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IT Governance and Release Management in the Cloud

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Cloud computing lets companies build, extend, and customize applications much faster than traditional development models. But the ability to rapidly make and deploy changes to live applications only …

Cloud computing lets companies build, extend, and customize applications much faster than traditional development models. But the ability to rapidly make and deploy changes to live applications only increases the importance of a well thought out release management process. Join this session to learn about the latest Force.com features and customer best practices to help you govern changes to your cloud apps without sacrificing speed and flexibility.

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  • Small changes that can be implemented in a short time span and directly in the production environment as neededChanges can be configured, tested and deployed with no impact to a business process and minimal impact to a business functionDOES NOT HAVE TO GO THROUGH CHANGE CONTROL PROCESS
  • Small changes that can be implemented in a short time span and directly in the production environment as neededChanges can be configured, tested and deployed with no impact to a business process and minimal impact to a business functionDOES NOT HAVE TO GO THROUGH CHANGE CONTROL PROCESS
  • Production blockers that cause a disruption in use of a major business process or function and have no workaroundChanges are done in a development instance, unit tested, migrated to a QA instance for QA validation and user acceptance tested in UAT in the shortest time possibleGOES THROUGH AN EMERGENCY CHANGE CONTROL PROCESS
  • Production blockers that cause a disruption in use of a major business process or function and have no workaroundChanges are done in a development instance, unit tested, migrated to a QA instance for QA validation and user acceptance tested in UAT in the shortest time possibleGOES THROUGH AN EMERGENCY CHANGE CONTROL PROCESS
  • Medium level changes that can be implemented with minor impact to the production environmentChanges can be configured, tested and deployed with minor impact to one business unit
  • Medium level changes that can be implemented with minor impact to the production environmentChanges can be configured, tested and deployed with minor impact to one business unit
  • Large changes that have major impacts to the business or environmentChanges requiring a significant interface update, data migration and/or integration impact
  • Large changes that have major impacts to the business or environmentChanges requiring a significant interface update, data migration and/or integration impact
  • It is critical within any organization to take advantage of the web services model by enabling the business to own some of the core configuration responsibilities while at the same time keeping key control over the environment within IT.
  • It is critical within any organization to take advantage of the web services model by enabling the business to own some of the core configuration responsibilities while at the same time keeping key control over the environment within IT.
  • Transcript

    • 1. IT Governance and Release Management in the Cloud
      IT Professionals
      Ajay Sabhlok and Emilie Ly: VMware
      Nicole Anders: Ultimate Software Group
      Ross Baker: Genentech
    • 2. Safe Harbor
      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 outcome of intellectual property and other litigation, risks associated with possible mergers and acquisitions, 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, our limited history reselling non-salesforce.com products, 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 the most recent fiscal year ended January 31, 2010. This documents and others 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.
    • 3. Agenda
      Customer presentations: 30 mins.
      Company overview
      Overview of change/release management process
      Lessons learned
      Panel discussion: 30 mins.
      Moderator topics
      Audience Q & A
      Please Chatter your questions during the customer presentations!
    • 4. Ajay Sabhlok
      IT Director salesforce.com Technical Services, VMWare
      Emilie Ly
      Director, Business Apps Support,Field Automation & Services, VMWare
    • 5. All About VMware
      Global leader in virtualization and cloud infrastructure with more than 190,000 customers and 25,000 partners.
      • Customer since July 2008
      • 6. Sales, Partner Portal, Service (being implemented)
      • 7. Force.com Apps: Change Management Tool
      • 8. AppExchange Apps: Demand Tools, Echo Sign
      • 9. Single org w/ 10+ integrations
      • 10. # users: 4000
      • 11. # sandboxes: 10 full
      • 12. # custom objects: 130
      • 13. # workflows: over 200
      • 14. # of Apex classes: over 500
    • Immediate Release: Business L1/L2
    • 15. Immediate Release: Business L1/L2
    • 16. Immediate Release: IT L2/L3
      Y
    • 17. Immediate Release: IT L2/L3
      Y
    • 18. Non-Tier 1 Maintenance Release
      Y
      N
    • 19. Non-Tier 1 Maintenance Release
      Y
      N
    • 20. Tier 1 Project
      Y
    • 21. Tier 1 Project
      Y
    • 22. Change Management Tool
    • 23. Change Management Tool
    • 24. Lessons Learned
      Business must understand/communicate impact to set proper IT priorities
      IT must set expectations with business stakeholders
      Close collaboration and continuous feedback is critical
      Leverage Force.com tool for prioritization and status reporting
      Avoid writing NSQ queries in test methods or apex classes. They cause production disruption. If you do need one, monitor the object for total rows exceeding 100,000 to avoid query errors in production
      Keep the deployment run book up to date to ensure smooth deployments
      Use source code control to manage code and metadata versions to support parallel projects and code merges between them
    • 25. Director Business Solutions, Ultimate Software
      Nicki Anders
    • 26. All About Ultimate Software
      SaaS provider of human capital management solutions, with more than 2,000 customers and over 2.3 million employees paid
      • Customer since 2006
      • 27. Sales, Service, Portal, VPM (in evaluation)
      • 28. 439 Internal Users (230 for Service Cloud)
      • 29. Service Cloud Specifics:
      • 30. 2200 customer licenses live
      • 31. 167 user stories
      • 32. 79 custom fields created in objects shared w/ sales
      • 33. 207 custom fields created for Service Cloud
      • 34. 7 triggers, 1 Visualforce Page (stay out of the box)
      • 35. Web Service to Jira for Escalations, 5 Workflows
    • Setting the Stage
      Prospect Activity
      Customer Activity
      Sales
      Workplace
      Marketing
      Enterprise
      Live - July 2006
      Live – Workplace October 2010
      Enterprise – Q1/Q2 2011
      Goal = increase support efficiencies, centralize customer management and intelligence
    • 36. Decentralized Development Broadens CM Process
      Sales & Marketing Responsibilities
      IT Responsibilities
      Self Maintained –
      Ongoing Changes
      Company-wide Support –
      Urgent, Weekly, Global Changes
      • Minor Release: Simple configuration changes, urgent updates, or updates that do not impact day to day business or require training. Target Weekly
      • 37. Major Release:Major Initiatives to bring new departments live along with other changes that require larger training or testing efforts. Dates determined by Velocity, 3-4 month windows
      • 38. Both IT and Business Unit capable to make all types of changes; IT owns integrations
    • Collaborative Change Management
      Original change request process built into Salesforce
      Negotiated new change approval process
      driven by object/change type
      enforces workflows & approvals
      Monthly administrators meeting to discuss issues and key activities on the Salesforce Platform
      All changes submitted – not all require approval
      Rigor elevated after Service Cloud Go-Live
      Still in honeymoon period
      another 200 users go live in Q1/Q2 next year!
    • 39. An Evolving Process
      Sales “had it first”
      process might look different if set up from scratch for both sales and service, with central IT involvement
      Salesforce expertise vs. solution deployment expertise
      Lighten your approach: Force.com development is FAST
      Distributed development works – rethink your process
      Process in 1-2 years: automated impact assessment
      Focus is on collaboration and synergistic customer experience
    • 40. Lessons Learned
      Collaborate to build the change process
      Rigor to enforce it
      Relationship will get you past the challenges
      Negotiate, Negotiate, Negotiate
      IT  Business Mindsets
      Generalization vs. Specialization
    • 41. Ross Baker
      Architect/Technical Lead, Genentech
    • 42. All About Genentech
      Genentech is a leading biotechnology company that discovers, develops, manufactures and commercializes medicines to treat patients with serious or life-threatening medical conditions.
      • Customer since 2006
      • 43. Sales Cloud, Customer Portal, Salesforce-to-Salesforce
      • 44. AppExchange Apps: Veeva / Global Shared Base / Validated Subsystems
      • 45. 3 orgs with 12 integrations
      • 46. # users: 4500+ in 9 countries
      • 47. # sandboxes: 5
      • 48. # custom objects: 342
      • 49. 8 Gigs of Apex code
    • Security
      Genentech SFA Systems Architecture
      Portal & Reporting
      Report Portlets
      Siteminder
      SSO
      Master Data Management / Business Intelligence
      LDAP
      Ping Federate
      SSO
      MDM
      BI
      Role Mgmt
      Login, Links, Reports
      Practice, Payer
      Users, Roles, Entitlements
      Central Data Integration
      Accounts
      Practice
      Prescriber
      Med. License
      Payer
      3rd Party Data Service #1
      Partner Vendor #1
      3rd Party Data Service #2
      Partner Vendor #2
      Partner Vendor #3
      3rd Party Data Service #3
      Shipments
    • 50. M&E Process Overview
      Modifications & enhancements prioritized by 8-person business committee before passing lists to IT
      Monthly vs. quarterly enhancements
      Bugs and data requests submitted by users via tool
      Data requests that don’t impact config or code can be satisfied immediately
      Other requests routed to Ross for assignment to a queue
      Approved emergency bug fixes may also short-circuit monthly release cycle
    • 51. Multi-track Development on Differing Timelines
      • Cross unit data access / restrictions
      • 52. Independent release schedules
      • 53. Differing feature sets / implementations
      • 54. Dozens of distinct profiles
      • 55. Multiple development teams with
      common code shared across instances
      21 Commercial B.U.s
      Sales Team 1
      Sales Team 1
      Sales Team 1
      Sales Teams
      Sales Teams
      Sales Teams 7
      Physician / Patient Support Call Center
      Medical Science & Research Support
    • 56. IntegratedDevelopment
      developer
      developer
      developer
      developer
      Commercial Dev(Integration)
      Call Center Dev
      Research Dev
      Common
      SQA
      UAT
      developer
      Production
      Production
    • 57. Lessons Learned
      Keep it clean
      Integrate sooner
      Practice deployment
      Regression process
      Data sharing via queues
      Share common libraries via AppExchange
    • 58. Panel Discussion
    • 59. Panel Discussion
      Ajay Sabhlok and Emilie Ly
      Directors of IT and Business Apps Support
      Nicole Anders
      Director of Business Solutions
      Ross Baker
      Architect/Technical Lead
      Jon Plax
      Senior Product Manager, ALM Tools
    • 60. How Could Dreamforce Be Better? Tell Us!
      Log in to the Dreamforce app to submit
      surveys for the sessions you attended
      Use the Dreamforce Mobile app to submit surveys
      OR
      Every session survey you submit is a chance to win an iPod nano!

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