Editing Final Report 2011 (section)

==Project Management==
===Timeline===
The Gantt chart for the project, as of 22/10/11, is available from the thumbnail below. Progress is on schedule for the remaining tasks. The Gantt chart has needed little revision since the [[Stage 2 Progress Report 2011|Stage 2 Progress Report]], with tasks and allocations progressing mostly on schedule. A list of milestones and the dates they were met is shown in the table below the Gantt chart and a discussion follows.

<center>[[File:Final Gantt Chart.png|300px|thumb|center|Gantt chart as at 22/10/11. Click to enlarge!]]</center>
<center>'''Figure 17 - Gantt chart'''</center>


<center>'''Table 4 - Project milestones'''</center>
{| border="1" cellspacing="0" style="text-align:center; margin: 1em auto 1em auto"
|- style="color:white; background:MidnightBlue; font-weight:bold"
| width="180" | Milestone || width="320" | Description || width="100" | Due|| width="100" | Met|| width="180" | Status

|- style="background:SteelBlue; font-weight:bold; color:white; text-align:center"
| colspan="5" | Cipher and Structural Investigations

|- style="text-align:left" 
| style="color:white; background:SteelBlue" | Analysis of Rubaiyat || Report on Rubaiyat links complete || style="text-align:center" | 08/08/11 || style="text-align:center" | 01/06/11|| style="text-align:center" | Completed ahead of schedule

|- style="text-align:left; background:#DCDCDC" 
| style="color:white; background:SteelBlue" | Cipher Identification || Cipher List compiled || style="text-align:center" | 10/04/11|| style="text-align:center" | 17/03/11|| style="text-align:center" | Completed ahead of schedule

|- style="text-align:left" 
| style="color:white; background:SteelBlue" | Cipher Investigation || Cipher List fully investigated || style="text-align:center" | 16/08/11|| style="text-align:center" | 30/08/11|| style="text-align:center" | Completed behind schedule

|- style="text-align:left; background:#DCDCDC" 
| style="color:white; background:SteelBlue" | (Extension) CipherGUI || Passes final tests || style="text-align:center" | 01/10/11|| style="text-align:center" | 26/10/11|| style="text-align:center" | Completed ahead of schedule

|- style="background:SteelBlue; font-weight:bold; color:white; text-align:center"
| colspan="5" | Web Crawler Development

|- style="text-align:left" 
| style="color:white; background:SteelBlue" | Pattern Matcher module || PM successfully detects patterns and returns results || style="text-align:center" | 08/08/11 || style="text-align:center" | 15/07/11|| style="text-align:center" | Completed ahead of schedule

|- style="text-align:left; background:#DCDCDC" 
| style="color:white; background:SteelBlue" | Web Crawler module || WC self-navigates the web || style="text-align:center" | 08/08/11|| style="text-align:center" | 08/08/11|| style="text-align:center" | Completed on schedule

|- style="text-align:left" 
| style="color:white; background:SteelBlue" | System Integration  || Software retrieves web pages and matches patterns || style="text-align:center" | 17/09/11|| style="text-align:center" | 17/09/11|| style="text-align:center" | Completed on schedule

|- style="text-align:left; background:#DCDCDC" 
| style="color:white; background:SteelBlue" | (Extension) GUI complete || Able to run searches and view results from GUI|| style="text-align:center" | 25/09/11|| style="text-align:center" | 27/09/11|| style="text-align:center" | Completed behind schedule

|- style="background:SteelBlue; font-weight:bold; color:white; text-align:center"
| colspan="5" | Project Management

|- style="text-align:left" 
| style="color:white; background:SteelBlue" | Proposal Seminar || Proposal Seminar presented || style="text-align:center" | 18/03/11 || style="text-align:center" | 18/03/11|| style="text-align:center" | Completed on schedule

|- style="text-align:left; background:#DCDCDC" 
| style="color:white; background:SteelBlue" | Stage 1 Progress Report || S1PR submitted || style="text-align:center" | 01/04/11|| style="text-align:center" | 01/04/11|| style="text-align:center" | Completed on schedule

|- style="text-align:left" 
| style="color:white; background:SteelBlue" | Stage 2 Progress Report || S2PR submitted || style="text-align:center" | 03/06/11|| style="text-align:center" | 03/06/11|| style="text-align:center" | Completed on schedule

|- style="text-align:left; background:#DCDCDC" 
| style="color:white; background:SteelBlue" | Final Presentation || Presentation presented with demonstration || style="text-align:center" | 30/09/11|| style="text-align:center" | 30/09/11|| style="text-align:center" | Completed on schedule

|- style="text-align:left" 
| style="color:white; background:SteelBlue" | Final Report || Final Report handed over || style="text-align:center" | 21/10/11|| style="text-align:center" | 21/10/11|| style="text-align:center" | Completed on schedule

|- style="text-align:left; background:#DCDCDC" 
| style="color:white; background:SteelBlue" | Project Exhibition and Poster || Poster complete and Exhibition given || style="text-align:center" | 28/10/11|| style="text-align:center" |28/10/11|| style="text-align:center" | Progress on schedule

|- style="text-align:left" 
| style="color:white; background:SteelBlue" | Project Video || Video complete and uploaded to YouTube || style="text-align:center" | 28/10/11|| style="text-align:center" | 28/10/11|| style="text-align:center" | Progress on schedule

|- style="text-align:left; background:#DCDCDC" 
| style="color:white; background:SteelBlue" | Handover || Products and results handed over to EEE School || style="text-align:center" | 28/10/11|| style="text-align:center" | 28/10/11|| style="text-align:center" | Progress on schedule
|-
|}

Hard work from the beginning of the project saw initial milestones, including identification of ciphers to investigate and the structural and statistical analysis of the Rubaiyat, completed ahead of schedule.
 
The table indicates that the Cipher Investigation was completed behind schedule. Rather than being a mismanagement or miscalculation of resources and time, this was primarily due to Steven and Patrick deciding to continue identifying and investigating further ciphers than were initially set out in order to make the Cipher Analysis section of the project more comprehensive.

Regarding the Web Crawler development milestones, the Pattern Matcher module shows the milestone was achieved well ahead of schedule. This is accurate; however it should be noted that the initial pattern matching software completed on 15/7/2011 was reviewed and re-designed during the System Integration phase as additional requirements and knowledge about the system were realised. 

The extension to the project objectives, the GUI for the web crawler, did run slightly behind schedule. This was mainly due to unexpected complexities encountered in Java multi-threading as identified in the [[Final Report 2011#System Integration|System Integration]] section of this report. This GUI milestone was still achieved before the demonstration in the Final Seminar.

All project management milestones, including the progress reports and seminars have been met on time with no compromises in quality or any other issues. Progress on achieving all remaining milestones, including the Exhibition, Video and Handover, is on track to meet the schedule set out in the table above.

===Role Allocation===
During the planning phase of the project, a workload allocation plan was specified, recognising that while some areas could be worked on equally, there were distinct advantages in individual team members focusing on specialty areas. A graphical illustration of allocations is shown in the figure below, with reasoning provided underneath.

<center>[[Image:Work Allocation.png|Contribution of each member towards project]]</center>
<center>'''Figure 18 - Team work allocation proportions'''</center>

The review and research of previous work was split equally since each project member needed to have a good understanding of the entire project and its status. The workload in the Cipher Analysis section (including the CipherGUI) was also equally shared. This was due to the compartmentalised nature of the cipher investigation; individual ciphers were all separate investigations so there was no major advantage in specialising.

Recognising the complexity and distinct segments of the web crawler application, the development of the pattern matching and web crawler modules were assigned to Patrick and Steven respectively. The reasoning behind this was Patrick’s previous experience in active file-searching, whilst Steven’s overall greater exposure to University Computer Science courses was expected to give an advantage in the challenges encountered in developing the web crawling module. System integration between these modules was split equally.
Steven’s GUI design experience was the motive behind being assigned the development of the Web Crawler System GUI, while the pattern matching experience made it logical for Patrick to take responsibility for the structural and statistical analysis of the Rubaiyat which involved writing statistic gathering software. Project management and documentation were both shared. Overall contribution to the project is estimated at 50% each as can be derived from the graph in Figure 16.

===Review and Audit Process===
The process of reviewing and auditing progress and revising group member roles was well managed throughout the lifecycle of the project. The strategy used focused on several key areas:
# Regular (internal) meetings and Gantt chart
# Project wiki page
# SVN Repository
# Extensive email Communication

A minimum of one informal meeting per week was held between project members to discuss progress and ensure both Patrick and Steven were satisfied with the current status. These meetings provided a platform to discuss individual challenges encountered and brainstorm solutions to these problems. They also enabled members to query each other’s work to ensure it was at a satisfactory level of quality.

The project wiki page played two main roles. Firstly, the [[Cipher cracking 2011 weekly progress|Weekly Progress]] page was updated each week by both team members. This provided both a self-check mechanism to ensure goals were being achieved and an additional update for the other group member as to their counterpart’s progress. Secondly, shared database areas, such as the Cipher Cross-off List, enabled group members to review each other’s work ensuring it was comprehensive and of high quality.

The svn repository requested from the School of Electrical and Electronic Engineering proved extremely valuable as both an auditing function and a work integration tool. The repository was used extensively throughout the project for both the CipherGUI and the Web Crawler system. The top level of the repository is shown in the image below.

<center>[[Image:Snv repos screenshot.png|The svn repository used by the project in 2011]]</center>
<center>'''Figure 19 - Project SVN repository'''</center>

Finally, a high level of communication played a key role in organising and collaborating project work. Communication was both in person and through the University email system including the Gmail chat functionality. Without this high level of communication, it is unlikely the project would have been as successful as it was, nor achieved nearly as much as it did.

It may be noted that in the Work Allocation graph displayed in the previous section, tasks allocated to one project member were not completed 100% by that member. While partially due to the team self-auditing approach resulting in both members working on sections, there was also an aspect of role re-assignment responsible. Role re-assignment was primarily due to differing workloads combining with schedule requirements. Role re-assignment was organised both through email communications channels and at the regular internal group meetings.

===Budget===

The final costed budget has varied from the budget projected in the [[Stage 2 Progress Report 2011#Budget|Stage 2 Progress Report]]. Originally the budget included allocation for the printing of two additional posters for the project exhibition at a cost of $30 per poster. After reviewing the decision only one additional poster will be printed. There were no other variations to the projected budget and thus the project will remain well under the $500 allocated by the University of Adelaide. 

<center>'''Table 5 - Costed budget'''</center>
{| border="1" cellspacing="0" style="text-align:center; margin: 1em auto 1em auto"
|- style="color:white; background:#191970; font-weight:bold"
| width="250" | Item || width="100" | Projected cost || width="100" | Cost

|- style="text-align:left" 
| style="color:white; background:#4682B4" | Bay Discovery Centre Exhibition || style="text-align:center" | $4.00 || style="text-align:center" | $4.00

|- style="text-align:left; background:#DCDCDC" 
| style="color:white; background:#4682B4" | Additional printing (Project Exhibition) || style="text-align:center" | $60.00 || style="text-align:center" | $30.00

|- style="text-align:right" 
| style="color:white; background:#4682B4; font-weight:bold" | Total used: || style="text-align:center" | $64.00 || style="text-align:center" | $34.00

|- style="text-align:right; background:#DCDCDC" 
| style="color:white; background:#4682B4; font-weight:bold" | Total provided: || style="text-align:center" | $500.00 || style="text-align:center" | $500.00

|-
|}

===Risk Management===
None of the risks identified in the formation stages of the project<ref name=S1PR>Johnson, Patrick and Maxwell, Steven, ''Stage 1 Design Document 2011'', https://www.eleceng.adelaide.edu.au/personal/dabbott/wiki/index.php/Stage_1_Design_Document_2011</ref> have had a significant impact on the progress and results. The project has been completed on schedule, on budget and meets the objectives. This, in part, can be attributed to successful implementation of risk management strategies. The project risks and OH&S risks identified are summarised in the tables below.


<center>'''Table 6 - Project risks summary'''</center>
{| border="1" cellspacing="0" style="text-align:center; margin: 1em auto 1em auto"
|- style="color:white; background:#191970; font-weight:bold"
| width="300" | Risk || width="160" | Risk Estimation || width="300" | Reduction Strategy
|- valign="top"
| style="color:white; text-align:left; background:#4682B4" | Availability of personnel || style="background:#FF0000" | High || style="text-align:left" | Regular meetings with flexible schedule
|- valign="top" style="background:#DCDCDC"
| style="color:white; text-align:left; background:#4682B4" | Insufficient financial resources || style="background:#FFFF00" | Medium || style="text-align:left" | Open source software and project budget
|- valign="top"
| style="color:white; text-align:left; background:#4682B4" | Software development tool access || style="background:#FF0000" | High || style="text-align:left" | Suitable personal work environment on laptop for each team member
|- valign="top" style="background:#DCDCDC"
| style="color:white; text-align:left; background:#4682B4" | Unable to maintain software development schedule || style="background:#FFFF00" | Medium || style="text-align:left" | Progress management strategy
|- valign="top"
| style="color:white; text-align:left; background:#4682B4" | The Somerton Man case is solved || style="background:#00FF00" | Low || style="text-align:left" | No risk reduction strategy
|-
|}



<center>'''Table 7 - Occupational health and safety risks summary'''</center>
{| border="1" cellspacing="0" style="text-align:center; margin: 1em auto 1em auto"
|- style="color:white; background:#191970; font-weight:bold"
| width="220" | Risk || width="160" | Risk Estimation || width="220" | Reduction Strategy
|- style="color:white; background:#4682B4; font-weight:bold; text-align:center"
| colspan="4" | Physical Hazards
|-
| style="color:white; text-align:left; background:#4682B4" | External construction noise || style="background:#FFFF00" | Medium || rowspan="3" style="vertical-align:top; text-align: left" | University of Adelaide OHS policy
|-
| style="color:white; text-align:left; background:#4682B4" | Falls within laboratory || style="background:#FFFF00" | Medium
|-
| style="color:white; text-align:left; background:#4682B4" | Injuries due to electrical shock || style="background:#FFFF00" | Medium
|- style="color:white; background:#4682B4; font-weight:bold; text-align:center"
| colspan="4" | Chemical Hazards
|-
| style="color:white; text-align:left; background:#4682B4" | None || - || -
|- style="color:white; background:#4682B4; font-weight:bold; text-align:center"
| colspan="4" | Biological Hazards
|-
| style="color:white; text-align:left; background:#4682B4" | None || - || -
|- style="color:white; background:#4682B4; font-weight:bold; text-align:center"
| colspan="4" | Ergonomic Hazards
|- style="vertical-align:top"
| style="color:white; text-align:left; background:#4682B4" | Work place layout || style="background:#00FF00" | Low || style="text-align:left" | University of Adelaide workstation ergonomic guidelines
|- style="color:white; background:#4682B4; font-weight:bold; text-align:center"
| colspan="4" | Radiation Hazards
|-
| style="color:white; text-align:left; background:#4682B4" | None || - || -
|- style="color:white; background:#4682B4; font-weight:bold; text-align:center"
| colspan="4" | Psychological Hazards
|-
| style="color:white; text-align:left; background:#4682B4" | Work related stress || style="background:#FFFF00" | Medium || rowspan="2" style="vertical-align:top; text-align: left" | Individually developed and monitored strategy
|-
| style="color:white; text-align:left; background:#4682B4" | Repetitive tasks || style="background:#FFFF00" | Medium 
|-
|}

Of these risks, the most prevalent were the Personnel Availability and Access to software development tools. Both project team members had extremely busy schedules relating to outside work at stages throughout the project however, high levels of communication meant the progress didn’t fall significantly behind schedule at any point.

Access to developmental software was a particular issue given neither Steven nor Patrick had allocated workstations at the University. As the table identifies, personal laptops were used extensively to avoid this issue.