Agile India 2015 Conference - Scaling agile in a mainframe product development organization
- 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
- 4. 4 © 2014 CA. ALL RIGHTS RESERVED. 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
- 5. 5 © 2014 CA. ALL RIGHTS RESERVED. 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)
- 6. 6 © 2014 CA. ALL RIGHTS RESERVED. 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
- 7. 7 © 2014 CA. ALL RIGHTS RESERVED. 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
- 8. 8 © 2014 CA. ALL RIGHTS RESERVED. Agile Transformation Journey Phase 2 Doing agile Enhanced job architecture Complete co-location External training HR changes
- 9. 9 © 2014 CA. ALL RIGHTS RESERVED. • 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
- 10. 10 © 2014 CA. ALL RIGHTS RESERVED. Agile Transformation Journey Phase 3 Being agile External Coaching Changes in appraisal process Align functional manager to scrum team Rewards and recognition
- 11. 11 © 2014 CA. ALL RIGHTS RESERVED. 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
- 12. 12 © 2014 CA. ALL RIGHTS RESERVED. Agile Transformation Journey Phase 4 Continuously improving and challenging status quo Adapted Incremental releases Driving down waste Implementing continuous integration Improving automation
- 13. 13 © 2014 CA. ALL RIGHTS RESERVED.
- 14. 14 © 2014 CA. ALL RIGHTS RESERVED.