Scaling Agile in a Mainframe Product Development Environment

Pooja UppalapatiRavindra Chebiyam

March 26, 2015

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3 © 2014 CA. ALL RIGHTS RESERVED.

AgendaCA Technologies OverviewMainframe Market OpportunityAgile 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 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

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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

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Agile Transformation Journey Phase 2Doing 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 2Key challenges

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Agile Transformation Journey Phase 3Being agile

ExternalCoaching

Changes in appraisal process

Align functional

manager to scrum team

Rewards and

recognition

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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

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Agile Transformation Journey Phase 4Continuously improving and challenging status quo

Adapted Incremental

releases

Driving down waste

Implementing continuous integration

Improving automation

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