Difference between revisions of "IS480 Team wiki: 2014T1 Chocolicious Proj Management"
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<!--[[File:ScheduleChoco.png|1000px]]--> | <!--[[File:ScheduleChoco.png|1000px]]--> | ||
− | [[File:ChocoMVPTimeline.jpg| | + | [[File:ChocoMVPTimeline.jpg|1100px]] |
<br/> | <br/> | ||
<p> | <p> | ||
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<b>Coding Tasks</b><br> | <b>Coding Tasks</b><br> | ||
+ | Our client has requested for e-Payments to be removed.<br/> | ||
<ul> | <ul> | ||
<li>Refine UI and develop UI for relevant functions</li> | <li>Refine UI and develop UI for relevant functions</li> | ||
− | <li>Code for | + | <li>Code for Batch Reconciliation</> |
− | <li>Code for | + | <li>Code for AGM Calculator</li> |
− | <li>Code for | + | <li>Code for Claims Tracker</li> |
</ul> | </ul> | ||
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− | | | + | |E-receipt<br/> |
<font color="red">Vendor recommendation</font><br/> | <font color="red">Vendor recommendation</font><br/> | ||
− | <font color="red"> | + | <font color="red">Batch Reconciliation</font><br/> |
+ | <font color="red">Claims Tracker</font><br/> | ||
+ | <font color="red">AGM Calculator</font> | ||
|} | |} | ||
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− | |E-receipt | + | |E-receipt<br/> |
− | + | Vendor recommendation<br/> | |
− | + | Batch Reconciliation<br/> | |
+ | Claims Tracker<br/> | ||
+ | AGM Calculator | ||
|} | |} | ||
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<li>Debugging</li> | <li>Debugging</li> | ||
</ul> | </ul> | ||
− | + | ||
− | |||
− | |||
− | |||
− | |||
<b>Documentation</b><br> | <b>Documentation</b><br> | ||
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− | |E-receipt | + | |E-receipt<br/> |
− | + | Vendor recommendation<br/> | |
− | + | Batch Reconciliation<br/> | |
+ | Claims Tracker<br/> | ||
+ | AGM Calculator | ||
|} | |} | ||
− | | | + | | |
|<center>7 Nov 2014</center> | |<center>7 Nov 2014</center> | ||
|<center>20 Nov 2014</center> | |<center>20 Nov 2014</center> | ||
Line 1,017: | Line 1,020: | ||
− | |E-receipt | + | |E-receipt<br/> |
− | + | Vendor recommendation<br/> | |
− | + | Batch Reconciliation<br/> | |
+ | Claims Tracker<br/> | ||
+ | AGM Calculator | ||
|} | |} | ||
− | | <center>Final Rollout<br><b>1 Dec 2014</b></center><br/><center>Final Presentation<br><b> | + | | <center>Final Rollout<br><b>1 Dec 2014</b></center><br/><center>Final Presentation<br><b>25 Nov 2014</b><br>Poster Day<br><b>3 Dec 2014</b></center> |
|<center>21 Nov 2014</center> | |<center>21 Nov 2014</center> | ||
|<center>3 Dec 2014</center> | |<center>3 Dec 2014</center> | ||
Line 1,251: | Line 1,256: | ||
|We have discussed with our client, and come to this arrangement with our client: | |We have discussed with our client, and come to this arrangement with our client: | ||
<ul> | <ul> | ||
− | <li> | + | <li>Contract for 1 team member to maintain system for 1 year</li> |
<li>On the job training for people to maintain the system for subsequent years</li> | <li>On the job training for people to maintain the system for subsequent years</li> | ||
</ul> | </ul> | ||
|} | |} | ||
+ | ==Client Relationship== | ||
+ | Aside from the regular client meetings, The team decided to take another step in helping to value add to our client's project and plans. One of the main aim of this project is for its implementation to come to fruition as this is already the third time this project was proposed to SMU IS480. Our team hopes to help pave the way for implementation by: | ||
+ | <ol> | ||
+ | <li>Helping users cope, adapt and learn the new system to help ease the learning. Having been equipped with better knowledge through guidance, we hope the users will be more keen on using the system.</li> | ||
+ | <li>Ensuring there is maintenance for at least a year, and hence, a form of continuity in the project. In preparation for handing over, the set-up guides and technical documents would come in handy.</li> | ||
+ | </ol> | ||
+ | To ensure users have a smooth learning, the team has arranged for trainings with SMUSA as well. On 7th November, Team Chocolicious organized a training session to help new CBd Finance Secretaries familiarize with the system in preparation for budgeting. There will also be another training for all student leaders in the coming SMU Leadership Symposium. | ||
+ | |||
+ | To aid students in learning at their own pace, the team has also come up with online video tutorials embedded in the system. Since the system went live on 7th November till today, the team has been providing steady support for users in case of any doubts or help. To ensure maintenance for at least a year after FYP, SMUSA will be paying one of the team members to help maintain the system, fix bugs, make minor business rule changes and ensuring system availability. OSL and SMUSA will co-own the system after the FYP. To prepare for handover, the team has come up with Technical Documents for set up, architecture and application guide. | ||
+ | |||
+ | While the system has successfully gone live, our team hopes that in taking the steps mentioned, we can give value to the implementation of the project and to our client's plans for the future. | ||
==Metrics== | ==Metrics== | ||
Line 1,321: | Line 1,337: | ||
|- | |- | ||
| 8 || 13 || 13 || 1.00 || Proceed as planned | | 8 || 13 || 13 || 1.00 || Proceed as planned | ||
+ | |- | ||
+ | | 9 || 14 || 12 || 1.17 || Proceed as planned | ||
+ | |- | ||
+ | |10 || 12 || 12 || 1.00 || Proceed as planned | ||
+ | |- | ||
+ | |11 || 13 || 13 || 1.00 || Proceed as planned | ||
+ | |- | ||
+ | |12 || 13 || 13 || 1.00 || Proceed as planned | ||
+ | |- | ||
+ | |13 || 12 || 12 || 1.00 || End of FYP | ||
|} | |} | ||
</center> | </center> | ||
Line 1,401: | Line 1,427: | ||
|- | |- | ||
| 8 || When a user with no role assigned tries to edit profile, the redirection to home page will cause error500 page || 5 | | 8 || When a user with no role assigned tries to edit profile, the redirection to home page will cause error500 page || 5 | ||
+ | |- | ||
+ | | 10 || Auto Reconcile did not have validation for file input, wrong file upload will crash the application || 10 | ||
+ | |- | ||
+ | | 11 || CBd Fin Sec unable to view CBd Budget Breakdown || 5 | ||
+ | |- | ||
+ | | 11 || App crashes when attempting to sign in if user attempted to sign up with a wrong email || 10 | ||
+ | |- | ||
+ | | 12 || Wrong error shown if when reserves withdrawal is same as balance || 1 | ||
+ | |- | ||
+ | | 12 || Logic error when reviewing a budget of a club without reserve account || 5 | ||
|} | |} | ||
</center> | </center> |
Latest revision as of 19:00, 22 December 2014
|
Contents
Our Team
Time Line
The time line shows the IS480 milestones and the iterations for the whole project. Lining the schedule, are the functions that will be released with each deployment. The functions in the later iterations will be added to the functions already available from previous iterations.
C.R.U.D. refers to Create, Read, Update, Delete.
Schedule
Planned | ||||||||||||||||||||||
---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
Iter | Tasks | Milestone | Start | End | ||||||||||||||||||
1 | Preparation
Project Management
Technical Requirements
|
|||||||||||||||||||||
2 | Management & Documentation
Coding Tasks
Testing
Documentation
|
18 Jun 2014 |
||||||||||||||||||||
3 | Coding Tasks
Testing
Management & Documentation
|
|||||||||||||||||||||
4 | Management
Coding Tasks
Testing
Documentation
|
|||||||||||||||||||||
5 | Management
Coding Tasks
Injection and Deposits shifted to Iteration 6, to focus on functions planned for Acceptance instead in Iteration 5.
Documentation
|
14 Aug 2014 |
||||||||||||||||||||
6 | Management
Coding Tasks
Modifiable Pull back Formula removed (function was not required, it was initially included due to misunderstanding of requirements on our part.)
Documentation
|
25 Aug 2014 |
||||||||||||||||||||
7 | Management
Coding Tasks
Testing
Documentation
|
05 Sep 2014 |
||||||||||||||||||||
8 | Management
Coding Tasks
E-Payment shifted to later after Midterm
Documentation
|
19 Sep 2014 |
||||||||||||||||||||
9 |
Mid term preparation Management
Coding Tasks
Testing
Documentation
|
10 Oct 2014 |
||||||||||||||||||||
10 | Management
Coding Tasks
Testing
Documentation
|
|||||||||||||||||||||
11 | Management
Coding Tasks
Testing
Documentation
|
27 Oct 2014 |
||||||||||||||||||||
12 |
Prepare for Poster Day Management
Coding Tasks
Testing
|
|||||||||||||||||||||
13 |
Prepare for Final Presentation Management
Testing
Documentation
|
1 Dec 2014 25 Nov 2014 Poster Day 3 Dec 2014 |
Risks & Constraints
Risk Table
Probability | 1-low | 2-medium | 3-high |
---|---|---|---|
Effect | 1-low | 2-medium | 3-high |
Priority | Higher number more important |
Project Risk | |||||
---|---|---|---|---|---|
Possible Risk | Reason & Implications | Probability (1-3) |
Effects (1-3) |
Priority (P x E) |
Strategy |
Project may not be accepted |
Implications/Reason
Project is being done for the third time
|
Medium(2) | High(3) | 6 | Do our best to satisfy expectations of Course Coordinator.
|
Incompatibility with client’s server when application is deployed |
Implications/Reason
Client has their own server/domain
|
Low (1) | High(3) | 3 | Project Manager to search for plausible solutions.
|
Underestimation of scope during development and testing |
Implications/Reason
Over-confidence of development ability
|
Low (1) | High(3) | 3 | Project Manager to allocate buffer time in schedule and monitor schedule metrics closely. Scheduling of tasks to be adjusted according to metrics.
|
Insufficient users for testing |
Implications/Reason
Lack of incentives for users to do testing for us
|
Medium(2) | Medium(2) | 4 | Business Analyst to discuss with sponsors to provide users with incentives.
|
Inaccurate feedback given by testers |
Implications/Reason
Wrong testing mind-set (i.e. purpose of test is to show that application works, not to find defects or testers’ lack of commitment to support the testing efforts)
|
Medium(2) | Medium(2) | 4 | Team to get non-IT users for testing to ensure that feedback is more applicable to the generic public to ensure user-friendliness.
|
Team Risk | |||||
---|---|---|---|---|---|
Possible Risk | Reason & Implications | Probability (1-3) |
Effects (1-3) |
Priority (P x E) |
Strategy |
Team is faced with technical difficulties |
Implications/Reason
Inadequate skills
|
Medium(2) | High(3) | 6 | Lead Developer to learn these new skills and teach team.
|
Team member is faced with sudden illness |
Implications/Reason
Virus attack
|
High(3) | High(3) | 9 | Project Manager to reschedule tasks or reallocate tasks to another member.
|
Team member drops module at the eleventh hour |
Implications/Reason
Inability to cope
|
Low(1) | High(3) | 3 | Project Manager to reallocate tasks.
|
Malfunction of software/hardware during development phase |
Implications/Reason
Software crash/hardware malfunction
|
Medium(2) | High(3) | 6 | Project Manager to reschedule tasks.
|
Sponsor Risk | |||||
---|---|---|---|---|---|
Possible Risk | Reason & Implications | Probability (1-3) |
Effects (1-3) |
Priority (P x E) |
Strategy |
Constantly adding/changing of requirements |
Implications/Reason
Sponsor unsure of all that they want from the very beginning
|
High(3) | High(3) | 9 | Major changes are not permitted after agreement on requirements.
|
Project is not taken up by SMUSA after completion |
Implications/Reason
Users are not comfortable with the system and opt instead to revert back to their old way of doing things
|
High (3) | Low (1) | 3 | Team to organize training sessions for users.
|
SMUSA does not know how to operate the system |
Implications/Reason
SMUSA lacks technical knowledge
|
Medium(2) | Low (1) | 2 | Business Analyst to discuss with SMUSA on whether to add user manuals.
|
Miscommunication between Business Analyst and SMUSA |
Implications/Reason
Language interpretation issues
|
High(3) | Low (1) | 3 | Team to discuss with supervisor before proceeding. |
External Risk | |||||
---|---|---|---|---|---|
Possible Risk | Reason & Implications | Probability (1-3) |
Effects (1-3) |
Priority (P x E) |
Strategy |
Application will not be used after completion |
Implications/Reason
Users are resistant to change
|
Medium(2) | High(3) | 6 | User Champion We have discussed with SMUSA and agreed that the current SMUSA finance secretary - Ellora, is the user champion of the system.
|
No maintenance of system after completion of project |
Implications/Reason
No appointed person to maintain system.
|
Medium(2) | Medium(2) | 4 | We have discussed with our client, and come to this arrangement with our client:
|
Client Relationship
Aside from the regular client meetings, The team decided to take another step in helping to value add to our client's project and plans. One of the main aim of this project is for its implementation to come to fruition as this is already the third time this project was proposed to SMU IS480. Our team hopes to help pave the way for implementation by:
- Helping users cope, adapt and learn the new system to help ease the learning. Having been equipped with better knowledge through guidance, we hope the users will be more keen on using the system.
- Ensuring there is maintenance for at least a year, and hence, a form of continuity in the project. In preparation for handing over, the set-up guides and technical documents would come in handy.
To ensure users have a smooth learning, the team has arranged for trainings with SMUSA as well. On 7th November, Team Chocolicious organized a training session to help new CBd Finance Secretaries familiarize with the system in preparation for budgeting. There will also be another training for all student leaders in the coming SMU Leadership Symposium.
To aid students in learning at their own pace, the team has also come up with online video tutorials embedded in the system. Since the system went live on 7th November till today, the team has been providing steady support for users in case of any doubts or help. To ensure maintenance for at least a year after FYP, SMUSA will be paying one of the team members to help maintain the system, fix bugs, make minor business rule changes and ensuring system availability. OSL and SMUSA will co-own the system after the FYP. To prepare for handover, the team has come up with Technical Documents for set up, architecture and application guide.
While the system has successfully gone live, our team hopes that in taking the steps mentioned, we can give value to the implementation of the project and to our client's plans for the future.
Metrics
Schedule Metrics
The formula for calculating schedule metrics is as follows: Estimated time / Actual Time * 100
Score (S) tiers | Actions to take |
---|---|
S <= 50% | Team's progress is TOO SLOW!!!
|
50% < S <= 90% | Team's progress is too slow. Tasks are possibly under-estimated.
|
90% < S <= 110% | Estimations are fairly accurate. |
110% < S <= 150% | Team's progress is too fast
|
150% < S | Team's progress is TOO FAST!!!
|
Schedule Log | ||||
---|---|---|---|---|
Iteration | Planned Duration | Actual Duration | Metric Score | Action |
1 | 20 | 20 | 1.00 | Proceed as planned |
2 | 13 | 14 | 0.93 | Proceed as planned |
3 | 13 | 12 | 1.08 | Proceed as planned |
4 | 21 | 22 | 0.95 | Proceed as planned |
5 | 13 | 13 | 1.00 | Proceed as planned |
6 | 13 | 15 | 0.87 | Workload was increased in Iteration 6 to prepare for UAT 1 (which was confirmed recently) in Iteration 7. However we underestimated the complexity of coding tasks which resulted in a drop in the metric score. Upon evaluation PM is to redistribute tasks in Iterations 7 and 8 so as to avoid a similar drop in metrics score without compromising UAT 2. PM is to arrange more time for similar tasks in future iterations. |
7 | 13 | 13 | 1.00 | Proceed as planned |
8 | 13 | 13 | 1.00 | Proceed as planned |
9 | 14 | 12 | 1.17 | Proceed as planned |
10 | 12 | 12 | 1.00 | Proceed as planned |
11 | 13 | 13 | 1.00 | Proceed as planned |
12 | 13 | 13 | 1.00 | Proceed as planned |
13 | 12 | 12 | 1.00 | End of FYP |
Bug Metrics
Severity | Description |
---|---|
Low impact (1 point) | Unimportant. Typo error or small user interface alignment issues. |
High impact (5 points) | The system runs. However, some non-critical functionalities are not working. |
Critical impact (10 points) | The system is down or is un-usable after a short period of time. We have to fix the bugs to continue. |
Points Calculation: Total = 1 x num (low) + 5 x num (high) + 10 x num (critical)
Points in iteration (P) | Action |
---|---|
P <= 5 | Fix during buffer time only. |
5 < P < 10 | Use the planned debugging time. |
10 <= P | Stop current development and resolve the bug immediately. Project Manager reschedules the project. |
Bug Log | ||
---|---|---|
Iteration | Remarks | Points |
3 | When record contains multiple clubs, only some will get deleted even though all are selected to be deleted | 5 |
3 | Add and delete options work only from second try onwards | 1 |
4 | Able to set amount to negative number | 1 |
4 | Error when submitting too large an amount for claims | 1 |
4 | Error when duplicate club id | 1 |
4 | Able to add club with neither club id nor club name | 5 |
4 | Able to submit claim without entering claim amount (amount will be nil) | 1 |
4 | Error when adding non-existent clubfinsec | 1 |
5 | Clicking on "confirm email" brings user to wrong page | 5 |
5 | Entering large amounts for claims, deposits and budgets causes program to crash | 10 |
6 | not selecting category when creating new budget event causes program to crash | 10 |
6 | Remember me when logging in doesn't work | 1 |
6 | Club deposit in SMUSA President - acknowledge then cancel causes "undefined" to come out | 1 |
6 | Club claims in SMUSA President - acknowledge then cancel causes "undefined" to come out | 1 |
7 | Updating expenditure account with large values causes program to crash | 10 |
7 | Rejecting claim with long remarks causes program to crash | 10 |
7 | Club and CBD Fin secs are able to add themselves as president | 5 |
8 | Budget request sac can become negative (because they made income more than expenditure) | 5 |
8 | Able to backdate budget to long long time ago (able to budget for 1923) | 1 |
8 | When a user with no role assigned tries to edit profile, the redirection to home page will cause error500 page | 5 |
10 | Auto Reconcile did not have validation for file input, wrong file upload will crash the application | 10 |
11 | CBd Fin Sec unable to view CBd Budget Breakdown | 5 |
11 | App crashes when attempting to sign in if user attempted to sign up with a wrong email | 10 |
12 | Wrong error shown if when reserves withdrawal is same as balance | 1 |
12 | Logic error when reviewing a budget of a club without reserve account | 5 |