Monday August 18,
Software "manufacturing" - the meeting ground for art and science, by K. Subrahmaniam
Tuesday August 19,
The coming age of virtual organizations: Applying lessons from the early history of geographically-dispersed collaboration, by Thomas A. Finholt
Wednesday August 20,
Meeting Complexities Head-On: Leveraging Global Software Development for Competitiveness, by Deependra Moitra
Title: Software "manufacturing" - the meeting ground for art and science
by K. Subrahmaniam, Head Global Operations of CSC-India Business unit (Computer Science Corporation), India
Monday, August 18, 2008
In many a mind, the place of making a software is an art studio where skilled artisans "create" works of art and this could never be made into a shopfloor. This perspective also encourages our "professional artists" to draw the "sunrise" for the millionth time in their own way. There are several others who argue that manufacturing of software must be driven by a "robust process" that is compliant with the latest process framework. The global competitiveness on the otherhand demands a highly efficient delivery mechanism that delivers good quality in time demanded by the business. Creating good quality may be an art but delivering on time is a science.
To levegare the global availability of skills and talent, it is required to revisit the way we defined Software engineering. To learn from the automotive industry that leverages the global sourcing aspect to its best advantage; to create the flexible manufacturing system that will allow software to be created across the globe but still meet the business demands effectively.
The talk will focus on two aspects - redefining the software engineering to be suitable for a global supplychain optimisation and creating the right talent for meeting this new world paradigm.
Adequacy of the current software engineering processes from meeting the global way of doing this is a related aspect. Todays frameworks such as ISO/ CMMi are not "inclusive". They look at part of the supply chain. And redefining this is key to future success.
Predictable quality - defined as meeting business objective without fail will be the future direction. And vendors are only part of this. It is time for the Software engineering world to step back and relook at the way Software Engineering is been defined now. The ability to mix Art and Science is the key to create the process that will tap in to the creativity that is not constrained and at the same time have the rigour of a six sigma manufacturing.
K. Subrahmaniam (KS) is the Head Global Operations of CSC-India Business unit (Computer Science Corporation), and is in charge all of its service lines and delivery units across the globe. KS is responsible for growth and profitability as well as creation of portfolio of services along industry verticals. Managing over 18000 professionals across the globe, KS is an executive sponsor for many initiatives of the company.
KS graduated in Electrical & Electronics Engineering from the College of Engineering, Guindy, Madras University in the mid 70's. He worked for over 15 years at ITI, India's premier telecommunication company, handling various projects in the R&D division and was involved in various aspects of Business & Technology. He obtained his post graduation diploma in business administration from Annamalai University.
Prior to taking on this role, KS was the president and CEO of Covansys India which is now part of CSC. In recent years under his leadership the Company obtained the Award for "Management excellence in service sector" from MMA, the award for "Organization that creates fun and joy at work" from DH Avenues, award for "Woman friendly organization" from MMA and the recognition that Covansys is one of the Top 10 "Best companies in India to work for", by Business Today- Mercer and TNS survey consecutively for 3 years 2005,06 and 07 as well as at 12th among the top 25 list "Best Employers in India - 2007" survey by Hewitt and the Economic Times . He was also the recipient of the "CEO of the Year 2007" award by IT People.
Widely traveled, he has participated in many external activities in forums and seminars. KS is a member of the Governing Council for IIIT-Bangalore. In his spare time he likes driving, traveling, cooking, painting and photography - all of which many times seem to be distant dreams for him due to paucity of time. He finds time to associate with community development projects as a priority and has established the employee managed Binergy foundation. KS likes to describe himself as the catalyst for organizational excellence.
Title: The coming age of virtual organizations: Applying lessons from the early history of geographically-dispersed collaboration
by Thomas A. Finholt, Director, Collaboratory for Research on Electronic Work, University of Michigan, USA
Tuesday, August 19, 2008
The last decade has produced an explosion in the availability and sophistication of technology to support geographically-dispersed collaboration. Research agencies in the United States and around the world are now arguing for a new round of investment in computing and networks, termed "cyberinfrastructure," to enable even more ambitious collaboration at the scale of thousands to tens of thousands of participants. Technology to support collaboration on this order is emerging, such as computational grids, and is being deployed within worldwide scientific enterprises, including the next generation of high energy physics experiments at CERN.
However, despite this progress, it remains unclear whether lessons about effective virtual collaboration, gained from the first generation of collaborative tools, are being applied to guide the evolution of what have been termed "virtual organizations." This talk highlights socio-technical factors that undermine the effectiveness of virtual work and focuses on the special challenges of successfully addressing these factors in the coming age of virtual organizations.
Thomas Finholt is the associate dean for research and innovation at the University of Michigan's School of Information, where he is also a research professor and director of the Collaboratory for Research on Electronic Work.
Currently, Dr. Finholt is the PI on an NSF CI-TEAM award exploring the use of a collaboration and learning environment (Sakai) to accelerate dissemination of technique and adoption of engineered cementious composites in next generation civil infrastructure projects. Also, Dr. Finholt is working on community engagement efforts with the National Center for Supercomputing Applications directed at the mesoscale weather community, the environmental engineering community, and the environmental science community. Dr. Finholt is leading two internal research projects at Michigan, the Michigan Grid Research and Infrastructure Development (MGRID) Center and the VIrtual Space Interaction Testbed (VISIT), an effort to build ultra-resolution collaboration environments for geographically distributed collaborators. Dr. Finholt was a co-PI on the NEESgrid project, the system integration component of the NSF's George E. Brown, Jr. Network for Earthquake Engineering Simulation. For NEESgrid, Dr. Finholt directed both assessment of community requirements and development of the NEESgrid collaboration environment. Other past projects have included the NSF-funded Space Physics and Aeronomy Research Collaboratory (SPARC), a NIST-funded effort to explore the use of collaboration technology in design and manufacturing engineering, a collaboration with Bell Labs Research to understand geographicallydistributed software development, and the Great Lakes Center for AIDS Research project funded by NIH.
Title: Meeting Complexities Head-On: Leveraging Global Software Development for Competitiveness
by Deependra Moitra, Management Consultant & Venture Catalyst, India
Wednesday, August 20, 2008
Necessitated by economic and market forces, the last two decades have witnessed a quantum leap
in global dispersion of software development work, signifying the emergence of Global Software
Development (GSD) as an important driver of business value. Whilst most companies have jumped
on the GSD bandwagon, evidence suggests that firms do not (or are not able to) systematically
harness the full potential of GSD, resulting in sub-optimal value capture. This can often be attributed
to a tactical approach towards GSD, absence of a realization that managing GSD is an acquired
competency, and to insufficient insight into the structure and dynamics of GSD.
Successfully capitalizing on GSD requires not only effectively dealing with the complexities and
challenges that the global distribution of software work throws-up but also employing a well-crafted
strategy to realize its full potential. Drawing on several years of real-world research and managerial
experience, this talk offers actionable insights on how GSD can be systematically harnessed for
business competitiveness. Specifically, the talk presents the "science" and the "art" of global
software development and illustrates with industry examples how companies can leverage GSD to
capture business value along the software development lifecycle. The talk also highlights areas that
need further research in order to advance the practice of GSD.
Deependra Moitra is an independent management consultant based in Bangalore, India. Combining
16 years of multifaceted professional experience with active real-world research, Deependra
advises high technology companies and helps them achieve business competitiveness and growth
through strategic innovation and globalization. Internationally recognized for his expertise on
global innovation management, Deependra is a sought after consultant to multinational companies
as well as entrepreneurial ventures, and is a frequent speaker at major international forums. He
serves on several advisory boards as well as journal editorial boards, and has over two dozen
journal and conference publications to his credit including the widely acclaimed book China and
India: Opportunities and Threats for the Global Software Industry (Chandos Publishing Oxford
Limited, 2007). Deependra holds a B. Tech. (Hons) degree from the University of Calicut and is
currently completing his Ph.D. from the Rotterdam School of Management.
Deependra has worked at some of the most admired global corporations in various managerial and
technical capacities and earned the reputation of being a business savvy leader with an
entrepreneurial mindset. Prior to entering the profession of management consulting, Deependra
served as an Associate Vice President and the General Manager of Research at Infosys Technologies,
where he spearheaded a highly successful services innovation initiative encompassing emerging
technologies research and development and intellectual property commercialization. Before that,
Deependra worked at Lucent Technologies, where as a start-up team member and general manager
he was instrumental in establishing the India R&D Center in Bangalore. Under his leadership, the
India R&D Center formally achieved the status of Bell Labs in a record time of 2 years, qualifying
stringent evaluation criteria for technical excellence and innovation. Earlier in his career,
Deependra held various positions with Siemens Communications Software and the Indian Space