salesforce enterprise agile - agile turkey summit
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Agile Transformations that Stick: Lessons from salesforce.com’s Enterprise Journey
Agile Summit Turkey, 2013Nicola Dourambeis
Safe Harbor Statement
Safe harbor statement under the Private Securities Litigation Reform Act of 1995: This presentation may contain forward-looking statements that involve risks, uncertainties, and assumptions. If any such uncertainties materialize or if any of the assumptions proves incorrect, the results of salesforce.com, inc. could differ materially from the results expressed or implied by the forward-looking statements we make. All statements other than statements of historical fact could be deemed forward-looking, including any projections of subscriber growth, earnings, revenues, or other financial items and any statements regarding strategies or plans of management for future operations, statements of belief, any statements concerning new, planned, or upgraded services or technology developments and customer contracts or use of our services.
The risks and uncertainties referred to above include – but are not limited to – risks associated with developing and delivering new functionality for our service, our new business model, our past operating losses, possible fluctuations in our operating results and rate of growth, interruptions or delays in our Web hosting, breach of our security measures, the immature market in which we operate, our relatively limited operating history, our ability to expand, retain, and motivate our employees and manage our growth, new releases of our service and successful customer deployment, and utilization and selling to larger enterprise customers. Further information on potential factors that could affect the financial results of salesforce.com, inc. is included in our annual report on Form 10-K for our fiscal year ended January 31, 2008, our quarterly report on Form 10-Q for our fiscal quarter ended April 30, 2008, and in other filings with the Securities and Exchange Commission. These documents are available on the SEC Filings section of the Investor Information section of our Web site.
Any unreleased services or features referenced in this or other press releases or public statements are not currently available and may not be delivered on time or at all. Customers who purchase our services should make the purchase decisions based upon features that are currently available. Salesforce.com, inc. assumes no obligation and does not intend to update these forward-looking statements.
Nicola DourambeisVP Agile Infrastructure DeliverySalesforce.com
Who We Are: Cloud Computing Driver, Catalyst and Evangelist
Mainframe
Today1960s
Client/Server
1980s
No Hardware/Software
Subscription Model
Automatic Upgrades
Constant Innovation
Enterprise
Cloud Computing
#1 in Cloud Computing and CRM
#1World’s #1
CRMCloud
Computing
Innovation 2011, 2012,
2013
The back story
3Number of people in R&D
fast innovativesmart
7 years later
rapid success
47,700+Customers
1,100,000Subscribers
10 Billion
transactions per quarter
and it was becoming more difficult to deliver
2000 2001 2002 2003 2004 2005 2006
Features Delivered per Team
Days between Major Releases
Lack of responsiveness, lack of team alignment on priorities
Unpredictable completion of anything
Lack of Visibility
Resource Bottlenecks
Infrequent Customer Feedback
What did we do about it?
What is ADM?
ADM (Adaptive Delivery Methodology)
salesforce.com’s flavor of agile
Scrum project management framework
XP practices
Based on Lean principles
The Rollout
Gain Executive Alignment
Self-organized Scrum Teams
Projects
PrioritizedBacklogs
Figure out your team structure
Invest in training Everyone
Everyone jumps in together
Create a dedicated, cross-functional rollout
team
Position as a return to our core values
Get Coaching Help
Create ScrumMaster
and Product Owner
communities
Experiment, be patient and expect
to make mistakes
2000 2001 2002 2003 2004 2005 2006 2007
Features Delivered per Team
Days between Major Releases
Transformation Results
The Beginning (2006)2006
25+ agile teamsin R&D
This will work when your organization is
small
But when you grow large, you need
more
We scale both deep and wide
Embrace Difference and be prepared to stretch Agility
Scale with values
One Codeline
Just enough
structure but no more
ADM Release Cycle
Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan
Release Release ReleaseRelease
Coordinate release planning with generic
framework
Planning cycle for next release
Planning cycle for next release
Planning cycle for next release
Tools Help
But really, it’s the people that make things happen
And we make a big investment in collaboration
Maintain Technical HealthDebt is the Enemy
Create a Single Definition of Done
Stop the codeline when test failures are too high
Status Metric Now(7/30) Release Criteria
Potentially Releasable Metrics Feature Freeze Threshold
Basic Ftest 100% 100.0%
Utest 100% 100.0%
Full Ftest 100% >99.8%
Extended Ftest 96.86% >99.75%
Basic Selenium 99.76% 100.0%
Selenium 99.6% >99.5%
Unresolved Integrations 0 0
Strong Attention to metrics
Maintain team focus
Hire for Values and Culture Fit
2013
200+ agile teams
R&D, IT, & Technical Operations
Lessons Learned
Be Bold and don’t go Halfway
Get everyone aligned and committed
Always look for things to improve
It’s ok to fail along the way
Stick to your principles
Focus on values over mechanics
Agile does work at scale
Let small successes give you confidence to push further
Questions?
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