Question;Automation;Contract Management;For;Davis & Associates;Submitted;By;Marcia Cannon;Kerry-Ann Davis, Sanket Desai, Michelle Austin-Dor, Nelson Gonzalez;Keller School of;Management;Project584;Professor: Dr.;Karen Johnson;October 5, 2014;Table of Contents;Introduction..4;Executive Summary.4;Project Scope;Objective.5;Statement of Work:5;Major Functions.6;Performance Issues.6;Management and Technical;Issues.6;Development Process and;Methodology..7;Phases of SDPM Process.7;Plan and Launch..7;Design, Build and Test8;Degree of Stakeholder;Involvement in the SPDM Process.8;Project Estimates:9;Sources of Historical;Data Used for Estimates.9;Estimation Techniques.10;Estimates of Effort;Cost, Duration..11;The cost of the project;is shown below:13;Risk Management Strategy..14;Risk Table (lists risks;identified for your project (identify at least 20) with a risk score for each) 14;Risk Evaluation..15;Discussion of Risks to be;Managed (plan to manage at least five?the top five risk scores from above) 18;Risk Mitigation;Monitoring, and Management Plan..20;Risk Management Strategy;? General Description..20;Risk Identification;Strategy..20;Risk Analysis and;Prioritization Strategy..20;Risk Response Planning;and Implementation Strategy..21;Risk Monitoring and;Tracking Strategy..21;Roles and;Responsibilities.21;Tools and Templates.21;Monitoring, Managing;Mitigating, and Controlling.22;Schedule.26;Project Work Breakdown;Structure.26;Task Network.27;Timeline Chart (Gantt;Chart).28;Resource Table.29;Responsibility Matrix.29;Major Milestones and;Target Dates.32;Introduction;Executive Summary;Davis & Associates was founded in 2010 and has;been processing and handling contracts for various organizations, which;includes States, Local and Federal Government.;Davis & Associates would like to implement a process where the;organization moves from manual process to automating, because this process has;proved to be inefficient, time consuming, and ineffective. The company will implement a new contract;management system that will be able to automate the functions. The new system will generate approvals;automatically for Request for Proposal (RFP), approve contracts or reject;contracts that are lacking the necessary requirements. This project overall cost is $300,000 and is;schedule to begin on September 29, 2014 and launch on April 15, 2015.;The objective is to implement a;process that will automate 95% of contract management, streamline the laborious;manual effort, eliminate and minimize human error to 2%. With careful planning;our team will include five (5) Subject Matter Experts (SMEs). The team members have been identified and;responsibilities have been assigned to each individual. The risk that is;foreseen is the current staff may lack the skills to handle the automated;process. The new software will be;developed with current technology, management may not be able to estimate the;financial budget and staying within budget.;Davis & Associates;expects to increase its business during the first year of implementing the new;process. Being on task is the key to achieving this goal of implementing a;process that will make contract management cost effective and efficient.;Project Scope & Objective;Project;Name: Automation of Contract Management (ACM);Project;Managers:Marcia;Cannon, Kerry-Ann Davis, Michelle Austin-Dor, Sanket Desai, and Nelson Gonzalez;Owners;Davis;Associates;Project;Number:121311;Prioritization;High;Statement of Work;The purpose of this;project is to implement an Automated Contract Management process;for our Contracting;Department. We intend to accomplish this;by developing the;automated software;that handles contract management within six (6) months. The first;phase of the project;will focus on the requirements and functionality of the system. When;the requirements and;functionality has been identified and approved, the development;phase will;kick-off. Upon completing the;development stage various testing of the system;and functionalities;will be the next stage. The final stage;will be full production of the;functionalities based;on the testing results and feedback received.;In Scope;Create an automated;process for Contract Management. The new;process will include;automated approval of;Request for Proposal (RFP), automated document uploading of;contract documents;and reports. This system will be easy to;use, give complete visibility;E-signature saving;and be used as a central repository for all contract documentation.;The new system will;also collaborate efficiently and control the processes whenever a;document has been;approved or any changes have been made to the document.;Out Scope;The;project limitation that is foreseen is current employees adapting to the new;system and processes.;Major Functions;Implementing;an automated contracting system will minimize human errors, generate more;income for the company. The development;team will develop a system that will allow external clients to upload their;RFPs and make minor changes, create electronic signatures and check the status;of their RFPs. The system will handle;all different file types to include txt files, PDF, Excel, and Word;document. The system will offer a;central repository on a server, and also the option to store their data in the;Cloud. As a growing company staying;abreast of technology and also using convenient ways where our internal and;external customers can access data from a smartphone, iPad or any tablet that;has internet connectivity.;Performance Issues;Both;internal and external clients will use the contract management automation;system. One of the many issue that this;project will face after deployment is, the employees will not be able to adapt;to the new process in a timely manner.;Another issue that we foresee is moving from manual process to an;automated process, the execution of the application may differ in;functionality.;Management and Technical Issues;Technical;constraints would include software configuration, and technical failure in;developing this contract automation system.;The architecture may not be flexible for expansion and easy to use for;some of our clients. Another issue that;management anticipates is how the RFPs are prioritizing. Task that needs to be;executed as priority may foresee delay in the delivery because the system is;not able to identify task that are a priority.;Since;Davis & Associates chooses to automate the contract management process;there will be staff members who are available to assist the external clients;with any issues they experience. Also;the internal clients will receive training to develop their technical skills in;order to assist the external clients with quality service and any technical;issues that may develop.;Development Process and Methodology;The;project team decided to use the Agile Methodology. Agile methodology is typically used in;project environments where the business is sometimes unpredictable. Using the Agile method the project will be;delivered in phases which will be tested, after testing the daily scrum call;will be held highlighting any issues or updates with the program. The approach;that will be taken is to choose a flexible architectural model that will be;able to withstand the constant changes.;The application will be implemented on the company?s newest server and;then deployed to the internal team for use or production.;Phases of SDPM Process;The;first phase will define and explain why implementing an automated contracting;system will benefit the company. Once;approval is granted on the implementation and development, the work will begin;after the approval is received.;Plan and Launch;In;this phase the requirement for the automated system will be given consideration;on how to build and deploy. The;developer will launch the application to the server, once that step is complete;the project team will explain the reasons for implementing the new system and;the benefits to both internal and external clients.;Design, Build and Test;Designing;the automated contracting system has met the requirements and business needs of;Davis & Associates will be addressed.;The design for system will be developed in the test environment where;the developers will have access to the application to make the necessary;changes or modifications before final development. The developers will not need any further;approval has all the requirements have been approved any testing of the;application will be done in the testing environment.;Degree of Stakeholder Involvement in the SPDM;Process;The;stakeholder plays a major role in the development of this new system. The stakeholder secured most of the funding;for the project. The amount that was;secured for the project is $300,000 hence the reason for getting the;stakeholder involved, and also giving them daily update as the project progresses. Because the application is being built in an agile;environment, the stakeholder participation is necessary. According to Agile Modeling, ?project success;often requires a greater level of involvement by project stakeholders: domain;and technical experts should be actively involved with modeling.? In order for the any development or decisions;to be made it is necessary to get approval from the stakeholder before the;project can move forward.;Project Estimates;Sources of Historical Data Used for Estimates;Software;development effort estimation is the process of predicting the most realistic;amount of effort (expressed in terms of person-hours or money) required to;develop or maintain software based on incomplete, uncertain and noisy input.;Effort estimates may be used as input to project plans, iteration plans;budgets, and investment analyses, pricing processes and bidding rounds.;Historical;data is needed for any form of consistent estimation. The problem with historical data is that;gathering the data requires effort, time or money. The need to expend resources to generate;collect or purchase historical data is often used as a bugaboo to resist;collecting the data and as a tool to avoid using parametric or historical;estimating techniques. For instance, estimating at the project level you need;data at a project level. If you are estimating at a task level you need to;collect historical data at the task level.;The best;data is data is data from your organization projects. This means that you have to define the;information you want, collect the data and analyze the data. The collection of data also infers that;someone needs to record the data as it happens (time accounting and project;level accounting). Only collect the;information you need and only at the level you are going to use.;In this;project the main source of the project is the automation of the existing manual;process. Below are the sources of historical data;1. Estimation;of the time taken during handling of one case manually;2. The;effort estimation of the project on similar lines;3. Estimation;on the basis of the earlier written lines of codes with respect to the man days;4. Cost;involved in handling such small projects with respect to changes in the company;workflows;5. Effort;involved in imparting training to the staff members on any process changes in;the organization;6. Turnaround;time to handle and close one contract by a single executive;7. Time;involved in the movement of files from one approval to another approval table;8. Failure;cost due to failure of existing projects;9. Time;involved in moving from failure cases to the workarounds or the rollover plans;10. Effort;estimations of the existing ongoing projects in the organization;Estimation Techniques;There are various kinds of;estimation techniques involved in the project;1. Analogous;estimation - it depends on the estimation of the project cost and timelines on;the basis of the historical data. Suppose, company has done any similar kind of;projects then the analogous estimation depends on the using of similar figures;for the cost and time involved. This helps in reducing the effort in doing;estimation and one can use the same estimates and refine them as the process;moves on;2. Parametric;estimation - it depends on the estimation on the basis of the defining the;parameters involved in the estimation. Here the input parameters say code;lines, number of developers/testers is used and is changed accordingly with;respect to the scope and complexity of the project. Once these parameters are;changed they help to change the estimates of the new project from the old;project. So the company uses estimates of the old projects but makes changes in;them on the basis of the changes in the parameters involved in the same.;3. Judgmental;estimation - here the expert?s advices are taken to come onto the estimates of;the cost and the timelines.;In this;scenario as the complexity of the project is high and company is new such kind;of projects so the best estimation technique will be judgmental technique. In;this company can use various experts from the company and SMEs to come to final;estimates.;Estimates of Effort, Cost, Duration;The;estimates of effort, cost and duration depends on the activities involved in;the project. Below are the broad level activities involved in the project;a) Kick;off the project;b) Preparing;a requirement document;c) Preparation;of High level and low level design documents;d) Discussion;of system architecture with the development teams;e) Coding;and development of the application;f) Testing;of the application;g) Preparation;of unit and functional test cases;h) Showcasing;the application to the stakeholders;i);Taking approvals from the stakeholders;j);Releasing the application in production;environment;The above;mentioned activities can be subdivided on the task level and then the effort;estimation depends on the effort involved in the same.;On the;basis of assumptions the above figure shows the effort involved in the project.;The total effort of the project is around 148 days. The duration against each;task is shown in above figure.;The above;figure shows the resource utilization against the same. Suppose the cost of;Project Manager is $ 40/day, Sponsor is $60/ day, Developer is $20/day, Tester;$15/day and Development Head is $35/day.;The cost of the project is shown below;Activity;Resources;Cost;Kick off the project;Sponsor (1);60;Preparing a requirement document;Project;Manager (1);40;Preparation of High level and low level design;documents;Project;Manager (1), Development Head (1);75;Discussion of system architecture with the;development teams;Development;Head (1), Project Manager (1);75;Coding and development of the application;Developers;(5);100;Testing of the application;Testers (2);30;Preparation of unit and functional test cases;Testers (1), Development;Head (1);50;Showcasing the application to the stakeholders;Stakeholders;(10);40;Taking approvals from the stakeholders;Project;Manager (1);40;Releasing the application;Project;Manager (1), Development Head (1);75;Celebrations;All;Total;585;With the;above cost of $585 per day, the total cost of the project is 148*585 = $86580;Risk Management Strategy;Risk Table (lists risks identified for your project;(identify at least 20) with a risk score for each);Risk Evaluation;S.No;Project Risks;Risk Evaluation;Probability;Cost;Schedule;Scope;Quality;Risk Score;1;The internet connectivity is low and down;40%;4;3;4;5;6.4;2;There is issue in the installation of the network;20%;4;4;2;5;3;3;The cost of the project is not within budget;30%;5;3;2;2;3.6;4;The resources are not available on time and;allocated on time;60%;4;4;2;2;7.2;5;The data security is vulnerable and not on lines;with the organization policies;45%;5;2;5;5;7.65;6;The database is not up to mark and full of issues;5%;4;4;5;5;0.9;7;The training of the resources is not complete on;time;70%;2;2;2;2;5.6;8;The technical support is not feasible due to;maintenance issues;5%;2;2;3;3;0.5;9;The Wi-Fi to access the systems is down;15%;3;3;4;5;2.25;10;The budget allocated to the project is less as;compared to the actual spending;40%;5;2;2;2;4.4;11;There is mismatch in the requirements documents;leading misunderstanding and wrong developments;60%;5;5;5;5;12;12;The development is not on track and leading to;delay;40%;4;5;4;4;6.8;13;The project resources are over allocated;50%;4;2;2;4;6;14;The walkthroughs of the requirement documents was;not adequate;20%;2;2;4;4;2.4;15;There is delay in the testing process due to;delay in coding;20%;2;4;2;4;2.4;16;The testing is not up to mark and the bugs are in;the final delivery stage;40%;4;4;2;5;6;17;There is change in the scope of the project;60%;5;5;5;5;12;18;The project is of bad quality;70%;4;4;2;5;10.5;19;There are network issues leading to delay in the;approval process;20%;2;2;2;2;1.6;20;The central drive to store the documents is;inadequate leading to storage issues;40%;4;2;2;4;4.8;21;The training for the process was inadequate for;people to change from manual to automatic process;40%;4;4;2;2;4.8;22;The server speed is slow and approvals takes time;20%;5;5;2;2;2.8;23;The download and upload of documents takes time;20%;2;2;2;2;1.6;24;The technology used is irrelevant as compared to;the organization requirements;40%;4;2;2;2;4;25;Skills issues among the employees;60%;4;2;2;5;7.8;Discussion of Risks to be Managed (plan to manage;at least five?the top five risk scores from above);Risk Type;S. No from above table;Risk Response;High Level Risk;Score;1;If there is an issue in the internet connectivity;then the application will not work as the same will be hosted on the public;Internet. In order to avoid such issues the company should have a backup;Internet connection which in case of any downtime should be up and able to;handle the application load.;4;If the resources are not available on time, then it;will lead to delay in the completion ad slippages of the activities on the;critical path of the project. In order to avoid the same, there should be proper;planning with respect to the resource allocation and usage. It will lead to;proper resource assignment and will avoid any last changes in the resource;allocation.;5;As the automated process leads to upload and;download of documents related to contracts and bank details. It might lead to;data security issues, the same can be mitigated by using appropriate security;measures of individual logins and password change policy.;11;This is big level risk and the wrong requirements;gathered at the first place will lead to wrong developments and loss of both;time and cost. It can be mitigated by taking sign offs from the concerned;stakeholders on the requirement document and also showcasing the templates to;be developed to the stakeholders. In such a way the confidence of the;stakeholders will be there to handle the project.;12;If the development is not on track then there will;be slippages leading to both loss of effort and cost. This can be avoided by;regularly tracking the project milestone and in case of any deviations;raining the same with the top management.;17;If there is any change in the scope of the project;then it will impact the timelines and this will impact the cost of the;project. This risk can be mitigated by freezing on the scope of the document;through mutual meetings and consent.;18;If the project quality is bad then it will lead to;rework and thus increase in cost and effort. This can be avoided by doing;regular testing and involving the stakeholders ate each point of the;delivery. Also the good and iteration testing will lead to elaborate testing;and finding of issues at the early stage of the project.;25;If the skills of the employees are not matching the;usage of the application then the application is of no use. This can be;mitigated by doing regular and stringent trainings for the employees of the organization.;This will help them understand the functionality and also helps them to use;the same with efficiency.;Risk Mitigation, Monitoring, and Management Plan;Risk Management Strategy ? General Description;Promptly identify all possible risks;and prioritize according to the likelihood it will happen and the impact it;will have on overall project.;Risk Identification Strategy;Identify all stakeholders. Then use;documentation reviews and information gathering techniques such as;brainstorming using the nominal group technique. In addition, interview high;power stakeholders to extract additional stakeholders that can quickly point;out hidden risks within the project. Another strategy is to use the Delphi;technique where a facilitator will prepare and send questions to subject matter;experts and the responses will be circulated until consensus is reached.;Risk Analysis and Prioritization Strategy;In order to prioritize the risk and;impact of the risk, the team must determine the impact and likelihood that a;risk event will happen. One such tool would be to use the risk severity matrix;where the risk events will be plotted to determine the high risk high impact of;a particular risk event. Additionally, it must be determined the severity of;impact on the triple constraints, cost, scope, scope, and quality. Next, each;risk event that is plotted, a probability number must be assigned to give;definitive assessments to the risk event.;Risk Response Planning and Implementation;Strategy;Risk response planning will be;assigned to key stakeholders in the project. Mainly it will be all project;managers as they are all have vested interests in the successful completion of;the project.;Risk Monitoring and Tracking Strategy;As Project Managers, monitoring and;controlling the risk events will involve getting constant feedback from all;vested parties including the project sponsor, all high power team members. The;type of information that we seek as project managers will be looking for is the;timeline of completed work processes measured against deadlines. We will seek;input from available resources to help this process and to monitor all;predecessors and successors to see if available resources can be allocated to;different areas of the project.;Roles and Responsibilities;All major roles are shared by all;Project Managers. However, the sponsor for this project is CEO of company who;will be providing all funding that is needed for successful completion.;Tools and Templates;Tools used in the project will;include interviews, brainstorming techniques, meetings, software such as;Microsoft Project, Word, Visio, etc.;Monitoring, Managing, Mitigating, and Controlling;Risk Event;Monitoring;Planning/Management;Controlling;Mitigation Strategy = RL;RI, AD, CT, TR, or AC;The internet connectivity is low and down;Welcome;feedback from end users about connectivity experience;Keep a;log of complaints from end users;Perform;weekly virus scans and deleting of unnecessary files to clean files;Reduce;Likelihood;There is issue in the installation of the network;Defer to;(outsource) Network Administrators which will be contractors for the project;Defer to;Network Administrators which will be contractors for the project;Defer to;Network Administrators which will be contractors for the project;Transfer;The cost of the project is not within budget;Make sure;sponsor has weekly updates and get approval for the scope of project during;the planning phase;Level;resources regularly and make sure predecessors and successors are completing;on time;Update MS;Project with overruns and cost changes to resources;Avoid;The resources are not available on time and allocated on time;Have;weekly ten minute check points to get updates on the availability of;resources and update MS project to mirror the updates;Have;monthly meetings with Team Managers to make sure their resources are;sufficient and find ways to level resources better;Get;accountability from Team Managers to carry out the plans set forth in;meetings;Reduce;Likelihood;The data security is vulnerable and not in lines with the organization;policies;Partner;with the IT Manager and CIO to make sure the policies are in line with;organizational policies;Have the;IT Manager and CIO to attend monthly project meetings;Get;accountability from the IT Manager that the security measures will be;followed as outlined and is in sync with policies;Reduce;Likelihood;The database is not up to mark and full of issues;Make sure;the database is being updated with the latest information and that;information input is useful;Constantly;provide feedback to all departments about what the other need to document;properly;Have;Managers of every department to gain accountability from end users that they;will update information as it becomes available;Reduce;Likelihood;The training of the resources is not complete on time;Outsource;Outsource;Outsource;Transfer;The technical support is not feasible due to maintenance issues;Partner;with IT Manager to make sure all maintenance is done on time and properly;Have IT;Manager attend meeting to relay to all department manager what is needed to;perform maintenance on all systems;Document;all issues and how they were fixed;Avoid;The Wi-Fi to access the systems is down;Outsource;to Internet Provider;Outsource;to Internet Provider;Outsource;to Internet Provider;Transfer;The budget allocated to the project is less as compared to the actual;spending;Make sure;sponsor has weekly updates and get approval for the scope of project during;the planning phase;Level;resources regularly and make sure predecessors and successors are completing;on time;Update MS;Project with overruns and cost changes to resources;Avoid;There is mismatch in the requirements documents leading;misunderstanding and wrong developments;Look for;any sudden changes especially in the critical path to make sure all tasks are;completed on time;Communicate;to all Managers and make sure scope is understood and reiterated during all;meeting as well as outline all project changes;Get;accountability from all managers that all resources are understanding the;requirements of the project;Avoid;The development is not on track and leading to delay;Hold;short bi-weekly meetings just to make sure the resources and time is there to;get the job done;Have a;meeting with all team members to bring back into focus the scope of the;project and that all resources are trained and available to carry out the;statement of work.;Make sure;that all contractors are on fixed contracts with incentives to complete the;task on time with penalties for being late;Reduce;Likelihood and Impact;The project resources are over allocated;Look for;a pattern of working overtime and weekends to ensure no resource is;overstretched (can be accomplished by looking at the resource sheet in MS;Project);Hire more;resources to help out so that the quality of the project is not compromised;Hire more;resources to help out so that the quality of the project is not compromised;Reduce;Likelihood;The walkthroughs of the requirement documents was not adequate;Make sure;that all changes in requirements are documented and updated and dispersed to;all managers;Make sure;that when the sponsor is interviewed, there are persons available to record;all requirements are documented and available to all teams members;Make sure;that all changes in requirements are documented and updated and dispersed to;all managers;Avoid;There is delay in the testing process due to delay in coding;Partner;with Programmers to make sure all coding is done during the development phase;Partner;with Programmers to make sure all coding is done during the development phase;Use Agile;method and release in increment so that bugs are found early so as to correct;the coding problem;Avoid;Avoid, Avoid;The testing is not up to mark and the bugs are in the final delivery;stage;Partner;with Programmers to make sure all coding is done during the development phase;Partner;with Programmers to make sure all coding is done during the development phase;Use Agile;method and release in increment so that bugs are found early so as to correct;the coding problem;Avoid;Avoid, Avoid;There is change in the scope of the project;Have;regular meetings with Managers who is needing more resources or a process in;not working for the good of the project;Work;closely with the sponsors and g=keep documentation of every change no matter;how small so that if the scope changes, the project will likely survive;because of informed sponsors;Have;regular meetings with Managers who is needing more resources or a process in;not working for the good of the project;Reduce;Impact;The project is of bad quality;Hire;Independent Quality Assurance Teams to;monitor, plan, and control;Hire;Independent Quality Assurance Teams to;monitor, plan, and control;Hire;Independent Quality Assurance Teams to;monitor, plan, and control;Transfer;There are network issues leading to delay in the approval process;Defer to;(outsource) Network Administrators which will be contractors for the project;Defer to;(outsource) Network Administrators which will be contractors for the project;Defer to;(outsource) Network Administrators which will be contractors for the project;Transfer;Skills issues among the employees;Have;employees meet once a month to see how a process can be modified so that;everyone can perform their roles more efficiently;Include;employees in the planning process and group skills according to tasks so that;everyone understands their role and job in the project;Get;accountability from each employee about their roles and responsibilities;Reduce;Likelihood;RL = Reduce Likelihood;RI = Reduce Impact;AD = Avoid;CT = Contingency;TR ? Transfer/AC = Accept;Schedule;Project Work Breakdown Structure;Task Network;Timeline Chart (Gantt Chart);Resource Table;Resource;Name;Type;Material;Label;Initials;Group;Max;Units;Std. Rate;Ovt. Rate;Cost/Use;Accrue;At;Base;Calendar;Developer;Work;M.J;100%;$50.00/hr;$75.00/hr;$0.00;Prorated;Standard;IT Manager;Work;A.T;100%;$55.00/hr;$90.00/hr;$0.00;Prorated;Standard;Designer;Work;T.J;100%;$45.00/hr;$65.00/hr;$0.00;Prorated;Standard;Architect;Work;S.M;100%;$85.00/hr;$120.00/hr;$0.00;Prorated;Standard;Engineer;Work;K.K;100%;$95.00/hr;$130.00/hr;$0.00;Prorated;Standard;QA Manager;Work;N.M;100%;$45.00/hr;$65.00/hr;$0.00;Prorated;Standard;Project Manager;Work;M.C;100%;$70.00/hr;$100.00/hr;$0.00;Prorated;Standard;Contract End User;Work;C;100%;$30.00/hr;$55.00/hr;$0.00;Prorated;Standard;Team Leader;Work;T;100%;$50.00/hr;$75.00/hr;$0.00;Prorated;Standard;Responsibility Matrix;Work / Task;Resource Responsible;Planning;Project Manager, Project Leads;Tech Lead;Business Analysis / Requirements;Project Manager, Business;Analyst, Tech Lead, User(s);Software Architecture;Tech Lead, Architect;Code Development;Web Developer, Backend developer;Database design;Lead Database Administrator, Tech;Lead;Testing;Quality Assurance (QA) Team;Users;Deployment;Infrastructure Team;Post Implementation Review;Project Manager, Project Leads;Tech Leads;Above responsibility matrix;outlines the major actors involved in execution of the project. It starts with;project planning task wherein project manager will plan the work after meeting;with project leads and tech leads. Tech lead will provide estimation and;feasibility of technical direction for implementing a customized application;software development.;Capturing business requirements;will require participation of business analyst to capture and document;requirements in a pre-defined template. Tech Lead will evaluate the technical;feasibility of requirements. User(s) will ensure that the requirements captured;conform to the existing procedures of handling contract management. The;requirements documents will be available in a central repository so that all;the team members will have access to it.;Once requirements are captured and;signed off by user(s), software architecture can begin. This will set the;foundation for technical development and future enhancement. Software;architecture will be flexible to accommodate future expansion and integration;with other sub-systems. Architecture artifacts like UML diagrams, sequence;diagrams will be produced for future reference.;Code development will begin once;architecture is stabilized and;accepted to meet the system specifications. Project manager will assign tasks;to developers working with tech lead. Tech lead will monitor the progress of;assigned tasks to developer(s) and update project manager on a weekly basis.;Tech lead will bring forth any anticipatable technical risks in completing the;tasks.;Database design will be a;coordinated effort between lead database developer and tech lead. Tech lead;will choose the database system considering the size of the project and;possible future expansion. Database design will be in alignment with software;architecture and software tools used for code development.
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