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Introduction

Quality Management Assignment Cain Motors Debra Frisby Karen Fuller Janet Hansen Steven Shirley Contents 1. Introduction 4 2. Business Case 5 2.1. Aim of Project 5 2.2. Importance of Achieving Project Aims 6 3. Project Definition 7 3.1. Changes 7 3.2. Change request/evaluation 16 3.3. Change request number 2 16 3.4. Change request Number 5 16 3.5. Change request Number 6 17 3.6. Change request Number 7 17 4. Project Plan 19 5. Changing the System Analysis 20 5.1.1. Rational Rose 22 5.1.2. Inception Phase 22 5.1.3. Elaboration Phase 23 5.1.4. Construction Phase 23 5.1.5. Transition Phase 23 5.1.6. Iterations 25 5.1.7. Benefits of an Iterative Approach 25 5.2. The Architecture of Software Systems 25 5.2.1. Appropriate SDLC Use and History 28 5.3. Redefined Terms of Reference 29 6. Feasibility Study 31 6.1. Technically Feasible 31 6.2. Economical Feasibility 32 6.3. Social Feasibility 32 7. Project Organisation 33 7.1. Project Manager 34 8. Role Description 35 9. Risk Management 41 9.1. Risks File 43 9.2. Risk Log 49 10. Quality Assurance 51 11. Issue Management Process 52 11.1. Issue Procedures 52 11.2. Raising Issues 54 11.3. Issue Log 54 12. Version Control 55 12.1. Product Identification 55 12.2. Distribution Case Diagram 57 12.3. Distribution Class Diagram 58 13. Revised Systems Analysis of Cain Motors 60 14. Inception 62 15. Elaboration 63 15.1. Make Appointment Use case 65 15.2. Make Payment Use case 66 15.3. MOT Cars Use Case 67 15.4. Service Repairs Use Case 68 15.5. Generate Invoice Use Case 69 15.6. MOT Certificate Use Case 70 15.6.1. Use Case Ranking 71 16. Construction 72 16.1.1. Class Diagram 73 16.2. Transition 74 16.3. Assessment of Issues Addressed 75 17. Glossary of terms 77 18. Bibliography 87 1. Introduction 1.1 The purpose of this document is to define the Context of Cain Motors Information System in order to form the basis for the Information System and assessment of the success of the project. ...read more.

Middle

This provides the primary means for the project board to ensure that the project remains on track. The project manager periodically reports project progress to the project board. The board is responsible for resolving material issues impacting project scope (cost, delivery date, end products, staffing and other resources) brought to its attention by the project manager. � Project Manager. The project manager is responsible for planning (what will be done) and scheduling (when it will be done and by who), tracking progress and monitoring budgets. The project manager takes day-to-day operational decisions but remains accountable to the project board. The project manager refers matters that will materially impact the scope of the project (products, completion date, cost or personnel) to the project board for resolution. � Executive. The Executive (or customer) is the person who commissions and authorises the project. The executive is a member of the project board. � User. The User is the person who will use the result of the project. A User representative is a member of the project board. � Supplier. The Supplier (or specialist) provides the expertise necessary to do the work. The Supplier is represented on the on the project board. � Task Manager. The Task Manager is responsible for managing a particular task assigned to him. The Task Manager reports to the project manager in respect of the relevant task. ROLE DESCRIPTION Role: Name: Prime responsibility: Responsible to: Specific Responsibilities: Project Manager (Executive) Mr Steven Shirley The Executive is ultimately responsible for the project, supported by the Senior User and Senior Supplier. The Executive has to ensure that the project is value for money, ensuring a cost-conscious approach to the project, balancing the demands of business, User and Supplier. Throughout the project, the Executive "owns" the Business Justification. Cain Motors * Ensure a tolerance is set for the project; * Authorise Customer expenditure and set Stage tolerances; * Approve the End Project Report and Lessons Learned Report; * Brief Cain Motors about project progress; * Organise ...read more.

Conclusion

It should be created during the start-up of the project and developed during the life of the project. Also known as Risk Register Risk Profile A graphical representation of information normally found on the Risk Log. Risk register See Risk Log. Senior responsible owner This is not a PRINCE2 term, but is used in many organisations. Its equivalent in PRINCE2 terms would be the 'Executive' role. Senior Supplier The Project Board role that provides knowledge and experience of the main discipline(s) involved in the production of the project's deliverable(s). Represents the supplier(s) interests within the project and provides supplier resources. Senior User A member of the Project Board, accountable for ensuring that user needs are specified correctly and that the solution meets those needs. Sponsor Not a specific PRINCE2 role but often used to mean the major driving force of a project. May be the equivalent of Executive or corporate/programme management. Stakeholders Parties with an interest in the execution and outcome of a project. They would include business streams affected by or dependent on the outcome of a project. Supplier The group or groups responsible for the supply of the project's specialist products. Team Manager A role that may be employed by the Project Manager or a specifically appointed alternative person to manage the work of project team members. Tolerance The permissible deviation above and below a plan's estimate of time and cost without escalating the deviation to the next level of management. Separate tolerance figures should be given for time and cost. There may also be tolerance levels for quality, scope, benefit and risk. Tolerance is applied at project, stage and team levels. User(s) The person or group who will use the final deliverable(s) of the project. Work Package The set of information relevant to the creation of one or more products. It will contain the Product Description(s), details of any constraints on production such as time and cost, interfaces and confirmation of the agreement between the Project Manager and the person or Team Manager who is to implement the Work Package that the work can be done within the constraints. 18. ...read more.

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