1. z/OS Development, Then and Now
Scott Pecnik Craig Branham David Bean
Consultant EM User Education Sr. Client Technical
PacGenesis IBM Rational Software Professional
specnik@pacgenesis.com ccbranham@us.ibm.com IBM Rational Software
dmbean@us.ibm.com
Session 1565
© 2013 IBM Corporation

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Please note the following
IBM’s statements regarding its plans, directions, and intent are subject to change or
withdrawal without notice at IBM’s sole discretion.
Information regarding potential future products is intended to outline our general product
direction and it should not be relied on in making a purchasing decision.
The information mentioned regarding potential future products is not a commitment,
promise, or legal obligation to deliver any material, code or functionality. Information
about potential future products may not be incorporated into any contract. The
development, release, and timing of any future features or functionality described for our
products remains at our sole discretion.
Performance is based on measurements and projections using standard IBM
benchmarks in a controlled environment. The actual throughput or performance that any
user will experience will vary depending upon many factors, including considerations
such as the amount of multiprogramming in the user’s job stream, the I/O configuration,
the storage configuration, and the workload processed. Therefore, no assurance can be
given that an individual user will achieve results similar to those stated here.

3. Organizational change
3
Change
People

4. Then and Now
 Then
–Process driven
–Proven technology
–Substantial financial investment
–Relatively stable and bug free
 Now
–Agile Software Development Methodology
–Traceability
–Modern devices, Android/iPad
–Web 2.0
4

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6. Bridging the Gap
 Two Mainframe Developers united by IBM Rational Software
 They are the Now
 What are the challenges?
 Cultural Differences
 Technology Driven vs. Process Driven
6

7. Why are these so popular?
The Go Programming Language

8. Why are these so popular?

9. The IBM Integrated Solution for System z Development
Quality
Management
Change and
Configuration
Management
Requirements
Improved productivity with visual
analysis of application structures
Increased productivity through the use of Interactive
Development Environments
Rational Collaborative
Lifecycle Management
Rational Developer for
System z
Rational Development and Test
Environment for System zRational Asset Analyzer
Free up resources for production
use, and eliminate testing delays
Instant communication across diverse
teams, platforms, and programming
languages
9

10. Getting There
 Rational Software is the entry point
 A way for the “new” to play with the old
 A way for the “old” to play with the new
 Comprehensive adoption plan
 Business investment

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Organizational goals
Note: Results based on 2,124 software decision makers (percents may not total 100 because of rounding).
Source: Forrsights Software Survey, Application Retirement — It’s Time To Put The Elephant In The Room On A Diet, February 2011.

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Organizational challenges
Decades of
application
and personnel
investment
Islands of skills,
languages
and platforms
Poorly integrated
teams
Infrastructure
inefficiency
“We need to enable our teams
to collaborate across platforms,
languages, and environments.”
“We need a cost effective way to improve
our infrastructure efficiency and free up
capacity to handle more workload.”
“We don’t understand the effort,
risk and impact of modernizing
our legacy applications.”
“Our skills gap keeps growing.
How do we stay current with all the language
and technology changes?”

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What It Takes
Organization Leadership
Development Teams
and Their Leadership
Learning

14. 14
The IBM Integrated Solution for System z Development
Improved productivity with visual
analysis of application structures
Increased productivity through the use of Interactive
Development Environments
Collaborative
Development
Cross-platform and
Mainframe Development
Cost Effective and Available
Test Environments
Thorough Analysis and
Understanding
AnalystQuality Professional
Release Engineer
Free up resources for production
use, and eliminate testing delays
Instant communication across diverse teams,
platforms, and programming languages
Project Manager
Architect
Developer

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Implementation
 Implementing this solution, or any of its parts, is very similar to the
implementation of any other solution employed by development staff
 Implementation should be conducted as a formal project, with formal tasks and
milestones and a project manager
 In working with customers who have implemented this type of solution, IBM
Rational has identified a number of best practices that improve the probability of
conducting a successful implementation
 An implementation may benefit from the reengineering, or rethinking, of
established practices and methods – consideration may need to be given for
long-time developers being introduced to new tooling and techniques
 A “successful implementation” is one which is concluded on time and within
budget and which delivers the expected benefits to the customer

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Contributors to Success
Planning,
Installation,
Configuration,
Optimization,
Integration
Product and
Process
Education
(Training)
Post-training
support, mentoring,
assimilation help
Executive
Sponsorship
35%
30%
20%
15%
All
Are
Required

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 Pick a Team
They serve as evangelists moving forward
 … And a Project
Manageable yet strategic to the business
 Identify Goals
Need to measure success
 Deploy the Solution
Use it in production
 Capture Best Practices
What worked, what didn’t, reuse
Tooling and Process Adoption
Repeat
Revitalize
Applications
Empower
People
Unify
Teams
Optimize
Infrastructure

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Picking the Team
 Executive Sponsorship
 Project Management
 Development Team
Leadership
Enthusiasts
 Infrastructure Team
Modern, distributed tooling requires a range of skills
and expertise to install, configure and optimize software

19. Learning controls the impact of change.
19
Change
People

20. Developer skill and motivation drives project
success.
20
Source: Cushing Anderson, “Impact of Training on Project Success,” IDC 2011
IDC survey of IT managers responsible for 515 projects:

21. A strong correlation between investment in
skills development and project success.
21
Survey of IT managers responsible for 515 projects.
Training hours and project success rate
Source: Cushing Anderson, “Impact of Training on Project Success,” IDC 2011
% Spending and project success rate

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Manage change in solution rollout to speed time to
value.
Training Mentoring Performance
Support
Productivity
Time
A
B
C

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Elements of a whole learning solution:
1. Training (1 to many)
– Build a foundation of skills across
the team.
– Build motivation for change.
2. Mentoring (1 to 1)
– Manage the transfer of learning into
practice.
3. Performance support (self-learning)
– Provide help in the workflow.
– Sustain productivity in practice.
– Stay engaged and build community
New,
More
Apply, Solve,
Change

24. What do you think of when I say
“training”?

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A B C
a b c
Z
Z
Z
Z
Z
Z
Z
Z
Z
Z
Z
Z

26. Effective technical software training looks
more like this:

27. Effective technical software training looks
more like this:
Learner centered
Performance-focused
Tailored to the IT
environment

28. Select practical instructional methods.
28
Lecture
Discussion
Practice/Demo
Performance
70%
Hands-on
work
30%
Watch/Listen, Discuss

29. Provide mentoring to move training into
practice.
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30. Provide mentoring to move training into
practice.
30
Prepare
Apply
Reflect/Review

31. Use a viral approach to scale mentoring.
Early Adopter Pilot
Pilot or Rollout
Rollout
Experts and Mentors
IBM Specialist
Community of Practice

32. Provide performance support: learning and
guidance in the project workflow.
32
Help and context Help
Communities
of practice
Web resources

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