ASSIGNMENT 1 MANAGING a SUCCESSFUL COMPUTING PROJECT unit 06 managing a successful computing project

Project charter

Project Name: Virtual Assistant for order in restaurant (ORAI)

Executive Sponsors: Tran Quang Huy - Head of R&D department

Impact of project: Technology solutions to help order food at restaurants

Project Tran Quang R&D 0795541090 Supermido1996@gmail.com

Team Members: Huynh Thai R&D 01215541090 Thaihieuhuynh1752@gmail.com hieu

Nguyen Ha R&D 0702477602 kieumynguyenha@gmail.com

Duong Minh R&D 0795584151 duongminhphuc@gmail.com

Le Thanh Dat R&D 0487512641 thanhdatle@gmail.com

Le Hanh R&D 0354845121 hanhdungle@gmail.com

Nguyen Marketing 9823913121 ngocnguyenquang@gmail.com

Le Tan Thanh Thinh – CEO of company

This project – ORAI helps support customers in ordering food at restaurants, thereby reducing customers' waiting time and more attentive service.

- Reduce the waiting time about 2-5 mins.

- Bring new experiences to customers.

- The business and introducing food will be more efficient.

TIEU LUAN MOI download : skknchat@gmail.com

- Improving customer service: service time, handling exact requirements,

- Apply AI into service, easily compete with other markets

- Applicable to medium and large restaurants.

- Technology: Face detection/ recognition (CNN Network), Gender and age classification, Recommend product, Rasa core (NLP English, Vietnamese), Java

Major Known Risks (including significant Assumptions)

Risk Risk Rating (Hi, Med, Lo)

Team member’s attitude & abilities Medium

- Limit budget for implement project.

- Working between departments is difficult.

There is an agreement between the stakeholder and project team

- Update progress to team leader every day.

- Team leader report to project manager every week.

(MM/DD/YYYY) Executive Sponsor

Project Manager Tran Quang Huy Huy

Project aims and Objectives

Project aims

This project Virtual Assistant for order in restaurant (ORAI) aims to:

Applying new technology fields to operate the system in restaurants

Solving problems in customer service such as receiving orders, handling correctly Reduce waiting time of customers

The restaurants that the project targets are medium and large restaurants

Project objectives

Reduce the time when customers wait to serve to order or change the order Increase the accuracy of customer requirements when ordering

Gathering more information about customers

Figure 1: Aims and objectives of PEAC

Project management approach and processing methodologies

Agile is a flexible and iterative management approach that enables teams to adapt to changing environments while prioritizing the swift delivery of business value Various Agile methodologies, including Scrum, XP, and Kanban, adhere to these principles, ensuring effective project management in dynamic settings.

The manifesto emphasizes continuous improvement, flexibility, and team productivity, ensuring the delivery of high-quality products By adopting agile methodologies, projects are positioned for success, fostering an environment that enhances collaboration and efficiency.

The agile method prioritizes customer involvement from the outset of the development cycle, ensuring clients are engaged at every stage for a satisfactory final product This approach not only saves time and money but also allows for immediate testing and approval, enabling prompt adjustments to address any defects or challenges during production In contrast, traditional project management models often miss early detection of issues, leading to potential defects in the final product, increased costs, and client dissatisfaction.

This project has proven with their increased client satisfaction rate The value for businesses that use this model include:

Enables clients to be happier with the end product by making improvements and involving clients with development decisions throughout the process.

Encourages open communication among team members, and clients.

Providing teams with a competitive advantage by catching defects and making changes throughout the development process, instead of at the end.

Speeds up time spent on evaluations since each evaluation is only on a small part of the whole project.

Ensures changes can be made quicker and throughout the development process by having consistent evaluations to assess the product with the expected outcomes requested.

It keeps each project transparent by having regular consistent meetings with the clients and systems that allow everyone involved to access the project data and progress.

Figure 2: Project Management Model (the-happy-manager, n.d.)

These benefits of agile software development include:

Agile methodology fosters continuous stakeholder engagement throughout the project lifecycle—before, during, and after each Sprint By actively involving clients at every stage, teams enhance collaboration and gain a clearer understanding of the client's vision The early and frequent delivery of functional software builds trust among stakeholders, reinforcing their confidence in the team's capability to produce high-quality results and encouraging deeper involvement in the project.

An Agile approach fosters transparency by actively involving clients in every stage of the project, from feature prioritization to iteration planning and review sessions, along with regular software builds that showcase new features This collaborative process, however, necessitates that clients recognize they are observing a work in progress, which enhances the overall benefit of transparency.

Utilizing time-boxed Sprints of 1-4 weeks ensures early and predictable delivery of new features, allowing for quick and frequent releases This approach not only enhances predictability but also enables the opportunity to release or beta test the software ahead of schedule when significant business value is identified.

With fixed-duration Sprints, costs are predictable and confined to the team's capacity within the set time frame This allows clients to receive estimates before each Sprint, enhancing their understanding of the approximate costs associated with each feature As a result, clients can make informed decisions regarding feature prioritization and the necessity for additional iterations.

The team can adapt to changes while maintaining focus on delivering specific product features in each iteration This flexibility allows for continuous refinement and reprioritization of the product backlog, enabling the planning of new or modified items for upcoming iterations and facilitating the introduction of changes within a few weeks.

Prioritizing features based on client input ensures that the development team grasps what is crucial for the client’s business, enabling them to deliver functionalities that maximize business value.

Agile methodology emphasizes user-centric development by utilizing user stories with business-oriented acceptance criteria to outline product features This approach ensures that each feature delivers tangible value to real users rather than merely serving as an IT component Additionally, it allows for beta testing of software after each Sprint, enabling teams to gather valuable feedback early in the project and make necessary adjustments.

Breaking a project into manageable units enhances quality by allowing the team to concentrate on thorough development, testing, and collaboration Frequent builds and ongoing testing during each iteration enable quick identification and resolution of defects, while also addressing any mismatches in expectations early in the process.

This project management model enables customers to save time and money while providing the flexibility to make changes at any stage of the development process.

Defining the project scope involves collaboration between project stakeholders and managers to identify essential elements such as budget, objectives, quality, and timeline To effectively establish the project scope, project managers must gather and analyze the requirements that stakeholders have for the project.

The project's objectives, deliverables, timeline, and budget are crucial elements that must be clearly defined Accurately gathering and documenting this information enhances the project scope, ensuring it encompasses all requirements This comprehensive approach significantly increases the likelihood that project leaders will deliver products that align with stakeholder expectations, all while adhering to deadlines and budget constraints.

ORAI project’s scope include: Initiating, Planning, Executing, Monitoring and Closing This AI meet the requirements from stakeholder and customers.

Applicable to medium and large restaurants.

Face detection/ recognition (CNN Network) Gender and age classification Recommend product

Rasa core (NLP English, Vietnamese) Java

Figure 3: Project Scope Statement (projectscope, n.d.)

Project milestone

Project milestones serve as key indicators of the ORAI project's progress, particularly for project managers unfamiliar with ongoing tasks These milestones have no duration, representing significant achievements or specific points in time within the project Their start and end dates are directly linked to the associated tasks, highlighting the importance of task relationships in defining each milestone.

Project communication

Excellent communication is a critical component of project success In fact, according to the

Project Management Institute (PMI), most project failures are due to communication issues

Project communication management is essential for ensuring effective communication within a project It encompasses three critical processes that guarantee the appropriate messages are conveyed, received, and comprehended by the intended audience As one of the ten key knowledge areas in project management, it plays a vital role in the overall success of any project.

The PMBOK (Project Management Book of Knowledge) has evolved over the years, and its current version outlines three key processes for effective project communication management.

Communication Frequency Goal Owner Audience

Project status Weekly Review project Project manager Project team + report status and discuss Project sponsor potential issues or delays

Team stand-up Daily Discuss what each Project manager Project team team member did yesterday, what they will do today and any blockers

Project review At milestone Present project Project manager Project team + deliverables, gather project sponsor feedback and discuss next step

Post-mortem At end of Assess what worked Project manager Project team meetings project and what did not work and discuss actionable takeaways

Task progress Daily Share daily progress Project manager Project team updates made on project tasks

Update source Daily Commit source code Project manager Project team code on GitHub for each function.

Pull source code Daily Keep track and pull Project manager Project team source code from GitHub that team had done yesterday

Communication Daily Talk and exchange Project manager Project team channel information about the project

Team structure

Like families, each team structure has its own particular mix of dynamics and goals

Understanding the various types of teams and their dynamics is essential for forming effective groups that align with the needs of the ORAI project Project managers have the flexibility to either select teams from a single category or to create hybrid teams that combine elements from multiple categories, ensuring they meet the specific requirements of the organization.

No Name Title Role Email Phone

Tran Quang Huy Project Project manager Supido1996@gmail.com 0795541090 manager

Huynh Thai hieu Senior Python, SQL Thaihieuhuh@gmail.com 01215541090

Nguyen Ha Kieu Senior Python,Java,SQL kieuguyenha@gmail.com 0702477602

Duong Minh Phuc Senior Python,Java duonnhphuc@gmail.com 0795584151

Le Thanh Dat Senior Java, NodeJS thanhdatle@gmail.com 0487512641

Le Hanh Dung Marketer Marketing hanhdungle@gmail.com 0354845121

Nguyen Quang Graphic Design, Video, ngocnguenq@gmail.com 9823913121

Project schedule

Initiating phase

Completing the project charter helps the team get an overview of the project, which can visualize future and future jobs to meet customer needs and technical requirements.

Planning phase

Planning Phase is an important step in determining the sequence of jobs, assigning tasks and appropriate resources, and evaluating and assessing risks and funding for project implementation.

Executing phase

The implementation of the project consists of two main parts: back-end and front-end to create a complete product with the required features of the product.

Delivery and maintenance phase

Picture 5: Delivery and maintenance phase

The last part of the project is to maintain and develop products that operate in the best way to serve customers in the best way.

Project schedule management plan

Project schedule activity estimation

For projects with activities that exceed 10 percent of the overall schedule, it's advisable to divide them into smaller tasks to improve duration estimation Utilizing a work breakdown structure (WBS) allows for the simplification of complex activities into manageable components, facilitating better prioritization and more accurate duration estimates Additionally, a WBS enhances accountability by enabling the assignment of specific tasks to designated team members.

Bottom-up estimating is a valuable project management technique that enhances the accuracy of task estimates by breaking down each task into smaller components This method involves developing individual estimates for each component to identify specific requirements, which are then aggregated to form a comprehensive estimate for the entire task By focusing on the details of each smaller part, bottom-up estimating typically yields a more precise overall estimate compared to a broad, generalized approach Consequently, the smaller the scope of work, the greater the accuracy of the estimate.

These five steps will send you on your way to successful bottom-up estimating:

Identify All Project Required Tasks

Estimate All Tasks Identified in Your WBS or Project Activity

Identify the Resources Required to Complete All Tasks

Determine When Resources Should Complete These Tasks (nuwavetech, n.d.)

Project schedule controlling

Control schedule in project management is a crucial process that focuses on monitoring the status of project activities It entails not only tracking progress but also updating project processes and managing schedule changes to ensure alignment with the overall plan.

Evaluating a project's progress against a scheduled baseline enables project managers to identify whether specific activities are ahead or behind schedule By doing so, they can implement corrective actions to adjust the baseline schedule effectively This proactive approach significantly mitigates the risks associated with delivering products or services, particularly when managed effectively.

The control schedule process is a crucial element of the project management controlling and monitoring group Its primary principle emphasizes the proactive management of changes rather than merely reacting to them It is essential for the project manager to take immediate action to mitigate the impact of changes on the overall project schedule.

Figure 5: Tools for Controlling Project Schedule

Monitoring and controlling, often referred to as 'working the plan,' is a crucial process that differs from the earlier stages focused on 'planning the work.'

Influencing factors that could cause schedule changes Identifying if the schedule has changed.

Managing changes as they occur (ebooks, n.d.)

Project work breakdown structure (WBS)

A work breakdown structure (WBS) is essential for organizing project deliverables into manageable sections, as defined by the Project Management Body of Knowledge (PMBOK) as a "deliverable oriented hierarchical decomposition of the work to be executed by the project team." This visual representation of the project scope breaks down tasks into understandable components, with each level offering greater detail and clarity for the project team.

Figure 6: Project work breakdown structure (WBS)

The WBS for the ORAI Project is comprised of 4 works packages represents 4 main phases of the development process, which are Initiating phase, Planning phase, Executing phase and

Delivery & Maintenance phase In order to assign those work to team member, following Gantt

Chart will represents as the Project Schedule management.

Project cost management

Project cost estimation

The success of the ORAI project hinges on effective budgeting, as the assembly of necessary materials and labor requires financial investment In today's economic climate, businesses aim to minimize costs while enhancing quality and scope Therefore, creating a budget that ensures project completion without overspending is crucial, highlighting the significance of accurate cost estimation.

Cost estimation in project management involves forecasting the financial and resource requirements necessary to complete a project within a specified scope It encompasses all elements, from materials to labor, to establish a comprehensive budget An initial cost estimate plays a crucial role in determining whether a project receives approval, and if it proceeds, it influences the project’s scope If costs are projected to be too high, organizations may choose to scale back the project to align with their budget Additionally, accurate cost estimation is essential for securing project funding and managing expenses throughout the project lifecycle, ensuring it remains on budget.

Phase Process Members Work hours Cost per hour Total Initiating

Plan Quality 3 members 18 hours $5 $270 management

Back-end Rasa core 2 members 528 hours $6 $,6336

Front-end UX/UI 2 members 40 hours $5 $400

Maintenance Checking status 1 members 40 hours $4 $120

Table 4: Project cost estimation each phase

Equipment and domain name cost:

Item Description Quantity Cost Total

Sensor Motion sensor and 2 $50 $100 identification

LCD touch screen RASPBERRY 7 INCH 2 $520 $1040

Server CPU type: ES-2630v4, CPU 36 month $121.75 / Month $4383 vCores: 8 Cores, RAM: 16Gb, SSD: 128Gb, Bandwidth: 100 Mbs, Monthly Traffic: 2TB

Table 5: Equipment and domain name cost

Project cost management plan

The Cost Management Plan outlines the approach for managing project costs throughout its lifecycle, establishing the standards and format for measuring, reporting, and controlling expenses effectively.

Identifies who is responsible for managing costs

Identifies who has the authority to approve changes to the project or its budget

How cost performance is quantitatively measured and reported upon

Report formats, frequency and to whom they are presented (projectmanagementdocs, n.d.)

Costs for this project will be managed at the fourth level of the Work Breakdown Structure (WBS)

Control Accounts (CA) will be created at this level to track costs Earned Value calculations for the

In project management, Cost Analysts (CAs) play a crucial role in measuring and managing financial performance, with cost estimates detailed at the work package level within the fourth tier of the Work Breakdown Structure (WBS) Credit for completed work is allocated at the work package level, granting 50% credit when work begins and the remaining 50% upon full completion of the package Additionally, costs are typically rounded to the nearest dollar, and work hours are rounded to the nearest whole hour, ensuring clarity and consistency in financial reporting.

Cost Performance Index (CPI) and Schedule Performance Index (SPI) will be reported on a monthly basis by the Project Manager to the Project Sponsor & Stakeholders:

Cost variances of plus or minus 0.1 in the cost and schedule performance indexes will trigger a cautionary status for costs, resulting in these values being highlighted in yellow in the project status reports.

Cost variances of plus or minus 0.2 in the cost and schedule performance indexes will trigger an alert status, resulting in these values being highlighted in red within project status reports.

To address performance issues, the Project Manager must implement corrective actions to ensure that cost and schedule performance indexes fall below the alert level These corrective measures will necessitate a project change request, which must receive approval from the Project Sponsor before being integrated into the project's scope.

Project risk management

Project risk

Risk category Risk Responsible by Risk rating

Technical Requirements Project team Medium

External Customer Project manager Medium

Organizational Project Dependencies Project team Medium

Project management Planning Project team Medium

Risk management plan

Even the most meticulously planned projects can face unexpected challenges, such as team members falling ill, resource unavailability, or unforeseen weather conditions However, project managers are not powerless against these uncertainties By implementing risk planning, you can identify potential issues, assess their likelihood, and take proactive measures to mitigate avoidable risks while minimizing the impact of those that are unavoidable.

A risk refers to any uncertain event or condition that could impact your project, and not all risks are detrimental Positive occurrences, such as discovering a more efficient method for a task or encountering lower material costs, can benefit your project and are classified as opportunities However, these opportunities are managed in the same way as risks.

Every project carries inherent uncertainties, and even straightforward tasks can lead to unforeseen challenges These potential issues, known as risks, can arise from events such as a snowstorm or conditions like the unavailability of crucial components Regardless of their nature, risks can significantly impact project outcomes, necessitating adjustments in how you and your team approach the work.

There are four basic ways to handle a risk.

To effectively manage risk in your project, the most prudent approach is to avoid it whenever possible Preventing risks from occurring can safeguard your project's success While the simplest method may involve distancing yourself from potential dangers, this may not always be a feasible solution.

To mitigate risks in your project, take proactive measures to minimize potential damage when avoidance is not possible.

Transfer: One effective way to deal with a risk is to pay someone else to accept it for you The most common way to do this is to buy insurance.

When faced with unavoidable risks that cannot be mitigated or transferred, acceptance becomes necessary By acknowledging the risk, you demonstrate that you have considered other options and understand the potential consequences If no measures can reduce the risk's impact, accepting it is the only viable solution.

Project qualitative and quantitative

Project qualitative research

Qualitative research, like all scientific inquiry, employs a systematic approach to collect and analyze evidence, ultimately presenting findings that address specific issues Unlike quantitative research, qualitative research seeks to understand the unique aspects of the case at hand rather than generalizing findings or testing hypotheses For example, in a qualitative study on organizational behavior, the emphasis lies on exploring employee behavior and the underlying reasons for it, rather than using the data to predict workforce personality types.

Joint Application Development (JAD) is a collaborative methodology that engages clients or end users in the design and development process of applications This approach utilizes a series of interactive workshops, known as JAD sessions, to facilitate effective communication and idea exchange Developed by IBM's Chuck Morris and Tony Crawford, JAD enhances project outcomes by fostering teamwork and ensuring that user needs are met throughout the development cycle.

JAD in the late 1970s and began teaching the approach through workshops in 1980.

The JAD approach enhances development speed and client satisfaction by actively involving clients throughout the entire process, unlike traditional systems development, where developers primarily gather requirements through interviews and then create applications independently.

A variation on JAD, rapid application development (RAD) creates application more quickly through such strategies as using fewer formal methodologies and reusing software components.

Figure 7: Dividing Applications Into Versions (batimes, n.d.)

The key actors in such a session are:

The Executive Sponsor, or the system owner, who makes decisions and provides resources to execute the project.

The Project Leader or Manager is essential for coordinating the execution team, ensuring timely deliverables, and optimizing resource utilization This leader may involve key project team members, each with defined roles and responsibilities, to enhance project efficiency and effectiveness.

Customers and end users play a crucial role by providing valuable input to both the executive sponsor and the project leader Effective collaboration among these three groups is essential for reaching a consensus that meets the needs of all stakeholders.

A facilitator, also known as a session leader, plays a crucial role in guiding meetings by ensuring that all necessary topics are addressed They effectively mediate disputes and disagreements, striving to foster consensus among participants.

The Scribe or Modeler, who records the proceedings of the meeting.

An effective strategy suggests replacing manual scribes with computer-aided software engineering (CASE) tools However, the complexity of these tools often hampers efficiency, creating a bottleneck in the process Consequently, the prevailing opinion is to continue using traditional scribes alongside word processors for recording proceedings.

Engaging customers and involving all stakeholders ensures precise requirement conceptualization while considering technical constraints This collaborative approach minimizes scope creep, enhances quality, and decreases the likelihood of errors or misunderstandings, ultimately saving time by solidifying requirements.

Effective use of Joint Application Development (JAD) can significantly minimize process delays, accelerating project or application development by 20 to 50 percent This methodology also leads to cost savings by decreasing the time that project leaders and experts spend on non-revenue-generating tasks, such as gathering requirements.

Project quantitative research

Quantitative research emphasizes the use of numerical data and objective analysis, prioritizing logical reasoning over subjective interpretation This approach relies on consistent and measurable data, focusing on detailed and convergent reasoning rather than the free-flowing generation of diverse ideas.

The data is usually gathered using structured research instruments.

The results are based on larger sample sizes that are representative of the population

The research study can usually be replicated or repeated, given its high reliability.

Researcher has a clearly defined research question to which objective answers are sought All aspects of the study are carefully designed before data is collected.

Data are in the form of numbers and statistics, often arranged in tables, charts, figures, or other non-textual forms.

Project can be used to generalize concepts more widely, predict future results, or investigate causal relationships.

Researchers utilize tools like questionnaires and computer software to gather numerical data, aiming to classify and quantify features while developing statistical models to explain their observations in quantitative research studies.

To effectively gather information and collect data for the development of the ORAI project, designing an online survey using Google is the most suitable quantitative research method.

Picture 6: ORAI Survey 1 Picture 7: ORAI Survey 1

Effective project management includes a crucial phase known as project closure, which occurs at the end of a project's designated timeline This formal process aims to resolve all outstanding issues, release team members, and conduct a 'lessons learnt' review Additionally, obtaining formal acceptance from the customer is essential, as it signifies their approval and sign-off on the completed project deliverables.

The customer acceptance form serves as the official acknowledgment that a project has concluded, leading to the disbandment of the project team Following this, a Project Review Meeting is held to address any remaining issues, such as ongoing maintenance and the closure of project files This meeting culminates in the creation of a Project Closure Report, which evaluates the project's success in meeting its objectives, performance against the original business case, and adherence to the defined scope, budget, and timelines.

The Project Manager should develop a process improvement document that assesses the project's strengths and weaknesses, enabling the organization to learn and enhance future projects Given that the project team has dedicated significant time and effort away from their regular duties, it is essential to organize a social closing event, such as a dinner or group activity, to acknowledge and reward their contributions.

Tiêu đề	Managing A Successful Computing Project
Tác giả	Tran Quang Huy
Người hướng dẫn	Ngo Ngoc Tri
Trường học	Btec
Chuyên ngành	Computing
Thể loại	assignment

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