IT Governance and Release Management in the Cloud

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Cloud computing lets companies build, extend, and customize applications much faster than traditional development models. But the ability to rapidly make and deploy changes to live applications only increases the importance of a well thought out release management process. Join this session to learn about the latest Force.com features and customer best practices to help you govern changes to your cloud apps without sacrificing speed and flexibility.

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  • Small changes that can be implemented in a short time span and directly in the production environment as neededChanges can be configured, tested and deployed with no impact to a business process and minimal impact to a business functionDOES NOT HAVE TO GO THROUGH CHANGE CONTROL PROCESS
  • Small changes that can be implemented in a short time span and directly in the production environment as neededChanges can be configured, tested and deployed with no impact to a business process and minimal impact to a business functionDOES NOT HAVE TO GO THROUGH CHANGE CONTROL PROCESS
  • Production blockers that cause a disruption in use of a major business process or function and have no workaroundChanges are done in a development instance, unit tested, migrated to a QA instance for QA validation and user acceptance tested in UAT in the shortest time possibleGOES THROUGH AN EMERGENCY CHANGE CONTROL PROCESS
  • Production blockers that cause a disruption in use of a major business process or function and have no workaroundChanges are done in a development instance, unit tested, migrated to a QA instance for QA validation and user acceptance tested in UAT in the shortest time possibleGOES THROUGH AN EMERGENCY CHANGE CONTROL PROCESS
  • Medium level changes that can be implemented with minor impact to the production environmentChanges can be configured, tested and deployed with minor impact to one business unit
  • Medium level changes that can be implemented with minor impact to the production environmentChanges can be configured, tested and deployed with minor impact to one business unit
  • Large changes that have major impacts to the business or environmentChanges requiring a significant interface update, data migration and/or integration impact
  • Large changes that have major impacts to the business or environmentChanges requiring a significant interface update, data migration and/or integration impact
  • It is critical within any organization to take advantage of the web services model by enabling the business to own some of the core configuration responsibilities while at the same time keeping key control over the environment within IT.
  • It is critical within any organization to take advantage of the web services model by enabling the business to own some of the core configuration responsibilities while at the same time keeping key control over the environment within IT.
  • IT Governance and Release Management in the Cloud

    1. 1. IT Governance and Release Management in the Cloud<br />IT Professionals<br />Ajay Sabhlok and Emilie Ly: VMware<br />Nicole Anders: Ultimate Software Group<br />Ross Baker: Genentech<br />
    2. 2. Safe Harbor<br />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.<br />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. <br />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.<br />
    3. 3. Agenda<br />Customer presentations: 30 mins.<br />Company overview<br />Overview of change/release management process<br />Lessons learned<br />Panel discussion: 30 mins.<br />Moderator topics<br />Audience Q & A<br />Please Chatter your questions during the customer presentations! <br />
    4. 4. Ajay Sabhlok<br />IT Director salesforce.com Technical Services, VMWare<br />Emilie Ly<br />Director, Business Apps Support,Field Automation & Services, VMWare<br />
    5. 5. All About VMware<br />Global leader in virtualization and cloud infrastructure with more than 190,000 customers and 25,000 partners.<br /><ul><li>Customer since July 2008
    6. 6. Sales, Partner Portal, Service (being implemented)
    7. 7. Force.com Apps: Change Management Tool
    8. 8. AppExchange Apps: Demand Tools, Echo Sign
    9. 9. Single org w/ 10+ integrations
    10. 10. # users: 4000
    11. 11. # sandboxes: 10 full
    12. 12. # custom objects: 130
    13. 13. # workflows: over 200
    14. 14. # of Apex classes: over 500</li></li></ul><li>Immediate Release: Business L1/L2<br />
    15. 15. Immediate Release: Business L1/L2<br />
    16. 16. Immediate Release: IT L2/L3<br />Y<br />
    17. 17. Immediate Release: IT L2/L3<br />Y<br />
    18. 18. Non-Tier 1 Maintenance Release<br />Y<br />N<br />
    19. 19. Non-Tier 1 Maintenance Release<br />Y<br />N<br />
    20. 20. Tier 1 Project<br />Y<br />
    21. 21. Tier 1 Project<br />Y<br />
    22. 22. Change Management Tool<br />
    23. 23. Change Management Tool<br />
    24. 24. Lessons Learned<br />Business must understand/communicate impact to set proper IT priorities<br />IT must set expectations with business stakeholders<br />Close collaboration and continuous feedback is critical<br />Leverage Force.com tool for prioritization and status reporting<br />Avoid writing NSQ queries in test methods or apex classes. They cause production disruption. If you do need one, monitor the object for total rows exceeding 100,000 to avoid query errors in production<br />Keep the deployment run book up to date to ensure smooth deployments<br />Use source code control to manage code and metadata versions to support parallel projects and code merges between them<br />
    25. 25. Director Business Solutions, Ultimate Software<br />Nicki Anders<br />
    26. 26. All About Ultimate Software<br />SaaS provider of human capital management solutions, with more than 2,000 customers and over 2.3 million employees paid<br /><ul><li>Customer since 2006
    27. 27. Sales, Service, Portal, VPM (in evaluation)
    28. 28. 439 Internal Users (230 for Service Cloud)
    29. 29. Service Cloud Specifics:
    30. 30. 2200 customer licenses live
    31. 31. 167 user stories
    32. 32. 79 custom fields created in objects shared w/ sales
    33. 33. 207 custom fields created for Service Cloud
    34. 34. 7 triggers, 1 Visualforce Page (stay out of the box)
    35. 35. Web Service to Jira for Escalations, 5 Workflows</li></li></ul><li>Setting the Stage<br />Prospect Activity<br />Customer Activity<br />Sales<br />Workplace<br />Marketing<br />Enterprise<br />Live - July 2006<br />Live – Workplace October 2010<br />Enterprise – Q1/Q2 2011<br />Goal = increase support efficiencies, centralize customer management and intelligence<br />
    36. 36. Decentralized Development Broadens CM Process<br />Sales & Marketing Responsibilities<br />IT Responsibilities<br />Self Maintained – <br />Ongoing Changes<br />Company-wide Support – <br />Urgent, Weekly, Global Changes<br /><ul><li>Minor Release: Simple configuration changes, urgent updates, or updates that do not impact day to day business or require training. Target Weekly
    37. 37. Major Release:Major Initiatives to bring new departments live along with other changes that require larger training or testing efforts. Dates determined by Velocity, 3-4 month windows
    38. 38. Both IT and Business Unit capable to make all types of changes; IT owns integrations</li></li></ul><li>Collaborative Change Management<br />Original change request process built into Salesforce<br />Negotiated new change approval process<br />driven by object/change type<br />enforces workflows & approvals<br />Monthly administrators meeting to discuss issues and key activities on the Salesforce Platform<br />All changes submitted – not all require approval<br />Rigor elevated after Service Cloud Go-Live<br />Still in honeymoon period<br />another 200 users go live in Q1/Q2 next year!<br />
    39. 39. An Evolving Process<br />Sales “had it first”<br />process might look different if set up from scratch for both sales and service, with central IT involvement<br />Salesforce expertise vs. solution deployment expertise <br />Lighten your approach: Force.com development is FAST<br />Distributed development works – rethink your process<br />Process in 1-2 years: automated impact assessment<br />Focus is on collaboration and synergistic customer experience<br />
    40. 40. Lessons Learned<br />Collaborate to build the change process<br />Rigor to enforce it<br />Relationship will get you past the challenges<br />Negotiate, Negotiate, Negotiate<br />IT  Business Mindsets<br />Generalization vs. Specialization<br />
    41. 41. Ross Baker<br />Architect/Technical Lead, Genentech<br />
    42. 42. All About Genentech<br />Genentech is a leading biotechnology company that discovers, develops, manufactures and commercializes medicines to treat patients with serious or life-threatening medical conditions.<br /><ul><li>Customer since 2006
    43. 43. Sales Cloud, Customer Portal, Salesforce-to-Salesforce
    44. 44. AppExchange Apps: Veeva / Global Shared Base / Validated Subsystems
    45. 45. 3 orgs with 12 integrations
    46. 46. # users: 4500+ in 9 countries
    47. 47. # sandboxes: 5
    48. 48. # custom objects: 342
    49. 49. 8 Gigs of Apex code</li></li></ul><li>Security<br />Genentech SFA Systems Architecture <br />Portal & Reporting<br />Report Portlets<br />Siteminder<br />SSO<br />Master Data Management / Business Intelligence<br />LDAP<br />Ping Federate<br />SSO<br />MDM<br />BI<br />Role Mgmt<br />Login, Links, Reports<br />Practice, Payer<br />Users, Roles, Entitlements<br />Central Data Integration<br />Accounts<br />Practice<br />Prescriber<br />Med. License<br />Payer<br />3rd Party Data Service #1 <br />Partner Vendor #1 <br />3rd Party Data Service #2<br />Partner Vendor #2 <br />Partner Vendor #3 <br />3rd Party Data Service #3<br />Shipments<br />
    50. 50. M&E Process Overview<br />Modifications & enhancements prioritized by 8-person business committee before passing lists to IT<br />Monthly vs. quarterly enhancements<br />Bugs and data requests submitted by users via tool<br />Data requests that don’t impact config or code can be satisfied immediately<br />Other requests routed to Ross for assignment to a queue<br />Approved emergency bug fixes may also short-circuit monthly release cycle<br />
    51. 51. Multi-track Development on Differing Timelines<br /><ul><li> Cross unit data access / restrictions
    52. 52. Independent release schedules
    53. 53. Differing feature sets / implementations
    54. 54. Dozens of distinct profiles
    55. 55. Multiple development teams with</li></ul> common code shared across instances<br />21 Commercial B.U.s<br />Sales Team 1<br />Sales Team 1<br />Sales Team 1<br />Sales Teams<br />Sales Teams<br />Sales Teams 7<br />Physician / Patient Support Call Center<br />Medical Science & Research Support<br />
    56. 56. IntegratedDevelopment<br />developer<br />developer<br />developer<br />developer<br />Commercial Dev(Integration)<br />Call Center Dev<br />Research Dev<br />Common<br />SQA<br />UAT<br />developer<br />Production<br />Production<br />
    57. 57. Lessons Learned<br />Keep it clean<br />Integrate sooner<br />Practice deployment<br />Regression process<br />Data sharing via queues<br />Share common libraries via AppExchange<br />
    58. 58. Panel Discussion<br />
    59. 59. Panel Discussion<br />Ajay Sabhlok and Emilie Ly<br />Directors of IT and Business Apps Support<br />Nicole Anders<br />Director of Business Solutions<br />Ross Baker<br />Architect/Technical Lead<br />Jon Plax<br />Senior Product Manager, ALM Tools<br />
    60. 60. How Could Dreamforce Be Better? Tell Us!<br />Log in to the Dreamforce app to submit<br />surveys for the sessions you attended<br />Use the Dreamforce Mobile app to submit surveys<br />OR<br />Every session survey you submit is a chance to win an iPod nano!<br />

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