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Successfully Scaling an Agile Innovation Culture with Perforce - 2011 Perforce Users Conference
 

Successfully Scaling an Agile Innovation Culture with Perforce - 2011 Perforce Users Conference

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2011 Perforce User Conference presentation by Mike Saha and Steve Greene of salesforce.com.

2011 Perforce User Conference presentation by Mike Saha and Steve Greene of salesforce.com.

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  • Lock the codeline; what we learned that led us to do codeline locking and why we came up with lock-by-team: teams that were good citizens would get punishedBy a few bad citizens and they didn’t like that.Lead into next slide by talking about how we no longer have broken builds.
  • Creates a cleaner codeline -> more productive staff -> this is part of the automation story
  • Invest in infrastructureAutobuilds support fast feedback
  • Radical TransparencyInvest in InfrastructureInvest in Automation
  • Radical TransparencyInvest in InfrastructureInvest in Automation

Successfully Scaling an Agile Innovation Culture with Perforce - 2011 Perforce Users Conference Successfully Scaling an Agile Innovation Culture with Perforce - 2011 Perforce Users Conference Presentation Transcript

  • Successfully Scaling an Agile Innovation Culture with Perforce
    Steve GreeneVP, Technology Program Management
    Salesforce.com
    Mike SahaSr. Manager, Release Engineering
    Salesforce.com
  • 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.
  • Why Agile?
  • Predictability
    Productivity
    Innovation
  • R&D
    IT
    Operations
    Marketing
    Services
  • 125+
    Scrum Teams @ Salesforce
  • 10B+
    Transactions per month
  • 100K+
    Customers
  • The Salesforce Transformation
  • Major enterprise-wide Agile Transformation to ADM
    In just 3 months+ another 5 years of continuous improvement
  • ADM (Adaptive Delivery Methodology)
    Salesforce.com flavor of agile
    Scrum project management framework
    XP practices
    Based on Lean principles
  • What is ADM?
    Self-organizing
    Continuous integration
    Lean
    Agile
    Self-correcting
    Time-boxed
    Ftest - Selenium
    Re-factoring
    Collective Code Ownership
    Transparent
    Early Feedback
    Iterative
    Code Reviews
    Just-in-time
    Predictable releases
    Debt free
    Continuous Improvement
    Always Potentially Releasable
  • Rhythm & Flow
    Release
    Release
    Release
    Release
    Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan
    Monthly Rhythm
  • One Codeline
  • Maintain Technical Health
    Debt is the Enemy
  • Create a Single Definition of Done
  • Investment in Automation
  • Successfully Supporting an Agile Innovation Culture
  • The Change Pipeline
    Velocity and logistics
  • Own Your Pipeline
    Dev
    You
    Production
    QA
  • Communication: Integrated Systems
  • Change Propagation: Autointegrate
    Rel-B Production
    Rel-B Freeze
    Rel-A
    Rel-B Patch
    Mainline
  • Directing Flow: Triggers
    • Ensure right changes in the right branch
    • Enforce code reviews
    • Propagate change info
    • Lock a codeline
  • Stop the line when automated tests aren’t passing at >99%
  • Invest in Automation: Pre-Checkin
    • No more broken builds
    • Cleaner codeline
    • Productivity boost
  • Invest In Infrastructure
    Invest In Infrastructure
    Invest in Infrastructure, build it to scale
  • Invest In Infrastructure: Perforce
  • Invest in Automation
  • Radical Transparency with Metrics
  • Radical Transparency
  • Radical Transparency
  • Q&A
    http://www.slideshare.net/sgreene