agile 2010 conference - a holistic approach to scaling agile at salesforce
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A holistic approach to scaling agile at Salesforce.com
Agile 2010 ConferenceOrlando, Florida
Steve GreeneNicola Dourambeis
Who are we?
Steve GreeneVP, Program Management
Nicola DourambeisDirector, Agile Delivery
Problems?
Unpredictable completion of anything
Lack of Visibility
Resource Bottlenecks
Infrequent Customer Feedback
2000 2001 2002 2003 2004 2005 2006
Features Delivered per Team
Days between Major Releases
What did we do about it?
The Beginning (2006)2006
25+ agile teamsin R&D
2010
100+ agile teams
R&D, IT, & Technical Operations
What is ADM?
ADM (Adaptive Delivery Methodology)
Salesforce.com flavor of agile
Scrum project management framework
XP practices
Based on Lean principles
Next steps to scale
We scale both deep and wide
After success with R&D, ADM was rolled out to IT
3 month rollout:Don’t overthink it, start, inspect and adapt
Next Up: Technical Operations moved to ADM
Embrace Difference and be prepared to stretch Agility
Wide scale has challenges, scaling deep has more
Challenges
Aggressive Hiring
Let’s change the world!
Scale with values
One Codeline
ProductDependencies
Leadership
Solutions
Scale Problem #1Dependency Management is Hard
Dependency Management is Hard
Just enough
structure but no more
ADM Release Cycle
Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan
Release Release ReleaseRelease
Coordinate release planning with generic
framework
Planning cycle for next release
Planning cycle for next release
Planning cycle for next release
Tools Help
But really, it’s the people that make things happen
And we make a big investment in collaboration
Maintain Technical HealthDebt is the Enemy
Create a Single Definition of Done
Stop the codeline when test failures are too high
Status Metric Now(7/30) Release Criteria
Potentially Releasable Metrics Feature Freeze Threshold
Basic Ftest 100% 100.0%
Utest 100% 100.0%
Full Ftest 100% >99.8%
Extended Ftest 96.86% >99.75%
Basic Selenium 99.76% 100.0%
Selenium 99.6% >99.5%
Unresolved Integrations 0 0
Strong Attention to metrics
Maintain team focus
Hire for Values and Culture Fit
Let’s go deeper
Case Study
Agile Program Management
Urgent change based on new strategic direction
The ugly baby
High LevelGoals
Design & Priorities
Global Prioritized “Feature” backlog
Move teams not people
26 to 33 to 27 Teams
Team 13
Team 11
Team 9
Team 10
Team 14Team 8Team 7
Team 12
Team 19
Team 18
Team 16
Team 15
Team 17
Team 25
Team 21
Team 20
Team 27
Team 22
Team 23
Team 24
Team 26
Team 2
Team 3
Team 4
Team 5
Team 1
Team 6
Launch & Collaborate
Align to Workgroups
Team 13
Team 11
Team 9
Team 10
Team 14
Team 8Team 7
Team 12
Team 19
Team 18
Team 16
Team 15
Team 17
Workgroup 4
Workgroup 2
Team 25
Team 21Team 20
Team 27
Team 22
Team 23
Team 24
Team 26
Team 2
Team 3
Team 4
Team 5
Team 1
Team 6
Workgroup 1
Workgroup 3
Collaboration is key (up, down, across)
Meet to realign every day
Full Coordinated Transparency
Visibility to Program feature priorities
Visibility to Workgroup feature priorities
Features Priority Status
Console 1
Client-Side Data Binding 2
Sharing model 3
Home page redesign 4
Workbench 5
Prioritizer UI 6
Investigations support 7
VF redesign 8
RCA support 9
Universal workflow 10
api 11
Program Dependencies
Delivering Team & Feature
Consuming Team & Feature
May June July
Team 8
Team 7
Something more
Something I want Team 22
HighHighMedMedLowLow RiskDone
Done – DeliveredLow – On trackMedium – Possible concerns/may miss deadline High – Not scheduled, cannot deliver, or deadline missed
Feature at risk
Feature
Team 12
Team 18
Something I need Cool Feature
Team 10
Team 11Something else I need
Another Cool Feature
Monitor complexity & maintain visibility
Lessons Learned
Be Bold and don’t go Halfway
Don’t be satisfied, always look for things to improve
Stick to your principles
Trust the teams over creating mandatory process & structure
Agile does work at scale
Lightweight structure & more autonomy
Questions?
http://www.slideshare.net/sgreene
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