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IT Governance and Release Management in the Cloud
 

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.

IT Governance and Release Management in the Cloud IT Governance and Release Management in the Cloud Presentation Transcript

  • IT Governance and Release Management in the Cloud
    IT Professionals
    Ajay Sabhlok and Emilie Ly: VMware
    Nicole Anders: Ultimate Software Group
    Ross Baker: Genentech
  • 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.
  • 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!
  • Ajay Sabhlok
    IT Director salesforce.com Technical Services, VMWare
    Emilie Ly
    Director, Business Apps Support,Field Automation & Services, VMWare
  • All About VMware
    Global leader in virtualization and cloud infrastructure with more than 190,000 customers and 25,000 partners.
    • Customer since July 2008
    • Sales, Partner Portal, Service (being implemented)
    • Force.com Apps: Change Management Tool
    • AppExchange Apps: Demand Tools, Echo Sign
    • Single org w/ 10+ integrations
    • # users: 4000
    • # sandboxes: 10 full
    • # custom objects: 130
    • # workflows: over 200
    • # of Apex classes: over 500
  • Immediate Release: Business L1/L2
  • Immediate Release: Business L1/L2
  • Immediate Release: IT L2/L3
    Y
  • Immediate Release: IT L2/L3
    Y
  • Non-Tier 1 Maintenance Release
    Y
    N
  • Non-Tier 1 Maintenance Release
    Y
    N
  • Tier 1 Project
    Y
  • Tier 1 Project
    Y
  • Change Management Tool
  • Change Management Tool
  • 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
  • Director Business Solutions, Ultimate Software
    Nicki Anders
  • 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
    • Sales, Service, Portal, VPM (in evaluation)
    • 439 Internal Users (230 for Service Cloud)
    • Service Cloud Specifics:
    • 2200 customer licenses live
    • 167 user stories
    • 79 custom fields created in objects shared w/ sales
    • 207 custom fields created for Service Cloud
    • 7 triggers, 1 Visualforce Page (stay out of the box)
    • 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
  • 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
    • 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
    • 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!
  • 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
  • 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
  • Ross Baker
    Architect/Technical Lead, Genentech
  • 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
    • Sales Cloud, Customer Portal, Salesforce-to-Salesforce
    • AppExchange Apps: Veeva / Global Shared Base / Validated Subsystems
    • 3 orgs with 12 integrations
    • # users: 4500+ in 9 countries
    • # sandboxes: 5
    • # custom objects: 342
    • 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
  • 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
  • Multi-track Development on Differing Timelines
    • Cross unit data access / restrictions
    • Independent release schedules
    • Differing feature sets / implementations
    • Dozens of distinct profiles
    • 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
  • IntegratedDevelopment
    developer
    developer
    developer
    developer
    Commercial Dev(Integration)
    Call Center Dev
    Research Dev
    Common
    SQA
    UAT
    developer
    Production
    Production
  • Lessons Learned
    Keep it clean
    Integrate sooner
    Practice deployment
    Regression process
    Data sharing via queues
    Share common libraries via AppExchange
  • Panel Discussion
  • 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
  • How Could Dreamforce Be Better? Tell Us!
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