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Transparency in outsourced development with Scrum - Part III

By | December 11, 2012 | No Comments »

(Continued from Part I and Part II)

When the client program managers first saw the template-driven reports, they immediately recognized the qualitatively different degree of visibility and transparency all this information gave them. First Line was asked to make a special presentation to the Program Steering Group, and very soon the template was officially introduced as the standard reporting device on all First Line teams participating in the program.

Another thing that became clear pretty quickly was that the customer PM role has become unnecessary. The “tracking” and “control” functions were essentially already being carried out by the First Line teams themselves and evidenced by the template. In the spirit of Lean and Agile, the client eliminated the role of the PM, effectively folding its function into First Line’s Scrum Masters, who were now to report directly to the Steering Group. Read more

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Transparency in outsourced development with Scrum - Part II

By | December 5, 2012 | No Comments »

Sergey Yurasov

(Continued from Part I)

On the client side, the Business Unit formulated business requirements, which were finalized and managed for the supplier’s development team by the Product Owner (PO). Additionally, a business analyst on the supplier side filled the role of Proxy Product Owner (PPO), whose job was to be the sole source of clarifications of requirements for the team.

This additional role was set up in order to mitigate the fact that because of the distance, it would be logistically challenging to make the client’s PO available to the entire team all the time. So the PO and the PPO set up a knowledge management process whereby the PPO was extensively educated by the PO on the business requirements over time and was able to provide explanations for the team. Read more

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