The Patrick Wild Centre, which sits within the University of Edinburgh’s College of Medicine & Veterinary Medicine, is a world-leader in biomedical and translational research.
The ambition of the Patrick Wild Centre is to understand the neurological basis of and to test new therapies for autism spectrum disorders (ASD), fragile X syndrome (FXS) and intellectual disabilities. To support the Patrick Wild Centre deliver their strategic objectives, a website has been developed for individuals with fragile X syndrome or family members to register an online profile.
The project was delivered on the 7th February, 2020.
Over the duration of the project, five Change Requests were raised:
- A change in project priority
- A change in Project Manager
- A change in budget
- Two changes in delivery milestone.
The Project Manager would like to acknowledge the support and commitment of all project team members, specifically:
|Andrew Stanfield||Centre for Clinical Brain Sciences||Senior Clinical Research Fellow|
|Sonya Campbell||Centre for Clinical Brain Sciences||Project Sponsor|
|Joanne Gordon||Website and Communications||Graphic Designer|
|John Allison||Software Development||Lead Developer|
|Vicky Galt||Disability Information Officer||Corporate Office|
|Alistair Webb||Database and Systems Administrator||Development Technology|
|Andrew Hobden||Applications support Analyst||Production Management|
|Chris Cord||Database and Systems Administrator||Production Management|
Objectives and Deliverables
|Ref||Objectives / deliverables||Owner||Priority||Achieved|
Define the design features and functionality of the website
|D1||Document user personas||IS Apps Development / Project Manager||Must||Yes|
|D2||Document user stories, including condition statements||IS Apps Development / Project Manager||Must||Yes|
|D3||Create prioritised backlog, release plan, Bamboo and Jira configuration||IS Apps Development||Must||Yes|
|O2||Ensure appropriate compliance with GDPR and information security guidelines||Yes|
|D4||Document a Data Protection Impact Assessment (DPIA) for the website||Project Sponsor||Must||Yes|
|D5||Ensure all the information security requirements in the DPIA comply with the IG framework(s) outlined by the relevant governing body - InfoSec, Guardian Caldicott etc.||Project Sponsor||Must||Yes|
|O3||Establish the website||Yes|
|D6||Set up Python Django environments||Development Technology||Must||Yes|
|D7||Work will be managed as multiple iterative sprints aligned to project scope and covering cycles of development, testing and code release||IS Apps Development/ LTW||Must||Yes|
|D8||Develop and test all aspects of the UI and front-end of the website||LTW||Must||Yes|
|D9||Develop and test all aspects of the back-end of the website||IS Apps Development||Must||Yes|
|D10||Review and QA the development output from each iteration, confirm the user story priorities for the next iteration||Project team||Must||Yes|
|D11||Sign off user acceptance testing||Project Sponsor||Must||Yes|
|O4||Confirm readiness for Production Management to begin maintenance support / deploy||Must||Yes|
|D12||Produce Operational Line Agreement (OLA) showing how Production Management will support the website following deployment||Production Management/ Project Manager||Must||Yes|
|D13||Sign off OLA||Project Sponsor||Must||Yes|
|D14||Confirm readiness to begin maintenance support of the new website with the relevant check list||Production Management||Must||Yes|
|D15||Promote development to live environment||IS Apps Development||Must||Yes|
|D16||Lessons learned session||Project team||Should||Yes|
|D17||Closure report||Project Manager||Must||Yes|
|1||The website will be public facing, and feature a User account registration, and login facility.||Yes|
For registered Users, it will provide the following features:
The website will have an admin area, restricted to authorised staff from Centre for Clinical Brain Sciences. This section will feature:
|4||The website will use the same look and feel as the Patrick Wild Centre website.||Yes|
|1||The website will provide the Patrick Wild Centre with a registry of people with fragile X syndrome, and their families.||Yes|
|2||To develop a better understanding of the natural history of fragile X syndrome in affected males and females, and of the clinical presentation and course of pre-mutation carriers||Yes|
|3||To establish a database of well-characterised individuals with fragile X syndrome and permutation carriers, which will allow researchers to examine the relationship between biological factors and clinical manifestation||Yes|
|4||To provide a focus for an improved follow-up service for patients with fragile X syndrome, maintaining better contact with the family and providing information for the family||Yes|
|5||To identify a register of individuals who would be available to take part in other research studies concerning fragile X syndrome and conditions related to the pre-mutation.||Yes|
|1||The fragile X website is successfully implemented||Yes|
|2||The fragile X website is accessible and user-friendly for those who wish to participate in the registry||Yes|
|3||The fragile X website gradually becomes a registry of individuals with fragile X syndrome, including the family relationship between individual accounts||Yes|
The Patrick Wild Centre are able to effectively manage the registry and extract relevant reporting.
Analysis of Resource Usage:
Staff Usage Estimate: 80 days
Staff Usage Actual: 130 days
Staff Resource Variance: +62%
LTW had a budget of 20 days and was following a billing structure separate to that of Project Services.
Explanation for variance
A number of factors contributed to the increase in budget spend:
- Changes in team composition during the running of the project
- An increase and refinement of the features deemed to be in scope
- Industrial action leading to an extended duration in bringing project closure.
Key Learning Points
Problems with disparate levels of commitment
Our business partner was available for 2 days a week. Initially the development effort was 9 days per week. Problems were encountered in trying to run the project with an Agile methodology which requires input from all team members throughout the iteration. Budget was burnt too fast and didn't allow sufficient time for the business partner to provide quality feedback or develop requirements.
Resourcing & Developing Software
Problems with team member schedules
Our business partner was available on Thursday and Friday. Our development partner in LTW was available Monday, Tuesday, Wednesday, and Thursday morning.
This meant we had only a 0.5 day weekly window to be in real-time contact with the full team.
Resourcing & Developing Software
Dependencies on non-project resource
Two aspects of work required effort from outwith the project team:
The booking process to schedule a penetration test took a number of weeks to secure a slot. Such a delay had not been anticipated.
Unfortunately, the area was understaffed and the one person available was absent with sickness for a prolonged period.
|Was Detrimental||Management of a project|
Flexibility of project team during deployment
Ordinarily, Friday is not chosen as a favourable day for implementing new work. It was on this occasion by exception and although a problem was encountered (links to wrong environment), it was speedily resolved.
||Was Beneficial||Management of a project|
Update to the OLA Template
The end payer billing details need to captured and agreed for future charging. Also, advice should be documented as to when any major upgrades would be required with an approximate view of funding that would be needed.
||Was Detrimental||Management of a project|
Agreement was reached in consultation with project team members that the following JIRAs and EPICs should be marked for future development:
|MVM316-18||Linking information from face-to-face meetings|
|MVM316-23||Audit changes to data|
|MVM316-69||Highlight/notify participants of important information|
|MVM316-78||Use SSL straight through whole-stack rather than off-loading|
|MVM316-89||Resend or cancel invitations to join hub|
|MVM316-117||Add conditions to export list|
|MVM316-3||Managing my family (MVM316-18 and MVM316-89)|
|MVM316-4||Admin management (MVM316-117)|
|MVM316-10||Create hosting environment (MVM316-78)|
|MVM316-13||Security concerns and obligations (MVM316-23)|
Whilst all the high level security risks identified during penetration testing were resolved prior to implementation, those of a medium to lower security risk remained open. These were subsequently reviewed with Information Security, the Software Development Manager and Head of Production and with the exception of one (since addressed) all were deemed to be non-project related and warranted University wide consideration with potential changes to policy. For completeness, these can be found in the minutes: