G14 MMK ecom website rebo - apcjlquesada/APC_2024_2025_3rd_Term_PROJMAN GitHub Wiki
NAME |
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Jose Eugenio L. Quesada |
NAME |
|
Adviser Name |
NAME |
ROLE |
|
Full Name |
Role |
|
Full Name |
Role |
Company Name: |
Your Company / Organization Name |
| Company Logo | |
Address: |
Address |
Contact Number: |
+63917 123 45678 |
Line of Business: |
Line of Business |
Type of Customers: |
Local home and business customers |
Stakeholders: |
Stakeholder name |
Number of Employees: |
Number of Employees |
Issue
Establishing a reliable and accessible digital platform is essential for Queensway Builder and Supply Company Inc., as it is a crucial component of their operational success. However, Queensway is currently facing several industry challenges due to limitations in their existing online system.
These challenges include:
Customers having trouble accessing detailed product information and a seamless shopping experience.
The client experiences a lack of reports and analytics restricts Queensway’s ability to leverage customer data and make strategic decisions.
Anticipated Outcomes
The manual process of checking basement parking availability will be eliminated if the project is implemented. A monitor will display the status of each parking lot, significantly reduce the staff's workload and improve overall efficiency.
The system is expected to enhance the efficiency of parking operations and reduce the time spent searching for parking spaces. The system will provide a seamless parking experience for students and other parking users. Security guards will be able to manage parking spaces more efficiently. BMO staff will gain valuable insights from data analytics, enabling more informed decisions and better parking facility management.
The system will also reflect positively on the school's infrastructure by improving operational efficiency and supporting data-driven planning and resource allocation.
Recommendation
The project aims to address operational inefficiencies in Queensway’s current digital platform by developing a custom-built eCommerce website with an internal admin dashboard.
The system will provide customers with a robust interface for product discovery, filtering, and secure checkout. Meanwhile, the internal dashboard will support staff in managing product listings, inventory levels, order tracking, and performance reporting.
By implementing this solution, Queensway will improve customer engagement, enable real-time operational oversight, and modernize its business processes. The investment supports long-term digital transformation goals and positions the company for sustainable growth in the competitive hardware supply market.
Justification
Queensway’s existing system lacks the capabilities needed to efficiently support digital transactions and data-driven operations. Customers face challenges such as limited product visibility, lack of intuitive navigation, and a subpar online experience—which may lead to reduced engagement and sales.
On the internal side, the absence of a centralized reporting and inventory management system limits staff efficiency and strategic planning. Manual tracking of stock and orders increases the risk of errors, delays, and lost sales opportunities.
Implementing the QueensRebo eCommerce platform will address these issues by providing a scalable solution tailored to the company’s specific needs. With features like inventory tracking, sales reporting, and customer insights, the new system will enhance business operations and improve service delivery.
Future iterations may include advanced tools such as customer support ticketing and automated marketing to further expand system functionality and support the company’s evolving needs.
| NAME | ROLE | Responsibilities |
|---|---|---|
| John Rex B. Merencillo | Project Manager | In charge of overseeing the development of the project. |
| Julian Sebastian J. Mistica | Scrum Master | Facilitates Agile processes, removes blockers, and ensures the team follows Scrum practices. |
| Kirk Clarenz B. Gozon | Senior Developer | Guides the technical direction of the project, reviews code, and mentors the development team. |
| Kurt Leonard L. Sauquillo | Documenter/Junior Developer | Implements features, writes code, and fixes bugs based on project requirements and direction from the technical lead. |
Problem Statement
Queensway Builder and Supply Company Inc. is experiencing operational challenges due to limitations in its current digital platform. Customers encounter difficulties in accessing detailed product information and navigating a seamless shopping experience, leading to potential lost sales and decreased customer satisfaction. Additionally, the absence of comprehensive reporting and analytics capabilities restricts the company’s ability to effectively utilize customer data, hindering strategic decision-making and business growth.
Organizational Impact
The proposed project will significantly enhance Queensway Builder and Supply Company Inc.’s operational efficiency by upgrading its digital platform. The improved system will streamline customer interactions, providing easier access to product information and a more seamless online shopping experience. Internally, the integration of reporting and analytics tools will empower management to make data-driven decisions, improving sales strategies and inventory management.
Existing roles within the company may experience changes, particularly in marketing, sales, and customer service departments, as staff will need to adapt to new tools and processes for managing customer data and online inquiries. New roles may also be introduced, such as a Digital Marketing Specialist to oversee online engagement and an E-commerce Administrator to manage product listings, online promotions, and customer feedback.
Additionally, the project will require updates to current hardware and software systems to support the enhanced digital platform. Staff training sessions will be conducted to ensure a smooth transition to the new tools and processes, promoting organization-wide adoption and maximizing the benefits of the new system.
Technology Migration
The implementation of the new digital platform for Queensway Builder and Supply Company Inc. will involve a phased approach to ensure minimal disruption to business operations. The process will begin with the development and deployment of the new e-commerce website and backend system. Once the platform is live, data from the existing legacy system, including product information, customer records, and order history, will be carefully extracted, cleansed, and migrated into the new system.
Specialized migration tools and scripts will be used to ensure data integrity during the transfer process. Comprehensive testing will be conducted to verify that all data is accurately migrated and that system functionalities meet operational requirements.
Outstanding technical requirements include ensuring system compatibility with existing payment gateways, securing user data in compliance with industry standards, and integrating analytics and reporting tools into the new platform. Key obstacles that need to be addressed involve ensuring seamless integration with current inventory management systems and minimizing downtime during the transition. Contingency plans and backup strategies will be in place to safeguard data throughout the migration process.
Project Description
Queensway Builder and Supply Company Inc. is a family-owned Filipino business dedicated to promoting equality among its employees, stakeholders, and partners while delivering high-quality hardware supplies and services to its customers. To align with its mission of reliability and client satisfaction, Queensway aims to create a more efficient operational framework that enables data-driven decision-making and enhances the shopping experience for customers.
Currently, Queensway faces challenges due to the absence of a robust reporting and analytics system within their internal platform, which hinders their ability to generate valuable insights from customer data and business operations. This gap in reporting and analytics limits their capacity to make informed, strategic decisions that could optimize inventory, sales, and customer engagement.
Additionally, customers struggle with accessing comprehensive product information and face a limited online shopping experience on the existing site. This has led to reduced customer engagement and satisfaction, affecting Queensway’s market competitiveness and growth potential.
To address these challenges, the team proposes the development of a dual-solution platform for Queensway Hardware. This includes an integrated reporting and analytics dashboard within the internal system to provide consolidated reports and data insights, along with the creation of a dynamic web application that serves as an enhanced e-commerce site. The proposed platform aims to empower Queensway with a centralized, user-friendly marketplace for hardware supplies, delivering improved data visibility and a seamless shopping experience that aligns with the company's commitment to quality and operational excellence.
Goals and Objectives
To fulfill Queensway’s challenges and improve operational efficiency, the team is dedicated to building a high-performance web application that serves as a centralized, user-friendly marketplace for hardware supplies. This platform will grant Queensway full control over their site, improve customer access to product details, and deliver a smooth online shopping experience.
The primary objectives of this project are as follows:
To enable a streamlined search and filter system for quick access to detailed product information.
To create an e-commerce website for customers to provide a seamless online shopping experience.
Project Performance
The success of the new digital platform project for Queensway Builder and Supply Company Inc. will be measured using a combination of quantitative and qualitative performance indicators. Key performance measures will include:
Customer Engagement Metrics: Increases in website traffic, product page views, and average session duration will be monitored to evaluate improvements in the customer experience.
Sales Performance: Metrics such as conversion rates, online sales growth, and average order value will be tracked to assess the platform’s impact on revenue generation.
System Reliability and Uptime: The stability of the new platform will be measured through system uptime percentages, response times, and incident reports.
Data Accuracy and Reporting Usage: The effectiveness of the new analytics and reporting tools will be gauged by the accuracy of migrated data, the frequency of report generation, and the use of insights in decision-making processes.
User Adoption and Satisfaction: Internal user adoption rates, employee feedback, and customer satisfaction surveys will provide insight into how well the new platform supports organizational processes and enhances user experiences.
Project Assumptions
The following preliminary assumptions have been identified for the successful execution of the new digital platform project for Queensway Builder and Supply Company Inc.:
All necessary funding and resources for the project will be approved and available at the start of the project.
Key stakeholders and decision-makers will be available for timely input, reviews, and approvals throughout the project phases.
Existing customer, product, and order data from the legacy system will be accessible, complete, and in a condition suitable for migration with minimal cleanup.
Current hardware and network infrastructure will support the new platform with only minor upgrades, if needed.
Staff will be willing and available to participate in training sessions for the new system and processes.
No significant regulatory changes will occur during the project that would require major redesigns of the platform or data handling processes.
Migration and implementation activities can be scheduled during off-peak business hours to minimize disruption to customers and staff.
As the project moves into detailed planning, this list will be reviewed and expanded to reflect a more comprehensive understanding of the project environment.
Project Constraints
The project constraints identified for the project include:
Time Constraint – The system must be fully implemented within the academic schedule defined by the PBL timeline.
Budget - The project must be completed using financial resources, primarily allocated for essential components such as Arduino boards, infrared sensors or complete set kit and development tools. The team must prioritize hardware procurement and system features, and any additional expenses beyond the initial scope must be carefully managed or deferred for future development phases.
Network Reliability - The performance of the real-time dashboard and data synchronization depends on the stability of the campus internet connection.
Communication Constraint - Clear and timely communication is important but may be delayed due to class schedules or unexpected events.
Major Project Milestones
The table below outlines the preliminary schedule for the major project milestones. These dates serve as initial estimates to guide early planning and are subject to change as the project progresses and more detailed scheduling is conducted.
| Project Milestone | Target End Date |
|---|---|
| Final SNTSDEV Document Approval | October 11, 2024 |
| Final Project Plan Approval | January 10, 2025 |
| System Approval | April 10, 2025 |
| Project And Document Handoff | June 11, 2025 |
The QueensRebo eCommerce website project directly supports Queensway Builder and Supply Company Inc.'s strategic vision to modernize its operations, expand its customer reach, and enhance digital engagement. The company’s strategic plan emphasizes the importance of adopting technology-driven solutions to remain competitive in the hardware supply industry and provide better service to customers.
Key elements of Queensway’s strategic plan include:
Digital Transformation – transitioning from manual or outdated systems to a centralized, online platform.
Customer-Centric Experience – offering convenient, accessible, and informative shopping experiences.
Operational Efficiency – streamlining internal processes, such as inventory and order management, through admin tools and analytics.
The proposed project aligns with these goals by:
Developing a high-performance eCommerce website that allows customers to easily browse, search, and purchase products.
Providing an intuitive admin dashboard to help the company manage inventory, monitor transactions, and generate insights through reports.
Enabling real-time access to product data and promoting better decision-making through analytics and customer interaction tracking.
By aligning with these strategic priorities, the project not only supports current objectives but also lays the groundwork for future scalability and growth in the digital marketplace.
The Queensway + Rebo E-Commerce Website Project is a strategic initiative designed to modernize the client’s digital infrastructure, streamline internal operations, and enhance customer engagement through a user-centric, feature-rich online platform. This cost-benefit analysis compares the actual projected costs of development with industry benchmarks and expected business gains, providing a comprehensive picture of the project's financial and strategic value.
Project Investment Summary
| Cost Category | Amount (PHP) |
|---|---|
| Total Project Development Cost (829 hrs) | ₱362,751 |
| Software & Infrastructure (Hosting + Domain) | ₱1,650 |
| Total Investment | ₱364,401 |
Industry Cost Benchmarks (for Comparison)
| Development Option | Estimated Range (PHP) |
|---|---|
| Local Freelancers (2–3 months, 2–3 developers) | ₱100,000 – ₱300,000 |
| Local Agencies (full dashboard + site) | ₱200,000 – ₱400,000 |
| Shopify/WooCommerce (custom features build) | ₱150,000 – ₱300,000 |
| Hosting & Domain (annual) | ₱5,000 – ₱8,000 |
| Manual Product Upload (per 100 products) | ₱5,000 – ₱10,000 |
- Sources: OnlineJobs.ph, Upwork PH, Clutch.co, Hostinger, GoDaddy, Fiverr
Expected Results
| Benefit | Estimated Impact |
|---|---|
| Increase in Revenue (Year 1) | 25–35% revenue growth from new digital channel |
| Operational Efficiency Gains | 20–30% reduction in stock-related losses |
| Enhanced Customer Experience | Improved retention, conversions, and NPS |
| Real-Time Inventory & Sales Reporting | Better decision-making, lower manual errors |
| Scalability for Future Growth | Platform can handle increased SKUs and users |
ROI Projection
| Metric | Estimated Value |
|---|---|
| Total Investment | ₱364,401 |
| Projected Added Revenue (Year 1) | ₱700,000+ (conservative est.) |
| Operational Cost Savings (Year 1) | ₱50,000 – ₱80,000 |
| Estimated ROI (Year 1) | ≈ 98–110% |
Strategic Justification - The investment supports long-term digital transformation goals, aligning with market trends in retail and logistics. - According to Forbes (2023), SMEs adopting e-commerce platforms report revenue increases of up to 30% annually. - Integrated dashboards reduce stock wastage and inefficiencies by 20–30% (McKinsey, 2022). - The agile development model also ensures flexibility for scaling features post-launch without large reinvestments.
Before finalizing the development of a custom eCommerce platform for Queensway Builder and Supply Company Inc. (QueensRebo), several alternatives were considered to address the organization’s operational and digital challenges. Below is a summary of the options explored and the rationale for selecting the proposed solution.
Status Quo (Do Nothing)
Description: Continue using the current outdated or non-centralized system for customer interaction, sales, and inventory management.
Reason for Rejection:
Fails to address the lack of product accessibility and poor customer experience.
Miss opportunities for growth in the digital marketplace.
Inability to collect customer analytics or generate operational reports.
Use a Third-Party Marketplace (e.g., Lazada, Shopee, Facebook Marketplace)
Description: List products on an existing marketplace platform instead of building a custom website.
Reason for Rejection:
Lack of brand identity and control over the customer experience.
Limited ability to customize features like admin dashboards or advanced filtering.
High ongoing fees and commissions reduce long-term profitability.
No control over analytics and data ownership.
Use Off-the-Shelf eCommerce Software (e.g., Shopify, Wix, WooCommerce)
Description: Subscribe to a commercial eCommerce platform with pre-built features.
Reason for Rejection:
Monthly subscription costs can add up over time without full ownership.
Limited flexibility in customizing business-specific features like specialized filtering or reporting tools.
Some platforms restrict access to backend logic or data integration.
Develop a Custom E-Commerce Platform (Selected Option)
Description: Build a dedicated website and admin dashboard tailored specifically to Queensway’s operational needs and customer base.
Reason for Selection:
Full control over features, layout, data, and user experience.
Scalable for future business growth.
Ability to incorporate advanced search/filtering, analytics, and admin tools that align with internal workflows.
Long-term cost savings by avoiding platform fees and vendor lock-in.
While each alternative had potential, only the development of a custom, in-house eCommerce platform offered the control, scalability, and strategic alignment necessary for Queensway’s long-term goals. It provides a unique competitive advantage, enhances customer satisfaction, and supports digital transformation.
This business case for the QueensRebo eCommerce Website Project is submitted for review and approval. Approval of this document by the executive stakeholders signifies authorization to proceed with the project’s planning and implementation phases. Final approval confirms that the project aligns with the organization’s strategic goals and delivers sufficient value to justify investment.
This Charter authorizes the development of an E-commerce Website for Queensway Builder and Supply Company Inc. The project aims to replace the current limited website with a platform that streamlines customer purchases, tracks inventory, and provides real-time sales insights. It will include stages such as planning, design, development, testing, and deployment. Resources will be coordinated by the Project Sponsor and Project Manager.
The solution will deliver a functional e-commerce website for managing inventory and sales reporting. Objectives include automating manual processes, improving inventory visibility, and enabling faster business decisions. Success will be gauged by the system’s reliability, data accuracy, and user experience within its first operation. Risks include possible implementation delays and challenges in migrating existing data accurately.
The Project Manager, John Rex Merencillo, is authorized to manage the project, assign tasks, and ensure project is completed on time and within scope. The Project Manager will lead the planning, monitor progress, and take necessary action to ensure delivery.
| Project Milestone | Target End Date |
|---|---|
| Final SNTSDEV Document Approval | October 11, 2024 |
| Final Project Plan Approval | January 10, 2025 |
| System Approval | April 10, 2025 |
| Project And Document Handoff | June 11, 2025 |
| Phase | Estimated Hours | Estimated Cost (PHP) |
|---|---|---|
| Initiation | 178 | ₱85,272 |
| Planning | 170 | ₱74,082 |
| Execution | 369 | ₱154,224 |
| Control | 28 | ₱16,701 |
| Closeout | 84 | ₱32,472 |
| TOTAL | 829 | ₱362,751 |
Software Cost
| Software | Subscription Period | Cost (PHP) |
|---|---|---|
| Cloudways (Hosting) | 1 month | ₱850 |
| Namecheap (Domain) | 1 year | ₱800 |
| Total | ₱1,650 |
Team Breakdown
| Team Member | Hours | Budget (PHP) |
|---|---|---|
| Kirk Clarenz Gozon | 267 | ₱124,155 |
| John Rex Merencillo | 126 | ₱84,672 |
| Julian Sebastian Mistica | 133 | ₱59,850 |
| Kurt Sauquillo | 301 | ₱90,300 |
| All Members (collab/admin support) | 2 | ₱3,774 |
| Total | 829 | ₱362,751 |
| Total Summary | ₱364,401 |
The success of the QueensRebo E-commerce Website Project depends not only on technical execution but also on how effectively stakeholders are identified, engaged, and managed throughout the project lifecycle. This Stakeholder Management Strategy outlines the goals, methods, and tools used to ensure that individuals or groups who impact or are impacted by the project are properly considered.
Effective stakeholder management helps secure support, reduce resistance, and align expectations. It enables the project team to address potential conflicts, prioritize stakeholder needs, and enhance collaboration. In this project, managing stakeholders is crucial for aligning system functionality with actual business needs and ensuring a smooth implementation within the organization.
Goals and Objectives:
To identify all relevant stakeholders, both internal and external, and understand their influence, interests, and expectations.
To develop tailored communication strategies that keep stakeholders informed, engaged, and aligned with project goals.
To gain and maintain stakeholder support for the successful development, adoption, and operation of the new eCommerce platform.
To anticipate and manage conflicts or resistance that may arise from changes in roles, workflows, or systems.
To enhance collaboration and transparency across departments and with external partners during the implementation of the platform.
By implementing a structured stakeholder management approach, QueensRebo can reduce project risks, increase stakeholder satisfaction, and ensure that the resulting digital solution effectively meets both business needs and user expectations.
Identifying stakeholders is a critical first step in the Stakeholder Management Strategy for the Queens Rebo eCommerce website project. This process ensures that all individuals, groups, or organizations who are impacted by or can influence the project are recognized early and appropriately managed throughout the project lifecycle.
Methodology for Stakeholder Identification
The project team will use a combination of the following methods to identify stakeholders:
Brainstorming Sessions with project leads, department heads, and decision-makers.
Organizational Mapping to analyze internal departments and their involvement in the project.
Review of Existing Processes and Systems to determine roles affected by the new platform.
Interviews and Surveys with staff and external partners to uncover indirect stakeholders.
External Partner Review, especially those tied to logistics, payment gateways, and suppliers.
This comprehensive approach ensures no critical stakeholder is overlooked—regardless of their level of involvement.
Definition of Stakeholders
For this project, stakeholders are defined as:
Any individual, group, or entity that is directly or indirectly affected by the development, implementation, or operation of the Queens Rebo eCommerce platform, or who has the ability to influence its outcome.
This includes, but is not limited to:
Internal stakeholders: Project sponsors, executive leadership, IT team, sales staff, inventory and logistics personnel, finance and accounting staff, customer service team, and marketing.
External stakeholders: Customers, suppliers, delivery partners, hosting providers, payment gateway services, and regulatory bodies.
By identifying both major and minor stakeholders at the outset, the project team can minimize the risk of unexpected resistance, reduce delays, and ensure smoother collaboration across all phases of the project.
The following individuals and groups were identified as key stakeholders, based on their high level of influence, involvement, and relevance to the project’s success:
Sheryl Jane Javier (CEO / Project Sponsor) Provides strategic direction, approves features, and ensures the project aligns with company goals. Her decisions directly affect scope, timeline, and resource allocation.
Internal IT Department Responsible for system support, integration, and future maintenance. Their technical feedback ensures that the platform is sustainable and compatible with existing systems.
Sales and Order Staff These end-users will manage product listings, order processing, and customer queries through the admin dashboard. Their insights help shape a user-friendly and efficient interface.
These stakeholders were selected as key due to their critical roles in decision-making, system usage, and long-term sustainability. The project team will engage them regularly to gather input, resolve concerns, and ensure that the system meets both technical and operational expectations.
The stakeholder analysis process helps the QueensRebo project team assess the influence, interests, and involvement of each identified stakeholder in order to prioritize engagement and communication efforts effectively. positively Understanding the dynamics of stakeholder influence ensures that those who can impact the project—or negatively—are properly managed throughout the development and implementation of the eCommerce platform.
Stakeholder Categorization
Stakeholders will be analyzed and categorized based on:
Power: Their authority to influence project decisions or outcomes.
Interest: The degree to which they are affected by the project or invested in its success.
Influence: Their ability to affect other stakeholders or sway opinions within the organization.
Involvement: Their required level of engagement or contribution to the project.
Stakeholders will be grouped into four categories using the Power-Interest Grid, a commonly used stakeholder analysis tool:
TABLE
Tools and Techniques Used
The following tools and techniques will guide the stakeholder analysis process:
Power-Interest Grid: A visual mapping of stakeholders based on their level of power and interest, used to determine communication and engagement strategies.
Stakeholder Register: A living document that records key information about each stakeholder including their role, level of influence, interest, expectations, concerns, and preferred communication methods.
Interviews and Surveys: Conducted with internal and external stakeholders to gather insights on their needs, expectations, and concerns related to the new eCommerce system.
RACI Matrix (Responsible, Accountable, Consulted, Informed): Helps clarify each stakeholder's level of responsibility in various phases of the project, particularly helpful for managing internal roles.
SWOT Analysis (optional): May be used on key stakeholders or departments to anticipate risks, resistance, or areas of opportunity related to their engagement in the project.
This analysis enables the project team to tailor communication methods, manage expectations, and ensure that each stakeholder group receives the appropriate level of attention throughout the project lifecycle.
TABLE
This outlines how the project scope will be defined, validated, and controlled to ensure all required work is completed. The goal is to deliver a fully functional e-commerce website and internal analytics dashboard for Queensway. This plan will guide the collection of requirements, scope definition, Work Breakdown Structure creation, scope verification, and scope control.
The following is the five key steps in scope management:
Collection of Requirements – Gather detailed requirements from Queensway stakeholders and team members.
Define Scope – Use gathered requirements to determine the project boundaries and deliverables.
Create Work Breakdown Structure (WBS) – Break down the project into smaller, manageable components for better planning and tracking.
Verify Scope – secure formal approval of the defined scope and deliverables.
Control Scope – Monitor scope changes, assess their impact, and apply adjustments as needed.
Project Sponsor (Mrs. Sheryl Jane Javier): Approves scope and final deliverables
Project Adviser (Mr. Manuel Sebastian Sanchez): Provides strategic guidance
Project Manager (John Rex B. Merencillo): Represents stakeholder interests and aligns the scope with business needs.
Scrum Master (Julian Sebastian Mistica): Facilitates ceremonies and team coordination.
Senior Developer (Kirk Clarenz Gozon): Guides the technical direction of the project and leads the building of features based on defined scope
Documenter/Junior Developer (Kurt Sauquillo): Maintains all scope-related documentation
This project aims to create a responsive e-commerce website with essential features such as product browsing, secure checkout, and customer accounts. An internal dashboard will also be developed for real-time reporting on sales, inventory, and customer activity.
Product Scope Description:
A full-featured web application with integrated reporting tools for Queensway, enabling better customer interaction and informed business decisions.
Product Acceptance Criteria:
Functional shopping and checkout system.
Accurate, real-time inventory and sales tracking.
Seamless user experience across devices.
All features tested and approved by the client
Project Deliverables:
Responsive e-commerce website
Internal reporting dashboard
Admin and customer log ins
User registration and account management features
Secure payment gateway integration
Documentation and user guides
Project Exclusions:
Hardware procurement or third-party hosting setup.
Future feature expansions or mobile app versions not listed in the release scope.
Project Constraints:
Limited budget and team size
Fixed academic project timeline
Dependence on stable internet
Project Assumptions:
Stakeholders will provide timely feedback
Resources (hardware, software, people) will be available as planned
Staff will adapt quickly to the new system after minimal training
TABLE
This outlines how the project deliverables will be reviewed to ensure they align with the scope. Deliverables should be reviewed and approved by the adviser, as well as the client at the various stages of the project and not held back as a single deliverable at the end for final acceptance.
Key evaluation points include:
Accurate integration of e-commerce and reporting features
Real-time product, order, and sales tracking
Enhanced shopping experience
Secure and stable system performance
Quality checklists are used to confirm that project deliverables meet the predefined quality standards. The checklist include:
All features are functional
Reports generate correct data
UI is user-friendly
No critical bugs in the final product
Performance measurements are used to assess and monitor the progress of the project in meeting the objectives. These measurements include:
Cost Performance Index to measure whether the project is staying within budget.
Schedule Performance Index to assess whether the project is on schedule.
Quality Metrics to ensure that deliverables meet the quality standards based on checklists.
Stakeholder Satisfaction to measure the satisfaction levels through surveys.
Milestone Achievement to monitor progress against key project milestones.
Scope Baseline is used to measure and control project performance as well as serves as a reference that contains the approved project scope, Work Breakdown Structure, and its corresponding WBS dictionary. These include the following:
Approved Scope Statement
Work Breakdown Structure with detailed tasks
WBS Dictionary
Schedule management is a vital aspect of the Queensway + REBO e-commerce website project, ensuring that the platform is delivered on time, within budget, and in alignment with project goals. An effective schedule serves as a roadmap that helps the team allocate resources, monitor task progress, and meet critical deadlines.
This section outlines the schedule management processes to be followed throughout the project. It includes the approach to developing and maintaining the schedule, methods for controlling changes, roles and responsibilities, and the thresholds for evaluating scope and schedule variations.
The scheduling approach for this project defines the framework used to plan, execute, and track tasks using industry-standard tools and best practices. It ensures accountability, visibility, and collaboration throughout the project lifecycle.
Scheduling Tools and Format
The following tools will be used to develop and manage the project schedule:
OpenProject: Used for creating the Work Breakdown Structure (WBS), tracking milestones, and managing dependencies.
Jira: Employed to monitor task progress, handle Agile sprint planning, and log completed work items.
Gantt Chart: Provides a visual representation of the project timeline, showing task sequencing, duration, and dependencies.
These tools collectively support project planning, baseline tracking, deviation detection, and collaborative updates to the schedule.
Schedule Development Roles and Responsibilities
Project Manager: Responsible for creating and maintaining the project schedule. This includes defining milestones, estimating durations, sequencing activities, allocating resources, and obtaining stakeholder approval. The Project Manager will also establish the baseline schedule.
Project Team: Contributes task duration estimates, resource availability, and dependency inputs. Team members are responsible for completing assigned tasks within scheduled timeframes and reporting progress or risks to the Project Manager.
Project Sponsor: Provides strategic oversight, approves the finalized schedule, and ensures the project timeline aligns with organizational goals. The sponsor also evaluates schedule changes when thresholds are exceeded.
Stakeholders: May review and provide feedback on the schedule and are kept informed of any updates or significant changes.
This section outlines how the project schedule will be maintained, reviewed, and updated throughout the project lifecycle.
Frequency of Updates and Schedule Reviews
The project schedule will be reviewed and updated twice a week on Tuesday and Friday to reflect progress, task completion, and any new developments. During these meetings, the team will discuss delays, reallocate resources if need, and ensure continued alignment with project goals.
Schedule progress will also be monitored continuously using Jira and OpenProject to ensure accurate reporting of completed and pending tasks.
Schedule Control Roles and Responsibilities
Project Manager: Tracks schedule performance against the baseline, identifies variances, assesses impacts, and initiates corrective actions. The Project Manager communicates updates to stakeholders and ensures timely intervention when issues arise.
Project Team: Reports on individual task status, flags obstacles or delays, and collaborates on resolving scheduling issues. Team members may assist in adjusting timelines based on their workload and project priorities.
Project Sponsor: Reviews proposed changes that affect timelines or milestones. Provides guidance and approval for significant deviations from the original plan.
This section defines the protocol for submitting, reviewing, and approving changes to the project schedule.
Schedule Change Request
Any change to the schedule that may impact delivery timelines beyond agreed parameters must be formally submitted using a Schedule Change Request Form. The request should outline the reason for the change, its estimated impact, associated risks, and any mitigation strategies.
The Project Manager will compile and submit the change request to the Project Sponsor for evaluation.
Schedule Change Approval
The Project Sponsor will review the change request and approve or reject it based on feasibility, risk, and alignment with project goals. Approved changes will be communicated to the project team and documented in the scheduling tools.
Schedule Change Threshold
A 10% schedule impact threshold is established. Any proposed change that affects the schedule by more than 10% whether in terms of time, cost, or resource allocation requires formal sponsor approval before implementation.
Scope changes can significantly affect the schedule and require careful evaluation.
Scope Change Evaluation
For the Queensway + REBO project, one such change has already occurred: the switch from the ERPNext framework to Laravel. Any future scope changes, such as new functionality or significant design alterations, must be evaluated for their impact on the schedule.
The Project Manager, in consultation with the development team, will assess whether the new requirements affect task durations, dependencies, or milestones.
Scope Change Approval
All scope changes must be reviewed and approved by the Project Sponsor, who will consider their implications on time, cost, and resources. Approved changes are then incorporated into the schedule.
Re-Baselining the Schedule
If a scope change results in a major shift in the schedule, the Project Manager will initiate the re-baselining process. This involves updating the existing schedule to reflect new realities, obtaining approvals, and communicating the new baseline to all stakeholder
he Cost Management Plan outlines the framework for planning, estimating, budgeting, financing, funding, managing, and controlling costs to complete the Queensway + Rebo E-commerce website project within the approved budget. Its main purpose is to ensure that financial resources are used efficiently to provide controlling costs and are monitored based on project needs and reported regularly.
This Cost Management Plan includes the roles, processes, and tools used to plan and manage the Queensway + Rebo E-commerce website costs throughout the project.
The Cost Management Plan approach for the Queensway + Rebo E-commerce website requires project resources to assist in determining and controlling the project's total cost of ownership. The project team is responsible for supporting the development and ongoing development and this involves determining the projected budget and comparing actual expenditure to the planned budget.
The Cost Management Plan establishes the tasks and criteria for planning, organizing, and managing project expenses. The most significant aspects of this project's assessment and control are cost estimation and cost controls. Actual costs and deviations must be disclosed regularly to oversight committees and project sponsors. Any cost increase of more than 10% requires project committee approval.
Roles and Responsibilities in Cost Planning
The development of the Cost Management Plan and the establishment of the cost baseline will be collaborating with the following:
Product Owner (Project Sponsor) – he will provide oversight, approve the budgets, and ensure the alignment with the business goals.
Project Adviser – will offer strategic guidance and ensure organizational compliance.
Scrum Master - will lead the agile team, facilitate sprint planning, and develop updated cost estimates to perform the work included in the revised schedule.
The cost estimation will begin in the Initiation Phase and be followed by the execution phase. As the project progresses, the estimation cost will be using preliminary figures and Scrum Master will revise the cost estimates to reflect updates in scope and the resource allocation. The development cost of the project will be based on the prevailing market salary rates of junior and senior developers. Where they are rating hourly or daily multiplied by the estimated hours per sprint.
For the Queensway + Rebo E-commerce website, the project team will utilize the Earned Value Management (EVM) approaches to successfully monitor cost and schedule performance. Earned Value Management (EVM) is effective in cost control because it combines costs and schedules into a single metric and informs the Scrum Master of how much the project is physically achieving in terms of both money and time, providing management with a more accurate and timely report on project status.
While the Cost variance (CV) will serve as the project's cost performance measure. Cost variance (CV), also known as budget variance, is the difference between actual and budgeted costs, or what is expected to be spent versus what was actually spent. A positive variance indicates that the project is staying within budget, whereas a negative variance indicates that costs are exceeding budget. It is usually stated as a ratio or percentage. The Scrum Master can compute the CV by comparing the actual cost of the task (AC) to the earned value (EV). The Scrum Master's purpose in calculating deviations is to provide a foundation for earned value management and will lead the cost performance review, which will take place every two weeks until the project is complete.
References: https://itpmpro.blogspot.com/2008/06/project-cost-performance-measurement.html https://www.smartsheet.com/how-to-calculate-cost-variance-pmp
If the project budget has to be increased, the Project Manager should notify the committee made up of him/her, the Product Owner (Project Sponsor), and the Project Adviser. The Project Manager will propose choices to the Project Sponsor, who will then approve the necessary action to return the project to budget. The Project Manager may advise increasing the project budget, reducing scope or quality, or taking some other corrective action.
The cost change control method will follow the project change control procedure. The project is still under budget if the expenses are recorded in accordance with the Cost Management Plan. On the other hand, a modification request is required if any of the following two requirements are true:
The proposed adjustment is expected to raise total project costs by 10% or more relative to the baseline.
The budget for this project is detailed below.
Initiation Phase TABLE Planning Phase TABLE
The Work Breakdown Structure (WBS) serves as a critical framework for organizing and visualizing the work involved in the Queensway Rebo eCommerce Website Project. As Queensway Builder and Supply Company Inc. transitions into a more digitally empowered organization, the WBS provides a structured representation of the scope of work, allowing stakeholders to clearly understand how the project will be executed, tracked, and completed.
In this project, the WBS is instrumental in breaking down complex deliverables into manageable components, ensuring each task aligns with the project's overall objectives of improving customer experience, enhancing operational efficiency, and enabling data-driven decision-making. By decomposing the project into defined work packages, the team can effectively develop the project schedule, allocate resources, estimate costs, and monitor progress against milestones.
Given the dynamic and technical nature of the eCommerce platform and its admin dashboard, the WBS will be presented in multiple formats suited to various audiences. A high-level WBS will be used within the main project plan to communicate key deliverables, while a more detailed WBS — aligned with the "8 to 80" rule — will be included as an appendix for development, testing, and deployment teams. This dual-format approach ensures clarity at both the executive and operational levels.
Ultimately, the WBS not only defines the work but also supports transparency, accountability, and alignment across all stakeholders, guiding the Queensway Rebo project toward successful implementation and adoption.
1. Queensway + Rebo E-Commerce Website
1.1. Initiation
1.1.1. Evaluation & Recommendations
1.1.1.1. Conduct SWOT Analysis
1.1.1.2. Create Fishbone Diagram
1.1.1.3. Create Lean Canvas
1.1.1.4. Draft Web Prototype
1.1.2. Initial SNTSDEV Midterm Document
1.1.3. Develop Business Case
1.1.4. Develop Project Charter
1.1.5. Develop Stakeholder Analysis Document
1.1.6. Develop Stakeholder Management Strategy Plan
1.1.7. Change Management Planning
1.1.8. Final SNTSDEV Document
1.1.9. Final SNTSDEV Document Approval (Milestone)
1.2. Planning
1.2.1. Preliminary Scope Statement
1.2.2. Determine Project Team
1.2.3. Develop Project Plan
1.2.3.1. Create Use Case Diagram
1.2.3.2. Create Fully Dressed Use Case Diagram
1.2.3.3. Create Entity-Relationship Diagram
1.2.3.4. Create Context Diagram
1.2.3.5. Create Data Flow Diagram
1.2.3.6. Create Activity Diagram with Swimlanes
1.2.3.7. Draft Test Cases
1.2.3.8. Create Deployment Diagram
1.2.3.9. Create Scope Management Plan
1.2.3.10. Create Cost Management Plan
1.2.3.11. Create Schedule Management Plan
1.2.4. Final SSYADD1 Document
1.2.5. Final Project Plan Approval (Milestone)
1.3. Execution
1.3.1. Project Kickoff Meeting
1.3.2. Verify & Validate User Requirements
1.3.3. Design System
1.3.4. Create End User Manual
1.3.5. System Demonstration
1.3.6. System Approval
1.3.7. Testing Phase
1.3.8. Deploy System
1.4. Control
1.4.1. Project Management
1.4.2. Project Status Meetings
1.4.3. Risk Management
1.4.4. Update Project Management Plan
1.5. Closeout
1.5.1. User Training
1.5.2. Audit Procurement
1.5.3. Document Lessons Learned
1.5.4. Update Files
1.5.5. Archive Files
1.5.6. Project and Document Handoff
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Activity Diagram with Swim Lanes
A type of UML diagram that represents workflows of activities divided by roles (actors or departments) to clarify responsibility.
Audit Procurement
The formal review of procurement practices and supplier performance to ensure compliance and accountability.
Business Case
A structured justification for initiating a project, evaluating its expected benefits, costs, and alignment with business goals.
Cost Management Plan
A document outlining how costs will be estimated, tracked, and controlled over the course of the project.
Data Flow Diagram (DFD)
A graphical representation showing how data is processed and transferred within the system.
Deployment Diagram
UML diagram that models the physical deployment of artifacts on nodes (e.g., hardware components and software).
Draft Test Case
A preliminary version of a document outlining test conditions, inputs, and expected outputs for validating functionality.
End User Manual
Documentation intended to help non-technical users navigate and operate the developed system.
Entity-Relationship Diagram (ERD)
A diagram that illustrates the relationships between entities (tables) in a database.
Fishbone Diagram (Ishikawa)
A diagram used to identify potential causes of a problem, visually grouped by categories.
Lean Canvas
A one-page business plan template focusing on problems, solutions, key metrics, and competitive advantage.
Project Charter
A formal document that officially authorizes a project and grants authority to the project manager.
Project Plan
A comprehensive document detailing how the project will be executed, monitored, and closed.
Schedule Management Plan
Outlines how the schedule will be developed, monitored, and controlled.
Scope Management Plan
Describes how the project scope will be defined, validated, and controlled.
Stakeholder Analysis
Process of identifying stakeholders and understanding their expectations, interests, and influence.
SWOT Analysis
A strategic planning tool that identifies Strengths, Weaknesses, Opportunities, and Threats related to the project.
System Demonstration
An event where the project team presents the working system to stakeholders for validation and feedback.
Use Case Diagram
A UML diagram showing the interactions between users (actors) and the system.
User Training
Sessions or documentation aimed at teaching end-users how to use the delivered solution effectively.
The Resource Management Plan is a key element of the Queensway + REBO E-commerce Website project. This plan defines how the project team will be structured, detailing roles and responsibilities, communication methods, and performance management practices. It ensures that the project team has the right skills and resources to meet project goals, while fostering collaboration and accountability throughout the project lifecycle.
This plan clearly assigns roles and responsibilities to each team member and stakeholder involved in the Queensway + REBO project. It establishes authority levels and decision-making power to streamline project activities and resource allocation. Competencies required for each role are also identified to ensure qualified team members handle specific tasks effectively. This structure supports efficient teamwork and drives the successful delivery of the e-commerce platform.
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The organizational structure illustrates the reporting and collaboration relationships among the team members. The Project Manager leads the team, supported by the Scrum Master who facilitates Agile workflows. The Lead Developer manages the development team including the Developer, ensuring technical goals are met. This structure promotes clear communication and efficient decision-making throughout the project.
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Resource Acquisition: Identifies when and how project roles will be staffed, through internal resources or external hiring if needed.
Training and Development: Addresses any skills gaps by providing relevant training or coaching to enhance team performance.
Performance Reviews: Establishes regular reviews to assess individual contributions, provide feedback, and identify improvement opportunities.
Rewards and Recognition: Includes mechanisms to acknowledge team member achievements, such as bonuses, certificates, or public recognition, to maintain motivation and engagement.
By addressing these areas, the Staffing Management component of the human resource plan guarantees that the project has the proper resources with the necessary skills, offers resources to aid in their development, and establishes performance evaluation mechanisms with gratitude, finally leading to the successful completion of the Queensway + REBO project.
The Quality Management Plan for the QueensRebo eCommerce Website Project establishes a structured approach for ensuring the delivery of a high-quality, functional, and reliable system for Queensway Builder and Supply Company Inc. This plan outlines the procedures for quality planning, assurance, and control to be followed throughout the project’s life cycle. It serves as a guide for the team to meet defined quality objectives, ensure alignment with business goals, and satisfy the expectations of key stakeholders.
Given the project's focus on developing a centralized, customer-friendly eCommerce platform along with an admin dashboard, quality management is crucial to ensuring that the final system is intuitive, secure, high-performing, and scalable. All project stakeholders must understand how quality will be managed to ensure accountability, traceability, and consistency throughout the project.
The quality management approach for this project is proactive and integrated into each stage of the development cycle. Quality is not seen as a final step but rather as a continuous commitment starting from planning through to deployment and maintenance.
We are applying the Agile Scrum methodology, which supports iterative delivery, continuous testing, stakeholder feedback, and early identification of issues. This approach allows us to apply quality checks at the end of every sprint through reviews, peer code inspections, and product demos.
Product quality will be addressed through performance optimization, usability standards, security practices, and responsive design. Process quality will be ensured through team adherence to coding standards, development protocols, and documentation practices. All work will be version-controlled and tested using both manual and automated methods.
The quality requirements for this project address both the technical and functional needs of the client, ensuring the platform works as intended and offers a strong user experience.
Product Requirements:
- Mobile responsiveness across major devices and screen sizes. - Functional product search, filter, cart, checkout, and payment systems. - Secure user login, order tracking, and admin access control. - Quick page load times (< 3 seconds under normal usage). - Data security measures including encrypted storage and secure transmission (HTTPS, hashed passwords).
Process Requirements:
- Code must follow naming conventions, formatting, and modular structure. - All features must be unit-tested before integration. - User feedback is required for every major sprint release. - Stakeholder reviews are mandatory before deployment approval.
Compliance will be confirmed through successful system testing, code validation, stakeholder reviews, and acceptance testing before final release.
Quality assurance (QA) focuses on monitoring development activities and applying audits to ensure all planned processes are followed. QA ensures that both the methods and results are aligned with the project's defined quality standards.
Key QA Activities:
- Sprint-end reviews with stakeholder input.
- Peer reviews of each module/component before merging into the main codebase.
- Test case validation and tracking of pass/fail outcomes.
- Use of testing tools like Lighthouse for performance and accessibility auditing.
- Weekly progress reviews and QA meetings to analyze trends and address recurring issues.
Quality metrics include:
- Defect rates by module
- Percentage of successful test cases
- Number of user-reported issues during UAT
- Site performance benchmarks (load speed, responsiveness)
- Accessibility compliance ratings
All QA results are logged, tracked, and reviewed for continuous improvement.
Quality control (QC) is the process of inspecting and verifying the final product against the quality standards defined during the planning stage. Unlike QA, which is process-oriented, QC is product-focused. QC Activities:
- Manual testing of frontend and backend modules.
- Feature validation against user stories and business requirements.
- Browser and device compatibility checks.
- Testing for edge cases and system breakpoints.
- Regression testing after each update or feature addition.
If deviations or issues are discovered, they are logged and prioritized for resolution in the next sprint cycle. Final validation will occur through user acceptance testing (UAT), where the client evaluates the system and confirms it meets expectations and business goals before deployment.
Quality control measurements will be recorded and analyzed continuously during development. Measurements include defect tracking logs, load speed tests, UAT results, and feedback forms.
These measurements are compared against baseline expectations such as performance benchmarks, test case success rates, and stakeholder satisfaction scores. Any quality issues identified will result in corrective actions, which may include rework, additional testing, or stakeholder consultations.
Results and trends from these measurements will be reviewed during sprint retrospectives and project milestone meetings to ensure improvements and maintain standards across the entire lifecycle.
Risk is a part of any project. For the Queensway E-Commerce Website, potential risks may affect timelines, costs, system performance, or stakeholder satisfaction. This Risk Management plan aims to proactively identify and address these risks to improve the chances of a successful project outcome. Early communication with stakeholders is essential to define risk levels, assign responsibilities, and build a shared understanding of how risks will be managed throughout the project lifecycle.
Data Breach: Unauthorized access could compromise sensitive customer and sales data
Third-Party Integration Failure: Integration with third-party services, like payment gateways and email services, might fail or cause delays due to API changes or downtime. This can disrupt key features like checkout and order confirmation.
Interconnectivity issues: Internal system components may fail to communicate due to network errors, latency, or misconfigured routes.
Risks will be identified and evaluated through collaboration with the project team and stakeholders. Risk impact and likelihood will be assessed regularly, with mitigation plans created for high-priority issues. A risk register will be maintained to track each identified risk, response strategies, and status. Continuous communication and regular reviews will help ensure risks are properly managed throughout the project.
Risks were identified through project team discussions, past experiences with similar web-based systems, and a review of the project’s scope and constraints. Key risks include:
Security vulnerabilities and data breaches
Third-Party Integration Failure
Interconnectivity issues
User resistance to the new system
Session Hijacking or Expiry Issues
Server Downtime due to Unexpected Electric Outages
All risks are logged in a risk register that includes a description, likelihood, impact, and response strategy.
The 5x5 Risk Matrix is a Visual Representation of the project's most critical risks, helping to quickly assess which risks require the most urgent attention.
The matrix is divided into a grid of 25 cells based on:
Y-axis: Likelihood (How likely the risk is to occur — 1 = Very Low, 5 = Very High)
X-axis: Severity (How severe the impact will be if it happens — 1 = Very Low, 5 = Very High)
Each cell displays one or more risks based on their scores, calculated as Risk Score = Likelihood × Severity. The background color of each cell indicates the overall risk level:
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R1, R2, and R3 appear in the same cell (Severity 4, Likelihood 3), which is the top priority zone. R4 and R6 share a cell with slightly lower severity but the same likelihood. R5 is a lower-likelihood risk but still needs attention due to its impact on security.
The team will implement the following strategies to track and manage risks:
Weekly Risk Reviews: Review current risks and identify new ones
Status Updates: Team members provide short risk status reports
Documentation checks: Monitor deliverables and project changes for potential risks
This approach ensures risks are consistently monitored and addressed in a timely manner.
Bug Tracking as Part of Risk Monitoring
To reduce the risk of unresolved bugs affecting system performance, the team actively monitors issues through ticketing tools such as Jira and OpenProject. Each reported bug or development task is logged, assigned, and tracked through a structured workflow. During sprint reviews and weekly check-ins, the team evaluates open tickets, verifies completed ones, and reprioritizes items as needed. This ongoing review process ensures visibility over technical risks and enables early detection of critical issues before deployment.
Data Breach
Encrypt all sensitive data at rest (e.g., user information, transactions) and in transit using secure encryption standards (e.g., AES, TLS).
Use strong, hashed passwords with modern algorithms (e.g., bcrypt or Argon2).
Implement multi-factor authentication (MFA) for admin accounts and sensitive operations.
Limit access to sensitive data using role-based access controls (RBAC), ensuring only authorized users can view or modify critical information.
Conduct regular security audits and penetration tests to identify vulnerabilities early.
Enforce HTTPS site-wide to prevent data interception.
Apply rate limiting and IP blocking to detect and stop brute-force or credential stuffing attacks.
Use environment-based API key management to avoid key exposure in the frontend.
Third Party Integration Failure
Conduct load testing during development to assess how the system performs under stress
Test integrations thoroughly during development and staging phases
Implement fallback mechanisms or alternate providers if integration fails
Interconnectivity Issues
Use multiple internet providers or fallback connections to ensure continuous connectivity, especially for admin-side operations and cloud interactions.
Conduct integration and system testing to validate connections between modules (e.g., checkout, dashboard, inventory).
Implement real-time monitoring to detect service disruptions or latency across connected systems.
Apply robust error handling and retry mechanisms in API calls between internal components.
Ensure backend services and cloud functions are deployed with network failover support and properly configured endpoints.
Monitor data flow and connectivity using tools like Laravel Telescope, New Relic, or Pingdom.
User Adaption Challenges
Create easy-to-follow guides and conduct training with personnel assessment for closure.
Offer a support channel during the transition period.
Session Hijacking or Expiry Issues
Use secure, HTTP-only cookies with the Secure flag (ensures cookies are only sent over HTTPS).
Set the SameSite attribute to Strict or Lax to prevent cross-site request forgery (CSRF).
Set automatic session timeout for inactive users to limit exposure.
Use HTTPS exclusively to encrypt session data in transit.
Server Downtime due to Unexpected Electric Outages
Host the website on a cloud server (e.g., AWS, Cloudways) to avoid dependence on local electricity—cloud providers have backup power and 24/7 uptime support.
Use an Uninterruptible Power Supply (UPS) for local servers or development machines to prevent immediate shutdowns during brief outages.
Enable automatic saving and version control (e.g., Git) to reduce the chance of code loss during power failure.
Back up critical files regularly to off-site or cloud storage in case of sudden shutdowns.
Access the server remotely from any device with internet, allowing the team to continue working even if one location loses power.
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Effective communication is essential for the success of the Queensway E-Commerce website and Internal System Project. This plan outlines how project information will be shared among the team, stakeholders, and client. It defines communication methods, tools, responsibilities, and procedures to ensure clarity and alignment throughout the project lifecycle.
The team will primarily use Microsoft teams and Outlook for communication, supported by OpenProject and Jira for task tracking and documentation. These tools provide flexibility for both remote and on-site collaboration. Video calls, email, chat, and shared documents will facilitate real-time communication, ensuring smooth coordination between the team and the client. In-person meetings may also be scheduled when needed.
Communication constraints are an important aspect of the project management plan, affecting the entire team and stakeholders. Understanding these limitations is essential, as they can impact how effectively information is shared throughout the project’s duration. These constraints include:
Technological Limitations
Poor Internet connectivity may disrupt online meetings or data sharing.
Incompatibility with required software may hinder documentation or testing updates.
Time Constraints
Tight project deadlines may limit time available for discussions or feedback.
Limited Stakeholder Availability
Scheduling Conflicts with clients or sponsor may delay approvals or updates.
Stakeholders require regular updates on project progress, milestones, and risks. These updates will be delivered through status reports, meetings, and documentation. Internal users will receive related documentation to prepare them for system adoption. Stakeholders will be provided with reports and milestone briefings to track progress and ensure alignment. Maintaining consistent and open communication throughout the project is essential to keeping everyone engaged and aligned with the project’s goals.
Project sponsor: Mrs. Sheryl Jane Javier
Oversees funding and project success. Receives concise summary reports
Project Manager: John Rex B. Merencillo
Leads execution and team coordination. Distributes updates and manages communications.
Scrum Master: Julian Sebastian Mistica
Manages requirements and ensures goals reflect stakeholder needs.
Lead Developer: Kirk Clarenz Gozon
Facilitates the communication about updates and technical progress through daily standups.
Documenter / Developer: Kurt Leonard Sauquillo
Maintains meeting minutes, change logs and final reports for all stakeholders.
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To ensure effective communication throughout the Queensway E-commerce Website project, the following will be the tools and method that will be used based on familiarity and requirements:
Email and Messaging: Microsoft Outlook and Teams
Project Management: OpenProject and Jira
File Sharing: SharePoint and Teams file storage
Meetings: Teams for team meetings and Zoom for stakeholder meeting
These communication methods will promote effective teamwork, provide timely information, and keep all stakeholders aligned with the project's objectives.
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The following guidelines will help ensure that meetings are efficient and considerate of participants’ time:
Schedule in Advance: to ensure availability of key participants to avoid last-minute cancellations.
Mandatory Attendance: participants are expected to attend or notify the team in advance.
Clear Agendas: objectives are shared ahead of time
Time Management: Meetings Begin and end on time:
To maintain clear and effective communication throughout the project, the following standards will be upheld:
Tools
Microsoft Teams (chat/meetings)
Zoom (stakeholders meeting)
Outlook (Email)
OpenProject (Task Tracking)
Jira (task tracking)
Sharepoint (file storage)
Templates (Standardized format)
Progress reports
Meting Notes
Documentation
Confidentiality
Data shared securely with access control
This process ensures that communication issues are resolved to keep the project on track. Establishing this process allows the team to manage communication challenges effectively.
Defined Channels: All communication occurs via approved platforms (Teams, Outlook, Zoom)
Communication Hierarchy: The project team will define communication hierarchy that includes members, project leads, and project advisors
Resolution Attempts: Team members should try to resolve issues internally first.
Formal Escalation: If unresolved, issues are elevated to project adviser for decisions.
Review and Improve: The process is reviewed for effectiveness and updated as needed.
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