Quality Management Plan Project Assignment
Order ID 53563633773 Type Essay Writer Level Masters Style APA Sources/References 4 Perfect Number of Pages to Order 5-10 Pages Description/Paper Instructions
Title pageTo do list:
- The Project Quality Management Plan. (Melissa)
- ‘project schedule’ (Gantt chart) with descriptions of deliverables. Implement MS
- Change the wording of the WBS to verbs (Nipunee)
- Add WBS changes/additions (Nipunee)
- Create table from WBS of tasks – to then add time frames from this (Nipunee)
- Project documents should be included in an appendix. (LEAVE FOR NEXT WEEK)
- Detailed network analysis of the project activities. ??
- Project cost estimates, total and time-based budget. (LOOK AT NEXT WEEK)
- A description of the project organisation and management including project structure; roles and responsibilities; (Melissa and Nipunee)
- Financial stuff (Marios)
- Look at the project dates/timeline
https://www.researchgate.net/publication/272702314_Project_Management_Plan_Business_Analysis_for_a_Mobile_Learning_Platform_apphttps://www.researchgate.net/publication/282474578_An_Agile_and_Lean_Process_Model_for_Mobile_App_Development_Case_Study_into_Austrian_IndustryHow Long Does a Mobile App Development Project Take?https://clutch.co/app-developers/resources/how-long-does-mobile-app-development-project-take#:~:text=In%20my%20experience%20that%20mobile,screens%20and%20easy%20coding%20logic.App Development Timeline: How Long Does It Take?https://existek.com/blog/app-development-timeline-how-long-does-it-take/#:~:text=The%20app%20development%20timeline%20depends,than%2010%20months%20to%20implement.1258 + 597 (1855 in tables).444 in References=2299 totalCURRENT WORD COUNT 8,237Contents
- Introduction.3
- The Business case for the development of the project.4
- Critical Success Criteria.16
- The Stakeholders Engagement Plan.18
- Options Appraisal.22
- Considerations, Assumptions and Constraints.26
- Objectives, Scope, Deliverables and Resource Requirements.28
- Risk Management Plan.30
- The Project Quality Management Plan.34
- Work Breakdown Structure.36
- Detailed Network Analysis.41
- Project Cost Estimates.42
- The Project Organisation and Management.43
- Conclusion and Recommendations.44
- References:45
1. Introduction.
*An introduction section which should include the background to and outline rationale for the project*
2. The Business case for the development of the project.
The Five Dimensions of the business case
- Strategic (Faith)
- Economic (Leaving this for now)
- Commercial (Layla)
- Financial (Marios)
- Management (Melissa)
The Strategic Case:Strategic Context/Organisational Overview: Coppafeels main purpose is to spread breast cancer awareness in the UK among young people. The not for profit organisations mission is to ensure all breast cancers are diagnosed early and correctly by:
- Encouraging you to check your boobs and pecs regularly from a young age.
- Educating you on the signs and symptoms of breast cancer.
- Empowering you to seek advice from a doctor if symptoms persist.
Currently, coppafeel reaches over 128,000 people on social media, with traffic increasing to nearly 30% to the coppafeel website. The not for profit agency created an interactive ad using their instagram account which reached roughly 150,000 people, resulting in 57% of viewers checking their boobs more regularly as a result. Due to the recent developments in social media presence, coppafeel has steadily increased brand recognition year on year at 33%, with logo recognition increasing by 58% amongst 18-24 year olds, meaning the charity is the third most recognised breast cancer charity among its target audience. Despite the continuous success, Coppafeel wants to raise recognition among all ages, ensuring everyone is encouraged, educated and empowered to check their breasts.Business Strategy and Aims: These project aims are in line with Coppafeels greater objectives, to continuously increase breast cancer awareness by encouraging, educating and empowering users to check their breasts.Other Relevant Strategies: The introduction of the boob bot on facebook messenger provides a basis for the integration of the app within the organisation’s business portfolio. The messenger bot has proven successful and has gained great engagement reaching multiple business objectives already set by the organisation. As such, Coppafeel has already provided evidence to suggest the eventual success of the app once created, and has created the perfect environment for the app to thrive in. The bot in conjunction with Coppafeels website and app will ensure the organisation is successfully reaching all of its current target audience and its wider audience aim, giving users the information and ability to successfully keep track of any changes in their breast in line with the organisation’s three main objectives.The Case for Change: Breast cancer accounts for 56,000 cases of cancer diagnosed annually in the UK alone and it is currently the most commonly diagnosed form of cancer (Breast Cancer Now, 2021) (World Health Organisation, 2021). Sadly, often due to late detection, over 11,500 people will die in the UK annually from breast cancer (Breast Cancer Now, 2021). The current COVID-19 pandemic has exacerbated the previous issues of late diagnosis, as such, there is a greater need than ever to expand knowledge on symptoms to ensure early diagnosis is reached to mitigate the ever rising death rate (World Health Organisation, 2021).The need for Coppafeel to engage with a wider audience using an app is imperative. In today’s climate, adult smartphone users spend an average of four hours per day using mobile internet, 88% of which is using apps (Wurmser, 2020). An app for Coppafeel could potentially save lives if curated in a way which spreads lifesaving knowledge whilst enabling users to create a habit which will help detect cases early. Along with this, the creation of an app to relay some of Coppafeel’s websites best features and information, would further reach its original target audience of young people, whilst reaching its objectives to spread information to a wider audience, growing engagement and reach.Spending Objectives: — ? *Wait for Marios*Specify the spending objectives for the project. These should focus on the target outcomes for the intervention and be SMART.Desired outcomes include: improved economy, efficiency, effectiveness, replacement and compliance.Existing Arrangements:Coppafeel currently provides an array of services to help reach their business aims, including primarily a factual website, which includes features such as information on how to check your breasts, what the signs and symptoms of breast cancer are, and a sign up function to receive monthly text reminders to check your breasts. Along with this, in ordinary circumstances, Coppafeel achieves its ‘educate’ objective through various events throughout the year, by educating young people at festivals, team members also engage in teaching sessions at schools, solleges, businesses and local communities, delivering over 100 events in one month. Along with this, the organisation creates a monthly newspaper to continuously build confidence in it’s readers and runs campaigns, most notably the ‘Grab Life’ Campaign, which aired national across multiple sites, whilst working with huge organisations such as Superdrug Health Clinics to ensure nurses are trained on the breast cancer basics, to help spread the word and further educate in practice.Business Needs – Current & Future: ?? Depends on Spending ObjectivesSpecify the organisations business needs in terms of the service improvements required to achieve the agreed spending objectives (focus on service gaps).Dependencies:DEPENDENCIES WILL BE DONE ONCE GANTT CHART IS CREATED.Project Objectives:
- To create an app which increases Coppafeels engagement by 30% within a year of its release.
- To get 5000 users consistently tracking monthly changes using the notes feature on the app, within a year of its release.
- To achieve 6000 downloads by women aged 16-25, within a year of its release.
- To have created a functioning app ready to release within seven months of project start, coming within 20% of the budget aim.
- Grow audience reach by 30% within a year of the app release.
Resource Requirements:
- UX Developer
- UI Developer
- Backend Developer
- Frontend Developer
- Quality Assurance Tester (can live without if necessary)
- Market Researcher (Project Manager)
- Cyber Security Specialist
→ Due to freelance developers – software will not need to be purchased as part of the project and costs will relate purely to labour hours.Project Feasibility:
- Product Feasibility: Based on the scope of the product, the app majority of the app features are feasible however, there could be potential issues regarding implementing Coppafeels Facebook bot, and may in turn require new software entirely for this.
- Economic Feasibility: As previously mentioned, as Coppafeel is a not-for-profit organisation, there may be issues in gathering the required funds. The economic viability of the app is rigorously analysed in the Economic Case (page 15); however, in the event of said funds not being available due Covid-19 limitations for example, there are various grants and funding available which will be utilised in this circumstance.
- Market Feasibility: Based on market research and Coppafeels brand awareness (on pages 3-5), there is huge space in the market for the app and a need from the target audience. There are a few apps currently on the market which offer similar features (namely, ‘ICheck’, ‘Pre Check’, ‘Breast Self Check’ and ‘Keep a Breast’) however, none of the apps have any weight in relation to brand awareness, nor any significant number of downloads. The apps provide some of the features that the Coppafeel app will provide however, no competition provides them all. Along with this, the weight of the Coppafeel brand holds much more significance among the target audience and beyond therefore, it can be assumed that brand loyalty will remain strong.
- Technical Feasibility: To be added by software programmers.
- Legal Feasibility: New regulation on the main features of the app, could potentially cause issues. This can only be mitigated through proper analysis of app functions, alongside information on the soon to be regulations. Due to the app not providing diagnosis, the process should be more feasible however, attention should be taken to ensure GDPR regulations are abided by.
- The Commercial Case: (Layla to finish)
Procurement Strategy and Route:Will go through this later on during lecturesService Requirements and outputs: Risk Allocation: Risk management plan needs to be done to complete this section (according to lecture)Key Contractual Agreements: Mentioned in the lecture this will come from the procurement stage, but done what I can in the meantime. IP ownership and protection. The main IP of the app will generally be a copyright code, a license is required for coppafeel to use this code which needs to be stated in the contract. This means coppafeel will have ownership of the code, if the code is bespoke then the rights will be transferred over. Warranty and indemnity will protect the app from any third party infringement.Privacy Policy is crucial with the app development as many women will be entering personal information into the app. The policy also needs to comply with both the apple app store and the android market.Personnel Implications:
- The Management Case: (Melissa to finish)
Programme Management governance arrangements (roles, responsibilities, plans etc.)Project management governance arrangementsGovernance for project-based working informs corporate governance and, when effective, provides confidence to the board of directors/trustees that investments in projects, programmes and portfolios are being well managed. Good governance calls for the roles and responsibilities of the team and wider stakeholders to be clearly defined.The person who is in charge and calls for the roles and responsibilities will be the project manager.Use of Specialist Advisers
- NHS
The NHS will be used for breast cancer expertise and to help provide the Coppafeel app with the right knowledge to ensure we are providing the right information to the customers/users. They have the specialist knowledge that we need in order for our app to do the things we need it to do. This would be considered an important specialist adviser as without the expertise of the NHS, we would not be able to give the correct information out, as well as providing the right resources for customers to use should they have breast cancer symptoms, therefore their external support is vital to the Coppafeel app.
- CoppaFeel Executives
The CoppaFeel Executives would be used for the support of the business expertise. They are the creators and owners of the ‘brand’ and therefore their specialist knowledge on the company, how they pride themselves etc is important to know when creating the app. They would help provide us with how the visibility and look of the app to ensure it is like their website and matching their brand. Their business expertise would be considered important in creating an app for their brand, as we would also need to include background knowledge and a story on how Coppafeel started and so this would require their specialist expertise.
- Cyber Security Specialist
The cyber security specialist would be required for technical external support. They would help protect the data and networks of Coppafeel and the NHS. They would ensure that no data can be leaked or copied. This requires specialist IT and technical skills and therefore their advice is vital in creating the app safely and ensuring all procedures are followed. The overall aim of the cyber security specialist is to protect the app from threats, cybersecurity risks and vulnerabilities. Because of how specific this can be, it is required that they have the right qualifications, knowledge and experience in a technical background, this would be a really important specialist advisor.
- Legal Department
The Legal department would be used for legal external advice and support. It is important to have the right expertise and knowledge from people who have the right experience in this area as it includes specialist legal terms. The legal department would help with any company law issues, listing rules, shareholder agreements and regulatory requirements. The legal department will also help with any issues that might occur even after the app is created in terms of any regulations changing or rapid changes in technology. The legal department is definitely an important specialist advisor for this project and will prevent legal problems occurring as we will have the right people to help protect the Coppafeel brand and the creation of the app.
- Marketing Executive
The marketing executive will be necessary for expertise on the marketing of the app, this is specialist knowledge that is required in order for the app and the project to be successful and to be a smooth process. Their external support of business knowledge will help with things such as conducting research and analysing data to identify and define audiences, devising and presenting ideas and strategies, overseeing and developing marketing campaigns, maintaining websites and looking at data analytics, managing campaigns on social media and coordinating internal marketing and an organisation’s culture. These are all things that require their specialist expertise so that the app will be successful and be able to function as best as it can. This support advisor is also considered important, as we want to ensure the marketing aspect of the project is impressive.
Change and Contract Management Arrangements
- Change Management arrangements
Change management has become one of the most critical success factors for any business in today’s ever-changing world. With technology constantly evolving, customer trends are changing, new market regulations are always being launched and businesses are having to cope with these unprecedented times and therefore change happens and projects should consider this and have the right plans and arrangements in place, in the case of something changing. Preparing for change should be one of the top priorities with research showing that only ‘38% of people like to leave their comfort zone’ (Martic & Jouany, 2021).In order to avoid change from happening we will ensure that we have defined clear goals, including SMART goals, this way if the change occurs we will have something to reference to. We will also make sure to listen to our employees for example, the legal department or the marketing executive to ensure we have the best expertise in each relevant department to avoid communication issues down the line, which in turn could result in changes. Moreover we will ensure to document information and make it easily accessible to employees. Having a central place where all the important documents and information are kept, makes change management much more efficient.However, In the case of a change and needing to move things around the arrangement would be that it would have to be seen and overlooked by the project manager and the Coppafeel executives as these are the persons who know all current arrangements and would require their permission to change any incidents that should come up to avoid project failure. In this case we would follow Kotter’s change management theory (REFERENCE, 2000). This change management theory is decided into eight stages where each one focuses on a key principle that is related with the response of people to change.
- Increase urgency: This first step includes several processes. Firstly it is an opportunity to help others see the need for change and create a sense of urgency among the people to motivate them to move forward towards the objectives. This also means creating a climate for change and preparing employees that a change is going to happen this should include starting honest discussions and convincing reasons to get people talking and thinking. This step would also include us identifying potential threats and developing scenarios showing what could happen in the future so that we are prepared which in turn should prevent project failure.
- Build the team: This second step is about building a team together and forming a power coalition. It is important at this point to convince stakeholders including employees that a change is necessary. This requires the project manager to take strong leadership to be able to show that the change is required and to make sure stakeholders are on board. Identify all the true leaders within the project and Coppafeel organisation and make sure the stakeholders can agree and commit to this change.
- Get the vision correct: The third step of Kotter’s 8 step change management theory is all about ensuring that you create a vision for the change. A clear vision will help everyone understand why we’re implementing the change to begin with and why we’re asking our stakeholders to get on board. If people see for themselves what the new change is trying to achieve, then they are more likely to understand. This step would include developing a short summary that captures the future and a clear concise strategy to execute the vision of the project and what we hope to gain from this change.
- Communicate the vision: Next, we will ensure that communication is happening openly and frequently with stakeholders in regards to the change. At this point it is important to talk often about the change, and perhaps address people’s concerns or worries they might have and make sure we are responding openly and honestly.
- Get things moving: The fifth step of Kotter’s 8 step changement management theory is about putting in place a structure for the change and removing any obstacles for employees that can help execute the vision and help move the change forward. It’s important to remove the roadblocks and anything that is preventing the change from happening and then implement feedback in a constructive way.
- Focus on short-term goals: Next, this stage is about setting small goals which will help motivate everyone. With a short time-frame it is more likely to happen and earn some ‘quick wins’ that the stakeholders will see. By setting short-term targets as opposed to just one long-term goal the target can seem more achievable with smaller room to fail. At this point we would ensure to reward the people who help meet the targets to improve morale. This stage also requires to thoroughly analyse the potential pros and cons of the targets.
- Don’t give up: Step 7 is all about building on the change. Kotter argues that many change projects end up failing because victory is declared too early on. Real change runs deep. The ‘quick wins’ from the previous step is only the beginning of what needs to be done to achieve the long-term change. At this stage of the process, it’s vital to keep analysing what went right and what needs improving, and continue to set goals to carry on building momentum. Keep communicating with stakeholders to bring new change agents and leaders for the change coalition.
- Incorporate change: This final stage is to ensure the necessary change has been incorporated into the project and organisation. It’s important that everybody is on board and continues to be a discussion so that everyone now fully understands the need for the change. We will ensure to talk about the progress and review the change.
Following the Kotter’s change management theory will help have a plan in place to ensure that if a change occurs there is this model to follow to avoid project failure. This will help the project remain on track, get things moving, and incorporate the change that is necessary in order to move on and continue with the project.
- Contract Management arrangements
Contract Management is a process for managing the lifecycle of contracts created and administered by an organisation. The objective of Contract Management is to ensure that both parties meet their respective commitments as efficiently and effectively as possible and that the intended outcomes of the contract are delivered. In the case of projects specifically you have stakeholders which are those who have an interest in the project and therefore an involvement in the project. In project procurement management, these two parties are generally termed as ‘buyer’ and the ‘seller.’ The agreement between the two is called the “contract” (Nagmoti, 2019). Contracts are an essential part of procurement management and is necessary in project management as they provide ‘relief’ for both sides. A contract is required to share and bear the individual’s responsibilities in completion of the project (Nagmoti, 2019). This means that if a change was to occur it is important to have arrangements in place to know what to do in regards to contracts with stakeholders.Our arrangement in contract management in the case of a change is to follow the contract management framework to help guide us and document the contracts so that all parties have the available information. However, we will have the legal department help us implement this to protect any misconduct.
The following table summarise the key steps in each phase of Contract Management:(AHPRA, 2018)The table shows the 3 phases that we plan to follow as part of the contract management framework.
Phase 1: This is mainly about the period between contract execution and service commencement/delivery. The key objective of ‘transition’ is making the necessary preparations to ensure that everyone is able to deliver the terms of the contract and specification.
Phase 2: This phase is the process that ensures all parties fully meet their obligations as effectively as possible. This will ensure the project scope and objectives are delivered from the contract.Phase 3: This final phase is about close out. It is the step that ensures the contract obligations and liabilities with all parties have been completed. The contract will close when all obligations under the contract have been fulfilled and all parties agree to end the contract.
With the support, guidance and expertise of the legal team who will help ensure contracts are correct, this is the structure and arrangement to be followed in the case of a change happening.
- The Financial Case (Marios to finish)
https://www.comentum.com/mobile-app-development-planning-process.htmlImportant when starting a project to have the necessary funds available.Capital is required in order to carry out a project. Capital investments can be from internal or external.List of possible sponsors:
- Coppafeel (internal)
- Shareholder investments (internal)
- Loan (external)
- Grant (external)
- Crowdfunding (external)
When starting a project, funds from a guaranteed source is essential as it would be wrong to start a project without a source of funding and in some cases might be illegal.
Coppafeel receives income via donations through various charities. In 2018 they had their best year as they managed to raise over £1,156,207. (2018 INCOME £2,082,717) (2018 EXPENDITURE £1,953,510)Therefore external funding is needed to finance this project since Coppafeel is a non-profit organisation and internal sources of funding might prove to be limited.The five conventional monetization models:
- Advertising
- Pay per download
- In-app purchases
- Freemium
- Subscriptions
2016 – PG 23 https://coppafeel.org/wp-content/uploads/2017/08/CoppaFeel-Annual-Report-2017.pdfResource planning:
Resources Units Time (months) Project Manager 1 9 Project Staff 5 9 Administrator 1 9 Technical Advisor 1 5 Software Specialist 1 9 Cost Estimates:
Resources Units Time (months) Salary (£) (p/m) Total Project Manager 1 9 4,000 36000 Project Staff 5 5 1500 67500 Technical Advisor 1 5 2000 10000 Software Specialist 1 9 2900 26100 Total salary estimates: (£)109,600
*Salaries based on averages as per type of employmentAverage time needed for tasks in app development:
- Writing a project brief: one or two weeks
- Researching your ideas with the developers: four to five weeks
- Design sprints: six to twelve weeks
- Development and prototyping: six to twelve weeks
- Deploying to the app store(s): up to two weeks
- Continuous improvement: any length of time
- Post-launch support:
- The Economic Case (Marios
3. Critical Success Criteria.
Project Deliverables Critical Success Factors Critical Success Criteria
- User experiences (User stories)
List of stakeholder expectations, all project members to collectively decide & understand. User Stories follow ‘who, what and why’ format.
- Source Code
??? ???
- App Storyboard
UX developer, drawing board, stakeholder requirements list. A competent UX developer and communication with stakeholders for approval.
- Wireframe (once storyboard has been approved by stakeholders)
User stories, app requirements, UX developer and storyboard. A stakeholder approved storyboard and competent UX developer with appropriate software.
- User Interface (UI Developer)
UI developer with stakeholder communication (particularly Coppafeel) and user stories. Appropriate software and client knowledge to ensure brand theme whilst being user friendly.
- Prototype 1 & 2
UI/UX developer, software (such as, XCode/Invisionapp), storyboard, wireframe and user interface. Creating prototypes that match the previously approved wireframes and user interface, following with stakeholder engagement to feedback.
- Regression Testing/Alpha Beta (Ensures the app functions well together with all the separate parts – Testing is done internally by team).
All relevant developers and team members are available to vigorously test app. Key requirements and user story, adjust app as needed.
- Beta Testing/Build (Getting a sample of target users to test the app).
Target users available to sample app to ensure product aim/objectives are met. Knowledge of product aims and objectives, adjust app as needed.
- Maintenance (1 Month post release).
UX/UI developers needed to test release data. Any bugs ironed out, reviews and feedback noted and acted on where applicable.
Critical Success Factors Critical Success Criteria Key Performance Indicators Creating customer value through the product. Consistent communication with all stakeholders, specifically end users, including the continuous referral back to user stories. Loading time of less than five seconds (current average is 8-10 seconds, ideal is 3) (REFERENCE, 2000). Ensuring high security for data within the app. Working closely to GDPR restrictions, including hiring a cyber security specialist to mitigate risk. Effective crash reports to allow long term app usage. The app abides by new legal restrictions coming into action May 2021. Sufficient analysis conducted by researchers to ensure app follows new legal restrictions. To have zero successful cyber security threats within two years of its release. The app is cohesive to Coppafeels brand, including its website. Coppafeel creators are consistently communicated with to ensure all decisions follow the brand. In the event of a cyber security attack, time to resolve is kept within five minutes. Daily and monthly users steadily increase post release. App store conversion rate of 32.57% minimum. Gaining an average Net Promoter Score of seven after six months of app release. The app is accepted onto ISO following all regulatory checks, with no disruption to release date. NEED ONE FOR COPPAFEEL 4. The Stakeholders Engagement Plan.
End Users & Beneficiaries:
- Customer/Users: Women ages 16+, who are fluent in English these will be those who use the end result of the product. With their voice the company is able to make changes that will be more suitable to their needs. They are the key to a successful product.
- Beneficiaries: Medical professionals, who can recommend the app. They are also affected by end users getting diagnosed quicker. Could possibly add work to their day. However, it could also minimise this work due to less women coming as a result of proper/consistent tracking.
Project Team:
- Project Managers: Shaping the development process. Administrative staff who currently pull reports. Project management is the first process to start when you come to a development company with your ideas. There are tasks a project manager (PM) does besides being a communication channel between you and the team of developers and designers.
PM’s responsibilities: determining the problem that the app will solve for its users/determining the solution to this problem/helping you validate your ideas/road mapping the software development process/together with you and the team, figuring out how to complete the project on schedule and within budget
- Developers / Scrum Members: The people who put the app together and make the end product. Including the main four developers; front end developer, back end developer, UX developers and UI developer. The developers are likely to be on-call for any potential issues post product release. They have a large amount of responsibility in the project, and can largely influence the final product.
- Coppafeel Executives: The Coppafeel Executives have final say of the app. The coppafeel executives are the people who own the website and the rights to the brand and content. They have the final say of what goes into the app and what they wish to not have part of the app. They determine whether the app goes ahead and therefore the relationship with them is vital. We must get approval from them as we would be using their content, ideas, brand and name. Because of this, it would mean they are regarded as having a ‘high interest’ in the app as well as having ‘high power’ as they determine what happens with this project and would be part of major decision making and informed at all times.
- Marketing Executive: The marketing manager is the person who gets the word out about the app. This will be largely through the Coppafeel organisation, on their own platforms. The marketing manager has little influence over the end product, however has a fundamental role in ensuring the product achieves its outcome (to reach a wider audience with the information gathered).
- Cyber Security Specialist: Cyber security specialists help to protect an organisation by employing a range of technologies and processes to prevent, detect and manage cyber threats. Protects IT infrastructure (including networks, hardware and software) from a range of criminal activity. Monitors networks and systems, detect security threats (‘events’), analyse and assess alarms, and report on threats, intrusion attempts and false alarms, either resolving them or escalating them, depending on the severity.
- Legal department: (for advice about data protection regulations) The Data Protection Act is a key law within the UK. Failure to comply can have serious consequences. Violating data protection law can see you and your business prosecuted, resulting in harsh punishments. These can include fines of anything up to £500,000 or action being taken that could result in a prison sentence .The Data Protection Act contains a set of principles that organisations, government and businesses have to adhere to in order to keep someone’s data accurate, safe, secure and lawfulThe principles set out in The Data Protection Act help businesses ensure the details of their staff, clients and customers are properly protected, As Legal department, they have a duty to ensure all information is correct. they should also confirm it is correct with the party in question (staff, when you create their employee record, or with customers if they sign up to a loyalty scheme, for example). Legal Issues In Developing A Mobile App https://www.marktysonlaw.com/blog/legal-issues-developing-mobile-app
Authorities:
- NHS: We would be using the information and knowledge provided from the NHS and therefore we need a good relationship with them to ensure we can get the app certified and approved by the NHS, so that the information is true and reliable. The NHS would have a high interest in the role of our app as we would be providing the same information they do and therefore it would affect them. The NHS would fall into the category ‘for the project’ as they share our main overall goal of spending awareness and saving lives. Therefore, the NHS is a highly important stakeholder as without them we wouldn’t be able to provide the knowledge on the app.
- Regulatory Bodies (the APP Store): https://www.gov.uk/government/publications/medical-devices-software-applications-apps
Both the Apple and Google Play stores have fairly stringent rules surrounding what you can and cannot do with your app. These guidelines are fairly well designed to ensure the content put out into the stores is relevant, valuable, and not violating any user privacy, security, or so on.
- Legal Officials: Gov for GDPR regulations.
Medical Device and In-Vitro Medical Device regulations set to impact consumer-facing software, apps and test kits.The Medical Device Regulation (MDR) comes into effect in May 2021Medical device manufacturers will soon be operating in a new regulatory regime as the European Union’s (EU) decades-old regulatory framework, which governs market access for medical devices to the EU marketplace, is overhauled. It affects software which fulfils a medical purpose including medical monitoring (ie heart rate, respirations and menstrual cycle), advice and diagnosis.The regulation sets out to differentiate between software classed as ‘medical usage’ versus software solely appropriate for ‘wellbeing’. Any software that has an ‘intended purpose’ of predicting or providing a diagnosis on a disease is classified as a medical device, potentially requiring CE marking and Notified Body review. If apps are working more closely with other software intended to provide information to take decisions for diagnosis or therapeutic purposes, they can fall under the MDR legislation, requiring more stringent requirements to get to market.Manufacturers will need to be clear about stated aims of health apps and wearables under MDR.
- Other Apps which offer similar features: Other Apps that offer similar features may be interested to see what we are doing to make sure they are providing similar information, but also ensuring we are not breaking any copyright features and ensuring that our content is original and not affecting their app. We need to ensure to check these apps so that we don’t get into any legal battles. This type of stakeholder would generally have ‘low power’ as they would not be part of daily business decisions or influence our app in a dramatic way. However they could be considered to have ‘high interest’ as they would want to make sure no copyright laws are broken so that their app remains unique to them and most likely be ‘against the app’ and not in agreement for our project. ICheck, Pre Check, Breast Self Check, Keep a Breast.
- Press/Media: Their role is to inform, criticise and stimulate debate. Social media: Social media is a collective term for websites and applications which focus on communication, community-based input, interaction, content-sharing and collaboration.
- Shareholders: They are the owners of the company. They play an important role in financing, operations and governance of the company, thus becoming a high ranking stakeholder as they have high interest in the project as well as the power to influence the end result of the project.
Against Project For Project High Power -REGULATORY BODIES-LEGAL OFFICIALS-SHAREHOLDERS -COPPAFEEL EXECUTIVES-NHS-PROJECT MANAGERS-USERS DEVELOPERS Low Power -OTHER APPS -MEDICALPROFESSIONALS -MARKETING TEAM-PRESS/MEDIA-UNIONS-LEGAL DEPARTMENT-IT STANDBY-SECURITY SPECIALIST High Interest Low Interest Low Interest High Interest
Stakeholder Areas of Influence/interest Project Phase Stakeholder Manager Engagement Approach Engagement Tools Frequency Project manager All Partnership Developers/Scrum Team General Progress of the app itself – Functionality and requirements All Project Manager Partnership Face-to-face (In Person, post-Covid 19), (Video chat) Very Frequently, Everyday Marketing Executive Customer interactions All Project Manager Participation Voice (Phone Calls)Words (Emails) Less Frequent, Weekly Shareholders Oversee all departments of the project All Project Manager Partnership Face to Face (In person post Covid-19) Video chat, phone calls Very frequent End Users Impact on all areas of the project All Product Owner Push Communications Email LetterLeaflets Less frequent Beneficiaries: Medical professionals Impact on the medical services on the app medical Product Owner Consultation Face to FaceEmails Less Frequent Coppafeel Executives Must approve each stage of the project to ensure they are happy for their content to be used. Overlooks everything. All Product Owner Partnership Face to Face meetings,Emails,Phone Calls Very Frequently, Everyday NHS Ensuring Knowledge is Up -to -date and making sure resources/facilities are available and correct information All Product Owner Partnership Face to Face meetings,Emails,Phone Calls Frequently, Weekly Other Apps of Similar Interest Ensuring no copyright laws are broken Start Project Manager/legal department? Push Communications Emails, Leaflets or Letters Less Frequent Press/Media Used to raise awareness for the app End Project Manager Consultation Social Media, Relevant Website Frequent Legal Department App information/advice All Project Manager Consultation Face-to-face,Emails Frequently, Weekly 5. Options Appraisal.
- Mobile App
- Desktop App
- Multi Purpose App (costly, wouldn’t start with this, use once mobile app has been developed and then you can expand once its successful)
Criteria:
- Cheap to develop (10/10)
- Reach large audience (9/10)
- Simple to use (8/10)
- Low level risk (4/10)
As illustrated in the below table in order to carry out an options appraisal four criteria were used. Namely, the cost of development, audience reach, user difficulty and the risk level associated with the applicationProduction cost- The monetary value incurred in order to develop an appAudience reach- How many people or how large of an audience the application reaches. How broad an audience (in terms of age, economic standing and gender) the application reaches.User difficulty- The state of being hard to do, deal with, or understand the user interface of the application.Risk level- risks faced while developing the application and the risk of failure.
Option Criteria Importance Score Weighted Score Mobile App Cost 10 3 30 Audience Reach 9 2 18 Ease of use 8 2 16 Risk 4 3 12 /76 Desktop App Cost 10 2 20 Audience Reach 9 1 9 Ease of use 8 1 8 Risk 4 2 8 /45 Multi-Purpose App Cost 10 1 10 Audience Reach 9 3 27 Ease of use 8 3 24 Risk 4 2 8 /69
- Mobile App
As stated by (Clement, 2019) a mobile application, which is commonly referred to as apps, are software that are developed in order to be used in wireless mobile devices such as smartphones and tablets.As per the (Meeker, 2019) report the number of hours spent on the internet shows a continuous improvement each year. During 2020 the COVID- 19 pandemic drastically impacted how people interacted with the world. (Kristianto, 2020) Stated that “people are leaning on mobile, now more than ever, during this difficult time. In fact, monthly time spent in mobile apps grew 40% year over year in Q2 2020, reaching a monthly all-time high of over 200 billion hours during the month of April 2020”. Therefore, it is evident that mobile apps are currently in a dominating position.CostCost of development can vary depending on the features and functions of the particular app. Expert agencies quote the average price of creating a mobile app to be £124,300 (Geletska, 2021). However, an app with dozens of features is quoted at a price range of £145,000-£253,750 by online app cost calculators; while typical costs ranged from £72,500- £362,500 (REFERENCE, 2000). Furthermore, small apps with basic features were quoted around £7,250- £36,250 (REFERENCE, 2000).Audience reachAs per the statistical analysis done by Sensor Tower highlights that the total number of apps downloaded globally each quarter has doubled in the five years since 2015,Since 2015, the total number of mobile apps downloaded globally has continuously doubled each quarter, reflecting both increased smartphone penetration and the increasingly prominent role of apps in our lives (Iqbal, 2020). Comparing 2019 to 2020, there was an increase of over nine billion app downloads (REFERENCE, 2000). Clearly, the coronavirus pandemic that defined the year has led users to increasingly turn to their mobile devices for entertainment and lifestyle convenience.Ease of useMobile apps usually store their data locally on mobile devices, in contrast to websites that generally use web servers, apps work quicker and are more commonly understood. Overall better user experience, portabIlity and ease of use (REFERENCE, 2000).RiskThe most common risk known to mobile apps is breach of security. Understanding the proper security precautions and implementing necessary standards throughout the process would make it much more secure.
- Desktop App
A desktop application is a computer program that runs locally on a computing device, such as a desktop or laptop computer, unlike a web application, which is delivered to a local device over the Internet from a computer (Bychkov, 2013). Desktop application’s statistics indicate 42.77% of the global market shares (Statcounter GlobalStats, 2021).CostDesktop apps can vary in price based on size, complexity and design. Custom built software projects fall in the range of £36,250- £181,250, with small to medium apps ranging up to £145,000 (Mooney, 2020).Audience reachJohnson (2021) states that as of October 2020, over 4.6 billion people are categorised as active internet users, of which 42.77% were desktop users, and 54.33% were mobile users (Statcounter GlobalStats, 2021).Ease of use ???RiskDesktop applications are known to be extremely vulnerable to cyber attacks. Over 94% of desktop app users could be exploited through the internet without any interaction, making the space very attractive to attackers (Help Net Security, 2018).
- Multi-Purpose App
Multipurpose software is a type of application that can be used for a range of purposes and is created for multiple platforms, it is generally known for its complex user interface.CostRough cost estimates begin from £166,750 and can increase significantly depending on app type, number and complexity of functionality and design, number of platforms available to (Lastovetska, 2020).Audience reachAs multi-platform applications cover all grounds, it will provide the best reach for Coppafeels audience and ensures no group is not influenced.Ease of useMultipurpose applications allow for users to gain familiarity using the application, which can then be transferred to other devices (providing the application is designed in a user friendly way). Along with this, multiple platforms allows users the flexibility of app usage whenever and wherever.RiskMulti-platform apps have a higher risk, not only in security breaches, but also in creation. The apps can take much longer to create and due to the significant increase in detail and coding required, pose higher risk in forming issues during execution, which can then increase development cost dramatically. Along with this, the app could be created on a multiplatform basis, but only have engagement on one (IOS for example), meaning time and resources are wasted.Why have we chosen a Mobile AppConsidering all the above mentioned facts it is evident that mobile apps are gaining popularity and the number of applications being developed has increased in a rapid manner. Considering the cost factors for all three types of applications it was highlighted that the cost related to the app development may vary depending on the scale, features and functions that are required. Therefore, by taking to account all of the requirements and available price ranges it was evident that mobile app developers consist of the most flexible packages which can be tailored to coppafeel. The purpose of developing the app is based on the need to increase awareness therefore, the apps platform must enable this. As discussed, mobile apps have the largest reach, especially relating to Coppafeels current target audience. Mobile apps also consist of the easiest and most user-friendly interface, compared to desktop applications and multipurpose applications. While desktop applications are more vulnerable to security threats it cannot be assumed that mobile applications are the safest. However, it is evident that developers are more keen on minimizing risks as much as possible, which indicates that more steps will be taken in to ensure a much safer application. Therefore, considering all of the above it was concluded that developing a mobile application for Coppafeel would be the most feasible option.6. Considerations, Assumptions and Constraints.Constraints:The main constraint of the project is due to potential costs, as a not for profit organisation, the project funding is dependent on grants, donations and self funding. Due to Covid-19, fundraising has been extremely restricted and as a result, there have been significant reductions in the available funds, this means that the app must be funded through primarily external organisations. Despite apps often being cheap to create, there are still various cost constraints which will limit the production of the app however, through the functions chosen, the app should remain cost effective.Another potential constraint is the quality of the final product. Due to Coppafeels brand presence, there is a certain level of standard expected by its eventual users, the app needs to run smoothly whilst being visually appealing, adhering to the brands current marketing.Finally, due to Covid-19, another constraint is that the project team will not be working locally together, this could cause potential communication issues and could potentially cause development issues however, remote working will be beneficial financially.Assumptions:An outline of the main considerations, assumptions and constraints taken into account by the team in formulating the core content of the project. Assumptions must be realistic – do not assume all the problems away.
Resources End Users to test the end productAccess to computers and internetDevelopers to write the codes as well as to test the codesOffice space to work in for the duration of the project Budget/ Finances Estimated cost of the projectFunding for any licenses that may be requiredPayroll Scheduling All contracts required to execute the project will be ready within the first monthMaterials needed will arrive on time (laptops, keyboards etc) Methodology Will be using waterfall method to execute the project Constraints: using M.Goldratt theory of constraints.
- Policy: Adhering to coppafeel’s policies and procedures as well as their security measures.
- Equipment: Faulty, slow or out of date computers and laptops. Lack of devices through which to run cross platform tests, for example no access to Apple equipment or a quiet space to code in.
- People: within software development there can be too many skilled people working on one project that can counteract the productivity of the team.
- Paradigm: Ethics within the team
- Market: Creating too much for the app, more than what the consumer wants.
7. Objectives, Scope, Deliverables and Resource Requirements.Potential Scope and Service Requirements:To create an app with the purpose of further achieving Coppafeels objectives through increased engagement of target market and wider audience. The app will include the information on Coppafeels website in a different, more accessible format. The app will also mirror the website’s current monthly reminder function, with the ability to choose which date the user is reminded on, sent through a mobile notification. Functions will also include a dated notes page in which users can track any changes, with specific subsections to mirror the various signs to look out for, such as ‘texture’ ‘size’ and ‘shape’. To aid in long term revenue gained, the app will include a function that allows users to donate to Coppafeel with ease. Finally, the app will include the facebook messenger boob bot function in a different context, which will enable users to access a friendly conversation about breast checking, which helps boost users confidence. As a result of the app, the functions of the Coppafeel website will be improved and mimmocked in a much more accessible format for users. The app will also enable users to be ‘walked’ through the process of checking their breasts, with notes all kept in one place to easily keep track of what’s normal.MOSCOW
Requirement (Service Gaps Filled) Need To include a user registration page initially. Desirable (Should have) To include a user login page. Desirable (Should have) To enable Cloud Backups for notes taken. Desirable (Should have) To relay the information Coppafeel has on its website within the app (in a more accessible format). Core (Essential) (Must have) To include a monthly app notification for users who sign up to a specified date. Core (Essential) (Must have) To include a notes page, in which users can keep track of any changes. Core (Essential) (Must have) To include prompts in the notes based on the various signs and symptoms. Desirable (Should have) To include the current facebook bot software used by Coppafeel. Desirable (Could have) To include videos (‘how tos’) for demonstration below each of the prompts on the notes page. Core (Essential) (Must have) To include a ‘how to’ page, filled with videos and photos of how to check for breast cancer symptoms. Desirable (Should have) To create the app that reflects the Coppafeel brand image. Core (Essential) (Must have) To create an app that adheres to GDPR Regulations. Core (Essential) (Must have) To create an app suitable for IOS. Core (Essential) (Must have) To create an app suitable for cross platforms. Optional (Could have) To include a donation option. Desirable (Could have)
Function points***Project Exclusions:The app will not be a multi platform or multi server app, and will only be available for IOS users. The potential for Android and Windows extensions will be reviewed in a separate project at a later date.8. Risk Management Plan.SWOT TABLE
- Building an app that is not useful for the end customer/user.
The sole purpose of the app is to create a platform which can assist users in simplifying the process of checking their breasts. The risk associated here, is creating an end product that would not achieve this requirement, by not implementing the stated scope requirements. This risk could also be actualised through the app not functioning smoothly or to the desired standards. If either of these scenarios happen, the budget and time will be wasted.This is a negative risk.Risk response is to avoid, through consideration of the project planning methods, including the use of a detailed project breakdown structure, with careful consideration of all requirements implemented. Along with this, to avoid the risk, there will need to be careful consideration of the project team, ensuring that all members are dedicated, motivated and in the loop with all details regarding the project scope. Finally, the risk will be avoided through continuous communication with all stakeholders, to ensure requirements are continuously met and the end product reaches expectations.(Stangarone, 2013)
- Having too many features.
Having too many features is a risk which may hinder the usability of the end product. The aim of creating the app is to increase Coppafeel’s user engagement however, creating too many features may result in a negative user response and therefore result in not attracting the target market, or increasing user engagement.This is a negative risk.Risk response is to avoid through careful consideration of app features and what must be included, and work with stakeholders to ensure the app is user-friendly and as simplified as possible. Through this, the project plan and requirements can be adapted to ensure users are getting everything they need from the app. The risk will also be avoided through vigorous testing prior to release, not only with internal quality assurance testing, but also with a user sample.
- Creating an app that’s not in budget.
As Coppafeel is a not-for-profit organisation, the need to stay within budget is arguably much more vital than with other projects. The project itself must stick to a strict budget, which is particularly difficult due to the vast price in which app developments can cost.This is a negative risk.Risk response is to mitigate, through planning the financial expenditure allowing for a 20% safety net. This will ensure that finances are kept within a manageable range, due to the high potential that budget may go over. This is because of the various potential issues which may occur when creating the app, such as any potential issues found when testing which may prolong the project increasing paid hours. Risk will also be reduced through careful pre planning of costs and timeframes prior to beginning the project, which aims to mitigate potential budget issues.
- Not offering anything unique.
There is a risk that the app would not be offering something unique or different to other apps available and therefore not doing anything different and providing the unique service that the app is supposed to be providing. The aim of the app is to educate users on checking your breasts, providing phone reminders and knowledge on symptoms with resources to use if customers are experiencing any. It is vital that we are offering this service which is what makes the Coppafeel app unique. This risk is considered a negative risk. The risk response is to mitigate and minimise this risk by ensuring that the app offers the things that make it unique as stated in the project outline features such as, spreading awareness by providing monthly reminders to check your breasts, and providing services and resources if the users are experiencing symptoms. This should be done by making sure the correct software is in place to be able to have the capacity to ensure these features whilst also having the right knowledge from the NHS to make sure that it is correct and up-to-date. This type of risk is considered a fairly low risk and low impact. It is also unlikely to happen if the appropriate research is conducted and all is followed through.
- Risk of getting denied from ios.
IOS is a large platform in which up to 45.3% of people are users of this platform. In order to make our app as accessible as possible it would need to be available on IOS. Apple has various requirements that need to be met, however they can also deny the use of the app on apple due to small things such as long loading times. The response to this risk is to avoid by doing some research on the specific requirements of IOS and following the guidelines. Such as Apple’s privacy policy. To manage this risk the app must be clear and transparent to its users by allowing them to choose what information and data they can share. This can pose a high risk and can have a high impact on the app, however it can be avoided with the right research.
- Risk of security breaches.
When creating an app there are certains rules that need to be followed for security purposes. In this case our app will have sensitive information of the individuals using the app. For example, insecure communication allows other people to exploit securities and intercept sensitive information, this is one example of security breach. This could hinder the success of the app but also the target audience confidence in the app. However this risk is low, the response to this would be to avoid by following security protocols and also adding more layers into the encryption when developing the app.
- Not finding enough investors to fund the project.
This is a risk because if there are no investors who are willing to fund the app then this would mean the app might not be able to go ahead. With the average mobile app that contains many features costing $171,450 it is evident that investors are needed to fund the project otherwise it cannot go ahead. This would be considered a highly negative risk which would have a high impact if it was to happen. The risk response for this would be to mitigate and use personal funds as well as a grant or loan from government authorities as the app is potentially saving lives and spreading awareness and so the NHS authorities or the government could want to help fund the project.
- Not reaching the target audience.
Not reaching the target audience would be considered a risk as the objective of the project is to reach women especially the younger generation who aren’t regularly checked and who also have less knowledge on breast cancer. The app should remind them to check their breasts in order to spread awareness and prevent catching cancer late. So not being able to reach this target audience who go against everything the app set out to do. This risk is negative and would be regarded as highly important. This risk would also be high impact because if the target audience was not met, the whole strategy and aim of the app would be pointless and would not be meeting the overall goal of spreading awareness and making information more accessible to all women who have access to a smartphone. The risk response for this would be acceptance as it is quite unlikely to happen as the purpose of the app is to ensure it reaches everyone who has a smartphone, therefore if the app is created it should reach the target audience as it’s then accessible for them to download onto their device.
- Not easy to use. Complicated user interface.
User interface (UI) is a crucial component of any application, including mHealth apps, as UI directly affects the user–app interaction, which then determines the concrete user experience with the app.
- Sensitive Data Leakage.
Sensitive data leakage can be either inadvertent or side channel.A legitimate apps usage of device information and authentication credentials can be poorly implemented thereby exposing this sensitive data to 3rd parties.
- Location
- Owner ID info: name, number, device ID
- Authentication credentials
- Authorization tokens
Example:Sensitive data leakage -Storm8 Phone Number Farming(https://boingboing.net/2009/11/05/iphone-game-dev-accu.html)
- Unsafe Sensitive Data Storage.
Mobile apps often store sensitive data:
- Banking and payment system PIN numbers, credit card numbers, or online service passwords.
Sensitive data should always be stored encrypted:
- Make use of strong cryptography to prevent data being stored in a manner that allows retrieval.
- Storing sensitive data without encryption on removable media such as a micro SD card is especially risky
- Project Workflow.
An unoptimized workflow may create bottlenecks and make the teamwork unproductive, losing your time and money.In a limited deadline and budget, any delays in the development process can be critical . The only designer got sick, one of the key developers abandoned the team without leaving any documentation on the project’s architecture, uncoordinated and thus ineffective and slow teamwork — all of these scenarios dramatically increase the product’s chances to fail
- NHS not granting permission.
The regulation of health apps provides patients and healthcare professionals the assurance that apps are high quality, safe and ethical. If you’re building an app, there may be regulations that you need to conform to before being considered for the app assessment process. Criteria for health app assessment.
Highly Probable Probable Creating an app that is not in budget Possible Not easy to use. Complicated user interface Not reaching target audience NHS not granting permission Not finding enough investors to fund the project Unlikely Not offering anything unique Having too many features Project Workflow Risk of security breaches Building an app that is not useful for the end customer/user Rare Risk of software platforms Risk of getting denied from ios Unsafe Sensitive Data Storage / Unsafe Sensitive Data Storage Very Low Low Medium High Very High 9. The Project Quality Management Plan.
The processes and activities of the performing organisation that determines quality policies, objectives, and responsibilities so that the project will satisfy the needs for which it was undertaken.The Quality Management Plan should be fitting to each project. Only include the elements that are necessary and nothing more. The plan may include but not be limited to:
- Your approach to quality management
- Roles and responsibilities (QUALITY ASSURANCE)
- When and how you will manage quality (i.e., make sure the standards and processes are present)
- When and how you will control quality (i.e., how the team will evaluate the deliverables)
- How defects will be prevented and corrected – TESTING THE PRODUCT (TWICE)
It’s a good idea to look at prior lessons learned. Additionally, engage your stakeholders in the process to get their input and buy-in.Case studyHELPING PEOPLE TO BECOME BETTER VERSIONS OF THEMSELVESCONSTANT HEALTH https://mindsea.com/case-study/constant-health/Constant Health is on a mission to help you achieve your best weight and lead a better lifestyle overall. Your best weight is whatever weight you reach living the healthiest life you can honestly and realistically enjoy. This aligns well with our intent at MindSea to partner with innovative organizations that drive business value and improve lives.CANet | VIRTUES COVID-19Healthcare Web AppCANet’s VIRTUES platform plays a defined role in COVID-19 patient care, enabling patients and healthcare professionals to better monitor, triage, and manage their treatment while limiting face-to-face interaction.https://clearbridgemobile.com/our-work/canet/http://www.theprojectdiva.com/application-development-project-work-breakdown-structure/
10. Work Breakdown Structure.
WBS Code Element Name Definition Duration 26 weeks total Resources Group Member 1 Cancer awareness mobile App. Development Marios 1.1 InitiationProcess Group The work to initiate the project. Marios 1.1.1 Develop Business case Marios 1.1.2 Assign the Project Manager Project Manager to develop the Project Charter. Marios 1.1.4 Project Sponsor Reviews Project Charter Project sponsor reviews the Project Charter. Marios 1.2 Planning The work for the planning process for the project. Marios 1.2.1 Create Preliminary Scope Statement Project Manager creates a Preliminary Scope Statement. Marios 12.1.1 Develop WBS 6 hours to 1 day Nipunee 1.2.1.2 plan resource 2to 3 weeks pm Nipunee 1.2.1.3 Plan Budget 2-3 for a small app, 3-6 months for an app with a basic feature-set, and 9+ months for a complex product, which is considered an ongoing project Nipunee 1.2.2 Determine Project Team The Project Manager determines the project team and requests the resources. 1 week Nipunee 1.2.3 Project Team Kickoff Meeting The planning process is officially started with a project kickoff meeting which includes the Project Manager, Project Team and Project Sponsor (optional). Nipunee 1.2.4 Develop Project Plan Under the direction of the Project Manager the team develops the project plan. 2.to 4 weeks Nipunee 1.2.5 Risk Mgmt. Plan Risk management efforts as defined in the Risk Management Plan. 1 week Nipunee 1.3 Execution Work involved to execute the project. 19 W – Faith 1.3.1 Project Kickoff Meeting Project Manager conducts a formal kick off meeting with the project team, project stakeholders and project sponsor. 1 D Project ManagerUX DeveloperUI DeveloperFront-end DeveloperBack-end DeveloperQuality Assurance TesterCoppafeel Manager Faith 1.3.2 Design System/ UI developer The technical resources design the new mobile app development system. 3 W Project ManagerUI Developer Faith 1.3.3 sketching out ideas of the app (UX developer) which is design systems, putting together the basic functionality (UX developer) 3 W Project ManagerUX Developer Faith 1.3.4 needs to the coding Back end developer 6 W Project ManagerBack-end Developer Faith 1.3.5 needs to be the visual aspects Front end developer 6 W Project ManagerFront-end Developer Faith 1.3.6 quality assurance testing (consumers and project team) 2 W Project ManagerUX DeveloperUI DeveloperFront-end DeveloperBack-end DeveloperQuality Assurance TesterEnd User Group Faith 1.3.6.1 testing internally (REGRESSION TESTING/ALPHA TESTING (Testing Phase) The system is tested with a select set of users. Melissa 1.3.6.2 fixing issues Melissa 1.3.6.3 testing externally with a group of consumers Melissa 1.3.6.4 Fixing issues. Melissa 1.3.7 Install Live System The actual system is installed and configured. Melissa 1.3.8 User Training All users are provided with a four hours training class. Additionally, managers are provided with an additional two hours class to cover advanced reporting. Melissa 1.3.9 Go Live System goes live with all users. Melissa 1.4 Control The work involved for the control process of the project. Layla 1.4.1 Project Management Overall project management for the project. Layla 1.4.2 Project Status Meetings Weekly team status meetings. Layla 1.4.3 Update Project Management Plan Layla 1.5 Closeout The work to close-out the project. Layla 1.5.1 post implementation review Layla Document Lessons Learned Project Manager along with the project team performs a lessons learned meeting and documents the lessons learned for the project. Layla 1.5.2 Update Files/Records All files and records are updated to reflect the widget management system. Layla 1.5.3 Document closeout Layla 1.5.4 Transfer project 1.5.4 Layla Tweak last – use verbsGantt Chart‘Project Schedule’ (Gantt Chart) with descriptions of deliverables. Implement MS Project documents should be included in an appendix. – FIND OTHER CASES/EXAMPLES TO ESTIMATE 26 WEEKS TOTAL.
11. Detailed Network Analysis.
(of the project activities. (Leaving for now))
12. Project Cost Estimates.
(total and time-based budget. (Marios, IN PROCESS))
13. The Project Organisation and Management.
including project structure; roles and responsibilities;
14. Conclusion and Recommendations.
A conclusion and recommendations section that pulls all different elements together.
15. References:
Anon (2021) Kotter’s 8-Step Change Model: Implementing Change Powerfully and Successfully. Available from: https://www.mindtools.com/pages/article/newPPM_82.htm [Accessed 10 March 2021].Bychkov, D., 2013. Desktop vs. Web Applications: A Deeper Look and Comparison. [Online] Available at: https://www.seguetech.com/desktop-vs-web-applications/#:~:text=Simply%20speaking%2C%20a%20desktop%20application,Internet%20from%20a%20remote%20server. [Accessed 28 February 2021].Clement, J., 2019. Mobile app usage – Statistics & Facts. [Online] Available at: https://www.statista.com/topics/1002/mobile-app-usage/ [Accessed 28 February 2021].Geletska, A., 2021. How much does it cost to make an app? [Online] Available at: https://thinkmobiles.com/blog/how-much-cost-make-app/ [Accessed 29 February 2021].Help Net Security, 2018. Vulnerability landscape evolution for common desktop applications. [Online] Available at: https://www.helpnetsecurity.com/2018/06/29/vulnerability-landscape-evolution/#:~:text=Moreover%2C%20desktop%20applications%20are%20extremely,them%20to%20take%20any%20action. [Accessed 29 February 2021].Iqbal, M., 2020. App Download and Usage Statistics (2020). [Online] Available at: https://www.businessofapps.com/data/app-statistics/ [Accessed 29 February 2021].Johnson, J., 2021. Global digital population as of October 2020. [Online] Available at: https://www.statista.com/statistics/617136/digital-population-worldwide/ [Accessed 29 February 2021].Kristianto, D., 2020. Mobile apps usage reached an all-time high amidst stay-at-home measures due to COVID-19 pandemic. [Online] Available at: https://www.appannie.com/en/insights/market-data/mobile-app-usage-surged-40-during-covid-19-pandemic/ [Accessed 28 February 2021].Lastovetska, A., 2020. App Development Cost: Understand Your Budget To Build Powerful Apps. [Online] Available at: https://mlsdev.com/blog/app-development-cost [Accessed 29 February 2021].Martic, K. & Jouany, V. (2021) Change Management: Definition, Best Practices & Examples. Available from: https://blog.smarp.com/change-management-definition-best-practices-examples [Accessed 10 March 2021].Meeker, M., 2019. Internet Trends 2019. special report. San Francisco: BOND.MindSea Team , 2020. 28 Mobile App Statistics To Know In 2020. [Online] Available at: https://mindsea.com/app-stats-2/ [Accessed 29 February 2021].Mooney, A., 2020. How Much Does Custom Software Cost? [Online] Available at: https://soltech.net/how-much-does-custom-software-cost/ [Accessed 28 February 2021].Nagmoti, S. (2019) Greycampus. Available from: https://www.greycampus.com/blog/project-management/different-types-of-contract-&-project-management [Accessed 10 March 2021].Stangarone, J., 2013. 7 hidden risks of native mobile app development. [Online] Available at: https://www.mrc-productivity.com/blog/2013/11/7-hiddens-risks-of-native-mobile-app-development/ [Accessed 28 February 2021].Statcounter GlobalStats, 2021. Desktop vs Mobile vs Tablet Market Share United Kingdom Jan 2020-Feb 2021. [Online] Available at: https://gs.statcounter.com/platform-market-share/desktop-mobile-tablet/united-kingdom [Accessed 29 February 2021].Statcounter GlobalStats, 2021. Desktop vs Mobile vs Tablet Market Share Worldwide. [Online] Available at: https://gs.statcounter.com/platform-market-share/desktop-mobile-tablet [Accessed 29 February 2021].Statcounter GlobalStats, 2021. Desktop vs Mobile vs Tablet Market Share Worldwide. [Online] Available at: https://gs.statcounter.com/platform-market-share/desktop-mobile-tablet [Accessed 29 February 2021].
RUBRIC
QUALITY OF RESPONSE NO RESPONSE POOR / UNSATISFACTORY SATISFACTORY GOOD EXCELLENT Content (worth a maximum of 50% of the total points) Zero points: Student failed to submit the final paper. 20 points out of 50: The essay illustrates poor understanding of the relevant material by failing to address or incorrectly addressing the relevant content; failing to identify or inaccurately explaining/defining key concepts/ideas; ignoring or incorrectly explaining key points/claims and the reasoning behind them; and/or incorrectly or inappropriately using terminology; and elements of the response are lacking. 30 points out of 50: The essay illustrates a rudimentary understanding of the relevant material by mentioning but not full explaining the relevant content; identifying some of the key concepts/ideas though failing to fully or accurately explain many of them; using terminology, though sometimes inaccurately or inappropriately; and/or incorporating some key claims/points but failing to explain the reasoning behind them or doing so inaccurately. Elements of the required response may also be lacking. 40 points out of 50: The essay illustrates solid understanding of the relevant material by correctly addressing most of the relevant content; identifying and explaining most of the key concepts/ideas; using correct terminology; explaining the reasoning behind most of the key points/claims; and/or where necessary or useful, substantiating some points with accurate examples. The answer is complete. 50 points: The essay illustrates exemplary understanding of the relevant material by thoroughly and correctly addressing the relevant content; identifying and explaining all of the key concepts/ideas; using correct terminology explaining the reasoning behind key points/claims and substantiating, as necessary/useful, points with several accurate and illuminating examples. No aspects of the required answer are missing. Use of Sources (worth a maximum of 20% of the total points). Zero points: Student failed to include citations and/or references. Or the student failed to submit a final paper. 5 out 20 points: Sources are seldom cited to support statements and/or format of citations are not recognizable as APA 6th Edition format. There are major errors in the formation of the references and citations. And/or there is a major reliance on highly questionable. The Student fails to provide an adequate synthesis of research collected for the paper. 10 out 20 points: References to scholarly sources are occasionally given; many statements seem unsubstantiated. Frequent errors in APA 6th Edition format, leaving the reader confused about the source of the information. There are significant errors of the formation in the references and citations. And/or there is a significant use of highly questionable sources. 15 out 20 points: Credible Scholarly sources are used effectively support claims and are, for the most part, clear and fairly represented. APA 6th Edition is used with only a few minor errors. There are minor errors in reference and/or citations. And/or there is some use of questionable sources. 20 points: Credible scholarly sources are used to give compelling evidence to support claims and are clearly and fairly represented. APA 6th Edition format is used accurately and consistently. The student uses above the maximum required references in the development of the assignment. Grammar (worth maximum of 20% of total points) Zero points: Student failed to submit the final paper. 5 points out of 20: The paper does not communicate ideas/points clearly due to inappropriate use of terminology and vague language; thoughts and sentences are disjointed or incomprehensible; organization lacking; and/or numerous grammatical, spelling/punctuation errors 10 points out 20: The paper is often unclear and difficult to follow due to some inappropriate terminology and/or vague language; ideas may be fragmented, wandering and/or repetitive; poor organization; and/or some grammatical, spelling, punctuation errors 15 points out of 20: The paper is mostly clear as a result of appropriate use of terminology and minimal vagueness; no tangents and no repetition; fairly good organization; almost perfect grammar, spelling, punctuation, and word usage. 20 points: The paper is clear, concise, and a pleasure to read as a result of appropriate and precise use of terminology; total coherence of thoughts and presentation and logical organization; and the essay is error free. Structure of the Paper (worth 10% of total points) Zero points: Student failed to submit the final paper. 3 points out of 10: Student needs to develop better formatting skills. The paper omits significant structural elements required for and APA 6th edition paper. Formatting of the paper has major flaws. The paper does not conform to APA 6th edition requirements whatsoever. 5 points out of 10: Appearance of final paper demonstrates the student’s limited ability to format the paper. There are significant errors in formatting and/or the total omission of major components of an APA 6th edition paper. They can include the omission of the cover page, abstract, and page numbers. Additionally the page has major formatting issues with spacing or paragraph formation. Font size might not conform to size requirements. The student also significantly writes too large or too short of and paper 7 points out of 10: Research paper presents an above-average use of formatting skills. The paper has slight errors within the paper. This can include small errors or omissions with the cover page, abstract, page number, and headers. There could be also slight formatting issues with the document spacing or the font Additionally the paper might slightly exceed or undershoot the specific number of required written pages for the assignment. 10 points: Student provides a high-caliber, formatted paper. This includes an APA 6th edition cover page, abstract, page number, headers and is double spaced in 12’ Times Roman Font. Additionally, the paper conforms to the specific number of required written pages and neither goes over or under the specified length of the paper. GET THIS PROJECT NOW BY CLICKING ON THIS LINK TO PLACE THE ORDER
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