Online Agriculture Products Store

Mr. Henry, after being successful as a businessman and has become one of the wealthiest
persons in the city. Now, Mr. Henry wants to help others to fulfil their dreams. One day, Mr.
Henry went to meet his childhood friends Peter, Kevin and Ben. They live in a remote village and
do farming. Mr. Henry asked his friends if they are facing any difficulties in their day-to-day
work. Peter told Mr. Henry that he is facing difficulties in procuring fertilizers which are very
important for farm. Kevin said that he is also facing the same problem in-case of buying seeds
for farming certain crops. Ben raised his concern on lack of pesticides which could help in
greatly reducing pests in crops. After listening to all his friends’ problems, Mr. Henry thought
that this is a crucial problem faced not only by his friends but also by so many other farmers. So,
Mr. Henry decided to make an online agriculture product store to facilitate remote area farmers
to buy agriculture products. Through this Online Web / mobile Application, Farmers and
Companies (Fertilizers, seeds and pesticides manufacturing Companies) can communicate
directly with each other.

The main purpose to build this online store is to facilitate farmers to buy seeds, pesticides, and
fertilizers from anywhere through internet connectivity. Since new users are involved,
Application should be user friendly. This new application should be able to accept the product
(fertilizers, seeds, pesticides) details from the manufacturers and should be able to display them
to the Farmers. Farmers will browse through these products and select the products what they
need and request to buy them and deliver them to farmers location.

Mr. Henry has given this project through his Company SOONY. In SOONY Company, Mr Pandu is
Financial Head and Mr Dooku is Project Coordinator. Mr. Henry, Mr Pandu, and Mr Dooku
formed one Committee and gave this project to APT IT SOLUTIONS company for Budget 2 Crores
INR and 18 months Duration under CSR initiative. Peter, Kevin and Ben are helping the
Committee and can be considered as Stakeholders share requirements for the Project

Mr Karthik is the Delivery Head in APT IT SOLUTIONS company and he reached out to Mr Henry
through his connects and Bagged this project. APT IT SOLUTIONS company have Talent pool
Available for this Project. Mr Vandanam is project Manager, Ms. Juhi is Senior Java Developer,
Mr Teyson, Ms Lucie, Mr Tucker, Mr Bravo are Java Developers. Network Admin is Mr Mike and
DB Admin is John. Mr Jason and Ms Alekya are the Tester. And you joined this team as a BA.
Que- 1. Identify Business Process Model for Online Agriculture Store – (Goal, Inputs,
Resources, Outputs, Activities, Value created to the end Customer)

Online Agriculture Store Business Process Model

1.Objective:

Using an online marketplace, to make it easy for farmers to purchase agricultural items (such as
seeds, fertilizers, and pesticides) while guaranteeing accessibility, affordability, and availability.

2. Input:

Farmer Requirements: Pesticides, seeds, and fertilizers are needed.

Manufacturer Listings: Product specifications, cost, and stock. Secure transactions with digital
payment gateways are the available payment methods.
Logistics & Delivery Framework: Making sure that products are shipped on time. Respecting the
laws pertaining to agricultural products is known as "Regulatory Compliance."

3. Resources:

Human Resources: Finance Team, Project Manager, Business Analysts, Testers, and Developers.
The technology stack consists of web, mobile applications, cloud database storage, payment
gateway integration, and security measures.
Infrastructure: logistics network for tracking deliveries, server hosting, and API connectivity
between farmers and suppliers.

4. Outputs:

A fully operational Online Agriculture Store that enables farmers to easily buy products and
manufacturers to list them.
Improved communication between farmers and suppliers throughout the supply chain.
A mobile-friendly user interface has improved accessibility for farmers in rural areas.
Automated order tracking and digital payments have improved efficiency.

5. Important Business Processes and Activities:

To register their products, manufacturers must enter information along with picture of
products, about pesticides, seeds, and fertilizers.
Farmers browse and choose products by looking at product lists and adding items to their carts.
6. Ordering & Payment:

Farmers complete transactions by paying online.

Order processing is done in which the manufacturers accept orders and send out goods.
Logistics & Delivery: Goods are transported and given to farmers.
Support & Feedback: Manufacturers respond to questions, farmers conduct reviews.

7. Value Added for Farmers, the End User:

Convenience: Capability to buy necessary agricultural supplies from far-off places.

Purchasing directly from manufacturers lowers the expense of middlemen.
Transparent product specifications and dependable sourcing are key components of product
quality assurance.
The timely availability of necessary farming materials leads to improved farming outcomes
without selling expired goods give a top up to the initiative and builds trust to the application.
 Que-2 Mr Karthik is doing SWOT analysis before he accepts this project. What Aspects he
Should consider as Strengths, as Weaknesses, as Opportunity and as Threats.

ADVANTAGE WEAKNESS

• Strong Business Justification: By improving • New Domain for APT IT Solutions: The learning
agricultural output, the project seeks to address a curve may impede growth if the business has no prior
practical issue that farmers face. experience with e-commerce centered on agriculture.
• Talent Pool: The skilled development team at APT
• Complex Supply Chain Integration: Distribution and
IT SOLUTIONS consists of network administrators,
logistics of agricultural goods may present
Java developers, testers, and a methodical project
operational difficulties.
manager.
• Farmer Adoption Issues: Given that the target
• Clearly defined budget and timeline: To ensure
financial viability, the project has been given a audience is made up of farmers in distant areas,
budget of 2 crore Indian rupees and an 18-month more work may be needed for onboarding and digital
length. literacy.
• CSR Initiative: As a Corporate Social • Regulatory Compliance: Government laws, permits,
Responsibility (CSR) project, there should be a lot and approvals may be required for agricultural
of funding stability and support from stakeholders. products.
• Direct Market Connectivity: By removing • growth Issues: Managing a high volume of
middlemen, the internet store will enable direct transactions and suppliers may become challenging if
communication between farmers and manufacturers. the platform isn't designed for future growth.

OPPORTUNITIES THREATS

 • Growing Digital Adoption in Agriculture:

This solution is crucial as online platforms
for farmers gain popularity.
• Potential for Growth: The concept may be • Competitive Market: Existing players in agriculture
extended to include funding for farmers, e-commerce may pose challenges.
consultancy services, and farm equipment. • Limited internet connectivity in distant places may
• Public-Private Collaboration: Cooperation
impact usage.
with governmental and agricultural
institutions may improve funding and • Procurement delays, counterfeit products, and
credibility. price changes may impact operations.
• Growth of E-Commerce: By utilizing the • Economic and policy changes can affect business
growing trend of digital procurement, feasibility, including taxation, import/export laws,
businesses may increase their efficiency and
reach. and subsidies.
• Improved Rural Development: If the project • Cybersecurity risks, such as data breaches and
is carried out successfully, farming payment fraud, may impact the platform's trust.
conditions may be improved, which would
strengthen rural economies.
QUE- 3 Mr Karthik is trying to do feasibility study on doing this project in Technology (Java),
Please help him with points (HW SW Trained Resources Budget Time frame) to consider in
feasibility Study.

1. Hardware Requirements: - Servers & Cloud Infrastructure- Scalability necessitates high-

performance servers or cloud-based hosting solutions.
Networking Equipment- Secure and reliable connectivity for efficient farmer-vendor
interactions.
Database Storage- Enough space to store product listings, transactions, and user data.
Security Infrastructure- Firewalls, SSL certificates, and encryption safeguard payments and data.

2. Software Requirements- Technology Stack- Java, React or Angular for frontend, with a SQL
database.
Security Protocols- Set up secure authentication and data protection.
Payment Gateway Integration- Providing support for UPI, online banking, and digital wallets.
Mobile Compatibility- The design is responsive, allowing for Android and iOS accessibility.
Application Performing Interface and Third-Party Integrations- The features include logistical
tracking, inventory management, and farmer feedback channels.

3. Trained Resources-Java Developers- Skilled database administration.

Database and Network Administrators- Ensure data integrity and secure connectivity.
Testers and QA Specialists: Ensure platform functionality and dependability.
UI/UX Designers- Develop user-friendly interfaces for farmers with limited digital experience.
Project Manager/Business Analyst- Define requirements, maintain stakeholder alignment, and
manage risks.

4. Budget Considerations- Infrastructure expenses include servers, hosting, and security

measures. Engineers, UI/UX designers, and testers wages are all included in development and
testing costs.
Licenses and Compliance- Payment gateway licenses and agricultural product regulations.
Marketing and Farmer Onboarding- Campaigns to raise awareness and promote rural use.

5. Time Frame (18 Months Breakdown):

Months 1 to 3- Collect requirements, perform feasibility studies, and develop the basic system.
Months 4-8- Backend and frontend development, database setup, and API integration.

Months 9–12- Testing, and security implementation.

Months 13-15- Pilot launch, input gathering, and fine-tuning.
Months 16-18- Completed deployment, marketing, and onboarding strategies.
QUE- 4 Mr Karthik must submit Gap Analysis to Mr Henry to convince to initiate this project.
What points (compare AS-IS existing process with TO-BE future Process) to showcase in the
GAP Analysis

Gap Analysis for Online Agriculture Product Store

1. Existing process.
• Procurement challenges- Farmers sometimes face limited access of fertilizers, seeds, and
pesticides in their area.
Relying on middlemen raises expenses and delays product delivery.
• Limited vendor-farmer communication. There is no direct interaction between farmers and
manufacturing enterprises, resulting in lack of transparency in price and product availability.
• Manual Purchasing and Logistics. Farmers face inefficiencies due to the need for actual visits
to suppliers. Inadequate supply chain management causes uneven product deliveries.
• Awareness and accessibility issues. Farmers in rural places have limited access to product
information, pricing, and expert opinions.
- Lack of digital channels for efficient procurement.
2. Proposed Future Process (TO-BE)

• Online procurement through web/mobile platforms in which farmers can bypass middlemen
by browsing products, comparing prices, and placing orders directly with suppliers. Digital
payment integration promotes transparency in transactions.
• A Real-time connection between agricultural manufacturers and farmers provides product
availability and advisory support. The ratings and feedback system improve trust and
trustworthiness.
• Automated logistics and tracking optimized order fulfillment system for consistent and timely
deliveries. Inventory management helps prevent shortages and improve supply consistency.
• Improved Digital Accessibility and User Experience. The mobile-friendly design makes the
platform accessible even in rural areas. Farmers can receive educational resources, tips, and
real-time information on farming inputs.
3. Identified Gaps & Required Actions

Gap Identified Proposed Solution

Lack of online procurement system Create an e-commerce platform for farmers.

Dependence on middlemen Enable direct transactions between vendors and farmers.

Unstructured logistics Implement automatic order fulfillment and tracking.

Low digital literacy in farming Provide training, awareness, and user-friendly interface.

Ques-5 List down different risk factors that may be involved (BA Risks And process/Project
Risks)
Risk Factors Involved

Business Analysis Risk

1. Insufficient or unclear specifications cause misinterpretation of requirements, which prevents

us from accurately grasping or understanding the needs of farmers.

2. There are conflicts between stakeholders, such as farmers and manufacturers, due to
differing perspectives on the features or functions of.

3. Delays and higher expenses are caused by changes in the project scope due to changing
expectations from stakeholders.

4. The platform must have the digital skills of farmers to adapt to the market, otherwise it may
experience low adoption rates.

Process/Project Risks

Any unforeseen expenses that exceed the fixed budget of 2 crores could impede the project's
development due to budget overrun.

Delays in the scheduling of development phases may lead to a postponed launch, consequently
impacting the timely access for farmers.

Issues related to system performance and security may emerge due to technology risks
associated with the Java-based implementation.

The project may be significantly impacted by the availability of qualified personnel, such as
developers, testers, and database administrators.

External manufacturers may face operational risks when relying on external entities for product-
related data.

To avoid technological disruptions, it is crucial to ensure smooth connectivity between

manufacturers and farmers through integration challenges.

The platform's overall effectiveness may be compromised by a complicated user interface that
discourages farmers from using it.

Impacts of risks on project success

Impact of Business Analysis (BA) Risks

1. If the platform doesn't accurately understand the needs of farmers, it may not meet
their expectations and result in a low add-option rate.
2. The decision-making process may be hindered by conflicts among stakeholders, as well
as the diverse perspectives of essential stakeholders, resulting in project delays and the
potential removal of features.
3. Unmanaged changes in requirements can lead to budget overruns and prolonged
timelines, which can have a negative impact on overall efficiency.
4. Challenges in market adaptability If farmers encounter difficulties using the platform,
their engagement may decline, which would restrict the platform's overall effectiveness.

Impact of Process/Project Risks

1. Surpassing the budget of 2 crores could mean sacrificing essential features or reducing
quality assurance measures.

2. The launch may be delayed if deadlines are not adhered to, which can affect the
anticipated advantages for farmers.

3. System reliability, security, and future scalability may be compromised by technology

risks related to Java.

4. A lack of skilled professionals could slow down development and impact quality.

5. Farmers may feel frustrated and inventory accuracy may be disrupted by suppliers' delays
in delivering product information.
6. Transactions and user confidence can be hindered by poor communication between
farmers and suppliers.
7. If the interface is too complicated, farmers may not adopt the platform, making the
investment unproductive.

Ques -6 Perform stakeholder analysis (RACI Matrix) to find out the key stakeholders who can
take Decisions and Who are the influencers

RACI Matrix for Key Stakeholders

 Responsible Accountable Consulted Informed
Stakeholder
(R) (A) (C) (I)

Mr. Henry (Founder) ✅ ✅ ✅

Mr. Pandu (Financial Head) ✅ ✅ ✅

Mr. Dooku (Project Coordinator) ✅ ✅ ✅ ✅

Mr. Karthik (Delivery Head, APT IT

✅ ✅ ✅ ✅
SOLUTIONS)

Mr. Vandanam (Project Manager) ✅ ✅ ✅ ✅

Ms. Juhi (Senior Java Developer) ✅ ✅ ✅

Java Developers (Teyson, Lucie,

✅ ✅ ✅
Tucker, Bravo)

Network Admin (Mike) ✅ ✅ ✅

DB Admin (John) ✅ ✅ ✅

Testers (Jason, Alekya) ✅ ✅ ✅

Farmers (Peter, Kevin, Ben) ✅ ✅

Key Stakeholders & Their Roles

 Decision Makers (Accountable - A):

o Mr. Henry (Founder) – Final approval authority.

o Mr. Pandu (Financial Head) – Budget approvals.

o Mr. Dooku (Project Coordinator) – Project execution oversight.

o Mr. Karthik (Delivery Head) – Ensures project delivery aligns with expectations.

 Influencers (Consulted - C):

o Farmers (Peter, Kevin, Ben) – Provide requirements and feedback.

 o Project Manager & Developers – Technical feasibility discussions.

o Testers & Admins – Ensure system reliability and security.

 Execution Team (Responsible - R):

o APT IT SOLUTIONS Team – Developers, testers, network admins, and database

admins responsible for implementation.

 Observers (Informed - I):

o All stakeholders receive updates on project progress.

This RACI Matrix ensures clarity in decision-making, execution, and stakeholder engagement

Que 7- Help Mr Karthik to prepare a business case document.

Business Case Document for Online Agriculture Product Store

1. Executive Summary

The objective is to establish a connection between farmers and agricultural producers via an
online platform for fertilizers, seeds, and pesticides. SOONY Company is sponsoring this CSR
initiative, which has a budget of 2 Crores INR and runs for 18 months. The project has been
assigned to APT IT SOLUTIONS, with Mr. Karthik overseeing the delivery.

2. Problem Statement

Farmers in remote areas struggle to obtain essential agricultural supplies due to restricted local
access and reliance on intermediaries. The lack of direct communication between farmers and
producers leads to increased expenses and delays. Furthermore, the procurement process is
inefficient because there is no organized digital platform.

3. Proposed Solution

Construct a web and mobile app that enables farmers to explore, evaluate, and purchase
agricultural products directly from producers. To ensure smooth order processing, include
secure payment systems and logistics tracking. Create an interface that is easy to use and can
help farmers with limited digital skills.
4. Key Benefits

Eliminating intermediaries ensures equitable pricing for agricultural producers, leading to cost
savings. Automated order monitoring is included in the enhanced procurement system, which
streamlines operations and allows farmers to acquire products remotely through internet
access. Future development plans include agricultural machinery, consulting services, and
funding options.

5. Feasibility Analysis

The development of a technology stack involves the use of Java, Spring Boot, React, MySQL, and
API integrations. The skilled workforce of APT IT SOLUTIONS includes Java developers, testers,
database administrators, and network experts for resource allocation. Development,
infrastructure, and marketing have a budget of 2 Crores INR and a timeline of 18 months.

6. Risk Analysis

Digital onboarding may pose challenges for farmers during adoption. To minimize risks in the
supply chain, it is crucial to meticulously plan for vendor involvement and logistics efficiency.
Data protection and payment security must be given top priority due to security concerns.

7. Stakeholder Engagement

Key Decision Makers include Mr. Henry, Mr. Pandu, Mr. Dooku, and Mr. Karthik, while
Influencers consist of Farmers (Peter, Kevin, Ben), a Project Manager, Developers, and Testers.
The Execution Team is comprised of the development team from APT IT SOLUTIONS.

8. Conclusion & Next Steps

Approval to begin development from Mr. Henry's Committee, followed by extensive needs
gathering, prototype development, and, finally, an implementation plan that includes critical
milestones and testing phases.

QUE 8- The Committee of Mr. Henry , Mr Pandu , and Mr Dooku and Mr Karthik are having a
discussion on project Development Approach. Mr Karthik explained to Mr. Henry about SDLC.
And four methodologies like Sequential Iterative Evolutionary and Agile. Please share your
thoughts and clarity on Methodologies.

1. Sequential Model (Waterfall)

 Sequential Development: Each phase (Requirements, Design, Development, Testing,

Deployment) is carried out in a straight sequence, without returning to earlier phases.
  Ideal for Clearly Defined Projects: This approach is effective when the requirements are
established from the outset.
 Limitations: It offers limited adaptability, making it challenging to implement changes in
later stages.
 Application: Suitable for government initiatives and large enterprise systems with a
predetermined scope.

2. Iterative Model (Rational Unified Process - RUP)

 Incremental Enhancement: Development occurs in iterative cycles, progressively

enhancing features.
 Ongoing Feedback: Facilitates modifications throughout various iterations.
 Obstacles: Demands active participation from stakeholders and well-organized iteration
planning.
 Application Scenario: Suitable for intricate applications with changing requirements.

3. Evolutionary Model (Spiral)

 Emphasis on Prototyping: Integrates iterative improvements with risk evaluation,

guaranteeing reliability prior to extensive development.
 Ideal for High-Risk Initiatives: Facilitates risk reduction before engaging in
comprehensive development.
 Drawbacks: Necessitates several development cycles, which may be time-intensive.
Application: Extensive systems characterized by significant uncertainty (such as
aerospace and defense).

4. Agile Model (Scrum)

 Sprint-Based Development: Features are developed in brief cycles (2-4 weeks) with
ongoing feedback.
 Adaptive & Flexible: Requirements can evolve dynamically.
 Challenges: This approach demands significant stakeholder involvement and disciplined
sprint management.
 Use Case: Applications that are rapidly changing and software focused on customer
needs.
Selecting the Appropriate Model for the Online Agriculture Store- Given the project has a fixed
budget (2 Crores INR), a timeline of 18 months, and well-defined requirements, the Waterfall or
V-Model would ensure predictability and control. The Agile methodology would necessitate
constant adjustments, which may not suit this structured CSR project. The Spiral model could
assist in risk management, but it might prolong timelines beyond the designated period.

Choosing the Right Model for the Agriculture Store

Given the fixed budget of ₹2 Crore and a timeline of 18 months, a systematic and predictable
approach is essential. Agile methodologies may lead to frequent changes that could conflict
with the requirements of CSR-funded projects. While the Spiral model can be beneficial for risk
assessment, it may also prolong timelines beyond the established budget limits. The Committee
has decided on the V-Model to facilitate simultaneous development and testing, ensuring
comprehensive validation while preventing scope creep.
Ques 9- They discussed models in SDLC like waterfall RUP Spiral and Scrum . You put forth
your understanding on these models When the APT IT SOLUTIONS company got the project to
make this online agriculture product store, there is a difference of opinion between a couple
of SMEs and the project team regarding which methodology would be more suitable for this
project. SMEs are stressing on using the V model and the project team is leaning more onto
the side of waterfall model. As a business analyst, which methodology do you think would be
better for this project?

Understanding the SDLC Models Discussed

1. Waterfall Model:

o Follows a linear progression—each phase (Requirements → Design →

Development → Testing → Deployment) is completed before moving to the next.

o Best for fixed-scope projects with stable requirements.

o Challenges: Limited flexibility—late-stage changes can be costly and time-

consuming.

2. RUP (Rational Unified Process):

o Uses iterations with progressive refinement across Requirement, Analysis,

Design, Implementation, Testing, Deployment phases.

o Best for projects that evolve over time, ensuring early feedback.

o Challenges: Requires strong stakeholder engagement and structured planning.

3. Spiral Model:

o Focuses on risk assessment and prototyping, refining functionality in cyclic

development phases.

o Best for high-risk projects, ensuring thorough validation before commitment.

o Challenges: Can extend development timelines, impacting budget constraints.

4. Scrum (Agile Model):

o Development happens in short sprints (2–4 weeks) with continuous stakeholder

feedback.

o Best for rapidly evolving applications, offering flexibility for frequent changes.
 o Challenges: Requires high stakeholder involvement, which may not align well
with structured CSR-based projects.
Decision: V-Model vs. Waterfall
 SMEs favor V-Model, while the project team leans toward Waterfall.
 V-Model Strengths:
o Provides parallel validation—each development phase has a corresponding
testing phase.
o Works well for structured business applications with fixed deliverables and strong
testing focus.
 Waterfall Strengths:
o Predictable and ideal for projects with clearly defined scope.
o Straightforward roadmap for execution.
Final Choice: V-Model for This Project
Question 10- 20Write down the differences between waterfall model and V model.
Aspect Waterfall Model V-Model

Linear, sequential process where each Follows a V-shaped structure where

Development
phase is completed before moving to the development and testing phases run in
Approach
next. parallel.

Testing is done after development is Testing is integrated at every stage,

Testing Approach
completed. ensuring early defect detection.

Less flexible—changes in later stages are More structured—testing at each phase

Flexibility
difficult to incorporate. allows early issue identification.

Risks are addressed later in the process, Risks are mitigated early, reducing overall
Risk Management
often leading to costly fixes. project failure chances.

Suitable for projects with well-defined

Ideal for projects requiring strong
Best Use Case requirements and minimal expected
validation and structured testing.
changes.

The Waterfall Model and V-Model are both structured Software Development Life Cycle (SDLC)
methodologies, but they differ in their approach to development and testing.
Ques 11- As a BA, state your reason for choosing one model for this project

Reason for Choosing the V-Model

1. Structured Testing & Validation:

The V-Model facilitates simultaneous testing during each phase of development, which
minimizes defects that may arise later in the process. Given that the project encompasses
financial transactions and logistics, it is essential to conduct early validation.

2. Fixed Scope & Predictability:

The project is constrained by a set budget of ₹2 Crore and a timeline of 18 months,

necessitating a focus on predictability. The Waterfall methodology is rigid, whereas Agile
may lead to frequent modifications that could interfere with a systematic approach.

3. Stakeholder Expectations & Compliance:

The Committee, consisting of Mr. Henry, Mr. Pandu, Mr. Dooku, and Mr. Karthik, has
adopted the V-Model because of its thorough validation process. Given that this project
is a CSR initiative, prioritizing compliance and quality assurance is essential.

4. Minimizing Risks & Errors:

The V-Model reduces risks from the outset by incorporating testing at every stage, which is
essential for an e-commerce platform where security, payment processing, and logistics need to
be flawless.
Ques-12 The Committee of Mr. Henry, Mr Pandu, and Mr Dooku discussed with Mr Karthik
and finalized on the V Model approach (RG, RA, Design, D1, T1, D2, T2, D3, T3, D4, T4 and
UAT) Mr Vandanam is mapped as a PM to this project. He studies this Project and Prepares a
Gantt chart with V Model (RG, RA, Design, D1, T1, D2, T2, D3, T3, D4, T4 and UAT) as
development process and the Resources are PM, BA, Java Developers, testers, DB Admin, NW
Admin.

Project Execution Plan Using V-Model

1. Requirement Gathering (RG) – gathering business requirements from manufacturers,

logistics companies, and farmers.

2. Requirement Analysis (RA) – arranging both functional and non-functional system

design criteria.

3. Design Phase – Developing system architecture, database schema, and UI/UX

wireframes.

4. Development & Testing Phases:

D1 to T1: Initial module development and unit testing.

Step 2: Integrate core functionalities and test the system.
D3 -> T3: Implement advanced features and test for performance.
D4 to T4: Final adjustments and security testing.

5. User Acceptance Testing (UAT) – Prior to deployment, farmers and manufacturers

validate the system.

6. Project Management & Resource Allocation

7. • Project Manager (PM): Mr. Vandanam supervises work and makes sure it complies
with corporate objectives.
• Business Analyst (BA): Specifies needs, aligns stakeholders, and reduces risk.
• Java developers: Put front-end and back-end features into practice.
• Testers: Verify the usefulness and dependability of the system.
• Database administrator (DB administrator): oversees data security and integrity.
• Network administrator (NW administrator): guarantees smooth system operation and
connectivity.
Gantt Chart Preparation

As the project manager, Mr. Vandanam creates a Gantt chart to show the schedule,
dependencies, and distribution of resources for every stage of the V-Model development
process. This guarantees organized implementation, risk reduction, and on-time delivery
throughout the project's 18-month length.

Que 13- Explain the difference between Fixed Bid and Billing projects

1. Projects with a fixed bid

Predetermined Scope & Cost: Before development starts, a definite price is decided
upon for the project.
The vendor delivers within the predetermined budget and timeframe, and the client
supplies comprehensive specifications.
Modifications to the scope necessitate official change requests, which could raise
expenses.
Clearly defined projects with low anticipated changes and unambiguous outputs.

2. Time and Material Billing Flexible Project Scope & Cost:

The client makes payments according to the number of hours and materials actually
used.
As the project progresses, requirements may change.
Customers are able to monitor developments and make dynamic priority adjustments.
Long-term engagements, changing requirements, and agile projects.

A Fixed Bid model is more appropriate because the Online Agriculture Product Store has a set
budget of ₹2 Crore and a set timeframe of 18 months. It supports the CSR project by
guaranteeing predictability, organized execution, and cost control.
Ques 14- Question 14 – Preparer Timesheets of a BA in various stages of SDLC - 20 marks ➢
Design Timesheet of a BA

➢ Development Timesheet of a BA

➢ Testing Timesheet of a BA

➢ UAT Timesheet of a BA

➢ Deployment n Implementation Timesheet of a BA

Timesheets of a Business Analyst (BA) in Various Stages of SDLC

1. Design Timesheet of a BA

Activities:

• Holding Requirement Gathering (RG) meetings with manufacturers, logistics companies, and
farmers.
• Determining the functional and non-functional needs through requirement analysis (RA).
• Creating use case diagrams and business process models (BPM).
• Working together to validate wireframes with UI/UX designers.
Examining reports from feasibility studies and gap analyses.

Time Allocation:

 Requirement Gathering & Analysis: 40%

 Process Modeling & Documentation: 30%

 Stakeholder Meetings & Validation: 30%

2. Development Timesheet of a BA

Activities:

• Helping developers comprehend system workflows and business logic.

• Improving development teams' acceptance criteria and user stories.
• Performing Sprint Planning, if Agile components are used.
• Responding to scope modifications and change requests.
• Making sure that technical implementation and business needs are in line.

Time Allocation:
  Requirement Clarifications & Support: 50%

 Sprint Planning & Change Management: 30%

 Stakeholder Coordination: 20%

3. Testing Timesheet of a BA

Activities:

Examining test cases to make sure they meet business needs.

• Working with QA teams to do functional testing.
• Verifying the outcomes of System Integration Testing (SIT).
• Helping with prioritization and defect triage.
• Ensuring adherence to security procedures and business rules.

Time Allocation:

 Test Case Review & Validation: 40%

 Defect Analysis & Coordination: 40%

 Stakeholder Reporting: 20%

4. UAT (User Acceptance Testing) Timesheet of a BA

Activities:

• Organizing UAT meetings with manufacturers and farmers.

• Getting input and recording usability issues.
• Making sure that system functionality and business processes are in line.
• Supporting end-user onboarding and training.
UAT Sign-Off Reports are being prepared for final clearance.

Time Allocation:

 UAT Execution & Feedback Gathering: 50%

 Training & Documentation: 30%

 Stakeholder Coordination: 20%

5. Deployment & Implementation Timesheet of a BA

Activities:

• Assisting with deployment preparation and go-live planning.

• Ensuring system stability and correctness in data movement.
To evaluate performance, a post-implementation review is conducted.
• Dealing with problems in their early stages and organizing solutions.
• Compiling the project's final business reports.

Time Allocation:

 Deployment Coordination & Monitoring: 50%

 Post-Go-Live Support & Issue Resolution: 30%

 Final Documentation & Reporting: 20%