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Cei Outsourcing Offering
Cei Outsourcing Offering
Cei Outsourcing Offering
Cei Outsourcing Offering
Cei Outsourcing Offering
Cei Outsourcing Offering
Cei Outsourcing Offering
Cei Outsourcing Offering
Cei Outsourcing Offering
Cei Outsourcing Offering
Cei Outsourcing Offering
Cei Outsourcing Offering
Cei Outsourcing Offering
Cei Outsourcing Offering
Cei Outsourcing Offering
Cei Outsourcing Offering
Cei Outsourcing Offering
Cei Outsourcing Offering
Cei Outsourcing Offering
Cei Outsourcing Offering
Cei Outsourcing Offering
Cei Outsourcing Offering
Cei Outsourcing Offering
Cei Outsourcing Offering
Cei Outsourcing Offering
Cei Outsourcing Offering
Cei Outsourcing Offering
Cei Outsourcing Offering
Cei Outsourcing Offering
Cei Outsourcing Offering
Cei Outsourcing Offering
Cei Outsourcing Offering
Cei Outsourcing Offering
Cei Outsourcing Offering
Cei Outsourcing Offering
Cei Outsourcing Offering
Cei Outsourcing Offering
Cei Outsourcing Offering
Cei Outsourcing Offering
Cei Outsourcing Offering
Cei Outsourcing Offering
Cei Outsourcing Offering
Cei Outsourcing Offering
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Cei Outsourcing Offering

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  • 1. CEI’s Outsourcing Offering For Discussion Purposes Only | © 2009 Computer Enterprises, Inc.
  • 2. Agenda • About CEI • CEI’s Practice Areas – Microsoft – IBM • Key Success Factors for Outsourcing • Outsourcing Case Study • Example Team Model and Pricing • Questions & Next Steps For Discussion Purposes Only | © 2009 Computer Enterprises, Inc.
  • 3. About CEI An Overview For Discussion Purposes Only | © 2009 Computer Enterprises, Inc.
  • 4. CEI Fast Facts • Areas of Expertise • IT Services Provider since 1992 • $45+M revenues • 400+ employees • Clients nationwide – Over 60% of the Fortune 50 – Focus on PA, OH, Mid-Atlantic • Industry Recognition • US based with offshore offices – PA, CA, IN, NY – Chennai, India • Focus on Quality – 5 For Discussion Purposes Only | © 2009 Computer Enterprises, Inc.
  • 5. Some of Our Clients For Discussion Purposes Only | © 2009 Computer Enterprises, Inc.
  • 6. CEI’s Microsoft Practice • Microsoft Gold Certified Partner x4 • Application Lifecycle Management (ALM) Inner Circle • SharePoint Deployment Planning Services partner For Discussion Purposes Only | © 2009 Computer Enterprises, Inc.
  • 7. Delivery Options • Full lifecycle application development – Mentoring – Support and maintenance – QuickStarts • National delivery capabilities – Onsite – Remote Delivery • Onshore, offshore and blended application development • Core focus on .NET application development For Discussion Purposes Only | © 2009 Computer Enterprises, Inc.
  • 8. Our Strengths (Go-to-Markets) • .NET Application Development • ALM – Visual Studio Team System – Team Foundation Server • Collaboration & Portal – Microsoft Office SharePoint Server (MOSS) – Windows SharePoint Services (WSS) • Application Integration – BizTalk Server – SSIS • Business Intelligence – SQL Reporting Services – SQL Analysis Services – PerformancePoint Server For Discussion Purposes Only | © 2009 Computer Enterprises, Inc.
  • 9. Our People • Microsoft Practice Director – Mike Snell – 15+ years of experience – Microsoft Regional Director (RD) – Published Author • Visual Studio 2008 Unleashed • Architect level resources – Multiple years experience delivering consulting – Certified MCAD, MCPD or MCSD – Trained in latest technologies – Experience on large complex projects • PMI certified Project Management Professionals (PMP) For Discussion Purposes Only | © 2009 Computer Enterprises, Inc.
  • 10. Our IBM / Java Practice • Java Practice Director – Saleem Mohammad – 18+ years of experience • Architect level resources – Multiple years experience delivering consulting – Certified Architects (J2EE, WebSphere, Solutions Developer) – Trained in latest technologies – Experience on large complex projects • Deliver solutions on multiple platforms – Application development and support – Application integration – Application transformation – Portals / knowledge management – Electronic Commerce For Discussion Purposes Only | © 2009 Computer Enterprises, Inc.
  • 11. CEI Solutions Team For Discussion Purposes Only | © 2009 Computer Enterprises, Inc.
  • 12. Outsourcing Success Factors Our Global Agile Delivery Model for Outsourcing For Discussion Purposes Only | © 2009 Computer Enterprises, Inc.
  • 13. Our Development Practices • “US & European consulting firms, such as Computer Enterprises Inc (CEI) … have been more successful in training their Indian employees to use techniques from Scrum and eXtreme Programming (XP).” • “Agile consultants such as CEI…have all developed models for quantifying OE metrics, and they are working on customer satisfaction and business value metrics, too.” • “Pittsburgh based CEI runs a slightly different model. …” For Discussion Purposes Only | © 2009 Computer Enterprises, Inc.
  • 14. Outsourcing Benefits and Risks • The benefits – Offers additional resource options – Lower total cost of development – High degree of tracking and management (transparency) – Provide insight, review, and demos as features develop – Responsive to change • The risks – Complex communication channels – High turnover rates traditional for offshore engagements – Additional layers of technical and project management – Can be disruptive to your environment / culture – Major documentation and testing commitment For Discussion Purposes Only | © 2009 Computer Enterprises, Inc.
  • 15. Key Success Factors: Communication • Onshore management and escalation channel • Daily SCRUM meetings in morning EST • Weekly project team meeting • Weekly client meeting • Well-defined escalation procedures • Monthly steering committee meeting • All documents tracked on a common portal • Roadblocks, discussions tracked and resolved daily • All work done as part of a knock-out list For Discussion Purposes Only | © 2009 Computer Enterprises, Inc.
  • 16. Key Success Factors: Communication For all project stakeholders:  Participation Steering  Communication channels Committee  Flow of information Monthly Oversight Issue Escalation Project Team Management SCRUM Daily Issue Escalation For Discussion Purposes Only | © 2009 Computer Enterprises, Inc.
  • 17. Key Success Factors: Issue Escalation Priority Example Escalation Steps An issue which can jeopardize The issue will be escalated to Executive Critical the success of the project Management immediately (VPs / CEO) An issue which may impact The issue will be escalated to the CEI PMO and High project schedule or cost the Account Manager An issue which has the The CEI project manager shall discuss the issue Medium possibility of impacting the with the team and the client project manager and escalate the issue to the PMO as deemed project schedule or cost necessary An issue that does not impact The project manager shall resolve the issues Low or work with the client project manager as project schedule or cost needed to resolve the issue For Discussion Purposes Only | © 2009 Computer Enterprises, Inc.
  • 18. Key Success Factors: The Team Model • Team needs to be aligned with customer goals – Often means travel to US / India at key points – Strong emphasis on business analysis and requirements • Strong project management / oversight – Project management close to developers – SEPG audit on daily / weekly basis • US management (near customer) – Assist with understanding needs and issues – Escalation procedures in place – Weekly meetings, monthly steering meetings • Software architecture and technical leadership – 1 tech lead per 5-6 developers – Onsite during initial stages of the project For Discussion Purposes Only | © 2009 Computer Enterprises, Inc.
  • 19. Key Success Factors: Documentation Project Planning Project Management • • Status Report and Risk Communications Plan Analysis • Resource Plan • Billing Report • Project Process • Updated Project Plan • Project Plan • PMO Report • Change Management Plan • Project Audit • Configuration Management • Project Closure Plan • Test / Review Plan • Customer Satisfaction Questionnaire • Audit Plan For Discussion Purposes Only | © 2009 Computer Enterprises, Inc.
  • 20. Key Success Factors: Sprint-Based Execution • Combine agile tenants with traditional methods required by disconnected teams • Feature sets build in parallel to provide faster turnaround • Once rolling, delivering feature sets every 30-days For Discussion Purposes Only | © 2009 Computer Enterprises, Inc.
  • 21. Key Success Factors: Performance Management • Track progress of project through metrics • Provide weekly summary of schedule, issues, defect s, requirements, billing, and more • Report status and metrics at multiple levels For Discussion Purposes Only | © 2009 Computer Enterprises, Inc.
  • 22. Key Success Factors: Quality • Testing – Agreed-to set of test scenarios that define acceptance – Focused developer unit testing (build up regression test) – Combination of automated and manual tests in a test lab – Automated, repeatable build which just happens (daily) • Development – Documented architecture and coding standards – Enforce coding standards automatically (at check-in) – Refactor code often (do not let it build up) • Focused on demonstrations to validate status For Discussion Purposes Only | © 2009 Computer Enterprises, Inc.
  • 23. Key Success Factors: Timeline & Budget • Team refines requirements into a specification that can be estimated • Team creates a estimation for the work. Estimation is communicated, reviewed, and approved • Team creates work backlog and tracks against it • Estimate is managed on a daily (hourly) basis – Planned vs. actual – Estimate to complete (knock-out) For Discussion Purposes Only | © 2009 Computer Enterprises, Inc.
  • 24. Key Success Factors: Knock-out Tracking S p rin t 8 B a c k lo g G ra p h 1600 15 19 14 2 9 1400 13 4 9 12 7 8 T o t a l H o u r s L e ft 1200 119 5 1112 10 2 7 1000 928 825 800 S p rint 8 P ro g re ss 73 8 644 L ine a r (S p rint 8 P ro g re ss) 600 556 4 71 400 200 0 -200 1 2 3 4 5 6 7 8 9 25 26 27 28 29 30 31 10 11 12 13 14 15 16 17 18 19 9/ 9/ 9/ 9/ 9/ 9/ 9/ 9/ 9/ 8/ 8/ 8/ 8/ 8/ 8/ 8/ 9/ 9/ 9/ 9/ 9/ 9/ 9/ 9/ 9/ 9/ D a te s For Discussion Purposes Only | © 2009 Computer Enterprises, Inc.
  • 25. Key Success Factors: Conclusions • Delivering successful, reliable, distributed software services can be complex • CEI’s process allows customers to focus on their business problem and remain somewhat isolated from these complexities • Building a distributed team will provide many long- term benefits in terms of additional resource options and lower total development costs • CEI is a US-based company with local resources that can provide escalation and support as needed For Discussion Purposes Only | © 2009 Computer Enterprises, Inc.
  • 26. Outsourcing Case Study A Global Developer of Computer Aided Dispatching Systems for Railways For Discussion Purposes Only | © 2009 Computer Enterprises, Inc.
  • 27. Case Study: Overview • Previous attempts at outsourcing failed to realize the promised ROI • Successful outsourcing was a key business initiative for 2008 • Legacy technologies and budget made it difficult to extend and retain an effective onsite development team For Discussion Purposes Only | © 2009 Computer Enterprises, Inc.
  • 28. Case Study: Highlights • Mirrored client’s environment offshore • Worked with client to screen resources to ensure long-term fit • Trained team in client’s systems – Created training guide for offshore team – Each team member had 5-7 days of system training • Knowledge sharing, visibility, and issue resolution – Technical lead from client lead the offshore team to start – An onsite lead was assigned to the team – Held team review sessions to provide knowledge sharing – Developer issues resolved promptly (24-48 hours) • Complexity of modules assigned to team was gradually increased • Captured metrics used to evaluate effectiveness of outsourced team • Knowledge sharing sessions at the start and end of every sprint • Captured issues and their resolution using a Wiki For Discussion Purposes Only | © 2009 Computer Enterprises, Inc.
  • 29. Case Study: Metrics For Discussion Purposes Only | © 2009 Computer Enterprises, Inc.
  • 30. Case Study: Metrics For Discussion Purposes Only | © 2009 Computer Enterprises, Inc.
  • 31. Case Study: Metrics For Discussion Purposes Only | © 2009 Computer Enterprises, Inc.
  • 32. Case Study: Metrics For Discussion Purposes Only | © 2009 Computer Enterprises, Inc.
  • 33. Case Study: Metrics Sprint Cost Savings 24-Feb -$11,517 25-Mar $7,827 26-Apr $12,389 27-May $24,231 28-Jun $24,794 For Discussion Purposes Only | © 2009 Computer Enterprises, Inc.
  • 34. Client Satisfaction Survey For Discussion Purposes Only | © 2009 Computer Enterprises, Inc.
  • 35. Case Study: Results • Target productivity (98% of onshore team) achieved 6-weeks ahead of schedule • Achieved a sustainable, 40% cost saving compared to onsite team • Team still with the project : 0 turnover to-date For Discussion Purposes Only | © 2009 Computer Enterprises, Inc.
  • 36. Team Model & Pricing Two Examples For Discussion Purposes Only | © 2009 Computer Enterprises, Inc.
  • 37. Pilot Team • Project Scope: provide a small project team over the course of a fixed duration in order to evaluate CEI’s outsourcing capabilities • Objectives: – Establish the team – Establish a baseline set of metrics – Begin knowledge transfer / training in current systems – Provide support and enhancements of current systems – Measure the results For Discussion Purposes Only | © 2009 Computer Enterprises, Inc.
  • 38. Pilot Team Model CEI India Team CEI US Management Team VP Solutions Delivery Mike Snell PMO SEPG Auditor Amar Singh (Riyaz) VP Solution Services Jay Sutermaster Microsoft Branch Manager Project Ryan Baker Manager (Sara) Client Team Onsite Lead Quality Sr. Developer Developer Developer Assurance SMEs / BA / Architects Moved onsite for Stakeholder / PM duration of pilot (3m) QA / UAT Operations For Discussion Purposes Only | © 2009 Computer Enterprises, Inc.
  • 39. Pilot Team: Estimated Costs Hours / Duration Role Rate Est. Pricing Week (Weeks) PMO NC 2 13 $ - $ 7,800 Project Manager $ 30.00 20 13 $ 15,600 Onsite Tech Lead $ 30.00 40 13 $ 15,600 Sr. Developer $ 30.00 40 13 $ 13,000 Developer $ 25.00 40 13 $ 7,800 Quality Assurance $ 25.00 24 13 $ - Systems Administrator NC 2 13 $ - SEPG NC 2 13 $ 59,800 • Technical Lead brought to the US for duration of pilot (3-months) – Bills at offshore rate – Discuss travel / per diem costs during pilot phase • Team will work on a T&M basis For Discussion Purposes Only | © 2009 Computer Enterprises, Inc.
  • 40. 2-Year Team • Project Scope: provide an outsourced team to deliver system solutions over the course of 2-years • Activities Include: – Application support – Enhancements to existing systems – Create new applications (full SDLC development) – Quality assurance / test-asset creation For Discussion Purposes Only | © 2009 Computer Enterprises, Inc.
  • 41. 2-Year Team Model CEI India Team CEI US Management Team VP Solutions Delivery Mike Snell PMO SEPG Auditor Amar Singh (Riyaz) VP Solution Services Jay Sutermaster Microsoft Branch Manager Project Ryan Baker Manager (Sara) Client Team Onsite Lead Quality Sr. Developer Developers (3) Developer Assurance SMEs / BA / Architects Onsite as required Stakeholder / PM QA / UAT Operations For Discussion Purposes Only | © 2009 Computer Enterprises, Inc.
  • 42. 2-Year Team: Estimated Costs Duration Role Rate Hours / Week Estimated Pricing (Weeks) PMO NC 2 104 $ - Project Manager $ 30.00 20 104 $ 57,840 Tech Lead / Sr. Developer $ 30.00 40 104 $ 115,680 Sr. Developer $ 30.00 40 104 $ 115,680 Developer 1 $ 25.00 40 104 $ 96,400 Developer 2 $ 25.00 40 104 $ 96,400 Developer 3 $ 25.00 40 104 $ 96,400 Quality Assurance $ 25.00 40 104 $ 96,400 Systems Administrator NC 2 104 $ - SEPG NC 2 104 $ - $ 674,800 • Price is for a 2-year commitment to the team • Team will work on a T&M basis. (no charge for holidays, vacations, etc.) For Discussion Purposes Only | © 2009 Computer Enterprises, Inc.
  • 43. Questions & Discussion Thank You! For Discussion Purposes Only | © 2009 Computer Enterprises, Inc.

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