A Very Large Enterprise Agile Transformation: Lessons Learned at Salesforce

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  1. 1. AW13 Agile Development Concurrent Session 11/12/2014 4:15 PM "A Very Large Enterprise Agile Transformation: Lessons Learned at Salesforce" Presented by: Mike Register Salesforce.com Brought to you by: 340 Corporate Way, Suite 300, Orange Park, FL 32073 888-268-8770 904-278-0524 sqeinfo@sqe.com www.sqe.com
  2. 2. As an agile coach and trainer at Salesforce.com, Mike Register continues his twenty-five year journey to help organizations deliver the highest quality software continuously to market in a business environment that is constantly adapting. For more than ten years, Mike has led and coached agile teams and organizations from the very small to the very large. Prior to joining Salesforce, he launched and guided agile transformations at multiple companies in the healthcare and finance industries. At Salesforce, Mikes primary role as an enterprise coach and trainer involves guiding, evolving, and adapting a worldwide, very large agile implementation.
  3. 3. Sustaining a Very Large Agile Enterprise Transformation Agile Development East Conference 2014 Mike Register Agile Coach @MikeSRegister
  4. 4. Mikes Journey Engineer Engineering Manager Coach 1980s 1990s 2004 2014 Spiral/Iterative RUP/Waterfall FDD Scrum Lean XP Kanban
  5. 5. Brief History of Agile at Salesforce.com
  6. 6. Salesforce.com in the Beginning Founded in 1999 Fast, Innovative, Successful, Growing
  7. 7. Incredible Growth Higher Transaction Volume Larger R&D Org Unpredictable Releases Fewer Features Processes needed to scale Jump to 2006
  8. 8. We Introduced the Adaptive Delivery Methodology (ADM) ADM is Salesforce.comsAgile Implementation: Comprised of Scrum project management framework Adopts Extreme Programming (XP) practices Based on Lean principles
  9. 9. Results of 2006 Transformation Increased feature throughput Predictable, regular release cadence Prioritized work Test automation Regular sprint reviews Team retrospectives Scrum of Scrums to support teamwork across teams Reduction in technical debt
  10. 10. Fast Forward to 2013
  11. 11. 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 Engineers Launched ADM Engineering Growth 200+ scrum teams
  12. 12. What Continued to Work Well Robust Initial Agile Implementation Agile Coaching Office BUs = Value Streams Company Culture Lean Principles Scrum XP
  13. 13. Challenges Sustaining a Transformation Principles forgotten; practices become stale Coaches losing touch with teams Enterprise Agility Too much WIP Command & Control seeping back in One size does NOT fit all teams
  14. 14. Why was this Happening? Cultural shifts resulting from: Rapid growth Team composition ScrumMaster role not well understood Acquisitions: SomeAgile; some not Gap in role-based training Coaches needed to reach up and across the org Principles behind practices not well understood PULLED IN TOO MANY DIRECTIONS
  15. 15. Solutions to Grow and Evolve Our Transformation 1. ScaleAgile Coaches through Enterprise Coaching Office, BU Coaches, and ScrumMasters 2. Grow ScrumMasters into Team Coaches 3. Create Training that emphasizes principles and informs roles 4. Cultivate community and culture
  16. 16. Scaling Agile Coaches
  17. 17. Scaling Model 1 Enterprise Coaching Office 5 Enterprise Agile Coaches 20+ Business Units 200+ Scrum Teams 150+ ScrumMasters Enterprise Coaching Office BU Coach SM SM SM BU Coach BU Coach SM SM SM SM SM SM SM SM SM SM SM SM BU Coach BU Coach
  18. 18. Enterprise Coaching Office Partners with BU Coaches and oversees Enterprises health Services: Training Coaching Lead org transformation Facilitation Strategic Initiatives Engages Enterprise leadership EnterpriseAgility Initiatives Attends to Enterprise health
  19. 19. Business Unit / Program Coaches Recognized Leader: strong influencer and change agent Collaborates with Chief Product Owner Measures and tracks team health Continually improves quality and delivery practices Regularly conducts program level retrospectives Collaborates with other BU / program coaches Collaborates with Enterprise Coaching Office on enterprise-wide initiatives Coaches ScrumMasters and oversees the BUs or programs health
  20. 20. ScrumMasters Recognized leader Deep knowledge of Scrum, Lean principles Desire and ability to coachAgile principles and practices Optimizes team throughput Great facilitator Measures and tracks team health Continually improves quality and delivery practices Protects the team Team coaches that oversee the teams health
  21. 21. Grow ScrumMasters
  22. 22. Growing ScrumMasters into Team Coaches 3 Step Program Revamped SM training Internal Certification of Scrum Masters ScrumMaster Qualifications
  23. 23. Revamped ScrumMaster Training The ScrumMaster role and competencies Lean Principles: Focus on the WHY Tips and best practices for Scrum Facilitation role play Team Coaching: How When Practice Training emphasizes coaching and facilitation
  24. 24. Internal ScrumMaster Certification Program Team SurveyObservationOnline Exam
  25. 25. ScrumMaster Certification Key Learnings This is a large effort! Track results ScrumMaster engagement What is going on withALL the teams Themes start to emerge Set expectations; understand context Evaluated vs. coached
  26. 26. ScrumMaster Qualifications Qualities: Leadership,Agile interest, intellectual curiosity, desire to coach Experience: Quantitative and qualitative Training: 3 days internal training Certification: Pass the program
  27. 27. Training
  28. 28. Training Strategy Focus on Lean principles Flexibility in practice Role-based training: New HireAgile Training: TRAIN EVERYONE Product Owner Leadership ScrumMaster
  29. 29. Focus on Lean Principles Emphasize the WHY: Lean Give options on the practices (HOW) Allow context and principles to drive practice selection
  30. 30. Flexibility in Practice Keep the practices evolving and adapting Introduce new frameworks, practices Example: Kanban Introduce new options on existing frameworks and ceremonies Example: Retrospectives
  31. 31. Cultivate Community
  32. 32. Communities of Practice (CoP) ScrumMaster CoPs: Participants:All ScrumMasters in the BU Led by the BU / Program Coach Enterprise-wideAgile CoP: Participants:All Program Coaches across the Enterprise Led by a Coach from the Enterprise Coaching Office Functional / Engineering CoPs: Participants: Technical leaders in a functional discipline Led by well known leader in the functional area
  33. 33. Culture: Tending the Agile Garden Strategies: EmphasizeAgile mindset and values Recruit forAgile mindset Cultivate Executive support Leadership training DevOps initiative
  34. 34. Additional work weve done Retrospective workshops Focus on teaching ScrumMasters how to facilitate effective retros Includes remote / distributed retrospectives Renewed emphasis on sprint reviews Educating ScrumMasters about real sprint reviews Renewed emphasis on getting to done every sprint Revised Enterprise-level Definition of Done (DoD) Kanban Targeted primarily at Operations teams Applied in a global, follow the sun support model
  35. 35. Howd it go???
  36. 36. The Fruits of our Labor Increased Trust, Collaboration Larger Practices Toolkit Predictable Delivery Sustainable Culture ScrumMasters more engaged and valued Deeper connection with Agile principles Role Clarity Communities for ongoing support
  37. 37. Group Exercise
  38. 38. What Ideas Can You Apply? Coaching Grow ScrumMasters Training Culture Enterprise Coaching Office SM Training: Facilitation and Coaching Train everyone Focus on Principles and Mindset Business Unit Coaching Internal Certification Leadership training Recruit for Agile Mindset Grow SMs into Team Coaches SM Qualifications Emphasize Principles Executive Support Flexible and evolving Practices
  39. 39. Questions?