Presentation to The 8 th Annual Localization and Industry Showcase

Presentation to The 8th Annual

Localization and Industry Showcase

Challenges and Solutions for Managing Projects in China

November 19, 2003

Copyright © 2003 SymbioSys, Inc. All Rights Reserved

Presentation Overview

What I’m NOT going to do today:• Will NOT focus on Simplified Chinese localization, or Asian

languages

What I will talk about:• Discuss benefits of utilizing this center to perform

internationalization and localization services for all locales, including non-Asian languages

• Share our experiences with establishing a China-based globalization development center

Topics covered:• Introduction to Symbio

• Why China?

• China-based Globalization Best Practices

8th Annual Localization Conference and Industry Showcase


Symbio is an engineering-oriented globalization services provider Founded in 1994

• IBM product development heritage

Number of employees: 280+• US – 6 offices• International – 6 offices• Development Centers – 5 labs

Number of clients: 200+• Over 1,000 projects• 100% reference-able track

record• 90% annual repeat business

Privately-owned by management and employees

• Organic growth funded entirely by operations

• Subsidiaries registered for IPOs in Tokyo, Hong Kong and Taiwan

Introduction to Symbio

Product Development

QA & Testing

Globalization

System Implementation

Maintenance

Tech Support

Software & Technology

Financial Services

Telecom & Mobile

Media & Content

Symbio’s Business Model

A full lifecycle partner for all your development outsourcing needs


Our global presence helps us serve the world’s leading companies

United States: Boston Charlotte Los Angeles Seattle (Lab) Silicon Valley Washington DC

International: Beijing (Lab) Ho Chi Minh City Taipei West (Lab) Taipei East (Lab) Taipei South (Lab) Tokyo

Symbio’s

Worldwide

Presence



Topics Covered


Why China?

China-based Globalization Best Practices



China possesses unique technical skills for globalization

Why China?

China is quickly becoming a center for internationalization• China-trained engineers natively code for double-byte software

requirements• Faster learning curve to pick-up I18N and Unicode engineering

China has a large, growing pool of software engineers• China granted 465,000 engineering degrees last year,

comparable to the number of graduates in US• Consistently ranked amongst the world’s top universities

NOTEWORTHY FACT: A Chinese University won last year’s world championship in computer programming

In US-based Association of Computing Machinery’s (ACM) 2002 International Collegiate Programming Competition (ICPC) held in Hawaii, Shanghai’s Jiao Tung University took the #1 spot, followed by Tsinghua University in #4 and Fudan University in #7. Only 3 Asian universities made it into the top 10, all from China.


China’s infrastructure is quickly becoming one the world’s best

Why China?

China’s Internet infrastructure is wired with fiber• New developments are wired with fiber optic “last mile”

connections

Highest growth in telecom in the world• Fixed line costs are rapidly decreasing• However, wireless telecom is becoming the primary standardCommunications Medium Growth

0% 20% 40% 60% 80% 100%

Fixed Line

PC-based

Cellular

Co

mm

un

icat

ion

Med

ium

3-Year Growth Rate

Number of Cell Phone Subscribers

0 40 80 120 160 200 240

1996

1999

2002

Number of Cell Phone Subscribers

2930%

510%

Source: World Bank, Wall Street Journal


China maintains a comparative cost advantage

Why China?

On average, China’s salaries are below that of other major offshore development centers

Comparative Billing Rates ($/Hour)

$0 $10 $20 $30 $40 $50 $60 $70

China

Canada

Czech Republic

Ireland

Russia

India

Billing Rate ($/Hour)

Source: Economist, CCW Research, 3J Research


China’s fast-growing domestic market creates revenue opportunities

Why China?

China’s IT industry is becoming one of the largest in the world

• China already leads PC sales growth and volume in Asia, and will become the second largest market in the world by 2006

• China will become Intel’s largest customer this year

Sending work to China is a “two-way street”• Not only leverage operational benefits, but also an investment

to grow China-based business opportunities

Companies are building China-based teams to ramp-up in-country product development and support capabilities

“Made in China” government initiative


Topics Covered


Why China?

China-based Globalization Best Practices



Refine the globalization project scope for language requirements

Best Practices

L10N Testin

g

L10NI18N Testin

g

Internationalization

Engineering

Planning

Analysis

Core Development Globalization

• Program Management• Internationalization• Double-byte

Enablement• Unicode Development• I18N Testing• Localizability Testing• Pseudo-Localization

• L10N Project Management• L10N Engineering and

Support• Desktop Publishing• L10N Functionality Testing• Language Verification

Testing (LVT) for Asian Locales

• Script-Based LVT• Build Engineering

Work Well-

Suited for China


Identify the critical business drivers at outset of the engagement

Delivery Acceleration

Team Flexibility

Cost Reduction

Risk Mitigation /

Project Dispersion

Business

Drivers

Process

Technology

People

Best Practices


There are a number of delivery models that can be utilized for China

Site A

Site B

t = 0 delivery

Module/Object-Based

Site A

Site B

Phase-Based

Site A

Site B

Integrated

Site A

Site B

Follow-the-Sun

Pri

mary

Bu

sin

ess D

river

Cost

Risk Mitigati

on

Flexibility

Delivery Acceleratio

n

Process

Technology

People

Best Practices

Most Typical


Methodologies and processes checklist

Project Management

Processes

• Ongoing project operations• Personnel issues• Project performance• Level of service management

Asset Management

Processes

• Release management • Configuration management• Security: physical, individual,

logical

Production Management

Processes

• Environment integrity• System testing• Acceptance testing• Production turnover

Management Oversight Processes

• Audit and review project performance• Escalation processes

Continuous Improvement

Processes

• Project operations improvement• Continuous process improvement• Industry standard QA & process

compliance

Process

Technology

People

Best Practices


Infrastructure is the most basic technology requirement

Work with partners who are in new facilities• Check to see if they actually pay rent

High bandwidth connections at all sites• Private internal networks

• VPNs

Establish consistent hardware and software platforms• Lots of Linux; fewer for other flavors of Unix

• Redundancy is key, best if global

Process

Technology

People

Best Practices


Collaborative technologies need to be “just there” for China-based teams

Most Chinese teams are well-trained in collaboration tools

Process

Technology

People

• Video conferencing

• Audio conference

• Chat/instant messenger

• E-whiteboard

• Virtual reality meeting

• Email

• Voicemail

• Groupware

• Calendar/schedule

• Discussion lists

• Meetingware

Synchronous Asynchronous

Different

Same

Time

Place

Source: Erran Carmel. Global Software Teams: Collaborating Across Borders and Time Zones, Upper Saddle River, NJ: Prentice Hall, 1999

Best Practices

Key objectives:• Communication

• Team memory and knowledge center

• Provide 360 degree views

• Community


Symbio’s Avatar System

Symbio Avatar Systems

Powered by Remedy ARS

Well-ManagedProjects

• Project Management• Project Delivery• Asset Management• Production Control• Continuous Improvement

Development Methodologies

• Resource Management• Project Staffing• Resource Training

Management Methodologies

• Bug Tracking (SymTrack)• Programming Tools• Knowledge Base

(SymBase)• Analysis Tools

Project Tools

• Design Chain Control• Process Monitoring• Escalation Management• Impact Analysis• Version Control

Collaborative Technologies

Role-Based Digital Cockpits

Client View

Project Team

Project Office

Best Practices


Symbio’s Avatar SystemProcess

Technology

People

Best Practices


China Lab Global Teams

Project Team DesignProcess

Technology

People

Internationalization

QA & Testing

Localization

Translation Teams

Technical Writing

Individual Roles:

Project ManagerProgram ManagerProduct Specialist

Committees:Project

ManagementTechnical Oversight

Project Process

Executive Management

Methodology

Technology & Support

Project Office

Best Practices


Teams need to be conditioned for cultural and distance issues Think in “shifts”, not time zones

Formalized communication protocols need to be in place for Chinese team to follow

• Avoid consensus-based decision-making

Process

Technology

People

Response Times • Email within 1 business day

• Voicemail within 24 hours

• Define priority levels and expected response times

Frequency • Regularly scheduled meetings

• Regularly scheduled reports

Awareness • Reporting into knowledge base

Escalation • Support mechanisms for communication breakdown

• Liaisons for troubled interactions

Best Practices


Creating a common team culture requires active socialization with Chinese teams

Maintain small, intimate teams

Make Chinese team feel a part of your team• Encourage lateral communications

• It’s ok to get “personal”

Avoid geopolitical discussions

Foster an atmosphere where shared rituals, stories, symbols and language can emerge

• Encourage “war stories”

• Encourage informal communication

• Allow discussions to go “off the beaten path” – to a degree

Process

Technology

People

Best Practices


Contact information:

Eddie FongPresident & Chief Strategy Officer

Email: [email protected]: www.symbio-group.com


Thank you. Any questions?

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