Deliveroo Business Case: A Takeaway Ordering System

Deliveroo Business Case: A Takeaway Ordering system
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Abstract
The business case for this project is Deliveroo, a takeaway ordering system that will be used by customers to order meals. The system will be designed and put into the restaurant experiment, find problems, analyze solutions, improve the system products, and apply solutions to the customer hotel. To further mature the system application, continuous improvement of the system and upgrade are necessary to have more powerful functions. These processes will require software project management skills that will ensure the smooth delivery of the project to the client. Using the Deliveroo takeaway ordering system as a business case, this report shows the importance of effective software project management in preventing failures and enhancing project success.
Deliveroo Business Case: A Takeaway Ordering system
Introduction
Product size, team personal experience, and customer factors are critical in project risk assessment and formulation of mitigation strategies to achieve project success. The absence of risk management or mitigation strategies is the leading cause of failures in software projects (Tavares, da Silva, & de Souza, 2017). While risk management procedures and the appropriate application of these practices can increase the chances of project success, the approaches do not specify individual activities in risk management. Software project managers handle various kinds of contracts and procurement methods and are required to accomplish software projects with shorter timelines, tighter budgets, constrained resources, and the latest technologies (Barghoth, Salah & Ismail, 2020). In proper planning, designing, developing, and testing projects, this report presents risk identification and the mitigation strategies that can be employed in achieving greater project success. The project aims to achieve smoothness of the takeaway ordering system that is convenient for customers to order meals. Besides risk assessment, project management tools such as work breakdown structure (WBS) and activity network diagrams will be used to monitor project timelines and budget. These software project management models and practices, including the CMMI for Development and Project Management Body of Knowledge (PMBOK), have been designed to assist software organizations to manage project risks (Barghoth, Salah & Ismail, 2020). Project requirements will include one PC, a setup of the software environment including MySQL and JEE-Eclipse, and application knowledge in JSP, Java, C++, and database system information (resource) management system. The complete system will be put into the restaurant experiment, find the problems, analyze the solutions, improve the system products, and gradually apply them to the customer hotel. The achievement of a mature system application will require continued improvement of the system or upgrading so that it has more powerful functions. Results indicate that qualitative and quantitative assessment of probability and consequences of risks significantly contribute to the success of completing a takeaway ordering system project within the desired scope, time, and budget.
Literature Review
Agile development methodologies such as scrum have been used in software development based on incremental and iterative approaches. Tavares, da Silva and de Souza (2017) have analyzed risk management in scrum software projects and found that while risk management in scrum has native resources, there is a need to incorporate and adapt classic processes of risk management. The authors acknowledge that failure in many software projects is partly due to the absence of risk management approaches o their improper application. In their study, Tavares, da Silva, and de Souza (2017) present results from a survey completed using a qualitative approach in analyzing how risk management is done in scrum software projects. Besides, the researchers present some of the risk management practices that generated lesser and greater agreements among survey respondents and in literature. Findings from the study show that risk management in scrum projects is often performed differently from its application in conventional approaches. The study thus proposes the inclusion of classic processes of risk management to improving project success. These recommendations are invaluable given the nature of software projects being typically complex and particularly prone to failure. Besides, most of the projects in software development run over tight budgets and are prematurely terminated or fall far from meeting the expectations of users and business functionalities.
Tavares, da Silva, and de Souza (2019) argue that risk management approaches can significantly improve success in software projects, but specifying activities in managing the risks is critical in reducing uncertainties and ensuring success. However, this approach is conducted implicitly in agile projects and the knowledge in risk management is the least practiced and matured are in software projects (Tavares, da Silva, & de Souza, 2019). The study presents a list of practices in managing risks in agile projects to increase the chances of success. In their study, the authors analyze 126 projects on agile methods that attained 127 risk management practices. They categorize and rank these practices using the AHP multi-criteria method with the participation of experts in the field. Tavares, da Silva, and de Souza’s (2019) study present risk management practices for increment, prototype, Sprint planning, product backlog, and daily meetings as the most critical for the effectiveness of risk management. In particular, the study identifies specific practices in risk management that do not converge with other studies. Findings from this study are important contributions to the improvement of risk management in agile projects and increasing chances of project success. Schon, Radtke, and Jordan (2020) have noted that it is necessary to improve risk management in scaled agile environments, and many agile methodologies have been designed to handle uncertainties and reduce risks in product development through transparency, inspection, and adaptation.
Project management tools such as work breakdown structure and activity diagrams are widely adopted in the software development industry to monitor timelines and budget and ensure project delivery within expected scope, deadlines, and costs. P. Srivastava, N. Srivastava, Agarwal, and Singh (2021) have found that ambiguities in project estimations are leading causes of project failures and a common scenario among software project administrators. In previous years, measurement inaccuracies have often resulted in project failures and as software’s size and importance increase, it becomes difficult to estimate the cost of growth. Today, software cost estimation (SCE) has become an important discussion in agile software design. In modern times, real computations require the use of artificial intelligence (AI) or algorithms. Coelho and Basu (2012) have offered an overview of different size estimation methods that project managers use in agile software development such as Source Lines of Code (SLOC) although there are no standardized techniques to this estimation. The most common SCE models available today include both algorithmic/parametric such as the Constructive Cost Model (COCOMO) and non-algorithmic/non-parametric models such as price to gain, machine learning (ML), and expert Judgement. Basic versions of COCOMO are ideal for quick, fast, and uneven estimates of the expected efforts to develop software, but are restricted due to a lack of variables to account for the differences driven by cost (P. Srivastava, N. Srivastava, Agarwal, & Singh, 2021). Non-algorithm methods are used to overcome the shortcomings of algorithmic models in estimating models.
Besides project estimation, communication and effective collaboration can increase project success. Oza, Fagerholm, and Munch (2013) analyzed the impact of communication and communication among software engineering teams from the Kanban perspective, a highly iterative approach to software development. While Kanban has gained increasing attention in the software development industry, the impact of communication and collaboration among teams has remained poorly understood. In their study, Oza, Fagerholm, and Munch (2013) have analyzed how the Kanban process such as collaboration and communication facilitate teams’ behaviors. The authors have studied the behaviors of a team developing a mobile payment software over seven weeks in six iterations. Results from the study show that Kanban offers benefits at the start of the project by getting the team to work together in identifying and coordinating work. In later stages, after team members had established good relationships among them, the importance of ensuring team collaboration was not found. Results from the study also show that Kanban can help team members to collectively identify and surface the missing tasks in keeping the pace of the development harmonized across the entire team, thus resulting in increased collaboration. Team communication and collaboration are critical processes that define the success of any software development project (Oza, Fagerholm & Munch, 2013). The impact of human factors in software development is a well-acknowledged phenomenon as it induces measurable differences in both the development process and the product.
The importance of coordination is particularly important in managing multiple teams working on large programs. In many large programs, work is usually conducted simultaneously by several developers and teams. In such scenarios, results are often iteratively and frequently delivered and this requires coordination on different levels such as the project, programs, and team levels. Past studies have shown that such work depends heavily on the coordination through personal modes such as mutual adjustment between individuals or via scheduled or unscheduled meetings. Moe, Dingsoyr, and Rolland (2018) have investigated the importance of scheduling meetings as an important aspect in coordinating large-scale agile software development teams. According to observations, in agile software development processes, work structures and principles emerge during the work process and are usually not predetermined. Moe, Dingsoyr, and Rolland (2018) have studied how team coordination through both scheduled and unscheduled meetings changes periodically in large software developments that depend on agile approaches. Results from this study show that there are transitions from both unscheduled to scheduled and scheduled to unscheduled meetings. In the software industry, such transitions are often initiated both from top-down and bottom-up and software project manag...