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Henri Petitet, Managing Director Valtech Technology Mardi 17 Novembre 2009 Paris, la Défense [email protected] Comment intégrer les options off-shore et les pratiques Agiles dans les choix stratégiques d’une DSI ? Stuart Alldis Head of eCommerce Rail Europe [email protected]

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Offshore et pratiques agilesStuart Adlis et Bernard Voituron

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Page 1: Ag09 Offshore Et Pratiques Agiles En

Henri Petitet, Managing DirectorValtech Technology

Mardi 17 Novembre 2009Paris, la Défense

[email protected]

Comment intégrer les options off-shore et les prati ques Agiles dans les choix stratégiques d’une DSI ?

Stuart AlldisHead of eCommerce Rail [email protected]

Page 2: Ag09 Offshore Et Pratiques Agiles En

Henri Petitet, Managing DirectorValtech Technology

Mardi 17 Novembre 2009Paris, la Défense

[email protected]

Part I : Are Offshore and Agile compatible?

Page 3: Ag09 Offshore Et Pratiques Agiles En

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

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Proposed solutions - chronologically

● Selected list of vendors

• in order to benefit from the rate effect on the volumes

●Generalization of subcontracting and fixed-bid proj ects

● Appearance of development centers in regions (near shore)

●Widespread use of open source

●Offshore Strategy Development

#4

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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 responsivenessto business demands and functional changes

● Lack of transparency● Less benefit on small project teams

#5

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Agility helps offset these side effects

In fact, agility provides: • Greater predictability

• Better responsivenessbecause the IT and Business teams are integrated

• Self-organizing teams

• Transparency, feedback,visual management, communication

• Time to market

• Reduced maintenance coststhanks to better quality

• Adapted for small teams

#6

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Are Agility and offshore compatible?

At Valtech we firmly believe thatagility and offshore are not only compatible

but 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 m sg.…)• Permanent monitoring of progress (daily scrum, demos, Co nt.Int.)• Transparency of KPIs shared in real time: velocity, qua lity

Agility adapts to offshore: • Adapt the documentation to facilitate mutual underst anding• Put in place powerful means of video-conferencing• Plan to travel and do workshops

#7

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Conclusion

Agility is consistent with Offshoring

and many of our customers like Rail Europe

have understood, adopted and generalized it.

#8

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Prénom NOM, FonctionSOCIETE

Mardi 17 Novembre 2009Paris, la Défense

[email protected]

Prénom NOM, [email protected]

Part II : Offshore Development The Inside Track

Stuart Alldis

Head of eCommerce

[email protected]

Page 10: Ag09 Offshore Et Pratiques Agiles En

Contents

#2

• Rail Europe• Development - Internal vs Offshore• External Tender Process• Agile In Practice

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Rail Europe

#3

About 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

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Rail Europe

#4

Projects developed with Valtech India

• 3 Web applications – B2B & B2C web sites• Website represent 70% of turnover• Switched booking engine from legacy system to web servic es• Increase customer offering• Shift from paper tickets to e-tickets• Ability to up-sell ancillary products• Improved user navigation and simplified booking proces s• Enhanced web site content• Integrated Content Management System• Reduced distribution costs

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Rail Europe

#5

Benefits Of Working In Off Shore Agile Enviroment

• Increase in sales

• Reduction in distrubution costs

• Increased Return On Investment

• IT not a barrier to market

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#6

• Disadvantages

– lack of resources

– recruitment drive

– expensive

– slower timescales

– hardware set up

– high staffing costs

– Software licenses

• Advantages

– more control

– easier communication

– less security risks

– requirements easier to explain

Internal

Development – Internal or External?

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#7

• Disadvantages

– requirement understanding

– communication

– control

– security

– Can't understand foreign accents

– Slow response time

• Advantages

– Costs

– help develop internal staff

– on tap resources

– quicker development

– agreed standards of delivery

– Concentrate on core competencies

– Increase productivity

Offshore

Development – Internal or External?

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External Tender Process – Who?

#8

• 4 companies tendered:• One company Based in UK• One company Based in France

• One company Based in Belgium

• Valtech (Worldwide, Indian Development)

• Each company was graded on:• Communication

• Quality of work

• Customer base• Size

• Brief understanding

• Can do attitude• Price

• Companies presented to:• Myself• Project Stake holders

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External Tender Process – Who?

#9

• Voting Results(Radar View):

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External Tender Process – Who?

#10

• Voting Results(Functional Coverage):

Page 19: Ag09 Offshore Et Pratiques Agiles En

Agile In Practice

#11

Requirements vs Development – The Agile Methodology

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Agile In Practice

#12

Iteration Planning

Iteration 2 (August)

Date Time Activities Participants

31-Aug Full day Iteration 1 demo, Retrospective meeting Product Owner and Offshore team

03-Sep First half day Iteration 2 planning Product Owner and Offshore team

03-Sep Second half day Requirement workshop Product Owner and Offshore team

04-Sep First half day Estimation Workshop Offshore team *

04-Sep Second half day Modelling Workshop Offshore team *

Iteration 3 (September)

28-Sep Full day Iteration 2 demo, Retrospective meeting Product Owner and Offshore team

01-Oct First half day Iteration 3 planning Product Owner and Offshore team

01-Oct Second half day Requirement workshop Product Owner and Offshore team

03-Oct First half day Estimation Workshop Offshore team *

03-Oct Second half day Modelling Workshop Offshore team *

Iteration 2

Example Of Iteration Planning ForIteration 2 & 3

Iteration 1

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Agile In Practice

#13

For a successful project you need:

• Communication• Understanding• Product Knowledge• Customer Services With 3rd parties• Plan Do Check Act (PDCA)• Extended Team

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Agile In Practice

#14

Chain 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

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Agile In Practice

#15

Communication – 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

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#17

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Agile In Practice

#18

Communication – 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

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Agile In Practice

#19

Communication – 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 Wiki Page for information sharing of the project

• Share each others contact details (mobile, landline, email, skype etc)

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Agile In Practice

#20

Product Knowledge

• To sell anything you need to understand what you are selli ng. 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

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Agile In Practice

#21

Product Knowledge

• To sell anything you need to understand what you are selli ng. 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

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Agile In Practice

#22

Customer 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

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Agile In Practice

#23

Managing 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

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Agile In Practice

#24

Managing 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 the upcoming iteration

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Agile In Practice

#25

Extended 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

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Agile In Practice

#26

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Agile In Practice

#27

Extended 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

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Agile In Practice

#28

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Agile In Practice

#29

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Agile In Practice

#30

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Agile In Practice

#31

My Average Month In The Project Cycle

A normal month equals one development and release iter ation.

• Week 1

• Deploy code from the last iteration release in our environment

• Start the user acceptance testing (UAT)

• Log defects and change request• Lead the next iteration requirements workshop and planning meeting

• Attend the daily scrum meeting

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Agile In Practice

#32

My Average Month In The Project Cycle

A normal month equals one development and release iter ation.

• Week 2 & 3

• Provide responses to clarifications

• Find solutions for potential road blocks

• Track the UAT status• Monitor the progress of the iteration

• Draft the business requirements and test cases for the next iteration

• Attend the daily scrum meeting• Keep everyone motivated

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Agile In Practice

#33

My Average Month In The Project Cycle

A normal month equals one development and release iter ation.

• Week 4

• Publish final requirement documents for the next iteration

• Publish final acceptance testing documents for the next iteration

• Attend the daily scrum meeting• Iteration demo and retrospective meeting

• Plan to implement the action points for the next iteration that resulted from the

current iteration retrospective meeting

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#34

Thanks for listening

Any Questions?

Stuart AlldisHead of eCommerce

Rail Europe

34 Tower View, West Malling

Kent, ME19 4ED, England

+44 (0)1732 526 727