[pypy-svn] rev 1673 - pypy/trunk/doc/funding
arigo at codespeak.net
arigo at codespeak.net
Fri Oct 10 17:42:43 CEST 2003
Author: arigo
Date: Fri Oct 10 17:42:41 2003
New Revision: 1673
Modified:
pypy/trunk/doc/funding/B5.0_manage_bea.txt
Log:
Conflict resolution for Christian
Modified: pypy/trunk/doc/funding/B5.0_manage_bea.txt
==============================================================================
--- pypy/trunk/doc/funding/B5.0_manage_bea.txt (original)
+++ pypy/trunk/doc/funding/B5.0_manage_bea.txt Fri Oct 10 17:42:41 2003
@@ -1,5 +1,12 @@
-B 5.0 Project Management
-========================
+:DELETE:BEGIN
+
+ B 5.0 Project Management
+
+:DELETE:END
+
+Project Management
+======================
+
PyPy as a project will be implementing an agile development
lifecycle.This choice of development method will have effects on the
way the project will be structured and managed.
@@ -15,67 +22,55 @@
To illustrate the focus on development process as well as project focus:
- Stakeholders;
- - EU
- - partners
- - Python communities etc.etc
-
-
-
+Stakeholders;
+- EU
+- partners
+- Python communities etc.etc
+
+
+::
-
-
-Development
-process
+ Development
+ process
Sprint/ Sprint/ Sprint/ Sprint/ Sprint/
team team team team team
-Project process
-
-
-
-
-
+ Project process
-
-
-
-
-
- Stakeholders;
- - EU
- - partners
- - Python communities etc.etc
+ Stakeholders;
+
+ - EU
+ - partners
+ - Python communities etc.etc
- Both the project and the development process are based
- around critical workshops, so called "sprints" that will
- take place on a six week cycle throughout the project (24
- months). Around these sprints input and output to
- stakeholders will be structured. The arrows above
- symbolize the evaluation-feedback-change system that will
- be implemented.
-
+Both the project and the development process are based around critical
+workshops, so called "sprints" that will take place on a six week cycle
+throughout the project (24 months). Around these sprints input and output to
+stakeholders will be structured. The arrows above symbolize the evaluation-
+feedback-change system that will be implemented.
+
This method will affect the role of the project management, management
structure, role of coordinator, project meetings, quality control and
communication in the project in what we have experienced to be a very
-constructive way. Our reasons for choosing this development and
-projectmethod are several:
+constructive way.
-·This project has a history of 6 months in which the team succesfully
- implemented sprints and agile development methods
+Our reasons for choosing this development and projectmethod are several:
-·In this project, teammembers from 5 (?) different countries will work
- continuosly in separate places, sprints will be the main forum in
- which the teammembers meet up and work together in real life
-
-·The sprints will be open for nonteammembers to participate in the
- development process, thus allowing for an open and feedbackdriven
- process
+o This project has a history of 6 months in which the team succesfully
+ implemented sprints and agile development methods
-·The sprints will be the forum in which knowledge will be shared and
- the transparancy within the project organisation will be measured
+o In this project, teammembers from 5 (?) different countries will work
+ continuously in separate places, sprints will be the main forum in
+ which the teammembers meet up and work together in real life
+
+o The sprints will be open for nonteammembers to participate in the
+ development process, thus allowing for an open and feedbackdriven
+ process
+
+o The sprints will be the forum in which knowledge will be shared and
+ the transparancy within the project organisation will be measured
We will during the project focus on evaluating and documenting our
projectmethod and share knowledge and experience in that area as
@@ -85,49 +80,60 @@
On the following pages we will describe in more detail how this choice
of method will influence the way this project will be managed.
-
+
+:DELETE:BEGIN
B 5.1 Project manager
-=====================
+
+:DELETE:END
+
+Project Manager
+------------------
+
The PyPy project will have a project management structure that is
based upon two resources, Jacob Hallén as project manager and Beatrice
Düring as assisting project manager.
-The role of the project manager is to:
- manage the project and its scope of time, budget and deliverables
- lead the work of the management board and report to the management board
- execute decisions made in the management board
- report to the project coordinator
- support the project coordinator concerning the relations to the EU
- manage the sprints
- manage routines for quality assurance of the technical development
-
-The role of the assistant project manager
- report to the project manager
- participate in reports to management board and project coordinator
- manage project administration (reports, documentation,etc)
- manage routines for sprints, quality assurance of project
- process, resourceallocation manage contact with external partners
- manage the day-to-day operations of the project (ex. executing
- decisions made by management board) manage the knowledge process
- and actively spread information to the Open Source community
- regarding methods used
-
+The role of the project manager is to:
+
+o manage the project and its scope of time, budget and deliverables
+o lead the work of the management board and report to the management board
+o execute decisions made in the management board
+o report to the project coordinator
+o support the project coordinator concerning the relations to the EU
+o manage the sprints
+o manage routines for quality assurance of the technical development
+
+The role of the assistant project manager is to:
+
+o report to the project manager
+o participate in reports to management board and project coordinator
+o manage project administration (reports, documentation,etc)
+o manage routines for sprints, quality assurance of project process, resourceallocation
+o manage contact with external partners
+o manage the day-to-day operations of the project (ex. executing decisions made by
+o management board)
+o manage the knowledge process and actively spread information to the Open Source
+o community regarding methods used
+
The reasons for having a structure based on a project manager and assisting project manager
are:
-
- both the development and the project process will recieve due
- attention in that the persons chosen have expert skills in these
- different areas the project will not be exposed to the risk that
- a single project manager would mean (hhmm dåligt formulera om)
- a project of this size with team and stakeholders distributed in
- several countries needs more project management resources
+
+ both the development and the project process will recieve due attention
+ in that the persons chosen have expert skills in these different areas
+
+ the project will not be exposed to the risk that a single project manager would mean
+ (hhmm dåligt formulera om)
+
+ a project of this size with team and stakeholders distributed in several
+ countries needs more project management resources
The skills and experience of the combined project management team are
-as followed:
+as follows:
-Large scale projects:
----------------------
+Large scale projects
++++++++++++++++++++++
+
**Jacob Hallén** has been working since 1994 with large scale development
projects. He was a consultant for, and later employee of, the LIBRIS
Department of the Royal Library of Sweden (http://www.libris.kb.se) in
@@ -181,8 +187,9 @@
process for the EU Framework 3 (Växtkraft Mål 3) and has a experience
of working with similar EU-funded projects since 1997.
-Financial tracking in projects:
--------------------------------
+Financial tracking in projects
++++++++++++++++++++++++++++++++
+
**Jacob Hallén** has a widespread experience of founding and managing
companies as well as being project manager for large scale
projects. He has also developed several accounting programs. When
@@ -201,8 +208,9 @@
department in NetGuide Scandinavia (1999-2002) she had budget and
result responsibility.
-Leadership skills:
-------------------
+Leadership skills
+++++++++++++++++++
+
**Jacob Hallén** has experienced leadership challenges in different
situations. In his role as an officer in the reserve of the Swedish
army he has been deputy rifle platoon leader in the Swedsh UN forces
@@ -220,7 +228,7 @@
members of the consortium on what sort of changes should be required,
wanted or tolerated in the new system.
-AT AB Strakt, Jacob Hallén started out managing the company but
+At AB Strakt, Jacob Hallén started out managing the company but
changed his role to Chief Technical Officer, after successfully
recruiting a suitable CEO as replacement. Jacob enjoys managing
technical processes more than general corporate management.
@@ -237,19 +245,21 @@
have been teaching management oriented courses (leadership, project
management, communication, conflictresolving) for Learning Tree
International since 2003 in both Sweden and USA.
-
+
+:DELETE:BEGIN
B 5.2 Management structure
-==========================
B 5.3 Coordinator dont write
-==============================
B 5.4 Project meetings
-======================
-Project Meetings
-----------------
+:DELETE:END
+
+
+Project Meetings
+-----------------------
+
Management Board will meet at the start of the project and two times
per year or on an ad hoc basis as requested. The meetings will
normally be scheduled to rotate between countries of the EU and mainly
@@ -262,7 +272,8 @@
in the internal project web.
Team Meetings
--------------
++++++++++++++++++++
+
The project team will meet at the "sprints" which take place on a six
week cycle ( se below). During the sprints, there will be time
allotted to discuss and evaluate the project process, track progress,
@@ -272,7 +283,8 @@
documented and put up in the internal project web.
Project review workshops ("learning loops")
--------------------------------------------
++++++++++++++++++++++++++++++++++++++++++++
+
Every six months, as preparation for the Management Board meetings and
project reviews from the EU project office, the project management
team invites the team to an evaluation workshop, lasting for a day, in
@@ -286,7 +298,8 @@
"Sprint" Meetings are the key to PyPy's technical development
--------------------------------------------------------------
++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++
+
Key to PyPy's technical development and research are so called
"sprints". These publically announced one-week meetings serve as an
intense working forum to rapidly discuss and implement key PyPy ideas
@@ -329,7 +342,8 @@
developers.
Technical decisions
--------------------
++++++++++++++++++++
+
Major design or technical decisions are usually reached through
consensus during the sprints. If a conflict cannot be resolved there
then the technical board gets the final say. The members of the
@@ -344,8 +358,15 @@
individual contribution help enforce high-quality program code and
good design decisions.
+:DELETE:BEGIN
+
B 5.5 Quality control of technical development
-==============================================
+
+:DELETE:END
+
+Quality control of technical development
+----------------------------------------------
+
The PyPy project will ensure quality by a variety of means. On the
grand scale, the involvement of excellent researchers ensures that the
general direction takes care of latest insights in language
@@ -379,46 +400,54 @@
choices for technical quality management are fit to meet highest
standards.
-Additional Quality procedures
------------------------------
+Additional Quality procedures
+++++++++++++++++++++++++++++++++++
+
The project manager will circulate a draft Quality Management plan for
the project prior to first Project Meeting and and then present it for
approval at the first Meeting. It should complement the prescribed
quality approach with respect to the following aspects:
- Document procedures, standards and control
- Issue control for documents
- Reporting procedures, frequency and format
- Communication procedures
- Corrective actions
- Exception control
- Conflict resolution
- Meeting draft agenda
- Format of meeting minutes
- Tracking system for actions
- Risk assessment
- Evaluation routines
- Specific responsibilities within the project
+o Document procedures, standards and control
+o Issue control for documents
+o Reporting procedures, frequency and format
+o Communication procedures
+o Corrective actions
+o Exception control
+o Conflict resolution
+o Meeting draft agenda
+o Format of meeting minutes
+o Tracking system for actions
+o Risk assessment
+o Evaluation routines
+o Specific responsibilities within the project
+:DELETE:BEGIN
B 5.6 Communication and reporting
-=================================
+
+:DELETE:END
+
+Communication and reporting
+---------------------------------
+
The project process will be reported as follows:
- Monthly written status reports to the Management Board/Technical
- Board by the project management team. These reports will be
- posted on the internal project web for the entire team to access.
- project review report to the EU project office. These reports are
- the result of the project review workshops (every 6th month) and
- are produced by the project management team. These reports will
- be posted on the internal project web for the entire team to
- access.
-
- Project evaluation report. At the end of the project, an
- evaluation report will be produced in which both product, process
- and deliverables will be evaluated. This report will be presented
- to stakeholders (consortium companies and partners) and the EU
- project office.
+o Monthly written status reports to the Management Board/Technical
+ Board by the project management team. These reports will be
+ posted on the internal project web for the entire team to access.
+
+o Project review report to the EU project office. These reports are
+ the result of the project review workshops (every 6th month) and
+ are produced by the project management team. These reports will
+ be posted on the internal project web for the entire team to
+ access.
+
+o Project evaluation report. At the end of the project, an
+ evaluation report will be produced in which both product, process
+ and deliverables will be evaluated. This report will be presented
+ to stakeholders (consortium companies and partners) and the EU
+ project office.
The technical development of PyPy is driven by open continous
discussion. Many of the involved decisions are made and verified
@@ -451,9 +480,10 @@
method will only by required when the project reaches the point where
users begin to rely on aspects of our implementation.
+:DELETE:BEGIN
B 5.7 Consortium dont write
-=============================
B 5.8 Ip dont write
-=====================
\ No newline at end of file
+
+:DELETE:END
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