Floor/Surface Cleaning Management Software

Project Management Group Project

Semester 2

Contents
1.     Project Description                                                                               3
1.1.            Project Charter                                                                              3
1.1.1.    Revised Project Objectives & Success Criteria                              4
1.1.2.    Preliminary Approach                                                                      5
1.1.3.    SDLC Model To Be Followed And Its Justification                          6
1.1.4.    Identified Stakeholders                                                                    6
1.1.5.    Start And Finish                                                                               8
1.1.6.    Budget Analysis                                                                               9
1.2.            Stakeholder Analysis                                                                    10
1.2.1.    Stakeholder’s Needs, Interests And What And How
They Want Info                                                                                10
1.3.            Communication Strategy With Stakeholders                               12
1.3.1    Communication Breakdown Strategy                                             13
2.     Project Scope Statement                                                                         15
2.1.            Product Scope Statement                                                            15
2.1.1.      Deficiencies With Existing System                                                 15
2.1.2.      What New System Can Do?                                                             16
2.1.3.      Product Acceptance Criteria                                                            18
2.1.4.      Project Deliverables                                                                         19
2.1.5.      Constraints That Can Be Encountered In Project                                23
3.     Work Breakdown Structure                                                                 23
3.1.            Work breakdown Structure Diagram                                            24
3.2.            WBS Dictionary                                                                            24

10.  Project Management                                                                                    24
10.1     Status Summary                                                                                     24

1.  Project Description
This is a project to create a software that deals with the Griffith University janitorial staff, their day-by-day participation, auto week-by-week wage era, everyday tasks, floor cleaning stock and stock for machines and devices utilized for cleaning floors.
This software is going to oversee floor covering cleaning administration for Griffith University Nathan campus. Griffith University Nathan campus has numerous theatres, gathering rooms, workplaces, lecture rooms, stairs, rugs, tiles and so on in distinctive structures and this product will have record of every one of these range, rundown of cleaning staff, suppliers who have supplied the type of floor covering and portrayal of cleaning procedures for diverse floor coverings.
This software will create day by day task for cleaning staff consequently as it will have points of interest of all the work finished and whatever is pending. These task can be downloaded by signing so as to log staff in with their ID. Once in a while at whatever point, there is a need for an emergency cleaning of floor coverings, because of some individual spilling any fluid on floors or some person walks in with filthy shoes. Any administrator staff can login with their ID to create a case which will be stacked in the software database and a programmed email will be sent to floor covering cleaning office who will pull any cleaning staff from his current assignment and request they go to the area which requires emergency cleaning. The task which has been dropped to organize the emergency cleaning will be recorded in software database on the staff’s ID by the facilities department and the task over which the emergency was relegated will be stacked in database for following day. The cleaning staff will get an additional payment added to the payroll for performing such task.
The software will likewise create the week by week report on the work done by every staff and as indicated by his/her wages every hour and number of hours worked in that week; it will create the aggregate wages.
1.1.  Project Charter
Project Title: Floor/Surface Cleaning Management Software for Griffith University – Nathan Campus
Project Manager:  Nathan Eikenbary
Company Name: Crystal Software Services Limited
Business Experience: Crystal Software Services Limited was established in year 1990 by our Chairman/Managing Director Mr Ben Bruce who holds a Master’s degree in Information Technology from Glasgow University. Our organization’s headquarters is located in Brisbane and it has been into the matter of software improvement for more than 20 years and has ventures worth of $8 million since its beginning. We represent considerable authority in creating software for Banks, Financial Institutions, Construction organizations, Warehouses and Accounting firms. We have some expertise in Enterprise Resource bundles, staff administration software, bookkeeping software and managing an account/money related software.
We have an exceptionally experienced group of software engineers, designers and testers which are listed below;
Nathan Eikenbary – Project Manager: Our Project Manager joined the association in 1990 as a software engineer and has been connected with us from that point forward. He has effectively finished 7 projects worth of $ 12 million in this compass of 25 years with Crystal Software Services Limited.
Carlos Castillo – Quality Analyst: He has been working with us since 8 years and has past experience of 10 years in Quality Analysis.
Mr. OlaleyeTaiwo – Senior Programmer/ Client Liaison: He has been working with us for 6 years and has past experience in programming. He is also filling in as Senior System Analyst as he has experience of over 20 years. He has been selected as Client Liaison for this project because of his astounding relational abilities and rank.
Mr. Adesegun – Database Programmer: He has been working with us for 16 years. He joined our association as a trainee and from that point forward he has been connected with us and has helped in completing projects worth over $ 8 million.
1.1.1.Project Objectives and Success criteria
S.No    Project Objectives    Success Criteria
1    Highly Effective    Software to accomplish an exceedingly successful Griffith surface cleaning system
2    Scope for Expansion    Software which would have scope for further development once it ends up being viable at Nathan campus
3    Record of all areas where carpet is being used    The product ought to have all available data about all structures, lobbies, theatre’s, stairs, and rooms which are secured under various floor types.
4    Unique Staff Sign In    Every janitorial staff member will have his/her own login ID.
5    Online and Admin staff Unique Sign in    Software ought to be online and open on all Administration staff system where they can sign in to log any emergency cleaning problem.
6    Interactive Audio/Video Trainer    Software will have great state of machines description, devices, fluids, Vacuum cleaners and so on which are utilized as a part of cleaning distinctive kind of floor in campus and strategies for cleaning which can be utilized to prepare the new janitorial staff.
7    Tasks Prioritization and auto stacking    Software will have the capacity to organize emergency cleaning task over the general day by day assignment doled out to staff and stack pending assignments for later culmination.
8    Auto Generation of Daily Tasks    The product ought to naturally create day by day assignment for janitorial staff and incorporate the capacities for prioritization of emergency maintenance over the general day-by-day assignments
9    Auto Payroll Generation    The product ought to keep janitorial staff participation and create week-by-week payroll automatically as indicated by number of hours worked by every staff.
10    Information on Suppliers    Software will have data on suppliers who are supplying the cleaning materials.
11    Auto Weekly Summary Report Generation    The week-after-week rundown report on assignments finished by all janitorial staff members and their payroll will be automatically messaged to ranking staff, Manager, and Head of Facilities Department
12    Supplier Details    Subtle elements of the considerable number of suppliers who are supplying the cleaning materials
13    Inventory Control    Software will keep up the stock of all items needed for the upkeep of flooring and everything will have a code. The item code will automatically be linked to the user and will show on the account of the user.
14    Warehousing    Where and what material is stored in which distribution centre.
15    Material in Stock and its cost    Software will keep up its own particular stock register which will indicate what all cleaning material is accessible on campus and its aggregate expense.
16    Ordered Material    Material Ordered and value estimates.
17    Material Usage    Records on utilization of material, date of issue, and issued to whom
18    Monthly Expenses    Auto Monthly Accounts on costs including staff payroll
19    Third party Vendor cleaning service and cost (if any)    On the off chance that a third party was enlisted for its ability, its name, expense and the expense will auto reflect in month to month cost estimation
*20    Integration with Email
1.1.2.  Preliminary Approach
This project is essential for our association as it is the first time when we are doing any University project, regardless of this project is not enormous but rather it will give us section to creating software’s for Universities. We will give our very best to make it an effective project so that in future we would have the capacity to offer for other University projects.
Our Preliminary methodology will be to figure out the insufficiencies in existing system for Managing cleaning work, booking, and payroll generation. We are going to converse with clients i.e. facility department staff and Admin staff with respect to what they feel about the current system and how it can be improved. We would utilize methods, for example, brainstorming, user criticism structures, and individual opinions.
We will spend days assembling the requirements and after that distinguish the feasibility of those requirements inside the indicated time and spending plan. It would not be conceivable to incorporate all requirements at this stage as the project is not considerably lengthy but rather we will allow time for change in the future according to the customer’s solicitation and thusly we are going to take after the V model SDLC approach.
At that point we are going to identify every single stakeholder who can impact the task and how we can advance their backing for the accomplishment of the project. We will then assess the definite cost and schedule to finish the project.
1.1.3. SDLC Model to be followed on the project and its justification
V-shape Model: We are going to take after the V-shape model for this task in light of the fact that this is not an expansive project.  Then again it has the possibility of extension from Nathan campus to various campuses.
We ought to understand the fact that clients must comprehend the methods and identify the phases of the project in a simple way.  Here is the place the V-Model seems to help us giving a general vision of all tasks in an inviting and obvious way.  Clients can either see or be directly involved in the improvement stage.  Furthermore, the V-Model allows for adaptability to return to the past stages and right any issues which were missing.  For example, if we experience any issue in the testing stage, we can fix the imperfections, while in the Waterfall model we are unable do that.
In our software for a cleaning system, the requirement that the clients need are obviously indicated in the scope and objective, which gives us a feeling of conviction about the client’s desires. However, in this project, it is not important to dispatch models to include more costs if the objectives are refined. Every one of these arguments bolster the choice of the V-Model for our project.
1.1.4.     Stakeholders
S.No    Name of Stakeholder    Primary Stakeholders    Roles and Responsibilities
1    Mr. OlaleyeTaiwo    Client Liaison
Also he is senior most programmer/system analyst    Correspondence and contact between Griffith University and Project Team. He will be dealing with correspondence between both substances i.e Griffith University and Project group. Aside from this Mr.Olaleye is the senior most software engineer and project analyst and he is by Project Manager in progressive system regulating planning and testing.
2    Mr. Brent Woods    Consultant/Intermediary appointed by Griffith    Expert reports straightforwardly to Griffith’s Vice Chancellor. He is the middle person between Vice Chancellor office and Project Manager.
3    Mr. Phil Van der Kley    Facilities Department of Griffith    Deals with all office requirements at Griffith Nathan campus. He is the head of Facilities Department under which the floor covering Cleaning administration comes.
4    Mr. Peter Bryant    Finance Department Griffith    Deals with all the budgetary regards identified, without which the projects advancement can be influenced. Has a vital part to play towards the project close out stage as he will be key individual on clearing the installment receipts.
5    Mr. Bruce Callow    Chief Information Officer of Griffith    He is the key individual for sanctioning the software specification throughout the design, development, and deployment stages.
6    Prof. Ian O’Connor    Vice Chancellor Griffith Uni    He is similar to the CEO of Griffith University and all of the office heads report to him. He deals with all financial matters, beginning of the project till its conclusion.
7    Ms. Jill Barkley    IT Manager Griffith    The individual who will be the middle-man between Griffith’s Chief information Officer and Project group on affirming Design reports.
8    Mr. Nathan Eikenbary    Project Manager    He reports to Project Steering Committee. He investigates devices and systems to see where, when, and what inputs are needed to obtain the certain yields
9    Mr. Carlos Castillo
Mr. Adesegun    Quality Analyst
Programmer/Programmer Database    They work with the Project Manager to take after the guidelines and add a defect-free software within scope, budget, and schedule.
Note: This is a contract based project where initial investment will be done by the Organization’s Owner.
Project Team: Roles and Responsibilities
*Project Manager:
•        A very experienced systems analyst with good management skills
•        Reports to the project steering committee
•        Heads the development team
•        Builds the development team
•        Coordinates the development, activities, and may participate in some of them i.e. preliminary analysis
•        Prepares the project plan and release plans and submits them to the project steering committee for approval
•        Approves the group plans
•        Prepares the project reviews and presents them to the project steering committee
•        Conducts progress reviews with the group leaders
•        Conducts change management meetings
•        Conducts meetings dealing with outstanding issues
•        Notifies the system manager of variances from plan and submits recommendations for corrective action
Development Team: Roles and Responsibilities
Database Designer:
•        Administrative unit responsible for corporate level database administration
•        Assigns database administrators to the project
•        Responsible for physical data modelling dictionary entries, to ensure integrity of all data
•        Participates as needed in implementing solutions to project team needs i.e. writing procedures, work methods, etc.
Systems Analyst:
•        Responsible for providing the following documentation items:
§  Partitioning of the system into programming units
§  Description of programming units
§  Definition of program communication data
§  Program specifications
§  Production run specification
§  Installation instructions
•        Reviews software components produced by programmers
•        Supports programmers in coding
•        Supports functional analysts and users in functional tests, system tests, and implementation
Programmer:
•        Responsible for coding the software components
•        Responsible for program unit tests
•        Supports analysts and users in functional tests, system tests and implementation
1.1.5       Start and Finish

This project’s tentative period of start and finish is 1st August, 2015 to 29th January, 2016. The project will go for a period of 120 (excluding Saturday and Sunday) business days which includes all the activities as described in Section 1.1.2 (Preliminary Approach). According to the plan, the time and people allotted to each activity are as follows:

No.    Phase    Duration
1    Initiation    3 weeks
2    Planing    3 weeks
3    Designing     5 weeks
4    Testing    5 weeks
5    Implementation    6 weeks

1.1.6. Budget

Crystal Software Limited has a budget plan of AUD 160,000 + 10,000(buffer) for this project which incorporates staff compensation, acquisition of server/hardware for setting up server centres at Griffith’s campus for running the software as it is incorporated in-house, providing the main reason that the expense is slightly higher for this little project. Our budget plan figuring gauges that a group of 5 individuals including Project Manager and 4 developers will labour for 40 hours for each week from 1st August, 2015 until 29th January, 2016 (Project Handover date). The budget estimate is provisional and it can shift if the requirements change from the client side or the project gets postponed because of any reasons.
Designation    Salary per Month    Total Cost of labour    Number of hours per week
Project Manager    AUD   8,000    AUD 55,000    40
System Analyst/Programmer    AUD   4,500    AUD 27,000    40
Programmer 2    AUD   3,500    AUD 21,000    40
Quality Analyst    AUD   3,000    AUD 18,000    40
Database Programmer    AUD   3,000    AUD 18,000    40
Total        AUD 139,000
We have evaluated that the internal work expense will be around AUD 139,000 while the Data Centre setup would cost approx. AUD 15,000 and remaining sum has been held to counter any expense varieties because of our internal hierarchical issues.
Consequently, we are expecting that the task aggregate expense will stay around AUD 155,000.

1.2     Stakeholder Analysis

1.2.1.   Stakeholder’s Needs, Interests And What And How They Want Information

Figure 1: Influence/Impact Grid

Names of People    Designation    Interest in Project    Information Needs    Mode of Information Delivery    Level of Engagement    Classification    Priority Level
Professor Ian  O’Connor
vc@griffith.edu.au    Vice Chancellor    Duration, cost    Finance, updates    meeting with executive committee    Supportive    Internal    High
Ms. Jennifer Trapp
j.trapp@griffith.edu.au
Executive Support Officer,
VC office    Safety, physical health    Cost, budget    Email    Supportive    Internal    Mid
Mr. Ben Bruce
b.bruce@crystalsoftware.com.au
Owner of Organization/Sponsor    Project duration    Finance, time, budget    Weekly meeting    Supportive    Internal    High
Mr. Phil Van der Kley
p.van@griffith.edu.au
Facilities Manager of Griffith    Safety, duration, final product    Cost. timeline, training    Email    Supportive    External    Mid
Mr. Lex Hayes
l.hayes@griffith.edu.au
Maintenance Supervisor    Final Product    Timeline, training    Email    Supportive    External    Mid
Mr. Bruce Callow
aiia@arinex.com.au    Chief Information Officer Griffith    Meets deadline, restrictions    Timeline    Email    Neutral    External    Mid
Ms. Jill Barkley
j.barkley@griffith.edu.au
IT Manager    Defect free    Implementation    Email    Neutral    External    Low
Mr.Peter Bryant
p.bryant@griffith.edu.au
Finance Officer of Griffith    Cost, Budget    Cost, Budget    Email    Neutral    External    Mid
Mr. TharmalingamSurendran
t.surendran@griffith.edu.au
Accounts Manager    Staffing, Cost, Budget    Cost, Budget    Email    Neutral    External    Mid
Mr. Nathan Eikenbary
@griffithuni.edu.au    Project Manager    Defect free, meet deadline within budget    All project information    Phone, text message    Supportive    Internal    High
Mr. TaiwoOlaleye
@griffithuni.edu.au    Client Liaison    Defect free    Budget, Progress    Text Message, Email, phone calls    Supportive    Internal    High
Mr. Carlos Castillo@griffithuni.edu.au    Quality Analyst    Defect free    Software, correct information    Phone calls, text message
Supportive    Internal     High
Mr. Enigbokan Adesegun
dsishaggy@yahoo.com
Programmer/Database Programmer    Software    Building/Flooring dimensions, stock, staff    Text Message, Email, phone calls    Supportive    Internal    High
Mr. Brent Woods
Brent.woods@globalservices.com
Consultant
Global Services Pvt. Ltd.    Defect free final product    Testing, implementation    Meeting     Supportive    Internal    High
End Users    Admin Staff    Final Product    Training     Flyers, signage,Emails    Neutral    External    Low

1.3. Communication Strategy With Stakeholders
Effective communication methodology ensures that more data is given to the right organization, at the right time and to the right group of people. Lacking communication methodology may prompt issues.  For example, delay in message conveyance, communication of data to wrong group of people, or stakeholder’s misunderstanding information on their end.
A communication framework will contain recorded methods characterizing who is to speak with whom, in what time period and through what medium.  There are communication techniques for each phase of the project life cycle that are in start; planning; execution and control; and in addition to closeout.
There is a typical vault for all communication methods and for all the real communication that has been conveyed. This archive is known as the knowledge base system that gives a review trail to any past communication and in addition gives a recorded database to be utilized amid project close-out and when anticipating the following comparative task.
1.3.1 Strategy at the time of Breakdown of communication:We have a few plans for communicating with stakeholders during communication breakdown:
1. Crisis Management Plan: We have this arrangement which manages communication breakdown issues which we will convey to every single key partner. This arrangement will list the entire rundown of our system for managing communication breakdown issues so that at whatever point there is a breakdown, stakeholders will pick the correct strategy as indicated by the arrangement. For example, if we have internet problems and we are unable to send messages, then stakeholders can contact us through telephone instead of anticipating why messages are not being sent by the project group. The segments of this arrangement are as per the following:
A) Audio Conferencing: We will keep a contact list of stakeholders, for example, cellular telephone and landline numbers so that in the occasion of communication breakdown, we can contact them through audio conferencing or phone calls.
B) SMS alerts: We have a course of action with service providers that, if the communication comes up short, they will send the SMS alerts to stakeholder’s devices to inform them of such breakdown.
C) 3G/4G USB Internet Dongles: We have 4 dongles which will be given to project group to get to the web if there should arise an occurrence of nearby system breakdown or shortcoming in our line originating from the service supplier.
D) Two lines from different Service Providers: We have substitute telephone lines originating from two service suppliers in our office building. The lines can be utilized  if either one falls flat.
Stakeholders    Information/Documents to be provided to Stakeholders    Frequency
And How    Purpose    Stage    ACK
required
Professor Ian  O’Connor
Ms. Jennifer Trapp
Mr. Richard Harris
Whole Project Team    Requirements documentation is the description of what the particular software does or shall do. It is used throughout development to communicate what the software does or shall do. It is also used as an agreement or as the foundation for agreement on what the software shall do. Requirements are produced and consumed by everyone involved in the production of software: end users, customers, product managers, project managers, sales, marketing, software architects, usability engineers, interaction designers, developers, and testers, to name a few. Thus, requirements documentation has many different purposes.    Regularly
Hard copies,
Email,
Presentations    User’s Requirements    Analysis    No
Mr. Olaleye
Mr. Castillo
Mr. ADE
Mr. Eikenbary    Design Documents: It includes the High Level Design and Low Level Design documents. This will include desired software features in detail, and functional hierarchy diagrams, screen layout diagrams, tables of business rules, business process diagrams, pseudocode, and a complete entity-relationship diagram with a full data dictionary. These design elements are intended to describe the software in sufficient detail that skilled programmers may develop the software with minimal additional input.    Regularly
CD/DVD
Hard Copy/Email
Presentation    Clear idea about the software being designed    Design    Yes
Mr. Olaleye
Mr.Castillo
Mr. ADE
Mr. Eikenbary
Mr. Bruce Callow    Development Document: This will include the code of the software which can be used in the future by developers, testers, and also the end customers or clients using this software application.    One-time
CD/DVD
Online Upload    Client can modify, replace or remove any functionality from software in future    Development    Yes
Griffith’s Admin and Carpet Cleaning Staff    User Documentation: It will describe the procedures for installation, system requirements, basic troubleshooting, and a help menu. It will also have a training guide and videos on how to use the software    One-time
Hard Copy
CDDVD
Online Upload
Email    How to install and use software    Closure Stage    Yes
2.    Project Scope Statement
Griffith’s Nathan campus has numerous theatres, meeting rooms, workplaces, speaker rooms, stairs, floors, rugs, and tiles, etc. This software will be provisioned to keep records of a wide range of flooring introduced at distinctive areas in campus. Besides, it will help to enhance the adequacy and effectiveness of the all cleaning staff and will permit the cleaning managers to control the working times and the scheduled works.
A lot of flooring (tiles, rugs, and marbles) has been made for diverse purposes and every floor requires various types of supplies (machines and fluids), strategies, tasks, and assets for cleaning and which must be performed by professionals. This test should be secured for our expert service and our qualified staff.
2.1. Product Scope Statement
2.1.1. Deficiencies with Previous System
The Facilities Maintenance division’s current software was purchased when Nathan campus was little and has exceptionally constrained elements. It is much like an excel document which is physically re-designed by staff on who is doing what and the amount of work performed in manual pay rate estimation. It needs stock control or checking of work done by staff. Accordingly, there are loads of grievances from Admin staff that floors  are not being tidied up on scheduled as fancied and cleaning staff is not performing their employments legitimately. In the event that there is crisis then Admin staff needs to call the Facilities division to send the cleaner, however, because of absence of observing, Facilities office is not ready to follow out which cleaner is free. Therefore, they are unable to provide adequate service on time.
“We conversed with a few Admin staff individuals and students on their opinion about proficiency of tiles cleaning staff and 70% individuals were not fulfilled by their services.
In this IT sagacious world where individuals anticipate that the software will deal with gathering, including, controlling, saving, recuperating, and overhauling the information, individuals would prefer not to invest their time in the things which software can do in light of the fact that profitable time can be utilized for other important and valuable exercises. This is where this new software will assume control from the old software which held a greater amount of “user dependent” software as opposed to being a “user helper”.
2.1.2. What New System Can Do?
This new software is going to deal with all the aforementioned issues as it will have  intuitive login access, auto checking, stock control, auto wage figuring, and day-by-day tasking. Griffith’s Nathan campus has numerous theatres, meeting rooms, workplaces, lecture rooms, stairs, floor, tiles, rugs, marbles and so on. This software will be provisioned to keep record of a wide range of floor coverings introduced at diverse areas in campus. There are various types of floor coverings on the planet for diverse purposes and every floor covering requires various types of apparatuses (machines and fluids), systems, task and assets for cleaning and which must be performed by experts.
Approvals required: Approvals required from the following parties to commence the project.
Griffith’s CIO: Mr. Bruce Callow
Griffith’s Facilities Manager: Mr. Phil Van der Kley
Project Sponsor: Crystal Software Services Limited Owner-Mr. Ben Bruce
Vice Chancellor: Prof. Ian O’Connor, Griffith University
Functional Requirements Table
FR No    Functional Requirement    Priority    Priority Rating
FR 1    Software to accomplish an exceedingly powerful floor  cleaning software against the past software utilized by Griffith University    D    L
FR 2    Software which would have scope for further development once effective at Nathan Campus    M    H
FR 3    The floors will record the measurement of structures and what number of rooms and lobbies the building has.    M    H
FR 4    Every floor cleaning staff will have his/her login ID on Griffith’s Intranet web interface where they can access from anywhere on web and check their day-by-day assignments.    M    H
FR 5    Software ought to be online and open on all Administration staff systems where they can sign in to log any room requiring emergency cleaning.    M    H
FR 6    Intuitive Audio/Video Trainer    D    M
FR 7    The software ought to consequently create day-by-day task for floor covering Cleaning Staff and incorporate the capacities for prioritization of crisis upkeep assignments over the general everyday task.    M    H
FR 8    The software ought to keep up the Cleaning staff attendance and create week-by-week payroll as indicated by number of hours worked by every staff.    M    H
FR 9    Each week, outline reports on tasks finished by every cleaning staff and their payroll will be messaged to higher level staff, Manager, and Head of Facilities Department.    M    H
FR 10    Subtle elements of all present suppliers who are supplying the floor cleaning material to Griffith University. The data on suppliers won’t be older than 1 January, 2008    O    L
FR 11    Stock of all items needed for the maintenance of floors will have an item code.    M    H
FR 12    Where and what material is stored in which distribution centre.    M    L
FR 13    Software will utilize a third party software to send an email with the day-by-day tasks on cleaning staff’s email ID so there won’t be a need to login to Griffith’s system and download their task.
FR: Functional Requirements
Priorities: Mandatory (M), Desirable (D), Optional (O)
Mandatory requirements: They are the critical requirements that must be implemented
Desirable requirements: They are the highly recommended requirements that should be implemented
Optional requirements: They are the best practice requirements and help to improve the performance of the system and for that reason may be implemented.
Priority Rating: High (H), Medium (M), Low (L)
2.1.3. Product Acceptance Criteria
The Product Acceptance criteria can be depicted as follows:

Stage    Acceptance Criteria
Requirement Analysis Complete    The design group has audited the analysis document according to the requirements of the clients.
An analysis of the document has been done by the development group, and they considered it to be suitable and adequate to begin the improvement.
The testing group has checked the analysis documents and expressed it to be right for testing.
The project manager has weighed in the application’s necessity according to the scope and deliverable identified during initiation.
Application Design Complete    The design group has made the design document to be consistent with the analysis document.
An analysis of the document has been done by the development team, and considered it to be proper and adequate to begin the improvement.
The testing group has checked the design documents and expressed it to be right for testing.
Development & Integration    Development and integration is done as per the analysis and design phase requirements.
All testing bugs are fixed by the team.
Testing    The testing does not change the application.
All bugs are fixed amid execution stage.
Implementation and Go live    Issues highlighted in every stage of application are attended to.
Change Management    Every change that was identified according to the change management plan are joined in the system
Maintenance and Support    All issues are attended to by the group as needed.
Updates are made in accordance with the University requirements
Project Closure    All requirements identified in the scope and change management plan are implemented.
Access has been granted to users, and also training has been provided.
2.1.4.     Project Deliverables
Stages in the Project    Deliverables    Whom to be given
Planning    1.      Project Charter: A Project Charter is a statement of the scope, objectives and participants in a project and is a critical document to ensure that everyone involved in the project is aware of its purpose and objectives.

2..      User Requirements Document: This document defines the requirements of users for which this project has been initiated.    Project Manager,
Sponsor,
Owner,
Consultant
Project Manager,
Development Team,
Sponsor,
Organization’s Owner,
Consultant,
CIO Griffith
Project Plan: The Plan will be useful for planning assumptions and decisions, to facilitate communication among stakeholders, and document approved scope, cost, and schedule baselines.
Scope Statement: This statement details the project deliverables and describes the major objectives. The objectives will include measurable success criteria for the project.
Control Scope: This document will define how the scope will be monitored, controlled and how actual results will be compared against the scope baseline to determine if a change, corrective action, or preventive action is necessary.
Communication Management Plan: When, where, how and to whom to communicate.
Weekly Summary on progress: Weekly progress report
Minutes of Meeting: Meeting minutes are the written or recorded documentation that is used to inform attendees and non-attendees of the happenings during the meeting. The meeting minutes are generally taken or recorded during a meeting so that participants have a record of what happened during the meeting.
Change Management Plan:  This is a plan that the project team submits to the clients to understand and agree upon key terms if changes in scope are to be incorporated in the system.
Software Requirement Specification: It targets the system requirements of users which the software has to target and developers need to develop software that would be compatible on those systems.    All of the people mentioned below
Project Manager,
Development Team,
Testing Team,
Sponsor,
Organization’s Owner,
Consultant
Designing    Software Development Document – details the provisions, including specific coding instructions, unit test cases, and scripts, for developing each unit or module of the system; also includes development procedures for issue tracking and configuration management and any other information that aids in building the functionality of the system
System (Application) Software – files or set of files that contain the application or software code on discs or other media.
Change Request Form: A form which follows any change request from client.
Change Logs: Any changes conducted in product against the project baseline are recorded and issued to client from time to time.
Conversion Plan (Update) : describes the strategies and approaches for converting/migrating data from an existing system to another hardware or software environment.    All of the people mentioned below
Project Manager,
CIO of Griffith,
Consultant,
Software Development team,
Software Testing team
Testing and Implementation    Test Data – contains dummy data used for testing; the data is not sensitive or live.
Integration Document – describes the assembly and interaction of the hardware, software, and any other components of the system.
Test Analysis Report(s) – presents a description of the unit tests and the results mapped to the system requirements; also identifies system capabilities and deficiencies.
Implementation Plan (Update) – describes how the information system will be deployed as an operational system.
Operations Manual or Systems Administration Manual – The Operations Manual focuses on mainframe systems; the Systems Administration Manual is oriented toward distributed (client/server) applications.
Maintenance Manual – details effective system maintenance. Appendices might document maintenance procedures, standards, or other essential information.
Training Plan – outlines technical and user training needs on the new or enhanced information system.
User Manual – describes to end users how to make full use of the information system, including system functions and capabilities, contingencies, and alternate modes of operation, and step-by-step procedures for system access and use.
Installation and Training to Users: It is as part of the agreement between Project team and client to install software on systems and provide the training.    All the people mentioned below
Project Manager,
CIO of Griffith,
Consultant,
Software Development team,
Software Testing team
Close-out    Lessons learned: This document will list all the lessons learned regarding budgeting, procurement, communication, what did not go well in project, what needs to be changed, and what was learned while dealing with customers.
Feedback from End users: Feedback collected from users after the software is deployed and accepted by users.
Project Closure/Handover Report: This report is formally handed over to the Sponsor.    Project Manager,
CIO of Griffith,
Consultant,
Software Development team,
Software Testing team.
2.1.5. Constraints That Can Be Encountered In Project
•             This project is on an agreement base where the cash will begin streaming once the design has been given over and sanction by Griffith University. Until then, the project will be financed by the proprietor of association. Any postponements in the first instalment may influence the advancement of the project.
•             Any change demand by the client can build the time and expense of the project.
•             Any delay in regards to the project being approved from the client for any reason outside of the project can influence the advancement of work in the project.
•             It is thought that there won’t be a change with the system introduced at Griffith University for the next six months till this software is designed, however any adjustment in details ought to be conveyed to see before the testing stage else alterations in design to suit new specification can lead to the system being delayed.
It is conceivable that the data gathered on suppliers, floor covering areas and structures may get obsolete or change inside of the project life cycle, it is required on customer to advise any progressions to us with the goal that it can be overhauled in the software’s database.
3. Work Breakdown Structure
Work Breakdown Structure Definition
The Work Breakdown Structure (WBS) characterizes all work bundles for the Floor covering Cleaning Project. These incorporate all tasks, resources, and deliverables. Each work bundle in the WBS is characterized in the WBS and will help in resource planning, completion of task and guaranteeing deliverables meet project necessities.
The floor/surface cleaning project schedule will be kept as a MS Project Gantt Chart by the Project Manager. Any proposed changes to the schedule will take after Crystal Software Services Limited change control process. On the off chance that set up limit controls may be surpassed, a change request will be submitted to the Project Manager. The Project Manager and group will focus the effect of the change on the schedule, cost, resources, scope, and risk.

3.1 Work Breakdown Structure Diagram

This WBS was designed on incremental form.

3.2. WBS Table

ID    Task name    Durations    Predecessors
1    Initiation
1.1    Select Project Manager
1 day
1.2    Set Project Group
3 days    1.1
1.3    Cost evaluation
5 days    1.2
1.4    Documentation
6 days    1.3
1.5    Group Stakeholders
2 days    1.4
1.6    Initiation closing    3 days    1.5
2    Planning        1.1, 1.2, 1.3, 1.4, 1.5, 1.6
2.1    Interview Stakeholders
5 days
2.2    Identify objectives
3 days    2.1
2.3    Communications forms    1 days    2.2
2.4    Develop requirements
6 days    2.3
2.5    Feedback requirements    2 days    2.4
2.6    Planning closing
4 days    2.5
3    Designing
1.1, 1.2, 1.3, 1.4, 1.5, 1.6, 2.1, 2.2, 2.3, 2.4, 2.5, 2.6
3.1    Analysing requirements    3 days
3.2    Definition technique  to use for the requirements
3 days    3.1
3.3    Software and hardware documentation
5 days    3.2
3.4    Design software
10 days    3.3
3.5    Install new hardware
2 days    3.4
3.6    Designing closing
4 days    3.5
4    Testing        1.1, 1.2, 1.3, 1.4, 1.5, 1.6, 2.1, 2.2, 2.3, 2.4, 2.5, 2.6, 3.1, 3.2, 3.3, 3.4, 3.5, 3.6
4.1    Software testing
3 days
4.2    Hardware testing
5 days    4.1
4.3    Training
2 days    4.2
4.4    Stress testing
3 days    4.3
4.5    Users Id testing
2 days    4.4
4.6    Documentation testing
5 days    4.5
4.7    Feedback testing
2 days    4.6
4.8    Testing closing
5 days    4.7
5    Implementation        1.1, 1.2, 1.3, 1.4, 1.5, 1.6, 2.1, 2.2, 2.3, 2.4, 2.5, 2.6, 3.1, 3.2, 3.3, 3.4, 3.5, 3.6, 4.1, 4.2, 4.3, 4.4, 4.5, 4.6, 4.7, 4.8
5.1    System testing
4 days
5.2    Testing workflow
2 days    5.1
5.3    Evaluation training
3 days    5.2
5.4    Documentation implementation
6 days    5.3
5.5    Software licensing
2 days    5.4
5.6    User acceptation
3 days    5.5
5.7    Feedback implementation
2 days    5.5
5.8    Closing implementation
6 days    5.6

4. Estimation
4.1    Choice of Technique
Like any other project, this project is faced with the challenge of estimating the required effort, time and resources to complete the project activities. This is because of the uncertainties that are associated with the numerous project activities and the uniqueness exhibited in this projected. In order to ensure success of the project, it is thus necessary to employ specialized and accurate estimation tools. The estimations in this project will be handled by the COCOMO II, COSYSMO and supported by the Function Point system of Estimation (FPSE).

4.2    Justification
The Constructive Cost Model (COCOMO II) provides an estimate for many crucial project factors such as effort, schedule and costs for modern software development projects. This model was deemed suitable because it is specialized in making estimates for modern software projects and is based on extensive database of completed and future projects data. Remarkably, it is suitable for scenarios that involve desktop development, adaptation of off-the-shell software tools and code reusability. Definitely, this covers the project for Griffith University titled, Surface Cleaning Management Software. The Function Point system of Estimation (FPSE) was also selected for this project because it is necessary in determining the function points required in the COCOMO II Model. In COCOMO II, a program’s size is defined in terms of lines of codes or function points. And the following factors namely, ILF (Internal Logical files), Data Element Type (DET), Record Elements Types   (RET), and File Types Referenced (FTR) are used to produce count of function points.

Moreover, it can be noted that the COCOMO II suits well the V model SDLC approach taken for this project. In other words, the COCOMO II makes estimates based on the function points which in the SDLC approach are well defined. It is worth noting that the SDLC approach has every aspect of the project or phases completed once and for all before moving to the next. This help make estimation more precise.

4.3    Estimation
The COCOMO tool used was available from the following URL; http://csse.usc.edu/tools/COCOMOII.php
The first step of the estimation process is to determine the number of function points which done through the following table;
Table 1: Determination of function points
No.     Functionality     Affected Functionality
Requirements      Group     Type     FP
1    The software must have a secured administrative dashboard to perform numerous tasks including data entry and retrieval of reports     FR5    External inquiries (EQ)

External Output  (EO)

EIF
Complexity: Average

RETs: 2
DETs:8
FTR:  1    9
2    The admin will have the capacity to  add suppliers and cleaners to the database    FR5    ILF    Complexity: High

RETs:1

DETs: 12    5
3    Software ought to be online and open on all Administration staff systems where they can sign in to log any room requiring emergency cleaning.
FR5    EI    Complexity: High

RETs:1

DETs: 9    7
4

Information on ‘buildings’ entity which include (Building ID, Building Name, Building  Manager, Dimensions) and  ‘rooms’ entity  (Room ID, Room Number , dimensions, types[theater/ hall], Building ID)

FR3    ILF    Complexity: High

RET: 2

DET: 8    2
5
Staff details including Staff ID, First Name, Last Name, Middle Name, Mobile Number, Email  Address, Insurance Number and staff category (Admin/ junior/ subordinate )  and Wage rates will be stored by the System

.    FR4    ILF    Complexity: High

RETs:1

DETs: 7    7
6    Every floor cleaning staff will have his/her login ID on Griffith’s Intranet web interface where they can access from anywhere on web and check their day-by-day assignments.

FR4    EO    Complexity: High

RETs:3

DETs: 7    6
7
The roles for the staff from Facilities department will include;

Adding, updating and deleting information about the suppliers    FR5    EI    Complexity: High

RETs:1

DETs 1    7
8    The System’s support will include Intuitive Audio/Video Trainer to assist in developing and managing the cleaning staff     FR6    EO    Complexity: High

RETs:1

DETs 1    8
9    The software ought to consequently create day-by-day task for floor covering Cleaning Staff and incorporate the capacities for prioritization of crisis upkeep assignments over the general everyday task.

The daily Tasks will be generated with respect to the dimension data for rooms/ buildings.
FR7        Complexity: High

RETs:1

DETs 1    7
10    Software which would have scope for further development once effective at Nathan Campus
FR2        Complexity:  High

FTR: 1
DET: 13
7
11
The software must support Entry of Data about hours worked  by employees which
include staff ID, attendance time     FR8    EIF    Complexity:  High

FTR: 1
DET: 13
7
12    Each week, outline reports on tasks finished by every cleaning staff and their payroll will be messaged to higher level staff, Manager, and Head of Facilities Department.

FR9    EO    Complexity:  High

FTR: 1
DET: 11
4
13
The software must have report that lists
Subtle elements of all present suppliers of the floor cleaning materials to Griffith University. The data on suppliers won’t be older than 1 January, 2008    FR10    EO    Complexity:  High

FTR: 1
DET: 12
4
14
The system will store information on all items needed for the maintenance of floors including; ( item code, item name, descriptions, quantity, price)     FR11    EIF    Complexity:  High

FTR: 1
DET: 8
4
15
Auto generated System reports which show Where and what material is stored in which distribution center.
FR12    EQ    Complexity:  High

FTR: 1
DET: 7
8
16    Software will utilize a third party software to send an email with the day-by-day tasks on cleaning staff’s email ID so there won’t be a need to login to Griffith’s system and download their task.    FR13    EO    Complexity:  High

FTR: 1
DET: 11

5
TOTAL                 97

When making estimations using the function point technique, certain procedures and assumptions were made to help in the calculation of function points. The assumptions were derived from the system requirements and the speculations of the analyst. The obtained function points were used in the COCOMO II and COSYSMO tool available from URL mentioned above. The other configurations are shown in the figures below;

Results
The results of running the configuration values to COCOMO II and COSYSMO tool are shown in the figure below;

5. Schedule

5.1    Gantt Chart
Gant chart is a crucial tool for showing the project duration, schedules and progress, and as such it will be used in the project. The following is a summary Gant chart prepared for titled, Surface Cleaning Software;

5.2    Critical Path

The critical path denotes the tasks that take the longest time in project. In the case of tiled, Surface Cleaning Software, the design phase and the implementation took the longest time implying they were the most important tasks.

5.3 Work Schedule
The staff and stakeholders of the project have been assigned duties as shown in the table below. However, it is important to note that the other stakeholders other than the project manager and the development team will be required majorly in initiation and planning phase.
ID    Task name    Durations    Predecessors     Resource Name
1    Initiation
1.1    Select Project Manager    1 day        Project Managers & Development Team
Mr. Nathan Eikenbary,
Mr. TaiwoOlaleye
Mr. Carls Castillo
Mr. Enigbokan Adesegun
Mr. Brent Woods

Other Stakeholders
Professor Ian  O’Connor
Ms. Jennifer Trapp
Mr. Ben Bruce
Mr. Phil Van der Kley
Mr. Lex Hayes
Mr. Bruce Callow
Ms. Jill Barkley
Mr.Peter Bryant
Mr. TharmalingamSurendran

1.2    Set Project Group    3 days    1.1
1.3    Cost evaluation    5 days    1.2
1.4    Documentation    6 days    1.3
1.5    Group Stakeholders    2 days    1.4
1.6    Initiation closing    3 days    1.5
2    Planning        1.1, 1.2, 1.3, 1.4, 1.5, 1.6
2.1    Interview Stakeholders    5 days
Project Managers & Development Team
Mr. Nathan Eikenbary,
Mr. TaiwoOlaleye
Mr. Carls Castillo
Mr. Enigbokan Adesegun
Mr. Brent Woods

Other Stakeholders
Professor Ian  O’Connor
Ms. Jennifer Trapp
Mr. Ben Bruce
Mr. Phil Van der Kley
Mr. Lex Hayes
Mr. Bruce Callow
Ms. Jill Barkley
Mr.Peter Bryant
Mr. TharmalingamSurendran

2.2    Identify objectives    3 days    2.1
2.3    Communications forms    1 days    2.2
2.4    Develop requirements    6 days    2.3
2.5    Feedback requirements    2 days    2.4
2.6    Planning closing    4 days    2.5
3    Designing        1.1, 1.2, 1.3, 1.4, 1.5, 1.6, 2.1, 2.2, 2.3, 2.4, 2.5, 2.6    Project Managers & Development Team
Mr. Nathan Eikenbary,
Mr. TaiwoOlaleye
Mr. Carls Castillo
Mr. Enigbokan Adesegun
Mr. Brent Woods

3.1    Analyzing requirements    3 days
3.2    Definition technique  to use for the requirements     3 days    3.1
3.3    Software and hardware documentation    5 days    3.2
3.4    Design software    10 days    3.3
3.5    Install new hardware    2 days    3.4
3.6    Designing closing    4 days    3.5
4    Testing        1.1, 1.2, 1.3, 1.4, 1.5, 1.6, 2.1, 2.2, 2.3, 2.4, 2.5, 2.6, 3.1, 3.2, 3.3, 3.4, 3.5, 3.6    Project Managers & Development Team
Mr. Nathan Eikenbary,
Mr. TaiwoOlaleye
Mr. Carls Castillo
Mr. Enigbokan Adesegun
Mr. Brent Woods

4.1    Software testing    3 days
4.2    Hardware testing    5 days    4.1
4.3    Training    2 days    4.2
4.4    Stress testing    3 days    4.3
4.5    Users Id testing    2 days    4.4
4.6    Documentation testing    5 days    4.5
4.7    Feedback testing    2 days    4.6
4.8    Testing closing    5 days    4.7
5    Implementation        1.1, 1.2, 1.3, 1.4, 1.5, 1.6, 2.1, 2.2, 2.3, 2.4, 2.5, 2.6, 3.1, 3.2, 3.3, 3.4, 3.5, 3.6, 4.1, 4.2, 4.3, 4.4, 4.5, 4.6, 4.7, 4.8    Project Managers & Development Team
Mr. Nathan Eikenbary,
Mr. TaiwoOlaleye
Mr. Carls Castillo
Mr. Enigbokan Adesegun
Mr. Brent Woods

5.1    System testing    4 days
5.2    Testing workflow     2 days    5.1
5.3    Evaluation training    3 days    5.2
5.4    Documentation implementation    6 days    5.3
5.5    Software licensing    2 days    5.4
5.6    User acceptation    3 days    5.5
5.7    Feedback implementation    2 days    5.5
5.8    Closing implementation    6 days    5.6    Mr. Nathan Eikenbary,
Mr. TaiwoOlaleye
Mr. Carls Castillo
Mr. Enigbokan Adesegun
Mr. Brent Woods

6. Budget & Procurement
6.1. Budget
6.1.1 Planned Budget

In order to initiate and complete the carpet cleaning project in time, Crystal Software Limited will require all the resources for different parts of the activities in the project to be acquired and brought together. All the other resources that Griffith University does not have and has to acquire will form part of the planned budget. From the feasibility study, it occurred that that the university will be obliged to budget for staff compensation, acquisition of server/hardware for setting up server centers at Griffith’s campus for running the software as it is incorporated in-house, utility expenses and printing.  All these expenses will amount to a budget plan of AUD 160,000 + 10,000(buffer).

6.1.1.1. Staff Costs
In regard to staffing, Crystal Software Limited plan to allocate a total of 5 members to the project. This will constitute of a project manager and 4 developers each estimated to work for 40 hours a week for 6 months. Since different members of the staff have different levels of enumeration, the labor costs will computed by finding each staff’s cost of labor for 6 months  by multiplying by the monthly salary  and then summing them up. This gives a total of AUD 139,000 (Table below).

Designation    Salary per Month    Total Cost of labor    Number of hours per week
Project Manager    AUD   8,000    AUD 55,000    40
System Analyst/Programmer    AUD   4,500    AUD 27,000    40
Programmer 2    AUD   3,500    AUD 21,000    40
Quality Analyst    AUD   3,000    AUD 18,000    40
Database Programmer    AUD   3,000    AUD 18,000    40
Total        AUD 139,000

It is important to note that this budget is provisional and is subject to change if the requirements are altered by clients or the project postponed for some reasons.

6.1.1.2. Hardware and Software Procurement Costs

Considering the nature of this project as described from the preliminary analysis and estimation, multiple hardware and facilities will be required to run the project. These include;

•    Computer systems
•    An advanced server
•    Java 2 development kit (Free)
•    SAN Box
•    Oracle Internet application server
•    Oracle 11g Express edition (Free)
•    The oracle database Standard Edition

The costing and justification of these resources are as follows;

Hardware /Software     Justification     Specification     Quantity    Unit
Price     Total Cost
Desktop computers      For Java and Database Programming     Processor: Core i5
Memory: 8GB DDR 3
Graphics Card: 2GB EVGA® NVIDIA® GeForce™ GT 740
2    AUD800    AUD1600
Laptop computers     For work in the field beside Java and Database  programming     Processor: Core i5
Memory: 8 GB DDR 3 SDRAM
Hard Drive: 750 GB SATA Hard Drive
OS: Windows 8.1    4    AUD900    AUD1800
Advanced Server

(HP G7 DL165 (590261-001)G7
(Server) with Free Windows Server 2012 Standard Edition preinstalled on server)
It is necessary for setting up a server that will host the carpet cleaning application and its database for online access by the users.

Processor: AMD Opteron (12 Core Processor)
Memory: 16 GB RAM expandable to 256 GB
Total Processors: 2
1    AUD5000    AUD5000
Storage Area Network (Box    It is vital for providing redundant and secured data storage with data retrieval and recovery capabilities.
Temperature: 10 to 35 degree Celsius
Hard Drives: We are going to use 12( 3.5”- 7200  and 2 TB each) SAS hard drives for total capacity of 24 Terabytes    1    AUD5400    AUD5400
Java 2 development kit    Essential for building web interfaces for the application             FREE
Oracle database    For Building Database     Oracle         FREE
Oracle Internet Application Server Standard Edition    Allow for online manipulation of the cleaning carpet application      (Single Processor License)
Oracle charges per Processor license    2    AUD11500    AUD23000
Oracle Database Standard Edition One Client    Essential for development and running of the cleaning software. It will be connected to the application server to the serve online users.
This will store the Griffith surface cleaning Database and Oracle charges per Processor License    1    AUD 5800    AUD5800
Data Center set up costs    Trivially important                 AUD1500
Total            AUD 44100

The total cost obtained here is the cost for the 4 computer systems laptops and desktops, server, SAN box, server & database software, and the charges for installation.

6.1.1.3. Printing Costs
For the purpose of communication and documentation, this project will be printing documents both colored and black/white. Given that the project is estimated to make a total of 600 black and white prints, and 200 color prints a day, the cost of doing this will be $4800. This illustrated in the table below;
Prints    Cost Per Page    Prints Per day     Number of Days    Cost
Black and White     $0.10     100    120    1200
Colored    $0.30     100    120    3600
TOTAL    4800

The cost of printing colored and black/white are assumed to be $0.3 and $0.1 respectively.

6.1.1.4. Utility Expenses
The cost of the utilities within the office and in the course of duty is estimated to be $5000 based on the records from previous projects.

6.1.1.5 Summary Budget
The accumulation of all the different costs gives AUD192, 900 which is the planned budget for running the project.
Item     Cost
Staff compensations     AUD139,000
Hardware and Software Procurement Costs    AUD44100
Utility Expenses    AUD5000
Printing Costs    AUD4800
Total    AUD192,900

It is important to note that the hardware and software required for the project will be acquired and set up at the beginning of the project. This will allow for simultaneous development and testing of the application and its environment as the project advances. The staff compensation, utility and printing costs will be paid as the months close.
6.1.2.    Cost Management
The budget of the titled, Surface Cleaning Software will be planned and controlled through the following techniques;
Cost Budgeting
This allows the project to know the estimate cost and avoid going over the planned budget. The project budget has been estimated from the required resources and the current market prices to be a cost of AUD192, 900. The internal work expense will be around AUD 139,000 while the hardware and software will be AUD44100 including the data centre setup cost which amount to AUD 15,000.
A contingency plan worth $30,000 is set underway to address the unpredictable issues that might arise in the course of the project.
Earned Value Management (EVM)
This framework is essential for determining how the project will put up with the planned budget to earn value anticipated by the client. While it is expected that a project should be completed within a set a budget, it might be completed with a less cost or even have the completion cost exceed the initial cost. It is EVM that is used to predict the variances from standard cost and hence inform the project manager and the team on how to proceed in case of over late finish or over budget. This technique uses such terms as Earned Value, Cost Performance Index (CPI), Schedule Performance Index (SPI) and Cost Variance which as illustrated in the table below
For this project, EVM will be conducted in three stages given that it is a small project. The first stage will be from initiation point to presentation of Software Requirements whereas the second phase will include design and development of the Application and the third phase, Testing and implementation of the application.  The key cost management indicators will be determined as the project progresses.
Performance Indicator     Description     Value     Interpretation
Work Completed     Proportion of the targeted work in terms of %    30%
Time to Be completed     In Weeks      6/22 weeks
Budget
Actual cost     The costs already undertaken by the project including labour and acquisition of hardware & software
Earned Value    Earned value = % of work complete * budget

Cost Performance Index(CPI)    CPI = Earned Value/Actual Cost        CPI >1        => Within schedule and cost less the planned budget
CPI <1       =>over spend and behind schedule

Schedule Performance Index(SPI)    SPI= Earned Value/Planned Value        SPI >1          =>The project is likely to be finished early
SPI <1          => The project is likely to be late

Cost Variance    Cost Variance = Earned Value/Actual Cost        + (positive)   => the Progress is good
-(Negative)   => the Progress is bad

calculate Schedule Variance (CSV)     CSV = Earned Value-Planned Value        CSV <1    => Project is behind schedule
Final Cost     Final cost = Budgeted Cost/Cost performance index        =>The cost is below the budget
=> The cost is actual budget
Final Planned Duration (FPD)    FPD  = PPD/SPI        ?    The project  is time
?    The project is above time
Handling of Change Requests
Since change requests have cost implications, they, too must be managed. The changes can come from the client side or the project team.  When the changes come from the client side, the associated costs increments will be catered for by the clients. However, when the loss comes from our side, those will be losses that we will have to incur. It is worth noting that the cost variances will be determined using the earned value management cost indicators in the table above.