Salesforce Governance: A New Hope

Transcription

1 The purpose of governance is to provide a framework of policies, procedures & standards to ensure effective execution of projects / programs and provide strategic decision support & alignment bridging the tactical with the strategic. Salesforce Governance: A New Hope Copyright Apps Associates LLC. 1

2 Key Takeaways It is impossible to scale Salesforce without taking the time and discipline to manage Salesforce as an Enterprise asset Establishing Governance: Difficult short term Transformational mid/long term Will give you your personal life back Scrum can help Copyright Apps Associates LLC. 2

3 Rebel Alliance Challenges Copyright Apps Associates LLC. 3

4 Salesforce Challenges Copyright Apps Associates LLC. 4

5 Rebel Alliance Solution Copyright Apps Associates LLC. 5

6 Your Solution: Center of Excellence A Governance Framework To Drive global or large multi-division projects Drive strategic leadership and execution focused on building, maintaining and sustaining customer success Ensure best practices, adherence to quality and technology standards, and processes for efficiently managing multiple regions and/or business units Copyright Apps Associates LLC. 6

7 Come up with a Plan Copyright Apps Associates LLC. 7

8 100-Day Plan: Month 1 Copyright Apps Associates LLC. 8

9 Define a Business Case / Sell it Example Objectives Revenue Generation Cost Savings Improve Customer s Image of Brand Improve New Customer Acquisition Increase Sales to Existing Customers Increase Retention of Existing Customers Improve Sales Effectiveness Avoid strategic Project Costs Reduce Business Operations Costs Reduce IT Infrastructure Costs Reduce IT Maintenance Costs Reduce Training and Staffing Costs Key Metrics Improve customer lifetime value index Improve sales productivity Improve close rate percentage Reduce sales cycle time Increase size of deals Revenue by channel / product Win / renewal rate Forecast accuracy Reduce employee ramp Reduce capital expenditure Reduce costs of training Reduce support / customer self service Reduce employee attrition Copyright Apps Associates LLC. 9

10 Segregate Business and IT Responsibilities Business Responsibilities IT Responsibilities Daily Changes Monthly Changes Reports Dashboards List View Management Documentation Management User Administration Solution Management Communication Templates Templates Minor Release: Simple configuration changes that do not impact day to day business or require training As required (target monthly) Major Release: New Initiatives and other changes that require training or testing Dates determined by Steering Committee (target quarterly) Copyright Apps Associates LLC. 10

11 Center of Excellence A Reference Framework Copyright Apps Associates LLC. 11

12 100-Day Plan: Month 2 Copyright Apps Associates LLC. 12

13 Define a Release Strategy Difficult Level of Effort Minor (Monthly) Releases Minor changes impacting two or more groups Thrice as often as a Major Release Minor impact to training and production Major Releases Major impact on production and integration Significant changes such as AppExchange development Aligned with platform releases Impact across more than one business unit Immediate Releases Implement immediate changes Owned by individual sub-group Minimal impact to the production floor Simple Few Security Reviews Many Copyright Apps Associates LLC. 13

14 Delineate Change Types Release Type Activities Examples Level Of Effort Immediate Release Small changes that can be implemented in a short time span and directly in the production environment as needed Changes can be configured, tested and deployed with minimal impact within a single business unit DOES NOT HAVE TO GO THROUGH CHANGE CONTROL PROCESS New dashboards & reports Field positioning New related lists (existing objects) New roles Data Loads Territory Alignments LOW No additional training required None or minimal impact to integration Potential candidate for Business Administrators New Fields Minor (Monthly) Release Medium level changes that can be implemented with minor impact to the production environment Changes can be configured, tested and deployed with minor impact to one business unit New page layouts New custom Objects New org or sub-org in role or territory hierarchy MEDIUM < 1 day of additional training required < 1 week of configuration dev IT involvement Major Release Large changes that have major impacts to the business or environment Changes requiring a significant interface update, data migration and/or integration impact Major releases should be tracked by a standard naming convention for items such as: Role Hierarchy, Profiles, Page Layouts, Record Types, Sales and Support Processes, scontrols New AppExchange app Process-impacting configuration changes Data migration impact Integration changes Impacts to multiple business units Use a Sandbox HIGH 1 day of additional training required > 1 week of configuration development > 1 week of integration development IT led Copyright Apps Associates LLC. 14

15 Establish an Ongoing Release Process Submit Roadmap Request Submit Roadmap Request Assess Roadmap Request Assess Roadmap Request Prioritize Roadmap Request Prioritize Roadmap Request Allocate Resources Allocate Resources Post Assessment Post Assessment Business unit complete & submit request Request reviewed by designated CoE member CoE registers request in central repository Updates status of request to business unit At pre-specified intervals, business units review all submitted requests to be prioritized Top 4 requests are assessed by business unit for: value, and risk and by CoE team for resource and costs Business unit prioritized requests are updated with pertinent information CoE performs preliminary prioritization of roadmap portfolio CoE meets with business unit stakeholders to conduct review CoE holds prioritization meeting for final sign-off CoE communicate prioritization decisions to business units Business units complete staffing request for approved projects CoE align staffing schedules CoE assigns resources & budget CRM project is initiated CoE updates CRM roadmap as needed Upon project completion, CoE is notified Metrics are tracked on-going CoE reviews metrics to determine if business case achieved Copyright Apps Associates LLC. 15

16 Define a Global Standards Model Establish a core set of standard functionality which all LOBs will utilize, supported by guidelines defining the areas which may be unique to each LOB Copyright Apps Associates LLC. 16

17 100-Day Plan: Month 3 (and beyond) Copyright Apps Associates LLC. 17

18 Expect the Unexpected Copyright Apps Associates LLC. 18

19 Evaluate New Projects New Project Submission Long Term Evaluation/ Support Project Prioritization Project Decision Define communication process for new projects Projects requests are funneled through CoE All projects are entered into CoE database (i.e. SFDC) Capture business unit request High level requirements Alignment with overall program objectives Business readiness Timeline for launch Reach out to business for additional information/clarification Evaluate the short term and long term alignment with the program Evaluate alignment with ongoing or other pending projects Determine project fit within the overall BU landscape Evaluate how project will be supported (internal resources, external resources) Evaluate post go-live support model for the project Evaluate administrative needs of the project and ongoing administration Review new project requests as part of CoE meeting Determine business priority and alignment with overall Program Roadmap Define priorities in CoE Project Database CoE makes recommendation to the business on the approach and timing of the project Communicate pending projects to the Program Steering Committee Communicate decision to the business sponsors For projects moving forward the necessary individuals should be invited to participate in CoE Approved projects move into the Org Provisioning Process Copyright Apps Associates LLC. 19

20 Create a Business Value Matrix Value Driver Business Objective Behavior Changes that Lead to Outcome How to Measure the Behavior Changes Metric Definition Priority Ease of Capture Readiness for Capture Source Acquire New Profitable Customers Increase sales to new customers Increase number of new customers % of Accepted Leads to Sale % of Sales to New Customers Percentage of leads accepted that have been closed Percentage of sales associated with new customers High Low Not Captured SFDC High Low Not Captured SFDC Increase Revenue Increase up sell Sales Generated Up sell Percentage of deals with up sell High Low Not Captured SFDC Increase Retention of Existing Customers Increase sales to existing customers Increase repeat purchase rate % of Sales to Repeat Customers Repeat Purchase Rate Percentage of sales associated with repeat customers Measure repeat purchase deals against all deals High Low Not Captured High Low Not Captured SFDC & Oracle SFDC & Other Cost Reduction Reduce Business Operation Costs (Sales) Increase number of deals managed by each user Reduce number of sales calls per sale Average Number of Deals per Account Manager Average Number of Sales Calls per Sale Average number of active opportunities managed by AM Average number of calls made per closed opportunity Medium Low Captured SFDC Medium Medium Captured SFDC Copyright Apps Associates LLC. 20

21 Use Scrum (or the Force, your call) Copyright Apps Associates LLC. 21

22 Scrum Agile process that focuses on delivering business value as quickly as possible (every 2 4 weeks) Enables rapid inspection of working software Business sets priorities and enables the team to self-organize & deliver value Role Roles Events Artifacts Role Role Event Event Artifact Artifact Artifact Event Copyright Apps Associates LLC. 22

23 Product Backlog Identify Roadmap PO, PM, Tech Requirements captured as Stories with a clearly defined UAC by Product owner 3 Days before Sprint Planning Meeting Project/Product Owner determines requirements that should be considered for the next Sprint listed in desired order Tech Lead assigns a developer (for sizing only) and the list of requirements is sent to the team 3 days prior to the Sprint Planning Meeting Artifact Copyright Apps Associates LLC. 23

24 Sprint Planning Meeting Each requirement is documented thoroughly Prioritized by the Product Owner prior to the meeting Event Copyright Apps Associates LLC. 24

25 Sprint Backlog Tech Lead assigns Developers up to their capacity When Developers are assigned the QA Lead assigns QA resources up to their capacity Expected DEV and QA Completion Dates are added Salesforce is updated with the Release Date The day following Sprint Planning is reserved for meetings with BAs, DEV and QA to refine requirements and test cases Artifact Copyright Apps Associates LLC. 25

26 Daily Standup Meeting minute meetings begin 2 days after Sprint Planning Discuss what was done: Yesterday, Today, Blockers Event Copyright Apps Associates LLC. 26

27 Sprint Review Day prior to meeting the PO identifies custom requirements that they would like to see demonstrated Custom requirements with external data impact are reviewed at the beginning Event Copyright Apps Associates LLC. 27

28 Retrospective Follow normal format Each team member discusses: Start Stop Continue Update Process Documentation Event Copyright Apps Associates LLC. 28

29 You re a Hero Copyright Apps Associates LLC. 29

30 Web appsassociates.com LinkedIn /joncollinscrm Twitter SaaSJC Thank You!

31 Agile, Value-Driven Cloud Services Copyright Apps Associates LLC. 31