Ag09 Offshore Et Pratiques Agiles En

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Offshore et pratiques agilesStuart Adlis et Bernard Voituron

Text of Ag09 Offshore Et Pratiques Agiles En

  • 1. Mardi 17 Novembre 2009Paris, la Dfense Comment intgrer les options off-shore et les pratiques Agiles dans les choix stratgiques dune DSI ? Henri Petitet,Managing DirectorValtech Technologyhenri.Petitet@valtech.frStuart AlldisHead of eCommerceRail Europesalldis@raileurope.co.uk

2. Mardi 17 Novembre 2009 Paris, la Dfense Part I : Are Offshore and Agile compatible?Henri Petitet, Managing Director Valtech Technology henri.Petitet@valtech.fr 3. The Problem of the CIO Doing more with a smaller budget More application development More responsiveness to business demand Reduce maintenance costs Reduce infrastructure costs Establish an organizationwhich emphasizes business innovation Position his organization as the center of valuerather than the center of cost #3 4. Proposed solutions - chronologically Selected list of vendors in order to benefit from the rate effect on the volumes Generalization of subcontracting and fixed-bid projects Appearance of development centers in regions (near shore) Widespread use of open source Offshore Strategy Development#4 5. First Offshore Observations Uneven quality of deliverablesthat impact compliance with the time to market Tunnel effect accentuated by the distance Problem of understanding the requirement Improbable responsiveness to business demands and functional changes Lack of transparency Less benefit on small project teams #5 6. Agility helps offset these side effectsIn fact, agility provides: Greater predictability Better responsiveness because the IT and Business teams are integrated Self-organizing teams Transparency, feedback,visual management, communication Time to market Reduced maintenance costs thanks to better quality Adapted for small teams#6 7. Are Agility and offshore compatible?At Valtech we firmly believe thatagility and offshore are not only compatiblebut that the combination of both is a key factor of success.Agility naturally erases the distance through Periodic and frequent mandatory ceremonies Collaborative tools (wiki, code repository, instant msg.) Permanent monitoring of progress (daily scrum, demos, Cont.Int.) Transparency of KPIs shared in real time: velocity, qualityAgility adapts to offshore: Adapt the documentation to facilitate mutual understanding Put in place powerful means of video-conferencing Plan to travel and do workshops #7 8. Conclusion Agility is consistent with Offshoringand many of our customers like Rail Europe have understood, adopted and generalized it.#8 9. Mardi 17 Novembre 2009Paris, la Dfense Part II : Offshore Development The Inside TrackPrnom NOM,Fonction Stuart AlldisSOCIETE Heademail@valtech.fr of eCommerce salldis@raileurope.co.ukPrnom NOM,FonctionSOCIETEemail@valtech.fr 10. Contents Rail Europe Development - Internal vs Offshore External Tender Process Agile In Practice#2 11. Rail EuropeAbout Us Subsidiary of the French railway operator SNCF Responsible for distribution of European rail to the UK market Various distribution channels for both B2C to B2B Retail Outlet Call Centre Web Largest European rail supplier in the UK Sister company with Eurostar #3 12. Rail EuropeProjects developed with Valtech India 3 Web applications B2B & B2C web sites Website represent 70% of turnover Switched booking engine from legacy system to web services Increase customer offering Shift from paper tickets to e-tickets Ability to up-sell ancillary products Improved user navigation and simplified booking process Enhanced web site content Integrated Content Management System Reduced distribution costs #4 13. Rail EuropeBenefits Of Working In Off Shore Agile Enviroment Increase in sales Reduction in distrubution costs Increased Return On Investment IT not a barrier to market #5 14. Development Internal or External? Internal Disadvantages Advantages lack of resources more control recruitment drive easier communication expensive less security risks slower timescales requirements easier to explain hardware set up high staffing costs Software licenses #6 15. Development Internal or External? Offshore Disadvantages Advantages requirement understanding Costs communication help develop internal staff control on tap resources security quicker development Can't understand foreign accents agreed standards of delivery Slow response time Concentrate on core competencies Increase productivity #7 16. External Tender Process Who? 4 companies tendered: Each company was graded on: One company Based in UK Communication One company Based in France Quality of work One company Based in Belgium Customer base Valtech (Worldwide, Indian Development) Size Brief understanding Can do attitude Companies presented to: Price Myself Project Stake holders #8 17. External Tender Process Who? Voting Results (Radar View):#9 18. External Tender Process Who? Voting Results (Functional Coverage):#10 19. Agile In PracticeRequirements vs Development The Agile Methodology #11 20. Agile In PracticeIteration 1Iteration Planning Example Of Iteration Planning For Iteration 2 & 3 Iteration 2Iteration 2 (August)Date TimeActivitiesParticipants31-Aug Full dayIteration 1 demo, Retrospective meeting Product Owner and Offshore team03-Sep First half dayIteration 2 planningProduct Owner and Offshore team03-Sep Second half day Requirement workshopProduct Owner and Offshore team04-Sep First half dayEstimation Workshop Offshore team *04-Sep Second half day Modelling WorkshopOffshore team * Iteration 3 (September)28-Sep Full dayIteration 2 demo, Retrospective meeting Product Owner and Offshore team01-Oct First half dayIteration 3 planningProduct Owner and Offshore team01-Oct Second half day Requirement workshopProduct Owner and Offshore team03-Oct First half dayEstimation Workshop Offshore team *03-Oct Second half day Modelling WorkshopOffshore team *#12 21. Agile In PracticeFor a successful project you need: Communication Understanding Product Knowledge Customer Services With 3rd parties Plan Do Check Act (PDCA) Extended Team #13 22. Agile In PracticeChain Of Command 1. Product Owner 2. Client Project Manager 3. Off Shore Delivery Manager 4. Off Shore Project Manger 5. Internal and Off Shored Development & Testing Team#14 23. Agile In PracticeCommunication The Key Before The Project Starts You Will Need: Face to face meeting and introduction among the project stake holders Introductions between client team and offshore team Video / conference call / picture exchange between the teams Provide the software company with key contacts such as product owner#15 24. #17 25. Agile In PracticeCommunication The Key During The Project You Will Need: Daily scrum meeting between client and development team Can last from 5 minutes to 1 hour depending on issue level All participants must commit to these daily meetings Questions & answers Clarification #18 26. Agile In PracticeCommunication The Key During The Project You Will Need: An instant messaging system for all involved staff. Such as Skype MSN Messenger ICQ A common communication and document repository such as Confluence WikiPage for information sharing of the project Share each others contact details (mobile, landline, email, skype etc) #19 27. Agile In PracticeProduct Knowledge To sell anything you need to understand what you are selling.Software development is the same: Spend time the with your off-shored team to explain what your business does Provide product training to key personal within the testing and developmentteam Give them a point of contact for future reference and help for your productsand services #20 28. Agile In PracticeProduct Knowledge To sell anything you need to understand what you are selling.Software development is the same: Spend time the with your off-shored team to explain what your business does Provide product training to key personal within the testing and developmentteam Adopt interactive and informal training rather than text book style training Do not give them a product guide document and expect them to understandwhat your business does and why #21 29. Agile In PracticeCustomer Service Many projects involve a client 3rd party. Make sure you: Communicate all key information to all parties Have frequent scrum meetings between all parties Share your project plan and road map between everyone Be transparent between all parties Involve your 3rd party for key decisions#22 30. Agile In PracticeManaging The Project - Plan Do Check Act (PDCA) Using an Agile methodology for development you will need to: Participate in each iteration meeting Take the lead in the requirement workshops with all developers and testers Constantly monitor the project progress using tools such as a burn down chart #23 31. Agile In PracticeManaging The Project - Plan Do Check Act (PDCA) Using an Agile methodology for development you will need to: Provide quick decisions for road blocks faced by the team Give feedback on the each iteration demo Participate in the iteration retrospective meetings with the team Implement action points raised from the retrospective meetings in theupcoming iteration#24 32. Agile In PracticeExtended Team Once the commercials have been agreedas product owner you need to: Treat your off shored team as your own Share with them the highs and lows Integrate your team with their team Provide branding merchandise to motivate them Synchronise their team environment the same as yours with posters,stationary, mouse mats etc #25 33. Agile In Practice #26 34. Agile In PracticeExtended Team Once the commercials have been agreedas product owner you need to: Get to know your off shored team Socialise with them - Lunch / Dinner / Drinks Gift them with country specific presents Sit with the team rather than a separate isolated office Be flexible in working hours to synchronise time zone differences#27 35. Agile In Practice