3. • Đào Anh Quốc – Process head at KMS
• Contact
– Email: quocdao@kms-technology.com
3
4. SEMINAR OBJECTIVE
• Share actual processes/practices applied in KMS
• Exchange software development process between
HUI and KMS
4
5. AGENDA
• KMS Process and practices
– Estimation & planning
– Customer expectation
– Quality
• Agile for distributed team
– Key challenges we faced
– Solution
– The practices that make a difference
5
11. INVIVODATA PRACTICES
11
• A combination of PERT/ experiences
and Historical Data
– [(O + 4M + P)/6]
Effort Estimation Property
• Various Project Types
• Large amount of projects
• High Rate of Testing
Delivery & Changes
• Documentation
Key Challenges
• Short Planning Time
• The order of magnitude
estimate with narrow
ranges
• Limited Budget
• >90% Resource Utilization
• 2-phase planning
– 1st level planning is for resource acquisition & 1st
gate acceptance of budget allocation
– 2nd Level planning is for document review and
detailed estimation while developing test-cases as
well
• The combination of historical data and PERT
reduces risk of falling out of budget & having
“acceptable” estimation
• SpringBoard where al tasks rotated by team, low
priority items in the schedule
Solutions
13. CASE STUDY AT WSG
13
Challenges:
• New technology
• Enforced deadline
• Changing requirements
WSG
• Development project
• Project Accounting and Resource
Management on iPhone and Android
• Integrate web services
17. AGENDA
• KMS Process and practices
– Estimation & planning
– Project management
– Quality
• Agile for distributed team
– Key challenges we faced
– Solution
– The practices that make a difference
17
18. CURRENT AGILE TEAMS
18
Most of projects:
• Unknown and changing requirements
• Dedicated team (time-material)
• Short time to market
• Small team size
80% development projects in KMS adopt
Agile practices
19. CHALLENGES
• Distance communication
– It’s not efficient and effective in
communication.
• Time zone
– Waiting time for exchange information
– Inconvenient in arranging time for meeting
• Language
• Culture
19
20. NOT PURE AGILE
20
Can not apply fully agile methodology :
- Onshore-offshore model
- Onshore (software vendor) makes final decision
- Project context
21. SOLUTION
• Communication Tools
– Online collaboration software, Smart whiteboard,
video/audio conferencing.
• Equal teams
– Both sides are aware of what is happening on the
other side.
– Similar type of tasks assignment.
• Personal relationship between team members
– Build personal relationship and culture exchange
between onshore and offshore team members.
21
23. TECHNICAL PRACTICES
23
• Some notes about technical practices:
- It’s important to do continuous integration
- Design before coding for important features
- External code review for first releases, and
important features
- Follow project/industry coding convention and
best practices
- Increase automation test
25. RELATIONSHIP BUILDING PRACTICES
25
• Arrange onshore and offshore visits
• Maintain a forum to share personal
interesting/information
• Quarterly video meeting
• Offshore updates to onshore what is
happening in offshore, and otherwise.
• Connect client via Facebook,
LinkedIn
26. PROCESS AT CHECKPOINT HR
26
Challenges:
• New product domain
• Enforced deadline
• Start with high level requirement
• Fixed-price
CheckpointHR
• Development project
• Web-based Human Resources
management system
