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© CSC 2013
Agile Goes
Mainstream - from Infrastructure to Service
Management Valdas Simas, Sarunas Dargelis
October 10th, 2013
© CSC 2013 2 October 10, 2013
AGENDA
I. We Do Amazing Things - CSC
II. CSC Lithuania Project and Programme
Management Team
III. Agile Goes Mainstream
© CSC 2013 3 October 10, 2013 © CSC 2013 3 October 10, 2013
87,000
3
EMPLOYEES OPERATING IN 70 COUNTRIES
#162
RANKING ON THE FORTUNE 500 FOR 2012
$13.8B
GLOBAL IT SERVICES POWERHOUSE
50+
YEARS OF INNOVATION
100+
GLOBAL ALLIANCES WITH BEST-IN-BREED PARTNERS
A GLOBAL POWERHOUSE IN BUSINESS AND IT
TRANSFORMATION
© CSC 2013 4 October 10, 2013
Industries
Solutions
Public Sector
Energy and Natural Resources
Financial Services
Travel and
Transportation
INDUSTRY EXPERTISE
Healthcare Communications and
High-Tech
Manufacturing
Cloud Cybersecurity Big Data & Analytics
Consulting Software and IP Applications
Services
Business Process Services and Outsourcing
Infrastructure Services
Consumer and
Retail
Leading Next-Gen Technology and Business Solutions
© CSC 2013 5 October 10, 2013
Global Scale and Reach
Service Centers (33) (Includes Services Desk Locations and Business Process Services/Outsourcing Centers)
Data Centers (34)
Delivery Centers (24)
CSC has a presence in more than 70 countries
© CSC 2013 6 October 10, 2013
Financial Services
Healthcare
Manufacturing
Energy/Natural Resources
Tech/Consumer
Transportation
Public Sector
Serving Enterprises and Governments Worldwide*
Ministry of Health, Malaysia
Sirirai Hospital, Thailand
*Representative client list
© CSC 2013 7 October 10, 2013
80
7
TEAM MEMEBERS
53
PROJECT MANAGERS
27
PMO
5+
YEARS
CSC LITHUANIA PROJECT
AND PROGRAMME
MANAGEMENT
TEAM
© CSC 2013 8 October 10, 2013
Project and Programme Management Family
Vilnius
Team is keenly focused on revenue increase (demand generation, leveraging account teams, participating in sales activities, and active member of PM community), strong customer relationship
Lithuanian PM resources are seen as trusted partners for internal and external customers: consistent project execution on-time, on-budget within agreed scope
Standardization and capabilities development with a customer and market orientation (strong Agile community) are the key aspects for our team
CSC Baltic as shared lower-cost Global Delivery Centers (GDCs)
Agile Goes Mainstream
Is the methodology key factor which drives project to success?
© CSC 2013 10 October 10, 2013
Present Tendencies
Number of failed projects is still high
• Despite advances in project management methodologies
many projects continue to fail for a number of reasons
• Is the methodology key factor which drives project to
success?
• One of the main causes of failure is the lack of effective
leadership and / or the style of leadership applied by project
managers
• PROJECT SUCCESS
• PROJECT LEADERSHIP
• MIXTURE KEY TO SUCCESS
© CSC 2013 11 October 10, 2013
SUCCESS, IF… …improved customer
performance and
experience
…positive return of
investment
…led new implementation of
the new services, business
expansion
…completed on time or
earlier
…completed within or below
the budget
Success factors:
- Organizational background:
leadership, corporate culture, top
level support
- External environment:
competitors, suppliers,
customers, vendors
- Technological framework :
hard/software, and
telecommunications or a
combination of the three areas
Project Success
© CSC 2013 12 October 10, 2013
Project Leadership
• Combination of human /tech
resources in a dynamic,
temporary organization which
delivers results (incl. social as
well as technological aspects)
• Integrates, leads work of the
team
• Not an isolated activity, but rather
a team effort
• Team requires leadership in
order to function effectively
• Going back a second and third
time or however many tries are
needed – until work is done
© CSC 2013 13 October 10, 2013
- Project Leadership not only
manage projects, but lead people
- Project Leadership must gain the
knowledge, skills, tools, and
experiences to enable them to
manage and lead both the technical
and the people side
- Achieving successful project
outcomes require the combination
of technical and leadership
competencies
-Many project management
processes and techniques
(planning, scheduling, control, and
automated tools) exist for tracking
and measuring the technical
elements of projects
-The processes and methods do
not manage people
Technical and Leadership Mixture
© CSC 2013 14 October 10, 2013
True
• Being technically competent in the principles of project
management is not adequate for projects to have
successful outcomes
• Many projects continue to fail despite the use of
established project methods and techniques as the
leadership competency required for successful project
outcomes have been found lacking
• Don’t overdevelop or depend upon few methodologies,
tools, techniques
• All areas of work have several sets of technologies
behind doing them well. Look toward the broadest
possible view of an issue/challenge and makes
success happen
© CSC 2013 15 October 10, 2013
Agile Goes Mainstream
Waterfall, Agile or Hybrid ?
© CSC 2013 16 October 10, 2013
Agile in Software - business as usual
Agile Scrum, Kanban - most of Agile
methods are successfully used in
Software industry.
From 4000+ respondents
more than 80% are from
Software development.
State of Agile Development,
November 1, 2012
What about
other Areas?
© CSC 2013 17 October 10, 2013
Traditional apporach still used in...
Service, Transportation, Finance
Services, Infrastructure IT and other
non-software areas still use traditional
Waterfall approach.
© CSC 2013 18 October 10, 2013
But what about Success Rate?
Even using
different project
management
methodologies the
number of failed
projects is still
high.
Project Leadership
and different
methodology
combination gives
ultimate power reaching
Company Success.
Waterfall, Agile or hybrid ?
© CSC 2013 19 October 10, 2013
Agile Project Management is NOT a Silver Bullet
© CSC 2013 20 October 10, 2013
5 Critical Agile / Plan-Driven Factors
Balancing Agility & Discipline, Boehm & Turner
© CSC 2013 21 October 10, 2013
Challenges in Corporations
- Virtual Leveraged Teams
- Specialized Lines of Service
- Traditional approach teams
Success with good
Project Leadership*
© CSC 2013 22 October 10, 2013
Success stories
To name some:
Watergile, Agilefall???
To name some..
Service – PMO Transition and Transformation
Transportation – EMEA, APAC Program – setting up and
maintaining Client New facilities world wide
Financial Services – Business IT refresh continuity
programs
Infrastructure IT - Cloud, data centers, physical servers,
wires, appliances and software combination – overall
running hybrid models
© CSC 2013 23 October 10, 2013
What’s next?
Waterfall and Agile can work together!
Project Leadership is essential!
Look for new Insights and
different perspectives of Agile!
© CSC 2013 24 October 10, 2013
Questions?
© CSC 2013 25 October 10, 2013
Thank you for your attention