1 process patterns for distributed development vladimir pavlov [email protected]...

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Process Patterns For Process Patterns For Distributed DevelopmentDistributed Development

Vladimir Pavlov Vladimir Pavlov [email protected]@Intel.com

Andrey A. TerekhovAndrey A. Terekhov [email protected]@Microsoft.com

22

Process Patterns Process Patterns For Distributed DevelopmentFor Distributed Development

IntroductionIntroduction

Organizational PatternsOrganizational Patterns

Process PatternsProcess Patterns

Transitional PatternsTransitional Patterns

33

About The AuthorsAbout The AuthorsVladimir Pavlov Vladimir Pavlov (Intel, Russia)(Intel, Russia)

Outsourcing and Development Processes ManagerOutsourcing and Development Processes Manager Microsoft Endorsed MSF Practitioner, Microsoft Endorsed MSF Practitioner,

MCSD for .NET, MCSDMCSD for .NET, MCSD, , MCDBAMCDBA, , MCT, MCT, CompTIA Certified IT Project+CompTIA Certified IT Project+

Member ofMember of PMI, ACMPMI, ACM, , IEEE andIEEE and IEEE Computer SocietyIEEE Computer Society

Andrey A. TerekhovAndrey A. Terekhov ( (Microsoft, RussiaMicrosoft, Russia)) Academic Programs ManagerAcademic Programs Manager PhD in Computer SciencePhD in Computer Science Microsoft Endorsed MSF Practitioner, MCSD, (ex-)MCT, Microsoft Endorsed MSF Practitioner, MCSD, (ex-)MCT,

IEEE Certified Software Development ProfessionalIEEE Certified Software Development Professional Member ofMember of ACMACM, , IEEE andIEEE and IEEE Computer SocietyIEEE Computer Society

This presentation is mostly based on experience gained by authors prior to This presentation is mostly based on experience gained by authors prior to joining Intel/Microsoft, when authors worked as chief executives of several joining Intel/Microsoft, when authors worked as chief executives of several large Russian/Ukrainian software outsourcing companieslarge Russian/Ukrainian software outsourcing companies

We had a chance to look at outsourcing projects from both sides of the ocean We had a chance to look at outsourcing projects from both sides of the ocean

44

Intel in 2003Intel in 2003

35 years old (founded in 1968)35 years old (founded in 1968)78,000 people, 294 offices and facilities 78,000 people, 294 offices and facilities in 48 countriesin 48 countriesOver 450 products and services Over 450 products and services Revenue of $30.1 billionRevenue of $30.1 billionNet income of $5.6 billionNet income of $5.6 billionR&D Investment of $4.4 billionR&D Investment of $4.4 billion

R&D is distributed all over the worldR&D is distributed all over the world

55

Microsoft in 2003Microsoft in 2003

29 years old (founded in 1975)29 years old (founded in 1975)

55,000 people, 89 subsidiaries55,000 people, 89 subsidiaries

Revenue of $32.2 billionsRevenue of $32.2 billions

Net income of $10 billionsNet income of $10 billions

R&D investment: $5.2 billionsR&D investment: $5.2 billions

As a general rule, all development is carried out As a general rule, all development is carried out at main campus in Redmond, WAat main campus in Redmond, WA

66

What Is a “Process Pattern”?What Is a “Process Pattern”?

A A PatternPattern is a description of a general solution is a description of a general solution to a common problem or issue from which a to a common problem or issue from which a detailed solution to a specific problem can be detailed solution to a specific problem can be determineddeterminedA A Process PatternProcess Pattern is a specific Pattern created is a specific Pattern created for, employed within or defined in terms of for, employed within or defined in terms of Software Process Engineering domain Software Process Engineering domain Software Software Process EngineeringProcess Engineering is a knowledge is a knowledge area concerned with the definition, area concerned with the definition, implementation, assessment, measurement, implementation, assessment, measurement, management, change, and improvement of the management, change, and improvement of the software engineering process itselfsoftware engineering process itself

77

In This PresentationIn This Presentation

We will use MSF in our examples. To understand these examples We will use MSF in our examples. To understand these examples one does not need to know MSF. However some experience in one one does not need to know MSF. However some experience in one of the modern IT management methodologies/frameworks (RUP, of the modern IT management methodologies/frameworks (RUP, MSF, CDM etc.) is requiredMSF, CDM etc.) is required

The Microsoft Solutions Framework (MSF) is a collection of The Microsoft Solutions Framework (MSF) is a collection of Microsoft's proven practices on managing successful IT projectsMicrosoft's proven practices on managing successful IT projectsMicrosoft almost does not market MSF and they are not selling it. Microsoft almost does not market MSF and they are not selling it. Instead, Microsoft is focused on making money Instead, Microsoft is focused on making money usingusing MSF MSF Similar to Windows or any other product, MSF evolves and matures Similar to Windows or any other product, MSF evolves and matures as new versions are released. Initially Microsoft made MSF available as new versions are released. Initially Microsoft made MSF available in 1994. The latest version of MSF is 3.0 and it was published last in 1994. The latest version of MSF is 3.0 and it was published last year year You cannot buy this product from Microsoft, but you still can get it – You cannot buy this product from Microsoft, but you still can get it – it’s free. Both whitepapers describing MSF and sample templates for it’s free. Both whitepapers describing MSF and sample templates for MSF lifecycle deliverables are available on the Microsoft web-siteMSF lifecycle deliverables are available on the Microsoft web-site

88

Software Outsourcing: Typical ModelsSoftware Outsourcing: Typical Models

CIS US / Europe

Development company

Development office

Mediator company

Main office

Client

Client

CIS - Commonwealth of Independent States (Russia, Ukraine and other former Soviet countries)

Different approaches to adapting modern software development management methodologies and frameworks to offshore outsourcing projects are possible

deve

lopm

ent

offic

e p

rovi

des

SE

RV

ICE client gets PR

OD

UC

T or se

rvice

99

How Many Borders Do We Have?How Many Borders Do We Have?

CIS Europe / US

CIS officeUS/Europe

office Client

language barrier

timeshift

cultural difference

s

1010

Single-Site DevelopmentSingle-Site Developmenta strategya strategyan organizational structurean organizational structurebusiness processesbusiness processes

1111

Distributed DevelopmentDistributed Development

CIS US / Europe

How to distribute/customize a strategy, an organizational How to distribute/customize a strategy, an organizational structure and business processes?structure and business processes?

1212






1313

Software Outsourcing: Typical ModelsSoftware Outsourcing: Typical Models

CIS Europe / US

Development company

Development office

Mediator company

Main office

Client

Client

CIS - Newly Independent States (Russia, Ukraine and other former Soviet countries)

Different approaches to adapting modern software development management methodologies and frameworks to offshore outsourcing projects are possible

deve

lopm

ent

offic

e p

rovi

des

SE

RV

ICE client gets PR

OD

UC

T or se

rvice

1414

Software Outsourcing:Software Outsourcing:the “Broken Phone” Gamethe “Broken Phone” Game

CIS US / Europe

“Technical” people

“Business”people Client

When a technical person speaks to a business person, some When a technical person speaks to a business person, some information is often lost or misinterpretedinformation is often lost or misinterpretedWhen two specialists from different countries speak over the When two specialists from different countries speak over the ocean, some information is often lost or misinterpretedocean, some information is often lost or misinterpretedSo, imagine what happens when a technical person speaks to So, imagine what happens when a technical person speaks to a business person over the ocean…a business person over the ocean…

1515

MSF Team ModelMSF Team Model

Communication

Delivering the solution within project constraints

Satisfied customers

Enhanced user effectiveness

Smooth deployment and ongoing operations

Approval for release only after all quality issues are identified and addressed

Building to specification

Program Management

Development

Test

Release Management

User Experience

Product Management

1616

MSF Team Model for Software MSF Team Model for Software Outsourcing ProjectsOutsourcing Projects

Europe / US

Development

Test

Program Management

Release Management

User Experience

Product Management

CIS

1717

Our Solution: In Software Outsourcing Our Solution: In Software Outsourcing Projects All Functional Areas Should be Projects All Functional Areas Should be

Covered on Both SidesCovered on Both SidesCIS US / Europe

Program management

Development

Test

User Experience

Product Management

Program management

Development

Test

Release Management

User Experience

Product Management

Release Mngmnt

1818

MSF Team as a Matrix OrganizationMSF Team as a Matrix Organization An MSF team is structured as a team of peers. In this An MSF team is structured as a team of peers. In this model, the Program Management role takes a highly model, the Program Management role takes a highly facilitative approach to managing the functions within its facilitative approach to managing the functions within its responsibilities. As such, the MSF team would responsibilities. As such, the MSF team would organizationally be structured similarly to what is referred organizationally be structured similarly to what is referred to in the PMBOK as a Matrix Organization. These are to in the PMBOK as a Matrix Organization. These are cross-functional teams that combine the skills and foci from cross-functional teams that combine the skills and foci from difference areas of the organization into a single team difference areas of the organization into a single team assembled for the projectassembled for the projectAdditionally, the MSF team, as a team of peers, would Additionally, the MSF team, as a team of peers, would most closely resemble a Weak Matrix Organization, in its most closely resemble a Weak Matrix Organization, in its purest form, as described in the PMBOK. Here, “weak” purest form, as described in the PMBOK. Here, “weak” refers to the level of decision-making clout of the project refers to the level of decision-making clout of the project manager and not the quality or capabilities of the teammanager and not the quality or capabilities of the team

from MS whitepaper “MSF and the Project Management from MS whitepaper “MSF and the Project Management Body of KnowledgeBody of Knowledge””

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OrganizationalType

ProjectCharacteristics

Project Manager’sAuthority

% of Organization's Personnel Assigned Full-time

Project Manager’sRole

Common Titles forAuthority PM’s Role

Functional

Matrix

Strong Matrix

Projectized

Project Manager’sAdministrative Staff

Little or None

VirtuallyNone

Part-time

ProjectCoordinator/

Project Leader

Part-time

Limited

0-25%

Part-time

Part-time

ProjectCoordinator/

Project Leader

ProjectManager/

Project Officer

Weak Matrix Balanced Matrix

Low to Moderate

Moderate to High

High to Almost Total

15-60% 50-95% 85-100%

Full-time Full-time Full-time

ProjectManager/

Program Manager

ProjectManager/

Program Manager

Part-time Full-time Full-time

PMI PMBOK

Matrix OrganizationsMatrix Organizations

2020

Functional OrganizationFunctional OrganizationChief

Executive

FunctionalManager

FunctionalManager

FunctionalManager

StaffStaff

Staff

Staff

Staff Staff

Staff Staff

Staff

ProjectCoordination

2121

Project OrganizationProject OrganizationChief

Executive

ProjectManager

ProjectManager

ProjectManager

StaffStaff

Staff

Staff

Staff Staff

Staff Staff

Staff

ProjectCoordination

2222

Weak Matrix OrganizationWeak Matrix OrganizationChief

Executive

FunctionalManager

FunctionalManager

FunctionalManager

StaffStaff

Staff

Staff

Staff Staff

Staff Staff

Staff

ProjectCoordination

2323

Balanced Matrix OrganizationBalanced Matrix OrganizationChief

Executive

FunctionalManager

FunctionalManager

FunctionalManager

StaffStaff

Staff

Staff

Staff Staff

Staff Staff

Project Manager

ProjectCoordination

2424

Strong Matrix OrganizationStrong Matrix OrganizationChief

Executive

Manager of Project Managers

FunctionalManager

FunctionalManager

Project ManagerStaff

Staff

Staff

Staff Project Manager

Staff Project Manager

Staff

ProjectCoordination

2525

Our Solution: MiniMax Pattern for Our Solution: MiniMax Pattern for Geographically Distributed Matrix Geographically Distributed Matrix

OrganizationsOrganizationsIf a matrix organization is geographically distributed over If a matrix organization is geographically distributed over number of offices/countries/time zonesnumber of offices/countries/time zones

So it becomes 3D matrixSo it becomes 3D matrix

Each function should be present on as many sites as Each function should be present on as many sites as possiblepossible

However, for offshore development some functions However, for offshore development some functions ((i.e. salesi.e. sales)) may not make sense on some sitesmay not make sense on some sites

Each project should be allocated to as few sites as Each project should be allocated to as few sites as possiblepossible

This is an extension to the known approach called “collocation” This is an extension to the known approach called “collocation” However, for offshore development each project will be allocated However, for offshore development each project will be allocated

to at least two sitesto at least two sites

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Organizational patternsOrganizational patterns

Process patternsProcess patterns

Transitional patternsTransitional patterns

2727

MSF Risk Management DisciplineMSF Risk Management Discipline

Risk Statement

Risk Database,Risk Concepts and

Processes

Identify

LearnLearn

ControlControl

Track and Report

Track and Report

Plan and SchedulePlan and Schedule

Analyze and Prioritize

Analyze and Prioritize

Risk Assessment Document

Top n Risks

2828

Risk Management for Software Risk Management for Software Outsourcing ProjectsOutsourcing Projects

CIS Europe / US

Risk Statement

Risk Database,Risk Concepts and Processes

Identify

LearnLearn

ControlControl

Track and

Report

Track and

Report

Plan and

Schedule

Plan and

Schedule

Analyze and

Prioritize

Analyze and

Prioritize


Top n Risks

Risk Statement

Risk Database,Risk Concepts and Processes

Identify

LearnLearn

ControlControl

Track and

Report

Track and

Report

Plan and

Schedule

Plan and

Schedule

Analyze and

Prioritize

Analyze and

Prioritize


Top n Risks

2929

Our Solution: One Transparent Risk Our Solution: One Transparent Risk Management Process Management Process

for All Sub-Teamsfor All Sub-TeamsCIS US / Europe

Risk Statement

Risk Database,Risk Concepts and

Processes

Identify

LearnLearn

ControlControl

Track and Report

Track and Report

Plan and SchedulePlan and Schedule

Analyze and

Prioritize

Analyze and

Prioritize


Top n Risks

3030

IBM Rational Unified ProcessIBM Rational Unified Process

ManagementEnvironment

Business Modeling

Implementation

Test

Analysis & Design

Preliminary Iteration(s)

Iter.#1

Phases

Disciplines

Iterations

Iter.#2

Iter.#n

Iter.#n+1

Iter.#n+2

Iter.#m

Iter.#m+1

Deployment

Configuration Mgmt

Requirements

Elaboration TransitionInception Construction

3131

RUP Disciplines For Software RUP Disciplines For Software Outsourcing ProjectsOutsourcing Projects

CIS Europe / US

3232

Our Solution: All Disciplines Are Our Solution: All Disciplines Are Important For Every Sub-TeamImportant For Every Sub-Team

CIS US / Europe

Elaboration TransitionInception Construction

3333

Project PostmortemProject Postmortem

CIS Europe / US

POSTMORTEM

A postmortem is a procedure whereby project team summarizes a project's history and analyzes its positive and negative aspects. The goal of a postmortem is to draw meaningful conclusions to help

project team learn from past successes and failures

POSTMORTEM POSTMORTEM

3434

Our Solution: “Big Postmortem” For All Our Solution: “Big Postmortem” For All Project StakeholdersProject Stakeholders

CIS Europe / US

P O S T M O R T E M

Unfortunately, it is not a common practice for offshore outsourcing projects today

POSTMORTEM POSTMORTEM POSTMORTEM

3535

One Of The GRASP Design One Of The GRASP Design Patterns: PolymorphismPatterns: Polymorphism

Problem:Problem: How to handle alternatives based on type? How to create How to handle alternatives based on type? How to create

pluggable components?pluggable components?

Solution:Solution: When related behaviors vary by type, assign responsibility for When related behaviors vary by type, assign responsibility for

the behavior to types using polymorphismthe behavior to types using polymorphism

PRO:PRO: Extensions (new variations) easy to addExtensions (new variations) easy to add New implementations can be introduced without affecting clientsNew implementations can be introduced without affecting clients

CON:CON: Avoid “future-proofing” if variation is unlikely to occurAvoid “future-proofing” if variation is unlikely to occur Adds additional effort to designAdds additional effort to design

3636

Our Solution: Inheritance Helps Our Solution: Inheritance Helps MinimizeMinimize BureaucracyBureaucracy

Traditional approachTraditional approach Our approachOur approach

Total 64 pagesTotal 64 pages

Total 34 pagesTotal 34 pages

Java coding standard

C++ coding standard

C coding standard

Java coding standard

C++ coding standard

C coding standard

General style and coding standard

3737

US/Europe Office

Public Domain

CIS Office

Our Solution: Define Your Process Our Solution: Define Your Process Architecture Using Inheritance Architecture Using Inheritance

CIS US / Europe

Policy Policy

Policy

PolicyPolicy

Policy

Policy

Policy

Policy

Policy

Policy

3838






3939

More Workload, More Resources… More Workload, More Resources… Company workload

Company size / resources

Most companies are in this area

4040

A Few Words About Productivity… A Few Words About Productivity… Productivity of

employees

Number of employees

Most companies are in this area

4141

Transitional PatternsTransitional PatternsTransitional patterns deal with process Transitional patterns deal with process transformations during the period of rapid transformations during the period of rapid growth/change of the companygrowth/change of the companyWhen the company grows to more than 3-5 When the company grows to more than 3-5 persons, a formal hierarchy of command should persons, a formal hierarchy of command should appearappearWhen the company grows to more than 40-50 When the company grows to more than 40-50 persons, delegation of authority from the chief persons, delegation of authority from the chief executive to the middle managers is neededexecutive to the middle managers is neededWhen the company grows beyond 90-110 When the company grows beyond 90-110 persons, formal policies and quality programs persons, formal policies and quality programs become necessary for keeping the company on become necessary for keeping the company on tracktrack

4242

MSF Readiness MSF Readiness Management DisciplineManagement Discipline

DefineDefineKnowledge,

Skills, Abilities

Knowledge,Skills,

Abilities

ChangeChange

AssessAssess

EvaluateEvaluate

4343

Our Solution: Integrated Our Solution: Integrated Readiness/Effectiveness/Transition Readiness/Effectiveness/Transition

Management DisciplineManagement DisciplineDefineDefineCorporate

Knowledge Base

Corporate Knowledge

Base

ChangeChange

AssessAssess

Evaluate

Evaluate

PlanPlan

4444

SummarySummaryMiniMax pattern helps organize work within MiniMax pattern helps organize work within geographically distributed matrix organizationsgeographically distributed matrix organizations All functional areas should be covered in all sitesAll functional areas should be covered in all sites

Every discipline should cover all sub-teamsEvery discipline should cover all sub-teams One transparent risk management process for all sub-One transparent risk management process for all sub-

teamsteams

““Big postmortem” for all project stakeholdersBig postmortem” for all project stakeholders

Define your process architectureDefine your process architecture Inheritance helps minimize bureaucracyInheritance helps minimize bureaucracy

Integrated readiness/effectiveness/transition Integrated readiness/effectiveness/transition managementmanagement

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See AlsoSee AlsoProcess Patterns Process Patterns

http://hillside.net/ (English)http://hillside.net/ (English) http://www.ambysoft.com/processPatternsPage.html (English)http://www.ambysoft.com/processPatternsPage.html (English)

Microsoft Solutions Framework Microsoft Solutions Framework http://www.microsoft.com/msf (English)http://www.microsoft.com/msf (English) http://www.microsoft.com/rus/msf (Russian)http://www.microsoft.com/rus/msf (Russian)

IBM Rational Unified ProcessIBM Rational Unified Process http://www.rational.com/rup (English)http://www.rational.com/rup (English)

PMI Project Management Body Of KnowledgePMI Project Management Body Of Knowledge http://www.pmibookstore.org/PMIBookStore/http://www.pmibookstore.org/PMIBookStore/

productDetails.aspx?itemID=110&varID=1 productDetails.aspx?itemID=110&varID=1 (English)(English) http://www.pmi.org/info/PP_PMBOK2000Excerpts.asp http://www.pmi.org/info/PP_PMBOK2000Excerpts.asp

(English)(English)

4646

See AlsoSee Also““Using MSF for Software Outsourcing” Using MSF for Software Outsourcing” by V.Pavlov and A.A.Terekhovby V.Pavlov and A.A.Terekhov

http://nl.itsmportal.net/binaries/MSF_for_software_outsourcing.ppt (English)http://nl.itsmportal.net/binaries/MSF_for_software_outsourcing.ppt (English) http://www.ukrsoftpro.com.ua/Pavlov_Terekhov_Kiev2003.zip (Russian)http://www.ukrsoftpro.com.ua/Pavlov_Terekhov_Kiev2003.zip (Russian)

““MSF-based Process Patterns” MSF-based Process Patterns” by D.Malenko and V.Pavlovby D.Malenko and V.Pavlov www.itlab.unn.ru/archive/seminar/SE/1502_2.ppt (English)www.itlab.unn.ru/archive/seminar/SE/1502_2.ppt (English)

““How to Train Managers for IT Industry?”How to Train Managers for IT Industry?”by V.Pavlov and A.A.Terekhov (Russian)by V.Pavlov and A.A.Terekhov (Russian)

http://www.it-education.ru/archive/2003/reports/pavlov_terekhov.htmhttp://www.it-education.ru/archive/2003/reports/pavlov_terekhov.htm http://www.it-education.ru/archive/2003/reports/presentation/pavlov_terekhov.ppthttp://www.it-education.ru/archive/2003/reports/presentation/pavlov_terekhov.ppt

"Software Process Improvement in Russian Company: a Case Study”"Software Process Improvement in Russian Company: a Case Study”by V.Kiyaev, A.A.Terekhovby V.Kiyaev, A.A.Terekhov

http://users.tepkom.ru/ddt/articles/SPI_in_Russia.html (English)http://users.tepkom.ru/ddt/articles/SPI_in_Russia.html (English) http://www.nsda.ru/home.asp?artId=129 (Russian)http://www.nsda.ru/home.asp?artId=129 (Russian)

““Formalization and Automation of Global Software Development Processes”Formalization and Automation of Global Software Development Processes” by V.Kiyaev, I.Sobolev, A.A.Terekhov, B.Fedotovby V.Kiyaev, I.Sobolev, A.A.Terekhov, B.Fedotov

http://users.tepkom.ru/ddt/Articles/DistributedDevelopment.html (English) http://users.tepkom.ru/ddt/Articles/DistributedDevelopment.html (English) http://users.tepkom.ru/ddt/Articles/DistributedDevelopment_rus.html (Russian)http://users.tepkom.ru/ddt/Articles/DistributedDevelopment_rus.html (Russian)

4747

Our thanks to:Our thanks to:

Alexandr Zverintsev (NOKIA, Poland)Alexandr Zverintsev (NOKIA, Poland)Alexandr Zhuykov (ISD, Ukraine)Alexandr Zhuykov (ISD, Ukraine)Andrey Filev (Murano Software, USA/Russia)Andrey Filev (Murano Software, USA/Russia)Andrey Nizovsky (Waveaccess, Russia)Andrey Nizovsky (Waveaccess, Russia)Anna Tiunova (Lanit-Tercom, Russia)Anna Tiunova (Lanit-Tercom, Russia)Irina Mozgovaya (DNU, Ukraine)Irina Mozgovaya (DNU, Ukraine)Nikita Boyko (ISD, Ukraine)Nikita Boyko (ISD, Ukraine)Sergey Alpaev (ISD, Ukraine)Sergey Alpaev (ISD, Ukraine)Sergey Goryainov (Berest, Ukraine)Sergey Goryainov (Berest, Ukraine)Sergey Troshin (Lanit-Tercom, Russia)Sergey Troshin (Lanit-Tercom, Russia)Symon Moldavsky (UkrSoftPro, Ukraine)Symon Moldavsky (UkrSoftPro, Ukraine)Victor Churilov (ISD, Ukraine)Victor Churilov (ISD, Ukraine)Vladimir Ufnarovsky (Lanit-Tercom, Russia)Vladimir Ufnarovsky (Lanit-Tercom, Russia)Yuri Gubanov (Lanit-Tercom, Russia)Yuri Gubanov (Lanit-Tercom, Russia)Yury Us (SCC, USA)Yury Us (SCC, USA)

4848

You can download this presentation fromYou can download this presentation from

http://www.vlpavlov.com http://www.vlpavlov.com

http://www.soft-outsourcing.comhttp://www.soft-outsourcing.com

Questions?Questions?

4949

This presentation was delivered This presentation was delivered at the Fourth “at the Fourth “Russian Russian

Outsourcing & Software Outsourcing & Software SummitSummit” (ROSS)” (ROSS)

St. PetersburgSt. Petersburg June 10,June 10, 200 20044

1 process patterns for distributed development vladimir pavlov [email protected]...

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