YEAR   O F  L I V I N G DANGEROUSLY Steve  Greene  |  Chris  Fry How Salesforce.com delivered Extraordinary Results throug...
 
 
History
8 Age of Salesforce in years
from the beginning
3 Number of people in R&D
fast innovative smart
4 Number of Major Releases per year
7 years later
rapid success
35,000+ Customers 41,000+
900,000 Subscribers 1,000,000
100 Million transactions per day 150   Million
200+ people in R&D 350+
it was getting more difficult to deliver
2000  2001  2002  2003  2004  2005  2006   Features Delivered per Team  Days between Major Releases
1 Number of Major Releases per year
Why?
Lack of visibility at all stages in the release Late feedback on features at the end of our release cycle
Long and unpredictable release schedules
Gradual productivity decline as the team grew
What did we do about it?
Major enterprise-wide Agile Transformation to ADM in just 3 months another 12 months of continuous improvement +
What did we do about it?
I knew we needed radical change to get us back on track to regular releases and agile delivered. ” Parker Harris Founder a...
Transformation Results 2000  2001  2002  2003  2004  2005  2006   2007 Features Delivered per Team  Days between Major Rel...
Agile Transformation Timeline “ Agile Launch” Big Bang Rollout January October April October January July Rollout Adoption...
Customers
Our customers are happy…
ADM has delivered total visibility, total transparency and unbelievable productivity… a complete win! ” Steve Fisher  Sr. ...
On time delivery? Last waterfall release 146 148 150 144 152
That’s right, every Agile release has been deployed on-time
Since implementing our iterative development methodology which enables us to deliver more frequent releases, we have seen ...
94 % of customers that indicate they definitely or probably will recommend salesforce.com to others % * Source: Salesforce...
+ 61 improvement in “mean time to release” for major releases in 2007 %
<ul><li>+568% </li></ul>
+ 94 Increase in feature requests delivered - 2007 v. 2006 %
+ 38 Increase in feature requests delivered per developer - 2007 v. 2006 %
Our teams are happier…
Simple is better.  With our agile approach to product development we've put our amazing people in charge.  They work as a ...
92 of respondents believe ADM is an effective approach for their scrum teams %
91 of respondents believe the quality of our products have improved or stayed the same % * 59% say our quality has improved
86 of respondents are having the “best time” or a “good time” at Salesforce % * Improved from 40% 15 months ago
92 of respondents would recommend ADM to their colleagues inside or outside Salesforce %
 
How’d we do it?
Launched organizational change program
Created a dedicated, cross-functional rollout team
Everyone jumped in together
Positioned as a return to our core values
Listen to your customers Iterate KISS
Distributed Ken Schwaber’s Agile book Developed 2-hour Agile overview
Sent 30 ScrumMasters to ScrumMaster Certification Sent 35 Product Managers to Product Owner Certification
Created weekly ScrumMaster and Product Owner forums
Created internal, wiki-based website as a reference for team members
It wasn’t easy.
“ In many ways, scrum seems like an inflexible, bureaucratic process akin to something at the Department of Motor Vehicles...
“ Stop trying to implement scrum, and look at how many releases we can really do in a year.” “ The lingo is ridiculous” Te...
Continuous Improvement “ Agile Launch” Big Bang Rollout January October April October January July Rollout Adoption Excell...
Continuous Improvement “ Agile Launch” Big Bang Rollout January October April October January July Rollout Adoption Excell...
What would we do differently?
Involve more individual contributors early
Train Product Owners earlier and with more intensity
Get outside coaching earlier
Give key executives concrete deliverables around the rollout
Be more clear about what the agile ‘rules’ are
Keys to success?
Ensure executive commitment to the change
Focus on principles over mechanics
Focus on getting several teams to excellence
Focus on automation
16332 5752 2656 26212
 
Provide radical transparency
 
When the heat is on stick to your guns
Experiment, be patient and expect to make mistakes
Don’t be afraid to change the entire company all at one time
 
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The Year of Living Dangerously: Extraordinary Results for an Enterprise Agile Revolution

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Keynote presentation at the Scrum Gathering 2008 Conference in Chicago. The talk describes the "Big Bang" agile transformation at Salesforce.com, the continuous improvement in the methodology over the next year and metrics / measurements of our extraordinary results and ROI.

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  • The Year of Living Dangerously: Extraordinary Results for an Enterprise Agile Revolution

    1. 1. YEAR O F L I V I N G DANGEROUSLY Steve Greene | Chris Fry How Salesforce.com delivered Extraordinary Results through a “Big Bang” Enterprise Agile Revolution Scrum Gathering Conference, Chicago April 2008
    2. 4. History
    3. 5. 8 Age of Salesforce in years
    4. 6. from the beginning
    5. 7. 3 Number of people in R&D
    6. 8. fast innovative smart
    7. 9. 4 Number of Major Releases per year
    8. 10. 7 years later
    9. 11. rapid success
    10. 12. 35,000+ Customers 41,000+
    11. 13. 900,000 Subscribers 1,000,000
    12. 14. 100 Million transactions per day 150 Million
    13. 15. 200+ people in R&D 350+
    14. 16. it was getting more difficult to deliver
    15. 17. 2000 2001 2002 2003 2004 2005 2006 Features Delivered per Team Days between Major Releases
    16. 18. 1 Number of Major Releases per year
    17. 19. Why?
    18. 20. Lack of visibility at all stages in the release Late feedback on features at the end of our release cycle
    19. 21. Long and unpredictable release schedules
    20. 22. Gradual productivity decline as the team grew
    21. 23. What did we do about it?
    22. 24. Major enterprise-wide Agile Transformation to ADM in just 3 months another 12 months of continuous improvement +
    23. 25. What did we do about it?
    24. 26. I knew we needed radical change to get us back on track to regular releases and agile delivered. ” Parker Harris Founder and Executive Vice President, Technology Salesforce.com “
    25. 27. Transformation Results 2000 2001 2002 2003 2004 2005 2006 2007 Features Delivered per Team Days between Major Releases
    26. 28. Agile Transformation Timeline “ Agile Launch” Big Bang Rollout January October April October January July Rollout Adoption Excellence Expansion April 144 146 148 150 152 154
    27. 29. Customers
    28. 30. Our customers are happy…
    29. 31. ADM has delivered total visibility, total transparency and unbelievable productivity… a complete win! ” Steve Fisher Sr. Vice President, Platform Division Salesforce.com “
    30. 32. On time delivery? Last waterfall release 146 148 150 144 152
    31. 33. That’s right, every Agile release has been deployed on-time
    32. 34. Since implementing our iterative development methodology which enables us to deliver more frequent releases, we have seen statistically significant improvements in our satisfactions scores across our service attributes from our features to our platform.   ” Wendy Close Salesforce Customer Satisfaction Survey Sr. Manager Product Marketing Salesforce.com “ (Source: Salesforce.com Relationship survey, conducted by independent third party CustomerSat Inc., July 07 and Feb. 08. Sample size equals 4000+ randomly selected worldwide respondents from all size companies and industry sectors.)
    33. 35. 94 % of customers that indicate they definitely or probably will recommend salesforce.com to others % * Source: Salesforce.com Relationship survey
    34. 36. + 61 improvement in “mean time to release” for major releases in 2007 %
    35. 37. <ul><li>+568% </li></ul>
    36. 38. + 94 Increase in feature requests delivered - 2007 v. 2006 %
    37. 39. + 38 Increase in feature requests delivered per developer - 2007 v. 2006 %
    38. 40. Our teams are happier…
    39. 41. Simple is better.  With our agile approach to product development we've put our amazing people in charge.  They work as a team to do the right thing for the customers, their fellow employees and our shareholders. ” Todd McKinnon Sr. Vice President, Research & Development Salesforce.com “
    40. 42. 92 of respondents believe ADM is an effective approach for their scrum teams %
    41. 43. 91 of respondents believe the quality of our products have improved or stayed the same % * 59% say our quality has improved
    42. 44. 86 of respondents are having the “best time” or a “good time” at Salesforce % * Improved from 40% 15 months ago
    43. 45. 92 of respondents would recommend ADM to their colleagues inside or outside Salesforce %
    44. 47. How’d we do it?
    45. 48. Launched organizational change program
    46. 49. Created a dedicated, cross-functional rollout team
    47. 50. Everyone jumped in together
    48. 51. Positioned as a return to our core values
    49. 52. Listen to your customers Iterate KISS
    50. 53. Distributed Ken Schwaber’s Agile book Developed 2-hour Agile overview
    51. 54. Sent 30 ScrumMasters to ScrumMaster Certification Sent 35 Product Managers to Product Owner Certification
    52. 55. Created weekly ScrumMaster and Product Owner forums
    53. 56. Created internal, wiki-based website as a reference for team members
    54. 57. It wasn’t easy.
    55. 58. “ In many ways, scrum seems like an inflexible, bureaucratic process akin to something at the Department of Motor Vehicles.” “… ditch the stupid annoyingly dumb excel spreadsheet.” “ Scrum doesn't account for the fact of the reality of the waterfall. You cannot deny this by superimposing scrum over it.” “ Management is not proactive as we wait for decisions from management. Scrum gives me the feeling that Big Brother is watching and monitoring everything we do…” “ It seems like we spend more time talking about scrum…than we spend time talking and working on salesforce.com.”
    56. 59. “ Stop trying to implement scrum, and look at how many releases we can really do in a year.” “ The lingo is ridiculous” Team is effective but productivity is lower “ Scrum does not meaningfully affect the team's effectiveness; it is structure and process that often distracts the team from their goal, and can be used to micromanage the team.” “ We've managed to take a lightweight process and attach enough … to it to make it just as bad as our previous process, good job!” Lack of innovation. No innovation. I can't innovate. I am at the mercy of my product owner, who cares not for innovation, only the chirpings of customers...
    57. 60. Continuous Improvement “ Agile Launch” Big Bang Rollout January October April October January July Rollout Adoption Excellence Expansion April 144 146 148 150 152 154
    58. 61. Continuous Improvement “ Agile Launch” Big Bang Rollout January October April October January July Rollout Adoption Excellence Expansion April Scrumforce Office Hours Release Management Sustainable Velocity Virtual Architecture System Testing PTOn Open Space SoS Cross Team Impact Dependencies Release Planning
    59. 62. What would we do differently?
    60. 63. Involve more individual contributors early
    61. 64. Train Product Owners earlier and with more intensity
    62. 65. Get outside coaching earlier
    63. 66. Give key executives concrete deliverables around the rollout
    64. 67. Be more clear about what the agile ‘rules’ are
    65. 68. Keys to success?
    66. 69. Ensure executive commitment to the change
    67. 70. Focus on principles over mechanics
    68. 71. Focus on getting several teams to excellence
    69. 72. Focus on automation
    70. 73. 16332 5752 2656 26212
    71. 75. Provide radical transparency
    72. 77. When the heat is on stick to your guns
    73. 78. Experiment, be patient and expect to make mistakes
    74. 79. Don’t be afraid to change the entire company all at one time

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