Mobile to Mainframe: Application Development and DevOps in the Application Economy
Agile delivery at the speed of business requires a seamless integration of Application Development, Delivery, and Operations.
We would like to present a fresh perspective of DevOps initiative and how it integrates with agile based development of mobile and web based applications.
In today's world of Application Economy, enterprises are rapidly developing mobile and web applications to stay competitive.
In this process, they are required to interact with the backend "system of record".
Large enterprises utilize mainframe at the heart of the dynamic data center as backend system of record.
This integration of agile-based mobile app development dependent on mission-critical mainframe-based operations is driving the importance of DevOps initiatives within the application development organizations.
Outline/structure of the Session
AppDev Migration from Mainframe to Mobile: 5 minutes
Rapid Software Delivery through Lifecycle Automation: 10 minutes
Orchestration and Management of products, processes, and functions through AppDev tools: 10 minutes.
Audience will have the following key takeaways from the talk:
1. Learn the importance of rapid software delivery in a technology landscape spanning mainframes to mobile devices:
- Application Development leveraging Mainframe
- Lifecycle Automation as enabler for faster Application Development and Delivery
- Addressing the challenges of DevOps in a complex heterogeneous mobile to mainframe environment.
2. Continuous integration and Orchestration of the tools driving the Application Development Lifecycle:
- AppDev Tools integration in the delivery process
- Orchestrate and manage interrelated products, processes, and functions.
Application Developers, Leaders at all levels, Agile Practitioners, Product Management
schedule Submitted 2 years ago
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Scrum Master Experience ReportVijay Bandaru
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This presentation brings a different perspective for the Scrum Masters and helps them to become more powerful Scrum Masters through their enhanced soft skills. I am going to cover how the teams evaolve, how the change is resisted, how the teams behave, how Scrum Master can handle all these effective to make the teams deliver working software every sprint continuously.
The information explained below is from my experience as Scrum Master and Coach. Below are the points that will be covered in the presentation:
Primarily I am planning to cover the anti patterns that will push the teams back and where the Scrum Master can support the teams with his knowledge, experience and interpersonal skills. For example please find below some scenarios:
1. In effective sprint planning: Team might miss some of the tasks while doing the sprint planning part 2 so they will anyway identify them during the development of the stories so these tasks take additional time which is not budgeted. So they will have to miss some stories which will impact the sprint goal. So I encourage the scrum masters to collect all such unidentified tasks on a separate colr sticky notes and during retrospective discuss with the team to see how much % of the capacity is gone for that tasks. At the same time are there any tasks in that list can be repeatable tasks (Eg: Code review) so this will help the team to come up with a tasks checklist which will help the teams to do effective sprint planning part 2
2. Partially ready stories pushed into the sprint: Sometimes product owners push the stories that are not fully ready and the team cannot say "No" in this case either the story gets changes during the sprint or it cannot be finished due to unknown factors. So Scrum Master to encourage the team to have a proper DOR (Definition of Ready) and get a working agreement between the PO and team so that they will work around it whilst they understand "Responding to change over following a plan"
3. Cross functional behavior: Team generally does not want to become cross functional because they are fine with what they are. Scrum Master has to bring a change in their thought process and get them agreed to become cross functional. For this it takes time so SM has to also manage the management expectations with respect to set the expectation in the dip in productivity
4. Pale retrospectives: This is another area where Scrum Master has to provide support to teams and get the liveliness and make the teams high performance teams
5. Timeboxing: Most of the teams do not respect this important guideline. Again SM has to get the importance of this characterstic in to the teams and get them aligned towards this. So there are some examples which I can quote such as if different people arrive at different timings, how much time is wasted and how many times we need to recap on the points already discussed, how much gap created etc
6. Stop starting and start finishing: This will cover to complete the stories/tasks that you are working before you pick up something. In general the teams pick up many items at a time and complete them close to 100% but not 100% so this will impact the sprint goal. In such case the SM has to provide inputs to the team to pick as few as possible but close them as soon as possible so this way the value delivery at the end of sprint is guaranteed
7. Lack of importance for quality: In the hurry of completing the stories the team at times give less or no importance to the quality. So the probability of escaped defects or getting rejection for the stories is high. So the Scrum Master has to educate the teams to strictly define/refine/follow the Definition of Done for each story. I saw many teams having their DOD in the tools like VersionOne but not infront of their eyes.
8. I know when I see it: Information radiators. This will be the key for the teams to adjust their pace as per the principle #8. So creating big visible information radiators and updating the underlysing details frequently will bring attention in the team and they naturally tend to adjust their delivery mode as per the requirement
Scaling Agile in a Mainframe Product Development Organization
Agile transformation in any organization will go through myriad of challenges that involves people, existing organization culture, technology/domain etc. Instead of seeing these challenges as obstacles, if you view them as opportunities to grow and improve, transformation will be more impactful and long-lasting. If neglected, the very same obstacles would severely damage the motivation and trust of employees.
In this experience report we would like to walk you through the agile transformation journey in a Mainframe product development enterprise by unraveling the challenges and the remediation steps that has helped us in keeping this journey alive. Specifically we would like to touch upon
- Self-organizing teams
- Resistance to change
- Culture shift
- Lack of role clarity and
- Effective R&R in agile space
- Agile Engineering Practices adopted in Mainframe product development
- Unit test automation
- Continuous Integration
Along the presentation we’ll highlight few anti-patterns and the effects of ignoring them.