Building Your Agile Coaching Practice
3 likes589 views
The document outlines the agile coaching practice at Salesforce, emphasizing the importance of a scalable model built on lean principles and guided by the agile manifesto. It discusses the responsibilities and strategies for effective agile coaching, potential pitfalls to avoid, and the significance of leadership support and team diversity. The presentation also includes forward-looking statements regarding the company's performance and uncertainties that may impact future results.
More Related Content
Similar to Building Your Agile Coaching Practice (20)
![[COS] [OfficialCirclesContent] Circles of Success - Train End-Users for Faste...](https://cdn.slidesharecdn.com/ss_thumbnails/cosofficialcirclescontentcirclesofsuccess-trainend-usersforfasteradoption-230224041811-f113d7bf-thumbnail.jpg?width=560&fit=bounds)
More from Salesforce Engineering (20)
Building Your Agile Coaching Practice
- 1. Building Your Agile Coaching Practice Agile @ Salesforce Nick McDuffie Enterprise Agile Coach, Salesforce [email protected] @nickmcduffie
- 2. Nick McDuffie Enterprise Agile Coach, MBA, CSP, CSM, CSPO, PMP
- 3. Forward-Looking Statements 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.
- 4. How We Got Here…
- 5. In the Early Days… • Delivering consistently • Easy with everyone in same office • No hand-offs • Clear communication
- 6. Growing Pains Caused… • Incredible Growth • Unpredictable releases • Bottlenecks • Lack of visibility • Changing priorities
- 7. We were not delivering value to our customers!
- 8. 400+ Agile Teams @ Salesforce We’ve Built a Scalable Model
- 9. Is an Agile discipline and culture specific to Salesforce.com. Is built upon lean principles. Is guided by the agile manifesto. Employs scrum and kanban frameworks to manage work. Includes certain extreme programming (xp) practices. Agile @ Salesforce was the Solution
- 10. Ensure Agile Coaching Practice is Providing Value Providing Agile Foundation • Armed with a common language, knowledge and skills Being a Trusted Partner • Enable reliable and healthy delivery Breed a Culture of Agility • Continue to work with business partners to focus on agility throughout the organization Adding Value by…
- 11. Agile Coaching Practice Responsibilities • 1x1 coaching • Line of business / team engagements • M&A agile transformations • Support self-organizing teams/clouds • Training (develop & execute) • Internal certification program • Scaling your practice • Brown bags, office hours, open spaces • Facilitate large retrospectives
- 12. Discussion • What other ways have you supported your organization as an agile coach or agile coaching practice? • How does (or will) your organizations agile coaching practice add value? Get into groups of 2 or 3 and discuss these questions with each other.
- 13. Pitfalls and Mistakes to Avoid •Becoming like a PMO •Focusing only on training and not coaching •Not involving product owners or only supporting “IT” •Not marketing yourself internally •Not being a disrupter in your organization •Theory only
- 14. Key Elements of an Agile Coaching Practice •Full support of leadership in your organization •Build a team that has a diverse background •Have your team set the agile example •Networking through your Org •Scaling your practice
- 15. thank y u
Editor's Notes
- #2: This is a maximum 50 minute presentation
- #4: Key Takeaway: We are a publicly traded company. Please make your buying decisions only on the products commercially available from Salesforce. Talk Track: Before I begin, just a quick note that when considering future developments, whether by us or with any other solution provider, you should always base your purchasing decisions on what is currently available.
- #9: We reached a period where it took us 15 months to get a release out the door! We need a solution. We could no longer operate this way. We needed to go back to what worked, and Scale for the future
- #11: We currently have over 400 agile teams operating within Salesforce.com’s Technology department. About 80% are using the scrum framework (mostly software development teams), 20% kanban (infrstructure & ops)
- #12: ADM was born!
- #13: After setting our stage of where SFDC has been, we move into our agile coaching practice at SFDC.
- #17: 5 Key Elements