Agile Revolution at Salesforce.com: Successfully Scaling an Agile Innovation Culture with Perforce

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Successfully Scaling an Agile Innovation Culture with Perforce Steve Greene VP, Technology Program Management Salesforce.com Mike Saha Sr. Manager, Release Engineering Salesforce.com

description

Over the last five years, Salesforce.com has been an industry leader in enterprise-wide Agile transformation and innovation with more than 100 Agile teams across their technology and products organization. In this session, hear how Salesforce has successfully implemented Agile at scale, and how Perforce has been key to enabling agility.

Transcript of Agile Revolution at Salesforce.com: Successfully Scaling an Agile Innovation Culture with Perforce

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Successfully Scaling an Agile Innovation Culture with Perforce Steve Greene VP, Technology Program Management Salesforce.com

Mike Saha Sr. Manager, Release Engineering Salesforce.com

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Safe Harbor 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. 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. 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.

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Why Agile?

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Predictability

Productivity

Innovation

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R&D IT

Operations

Marketing

Services

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125+ Scrum Teams @ Salesforce

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10B+ Transactions per month

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100K+ Customers

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The Salesforce Transformation

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Major enterprise-wide Agile Transformation to ADM

In just 3 months + another 5 years of continuous improvement

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ADM (Adaptive Delivery Methodology)

Salesforce.com flavor of agile

Scrum project management framework

XP practices

Based on Lean principles

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What is ADM?

Re-factoring

Self-organizing

Predictable releases

Transparent

Ftest - Selenium

Continuous integration

Debt free

Just-in-time Iterative

Always Potentially Releasable

Time-boxed

Early Feedback

Agile Lean

Continuous Improvement

Code Reviews

Collective Code Ownership

Self-correcting

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Rhythm & Flow

Monthly Rhythm

Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan

Release Release Release Release

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One Codeline

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Maintain Technical Health Debt is the Enemy

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Create a Single Definition of Done

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Investment in Automation

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Successfully Supporting an Agile Innovation Culture

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The Change Pipeline

Velocity and logistics

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Own Your Pipeline

Dev

Production QA You

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Communication: Integrated Systems

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Change Propagation: Autointegrate

Rel-B Patch

Rel-B Freeze

Mainline

Rel-B Production

Rel-A

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Directing Flow: Triggers

•  Ensure right changes in the right branch

•  Enforce code reviews

•  Propagate change info

•  Lock a codeline

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Stop the line when automated tests aren’t passing at >99%

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Invest in Automation: Pre-Checkin

ü  No more broken builds

ü  Cleaner codeline

ü  Productivity boost

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Invest In Infrastructure

Invest in Infrastructure, build it to scale

Invest In Infrastructure

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Invest In Infrastructure: Perforce

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Invest in Automation

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Radical Transparency with Metrics

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Radical Transparency

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Radical Transparency

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Q&A

http://www.slideshare.net/sgreene