a.  Work Tracking Item (WTI)

  • TASKfit is the system used to log all bugs and any new development highlighted by the client.  The project managers are responsible for creating a new WTI for every piece of work requested by the client, whether it is a bug or a change.  Unless a WTI is assigned to a programmer no development should be started.  (Please see WTI work instruction for more details.)

b.  Estimates and deadlines

  • The project managers are responsible for adding estimates and setting a delivery deadline.  The estimates are broken down into:
    • Analysis
    • Design
    • Programming and unit testing
    • Quality Assurance testing
  • Check the estimates before the work is started. If the estimates seem unreasonable then highlight this to the project manager with valid reasons.  It is the responsibility of the project manager to then adjust the estimates and deadlines.
  • If the estimates are reasonable then keep track of the time spent on the WTI and the delivery date.  If at any stage during the development it is established that the estimate is not going to be met then again inform the project manager with valid reasons.  The project manager will then be able to speak to the client and agree adjustments to the estimate and to the deadline.
  • It is the responsibility of individual programmers to ensure that they report as early as possible to the project managers if they expect the project to be delayed. It is unacceptable to highlight this on or after the delivery date.
  • During unit testing, bugs may be found in existing code.  Do not fix without permission and revised estimate.
  • Gold plating (i.e. adding unnecessary embellishments):
  • This can be one of the reasons for projects being delayed.  When a task is assigned to a programmer, then he/she should only make changes that are actually requested and specified.
  • In the past programmers have wasted time assuming they should do things differently or adding something in because they thought it made sense.
  • It is clear from experience that nothing is simple; things that often seem straightforward when first thought of can often become ridiculously difficult.

c.  Detailed Business Specification

  • A detailed business specification outlining the clientís requirements and the proposed solution will be created for any new enhancements to the LIFEfit system.
  • Before starting any development ensure that the DBS makes sense and the delivery requirements for the task are clear.  Any questions and clarifications should be raised before the development commences.
  • Do not make any assumptions during development; if there are any ambiguities or if you have any questions, ask the project manager for clarification. Only make those changes that have been highlighted in the DBS.
  • Please see the DBS work instruction for further details.

d.  Detailed Technical Specification

  • Any work request that requires more than five daysí development will require a DTS.  The DTS will highlight the solution in more detail explaining the programs and screens that need to be changed, and any codes records, messages etc that need to be created or modified.
  • If a DTS has been created for a particular work request then ensure the DTS is followed during development. Someone has spent time working out the solution and there are reasons for taking the approach outlined in the DTS. Therefore never assume that the DTS is incorrect and never deviate from the DTS unless any change you suggest has first been approved by the author of the DTS and the document has been modified.
  • Please see the DTS work instruction for further details.

e.  Timesheets

  • Timesheets should be updated regularly and should be up to date by the end of each working day even if the task will run over to the following day.

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