Team 01 - 2026

Our team represents 4 countries and 4 time zones, and a wide range of experience.

When we formed, we were a group of strangers – now we are a working team!

Team Mentor/Product Owner

Michael Moser

Houston, Texas, USA

As a seasoned IT Business Analyst, I've used IT Consultancy to facilitate effective change across domains. Building a brand realizing "value" for the client, my focus is ensuring the value of "why" as the true target.

Specializing in the Agile Software Delivery Lifecycle, I engaged in the 2026 SDLC Experience to better refine my holistic understanding of Product Ownership. I act as the Vice President of the IIBA-affiliated Houston Business Analysts organization, providing an enriching community for all Business Analysis within the Greater Houston area.

Project Manager

Kimberly Yoss

Houston, Texas, USA

I have over 20 years of experience in leading business improvement initiatives. I engage in hands-on analysis of business challenges and collaborate with stakeholders at all levels to understand their needs. This delivers outcomes that enhance corporate strategy and customer satisfaction. Committed to continuous learning, I strive to strengthen my professional value by building on my experiences and acquiring new skills that expand my expertise.

Quality Assurance Analyst

Machelle Thompson

Kansas City, Missouri

I am a seasoned business analyst passionate about solving complex problems and improving how organizations work. With decades of experience in financial systems, ERP implementations, and process optimization, I help teams turn challenges into practical, effective solutions.

I specialize in bridging business needs and technology solutions, helping organizations optimize operations, streamline processes, and achieve strategic goals through collaboration, problem-solving, and effective stakeholder engagement. I am also involved in the IIBA Kansas City Chapter as the Program Director.

User Interface & User Experience

Eduardo Estevez

Santo Domingo, Dominican Republic

Dynamic Business Analyst and Product Owner passionate about transforming complex business challenges into scalable, high-performing software solutions. With a rich history spanning technical systems engineering, process enhancement, and multi-channel system integrations, I specialize in structuring backlogs, defining precise functional specifications, and fostering seamless communication between business leaders and development teams to deliver measurable value.

Business Analyst

Eunice Gillette Mapong Donfack

Quebec City, Quebec, Canada

Eunice Mapong Donfack is a bilingual (French/English) Business Analyst with 7+ years across insurance, public sector and IT services. With a software development background, she owns requirements from elicitation through UAT and go-live.

In the SDLC Experience, she served as Team 1’s Business Analyst. She aims to lead business process optimization to drive digital transformation.

Quality Assurance Analyst

Ayo Olarewaju

Winnipeg, Manitoba Canada

Ayo Olarewaju is a public-sector professional with experience in client service operations, process improvement, and business analysis. I completed a Certificate in Business Analysis from the University of Manitoba and holds CBAP certification. Through the SDLC Experience Program, I gained practical experience in requirements analysis, user story development, acceptance criteria, and quality assurance testing, strengthening my ability to contribute to effective business solutions.

Business Analyst

Anu Odetola

Winnipeg, Manitoba Canada

Anu Odetola is a CBAP-certified Business Analyst with over eight years of experience in financial services, business operations, and digital transformation. Skilled in requirements elicitation, process analysis, stakeholder engagement, business documentation, and Agile/Waterfall methodologies. She is passionate about bridging business needs and technology solutions, driving process improvements, and delivering sustainable business value through strategic IT initiatives.

Developer

Samuel Oluwademilade Adegunju

Osun, Nigeria

I am a Software Engineering student with hands-on experience in developing real-world software projects. Proficient in frontend technologies like HTML, CSS, JavaScript, TypeScript, Angular, and React, I have worked on ERP, POS, accounting, and inventory applications.

I am passionate about creating scalable software solutions, solving problems, and enhancing my technical skills through collaboration.

StockSync
Inventory Management for
Non-Profit Food Banks

Business Need Summary

1. Executive Summary

First Virtual Food Bank is undertaking the StockSync Inventory Management System project to replace its current spreadsheet-based inventory process with a single, centralized source of truth. Today, inventory is tracked using multiple manually created spreadsheet copies that frequently conflict, requiring extensive manual reconciliation and undermining confidence in stock and expiration data. This work is being pursued now because the resulting inefficiencies directly affect food-waste reduction, grant-reporting compliance, and staff/volunteer capacity — areas where the team has already committed to measurable improvement targets.

The intended outcome of the MVP is a centralized, role-based inventory system that eliminates version conflicts, standardizes expiration-date tracking, and reduces the manual effort currently required to compile funding-compliance reports.

2. Problem Statement

The food bank's inventory tracking relies on a new spreadsheet copy created for every donation event, with no single shared source of truth. As a result, staff routinely have three to seven conflicting spreadsheet versions in play at once and must reconcile them manually, line by line — a step that recurs at three separate points in the process: when versions first diverge, again after each bi-weekly distribution event, and once more when Grant/Reporting Staff merge spreadsheets to prepare reports.

Volunteers also create and update these spreadsheets in practice, despite this being outside the officially sanctioned access model — an informal workaround tied to a past compliance incident that formally restricted their access. Expiration dates are recorded in inconsistent formats, and unreliable warehouse Wi-Fi periodically forces staff back to physical paper tracking, undermining the recent tablet rollout.

Affected roles include Inventory Staff, who bear the daily reconciliation workload; Volunteer Staff, whose formal access doesn't match actual practice; the Food Bank Manager, whose occasional shelf-verification role sits alongside Inventory Staff's weekly review; Grant/Reporting Staff, who spend 1–3+ hours per report cleaning inconsistent data; and Leadership, who depend on report accuracy they cannot independently verify. If unresolved, the food bank risks continued food waste from missed expiration tracking, compliance exposure from unreliable grant reports, and a growing operational burden that limits staff capacity for core food bank work.

3. Target Users

Primary users: Inventory Staff and Grant/Reporting Staff, who directly enter, reconcile, and report on inventory data.

Secondary users: Volunteer Staff, whose participation the new system should safely reintegrate with proper role-based controls; the Food Bank Manager, who performs occasional shelf verification; and Leadership, who consume reports for funding compliance.

User needs: A single, trustworthy inventory record; consistent expiration-date tracking; fast, accurate reporting; and an interface simple enough for users with varying digital literacy and intermittent connectivity.

4. Constraints & Assumptions

Constraints:

The solution must remain intuitive and lightweight for volunteers with varying digital literacy, run on older laptops and low-cost tablets already in use, and tolerate intermittent warehouse Wi-Fi rather than requiring constant connectivity.

Assumptions:

That reintroducing broader volunteer participation is achievable through role-based permissions rather than continuing the current informal workaround; that automatic sync-on-reconnect is sufficient to handle connectivity gaps, without requiring a fully offline-first design. Stakeholder alignment: Every staff member (inventory staff, volunteers, food bank manager, leadership, …) is aware of their role scope.

5. Expected Business Value

Strategic benefit:

Supports the food bank's mission through more reliable, waste-reducing inventory management and sustained access to grant funding via trustworthy reporting.

Operational benefit:

Directly targets the five defined Business Objectives:

reducing inventory discrepancies by 75% within 90 days,
achieving 95% expiration-date compliance within 4 months,
cutting expiration-related food waste by 50% within 6 months,
producing grant-ready reports in under 10 minutes, and
90% staff/volunteer ease-of-use within 90 days.

Financial value or ROI:

Reduced staff time on manual reconciliation and shelf verification frees capacity for core operations, and more reliable reporting protects continued grant funding.

Kanban

Value to the Team

The Kanban board provides a place to actively manage the stories through the SDLC. We used the board to manage both the approved user stories and the project management deliverables. For our team, the most valuable aspect of it was as a visual aid that each team member could see and contribute to during the process.

Lessons Learned

We did not get the Kanban board assembled until a few meeting into the schedule. In hindsight, getting that board set up sooner would have been beneficial.

Project Deliverables - By the Project Manager

Project Manager: Kimberly Yoss

Project Plan

Value to the Team

The Project Plan was valuable to our team because it brings all of the high-level considerations and concerns into one document. It also serves as a strategic resource for discussions about MVP and alignment of requirements to the expected value of the project.

Lessons Learned

Even though the Project Plan is agreed to and approved early on, directions and requirements change as discovery and development move forward. The Project Plan can be a living document that provides guardrails and guidelines for any project.

1.2 Project Summary

The food bank currently relies on volunteers and staff to manage inventory, which they do use multiple versions of inventory spreadsheets that are difficult to maintain and are frequently inaccurate. These issues lead to overwritten data, inconsistent expiration-date tracking, and significant staff time spent reconciling files and preparing spreadsheets. The lack of a reliable, centralized inventory information system increases the risk of errors, food waste, and compliance challenges. This project delivers a single source of truth for inventory data (MVP), ensuring that the users of the system can add, update, review and report inventory information without the risk of conflicting information, closing the gap on issues like expired food or missing and inaccurate information.

1.3 Business Objectives

Inventory Database must allow access by multiple simultaneous users to allow addition, modification, and removal of stock upon review.
Reduce the amount of stock out of compliance with recorded expiry-date compliance.
Enable staff to perform weekly and monthly grant reports in an efficient manner which does NOT take half a day to compile.
Remove the need for staff to manually identify stock either close to expiry or already expired.
System must be easy to use, allowing staff to operate during the hectic intake times across the user group age demographic.

1.4 Success Criteria

Reduce inventory discrepancies by 75% within 90 days of launch.
Achieve 95% expiration-date compliance within 4 months of launch.
Produce grant-ready reports in under 10 minutes within 4 months of launch.
Reduce inventory lost to expiration by 50% within 6 months of launch.
90% of staff/volunteers report the system is "easy" or "very easy" to use within 90 days of launch.

2. Scope Statement

2.1 In Scope

Single point of entry for intake of information
View and update inventory data post-intake
Standardized, consistent data capture
Role-based permissions control access to management of information
Centralized database retaining inventory data with defined trackable elements
Expiration-date triggers/alerts for handling expired food
Capture and ingest the legacy data from the old process into a centralized database.
Reporting for both operational and management use.

2.2 Out of Scope

Volunteer scheduling, recruitment, payroll, attendance, or volunteer-management functionality
Automated procurement/purchasing functionality; the MVP may support procurement-visibility but not execute purchasing
Advanced demand forecasting, predictive analytics, or optimization beyond the stated inventory/reporting needs.
Full accounting, financial management, or grant-application submission functionality
Replacement of unrelated food-bank-systems or business processes
Custom hardware procurement or specialized scanning equipment
Non-MVP integrations with external systems unless specifically required to support the defined inventory workflow
Major redesign of unrelated organizational processes or enterprise applications
Tracking of promised/pledged donations as distinct from received donations. promised/pledged donations as distinct from received donations.
Tracking of inconsistent/damaged product over time by vendor.

2.3 Deliverables

Working inventory management intake feature with expiration date tracker
Audit log / traceability matrix mapping requirements to test evidence.
Test summary and UAT sign-off record.
Short user-facing how-to-guide employees.

3. Schedule Management

3.1 Milestone Schedule

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Project Manager: Kimberly Yoss

Project Charter

Value to Team

The Project Charter helped to keep all of the high-level concepts – Scope, Purpose, and Objectives – visible in one place in a visually appealing way. It helps to keep the individual members and all of the moving pieces going in the same direction and at a quick glance.

Lessons Learned

Create this visual aid earlier on in the project. Too much effort went into the individual deliverable documents that only provided the content, not the whole picture. In essence, we spent too much time in the weeds before we knew what the lawn looked like!

Kanban

Project Manager: Kimberly Yoss

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Project Scope

Project Manager: Kimberly Yoss

Value to the Team

The Project Scope provides the basis for both the Project Plan and the Project Charter. For our team, the most valuable aspect of it was a blank space to capture potential issues that might challenge a smooth delivery of a functioning product and allow us to envision how we might solve them. It is the other side of the Project coin where the team gets to think about what might not work as planned.

Lessons Learned

Additional problems and risks surface as more knowledge is uncovered during discovery. Our project was not different. Many issues got raised early and the Project Scope enabled us to track them efficiently during our process.

Project Deliverables - By the Product Owner

Mentor / Product Owner: Michael Moser

Product Vision Statement

Value to Team:

This artifact was initially used to declare aspects of the initial project in purpose, future state, and a loose reiteration of the given elements of the Minimum Viable Product brief. We functionally spent the first session working around the context for this document, and codifying these details into a formal document ensured a referential document to build further requirements in future.

Lessons Learned:

Compiling this together was a good levelset at project onset, but for even more utility we potentially could have been cycled back into the flow somehow to realign the team in the essential elements which needed to be completed at the end of the day.

Business Objectives

Mentor / Product Owner: Michael Moser

Value to Team:

Similar to the Product Vision Statement, this artifact was the first established mention of metrics which would need to guide development through the rest of the term. After the first session of general questions, the BOs were a traceable method of centering our product concept to ensure proper coverage for the base elements of the Minimum Viable Product.

Lessons Learned:

It would have been even more effective if all metrics which stemmed from each of these BOs were established early in the term though, and as a Product Owner it fell to me to effectively push back against any perceived muddy or untestable requirements earlier in the product term against the source stakeholders.

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Project Deliverables - By the Business Analyst

Scope Statement

Business Analyst: Eunice Mapong, Anu Odetola

Value to the team

Completing the fundamental trifecta, the Project Scope outlined elements of the initial project together to identify risks or hidden assumptions which needed to be addressed by the team together. While this could have been used to further guide system construction if the scenario were extended, it was still helpful to suggest some of the needs which the team would need to outline for next steps and to codify some otherwise vague rims of the project constraints.

Lessons Learned

It was used less after the start of the project though so we could have found other ways to weave this back into our flow particularly if we were to draw greater distinctions between the functions of these three documents.

1. Project Overview

The nonprofit food bank is initiating a project to design the Minimum Viable Product (MVP) of a new inventory tracking system that replaces the current spreadsheet‑based process. Today, volunteers and staff rely on multiple versions of inventory spreadsheets that are difficult to maintain, frequently inaccurate, and prone to version‑control conflicts. These issues lead to overwritten data, inconsistent expiration‑date tracking, and significant staff time spent reconciling files and preparing grant reports. The lack of reliable, centralized inventory information increases the risk of errors, food waste, and compliance challenges.

The new system will provide a single source of truth for inventory data, ensuring that volunteers and staff can add, update, and review inventory information without the risk of conflicting spreadsheet versions. The MVP will introduce structured inventory entry, standardized expiration‑date tracking, and simple reporting tools that allow staff and leadership to quickly access accurate inventory summaries, distribution records, and grant‑ready information.

Because the food bank relies heavily on volunteers with varying levels of digital literacy and operates on older laptops and low‑cost tablets, the system must be intuitive, lightweight, and capable of functioning offline with automatic synchronization when connectivity is restored. The MVP will focus on solving the core operational problems: maintaining accurate inventory levels, reducing food waste through better expiration‑date visibility, and improving reporting efficiency.

This project will deliver the foundational features needed to stabilize inventory operations and support future enhancements, while ensuring the solution is accessible, reliable, and aligned with the food bank’s mission to serve the community effectively.

2. Project Objectives

To establish an inventory database with access by multiple simultaneous users to allow addition, modification, and removal of stock upon review [BO1]
To reduce the amount of stock out of compliance with recorded expiry-date compliance [BO2]
To enable staff to perform weekly and monthly grant reports in a time and effort efficient manner [BO3]
To remove the need for staff to manually identify stock that is close to expiry or already expired [BO4]
To provide an easy-to-use system that allows all staff to operate during the hectic intake time [BO5]

3. In-Scope Boundaries

Features/functions that are included:

Single point of entry for inventory intake (create inventory data)
View and update inventory data post-intake
Role-based permissions/authority controlling who can view vs. modify data (scoped to roles)
Centralized database retaining inventory data with defined trackable elements and metric data
Standardized, consistent data capture for inventory received (e.g coding for status of product, ...)
ETL (extract-transform-load) existing scattered data (in the spreadsheets) into a centralized database
Expiration-date triggers/alerts, feeding downstream removal or distribution-priority processes
Reporting for both operational and management use

Departments, teams, or stakeholder groups that are included:

Food Bank Staff (Inventory Staff, Food Bank Manager)
Volunteers (view/limited update access only)
Leadership/Executive (report consumption)
Grant/Reporting Staff (functional subset of Inventory Staff, per BRD)

Business processes or workflows that are included:

Inventory intake and data entry
Inventory update/removal following distribution events
Expiration-date monitoring and flagging
Grant/operational and executive reporting generation off aggregate fields
Legacy data migration from spreadsheets

4. Out-of-Scope Boundaries

Excluded features/functions:

Volunteer scheduling, recruitment, payroll, attendance, or volunteer-management functionality.
Automated procurement/purchasing functionality (visibility only, no execution).
Advanced demand forecasting, predictive analytics, or optimization beyond stated needs
Full accounting, financial management, or grant-application submission functionality
Custom hardware procurement or specialized scanning equipment

Excluded processes/systems:

Replacement of unrelated food-bank systems or business processes
Major redesign of unrelated organizational processes or enterprise applications

Future-phase considerations:

Non-MVP integrations with external systems (unless required to support the defined inventory workflow)
Tracking of promised/pledged donations as distinct from received donations (currently informal; Business Case scopes "received" only)
Tracking of inconsistent/damaged product over time by vendor (currently informal)

5. Assumptions

Users and Access

The food bank will have a defined group of staff and volunteers who will use the system.

Users will have appropriate devices such as computers, tablets, or mobile devices.

Users will require different levels of access based on their responsibilities.

Current State Assessment

Business Analyst: Eunice Mapong, Anu Odetola

Value to the Team

The Current State Assessment helped us document the current food inventory management process, including the manual reconciliation points and the report compilation that cause errors and delays. That gave requirements and user stories a factual baseline instead of assumptions.

Lessons Learned

Describe today’s process as it actually runs, not the future solution. Our first process view missed two of the three reconciliation steps until we went back to the source (business case).
Real artifacts beat diagrams: the sample inventory file corrected our terminology (“Rack”, not “Aisle”) and exposed data-quality issues that no interview had mentioned.

1. Project Overview

The nonprofit food bank is initiating a project to design the Minimum Viable Product (MVP) of a new inventory tracking system that replaces the current spreadsheet‑based process. Today, volunteers and staff rely on multiple versions of inventory spreadsheets that are difficult to maintain, frequently inaccurate, and prone to version‑control conflicts. These issues lead to overwritten data, inconsistent expiration‑date tracking, and significant staff time spent reconciling files and preparing grant reports. The lack of reliable, centralized inventory information increases the risk of errors, food waste, and compliance challenges.

The new system will provide a single source of truth for inventory data, ensuring that volunteers and staff can add, update, and review inventory information without the risk of conflicting spreadsheet versions. The MVP will introduce structured inventory entry, standardized expiration‑date tracking, and simple reporting tools that allow staff and leadership to quickly access accurate inventory summaries, distribution records, and grant‑ready information.

Because the food bank relies heavily on volunteers with varying levels of digital literacy and operates on older laptops and low‑cost tablets, the system must be intuitive, lightweight, and capable of functioning offline with automatic synchronization when connectivity is restored. The MVP will focus on solving the core operational problems: maintaining accurate inventory levels, reducing food waste through better expiration‑date visibility, and improving reporting efficiency.

This project will deliver the foundational features needed to stabilize inventory operations and support future enhancements, while ensuring the solution is accessible, reliable, and aligned with the food bank’s mission to serve the community effectively.

2. Project Objectives

To establish an inventory database with access by multiple simultaneous users to allow addition, modification, and removal of stock upon review [BO1]
To reduce the amount of stock out of compliance with recorded expiry-date compliance [BO2]
To enable staff to perform weekly and monthly grant reports in a time and effort efficient manner [BO3]
To remove the need for staff to manually identify stock that is close to expiry or already expired [BO4]
To provide an easy-to-use system that allows all staff to operate during the hectic intake time [BO5]

3. In-Scope Boundaries

Features/functions that are included:

Single point of entry for inventory intake (create inventory data)
View and update inventory data post-intake
Role-based permissions/authority controlling who can view vs. modify data (scoped to roles)
Centralized database retaining inventory data with defined trackable elements and metric data
Standardized, consistent data capture for inventory received (e.g coding for status of product, ...)
ETL (extract-transform-load) existing scattered data (in the spreadsheets) into a centralized database
Expiration-date triggers/alerts, feeding downstream removal or distribution-priority processes
Reporting for both operational and management use

Departments, teams, or stakeholder groups that are included:

Food Bank Staff (Inventory Staff, Food Bank Manager)
Volunteers (view/limited update access only)
Leadership/Executive (report consumption)
Grant/Reporting Staff (functional subset of Inventory Staff, per BRD)

Business processes or workflows that are included:

Inventory intake and data entry
Inventory update/removal following distribution events
Expiration-date monitoring and flagging
Grant/operational and executive reporting generation off aggregate fields
Legacy data migration from spreadsheets

4. Out-of-Scope Boundaries

Excluded features/functions:

Volunteer scheduling, recruitment, payroll, attendance, or volunteer-management functionality.
Automated procurement/purchasing functionality (visibility only, no execution).
Advanced demand forecasting, predictive analytics, or optimization beyond stated needs
Full accounting, financial management, or grant-application submission functionality
Custom hardware procurement or specialized scanning equipment

Excluded processes/systems:

Replacement of unrelated food-bank systems or business processes
Major redesign of unrelated organizational processes or enterprise applications

Future-phase considerations:

Non-MVP integrations with external systems (unless required to support the defined inventory workflow)
Tracking of promised/pledged donations as distinct from received donations (currently informal; Business Case scopes "received" only)
Tracking of inconsistent/damaged product over time by vendor (currently informal)

5. Assumptions

Users and Access
The food bank will have a defined group of staff and volunteers who will use the system.
Users will have appropriate devices such as computers, tablets, or mobile devices.
Users will require different levels of access based on their responsibilities.

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Project Deliverables - By Quality Assurance

Quality Assurance: Machelle Thompson,
Ayo Olarewaju

Test Strategy - Test Plan

Value to the Team:

Quality Assurance enables the delivery of reliable, user-focused solutions by identifying risks early, preventing defects, validating requirements, and ensuring that software meets business and customer expectations throughout the SDLC

Lessons Learned:

More time was needed to create the test case scenarios based on requirements and user stories.

More time overall for development to be completed and successful testing of the product to be completed to see the outcome of defect testing (if any) and complete another round of testing on those items.

More education regarding the role for those that have not been part of QA in the past - at least some guidance or materials that can be followed for this role.

2. Project Overview

The food bank currently relies on volunteers and staff to manage inventory, which they do use multiple versions of inventory spreadsheets that are difficult to maintain and are frequently inaccurate. These issues lead to overwritten data, inconsistent expiration-date tracking, and significant staff time spent reconciling files and preparing spreadsheets. The lack of a reliable, centralized inventory information system increases the risk of errors, food waste, and compliance challenges. This project delivers a single source of truth for inventory data (MVP), ensuring that the users of the system can add, update, review and report inventory information without the risk of conflicting information, closing the gap on issues like expired food or missing and inaccurate information.  

Business Objective

Inventory Database must allow access by multiple simultaneous users to allow addition, modification, and removal of stock upon review. 
Reduce the amount of stock out of compliance with recorded expiry-date compliance. 
Enable staff to perform weekly and monthly grant reports in an efficient manner which does NOT take half a day to compile. 
Remove the need for staff to manually identify stock either close to expiry or already expired. 
System must be easy to use, allowing staff to operate during the hectic intake times across the user group age demographic.

3. Testing Objectives

The objectives of testing are:

Verify that business requirements are implemented correctly
Identify defects before production release
Validate application functionality and usability
Ensure data accuracy
Confirm the application works across supported browsers and devices
Provide confidence before deployment

4. Testing Scope

In Scope

The following items are included:

Single point of entry for intake of information 
View and update inventory data post-intake 
Standardized, consistent data capture 
Role-based permissions control access to management of information 
Centralized database retaining inventory data with defined trackable elements 
Expiration-date triggers/alerts for handling expired food 
Capture and ingest the legacy data from the old process into a centralized database. 
Reporting for both operational and management use.

Out of Scope

The following items are not included:

Volunteer scheduling, recruitment, payroll, attendance, or volunteer-management functionality 
Automated procurement/purchasing functionality; the MVP may support procurement-visibility but not execute purchasing 
Advanced demand forecasting, predictive analytics, or optimization beyond the stated inventory/reporting needs. 
Full accounting, financial management, or grant-application submission functionality 
Replacement of unrelated food-bank-systems or business processes 
Custom hardware procurement or specialized scanning equipment 
Non-MVP integrations with external systems unless specifically required to support the defined inventory workflow 
Major redesign of unrelated organizational processes or enterprise applications 
Tracking of promised/pledged donations as distinct from received donations.  promised/pledged donations as distinct from received donations.  
Tracking of inconsistent/damaged product over time by vendor.

5. Testing Approach

Testing activities will follow the SDLC lifecycle and will include the following testing levels:

Unit Testing

Owner: Development Team

Purpose:

Validate individual modules
Identify coding issues early

Functional/SystemTesting/SystemTesting

Owner: QA Team

Purpose:

Validate complete application functionality
Execute test cases based on approved requirements

Integration Testing

Purpose:

Verify communication between integrated systems

User Acceptance Testing (UAT)

Owner: Business Users

Purpose:

Confirm the solution meets business needs Provide business approval before release

6. Testing Types

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Quality Assurance: Machelle Thompson, Ayo Olarewaju

Test Cases

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Project Deliverables - By the UI/UX Designer

User Flow 1 of 6

UI/UX Designer: Eduardo Estevez

Access all User Flows: Excalidraw — Collaborative whiteboarding made easy

Wireframes (sample)

UI/UX Designer: Eduardo Estevez

Access all Wireframes: StockSync – Figma

Project Deliverables - By the Developer

Developer: Samual Adejunju

Initial Technical Feasibility Assessment

1. Feasibility Conclusion

Overall Assessment: Feasible with constraints / further investigation

Summary:

From the information currently available, the system can be built with existing web technologies and development tools. The main features needed, such as managing inventory in one place, tracking expiry dates, controlling user access and generating reports, are all achievable.

The main concern at this stage is the poor internet connection in the warehouse. This needs to be considered carefully because staff should still be able to record inventory when the connection drops without losing data or creating conflicting records.

2. Proposed Solution at a High Level

A responsive web application would be suitable for the food bank. Instead of creating and comparing different spreadsheet files whenever donations come in, staff would work with one central inventory system. Authorized users would be able to record new items, update quantities, track expiry dates and search the current inventory.

The system would also provide alerts for items getting close to their expiry dates and allow staff to generate the weekly and monthly reports they currently prepare manually.

Because the warehouse has an unreliable internet connection, the application would also need a way to temporarily save important updates when the connection is poor and at a high level, the solution would support:

Inventory recording and updating.
Inventory quantity adjustments following distribution.
Expiration-date tracking.
Priority identification for items approaching expiration.
User authentication and role-based access.
Inventory search and filtering.
Alerts or notifications for approaching expiration dates.
Weekly and monthly inventory/reporting capabilities.
Reliable operation during intermittent internet connectivity.
Synchronization of locally captured changes when connectivity is restored.

Detailed system architecture and technology implementation decisions will be determined during the solution-design stage.

3. Technology Feasibility

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StockSync local foundation
https://stocksync-delta-beige.vercel.app

Developer: Samual Adejunju

StockSync Local Foundation

To Test

Role: Food Bank Staff
frankflora835@gmail.com
Password: #Admin12#

Live website below

Impact of the SDLC Experience Workshop

QA Tester

Machelle Thompson

I gained a deeper knowledge and understanding of SDLC, how each role plays a significant part in SDLC, and tools that can be and are used during SDLC.