IT Governance and Release Management in the Cloud

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IT Governance and Release Management in the Cloud IT Professionals Ajay Sabhlok and Emilie Ly: VMware Nicole Anders: Ultimate Software Group Ross Baker: Genentech

description

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.

Transcript of IT Governance and Release Management in the Cloud

Page 1: IT Governance and Release Management in the Cloud

IT Governance and Release Management in the Cloud

IT Professionals

Ajay Sabhlok and Emilie Ly: VMwareNicole Anders: Ultimate Software GroupRoss Baker: Genentech

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Safe HarborSafe 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.

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Agenda

Customer presentations: 30 mins.– Company overview

– Overview of change/release management process

– Lessons learned

Panel discussion: 30 mins.– Moderator topics

– Audience Q & A

Please Chatter your questions during the customer presentations!

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Ajay SabhlokIT Director salesforce.com

Technical Services, VMWare

Emilie LyDirector, Business Apps Support,

Field Automation & Services, VMWare

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All About VMware

Global leader in virtualization and cloud infrastructure with more than 190,000 customers and 25,000 partners.

• Customer since July 2008• Sales, Partner Portal, Service (being implemented)• Force.com Apps: Change Management Tool• AppExchange Apps: Demand Tools, Echo Sign• Single org w/ 10+ integrations• # users: 4000• # sandboxes: 10 full• # custom objects: 130 • # workflows: over 200• # of Apex classes: over 500

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Immediate Release: Business L1/L2

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Immediate Release: Business L1/L2

Examples Level Of Effort

• New dashboards & reports

• Field positioning

• New related lists

• New users or roles

• Data loads

• Territory alignments

• How to questions

• Content update

• Low

• No additional training required

• No or minimal impact to integration

• Potential candidate for Business Administrators

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Immediate Release: IT L2/L3

Y

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Immediate Release: IT L2/L3

Y

Examples Level Of Effort

• Territory Assignment engine is crashing with an error

• Lead assignment for a large volume of leads is not occurring correctly

• Partner users experiencing Visualforce page errors

• Varies but is typically low and focused on addressing the defect

• No or minimal impact to integration

• IT lead

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Non-Tier 1 Maintenance Release

Y

N

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Non-Tier 1 Maintenance Release

Y

Examples Level Of Effort

• New Fields

• New page layouts

• New custom Objects

• New org or sub-org in role or territory hierarchy

• Data migration/conversion

• Medium

• < 1 day of additional training required

• < 2 weeks of configuration development

• IT lead

N

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Tier 1 Project

Y

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Tier 1 Project

Y

Examples Level Of Effort

• New AppExchange app

• Process-impacting configuration changes

• Data migration impact

• Integration changes

• Impacts to multiple business processes or functions

• High

• 1 day of additional training required

• > 2 weeks of configuration development

• > 2 weeks of integration development

• Project team with business and IT leads

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Change Management Tool

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Change Management Tool

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Lessons Learned

Business must understand/communicate impact to set proper IT priorities

IT must set expectations with business stakeholders

Close collaboration and continuous feedback is critical

Leverage Force.com tool for prioritization and status reporting

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

Keep the deployment run book up to date to ensure smooth deployments

Use source code control to manage code and metadata versions to

support parallel projects and code merges between them

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Director Business Solutions,

Ultimate Software

Nicki Anders

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All About Ultimate Software

SaaS provider of human capital management solutions, with more than 2,000 customers and over 2.3 million employees paid

• Customer since 2006• Sales, Service, Portal, VPM (in evaluation)• 439 Internal Users (230 for Service Cloud)• Service Cloud Specifics:

• 2200 customer licenses live• 167 user stories• 79 custom fields created in objects shared w/ sales• 207 custom fields created for Service Cloud• 7 triggers, 1 Visualforce Page (stay out of the box)• Web Service to Jira for Escalations, 5 Workflows

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Setting the Stage

Sales

Marketing

Prospect Activity

Workplace

Enterprise

Customer Activity

Live - July 2006 Live – Workplace October 2010 Enterprise – Q1/Q2 2011

Goal = increase support efficiencies, centralize customer management and intelligence

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Decentralized Development Broadens CM Process

Sales & Marketing Responsibilities

Self Maintained – Ongoing Changes

IT Responsibilities

Company-wide Support – Urgent, Weekly, Global Changes

Minor Release: Simple configuration changes, urgent updates, or updates that do not impact day to day business or require training. Target Weekly

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

Both IT and Business Unit capable to make all types of changes; IT owns integrations

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Collaborative Change Management

Original change request process built into Salesforce

Negotiated new change approval process– driven by object/change type

– enforces workflows & approvals

Monthly administrators meeting to discuss issues and key activities

on the Salesforce Platform

All changes submitted – not all require approval– Rigor elevated after Service Cloud Go-Live

Still in honeymoon period– another 200 users go live in Q1/Q2 next year!

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An Evolving Process

Sales “had it first”– process might look different if set up from scratch for both sales

and service, with central IT involvement

Salesforce expertise vs. solution deployment expertise

Lighten your approach: Force.com development is FAST

Distributed development works – rethink your process

Process in 1-2 years: automated impact assessment– Focus is on collaboration and synergistic customer experience

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Lessons Learned

Collaborate to build the change process

Rigor to enforce it

Relationship will get you past the challenges

Negotiate, Negotiate, Negotiate– IT Business Mindsets

• Generalization vs. Specialization

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Ross Baker

Architect/Technical Lead,

Genentech

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All About Genentech

Genentech is a leading biotechnology company that discovers, develops, manufactures and commercializes medicines to treat patients with serious or life-threatening medical conditions.

• Customer since 2006• Sales Cloud, Customer Portal, Salesforce-to-

Salesforce• AppExchange Apps: Veeva / Global Shared Base /

Validated Subsystems• 3 orgs with 12 integrations• # users: 4500+ in 9 countries• # sandboxes: 5• # custom objects: 342• 8 Gigs of Apex code

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Security

Genentech SFA Systems Architecture

Role Mgmt

Portal & Reporting

MDM

Siteminder

Login, Links, Reports

Report Portlets

SSO

SSO

Users, Roles, Entitlements

PracticePrescriber

Practice, Payer

Accounts

Master Data Management / Business Intelligence Ping

Federate

BI

Central Data Integration

Shipments

LDAP

Partner Vendor #3

3rd Party Data Service

#3

3rd Party Data Service

#2

Partner Vendor #2

Partner Vendor #1

Payer

3rd Party Data Service

#1

Med. License

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M&E Process Overview

Modifications & enhancements prioritized by 8-person

business committee before passing lists to IT

Monthly vs. quarterly enhancements

Bugs and data requests submitted by users via tool– Data requests that don’t impact config or code can be satisfied

immediately

– Other requests routed to Ross for assignment to a queue

– Approved emergency bug fixes may also short-circuit monthly

release cycle

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Multi-track Development on Differing Timelines

Sales Teams 7Sales Teams

Sales Teams

21 Commercial B.U.s

Sales Team 1Sales Team 1

Sales Team 1

Medical Science & Research

Support

Physician / Patient Support

Call Center

• Cross unit data access / restrictions• Independent release schedules• Differing feature sets / implementations• Dozens of distinct profiles• Multiple development teams with common code shared across instances

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Research Dev

Production

UAT

SQA

Call Center Dev

developer

Commercial Dev(Integration)

developer developerdeveloper

Production

Common

Integrated Development

developer

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Lessons Learned

Keep it clean

Integrate sooner

Practice deployment

Regression process

Data sharing via queues

Share common libraries via AppExchange

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Panel Discussion

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Ajay Sabhlok and Emilie Ly

Directors of IT and Business Apps Support

Nicole Anders

Director of Business Solutions

Ross Baker

Architect/Technical Lead

Panel Discussion

Jon Plax

Senior Product Manager, ALM Tools

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