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Automation Contract Management For Davis & Associates

Offered Price: $ 12.00 Posted By: maqj Updated on: 10/28/2014 10:21 AM Due on: 10/31/2014
Question # 00029647 Subject Business Topic Risk Management and Insurance Tutorials:
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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. Lead database administrator will help development team with performance of database with fine tuning of queries etc. for faster application performance.

Testing will be conducted by QA (Quality Assurance) team and users of the new system. QA team will have test cases documents referencing the requirements documented. These test cases will have repeatable tests that need to pass to conform to the documented requirements. Once QA team tests the application, users will have an opportunity to perform UAT (User Acceptance Testing). QA and UAT process will log defects found during testing. These defects / change requests will need to be triaged for fix in a release by project manager and tech lead.

Deployment of the application will be approved by users of the system, tech lead and project leads. Once approved, infrastructure team will initiate deployment of the application at a pre-defined date. They will document steps needed to deploy new application to production and downtime (if any). They will also send an email in advance of production deployment with release notes of the features / bug fixes in that release. Business analyst will provide the release notes to infrastructure team to send to users.

Post implementation review usually involves number of defects raised by QA, UAT teams. This will provide a measure of code quality being deployed for testing. Project manager along with tech lead will also monitor the trend in issues with every release to production. Such trends will be included as part of bi-monthly report for stakeholders to review.

Project manager will setup a ‘lessons learned’ meeting after every release to production. Tech Lead, Business analyst, Lead DBA and QA lead will suggest points of improvement and better communication in future. Project manager will document them and prepare action item for each suggestion to fulfill in future.

Major Milestones and Target Dates

Major Milestones

Target Date

Project Initiation

10/01/14

Requirements signoff

10/20/14

Scope Lock

10/30/14

Architecture / High Level design

11/30/14

Development complete

12/31/14

QA Testing cycle

01/24/15

UAT Testing cycle

02/15/15

Deployment to production

02/17/15

Post Implementation Review

02/18/15

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  1. Available for: Posted By: maqj Posted on: 10/28/2014 10:22 AM
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    The solution of Automation Contract Management For Davis & Associates...
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