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Meet Cobol's hard core fans

Robert L. Mitchell | Aug. 22, 2014
These folks won't migrate. The reason probably isn't what you're thinking.

"There was no pipeline for Cobol talent, and we realized we couldn't do it by ourselves. It's costly to go it alone," says Emard. So BCBS of SC helped form IT-oLogy. Emard says the goal is to make sure that lack of talent doesn't force companies to move off the mainframe.

The initiative promotes awareness of job opportunities in the discipline, college-level training, internships and cross-training of existing IT professionals. IT-oLogy has doubled the number of schools offering its Mainframe Academic Initiative, and the programs have reduced BCBS of SC's onboarding costs by 50%, Emard says.

"Today kids have no bias against the mainframe. They're just glad to hear that they can make $60,000 or $70,000 a year. If someone is paying that kind of money it's a nonissue," he says.

Better development tools are also making training new talent easier.

Newer versions of Cobol that work within the Eclipse and .Net integrated development environments, such as Micro Focus Visual Cobol, have made it easier to pull over existing developers from the object-oriented side of the house, although the transition from object-oriented programming to the procedural Cobol language is still jarring, says BNY Mellon's Brown. "You can use the same tools with a common structure, but the paradigm is different," he says.

With modern development tools there's much less actual coding involved. "At BCBS of SC we're not asking people to write lines of pure Cobol code anymore," Emard says. Instead, the business uses an application generator from Micro Focus. "The key is, how do you optimize that with all of the other stuff that comes into play, such as the website and mobile apps. But we still need folks who understand the development environment that has Cobol at its core," he says.

The offshoring option
Offshoring can also help with the Cobol talent shortage. "Accenture has seen a material increase in the number of resources we have that are Cobol knowledgeable," in response to an increase in demand, says Accenture's Burden. "Our clients are looking to third parties to maintain these Cobol applications as it becomes more difficult due to the skills shortage."

But not all businesses want to entrust to outsiders the institutional knowledge of all of the business rules encoded in that Cobol code. What's more, says Vecchio, "A lot of the Indian service providers don't want to do Cobol and be the garbage dump for legacy apps. They want to move upstream and be strategically involved."

U.K. retailer Tesco hired hundreds of local Cobol programmers in India. "Our Cobol development community there is fairly young," says Tom Kadlec, director of information services.

U.K.-based retailer Tesco runs millions of lines of Cobol application code on a 70,000-MIPS zEnterprise EC12 mainframe infrastructure to power its store replenishment, credit card authorization and settlement, and payroll systems. Tesco avoided the institutional-knowledge issue by opening an office in India and directly hiring hundreds of local Cobol programmers as employees. And in India, Tesco doesn't have to worry about the impending retirement of baby-boomer employees. "Our Cobol development community there is fairly young," says Tom Kadlec, director of information services.


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