salesforce governance: a new hope - apps associates · medium low captured sfdc reduce number of...

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Salesforce Governance: A New Hope

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.


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


Rebel Alliance Challenges


Salesforce Challenges


Rebel Alliance Solution


Your Solution: Center of Excellence

A Governance Framework To

Drive global or large multi-division projects

Drive strategic leadership and executionfocused 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


Come up with a Plan


100-Day Plan: Month 1


Define a Business Case / Sell it

Example Objectives Key Metrics

Revenue Generation

Improve Customer’s Image of Brand

Improve New Customer Acquisition

Increase Sales to Existing Customers

Increase Retention of Existing Customers

Improve Sales Effectiveness

Cost Savings

Avoid strategic Project Costs

Reduce Business Operations Costs

Reduce IT Infrastructure Costs

Reduce IT Maintenance Costs

Reduce Training and Staffing Costs

• 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


Segregate Business and IT Responsibilities

• Reports

• Dashboards

• List View Management

• Documentation Management

• User Administration

• Solution Management

• Communication Templates

• Email 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)

Business Responsibilities

Daily Changes

IT Responsibilities

MonthlyChanges


Center of ExcellenceA Reference Framework


100-Day Plan: Month 2


Define a Release Strategy

Security Reviews ManyFew

Simple

Difficult

Level of Effort

Immediate Releases

Minor (Monthly) Releases

Major Releases

Implement immediate changes

Owned by individual sub-group

Minimal impact to the production floor

Minor changes impacting two or more groups

Thrice as often as a Major Release

Minor impact to training and production

Major impact on production and integration

Significant changes such as AppExchange development

Aligned with platform releases

Impact across more than one business unit


Delineate Change TypesRelease 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

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 Fields

• 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

HIGH

• 1 day of additional training required

• > 1 week of configuration development

• > 1 week of integration development

• IT led

• Use a Sandbox


Establish an Ongoing Release Process

Assess Roadmap Request

Allocate Resources

Submit Roadmap Request

Post Assessment

Prioritize Roadmap Request

• 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

Submit Roadmap Request

Assess Roadmap Request

Prioritize Roadmap Request

Allocate Resources

Post Assessment


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


100-Day Plan: Month 3 (and beyond)


Expect the Unexpected


Evaluate New Projects

• 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

• Review new project requests as part of CoE meeting

• Determine business priority and alignment with overall Program Roadmap

• Define priorities in CoE Project Database

• 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

• 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

New Project Submission

Project Prioritization

Project Decision

Long Term Evaluation/ Support


Create a Business Value Matrix

Value DriverBusiness Objective

Behavior Changes that Lead to

Outcome

How to Measure the Behavior

Changes – MetricDefinition Priority

Ease of Capture

Readiness for Capture

Source

Increase Revenue

Acquire New Profitable Customers

Increase sales to new customers

% of Accepted Leads to Sale

Percentage of leads accepted that have

been closedHigh Low Not Captured SFDC

Increase number of new customers

% of Sales to New Customers

Percentage of sales associated with new

customersHigh Low Not Captured SFDC

Increase Retention of

Existing Customers

Increase up sell Sales Generated Up sellPercentage of deals

with up sellHigh Low Not Captured SFDC

Increase sales to existing customers

% of Sales to Repeat Customers

Percentage of sales associated with repeat

customersHigh Low Not Captured

SFDC & Oracle

Increase repeat purchase rate

Repeat Purchase RateMeasure repeat

purchase deals against all deals

High Low Not CapturedSFDC & Other

Cost Reduction

Reduce Business

Operation Costs (Sales)

Increase number of deals managed by each user

Average Number of Deals per Account Manager

Average number of active opportunities

managed by AMMedium Low Captured SFDC

Reduce number of sales calls per sale

Average Number of Sales Calls per Sale

Average number of calls made per closed

opportunityMedium Medium Captured SFDC


Use Scrum (or the Force, your call)


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

EventRoleRole

Event

ArtifactArtifact

EventArtifact

• Roles• Events• Artifacts


Product Backlog

• Identify Roadmap – PO, PM, Tech

• Requirements captured as Storieswith 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


Sprint Planning Meeting

• Each requirement is documented thoroughly

• Prioritized by the Product Owner prior to the meeting

Event


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


Daily Standup Meeting

• 10-15 minute meetings begin 2 days after Sprint Planning

• Discuss what was done: Yesterday, Today, Blockers

Event


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


Retrospective

• Follow normal format

– Each team member discusses: Start – Stop – Continue

• Update Process Documentation

Event


You’re a Hero

Thank You!

Web appsassociates.comEmail [email protected] /joncollinscrmTwitter SaaSJC

http://www.appsassociates.com/

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salesforce governance: a new hope - apps associates · medium low captured sfdc reduce number of...

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