Difference between revisions of "IS480 Team wiki: 2012T2 box.us Project Management"
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Revision as of 19:03, 19 February 2013
|HOME||PROJECT OVERVIEW||PROJECT MANAGEMENT||DOCUMENTATION|
Project Gantt Chart(For Empact)
- Project Schedule on Google Docs
- Project Schedule Version 3.1
- Project Schedule Version 3
- Project Schedule Version 2
- Project Schedule Version 1
The iteration reports covers the bug ratios and schedule ratios for each iteration.
- Iteration 0 Schedule Ratio: Iteration Report
- Iteration 1 Schedule Ratio: Iteration Report
- Iteration 2 Schedule Ratio: Iteration Report
- Iteration 3 Schedule Ratio(Acceptance): Iteration Report @ Acceptance
- Iteration 4 Schedule Ratio: Iteration Report
- Iteration 5 Schedule Ratio: Iteration Report
- Iteration 6 Schedule Ratio: Iteration Report
- Iteration 7 Schedule Ratio: Iteration Report
- Iteration 8 Schedule Ratio: Iteration Report
- Iteration 9 Schedule Ratio: Iteration Report
- To ensure that all project tasks are completed on time and milestones are met.
Schedule Ratio = Actual Duration / Planned Duration
|< 0.8||Team is ahead of schedule||Proceed to embark on the next task if possible|
|0.8 - 1.2||Within healthy schedule range||No actions required for ratio below 1. |
Keep close monitor on tasks that have a ratio of more than one.
Project Manager to review schedule to see which tasks have gone over time. If necessary, review time estimations for tasks in the next iteration.
|> 1.2||Team is behind schedule||Team is behind schedule. Project Manager identifies root cause of the delay. Project Manager would increase the velocity of the team in the upcoming iteration to complete the tasks on time.|
Schedule Metrics are captured within the Iteration Reports. Look above for the Iteration Reports.
- To minimize the number of bugs that surface during the duration of a sprint and thus ensuring the quality of the application.
- A bug is defined as errors in code that causes system to behave differently from expected.
Bug Score = (1 X Total No. of Low Severity) + (2 X Total No. of Medium Severity Bug) + (10 X Total No. of High Severity Bug)
|Severity Score||Severity Level||Description|
|1||LOW||System is able to function as per normal. Minor issues in expected output or user interface alignment|
|2||MEDIUM||System is able to function but with runtime errors. Some non-critical functionalities may not work as expected|
|10||HIGH||System has some compilation error and unable to run or unusable for a period of time. Core functionalities may be affected|
|Bug Score||Action Plan|
|6 and below||Developers resolve issues within the iteration|
|7 - 9||Schedule debugging in the buffer of the iteration.|
|10 and above||Priority goes to resolving bug. Project Manager reallocates task for debugging team to focus on debugging.|
Resources for Bug Metrics
There are few sources of change for the project itself. Depending on the initiator of the project change, change control processes would have to be taken into consideration.
TYPES OF CHANGE
Requirement changes are modifications, additions, deletions of requirements stated in the latest version of requirements documentation. In this case, sponsor and supervisor would be noted. Response from supervisor and sponsor would be sought before decision is sealed.
System Design Change
System changes are modification, additions, deletions to the system architecture and detail system design as stated in the latest versions of system architectural documentations and technical infrastructure documentations. Depending on severity, response from supervisor might be sought before decision is sealed.
Business Process Change
Business Process changes are modifications, additions, deletions to the existing business processes as stated in the latest versions of process analysis documentation.
Following the feedback given by our supervisor, we have come up with the revised change process:
- Change initiated by external party
- Project Manager informed of change
- Project Manager makes decision of change and decides if team meeting is needed
- Project Manager informs team supervisor and sponsor(only if necessary)
- If team meeting is needed, meeting is scheduled, else team would be informed of change once decision made
- Change would be analyzed and decision reached by team to make it known.
- Change decision is being made known to supervisor
- Change implemented and decision is made known to team, supervisor and sponsor(if necessary)
DOCUMENTING BIG CHANGES
Changes that are formalized and agreed upon by team, and stakeholders if necessary, would be recorded in the respective documentation by Project Manager/Deputy Project Manager. Followup actions of changes made to project and team would be tracked by the Deputy Project Manager.
Check out our Change Log:
Check out how the Change Log was used:
DOCUMENTING ISSUES RAISED
Issues consists of items that are small changes that do not significantly impact the project schedule or project scope. Our team adopts an issue list in order to keep track of outstanding issues.
Check out our Issue Log:
- Change Management Briefing Slides
- Change Management Confirmation Template
- Change Management Form (Team Use Only)
Our team's risk management approach is in constant monitoring and reviewing risk at the start and end of each milestone.
Our Top 3 Risks
|Priority||Type||Risk||Consequence||Likelihood||Impact Level||Risk Assessment Level||Mitigation Strategy|
Server is unable to cope with the capacity of the users
Small issues that are raised during the meeting get lost track as we go along in the iterations
Difference in understanding of terminologies and terms used in describing the business process (e.g. task, questions, assignments)
Confusion over terms that may lead to the wrong picture being conveyed between client and team
Risk Management Plan Resources
Check our our Risk Management Plans for more information:
- Risk Management(Google Docs)
- Risk Management Plan v1.0
- Risk Management Plan v2.0
- Risk Management Plan v3.0
- Risk Management Plan v4.0
- Risk Management Plan v5.0
- Risk Management Plan v6.0
Team Box.us would be responsible for the deployment of the system onto the client's servers and to ensure that the application is able to function smoothly and integrate into their current workflow processes.
Box.us was tasked to do an urgent migration for Empact because their servers were going to expire. After considering our scope, we decided that it would be possible to continue on with doing the migration for Empact. Our team decided to move forward with the server migration for the following reasons:
- Did not affect the current schedule much
- Had previously done research on the list of possible hosts for Empact
- Gives the team greater control over the development environment
- Ensures Empact's business continuity
Resources for Server Migration
- Scheduled Dates for Server Migration
- Instructions for using FTP in EATJ Server
- Technical Specifications for Empact Website
- Signup Instructions for Empact