierarchical decomposition of all deliverables and tasks. 

o WBS Dictionary – A description of each WBS element, including work packages and responsibilities. o Statement of Work (SOW) – A high-level overview of what is to be delivered. • Scope Verification:

 The verification of scope will be performed by comparing the completed deliverables against the documented scope and acceptance criteria. Techniques used include: 

o Quality Checklists o Scope Baseline Comparison o Work Performance Measurements o Formal Acceptance Sign-offs from stakeholders • Scope Change Process:

 A controlled process will be used to manage any requested changes to the scope: o Initiation – Any team member or stakeholder may submit a change request. 

o Evaluation – The Project Manager will assess the impact on cost, time, and resources. o Approval – The Project Sponsor or Steering Committee will decide on acceptance or rejection. o Implementation – Approved changes will be documented and integrated into the updated scope baseline.

Final Deliverable Acceptance:

 The Product Owner (on behalf of the client) will be responsible for formally accepting the completed deliverables once they meet the acceptance criteria outlined in the scope documents. Acceptance will be recorded through signed approval forms or digital confirmation. 

SCOPE DEFINITION The project scope statement details the project’s deliverables and the work necessary to create these deliverables. The Project Scope Statement should contain the following components:

PROJECT SCOPE STATEMENT Product Scope Description The WorksTeamWear project aims to develop and implement a full-stack e-commerce platform specializing in custom jersey pre-orders. The core functionality includes an innovative 2D jersey customizer allowing users to design and personalize jerseys in real-time. This customizer will provide tools for color changes, name and number placement, and front/back view editing, with interactive rendering. Users will also be able to export their final design as an image for preview and saving. The platform will also feature a robust client-facing administrative dashboard. This backend system will enable the client to efficiently manage pre-orders, monitor inventory, approve custom designs, and handle customer communications. The system will be accessible via web browsers, with a responsive design to ensure usability across various devices.

Product Acceptance Criteria The WorksTeamWear platform will be considered complete and accepted upon meeting the following criteria: • 2D Jersey Customizer Functionality: The customizer must allow real-time color changes, name/number input and placement, and front/back view toggling, with designs rendered interactively. • Image Export: Users must be able to export their final jersey design as a high-quality image. Inventory Monitoring: The client must be able to accurately monitor and update jersey inventory through the administrative dashboard. • Design Approval Workflow: The administrative dashboard must support a clear process for clients to review and approve custom jersey designs submitted by users. • Customer Communication: The administrative dashboard must facilitate effective communication with customers regarding their orders and designs. • Usability: The platform (both front-end and back-end) must be intuitive and userfriendly, as validated through user testing and client feedback. • Performance: The platform must exhibit acceptable loading times and responsiveness for both the customizer and administrative functions, supporting the expected number of concurrent users. • Security: The platform must include secure user authentication, data protection measures, and secure payment processing (if applicable, though payment gateway integration is an exclusion). • Browser Compatibility: The platform must function correctly across major modern web browsers (e.g., Chrome, Firefox, Edge, Safari).

Project Deliverables 1. The primary deliverables for the GearCraftWorks project include: 2. Fully Functional GearCraftWorks Web Platform: 2.1. Front-end 2D Jersey Customizer 2.2. User Account Management (Registration, Login, Profile) 2.3. Product Catalog 2.4. Admin Dashboard for Order, Inventory, Design, and Customer Management 2.5. Database populated with initial product data 3. Project Management Documents (PROJMAN Documentation): 3.1. Business Case 3.2. Project Charter 3.3. Stakeholders Management Strategy Plan 3.4. Stakeholder Analysis Excel file 3.5. Scope management plan (this document) 3.6. Schedule management plan 3.7. Cost management plan 3.8. OpenProject Work Breakdown Structure (WBS) 3.9. OpenProject Work Packages based on WBS 3.10. Resource management plan 3.11. Quality Management plan 3.12. Risk management plan 3.13. Communication management plan 3.14. Change management plan Implementation/Transition plan 4. Technical Documentation: 4.1. System Architecture Design 4.2. Database Schema 4.3. Deployment Guide 5. User Documentation: 5.1. User Manual for the 2D Customizer and Pre-order Process 5.2. Admin User Guide for the Dashboard 6. Test Documentation: 6.1. Test Cases and Test Plans 6.2. User Acceptance Testing (UAT) Report 7. Source Code Repository: 7.1. Version-controlled source code for both front-end and back-end components. 8. Sponsor Acceptance Form: 8.1. Formal sign-off by the Project Sponsor upon project completion.

Project Exclusions • Integration with third-party payment gateways • Real-time delivery tracking or logistics management • Physical jersey production or inventory management

Project Constraints • The entire system must be completed within a four-month academic timeline • Development will rely on open-source tools and resources only • Limited to the skills and availability of a three-member project team

Project Assumptions • Project stakeholders will provide timely feedback and approvals • All required assets such as jersey templates and branding elements will be supplied or created by the team End users have basic familiarity with using online customization tools

WORK BREAKDOWN STRUCTURE The Work Breakdown Structure (WBS) is a fundamental project management tool that organizes and defines the total scope of the Worksteamwear Website Development project. It serves as a visual and hierarchical decomposition of all the project deliverables and work required to complete the project successfully. Each level of the WBS represents an increasingly detailed definition of the project work.

1.Worksteamwear Website Development 1.1 Project initiation a.1.6 Definition of project scope and limitations a.2.6 Identification of stakeholders a.3.6 Establish a team a.4.6 Initial meeting with the stakeholders a.5.6 Establish a project charter a.6.6 Conduct a kick-off meeting

1.2 Planning 1.2.2 Requirements Gathering

           1.2.2.1 Stakeholder interviews 
            1.2.1.2 Competitor analysis  
          1.2.1.3 Define features and functionality 
    1.2.2 Develop project plan  

1.2.2.1 Timeline and milestones

     	1.2.2.2 Budget estimation 
     	1.2.2.3 Resource allocation 

a.i.1.4 Develop a project Charter 1.3 Design 1.3.1 Information architecture 1.3.2 Wireframing 1.3.3 UI/UX Design

    1.3.3.1 Visual design 
    1.3.3.2 Interactive prototypes 

1.4. Development 1.4.1 Front-end development

     	    1.4.1.1 HTML/CSS coding 
                   1.4.1.2 JavaScript development 
                   1.4.1.3 Responsive design implementation 

1.4.2 Back-end development

                  1.4.2.1 Database design 
 1.4.2.2 Functionality implementation and testing 

1.4.2.3 Implementation of payment systems and security measures 1.5. Deployment 1.5.1 Set up hosting and environment

1.6. Maintenance & Support 1.6.1 Regular updates

Figure 1.1, Work Breakdown Structure (WBS)

SCOPE VERIFICATION Scope verification outlines how the project deliverables will be reviewed, validated, and formally accepted to ensure they align with the originally defined scope. Throughout the project lifecycle, deliverables will be reviewed incrementally rather than only at the end. This approach ensures continuous feedback, reduces rework, and guarantees that the expectations of the stakeholders and project sponsor are met.

The GearCraftWorks project team will employ the following verification techniques to ensure that the system deliverables meet the original scope:

 Verification Techniques 

• Quality Checklists

 The team will use predefined quality checklists for each core component (e.g., product listing, jersey customizer, payment/checkout management, user authentication) to ensure that all features meet functional, visual, and usability standards. 

• Work Performance Measurements

 Tasks completed during each sprint will be measured against the scope baseline and sprint goals. Velocity, task burndown, and milestone tracking will be used to evaluate progress and scope alignment. 

• Scope Baseline

 All deliverables will be verified against the original scope documentation, which includes the Project Scope Statement, Work Breakdown Structure (WBS), and WBS Dictionary. This ensures that the team delivers exactly what was approved by stakeholders. 
 Formal Acceptance 

• Stakeholders and the Project Sponsor will participate in Sprint Reviews where finished features will be demonstrated. • After reviewing each deliverable, formal acceptance will be obtained through sign-off forms, documented meeting notes, or email confirmations. • The final system will only be deemed complete when all major components outlined in the scope (e.g., customer home, cart, checkout system, admin dashboard, and jersey customizer) are signed off by key stakeholders.

SCOPE CONTROL Scope control is the ongoing process of tracking the status of the project scope and managing changes to the scope baseline. It ensures that any deviation from the agreed-upon scope is reviewed, approved, and documented properly to avoid scope creep and project delays. Scope Control Process 1. Monitoring Progress

 Project managers will compare deliverables and milestones against the original WBS and scope statement during regular status meetings. 

2. Change Request Initiation

 If a new feature or change is proposed, a Scope Change Request Form must be completed and submitted by the requestor. 

3. Impact Analysis

 The development team will assess how the requested change will affect the project timeline, budget, and resources. 

4. Approval Process

 The Project Sponsor and Project Manager will review and approve or reject the change. If approved, updates to the WBS and scope documentation will be made. 

5. Documentation and Communication

 All approved changes will be documented and communicated to the entire project team and relevant stakeholders. 

By actively managing scope throughout the project, GearCraftWorks ensures alignment with stakeholder expectations, prevents unnecessary rework, and delivers a high-quality product within time and budget constraints.

INTRODUCTION WorksTeamWear asked Codeweavers/Webexperts to create a web application for their business and subsequently given a schedule of 2026 for the delivery date of said website, therefore WorksTeamWear has facilitated a schedule for the team to allow for both leniency and also be able to deliver a website in a timely manner for their use SCHEDULE MANAGEMENT APPROACH The project schedule will be developed and managed using Microsoft Excel for detailed planning and Canva for creating a visually engaging presentation of the schedule. This dual approach aims to enhance both internal planning efficiency and external communication clarity. The project manager has considered potential debugging phases and the individual strengths and limitations of the team members. As such, the schedule is designed to be concise, adaptable, and realistic, ensuring both productivity and flexibility throughout the project lifecycle. SCHEDULE CONTROL The schedule will be monitored through regular updates every two weeks or when necessary, especially after major tasks are completed. These updates will help the team stay on track and make sure the delivery timeline is followed. The project manager will be responsible for managing and updating the schedule, while the rest of the team will provide progress updates on their assigned tasks. This process ensures that the schedule reflects the actual progress of the project and helps prevent unexpected delays. In addition to this, a weekly consultation with the project adviser is also deemed necessary but can be factored out of the project schedule, regardless such endeavor will still take a toll on the project lifecycle SCHEDULE CHANGES AND THRESHOLDS To keep the project on track, any changes to the schedule that go beyond 10% of the original timeline must be reviewed and approved by the project sponsor before being applied. This rule helps make sure that any big changes are properly discussed and planned for. Smaller changes within the 10% range can be handled by the project manager, but anything larger needs an official change request to be submitted and approved before moving forward. SCOPE CHANGE Sometimes the project scope might change due to new features or deliverables being added. When that happens, the team will need to check how it affects the schedule and resources. 2 If the scope change is significant, the project manager will adjust the schedule based on the current progress and the new requirements. This helps the project stay realistic and ensures everyone knows what to expect moving forward.

INTRODUCTION This Cost Management Plan outlines how costs for the WorksTeamWear e-commerce platform will be estimated, budgeted, managed, and controlled. It ensures all expenditures are tracked and aligned with project goals. The system includes

COST MANAGEMENT APPROACH Costs will be managed at the work package level of the Work Breakdown Structure (WBS) using project tracking tools. This ensures effective monitoring with minimal overhead. Key cost categories include: Costs will be managed using Agile budgeting principles. The project is divided into iterative sprints with regular review of expenditures. The development lifecycle includes design, implementation, testing, and deployment. Key areas monitored: • Development tools and technologies (Django, HTML, PHP, CSS, MySQL) • Cloud hosting (AWS, Hostinger, or DigitalOcean) • SSL, DNS (e.g., Cloudflare) • Payment gateway setup (GCash, bank transfer) • Human resources (developer, tester, designer) • Backup and security MEASURING PROJECT COSTS Cost performance will be tracked using Earned Value Management (EVM) with the following metrics: - Schedule Variance (SV) = EV - PV - Cost Variance (CV) = EV - AC - Schedule Performance Index (SPI) = EV / PV - Cost Performance Index (CPI) = EV / AC Tools: Google Sheets or Notion for manual tracking; optionally Jira or ClickUp for automated reporting. Forecasting future project costs will be done via burn rate analysis and trend extrapolation. 2 REPORTING FORMAT Cost status will be reported weekly during development and monthly post-deployment. The “Cost Management” section in the project status report will include: - CPI, SPI values - Noted cost variances - Corrective actions or change requests, if applicable Reports will be shared with: - John Marvin Sumalinog - Jan Christopher Francisco - Sean Marcus Maglaque - Stakeholders or external sponsors COST VARIANCE RESPONSE PROCESS The control threshold is set at: - CPI or SPI < 0.8 or > 1.2 If a threshold is breached: - The Project Manager (John Marvin Sumalinog) will submit corrective action options within 5 business days - Upon selection, a formal plan will be presented within 3 business days - Once approved, the corrective action becomes part of the updated project plan Corrective actions may include scope trimming, extended timelines, or budget increases COST CHANGE CONTROL PROCESS The project follows the standard change request process. Any changes to budget/cost must be approved by the Project Sponsor. Changes requiring approval: - Increased developer hours - Licensing changes - Infrastructure scaling or marketing budget adjustments

INTRODUCTION The Human Resource Management Plan defines how the GearCraftWorks project will organize, manage, and lead the project team. This plan outlines roles, responsibilities, skills, reporting relationships, and the staffing strategy to ensure that project human resources are acquired, developed, and managed effectively throughout the project lifecycle.

By clearly identifying team responsibilities, organizational structure, and staffing requirements, this plan ensures optimal resource allocation, enhances team performance, and promotes accountability. It will be used by the Project Manager to assign tasks, resolve resource conflicts, conduct performance reviews, and ensure the right people are in the right roles at the right time.

Name	Role	Authority	Responsibility	Competency
John Marvin Sumalinog	Lead Developer / PM	Approves development decisions and overall project direction	Oversees technical development and architecture, manages project execution	Project leadership, backend/frontend dev
Jan Christopher Francisco	Lead Developer	Leads feature implementation and code reviews	Develops major features, ensures code quality, and supports integration	Advanced programming, version control
Sean Marcus Maglaque	QA & Documentation	Can approve test cases and document versions	Conducts QA testing, prepares and maintains project documentation	Software testing, technical writing
Dante B. Enriquez	Project Sponsor	Approves final outputs and provides project direction	Provides budget and resource support, approves major scope decisions	Strategic planning, decision-making
Mr. Manuel L. Calimlim Jr.	Project Adviser	Guides technical direction and ensures academic alignment	Reviews project milestones and provides consultation	Academic supervision, systems development
Mr. Jose Quesada, Ms. Rhea Valbuena, Mr. Sebastian Sanchez	Key Stakeholders	Review outputs and suggest enhancements	Provide requirements, feedback, and approve final deliverables	Domain expertise, stakeholder insight

Task	Responsible (R)	Accountable (A)	Consulted (C)	Informed (I)
Requirements Gathering	Project Team	Project Manager	Stakeholders	Project Sponsor
System Design	Lead Developers	Project Manager	Adviser	Project Sponsor
Development	Lead Developers	Project Manager	Adviser	Stakeholders
Testing	QA (Sean Marcus)	Project Manager	Lead Developers	Adviser, Stakeholders
Documentation	QA (Sean Marcus)	Project Manager	Adviser	Stakeholders
Final Approval and Delivery	Project Sponsor	Project Sponsor	Project Manager, Stakeholders	Adviser, Project Team

STAFFING MANAGEMENT Resource Acquisition: All team members are students assigned to the project at the start of the semester. No external hires are required. Resources were selected based on their academic strengths and relevant skill sets in design, development, and documentation. Timeline and Release: Resources will be active throughout the project from initiation to project closing. The team will disband formally upon final project submission and sponsor acceptance. Training Needs: Training is primarily self-guided through coursework and peer mentorship. If technical gaps are identified (e.g., advanced Three.js or Tailwind customization), online tutorials or consultation with the adviser will be pursued. Performance Review: Weekly status reports and milestone reviews will serve as the primary tools for monitoring team performance. The Project Manager, with the Adviser’s input, will provide constructive feedback. Recognition and Rewards: Recognition will be given through academic grades, peer evaluations, and acknowledgment in the final presentation. Contributions will also be documented in the final project report.

INTRODUCTION The Quality Management Plan outlines the standards, requirements, and processes that ensure the GearCraftWorks platform meets stakeholder expectations and delivers a reliable and high- performing pre-order system. This plan defines how quality is measured, monitored, and maintained throughout the lifecycle of the project, including planning, development, testing, and delivery. It ensures that both the project deliverables and development processes adhere to industry standards and stakeholder requirements. QUALITY MANAGEMENT APPROACH The project team adopts a proactive quality approach by integrating quality practices into every phase of the Software Development Life Cycle (SDLC). This includes: • Establishing quality standards for product and process. • Continuous validation through sprint testing and stakeholder feedback. • Conducting regular reviews and quality checks. • Applying both preventive and corrective measures to reduce defects. Quality will be planned (through defined standards), assured (through ongoing reviews), and controlled (through test cases and metrics tracking). QUALITY REQUIREMENTS / STANDARDS The GearCraftWorks project team will identify and document quality requirements and standards by consulting the project sponsor, adviser, stakeholders, and end-users during the requirements gathering and sprint planning phases. These quality criteria will cover both product functionality and the development processes. Product Requirements and Standards • The jersey customizer must support editing for both front and back views. • Real-time color, text, number, and logo modifications must be responsive and accurate. • 2D model viewer must load real time and editable text, colors, and logo. • The e-commerce functionality (Product view, cart, checkout) must operate without logical or UI/UX errors. • The final product must be compatible with major browsers and mobile devices. 3 Process Standards • Agile development practices (e.g., 2-week sprints with reviews and retrospectives). • Peer reviews for all major code merges. • Mandatory testing and QA review before deployment of any feature. • Documentation must be created for both end-users and developers. Compliance Demonstration Compliance will be demonstrated through: • Internal peer review logs • Sprint review outcomes • QA bug tracking reports • Final User Acceptance Testing (UAT) report • Project sign-off document from the sponsor • Each sprint’s definition of “Done” includes passing QA checks and user story validation. • Sprint Review sessions include formal demo and feedback gathering. Process: • All user stories must contain testable acceptance criteria. • Design and development outputs must follow the team’s internal coding and UI/UX standards. • Documentation should meet completeness and clarity benchmarks set during initial planning. • Frontend and backend outputs will undergo peer code reviews before merging. • Every release must pass usability testing and functional verification. QUALITY ASSURANCE Quality Assurance (QA) for the GearCraftWorks project is focused on proactively monitoring and improving the processes used throughout the project lifecycle to ensure all deliverables meet defined quality standards. It emphasizes prevention over correction by integrating quality checks throughout planning, development, and delivery. 4 QA Process Overview The QA process includes scheduled audits, peer reviews, and test validations to ensure that both the product and process align with project expectations and industry best practices. 🔍 Steps in the QA Process: 1. Define Quality Standards and Acceptance Criteria a. Based on project requirements, each user story includes clear, testable acceptance criteria documented in JIRA. 2. Conduct Peer Reviews a. b. All code and documentation undergo mandatory peer reviews before approval. Reviews are logged in GitHub pull requests using a checklist (naming conventions, logic, comments, test coverage, etc.). 3. Audit Compliance with Standards a. QA Lead (Sean Marcus Maglaque) verifies that development tasks meet UI/UX, functionality, and accessibility guidelines. b. Periodic sprint audits are conducted to confirm alignment with the Definition of Done. 4. Analyze Quality Control Outputs a. Quality control results (e.g., test cases, bug logs, and usability reports) are reviewed at the end of each sprint to identify patterns or systemic issues. 5. Document Issues and Track Improvements a. All bugs and defects are tracked in JIRA with severity levels. Repeated errors trigger a review of current processes for improvement. b. Lessons learned and corrective actions are discussed during Sprint Retrospectives. QUALITY CONTROL Quality Control ensures that the product outputs meet the specified standards and acceptance criteria. Process: • QA performs functional testing, UI testing, and regression testing. 5 • Bugs and defects are logged in JIRA with severity and priority tags. • Each feature goes through the Definition of Done checklist before closure: o All tests pass o Peer review approved o UI/UX compliance checked o Acceptance criteria met Performance Standards: • Visual elements must render properly on modern desktop and mobile browsers. • Jersey customizer features (e.g., color change, 2D Customization, text/logo input) must work seamlessly. • Business process should be followed in terms of ordering, payment, and racking order. • Dashboard, admin panel, and order tracking must load within 2 seconds.

INTRODUCTION Risk is an inherent part of any project, especially in web development where timelines, technical issues, and communication gaps can all affect progress. The purpose of this Risk Management Plan is to identify potential risks early, assess their impact, and implement strategies to either avoid or reduce their effects. Before risk management begins, the team must have a clear understanding of the project scope, available resources, and schedule constraints. TOP THREE RISKS 1. 2. 3. Client Unavailability or Delayed Feedback Due to the founder’s busy schedule, feedback may be delayed, affecting development timelines. In addition to Mr. Enriquez is frequently unresponsive in Messenger and their platforms. Technical Bugs or Framework Issues Platform or coding bugs could delay deployment or impact user experience. Design Misalignment with Brand Vision Miscommunication between team and client may result in rework on UI/UX design stages. RISK MANAGEMENT APPROACH The team will take a proactive approach to risk management by identifying risks during project planning and reviewing them during bi-weekly meetings. Risks are documented, assessed, and monitored throughout the project. The most critical risks will be tracked in the schedule, with clear owners and response strategies assigned to each. RISK IDENTIFICATION Risks were identified through early team discussions, experience from past website projects, and an initial consultation with the WorksTeamWear founder. Risks were documented using a shared format and recorded in a centralized risk register. This process took place during the initial planning phase and continues as an ongoing part of project meetings. RISK QUALIFICATION AND PRIORITIZATION Each risk was evaluated based on its likelihood of occurring and the level of impact it would have on the project. A simplified probability-impact matrix was used to assign a risk rating (High, Medium, Low). Risks with a high likelihood and high impact are prioritized for immediate attention, while lower-ranked risks are tracked and reviewed as needed. RISK MONITORING Key risks are assigned to a team member and monitored continuously. The most significant risks are added to the project timeline with status updates due at bi-weekly meetings. Trigger events (e.g., missed feedback deadlines or recurring bugs) will prompt immediate attention and re-evaluation of strategy. RISK MITIGATION AND AVOIDANCE For each major risk, a mitigation or avoidance strategy has been developed: • Delayed client feedback: Provide update summaries via Messenger and keep quarterly in-person visits scheduled. • Technical issues: Schedule regular code reviews and test builds to catch bugs early. • Design misalignment: Use interactive mockups and early approvals to reduce chances of major redesigns. RISK REGISTER All risks are tracked in a central risk register stored on the team’s shared drive. The register includes: • Risk description • Probability and impact rating • Assigned team member • Mitigation/avoidance plan • Status updates This register is updated after each team meeting or when new risks are identified, and it helps the Project Manager ensure all risks are managed in a timely and structured manner.

INTRODUCTION The purpose of this Communications Management Plan is to define how communication will be handled during the WorksTeamWear website development project. Clear and consistent communication is essential to ensure that everyone involved stays updated, informed, and aligned with the goals and progress of the project. This plan outlines the following: • What will be communicated: Updates on project tasks, milestones, issues, feedback, and deliverables. The level of detail will vary depending on the audience, with more technical details shared with the development team and summarized updates for stakeholders. • How information will be communicated: Project information will be shared through a mix of team meetings, email updates, online reports, and messaging platforms (Messenger is preferred), Canva and Excel may also be used for visual reports or schedules. • When communication will happen: o Weekly team meetings to check on progress and resolve any issues. o Bi-weekly updates to WorksTeamWear management. o As-needed communication for urgent matters or changes. • Who is responsible: o The Project Manager will send out updates, organize meetings, and ensure information flows smoothly. o Team members are expected to report progress and raise concerns. o Stakeholders Works Teamwear will receive regular updates and provide feedback. • Stakeholder needs: o Works Teamwear stakeholders prefer clear, non-technical summaries and visual progress reports. o The development team will need more detailed, task-specific information in contras when informing stakeholders • Resources: Time will be allocated during meetings specifically for communication, and tools like Microsoft One Drive, email, and Canva will be used to store and share documents, diagrams and other important files, which will be strictly for team and stakeholder eyes only. • Confidentiality: Any sensitive information (such as user data or internal business strategies) will only be shared with authorized team members and handled with care according to best practices. • Changes to communication: If any changes need to be made to how or when updates are shared, the team will inform the stakeholders and agree on a new plan. • Communication flow: Information will typically flow from the project manager to the team and stakeholders, and back from stakeholders to the team via feedback. • Constraints: Potential issues include delayed responses or unclear feedback. To manage this, the team will follow up regularly and clarify anything that seems confusing. • Templates and formats: Standard email formats, progress tracker such as Oneproject system will be used, and diagram and logo updates in Canva will be used for consistency. • Escalation process: If a communication-related issue cannot be resolved in the regular flow, it will be escalated to the Project Manager, who will bring it to WorksTeamWear’s attention if needed. COMMUNICATIONS MANAGEMENT APPROACH The general approach the team will take with the project is thus: to communicate with the shareholders aside from in-person meetings, which is very costly and time-consuming for both the team and the stakeholder who are running a business and based on previous encounters are very conscious of meetings due to their current workload. Thus as a compromise the team will meet bi yearly with the said stakeholders and for less formal concerns will be delivered directly via email, as the stakeholders are not a huge business that has their formal emails managed. For team members, programmers, documentations officers and communication officers, they will be communicated by the project manager via MS Teams in bi-weekly meetings and for less formal concerns using META-Messenger app to provide a quick update regarding daily tasks. Furthermore, the project adviser will be contacted via teams for updates and meetings concerning the team. This is approach of formal comms delivered via teams and less formal via messenger has been pre-determined by unanimous vote by all members to ease lines of communication between individuals. COMMUNICATIONS MANAGEMENT CONSTRAINTS The Team, due to varying schedules will set a predetermined meeting time for every bi-weekly meeting, allowing for all to be present and no excuses made for absences. The constraint comes in determining the said schedule due to the team’s diverse schedule in their academic lives, furthermore, meeting with the adviser will be conducted with logistical prioritization to check the quality of the team’s work. This is to allow all the team to still provide feedback and receive tasks as well as not having scheduling issues. Aside from bi-weekly meetings the team will be using Messenger for everyday reports which does not guarantee immediate information transfer due to each member’s scheduling but will ensure a direct line is established between each member to eventually see updates and scheduling from their mobile devices which all are likely to be in hand given any circumstances except for grave situations STAKEHOLDER COMMUNICATION REQUIREMENTS For WorksTeamWear, regular in-person meetings will be planned; however, due to the client’s busy schedule, most updates will be delivered through the team’s designated communication representative. This representative will aim to meet with the client in person once every quarter to provide project updates and gather feedback. In between these meetings, informal updates may also be shared through messaging platforms (such as Messenger or SMS), depending on the client’s availability and preference. This flexible approach ensures that communication remains consistent and accessible throughout the project. ROLES Project Sponsor / Key Stakeholders The foundersm of WorksTeamWear serves as the sole client representative and project sponsor. They are responsible for approving the project, providing key input, and making final decisions regarding the direction and content of the website. Since the founder manages the business alone and has a busy schedule, communication should be kept concise and relevant. Regular quarterly updates will be provided through a combination of in-person visits (when possible), email summaries, and occasional informal updates via Messenger. Program Manager The Project Manager is responsible for overseeing the day-to-day execution of the project, coordinating the team’s work, and ensuring the project stays on schedule and within scope. They serve as the main point of contact between the development team and WorksTeamWear’s founder. Team Coder The Team Coder is responsible for writing, testing, and maintaining the website’s codebase. They translate design specifications into functional, efficient, and reliable code, ensuring the website runs smoothly across different devices and browsers. The coder works closely with the UI/UX Designer and Project Manager to implement features and fix bugs throughout the development process. UI/UX Designer The UI/UX Designer focuses on creating the look, feel, and overall user experience of the WorksTeamWear website. They design wireframes, mockups, and interactive prototypes to ensure the website is visually appealing, easy to navigate, and meets the needs of the end users. The designer collaborates closely with the Team Coder and Project Manager to align design with technical feasibility and project goals.

Project Advisor The Project Advisor provides expert guidance and strategic advice throughout the development of the WorksTeamWear website. They offer insights based on industry best practices, help identify potential risks, and support decision-making to keep the project aligned with business goals. The advisor collaborates with the Project Manager and team to ensure the project meets quality standards and stakeholder expectations.

PROJECT TEAM DIRECTORY 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	Title	Organization / Department	Email
Project Sponsor	Dante Enriquez	VP of Technology	CEO	[email protected]
Project Stakeholders	Mr. Jose Quesada	Co-founder of WorksTeamWear	CEO	[email protected]
	Ms. Rhea Valbuena	Co-founder of WorksTeamWear	CEO	[email protected]
	Mr. Sebastian Sanchez	Co-founder of WorksTeamWear	CEO	[email protected]
Project Manager	Sean Marcus Maglaque	QA Project Manager	General	[email protected]
Front End Developer	JC Francisco	See Stakeholder Register	See Stakeholder Register	[email protected]
Back End Developer	John Marvin Sumalinog	Manager	IT	[email protected]
Project Advisor	Dr. Manuel Calimlim Jr.	Project Adviser	IT Faculty	[email protected]

COMMUNICATION METHODS AND TECHNOLOGIES For the WorksTeamWear website project, communication will be done using tools and methods that are accessible to both the team and the client. Because not everyone uses the same technology, the team has chosen communication methods that are flexible, reliable, and easy to use. The following tools and methods will be used: • Messenger : For quick and informal updates, especially when immediate feedback is needed. • Email: For more formal communication, sending documents, and tracking progress in written form. • In-Person Meetings: Will be planned when possible, especially for key project milestones. A team representative will aim to meet with the client every quarter. • Online Calls via Microsoft Teams: Used when face-to-face meetings aren't possible, especially for internal discussions or progress reviews. • Shared Documents (Google Docs/Sheets or Excel): For organizing tasks, schedules, and updates in a way that’s easy for everyone to access and edit if needed. The team made sure that these tools are available and familiar to both WorksTeamWear and the developers, so no one is left out of the loop. The goal is to keep communication simple, consistent, and accessible for everyone involved. COMMUNICATIONS MATRIX The table below outlines who needs to receive what type of information, how it will be communicated, how often, and who is responsible for sending it.

Communication Type	Audience	Format/Method	Frequency	Sender/Owner
Project Status Update	Project Team	Messenger / In-Person	Quarterly	Team / Project Manager
Weekly Progress Check	Project Team	In-Person / Online Call	Bi-weekly	Project Manager
Technical Feedback	Project Team	In-Person / Chat / Email	As Needed	Programmers
General Meeting and Deliverables Review	Team	In-Person / Online Call	As Needed	Team
Scope or Change Notice	WorksTeamWear, Team	Email / Call / In-Person	As Needed	Project Manager
Advisory Consultation	Project Advisor	Call / In-Person	Weekly / As Needed	Team

GUIDELINES FOR MEETINGS To ensure consistency and proper documentation throughout the WorksTeamWear website project, the following meeting guidelines will be followed: • Team meetings will be held bi-weekly. These meetings are important for checking progress, assigning tasks, and resolving issues. • All meetings must be recorded. This is to ensure that any team member can review discussions if needed. • A group photo is required at the end of each meeting. Even for online meetings, a quick screenshot will be taken as proof of attendance and participation. • Attendance is mandatory unless a valid excuse is given in advance. • Meeting agendas will be prepared before each session and minutes of the meeting will be shared with the team after. These guidelines help maintain accountability, promote team spirit, and keep everyone aligned on project goals. COMMUNICATION STANDARDS To keep project communication clear, consistent, and easy to follow, the WorksTeamWear website project will follow simple communication standards agreed upon by the team. Standard Formats • Emails should include a clear subject line (e.g., “[WTW] Weekly Update – May 26”) and a short summary at the top of the message. • Meeting Minutes will follow a standard format that includes date, attendees, agenda items, discussions, and action points. • Reports and Updates will be created using consistent templates for easy reading and tracking. File Naming Convention To keep shared files organized, the team will follow this naming pattern: [Document]_[WTW]_[Date]_[Version] Example: DesignMockup_WTW_0526_v1 Sharing Tools and Platforms • One Drive will be the main platform for sharing documents, spreadsheets, and presentations. • Messenger will be used for informal updates and quick coordination. • Email will be used for formal communication and important announcements. • Microsoft Teams will be used for online meetings when in-person sessions aren’t possible. These standards ensure everyone knows what to expect, where to find key documents, and how to communicate effectively throughout the project. COMMUNICATION ESCALATION PROCESS In the event that communication issues or misunderstandings arise during the WorksTeamWear project and cannot be resolved within the team, an escalation process will be followed to ensure a timely and fair resolution. Step-by-Step Escalation Process: 1. 2. 3. 4. 5. Step 1 – Internal Discussion The team member(s) involved should first try to resolve the issue through direct and respectful discussion, either one-on-one or within a team meeting. Step 2 – Notify the Project Manager If the issue is not resolved, it should be brought to the attention of the Project Manager. The Project Manager will assess the situation and try to mediate a solution. Step 3 – Team Meeting Discussion If needed, the issue will be addressed during a scheduled team meeting for group input and possible resolution. Step 4 – Escalate to Client Representative (WorksTeamWear) If the issue directly involves project requirements, deliverables, or communication with the client, the Project Manager will escalate the concern to the designated WorksTeamWear representative. Step 5 – Escalate to Steering Committee (if applicable) For major conflicts or unresolved disputes that impact the overall direction or delivery of the project, the issue may be brought to a higher authority such as a Steering Committee or a senior advisor.

INTRODUCTION Change Management is essential in ensuring that modifications to the WorksTeamWear project are systematically evaluated and controlled. All proposed changes, whether to functionality, UI/UX, infrastructure, or third-party integrations (such as payment or shipping gateways), must be documented, reviewed, and approved prior to implementation. This ensures that scope creep, miscommunication, and delays are avoided. Change requests will follow a structured process to evaluate impact, cost, risk, and timeline. CHANGE CONTROL BOARD The Change Control Board (CCB) for this project includes key team members from Code Weavers. The board is responsible for reviewing, approving, or rejecting all proposed changes. Members: • John Marvin Sumalinog – Project Manager (CCB Chair) • Jan Christopher Francisco – Web Developer • Sean Marcus Maglaque – Document Specialist • Client Representative – WorksTeamWear • Client Representative – WorksTeamWear Decisions will be made based on majority vote and impact analysis. All decisions will be documented in the project change log.

ROLES AND RESPONSIBILITIES

Team Members	Role	Responsibilities
John Marvin Sumalinog	Project Manager	Review all change requests, lead CCB meetings, approve/reject low-impact changes
Jan Christopher Francisco	Web Developer	Evaluate technical feasibility and provide effort estimates
Sean Marcus Maglaque	Document Specialist	Document all approved changes and update logs and plans
Client Representative	Stakeholder Representative	Validate business justification and approve scope-affecting changes

CHANGE CONTROL PROCESS • Initiation: Any team member or client may submit a change request using the Change Request Form (CRF). • Log and Categorize: The request is logged by the Document Specialist and categorized (e.g., bug fix, feature enhancement, scope change). • Impact Analysis: Developer and PM assess the impact on cost, schedule, resources, and scope. • CCB Review: CCB reviews the analysis. Minor changes may be fast-tracked. • Decision: CCB votes. Approved changes proceed to sprint planning; rejected changes are documented. • Implementation: The change is assigned and implemented in the next iteration. • Communication: All stakeholders are informed via the updated project plan. • Documentation: All changes are recorded in the Change Log and Project Tracker.

EXECUTIVE SUMMARY This Transition-Out Plan ensures a smooth handover of the WorksTeamWear system from the WebXPert development team to the client stakeholders. The system, which includes 2D jersey designing, inventory management, payment processing, and user management features, is now fully developed and undergoing the deployment stage. The purpose of this plan is to establish a structured transition that includes knowledge transfer, account handover, documentation, and acceptance procedures. The transition period is scheduled for 1–2 weeks following final system testing and client approval.

2. TRANSITION TEAM ORGANIZATION

Name	Role	Organization
John Marvin Sumalinog	Transition Manager / PM	WebXPert
Jan Christopher Francisco	Lead Web Developer	WebXPert
Sean Marcus Maglaque	Document Coordinator	WebXPert
Dante B. Enriquez	Company Owner	WorksTeamWear

3. WORKFORCE TRANSITION All WebXPert team members will complete their project responsibilities upon full system turnover. Future maintenance will be handled by WorksTeamWear’s internal or third-party support team. A final project debrief and documentation handover will occur before team disengagement. 4. WORK EXECUTION DURING TRANSITION During the transition period, WebXPert will: • Monitor the live system for one week • Resolve any post-launch bugs • Conduct admin training sessions • Finalize deployment documentation • Support data import and backup configuration

5. PROPERTY TRANSITION Account Type Transitioned To Notes Super Admin WorksTeamWear Admin Full system access credentials Hosting Panel WorksTeamWear IT AWS or cPanel Credentials Domain & DNS WorksTeamWear Owner Cloudfare login 5.1. Intellectual Property All developed assets—including source code, documentation, database schemas, and design files—will be transferred to WorksTeamWear via a secured cloud repository. The IP will remain the full property of WorksTeamWear, as agreed. 5.2. User Accounts and Passwords

Account Type	Transitioned To	Notes
Super Admin	WorksTeamWear Admin	Full system access credentials
Hosting Panel	WorksTeamWear IT	AWS or cPanel Credentials
Domain & DNS	WorksTeamWear Owner	Cloudflare login

6. KNOWLEDGE TRANSFER The following methods will be used for knowledge transfer: • Live training sessions (admin panel, orders, and inventory) • PDF and video-based user manuals • Source code and setup instructions • One-on-one walkthroughs of backend and hosting environments • System architecture overview

8. HANDOVER AND ACCEPTANCE The handover will be considered complete once: • All credentials are updated and acknowledged • Final checklist is reviewed and signed • Training sessions are concluded • Documentation is verified • A formal sign-off is received from WorksTeamWear’s sponsor Sign-off must be confirmed by: • Client Project Sponsor • IT/Admin Head • WebXPert’s Project Manager