Cei Outsourcing Offering
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Transcript of Cei Outsourcing Offering
For Discussion Purposes Only | © 2009 Computer Enterprises, Inc.
CEI’s Outsourcing Offering
For Discussion Purposes Only | © 2009 Computer Enterprises, Inc.
Agenda
• About CEI• CEI’s Practice Areas
– Microsoft– IBM
• Key Success Factors for Outsourcing• Outsourcing Case Study• Example Team Model and Pricing• Questions & Next Steps
For Discussion Purposes Only | © 2009 Computer Enterprises, Inc.
About CEI
An Overview
For Discussion Purposes Only | © 2009 Computer Enterprises, Inc.
CEI Fast Facts• IT Services Provider since 1992• $45+M revenues • 400+ employees• Clients nationwide
– Over 60% of the Fortune 50– Focus on PA, OH, Mid-Atlantic
• US based with offshore offices– PA, CA, IN, NY– Chennai, India
• Focus on Quality – 5
• Areas of Expertise
• Industry Recognition
For Discussion Purposes Only | © 2009 Computer Enterprises, Inc.
Some of Our Clients
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CEI’s Microsoft Practice
• Microsoft Gold Certified Partner x4
• Application Lifecycle Management (ALM) Inner Circle
• SharePoint Deployment Planning Services partner
For Discussion Purposes Only | © 2009 Computer Enterprises, Inc.
Delivery Options• Full lifecycle application development
– Mentoring– Support and maintenance– QuickStarts
• National delivery capabilities– Onsite– Remote Delivery
• Onshore, offshore and blended application development
• Core focus on .NET application development
For Discussion Purposes Only | © 2009 Computer Enterprises, Inc.
Our Strengths (Go-to-Markets)• .NET Application Development• ALM
– Visual Studio Team System– Team Foundation Server
• Collaboration & Portal– Microsoft Office SharePoint Server (MOSS)– Windows SharePoint Services (WSS)
• Application Integration– BizTalk Server– SSIS
• Business Intelligence– SQL Reporting Services– SQL Analysis Services– PerformancePoint Server
For Discussion Purposes Only | © 2009 Computer Enterprises, Inc.
Our People• Microsoft Practice Director – Mike Snell
– 15+ years of experience– Microsoft Regional Director (RD)– Published Author
• Visual Studio 2008 Unleashed
• Architect level resources– Multiple years experience delivering consulting– Certified MCAD, MCPD or MCSD– Trained in latest technologies– Experience on large complex projects
• PMI certified Project Management Professionals (PMP)
For Discussion Purposes Only | © 2009 Computer Enterprises, Inc.
Our IBM / Java Practice• Java Practice Director – Saleem Mohammad
– 18+ years of experience• Architect level resources
– Multiple years experience delivering consulting– Certified Architects (J2EE, WebSphere, Solutions Developer)– Trained in latest technologies– Experience on large complex projects
• Deliver solutions on multiple platforms– Application development and support– Application integration– Application transformation– Portals / knowledge management– Electronic Commerce
For Discussion Purposes Only | © 2009 Computer Enterprises, Inc.
CEI Solutions Team
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Outsourcing Success Factors
Our Global Agile Delivery Model for Outsourcing
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Our Development Practices• “US & European consulting
firms, such as Computer Enterprises Inc (CEI) … have been more successful in training their Indian employees to use techniques from Scrum and eXtreme Programming (XP).”
• “Agile consultants such as CEI…have all developed models for quantifying OE metrics, and they are working on customer satisfaction and business value metrics, too.”
• “Pittsburgh based CEI runs a slightly different model. …”
For Discussion Purposes Only | © 2009 Computer Enterprises, Inc.
Outsourcing Benefits and Risks
• The benefits– Offers additional resource options– Lower total cost of development– High degree of tracking and management (transparency) – Provide insight, review, and demos as features develop– Responsive to change
• The risks– Complex communication channels– High turnover rates traditional for offshore engagements– Additional layers of technical and project management– Can be disruptive to your environment / culture– Major documentation and testing commitment
For Discussion Purposes Only | © 2009 Computer Enterprises, Inc.
Key Success Factors: Communication
• Onshore management and escalation channel• Daily SCRUM meetings in morning EST• Weekly project team meeting• Weekly client meeting• Well-defined escalation procedures• Monthly steering committee meeting• All documents tracked on a common portal• Roadblocks, discussions tracked and resolved daily• All work done as part of a knock-out list
For Discussion Purposes Only | © 2009 Computer Enterprises, Inc.
Key Success Factors: Communication
Steering Committee
Team SCRUM
Project Managemen
t
Monthly Oversight
Daily Issue Escalation
Issue Escalation
For all project stakeholders: Participation
Communication channels
Flow of information
For Discussion Purposes Only | © 2009 Computer Enterprises, Inc.
Key Success Factors: Issue Escalation
Priority Example Escalation Steps
Critical An issue which can jeopardize the success of the project
The issue will be escalated to Executive Management immediately (VPs / CEO)
High An issue which may impact project schedule or cost
The issue will be escalated to the CEI PMO and the Account Manager
Medium An issue which has the possibility of impacting the project schedule or cost
The CEI project manager shall discuss the issue with the team and the client project manager and escalate the issue to the PMO as deemed necessary
Low An issue that does not impact project schedule or cost
The project manager shall resolve the issues or work with the client project manager as needed to resolve the issue
For Discussion Purposes Only | © 2009 Computer Enterprises, Inc.
Key Success Factors: The Team Model
• Team needs to be aligned with customer goals– Often means travel to US / India at key points– Strong emphasis on business analysis and requirements
• Strong project management / oversight – Project management close to developers– SEPG audit on daily / weekly basis
• US management (near customer)– Assist with understanding needs and issues– Escalation procedures in place– Weekly meetings, monthly steering meetings
• Software architecture and technical leadership– 1 tech lead per 5-6 developers– Onsite during initial stages of the project
For Discussion Purposes Only | © 2009 Computer Enterprises, Inc.
Key Success Factors: Documentation
Project Planning
• Communications Plan• Resource Plan• Project Process• Project Plan• Change Management Plan• Configuration Management
Plan• Test / Review Plan• Audit Plan
Project Management
• Status Report and Risk Analysis
• Billing Report• Updated Project Plan• PMO Report• Project Audit• Project Closure• Customer Satisfaction
Questionnaire
For Discussion Purposes Only | © 2009 Computer Enterprises, Inc.
Key Success Factors: Sprint-Based Execution
• Combine agile tenants with traditional methods required by disconnected teams
• Feature sets build in parallel to provide faster turnaround• Once rolling, delivering feature sets every 30-days
For Discussion Purposes Only | © 2009 Computer Enterprises, Inc.
Key Success Factors: Performance Management
• Track progress of project through metrics
• Provide weekly summary of schedule, issues, defects, requirements, billing, and more
• Report status and metrics at multiple levels
For Discussion Purposes Only | © 2009 Computer Enterprises, Inc.
Key Success Factors: Quality• Testing
– Agreed-to set of test scenarios that define acceptance– Focused developer unit testing (build up regression test)– Combination of automated and manual tests in a test lab– Automated, repeatable build which just happens (daily)
• Development– Documented architecture and coding standards– Enforce coding standards automatically (at check-in) – Refactor code often (do not let it build up)
• Focused on demonstrations to validate status
For Discussion Purposes Only | © 2009 Computer Enterprises, Inc.
Key Success Factors: Timeline & Budget
• Team refines requirements into a specification that can be estimated
• Team creates a estimation for the work. Estimation is communicated, reviewed, and approved
• Team creates work backlog and tracks against it• Estimate is managed on a daily (hourly) basis
– Planned vs. actual– Estimate to complete (knock-out)
For Discussion Purposes Only | © 2009 Computer Enterprises, Inc.
Key Success Factors: Knock-out Tracking
Sprint 8 Backlog Graph
15191429
13491278
11951112
1027
928
825738
644556
471
-200
0
200
400
600
800
1000
1200
1400
1600
8/25
8/26
8/27
8/28
8/29
8/30
8/31 9/
19/
29/
39/
49/
59/
69/
79/
89/
99/
109/
119/
129/
139/
149/
159/
169/
179/
189/
19
Dates
To
tal H
ou
rs L
eft
Sprint 8 Progress
Linear (Sprint 8 Progress)
For Discussion Purposes Only | © 2009 Computer Enterprises, Inc.
Key Success Factors: Conclusions
• Delivering successful, reliable, distributed software services can be complex
• CEI’s process allows customers to focus on their business problem and remain somewhat isolated from these complexities
• Building a distributed team will provide many long-term benefits in terms of additional resource options and lower total development costs
• CEI is a US-based company with local resources that can provide escalation and support as needed
For Discussion Purposes Only | © 2009 Computer Enterprises, Inc.
Outsourcing Case Study
A Global Developer of Computer Aided Dispatching Systems
for Railways
For Discussion Purposes Only | © 2009 Computer Enterprises, Inc.
Case Study: Overview
• Previous attempts at outsourcing failed to realize the promised ROI
• Successful outsourcing was a key business initiative for 2008
• Legacy technologies and budget made it difficult to extend and retain an effective onsite development team
For Discussion Purposes Only | © 2009 Computer Enterprises, Inc.
Case Study: Highlights• Mirrored client’s environment offshore• Worked with client to screen resources to ensure long-term fit• Trained team in client’s systems
– Created training guide for offshore team– Each team member had 5-7 days of system training
• Knowledge sharing, visibility, and issue resolution– Technical lead from client lead the offshore team to start– An onsite lead was assigned to the team– Held team review sessions to provide knowledge sharing– Developer issues resolved promptly (24-48 hours)
• Complexity of modules assigned to team was gradually increased• Captured metrics used to evaluate effectiveness of outsourced team • Knowledge sharing sessions at the start and end of every sprint• Captured issues and their resolution using a Wiki
For Discussion Purposes Only | © 2009 Computer Enterprises, Inc.
Case Study: Metrics
For Discussion Purposes Only | © 2009 Computer Enterprises, Inc.
Case Study: Metrics
For Discussion Purposes Only | © 2009 Computer Enterprises, Inc.
Case Study: Metrics
For Discussion Purposes Only | © 2009 Computer Enterprises, Inc.
Case Study: Metrics
For Discussion Purposes Only | © 2009 Computer Enterprises, Inc.
Case Study: Metrics
Sprint Cost Savings24-Feb -$11,51725-Mar $7,82726-Apr $12,38927-May $24,23128-Jun $24,794
For Discussion Purposes Only | © 2009 Computer Enterprises, Inc.
Client Satisfaction Survey
For Discussion Purposes Only | © 2009 Computer Enterprises, Inc.
Case Study: Results
• Target productivity (98% of onshore team) achieved 6-weeks ahead of schedule
• Achieved a sustainable, 40% cost saving compared to onsite team
• Team still with the project : 0 turnover to-date
For Discussion Purposes Only | © 2009 Computer Enterprises, Inc.
Team Model & Pricing
Two Examples
For Discussion Purposes Only | © 2009 Computer Enterprises, Inc.
Pilot Team
• Project Scope: provide a small project team over the course of a fixed duration in order to evaluate CEI’s outsourcing capabilities
• Objectives:– Establish the team– Establish a baseline set of metrics– Begin knowledge transfer / training in current systems– Provide support and enhancements of current systems– Measure the results
For Discussion Purposes Only | © 2009 Computer Enterprises, Inc.
Pilot Team Model
PMOAmar Singh
Project Manager(Sara)
Onsite Lead Developer
Sr. Developer
Developer
Quality Assurance
SEPG Auditor(Riyaz)
VP Solutions Delivery Mike Snell
VP Solution Services Jay Sutermaster
Microsoft Branch Manager Ryan Baker
CEI US Management Team CEI India Team
Moved onsite for duration of pilot (3m)
SMEs / BA / Architects
Stakeholder / PM
QA / UAT
Operations
Client Team
For Discussion Purposes Only | © 2009 Computer Enterprises, Inc.
Pilot Team: Estimated Costs
• Technical Lead brought to the US for duration of pilot (3-months)– Bills at offshore rate– Discuss travel / per diem costs during pilot phase
• Team will work on a T&M basis
Role Rate Hours / Week
Duration (Weeks) Est. Pricing
PMO NC 2 13 $ - Project Manager $ 30.00 20 13 $ 7,800 Onsite Tech Lead $ 30.00 40 13 $ 15,600 Sr. Developer $ 30.00 40 13 $ 15,600 Developer $ 25.00 40 13 $ 13,000 Quality Assurance $ 25.00 24 13 $ 7,800 Systems Administrator NC 2 13 $ - SEPG NC 2 13 $ -
$ 59,800
For Discussion Purposes Only | © 2009 Computer Enterprises, Inc.
2-Year Team
• Project Scope: provide an outsourced team to deliver system solutions over the course of 2-years
• Activities Include:– Application support– Enhancements to existing systems– Create new applications (full SDLC development)– Quality assurance / test-asset creation
For Discussion Purposes Only | © 2009 Computer Enterprises, Inc.
2-Year Team Model
PMOAmar Singh
Project Manager(Sara)
Onsite Lead Developer
Sr. Developer
Developers (3)
Quality Assurance
SEPG Auditor(Riyaz)
VP Solutions Delivery Mike Snell
VP Solution Services Jay Sutermaster
Microsoft Branch Manager Ryan Baker
CEI US Management Team CEI India Team
Onsite as required
SMEs / BA / Architects
Stakeholder / PM
QA / UAT
Operations
Client Team
For Discussion Purposes Only | © 2009 Computer Enterprises, Inc.
2-Year Team: Estimated Costs
• Price is for a 2-year commitment to the team• Team will work on a T&M basis.
(no charge for holidays, vacations, etc.)
Role Rate Hours / Week Duration (Weeks) Estimated Pricing
PMO NC 2 104 $ -
Project Manager $ 30.00 20 104 $ 57,840 Tech Lead / Sr. Developer $ 30.00 40 104 $ 115,680 Sr. Developer $ 30.00 40 104 $ 115,680 Developer 1 $ 25.00 40 104 $ 96,400 Developer 2 $ 25.00 40 104 $ 96,400 Developer 3 $ 25.00 40 104 $ 96,400 Quality Assurance $ 25.00 40 104 $ 96,400
Systems Administrator NC 2 104 $ - SEPG NC 2 104 $ -
$ 674,800
For Discussion Purposes Only | © 2009 Computer Enterprises, Inc.
Questions & Discussion
Thank You!