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Outsourced IT project to India

Outsourced IT project to India. Lessons learned from a customer point of view Alain MAQUET, PMP Program Manager. Luxembourg – Wednesday, 9th February 2011. Agenda. The project actors Project objectives and context Why outsourcing to India and to ITC Infotech

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Outsourced IT project to India

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  1. Outsourced IT project to India Lessons learned from a customer point of view Alain MAQUET, PMP Program Manager Luxembourg – Wednesday, 9th February 2011

  2. Agenda • The project actors • Project objectives and context • Why outsourcing to India and to ITC Infotech • Global assessment of the project • Scope / Time / Cost / Quality balance • Quality of deliverables • Technical • Functional & non-functional • Respect of timeframe • Communications • Lessons learned • Personal conclusions … in 25 minutes

  3. Actors • Champ Cargosystems (Luxembourg) • CCS is the market leader in providing integrated software solutions to air cargo carriers … • Headquartered in Luxembourg and with offices in London, Zurich and Atlanta • ITC Infotech (Bangalore - India / London) • ITC Infotech, a global IT services company, is a fully-owned subsidiary of ITC Limited, the US$ 6 billion diversified conglomerate. • Headquartered in Bangalore, India, with subsidiaries in UK and USA • Launch customer of the application (Luxembourg) • not named • Independent project manager (Luxembourg) • Alain Maquet

  4. Project objectives & Context… • Project objectives • Business : Complete Champ’s solutions portfolio • Technical :Deliver to Champ “Weight & Balance Application R1.0” • In time and budget • Complete application code • Online documentation • Stand alone and server based deployments • Positioning : The application must be on a top list versus competition • Fully graphical • Easy to use (drag and drop) • Fully integrated with Cargo IMP messaging

  5. Project objectives & Context… • Context (April 2008) • Legacy solution for 747-400 on Excel 2003 not to be migrated • While workstationsare being migrated to new Excel 2007 • Previous experience with outsourcing development to India • Challenged • New Boeing 747-8F announced for Sept. 2009 • Handbook with structural details not published by Boeing

  6. Why ITC Infotech … why would you outsource to India ?

  7. Why ITC Infotech • Technical qualifications • A core team of highly qualified people • Expertise in the industry (Transportation / Air cargo) • Team leaders have recognized experience within air cargo industry • Capacity to respond quickly to “any” need of resource • The 25 to 40 people of the team have 1800+ colleagues • Quality certification ISO 900x & CMMI level 5 processes • Price • Fixed price agreement and commitment from very early in the negotiation

  8. Global assessment of the project • Scope / Time / Cost / Quality balance • SRS, HLD, LLD required extended period • Scope « understood » was delivered on time and with the required technical quality • Complete « expected » scope delivered during warranty period within agreed delay and technical quality • Cost : fixed price + 3.5% change requests

  9. Global assessment of the project • Quality of deliverables • Technical • Source code : well documented, clean, following good standards… • Documentation : complete • Functional and non functional • All functions in SRS have been delivered… after re-alignment of scope understanding (detected in acceptance) • But only basic behaviors have been considered … following exactly the scenarios described in SRS (no projection to misleading users) • Screen ergonomy had to be reviewed locally (with launch customer)

  10. Global assessment of the project • Respect of timeframe • No flexibility on schedule… until Boeing delays announcement • Timeframe always respected • Timeframe vs. risks

  11. Global assessment of the project • Communications • British English, Indian English, Luxemburgish English…. • Not always easy to understand each other • Written documents were the “safer” approach … but could never be as complete as required for a perfect adaptation to the project • Body language misunderstanding • Time zones’ differences left only a few hours for common free slots… but is very convenientfor being productive ! • Demultiplication of security policies makes file / code exchangedifficult

  12. Lessons learned • Communication is key for local project…… and is vital to outsourced project • Every single detail cannot be written and communication channels must be defined to allow controlled information flows • Consider partial re-location of teams • Adapt travel budget • Share common repository fromthe beginning of the project • Fixed price contract aretoo restrictive towardscope adaptations

  13. Personal conclusions Very confident to consider again outsourcing to India for any new medium / large size software development Will take time at the beginning to define / set-up communication channels and communications’ systems Will have different approaches between functional and non-functional requirements… for the later one : will consider re-location Really enjoyed the project

  14. Thank you…and special thanks to Champ Cargosystems alain.maquet@threon.com

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