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.
3. 3
• 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?
4. 4
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
5. 5
• 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
7. 7
Our Why
7
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
8. 8
• 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– Outdated Reporting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
Reporting
DB
Stat
Tracker
Release
Access DB
10. 10
2011 - 2013
10
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
12. 12
Our Real Why…
VISION
Maximize 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.
12
14. 14
The Modified (DAD) Agile Manifesto
INDIVIDUALS & INTERACTIONS
OVER PROCESSES AND TOOLS
WORKING SOLUTIONS
OVER COMPREHENSIVE DOCUMENTATION
STAKEHOLDER COLLABORATION
OVER CONTRACT NEGOTIATION
RESPONDING TO CHANGE
OVER FOLLOWING A PLAN
15. • 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)
15
16. 16
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
16
17. 17
Lesson 3: Drink Your Own Champagne
17
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
18. 18
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
18
19. 19
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
19
20. 20
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
21. 21
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
21
22. 22
So What?
22
• Reduced Waste
• Increased Automation
• Increased
Traceability/Transparency
• Reduced tool
administration
• Enabled collaboration,
especially for teams not
co-located
22
24. Thank You!
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