Project-summer-2

Kimmy

ProjectManagement-Previous.docx

Home >Information Systems homework help >Project-summer-2

Project Management-Automatic Cars

Name of Student

Name of University

Course

Professor

Date

Project Management-Automatic Cars

Week 2 - Project Charter:

Project title

Automatic Car Wiper Control System with Rain Sensor

· Purpose

The goal of this project is to develop a rain sensor-based car wiper control system that automatically adjusts the wiper speed in response to the amount of rain falling. The automated rain wiper system is used to detect rainfall and automatically activate the automobile's rain wipers without the need for the driver to intervene. The system will help prevent distractions which will in turn increase driver’s concentration on operating the vehicle. One thing that has been done away with because of this product is having to manually adjust the windshield wipers when driving in rain or snow.

· Description

The automated rain wiper system is used to detect rainfall and automatically activate the automobile's automatic rain wiper system without the driver's involvement. One distraction that has been eliminated as a result of the development of this product is manual windshield wiper adjustment when driving in rain or snow conditions. When driving in poor weather conditions, the few seconds it takes a driver to take their attention away from the road to adjust a knob could result in a car accident. The system detects rain and the intensity of the rain by using a combination of impedance and a rain sensor. Among the components of the system is a controller, which receives input signals from sensors and controls the operation of the windshield wipers in response to those input signals. The purpose of this project is to assist in the reduction of accidents that occur as a result of a driver's intending to clean the windshield while rain is falling and, as a result, diverting the driver's attention away from the road while he or she is switching on and off the windshield wiper. On rainy days, we are subjected to the act of sprinkling water on the front windshield of our wheeler. While driving a car, the driver is unable to see other vehicles on the road. The result is that he attempts to operate wipers on the glass, which requires him to frequently switch on for the purpose of operating wipers, and this may result in a vehicle accident. In the event that we apply any type of sensor to the glass that detects the act of sprinkling water, the wiper will operate automatically as a result of automation. When water comes into contact with the sensor, a signal is sent to the system, which then moves the wiper motor. When the sensor no longer detects any water, the wiper will come to a halt. This will help to mitigate the flaws that were mentioned at the beginning of the article. According to an additional plan for this invention, the wiper will automatically push up and away from the windscreen when the engine is turned off.

· Objective

In this project, the goal is to develop a rain sensor-based car wiper control system that automatically adjusts the wiper speed in response to the amount of rain falling on the windshield. Water monitoring is extremely difficult in large cities and industries where supply and distribution tanks are located a long distance away from the water control station, creating a difficult situation. The goal of this project is to close this gap (Lester, 2021).

· Success criteria or expected benefits

The three success criteria for this project are the cost, the scope, and the time frame for completion (the triple constraint). If the project is capable of achieving the desired results specified in the project scope, to determine whether or not the project will be able to meet the deadline, which includes all milestones, and complete the project for the price that was agreed upon. making certain that everyone on the team is pleased with the outcome of the project. Obtain positive feedback from clients, sponsors, stakeholders, and other stakeholders, among other sources. Meet or exceed the expectations of all parties involved (Lester, 2021).

· Funding

Project funding is the process by which the funds required to carry out a project, program, or portfolio are raised and made available as and when they are required to do so. Funding for this project could come from a variety of sources, including a number of different investors. The project sponsors will provide the majority of the funding for the endeavor. The remaining funds will come from a variety of sources, including bank loans, investors' shares, and other sources (Clive & Geoffrey, 2015).

· Major deliverables

The deliverables include the automatic Car Wiper Control System with Rain Sensor program implementation by the mandated deadline. The various project steps are expected to be completed and delivered within the budget and within the agreed timeline.

· Acceptance criteria

When it comes to project acceptance criteria, they are a set of criteria incorporating the performance requirements as well as important aspects that must be met to ensure the acceptance of the project (Project Management Institute, 2021). This section outlines the specific conditions under which the user is willing to accept the finished project. The following will be the acceptance criteria for this project: If the project is successful in its goal of automatically adjusting the windshield wipers when driving in the rain, it will be a success.

· Milestone schedule

Milestone Dates	Milestone Name	Milestone Description

· Key assumptions

The assumption for this project is that the lessons learned from the previous wiper system project will be reviewed to ensure that all project elements are addressed. After that, there is the approval of a budget plan for the funds that have been allocated for the project's vendor selection. Following that, a milestone schedule is created, ensuring that the vendor selection for the project is completed by the deadline.

Constraints

A number of obstacles must be overcome in order to ensure the implementation and completion of the project on time as well as within the budget. Some of the constraints include the deadline for project implementing, it is quite limited and the project has to be delivered within this agree timeline. On top of that, there are time constraints associated with drafting the program, the legal team, and other relevant parties before it can be distributed to vendors. Following that, meetings with all potential vendors will need to be scheduled as soon as possible, as these meetings will need to take place as soon as possible. Timing, scope, and cost are the three most significant project constraints for this project (Ali Khan, 2019).

· Major risks

There are various risks associated with the implementation of this project. Some of the risks include: time overruns, where the project team might fail to complete the project within the allocated timeline. The risk of changes in the requirement including various issues with the vendors which might impact the completion or implementation of the project. Budget related issues also constitute project risks (Project Management Institute, 2021).

· Approval requirements

The project sponsors, project manager and the company’s management are the crucial elements to approve the project.

· Project manager

Being the project manager, I have various strategic management skills as well as experiences, which I believe will help ensure the completion of the project in a good manner. The project management plan will be an essential aspect in this project to facilitate effective implementation as well as adjustment of the project as necessary through properly authorized changes in resource allocation, schedule modification, and purchasing authority. I intend to direct the performance of the project's work with the assistance of my team, as well as manage any technical changes that may be required to meet organizational requirements. So that work gets done as planned, in the right order, by the right people, and on time, and so that extra costs don't add up on a tight budget.

· Reporting requirements

All reporting will be channeled to the team lead. The various team lead will report directly to the project manager who will then link with the project sponsors and the company management.

· Sponsor designee and Approval signatures required

Approver	Role and Title	Acceptance Date
	Sponsor
	Project Manager

2nd

Scope and Schedule:

- Finalized project scope

The overall scope of this project was to design a Rain Sensor based car wiper control system. There were multiple hardware development phases which reflect the nature of system being developed and demonstration occurring during these activities. - WBS structure

- Develop project schedule

- Identify key milestones and deliverables

Milestone Date	Milestone Name	Milestone Description

- Outline project resources and assign them to tasks accordingly.

· The Human resources – This includes all the project team members who will be carrying out various project tasks/activities.

· Material resources – The raw materials as well as machines, tools, equipment, as well as resource management software that are required for the project.

· Financial resources – This includes the project budgets/funds that will be used to pay the project team, buy materials required etc.

· Time resources –This is allocated to the project plan, project schedule and include the time invested.

· - Stakeholder engagement – communication plan

The plan includes sections that are intended to assist in the identification of relevant stakeholders through the use of mapping tools, the formulation of strategies for engaging with them, and the planning of communication activities to reach them. Using this method helps you figure out how to reach other groups of people, like the media and civil society (Anastasi, 2018).


Name of the Stakeholder	Action required to engage the stakeholder	Owner	Channel	Frequency
	Close management	Project Manager	Email	On a daily basis
	Informing regularly	Project Manager	Memos	On a weekly basis
	Ensure satisfaction	Product Manager	Emails	On a monthly basis
	Monitoring	Project Manager	Newsletter	On a monthly basis

3rd- Budget and Risk Management

- Overall project budget

The following information is about the project's vendor selection phase for the RSCWCS system. As of right now, a total of $5,000 has been set aside for this phase of the project. Following that, a budget of $2,000 is set aside for the software implementation phase of the project for the client. The budget for updating the system has been set at $1 billion for the time being. At the end of the day, $2 million has been set aside for the implementation of the RSCWCS software. Later in the project's life cycle, if there are issues that could affect the budget funds that have been allocated, the project manager will tell the rest of the project team and other people who have a say (Damnjanovic & Reinschmidt, 2019).

- Project requirements

Rain Sensor

LDC

Motor

Power Supply

Microcontroller AT89S52

DC Motor

- Cost management plan

Achieving cost management will be accomplished through the measurement of project cost performance: Cost performance will be evaluated on two different levels:

· Overall total cost of ownership:

· Earned Value Management:

Performance Measure	Yellow Condition	Red Condition
Schedule Performance Index (SPI)	Between 0.9 and 0.8 or Between 1.1 and 1.2	Less Than 0.8 or Greater than 1.2
Cost Performance Index (CPI)	Between 0.9 and 0.8 or Between 1.1 and 1.2	Less Than 0.8 or Greater than 1.2
To Complete Performance Index (TCPI)	Between 0.9 and 0.8 or Between 1.1 and 1.2	Less Than 0.8 or Greater than 1.2

It is proposed that (EVM) be used for measuring as well as controlling the project costs as part of the approach to cost performance measurement (Damnjanovic & Reinschmidt, 2019). EVM is considered a versatile as well as effective tool. Control thresholds are classified into two categories (Project Management Institute, 202). A threshold is considered met once one of the indexes deviates from the agreed-upon range between reporting periods by an amount greater than that agreed upon. This means that when either of these thresholds is crossed, the corrective action that needs to happen should be taken into account.

As shown in the table below, there are two different condition levels associated with each threshold. An example of this is shown in the table below, where a threshold of 10 percent has been established for the yellow condition and a threshold of 20 percent has been established for the red condition. The above will almost certainly be too lenient for a large project; on the other hand, it may very well be too restrictive for a small project. It is important to note that this variance threshold is expressed in terms of money, not percentage points (Project Management Institute, 202). The appropriateness of the thresholds should be determined by the agency's willingness to accept potential budget overruns. If it is set too loosely, the project may go over budget and miss opportunities for corrective action; if it is set too tightly, the project may experience "churn" as a result of the need to take corrective action on a regular basis.

It is also necessary to define a cost variance response process in the event that any of the indexes differs by 10% or more between reporting periods (Project Management Institute, 202). A big difference in one of these three metrics means that the project's performance needs to be fixed. The Senior Project Director needs to come up with a detailed plan of action to get the project back on track.

- Risk management matrix

RISK RATING KEY	LOW	MEDIUM	HIGH	EXTREME
	0 – ACCEPTABLE	1 – ALARP as low as reasonably practicable	2 – GENERALLY UNACCEPTABLE	3 – INTOLERABLE
	–––––––––––––––––– OK TO PROCEED	–––––––––––––––––– TAKE MITIGATION EFFORTS	–––––––––––––––––– SEEK SUPPORT	–––––––––––––––––– PLACE EVENT ON HOLD

	SEVERITY
	ACCEPTABLE	TOLERABLE	UNDESIRABLE	INTOLERABLE
LIKELIHOOD	LITTLE TO NO EFFECT ON EVENT	EFFECTS ARE FELT, BUT NOT CRITICAL TO OUTCOME	SERIOUS IMPACT TO THE COURSE OF ACTION AND OUTCOME	COULD RESULT IN DISASTER
IMPROBABLE	LOW	MEDIUM	MEDIUM	HIGH
RISK IS UNLIKELY TO OCCUR	– 1 –	– 4 –	– 6 –	– 10 –
POSSIBLE	LOW	MEDIUM	HIGH	EXTREME
RISK WILL LIKELY OCCUR	– 2 –	– 5 –	– 8 –	– 11 –
PROBABLE	MEDIUM	HIGH	HIGH	EXTREME
RISK WILL OCCUR	– 3 –	– 7 –	– 9 –	– 12 –

- Change management process

In this project, the management of change will be accomplished through the use of a change request form. It will be necessary to complete this form in order to identify and describe any proposed changes to the project. A change request is recorded in the 'CID Log' (Change, Issues, Decision), which is then tracked all the way to completion. The request, review, tracking, and approval of a change request are all steps that will be taken in the procurement process (Stanley, Malone, & Shields, 2016).

- Project RAID (Risk, The assumption, Issues, and Dependencies)

Assumptions: The assumption for this project is that the lessons learned from the previous wiper system project will be reviewed to ensure that all project elements are addressed. After that, there is the approval of a budget plan for the funds that have been allocated for the project's vendor selection. Following that, a milestone schedule is created, ensuring that the vendor selection for the project is completed by the deadline (Johnson, 2018).

Dependencies: Among the dependencies that must be met for this project to be successful are the approval of the project by the technical team, among other bodies. Additionally, the technology manager ought to sign off the RFP considering the fact that they have the responsibility of ensuring that all technical requirements are addressed as purposed.

Final week

- Project quality management plan

The Project Quality Management Plan contains all of the information necessary to effectively manage project quality from the beginning of the project to the end of the project's completion. It outlines the quality policies, procedures, criteria, and application areas, as well as the roles, responsibilities, and authorities associated with a project.

The following techniques will be used for project quality management:

· Audits

· Questionnaires

· Acceptance testing

Project requirements – updated

Number	Requirements	Notes	Category
1	Formalize the program execution steps	N/A	Technical
2.	Execute the program steps	N/A	Business
3	Combine program elements	N/A	Technical

- Stakeholder register – updated

Stakeholder Name	Category	Role	Project Responsibilities	Address
	Internal	Project Manger	Define and evaluate strategy, communicate
	Internal	Project Sponsor	Project Approval, resources negotiation
	External	Security Director
	External	CIO

- How project RAID (Risk, Assumption, Issues, and Dependencies) will be managed

The management of risks will be critical to the success of this project. To avoid any negative influence on the project, it is assumed that risks are recognized and mitigation procedures are put in place. In order to guarantee that all components of the project are moving forward as anticipated, issues will be monitored and resolved in a timely manner, and dependencies will be managed.

When it comes to risk management, the project manager will need to be quite proactive. He or she will be responsible for identifying potential hazards early in the project's life cycle and putting mitigation procedures in place. It will also be necessary for the project manager to be extremely effective at communicating with the team, so that everyone is aware of any potential concerns and can contribute to their resolution as early as possible. Dependencies will need to be kept an eye on and dealt with all the time to make sure that no tasks are put back.

In addition, the project manager will need to be extremely proactive in risk management. He or she will be responsible for identifying potential hazards early in the project's life cycle and putting mitigation procedures in place. It will also be necessary for the project manager to be extremely effective at communicating with the team, so that everyone is aware of any potential concerns and can contribute to their resolution as early as possible. Dependencies will need to be kept an eye on and dealt with all the time to make sure that no tasks are put back.

If the project manager is successful in risk management, the project should proceed smoothly and with few complications as a result. However, if risks are not appropriately handled, the project could face major delays or possibly be scrapped entirely, depending on the circumstances. RAID can be an extremely successful method of project management. Project managers can guarantee that all components of the project are moving forward in the manner that was anticipated by identifying risks, assumptions, difficulties, and dependencies. Avoiding surprises and keeping the project on pace are two benefits of doing so.

Risk Category	Probability	Risk	Strategy to Mitigate
Security	Medium		Implementation of policies that ensure security
	Medium

- Project sponsor approval of the key project deliverables

Project Sponsor:

Name:

Signature

………………………………..

References

Ali Khan, U. (2019). An informative study of project management constraints. International Journal of Science and Research (IJSR), 8(2), 693-695. doi:10.21275/art20194868

Anastasi, C. (2018). Stakeholder engagement processes. Strategic Stakeholder Engagement, 66-90. doi:10.4324/9781315101453-4

Clive, R., & Geoffrey, D. (2015). 3 sources of funding. International Project Finance. doi:10.1093/law/9780198715559.003.0004

Damnjanovic, I., & Reinschmidt, K. (2019). Managing contingency and budget to complete. Risk, Systems and Decisions, 235-276. doi:10.1007/978-3-030-14251-3_11

Lester, A. (2021). Project-success criteria. Project Management, Planning and Control, 41-42. doi:10.1016/b978-0-12-824339-8.00008-0

Martinelli, R. J., & Milosevic, D. Z. (2016). Project management toolbox: Tools and techniques for the practicing project manager. John Wiley & Sons.

Project Management Institute. (2021). A guide to the project management body of knowledge (Pmbok(r) guide) - (7th ed.). Pmbok(r) Guide.

Stanley, D., Malone, L., & Shields, L. (2016). Project management supports the change process. Nursing Management, 47(6), 52-55. doi: 10.1097/01.numa.0000483130. 35813.d9