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z/OS Development, Then and Now
Scott Pecnik Craig BranhamDavid Bean
Consultant EM User EducationSr. Client Technical
PacGenesis IBM Rational Software Professional
[email protected] [email protected] IBM Rational Software
[email protected] Session 1565
© 2013 IBM Corporation
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Please note the following
IBM’s statements regarding its plans, directions, and intent are subject to change or withdrawal without notice at IBM’s sole discretion.
Information regarding potential future products is intended to outline our general product direction and it should not be relied on in making a purchasing decision.
The information mentioned regarding potential future products is not a commitment, promise, or legal obligation to deliver any material, code or functionality. Information about potential future products may not be incorporated into any contract. The development, release, and timing of any future features or functionality described for our products remains at our sole discretion.
Performance is based on measurements and projections using standard IBM benchmarks in a controlled environment. The actual throughput or performance that any user will experience will vary depending upon many factors, including considerations such as the amount of multiprogramming in the user’s job stream, the I/O configuration, the storage configuration, and the workload processed. Therefore, no assurance can be given that an individual user will achieve results similar to those stated here.
Organizational change
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Change
People
Pro
cess
Technology
Then and Now
Then
–Process driven
–Proven technology
–Substantial financial investment
–Relatively stable and bug free
Now
–Agile Software Development Methodology
–Traceability
–Modern devices, Android/iPad
–Web 2.0
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Bridging the Gap
Two Mainframe Developers united by IBM Rational Software
They are the Now
What are the challenges?
Cultural Differences
Technology Driven vs. Process Driven
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Why are these so popular?
The Go Programming Language
Why are these so popular?
The IBM Integrated Solution for System z Development
Quality Management
Change and Configuration Management
Requirements
Improved productivity with visual analysis of application structures
Increased productivity through the use of Interactive Development Environments
Rational Collaborative Lifecycle Management
Rational Developer for System z
Rational Development and Test Environment for System zRational Asset Analyzer
Free up resources for production use, and eliminate testing delays
Instant communication across diverse teams, platforms, and programming languages
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Getting There
Rational Software is the entry point
A way for the “new” to play with the old
A way for the “old” to play with the new
Comprehensive adoption plan
Business investment
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Organizational goals
Note: Results based on 2,124 software decision makers (percents may not total 100 because of rounding).
Source: Forrsights Software Survey, Application Retirement — It’s Time To Put The Elephant In The Room On A Diet, February 2011.
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Organizational challenges
Decades of application
and personnel investment
Decades of application
and personnel investment
Islands of skills, languages
and platforms
Islands of skills, languages
and platforms
Poorly integrated teams
Poorly integrated teams
Infrastructure inefficiency
Infrastructure inefficiency
“We need to enable our teams to collaborate across platforms,languages, and environments.”
“We need a cost effective way to improveour infrastructure efficiency and free up
capacity to handle more workload.”
“We don’t understand the effort, risk and impact of modernizing
our legacy applications.”
“Our skills gap keeps growing. How do we stay current with all the language
and technology changes?”
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What It Takes
Organization Leadership
Development Teams and Their Leadership
Learning
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The IBM Integrated Solution for System z Development
Improved productivity with visual analysis of application structures
Increased productivity through the use of Interactive Development Environments
Collaborative Development
Cross-platform and Mainframe Development
Cost Effective and Available Test Environments
Thorough Analysis and Understanding
AnalystQuality Professional
Release Engineer
Free up resources for production use, and eliminate testing delays
Instant communication across diverse teams, platforms, and programming languages
Project ManagerArchitect
Developer
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Implementation Implementing this solution, or any of its parts, is very similar to the
implementation of any other solution employed by development staff
Implementation should be conducted as a formal project, with formal tasks and milestones and a project manager
In working with customers who have implemented this type of solution, IBM Rational has identified a number of best practices that improve the probability of conducting a successful implementation
An implementation may benefit from the reengineering, or rethinking, of established practices and methods – consideration may need to be given for long-time developers being introduced to new tooling and techniques
A “successful implementation” is one which is concluded on time and within budget and which delivers the expected benefits to the customer
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Contributors to Success
Planning, Installation,
Configuration, Optimization, Integration
Product and Process
Education(Training)
Post-training support, mentoring,
assimilation help
ExecutiveSponsorship
35%30%
20%
15%
All
Are
Required
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Pick a Team
They serve as evangelists moving forward
… And a Project
Manageable yet strategic to the business
Identify Goals
Need to measure success
Deploy the Solution
Use it in production
Capture Best Practices
What worked, what didn’t, reuse
Tooling and Process Adoption
Repeat
Revitalize Applications
EmpowerPeople
UnifyTeams
OptimizeInfrastructure
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Picking the Team Executive Sponsorship
Project Management
Development Team
Leadership
Enthusiasts
Infrastructure Team
Modern, distributed tooling requires a range of skillsand expertise to install, configure and optimize software
Learning controls the impact of change.
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Change
People
Pro
cess
Technology
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Developer skill and motivation drives project success.
Source: Cushing Anderson, “Impact of Training on Project Success,” IDC 2011
IDC survey of IT managers responsible for 515 projects:
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A strong correlation between investment in skills development and project success.
Survey of IT managers responsible for 515 projects.
Training hours and project success rate
Source: Cushing Anderson, “Impact of Training on Project Success,” IDC 2011
% Spending and project success rate
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Manage change in solution rollout to speed time to value.
Training Mentoring PerformanceSupport
Pro
duct
ivity
Time
A
BC
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Elements of a whole learning solution:
1. Training (1 to many)– Build a foundation of skills across
the team.– Build motivation for change.
2. Mentoring (1 to 1)– Manage the transfer of learning into
practice.
3. Performance support (self-learning)– Provide help in the workflow.– Sustain productivity in practice.– Stay engaged and build community
New, More
Apply, Solve,Change
What do you think of when I say “training”?
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A B Ca b c
ZZ
Z
ZZ
Z
Z
Z
Z
Z
Z
Z
Effective technical software training looks more like this:
Effective technical software training looks more like this:
Learner centered
Performance-focused
Tailored to the IT environment
Select practical instructional methods.
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Lecture
Discussion
Practice/Demo
Performance
70% Hands-onwork
30% Watch/Listen, Discuss
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Provide mentoring to move training into practice.
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Provide mentoring to move training into practice.
PrepareApply
Reflect/Review
Use a viral approach to scale mentoring.
Early Adopter Pilot
Pilot or Rollout
Rollout
Experts and Mentors
IBM Specialist
Community of Practice
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Provide performance support: learning and guidance in the project workflow.
Help and context Help
Communities of practice
Web resources
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