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

PROJECT TITLE

Infrastructure Project Monitoring and Equipment Inventory System

PROJECT MEMBERS

Embudo Jr, Jouie

Lascano, Euri Marxell

Project Professor

NAME	EMAIL
Jose Eugenio L. Quesada	[email protected]

Project Adviser

NAME	EMAIL
Dr. Manuel Calimcalim	[email protected]

Project Team

NAME	ROLE	EMAIL
Jouie Embudo Jr	Project Manager, Document Specialist	[email protected]
Euri Marxell Lascano	Scrum Master, Project Analyst	[email protected]

COMPANY PROFILE

Company	355th Aviation Engineer Wing
Company Logo
Address:	Basa Air Base, Floridablanca Pampanga 2007
Contact Number:	+63932 861 3604
Line of Business:	Military Engineering
Type of Customers:	Military Personnels
Stakeholders:	Col. Jouie C Embudo PAF
Number of Employees:	30-40

1. BUSINESS CASE

1.1. Issue The 355th Aviation Engineer Wing currently relies on manual processes for monitoring infrastructure projects and managing equipment inventory. This approach has led to challenges such as data inaccuracies, delayed reporting, inefficient resource allocation, and limited real-time visibility into project statuses and equipment availability. These inefficiencies hinder operational effectiveness and increase the risk of project delays and resource mismanagement.

1.2. Anticipated Outcomes Implementing the Infrastructure Project Monitoring and Equipment Inventory System is expected to streamline project tracking and inventory management processes. Anticipated benefits include enhanced data accuracy, real-time reporting capabilities, improved resource allocation, and increased operational efficiency. The system will provide a centralized platform for monitoring project progress and managing equipment assets, thereby supporting informed decision-making and strategic planning.

1.3. Recommendation It is recommended to develop and deploy a customized integrated system tailored to the specific needs of the 355th Aviation Engineer Wing. This solution will address the identified challenges by automating project monitoring and inventory management processes, facilitating real-time data access, and improving overall operational efficiency. By adopting this system, the Wing will enhance its capability to execute infrastructure projects effectively and maintain optimal equipment readiness.

1.4. Justification The decision to develop and implement a custom Infrastructure Project Monitoring and Equipment Inventory System is driven by the need to address the inefficiencies and limitations inherent in the current manual processes. These traditional methods have led to challenges such as data inaccuracies, delayed reporting, inefficient resource allocation, and limited real-time visibility into project statuses and equipment availability. Advantages of the Proposed System: • Enhanced Data Accuracy and Real-Time Reporting: Automating data collection and management will minimize human errors and provide up-to-date information, facilitating timely decision-making. • Improved Resource Allocation: Real-time visibility into equipment inventory and project progress will enable more efficient deployment of resources, reducing downtime and optimizing operational readiness. • Scalability and Flexibility: A custom system can be tailored to the specific needs of the 355th Aviation Engineer Wing, allowing for future scalability and adaptability to evolving requirements. Comparison with Alternative Solutions: • Maintaining the Status Quo: Continuing with manual processes would perpetuate existing inefficiencies, leading to ongoing challenges in project management and equipment tracking. • Commercial Off-The-Shelf (COTS) Software: While COTS solutions offer quick deployment, they may not align perfectly with the unique operational needs of the 355th Aviation Engineer Wing, potentially requiring significant customization and leading to increased costs and complexity. Consequences of Not Implementing the Project: Failure to adopt the proposed system could result in continued operational inefficiencies, increased risk of project delays, suboptimal resource utilization, and decreased mission readiness. Over time, these issues could escalate operational costs and compromise the Wing's ability to effectively execute its infrastructure projects and maintain equipment readiness.

2. BUSINESS CASE ANALYSIS TEAM A well-structured Business Case Analysis Team is crucial for the successful initiation and execution of the Infrastructure Project Monitoring and Equipment Inventory System. The team comprises key stakeholders and experts who collaboratively developed the business case, ensuring that the project's objectives align with organizational goals and deliver tangible benefits. Team Roles and Responsibilities 1. Executive Sponsor

 Role: Senior leader responsible for championing the project at the highest level.
 Responsibilities:

a. Provide strategic direction and ensure alignment with organizational objectives. b. Secure necessary approvals and funding. c. Resolve high-level issues and risks. 2. Project Manager

 Role: Oversees the planning, execution, and completion of the project.
 Responsibilities:

a. Develop and maintain the project plan. b. Coordinate team activities and resources. c. Monitor progress and manage risks. 3. Business Analyst

 Role: Acts as a liaison between stakeholders and the project team to gather and analyze requirements.
 Responsibilities:

a. Identify business needs and translate them into technical requirements. b. Conduct feasibility studies and impact analyses. c. Ensure that the solution meets business objectives. 4. Technical Lead

 Role: Provides technical guidance and ensures the solution's architecture meets requirements.
 Responsibilities:

a. Design system architecture and integration plans. b. Oversee technical development and implementation. c. Ensure compliance with technical standards and best practices. 5. Financial Analyst

 Role: Evaluates the financial aspects of the project to ensure cost-effectiveness.
 Responsibilities:

a. Conduct cost-benefit analyses. b. Develop budget forecasts and monitor expenditures. c. Assess financial risks and mitigation strategies. 6. Operations Representative

 Role: Ensures that the project's outcomes are operationally viable and sustainable.
 Responsibilities:

a. Provide insights into operational requirements and constraints. b. Assist in developing implementation and transition plans. c. Ensure that operational considerations are integrated into the project plan. 7. Quality Assurance (QA) Specialist

 Role: Ensures that the project's deliverables meet defined quality standards.
 Responsibilities:

a. Develop and implement quality management plans. b. Conduct testing and validation of deliverables. c. Identify and address quality issues throughout the project lifecycle. Each team member plays a pivotal role in the development and execution of the business case, contributing their expertise to ensure the project's success. Clear delineation of roles and responsibilities facilitates effective collaboration, accountability, and alignment with the project's objectives.

3. PROBLEM DEFINITION

3.1. Problem Statement The 355th Aviation Engineer Wing currently faces challenges in effectively monitoring infrastructure projects and managing equipment inventory. The existing processes rely heavily on manual record-keeping and disparate systems, leading to inefficiencies, data inaccuracies, and difficulties in tracking equipment utilization and project progress. These limitations hinder timely decision-making, resource allocation, and overall operational effectiveness.

3.2. Organizational Impact Implementing the Infrastructure Project Monitoring and Equipment Inventory System will bring significant changes to the organization's processes and roles: • Process Enhancement: Transitioning from manual to automated systems will streamline workflows, reduce errors, and improve data accuracy. • Tool Integration: The new system will consolidate project monitoring and inventory management tools, providing a unified platform for data access and analysis. • Role Evolution: Personnel will require training to adapt to the new system, with some roles evolving to focus more on data analysis and system management rather than manual record-keeping. • Improved Accountability: Enhanced tracking and reporting capabilities will increase transparency and accountability across projects and equipment usage.

3.3. Technology Migration The migration to the new system involves several key steps: • Assessment of Current Systems: Evaluating existing processes and data to identify what needs to be migrated and how to structure the new system effectively. • Data Migration: Transferring existing project and inventory data into the new system, ensuring data integrity and consistency. • System Implementation: Deploying the new software, configuring it to meet organizational needs, and integrating it with other relevant systems. • Training and Support: Providing comprehensive training for users and establishing support mechanisms to facilitate the transition. • Addressing Technical Challenges: Identifying and mitigating potential obstacles such as data compatibility issues, system downtime during migration, and resistance to change among staff.

4. PROJECT OVERVIEW This section describes high-level information about the project to include a description, goals and objectives, performance criteria, assumptions, constraints, and milestones. This section consolidates all project-specific information into one chapter and allows for an easy understanding of the project since the baseline business problem, impacts, and recommendations have already been established.

4.1. Project Description The Infrastructure Project Monitoring and Equipment Inventory System aims to enhance the 355th Aviation Engineer Wing's capabilities in managing infrastructure projects and tracking equipment inventory. The project involves developing and implementing a centralized digital platform that facilitates real-time monitoring of project progress and efficient inventory management. The system will replace manual processes, reduce redundancies, and provide accurate data to support decision-making.

4.2. Goals and Objectives The project's primary goals and objectives are: • Improve Project Monitoring: Enable real-time tracking of infrastructure project milestones, timelines, and resource allocation. • Enhance Inventory Management: Implement a system for accurate tracking of equipment usage, maintenance schedules, and availability. • Increase Operational Efficiency: Streamline processes to reduce manual workload, minimize errors, and expedite reporting. • Support Strategic Planning: Provide data analytics and reporting tools to inform future infrastructure development and resource planning.

4.3. Project Performance The project's performance will be evaluated based on the following criteria: • System Functionality: The extent to which the system meets specified requirements and user needs. • User Adoption Rate: The percentage of personnel effectively utilizing the system within a defined period post-implementation. • Data Accuracy: Improvement in the accuracy of project and inventory data compared to baseline measurements. • Process Efficiency: Reduction in time and resources required for project monitoring and inventory management tasks.

4.4. Project Assumptions The following assumptions have been identified: • Necessary hardware and software infrastructure will be available and compatible with the new system. • Personnel will receive adequate training and support to transition to the new system. • Data from existing records can be accurately migrated to the new platform. • Stakeholders will provide timely feedback during the development and implementation phases.

4.5. Project Constraints

 The project is subject to the following constraints:

1. Budget Limitations: The project must be completed within the allocated financial resources. 2. Timeframe: The system must be operational by the end of the fiscal year. 3. Resource Availability: Limited availability of technical personnel may affect development and implementation timelines. 4. Compliance Requirements: The system must adhere to military data security and confidentiality standards.

4.6. Major Project Milestones

        The following are the major milestones for the project:

• Project Initiation: April 25, 2025 • Requirements Gathering and Analysis: April 25 – May 05, 2025 • Development Phase: September 01 – September 30, 2025 • System Design Completion: October 13, 2025 • Testing and Quality Assurance: October 14- 15, 2025 • Training and Deployment: October 16- 31, 2025 • Project Closure and Evaluation: October 16- 31, 2025

These milestones are preliminary and may be adjusted as the project progresses and more detailed planning is conducted.

5. STRATEGIC ALIGNMENT The Infrastructure Project Monitoring and Equipment Inventory System is strategically aligned with the Philippine Air Force's (PAF) long-term vision and the overarching goals of the Armed Forces of the Philippines (AFP). This alignment ensures that the project contributes to the modernization and enhanced operational readiness of the PAF, particularly the 355th Aviation Engineer Wing. 5.1. Alignment with PAF Flight Plan 2040 The PAF's Flight Plan 2040 envisions transforming the Air Force into a "Credible and Agile Air Force Adaptable to Modern Warfare and Responsive to National and Regional Security and Development" by 2040. Key strategic objectives include: • Capability Development: Enhancing operational readiness through modernization and improved infrastructure. • Organizational Excellence: Streamlining processes and adopting efficient systems for better resource management. • Resource Optimization: Implementing systems that ensure effective utilization and management of assets. The proposed system directly supports these objectives by providing a centralized platform for monitoring infrastructure projects and managing equipment inventory, thereby improving efficiency, accountability, and decision-making processes. 5.2. Support for AFP Transformation Roadmap (AFPTR) The AFP Transformation Roadmap aims to develop a professional, capable, and responsive armed force. The roadmap emphasizes modernization, improved governance, and enhanced operational capabilities. By implementing the Infrastructure Project Monitoring and Equipment Inventory System, the 355th Aviation Engineer Wing contributes to: • Modernization Efforts: Adopting advanced systems for infrastructure and asset management. • Enhanced Governance: Promoting transparency and accountability in project execution and resource utilization. • Operational Efficiency: Streamlining processes to support timely and effective mission execution. 5.3. Contribution to National Defense Objectives The project aligns with national defense objectives by ensuring that the PAF's infrastructure and equipment are effectively managed and maintained. This contributes to the overall readiness and capability of the Air Force to respond to various security challenges, both domestically and regionally.

6. COST BENEFIT ANALYSIS The implementation of the Infrastructure Project Monitoring and Equipment Inventory System is expected to yield significant operational efficiencies and cost savings for the 355th Aviation Engineer Wing. By transitioning from manual processes to an integrated digital platform, the organization aims to enhance project oversight, optimize equipment utilization, and improve decision-making capabilities. 6.1. Estimated Costs The projected costs for the development and deployment of the system are as follows: • Software Development and Licensing: P5,000.00 • Hardware Procurement: ₱20,000.00 • Training and Change Management: ₱5,000.00 • Data Migration and Integration: ₱5,000.00 • Maintenance and Support (First Year): ₱10,000.00 Total Estimated Cost: ₱45,000.00 6.2. Anticipated Benefits The system is expected to deliver both tangible and intangible benefits: • Operational Efficiency: Reduction in time spent on manual data entry and reporting, leading to labor cost savings estimated at ₱1,000,000 annually. • Improved Asset Management: Enhanced tracking of equipment usage and maintenance schedules, potentially extending equipment lifespan and reducing replacement costs by ₱100,000 annually. • Enhanced Project Oversight: Real-time monitoring of project progress facilitates timely interventions, potentially reducing project delays and associated costs by ₱100,000 annually. • Data-Driven Decision Making: Access to accurate and timely data supports strategic planning and resource allocation, contributing to overall organizational effectiveness. Total Estimated Annual Benefits: ₱200,000 .00 6.3. Return on Investment (ROI) Based on the estimated costs and benefits: • Payback Period: Approximately 1.8 years • Five-Year Net Benefit: ₱1,500,000 (₱200,000.00 annual benefits × 5 years) - ₱45,000.00 initial cost = ₱955,000.00 These figures suggest a strong return on investment, with the system paying for itself within two years and delivering substantial savings thereafter.

7. ALTERNATIVES ANALYSIS In addressing the challenges associated with infrastructure project monitoring and equipment inventory management, several alternatives were considered. This analysis evaluates each option's feasibility, benefits, and drawbacks to determine the most effective solution. 7.1. Alternative 1: Maintain Status Quo (Manual Processes) Description: Continue utilizing existing manual processes for tracking infrastructure projects and managing equipment inventory. Advantages: • No immediate financial investment required. • Utilization of existing personnel and workflows. Disadvantages: • Prone to human errors and data inconsistencies. • Time-consuming data retrieval and reporting processes. • Limited real-time visibility into project statuses and equipment availability. • Challenges in scalability and adapting to increasing project complexities. Conclusion: Maintaining the status quo is not sustainable in the long term due to inefficiencies and the growing demand for timely and accurate information. 7.2. Alternative 2: Implement Commercial Off-The-Shelf (COTS) Software Description: Adopt a readily available commercial software solution tailored for project management and inventory control. Advantages: • Rapid deployment with established support structures. • Regular updates and feature enhancements. Disadvantages: • Potential misalignment with specific organizational processes and requirements. • Licensing and subscription costs may be substantial over time. • Limited flexibility for customization to address unique operational needs. Conclusion: While COTS solutions offer quick implementation, they may not fully align with the unique requirements of the 355th Aviation Engineer Wing, potentially leading to compromises in functionality and efficiency. 7.3. Alternative 3: Develop a Custom Integrated System (Selected Option) Description: Design and develop a bespoke system tailored to the specific needs of infrastructure project monitoring and equipment inventory management. Advantages: • Customized features and workflows aligned with organizational processes. • Enhanced scalability and adaptability to evolving requirements. • Improved data accuracy and real-time reporting capabilities. Disadvantages: • Higher initial development costs and longer implementation timeline. • Requires dedicated resources for development, testing, and maintenance. Conclusion: Developing a custom integrated system offers the most comprehensive solution, addressing current challenges and providing a scalable platform to support future operational needs.

8. APPROVALS The project approval should come from the project sponsor and key stakeholder - 355TH AVIATION ENGINEER WING, PAF

2. Project Charter

EXECUTIVE SUMMARY

The Infrastructure Project Monitoring and Equipment Inventory System is a digital solution designed to streamline the reporting and inventory processes of the 355th Aviation Engineer Wing (AEW) of the Philippine Air Force. This project aims to enhance operational efficiency, reduce manual workload, and improve transparency in infrastructure projects and military equipment management. The primary objective of this system is to simplify the reporting process for soldiers by enabling digital submission of infrastructure updates and equipment status through a centralized platform. The system ensures real-time tracking, efficient data management, and accountability by reducing manual reports and spreadsheets dependency. The project will follow a development timeline of approximately three months, involving requirements gathering, design and prototyping, implementation, and testing. Resources include a team of developers, a project supervisor, and access to existing inventory data. Our target audience includes military personnel, particularly those in logistics, infrastructure, and operations units. The content and user interface are tailored for ease of use in field environments, with attention to usability, reliability, and security. This project leverages project-based learning, collaborative development, and real-world problem-solving strategies to help students gain hands-on experience in software development, database design, and system integration. Expected outcomes include a functional web-based system that allows: · Efficient monitoring of infrastructure project progress. · Secure tracking of equipment inventory. · Improved communication between field units and command. The project benefits the military unit and the student developers by offering an opportunity to contribute to a real-world public sector solution. Moving forward, the following steps include: · Finalizing system requirements with stakeholders. · Engaging in iterative development and feedback cycles. · Training end-users and preparing for deployment. Key stakeholders include: · Engineering personnel and equipment operators of the 355th AEW of the Philippine Air Force. · Project supervisors and advisors. · The student development team.

PROJECT PURPOSE/JUSTIFICATION

The 355th Aviation Engineer Wing (AEW) currently relies on manual reporting methods for tracking infrastructure projects and managing inventory equipment. This outdated process leads to delayed updates, inefficient communication, and difficulty maintaining accurate records. There is a clear organizational need for a centralized, digital system to provide real-time tracking and streamlined inventory management.

The project responds to the other units' request for improved operational efficiency, increased transparency, and a simplified reporting process for military personnel in the field. It also aligns with ongoing efforts toward digital transformation within public institutions, meeting the demand for modernized, secure, and user-friendly systems.

Intended effects include:

· Process improvement in infrastructure project tracking and equipment management. · Cost savings through reduced manual workload and fewer reporting errors. · Enhanced communication between command and field units. · Improved data accuracy and accountability.

Business Objectives

This project directly supports the strategic objective of enhancing operational efficiency within the 355th AEW by integrating technology-driven solutions into core logistical and infrastructure functions.

· Study an existing web app and test the system for project monitoring and inventory tracking within 120 days. · Deploy the system for operational use across relevant units of the 355th AEW within the project’s 120-day timeline. · Reduce manual reporting workload by at least 50% within the first three months of system use. · Improve data accuracy and update frequency for infrastructure projects and equipment status reports by enabling digital submissions. · Strengthen communication between field units and command staff by centralizing infrastructure and inventory reporting.

PROJECT DESCRIPTIONS

The Infrastructure Project Monitoring and Equipment Inventory System is designed to digitize and centralize the reporting and tracking of infrastructure projects and Heavy Engineering/mobility equipment for the 355th Aviation Engineer Wing (AEW) of the Philippine Air Force. This web-based system will allow military personnel to submit real-time updates and inventory status reports through an accessible and secure platform.

The system will be developed using collaborative, project-based learning strategies over three months. Key phases include requirements gathering, system implementation, and rigorous testing. The focus will be on user-friendliness, reliability, and security to support efficient operations in field environments, minimizing disruption to ongoing military activities.

The project will enhance operational transparency, reduce manual workload, and improve the overall accuracy of project and inventory management, contributing directly to the modernization efforts of the Philippine Air Force.

Project Objectives and Success Criteria

· Study and present the system design and prototypes to stakeholders within the first 30 days. · Complete system implementation and begin field testing within 60 days. · Launch full operational deployment of the system within 90 days. · Achieve a 50% reduction in manual reporting efforts during the first three months of deployment. · Ensure secure, real-time reporting with zero data loss incidents during system testing and deployment.

Requirements

· The system must allow for real-time digital project updates and equipment status submissions. · It must be accessible to authorized military personnel through secure login credentials. · The system must be compatible with existing devices and networks used by the 355th AEW. · User training must be conducted before full deployment.

Constraints

· Development and deployment must be completed within the three-month project timeline. · Resources are limited to the student development team, a project supervisor, and existing infrastructure data. · Access to military facilities and networks must follow security clearance protocols. · Budget limitations may restrict the use of advanced paid technologies; open-source solutions are preferred.

Assumptions · Support and cooperation from the 355th AEW command and logistics units will be provided. · End-users will actively participate in training sessions and feedback cycles. · Required inventory and infrastructure data will be available early in the project timeline. · Internet connection at field deployment sites will be reliable for system access.

Preliminary Scope Statement

The Infrastructure Project Monitoring and Equipment Inventory System project includes developing, testing, and deploying a web-based solution to digitize infrastructure reporting and equipment tracking for the 355th AEW. The project will manage all development resources, ensure secure system access, and prioritize user-friendly design for field use. It will conclude upon the system's successful deployment, the completion of technical documentation, user training, and the submission of a final project report, including recommendations for future system enhancements.

RISKS

The Infrastructure Project Monitoring and Equipment Inventory System has identified high-level risks. The project team will employ risk mitigation and contingency planning strategies to minimize the potential impact of these risks:

· Limited access to secure military data during development may delay testing and functionality validation. · Possible system downtime or failure during field deployment due to inconsistent internet connectivity in remote project sites. · User resistance or lack of engagement in adopting a new digital system over a manual process. · Security vulnerabilities may occur if proper encryption and access control measures are not implemented.

PROJECT DELIVERABLES

· A fully functional web-based Infrastructure Project Monitoring and Equipment Inventory System. · User and technical documentation, including system features, usage instructions, and maintenance guidelines. · Training materials and user onboarding sessions for key personnel of the 355th AEW. · A final report summarizing development activities, challenges, outcomes, and system scaling or improvement recommendations. · A future enhancement proposal for advanced features or integration with other military information systems.

SUMMARY MILESTONE SCHEDULE

Summary Milestone Schedule – List key project milestones relative to project start. Project Milestone Target Date (mm/dd/yyyy) · Project initiation 04/25/2025 · Requirement Gathering and Analysis 05/05/2025 · Development Phase 09/30/2025 · System Design Completion 10/13/2025 · Testing and Quality Assurance 10/14/2025 · Training and Deployment 10/16/2025 · Project Closure and Evaluation 10/31/2025

SUMMARY BUDGET

Summary Budget – List component project costs Project Component Component Cost (PhP) · Labor Cost P333.33/Hour · Software Cost P1,500.00/month · Hardware Cost P174,000.00 Total Cost P175,833.33

PROJECT APPROVAL REQUIREMENTS

Project success will be determined based on successfully delivering all defined objectives, deliverables, and scope within the approved time frame and budget. Once these criteria are fulfilled, the project will be reviewed and signed off by the Project Sponsor, Col. Jouie C. Embudo PAF, signifying formal approval and completion of the project. Supporting this effort is Capt. Bobby A. Quiray PAF, Director for Operations of 357th Aviation Engineer Group, 355thAEW, PAF, will oversee operational alignment and ensure the project’s integration with broader organizational goals. All technical documentation, test results, and the final project report must be submitted for review before final approval and closure.

PROJECT MANAGER

Jouie Embudo Jr. is assigned as the Project Manager for the ISA Project. He is responsible for planning, coordinating, executing, and closing the project. His responsibilities include managing the project timeline, overseeing all deliverables, controlling expenditures, and ensuring stakeholder communication. He will coordinate with the IT department to access the required resources and manage a team of IT specialists and one security specialist. Likewise, he can approve the budget expenditures up to the allocated amount and escalate any additional resource or budget needs to the Project Sponsor, Col. Jouie C. Embudo PAF. Moreover, regular updates will also be provided to Cpt. Bobby Quiray PAF is to ensure alignment with operational directives.

AUTHORIZATION

Approved by the Project Sponsor:

Date: 04/29/25 Col. Jouie C Embudo PAF Infrastructure Project Monitoring and Equipment Inventory System

STAKEHOLDER MANAGEMENT STRATEGY INFRASTRUCTURE PROJECT MONITORING AND EQUIPMENT INVENTORY SYSTEM

355TH AVIATION ENGINEER WING, PAF BASA AIR BASE FLORIDABLANCA, PAMPANGA PHILIPPINES 2007

EMBUDO JR, JOUIE E. LASCANO, EURI MARXELL

DATE April 23, 2025

TABLE OF CONTENTS 1. INTRODUCTION 3 2. IDENTIFY STAKEHOLDERS 3 3. KEY STAKEHOLDERS 4 4. STAKEHOLDER ANALYSIS 5

1. INTRODUCTION

Effective stakeholder management is a critical component of successful project execution. For the Infrastructure Project Monitoring and Equipment Inventory System project, the Stakeholder Management Strategy aims to identify, analyze, and engage stakeholders to ensure their needs and expectations are met, thereby facilitating project success. Stakeholders for this project include military personnel, engineering teams, logistics staff, IT professionals, and external contractors. Each group has unique interests and levels of influence over the project. By systematically managing these stakeholders, the project can minimize resistance, resolve conflicts, and align objectives across all parties involved. The goals of this Stakeholder Management Strategy are to:

Identify and classify stakeholders based on their influence and interest in the project.

Develop tailored engagement plans to communicate effectively with each stakeholder group.

Monitor stakeholder engagement throughout the project lifecycle to address concerns promptly and adapt strategies as needed.

Implementing this strategy will enhance collaboration, ensure transparency, and contribute to the timely and successful delivery of the project.

2. IDENTIFY STAKEHOLDERS

2.1. Stakeholder Identification Methodology

The project team will employ a systematic approach to identify stakeholders, incorporating the following methods:

Document Review: Examine existing project charters, organizational charts, and previous project documentation to identify internal and external stakeholders.

Interviews and Workshops: Conduct sessions with key personnel, including project sponsors, department heads, and end-users, to gather insights into potential stakeholders.

Brainstorming Sessions: Facilitate collaborative meetings with the project team to identify additional stakeholders who may not be immediately apparent.

Stakeholder Mapping: Utilize tools such as the Power-Interest Grid to categorize stakeholders based on their level of influence and interest in the project.

2.2. Stakeholder Definition

For this project, stakeholders are defined as follows:

Internal Stakeholders: Personnel within the 355th Aviation Engineer Wing, including project managers, engineering personnel and heavy equipment/mobility operators, Officer and enlisted personnel, civilian human resource, logistics officers.

External Stakeholders: Entities outside the immediate organization, such as contractors, suppliers, and other units within the Philippine Air Force that may interact with or be affected by the system.

3. KEY STAKEHOLDERS

3.1. Criteria for Identifying Key Stakeholders

Key stakeholders are determined based on the following criteria:

Influence: The degree to which the stakeholder can affect project decisions and outcomes.

Interest: The level of concern or investment the stakeholder has in the project's success.

Impact: The extent to which the project affects the stakeholder's operations or responsibilities.

Support or Opposition: The stakeholder's stance towards the project, which can influence its progression.

3.2. Identified Key Stakeholders

Based on the above criteria, the following individuals and groups have been identified as key stakeholders: Wing Commander, 355th Aviation Engineer Wing: Provides strategic direction and has ultimate decision-making authority

Group Commander, 357th Aviation Engineer Group – Oversee daily updates of the engineering and heavy /mobility equipment

Chief, Architectural and Engineering Office - Responsible for overseeing project execution, resource allocation, and ensuring alignment with organizational goals.

Engineering and Construction Squadron: Primary users of the system for updating, encoding of updates of infrastructure projects; their feedback is crucial for system functionality.

Director for Logistics, 355AEW and Chief, Wing Supply Office: Manages equipment inventory; their operations will be directly impacted by the new system.

External Contractors and Suppliers: May interact with the system for project updates and equipment deliveries; their cooperation is essential for seamless integration.

3.2. Engagement Strategy for Key Stakeholders

Each key stakeholder will be engaged through tailored communication and involvement strategies:

Regular Meetings: Scheduled sessions to discuss progress, gather feedback, and address concerns. Progress Reports: Periodic updates highlighting milestones, challenges, and next steps.

Training Sessions: Workshops to familiarize stakeholders with the system's functionalities and benefits.

Feedback Mechanisms: Channels for stakeholders to provide input and suggestions for continuous improvement.

4. STAKEHOLDER ANALYSIS

4.1. Categorization of Stakeholders

Stakeholders will be categorized using the Power-Interest Grid, a widely recognized tool in project management. This grid helps in mapping stakeholders based on:

Power: The level of authority or influence a stakeholder has over the project.

Interest: The degree to which a stakeholder is affected by or concerned about the project's outcomes. The Power-Interest Grid divides stakeholders into four categories:

1. High Power, High Interest: These stakeholders are key players who should be closely managed and engaged throughout the project.

2. High Power, Low Interest: Stakeholders in this category should be kept satisfied to ensure their support without overwhelming them with details.

3. Low Power, High Interest: These stakeholders should be kept informed, as they can be valuable allies and may provide useful insights.

4. Low Power, Low Interest: Stakeholders with minimal influence and interest require minimal effort but should not be ignored entirely. This categorization allows the project team to prioritize stakeholder engagement efforts effectively.

4.2. Tools and Techniques for Stakeholder Analysis

To conduct a comprehensive stakeholder analysis, the project team will utilize the following tools and techniques:

Stakeholder Mapping: Visual representation of stakeholders on the Power-Interest Grid to identify their positions and determine appropriate engagement strategies.

Stakeholder Register: A document that lists all identified stakeholders, including their roles, contact information, power, interest levels, and engagement strategies.

Salience Model: This model assesses stakeholders based on their power, legitimacy, and urgency, helping to determine their prominence and the attention they require. Interviews and Surveys: Engaging with stakeholders directly to understand their expectations, concerns, and suggestions regarding the project.

Workshops and Focus Groups: Facilitated sessions to gather diverse perspectives, build consensus, and foster stakeholder buy-in.

3. Stakeholders Management Strategy Plan

1. INTRODUCTION

Identify and classify stakeholders based on their influence and interest in the project.

Develop tailored engagement plans to communicate effectively with each stakeholder group.

Monitor stakeholder engagement throughout the project lifecycle to address concerns promptly and adapt strategies as needed.

Implementing this strategy will enhance collaboration, ensure transparency, and contribute to the timely and successful delivery of the project.

2. IDENTIFY STAKEHOLDERS

2.1. Stakeholder Identification Methodology

The project team will employ a systematic approach to identify stakeholders, incorporating the following methods:

Document Review: Examine existing project charters, organizational charts, and previous project documentation to identify internal and external stakeholders.

Interviews and Workshops: Conduct sessions with key personnel, including project sponsors, department heads, and end-users, to gather insights into potential stakeholders.

Brainstorming Sessions: Facilitate collaborative meetings with the project team to identify additional stakeholders who may not be immediately apparent.

Stakeholder Mapping: Utilize tools such as the Power-Interest Grid to categorize stakeholders based on their level of influence and interest in the project.

2.2. Stakeholder Definition

For this project, stakeholders are defined as follows:

3. KEY STAKEHOLDERS

3.1. Criteria for Identifying Key Stakeholders

Key stakeholders are determined based on the following criteria:

Influence: The degree to which the stakeholder can affect project decisions and outcomes.

Interest: The level of concern or investment the stakeholder has in the project's success.

Impact: The extent to which the project affects the stakeholder's operations or responsibilities.

Support or Opposition: The stakeholder's stance towards the project, which can influence its progression.

3.2. Identified Key Stakeholders

Group Commander, 357th Aviation Engineer Group – Oversee daily updates of the engineering and heavy /mobility equipment

Chief, Architectural and Engineering Office - Responsible for overseeing project execution, resource allocation, and ensuring alignment with organizational goals.

Engineering and Construction Squadron: Primary users of the system for updating, encoding of updates of infrastructure projects; their feedback is crucial for system functionality.

Director for Logistics, 355AEW and Chief, Wing Supply Office: Manages equipment inventory; their operations will be directly impacted by the new system.

External Contractors and Suppliers: May interact with the system for project updates and equipment deliveries; their cooperation is essential for seamless integration.

3.2. Engagement Strategy for Key Stakeholders

Each key stakeholder will be engaged through tailored communication and involvement strategies:

Regular Meetings: Scheduled sessions to discuss progress, gather feedback, and address concerns. Progress Reports: Periodic updates highlighting milestones, challenges, and next steps.

Training Sessions: Workshops to familiarize stakeholders with the system's functionalities and benefits.

Feedback Mechanisms: Channels for stakeholders to provide input and suggestions for continuous improvement.

4. STAKEHOLDER ANALYSIS

4.1. Categorization of Stakeholders

Stakeholders will be categorized using the Power-Interest Grid, a widely recognized tool in project management. This grid helps in mapping stakeholders based on:

Power: The level of authority or influence a stakeholder has over the project.

Interest: The degree to which a stakeholder is affected by or concerned about the project's outcomes. The Power-Interest Grid divides stakeholders into four categories:

1. High Power, High Interest: These stakeholders are key players who should be closely managed and engaged throughout the project.

2. High Power, Low Interest: Stakeholders in this category should be kept satisfied to ensure their support without overwhelming them with details.

3. Low Power, High Interest: These stakeholders should be kept informed, as they can be valuable allies and may provide useful insights.

4.2. Tools and Techniques for Stakeholder Analysis

To conduct a comprehensive stakeholder analysis, the project team will utilize the following tools and techniques:

Stakeholder Mapping: Visual representation of stakeholders on the Power-Interest Grid to identify their positions and determine appropriate engagement strategies.

Stakeholder Register: A document that lists all identified stakeholders, including their roles, contact information, power, interest levels, and engagement strategies.

Workshops and Focus Groups: Facilitated sessions to gather diverse perspectives, build consensus, and foster stakeholder buy-in.

4. Stakeholder Analysis

1. INTRODUCTION

Identify and classify stakeholders based on their influence and interest in the project.

Develop tailored engagement plans to communicate effectively with each stakeholder group.

Monitor stakeholder engagement throughout the project lifecycle to address concerns promptly and adapt strategies as needed.

Implementing this strategy will enhance collaboration, ensure transparency, and contribute to the timely and successful delivery of the project.

2. IDENTIFY STAKEHOLDERS

2.1. Stakeholder Identification Methodology

The project team will employ a systematic approach to identify stakeholders, incorporating the following methods:

Document Review: Examine existing project charters, organizational charts, and previous project documentation to identify internal and external stakeholders.

Interviews and Workshops: Conduct sessions with key personnel, including project sponsors, department heads, and end-users, to gather insights into potential stakeholders.

Brainstorming Sessions: Facilitate collaborative meetings with the project team to identify additional stakeholders who may not be immediately apparent.

Stakeholder Mapping: Utilize tools such as the Power-Interest Grid to categorize stakeholders based on their level of influence and interest in the project.

2.2. Stakeholder Definition

For this project, stakeholders are defined as follows:

3. KEY STAKEHOLDERS

3.1. Criteria for Identifying Key Stakeholders

Key stakeholders are determined based on the following criteria:

Influence: The degree to which the stakeholder can affect project decisions and outcomes.

Interest: The level of concern or investment the stakeholder has in the project's success.

Impact: The extent to which the project affects the stakeholder's operations or responsibilities.

Support or Opposition: The stakeholder's stance towards the project, which can influence its progression.

3.2. Identified Key Stakeholders

Group Commander, 357th Aviation Engineer Group – Oversee daily updates of the engineering and heavy /mobility equipment

Chief, Architectural and Engineering Office - Responsible for overseeing project execution, resource allocation, and ensuring alignment with organizational goals.

Engineering and Construction Squadron: Primary users of the system for updating, encoding of updates of infrastructure projects; their feedback is crucial for system functionality.

Director for Logistics, 355AEW and Chief, Wing Supply Office: Manages equipment inventory; their operations will be directly impacted by the new system.

External Contractors and Suppliers: May interact with the system for project updates and equipment deliveries; their cooperation is essential for seamless integration.

3.2. Engagement Strategy for Key Stakeholders

Each key stakeholder will be engaged through tailored communication and involvement strategies:

Regular Meetings: Scheduled sessions to discuss progress, gather feedback, and address concerns. Progress Reports: Periodic updates highlighting milestones, challenges, and next steps.

Training Sessions: Workshops to familiarize stakeholders with the system's functionalities and benefits.

Feedback Mechanisms: Channels for stakeholders to provide input and suggestions for continuous improvement.

4. STAKEHOLDER ANALYSIS

4.1. Categorization of Stakeholders

Stakeholders will be categorized using the Power-Interest Grid, a widely recognized tool in project management. This grid helps in mapping stakeholders based on:

Power: The level of authority or influence a stakeholder has over the project.

Interest: The degree to which a stakeholder is affected by or concerned about the project's outcomes. The Power-Interest Grid divides stakeholders into four categories:

1. High Power, High Interest: These stakeholders are key players who should be closely managed and engaged throughout the project.

2. High Power, Low Interest: Stakeholders in this category should be kept satisfied to ensure their support without overwhelming them with details.

3. Low Power, High Interest: These stakeholders should be kept informed, as they can be valuable allies and may provide useful insights.

4.2. Tools and Techniques for Stakeholder Analysis

To conduct a comprehensive stakeholder analysis, the project team will utilize the following tools and techniques:

Stakeholder Mapping: Visual representation of stakeholders on the Power-Interest Grid to identify their positions and determine appropriate engagement strategies.

Stakeholder Register: A document that lists all identified stakeholders, including their roles, contact information, power, interest levels, and engagement strategies.

Workshops and Focus Groups: Facilitated sessions to gather diverse perspectives, build consensus, and foster stakeholder buy-in.

5. Scope management

INTRODUCTION

The 355th AEW, known as the "Beavers," plays a pivotal role in providing general engineering support, including the construction, repair, and maintenance of PAF aerodrome facilities and utilities.

In line with the PAF's modernization efforts, the 355th AEW has been a recipient of significant equipment acquisitions aimed at enhancing its engineering capabilities. These advancements underscore the importance of implementing robust systems for infrastructure project monitoring and equipment inventory management. Philippine Defense Resource

This Scope Management Plan outlines the framework for developing an Infrastructure Project Monitoring and Equipment Inventory System tailored to the needs of the 355th AEW. The plan aims to ensure that all necessary work is included while excluding non-essential tasks, thereby preventing scope creep and ensuring project success. Log in or sign up to view

By leveraging this system, the 355th AEW can enhance its operational efficiency, maintain accurate equipment records, and effectively monitor ongoing infrastructure projects. This initiative not only supports the unit's mission readiness but also contributes to the broader objectives of the Philippine Air Force in maintaining a credible and responsive air defense force.

SCOPE MANAGEMENT APPROACH

1. Authority and Responsibility for Scope Management

• Project Manager (PM): The PM is responsible for overseeing scope definition, monitoring, and control throughout the project lifecycle. • Project Steering Committee (PSC): Composed of senior representatives from the 355th Aviation Engineer Wing and other key stakeholders, the PSC provides final approval for scope changes and deliverables. • Project Management Office (PMO): Supports the PM by maintaining scope documentation, facilitating change control processes, and ensuring adherence to scope management procedures.

2. Scope Definition

The project scope will be clearly defined using the following documents: • Scope Statement: Provides a detailed description of the project deliverables and the work required to create them. • Work Breakdown Structure (WBS): Hierarchical decomposition of the total scope of work to accomplish project objectives and create required deliverables. Wikipedia • WBS Dictionary: Describes each component of the WBS with detailed information such as deliverables, activities, and milestones. Wikipedia • Statement of Work (SOW): Outlines the work required for each project phase, including objectives, deliverables, and timelines.

3. Scope Measurement and Verification

To ensure the project scope is being met, the following tools and processes will be employed:

• Scope Baseline: The approved version of the scope statement, WBS, and WBS dictionary, used as a basis for comparison during project execution. • Quality Checklists: Used to verify that deliverables meet the defined quality standards and acceptance criteria. • Work Performance Measurements: Assessments of project performance used to determine if the project is on track with respect to scope, schedule, and cost. • Formal Scope Verification: Conducted at the completion of each project phase to ensure deliverables meet the scope requirements.

4. Scope Change Process

The process for managing changes to the project scope is as follows: • Initiation: Any stakeholder may submit a Scope Change Request (SCR) to propose changes to the project scope. • Impact Analysis: The PM assesses the potential impact of the proposed change on project objectives, schedule, cost, and resources. Wikipedia • Review and Approval: The PSC reviews the SCR and impact analysis and decides whether to approve or reject the proposed change. • Implementation: If approved, the change is incorporated into the project plan, and relevant documentation is updated. • Communication: All stakeholders are informed of approved changes, and the updated scope is communicated to the project team.

5. Final Scope Acceptance

The final acceptance of the project deliverables and confirmation that the project scope has been completed will be carried out by:

• Project Sponsor or Authorized Representative: Typically, a senior official from the 355th Aviation Engineer Wing, who will review and approve the final deliverables.

• Formal Sign-Off: Upon approval, a formal sign-off document will be prepared, indicating that all scope requirements have been met and the project is complete.

ROLES AND RESPONSIBILITIES

Successful scope management requires clear definition and alignment of roles and responsibilities among all stakeholders involved in the project. The following section outlines the key roles and responsibilities in managing the scope of the project for the 355th Aviation Engineer Wing, PAF Basa Air Base, Floridablanca, Pampanga, Philippines (2007).

1. Project Manager (PM) Role: The Project Manager is the primary individual responsible for managing and controlling the project’s scope. The PM oversees the overall scope management process and ensures that all project deliverables meet the specified requirements.

Responsibilities:

Scope Definition: Responsible for developing the Scope Statement, Work Breakdown Structure (WBS), and Scope Baseline.

Scope Monitoring and Control: Continuously monitors the project to ensure that the work being done aligns with the approved scope. Implements corrective actions as needed.

Scope Verification: Oversees scope validation and ensures deliverables are completed to the satisfaction of stakeholders.

Change Management: Manages scope change requests, conducts impact assessments, and facilitates approval through the Change Control Board (CCB).

Communication: Keeps all stakeholders informed of scope status and changes.

2. Project Team Role: The Project Team consists of various professionals and technical staff who execute the project tasks. They are responsible for performing the work that contributes to the project deliverables.

Responsibilities: Scope Execution: Executes tasks in accordance with the approved project scope and schedule.

Reporting Progress: Provides regular updates on the progress of scope-related tasks and identifies potential scope issues or changes.

Quality Assurance: Ensures that the deliverables meet the quality criteria outlined in the Scope Statement and the WBS.

3. Stakeholders Role: Stakeholders are individuals or groups who have an interest in the project, including those who are impacted by its deliverables. This may include internal and external parties from the 355th Aviation Engineer Wing, PAF Basa Air Base, and potentially other military or civilian agencies.

Responsibilities:

Scope Approval: Provides input into the initial scope definition and reviews scope deliverables to ensure they meet expectations and requirements.

Scope Change Requests: May submit Scope Change Requests (SCR) for consideration based on evolving project needs or external requirements.

Final Acceptance: Reviews the final deliverables and formally accepts or rejects the scope completion, ensuring it meets predefined requirements.

4. Project Steering Committee (PSC) Role: The Project Steering Committee, composed of senior representatives from the 355th Aviation Engineer Wing and other key stakeholders, provides strategic oversight and ensures that the project aligns with organizational objectives.

Responsibilities:

Scope Review: Approves the Scope Statement, WBS, and Scope Baseline during project initiation. Scope Change Authorization: Reviews and approvals or rejects Scope Change Requests (SCR) submitted by the Project Manager or stakeholders.

Final Scope Acceptance: Provides formal approval and sign-off on the completed project scope.

5. Change Control Board (CCB) Role: The Change Control Board is a group of decision-makers responsible for evaluating and authorizing scope changes during the project.

Responsibilities:

Change Evaluation: Reviews submitted SCRs and evaluates their impact on time, cost, quality, and resources.

Change Approval/Rejection: Makes decisions regarding the approval or rejection of changes to the project scope.

Documentation: Ensures that all approved changes are documented and incorporated into the scope baseline.

6. Quality Assurance/Quality Control (QA/QC) Team Role: The QA/QC team ensures that the project deliverables meet the required quality standards as defined in the scope documentation.

Responsibilities:

Scope Verification: Works closely with the Project Manager to verify that the deliverables meet the agreed-upon scope, quality standards, and performance criteria.

Quality Reviews: Conducts quality checks and audits to ensure that the project scope is being executed according to the specified requirements.

Testing and Validation: Performs tests to ensure that the project deliverables meet both functional and non-functional requirements outlined in the Scope Statement.

7. Project Sponsor/Authorized Representative Role: The Project Sponsor, or their authorized representative, typically a senior leader from the 355th Aviation Engineer Wing, has final authority and accountability for the project's success.

Responsibilities:

Scope Approval: Provides final approval of the Scope Statement and associated deliverables at project initiation.

Final Acceptance of Deliverables: Upon project completion, the Project Sponsor or authorized representative is responsible for formally accepting the final deliverables and confirming that they meet the scope requirements.

Escalation Point: Resolves any high-level issues regarding scope disagreements or conflicts.

8. Contract Managers (if applicable) Role: In case of contracted work or outsourcing, the Contract Managers are responsible for ensuring that external contractors adhere to the scope defined in the Statement of Work (SOW).

Responsibilities:

Scope Management in Contracts: Ensures that the scope defined in contracts or SOWs aligns with the project’s overall scope and objectives.

Contract Monitoring: Monitors contractor performance to ensure that deliverables are completed within the scope parameters outlined in the contract.

Summary Successful scope management requires collaboration and clarity regarding roles and responsibilities. The roles identified in this section ensure that scope is well-defined, controlled, and properly accepted upon completion:

Project Manager oversees scope definition, monitoring, and change control.

Project Team executes the work within the scope.

Stakeholders provide input and final acceptance of the project deliverables.

Project Steering Committee (PSC) approves the scope and major changes.

Change Control Board (CCB) reviews and authorizes changes.

Quality Assurance/Control Team verifies the quality of deliverables.

Project Sponsor provides final approval for scope acceptance.

Each role is crucial to ensuring that the project scope is adhered to, that deliverables meet stakeholder expectations, and that any changes are properly controlled.

SCOPE DEFINITION

PROJECT SCOPE STATEMENT To develop and implement a centralized system that enables the efficient monitoring of infrastructure projects and management of equipment inventories at Basa Air Base, thereby enhancing operational readiness and resource allocation for the 355th Aviation Engineer Wing.

Product Scope Description Project Monitoring Module: Tracks the progress, timelines, and status of ongoing infrastructure projects.

Equipment Inventory Management Module: Manages the inventory, maintenance schedules, and utilization of engineering equipment.

Reporting and Analytics: Generates real-time reports and analytics for decision-making and resource planning.

User Access Control: Ensures secure access with role-based permissions for different user levels.

Product Acceptance Criteria The system will be considered complete and accepted when: • Functionality: All modules operate as specified without critical errors. • Usability: The user interface is intuitive, and training materials are provided. • Performance: System response times meet predefined benchmarks. • Security: Access controls are implemented, and data is protected. • Compliance: The system adheres to relevant military standards and regulations.

Project Deliverables 1. Software Application: Fully functional system with all modules integrated. 2. Documentation: User manuals, technical documentation, and training materials. 3. Training Sessions: Conducted for end-users and system administrators. 4. Deployment: System installed and operational at Basa Air Base. 5. Support Plan: Post-deployment support and maintenance plan. Project Exclusions:

The following are outside the scope of this project: • Hardware Procurement: Acquisition of servers, workstations, or other hardware components. • Third-Party Software: Licensing or integration of external software not specified. • Network Infrastructure: Upgrades or modifications to existing network infrastructure. • Ongoing Maintenance: Support beyond the initial post-deployment phase.

Project Constraints: • Budget: The project must be completed within the allocated budget. • Timeline: The system must be deployed and operational by the end of 2007. • Resources: Limited availability of personnel with specific technical expertise. • Compliance: Adherence to military standards and procurement regulations.

Project Assumptions: • Infrastructure: Adequate network infrastructure is available for system deployment. • Data Availability: Necessary data for equipment inventory and project details will be provided. • Stakeholder Engagement: Timely feedback and decisions from project stakeholders. • Training Participation: End-users will participate in scheduled training sessions. ALMBoK.com

6. Schedule management

INTRODUCTION

This Schedule Management Plan outlines the framework and processes for effectively planning, developing, managing, executing, and controlling the schedule for the Infrastructure Project Monitoring and Equipment Inventory System. This project is crucial for the 355th Aviation Engineer Wing (AEW), PAF Basa Air Base, Floridablanca, Pampanga, Philippines 2007, as it will provide essential tools for monitoring infrastructure projects and managing equipment inventory, ultimately enhancing operational efficiency and resource management within the Wing. A well-defined and diligently managed schedule is paramount to the successful delivery of this system. This plan serves as a guide for all stakeholders, ensuring a shared understanding of how project timelines will be established, tracked, and adjusted as needed. It provides a high-level overview of the key components involved in schedule management, including:

• Schedule Development: The methodologies and tools that will be employed to create a realistic and achievable project schedule.

• Schedule Control: The processes for monitoring the project's progress, identifying deviations from the planned schedule, and implementing corrective actions.

• Reporting and Communication: How schedule-related information will be communicated to stakeholders to ensure transparency and facilitate informed decision-making.

• Change Management: The procedures for addressing and incorporating any changes that may impact on the project schedule.

The subsequent sections of this Schedule Management Plan will elaborate on each of these aspects, providing detailed guidelines and procedures to ensure the timely and successful completion of the Infrastructure Project Monitoring and Equipment Inventory System for the 355th AEW.

SCHEDULE MANAGEMENT APPROACH

1. Overview

The Schedule Management Approach outlines the methodology for developing, monitoring, and controlling the project schedule to ensure timely completion of the Infrastructure Project Monitoring and Equipment Inventory System. It defines the tools, processes, milestones, and roles essential for effective schedule management.

2. Scheduling Tools and Formats

The project will utilize Gantt charts to visually represent the project timeline, tasks, durations, dependencies, and milestones. Gantt charts are effective in identifying task sequences, overlaps, and critical paths, facilitating better planning and tracking.

3. Schedule Development Process

The schedule development will follow these steps: • Activity Definition: Break down the project scope into specific tasks. • Sequencing Activities: Determine task dependencies and logical order. • Estimating Durations: Assess the time required for each task. • Resource Allocation: Assign appropriate resources to tasks. • Schedule Creation: Develop the Gantt chart reflecting all tasks, durations, dependencies, and milestones. This structured approach ensures a comprehensive and realistic project schedule.

4. Key Schedule Milestones

The project schedule will include the following major milestones: • Project Initiation: Approval of project charter and kickoff meeting. • Requirements Gathering: Completion of stakeholder interviews and documentation. • System Design: Finalization of system architecture and design specifications. • Development Phase: Completion of coding and unit testing. • System Testing: Successful completion of integration and user acceptance testing. • Deployment: System rollout and user training sessions. • Project Closure: Final project report and stakeholder sign-off.

5. Roles and Responsibilities

• Project Manager: Oversees the entire schedule management process, ensures adherence to timelines, and communicates progress to stakeholders. • Project Scheduler: Develops and maintains the project schedule, updates Gantt charts, and monitors task progress. • Team Leads: Provide task estimates, report progress, and manage team-level schedules. • Stakeholders: Review and approve the project schedule, provide feedback, and participate in milestone reviews.

This Schedule Management Approach ensures that the project is delivered on time, within scope, and meets the client's expectations.

SCHEDULE CONTROL

Effective schedule control is vital to ensure that the project progresses as planned and meets its deadlines. This involves regular monitoring, timely updates, and proactive management of any deviations from the schedule.

Schedule Monitoring and Updates

• Baseline Establishment: A detailed project schedule will be developed at the project's outset, serving as the baseline for all future comparisons.

• Regular Updates: The project schedule will be reviewed and updated bi-weekly to reflect actual progress, incorporating completed tasks, ongoing activities, and any changes in task durations or dependencies.

• Variance Analysis: During each update, the team will perform variance analysis to identify any deviations from the baseline schedule, enabling timely corrective actions.

Schedule Reviews and Communication

• Progress Meetings: Bi-weekly progress meetings will be held to discuss schedule status, address any issues, and plan for upcoming activities.

• Reporting: A Schedule Performance Report will be generated after each update cycle, highlighting key metrics such as Schedule Variance (SV) and Schedule Performance Index (SPI).

• Stakeholder Communication: Updated schedules and performance reports will be shared with all stakeholders to maintain transparency and facilitate informed decision-making.

Roles and Responsibilities

• Project Manager: Responsible for overall schedule management, including updates, variance analysis, and stakeholder communication. • Project Scheduler: Handles the technical aspects of schedule updates, ensures data accuracy, and assists in variance analysis. • Team Leads: Provide status updates on assigned tasks, identify potential delays, and propose mitigation strategies. • Stakeholders: Review schedule reports, provide feedback, and make decisions regarding schedule adjustments as necessary.

SCHEDULE CHANGES AND THRESHOLDS

To maintain control over the project timeline and ensure alignment with project objectives, it is essential to establish clear boundaries for acceptable schedule variations. These boundaries, known as control thresholds, define the extent of permissible deviations from the baseline schedule without necessitating formal change control procedures.

Control Thresholds

For this project, a control threshold of ±10% of the total project duration has been established. This means that any proposed change resulting in an increase or decrease of the overall project timeline by more than 10% compared to the approved baseline schedule will trigger a formal review and approval process. Such thresholds are standard practice in project management to ensure that significant deviations are appropriately evaluated and managed.

Change Request Process

When a potential schedule change exceeds the defined threshold, the following steps must be undertaken: 1. Initiation: A formal Schedule Change Request (SCR) must be prepared, detailing the nature of the change, the reasons for the deviation, and the anticipated impact on the project timeline. 2. Impact Analysis: The project team will conduct a comprehensive analysis to assess the implications of the proposed change on project deliverables, resource allocation, and overall objectives. 3. Approval: The SCR, along with the impact analysis, will be submitted to the Project Sponsor or designated Change Control Board (CCB) for review and approval. Approval must be obtained before implementing any changes that exceed the established threshold. 4. Implementation: Upon approval, the project schedule will be updated to reflect the approved changes, and all relevant stakeholders will be informed accordingly.

Minor Variations

Schedule changes resulting in deviations within the ±10% threshold is considered minor and can be managed at the discretion of the Project Manager. These changes should still be documented and communicated to relevant stakeholders to maintain transparency and ensure ongoing alignment with project goals.

SCOPE CHANGE

During project execution, it is common for changes to the project's scope to arise due to evolving requirements, stakeholder inputs, or unforeseen challenges. Such approved scope changes may introduce new deliverables or modify existing ones, necessitating adjustments to the project schedule. To ensure that the project remains aligned with its objectives, it is essential to assess the impact of these changes on the schedule and, if significant, re-baseline the schedule accordingly.

Assessing Scope Changes

When a scope change is proposed and approved, the Project Manager, in collaboration with the project team, will: 1. Evaluate the Impact: Analyze how the change affects the current schedule, including task durations, dependencies, resource allocations, and critical path activities. 2. Determine the Need for Re-Baselining: If the scope change significantly alters the project's timeline or resource requirements, consider re-baselining the schedule to reflect the new realities. Re-baselining ensures that the project plan remains a realistic and achievable reference point for monitoring progress. 3. Document the Change: Update all relevant project documentation to capture the nature of the scope change, its implications, and the decisions made regarding schedule adjustments. Re-Baselining the Schedule Re-baselining involves updating the project's baseline schedule to incorporate approved changes. This process ensures that future performance assessments are made against an accurate and current plan. The steps include: 1. Develop the Revised Schedule: Create an updated schedule that integrates the scope changes, adjusting tasks, durations, and resource assignments as necessary. 2. Obtain Approvals: Present the revised schedule to the Project Sponsor and other key stakeholders for review and approval. 3. Communicate Changes: Inform all project team members and stakeholders of the updated schedule, ensuring clarity on new timelines and responsibilities. 4. Monitor Against the New Baseline: Use the re-baselined schedule as the new reference point for tracking project progress and performance. By systematically managing scope changes and their impact on the schedule, the project can adapt to evolving requirements while maintaining control over timelines and resource utilization. References:

1. Project Management Institute. (2017). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th ed.). Project Management Institute. 2. PM Study Circle. (n.d.). Schedule Performance Index (SPI) & Cost Performance Index (CPI). Retrieved from https://pmstudycircle.com/schedule-performance-index-spi-and-cost-performance-index-cpi/ PM Study Circle+1PM Study Circle+1 3. Project-Management.info. (n.d.). Schedule & Cost Performance Index, with Formulae & Examples (SPI/CPI). Retrieved from https://project-management.info/schedule-cost-performance-index-formula-example/ 4. Project Management Academy. (n.d.). Control schedule in project management. https://projectmanagementacademy.net/resources/blog/control-schedule-in-project-management/ 5. SmartPM. (n.d.). 10 must-haves in your scheduling SOP for update reviews. SmartPM. https://smartpm.com/blog/scheduling-sop-for-update-reviews/\ 6. KnowledgeHut. (n.d.). A complete guide on control threshold in project management. Retrieved April 22, 2025, from https://www.knowledgehut.com/blog/project-management/control-threshold-in-project-management 7. Microsoft Support. (n.d.). How to evaluate project change requests. Retrieved April 22, 2025, from https://support.microsoft.com/en-us/office/how-to-evaluate-project-change-requests-fc36f2bb-5858-48fa-8fe9-fad4721fff6c 8. Prusty, U. (2024, March). Variance thresholds in project management. LinkedIn. Retrieved April 22, 2025, from https://www.linkedin.com/pulse/variance-thresholds-project-management-upendra-prusty-5ijmc 9. Bansal, A. (2024, May). Change control in project management: An important PMP exam topic. LinkedIn. Retrieved April 22, 2025, from https://www.linkedin.com/pulse/change-control-project-management-important-pmp-exam-topic-bansal-3p5kc 10. University of California Office of the President. (n.d.). Schedule management plan. Retrieved April 22, 2025, from https://www.ucop.edu/information-technology-services/_files/itlc/3.1-supporting-schedule-management-plan-template-with-instructions.docx 11. ProjectManagementDocs. (2018, August). Schedule management plan [Template]. Retrieved April 22, 2025, from https://www.projectmanagementdocs.com/wp-content/uploads/2018/08/Schedule-Management-Plan.docx 12. Bacon, J. (2022, August 9). What are some common criteria for when schedule rebaselining is required. ProjectManagement.com. https://www.projectmanagement.com/discussion-topic/183528/what-are-some-common-criteria-for-when-schedule-rebaselining-is-required

7. Cost management

INTRODUCTION

The Cost Management Plan outlines the approach for planning, estimating, budgeting, managing, and controlling costs to ensure the successful completion of the Infrastructure Project Monitoring and Equipment Inventory System within the allocated budget. This plan is developed to maintain financial control and transparency, aligning with the fiscal policies and objectives of the 355th Aviation Engineer Wing, PAF.

This document establishes the standards and procedures for cost estimation, performance measurement, variance analysis, and cost change control. It ensures that project expenses are effectively managed throughout the project lifecycle.

COST MANAGEMENT APPROACH

Costs will be tracked and managed at task level based on our Work Breakdown Structure. The Project Manager is responsible for estimating, monitoring, and controlling all project-related expenses. Key cost areas such as development, training, and documentation will each be monitored individually. We will regularly discuss cost updates and concerns with the project sponsors to ensure alignment with expectations and address any issues early. This approach promotes transparency, accountability, and budget control throughout the project.

MEASURING PROJECT COSTS

The project will utilize Earned Value Management (EVM) techniques to track and evaluate cost and schedule performance. The following EVM metrics will be calculated and reported: • Schedule Variance (SV = EV − PV): Indicates whether the project is ahead or behind schedule. • Cost Variance (CV = EV − AC): Indicates whether the project is under or over budget. • Schedule Performance Index (SPI = EV ÷ PV): Measures schedule efficiency. • Cost Performance Index (CPI = EV ÷ AC): Measures cost efficiency. These indicators will provide insight into project performance, support forecasting, and guide decision-making.

REPORTING FORMAT Cost performance will be reported bi-weekly in a standardized format and will be included in the Monthly Project Status Report. The report will include: • Earned Value Metrics (SV, CV, SPI, CPI) • Variance Analysis • Forecasting data (EAC, ETC) • Cost-related risks and issues • Recommended corrective actions (if necessary) Reports will be distributed to the Project Manager and key stakeholders to enable informed decision-making and ensure financial oversight.

COST VARIANCE RESPONSE PROCESS

The project will follow a structured response process for handling cost and schedule variances: • Control Thresholds: CPI or SPI outside the range of 0.8 to 1.2 • If a variance triggers a threshold: o The Project Manager will present corrective action options to the Project Sponsor within five business days o Upon selection of the corrective action, a Cost Variance Corrective Action Plan will be submitted within three business days o The corrective plan will include actions, timelines, responsible parties, and metrics for measuring effectiveness o Once approved, the plan becomes part of the official project documentation Corrective actions may include rescheduling activities, reassigning resources, adjusting scope, or requesting additional funds.

COST CHANGE CONTROL PROCESS

All proposed changes to the project budget will follow a structured approval process to maintain financial discipline and transparency. Any cost-related changes—such as increased material expenses, additional development needs, or scope adjustments—must be reviewed and approved by the Project Sponsor before implementation. The Project Manager will prepare a formal Cost Change Request, outlining the reason for the change, the amount involved, and its potential impact on the project timeline or scope. This request will be submitted to the sponsor for evaluation. Once approved, the budget and related plans will be updated accordingly. To avoid delays, cost changes will be discussed during regular project review meetings or addressed promptly if they arise unexpectedly. This process ensures that all cost changes are justified, documented, and aligned with the project's financial goals.

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

Software Cost P1,500.00/Month 10 person per package Hardware Costs P174,000.00 Developer Costs P333.33 per Hour Total Project Cost P175,833.33

8. OpenProject Work Breakdown Structure

• 1.1 Initiation · 1.1.1 Conduct Needs Assessment · 1.1.2 Identify Stakeholders and Requirements · 1.1.3 Develop Project Charter · 1.1.4 Submit Project Charter for Review · 1.1.5 Project Charter Approval by Sponsor · · 1.2 Planning · 1.2.1 Define Project Scope and Objectives · 1.2.2 Form Project Team · 1.2.3 Conduct Planning Kickoff Meeting · 1.2.4 Develop Work Breakdown Structure (WBS) · 1.2.5 Create Project Schedule and Budget · 1.2.6 Submit and Approve Project Plan

· 1.3 Execution · 1.3.1 Conduct System Design and Architecture · 1.3.2 Develop Inventory and Monitoring Modules · 1.3.3 Procure Required Hardware and Software · 1.3.4 Configure and Set Up IT Infrastructure · 1.3.5 Conduct Integration and System Testing · 1.3.6 Conduct User Acceptance Testing (UAT) · 1.3.7 Deploy Live System · 1.3.8 Train End Users

· 1.4 Control · 1.4.1 Monitor Project Progress and Deliverables · 1.4.2 Conduct Regular Project Status Meetings · 1.4.3 Manage Project Risks and Issues · 1.4.4 Update Schedule and Budget as Needed · 1.4.5 Maintain Communication with Stakeholders

· 1.5 Closeout · 1.5.1 Conduct Final System Audit · 1.5.2 Document Project Deliverables and Lessons Learned · 1.5.3 Obtain Final Acceptance from Sponsor · 1.5.4 Archive All Project Files and Documentation · 1.5.5 Release Project Resources

9. OpenProjectWork Packages

WBS: 1.1.1 Work Package: Identify Stakeholders Package Owner: Two Variables Owner Organization: 355th Aviation Engineer Wing Participants: Jouie Embudo Jr, Euri Marxell Lascano Description This work package focuses on identifying all stakeholders who are directly or indirectly impacted by the project. It includes categorizing stakeholders, understanding their influence and interest, and documenting them in a stakeholder register. The goal is to ensure all relevant parties are accounted for early in the project lifecycle. Completion State Stakeholder identification session conducted. Stakeholder Register drafted and reviewed. Finalized Stakeholder Register approved by the Project Manager. Assumptions:

Access to organization charts and department contacts is available.

10. Resource management

INTRODUCTION The Human Resources Management Plan defines the approach for organizing, managing, and leading the project team throughout the system’s development and deployment. It outlines the roles, responsibilities, skills, and reporting relationships for all personnel involved in the project. This plan serves as a guide for the Project Manager and stakeholders to ensure that team members are effectively engaged, assignments are clearly defined, and performance is monitored and supported. The plan also includes strategies for acquiring, developing, and releasing team members as needed, and ensures that the human resource aspect of the project aligns with overall project goals.

ROLES AND RESPONSIBILITIES Role Authority Responsibility Competency Project Manager Approve plans, allocate tasks, approve budget Oversee entire project, manage schedule and coordination Project planning, leadership, risk management Group Commander Final approval on system deployment, resource allocation, and policy decisions Provide strategic oversight, approve budget, and ensure alignment with unit goals Leadership, strategic planning, decision-making Director for Operations Approve operational processes and supervise implementation tasks Oversee day-to-day transition and operational alignment of the system Operations management, coordination, logistics Military Officer Implement assigned modules or oversee operational rollout Supervise specific components of the system, ensure team compliance and timelines Team supervision, reporting, operational execution Military Personnel Execute system-related tasks under guidance Encode data, conduct field reporting, support inventory and project tracking Basic IT skills, equipment handling, reporting

PROJECT ORGANIZATIONAL CHARTS The following chart outlines the chain of command and team roles involved in the implementation and operation of the Infrastructure Project Monitoring and Equipment Inventory System. It illustrates the hierarchical relationships between strategic leadership and operational personnel.

Explanation of Roles: • Group Commander – Provides high-level direction, final approval, and overall project governance. • Director for Operations – Ensures the smooth integration of the system into day-to-day operations and oversees coordination between units. • Military Officers – Act as operational leads responsible for supervising field-level tasks and reporting status updates. • Military Personnel – Handle on-the-ground implementation, such as equipment encoding, project updates, and inventory tracking.

STAFFING MANAGEMENT Staff for the project will be managed in the following ways: • Resource Acquisition:

 Project team members are selected based on their technical expertise and availability. The core team is composed of internal personnel, while external support (e.g., trainers or consultants) will be requested on an as-needed basis.

• Timeline: o Onboarding: All core team members are to be assigned by Week 1 of the project. o Transition: Deployment and training roles become active during the final 2 weeks prior to go-live. o Offboarding: Project roles will be reviewed and released within one week of final deployment. • Training:

 Internal staff assigned to deployment and support will undergo training on the system functionalities. Additional tutorials and documentation will be provided.

• Performance Reviews:

 Informal reviews will be conducted at each major project milestone. Feedback will be collected by the Project Manager and discussed during retrospective meetings.

• Recognition and Rewards:

11. Quality Management

INTRODUCTION The Quality Management Plan is a fundamental component of the overall project management framework for the Infrastructure Project Monitoring and Equipment Inventory System. This plan articulates the principles, processes, and activities that will be implemented to ensure that the deliverables of this project meet the defined quality standards and the needs of the 355th Aviation Engineer Wing (AEW), PAF Basa Air Base, Floridablanca, Pampanga, Philippines 2007. The primary purpose of this Quality Management Plan is to describe how quality will be managed proactively and consistently throughout the entire lifecycle of the project, from initiation to closure. It establishes a clear understanding of the quality expectations for all project deliverables, including the software system itself, documentation, training materials, and implementation processes. This plan encompasses the essential elements of quality management, detailing the processes and procedures for: • Quality Planning: Defining the quality standards relevant to the project and determining how these standards will be met. This includes identifying quality metrics, setting targets, and selecting appropriate quality assurance and control methods. • Quality Assurance: Establishing a system to ensure that the planned quality activities are performed and that the project processes are effective in preventing defects. This involves process audits, reviews, and oversight to build confidence that the project will meet the defined quality requirements. • Quality Control: Monitoring specific project results to determine if they comply with relevant quality standards and identifying ways to eliminate the causes of unsatisfactory performance. This includes inspections, testing, and statistical analysis to verify the quality of deliverables. It is imperative that all stakeholders involved in this project, including the project team, the client representatives from the 355th AEW, and any other contributing parties, have a thorough understanding of the guidelines and procedures outlined in this Quality Management Plan. Adherence to these principles will be crucial in delivering a high-quality Infrastructure Project Monitoring and Equipment Inventory System that effectively meets the operational requirements of the 355th Aviation Engineer Wing. The subsequent sections of this plan will provide a detailed explanation of each aspect of quality management and the specific actions that will be taken to ensure the successful delivery of a quality product.

QUALITY MANAGEMENT APPROACH This section details the comprehensive approach that will be employed to manage and ensure quality throughout the lifecycle of the Infrastructure Project Monitoring and Equipment Inventory System. Recognizing that quality is paramount to the success and long-term value of this system for the 355th Aviation Engineer Wing (AEW), PAF Basa Air Base, our approach emphasizes proactive planning, rigorous assurance processes, and consistent quality control measures. We firmly believe that quality must be integrated into every stage of the project, from initial requirements gathering through deployment and ongoing support. This proactive stance is essential to prevent defects, minimize rework, reduce waste, control costs, and adhere to the project timeline. Our quality management efforts will consider both the product – the Infrastructure Project Monitoring and Equipment Inventory System itself – and the processes used to develop and deliver it. While we leverage industry best practices in quality management, the approach outlined in this plan is specifically tailored to the unique requirements and context of the Infrastructure Project Monitoring and Equipment Inventory System for the 355th AEW. Regardless of the overarching framework, our quality management approach for this project will be guided by the following principles: • Customer Focus: The quality standards and acceptance criteria will be directly aligned with the needs and expectations of the 355th AEW. Their requirements will be the ultimate benchmark for project success. • Process-Oriented Approach: We will focus on defining and managing the processes involved in developing and delivering the system to ensure consistency and effectiveness. Well-defined processes minimize variability and contribute to higher quality outcomes. • Continuous Improvement: We are committed to a culture of continuous improvement, where lessons learned from each phase of the project are used to refine our processes and enhance the quality of future deliverables. • Engagement of People: Quality is the responsibility of every member of the project team. We will foster a culture where all individuals are empowered and accountable for contributing to the quality of the project. • Evidence-Based Decision Making: Quality-related decisions will be based on data and analysis, ensuring that actions taken are informed and effective. This Quality Management Approach will be communicated to all project stakeholders, including the project team, the 355th AEW representatives, and any other involved parties, to ensure a shared understanding of our commitment to delivering a high-quality Infrastructure Project Monitoring and Equipment Inventory System. The subsequent sections of this plan will provide further details on the specific quality standards, activities, and responsibilities that will be implemented throughout the project lifecycle.

QUALITY REQUIREMENTS / STANDARDS This section defines the quality requirements and standards that will govern both the Infrastructure Project Monitoring and Equipment Inventory System (the product) and the processes employed to develop and deliver it. It also outlines how compliance with these identified standards will be demonstrated throughout the project lifecycle. Identification and Documentation of Quality Requirements and Standards: The identification and documentation of quality requirements and standards will be a collaborative effort involving the project team and key stakeholders from the 355th Aviation Engineer Wing (AEW). This process will be iterative and will occur primarily during the requirements gathering and analysis phase, with ongoing refinement as the project progresses. The following methods will be utilized: • Client Consultations: Detailed discussions and interviews will be conducted with representatives from the 355th AEW to elicit their specific needs, expectations, and quality criteria for the system's functionality, performance, usability, reliability, and security. These requirements will be formally documented in requirements specifications documents. • Review of Existing Standards and Regulations: We will identify and consider any relevant industry standards, best practices, and potentially any internal PAF or government regulations that may apply to systems of this nature. • Use Cases and User Stories: These will be developed to clearly articulate how users will interact with the system and will incorporate quality attributes such as ease of use, responsiveness, and accessibility. • Technical Specifications: Detailed technical specifications for the system architecture, database design, interfaces, and security features will include quantifiable quality attributes such as performance benchmarks, data integrity rules, and security protocols. • Process Definition: Quality requirements related to the development process itself will be defined, encompassing aspects such as coding standards, testing methodologies, documentation guidelines, change management procedures, and communication protocols. All identified quality requirements and standards will be formally documented and baselined. These documents will serve as the reference point for quality assurance and quality control activities throughout the project. Demonstrating Compliance with Quality Standards: Compliance with the identified quality standards will be demonstrated through a variety of methods, applied to both the product and the processes: Product Quality: • Reviews and Inspections: Regular technical reviews and inspections of design documents, code, test plans, and other deliverables will be conducted to identify potential defects early in the development lifecycle. • Testing: A comprehensive testing strategy will be implemented, including unit testing, integration testing, system testing, and User Acceptance Testing (UAT). Each testing phase will verify that the system meets the specified functional and non-functional quality requirements. Test results will be documented and tracked. • Performance Testing: Performance testing will be conducted to ensure the system meets the defined performance benchmarks for response times, transaction volumes, and scalability. • Security Testing: Rigorous security testing, including vulnerability scanning and penetration testing, will be performed to ensure the system is protected against unauthorized access and data breaches, adhering to relevant security standards. • Usability Testing: End-users from the 355th AEW will participate in usability testing to ensure the system is intuitive, efficient, and meets their operational needs. Feedback from these sessions will be incorporated to improve the user experience. • Verification Against Requirements: Throughout the development lifecycle, traceability matrices will be maintained to ensure that all documented requirements are addressed by the system and have been adequately tested. Process Quality: • Process Audits: Periodic audits of the project processes will be conducted to ensure adherence to the defined methodologies, standards, and procedures outlined in this and other project management plans. • Metrics and Measurement: Key process metrics, such as defect density, test coverage, and schedule adherence, will be tracked and analyzed to identify areas for improvement and ensure process effectiveness. • Lessons Learned Sessions: At the end of project phases and at project closure, lessons learned sessions will be conducted to identify best practices and areas for improvement in our processes. • Documentation Control: Formal processes will be in place for creating, reviewing, approving, and managing all project documentation to ensure accuracy, completeness, and accessibility. By implementing these measures for both product and process quality, we will ensure that the Infrastructure Project Monitoring and Equipment Inventory System delivered to the 355th Aviation Engineer Wing meets the highest standards of quality and effectively supports their operational requirements.

QUALITY ASSURANCE This section details the processes and activities that will be implemented to ensure that the planned quality standards and operational definitions are consistently applied throughout the Infrastructure Project Monitoring and Equipment Inventory System project. Quality Assurance (QA) will focus on the processes used to manage and deliver the project, providing confidence that the project will meet the defined quality requirements and ultimately satisfy the needs of the 355th Aviation Engineer Wing (AEW). Process for Auditing Quality Requirements and Quality Control Results: Quality Assurance will be achieved through a systematic and independent review of project processes and deliverables. The following steps will be undertaken to audit the quality requirements and the results of quality control measurements: 1. Establish Audit Schedule: A schedule for planned quality audits will be established early in the project lifecycle. This schedule will outline the frequency and scope of audits, ensuring that all critical processes and deliverables are reviewed at appropriate intervals. The schedule will be communicated to all relevant stakeholders. 2. Define Audit Scope and Criteria: For each audit, the specific processes, deliverables, or quality control results to be reviewed will be clearly defined. The audit criteria will be based on the documented quality standards, operational definitions, project management plan, and relevant procedures. 3. Conduct Audits: Trained personnel, potentially independent of the specific project activity being audited, will conduct the audits. These audits will involve: a. Process Reviews: Examining the processes used for requirements gathering, design, development, testing, deployment, and change management to ensure they are being followed as defined and are effective in achieving quality objectives. b. Deliverable Reviews: Assessing key project deliverables (e.g., requirements documents, design specifications, test plans, test reports) against the established quality standards and requirements. c. Quality Control Result Analysis: Reviewing the data and findings from quality control activities (e.g., test results, defect reports, inspection logs) to verify that appropriate quality standards are being met and that any identified issues are being addressed effectively. 4. Document Audit Findings: All audit activities, findings, and any identified non-conformities will be formally documented in audit reports. These reports will include a summary of the audit scope, the criteria used, the observations made, and any recommendations for corrective or preventive actions. 5. Issue Corrective Action Requests (CARs): When non-conformities are identified during audits, Corrective Action Requests will be issued to the responsible team members or departments. These CARs will clearly describe the issue, the required corrective action, and the expected completion date. 6. Follow-up and Verification: The QA team will track the status of all CARs and verify that the corrective actions have been implemented effectively and have addressed the root cause of the non-conformity. Evidence of corrective action completion will be documented. 7. Continuous Improvement: The findings from quality assurance audits will be analyzed to identify trends, patterns, and areas for process improvement. These insights will be used to update project processes and standards to enhance overall quality. Quality Assurance Metrics: The following quality assurance metrics will be used to monitor the effectiveness of our quality processes on this project: • Number of Process Non-Conformities Identified During Audits: This metric tracks the frequency of deviations from defined project processes and standards. A decreasing trend indicates improving process adherence. • Timeliness of Corrective Action Completion: This measures the average time taken to address and close out Corrective Action Requests. A shorter timeframe indicates a more responsive and effective approach to resolving quality issues. • Audit Coverage: This metric indicates the percentage of planned audits that have been completed within the scheduled timeframe, ensuring comprehensive coverage of project processes and deliverables. • Effectiveness of Corrective Actions: This will be assessed qualitatively by evaluating whether implemented corrective actions have successfully prevented the recurrence of identified issues. • Stakeholder Satisfaction with QA Processes: Feedback will be solicited from key stakeholders, including the 355th AEW representatives, regarding the effectiveness and value of the quality assurance activities. These metrics will be regularly monitored and reported to the project team and relevant stakeholders to provide visibility into the health and effectiveness of the project's quality management system. The insights gained from these metrics will drive continuous improvement efforts to ensure the delivery of a high-quality Infrastructure Project Monitoring and Equipment Inventory System.

QUALITY CONTROL This section outlines the processes and procedures that will be implemented to monitor and record the results of executing quality activities related to the Infrastructure Project Monitoring and Equipment Inventory System (the product). The primary goal of Quality Control (QC) is to evaluate the actual performance of the system against the defined quality standards and recommend necessary changes to ensure that the deliverables meet the specified requirements and the expectations of the 355th Aviation Engineer Wing (AEW). Process for Monitoring and Recording Quality Activities: Quality Control activities will be conducted throughout the development lifecycle, focusing on verifying the characteristics and attributes of the system deliverables. The following steps will be involved in monitoring and recording these activities: 1. Define Measurable Quality Standards: For each key deliverable of the system (e.g., software modules, database components, user interface elements, reports, documentation), specific and measurable quality standards will be defined based on the "Quality Requirements / Standards" section of this plan. These standards will include acceptable performance levels, functional accuracy, usability criteria, reliability metrics, and security benchmarks. 2. Establish Measurement Methods: For each defined quality standard, appropriate measurement methods and tools will be identified. These may include: a. Testing Protocols: Detailed test cases and procedures for functional, performance, security, and usability testing. b. Inspection Checklists: Structured lists of criteria to be evaluated during inspections of code, design documents, and user interfaces. c. Metrics Tracking Tools: Software or spreadsheets used to record and analyze performance metrics, defect counts, and other quantifiable quality attributes. d. User Feedback Mechanisms: Surveys, feedback forms, and direct observation during User Acceptance Testing (UAT) to gather data on usability and user satisfaction. 3. Conduct Quality Control Activities: The defined measurement methods will be applied to inspect, test, and evaluate the system deliverables at various stages of development. This will involve executing test cases, performing inspections, running performance benchmarks, and gathering user feedback. 4. Record Results: The outcomes of all quality control activities will be meticulously documented. This includes: a. Test Logs and Reports: Detailed records of test execution, including test cases, inputs, expected outputs, actual results, and pass/fail status. b. Defect Reports: Comprehensive documentation of any identified defects, including a description of the issue, steps to reproduce, severity, and status (e.g., open, resolved, closed). c. Inspection Logs: Records of inspections, including the items inspected, the criteria evaluated, and any deviations or non-conformities found. d. Performance Measurement Data: Recorded values for key performance indicators (KPIs) such as response times, throughput, and resource utilization. e. User Feedback Summaries: Aggregated and analyzed feedback from usability testing and UAT sessions. 5. Compare Results Against Standards: The recorded results will be systematically compared against the pre-defined acceptable standards and performance levels. Any deviations or variances will be identified and highlighted. 6. Analyze Deviations: Identified deviations from the quality standards will be analyzed to determine their root causes and potential impact on the system's functionality, performance, or usability. 7. Recommend Necessary Changes: Based on the analysis of deviations, recommendations for corrective actions, rework, or process adjustments will be formulated. These recommendations will be communicated to the relevant development team members and stakeholders. 8. Verify Implementation of Changes: Once changes are implemented, further quality control activities will be conducted to verify that the issues have been resolved and that the system now meets the required quality standards. Acceptable Standards and Performance for the Product: The acceptable standards and performance for the Infrastructure Project Monitoring and Equipment Inventory System will be defined in detail within the project's requirements specifications and other relevant design documents. These will encompass, but are not limited to: • Functional Accuracy: The system must perform all specified functions correctly and produce accurate results according to the defined business rules and user requirements. This will be measured through functional testing and UAT. • Performance: The system must meet defined performance benchmarks for response times, data processing speeds, and the ability to handle the expected volume of users and data. This will be measured through performance testing. • Usability: The system must be intuitive, easy to navigate, and efficient for users to accomplish their tasks. This will be assessed through usability testing and user feedback. Specific metrics may include task completion rates, error rates, and user satisfaction scores. • Reliability: The system must operate without failure for a specified period under normal operating conditions. Reliability will be measured through system testing and monitoring of system uptime and error occurrences. • Security: The system must protect sensitive data from unauthorized access, modification, or disclosure, adhering to defined security policies and standards. This will be verified through security testing and vulnerability assessments. • Data Integrity: The system must maintain the accuracy and consistency of data throughout its lifecycle. This will be ensured through database design, validation rules, and data integrity checks. • Accessibility: The system should, where applicable, adhere to accessibility guidelines to ensure usability by individuals with disabilities. This will be assessed through accessibility testing. The specific target values and acceptable ranges for these standards will be documented in the relevant project documents and will serve as the criteria against which the system's quality will be evaluated during quality control activities.

QUALITY CONTROL MEASUREMENTS QC ID Date of Measurement Deliverable/Item Inspected Feature/Attribute Measured Standard/Requirement Measurement/Result Within Standard? (Yes/No) Non-Conformance Details Severity (High/Medium/Low) Corrective Action Required? (Yes/No) Assigned To Due Date Date Completed Verification of Correction Notes

12. Risk management

INTRODUCTION

Risks are inherent in all projects due to factors such as complexity, limited resources, evolving requirements, and tight schedules. Risk management is essential to proactively identify, assess, and address potential threats that could compromise the success of the Infrastructure Project Monitoring and Equipment Inventory System. This plan outlines the strategies and processes for identifying, analyzing, monitoring, and mitigating risks to minimize disruptions and ensure successful delivery. Before risk management begins, a clearly defined project scope, a committed project team, and stakeholder engagement are required.

TOP THREE RISKS Risk Description

Delays in Requirements Gathering Difficulty obtaining timely and complete input from stakeholders may delay early project phases. User Adoption Resistance Personnel may be resistant to using the new system due to unfamiliarity or preference for manual methods. System Downtime or Data Loss Technical errors or insufficient backup mechanisms may result in critical data loss or system unavailability.

RISK MANAGEMENT APPROACH The project will use a structured and proactive approach to manage risks throughout the system's development and transition. Risks will be captured in a Risk Register, assessed using a Probability Impact Matrix, and reviewed bi-weekly during project team meetings. High-risk items will have assigned owners responsible for developing and tracking mitigation strategies. The objective is to reduce uncertainty and maintain control over project delivery.

RISK IDENTIFICATION Risks were identified using a combination of stakeholder interviews, team brainstorming, expert reviews, and comparison with risks from similar past projects. The initial risk identification meeting was attended by the full project team, representatives from the 355th AEW, and advisors. Risks were recorded in a shared Risk Register spreadsheet, noting the risk description, category, probability, impact, mitigation strategy, and owner.

RISK QUALIFICATION AND PRIORITIZATION Risk Description Probability Impact Priority Delays in Requirements Gathering High High Critical User Adoption Resistance Medium High High System Downtime or Data loss Medium High High Inadequate Training Time High Medium Moderate Integration Conflicts with Existing Infrastructure Low High Moderate

RISK MONITORING Risk monitoring will be continuous throughout the project lifecycle. High-priority risks will be added to the project schedule as monitored tasks with defined trigger conditions. A designated Risk Manager or team member will provide updates on assigned risks during bi-weekly project team meetings. Monitoring includes status updates, reviewing emerging risks, and updating the Risk Register.

RISK MITIGATION AND AVOIDANCE In response to the top identified risks, the following risk-handling measures will be executed. • Delays in Requirements Gathering: Schedule early consultation meetings with stakeholders, assign a point-of-contact from AEW, and use shared online forms to gather inputs efficiently. • User Adoption Resistance: Involve end-users during pilot testing, provide practical hands-on training, and develop a simple, role-based, quick-start guide. • System Downtime or Data Loss: Utilize cloud-based hosting with daily backups and redundancy and implement recovery documentation with routine backup validation. • Inadequate Training Time: Deliver modular training with flexible scheduling and provide video recordings and printable quick-reference sheets. • Integration Conflicts with Existing Infrastructure: Conduct compatibility testing with AEW's IT environment early and isolating the pilot system to avoid interfering with existing platforms.

RISK REGISTER Risk ID DESCRIPTION CATEGORY PROBABILITY IMPACT STATUS R001 DELAYS IN GATHERING COMPLETE SYSTEM REQUIREMENTS SCHEDULE HIGH

HIGH IN PROGRESS R002 RESISTANCE TO ADOPTING THE DIGITAL SYSTEM TRAINING MEDIUM HIGH IN PROGRESS R003 DOWNTIME OR LOSS OF SYSTEM DATA TECHNICAL MEDIUM HIGH IN PROGRESS R004 INSUFFICIENT TIME FOR USER TRAINING OPERATIONS HIGH MEDIUM IN PROGRESS R005 INTEGRATION CONFLICTS WITH AEW INFRASTRUCTURE TECHNICAL LOW HIGH IN PROGRESS

13. Communication management

INTRODUCTION The Communications Management Plan specifies how project-related information will be disseminated with stakeholders. It guarantees that the right people get the correct information at the right time and via the right channels. This plan specifies what will be communicated, how and when it will be delivered, and who will be accountable for the communication. It also specifies forms, frequency, and escalation methods for dealing with communication difficulties, as well as ensuring consistency and responsibility throughout all communication activities.

COMMUNICATIONS MANAGEMENT APPROACH Communication is critical to project success. For this project, both formal and informal communication will be utilized. Regular status reports, team meetings, and stakeholder updates will be scheduled. Email, chat groups (e.g., Viber or Signal), and file sharing platforms (like Google Drive or MS Teams) will support ongoing collaboration. The Project Manager will be responsible for ensuring that communication flows clearly, especially between technical staff, military officers, and decision-makers.

COMMUNICATIONS MANAGEMENT CONSTRAINTS The rules for communication will come from military codes, data classification standards, and best practices for IT security. Asynchronous techniques, such as scheduled email summaries, will be given priority as needed because bandwidth and internet connectivity at remote deployment locations may affect real-time communication. Additionally, all correspondence must adhere to the project's schedule, resource, and security constraints.

STAKEHOLDER COMMUNICATION REQUIREMENTS Stakeholders have varying information needs: · Commanders and Operations Directors require concise progress updates and reports aligned with strategic goals. · Military Officers need operational status and training roll-out timelines. · Personnel must receive clear task instructions and technical guidance. · Project Team requires daily task updates and weekly reviews. Stakeholder expectations will be reviewed during each sprint planning cycle.

ROLES Group Commander The Group Commander serves as the Project Sponsor and has ultimate authority over the project. He is responsible for providing overall guidance, approving project milestones, allocating necessary resources, and ensuring that the project aligns with the strategic goals of the 355th Aviation Engineer Wing. Communication with the Group Commander includes summary reports, final approvals, and critical updates. Director for Operations The Director for Operations acts as the Operational Overseer of the project. He ensures that all system functionalities are compatible with current workflows, and that implementation is smooth across various departments. He is the main point of contact for field-related coordination and is regularly updated about training progress, deployment status, and operational issues. Military Officer(s) Military Officers act as Implementation Coordinators at the unit level. They are responsible for supervising the hands-on deployment of the system, ensuring that military personnel follow project procedures, and validating data collection processes in the field. They communicate progress and feedback from the ground back to the Director for Operations and the Project Manager. Military Personnel Military Personnel are the End Users and Field Encoders of the system. Their role includes entering inventory data, reporting project updates, and identifying field-level issues. They participate in training, use the system during pilot and full deployment phases, and report any usability concerns or system limitations for improvement.

Project Manager The Project Manager acts as the Central Coordinator of the entire project. He manages the project schedule, task delegation, stakeholder communication, and documentation. The Project Manager ensures deliverables are met, organizes meetings, and reports progress to both the Director for Operations and the Group Commander. IT Team (Developers, Technical Support, QA) The IT Team is responsible for the Technical Development, Testing, and Maintenance of the system. They design the user interface, manage the database, resolve technical issues, and provide post-deployment support. The team also assists in training delivery and documents all changes and configurations for future reference.

Role Name Title Organization/ Department Email Phone Project Sponsor Col. Jouie Embudo PAF

Group Commander 355th Aviation Engineer Wing, PAF [email protected] 0932-861-3604 Secondary Command

Capt. Bobby Quiray PAF Director for Operations 355th Aviation Engineer Wing, PAF Project Manager Jouie Embudo Jr Project Manager Two Variables [email protected]

Technical Lead TBA IT Specialist / Dev Lead 355th Aviation Engineer Wing, PAF

Officer-in-Charge TBA Military Officer(s) 355th Aviation Engineer Wing, PAF System Encoders / Operators TBA Military Personnel 355th Aviation Engineer Wing, PAF IT Support Staff TBA

Developer / QA / Support 355th Aviation Engineer Wing, PAF

COMMUNICATION METHODS AND TECHNOLOGIES Method Purpose Email Weekly updates, formal documentation Google Drive File sharing and collaboration Viber / Signal Quick coordination and informal updates Face-to-face/Zoom Sprint reviews, training, formal briefings Printed Memos For base-wide or on-site personnel notices

COMMUNICATIONS MATRIX Communication Type

Audience Frequency Format/Channel Owner Project Status Report Group Commander, Director Bi-weekly Email + PDF Report Project Manager Technical Issue Report IT Team, Project Manager As needed Email / Chat Military Personnel Daily Encoding Update Military Officer, Ops Director Daily Printed Memo / Group Chat Military Personnel Deployment Progress Report Director for Operations Weekly Verbal Briefing / Report Military Officer Risk / Change Log Summary Steering Committee Monthly Meeting Minutes / Reports Project Manager Training Feedback Summary Project Manager, IT Team Post-training Survey + Summary Report Military Officer

COMMUNICATION FLOWCHART

• Upward communication: Progress reports and field updates flow up from Military Personnel to the Project Manager and ultimately to the Sponsor. • Downward communication: Tasks, updates, and strategic directives are cascaded from leadership to the implementation teams.

GUIDELINES FOR MEETINGS

COMMUNICATION STANDARDS To ensure clarity, professionalism, and consistency in all communications related to the Infrastructure Project Monitoring and Equipment Inventory System, the following standards are enforced: • Naming Protocol:

 Use uniform file and folder naming formats such as [Module]_[DocumentType]_[Version/Date] (e.g., Inventory_UserGuide_v1.0.pdf) for easier tracking and version control.

• Collaboration Tools:

 Google Workspace (Docs, Sheets, Drive), Messenger (for quick updates), and GitHub (for version-controlled development files) are the official tools for communication and collaboration.

• Meeting Platforms:

 Zoom and Messenger will be used depending on formality and urgency—Zoom for scheduled reviews or stakeholder presentations; Messenger for ad hoc and rapid discussions.

• Response Time Expectation:

 All project team members are expected to respond to messages or action items within 24 hours during working days.

• Documentation and Archiving:

COMMUNICATION ESCALATION PROCESS If communication-related issues arise and cannot be resolved through regular interactions, the following escalation process will apply to ensure quick resolution and continuity of project operations: · 1. Identification

 Any team member who encounters a communication issue affecting clarity, coordination, or progress must record it in the issue log and notify the Project Manager.

· 2. Initial Resolution Attempt

 The issue is discussed informally within the relevant team (via chat or stand-up) within 24 hours. Most minor issues are expected to be resolved at this level.

· 3. Escalation to Project Manager

 If the issue persists or involves decision-making beyond the team’s scope, it is escalated to the Project Manager, who will coordinate with the appropriate parties and provide a resolution within 48 hours.

· 4. Engagement of Field or Operations Liaison

 For issues affecting external stakeholders (e.g., military units, barangay personnel), the Operations Director or designated liaison will mediate communication to clarify concerns or resolve conflicts.

· 5. Formal Escalation to Project Sponsor

 If the issue remains unresolved and poses a risk to the project’s scope or timeline, the Project Manager will submit a summary of the issue and proposed options to the Group Commander (Project Sponsor) for final decision.

· 6. Documentation and Follow-up

GLOSSARY OF COMMUNICATION TERMINOLOGY

Term Definition Stakeholder Any individual or group affected by or involved in the project Project Sponsor The highest authority who approves funding and scope changes Status Report A periodic update that includes progress, risks, issues, and upcoming tasks Escalation A formal process of raising unresolved issues to higher authority Work Package The smallest unit of work in the WBS that can be assigned to a person/team Communication Plan A strategy document outlining how, when, and to whom information is shared Information Flowchart A visual representation of how data and updates flow through a project structure

14. Change management

INTRODUCTION Change Management is a critical aspect of project governance, ensuring that all proposed changes to scope, cost, schedule, or deliverables are systematically evaluated and approved. For the Infrastructure Project Monitoring and Equipment Inventory System, this plan outlines the procedures for managing project changes in a controlled, transparent, and traceable manner. Clear communication of the change process to all stakeholders sets realistic expectations and prevents unauthorized modifications. Changes that are not reviewed and approved can disrupt timelines, budgets, and project quality. This document serves as a foundation for how change will be managed throughout the project lifecycle.

CHANGE CONTROL BOARD The Change Control Board (CCB) is the authority responsible for reviewing, approving, or rejecting all proposed project changes. The board ensures that only valid, justified, and beneficial changes are implemented. All decisions made by the board are documented and communicated to stakeholders. CCB Composition: • Chairperson: Project Sponsor • Voting Members: Project Manager, Director for Operation • , Military Officer, Military Personnels, Purpose of the CCB: • Review of all submitted Change Request Forms (CRFs) • Evaluate the impact of proposed changes on scope, schedule, cost, and quality • Approve or reject changes based on strategic alignment and feasibility

ROLES AND RESPONSIBILITIES Role Responsibilities Project Manager Facilitates the change request process, prepares documentation, and updates the plan. Project Team

Identifies potential changes and submits CRFs for consideration.

CCB Members

Evaluate the merits and risks of each request and vote on final decisions.

Stakeholders Are informed of changes and provide feedback if the change affects their domain.

CHANGE CONTROL PROCESS The following steps outline the Change Control Process to be used throughout the project: 1. Change Identification o Any team member or stakeholder may identify a potential change and submit a Change Request Form (CRF). 2. Change Documentation o The CRF must clearly describe the change, its justification, and potential impacts on scope, cost, and schedule. 3. Initial Review by PM o The Project Manager conducts a preliminary assessment and forwards the request to the CCB. 4. CCB Review and Evaluation o The CCB reviews the change and conducts an impact analysis to determine risks and benefits. 5. CCB Decision o The CCB votes to approve, reject, or request modifications to the proposed change. 6. Implementation o Approved changes are scheduled and incorporated into the Project Management Plan. 7. Communication and Documentation o All changes and decisions are documented and communicated to relevant stakeholders. 8. Project Plan Updates o Relevant sections of the WBS, schedule, and budget are revised to reflect the approved change.

15. Implementation/Transition

1. EXECUTIVE SUMMARY This transition plan outlines the high-level strategy for transferring operational control and support responsibilities of the Infrastructure Project Monitoring and Equipment Inventory System from the project development team to the 355th AEW operations unit. Originally developed and managed by a student project group in partnership with AEW leadership, the system will now be integrated into the unit’s standard operational workflow. The transition is scheduled over a 4-week period beginning September 01, 2025 and concluding by September 30,2025 the primary objective is to ensure seamless operational continuity, effective knowledge transfer, and secure handover of system controls, assets, and documentation.

2. TRANSITION TEAM ORGANIZATION The transition will be managed by a joint team composed of outgoing developers and AEW staff. Transition Team Chart · Transition Project Manager: Jouie Embudo Jr · Outgoing Technical Lead: Euri Marxell Lascano · Receiving Unit Lead: Capt. Bobby Quiray PAF – Operations Officer, AEW · Military Officers: · Military Personnels:

3. WORKFORCE TRANSITION The original developers will phase out as system knowledge and control are transferred to designated AEW personnel. No re-badging is expected; instead, AEW staff will assume full operational roles post-handover. A readiness assessment will be performed to confirm that all AEW personnel are trained and equipped to manage the system before developer support is withdrawn.

4. WORK EXECUTION DURING TRANSITION Routine operations, such as system maintenance, ticket logging, and inventory updates, will continue during the transition. All work packages will be frozen for new feature development during this period. The focus will be on ensuring system stability, performing documentation audits, and conducting end-user training without disrupting current workflows. 5. PROPERTY TRANSITION

5.1. Intellectual Property All documentation, wireframes, database schemas, and user manuals developed under this project are considered project deliverables and will be transferred to 355TH AEW ownership. Any third-party tools or code libraries used will be documented with license references. NDAs have been signed between the student team and AEW to safeguard confidential project data. 5.2. User Accounts and Passwords System admin and standard user accounts will be transitioned securely. A complete table of credentials (with placeholders for updates) will be maintained and delivered to the AEW IT department. The original developers’ access will be revoked upon project closeout. Account Name Access Level

Action Recipient admin1 Administrator

Transfer AEW IT Department devtest1

Developer Disable

N/A

6. KNOWLEDGE TRANSFER Knowledge transfer will be accomplished through a combination of: • System user manuals and technical documentation • One-on-one and group training sessions • Walkthrough videos and annotated diagrams • Post-handover support for 7 calendar days Training will target both IT staff and end-users, with an emphasis on data entry, project monitoring dashboards, and inventory tracking workflows.

7. SCHEDULE The transition will follow a structured timeline to ensure all key activities from documentation to deployment are completed in an organized and timely manner. Major milestones are outlined in the table below, indicating the critical phases of system readiness, deployment, and knowledge transfer.

Project Milestone Target Date (mm/dd/yyyy) • Project Initiation: April 25, 2025 • Requirements Gathering and Analysis: April 25 – May 05, 2025 • Development Phase: September 01 – September 30, 2025 • System Design Completion: October 13, 2025 • Testing and Quality Assurance: October 14- 15, 2025 • Training and Deployment: October 16- 31, 2025 • Project Closure and Evaluation: October 16- 31, 2025

8. HANDOVER AND ACCEPTANCE The formal handover and acceptance of the Infrastructure Project Monitoring and Equipment Inventory System will occur following the completion of all key transition milestones. The process will ensure that the 355th Aviation Engineer Wing (AEW) fully assumes control of the system and that all components, documentation, and training deliverables have been provided and verified. Handover will begin after the final deployment and documentation completion on October 10, 2025, as per the milestone schedule. A formal review will be conducted jointly by the development team and 355th AEW representatives.

The following criteria will be used to assess acceptance: • Successful deployment of the system for operational use • Completion of user training and support documentation • Resolution of all critical system bugs identified during testing • Confirmation that all administrative accounts and system credentials have been securely transferred • Signed acceptance checklist approved by AEW leadership

Acceptance Signatories: • Operations Officer, 355th AEW – Verifies deployment and usability • IT Officer, 355th AEW – Confirms secure access and technical readiness • Security Officer, 355th AEW – Confirms access control and policy compliance • Project Sponsor – Approves overall completion and deliverable compliance Once all signatures are obtained, the project will be formally closed, and post-deployment support (if required) will commence based on a mutually agreed support arrangement.

G16 Two Variables Infrastructure Project Monitoring System - apcjlquesada/APC_2024_2025_3rd_Term_PROJMAN GitHub Wiki

Table of Contents

PROJECT TITLE

Infrastructure Project Monitoring and Equipment Inventory System

PROJECT MEMBERS

Project Professor

Project Adviser

Project Team

COMPANY PROFILE

1. BUSINESS CASE

2. Project Charter

3. Stakeholders Management Strategy Plan

4. Stakeholder Analysis

5. Scope management

6. Schedule management

7. Cost management

8. OpenProject Work Breakdown Structure

9. OpenProjectWork Packages

10. Resource management

11. Quality Management

12. Risk management

13. Communication management

14. Change management

15. Implementation/Transition

⚠️ GitHub.com Fallback ⚠️

G16 Two Variables Infrastructure Project Monitoring System - apcjlquesada/APC_2024_2025_3rd_Term_PROJMAN GitHub Wiki

Table of Contents

PROJECT TITLE

Infrastructure Project Monitoring and Equipment Inventory System

PROJECT MEMBERS

Project Professor

Project Adviser

Project Team

COMPANY PROFILE

1. BUSINESS CASE

2. Project Charter

3. Stakeholders Management Strategy Plan

4. Stakeholder Analysis

5. Scope management

6. Schedule management

7. Cost management

8. OpenProject Work Breakdown Structure

9. OpenProjectWork Packages

10. Resource management

11. Quality Management

12. Risk management

13. Communication management

14. Change management

15. Implementation/Transition

⚠️ **GitHub.com Fallback** ⚠️

⚠️ GitHub.com Fallback ⚠️