SDLC Transformation: How Paychex Began Adopting Rational CLM (+ Agile) & Adapted Along the Way
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The document outlines Paychex's journey of transforming its software development life cycle (SDLC) from waterfall to agile, adopting IBM's Rational CLM tools over three years. It highlights key lessons learned, including the importance of people, proper processes, and intentional adoption strategies, while emphasizing collaboration and transparency. The transformation led to reduced waste, increased automation, and improved development workflows across teams.
SDLC Transformation: How Paychex Began Adopting Rational CLM (+ Agile) & Adapted Along the Way
- 1. © 2014 IBM Corporation Session: 1887A SDLC Transformation: How Paychex Began Adopting Rational CLM and Adapted Along the Way Tom Sylvester Agile Coach & Automation Engineer, Paychex, Inc. @tsylvest
- 2. 2 A Tale of Pocket 2s…
- 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
- 6. 6 The First Question to Ask
- 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– Custom Integrations – Multiple Processes – Manual Report Generation – Lack of Project Visibility (Especially IT) – Outdated Reporting Our Why SDLC Visibility, Integration & Automation Established 2011 Reporting DB Stat Tracker Release Access DB
- 9. My Team’s Visibility, Integration & Automation 9
- 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
- 11. 11 But Wait…
- 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
- 13. 13 Shifting Our Approach 13 SDLC Visibility, Integration & Automation Established 2011 SDLC Transformation Established 2013
- 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
- 23. Questions?
- 24. Thank You! Your Feedback is Important! Access the Innovate agenda tool to complete your session surveys from your smartphone, laptop or conference kiosk.