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Difference between revisions of "IS480 Team wiki: 2012T2 box.us Project Management"

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Revision as of 22:07, 22 October 2012


Teamphotowiki.jpg

Home Stakeholders Project Overview Project Management Documentation Learning Outcomes Useful Links

Team Box.us is a project team that consists of 6 individuals with varying (and complementing skillsets). The team set out with the following beliefs to achieve at the end of the project:

  • Create value for organizations - Value could be business value and also social value to our sponsors.
  • Sustainable implementations - Our team believes in having projects that would be sustainable and be able to bring value to the organizations in a long run
  • Team Learning - Our team believes in learning during the entire development process so that the experience would be enriching for the organization, the team and the individuals invovled.


Project Scope.jpg


CONCEPTUALIZATION (07/10/2012 - 27/10/2012)

Conceptualization.jpg


DEVELOPMENT (28/10/2012 - 17/02/2013)

Development.jpg


DEPLOYMENT (18/02/2013 - 31/03/2013)

Deployment Process Boxus.jpg

Although we are developing on two platforms (web and mobile app), we would be running both developments in parallel, so as to identify blindspots in terms of development that could arise due to our lack of experience in development on iOS platforms.

Milestone Description Date Features(Web) Features(Mobile)
> 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 above 1.
Keep close monitor on tasks that have a ratio of less than one.
< 1.2 Team is behind schedule Team is behind schedule. Project Manager identifies root cause and allocate more time to complete tasks in the next iteration.

MILESTONES LIST

  • Project Initiation Completed - 07/10/2012
  • Requirements Gathering Completed - 21/10/2012
  • Acceptance Reached - 05/11/2012
    • Manage Account
    • Manage Profile
  • Prototype Completed - 24/11/2012
    • Manage Questions
  • Post Tasks Completed - 02/12/2012
    • Manage Tasks
    • Matching Mechanism is being tackled here
  • Notifications Completed - 16/12/2012
    • Manage Messages
  • System Admin Completed - 30/12/2012
    • Manage System
  • Search Completed - 13/01/2013
    • Manage Search
  • Volunteer Activity Records Completed- 20/01/2013
    • Manage Records
  • User Feedback - 27/01/2013
  • Feedback Improvements Completed - 10/2/2013
  • User Acceptance Test - 17/2/2013
  • Post Mid Term Feedback Completed - 17/3/2013
  • Handover Completed - 31/3/2013
  • Poster Day Completed

LINKS

Project Schedule on Google Docs

OBJECTIVE

  • To ensure that all project tasks are completed on time and milestones are met.
CALCULATION:

Schedule Ratio = Actual Time / Planned Time

Schedule Ratio Description Response
> 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 above 1.
Keep close monitor on tasks that have a ratio of less than one.
< 1.2 Team is behind schedule Team is behind schedule. Project Manager identifies root cause and allocate more time to complete tasks in the next iteration.


OBJECTIVE

  • 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.


CALCULATION:

Bug Score = (2 X Total No. of Low Severity) + (4 X Total No. of Medium Severity Bug) + (8 X Total No. of High Severity Bug)


Severity Score Severity Level Description
2 LOW Errors that lies with user interface. Features can still work, but not as what is expected.
4 MEDIUM Errors that prevent an entire feature from working
10 HIGH Errors that prevent more than 1 feature from working
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.

Sponsor Sourcing

Before everything, we have to find a sponsor. Learning from our past experiences, the team has developed a guideline for sourcing the sponsor. The guidelines are as such:

  • The Motivation: What is the need?
  • The Idea: In short, what is the idea about?
  • The Solution: How would the idea help to solve the need
  • The Scope: What is the focus of the project? The differentiating factor? The X-Factor of the project?
  • The Implementation: Do we have the technical ability to deal with the project?

At the end of this iteration, the team would have a clear idea of what the scope of the project is about and the high-level steps of what needs to be done to get there.


Agile Development

It's all about agility. Our team aims to mimic as close as possible to real-world software engineering experiences. As such, our team has decided to adopt the Agile Development Process that is flexible and meaningful for the entire team. Our iterations are planned as such:


Iteration 0 : Project Initiation

This is a time for our team to learn as much as possible in the following areas:

  • Project Plan - How are we going to get to the end?
  • Technical Walkthrough - What are the tools, knowledge, help and expertise that are available?
  • Business Value - What value do we bring?
  • Justifications - What would help to solidify our reasons for the project?
  • Team Bonding! - All work, no play, and you would hate your FYP. This is a time for the team to go through the initiation and storming phase, where we be honest about our doubts and fears and limitations and also strengths and confidence in the project.

At the end of this phase, the team would have established its project plan, roles and responsibilities and the baseline project schedule. The project manager would then send an update email to the supervisor, to the client and update the wiki.


MILESTONE 2: SYSTEM CONCEPTION COMPLETED

Iteration 1 : Gather Requirements

The focus of iteration 1 is to commence on requirements gathering. The requirements gathering phase is the most important phase because it is where we establish the baseline from which all communications would stem from and also it is the first time that all the different parties get to synergize and work with one another. During this phase, the team seeks to answer the following questions:

  • What is the scope of the project?
  • Who are the target audience?
  • What are the use cases?
  • What are the functionalities that needs to be done?
  • What are the non-functional requirements that we need to adhere to?
  • How does the client want the user interface to look like?
  • How are we going to handover the project?

At the end of this phase, the team would have established its use case scenarios, user storyboards and functionality list. This would all be placed into a requirements document. The project manager would then arrange for a meeting with client to clarify the use case scenarios, the user storyboards and the functionality requirements. The supervisor would be updated on the outcome of the meeting.

Should there be any major changes to the requirements, rectifications would be made. Depending on the scope of the project, the team might increase the no. of iterations of requirement studies needed.


Iteration 2 : System Design

MILESTONE 3: PROTOTYPE COMPLETED

MILESTONE 4 : POST TASKS COMPLETED

MILESTONE 5: NOTIFICATIONS COMPLETED

MILESTONE 6: SYSTEM ADMIN COMPLETED

MILESTONE 7: SEARCH COMPLETED

MILESTONE 8: VOLUNTEER ACTIVITY RECORDS COMPLETED

MILESTONE 9: USER FEEDBACK COMPLETED

MILESTONE 10: FEEDBACK IMPROVEMENT COMPLETED

MILESTONE 11: POST MID-TERM FEEDBACK COMPLETED

MILESTONE 12: HANDOVER COMPELETED

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.


SOURCES OF CHANGE

External Change

External changes are changes in requirements that are raised by a party that is outside the project team. They can be triggered by course supervisor, client, any other project stakeholders or external circumstances. Such changes are usually made known to the team via any team member, the project manager or indirectly via external sources. In this case, team, supervisor and sponsor would be informed. Respond from supervisor would be sought before decision is sealed.

Internal Change

Internal change are self-contained changes raised within the project team. It is usually raised by team members and would cover areas concerning team processes and source code management issues. The nature of such changes would usually mean potential changes in the team’s processes. In this case, only supervisor would be informed.



TYPES OF CHANGE

Requirement 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.

Team Process Change

Team Process changes are modifications, additions, deletions to the existing team processes as stated in the latest versions of project management plan and software configuration management plan. In this case, supervisor. Supervisor would be informed.



CHANGE PROCESS

Following the feedback given by our supervisor, we have come up with the revised change process:

  1. Change initiated by external party
  2. Project Manager informed of change
  3. Project Manager makes decision of change and decides if team meeting is needed
  4. Project Manager informs team supervisor and sponsor(only if necessary)
  5. If team meeting is needed, meeting is scheduled, else team would be informed of change once decision made
  6. Change decision is being made known to supervisor
  7. Change implemented and decision is made known to team, supervisor and sponsor(if necessary)


DOCUMENTING CHANGE

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 or Business Analyst. Followup actions of changes made to project and team would be tracked by the Deputy Project Manager.

Our team's risk management plan is centered around early detection.

Risk matrix.gif