Fixed Price Offshore Agile projects
- 2. The power of a QuickStart
From x to 5x in 8 weeks
© ThoughtWorks, 2007 2
2
- 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
- 6. From tracking to forecasting
So when do we deliver?
Decrease
Scope
Increase
Velocity
© ThoughtWorks, 2007 6
6
- 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
- 10. Team setup in our Bangalore office
A dining table for every team
© ThoughtWorks, 2007 10
10
- 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
- 13. Using metrics and feedback loops
Full team involved in scope management
FP © ThoughtWorks, 2007 13
13
- 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