Why outsource at all, why Scrum and how to find a perfect candidate to do the job?
Advantages of reading the e-book:
Better understanding of basic Scrum, Agile and outsourcing method,
Understanding of the importance of group work and consequences of that approach,
Understanding of business value that comes with getting project done in Scrum,
Better understanding and need of preparedness for making a project in Scrum.
Why outsource at all, why Scrum and how to find a perfect candidate to do the job?
What are the advantages of reading the e-book?
#Better understanding of basic Scrum, Agile and outsourcing method,
#Understanding of the importance of group work and consequences of that approach,
#Understanding of business value that comes with getting project done in Scrum,
#Better understanding and need of preparedness for making a project in Scrum.
Why outsource at all, why Scrum and how to find a perfect candidate to do the job?
What are the advantages of reading the e-book?
#Better understanding of basic Scrum, Agile and outsourcing method,
#Understanding of the importance of group work and consequences of that approach,
#Understanding of business value that comes with getting project done in Scrum,
#Better understanding and need of preparedness for making a project in Scrum.
Whether you are a professional trainer or trying to bring agility to your organization or team, you no doubt have encountered the difficulty in conveying agile values and principles. Learning practices and techniques is easy in comparison; You learn by doing. But how do you teach a philosophy or mindset? How do you 'do' a value?
Through trial and error, through hundreds of classes, through training thousands of agile practitioners, we have put together a set of best practices (and not-so-best practices) for delivering powerful agile learning experiences. Participants in this session will walk away with a toolkit they can put to use the next day. The toolkit will include scenario simulations, learning games, discussion generators, reenforcement exercises, student patterns, common pitfalls, and other activities to help you get out of the way and let the learning happen.
Links to the activities we did during the presentation:
'What Were They Thinking?' game: http://tastycupcakes.org/2009/06/what-were-they-thinking/
'Pocket-Sized Principles' activity: http://tastycupcakes.org/2010/01/pocket-sized-principles/
'Presto Manifesto' activity: http://tastycupcakes.org/2009/06/presto-manifesto/
Maturity Frameworks for Enterprise Agility in the 21st Centuryschlichter
Maturity Frameworks for Enterprise Agility in the 21st Century - presented at the PMI Global Congress 2010 in DC. This is a description of PMI\'s Maturity Model OPM3 and the NATO NEC C2 Maturity Model.
Building digital product masters to prevail in the age of accelerations parts...Jeffrey Stewart
Straight talk on an essential element in your risk mitigation and your organizations success
This three part story will show how building a Digital Product Master (DPM) mitigates unfunded liability risks and enables organizations to move fast, adapt quickly, and improve the top line revenue.
It will answer a number of questions...
Why should we begin building a DPM?
Why is it important for B2B SaaS firms and connected IoT product owners?
What is a Digital Product Master / what is it NOT?
Who is accountable for defining their firm’s DPM strategy?
What are unfunded liabilities and risks in the current age?
Where are we headed that make DPMs to crucial?
Each of the three parts are inspired by real life stories. The stories help frame the lessons learned that are the rationale for Building a Digital Product Master for your organization.
Part 1 of 3: Prevailing in the Age of Acceleration
Unfunded Liabilities - Technical Debt, Change Shocks,Capital Efficiency
Part 2 of 3: Meet a Digital Product Master
Business Enterprise Architecture Right-Sized for your Protection
Part 3 of 3: A Case to Study
Digital Roadmap for Teams, Tools, and Flows with four framework models
The Agile Method and AGILE ISD; how to use each to improve your training programChristopher King
The term "agile" is being used readily to express the desire organizations have to be responsive and flexible to change in their organization. The Agile development method is designed to quickly and efficiently produce software products. Recently its application has expanded to other areas including training products. AGILE ISD is a new way of thinking about education where performance is the metric that drives the development and delivery decisions in an organization’s training program. It recognizes the long tail of learning and the five moments of learning need. AGILE ISD provides strategies for creating a culture of learning at your organization.
While these two agile methods are for different purposes, they are not mutually exclusive. This session will explain how your organization can use both methods to your advantage and success. We clarify some of the different uses of the term agile within the learning and development community. In this session we will cover:
• Agile (software) movement - its history, its main tenets, different types of agile frameworks and how to incorporated into the ADDIE training methodology
• AGILE ISD – is a methodology developed by Dr. Conrad Gottfredson that aims to supplement ADDIE by expanding its scope to include informal learning design. We cover its history, its main tenants, principles of agile education, and incorporating AGILE ISD into the ADDIE training methodology
• How the two approaches can both be successfully applied in your L&D organization
This slide is a discussion of Traditional Project Management V Agile Project Management. Where and how both fits in, why should we go for Agile Project Management, What is Agile etc. is dealt in detail,
There are dozens of myths about Agile development. But before jumping into specific misconceptions, let’s have a look at some common business challenges:
For senior-level execs: do you value revenue growth or cost containment?
For project managers: do you value team efficiency or effectiveness?
For developers: do you value code quantity or quality?
In each scenario, you probably struggled to make a choice given that your two options were not mutually exclusive.
Posing the question this way creates a false dilemma since you likely value both options but to varying degrees. So the better question is, of the two options, which do you value more?
In many ways, the Agile Manifesto gives us a road-map and lays a firm foundation for efficient software development.
There are naysayers among those who swear by traditional methods; but these criticisms do not hold water because the
entire agile movement rests on robust methodologies and concepts. So what does this augur for the future? No one can
tell with certainty.
Agility encompasses believing and relying on one's ability to respond to unpredictable events, rather than banking on the
competence to indulge in pre-planning. At the end of the day, the methodologies remind us that even though we create
and work with software, the human element, and the resultant collaboration it enhances, is all too important in the larger
scheme of things.
Whether you are a professional trainer or trying to bring agility to your organization or team, you no doubt have encountered the difficulty in conveying agile values and principles. Learning practices and techniques is easy in comparison; You learn by doing. But how do you teach a philosophy or mindset? How do you 'do' a value?
Through trial and error, through hundreds of classes, through training thousands of agile practitioners, we have put together a set of best practices (and not-so-best practices) for delivering powerful agile learning experiences. Participants in this session will walk away with a toolkit they can put to use the next day. The toolkit will include scenario simulations, learning games, discussion generators, reenforcement exercises, student patterns, common pitfalls, and other activities to help you get out of the way and let the learning happen.
Links to the activities we did during the presentation:
'What Were They Thinking?' game: http://tastycupcakes.org/2009/06/what-were-they-thinking/
'Pocket-Sized Principles' activity: http://tastycupcakes.org/2010/01/pocket-sized-principles/
'Presto Manifesto' activity: http://tastycupcakes.org/2009/06/presto-manifesto/
Maturity Frameworks for Enterprise Agility in the 21st Centuryschlichter
Maturity Frameworks for Enterprise Agility in the 21st Century - presented at the PMI Global Congress 2010 in DC. This is a description of PMI\'s Maturity Model OPM3 and the NATO NEC C2 Maturity Model.
Building digital product masters to prevail in the age of accelerations parts...Jeffrey Stewart
Straight talk on an essential element in your risk mitigation and your organizations success
This three part story will show how building a Digital Product Master (DPM) mitigates unfunded liability risks and enables organizations to move fast, adapt quickly, and improve the top line revenue.
It will answer a number of questions...
Why should we begin building a DPM?
Why is it important for B2B SaaS firms and connected IoT product owners?
What is a Digital Product Master / what is it NOT?
Who is accountable for defining their firm’s DPM strategy?
What are unfunded liabilities and risks in the current age?
Where are we headed that make DPMs to crucial?
Each of the three parts are inspired by real life stories. The stories help frame the lessons learned that are the rationale for Building a Digital Product Master for your organization.
Part 1 of 3: Prevailing in the Age of Acceleration
Unfunded Liabilities - Technical Debt, Change Shocks,Capital Efficiency
Part 2 of 3: Meet a Digital Product Master
Business Enterprise Architecture Right-Sized for your Protection
Part 3 of 3: A Case to Study
Digital Roadmap for Teams, Tools, and Flows with four framework models
The Agile Method and AGILE ISD; how to use each to improve your training programChristopher King
The term "agile" is being used readily to express the desire organizations have to be responsive and flexible to change in their organization. The Agile development method is designed to quickly and efficiently produce software products. Recently its application has expanded to other areas including training products. AGILE ISD is a new way of thinking about education where performance is the metric that drives the development and delivery decisions in an organization’s training program. It recognizes the long tail of learning and the five moments of learning need. AGILE ISD provides strategies for creating a culture of learning at your organization.
While these two agile methods are for different purposes, they are not mutually exclusive. This session will explain how your organization can use both methods to your advantage and success. We clarify some of the different uses of the term agile within the learning and development community. In this session we will cover:
• Agile (software) movement - its history, its main tenets, different types of agile frameworks and how to incorporated into the ADDIE training methodology
• AGILE ISD – is a methodology developed by Dr. Conrad Gottfredson that aims to supplement ADDIE by expanding its scope to include informal learning design. We cover its history, its main tenants, principles of agile education, and incorporating AGILE ISD into the ADDIE training methodology
• How the two approaches can both be successfully applied in your L&D organization
This slide is a discussion of Traditional Project Management V Agile Project Management. Where and how both fits in, why should we go for Agile Project Management, What is Agile etc. is dealt in detail,
There are dozens of myths about Agile development. But before jumping into specific misconceptions, let’s have a look at some common business challenges:
For senior-level execs: do you value revenue growth or cost containment?
For project managers: do you value team efficiency or effectiveness?
For developers: do you value code quantity or quality?
In each scenario, you probably struggled to make a choice given that your two options were not mutually exclusive.
Posing the question this way creates a false dilemma since you likely value both options but to varying degrees. So the better question is, of the two options, which do you value more?
In many ways, the Agile Manifesto gives us a road-map and lays a firm foundation for efficient software development.
There are naysayers among those who swear by traditional methods; but these criticisms do not hold water because the
entire agile movement rests on robust methodologies and concepts. So what does this augur for the future? No one can
tell with certainty.
Agility encompasses believing and relying on one's ability to respond to unpredictable events, rather than banking on the
competence to indulge in pre-planning. At the end of the day, the methodologies remind us that even though we create
and work with software, the human element, and the resultant collaboration it enhances, is all too important in the larger
scheme of things.
Modern Agile – What's It Good For? - Jacob Creech - AgileNZ 2017AgileNZ Conference
The Agile Manifesto has been around since 2001 and, although the industry has rapidly developed, the principles still hold very true. However, there are lots of great new ideas that people have been experimenting with since the Manifesto was signed and, in this talk, attendees will hear about a few of these developments, focusing on the concept of Modern Agile.
About Jacob Creech:
Jacob started out in web development around 2000 and discovered that people constantly asked for things they didn't actually need, which led him on a journey of discovery that ended up in this thing called 'Agile'. He found himself in China helping develop virtual products for Second Life and then as the one and only non-Chinese person in a web development agency – good for language practice, not so much for delivering amazing work.
After some time back in New Zealand on a usability product among other things, he returned to China to co-found an Agile consulting company, worked with a variety of large, impressive-sounding international companies at a scale that would make most New Zealand cities look tiny, and managed to stumble into a range of interesting opportunities all around Asia that kept him busy for the next few years.
However, after some time, he got the itch to return to NZ and ended up at Assurity in late 2015 where he now heads up the Agile practice and works with government and non-government clients to deliver work in ever-improving ways. In his spare time, he (poorly) plays table tennis and enjoys naming babies after entrepreneurs.
A close look at the methodologies, stages and best practices involved in developing products for our times)
What you will get out of this book:
Why Lean IT + Lean Development methodologies are two must-have approaches in your start-up toolkit
Making the right cloud provider and development partner choice for your startup
A thorough overview of how you can build an app on the Google App Engine and how and when integrations will take place
A guide to what a prospective client must look for in a development partner
Agile software development is a group of software development methods in which requirements and solutions evolve through collaboration between self-organizing, cross-functional teams. It promotes adaptive planning, evolutionary development, early delivery, continuous improvement, and encourages rapid and flexible response to change.
The Agile development model is also a type of Incremental model. Software is developed in incremental, rapid cycles. This results in small incremental releases with each release building on previous functionality. Each release is thoroughly tested to ensure software quality is maintained. It is used for time critical applications.
An overview of the Agile Manifesto and why Agile SDLC is super important to excellent project management practices. Agile Software development is dominating the game these days. Whether you're going responsive, managing ecommerce, magento, or iphone apps Agile practices will help your efforts succeed.
HOW TO SCALE AGILE IN OFFSHORE SOFTWARE DEVELOPMENT.pdfLaura Miller
Offshore outsourcing can deliver surprising but cozy value for enterprises—increased agility, reduce overall development cost, leverage of world-class talent pool; all are subjected to effective communication and collaboration.
Agile and outsource development are two jargons of the technology industry. No doubt outsource development gives the state of the art advantages to enterprises to get a high-end cost-effective software solution AND easy access to seasoned software professionals.
The development of software is planned in stages and steps that culminate in the construction of functional applications of software. As a start-up, you are a new bug in this competitive industry.
In software engineering, the right architecture is essential for robust, scalable platforms. Wix has undergone a pivotal shift from event sourcing to a CRUD-based model for its microservices. This talk will chart the course of this pivotal journey.
Event sourcing, which records state changes as immutable events, provided robust auditing and "time travel" debugging for Wix Stores' microservices. Despite its benefits, the complexity it introduced in state management slowed development. Wix responded by adopting a simpler, unified CRUD model. This talk will explore the challenges of event sourcing and the advantages of Wix's new "CRUD on steroids" approach, which streamlines API integration and domain event management while preserving data integrity and system resilience.
Participants will gain valuable insights into Wix's strategies for ensuring atomicity in database updates and event production, as well as caching, materialization, and performance optimization techniques within a distributed system.
Join us to discover how Wix has mastered the art of balancing simplicity and extensibility, and learn how the re-adoption of the modest CRUD has turbocharged their development velocity, resilience, and scalability in a high-growth environment.
SOCRadar Research Team: Latest Activities of IntelBrokerSOCRadar
The European Union Agency for Law Enforcement Cooperation (Europol) has suffered an alleged data breach after a notorious threat actor claimed to have exfiltrated data from its systems. Infamous data leaker IntelBroker posted on the even more infamous BreachForums hacking forum, saying that Europol suffered a data breach this month.
The alleged breach affected Europol agencies CCSE, EC3, Europol Platform for Experts, Law Enforcement Forum, and SIRIUS. Infiltration of these entities can disrupt ongoing investigations and compromise sensitive intelligence shared among international law enforcement agencies.
However, this is neither the first nor the last activity of IntekBroker. We have compiled for you what happened in the last few days. To track such hacker activities on dark web sources like hacker forums, private Telegram channels, and other hidden platforms where cyber threats often originate, you can check SOCRadar’s Dark Web News.
Stay Informed on Threat Actors’ Activity on the Dark Web with SOCRadar!
Understanding Globus Data Transfers with NetSageGlobus
NetSage is an open privacy-aware network measurement, analysis, and visualization service designed to help end-users visualize and reason about large data transfers. NetSage traditionally has used a combination of passive measurements, including SNMP and flow data, as well as active measurements, mainly perfSONAR, to provide longitudinal network performance data visualization. It has been deployed by dozens of networks world wide, and is supported domestically by the Engagement and Performance Operations Center (EPOC), NSF #2328479. We have recently expanded the NetSage data sources to include logs for Globus data transfers, following the same privacy-preserving approach as for Flow data. Using the logs for the Texas Advanced Computing Center (TACC) as an example, this talk will walk through several different example use cases that NetSage can answer, including: Who is using Globus to share data with my institution, and what kind of performance are they able to achieve? How many transfers has Globus supported for us? Which sites are we sharing the most data with, and how is that changing over time? How is my site using Globus to move data internally, and what kind of performance do we see for those transfers? What percentage of data transfers at my institution used Globus, and how did the overall data transfer performance compare to the Globus users?
Providing Globus Services to Users of JASMIN for Environmental Data AnalysisGlobus
JASMIN is the UK’s high-performance data analysis platform for environmental science, operated by STFC on behalf of the UK Natural Environment Research Council (NERC). In addition to its role in hosting the CEDA Archive (NERC’s long-term repository for climate, atmospheric science & Earth observation data in the UK), JASMIN provides a collaborative platform to a community of around 2,000 scientists in the UK and beyond, providing nearly 400 environmental science projects with working space, compute resources and tools to facilitate their work. High-performance data transfer into and out of JASMIN has always been a key feature, with many scientists bringing model outputs from supercomputers elsewhere in the UK, to analyse against observational or other model data in the CEDA Archive. A growing number of JASMIN users are now realising the benefits of using the Globus service to provide reliable and efficient data movement and other tasks in this and other contexts. Further use cases involve long-distance (intercontinental) transfers to and from JASMIN, and collecting results from a mobile atmospheric radar system, pushing data to JASMIN via a lightweight Globus deployment. We provide details of how Globus fits into our current infrastructure, our experience of the recent migration to GCSv5.4, and of our interest in developing use of the wider ecosystem of Globus services for the benefit of our user community.
Globus Connect Server Deep Dive - GlobusWorld 2024Globus
We explore the Globus Connect Server (GCS) architecture and experiment with advanced configuration options and use cases. This content is targeted at system administrators who are familiar with GCS and currently operate—or are planning to operate—broader deployments at their institution.
Why React Native as a Strategic Advantage for Startup Innovation.pdfayushiqss
Do you know that React Native is being increasingly adopted by startups as well as big companies in the mobile app development industry? Big names like Facebook, Instagram, and Pinterest have already integrated this robust open-source framework.
In fact, according to a report by Statista, the number of React Native developers has been steadily increasing over the years, reaching an estimated 1.9 million by the end of 2024. This means that the demand for this framework in the job market has been growing making it a valuable skill.
But what makes React Native so popular for mobile application development? It offers excellent cross-platform capabilities among other benefits. This way, with React Native, developers can write code once and run it on both iOS and Android devices thus saving time and resources leading to shorter development cycles hence faster time-to-market for your app.
Let’s take the example of a startup, which wanted to release their app on both iOS and Android at once. Through the use of React Native they managed to create an app and bring it into the market within a very short period. This helped them gain an advantage over their competitors because they had access to a large user base who were able to generate revenue quickly for them.
Exploring Innovations in Data Repository Solutions - Insights from the U.S. G...Globus
The U.S. Geological Survey (USGS) has made substantial investments in meeting evolving scientific, technical, and policy driven demands on storing, managing, and delivering data. As these demands continue to grow in complexity and scale, the USGS must continue to explore innovative solutions to improve its management, curation, sharing, delivering, and preservation approaches for large-scale research data. Supporting these needs, the USGS has partnered with the University of Chicago-Globus to research and develop advanced repository components and workflows leveraging its current investment in Globus. The primary outcome of this partnership includes the development of a prototype enterprise repository, driven by USGS Data Release requirements, through exploration and implementation of the entire suite of the Globus platform offerings, including Globus Flow, Globus Auth, Globus Transfer, and Globus Search. This presentation will provide insights into this research partnership, introduce the unique requirements and challenges being addressed and provide relevant project progress.
Multiple Your Crypto Portfolio with the Innovative Features of Advanced Crypt...Hivelance Technology
Cryptocurrency trading bots are computer programs designed to automate buying, selling, and managing cryptocurrency transactions. These bots utilize advanced algorithms and machine learning techniques to analyze market data, identify trading opportunities, and execute trades on behalf of their users. By automating the decision-making process, crypto trading bots can react to market changes faster than human traders
Hivelance, a leading provider of cryptocurrency trading bot development services, stands out as the premier choice for crypto traders and developers. Hivelance boasts a team of seasoned cryptocurrency experts and software engineers who deeply understand the crypto market and the latest trends in automated trading, Hivelance leverages the latest technologies and tools in the industry, including advanced AI and machine learning algorithms, to create highly efficient and adaptable crypto trading bots
Cyaniclab : Software Development Agency Portfolio.pdfCyanic lab
CyanicLab, an offshore custom software development company based in Sweden,India, Finland, is your go-to partner for startup development and innovative web design solutions. Our expert team specializes in crafting cutting-edge software tailored to meet the unique needs of startups and established enterprises alike. From conceptualization to execution, we offer comprehensive services including web and mobile app development, UI/UX design, and ongoing software maintenance. Ready to elevate your business? Contact CyanicLab today and let us propel your vision to success with our top-notch IT solutions.
How Recreation Management Software Can Streamline Your Operations.pptxwottaspaceseo
Recreation management software streamlines operations by automating key tasks such as scheduling, registration, and payment processing, reducing manual workload and errors. It provides centralized management of facilities, classes, and events, ensuring efficient resource allocation and facility usage. The software offers user-friendly online portals for easy access to bookings and program information, enhancing customer experience. Real-time reporting and data analytics deliver insights into attendance and preferences, aiding in strategic decision-making. Additionally, effective communication tools keep participants and staff informed with timely updates. Overall, recreation management software enhances efficiency, improves service delivery, and boosts customer satisfaction.
OpenFOAM solver for Helmholtz equation, helmholtzFoam / helmholtzBubbleFoamtakuyayamamoto1800
In this slide, we show the simulation example and the way to compile this solver.
In this solver, the Helmholtz equation can be solved by helmholtzFoam. Also, the Helmholtz equation with uniformly dispersed bubbles can be simulated by helmholtzBubbleFoam.
Designing for Privacy in Amazon Web ServicesKrzysztofKkol1
Data privacy is one of the most critical issues that businesses face. This presentation shares insights on the principles and best practices for ensuring the resilience and security of your workload.
Drawing on a real-life project from the HR industry, the various challenges will be demonstrated: data protection, self-healing, business continuity, security, and transparency of data processing. This systematized approach allowed to create a secure AWS cloud infrastructure that not only met strict compliance rules but also exceeded the client's expectations.
Enhancing Research Orchestration Capabilities at ORNL.pdfGlobus
Cross-facility research orchestration comes with ever-changing constraints regarding the availability and suitability of various compute and data resources. In short, a flexible data and processing fabric is needed to enable the dynamic redirection of data and compute tasks throughout the lifecycle of an experiment. In this talk, we illustrate how we easily leveraged Globus services to instrument the ACE research testbed at the Oak Ridge Leadership Computing Facility with flexible data and task orchestration capabilities.
Into the Box Keynote Day 2: Unveiling amazing updates and announcements for modern CFML developers! Get ready for exciting releases and updates on Ortus tools and products. Stay tuned for cutting-edge innovations designed to boost your productivity.
In 2015, I used to write extensions for Joomla, WordPress, phpBB3, etc and I ...Juraj Vysvader
In 2015, I used to write extensions for Joomla, WordPress, phpBB3, etc and I didn't get rich from it but it did have 63K downloads (powered possible tens of thousands of websites).
A Comprehensive Look at Generative AI in Retail App Testing.pdfkalichargn70th171
Traditional software testing methods are being challenged in retail, where customer expectations and technological advancements continually shape the landscape. Enter generative AI—a transformative subset of artificial intelligence technologies poised to revolutionize software testing.
2. Table of Contents:
1. Introduction
2. Why do outsourcing?
a. Organisation’s culture is the first step
3. Why Scrum?
a. How does Scrum work?
b. Scrum vs Scrum-but
c. To Scrum or not to Scrum?
d. Which companies use Scrum?
4. How to choose the right team?
5. The art of cooperation
a. How to cooperate?
b. Cultural fit
c. How to gain trust?
d. How to choose the right cooperation model?
e. Fixed time, fixed prices, fixed scope
f. Time and Material
g. Agile, Scrum
6. This is an investment
7. Why not to outsource?
8. Useful tips
9. Are your ready ?
10. Want to know more?
2
3. 1
Introduction
This is a document which fulfils the need for information. It answers the
questions that inseparably go together with modern challenges of running
a business. Modern business more and more often creates a vision and
influences consumers towards following this vision and the product value it
implies. Rather than creating a product alone, it creates a need and value.
That’s why this free e-book is for business owners and managers. For
decision makers, who need tailored software which realises the initial idea
for the application.
As the authors of this publication, we believe in Scrum, we are its everyday
users. If there’s a need to get familiar with it, this document provides the
necessary knowledge and practical tips.
We have made it to help decide on choosing the best possible way to
outsource software projects. We have also addressed the issue of Agile
and Scrum and the very important company’s culture, as a part of natural
conjunction between the quality expectations and the final outcome.
The envisaged result of reading this document would be a better
understanding of the outsourcing itself and the challenges it predicates.
The process of making this e-book was based on the knowledge of the
topic itself. After researching the common and available knowledge (some
of which was used here, along with some graphic materials), we decided
on making something of our own authorship.
If the Reader knows Scrum already, we suggest skipping the contents and
heading straight to section 4.
The Authors
3
4. 2
Why do outsourcing?
Outsourcing is today’s prime tool for managing risk, resources, and
projects. By outsourcing software development one can find companies
which understand the value of the Partners’ business and product, help
develop and elevate it, cutting noncrucial functionalities and introducing
new ones. That makes the outsourcing company both a developer,
consultant, and often business advisor.
The other perspective is that over 85% of startups and enterprises have
problems with attracting and retaining tech talents . And those are just few1
of the problems companies face within the development field. Outsourcing,
a cheaper and more convenient way, solves those problems. Due to this,
process costs of HR, maintaining workplaces and leaves, are irrelevant.
Moreover, software development is complex and outsourcing companies
solely focused on software services are often more effective.
Those are merely statistics. Important, but not essential. What really
matters is how an outsourcing company will fit into the organisation of the
Partner both culture and process wise.
1
Venture Pact
4
5. Software development outsourcing could be demanding in terms of
research, time, and risk. That’s why it’s important to choose the right
developer.
Organisation’s culture is the first
step
To achieve the best results you have to start with the organisation’s
culture. What is your culture and what is the culture of the company you
want to outsource your development to?
But let’s come back to what organisation culture is: this is how it’s done.2
The picture above shows four different organisational cultures.
Schneider's Culture Model, source: http://www.methodsandtools.com/
There is no wrong model of collaboration and culture. Every single model
featured above has its own limits, environment, and scope. In Agile,
though, collaboration culture is desired. Control is a big no-no, competence
is for companies driven by a single goal or set of goals. Cultivation is for
visionaries. Collaboration is for… well, everyone. Everyone who is prepared
for it, that is. Trust, diversity, partnership - these are the words that fuel
Agile projects.
If your organisation’s Culture is Control and Competence, does the
outsourcing company have a similar one? If your outsourcing company of
2
http://bit.ly/1H7r83H
5
6. choice has no Culture of Collaboration and your idea is to share the
knowledge across in-house and outsource teams, can you make it? If you
work in iterations, does the outsourcing company as well? Communication -
how are you doing it? Through Project Manager, or is the team used to
communicate with everyone by themselves?
In the process of outsourcing, many Partners find themselves awaken.
Developers making the software product can point to new solutions,
correct the view on particular functionalities, suggest changes. Forwarding
the process to other companies can also free the company’s employees
and make time for future endeavours .3
The primary concern regarding software development outsourcing should
be minimising functional disjunction. This is the threat of lacking proper
communication, project management, and general vision due to
geographically dispersed development. Outsourcing everything should be
based on the ability to properly manage and receive the feedback, not only
the code itself. Working in the same cultural context gives the Partner
and Scrum Team the ability to hear the same message that’s getting
across, not the words themselves.Project management is equally vital. It
means the necessity to attend the meetings (even via Skype or Google
Hangouts) by the Partner and Scrum Team. General vision should be
respected across the board and influence every part of the project.
This is also the case of motivated vs engaged developers. Those motivated
by money will be simply making code. Those motivated by creating the
best possible business value will overcome the presence of possible
disjunction.
The best way of making the software work is to make it correctly, with the
Partner, all the way. This is the way of Agile, the philosophy of success. It
covers the basic principles of everchanging circumstances. Agile
developers believe that changes in technologies, trends, and most
important - needs of users - demand quick reactions. That’s why they
operate on a set of Agile guidelines . One of them is Scrum, a framework to4
organise and optimise the process of development.
Quote: ‘Never was so much owed by so many to so few’.
Winston Churchill
3
http://bit.ly/1ELHrSX
4
http://bit.ly/17RD3H2
6
7. 3
Why Scrum?
The immanent characteristic of software is that it’s open to constant
development. Years ago, programmers noticed that traditional methods of
making software were less efficient than expected. Then some of the
developers started to find more effective frameworks to what they did
everyday. Nobody wanted to waste time and money.
On the other hand, a popular approach to outsourcing is still the Waterfall:
highly structured physical environments in which after-the-fact changes are
prohibitively costly. It is a sequential design process in which progress is
seen as flowing through the phases of Conception, Initiation, Analysis,
Design, Construction, Testing, Production/Implementation and
Maintenance. Once it’s done - it’s done. Changing or shifting things during
the period of making the software brings consequences - longer time of
making the software, longer exposure to stress produced over the process
of change. In Scrum it’s possible to make changes on-the-fly and
mandatory to cooperate.
By Peter Kemp / Paul Smith (Adapted from Paul Smith's work at Wikipedia).
7
8. A key principle in Scrum is its recognition that customers can change their
minds about what they want and need. This allows to recognise the
requirements late and cleverly respond to emerging business changes
without budget overruns.5
Scrum adopts an empirical approach: a problem cannot be fully understood
and defined, therefore the focus should be on delivering quickly and
responding to changes.
Scrum fulfils the Manifesto for Agile Software Development , which says:6
‘We are uncovering better ways of developing software
by doing it and helping others do it’.
Through this work, we have come to value:
Individuals and interactionsover processes and tools
Working softwareover comprehensive documentation
Customer collaborationover contract negotiation
Responding to changeover following a plan
Following this come 12 Principles of Agile Software Development7
1. The highest priority is to satisfy the customer through early and
continuous delivery of valuable software.
2. Welcome changing requirements, even late in development. Agile
processes harness change for the customers’ competitive
advantage.
3. Deliver working software frequently, from a couple of weeks to a
couple of months, with a preference to the shorter timescale.
4. Business people and developers must work together daily
throughout the project.
5. Build projects around motivated individuals. Give them the
environment and support they need, and trust them to get the job
done.
6. The most efficient and effective method of conveying information to
and within a development team is face-to-face conversation.
7. Working software is the primary measure of progress.
8. Agile processes promote sustainable development. The sponsors,
developers, and users should be able to maintain a constant pace
indefinitely.
5
http://bit.ly/1GlOq9S
6
http://bit.ly/1vDH6iO
7
http://bit.ly/1aLadtO
8
9. 9. Continuous attention to technical excellence and good design
enhances agility.
10. Simplicity–the art of maximising the amount of work not done–is
essential.
11. The best architectures, requirements, and designs emerge from
self-organising teams.
12. At regular intervals, the team reflects on how to become more
effective, then tunes and adjusts its behaviour accordingly.
How does Scrum work?
Software development processes should be built around the three pillars of
Scrum method: Transparency, Inspection, and Adaptation.
Scrum Team is focused on understanding the Partner’s vision and
expectations at first. Customer and Provider become partners in
development. Throughout the project, the team is flexible for changes.
They use iterative approach, where the Partner gets ‘increments’ of his or
her product in less than 30 days that are called Sprints. Developer takes
care of the Partners’ investment by avoiding the ‘big design up front’ and
‘technical debts’ traps.
The Scrum Process, source: http://en.wikipedia.org/
Building complex products for Partners is an inherently difficult task. Scrum
provides a framework that allows teams to deal with this difficulty. This
process is very simple, however difficult to master, especially for young
development teams. The process is governed by the three main roles of
Scrum Team: Product Owner, Scrum Master, and Development Team.
Product Owner takes care of the business value of the product as well as
helps in communication with the Partner. Scrum Master provides the right
pipeline for communication between all the developers, Product Owner,
9
10. and the Partner, and makes sure the process supports Transparency,
Inspection, and Adaptation. And there goes the Development Team: in
Scrum it’s a self-organised team, which delivers a working product every
Sprint. The progress of work of the Development Team is transparent and
visible to all product’s stakeholders.
The main advantage of iterative approach is that the Partner receives a
working, and therefore valuable product, every Sprint. In Waterfall, a part of
the system can be delivered during the project, but these parts are not
designed to give business value before the project is finished:
Waterfall Process, credits: XSolve
In Scrum, Product Owner is responsible for prioritising requirements in
Product Backlog for the Partner to receive a (business) valuable working
product every Sprint:
Scrum Process, credits: XSolve
Scrum vs Scrum-but
Scrum is easy to learn, but difficult to master. And Scrum is the most
wanted method in the modern software development. These reasons make
some developers unable to deliver Scrum Teams, even if they want to
prove they can. Sometimes the Partner can hear software companies
saying: ‘Yes, we work in Scrum, but we found that only parts work for us…’.
This might be the first signal that such development company didn’t master
Scrum.Scrum-but isn’t Scrum and might be dangerousbecause it puts
Scrum Team off the balance and often results in Development being not
predictable and not accountable at all.
10
11. How to check if a given developer really mastered Scrum? Ask for a
number of successfully finished projects in Scrum; ask for certificates, ask
for experience with Scrum, check their company blog. Ask them how their
organisation supports their teams and develops them. Ask them if they
have Scrum Coaches.
One of the most powerful questions might be asking them what they think
about Scrum Retrospective and what value it brings to the Partner. If you
don’t have the knowledge to verify that by yourself, we strongly encourage
you to use one of the Scrum Experts that can be found here:
https://www.scrum.org/Find-a-Scrum-Expert
To Scrum or not to Scrum?
Not every project needs Scrum: for some, the natural environment is a
more traditional approach, which puts the primary focus on specifications
and detailed project plans. For example, the Waterfall method is founded
on sequential development model with clearly defined deliverables
accompanied by a task plan for every phase.
Comparing Scrum and Plan-Driven, source: http://www.slideshare.net/gerardbeckerleg/
In Waterfall there’s a slim chance of making alterations during the project;
it’s very difficult and can cause a lot of problems. Another drawback is that
the effect of long-term working is always invisible until the end. In Waterfall
everybody must strictly respect the established plan, schedule and
changes can be adapted during the product development but it’s a
disturbing process, costly and complicated. Therefore, it works for
environments where business and technical requirements, technology and
deliverables are known, well defined, and do not change throughout the
project.
The results of the executed projects depend on dozens or hundreds of
factors, most of which we do not even begin to realise. Both Scrum and
Waterfall are effective if they are applied correctly, suited to the
circumstances, organisations, projects, and teams. However, applying the
adequate work method to the circumstances is very often extremely
11
12. challenging and therefore so many Software Development projects fail or
face challenges.
In most cases, business requirements and technology (API, languages,
libraries) may change during the product development. The rule of thumb
for such complex projects might be using Scrum as a process framework.
In general, the success ratio of Scrum projects is higher than in the
Waterfall method .8
Waterfall and Agile, source: The Chaos Manifesto. http://www.standishgroup.com/
Which companies use Scrum?
Intel, Microsoft, Amazon, Salesforce, Google, Yahoo, Facebook, Adobe,
Nokia, Siemens, BBC, CNN, General Electric, Bank of America, Novell,
Unisys, and many more all over the world.
8
We are showing this example, but the outcome of cases above depends on
research methodology and we encourage readers to look into the matter.
12
13. 4
How to choose the right
team?
The chart below shows the correlation among technology, requirements,
and people building a software product. Based on their nature, software
projects are complex, rarely complicated. But if a good team is found,
‘complex’ might become ‘complicated’, because most of the times
technology is not certain, requirements are not certain, and people are
changing. And a good team means a permanent one. They’ve had the time
to develop communication patterns. They can provide reasonable
increment every single time, in every single Sprint. This can lower the
‘chaos factor’ and a complex software project suddenly becomes just
complicated. A great team can build the software from the bottom up .9
Stacey Graph, source
http://pm.stackexchange.com/questions/389/when-to-use-waterfall-when-to-use-scrum
9
http://bit.ly/1EsoWoC
13
14. Here are some key factors worth considering when looking for the right
Scrum Team:
● Knowing and accepting the complicated nature of technology and
possible changes in the requirements regarding the product, the
team is capable of addressing challenges along the way properly.
Can they prove it by showing a number of completed, successful
projects? How would they approach a problem if the business
needed to change; when would they introduce the change? What is
their standard Definition of Done?
● How responsive is the team and to what level does it welcome the
changes to the vision, direction, and the code itself? Do they treat
email/chat/video communication as a part of the job, or as a
distractor from programming? Do they welcome changes during a
Sprint and if so, would they later blame you for not delivering the
software? Who do they think is able to change requirements
besides Product Owner?
● Is the team focused enough on a specific technology? What is their
technology stack of choice? How long have they used it? What is their
quality process? Can they name the biggest downsides of the
development stack? How do they assess if the given technology is
able to solve a business problem efficiently? What is their most
remembered problem when it comes to the technology, and how did
they deal with it?
● Are the members tight together and have they got cohesive skills,
or are they a bunch of individuals? Do they understand
consequences of the changes in the code provided by themselves
and the team ? How long have they worked with each other? How10
many projects have they left behind finished? In Agile,
understanding each other is the key. Can the outsourcing company
tell you whether the team assigned to the project will be a project
team (the one that is built for the project) or a permanent team? If it
is a permanent team, at which stage of teams development is the
particular team now?
10
http://bit.ly/1ajdqk1
14
15. Stages of a team development, source:
https://programmentor.wordpress.com/tag/team-development/
● Tuckman’s stages development model shows the characteristics of11
an effective team. In the ‘forming’ stage, team members get to know
each other. In the ‘performing’ stage, everything is right in the place.
If your team is to be formed for the project, you have to be aware
that these stages will affect your project and the velocity of
development of your Development Team. A properly formed team
becomes a High Performing Team and can be 100% more
productive than a Working Group (Forming Team).
‘A collocated self-organising team is 100% more
productive than otherwise’ - Boston Consulting Group.
● What percentage of developers have an engineer degree? How
many of them can speak English and/or any other popular
language? Statistically, developers with higher education and
languages are more mature and disciplined, they can bring the
software to the end. On the other hand, what are the team
members software development years of experience? A reasonable
median might be 3 to 6 years.
● Do developers run in the same cultural circles as the Partner?
Laughing at the same jokes, understanding the same context and
background brings people closer. More importantly, the same
context helps developers understand the Partners’ business .12
● Price. Lower prices don’t mean bad quality, it’s just the geographic,
cultural, and economic reality. However, unexpectedly good prices
often mean a ‘too-good-to-be-true’ situation and contract. And as a
result - the lower quality of the product itself.
11
http://bit.ly/1emDuLI
12
http://bit.ly/1MQQaZL
15
16. 5
The art of cooperation
Bespoke craftsmanship, credits: XSolve
How to cooperate?
When a decision to outsource is made, there is the matter of how to work
with a subcontractor. The goal is to make your project proceed in the right
way. Cooperating with the Partner benefits from understanding and
trusting each other and not hiding problems. Properly built cooperation is
an important factor in achieving dedicated business goals, so it’s important
to find the right way of cooperation.
Product Owner might be the incarnation of the Partner or may work on the
developers’ team side. Product Owner is like the Partner’s eye, ear, and
hand. Thus, the Product Owner’s principal task is to take care of the
business like it was their own. That’s why this is the first person with whom
the Partner needs to build a relationship wisely.
If it is possible (and it should be), the Partner should meet Product Owner
face to face, it would allow the PO to better represent the Partner’s point of
view. However, even if for some reason it’s impossible to meet directly with
the PO, there are many ways/tools of constant communication with the PO
and the entire team.
A good opportunity to meet the team and to familiarise with them is Project
Workshop .13
Project Workshop is the analysis of the Partner’s requirements, vision of the
product, its needs and expectations. Does it have an impact on the
business value? Of course – the better the team understands the Partner’s
needs and requirements, the greater is the chance for the realisation of
13
http://bit.ly/1FgxbFh
16
17. business objectives. There’s no doubt that well thought software brings
the desirable benefits. The first step is to find the right way of cooperation.
Software development is a complex and multistage process extended in
time. The process binds the cooperation of many people that have to go in
one direction. Therefore, all participants must have a sense of community.
If you let one another to know your goals, it will be a successful and
satisfying journey for all of you.
Cultural fit
We must keep in mind that the team is not a set of robots, but a bunch of
real people. A team is more than the sum of its members. The Partner
should treat the team as confident co-workers. Most of programmers are
very ambitious, and if the Partner gains their reliance, they’ll do what they
can best and with high commitment. Cooperation should get smoothly
through every Sprint and finally they should become well-oiled
(moisturised) machinery that works on high speed with high quality. In a
few Sprints they are going to work almost without any needless words. But
most often it takes some time to upgrade on this level of cooperation.
Obviously, it’s easier to work together if the Partner and the provider are
culturally aligned to each other.
Some of these aspects of cooperation matter a lot and must be highlighted:
for example, fluent English and common culture. Insight in the technical
and non-technical universum has its importance as well. Do the Partner and
the developer have the same ground, laugh at same jokes, can they tackle
challenges from the same perspective?
How to gain trust?
As in any business arrangement, outsourcing is risky, and here it’s a risk for
both parties. The process of building dedicated software is quite
complicated and multistage, thus the trust means the desired values. Trust
requires a lot of effort and commitment from both sides.
Very often at the early stage a business project doesn’t have any specific
requirements. Building software is like a journey to a destination you might
know, but most often you meet unexpected obstacles and barriers, and
sometimes there’s a need to change or to choose another target. Business
environment is dynamic, so it’s worth building a team able to adapt flexibly
to upcoming challenges. Moreover, a committed team is ready to give
advice, not only of technical, but also of business nature. Flexible project
management is one of the most useful and advantageous attributes of
the Agile approach.
17
18. To work with the PO and the team is to create the optimal process and
habits of working. The other side is to not be dominated by the process. Of
course, everyone has to respect commonly established rules, but rules are
to serve the realisation of the Partner’s goals, not vice versa. Making bespoke
software that is founded on specific business assumptions one needs to stay
openminded and aware to provide flexible responses to problems which appear. It is
really worth reacting together. In addition, a proper relationship with the
team allows the Partner to spectate the creation of the project at every
stage: nothing is hidden from the Partner’s eyes. A well synchronised
team becomes acquainted with project and the Partner can rely and
count on them.
So, how to gain trust? Developers should meet with the Partner in person,
visit the company. Shower the Partner with questions about the business
and the project itself. The more questions will be asked, the clearer the
purpose of making the software will become. If the developer doesn’t ask,
there might be a reason to be concerned. The next step is the practice of
Scrum - holding daily meetings and talking over Sprints is a must. And
finally, it’s always best to check the developer under the light of velocity of
story points.
A developer should always under-promise and always over-deliver.
How to choose the right
cooperation model?
There are several kinds of cooperation models. Let's take a look at the
three which are the most common.
● Fixed time, fixed prices, fixed scope
The Partner pays only for the order and only within the given time.
This model refers to the implementation of a predetermined scope of the
project, for predetermined costs, at a predetermined time. The scope of the
project is defined during Project Workshop. This model is designed for
Partners who are able to fully define their expectations (functionalities),
who don't anticipate the impact of any changes in business or ecosystem
on the project, and are sure that functional and non-functional
requirements will not change for the entire project.
18
19. ● Time and Material
This is a body or a team leasing model. Here the Partner pays for the
time of the team dedicated towards meeting the goal.
In this model the Partner can benefit from extensive capacity of engineers
specialised in fields of software development and solution design, web
application design, or user interface design. You only pay for the actual
time of the service provided. Engineers can be either deployed at the
Partner’s company’s location or work for them remotely. This is the most
popular model.
It's very important that in this model the Partner should have knowledge
and experience within the areas of project management, team
management, change management, risk management, test management,
and design & architecture of IT systems.
● Agile, Scrum
This is the model in which the Partner pays for a Sprint, with some Sprints
ahead. That’s because the provider cannot guarantee the continuation of
the work on the project by a particular team. Choosing another team and
then making payment for another Sprint requires the new team to make
themselves familiar with the project. The continuation of one team’s work
limits the risks.
An integral characteristic of IT projects is their complexity. In every IT
project, which takes at least several months, there are many request for
changes in the scope of work (from 30% to 50%) in response to the
changing needs of the business. Agile and Scrum require the competence
(know-how) and operational expertise from the developer.
During the first meeting with the Partner’s product, vision and high-level
requirements are gathered, based on which the division into system
functionalities (Product Backlog) is taking place. These functionalities are
constantly prioritised by the Partner. Next, there is the planning of a project
schedule (Release Backlog). During every iteration (Sprint), according to
the priorities, functionalities are created and delivered to the Partner.
There’s a need for introducing changes to the project scope during its
development. Partners should be encouraged to cooperate in the Scrum
model, where changes are natural and can be added between Sprints to
Product Backlog.
19
20. Using the Agile approach is great. Even if the project has some constraints
(fixed time, fixed price, fixed scope), with this approach developers can see
an improvement in quality and productivity.
Fix-time, fix-price: Time and Material Scrum:
Generally, it doesn’t fit the
Scrum requirements. It’s
good when the Partner is
up to check on credences
of the provider. In this
model it’s good to order a
short-term, monthly
project to see how the
provider is performing and
then sign a long-term
contract in Scrum.
This type of cooperation
can satisfy the need for
freedom. The Partner
doesn’t have to know
Scrum and there is no
need for him or her to
have a Product Owner on
his or her side of the
business.
In this model of
cooperation the Partner
has the guarantee of
delivery after each Sprint
but he or she has to know
Scrum and needs to have
a Product Owner on his or
her side.
Main models of cooperation in software development business
20
21. 6
This is an investment
Working with a developer in outsourcing environment is demanding, both
sides should invest in the relation; developer’s Partner should ask if they
are ready for it. The Partner should reserve time for conference calls with
the developer, should prepare him- or herself for talking over the
potentially problematic points (e.g. adding extra functionalities and impact
on future sprints). The Partner isn’t just a Client and we don’t use the word
in this e-book even once. The Partner is the vital part of the process and
the awareness of that should be there.
That also means appointing a Product Owner on the Partner’s side, that will
be achieved by talking with the development team and keeping a finger on
the pulse of things.
Outsourcing is a complex investment, not just buying a ready-to-use thing.
But Partners start with a ready-to-use team, and they head together to the
designated point - a valuable software product. Therefore, there’s a strong
need for special awareness and commitment from the both parties.
Such a venture requires something else than the Partner’s money. And the
providers shouldn’t represent the ‘take-money-and-run’ approach. The
Partner must take under consideration all factors: threats, risks,
opportunities, and benefits. Amature development team, with an
experienced Product Owner ahead, should serve with all the already
acquired knowledge and skills.
Below you can find the advantages of outsourced software development:
● Professional team. Self-organised, aware of the Partner’s business.
● Professional consulting: development with on-going notes and
remarks regarding possible functionalities.
● ‘Dedicated project management’. Every stage of emerging software
has the attention of both Product Owner and Scrum Master; they
also stay up-to-date with the Partner’s feedback.
‘An investment in knowledge pays the best interest’.
Benjamin Franklin
21
22. 7
Why not to outsource?
Outsourcing software development and software services is a great
opportunity to scale business, provide high-quality software faster, and
focus on core elements of the business instead of developing tools
supporting it. But not always.
There are certain situations and reasons against outsourcing that should
be known before taking the decision.
First of all, the Partner might be simply not yet ready for outsourcing. For
many entrepreneurs, outsourcing is not only a tool to optimise cost and
timeline, but a serious risk of transferring unique product know-how out of
the company’s country. Building a trust-based relationship with a developer
is the key.
Secondly, outsourcing is neither good for the Partner nor for his or her
business if he or she doesn’t know Agile software development or doesn’t
see any value in it. The Scrum framework, even though it appears to be
simple, is a difficult and disciplined approach that ignites change and helps
organisation evolve more rapidly with a better risk control, which requires
full focus, openness, and courage. If the Partner is not ready to take up the
glove - we recommend that he or she doesn’t, although some
evangelisation always takes place.
Thirdly, outsourcing is always a risk of lower communication and a lack of
transparency between a Partner and a developer. Especially if the Partner
and developer represent different cultures. If the Partner’s not ready to
invest in online communication channels and regular meetings with a
subcontractor nor to be asked many questions not only before
development, but also during the entire collaboration - we'd rather
recommend reconsideration of the aims related to outsourcing.
It’s smart to be careful with quality. Although the result of development will
be easily visible, the quality of software is usually concealed. It's easier to
measure it in the Partner’s own playground than in the developer’s one.
Thus, if you are not sure if a developer tests the software properly, it's
may be a good idea to look for an alternative.
Finally, not only IT companies search for outsourcing opportunities.
Perhaps a reader of this e-book represents a different industry and is only
looking for a software house to develop and deliver what he or she needs.
If so, we're coming back to the trust.
22
24. 8
Useful tips
● Over 50% of decision makers have difficulties establishing
requirements of the project . And over 50% of those change them14
during the development. That is why some tips might be helpful.
● To avoid throwing money and unnecessary delays, the Partner
might want to consider a few aspects of the project. It’s worth
asking these questions:
❖ What is the subject of the product? (What do we want to do?)
❖ What tools, people, and methodologies do we want to use?
(How do we want to do it?)
❖ What happens when all fails? (What is the safety net?)
● Make sure a team you choose takes care of the process of making
software as much as you do . This directly means that the price15
should not be a factor. Good and cheaper teams can be found all
over the world. Good teams that actively participate in the process
are hard to come by.
● Take care of Definition of Done in the contract itself. If the software
has passed the required tests, all documentation has been
gathered, and software has the previously assumed code quality,
DoD has been met. DoD should exist as an attachment to the
contract and be established during the negotiations of it.
● Analyse who owns the copyright in the created code and make sure
you get the rights to the source code after the release of the
software.
‘Everybody in the real world will agree - the moment a
project is behind deadline, quality assurance tends to
go out the window’
Alan Cox, British developer, co-author of a Linux core
14
http://bit.ly/1qJlek0
15
http://bit.ly/1FnHsfP
24
25. 9
Are your ready ?
Are you ready to have your project made in Scrum? Answer the questions
below and find out.
✔Can you see the value in outsourcing and the direction from where
it came?
✔ Can you see yourself working in Scrum with the developer?
Attending periodic reviews, asking questions, actively taking part in
the process?
✔ Can you see the reasons why some teams are better suited for
Agile/Scrum projects? Can you see working with them on a project or
delegating a Project Manager or Product Owner?
✔ Are you aware of the necessity of having one decision maker for
the whole time of a project? Can you see the reason why they can
establish contact with you on a cultural level?
✔ Are you aware of Scrum requirements with reference to you as
the Partner on the project?
✔ Can you invest time to give feedback to the development team,
for instance, when they give you feedback on the new ideas and
solutions?
✔ Do you want to follow the changing business environment,
Partners’ expectations, new challenges? Do you want to develop your
business continuously? Do you need a scalable product opened to
new implementations and features?
‘Individual commitment to a group effort - that is what
makes a team work, a company work, a society work, a
civilization work’.
Vince Lombardi
25
26. Want to know more?
Join our free webinar with
certified Agile coach:
webinar@xsolve.pl
Credits:
This e-book was made under collective effort of XSolve crew:
Piotr Majchrzak Leszek Pietrzkiewicz Jaroslaw Scislak
26
27. Tell us about your software project or the
software team you need.
We'll be in touch right away!
hello@xsolve.pl
xsolve.pl/contact/
Managing Director: Piotr Majchrzak
Contact details:
+48 32 739 09 00
hello@xsolve.pl
http://www.xsolve.pl
http://www.xsolve.pl/blog/
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27