Ag09 Offshore Et Pratiques Agiles En

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Offshore et pratiques agiles
Stuart Adlis et Bernard Voituron

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Ag09 Offshore Et Pratiques Agiles En

  1. 1. Mardi 17 Novembre 2009 Paris, la Défense Comment intégrer les options off-shore et les pratiques Agiles dans les choix stratégiques d’une DSI ? Henri Petitet, Managing Director Valtech Technology henri.Petitet@valtech.fr Stuart Alldis Head of eCommerce Rail Europe salldis@raileurope.co.uk
  2. 2. Mardi 17 Novembre 2009 Paris, la Défense Part I : Are Offshore and Agile compatible? Henri Petitet, Managing Director Valtech Technology henri.Petitet@valtech.fr
  3. 3. 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 organization which emphasizes business innovation • Position his organization as the center of value rather than the center of cost #3
  4. 4. Proposed solutions - chronologically ● Selected list of vendors • in order to benefit from the rate effect on the volumes ● Generalization of subcontracting and fixed-bid projects ● Appearance of development centers in regions (near shore) ● Widespread use of open source ● Offshore Strategy Development #4
  5. 5. First Offshore Observations ● Uneven quality of deliverables that impact compliance with the time to market ● Tunnel effect accentuated by the distance ● Problem of understanding the requirement ● Improbable responsiveness to business demands and functional changes ● Lack of transparency ● Less benefit on small project teams #5
  6. 6. Agility helps offset these side effects In fact, agility provides: • Greater predictability • Better responsiveness because the IT and Business teams are integrated • Self-organizing teams • Transparency, feedback, visual management, communication • Time to market • Reduced maintenance costs thanks to better quality • Adapted for small teams #6
  7. 7. Are Agility and offshore compatible? At Valtech we firmly believe that agility 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 msg.…) • Permanent monitoring of progress (daily scrum, demos, Cont.Int.) • Transparency of KPIs shared in real time: velocity, quality Agility adapts to offshore: • Adapt the documentation to facilitate mutual understanding • Put in place powerful means of video-conferencing • Plan to travel and do workshops #7
  8. 8. Conclusion Agility is consistent with Offshoring and many of our customers like Rail Europe have understood, adopted and generalized it. #8
  9. 9. Mardi 17 Novembre 2009 Paris, la Défense Part II : Offshore Development The Inside Track Prénom NOM, Fonction Stuart Alldis SOCIETE Heademail@valtech.fr of eCommerce salldis@raileurope.co.uk Prénom NOM, Fonction SOCIETE email@valtech.fr
  10. 10. Contents • Rail Europe • Development - Internal vs Offshore • External Tender Process • Agile In Practice #2
  11. 11. Rail Europe 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 #3
  12. 12. Rail Europe 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 services • Increase customer offering • Shift from paper tickets to e-tickets • Ability to up-sell ancillary products • Improved user navigation and simplified booking process • Enhanced web site content • Integrated Content Management System • Reduced distribution costs #4
  13. 13. Rail Europe 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 #5
  14. 14. Development – Internal or External? Internal • Disadvantages • Advantages – lack of resources – more control – recruitment drive – easier communication – expensive – less security risks – slower timescales – requirements easier to explain – hardware set up – high staffing costs – Software licenses #6
  15. 15. Development – Internal or External? Offshore • Disadvantages • Advantages – requirement understanding – Costs – communication – help develop internal staff – control – on tap resources – security – quicker development – Can't understand foreign accents – agreed standards of delivery – Slow response time – Concentrate on core competencies – Increase productivity #7
  16. 16. External Tender Process – Who? • 4 companies tendered: • Each company was graded on: • One company Based in UK • Communication • One company Based in France • Quality of work • One company Based in Belgium • Customer base • Valtech (Worldwide, Indian Development) • Size • Brief understanding • Can do attitude • Companies presented to: • Price • Myself • Project Stake holders #8
  17. 17. External Tender Process – Who? • Voting Results (Radar View): #9
  18. 18. External Tender Process – Who? • Voting Results (Functional Coverage): #10
  19. 19. Agile In Practice Requirements vs Development – The Agile Methodology #11
  20. 20. Agile In Practice Iteration 1 Iteration Planning Example Of Iteration Planning For Iteration 2 & 3 Iteration 2 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 * #12
  21. 21. Agile In Practice For a successful project you need: • Communication • Understanding • Product Knowledge • Customer Services With 3rd parties • Plan Do Check Act (PDCA) • Extended Team #13
  22. 22. Agile In Practice 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 #14
  23. 23. Agile In Practice 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 #15
  24. 24. #17
  25. 25. Agile In Practice 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 #18
  26. 26. Agile In Practice 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) #19
  27. 27. Agile In Practice Product Knowledge • To sell anything you need to understand what you are selling. 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 development team • Give them a point of contact for future reference and help for your products and services #20
  28. 28. Agile In Practice Product Knowledge • To sell anything you need to understand what you are selling. 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 development team • Adopt interactive and informal training rather than text book style training • Do not give them a product guide document and expect them to understand what your business does and why #21
  29. 29. Agile In Practice 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 #22
  30. 30. Agile In Practice 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 #23
  31. 31. Agile In Practice 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 #24
  32. 32. Agile In Practice Extended Team • Once the commercials have been agreed as 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 #25
  33. 33. Agile In Practice #26
  34. 34. Agile In Practice Extended Team • Once the commercials have been agreed as 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 #27
  35. 35. Agile In Practice #28
  36. 36. Agile In Practice #29
  37. 37. Agile In Practice #30
  38. 38. Agile In Practice My Average Month In The Project Cycle A normal month equals one development and release iteration. • 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 #31
  39. 39. Agile In Practice My Average Month In The Project Cycle A normal month equals one development and release iteration. • 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 #32
  40. 40. Agile In Practice My Average Month In The Project Cycle A normal month equals one development and release iteration. • 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 #33
  41. 41. Thanks for listening Any Questions? Stuart Alldis Head of eCommerce Rail Europe 34 Tower View, West Malling Kent, ME19 4ED, England +44 (0)1732 526 727 #34

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