1	Introduction
This report presents the project planning and management aspects for the development of the shared bike software system commissioned by the local government. The purpose of this report is to detail the Project Scope Management and Project Schedule Management plans, ensuring that the project is completed successfully within the stipulated time frame and meets all specified requirements.
The local government has launched an initiative to address urban challenges such as increasing traffic congestion and deteriorating air quality. To promote a healthier and more sustainable lifestyle, they have introduced a shared bike program. Our company has been contracted to develop the software system integral to the operation of this program. This software will facilitate bike rentals and returns, manage the bike fleet, provide a user-friendly mobile application, integrate pricing and payment systems, and support operations and customer service.
We need to conduct this project to deliver a robust and efficient software platform that meets the government's requirements, contributing to the overall success of the shared bike program and, consequently, to the improvement of urban living conditions.
Team Charter
The project team comprises experienced professionals dedicated to delivering high-quality results within the project's constraints. The team members and their roles are as follows:
Name	Role	Responsibilities
Leo	Project Manager	Overall project management, scheduling, resource allocation, stakeholder communication
Bill	Senior Developer	Analysis and design, software architecture, database design
Lisa	Developer	UI/UX design, client-side coding
Andy	Developer	Server-side coding, integration
Kent	Developer	Client-side coding, testing
Vision: Our vision is to contribute to the transformative initiative of the shared bike program by delivering a state-of-the-art software system that will ease urban congestion, improve air quality, and promote a sustainable and healthy lifestyle for city dwellers.
Mission: To develop and deploy a robust, user-friendly, and secure software system that facilitates bike rentals, manages the bike fleet efficiently, integrates seamless payment options, and supports comprehensive customer service, ultimately contributing to the program's success.
Report Structure
The structure of this report is as follows:
•	Section 2 Project Scope Management: Presents the Work Breakdown Structure (WBS) of the project, detailing all tasks and deliverables in a hierarchical tree structure.
•	Section 3 Project Schedule Management: Includes the project schedule with necessary elements, the Network Diagram using the Precedence Diagramming Method (PDM), and a Critical Path Analysis (CPA).
•	…
2	Project Scope Management
In this section, we present the Work Breakdown Structure (WBS) for the shared bike software system project and the corresponding Gantt Chart. The WBS outlines all tasks and deliverables in a structured hierarchical format, ensuring a comprehensive understanding of the project's scope.
2.1 Work Breakdown Structure (WBS)
The project is divided into four main phases: Analysis, Design, Implementation, and Deployment. Each phase consists of specific tasks required to meet the project's objectives.
 
WBS Dictionary
Below is a brief description of each task in the WBS:
•	Analysis
o	a: Conduct a background study on e-payment implementations in similar projects to gather best practices and potential pitfalls.
o	b: Collect detailed requirements from relevant government departments regarding design preferences, compliance standards, and user needs.
o	c: Develop a prototype to demonstrate the payment procedure and gather early feedback.
•	Design
o	d: Design the overall software architecture, defining the system components and their interactions.
o	e: Design the database schema to support all required functionalities.
o	f: Design end-user interfaces for mobile applications, focusing on user experience and accessibility.
o	g: Design interfaces for administrative functions on desktop computers.
o	h: Design the signal connection mechanisms with bike locks for control operations.
o	i: Design the security scheme to safeguard transactions over the internet, ensuring data protection and compliance.
o	j: Develop interface templates for review, including layout, navigation, and visual elements.
o	k: Create a site map or hierarchy chart to illustrate the flow of web pages and user interactions.
•	Implementation
o	l: Create individual web pages based on the approved designs.
o	m: Create the database as per the designed schema.
o	n: Source necessary library modules for client-side coding to enhance development efficiency.
o	o: Purchase a set of bike locks for coding and testing purposes.
o	p: Code server-side modules for system administration and operations.
o	q: Code server-side modules for end-user services.
o	r: Code client-side modules for system administration and operations.
o	s: Code client-side modules for end-user services.
o	t: Integrate server-side modules and web pages to form a cohesive system.
•	Deployment
o	u: Test the connection to bike locks with the shared-bike app to ensure proper functionality.
o	v: Perform performance stress tests on the system to verify handling of transactions and concurrent users.
o	w: Conduct User Acceptance Testing (UAT) with the sponsor and end-user representatives.
o	x: Install the website on the government's web server for operation.
o	y: Create technical training materials for staff.
o	z: Train staff in operating and maintaining the system.
2.2 Gantt Chart
The Gantt Chart below visualizes the project schedule, illustrating task durations and dependencies to ensure a clear understanding of the project timeline.
 
Note: The start date is set as 01-01-2024. The milestones are set to the dates provided by the sponsor:
•	Prototype Delivery Milestone (m1): Prototype must be delivered within two months (by 01-03-2024).
•	Intermediate Modules Milestone (m2): Intermediate modules must be delivered within five months (by 01-06-2024).
•	Project Completion Milestone (m3): Project must be fully completed within eight months (by 01-09-2024).
Task Dependencies and Durations
The table below outlines each task's duration and dependencies:
Activity ID	Activity Name	Duration (Days)	Predecessors
a	Background study on e-payment implementation	18	-
b	Requirements Analysis	20	a
c	Technical Feasibility Study	22	b
d	System Design	25	b
e	Module Design	15	d
f	Interface Design	25	d
g	Database Design	15	f
h	UI Design	15	d
i	Security Design	20	d
j	Integration Testing	12	f, g
k	System Testing	12	j
l	Coding Core Modules	30	k
m	Coding Module E	20	e
n	Coding Module F	20	f
o	Develop UI	12	h
p	Database Implementation	25	i, g
q	Security Implementation	30	i
r	Testing Module N	25	n
s	Testing Module S	25	n
t	Final Integration	20	l, m, p, q, r, s
u	Deployment Preparation	5	t, o
v	System Deployment	5	u
w	User Training	5	v
x	Project Handover	12	w
y	Post-Deployment Support	20	x
z	Project Closure	19	y
 
3	Project Schedule Management
In this chapter, we present the project schedule management plan, including the Network Diagram in Precedence Diagramming Method (PDM) format, and conduct a Critical Path Analysis (CPA).
3.1 Network Diagram in PDM
The following network diagram represents the project's activities using the Precedence Diagramming Method (PDM). Each node corresponds to a task identified by its activity ID.
Legend:
•	Nodes represent tasks labeled from a to z.
•	Arrows indicate task dependencies.
 
3.2 Critical Path Analysis
Critical Path Analysis (CPA) identifies the sequence of tasks that determines the minimum project duration. Tasks on the critical path have zero slack.
3.2.1 Forward Pass (Calculating Early Start and Early Finish)
Task	Duration (Days)	Predecessors	Early Start (ES)	Early Finish (EF)
a	18	-	0	18
b	20	a	18	38
c	22	b	38	60
d	25	b	38	63
e	15	d	63	78
f	25	d	63	88
g	15	f	88	103
h	15	d	63	78
i	20	d	63	83
j	12	f, g	103	115
k	12	j	115	127
l	30	k	127	157
m	20	e	78	98
n	20	f	88	108
o	12	h	78	90
p	25	i, g	103	128
q	30	i	83	113
r	25	n	108	133
s	25	n	108	133
t	20	l, m, p, q, r, s	157	177
u	5	t, o	177	182
v	5	u	182	187
w	5	v	187	192
x	12	w	192	204
y	20	x	204	224
z	19	y	223	243
3.2.2 Backward Pass (Calculating Late Start and Late Finish)
Assuming the project's finish time is 244 days.
Here's the completed backward pass table:
Task	Duration (Days)	Successors	Late Finish (LF)	Late Start (LS)	Slack (LS - ES)
z	19	-	243	223	0
y	20	z	224	204	0
x	12	y	204	192	0
w	5	x	192	187	0
v	5	w	187	182	0
u	5	v	182	177	0
t	20	u	177	157	0
l	30	t	157	127	0
k	12	l	127	115	0
j	12	k, p	115	103	0
g	15	j, p	103	88	0
p	25	t	152	127	24
q	30	t	152	122	39
m	20	t	157	132	54
e	15	m	132	117	54
d	25	e, f, h, i	63	38	0
f	25	g, j, n	88	63	0
r	25	t	152	127	19
s	25	t	152	127	19
n	20	r, s	127	107	39
i	20	p, q	122	102	42
o	12	u	177	165	87
h	15	o	165	150	87
b	20	d, c	38	18	0
a	18	b	18	0	0
c	22	-	60	38	0
3.2.3 Identifying the Critical Path
Tasks with zero slack form the critical path. The critical path for this project is:
•	a - b - d - f - g - j - k - l - t - u - v - w - x - y - z
Project Duration: 8 months, 243 days (Including holidays)

4	Project Budget Management
In this chapter, we detail the Project Cost Management plan, including resource allocation, cost baseline, and Earned Value Management (EVM) analysis. We also present the performance measurements, variance analysis, and forecasting based on the project’s progress at the end of the fourth month.
4.1	Resource Sheet
Below is the Resource Sheet summarizing all the resources involved in the project, their hourly rates, total hours worked, and total costs.
Table 4.1: Resource Sheet
WBS (Simplified)	Hourly Rate ($/hr)	Total Hours	Total Cost ($)	% of Total
Human Resources			$1,431,400	71.3%
  Project Manager (PM)	$500	640	$320,000	15.9%
  Bill (Senior Developer)	$300	1,210	$363,000	18.0%
  Lisa (Developer)	$200	1,294	$258,800	12.8%
  Andy (Developer)	$200	1,192	$238,400	11.8%
  Kent (Developer)	$200	1,256	$251,200	12.5%
Other Costs			$248,000	12.4%
  Hardware/Equipment Purchases			$16,000	0.8%
  Computing Facilities Rental (8 months @$29,000/month)			$232,000	11.6%
Contingency Reserve (20%)			$335,880	16.7%
Total Project Cost			$2,015,280	100%
 Notes:
o	PM (Project Manager): Works an average of 4 hours per day on general project management tasks throughout the project and additional hours during specific tasks such as requirements analysis, project handover, and project closure.
o	Bill: Leads analysis and design tasks, contributing significantly during the initial phases of the project.
o	Lisa, Andy, Kent: Work on design, implementation, and deployment tasks, with efforts fairly distributed among them.

4.2	Cost Baseline (Budget Schedule)
The Cost Baseline outlines the planned expenditures over the project’s duration, including the Contingency Reserve to account for potential risks.
Table 4.2: Cost Baseline
Month	PM ($)	Bill ($)	Lisa ($)	Andy ($)	Kent ($)	Computing Facilities ($)	Equipment Purchases ($)	Planned Cost ($)	Contingency Reserve (20%)	Cumulative Planned Cost ($)
1	40,000	45,375	32,350	29,800	31,400	29,000	16,000	223,925	44,785	268,710
2	40,000	45,375	32,350	29,800	31,400	29,000	0	207,925	41,585	518,220
3	40,000	45,375	32,350	29,800	31,400	29,000	0	207,925	41,585	767,730
4	40,000	45,375	32,350	29,800	31,400	29,000	0	207,925	41,585	1,017,240
5	40,000	45,375	32,350	29,800	31,400	29,000	0	207,925	41,585	1,266,750
6	40,000	45,375	32,350	29,800	31,400	29,000	0	207,925	41,585	1,516,260
7	40,000	45,375	32,350	29,800	31,400	29,000	0	207,925	41,585	1,765,770
8	40,000	45,375	32,350	29,800	31,400	29,000	0	207,925	41,585	2,015,280
Total	320,000	363,000	258,800	238,400	251,200	232,000	16,000	1,679,400	335,880	2,015,280

4.3	Planned Values (PVs) for the 8 Months
Table 4.3: Cumulative Planned Values
Month	Cumulative Planned Value (PV) ($)
1	268,710
2	518,220
3	767,730
4	1,017,240
5	1,266,750
6	1,516,260
7	1,765,770
8	2,015,280
4.4	Earned Value Management (EVM) Analysis at End of Month 4
At the end of the fourth month, we conducted an Earned Value Management analysis to assess the project’s performance.
Assumed Values at End of Month 4:
•	Planned Value (PV): $1,017,240 (from the Cost Baseline)
•	Actual Cost (AC): $1,085,994.5 (actual expenditure incurred)
•	Earned Value (EV): $1,000,000 (value of work actually completed)
4.4.1 EVM Calculations
•	Cost Variance (CV): CV = EV - AC = $1,085,994.5 - $1,017,240 = -$68,754.5
o	Negative CV indicates the project is over budget.
•	Schedule Variance (SV): SV = EV - PV = $1,000,000 - $1,017,240 = -17,240
o	Negative SV indicates the project is behind schedule.
•	Cost Performance Index (CPI): CPI = EV / AC = $1,000,000 / $1,085,994.5 ≈ 0.921
o	CPI less than 1 indicates the project is not using resources efficiently.
•	Schedule Performance Index (SPI): SPI = EV / PV = $1,000,000 / $1,017,240 ≈ 0.983
o	SPI less than 1 indicates less work has been completed than planned.
•	Estimate at Completion (EAC): EAC = BAC / CPI = $2,015,280 / 0.921 ≈ $2,188,143.322
o	EAC projects the total cost at completion based on current performance.
•	Estimate Time to Complete (ETC): time estimate / SPI = 8 / 0.983 = 8.138 (month)
o	ETC is the expected cost to finish all remaining project work.
4.5	EVM Graph
Figure 4.1: EVM Graph at End of Month 4
 
Note: The EVM graph plots the cumulative values of PV, EV, and AC over the project duration.
4.6	Project Performance and Forecasting Description
At the end of the fourth month, the project’s performance indicators suggest that we are behind schedule and over budget. The Schedule Variance (SV) of -17,240 and Schedule Performance Index (SPI) of 0.983 indicate that less work has been accomplished than initially planned. This could be due to delays in completing key tasks or underestimation of the time required for certain activities.
The Cost Variance (CV) of -$68,754.5 and Cost Performance Index (CPI) of 0.921 show that the project is incurring higher costs than planned for the amount of work completed. This overrun may result from unforeseen expenses, such as additional resource hours, overtime payments, or higher-than-expected equipment costs.
The Estimate at Completion (EAC) projects the total project cost to be approximately $2,188,143.322, which exceeds the original budget (including contingency) by $68,754.5. This indicates a potential cost overrun if corrective actions are not taken. The •Estimate Time to Complete (ETC) is 8.138 month, suggesting that it will take some more time to complete the project.
To address these issues, we need to:
•	Analyze the Causes: Investigate the reasons for schedule delays and cost overruns, such as scope changes, resource inefficiencies, or technical challenges.
•	Implement Corrective Actions: Reallocate resources, optimize processes, and implement cost-saving measures to improve CPI and SPI.
•	Update the Schedule and Budget: Adjust the project plan to reflect realistic timelines and costs, ensuring that stakeholders are informed of any changes.
By taking proactive steps, we aim to bring the project back on track, minimize the cost overrun, and meet the project’s objectives within the adjusted budget and schedule.

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*Project Cost Management Requirement*
Assume that you have 4 people working on the project, including one experienced team
member (Bill) who is good at analysis and design and charges $300 per hour; and three others
(Lisa, Andy and Kent) who are good at design and implementation and each of them charges
$200 per hour. All of them can deal with other tasks, such as deployment. You are the project
manager who takes part in managing the entire development process and you charge $500 per
hour. Besides, you must take hardware/equipment into your budget consideration as well.
Although the project does not include the purchase of bike locks and other equipment for the
later operation, you still need some for the development purpose. (Do a little market study on
the current prices of the needed equipment, e.g. mobile phones, bike locks, though marks will
not be deducted much for inaccurate estimations of hardware).

(a) Based on the project schedule, assign tasks to team members according to their
capabilities (including yourself) reasonably for the entire project. Except for you, the other
team members should be fairly assigned with workload as much as possible. Calculate the
costs and make up a Resource Sheet (just a table to show all the resources and their costs;
and the number of hours worked of human resource and the total costs in the project).
(b) Use the data from Resource Sheet to make the budget schedule (Cost Baseline) for your
project. Don’t forget to add the Contingency Reserve to the Cost Baseline table to make it
look complete.
(c) The required computing facility (for development), including computers, printers, network
equipment, along with necessary maintenance services, are rented for a certain amount (i.e.
$29,000) per month.
(d) At the end of the 4

th month, you are obligated to provide a progress report to your senior
management. Utilize the Earned Value Management (EVM) method to conduct the
necessary performance measurements, variance analysis and forecasting for your project.
(You need to make up reasonable figures for Earned Values and Actual Costs. Show the
detailed steps of calculations.)
(e) Exhibit the EVM graph to show relevant calculations and results of performance and
forecasting.
(f) Write a paragraph to describe the project progress at the end of 4

th month based on

the graph and figures in (d) and (e).
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