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Agile Vendor Management
Maxim ZamedyanskiyVendor management directorJanus Worldwide
February 2016
Points to be covered
• What is agile?• Similarities and differences in agile software development and agile localization.
• What is expected from vendor management?• How to meet the agile needs?• Advantages and challenges of agile vendor management.
What is agile?
• Late 1980s – early 1990s: introduction of agile methodology.
• 2001 – proclamation of agile manifesto.
Agile software development is a set of software development methods in which requirements and solutions evolve through collaboration between self‐organizing, cross‐functional teams. It promotes adaptive planning, evolutionary development, early delivery, and continuous improvement, and it encourages rapid and flexible response to change.
Since 2014 in Janus Worldwide
• Global changes and changes in customers’ requirements
• Standard approach no longer worked• If it comes to agile, everything should be agile• Close cooperation with other than production teams
Time compressionIT L10n
Customer satisfaction by early and continuous delivery of valuable software
Customer satisfaction by early and continuous delivery of localized contents
Working software is delivered frequently (weeks rather than months)
Localized content is delivered frequently (weeks rather than months)
Sustainable development, able to maintain a constant pace
Sustainable localization, able to maintain a constant pace
Simplicity—the art of maximizing the amount of work not done—is essential
Simplicity—the art of maximizing the amount of work not done—is essential
Regularly, the team reflects on how to become more effective, and adjusts accordingly
Regularly, the team reflects on how to become more effective, and adjusts accordingly
More smaller projects with shorter turn‐around‐time
Unpredictable changesIT L10n
Welcome changing requirements, even in late development
Welcome changing requirements, even in late localization stages
Close, daily cooperation between business people and developers
Close, daily cooperation between localization people and developers
Face‐to‐face conversation is the best form of communication (co‐location)
Face‐to‐face conversation is the best form of communication (co‐location)
Working software is the principal measure of progress
Properly localized software is the principal measure of progress
Best architectures, requirements, and designs emerge from self‐organizing teams
Best translation choices, quality requirements, user experience localization practices emerge from self‐organizing teams
Adaptation to work without barriers
Self certificationIT L10n
Projects are built around motivated individuals, who should be trusted
Projects are built around motivated individuals, who should be trusted
Continuous attention to technical excellence and good design
Continuous attention to localization excellence and good quality
“Put your money where your mouth is”
What is expected from the vendor management?
• Knowledge of project management and agile• Hiring talents, not just linguists• Proper on‐boarding• Ready to work team• Real‐time capacity and quality monitoring
Management by exception – less control, more responsibility
Knowledge of project management and agile
Agile workflow implementation to vendor management (2014).
Knowledge of project management and agile
Agile workflow implementation to vendor management (2014 ‐ 2015).
• More detailed sprints planning
• Team‐work approach• Sprint status sharing• Earlier results analyses
Knowledge of project management and agile
Agile workflow implementation to vendor management (2015).
• Detailed recruitment planning
• Purchase funnel approach• On‐line real‐time status
sharing
Hiring talents, not just linguistsAbility to work under pressureAbility to deliver high quality translation on timeCreativity and enthusiasmNeeded user experience
How we do this?Thorough selectionCV analysesTest translations (time bound)Skype interview
On‐boardingVM• General quality requirements sharing• Projects acceptance and delivery• Cooperation principles• Contact points for cooperation issues
PM• Quality requirements for the given projects line• Introduction to the team• Projects workflow• Primary contact points
Real‐time monitoring
PMReal‐time project statusTeam‐members for each of the project tasksDeadlines for the project and the project tasksMutual assessment by team members
Real‐time monitoring
VMDynamic rating formationGeneral availability informationAvailability according to time zonesComments on performance (quality, deadlines, communication)
How to meet the agile needs?
• Everything that can be automated should be automated
• Knowledge sharing• Team‐building• Motivation programs
Everything that can be automated should be automated
Building a new team:Automated recruitment requestAutomated test check systemAutomated rating calculationsAutomated contact details submission and update
Building a project team:Automated enquiriesAutomated responses
Project coordination:Automated HO and HBAutomated folder and files structureAutomated PO issueAutomated Invoices creationMutual assessment
Project acceptance:API with customers ERPsAutomated HO and HB
Knowledge sharing
Project blogQ&AFAQInternal knowledge portal Feedbacks exchangeSCRUM boardOn‐line tools
Team‐building
• Interchangeable team members• 24*7 teams
• Complains and compliments
• Facebook group• Webinars• Bonuses
Advantages of agile vendor management
• Independency from the project manager• Decision making• Visible and guaranteed result• Dynamic team formation• Interchangeability of vendor managers
Challenges of agile vendor management
• Psychological factor• Many countries many customs• Personal attitude• Too much control is too much• Not anywhere applicable
Questions?
