sdlc transformation: how paychex began adopting rational clm (+ agile) & adapted along the way
DESCRIPTION
This presentation was given by Tom Sylvester at IBM Innovate 2014 in Orlando, Florida. This presentation is essentially a case study/lessons learned as Paychex has worked on transforming to Agile and implemented Rational Jazz tools (ex. Rational Team Concert) to support the process and teams.TRANSCRIPT
© 2014 IBM Corporation
Session: 1887A SDLC Transformation: How Paychex Began Adopting Rational CLM and Adapted Along the WayTom SylvesterAgile Coach & Automation Engineer, Paychex, Inc. @tsylvest
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A Tale of Pocket 2s…
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• Go “Behind the Scenes” at what an SDLC transformation/adoption really looks like
• Condense 3 years of successes/failures into 40 minutes– From Waterfall to Agile– From miscellaneous tools to Rational Jazz (RTC/RRC/RQM)
• Hear the 5 lessons that we learned as an organization
What’s in it for you?
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Did You Hit Trips?
If Not…
DDZ-1174 - Collaborative Development Panel: Best Practices in Implementing a Rational Concert Solution
–Dolphin Oceanic 1
DAG-1338 - Configuring the IBM Rational Jazz Suite in a SAFe Environment
–Dolphin Southern V
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• Located in Rochester, NY
• Offers products to support businesses for payroll, human resources and benefits outsourcing
• Approximately 1300 resources in Analysis, Development and Test organizations
A Word About Paychex
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The First Question to Ask
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Our Why
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SDLC Visibility, Integration & Automation
Established 2011
Purpose & Scope•Provide end to end transparency and traceability for SDLC from requirements through build and deploy
•Provide consistent and improved development workflow across Development teams
•Establish the framework for a single Development SCM and workflow engine
•Reduce the complexity introduced through tool integration
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• Challenges– Multiple Tools– Support for Multiple
Tools– Custom Integrations– Multiple Processes– Manual Report
Generation– Lack of Project
Visibility (Especially IT)– Outdated Reporting
Our Why
SDLC Visibility, Integration & Automation
Established 2011
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Reporting DB
Stat Tracker
Release Access DB
My Team’s Visibility, Integration & Automation
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2011 - 2013
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Busy Times!• RTC
• Began Adopting Workflow
• Custom integration with HP QC
• RRC• Piloted Several
Requirements Processes
• RTC SCM• Began Migrating
Source Code Team by Team
Reporting DB
Stat Tracker
Release Access DB
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But Wait…
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Our Real Why…
VISIONMaximize the power and creativity of high performing, cross-functional teams to deliver value to the business and increase the reliability of delivery through active engagement and collaboration.
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Shifting Our Approach
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SDLC Visibility, Integration & Automation
Established 2011
SDLC Transformation
Established 2013
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The Modified (DAD) Agile Manifesto
INDIVIDUALS & INTERACTIONSOVER PROCESSES AND TOOLS
WORKING SOLUTIONSOVER COMPREHENSIVE DOCUMENTATION
STAKEHOLDER COLLABORATIONOVER CONTRACT NEGOTIATION
RESPONDING TO CHANGEOVER FOLLOWING A PLAN
• Discipline 1- Focus on the Wildly Important Goals– Our real why
• Discipline 2 - Act on Lead Measures– Lead measures improve lag
measures
• Discipline 3 – Keep a Compelling Scoreboard– Visible reporting– Team defines their own
• Discipline 4 – Create a Cadence of Accountability– Structured and creative can co-exist
Lesson 1: 4 Disciplines of Execution (4DX)
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Lesson 2: People, Process, Tools
• Get the right people involved• Utilize tools and process to
support people• Passion, Knowledge,
Influence – 3 Key Traits• Top Down and Bottom Up• Seek optimized flow, not
local efficiency
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Lesson 3: Drink Your Own Champagne
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Utilize an agile approach to transform
Utilize agile tools for the transition
Utilize agile reporting for the transition
Think this can be done overnight
Hold back on communication vision and updates
Be afraid to slaughter sacred cows
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Lesson 4: Select Adoption Approach with Intent
• Incremental Rollout or Big Bang?• Applies to process and tools• We chose incremental for tools and process
Benefits:– Focused training, learn & adapt– Less people needed to support– Less business interruption
Challenges: – Working with non-agile teams– Working with teams using different
tools– Culture not used to inspect and
adapt process
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Lesson 5: Shu-Ha-Ri
• Caterpillars & Organizations• Shu – Obey
– Provide clear direction and training for what needs to be done
• Ha – Detach– People now begin to understand and learn from others
• Ri – Separate– People expand the mold and create their own ways of
doing things
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Bonus: Standards at Portfolio/Program, Not Team
• Self Organizing, each team adopts it own way of working
• At team level, teams determine process
• Standards at program/portfolio level to support cross team planning/reporting
• Servant Leadership
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Current State
• 5 Tracks Established w/ Backlogs• 1 Agile Product Line/Release Train
stood up• 1 Agile Product Line/Release Train
in Progress• Starting with 2 product lines at a
time in July• RTC/RRC adopted for all pilot
teams and any new projects• SCM just finishing company-wide
migration• Adjusting reporting, creating rollup
dashboards
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So What?
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• Reduced Waste
• Increased Automation
• Increased Traceability/Transparency
• Reduced tool administration
• Enabled collaboration, especially for teams not co-located
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Questions?
Thank You!
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