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An overview of complex web portal development using onshore and offshore personnel. Highlights both \'soft skills\' and technical overview
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© 2003 Hewlett-Packard Development Company, L.P.The information contained herein is subject to change without notice
Managing, Measuring & Benchmarking Offshore Application Development
Global Projects
April 12, 2023 page 2
Agenda
• The 4 Key Project Practices
• “Case Studies” missing key practices
• A success story with a geographically distributed team
• Overview of some Statistics
April 12, 2023 page 3
Problem! – “Too Many” Project Practices
Sponsorship
Project Office
Project Metrics Procurement Planning
Return on Investment
Market Research
Quality Planning
Activity Definitions Retrospectives
Cost Estimation
Resource Leveling
Project Infrastructure
Rewards & RecognitionControl Processes
Teamwork Processes
Cost Processes
April 12, 2023 page 4
The 4 Key Project Practices
April 12, 2023 page 5
4 Key Project Management Practices
Team Processes• Have clear startup goals• Involve & Ask• Match skills to tasks• Get personal
Project Processes• Scope• Schedule• Resources
Communication Processes• Match type to time• Prepare & Follow-up• Don’t assume!
Project Sponsorship• High enough• Engaged • Committed
April 12, 2023 page 6
Project Sponsorship
Sponsorship at Appropriate Level (usually vice-president or GM)When? At initiation and involved @ key milestones!Who? Executive sponsor, and management to the project
managerWhat do you need?• Executive sponsorship with project tied into organization
goals• Commitment of resources and management across the
organization• Sponsors help with key stakeholders outside organization• Support and attend kick-off workshop• Buy in to project scope definition• Ensure sponsor not spread thin on too many projects.• Agree to problem escalation and scope change processes up
frontLose a sponsor? • Find a new one ASAP or consider stopping the project!
April 12, 2023 page 7
FY05 Budget
6%10%
9%
11%
46%
18%
Operations
Nextgen Development
Regions
Program Centers
Marketing
Content
Development Project Highest Priority for Division
April 12, 2023 page 8
Communication* Processes
When? At initiation, at meetings, in hallways, emails, when ever and where ever you can
Who? Project Manager to lead, all team members to participateWhat to do?• Match the way you communicate with the circumstances
(place, time, culture, etc – see follow-on slide)• Always have excellent meeting preparation and follow-up• Project status communicated clearly and frequently (“hard” and
“soft” info)• Formal presentations to review, escalate and mark phase
transitions – prepare, REHEARSE, deliver!• Ensure project closure (final reports, retrospectives,
celebrations, thank yous, formal project acceptance)• Don’t assume anything and constantly check in with team on
how practices are working
*This is most important process for dispersed teams after sponsorship!
April 12, 2023 page 9
Matching communication to circumstances
• add more explanation in email, v-mails
• avoid ‘telling’ and try ‘asking’
• ask for input on technologies used to send, store info
• voicemail• email • websites (doc sharing,
forums, discussions)• video / audio tapes• reports
• “War” rooms• “Post-It” notes• White boards• video / audio tapes
DifferentTime
• speak slowly and clearly
• send out prep material as early as possible
• recruit candid “buddies” for feedback
• avoid idioms eg – high roller
• watch voice ‘tone’
• teleconferences (planned / many attendees)
• web based meetings• impromptu conference
calls (unplanned / few people)
• instant messaging• video conferencing
(still technically limited)
• Face-to-face ‘formal’ meetings
• Informal conversations (lunch, ‘water’ cooler)
• Team building / celebrations
• Networking - one on ‘few’ conversations
Same Time
Different Cultures
Different PlaceSame Place
April 12, 2023 page 10
Team Processes
When? Project startup and throughout projectWho? Project Manager to lead and involve teamWhat to do?• Begin team building with startup workshops and face to
face meetings (especially for “new” teams!)• Have and communicate a clear project objective and vision• Involve all ‘leads’ in user needs assessment• Create and clarify processes through team involvement
and input• Choose processes that work best for the greatest number.
Don’t try for “perfection”• Ensure proper skills on team (use skills analysis and
personal knowledge of team)• Allow for team growth and “stretching” of members into
new areas• Get personal! Get to know them and them to know each
other.
April 12, 2023 page 11
Structured Communication needed for offshore / onshore team management
Item Frequency Who
Next Gen Resources & Project Plan
Assignment / workload analysis Monthly Rajesh, Vinitha, Tony, Van, Atul
Detailed listing of personnel and functional areas
Quarterly Peter, Rajesh, Vinitha, Tony, Van, Atul
Personnel
Resume analysis Quarterly Peter, Rajesh, Tony, Van
Skills analysis (strengths and weaknesses) Quarterly Peter, Arun, Rajesh, Peter, Tony, Van
Training Plan for current and new engineers Quarterly Peter, Arun, Rajesh, Peter, Tony, Van
Performance Profile of Engineering team Quarterly Peter, Arun, Rajesh, Peter, Tony, Van
Team management and communication
360 degree periodic feedback on project management
Monthly Rajesh, Vinitha, Tony, Van, Atul, Balaji
Feedback on communication processes and tools Quarterly Peter, Rajesh, Vinitha, Tony, Van, Atul, Balaji
Productivity metrics
Internet Point Function Point or of Lines Of Code Quarterly Peter, Rajesh, Vinitha, Tony, Van, Atul, Balaji
April 12, 2023 page 12
Example from team knowledge base
Name
HP History
DSPP History
Areas worked in DSPP (testing, operations etc.)
Technologies Professional Certifications - Other
N/A
Start March 2001GE Plastics, Singapore – onsite assignmentE-Opportunity Management.-Senior software engineer
Start Nov. 2001
Project Lead; Designed, developed and co-coordinated modules; Application support, onsite
Windows NT, Vignette, tcl, SQL server, Java , Weblogic, Rational Rose, Jbuilder, Delphi, Internet Explorer, Qualiware, IBM Mainframe- MVS, MF Cobol, DB2, Dialog System, Oracle Power Objects (Ver. 1), Oracle 7.0, EJB, Servlets, JSP, HTML, Object Pascal, MS Access, Rumbaugh's, Ø Portal , Content management OMT
Awarded for providing meaningful review comments on the Kuppam HPi Community Portal, that made a difference to the usability of the portal. Nominated for exhibiting Commitment to Quality.
April 12, 2023 page 13
Proactive steps by Technical & Bus. Teams
• Content Mgmnt System User Interface Improvement (v 4.5)
• Internal Tools Developed• Environment Details (Displays the multiple development
streams in progress)
• Dependency Tracking tool (Helps to reduce environment Issues during System Test & Deployment)
• Instant Data Creation tool (Helps in System Testing)
• Server Monitoring tool –(Helps in Production support)
• Download cleanup (Cleans up expired content in download folder)
• Parallel Development (New System Code Management Process using Clear-case)
• Fortnightly Patch process (More defect fixing in minor release)
April 12, 2023 page 14
Project Processes
When? At beginning to get rough idea of scope & schedule. Several versions needed before plan is final and used to manage
deliverables. Who? Project manager leads this effort with project leadsWhat to do?• Use the “iron triangle” of Scope, Schedule and Resources at all
times!• Management must understand and supports project planning
discipline• “Bottoms up” plans and “Tops down” goals rarely synch up at
first. Save time for ‘re-fitting’• Create major risk identification plan and update periodically• Get project team comfortable with simultaneous work in
various areas (eg - user needs & technology capabilities ) and possible re-work
• Once the plan is ‘final’ use it to track, report and verify progress
April 12, 2023 page 15
Create a Structured Project Plan
December January February March
I II III IV I II III IV I II III IV I II III IV
Orientation and Ramp Up (ALL)
Vignette Training (ALL)
Prototype (6 weeks) & System Rules Extraction (4 weeks)
Data modeling and Low level design (10 jweeks)
April May June July
I II III IV I II III IV I II III IV I II III IV
Low Level Design Contd… Development – Coding and Unit Testing (20 weeks)
August September October November
I II III IV I II III IV I II III IV I II III IV
System Test (contd…) (15 weeks) & Migration (5 weeks) & Deployment (5 weeks) Buffer
System Test (15)
April 12, 2023 page 16
Effort & Staffing Status
Staffing
0
5
10
15
20
25
30
35
Jun-03 Jul-03 Aug-03 Sep-03 Oct-03
Planned Actual Attrition New
Effort data
0100
200300
400
Inv. CUT FT ST Go LivePhase
staf
f-d
ays
Planned Actual
April 12, 2023 page 17
Managing Risk
140 risk factors assessed
Risk Management plan developed
Risks monitored continuously
Risk Overview
1. Client Commitment
2. Engagement Definition
3. Project Schedule
4. HP Experience andCapability
5. Duration
6. Legal and Contractual
7. Technology -- Hardware &Software
8. Complexity
9. Financial
10. Subcontractors
Risk Overview
1. Client Commitment
2. Engagement Definition
3. Project Schedule
4. HP Experience andCapability
5. Duration
6. Legal and Contractual
7. Technology -- Hardware &Software
8. Complexity
9. Financial
10. Subcontractors
April 12, 2023 page 18
Risk Analysis Summary
Key Risks with High/Medium Impact
Identified risk Impact How
likely
Preventive actions Mitigation actions Risk
index
Tracking
Intensity
Status Remarks
Virus attacks &
Resulting Network
outage.
High Medium Timely Installation of OS
patches and upgrade
of Antivirus programs
Extend end date of
the phase or release
date.
0.6 Once in
2 weeks
Open
Delay in detection of
Network / System /
Hardware issues by
MSDD
Medium Medium Investigate issues faced
during ST to find out the
root cause.
Extend end date of
the phase or release
date.
0.36 Once in
2 weeks
Open
Attrition of
experienced
developers
Medium Low Keep the motivation of
the team members high
by rotation of roles &
responsibilities, Team
events, Awards and
incentives.
Quickly ramp up
substitute developer
from within or outside
the team.
0.18 Once in
4 weeks
Open
Impact and How Likely are weighted as 1-High, 0.6-Medium, 0.3-Low;
Risk Index = Impact * How Likely
Tracking Intensity = weekly if Risk Index is high, once in 2 weeks if Medium and once in 4 weeks if Risk Index is Low
Impact and How Likely are weighted as 1-High, 0.6-Medium, 0.3-Low;
Risk Index = Impact * How Likely
Tracking Intensity = weekly if Risk Index is high, once in 2 weeks if Medium and once in 4 weeks if Risk Index is Low
April 12, 2023 page 19
“Case Study of Projects” with key missing practices
April 12, 2023 page 20
When key practices are ‘missing’
“Case Studies”
• Project Sponsorship• Project Planning
April 12, 2023 page 21
“Missing” Project Sponsorship
Problem – Project Sponsorship not at right level in the correct organization.
Issues: • Sponsor had many competing priorities• Improper staffing for project (skills, experience, total
people)• Little cooperation from within organization or outside
stakeholders• No clear user needs list createdOutcomes: • 2 years & $50 million spent• System had few users at launch• Abandoned system within a year of launch
April 12, 2023 page 22
Project Planning Processes not used
Problem – Management not knowledgeable on project planning.
Issues:• No support for documenting user requirements. (just build
something like “Charles Schwab” has)• No understanding of value of project planning tools (eg,
requirements analysis, planning, scope and priority trade-offs)
• Wanted a system built ‘outside’ of existing business processes. “Build it and they will come!”
Outcome:• 1 year and $3 million spent with no functioning system• The technical team ‘abandoned’ the project for more
attractive work• UPSIDE: Failure of project sparked a divisional re-org that
enabled a successful follow-on project.• Lessons from failure informed the follow-on successful
project.
April 12, 2023 page 23
A success story with a geographically distributed team
April 12, 2023 page 24
A More Successful Project
• A Challenging Start
• Causes for Success
• A few lessons from Success
April 12, 2023 page 25
A Challenging Beginning
Challenges:• High degree of organizational complexity (worldwide,
cross divisional software development, cross functional - sales, marketing, engineering – offshore & onshore)
• Compressed timeline – initially a year planned from defining requirements to delivering system
• Team mostly new to each other• Initial Scope unclear • Mix of old and new technologies chosen• Offshore (India) development team new to technology• Business teams and development team never worked
together• 1st time the project manager had worked with off-
shoring model• New division organization• No agreed upon communication and project processes,
or supporting technologies
April 12, 2023 page 26
Why the Project Succeeded (1 of 2)
Strong sponsorship and management support both vertically and horizontally– Upper level management stayed involved and stepped in for key
problems– Project was a top division priority and one of few the sponsor
had– Resources (people, money, technology) assigned as project
scope defined
Support for Project Planning– Vice-President understood the Scope, Schedule, Resource
‘triangle’– Time allowed for detailed project plans– Contingency and backup plans – Risk assessments created & actively managed– Measured progress and re-planned based on metrics
April 12, 2023 page 27
Why the Project Succeeded (2 of 2)
Communication Processes utilized– Cognizance of time, place and with experience, cultural
issues– Project manager (PM) educated team mates on when and
how to use various types of communications based on situation & culture
– PM coached team to assume nothing and to be willing to communicate any news (good or bad) quickly
Team Processes implemented early– Startup meeting held with people flown in for face to face– Caucused team to find out what skills they wanted to
contribute and improve during the project– Created and constantly clarified processes with team input– Built personal relationships via travel, Instant Messaging,
sharing personal stories– Used humor to ensure open-ness. (need to be careful in
using humor in cross-cultural situations! Self-deprecation by PM worked)
April 12, 2023 page 28
A Few Lessons
Project was a success, but still had some big lessons
• Short sighted in adoption of an older technology (tcl scripting language) due to internal political pressures
• We were on the “bleeding edge” of adopting corporate ‘standards’
• Some user requirements were short-changed due to time pressures. - Caused substantial re-work later.
• Didn’t apply prioritization strictly enough and made some parts of application too complex for efficient operation. (tried to do something for everyone!)
• Not enough due diligence on other internal HP corporate divisional “partner” capabilities. - Caused substantial re-work and 6 month timeline slip.
April 12, 2023 page 29
Using Metrics to Manage Onshore / Offshore teams
April 12, 2023 page 30
Operating Offshore / Onshore Technical & Business teams
Key statistics gathered and used to monitor technical team progress and issues
• Tied statistics back to business goals and needs– Monitored both operation and developmental statistics– Monitored release schedule and interaction with technical /
business processes– Effort estimates and actuals versus Phase comparison to
improve planning process– Defects initiation and Phase comparison to address quality
issues– Action plan and Retrospectives
April 12, 2023 page 31
Development and Operational Metrics
Home-Page Performance
1.35 1.40 1.45 1.50 1.55 1.60 1.65 1.70 1.75
Apr. '04
May '04
June '04
July '04
August '04
Sept '04
Oct '04
Seconds
Portal Availability
97.5%
98.0%
98.5%
99.0%
99.5%
100.0%
100.5%
Nov. '0
3
Dec. '
03
Jan. '
04
Feb. '04
Mar
. '04
Apr. '0
4
May
'04
June
'04
July
'04
August '04
Sept '
04
Oct
'04
02468
101214161820
Portal Improvements
Enhancements
Fixes
Nov. 22, H/W
Dec. 5, 2003
Jan. 9, 2004
Feb. 6, 2004
Mar. 12 - Affil.
Apr.27 - SNF4
May 13, HPP
May 28, 2004
June 25, 2004
Jul 30, Admin
Jul 30,Sp.Prog
Sep. 3, 2004
Portal Releases
Major Thematic Patch
April 12, 2023 page 32
Patch Release
Release No Release Date4.5.1 14-Feb-034.5.2 28-Feb-034.5.3 14-Mar-034.5.4 28-Mar-034.5.5 17-Apr-034.5.6 20-May-034.5.7 19-Jun-035.0.1 1-Oct-035.0.2 10-Oct-035.0.3 27-Oct-03
Defects fixed per Patch Release
1 13 11 11
35 2
133 2
5
22
2 2 1
1
1
1 33
21
4 1
3
2
1
21
4
1
2
2 1 1
4
33
1
21
2
0
5
10
15
20
4.05.01 4.05.02 4.05.03 4.05.04 4.05.05 4.05.06 4.05.07 5.00.01 5.00.02 5.00.03
Release Version
Defe
cts
8
7
6
5
4
3
2
1
0
April 12, 2023 page 33
Planned vs. Actual Schedules
M9 Description: Release 5.0
RemarkMstone# Description Original Current Actual Original Current Actual Original Current ActualM9.1 Investigation 14-Apr-03 14-Apr-03 14-Apr-03 59 59 63 17 17 17M9.2.1 CUT 20-May-03 20-May-03 20-May-03 211 211 193 15 15 15M9.2.2 FT 17-J un-03 17-J un-03 17-J un-03 160 160 155 7 10 10M9.3 ST 13-Aug-03 13-Aug-03 28-Aug-03 267 267 303 17 17 17 Virus attack, delays
from operations in fixing network and configuration issues caused schedule and effort variance
M9.4 Live 24-Aug-03 24-Aug-03 06-Sep-03 4 4 4 2 2 2
M10 Description: Release 6.0
RemarkMstone# Description Original Current Actual Original Current Actual Original Current Actual
M10.1 ST 01-Dec-03 01-Dec-03 133 133 10 10M10.2 Live 07-Dec-03 07-Dec-03 6 6 3 3
Schedule variance
effort variance
resource change
Any other Milestones affected
1 11-Aug-03 11-Aug-03 M9.3 14 days 36 m-days Live YesM9.4 14 days 0
Revision Approved?Milestone
with variance
Re-planning triggersPlan Ver. Revised
Plan Date Rev. Date
Reason/Trigger for the revisions/variances above
Schedule Effort Resources
Schedule Effort Resources
April 12, 2023 page 34
Re-planning Triggers
Size Variance
Effort Variance
Schedule Variance
Resource Variance
Any others
M10.1, M10.2
Schedule skips more than 3 days
Schedule is very important in DSPP, if we slip more than 3 days we need re planning
M10.1, M10.2
Change in Requirement
If any major (based on impact)changes in Requirement will trigger replanning
Milestone # Re-planning triggers Remarks/ Basis for trigger
April 12, 2023 page 35
Defect Containment R5.0
0
20
40
60
80
100
120
140
Inv. CUT ST Rel
Investigation
CUT
ST
Rel
April 12, 2023 page 36
Phase-wise defects R5.0
Phase-wise defects foundPhase-wise defects introduced
28%
48%
22%2%
Investigation
CUT
ST
Rel52%
39%
9%
Investigation
CUT
ST
April 12, 2023 page 37
Size & Scope Status
Size estimate/actual R5.0
196 196
3255
12238
593 679
0
2000
4000
6000
8000
10000
12000
14000
Investigation(#FunctionPoints)
CUT (#Templates)
FT (# TestCases)
ST (# TestCases)
EstimatedActual
# Requirement changes during a phase R5.0
0 01
5
0123456
Investigation CUT FT ST
Series1
April 12, 2023 page 38
R 5.0 Defect Prevention & Process Improvements
Defect Data Analysis of internally found defects:
Highlight the PI activities carried out in the review period
Critical MediumLowDesign 26 45 56Code reviews 5 17 11UT 6 55 42
What# of defects (severitywise) Root causes of critical defects (RCA outcome)
PI No.
Process Improvement Activity Relevant to Org or Project Process?
Submitted to Org DB?
1 Retro for R5.0 Project Process Yes
2 Root Cause Analysis done for System Int Migration issues
Project Process Yes
April 12, 2023 page 39
Retrospective Action Items
Issue Causes Recommendation Exp.Date Status/ Owner
Configuration issues
Configuration setting needs more documentation
Documentation of configuration item already planned
Next Major Release
Project Manager/Team
Requirement analysis
Requirement changes at later stage of System Test (ST), and dependency like POP3 server missed
Dependency section in Business Requirements needs to be updated. After sign-off all major changes needs to be taken as Enhancement request and should be logged in CHART.
Next Major Development Release
Team
Dependency in code drop
Difficult to track dependencies released during code drops
We are developing dependency tracking tool
30-Oct-2003
Already Developed
Reviews Reviews were less effective and that resulted in more ST defects
Coding standard, guidelines to be developed
Next major development release
Planned
April 12, 2023 page 40
“The illusion that we are separate from one another
is an optical delusion of our consciousness.”
Albert Einstein
Quote slide