Agile Vendor Management

Transcription

1 Agile Vendor Management Maxim Zamedyanskiy Vendor management director Janus Worldwide February 2016

2 Points to be covered What is agile? Similarities and differences in agile software development and agile localization. What is expected from vendor management? How to meet the agile needs? Advantages and challenges of agile vendor management.

3 What is agile? Agile software development is a set of software development methods in which requirements and solutions evolve through collaboration between selforganizing, cross functional teams. It promotes adaptive planning, evolutionary development, early delivery, and continuous improvement, and it encourages rapid and flexible response to change. Late 1980s early 1990s: introduction of agile methodology proclamation of agile manifesto.

4 Since 2014 in Janus Worldwide Global changes and changes in customers requirements Standard approach no longer worked If it comes to agile, everything should be agile Close cooperation with other than production teams

5 Time compression IT Customer satisfaction by early and continuous delivery of valuable software Working software is delivered frequently (weeks rather than months) Sustainable development, able to maintain a constant pace Simplicity the art of maximizing the amount of work not done is essential Regularly, the team reflects on how to become more effective, and adjusts accordingly L10n Customer satisfaction by early and continuous delivery of localized contents Localized content is delivered frequently (weeks rather than months) Sustainable localization, able to maintain a constant pace Simplicity the art of maximizing the amount of work not done is essential Regularly, the team reflects on how to become more effective, and adjusts accordingly More smaller projects with shorter turn around time

6 Unpredictable changes IT Welcome changing requirements, even in late development Close, daily cooperation between business people and developers Face to face conversation is the best form of communication (co location) Working software is the principal measure of progress Best architectures, requirements, and designs emerge from self organizing teams L10n Welcome changing requirements, even in late localization stages Close, daily cooperation between localization people and developers Face to face conversation is the best form of communication (co location) Properly localized software is the principal measure of progress Best translation choices, quality requirements, user experience localization practices emerge from selforganizing teams Adaptation to work without barriers

7 Self certification IT Projects are built around motivated individuals, who should be trusted Continuous attention to technical excellence and good design L10n Projects are built around motivated individuals, who should be trusted Continuous attention to localization excellence and good quality Put your money where your mouth is

8 What is expected from the vendor management? Knowledge of project management and agile Hiring talents, not just linguists Proper on boarding Ready to work team Real time capacity and quality monitoring Management by exception less control, more responsibility

9 Knowledge of project management and agile Agile workflow implementation to vendor management (2014).

10 Knowledge of project management and agile Agile workflow implementation to vendor management ( ). More detailed sprints planning Team work approach Sprint status sharing Earlier results analyses

11 Knowledge of project management and agile Agile workflow implementation to vendor management (2015). Detailed recruitment planning Purchase funnel approach On line real time status sharing

12 Hiring talents, not just linguists Ability to work under pressure Ability to deliver high quality translation on time Creativity and enthusiasm Needed user experience How we do this? Thorough selection CV analyses Test translations (time bound) Skype interview

13 On boarding VM General quality requirements sharing Projects acceptance and delivery Cooperation principles Contact points for cooperation issues PM Quality requirements for the given projects line Introduction to the team Projects workflow Primary contact points

14 Real time monitoring PM Real time project status Team members for each of the project tasks Deadlines for the project and the project tasks Mutual assessment by team members

15 Real time monitoring VM Dynamic rating formation General availability information Availability according to time zones Comments on performance (quality, deadlines, communication)

16 How to meet the agile needs? Everything that can be automated should be automated Knowledge sharing Team building Motivation programs

17 Everything that can be automated should be automated Building a new team: Automated recruitment request Automated test check system Automated rating calculations Automated contact details submission and update Building a project team: Automated enquiries Automated responses Project acceptance: API with customers ERPs Automated HO and HB Project coordination: Automated HO and HB Automated folder and files structure Automated PO issue Automated Invoices creation Mutual assessment

18 Knowledge sharing Project blog Q&A FAQ Internal knowledge portal Feedbacks exchange SCRUM board On line tools

19 Team building Interchangeable team members 24*7 teams Complains and compliments Facebook group Webinars Bonuses

20 Advantages of agile vendor management Independency from the project manager Decision making Visible and guaranteed result Dynamic team formation Interchangeability of vendor managers

21 Challenges of agile vendor management Psychological factor Many countries many customs Personal attitude Too much control is too much Not anywhere applicable

22 Questions?

23 Thank you!