Managing Distributed Globalization Projects September, 2005 LRC-X 2005.
Transcript of Managing Distributed Globalization Projects September, 2005 LRC-X 2005.
Managing Distributed Globalization Projects
September, 2005
LRC-X 2005
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Copyright © 2005 SymbioSys, Inc. All Rights Reserved
Presentation Topics
Overview of Symbio
What is Distributed Development?
Challenges of Managing Distributed Globalization Projects
How to Successfully Manage Distributed Teams
Introduction
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Copyright © 2005 SymbioSys, Inc. All Rights Reserved
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
Introduction to Symbio
Representative Client List:
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Symbio is the recognized leader in China outsourcing
Onsite staffing, subcontracting
Co-management of projects
Dedicated teams
Fixed price/delivery
BPO
Total outsourcing
Project Mgmt
Infrastructure, Global
resources, Process and
Methodology
Domain expertise
Industry expertise
Financial scale
“Bodyshops”
Captive labs, Domestic IT firms
Maturity of Business Model
Ski
lls a
nd A
ssets
Outsourcing Value Chain
Number of Chinese Companies
China’s Outsourcing Market
Introduction To Symbio
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Integrated solutions across the entire software lifecycle
Build Test Go Global
Software Design and Development Services
Internationalization (I18N) Services
QA & Testing Services
Localization (L10N) Services
International Deployment & Integration Services
International Multilingual Support Services
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• 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
Descri
pti
on
Serv
ice L
ine
Serv
ices
Off
ere
d
Introduction to Symbio
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Topics Covered
Introduction to Symbio
What is Distributed Globalization?
Challenges of Managing Distributed Projects
How to Successfully Manage Distributed Teams
Distributed Globalization Best Practices
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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
What is Distributed Globalization?
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Characteristics of Teams: Yesterday and Today
Traditional Teams Virtual Teams
Co-located members Distributed members
Face-to-face interaction Electronic communication
Members from the same organization Members from different organizations
Hierarchical Networked
Mostly informal communication Continuous structured communication
Position authority Process and knowledge authority
Information distribution (push) Information access (pull)
Information on paper Electronic information
Sharing completed work Continuous sharing of work-in-process
Culture learned through osmosis Culture learned through electronic-based
communications and artifacts
Source: Grenier Ray & George Metes. Going Virtual: Moving your organization into the 21st century, Upper Saddle River, NJ: Prentice Hall, 1995
What is Distributed Globalization?
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Topics Covered
Introduction to Symbio
What is Distributed Development?
Challenges of Managing Distributed Projects
How to Successfully Manage Distributed Teams
Distributed Globalization Practices
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There are a number of challenges in making distributed globalization work
Challenges of Managing Distributed Projects
Cultural Incompatibility
Leadership ProblemsTrust Issues
Negative Competitiveness
Dispersion
Loss of “Communication Richness”
Loss of “Teamness”
Coordination Breakdown
Cultural Differences
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Topics Covered
Introduction to Symbio
What is Distributed Globalization?
Challenges of Managing Distributed Projects
How to Successfully Manage Distributed Teams
Distributed Development Best Practices
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Key Management Focus Areas:
Successfully Managing Distributed Teams
Process
Technology People
• Key project drivers
• Project delivery models
• Methodologies
• Infrastructure
• Collaboration Tools
• Project Tools
• Team Organization
• Team Interaction
• Team Culture
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Identify the critical business drivers at outset of the engagement
Delivery Acceleration
Team Flexibility
Cost Reduction
Risk Mitigation /
Project Dispersion
Business
Drivers
Process
Technology
People
Successfully Managing Distributed Teams
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There are a number of delivery models for distributed globalization
Site A
Site B
t = 0 delivery
Module/Object-Based
Site A
Site B
Phase-Based
Site A
Site B
Integrated
Site A
Site B
Follow-the-Sun
Pri
mary
Bu
sin
ess D
river
Cost
Risk Mitigati
on
Flexibility
Delivery Acceleratio
n
Process
Technology
People
Successfully Managing Distributed Teams
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Methodologies and processes must be repeatable
Project Management
Processes
• Ongoing project operations• Personnel issues• Project performance• Level of service management
Asset Management
Processes
• Release management • Configuration management• Security: physical, individual, logical
Production Management
Processes
• Environment integrity• System testing• Acceptance testing• Production turnover
Management Oversight Processes
• Audit and review project performance• Escalation processes
Continuous Improvement
Processes
• Project operations improvement• Continuous process improvement• SEI-CMM compliance
Process
Technology
People
Successfully Managing Distributed Teams
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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
Process
Technology
People
Successfully Managing Distributed Teams
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Collaborative technologies need to be “just there”
Key objectives:• Communication
• Team memory and knowledge center
• Provide 360 degree views
• Community
Process
Technology
People
• Video conferencing
• Audio conference
• Chat/instant messenger
• E-whiteboard
• Virtual reality meeting
• Voicemail
• Groupware
• Calendar/schedule
• Discussion lists
• Meetingware
Synchronous Asynchronous
Different
Same
Time
Place
Source: Erran Carmel. Global Software Teams: Collaborating Across Borders and Time Zones, Upper Saddle River, NJ: Prentice Hall, 1999
Successfully Managing Distributed Teams
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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
Process
Technology
People
Successfully Managing Distributed Teams
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Symbio’s Avatar System
Symbio Avatar Systems
Powered by Remedy ARS
Well-ManagedProjects
• Project Management• Project Delivery• Asset Management• Production Control• Continuous Improvement
Development Methodologies
• Resource Management• Project Staffing• Resource Training
Management Methodologies
• Bug Tracking (SymTrack)• Programming Tools• Knowledge Base
(SymBase)• Analysis Tools
Project Tools
• Design Chain Control• Process Monitoring• Escalation Management• Impact Analysis• Version Control
Collaborative Technologies
Role-Based Digital Cockpits
Client View
Project Team
Project Office
Successfully Managing Distributed Teams
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Symbio’s Avatar System
Successfully Managing Distributed Teams
Process
Technology
People
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Evolution of TeamsProcess
Technology
People
HQ
Stage 1: One location
Stage 2: Centralized coordination
HQ
Stage 3: Globally integrated
HQ
Source: Erran Carmel. Global Software Teams: Collaborating Across Borders and Time Zones, Upper Saddle River, NJ: Prentice Hall, 1999
Successfully Managing Distributed Teams
As organizations become more distributed, lateral communication increases
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Project Team DesignProcess
Technology
People
Internationalization
Localization
QA & Testing
Translation Teams
Technical Writing
Individual Roles:
Project ManagerProgram ManagerProduct Specialist
Committees:Project
ManagementTechnical Oversight
Project Process
Executive Management
Methodology
Technology & Support
Project Office
Successfully Managing Distributed Teams
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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
Process
Technology
People
Successfully Managing Distributed Teams
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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
Process
Technology
People
Successfully Managing Distributed Teams
Time
Trust
Kick-off Milestone Milestone Milestone
Completion
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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
Process
Technology
People
Successfully Managing Distributed Teams
Response Times • Email within 1 business day
• Voicemail within 6 hours
• Define priority levels and expected response times
Frequency • Regularly scheduled meetings
• Regularly scheduled reports
Awareness • Post time zones/shifts
• Reporting into knowledge base
Escalation • Support mechanisms for communication breakdown
• Liaisons for troubled interactions
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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
Process
Technology
People
Successfully Managing Distributed Teams
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Distributed Development Best Practices
Thank you!
Questions?
Email: [email protected]
URL: www.symbio-group.com