This document discusses CA Technologies' journey to scale agile practices in its mainframe product development environment. It went through 4 phases: 1) Initially following agile rituals but facing challenges around roles, collaboration and individual performance goals. 2) Doing agile practices but still facing challenges around inclusiveness, planning and managing different work. 3) Being more agile through coaching, changes to appraisal and rewards, but still facing challenges around time to market and waste. 4) Continuously improving practices such as adopting incremental releases, improving automation and identifying waste. The overall journey aimed to transform the organization to better adopt agile principles and practices for mainframe product development.

1. Scaling Agile in a Mainframe
Product Development
Environment
Pooja Uppalapati
Ravindra Chebiyam
March 26, 2015

2. 2 © 2014 CA. ALL RIGHTS RESERVED.

3. 3 © 2014 CA. ALL RIGHTS RESERVED.
Agenda
CA Technologies Overview
Mainframe Market Opportunity
Agile Transformation Journey

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CA Technologies Overview
• CA Technologies is a leading independent
provider of IT management software with
more than 30 years of experience managing
IT across multiple computing platforms.
• CA has both a broad and deep set of
solutions focused around Cloud
Management, Dev/Ops, and Security that
help customers reduce complexity and drive
business value from their IT investments.
• Mainframe Solutions
– Mission critical platform
– Full suite of best of breed products
Fiscal year ending March 31st. Prior year results have been adjusted to reflect
discontinued operations
*Cash, cash equivalents and investments less debt and notional pooling balance
outstanding at December 31, 2014
**As and when declared by the Board of Directors
• Market Capitalization as of
1/26/15 $13.5 billion
• FY14 Mainframe Solutions
Revenue $2.5 billion

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Mainframe Market Opportunity
Sustainable base
• Existing Franchise
– Handles 80% of corporate data
– 90% of Fortune 500
– $6T in annual credit card
transactions
• Cloud Expansion
– Big Data Workloads
– Converged/consolidated
infrastructure
Source: January 2014 CA SAM (Corp Strategy)

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Agile Transformation Journey Phase 1
Following agile by the books
Introduced
the concept
of SM and
PO to the
team
Abide by
the scrum
rituals
Burn down
charts
gained
prominence
Enabled
training for
scrum team
members

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Agile Transformation Journey Phase 1
Key challenges
• Command and control
• Role conflicts
Functional
Managers acting
as SMs
• SM assigning work to team members
• Team members waiting for instructions
Lack of collective
ownership
• More weightage for individual
performance goals
• Encouraging “hero-syndrome”
Evaluating
performance of
individuals
• Lack of team bonding and trust
• Reluctance to collaborate and
communicate
No co-location

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Agile Transformation Journey Phase 2
Doing agile
Enhanced
job
architecture
Complete
co-location
External
training
HR changes

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• Confusion and uncertainty
• Missing out on valuable inputs
Inclusivity of
functional manager
• Piling up technical debtPO not prioritizing
technical debt
• Upfront planning for 4 weeks
• Recurring grooming meetings with less
outcomeLots of meetings
• Incoming customer requests disrupting
the sprint plan
Managing feature
development and
sustenance work
Agile Transformation Journey Phase 2
Key challenges

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Agile Transformation Journey Phase 3
Being agile
External
Coaching
Changes in
appraisal
process
Align
functional
manager to
scrum team
Rewards
and
recognition

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Agile Transformation Journey Phase 3
Key challenges
• Long release cycleTime to market
• Manual testing due to technology
constraints
• Lack of infrastructure and mindset for
regular check-ins
Identifying and
eliminating waste

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Agile Transformation Journey Phase 4
Continuously improving and challenging status quo
Adapted
Incremental
releases
Driving
down waste
Implementing
continuous
integration
Improving
automation

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