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Good management keeps MindTree, TI teams in sync

Posted: 25 Aug 2009     Print Version  Bookmark and Share

Keywords:TI MindTree partnership  software  processor 

MindTree Ltd has been involved in connectivity anchor software work for Texas Instruments Inc.'s wireless solutions involving Omap and mobile connectivity solution SoC. The work has focused on integrating the Omap application processor with connectivity technologies such as Bluetooth, FM, WLAN and GPS at the full system level.

Project management is critical to the success of the work conducted between MindTree in Bangalore, India, and TI in Dallas, United States. What follows is a summary of the steps taken by TI and MindTree to address project management aspects such as manpower, personnel, attitudes, cultures and the technical tools put in place to facilitate the project.

To mobilise a remote team and execute projects between TI sites and MindTree, TI set up an Offshore Development Centre (ODC) infrastructure that enabled MindTree to replicate all configuration management systems and provided visibility into required project artifacts and data. MindTree thus was able to access TI software, documents and hardware reference manuals that were internal and within the TI firewall.

The ODC setup allowed MindTree engineers to work effectively from a remote location, with access to TI's software-version control system and appropriate views so that they could work as if they were at TI. Without such an infrastructure, the integration of delivered software, ability to pull the right version for troubleshooting and handling of issues in the field would all suffer. The IT support team between TI and MindTree enabled the ODC infrastructure.

MindTree has used the ODC for multiple TI projects since the centre's establishment. The ODC provides excellent scalability; set up once, the infrastructure can be leveraged for many engagements.

TI, working with MindTree, also enabled appropriate export control procedures so that shipped hardware boards were available on time at the MindTree site.

From a project management perspective, the MindTree team in Bangalore executed with the TI team, including the execution manager, in Dallas. There was no local TI team in Bangalore to oversee execution. By providing a clear work breakdown structure, ownership of logical work areas vs. task-driven assignments was critical in making this model work.

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