[573] in I/T Delivery
9/13 Enterprise Print Delivery Status Report
daemon@ATHENA.MIT.EDU (David F Lambert)
Thu Sep 13 19:11:24 2001
Message-Id: <200109132311.TAA13212@pacific-carrier-annex.mit.edu>
Date: Thu, 13 Sep 01 19:10:54 EDT
From: David F Lambert <LAMBERT@MITVMA.MIT.EDU>
To: Roger A Roach <RAR@MIT.EDU>, delivery@MIT.EDU
cc: Enterprise Printing Delivery Project Team <printdel@MIT.EDU>
Project Name: Enterprise Printing Delivery Project
Team Members: Mary Ellen Bushnell, Rocklyn Clarke, Lynne Durland &
Dave Lambert
Report Date: 09/13/2001
Project Notebook: http://web.mit.edu/is/delivery/enterprint/
Note: Delay in sending this report is due to project leader's vacation.
Accomplishments for the past period:
- Grad Admissions printed first production output Friday September 7
- Held two meetings with ASST TL, Service & Delivery directors
to resolve ASST rollout issues and deadline slippage
- fixed several bugs and refined the filter process (LPRng->IPM);
KLPR submitted files are now handled automatically & correctly
- Completed working documentation for operations; created quick
reference version; held multiple training sessions for operations
- Received, installed and tested Postscript->IPDS transform fix from IBM;
this code fixes a SAP duplex Postscript problem
- Met with CAO techies to plan for EP1 move from APS to IPM
- Refined the documentation for BLT/HD and sent to BLT for review
- Reviewed and approved accounting software written by IBM; this code
produces the raw accounting records used for further report processing
- Drafted FAQ
- Obtained IBM's source code and related documentation
- Identified and secured an IS resource to review IBM PERL code;
performed a high level code review as part of our sign-off work;
thanks go to Todd Belton for his efforts
- Sent request to Netscape release team to change the default
preferences for the MIT distribution of same
- Met with Payroll to discuss several central printing issues
Goals for the coming period:
- Meet with Delivery & Service directors again re organizational
fit and rollout delay issues
- Meet again with ASST re transition issues; work with
ASST to ensure standard admin server pieces are in place; work with
ASST to name a resource as a backup for Jody
- Finish testing GL print time and resolve last of the issues
- Update BLT/HD & operational documentation based on feedback
- Move EP1 to IPM control from APS
- Sign off on IBM's consulting work
- Implement authentication solution for application servers (carryover)
- Finalize transition issues with EAST
- Resume work on web pages in the is/help directory
- Continue customer discussions wrt IPM rollout & network based
mainframe printing (ongoing)
- Rocklyn with his EAST hat on will secure a s/w maintenance contract
to support the custom IBM code
- Begin planning our project closure celebration
Issues:
There needs to be immediate clarification of EAST & ASST
responsibilities as well as additional named resource(s) to
support IPM and its server environment. The project team is relying
on the Delivery & Service directors and involved team leaders to
resolve these issues immediately. These issues have been extremely
frustrating for the team, delayed rollout schedules, and caused the
rehashing of old decisions and commitments. Additionally, without
other named resources, we are compromising our ability to support
this service at the required level. We are now printing production
work with the new service, and these issues must be resolved ASAP.
Rocklyn spent significant time on the learning curve to implement
LPRng filters. Thankfully with great results!
The Web interface redesign will be moved to EAST as a follow-on project.
The EAST Team Leader would like to have the .htaccess authentication
enhancements moved to EAST as a follow-on project. Whether this
happens or not, no realistic projected completion date will be possible
until sufficient staff resources are available.
The EAST Team Leader needs to transition off of PRINTDEL ASAP.
Key learnings:
none
Team dynamics:
Good.
Additional comments:
A key ASST resource was unavailable for two weeks due to vacation.
The project leader was away for two weeks of vacation.
