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

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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

    1. 1. Successfully Scaling an Agile Innovation Culture with Perforce <br />Steve GreeneVP, Technology Program Management<br /><br />Mike SahaSr. Manager, Release Engineering<br /><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, 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 products, and utilization and selling to larger enterprise customers. Further information on potential factors that could affect the financial results of, 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., inc. assumes no obligation and does not intend to update these forward-looking statements.<br />
    3. 3. Why Agile?<br />
    4. 4. Predictability<br />Productivity<br />Innovation<br />
    5. 5. R&D<br />IT<br />Operations<br />Marketing<br />Services<br />
    6. 6. 125+<br />Scrum Teams @ Salesforce<br />
    7. 7. 10B+<br />Transactions per month<br />
    8. 8. 100K+<br />Customers<br />
    9. 9. The Salesforce Transformation<br />
    10. 10. Major enterprise-wide Agile Transformation to ADM<br />In just 3 months+ another 5 years of continuous improvement<br />
    11. 11. ADM (Adaptive Delivery Methodology) <br /> flavor of agile<br /> Scrum project management framework<br /> XP practices<br /> Based on Lean principles<br />
    12. 12. What is ADM?<br />Self-organizing<br />Continuous integration<br />Lean<br />Agile<br />Self-correcting<br />Time-boxed<br />Ftest - Selenium<br />Re-factoring<br />Collective Code Ownership<br />Transparent<br />Early Feedback<br />Iterative<br />Code Reviews<br />Just-in-time<br />Predictable releases<br />Debt free<br />Continuous Improvement<br />Always Potentially Releasable<br />
    13. 13. Rhythm & Flow<br />Release<br />Release<br />Release<br />Release<br /> Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan<br />Monthly Rhythm<br />
    14. 14. One Codeline<br />
    15. 15. Maintain Technical Health<br />Debt is the Enemy<br />
    16. 16. Create a Single Definition of Done<br />
    17. 17. Investment in Automation<br />
    18. 18. Successfully Supporting an Agile Innovation Culture<br />
    19. 19. The Change Pipeline<br />Velocity and logistics<br />
    20. 20. Own Your Pipeline<br />Dev<br /> You<br />Production<br />QA<br />
    21. 21. Communication: Integrated Systems<br />
    22. 22. Change Propagation: Autointegrate<br /> Rel-B Production<br />Rel-B Freeze<br />Rel-A<br /> Rel-B Patch<br />Mainline<br />
    23. 23. Directing Flow: Triggers<br /><ul><li> Ensure right changes in the right branch
    24. 24. Enforce code reviews
    25. 25. Propagate change info
    26. 26. Lock a codeline</li></li></ul><li>Stop the line when automated tests aren’t passing at >99%<br />
    27. 27. Invest in Automation: Pre-Checkin<br /><ul><li> No more broken builds
    28. 28. Cleaner codeline
    29. 29. Productivity boost</li></li></ul><li>Invest In Infrastructure<br />Invest In Infrastructure<br />Invest in Infrastructure, build it to scale<br />
    30. 30. Invest In Infrastructure: Perforce<br />
    31. 31. Invest in Automation<br />
    32. 32. Radical Transparency with Metrics <br />
    33. 33. Radical Transparency<br />
    34. 34. Radical Transparency<br />
    35. 35.
    36. 36. Q&A<br /><br />