EXECUTIVE DIGEST ISSUE 1/ 2012
SHIFT YOUR SOFTWARE DELIVERY INTO HIGH GEAR WITH AGILE OPINION, PAGE 10–17
OPINION, PAGE 10–15
STAS KALKANOV
HEAD OF LUXOFT QUALITY CENTER
C O M PA N Y
N E W S
NUMBERS TALK
271,1 44 FY2011 REVENUES ARE UP 37% Y–O–Y IN, TOTALING US$271.1MN
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EUROPEAN FY2011 REV
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4%
VENUES INCREASED BY 44% Y-O-Y
36% Q4 FY2011 REVENUES ARE UP 36% Y–O–Y.
CURRENT HEADCOUNT 5,551
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MAJOR CORPORATE INITIATIVES Luxoft Engineering Advancement Program (LEAP) At Luxo!, we value our staff and strive to create an exciting working environment with opportunities for limitless growth. #at’s why we launched the Luxo! Engineering Advancement Program (LEAP), an employee initiative that fosters innovation and increases Luxo!’s overall expertise in emerging technologies and so!ware. LEAP was designed as a fun and interactive incentive to encourage innovative thinking by all of Luxo!’s employees regardless of their location and title. #e program was also developed specifically to motivate and recognize those staff members who, despite being constantly engaged in ongoing client projects, still go “above and beyond” by suggesting ideas and committing to the additional work on various internal R&D projects. Employees are encouraged to submit their ideas for internal development projects that will further enhance our reputation in the industry. All ideas are carefully evaluated by management for relevance and applicability in the marketplace. A!er an employee’s idea is selected, a plan is developed for prototype development and a team of employee volunteers is assembled. We invite all colleagues who are not just willing to sacrifice their time to serve on a development team, but also express desire to learn a new set of skills and sharpen their current abilities. Fostering the spirit of team collaboration in generating ideas, the program also encourages and rewards individual efforts with “LEAP points”, which can be exchanged for coveted gi!s and prizes. We developed LEAP because we believe that ongoing improvement of technical skills, the broadening of knowledge, refinement of talent, and sharing of even the most outlandish ideas ultimately results in substantial value for our clients and for Luxo!.
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Luxoft joins Open Networking Foundation (ONF) Recognizing the most significant trend since the invention of Ethernet – So!ware Defined Networks (SDN) – Luxo! decided to join the Open Networking Foundation. #e ONF consists of leading global companies from all sectors of the technology industry that help to develop and implement advanced networking capabilities for today’s enterprises. Luxo! is now focusing on emerging space for SDN Applications, bringing a unique blend of experience in both networking technology and enterprise apps development.
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Luxoft High Performers Club Earlier this year, Luxo! launched a new company– wide initiative called High Performers Club (HPC). #e goal of this program is to further improve the quality of client service through the professional development of Luxo!’s middle management staff. #e program develops managerial skills of Luxo!’s employees, providing additional opportunities for professional growth within the company. It also acts as an effective communication channel between Luxo!’s top executives and the middle management teams, leading to a better understanding of overall corporate strategy and direction.
New collaboration with Atmel Luxo! announced a new collaboration effort with one of its clients, Atmel, to offer a broad range of wireless application development and quality assurance services designed specifically for ZigBee® Smart Energy™ standards.
#us far, HPC has attracted 140 participants from Luxo!’s global locations. Among them are Luxo!’s top executives – Dmitry Loschinin CEO & President Luxo!; Michael Friedland VP Luxo!; Elena Goryunova VP HR Luxo!; and others. Executive management club members act as mentors, leading monthly workshops and brainstorming sessions. Among HPC activities are regular briefings and brainstorming sessions on core corporate concepts such as our business strategy, positioning, differentiators, ways to improve customer service, and developing sales strategies. HPC club members are also involved in more “hands–on” activities, such as participation in the pre– sales events, aiding in the preparation of proposals, and taking part in various corporate marketing initiatives including conferences, tradeshows, employee branding campaigns and many others.
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LATEST ACCOLADES
International Association of Outsourcing Professionals® (IAOP®) places Luxoft on the #47 spot of the 100 Leading Global Outsourcing Service Providers list. Additionally, company is featured in the following categories:
2012 ®
Top 5 Automotive Leaders Best 20 Telecommunications Leaders Best 20 Industry–Specific Services Best 20 Research & Development Services Best 10 Companies in Eastern Europe Best 10 with Employees in Eastern Europe Top Climbers Year to Year
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Luxoft earned the coveted “IT Outsourcing Project of the Year” award from the European Outsourcing Association for our work with Hotwire Inc.. Luxoft’s partnership with Hotwire was chosen based on demonstrated excellence in helping the client–company meet and exceed its business objectives. Additionally, our company and its Romanian office were finalists in the following categories: Outsourcing Service Provider of the Year Offshoring Destination of the Year
Luxoft Vietnam received “The Top Enterprises of the Year” Cup, awarded by Quang Trung Software City (QTSC).
Ho Chi Minh City People’s Committee awarded Luxoft Vietnam a special Commendation Certificate.
The awards were given to the top 8 IT Enterprises in QTSC. Luxoft Vietnam was selected for its outstanding business results and impressive growth, as well as its great contribution to the development of QTSC in the year 2011.
This award is granted only to companies that have continuously achieved excellent business results and demonstrated an active contribution to the development of IT industry of the City for years.
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LUXOFT’S EVENTS DURING Q1 FY2012, LUXOFT SPONSORED THE FOLLOWING EVENTS:
25 April 2012
6th GENIVI All Member Meeting Conference Paris, France
8–10 May 2012 Interop 2012 Las Vegas, Nevada, US
6–7 June 2012
Telematics Detroit 2012 Conference & Exhibition Detroit, Massachusetts, US
19–20 June 2012
Forrester's Sourcing & Vendor Management Forum EMEA 2012 Paris, France
ADDITIONALLY, THE COMPANY IS PLANNING TO SPONSOR AND PARTICIPATE IN THE FOLLOWING EVENTS DURING Q2 FY2012:
28–29 September 2012 AgileEE 2012 Kiev, Ukraine
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30 Sept – 3 October 2012
Autovation 2012 Los Angeles, USA
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NEW SOLUTIONS AND SERVICE OFFERINGS twister
iviLink – Software Platform Twister – new open source test automation framework for In–Vehicle Mobile developed specifically for Device Connectivity the enterprise On April 25th, Luxo!’s unveiled its latest automotive innovation – iviLink – a free so!ware download that communications market enables seamless connectivity between mobile devices and vehicle infotainment systems What is the main benefit of iviLink? Using iviLink, both car manufacturers and mobile app developers can create apps that work on smartphones, tablet PCs and on car’s head units, so that drivers and passengers can enjoy their favorite apps on their mobile devices as well as in the car. How can iviLink–based solutions enhance the in–car experience? Drivers and passengers can use the apps on their smartphones and tablet PCs, on the car’s head units and rear seat entertainment screens, and swap media content and more. Smartphones can also be used as head unit replacements and as remote controls. How is iviLink different from other car connectivity solutions? Unlike other current technologies, Luxo!’s iviLink doesn’t simply mirror the smartphone screen on the car’s navigation unit . It allows for the creation of apps that work on both smartphones and a car’s head units, while delivering a customized experience in each case. iviLink is not limited to any particular operating system or communication standard; it supports Android, Linux and iOS devices and works over any serial link, including Wi–Fi, Bluetooth, USB and more.
Luxo!’s Twister platform was introduced on May 8th. It provides telecom equipment vendors, data system integrators and enterprise data service providers a distributed, comprehensive and open platform to increase their operational productivity, while testing telecommunication of specific devices, such as routers, switches or PBXs. Luxo!’s Twister is a hybrid solution, offering developers a compelling blend of an open source platform and fully supported toolset, ensuring convenience and efficiency. With Twister, engineers can start testing and immediately eliminate the delays caused by the need to re–create specific test frameworks for every product launch. #is framework offers: Increased flexibility innovative approach to building resilient, cost effective and adaptable test automation frameworks in the Cloud; Ease–of–use supports many languages (TCL, Python and Perl, intuitive interface makes the testing suite easy to build, execute, and monitor) High controllability over testing scenarios and the ability to produce custom stats and summaries; Support of today’s popular record and play tools; Customization to specific project performance requirements. L U XOFT EN GINEE RIN G BU SIN ESS PE RFORM AN C E
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STAS KALKANOV, HEAD OF LUXOFT QUALITY CENTER
Shift your software delivery into high gear with Agile 10
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Today’s business environment is growing exponentially more complex as companies face increasingly greater pressure to respond quickly to shi!ing marketplace dynamics, to innovate for the future, and to provide consistent value. Business demand for IT is stronger than ever and expectations have become much more sophisticated. Clients are already overburdened by cumbersome, unresponsive technology, so failure to deliver effective so!ware on time is simply not an option.
Yet, so!ware development projects continue to fail at an alarming rate. #e Standish Group's 2011 CHAOS Report found that more than 50 percent of all so!ware projects conducted between 2002 and 2010 were classified either as challenged or as complete failures, with only 37 percent classified as successful. It’s no surprise then, that so!ware development is o!en viewed as a risky and costly venture. #e root cause of this problem is in the use of predictive so!ware development processes in complex, unpredictable and sometimes even chaotic business environments. #e majority of projects today are still using the traditional waterfall planning methodology, which is best suited for predictable, repeatable work. Years of project work is developed based on assumptions and past experiences. #e reductionism approach, which is o!en used to explain and predict a system’s behavior by reducing it to the interactions of its parts, or to simpler rudimentary units, is still practiced in many classical hierarchical team structures and management techniques.. #ese types of traditional project planning and management methods are becoming less effective and increasingly
obsolete in today’s fast–paced business setting. We see several problems with the assumption– based and reductionism approaches practiced in traditional waterfall so!ware development:
WASTE OF MONEY #e traditional “waterfall” so!ware development methodology calls for the entire system design upfront. It is based on the assumption that one knows the entire system functionality and can plan for it at once. However, that is hardly possible in today’s world of rapidly changing priorities, trends and context. In addition, traditional change management is too cumbersome and inert to address changes mid–cycle. As a result, companies are o!en le! with engagements that focus on the project plan execution, rather than developing functionality according to the latest business priorities and feedback from early system users. #is, in turn, leads to budgets being spent on features that are rarely if ever needed by the end users.
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HIGH COSTS OF CHANGE Complex project plans, loads of upfront documentation, burdensome document–based review and approval processes, and upfront architecture design; all these parts of traditional waterfall development–based projects result in an enormous effort to release a system (manual build/deployment procedures) and ensure its quality (longer test cycles due to manual testing). As a result, CIOs are frequently le! with long, inflexible and costly change cycles.
WRONG FEATURES PRIORITIZATION With an overwhelming planning stage, traditional so!ware development models don’t account for the so!ware demonstration to end–users until three to six months into the project. Additionally, engineers o!en tend to start the development process with its more appealing technical parts, such as architecture, frameworks, base classes, and libraries, steering away from core business features development. As a result, business users are frequently unable to see the functioning system prototype until six months into the project, which is far too long for those to whom time–to–market is of utmost importance. Lack of timely evaluation and feedback from end users affects the so!ware quality as well. Without the correct understanding of all the system’s viable features and priorities, there is a greater chance that its architecture might not be developed correctly and that any changes will be more difficult and costlier to implement.
LACK OF PROJECT TRANSPARENCY At first glance, the waterfall methodology reporting structure seems to be a well–defined process. Numerous status reports and progress metrics promise full transparency and control over the project. However, this first impression is o!en a deceiving one. In most cases, real project status is hindered by unnecessary paperwork and overly formal process–oriented relationships. Being
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unable to physically “go see” the system, try its features, and provide feedback regularly may add to the frustration.
HIGH SYSTEMS COMPLEXITY AND BATCH DELAYS Long–term, up–front planning and high cost of change create numerous dependencies, making it impossible to test the system quickly. #is, in turn, increases the system’s complexity and leads to batch delays. #e holistic approach and systemic thinking that make up the foundation of Agile project development are gaining additional traction as they are quickly becoming main drivers of successful and predictable so!ware development initiatives. More companies are turning to Agile development because it proactively addresses core reasons for project failures, delivering greater transparency and flexibility. More importantly, Agile avoids most of the assumptions of the waterfall model, helping companies better manage risks, increase flexibility, react faster to business opportunities, and stay ahead of the competition by meeting the ever– changing needs of their customers. #e Agile method of development has several winning practices that directly address flaws of the waterfall methodology:
BUSINESS VALUE DRIVEN PRIORITIZATION In Agile projects, system functionality is prioritized and delivered according to business value, enabling faster realization of desired benefits.
PAYING FOR “DONE” Developed functionality is demonstrated to the client through regular delivery iterations (every 15 – 30 days) and is accepted only if it meets the definition of “DONE “
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TRADITIONAL SOFTWARE DEVELOPMENT PROJECT SUCCESS RATE
21%
successful failed chalenged
42%
37% Source: Source: Standish Standish Group's Group's 2011 CHAOS CHAOS Report Report
CHANGE WITHOUT PENALTY #e built–in change management approach of Agile projects provides the framework for fast and objective impact assessment and free–of–charge change of the control process due to the naturally imbedded flexibility of the development process.
FULL CONTROL OF THE PROJECT Operational transparency combined with the iteration– based delivery feature guarantee a fully functional system at all times during the Agile engagement. #is helps keep the client in full control of the project and enables stakeholders to painlessly change project scope and delivery milestones at any given time. It even allows for money–saving early project termination, should market conditions warrant.
REDUCED DELIVERY RISKS Frequent delivery cycles and reduced batch complexity combined with an open atmosphere of trust and collaboration between Agile project teams enables easier identification and elimination of project risks . According to the Standish Group's 2011 CHAOS Report, Agile
projects are three times more successful then waterfall (42% vs.14% success rate). #e transition to Agile/Lean So!ware Development is not a trend; it is a direct response to changing business realities. Just as the automobile engine largely displaced horsepower, Agile development will soon become the industry standard and a so!ware development methodology of choice for the majority of businesses around the world. Nonetheless, small niches will continue to exist where waterfall development is applicable, just as horsepower is still preferred over automobiles in certain conditions today. Agile/Lean methodology is currently undergoing a similar transition to that from “steam engine” to “first automobile”: Although there may not exist comfortable paved roads for Agile developers right now, in the next five years, this methodology will become the standard “Ford” and waterfall will go the way of the horse and buggy. Transitioning to Agile « being Lean» involves changing people’s mindset because it’s a complex initiative capable of taking years to implement. #at’s the reason many companies prefer to execute Agile projects by partnering with a specialized thirdparty service provider in order to speed up time–to–market and to deliver high–quality innovative so!ware that meets customer demand.
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INDUSTRY NUMBERS, TRENDS & HOT POINTS
FUTURE
IT OUTSOURCING REVENUE
According to Gartner, worldwide IT outsourcing (ITO) revenue totaled $246.6 billion in 2011, a 7.8 percent increase from $228.7 billion in 2010. “Enterprises are developing growth strategies despite economic constraints. Business pressure to lower IT costs is a real force in light of tight IT budgets. In Gartner's 2011 Global CIO Survey, CIO IT budgets were projected to remain essentially flat for 2011. However, the same study revealed several changes, which suggest that a focus purely on cost benefits would be inadequate in the future.” Gartner, November 2011 “In 2012, organizations will change how they fund IT investments based on the shift to cloud services. For many organizations, the move to "lower cost" cloud services may be surprisingly expensive. For enterprises that have chronically underinvested in IT, the long–term lack of funding will begin to show.” Gartner, November 2011
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When looking at the strategic IT spending pillars of "run, grow or transform the business," Gartner is seeing leading– edge and large enterprises setting ambitious goals to radically change their traditional distribution of "run–grow– transform" IT spending. By 2016, 20% of IT organizations in growth enterprises will set a goal of increasing “grow–and–transform” IT spending to 50% of their annual expenditures. “IT organizations have spent decades perfecting a track record of delivery and system excellence; in just three years, however, many enterprises have begun to feel the effects of underinvestment in IT. The shift away from "speed and quality," which is foreseen for many IT organizations, won't happen to all IT organizations. Many IT leaders have shifted toward "IT cost and business value," which includes replacement of standard availability and responsiveness key performance indicators (KPIs) with metrics aligned to business value, such as ROI, change in cost per unit of client service, client satisfaction and supply chain metrics, to name a few” Gartner, November 2011
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Mobile development is on the rise. More than 50% of the respondents intend to accelerate their mobile development efforts in 2012, compared with 27.4% in 2010. (Appcelerator/IDC report on trends in Mobile Development for 2012) HTML5 is becoming important in mobile app development with 78% of the developers planning to integrate this web technology in their applications in 2012, both in hybrid (72%) and pure HTML5 applications (6%). (Appcelerator/IDC report on trends in Mobile Development for 2012) Cloud Services. Developers are interested in using the following cloud services in their mobile applications: Location (35%), Notification (33%), Rating&Reviews (11%), Photo (8%), Check– ins (7%), and Places (6%). (Appcelerator/IDC report on trends in Mobile Development for 2012)
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MOBILE DEVELOPMENT
HTML5 CLOUD SERVICES APPLICATIONS
IT SPENDING BY SECTOR, WORLDWIDE, 2009-2016 2015
2016
CAGR (%) 2011-2016
496
553
592
7.9
8.5
11.5
7.0
299
319
339
362
6.8
6.6
6.4
6.5
856
886
920
956
995
1.3
3.5
3.9
4.0
4.1
442
472
507
538
567
591
7.2
6.9
7.4
6.0
5.5
4.1
1,603
1,704
1,721
1,767
1,815
1,861
1,898
4.4
6.3
1.0
2.6
2.8
2.5
2.0
3,238
3,427
3,661
3,751
3,916
4,088
4,277
4,437
-
5.8
6.8
2.5
4.4
4.4
4.6
3.7
1,703
1,824
1,957
2,029
2,150
2,273
2,416
2,539
-
7.1
7.3
3.7
5.9
5.7
6.3
5.1
2009
2010
2011
2012
2013
2014
335
375
404
421
457
-
12.0
7.7
4.3
8.6
225
244
267
280
-
8.4
9.2
5.0
769
793
845
-
3.1
6.5
373
412
-
10.4
1,535 -
Computing Hardware Spending ($B) Annual Growth (%) Sotware Spending ($B) Annual Growth (%)
6.3
IT Services Spending ($B) Annual Growth (%)
3.3
Telecom Equipment Spending ($B) Annual Growth (%)
6.0
Telecom Services Spending ($B) Annual Growth (%)
2.2
All IT Spending ($B) Annual Growth (%)
3.9
All IT (Excluding Telecom Services) Spending ($B) Annual Growth (%)
5.3
CAGR = compound annual growth rate
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CLIENTS SPEAK “We worked with Luxo! on interactive video tutorials and Luxo! not only met our objectives, but exceeded our expectation. Knowing this project would be the first of many, we selected Luxo! as our long–term development partner, not only because of their native expertise, but because of their superb track record of creating innovative so!ware solutions.
We look forward to continued teamwork on future so!ware development projects." JIM BUCZKOWSKI, Henry Ford Technical Fellow and Director of Electrical and Electronics Systems, Ford Research and Innovation
“We are pleased to work with Luxo!, as the relationship adds another vital capability to our ecosystem: application development services. Fast– growing wireless application areas, such as ZigBee® Smart Energy™, require a significant amount of specialized knowledge.
With Luxo!, our customers have access to the know–how of one of the world’s leading ZigBee® so!ware companies.” OYVIND STROM, Senior Director, Atmel’s Wireless product line
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„Alcatel–Lucent delivers cutting–edge multimedia solutions to meet our customers’ most needed business requirements. While Alcatel– Lucent’s team was fully concentrated on the most critical parts of this specific project and was totally focused on satisfying our customer’s needs, we relied on our partner Luxo! to provide a significant component for our end–to–end solution. As such, our teams could focus on their core competences….#e project was successfully delivered on time and on budget.
During the project, the Luxo! team took remarkable initiative to deliver above and beyond our expectations. #e Luxo! project manager in particular demonstrated strong organizational and management skills.” VLADIMIR KOROVICHEV Alcatel–Lucent R&D Site Manager of Multimedia Integration Services Group
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GEOGRAPHICALLY DISPERSED TEAMS USE „AGILE” METHODOLOGY TO CREATE VITAL TECHNOLOGY INTERFACE, PART OF A SOLUTION TO DELIVER NEW GENERATION IPTV SERVICES
Luxoft Expedites Business–Critical IPTV Gateway Interface For Integration Into Solution Of Alcatel-Lucent 20
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With timelines critical and budgets fixed, Alcatel–Lucent was asked by one of its customers to covertly migrate a number of subscribers to enable the delivery of subscription–based multimedia content, television and web services to virtually any IP–enabled device (TV, laptop, handheld, mobile) over virtually any network (DSL, cable, 802.11, 2G/3G, DVB–H). Having worked with Luxo! first in 2007, Alcatel–Lucent was confident in Luxo!’s ability to successfully deliver in the required timeframes – because of Luxo!’s strong expertise in telecom so!ware development..
THE PERFECT TIME TO BE AGILE Alcatel–Lucent and Luxo! agreed to use the Agile SCRUM methodology to accomplish the necessary milestones in a highly compacted timeframe. Using the Agile approach, team members follow a creative, yet transparent process that relies on high productivity, self–organization, and collaboration. Agile teams are laser–focused on delivering working components of the application immediately upon their completion a crucial requirement in this particular time– sensitive project. Involving geographically dispersed teams located in St. Petersburg, Omsk, and Dnepropetrovsk, Luxo! engineers and so!ware specialists worked closely with the Alcatel–Lucent team. #e project consisted of two major parts: the creation of an EPG Loader and a Fetchers module. An EPG Loader synchronizes the STB with TV program schedules. Because EPG data is updated asynchronously, Luxo! developed EPG data availability module monitoring as a virtual “watch– dog” and interfacing to query TV programs on any given date and time. Fetchers are modules which process incoming data requests and respond totheSTB.#eyaredividedintotwotypes: thefirsttypeisaJavaScript application that allows end users to select a movie or add a TV channel to its list of “favorites”. #e second type generates pure data responses. Daily cross team SCRUM meetings were or-
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ganized to help Alcatel– Lucent define task priorities based on cross–team velocity. To achieve the desired incremental results, Luxo! provided HTTP unit tests for each client– to–server request. By employing best practices of scope management to keep on track and test automation to meet quality requirements, Luxo! mitigated project risks. In addition to expediting so!ware development, the Agile methodology allowed the cross–functional Alcatel–Lucent and Luxo! teams to implement several other benefits, including: Paying for Results Only – functionality was regularly demonstrated and was only accepted when all conditions met previously outlined benchmarks. Flexibility Without Penalty – Agile development allowed for built in change management and provided the framework for fast and objective impact assessment and no–fee change control process. Business Value Driven Prioritization – So!ware functionality was prioritized and delivered according to the business value outlined by Alcatel–Lucent, which enabled a faster realization of benefits and results. Full Client Control of the Project – Operational transparency, combined with early and frequent progress updates, kept the client in full control of the project, including adjustments to the project scope as needed and delivering on milestones while maintaining flexibility.
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„!e project was successfully delivered on time and within the budget we agreed to.” VLADIMIR KOROVICHEV Alcatel–Lucent R&D Site Manager of Multimedia Integration Services Group
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AGILE TEAMS DELIVER DESIRED RESULTS ON TIME #e project was successfully completed in a timeframe of just six months. #e gateway add–on solution now translates Amino STB data requests directly into the more modern middleware API for Alcatel– Lucent’s customer. Additionally, Luxo! developed a set of HTTP Unit Tests, allowing Alcatel–Lucent to perform self– checks. During the development phase, a list of open issues was created along with Amino STB level defects that were discovered. #inking outside the box, Luxo! took initiative to develop and implement a “favorites” management layer which captures and holds user account data, a feature expected by current Amino STB users. Alcatel–Lucent management was extremely pleased with the overall project results and Luxo!’s ability to deliver on their mission. Vladimir Korovichev, Alcatel– Lucent R&D Site Manager of Multimedia Integration Services Group agrees. „Alcatel–Lucent delivers cutting–edge multimedia solutions to meet our customers’ most needed business requirements. While Alcatel– Lucent’s team was fully concentrated on the most critical parts of this specific project and was totally focused on satisfying our customer’s needs, we relied on our partner Luxo! to provide a significant component for our end–to–end solution. As such, our teams could focus on their core competences.” „#e project was successfully delivered on time and on budget. During the project, the Luxo! team took remarkable initiative to deliver above and beyond our expectations,” he says. “#e Luxo! project manager in particular demonstrated strong organizational and management skills.”
Customer:
The long–trusted partner of ser– vice providers, enterprises, stra– tegic industries and gover– nments around the world, Alca– tel–Lucent is a leader in mobile, fixed, IP and Optics technolo– gies, and a pioneer in applica– tions and services. Alcatel–Lu– cent includes Bell Labs, one of the world's foremost centres of research and innovation in communications technology.
Situation:
Alcatel–Lucent needed a soft– ware interface as a gateway for delivering upgraded IPTV servi– ces.
Challenge:
Deliver a viable software solu– tion to facilitate the integration of a new IPTV platform in a con– stricted timeframe and under a fixed price engagement model.
Results:
In just 6 months, project teams successfully developed the add–on which translates Amino STB data requests into the Alcatel–Lucent middlewa– re API. Luxoft provided HTTP unit tests to allow client to per– form self–check of the interfa– ce in accordance with specs. Teams developed specs which outlined the implementation details. Luxoft took initiative to deve– lop and implement a “favori– tes” management layer which captures and holds user acco– unt data, a feature expected by current Amino STB users.
Software Technologies: Java EE, Java Spring, Oracle, HTTP , HTTP Unit tests
Network infrastructure: WAN, LAN
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ORGANIZATIONAL CHANGES
MR. WOJCIECH MACH JOINS LUXOFT AS A MANAGING DIRECTOR OF LUXOFT POLAND Mr. Mach comes to Luxoft with over 11 years of experience leading multinational IT outsourcing companies. He has been successful in many roles at Procter & Gamble and Hewlett– Packard, starting from data
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warehouse developer and designer, through QA testing and project management, to managing process transformation and improvements across HP EMEA for organization of over 1,200 people. As an expert in leading large IT services teams through stages of start–up, rapid growth and stabilization, Mr. Mach is a superb change management leader, well–versed in all aspects of transforming teams, processes and businesses.
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Mr. Mach is passionate about putting IT technology to work and watching it contribute to the growth of a company and to making people’s work easier, faster and more enjoyable. He is in favor of customer–oriented strategies, with the main focus always on client satisfaction, not on IT itself. Mr. Mach replaced Mr. Przemyslaw Berendt as Managing Director of Luxoft Poland. Mr. Berendt continues to serve at Luxoft as VP Global Marketing.
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