These are usually executive level people and work directly with the business. They are also called the Ambassadors. These people have good practical knowledge of all the areas of business. They assist and guide everyone working on it continuously throughout the project until delivery. They have a good understanding of the DSDM framework as well as of development. As per organizational research, team size should not be less than five members, excluding external experts.
External experts are the experienced executive level people who support projects externally. And if the project is big and more work is to be delivered, then a multi-team structure is required.
The main focus of DSDM is that the product is delivered frequently in each iteration. Different tools, techniques, and, practices are used to support the whole DSDM process. Here we are providing a very brief introduction to the three most common and used practices from the DSDM framework which are. Timeboxing is one of the most crucial core practices. It is similar to what a milestone is in tradition software development methods or what a sprint is in the Scrum Agile Method. Timeboxing is the amount of work to be done in a fixed given time.
One software development project will have multiple time boxes, and every time box is assigned one specific objective. Timeboxing helps in achieving the target in time. Usually, for a project duration of a time box can be from two weeks to a maximum of 6 weeks but not more than that.
During exams, even if there is a sufficient gap between the two reviews, we always used to study on the last 1 or 2 days. And our parents used to tell us to do a little every day. The correct approach would have been. This systematic approach to finish the assigned work in committed time is called Timeboxing.
Facilitated Workshops means providing a workshop where team members and developers can work on a clear pre-set of deliverables. To get access to this workshop, they coordinate with a neutral person who is called Workshop facilitator. The facilitator will be guiding the team through a process to achieve its objectives, expertly.
This process that facilitator guide through includes-. The motive behind having a workshop is to encourage collaborative working and enable team decisions in a short time. It allows knowledge sharing too. MoSCoW is a simple prioritizing technique, which helps in understanding and prioritizing the tasks to be performed the letters here stand for:. MoSCoW prioritization is essential because there is always not enough time to do everything, and the vital things should not be left behind.
The first stage is even before the project starts, and therefore, it is called Pre-project. All the projects followed a defined and documented process. To represent the dynamic factors of the project, we used the scale measurement. The persons involved in the projects were asked to scale the factors to the scale of based on their understanding, involvement and knowledge of the project.
The representatives of both the host and partner companies were involved at this level of the study. The aggregate of the observations are given below in the table. The results of the study established by the economic indicators of the projects are given below. The project functional size is given as four different classification, classified as per function point count, as project size greater than , less than and greater than , less than greater than and small projects of functional size less than The table below indicates the relationship between the dynamic factor and the economic indicators of the projects under study.
We suggest utilizing the framework of a dynamic score as a review tool for the project managers during project evaluations. Offshore outsourcing has become a feasible option for organizations to retain and gain a competitive edge in the global marketplace. Offshore outsourcing was a concept that started in , and has now become a trend as it harnesses the power of information technology from far away locations to bring in economies of scale and cost competitive operations for implementing and supporting client's mission-critical projects.
So, off shoring projects alone is not the question of viability, it is the factors and risks involved in completing a project successfully. Proper understanding of the relationship between dynamics and economics would give the project manager a tool to assess the risks in their projects. A project manager must comprehend the full scope of dynamics and economic indicators to see a project to fruition. Ettenberg, E.
Yourdon, E. Prentice Hall. Amor, D. Hewlett-Packard Professional Books. By Rockwood, Kate The gig economy keeps growing. Researchers estimate that half of the U. By Rittenhouse, Jeralyn Outsourcing can be an attractive option for organizations for a specific role, an individual project, or a complete program or portfolio of projects.
In order to successfully monitor the process and…. Article Outsourcing , Resource Management June By Mixon, Imani A synopsis of Tholon's Top Outsourcing Destinations shows Asia reigning supreme and highlights frontrunners from non-Asian cities, along with the sectors they specialize in, such as…. By Hunsberger, Kelley The benefits of outsourcing can be substantial; however, some high-profile debacles have shown how risky the process can be.
This article highlights the outsourcing mistakes made by Boeing during…. By Jackson, Michelle Bowles Managing multiple vendors on a project carries a host of risks, and project professionals have long searched for ways to better handle vendor relationships. This article discusses improvements in…. Learning Library. Dynamics and economics of offshore software development model a project management perspective.
Dynamics and economics of offshore software development model: a project management perspective. This informative paper will involve the use of uniquely designed Power Point presentation slides. The session, which includes the presentation and a question and answer period, will mainly focus on issues and risks in Off Shore Software Project Management as well as how to overcome these risks and plan for similar project initiatives. Also, readers will benefit from interesting statistics and additional information that will be presented during the paper.
Introduction What is offshore outsourcing? Engagement Models Once a company decides that their needs justify offshore outsourcing, the next step would be to decide what delivery model would best fit the company infrastructure. Thus, this model is ideal for: - Requirements not being defined at length, forcing dynamic changes in deliverables or requirements, open-ended and iterative nature of project scope - Tough and rigid deadlines - Constant need of support and direct interaction with client required - Mission critical projects and product engineering-related services - Projects that are highly secured and confidential In this approach, all the project phases - discovery, definitions, executions and integration are done onsite.
This kind of outsourcing methodology ensures: - Low cost benefits; - High quality outsourcing service; - Resilient to disasters; - 24x7 support; - Lower outsourcing project risk; - Improved delivery time; - High security set up.
The distribution of outsourcing activities across the onsite and offshore locations may vary according to the demands of the project Dynamics of Offshore Outsourcing After careful consideration on deciding which delivery model to utilize, the host company now needs to consider the dynamics of outsourcing these projects offshore. An offshore deal should address these critical components: - Defining clearly what the host company wants; - Objective ways to measure the deliverables; - Flexible agreements; - Offshore partners understanding of the project objectives and goals in line with host company's short term and long term objectives; - Managing the relationship between the host company and consulting company.
Critical issues for a successful outsourcing program, in a recent survey Survey of Current and Potential Outsourcing End users, The Out Sourcing Institute Membership, have been identified as: - Understanding company goals and objectives; - A strategic vision and plan; - Selecting the right vendor; - Ongoing management of the relationship; - A properly structured contract; - Open communication; - Senior executive support and involvement; - Careful attention to personal issues; - Short-term financial justification.
From the above lists, we believe the following are key dynamics of offshore outsourcing projects: - Consulting partner's understanding of the host company's goals and objectives The consulting company and their team should understand why this project is important to the host company and how it will fit in the overall scheme. Host Company should take painstaking measures to make sure that this is understood.
Everyone should be involved and this should be a managed process. Goals and objectives of similar initiatives should be articulated at a senior level and communicated within the company on the benefits of the program. Focus should be on results measurable, quantifiable and comparable against the pre-defined criteria.
The contract should be flexible and should build in post contract issue identification and have room for further negotiations. Economics of Offshore Outsourcing Another area of offshore outsourcing model that should be analysed before going forward is the economics of this type of delivery.
Speed of Delivery is the measure of the number of function points delivered in an elapsed month. Relationship between dynamics and Economics Within the rest of this paper we will discuss all of the above issues and how they affected eight different projects. Sl No Project The Project Teams' understanding of the goals and objectives of the host company in alignment with the project Presence of a Relationship management host and partner program and its effectiveness Senior executive Host company support for the offshore outsourcing initiative Sound and flexible contract Total Dynamic Score for the project 1 A 2 2 4 2 10 2 B 3 4 5 3 15 3 C 2 2 2 4 10 4 D 4 4 4 5 17 5 E 4 3 4 4 15 6 F 3 1 2 3 9 7 G 4 3 4 5 16 8 H 4 4 4 4 16 Table 2: Dynamic factors of the project The results of the study established by the economic indicators of the projects are given below.
Conclusion Offshore outsourcing has become a feasible option for organizations to retain and gain a competitive edge in the global marketplace.
References Ettenberg, E. Writing code in comment? Please use ide. Load Comments. What's New. Most popular in Software Engineering. More related articles in Software Engineering.
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