You are viewing a plain text version of this content. The canonical link for it is here.
Posted to dev@ofbiz.apache.org by Jacques Le Roux <ja...@les7arts.com> on 2009/09/12 07:24:45 UTC
Re: Project Story (was: ASF Board Report for 2009-06)
Hi David,
I was curious to know if this has been incorporated, if not why ? Maybe it's missing a tittle ("Re: Project Story (was: ASF Board
Report for 2009-06)" seems not good ;o)
Thanks
Jacques
From: "Torstein Hegbom" <to...@itpolaris.no>
> Please find an update below. The missing part in the OFBiz-implementation is
> the billing of materials used in the project. However the orders can be used
> for this purpose, but a separate materials plan and materials usage would be
> preferable.
> **************************************************
> Actor definitions
> -----------------
> Client
> ------
> The client is an internal customer or an external customer.
>
> Project manager
> ---------------
> A person that manages the project, and are responsible for reporting to the
> internal steering group and the customer
>
> Project role
> ------------
> As the project is going through the four phases (analysis, preparation,
> development and delivery) there is need for the different roles. In fact
> there is a complete organisation of roles delivering the results to the
> client. In the mini-organisation there is at least a need for the following
> roles:
> . Account manager. Responsible for keeping track of time and materials
> . Change manager. Most project fails because of having too weak
> staffing on this role. The key role of not accepting changes from the client
> without having a formal process of agreeing upon the change in the agreement
> terms. This could be
> o Changes in the agreement text
> o Change in delivered materials
> o Change in the number of hours
> o Change in the fixed cost
> o Change in the delivery date
> . Verification manager. Verifying the project delivery before it is
> handed to the client.
>
> General delivery project story
> ------------------------------
> A company using project as a means of delivering the products, are most
> likely company that are delivering complex products that cannot be
> standardized into a standard organisation, since either the nature of the
> product or the nature of the customer makes it the most cost effective to
> deliver the product as a project.
>
> Before diving into the details of projects it is important to define the two
> basic project pricing models: Fixed price and Time and material. The pricing
> model gives directions onto how the project is run, and a
> time-and-material-project can be converted into a Fixed-price-project (but I
> have never been in a project that has converted from Fixed-price to
> Time-and-Material).
>
> The Fixed-price-project means that the customer is not interested in the
> time and the materials used in the project. The Client is only interested in
> the end result. How much is ready and how much is left.
>
> The Time-and-materials-project the customer are interested in all three and
> the project are committed to deliver reports about progress, time and
> material usage.
>
> In both pricing models, the change-orders are the most important part of the
> project managers work, since the changes will need to be incorporated into
> the plans, agreements, dates, the staffing and the cost. Changes may or may
> not change time and/or materials.
>
> Ideas to incorporate
> --------------------
> Using BOM in project management.
> Managing logistics plans for materials used.
>
> Dependencies
> ------------
> . Sales Representative Leads Prospects from RFQ to Sales Order (This
> needs more text)
> . Placing Customer Places a Sales Order (This needs a rewrite)
> . Customer Places Order for Quote (Needs to be written, for a wide
> perspective)
> . External Reporting
> . Budgeting
>
> Story
> ------
> There has been done an analysis or a bid-phase, where the parties have
> agreed to deliver a project. The requirements are attached to the agreement
> and there has been made an outlined plan that consists of a start date and
> an end date of the project. The out-line plan for the project and the
> sub-projects are not written before the Analysis phase has been done.
>
> The project will be divided into the remaining phases of the project, where
> the subprojects are delivering into the main project. The plans of the main
> project and the sub-projects will have milestones, and at a milestone there
> can be a decision point. The decision is made either by steering group,
> project management team or technical team. All decisions are documented.
>
> The agreement with the client will be used as a base for delivery and for
> the plan, and is the base for the end date and the cost estimate. The
> agreement will also be used to plan the materials used during the project
> (by the logistics team). The following documents should be produced from the
> analysis phase and should be reflected in the agreement:
> . Functional specifications describing what will be delivered to the
> client. This will be a detail of the requirement in the agreement,
> describing how the requirements will be implemented. For each functional
> specification there will be written acceptance criterions
> . A Bill of Materials (BOM) that describes what products and documents
> that will be delivered internally and externally to aid the final delivery
> (including verification and training).
>
> Using the company model for handling incidents during the project, an
> incident can be received from the customer as a request for additional
> functionality, or an internal incident. As the incident is classified it can
> be classified as a change.
>
> Changes are handed to the change manager, and the change manager classifies
> the change into smaller changes that can be done outside a change board, or
> needs to be handled by the Change board. If the Change manager hands the
> change to the Change board, the change will be prioritized and may be added
> to the project as a Change order (based upon a cost benefit analysis). The
> change order is added as a sub-project with separate usages for time and
> materials (that are reported and invoiced separately).
>
> To keep track of what to deliver to the client the Bill Of Materials (BOM)
> is used to keep track of what has been delivered and what is still remaining
> (this should be an internal list, and is not reported to the customer).
> ******************************
> Regards
> Torstein Hegbom
> -----Opprinnelig melding-----
> Fra: David E Jones [mailto:dejc@me.com]
> Sendt: 26. juni 2009 17:56
> Til: dev@ofbiz.apache.org
> Emne: Project Story (was: ASF Board Report for 2009-06)
>
>
> Torstein,
>
> I apologize, I should have been more clear.
>
> Is this something that you would like to see become part of the UBPL?
>
> I ask because it is unclear for 2 reasons:
>
> 1. it does not use the same style and conventions as other stories in
> UBPL
> 2. it does not attempt to reuse (and modify/extend/etc as needed)
> existing stories in UBPL
>
> -David
>
>
> On Jun 26, 2009, at 9:20 AM, Torstein Hegbom wrote:
>
>> It should be a new story, and maybe more than one. The companies
>> that I can
>> see are the following:
>>
>> * Construction companies
>> * Installing companies
>> * IT development projects
>>
>> Basicly all companies that creates something using projects as a way
>> of
>> working (establishing an organisation, has its own budget and has a
>> start-date and an end-date).
>>
>> Companies that are using projects for the way of working multiple
>> projects
>> to make deliveries. The major challenge is to keep track of
>> materials used
>> to make deliveries. Should the project make or should it buy (I
>> tested the
>> BOM-simulator, and that could be used for that decision). If it
>> decides to
>> by it will use an order. If it decides to create, it will use tasks
>> and
>> man-hours.
>>
>> All of these companies has something in common: There will be
>> something
>> delivered to a customer, and there needs to be deliver documents to
>> go along
>> with it. Therefore there is a need of a list of deliveries as well
>> as tasks.
>>
>> Torstein
>>
>>
>> -----Opprinnelig melding-----
>> Fra: David E Jones [mailto:dejc@me.com]
>> Sendt: 23. juni 2009 00:01
>> Til: dev@ofbiz.apache.org
>> Emne: Re: SV: ASF Board Report for 2009-06
>>
>>
>> This looks like a good start Torstein.
>>
>> How do you see this fitting in with the stories that are currently in
>> the UBPL (ie:
>>
> http://docs.ofbiz.org/display/OFBREQDES/Universal+Business+Process+Library+I
>> ndex)?
>>
>> -David
>>
>>
>> On Jun 22, 2009, at 1:23 AM, Torstein Hegbom wrote:
>>
>>> Please find the user story below:
>>> -------------------------
>>> 1.1 A delivery project
>>> A delivery project will deliver some functionality, where the
>>> functionality
>>> is based upon a requirement from a business organisation. The
>>> functionality
>>> is some text that describes an organisation, some processes and some
>>> business rules.
>>>
>>> The delivery can be a physical piece, a building or it can be an IT
>>> system.
>>> All of these has in common that there is a need for a project
>>> organisation
>>> to deliver. The project will have a planned start-date and a planned
>>> end-date. The project will have an project organisation and a project
>>> manager.
>>>
>>> The most important role of the project manager is to manage the
>>> changes
>>> impacted on the project organization. This can be changes external
>>> to the
>>> project, changes in the project staffing or changes in what and when
>>> to
>>> deliver. If the project manager fails to manage these details, the
>>> project
>>> will fail. However having a good steering group and a good change
>>> management, the project manager has good prospects to succeed.
>>> 1.2 Two different preconditions
>>> Below there is mentioned two different cases where a project can be
>>> initiated.
>>> 1.2.1 A new delivery for a new customer
>>> If there is not an established customer, there may be a RFQ (request
>>> for
>>> information), and there may be a bid-process. In any case the result
>>> will be
>>> an agreement for a delivery, with delivery-terms. The agreement will
>>> outline
>>> a delivery date and the functional requirements.
>>> 1.2.2 A new delivery for an existing customer
>>> If there is an established customer, there may be cases where the
>>> line
>>> organisation finds the delivery too big (too many man-hours) that
>>> cannot be
>>> done in an ordinary maintenance delivery-release, and decides to
>>> establish a
>>> new project.
>>> 1.3 Change orders
>>> All changes related in dates or functionality will be handled by the
>>> project
>>> manager (and the change manager), by change-orders. The change
>>> orders can be
>>> written by the customer or the supplier, using a computer or a hand
>>> held
>>> device.
>>>
>>> These change orders are analysed and estimated by the project
>>> organisation.
>>> The analysis will describe the impact on the delivery date and the
>>> added
>>> cost for the customer. The change board will finally sign the change
>>> order,
>>> and it will added to the agreement.
>>> 1.4 Project model
>>> All organizations should have a project model, which is used for all
>>> delivery projects. This will make the steering group committee have
>>> an
>>> easier job of understanding the status of the project. The project
>>> model
>>> will describe the phases and the decision points in the project. The
>>> project
>>> model can vary from company to company. One project model can be a
>>> delivery
>>> project that has four phases:
>>> . Analysis phase
>>> . Delivery phase
>>> . Verification phase
>>> . Deployment and handover phase
>>>
>>> Note that the project can be split into smaller projects, but all
>>> subprojects will have all phases, independent upon the method used
>>> for
>>> implementing the requirements.
>>> 1.4.1 Decision point
>>> Within each phase there will be milestones. Each of the milestones
>>> has a
>>> delivery that can be celebrated by a cake. If the achievement is not
>>> applicable for a cake, it is not a milestone. Connected to a
>>> milestone there
>>> can be a decision-point. A decision that cannot be made before the
>>> milestone
>>> has been passed. The decision point is related to the project and the
>>> information to the decision is quantifiable, and could relate to
>>> cost and/or
>>> resources. Milestones can have dependencies and can be used as an
>>> outline
>>> plan before adding the tasks.
>>>
>>> The decision points are numbered DP1, DP2, etc, and the decision
>>> will be
>>> documented, so that the next project will learn from this project.
>>> 1.5 Analysis phase
>>> The main goal of the analysis phase is to detail requirements and
>>> details
>>> the plan. The result should be a functional description giving
>>> details into
>>> the specifications, what and how to deliver and the dates of the
>>> plan.
>>>
>>> The following documents should be produced from the analysis phase:
>>> . Functional specifications describing what will be delivered,
>>> connected to the requirement in the agreement
>>> . For each functional specification there will be written acceptance
>>> criterions
>>> . The plan will be detailed
>>> . A Bill of Materials (BOM). A document that describes what pieces
>>> and
>>> documents that will be delivered internally and externally to aid
>>> the final
>>> delivery (including verification and training).
>>> 1.6 Delivery phase
>>> The delivery project will be to produce the results described during
>>> the
>>> analysis phase, and to merge in the changes that are arriving from
>>> the
>>> change-management.
>>> 1.7 Verification phase
>>> During the verification phase the customer/klient will verify each
>>> piece
>>> that has been delivered from the delivery phase. Normally there will
>>> be an
>>> internal verification before the customer/klient verification is
>>> started.
>>>
>>> The number of changes during this phase is more than in any other
>>> phase,
>>> since everybody now can understand how the end-result will work in
>>> practice.
>>> The change-board will be an aid to keep the process moving and
>>> decide if a
>>> given change will be delivered in the project or the first change-
>>> delivery
>>> after the project.
>>> 1.8 Deployment and handover phase
>>> During deployment there may be a migration process from the old to
>>> the new.
>>> Typically the migration is a sub-project.
>>>
>>> After the deployment has been done there will be a handover phase
>>> where the
>>> project is scaling down after each piece has been handed over and the
>>> training has been finalized.
>>>
>>> When all handover has been done there is a final acceptance, the
>>> agreement
>>> has been fulfilled and there may be written an agreement for
>>> maintenance.
>>> ---------------------
>>>
>>> -----Opprinnelig melding-----
>>> Fra: Torstein Hegbom [mailto:torstein@itpolaris.no]
>>> Sendt: 19. juni 2009 12:29
>>> Til: dev@ofbiz.apache.org; 'Jacques Le Roux'
>>> Emne: SV: ASF Board Report for 2009-06
>>>
>>> I don't have access to the space. :-(
>>>
>>> Torstein
>>>
>>> -----Opprinnelig melding-----
>>> Fra: Jacques Le Roux [mailto:jacques.le.roux@les7arts.com]
>>> Sendt: 19. juni 2009 10:44
>>> Til: dev@ofbiz.apache.org
>>> Emne: Re: ASF Board Report for 2009-06
>>>
>>> I think you could create a story there
>>> http://docs.ofbiz.org/pages/listpages-dirview.action?key=OFBREQDES
>>> But I'm not sure if you have access to this space. Then adding a
>>> comment at
>>> the right place would be taken into account
>>>
>>> Thanks
>>>
>>> Jacques
>>>
>>> From: "Torstein Hegbom" <to...@itpolaris.no>
>>>> I have been testing the project manager module, and maybe there
>>>> should be a
>>>> connection to content-management, or something else. Before a
>>>> project
>>> starts
>>>> there is a set of requirements and suggestions.
>>>>
>>>> A sub-project has a start and an end, where purpose is to make some
>>>> deliveries. The deliveries are described in the requirements. These
>>>> requirements are an attachment to an agreement with the klient.
>>>>
>>>> When a project has been decided the requirements are frozen, and a
>>>> Bill Of
>>>> Material can be created for a sub-projet. The Bill Of Materials will
>>>> describe what the sub-project will deliver, and the tasks in the
>>>> project-plan describes how, who and when to deliver each item in
>>>> the Bill
>>> Of
>>>> Materials.
>>>>
>>>> Torstein
>>>>
>>>> -----Opprinnelig melding-----
>>>> Fra: Jacques Le Roux [mailto:jacques.le.roux@les7arts.com]
>>>> Sendt: 17. juni 2009 02:00
>>>> Til: dev@ofbiz.apache.org
>>>> Emne: Re: ASF Board Report for 2009-06
>>>>
>>>> I think it's a bit harder for the wiki part (we hage a project
>>>> manager but
>>>> no wiki), thus need for requirements collection and
>>>> design thereafter
>>>> Anyway, David already sent his links...
>>>>
>>>> Jacques
>>>>
>>>> From: "Ean Schuessler" <ea...@brainfood.com>
>>>>> I think the most reasonable first step would be for us to build
>>>>> importers that mirror the state of JIRA into OFBiz project
>>>>> management.
>>>>> All user accounts should be modeled as Party with the proper
>>>>> corresponding roles. Once we see that we can get to a parallel
>>>>> level of
>>>>> functionality we could then transition OFBiz development onto our
>>>>> own
>>>>> infrastructure. Achieving this result should speak more firmly
>>>>> about our
>>>>> intent than any spoken claim and will convince other Apache
>>>>> projects
>>>>> that we have the capability to execute on the plan.
>>>>>
>>>>> Hans Bakker wrote:
>>>>>> In general these subjects were handled by Tim, perhaps better he
>>>>>> reacts
>>>>>> on that?
>>>>>>
>>>>>> i was referring to the last report about Infrastructure,
>>>>>> shouldn't we
>>>>>> mention that we are now using contegix resources and are waiting
>>>>>> for the
>>>>>> infrateam to respond?
>>>>>>
>>>>>> Then there was also a request to use ofbiz for the apache
>>>>>> administration/content management, shouldn't we say we are ready
>>>>>> for
>>>>>> that and are interested to make ofbiz suitable for that?
>>>>>>
>>>>>
>>>>>
>>>>
>>>>
>>>
>>
>
Re: Project Story (was: ASF Board Report for 2009-06)
Posted by Jacques Le Roux <ja...@les7arts.com>.
Thanks David,
I have the ambition to collect/compile all info about Taxes/VAT we have around. And then I'd like to use HEMP to make a step in the
right direction on this subject. Only a wish at this stage, but as I have some spare time, I hope to move forward though. This is
typically the kind of subject you can't tackle from the code side!
Jacques
From: "David E Jones" <de...@me.com>
>
> Yes, this one is still in my inbox. Why hasn't it been incorporated yet? I guess because no one has incorporated it yet.
>
> My feedback from before also still applies:
>
>> 1. it does not use the same style and conventions as other stories in
>> UBPL
>> 2. it does not attempt to reuse (and modify/extend/etc as needed)
>> existing stories in UBPL
>
> If Torstein is interested in this being incorporated into the UBPL stuff it would be great to refine the story for these points,
> otherwise I don't know if there is much in here to put back into the UBPL stories. The most important thing that needs to happen
> with these is to change all of the sentences to be written in terms of actors and actions. There is a lot of stuff magically
> happening in these stories, and a lot of commentary on thoughts and feelings that are not all that useful for designing and
> building software (they are in the realm of deciding what to do, not in the actually doing things).
>
> -David
>
>
> On Sep 11, 2009, at 11:24 PM, Jacques Le Roux wrote:
>
>> Hi David,
>>
>> I was curious to know if this has been incorporated, if not why ? Maybe it's missing a tittle ("Re: Project Story (was: ASF
>> Board Report for 2009-06)" seems not good ;o)
>>
>> Thanks
>>
>> Jacques
>>
>> From: "Torstein Hegbom" <to...@itpolaris.no>
>>> Please find an update below. The missing part in the OFBiz- implementation is
>>> the billing of materials used in the project. However the orders can be used
>>> for this purpose, but a separate materials plan and materials usage would be
>>> preferable.
>>> **************************************************
>>> Actor definitions
>>> -----------------
>>> Client
>>> ------
>>> The client is an internal customer or an external customer.
>>>
>>> Project manager
>>> ---------------
>>> A person that manages the project, and are responsible for reporting to the
>>> internal steering group and the customer
>>>
>>> Project role
>>> ------------
>>> As the project is going through the four phases (analysis, preparation,
>>> development and delivery) there is need for the different roles. In fact
>>> there is a complete organisation of roles delivering the results to the
>>> client. In the mini-organisation there is at least a need for the following
>>> roles:
>>> . Account manager. Responsible for keeping track of time and materials
>>> . Change manager. Most project fails because of having too weak
>>> staffing on this role. The key role of not accepting changes from the client
>>> without having a formal process of agreeing upon the change in the agreement
>>> terms. This could be
>>> o Changes in the agreement text
>>> o Change in delivered materials
>>> o Change in the number of hours
>>> o Change in the fixed cost
>>> o Change in the delivery date
>>> . Verification manager. Verifying the project delivery before it is
>>> handed to the client.
>>>
>>> General delivery project story
>>> ------------------------------
>>> A company using project as a means of delivering the products, are most
>>> likely company that are delivering complex products that cannot be
>>> standardized into a standard organisation, since either the nature of the
>>> product or the nature of the customer makes it the most cost effective to
>>> deliver the product as a project.
>>>
>>> Before diving into the details of projects it is important to define the two
>>> basic project pricing models: Fixed price and Time and material. The pricing
>>> model gives directions onto how the project is run, and a
>>> time-and-material-project can be converted into a Fixed-price- project (but I
>>> have never been in a project that has converted from Fixed-price to
>>> Time-and-Material).
>>>
>>> The Fixed-price-project means that the customer is not interested in the
>>> time and the materials used in the project. The Client is only interested in
>>> the end result. How much is ready and how much is left.
>>>
>>> The Time-and-materials-project the customer are interested in all three and
>>> the project are committed to deliver reports about progress, time and
>>> material usage.
>>>
>>> In both pricing models, the change-orders are the most important part of the
>>> project managers work, since the changes will need to be incorporated into
>>> the plans, agreements, dates, the staffing and the cost. Changes may or may
>>> not change time and/or materials.
>>>
>>> Ideas to incorporate
>>> --------------------
>>> Using BOM in project management.
>>> Managing logistics plans for materials used.
>>>
>>> Dependencies
>>> ------------
>>> . Sales Representative Leads Prospects from RFQ to Sales Order (This
>>> needs more text)
>>> . Placing Customer Places a Sales Order (This needs a rewrite)
>>> . Customer Places Order for Quote (Needs to be written, for a wide
>>> perspective)
>>> . External Reporting
>>> . Budgeting
>>>
>>> Story
>>> ------
>>> There has been done an analysis or a bid-phase, where the parties have
>>> agreed to deliver a project. The requirements are attached to the agreement
>>> and there has been made an outlined plan that consists of a start date and
>>> an end date of the project. The out-line plan for the project and the
>>> sub-projects are not written before the Analysis phase has been done.
>>>
>>> The project will be divided into the remaining phases of the project, where
>>> the subprojects are delivering into the main project. The plans of the main
>>> project and the sub-projects will have milestones, and at a milestone there
>>> can be a decision point. The decision is made either by steering group,
>>> project management team or technical team. All decisions are documented.
>>>
>>> The agreement with the client will be used as a base for delivery and for
>>> the plan, and is the base for the end date and the cost estimate. The
>>> agreement will also be used to plan the materials used during the project
>>> (by the logistics team). The following documents should be produced from the
>>> analysis phase and should be reflected in the agreement:
>>> . Functional specifications describing what will be delivered to the
>>> client. This will be a detail of the requirement in the agreement,
>>> describing how the requirements will be implemented. For each functional
>>> specification there will be written acceptance criterions
>>> . A Bill of Materials (BOM) that describes what products and documents
>>> that will be delivered internally and externally to aid the final delivery
>>> (including verification and training).
>>>
>>> Using the company model for handling incidents during the project, an
>>> incident can be received from the customer as a request for additional
>>> functionality, or an internal incident. As the incident is classified it can
>>> be classified as a change.
>>>
>>> Changes are handed to the change manager, and the change manager classifies
>>> the change into smaller changes that can be done outside a change board, or
>>> needs to be handled by the Change board. If the Change manager hands the
>>> change to the Change board, the change will be prioritized and may be added
>>> to the project as a Change order (based upon a cost benefit analysis). The
>>> change order is added as a sub-project with separate usages for time and
>>> materials (that are reported and invoiced separately).
>>>
>>> To keep track of what to deliver to the client the Bill Of Materials (BOM)
>>> is used to keep track of what has been delivered and what is still remaining
>>> (this should be an internal list, and is not reported to the customer).
>>> ******************************
>>> Regards
>>> Torstein Hegbom
>>> -----Opprinnelig melding-----
>>> Fra: David E Jones [mailto:dejc@me.com]
>>> Sendt: 26. juni 2009 17:56
>>> Til: dev@ofbiz.apache.org
>>> Emne: Project Story (was: ASF Board Report for 2009-06)
>>>
>>>
>>> Torstein,
>>>
>>> I apologize, I should have been more clear.
>>>
>>> Is this something that you would like to see become part of the UBPL?
>>>
>>> I ask because it is unclear for 2 reasons:
>>>
>>> 1. it does not use the same style and conventions as other stories in
>>> UBPL
>>> 2. it does not attempt to reuse (and modify/extend/etc as needed)
>>> existing stories in UBPL
>>>
>>> -David
>>>
>>>
>>> On Jun 26, 2009, at 9:20 AM, Torstein Hegbom wrote:
>>>
>>>> It should be a new story, and maybe more than one. The companies
>>>> that I can
>>>> see are the following:
>>>>
>>>> * Construction companies
>>>> * Installing companies
>>>> * IT development projects
>>>>
>>>> Basicly all companies that creates something using projects as a way
>>>> of
>>>> working (establishing an organisation, has its own budget and has a
>>>> start-date and an end-date).
>>>>
>>>> Companies that are using projects for the way of working multiple
>>>> projects
>>>> to make deliveries. The major challenge is to keep track of
>>>> materials used
>>>> to make deliveries. Should the project make or should it buy (I
>>>> tested the
>>>> BOM-simulator, and that could be used for that decision). If it
>>>> decides to
>>>> by it will use an order. If it decides to create, it will use tasks
>>>> and
>>>> man-hours.
>>>>
>>>> All of these companies has something in common: There will be
>>>> something
>>>> delivered to a customer, and there needs to be deliver documents to
>>>> go along
>>>> with it. Therefore there is a need of a list of deliveries as well
>>>> as tasks.
>>>>
>>>> Torstein
>>>>
>>>>
>>>> -----Opprinnelig melding-----
>>>> Fra: David E Jones [mailto:dejc@me.com]
>>>> Sendt: 23. juni 2009 00:01
>>>> Til: dev@ofbiz.apache.org
>>>> Emne: Re: SV: ASF Board Report for 2009-06
>>>>
>>>>
>>>> This looks like a good start Torstein.
>>>>
>>>> How do you see this fitting in with the stories that are currently in
>>>> the UBPL (ie:
>>>>
>>> http://docs.ofbiz.org/display/OFBREQDES/Universal+Business+Process+Library+I
>>>> ndex)?
>>>>
>>>> -David
>>>>
>>>>
>>>> On Jun 22, 2009, at 1:23 AM, Torstein Hegbom wrote:
>>>>
>>>>> Please find the user story below:
>>>>> -------------------------
>>>>> 1.1 A delivery project
>>>>> A delivery project will deliver some functionality, where the
>>>>> functionality
>>>>> is based upon a requirement from a business organisation. The
>>>>> functionality
>>>>> is some text that describes an organisation, some processes and some
>>>>> business rules.
>>>>>
>>>>> The delivery can be a physical piece, a building or it can be an IT
>>>>> system.
>>>>> All of these has in common that there is a need for a project
>>>>> organisation
>>>>> to deliver. The project will have a planned start-date and a planned
>>>>> end-date. The project will have an project organisation and a project
>>>>> manager.
>>>>>
>>>>> The most important role of the project manager is to manage the
>>>>> changes
>>>>> impacted on the project organization. This can be changes external
>>>>> to the
>>>>> project, changes in the project staffing or changes in what and when
>>>>> to
>>>>> deliver. If the project manager fails to manage these details, the
>>>>> project
>>>>> will fail. However having a good steering group and a good change
>>>>> management, the project manager has good prospects to succeed.
>>>>> 1.2 Two different preconditions
>>>>> Below there is mentioned two different cases where a project can be
>>>>> initiated.
>>>>> 1.2.1 A new delivery for a new customer
>>>>> If there is not an established customer, there may be a RFQ (request
>>>>> for
>>>>> information), and there may be a bid-process. In any case the result
>>>>> will be
>>>>> an agreement for a delivery, with delivery-terms. The agreement will
>>>>> outline
>>>>> a delivery date and the functional requirements.
>>>>> 1.2.2 A new delivery for an existing customer
>>>>> If there is an established customer, there may be cases where the
>>>>> line
>>>>> organisation finds the delivery too big (too many man-hours) that
>>>>> cannot be
>>>>> done in an ordinary maintenance delivery-release, and decides to
>>>>> establish a
>>>>> new project.
>>>>> 1.3 Change orders
>>>>> All changes related in dates or functionality will be handled by the
>>>>> project
>>>>> manager (and the change manager), by change-orders. The change
>>>>> orders can be
>>>>> written by the customer or the supplier, using a computer or a hand
>>>>> held
>>>>> device.
>>>>>
>>>>> These change orders are analysed and estimated by the project
>>>>> organisation.
>>>>> The analysis will describe the impact on the delivery date and the
>>>>> added
>>>>> cost for the customer. The change board will finally sign the change
>>>>> order,
>>>>> and it will added to the agreement.
>>>>> 1.4 Project model
>>>>> All organizations should have a project model, which is used for all
>>>>> delivery projects. This will make the steering group committee have
>>>>> an
>>>>> easier job of understanding the status of the project. The project
>>>>> model
>>>>> will describe the phases and the decision points in the project. The
>>>>> project
>>>>> model can vary from company to company. One project model can be a
>>>>> delivery
>>>>> project that has four phases:
>>>>> . Analysis phase
>>>>> . Delivery phase
>>>>> . Verification phase
>>>>> . Deployment and handover phase
>>>>>
>>>>> Note that the project can be split into smaller projects, but all
>>>>> subprojects will have all phases, independent upon the method used
>>>>> for
>>>>> implementing the requirements.
>>>>> 1.4.1 Decision point
>>>>> Within each phase there will be milestones. Each of the milestones
>>>>> has a
>>>>> delivery that can be celebrated by a cake. If the achievement is not
>>>>> applicable for a cake, it is not a milestone. Connected to a
>>>>> milestone there
>>>>> can be a decision-point. A decision that cannot be made before the
>>>>> milestone
>>>>> has been passed. The decision point is related to the project and the
>>>>> information to the decision is quantifiable, and could relate to
>>>>> cost and/or
>>>>> resources. Milestones can have dependencies and can be used as an
>>>>> outline
>>>>> plan before adding the tasks.
>>>>>
>>>>> The decision points are numbered DP1, DP2, etc, and the decision
>>>>> will be
>>>>> documented, so that the next project will learn from this project.
>>>>> 1.5 Analysis phase
>>>>> The main goal of the analysis phase is to detail requirements and
>>>>> details
>>>>> the plan. The result should be a functional description giving
>>>>> details into
>>>>> the specifications, what and how to deliver and the dates of the
>>>>> plan.
>>>>>
>>>>> The following documents should be produced from the analysis phase:
>>>>> . Functional specifications describing what will be delivered,
>>>>> connected to the requirement in the agreement
>>>>> . For each functional specification there will be written acceptance
>>>>> criterions
>>>>> . The plan will be detailed
>>>>> . A Bill of Materials (BOM). A document that describes what pieces
>>>>> and
>>>>> documents that will be delivered internally and externally to aid
>>>>> the final
>>>>> delivery (including verification and training).
>>>>> 1.6 Delivery phase
>>>>> The delivery project will be to produce the results described during
>>>>> the
>>>>> analysis phase, and to merge in the changes that are arriving from
>>>>> the
>>>>> change-management.
>>>>> 1.7 Verification phase
>>>>> During the verification phase the customer/klient will verify each
>>>>> piece
>>>>> that has been delivered from the delivery phase. Normally there will
>>>>> be an
>>>>> internal verification before the customer/klient verification is
>>>>> started.
>>>>>
>>>>> The number of changes during this phase is more than in any other
>>>>> phase,
>>>>> since everybody now can understand how the end-result will work in
>>>>> practice.
>>>>> The change-board will be an aid to keep the process moving and
>>>>> decide if a
>>>>> given change will be delivered in the project or the first change-
>>>>> delivery
>>>>> after the project.
>>>>> 1.8 Deployment and handover phase
>>>>> During deployment there may be a migration process from the old to
>>>>> the new.
>>>>> Typically the migration is a sub-project.
>>>>>
>>>>> After the deployment has been done there will be a handover phase
>>>>> where the
>>>>> project is scaling down after each piece has been handed over and the
>>>>> training has been finalized.
>>>>>
>>>>> When all handover has been done there is a final acceptance, the
>>>>> agreement
>>>>> has been fulfilled and there may be written an agreement for
>>>>> maintenance.
>>>>> ---------------------
>>>>>
>>>>> -----Opprinnelig melding-----
>>>>> Fra: Torstein Hegbom [mailto:torstein@itpolaris.no]
>>>>> Sendt: 19. juni 2009 12:29
>>>>> Til: dev@ofbiz.apache.org; 'Jacques Le Roux'
>>>>> Emne: SV: ASF Board Report for 2009-06
>>>>>
>>>>> I don't have access to the space. :-(
>>>>>
>>>>> Torstein
>>>>>
>>>>> -----Opprinnelig melding-----
>>>>> Fra: Jacques Le Roux [mailto:jacques.le.roux@les7arts.com]
>>>>> Sendt: 19. juni 2009 10:44
>>>>> Til: dev@ofbiz.apache.org
>>>>> Emne: Re: ASF Board Report for 2009-06
>>>>>
>>>>> I think you could create a story there
>>>>> http://docs.ofbiz.org/pages/listpages-dirview.action?key=OFBREQDES
>>>>> But I'm not sure if you have access to this space. Then adding a
>>>>> comment at
>>>>> the right place would be taken into account
>>>>>
>>>>> Thanks
>>>>>
>>>>> Jacques
>>>>>
>>>>> From: "Torstein Hegbom" <to...@itpolaris.no>
>>>>>> I have been testing the project manager module, and maybe there
>>>>>> should be a
>>>>>> connection to content-management, or something else. Before a
>>>>>> project
>>>>> starts
>>>>>> there is a set of requirements and suggestions.
>>>>>>
>>>>>> A sub-project has a start and an end, where purpose is to make some
>>>>>> deliveries. The deliveries are described in the requirements. These
>>>>>> requirements are an attachment to an agreement with the klient.
>>>>>>
>>>>>> When a project has been decided the requirements are frozen, and a
>>>>>> Bill Of
>>>>>> Material can be created for a sub-projet. The Bill Of Materials will
>>>>>> describe what the sub-project will deliver, and the tasks in the
>>>>>> project-plan describes how, who and when to deliver each item in
>>>>>> the Bill
>>>>> Of
>>>>>> Materials.
>>>>>>
>>>>>> Torstein
>>>>>>
>>>>>> -----Opprinnelig melding-----
>>>>>> Fra: Jacques Le Roux [mailto:jacques.le.roux@les7arts.com]
>>>>>> Sendt: 17. juni 2009 02:00
>>>>>> Til: dev@ofbiz.apache.org
>>>>>> Emne: Re: ASF Board Report for 2009-06
>>>>>>
>>>>>> I think it's a bit harder for the wiki part (we hage a project
>>>>>> manager but
>>>>>> no wiki), thus need for requirements collection and
>>>>>> design thereafter
>>>>>> Anyway, David already sent his links...
>>>>>>
>>>>>> Jacques
>>>>>>
>>>>>> From: "Ean Schuessler" <ea...@brainfood.com>
>>>>>>> I think the most reasonable first step would be for us to build
>>>>>>> importers that mirror the state of JIRA into OFBiz project
>>>>>>> management.
>>>>>>> All user accounts should be modeled as Party with the proper
>>>>>>> corresponding roles. Once we see that we can get to a parallel
>>>>>>> level of
>>>>>>> functionality we could then transition OFBiz development onto our
>>>>>>> own
>>>>>>> infrastructure. Achieving this result should speak more firmly
>>>>>>> about our
>>>>>>> intent than any spoken claim and will convince other Apache
>>>>>>> projects
>>>>>>> that we have the capability to execute on the plan.
>>>>>>>
>>>>>>> Hans Bakker wrote:
>>>>>>>> In general these subjects were handled by Tim, perhaps better he
>>>>>>>> reacts
>>>>>>>> on that?
>>>>>>>>
>>>>>>>> i was referring to the last report about Infrastructure,
>>>>>>>> shouldn't we
>>>>>>>> mention that we are now using contegix resources and are waiting
>>>>>>>> for the
>>>>>>>> infrateam to respond?
>>>>>>>>
>>>>>>>> Then there was also a request to use ofbiz for the apache
>>>>>>>> administration/content management, shouldn't we say we are ready
>>>>>>>> for
>>>>>>>> that and are interested to make ofbiz suitable for that?
>>>>>>>>
>>>>>>>
>>>>>>>
>>>>>>
>>>>>>
>>>>>
>>>>
>>>
>>
>>
>
Re: Project Story (was: ASF Board Report for 2009-06)
Posted by David E Jones <de...@me.com>.
Yes, this one is still in my inbox. Why hasn't it been incorporated
yet? I guess because no one has incorporated it yet.
My feedback from before also still applies:
> 1. it does not use the same style and conventions as other stories in
> UBPL
> 2. it does not attempt to reuse (and modify/extend/etc as needed)
> existing stories in UBPL
If Torstein is interested in this being incorporated into the UBPL
stuff it would be great to refine the story for these points,
otherwise I don't know if there is much in here to put back into the
UBPL stories. The most important thing that needs to happen with these
is to change all of the sentences to be written in terms of actors and
actions. There is a lot of stuff magically happening in these stories,
and a lot of commentary on thoughts and feelings that are not all that
useful for designing and building software (they are in the realm of
deciding what to do, not in the actually doing things).
-David
On Sep 11, 2009, at 11:24 PM, Jacques Le Roux wrote:
> Hi David,
>
> I was curious to know if this has been incorporated, if not why ?
> Maybe it's missing a tittle ("Re: Project Story (was: ASF Board
> Report for 2009-06)" seems not good ;o)
>
> Thanks
>
> Jacques
>
> From: "Torstein Hegbom" <to...@itpolaris.no>
>> Please find an update below. The missing part in the OFBiz-
>> implementation is
>> the billing of materials used in the project. However the orders
>> can be used
>> for this purpose, but a separate materials plan and materials usage
>> would be
>> preferable.
>> **************************************************
>> Actor definitions
>> -----------------
>> Client
>> ------
>> The client is an internal customer or an external customer.
>>
>> Project manager
>> ---------------
>> A person that manages the project, and are responsible for
>> reporting to the
>> internal steering group and the customer
>>
>> Project role
>> ------------
>> As the project is going through the four phases (analysis,
>> preparation,
>> development and delivery) there is need for the different roles. In
>> fact
>> there is a complete organisation of roles delivering the results to
>> the
>> client. In the mini-organisation there is at least a need for the
>> following
>> roles:
>> . Account manager. Responsible for keeping track of time and
>> materials
>> . Change manager. Most project fails because of having too weak
>> staffing on this role. The key role of not accepting changes from
>> the client
>> without having a formal process of agreeing upon the change in the
>> agreement
>> terms. This could be
>> o Changes in the agreement text
>> o Change in delivered materials
>> o Change in the number of hours
>> o Change in the fixed cost
>> o Change in the delivery date
>> . Verification manager. Verifying the project delivery before it is
>> handed to the client.
>>
>> General delivery project story
>> ------------------------------
>> A company using project as a means of delivering the products, are
>> most
>> likely company that are delivering complex products that cannot be
>> standardized into a standard organisation, since either the nature
>> of the
>> product or the nature of the customer makes it the most cost
>> effective to
>> deliver the product as a project.
>>
>> Before diving into the details of projects it is important to
>> define the two
>> basic project pricing models: Fixed price and Time and material.
>> The pricing
>> model gives directions onto how the project is run, and a
>> time-and-material-project can be converted into a Fixed-price-
>> project (but I
>> have never been in a project that has converted from Fixed-price to
>> Time-and-Material).
>>
>> The Fixed-price-project means that the customer is not interested
>> in the
>> time and the materials used in the project. The Client is only
>> interested in
>> the end result. How much is ready and how much is left.
>>
>> The Time-and-materials-project the customer are interested in all
>> three and
>> the project are committed to deliver reports about progress, time and
>> material usage.
>>
>> In both pricing models, the change-orders are the most important
>> part of the
>> project managers work, since the changes will need to be
>> incorporated into
>> the plans, agreements, dates, the staffing and the cost. Changes
>> may or may
>> not change time and/or materials.
>>
>> Ideas to incorporate
>> --------------------
>> Using BOM in project management.
>> Managing logistics plans for materials used.
>>
>> Dependencies
>> ------------
>> . Sales Representative Leads Prospects from RFQ to Sales Order (This
>> needs more text)
>> . Placing Customer Places a Sales Order (This needs a rewrite)
>> . Customer Places Order for Quote (Needs to be written, for a wide
>> perspective)
>> . External Reporting
>> . Budgeting
>>
>> Story
>> ------
>> There has been done an analysis or a bid-phase, where the parties
>> have
>> agreed to deliver a project. The requirements are attached to the
>> agreement
>> and there has been made an outlined plan that consists of a start
>> date and
>> an end date of the project. The out-line plan for the project and the
>> sub-projects are not written before the Analysis phase has been done.
>>
>> The project will be divided into the remaining phases of the
>> project, where
>> the subprojects are delivering into the main project. The plans of
>> the main
>> project and the sub-projects will have milestones, and at a
>> milestone there
>> can be a decision point. The decision is made either by steering
>> group,
>> project management team or technical team. All decisions are
>> documented.
>>
>> The agreement with the client will be used as a base for delivery
>> and for
>> the plan, and is the base for the end date and the cost estimate. The
>> agreement will also be used to plan the materials used during the
>> project
>> (by the logistics team). The following documents should be produced
>> from the
>> analysis phase and should be reflected in the agreement:
>> . Functional specifications describing what will be delivered to the
>> client. This will be a detail of the requirement in the agreement,
>> describing how the requirements will be implemented. For each
>> functional
>> specification there will be written acceptance criterions
>> . A Bill of Materials (BOM) that describes what products and
>> documents
>> that will be delivered internally and externally to aid the final
>> delivery
>> (including verification and training).
>>
>> Using the company model for handling incidents during the project, an
>> incident can be received from the customer as a request for
>> additional
>> functionality, or an internal incident. As the incident is
>> classified it can
>> be classified as a change.
>>
>> Changes are handed to the change manager, and the change manager
>> classifies
>> the change into smaller changes that can be done outside a change
>> board, or
>> needs to be handled by the Change board. If the Change manager
>> hands the
>> change to the Change board, the change will be prioritized and may
>> be added
>> to the project as a Change order (based upon a cost benefit
>> analysis). The
>> change order is added as a sub-project with separate usages for
>> time and
>> materials (that are reported and invoiced separately).
>>
>> To keep track of what to deliver to the client the Bill Of
>> Materials (BOM)
>> is used to keep track of what has been delivered and what is still
>> remaining
>> (this should be an internal list, and is not reported to the
>> customer).
>> ******************************
>> Regards
>> Torstein Hegbom
>> -----Opprinnelig melding-----
>> Fra: David E Jones [mailto:dejc@me.com]
>> Sendt: 26. juni 2009 17:56
>> Til: dev@ofbiz.apache.org
>> Emne: Project Story (was: ASF Board Report for 2009-06)
>>
>>
>> Torstein,
>>
>> I apologize, I should have been more clear.
>>
>> Is this something that you would like to see become part of the UBPL?
>>
>> I ask because it is unclear for 2 reasons:
>>
>> 1. it does not use the same style and conventions as other stories in
>> UBPL
>> 2. it does not attempt to reuse (and modify/extend/etc as needed)
>> existing stories in UBPL
>>
>> -David
>>
>>
>> On Jun 26, 2009, at 9:20 AM, Torstein Hegbom wrote:
>>
>>> It should be a new story, and maybe more than one. The companies
>>> that I can
>>> see are the following:
>>>
>>> * Construction companies
>>> * Installing companies
>>> * IT development projects
>>>
>>> Basicly all companies that creates something using projects as a way
>>> of
>>> working (establishing an organisation, has its own budget and has a
>>> start-date and an end-date).
>>>
>>> Companies that are using projects for the way of working multiple
>>> projects
>>> to make deliveries. The major challenge is to keep track of
>>> materials used
>>> to make deliveries. Should the project make or should it buy (I
>>> tested the
>>> BOM-simulator, and that could be used for that decision). If it
>>> decides to
>>> by it will use an order. If it decides to create, it will use tasks
>>> and
>>> man-hours.
>>>
>>> All of these companies has something in common: There will be
>>> something
>>> delivered to a customer, and there needs to be deliver documents to
>>> go along
>>> with it. Therefore there is a need of a list of deliveries as well
>>> as tasks.
>>>
>>> Torstein
>>>
>>>
>>> -----Opprinnelig melding-----
>>> Fra: David E Jones [mailto:dejc@me.com]
>>> Sendt: 23. juni 2009 00:01
>>> Til: dev@ofbiz.apache.org
>>> Emne: Re: SV: ASF Board Report for 2009-06
>>>
>>>
>>> This looks like a good start Torstein.
>>>
>>> How do you see this fitting in with the stories that are currently
>>> in
>>> the UBPL (ie:
>>>
>> http://docs.ofbiz.org/display/OFBREQDES/Universal+Business+Process+Library+I
>>> ndex)?
>>>
>>> -David
>>>
>>>
>>> On Jun 22, 2009, at 1:23 AM, Torstein Hegbom wrote:
>>>
>>>> Please find the user story below:
>>>> -------------------------
>>>> 1.1 A delivery project
>>>> A delivery project will deliver some functionality, where the
>>>> functionality
>>>> is based upon a requirement from a business organisation. The
>>>> functionality
>>>> is some text that describes an organisation, some processes and
>>>> some
>>>> business rules.
>>>>
>>>> The delivery can be a physical piece, a building or it can be an IT
>>>> system.
>>>> All of these has in common that there is a need for a project
>>>> organisation
>>>> to deliver. The project will have a planned start-date and a
>>>> planned
>>>> end-date. The project will have an project organisation and a
>>>> project
>>>> manager.
>>>>
>>>> The most important role of the project manager is to manage the
>>>> changes
>>>> impacted on the project organization. This can be changes external
>>>> to the
>>>> project, changes in the project staffing or changes in what and
>>>> when
>>>> to
>>>> deliver. If the project manager fails to manage these details, the
>>>> project
>>>> will fail. However having a good steering group and a good change
>>>> management, the project manager has good prospects to succeed.
>>>> 1.2 Two different preconditions
>>>> Below there is mentioned two different cases where a project can be
>>>> initiated.
>>>> 1.2.1 A new delivery for a new customer
>>>> If there is not an established customer, there may be a RFQ
>>>> (request
>>>> for
>>>> information), and there may be a bid-process. In any case the
>>>> result
>>>> will be
>>>> an agreement for a delivery, with delivery-terms. The agreement
>>>> will
>>>> outline
>>>> a delivery date and the functional requirements.
>>>> 1.2.2 A new delivery for an existing customer
>>>> If there is an established customer, there may be cases where the
>>>> line
>>>> organisation finds the delivery too big (too many man-hours) that
>>>> cannot be
>>>> done in an ordinary maintenance delivery-release, and decides to
>>>> establish a
>>>> new project.
>>>> 1.3 Change orders
>>>> All changes related in dates or functionality will be handled by
>>>> the
>>>> project
>>>> manager (and the change manager), by change-orders. The change
>>>> orders can be
>>>> written by the customer or the supplier, using a computer or a hand
>>>> held
>>>> device.
>>>>
>>>> These change orders are analysed and estimated by the project
>>>> organisation.
>>>> The analysis will describe the impact on the delivery date and the
>>>> added
>>>> cost for the customer. The change board will finally sign the
>>>> change
>>>> order,
>>>> and it will added to the agreement.
>>>> 1.4 Project model
>>>> All organizations should have a project model, which is used for
>>>> all
>>>> delivery projects. This will make the steering group committee have
>>>> an
>>>> easier job of understanding the status of the project. The project
>>>> model
>>>> will describe the phases and the decision points in the project.
>>>> The
>>>> project
>>>> model can vary from company to company. One project model can be a
>>>> delivery
>>>> project that has four phases:
>>>> . Analysis phase
>>>> . Delivery phase
>>>> . Verification phase
>>>> . Deployment and handover phase
>>>>
>>>> Note that the project can be split into smaller projects, but all
>>>> subprojects will have all phases, independent upon the method used
>>>> for
>>>> implementing the requirements.
>>>> 1.4.1 Decision point
>>>> Within each phase there will be milestones. Each of the milestones
>>>> has a
>>>> delivery that can be celebrated by a cake. If the achievement is
>>>> not
>>>> applicable for a cake, it is not a milestone. Connected to a
>>>> milestone there
>>>> can be a decision-point. A decision that cannot be made before the
>>>> milestone
>>>> has been passed. The decision point is related to the project and
>>>> the
>>>> information to the decision is quantifiable, and could relate to
>>>> cost and/or
>>>> resources. Milestones can have dependencies and can be used as an
>>>> outline
>>>> plan before adding the tasks.
>>>>
>>>> The decision points are numbered DP1, DP2, etc, and the decision
>>>> will be
>>>> documented, so that the next project will learn from this project.
>>>> 1.5 Analysis phase
>>>> The main goal of the analysis phase is to detail requirements and
>>>> details
>>>> the plan. The result should be a functional description giving
>>>> details into
>>>> the specifications, what and how to deliver and the dates of the
>>>> plan.
>>>>
>>>> The following documents should be produced from the analysis phase:
>>>> . Functional specifications describing what will be delivered,
>>>> connected to the requirement in the agreement
>>>> . For each functional specification there will be written
>>>> acceptance
>>>> criterions
>>>> . The plan will be detailed
>>>> . A Bill of Materials (BOM). A document that describes what pieces
>>>> and
>>>> documents that will be delivered internally and externally to aid
>>>> the final
>>>> delivery (including verification and training).
>>>> 1.6 Delivery phase
>>>> The delivery project will be to produce the results described
>>>> during
>>>> the
>>>> analysis phase, and to merge in the changes that are arriving from
>>>> the
>>>> change-management.
>>>> 1.7 Verification phase
>>>> During the verification phase the customer/klient will verify each
>>>> piece
>>>> that has been delivered from the delivery phase. Normally there
>>>> will
>>>> be an
>>>> internal verification before the customer/klient verification is
>>>> started.
>>>>
>>>> The number of changes during this phase is more than in any other
>>>> phase,
>>>> since everybody now can understand how the end-result will work in
>>>> practice.
>>>> The change-board will be an aid to keep the process moving and
>>>> decide if a
>>>> given change will be delivered in the project or the first change-
>>>> delivery
>>>> after the project.
>>>> 1.8 Deployment and handover phase
>>>> During deployment there may be a migration process from the old to
>>>> the new.
>>>> Typically the migration is a sub-project.
>>>>
>>>> After the deployment has been done there will be a handover phase
>>>> where the
>>>> project is scaling down after each piece has been handed over and
>>>> the
>>>> training has been finalized.
>>>>
>>>> When all handover has been done there is a final acceptance, the
>>>> agreement
>>>> has been fulfilled and there may be written an agreement for
>>>> maintenance.
>>>> ---------------------
>>>>
>>>> -----Opprinnelig melding-----
>>>> Fra: Torstein Hegbom [mailto:torstein@itpolaris.no]
>>>> Sendt: 19. juni 2009 12:29
>>>> Til: dev@ofbiz.apache.org; 'Jacques Le Roux'
>>>> Emne: SV: ASF Board Report for 2009-06
>>>>
>>>> I don't have access to the space. :-(
>>>>
>>>> Torstein
>>>>
>>>> -----Opprinnelig melding-----
>>>> Fra: Jacques Le Roux [mailto:jacques.le.roux@les7arts.com]
>>>> Sendt: 19. juni 2009 10:44
>>>> Til: dev@ofbiz.apache.org
>>>> Emne: Re: ASF Board Report for 2009-06
>>>>
>>>> I think you could create a story there
>>>> http://docs.ofbiz.org/pages/listpages-dirview.action?key=OFBREQDES
>>>> But I'm not sure if you have access to this space. Then adding a
>>>> comment at
>>>> the right place would be taken into account
>>>>
>>>> Thanks
>>>>
>>>> Jacques
>>>>
>>>> From: "Torstein Hegbom" <to...@itpolaris.no>
>>>>> I have been testing the project manager module, and maybe there
>>>>> should be a
>>>>> connection to content-management, or something else. Before a
>>>>> project
>>>> starts
>>>>> there is a set of requirements and suggestions.
>>>>>
>>>>> A sub-project has a start and an end, where purpose is to make
>>>>> some
>>>>> deliveries. The deliveries are described in the requirements.
>>>>> These
>>>>> requirements are an attachment to an agreement with the klient.
>>>>>
>>>>> When a project has been decided the requirements are frozen, and a
>>>>> Bill Of
>>>>> Material can be created for a sub-projet. The Bill Of Materials
>>>>> will
>>>>> describe what the sub-project will deliver, and the tasks in the
>>>>> project-plan describes how, who and when to deliver each item in
>>>>> the Bill
>>>> Of
>>>>> Materials.
>>>>>
>>>>> Torstein
>>>>>
>>>>> -----Opprinnelig melding-----
>>>>> Fra: Jacques Le Roux [mailto:jacques.le.roux@les7arts.com]
>>>>> Sendt: 17. juni 2009 02:00
>>>>> Til: dev@ofbiz.apache.org
>>>>> Emne: Re: ASF Board Report for 2009-06
>>>>>
>>>>> I think it's a bit harder for the wiki part (we hage a project
>>>>> manager but
>>>>> no wiki), thus need for requirements collection and
>>>>> design thereafter
>>>>> Anyway, David already sent his links...
>>>>>
>>>>> Jacques
>>>>>
>>>>> From: "Ean Schuessler" <ea...@brainfood.com>
>>>>>> I think the most reasonable first step would be for us to build
>>>>>> importers that mirror the state of JIRA into OFBiz project
>>>>>> management.
>>>>>> All user accounts should be modeled as Party with the proper
>>>>>> corresponding roles. Once we see that we can get to a parallel
>>>>>> level of
>>>>>> functionality we could then transition OFBiz development onto our
>>>>>> own
>>>>>> infrastructure. Achieving this result should speak more firmly
>>>>>> about our
>>>>>> intent than any spoken claim and will convince other Apache
>>>>>> projects
>>>>>> that we have the capability to execute on the plan.
>>>>>>
>>>>>> Hans Bakker wrote:
>>>>>>> In general these subjects were handled by Tim, perhaps better he
>>>>>>> reacts
>>>>>>> on that?
>>>>>>>
>>>>>>> i was referring to the last report about Infrastructure,
>>>>>>> shouldn't we
>>>>>>> mention that we are now using contegix resources and are waiting
>>>>>>> for the
>>>>>>> infrateam to respond?
>>>>>>>
>>>>>>> Then there was also a request to use ofbiz for the apache
>>>>>>> administration/content management, shouldn't we say we are ready
>>>>>>> for
>>>>>>> that and are interested to make ofbiz suitable for that?
>>>>>>>
>>>>>>
>>>>>>
>>>>>
>>>>>
>>>>
>>>
>>
>
>