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

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Presentation on theme: "Managing Distributed Globalization Projects September, 2005 LRC-X 2005."— Presentation transcript:

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

2 Copyright © 2005 SymbioSys, Inc. All Rights Reserved slide 2 Presentation Topics Overview of Symbio What is Distributed Development? Challenges of Managing Distributed Globalization Projects How to Successfully Manage Distributed Teams Introduction

3 Copyright © 2005 SymbioSys, Inc. All Rights Reserved slide 3 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: % reference-able track record Introduction to Symbio Representative Client List:

4 Copyright © 2005 SymbioSys, Inc. All Rights Reserved slide 4 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 Skills and Assets Outsourcing Value Chain Number of Chinese Companies China’s Outsourcing Market Introduction To Symbio

5 Copyright © 2005 SymbioSys, Inc. All Rights Reserved slide 5 Integrated solutions across the entire software lifecycle BuildTestGo 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 support Description Service Line Services Offered Introduction to Symbio

6 Copyright © 2005 SymbioSys, Inc. All Rights Reserved slide 6 Topics Covered Introduction to Symbio What is Distributed Globalization? Challenges of Managing Distributed Projects How to Successfully Manage Distributed Teams Distributed Globalization Best Practices

7 Copyright © 2005 SymbioSys, Inc. All Rights Reserved slide 7 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?

8 Copyright © 2005 SymbioSys, Inc. All Rights Reserved slide 8 Characteristics of Teams: Yesterday and Today Traditional TeamsVirtual 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 21 st century, Upper Saddle River, NJ: Prentice Hall, 1995 What is Distributed Globalization?

9 Copyright © 2005 SymbioSys, Inc. All Rights Reserved slide 9 Topics Covered Introduction to Symbio What is Distributed Development? Challenges of Managing Distributed Projects How to Successfully Manage Distributed Teams Distributed Globalization Practices

10 Copyright © 2005 SymbioSys, Inc. All Rights Reserved slide 10 There are a number of challenges in making distributed globalization work Challenges of Managing Distributed Projects Cultural Incompatibility Leadership Problems Trust Issues Negative Competitiveness Dispersion Loss of “Communication Richness” Loss of “Teamness” Coordination Breakdown Cultural Differences

11 Copyright © 2005 SymbioSys, Inc. All Rights Reserved slide 11 Topics Covered Introduction to Symbio What is Distributed Globalization? Challenges of Managing Distributed Projects How to Successfully Manage Distributed Teams Distributed Development Best Practices

12 Copyright © 2005 SymbioSys, Inc. All Rights Reserved slide 12 Key Management Focus Areas: Successfully Managing Distributed Teams Process TechnologyPeople Key project drivers Project delivery models Methodologies Infrastructure Collaboration Tools Project Tools Team Organization Team Interaction Team Culture

13 Copyright © 2005 SymbioSys, Inc. All Rights Reserved slide 13 Identify the critical business drivers at outset of the engagement Delivery Acceleration Team Flexibility Cost Reduction Risk Mitigation / Project Dispersion Business Drivers Process TechnologyPeople Successfully Managing Distributed Teams

14 Copyright © 2005 SymbioSys, Inc. All Rights Reserved slide 14 There are a number of delivery models for distributed globalization Site A Site B t = 0delivery Module/Object-Based Site A Site B Phase-Based Site A Site B Integrated Site A Site B Follow-the-Sun Primary Business Driver Cost Risk Mitigation Flexibility Delivery Acceleration Process TechnologyPeople Successfully Managing Distributed Teams

15 Copyright © 2005 SymbioSys, Inc. All Rights Reserved slide 15 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 TechnologyPeople Successfully Managing Distributed Teams

16 Copyright © 2005 SymbioSys, Inc. All Rights Reserved slide 16 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 TechnologyPeople Successfully Managing Distributed Teams

17 Copyright © 2005 SymbioSys, Inc. All Rights Reserved slide 17 Collaborative technologies need to be “just there” Key objectives: Communication Team memory and knowledge center Provide 360 degree views Community Process TechnologyPeople Video conferencing Audio conference Chat/instant messenger E-whiteboard Virtual reality meeting Voic Groupware Calendar/schedule Discussion lists Meetingware SynchronousAsynchronous 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

18 Copyright © 2005 SymbioSys, Inc. All Rights Reserved slide 18 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 TechnologyPeople Successfully Managing Distributed Teams

19 Copyright © 2005 SymbioSys, Inc. All Rights Reserved slide 19 Symbio’s Avatar System Symbio Avatar Systems Powered by Remedy ARS Well- Managed Projects 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

20 Copyright © 2005 SymbioSys, Inc. All Rights Reserved slide 20 Symbio’s Avatar System Successfully Managing Distributed Teams Process TechnologyPeople

21 Copyright © 2005 SymbioSys, Inc. All Rights Reserved slide 21 Evolution of Teams Process TechnologyPeople 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

22 Copyright © 2005 SymbioSys, Inc. All Rights Reserved slide 22 Project Team Design Process TechnologyPeople Internationalization LocalizationQA & Testing Translation TeamsTechnical Writing Individual Roles: Project Manager Program Manager Product Specialist Committees: Project Management Technical Oversight Project Process Executive Management MethodologyTechnology & Support Project Office Successfully Managing Distributed Teams

23 Copyright © 2005 SymbioSys, Inc. All Rights Reserved slide 23 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 TechnologyPeople Successfully Managing Distributed Teams

24 Copyright © 2005 SymbioSys, Inc. All Rights Reserved slide 24 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 TechnologyPeople Successfully Managing Distributed Teams Time Trust Kick-offMilestone Completion

25 Copyright © 2005 SymbioSys, Inc. All Rights Reserved slide 25 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 TechnologyPeople Successfully Managing Distributed Teams Response Times within 1 business day Voic within 6 hours Define priority levels and expected response times FrequencyRegularly scheduled meetings Regularly scheduled reports AwarenessPost time zones/shifts Reporting into knowledge base EscalationSupport mechanisms for communication breakdown Liaisons for troubled interactions

26 Copyright © 2005 SymbioSys, Inc. All Rights Reserved slide 26 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 TechnologyPeople Successfully Managing Distributed Teams

27 Copyright © 2005 SymbioSys, Inc. All Rights Reserved slide 27 Distributed Development Best Practices Thank you! Questions? URL:


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