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Rational Continuous Delivery Transformation Update All Employee Meeting May 9th , 2013

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Agenda

• Continuous Delivery Update

• Organization Changes

• Next Steps

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Three basic goals: -  Improve the quality of our delivery with better practices and automation -  Enable product delivery on 8 or 12 week intervals -  Do this as a showcase we can share with customers Four Workgroups:

-  Ways of Working (Kai), Delivery Pipeline (Maneesh), Test Automation (Paul T), Build Improvements (James S)

Continuous Delivery – Overview (2012 View)

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Continuous Delivery Results– May 2013 Congratulations! •  You delivered CLM 4.0.2 and reaching closure with 4.0.3

•  Great progress; now we must take the next step to create an environment that can sustain continuous delivery, meet our business objectives AND client needs.

Next Steps: •  Benchmark with others including clients and industry experts •  Adopt our UrbanCode capabilities quickly •  Established a steering group that spans organization, disciplines and teams to help

determine a framework for the next wave of changes.

Steering Group: §  Continuous Delivery Transformation Leader: Jeanette Deupree §  Members: Dev & Test: John Whitfield, Geni Hutton, Jim Caldwell, George DeCandio,

Dan Leroux, Frank Varone, James Stuckey, Paul Tasillo Support: Sharon Tavilla , UA: Susan LaFera Product Mgmt: Kurt Sand, Serge Lucio, Design: Carolyn Pampino, Amy Silberbauer, Agile Practice leader: Elizabeth Woodward

§  Role: Represent all stakeholder organizations, engage broader leaders and team members, establish priorities, remove barriers, monitor progress

This steering group will be working with you to help enable changes needed and create a fun/productive environment to ensure our success!

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Continuous Delivery Vision

To publish production-level drivers on Jazz.net, Jazz Hub weekly to get feedback from our customers prior to shipping our quarterly on-premise deliverables To improve our client experience by focusing on cross-cutting, design-driven scenarios

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ü  Cloud is becoming an increasingly important delivery channel ü  We need to deliver the premier DevOps platform in the marketplace

ü  It is critical for us to capture key market growth opportunities

Business Drivers:

Organizational Goals

In support of our vision, there are some specific goals that we are driving towards as an organization:

•  Fully embrace DevOps and continuous delivery, becoming a showcase for our customers

• Place a stronger emphasis on delivering capabilities, allowing us to focus on design-driven, cross-cutting scenarios vs single product features and improving our client experience

•  Give people more ability to focus, increasing efficiency with less day to day context switching

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dev·ops noun \'dev-äps\ Enterprise capability for continuous software delivery that enables clients to seize market opportunities and reduce time to customer feedback.

What is DevOps? A blueprint for continuous delivery

§  Accelerated software delivery §  Reduced time to gather

and analyze customer

§  Improved governance across the lifecycle §  Balanced quality, cost and speed

DevOps Lifecycle

Continuous Feedback and Improvements

Operations/Production Development/Test Customers Business Owners

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Enterprise capability for continuous delivery of software innovation

Open Lifecycle Integration Platform

Continuous Delivery

Continuous Monitoring

Collaborative Development

Continuous Testing

Continuous Release

Business Planning

DevOps Lifecycle

Continuous Feedback and Improvements

Operations/Production Development/Test Customers Business Owners

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In House Deploy RES

Feature Teams

Test

Continuous Delivery and Run Teams

Tested Builds Automated Tests

Completed Features & Automated Tests

Rational CLM and SSE Continuous Delivery Approach DevOps Lifecycle

Operations/Production Development/Test Customers Business Owners

Single Prioritized Backlog

SPC/PMC

Jazz.net

Jazz hub

IBM account

Customers

Releases

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Defects

How We Plan

•  Formation of the Strategic Product Committee (SPC) •  Members: Product management leads for EM, IT, Systems, Design

team, relevant Development directors, and DE/Senior Architects

• Planning based on single, prioritized backlog of themes and child scenarios •  Encompasses ALL work (customer needs, support generated

requirements, market and industry needs, business needs (platform currency, compliance, etc)

•  Requirements to funnel through product manager to SPC

Flow and Timing for Planning Activities

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How We Execute

To support reducing the number of roles an individual is asked to support in a given day, we are organizing ourselves into three focused efforts: Feature Teams – Small cross-discipline teams consisting of user researchers, user experience designers, developers, testers, user assistance, etc. focused on one specific plan item Run Teams – Specialized, rotational feature teams. Responsible for defects reported against previously shipped capabilities, maintenance of test automation, helping the L3 team when needed, and ensuring all release delivery requirements are met (copyrights, java certification, etc) Level 3 – Interfacing team for our support organization, owning escalations, HotFix requests, resolution of customer-reported problems, and ownership of fixpack streams. Strengthened dedicated team, as well as rotational members in capability teams.

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Continuous Feedback and Improvement Goal – Weekly drivers posted to get feedback on capabilities as soon as possible •  Critical for success to deliver incremental stories and capabilities and not wait for whole plan item to be complete

•  Feedback obtained for features under active development to be considered for inclusion in current release

•  Feedback obtained after a feature has shipped will be brought back through planning process Internal deployments are an additional source of feedback from ourselves! Goal- Sprint retrospectives will drive continued improvement in our ways of working •  Important that we all contribute to retrospectives and actions are taken

to improve

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Approach •  Organization structure changes

•  Align to more fully empower teams to work and think differently •  Process change

§  Prove out in one group §  Experiment in larger team

§  Make adoption systematic §  Staff and execute

•  Timing

•  Begin to introduce changes starting with how we prioritize cross-cutting CLM items in the 4.0.4 release

•  Plan for more significant adoption steps in our 4.0.5 release •  Continue to refine through continuous improvement

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Organization

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®

Integrated and effective Application Lifecycle Management Rapid delivery of quality software

•  Focus on the five imperatives to establish effective ALM

•  Integrate software design for broader collaboration and traceability

•  Prioritize entry point; extend as needs evolve

•  Leverage Jazz platform to unify and protect current infrastructure investments

“Once fully implemented, we expect to reduce friction and focus on delivering value to customers in each

delivery stream, to reduce rework by improving end-to-end collaboration and planning consistency, and

REDUCE our compliance efforts by AUTOMATING key process tasks and deliverables.”

Stephan Pauletto, Engagement Manager, IMS Health

Open Lifecycle Integration Platform

Software Change and Configuration

Quality

Build and Deploy

Requirements

Design

IBM Rational solution for Collaborative Lifecycle Management

with Design

Lifecycle

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}

®

Open Lifecycle Integration

Architecture, Design and

Development

Quality Requirements

Planning, Change/ Configuration Management

Visualize, Analyze, and

Organize

Rational solution for systems & Software engineering today

Open Lifecycle Integration

Automotive Engineering

Medical Devices

Electronic Design

Aerospace & Defense

Systems and Software Engineering

SSE Foundation

A core set of integrated capabilities

Primarily provided by … • DOORS • Rhapsody • RQM • RTC • RELM

Industry and domain solutions

• Practices • Templates • RMC content • Demonstrations • Proofs of Technology • and much more

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Continuous Delivery and Feature Teams §  Continuous Delivery Teams for CLM and SSE:

 Focus on product and solution delivery •  Focus on stable, high quality codebase •  Continuous builds à continuous test à process improvements. •  Delivery to Jazz hub for faster client feedback

 Guardian of the delivery stream •  Set the schedule •  Work with feature teams on accepting features into the next delivery

 Client Success (L3) §  Feature Teams:

 Teams organized along the lines of Capabilities of the CLM & SSE solution, not products  Include feature development, run teams and supplemental L3 resources

 Feature Team (dynamic) formed to deliver new features across the product set: •  members from various Capability teams (as needed) and cross discipline (e.g. UA, SVT, UX, etc)

 Component Guardians – provide deep component expertise; Ensure integrity of code base; Like “open source”

 Feature backlog prioritized across the CLM and SSE solution, not by product

Organization – Continuous Delivery •  CLM and SSE Release Management

•  Manage continuous delivery plan: set schedules, release milestones, manage risks and issues. •  Deliverables into PMOM process (Qplan, Qcert, Security Plan etc). •  Operations activities: OEM agreements, interface with finance.

•  Continuous Delivery Infrastructure

•  Responsible to ensure continuous delivery of shippable versions with an ever decreasing cycle time. All platforms including z

•  Creates delivery pipeline for all products and solutions •  Manages build process, automated deployment, continuous test framework, and install •  Manages existing build teams (including product builds teams except DOORS, Rhapsody)

•  Continuous Delivery Infrastructure Chief Engineer

•  Senior technical role responsible for delivery pipeline architecture, automation technology and technical implementation

•  Responsible for SCM and Build architecture •  Continuous Delivery Transformation

•  Drive transformation via education, support enablement, prototyping, best practices •  Organize and drive steering committee

•  Product Delivery Leaders

. Senior mgmt leader responsible for the delivery of products, roadmaps, quality, client satisfaction, sales inhibitors

•  Level 3 Leaders

•  Senior leader responsible for L2 escalations, client escalations, APAR delivery and fixpack delivery

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•  Organized by Capability Teams •  Grouped by similar technology bases

•  Roles. •  Capability Architects

Senior architect responsible for technical integrity of a capability and provides guidance and support for component guardians and feature teams. Also works with peer capability architects to ensure integrity of cross cutting features.

•  Component Guardians Responsible for technical integrity of underlying technology components. Approves code contributors for the content

•  Development Manager People manager of first line development department with three main roles - Continue to improve the skills and capabilities of their department - Work with the rest of the leadership team to assign people to feature teams and run teams - Work with a set of feature teams and feature owners and ensure that the feature team is able to deliver. They will remove barriers, resolve issues beyond the team's control, ensure the team is functioning well.

Organization – Feature Team Development

Our PMCs will continue to operate in their current state. We will be evaluating their function and relationship with the Strategic Product Committee (SPC) as we transition to our new way of working with our upcoming releases

Next Steps

•  Partner with team members across the organization to delivery cross cutting scenarios that address client needs •  Support and provide feedback as we adopt continuous delivery improvements in CLM and SSE 4.0.4, 4.0.5 and beyond

•  Keep up to date and stay involved with our continuous delivery transformation here: https://jazz.net/wiki/bin/view/Main/CLMContinuousDelivery

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Backup

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Product Delivery Leader •  Works with the release manager on the overall schedule for the release train •  Leads and supports the run teams •  Work with component development manager on staffing of the run team for each release and issue resolution •  Runs the product level planning calls attended by the run team leads •  Responsible for QPlan goals and QCert for releases and tracks goals •  Works to establish goals for APAR backlog reduction and other defect metrics tracked for QCERT •  Liaison for development and test organizations (FVT/SVT/TVT/Performance/Security Scan) •  Monitors progress and insures that issues are raised and addressed that could impact delivery •  Guardian of the integration stream and owner of the product integration builds – drives issue resolution •  Sets the 'rules of the road' for deliveries by the run teams to the integration stream

•  e.g. what tests need to be run, what approvals and reviews are required, ... •  The integration build is where all the work of the run teams and the feature teams comes together to produce the product and CLM builds (which are ultimately what we release as milestones and releases) •  Has final say on what does and doesn't go in if there are disputes or questions •  Primary owner of the process configuration for the product's project area on jazz.net (i.e. who gets added to the project, roles/role assignments, process rules for deliveries and role-based permissions and read access for the project are configured here) •  Responsible for publishing of milestones and releases •  Responsible for publishing of workaround articles for the release (this typically goes together with QCert since most workaround articles come from defect deferrals) •  Point of contact for complex customer and field situations needing direct development support •  Identifies appropriate run team and works with run team lead to engage run team resources as necessary to respond •  Triages the 'unknown inbox' for the product

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Organization – Feature Team and Run Teams •  Feature teams are formed based on scenario definition •  Run teams are staffed on a rotational basis •  Feature Team

•  The feature team is lead by a feature team lead

•  Staffed with team members from one or more capability areas and cross functional teams.

•  Responsible for complete delivery including automated testing as per done criteria and checklist. Also includes proactively gathering and acting on stakeholder feedback, especially customers

•  Feature team works with Feature Owner as “customer” proxy

•  Each feature team is supported by a senior capability architect as well as a development manager

•  Run Team •  Responsible for burning down technical debt

•  Overflow from L3

•  Defect backlog

•  Test automation for existing capabilities

•  Running manual FVT buckets

•  Responsible for platform currency

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Steering Group Action Areas Core steering committee established to sponsor key initiatives coordinated by the Continuous Delivery Transformation Lead. A number of initial initiatives have been identified under the categories of planning, executing, and feedback as we refine our new way of working Planning: •  Resolve relationship between the SPC single backlog and product-specific backlogs (Geni Hutton/John Whitfield) •  How does a scenario get broken down to having release-sized plan items? (Amy Silberbauer) •  Roles for individuals (Dibbe Edwards) •  Roles of meetings e.g. PMC vs SPC, how do we share info between SPC and PMC (John Whitfield / George DeCandio / Dan Leroux) •  Dealing with new business requirements that come from executive leadership (Sponsor TBD)

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Steering Group Action Areas (cont) Executing: •  Reducing time spent setting up/maintaining dev environments (Dan Leroux) •  Reducing build times (Pete Steinfield) •  Pipeline delivery – includes types of automation we run and when, automatic promotion from build to staging, etc (Frank Varone) •  Test automation framework strategy and how they plug into the framework (Paul Tasillo) •  Strategy for what types of automated tests should be implemented and when (Jim Mickelson) •  Deploying from a workspace build into a cloud image (Kim Frederick) •  Release/Sprint expectations – ex. Getting to done, checklist adoption, design doc, run and feature team interaction… (Jeanette Deupree/James Stuckey) •  How to ensure architectural consistency and workgroup decisions (Dan Leroux/George Decandio) •  Reducing cycle time to enable more time for feature development – ex. TVT (Jim Caldwell, Doug Mueller) •  Enablement and Marketing – ex. Support, Sales, promoting new features (Susan LaFera) Feedback: Strategy to get feedback earlier (Sponsor TBD)

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