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The project teams are responsible for the progress of all activities in the project. However, to support you in this process, there are several supervisors available in different areas who can help you.

The supervisors role in the project is twofold:

  • To help you by giving tips and asking the right questions. I.e., their purpose is not to give you solutions, but to help you getting in the right direction.
  • To assess the quality of your work and then to grade your achievements in respecive area. Note that they are not only judging the final result of your work, but also how you are handling problems along the way.

Two supervisors are available in the project. We call them "consulting supervisors" because their time is limited and you as a team are "hiring" them when needed. The supervisors are:

The consulting supervisors are your primary contact regarding advice on both technical an non technical issues in the project.

Chief Executive Officer (CEO)

The CEO of the company is Rita Kovordányi, rita.kovordanyi@liu.se . She will help you to organize your work with the project, but as an ordinary CEO in a company, she will not organize it for you. You are welcome to come to her to discuss all matters regarding progress and problems in the project.


The customers are not directly your supervisor. They will of course help you to understand what is supposed to be delivered, but it is at the same time your role to explain what can be done and give suggestions of different alternatives. Marco Frattolin is also the assessor from the customer side.


Each supervisor/examiner will report one process grade and one result grade, with the exception of the CEO, who only gives a process grade. See section about examination for details about how the grades are weighted to form the final project grade.

Process grade

The students are judged for how they are identifying, planning, and solving problems during the project. It does not concern the quality of what is produced. More specifically, we are judging:
  • Problem handling. Problems should be identified as early as possible (risk handling). They should be communicated clearly both to the employees, the CEO, and the consulting supervisors. Different possible solutions should be analyzed and a possible solution should be suggested and finally implemented.
  • Ideas, initiative, and get things done on time. The students should try to have their own ideas on how to solve things. Search information on the web and in books. Take initiative to educate people, try alternative solutions. It is important to be creative, but in the end it is all about getting things done on time.
  • Respect, cooperation, and positive atmosphere. Students should have respect for each other, both regarding cultural differences and different views on how to work. This is a company, so the employees should work together and learn from each other. Everybody should also aim for having a positive view, even if there will be conflicts and stressful times. The objective is to see solutions to problems, not just problems.
  • Structured but pragmatic. The work should be planned and executed in a structured way. Plans should be written, but also more important, re-written. However, things should not be done for each own sake. We have a pragmatic viewpoint, i.e., things should be done good enough to solve the objectives of the task. No more, no less. Since there are limited resources and time, tasks must be prioritized in a structured manner.

Result grade

The result grade concerns the result in the specific area, i.e., what has been produced and how good the quality of that is. More specifically, we are judging:
  • Quality of artifacts.For example, how consistent and relevant e.g., the design specification and the requirements specification are. How well-documented, well-designed (modularity, extendability, etc.), and well-implemented the source code is. This includes the quality of the system from a user point of view.
  • Quality of presentations. How good presentations are (e.g. tollgate meeting and VSSE), both regarding presentation technique, content, and message.
Note that the CEO is not giving out a result grade. Hence, she will always help you in the process of creating good results, not judge the result.

Grade levels

The above criteria are the basis for judging the grades. However, to be able to reach different grades, the company must at least have implemented, created, and used the following with an acceptable quality:

Grade 3

To be able to get grade 3, at least the following must be done:
  • Deliver products and other deliverables on time.
  • Create an architecture/high level design document.
  • Create a customer requirements specification.
  • Create a test plan.
  • Create a project plan.
  • Create and use an internal communication platform (e.g. an Intranet).
  • Deliver weekly status reports on time.
  • The student must be present at almost all company meetings.
  • Each student should work and report 160h +/- 20%.
  • Write and hand in reflection reports on time.
  • Have a company website that includes at least photos and roles of the employees.

Grade 4

To be able to get grade 4, the items for grade 3 should be fulfilled + the following:
  • Create and implement an education plan.
  • Use a bug-tracking system.
  • Have traceability between requirements (or backlog), system design , and test documents.
  • Use a version handling system for all artifacts.
  • Use tools for testing and reporting test results.
  • Have internal inspection for all produced documents.
  • Work in cross-functional teams, i.e., teams consisting of employees from both departments.

Grade 5

To be able to get grade 5, the items for grade 3 and 4 should be fulfilled + the following:
  • Have a working product through all iterations
  • Use continuous integration with automatic test and build system.
  • Use, discuss, and practice software development methodologies and processes actively (e.g. use practices from Scrum, XP, or RUP).
For any questions about these items, please contact the CEO or the consulting supervisors.

Page responsible: Kristian Sandahl
Last updated: 2016-08-29