1.1.

Control Plan

Any major changes are affected milestones of project and it must be increase the budget and increase project time. All of the team member will be responsible for ensuring that projects is completed on time 1.1.1 Requirements Control Plan

Before the defining of requirements we will arrange meeting between the team and the customer. Since the customer is sure about what they want, there wont be any modification on the requirements. 1.1.2 Schedule Control Plan

We arrange meetings between our team and our customer when we find suitable time for us. The progress of the work will be observed by the customer and our supervisor in those meeting. All team members should attend the each meeting. If there is an extraordinary situation, he will not attend, but in future we will tell each discussion about the meeting to him. The estimated delivery dates are decided by our supervisor.

The project manager maintains a summary schedule showing the expected date of each milestone, and is part of the Weekly Status Report, as described in the reporting plan. The Status Report is provided to the Project Manager, who may use this to set new priorities or to recommend corrective action.

Performance of the project will be measured using Earned Value Management. The following four Earned Value metrics will be used to measure to projects cost performance:

- Schedule Variance (SV) - Cost Variance (CV) - Schedule Performance Index (SPI) - Cost Performance Index (CPI) 1.1.3 Budget Control Plan

Creating a budget control plan is one of the most effective ways to stick to spending goals. Department Manager is responsible for forecasting and controlling budget and annual basis. Project Manager is responsible for tracking actual hours and for reporting actual and estimated project hours by milestone to the Department Manager. The control mechanisms used to measure the cost of work completed is:

MEASURE PERFORMANCE: This activity focuses on performance, not just planned vs. actual spending. It involves tracking a number of measures starting very early in the project, and analyzing the data to determine real project status. Important measures are: Primary Measures Budget Cost of Work Scheduled (BCWS) the spending plan; the hours planned for the effort. The cumulative planned expenditures would equal the total money budgeted for the effort for the specified time period. With e-Homestay, the spending plan serves as a performance baseline for making predictions about cost and schedule variance and estimates of completion. Actual Cost of Work Performed (ACWP) actual spending; the cumulative actual expenditures on the effort viewed at regular intervals within the project duration. Budgeted Cost of Work Performed (BCWP) earned value, the measure of technical accomplishment; the cumulative budgeted value (money or hours) of work actually completed. It may be calculated as the sum of the values budgeted for the work packages actually completed, or calculated as the percent work complete multiplied by the planned cost of the project. A cost change control system, documented in the cost management plan, defines the procedures by which the cost baseline can be changed. It includes the forms, documentation, tracking systems, and approval levels necessary for authorizing changes. Performance reviews compare cost performance over time, schedule activities or work packages overrunning and underrunning budget (planned value), milestones due, and milestones met. Performance reviews are meetings held to assess schedule activity, work package, or cost account status and progress, and are typically used in conjunction with one or more of the following performance-reporting techniques: Variance analysis: Variance analysis involves comparing actual project performance to planned or expected performance. Cost and schedule variances are the most frequently analyzed, but variances from plan in the areas of project scope, resource, quality, and risk are often of equal or greater importance. Trend analysis: Trend analysis involves examining project performance over time to determine if performance is improving or deteriorating. Earned value technique: The earned value technique compares planned performance to actual performance.

1.1.4

Communication, Tracking, and Reporting Plan

Type of Communication Status Report

Communication Schedule Every Wednesday

Typical Communication Mechanism Team meeting Email Face to face Email

Who Initiates

Recipient

Project Manager Project Team Project Manager Program Manager Project Manager Project Team Responsible team Project Manager member Project Manager Affected Project Participants Program Manager Project Manager, Program Manager, Subcontract Manager

Schedule and Effort Weekly Tracking Report Project Review Risk Mitigation Status Requirement Changes Supplier Management Review Every 2 weeks As mitigation actions are completed As changes are approved

Email and change control tool

At project life cycle Video conference, gates Email

1.2.

Risk Management Plan

During the project we will expected some risks. We must cope with these problems. Otherwise, our project lifecycle become trouble. High probability risks that occur during project; Disagreement between team members During the project lifecycle there are some arguments in the team members opinions. Add them up, one of the project members not attend the meetings, it will causes arguments between team members. In this case, we will make a meeting and we will determine the result. If we will not determine the result, we will discuss with projects supervisor. Unavailability of team members Maybe for some reason, not all team members can attend a meeting with the owner of the homestay. This is because they may have other things to commit to. We decide at least one of the team member join meeting and he will talk us all of the meeting subjects and decisions Lack of experience working with customer Team members do not have enough experience for meeting and understanding customers problems. It will need good communication between customer and team members. The requirements should be well defined and understandable by all of the team members. For this kind of situations we always communicate with customer by e-mail, phone calls or meetings. Lack of training on user panels

e-homestay system development parts depends on java and oracle. If some of the team members have no experience on both java and oracle, we will face some problems during the development of software. Learning and using these concepts will be creating a risk on project. As a result, all of the team members should make a deep search about these languages and learn how to create applications so we decrease the probability of risk. If we face with very big problem during coding, we should take our supervisors opinion and apply them. Testing the product All the end of the coding, we must test our product for bugs and errors which effected the system directly. It is difficult to test every situation. Testing has very important role for the project. As a result, we should spare more time for testing and all team members should do their responsibility about this part by obey the test plan. Separation of a team member from the group During the project, any team member may leave the project. It has lots of reason such as illness, psychological problems, or leaving the school such as economic conditions or family problems. If one of the members leaves from the group our members should share the remaining works and they strive for finishing the project on the defined deadline of the project. 1.3. Issue Resolution Plan
Consequence if Risk Item Does Occur Actions to Reduce Likelihood of Risk Occurring Highlight risks and issues to Steering Committee in getting users commitment to project Actions to Reduce Impact if Risk Does Occur Determine ways to get replacement or endorsement from higher authority to bypass unavailable business owners. Revisit project schedule as per users availability, while highlighting impact on overall completion timeline. Determine improvements that can be made regardless of which project is active.

Risk Items (potential future problems derived from the brainstorming session) None availability of business owners during project execution

Project delayed

Management changes Application system priorities before we loses credibility. complete any milestone.

Obsolete system data couldn't be migrated

Data loss

Present the action plan to management and obtain agreement that priorities remain unchanged between major improvement milestones. Explain the problems and goals that will not be addressed if changes in priority occur. Current system design doesnt allow migrating data from

Map DB design as much possible to previous system

obsolete system as integrity data linking is essential. Obsolete system to be maintained for references.

design avoiding structure incompatibility.

1.4.

Project Close-Out Plan

To be considered complete, the e-Homestay project and any related sub-projects will require a project closeout process for finalisation. This closeout process provides a checklist of final deliverables, user community approvals, project final financial report, and review of project quality measurements. It includes the transfer of responsibility for the system from the project team to the IT staff who will provide on-going maintenance. The project shall include a planned session for the project team to perform a Post Mortem review of the project and complete a Lessons Learned Document. This session will be conducted off site away from normal business interruptions. These materials are stored in the Project Control Book for auditing and retrieval requirements and as the final project documentation completing the overall project work plan. All staff will be reassigned to their previous duties as their roles with the project are completed line managers and contractors will be notified as soon as possible of the impending completion of a resources role on the project. Key personnel should be advised that their presence will be required for the Post Mortem Review.