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Valdas sarunas agile goes mainstream 091013 final1.1

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Valdas sarunas agile goes mainstream 091013 final1.1

  1. 1. Agile Goes Mainstream - from Infrastructure to Service Management Valdas Simas, Sarunas Dargelis October 10th, 2013 © CSC 2013
  2. 2. AGENDA I. II. CSC Lithuania Project and Programme Management Team III. © CSC 2013 We Do Amazing Things - CSC Agile Goes Mainstream October 10, 2013 2
  3. 3. 87,000 A GLOBAL #162 POWERHOUSE $13.8B EMPLOYEES OPERATING IN 70 COUNTRIES RANKING ON THE FORTUNE 500 FOR 2012 GLOBAL IT SERVICES POWERHOUSE IN BUSINESS AND IT TRANSFORMATION 50+ 100+ © CSC 2013 YEARS OF INNOVATION GLOBAL ALLIANCES WITH BEST-IN-BREED PARTNERS October 10, 2013 3
  4. 4. Leading Next-Gen Technology and Business Solutions Industries Energy and Natural Resources Financial Services Healthcare Manufacturing Public Sector Communications and High-Tech Travel and Transportation Consumer and Retail INDUSTRY EXPERTISE Solutions Cloud Applications Services © CSC 2013 Business Process Services and Outsourcing Big Data & Analytics Cybersecurity Consulting Software and IP Infrastructure Services October 10, 2013 4
  5. 5. Global Scale and Reach Service Centers (33) (Includes Services Desk Locations and Business Process Services/Outsourcing Centers) Data Centers (34) Delivery Centers (24) CSC has a presence in more than 70 countries © CSC 2013 October 10, 2013 5
  6. 6. Serving Enterprises and Governments Worldwide* Financial Services Healthcare Sirirai Hospital, Thailand Manufacturing Energy/Natural Resources Tech/Consumer Transportation Public Sector Ministry of Health, Malaysia *Representative client list © CSC 2013 October 10, 2013 6
  7. 7. CSC LITHUANIA PROJECT AND PROGRAMME MANAGEMENT TEAM © CSC 2013 80 TEAM MEMEBERS 53 PROJECT MANAGERS 27 PMO 5+ YEARS October 10, 2013 7
  8. 8. Project and Programme Management Family CSC Baltic as shared lower-cost Global Delivery Centers (GDCs) Lithuanian PM resources are seen as trusted partners for internal and external customers: consistent project execution on-time, on-budget within agreed scope Team is keenly focused on revenue increase (demand generation, leveraging account teams, participating in sales activities, and active member of PM community), strong customer relationship Standardization and capabilities development with a customer and market orientation (strong Agile community) are the key aspects for our team Vilnius © CSC 2013 October 10, 2013 8
  9. 9. Agile Goes Mainstream Is the methodology key factor which drives project to success?
  10. 10. Present Tendencies Number of failed projects is still high • Despite advances in project management methodologies many projects continue to fail for a number of reasons • Is the methodology key factor which drives project to success? • One of the main causes of failure is the lack of effective leadership and / or the style of leadership applied by project managers • PROJECT SUCCESS • PROJECT LEADERSHIP • MIXTURE KEY TO SUCCESS © CSC 2013 October 10, 2013 10
  11. 11. Project Success SUCCESS, IF… …improved customer performance and experience …positive return of investment …led new implementation of the new services, business expansion …completed on time or earlier …completed within or below the budget Success factors: - Organizational background: leadership, corporate culture, top level support - External environment: competitors, suppliers, customers, vendors - Technological framework : hard/software, and telecommunications or a combination of the three areas © CSC 2013 October 10, 2013 11
  12. 12. Project Leadership • Combination of human /tech resources in a dynamic, temporary organization which delivers results (incl. social as well as technological aspects) • Integrates, leads work of the team • Not an isolated activity, but rather a team effort • Team requires leadership in order to function effectively • Going back a second and third time or however many tries are needed – until work is done © CSC 2013 October 10, 2013 12
  13. 13. Technical and Leadership Mixture - Achieving successful project outcomes require the combination of technical and leadership competencies -Many project management processes and techniques (planning, scheduling, control, and automated tools) exist for tracking and measuring the technical elements of projects -The processes and methods do not manage people - Project Leadership not only manage projects, but lead people - Project Leadership must gain the knowledge, skills, tools, and experiences to enable them to manage and lead both the technical and the people side © CSC 2013 October 10, 2013 13
  14. 14. True • Being technically competent in the principles of project management is not adequate for projects to have successful outcomes • Many projects continue to fail despite the use of established project methods and techniques as the leadership competency required for successful project outcomes have been found lacking • Don’t overdevelop or depend upon few methodologies, tools, techniques • All areas of work have several sets of technologies behind doing them well. Look toward the broadest possible view of an issue/challenge and makes success happen © CSC 2013 October 10, 2013 14
  15. 15. Agile Goes Mainstream Waterfall, Agile or Hybrid ? © CSC 2013 October 10, 2013 15
  16. 16. Agile in Software - business as usual Agile Scrum, Kanban - most of Agile methods are successfully used in Software industry. From 4000+ respondents more than 80% are from Software development. State of Agile Development, November 1, 2012 © CSC 2013 What about other Areas? October 10, 2013 16
  17. 17. Traditional apporach still used in... Service, Transportation, Finance Services, Infrastructure IT and other non-software areas still use traditional Waterfall approach. © CSC 2013 October 10, 2013 17
  18. 18. But what about Success Rate? Even using different project management methodologies the number of failed projects is still high. Project Leadership and different methodology combination gives ultimate power reaching Company Success. Waterfall, Agile or hybrid © CSC 2013 ? October 10, 2013 18
  19. 19. Agile Project Management is NOT a Silver Bullet © CSC 2013 October 10, 2013 19
  20. 20. 5 Critical Agile / Plan-Driven Factors Balancing Agility & Discipline, Boehm & Turner © CSC 2013 October 10, 2013 20
  21. 21. Challenges in Corporations - Virtual Leveraged Teams - Specialized Lines of Service - Traditional approach teams Success with good Project Leadership* © CSC 2013 October 10, 2013 21
  22. 22. Success stories To name name some: To some.. Service – PMO Transition and Transformation Transportation – EMEA, APAC Program – setting up and maintaining Client New facilities world wide Financial Services – Business IT refresh continuity programs Infrastructure IT - Cloud, data centers, physical servers, wires, appliances and software combination – overall running hybrid models Watergile, Agilefall??? © CSC 2013 October 10, 2013 22
  23. 23. What’s next? Waterfall and Agile can work together! Project Leadership is essential! Look for new Insights and different perspectives of Agile! © CSC 2013 October 10, 2013 23
  24. 24. Questions? © CSC 2013 October 10, 2013 24
  25. 25. Thank you for your attention © CSC 2013 October 10, 2013 25

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