Project

Project Management

W3C succeeds only if it actually gets the work done that it is committed to deliver. The W3C Project Manager focuses on meeting all of the milestones of all of the groups, facilitating the work of Team Contacts, Chairs, and Editors to ensure that the work is moving forward appropriately, and driving the work necessary to achieve operational success. Specific responsibilities include:

Ensuring timely planning to extend or revise (or expeditiously terminate) Charters as appropriate. This function has primary responsibility for extended or revised Charters, handling comments and objections, making incremental modifications, and working with Strategy management to (a) include fundamentally new requirements and (b) negotiate appropriate level of team contact support.
Responsibility for operational excellence throughout the Chartered period for all Working Groups. This includes:
- Assuring that the group is on track in terms of its deliverables
- Assuring sufficient Chair, Editor, and Team Contact resources
- Taking corrective action if we need better Chair, Editor, or Team Contact resources to ensure quality as well as efficiency of work
- Working with Global Participation and Community Leads if we need better member participation in WGs
- Driving transition calls. Keeping them on schedule. Making sure that the group is on track in terms of getting specifications written and issues closed in time for transition calls
- Working with Members directly and with Community Lead to ensure that implementations are being developed on schedule.
- For projects that are partially funded by external contracts, coordinates with Principal Investigator to ensure that project meets both internal milestones and external milestones.
Driving detailed technical design discussions of the form necessary to make forward progress on the chartered work
Managing Chair training

Milestones

6 months

No Group out of charters
Complete reviews and reassessment of all Group milestones, including analysis of failures to reach Group milestones
Metrics for how we evaluate milestones improvement over time
Initial assessment on strategy vs existing Groups
Tooling for milestone, dependency, and blockers tracking operational
Initial materials on Chair and Team contact training
Initial materials for Group setup and tooling
Initial materials for general testing plans and training
Reassessment of TR publishing strategy
No more than 3 weeks to accomplish a publication

12 months

No Group out of charters
Ongoing assessment of all Group milestones in place, including analysis of failures to reach Group milestones
Procedures and steps in place to match Strategy with existing Groups
Dashboard operational for Team and Member views
TPAC training materials for Chair and Team contact training in use
TPAC training materials for Testing in use
No significant increase in Team Contacts teleconferences
Initial revision of the "Art of Publishing": new TR publishing in place
No more than 2 weeks to accomplish a publication
Wide review feedback loop with A&T functioning (no late wide reviews)
No boundaries between team contacts
50% of the Working Group have a testing plan for milestoned deliverables

18 months

No Group out of charters
Ongoing assessment of all Group milestones
ALL Working Group MUST match the strategy and priorities from Strategy management
No late wide reviews
All Groups are capable of using ongoing deployment of Recommendations
Ongoing assessment of all Group milestones in place
No more than 6 months delays in CR testing
No more than 1 week to accomplish a publication
Automatic publication system done
Modern tooling reassessment
75% of the Working Group have a testing plan for milestoned deliverables

24 months

No Group out of charters
Ongoing assessment of all Group milestones
No more than 6 months delays in CR testing
No more than 1 week to accomplish a publication
TPAC training materials for Chair and Team contact training in use
TPAC training materials for Testing in use
~100% of the Working Group have a testing plan for milestoned deliverables
Differences between initial milestones and actual milestones no longer exceed x1.5.