1. Agile Goes
Mainstream - from
Infrastructure to Service
Management
Valdas Simas, Sarunas Dargelis
October 10th, 2013
© CSC 2013

2. AGENDA
I.
II.
CSC Lithuania Project and Programme
Management Team
III.
© CSC 2013
We Do Amazing Things - CSC
Agile Goes Mainstream
October 10, 2013
2

3. 87,000
A GLOBAL
#162
POWERHOUSE $13.8B
EMPLOYEES OPERATING
IN 70 COUNTRIES
RANKING ON THE
FORTUNE 500 FOR 2012
GLOBAL IT
SERVICES POWERHOUSE
IN BUSINESS AND IT
TRANSFORMATION
50+
100+
© CSC 2013
YEARS OF INNOVATION
GLOBAL ALLIANCES
WITH BEST-IN-BREED
PARTNERS
October 10, 2013
3

4. Leading Next-Gen Technology and Business Solutions
Industries
Energy
and Natural
Resources
Financial
Services
Healthcare
Manufacturing
Public
Sector
Communications
and
High-Tech
Travel
and
Transportation
Consumer
and
Retail
INDUSTRY EXPERTISE
Solutions
Cloud
Applications
Services
© CSC 2013
Business Process
Services and
Outsourcing
Big Data &
Analytics
Cybersecurity
Consulting
Software and IP
Infrastructure
Services
October 10, 2013
4

5. Global Scale and Reach
Service Centers (33)
(Includes Services Desk Locations and
Business Process Services/Outsourcing Centers)
Data Centers (34)
Delivery Centers (24)
CSC has a presence in more than 70 countries
© CSC 2013
October 10, 2013
5

6. Serving Enterprises and Governments Worldwide*
Financial
Services
Healthcare
Sirirai Hospital, Thailand
Manufacturing
Energy/Natural
Resources
Tech/Consumer
Transportation
Public Sector
Ministry of Health, Malaysia
*Representative client list
© CSC 2013
October 10, 2013
6

7. CSC
LITHUANIA
PROJECT
AND PROGRAMME
MANAGEMENT
TEAM
© CSC 2013
80
TEAM MEMEBERS
53
PROJECT MANAGERS
27
PMO
5+
YEARS
October 10, 2013
7

8. Project and Programme Management Family
CSC Baltic as shared lower-cost Global Delivery Centers (GDCs)
Lithuanian PM resources are seen as trusted partners for internal and
external customers: consistent project execution on-time, on-budget
within agreed scope
Team is keenly focused on revenue increase (demand generation,
leveraging account teams, participating in sales activities, and active
member of PM community), strong customer relationship
Standardization and capabilities development with a customer and market
orientation (strong Agile community) are the key aspects for our team
Vilnius
© CSC 2013
October 10, 2013
8

9. Agile Goes Mainstream
Is the methodology key factor which drives
project to success?

10. Present Tendencies
Number of failed projects is still high
• Despite advances in project management methodologies
many projects continue to fail for a number of reasons
• Is the methodology key factor which drives project to
success?
• One of the main causes of failure is the lack of effective
leadership and / or the style of leadership applied by project
managers
•
PROJECT SUCCESS
•
PROJECT LEADERSHIP
•
MIXTURE KEY TO SUCCESS
© CSC 2013
October 10, 2013
10

11. Project Success
SUCCESS, IF…
…improved customer
performance and
experience
…positive return of
investment
…led new implementation of
the new services, business
expansion
…completed on time or
earlier
…completed within or below
the budget
Success factors:
- Organizational background:
leadership, corporate culture, top
level support
- External environment:
competitors, suppliers,
customers, vendors
- Technological framework :
hard/software, and
telecommunications or a
combination of the three areas
© CSC 2013
October 10, 2013
11

12. Project Leadership
• Combination of human /tech
resources in a dynamic,
temporary organization which
delivers results (incl. social as
well as technological aspects)
• Integrates, leads work of the
team
• Not an isolated activity, but rather
a team effort
• Team requires leadership in
order to function effectively
• Going back a second and third
time or however many tries are
needed – until work is done
© CSC 2013
October 10, 2013
12

13. Technical and Leadership Mixture
- Achieving successful project
outcomes require the combination
of technical and leadership
competencies
-Many project management
processes and techniques
(planning, scheduling, control, and
automated tools) exist for tracking
and measuring the technical
elements of projects
-The processes and methods do
not manage people
- Project Leadership not only
manage projects, but lead people
- Project Leadership must gain the
knowledge, skills, tools, and
experiences to enable them to
manage and lead both the technical
and the people side
© CSC 2013
October 10, 2013
13

14. True
• Being technically competent in the principles of project
management is not adequate for projects to have
successful outcomes
• Many projects continue to fail despite the use of
established project methods and techniques as the
leadership competency required for successful project
outcomes have been found lacking
• Don’t overdevelop or depend upon few methodologies,
tools, techniques
• All areas of work have several sets of technologies
behind doing them well. Look toward the broadest
possible view of an issue/challenge and makes
success happen
© CSC 2013
October 10, 2013
14

15. Agile Goes Mainstream
Waterfall, Agile or Hybrid ?
© CSC 2013
October 10, 2013
15

16. Agile in Software - business as usual
Agile Scrum, Kanban - most of Agile
methods are successfully used in
Software industry.
From 4000+ respondents
more than 80% are from
Software development.
State of Agile Development,
November 1, 2012
© CSC 2013
What about
other Areas?
October 10, 2013
16

17. Traditional apporach still used in...
Service, Transportation, Finance
Services, Infrastructure IT and other
non-software areas still use traditional
Waterfall approach.
© CSC 2013
October 10, 2013
17

18. But what about Success Rate?
Even using
different project
management
methodologies the
number of failed
projects is still
high.
Project Leadership
and different
methodology
combination gives
ultimate power reaching
Company Success.
Waterfall, Agile or hybrid
© CSC 2013
?
October 10, 2013
18

19. Agile Project Management is NOT a Silver Bullet
© CSC 2013
October 10, 2013
19

20. 5 Critical Agile / Plan-Driven Factors
Balancing Agility & Discipline, Boehm & Turner
© CSC 2013
October 10, 2013
20

21. Challenges in Corporations
- Virtual Leveraged Teams
- Specialized Lines of Service
- Traditional approach teams
Success with good
Project Leadership*
© CSC 2013
October 10, 2013
21

22. Success stories
To name name some:
To some..
Service – PMO Transition and Transformation
Transportation – EMEA, APAC Program – setting up and
maintaining Client New facilities world wide
Financial Services – Business IT refresh continuity
programs
Infrastructure IT - Cloud, data centers, physical servers,
wires, appliances and software combination – overall
running hybrid models
Watergile, Agilefall???
© CSC 2013
October 10, 2013
22

23. What’s next?
Waterfall and Agile can
work together!
Project Leadership
is essential!
Look for new Insights and
different perspectives of Agile!
© CSC 2013
October 10, 2013
23

24. Questions?
© CSC 2013
October 10, 2013
24

25. Thank you for your attention
© CSC 2013
October 10, 2013
25