managing offshore projects

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  1. 1. Managing OffshoreSoftware Development Projects Presented by Orlando Moreno email: omoreno@hotmail.com Phone: 408.656.2498 web:http:// members.tripod.com/omoreno
  2. 2. What Is It
    • Offshore Development is the term most often used to describe the outsourcing of software programming and engineering services to facilities located in foreign countries with lower labor costs
    Offshore outsourcing is a viablesourcing option for IT departments Early 90s Mid to Late 90s Present Mundane work: mainframe maintenance Time critical: Y2K, re-engineering Business critical: sophisticatednew applications, integration
  3. 3. Where Is It
    • India is the major player in offshore development
    • Ireland, Israel, China, Philippines are also key players
    • Russia has stepped onto the world stage as a source of highly skilled, low cost developers
    Each generation of outsourcing countries has its own advantages and shortcomings
  4. 4. Why Do It
    • Execute projects at significantly lower cost
    • Leverage large pool of highly skilled resources
    • Accelerate project delivery schedule
    • Reduce on-site contracting
    • Ability to scale up/down quickly
    Produce more and faster for less
  5. 5. Why Not Do It
    • Language nuances
    • Cultural differences
    • Geographical distance
    • Time difference
    It is not simple
  6. 6. Companies Doing It
    • Intel, American Express, Lucent, Aetna, U.S. Healthcare, Compaq, General Motors, Home Depot, IBM, Microsoft, Motorola, Philips Semiconductors, Shell, Sprint, 3M, Sun Microsystems, Boeing, Northern Telecom, Target, Xerox,
    • Synxis, Videos.com, Smucker, The Principal Financial Group, Farmer's Insurance Group
    And many more, and smaller ones too
  7. 7. What they outsource
    • R&D
    • Development
    • Maintenance
    • Support
    • Help Desk
    • Operations
    All kinds of projects and services High Size Complexity Low High Offshore Offshore In-House Simplify
  8. 8. Should You Consider It
    • Do you have a perfect need for offshore outsourcing?
      • Tight budgets
      • Not enough people
      • Backlog of projects
      • Business is changing
      • Competition demands agility
      • Management expects delivery
      • Technology is evolving
    Maybe you should AND AT THE SAME TIME
  9. 9. If You Decide To Do It
    • Senior management buy-in
    • Right offshore vendor/partner
    • Win-win long term relationship
    • Clear project scope and requirements
    • Strong project management
    • Well defined and documented processes
    • Effective communication
    Remember these success factors
  10. 10. How To Select It
    • Define requirements for offshore outsourcing
    • Establish evaluation criteria
    • Research potential candidates
    • Identify initial list of candidates
    • Prepare RFP
    • Request proposals
    • Evaluate responses
    • Check references
    • Select short list of candidates for face-to-face meetings
    • Conduct vendor meetings
    • Visit vendors offshore development centers
    • Make final selection
    • Negotiate a win-win contract
    Carefully, with all possible attention
  11. 11. Evaluation criteria
    • Are they a viable vendor/partner?
      • capabilities and services, location, political stability, culture, size, financials, references
    • Do they have required delivery capabilities?
      • staff skills and experience, resources availability and retention, ability to ramp up, software development process, infrastructure, knowledge management, quality focus
    • Is their pricing model competitive?
      • fixed price vs. time-and-materials, offshore and onshore rates used for estimations
    Three major areas of assessment
  12. 12. Relationship Models Outsourcing individual projects Offshore development center with dedicated resources Joint venture with offshore vendor Wholly owned offshore subsidiary Benefits Level of Engagement Additional bodies Start small, but think long term
  13. 13. Managing Vendor
    • Senior management champion is critical
    • Separate vendor/contract management from project work
    • Put in place an effective process to manage the relationship
    • Require single point of contact from vendor
    • Clearly define roles and responsibilities
    • Start small, learn to work together
    • Understand cultural differences
    • Involve vendor in planning process
    • Measure vendor performance
    • Provide feedback
    Establish win-win relationship
  14. 14. Managing Projects
    • Assign dedicated project manager
    • Require single point of contact from vendor
    • Establish one team
    • Maintain a positive environment
    • Clearly define projects scope and requirements
    • Follow well defined and documented processes
    • Control scope
    • Use appropriate collaboration tools
    • Communicate, communicate, communicate
    It is all about peoplecommunicationand deliverables
  15. 15. Offshore/Onsite Mix Offshore Onsite More More Small team from the vendor company is located at customers site Vendors project manager is located at customers site Vendor does not have any onsite presence Development team is always offshore
  16. 16. Offshore/Onsite Mix (cont.) Onsite: 1. Planning 2. Analysis 7. User acceptance 8. Training Offshore: 3. Design 4. Coding 5. Testing 6. Documentation Implementation Project management ONE TEAM All good project management practices apply
  17. 17. Q&A
    • Are you ready for offshore outsourcing ?

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