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A few advices helping in software development supplier selection to create a successful relationship from the start
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B U Y D I F F E R E N TO U T S O U R C I N G A S T R A T E G I C S O F T W A R E D E V E L O P M E N T P R O J E C T
A N D R E A B A N D E R A
• Product development manager & traveler
• @dottorbabba
Company’s responsibilityOutsourcer’s responsibility
PAST NOW
S T R AT E G Y
K E Y P R O C E S S E S
I T O P E R AT I O NS T R AT E G Y
K E Y P R O C E S S E S
I T O P E R AT I O N
S T R AT E G Y
K E Y P R O C E S S E S
I T O P E R AT I O N
S T R AT E G I C P R O J E C T
• i.e. new software product, internet service or even core process redesign
• not standard (usually even not existing) solutions
• responsive to market evolution
• medium to long term projects (6 months-2 years)
• time to market is a critical success factor
S U P P L I E R S E L E C T I O N
H O W T O A L I G N B U S I N E S S VA L U E W I T H P R O J E C T D E L I V E R Y ?
Lean project management
Agile methodologies
Testing automation
Behavior driven development
Test driven developmentContinuous integration
Continuous delivery
User centric design
Minimum viable product
UX designContinuous learning
Continuous improvement
Domain driven design
H O W T O R E W A R D T H E S E A S P E C T S ?
• Detailed functional specifications
• Detailed functional specifications
• Challenging time constraints
• Detailed functional specifications
• Challenging time constraints
• PRICE NEGOTIATION TO DEATH!!!
• Detailed functional specifications
• Challenging time constraints
• PRICE NEGOTIATION TO DEATH!!!
I T F O C U S O N H O W A N D N O T W H Y
FA I L # 1
It doesn’t make clear what is the business value
I T A N T I C I PAT E S D E C I S I O N S
FA I L # 2
Typically lowering the generated value and increasing the risk of failure because it ignores the learning value emerging from implementation
I T I G N O R E S T H E U N E X P E C T E D
FA I L # 3
Reacting badly and making unrealistic assumptions about time
I T D O E S N ’ T P U T B U S I N E S S VA L U E F I R S T
FA I L # 4
Considering the price the most critical success factor
I T M A K E S W R O N G A S S U M P T I O N S O N S O F T W A R E L I F E C Y C L E
FA I L # 5
Underestimating the importance of structural ability to evolve based on business changes
I N T R O D U C E T H E C O N T E X T F I R S T
T H E R E A S O N S W H YW H A T L E A D S D E C I S I O N M A K I N G
H O W D O Y O U M E A S U R E Y O U R G O A L S
Business KPIs are not the project KPIs! They are useful for a more value driven solution
C O N S T R A I N T SData migration, integrations, regulatory requirements…
C H A N G E T H E W A Y Y O U S P E N D Y O U R M O N E Y
D O N O T D E F I N E T H E M O N E Y T O S P E N D AT T H E B E G I N N I N G O F A
P R O J E C T
A D V I C E # 1
Just define the spending capacity of the agreement
C O M M I T Y O U R M O N E Y O N S M A L L A N D W E L L - D E F I N E D G O A L S
A D V I C E # 2
In order to get feedback about generated value as soon as possible and then take a decision on what it’s worth investing
T H E P R O C E S S M AT T E R S
S TA R T W I T H A D I S C O V E R Y P H A S E
A D V I C E # 3
Not a functional analysis because the supplier must well understand the project context to define a value driven solution
W H AT A D I S C O V E R Y P H A S E I S ?
• It’s a project starting phase usually lasting for few days or for few weeks
• It’s the first small and well-defined goal on which you commit your money
• It’s an “all in a room” co-creation work where knowledge emerges and is shared between customer and supplier (and usually also among people from the same company)
T H E D I S C O V E R Y J O U R N E Y
• Current value proposition
• Short/Long term vision and key drivers and anchors
• Key business and technical objectives and priorities
• Involved business workflows
• Customers and support team
• IT processes and architecture (setup, maintenance and support)
• Derive candidate initiatives and prioritize
• UX review
• Scenarios and roadmap
P R I O R I T I Z EA D V I C E # 4
Take just one decision: what’s next step?
C L A I M F O R A N I T E R AT I V E A N D I N C R E M E N TA L A P P R O A C H
A D V I C E # 5
Short iterations give feedback asap on your decisions.Delay commitment until the last responsible moment, that is, the moment
at which failing to make a decision eliminates an important alternative
U S E R C E N T E R E D D E S I G N I S A M U S T
A D V I C E # 6
Users feedback must be at the heart of solution definition
L O O K F O R Q U A L I T Y I N S O F T W A R E D E V E L O P M E N T
T E S T S A R E A N A S S E TA D V I C E # 7
Testability also keeps architecture simple and leads to better technology choices
N O T E S T I N G A N D D E L I V E R Y A U T O M AT I O N ? N O PA R T Y
A D V I C E # 8
It’s not about speed… it’s about change management
W H AT Y O U G E T
• A value driven supplier
• Improve the ROI reducing the waste and managing the change
• Build a trusted relationship little by little based on experience
• Focus on the relationship and not just the contract
– L O U I S L ' A M O U R
“a good beginning makes a good end”