Agile Revolution at Successfully Scaling an Agile Innovation Culture with Perforce

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Over the last five years, has been an industry leader in enterprise-wide Agile transformation and innovation with more than 100 Agile teams across their technology and products …

Over the last five years, has been an industry leader in enterprise-wide Agile transformation and innovation with more than 100 Agile teams across their technology and products organization. In this session, hear how Salesforce has successfully implemented Agile at scale, and how Perforce has been key to enabling agility.

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  • 1. Successfully Scaling anAgile Innovation Culturewith PerforceSteve Greene Mike SahaVP, Technology Program Sr. Manager, Release EngineeringManagement
  • 2. Safe HarborSafe harbor statement under the Private Securities Litigation Reform Act of 1995: This presentation may containforward-looking statements that involve risks, uncertainties, and assumptions. If any such uncertaintiesmaterialize or if any of the assumptions proves incorrect, the results of, inc. could differmaterially from the results expressed or implied by the forward-looking statements we make. All statementsother than statements of historical fact could be deemed forward-looking, including any projections ofsubscriber growth, earnings, revenues, or other financial items and any statements regarding strategies orplans of management for future operations, statements of belief, any statements concerning new, planned, orupgraded 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 developingand delivering new functionality for our service, our new business model, our past operating losses, possiblefluctuations in our operating results and rate of growth, interruptions or delays in our Web hosting, breach of oursecurity measures, the outcome of intellectual property and other litigation, risks associated with possiblemergers and acquisitions, the immature market in which we operate, our relatively limited operating history, ourability to expand, retain, and motivate our employees and manage our growth, new releases of our service andsuccessful customer deployment, our limited history reselling products, and utilization andselling to larger enterprise customers. Further information on potential factors that could affect the financialresults of, inc. is included in our annual report on Form 10-K for the most recent fiscal yearended January 31, 2010. This documents and others are available on the SEC Filings section of the InvestorInformation section of our Web site.Any unreleased services or features referenced in this or other press releases or public statements are notcurrently available and may not be delivered on time or at all. Customers who purchase our services shouldmake the purchase decisions based upon features that are currently available., inc. assumesno obligation and does not intend to update these forward-looking statements.
  • 3. Why Agile?
  • 4. PredictabilityProductivity Innovation
  • 5. R&D ITOperationsMarketing Services
  • 6. 125+Scrum Teams @ Salesforce
  • 7. 10B+Transactions per month
  • 8. 100K+ Customers
  • 9. The SalesforceTransformation
  • 10. Major enterprise-wide Agile Transformation to ADM In just 3 months+ another 5 years of continuous improvement
  • 11. ADM (Adaptive Delivery Methodology) flavor of agile Scrum project management framework XP practices Based on Lean principles
  • 12. What is ADM? Lean Self-organizing Continuous integrationAgile Time-boxed Self-correcting Ftest - Selenium Re-factoring Transparent Collective Code Ownership Early Feedback Code Reviews Iterative Just-in-time Predictable releases Debt free Continuous Improvement Always Potentially Releasable
  • 13. Rhythm & FlowRelease Release Release Release Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Monthly Rhythm
  • 14. OneCodeline
  • 15. Maintain Technical HealthDebt is the Enemy
  • 16. Create aSingleDefinitionof Done
  • 17. Investment in Automation
  • 18. Successfully Supporting anAgile Innovation Culture
  • 19. The Change Pipeline Velocity and logistics
  • 20. Own Your Pipeline Dev You Production QA
  • 21. Communication: Integrated Systems
  • 22. Change Propagation: Autointegrate Rel-B Production Rel-B FreezeRel-A Rel-B Patch Mainline
  • 23. Directing Flow: Triggers •  Ensure right changes in the right branch •  Enforce code reviews •  Propagate change info •  Lock a codeline
  • 24. Stop the line when automated tests aren’t passing at >99%
  • 25. Invest in Automation: Pre-Checkinü  No more broken buildsü  Cleaner codelineü  Productivity boost
  • 26. Invest In Infrastructure Invest In Infrastructure Invest in Infrastructure, build it to scale
  • 27. Invest In Infrastructure: Perforce
  • 28. Invest in Automation
  • 29. Radical Transparency with Metrics
  • 30. Radical Transparency
  • 31. Radical Transparency
  • 32. Q&A