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This project will be considered done once:
- All identified images have been converted to the desired delivery-optimized format;
- Such images are actively served by our delivery systems;
- The older versions of the deliverable have been removed from storage.
V. Stakeholders
| Stakeholder | Title | Participation |
|---|---|---|
| Stu Snydman | Associate University Librarian and Managing Director, Library Technology | Executive Sponsor, Business Owner |
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| Project Role | Team member(s) |
|---|---|
| Technical Product Owner / LTSLT Owner | Stefano Cossu (LTS) |
Software engineers | Brian Hoffman (LTS), JJ Chen (LTS) |
QA | Stefano Cossu, Brian Hoffman, JJ Chen, Paul Aloisio (LTS), Imaging Services |
Functional documentation | Stefano Cossu, Brian Hoffman, JJ Chen |
Scrum Master | Stefano Cossu |
Project Manager | Vitaly Zakuta (LTS) |
* Pierre-Anthony Lemieux deferred to John Cupitt for carrying out the development, remaining available for advising on Kakadu-specific topics. We have not yet established whether such consulting will be pro bono or for a fee. In the latter case, we should request a cost estimate, but ideally we would like to have one contractor billing for the whole project.
VII. Estimated Schedule (tentative)
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VIII. Assumptions, Constraints, Dependencies, and Risks
Project Assumptions
- Enough time has been allotted for developers to set up one batch at a time.
- Remediation processes can take a very long time but should require very little oversight once started.
- Some remediation batches can be deferred for a long time if their priority is low.
Project Constraints
- Other DRS Futures integration priorities contending for developers' time
- Infrastructure capacity and cost (the tools should be scalable, but some batches could still take many weeks or months to complete)
Project Dependencies
The following dependencies apply only to the effective remediation process. Other parts of the project (analysis, reporting, etc.) can start immediately.
- Image conversion service (imgconv) and ETL framework (drs-pipelines) available in production
Project Risks
| Description | Plan | Impact | Owner |
|---|---|---|---|
| Remediation process takes an unexpectedly long time | Start with a small batch; extrapolate timing; increase batch size progressively; adjust forecast iteratively | Project timeline | |
| Remediation process is unstable and requires frequent monitoring | Build solid exception handling; perform extensive load testing in advance | Staff time | |
| Large numbers of image conversion tasks fail | Build non-blocking reporting system; allow automatic retrying for 5xx errors; review failures separately | Staff time; may require re-engineering remediation tools or infrastructure | |
| Reference replacement does not go according to plans | Test small batch of replacement actions; back up databases; report failed replacement to avoid failures falling through cracks; test each image (HEAD req) before deleting old version | Lost references / broken images; old images cannot be replaced for a long time and impose extra storage costs | |
| Processes don't scale as expected | Inspect infrastructure for scaling issues; if not resolvable, accept longer completion times. | Longer delivery times |
IX. Acceptance
Accepted by [ TODO ]
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