© 2014 IBM Corporation

Session: 1887A SDLC Transformation: How Paychex Began Adopting Rational CLM and Adapted Along the WayTom SylvesterAgile Coach & Automation Engineer, Paychex, Inc. @tsylvest

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A Tale of Pocket 2s…

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• 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?

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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

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• 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

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The First Question to Ask

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Our Why

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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

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• 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Visibility (Especially IT)– Outdated Reporting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

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Reporting DB

Stat Tracker

Release Access DB

My Team’s Visibility, Integration & Automation

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2011 - 2013

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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

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But Wait…

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Our Real Why…

VISIONMaximize 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.

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Shifting Our Approach

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SDLC Visibility, Integration & Automation

Established 2011

SDLC Transformation

Established 2013

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The Modified (DAD) Agile Manifesto

INDIVIDUALS & INTERACTIONSOVER PROCESSES AND TOOLS

WORKING SOLUTIONSOVER COMPREHENSIVE DOCUMENTATION

STAKEHOLDER COLLABORATIONOVER CONTRACT NEGOTIATION

RESPONDING TO CHANGEOVER FOLLOWING A PLAN

• 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)

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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

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Lesson 3: Drink Your Own Champagne

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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

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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

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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

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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

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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

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So What?

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• Reduced Waste

• Increased Automation

• Increased Traceability/Transparency

• Reduced tool administration

• Enabled collaboration, especially for teams not co-located

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Questions?

Thank You!

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