A Submission of Micro-Project Entitled

“Medical Information System”

By

1. Ms. RENUKA BALASAHEB DAUD

2. Ms. MRUNAL MAKARAND KULKARNI
3. Ms. VAISHNAVI MANOHAR LAKADE

Diploma in
COMPUTER ENGINEERING

Under the Guidance of

Mrs. V.S. Mane

To

Department of Computer Engineering

CSMSS College of Polytechnic, Aurangabad

And

Maharashtra State Board of Technical

Education

(MSBTE), Mumbai (M.S.)

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 CERTIFICATE
This is to certify that Following Students of fourth semester of Diploma in
Computer Engineering of Institute CSMSS College of Polytechnic (code:1152)
have completed the Micro Project satisfactorily in subject Software Engineering
(22413)forth academic year 2021-2022 as prescribed in the curriculum.

Place: Aurangabad
Date:

Sr.no Name of the students Enrollment no.

1 DAUD RENUKA BALASAHEB 2011520053

2 KULKARNI MRUNAL MAKARAND 2011520085

3 LAKADE VAISHNAVI MANOHAR 2011520088

PROJECT GUIDE HEAD OF DEPARTMENT

PRINCIPAL

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 ACKNOWLEDGEMENT

We would like to express our thanks to the people who have helped us most
throughout our project. We would like to express our sincere thanks to the principal of
CSMSS College of Polytechnic Dr. Ganesh .B. Dongre for being always with us as a
motivator. We are thankful to the H.O.D Mr. S.U. Kakde of Computer Engineering
Department for his kind support. We are grateful to our Project Guide Mrs. V.S.
Mane for nonstop support and continuous motivation for the project. Her help made
us possible to complete our project with all accurate information. A special thanks of
our goes to our friends who helped us in completing the project, where they all
exchanged their own interesting ideas. We wish to thanks our parents for their
personal support or attention who inspired us to go our own way. Finally, we would
like to thank God who made all things possible for us till the end.

Sr. Name of Students Sign

No.
1
DAUD RENUKA BALASAHEB

2
KULKARNI MRUNAL MAKARAND

3
LAKADE VAISHNAVI MANOHAR

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1. MICRO-PROJECT PROPOSAL ....................................................... 1-2

2. RATIONALE ......................................................................................... 3

3. AIMS/BENEFITS OFTHEMICRO-PROJECT ................................... 4

4. LITERATURE REVIEW ................................................................. 5-12

5. ACTUAL PROCEDURE FOLLOWED............................................. 13

6. OUTPUTOFTHE MICRO-PROJECT................................................ 14

7. SKILLDEVELOPED/LEARNINGOUTCOMES
OFMICRO-PROJECT ........................................................................ 15

8. APPLICATIONS OF MICRO-PROJECT ........................................ 16

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 1. MICRO–PROJECT PROPOSAL

TITLE: Medical Information System.

1.0 AIMS/BENEFITS OF THE MICRO-PROJECT:–

 Choose a problem, create activity network and use different project scheduling and
tracking tools for the same.
2.0 COURSE OUTCOMES ADDRESSED:-

 Apply project management and quality assurance principles in software development.

3.0 PROPOSED METHODOLOGY:

01. Basic information about need of project tracking.

02. Basic information about need of project scheduling.

03. Basic information about activity network.

4.0 ACTIONPLAN:

Sr. Details of Activities Planned Planned Name of

No. Start Date Finish Date Responsible
Team
Member

1 Decide subject for micro-project. 20/02/22 28/02/22 All

2 Preparation and submission of All

Abstract. 05/03/22 15/03/22

3 Collection of data. 16/03/22 31/03/22 All

4 Discussion and outline All

of Content. 02/04/22 10/04/22

5 Formulation of content. 15/04/22 20/04/22 All

6 Editing of Content. 25/04/22 30/04/22 All

7 Final submission of
Micro-Project. 03/05/22 10/05/22
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 5.0 RESOURCES REQUIRED:-

Sr. Name of Resource Specifications Quantit Remarks

No /Material y
1 Computer RAM minimum 1
2GB,i3-
i5preferable
2 Operating Windows7/XP/LINUX 1
System
4 Internet Google
5 Books Software Engineering 1

❖ NAMESOFTEAMMEMBERWITHROLLNO:

Sr.no Name of Students Roll no

1 DAUDRENUKABALASAHEB 12

2 KULKARNIMRUNALMAKARAND 43

3 LAKADEVAISHNAVIMANOHAR 46

Approved by,

Mrs.V.S. Mane

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 2. RATIONALE

Software Engineering is the foundation for professional processes to be followed

involving principles, techniques, and practices for software development. The course provides a
framework for software professionals for building quality assured software products. It enables
students to blend the domain specific knowledge with the programming skills to create quality
software products.

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 3. AIMS/BENEFITS OF THE MICRO-PROJECT

 Micro-Project aims at

 To this get information about Project scheduling.

 To get information about different network activity.

 To get information about project tracking.

 Benefits of project:

 We learned about different project scheduling methods i.e. PERT and CPM.

 We learned about how to track the project.

 We learned about how to make the activity network for project.

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 4. LITERATURE REVIEW

 Activity Network :

An activity network shows the different activities making up a project, their estimated
durations, and their interdependencies.

 Critical Path Method (CPM):

 A path in the activity network graph is any set of consecutive nodes and edges in this
graph from the starting node to the last node. A critical path consists of a set of dependent
tasks that need to be performed in a sequence and which together take the longest time to
complete. A critical task is one with zero slack time. A path from the start node to the finish
node containing only critical tasks is called a critical path. CPM is an algorithmic approach
to determine the critical paths and slack times for tasks.

Quantities of Critical Path Method (CPM):

Minimum time (MT): It is the minimum time required to complete the project. It is
computed by determining the maximum of all paths from start to finish.
Earliest start (ES): It is the time of a task is the maximum of all paths from the start to this
task. The ES for a task is the ES of the previous task plus the duration of the preceding task.
Latest start time (LST): It is the difference between MT and the maximum of all paths from
this task to the finish. The LST can be computed by subtracting the duration of the subsequent
task from the LST of the subsequent task.
Earliest finish time (EF): The EF for a task is the sum of the earliest start time of the task and
the duration of the task.
Latest finish (LF): LF indicates the latest time by which a task can finish without affecting the
completion time of the project. A task completing beyond its LF would cause project delay. LF
of a task can be obtained by subtracting the maximum of all paths from this task to finish from
MT.

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 Slack time (ST): The slack time (or float time) is the total time that a task may be delayed
before it will affect the end time of the project. The slack time indicates the ”flexibility” in the
starting and completion of tasks.
Example:

 Gantt Chart:

 Gantt chart was developed by Henry Gantt. A Gantt chart is a form of the bar chart. The
vertical axis lists all the tasks to be performed. The bars are drawn along the y-axis, one for
each task. Gantt charts used in software project management are an enhanced version of the
standard Gantt charts.
 In the Gantt charts used for software project management, each bar consists of an unshaded
part and a shaded part. The shaded part of the bar shows the length of time each task is
estimated to take. The unshaded part shows the slack time or lax time. The lax time
represents the leeway or flexibility available in meeting the latest time by which a task must
be finished.
 A Gantt chart is a special type of bar chart where each bar represents an activity. The bars
are drawn along a timeline. The length of each bar is proportional to the duration of time
planned for the corresponding activity. Gantt chart representation of a project schedule helps
plan the utilization of resources, while PERT chart is useful for monitoring the timely
progress of activities.
Example:

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 Advantages of Gantt chart:

 Easy to represent Tasks, Sub-tasks, Milestones and Projects Visually on a Graph.

 Clear visibility of Dates and Time Frames.
 It helps to see the Plans by Day, Week, Month, Quarter and Year.
 Helps to effectively manage the Team.
 And it helps in efficient Time Management.
 Easy to group all sub tasks under a main task.
 Also, we can see the Team Members and their responsible tasks.
 Easy to Check the Project Status.
 We can see the Completed % of Tasks.
 Tasks in Progress and Pending work is clearly visible on Stacked Bars.
 Helps Managers to easily coordinate with the teams.

Disadvantages of Gantt chart:

 Require more efforts for Creating and Managing the Chart

 Updating a Chart is Very Time Consuming
 All Tasks are not visible in a single view of a Gantt
 Need to scroll and Click additional buttons to view remaining items
 Stacks represent only the time and not the hours of the work
 Not easy to re align the tasks from on section to another 7

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  PERT Chart

 A PERT chart represents the statistical variations in the project estimates assuming these to
be a normal distribution. PERT allows for some randomness in task completion times and
therefore provides the capability to determine the probability for achieving project
milestones based on the probability of completing each task along the path to that milestone.
Each task is annotated with three estimates:
 The optimistic (O) and worst-case (W) estimates represent the extremities of all possible
scenarios of task completion. The most likely estimate (M) is the completion time that has
the highest probability. The three estimates are used to compute the expected value of the
standard deviation.

Here is a list of terms associated with PERT charts:

 Nodes are visual representations of milestones or events within the project. They are drawn
as either numbered boxes or numbered circles.

 Arrows are visual representations of the tasks that occur throughout the project. The
direction of the arrow indicates the sequence of the task. Diverging arrows show that various
tasks can be completed at the same time.

 Fast tracking is when tasks and activities are performed simultaneously.

 A PERT event is the point at which one or more tasks are started or completed.

 A predecessor event occurs immediately before some events. A successor event naturally
occurs after events.

 Slack is the amount of time a single task can be delayed without harming other tasks or the
project as a whole.

 The critical path is the longest -- or most time-consuming -- path from the start to the
completion of an event or task.

 Critical path activity refers to a task that does not experience slack.

 Crashing critical path is when the completion time of a task is shortened.

 Lag time refers to the earliest point at which a task can follow another.

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  Lead time is the amount of time it should take to complete a task without impacting the
following activities.
 Expected time is the best estimation of how long a task will take to complete, taking into
consideration any problems or obstacles that might arise.
 Optimistic time refers to the minimum amount of time it will take to complete a task.
 Pessimistic time is the maximum amount of time it will take to finish a task.
 Most likely time is the best guess of how long a task will take, assuming no problems arise.

Advantages of PERT charts

 The PERT technique provides the ability to evaluate the time and resources necessary to a
project by tracking required assets at each stage of the process, as well as throughout the
course of the project.

 PERT charts are useful in what-if analyses, helping companies understand all
possible workflows and choose the most efficient and beneficial path.

 The analysis of the PERT chart includes data from various departments within an
organization. Combining all of the information helps identify each responsible team within
the company, while facilitating an environment where each department takes responsibility
for its work.

Disadvantages of PERT charts

 A strict focus on deadlines may not enable managers to see the full financial positioning of
the project.

 PERT charts lack the flexibility to adapt to small changes that occur when confronted with a
roadblock.

 If any calculations are inaccurate in the creation of the chart, delays could occur, causing
bottlenecks and negatively impacting the final delivery date.

 PERT charts are subjective; their success depends on the experience of the project manager.
Consequently, some charts may include unreliable data or unrealistic expectations for the
cost and time frame of the project.

 Creating a PERT chart is labor-intensive, requiring additional time and resources. Also, in
order for the chart to remain valuable, it must be consistently reviewed and maintained.

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  Scheduling

Scheduling in project management is the listing of activities, deliverables, and milestones

within a project. A schedule also usually includes a planned start and finish date, duration, and
resources assigned to each activity. There are three main types of schedules:
1. Master project schedule: A master schedule tends to be a simplified list of tasks with a
timeline or project calendar.

2. Milestone schedule or summary schedule: This type of schedule tracks major milestones
and key deliverables, but not every task required to complete the project.

3. A detailed project schedule: This is the most thorough project schedule, as it identifies and
tracks every project activity. If you have a complex, large, or lengthy project, it’s important
to have a detailed project schedule to help track everything. Project-task scheduling is a
significant project planning activity. It comprises deciding which functions would be taken
up when. To schedule the project plan, a software project manager wants to do the following:

1. Identify all the functions required to complete the project.

2. Break down large functions into small activities.
3. Determine the dependency among various activities.
4. Establish the most likely size for the time duration required to complete the activities.
5. Allocate resources to activities.
6. Plan the beginning and ending dates for different activities.
7. Determine the critical path. A critical way is the group of activities that decide the
duration of the project.

The first method in scheduling a software plan involves identifying all the functions required
to complete the project. A good judgment of the intricacies of the project and the development
process helps the supervisor to identify the critical role of the project effectively. Next, the large
functions are broken down into a valid set of small activities which would be assigned to various
engineers.

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 The work breakdown structure formalism supports the manager to breakdown the function
systematically after the project manager has broken down the purpose and constructs the work
breakdown structure; he has to find the dependency among the activities. Dependency among
the various activities determines the order in which the various events would be carried out. If
an activity A necessary the results of another activity B, then activity A must be scheduled after
activity B. In general, the function dependencies describe a partial ordering among functions,
i.e., each service may precede a subset of other functions, but some functions might not have
any precedence ordering describe between them (called concurrent function). The dependency
among the activities is defined in the pattern of an activity network.

Once the activity network representation has been processed out, resources are allocated to
every activity. Resource allocation is usually done using a Gantt chart. After resource allocation
is completed, a PERT chart representation is developed. The PERT chart representation is useful
for program monitoring and control. For task scheduling, the project plan needs to decompose
the project functions into a set of activities. The time frame when every activity is to be
performed is to be determined. The end of every action is called a milestone. The project
manager tracks the function of a project by audit the timely completion of the milestones. If he
examines that the milestones start getting delayed, then he has to handle the activities carefully
so that the complete deadline can still be met.

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  Project Tracking

 A project tracking system assists you to recognize all of the tasks that are required to
complete your project successfully on time. That is why it is recommended to be deployed
during planning phase of a project to control and regulate the allocated resources. It provides
a fully automated monitoring and evaluation system of financial requests by simply tracking
planned, actual and modified expenditures to information system accounts. The project
tracking system provides a highly-standardized, automated technique of budget and planning
management across a diverse group of activities.
 Project tracking software is widely used to create project plans, execute reports and use
timesheets. The project tracking software handles time and tasks efficiently and helps you to
keep track of your budget. It also reflects how many project phases have been completed till
date plus how many project tasks are still left to be completed.
 Project tracking software is a cost, time saving and efficient project management solution.
Project tracking ensures that the right tasks are completed at the right time the best way
possible. Project tracking software also allows you to proficiently administer all the
scheduled projects. Silent features of software Project tracking

 Project Overview
 The project information can be displayed according to the user's individual needs - by
customer, internal and external contacts (e.g. stakeholders, project managers and team
members) and department. Information can be called up quickly and effortless, for example
while being on the phone.

 Activity and Time Recording

 It supports the simple recording of activity and effort for all project steps, for example out
of the Outlook calendar or inbox. A complete activity history can thus be produced for each
project.

 Project Planning
 Project phases, work packages and milestones can be assigned to staff or other resources.
Project members can see dates and milestones in their Outlook calendar or personal task list.
Effort and cost estimation functions, plus follow-ups, are also included.

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 5. ACTUAL PROCEDURE FOLLOWED

Sr.no Task name duration predecessor

30 days
1) Requirement analysis

Developed system architecture

2) 1
10 days

3) interview
2 days
Defined and develop software
4)
requirement 2
5 days

5) Defined interface requirements

15 days
16 days
6) System security analysis
3
25 days
7) Develop algorithms 4

1 days
8) Design test cases
12 days
9) Create software design specification
6

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 6. OUTPUT OF MICRO-PROJECT

 We got to know about the how to do scheduling of software application.

 We got to know about different types of network activity.
 We got information about tracking of software project
 We have understood above concepts and hence, we have completed the project.

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 7. DEVELOPED / LEARNING OUTCOMES OF
MICRO-PROJECT:

1. Communication
2. Leadership
3. Team management
4. Negotiation
5. Personal organization
6. Risk management
7. Critical thinking
8. Task management
9. Solving problems

10. Error handling

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 8. APPLICATIONS OF MICRO–PROJECT

 Activity diagram
 Program Evaluation Review Technique (PERT) diagram.
 Critical Path Method (CPM) .
 Gantt chart.
 Project Tracking.
 Project Scheduling.

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