Published on November 21, 2008
UNLEASHING the FOSSA Scaling Agile in an AMBITIOUS CULTURE QCon San Francisco November 2008 Chris Fry , VP Platform Development Steve Greene, Sr. Director Tools & Agile Development
from the beginning
3 Number of people in R&D
fast innovative smart
4 Number of Major Releases per year
7 years later
10 Billion transactions per quarter
500+ people in R&D
it was getting more difficult to deliver
2000 2001 2002 2003 2004 2005 2006 Features Delivered per Team Days between Major Releases
1 Number of Major Releases in 2006
Lack of visibility
Unpredictable completion of projects or initiatives
Lack of responsiveness, lack of team alignment on priorities
Infrequent Customer Feedback
What did we do about it?
Major enterprise-wide Agile Transformation to ADM In just 3 months + another 18 months of continuous improvement
I knew we needed radical change to get us back on track to regular releases and agile delivered. ” Parker Harris Founder and Executive Vice President, Technology Salesforce.com “
Transformation Results 2000 2001 2002 2003 2004 2005 2006 2007 Features Delivered per Team Days between Major Releases
ADM has delivered total visibility, total transparency and unbelievable productivity… a complete win! ” Steve Fisher Sr. Vice President, Platform Product Management Salesforce.com “
On time delivery? Last waterfall release
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 “
+ 61 improvement in “mean time to release” for major releases in our first agile year %
+ 38 Increase in feature requests delivered per developer in our first agile year %
88 of respondents believe the quality of our products have improved or stayed the same %
89 of respondents are having the “best time” or a “good time” at Salesforce % * Improved from 40% 18 months ago
94 of respondents would recommend ADM to their colleagues inside or outside Salesforce %
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.
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 User stories Agile Lean Early feedback Code Reviews Collective Code Ownership Self-correcting Scrum of (Scrum of Scrums) Seasonal Planning Rhythm
Created a dedicated, cross-functional rollout team
Everyone jumped in together
Positioned as a return to our core values
Listen to your customers Iterate KISS
Distributed Ken Schwaber’s Scrum book Developed 2-hour Agile overview
Sent 30 ScrumMasters to ScrumMaster Certification Sent 35 Product Managers to Product Owner Certification
Created weekly ScrumMaster and Product Owner forums
Created internal, wiki-based website as a reference for team members
16332 5752 2656 27967 Automation
Just get started. (the rest will come later)
Change isn’t easy. (get ready to be hated)
“ 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.”
They don’t like us. (and may never like us again)
“ 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...
But, they got over it.
And. Finally. The rollout is over! (but we’re not done)
Now for the later stuff.
Continuous Improvement “ Agile Launch” Big Bang Rollout January October April October January July Rollout Adoption Excellence Expansion April 144 146 148 150 152 154
Continuous Improvement “ Agile Launch” Big Bang Rollout January October April October January July Rollout Adoption Excellence Expansion April Scrumforce Office Hours Release Management Sustainable Velocity Virtual Architecture System Testing PTOn Open Space SoS Cross Team Impact Dependencies Release Planning
Continuous Improvement – Excellence & Expansion October April January July 2008 April October July 2009 IT Rollout Customer & Partner Agile consulting Technical Operations Rollout Unified Seasonal Planning
Don’t be like us. (or what would we’d do differently)
Involve more individual contributors early
Provide team members more training earlier and with more intensity
Get outside coaching earlier
Key executives should take concrete deliverables around the rollout
Keys to success?
Ensure executive commitment to the change
Focus on principles over mechanics
Focus on getting several teams to excellence
Provide radical Transparency
When the heat is on stick to your principles
We failed. (all along the way)
Experiment, be patient and expect to make mistakes
You can’t afford to NOT change your organization to deliver growth
More information about ADM http://www.slideshare.net/sgreene/slideshows http://www.slideshare.net/cfry/slideshows Tags : ADM, agile, scrum, xp, salesforce.com
Tags : ADM, agile, scrum, xp, salesforce.com
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