Upload
poojauppalapati
View
131
Download
1
Tags:
Embed Size (px)
Citation preview
Scaling Agile in a Mainframe Product Development Environment
Pooja UppalapatiRavindra Chebiyam
March 26, 2015
3 © 2014 CA. ALL RIGHTS RESERVED.
AgendaCA Technologies OverviewMainframe Market OpportunityAgile Transformation Journey
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 © 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 © 2014 CA. ALL RIGHTS RESERVED.
Agile Transformation Journey Phase 1Following 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 © 2014 CA. ALL RIGHTS RESERVED.
Agile Transformation Journey Phase 1Key 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
communicateNo co-location
8 © 2014 CA. ALL RIGHTS RESERVED.
Agile Transformation Journey Phase 2Doing agile
Enhanced job
architecture
Complete co-location
External training HR changes
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 2Key challenges
10 © 2014 CA. ALL RIGHTS RESERVED.
Agile Transformation Journey Phase 3Being agile
ExternalCoaching
Changes in appraisal process
Align functional
manager to scrum team
Rewards and
recognition
11 © 2014 CA. ALL RIGHTS RESERVED.
Agile Transformation Journey Phase 3Key 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 © 2014 CA. ALL RIGHTS RESERVED.
Agile Transformation Journey Phase 4Continuously improving and challenging status quo
Adapted Incremental
releases
Driving down waste
Implementing continuous integration
Improving automation