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Moldova ICT Summit 2011 - Pentalog's presentation in Project Management section.
Moldova ICT Summit 2011 - Pentalog's presentation in Project Management section.
Moldova ICT Summit 2011 - Pentalog's presentation in Project Management section.
Moldova ICT Summit 2011 - Pentalog's presentation in Project Management section.
Moldova ICT Summit 2011 - Pentalog's presentation in Project Management section.
Moldova ICT Summit 2011 - Pentalog's presentation in Project Management section.
Moldova ICT Summit 2011 - Pentalog's presentation in Project Management section.
Moldova ICT Summit 2011 - Pentalog's presentation in Project Management section.
Moldova ICT Summit 2011 - Pentalog's presentation in Project Management section.
Moldova ICT Summit 2011 - Pentalog's presentation in Project Management section.
Moldova ICT Summit 2011 - Pentalog's presentation in Project Management section.
Moldova ICT Summit 2011 - Pentalog's presentation in Project Management section.
Moldova ICT Summit 2011 - Pentalog's presentation in Project Management section.
Moldova ICT Summit 2011 - Pentalog's presentation in Project Management section.
Moldova ICT Summit 2011 - Pentalog's presentation in Project Management section.
Moldova ICT Summit 2011 - Pentalog's presentation in Project Management section.
Moldova ICT Summit 2011 - Pentalog's presentation in Project Management section.
Moldova ICT Summit 2011 - Pentalog's presentation in Project Management section.
Moldova ICT Summit 2011 - Pentalog's presentation in Project Management section.
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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 <ul><li>Pentalog High Tech
  • 3. Time and Material Contract versus Fixed Price Contract
  • 4. 3 dimensions of a project: </li><ul><li>Distributed teams
  • 5. Fixed Price contract
  • 6. Agile methodology – Scrum </li></ul><li>Project Infrastructure – Continuous Integration Concept
  • 7. Cases study: Altadis and Atlas projects
  • 8. Gained experience/ difficulties
  • 9. Success factors </li></ul>
  • 10. PENTALOG HIGH TECH IS THE LEADER OF THE FRENCH OFFSHORE INDUSTRY 20ME
  • 11. PENTALOG BUSINESS LINES SPECIFIC DEVELOPPEMENT AND THIRD-PARTY MAINTENANCE <ul><li>Development of specific applications
  • 12. Developing portals, on demand SaaS applications
  • 13. Software testing
  • 14. Third-party application maintenance, Third-party software validation </li></ul>CONSULTING, BI, IMPLEMENTATION OF SOFTWARE PACKAGES,TRAINING <ul><li>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 </li></ul>FACILITIES MANAGEMENT, HOSTING, SUPERVISION <ul><li>Facilities management and infrastructure supervision
  • 18. Website and application hosting </li></ul>
  • 19. <ul><li>TRADITIONALLY, AN IT SERVICES COMPANY OFFERS </li><ul><li>Time and material contract: delegation of resources to a client
  • 20. Fixed-price contract: taking over the development of a functional scope </li></ul><li>FIXED-PRICE PROJECT: THIS IS WHERE THE ACTION IS! </li><ul><li>The Client would like to keep the
  • 21. deadline/scope/budget commitments
  • 22. Client - demand for provider flexibility
  • 23. Provider - resistance to commitments </li></ul></ul>EVERYTHING LIES ON THE SHARING OF RISKS
  • 24. DISTRIBUTED TEAM ADVANTAGES <ul><li>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 </li></ul>DIFFICULTIES <ul><li>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 </li></ul>
  • 35. FIXED PRICE TEAM ADVANTAGES <ul><li>Fixed budget
  • 36. Fixed deadline
  • 37. Fixed scope
  • 38. Full visibility on project specifications
  • 39. Externalization of risks </li></ul>DIFFICULTIES <ul><li>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 </li></ul>
  • 45. SCRUM ADVANTAGES <ul><li>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 </li></ul>DIFFICULTIES <ul><li>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 </li></ul>
  • 54. FIXES PRICE / DISTRIBUTED TEAM / SCRUM ADVANTAGES <ul><li>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 </li></ul>DIFFICULTIES <ul><li>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 </li></ul>
  • 76. TYPES OF FIXED-PRICE CONTRACTS
  • 77. PROJECT INFRASTRUCTURE – C ONTINUOUS INTEGRATION CONCEPT <ul><li>Continuous Integration Concept: SVN, HUDSON +SONAR </li><ul><li>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. </li></ul><li>Confluence: documents and requirements repository, charring ideas and best practices
  • 81. Project Mailing List
  • 82. Management and bug tracking tool: JIRA </li><ul><li>Stories, tasks
  • 83. Bugs
  • 84. Burn Down chart </li></ul></ul>
  • 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 <ul><li>There is no miracle recipe, there are just paths to explore: </li><ul><li>Team commitment: </li><ul><li>Developer's responsibility
  • 89. Constant developers motivation within every sprint </li></ul><li>Sharing the estimation and risk: </li><ul><li>Transparency
  • 90. Applying changes while respecting workloads </li></ul><li>Requirements prioritization
  • 91. Commitment on short and consistent sprints
  • 92. Highlighting the benefits for the client: </li><ul><li>Flexibility and acceptance for requirements changes
  • 93. Early Testing = Less Validation </li></ul></ul><li>Scrum shouldn't necessarily be applied to the letter: </li><ul><li>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 </li></ul></ul>
  • 95. <ul><ul><li>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 </li></ul></ul>GAINED EXPERIENCE AND DIFFICULTIES
  • 105. SUCCESS FACTORS <ul><li>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 </li><ul><li>No meeting postponements
  • 114. Demonstration of the quality of deliverables </li></ul></ul>
  • 115. <ul><li>Establishing a relationship of trust </li><ul><li>Between teams
  • 116. With the Client </li></ul><li>Ensuring a total transparency </li><ul><li>On the progress
  • 117. On the estimation of efforts </li></ul><li>Development team </li><ul><li>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 </li><ul><li>Collegiality and honesty of estimations
  • 122. Respecting the maximum capacity of a sprint </li></ul></ul></ul>SUCCESS FACTORS
  • 123. THANK YOU! p e n t a l o g . c o m

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