Donation Plus

Project Management

Submitted To
Abdullah Al Jobair

Group - 04

Student Name and ID

Dibosh Rajbongshi (011201403)
Md.Ali Imtiaz Chowdhury (011201173)
Redoy Kumar Shaha (011201355)
Shekh Mahadi Hasan (011183060)
Erin Zaman Methika (011191142)
Nabila Nusrat (011181086)

Department of Computer Science and Engineering

United International University
Contents

1 Abstract 1

2 Introduction 1
2.1 Project Description . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1
2.2 Motivation Behind the Project . . . . . . . . . . . . . . . . . . . . . . . . . 1
2.3 Stakeholders . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2

3 Vision and Scope Documents 2

3.1 Vision Documents: . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2
3.2 Scope Documents: . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3

4 Methodology 4
4.1 What is Software Development Methodology? . . . . . . . . . . . . . . . . 4
4.2 Why do we need software methodologies for project management? . . . . . 5
4.3 Spiral Methodology . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
4.3.1 What is Spiral Methodology? . . . . . . . . . . . . . . . . . . . . . 6
4.3.2 Characteristics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7
4.3.3 Advantages . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
4.3.4 Disadvantages . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
4.4 Scrum Methodology . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9
4.4.1 What is Scrum Methodology? . . . . . . . . . . . . . . . . . . . . . 9
4.4.2 Different Role in Scrum . . . . . . . . . . . . . . . . . . . . . . . . 9
4.4.3 Scrum Artifacts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10
4.4.4 Advantages . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11
4.4.5 Disadvantages . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12
4.5 Prototype Methodology . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13
4.5.1 What is Prototype Methodology? . . . . . . . . . . . . . . . . . . . 13
 4.5.2 Advantages . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14
4.5.3 Disadvantages . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14
4.6 Incremental Software Development Methodology . . . . . . . . . . . . . . . 14
4.6.1 What is Incremental Methodology? . . . . . . . . . . . . . . . . . . 14
4.6.2 Advantages . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15
4.6.3 Disadvantages . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16
4.7 Agile Methodology . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16
4.7.1 What is Agile Methodology? . . . . . . . . . . . . . . . . . . . . . . 16
4.7.2 Advantages: . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17
4.7.3 Disadvantages: . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18
4.8 Extreme Programming Methodology(XP) . . . . . . . . . . . . . . . . . . 18
4.8.1 What is Extreme Programming(XP) Methodology? . . . . . . . . . 18
4.8.2 Advantages: . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18
4.8.3 Disadvantages: . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19
4.8.4 When to use Extreme Programming (XP) methodology: . . . . . . 19
4.9 Waterfall Methodology . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20
4.9.1 What is waterfall Methodology? . . . . . . . . . . . . . . . . . . . . 20
4.9.2 Advantages . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20
4.9.3 Disadvantages . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21
4.10 Benchmark Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22
4.11 Our Selected Methodology . . . . . . . . . . . . . . . . . . . . . . . . . . . 23
4.11.1 Methodology Phases . . . . . . . . . . . . . . . . . . . . . . . . . . 23
4.12 Reasons for choosing methodology . . . . . . . . . . . . . . . . . . . . . . . 24

5 Work Breakdown Structure(WBS) 25

5.1 What is Work Breakdown Structure (WBS)? . . . . . . . . . . . . . . . . . 25
5.2 WBS Design Principles . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25
 5.2.1 The 100% Rule . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25
5.2.2 Planned Outcomes, Not Planned Actions . . . . . . . . . . . . . . . 25
5.2.3 Level 2 is the Most Important . . . . . . . . . . . . . . . . . . . . . 26
5.2.4 The Four Elements in Each WBS Element . . . . . . . . . . . . . . 26
5.2.5 Mutually-exclusive Elements . . . . . . . . . . . . . . . . . . . . . . 26
5.2.6 The 40-Hour Rule of Decomposition . . . . . . . . . . . . . . . . . 26
5.2.7 The 4% Rule of Decomposition . . . . . . . . . . . . . . . . . . . . 27
5.3 WBS of our project . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27

6 Wideband Delphi Estimation 29

6.1 What is Wideband Delphi Estimation? . . . . . . . . . . . . . . . . . . . . 29
6.2 Wideband Delphi Process . . . . . . . . . . . . . . . . . . . . . . . . . . . 29
6.2.1 Choosing the team . . . . . . . . . . . . . . . . . . . . . . . . . . . 30
6.2.2 Kickoff meeting . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30
6.2.3 Individual preparation . . . . . . . . . . . . . . . . . . . . . . . . . 31
6.2.4 Estimation Form . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32
6.2.5 Estimation session . . . . . . . . . . . . . . . . . . . . . . . . . . . 35
6.2.6 Assembling task . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 35
6.2.7 Reviewing resulting . . . . . . . . . . . . . . . . . . . . . . . . . . . 36

7 Risk Management 37
7.1 What is Risk Management? . . . . . . . . . . . . . . . . . . . . . . . . . . 37
7.2 Risk planning script . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 38
7.3 Risk Mitigation, Monitoring, and Management (RMMM) . . . . . . . . . . 40
7.3.1 Risk Mitigation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40
7.3.2 Risk Monitoring . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40
7.3.3 Risk Management and Planning . . . . . . . . . . . . . . . . . . . . 41
7.4 Risk Information Sheet(RIS) . . . . . . . . . . . . . . . . . . . . . . . . . . 42
8 Function Point Analysis 46
8.1 What is function point . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 46
8.2 What is Function Point Analysis (FPA) . . . . . . . . . . . . . . . . . . . . 46
8.2.1 Objective of FPA . . . . . . . . . . . . . . . . . . . . . . . . . . . . 47

9 Types of FPA(Function Point Analysis) 47

9.1 Transactional Function . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 47
9.2 Data Function . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 48

10 Advantages and Disadvantages of FPA 48

10.1 Benefits of FPA . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 48
10.2 Drawbacks of FPA . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 48

11 FP(Function Point) Calculation 49

11.1 EI(External Input) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 50
11.2 EO(External Output) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 50
11.3 EQ(External Inquiries) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 51
11.4 EIF(External Interface File) . . . . . . . . . . . . . . . . . . . . . . . . . . 51
11.5 ILF(Internal Logic File) . . . . . . . . . . . . . . . . . . . . . . . . . . . . 52
11.6 Calculation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 53

12 COCOMO Model Estimation 53

12.1 What is COCOMO Model . . . . . . . . . . . . . . . . . . . . . . . . . . . 53
12.2 Types of COCOMO Project . . . . . . . . . . . . . . . . . . . . . . . . . . 54
12.3 Types of COCOMO Model . . . . . . . . . . . . . . . . . . . . . . . . . . . 54
12.4 Calculation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 55

13 Project Management Tools 57

13.1 What is Project Management Tools . . . . . . . . . . . . . . . . . . . . . . 57
13.2 Study of Project Management Tools . . . . . . . . . . . . . . . . . . . . . . 57
13.3 ClickUp . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 58
13.3.1 Features: . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 58
13.3.2 Advantages: . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 59
13.3.3 Disadvantages: . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 59
13.4 Basecamp . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 60
13.4.1 Features: . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 60
13.4.2 Advantages: . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 61
13.4.3 Disadvantages: . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 61
13.5 Notion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 62
13.5.1 Features: . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 62
13.5.2 Advantages: . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 63
13.5.3 Disadvantages: . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 63
13.6 Hive . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 64
13.6.1 Features: . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 64
13.6.2 Advantages: . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 65
13.6.3 Disadvantages: . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 65
13.7 Asana . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 66
13.7.1 Features: . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 66
13.7.2 Advantages: . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 67
13.7.3 Disadvantages: . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 67
13.8 Zoho . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 68
13.8.1 Features: . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 68
13.8.2 Advantages: . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 69
13.8.3 Disadvantages: . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 69
13.9 Smartsheet . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 70
13.9.1 Features: . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 70
 13.9.2 Advantages: . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 71
13.9.3 Disadvantages: . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 71
13.10MeisterTask . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 72
13.10.1 Features: . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 72
13.10.2 Advantages: . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 73
13.10.3 Disadvantages: . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 73
13.11Jira . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 74
13.11.1 Features: . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 74
13.12Trello . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 76
13.12.1 Features: . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 76
13.13Proof Hub . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 78
13.13.1 Features: . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 79
13.14Wrike . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 80
13.14.1 Features: . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 81
13.15Tools Comparison & Benchmark Analysis . . . . . . . . . . . . . . . . . . 83
13.15.1 Benchmark Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . 84
13.16Suitable Tool for Donation Plus Project . . . . . . . . . . . . . . . . . . . 84
13.16.1 Reason for Selection: . . . . . . . . . . . . . . . . . . . . . . . . . . 85
13.17Using Project Management Tool (Jira) for our project . . . . . . . . . . . . 86
13.17.1 WBS: . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 86
13.17.2 Estimation: . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 87
13.17.3 Gantt Chart: . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 88

14 Gantt Chart 89
1 Abstract

This report describes the features, capabilities, and strategic plan for our project, Do-
nationPlus. It explores how DonationPlus allows users to engage easily, simplifying the
donation and fundraising process. The analysis demonstrates how DonationPlus could
serve as a strong platform for fundraising and promoting charitable efforts by offering in-
sights into our future goals and scope of development. It expresses DonationPlus’ vision,
ambitions, and potential effect as an innovative charitable giving solution.

2 Introduction

2.1 Project Description

DonationPlus is a modern online platform that helps people give and raise money for
charity. At its most basic, it functions as a digital platform where people can simply show
their support for numerous causes and activities. It is an online platform that highlights
donation posts, and important recent events. In addition to providing a well-secured plat-
form for collecting and giving donations, we process donations quickly. To save time and
help people in need, we believe our platform will be of great use. Consider it a virtual
community center, full of contribution messages and news about major charitable events.

2.2 Motivation Behind the Project

DonationPlus was created with the intention of making it easier to give and receive
donations. We identified the need for a user-friendly platform that not only simplifies the
contribution procedure but also ensures transaction safety and security. By introducing
DonationPlus, we aim to empower individuals to make a good influence on society by
helping those nearby to their hearts, all with a few clicks.

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2.3 Stakeholders

• Users: They are the heart and soul of DonationPlus. These are the people who
use the platform to show their generosity, whether it’s by contributing to charities or
encouraging support for their own fundraising campaigns.

• Charitable Organizations: These organizations play a vital part in meeting social

demands and promoting good change. They gain access to a larger audience of
potential contributors by using DonationPlus, which increases their impact and helps
them further fulfill their goals.

• Volunteers: Individuals who contribute their time, skills, or resources to assist

DonationPlus’ operations and activities. Volunteers can help at fundraising events,
give technical assistance, or participate in outreach and advocacy campaigns.

• Administrators: Behind everything, the DonationPlus administrators work con-

sistently to keep the platform running smoothly and safely. From managing user
accounts to preserving sensitive information, their activities contribute to the plat-
form’s integrity and reliability.

3 Vision and Scope Documents

3.1 Vision Documents:

Our vision is to effortlessly link contributors to causes that they care about, establishing
a culture of generosity and positive change. We anticipate a future in which every act of
kindness, no matter how little, has the potential to make a significant difference in the lives
of others. Our revolutionary platform aims to streamline the contribution process while
maintaining transparency, security, and maximum effect. Together, we hope to build a
worldwide community dedicated to building a brighter, more compassionate future for all.

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3.2 Scope Documents:

• Creation of Donation Post: Users can create compelling donation posts, providing
essential information about their cause, fundraising goals, and beneficiaries. This
feature includes options to upload images, videos, and descriptive text to engage
potential donors effectively.

• Approval of Post: Donation posts undergo an approval process by administrators

to ensure authenticity, relevance, and compliance with platform guidelines. Adminis-
trators review posts for accuracy, legitimacy, and ethical standards before publication
to maintain the integrity of the platform.

• Digital Payment System: The platform integrates a secure digital payment system
to facilitate seamless and convenient transactions. Users can make donations using
various payment methods, including credit/debit cards, mobile wallets, and online
banking, ensuring flexibility and accessibility.

• Edit Profile and Achievements: Users have the ability to customize their pro-
files, including updating personal information, adding profile pictures, and showcas-
ing achievements or milestones reached through their fundraising efforts. This feature
enhances user engagement and recognition within the community.

• Category Wise Search: Users can search for donation posts and events based on
specific categories or causes, making it easier to discover initiatives aligned with their
interests and values. The category-wise search feature enhances user experience by
facilitating targeted exploration of the platform.

• Event Creation System: Users can create and promote fundraising events or cam-
paigns within the DonationPlus platform. They can provide details such as event
dates, locations, objectives, and registration information to attract participants and
donors, fostering community engagement and support.

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 • Commenting on a Post: Users can engage with donation posts by leaving com-
ments, sharing words of encouragement, asking questions, or providing feedback. This
feature fosters a sense of community and support among users and donors, encour-
aging interaction and collaboration.

4 Methodology

4.1 What is Software Development Methodology?

A software methodology is a structure that defines the procedures, techniques, and

principles for designing software systems. It offers a systematic method of software devel-
opment, which leads the team through each stage of the project lifecycle, including planning
and requirements analysis, design, implementation, testing, deployment, and maintenance.
There are several software methodologies, each with its own set of principles and practices.
Some common examples include the Waterfall model, Agile methodologies (such as Scrum),
the Spiral model, and Extreme Programming (XP).

The method used in our project to achieve the goals:

• Spiral Methodology

• Scrum Development Methodology

• Prototype Methodology

• Incremental Model

• Agile (Extreme Programming Methodology)

• Waterfall Model

4
4.2 Why do we need software methodologies for project manage-

ment?

Software methods are essential for project management because they provide defined
structures and rules for efficiently planning, executing, and supervising software develop-
ment projects. There are various reasons why software techniques are essential for successful
project management:

• Organization and Structure: Software methods provide an organized structure

for planning tasks and managing project resources effectively. They create defined
procedures, roles, and duties, allowing teams to stay organized and focused on meeting
the goals of the project.

• Risk Management: Uncertainty and risk are common characteristics of software

development projects. Software techniques combine risk management approaches
such as risk analysis and mitigation strategies to detect and solve possible issues
early in the project lifecycle, reducing the possibility of project failure or delays.

• Quality Assurance: Quality is a priority throughout the software development

process. These involve techniques like code reviews, testing, and continuous integra-
tion to guarantee that the software keeps to the desired standards and requirements.

• Flexibility and Adaptability: In today’s dynamic and fast-changing corporate

world, software projects frequently meet changing needs and goals. Software tech-
niques, particularly Agile approaches, focus a high priority on flexibility and adapt-
ability, allowing teams to adjust quickly to changes and deliver value to stakeholders
incrementally.

• Communication and Collaboration: Effective communication and teamwork are

crucial to project success. Software approaches encourage regular communication

5
 and cooperation among team members, stakeholders, and consumers, resulting in a
common understanding of the project’s goals, needs, and progress.

• Efficiency and Productivity:Efficiency and Productivity: Software approaches

play a role in optimizing project workflows, minimizing redundant tasks, and en-
hancing overall efficiency and productivity by implementing specified processes and
best practices. They allow teams to focus on producing value-added work while
decreasing waste.

• Customer Satisfaction: Ultimately, beneficial project management results in client

satisfaction. Software techniques assist in guaranteeing that software projects are
completed on schedule, within budget, and with the anticipated quality. Organiza-
tions may earn their consumers’ trust and loyalty by matching their expectations and
providing meaningful solutions.

Overall, software methodologies play an important role in managing project man-

agement procedures, increasing efficiency, reducing risks, and, eventually, delivering
successful software projects that fulfill stakeholders’ demands and expectations.

4.3 Spiral Methodology

4.3.1 What is Spiral Methodology?

The Spiral methodology is a software development process paradigm that combines

characteristics of both iterative and waterfall approaches. It was introduced by Barry
Boehm in 1986 and is distinguished by its iterative approach to software development,
with a focus on risk management throughout the project’s lifetime.

6
4.3.2 Characteristics

• Iterative Approach: The Spiral analysis is an iterative approach to software de-

velopment, dividing the project into many iterations or cycles. Each cycle includes a
number of processes, such as planning, risk analysis, implementation, and assessment.

• Risk Management: One of the Spiral methodology’s distinguishing aspects is its

emphasis on risk management. The iterative structure of the approach enables con-
tinual risk analysis and mitigation throughout the project’s lifespan. Risks are rec-
ognized, examined, and handled in each iteration, lowering the probability of project
failure or delays.

• Phases: The Spiral method usually consists of four major phases: planning, risk
analysis, engineering, and evaluation. These steps are repeated in each iteration, and
the project progresses through several cycles before being completed.

• Flexibility: The Spiral method provides flexibility in terms of accepting changes and
increasing requirements. Stakeholders may offer input and make changes throughout
the development process, ensuring that the end product matches their needs and
expectations.

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 • Prototyping: Prototyping is frequently used in combination with the Spiral process
to collect input and validate specifications. Prototypes are created and modified at
each iteration, allowing stakeholders to see the finished product and offer early input.

4.3.3 Advantages

• Risk Management: The Spiral methodology is successful in managing project risks

due to its iterative approach and constant risk analysis. Potential concerns are dis-
covered early and handled proactively, lowering the possibility of project failure.

• Flexibility: The Spiral method allows for flexibility in addressing changes and devel-
oping requirements. Stakeholders may offer comments and make changes throughout
the development process, ensuring that the finished product fulfills their requirements.

• Early Prototyping: Prototyping is frequently used in combination with the Spiral

method, allowing stakeholders to see the final result early in the development cycle.
This assists in identifying possible challenges and validating needs before devoting
considerable time and money.

• Client Involvement: The Spiral methodology’s iterative structure allows customer

engagement at all stages of development. Clients can offer comments and make
revisions to ensure that the final result matches their expectations.

4.3.4 Disadvantages

• Complexity: The Spiral method may be complicated and time-consuming, espe-

cially for small projects or teams with limited resources. The model’s iterative nature
necessitates careful planning and coordination to ensure efficient management.

• Cost: The Spiral method may be costly, particularly if the project requires numerous
iterations and thorough risk assessments. The overhead involved with ongoing risk

8
 management and prototyping can raise project expenses.

• Time-Consuming: The Spiral methodology’s iterative nature might take time, es-
pecially if the project requires numerous iterations and intensive prototyping. The
requirement for ongoing risk analysis and stakeholder engagement may cause the
development process to take longer.

• Documentation Overhead: The Spiral process necessitates significant documenta-

tion for tracking project progress, hazards, and needs. This documentation overhead
may be challenging, especially for teams with limited resources or short deadlines.

4.4 Scrum Methodology

4.4.1 What is Scrum Methodology?

Scrum is a project management methodology that prioritizes responsibility, coopera-

tion, and incremental advancement toward a clear objective. The fundamental principle
of the framework is to begin with what is visible or understandable. Next, monitor the
development and make any modifications that are needed. It is a part of agile software
development, which follows an iterative process.

4.4.2 Different Role in Scrum

There are three primary roles in scrum methodology. Product owner, scrum master,
and development team. All of these roles are dedicated to Scrum projects.

• Product Owner: The stakeholders, who are often customers, are represented by
the product owner. To make sure the scrum team is consistently providing value to
stakeholders and the company, the product owner establishes expectations for the
product, tracks changes to the product, and manages a scrum backlog, which is a
comprehensive and continuously updated to-do list for the scrum project. Prioritizing

9
 sprint objectives according to stakeholder significance is another responsibility of the
product owner, who makes sure that the most significant and deliverable features are
completed in each iteration.

• Scrum master: The person who is responsible for assisting the scrum development
process is the scrum master. In addition to leading frequent meetings with the scrum
team, the scrum master ensures that the rules are followed and implemented appro-
priately. Also, the scrum master is in charge of encouraging and guiding the team,
eliminating obstacles in the way of sprints, and making sure the team is operating in
optimum conditions in order to meet objectives and produce deliverables.

• Development team: A development team is a self-organizing group of a few individ-

uals who have analytical, design, business, and development skills. They solve issues,
complete real work, and generate deliverables. Also, they work together to create and
test incremental releases of the final product. The members of the development team
share responsibility for accomplishing the sprint goals and self-administering duties.

4.4.3 Scrum Artifacts

Artifacts are used in Scrum product development to show what has been completed and
what is still pending. Evaluating Scrum artifacts at Sprint Planning Meetings is important.
Some of the Scrum artifacts are the following:

• Product backlog: This refers to the tasks remaining unfinished. The development
team collaborates with the company owner to prioritize backlogged work during a
product backlog grooming session. Through a procedure known as backlog refine-
ment, the product backlog may be modified.

• Sprint backlog: This is a list of procedures that need to be accomplished before

certain product backlog items may be delivered. These are divided into time-based

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 user stories.

• Product Increment: This includes all of the product backlog items that have been
completed during a sprint as well as all of the work that has been produced across
all prior sprints. How far we’ve come is reflected in the product increment.

• Burn down: An illustration of the quantity of work left to perform is provided by

a burn-down chart. A burn-down chart displays work on the Y-axis and time on
the X-axis. The graph should ideally show a decreasing trend as the remaining work
eventually burns down to zero.

4.4.4 Advantages

• Scrum development is appropriate for quick, efficient development and fast-fixing

testing errors.

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 • Scrum ensures effective utilization of time and money.

• The developer can track individual productivity through a daily meeting. Each team
member’s performance improves as an outcome of this.

• Coding and testing of developments take place during the sprint review.

• Short sprints and frequent feedback make dealing with changes more straightforward.

4.4.5 Disadvantages

• Project management stakeholders might want to keep asking for additional features
to be supplied because there is no specific deadline for them.

• It’s difficult to implement Scrum with large teams. It is suitable for short, fast-paced
tasks but not for large, sophisticated projects.

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 • This process requires only expert team members. If the team consists of unskilled
members, the project will not be completed on time.

• Daily meetings may create frustration for team members.

• Implementing quality is challenging until the team goes through a rigorous evaluation
procedure.

4.5 Prototype Methodology

4.5.1 What is Prototype Methodology?

A prototype is a sample implementation of the system. It provides limited and main

functional capabilities of the proposed system. (moves in a circle) Build on earlier versions.
It begins with analysis and requirements, followed by a quick design to give feedback on
an “idea” of a system or product.

13
4.5.2 Advantages

• Users are actively involved in the development

• Since in this methodology a working model of the system is provided, the users get a
better understanding of the system being developed.

• Errors can be detected much earlier.

• Quicker user feedback is available leading to better solutions.

• Missing functionality can be identified easily

4.5.3 Disadvantages

• Leads to implementing and then repairing the way of building systems.

• Practically, this methodology may increase the complexity of the system as the scope
of the system may expand beyond the original plans.

• Incomplete application may cause application not to be used as the

• the full system was designed.

• Incomplete or inadequate problem analysis.

4.6 Incremental Software Development Methodology

4.6.1 What is Incremental Methodology?

The incremental model is a process of software development where requirements are bro-
ken down into multiple standalone modules of the software development cycle. Incremental
development is done in steps from analysis, design, implementation, testing/verification,
and maintenance. Each iteration passes through the requirements, design, coding, and
testing phases. Each subsequent release of the system adds function to the previous release

14
until all designed functionality has been implemented. The system is put into production
when the first increment is delivered. The first increment is often a core product where
the basic requirements are addressed, and supplementary features are added in the next
increments. Once the core product is analyzed by the client, a plan is developed for the
next increment.

4.6.2 Advantages

• The delivery of working software at the end of each iteration, allowing for early
feedback and validation of requirements.

• Easily accommodates changes in requirements between iterations, fostering adapt-

ability to evolving needs.

• Identifies and addresses risks early in the development process, reducing the likelihood
of project failure.

• Frequent interaction with stakeholders leads to better alignment of the software with
their needs and expectations.

15
 • Enhanced communication between the development team and stakeholders promotes
collaboration and trust.

• Continuous improvement and quality assurance result in a higher quality end product.

4.6.3 Disadvantages

• Managing multiple parts of the project at once can get complicated, especially in big
projects.

• Making sure all the different parts work together smoothly can be tough.

• There’s a danger of continuously adding new stuff, making the project bigger than
planned.

• It takes a lot of time and effort from both the team and stakeholders to keep things
moving.

• It’s hard to predict exactly how long each part will take to finish.

• New parts might not work well with existing ones, causing issues.

• The final product might lack important features until all the parts are done.

• Keeping track of changes and updates can be tricky, leading to confusion.

4.7 Agile Methodology

4.7.1 What is Agile Methodology?

The Agile technique divides a project into multiple phases and outlines how to manage
each one. It calls for ongoing stakeholder collaboration as well as ongoing improvement at
every turn. Teams go through a cycle of planning, carrying out, and assessing once the task

16
starts. Maintaining constant communication with team members and project stakeholders
is essential.

4.7.2 Advantages:

• Software is continuously delivered using the agile technique.

• Customers are happy since they receive all of the software’s functional features after
each Sprint.

• Customers are able to view the functional features that meet their needs.

• The current version of the product can incorporate any feedback or feature modifi-
cations from the customers.

• The Agile methodology necessitates regular communication between developers and

business stakeholders.

• The well-designed product is given consideration in this process.

• Even in the final phases of development, modifications to the specifications are ac-
cepted.

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4.7.3 Disadvantages:

• Agile technique requires less documentation. The Agile process can occasionally
include requirements that are not quite clear, making it challenging to forecast the
desired outcome.

• It can be challenging to estimate the true work needed for a few projects that are
just getting started in the software development life cycle.

• There is always a chance that the project will take forever because of its constantly
changing characteristics.

• It is challenging to estimate the amount of work and resources needed for complex
projects.

4.8 Extreme Programming Methodology(XP)

4.8.1 What is Extreme Programming(XP) Methodology?

An agile software development approach called Extreme Programming (XP) seeks to

improve both the development team’s quality of life and the product they generate. Of
all the agile frameworks, XP is the most explicit about the right engineering methods for
software development.

4.8.2 Advantages:

• Close relationship with the client

• No pointless programming

• Constant testing to ensure software stability

• Pair programming to prevent errors

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 • No overtime; teams work at their own pace

• Quick changes are possible

• Clear and understandable code is maintained at all times.

4.8.3 Disadvantages:

• Additional work

• Customer must participate in the process

• Relatively large time investment

• Relatively high costs

• Requires version management

• Requires self-discipline to practice

4.8.4 When to use Extreme Programming (XP) methodology:

• Dynamically changing software requirements

• Risks caused by fixed-time projects using new technology

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 • Small, co-located extended development team

• The technology you are using allows for automated unit and functional tests

4.9 Waterfall Methodology

4.9.1 What is waterfall Methodology?

According to the waterfall project management methodology, project phases are exe-
cuted in a precise order and don’t move on until they have received final clearance. It
is a widely used project management method with a linear approach. Every step in the
Waterfall workflow must be finished before going on to the next.

4.9.2 Advantages

• Requires less coordination due to clearly defined phases and sequential processes

• A clear project phase helps to clearly define the dependencies of work.

• The cost of the project can be estimated after the requirements are defined

• Better focus on documentation of designs and requirements

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 • The design phase is more methodical and structured before any software is written.

4.9.3 Disadvantages

• Risk of time wasted due to delays.

• Delaying testing until the end of development is common

• There’s no consideration for error correction

• The model doesn’t accommodate changes, scope adjustments, and updates well

• Work on different phases doesn’t overlap, which reduces the efficiency

• Projects don’t produce a working product until later stages

• Not an ideal model to use for complex and high-risk projects

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4.10 Benchmark Analysis

The benchmark analysis of various software development processes shows their relative
advantages and disadvantages over a wide range of parameters. Flexibility, risk man-
agement, stakeholder cooperation, and Product delivery are key qualities of the chosen
methodologies—Spiral, Scrum, and Agile (XP), allowing iterative development, proactive
risk reduction, and stakeholder participation. Non-selected methods, such as Waterfall,
Prototype, and Incremental, have constraints in certain domains, because of their less
adaptable or sequential character. While some methods may provide certain benefits, such
as quick prototyping or incremental delivery, they may not be as well suited to the Do-
nationPlus project’s dynamic and collaborative requirements. Overall, the research gives
valuable insight to help identify the best technique for achieving optimal project outcomes
and stakeholder satisfaction.

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4.11 Our Selected Methodology

For our project, we selected the three most popular methodologies (Spiral, XP, and
Scrum). Because of its excellent risk management and iterative development, which pre-
cisely matched the project’s dynamic nature, the spiral technique was selected. Further-
more, Scrum and Agile (XP) techniques provide clear benefits in terms of stakeholder
participation, quick iteration, and cooperation, which makes them the best options for
accomplishing project goals successfully and quickly. When combined, these approaches
provide ”DonationPlus” with an extensive structure for risk management, change adap-
tation, and highly qualified output.

4.11.1 Methodology Phases

• Planning Phase:
1. Identify project objectives, requirements, and constraints.
2. Collaboratively define goals and scope for the upcoming iterations or sprints.
3. Assess and prioritize user stories or features based on business value and feasibility.

• Risk Analysis and Engineering Phase:

1. Conduct risk analysis to identify potential risks and develop strategies for mitiga-
tion.
2. Explore design alternatives and technical feasibility.
3. Collaboratively define user stories and acceptance criteria for the iteration.

• Development and Testing Phase:

1. Incrementally develop software, focusing on delivering high-priority features.
2. Implement selected items from the product backlog or feature backlog.
3. Write automated tests before writing code to drive development.

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 4. Conduct testing throughout the development process to ensure quality and func-
tionality.

• Evaluation and Review Phase:

1. Review project progress and evaluate software against requirements.
2. Demonstrate completed work to stakeholders for feedback and validation.
3. Reflect on the sprint or iteration process to identify areas for improvement.
4. Incorporate stakeholder feedback and adjust project plans or priorities as needed.

4.12 Reasons for choosing methodology

For ”DonationPlus” project we did not select the waterfall, prototype, or incremen-
tal approaches because of their intrinsic inability to adapt to changing needs, encourage
stakeholder participation, and efficiently manage project risks. The linear process of water-
fall development, which involves going through predetermined phases in order, can cause
delays and make it harder to adapt to changing project requirements or input. Although
prototype approaches are helpful for investigating design ideas, they might not have the
organized structure required to oversee complicated software development projects such as
”DonationPlus”. Comparably, incremental approaches—which break the project up into
tiny, manageable pieces—might not provide the same degree of adaptability and flexibility
needed to meet the changing needs of stakeholders in ”DonationPlus”. Consequently,
it was determined that the Agile XP, Scrum, and Spiral approaches were more suited for
accomplishing the project of ”DonationPlus”.

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5 Work Breakdown Structure(WBS)

5.1 What is Work Breakdown Structure (WBS)?

A Work Breakdown Structure (WBS) is a hierarchical organization of the project’s

scope into smaller tasks and work packages. It facilitates the organization and definition
of project deliverables, resulting in improved resource allocation, progress monitoring, and
project management. The work breakdown structure (WBS) begins with the overall project
and moves forward to progressively specific components, with work packages representing
the smallest units of employee labor. Finally, it gives a defined foundation for successful
project management.

5.2 WBS Design Principles

5.2.1 The 100% Rule

This principle ensures that the WBS includes all the work necessary to complete the
project scope, covering every deliverable, task, and component. Essentially, it means that
the sum of the work at the lowest level of the WBS should equal 100% of the project scope.
This ensures that nothing is overlooked or omitted, leading to a comprehensive project
plan.

5.2.2 Planned Outcomes, Not Planned Actions

Instead of focusing on specific actions or tasks, the WBS should define the planned
outcomes or deliverables of the project. This approach helps maintain a clear focus on the
end goals of the project, allowing teams to stay aligned with the overall objectives and
avoid getting bogged down in the details of how to achieve them.

25
5.2.3 Level 2 is the Most Important

In the WBS hierarchy, Level 2 represents the major phases or components of the project.
These are the high-level categories that encompass the detailed tasks and activities. En-
suring that Level 2 is well-defined and structured is crucial because it provides a clear
framework for organizing and managing the project work effectively.

5.2.4 The Four Elements in Each WBS Element

Each WBS element, when completed, should contain the following four items: 1. The
scope of work, including any “deliverables.” 2. The beginning and end dates for the scope
of work. 3. The budget for the scope of work. 4. The name of the person responsible for
the scope of work.

5.2.5 Mutually-exclusive Elements

Each element or component in the WBS should be mutually exclusive, meaning that
it should be distinct and not overlap with other elements. This helps prevent confusion
and ambiguity in project planning and execution. By ensuring that each element is clearly
defined and does not overlap with others, teams can avoid duplication of effort and ensure
accountability for each aspect of the project.

5.2.6 The 40-Hour Rule of Decomposition

The ”40-Hour Rule” is another guideline for figuring out how far down a WBS should
be broken down. In general, when a project has been broken down into components with
a total direct labor allotment of roughly 40 hours, More breakdown is not necessary. A
40-hour work week is the foundation of the 40 Hour Rule. The majority of WBS diagrams
are not symmetrical as a result.

26
5.2.7 The 4% Rule of Decomposition

Gary Hearkens suggests a 4% Rule for decomposing a WBS. With this rule, a WBS is
adequately decomposed when the lowest element is about 4% of the total project. For a
26-week schedule, the lowest element should be about one week. For a $2.6M project, the
lowest level should be about $104K.

5.3 WBS of our project

100% Rule: Every component of our project breakdown was thoroughly defined to
ensure completeness and correctness. To ensure that this guideline was followed, every task
and subtask was well documented.
Outcome Focus: Our project perspective was oriented on outcomes rather than ac-
tivities, ensuring that each part of the work breakdown structure contributed directly to
Donation Plus’s wider aims.
Avoidance of Redundancy: To ensure clarity and coherence, we eliminated repeating
jobs or subtasks that may possibly violate the 100% Rule, resulting in a streamlined and
efficient project breakdown.
4% Rule Compliance: We followed industry best practices by following the 4% Rule,
which allowed for a complete breakdown of our work breakdown structure. This technique
increased clarity and precision in our project planning and execution.”

27
Figure 1: WBS Estimation

28
6 Wideband Delphi Estimation

6.1 What is Wideband Delphi Estimation?

In the 1940s, the Rand Corporation created the Wideband Delphi estimate technique
as a forecasting tool. Since then, it has been modified to predict a wide range of jobs,
from sales and marketing projections to statistical data collecting findings. It is partic-
ularly helpful to a project manager since it generates a number of crucial project plan
components, including a work breakdown structure and a set of estimates. The team’s
conversation at the estimating session and the start meeting reveals crucial project tasks,
assumptions, and priorities. Delphi functions well because it forces the team to provide
constructive criticism to one another in order to prevent mistakes and inaccurate estima-
tions.

6.2 Wideband Delphi Process

The Wideband Delphi process consists of two meetings, one for creating an effort esti-
mate and one for estimating consensus.

• Choosing the team

• Kickoff meeting

• Individual preparation

• Estimation session

• Assembling tasks

• Reviewing resulting

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6.2.1 Choosing the team

1. Team Selection: The project manager picks the team members.

2. Coordinator Choice: A coordinator is selected to lead the team.

3. Team Size: The team consists of 3 to 7 members under the coordinator.

4. Coordinator’s Qualification: The coordinator should understand the Delphi method.

5. Moderator Exclusion: The project manager cannot act as the moderator.

6. Team Collaboration: Team members must commit to honest and collaborative

work on each task.

In our project:
We created a project team with six people. Every one of us has an idea of the Delphi
method. Also, the team members in our project were willing to work on their assigned
tasks honestly and with collaboration.

6.2.2 Kickoff meeting

The moderator explains wideband Delphi to a new evaluator, reviews the vision and
scope, and generates a task list of 10–20 main tasks representing the highest level of the work
breakdown structure. The facilitator agrees on units of estimate and guides the discussion,
monitoring time, and preparing structure documents with problem specifications, high-level
task lists, and assumptions.
In our project:

• Our team leader explains wideband methods to all the other team members at first.

• Then we will discuss the vision and scope in our kickoff meeting among our team
members.

30
 • After that, we will generate a task list of 4 to 7 main tasks, and these 4 to 7 tasks
represent the highest level of work breakdown structure.

• Agreed units of estimate.

• Eventually, the team leader will guide the entire discussion, monitor time, and prepare
a structured document containing problem specifications.

6.2.3 Individual preparation

1. Estimation for each task.

2. Any assumption made by team members when creating the estimate.

3. Any work related to project expenses should not be taken into account. It should be
added to the project overhead.

4. Individually generates a detailed WBS and documents the assumptions made.

5. Every estimate should be based on effort, not calendar time

In our project:

• After the kickoff meeting, we need to estimate each of the tasks gradually.

• We should not take on any work related to our project expenses.

• We will then individually generate a detailed WBS and document the assumptions
made from it.

• The estimation we created is based on effort.

31
6.2.4 Estimation Form

32
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6.2.5 Estimation session

This session consists of the following activities:

1. The moderator collects all estimate forms. Estimates are tabulated on the whiteboard
by plotting the totals on a line.

2. Estimators read out clarifications and changes to the task list written on the estima-
tion form. New or changed tasks, discovered assumptions, or questions are raised.
Specific estimated times are not discussed.

3. The team resolves issues or disagreements that are usually about the tasks themselves
and are often resolved by adding assumptions.

In our project:

• Our team leader will collect all estimates properly. Then draw the estimated total
on a line on the whiteboard and tabulate it.

• Then estimator reads out clarifications and revisions to the list of tasks that were
written. Propose new or change tasks; discover hypotheses or questions.

• The team members then discuss any doubts/problems they have about the tasks that
we have made documents or assumptions about.

• Finally, we take notes of all other members’ feedback so that we can include it in the
final estimation report.

6.2.6 Assembling task

The project manager collaborates with the moderator to gather results from individual
preparation and estimation sessions, removing redundancies and resolving remaining esti-
mate differences to create a final task list. A spreadsheet is created to list the final estimates,

35
and the Delphi process generates consensus among the team about the final schedule. In
cases where a team member disagrees with the assessment estimate, the project manager
listens and considers all opinions. The spreadsheet should indicate best-case and worst-case
scenarios.

6.2.7 Reviewing resulting

1. The project manager assembles the result from the Estimation meeting

2. Then project manager compiles the individual task lists and the corresponding esti-
mates into a master task list.

3. He also compiles an individual list of assumptions.

4. Once the results are ready, the Project Manager calls a final meeting to review the
estimation result with the team.

In our project:

• The team leader from our team will assemble the results from the estimation meeting.

36
 • He compiles the individual task list and the corresponding estimates into a master
task list.

• He also compiles an individual list of assumptions.

• Once the results are ready, the team leader will call a final meeting to review the
estimation result.

7 Risk Management

7.1 What is Risk Management?

Risk management entails identifying, analyzing, and responding to various risk variables
that are present in a business’s daily operations. Proactively managing risks instead of
reactively involves trying to exert as much influence over future events as feasible. As a
result, efficient risk management has the ability to lessen a risk’s likelihood of happening
as well as its possible effects.

37
7.2 Risk planning script

Name Risk planning script

Purpose To assess risk and create a risk plan
Three things happen during the risk planning meeting: a risk-identifying
brainstorming session, a conversation to determine activities that can
Summary reduce risks, as well as an estimation of each risk’s impact and probability.
A risk management plan is the ultimate product, and it needs to be exactly
incorporated into the project plan.
Input Donation Plus project documentation that has been developed
Work products so far. Plan for Output Risk. presumptions produced via the Delphi

procedure. The vision and scope document contains assumptions.

To evaluate the project’s risks, the project manager has called
Entry Criteria
a two-hour meeting of the project team.

38
 1. Brainstorm potential risks: The project manager facilitates a
brainstorming session to identify hazards, including technology,
user acceptence, security, scope creep, resources, legal issues,
and stakeholder concerns. As risks arise, the manager notes
them on a whiteboard, starting with a few ”pop” ideas and gradually
increasing to a final few
2. Estimate the impact of each risk: The team assigns a likelihood
rating for each danger, ranging from 1 to 5, and risks from 1 to 5,
with indicating high impact. The technical and security risks are
Basic Course of Events deemed significant enough to warrant a five-star rating. The impact
is discussed before assigning a rating of 3 or 2.
3. Build the risk plan: The group outlines steps to reduce
high-priority risks and drafts a risk plan. They will implement
regular software testing, backup system, and data security measures.
User testing and feedback sessions will be conducted, focusimng on
user-centric design principles. Platform features should align with
user needs, and encryption and secure data trasmission method will
be used. Regular security audits will be conducted, and specifics
will be documented in the risk plan table.
Exit Criteria The risk plan is finished

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7.3 Risk Mitigation, Monitoring, and Management (RMMM)

The RMMM (Risk Mitigation, Monitoring, and Management) technique is divided into
three major components: risk mitigation, monitoring, and management, which are all es-
sential to the risk analysis process. To effectively handle possible risks, project managers
often include the RMMM strategy in the overall project plan. Some development teams use
a Risk Information Sheet (RIS) to document hazards, which allows for efficient information
processing via features such as generation, priority sorting, and search capabilities, all of
which are enabled by a database system. Once the RMMM strategy is defined and the
project starts, risk mitigation and monitoring activities begin, ensuring proactive manage-
ment of possible hazards throughout the project’s lifespan. This holistic strategy tries to
reduce the possibility and effect of risks, hence increasing project resilience and success.

7.3.1 Risk Mitigation

Risk mitigation involves strategies to prevent risks, commonly known as Risk Avoidance.
The following steps are taken to minimize risks:

• Identification of risks and elimination of underlying causes.

• Regular monitoring and management of relevant documents.

• Conducting timely reviews to expedite the risk mitigation process.

• Implementing proactive measures to address emerging risks promptly.

• Collaborating with stakeholders to identify potential risks and devise mitigation

strategies.

7.3.2 Risk Monitoring

Risk monitoring is an essential task aimed at tracking the advancement of a project.

The critical goals of this activity include:

40
 • Verifying if the predicted risks actually materialize.

• Ensuring the proper implementation of risk mitigation measures as outlined.

• Gathering data to inform subsequent risk assessments.

• Identifying the relationship between specific risks and the challenges encountered
throughout the project.

• Promptly addressing newly identified risks to prevent potential disruptions.

7.3.3 Risk Management and Planning

Risk management and planning are founded on the assumption that mitigation ef-
forts have failed and the risk has materialized. At this stage, significant problems arise,
and it becomes the responsibility of the project manager to address them. Successfully
implementing project mitigation measures makes risk management more manageable for
the project manager, demonstrating their ability to respond effectively to each risk. The
primary objective of the risk management plan is the risk register, which identifies and
prioritizes potential threats to the software project. Additionally:

• The project manager’s role is crucial in responding to risks promptly and effectively.

• Continuous monitoring and updating of the risk register ensure ongoing risk assess-
ment and management.

41
 Risk Management Plan

7.4 Risk Information Sheet(RIS)

A Risk Information Sheet is a crucial document for identifying, assessing, and managing
risks in a project or organization. It provides details about potential risks, their likelihood,
impact, and mitigation strategies. The sheet includes a unique risk identifier, date of
identification, probability, and impact ratings. It also outlines specific actions for managing
the risk, including mitigation strategies and contingency plans. Regular updates ensure
proactive risk management throughout the project lifecycle.

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8 Function Point Analysis

Allan J. Albrecht, working at IBM, pioneered the Function Point Analysis method in
1979. This method for measuring software size has since undergone refinements, notably
by Albrecht himself in 1984 and through the ongoing efforts of the International Function
Point Users Group (IFPUG).

8.1 What is function point

Function points offer a way to estimate the effort needed for software development
early on. Instead of lines of code, they assess the size of an application by looking at its
functionality. By tallying inputs, outputs, queries, internal data storage, and connections to
external systems, and then factoring in the complexity of these elements, we get a measure
of the project’s size, which helps predict development cost and effort.

8.2 What is Function Point Analysis (FPA)

Function Point Analysis (FPA) goes beyond simply listing features. It examines the
complexity of certain aspects, considering factors such as the quantity of data components
involved, the complexities of processing, and the degree of connection with other systems.
This refined method gives a more realistic view of the effort needed to design and maintain
the program.
Furthermore, FPA is not dependent on the specific technology or programming language
employed, making it a flexible tool for evaluating and predicting development work across
several projects and platforms. This universality makes it an invaluable tool for project
management, cost estimation, and software productivity benchmarking.

46
8.2.1 Objective of FPA

• Focus on User Functionality: FPA prioritizes measuring what the user experi-
ences and receives from the software, not the technical intricacies behind it.

• Technology-Neutral Measurement: The measurement remains consistent regard-

less of the programming languages or tools used to build the software.

• Efficiency and Simplicity: The process for measuring functionality should be

straightforward and avoid unnecessary overhead.

• Consistency Across Projects: The method should provide reliable and compara-
ble results, even when applied to different projects or by different organizations.

9 Types of FPA(Function Point Analysis)

9.1 Transactional Function

• External Input (EI): This type of input includes operations in which the applica-
tion receives data or control information from external sources, such as users or other
systems.

• External Output (EO): EQ refers to processes where the application generates and
delivers data or information to entities outside its boundaries, like displaying results
or sending reports.

• External Inquiry (EQ): It includes components of input and output. It involves

receiving a request for information, retrieving the relevant material, and returning it
to the requester.

47
9.2 Data Function

• Internal Logical File (ILF): A collection of related data used within the application
itself.

• External Interface File (EIF): Data from another application that the current
application can access and use.

10 Advantages and Disadvantages of FPA

10.1 Benefits of FPA

• Sizing Up Software: Figure out the size of a software package by counting its
features.

• Matching Needs: See how well a software package fits your organization’s specific
needs by counting relevant features.

• Measuring for Quality: Gauge the size of a software product to assess its quality
and how efficiently it was built.

• Predicting Costs: Estimate the resources and budget needed to develop or maintain
software.

• Fair Software Comparisons: Use a standard measure to make balanced compar-

isons between different software options.

10.2 Drawbacks of FPA

• Subjectivity: Figuring out function points involves some guesswork and judgment
calls.

48
 • Translation Trouble: Many cost models use lines of code, so you need to convert
function points, which can be tricky.

• Limited Research: Compared to lines of code, there’s less data and research on
using function points.

• Late Start: You can only use it after the design is done, not earlier in the process.

• Accuracy Issues: Because of the guesswork involved, the estimates might not be
very precise.

• Learning Curve: It takes time and practice to become good at using function
points.

• Time-Consuming: The process of counting and calculating function points can be

lengthy.

11 FP(Function Point) Calculation

49
 11.1 EI(External Input)

11.2 EO(External Output)

50
 11.3 EQ(External Inquiries)

11.4 EIF(External Interface File)

51
 11.5 ILF(Internal Logic File)

• Complexity: Low

• Reason: Our internal logical file has low complexity because it consists of only three
record element types (Donation post, User, Transaction) with simple data element
types, clear relationships, and distinct purposes for each record type.

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11.6 Calculation

12 COCOMO Model Estimation

12.1 What is COCOMO Model

The COCOMO (Constructive Cost Model) is an empirically-derived algorithmic model

used in software engineering. It is based on extensive data from numerous software projects,
which were analyzed to establish formulas that accurately describe the relationships be-
tween various project factors and the effort required to develop a software system. These
factors include the size of the system, project characteristics, and team-related factors.
COCOMO helps estimate the effort, time, and cost needed for software development based
on these inputs.

53
12.2 Types of COCOMO Project

• Organic Project: It belongs to the category of small, straightforward software

projects that are managed by a small team with strong domain expertise and few
strict criteria.

• Semidetached Project: This project is of intermediate size and complexity, with

a team of experienced and less experienced members who can handle both rigid and
flexible needs.

• Embedded Project: This project involves an important team and a high degree of
complexity, taking into account all relevant sets of factors (software, hardware, and
operational).

12.3 Types of COCOMO Model

• Basic COCOMO: It is the only kind of static model capable of accurately and
rapidly estimating software development effort. Because we don’t take into account
every parameter that is relevant to the project, the level of estimating accuracy is
lower.

• Intermediate COCOMO: The intermediate model calculates the amount of work

required to produce software based on program size and other relevant cost-driver
parameters (hardware, product, resource, and project parameters).

• Detailed COCOMO: The modern model is the one that calculates the work re-
quired to develop software. The entire software is divided into several sections, and
we use COCOMO in each module to calculate the effort before adding it all up.

54
12.4 Calculation

Since our project has team with mixed experience (both experience & inexperienced
resources) to deal with rigid/nonrigid requirements. We can call this a Semidetached
COCOMO project.

55
56
13 Project Management Tools

13.1 What is Project Management Tools

Project management tools are software products that assist with project planning, or-
ganization, and execution. These technologies include task management, collaboration,
communication, reporting, resource allocation, and budgeting capabilities. These tools as-
sist project managers in staying on track, increasing team efficiency, and delivering projects
on time and within budget.

13.2 Study of Project Management Tools

There are plenty of project management tools available in the market, each with its
own pros and cons. This section focuses on 12 commonly used project management tools,
dividing them among the team members, with each member responsible for reviewing and
presenting information on two tools.

Assigned To Tools
Dibosh Rajbongshi ClickUp, Basecamp
Md.Ali Imtiaz Chowdhury Notion, Hive
Redoy Kumar Shaha Asana, Zoho
Shekh Mahadi Hasan Smartsheet, MeisterTask
Erin Zaman Methika Jira, Trello
Nabila Nusrat Wrike, proof hub

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13.3 ClickUp

13.3.1 Features:

• Task Management: Provides full task management capabilities, such as task cre-
ation, assignment, prioritizing, and tracking.

• Collaboration: The features, such as comments, mentions, and shared workspaces,

make cooperation among team members easier.

• Customization: Enables users to adapt their workspace and processes to meet their
individual project requirements.

• Time Tracking: It has time monitoring features that allow users to monitor and
manage their time spent on tasks.

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 • Integrations: Connects with a variety of third-party products and services, which
improves its usefulness and interoperability.

13.3.2 Advantages:

• Robust Task Management: Excels in task management, providing a range of

features to organize and track tasks effectively.

• Flexible and Customizable: Customizable features enable users to tailor the plat-
form to their unique workflow and preferences.

• Collaboration-Friendly: User-friendly design and communication features pro-

mote team cooperation.

13.3.3 Disadvantages:

• Learning Curve: There may be a learning curve for new users, especially those
unfamiliar with project management software.

• Pricing: Pricing plans may be relatively expensive for larger teams or organizations,
especially when compared to other tools on the market.

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13.4 Basecamp

13.4.1 Features:

• Project Organization: Organizes projects into separate workspaces, allowing teams

to manage tasks, discussions, and files in one place.

• Communication: Facilitates team communication through features like message

boards, chat, and email notifications.

• File Sharing: Enables easy sharing and collaboration on files, documents, and media
within project workspaces.

• Schedule Management: Includes scheduling tools to set deadlines, milestones, and

recurring events for project tasks.

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 • Mobile Accessibility: Offers mobile apps for iOS and Android devices, allowing
users to access project information on the go.

13.4.2 Advantages:

• User-Friendly Interface: A simple and intuitive interface makes it easy for teams
to adopt and use the platform quickly.

• Centralized Collaboration: Provides a centralized platform for team collabora-

tion, reducing the need for multiple communication tools.

• Affordable Pricing: Basecamp offers straightforward pricing plans with no user

limits, making it a cost-effective option for teams of all sizes.

13.4.3 Disadvantages:

• Limited Advanced Features: Basecamp may lack some advanced project man-
agement features found in other tools, limiting its suitability for complex projects.

• Integration Options: Integration options with third-party tools and services may
be more limited compared to other project management platforms.

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13.5 Notion

13.5.1 Features:

• Flexible Workspace: Notion offers a highly customizable workspace where users

can create and organize tasks, documents, databases, and more.

• Collaboration Tools: Notion allows real-time collaboration, enabling teams to work

together on projects, share ideas, and communicate effectively.

• Database Capabilities: Notion’s database functionality allows users to create re-

lational databases, track information, and visualize data using customizable views.

• Integration Options: Notion integrates with popular tools like Google Drive, Slack,
and Trello, enabling seamless workflow integration.

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 • Note-taking and Documentation: Notion’s rich text editor and note-taking fea-
tures make it easy to document project details, meeting notes, and ideas within the
same platform.

13.5.2 Advantages:

• Versatility: Notion’s flexible design allows it to adapt to various project manage-

ment methodologies, from Agile to Waterfall, catering to diverse team needs.

• User-Friendly Interface: Notion offers an intuitive and visually appealing inter-

face, making it easy for users to navigate and customize their workspace.

• Collaboration: Real-time collaboration features enhance team productivity and

communication, fostering a collaborative work environment.

• Cost-Effectiveness: Notion’s pricing model is competitive, offering affordable plans

suitable for teams of all sizes.

• Accessibility: Notion is accessible across devices and platforms, allowing users to

access their workspace from anywhere with an internet connection.

13.5.3 Disadvantages:

• Learning Curve: While Notion’s interface is user-friendly, mastering its full range
of features may require some initial learning for new users.

• Performance Issues: Users have reported occasional performance issues, such as

slow loading times and lag, particularly with large databases or complex workspaces.

• Limited Offline Functionality: Notion’s offline capabilities are limited, requiring

an internet connection for full functionality, which may be a drawback for users in
areas with poor connectivity.

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13.6 Hive

13.6.1 Features:

Project Management: Hive provides comprehensive project management tools, in-

cluding task tracking, Gantt charts, and resource allocation.

• Collaboration Hub: Hive serves as a centralized hub for team collaboration, offer-
ing chat, file sharing, and integration with popular communication tools like Slack.

• Automation: Hive’s automation features streamline repetitive tasks and workflows,

increasing efficiency and reducing manual effort.

• Time Tracking: Hive includes built-in time-tracking functionality, allowing users

to track time spent on tasks and projects accurately.

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 • Analytics and Reporting: Hive offers robust analytics and reporting capabilities,
providing insights into project progress, team performance, and resource utilization.

13.6.2 Advantages:

• User-Friendly Interface: Hive’s intuitive interface makes it easy for users to nav-
igate and manage their projects, reducing the learning curve for new users.

• Customization Options: Hive offers extensive customization options, allowing

users to tailor the platform to their specific workflow and preferences.

• Integration Ecosystem: Hive integrates with a wide range of third-party tools and
services, enabling seamless workflow integration and data synchronization.

• Scalability: Hive is scalable and suitable for teams of all sizes, from small startups
to large enterprises, accommodating growth and expansion.

• Customer Support: Hive provides responsive customer support and regular up-
dates, ensuring users have access to assistance and new features as needed.

13.6.3 Disadvantages:

• Resource Intensive: Some users have reported that Hive can be resource-intensive,
particularly for larger projects or teams, leading to occasional performance issues.

• Pricing Structure: While Hive offers competitive pricing plans, some users may
find the cost prohibitive, particularly for larger teams or organizations.

• Limited Customization in Free Version: The free version of Hive has limited
customization options and features compared to paid plans, which may limit its
suitability for some users’ needs.

65
13.7 Asana

It is a comprehensive project management tool that helps teams stay organized, col-
laborate effectively, and achieve their goals. It offers a wide range of features designed to
streamline workflows, improve communication, and increase productivity.

13.7.1 Features:

• Task Management: Create tasks, assign them to team members, set due dates,
and organize them into projects.

• Project Organization: Divide work into projects, sub-projects, and sections for
better organization and clarity.

• Collaboration: Invite team members to collaborate on projects, assign tasks, and

66
 communicate within the platform.

• Deadlines and Milestones: Set deadlines for tasks and create milestones to track
progress towards project goals.

• Calendar View: Visualize tasks and deadlines on a calendar to better manage

schedules and deadlines.

• File Attachments: Attach files and documents to tasks for easy reference and
collaboration.

13.7.2 Advantages:

• Flexible, fast, and modern design

• Wide range of features

• Strong integrations with other tools

• Free plan available

• Real-time updates

• Reporting and analytics

• Strong security features

13.7.3 Disadvantages:

• Not ideal for graphics-intensive work

• Prices are slightly higher than competitors

• No built-in time tracking

• Limited customer support

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13.8 Zoho

Zoho is a popular project management software that is used in a team-based environ-

ment to manage sales, marketing campaigns, and customer support.

13.8.1 Features:

• Task Management: Organize tasks into projects, assign them to team members,
set due dates, and track their progress. You can create task dependencies to ensure
tasks are completed in the right order.

• Gantt Charts: Visualize project timelines and dependencies using Gantt charts.
This helps in understanding project schedules, resource allocation, and task depen-
dencies at a glance.

68
 • Collaboration: Foster collaboration among team members through features like
discussion forums, document sharing, and real-time chat. Team members can easily
communicate and share updates within the platform.

• Time Tracking: Monitor the time spent on tasks and projects with built-in time
tracking features. This helps in tracking project progress, estimating future work,
and invoicing clients accurately.

• Resource Management: Allocate resources efficiently by assigning tasks to team

members based on their availability and skills. Resource management tools help in
optimizing workloads and maximizing productivity.

13.8.2 Advantages:

• Plans projects with ease

• Track and manage task and issues

• Visualize progress with Grant Chart

• Budget-friendly

• Mobile Accessibility

• User-Friendly Interface

13.8.3 Disadvantages:

• Unusual resource management view

• Time tracking can be challenging

• Limited Reporting

• Dependency on Internet Connection

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13.9 Smartsheet

13.9.1 Features:

• Spreadsheet-like interface for easy data entry and management.

• Customizable templates for various project management tasks.

• Collaboration features include comments, attachments, and notifications.

• Gantt chart and calendar views for visual project planning and tracking.

• Integration with third-party tools like Microsoft Office, Google Drive, and Slack.

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13.9.2 Advantages:

• User-Friendly Interface: Smartsheet offers a familiar spreadsheet interface, mak-

ing it easy for users to get started without extensive training.

• Collaboration: Enables seamless collaboration among team members through real-

time updates, comments, and file sharing.

• Customizable Templates: Provides a range of customizable templates for different

project management needs, reducing setup time.

• Integration: Integrates with popular productivity tools, enhancing workflow effi-

ciency and flexibility.

13.9.3 Disadvantages:

• Limited Automation: While Smartsheet offers automation capabilities, it may not

be as robust as some dedicated project management tools.

• Complexity for Advanced Users: Advanced features may require a steeper learn-
ing curve for users accustomed to simpler spreadsheet tools.

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13.10 MeisterTask

13.10.1 Features:

• Kanban-style task boards for visual project management.

• Task prioritization, due dates, and checklists for organizing work.

• Collaboration tools, including comments, mentions, and file attachments.

• Time tracking and reporting features for monitoring project progress.

• Integration with popular productivity and communication tools like Slack, Dropbox,
and Zapier.

72
13.10.2 Advantages:

• Intuitive Interface: MeisterTask offers a clean and intuitive interface, making it

easy for users to manage tasks and projects.

• Collaboration: Facilitates seamless collaboration among team members through

real-time updates and communication features.

• Flexibility: Adaptable to various project management methodologies, including

Agile and Kanban.

• Integration: Integrates with a wide range of third-party tools, enhancing workflow

integration and efficiency.

13.10.3 Disadvantages:

• Limited Customization: While MeisterTask provides essential project manage-

ment features, it may lack advanced customization options compared to more com-
prehensive tools.

• Reporting Capabilities: Reporting features may be limited, particularly for users

requiring detailed analytics and insights into project performance.

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13.11 Jira

Jira is a powerful project management tool developed by Atlassian, primarily designed

for software development teams but widely used across various industries for project track-
ing, issue tracking, and agile project management.

13.11.1 Features:

• Issue Tracking: Jira allows teams to create, prioritize, and track issues or tasks
throughout their lifecycle. Each issue can be assigned to team members, categorized
by type and status, and labeled with relevant tags for easy organization.

• Project Management: Jira offers robust project management capabilities, includ-

ing the ability to create and manage projects, set project goals and timelines, allocate
resources, and track progress against milestones.

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• Agile Methodologies Support: Jira is highly adaptable to agile methodologies
such as Scrum and Kanban.

• Customizable Workflows: Jira allows teams to define custom workflows tailored

to their specific project requirements.

• Dashboards and Reporting: Jira provides customizable dashboards and reporting

tools that offer real-time insights into project status, team performance, and progress
metrics.

• Integration Capabilities: Jira integrates seamlessly with a wide range of third-

party tools and services.

• Advanced Search and Filtering: Jira’s powerful search and filtering capabilities
enable users to quickly find and retrieve relevant information from large datasets.

• Permissions and Security: Jira offers granular permissions and security settings,
allowing administrators to control access to projects, issues, and sensitive information.

• Mobile Accessibility: Jira provides mobile apps for iOS and Android devices,
allowing users to access their projects, tasks, and notifications on the go. The mobile
apps offer a streamlined user experience optimized for mobile devices, enabling users
to stay productive from anywhere.

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13.12 Trello

Trello is a popular project management tool known for its simplicity, flexibility, and
visual approach to task management. It utilizes boards, lists, and cards to help teams
organize and prioritize their projects effectively.

13.12.1 Features:

• Boards: Trello’s boards serve as the main organizational units where teams can
create, view, and manage their projects. Each board represents a project or workflow
and acts as a container for lists and cards.

• Lists: Within each board, users can create lists to represent different stages or cate-
gories of work.

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• Cards: Cards are the building blocks of Trello’s system and represent individual
tasks, ideas, or items within a project. Users can create cards for specific tasks,
assign them to team members, add descriptions, due dates, labels, attachments, and
comments to provide context and details.

• Drag-and-Drop Interface: Trello’s intuitive drag-and-drop interface allows users

to move cards between lists to update their status or progress easily.

• Labels and Tags: Trello allows users to categorize and label cards using customiz-
able labels and tags.

• Checklists: Trello enables users to create checklists within cards to break down
tasks into smaller subtasks or action items. Checklists help teams stay organized and
ensure that all necessary steps are completed for each task.

• Due Dates and Reminders: Users can set due dates and reminders for cards to
keep track of deadlines and ensure timely completion of tasks.

• Attachments and Links: Trello allows users to attach files, documents, images, or
links to cards, providing additional context or reference materials for tasks.

• Collaboration and Sharing: Trello enables seamless collaboration among team

members by allowing them to comment on cards, mention teammates, and have
discussions directly within the context of tasks.

• Power-Ups and Integrations: Trello offers a variety of Power-Ups and integrations

with third-party tools and services, allowing teams to extend its functionality and
integrate with other tools they use.

• Activity Logs and History: Trello maintains a detailed activity log and history
for each board and card, documenting all changes, updates, and interactions made
by team members.

77
 • Mobile Apps: Trello provides mobile apps for iOS and Android devices, allowing
users to access their boards, cards, and tasks on the go. The mobile apps offer
a streamlined user experience optimized for mobile devices, enabling users to stay
productive and connected from anywhere.

13.13 Proof Hub

ProofHub is a project management and team collaboration software that helps teams
to plan, collaborate, organize, and deliver projects effectively.It provides task management,
group collaboration, time tracking, file sharing, calendars, and conversations are just a few
of the many functions.With ProofHub,Teams are able to communicate effectively, optimize
their processes, and monitor project milestones and deadlines.It offers a central platform
for project management and collaboration, making it especially helpful for remote teams

78
or teams operating in multiple locations.

13.13.1 Features:

• Task Management: ProofHub’s task management feature makes it easy for project
managers to assign tasks and subtasks to team members. This feature helps them
identify to whom they have assigned a certain task and divide a single task into
multiple sections for smooth execution.

• Online Proofing : Online Proofing is a collaborative feature that allows a team

of creatives to make suggestions and edits to various tasks as they proceed to the
final stage.This feature enhances a team’s performance and productivity by enabling
effective team feedback.Team members contribute to designs and projects in real-time
and make corrections where necessary.Online Proofing also provides sections where
team members reply to threads focusing on a suggestion.

• Announcements : With this feature,Project managers can use the speaker icon on
the platform to record audio announcements.It allows for easy dissemination of infor-
mation and sharing updates on a task.you can also add a title to the announcement,
a description, and supporting files or images.Additionally, by subscribing individuals
to certain announcements, project managers can select which members receive them
and then track who has viewed them.

• File Sharing: Share files and documents with your team members. ProofHub sup-
ports various file formats and allows you to organize files into folders.

• Gantt Charts: Plan and visualize project schedules using Gantt charts. Easily
create dependencies between tasks and track project timelines.

• Time Tracking: Track time spent on tasks and projects. This feature helps in
monitoring project progress, estimating future tasks, and billing clients accurately.

79
 • Calendar: View and manage project deadlines, milestones, and events on a shared
calendar. Sync deadlines with task due dates for better organization.

• Notes: Take notes, jot down ideas, or draft project plans within ProofHub. Notes
can be shared with team members for collaboration.

• Customizable Workflows: Define custom workflows to match your project’s unique

requirements. Customize task statuses, labels, and priorities to fit your team’s work-
flow.

13.14 Wrike

The Wrike project management tool is a full-scale solution for automated workflow
planning, data visualization, and resource allocation. It is a cloud-based tool for project

80
management and teamwork that facilitates efficient teamwork, job management, and work-
flow optimization. Features including file sharing, scheduling, task management, real-time
collaboration, and reporting are available. Teams of all sizes in a variety of sectors use
Wrike to manage project progress, increase productivity, and improve communication.

13.14.1 Features:

• Organized File Management: Clients must send and receive several revisions
from creative teams. They therefore need a solution that makes it simple for them
to access files and attachments at all times. In order to prevent your team from
handling disparate versions of the same file, they also require versioning, which offers
a mechanism to keep track of the most recent versions for file attachments.

• Seamless Communication: To discuss work, creative teams require a straightfor-

ward system. Email is too time-consuming and ineffective for this kind of work. With
Wrike, your team can communicate within the same system that houses the creative
files and the real work. Team members can quickly engage their colleagues to learn
about their ideas by offering their opinions and thoughts on anything from the most
recent press release to a recently uploaded design prototype or even suggestions for
a holiday party.

• Easy Time Tracking: Monitor and track time spent on tasks and projects. Analyze
time data for better resource allocation.

• Task Management: Create, assign, and prioritize tasks. Set due dates, dependen-
cies, and recurring tasks.

• Workflow Automation: Automate repetitive tasks and processes with custom work-
flows and triggers.

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• Gantt Charts: Visualize project timelines, dependencies, and milestones using in-
teractive Gantt charts.

• File Sharing : Share files, documents, and information with team members. Col-
laborate in real-time with comments, mentions, and discussions.

• Reporting and Analytics: Generate custom reports and dashboards to track

project progress, performance, and team productivity.

• Integration: Integrate with other tools and platforms such as email, calendars, CRM
systems, and more for seamless workflow management.

• Mobile Accessibility: Access Wrike from mobile devices with dedicated apps for
iOS and Android, allowing users to stay connected and manage tasks on the go.

• Customization: Customize workflows, task views, and project templates to suit the
specific needs of your team and projects.

• Security: Ensure data security and compliance with enterprise-grade security fea-
tures such as user permissions, data encryption, and access controls.

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13.15 Tools Comparison & Benchmark Analysis

83
13.15.1 Benchmark Analysis

13.16 Suitable Tool for Donation Plus Project

Jira is a perfect fit for Donation Plus because it is ideal for managing projects in tiny,
fast-paced phases and maintaining track of any tasks and issues that arise. It is easily
compatible with other tools we may want, and it can be customized to meet our specific
requirements. Plus, it can handle our expanding project while keeping everything safe and
secure.

• Agile Support: Jira’s tailored for Agile methodologies, ideal for iterative develop-
ment and quick adaptation to changing project requirements.

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 • Issue Tracking: Robust tracking, customizable workflows, and detailed reporting
facilitate prompt resolution of donation-related issues and technical bugs.

• Integration: Seamless integration with Atlassian products streamlines collabora-

tion, documentation, and version control.

• Customization: Extensive options allow tailoring to project needs, including custom

issue types, fields, and workflows.

• Scalability: Highly scalable, accommodating project growth and evolving team dy-
namics.

• Security: Strong security features ensure data privacy and protect sensitive project
information.

13.16.1 Reason for Selection:

• User-Friendly Interface: Smartsheet offers a familiar spreadsheet interface, mak-

ing it easy for team members and donors to navigate and use the platform without
extensive training.

• Collaboration: The collaboration features in Smartsheet, such as real-time up-

dates, comments, and file sharing, facilitate seamless communication and collabora-
tion among team members and donors.

• Customizable Templates: Smartsheet provides customizable templates for project

management tasks, allowing the Donation Plus project to tailor the platform to its
specific needs and requirements.

• Integration: Smartsheet integrates with popular productivity tools, enabling seam-

less integration with existing workflows and enhancing overall efficiency and produc-
tivity for the Donation Plus project team.

85
13.17 Using Project Management Tool (Jira) for our project

13.17.1 WBS:

86
13.17.2 Estimation:

87
13.17.3 Gantt Chart:

88
14 Gantt Chart

89