Nicola Dourambeis, Salesforce | Agile Turkey Summit 2013


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Agile Transformations that Stick: Lessons from’s Enterprise Journey

In 2006 embarked on a radical transformation moving 200 technologists from Waterfall to Agile. Since that time, we have scaled Agile to more than 2000 technologists, with new transformations yearly - bringing our brand of Agile - which blends Scrum, Lean, XP and Kanban - into R&D, Technical Operations/Infrastructure, internal IT and our many acquisitions. We embrace values and principles over mechanics, which allows us to create an agile culture that pushes decision making down and asks everyone to continuously improve new ways of working. This talk will share how rolls out Agile, our lessons learned, what mistakes to avoid and how it is possible for companies to move from team mechanics to true sustained agility.

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Nicola Dourambeis, Salesforce | Agile Turkey Summit 2013

  1. 1. Agile Transformations that Stick: Lessons from’s Enterprise Journey Agile Summit Turkey, 2013 Nicola Dourambeis
  2. 2. 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, 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, 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., inc. assumes no obligation and does not intend to update these forward-looking statements.
  3. 3. Nicola Dourambeis VP Agile Infrastructure Delivery
  4. 4. Who We Are: Cloud Computing Driver, Catalyst and Evangelist Mainframe Client/Server Enterprise Cloud Computing No Hardware/Software Subscription Model Automatic Upgrades Constant Innovation 1960s 1980s Today
  5. 5. #1 in Cloud Computing and CRM #1 World’s #1 CRM Cloud Computing Innovation 2011, 2012, 2013
  6. 6. The back story
  7. 7. Number of people in R&D
  8. 8. smart fast innovative
  9. 9. 7 years later
  10. 10. rapid success
  11. 11. 47,700+ Customers
  12. 12. 1,100,000 Subscribers
  13. 13. 10 Billion transactions per quarter
  14. 14. and it was becoming more difficult to deliver
  15. 15. Days between Major Releases Features Delivered per Team 2000 2001 2002 2003 2004 2005 2006
  16. 16. Lack of responsiveness, lack of team alignment on priorities
  17. 17. Unpredictable completion of anything
  18. 18. Lack of Visibility
  19. 19. Resource Bottlenecks
  20. 20. Infrequent Customer Feedback
  21. 21. What did we do about it?
  22. 22. What is ADM? ADM (Adaptive Delivery Methodology)’s flavor of agile Scrum project management framework XP practices Based on Lean principles
  23. 23. The Rollout
  24. 24. Gain Executive Alignment
  25. 25. Figure out your team structure Projects Prioritized Backlogs Self-organized Scrum Teams
  26. 26. Invest in training Everyone
  27. 27. Everyone jumps in together
  28. 28. Create a dedicated, cross-functional rollout team
  29. 29. Position as a return to our core values
  30. 30. Get Coaching Help
  31. 31. Create ScrumMaster and Product Owner communities
  32. 32. Experiment, be patient and expect to make mistakes
  33. 33. Transformation Results Features Delivered per Team Days between Major Releases 2000 2001 2002 2003 2004 2005 2006 2007
  34. 34. The Beginning (2006) 2006 25+ agile teams in R&D
  35. 35. This will work when your organization is small But when you grow large, you need more
  36. 36. We scale both deep and wide
  37. 37. Embrace Difference and be prepared to stretch Agility
  38. 38. Scale with values
  39. 39. One Codeline
  40. 40. Just enough structure but no more
  41. 41. ADM Release Cycle Release Feb Release Mar Apr May Planning cycle for next release Jun Release Jul Aug Sep Planning cycle for next release Oct Release Nov Dec Jan Planning cycle for next release Coordinate release planning with generic framework
  42. 42. Tools Help
  43. 43. But really, it’s the people that make things happen
  44. 44. And we make a big investment in collaboration
  45. 45. Maintain Technical Health Debt is the Enemy
  46. 46. Create a Single Definition of Done
  47. 47. Stop the codeline when test failures are too high
  48. 48. Strong Attention to metrics Status Metric Now (7/30) Potentially Releasable Metrics Release Criteria 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% 0 0 Unresolved Integrations
  49. 49. Maintain team focus
  50. 50. Hire for Values and Culture Fit
  51. 51. 2013 200+ agile teams R&D, IT, & Technical Operations
  52. 52. Lessons Learned
  53. 53. Be Bold and don’t go Halfway
  54. 54. Get everyone aligned and committed
  55. 55. Always look for things to improve It’s ok to fail along the way
  56. 56. Stick to your principles Focus on values over mechanics
  57. 57. Agile does work at scale Let small successes give you confidence to push further
  58. 58. Questions?