[pypy-svn] rev 1666 - pypy/trunk/doc/funding
jacob at codespeak.net
jacob at codespeak.net
Fri Oct 10 16:27:34 CEST 2003
Author: jacob
Date: Fri Oct 10 16:27:33 2003
New Revision: 1666
Modified:
pypy/trunk/doc/funding/B5.0_manage_bea.txt
Log:
A bit of reformatting. Added details about myself.
Modified: pypy/trunk/doc/funding/B5.0_manage_bea.txt
==============================================================================
--- pypy/trunk/doc/funding/B5.0_manage_bea.txt (original)
+++ pypy/trunk/doc/funding/B5.0_manage_bea.txt Fri Oct 10 16:27:33 2003
@@ -1,14 +1,20 @@
B 5.0 Project Management
- PyPy as a project will be implementing an agile development lifecycle.This choice of
- development method will have effects on the way the project will be structured and managed.
-
- The project will have a structured project plan as is showed in this proposal (workpackages,
- Gantt-chart, deliverables, quality control etc). It also means that the project process, once the
- project get started, will work from a evaluate-feedback-change perspective, or so called
- "learning loops" in which project management will continuosly follow up on the intital
- project plan but also evaluate process, teameffectiveness, communication climate. From these
- learning loops change, when necessary, will be applied throughout the process.
+ PyPy as a project will be implementing an agile
+ development lifecycle.This choice of development method
+ will have effects on the way the project will be
+ structured and managed.
+
+ The project will have a structured project plan as is
+ showed in this proposal (workpackages, Gantt-chart,
+ deliverables, quality control etc). It also means that the
+ project process, once the project get started, will work
+ from a evaluate-feedback-change perspective, or so called
+ "learning loops" in which project management will
+ continuosly follow up on the intital project plan but also
+ evaluate process, teameffectiveness, communication
+ climate. From these learning loops change, when necessary,
+ will be applied throughout the process.
To illustrate the focus on development process as well as project focus:
@@ -46,40 +52,49 @@
- Python communities etc.etc
- Both the project and the development process are based around critical workshops, so called
- "sprints" that will take place on a six week cycle throughout the project (24 months). Around
- these sprints input and output to stakeholders will be structured. The arrows above symbolize
- the evaluation-feedback-change system that will be implemented.
-
-
-
-This method will affect the role of the project management, management structure, role of
-coordinator, project meetings, quality control and communication in the project in what we
-have experienced to be a very constructive way.
-Our reasons for choosing this development and projectmethod are several:
-·This project has a history of 6 months in which the team succesfully implemented sprints
- and agile development methods
-·In this project, teammembers from 5 (?) different countries will work continuosly in separate
- places, sprints will be the main forum in which the teammembers meet up and work
- together in real life
-·The sprints will be open for nonteammembers to participate in the development process, thus
- allowing for an open and feedbackdriven process
-·The sprints will be the forum in which knowledge will be shared and the transparancy within
- the project organisation will be measured
-
-We will during the project focus on evaluating and documenting our projectmethod and share
-knowledge and experience in that area as well. It is our goal that the overall deliverables from
-this project will be a functioning PyPy as well as an effective projectmethod for agile
-development/Open Source projects.
+ Both the project and the development process are based
+ around critical workshops, so called "sprints" that will
+ take place on a six week cycle throughout the project (24
+ months). Around these sprints input and output to
+ stakeholders will be structured. The arrows above
+ symbolize the evaluation-feedback-change system that will
+ be implemented.
+
+This method will affect the role of the project management, management
+structure, role of coordinator, project meetings, quality control and
+communication in the project in what we have experienced to be a very
+constructive way. Our reasons for choosing this development and
+projectmethod are several:
+
+·This project has a history of 6 months in which the team succesfully
+ implemented sprints and agile development methods
+
+·In this project, teammembers from 5 (?) different countries will work
+ continuosly in separate places, sprints will be the main forum in
+ which the teammembers meet up and work together in real life
+
+·The sprints will be open for nonteammembers to participate in the
+ development process, thus allowing for an open and feedbackdriven
+ process
+
+·The sprints will be the forum in which knowledge will be shared and
+ the transparancy within the project organisation will be measured
+
+We will during the project focus on evaluating and documenting our
+projectmethod and share knowledge and experience in that area as
+well. It is our goal that the overall deliverables from this project
+will be a functioning PyPy as well as an effective projectmethod for
+agile development/Open Source projects.
-On the following pages we will describe in more detail how this choice of method will
-influence the way this project will be managed.
+On the following pages we will describe in more detail how this choice
+of method will influence the way this project will be managed.
B 5.1 Project manager
-The PyPy project will have a project management structure that is based upon two resources,
-Jacob Hallén as project manager and Beatrice Düring as assisting project manager.
+The PyPy project will have a project management structure that is
+based upon two resources, Jacob Hallén as project manager and Beatrice
+Düring as assisting project manager.
The role of the project manager is to:
manage the project and its scope of time, budget and deliverables
@@ -94,101 +109,137 @@
report to the project manager
participate in reports to management board and project coordinator
manage project administration (reports, documentation,etc)
- manage routines for sprints, quality assurance of project process, resourceallocation
- manage contact with external partners
- manage the day-to-day operations of the project (ex. executing decisions made by
- management board)
- manage the knowledge process and actively spread information to the Open Source
- community regarding methods used
+ manage routines for sprints, quality assurance of project
+ process, resourceallocation manage contact with external partners
+ manage the day-to-day operations of the project (ex. executing
+ decisions made by management board) manage the knowledge process
+ and actively spread information to the Open Source community
+ regarding methods used
The reasons for having a structure based on a project manager and assisting project manager
are:
-
-
- both the development and the project process will recieve due attention in that the persons
- chosen have expert skills in these different areas
- the project will not be exposed to the risk that a single project manager would mean
- (hhmm dåligt formulera om)
- a project of this size with team and stakeholders distributed in several countries needs more
- project management resources
+ both the development and the project process will recieve due
+ attention in that the persons chosen have expert skills in these
+ different areas the project will not be exposed to the risk that
+ a single project manager would mean (hhmm dåligt formulera om)
+ a project of this size with team and stakeholders distributed in
+ several countries needs more project management resources
-The skills and experience of the combined project management team are as followed:
+The skills and experience of the combined project management team are
+as followed:
Large scale projects:
-Jacob Hallén have been working since 1994 with large scale development projects. He was a
-consultant for, and later employee of, the LIBRIS Department of the Royal Library of Sweden
-(http://www.libris.kb.se) in the role of Technical Project Manager, with main focus on being
-systems architect for the national bibliography system and interlibrary loan system.
-Participated in international standardisation groups for search systems (Z39.50) and
-interlibrary loans.
-
-He was also the initiator of the international standardisation effort for library services
-information. Participated as the Royal Library representative in ONE-2, an EU funded project
-under the Telematics for Libraries project (http://www.one-2.org)
-
-Since 2000, Jacob have been involved in co-founding AB Strakt (http://www.strakt.com), a
-company developing workflow and document handling systems. There he works in roles as
-developer, project manager, CTO and CEO. The company has grown from 3 employees to
-having 12 full time employees and 6 part time employees so far.
-
-Connected to his work at AB Strakt, Jacob has also been active as co-founder and chairman of
-the Python Business Forum, an international trade organisation for companies that use Python
-as their main tool of business. The PBF has approximately 50 member organisations.
-He is also the project leader for the Europython 2004 conference, to be held in
-Göteborg, Sweden 9-11 June 2004.
-
-Beatrice Düring have experience in large scale education projects involving working with
-consortiums of three companies servicing a stakeholdergroup of about 30 recruiting
-companies. These large education projects was part of a national program to solve shortages
-of skilled IT-personel during the years 1998- 2000. 200 students participated in the projects
-and the projects met their deliverables in that over 80% of the student were employed after the
-education. The project team consisted of 7 persons working full time. As a project manager,
-Beatrice was responsible for meeting project goals, meeting profit margins, leading the team
-and creating strategies for stakeholder participation in the projects. She was also responsible
-for reporting and documenting the project to the client.
-
-Since 2000 she has been involved in similar assigments, one recently finished for University
-of Blekinge in which the education was directed towards recruiting companies in the
-gamedevelopment industry. She has also worked as project manager for several development
-projects during the time 1998-2002.
-
-
-
-She has also developed project methods for the companies and teams shes been working with
-and have also been working with quality assurance of development projects. Her current
-company, Change Maker is also working with supporting smaller companies in the
-application process for the EU Framework 3 (Växtkraft Mål 3) and has a experience of
-working with similar EU-funded projects since 1997.
+Jacob Hallén has been working since 1994 with large scale development
+projects. He was a consultant for, and later employee of, the LIBRIS
+Department of the Royal Library of Sweden (http://www.libris.kb.se) in
+the role of Technical Project Manager, with main focus on being
+systems architect for the national bibliography system and
+interlibrary loan system. Participated in international
+standardisation groups for search systems (Z39.50) and interlibrary
+loans.
+
+He was also the initiator of the international standardisation effort
+for library services information. Participated as the Royal Library
+representative in ONE-2, an EU funded project under the Telematics for
+Libraries project (http://www.one-2.org)
+
+Since 2000, Jacob has been involved in founding AB Strakt
+(http://www.strakt.com), a company developing workflow and document
+handling systems. There he has worked in roles as developer, project
+manager, CTO and CEO. The company has grown from 3 employees to having
+12 full time employees and 6 part time employees so far.
+
+Connected to his work at AB Strakt, Jacob has also been active as
+co-founder and chairman of the Python Business Forum, an international
+trade organisation for companies that use Python as their main tool of
+business. The PBF has approximately 50 member organisations. He is
+also the project leader for the Europython 2004 conference, to be held
+in Göteborg, Sweden 9-11 June 2004.
+
+Beatrice Düring has experience in large scale education projects
+involving working with consortiums of three companies servicing a
+stakeholdergroup of about 30 recruiting companies. These large
+education projects was part of a national program to solve shortages
+of skilled IT-personel during the years 1998- 2000. 200 students
+participated in the projects and the projects met their deliverables
+in that over 80% of the student were employed after the education. The
+project team consisted of 7 persons working full time. As a project
+manager, Beatrice was responsible for meeting project goals, meeting
+profit margins, leading the team and creating strategies for
+stakeholder participation in the projects. She was also responsible
+for reporting and documenting the project to the client.
+
+Since 2000 she has been involved in similar assigments, one recently
+finished for University of Blekinge in which the education was
+directed towards recruiting companies in the gamedevelopment
+industry. She has also worked as project manager for several
+development projects during the time 1998-2002.
+
+She has also developed project methods for the companies and teams
+shes been working with and have also been working with quality
+assurance of development projects. Her current company, Change Maker
+is also working with supporting smaller companies in the application
+process for the EU Framework 3 (Växtkraft Mål 3) and has a experience
+of working with similar EU-funded projects since 1997.
Financial tracking in projects:
-Jacob Hallén has a widespread experience of founding and managing companies as well as
-being project manager for large scale projects. This means that
-
-The large scale education projects that Beatrice managed had a profitmargin of 20% which
-was met. The total budget for these projects was 20 million SEK. She has also recently been
-involved in the prestudy, budgeting and start of a 6 year long education project in Arvika,
-Sweden with a total budget of 18 million SEK.
-
-During her time as a manager for the education and consultdepartment in NetGuide
-Scandinavia (1999-2002) she had budget and resultresponsibility.
+Jacob Hallén has a widespread experience of founding and managing
+companies as well as being project manager for large scale
+projects. He has also developed several accounting programs. When
+being the CEO of NetGuide Scandinavia AB, the company was under
+budgetary squeeze in its early days, generating a lot of experience in
+tight cost control and progress tracking. The management was
+successful and the company grew to 35 employees under his leadership.
+
+The large scale education projects that Beatrice managed had a
+profitmargin of 20% which was met. The total budget for these projects
+was SEK 20 million. She has also recently been involved in the
+prestudy, budgeting and start of a 6 year long education project in
+Arvika, Sweden with a total budget of 18 million SEK.
+
+During her time as a manager for the education and consultant
+department in NetGuide Scandinavia (1999-2002) she had budget and
+result responsibility.
Leadership skills:
-Jacob Hallén have experienced leadership challenges in different situations. Since
-
-Beatrice Düring have experience from leadership situations in projects as well as in
-lineorganisations since 1998. During four years she was a part of a management team of five
-people, leading teams of 5 to 14 people. As a leader, Beatrice was responsible for coaching,
-motivating and developing her personel.
-
-Beatrice employs strategies of empowerment, active listening combined with creating and
-maintaining an open communication climate based on honesty and trust the achieve goals
-together with her team. Beatrice have been teaching management oriented courses
-(leadership, project management, communication, conflictresolving) for Learning Tree
-International since 2003 in both Sweden and USA.
+Jacob Hallén has experienced leadership challenges in different
+situations. In his role as an officer in the reserve of the Swedish
+army he has been deputy rifle platoon leader in the Swedsh UN forces
+in Cyprus, duty officer with responsibility for the battalion safety
+and security in Lebanon and instructor/platoon leader for traing raw
+recruits. He has been a teacher at the Chalmers University of
+Technology, for Informator and for LearningTree International, all of
+which include being a leader for your students. At NetGuide
+Scandinavia his leadership was mostly focused on leading the company,
+initially with 4 people. A number that grew to 35 in the subsequent 3
+years.
+
+At LIBRIS he assisted the project leader for the SEK 20 million
+modernisation project in getting consensus among the approximately 30
+members of the consortium on what sort of changes should be required,
+wanted or tolerated in the new system.
+
+AT AB Strakt, Jacob Hallén started out managing the company but
+changed his role to Chief Technical Officer, after successfully
+recruiting a suitable CEO as replacement. Jacob enjoys managing
+technical processes more than general corporate management.
+
+Beatrice Düring have experience from leadership situations in projects
+as well as in lineorganisations since 1998. During four years she was
+a part of a management team of five people, leading teams of 5 to 14
+people. As a leader, Beatrice was responsible for coaching, motivating
+and developing her personel.
+
+Beatrice employs strategies of empowerment, active listening combined
+with creating and maintaining an open communication climate based on
+honesty and trust the achieve goals together with her team. Beatrice
+have been teaching management oriented courses (leadership, project
+management, communication, conflictresolving) for Learning Tree
+International since 2003 in both Sweden and USA.
B 5.2 Management structure
@@ -199,118 +250,141 @@
Project Meetings
-Management Board will meet at the start of the project and two times per year or on an ad hoc
-basis as requested. The meetings will normally be scheduled to rotate between countries of the
-EU and mainly the principal contractors home base. The project manager is responsible for
-the invite and agenda as well as managing the meetings. Objectives on these meeting are
-tracking progress regarding workpackages, budget, timescale and strategies for involving
-
-
-stakeholders as in partners or new partners. Agenda and discussions/decisions on these
-meeting will be documented and put up in the internal project web.
+Management Board will meet at the start of the project and two times
+per year or on an ad hoc basis as requested. The meetings will
+normally be scheduled to rotate between countries of the EU and mainly
+the principal contractors home base. The project manager is
+responsible for the invite and agenda as well as managing the
+meetings. Objectives on these meeting are tracking progress regarding
+workpackages, budget, timescale and strategies for involving
+stakeholders as in partners or new partners. Agenda and
+discussions/decisions on these meeting will be documented and put up
+in the internal project web.
Team Meetings
-The project team will meet at the "sprints" which take place on a six week cycle ( se below).
-During the sprints, there will be time allotted to discuss and evaluate the project process, track
-progress, discuss resource allocation, new teammembers. The project manager is responsible
-for the invite and agenda as well as managing the meetings.Agenda and discussions/decisions
-on these meeting will be documented and put up in the internal project web.
+The project team will meet at the "sprints" which take place on a six
+week cycle ( se below). During the sprints, there will be time
+allotted to discuss and evaluate the project process, track progress,
+discuss resource allocation, new teammembers. The project manager is
+responsible for the invite and agenda as well as managing the
+meetings.Agenda and discussions/decisions on these meeting will be
+documented and put up in the internal project web.
Project review workshops ("learning loops")
-Every six months, as preparation for the Management Board meetings and project reviews
-from the EU project office, the project management team invites the team to an evaluation
-workshop, lasting for a day, in which product as well as process is being reviewed.
-Riskassessment is also an important part of this workshop. This meeting could result in
-proposed changes that will then be reported to the Management Board for decision.
-The project manager is responsible for the invite and agenda as well as managing the
-meetings.Agenda and discussions/decisions on these meeting will be documented and put up
-in the internal project web.
+Every six months, as preparation for the Management Board meetings and
+project reviews from the EU project office, the project management
+team invites the team to an evaluation workshop, lasting for a day, in
+which product as well as process is being reviewed. Riskassessment is
+also an important part of this workshop. This meeting could result in
+proposed changes that will then be reported to the Management Board
+for decision. The project manager is responsible for the invite and
+agenda as well as managing the meetings.Agenda and
+discussions/decisions on these meeting will be documented and put up
+in the internal project web.
"Sprint" Meetings are the key to PyPy's technical development
-Key to PyPy's technical development and research are so called "sprints". These publically
-announced one-week meetings serve as an intense working forum to rapidly discuss and
-implement key PyPy ideas with agile methodologies. Developers usually pair up and write
-unit-tests to test the to-be-implemented features before actually adding them. The unittest-first
-approach helps to understand the planned feature. Additionally, the discussion in a pair makes
-sure that obviously wrong pathes of development are avoided. If something seems too hard to
-test or to pin down explicitely this is taken as an indication of an underlying design problem.
-
-Note that more traditional approaches usually follow a model where developers work alone
-and only meet to talk. Instead with sprint-driven development talking and actually
-implementing resulting ideas ensures a more focused approach with fast feedback cycles.
-While the free software community is successful especially because of it's open
-communication model sprints are an accelerator to this process. While coding in pairs
-developers educate each other which leads to a broader common understanding of the project.
-During a sprint multiple pairs want to work in parallel which adds pressure on design
-decisions so that independent development of components of the system is possible. Thus
-sprints not only deepen the communication and understanding among researchers and
-developers but they imply a working process which enhances the software design in multiple
-ways. The project manager is responsible for the invite (stated goal) and agenda as well as
-processmanagement during the sprints. Agenda and discussions/decisions on these sprints will
-be documented and put up in the internal project web.
-
-With a very-high-level-language like Python rapid development in coding-sprints becomes
-especially effective. A VHLL-language generally allows to focus on ideas rather than on low-
-level language details. In combintation with pervasive test-driven development this eases
-
-
-high-quality rapid evolution towards the intendent goals. Obviously, the PyPy developers are
-very experienced with Python and bigger applications in general. Thus the full potential of
-agile methodologies is unvealed during PyPy sprints. In less than five weeks worth of
-development (during four sprints) the group produced a working prototype which is a big
-success not only in the eyes of its developers.
+Key to PyPy's technical development and research are so called
+"sprints". These publically announced one-week meetings serve as an
+intense working forum to rapidly discuss and implement key PyPy ideas
+with agile methodologies. Developers usually pair up and write
+unit-tests to test the to-be-implemented features before actually
+adding them. The unittest-first approach helps to understand the
+planned feature. Additionally, the discussion in a pair makes sure
+that obviously wrong pathes of development are avoided. If something
+seems too hard to test or to pin down explicitely this is taken as an
+indication of an underlying design problem.
+
+Note that more traditional approaches usually follow a model where
+developers work alone and only meet to talk. Instead with
+sprint-driven development talking and actually implementing resulting
+ideas ensures a more focused approach with fast feedback cycles.
+While the free software community is successful especially because of
+it's open communication model sprints are an accelerator to this
+process. While coding in pairs developers educate each other which
+leads to a broader common understanding of the project. During a
+sprint multiple pairs want to work in parallel which adds pressure on
+design decisions so that independent development of components of the
+system is possible. Thus sprints not only deepen the communication and
+understanding among researchers and developers but they imply a
+working process which enhances the software design in multiple
+ways. The project manager is responsible for the invite (stated goal)
+and agenda as well as processmanagement during the sprints. Agenda and
+discussions/decisions on these sprints will be documented and put up
+in the internal project web.
+
+With a very-high-level-language like Python rapid development in
+coding-sprints becomes especially effective. A VHLL-language generally
+allows to focus on ideas rather than on low- level language
+details. In combintation with pervasive test-driven development this
+eases high-quality rapid evolution towards the intendent
+goals. Obviously, the PyPy developers are very experienced with Python
+and bigger applications in general. Thus the full potential of agile
+methodologies is unvealed during PyPy sprints. In less than five weeks
+worth of development (during four sprints) the group produced a
+working prototype which is a big success not only in the eyes of its
+developers.
Technical decisions
-Major design or technical decisions are usually reached through consensus during the sprints.
-If a conflict cannot be resolved there then the technical board gets the final say. The members
-of the technical board are appointed by a vote of everyone who has commit rights to the
-source repository. However, it is expected that design and implementation choices will
-usually be determined by consensual agreement or by informal votes on the development
-mailing list. This is common practice within the Python and many others free softare
-communities. Also, the PyPy developers and researchers will construct few if any formal
-hierarchies between them. Constantly working together with agile methodologies and the
-visilibity of each individual contribution help enforce high-quality program code and good
-design decisions.
+Major design or technical decisions are usually reached through
+consensus during the sprints. If a conflict cannot be resolved there
+then the technical board gets the final say. The members of the
+technical board are appointed by a vote of everyone who has commit
+rights to the source repository. However, it is expected that design
+and implementation choices will usually be determined by consensual
+agreement or by informal votes on the development mailing list. This
+is common practice within the Python and many others free softare
+communities. Also, the PyPy developers and researchers will construct
+few if any formal hierarchies between them. Constantly working
+together with agile methodologies and the visilibity of each
+individual contribution help enforce high-quality program code and
+good design decisions.
B 5.5 Quality control of technical development
-The PyPy project will ensure quality by a variety of means. On the grand scale, the
-involvement of excellent researchers ensures that the general direction takes care of latest
-insights in language research. Moreover, we will publish our research results on conferences
-and to scientific and free software communities. This forms the basis to maintain a high-
-quality general technical direction.
-
-The developers deploy agile methodologies like unittest-driven development and pair-
-programming. By the end of the project we expect to have produced more than 3000 unittests
-testing every aspect of the runtime system. The presence of such tests also allows to rapidly
-change parts of the implementation without fear of breaking functionality elsewhere. We also
-plan to release our runtime system often and thus gather additional feedback from early
-adopters, developers and researchers.
-
-To support the open development we base all of our documents, source code and website
-information on a version control system. In combintation with a notification on all changes
-this ensures that all interested parties can review and react to developments.
-
-The PyPy developers have produced a working prototype within four one-week sprints and a
-little development in between. The code and design quality of the project is already widely
-accepted. There are now 400 unittests. As a consequence, Guido van Rossum, the inventor
-and maintainer of today's Python, listed is as the number one project he would like to succeed.
-He previously attended one of our sprints and got deeply involved with our architecture and
-source code which he immediately found intuitive to work with.
-Thus we believe that our choices for technical quality management are fit to meet highest
-standards.
+
+The PyPy project will ensure quality by a variety of means. On the
+grand scale, the involvement of excellent researchers ensures that the
+general direction takes care of latest insights in language
+research. Moreover, we will publish our research results on
+conferences and to scientific and free software communities. This
+forms the basis to maintain a high- quality general technical
+direction.
+
+The developers deploy agile methodologies like unittest-driven
+development and pair-programming. By the end of the project we expect
+to have produced more than 3000 unittests testing every aspect of the
+runtime system. The presence of such tests also allows to rapidly
+change parts of the implementation without fear of breaking
+functionality elsewhere. We also plan to release our runtime system
+often and thus gather additional feedback from early adopters,
+developers and researchers.
+
+To support the open development we base all of our documents, source
+code and website information on a version control system. In
+combintation with a notification on all changes this ensures that all
+interested parties can review and react to developments.
+
+The PyPy developers have produced a working prototype within four
+one-week sprints and a little development in between. The code and
+design quality of the project is already widely accepted. There are
+now 400 unittests. As a consequence, Guido van Rossum, the inventor
+and maintainer of today's Python, listed is as the number one project
+he would like to succeed. He previously attended one of our sprints
+and got deeply involved with our architecture and source code which he
+immediately found intuitive to work with. Thus we believe that our
+choices for technical quality management are fit to meet highest
+standards.
Additional Quality procedures
-
-
-The project manager will circulate a draft Quality Management plan for the project prior to
-first Project Meeting and and then present it for approval at the first Meeting. It should
-complement the prescribed quality approach with respect to the following aspects:
+The project manager will circulate a draft Quality Management plan for
+the project prior to first Project Meeting and and then present it for
+approval at the first Meeting. It should complement the prescribed
+quality approach with respect to the following aspects:
Document procedures, standards and control
Issue control for documents
@@ -330,46 +404,54 @@
B 5.6 Communication and reporting
The project process will be reported as follows:
- monthly written status reports to the Management Board/Technical Board by the project
- management team. These reports will be posted on the internal project web for the entire
- team to access.
- project review report to the EU project office. These reports are the result of the project
- review workshops (every 6th month) and are produced by the project management team.
- These reports will be posted on the internal project web for the entire team to access.
- Project evaluation report. At the end of the project, an evaluation report will be produced in
- which both product, process and deliverables will be evaluated. This report will be
- presented to stakeholders (consortium companies and partners) and the EU project office.
-
-The technical development of PyPy is driven by open continous discussion. Many of the
-involved decisions are made and verified during one-week working meetings, so called
-"sprints". Members from the larger Python software community are publicly invited and have
-the chance to interact and work with the PyPy developers or become one themselves.
-Mailing lists, chat-sessions, Wikis and notification of program changes provide a constant
-flow of information between PyPy project members and the wider community. Additionally,
-groups of developers can start interactive "screen" sessions which allows sharing their
-workspace and implement and communicate efficiently. Therefore conflicts out of missing or
-conflicting information or due to misunderstandings will be minimized.
-
-Each sprint meeting is planned for by all developers. The sprint goals are usually agreed upon
-before the meeting starts. This is also important to allow new developers or contributors to
-join specific efforts. Sprint results are subsequently published to email and web-channels to
-gather feedback and educate others about changes.
-
-We will present multiple reports and scientific papers on major conferences such as
-EuroPython (Python's european community conference), OSCON (Open Source Convention),
-PyCon (python developer conference) and to domain specific audiences such as embedded
-
-
-device developers.In a later phase of the project the PEP (Python Enhancement Proposals)
-procedures may be implemented. This is the standard procedure for applying changes to the
-C-implementation of Python as of today. It forces an author to clearly state the benefits of the
-proposed Enhancement and provides an rationale. However, such a formal method will only
-by required when the project reaches the point where users begin to rely on aspects of our
-implementation.
+
+ Monthly written status reports to the Management Board/Technical
+ Board by the project management team. These reports will be
+ posted on the internal project web for the entire team to access.
+ project review report to the EU project office. These reports are
+ the result of the project review workshops (every 6th month) and
+ are produced by the project management team. These reports will
+ be posted on the internal project web for the entire team to
+ access.
+
+ Project evaluation report. At the end of the project, an
+ evaluation report will be produced in which both product, process
+ and deliverables will be evaluated. This report will be presented
+ to stakeholders (consortium companies and partners) and the EU
+ project office.
+
+The technical development of PyPy is driven by open continous
+discussion. Many of the involved decisions are made and verified
+during one-week working meetings, so called "sprints". Members from
+the larger Python software community are publicly invited and have the
+chance to interact and work with the PyPy developers or become one
+themselves. Mailing lists, chat-sessions, Wikis and notification of
+program changes provide a constant flow of information between PyPy
+project members and the wider community. Additionally, groups of
+developers can start interactive "screen" sessions which allows
+sharing their workspace and implement and communicate
+efficiently. Therefore conflicts out of missing or conflicting
+information or due to misunderstandings will be minimized.
+
+Each sprint meeting is planned for by all developers. The sprint goals
+are usually agreed upon before the meeting starts. This is also
+important to allow new developers or contributors to join specific
+efforts. Sprint results are subsequently published to email and
+web-channels to gather feedback and educate others about changes.
+
+We will present multiple reports and scientific papers on major
+conferences such as EuroPython (Python's european community
+conference), OSCON (Open Source Convention), PyCon (python developer
+conference) and to domain specific audiences such as embedded device
+developers.In a later phase of the project the PEP (Python Enhancement
+Proposals) procedures may be implemented. This is the standard
+procedure for applying changes to the C-implementation of Python as of
+today. It forces an author to clearly state the benefits of the
+proposed Enhancement and provides an rationale. However, such a formal
+method will only by required when the project reaches the point where
+users begin to rely on aspects of our implementation.
B 5.7 Consortium dont write
B 5.8 Ip dont write
-
-
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