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Nicola Dourambeis, Salesforce | Agile Turkey Summit 2013
The document outlines Salesforce.com's journey through agile transformations, emphasizing their Adaptive Delivery Methodology (ADM) which is based on agile principles and aims to enhance project management and team alignment. Key lessons from their experience include the importance of boldness, alignment, continuous improvement, and a focus on values to achieve success at scale. The transformation has resulted in increased features delivered per team and reduced times between releases.
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- 1. Agile Transformations thatStick: Lessons from salesforce.com’s Enterprise Journey Agile Summit Turkey, 2013 Nicola Dourambeis
- 2. Safe Harbor Statement Safeharbor 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 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, 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 our fiscal year ended January 31, 2008, our quarterly report on Form 10-Q for our fiscal quarter ended April 30, 2008, and in other filings with the Securities and Exchange Commission. These documents 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.
- 3. Nicola Dourambeis VP AgileInfrastructure Delivery Salesforce.com
- 4. Who We Are:Cloud Computing Driver, Catalyst and Evangelist Mainframe Client/Server Enterprise Cloud Computing No Hardware/Software Subscription Model Automatic Upgrades Constant Innovation 1960s 1980s Today
- 5. #1 in CloudComputing and CRM #1 World’s #1 CRM Cloud Computing Innovation 2011, 2012, 2013
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- 7. Number of peoplein R&D
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- 13. 10 Billion transactions perquarter
- 14. and it wasbecoming more difficult to deliver
- 15. Days between MajorReleases Features Delivered per Team 2000 2001 2002 2003 2004 2005 2006
- 16. Lack of responsiveness,lack of team alignment on priorities
- 17. Unpredictable completion ofanything
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- 21. What did wedo about it?
- 23. What is ADM? ADM(Adaptive Delivery Methodology) salesforce.com’s flavor of agile Scrum project management framework XP practices Based on Lean principles
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- 26. Figure out yourteam structure Projects Prioritized Backlogs Self-organized Scrum Teams
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- 29. Create a dedicated,cross-functional rollout team
- 30. Position as areturn to our core values
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- 32. Create ScrumMaster and ProductOwner communities
- 33. Experiment, be patientand expect to make mistakes
- 34. Transformation Results Features Deliveredper Team Days between Major Releases 2000 2001 2002 2003 2004 2005 2006 2007
- 35. The Beginning (2006) 2006 25+agile teams in R&D
- 36. This will workwhen your organization is small But when you grow large, you need more
- 37. We scale both deepand wide
- 38. Embrace Difference and be preparedto stretch Agility
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- 42. ADM Release Cycle Release Feb Release Mar Apr May Planningcycle for next release Jun Release Jul Aug Sep Planning cycle for next release Oct Release Nov Dec Jan Planning cycle for next release Coordinate release planning with generic framework
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- 44. But really, it’sthe people that make things happen
- 45. And we makea big investment in collaboration
- 46. Maintain Technical Health Debtis the Enemy
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- 48. Stop the codelinewhen test failures are too high
- 49. Strong Attention to metrics Status Metric Now (7/30) Potentially ReleasableMetrics Release Criteria Feature Freeze Threshold Basic Ftest 100% 100.0% Utest 100% 100.0% Full Ftest 100% >99.8% Extended Ftest 96.86% >99.75% Basic Selenium 99.76% 100.0% Selenium 99.6% >99.5% 0 0 Unresolved Integrations
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- 51. Hire for Values andCulture Fit
- 52. 2013 200+ agile teams R&D,IT, & Technical Operations
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- 55. Get everyone alignedand committed
- 56. Always look for thingsto improve It’s ok to fail along the way
- 57. Stick to yourprinciples Focus on values over mechanics
- 58. Agile does workat scale Let small successes give you confidence to push further
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