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Moldova ICT Summit 2011 - Pentalog's presentation in Project Management section.

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Agile in practice : Fixed price projects and distributed teams.

Agile in practice : Fixed price projects and distributed teams.

Published in: Education, Technology, Business

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  • 1. AGILE IN PRACTICE: FIXED-PRICE PROJECTS AND DISTRIBUTED TEAMS p e n t a l o g . c o m
  • 2. SUMMARY
    • Pentalog High Tech
    • 3. Time and Material Contract versus Fixed Price Contract
    • 4. 3 dimensions of a project:
      • Distributed teams
      • 5. Fixed Price contract
      • 6. Agile methodology – Scrum
    • Project Infrastructure – Continuous Integration Concept
    • 7. Cases study: Altadis and Atlas projects
    • 8. Gained experience/ difficulties
    • 9. Success factors
  • 10. PENTALOG HIGH TECH IS THE LEADER OF THE FRENCH OFFSHORE INDUSTRY 20ME
  • 11. PENTALOG BUSINESS LINES SPECIFIC DEVELOPPEMENT AND THIRD-PARTY MAINTENANCE
    • Development of specific applications
    • 12. Developing portals, on demand SaaS applications
    • 13. Software testing
    • 14. Third-party application maintenance, Third-party software validation
    CONSULTING, BI, IMPLEMENTATION OF SOFTWARE PACKAGES,TRAINING
    • Consulting, audits, studies and project management assistance
    • 15. Business intelligence, datawarehouse design, data mining
    • 16. Integration of ERP or CRM-type software packages
    • 17. Training
    FACILITIES MANAGEMENT, HOSTING, SUPERVISION
    • Facilities management and infrastructure supervision
    • 18. Website and application hosting
  • 19.
    • TRADITIONALLY, AN IT SERVICES COMPANY OFFERS
      • Time and material contract: delegation of resources to a client
      • 20. Fixed-price contract: taking over the development of a functional scope
    • FIXED-PRICE PROJECT: THIS IS WHERE THE ACTION IS!
      • The Client would like to keep the
      • 21. deadline/scope/budget commitments
      • 22. Client - demand for provider flexibility
      • 23. Provider - resistance to commitments
    EVERYTHING LIES ON THE SHARING OF RISKS
  • 24. DISTRIBUTED TEAM ADVANTAGES
    • Possibility of reduction of project budget
    • 25. Operative creation and extension of the team
    • 26. Simplification of finding the required resources
    • 27. Cultural exchange
    • 28. Responsibility distribution between PM&TL
    DIFFICULTIES
    • Time shift
    • 29. Cultural differences
    • 30. Not enough face to face communication
    • 31. Complexity in common infrastructure creation and maintenance
    • 32. Additional costs on business trips
    • 33. Respect of the established common rules (coding, architecture, commits etc.)
    • 34. Difficulty to assure full availability for communication
  • 35. FIXED PRICE TEAM ADVANTAGES
    • Fixed budget
    • 36. Fixed deadline
    • 37. Fixed scope
    • 38. Full visibility on project specifications
    • 39. Externalization of risks
    DIFFICULTIES
    • Difficulties on estimations
    • 40. Tunnel Effect
    • 41. Late feedback
    • 42. No flexibility from provider
    • 43. Specification avalanche at the beginning
    • 44. Specifications out of date during the project
  • 45. SCRUM ADVANTAGES
    • Flexibility
    • 46. Reduced time to market
    • 47. Transparency
    • 48. Early Client/end user feedback
    • 49. Client implication in taking decisions
    • 50. Continuous amelioration of the processes and technical aspect
    DIFFICULTIES
    • Overall project budget control on Client side
    • 51. Evolving scope, budget, deadline
    • 52. Complexity of modules/tasks prioritization on Client side
    • 53. Necessity in assurance of the constant team motivation
  • 54. FIXES PRICE / DISTRIBUTED TEAM / SCRUM ADVANTAGES
    • Fixed budget, deadline, scope per 3 Sprints
    • 55. Visibility on project specifications per 3 Sprints
    • 56. Partial externalization of risks
    • 57. Possibility of reduction of project budget
    • 58. Operativity of creation extended team
    • 59. Simplification of finding required resources
    • 60. Cultural exchange
    • 61. Responsibility distribution between PM&TL
    • 62. Flexibility
    • 63. Reduced time to market
    • 64. Early Client/end user feedback
    • 65. Client implication in taking decisions
    • 66. Continuous amelioration of the processes and technical aspect
    DIFFICULTIES
    • Time shift
    • 67. Cultural differences
    • 68. Not enough face to face communication
    • 69. Additional costs on business trips
    • 70. Respect of the established common rules (coding, architecture, commits etc.)
    • 71. Difficulty to assure full availability for communication
    • 72. Overall project budget control on Client side
    • 73. Complexity of modules/tasks prioritization on Client side
    • 74. Overall project - evolving scope, budget, deadline
    • 75. Necessity in assurance of the constant team motivation
  • 76. TYPES OF FIXED-PRICE CONTRACTS
  • 77. PROJECT INFRASTRUCTURE – C ONTINUOUS INTEGRATION CONCEPT
    • Continuous Integration Concept: SVN, HUDSON +SONAR
      • Builds at every commit on SVN
      • 78. Automatic deployment twice per day or when required
      • 79. Notifications at every build creation and deploy (build status, errors – where in code and which commit provoked it)
      • 80. SONAR: coding conventions, code duplication, Unit Tests coverage, etc.
    • Confluence: documents and requirements repository, charring ideas and best practices
    • 81. Project Mailing List
    • 82. Management and bug tracking tool: JIRA
  • 85. Project A V1 – PENTALOG AND CLIENT'S TEAMS
  • 86. PROJECT A V2 – PENTALOG/CLIENT COMMON TEAMS
  • 87. PROJECT B  ORGANISATION
  • 88. RECONCILING AGILITY AND FIXED-PRICE PROJECTS
    • There is no miracle recipe, there are just paths to explore:
      • Team commitment:
        • Developer's responsibility
        • 89. Constant developers motivation within every sprint
      • Sharing the estimation and risk:
        • Transparency
        • 90. Applying changes while respecting workloads
      • Requirements prioritization
      • 91. Commitment on short and consistent sprints
      • 92. Highlighting the benefits for the client:
        • Flexibility and acceptance for requirements changes
        • 93. Early Testing = Less Validation
    • Scrum shouldn't necessarily be applied to the letter:
      • The ScrumMaster must remain focused on the management of the development team
      • 94. He shouldn't hesitate to assume the role of the “Product Owner” if decisions are not taken on time
  • 95.
      • High level specifications at the beginning and their refining during the Sprint implementation.
      • 96. The request of detailed estimations based on the insufficiently detailed specifications
      • 97. Client Daily availability and feedback with delay
      • 98. Lack of direct communication with technical Client coordinator
      • 99. As the project was agreed upon as Fixed-price during the Sprint development the Client is trying to add changes.
      • 100. Prototype and development teams source code synchronization.
      • 101. Creation and utilization of common functional components between teams.
      • 102. Modules integration developed by different teams.
      • 103. Code uniformity
      • 104. Assuring the exact procedures/processes following by everyone involved
    GAINED EXPERIENCE AND DIFFICULTIES
  • 105. SUCCESS FACTORS
    • Good communication
    • 106. Often business trips to communicate Face To Face
    • 107. Desktop Sharing/Pair programming
    • 108. Common system for task tracking and progress monitoring
    • 109. Involvement in the creation of the software architecture
    • 110. Project infrastructure 24 by 24
    • 111. Maximum availability of the Product Owner, Scrum Master and teams
    • 112. Plan for stabilization Sprint and re-factoring tasks
    • 113. Showing respect for commitments
      • No meeting postponements
      • 114. Demonstration of the quality of deliverables
  • 115.
    • Establishing a relationship of trust
      • Between teams
      • 116. With the Client
    • Ensuring a total transparency
      • On the progress
      • 117. On the estimation of efforts
    • Development team
      • Maintaining a sustained production rhythm without taking it too far
      • 118. Plan a period of time between the Sprints
      • 119. Preparing demonstrations
      • 120. Estimating the tasks of the following Sprint
      • 121. Not giving in to the temptation of overloading a Sprint
        • Collegiality and honesty of estimations
        • 122. Respecting the maximum capacity of a sprint
    SUCCESS FACTORS
  • 123. THANK YOU! p e n t a l o g . c o m