Useful Android Intents

Useful Android Intent List

1. Google Maps - get directions between two points

Uri uri = Uri.parse("http://maps.google.com/maps?f=d&saddr=0,0&daddr=10,10"));
Intent intent = new Intent(Intent.ACTION_VIEW, uri);
intent.setComponent(new ComponentName("com.google.android.apps.maps", "com.google.android.maps.MapsActivity"));
startActivity(intent);

2. Google Maps - show map

Uri uri = Uri.parse("geo:11.899533,-77.036476");
Intent it = new Intent(Intent.Action_VIEW, uri);
startActivity(it);

3. Call

Uri uri = Uri.parse("tel:xxxxxx");
Intent it = new Intent(Intent.ACTION_DIAL, uri);  
startActivity(it); 

OR

with permission 

Uri uri = Uri.parse("tel.xxxxxx");
Intent it = new Intent(Intent.ACTION_CALL,uri);

4. SMS/MMS

Uri uri = Uri.parse("smsto:0800000123");   
Intent it = new Intent(Intent.ACTION_SENDTO, uri);   
it.putExtra("sms_body", "The SMS text");   
startActivity(it); 

Uri uri = Uri.parse("content://media/external/images/media/23");   
Intent it = new Intent(Intent.ACTION_SEND);   
it.putExtra("sms_body", "some text");   
it.putExtra(Intent.EXTRA_STREAM, uri);   
it.setType("image/png");   
startActivity(it);

5. Email

Uri uri = Uri.parse("mailto:xxx@abc.com");
Intent it = new Intent(Intent.ACTION_SENDTO, uri);
startActivity(it);


Intent it = new Intent(Intent.ACTION_SEND);   
it.putExtra(Intent.EXTRA_EMAIL, "me@abc.com");   
it.putExtra(Intent.EXTRA_TEXT, "The email body text");   
it.setType("text/plain");   
startActivity(Intent.createChooser(it, "Choose Email Client")); 


Intent it = new Intent(Intent.ACTION_SEND);     
String[] tos = {"me@abc.com"};     
String[] ccs = {"you@abc.com"};     
it.putExtra(Intent.EXTRA_EMAIL, tos);     
it.putExtra(Intent.EXTRA_CC, ccs);     
it.putExtra(Intent.EXTRA_TEXT, "The email body text");     
it.putExtra(Intent.EXTRA_SUBJECT, "The email subject text");     
it.setType("message/rfc822");     
startActivity(Intent.createChooser(it, "Choose Email Client"));  


// Adding extra
Intent it = new Intent(Intent.ACTION_SEND);   
it.putExtra(Intent.EXTRA_SUBJECT, "The email subject text");   
it.putExtra(Intent.EXTRA_STREAM, "file:///sdcard/mysong.mp3");   
sendIntent.setType("audio/mp3");   
startActivity(Intent.createChooser(it, "Choose Email Client"));

6. Play Music

Intent it = new Intent(Intent.ACTION_VIEW);
Uri uri = Uri.parse("file:///sdcard/song.mp3");
it.setDataAndType(uri, "audio/mp3");
startActivity(it);


Uri uri = Uri.withAppendedPath(
MediaStore.Audio.Media.INTERNAL_CONTENT_URI, "1");   
Intent it = new Intent(Intent.ACTION_VIEW, uri);   
startActivity(it); 

7. Uninstall apk

Uri uri = Uri.fromParts("package", PackageName, null);   
Intent it = new Intent(Intent.ACTION_DELETE, uri);   
startActivity(it);

8. Search application in Google Play Store

Uri uri = Uri.parse("market://search?q=pname:pkg_name");  
Intent it = new Intent(Intent.ACTION_VIEW, uri);  
startActivity(it);  

9. Google Search

Intent intent = new Intent();
intent.setAction(Intent.ACTION_WEB_SEARCH);
intent.putExtra(SearchManager.QUERY,"searchString")
startActivity(intent);

5. Project Scope Management (2)

5.2 Collect Requirements
Collect Requirements is the process of determining, documenting, and managing stakeholder needs and requirements to meet project objectives.

The project success directly influenced by active stakeholder involvement in the discovery and decomposition of needs into requirements and by the care taken in determining, documenting, and managing the requirements of the product, service or results of the project. Requirements include conditions or capabilities that are to be met by the project or present in the product, service or result to satisfy an agreement or other formally imposed specification. Requirements become the foundation of the WBS, cost, schedule, quality planning and sometimes procurement are all based upon these requirements. The development of requirements begins with an analysis of the information contained in the project charter, the stakeholder register and stakeholder management plan.

Inputs
1) Scope management plan: provides clarity as to how project teams will determine which type of requirements need to be collected for the project.

2)Requirements management plan: provides the processes that will be used throughout the Collect Requirement process to define and document the stakeholder needs.

3)Stakeholder management plan: used to understand stakeholder communication requirements and the level of stakeholder engagement in order to assess and adapt to the level of stakeholder participation in requirement activities.

4) Project charter: used to provide the high level description of the product, service, or result of the project so that detailed requirements can be developed.

Tools & Techniques
1) Interview: Talking to stakeholders directly, typically performed by asking prepared and spontaneous questions and recording the responses.

2) Focus groups: trained moderator guides the group through an interactive discussion, designed to be more conversational than a one-to-one interview.

3) Facilitated workshop: focused sessions that bring key stakeholders together to define product requirements. Workshops are considered a primary technique for quickly defining cross-functional requirements and reconciling stakeholder differences. Because of their interactive group nature, well facilitated sessions can build trust, foster relationships, and improve communication among the participants, which can lead to increased stakeholder consensus. In addition issues can be discovered earlier and resolved more quickly than in individual sessions.

Joint application development (JAD)

• used in software development industry
• focus on bringing business subject matter experts and the development team together to improve software development process

Quality function deployment (QFD)

• helps determine critical characteristics for new product development
• starts by collection customer needs, also known as Voice of the Customer (VoC)
• collected needs are then objectively sorted and prioritized

4) Group creativity techniques: group activities can be organized to identify project and product requirements.

• Brainstorming - used to generate and collect multiple ideas, not include voting or prioritization.
• Nominal group technique - enhances brainstorming with a voting process used to rank most useful ideas
• Idea/mind mapping - ideas created through brainstorming are consolidated in a single map to reflect commonality and differences
• Affinity diagram - large numbers of ideas to be classified into groups for review and analysis
• Multicriteria decision analysis - utilizes a decision matrix to provide a systematic analytical approach for establishing criteria, such as risk levels, uncertainty, and valuation, to evaluate and rank many ideas

5) Group decision making techniques: can be used to generate, classify and prioritize product requirements

• Unanimity - everyone agrees on a single course of action, one way to reach unanimity is the Delphi technique.
• Majority - more than 50%
• Plurality - largest block in a group decides, even if a majority is not achieved
• Dictatorship - one individual makes the decision

** Delphi technique: 

The experts answer questionnaires in two or more rounds. After each round, a facilitator provides an anonymous summary of the experts’ forecasts from the previous round as well as the reasons they provided for their judgments. Thus, experts are encouraged to revise their earlier answers in light of the replies of other members of their panel. It is believed that during this process the range of the answers will decrease and the group will converge towards the "correct" answer. Finally, the process is stopped after a pre-defined stop criterion.

(keywords: experts, questionnaire, anonymous) 

6) Questionnaires and surveys: written set of questions designed to quickly accumulate information from large number of respondents, appropriate with varied audiences, when respondents are geographically dispersed and where statistical analysis is appropriate.

8) Prototypes: obtains early feedback on requirements by providing a working model of the expected product before actually building it. allows stakeholders to experiment with a model of the final product rather than being limited to discussing abstract representations of their requirements.


Outputs
1) Requirements documentation: describes how individual requirements meet the business need for the project. Requirements may start out at a high level and become progressively more detailed as more about the requirements is known.

2) Requirements traceability matrix: a grid that links product requirements from their origin to the deliverables that satisfy them. The implementation of a requirements traceability matrix helps ensure that each requirement adds business value by linking it to the business and project objectives. It provides a meas to track requirements throughout the project life cycle, helping to ensure that requirements approved in the requirements documentation are delivered at the end of the project. Finally it provides a structure for managing changes to the product scope.

Tracing includes Business needs, goals, objectives, project scope/WBS deliverables, etc.

5. Project Scope Management (1)

Project Scope management includes the processes required to ensure that the project includes all the work required, and only the work required, to complete the project successfully. Managing the project scope is primarily concerned with defining and controlling what is and is not included in the project.

In the project context, the term scope can refer to:

• Product scope: the features and functions that characterize a product, service or result
• Project scope: the work performed to deliver a product, service, or result with the specified features and functions. The term project scope is sometimes viewed as including product scope.

The scope baseline for the project is the approved version of the project scope statement, work breakdown structure (WBS), and its associated WBS dictionary. A baseline can be changed only through formal change control procedures and is used as a basis for comparison while performing Validate Scope and Control Scope processes as well as other controlling processes.

Completion of the project scope is measured against the Project management plan. Completion of the product scope is measured against the product requirements. The project scope management processes need to be well integrated with the other knowledge area processes, so that the work of the project will result in delivery of the specified product scope.

5.1 Plan Scope Management

Plan Scope Management is the process of creating a scope management plan that documents how the project scope will be defined, validated, and controlled.

The scope management plan is a component of the project or program management plan that describes how the scope will be defined, developed, monitored, controlled, and verified. The development of the scope management plan and the detailing of the project scope begin with the analysis of information contained in the project charter, the latest approved subsidiary plans of the project management plan, historical information contained in the organizational process assets, and any other relevant enterprise environment factors. This plan helps reduce the risk of project scope creep.

Inputs

1) Project management plan

Approved subsidiary plans of the project management plan are used to create the scope management plan and influence the approach taken for planning scope and managing project scope.

2) Project charter

Project charter is used to provide the project context needed to plan the scope management processes. It provides the high level project description and product characteristics from the project statement of work.

Outputs

1) Scope management plan

Scope management plan describes how the scope will be defined, developed, monitored, controlled and verified. Major input into the Develop Project Management Plan process, and the other scope management processes.

2) Requirements management plan

Requirement management plan is a component of the project management plan that describes how requirements will be analyzed, documented, and managed. 

4. Project Integration Management (6)

4.6 Close Project or Phase
Close Project or Phase is the process of finalizing all activities across all of the Project management process groups to formally complete the project or phase.

When closing the project, Project Manager reviews all prior information from the previous phase closures to ensure that all project work is completed and that the project has met its objectives. Since project scope is measured against the project management plan, the project manager reviews the scope baseline to ensure completion before considering the project closed. Close Project or Phase process also establishes the procedures to investigate and document the reason for actions taken if a project is terminated before completion. In order to successfully achieve this, the project manager needs to engage all the proper stakeholders in the process.

Inputs
1) Project management plan: agreement between the project manager and project sponsor, defining what constitutes project completion

2) Accepted deliverables: include approved product specifications, delivery receipts and work performance documents, Partial or interim deliverables may also be included for phased or cancelled projects.

3) Organizational process assets: OPA that can influence the Close Project or Phase process incl.
- Project or phase closure guidelines or requirements (e.g. admin procedures, project audits etc.)
- Historical information and lessons learned knowledge base (e.g. project records and documents etc.)

Tools & Techniques
1) Expert judgement: applied when performing administrative closure activities, these exports ensure that project or phase closure is performed to the appropriate standards.

2) Analytical technique:examples of analytical techniques used in project closeout are
- Regression analysis
- Trend analysis

3) Meetings: may be face-to-face, virtual, formal or informal. Types of meetings include lessons learned, closeout, user group and review meetings.

Outputs
1) Final product, service or result transition: this output refers to the transition of the final product, service or result that the project was authorized to produce.

2) OPA updates: OPA that are updated as a result of the Close Project or Phase process include project files, closure documents and historical information

4. Project Integration Management (5)

4.5 Perform Integrated Change Control
Perform Integrated Change Control is the process of reviewing all change requests; approving changes and managing changes to deliverables, organizational process assets, project documents, and the project management plan, and communicating their disposition.

This reviews all requests for changes or modifications to project documents, deliverables, baselines or project management plan and approves or rejects the changes.

Changes may be requested by any stakeholder involved with the project. Although changes may be initiated verbally , they should be recorded in written form and entered into the change management and/or configuration management system. Change requests are subject to the process specified in the change control and configuration control system. Those change request processes may require information on estimated time impacts and estimated cost impacts.

Every documented change request needs to be either approved or rejected by a responsible individual, usually the project sponsor or project manager or change control board (CCB)

Approved change requests can require new or revised cost estimates, activity sequences, schedule dates, resource requirements, and analysis of risk response alternatives. These changes can require adjustments to the project management plan and other project documents.

Inputs
1) Project management plan: elements of the project management plan that may be used include
- Scope management plan: contains the procedures for scope changes
- Scope baseline: provides product definition
- Change management plan: provides the direction for managing the change control process

Changes are documented and updated within the project management plan as part of the change and configuration management processes.

2) Work performance reports: include resource availability, schedule and cost data, earned value management (EVM) reports, and burn up or burn down charts.

3) Change requests: all of the Monitoring and controlling processes and many of the Executing processes produce change requests as an output. May include corrective action, preventive action or defect repairs.
However corrective and preventive actions do not normally affect the project baselines.

Tools & Techniques
1) Export judgement: in addition to the project management team's expert judgement, stakeholders may be asked to provide their expertise and may be asked to sit on the change control board (CCB).

2) Meetings: in this case these meetings are usually referred to as change control meetings. When needed for the project, a change control board (CCB) is responsible for meeting and reviewing the change requests and approving, rejecting, or other disposition of those changes. The R&R of these boards are clearly defined and agreed upon by appropriate stakeholders and documented in the change management plan.

3) Chang control tools: in order to facilitate configuration and change management, manual or automated tools may be used. Tool selection should based on the needs of the project stakeholders incl. organizational and environmental considerations and constraints.

Outputs
1) Approved change requests: change requests are processed according to the change control system by the project manager, CCB or by an assigned team member. Approved change requests will be implemented through the 4.3 Direct and Manage Project Work process. The disposition of all change requests, approved or not, will be updated in the change log as part of updates to the project documents.

2) Change log: a change log is used to document changes that occur during a project. These changes and their impact to the project in terms of time, cost, and risk, are communicated to the appropriate stakeholders. Rejected change requests are also captured in the change log.

3) Project management plan updates: any subsidiary plan and baselines that are subject to the formal change control process may be updated.

4) Project documents updates: may be updated as a result of the Perform Integrated Change Control process include all documents specified as being subject to the project's formal change control process.

4. Project Integration Management (4)

4.4 Monitor and Control Project Work
Monitor and Control Project Work is the process of tracking, reviewing, and reporting the process to meet the performance objectives defined in the project management plan.

Monitor and Control Project Work process is concerned with

• comparing actual project performance against the project management plan
• assessing performance to determine whether any corrective or preventive actions are indicated, and then recommending those actions as necessary
• identifying new risks and analyzing, tracking, and monitoring existing project risks to make sure the risks are identified, their status is reported, and that appropriate risk response plans are being executed
• maintaining an accurate, timely information base concerning the project's products and their associated document through project completion
• providing information to support status reporting, progress measurement, and forecasting
• providing forecasts to update current cost and current schedule information
• monitoring implementation of approved changes as they occur
• providing appropriate reporting on project progress and status to program management when the project is part of an overall program

Inputs
1) Project management plan: monitoring and controlling project work involves looking at all aspects of the project, subsidiary plans (Scope, requirements, schedule, cost, quality, etc.) within the project management plan form the basis for controlling the project

2) Schedule forecasts: forecasts are derived from progress against the schedule baseline and computed time estimate to complete (ETC). Forecasts are typically expressed in terms of schedule variance (SV) and schedule performance index (SPI).

3) Cost forecasts: forecasts are derived from progress against the cost baseline and computed cost estimates to complete (ETC). Expressed in terms of cost variance (CV) and cost performance index (CPI). An estimate at completion (EAC) can be compared to the budget at completion (BAC) to see if the project is still within tolerance ranges or if a change request is required.

4) Validated changes: approved changes that results from the Perform Integrated Change Control process require validation to ensure that the change was appropriately implemented. A validated change provides the necessary data to confirm that the change was appropriately executed.

5) Work Performance Information: performance data collected from various controlling processes, analyzed in context, and integrated based on relationships across areas. Work performance information (e.g. status of deliverables, implementation status for change requests, forecasts) is circulated through communication processes.

Tools and Techniques
2) Analytical techniques: applied in project management to forecast potential outcomes based on possible variations of project or environmental variables and their relationships with other variables.
- Regression analysis
- Grouping methods
- Causal/Root cause analysis
- Forecasting methods (e.g. time series, scenario building, simulation)
- Failure mode and effect analysis (FMEA)
- Fault tree analysis (FTA)
- Reserve/Trend/Variance analysis
- Earned value management (EVM)

Outputs
1) Change requests: as a result of comparing planned results to actual results, change requests may be issued to expand, adjust, or reduce project scope, product scope, or quality requirements and schedule or cost baselines. Change requests may necessitate the collection and documentation of new requirements. Changes can impact the project management plan, project documents or product deliverables. Changes that meet the project's change control criteria should go through the integrated change control process established for the project. Changes may include corrective, preventive actions and defect repair.

2) Work performance reports: physical or electronic representation of work performance information compiled in project documents, intended to generate decisions, actions, or awareness.

3) Project management plan updates: changes identified during the Monitor and control project work process may affect the overall project management plan. These changes, after being processed through the appropriate change control process can lead to project management plan updates.

4) Project documents updates: documents such as schedule and cost forecasts, work performance report, issue log, may be updated.

4. Project Integration Management (3)

4.3 Direct and Manage Project Work
Direct and Manage Project Work is the process of leading and performing the work defined in the project management plan and implementing approved changes to achieve the project's objectives.

Direct and Manage Project Work activities:

• perform activities to accomplish project objectives
• create project deliverables to meet the planned project work
• obtain, manage, and use resources incl. materials, tools, equipment, and facilities
• implement the planned methods and standards
• generate work performance data, such as cost, schedule, technical and quality progress, and status to facilitate forecasting
• issue change requests and implement approved changes into the project's scope, plans, and environment
• manage risks and implement risk response activities
• manage sellers & suppliers and stakeholders & their engagement
• collect and document lessons learned and implement approved process improvement activities

Direct and Manage Project Work process also requires review of the impact of all project changes and the implementation of approved changes:

• corrective action: realigns the performance of the project work with the project management plan
• preventive action: ensures the future performance of the project work is aligned with plan 
• defect repair: modify a nonconforming product or product component

Inputs
1) Project management plan: contains subsidiary plans,
- Scope management plan
- Requirements management plan
- Schedule management plan
- Cost management plan
- Stakeholder management plan

2) Approved change requests: outputs of the 4.5 Perform Integrated Change Control Process incl. those requests reviewed & approved by CCB (Change Control Board)
The approved change may be a corrective/preventive/defect repair, it can also modify project management plan or project documents.

Tools & Techniques
2) Project management Information System: part of EEF and provides tools such as a scheduling tools, configuration management system or information collection and distribution system.

Outputs
1) Deliverables: any unique and verifiable product, result. Typically tangible components completed to meet the project objectives and can include elements of the project management plan.

**Flow of deliverable
Defined Deliverable >> Approved Deliverable >> Verified Deliverable >> Accepted Deliverable
(4.2 Project management plan) >> (4.3 Direct and Manage Project Work) >> (8.3 Quality Control) >> (5.5 Verify Scope) >> (4.6 Close Project or Phase)

2) Work Performance Data: raw observation and measurements identified during activities.
data is gathered through work execution and passed to the controlling processes for further analysis
e.g. work completed, key performance indicators, performance measures, start/finish dates of activities etc.

3) Change Requests: formal proposal to modify any document, deliverable or baseline
- corrective action
- preventive action
- defect repair
- updates: changes to formally controlled project documents, plans etc., to reflect modified or additional ideas or content