1 / 27

LRC-X 2005

Managing Distributed Globalization Projects September, 2005. LRC-X 2005. Introduction. Presentation Topics. Overview of Symbio What is Distributed Development? Challenges of Managing Distributed Globalization Projects How to Successfully Manage Distributed Teams.

roxy
Download Presentation

LRC-X 2005

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Managing Distributed Globalization Projects September, 2005 LRC-X 2005

  2. Introduction Presentation Topics • Overview of Symbio • What is Distributed Development? • Challenges of Managing Distributed Globalization Projects • How to Successfully Manage Distributed Teams

  3. Representative Client List: Introduction to Symbio Symbio is a leader in IT services and outsourcing • Founded in 1994 • IBM product development heritage • Number of employees: 550+ • Global presence • US – 4 offices • International – 8 offices • Development Centers – 4 labs • Number of clients: 300+ • 100% reference-able track record

  4. Outsourcing Value Chain Total outsourcing Financial scale BPO China’s Outsourcing Market Industry expertise Fixed price/delivery Domain expertise Dedicated teams Skills and Assets Infrastructure, Global resources, Process and Methodology Captive labs, Domestic IT firms Co-management of projects “Bodyshops” Project Mgmt Onsite staffing, subcontracting Maturity of Business Model Number of Chinese Companies Introduction To Symbio Symbio is the recognized leader in China outsourcing

  5. Introduction to Symbio Integrated solutions across the entire software lifecycle Build Test Go Global Software Design and Development Services International Deployment & Integration Services International Multilingual Support Services QA & Testing Services Localization (L10N) Services Internationalization (I18N) Services Service Line Develop software applications and products faster and cost-effectively Scale software globally and reduce globalization costs and time-to-market Guarantee software quality while cutting QA cycle times and testing costs Customize software, websites and documents for international markets Implement and integrate solutions for your customers and users around the world Support the needs of your customers and users around the world Description • Application design and development • Software reengineering • Platform porting • Maintenance & sustaining engineering • I18N audit and code analysis • Unicode reengineering • DBCS/MBCS enablement • I18N testing • Pseudo-localization • Test planning • Black box/white box testing • End-to-end software testing • Globalization testing • Product certification • Localization engineering • Translation of software, Web, documentation • Desktop publishing • Locale-specific enhancements • Software customization • In-country system integration • In-country implementation • In-country maintenance • Level 1 help desk support • Level 2 technical support • Level 3 problem remediation • Multilingual email support Services Offered

  6. Distributed Globalization Best Practices Topics Covered • Introduction to Symbio • What is Distributed Globalization? • Challenges of Managing Distributed Projects • How to Successfully Manage Distributed Teams

  7. What is Distributed Globalization? What is distributed Globalization? • Definition: Distributed globalization is the process of executing projects by utilizing two or more teams in separate locations • Typically leveraging offshore development centers • Example: Completing I18N readiness testing in China, Localization to French in France, and LVT in Taiwan. • Distributed globalization is quickly becoming a mainstream process • Reduction in development costs • Need for specialized talent/equipment • Reduction in time-to-market • Closeness to customer/global presence • Scalability • Acquisitions/industry consolidation

  8. What is Distributed Globalization? Characteristics of Teams: Yesterday and Today

  9. Distributed Globalization Practices Topics Covered • Introduction to Symbio • What is Distributed Development? • Challenges of Managing Distributed Projects • How to Successfully Manage Distributed Teams

  10. Cultural Differences Dispersion Loss of “Teamness” Loss of “Communication Richness” Coordination Breakdown Challenges of Managing Distributed Projects There are a number of challenges in making distributed globalization work Cultural Incompatibility Leadership Problems Trust Issues Negative Competitiveness

  11. Distributed Development Best Practices Topics Covered • Introduction to Symbio • What is Distributed Globalization? • Challenges of Managing Distributed Projects • How to Successfully Manage Distributed Teams

  12. Successfully Managing Distributed Teams Key Management Focus Areas: • Key project drivers • Project delivery models • Methodologies Process • Infrastructure • Collaboration Tools • Project Tools • Team Organization • Team Interaction • Team Culture Technology People

  13. Cost Reduction Delivery Acceleration Business Drivers Process Risk Mitigation / Project Dispersion Team Flexibility Technology People Successfully Managing Distributed Teams Identify the critical business drivers at outset of the engagement

  14. Module/Object-Based Site A Site B t = 0 delivery Phase-Based Site A Site B Integrated Site A Site B Process Technology People Follow-the-Sun Site A Site B Successfully Managing Distributed Teams There are a number of delivery models for distributed globalization Cost Risk Mitigation Primary Business Driver Flexibility Delivery Acceleration

  15. Ongoing project operations • Personnel issues • Project performance • Level of service management Project Management Processes Asset Management Processes • Release management • Configuration management • Security: physical, individual, logical • Environment integrity • System testing • Acceptance testing • Production turnover Production Management Processes Process Management Oversight Processes • Audit and review project performance • Escalation processes Technology People Continuous Improvement Processes • Project operations improvement • Continuous process improvement • SEI-CMM compliance Successfully Managing Distributed Teams Methodologies and processes must be repeatable

  16. Process Technology People Successfully Managing Distributed Teams Infrastructure is the most basic technology requirement • Infrastructure best practices: • High bandwidth connections at all sites • Private internal networks • VPNs • Establish consistent hardware and software platforms

  17. Process Technology People Successfully Managing Distributed Teams Collaborative technologies need to be “just there” • Key objectives: • Communication • Team memory and knowledge center • Provide 360 degree views • Community Time Synchronous Asynchronous • Video conferencing • Audio conference • Chat/instant messenger • E-whiteboard • Virtual reality meeting • Email • Voicemail • Groupware • Calendar/schedule • Discussion lists Different Place • Meetingware Same Source: Erran Carmel. Global Software Teams: Collaborating Across Borders and Time Zones, Upper Saddle River, NJ: Prentice Hall, 1999

  18. Process Technology People Successfully Managing Distributed Teams Project tools are the “nerves” to the team’s “brains” • Project management tools need to address eight basic functions • Software configuration management • Project status • Notification services • Project scheduling and tasking • Workflow and process management • Programming tools • Bug and change tracking • Team memory and knowledge center

  19. Powered by Remedy ARS Symbio Avatar Systems Development Methodologies Collaborative Technologies • Design Chain Control • Process Monitoring • Escalation Management • Impact Analysis • Version Control • Project Management • Project Delivery • Asset Management • Production Control • Continuous Improvement Well- Managed Projects • Bug Tracking (SymTrack) • Programming Tools • Knowledge Base (SymBase) • Analysis Tools • Resource Management • Project Staffing • Resource Training Management Methodologies Project Tools Role-Based Digital Cockpits Client View Project Team Project Office Successfully Managing Distributed Teams Symbio’s Avatar System

  20. Process Technology People Successfully Managing Distributed Teams Symbio’s Avatar System

  21. Stage 1: One location Stage 2: Centralized coordination Stage 3: Globally integrated HQ HQ HQ Process Technology People Successfully Managing Distributed Teams Evolution of Teams • As organizations become more distributed, lateral communication increases Source: Erran Carmel. Global Software Teams: Collaborating Across Borders and Time Zones, Upper Saddle River, NJ: Prentice Hall, 1999

  22. Executive Management Methodology Localization Individual Roles: Project Manager Program Manager Product Specialist Committees: Project Management Technical Oversight Project Process Technology & Support Process Technology People Translation Teams Project Office QA & Testing Technical Writing Successfully Managing Distributed Teams Project Team Design Internationalization

  23. Process Technology People Successfully Managing Distributed Teams Team culture and team interaction are closely related • A real team: • Perceived to be a team by its members • Recognized as a team by non-members • Shares collective responsibility for its work • Shares responsibility for managing its work • Has common set of goals or tasks • Works together on tasks that are interdependent • Shares its rewards

  24. Successfully Managing Distributed Teams Completion Kick-off Milestone Milestone Milestone Trust Process Technology People Time Trust is an essential ingredient that needs continual reinforcement • Building trust: • Role legitimization • Open information access for all team members • Designate team cheerleaders/liaisons • Schedule face-to-face meetings into the lifecycle

  25. Process Technology People Successfully Managing Distributed Teams Distributed teams need to be conditioned for cultural and distance issues • Distributed teams think in “shifts”, not time zones • Formalized communication protocols need to be in place

  26. Process Technology People Successfully Managing Distributed Teams Creating a common team culture requires active socialization • Maintain small, intimate teams • Lateral communication links grow geometrically: n*(n-1)/2 • Make teams see themselves as a common unit • Teams “belong” to certain managers • Encourage teams to give themselves a name • Encourage “war stories” • Foster an atmosphere where shared rituals, stories, symbols and language can emerge • Encourage informal communication • Allow for team-specific jargon • Allow discussions to go “off the beaten path” – to a degree

  27. Distributed Development Best Practices Thank you! Questions? Email: arayani@symbio-group.com URL: www.symbio-group.com

More Related