Offshore outsourcing and Agile for AgileTour Vilnius

6,622 views

Published on

Published in: Business, Technology
0 Comments
3 Likes
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total views
6,622
On SlideShare
0
From Embeds
0
Number of Embeds
4,627
Actions
Shares
0
Downloads
80
Comments
0
Likes
3
Embeds 0
No embeds

No notes for slide

Offshore outsourcing and Agile for AgileTour Vilnius

  1. 1. @alexeykri krivitsky@scrumguides.com metaphors, advices and ideas onAlexey Krivitsky offshore software developmentagile coach @ scrumguides www.scrumoffshore.net
  2. 2. because agile is an adventure www.scrumguides.com
  3. 3. I am from Ukraine.“Ukraine is a software developing country”.
  4. 4. agileee.orgwww.agileukraine.orgscrumguides.com lego4scrum.com
  5. 5. Few  weeks  back  I  did  a  talk  at  #ALE2011  IN  BERLIN  -­‐  A  SYMBOLIC  PLACE  OF  FREEDOM.  
  6. 6. When  we’re  talking  about  offshoring    -­‐  THE  WALL  IS  THERE.  
  7. 7. subcontracting distributed dev customer-contractor equal level relationships of authority across all teams outsourcing transfer of work to external contractor offshoring team extension .. to another country employees of another company are integrated into onshore nearshoring .. to a neighboring country
  8. 8. subcontracting distributed dev customer-contractor equal level relationships of authority across all teams outsourcing offshoring team extension nearshoringthey do it for us down there we do it with them there
  9. 9. “Offshoring      shiAing  work  to  a  distant  organizaCon        in  order  to  reduce  producCon  costs”  
  10. 10. A  place  where  you  can    fail  your  projects  at  lower  costs  
  11. 11. Offshoring  has  hidden  costs  
  12. 12. Offshore Software Development …works with scrum inefficient cheap risky works terrible slow #$%^& boring scalable
  13. 13. SomeCmes,  it  works.  
  14. 14. Blah Blah Blah Blah Blah Blah Blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah. Blah blah blah blah blah blah blah: Individuals and interactions over processes and tools Blah blah blah blah blah blah blah blah   Blah blah blah blah blah blah blah   Blah blah blah blah blah blah   Blah blah, blah blah blah blah   blah blah, blah blah blah blah blah.   Blah Blah   Blah Blahblah   Blah B. Blahblah   Blah Blah   Blah Blahblah   Blah Blah  Blah foo Blahblah   Blah Blah   Blah Blahblah   Blah Blahblah   Blah Blahblah   Blah Blahblah  Blah Blahblahblah   Blah Blah   Blah Blah   Blah Blah   Blah Blahblah  
  15. 15. Blah Blah Blah Blah Blah Blah Blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah. Blah blah blah blah blah blah blah: Individuals and interactions over processes and tools Blah blah blah blah blah blah blah blah   Blah blah blah blah blah blah blah   Blah blah blah blah blah blah   Blah blah, blah blah blah blah   blah blah, blah blah blah blah blah.   btw,     where  is  blah?   Blah Blah   Blah Blahblah   Blah B. Blahblah   Blah Blah   Blah Blahblah   Blah Blah  Blah foo Blahblah   Blah Blah   Blah Blahblah   Blah Blahblah   Blah Blahblah   Blah Blahblah  Blah Blahblahblah   Blah Blah   Blah Blah   Blah Blah   Blah Blahblah  
  16. 16. Blah Blah Blah Blah Blah Blah Blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah. Blah blah blah blah blah blah blah: Individuals and interactions over processes and tools Blah blah blah blah blah blah blah blah   Blah blah blah blah blah blah blah   Blah blah blah blah blah blah   Blah blah, blah blah blah blah   blah blah, blah blah blah blah blah.   Blah Blah   Blah Blahblah   Blah B. Blahblah   Blah Blah   Blah Blahblah   Blah Blah  Blah foo Blahblah   Blah Blah   Blah Blahblah   Blah Blahblah   Blah Blahblah   Blah Blahblah  Blah Blahblahblah   Blah Blah   Blah Blah   Blah Blah   Blah Blahblah  
  17. 17. Individuals and interactions over processes and tools
  18. 18. Individuals and interactions over processes and tools
  19. 19. Relationships Individuals and interactions over processes and tools
  20. 20. Parts of the wholetoolsprocessesrelationships
  21. 21. Parts of the whole✓ tools✓ processes relationships
  22. 22. Parts of the whole✓ tools✓ processes relationships are the roots
  23. 23. BUILDING A TEAM is like building a family1. dating 2. moving inSTAFF UP START UP4. having kids 3. getting flowSCALE UP SPEED UP
  24. 24. RELATIONSHIPS are starting here dating moving inSTAFF UP START UP SCALE UP SPEED UP Alexey,   tell  us  a  story!  
  25. 25. So why don’t start shoreless?
  26. 26. do first sprints togethertake the team onsite do short sprints to generate small winscelebrate oftendo parties not retrospectives stay with your team so that they can feel your culture
  27. 27. Is  it  expenses  or  investments?    
  28. 28. RELATIONSHIPS are starting here dating moving inSTAFF UP START UP there  are  different  kinds  of  relaConships     including  “a  kind  of  relaConship”  
  29. 29. One kind of relationships customer contractor it’s  coming!   yes,  sir!  
  30. 30. Power Distance Index by  Professor  Geert  Hofstede   Sweden:31   Russia:93  USA:40   India:77   Brazil:69   hQp://www.kwintessenCal.co.uk/map/hofstede-­‐power-­‐distance-­‐index.html  
  31. 31. Another kind of relationships Who  are  those   people  you’d  do  everything  you  can   for?     Who  are  those  people  you’d  gladly   be  keeping  you  commitments  for?  
  32. 32. So why don’t make friends?
  33. 33. build friendly atmosphereface-to-face meetings & pairing play as a team group activities over “I decided”don’t expect resultsfocus on relationship and learning go for lunches together know what your new people feel
  34. 34. Is  it  expenses  or  investments?    
  35. 35. Treat your offshore team as if they were:1) your spouse 2) your friends 3) your ???
  36. 36. offices of offshore vendors may look differently
  37. 37. But deep in their nature they all are like this
  38. 38. If  our  teams  were  kids     what  hiring  would  look  like?   Alexey,  tell  us  an  example!  
  39. 39. don’t delegate hiringcome offsite for interviews don’t hire people you don’t like choose hires 1) as people, 2) then as professionalshires will help to hirehire a local leader first then keep hiring together test people by “moving them in” make sure people fit into your culture and share your values
  40. 40. Is  it  expenses  or  investments?    
  41. 41. Treat your offshore team as if they were1) your spouse 2) your friends &   3) your kids
  42. 42. Alexey Krivitsky @alexeykriscrumoffshore.net

×