Fixed Price Offshore Agile projects

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Fixed Price Offshore Agile projects presentation by MarcoJansen for Agile Chennai 2007 Conference http://agileindia.org/agilechennai07/index.htm

Tecnología Economía y finanzas

Offshore, Fixed-Price and Agile
(How) does that work?

Marco Jansen (marco@thoughtworks.com)

© ThoughtWorks, 2007 1
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The power of a QuickStart
From x to 5x in 8 weeks

© ThoughtWorks, 2007 2
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Ramping up the team
From 5 to 30 in two months
UK India
Client Principal Client Project Manager Project Manager 20 DEVs

2 BAs 4 Domain Subject Experts 6 BAs 6 QAs

Daily Standup
Weekly Showcase
Weekly Status Call

© ThoughtWorks, 2007 3
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Velocity = 0.5

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116 Developers
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© ThoughtWorks, 2007
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Difficult Times

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The burn-down chart is not burning down

Planned
1 Jan 2010

Current Velocity

4

From tracking to forecasting
So when do we deliver?

© ThoughtWorks, 2007 5
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From tracking to forecasting
So when do we deliver?

Decrease
Scope

Increase
Velocity

© ThoughtWorks, 2007 6
6

Reshaping the team
Improving velocity by bringing back focus
UK India Project Manager

Team 1 Team 2 Team 3
Client Principal

2 BAs 2 BAs 2 BAs
2 BAs

8 DEVs 8 DEVs 8 DEVs
Client Project Manager
2 QAs 2 QAs 2 QAs

4 Domain Subject Experts

DEV Huddle
QA Huddle
BA Huddle

Weekly TechLead Meeting
Weekly Showcase
Weekly Status Call
© ThoughtWorks, 2007 7
7

Intermezzo
An alternative mode: The Distributed Model
US India

Client Principal PM/IM

TechLead
Project Manager + Iteration Manager

3 BAs 13 DEVs 3 QAs
Architect + Tech Lead

4 BAs 4 DEVs 2 QAs

3 SMEs (part-time) Notice:
2 Client DEVs (not doing DEV)
=> Biggest bottleneck:
Communication between teams
Possible Consequence:
Lack of trust between teams

=> Role of BA in US vs role of BA is India

=> Separate teams by functionality !

© ThoughtWorks, 2007 9
9

Team setup in our Bangalore office
A dining table for every team

© ThoughtWorks, 2007 10
10

Building the right communication model

• Stand-ups
• Stand-up of
stand-ups
• Showcases
• DEV
Huddles
• Weekly
Status
Meeting
• Steering
Group
meetings

© ThoughtWorks, 2007 11
11

Client Visits
110 Stories Signed-off in 4 weeks

© ThoughtWorks, 2007 12
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Using metrics and feedback loops
Full team involved in scope management

FP © ThoughtWorks, 2007 13
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Joe’s Bucket
Making fixed-price and Agile work!

© ThoughtWorks, 2007 14
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Build trust by having Total Transparency
At any time the status of the project is visible for everybody

© ThoughtWorks, 2007 15
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Build trust by having Total Transparency
At any time the status of the project is visible for everybody

© ThoughtWorks, 2007 16
16

Build trust by having Total Transparency
At any time the status of the project is visible for everybody

© ThoughtWorks, 2007 17
17

Offshore, Fixed Price and Agile
Of course that works !

• Offshore:
Showcases driven by offshore location, role of the BA
on onsite location, client visits
• Fixed Price:
Full team involvement for scope management,
Joe’s Bucket
• Both:
Trust!

© ThoughtWorks, 2007 18
18

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3. Ramping up the team From 5 to 30 in two months UK India Client Principal Client Project Manager Project Manager 20 DEVs 2 BAs 4 Domain Subject Experts 6 BAs 6 QAs Daily Standup Weekly Showcase Weekly Status Call © ThoughtWorks, 2007 3 3

4. 0 200 400 600 800 1000 1200 38754 38761 38768 38775 38782 38789 38796 38803 38810 38817 38824 38831 38838 38845 38852 38859 38866 38873 Velocity = 0.5 38880 38887 38894 38901 116 Developers 38908 38915 38922 38929 38936 38943 38950 38957 38964 38971 38978 38985 38992 38999 39006 39013 39020 39027 39034 39041 39048 39055 39062 © ThoughtWorks, 2007 39069 39076 39083 39090 39097 39104 39111 Difficult Times 39118 39125 39132 39139 39146 39153 39160 39167 39174 39181 39188 39195 39202 1 Dec 2006 39209 39216 39223 39230 4 The burn-down chart is not burning down Planned 1 Jan 2010 Current Velocity 4

7. Reshaping the team Improving velocity by bringing back focus UK India Project Manager Team 1 Team 2 Team 3 Client Principal 2 BAs 2 BAs 2 BAs 2 BAs 8 DEVs 8 DEVs 8 DEVs Client Project Manager 2 QAs 2 QAs 2 QAs 4 Domain Subject Experts DEV Huddle QA Huddle BA Huddle Weekly TechLead Meeting Weekly Showcase Weekly Status Call © ThoughtWorks, 2007 7 7

8. Reshaping the team Improving velocity by bringing back focus UK India Project Manager Team 1 Team 2 Team 3 Client Principal 2 BAs 2 BAs 2 BAs 2 BAs 8 DEVs 8 DEVs 8 DEVs Client Project Manager 2 QAs 2 QAs 2 QAs 4 Domain Subject Experts DEV Huddle QA Huddle BA Huddle Weekly TechLead Meeting Weekly Showcase Weekly Status Call © ThoughtWorks, 2007 8 8

9. Intermezzo An alternative mode: The Distributed Model US India Client Principal PM/IM TechLead Project Manager + Iteration Manager 3 BAs 13 DEVs 3 QAs Architect + Tech Lead 4 BAs 4 DEVs 2 QAs 3 SMEs (part-time) Notice: 2 Client DEVs (not doing DEV) => Biggest bottleneck: Communication between teams Possible Consequence: Lack of trust between teams => Role of BA in US vs role of BA is India => Separate teams by functionality ! © ThoughtWorks, 2007 9 9

11. Building the right communication model • Stand-ups • Stand-up of stand-ups • Showcases • DEV Huddles • Weekly Status Meeting • Steering Group meetings © ThoughtWorks, 2007 11 11

15. Build trust by having Total Transparency At any time the status of the project is visible for everybody © ThoughtWorks, 2007 15 15

16. Build trust by having Total Transparency At any time the status of the project is visible for everybody © ThoughtWorks, 2007 16 16

17. Build trust by having Total Transparency At any time the status of the project is visible for everybody © ThoughtWorks, 2007 17 17

18. Offshore, Fixed Price and Agile Of course that works ! • Offshore: Showcases driven by offshore location, role of the BA on onsite location, client visits • Fixed Price: Full team involvement for scope management, Joe’s Bucket • Both: Trust! © ThoughtWorks, 2007 18 18

Fixed Price Offshore Agile projects

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