The midterm presentation document provides an agenda and overview of Team AWE-K2's midterm presentation for their IS480 class. The presentation covers their project storyboard, technical challenges faced with 10 iterations, non-functional requirements around response time, a demonstration of their application, and details on project management including status, highlights, scope, schedule and metrics. Key technical challenges involved working with Google Maps API, retrieving complex data from Drupal, and optimizing performance.
Stanford WebCamp 2019: https://stanford.io/2HDCRz9
We are developing our Drupal 8 contribution module, Cloud by practicing Scrum for Agile software development. I'll introduce the background story of the reason why we could successfully achieve our super-fast paced development with higher productivity.
The Agenda:
Scrum Agile Development
- Scrum principles
Our Team
- We are a small team
Challenging Time and Space
- Our team members are totally distributed geographically
Development Cycle
- The iteration
Development Process
- Issue tracking, Chat, VCS and the Tests
Project Management
- Requirements and backlogs
- Sprint planning and review
- Story points
- Software release management
Stanford WebCamp 2019: https://stanford.io/2HDCRz9
We are developing our Drupal 8 contribution module, Cloud by practicing Scrum for Agile software development. I'll introduce the background story of the reason why we could successfully achieve our super-fast paced development with higher productivity.
The Agenda:
Scrum Agile Development
- Scrum principles
Our Team
- We are a small team
Challenging Time and Space
- Our team members are totally distributed geographically
Development Cycle
- The iteration
Development Process
- Issue tracking, Chat, VCS and the Tests
Project Management
- Requirements and backlogs
- Sprint planning and review
- Story points
- Software release management
Presentation by Anna Obukhova for Exigen Services webinar Scrum Pulse that was held online on February, 24 2011
Exigen Services webinars schedule is avialable at:
http://www.exigenservices.ru/webinars
Best Softwares for Project Management, June 2017Michele Taverna
A study for mapping quality softwares to processes and deliverables as defined by PMBOK "Project Management Body of Knowledge" issued by PMI "Project Management Institute".
Operating a delivery model of 90:10 (90% - offshore and 10% onsite) or 80:10 implementing the agile practices could be very challenging. The aim of this presentation would be to bring out challenges faced by offshore agile teams. The presentation will be complemented with couple of case studies.
Embedded Extreme Programming - Embedded Systems Conference 2002-2004James Grenning
Embedded Extreme Programming was presented at the Embedded Systems Conference 2002-2004 while I was with Object Mentor. For the associated papar to download the slides, please visit wingman-sw.com
Webinar "Differences between Testing in Waterfall and Agile"
presentation by Maria Teryokhina
http://www.exigenservices.ru/webinars/testing-in-waterfall-and-agile
Presentation by Anna Obukhova for Exigen Services webinar Scrum Pulse that was held online on February, 24 2011
Exigen Services webinars schedule is avialable at:
http://www.exigenservices.ru/webinars
Best Softwares for Project Management, June 2017Michele Taverna
A study for mapping quality softwares to processes and deliverables as defined by PMBOK "Project Management Body of Knowledge" issued by PMI "Project Management Institute".
Operating a delivery model of 90:10 (90% - offshore and 10% onsite) or 80:10 implementing the agile practices could be very challenging. The aim of this presentation would be to bring out challenges faced by offshore agile teams. The presentation will be complemented with couple of case studies.
Embedded Extreme Programming - Embedded Systems Conference 2002-2004James Grenning
Embedded Extreme Programming was presented at the Embedded Systems Conference 2002-2004 while I was with Object Mentor. For the associated papar to download the slides, please visit wingman-sw.com
Webinar "Differences between Testing in Waterfall and Agile"
presentation by Maria Teryokhina
http://www.exigenservices.ru/webinars/testing-in-waterfall-and-agile
[DPE Summit] How Improving the Testing Experience Goes Beyond Quality: A Deve...Roberto Pérez Alcolea
It is well known that organizations connect software testing with software quality: making sure that the code does what it supposed to do.
Unfortunately, many organizations believe that testing is a slow process that causes stagnancy in the project. Organizations say that due to slow testing process they are not able to meet set milestones, but it doesn’t have to be this way.
The testing stage is also part of the developer experience, and making it such that engineers are productive and continue delivering software not only fast but with confidence is crucial.
In this talk, we will explore a few approaches that we are taking in order to deliver a more consistent and delightful testing experience for JVM engineers at Netflix. The end goal: speed up engineers’ feedback loop by running tests locally constantly as much as possible.
Agile Project Management in a Waterfall World: Managing Sprints with Predicti...John Carter
Applying Agile methods in a waterfall world seemed impossible until we discovered the 10 essential skills and tools. Five of these skills are organizational, while others translate the short intervals characteristic of Agile to the world outside of Software. User Stories becomes Boundary Conditions; Burn-down charts becomes Deliverable Hit Rate charts; Sprints become HW intervals; Sprint Retrospectives become Event Timeline Retrospectives, while the project as a whole is managed using Boundary Conditions. This presentation shows examples of these tools and shows examples of how they are applied.
Test-Driven Developments are Inefficient; Behavior-Driven Developments are a ...Abdelkrim Boujraf
In summary, we have presented here a method for efficiently testing large parts of web-based software by using elements of code generation to generate automatable tests, and by using BDD concepts to model tests for non-generated screens and non-generated business actions. Further, we have described a method for context-based unit
testing that, when combined with generated code and tests, yields an acceptable trade-off between development efficiency and time spent on testing
ContentsTeam Work Schedule3Team Task Assignment3Project .docxbobbywlane695641
Contents
Team Work Schedule 3
Team Task Assignment 3
Project Plan 4
Step 1: Define the Problem 4
Step 2: Create a Plan 4
Step 3: Execute 4
Step 4: Check Work 6
Step 5: Learn and Generalize 6
House of Quality (HOQ) for Theia’s Smart Glasses 7
Step 1: Define the Problem 7
Step 2: Create a Plan 7
Step 3: Execute 8
Step 4: Check Work 14
Step 5: Learn and Generalize 14
Aggregate Project Plan 15
Step 1: Define the Problem 15
Step 2: Create a Plan 15
Step 3: Execute 16
Step 4: Check Work 22
Step 5: Learn and Generalize 22
I was able to use the APP skills from the midterm and apply it to our actual project. We learned that project #2 yields the highest EMV so that will be the industry we will be focusing on. 22
Theia’s Conceptual Design Process 23
Step 1: Define the Problem 23
Step 2: Create a Plan 23
Step 3: Execute 24
Concept 1 27
Concept 2 28
Concept 3 29
Concept 4 30
Concept 5 31
Concept 6 32
Step 4: Check Work 34
Step 5: Learn and Generalize 34
Phase Ⅱ Reportca 36
Step 1: Define the Problem 36
Step 2: Create a Plan 36
Step 3: Execute 36
Project Planning 36
House of Quality 37
Aggregate Project Plan 37
Reverse Engineering (includes FAST analysis + diagram) 38
Conceptual Design 38
Step 4: Check Work 38
Step 5: Learn and Generalize 39
Team Work Schedule
Date
Task
10/24
Homework assigned, touch bases with team to decide weekend plans.
10/25
Read handout and HOQ example. Everyone assigned to do individual research about AR Glasses.
10/26
Read handout and HOQ example. Everyone assigned to do individual research about AR Glasses.
10/27
Meet at a cafe downtown, due to the power outage. Meeting time is 1 hour.
10/28
Everyone working remotely. Also everyone is working on Phase I/II at the moment. HOQ problem is postponed for a while as we are working on Phase I/II.
10/29
Meet at TBD. Meeting time is 1 hour.
10/30
Revise our work.
10/31
Final revisions. Turn in homework.
Team Task Assignment
Task
Phase 1 - Missing Info + Tech Strategy
Phase 1 - Missing Functional Maps
Project Planning
House of Quality for Product
Aggregate Project Plan
Reverse Engineering
Conceptual Design
Phase II ReportProject PlanStep 1: Define the Problem
We need to clearly determine the tasks required of this project and develop a systematic plan of action to tackle these tasks.Step 2: Create a Plan
Framework for Project Planning:
1. Clearly state the intent of the Project
2. Determine the Design/Development sub-tasks and activities Comment by Christopher Chiang: Develop OS
Develop Display technology
Develop glasses framework
Audio Output
Develop Bluetooth compatibility
Battery development
Charge development
Environment sensing capability
3. Create a design/development activity matrix
4. Create a schedule for each subtask using a GANTT Chart
5. Identify the Critical Path for the Project
6. Assign Clear Roles and Responsibilities & track progressStep 3: Execute
1. Clearly state the intent of the Project
a. Develop smart glasses wearable technology prototype within a 1 year timesp.
STATISTICAL ANALYSIS FOR PERFORMANCE COMPARISONijseajournal
Performance responsiveness and scalability is a make-or-break quality for software. Nearly everyone runs into performance problems at one time or another. This paper discusses about performance issues faced during Pre Examination Process Automation System (PEPAS) implemented in java technology. The challenges faced during the life cycle of the project and the mitigation actions performed. It compares 3 java technologies and shows how improvements are made through statistical analysis in response time of the application. The paper concludes with result analysis.
ANIn Navi Mumbai Jan 2023 | Agile project development -"A Journey" by Indulek...AgileNetwork
Agile Network India - Navi Mumbai
Title: Agile project development -"A Journey" by Indulekha sing
Date: 28th Jan 2024
Hosted by: Merce Technologies Pvt Ltd
Appendix C – Project Close-out ChecklistSection 1.General Inf.docxfestockton
Appendix C – Project Close-out Checklist
Section 1.General Information
Project Name
Project Start Date
Project End Date
Project Sponsor(s)
Title
Department
Division
Project Manager
Title
Department
Division
Section 2.Final Deliverable Checklist
Item
Question
Response
2.1
Do you agree that the product and/or service is ready to be deployed?
Yes |_|No |_|
2.2
Do you agree the product and/or service has sufficiently met the stated business goals and objectives?
Yes |_|No |_|
2.3
Do you fully understand and agree to accept all operational requirements, operational risks, maintenance costs, and other limitations and/or constraints imposed as a result of ongoing operations of the product and/or service?
Yes |_|No |_|
2.4
Do you agree the project should be closed? If no, please explain:
Yes |_|No |_|
Rate your level of satisfaction with regards to the project outcomes listed below
2.5
Project Quality
Yes |_|No |_|
2.6
Product and/or Service Performance
Yes |_|No |_|
2.7
Scope
Yes |_|No |_|
2.8
Cost (Budget)
Yes |_|No |_|
2.9
Schedule
Yes |_|No |_|
Section 3.Project Documentation Checklist
Item
Question
Response
3.1
Have project documentation and other items (e.g., Business Case, Project Plan, Charter, Budget Documents, Status Reports) been prepared, collected, filed, and/or disposed?
Yes |_|No |_|
3.3
Were audits (e.g., project closeout audit) completed and results documented for future reference?
Yes |_|No |_|
3.4
Identify the storage location for the following project documents items:
Item
Document
Location (e.g., Google Docs, Webspace)
Format
3.4a
Business Case
|_| Electronic
|_| Manual
3.4b
Project Charter
|_| Electronic
|_| Manual
3.4c
Project Plan
|_| Electronic
|_| Manual
3.4d
Budget Documentation and Invoices
|_| Electronic
|_| Manual
3.4e
Status Reports
|_| Electronic
|_| Manual
3.4f
Risks and Issues Log
|_| Electronic
|_| Manual
3.4g
Final deliverable
|_| Electronic
|_| Manual
3.4h
If applicable, verify that final project deliverable for the project is attached or storage location is identified in 3.4.
Section 4.Project Team
List resources specified in the Project Plan and used by the project.
Name
Role
Type
(e.g., Contractor, Employee)
Section 5.Project Lessons Learned
Identify lessons learned specifically for the project. State the lessons learned in terms of a problem
(issue). Describe the problem and include any project documentation references (e.g., Project Plan,
Issues Log) that provide additional details. Identify recommended improvements to correct a similar
problem in the future.
Problem Statement
Problem Description
References
Recommendation
Section 6.Post-Implementation Support Plans
Identify plans for post-implementation activities after project closeout. Refer to the Benefits Realization
review gate for information about the Post-Implementation Review of Business Outcomes deliverable.
Action
Planned Date
Assigned To
Frequency
Post-Implementation Review of ...
Droidcon Spain 2016 - The Pragmatic Android Programmer: from hype to realityDaniel Gallego Vico
This presentation shows how to be a pragmatic Android programmer by showing real examples of applications/products developed in BQ attending to three important topics:
- Why and how to implement a pragmatic CLEAN architecture with a custom dependency injection framework and ReactiveX features.
- Why and how to implement unit, integration, view and smoke tests in every CLEAN layer and what tools should be used.
- Why and how to implement pragmatic Continuous
Development/Testing/Integration/Delivery by showing several tricks, plugins and snippets that you could use as a daily basis.
625
A P P E N D I X T W O
Computer Project
Exercises
In developing the exercises, trade-offs had to be made to enrich the learning
experience. One of the major problems students initially encounter is data and detail
overload. This reduces their ability to identify project and data problems and to
compare alternatives. Although the project found in the exercises is real, it has been
reduced and detail has been eliminated many times to concentrate on applying project
management principles and understanding linkages. In addition, other simplifying
assumptions have been made so that students and instructors can trace problems and
discuss outcomes. These assumptions detract from reality, but they keep the focus on
the objectives of the exercises and reduce student frustration with software intricacies.
Moving from these exercises to real projects is primarily one of increasing detail. The
simplifying assumptions are given below (make sure they are included in “default,”
“preferences,” and/or “options” sections of the software used):
The POM1 Project*
Big Kola Company has been concerned that specialized fruit drinks have been
eroding their cola market. The CEO mandates that “If you can’t beat them, join
them.” Grape juice was the first product that was successful after an advertising
blitz claiming the antitoxin benefits. Lately, competition is compressing grape
juice margins and profits. Months of additional market surveys and focus groups
have resulted in three potential high-margin drinks: cranberry, blueberry, and
pomegranate. All these choices represent antitoxins. The decision is to produce the
pomegranate drink that has many health claims. For example, the relative ability of
these juices to eliminate harmful free radicals (antitoxins) is 71 percent for pome-
granate, 33 percent for blueberry, and 20 percent for cranberry (Technion Institute
of Technology). The market potential appears very attractive and should have a
higher profit margin than the other potential juice products. Another appeal for
pomegranate juice is its familiarity in the Middle East and Asia.
The Priority Matrix for the POM1 Project is:
Time Scope Cost
Constrain X
Enhance X
Accept X
* Cliff Gray, Erik Larson, & Pinyarat Sirisomboonsuk, doctoral candidate at Rawls College of Business, Texas Tech University.
Lar03342_app2_625-641.indd Page 625 2/3/10 9:06:02 PM user-f498Lar03342_app2_625-641.indd Page 625 2/3/10 9:06:02 PM user-f498 /Users/user-f498/Desktop/03:02_evening/MHBR165:Larson:208/Users/user-f498/Desktop/03:02_evening/MHBR165:Larson:208
626 Appendix 2 Computer Project Exercises
Connor Gage, the project manager, has formed his project team and the members
have come up with the following work breakdown structure.
1.0 POM1Project
1.1 R&D product development
1.1.1 Need survey
1.1.2 Set product specs
1.1.3 Shelf life report
1.1.4 Nutrition report
1.2 Secure fruit suppliers
1.3 Initial Production
1..
Application Migration: How to Start, Scale and SucceedVMware Tanzu
Undergoing the application migration journey can be cumbersome and challenging, especially when you have a complex application portfolio that consists of both legacy and newer apps on outdated systems. You are hindered by managing and operating manual processes to address security concerns, regulatory change and policy compliance.
You know embarking on the cloud journey is inevitable and deciding where to start is overwhelming. Let us show you how.
Join Matt Russell to hear how Pivotal helps large organizations plan and execute their application transformation initiatives by using a set of proven techniques and approaches that help you get started quickly and scale continuously.
We use simple tools and start small to redefine current systems, and achieve cloud-native speed and resiliency. Let us show you how Pivotal can help you navigate your journey while instilling confidence along the way.
Presenter : Matt Russell, Senior Director, Application Transformation at Pivotal
3 Keys to Performance Testing at the Speed of AgileNeotys
Many teams on the journey toward true agility attempt to “go faster,” but most fail to bake performance checks into their delivery process. This leads to more rework than new work, fighting fires in production, burnout, a poor customer experience, and maybe most importantly, no real improvement in speed.
Join this web seminar to learn how to fit performance testing into a tight work schedule and discover how to create a performance testing strategy that meets the agile cadence of small batch sizes and sprint deadlines.
www.neotys.com
Introduction to AI for Nonprofits with Tapp NetworkTechSoup
Dive into the world of AI! Experts Jon Hill and Tareq Monaur will guide you through AI's role in enhancing nonprofit websites and basic marketing strategies, making it easy to understand and apply.
Delivering Micro-Credentials in Technical and Vocational Education and TrainingAG2 Design
Explore how micro-credentials are transforming Technical and Vocational Education and Training (TVET) with this comprehensive slide deck. Discover what micro-credentials are, their importance in TVET, the advantages they offer, and the insights from industry experts. Additionally, learn about the top software applications available for creating and managing micro-credentials. This presentation also includes valuable resources and a discussion on the future of these specialised certifications.
For more detailed information on delivering micro-credentials in TVET, visit this https://tvettrainer.com/delivering-micro-credentials-in-tvet/
How to Build a Module in Odoo 17 Using the Scaffold MethodCeline George
Odoo provides an option for creating a module by using a single line command. By using this command the user can make a whole structure of a module. It is very easy for a beginner to make a module. There is no need to make each file manually. This slide will show how to create a module using the scaffold method.
Thinking of getting a dog? Be aware that breeds like Pit Bulls, Rottweilers, and German Shepherds can be loyal and dangerous. Proper training and socialization are crucial to preventing aggressive behaviors. Ensure safety by understanding their needs and always supervising interactions. Stay safe, and enjoy your furry friends!
The simplified electron and muon model, Oscillating Spacetime: The Foundation...RitikBhardwaj56
Discover the Simplified Electron and Muon Model: A New Wave-Based Approach to Understanding Particles delves into a groundbreaking theory that presents electrons and muons as rotating soliton waves within oscillating spacetime. Geared towards students, researchers, and science buffs, this book breaks down complex ideas into simple explanations. It covers topics such as electron waves, temporal dynamics, and the implications of this model on particle physics. With clear illustrations and easy-to-follow explanations, readers will gain a new outlook on the universe's fundamental nature.
Exploiting Artificial Intelligence for Empowering Researchers and Faculty, In...Dr. Vinod Kumar Kanvaria
Exploiting Artificial Intelligence for Empowering Researchers and Faculty,
International FDP on Fundamentals of Research in Social Sciences
at Integral University, Lucknow, 06.06.2024
By Dr. Vinod Kumar Kanvaria
This presentation includes basic of PCOS their pathology and treatment and also Ayurveda correlation of PCOS and Ayurvedic line of treatment mentioned in classics.
Acetabularia Information For Class 9 .docxvaibhavrinwa19
Acetabularia acetabulum is a single-celled green alga that in its vegetative state is morphologically differentiated into a basal rhizoid and an axially elongated stalk, which bears whorls of branching hairs. The single diploid nucleus resides in the rhizoid.
Biological screening of herbal drugs: Introduction and Need for
Phyto-Pharmacological Screening, New Strategies for evaluating
Natural Products, In vitro evaluation techniques for Antioxidants, Antimicrobial and Anticancer drugs. In vivo evaluation techniques
for Anti-inflammatory, Antiulcer, Anticancer, Wound healing, Antidiabetic, Hepatoprotective, Cardio protective, Diuretics and
Antifertility, Toxicity studies as per OECD guidelines
17. TECHNICAL
COMPLEXITY
1
7 8
Difficulty
Level
Descrip<on
Low
Time
consuming
to
debug.
Medium
Time
consuming
to
debug.
Requires
lots
of
research.
High
Time
consuming
to
debug.
Requires
lots
of
research.
Requires
learning
of
new
technology.
18. TECHNICAL
CHALLENGE
#1
ITERATION
Display
markers
of
companies
and
projects
in
the
map.
COMPLEXITIES
ü New
to
Google
Map
technology
ü Customize
and
use
Google
Map
as
B1G1’s
unique
map
ü New
to
B1G1’s
complex
database
that
stores
Drupal
informa/on
ü Direct
vs
XML
vs
JSON
CORE
19. TECHNICAL
CHALLENGE
#2
ITERATION
Draw
polylines
to
show
rela/onship
between
markers
on
the
map.
COMPLEXITIES
ü The
use
of
polyline
in
B1G1’s
Map
is
very
unique
ü There
were
no
exis/ng
similar
use
of
polylines
to
serve
as
example,
and
help
were
not
readily
available.
CORE
20. TECHNICAL
CHALLENGE
#3
ITERATION
Retrieve
data
from
B1G1
Database.
COMPLEXITIES
ü Complex
Drupal
storing
systems
ü Non-‐conven/onal
rela/onal
database
storage
ü Discovering,
learning
and
implemen/ng
B1G1
business
rules
CORE
21. TECHNICAL
CHALLENGE
#4
ITERATION
Draw
mul/-‐level
polylines
and
markers
to
display
the
Leveraged
Giving
Rela/onship.
COMPLEXITIES
ü New
to
JavaScript
ü JavaScript
is
Asynchronous
ü Time
consuming
to
understand
how
JavaScript
loops
work
for
recursive
looping
logics
CORE
22. TECHNICAL
CHALLENGE
#5
ITERATION
Toggle
display
of
markers.
COMPLEXITIES
ü New
to
jQuery
ü Learn
synchronous
func/ons
to
work
with
JavaScript
ü Research
on
difference
between
.on
and
.one,
ajaxStart()
and
ajaxStop(),
and
delegate
release
CORE
23. TECHNICAL
CHALLENGE
#6
ITERATION
Search
by
text.
COMPLEXITIES
ü Database
complexity
ü SQL
statements
for
dynamic
text
search
are
hard
to
derive
and
debug
ü Design
of
search
interface
CORE
24. TECHNICAL
CHALLENGE
#7
ITERATION
Search
by
filter.
COMPLEXITIES
ü Database
complexity
ü SQL
statements
for
dynamic
filter
search
are
hard
to
derive
and
debug
ü Design
of
search
interface
and
filter
toggle
CORE
25. TECHNICAL
CHALLENGE
#8
ITERATION
MyWorld:
Generate
embed
code
of
Business
for
Good
Map.
COMPLEXITIES
ü Explored
and
learnt
various
embed
methodology
ü Switched
from
iFrame
implementa/on
to
Youtube’s
embed
methodology
SECONDARY
26. TECHNICAL
CHALLENGE
#9
ITERATION
Display
order
of
clicked
marker
as
top
marker.
COMPLEXITIES
ü Research
on
ordering
of
markers.
ü Tried
and
ordered
by
Z-‐Index.
CORE
27. TECHNICAL
CHALLENGE
#10
ITERATION
SNAP!MyWorld:
Snap
a
photo
of
the
map
and
post
on
Facebook.
COMPLEXITIES
ü Tried
and
failed
to
allow
Google
Sta/c
Map
API
to
work.
ü We
realize
there
is
a
v2
Google
Map
API
for
snapshot.
We
recode
our
Google
Map
to
v2,
but
realize
that
v2
is
already
depreciated.
SECONDARY
28. TECHNICAL
CHALLENGE
#11
ITERATION
Performance
Tuning
Response
Time
<
20s
COMPLEXITIES
ü Learn
Apache
configura/on
and
understand
various
components
op/miza/on
ü Learn
to
configure
Apache
without
direct
access
(through
cloud)
ü Lots
of
trial
and
error
to
op/mize
web
response
§ Web
test
performance
SECONDARY
39. 20
Jun
Proposal
Submission
15
Aug
Acceptance
Presenta/on
Poster
Day
Poster
Submission
Mid
Term
UT1
–
Internal
Tes/ng
with
B1G1
Team
Final
Presenta/on
Visual
Representa/on
of
Connec/vity
of
Stakeholders
in
B1G1
MYWorld
Visual
Representa/on
of
Contribu/on
in
B1G1
Search
Mobile
Friendly
Site
12
Nov
28
Nov
5
Dec
22
Jul
29
Aug
23
Sep
11
Oct
18
Oct
13
Sep
14
Oct
Loca/on
Service
Live
Deployment
Good
to
have
Features:
SHOUTout!
Good
to
have
Features:
W.I.T
(World
Impact
Table)
User
Interface
UT
Review
&
Improvement
UT
3-‐
Business
Users
SNAP!
MyWorld
Cross-‐
browser
Compa/bility
UT2-‐
Internal
User
Test
with
B1G1
Team
15
Oct
Region
Zoom
Show
Me
2
3
4
5
7
8
9
6
UT
4-‐
Public
Users
PROJECT SCHEDULE
43. Status
STI
Ac<on
Plan
Safe
STI
>
1
Ahead
of
Schedule.
Allocate
more
tasks
Just
on
Time
STI
=
1
Tasks
are
completed
on
/me
Slightly
Behind
Time
0.9
<=
STI
<
1
Review
es/ma/ons
for
next
itera/ons.
Adjust
schedule
if
necessary.
Very
Behind
Time
0.8
<=
STI
<
0.9
Iden/fy
boolenecks
and
allocate
more
resources
and
manpower
accordingly.
Use
buffer
/me.
Cri/cally
Behind
Time
STI
<0.8
Emergency
mee/ng
to
be
arranged
to
discussed
about
issue.
Consult
supervisor
if
necessary
SCHEDULE METRIC & RESPONSE
PLAN
45. BUG METRIC
Type of Impact Score
Low 1
High 3
Critical 10
Total Score Action Plan
<10 Use Planned Debugging Time
>=10
Stop development and resolve
bug immediately.
46. BUG METRIC FORMULA
Total Points = 1 X number of bugs (low) +
3 X number of bugs (high) +
10 X number of bugs (critical)
47. BUG METRIC SEVERITY CHART
0
5
10
15
20
25
30
1 2 3 4 5 6 7 8 9
BugScore
Total Bug Score
No. of Low
No. of High
No. of Critical
Total Score
Use
Planned
Debugging
Time
Stop
development
and
resolve
bug
immediately
Stop
development
and
resolve
bug
immediately
48. BUG METRIC RESPONSE PLAN
Itera/on
No.
of
Low No.
of
High No.
of
Cri/cal Total
Score Ac/on
Plan
1 0 0 0 0 N.A
2 0 0 0 0 N.A
3 1 2 0 7
Use
Planned
Debugging
Time
4 0 0 0 0 N.A
5 2 6 0 20
Stop
development
and
resolve
bug
immediately
6 4 5 0 19
Stop
development
and
resolve
bug
immediately
51. Risk 1: Not able to launch application in
accordance to B1G1 Marketing Plan
before finals.
Mitigation Strategy:
Vigorous testing on application and to keep Client
updated on progress.
52. Risk 2: Cross-browser Compatibility
Mitigation Strategy:
Discuss with client on their base acceptance level.
“Best viewed in Chrome”
53. Risk 3: Delay in development due to
excessive work from other modules
(Unexpected)
Mitigation Strategy:
Ensure that sufficient time is allocated to the team for
development and that they have enough time for
their other modules as well.
54. Risk 1: Technical Risk
Mitigation Strategy:
Ensure that sufficient time in allocated for learning.
Keep our code lightweight. Constant refactoring to
minimize latency
Deploy early and resolve any critical issues
ü Making the website to be
mobile friendly
ü Ensure multi browser
compatibility
ü Slow response time
ü Application fails to deploy
on client's server
55. Risk 2: Development
Risk
Mitigation Strategy:
Ensure
that
there
is
proper
version
control
as
there
are
back
ups
that
team
can
revert
to
Allocate
one
team
member
to
solve
the
issues
while
the
rest
of
the
team
member
con/nue
on
the
next
itera/on
Ensure
that
a
lot
of
tes/ng
is
done
for
live
deployment
ü Project faces a critical bug
that crashes the application
ü Unable to rectify logic error
and bugs before end of
each iteration
ü Might face critical bugs
when doing deployment to
live server
56. Risk 3: Usability
Risk
Mitigation Strategy:
Conduct
sufficient
user
tes/ng
with
business
users
to
ensure
that
they
like
the
interface
of
Business
for
Good
Map
Conduct
sufficient
user
tes/ng
with
public
users
to
ensure
that
they
like
the
interface
of
Business
for
Good
Map
and
easy
to
navigate
ü Business users might not like
the interface of Business for
Good Map (web)
ü Public users might not like
the interface of Business for
Good Map (on Mobile)
57. HAPPINESS METRIC
Average Happiness Score (AHS) = Sum of
individual happiness score / No. of Members
Individual
Score Description
1 "Everything is not going well. This is so depressing. : ("
2 "Things are getting a little stressful for me."
3 "So much things to do,but im coping well"
4 "Things are looking great now"
5 "Come on everyone! We are awesome!"
58. Average
Happiness
Score Action Plan
< 2.5
PM to check on the team on team's well-being
and to take note of what can be done better.
Team will go for a short break over coffee.
2.5 - 4 Team will take a short break (30 mins) for coffee
>4 Proceed with Work
HAPPINESS METRIC ACTION PLAN
59. Week
No. AHS Action Plan
1 4.2 Proceed with Work
2 4.4 Proceed with Work
3 3.8 Team will take a short break (30 mins) for coffee
4 2.6 Team will take a short break (30 mins) for coffee
5 2.4
PM to check on the team on team's well-being
and to take note of what can be done better.
Team will go for a short break over coffee.
6 2.6 Team will take a short break (30 mins) for coffee
7 2.8 Team will take a short break (30 mins) for coffee
HAPPINESS METRIC TRACKING
61. STAKEHOLDER MANAGEMENT
Client- Ms. Masami Sato ( Founder of B1G1)
• Communicate via Email, SMS
• Face to Face Meet-up with our client to:
– Update her on the progress of the team
– Seeking her advice and approval on the
functionalities created
– Let B1G1 team test out on the systems at
an early stage
62. Supervisor- Prof Chris Bosech
• Communicate via email
• Supervisor meeting every fortnightly (Friday
3:30PM)
• Keep our supervisor updated on our team’s
progress, difficulties faced and constantly
seeks for his opinion on our project
STAKEHOLDER MANAGEMENT
63.
64. Date of User Testing 1: 23rd Sept 2013
Number of Participants: 4
Participants:
1) Masami Sato (Founder of B1G1)
2) Jessey
3) Hashima
4) Elvin
65. METHODOLOGY
UT BRIEFING
- Brief on the test
cases
ACTUAL UT (structured)
- Record all
observations
according to the tasks
on the test cases
POST UT
- Users can test out
the system freely
(besides all test
cases)
EVALUATE
- Qualitative Data
66. UT GOALS & OBJECTIVES
1. To qualitatively gather user feedback for UI
so as to improve the aesthetics of our
application
2. Validate the usefulness of the functionalities
created & the areas that can be improved,
to provide good user experience
67. FEATURES TESTED IN UT 1
ü Business for Good Map Interface
ü Region Zoom
ü Show Me
ü Info Window
ü Search Engine for Projects & Businesses
ü Visual Representation of Connectivity of
Stakeholders in B1G1
ü Visual Representation of Contribution
in B1G1
68. UT OBJECTIVE 1- UI Heuristics
1. Gather
user
feedback
of
UI
ü Intui/veness
ü Usability
ü Aesthe/cs
What we learn:
The outlook of the application is very important to ensure
good experience
• Blue and orange icons can be smaller
• There is a slight gap above the 'Region' tab
• The shade color on the dropdown 'Show Me' items can be
consistent with the overall theme (i.e. for business, we can use
blue shade and for project, orange)
69. UT OBJECTIVE 2- Functionality
Testing
1. Gather user feedback on functionalities
ü Usefulness of the functionalities
ü Areas to be improved
• Most
of
the
func/onali/es
created,
were
func/onally
working
• PROBLEM:
MULTI-‐BROWSER
COMPATIBILITY
Our
business
for
Good
map
had
compa/bility
issues
with
Internet
Explorer,
Firefox
&
Safari
What we learn:
73. TEAM LEARNING OUTCOMES
“This is a valuable learning lesson for the
team. There are so many first-times which we
had not faced before. And so many
obstacles along the way. We fall, and we
pick ourselves up and continue trying.”
- AWE-K2
74. INDIVIDUAL REFLECTIONS
“It is very important to make sure
that the team works together well.
Everyone is different and we have
our difference, be it in terms of
expectations or working style. It's all
about striking a balance.”
“Communication is the Key to Success. No
ONE has the BEST idea.”
75. “The project has equipped me with the ability to
write good test cases, conduct user testing in an
efficient manner and last but not least, the ability
to analyze test results.”
“When it comes to
programming and
development;
There's no harm in venturing
into something new.
More often than not, you have
more to gain than lose.
Even if it doesn't work out,
you'll always gain experience!”
“A person's potential is limitless. when
facing adversities, this is when we, as a
team will emerge stronger.”
76. OUR NEXT STEPS
Develop:
v Snap!MyWorld
v Location Services
v Mobile-Friendly site
Milestones:
v UT 2 -- B1G1 Team
v UT 3 -- Public users in SMU
v UT 4 -- Business users of B1G1
♣ Preparation for Final presentation