How Writers Can Thrive in Agile
Software Development
Gavin Austin
Lead Technical Writer
Safe Harbor
“Safe harbor” statement under the Private Securities Litigation Reform Act of 1995: This presentation and the oral
remarks that accompany it contain forward-looking statements the achievement of which involves risks, uncertainties
and assumptions. If any such risks or uncertainties materialize or if any of the assumptions proves incorrect, our
results 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 statements
concerning new, planned or upgraded services or technology developments, 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 and statements about future customer contracts or future customer use of our
services.
The risks and uncertainties referred to above include - but are not limited to - interruptions or delays in our service or
our Web hosting; our ability to complete and successfully release new and improved versions of our on-demand
platform and development environment; our new business model; problems integrating, launching or operating
services based on newly acquired businesses or technologies, breach of our security measures; possible fluctuations
in our operating results and rate of growth; the emerging market in which we operate; our relatively limited operating
history; our ability to hire, retain and motivate our employees and manage our growth; competition; our ability to
continue to release and gain customer acceptance of new and improved versions of our CRM service; unanticipated
changes in our effective tax rate; fluctuations in the number of shares outstanding; the price of such shares; foreign
currency exchange rates and interest rates.
Further information on these and other factors that could affect our financial results is included in the reports on
Forms 10-K, 10-Q and 8-K and in other filings we make with the Securities and Exchange Commission from time to
time, including our Form 10-K for the fiscal year ended January 31, 2009 and our Form 10-Q for the fiscal quarter
ended April 30, 2009. These documents are available on the SEC Filings section of the Investor Information section
of our website at www.salesforce.com/investor.
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 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, except as required by law.
About me: I’m a writer who likes to talk
Agile is…




      Sprint      Sprint      Sprint
    2-4 weeks   2-4 weeks   2-4 weeks
Scrum 101
                        Daily Stand-up




                               Sprint
                             2-4 weeks


 Sprint Plan

               Commitment                Potentially shippable


  Backlog
                                             Retrospective
Why we went Agile


 2000                   2005 & 2006
  3 employees R&D       200+ employees R&D
  4 product releases    1 product release a year
  Releases on time      Releases not on time
Days between Major Releases




                     Features Delivered per Team


2000   2001   2002   2003     2004       2005      2006
ADM (Agile) results

        Features Delivered per Team




        Days between Major Releases



 2000     2001     2002     2003      2004   2005   2006   2007
Acceptance


   “ ADM has delivered total visibility, total transparency and
     unbelievable productivity… a complete win!
                                                    ”


                                       Steve Fisher
                                       Executive Vice President, Technology
                                       Salesforce.com
Challenges


  “ Originally,organizations havedid not include documentation,
                the methodology
    but many                       figured out how to use it…
                                                             ”


                                          Alyssa Fox & Meredith Kramer
                       Mobile and Agile: The Floating Writer’s Survival Kit
                                                 © 2008 WinWriters, Inc.
Heartburn




            1.   Done!
            2.   Fiction!
            3.   Meetings!
            4.   Estimates!
            5.   Tracking tools!
            6.   Multiple teams!
Indigestion




              1.   No time!
              2.   No specs!
              3.   Terminology!
              4.   Team loyalties!
              5.   Context switching!
Unhappy Writers

   80                   80            78
   70      66
   60
                                                   52
   50
                                           42
   40
   30           31           30                                  R&D
                                                        23       DS
   20
   10
    0
          Are you        Is agile    Agile will    Since the
        satisfied with making your maintain or    rollout, I'm
        the rollout of team more improve the having a good
            agile?      effective? quality of our    time.
                                    products.
Implementation Strategies


                            •   Class
                            •   Patience
                            •   Templates
                            •   Tracking tool
                            •   Pad estimates
                            •   Clear definitions
                            •   Hire more writers
                            •   Extend doc deadlines
Daily Strategies



                   •   Ask
                   •   Email team
                   •   Write fiction
                   •   Revise fiction
                   •   Skip meetings
                   •   Doc “office hours”
Team Strategies


                  2.   Barter
                  3.   Doc “blitz”
                  4.   Volunteer
                  5.   Be wrong
                  6.   Speak up
                  7.   Self organizing
                  8.   Shared service
                  9.   Last line of defense
Benefits

           •   Features less complex
           •   Easier to document
           •   Clearer communication
           •   Know who does what
           •   Know whom to ask
           •   Fixed deadlines
           •   Fewer surprises
Benefits

           •   Doc has more impact
           •   Doc is more visible
           •   Learn what to expect
           •   Retrospectives fix problems
           •   Self determining
           •   More personable
           •   Team spirit
Happy Writers
  70
                              62
  60

  50                                                   46
  40                                                              Mar-07
  30                                   30                         Mar-08
               24        23
  20
                                            14
  10

   0      0                                                   0
       The best time   A good time   Not much fun   A terrible time
Questions?
        Whitepaper:
http://www.ScrumAlliance.org

STC Summit 2012 - How Writers Can Thrive in Agile Software Development

  • 1.
    How Writers CanThrive in Agile Software Development Gavin Austin Lead Technical Writer
  • 2.
    Safe Harbor “Safe harbor”statement under the Private Securities Litigation Reform Act of 1995: This presentation and the oral remarks that accompany it contain forward-looking statements the achievement of which involves risks, uncertainties and assumptions. If any such risks or uncertainties materialize or if any of the assumptions proves incorrect, our results 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 statements concerning new, planned or upgraded services or technology developments, 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 and statements about future customer contracts or future customer use of our services. The risks and uncertainties referred to above include - but are not limited to - interruptions or delays in our service or our Web hosting; our ability to complete and successfully release new and improved versions of our on-demand platform and development environment; our new business model; problems integrating, launching or operating services based on newly acquired businesses or technologies, breach of our security measures; possible fluctuations in our operating results and rate of growth; the emerging market in which we operate; our relatively limited operating history; our ability to hire, retain and motivate our employees and manage our growth; competition; our ability to continue to release and gain customer acceptance of new and improved versions of our CRM service; unanticipated changes in our effective tax rate; fluctuations in the number of shares outstanding; the price of such shares; foreign currency exchange rates and interest rates. Further information on these and other factors that could affect our financial results is included in the reports on Forms 10-K, 10-Q and 8-K and in other filings we make with the Securities and Exchange Commission from time to time, including our Form 10-K for the fiscal year ended January 31, 2009 and our Form 10-Q for the fiscal quarter ended April 30, 2009. These documents are available on the SEC Filings section of the Investor Information section of our website at www.salesforce.com/investor. 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 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, except as required by law.
  • 3.
    About me: I’ma writer who likes to talk
  • 4.
    Agile is… Sprint Sprint Sprint 2-4 weeks 2-4 weeks 2-4 weeks
  • 5.
    Scrum 101 Daily Stand-up Sprint 2-4 weeks Sprint Plan Commitment Potentially shippable Backlog Retrospective
  • 7.
    Why we wentAgile 2000 2005 & 2006  3 employees R&D  200+ employees R&D  4 product releases  1 product release a year  Releases on time  Releases not on time
  • 8.
    Days between MajorReleases Features Delivered per Team 2000 2001 2002 2003 2004 2005 2006
  • 9.
    ADM (Agile) results Features Delivered per Team Days between Major Releases 2000 2001 2002 2003 2004 2005 2006 2007
  • 10.
    Acceptance “ ADM has delivered total visibility, total transparency and unbelievable productivity… a complete win! ” Steve Fisher Executive Vice President, Technology Salesforce.com
  • 11.
    Challenges “Originally,organizations havedid not include documentation, the methodology but many figured out how to use it… ” Alyssa Fox & Meredith Kramer Mobile and Agile: The Floating Writer’s Survival Kit © 2008 WinWriters, Inc.
  • 12.
    Heartburn 1. Done! 2. Fiction! 3. Meetings! 4. Estimates! 5. Tracking tools! 6. Multiple teams!
  • 13.
    Indigestion 1. No time! 2. No specs! 3. Terminology! 4. Team loyalties! 5. Context switching!
  • 14.
    Unhappy Writers 80 80 78 70 66 60 52 50 42 40 30 31 30 R&D 23 DS 20 10 0 Are you Is agile Agile will Since the satisfied with making your maintain or rollout, I'm the rollout of team more improve the having a good agile? effective? quality of our time. products.
  • 15.
    Implementation Strategies • Class • Patience • Templates • Tracking tool • Pad estimates • Clear definitions • Hire more writers • Extend doc deadlines
  • 16.
    Daily Strategies • Ask • Email team • Write fiction • Revise fiction • Skip meetings • Doc “office hours”
  • 17.
    Team Strategies 2. Barter 3. Doc “blitz” 4. Volunteer 5. Be wrong 6. Speak up 7. Self organizing 8. Shared service 9. Last line of defense
  • 18.
    Benefits • Features less complex • Easier to document • Clearer communication • Know who does what • Know whom to ask • Fixed deadlines • Fewer surprises
  • 19.
    Benefits • Doc has more impact • Doc is more visible • Learn what to expect • Retrospectives fix problems • Self determining • More personable • Team spirit
  • 20.
    Happy Writers 70 62 60 50 46 40 Mar-07 30 30 Mar-08 24 23 20 14 10 0 0 0 The best time A good time Not much fun A terrible time
  • 21.
    Questions? Whitepaper: http://www.ScrumAlliance.org

Editor's Notes

  • #2 Before I begin I’d love to see a show of hands of how many people here use Agile? Okay, how many people here are planning an Agile implementation? Okay, how many people here cringe and feel pain when they hear the tech industry buzzword of Agile? Okay, I’ll discuss what Agile is, why Salesforce.com uses it, and strategies and benefits for writers.
  • #3 But before I begin, here’s a page from Salesforce.com’s lawyers that lets us let you know that anything you see or hear in this presentation is subject to change and may not appear in future versions of the Salesforce.com product… We are a publicly traded company…
  • #4 First of all, I’m not a professional Agile consultant. I am a technical writer. I love technical writing, I’ve worked at various publishing and technology companies as an analyst, editor, production editor, and technical writer. I write UI text, release notes, online help, implementation guides, developer guides, API guides, and have created various forms of user assistance. In 2007, I helped Salesforce.com transition to Agile software development—walked through the fire—and learned a tremendous amount from that experience. I’ve spoken and shared this experience with BlueShield of CA, San Francisco State University, STC San Francisco Chapter, WritersUA in Seattle, GroupOn, ServiceNow, VMWare, and I’ve published a whitepaper via the ScrumAlliance on how writers can survive writing in an Agile environment.
  • #5 Agile is Is a flexible framework of common values. The most popular are Scrum, XP, and Lean. A common-sense approach. Takes change into account, understands that change interrupts the flow of linear development. Focuses on incremental releases, self-determining actions, expects changed and illicits feedback.
  • #6 Agile is not: “ Cowboy” coding No planning Poor quality Compressing the schedule Explain each item and how Salesforce.com practices the scrum “flavor” of agile.
  • #7 We have our own agile named ADM. It differs from scrum because due to system testing we have an extra month to catch up on writing, etc.. Yet, this may change to two weeks, then no extra time.
  • #10 Don’t have to be a business whiz to learn that when the number of features you can deliver goes up in fewer days that you’re on to a successful strategy.
  • #11 ADM (agile) at Salesforce.com was here to stay whether the writers liked it or not.
  • #12 When researching agile for writers, we discovered there weren’t many resources. Discovered this quote and figured out why… Oh, no!
  • #13 Describe these challenges.
  • #14 Describe these challenges too.
  • #15 This is R&D (Devs, QA) vs. Development Services (writers, UE, UI)
  • #16 Strategies for writing within an agile environment Implementation
  • #17 Daily strategies
  • #18 Team strategies
  • #19 Why vegetables? Because they benefit you even if you don’t like to eat them: like Agile.
  • #20 Why fruit? Because it benefits you and people tend to like it after a while: like Agile.