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Jharna Case

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on 11 March 2015

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Transcript of Jharna Case

Jharna Case
By Team Inquisitors

Problem Statement
Jharna software was facing pressure from its main clients to deliver quality software in a shorter period of time and with small budgets
Changing requirements and imbalances in key constraints in projects and cost-time issues are affecting the development process
What if we do nothing?
Incremental Iterative Releases
Big projects usually fail, regardless of process – Use small iterations & Incremental releases
Use Regular Builds to Get Feedback on Functionality
Control / Manage changes by directing changes to CCB
Schedule & re-estimate time, cost for Change Requests
Continuous Integration to Avoid Integration Headaches
Documentation that can be shared & comply CMML5
Follow Agile principles not practices
Current Situation
Jharna Software Developers
180 Employees
Offshore Outsourcing
Established in 1992
What the company provides to consumer?
Quantitative Analysis
Success Rate of Software Projects
Successful - On time and within budget
Challenged - Late or over budget
Failed - Not completed or Rejected by customer

Recommended Strategies
Strategy #1: Build a Positive Team Culture based on Agile principles
Strategy #2: Get the Key Team Members Together at the Beginning
Strategy #3: Do a Bit More Up-Front Modeling
Strategy #4: Do a Bit More Up-Front Planning
Strategy #5: Integrate Regularly
Strategy #6: Recognize that Communication is Critical
Strategy #7: Have Daily Coordination Meetings
Strategy #8: Have Ambassadors Traveling Between Far-Located Sites regularly
Strategy #9: Organize teams based on features
Strategy #10: Identify tools for effective collaboration
Plan Driven - Streamline the process to reduce risks & costs
Value driven – Tweak the environment & practices
IT Service provider – Solution provider

Value driven vs Plan driven
Analysis of current process
Qualitative Analysis - Issues
Pressure from its main clients to deliver quality software in a shorter period of time and with small budgets
Changing requirements and imbalances in key constraints in projects and cost-time issues are affecting the development process

Pressure from customers
Change Management (Heath, 2010)
Lack of prior experience
Resistance from employees
Shift in culture
Distributed Teams
Quantitative Analysis
How things would improve
Offshore team
Client / Sponsor
Business Analyst
End user
Onsite / Development team
Jharna Management
Project Manager

How problems can be resolved
Agile principles weigh more than specific practices and servant leadership weigh more than being masters
Tailor process / practices
Build autonomous teams - End-end responsibility of design, commit, deploy, maintenance & operations
Build customizable reusable components – for easy plug-in of components
Separate teams by functionality not activity
Get multiple communication modes working early
Get developers involved in Testing
Short term Action
Form an Executive Steering Committee
Organization change management plan
Human change management plan
Project Communication plan
Educate on Agile principles

Medium term Action Plan
Form a couple of Start-up / Pilot teams
Execute a project and evaluate what works / what doesn’t work
Streamline process
Identify KPIs and success criteria
Evaluate the change management

Long term Action Plan
Build strategic plan
Maintain good communication plan and streamline processes / practices
Measure KPIs
Build Engineering team – customizable reusable components
Based on Jim Harvey's speech structures
Focus Areas
Product Delivery
How do I buy a product if I don’t know how it looks and how much it costs
Develop trust
Deliver more than promised
Open environment

Business Analysts & End Users
Focus Areas
Prepare specifications
Constant communication with development team
Participating in iteration planning and assessments
Test cases preparation & execution
Time Consuming
More workload
Lack of proper communication
Quick Fix - less rework
Making sure that customers know their role before project beginning
Make Customers to sign-off work
Project Manager
Focus Areas
Prepare detailed plans for iterations
Keeps track of overall project progress
Tracking previous, current and next iterations
Missing / insufficient documentation
Unmanaged changes in requirements
Budgeting and scheduling
Mitigating risks at early stages
Cost Control
Deliver Right product
Focus Areas
Regular Communication with team
Continuous development
Deliver working code Daily
Daily pressure to perform
Behavioral differences
Rapid Technology changes
Improving technical skills
Team player
Healthy work environment

Brand name
Minimum Documentation
Balance of power
No experience
Continuous Integration
Continuous code refactoring
Minimum working hours
Value driven vs Plan driven
Agile or not?
How to Overcome Risks?
How to deliver on time?
How to deliver quality software?
How to reduce costs?
Full transcript