- Avoid unnecessary disruption to the momentum of development work to date
- Provide the new Product Council space and time to work with development teams around significant new functionality
2) A reliable release roadmap
Info title Rationale
The new Product Development Process introduces new roles and new ways of doing business. There is a newly appointed product council, which will be working to establish a transparent process with clear criteria, and there is also a new product manager, among whose responsibilities is ownership of a Sakai roadmap. The new process is not going to achieve maturity overnight, especially at this time of year when both vacations and Fall term preoccupations hold sway, and so a balance needs to be struck that allows the council begin taking up its charge quickly but simply, without throwing all expectations and ingrained habits into sudden confusion.
- A clear plan before QA begins
- A plan designed around meeting the broadest user needs with the highest quality code while minimizing risk to target timelines
Info title Rationale
The community needs a reliable release roadmap in order to both contribute to the general effort and make preparations for its own deployments. Exciting new features cannot overrule that more fundamental need. Release scope will be framed by an analysis of what can be managed and adequately tested under the constraints of available time and volunteer resource from the community. Functional priorities will require the guidance of the product council, but against this an achievable release management plan still needs to be developed, and on this basis some proposed new features may have to be ruled out of scope for a given release.
1) A formal release management team
- A release (2.8) which may include new tools and other significant new capabilities reviewed by the product council, but scoped to allow full testing and delivery by June 2010.
3) The product manager will:
These two releases would correspond to two different kinds of processes for reviewing new development work. A "lightweight" process can be used for modest refinements or small additions to existing functionality, and typically won't involve the product council at all. A "heavy" process would involve passage through the entire product development cycle.
- shepherd the review and planning process up until code freeze
- work with the release management team to identify issues that need to go to the product council
- work with development teams to establish clear criteria early (Sept at the latest) for inclusion in 2.8
- serve as a court of appeal where needed, as issues of new functionality may surface in conversation between the product manager and release management team
Weekly open meetings (i.e. anyone may join the discussion, though not all opinions may be formally binding) will begin which will include the product manager and release management team. The product manager will coordinate and own the agenda, and early orders of business will include:
- an initial review of proposed new features to (MJK: is this across 2.7/2.8?):
a) determine which will need to go to the product council
b) identify where more information is needed from development teams and
c) make an initial risk assessment of various projects which can inform test planning
d) establish realistic freeze dates for 2.7
- the initial members of the release management team will work to propose (to the community) formal processes for how its decisions will be made and how members may be recruited
- documentation of meetings will go on confluence. any significant proposals will be sent out on list.
Planned changes to 2.7: http://confluence.sakaiproject.org/display/MGT/Sakai+Roadmap