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Project Initiation Document

(PID)

Purpose:

The PID ensures that medium or large projects have a sound basis before they are commence. It acts as a base document against which the Sponsor and Governanace Boards can assess progress, manage changes, issues and on-going viability questions.

For further information on the process, see ‘Running a Project’:

https://intranet.geant.net/PMF/SitePages/Running%20a%20Project.aspx

Created by:

The PID is created and maintained by the Project Manager/ Activity Leader.

Submit to:

projectdocumentation@geant.org with the subject label starting:  GN4-PID

Overview [A1]

Project Information

Project Costs

 

Project Name

Enhanced eduGAIN Support

Manpower: (working days)

See CBA and payback schedule

Project Sponsor

Ann H

Sub-contractors – currently in contract within proposed project timescales  (working days)

None

Advisory Board

Services

New employee / sub-contractor resources required for the project

(working days)

Proposed GEANT hire in production phase.

Project Code

JRA3 T2

a)  Hardware and equipment

See CBA and payback schedule

Proposed Project Manager / Activity Leader

Thomas Baerecke, SWITCH

Lukas Hämmerle, SWITCH (TL)

b) Other operational costs

(excluding manpower)

See CBA and payback schedule

Estimated Start Date

01.01.2017

c) Travel & subsistence

See CBA and payback schedule

Estimated End Date

Production from Q4 2017

TOTAL PROJECT COSTS from CBA

EUR

162,046 over 4 years [A2]

Project Type/Size

Medium

Budget cost code (3 digit code)
if applicable:

JRA3 T2 for pilot. SA2 T2 Production

Date PID submitted

February 2017 (PID for pilot gate)

December 2018 updated PID for production gate

Are the costs for this PID already factored into this year’s budget?

Costs factored in for budgets up to end GN4-2

Activity

JRA3

Technical Annexe Reference

JRA3 T2

Task

T2


Table of Contents

Executive Summary ...........................................................................................................

1 Project Objectives ...................................................................................................

1.1 Objectives .....................................................................................................

1.2 Scope ............................................................................................................

2 Benefits ...................................................................................................................

2.1 Cost Benefit Analysis ...................................................................................

2.2 Deliverables .................................................................................................

2.3 Critical Success Factors (CSF) ....................................................................

3 Project Approach ....................................................................................................

3.1 Overview ......................................................................................................

3.2 Project Organisation & Costs .......................................................................

3.3 Stakeholder Communications ......................................................................

4 Project Plan and Timescales ...................................................................................

4.1 Proposed Timeline .......................................................................................

4.2 Project Schedule ..........................................................................................

5 Project Context .......................................................................................................

5.1 Issues ...........................................................................................................

5.2 Project Risks ................................................................................................

5.3 Business & Strategic Risks ..........................................................................

5.4 Dependencies ...............................................................................................

5.5 Project Constraints and Limitations ............................................................

5.6 Project Assumptions .....................................................................................

5.7 Applications and Structures .........................................................................

6 Additional Information ............................................................................................


Executive Summary

Detailed in Prodcution CBA.

 

 

 


1                      Project Objectives

1.1                Objectives

Detailed in section 2.1.3 of Production CBA.

1.2                Scope

1.2.1       In Scope

The eduGAIN support team will be available to:

  • Federations who are troubleshooting on behalf of their IdPs or SPs
  • IdPs or SPs who are unsure how to join eduGAIN (e.g. which member federation to join)
  • IdPs or SPs who have somehow found their way to eduGAIN independently with interfederation problems or queries
  • The eduGAIN community as a whole who might suffer from generic (e.g. metadata) problems

1.2.2       Out-of-scope

Federations remain the de facto point of contact for their entities - IdPs and SPs for all matters, local or eduGAIN. This project does not seek to replace that, nor to provide a new support channel for all eduGAIN issues. The purpose of the enhancement is to support and provide coordination for federations in complex interdomain cases resulting from use of eduGAIN and to properly capture and channel misdirected queries into this model.

In all cases, the enhanced eduGAIN support will ensure the federation is involved appropriately.

2                      Benefits

2.1                Cost Benefit Analysis

See section 5 of Production CBA

2.2                Deliverables

2.2.1       EC deliverables/milestones:

 

  • M9.1 e-Science Support Business Case/Cost– Benefit Analysis:

Delivered. Pilot gate was passed by the GEANT PLM on 1st March 2017.

2.2.2       PLM deliverables/milestones:

To be detailed on the PLM SharePoint site.

2.3                Critical Success Factors (CSF)

See section 2.1.4 of Production CBA.

 

3                      Project Approach

3.1                Overview

<Not sure what kind of info is really wanted here>

3.2                Project Organisation & Costs

3.2.1       Resources

See Payback Schedule excel.

3.2.2       Organisation

Within the project, the key stakeholder organisational relationships are:

  • SA2 - to deliver future operations - consulted in pilot, responsible during transitions
  • SA3 - to deliver ticketing infrastructure for pilot and future resource for production
  • NA3 - to refer appropriate 'lost' eduGAIN queries to a SPoC
  • NA2 - to support on outreach and dissemination post pilot.

3.2.3       Stakeholders [A3]

The key stakeholders for eduGAIN are the direct members who have specific roles and responsibilities in governing the technical service and carry out specific tasks in order to participate

  • National identity federations in GÉANT who are members of eduGAIN
  • Global identity federations

All formal support activities of eduGAIN are currently targeted only at these groups. Through the Pilot, their feedback was sought and was positive (see section 2.1.4 of Production CBA).

These additional groups benefit significantly from eduGAIN or provide benefit to eduGAIN but are a step removed, via identity federations. Feedback from thes groups during the Pilot was positive (see section 2.1.4 of Production CBA). 

  • Research communities
  • Campuses
  • Commercial services

3.3                Stakeholder Communications

3.3.1       Communication Plan

Federations were consulted before and during the Pilot via regular eduGAIN SG meetings and via open REFEDS meetings

Campuses were consulted only by invitation of federations, a step removed from this project.

Research communities were consulted via AARC and FIM4R, a step removed from this project.

A communications plan for production launch will be developed with PR on completion of a successful pilot. [A4]

3.3.2       Project Management Reporting [A5]

Default RAG and PLM reporting.

 

3.3.3       Quality Plan and Acceptance Criteria [A6]

See sections 2.1.3 and 2.1.4 of Production CBA.

3.3.4       Test Strategy [A7]

Operate Prodction Service to KPIs.

3.3.5       Implementation Strategy [A8]

Existing eduGAIN support will run as is, with the Enhanced eduGAIN Support Service being exactly this, an enhancement. As indicated in the Roadmap, a future phase of this project is to assimilate the Enhanced eduGAIN Support Service into the eduGAIN OT.

During handover to operations, JRA3 will lead in the first month, SA2 in the final month.

4                      Project Plan and Timescales

4.1                Proposed Timeline

 

Stage / Phase

Start Date

End Date

Comments

Design

May 2016 (M1)

December 2016 (M8)

Complete

Specify scope & workflows of eduGAIN Support

May 2016 (M1)

December 2016 (M8)

Complete, pending crosscheck with eduGAIN Operations Team

M9.1 e-Science Support Business Case/Cost– Benefit Analysis

October 2016 (M6)

December 2016 (M8)

Complete, Was delayed from original date.

Identify pilot NREN participants

October 2016 (M6)

February 2016 (M10)

Federation members for pilot identified, participation to be confirmed.

Pilot

March 2017 (M11)

December 2017 (M20)

Some early prep work takes place ready for gate review

Provision pilot ticketing infrastructure

February 2017 (M10)

February 2017 (M10)

Ticket queue for eduGAIN is needed, even if full project does not go ahead.

Outreach to encourage pilot cases

February 2017 (M10)

December 2017 (M20)

Research groups already contacting us with cases following Dec REFEDS meeting.

Operate pilot to workflows, target and policy

March 2017 (M11)

December 2017 (M20)

2-3 cases are already handled as dry runs in design phase prior to March, with the agreement of the reporting parties.

Transition to production preparation w/SA2

August 2017 (M16)

December 2017 (M20)

Includes preparation work prior to gate review.

Deliver Operational documentation

August 2017 (M16)

December 2017 (M20)

 

Prepare staffing handover

Sept 2017 (M17)

December 2017 (M20)

Parallel running/some transition of key 2nd level staff is advised.

Systems and workflows handover

Oct 2017 (M18)

December 2017 (M20)

SA2 takes over lead, JRA3 shadows

Integrate eduGAIN-centric  AARC2 support, esp. to Competence Centre

January 2018 (M21)

April 2018 (M24)

Schedule depends on AARC 2 Competence Centre launch.

4.2                Project Schedule

4.2.1       Milestones and Timescales

Note: For GÉANT Projects it is important to differentiate between internal GÉANT Milestones/Deliverables and external EC Milestones/Deliverables.

Ref. No.

Stage / Phase

Milestone

Type

(GÉANT / EU)

Target Date

M9.1

Design

e-Science Support Business Case/Cost– Benefit Analysis

EU

Delivered Dec 2016/M8

PLM

Design

Pilot gate review

PLM

Delivered March 2017/M11

Internal

Pilot

Assessment on requirement for FLS in production

Internal

Complete August 2017 (M16)

PLM

Pilot

Transition to production gate review

PLM

December 2017 (M20)

5                      Project Context

5.1                Issues

Ref. No.

Issue Description

Impact

Mitigation

1

 

 

. [A9]

5.2                Risks

 

Ref. No.

Risk Description

Impact

Mitigation

R1

Resistence by eduGAIN SG. GÉANT taking on more responsbility seen as a threat to the business and trust model of eduGAIN.

High - lack of engagement will mean cases don't get solved. Probability medium.

Communication and consultation at all phases - transparency is critical.

R2

Target number of cases do not materialise

Cost Benefit analysis assumptions would be incorrect.

The Production CBA has been updated based on actual results of the pilot and set new KPIs.

R3

Too many cases materialise

Cost benefit analysis would be incorrect, 2nd level support and GEANT SD may not be able to cope with volume within existing staffing. Starting assumptions are generous enough that this is low probability.

The Production CBA has been updated based on actual results of the pilot and set new KPIs. This is a low probability risk.

5.3                Dependencies

 

Ref. No.

Dependency

Impact

DP1

Provisioning of OTRS queues by SA3 for pilot

Enables queries to be responded to and pilot systematically analysed.

DP2

Availabiltiy of additional staff to SA2 via GÉANT Organisation

Production operation requires manpower. This was specified bundled with a series of other requirements and provided to GÉANT. [A10]

5.4                Project Constraints and Limitations

Ref. No.

Constraint or Limitation

Impact

Mitigation

 

 

 

 

5.5                Project Assumptions

 

Ref. No.

Assumption

Impact

AS1

 

 

AS..

 

 

ASn

 

 

 

5.6                Applications and Structures

OTRS queue deployed for the Pilot to be continued for the Production service.

6                      Additional Information


Advisory Board Approval

 

Decision

Delete as appropriate:

  • Approved
  • Request additional information
    (specify)
  • Rework
  • Rejected

Date of meeting

 

Comments

 

 

 

Management Team Approval

 

Decision:

Delete as appropriate:

  • Approved
  • Rework
  • Rejected

Date of Meeting:

 

Comments:

 

 


[A1] Consider rationalising this to cover anything not in CBA only or to look for only a defined summary of key CBA items.

[A2] Cell R20

[A3] Replaced a table with simpler info.

[A4] This needs to be done

[A5] Suggest delete this.

[A6] Propose to delete this and put it in future design docs instead where not already covered by KPIs.

[A7] Never really understood how to apply this to non-software projects properly. Would also recommend taking out of PID into design docs or pilot plan.

[A8] Is this needed since CBA covers options or are you looking for something different there?

[A9] Any to add?

[A10] Still accurate or have SA2 the staff required now?