“ Software Program Management ”

“Software Program Management” Rajarshi Chatterjee Feb 10th, 2013

Agenda What’s making headlines? IT Outsourcing Waves Success rate of Outsourcing Engagements What does a Program Manager have to worry about? Tectonic Shift in Technology Changes at the workplace Q&A

1. What’s making headlines? Source: “Making the right moves – Global Banking Outlook 2012-13, E&Y

2. IT Outsourcing Waves Project Mgmt by customer; vendor provides skill

2. IT Outsourcing Waves…contd. Applications and infra structure to separate vendors

2. IT Outsourcing Waves…contd. Divestment, Mergers & Acquisitions Seeing the trend of Wave 5 engagements, it would appear that deal sizes should be increasing. The truth is, that all IT service companies are projecting lesser growth for 2013!

3. Success Rate of Engagements

3. Success Rate of Engagements Reasons cited for termination of engagements

4. What does a Program Manager have to worry about? Project Goals, Metrics, Status Reporting, Monitoring SLAs, Project Plan updates Use Cases, Interface requirements, NFRs, Migration, and Regulatory Requirements Change Management: Impact on Users, Systems, Processes and Data Risks, Mitigation Plan, Dependencies Contract, penalties, deliverables, SLAs Communication with stake holders, escalations, managing issue lists Obtaining acceptance / deviations End user workshops , monitoring adoption Roles, identifying profiles, background check, ensuring pyramid ratios, travel readiness, SEZ compliance Assets that should be requested from the Customer and tracking their usage and return Image source: www.codegent.com Deliverables, Estimates, Business benefits and Value-adds Setting goals, Associate appraisals, reward & recognition, Utilization ODC security requirements, ensuring connectivity, BCP readiness and periodic audits

4. What does a Program Manager have to worry about? Mind Maps can be used to provide a holistic view

4. What does a Program Manager have to worry about? • A Checklist to avoid surprises: • Estimation related: • List assumptions clearly, and keep an option to revisit estimate after an initial study period • Identify loosely defined deliverables in the SoW; share templates based on past projects to communicate what you mean to deliver. • Check extent of metrics collection and reporting required. Ex: QA Monitoring and Early Warning Mechanism • Check if number of user roles and modes of login (online, offline, mobile) has a multiplying effect on the number of use cases • For migration projects, state assumptions about (i) number of source systems, (ii) quality of source data (iii) extent of history data that has to be migrated (iv) need for data masking (v) number of migration iterations. Identify effort to create test data, if migrated data is not available • In case of regulatory compliance, testing and documentation effort can increase manifold; check if there is any need for security testing using special tools (code scanning, penetration testing, malicious sql injection) • State assumptions about quality of input code, and number of testing cycles assumed, in independent testing projects, where development is done by a different vendor • State assumptions about maximum % duration of environment non-availability that can be accommodated, without schedule slippage; track it and report regularly

4. What does a Program Manager have to worry about? • Risks commonly encountered • Over-zealous salesmen saying yes to every requirement.. Inability to say “NO” later • Opposition from groups in client organization who fear loss of importance & job • Lack of a single deciding authority to resolve conflicting requirements; Political issues related to who funds, who uses and who is responsible for a program • Unwillingness of client personnel to give sign-offs, as they fear they will not be able ask for changes going forward; Continuously changing timelines and scope • Non engagement of end users till the very last stage • Clear lines of communication with stake holders / sponsors not established • Gaps in existing documentation (in case of maintenance projects) • Delays in establishing connectivity, completing security compliances and on-boarding • Inability to access data in existing systems due to prevailing data privacy laws • Limited testability due to non-availability of interfaces and other applications in Dev / QA environments • Sustaining the motivation of team members, in long drawn projects

4. What does a Program Manager have to worry about? • Change Management • What is a Change to a vendor is often considered “implicit” by a customer • Very often, the impact of changes is complex, not because of the requirement itself – but due to changes in underlying layers that have to be done retrospectively. • Impact is more the later it happens or is discovered Cost to rectify • Requirements • Design • Post-Deployment • Prototyping • Build & Integration • Build & Integration • Prototyping • Design • Requirements SDLC Stage that change is attributable to SDLC Stage when changeis initiated

4. What does a Program Manager have to worry about? • Change Management…contd. • Being Proactive – Think aloud not just about what you have to deliver, but whatever can impact your client – even if it is outside your scope • What is the impact of introducing a new application on other applications – factor the time that other application owners may need to integrate and interface with a new application • Will standard operating procedures have to be changed, i.e. help desk, trouble ticketing, back-up and recovery due to introduction of a new application? • Infrastructure and server dimensioning can be complex and may require specific knowledge of performance benchmark data from product OEM vendors • Communicate early – not after design, but many times before design is frozen. “Hybrid” Agile model of development has proved much better in this regard, than traditional waterfall model

4. What does a Program Manager have to worry about? • Those difficult questions that Program Managers are asked frequently… • How will youensure continuous productivity improvement? • How will you contain attrition levels with large scale hiring by your competitors? • How much year on year savings and productivity gain can you gurantee? • Can you give us examples of TCO & payback period for similar engagements? • SLA % you are willing to bind yourself to • Can you indicate approximate effort that will be required by client FTEs? Data will be used for arriving at total cost involved for each vendor • What is the confidence factor in effort estimate, i.e. worst case how much do you think it will vary?

5. Tectonic Shift in Technology

5. Tectonic Shift in Technology Analyst Summary Source: 2013 Market Trends and Predictions

5. Tectonic Shift in Technology The major reason for moving to the cloud is, it offers instant scalability and computing power on demand, without long term commitments

5. Tectonic Shift in Technology What makes CRM a good application to move to the Cloud? Enrichment based on Knowledgebase, Data & Text Mining • Wallet share estimate • Life style needs & habits • Life Time Value Leading Practice Probabilistic • Segmentation • Advanced Profiling • Influence of social networks Modern day CRM functionality using Analytics • Product usage experience • Interaction history Very Useful Traditional CRM Functionality • Affiliation, membership • Product related classification Deterministic Must have • Unique Id no. • Registration no. • Name, Address, DOB

5. Tectonic Shift in Technology Big Data holds the promise of managing both Structured data from transactions and unstructured data from social media, to drive customer retention strategies for a bank By tracking Life-Cycle events it is possible to predict needs and estimate the Life Time Value of a customer of a retail bank New Home (mortgage, insurance) Retirement (investments, reverse mortgage, estate planning) Enter College, Work Force (credit card, auto loans) School-age Children (home loan, Insurance) Marriage (joint a/c, money market) Initiate Banking Relationship (savings/ checking account) Overall Demand for Financial Services College Bound Children (investments education loans) ) Birth of a Child (loans, insurance) Teenagers/ students Single Adults Started Career New Families Young Families Established Families Mature Adults

5. Tectonic Shift in Technology Gartner’s top technology predictions • Through 2015, 90% of enterprises will bypass broad-scale deployment of Windows 8 • By Year-End 2014, three of the top five mobile handset vendors will be Chinese • By 2015, big data demand will reach 4.4 million jobs globally, but only one-third of those jobs will be filled. • By 2014, European Union directives will drive legislation to protect jobs, reducing offshoring by 20 percent through 2016. • By 2014, IT hiring in major Western markets will come predominantly from Asian-headquartered companies enjoying double-digit growth. • By 2017, 40 percent of enterprise contact information will have leaked into Facebook via employees' increased use of mobile device collaboration applications. • Through 2014, employee-owned devices will be compromised by malware at more than double the rate of corporate-owned devices.

5. Tectonic Shift in Technology Gartner’s top technology predictions • Through 2014, software spending resulting from the proliferation of smart operational technology will increase by 25 percent. • By 2015, 40 percent of Global 1000 organizations will use gamification as the primary mechanism to transform business operations. • By 2016, wearable smart electronics in shoes, watches and accessories will emerge as a $10 billion industry • By 2014, market consolidation will displace up to 20 percent of the top 100 IT services providers

5. Tectonic Shift in Technology With so much happening, can Program Managers stay in synch? A simple tool to measure your own obsolescence

6. Changes at the Workplace The Future of Work is now here… The Millennial generation is reshaping how everything from communication to innovation occurs both inside and outside the organization Globalization means companies can now leverage expertise anywhere and everywhere • Millennial: • The New Worker • Globalization: • The New World of Business The cloud, mobility, social tools and broadband evolution are creating a transformative new computing model • Cloud: • The New Technology • Virtualization: • The New Way to Work Virtualized platforms of collaboration are enabling real-time teamwork between project members regardless of time or place

The Conference Board of Canada recently concluded a two-year study looking at what major changes can be expected in the workplace in the next 10 years. The study, “Navigating the Storm: Leaders and the World of Work in 2020,” identified 10 key changes that managers need to understand in planning for the future. At least eight of the workplace changes predicted by 2020 affect key human resources functions, including recruitment, retention, productivity, work/life balance, well-being, disability and other benefits issues: Generations will mix more as baby boomers continue to work—and as different generations share responsibilities, job titles and more. The workplace will become increasingly diverse—creating greater need to ensure that immigrants integrate well and that their talents are fully used. Everyone will be linked all the time—creating more need for personal boundaries to ensure privacy and “down time.” The office could be anywhere—and that could be your den, your coffee shop or your second home in Arizona. Social media will gain in importance as a tool for workers to collaborate on projects. Old management styles will survive but weaken—the new emphasis will be on decentralizing decision-making and work sites. Part-time, seasonal and contract workers will play a greater role in helping organizations adjust to change—but this will create more challenges in building a cohesive corporate work environment. Knowing how to work as a team will be considered an important learned skill. Dealing with the coming changes in benefits management in the next decade will be challenging. This is particularly so in light of Alberta’s predicted labour shortage of 77,000 workers by 2020. Managers who take a systematic approach, however, will greatly improve their changes of success. Here are some tips from the Conference Board: Be pro-active in learning about and understanding workplace trends affecting benefits management. Identify how these changes are likely to affect your organization. Identify the gaps and opportunities these trends provide, and develop strategies for how your organization can take advantage of them. Ensure your organization’s management team gains the skills now that will be needed to thrive through the coming changes. --Adapted from Alberta Employment and Immigration, the Conference Board of Canada What will be different in the Work-place? 6. Changes at the Workplace • Generations will mix more as different generations share responsibilities, job titles and more. • The workplace will become increasingly diverse—creating greater need to ensure that immigrants integrate well and that their talents are fully used. • Everyone will be linked all the time—creating more need for personal boundaries to ensure privacy and “down time.” • The office could be anywhere—and that could be your den, or your coffee shop • Social media will gain in importance as a tool for workers to collaborate on projects. • Old management styles will survive but weaken—the new emphasis will be on decentralizing decision-making and work sites. • Part-time, seasonal and contract workers will play a greater role in helping organizations adjust to change—but this will create more challenges in building a cohesive corporate work environment. • Knowing how to work as a team will be considered an important learned skill.

6. Changes at the Workplace Strategies for Talent Management in the Future Survey response for strategies that are expected to change Source : US Talent Edge: 2020 Blue-prints by Deloitte

Welcome to the Networked Organization 6. Changes at the Workplace

6. Changes at the Workplace From Command to Connection Hierarchical Connected & Collaborative Assigned roles and responsibilities Applied, shared interests and passions Empowered

6. Changes at the Workplace Roles of leaders in the networked organization • Predict Change • Envision Strategy • Frame Guidelines • Identify next level leaders Executive Leadership • Detail the Strategy • Allocate and track budgets • Sponsor Innovation • Identify next level leaders Senior Mgmt. Leadership • Project level decision making • Analyze feedback • Utilize budgets • Team Building Middle Mgmt. Leadership • On the ground decision making • Problem solving • & Delivery excellence • Suggest innovations Team Members

Ultimate Agility 6. Changes at the Workplace The Network Centric Warfare concept of self-synchronizing forces requires massive improvements not only in flexibility but also in adaptability. The elements of such forces will need to be extremely competent and inspire confidence in the other force elements about that competence. They will also have to trust one another, recognizing the value of synergistic efforts and their ability to rely on one another to achieve them. They will need to be supported by networks that allow them not only to share information but also the tools that they need to develop situation awareness and situation understanding. They will also need to task reorganize on the fly.

References

QA Monitoring and Early Warning Mechanism Schedule Slippage High Defect Density • The current plan assumes a certain % of defects to be identified per day. • After the initial few days of execution, If the total defect count exceeds the expected ones, we will notify all the key stakeholders of the poor quality of code which is likely to impact QA completion. • Based on the current Code drop plan, back tracking of the date based on effort and resource load has been done to arrive at the date test design has to definitely start. • If due to any reason, we are not able to start by this date, the test design completion will be at risk and the same will be highlighted to the program team immediately. Invalid Defects Defect Reopen % • The current planning assumption assumes a maximum of 5 % reopen rate during defect re-tests. • If the re-open rate is found to be higher after the initial 2 weeks of execution, the same will be highlighted to the program team. • If the number of invalid (rejected/duplicate) defects raised in the first 2 weeks of execution is high, QA team will facilitate the root cause analysis meeting including other stakeholders. • If the issue is likely to impact QA completion window, the same will be highlighted to the program team immediately. Reduced Test Execution • A run plan has been defined against with the test execution for each day will be tracked. • If the text execution falls below the threshold value, the same would be highlighted to the program team.

Software Product Attributes

“ Software Program Management ”