distributed/dual-shore agile software development is it ... · •initial dual-shore / agile combo...

Distributed/Dual-Shore Agile

Software Development –

Is It Effective?

Michael Hall, Three Beacons

March 4, 2009

© www.synerzip.com / www.threebeacons.com 2009

Today’s Webinar Discussion

2

• Business case for Dual-Shore development

• Business case for Agile

• Can Dual-Shore and Agile be combined effectively?

• Challenges

• Best Practices

• Synerzip Introduction


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Dual-Shore Organizational Models

3

Various dual-shore models of organization exist

“Turnkey”

“Hybrid”

“Sub-Contract”

Customer Remote dev teamFacilitator Oceanic/Country Divide

Customer Remote dev teamLocal CustDev Team

Oceanic/Country Divide

Customer Remote dev teamLocalDev Team

Oceanic/Country Divide


Dual-Shore Business Case

4

Dual-Shore is now a proven model

• Used since mid-90s

• Successfully for the last 5 years +

• Most large/med/small companies now using

• Typical savings of 20 – 40%* when managed effectively

• Technical talent infusion

• Requires different approach to development

• Riskier, but rewards are worth it

* Several sources: Gartner Group outsourcing report, Ventoro research report, and my personal experiences at Nortel and Samsung


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Agile Methods

5

Agile Methods are a radical shift in how to develop software

• Not top dressing!

• The only thing that matters: delivery of working software

• Deliver business value as early as possible, early ROI

• Iterative – 2 to 4 week time-boxed iterations, functional slices

• Encourage requirements change

• Emphasize people/team aspects – collaboration, trust, self-organization, etc.

• Inspect and adapt

• Ruthless prioritization


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Agile Business Case

6

Agile Methods are now a proven model

• Used since 2001

• Extremely successful in delivering ROI early

• Many companies now using

• Typical savings of 30 – 40%*

• Typical productivity increases of 15 – 20%*

• Requires different philosophical approach to development

• Rewards are so worth it

*Note: white paper “The Business Case for Agile” on www.threebeacons.com


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The Big Question

7

“Can I combine both Dual-Shore

outsourcing with Agile Methods to

derive an even greater benefit?”


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Challenges

8

People

• Trust

• Language & culture

• Pain threshold / value

• Establishing single team identity

?

Agile is all about trust, self-organizing teams, and accountability. How can this work if the development team is halfway around the world?


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Challenges

9

Information Sharing / Communication

• Communication

• Shared project vision, context

• Visibility of status and issues

• Synchronization

• Customer presence

Agile is all about co-location, collaboration, synchronization, and instant visibility. How can this work if the development team is halfway around the world?


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Challenges

10

Project Organization

• New roles

• New responsibilities

• Different work hours

• Required activities for collaboration

Agile is all about an onsite customer, coaches, product owners, and ScrumMasters. How can this work if the development team is halfway around the world?


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Best Practices - Preparation

11

Prepare for the project (1 of 3)

• Assess offshore capabilitieso Understanding of Agileo Server/network/desktop infrastructureo Communication capabilities

• Align with proven companies, or adjust your offshore team

• Provide team-based Agile training

• Meet face-to-face, build trust

• Establish shared project vision


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12


• Establish TDD (test driven development) across all sub-teams

• Establish CI (continuous integration) across all sub-teams

• Establish multi-site replicated development environmento Source repositoryo Compilerso Debuggerso Frameworkso Bug trackero Quality toolso Hardware platformso Build machineo Etc.

• Establish synchronization and communication plan


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13


• Establish rigorous quality plan* up front and get remote team buy-ino Coding standardso Code reviewso Code purification requirementso Complexity analysiso Consensus-based designso Definition of “done”o Source control philosophyo Defect tracking mechanismo Etc.

• Double-check project budgeto Account for heavy travel o Account for face-to-face discussions for iteration 1 and release planningo Account for regular recurring facilitator visits to remote location

*Note: white paper “The 3 Beacons of Software Project Success” on www.threebeacons.com

Note: many of these prep activities are appropriate for an “Iteration 0”


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Best Practices - Execution

14

Execute the project (1 of 5)

• Short iterations (2 – 3 weeks)

• Build trust!o Learn cultural differences, acknowledge diversity o “Seed Visits”o Cross-pollinate development teams and rotate every 2 monthso Execute iteration 1 with entire team at one site

• Focus on “individuals and interactions”o Customer voiceo Adjust work hours (if necessary) to insure at least 1 hour overlap

Dedicate this hour each day to “interactions”

o Share “pain” equally o Insure remote location has an onsite ScrumMaster / Agile evangelisto Embed an Agile coach on each sub-teamo Never end an iteration on Friday if offshore team is more than 6 hours away


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15


• Information Share – facilitate the gapso Project status

Wiki pages: iteration theme, start/stop dates, user story names, story board pictures, burndown chart, team member names, pics, email ids, IM ids, etc.

Digital pictures Excel spreadsheets Electronic story board Collaboration tools: ScrumWorks, AgileTrac, Rally, etc.

o Iteration planning, review/demo, retrospective Entire team Adjusted hours (if necessary) Share the pain

o Combine iteration review, retrospective, and iteration planning Plan for longer meetings due to overhead

o Release planning At least once a quarter Entire team face-to-face


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16


• Synchronization

o Daily combined sync (via work overlap) Videoconference or teleconference remote team Alternate speaking across sub-teams

o ScrumMaster at each location Works impediments raised by their sub-team Sync notes on the wiki Syncs with ScrumMaster and Facilitator at other location


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17


• Communication – facilitate the gaps

o Teleconferences, direct phone calls Invest in headsets Avoid speakerphones Skype – internet phone calls

o Video conferences WebEx MS NetMeeting remote desktop Adobe Connect Watch body language!

o Video record Project vision, key design ideas, user story workshops

o Email Use group email id for communication involving more than 1 or 2

o IM Presence


http://images.google.com/imgres?imgurl=http://www.techgadgets.in/images/sony-pfr-v1-headset.jpg&imgrefurl=http://www.techgadgets.in/peripherals/2007/03/sony-pfp-v1-headset-stimulates-front-facing-speakers/&usg=__jOvm9uxRL2yB0Ebq5t6eqhD8oMs=&h=306&w=450&sz=25&hl=en&start=53&um=1&tbnid=99DjEGkoQe89BM:&tbnh=86&tbnw=127&prev=/images%3Fq%3Dheadset%26start%3D40%26ndsp%3D20%26um%3D1%26hl%3Den%26sa%3DN

http://images.google.com/imgres?imgurl=http://www.wiredred.com/images/epop_pip.jpg&imgrefurl=http://www.wiredred.com/video-conferencing/internet-video-conferencing.html&usg=__8Tf_V9suQIvhhXC5exCS6sG8PeI=&h=634&w=706&sz=232&hl=en&start=7&um=1&tbnid=hcGHMJD1WyPIJM:&tbnh=126&tbnw=140&prev=/images%3Fq%3Dvideo%2Bconference%26um%3D1%26hl%3Den

http://images.google.com/imgres?imgurl=http://static.howstuffworks.com/gif/aol-instant-messenger-7.jpg&imgrefurl=http://communication.howstuffworks.com/aol-instant-messenger.htm/printable&usg=__ToFWuJWx3ZUJrm7DkP_CRNX2DF0=&h=300&w=400&sz=130&hl=en&start=2&um=1&tbnid=Z9ucJqe7f2UiIM:&tbnh=93&tbnw=124&prev=/images%3Fq%3DInstant%2Bmessenger%26um%3D1%26hl%3Den


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• Disciplined developmento Collaborative designs

Virtual whiteboard Desktop sharing, WebEx sessions Wiki pages

o Document “key design ideas” consensus

o Estimate user stories as a team Split iteration commitments along user story lines

o Hold needed technical discussions immediately after daily sync

o Update iteration backlog immediately after technical discussions

o Verify adherence to rigorous quality plan

o Buddy code reviewso Assign local buddy to remote buddy and vice-versa

o Done means “done”, nothing less


http://images.google.com/imgres?imgurl=http://healeylibrary.wikispaces.com/space/showimage/wiki.gif&imgrefurl=http://alissabradford.edublogs.org/page/2/&usg=__6YIVwyXHqzDmehS8KR_eWpW8MH8=&h=250&w=450&sz=12&hl=en&start=2&sig2=gkAR_nHuNk89Fz1CYPk9lw&tbnid=dThuas_B7so7WM:&tbnh=71&tbnw=127&ei=gDWaSeGdLomgtwe_mpSzCw&prev=/images%3Fq%3Dwiki%26gbv%3D2%26hl%3Den

http://sawdust.see-do.org/openlogic/dimdim_full5.jpg

Best Practices - End

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End the project

• Metricso Ratio of local/offshore resources o Capture features deliveredo Time to marketo Others

• Perform special dual-shore cost analysiso Comparison versus all in-shoreo Track dual-shore costs separately

Travel Additional infrastructure Communication Etc.

• Lessons learnedo Dual-shore practices that worked & did not worko For continuous improvement

• Celebrateo Together if possible, separate locations at minimum


http://images.google.com/imgres?imgurl=http://www.kaushik.net/avinash/wp-content/uploads/2007/10/metrics.jpg&imgrefurl=http://www.kaushik.net/avinash/2007/10/engagement-is-not-a-metric-its-an-excuse.html&usg=__BIe0SaHgjo6ql68cGy8DgUyFla0=&h=335&w=495&sz=94&hl=en&start=1&tbnid=rX7_Hs2ignEcsM:&tbnh=88&tbnw=130&prev=/images%3Fq%3Dmetrics%26gbv%3D2%26hl%3Den

http://images.google.com/imgres?imgurl=http://www.dcgpricing.com/j0407205.jpg&imgrefurl=http://www.dcgpricing.com/cost_analysis.htm&usg=__U7XAR2mzmhxYldLrgm3VXra0fR4=&h=1024&w=1276&sz=200&hl=en&start=3&tbnid=OU9reQ7JKDF1zM:&tbnh=120&tbnw=150&prev=/images%3Fq%3Dcost%2Banalysis%26gbv%3D2%26hl%3Den

http://images.google.com/imgres?imgurl=http://www.uscg.mil/history/img/lessons_learned_small.jpg&imgrefurl=http://www.uscg.mil/history/articles/LessonsLearnedHomePage.asp&usg=__VTJea6bEWluYWsUWrPrhDVaT_q0=&h=792&w=612&sz=274&hl=en&start=11&tbnid=esFMAdE1Mo3UeM:&tbnh=143&tbnw=111&prev=/images%3Fq%3Dlessons%2Blearned%26gbv%3D2%26hl%3Den

http://images.google.com/imgres?imgurl=http://weblogs.newsday.com/sports/watchdog/blog/celebrate.gif&imgrefurl=http://weblogs.newsday.com/sports/watchdog/blog/internet_stuff/&usg=__tVHyEhiourfkR8WBvLi1RxtMLYw=&h=275&w=400&sz=26&hl=en&start=2&tbnid=WORQpIzneB_9uM:&tbnh=85&tbnw=124&prev=/images%3Fq%3Dcelebrate%26gbv%3D2%26hl%3Den

Dual-Shore Agile – Business Case

20

Effective Dual-Shore Agile is emerging

• Used since 2003 with mixed results

• Has matured well in the last 2 – 3 yearso Challenges well knowno Best practices well knowno Expertise growing

• Many companies now exploring this as viable delivery model

• Typical savings of 40 – 50% can be achieved*o Requires a few projects / years to get thereo Align with companies that specialize in Dual-Shore and Agile

• Requires different and flexible approach

• Rewards are worth it

* Based on early data and my experiences.


http://images.google.com/imgres?imgurl=http://newpersuasion.typepad.com/new_persuasion/images/2007/04/24/emerging_technologies_2.jpg&imgrefurl=http://newpersuasion.typepad.com/new_persuasion/2007/04/ten_emerging_te.html&usg=__tiXWz67wTnTTlkDJiWyC0WfTaC0=&h=350&w=350&sz=12&hl=en&start=1&tbnid=s8awND_5Rkp7QM:&tbnh=120&tbnw=120&prev=/images%3Fq%3Demerging%26gbv%3D2%26hl%3Den

http://images.google.com/imgres?imgurl=http://www.millenniumlearning.com/images/puzzle.jpg&imgrefurl=http://www.millenniumlearning.com/&usg=__rj8tqKDYX-hNJGIwO9Nm-Zj3zxo=&h=183&w=132&sz=26&hl=en&start=18&tbnid=AoGfJCGiBgu7DM:&tbnh=102&tbnw=74&prev=/images%3Fq%3Dorganizational%2Bagility%26gbv%3D2%26hl%3Den

http://images.google.com/imgres?imgurl=http://drewmclellan.typepad.com/photos/uncategorized/2007/10/28/roi.jpg&imgrefurl=http://www.drewsmarketingminute.com/2007/10/&usg=__iOWZtbDJHaknNl4D-InfkJcNtLw=&h=532&w=800&sz=303&hl=en&start=23&tbnid=2WeDj3rTxqjnkM:&tbnh=95&tbnw=143&prev=/images%3Fq%3DROI%26start%3D20%26gbv%3D2%26ndsp%3D20%26hl%3Den%26sa%3DN

Conclusion

21

Take-Aways

• Hard data evidence exists for Dual-Shore outsourcing business case

• Hard data evidence exists for Agile Methods business case

• Initial Dual-Shore / Agile combo data shows a viable business model

• Best practices are now known!

BUT

• Requires specialized expertise

• Requires extra effort and new ways of thinking

In many ways, Agile Methods are a “natural solution” for the extra risks and challenges associated with offshore outsourcing.


http://images.google.com/imgres?imgurl=http://docs.bankinfosecurity.com/files/webinars/landing/72_offshore_outsourcing_img.jpg&imgrefurl=http://www.bankinfosecurity.com/webinars.php%3FwebinarID%3D72&usg=__n55sP8Fj5CbkwebSVoY0hcf5AXU=&h=220&w=220&sz=16&hl=en&start=32&tbnid=m6FnZk3lh_433M:&tbnh=107&tbnw=107&prev=/images%3Fq%3Doffshore%2Boutsourcing%26start%3D20%26gbv%3D2%26ndsp%3D20%26hl%3Den%26sa%3DN

http://images.google.com/imgres?imgurl=http://jeffrey-feldman.typepad.com/photos/uncategorized/caution.jpg&imgrefurl=http://jeffrey-feldman.typepad.com/frameshop/2006/07/frameshop_the_r.html&usg=__CI2CGysPs_Rg9YRDuxLUVtAXF9k=&h=450&w=450&sz=33&hl=en&start=1&tbnid=VZSsFCl2m3JKhM:&tbnh=127&tbnw=127&prev=/images%3Fq%3Dcaution%26gbv%3D2%26ndsp%3D20%26hl%3Den%26sa%3DN

Questions?

22

www.threebeacons.com

Michael Hall, [email protected]

214.783.3936

www.synerzip.com

Hemant Elhence, [email protected]

469.322.0349

Agile Software Product Development Partner


1. Software development partner for small/mid-sized technology companies

Focus: small/mid-sized technology companies

Deep experience in product development, testing, & deployment

Handles full software development life cycle

Technology and industry domain agnostic

2. Actually reduces risk of development/deliveryExperienced software management team

Brings in appropriate level of engineering discipline

Practices Agile development – responsive, yet disciplined

3. Reduces cost – dual-shore team, 50% cost advantage

4. Offers long term flexibility – allows (facilitates) taking offshore team captive

Synerzip in a Nut-shell

Our Clients - Examples

http://www.yagnaiq.com/index.htm

http://www.clearorbit.com/index.php?sess_id=b0a39bdaf17f0f7c5cd34f8cc3d49d10

http://www.zafesoft.com/index.asp

http://www.hallsettlementsystems.com/Default.aspx

http://www.fd2s.com/home.php

http://www.repliqa.com/

http://www.broadlane.com/index.html

http://www.neofirma.com/Default.aspx

Thank You!

25

www.threebeacons.com

Michael Hall, [email protected]

214.783.3936

www.synerzip.com

Hemant Elhence, [email protected]

469.322.0349

Agile Software Product Development Partner


Call Us for a Free Consultation!

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