Pressure to deliver business value faster, and more efficiently is everywhere. Companies are adopting Agile practices and going though the Agile Transformation because moving to agile methods offers any organization to outperform its former measures of productivity and profits. Several years ago, IBM Software Group began adapting agile software development practices and related products to their needs. This session will provide details where we started and what was our agile journey.

1. SARAJEVO, 27.10.2014
FARIZ SARACEVIC (FARIZ@US.IBM.COM) CLM aaMS PRODUCT MANAGER@FarizSaracevic
Agile Transformation

3. Agenda
•IBM and Agile
•Thinking Agile
•Case Study Example
•Where to begin…

4. IBM’s software development transformation

5. A Global Team of IBM SWG Developers
Toronto,Ottawa, Montreal, Vancover, Victoria
Edinburgh
London/Staines
Milton Keynes
Hursley
Warwick
Haifa/Rehovot
Beijing
Shang Hai
Yamato
Taipei
LaGaude
Paris
Pornichet
Toulose
Beaverton
Kirkland
Seattle
Almaden
Agoura Hills
Costa Mesa
El Segundo
Foster City
San Francisco
SVL/San Jose
Las Vegas
Rochester
Minneapolis
Boulder
Denver
Lenexa,KA
Tucson
Pheonix
Austin
Dallas
Bedford, MA
Bedford, NH
Cambridge
Lexington
Littleton, MA
Waltham, MA
Westford
Cork
Dublin
Galway
Boeblingen
Bangalore Gurgaon
Hyderabad
Mumbai
Pune
Cairo
Rome
Gold Coast
Sydney
Canberra
Fairfax
Raleigh
Charlotte
Lexington, KY
Atlanta
Boca Raton
Tampa
Perth
Krakow
Warsaw
Sao Paulo
Malaysia
Delft
Stockholm
Malmo
New York, NY
Pittsburg
Piscataway
Poughkeepsie
Princeton
Somers
Southbury
Helsinki
El Salto
US
Canada
Latin America
EMEA
AP
Japan
Total 26,000+
Hong Kong
Singapore

6. Collaborative Lifecycle Management (CLM) team
•Globally dispersed development organization
•Three figure team size, nine figure revenue business
•Responsible for delivery of the following capabilities:
•Jazz Foundation Server (JFS)
•Rational Quality Manager (RQM)
•Rational Team Concert (RTC)
•Rational DOORS Next Generation (RDNG)
•Bring together multiple disciplines via single source of truth and links
•Dynamic organizational structure and leadership
•Develop our tools using our tools
•Self-host
•Operate transparently through Jazz.net

7. Agenda
•IBM and Agile
•Thinking Agile
•Case Study Example
•Where to begin…

8. We Needed to Change
•Organize differently
•Develop differently
•Deliver differently
•Measure differently
•What challenges did IBM choose to address?
•Response to fast changing environment
•Large overhead of existing process
•Experience accumulated from experimentations
•Improving morale
•Driving innovations
•Influenced by Open Source community
•Expansion of globally distributed development

9. Agile journey of CLM team
Business Objective:
•Faster response to market shifts while improving quality and efficiency
State:
•Design Management /Requirements/Dev/Test
•~75,000 Jazz.net members
•Scaled integration and agile practices
•Yearly deliverables with streamlined planning
•Test automation limited
•Long backend release candidate testing cycles
•OSLC adoption
Key Actions:
•Prioritized cross cutting features & restructured into feature teams
•Shift left testing
•Test automation standards
•Patterns to minimize setup
•Test Virtualization
•Delivery pipeline
•Executive dashboard
•OSLC standardization and industry awareness
Business Objective:
•Significantly reduce delivery cycle time, enable innovation and customer adoption
State:
•Clients/Business/Dev- Test/Operations Alignment
•~150,000 Jazz.net members
•Organizational alignment flattened for optimization
•Quarterly deliverables
•Single stage delivery pipeline
•Golden topology patterns
•Experimentation on cloud
•OSLC integration deliverables
Key Actions:
•DevOps adoption assessment
•Client feedback shortened
•Automation coverage
•Test virtualization
•Automation deployment to self host
•Organizational effectiveness
•Traceability from business strategy to dev/test to deployment to business outcome
Business Objective:
•Enable rapid growth in Cloud
State:
•Responsive to market needs
•> 200,000 Jazz.net members
•IBM BlueMixis key delivery channel
•Accelerated DevOps adoption in IBM and industry
•Innovation portfolio optimization
•Multistage automated deployment pipeline enabling continuous integration
•Broad OSLC standardization and adoption
Key Actions:
•IBM BlueMix: Continuous delivery in the cloud
•Continued focus on test automation and coverage
•Retrospectives and continuous improvement
•Continuous client feedback based on monitoring usage patterns, real time feedback
Business Objective:
•Market leadership in ALM leveraging an open architecture, more client feedback
State:
•Development led
•Siloed organization
•Lack of client insight
•Yearly deliverables –long planning cycles
•High maintenance costs
•Tightly coupled architectures
Key Actions:
•Established on Jazz.net
•5 principles of collaboration and transparency
•Self hosting
•Improved business stake holder alignment
•Team metrics: velocity and burndowns
•Established Open Services for Lifecycle Management (OSLC)
Phase 2: 2010 –2011
Agile Adoption
Phase 3: 2012 –2013
DevOps Adoption
Phase 4: 2014 –Future
Continuous Delivery
Phase 1: 2008 –2009
Collaborative Lifecycle Management (CLM)

10. Achieving Agility
Disciplined agile teams:
1.Produce working software on a regular basis.
2.Do continuousregression testing, and better yet take a Test-Driven Development (TDD) approach.
3.Work closelywith their stakeholders, ideally on a daily basis.
4.Are self-organizing, and disciplined teams work within an appropriategovernance framework.
5.Regularlyreflect, and measure, on how they work together and then act to improve on their findings in a timelymanner.

11. Define scenarios to uncover business needs
Outline flows with Process Diagrams
Visualize scenarios with Storyboards and Screen Flows
Describe flows and capture requirements in Rich-text Documents
Define and reuse common terms in Glossaries
Describe actors, system boundaries and user goals in Use Case Diagrams
Use whiteboard snapshots and other Informal Documentation

12. Many notations, extensive team involvement, rapid iterative refinement

13. Collaborative Project Planning across Teams
Reduce delays and mistakes with real-time, “in-context” collaboration
Integrate communications, workflow and deliverable transparency
Extensible planning engine connects / integrates with many sources to support heterogeneous software
Continually validate investments
Analyze costs, benefits and risks to continually redeploy resources as needed
Views into past performance, current status, and predicted estimates-at- complete including values, trends and variances
Dynamic and informed decisions
Real-time, deliverable driven progress and quality measurement

14. Transformation rewards of CLM team
Lifecycle Measurements
2008
2010
2012 –2014
Total Improvement
Project Initiation
30 days
10 days
2 days
28 days
Groomed Backlog
90 days
45 days
On-going
89 days
Overall Time To Development
120 days
55 days
3 days
117 days
Composite Build Time
36 hours
12 hours
5 hours
700 %
BVT Availability
N / A
18 hours
< 1hour
17 hours
Iteration Test Time
5 days
2 days
14 hours
4 days
Total Deployment Time
2 days
8 hours
4 hours
2 days
Overall Time To Production
9 days
3 days
2 days
7 days
Time Between Releases
12 Months
12 Months
3 Months
9 Months
Innovation / Maintenance
58% / 42%
64% / 36%
78% / 22%
+20% / -20%

15. Transformation rewards for Rational
Client Measurements
Goal
2006
2013
Total Improvement
Customer Calls
-5% YoY
~135,000
~69,300
-49% YoY
Customer Defect Arrivals
-15% YoY
~6,900
~4,600
-33% YoY
Defect Backlog
3 Months
9+ Months
3 Months
6+ Months
Enhancements Triaged
85%
3%
100%
+97%
Customer Satisfaction Index
88%
83%
88%
+5%
Agile transformation…
…does not end at deployment of code to client
…accelerates the post-deployment operations
…leads to higher client satisfaction

16. Agenda
•IBM and Agile
•Thinking Agile
•Case Study Example
•Where to begin…

17. Case Study: Managing Outsourcers as a Set of Software Factories
•Two large European Insurance Companies customers that are mainly delivering systems through a set of Systems Integrators and providers
•Main concern is managing all these providers
•Big problems dividing and integrating work between providers (many integration conflicts)
•Use cases, functional areas, deployment model…

18. Software Factory Dashboard: All the Information in a Single View
Assignment of Components to Providers
Access to Teams in Development
Current status of delivery from each Software Factory Provider
Access to Quality Indicators and KPIs

19. Application Trends
Trend of actual vs remaining work
Progress of Iteration plans for each module
Quality of builds
Detail of opened tasks

20. Iteration plan user and task board
Progress and status of tasks by Iteration

21. Application deliverables
Documents and code delivered by software factories
Detail of changes to each document

22. Agenda
•IBM and Agile
•Thinking Agile
•Case Study Example
•Where to begin…

23. Based on knowledge of the organization, create a map of potential improvement areas
Impact and Timing of Cost Savings Programs
Timing of Benefits Realization
Long-term Impact
(Savings as % of spend)
Low
(5-10%)
Long
(> 12 mos.)
Short
(3-6 mos.)
Medium
(10-25%)
High
(>25%)
Medium
(6-12 mos.)
PerformanceManagement
End to End ALM Integration
Deliver on top of the 3 foundational layers
Cloud Development
Transparency
Across federated SW supply chain
SLA execution / monitor KPI’s
Contractors / Sub-contractors
Maintenance projects
New development projects
Collaborative ALM
Initially for key innovative projects
Right-Size Governance
Collaborate in Context
Dynamic provisioning of projects and teams
Asset Reuse
Innovate
Provision
Distribute
Consume
Portfolio Management
Link IT to business initiatives
Application portfolio
Prioritize investment decisions
Req’s Mgt linked to Quality Mgt
Audit-trails (compliancy)
Bi-directional traceability
Impact analysis
Risk management
Change & Release Management
Version control
Configuration mgt
Automated & integrated

24. …define realistic targets for improvement…
Impact and Timing of Cost Savings Programs
Timing of Benefits Realization
Long-term Impact
(Savings as % of spend)
Low
(5-10%)
Long
(> 12 mos.)
Short
(3-6 mos.)
Medium
(10-25%)
High
(>25%)
Medium
(6-12 mos.)
PerformanceManagement
End to End ALM Integration
Labor 2 to 6% (2-5)
Total 10 to 25%
Labor 4% (1-3)
Total 13%
Defect Density 5% (1,2)
Total -11%
Collaborative ALM
Labor –3-8% (1-3)
Total 10 –25% (3)
Defect Density 3-11% (1-3)
Total 10 –35%
Asset Reuse
Labor –5% (1)
Labor –7 % (2)
Labor –8% (3)
Total –22%
Portfolio Management
Labor 2 to 8 % (2-5)
Total 10 to 35%
Req’s Mgt linked to Quality Mgt
Change & Release Management
5% Labor (1)
3% Labor (2)
Total –8%
Defect Density 10% ( 1)
Defect Density 8% ( 2)
Total –19%
Labor Savings –7 % ( 1)
Labor Savings –8% (2)
Total-16%
Savings in %
Years into project in ( )

25. Defect
Management
Defects By Priority
Defects by Age
Defects by Use Case
Defects by Design Artifact
Project Cost and Schedule Variance
Defect Management
Change Management
Validation and Test
Test Cases Passed
Test cases Failed
Total test cases
Test Coverage
URPS Metrics
URPS Margins
Requirements
And Use Case
Use Cases:
•Analyzed
•Designed
•Traced to Tests
•Volatility
URPS Requirements
•Analyzed
•Traced to Use Case
•Traced to Tests
•Volatility
Metrics
Discipline
Iterative Development
Project Cost Variance
Project Schedule Variance
Iteration plans and schedules
Design
SLOCs
Complexity
Longest Routines
…and plan a realistic phased adoption approach

26. Consider all the elements
•Delivering agility in your organization requires several coordinated elements
•Process and method content based on content from standard frameworks like SCRUM augmented with content from the organization´s existing processes extended with guidance from Agile experts.
•A workbenchdelivering the appropriate supporting capabilities to automate, accelerate, guide and measure adoption of the new practices.
•Decision frameworkfor selection of lifecycle practices that are appropriate to the project characteristics, and guide process adaptation.
•Metricsand dashboards for assessing projects, BU, and organizational KPIs.
•Pilotstrategy and criteria for selecting pilots, managing candidate pilot project adoption, and adjusting practices and tool based on pilot progress.
•Organizational improvementthrough scheduled training activities, support/coaching concept and communication, and broad educational tasks.

27. A Call To Action
•Consider an Agile Pilot Project
•See it work for yourself
•Get mentoring help
•Get some Agile training
•Project management training is critical
•Training modelers, developers,… is also critical
•Get an Agile Health Check
•Look at key agile practice areas
•Adopt appropriate Agile practices
•Select agile practices that optimize you project characteristics
•Align with control mechanisms and risk-mitigation strategies
•Support with tools that automate those practices

28. Thank You