Table of Contents 
1	Introduction	2
2	Project Scope Management	3
3	Project Schedule Management	4
4	Project Budget Management	5
5	Project Resource Management	6
6	Project Risk Management	7
7	Work Distribution	8

 
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
Resource	Rate ($/hr) or Unit Cost ($)	Total Units or Hours	Total Cost ($)
Human Resources			
Project Manager (PM)	$500/hr		984 hours	$492,000
Bill (Senior Developer)	$300/hr	1,776 hours	$532,800
Lisa (Developer)	$200/hr	1,336 hours	$267,200
Andy (Developer)	$200/hr	1,552 hours	$310,400
Kent (Developer)	$200/hr	1,288 hours	$257,600
Subtotal Human Resources		6,936 hours	$1,860,000
Equipment Purchases			
Mobile Phones	$800/unit	5 units	$4,000
Bike Locks with Connectivity	$1,000/unit	10 units	$10,000
Total Equipment Purchases			$14,000
Other Costs			
Computing Facilities Rental	$29,000/month	8 months	$232,000
Subtotal Other Costs			$246,000
Total (Before Contingency)			$2,120,000
Contingency Reserve (20%)			$424,000
Total Project Cost			$2,544,000
 Notes:
Based on the project schedule and team capabilities, tasks have been assigned to team members to ensure efficient utilization of skills and fair distribution of workload among team members, excluding the Project Manager (PM). The PM oversees the entire development process and participates in key tasks.
Table 4.1.1: Work Breakdown Structure (WBS) with Resource Assignments
WBS	Task Name	Duration (Days)	Duration (Hours)	Assigned To
1	Analysis Phase			
a	Background study on e-payment implementation	18	144	Bill
b	Requirements Analysis	20	160	Bill, PM
c	Technical Feasibility Study	22	176	Bill, PM
2	Design Phase			
d	System Design	25	200	Bill, PM
e	Module Design	15	120	Bill, Lisa
f	Interface Design	25	200	Lisa, Kent
g	Database Design	15	120	Bill, Andy
h	UI Design	15	120	Lisa, Kent
i	Security Design	20	160	Bill, Andy
j	Integration Testing	12	96	Andy, Kent
k	System Testing	12	96	Andy, Kent
3	Implementation Phase			
l	Coding Core Modules	30	240	Lisa, Andy
m	Coding Module E	20	160	Lisa
n	Coding Module F	20	160	Kent
o	Develop UI	12	96	Lisa, Kent
p	Database Implementation	25	200	Bill, Andy
q	Security Implementation	30	240	Bill, Andy
r	Testing Module N	25	200	Kent
s	Testing Module S	25	200	Lisa
t	Final Integration	20	160	All Team Members
4	Deployment Phase			
u	Deployment Preparation	5	40	PM, Andy
v	System Deployment	5	40	Andy
w	User Training	5	40	Lisa
x	Project Handover	12	96	PM, Bill
y	Post-Deployment Support	20	160	Andy, Kent
z	Project Closure	19	152	PM
Resource Assignments Summary
o	Project Manager (PM): Participates in tasks 1.2, 1.3, 2.1, 3.9, 4.1, 4.4, and 4.6.
o	Bill (Senior Developer): Leads analysis and design tasks; involved in tasks 1.1 to 2.6, 3.5, 3.6, 3.9, and 4.4.
o	Lisa (Developer): Focuses on UI/UX design and client-side coding; involved in tasks 2.2, 2.3, 2.5, 3.1 to 3.4, 3.8, 3.9, and 4.3.
o	Andy (Developer): Handles server-side coding and integration; involved in tasks 2.4, 2.6, 2.7, 2.8, 3.1, 3.5, 3.6, 3.9, 4.1, 4.2, and 4.5.
o	Kent (Developer): Works on client-side coding and testing; involved in tasks 2.3, 2.5, 2.7, 2.8, 3.3, 3.4, 3.7, 3.9, and 4.5.
Market Study on Needed Equipment
As part of the project's hardware requirements, the following equipment is needed for development and testing purposes:
1.	Mobile Phones (5 units):
o	Purpose: To test the mobile application on various devices.
o	Estimated Market Price per Unit: $800
o	Total Cost: 5 units * $800/unit = $4,000
2.	Bike Locks with Connectivity (10 units):
o	Purpose: To develop and test signal connection mechanisms with bike locks.
o	Estimated Market Price per Unit: $1,000
o	Total Cost: 10 units * $1,000/unit = $10,000
3.	Computers and Peripherals:
o	Note: The computing facilities are rented monthly and covered separately under computing facilities rental costs.
Total Equipment Purchases: $4,000 (Mobile Phones) + $10,000 (Bike Locks) = $14,000

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	61,500	66,600	33,400	38,800	32,200	29,000	14,000	275,500	55,100	330,600
2	61,500	66,600	33,400	38,800	32,200	29,000	0	261,500	52,300	644,400
3	61,500	66,600	33,400	38,800	32,200	29,000	0	261,500	52,300	958,200
4	61,500	66,600	33,400	38,800	32,200	29,000	0	261,500	52,300	1,272,000
5	61,500	66,600	33,400	38,800	32,200	29,000	0	261,500	52,300	1,585,800
6	61,500	66,600	33,400	38,800	32,200	29,000	0	261,500	52,300	1,899,600
7	61,500	66,600	33,400	38,800	32,200	29,000	0	261,500	52,300	2,213,400
8	61,500	66,600	33,400	38,800	32,200	29,000	0	261,500	52,300	2,527,200
Total	492,000	532,800	267,200	310,400	257,600	232,000	14,000	2,106,000	421,200	2,527,200
Notes:
o	Month 1 Equipment Purchases: $14,000 for mobile phones and bike locks.
o	Computing Facilities Rental: $29,000 per month for 8 months.
o	Contingency Reserve: Calculated as 20% of the monthly Planned Cost.

4.3	Planned Values (PVs) for the 8 Months
Table 4.3: Cumulative Planned Values
Month	Cumulative Planned Value (PV) ($)
1	330,600
2	644,400
3	958,200
4	1,272,000
5	1,585,800
6	1,899,600
7	2,213,400
8	2,527,200
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): $1,272,000 (from the Cost Baseline)
•	Actual Cost (AC): $1,320,000 (actual expenditure incurred)
•	Earned Value (EV): $ 1,200,000 (value of work completed)
4.4.1 EVM Calculations
•	Cost Variance (CV):
CV = EV - AC
CV = $1,200,000 - $1,320,000
CV = -$120,000
•	Negative CV indicates the project is over budget.
•	Schedule Variance (SV):
SV = EV - PV
SV = $1,200,000 - $1,272,000
SV = -$72,000
•	Negative SV indicates the project is behind schedule.
•	Cost Performance Index (CPI):
CPI = EV / AC
CPI = $1,200,000 / $1,320,000
CPI ≈ 0.9091
•	CPI less than 1 indicates poor cost efficiency.
•	Schedule Performance Index (SPI):
SPI = EV / PV
SPI = $1,200,000 / $1,272,000
SPI ≈ 0.9434
•	SPI less than 1 indicates the project is progressing slower than planned.
•	Estimate at Completion (EAC):
EAC = BAC / CPI
EAC = $2,527,200 / 0.9091
EAC ≈ $2,780,000
•	EAC projects the total cost at completion based on current performance.
•	Estimated Time to Complete (ETC):
ETC = Original Duration / SPI
ETC = 8 months / 0.9434
ETC ≈ 8.48 months
•	ETC estimates the total project duration based on current schedule performance.
•	Variance Analysis
•	Cost Variance (CV): The project is over budget by $120,000, indicating that more money has been spent than the value of the work completed.
•	Schedule Variance (SV): The project is behind schedule by $72,000 worth of work, meaning less work has been completed than planned up to this point.
•	Cost Performance Index (CPI): At 0.9091, the project is not utilizing its budget efficiently.
•	Schedule Performance Index (SPI): At 0.9434, the project is progressing slower than planned.
4.5	EVM Graph
Figure 4.5: 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 is experiencing both schedule delays and cost overruns. The Schedule Variance (SV) of -$72,000 and Schedule Performance Index (SPI) of 0.9434 indicate that the project is behind schedule, with less work completed than planned. The delay could result from complexities encountered during the design phase or underestimation of task durations.
The Cost Variance (CV) of -$120,000 and Cost Performance Index (CPI) of 0.9091 reveal that the project is over budget, spending more than the value of the work completed. Possible reasons include:
o	Extended Work Hours: Team members may have worked overtime to address challenges, increasing labor costs.
o	Unexpected Expenses: Additional costs, such as higher equipment prices or extra resources, may not have been anticipated.
The Estimate at Completion (EAC) projects the total project cost to be approximately $2,780,000, exceeding the original budget (including contingency) by $252,800. The project is also projected to extend to approximately 8.5 months, nearly half a month beyond the planned duration.
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.
5	Project Resource Management
In this chapter, we delve into the project's resource management aspects, focusing on the team dynamics, responsibility assignments, and workload distribution. Effective resource management ensures that the project progresses smoothly, with clear roles, efficient collaboration, and balanced workloads among team members.
5.1	Team Charter
Project Purpose
The Shared Bike App Platform project aims to develop a comprehensive software system to support the local government's shared bike program. This initiative addresses urban challenges by promoting sustainable transportation, reducing traffic congestion, and improving air quality.
Team Mission
Our mission is to collaboratively develop and deploy a high-quality software system that fulfills all specified requirements, meets user needs, and is delivered on time and within budget constraints. We strive to maintain a positive team environment that encourages innovation, professional growth, and a shared commitment to excellence.
Team Vision
Our vision is to be a cohesive and high-performing team that delivers a state-of-the-art software platform for the shared bike program. We aim to contribute significantly to sustainable urban living and set a benchmark for future projects in public transportation and environmental initiatives.
Team Goals
o	Deliver on Schedule and Budget: Complete the project within the stipulated time frame and budget.
o	Meet Quality Standards: Ensure the software meets all government specifications, compliance standards, and user requirements.
o	Effective Communication: Foster open and efficient communication channels within the team and with stakeholders.
o	Continuous Improvement: Encourage learning and professional development among team members.
o	Customer Satisfaction: Achieve high satisfaction levels from the sponsor and end-users through reliable and user-friendly solutions.
Team Members and Roles
o	Leo (Project Manager)
o	Responsibilities: Overall project management, scheduling, resource allocation, stakeholder communication, conflict resolution, risk management, and ensuring project objectives are met.
o	Bill (Senior Developer)
o	Responsibilities: Leading analysis and design phases, software architecture, database design, mentoring developers, overseeing technical quality, and ensuring adherence to best practices.
o	Lisa (Developer)
o	Responsibilities: UI/UX design, client-side coding, interface development, user experience optimization, and creating technical training materials.
o	Andy (Developer)
o	Responsibilities: Server-side coding, system integration, implementation of security features, performance optimization, and deployment preparation.
o	Kent (Developer)
o	Responsibilities: Client-side coding, testing, quality assurance, assisting with UI/UX development, and post-deployment support.
Core Values
o	Collaboration: We value teamwork and believe that collaborative efforts lead to superior outcomes.
o	Integrity: We commit to honesty and transparency in all interactions.
o	Excellence: We strive for the highest quality in our work and continuously seek ways to improve.
o	Respect: We treat each other with respect and value diverse perspectives and contributions.
o	Accountability: We take responsibility for our actions and their impact on the project and team.
Communication Guidelines
o	Meetings:
o	Team Meetings: Held twice a week on Mondays and Thursdays at 10 AM to discuss progress, issues, and plans.
o	Stakeholder Meetings: Scheduled as needed to provide updates and gather feedback.
o	Communication Channels:
o	Email: For formal communications and documentation.
o	Instant Messaging (Slack): For quick questions and discussions.
o	Video Conferencing (Zoom/Teams): For virtual meetings and presentations.
o	Reporting:
o	Team members submit weekly progress reports every Friday by 5 PM.
o	The Project Manager compiles and distributes a weekly project status report to stakeholders.
Decision-Making Guidelines
o	Consensus-Based Approach: Decisions are made collaboratively, seeking input from all relevant team members.
o	Escalation: If consensus cannot be reached, the Project Manager will make the final decision after considering all perspectives.
o	Documentation: All significant decisions are documented and shared with the team.
Conflict Resolution Guidelines
o	Direct Communication: Team members address conflicts directly and respectfully with the involved parties.
o	Mediation: The Project Manager acts as a mediator if conflicts cannot be resolved between individuals.
o	Focus on Issues: Discussions focus on resolving the issue at hand, not personal attributes.
Meeting Guidelines
o	Preparation: Agendas are distributed before meetings, and team members are expected to come prepared.
o	Punctuality: Meetings start and end on time.
o	Participation: All team members are encouraged to actively participate and share their insights.
o	Action Items: Responsibilities and deadlines are clearly assigned during meetings.
Team Agreements
o	Availability: Team members inform the Project Manager of any planned absences at least two weeks in advance.
o	Responsiveness: Team members respond to communications within 24 hours.
o	Quality Commitment: Adherence to coding standards, documentation requirements, and testing protocols is mandatory.
o	Support and Collaboration: Team members support each other and share knowledge to overcome challenges.
Team Performance Assessment
o	Regular Reviews: The Project Manager conducts monthly performance reviews with each team member.
o	Feedback Mechanism: Constructive feedback is provided promptly to acknowledge achievements and address any issues.
o	Recognition: Exceptional contributions are recognized during team meetings and in project communications.
________________________________________
5.2	RACI Chart
The RACI chart outlines the roles and responsibilities of team members for each project task, ensuring clarity and accountability. It aligns tasks with team members' skills and expertise, facilitating effective collaboration.
Legend:
o	R (Responsible): The person(s) who performs the task.
o	A (Accountable): The person who is ultimately accountable and has authority.
o	C (Consulted): The person(s) who need to be consulted before a decision or action.
o	I (Informed): The person(s) who need to be informed after a decision or action.
RACI Chart for Project Tasks (a to z)
Task ID	Task Name	Leo (PM)	Bill (SD)	Lisa (D1)	Andy (D2)	Kent (D3)
a	Background study on e-payment implementation	C	R/A	I	I	I
b	Requirements Analysis	R/A	R	I	I	I
c	Develop prototype for payment procedure	I	A	R	C	C
d	Design overall software architecture	I	R/A	C	C	I
e	Design database schema	I	R/A	I	C	I
f	Design end-user interfaces for mobile applications	I	C	R/A	I	C
g	Design admin interfaces for desktop computers	I	C	A	I	R
h	Design signal connection mechanisms with bike locks	I	C	I	R/A	I
i	Design security scheme	I	C	I	R/A	I
j	Develop interface templates for review	I	I	R/A	C	C
k	Create site map/hierarchy chart	I	C	R/A	I	C
l	Create individual web pages	I	C	R	I	R
m	Create the database	I	A	I	R	I
n	Source client-side coding libraries	I	I	C	I	R/A
o	Purchase bike locks	R/A	C	I	C	I
p	Code server-side modules for admin and operations	I	C	I	R/A	I
q	Code server-side modules for end-user services	I	C	I	R/A	I
r	Code client-side modules for admin and operations	I	C	C	I	R
s	Code client-side modules for end-user services	I	C	R	I	C
t	Integrate server-side modules and web pages	I	C	C	R/A	C
u	Test connection to bike locks with app	I	C	C	R/A	C
v	Perform performance stress tests	I	C	I	C	R/A
w	Conduct User Acceptance Testing (UAT)	R/A	C	C	I	I
x	Install website on government's web server	I	C	I	R/A	I
y	Create technical training materials for staff	A	C	R	I	I
z	Train staff in operating and maintaining the system	A	C	R	C	I
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5.3	Resource Histogram
The Resource Histogram illustrates the distribution of work among team members over the project's duration. It helps identify periods of high or low workload, enabling the Project Manager to balance resources effectively.
Methodology
1.	Project Timeline Division: The 8-month project duration is divided into 16 two-week periods.
2.	Task Scheduling: Tasks are mapped to these periods based on their start and finish dates.
3.	Workload Calculation:
o	For each task assigned to a team member, we calculate the number of hours they work during each period.
o	A standard work schedule of 8 hours per day and 5 workdays per week (40 hours per week).
o	If a task spans multiple periods, the workload is distributed accordingly.
Resource Histogram Data
Total Work Hours per Team Member:
o	Leo (PM): 984 hours
o	Bill (SD): 1,776 hours
o	Lisa (D1): 1,336 hours
o	Andy (D2): 1,552 hours
o	Kent (D3): 1,288 hours
Work Hours Distribution:
Below is the distribution of work hours for each team member across the 16 periods.
Period Definitions:
o	Period 1: Days 1-14
o	Period 2: Days 15-28
o	Period 3: Days 28-41
o	Period 4: Days 42-55
o	Period 5: Days 56-69
o	Period 6: Days 70-83
o	Period 7: Days 84-97
o	Period 8: Days 98-111
o	Period 9: Days 112-125
o	Period 10: Days 126-139
o	Period 11: Days 140-153
o	Period 12: Days 154-167
o	Period 13: Days 168-181
o	Period 14: Days 182-195
o	Period 15: Days 196-209
o	Period 16: Days 210-223
Work Hours per Team Member per Period:
(Note: The following is an estimated distribution based on task assignments and durations.)
Period	Leo (PM) Hours	Bill (SD) Hours	Lisa (D1) Hours	Andy (D2) Hours	Kent (D3) Hours
1	80	80	80	80	80
2	80	80	80	80	80
3	80	80	80	80	80
4	80	100	80	100	80
5	80	100	100	100	100
6	32	100	100	100	100
7	0	100	100	100	100
8	0	100	100	100	100
9	0	100	80	100	100
10	0	100	80	100	100
11	80	100	80	80	0
12	80	100	80	80	0
13	80	100	80	40	0
14	80	100	0	40	0
15	80	100	0	0	0
16	64	56	0	0	0
Total	984	1,776	1,336	1,552	1,288

Explanation:
o	Periods 1-3: Leo and Bill focus on analysis and design tasks. Leo (PM) spends time on requirements analysis and feasibility studies.
o	Periods 4-5: Lisa and Kent begin UI/UX design tasks, while Andy starts initial development tasks.
o	Periods 6-10: Core development phase where all developers are heavily involved in coding and integration.
o	Periods 11-12: Andy and Kent focus on testing and deployment preparation.
o	Periods 13-16: Leo resumes significant involvement for UAT, training, and project closure. Lisa assists with training materials.
Resource Histogram Visualization
A bar chart (histogram) can be created to visualize the above data, with periods on the x-axis and work hours on the y-axis. Each team member's workload can be represented by a colored bar for each period.
Sample Histogram:
 Analysis and Workload Balancing
o	Peak Periods: Periods 4-6 show the highest workload for developers, aligning with the Design Phase.
o	Bill's Involvement: The Senior Developer's workload is heavier during early analysis and all late-stage activities.
6	Project Risk Management
In this chapter, we conduct a risk analysis for the shared bike software system project. We identify two incidents that could potentially impact the project's success. We evaluate these incidents in terms of their probabilities and impacts on the project objectives (scope, time, cost, quality), propose appropriate risk responses, and consider any potential secondary or residual risks. We also address the organizational structure and the procedure for submitting change requests, tailoring our responses specifically to the context of our project.
6.1	Incident 1: Emerging Data Protection Regulation Affecting Data Handling Processes
Incidence:
Midway through the development phase, a new data protection regulation is enacted by the national government, imposing stricter requirements on how personal data is collected, stored, processed, and shared. This regulation mandates additional security measures, explicit user consent mechanisms, the right for users to access and delete their data, and potentially prohibits certain data collection practices currently planned in the software system. This unexpected legal change requires significant modifications to the system's data handling processes to ensure compliance and avoid legal penalties.
Anticipated Probability and Impact on the Project:
The probability of regulatory changes in the tech industry is moderate, especially with increasing global focus on data privacy. The impact on the project is substantial across all four project objectives:
o	Scope: Additional functionalities must be added for compliance, such as enhanced security features, consent management systems, and data access/deletion capabilities. This scope expansion introduces new requirements not previously accounted for.
o	Time: Incorporating these changes affects the project schedule, potentially causing delays due to additional design, development, and testing efforts. Tasks related to data handling may need to be revisited, affecting the critical path and overall timeline.
o	Cost: Increased scope and extended timeframes result in higher costs. Additional resources may be required, and existing contingency reserves might be insufficient, leading to budget overruns.
o	Quality: Implementing new features without proper planning may compromise system stability and performance. Rushed modifications can introduce defects, affecting the overall quality of the software.
Risk Response:
Our primary risk response strategy is to accept the risk and implement mitigation measures. Recognizing that legal compliance is mandatory, we will initiate a formal change request outlining the additional requirements, impacts on the project objectives, and proposed adjustments. We will engage with legal experts to fully understand the new regulations and integrate compliance requirements into the project scope.
To manage the project schedule, we will perform a critical path analysis to identify tasks that can be re-sequenced or conducted in parallel to accommodate the new activities. Fast-tracking may be applied where feasible, such as starting the redesign of data handling mechanisms while refinement of regulatory requirements is ongoing.
Regarding cost, we will reallocate contingency reserves to cover the additional expenses. If the reserves are insufficient, we will negotiate with the sponsor for additional funding, providing justification based on legal necessity and potential risks of non-compliance.
To maintain quality, we will enhance our testing protocols to include compliance verification, ensuring that new features meet regulatory standards without introducing defects. Training sessions will be conducted for the development team to familiarize them with compliance requirements.
Potential Secondary/Residual Risks:
Implementing these changes may introduce secondary risks such as project team burnout due to increased workload and stress associated with tight timelines. There is also a risk of misinterpretation of the legal requirements, leading to non-compliance or over-engineering of solutions. Additionally, reallocating resources to address compliance issues could result in neglect of other critical functionalities, impacting the balance of system features.
To mitigate these secondary risks, we will monitor team workload and consider hiring temporary staff or consultants with expertise in data protection to share the burden. Regular consultations with legal advisors will ensure accurate understanding of regulations. We will prioritize tasks based on criticality, ensuring that core functionalities are not compromised. Continuous stakeholder communication will manage expectations and keep them informed of the adjustments and their implications.
6.2	Incident 2: Discontinuation of a Critical Third-Party Mapping Service
Incidence:
During the implementation phase, we discover that a critical third-party service—the mapping and geolocation API we planned to use—will be discontinued in three months due to the provider's business restructuring. This API is integral to the mobile application's real-time bike location tracking, route mapping, and station availability features. The sudden unavailability of this service necessitates finding an alternative solution, requiring significant modifications to the system's architecture and potentially impacting project timelines.
Anticipated Probability and Impact on the Project:
The probability of third-party service discontinuation is relatively low but not negligible, especially in the fast-evolving tech industry. The impact on the project is substantial across all four objectives:
o	Scope: Integrating a new mapping service introduces additional work, including re-coding interfaces, adapting to different data formats, and possibly modifying application functionalities if the new API lacks certain features. This expansion of scope may lead to functionality changes or the elimination of certain capabilities.
o	Time: Incorporating a new API affects the project schedule, potentially causing delays due to additional development, integration, and testing efforts. Critical path activities are impacted, which may extend the overall project duration.
o	Cost: Additional development time and possible licensing fees for a new API increase project expenditures. Contingency reserves might be insufficient, leading to budget overruns unless additional funding is secured.
o	Quality: Rushed integration of a new service may lead to system instability, reduced performance, or defects. Differences in the new API's performance characteristics could affect user experience.
Risk Response:
Our risk response strategy is to mitigate the risk by promptly identifying and integrating an alternative mapping service. We will conduct a market analysis to select a suitable replacement that meets our technical requirements and has a stable outlook. A formal change request will be submitted, detailing the impact on scope, time, and cost, with justifications for any required adjustments.
To manage the schedule impact, we will perform a critical path analysis to identify tasks affected by the change. We will apply fast-tracking by overlapping the integration of the new API with other development activities that are less affected. Crashing may also be employed by allocating additional resources or extending working hours to accelerate the integration and testing phases, while being mindful of potential impacts on the team.
For cost management, we will utilize contingency reserves to cover additional expenses. If the reserves are inadequate, we will negotiate with the sponsor for additional funds, emphasizing the critical nature of mapping functionalities to the project's success and user satisfaction.
To maintain quality, we will enhance our testing protocols to focus on the new API integration. This includes thorough unit testing, system testing, and user acceptance testing to identify and resolve issues early. Training sessions may be conducted for the development team to ensure proficiency with the new service.
Potential Secondary/Residual Risks:
Secondary risks include compatibility issues with the new API, which may not offer identical features, leading to potential compromises in application functionality. Hidden costs associated with the new service, such as higher licensing fees or stringent usage limits, could strain the budget further. The development team may face a learning curve adapting to the new technology, potentially reducing productivity temporarily.
To mitigate these secondary risks, we will:
o	Due Diligence: Perform comprehensive evaluations of potential alternatives, including feature comparisons, cost analyses, and vendor stability assessments, to select the most suitable replacement.
o	Vendor Engagement: Establish strong communication channels with the new API provider to gain support during integration and address any technical challenges promptly.
o	Team Training: Provide targeted training to the development team on the new API to expedite the learning process and minimize productivity losses.
o	Stakeholder Communication: Keep stakeholders informed of the changes, emphasizing how the proactive response ensures the project's objectives are still met and user needs are satisfied.


can you rewrite my project into a more clear form? (don't change any data)

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Project of developing a shared bike software platform

Project Background
A local government has conducted an urban study and identified several challenges related to
increasing traffic congestion and worsening air quality within the city. In response, they have
decided to launch a shared bike program to alleviate these problems and promote a healthier and
more sustainable lifestyle. The project is a large-scale initiative that is broken down into several
smaller and interconnected projects, including the development of a software system, renovations
and installation of road facility, procurement of a bike fleet, and the establishment of traffic
regulations. The city government has issued a bid document to solicit proposals from third-party
contractors for the project of development of the software system. The Statement of Work (SoW)
within the bid document outlines the specific requirements for the project, as detailed below:
The contractor shall fulfill the following requirements to establish the shared bike software
platform:
1. Bike Rental and Return
⚫ The system should allow customers to rent a bike by scanning the QR code and follow the
procedure to unlock the bikes. Therefore, your system needs to link with the locking
mechanisms. The customers must only return the rented bikes to specific spots.
2. Bike Fleet Management
⚫ The system should help the operator of the shared bike service to maintain and repair
bikes and to ensure the bikes are in good working condition at all times.
⚫ Develop a system for tracking the positions of all bikes.
3. Mobile Application Development
⚫ Design and develop a user-friendly mobile application for bike reservations, unlocking,
and tracking.
⚫ Integrate the mobile application with the bike station network, payment system, and
customer support channels.
⚫ Ensure the mobile application is accessible and compatible with a wide range of devices
and platforms.
4. Pricing and Payment Integration
⚫ Establish a pricing structure that encourages widespread adoption of the shared bike
service.
⚫ Implement a secure and user-friendly payment system that supports various payment
methods.
5. Operations and Customer Support
⚫ Establish a customer support system, including a help desk, feedback channels, and
incident response protocols.
⚫ Provide regular usage and earning reports to the city government.
Now, your company has won the bid and will develop the software system under a contract with
the local government. (Remember: you are only required to work on a project of the development
of the software platform only. You are not responsible for other projects, such as road facility
installation. Besides, you are not responsible for its ongoing operations.)
Assume that you as a project manager were appointed to lead this development project. For serving
the purpose of this project, the sponsor, the government, had a time constraint (8 months) as to
when this project must be fully completed and ready to be deployed. Besides, the prototype must be
delivered within two months after the initiation of the project and the intermediate modules must be
delivered within five months after the project starts. The user interface of major functions must be
contained in the prototype, and the implementation of the intermediate modules must contain
internal administration and operations.
Regarding the payment terms within the project contract, the government and your company both
have agreed on the “Cost Plus Fixed Fee” arrangement, i.e. all the expenses for doing project will
be compensated by the government. After the project is delivered and accepted, your company will
earn the fixed fee settled by the government.
You need to write a project report (refer to the report template given) that includes the following
parts (the words in bold typeface indicate the deliverables for submission and read the checklist on
Page 5 to make sure you don’t miss any important parts):
1. Project Scope Management
Develop a Work Breakdown Structure (WBS) (a tree-like form structure) for this project and
input the tasks into MS Project. It must include milestones and summary tasks. Assume that
some project tasks are similar to those from a previous project, with the scope defined
accordingly. These tasks are organized into the 4 high-level activities: Analysis, Design,
Implementation and Deployment. Use codes (a, b, c, ..., z) to represent the tasks while creating
the WBS, Gantt Chart and PDM.
(a) Background study on the e-payment implementation of similar projects.
(b) Collect detailed requirements from the relevant government departments about design
preferences.
(c) Develop a prototype to show the payment procedure.
(d) Design the overall software architecture.
(e) Design database.
(f) Design end-user interfaces on mobile phones.
(g) Design interfaces for admin functions on desktop computers.
(h) Design the signal connection with the bike locks for controlling.
(i) Design the security scheme for safeguarding the transactions over the internet.
(j) Develop interface templates for the sponsor to review (background color for all pages,
position of navigation buttons, layout of text and images, typography, including basic text
font and display type, and so on)
(k) Create a site map or hierarchy chart showing the flow of web pages.
(l) Create the individual web pages for the site.
(m) Create database.
(n) Source necessary library modules for client-side coding.
(o) Purchase a dozen bike locks for coding and testing
(p) Code the server-site modules (system admin and operations).
(q) Code the server-site modules (end-user services).
(r) Code the client-site modules (system admin and operations)
(s) Code the client-site modules (end-user services)
(t) Integrate the server-side modules and the web pages.
(u) Test on the connection to the bike locks with the shared-bike app (ensuring the bikes can
only be borrowed and returned at the allowable locations)
(v) Performance stress tests on the system (able to process 10,000 transactions in 5 seconds;
accommodate 5,000 concurrent users).
(w) Have the sponsor and end-user representatives perform UAT on the system.
(x) Install the web site on the Government’s web server for operation.
(y) Create technical training materials for the staff on how to use and maintain the operations.
(z) Train the staff on operating and maintaining the system.
2. Project Schedule Management
Determine a realistic duration for each task, and then link the tasks as appropriate with an
intention of arriving at the shortest time schedule without considering the resource constraints.
Be sure that all tasks are linked (in some fashion) to the start and end of the project. As
requested by the sponsor, you have 8 months to complete the entire project. Set at least 3
milestones at where you think appropriate (think about the purposes of setting milestones).
(a) Print the Project Schedule (Gantt Chart) to show the project schedule with necessary
elements.
(b) Print the PDM (Precedence Diagramming Method) network diagram for the project
for analyzing the Mandatory dependencies. Show the tasks of the WBS only. (In order to
make it readable, the network diagram must be drawn in a single sheet clearly. Use the
letters to represent the tasks. Don’t use the MS Project’s default print-out function for the
diagram because I find it unreadable without proper post-modification.)
(c) Conduct a Critical path analysis. Show the method and steps you take to arrive at the
path(s) and the length of the period taken.
3. Project Cost Management
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).
4. Project Resource Management
(a) Develop a Team Charter
(b) Develop a RACI chart that outlines the responsibilities of the team for the project’s tasks
(a, b, c, ... z), taking into account the skill sets and knowledge of each team member.
(c) Develop a Resource Histogram to illustrate the distribution of work among team
members for each two-week period.
5. Project Risk Management
You are required to conduct a risk analysis for your project. Identify two incidences that could
potentially inflict risk on your project in the future, necessitating changes to keep the project on
track for success. You need to conduct evaluation on the incidences in terms of their
probabilities and impacts toward the project, and propose risk responses and
secondary/residual risks on them and identify the type of risk responses. The risk responses
include adjustments to address the incidence(s) while making an effort to adhere to the original
budget. If the change will result in a budget increase, you must provide a justification for this
increase. Additionally, consider the organizational structure and the procedure for submitting
change requests. Tailor your responses specifically to the context of your project (In other
words, avoid using vague language that could apply to any situation). If possible, include some
intriguing insights. For each incidence, please document your findings in at least 400 words but
no more than 600 words, organized into four paragraphs as follows.
⚫ Incidence (e.g. the sponsor requests the project manager to expedite the project and to
complete it 2 months earlier; a disaster happens; the chief engineer gets sick and is no
longer capable to carry on his/her duties; the delay of delivery of the equipment etc.)
⚫ Anticipated probability and impact on the project (in the 4 project objectives) (e.g. the
project would be impacted by the delay by one month and probably by the increase of
cost due to... etc.)
⚫ Risk response (i.e. propose actions addressing the risks brought by the incidences)
⚫ Potential secondary/residual risks (the potential secondary and residual risks that may
arise for the project if the proposed changes are implemented)
(Make an effort to incorporate as many project management concepts and terminologies as
possible, including considerations of scope, time, cost, quality, and risk. Utilize terms such as
fast-tracking, crashing, contingent plans, secondary risks, contingent reserves, change requests,
critical path analysis, and stakeholder expectations, as well as various risk response
strategies.).
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