Final Report
Currently all aspects of the project are functional. There are four main components to the project: enrolling an individual with a new smart card, transferring money from a bank account to a smart card, displaying personal information from the smart card to view, and making a purchase using a smart card. All these components have been adequately tested. We decided not to implement medical information do to lack of medical knowledge and available time.
Currently there is a fault in the fingerprint scanner when moving your finger during the scan. Some proposed future enhancements include maintaining medical information on the eWallet. See SRS section 3.2.8 and 3.2.9 for medical information guidelines.
This project will not be continued by any other team because of the large hardware requirements. In the event that another team was able to continue the project, it is important that the team thoroughly reviews the SDS.
Our team had a team leader who coordinated the group through group meetings and regular updates. As members of the group complete aspects of the project the team leader directed integration these changes. The semester moved very quickly which resulted in little time for democratic decision making. Development progressed relatively smoothly because there were multiple separate components that could be developed simultaneously and independently.
Each team member focused on tasks where they had the most skill and prior experience. Brittney Brown focused on the smart card applets and their integration with the hardware and software systems, as she had prior experience and expertise in this area. Jenny Greenwood worked on the enrollment application because of her skills in Java and Java Swing. Shannon Whitaker provided the expertise in SQL and database interactions, as well as work in the Java code for the enrollment application and support for the web application. Zack Douglas provided a real-world POS system for integration, and offered his talents to develop the web application. At first we all attempted to each focus on a particular component and handle all aspects of that component, but quickly determined that it was more efficient to work together and individually handle specific tasks. The project had a wide variety of skill requirements, and an equal amount of work was required in each. This was determined to be the most efficient use of time and allowed the team to work cohesively. After working into a functional team dynamic, the team developed a cohesive working entity, which would not be changed if the project were started over.
Schedule and planning
Scheduling was the most challenging aspect of the project. With all team members having jobs, scheduling difficulties frequently arose. The scheduling conflicts would have been greatly relieved if even a single team member did not have a job. Ideally, all team members would not have been working. However, despite the conflicting schedules, the team frequently held team meetings and worked as pairs (or more) on multiple parts of the project. The team’s main tool for communication was e-mail to provide a simple means for every team member to be involved in each aspect of the project. Secondarily, MSN Instant Messenger was used to effectively and efficiently communicate information. The team could have improved on its scheduling and meeting by having fewer individual outside obligations.
Support function
The team’s Quality Assurance and Configuration Management functions were effective. We adequately identified bugs and defects and in an efficient manner. Our team maintained a web page to track all defects. All members had access to this web page to view bugs at anytime. Because of the team’s focus on producing the product and maintaining other documentation, the defects list became frequently outdated. Keeping it up to date was difficult because many of the component were separate from each other and many team members had little need to know about their defects.
As a self-sponsored project, we did not work with clients on this project. We met most weeks for management meetings.
Work with the project mentors
We did not work with mentors on this project.
The overall experience for our
team was positive. Effective team
interaction and involvement provided a cohesive team structure and an effective
means of project development and design.
The team did not have any mentors,
so there was no feedback to report.
Start early on the project
development, as the time will pass much more quickly than expected.
Scheduling can be difficult, so
plan in advance. Be certain to select a
team that can easily meet and work together.
Maintain an accurate calendar and
awareness for deadlines and weekly requirements.