Project Status
Basic
The project status is the Burndown of any development template - where the fill level of any Dev Template is a first approximation of completion.
Includes Project Status (whether designed only, or prototyped, tested, released) , see example of Appropedia - [1]
This should also include OSHW Dashboard
The burndown is the number at the bottom right of the Development Template, graphed as a function of time.
The start time of a project should be recorded under Project Status. With teams of OSE Developers building, it should be visible that as the team of OSE Developers grows through time, the burndown should be more rapid. See notes on Development Velocity.
Advanced
The Current status should reflect the existing state of the project and next steps - consistent with the Critical Path and Roadmap.
The Current Status should be the first place any new developer can look to get oriented within a project.
The Project Status of a project is an important aspect of project management. The status shows 3 things:
- Status of the development iteration - description of what phase a given project is in - such as design phase, build phase, current blocks and issues, etc.
- The greater context of Main Trunk, Branches, Forks, and Merges of the project
- Where the project fits within a Product Ecology, and what further developments the completion of this project would enable. For example, Continuous Charcoal Production allows for fueling the gasifier and running all machines on charcoal.
The intent is to inform contributors or potential contributors of where the project is for planning purposes, and to encourage new contributors to join.
Process Manager stewards the Project Status - makes sure the Status is updated.
Template
Using the power of wiki templates, a cut-and-paste Template entry should:
- Seed a new project with the Development Temlate
- Automatically start a Burndown
- Embed a Project Status template as discussed above
- Embed a OSHW Dashboard to the project to make it interoperable with other projects.
