Project ISG003 carried out a migration of the Projects Website from Drupal 6 to Drupal 7. The scope of the project was a like-for-like transfer, where possible, of existing functionality and content to the up to date infrastructure.
However, the usability of the new Drupal 7 Projects Website was quite different to the previous version. As a result of this, the ISG003 project team and Projects Website users identified several enhancements that were desired. As the Projects Website is used by more users outside of Project Services, we felt it was important that we maintain the site as high quality PPM tool that users are used to.
In addition to the above, there were several changes required in order to accommodate two large University initiatives that are currently under way, these being Service Excellence and Digital Transformation.
This project was carried out by using an iterative development and release structure. Work packages were identified, scoped and estimated by the Business and Developer.
User stories were being captured on Jira (currently under ISG003, which we have kept running as it contains the full backlog of stories): http://edin.ac/2qumBqp
The scope was flexible to allow for changes to priorities during the project. Time and cost were fixed, similar to Agile principles.
The top priority enhancements defined since the new Projects Website was launched in October 2016 were as follows:
- Address a number of bugs that have emerged since go-live, including updating the available Organisation Hierarchy
- Review the Security Model so that EASE-authenticated users can see project logs
- Action changes required to bring the Projects Website in line with University programmes such as Service Excellence (SEP).
- Should time allow, other enhancements will be considered.
Objectives and Deliverables
|O1||Improve current functionality and usability by fixing a number of bugs that have emerged since go-live in October 2016.||Must||Steph Ruthven||Yes|
|D1||All JIRA's representing essential bugs resolved||Must||Michal Zitko||Yes|
|D2||Organisational Hierarch Updated||Must||Michal Zitko||Yes|
|D3||Contextual Help Solution delivered||Should||Michal Zitko||Yes||We are currently using a basic version, as we did not have enough budget to deliver a fuller solution. This has been added to the backlog for discussion should funding become available.|
|O2||Review the current security model||Must||Steph Ruthven||Yes|
|D4||Agreed security model implemented||Must||Michal Zitko||No||We looked at the possibility of making logs open to all staff in the University. This would be a complex piece of development which would require in house resource and additional funding, both of which were unavailable. In addition, with the extended user base of the PWS, there were mixed views on this. We have added it to the backlog for future discussion.|
|O3||Bring the Projects Website in line with the University Programmes and Risk Management Policy||Must||Steph Ruthven||Yes|
|D5||All JIRA's relating to the risk log and risk log exports delivered||Must||Michal Zitko||Yes|
|D6||New log created for capturing Benefits||Should||Steph Ruthven||Yes||
|D7||New log created for capturing Lessons Learned||Should||Steph Ruthven||Yes||
|O4||Further enhancements to the Projects Website should time allow||Could||Steph Ruthven||Yes||Funding from SEP added to existing budget.|
|D8||Enhancements already captured as user stories delivered in priority order||Could||Michal Zitko||Yes||
A particularly well received example is the personal dashboard, also the ability to export all risks.
- SEP / Digital Transformation / Core Systems are able to fully sue the Projects Website, with a standard approach to risk management and reporting
- Fix bugs that are limiting the current functionality e.g. tagging projects in a portfolio
- Improve the reporting and monitoring capabilities for Project Managers, Programme Managers, SMT and PMO by introducing more opportunities for export data from the site
- Promoted collaboration and transparency within the University by improving the visibility of the project information for EASE-authenticated users.
- All identified, prioritised bugs resolved and deployed to LIVE - COMPLETE
- Feedback from users that the revised security model saves time in administering projects - NOT DONE
- SEP and DTI programmes use the website for risk, lessons learned and benefits manaegment. - IN PROGRESS
Analysis of Resource Usage:
Staff Usage Estimate: 20 days
Staff Usage Actual: 43.9 days
Staff Usage Variance: 45%
Explanation for variance
We received additional funding for external resource, additional staff resource was required to support this.
Key Learning Points
- Clear guidelines for contract workers
- Do not make changes to the website until the requirements have been agreed
- We have established a development timeline for future developments
We are working with Service Management to define a process for managing a backlog of service enhancements and bug fixing.