SE423 Software Project Management
Fursah
National Employment & Skill Matching Platform
“Fursah” means chance — a fair chance for everyone in Saudi Arabia to find work that fits their skills.
- Shoug Fawaz Abdullah Alomran
- Rose Saeed Rakan Al Rakan
- Yara Faris Faihan Albugami
- Hatoon Abdullah
Instructor: Ms. Alhanouf Almutairi
Section 1480
Agenda
Where we are in the project
Overview, Organization & Scope
Problem, goals, stakeholders, team & org structure, scope and acceptance criteria.
Methodology, Risks & Decision
Scrum, XP, Waterfall and Incremental compared; risk register; final choice.
Estimation & Scheduling
WBS, estimates and the delivery schedule.
Stakeholders, Communication & Metrics
Stakeholder management, communication plan and project metrics.
Artifact 1
Overview, Organizational
Structure & Scope
Problem & Opportunity
Employment efforts are scattered — skills aren’t matched to jobs
The problem
National employment efforts are spread across different platforms, causing confusion. Manual procedures make finding suitable candidates hard, and current methods don’t accurately show whether a person’s skills fit the job.
The opportunity
A digital platform can reach people across the nation — including people with disabilities — and match them to jobs within their skill set, supporting the Labor Market Strategy and Human Capability Development Program.
Unemployment target by 2030 (Vision 2030)
Female unemployment in 2025, falling with participation
Target employment of people with disabilities by 2030
Goals & Benefits
What Fursah sets out to do
One national platform
A unified employment and skill matching platform that refines how employers and applicants connect, replacing traditional job searching.
Skill-based matching
Propose opportunities from users’ skills and experience; help employers find applicants who meet their requirements.
Close skill gaps
Recommend learning programs based on qualifications and interests so users can spot and close gaps in their skills.
Faster, better hiring
Less time and effort to find matches, a stronger recruitment process, and better career opportunities.
Initial Stakeholders
Seven stakeholder groups, led by HRSD
| Stakeholder | Type | Stake |
|---|---|---|
| HRSD (Ministry) | Internal – Sponsor | Sponsors and oversees the project to support employment and reduce skill mismatch. |
| Job Seekers | External | Create profiles, discover opportunities, apply and track applications. |
| Students | External | Explore careers and opportunities aligned with their skills. |
| Employers (Large & SMEs) | External | Publish jobs, manage applications, screen candidates, schedule interviews. |
| Universities & Training | External | Provide education and training for labor-market skills. |
| Technology Firms | External | Provide technical expertise and implementation support. |
| Government Agencies | External | Provide services or data integrated in later phases. |
Team & Organizational Structure
A creative team inside a matrix organization
Team: creativity objective
Fursah is a new concept needing quick adaptation and out-of-the-box ideas. The team tolerates ambiguity and iteration, experiments, and shares ideas and risks.
Organization: matrix
Rapid response to market change (project structure) with loyalty to the firm (functional structure); coordinates shared, limited resources.
| VPProduct & Design | VPEngineering | VPPolicy & Strategy | |
|---|---|---|---|
| VP of ProjectsFursah Project | UX/UI Lead · Product Owner | Technical Lead · Data Scientists | Labor Experts · Compliance |
Staff report to both their functional VP and the VP of Projects.
Detailed Scope
Delivered in three phases
Core Matching Engine & Basic Portals
- Job Seeker Portal — profiles, resumes, browse, apply, track
- Smart Matching Engine — NLP analysis of profiles and job descriptions
- Employer Portal — postings, requirements, review & screen
Career Guidance, Training & Expansion
- Career Guidance & Training — skill-gap analysis and course suggestions
- Analytics Dashboard — labor-market trends for HRSD
- Professional Networking — connections, insights, forums
National Rollout & Gov. Integration
- Government Service Integration — authorized data exchange
- National Rollout — nationwide, more industries, awareness campaigns, Arabic & English
Out of Scope · Assumptions · Constraints
Where Fursah stops, and what it depends on
Out of scope
- Delivering training courses
- Payroll processing
- Background checks
- Final hiring decisions
- Employment contracts
Assumptions
- Agencies authorize and provide integration interfaces
- Users provide accurate, complete information
- Partners cooperate throughout the project
- Suitable external training exists to recommend
Constraints
- Arabic and English support
- Saudi data-protection compliance
- Hosting within Saudi Arabia
- Phased rollout, not all at once
- Integrations depend on agency readiness
Phase Deliverables & Acceptance Criteria
How we’ll know each phase is done
| Deliverable | Accepted when… |
|---|---|
| Job Seeker Portal | Users manage profiles and skills, search jobs, apply and track status. |
| Smart Matching Engine | Recommends jobs to seekers and candidates to employers based on skills and requirements. |
| Employer Portal | Employers post jobs, review and screen applicants, track hiring and schedule interviews. |
| Career Guidance & Training | Users get career recommendations, see skill gaps and matching courses. |
| Analytics Dashboard | Authorized Ministry users see labor-market trends and skill gaps for policy decisions. |
| Professional Networking | Users connect, share career insights and join industry forums. |
| Gov. Integration & Rollout | Authorized data exchange works; available nationwide, bilingual, with awareness campaigns. |
Artifact 2
Methodology Analysis,
Risks & Decision
Methodology Analysis
Four methodologies, two families
Scrum Agile
Daily communication, adaptable plans, rapid feedback and retrospectives
Focus on finishing work
Assumes ideal communicators; risk of burnout
Replacing members disrupts schedule
XP Agile
TDD and continuous integration catch defects early
Pair programming spreads knowledge
Demands strong technical discipline
Pairing clashes with matrix assignments
Waterfall Plan-driven
Documented requirements for PDPL and HRSD approval
Fixed cost and schedule; phase gates
Poor at handling change
Nothing usable until the end
Incremental Plan-driven
Core value early; matching engine risk tackled first
Ministry gate review per increment
Requirements locked early
Integration work grows each increment
Fit with Team, Organization & Stakeholders
Only the adaptive methods suit a creative, matrix team
| Method | Creative team | Matrix organization | Stakeholders |
|---|---|---|---|
| Scrum | Direct match — built for iteration and change | Built for quick response, like the matrix | Sprint reviews and backlog input via the Product Owner |
| XP | Supports experimenting with CV parsing and matching | CI and shared code help; pairing is hard with competing work | Frequent feedback, but needs timely participation |
| Waterfall | Designs must be final before ideas are tested | Partially — fixed phases aid planning but slow response | Good for HRSD approvals; users give feedback only at the end |
| Incremental | Better than Waterfall, less flexible than Agile | Clear staffing per increment; change control slows response | Predictable milestones; users shape later increments |
Selected Process Methodology
We chose Scrum
New, evolving product
Fursah involves risk-taking, experimentation and iteration — Scrum is built for that.
No predictive methods
Requirements aren’t well defined at the start, ruling out Waterfall and Incremental.
Scrum over XP
Responds quickly to customer needs, makes change easy, and copes with an unstable scope.
Risk Register
16 risks — four per methodology
4 Extreme · exposure 16–25
11 High · exposure 10–15
1 Medium · exposure 5–9
Probability and impact scored 1–5 (rows: probability; columns: impact). Exposure = probability × impact.
S Scrum · X XP · W Waterfall · I Incremental
Risks of the Chosen Methodology
How we’ll manage Scrum’s risks
| Risk | Exposure | Response |
|---|---|---|
| S3 · Over budget & time | 16 | Plan sprints to the team’s real capacity; track the sprint burndown chart daily. |
| S1 · Scope creep | 12 | Set a sprint goal; new mid-sprint requests go to the product backlog. |
| S4 · Developer burnout | 12 | Plan by historical velocity; move unfinished work to the backlog without penalty; listen to the team. |
| S2 · Unfamiliar with Scrum | 9 | Introductory Scrum training before the switch; hold staff accountable to the process. |
Full register, including XP, Waterfall and Incremental risks, is on the project website.
Next up · Artifact 3
Thank you
Questions? Next, we’ll estimate and schedule the Scrum delivery of Fursah.
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