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Outsourcing Agile Without Losing Agile
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Outsourcing Agile Without Losing Agile

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My presentation for the Agiles 2012 Cordoba-Argentina Conference

My presentation for the Agiles 2012 Cordoba-Argentina Conference

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Outsourcing Agile Without Losing Agile Outsourcing Agile Without Losing Agile Presentation Transcript

  • Outsourcing Agile without Losing Agile Juan Banda, MSc, CSP, ACP, PMP juan.banda@percella. comPhoto by TZA
  • You might have read and heard about culture and how important is to understand it when you work with people from otherPhoto by Joel Shlabotnik countries.
  • Of greater importance is understanding the organizational culture of your future (or current) outsourcingPhoto by Clyde Poole provider.
  • As workers, we all perform in a small silo in which a particular subset of culture coexists within a much broader expression of local culture.Photo by Nico
  • Matching culture is not just a matter of speaking the same language, it must first be determined what type of culture the client has and then see if there could be some alignment with the provider’s own culture.Photo by Yckhong
  • The Schneider Model provides good foundation for assessing the type of culture of both organizations; the four quadrants in this model are: •Control •Competence •Cultivation •CollaborationPhoto by Hacklock
  • •Control Culture are highly hierarchical and have well defined structures of power and formal procedures in place. • Typically these organizations believe in chain of command and concentrate decision power in a few individuals.Photo by Judy
  • The majority of the failures seen are related to this mismatching, for instance one client was so into the control culture that its organization had a procedure for almost everything.Photo by Trolleway
  • One symptom of the Control Culture is the excessive desire to work on up front requirements that can be derived into a detailed plan.Photo by Shaun_Sheep
  • •Maximizing resource utilization is another highly desirable goal in the Control Culture. •In this case the clients management team is constantly challenging and monitoring office attendance and reported hours.Photo by Whiny Dancer
  • Typical of this culture is having the Scrum Master and Product Owner performed by staff on the client’s side, part of this is because both roles are attached to management positions inside the client’s hierarchy.Photo by Tessek
  • Large number of team members is another characteristic of this Control Culture, and this is because of the upper management belief that project managers can manage large teams.Photo by Anonimous
  • •The Competence Culture corresponds to organizations that value expertise and knowledge first.Photo by Paolo Camera
  • •These organizations try to achieve excellence by introducing new products and concepts; their focus is in being the best but not necessarily believing in teams as the key for success.Photo by fede 1845
  • Even though one of the Agile Principles says “Continuous attention to technical excellence and good design enhances agility” this is referring to the aim of the whole team for technical excellence, not only for individuals and their private quest for excellence.Photo by Bob Jagendorf
  • •The Cultivation Culture is typical in organizations that believe in that teams should be grown, not only staffed. •Cultivation has to do with empowering people and allowing them to experiment with different approaches; a systems of informal believes to achievePhoto by mastcharter goals is also present
  • The CultivationCulture is perhapsthe most costly fromthe perspective ofneeding to investand grow a teamwith not manyexiting results at thebeginning. Photo by kiandraa
  • A Cultivation Culture offers the opportunity for self-growing which in turn favourably impacts in keeping individuals constantly motivated.Photo by Coyotecat6
  • The Collaboration Culture is different from control in the regard that its focus is on people and teams. Success for organizations with this culture depends on teams and how well they interact.Photo by Ice birdy
  • •Agile is a mind-setand as such itcannot beoutsourced.•Even in a singleorganization it’shard to create asingle opinion onhow to do Agile orhow to make it worknicely for everyteam in everysituation. Photo by Useitinfo
  • Extrapolation of values is again hard to do, each group of individuals create its own set of values and beliefs that can be influenced to a degree but that cannot be cloned.Photo by WR Bricks
  • Before even thinking in outsourcing, do an analysis of your own organization and try to determine the type of culture in the project/unit which work you plan to outsource.Photo by Images_of_Money
  • Using theSchneider modelboth in theclient’s andoutsourcingservicesprovider’s sidemight help toidentify culturesand possiblematches. Photo by Simonthebuilder
  • If your analysis concludes that you have X or Y culture then your next step is to look for the same type of culture in your current or future outsourcing provider.Photo by Shamma Mia
  • Some culturesare betteraligned withAgile; this isespecially truefor thecollaborationand cultivationcultures. Photo by Toyamarie
  • Mismatches are thecaveat here; justimagine if you havea CollaborationCulture and yourprovider has aControl Culture,you’ll be surprisedby how muchformality andprocess orientationyour outsourcedteam will encounter. Photo by kaylamflores
  • If you on the other hand are in the Control Culture maybe an outsourcing team might be the perfect venue to start experimenting and exploring Collaboration orPhoto by georgeanddana Cultivation Cultures.
  • QuestionsFotografia por Bilal Kamon
  • Recomended books
  • slideshare.net/juanbanda2@juanbandajara (twitter)juanbandaonscrum.blogspot.com/ (blog)percella.com (site)
  • http://creativecommons.org/licenses/by-nd/3.0/deed.es