Actions
- Story development and User Interface Work
- For 0.3, pursue an approach that enables Allie and Reid to work on thin slices through the stories, building out UI concepts as part of the story development in advance of development work.
- These UI concepts can/should be at more of a 'wireframe' level and don't need to be fleshed out with rich user experience features. The goal is to more rapidly prototype the UI concepts–both to support development as well as early stakeholder feedback.
- Significant effort has been made on the existing user interface. At this time, it is not anticipated that the UI that has been established is considered 'throw away' code.
- For 0.3, pursue an approach that enables Allie and Reid to work on thin slices through the stories, building out UI concepts as part of the story development in advance of development work.
- Refine the Product Owner role
- Allie is now trained as a product owner and will take ownership of the role. She will attend the backlog, planning, and stand up meetings.
- As a key stakeholder, Jeff will attend review meetings.
- Stakeholder engagement
- Stakeholder engagement and frequent interactions with 'customers' are the basic tenets of scrum. Allie and the team will engage in more regular stakeholder collaboration.
- In particular, it is anticipated that Time Allocation story generation for 0.3 will require deep engagement with the TTA schedulers for VLA, GBT, and VLBA.
- It can also be helpful to use 'user engagement scripts' for obtaining focused user experience feedback via 1:1 stakeholder product reviews. Laura has experience with this and can provide tips.
- Mark Ferguson is interested in sitting with schedulers and learning more about their jobs to be able to provide a better user perspective to the team.
- Getting to a Deployable Product
- Stakeholder frustration and skepticism are mounting due to the perception of a lengthy process to complete TTAT. Scrum is intended to support getting products deployed sooner. We're not providing value to our stakeholders until that happens. A path forward would be to focus on Proposal Review through Close out. That provides the review process and dual anonymous features that are the highest user priorities.
- Defer release of proposal creation until a future product release. This will need to be modified to support ngVLA anyway.
- Work will need to be done to explore how to attach the proposal review product to existing proposal creation.
- Stakeholder frustration and skepticism are mounting due to the perception of a lengthy process to complete TTAT. Scrum is intended to support getting products deployed sooner. We're not providing value to our stakeholders until that happens. A path forward would be to focus on Proposal Review through Close out. That provides the review process and dual anonymous features that are the highest user priorities.
- Architecture
- TTAT has two domain models - one in the front end and another in the server. The front end domain model is needed to work with Angular. The server domain model was intended to address a few quality attributes. The duplication of the models is inefficient and causing development problems. There is also debate about whether the complexity should reside more in the frontend or backend. The team should work more closely with Mark Whitehead to ensure architecture is being properly considered and is more solid.
- Scope and 0.3 Releases
- Approaches for 0.3 will be evaluated in collaboration with the VLA, VLBA, and GBT stakeholders. A decision regarding PHT for the sites will be made.
- For 0.3, we will go with an approach of mini-releases as core chunks of functionality are developed and tested, rather than one big release.
- Team Composition
- The transition into 0.3 work can provide a opportunity to re-evaluate the team membership. Some TTAT fatigue may have set in. For example, Sam has expressed interest in pivoting to Archive ingestion. Stephan will look at options for rotate someone onto the TTAT team.
- 0.3 may also require some engagement with software SMEs from the teams (e.g., a GBO PHT expert).
- Overall Roadmap
- Current agile practices acknowledge the utility of bringing back in some predictive approaches (agile hybrid). An overarching plan would be useful to give stakeholders some idea of what to expect in terms of a schedule. Laura will work with Allie and Dana to create a high level timeline.