Management and agility (continued)

In my previous articles, I expose the management issues that I have encountered and give you my insights and feedback that led to the development of the ZAPPIK method.

Articles of the series:

 

 

The subject of outsourcing developments in agile methodology is becoming more and more present with the shortage of hiring expert professionals who prefer now working as freelancers. Managing these professionals has become a major challenge for the growth of companies via digital.

Outsourcing: the rational solution

You may return the problem in any way, from a financial point of view, outsourcing is the most rational way to carry out your project:

 

  • No recruitment fees
  • No structure cost

 

From the point of view of the company's organization it is also better:

 

  • No regulatory compliance on employees
  • No friction with the internal team to integrate new employees 
  • No change in the company's internal methods

 

However, there is one major drawback: outsourced team management is complex and time-consuming.

 

In terms of risks, it is known that an additional failure ratio of 15 to 20% is to be taken into account, generally caused by a lack of time required for the manager to drive the team remotely and communication issues.

However, three other major benefits are to be credited to outsourcing:

 

  1. A skill is used only in a timely manner for a limited period, which allows for the provision of high-level expertise.
  2. One can easily act in freelance recruitment to meet delivery dates when needed.
  3. All profiles are easily found on the market, which is now global.

 

To summarize Outsourcing is the only viable solution but requires more management time from the manager.

 

Outsourcing and manager's availability

We must, therefore, focus on solving the problem of manager's availability.

That's what I ended up solving with Zappik method.

One of the characteristics of Agility is to focus on the functional to the detriment of the documentation.

Any manager confronted with the writing of an SRS (Software Requirement Specification) knows the time it will take for:

 

  • analyze the problems that the application is supposed to solve
  • collect needs and uses to translate them into features
  • analyze the technological constraints
  • analyze available solutions and those to create from scratch
  • analyze the risks
  • negotiate with the sales department, marketing, accounting and ... the IT department
  • coordinate everything by organizing meetings
  • in the end decide the budget, take care of the financing
  • submit the project to providers
  • analyze quotes
  • start the project

 

...whew!

 

Even by delegating, in the best case, this will take 2 months.

Develop in Agility

Here is a simple explanation of Agility for those who wish to have a quick and synthetic vision:

 

In Agility, we refrain from describing everything. It is a waste of time that anyway leads to not respecting what is written for various reasons because it is impossible to think of and predict everything and everything.

 

Although, are you sure to have had the time to analyze the totality of possible technical solutions, the needs, the use cases?

 

In my case, the answer is clearly NO.

 

 

I know in advance that the unforeseen will happen and that the time I devote to specify is insufficient to consider all cases.

 

I also know that my project will deviate along the way to take into account new elements that were unknown at the beginning.

 

The use of Agility will not produce a miracle but will transfer the specification of the application to be delivered over the entire duration of the project.

 

No more work overload at the beginning of the project. It's enough to focus on thinking, defining basic needs and arbitrating priorities. The project starts very quickly.

 

However, Agility on Product Owner (the client) side requires to master this role and to be mobilized daily alongside the development team.

 

 

This is often impossible to ensure for a manager who has a business to drive.

 

 

It then takes a business analyst profile to perform this role.

 

This profile is very specific and difficult to recruit. In any case, this is unfortunately not possible most of the time. ZAPPIK solves this problem by providing a layer of expert advice and management directly integrated into the project development process.

 

Conclusion

Outsourcing has become an obligation to have the necessary expertise and diverse skills for digital development. The traditional management principles are outdated and do not solve the problem of outsourcing in agility. ZAPPIK is a methodology allowing the unlimited management of outsourced resources and lowering the risks for all the actors involved in a project.

  • Simplification of Project Owner role
  • Unlimited orchestration of outsourced resources
  • Agility: changes are welcome
  • Risk reduction
  • Thanks to a process framed by dedicated software

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ZAPPIK: FINALLY THE SUCCESS OF YOUR DIGITAL PROJECTS

 

ZAPPIK is the first method to take advantage of the illimited resources available remotely to accelerate and secure the development of digital projects.

 

The orchestration of external resources is the key.

But do you have the time to manage a remote team of geeks?

 

Thanks to its platform and a pool of specialized Project maestros to perform resource orchestration, ZAPPIK breaks the rules and enables you to INTERNALIZE the management of your projects with REMOTE resources.

 

No need to recruit, go hunting providers, write specifications.

 

Everything is managed for you so you can focus on your business and not on managing the thousands of tasks required by any digital project.

 

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