scrum gathering 2008 stockholm - salesforce.com
DESCRIPTION
Update to the "Year of Living Dangerously" presentation at the Scrum Gathering in Stockholm.TRANSCRIPT
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YEAR
O F L I V I N G DANGEROUSLY
Steve Greene | Chris Fry
Scrum Gathering, Stockholm October 2008
How Salesforce.com delivered Extraordinary Results through a “Big Bang” Enterprise Agile Revolution
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A little history…
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from the beginning
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3Number of people in R&D
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fast innovativesmart
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4Number of Major Releases per year
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7 years later
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rapid success
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49,600+Customers
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1,100,000Subscribers
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150 Million
transactions per day
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500+people in R&D
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it was getting more difficult to deliver
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2000 2001 2002 2003 2004 2005 2006
Features Delivered per Team
Days between Major Releases
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1Number of Major Releases in 2006
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Why?
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Lack of visibility
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Resource Bottlenecks
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Unpredictable release dates
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Lack of responsiveness, lack of team alignment on priorities
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Unhappy customers
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Gradual productivity
decline as the
team grew
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What did we do about it?
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Major enterprise-wide Agile Transformation to ADM
in just 3 months
another 18 months of continuous improvement
+
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I knew we needed radical change to get us back on track to regular releases and agile delivered.”
Parker HarrisFounder and Executive Vice President, Technology
Salesforce.com
“
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2000 2001 2002 2003 2004 2005 2006 2007
Features Delivered per Team
Days between Major Releases
Transformation Results
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Agile Transformation Timeline
“Agile Launch”
Big Bang Rollout
January OctoberAprilOctober JanuaryJuly
Rollout Adoption Excellence Expansion
April
144 146 148 150 152 154
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Customers
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Our customers are happy…
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Agile has delivered total visibility, total transparency and unbelievable productivity… a complete win!”
Steve Fisher Sr. Vice President, Platform Product
ManagementSalesforce.com
“
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On time delivery?
Last waterfall release
146
148
150
144
152
154
156
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No really. Every agile release has been deployed on-time
(down to the exact minute)
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Since implementing our iterative development methodology which enables us to deliver more frequent releases, we have seen statistically significant improvements in our satisfactions scores across our service attributes from our features to our platform. ”
Wendy CloseSalesforce Customer Satisfaction Survey
Sr. Manager Product MarketingSalesforce.com
“
(Source: Salesforce.com Relationship survey, conducted by independent third party CustomerSat Inc., July 07 and Feb. 08. Sample size equals 4000+ randomly selected worldwide respondents from all size companies and industry sectors.)
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94% of customers that indicate they definitely or probably will recommend salesforce.com to others
%
* Source: Salesforce.com Relationship survey
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+61improvement in “mean time to release” for major releases in 2007
%
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Mar Apr May Jun July Aug Sep Oct Nov Dec Jan Feb20062007
2007
2006
0
500
1000
1500
2000
2500
Cu
mu
lati
ve V
alu
e (f
eatu
res)
Month
Cumulative Value (features) delivered in Major Releases
2006 2007
+568%
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+94Increase in feature requests delivered - 2007 v. 2006
%
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+38Increase in feature requests delivered per developer - 2007 v. 2006
%
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Simple is better. With our agile approach to product development we've put our amazing people in charge. They work as a team to do the right thing for the customers, their fellow employees and our shareholders.”
Todd McKinnon Sr. Vice President, Research & Development
Salesforce.com
“
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Our teams are happier…
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92of respondents believe ADM is an effective
approach for their scrum teams
%
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88of respondents believe the quality of our products have improved or stayed the same
%
* 51% say our quality has improved
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89of respondents are having the “best time” or a “good time” at Salesforce
%
* 49% improvement from pre-ADM
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94of respondents would recommend ADM to their colleagues inside or outside Salesforce
%
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What is it and how did we do it?
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What is ADM?
ADM is a modified Scrum/XP style of product development
that is specific to Salesforce. It employs Scrum project
management framework, adopts certain XP practices
and is 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-timeIterative
Always Potentially Releasable
Time-boxed
User stories
AgileLean
Early feedback
Code Reviews
Collective Code Ownership
Self-correcting
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Launched organizational
change program
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Created a dedicated, cross-
functional rollout team
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Everyone jumped in together
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Positioned as a return to our
core values
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Listen to your customers
IterateKISS
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Distributed Ken Schwaber’s Agile book
Developed 2-hour Agile overview
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Sent 30 ScrumMasters to ScrumMaster
Certification
Sent 35 Product Managers to Product
Owner Certification
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Created weekly ScrumMaster and Product Owner forums
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Created internal, wiki-based website as a reference for team members
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Just get started.(the rest will come later)
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Change isn’t easy.(get ready to be hated)
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“In many ways, scrum seems like an inflexible, bureaucratic process akin to something at the Department of Motor Vehicles.”
“…ditch the stupid annoyingly dumb excel spreadsheet.”
“Scrum doesn't account for the fact of the reality of the waterfall. You cannot deny
this by superimposing scrum over it.”
“Management is not proactive as we wait for decisions from management. Scrum gives me the feeling that Big Brother is watching
and monitoring everything we do…”
“It seems like we spend more time talking about scrum…than we spend time talking and working on
salesforce.com.”
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They don’t like us.(and may never like us again)
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“Stop trying to implement scrum, and look at how many releases we can really do in
a year.”
“The lingo is ridiculous”
Team is effective but productivity is lower
“Scrum does not meaningfully affect the team's effectiveness; it is structure and process that often
distracts the team from their goal, and can be used to micromanage the team.”
“We've managed to take a lightweight process and attach enough … to it to make it just as bad
as our previous process, good job!”
Lack of innovation. No innovation. I can't innovate. I am at the mercy of my product owner, who cares not for innovation, only
the chirpings of customers...
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But, they got over it.
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And. Finally. The rollout is over!(but we’re not done)
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Now for the later stuff.
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Continuous Improvement
“Agile Launch”
Big Bang Rollout
January OctoberAprilOctober JanuaryJuly
Rollout Adoption Excellence Expansion
April
144 146 148 150 152 154
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Continuous Improvement
“Agile Launch”
Big Bang Rollout
January OctoberAprilOctober JanuaryJuly
Rollout Adoption Excellence Expansion
April
Scrumforce
Office Hours
Release Management
Sustainable Velocity
Virtual Architecture
System TestingPTOn
Open Space SoS
Cross Team Impact
Dependencies
Release Planning
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Continuous Improvement – Excellence & Expansion
OctoberApril JanuaryJuly
2008
April
IT Rollout
Customer & Partner Agile consulting
Technical Operations Rollout
OctoberJuly
2009
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Don’t be like us.(or what would we’d do differently)
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Involve more individual contributors early
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Train Product Owners earlier and with
more intensity
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Get
outside coaching
earlier
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Give key executives concrete deliverables
around the rollout
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Be more clear about what the agile ‘rules’
are
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Keys to success?
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Ensure executive commitment
to the change
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Focus on principles over
mechanics
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Focus on getting several teams
to excellence
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Focus on automation
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Test Code Coverage for Salesforce.com
46.7%
64.9%
72.8%
31.1%
25%
35%
45%
55%
65%
75%
85%
2005 2006 2007 2008 2009
Year
% o
f C
ove
rag
e
2005
2006
2007
2008
16332
5752
2656
27967
Automation
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Provide radical transparency
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When the heat is on stick to
your guns
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We failed.(all along the way)
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Experiment,
be patient
and expect to make mistakes
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100% Commitment to agile can
radically transform your
company
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