IS480 Team wiki: 2016T1 GeneSIS Final
- 1 Project Progress Summary
- 2 Project Management
- 3 Quality of Project
- 4 Reflection
|Final Slides||VMIS - test ver.||Poster||Pitch Video|
- Current sprint: Sprint 11
- Sprint period: 03 Nov - 16 Nov
- Major milestone: Final Presentation
Prior to undertaking this project, the description we received from the sponsor appeared simple and straightforward which led us to believe that every module was achievable. However, once we took on the project and began pseudo-coding and functionality planning, we realized that the project was not as we thought. The difficulty lies in integrating the various modules together, ensuring information is properly stored in order for each module to correctly retrieve and display for the end user.
After countless meetings - both internal, external as well as consultation sessions with our supervisor, we are proud to have completed VMIS, an internal system tailored to suit the Vimbox's operational needs. It allows the various departments to effortlessly share data with one another, eradicating miscommunication, missing information and delayed transition that is prevalent in their workplace.
Throughout the development of our application, we encountered many obstacles which challenged our knowledge.
Optimizing the webpage for ipad
The site survey function creates the largest impact on the site surveyor as it replaces the use of paper with an iPad. In order justify the upgrade, the use of VMIS during the site survey has to be rendered easier and much more convenient as compared to using paper. As such, we had to code the site survey module such that it is easy to use on the iPad. Designing the interface such that it requires minimal scrolling yet maximizes the user's view was difficult. It required a lot of trial and error and user testing with our site surveyor. It was only after continuous feedback and tweaks that we managed to design a UI which was easy to use and led to a positive user experience.
Administrator Module - Value Setup
The purpose of value setup was to enhance the flexibility of the system in that administrators can input new values of move types, furniture, etc. into their system without having to access the codes. However, the nature of the service formulas given by the client made it difficult for us to validate user inputs in order to ensure the data integrity. We managed to overcome this through providing a formula builder, which restricted the inputs of the user.
Following the scrum methodology allowed better project management. Regular feedback from our sponsor ensured we delivered artefacts according to sponsor's needs and helped us to identify problems and rectify them early. Usage of metrics such as burndown and velocity charts enabled us to measure productivity, ensuring team efficiency. Overall, the increased communication between scrum master, team, and product owner has facilitated the progress of our project and better manage our sprints.
Midterm: 50 Leads, 10 Accounts, 10 Sales. System to go live by Midterm. Status: 58 Leads, 9 Accounts, 6 Sales. System went live on 23rd September
Finals: 20% Reduction time in sales process. 25 Sales. 100% Employee adoption. Status: 22% reduction time recorded. 100% Employee adoption.
Midterm vs Final Scope
Team GeneSIS has completed all primary functionalities promised to our sponsor. The sponsor is pleased with the final product. However, we were unable to complete our tertiary functions, which is the google map and calculator widget. After discussion with our sponsor, we have come to an agreement that focus should be placed on ensuring that the core functionalities are bug-free and reliable.
Midterm vs Final Project Schedule
In Sprint 8, inability to complete the notification module resulted in a spillover to Sprint 9. As such, the email module which was originally in Sprint 9 was pushed back to Sprint 10 and 11. In the interest of time, we discussed with our sponsor and decided to drop the tertiary functions altogether.
Formula: Average of accepted stories points of 3 sprints
Explanation: After midterm (Sprint 8), we only encountered a hiccup in Sprint 9 whereby the Notification module could not be completed within that Sprint. This required the unaccepted user stories to be brought over to Sprint 10, therefore pushing back our schedule. However, after rescheduling our project, we have been on task ever since.
- Planned: Total planned story points over number of days in a sprint
- Actual: Actual story points completed each day in a sprint
Burndown charts from some sprints since Midterm are highlighted here.
See our Midterm Wiki page for more details on sprints prior to Midterm.
Explanation: In Sprint 9, the 'view sales report' functionality has not been completed. As seen in our finals schedule, we have allocated more time in Sprint 11 to complete the functionality. Hence the inability to complete all user stories in Sprint 9.
|Risk Type||Risk Event||Likelihood||Impact||Mitigation|
|Project Management Risk||Unable to develop tertiary functions due to insufficient time||High||Low||Monitor project progress closely. If risk were to realize, inform sponsor at once and decide if necessary to drop other functions and proceed with development or drop tertiary functions completely.|
Explanation: The risk management was conducted after midterm towards the end of Sprint 8 where we realized that tasks in Sprint 8 could not be completed in time and had to be brought over to Sprint 9. Reviewing the secondary functions made us realize that we may not have sufficient time to begin development of tertiary modules. We discussed with our sponsor and decided to focus on functionalities that were already developed or developing. As the tertiary functionalities had little impact on the core functionalities, the sponsor agreed to drop those functionalities.
Unaccepted Stories of Each Sprint
Explanation: At the end of each sprint, the product is shown to our sponsor where functionalities that were implemented during that sprint is demonstrated. If bugs are found or functionality is incorrectly implemented i.e. unaccepted, the product is left inside the product backlog. If the functionality hinders the development of the next function, the user story will be edited accordingly and moved to the next sprint. If the functionality is non-consequential, it will be rescheduled to a later date for fixing. See our Stories page for each sprint's user stories.
1. Complexity 1
2. Complexity 2
|Project Management||Meeting Minutes||Internal, Supervisor & Sponsor Meeting Minutes|
|Project Schedule||Project Schedule|
|Risk Management||Risk Management|
|Requirements||Project Scope||Project Scope|
|User Stories||User Stories|
|Analysis||Market Research||Market Research|
|Architectural Design||Architectural Design|
|Design||Prototypes||Mid & High Fidelity Prototypes|
|Testing||User Test Plan & Results||User Test Plan & Results|
|Project Handover||Introduction Slides||Delivered via private folder on Google Drive|
|User Manual||User Manual|
|Source Code||Delivered via private folder on Google Drive|
1. By having a single point system for Vimbox employees to use, we streamlined the process of transferring information from paper to excel or vice-versa. With VMIS, employees only need key in the information once, and this information is shared across relevant departments.
2. Our system allows the Site Surveyor to generate a quotation on the spot for client to review the moving fee. This speeds up the decision-making process in comparison to the past where a lot of time was wasted on returning back to the Vimbox office in order to draft out a quotation before notifying the customer.
2. For slightly more complex codes, we included comments that explained the logic flow. We also ensured that our Git commit messages were always meaningful and consistent with the industry accepted standards.
Even though our application is an internal system for Vimbox, we tried our best to cater to their business needs as closely as possible. In order to make VMIS more usable, multiple user testings were conducted and valuable feedback was given. Through the understanding our users' behavior, we ensured that our team was within contact whenever users were uncertain of functionalities. We have also included a User Manual during the handover for the client to view when necessary.
User Testing 1
User Testing 2
User Testing 3
Venue: Vimbox Office @ Tradehub 21
Date: 10 Nov 2016, Thursday
Duration: ~1.5 hours
Number of Participants: 9
User Test Results:Click here to view
UI Fixes based on User Test 3
The team has experienced what it’s like being involved in a full project life cycle. We picked up hard skills such as project management and web application development. Not forgetting soft skills such as internal communication within the team and communicating with external parties such as our supervisor and sponsor. We have also witnessed our solution value-add to the company’s business process, making the project a fulfilling one.
Professor Tang Qian:
Prof Tang's Photo Her testimonial
The team has been keeping me updated very regularly on the progress on product development. The team is very strong in the technical aspects of the product and they are more than willing to find alternate ways to improve the overall user experience of the product. We have begun using the system and have found VMIS to offer a stark improvement in the speed of employee's work! Some immediate effects I have noticed is that there's no longer any miscommunication and elimination of paper altogether. Overall, the team is very receptive of any feedback and are always trying to find ways to improve the overall product and the whole experience of the product design. I am very satisfied with the product.
From planning to development as I witnessed the project materialize and slowly see the bigger picture, I begin to understand importance of documentation and the need for iterative cycles to ensure results. Granted that FYP is just a flavor of what's to come, at least I now better appreciate the stages of a project development cycle.