IBM Innovate 2013 Presentation: Paychex Case Study: Successfully Deploying a Jazz ALM Solution to In-flight Projects with Minimal Disruption and Immediate Benefits

1. IBM Innovate 2013
Paychex Case Study: Successfully Deploying
a Jazz ALM Solution to In-flight Projects with
Minimal Disruption and Immediate Benefits
Presenter’s Name Randy Makoski, Thomas Sylvester, Jason Smith
Presenter’s Title, Organization Paychex, Inc.
Presenter’s E-mail Address rmakoski@paychex.com
tsylvester@paychex.com jasonsmi@us.ibm.com
Session Track Number 2365
© 2013 IBM Corporation

2. 2
Paychex Case Study: Successfully Deploying a Jazz ALM
Solution to In-flight Projects with Minimal Disruption and
Immediate Benefits
 Paychex IT Organization
 Background
 Business Need
 Adoption Approach
– RTC - Workflow
– RRC
– RTC – Source Code
 Pitfalls
 Results
 Next Steps
Agenda

3. 3
Paychex IT Organization
 Located in Rochester, NY
 Two primary development organizations
 Developing in Cobol, C++, Java, Sql
 Approximately 1300 resources in Analysis, Development and Test
organizations

4. 4
Background
 Source Control Systems – ClearCase, TFS, Subversion
 Workflow Management Systems – MS Project, Free Ware, Rally, Excel
Spread Sheets, Paper Notebooks, Taskboard/Index Cards
–Early stages of adopting Agile methodologies
–Most projects following Waterfall process
–Water-Scrum-Fall
 Requirements Management – Caliber
 Quality Management – Quality Center
 Automated Builds – Build Forge, Jenkins and none

5. Background - Lifecycle Transparency Wheel
HP PPM
Caliber
SharePoint
Knowledge
Source
Management
HP Service
Center
LogidexRally
HP Quality
Center
Automated
Testing
Automated
Unit Testing
Dashboards
BuildForge
•Junit
•Dunit
•Nunit
•Findbugs
•QTP
•TestComplete
•Loadrunner
•Fortify
•Defect Tracking
•Scripts
•Incident
•Problem
•Change
•Configuration
•Clearcase
•Subversion
•TFS
Reporting
DB
Stat
Tracker
Release
Access
DB
• Multiple tools from multiple
vendors
• Point to point integration
resulting in brittle
connectivity
• Difficulty maintaining
version integrity through
upgrade cycles
• Limited data aggregation
across tool sets

6. 6
Before
Taskboard / Index Cards
Gantt ChartsBurndown Charts
Resource Spreadsheets
Requirement Documents
Status Reports

7. 7
Business Need
 In 2011, Paychex adopted an enterprise strategy to bring consistency
and standardization, to our software development life cycle
 No consistent workflow management tool (Best of Breed)
 Lack of Transparency – “IT Black Hole”
 Out of date information
 Point-to-Point tool integration
 Manual reporting
oSelected Jazz to assist in solving business need
oConfigurable, Multiple Interfaces, OSLC

8. 8
Adoption Approach
 Incremental Agile Approach
Project was divided into three efforts which introduced both process
change and RTC automation in controlled phases:
–Work item tracking including integration with a 3rd party test automation platform
–Requirements management including integration with a 3rd party test
automation platform
–Source code management (replacing ClearCase and other SCM tools)
 Repeatable approach for each phase, focused with high level plan
 Identify team struggles/provide solutions, easy wins
 Quarterly demos with executives
 Segmented adoption within phases to coincide with business constraints

9. 9
Repeatable Approach for each Phase
 Explore features through an IBM hosted Proof of Technology session
 Identify a cross-section of key resources to guide process and
standardization decisions
– both management and individual contributors
 Define current processes, identify improvement opportunities and adopt
RTC processes whenever possible
 Design and test migration strategy
 Design and test integration with 3rd party automation tools

10. 10
Repeatable Approach for each Phase (cont.)
 Engage smaller teams as “first adopters”
–These teams helped to develop the on-boarding process (technical migration
steps, training and documentation)
–Early adopters became subject matter experts
 These teams became the evangelists and the “pull” for the new
automation solution increased dramatically. This was key to our
success.
 Develop enterprise migration schedule and on- boarding process
 Follow-up health check with functional teams and project teams
 Consistent communication regarding project progress through internal
blogs, SharePoint Information sites and internal Wiki’s

11. 11
Implementation Schedule
Revised01/16/201210/31/2012
Status Dev. Workflow Automation
Jun-11 Jul-11 Aug-11 Sep-11 Oct-11 Nov-11 Dec-11 Jan-12 Feb-12 Mar-12 Apr-12 May-12 Jun-12 Jul-12 Aug-12 Sep-12 Oct-12 Nov-12 Dec-12 Jan-13 Feb-13 Mar-13 Apr-13 May-13 Jun-13 Jul-13 Aug-13 Sep-13 Oct-13
Pilot
Env.
Cleanup
Project Active Pilot/BetaExtendedOneMonthfor2QCIntegrationItems v4.0 Project Completed
Migration
SCM(Revisedsince June 2012Update) Complete
Jun-11 Jul-11 Aug-11 Sep-11 Oct-11 Nov-11 Dec-11 Jan-12 Feb-12 Mar-12 Apr-12 May-12 Jun-12 Jul-12 Aug-12 Sep-12 Oct-12 Nov-12 Dec-12 Jan-13 Feb-13 Mar-13 Apr-13 May-13 Jun-13 Jul-13 Aug-13 Sep-13 Oct-13 Nov-13 Dec-13
Env.
Cleanup
Buy Decision POCComplete Project Active Build& Deploy Project
Completed
Requirements
Jun-11 Jul-11 Aug-11 Sep-11 Oct-11 Nov-11 Dec-11 Jan-12 Feb-12 Mar-12 Apr-12 May-12 Jun-12 Jul-12 Aug-12 Sep-12 Oct-12 Nov-12 Dec-12 Jan-13 Feb-13 Mar-13 Apr-13 May-13 Jun-13 Jul-13 Aug-13 Sep-13 Oct-13
Env.
Cleanup
POCExtendedtoMarch Project Active PMAssigned Build& Deploy Allnewprojects onRRC Project Completed
fornewRRCRelease
Q1FY13
Project Definition&
Approach
Q1FY14Q2FY13
Q1FY13
Q3FY13
WFMigration3
Q2FY13 Q3FY13
Q1FY12 Q2FY12 Q4FY12Q3FY12
Planning/Design
RRCEvaluation
Q1FY12
Q1FY12 Q3FY12 Q4FY12
Q2FY12
WFMigration4WFMig1
Q3FY12 Q4FY12
Project Approach, Definition&
Lauch
Process Definition,
Training& DesignFunctional POC(inLab)
Q1FY13
Q2FY12
WFMigration2
Functional POC
Q1FY14
Q1FY14Q4FY13
Q4FY13
SCMMigration1 SCMMigration2 SCMMigration3
Q3FY13Q2FY13
Beta (InProd. Env)
Q2FY14
Q2FY14
Q2FY14
RRCRequirements&IntegrationPilot
Q4FY13
Req. Migration
DesignReviews&Pilot-InProductionEnvironment SCMMigration4
Q3FY14

12. 12
Pitfalls
 Initial focus was on Development process
 Needed to adjust our state engine to be more generic
 Requirements projects did not line up with development projects initially
 Controlling “pull” from downstream teams and functional groups outside
of development
 Having enough knowledgeable resources to support the rollout effort

13. 13
Results - General
In the first year, we have significantly improved standardization,
consistency, efficiency, traceability and transparency. As a result we now
have superior insight into our development projects that is aiding in better
decision making. We expect this trend and additional benefits to continue
as we expand module adoption.
 Significant improvement in collaboration
 Elimination of paper required for hand-offs between SDLC teams
 Out-of-box integration between RRC and RTC provides the desired requirements
traceability and visibility throughout the SDLC
 Leveraging out-of-box reporting capabilities, teams have built custom dashboards providing
real time views to consistent information. Complete transparency.
 Integration with 3rd party testing tools allows Analysis, Development and Test to work in
their tool of choice while keeping data synchronized
 Enabled adoption of Agile processes in all phases of the SDLC
 More data and insight to our projects than we have ever had, which allows for more
accurate projections, improved prioritization and decision making

14. 14
Results - Workflow
In the first year, Work Item tracking was successfully implemented
across all Development and Test organizations.
 All new projects are using RTC for workflow management
 On-Boarded 60+ in-flight projects with minimal project timeline impact
 The flexibility of the tool allows teams to choose the process that is right for them
(Agile, Waterfall, or “Water-Scrum-Fall” [a hybrid] )
 Established a real time, bi-directional integration with the 3rd party test
management tool
 Standardized RTC process to allow for enterprise wide metrics rollup and retired
2 other tools
 Work Item tracking with RTC is now expanding to other areas of the organization
including Analysis, IT Operations and Data Modeling

15. 15
Results – Requirements (RRC)
Requirements module implementation is in the “first adopter” phase.
The target is to complete full adoption and retire the former tool in
year two.
 Reduced from many requirements processes down to 2 – waterfall and agile
 Redesigned the process to adopt a more agile approach with a focus on
improving collaboration and transparency between Analysis and Development
teams
 Eliminated paper artifacts whenever possible, requirements tied to work
 Trained core team – “train-the-trainer” concept – just in time
 Converted 60% of the requirements documents from our previous requirements
management tool
 Established a real time integration with our 3rd party test management tool
 Launched seven first adopter pilot teams

16. 16
Results - SCM
SCM is in the migration phase. Paychex spent additional time in the
process definition phase due to the criticality of source code integrity and
the high number of active projects. We have set an aggressive goal to
complete the migration of all source code in 2013.
 Planning migration strategy to move off ClearCase and other SCM tools being
used
 First live project moved April 2013
 Beginning developer training and acclimating them to the paradigm shift using
“sandbox environment”, lunch and learns, more formal scheduled training sessions
Each team determining their needs/processes around using the tool
 Target is to have all source code migrated to RTC by November 2013

17. 17
Before
Taskboard / Index Cards
Gantt ChartsBurndown Charts
Resource Spreadsheets
Requirement Documents
Status Reports

18. 18
After (Current State)
Electronic Taskboard Backlogs/Plans
Burndown Charts
Resource Breakdown/Load
Requirement Linkage
Dashboards/Widgets

19. 19
Next Steps
Expand reporting using RRDI
RQM POC
Integrate RTC with 3rd party time tracking tool
Investigate IBM Insight to improve management
reporting

20. 20
Implementation Schedule
Revised 10/24/2012
Reporting & Dashboarding - Management Reporting*
Jun-12 Jul-12 Aug-12 Sep-12 Oct-12 Nov-12 Dec-12 Jan-13 Feb-13 Mar-13 Apr-13 May-13 Jun-13 Jul-13 Aug-13 Sep-13 Oct-13 Nov-13 Dec-13 Jan-14 Feb-14
POC Completed Project Active
Rational Quality Manager (New/Tentative)*
Jun-12 Jul-12 Aug-12 Sep-12 Oct-12 Nov-12 Dec-12 Jan-13 Feb-13 Mar-13 Apr-13 May-13 Jun-13 Jul-13 Aug-13 Sep-13 Oct-13 Nov-13 Dec-13 Jan-14 Feb-14
FY14
Budget
Decision Project Active
*Dates Modified Since June 2012 Update
Possible
RQM Migration
Pilot/Beta - In Production
EnvironmentPOC (in Lab)RQM Eval.
Q3 FY14
Project Definition &
Approach
RRDI Report
Buildout
Rational Insight
Analysis
Possible Insight
Report Buildout
Report Group 2
Deliveries
Q3 FY14
Q3 FY13 Q4 FY13 Q1 FY14
Report Group 1
Deliveries
Q4 FY13 Q1 FY14
RRDI Analysis
Q2 FY14
Q2 FY14
Q1 FY13 Q2 FY13
Q1 FY13 Q2 FY13 Q3 FY13

21. 21

22. 22
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23. 23
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24. 24
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