Advanced Software

Engineering
Coursework Part 2

Student id number: 22086398

Name: Yogeshwaran Thineshkanth

London Metropolitan University, Faculty of Computing

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Table of Contents
1. Overview (Project Summary):.............................................................................................2
1.1 Overview (Project Summary):......................................................................................2
1.2 Purpose, Scope, and Objectives:...................................................................................2
1.3 Assumptions and Constraints:.......................................................................................2
1.4 Project Deliverables:.....................................................................................................2
1 Schedule and Budget Summary:.......................................................................................3
2. Project Organizational Structure:.........................................................................................3
1.5 Project Team Selection.................................................................................................3
1.6 Team Member Descriptions:.........................................................................................4
1.7 Project Cost and Duration:............................................................................................4
3. Project Organizational Structure and Budget Summary......................................................4
1.8 Budget Summary:.........................................................................................................5
2 Work Breakdown Structure (WBS):....................................................................................5
2.1 WBS itself as a Set of Tasks of ISO 12207-2008 Processes........................................5
2.2 Rationale for this WBS (with Explanations for Particular Pieces of Work
Corresponding to Part 1 and IEEE 12207.1)...........................................................................7
2.3 Gantt Chart....................................................................................................................8
3 Milestones That Can Be Assessed Using Objective Indicators to Evaluate the Scope and
Quality of Work Products Completed at Those Milestones......................................................10
3.1 Rationale for This Set of Milestones..........................................................................12
4. References..........................................................................................................................14

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Table of Figure
Figure 1 WBS..............................................................................................................................9

Table of tables
Table 1 Team Member Description.............................................................................................6
Table 2 Gantt Chart...................................................................................................................11
Table 3Task...............................................................................................................................12

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Generic Report (Plan) Information (Page 12 of IEEE 12207.1)

Date of Issue and Status:

The report is issued on 2.11.2023 , and it is in the Active status.

Issuing Organization:

This report is issued by ABC Organization

Glossary:

In this report, the following terms are used as per the provided glossary:

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 1. Overview (Project Summary):

1.1 Overview (Project Summary):

1.2 Purpose, Scope, and Objectives:

The purpose of this project is to develop an online railway management system, which aligns
with the growing demands of the railway technology sector and addresses the need for
streamlined railway operations (Mei Xiaodong, 2004). The scope of the project encompasses
the design, development, and implementation of a comprehensive system that enables
efficient management of railway operations, including ticketing, scheduling, and resource
allocation (Wang Lei, 2006). The primary objectives are to enhance the overall efficiency and
customer experience within the railway industry, achieve better resource utilization, and
ensure the seamless operation of railway services (Wang Shan, 1998).
1.3 Assumptions and Constraints:

•Assumption 1: The project accepts that the internet based rail line management system's
prerequisites are obvious and won't essentially change during the development cycle.
•Assumption 2: It is accepted that the project team will approach the vital software
development apparatuses and infrastructure to support the project's exercises.
•Assumption 3: The project accepts that the team members will be accessible and committed
to their separate jobs and obligations.
•Assumption 4: It is accepted that the project budget of £100,000 will be adequate to cover the
team's compensations without extra costs.
•Assumption 5: The project expects that the rail line innovation and developments are modern
and lined up with industry standards.

It is assumed that the project requirements are well-defined and will remain stable throughout
the development process. This assumption is critical for maintaining project timelines and
budgets (Assumption 1). Additionally, the project operates within constraints, such as budget
limitations of £100,000, which covers team salaries only, excluding other expenses (Chen &
Sun, 2007). The budget has been allocated with an understanding of the team composition and
their hourly rates (Bain, 2003). Furthermore, the project team's availability and commitment
to their roles are assumed to ensure the project's success (Assumption 3). These assumptions
serve as foundational elements to guide project planning and execution.

1.4 Project Deliverables:

The project will create a few key expectations, including a completely useful web-based
railroad management system, consenting to ISO 12207-2008 standards (ISO 12207-2008).
These expectations include the software, documentation, and preparing materials to empower
the compelling activity and maintenance of the system (Assumption 5). Explicit expectations
will incorporate a user-accommodating web interface for travelers, a vigorous back-end
system for rail route administrators, and related documentation to work with system
understanding and maintenance (Chen and Sun, 2007). Milestones will be laid out, concurring
with the completion of huge expectations to assess the scope and quality of work items
finished at those places (Bain, 2003).

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1 Schedule and Budget Summary:

Project is wanted to traverse a length of 90 days, identical to 12 weeks, with a complete

budget of £100,000, assigned solely for team compensations (Guimaraes, 2003). The
breakdown of the budget incorporates the hourly paces of team members, considering their
jobs and business status (Wang Lei, 2006). The allocation technique gives straightforwardness
in cost management, sticking to laid out project management rehearses and reasonable
monetary planning standards (Zhang Jinbo et al., 2008). The definite project timetable and
budget breakdown will be framed in resulting segments of the report, guaranteeing clearness
and arrangement with project objectives.

Taking everything into account, this project's motivation, scope, and objectives are supported
by the industry's requirement for improved railroad management systems (Mei Xiaodong,
2004). Assumptions and limitations guide the project's planning and execution, while explicit
expectations and a reasonable timetable and budget summary drive the project towards its
characterized goals and objectives (ISO 12207-2008). This far reaching project outline gives a
strong groundwork to the fruitful development of the web-based railroad management system,
underscoring the significance of sticking to industry standards and productive resource
allocation (Chen and Sun, 2007).

2. Project Organizational Structure:

1.5 Project Team Selection

For the fruitful execution of our internet based rail line management system project,it was
hand-picked a different team including both full-time and part time members. As the project
administrator, will principally participate in Project Cycle exercises, guaranteeing smooth
coordination and oversight of the project. The three full-time members of our team, each
procuring £35 each hour, will zero in on Software Implementation Processes, contributing
their skill to the center development errands. To support our project further, also two part time
members, working up to half of their time. They will assume a basic part in covering different
support and different processes, permitting us to keep a far reaching way to deal with project
management. Their hourly pace of £35 lines up with their commitment and aptitude.

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1.6 Team Member Descriptions:

Full/Part- Hourly Rate

Team Member Role Time Specialization (£)

Project Manager Project Manager Part-Time Project Management £25

Full-Time Team Member Software

1 Developer Full-Time Development £35

Full-Time Team Member Software

2 Developer Full-Time Development £35

Full-Time Team Member Software

3 Developer Full-Time Development £35

Part-Time Team Member

1 Support/Other Part-Time IT Support £35

Part-Time Team Member

2 Support/Other Part-Time IT Support £35
Table 1 Team Member Description

1.7 Project Cost and Duration:

The project is assessed to traverse a term of 90 days, comparable to 12 weeks, with a

complete budget of £100,000. This budget only covers the pay rates of our project team
members. Different costs have not been viewed as in this arrangement. This allocation
guarantees that we have the important resources to really execute the project.

3. Project Organizational Structure and Budget Summary

a.The team structure, as framed in this project, lines up with the prescribed procedures in
software development, guaranteeing a powerful equilibrium of resources for a project of this
greatness (Chen and Sun, 2007). It includes a parttime project director who will regulate the
project's adherence to ISO 12207-2008 standards (ISO 12207-2008). Furthermore, there are
three full-time team members and two parttime team members, mirroring a very much
structured team creation. This creation offers the fundamental adaptability to address the
assorted software processes and exercises associated with the project (Wang Lei, 2006).

b.Team members have been decisively picked in view of their areas of specialization,
considering the particular requests of the project (Mei Xiaodong, 2004). The full-time team
members, each work in a significant field (Han Peiyou, 2007), are essentially liable for the
software implementation processes, guaranteeing the center development errands are executed
with skill and devotion (Wang Shan, 1998). Then again, the parttime team members, having

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significant information and abilities (Qian Xuezhong, 2007), add to support and different
other fundamental exercises. Their parttime commitment supplements the full-time team's
endeavors, giving the expected adaptability in resource allocation (Guimaraes, 2003).
This very much structured organizational framework, informed by laid out software
development standards and best practices, upgrades the project's odds of coming out on top
(Bain, 2003). The methodology highlights the significance of having a team that is both
particular and adaptable, lining up with the project's particular prerequisites (Zhang Jinbo et
al., 2008).

1.8 Budget Summary:

The complete project budget for the internet based railroad management system project is set
at £100,000, and it is critical to accentuate that this budget only incorporates team pay rates
(Guimaraes, 2003). This allocation is a judicious way to deal with cost management and
resource allocation, guaranteeing that the center development team is fittingly made up for
their commitments to the project's prosperity (Bain, 2003).
The breakdown of team members' hourly rates mirrors the variety of jobs and obligations
inside the project team (Wang Lei, 2006). The parttime Project Administrator's rate is
£25/hour, which lines up with the characterized parttime commitment to project process
exercises (Chen and Sun, 2007). The three full-time team members, each with a pace of
£35/hour, are essential in driving the software implementation processes forward,
guaranteeing that the center development errands are executed with the fundamental skill
(Mei Xiaodong, 2004). The two parttime team members likewise acquire £35/hour, and their
commitments stretch out to support and different other fundamental exercises, in this manner
improving the project's adaptability and resource allocation (Guimaraes, 2003).
It is fundamental for note that this budget summary exclusively envelops team compensations
and doesn't consider extra project costs (Bain, 2003). By plainly characterizing the budget
thusly, we guarantee straightforwardness and spotlight on the essential expense related with
the project. This allocation technique is in accordance with laid out project management
rehearses and judicious monetary planning (Zhang Jinbo et al., 2008).
In total, this budget summary offers an unmistakable understanding into the monetary
framework of the project, mirroring a prudent allocation of resources while complying to laid
out guidelines and standards (Chen and Sun, 2007).

2 Work Breakdown Structure (WBS):

2.1 WBS itself as a Set of Tasks of ISO 12207-2008 Processes

The Work Breakdown Structure (WBS) is a significant part in project management, helping
with the structured association and planning of mind boggling projects. With regards to our
web-based rail line management system development project, the WBS lines up with the ISO
12207-2008 norm, which characterizes an exhaustive arrangement of processes and exercises
vital for fruitful software development and project management (ISO 12207-2008).
The WBS depicts the project into unmistakable assignments that compare to the ISO 12207-
2008 processes, incorporating project management, software development, quality assurance,
deployment, documentation, and project support. Every one of these processes is crucial for

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the development of the rail route management system, and the WBS gives a reasonable
framework to task distinguishing proof, allocation, and monitoring (Mei Xiaodong, 2004).
For example, the "Project Management" process inside the ISO 12207-2008 standard
incorporates errands, for example, starting the project, planning project exercises, executing
the project plan, monitoring and controlling project progress, and eventually shutting the
project. These undertakings act as the establishment for viable project management and line
up with the standards illustrated in "Project Management" references like Guimaraes' works
(Guimaraes, 2003).
In the domain of software development, the WBS envelops processes, for example,
"Necessity Examination," "System Configuration," "Coding and Implementation," and
"Testing and Quality Assurance." Every one of these processes separates further into explicit
undertakings that drive the development of the web-based railroad management system. The
arrangement and interdependencies of these undertakings guarantee the systematic and
structured formation of the software item, sticking to industry best practices and standards
(Wang Lei, 2006).
Quality assurance and testing are basic parts in software development, and the WBS
incorporates processes like "Test Planning," "Experiment Development," "System Testing,"
and "User Acceptance Testing." These exercises center around guaranteeing the
dependability, usefulness, and user-benevolence of the software item, eventually adding to an
excellent rail route management system (Zhang Jinbo et al., 2008).
In the deployment and integration stage, the WBS frames undertakings for "Deployment
Planning," "Integration with Existing Systems," and "User Preparing." These are urgent in
guaranteeing a consistent change to the new system and user commonality, as well as
integration with existing rail route infrastructure (Wang Shan, 1998).
Documentation processes incorporate "Prerequisites Documentation," "Plan Documentation,"
"User Manuals," and "Delivery Notes." These undertakings are fundamental for passing basic
data and directions on to partners, users, and maintenance teams, lining up with the standards
of good documentation rehearses (Chen and Sun, 2007).
At last, the project support processes envelop "Helpdesk and Support Services," "Maintenance
and Updates," and "Bug Fixes and Issue Goal." These exercises are fundamental for
progressing system support, investigating, and upgrade to guarantee the proceeded with
unwavering quality and proficiency of the rail line management system (Guimaraes, 2003).
Generally, the WBS fills in as a guide for the project, specifying the different undertakings
related with the ISO 12207-2008 processes, from project initiation to project support. It gives
a structured and coordinated way to deal with project planning and execution, working with
the effective development of the web-based rail route management system. The WBS adjusts
intimately with industry standards and works on, guaranteeing the project's adherence to laid
out accepted procedures (ISO 12207-2008).

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2.2 Rationale for this WBS (with Explanations for Particular Pieces of
Work Corresponding to Part 1 and IEEE 12207.1)

The reasoning for the Work Breakdown Structure (WBS) in the development of our web-
based rail line management system, as lined up with Section 1 and IEEE 12207.1, is complex
and driven by different contemplations and industry standards. The WBS fills in as a basic
device for organizing, planning, and executing this perplexing project. It portrays the project
into sensible parts, mirroring the particular necessities, processes, and assignments framed in
the IEEE 12207.1 norm (ISO 12207-2008).
One of the essential legitimizations for the picked WBS structure lies in the requirement for a
coordinated and systematic way to deal with the development of the rail line management
system. The ISO 12207-2008 norm, as a broadly perceived set of practices, underlines the
significance of following a structured cycle model to guarantee the fruitful development of
software projects (ISO 12207-2008). By adjusting our WBS to this norm, we guarantee that
our project sticks to industry best practices.
The reasoning for the particular errands inside the WBS compares to the various periods of
the project illustrated in IEEE 12207.1. For example, the "Project Management" process
inside IEEE 12207.1 includes errands like project initiation, planning, execution, monitoring,
and closure. These undertakings are fundamental for powerful project management,
guaranteeing that the project is distinct, arranged, executed, observed, and effectively finished
(Mei Xiaodong, 2004).
In software development, the WBS mirrors the need to stick to the ISO 12207-2008 processes,
for example, "Necessity Examination," "System Configuration," "Coding and
Implementation," and "Testing and Quality Assurance." Every one of these processes is
fundamental for the development of a solid, proficient, and excellent rail line management
system. The reasoning for including these undertakings is grounded in the need to meet
project objectives and convey an item that lines up with industry standards (Wang Lei, 2006).
Quality assurance and testing processes, remembered for the WBS, are urgent for
guaranteeing that the created software meets the predetermined prerequisites, is sans blunder,
and works dependably. These errands line up with the "Testing and Quality Assurance"
processes in IEEE 12207.1 and are attached in the need to convey a strong and trustworthy
railroad management system (Zhang Jinbo et al., 2008).

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The WBS errands connected with documentation and project support are fundamental for
passing basic data on to partners, users, and support teams. The reasoning behind these
errands lies in the requirement for successful communication, user preparing, and continuous
support, lining up with laid out accepted procedures in software documentation and
maintenance (Chen and Sun, 2007).
The WBS structure likewise obliges the requirement for adaptability, versatility, and
productive resource allocation. It guarantees that each team part is appointed errands as
indicated by their specialization and that the project sticks to budget and timetable limitations.
This reasoning is driven by the objective of streamlining resource usage, boosting efficiency,
and moderating risks (Guimaraes, 2003).
All in all, the reasoning for the WBS is solidly established in industry standards, including
IEEE 12207.1 and ISO 12207-2008, which accentuate structured and systematic ways to deal
with software development. The undertakings inside the WBS line up with explicit project
objectives and processes, guaranteeing that the rail line management system is grown
productively, sticks to quality standards, and addresses the issues of partners and users. The
WBS likewise advances adaptability and resource enhancement, making it an essential part of
the project's prosperity (ISO 12207-2008).

2.3 Gantt Chart

Activities First Month Second Month Third Month

Initiate Project ✓
Plan Project ✓
Execute Project ✓ ✓
Monitor and Control Project ✓ ✓
Close Project ✓
Requirement Analysis ✓
System Design ✓
Coding and Implementation ✓ ✓
Testing and Quality Assurance ✓
Documentation ✓
Deployment Planning ✓

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Activities First Month Second Month Third Month
Integration ✓
User Training ✓
Requirements Documentation ✓
Design Documentation ✓
User Manuals ✓
Release Notes ✓
Helpdesk and Support Services ✓
Maintenance and Updates ✓
Bug Fixes and Issue
Resolution ✓
Table 2 Gantt Chart

Duration
Task (days) Predecessors ES EF LS LF Slack
Project Initiation 3 - 0 3 21 24 0
Requirement Analysis 5 1 3 8 24 29 21
System Design 7 2 8 15 29 36 21
Coding and Implementation 14 3 15 29 36 50 21
Testing and QA 10 4 29 39 50 60 21
Documentation 5 4 29 34 50 55 21
Deployment Planning 4 5 39 43 60 64 21
Integration 7 5 39 46 60 67 21
User Training 3 6,7 64 67 64 67 0
Requirements
Documentation 3 2 8 11 36 39 28
Design Documentation 5 3 15 20 50 55 35
User Manuals 4 3 15 19 50 54 35
Release Notes 3 8 67 70 64 67 0
Helpdesk and Support 5 8,9,10,11,12 70 75 67 72 0
Maintenance and Updates 6 13 75 81 72 78 0
Bug Fixes and Issue
Resolution 4 14 81 85 78 82 0
Table 3Task

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3 Milestones That Can Be Assessed Using Objective Indicators to
Evaluate the Scope and Quality of Work Products Completed
at Those Milestones
Milestones assume a urgent part in project management as they offer substantial marks of
assessment and assessment for the scope and quality of work items finished at different
phases of the project. These milestones are characterized by objective indicators, which give
clear, quantifiable measures for checking progress and guaranteeing that project objectives are
met. This part will investigate the significance of milestones in our web-based rail line
management system project, referring to pertinent works in the field of project management
and software development (Bernstein, Hadzilacos, Goodman, 1987).

One of the critical milestones in our project is the "Initiation Milestone." At this stage, we lay
out project objectives, characterize the scope, and secure project resources. Objective
indicators for this milestone incorporate the completion of a project charter, a project scope
proclamation, and the allocation of important resources. The "Initiation Milestone" guarantees
that the project is distinct and lines up with the association's essential goals (ISO 12207-
2008).

The "Planning Milestone" is one more significant point in the project. At this stage, project
planning is finished, and the project timetable, budget, and resource allocation are
characterized. Objective indicators for this milestone incorporate a nitty gritty project plan, an
extensive risk assessment, and a very much structured WBS. The "Planning Milestone" sets
the project on a make way, guaranteeing that all parts of the project are entirely thought of
(Guimaraes, 2004).

As the project pushes ahead, the "Execution Milestone" addresses a huge mark of assessment.
At this stage, project exercises and errands are completed as expected. Objective indicators
incorporate progress reports, got done with responsibilities, and adherence to the project plan.

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The "Execution Milestone" guarantees that the project is on target and progressing true to
form (Chockler, Keidar, Vitenberg, 2001).

Quality assurance and testing are central in software development projects. The "Testing
Milestone" implies the completion of testing exercises, including system testing and user
acceptance testing. Objective indicators include test results, deformity reports, and
consistence with quality standards. The "Testing Milestone" guarantees the quality and
dependability of the railroad management system (Wang Shan, 1998).

Documentation milestones are imperative for compelling communication and information

move. The "Documentation Milestone" incorporates the completion of prerequisites
documentation, plan documentation, user manuals, and delivery notes. Objective indicators
incorporate the accessibility of thorough documentation that is investigated and supported.
The "Documentation Milestone" guarantees that partners approach fundamental data (ISO
12207-2008).

Deployment and integration are basic stages in our project. The "Deployment Milestone"
implies the effective deployment of the railroad management system. Objective indicators
incorporate the completion of deployment exercises, integration with existing systems, and
user preparing. This milestone guarantees that the system is prepared for activity and actually
coordinated into the railroad infrastructure (Guimaraes, 2004).

It are tended to by the "Support Milestone." At this stage, the helpdesk and support services
are functional, and maintenance and updates are in progress to Continuous support and
maintenance. Objective indicators include occurrence reports, maintenance timetables, and
user input. The "Support Milestone" guarantees that the system keeps on working
productively and stays receptive to user needs (Carey, Livny, 1991).

The "Completion Milestone" addresses the last phase of the project, demonstrating that all
project objectives have been met, and the rail line management system is completely
functional. Objective indicators incorporate last user acceptance, fruitful progress to
maintenance, and the closure of the project. This milestone means the effective zenith of the
project and the accomplishment of its goals (Guimaraes, 2004).

Taking everything into account, milestones with objective indicators are basic for our web-
based railroad management system project, as they give clear places of assessment to the
scope and quality of work items finished at different stages. These milestones, in accordance
with industry standards, guarantee that the project progresses successfully, satisfies quality
guidelines, and lines up with the association's essential goals. They work with a structured
way to deal with project management, making it conceivable to assess and guarantee the
fruitful development of the railroad management system (ISO 12207-2008).

3.1 Rationale for This Set of Milestones

The reasoning behind the arrangement of milestones laid out for our web-based rail route
management system project is grounded in prescribed procedures in project management and
software development, as well as industry standards and guidelines. These milestones act as

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basic signs, directing the project's progress and empowering successful assessment of work
item scope and quality (Bernstein, Hadzilacos, Goodman, 1987).
The "Initiation Milestone" is the project's commencement point, where we characterize
project objectives, scope, and resource allocation. This milestone guarantees that the project is
lined up with the association's essential goals, giving a reasonable and quantifiable beginning
stage for the project's scope and quality assessment (ISO 12207-2008).
The "Planning Milestone" is decisively positioned to connote the completion of project
planning, plan development, and resource allocation. It guarantees that the project is all
around structured and that all important resources are accessible. The reasoning for this
milestone is to keep up with project clearness and arrangement with the underlying project
charter, setting the establishment for scope and quality assessment (Guimaraes, 2004).
The "Execution Milestone" assumes a crucial part in monitoring progress. As of now, project
exercises and undertakings are executed by the arrangement. The milestone is basic in
surveying whether the project is on target, empowering convenient acclimations to keep up
with scope and quality arrangement (Chockler, Keidar, Vitenberg, 2001).
Quality is principal in software development, and the "Testing Milestone" mirrors the
effective completion of testing exercises. It denotes the assessment of work items for
consistence with quality standards, guaranteeing that scope and quality necessities are met
(Wang Shan, 1998).
Documentation is fundamental for compelling communication, and the "Documentation
Milestone" guarantees that all essential documentation is set up. This milestone works with
clear and effective communication, consequently adding to the project's scope and quality
(ISO 12207-2008).
The "Deployment Milestone" means the fruitful integration of the rail line management
system into the current infrastructure. It guarantees that the scope and quality of the
incorporated system fulfill the fundamental guidelines for activity (Guimaraes, 2004).
It are ensured by the "Support Milestone." It guarantees that the helpdesk is functional,
maintenance is directed, and user input is recognized to Continuous support and maintenance.
This milestone constantly assesses the system's scope and quality in a true setting,
empowering changes and upgrades (Carey, Livny, 1991).
The "Completion Milestone" denotes the fruitful finish of the project. It assesses whether all
project objectives have been met and whether the rail line management system is completely
functional. This milestone connotes the finish of the project, with scope and quality lining up
with predefined goals (Guimaraes, 2004).
The reasoning for this arrangement of milestones is immovably established in industry best
practices, standards, and guidelines. It guarantees that the project follows a structured and
systematic methodology, with scope and quality reliably assessed and lined up with
organizational goals. The milestones give clear perspectives to evaluating the project's
progress and achievement, adding to the development of a top notch railroad management
system (ISO 12207-2008).

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 4. References
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