News Articles

Summary:

The February issue of Agile Journal featured an article on SA3 (Sapient Approach 3), Sapient’s unique methodology to deliver on clients’ business.  The story highlights how Sapient’s mix of agile processes, toolsets, global teams and its unique culture come together to be a strategic differentiator in redefining the consulting industry. The article is a testament to the critical role that SA3 adoption will play in achieving the company vision.

Scaling Agile Worldwide: Sapient's Distributed Agile Methodology  
Written by Liz Barnett    

Saturday, 10 February 2007

At Sapient, using Agile processes on distributed and offshore projects is the rule, not the exception. I don't typically focus on a single organization or product in an article but rather on a broader set of Agile development issues. However, in the years that I've worked with Sapient consultants and clients, I've been impressed by the ways in which this company has adapted its practices to suit business needs. At this critical point in Agile development maturity, Sapient distinguishes itself by applying Agile practices to a wide range of projects and project types. This article looks at some of the key success factors that Sapient consultants have found to contribute to their projects' success.

Sapient is a global consulting firm that helps clients innovate their businesses in the areas of marketing, business operations, and technology. Consultants around the world use the Sapient|Approach methodology for all software development projects, regardless of the location(s) of the team members. Approximately 60 percent of Sapient's 4,000 consultants work in its India (Delhi and Bangalore) offices - and they, too, follow the distributed Agile methodology.  Sapient has even begun using Sapient|Approach for some non-development projects, including IT planning and strategy and some marketing programs.

With over 200 distributed Agile projects under its belt, Sapient has demonstrated the ability to run complex, large-scale distributed projects and leverage the benefits that Agile processes have to offer. In Sapient's view, offshore Agile projects are really just a special case of "typical distributed" Agile projects, with the key difference being time rather than skills or culture. So, once the distributed Agile challenges were met, incorporating offshore teams wasn't a huge hurdle.

Click on the following link to view the complete article:
http://www.agilejournal.com/content/view/243/33/

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Media Contact:
Payal Mittal
Sapient
pmittal2@sapient.com
+ 91-124-416-7756