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Managing Distributed Globalization Projects September, 2005 LRC-X 2005

Managing Distributed Globalization Projects September, 2005 LRC-X 2005

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

Managing Distributed Globalization Projects

September, 2005

LRC-X 2005

Page 2: Managing Distributed Globalization Projects September, 2005 LRC-X 2005

slide 2

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

Page 3: Managing Distributed Globalization Projects September, 2005 LRC-X 2005

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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:

Page 4: Managing Distributed Globalization Projects September, 2005 LRC-X 2005

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Copyright © 2005 SymbioSys, Inc. All Rights Reserved

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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Copyright © 2005 SymbioSys, Inc. All Rights Reserved

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

Page 6: Managing Distributed Globalization Projects September, 2005 LRC-X 2005

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Copyright © 2005 SymbioSys, Inc. All Rights Reserved

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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Copyright © 2005 SymbioSys, Inc. All Rights Reserved

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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Copyright © 2005 SymbioSys, Inc. All Rights Reserved

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?

Page 9: Managing Distributed Globalization Projects September, 2005 LRC-X 2005

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Copyright © 2005 SymbioSys, Inc. All Rights Reserved

Topics Covered

Introduction to Symbio

What is Distributed Development?

Challenges of Managing Distributed Projects

How to Successfully Manage Distributed Teams

Distributed Globalization Practices

Page 10: Managing Distributed Globalization Projects September, 2005 LRC-X 2005

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Copyright © 2005 SymbioSys, Inc. All Rights Reserved

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

Page 11: Managing Distributed Globalization Projects September, 2005 LRC-X 2005

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Copyright © 2005 SymbioSys, Inc. All Rights Reserved

Topics Covered

Introduction to Symbio

What is Distributed Globalization?

Challenges of Managing Distributed Projects

How to Successfully Manage Distributed Teams

Distributed Development Best Practices

Page 12: Managing Distributed Globalization Projects September, 2005 LRC-X 2005

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Copyright © 2005 SymbioSys, Inc. All Rights Reserved

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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Copyright © 2005 SymbioSys, Inc. All Rights Reserved

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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Copyright © 2005 SymbioSys, Inc. All Rights Reserved

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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Copyright © 2005 SymbioSys, Inc. All Rights Reserved

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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Copyright © 2005 SymbioSys, Inc. All Rights Reserved

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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Copyright © 2005 SymbioSys, Inc. All Rights Reserved

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

• Email

• 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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Copyright © 2005 SymbioSys, Inc. All Rights Reserved

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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Copyright © 2005 SymbioSys, Inc. All Rights Reserved

Symbio’s Avatar System

Successfully Managing Distributed Teams

Process

Technology

People

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Copyright © 2005 SymbioSys, Inc. All Rights Reserved

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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Copyright © 2005 SymbioSys, Inc. All Rights Reserved

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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Copyright © 2005 SymbioSys, Inc. All Rights Reserved

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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Copyright © 2005 SymbioSys, Inc. All Rights Reserved

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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Copyright © 2005 SymbioSys, Inc. All Rights Reserved

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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Copyright © 2005 SymbioSys, Inc. All Rights Reserved

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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Copyright © 2005 SymbioSys, Inc. All Rights Reserved

Distributed Development Best Practices

Thank you!

Questions?

Email: [email protected]

URL: www.symbio-group.com