Table of Contents PROJECT TITLE PROJECT MEMBERS Project Professor Project Adviser Project Team COMPANY PROFILE 1. BUSINESS CASE 1.1 Executive Summary 1.1.1 Issue 1.1.2 Anticipated Outcomes 1.1.3 Recommendation 1.1.4 Justification 1.2 Business Case Analysis Team 1.3 Problem Definition 1.3.1 Problem Statement 1.3.2 Organizational Impact 1.3.3 Technology Migration 1.4 Project Overview 1.4.1 Project Description 1.4.2 Goals and Objectives 1.4.3 Project Performance 1.4.4 Project Assumptions 1.4.5 Project Constraints 1.4.6 Major Project Milestones 1.5 Strategic Alignment 1.6 Cost Benefit Analysis 1.7 Alternative Analysis 2. Project Charter 2.1 Executive Summary 2.2 Project Purpose/Justification 2.2.1 Business Need/Case 2.2.2 Business Objective 2.3 Project Description 2.3.1 Project Objectives and Success Criteria 2.3.2 Requirements 2.3.3 Constraints 2.3.4 Assumptions 2.3.5 Preliminary Scope Statement 2.4 Risks 2.5 Deliverables 2.6 Summary Milestone Schedule 2.7 Summary Budget 2.8 Project Approval Requirements 2.9 Project Manager 3. Stakeholders Management Strategy Plan 3.1 Introduction 3.2 Identify Stakeholders 3.3 Key Stakeholders 4. Stakeholder Analysis 4.1 Stakeholder Table 5. Scope management 5.1 Introduction 5.2 Scope Management Approach 5.3 Roles and Responsibilities 5.4 Scope Definition 5.5 Project Scope Statement 5.5.1 Product Scope Description 5.5.2 Product Acceptance Criteria 5.5.3 Project Deliverables 5.5.4 Project Exclusions 5.5.5 Project Constraints 5.5.5 Project Assumptions 5.6 Scope Verification 5.6.1 Quality Checklists 5.6.2 Work Performance Measurements 5.6.3 Scope Baseline 5.6.4 Formal Acceptance 5.7 Scope Control 6. Schedule management 6.1 Introduction 6.2 Schedule Management Approach 6.3 Schedule Control 6.4 Schedule Changes and Thresholds 6.5 Scope Change 7. Cost management 7.1 Introduction 7.2 Cost Management Approach 7.3 Measuring Project Costs 7.4 Reporting Format 7.5 Cost Variance Response Process 7.6 Cost Change Control Process 7.7 Project Budget 8. OpenProject Work Breakdown Structure 8.1 OpenProject Work Breakdown Structure 8.2 Outline View 9. OpenProjectWork Packages 10. Resource management 10.1 Introduction 10.2 Roles and Responsibilities 10.3 Project Organizational Charts 10.3.1 Project Organizational Structures 10.3.2 RACI Matrix 10.4 Staffing Management 11. Quality Management Plan 11.1 Introduction 11.2 Quality Management Approach 11.3 Quality Requirements/Standards 11.4 Quality Assurance 11.5 Quality Control 12. Risk management Plan 12.1 Introduction 12.2 Top Three Risks 12.3 Risk Management Approach 12.4 Risk Identification 12.5 Risk Qualification and Prioritization 12.6 Risk Monitoring 12.7 Risk Mitigation and Avoidance 12.8 Risk Register 13. Communication management 13.1 Introduction 13.2 Communications Management Approach 13.3 Communications Management Constraints 13.4 Stakeholder Communication Requirements 13.5 Roles 13.6 Project Team Directory 13.7 Communications Matrix 13.8 Communication Methods and Technologies 13.9 Communication Flowchart 13.10 Guidelines for Meetings 13.11 Communication Standards 13.12 Communication Escalation Process 13.13 Glossary of Communication Technology 14. Change Management Plan 14.1 Introduction 14.2 Change Control Board 14.3 Roles and Responsibilities 14.4 Change Control Process 15. Implementation/Transition Management Plan 15.1 Executive Summary 15.2 Transition Team Organization 15.3 Workforce Transition 15.4 Work Execution during Transition 15.5 Property Transition 15.5.1 Intellectual Property 15.5.2 User Accounts and Passwords 15.6 Knowledge Transfer 15.7 Schedule 15.8 Handover and Acceptance

NAME	EMAIL
Jose Eugenio L. Quesada	[email protected]

NAME	EMAIL
Jose Eugenio L. Quesada	[email protected]

NAME	ROLE	EMAIL
Kai A. Butalid	Project Manager	[email protected]
Mon David R. Olarte	Lead Developer	[email protected]
Liam Miguel A. Supremo	Frontend Developer	[email protected]
Jan Michael B. Villeza	Backend Developer	[email protected]

Company Name:	Therapro Occupational Therapy Clinic
Company Logo
Address:	Blk 3 Lot 7 Imus 2, North Subd, Carsadang Bago I, Imus, 4103 Cavite, Philippines
Contact Number:	+63917 123 45678
Line of Business:	Healthcare and Rehabilitation Services
Type of Customers:	Local home and business customers
Stakeholders:	Stakeholder name
Number of Employees:	3

Therapro Therapy Clinic is facing several challenges due to its continued use of manual systems for scheduling, recordkeeping, and therapy management. These paper-based methods are slow, prone to mistakes, and limit the clinic’s ability to serve more patients efficiently. The lack of an online presence also makes it hard for new clients to find the clinic, and the pandemic revealed the need for a more flexible, technology-based approach – especially for patients who can’t always attend in-person sessions.

To solve these issues, the clinic plans to launch a web-based system called the Online Portal Pursuing Purposeful Play (O4P). This system will allow patients to book appointments online, access their records securely, and join therapy sessions virtually using interactive games and tools. The portal will also give Therapro a proper website to help more people discover its services and support its goal of reaching patients beyond its current area.

By moving to this new digital system, the clinic expects to save time, serve more patients, and improve overall satisfaction for both patients and staff. Automating tasks like scheduling and record management will reduce the burden on employees, while online tools will make therapy more accessible and engaging. This project supports Therapro’s mission to promote independence and well-being, making care easier to access and more enjoyable for everyone involved.

Therapro Therapy Clinic is currently facing several critical business challenges that limit its operational efficiency, service accessibility, and potential for growth. The clinic continues to rely on a manual, paper-based system for appointment scheduling, patient records, and therapy documentation. This method is time-consuming, prone to errors, and inefficient for managing patient load. Additionally, the clinic lacks an online presence, making it difficult for new clients to find and connect with its services. The 2020 COVID-19 pandemic further revealed how unprepared the clinic was for remote service delivery, highlighting the need for a more flexible, technology-driven system that can support both in-person and virtual therapy sessions. Staffing shortages have also added to the administrative burden, with limited support personnel available to assist with growing operational needs.

If the proposed web-based portal project is implemented, Therapro Therapy Clinic is expected to experience significant improvements in efficiency, patient satisfaction, and service reach. The end state of the project includes a centralized digital platform that allows for automated appointment scheduling, secure record management, and the delivery of therapy through interactive, gamified activities – including web-based tools. Patients and guardians will benefit from easier access to services, while therapists will have more time to focus on care delivery rather than administrative tasks. The clinic will also establish a strong online presence, making it easier for potential clients to find and engage with its services. Overall, this transformation is anticipated to improve operational workflows, expand client reach beyond Cavite, and provide a more engaging and accessible therapy experience.

To address the identified business problems, it is recommended that the clinic move forward with the development and implementation of a comprehensive web-based portal. This portal will automate key administrative tasks such as appointment scheduling and patient record management, provide an online platform for therapy sessions through gamified activities, and serve as the clinic’s primary digital presence. By embracing this digital solution, the clinic can ensure continuity of care even in remote settings, enhance the quality of therapy sessions, and attract new clients. Desirable outcomes will be achieved by reducing administrative workload, improving scheduling efficiency, and expanding the clinic’s reach to patients who may not be able to attend in-person sessions.

The recommended project directly aligns with the clinic's long-term goals of improving service efficiency and expanding access to therapy. It was selected over maintaining or expanding the current manual system because the existing processes are no longer scalable or sustainable, particularly in light of the pandemic’s impact. Automating core functions through a digital portal not only reduces workload but also increases the clinic's capacity to handle more patients without a corresponding increase in staff.

Quantitatively, automation is expected to increase scheduling capacity by 50%, reduce missed appointments through automated reminders, and improve patient reach by establishing an online presence. Failure to implement this project risks continued inefficiencies, missed opportunities for growth, and reduced patient satisfaction ultimately impacting the clinic’s ability to remain competitive and sustainable.

NAME	ROLE	RESPONSIBILITIES
Kai Butalid	Project Manager	Oversees project and team coordination
Jan Michael Villeza	Financial Analyst	Estimates development and operational costs
Mon David Olarte	Technical Lead	Reviews technical feasibility and advises on design
Liam Miguel Supremo	Documentation Specialist	Prepares and edits official documentation

Therapro Therapy Clinic is currently facing several operational challenges that limit its growth and service quality. The clinic’s existing model is heavily reliant on traditional, manual processes that reduce flexibility, efficiency, and visibility. The following are the identified challenges:

• Limited to onsite appointments. This presents an issue with patients who have difficulty in traveling. This limitation not only restricts the clinic’s potential client base but also contributes to frequent appointment rescheduling.
• Manual appointment system. This system poses as inefficient and time-consuming for both staff and patients. The lack of an online scheduling option hinders operational efficiency and can negatively impact patient satisfaction due to delays and coordination issues.
• Paper-based patient record management. This method is prone to errors, slow to navigate, and vulnerable to physical damage or loss, which could jeopardize data accuracy and compliance as the clinic expands. Additionally, keeping patient records as paper-based presents some challenges in its efficiency and storage.
• Lack of online presence. Without a website or digital platform, Therapro Therapy Clinic remains less visible to potential patients who often search for therapy services online. This overreliance on referrals from psychiatrists limits patient acquisition and reduces the clinic’s ability to independently grow its clientele.

The implementation of the proposed project will significantly enhance Therapro Therapy Clinic’s operations by introducing digital solutions that streamline core functions and improve service accessibility.

Key organizational processes will shift from manual to automated systems.

• Online therapy sessions. With the addition of teletherapy capabilities, therapy sessions will no longer be restricted to onsite appointments. This opens the clinic to serve remote or travel-constrained patients, increasing its reach and client retention.
• Online scheduling. The integration of an online scheduling module will replace the current phone-based appointment system, reducing administrative workload and enabling patients to conveniently book sessions at any time. This change will improve overall appointment efficiency and patient satisfaction.
• Centralized digital database. The clinic’s paper-based record management will be transformed into a centralized digital database, allowing for faster and more accurate record retrieval, reducing the risk of data loss, and enhancing data security and accessibility for authorized personnel.
• Therapro Therapy Clinic website. The development of a clinic website and online presence will modernize the clinic’s branding and visibility, allowing for greater outreach and marketing opportunities beyond traditional referrals.

These upgrades may also require updates to staff roles and responsibilities. Administrative staff may shift focus from appointment coordination to system oversight and support. Therapists may also need brief training on the teletherapy system and digital tools to fully leverage the new platform.

The implementation of the proposed system will require a phased transition from Therapro Therapy Clinic’s existing manual processes to a modern, digital platform. The migration strategy involves introducing new technologies while ensuring minimal disruption to daily operations.

• To replace the paper-based patient record system, the clinic will adopt a centralized digital database. Existing records will be digitized through manual entry or document scanning, depending on the volume and condition of current files. Proper validation and verification steps will be conducted during the migration to maintain data accuracy and completeness. This will lay the foundation for a long-term electronic health record (EHR) system.
• The current phone-based scheduling process will be transitioned to an online appointment booking module, allowing both staff and patients to manage appointments through a user-friendly web interface. The system will be built to reflect the clinic’s existing scheduling logic while streamlining coordination and minimizing delays.
• To expand service delivery, a teletherapy feature will be integrated into the platform. This may require the procurement of secure video conferencing tools or APIs that comply with data privacy standards. Therapists and patients will receive orientation to ensure smooth adoption of the virtual session process.
• The clinic will also deploy a new website to improve online visibility. This website will include the clinic’s information, contact details, service listings, and access to the scheduling and teletherapy system. The platform is designed with scalability and responsiveness in mind to support future enhancements.
• Outstanding technical considerations include ensuring the system’s data security and privacy compliance, particularly for patient records and virtual consultations. Internet stability, device compatibility, and user accessibility are also critical factors to be addressed during implementation. Backup systems and admin controls will be put in place to mitigate risks of data loss or system failure.

The transition will follow a pilot-launch approach, allowing staff to gradually adapt to the new tools while maintaining existing operations as backup until full migration is complete.

The Online Portal Pursuing Purposeful Play (O4P) project aims to digitize and streamline the core operations of Therapro Therapy Clinic by developing a secure, cloud-hosted occupational therapy portal. This system will address the clinic’s operational challenges by providing a centralized platform for managing patient and staff information, including digital patient notes, appointment scheduling, and therapy progress tracking.

The portal will also feature a web-based game library tailored to therapeutic goals, with games categorized by the specific skills they target. Therapists will have the ability to assign games to patients, enabling remote and goal-oriented therapy beyond physical sessions. This enhances therapy accessibility for patients unable to attend onsite sessions regularly.

O4P will be developed using PostgreSQL as the database and deployed in a cloud environment to ensure scalability, reliability, and availability. The system will prioritize data security and compliance through the implementation of Role-Based Access Control (RBAC) and Multi-Factor Authentication (MFA). By replacing paper-based systems with an integrated online solution, the project seeks to improve efficiency, accessibility, patient satisfaction, and long-term growth for Therapro Therapy Clinic.

This project aims to develop a comprehensive web-based portal and system for Therapro Therapy Clinic. The portal will address the limitations of the current manual system by streamlining appointment scheduling, offering secure patient portals for record access, and providing educational resources for patients. Additionally, the portal will integrate Web-based games into therapy sessions, allowing the therapist to utilize engaging and immersive exercises for improved patient experience and motivation.

To achieve these goals, the project outlines the following specific objectives:

• Allow the clinic to expand its operation to also accommodate patients in an online environment. The project aims to expand the reach of the clinic by introducing the possibility of conducting sessions in an online modality. This benefits both patients who are geographically far from the clinic and ones who are unable to go to the clinic physically for a specific session. As a part of venturing into the virtual environment, the clinic will also feature a library of web-based games for their patients to interact with. These games will be ensured to be appropriate for the patient’s needs and skills. The game library will also be composed of various genres of games to be entertaining and truly immerse the player.
• Increase scheduling capacity by 50%. The project will implement an online appointment scheduling system to reduce reliance on phone calls and streamline appointment booking. An automated appointment confirmation and reminder feature within the system will be utilized to minimize scheduling conflicts and missed appointments. With these augmented processes, Therapro’s customers will be able to schedule their appointments faster. This will also result in the staff being able to focus on other processes in the clinic and accommodate more patients in a day.
• Augment the clinic’s filing system, creating an online database to store their information. Because of the clinic’s current system of file management, it can be difficult to access a specific file, needing to comb through numerous paperwork stored in multiple places. Having a centralized and easy-to-access database is also one of the main features of the project. This will ease the process of managing files when compared to having a physical database, as sorting, storing, and other operations will become more efficient and easier to perform.
• Increase the clinic’s digital footprint. This will be achieved through the development of a user-friendly and informative website for the clinic to increase online visibility and searchability. Additionally, a more efficient streamlining of the business process subsequently increases the number of patients the clinic can handle. To measure this goal, data on the number of patients before the implementation of the proposed system will be compared to after the implementation.

These objectives directly addresses the limitations of the clinic's current manual system by improving efficiency, increasing patient engagement, and facilitating online appointment scheduling and information access. It aligns with Ms. Francisco's vision of expanding her reach and creating a more accessible and engaging therapy experience.

To gauge the performance of the project, several metrics can be measured including:

• Site Traffic – After the implementation of the project, it has the capability to track site traffic which gives important information for gauging how many people use or visit the website.
• Increase in patient accommodation – Since the portal covers most of the appointment process and also enables the clinic to conduct sessions online with the help of 3rd party services, the performance of the project can also be gauged with the increase of patients that are accommodated in the same amount of time.

For the proposed project, there are certain assumptions that should be known:

• Technology Assumptions
  • The project team will have access to required development tools (e.g., IDEs, GitHub, testing platforms).
  • PostgreSQL and the selected cloud hosting provider will be stable and reliable throughout development.
  • MFA and RBAC features can be implemented using available frameworks or libraries.
• Facility Assumptions
  • Team members will have consistent access to a working environment (physical or remote) to collaborate effectively.
  • Testing and development can proceed without needing physical clinic visits or infrastructure.
• Infrastructure Assumptions
  • Reliable internet connection will be available for both the development team and the intended users.
  • Hosting infrastructure will support necessary services like database, file storage, and authentication.
• Design Assumptions
  • Web-based games will be visually accessible and compatible with the design of the platform.
• Business Assumptions
  • The clinic is willing to adapt its current workflow to integrate the portal into daily operations.
  • The portal will increase patient engagement and satisfaction through easier access and therapy tracking.
• Financial Assumptions
  • The project will stay within a predefined budget, especially for hosting, domain, and third-party services.
  • No unexpected costs (e.g., licensing fees or premium features) will arise beyond initial estimates.
  • The clinic will support minimal operational costs for maintaining the platform post-deployment.

Area	Constraints
Time	Limited development time due to academic deadlines or term schedules Coordination delays among team members or stakeholders
Cost	Budget limitations for hosting services (e.g., cloud server, domain, email services)
Scope	Balancing feature completeness vs. available time and resources Limited access to real-world patient data for testing due to privacy concerns

Milestone	Target Date
Project Start	05/01/2024
Requirements & Design	09/01/2024
Database Modeling	09/01/2024
RBAC Functionalities	11/01/2024
Appointments & Game Library	12/20/2024
MFA Functionalities	01/18/2025
Testing	02/20/2025
Deployment	06/16–06/19/2025
Project Completion	06/30/2025

The proposed web-based portal project is closely aligned with Therapro Therapy Clinic’s mission to promote health and welfare by enabling individuals to engage in meaningful occupations and ultimately lead independent and fulfilled lives. It also directly supports the organization’s vision of enhancing health and well-being and promoting independence among its patients.

This project aligns with the mission and vision by:

• Enhancing health and well-being. The portal allows patients to continue therapy through virtual and gamified means, regardless of physical location or limitations. This encourages consistent participation in therapeutic activities and makes care more accessible, interactive, and engaging.
• Promoting independence. By streamlining progress notes and providing self-guided therapy games, the system empowers patients and guardians to track progress and participate actively in therapy. This fosters autonomy and involvement in their care journey.

Component	Cost (₱)
Render Hosting	18,000
SMS Tokens	20,500
Maintenance	FREE
Total	38,500

The projected annual operational cost for the therapy appointment system is approximately ₱38,500, which covers key infrastructure and communication services. This includes ₱18,000 for Render hosting, ensuring secure, scalable, and high-performance deployment of the web application, and around ₱20,500 for SMS tokens used for automated appointment notifications, reminders, and confirmations sent to guardians and therapists. There are no additional maintenance costs, as the development team handles updates internally. In terms of benefits, the system reduces manual scheduling time, lowers appointment no-show rates through reminders, and improves therapist calendar management. These efficiencies translate to an estimated annual benefit of ₱120,000, based on increased appointment fulfillment, reduced administrative workload, and improved client retention. For instance, even a modest reduction of missed appointments by 10%, at an average session value of ₱1,500, could recover over ₱100,000 per year in potential lost revenue. Overall, the annual cost is significantly outweighed by the measurable operational and financial advantages.

Benefit Category	Justification
Improved Appointment Fulfillment	17% reduction in no-shows, 24% increase in bookings via online scheduling
Reduced Missed Appointments via SMS	23–38% decrease in no-shows confirmed by meta-analyses; ~78.6% attendance vs 67.8%
Internal Maintenance Savings	Avoids outsourcing costs (~₱5,000/year) based on common market rates
Efficiency & Patient Engagement	9% higher attendance with self-scheduling; reduced admin burden

Option 1: Current System

• Description: Continue manual appointment scheduling through phone calls and traditional methods.
• Reason for Rejection: High operational inefficiency, high risk of scheduling errors, poor patient/guardian experience, and loss from missed appointments.

Option 2: Third-Party Subscription Services

• Description: Adopt external scheduling platforms that charge monthly subscription fees.
• Reason for Rejection: Limited SMS notification customization for local providers, ongoing subscription charges in foreign currency, potential issues with data residency compliance, limited integration options.

Option 3: Custom System Solution

• Description: Customized, fully integrated scheduling system hosted locally, tailored specifically for therapists, patients, and guardians, fully compliant with local regulations and optimized for local telecom integrations.
• Reason for Selection: Complete control over SMS notifications (integrating Globe/Smart APIs), compliance with Philippine data privacy standards, predictable and stable local cost structure, customizable and scalable as per local user needs and requirements, leading to long-term savings and improved operational efficiency.

Therapro Therapy Clinic is currently limited by manual processes, outdated paper-based systems, and the absence of a digital platform. These gaps became especially critical during the COVID-19 pandemic, which disrupted in-person therapy and highlighted the need for remote access. In addition, the clinic’s ability to grow and serve more patients is restricted by inefficient workflows, limited scheduling capacity, and no online presence to attract or support clients.

To address these challenges, the Online Portal Pursuing Purposeful Play (O4P) project was created. This initiative aims to develop a secure, web-based portal that will support online therapy sessions, simplify appointment booking, store digital patient records, and offer engaging therapy games. The platform will also include features such as role-based access, automated reminders, and analytics to improve both the clinic’s internal operations and the overall patient experience.

The O4P project supports Therapro’s mission to deliver accessible, high-quality therapy through innovation. It is expected to improve efficiency, expand access to care, and lay the groundwork for future growth. With a planned launch in early 2025, the portal will be rolled out in phases and monitored against clear success criteria like increased scheduling capacity, reduced paperwork, and improved patient engagement. The project will be led by Project Manager Kai Butalid and overseen by Project Adviser Jose Eugenio L. Quesada.

Therapro Therapy Clinic faces several operational and accessibility challenges that hinder its growth. The COVID-19 pandemic highlighted the clinic’s lack of preparedness for remote services, which greatly disrupted therapy sessions due to restrictions on physical interaction. In addition, staffing shortages, outdated paper-based records, and the complete absence of an online presence have further strained operations and limited the clinic’s ability to scale or serve a wider audience.

This project addresses a clear organizational need to digitize Therapro’s core processes and introduce flexible therapy modalities. Additionally, there is market demand for virtual therapy options and a social need to provide continuous care for patients who are geographically distant or physically unable to attend in-person sessions. The absence of a digital footprint further limits the clinic’s visibility to potential clients.

By developing a comprehensive web-based portal that includes online scheduling, digital recordkeeping, web-based therapy games, and automated reminders, the clinic can streamline operations, enhance patient experience, boost engagement, and expand its service reach. The portal not only improves internal workflows but also supports long-term scalability and patient satisfaction.

The business objectives for this project are directly aligned with Therapro’s strategic vision to promote health, independence, and well-being through accessible and innovative therapy methods. These objectives also support the goals defined in the business case:

• Expand therapy access through online modalities. Enable virtual therapy sessions for patients who cannot attend in person by offering a secure and interactive platform with gamified therapy activities tailored to individual needs.
• Increase scheduling efficiency by 50%. Implement an online appointment scheduling and automated reminder system to reduce administrative workload and missed appointments, enabling staff to accommodate more patients per day.
• Modernize patient record management. Replace the existing physical and Excel-based recordkeeping system with a secure, centralized digital database to simplify patient data access, storage, and updates.
• Improve Therapro’s digital footprint. Launch a user-friendly website with detailed service information and contact options to increase online visibility and improve discoverability on platforms like Google and Facebook.
• Enhance patient engagement and satisfaction. Use post-session surveys, gamified activities, and progress tracking to improve the quality of sessions and continuously adapt based on user feedback.
• Support sustainable growth. By improving efficiency and accessibility, the portal helps attract more clients and supports future scalability, aligning with Therapro’s long-term goals of inclusive, high-quality care.

These objectives make sure the project not only addresses current limitations but also lays the groundwork for future development and growth.

The Online Portal Pursuing Purposeful Play (O4P) project aims to digitize and streamline the core operations of Therapro Therapy Clinic by developing a secure, online occupational therapy portal. This system will address the clinic’s operational challenges by providing a centralized platform for managing information and limiting manual and repetitive tasks. The portal will also feature a web-based game library that is appropriate for their patients’ conditions. These games will also be displayed and assigned in a systematic matter.

By replacing paper-based systems with an integrated online solution, the project seeks to improve efficiency, accessibility, patient satisfaction, and long-term growth for Therapro Therapy Clinic.

• Increase scheduling capacity by 50% by augmenting the clinic’s scheduling system. The project will eliminate manual repetitive tasks in the process such as sending reminders to people involved in the session.
• Develop and launch the clinic’s first official website by the end of Q3 2025, ensuring it includes at least 5 core informational pages and achieves at least 100 unique visitors within the first month of launch.
• Implement a secure online database for storing patient records and therapist notes by July 2025, reducing reliance on physical files by 80% within the first 3 months.
• Enable online therapy sessions through the portal by August 2025, targeting at least 25% of total patient consultations to be conducted online within 4 months of launch.

Before the project is deployed, multiple requirements must be met to ensure quality, security, and reliability. These include the following:

• The project must be tested for its security, including its Role-Based Access Control
• The project must be able to be implemented without disrupting clinic operations
• The web-based games that the portal offers should be examined for its validity

The list of requirements is subject to change, as future events might affect the project as it moves forward.

The following constraints affect the project:

• The project must be completed within the approved budget.
• The solution must be delivered by the specified project deadline.
• All features must comply with applicable data privacy laws
• Integration with third-party services (e.g., SMS gateway) must follow licensing or usage constraints.
• Only approved technologies and tools may be used for development and deployment.

For the proposed project, there are certain assumptions that should be known:

• Technology Assumptions
  • The project team will have access to required development tools (e.g., IDEs, GitHub, testing platforms).
  • PostgreSQL and the selected cloud hosting provider will be stable and reliable throughout development.
  • MFA and RBAC features can be implemented using available frameworks or libraries.
• Facility Assumptions
  • Team members will have consistent access to a working environment (physical or remote) to collaborate effectively.
  • Testing and development can proceed without needing physical clinic visits or infrastructure.
• Infrastructure Assumptions
  • Reliable internet connection will be available for both the development team and the intended users.
  • Hosting infrastructure will support necessary services like database, file storage, and authentication.
• Design Assumptions
  • Web-based games will be visually accessible and compatible with the design of the platform.
• Business Assumptions
  • The clinic is willing to adapt its current workflow to integrate the portal into daily operations.
  • The portal will increase patient engagement and satisfaction through easier access and therapy tracking.
• Financial Assumptions
  • The project will stay within a predefined budget, especially for hosting, domain, and third-party services.
  • No unexpected costs (e.g., licensing fees or premium features) will arise beyond initial estimates.
  • The clinic will support minimal operational costs for maintaining the platform post-deployment.

This project involves the design, development, and deployment of an online portal for a therapy clinic. The portal will include core features such as user account management, patient information tracking, session scheduling, therapist progress notes, and a therapy game library. High-level requirements include secure data storage, role-based access control, compatibility with multiple devices, and compliance with applicable data privacy regulations. Key resources include the project development team and input from clinical staff for testing and validation. The project will be considered complete when the portal is fully functional, passes user acceptance testing, and is successfully deployed without disrupting clinic operations.

The following high-level risks have been identified for the development and implementation of the Therapro online portal project. The project team will assess these risks and apply appropriate mitigation or avoidance strategies to minimize potential negative impacts:

• Disruption to clinic operations during deployment. Transitioning from manual to digital systems may temporarily interfere with daily tasks such as scheduling or record access, especially during the migration phase.
• Resistance to change from staff or patients. Some users may be unfamiliar or uncomfortable with using new technologies, which may hinder adoption of the portal.
• Data privacy and security concerns. Managing sensitive patient information in a digital environment introduces risks related to unauthorized access or data breaches.
• Technical difficulties and bugs in early stages. As with any new system, the portal may encounter unexpected issues or errors during initial rollout that could affect user experience.
• Inconsistent internet access for patients. Some users may face challenges accessing the online portal or therapy games due to limited internet connectivity or outdated devices.
• Budget overrun or underestimated costs. Although initial hosting and SMS API costs are projected, actual expenses may vary, particularly if additional features or scalability needs arise.

The project manager and development team will closely monitor these risks throughout the project lifecycle and implement contingency plans to ensure minimal disruption and successful delivery.

The following deliverables must be met upon the successful completion of the Occupational Portal Purposive Play project. Any changes or additions to these deliverables must be approved by the project sponsor:

  <tr><td><p style="text-align:center;">Specific Deliverables for each Project Iteration</p></td></tr>

1st Project Iteration

Frontend

Database

Role Permissions

Web-based Game

Appointment Booking

2nd Project Iteration

Admin Panel

Reports

Role Dashboards

Database

MFA

Appointment Calendar

SMS Automation

3rd Project Iteration

Email Automation

Business Case Documentation

Stakeholder Management Analysis

Frontend Responsiveness

Project Deployment

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.

Milestone	Target Date
Project Start	05/01/2024
Requirements & Design	09/01/2024
Database Modeling	09/01/2024
RBAC Functionalities	11/01/2024
Appointments & Game Library	12/20/2024
MFA Functionalities	01/18/2025
Testing	02/20/2025
Deployment	06/16–06/19/2025
Project Completion	06/30/2025

The following table contains a summary budget based on the planned cost components and estimated costs required for successful completion of the project.

Component	Cost (₱)
Render Hosting	18,000
SMS Tokens	20,500
Maintenance	FREE
Total	38,500

Success for the Online Portal Pursuing Purposeful Play project will be achieved when all scheduled milestones—ranging from requirements gathering and system design to deployment of features such as role-based access control (RBAC), appointment scheduling, a game library, multi-factor authentication (MFA), analytics, and testing – are completed within the timeline outlined in the milestone schedule. The overall project must be completed by June 30, 2025, as planned.

The project will also be considered successful when a fully functional, secure, and user-friendly portal is launched and complete with all technical documentation. Project completion and approval will be determined and authorized by the Project Adviser, Jose Eugenio L. Quesada, based on the successful delivery of all project components. The project will be managed by the Project Manager, Kai A. Butalid, who will ensure that the project remains within the scope, time, and budget constraints.

The Project Manager for the Occupational Therapy Clinic Online Portal project is Kai Butalid. She is responsible for overseeing the planning, development, and deployment of the portal, which includes modules for patient information management, appointment scheduling with SMS reminders, therapy game library, and role-based access control (RBAC). The Project Manager has the authority to:

• Assign tasks and manage the project team (developers, designers, QA, etc.)
• Approve and monitor project expenditures within the allocated budget
• Set timelines and ensure adherence to the project schedule
• Communicate with stakeholders and provide project status updates
• Make decisions on scope changes, feature prioritization, and resource allocation

Their leadership ensures the portal meets functional requirements, complies with data privacy standards, and delivers a user-friendly experience for patients, therapists, and assistants.

The purpose of this Stakeholder Management Strategy is to guarantee the successful delivery of the Therapro Therapy Clinic Online Portal Project by identifying, understanding, and effectively engaging all relevant stakeholders. This strategy aims manage the expectations and align the diverse interests of individuals and groups impacted by the system.

The project involves a wide range of stakeholders, including primary users such as patients, guardians, and therapists, as well as supporting roles like assistants, system developers, and tertiary stakeholders such as pediatricians, LGUs, and prospective clients. Each of these groups plays a distinct role in shaping the success of the portal – whether through direct use, system support, or indirect influence on adoption and perception.

By recognizing these different stakeholder categories and developing targeted engagement strategies, the project team can excpect resistance, minimize conflict, and build the support needed for a smooth and impactful implementation. This strategy is therefore a critical part of project planning as it contributes to user satisfaction, system usability, and long-term sustainability of the solution.

To thoroughly identify the stakeholders for the Online Portal Pursuing Purposeful Play project, the team will use a combination of the following techniques:

• Document and Process Review

The team analyzed the project documentation, such as the Project Context, Current System, and Product Vision, to identify roles and entities involved in Therapro Therapy clinic’s operations. Upon reviewing current workflows, it presented key participants such as the therapist, guardians, patients, and assistants, all of whom play roles in scheduling, therapy sessions, and record-keeping.

• Stakeholder Mapping through Use Case Analysis

The team utilized the Use Case Diagram and User Stories/Product Backlog to identify system users. Stakeholders were defined by their interactions with the system and categorized based on their roles.

• Consultation with the Client

As the clinic owner and primary therapist, Ms. Francisco provided valuable insight into individuals who influence or are influenced by the system. Her knowledge of clinic workflows and patient engagement allowed the team to identify indirect stakeholders such as pediatricians (referral sources) and local government units (LGUs) involved in financial aid.

• Brainstorming with the Development Team

Collaborative team meetings enabled the identification of technical stakeholders such as developers, database administrators, and testers who play a role in delivering and maintaining the system.

• Review of External Interactions

Given the project’s aim to increase Therapro’s online visibility and reach new patients, the team also considered prospective patients and website visitors as stakeholders. Metrics like unique visitors and conversion rates emphasize the importance of catering to this group.

Using these approaches, the project team categorized stakeholders into three general types:

• Primary Stakeholders. These are users who will regularly interact with the portal and whose experience is central to the system’s purpose. This includes:
  • Owner – Mrs. Zoraida De Jesus Francisco serves a dual role as both the clinic owner and therapist. She is a key decision-maker, system user, and visionary for the project. Her involvement influences both the system’s design and its adoption within the clinic.
  • Patients – particularly children with developmental needs who will engage with the gamified therapy platform.
  • Guardians – who handle appointment bookings and track therapy progress.
  • Therapists – who deliver therapy, manage schedules, and input patient data.
• Secondary Stakeholders. These support the core functions of the system but may not be regular end-users:
  • Assistants
  • System Developers (includes the project team)
• Tertiary Stakeholders. These are indirectly involved but still influence or are influenced by the project:
  • Pediatricians – who refer patients to the Therapro Therapy Clinic.
  • Local Government Units (LGUs) – who assist in financial support.
  • Prospective Patients and Website Visitors – who are impacted by the system’s online presence.

The following stakeholders have been identified as key stakeholders due to their significant influence on the success of the project or the extent to which they are affected by it:

• Owner – As both the owner of the clinic and a therapist, she holds a dual role that gives her significant influence over the project. She is responsible for setting the overall vision and ensuring the system aligns with the clinic’s operational goals and therapeutic standards.
• Therapists – As primary users responsible for delivering therapy, managing patient data, and scheduling sessions, therapists are critical to both the functionality and adoption of the portal. Their workflows and feedback will directly shape core system features.
• Guardians – Guardians handle appointment bookings, monitor therapy progress, and facilitate communication between patients and therapists. Their ease of use and trust in the platform will heavily influence patient engagement and satisfaction.
• System Developers / Project Team – As the group responsible for building and maintaining the portal, developers are key in transforming requirements into a working product. Their understanding of stakeholder needs and technical constraints is vital for timely and effective delivery.
• Patients – While often assisted by guardians, patients are the ultimate beneficiaries of the therapy sessions and gamified features. The system must be accessible and engaging to support their developmental goals.

These key stakeholders will be engaged regularly through feedback sessions, user testing, and targeted communications to ensure the system meets both operational and therapeutic goals.  

Name	Department/Company	Position	Advisers	Objectives / Interests	Influence	Project Contribution	Resistance
Patients	Therapro Therapy Clinic	Therapy Recipients	Guardians, Therapists	Receive engaging, accessible therapy. Benefit from consistent therapy schedule, trackable progress, and gamification.	Medium	End users of the gamified therapy platform	Low – Dependent on guardians
Guardians	Therapro Therapy Clinic	Legal Caregivers	Therapists, Assistants	Book appointments, view child’s progress, receive updates, and interact with the platform easily.	High	Primary user for booking and monitoring therapy	Medium – Tech unfamiliarity
Therapists	Therapro Therapy Clinic	System Owner / Therapy Provider	Project Team	Manage sessions, monitor progress, set schedules, review appointment requests.	Very High	Key system user; validates requests; provides client-side requirements	Low – Already project initiator
Assistants	Therapro Therapy Clinic	Operational Support	Therapists	Support scheduling, handle logistics, possibly aid in admin dashboard usage.	Low	Support role in scheduling and data entry	Medium – Workflow changes
Developers	Internal / Contracted Team	System Developers	PM / Client	Build, test, and deploy the system according to requirements.	High	Design and implement all features and logic	Medium – Feature creep

Scope Management for the Online Portal Pursuing Purposeful Play (O4P) Project ensures that the team delivers all the necessary components of the online therapy system while avoiding tasks that fall outside its purpose. This plan outlines how the project scope will be defined, verified, and controlled throughout the lifecycle of the project.

The process begins with collecting requirements, which involves gathering detailed needs and expectations from stakeholders including therapists, patients, guardians, and clinic staff. For the O4P project, this was done through stakeholder consultations and user analysis, focusing on the lack of digital tools and session flexibility in the current manual system.

Next is defining the scope, where the gathered requirements are translated into a clear and detailed project scope statement. In our case, this step includes formalizing the system’s key features such as online scheduling, web-based therapy modules, digital records, and multi-user dashboards. This scope was documented in the project charter and business case to ensure shared understanding and alignment.

The Create WBS (Work Breakdown Structure) process breaks down these deliverables into smaller, manageable tasks or work packages. For the project, the WBS includes components like user authentication, therapist dashboard, web-based game module integration, and database setup. Breaking down the project this way allows better tracking of progress, scheduling, and cost estimation.

Verify Scope involves validating each deliverable with the client and stakeholders to ensure it matches expectations and documented requirements. This is crucial in O4P since the final system must support different user roles and provide an engaging therapy experience. Formal reviews, testing sessions, and stakeholder walkthroughs will be used to verify the system.

Finally, Control Scope ensures that any proposed changes to the project scope go through a formal review and approval process. For instance, if stakeholders later request a mobile app or integration with billing systems, these changes would be evaluated for impact on timeline and budget before being approved or deferred.

The responsibility for managing the scope of the project lies primarily with the Project Manager, who ensures that scope is defined clearly, approved by stakeholders, and delivered accordingly. They provide oversight and makes final decisions on any significant changes or deviations.

The scope is defined using several documentation tools. The Project Scope Statement, found in the charter, outlines the objectives, deliverables, and boundaries. A Work Breakdown Structure (WBS) and its supporting WBS Dictionary will break down and define each task in detail. The Statement of Work (SOW) provides further detail on what is included in the portal’s core features, such as digital scheduling, games, and session logging.

Verification of scope is done through structured methods such as quality checklists, milestone reviews, and deliverable acceptance tests. These are compared against the scope baseline—which includes the scope statement, WBS, and WBS dictionary—to confirm whether deliverables are complete and correct.

The scope change process allows any stakeholder to propose changes, but these must be submitted formally to the Project Manager. The proposed changes are analyzed for feasibility and impact, then reviewed and approved by the Steering Committee. This process helps prevent uncontrolled changes, known as scope creep, which could compromise the project timeline or budget.

Final acceptance of the project deliverables will be carried out by Therapro Clinic’s management and the designated project sponsor. Their approval will be based on whether the system meets all documented requirements and passes verification tests.

Role	Responsibilities
Project Manager	Define, manage, and control project scope; maintain documentation; coordinate the change control process.
Development Team	Break down tasks, implement features, and provide input on feasibility and scope planning.
Product Owner	Validate and clarify requirements; approve key deliverables.
Stakeholders	Provide input on requirements; participate in testing and feedback sessions.
Project Sponsor	Provide final approval on deliverables and any changes to scope.

Based on the Project Charter and Business Case, the scope of the O4P project includes the design and development of a web-based portal tailored to the operational needs of Therapro Therapy Clinic. The portal’s main features will include an online scheduling system, digital session tracking, gamified therapy, and dashboards for patients, therapists, and administrative staff. Communication tools, session logs, and reminders via SMS are also included.

The solution will be hosted on AWS and use tools such as Figma for design and Microsoft Teams for coordination. It is also designed with accessibility and ease-of-use in mind, especially for guardians and children using therapy games. Out-of-scope items include mobile app development, AI-powered diagnosis features, and third-party billing integrations, which may be considered in future phases but are not part of the current scope.

The O4P system is a web-based therapy portal developed for Therapro Therapy Clinic. Its goal is to digitalize and enhance therapy delivery through features such as online scheduling, digital therapy session tracking, gamified web-based activities, and user role-based dashboards for guardians, therapists, assistants, and administrators. The system is designed to improve session flexibility, enhance user engagement, and streamline record-keeping.

The final product will be accepted when:

• All core modules (dashboard, scheduling, web therapy games, records) are fully functional and tested.
• User roles and access levels function securely and as designed.
• Feedback from stakeholders is incorporated into final revisions.
• The system passes usability, accessibility, and performance testing.
• A formal sign-off is obtained from Therapro Clinic’s sponsor.

• Functional web portal with login system and secure authentication
• Therapist dashboard with session tracking and patient management
• Gamified therapy interface
• Patient and guardian dashboards with progress tracking
• Administrative interface for managing users and session logs* Games and record tracking modules
• Database hosted on AWS/Render with backup and recovery setup
• User manuals and training materials
• Test reports and system documentation

• Mobile application development
• AI-based diagnosis or recommendations
• Integration with external billing or EHR systems

• Must be completed by the end of the academic term
• Fixed budget and student manpower
• Limited access to real patient data

• Stakeholders are available for testing and feedback
• All team members contribute as per the agreed schedule
• Third-party tools like Render, Figma, 8th Wall, and ABCya function reliably

Scope verification ensures that the deliverables for the O4P project align with the originally defined scope and are accepted formally by stakeholders throughout the project lifecycle—not only at the end.

To guarantee that the project deliverables fulfill the requirements outlined in the Project Scope Statement and Work Breakdown Structure, the project team will employ the following methods:

Each module and deliverable will be evaluated using a predefined checklist that includes required functionalities, usability standards, accessibility guidelines, and security features.

Metrics such as task completion rate, test case pass rate, and milestone achievement will be tracked to measure progress against planned outputs.

All deliverables will be compared against the approved scope baseline, which includes the Project Scope Statement, Work Breakdown Structure, and WBS Dictionary. Any deviation must go through the formal change control process.

Each major deliverable will undergo formal review by the client (Therapro Therapy Clinic). Stakeholder walkthroughs and user acceptance tests (UAT) will be scheduled after each phase to ensure ongoing feedback and acceptance. Acceptance forms and sign-off sheets will be used to document approval throughout the project timeline.

Scope control outlines the method for managing changes during the project:

• Change Request Submission. Any stakeholder can submit a formal change request to the Project Manager.
• Impact Analysis. The development team evaluates the cost, timeline, and resource implications.
• Review by Steering Committee. Significant scope changes require approval before implementation.
• Baseline Documentation. Updates to the scope statement and WBS are recorded to maintain traceability.
• Change Log Maintenance. All approved and rejected changes are documented.

The project team will use various techniques for scope verification to guarantee that the Dispatch Directory System project deliverables satisfy the original scope. These methods include:

• Quality Checklists
• Work Performance Measurements
• Scope Baseline
• Formal Acceptance

The purpose of this Schedule Management Plan is to define the processes and tools the project team will use to manage the timeline of the Therapro Occupational Therapy Clinic’s O4P. This includes appointment scheduling, role-based access controls, therapy notes tracking functionality, and streamlined therapy games. Maintaining control over scheduling ensures that the development and deployment are aligned with stakeholder expectations and that the clinic can begin onboarding users as early as possible.

The TheraPro project follows the Agile methodology, with work organized into iterative sprints that allow for flexibility, continuous feedback, and timely delivery of system features. This approach suits the evolving requirements of the therapy clinic system, particularly as we refine user experience based on testing and stakeholder input. The team conducts sprint planning, daily stand-ups, and retrospectives to adapt to emerging challenges and prioritize deliverables.

To manage tasks, deadlines, and milestones, the team will use OpenProject for sprint planning and workload visibility, and Jira for task tracking and sprint boards. GitHub will serve as the central platform for code version control, pull requests, and issue tracking. Project milestones—such as implementing therapist slot scheduling, handling non-user appointment requests, and calendar integration—will be mapped in OpenProject, with epics and user stories managed in Jira to reflect ongoing progress.

The team will hold weekly sprint reviews and planning meetings, led by the Project Manager. Developers are responsible for updating task statuses, logging blockers, and estimating effort for new tasks. Any potential delays or risks are identified during stand-ups and reviewed with the team to realign timelines. Changes to scope or time estimates will be recorded in Jira and reviewed against the sprint goal. This disciplined but flexible schedule management ensures on-time delivery while maintaining adaptability for user-driven improvements.

Schedule updates will occur weekly, with progress reviewed in short sprint meetings every Tuesday and Friday. Tracking tools include:

• GitHub milestones and pull requests
• Sharepoint Kanban Board
• Jira and OpenProject (Project Management Tools)

Each team member is responsible for updating the status of their assigned tasks and flagging blockers.

Any changes that exceed 10% of the total project duration (approx. 3 days for any 4-week sprint) must be discussed with the sponsor and recorded in a change request. Examples include:

• Adding a new module like therapist performance analytics
• Refactoring major parts of the calendar interface
• Adjusting how recurring appointment logic is calculated

Changes within the threshold will be approved by the Project Manager in consultation with the development team.

Should major functional requirements arise, such as:

• Supporting virtual therapy sessions
• Adding billing/payment integrations
• Including therapy notes summary

These will prompt a schedule rebaseline. The team will assess how the new features impact the system’s architecture and timeline, and revise milestones accordingly.

This Cost Management Plan defines the standards and practices for managing, measuring, reporting, and controlling operational costs associated with Therapro Occupational Therapy Clinic's O4P. The project's primary objective is to digitize and streamline therapy and scheduling processes, thereby enhancing operational efficiency and client satisfaction.

Specifically, this plan:

• Identifies the personnel responsible for cost oversight (Project Manager, Lead Developer).
• Details the authorization process for cost adjustments (Project Sponsor).
• Establishes metrics for quantitative cost measurement and reporting.
• Outlines reporting formats, schedules, and stakeholders involved in cost communication.

Given the straightforward operational cost structure, the cost management approach for this project focuses specifically on managing recurring operational expenses at the work package level:

• Render Hosting (Web infrastructure)
• SMS Tokens (Communication services)
• Maintenance Costs (Internal resource management)

Since there are no additional costs for external maintenance (handled internally by our development team), this simplified approach ensures efficient monitoring without unnecessary administrative complexity.

We will employ simplified Earned Value Management (EVM) metrics monthly to assess financial performance clearly and accurately:

• Schedule Variance (SV) = EV – PV
• Cost Variance (CV) = EV – AC
• Schedule Performance Index (SPI) = EV ÷ PV
• Cost Performance Index (CPI) = EV ÷ AC

Metrics Contextualization:

• Earned Value (EV): Derived from operational targets, such as appointments successfully completed, reductions in missed appointments, and uptime.
• Planned Value (PV): Predetermined expected performance metrics based on past data and projected usage.
• Actual Cost (AC): Actual operational expenditure recorded from monthly billing statements and invoices.

This approach facilitates easy identification of cost variances and operational performance relative to planned metrics.

Monthly cost management reporting will be incorporated into the comprehensive Monthly Project Status Report, clearly displaying:

• Planned versus actual expenditure for Render Hosting and SMS Tokens.
• Current cost and schedule variances (CV and SV).
• Performance indexes (CPI and SPI).

Significant variances (exceeding ±20% from planned budgets) will be explicitly highlighted with detailed explanations and recommended corrective actions.

To maintain control over project expenditures, this project sets strict control thresholds using simplified EVM metrics. If the Cost Performance Index (CPI) or Schedule Performance Index (SPI) falls below 0.8 or above 1.2, it will trigger a variance response. The Project Manager will identify and analyze the cause of the variance, and within five (5) business days of detection, will present the Project Sponsor with corrective action options. These may include budget reallocation, scope adjustments, or rescheduling of deliverables. Upon selection, the Project Manager will submit a formal Cost Variance Corrective Action Plan within three (3) business days, which outlines the chosen strategy and metrics for tracking its effectiveness. Once approved, this plan becomes part of the official project plan.

All budget changes will follow the clinic’s standard project change request process. Any requests for cost-related modifications must be submitted to the Project Sponsor for review. Only the Project Sponsor has the authority to approve or reject cost changes. Documentation will include the reason for change, the affected budget categories (e.g., hosting, SMS tokens), and the projected financial impact. Approved changes will be recorded and reflected in the updated project cost baseline.

The budget for this project is detailed below. Costs for this project are presented in various categories.

Component	Description	Cost (₱)
Render Hosting	Web hosting services via Render.com	18,000
SMS Tokens	Automated appointment reminders via Globe/Smart APIs	20,500
Maintenance	Internal resource allocation (no external cost)	FREE
Total		38,500

The Work Breakdown Structure presented here represents all the work required to complete this project.

1. Online Portal Pursuing Purposeful Play (O4P)
   1. Initiation
      1. Define Preliminary Project Scope and Objectives
      2. Identify Problem and Justify Project
      3. Develop Lean Canvas
      4. Develop Business Case
      5. Develop Project Charter
      6. Review and Approval of Project
   2. Planning
      1. Architecture Planning
      2. Design UI/UX
      3. Design Use Case Diagram and Fully Dressed Use Cases
      4. Design Data Flow Diagrams
      5. Design Activity Diagrams
      6. Create Test Cases
      7. Design Database Schema
      8. Create Prototype
      9. Detailed System Requirements Specification
   3. Execution
      1. Development
         1. Frontend Development
         2. Backend Development
         3. Game Library Integration
      2. Initial Testing and QA
         1. Unit Testing
         2. Integration Testing
         3. Bug Tracking and Fixes
      3. Documentation
         1. Technical Documentation
         2. User Manuals
   4. Control
      1. Project Management: Jira Dashboard
      2. Weekly Status Meetings
      3. Log & Track Risks in OpenProject
      4. Update Risk Management Plan
      5. Track Project Progress
      6. Update Project Schedule
      7. Review Budget and Expenditures
      8. Adjust Resource Allocation
      9. Document Change Requests
      10. Implement Approved Changes
   5. Closeout
      1. Audit Procurement
      2. Conduct Final System Testing
      3. Document Work Breakdown Structure (WBS)
      4. Obtain Client Approval
      5. Document Lessons Learned
      6. Archive Project Files and Records
      7. Submit Project Management Plan

This Human Resource Plan outlines how project team members and stakeholders will be acquired, managed, and released for the O4P portal development. It ensures clarity in roles, responsibilities, and resource allocation to achieve project objectives, including:

• Streamlined appointment scheduling.
• Web game integration for therapy sessions.
• Secure patient record management.

The plan will be used by the Project Manager to coordinate tasks, resolve conflicts, and monitor team performance.

Role	Authority	Responsibilities	Competency Requirements
Project Sponsor	Approves budget/charter	Ensures alignment with clinic goals; resolves high-level issues.	Strategic planning, healthcare management
Project Manager	Oversees all project activities	Leads planning, execution, and control; tracks progress via Jira/OpenProject.	PMP, Agile methodologies
Frontend Developer	UI/UX implementation	Develops portal interface; collaborates with designers.	JavaScript, React, responsive design
Backend Developer	Database/API management	Implements server logic; integrates web games with frontend.	Python, Django, REST APIs
QA Tester	Validates system functionality	Conducts unit/integration testing; logs bugs in Jira.	Manual testing protocols
Therapist	Approves therapy content	Reviews patient progress features.	Occupational therapy expertise

Task/Activity	Project Sponsor	Project Manager	Frontend Dev	Backend Dev	QA Tester	Therapist	Database Admin
Approve Budget and Charter	A	R
Develop UI Components		A	R	C	C
Design Database Schema		A		C			R
Manage Data Security		A		C			R
Implement Backend/API		A	C	R	C		C
Integrate Therapy Web Games		A	C	R	C	C	C
System Testing		A	C	C	R		I
Review Patient		C				R
Progress Features
Track Progress (Jira)		R			R
Final Approval of Portal		R			C	C	C

R = Responsible, A = Accountable, C = Consulted, I = Informed

Acquisition & Timeline

• Phase 1 (Initiation): Business case, charter approval (2 months).
• Phase 2 (Planning): Scope, WBS, project plan (3 weeks).
• Phase 3 (Execution): Design, development, testing (5 months).
• Phase 4 (Control): Risk tracking, progress updates (Ongoing).
• Phase 5 (Closeout): Final testing, client approval (1 month).

Training & Performance

• Performance Reviews: Biweekly sprint retrospectives; Jira metrics (task completion rate).

Compliance & Safety

• Philippines Data Privacy Act (RA 10173) compliance:
• All patient data handled with encryption and access controls per National Privacy Commission (NPC) guidelines.
• Mandatory Data Privacy Officer (DPO) training for team members handling sensitive records.
• Remote work policies: Secure VPNs and NDAs for developers accessing clinic systems.

Throughout the development of the project, quality will be one of the top priorities that the team will focus on. This is to ensure that the finished product will be capable of being in production. This plan ensures that all deliverables meet the agreed-upon functional, technical, and user experience standards. It also defines the processes for quality planning, quality assurance, and quality control, helping the team deliver a reliable, secure, and user-friendly system. All stakeholders are expected to understand and adhere to the quality practices defined in this document to ensure successful and consistent project outcomes.

For the project, quality will be integrated into both the product and development processes. The team will follow an Agile-based iterative approach, ensuring quality checks are embedded throughout each sprint cycle.

Quality will focus on delivering a secure, accessible, and user-friendly portal that meets the clinic’s operational and therapeutic needs. Key features such as appointment scheduling, digital records, and gamified therapy tools will be evaluated against predefined functional and performance requirements. Quality will also be managed through regular code reviews (via GitHub) and sprint reviews (via Jira and MS Teams).

All team members are responsible for quality in their respective areas, and the Project Manager will oversee quality planning, assurance, and control activities throughout the project life cycle. This approach ensures that rework and inefficiencies are minimized, while product value and stakeholder satisfaction are maximized.

The project team will identify and document quality requirements through stakeholder consultations, sprint planning sessions, and regular review meetings. These requirements will address both the product (the online portal) and the development process to ensure the final output meets expectations for performance, usability, security, and reliability.

Product Quality Requirements

• The portal must be responsive and accessible on desktops, tablets, and smartphones.
• Role-based access must restrict sensitive data to authorized users only.
• Key features must function as specified in the requirements document.
• The user interface must follow accessibility guidelines to accommodate guardians and therapists with varying digital literacy levels.

Process Quality Standards

• All development work must follow an Agile methodology with defined sprints, code reviews, and retrospectives.
• All tasks and issues must be tracked and documented in Jira or OpenProject.
• Version control practices will follow GitHub pull request workflows, including peer code review and branch naming conventions.
• Quality checks will be incorporated into each sprint review to catch defects early.

Quality assurance for the project will focus on proactively ensuring that all deliverables meet established quality standards throughout the development lifecycle. The QA process will include regular sprint reviews, where completed features are evaluated. Peer code reviews will be enforced through GitHub pull requests to maintain code quality. The Project Manager will also perform periodic audits of project tasks and documentation in Jira and OpenProject to ensure adherence to the defined workflow and sprint goals. Feedback from key stakeholders will also be gathered during development to confirm that the system meets both clinical and functional requirements.

Quality control for the portal will focus on monitoring and evaluating the actual product to ensure it meets defined quality standards and functional requirements. This involves systematically checking that features perform reliably and as intended. Acceptable performance standards include full functionality of core features without critical bugs, responsiveness across devices and role-based access control functioning correctly. Bugs and deviations from expected behavior will be logged in GitHub and Jira, prioritized, and addressed in subsequent sprints. These will also be reviewed during sprint retrospectives to recommend any necessary improvements or corrective actions. This approach ensures that the final product is stable, secure, and aligned with both stakeholder expectations and therapeutic goals.

Risks are an inherent part of every project and arise from uncertainties in technology, resources, timelines, stakeholder alignment, and external factors. In the context of the Quartize Therapy Portal Project, risks stem from both technical and operational challenges such as system integration, user adoption, data privacy, and tight academic deadlines. The purpose of this Risk Management Plan is to ensure that risks are identified early, prioritized appropriately, and managed effectively to minimize negative impact on the project. Risk management is critical to the successful delivery of the Quartize portal, which aims to digitize the clinic’s manual systems and provide an accessible, gamified therapy experience.

Before risk management can begin, the project must define its scope, goals, stakeholders, and timeline – elements which are established in the Project Charter and Business Case. With those components in place, the team is positioned to proactively identify, assess, monitor, and respond to risks throughout the project lifecycle.

1. Disruption to Clinic Operations During Deployment – Transitioning from manual to digital processes could temporarily interfere with daily operations, especially during migration of records or testing of online features.
2. Resistance to Change from Staff and Patients – Clinic staff and guardians may be unfamiliar or uncomfortable with new technologies, potentially affecting adoption and successful rollout.
3. Data Privacy and Security Concerns – Given the sensitivity of patient records, any breach or mishandling could result in regulatory non-compliance and loss of trust.

The O4P takes a proactive and structured approach to risk management. Risks are identified early during the planning phase through a combination of expert interviews, stakeholder consultations, and team brainstorming. Each identified risk is documented, analyzed, and categorized by likelihood and impact. High-priority risks are closely monitored and tracked using a centralized risk register maintained by the Project Manager.

Regular project meetings, including bi-weekly reviews, will include risk status updates and discussions of new or evolving risks. This ongoing monitoring ensures that mitigation strategies can be adjusted or new plans developed as the project progresses. The risk management process is collaborative, involving all team members and key stakeholders to ensure risks are assessed from multiple perspectives.

Risk identification for the project was conducted through multiple methods. The team reviewed project documentation, including the Charter, Business Case, and Stakeholder Management Strategy, to surface risks tied to technology, timeline, and stakeholder behavior. Interviews and consultations with the client helped reveal operational and cultural risks specific to the clinic’s environment.

Additionally, internal brainstorming sessions with the development team were held to identify technical and process-related risks, such as system bugs, database limitations, or internet connectivity issues for users. Identified risks were recorded in a structured risk register format with fields including description, category, impact, probability, mitigation strategy, and assigned owner. These were discussed and reviewed in project team meetings and refined as necessary.

Risks were assessed based on likelihood and impact, as shown below:

Risk	Likelihood	Impact	Priority
Disruption to Clinic Operations	High	High	High
Resistance to Change	Medium	High	High
Data Privacy and Security	Low	High	Medium
SMS API Cost Overrun	Low	Medium	Low
Slow User Adoption	Medium	Medium	Medium

Risk	Trigger Condition	Assigned To
Disruption to Clinic Operations	System testing overlaps with clinic hours	Jan Michael Villeza
Resistance to Change	Negative feedback during onboarding	Kai Butalid
Data Privacy and Security	Unusual login activity or failed MFA attempts	Mon David Olarte
SMS API Cost Overrun	Increased SMS volume beyond forecast	Jan Michael Villeza
Slow User Adoption	Low portal usage within first 2 weeks of launch	Liam Miguel Supremo

The project team considers four risk response strategies depending on the context: avoidance (modifying plans to remove the risk), mitigation (reducing probability or impact), acceptance (acknowledging low-priority risks without action), and transfer (e.g., insuring high-cost risks if applicable). Mitigation plans are tailored to the risk type, ensuring preparedness across technical, operational, and user-related domains.

Risk	Strategy Type	Mitigation / Avoidance Strategy
Disruption to Clinic Operations	Avoidance / Mitigation	Deploy the system in phases during off-peak hours; test on a staging environment before full rollout.
Resistance to Change	Mitigation	Provide early training, simple UI design, user walkthroughs, and ongoing support to ease the transition.
Data Privacy and Security	Mitigation	Implement Role-Based Access Control (RBAC), Multi-Factor Authentication (MFA), and encrypted storage.
SMS API Cost Overrun	Mitigation	Set usage thresholds and monitor token consumption; explore bulk pricing or alternative messaging options.
Slow User Adoption	Mitigation	Launch with user incentives, tutorials, and frequent feedback collection to guide iterative improvements.

The O4P will maintain its Risk Register in a separate Excel spreadsheet to allow for easy updating, filtering, and tracking of risks throughout the project lifecycle. This register captures essential details for each identified risk, including its description, category, likelihood, impact, overall priority, mitigation strategy, trigger condition, assigned owner, and current status.

The tabular format enables the project team to monitor risks effectively and supports dynamic updates as the project evolves. High-priority risks will be highlighted and reviewed regularly during project meetings. The Risk Register file is stored in the shared project folder and is accessible to authorized team members for ongoing collaboration and accountability.

Risk ID	Risk	Description	Category	Destination/Owner	Probability	Impact
Risk-01	Disruption to Clinic Operations	Deployment of a new core feature of the clinic may disrupt operations.	Operational	Project Manager	Medium	High
Risk-02	Resistance to Change	Some people may prefer the manual processes and may be hesitant to adopt the new system.	External	Project Manager	Low	Medium
Risk-03	Data Privacy and Security	Storing information online requires a strong security foundation, especially if concerning with personally identifiable information.	Technical	Development Team	Medium	High
Risk-04	SMS API Cost Overrun	The cost for sending SMS texts may exceed the allotted budget.	Technical	Project Manager	Low	Medium
Risk-05	Slow User Adoption	Users may take some time to adjust to the portal due to unfamiliarity or lack of confidence in technology.	External	Project Manager	Medium	Medium

The purpose of the Communications Management Plan is to define the communication requirements for the O4P project and establish a clear framework for how information will be distributed among stakeholders. Effective communication is essential to ensuring that the project stays aligned with its goals, timelines, and stakeholder expectations especially as it involves diverse participants such as clinic staff, guardians, academic advisers, and a student-led development team.

This plan identifies what types of information will be communicated, including technical progress updates, stakeholder feedback, schedule changes, meeting summaries, and deliverable status reports. It outlines how information will be communicated through a combination of synchronous (e.g., virtual meetings, calls) and asynchronous (e.g., emails, project dashboards, SMS) methods. The frequency of communication is also defined to match the pace and needs of the project.

Roles and responsibilities for communication are clearly assigned. The Project Manager serves as the primary communication coordinator, with developers, testers, and stakeholders responsible for contributing timely updates and feedback. Communication tools such as Microsoft Teams, Jira, OpenProject, Figma, and Google Meet are designated to facilitate efficient and traceable information exchange.

This plan also addresses the communication needs of each stakeholder group, ensuring that their interests, technical expertise, and access levels are taken into account. Sensitive or confidential information, such as patient-related data, will only be shared with authorized personnel through secure platforms and in compliance with privacy regulations. Any changes in the communication process will follow a defined escalation protocol to ensure continuity and transparency.

Constraints such as academic deadlines, limited access to paid tools, and intermittent internet availability for clinic staff are acknowledged, and communication strategies are designed to be flexible and resource conscious. Standard templates, file naming conventions, and documentation practices are established to promote clarity and consistency across all project communications.

Ultimately, this Communications Management Plan supports collaboration, accountability, and decision-making, enabling all stakeholders to contribute meaningfully and remain informed throughout the project’s lifecycle.

For the Online Portal Pursuing Purposeful Play (O4P) project, communication is a central pillar of project execution and stakeholder engagement. As Project Manager, Kai Butalid is expected to spend the majority of her time communicating with the development team, clients, and key stakeholders. Communication within the project will be deliberate and well-coordinated to avoid confusion, delays, or misaligned expectations. The approach is a mix of structured planning and flexible tools: regular status updates and milestone reports will be sent to the clinic owner and project adviser via email, while daily collaboration and quick updates will take place using Microsoft Teams and Messenger. Figma and FigJam will be used for design collaboration, allowing team members and therapists to provide feedback on interface elements. Google Meet will serve as the platform for virtual meetings including design reviews, retrospectives, and milestone presentations. All communications will be documented, tracked, and aligned with the project timeline and scope.

Several constraints influence the communication strategy of this project. First, the team is bound by academic deadlines, with a fixed project end date of June 10, 2025. This limits the availability of time for extensive or repeated stakeholder consultations. Second, the project is being developed within a predefined budget that restricts the use of premium software or services, so all communications must rely on freely available or institutionally provided tools such as Microsoft Teams. A third constraint involves compliance with local data privacy laws, especially as the system involves sensitive patient records. This restricts who may receive or access certain types of information, and how that information must be secured and transmitted. Additionally, the clinic’s staff and patients may face limited or inconsistent internet connectivity, which could delay feedback and participation, particularly for real-time communications. All these constraints necessitate a communication plan that is both resource-conscious and adaptable, using asynchronous methods and clear documentation to ensure continuity.

Stakeholder	Role	Communication Requirements	Method	Frequency
Project Sponsor	Client and system owner; provides direction, clinic-side requirements, and approvals	Needs regular updates on progress, opportunities to give feedback, and involvement in major decisions	Email updates, planning meetings, progress reviews	Milestone-based
Project Manager	Oversees the entire development process, manages team, schedule, and risk	Requires clear reporting from all team members; communicates updates, risks, and decisions across all stakeholders	Daily team syncs, project dashboards, and stakeholder briefings	Daily
Project Adviser	Provides academic oversight and guidance	Needs visibility into progress, documentation quality, and alignment with academic requirements	Formal progress reports, document reviews, consultations	Weekly
Therapists	End users and clinic-side experts; provide key requirements and validation	Must receive updates on feature status, be consulted for UX design and test functionality	User feedback sessions, demo days	Milestone-based
Developers	Build and maintain the platform and its features	Must receive clear requirements, testing feedback, and task updates	Daily standups, sprint planning/reviews, development tools	Daily
Database Administrator	Ensures data security, performance, and backup processes	Needs to be informed of system changes affecting data flow, access, and storage	Dev team meetings, technical documentation	Daily
Testers	Validate system functions and usability	Require finalized features, test cases, and bug tracking channels	Sprint test reports, bug tracking tools, team syncs	Per sprint cycle

Project Sponsor

The Project Sponsor is the lead initiator of the project and the client from Therapro Therapy Clinic. She authorized the project and provided the vision, key requirements, and strategic goals. She is responsible for the project’s success and alignment with clinic operations. Communication with the Project Sponsor should be summarized, focusing on milestones, risks, and major updates unless she requests more detail.

Program Manager

The Project Manager is responsible for the overall planning, coordination, and execution of the project. This role manages the team, monitors schedules and deliverables, and ensures that the project stays within scope. The Project Manager is the central communicator and liaison between all stakeholders. Daily communication with the project team and weekly updates to external stakeholders are essential.

Project Adviser

The Project Adviser provides academic oversight and ensures that the project meets educational and documentation standards. The adviser offers strategic feedback during key milestones and ensures alignment with the academic deliverables of the course.

Change Control Board

The Change Control Board is a designated group which reviews technical specifications and authorizes changes within the organizations infrastructure. Technical design documents, user impact analysis and implementation strategies are typical of the types of communication this group requires.

Customer

Guardians interact with the system to manage appointments and access therapy records, while patients (children) engage with therapeutic games. Although they are not organizers of the system, they are the ultimate end-users. Communication with this group is automated or facilitated via user interfaces, SMS reminders, and progress reports. Their feedback indirectly influences improvements and adjustments in the system.

Project Manager

The Project Manager has overall responsibility for the execution of the project. The Project Manager manages day to day resources, provides project guidance and monitors and reports on the projects metrics as defined in the Project Management Plan. As the person responsible for the execution of the project, the Project Manager is the primary communicator for the project distributing information according to this Communications Management Plan.

Project Team

The Project Team includes all individuals working on the system, such as front-end and back-end developers, game developers, database administrators, and testers. They are responsible for coding, testing, documentation, and delivery. They require clear and frequent communication via daily standups, sprint meetings, and internal collaboration tools.

Technical Lead

The Technical Lead is responsible for ensuring that all technical aspects of the project are sound and scalable. This includes system architecture, database management, integration of web-based games, and ensuring the security and performance of the platform. The Technical Lead communicates closely with the Project Manager and supervises technical decisions and documentation.

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	Phone
Project Sponsor	Zoraida De Jesus Francisco	CEO of Therapro Therapy Clinic	Executive Leadership
Project Adviser	Jose Eugenio L. Quesada	Professor at Asia Pacific College	Faculty of Computer Science and Information Technology	[email protected]
Project Manager	Kai Butalid	Student at Asia Pacific College	BS in Computer Science	[email protected]	+639625416013
Developers/Database Administrator/Tester	Kai Butalid	Student at Asia Pacific College	BS in Computer Science	[email protected]	+639625416013
	Mon David Olarte	Student at Asia Pacific College	BS in Computer Science	[email protected]	+639162689643
	Liam Miguel Supremo	Student at Asia Pacific College	BS in Computer Science	[email protected]	+639283122496
	Jan Michael Villeza	Student at Asia Pacific College	BS in Computer Science	[email protected]	+639985805748

Effective communication in this project is not only dependent on the accuracy of the information shared but also on the suitability of the methods and technologies used. Since the project involves a variety of stakeholders—including clinic staff, technical developers, testers, and academic advisers—each with different levels of technological access and familiarity, it is important to ensure that communication tools are both accessible and appropriate for their intended audience.

The project team has selected communication methods and technologies based on the availability, convenience, and technical proficiency of each stakeholder group. These tools were identified in coordination with the stakeholder communication requirements to ensure consistent, transparent, and timely delivery of information.

The table below outlines the communication methods and technologies used for each stakeholder group:

Stakeholder Group	Communication Method	Technology Used	Purpose
Project Sponsor	Summary updates, milestone reviews	Google Meet, Email, Messenger	Deliver high-level progress updates, approvals, and feedback
Project Manager	Daily coordination, project oversight	Microsoft Teams, Messenger, Jira, OpenProject, Figma, FigJam, GitHub	Facilitate team coordination, track issues, manage deliverables
Project Adviser	Academic check-ins, documentation review	Microsoft Teams, Jira, OpenProject, Email	Review documentation, verify alignment with academic goals
Developers / Technical Lead	Standups, task tracking, feature updates	Microsoft Teams, Messenger, Jira, OpenProject, Figma, FigJam, GitHub	Manage development workflow and ensure technical progress
Database Administrator	Infrastructure updates, coordination with dev team	Microsoft Teams, Messenger, Jira, OpenProject, Figma, FigJam, GitHub	Coordinate database tasks and ensure system integration
Testers	Bug reporting, test feedback	Microsoft Teams, Messenger, Jira, OpenProject, Figma, FigJam, GitHub	Share test results, track issues, and validate functionality
Patients and Guardians	Notifications, progress access	SMS, Web Portal Interface, Email	Appointment reminders, therapy updates, and progress tracking

Each method and tool were chosen to ensure:

• Availability: Stakeholders can access the tools using their existing devices or platforms.
• Clarity: Information is conveyed in a format suited to the stakeholder’s technical proficiency.
• Reliability: Communication is consistent and tracked when necessary for accountability.

By aligning the communication tools with stakeholder needs and technological access, the project can ensure effective collaboration and informed participation throughout its development lifecycle.

The following table identifies the communications requirements for this project.

Communication	Purpose	Medium	Frequency	Participants
Kick-off Meeting	Align all stakeholders on goals, deliverables, and timeline	In-person meeting / MS Teams (online)	Once	Project Manager, Development Team, Stakeholders
Scrum Meetings	Sprint planning, task updates, and concerns discussion	In-person meeting / MS Teams (online)	Twice a week	Development Team, Project Adviser
Project Status Update	Share progress on milestones, highlight risks, and gather feedback	In-person meeting / MS Teams (online)	Monthly	Project Manager, Project Adviser, Development Team, Stakeholders
Sprint Review	Present completed sprint work and get feedback	In-person meeting / MS Teams (online)	Monthly	Project Manager, Project Adviser, Development Team, Stakeholders
Project Presentation	Showcase the complete system, outcomes, and project impact	In-person meeting / MS Teams (online)	Once	Project Manager, Project Adviser, Development Team, Stakeholders

• Be Prepared: Always review the agenda and relevant materials prior to meetings. Participants should come ready to contribute updates, blockers, or feedback.
• Time-Conscious: Meetings should start and end on time. Daily standups are limited to 15 minutes. Longer meetings (e.g., sprint reviews or training) must allocate time for Q&A.
• Record & Distribute: Assign a note-taker for each meeting. Distribute minutes within 24 hours, clearly highlighting decisions, action items, and next steps.
• Respectful Participation: Encourage equal opportunity to speak, especially from stakeholders like therapists or assistants who might offer critical insights into the system’s usability.
• Tech-Ready: For remote meetings, ensure stable internet, working microphones, and cameras. Screen sharing should be used when presenting updates or walkthroughs.

1. Communication Tools Used

Tool	Purpose
Microsoft Teams	Official sprint planning, sprint retrospectives, and team check-ins
Jira	Task tracking, backlog grooming, and sprint monitoring
OpenProject	Gantt charts, milestone tracking, and documentation of high-level tasks
GitHub	Version control, code collaboration, and pull request reviews
Messenger	Quick team coordination, informal updates
Discord	Casual communication, voice chat during development/collaboration

1. Communication Formats

• Meetings – Stand-up meetings should be recorded in Microsoft Teams, with the meeting name having a format of Scrum - Day [x] for easier management.
• GitHub
  • Commit messages – should be short and concise
  • Pull requests – references the issue/s they are solving
  • Workflow – branches with appropriate names should be made for features and other additional updates to the project, which will be merged to a staging branch
• Jira
  • Deliverables should be categorized and updated to match their status. It should also have a concise name and be assigned to the right team member.

1. File Naming Conventions

• In general, file names should accurately label the content of the document. The team will also follow instructions regarding naming schemes if any.

1. Information Sharing

• All official files should be stored in Microsoft Teams and SharePoint

1. Response Time Expectations

• MS Teams/Jira/OpenProject: Within 1 business day
• Messenger/Discord (Informal): As soon as available

The existence of issues and complications in project management are unavoidable. The team formulated an escalation process for problems that arise, starting with an attempt to solve it through internally.

1. Internal Resolution

Team members will first attempt to resolve the issue through direct discussion, using project tools such as MS Teams. The goal is to clarify misunderstandings, align expectations, and agree on a path forward.

1. Escalation to Client (Clinic Owner)

If the issue cannot be resolved internally, it will be escalated to Ms. Zoraida Francisco, who is also the owner of Therapro Therapy Clinic. The client will be consulted for clarification, decision-making, or support in resolving the conflict, particularly if it involves scope, timelines, or feature expectations.

1. Escalation to Consultants and Project Adviser

If the issue remains unresolved after consultation with the client, the team will escalate the matter to the project consultants and adviser. This step is taken when higher-level academic or professional guidance is needed to make final decisions or mediate unresolved concerns.

Term	Definition
Project Sponsor	The clinic owner provides direction, requirements, and approvals throughout the project.
Sprint	A short, time-boxed development cycle used in Agile project management.
Scrum Meeting	A brief team meeting held regularly to discuss progress, blockers, and upcoming work.
Communication Matrix	A table that outlines what is communicated, to whom, how, and how often.
OpenProject	A project management tool used for Gantt charts, task tracking, and documentation.
Escalation	The formal process of raising unresolved issues to higher authorities for resolution.

Change Management is essential in ensuring the stability and success of the therapy appointment system. Given the sensitive nature of handling patient schedules, therapist availability, and appointment requests (including for non-registered users), any changes to system components—whether related to models, forms, templates, or process flows—must follow a structured and approved process. This plan outlines how changes will be proposed, reviewed, approved, and communicated. Uncontrolled changes could compromise appointment integrity, therapist workflows, or user experience, especially within the calendar and scheduling modules. Hence, all proposed changes will be evaluated against the project's scope and communicated transparently to all stakeholders.

Role	Responsibilities
Project Manager	Chairs the CCB, ensures proposed changes align with scope/timeline
Lead Developer	Reviews technical impact of proposed backend changes
UI/UX Designer	Assesses user interface implications on pages like scheduling or therapy session interfaces
Therapist	Provides perspective on scheduling constraints and therapist workflow
Guardian/Patient	Offers feedback on usability and appointment accessibility

• Developers: Submit change requests when modifying logic in forms or models.
• UI/UX Team: Propose front-end changes.
• QA/Testers: Validate that approved changes work as intended and do not introduce regressions.
• Project Manager: Logs change requests, assigns evaluation tasks, and communicates decisions.
• Therapists and Users: Provide feedback on needed enhancements or recurring issues, particularly for calendar views and slot availability features.

1. Submission

• A change request is logged through a shared project tool (e.g., GitHub issue tracker or Jira).
• The request must include:
  • Description of the proposed change
  • Justification for the change
  • Affected files/components

1. Impact Analysis

• The CCB evaluates:
  • Functional impact
  • Technical implications
  • Risk to current workflows

1. Approval or Rejection

• Approved changes receive a tag, are scheduled for a sprint, and assigned to the dev team.
• Rejected changes are documented with reasons.

1. Implementation

• Changes are developed, tested, and merged.
• Documentation is updated.

1. Communication

• All stakeholders are informed through regular sprint meetings or project newsletters.
• For impactful changes, training/demo sessions are scheduled.

1. Post-Implementation Review

• After deployment, the change is reviewed for effectiveness and unintended consequences.

The Transition Out Plan for the Online Portal Pursuing Purposeful Play (O4P) outlines the structured handover of the digital therapy platform from the development team to Therapro Occupational Therapy Clinic. This plan ensures continuity of operations, seamless knowledge transfer, and full ownership transition while minimizing disruption to clinic workflows.

Overview and History

Developed to modernize Therapro’s manual processes, the O4P portal provides secure online therapy sessions, appointment scheduling, digital recordkeeping, and gamified therapy tools. The project, initiated in March 2024, was delivered by the development team under the guidance of Project Manager Kai Butalid.

Transition Parties

• Current Owner: Development team (incumbent)
• Transitioning To: Therapro Clinic (permanent owner)
• Key Stakeholders:
  • Clinic Owner/Therapist: Mrs. Zoraida De Jesus Francisco
  • Clinic Staff: Assistants and IT support personnel
  • Project Adviser: Jose Eugenio L. Quesada

Objectives

• Transfer Ownership: Hand over all intellectual property (source code, documentation, credentials) to Therapro.
• Train Clinic Staff: Ensure proficiency in portal management through workshops and shadowing.
• Ensure Operational Readiness: Resolve critical bugs and validate system stability before full adoption.

This plan formalizes the closure of the development phase and empowers Therapro to independently leverage the O4P portal to enhance therapy accessibility and operational efficiency.

This section outlines the organizational structure of the transition team, including roles and responsibilities for both the incumbent (development team) and the new contractors (clinic staff and external support). The transition team ensures a smooth handover of the O4P portal to Therapro Therapy Clinic for long-term operation and maintenance.

Transition Team Structure

• Transition Project Manager
  • Name: Kai Butalid
  • Responsibilities:
    • Oversees the entire transition process.
    • Coordinates between the development team and clinic staff.
    • Ensures all deliverables and documentation are handed over.
• Development Team (Incumbent)
  • Frontend Developers
    • Name: Kai Butalid, Liam Miguel Supremo
    • Responsibilities:
• Provides frontend documentation and training.
• Assists with UI/UX-related handover tasks.
  • Backend Developers
    • Name: Kai Butalid, Mon David Olarte, Liam Miguel Supremo, Jan Michael Villeza
    • Responsibilities:
• Handles backend system handover, including API and server configurations.
  • Database Administrator
    • Name: Mon David Olarte
    • Responsibilities:
• Transfers database access and provides maintenance guidelines.
  • QA Tester
    • Name: Kai Butalid, Mon David Olarte, Liam Miguel Supremo, Jan Michael Villeza
    • Responsibilities:
• Validates final system functionality before handover.
• Clinic Staff
  • Clinic Owner/Therapist
    • Name: Mrs. Zoraida De Jesus Francisco
    • Responsibilities:
• Approves final deliverables and assumes ownership of the portal.
  • Assistant
    • Responsibilities:
    • Learns to manage appointments and patient records.
  • IT Support
    • Responsibilities:
    • Handles future maintenance or escalates issues.
• Project Adviser
  • Name: Jose Eugenio L. Quesada
  • Responsibilities:
    • Validates that the transition meets academic and project standards.
    • Reviews post-transition reports for completeness.

The workforce transition involves the following steps to ensure continuity of operations: Transition Approach

• Incumbent Team (Developers):
  • Phased exit after knowledge transfer and final approval.
  • Available for limited post-transition support (e.g., 30 days) for critical issues.
• Clinic Staff:
  • Trained to operate the portal independently.
  • External IT support contracted for long-term maintenance if needed.

Key Actions

• Knowledge Transfer
  • Training Sessions:
    • Frontend/backend walkthroughs for clinic staff.
    • Documentation: User manuals, admin guides, and troubleshooting tips.
  • Shadowing: Clinic staff observes developers during real-world use cases.
• Rebadging (if applicable)
  • N/A (No contractor rebadging; clinic staff fully internal).
• Exit Criteria for Incumbent Team
  • All deliverables accepted by the clinic owner.
  • No critical bugs outstanding.
  • Post-transition support agreement signed (if applicable).
• Communication Plan
  • Weekly check-ins during transition.
  • Escalation path for clinic staff post-handover (e.g., IT vendor contact).

During the transition period, the project team will continue performing critical tasks to ensure a smooth handover and system stability. These include:

• Final Bug Fixing and Polishing – Before the project is used, eliminating bugs and issues will be done, especially ones that affect user experience and functionality. This ensures smooth operation once it is fully implemented.
• Documentation Finalization - Project documents will be finalized during the transition period, as it is a source of important information about the project.
• Knowledge Transfer - The project team will orient the clinic staff on how to use the portal, including how to access therapy games, manage appointments, and retrieve records.
• Support Services – The project team will provide technical support to the clinic during initial use to handle any unexpected issues.

As part of the transition-out plan for O4P, all intellectual property (IP) developed during the project will be transferred to the ownership of TheraPro Occupational Therapy Clinic. This includes, but is not limited to:

• Source Code – Frontend and backend code for the scheduling and appointment system
• System Documentation – Technical documentation, deployment instructions, and admin guides
• Database Schemas – Including models for therapists, patients, guardians, appointment requests, and time slots
• Design Assets – UI mockups, branding files (if provided), and page layouts
• Vendor & Integration Info – Details on services used (e.g., SMS API provider, hosting platform)
• Agreements or Templates – Any forms used in user intake, appointment setting, or recurring scheduling workflows

All intellectual property will be transferred via secure channels, and a signed acknowledgment form will confirm receipt. Ownership of all work created by the development team will be formally assigned to the clinic upon completion.

To ensure continued access and secure operations post-transition, the following user accounts and system credentials will be transferred to designated clinic personnel:

Account Name	Role	Status	Transitioned To
[email protected]	System Administrator	Transferred	Clinic IT Administrator
[email protected]	Project Manager	Disabled	N/A
[email protected]	Developer Access	Disabled	N/A
therapist*@therapro.com	Therapist User Accounts	Retained	Individual Therapists
guardian*@therapro.com	Guardian User Accounts	Retained	Individual Guardians

All passwords will be changed prior to transfer. Credentials will be provided securely via a password manager. Clinic management will be advised to update credentials immediately upon receipt.

To ensure continuity and proper use of the portal after deployment, a structured knowledge transfer process will be conducted. The team will provide the clinic staff with necessary documentation and demos to enable them to operate, manage, and maintain the system effectively.

Knowledge transfer activities will include:

• Documentation Handover: Technical, user, and administrative documentation will be provided to the clinic’s team.
• Live System Walkthroughs: The team will conduct guided walkthroughs of the deployed system to ensure all functions are understood.
• Post-Deployment Support: The development team will remain available for a limited period to address questions and provide additional assistance as needed.

The transition schedule outlines the key activities required to successfully transfer system ownership, knowledge, and responsibilities from the development team to Therapro Occupational Therapy Clinic. This schedule ensures a smooth handover, minimizes operational disruption, and allows sufficient time for final polishing, documentation, and orientation.

The transition period is expected to occur between June 16, 2025 to June 19, 2025, following the project’s full deployment. Major milestones include:

Project Milestone	Target Date (mm/dd/yyyy)
Project Start	05/01/2024
Finalize Requirements and System Design	09/01/2024
Complete Database Modeling	09/01/2024
RBAC Functionalities	11/01/2024
Appointment Functionalities	12/20/2024
Game Library	12/20/2024
MFA Functionalities	01/18/2025
Testing	02/20/2025
Deployment	06/16/2025 – 06/19/2025
Project Complete	06/30/2025

The formal handover of the Online Portal Pursuing Purposeful Play (O4P) will take place after all transition activities are completed. The handover process includes confirmation that the clinic has received all deliverables, understands system operations, and is satisfied with the readiness of the platform for independent use.

Acceptance will be based on the following criteria:

• Receipt of all source code, documentation, and assets listed in the intellectual property section
• Confirmation of access to necessary accounts and updated credentials
• Completion of knowledge transfer sessions and walkthroughs
• Resolution of any critical bugs or system usability issues
• Completion of the final transition checklist

A formal Handover and Acceptance Form will be signed by key stakeholders, including:

• Project Manager
• Development Team
• Clinic Owner / Project Sponsor
• Project Adviser

This document will serve as confirmation that the project has been successfully transferred to Therapro Therapy Clinic and is ready for independent operation. Any post-handover support or questions will be addressed within the agreed limited support window.