This document discusses measuring the effectiveness of offshoring projects. It presents the Rightshore approach used by Capgemini, which emphasizes transparency through standardized processes, tools and reporting. Graphs show how offshoring can reduce project costs and schedules through concepts like the "cone of uncertainty" and separating work into front office and back office teams. Metrics like staffing levels, productivity hours and defects found are tracked over time to analyze performance and improve estimates.

1. Measurement effectiveness of off shoring
Ronald Oudshoorn - Capgemini
9 april 2009
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2. Rightshore Approach
One team concept (project and core
team support)
High level of standardisation (process,
methods, tooling)
High level of transparency (reports,
measurement)
Use of communication tools (video
communication, web cam,
communicator, Skype, ..)
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3. The cone of uncertainty
Project cost Project
(effort and size) Schedule
4x 1.6x
2x 1.25x
1.5x 1.15x
1.25x 1.1x
1.0x 1.0x
0.8x 0.9x
0.67x 0.85x
0.5x 0.8x
0.25x 0.6x
Inception Elaboration Construction Transition
Time
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4. ADC Concept – People Process, Technology
Assemblyline Technology partners
CMM Level 3
CMMi Level 5 (India)
ADC Coreteam,
Coaching,
SQA, Tools, Infrastructuur
Office
Assembly, E&M. Hardware
World-wide Software
collaboration
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5. Project control
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6. Estimation & Measurement lifecycle
Estimate
IMPROVE ESTIMATE
CREATE BASELINE
Estimation
Analyze database Measure
CREATE INSIGHT
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7. Project Structure Rightshore
Clarity Rightshore
program
20 % effort FO BO 80 % effort
(frontoffice) (backoffice)
planning planning
Team 1 Team 1
planning planning
1 1
Team 2 Team 2
planning planning
2 2
Team x Team x
planning planning
x x
FO BO
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8. Measurement
Tracking actuals
Project
Create/
Record Earned Record Static Quality
Update
Hours Value defects Build results
planning
RequisitePro
ClearQuest Continuous
Clarity Repository ClearCase
Sourgeforge Integration
Clarity
Report to
E&M Track in
SLIM Project
Manager
Officer Control
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9. Project Dashboard
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10. Measurement Report
Stop Light Overview
Avg Staff FO Avg Staff BO
0 1 3 5 0 1 3 5 40
12
10
30
8
PHR
20
ppl
6
4
10
2
0 0
3 6 9 12 15 18 21 24 27 30 33 36 39 42 45 48 51 54 3 6 9 12 15 18 21 24 27 30 33 36 39 42 45 48 51 54
08-03 29-03 19-04 10-05 31-05 21-06 12-07 02-08 23-08 13-09 04-10 25-10 15-11 06-12 27-12 17-01 07-02 28-02 21-03 08-03 29-03 19-04 10-05 31-05 21-06 12-07 02-08 23-08 13-09 04-10 25-10 15-11 06-12 27-12 17-01 07-02 28-02 21-03
'08 '09 '08 '09
Cumulative Product Construction Cum Def ects Found Default
0 1 3 5 80 0 1 3 5 600
500
60
400
SLOC (thousands)
Defects
40 300
200
20
100
0 0
3 6 9 12 15 18 21 24 27 30 33 36 39 42 45 48 51 54 3 6 9 12 15 18 21 24 27 30 33 36 39 42 45 48 51 54
08-03 29-03 19-04 10-05 31-05 21-06 12-07 02-08 23-08 13-09 04-10 25-10 15-11 06-12 27-12 17-01 07-02 28-02 21-03 08-03 29-03 19-04 10-05 31-05 21-06 12-07 02-08 23-08 13-09 04-10 25-10 15-11 06-12 27-12 17-01 07-02 28-02 21-03
'08 '09 '08 '09
Current Plan Actuals Current Forecast Green Control Bound Yellow Control Bound Project: Glossy
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11. Rightshore Approach
One team concept (project and core
team support)
High level of standardisation (process,
methods, tooling)
High level of transparency (reports,
measurement)
Use of communication tools (video
communication, web cam,
communicator, Skype, ..)
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12. Lessons learned
Productivity influencers :
Clarity of requirements
India uses larger team sizes
Be aware of extra effort spent, not always logged
Extra effort spent on:
Requirements management
Communication
Project management
Knowledge transfer and knowledge sharing
Translations
• Off-shoring is less time efficient, it is
cost efficient
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13. Your questions
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