Difference between revisions of "IS480 Team wiki: 2015T1 Chipmunks Change Management"
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| style="text-align: center;" | 2 || 14 August 2015 || Re-position functionalities "Mean Reversion" module forward, pushed all What's Priced In (Multiple Company) related back by 1 iteration || style="text-align: center;" | Shift Functionalities || style="text-align: center;" | Sponsor || style="text-align: center;" | High || style="text-align: center;" | Medium Impact | | style="text-align: center;" | 2 || 14 August 2015 || Re-position functionalities "Mean Reversion" module forward, pushed all What's Priced In (Multiple Company) related back by 1 iteration || style="text-align: center;" | Shift Functionalities || style="text-align: center;" | Sponsor || style="text-align: center;" | High || style="text-align: center;" | Medium Impact | ||
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− | | style="text-align: center;" | | + | | style="text-align: center;" | 3 || 4 September 2015 || Added "Valuation Dashboard" and "Valuation Model" module, removed "Blog Module". Shifted the necessary modules to accommodate the timeline || style="text-align: center;" | Add and Remove Functionalities || style="text-align: center;" | Sponsor || style="text-align: center;" | High || style="text-align: center;" | High Impact |
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Revision as of 16:51, 20 September 2015
Change Requests
14 July 2015
Change Process | Details |
---|---|
Step 1: Request to change Profitability Map and Risk Reward Graph was received | This came in form of a PDF, refer to Change Specifics for screenshots of requested change:
PDF URL: https://drive.google.com/open?id=0BzxXlDDPiCKfcEZCRXJLN2dPVkE |
Step 2: Change Request note is filled | The necessary stakeholders, Professor Benjamin Gan (Supervisor Meeting 2 Minutes), and the rest of the team was informed |
Step 3: Change is Considered Within the Team | As this was a high priority item that is deemed absolutely necessary from the sponsor, the team accepted the changes |
Step 4: Change is documented and communicated to stakeholders | The Sponsor, Professor Guy Weyns was informed that the team will begin working on this. Our supervisor, Professor Benjamin Gan was also informed of the change, with the new project scope and timeline updated on Wiki. The team internally decided to switch over to libraries such as D3.js to achieve the new requirements |
Step 5: Change is implemented | New deadlines were set, timelines updated and the development team began working on this |
Step 6: Change is validated | Test cases were prepared to validate the new implementation of the graph before it is ready for deployment |
Step 7: Change is communicated externally | This process was completed on the 19th July 2015 and communicated to our Sponsor. |
14 August 2015
Change Process | Details |
---|---|
Step 1: Request to change Profitability Map and Risk Reward Graph was received | This came in form of a PDF, refer to Change Specifics for screenshots of requested change
PDF URL: https://drive.google.com/open?id=0BzxXlDDPiCKfc2FQdjZ5TE9CZzg |
Step 2: Change Request note is filled | The necessary stakeholders, Professor Benjamin Gan, and the rest of the team was informed |
Step 3: Change is Considered Within the Team | As these requests were cosmetic items, with one major change regarding the price, the team accepted the changes |
Step 4: Change is documented and communicated to stakeholders | The Sponsor, Professor Guy Weyns was informed that the team will begin working on this. Our supervisor, Professor Benjamin Gan was also informed of the change, with the change management tables updated |
Step 5: Change is implemented | New deadlines were set, timelines updated and the development team began working on this |
Step 6: Change is validated | Test cases were prepared to validate the new implementation of the graphs and changes |
Step 7: Change is communicated externally | This process was completed on the 28th August 2015 and communicated to our Sponsor |
4 September 2015
Change Process | Details |
---|---|
Step 1: Request for additional functionalities and removal of functionalities was received | This came in form of a verbal explanation of the concept. The team deliberated and bounced ideas with the Sponsor to assess the viability and the components of the new “Valuation Dashboard” and “Valuation Model” |
Step 2: Change Request note is filled | The entire team was present, and could question the business value and technical implementation of this functionality |
Step 3: Change is Considered Within the Team | The team internally debated and weighed the pros and cons of the proposed idea. While the “Valuation Dashboard” change is expected to add 25 man-hours to the project, the team unanimously agrees that the functionality adds a lot of depth and perspective to the application |
Step 4: Change is documented and communicated to stakeholders | The Sponsor, Professor Guy Weyns was informed that the team will begin working on this. This change was also communicated to our Supervisor on the 9th September, Supervisor Meeting Minutes 5 |
Step 5: Change is implemented | New deadlines for the respective functionalities was set |
Step 6: Change is validated | Test cases will be prepared to validate the new implementation of the Model and Dashboard before it is ready for deployment |
Step 7: Change is communicated externally | The team will update Professor Ben Gan and the Sponsor, Professor Guy Weyns once the changes have been implemented |
While the “Valuation Dashboard” change is expected to add 25 man-hours to the project, the team unanimously agrees that the functionality adds a lot of depth and perspective to the application. This change involves taking a company-centric view of the application, instead of a functionality-centric perspective. This change while being a subtle one, changes the narrative of the application and its uses from the code-level perspective. The “Valuation Model” adds a hint of investment analysis, which value-adds the purpose and business value of the application. The projected 25 hours of is broken down into the following:
Activity | Projected Hours |
---|---|
Project Management - Data Retrieval and Insertion | 3 hours |
Project Management - Change Documentation and Communication | 1 hour |
Project Management - Creating of Test Cases & Testing | 3 hours |
Front End - Deriving Investment Model Layout | 2 hours |
Front End - Enable modification of Values | 3 hours |
Front End - 3-case scenario for Model | 3 hours |
Front End - Link to current functionalities | 2 hours |
Back End - Database fields for saving and submitting | 3 hours |
Back End - Creation of Endpoints and Validations | 3 hours |
Back End - Debugging | 2 hours |
Change Log
For full details on the changes and the change management process, visit: https://drive.google.com/open?id=0BzxXlDDPiCKfTzZDMTlyQVVLN3M
S/N | Date | Change Event | Category | Requester | Priority | Impact Level |
---|---|---|---|---|---|---|
1 | 14 July 2015 | Re-position functionalities "Profitability Map" module forward, Creation of Tech, Analyst and Leads of "User Management Modules" and Capital IQ retrieval backward by 1 iteration | Shift Functionalities | Sponsor | High | Low Impact |
2 | 14 August 2015 | Re-position functionalities "Mean Reversion" module forward, pushed all What's Priced In (Multiple Company) related back by 1 iteration | Shift Functionalities | Sponsor | High | Medium Impact |
3 | 4 September 2015 | Added "Valuation Dashboard" and "Valuation Model" module, removed "Blog Module". Shifted the necessary modules to accommodate the timeline | Add and Remove Functionalities | Sponsor | High | High Impact |