Closure Report

Background

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. 

Summary

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:

Name Business Area Role
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      
O1

Define the design features and functionality of the website 

    Yes
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
         
O5 Closure         
D16 Lessons learned session Project team Should Yes
D17 Closure report Project Manager Must Yes

Scope

No Description Achieved?
1 The website will be public facing, and feature a User account registration, and login facility. Yes
2

For registered Users, it will provide the following features:

  • Standard account management facilities
  • Add family members (optionally with linked accounts), and define relationships
  • Record personal and medical profile details, including fragile X status
  • Targeted survey delivery to family members
Yes
3

The website will have an admin area, restricted to authorised staff from Centre for Clinical Brain Sciences. This section will feature:

  • User profile view/ management 
  • Survey creation and delivery configuration
  • Reporting for collected survey data
Yes
4 The website will use the same look and feel as the Patrick Wild Centre website. Yes

Benefits

No Description Achieved?
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

Success Criteria

No.  Description          Achieved ?
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
4

The Patrick Wild Centre are able to effectively manage the registry and extract relevant reporting.

Yes

 

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

Description Recommendations Impact Theme(s)

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.

  • Where there is limited availability of a business lead, consider running projects as Waterfall method rather than Agile. This way, more complete requirements gathering can be done up front as an analysis task and less commitment from the business would be required throughout the build phase.
  • The amount of developer resource could have been reduced to be more appropriate in relation to the business partner effort. 
Was Detrimental

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. 

  • It may have been better to have run the project following the waterfall methodology with reduced business interaction.
Was Detrimental

Resourcing         & Developing    Software

Dependencies on non-project resource

Two aspects of work required effort from outwith the project team:

  • Penetration Testing undertaken by a 3rd party

The booking process to schedule a penetration test took a number of weeks to secure a slot. Such a delay had not been anticipated.

  • Equality Impact Assessment (EqIA) undertaken by the Disability Officer.

Unfortunately, the area was understaffed and the one person available was absent with sickness for a prolonged period.

  • The findings of the penetration test and EqIA were well received but with a lesson to be learnt of scheduling dependency dates to undertake such task well in advance.
  • The recommendation would be to plan two months in advance of such needs.

 

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. 

  • Risk assessment and management was inclusive in reaching the decision, the outcome of which was benefit of delivery to the business and appreciative feedback.  
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.

  • An additional section should be included in the Operational Level Agreement (OLA) template.
Was Detrimental Management of a project

Outstanding Issues

Agreement was reached in consultation with project team members that the following JIRAs and EPICs should be marked for future development:

JIRAs Description
MVM316-18 Linking information from face-to-face meetings
MVM316-23 Audit changes to data
MVM316-30 Administration dashboard
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
EPICS Description
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: 

Penetration Testing Review

 

Project Info

Project
Fragile X Registry website
Code
MVM316
Programme
MVM Research (MVMRES)
Management Office
ISG PMO
Project Manager
Kevin Hone
Project Sponsor
Sonya Campbell
Current Stage
Close
Status
Closed
Project Classification
Grow
Start Date
05-Aug-2019
Planning Date
09-Aug-2019
Delivery Date
07-Feb-2020
Close Date
17-Apr-2020
Overall Priority
Higher
Category
Discretionary