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Agile Transformations that Stick:
Lessons from salesforce.com’s
Enterprise Journey
Agile Summit Turkey, 2013
Nicola Dourambeis
Safe Harbor Statement
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 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, 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 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, 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 our fiscal year ended January 31, 2008, our quarterly
report on Form 10-Q for our fiscal quarter ended April 30, 2008, and in other filings with the Securities and
Exchange Commission. These documents 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 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.
Nicola Dourambeis
VP Agile Infrastructure Delivery
Salesforce.com
Who We Are: Cloud Computing Driver, Catalyst
and Evangelist

Mainframe

Client/Server

Enterprise
Cloud Computing
No Hardware/Software
Subscription Model
Automatic Upgrades
Constant Innovation

1960s

1980s

Today
#1 in Cloud Computing and CRM

#1

World’s #1
CRM

Cloud
Computing

Innovation
2011, 2012, 2013
The back story
Number of people in R&D
smart

fast

innovative
7 years later
rapid success
47,700+
Customers
1,100,000
Subscribers
10 Billion
transactions per quarter
and it was becoming more difficult to deliver
Days between Major Releases

Features Delivered per Team

2000

2001

2002

2003

2004

2005

2006
Lack of responsiveness, lack of team
alignment on priorities
Unpredictable completion of anything
Lack of
Visibility
Resource Bottlenecks
Infrequent Customer Feedback
What did we do
about it?
Nicola Dourambeis, Salesforce | Agile Turkey Summit 2013
What is ADM?

ADM (Adaptive Delivery Methodology)

salesforce.com’s flavor of agile
Scrum project management framework
XP practices
Based on Lean principles
The Rollout
Gain
Executive
Alignment
Figure out your team structure
Projects

Prioritized
Backlogs

Self-organized
Scrum Teams
Invest in training
Everyone
Everyone jumps in
together
Create a dedicated, cross-functional rollout
team
Position as a return
to our core values
Get
Coaching
Help
Create ScrumMaster
and Product Owner
communities
Experiment, be patient and expect
to make mistakes
Transformation Results
Features Delivered per Team

Days between Major Releases

2000

2001

2002

2003

2004

2005

2006

2007
The Beginning (2006)

2006

25+ agile teams

in R&D
This will work when
your organization is
small
But when you grow
large, you need
more
We scale both
deep and wide
Embrace
Difference and be
prepared to
stretch Agility
Scale with
values
One
Codeline
Just
enough
structure
but no more
ADM Release Cycle
Release

Feb

Release

Mar

Apr

May

Planning cycle for
next release

Jun

Release

Jul

Aug

Sep

Planning cycle for
next release

Oct

Release

Nov

Dec

Jan

Planning cycle for
next release

Coordinate release
planning with generic
framework
Tools Help
But really, it’s the
people that make
things happen
And we make a big
investment in
collaboration
Maintain Technical Health
Debt is the Enemy
Create a
Single
Definition
of Done
Stop the codeline when test
failures are too high
Strong
Attention to
metrics

Status

Metric

Now
(7/30)

Potentially Releasable Metrics

Release Criteria

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%

0

0

Unresolved Integrations
Maintain team
focus
Hire for Values
and Culture Fit
2013

200+ agile teams
R&D, IT, & Technical
Operations
Lessons Learned
Be Bold
and
don’t go
Halfway
Get everyone aligned and
committed
Always look for
things to improve
It’s ok to fail along
the way
Stick to your principles
Focus on values over
mechanics
Agile does work at scale
Let small successes give you
confidence to push further
Questions?

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