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SPMP.dvi
Software Project Management Plan
Team Aura
Virtual Surgery
May 17, 2011 Revision : 1.42
Abstract
This document formally outlines the management procedures to be used
by Team Aura during the Virtual Surgery Project. It details team struc-
ture, project organisation, managerial and technical processes, and the project
schedule.
Contents
1 Introduction 1
1.1 Project Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1
1.1.1 Project Description . . . . . . . . . . . . . . . . . . . . . . . . 1
1.1.2 People . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2
1.2 Project Deliverables . . . . . . . . . . . . . . . . . . . . . . . . . . . 2
1.3 Resource Requirements and Availability . . . . . . . . . . . . . . . . 2
1.3.1 Physical Resources . . . . . . . . . . . . . . . . . . . . . . . . 3
1.3.2 Personnel Resources . . . . . . . . . . . . . . . . . . . . . . . 3
1.3.3 Budget . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
1.4 Evolution of the SPMP . . . . . . . . . . . . . . . . . . . . . . . . . 3
1.5 Reference Materials . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4
1.6 Definitions and Acronyms . . . . . . . . . . . . . . . . . . . . . . . . 4
2 Project Organisation 5
2.1 Process Model . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5
2.1.1 Requirements Gathering . . . . . . . . . . . . . . . . . . . . . 5
2.1.2 Prototyping . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5
2.1.3 Architectural Design . . . . . . . . . . . . . . . . . . . . . . . 5
2.1.4 Increments One and Two . . . . . . . . . . . . . . . . . . . . 6
2.1.5 Other Details . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
2.2 Organisational Structure . . . . . . . . . . . . . . . . . . . . . . . . . 6
2.2.1 Organisation structure . . . . . . . . . . . . . . . . . . . . . . 6
2.2.2 Management Role . . . . . . . . . . . . . . . . . . . . . . . . 7
2.2.3 Subteams and Responsibilities . . . . . . . . . . . . . . . . . 7
2.2.4 Individual Roles and Responsibilities . . . . . . . . . . . . . . 10
2.3 Organisational Boundaries and Interfaces . . . . . . . . . . . . . . . 15
2.3.1 General Team Communication . . . . . . . . . . . . . . . . . 15
2.3.2 Inter-subteam/Development Group Communication . . . . . 15
2.3.3 Intra-subteam/Development Group Communication . . . . . 15
2.3.4 External Communication . . . . . . . . . . . . . . . . . . . . 15
2.4 Project Responsibilities . . . . . . . . . . . . . . . . . . . . . . . . . 16
3 Managerial Process 17
3.1 Management Objectives and Priorities . . . . . . . . . . . . . . . . . 17
3.2 Assumptions, Dependencies and Constraints . . . . . . . . . . . . . . 17
3.3 Risk Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17
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3.4 Monitoring and Controlling Mechanisms . . . . . . . . . . . . . . . . 17
3.4.1 Timesheets . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18
3.4.2 Task Allocation System . . . . . . . . . . . . . . . . . . . . . 18
3.4.3 Audits . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18
3.4.4 Surveys . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19
3.5 Staffing Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19
3.5.1 Available Staff . . . . . . . . . . . . . . . . . . . . . . . . . . 19
3.5.2 Subteam Allocation . . . . . . . . . . . . . . . . . . . . . . . 19
3.5.3 Training . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20
4 Technical Process 21
4.1 Methods, Tools and Techniques . . . . . . . . . . . . . . . . . . . . . 21
4.2 Software Documentation . . . . . . . . . . . . . . . . . . . . . . . . . 21
4.3 Project Support Functions . . . . . . . . . . . . . . . . . . . . . . . . 21
5 Project Schedule 22
5.1 Scope . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22
5.2 Contents . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22
5.3 Communication and Presentation . . . . . . . . . . . . . . . . . . . . 23
5.4 Project Scheduling Methods . . . . . . . . . . . . . . . . . . . . . . . 23
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1 Introduction
This document is Team Aura’s Software Project Management Plan for the Virtual
Surgery project. The intended audience for this document is all team members,
and the project supervisors.
This document is not intended to stand alone. It should be read in conjunction
with the other documents produced for this project, as listed in Section 1.5 of
this document. This is to avoid duplication of information between documents. A
pointer to the project’s acronym file is given in section 1.6.
This document is based on IEEE Standard 1058.1-1987 for Software Project Man-
agement Plans. The sectional layout is as specified, except for two deviations:
• This section contains an extra subsection, 1.3 Resource Requirements and
Availability;
• The format of section 5 Project Schedule is different; it has been changed to
suit the nature of this project more appropriately.
Note: Some sections are extremely short and only reference other sections and
documents. They are present to comply with the IEEE standard.
1.1 Project Overview
The Virtual Surgery project is being undertaken by Team Aura for the subject
433-440 Advanced Software Engineering Project. This subject is compulsory for all
final year software engineering students at the University of Melbourne.
1.1.1 Project Description
Virtual Surgery is the code name for a general purpose surgery simulation software
system which will enable surgeons to practice general mastoid surgery in a virtual
environment.
It is a software system which will realistically render CT scans of the skull and
allows surgeons to interact with this virtual skull by removing bone by means of
a virtual burr. To increase the realism of the experience, the software system will
also provide features such as sound and zooming.
The Virtual Surgery software system provides a safe and cost effective way for
surgeons to learn the fundamental techniques of general mastoid surgery. By doing
away with the need for physical material, the software system allow the surgeons
to improve their skills by practising more frequently in an easily accessible and
reproducible environment.
The Virtual Surgery software system is a step towards the advanced training of sur-
geons in surgical intervention which remains a key element in improving the control
of hearing and balance disorders and enhancing the health of many individuals.
The task to build the Virtual Surgery software system is being undertaken by Team
Aura as part of 433-440 Advanced Software Engineering Project.
1
1.1.2 People
The members of Team Aura are listed in Table 1.
The clients for this project are listed in Table 2. Both clients are surgeons at the
Royal Victorian Eye and Ear Hospital.
The supervisors for this project are given in Table 3.
Name login Phone
Omitted to preserve anonymity
Table 1: Team Aura Members
Name Email Phone
Omitted to preserve anonymity
Table 2: Clients
Name login
Omitted to preserve anonymity
Table 3: Supervisors
1.2 Project Deliverables
The project deliverables are:
• Copies of documents produced during course of the project, as listed in Section
2.1 of the SQAP;
• A copy of the source code produced;
• A copy of a running version of the software as derived from the source code,
plus any extra files or libraries required;
• User documentation as described in the SRS.
These will be given to the clients at the completion of the project, on or soon after
October 20, 2000. All deliverables will be given to the clients on a CD-ROM.
The team’s group directory will be left in a state so that markers can easily access
each of the deliverables. Any hardcopy-only deliverables, such as parts of the design
notebook, will be physically given to the project supervisors.
1.3 Resource Requirements and Availability
Team Aura has limited access to resources, such as physical resources and personnel
resources during the course of the project. The budget for this project is limited by
university funding as well. This section is not part of the IEEE Standard 1058.1-
1987.
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1.3.1 Physical Resources
Physical resources available to the team include:
• Computers in the 4th year lab, room L2.03, reserved for 4th year students;
• Computers in the basement labs;
• Any software available on any of these computers;
• Room L2.04, the 4th year lounge, is available for meetings;
• The Engineering library at the University of Melbourne, and any other li-
braries to borrow books, articles and journals;
• The cabinets and drawers in room L2.04 provided for the storage of project
related materials.
1.3.2 Personnel Resources
Personnel resources available, outside the team itself, include:
• The project supervisors, are able to provide general help and advice when
necessary;
• Department staff may be able to provide help and information on technical
matters.
• The department’s system administrators and technical services employees can
provide general hardware, software and network support, to a reasonable ex-
tent consistent with the inherent responsibilities of their positions;
• The local newsgroup cs.chat can be used to access the collective wisdom of
gurus within the department on specific matters;
• Any appropriate non-local newsgroups can be used as a means of research into
specific technical matters.
1.3.3 Budget
As this project is being undertaken as a university subject, no formal budget is
allocated. Some small amounts of funding may be provided by the Department
of Computer Science and Software Engineering, e.g. for any necessary software or
hardware (such as the GeForce card). The project supervisor will be contacted
should any such funding be required.
1.4 Evolution of the SPMP
The Project Manager worked on this document freely during initial drafting. It
then underwent informal, formal, and two external reviews (one by teams Centaur
and 3dis2, one by the project supervisor). Substantial changes were made in re-
sponse to these reviews. The document is being continually updated as management
procedures are refined.
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The SPMP will not be baselined due to the evolving nature of the document. Please
refer to the SCMP for further details on which other documents are not baselined.
The Project Schedule will be updated approximately weekly as the project proceeds
(see section 5 for more details). Please refer to the SCMP for the location of the
project schedule
1.5 Reference Materials
The SPMP refers to the following documents:
• Software Quality Assurance Plan (SQAP);
• Software Configuration Management Plan (SCMP);
• Risk Mitigation, Monitoring & Management Plan (RMMMP);
• Project Schedule.
Other references used in the creation of the document include:
• IEEE Standard 1058.1-1987;
• Team KISS, SPMP, 1999;
• Team Sphere, SPMP, 1999.
• 433-443 Software Project Management lecture notes, Ricardo Fiusco, 2000.
1.6 Definitions and Acronyms
A comprehensive list of all acronyms used in the project is available in the team’s
CVS repository, under: /VirtualSurgery/doc/resources/acronyms. Details on
the structure of the repository are given in the SCMP.
4
2 Project Organisation
2.1 Process Model
The development model chosen for the project is a prototype-driven incremental
model, using the terminology given in the 433-443 Software Project Management
lecture notes. Please refer to these notes for more details.
The stages of this process are described in the following sections.
2.1.1 Requirements Gathering
A standard requirements elicitation process will be used, based primarily on weekly
meetings with the client during the requirements phase.
Requirements are being partitioned into core and non-core; the client will be asked to
rank non-core requirements in order of desirability. The core requirements define the
functionality which will be developed in increment one. The non-core requirements
are those which are to be implemented in increment two.
The requirements gathering phase will culminate in the baselining of the SRS, which
will be signed-off by the clients.
2.1.2 Prototyping
Standard requirements gathering and modelling is being accompanied by the devel-
opment of a throwaway prototype. This approach has been chosen to address two
main risks:
1. The clients are somewhat vague about the exact functional requirements for
the system, and the kind of hardware the system needs to run on;
2. The technical feasibility of the requirements is open to question, and it is
unclear which of several possible approaches would be most appropriate to
give the level of performance required.
Creating and evaluating a prototype should be an excellent method of mitigating
these risks. The specific issues the prototype is intended to address are:
• User interface;
• Viability of various 3D rendering techniques;
• Possible methods of 3D model interaction and update.
2.1.3 Architectural Design
The SADD work shall begin after the prototyping has finished. The prototype as
mentioned above, is intended to be a throwaway prototype and therefore not to be
developed into the final system. The architectural issues addressed by the prototype
subteam, and the experience and insight gained by them will be put to best use by
including members of the prototype subteam in the architectural design subteam.
5
Architectural design will cover both core and non-core requirements, as it is essential
that the structure of the overall system be mapped out at the beginning of the design
phase.
2.1.4 Increments One and Two
The core requirements of the system will be implemented in increment one. The non-
core requirements are to be implemented in increment two. The second increment
will follow a two-build process. Each build will consist of developing certain non-
core requirements, depending on the prioritisation as specified by the clients. At
each build the system will be compiled and system tested. The next build can then
begin. Each build can be likened to a mini-increment in itself. The rationale behind
using builds can be explained by the nature of our project. Since some of the non-
core requirements may be harder to implement, having smaller milestones where
the whole code could be compiled and tested would deliver a working product with
added functionality. The functionality to be implemented in the two builds are to
be based on prioritisation of requirements by the clients.
Each increment will involve:
• Detailed design;
• Detailed test planning;
• Coding;
• Unit, integration, acceptance, and release testing;
• Creation of user documentation.
Increment one will begin once architectural design has been completed. Increment
two will begin once increment one system testing has been completed. The user
documentation will only be produced during increment two.
2.1.5 Other Details
The relationships between major project functions and activities — such as the
timing of major milestones, baselines, reviews, work products, and deliverables —
are given in the Project Schedule; see section 5 for details.
2.2 Organisational Structure
2.2.1 Organisation structure
The team will adopt a controlled decentralised organisation model for the project.
The team will be split up into subteams and development groups during different
phases of the project. Each subteam and development group will have an appointed
leader. Subteam and development group leaders will be decided in team meetings.
The Management team consists of all the subteam and development group leaders.
For more information regarding the management team, refer to section 2.2.2.
Each subteam and development group may vary in size as the project proceeds.
This will reflect the changing amount of work that needs to be done for different
tasks at each point in time. For example, the requirements subteam will shrink and
6
then disband once requirements analysis is completed; the design subteam will be
non-existent prior to the design phases.
For this reason, each team member may be part of more than one subteam and
development group at a time. Membership to a subteam and development group is
not intended to restrict any team member to tasks covered by that subteam only.
Instead, it should act as a guide to the tasks they should be performing, indicate
which other team members they should be in close communication with, and the
subteam and development group leader to whom they should report (if applicable).
Further, during the detailed design and implementation phases of the project, the
team will be split up into three development groups (DGs) that will independently
code and test different parts of the system architecture.
2.2.2 Management Role
We believe that this organisation model will suit the needs for Team Aura. There is
sufficient control over the project, which is exercised by the Management team. Sub-
team and Development Group leaders manage their particular groups and subteams,
and inform management team of progress. This ensures that the Management team
maintains sufficient control, and at the same time the effort required to designate
tasks and allocate resources does not become counterproductive.
There are also crossteam representatives who are responsible for communicating
with Team Centaur and Team 3dis2; details regarding these representatives are
given in section 2.3.4. A schematic of the team structure is shown in figure 1.
2.2.3 Subteams and Responsibilities
The leaders (marked with a *), members, and responsibilities of the various sub-
teams are:
Management:
• Handle project planning, scheduling, and high level task distribution to both
individual, subteams and development groups;
• Write and maintain the SPMP;
• Identify risks as they come up in the course of the project;
• Oversee the creation of risk management procedures and documentation, and
to monitor risks;
• To resolve any conflicts.
Team members: Omitted.
Quality Assurance:
• Supervise the major quality assurance activities, such as the defining and
enforcing of appropriate standards, and the undertaking of reviews and audits;
• Write and maintain the SQAP;
7
MANAGEMENT GROUP A
DEVELOPMENT
DEVELOPMENT
GROUP B
SUBTEAM 2
SUBTEAM 1
DEVELOPMENT
GROUP C
Figure 1: Aura team structure schematic (larger circle indicates more people)
• Write and maintain the SVVP;
• Supervise cross-team QA (e.g. organise external reviews for Centaur and 3dis2
documents);
• Supervise cross-document consistency checking.
Team members: Omitted.
Configuration Management:
• Supervise all aspects of configuration management, such as the definition of
appropriate standards;
• Establish and maintain baselines and releases;
8
• Develop and maintain the traceability database;
• Develop and maintain any specialised SCM tools and support software;
• Perform configuration control;
• Perform configuration status accounting;
• Participate in SQA Audits;
• Write and maintain the SCMP.
Team members: Omitted.
Requirements:
• Initially gather, and then refine requirements by having regular meetings with
the clients;
• Undertake requirements modelling, including use cases;
• Split requirements into core and non-core, to be implemented in increments
one and two respectively;
• Write and maintain the SRS;
• Provide requirements details and knowledge to the prototype team, should
the prototype team need them.
Team members: Omitted.
Prototype:
• Research various methods for rendering and interacting with 3D volumes;
• Evaluate various graphics toolkits and libraries for suitability to the project;
• Perform exploratory programming to determine the feasibility of various func-
tional and non-functional requirements;
• Create a prototype, and evaluate it in conjunction with the clients.
Team members: Omitted.
Training:
• Compile training manuals on development technologies;
• Organise a selection of tutorials on the team web page for team members to
learn Java and Java3D over the mid-year break;
Team members: Omitted.
9
Architectural Design:
• Design the system architecture;
• Document the system architecture in the SADD;
• Perform the initial Translate the SADD over to Javadocs ready for detailed
design;
• Support detailed design and implementation activities by answering member
queries regarding architectural design.
Team members: Omitted.
Development Groups: Development Groups (DGs) are responsible for their
allocated part of the system architecture. There are three DGs: GUI, Simulator
and World. Each group has the following roles and responsibilities relevant to their
part of the system:
• Produce detailed design, updating and adding detail to that produced by the
architectural team as implementation progresses;
• Produce unit and intra-package test cases;
• Implement the design;
• Conduct code inspections on all code produced;
• Conduct unit testing;
• Conduct intra-package integration testing;
GUI Team members: Omitted. Simulator Team members: Omitted. World
Team members: Omitted. During increment two, Simulator and World merged
into the Simworld development group to reduce communication overhead.
2.2.4 Individual Roles and Responsibilities
The responsibilities of the individual roles are:
Project Manager:
• Oversee project planning, scheduling, and high level task distribution, with
the aid of the management subteam;
• Maintain project schedule up to the beginning of the coding phase;
• Maintain good relationships between team members and between leaders of
subteams;
• Conduct regular meetings with subteam leaders;
• Chair all full team meetings according to meeting procedures, or find a sub-
stitute chairperson if he cannot attend.
10
Assistant Project Manager:
• Act as a backup for any time the Project Manager is unable to conduct his
duties; in such a case, the Assistant Project Manager will assume the same
responsibilities as the Project Manager;
• Remain aware of the Project Manager’s affairs, so she can assume the Project
Manager’s role with a minimum of effort, if necessary.
Configuration Manager:
• Manage the team’s group directory;
• Manage the team’s CVS repository and ensure it follows CM standards;
• Maintain the SCMP in conjunction with the Quality Assurance Manager and
the CM subteam.
General Secretary:
• Take minutes of all full team meetings and commit them to the repository, or
arrange for them to be taken and committed by someone else.
Client Liaison Officer:
• Act as first point of contact for client communication;
• Organise client meetings;
• Prepare an agenda for client meetings, or arrange for an agenda to be written;
• Report back to members not present at client meetings;
• Ensure that minutes are taken at all client meetings.
Risk Manager:
• Oversee the creation of the initial risk table;
• Maintain awareness of risks via the risk monitoring procedures;
• Maintain an up to date risk table representing current state of the project;
• File regular reports describing the top ten risks facing the team;
• Identify when any particular risk has become an event, and bring appropri-
ate risk management procedures (as defined in the RMMMP) into play to
minimise the impact of the event;
• Poll the rest of the team at each meeting if they feel a risk may arise;
• Collect continual and up-to-date feedback from the the Project Manager and
subteam leaders to gauge the project’s progress and monitor risks;
• Create and maintain the RMMMP in conjunction with the Quality Assurance
Manager and the management subteam.
11
Quality Assurance Manager:
• Ensure the SQAP remains up to date and make modifications as needed;
• Ensure that all documents are kept up to date, in conjunction with the ap-
propriate team members;
• Ensure that the team is familiar with procedures and standards outlined in
the SQAP, SCMP and SPMP;
• Co-ordinate regular audits and reviews in accordance with the review proce-
dures outlined in the SQAP and SCMP;
• Ensure that reviews and audits are followed-up;
• Liaise with other 440 teams in order to share some QA responsibilities.
Technical Leader:
• Be the first port of call for team members experiencing technical difficulties;
• Undertake research into technical questions if necessary;
• Maintain project schedule during increments one and two.
Test Manager:
• Coordinate the testing activities of Team Aura;
• Manage the Test Plan;
• Be the first port of call for team members with any questions regarding testing;
• Ensure all testing activities are carried out in accordance with the Test Plan.
Cross-team Technical Liaison Officer:
• Represent Team Aura in the administration of the computers in lab L2.04;
• Communicate with the Inter-team Technical Liaison Officers from Team Cen-
taur and Team 3dis2 when necessary;
• Administer the team’s email archive and the archive’s web interface.
Performance Analyst:
• Manage the creation and updating of the SPEAP;
• Collate performance reports, miscellaneous findings and research material into
the SPEAP;
• Analyse performance reports and provide the best course of approach to han-
dle performance concerns;
• Inform the Risk Manager of performance issues becoming risk issues.
12
Usability Analyst:
• Create a usability plan;
• Conduct heuristic evaluation and user testing;
• Collate results and identify severity ratings;
• Make recommendations to the design team based on the results compiled.
Subteam Leader
• Account for and allocate tasks related to the subteam;
• Identify any issues that require clarification, and communicate with team
management to resolve any confusion;
• Help maintain and monitor changes to any documents produced;
• Co-ordinate with the Quality Assurance Leader to schedule reviews and ensure
procedures are adequate and being followed;
• Assist the Project Manager in project planning for phases of the project in
which the subteam is involved;
• Communicate regularly with the Project Manager and other subteam leaders
so everyone is aware of the project’s progress;
• Ensure that adequate records are kept of team decisions, allocated tasks and
their predicted and actual completion dates.
Development Group Leader
• Manage the development of a single package in the system architecture;
• Account for and allocate tasks related to the development group;
• Assist the Project Manager and Management Team in project planning for
the two increments;
• Work with the Test Manager to ensure all testing is carried out according to
the Test Plan;
• Work with the Technical Leader to ensure all technical aspects of the package
are adequately covered;
• Work with the Risk Manager to ensure any identified risks are actively miti-
gated and managed effectively;
• Ensure the features, testing requirements and detailed design for each incre-
ment and build is delivered by the specified deadlines;
• Ensure all team members in the development group work effectively and co-
operatively;
• Ensure that adequate records are kept of team decisions, allocated tasks and
their predicted and actual completion dates;
13
All Managers
• Know what your goal and role is;
• Know what your deadline is;
• Estimate the effort required to achieve your goal (e.g. in person-hours);
• Plan a schedule consistent your deadline and the overall Project Plan;
• Request team resources based upon your effort estimation
• Request resources in consultation with team members and their DG Leader;
• Confirm with people before assigning them a task;
• Ensure people know what you expect them to do;
• Ensure people are able to do the best job they can by providing information,
resources and support;
• Supervise tasks with progress reports and help when required;
• Ensure you contribute to team tasks as well as delegating;
• Ensure all team standards and processes are adhered to;
• Give due recognition for work completed;
• Make sure people know when they are under-performing;
• Be firm, but fair.
Team Member
• Contribute ideas and opinions in all phases of the project;
• Perform all assigned tasks to the best of their ability and in a timely manner;
• Be prepared to assist other team members when the need arises;
• Spend on average 12–15 hours per week on the project;
• Be aware of risks to the project and alert management of any new risks;
• Report any anomalies regarding the project to management through processes
outlined in SQAP, SCMP and SVVP;
• Work together with other team members to avoid conflict;
• Follow all defined standards and procedures.
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2.3 Organisational Boundaries and Interfaces
2.3.1 General Team Communication
For all levels within the team structure, there are two recorded methods team
members can use for communication:
1. Meetings: recorded via agendas and minutes;
2. Email: the team’s mail filtering system allows emails to be sent to only some
team members, while still being archived in a way that allows anyone to look
at them later.
Details of the mail filtering system are given in the SQAP.
In addition to these formal methods, team members are strongly encouraged to
keep themselves aware of what others are doing by talking, or sending (unrecorded)
emails when necessary.
2.3.2 Inter-subteam/Development Group Communication
Communication between subteams will be facilitated primarily by regular subteam
leader/management meetings. Relevant details should then be passed on by the
subteam leaders to the rest of their subteam.
2.3.3 Intra-subteam/Development Group Communication
The primary avenue of communication within subteams/development groups is sub-
team meetings.
For keeping track of changes to documents, the CVS repository will be set up so that
subteam and development group members will be automatically emailed CVS log
messages for all changes made to the artifact(s) that are their responsibility. This
ensures all su
