ソフトウェアを外部委託しなさい

敏捷な沖合いの開発を実行する方法

ソフトウェアの開発はチーム努力常に、互いの近くで働いているチームと最もよく達成される。 実質の時間のチームの中で催される議論、移動プロジェクト先に実施に。 但し、依存の練習 敏捷な沖合いの開発 繰り返された急速なプロセスの間で約強力な結婚を持って来、市場の応答、傾向および顧客の要求の改善との組合せが印が付いている倍数の沖合い工学は団結する。 ここにでは、多数の海岸のScrumのチームを分ける8,000マイルの長さそして幅を渡るこの共同プロセスをいかにに関して管理できるか提案がある。

従ってXP、ScrumおよびDSDMのような敏捷な方法は巧妙で全体的な組織の延長チームによって合わせられ、顧客の必要性および製品化までの時間を改善する。 プロセスでは、組織は移動、訓練、転移の計画、目的の設定、結果を達成して必要である検討の方法を含む支配のより速い経験を、得る。 Deployment of Agile development methodologies in multi offshore environment can be challenging, and research has shown that with the required modifications, the adaptation of the development process in multi-locations and time zones, offshore engineering has been able to deliver quality and productivity compared to the established Agile teams in the US, and that too in just three months. This achievement includes reduced calendar time in incorporating new features, feedback from the early stage of development, along with the ability to make critical course corrections.

Agile methodologies are a new process adapted in today’s software development processes and practices, which introduce the changes in requirements by delivering the software in small releases. This has kept high the customers’ confidence, who can now relate their business requirement changes much faster. Agile methodologies have introduced a new set of software development processes and practices, which provide requirements change through delivery of the software in multiple modular releases. This increases the confidence of the client and enables them to relate any of their requirements of business changes much faster. The global economic situation has changed software development strategies, and the larger IT organizations are changing over to offshore development at a much faster rate.

In an offshore development process it is not necessary for the offshore and onshore developers to be in constant touch and communicate regarding the progress of the development of the project, and its specific feature or function. To give you an example, it is a waste of time for the onshore and offshore developers to check the same codes in the same section of the code repository, and eventually affect the work by checking each other’s code. With the offshore team having competent self-sufficient business analysts, programmers, QA staff, and technical writers the work can be conducted indecently by them without the necessity of much communication between the offshore on onshore developers.

The important thing in any team work is the interpersonal relationships within that team. With the Scrum teams distributed throughout the US, and the offshore locations, there are few interpersonal working understandings between the teams with few or none live contacts between them. This can invariably affect the software development progress in the quality of its production, and there could be questionable deliverables. To solve this situation, basic team building exercises need to be taken up. In doing this, the offshore Scrum team could be sent to the US for few weeks, where they can observe the dynamics and other typical working characteristics of the US teams situated at different places, and this could help in building the much wanted working relationship between the Scrum teams. In practice, it is found that a US based engineer visiting India every two months, and inter-acting with the offshore team in India. There-after, a tram of Indian engineers is lead to visit the US every six months to interact with the team members in the US. This brings about an understanding between the two teams, in working relationship and from a cultural and morale-building perspective as well.

This entry was posted on Tuesday, January 8th, 2008 at 7:18 am and is filed under Agile Software Development, India, United States. You can follow any responses to this entry through the RSS 2.0 feed. You can leave a response, or trackback from your own site.