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YEAROF LIVING                 DANGEROUSLYA Product Manager’s Guide to Surviving the Transition to Agile Development       ...
History
8Age of Salesforce in years
from the beginning
3Number of people in R&D
smart   fast   innovative
4Number of Major Releases per year
7 years later
rapid success
41,000+  Customers
1,000,000+   Subscribers
150 Million  transactions per day
200+ people in R&D
it was getting more difficult to deliver
Days between Major Releases            Features Delivered per Team2000       2001      2002     2003        2004   2005   ...
1Number of Major Releases in 2006
Yep, that’s it.(just one release all year)
Why?
Lack of visibility at all stages in the releaseLate feedback on features at the end of our  release cycleFixed feature sets
Long and unpredictable release  schedules
Gradual productivity declined as the team grew
What did we do  about it?
Major enterprise-wide Agile  Transformation to ADM      in just 3 months            +   another 18 months of  continuous i...
“   I knew we needed radical change to get us back on track to                                         ”    regular releas...
Transformation Results        Features Delivered per Team        Days between Major Releases 2000     2001     2002    200...
Agile Transformation Timeline   “Agile Launch”   Big Bang Rollout               144     146                     148       ...
Customers
Our customers are happy…
“   ADM has delivered total visibility, total transparency    and unbelievable productivity… a complete win!!             ...
154                          152 On time                  150delivery?                          148                       ...
No really.Every agile release has been deployed on-time             (down to the exact minute)
“   Since implementing our iterative development methodology    which enables us to deliver more frequent releases, we hav...
94                                            %  % of customers that indicate they definitely orprobably will recommend sa...
+61                           %improvement in “mean time to release”      for major releases in 2007
+94                              %Increase in feature requests delivered -              2007 v. 2006
+38                                %Increase in feature requests delivered per         developer - 2007 v. 2006
+568%
Our teams are happier…
“   Simple is better.  With our agile approach to product    development weve put our amazing people in charge.  They    w...
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 st...
86                                       %of respondents are having the “best time” or a          “good time” at Salesforc...
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
KISS   Listen to your   Iterate         customers
Distributed Ken Schwaber’s Agile bookDeveloped 2-hour Agile overview – now a two day course
Sent 35 Product Managers to Product  Owner CertificationSent 30 ScrumMasters to ScrumMaster  Certification
Created weekly Product Owner and Scrum  master forums
Created internal, wiki-based website as a  reference for team members
Just get started.(the rest will come later)
Change isn’t easy.  (get ready to be hated)
“Scrum doesnt account for the fact of the reality of the waterfall. You cannot deny   this by superimposing scrum over it....
They don’t like us.(and may never like us again)
Team is effective but    productivity is lower           “Stop trying to implement scrum, and look                        ...
But, they got over it.
And. Finally. The rollout is over!          (but we’re not done)
Now for the later stuff.
Continuous Improvement   “Agile Launch”   Big Bang Rollout               144     146                     148              ...
Continuous Improvement                                                                                              PTOn  ...
Don’t be like us.(or what would we’d do differently)
A Product Manager’s    guide to Agile
Gather Requirements
Traditional requirements                Customer meetings                                       Feedback from salesSurveys...
Empower your customers       Ideas
Product Backlog
Write businessrelevant user stories
Prioritize the backlog
Keep grooming the backlog
Measure Success
Key metrics
How do you measure
What have we learned
Train Product Owners early and with intensity
Bring in outside coaches
Focus onuser story writing
Gather upfront requirements before          starting sprints
Engage executives by giving them tasks
Survey
Survey your organization and learn how to                improve
Advice
Create dedicated cross-functional Agile             rollout team
Don’t be afraid of making big changes
Get outside coaches involved early
Encourage “radical visibility”    over-communicate
Be patient and expect to make mistakes
Focus on user story writing
Don’t be afraid to change the  entire company all at one  time
Focus on principles over mechanics
Focus on getting several teams to excellence
Focus on automation
26212              16332       57522656
When the heat is on stick to your guns
Surviving the Transition to Agile Development
Surviving the Transition to Agile Development
Surviving the Transition to Agile Development
Surviving the Transition to Agile Development
Surviving the Transition to Agile Development
Surviving the Transition to Agile Development
Surviving the Transition to Agile Development
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Surviving the Transition to Agile Development

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A Product Manager's Guide to Surviving the Transition to Agile Development by Rasmus Mencke at SVPMA Monthly Event July 2008

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Transcript of "Surviving the Transition to Agile Development"

  1. 1. YEAROF LIVING DANGEROUSLYA Product Manager’s Guide to Surviving the Transition to Agile Development Silicon Valley Product Management Association July 2nd - 2008 Rasmus Mencke
  2. 2. History
  3. 3. 8Age of Salesforce in years
  4. 4. from the beginning
  5. 5. 3Number of people in R&D
  6. 6. smart fast innovative
  7. 7. 4Number of Major Releases per year
  8. 8. 7 years later
  9. 9. rapid success
  10. 10. 41,000+ Customers
  11. 11. 1,000,000+ Subscribers
  12. 12. 150 Million transactions per day
  13. 13. 200+ people in R&D
  14. 14. it was getting more difficult to deliver
  15. 15. Days between Major Releases Features Delivered per Team2000 2001 2002 2003 2004 2005 2006
  16. 16. 1Number of Major Releases in 2006
  17. 17. Yep, that’s it.(just one release all year)
  18. 18. Why?
  19. 19. Lack of visibility at all stages in the releaseLate feedback on features at the end of our release cycleFixed feature sets
  20. 20. Long and unpredictable release schedules
  21. 21. Gradual productivity declined as the team grew
  22. 22. What did we do about it?
  23. 23. Major enterprise-wide Agile Transformation to ADM in just 3 months + another 18 months of continuous improvement
  24. 24. “ 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. 25. Transformation Results Features Delivered per Team Days between Major Releases 2000 2001 2002 2003 2004 2005 2006 2007
  26. 26. Agile Transformation Timeline “Agile Launch” Big Bang Rollout 144 146 148 150 152 154October January April July October January April Rollout Adoption Excellence Expansion
  27. 27. Customers
  28. 28. Our customers are happy…
  29. 29. “ ADM has delivered total visibility, total transparency and unbelievable productivity… a complete win!! ” Steve Fisher Sr. Vice President, Platform Division Salesforce.com
  30. 30. 154 152 On time 150delivery? 148 146 Last waterfall release 144
  31. 31. No really.Every agile release has been deployed on-time (down to the exact minute)
  32. 32. “ 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. 33. 94 % % of customers that indicate they definitely orprobably will recommend salesforce.com to others * Source: Salesforce.com Relationship survey
  34. 34. +61 %improvement in “mean time to release” for major releases in 2007
  35. 35. +94 %Increase in feature requests delivered - 2007 v. 2006
  36. 36. +38 %Increase in feature requests delivered per developer - 2007 v. 2006
  37. 37. +568%
  38. 38. Our teams are happier…
  39. 39. “ Simple is better.  With our agile approach to product development weve 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. 40. 92 %of respondents believe ADM is an effective approach for their scrum teams
  41. 41. 91 %of respondents believe the quality of our products have improved or stayed the same * 59% say our quality has improved
  42. 42. 86 %of respondents are having the “best time” or a “good time” at Salesforce * Improved from 40% 15 months ago
  43. 43. 92 %of respondents would recommend ADM to their colleagues inside or outside Salesforce
  44. 44. How’d we do it?
  45. 45. Launched organizational change program
  46. 46. Created a dedicated, cross- functional rollout team
  47. 47. Everyone jumped in together
  48. 48. Positioned as a return to our core values
  49. 49. KISS Listen to your Iterate customers
  50. 50. Distributed Ken Schwaber’s Agile bookDeveloped 2-hour Agile overview – now a two day course
  51. 51. Sent 35 Product Managers to Product Owner CertificationSent 30 ScrumMasters to ScrumMaster Certification
  52. 52. Created weekly Product Owner and Scrum master forums
  53. 53. Created internal, wiki-based website as a reference for team members
  54. 54. Just get started.(the rest will come later)
  55. 55. Change isn’t easy. (get ready to be hated)
  56. 56. “Scrum doesnt 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.” “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.”
  57. 57. They don’t like us.(and may never like us again)
  58. 58. Team is effective but productivity is lower “Stop trying to implement scrum, and look at how many releases we can really do in a year.” Lack of innovation. No innovation. I cant innovate. I am at the mercy of my product owner, who cares not for innovation, only the chirpings of customers...“Weve managed to take a lightweight processand attach enough … to it to make it just as bad as our previous process, good job!” “Scrum does not meaningfully affect the teams effectiveness; it is structure and process that often distracts the team from their goal, and can be used to micromanage the team.” “The lingo is ridiculous”
  59. 59. But, they got over it.
  60. 60. And. Finally. The rollout is over! (but we’re not done)
  61. 61. Now for the later stuff.
  62. 62. Continuous Improvement “Agile Launch” Big Bang Rollout 144 146 148 150 152 154October January April July October January April Rollout Adoption Excellence Expansion
  63. 63. Continuous Improvement PTOn System Testing Cross Team Impact Virtual Architecture “Agile Launch” Sustainable Velocity Big Bang Rollout Release Planning Release Management Dependencies Office Hours Open Space SoS ScrumforceOctober January April July October January April Rollout Adoption Excellence Expansion
  64. 64. Don’t be like us.(or what would we’d do differently)
  65. 65. A Product Manager’s guide to Agile
  66. 66. Gather Requirements
  67. 67. Traditional requirements Customer meetings Feedback from salesSurveys Support casesOnline forums Usability Testing Focus Groups Site visits
  68. 68. Empower your customers Ideas
  69. 69. Product Backlog
  70. 70. Write businessrelevant user stories
  71. 71. Prioritize the backlog
  72. 72. Keep grooming the backlog
  73. 73. Measure Success
  74. 74. Key metrics
  75. 75. How do you measure
  76. 76. What have we learned
  77. 77. Train Product Owners early and with intensity
  78. 78. Bring in outside coaches
  79. 79. Focus onuser story writing
  80. 80. Gather upfront requirements before starting sprints
  81. 81. Engage executives by giving them tasks
  82. 82. Survey
  83. 83. Survey your organization and learn how to improve
  84. 84. Advice
  85. 85. Create dedicated cross-functional Agile rollout team
  86. 86. Don’t be afraid of making big changes
  87. 87. Get outside coaches involved early
  88. 88. Encourage “radical visibility” over-communicate
  89. 89. Be patient and expect to make mistakes
  90. 90. Focus on user story writing
  91. 91. Don’t be afraid to change the entire company all at one time
  92. 92. Focus on principles over mechanics
  93. 93. Focus on getting several teams to excellence
  94. 94. Focus on automation
  95. 95. 26212 16332 57522656
  96. 96. When the heat is on stick to your guns
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