Transforming IT Success with Agile Development Processes  Kirsten O. Wolberg, salesforce.com Steve Greene, salesforce.com ...
Safe Harbor Statement “ Safe harbor” statement under the Private Securities Litigation Reform Act of 1995: This presentati...
Steve Greene Sr. Director,  Tools & Agile Development
Agenda <ul><li>Challenges of growth at salesforce.com </li></ul><ul><li>Overview of Agile Methodology </li></ul><ul><li>Tr...
History
Lack of Visibility
Resource Bottlenecks
<ul><li>Unpredictable completion of projects or initiatives </li></ul>
Lack of responsiveness, lack of team alignment on priorities
Infrequent Customer Feedback
2000  2001  2002  2003  2004  2005  2006  Features Delivered per Team  Days between Major Releases
What did we do about it?
 
What is ADM? ADM (Adaptive Delivery Methodology) is an Agile discipline that is specific to salesforce.com. It employs Scr...
What is ADM? <ul><li>Simple </li></ul>
<ul><li>Self-organized, empowered teams </li></ul>
 
What is ADM? <ul><li>Time-boxed, 30-day sprints </li></ul>
Daily, Verbal Communication
Potentially  “production quality” every 30 days
Transparency
Transformation Results 2000  2001  2002  2003  2004  2005  2006  2007 Features Delivered per Team  Days between Major Rele...
I knew we needed radical change to get us back on track to regular releases and agile delivered. ” Parker Harris Founder a...
Nicola Dourambeis Sr. Program Manager, Agile Development
Moving ADM to IT Same problems, same results? <ul><li>Too much work, too many priorities </li></ul><ul><li>Lack of visibil...
Project Based Organization People Projects
Self-organized Scrum Teams (x-functional dedicated) Projects Prioritized Backlogs
Time-boxing & Iterative Delivery <ul><li>All teams employ a two or four week time-box </li></ul><ul><li>Cultural change: <...
Minimum Market Feature Set <ul><li>Smallest  amount of functionality that provides the  greatest  new value </li></ul><ul>...
Early Customer Feedback <ul><li>Customers embedded in teams  </li></ul><ul><li>Early user acceptance testing </li></ul><ul...
 
Scrumforce built on Force.com
Kirsten O. Wolberg Chief Information Officer
Agile in IT at salesforce.com <ul><li>Benefits </li></ul>
<ul><li>ADM Transformation </li></ul><ul><li>Roll-out </li></ul>
<ul><li>Lessons  </li></ul><ul><li>Learned </li></ul>
The Future is Here – Apply what you’ve learned <ul><li>ADM provides competitive advantage with predictability, visibility ...
Session Feedback Let us know how we’re doing and enter to win an iPod nano! <ul><li>Please score the session from 5 to 1 (...
Kirsten O. Wolberg Chief Information Officer Nicola Dourambeis Sr. Program Manager, Agile Development QUESTION & ANSWER SE...
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Dreamforce 2008 : Transforming IT Success with Agile Development Processes

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Dreamforce 2008 : Transforming IT Success with Agile Development Processes

  1. 1. Transforming IT Success with Agile Development Processes Kirsten O. Wolberg, salesforce.com Steve Greene, salesforce.com Nicola Dourambeis, salesforce.com Track: IT Executive
  2. 2. Safe Harbor Statement “ Safe harbor” statement under the Private Securities Litigation Reform Act of 1995: This presentation may contain forward-looking statements including but not limited to statements concerning the potential market for our existing service offerings and future offerings. All of our forward looking statements involve risks, uncertainties and assumptions. If any such risks or uncertainties materialize or if any of the assumptions proves incorrect, our results could differ materially from the results expressed or implied by the forward-looking statements we make. The risks and uncertainties referred to above include - but are not limited to - risks associated with possible fluctuations in our operating results and cash flows, rate of growth and anticipated revenue run rate, errors, interruptions or delays in our service or our Web hosting, our new business model, our history of operating losses, the possibility that we will not remain profitable, breach of our security measures, the emerging market in which we operate, our relatively limited operating history, our ability to hire, retain and motivate our employees and manage our growth, competition, our ability to continue to release and gain customer acceptance of new and improved versions of our service, customer and partner acceptance of the AppExchange, successful customer deployment and utilization of our services, unanticipated changes in our effective tax rate, fluctuations in the number of shares outstanding, the price of such shares, foreign currency exchange rates and interest rates. Further information on these and other factors that could affect our financial results is included in the reports on Forms 10-K, 10-Q and 8-K and in other filings we make with the Securities and Exchange Commission from time to time. These documents are available on the SEC Filings section of the Investor Information section of our website at www.salesforce.com /investor . Salesforce.com, inc. assumes no obligation and does not intend to update these forward-looking statements, except as required by law.
  3. 3. Steve Greene Sr. Director, Tools & Agile Development
  4. 4. Agenda <ul><li>Challenges of growth at salesforce.com </li></ul><ul><li>Overview of Agile Methodology </li></ul><ul><li>Transformation Results </li></ul><ul><li>Best Practices in IT </li></ul><ul><li>Executive Perspective </li></ul><ul><li>Q&A </li></ul>
  5. 5. History
  6. 6. Lack of Visibility
  7. 7. Resource Bottlenecks
  8. 8. <ul><li>Unpredictable completion of projects or initiatives </li></ul>
  9. 9. Lack of responsiveness, lack of team alignment on priorities
  10. 10. Infrequent Customer Feedback
  11. 11. 2000 2001 2002 2003 2004 2005 2006 Features Delivered per Team Days between Major Releases
  12. 12. What did we do about it?
  13. 14. What is ADM? ADM (Adaptive Delivery Methodology) is an Agile discipline that is specific to salesforce.com. It employs Scrum project management framework, adopts certain extreme programming practices and is based on lean principles.
  14. 15. What is ADM? <ul><li>Simple </li></ul>
  15. 16. <ul><li>Self-organized, empowered teams </li></ul>
  16. 18. What is ADM? <ul><li>Time-boxed, 30-day sprints </li></ul>
  17. 19. Daily, Verbal Communication
  18. 20. Potentially “production quality” every 30 days
  19. 21. Transparency
  20. 22. Transformation Results 2000 2001 2002 2003 2004 2005 2006 2007 Features Delivered per Team Days between Major Releases
  21. 23. 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 “
  22. 24. Nicola Dourambeis Sr. Program Manager, Agile Development
  23. 25. Moving ADM to IT Same problems, same results? <ul><li>Too much work, too many priorities </li></ul><ul><li>Lack of visibility on progress </li></ul><ul><li>Difficulty resourcing projects and skill set gaps </li></ul><ul><li>Lack of predictability </li></ul><ul><li>Late feedback from internal customers </li></ul>
  24. 26. Project Based Organization People Projects
  25. 27. Self-organized Scrum Teams (x-functional dedicated) Projects Prioritized Backlogs
  26. 28. Time-boxing & Iterative Delivery <ul><li>All teams employ a two or four week time-box </li></ul><ul><li>Cultural change: </li></ul><ul><li>Teams deliver early and often </li></ul>
  27. 29. Minimum Market Feature Set <ul><li>Smallest amount of functionality that provides the greatest new value </li></ul><ul><li>Allow usage to define new features built </li></ul>
  28. 30. Early Customer Feedback <ul><li>Customers embedded in teams </li></ul><ul><li>Early user acceptance testing </li></ul><ul><li>Sprint Reviews </li></ul>
  29. 32. Scrumforce built on Force.com
  30. 33. Kirsten O. Wolberg Chief Information Officer
  31. 34. Agile in IT at salesforce.com <ul><li>Benefits </li></ul>
  32. 35. <ul><li>ADM Transformation </li></ul><ul><li>Roll-out </li></ul>
  33. 36. <ul><li>Lessons </li></ul><ul><li>Learned </li></ul>
  34. 37. The Future is Here – Apply what you’ve learned <ul><li>ADM provides competitive advantage with predictability, visibility and greater throughput </li></ul><ul><li>Large scale organizational transformations can accelerate ROI </li></ul><ul><li>Power of Force.com paired with ADM can produce immediate and dramatic results </li></ul>
  35. 38. Session Feedback Let us know how we’re doing and enter to win an iPod nano! <ul><li>Please score the session from 5 to 1 (5=excellent,1=needs improvement) in the following categories: </li></ul><ul><ul><li>Overall rating of the session </li></ul></ul><ul><ul><li>Quality of content </li></ul></ul><ul><ul><li>Strength of presentation delivery </li></ul></ul><ul><ul><li>Relevance of the session to your organization </li></ul></ul>Additionally, please fill in the name of each speaker & score them on overall delivery. We strive to improve, t hank you for filling out our survey.
  36. 39. Kirsten O. Wolberg Chief Information Officer Nicola Dourambeis Sr. Program Manager, Agile Development QUESTION & ANSWER SESSION Steve Greene Sr. Director, Tools & Agile Development
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