Addis Ababa University

College of Natural and Computational Sciences

Department of Computer Science

CoSc 6101 – Software Project Management Plan for

Inventory Management System

Group Members:
Name ID.No
1. Kassahun Tsegaye GSE/2483/16
2. Lencho Worku GSE/7870/16
3. Manyazehal Addisse GSE/8002/16
4. Obsinan Garoma GSE/0512/16
5. Zeamanuel Abi GSE/3410/16

Submission Date: Nov 23, 2023

Submitted to: Dr. Dida Midekso
Contents
1. Introduction ................................................................................... Error! Bookmark not defined.
1.1. Overview ................................................................................ Error! Bookmark not defined.
1.2. Deliverables ........................................................................... Error! Bookmark not defined.
2. Project Organization ..................................................................... Error! Bookmark not defined.
2.1. Project Structure .................................................................... Error! Bookmark not defined.
2.2. Responsibilities ...................................................................... Error! Bookmark not defined.
3. Managerial Process .................................................................................................................. 7
3.1. Meetings ........................................................................................................................... 7
3.2. Risk Management ............................................................................................................ 9
3.3. Configuration Management .............................................................................................9
3.4. Quality Management ............................................................ Error! Bookmark not defined.
3.5. Monitoring and Controlling Mechanisms .............................. Error! Bookmark not defined.
3.5.1 Project team control plan .........................................................................................10
3.5.2 Conflict control plan ................................................................................................10
3.5.3 Requirement Control plan .............................................. Error! Bookmark not defined.
3.5.4 Report Control Plan .................................................................................................11
3.5.5 Version ControlPlan ................................................................................................. 11
4. Technical process ...................................................................................................................11
4.1. Process Model .................................................................................................................11
4.2. Methods .......................................................................................................................... 12
4.3. Techniques and Tools .....................................................................................................12
4.3.1. Techniques ...................................................................... Error! Bookmark not defined.
4.3.2. Tools ............................................................................... Error! Bookmark not defined.
5. WBS, Schedule and Budget ...................................................................................................14
5.1. WBS ................................................................................................................................14
5.2 Project Estimation ........................................................................................................... 17
5.3. Budget Allocation ...........................................................................................................20
5.4 Scheduling .......................................................................................................................20
6. Network Diagram ...................................................................................................................22
Reference ......................................................................................................................................24
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 List of Tables
Table 2.1 Roles and Responsibilities assignment of project ......... Error! Bookmark not defined.
Table 3.1 Summary of the project team meeting ............................................................................ 8
Table 5.1 Work Breakdown Structure ...........................................................................................14
Table 5.2 Constant per project type .............................................................................................. 18
Table 5.3 COCOMO attributes rating values ................................................................................19
Table 5.4 Budget Allocation ......................................................................................................... 20
Table 5.5 IMS Schedule ................................................................................................................ 20

List of Figures
Figure 2.1 Organization Structure ................................................. Error! Bookmark not defined.
Figure 4.1 Project Phase ................................................................................................................12
Figure 6.1 Network diagram of IMS .............................................................................................23

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List of Acronyms and Abbreviations

AAU Addis Ababa University

API Application Programming Interface

CMP Configuration Management Plan

CNCS College of Natural and Computational Sciences

COCOMO Constructive Cost Model

IMS Inventory Management System

KLOC Thousand Lines of Codes

PM Project Manager

NBH New Building Hall

QAP Quality Assurance Plan

QA Quality Assurance

QMP Quality Management Plan

RAD Requirement Analysis Document

RMP Risk Management Plan

SCMP Software Configuration Management Plan

SDD System Design Document

SPMP Software Project Management Plan

SQAP Software Quality Assurance Plan

TBA To Be Announced

TPD Test Plan Document

UMD User Manual Document

WBS Work Breakdown Structure

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1. Introduction
The objective of this document is to provide a Software Project Management Plan for
implementing an Inventory Management system for Ethio Ceramics PLC. The Software Project
Management Plan (SPMP) document functions as a comprehensive guide for project team
members, providing direction throughout the different phases of software project development.
Additionally, it serves as a means to document and track the project's progress. This document is
organized into sixth sections.
The first section describes the overview and deliverable of the project. The project's software
process model and the roles and responsibilities of the team members are briefly explained in the
second section. The third section describes the overall managerial process, including meetings,
management of risk, configuration, and quality of the project, as well as monitoring and
controlling mechanisms. The software process model, method, and tools that will be utilized to
make the project are described in the fourth section. Section five, explains the work breakdown
structure, estimation, schedule and budget of the project. The network diagram is discussed in
the final, or sixth, section of this planning document.

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1.1 Overview

Ethio Ceramics was established and registered as a private limited company with the current
name in 2004 in Ethiopia. What started as a modest shop with only a few employees 26 years
ago has now evolved into a major supplier of quality ceramics and building finishing materials.
With the aim of expanding its product lines and establishing a name as a "one-stop" mall, it has
also commenced providing home, office, and kitchen furniture, wall paint, carpets, and brand
electric, electronics, and home appliances. Currently, the company owns five show rooms, each
accompanied by its own warehouse, at various locations throughout Addis Ababa, which makes
it the most reachable company in the sector. Currently, the company owns a showroom and
stores at various locations in Addis Ababa, which makes it the most reachable company in the
sector.

The project we are developing is an inventory management system (IMS) for the tracking of
inventory from manufacturers to warehouses and from these facilities to a point of sale. The goal
of inventory management is to have the right products in the right place at the right time.
Currently, Ethio Ceramics uses a manual or semi-manual form of inventory system whereby they
record their stock on a piece of paper or using a spreadsheet system that relies on manual data
entry. Even though these methods may be low-cost and easy to set up, they are very prone to
human error because they require a lot of manual input and data analysis. Moreover, it requires
greater effort, resources, and improvement due to the large number of items and the lack of a
computerized system to handle the complexity of the process.

The upcoming inventory management system is anticipated to streamline labour-intensive and

repetitive stock management tasks, enabling more efficient utilization of resources. The IMS
offers a simplified, rapid, precise, and dependable automated environment, which reduces
operational costs and saves time and labor. It replaces an error-prone system with a user-friendly
interface. The system's primary objective is to provide users with an effective interface for stock
management, tracking goods through the whole supply chain, and offering a range of functions
to facilitate stock management. By the end of the project, our goal is to automate the current
manual system and deploy a fully functional computerized system.

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1.2 Deliverables

The deliverables which are expected from this project are listed below:
Software Project Management Plan (SPMP)
Risk Management Plan (RMP)
Configuration Management Plan (CMP)
Quality Assurance Plan (QAP)
Requirement Analysis Document (RAD)
System Design Document (SDD)
Test Plan Document (TPD)
User Manual Document (UMD)

2. Project Organization
2.1 Project Structure
The organizational structure outlines the direction of specific activities to achieve an
organization's objectives and delineates the roles and responsibilities of each team member
involved in the project. Moreover, it governs the flow of information within different teams
within the organization. The figure below depicts an organizational structure tailored to meet the
project's defined needs and objectives, fostering effective communication between project team
members and the client.

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 Figure 2.1 Organizational Structure of IMS Project Team

2.2 Responsibilities
The name of the team leader and members, his or her role, and the corresponding responsibilities
in the development of the IMS are described in the following table.

Table 2.1 Descriptions of the project team members' roles and responsibilities
Name Role Responsibility
Lencho Worku Project Manager  Initiating the project,
 Planning, estimating and
budgeting
with the team members,
 Leading the entire project team,
 Monitoring, controlling and
reporting the progress of the project
and intervening when deviation
occurs
 Resolves issues
 Manages schedules, client
communications and deliverable
submissions,
 Closing the project

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Zeamanuel Abi Development Team  Leading the development team of
Leader the project
 Facilitates preparation of
documents
(RAD, SDD and UMD) in each
development phases
 Manages development team
meetings.

Kassahun Tsegaye Quality Assurance Team  Ensuring adherence to quality

Leader standards and best practices
throughout the project development
life-cycle.

 Checking that appropriate tools,

techniques and methods are selected
for quality management and
monitoring their correct application

 Leading and managing the QA

team, including assigning tasks,
providing guidance, and monitoring
team performance.

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Manyazehal Addise Risk Management Team  Identify the potential risks of the
Leader project with the rest of team
members that can be an obstacle to
the success of the project

 Prioritizes the risks as they are

identified and makes the entire
project team members aware of
them.

 Prepares a strategy for dealing

with any identified risks of the
project.

Obsinan Garoma Configuration  Developing and implementing a

Management Team Leader comprehensive Configuration
Management Plan (CMP) that
outlines the processes, tools, and
procedures for managing
configuration items (CIs)
throughout the project life-cycle.

 Controlling and monitoring

changes to work products

 Records sufficient status

information and modification
history on each version of each
configuration item
and its dependencies

 Verify the completeness and

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 correctness of configuration items.

Ethio Ceramics Client • Testing of the end product

• Acceptance of deliverable

• Giving suggestion and comments

3. Managerial Process
The managerial process involves overseeing and regulating the project's overall activities. The
primary objective of the project is to create a web-based IMS that meets the client's and public's
expectations in terms of budget, schedule, and quality. Effective management is essential to
accomplishing this goal. The project manager's responsibility is to ensure timely, budget-
compliant, and high-quality completion of tasks according to the established plans.

3.1 Meetings
Project meetings play a vital role in enabling effective communication among team members and
the client, fostering discussions on important matters, and establishing a common understanding
within the project team. The decisions taken in these meetings are pivotal in accelerating the
implementation of the work plan and defining the desired project outcomes.
Communication gaps between the project team as a whole are avoided through timely and
precise communication made possible by meetings between the project manager, team leaders,
and team members. Meetings also facilitate structured dialogues that produce the best collective
decisions and resolutions to the topics raised.

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 Table 3.1 Summary of the project team meeting
Meeting Type Meeting Date and Frequen Reason Participant Venue
Format Time cy
Project Kick-off In Oct 27, Once To begin work as soon PM, team NBH,
Meeting Person 2023 as feasible by members CNCS;
introducing the project and the AAU
(4:00 pm -
team and establishing a client
5:00 pm)
shared understanding
of the project goal.
Management Meeting In Every Once a Examining the PM and NBH,
Person Saturday week project's current state each team CNCS;
and advancement. leader AAU
(4:00 pm -
5:00 pm) Evaluating the present
deliverable’s entire
process and making
plans for the next one.
Fixing problems, if
any.
Team Member Meeting In Every Once a Organizing, assigning, Team NBH,
Person Thursday week reviewing, and leaders and CNCS;
determining the best AAU
(8:00 pm- members
course of action for the
9:00 pm)
team, as well as
resolving any conflicts.

Project Closeout In TBA Once To make sure the PM, all

Meeting Person project is successfully project team
completed. members,
the client
and other
To deliver the final
stakeholders
product to the client

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3.2 Risk Management
Risk management is the process of detecting and becoming ready for any project-related issues,
whether they are anticipated or not. In order to achieve this, we determine how to reduce and
manage these problems and develop a strategy that addresses potential trouble spots and provides
effective solutions. These issues could be brought on by shifting leadership, misinterpretations of
project specifications, new technology, fluctuating environmental conditions, competitive
pressures, and more.

Note: The specifics of the project’s management risk will be covered in detail in the risk
management plan document.

3.3 Configuration Management

Configuration management plays a vital role in the management of software projects, as changes
are inevitable during software development. It involves monitoring and regulating changes in
software in terms of requirements, design, functionality, and product development. The project’s
change control process begins by ensuring that all software alterations align with the client's
organizational rules and policies.

Note: The specifics of the project's change management will be covered in detail in the change
management plan (CMP) document.

3.4 Quality Management

The practice of methodically organizing, regulating, and guaranteeing the calibre of software
projects and deliverable is known as quality management. It entails a collection of procedures
and actions meant to guarantee that software complies with requirements, performs as intended,
and meets user expectations.

Note: The specifics of the project's quality management will be covered in detail in the quality
management plan (QMP) document.

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3.5 Monitoring and Controlling Mechanisms

Monitoring and controlling both the team and the project process is one of the largest managerial
tasks for the project manager. The PM has the responsibility of ensuring the progress of the
project is on schedule, working with project participants to make sure the requirements are met,
making sure risk mitigating mechanisms are implemented properly, preparing and submitting a
continual progress report, and identifying and taking proactive measures for unanticipated
barriers during the project.
Monitoring and controlling of the project are done by the PM using the following two means:
1. By making certain that team meetings are held on time, the team leader of a team may not be
able to hold meetings with his or her staff for different reasons. These meetings are scheduled for
Thursday (8:00 pm-9:00 pm) at NBH, CNCS.

2. Weekly project check-in meeting: at this meeting every week, the work done by each team is
reviewed, needs to be administered, and a couple of items have to be delivered. This meeting is
scheduled for Saturday (4:00 pm - 5:00 pm) at NBH, CNCS. The PM and team leaders attend.

3.5.1 Project Team control

Every project participant assumes accountability for completing each assignment on time and
correctly, and each step requires them to contribute their own time and effort to ensure the
project is completed successfully.

3.5.2 Conflict Control Plan

In order to prevent conflict, it is important for all team members to respect each other's values,
attitudes, and ideas. If conflict does arise, though, the project manager will be the one to handle it
and find a quick solution because it can cause delays and subpar work products. The manager
will attempt to better understand the conflict, gather the project team, and have a discussion
about the points of contention. They will also help the team stay on track by setting measurable
goals, allocating tasks appropriately, and keeping an eye on the progress of tasks.

3.5.3 Requirement Control Plan

When modifications are made to the requirements after the RAD has been delivered, team
members will be informed and given the opportunity to discuss the changes. The change will be
implemented if the team determines that it is both practical and within the project's scope. The
client will receive an updated version of the RAD after the modifications have been made.

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 3.5.4 Report Control Plan
Team members must submit their progress report to team leaders in the weekly progress meeting
and to the project manager in the weekly team leaders meeting based on the meeting schedule
stated in Section 3.1.

3.5.5. Version Control Plan

It is a method for keeping track of file and document modifications and identifying the most
recent version. The development team has the option to revert to an earlier version in the event of
an error. The development team for our project considered creating a mechanism that would
allow all project participants to update their codes or make progress simultaneously.

4. Technical Process
This section describes the process model that will be used to carry out the IMS, the methods used,
and the collections of tools and techniques that will be applied throughout the project.

4.1 Process model

The process model we will be using is an Agile development approach, particularly the Scrum
framework, which is a suitable choice for building inventory management systems. This
methodology emphasize iterative and incremental development. This allows for the system to be
built in small increments, with each iteration delivering a potentially shippable product
increment. For an inventory management system, this approach enables early and continuous
feedback from stakeholders, ensuring that the system meets their evolving needs. Inventory
management systems often require frequent updates and changes due to changing business
requirements, market dynamics, and evolving customer demands. Agile methodologies provide
flexibility and adaptability, allowing for quick and responsive adjustments to the system
throughout the development process.

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Fig 4.1 Process Model

4.2 Method
For designing an inventory management system, a suitable methodology would be the Object-
Oriented Analysis and Design (OOAD) approach. The IMS typically consists of various
components such as inventory tracking, order management, stock management, and reporting.
The object-oriented approach allows for modular design, where each component can be
represented as an object with its own attributes and behaviors. This modularity promotes
reusability, as well-designed objects can be easily reused in other parts of the system or in future
projects.

4.3 Techniques and Tools

4.3.1 Techniques
For the development of IMS, several fact-finding techniques will be employed by the project
team and different basic data sources will be considered to get a precise understanding of the
subject matter. The following fact-finding techniques are considered appropriate for the project
and will be used by the project team:

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1. Interview: An unstructured type of interview will be conducted to collect facts, opinions, and
speculation and to know what users want and their assessment of the existing system. Objectives
include finding out facts, verifying facts, clarifying facts, generating enthusiasm, getting end-
users involved, identifying requirements, and gathering ideas and opinions. Here, the analysts
discover areas of misunderstanding, unrealistic exceptions, and descriptions of activities and
problems, along with resistance to the new proposed system.

2. Observation: This is because the project team has to see the current system's workflow,
medium of storage, access time, and method of acquiring information. The project team will use
this technique to understand the system effectively. It'll make it possible for us to participate in
or watch a person perform activities to learn about the system. It will be used when the validity
of the collected data is in question or when the complexity of certain aspects of the system
prevents a clear explanation by end-users.

3. Document Analysis: The project team will use this technique to gain some insight as to how
the need for a system arises, identify the part of the organization associated with the problem,
check if there are any organizational guidelines and understand more about the current system.

4.3.2 Tools
To develop and make the IMS available, it requires the following tools:
Software Tools
Documentation: Microsoft Office 2019 Word processor is used to prepare the document.
UML diagrams: Edraw Max 12.6.1
IDE: Microsoft Visual Studio 2022
Front-end: React
Back-end: Spring
Database: MongoDB
UI/UX: Figma
Repository: Github

Hardware Tools: Personal Computer

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5 . WBS, Schedule and Budget
5.1 Work Breakdown Structure
To show the tasks, deliverables, and work packages required to finish the project from beginning
to end, the WBS divides the project scope. As a result, we are able to more precisely estimate the
project's duration, determine the resources needed, and plan out the activities. The table below
shows the WBS of the IMS done by the project team.

Table 5.1 Work breakdown structure

No. Tasks
1. Project initiation
1.1 Preliminary Investigation

1.2 Assessment

2. Prepare planning document

2.1 Software Project Management Plan (SPMP)

2.2 Risk Management Plan (RMP)

2.3 Configuration Management Plan (CMP)

2.4 Quality Assurance Plan (QAP)

3. Requirement Analysis
3.1 Interview end-users

3.2 Observe the current system

3.3 Document Analysis

3.4 Elicit Requirements

3.4.1 Identify functional requirements

3.4.2 Identify non-functional requirements

3.5 Produce Static System Model

3.5.1 Develop Use case Diagram

3.5.2 Develop Class Diagram

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 3.6 Produce Dynamic System Model

3.6.1 Develop Sequence Diagram

3.6.2 Develop Activity Diagram

3.6.3 Develop State Diagram

3.6.4 Produce User interface blueprint

3.7 Produce Draft RAD

3.8 Get Feedback on RAD

3.9 Produce Final RAD

4. System Design

4.1 Identify Design Goals

4.2 Define the Proposed System Design

4.2.1 Subsystem decomposition

4.2.2 Hardware/Software Mapping(Deployment Diagram)

4.2.3 Define Access control, boundary condition

4.2.4 Define Persistent Data Management

4.3 Produce Object Design Model

4.3.1 Specify attributes and operations

4.3.2 Produce class diagram

4.4 Produce draft SDD

4.5 Get Feedback on SDD

4.6 Produce the Final SDD

5. Implementation
5.1 Construct Front-End (Client side)

5.1.1 User Interface Implementation

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 5.2.2 Implement Validation Mechanisms to Users Input

5.2 Construct the Back-end (Server side)

5.2.1 Design the Database

5.2.2 Integrate CRUD Operations with each Modules

5.3 Application Coding

6. Testing
6.1 Identify features to be tested/not to be tested

6.2 Identify testing approaches/methods

6.2.1 System Level Testing

6.2.2 Integration testing

6.2.3 Unit Level Testing

6.3 Specify Test Cases

6.3.1 Unit Test Case Specification

6.3.2 Integration Test Case Specification

6.4 Perform testing

6.5 Prepare Draft TPD

6.6 Get Feedback on TPD

6.7 Produce Final TPD

7. Produce User Manual Document (UMD)

7.1 Prepare System summary

7.1.1 Detail system configuration

7.1.2 Define user access level

7.2 Prepare document on how to use the system

7.3 Prepare reporting

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 7.4 Produce draft UMD

7.5 Get feedback on UMD

7.6 Produce final UMD

8. Deployment

9. Project Closeup

5.2. Project Estimation

Estimation is a critical part of project planning, involving a quantitative estimate of project costs,
resources, or duration by analyzing the available parameters. We have found the COCOMO
estimation technique based on KLOC, 4 attributes with a set of 15 multiplying factors, which is
the empirical one, to be more suitable for this project than the ad hoc, analogy, and expert
judgment methods.

5.2.1 Size Estimation

The necessary steps in this model are:
1. Get an initial estimate of the development effort from evaluation of lines of source code
(KLOC).
2. Determine a set of 15 multiplying factors from various attributes of the project.
3. Calculate the effort estimate by multiplying the initial estimate with all the multiplying
factors i.e., multiply the values in step1 and step2.

The size for different components of all modules and the overall system are estimated to
be:

 Data Entry: 1.5 KLOC

 Data Update: 1.5 KLOC
 Query: 1.5 KLOC
 Rest full APIs: 1 .5KLOC
 Reports: 1 KLOC
 Total: (1.5 + 1.5 + 1 .5+ 1.5 + 1) KLOC = 7KLOC

Table 5.2- Constant per project type

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 System a b c d
Organic 3.2 1.05 2.5 0.38

A. Obtain an initial estimate using the following:

Ei = a*(KLOC)b where, Organic Type (a = 3.2 and b = 1.05)

The code will estimate 7 KLOC, So
Ei = 3.2(7)1.05

Ei = 3.2(7.71)
Ei = 24.67
B. Determine a set of 15 multiplying factors from the attributes:

Product Attribute
Required reliability 1.00 (Nominal)

Database size 1.08 (High)

Product complexity 1.00(Nominal)

Computer attribute

Execution time constraint 1.00 (Nominal)

Main storage constraint 1.00 (Nominal)

Virtual machine volatility 0.87 (Low)

Computer turnaround time 0.87 (Low)

Personal Attribute

Analyst Capacity 0.86 (High)

Application experience 0.91 (High)

Programmer capability 0.86 (High)

Virtual machine experience 1.00 (Nominal)

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 Language experience 0.95 (High)

Technology Attribute

Modern programming practices 0.91 (High)

Use of SW tools 0.91 (High)

Development schedule 1.04 (High)

Table 5.3 COCOMO attributes rating values

C. Now, compute initial effort adjustment factor as:

EAF = ΠFi = product of 15 multiplying factors

EAF = 1.08*0.87*0.87*0.86*0.91*0.86*0.95*0.91*0.91*1.04(1.00)5

EAF = 0.45
D. Adjust the effort, E = Ei *EAF

E = 24.67 * 0.45
E = 11 Man-Month
E. Obtain Duration D = cEd where, Organic type (c = 2.5 and d = 0.38)
D = 2.5(11)0.38

D = 6.22 Months
F. Obtain Staffing S = E/D

S = 11/6.22
S = 2Persons
The project will be completed within 6.22 months by 2 persons, but the available man
power for this project is 5.
The duration of the project should be (D*S)/5 hence (6.22*2)/5 = 2.49 months or 76 days.

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5.3 Budget allocation

The WBS splits the project scope to display the tasks, deliverables, and work packages needed to
complete the project from start to finish. We can therefore more accurately estimate the project's
duration, identify the resources required, and schedule the tasks.

Table 5.4 Budget allocation

No Name Amount in Birr
1. Transportation 1500
2. Printing 1000
3. Internet Package 2000
4. Binding 300
5. Stationary 200
Total 5000

5.4 Scheduling
The following table was created based on the estimation that was conducted in the
previous section and it contains the summary of activities of IMS project. In order to
consider only the working days, the schedule below has excluded holidays and
weekends.
Table 5.5 - IMS schedule
S.No Activity Label Time Start Date End Date Immediate
Required( in Predecessor
days) Activities
1 Project A 5 days October October
initiation 20,2023 24,2023
2 Project B 10 days October 25, November Pre-Planning (A)
Planning 2023 03,2023
3 Define C 10 days November November Pre-Planning,
Software 04, 2023 13, 2023 Project Planning
Requirement (A, B)
4 System Design D 15 days November November Project Planning,
14, 2023 28, 2023 Define Software
Requirements ( B,
C)
5 E 28 days November December System Design (D)
Implementation 29, 2023 26, 2023

6 Produce Test F 5 days December December Produce First Draft

Plan Document 27, 2023 31, 2023 Implementation (E)
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7 Develop user G 2 days January 1, January 2, Produce First Draft
manual 2024 2024 Implementation,
Produce Test Plan
Document ( E, F)
8 System H 1 days January 3, January 3, Develop user
Deployment 2024 2024 manual(G)
9 Project closeout I 0 days Deployment(H)

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 6 . Network Diagram

25 15 40 40 28 68
0 5 5 5 10 15
D E
A B
25 0 40 40 0 68
0 0 5 5 0 15

15 10 25 73 2 75
68 5 73
C G
F
15 0 25
73 0 75
68 0 73

75 1 76
H
75 0 76

76 0 76
I
76 0 76
Based on the above network diagram:
Critical path of IMS project is: A, B, C, D, E, F, G, H, I

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References

[1] Dr. Dida Midekso. (2021) Software project management course all slides
[2] SDLC – Agile Model - Tutorialspointhttps://www.tutorialspoint.com
[3] ProjectManager.com. (2022). Project Planning. [Online] Available at:
<https://www.projectmanager.com/project-planning.
[4]HawaiTech Technology Group. (2021). Ethio Cermaics. https://ethioceramics.com/

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