Project charter
Project Name: Virtual Assistant for order in restaurant (ORAI)
Executive Sponsors: Tran Quang Huy - Head of R&D department
Impact of project: Technology solutions to help order food at restaurants
Team Members: Huynh Thai hieu
Le Thanh Dat R&D 0487512641 thanhdatle@gmail.com
Le Tan Thanh Thinh CEO of company –
This project ORAI helps support customers in ordering food at restaurants, thereby reducing – customers' waiting time and more attentive service
- Reduce the waiting time about 2-5 mins
- Bring new experiences to customers
- The business and introducing food will be more efficient
- Improving customer service: service time, handling exact requirements,
- Apply AI into service, easily compete with other markets
- Applicable to medium and large restaurants
- Technology: Face detection/ recognition (CNN Network), Gender and age classification,
Recommend product, Rasa core (NLP English, Vietnamese), Java
Major Known Risks (including significant Assumptions)
Risk Risk Rating (Hi, Med, Lo)
Team member’s attitude & abilities Medium
- Limit budget for implement project
- Working between departments is difficult
There is an agreement between the stakeholder and project team
- Update progress to team leader every day
- Team leader report to project manager every week
(MM/DD/YYYY) Executive Sponsor
Project Manager Tran Quang Huy Huy
Project aims and Objectives
Project aims
This project Virtual Assistant for order in restaurant (ORAI) aims to:
Applying new technology fields to operate the system in restaurants
Solving problems in customer service such as receiving orders, handling correctly
Reduce waiting time of customers
The restaurants that the project targets are medium and large restaurants
Project objectives
Reduce the time when customers wait to serve to order or change the order
Increase the accuracy of customer requirements when ordering
Gathering more information about customers
Figure 1 Aims and objectives of PEAC:
Project management approach and processing methodologies
Agile is a dynamic management approach that emphasizes iterative and incremental practices to enhance team performance in a constantly changing environment By prioritizing the rapid delivery of business value, Agile methodologies such as Scrum, XP, and Kanban adhere to the principles outlined in the Agile Manifesto, which focuses on continuous improvement, flexibility, team productivity, and high-quality product delivery Ultimately, these Agile methodologies contribute to the successful execution of projects.
The agile method prioritizes customer involvement throughout the development cycle, ensuring clients are engaged at every stage for a satisfactory final product This approach not only saves clients time and money by allowing for continuous testing and approval but also enables timely adjustments to address any defects or challenges that arise during production In contrast, traditional project management models often overlook issues until later stages, leading to defects in the final product, increased costs, and potential client dissatisfaction.
This project has proven with their increased client satisfaction rate The value for businesses that use this model include:
Enables clients to be happier with the end product by making improvements and involving clients with development decisions throughout the process
Encourages open communication among team members, and clients
Providing teams with a competitive advantage by catching defects and making changes throughout the development process, instead of at the end
Speeds up time spent on evaluations since each evaluation is only on a small part of the whole project
Ensures changes can be made quicker and throughout the development process by having consistent evaluations to assess the product with the expected outcomes requested
It keeps each project transparent by having regular consistent meetings with the clients and systems that allow everyone involved to access the project data and progress
Figure 2 Project Management Model (the-happy-manager, n.d.):
These benefits of agile software development include:
Agile methodology fosters robust stakeholder engagement throughout the project lifecycle, with multiple opportunities for collaboration before, during, and after each Sprint By actively involving clients at every stage, the project team gains a deeper understanding of the client's vision, enhancing communication and trust Delivering working software early and frequently not only builds stakeholders' confidence in the team's capability to produce high-quality results but also encourages their ongoing involvement in the project.
An Agile approach fosters transparency by actively involving clients throughout the project lifecycle, from feature prioritization to iteration planning and review sessions, as well as regular software builds with new features This collaboration, however, necessitates that clients recognize they are observing a work in progress, which is a trade-off for the increased visibility and engagement in the development process.
Utilizing time-boxed Sprints of 1-4 weeks enables early and predictable delivery of new features, ensuring they are released quickly and frequently This approach not only enhances predictability but also allows for the possibility of earlier software releases or beta testing when significant business value is identified.
The fixed duration of each Sprint ensures predictable costs and schedules, as the team's workload is confined to this time box By providing estimates to the client before each Sprint, clients gain a clearer understanding of the approximate costs associated with each feature This transparency enhances decision-making regarding feature prioritization and the necessity for additional iterations.
The team maintains a focus on delivering a specific set of product features in each iteration, while also having the flexibility to continuously refine and reprioritize the product backlog This allows for the incorporation of new or modified backlog items in upcoming iterations, enabling changes to be implemented within a few weeks.
Prioritizing features based on client input ensures that the development team aligns with the client's business goals, ultimately delivering the most valuable functionalities that drive business success.
Agile methodology emphasizes user-centric development by utilizing user stories and business-oriented acceptance criteria to outline product features This approach ensures that each feature delivers tangible value to real users rather than merely serving as an IT component Additionally, Agile allows for beta testing of software following each Sprint, enabling teams to gather early feedback and make necessary adjustments throughout the project.
Breaking a project into manageable units enhances quality by allowing the team to concentrate on effective development, testing, and collaboration Frequent builds, along with regular testing and reviews during each iteration, lead to quicker identification and resolution of defects, as well as early detection of expectation mismatches.
This project management model enables customers to save time and money while providing the flexibility to implement changes at any stage of the development process.
Defining project scope is crucial and requires collaboration between project stakeholders and managers to establish essential elements such as budget, objectives, quality, and timeline Project managers must gather detailed requirements from stakeholders, including project goals, deliverables, deadlines, and budget constraints This thorough information collection ensures that the project scope accurately reflects stakeholder needs, ultimately enhancing the likelihood of delivering products that meet expectations within the agreed timeframe and budget.
ORAI project’s scope include: Initiating, Planning, Executing, Monitoring and Closing This AI meet the requirements from stakeholder and customers
Applicable to medium and large restaurants
Face detection/ recognition (CNN Network )
Rasa core (NLP English, Vietnamese)
Figure 3 Project Scope Statement (projectscope, n.d.):
Project milestone
Project milestones serve as key indicators of the ORAI project's progress, particularly for project managers who may not be well-acquainted with the ongoing tasks These milestones, which have no duration, represent significant achievements or specific moments within the project timeline Their start and end dates are intrinsically linked to the associated tasks, highlighting the importance of task association in defining each milestone.
Initiating Planning Executing Delivery and maintenance
Project communication
Project communication
Effective communication is essential for successful project management, as highlighted by the Project Management Institute (PMI), which states that communication issues are a leading cause of project failures To prevent this, project communication management encompasses three key processes that ensure messages are accurately conveyed, received, and comprehended by the appropriate stakeholders This discipline is recognized as one of the ten critical knowledge areas in the PMBOK (Project Management Body of Knowledge).
Management Book of Knowledge) The processes included in this area have changed over the years, but in the current version, there are three primary project communication management processes (wrike, n.d.)
Communication Frequency Goal Owner Audience
Weekly Review project status and discuss potential issues or delays
Team stand-up Daily Discuss what each team member did yesterday, what they will do today and any blockers
Project review At milestone Present project deliverables, gather feedback and discuss next step
Project manager Project team + project sponsor
Assess what worked and what did not work and discuss actionable takeaways
Daily Share daily progress made on project tasks
Daily Commit source code on GitHub for each function
Pull source code Daily Keep track and pull source code from GitHub that team had done yesterday
Team structure
Each team structure, much like a family, has its unique dynamics and objectives Understanding the various types of teams and their functions can help you build teams that effectively support the ORAI project Project managers have the flexibility to either focus on single-category teams or create hybrid teams that combine multiple categories, tailoring them to meet the specific needs of the company.
No Name Title Role Email Phone
1 Tran Quang Huy Project manager
Project manager Supido1996@gmail.com 0795541090
Python, SQL Thaihieuhuh@gmail.com 01215541090
Python,Java,SQL kieuguyenha@gmail.com 0702477602
Python,Java duonnhphuc@gmail.com 0795584151
Java, NodeJS thanhdatle@gmail.com 0487512641
6 Le Hanh Dung Marketer Marketing hanhdungle@gmail.com 0354845121
Design, Video, Banner, Backdrop ngocnguenq@gmail.com 9823913121
Project schedule
Initiating phase
Completing the project charter helps the team get an overview of the project, which can visualize future and future jobs to meet customer needs and technical requirements
Planning phase
Planning Phase is an important step in determining the sequence of jobs, assigning tasks and appropriate resources, and evaluating and assessing risks and funding for project implementation
Executing phase
The implementation of the project consists of two main parts: back-end and front-end to create a complete product with the required features of the product
Delivery and maintenance phase
The last part of the project is to maintain and develop products that operate in the best way to serve customers in the best way
Picture 5: Delivery and maintenance phase
Project schedule management plan
Project schedule activity estimation
For projects with activities that exceed 10 percent of the overall schedule, it's advisable to divide them into smaller, manageable tasks using a work breakdown structure This approach not only enhances the accuracy of duration estimates but also helps in prioritizing tasks effectively Additionally, a work breakdown structure fosters accountability by allowing specific tasks to be assigned to designated project participants.
Bottom-up estimating is a valuable project management technique that enhances the accuracy of cost and resource estimates by breaking down tasks into smaller components This method involves creating individual estimates for each component, which are then aggregated to form a comprehensive estimate for the entire task By focusing on the details of each smaller part, bottom-up estimating provides a more precise overall estimate compared to a generalized approach Consequently, the smaller the scope of the components, the greater the accuracy of the estimates, leading to better project planning and execution.
These five steps will send you on your way to successful bottom-up estimating:
Identify All Project Required Tasks
Estimate All Tasks Identified in Your WBS or Project Activity Definition
Identify the Resources Required to Complete All Tasks
Determine When Resources Should Complete These Tasks (nuwavetech, n.d.)
Project schedule controlling
Control schedule is a crucial project management process that focuses on monitoring the status of project activities It not only involves tracking progress but also requires updating project processes and managing schedule changes to ensure alignment with the overall plan.
Comparing a project's progress to its scheduled baseline enables project managers to assess whether activities are on track This evaluation allows for timely corrective actions to be implemented, effectively managing any deviations from the baseline schedule By doing so, the risk of delays in delivering products or services is significantly minimized, particularly when handled efficiently.
The control schedule process is a vital component of project management's controlling and monitoring process group Its primary principle emphasizes the importance of proactively managing changes rather than simply reacting to them This responsibility lies with the project manager, who must take swift action to mitigate any potential impacts on the overall project schedule.
Monitoring and controlling, often called 'working the plan,' differs from the earlier processes focused on 'planning the work.' Effective schedule control encompasses tracking progress, managing resources, and ensuring project milestones are met.
Influencing factors that could cause schedule changes
Identifying if the schedule has changed
Figure 5: Tools for Controlling Project Schedule
Project work breakdown structure (WBS)
A work breakdown structure (WBS) is essential for organizing project deliverables into manageable sections, as defined by the Project Management Body of Knowledge (PMBOK) It is a hierarchical decomposition that outlines the work to be executed by the project team, visually clarifying the project scope Each level of the WBS offers increasing detail, making it easier for the team to comprehend and manage their tasks effectively.
Figure 6: Project work breakdown structure (WBS)
The Work Breakdown Structure (WBS) for the ORAI Project consists of four work packages, each representing a key phase in the development process: Initiating, Planning, Executing, and Delivery & Maintenance To effectively allocate tasks to team members, a Gantt Chart will be utilized as the Project Schedule management tool.
Project cost management
Project cost estimation
The success of the ORAI project hinges on effective budgeting, as it requires the right materials and labor, which come at a cost In today’s economic climate, businesses are increasingly focused on reducing expenses while striving to enhance quality and scope Therefore, creating a budget that ensures the project's completion while minimizing costs is crucial, highlighting the importance of accurate cost estimation.
Cost estimation in project management involves forecasting the financial and resource requirements necessary to complete a project within its defined scope This process encompasses all elements, from materials to labor, and results in a total budget that influences whether a project is approved An accurate initial estimate can guide organizations in deciding to proceed with a project, while an overly high estimate may lead to scaling down the project to align with budget constraints Additionally, cost estimation is essential for securing funding and managing associated costs throughout the project to ensure it remains within budget.
Phase Process Members Work hours Cost per hour Total Initiating
Back-end Rasa core 2 members 528 hours $6 $,6336
Front-end UX/UI 2 members 40 hours $5 $400
Maintenance Checking status 1 members 40 hours $4 $120
Table 4: Project cost estimation each phase
Equipment and domain name cost:
Item Description Quantity Cost Total
Sensor Motion sensor and identification
LCD touch screen RASPBERRY 7 INCH
Server CPU type: ES-2630v4, CPU vCores: 8 Cores, RAM: 16Gb, SSD: 128Gb, Bandwidth: 100 Mbs, Monthly Traffic: 2TB
Table 5: Equipment and domain name cost
Project cost management plan
The Cost Management Plan outlines the strategies for managing project costs throughout its lifecycle, establishing the standards and formats for measuring, reporting, and controlling expenses effectively.
Identifies who is responsible for managing costs
Identifies who has the authority to approve changes to the project or its budget
How cost performance is quantitatively measured and reported upon
Report formats, frequency and to whom they are presented (projectmanagementdocs, n.d.)
Costs for the project will be managed at the fourth level of the Work Breakdown Structure (WBS) through the establishment of Control Accounts (CA) to effectively track expenses Earned Value calculations for these CAs will be utilized to assess and manage the project's financial performance While detailed activity cost estimates are provided within the work packages, the accuracy of cost management is maintained at the fourth WBS level Work packages will receive 50% credit upon the initiation of work, with the remaining 50% credited upon the completion of all tasks outlined in the package Additionally, costs will be rounded to the nearest dollar, and work hours will be rounded to the nearest whole hour.
Cost Performance Index (CPI) and Schedule Performance Index (SPI) will be reported on a monthly basis by the Project Manager to the Project Sponsor & Stakeholders:
Cost variances of plus or minus 0.1 in the cost and schedule performance indexes will trigger a cautionary status for costs, resulting in these values being highlighted in yellow in project status reports.
Cost variances of plus or minus 0.2 in the cost and schedule performance indexes will trigger an alert status for costs, resulting in these values being highlighted in red in project status reports.
To address performance issues, the Project Manager must implement corrective actions to reduce the cost and schedule performance indexes below the alert level These actions necessitate a project change request, which requires approval from the Project Sponsor to be included within the project's scope.
Project risk management
Project risk
Risk category Risk Responsible by Risk rating
Technical Requirements Project team Medium
External Customer Project manager Medium
Organizational Project Dependencies Project team Medium
Project management Planning Project team Medium
Risk management plan
Even the most meticulously planned projects can face unforeseen challenges, such as team member absences, resource unavailability, or adverse weather conditions However, you are not powerless against these unknown issues By implementing risk planning, you can identify potential problems, assess their likelihood, and take proactive measures to mitigate avoidable risks while minimizing the impact of those that are unavoidable.
A risk refers to any uncertain event or condition that could impact your project, and it's important to note that not all risks are detrimental Positive occurrences, such as discovering a more efficient method for a task or benefiting from reduced material costs, can also arise These favorable situations are termed opportunities, yet they are managed in the same manner as risks.
Every project carries inherent uncertainties, and even straightforward tasks can lead to unforeseen challenges These potential changes that could affect the results of a project are referred to as risks.
A risk can manifest as an event, such as a snowstorm, or as a condition, like the unavailability of a crucial component Regardless of its form, a risk represents a potential occurrence that could disrupt your project, necessitating adjustments in your team's workflow if it materializes.
There are four basic ways to handle a risk
To effectively manage risk in your project, the most prudent approach is to avoid it altogether By preventing potential risks from occurring, you safeguard your project's success While the simplest method to mitigate risk may be to distance yourself from it, this option may not always be feasible.
If avoiding a risk is not possible, the next best step is to mitigate it Mitigation involves implementing actions that minimize the potential damage to your project, ensuring that any adverse effects are reduced as much as possible.
Transfer: One effective way to deal with a risk is to pay someone else to accept it for you
The most common way to do this is to buy insurance
When faced with unavoidable risks that cannot be mitigated or transferred, acceptance becomes necessary By choosing to accept a risk, you demonstrate that you have evaluated other options and understand the potential consequences If there are no feasible ways to avoid or lessen the impact of the risk, acceptance is the only viable course of action.
Project qualitative and quantitative
Project qualitative research
Qualitative research, like all scientific inquiry, systematically applies predetermined procedures to collect and analyze evidence, ultimately presenting findings that address specific issues Unlike quantitative research, qualitative research focuses on gaining an in-depth understanding of the particular case studied, rather than generalizing findings or supporting hypotheses For example, in a qualitative study of organizational behavior, the emphasis is on understanding employee behavior and the underlying reasons for it, rather than using the sample to predict the personality types within the workforce.
Joint Application Development (JAD) is a collaborative methodology that engages clients or end users in the design and development of applications through a series of workshops known as JAD sessions Developed by IBM's Chuck Morris and Tony Crawford in the late 1970s, JAD has been taught through workshops since 1980, emphasizing user involvement in the application development process.
The JAD approach enhances development efficiency and client satisfaction by involving clients throughout the entire development process, unlike the traditional method, where developers primarily gather system requirements through interviews before creating the application.
A variation on JAD, rapid application development (RAD) creates application more quickly through such strategies as using fewer formal methodologies and reusing software components
Figure 7: Dividing Applications Into Versions (batimes, n.d.)
The key actors in such a session are:
The Executive Sponsor, or the system owner, who makes decisions and provides resources to execute the project
The Project Leader, also known as the Project Manager, is essential for coordinating project activities, ensuring timely deliverables, and optimizing resource utilization This leader often collaborates with key team members, each assigned specific roles and responsibilities to enhance project execution.
Customers and end users play a crucial role by providing valuable input to both the executive sponsor and the project leader, facilitating discussions among these three groups to reach a consensus.
A facilitator or session leader plays a crucial role in guiding meetings by ensuring all necessary topics are addressed An effective facilitator not only manages the discussion but also mediates conflicts and fosters consensus among participants.
The Scribe or Modeler, who records the proceedings of the meeting
An effective strategy suggests replacing manual scribes with computer-aided software engineering (CASE) tools; however, the complexity of these tools often hinders efficiency, creating a bottleneck in the process Consequently, the prevailing opinion favors the traditional method of using a scribe alongside a word processor to document proceedings.
Engaging customers and involving all stakeholders ensures precise requirement conceptualization while considering technical constraints This approach minimizes time spent on changes by solidifying requirements, preventing scope creep, enhancing quality, and lowering the risk of errors or misunderstandings.
Implementing Joint Application Development (JAD) effectively can accelerate project or application development by 20 to 50 percent, significantly reducing process delays This streamlined approach also leads to cost savings by minimizing the time that project leaders and experts spend on non-revenue-generating tasks like requirements gathering.
Project quantitative research
Quantitative research emphasizes numerical data and logical analysis, maintaining an objective perspective It prioritizes fixed data and detailed, convergent reasoning, contrasting with divergent reasoning that encourages a free-flowing generation of ideas about research problems.
The data is usually gathered using structured research instruments
The results are based on larger sample sizes that are representative of the population
The research study can usually be replicated or repeated, given its high reliability
Researcher has a clearly defined research question to which objective answers are sought
All aspects of the study are carefully designed before data is collected
Data are in the form of numbers and statistics, often arranged in tables, charts, figures, or other non-textual forms
Project can be used to generalize concepts more widely, predict future results, or investigate causal relationships
Quantitative research involves the use of tools like questionnaires and computer software to gather numerical data, with the primary goal of classifying and counting features This approach enables researchers to build statistical models that help explain observed phenomena.
To effectively gather information and collect data for the ORAI project, the optimal approach is to design an online survey using Google Forms, featuring a carefully structured questionnaire.
Project closure is a critical phase in project management, designed to formally conclude the project within a specified timeframe This process involves addressing all project-related issues, releasing team members, and conducting a 'lessons learned' review Formal acceptance from the customer is obtained through a customer acceptance form, signifying the project's completion Following this, the project team disbands, but they reconvene for a Project Review Meeting to discuss outstanding matters, including ongoing maintenance and project file closure Ultimately, a Project Closure Report is generated to evaluate the project's success in meeting its objectives, assessing performance against the original business case, scope, project plan, budget, and timelines.
The Project Manager should develop a process improvement document to evaluate the project's successes and mistakes, enabling the organization to learn and enhance future projects Given that the project team dedicated significant time and effort away from their regular duties, it is essential to organize a social closing event, such as a dinner or group activity, to acknowledge and reward their contributions.