localization to the far east case study
DESCRIPTION
This presentation was part of a lecture that was given durign LISA 2009 - Global Outsourcing Services and Software Development held in Talinn Estonia June 2009 Through a case study of a global localization project, the presntation describes the advantages and challenges created when combining offshoring , global delivery model and agile development methodologyTRANSCRIPT
Localization to the Far East - Case Study
Aviram Eisenberg, CEO, Ignite
Off-Shoring
Global Delivery
Agenda
Agile Development
Ignite Ltd
Ignite is an Outsourcing Boutique
Pure Play Software Development Company
Global Delivery Model (onsite-offshore)
Agile Development Methodology
Strong onsite staff (senior R&D Managers)
Five offshore centers (in Russia, Ukraine, Belarus and Mexico)
Tailor-made software development solutions
The Need for Localization - 2009
Global economy require global solutions
Current financial crisis drive ISVs to inspect their business models
Small to mid-size ISVs are shifting focus to the BRIC countries
While India does not require localization Brazil, Russia and China do
35% increase in localization projects started
The Customer
A mid-sized international software vendor US management and marketing
Israeli RD center
Until 2008 focused only on the US and EU markets
A highly technical product targeting IT managers
High investment in trainings, hence expensive deployments
As financial crisis developed changed focus to the Far East market: China, India, Japan
The Project Scope
Deliver the Japanese-based version within three monthsOver 60,000 resource linesOver 3500 online documentation pagesGlobalization infrastructure to be done by internal R&D staffTranslation to be done by external provider QA: joint effort customer + providerAcceptance to be done by a Japanese distributor
Global Delivery Model
Marketing
R&D
Translation team?
Test team?
Acceptance
The Challenges
Where? What is the offshore location best suited for this task?
What? The project scope does not fit the time frame
How? How do we meet the deadline?
How do we transfer knowledge in such a short time frame using globally distributed teams?
Where?
Japanese team and Chinese teamExpensiveR&D Bottleneck
Pure Chinese teamTranslate English-Chinese first and then translate Chinese-JapaneseCost-effectiveNot according to customer priority
Belarusian teamHybrid native speakers and linguistics teamCost-effectiveSame time zone as R&D
What?
Only three months for the Japanese localization projectDelivery dates to end-customers cannot be changedPrioritize the requirementsAdjust the scope - not the delivery dateInitial scope included:
InstallerUser ManualThe main admin component
A second and third deliveries included the rest of the components
How?
Even after the scope change – the time frame is still very tight…
Vertical work instead of horizontal one
Waterfall-based Localization
Build Glossary
Test
Fix
Translate
Translate Test
Test Fix
Fix
Translate
FixFix
TestTest
TranslateTranslate
TranslateTranslate
FixFix
TestTest
TranslateTranslate
Agile-based Localization
Build Glossary
Translate
Test
Fix
Update Glossary
Translate
Test
Fix
Agile-based Localization (cont)
Test Automation:Code level automation of resource occurrences in UI
Automate translation tests
String length comparison automation
String too long/shortIdentify suspects using string length comparison automation
Wrong translation/Missing translationIdentify suspects using automated translation tests
Pinpoint the screens in which a resource is used using code level automation of resource occurrences
Knowledge Transfer
Testing team does not enough time to learn the software
Send QA manager from the customer site in Israel to Belarus
Attach a Belarusian senior tester to him
Spin Testing
Global Delivery Model
Marketing
R&D
Translation team
Test team
Acceptance
Requirements
I18N Ready SW
Translated SW
QA Leader
DefectsLocalized SW
