1. Effecting a DevOps
Transformation at Salesforce.com
Agile 2013
Dave Mangot
Architect, Infrastructure Engineering
@davemangot
in/dmangot
Karthik Rajan
VP, Infrastructure Engineering
@kabbyr
in/karthikrajan
2. Safe Harbor
Safe 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 product or service availability,
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.
The risks and uncertainties referred to above include – but are not limited to – risks associated with developing and
delivering new functionality for our service, new products and services, our new business model, our past operating losses,
possible fluctuations in our operating results and rate of growth, interruptions or delays in our Web hosting, breach of our
security measures, the outcome of any litigation, risks associated with completed and any possible mergers and
acquisitions, the immature market in which we operate, our relatively limited operating history, our ability to expand, retain,
and motivate our employees and manage our growth, new releases of our service and successful customer deployment, our
limited history reselling non-salesforce.com products, and utilization and selling to larger enterprise customers. Further
information on potential factors that could affect the financial results of salesforce.com, inc. is included in our annual report
on Form 10-K for the most recent fiscal year and in our quarterly report on Form 10-Q for the most recent fiscal quarter.
These documents and others containing important disclosures are available on the SEC Filings section of the Investor
Information section of our Web site.
Any unreleased services or features referenced in this or other presentations, press releases or public statements are not
currently available and may not be delivered on time or at all. Customers who purchase our services should make the
purchase decisions based upon features that are currently available. Salesforce.com, inc. assumes no obligation and does
not intend to update these forward-looking statements.
3. Karthik Rajan
Responsible for the infrastructure
platform for running the salesforce.com
service -
“Infrastructure as Code”
5 years @ salesforce.com, in various
roles - developer to management
Photographer. Petrolhead.
Collector of many many gadgets
4. Dave Mangot
• Mainly focused on automation,
monitoring, orchestration and
lastly...cultural change!
• Systems Engineer 15+ years,
a variety of companies big
(Cable & Wireless, Sun
Microsystems) and small
(Tagged.com, Terracotta)
5. The 5 Why’s:
• Why are we the same? Different?
• Why didn’t we transform TechOps on the first try?
• Why are we succeeding?
• Why we still have challenges
• Why are you here?
6. Why are we the same? Why are we different?
http://flic.kr/p/eeWbP8 http://flic.kr/p/eeWbGp
23. We’ve got a customer or two…
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24. I’ve got a few more customers…
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25. Now we’re making money…
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42. The 3 Ways – Gene Kim
The First Way emphasizes the performance of the entire system
The Second Way is about creating the right to left feedback loops.
The Third Way is about creating a culture that fosters two things:
continual experimentation, taking risks and learning from failure;
49. The Toyota Way - Kata
http://upload.wikimedia.org/wikipedia/commons/7/70/Iaido2.jpg
50. ADM for Cultural Change - DevOps Kata
•Daily Standup - #8 “Encourage effective two way communication and other
means to drive out fear throughout the organization so that everybody may
work effectively and more productively for the company.”
•Sprint Retrospective - # 13 “Institute a vigorous program of education and
self-improvement”
•Sprint Demo - #9 “Break down barriers between departments. People in
research, design, sales, and production must work as a team, in order to
foresee problems of production and usage that may be encountered with the
product or service.”
52. Theory of Constraints as per Goldratt
http://images4.wikia.nocookie.net/__cb20080623095705/starwars/it/images/thumb/d
/d4/JawaNEGAS.jpg/331px-JawaNEGAS.jpg
64. Present and Future Challenges
• Bringing Agile into traditional IT Ops
• Bringing IT Ops in with Infra Eng and R&D
• Re-educating workforce
• Recruiting
• Scaling Securely