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Cycle d’Evolution d’une application Salesforce Introduction au Centre d’Excellence

Mardi 22 Avril Avril 2014

Vos intervenants ce jour

Ludovic

de Galzain

Success Manager

Véronique

Riccobene Mira

Success Manager

Quelques rappels :

Questions, Réponses et Collaboration

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Les objectifs du séminaire :

Introduction à la méthodologie de gestion des cycles d'évolution

Premiere étape de mise en oeuvre d'un centre d'Excellence..

1. Introduction

2. Benefit of CoE

3. CoE Processes

4. CoE Roles &

Responsibilities

5. First steps to setup

your CoE

6. Summary

The Management framework you put

in place (Team, a Shared facility or an Entity) to

move forward on projects and

continuously increase Adoption and

Business Value Realization:

• Support, Continuous Improvement

• Risk, Leadership,

• Evangelization, Training, Best Practices,

• Research, Innovation,

A CoE guides the successful delivery of a program:

Work with executives to understand the business goals and strategies

Solicit feedback from the business and continually update the program/project roadmap

Create Business & IT partnership

Seek advice from the executive if any program/project showstoppers arise

Adheres to industry standards

What is a

Center of Excellence?

But Doesn’t a CoE only Apply when Building

Custom Applications?

A Center of Excellence is about providing a consistent,

manageable set of processes and procedures for

building solutions on the Salesforce platform.

CoEs drive process execution so that you can identify, prioritize,

assign, execute, and communicate while leveraging people,

processes, knowledge, and technology.

Knowledge People Processes Technology & Data

What is a CoE made of?

1. Introduction

2. Benefit of CoE

3. CoE Processes

4. CoE Roles &

Responsibilities

5. First steps to setup

your CoE

6. Summary

Why do you need a CoE?

Prevent Resource

Bottlenecks

Drive Innovation & Agility

Control / Reduce IT Cost

Align IT with Business

priorities

+ =

Why do you need a CoE?

Resource Bottlenecks

Innovation & Agility

Control / Reduce IT Cost

Align IT with Business

priorities

+ =

IT

INCREASES

Focus on

Business

Priorities

PROMOTES

Rapid Response

to Business

Requirements

REDUCES

The Overall

Application

Backlog ENABLES

Rapid

Application

Development

Business

Drives Partnership

between Business & IT

Enables Velocity

Address

Complexity

Promote Use of

Best Practices

Global/Local deployment

Large data volumes

Data strategy & management

Integrations

Multiple divisions/orgs strategy

Sponsorship & Governance

Release management

In-house Salesforce expertise

development

Leverage of resources and

partners

Process optimization

Focus on value

Reduces Business Risk

…and Reduce Risks

Main topics to adress

Your Pathway to Success

Keep it Simple

Communications

CoE

Review Process

Review Technical

Guidelines

Goals

PROGRAM

OBJECTIVES

PROJECTS

GODLEN RULES

PROGRAM

FOUNDATIONS

COMPANY

VISION

KEY PRINCIPLES

1

2

3

4

Before setting-up your CoE

Exemple of

Company Vision

1. Introduction

2. Benefit of CoE

3. CoE Processes

4. CoE Roles &

Responsibilities

5. First steps to setup

your CoE

6. Summary

CoE Processes

End to End Support

– Set-up a support process from End-Users to Solution team

Ideas / Change Request

– Listen users ideas and request (process, solution, training)

– Track users need and review through a change board

Communication

– Monthly/quarterly newsletter (internal Marketing / communication)

Data Quality

– Set-up data governance (define, measure, analyze, improve, control)

Adoption & change (inc training)

– Adoption follow-up is a continuous process which is local and depends on the process

– Monitor adoption with KPI adapted to the maturity

– Anticipate negative factors

– Identify blocking points

– Push adoption with Contests and Carrot & stick

Business value realization

– Monitor business value realization and present monthly results at executive committee

Ongoing Support Model Consider 4-tiered approach

Level Type Description

Tier 1 Internal networkers Power Users and Champions Advanced users who excel in the usage of the application

The “go to” person for their community

Vocal advocate of support

End Users Day-to-day users of the application

Can be advocates to their peers

Tier 2 Internal Help Desk The support help desk should have defined points of contact

with the network of change agents identified

The change agents need to help to filter out their team’s

questions with obvious answers

Involvement of the change agents will also help identify what

may have been missed in the user training and what can be part

of refresher training

Tier 3 SFDC administrator End User or Power User escalation

Configuration changes, data loads, scheduled processes

Tier 4 Salesforce.com Premier

Support

Escalation for Tier 3 to help resolve issue

Key Users, Champions

Process/Solution Teams

All Users

Key users

Share issue, ideas, best

practices community in a

Chatter group

Moderate the Chatter group,

create/follow Request

Board of

Change

Composed of Business, IT

Sponsors, local/global teams

Validate new requests based

on Business value and

priorities

Process team

Solution team (Global/Local ressource)

Design the solution

Drive Roadmap delivery

Manage Environment

Communicate new features

Communicate the new features

Cascade training materials

Measure success/ROI

NPS

Design / Build / Deliver

Escalate

Center of

Excellence

1 2

3 4

5

Ideas / Change Request

Change Management Process Flow Example

SF

DC

User

SF

DC

Ad

min

C

ha

ng

e

Co

ntr

ol B

oa

rd

IT

Submits

change

request

Reviews

request Approved?

Determines

release

timeframe

Analyzes

request and

timeframe

IT required?

Configure

feature/

functionality

Sandbox Environment

Sandbox

required?

Configure

feature/

functionality

Production Environment

Notifies CMM

request

completed Conducts

Testing

(end-user & IT)

Moves changes

to production

environment

Communicates

changes to

end-users

User notified

Ongoing Support Model cont. Comprehensive plan supporting each communities needs

• Leverage Salesforce Cases or custom application to manage changes

• Leverage your internal Help Desk

• Develop skilled administrators

• Delegate administration duties across business lines

• Use scrolling home page component

• Build Change Control Board to streamline processes

• Create FAQs to reinforce how-to guidance

Collect Feedback/Change Requests User feedback and requests through Chatter

Communication Strategy Assessing your organization’s needs

• A comprehensive communication strategy:

Is targeted training for specific groups or roles

Assesses needs of each audience and is based on functional, cultural or

geographical needs

Allows users to prepare before hand (e.g., web based tutorials, Chatter...)

Provides formal and informal training programs for continuous improvement

Set-up Monthly Information Meeting

• Suggested training and communication tools:

Class room training

Web-based training/recordings

Newsletter communications/Tips & Tricks

Home page Messages & Alerts

Chatter Group

1. Introduction

2. Benefit of CoE

3. CoE Processes

4. CoE Roles &

Responsibilities

5. First steps to setup

your CoE

6. Summary

BUSINESS PROCESS

SOLUTION DATA

CORE

TEAM

Center of Excellence Roles and responsibilities

Role Responsibilities

Executive Sponsor Sets the business vision for the Salesforce program

Sets priorities and steers team decisions based on strategic business objectives

Drives yearly budget and staffing allocation decisions

Executive Steering

Committee

Provide executive vision and steering of the SFDC application across the enterprise (cross-functional

representation)

Change management arbitration and approval for new projects to meet vision & business objectives

Final issue and escalation point

Global Program Owner Responsible for the overall Program effort at organization

Manages escalations and risk mitigation

Coordinates efforts across multiple initiatives, including staffing

Define overall metrics to be tracked by Program

Manages SI vendor relationships

Ensure initiatives map to metrics strategy

COE Technical Director Responsible for the overall technical approach for Program

Establishes technology standards and guidelines

Manages technical escalations and risk mitigation

Manages technical vendor relationships

Application Management Provide functional architecture strategy and guidance

Reviews functional design for the different work streams

Defines configuration standards

Evaluates new SFDC Features

Implements configuration requirements of work streams (Configuration resources are allocated as appropriate to

work streams)

Center of Excellence cont. Roles and responsibilities

Role Responsibilities

Data Architect Provide data architecture and solution

Identifies best practices for implementation of Single Source of Truth

Defines security and data sharing model

Reviews data design for work streams

Implements data requirements (Data migration resources are allocated as appropriate to work streams)

Technical Architect Team lead for the salesforce.com integration implementation team

Subject matter expertise and technical guidance on best practices for integration with salesforce.com

Reviews integration design for initiatives

Provides guidelines for usage of APEX Code, VF and other advanced customization in SFDC

Implements enterprise integration strategy

Provides data architecture and single source of truth strategy

Technical issue management

Quality Provide overall quality assurance best practices

Reviews testing approaches for work streams

Establish testing plan and test scripts

Executes testing

Release Management Responsible for environment management and strategy

Responsible for the coordination of code release scheduling (including testing and production, release

scheduling)

Help Desk and Support Provide first and second line support for end users

Includes Administration requests based on approved change management requests

Center of Excellence cont. Roles and responsibilities

Role Responsibilities

COE Business Director Responsible for the overall business engagement for the Program

Establishes business standards and guidelines

Coordinates business resources

Manages business escalations and risk mitigation

Manages business vendor relationships

Change Management and

Adoption

• Conducts stakeholder assessments across the initiatives

• Responsible for overall Change Management strategy, including communications plan and templates to support

releases and end-user deployments

• Executes change management plan

Training and Deployment • Responsible for overall training strategy, plan and curriculum development to support releases and end-user

deployments

• Responsible for overall end-user deployment strategy and planning

• Executes Training

Business Process (BA) • Responsible for overall business process analysis and requirements gathering

• Act as subject matter experts in specific processes

• Ensures business needs are met with technical design

Ops Support, Reporting, etc. • Provides operations support for end users (e.g. creation of views, reports, dashboards)

Business Unit Roles and responsibilities

Role Responsibilities

System Administrator • Understands all aspects of Salesforce configuration and technical/functional capabilities, including all

changes and potential system implications

• Communicates regularly with the Salesforce Business Owner, IT systems leadership, CRM Steering

Committee and other stakeholders to ensure functionality meets field needs and to develop ongoing project

plan.

• Maintains at least high-level familiarity with other IT system /business application capabilities and scope

definition in order to make recommendations about potential upstream/downstream integration or

functionality intersection points.

• Champion Salesforce within the technology systems group, educating other team members on the

capabilities and potential applications of Salesforce.

• Serves as key liaison with IT technical resources in areas related to system support for areas such as

wireless, Outlook integration, etc.

• Supports Corporate Marketing’s use of Salesforce, including assisting with mailing list generation/cleanup as

needed and helping Marketing automate processes related to national marketing campaigns.

• Develops ad-hoc reports as requested by user groups or stakeholders, performs analysis on data as required.

• Performs a myriad of ongoing system administration (see “extra slide” for more details at end of presentation)

Business Unit cont. Roles and responsibilities

Role Responsibilities

Business Application

Manager (BAM)

(Could replace Sales

Process Architect and

Business Process Analyst

on next slide).

• Understands business requirements and how to effectively translate to Salesforce

• Possesses both strong and some tactical Salesforce skills to understand how changes may impact entire

user universe

• Executive level support and belief in the benefits of Salesforce application for its user base

• Intimate knowledge of the organizational culture and structure

• Updated information on any organizational changes or business process improvements

• Ability to send updated training and benefits communications to the user group

• Excellent communication skills to help internally .sell. and .service. the user group

• Excellent training skills to perform ongoing training sessions (if designated, “BAM” is also to attend

Salesforce internal trainer)

• Support of management ongoing Salesforce training sessions as new features and on-demand versions of

the application are launched

• Strong relationships with the managers of the user group to ensure proper use of the application

• Be the “voice” of the user community to represent to management commonly requested and needed

changes to the application

• Hold quarterly update meetings with the initial Steering Committee to revisit application success factors and

ensure incorporation of additional user requirements

Business Unit cont. Roles and responsibilities

Role Responsibilities

Sales Process Architect • Define overall capability scope and priority

• Define the business case and business metrics tied to Sales goals

• Set the globally consistent business processes

• Identify and facilitate resolution of cross-process issues (requirements and design)

Business Process Analyst • Provide leadership and articulate process vision

• Responsible for end-to-end business process

• Coordinate involvement of User Advisory Group and business team

• Manage process development status, work stream issue identification, resolution, and escalation

• Complete deliverables across processes

• Work with the business team members to identify business process changes and opportunities for

implementation prior to system deployment

• Collect priorities from Partners and Internal Business stakeholders

• Manages gate and deployment schedule for capability

• Monitor progress and key success metrics for newly launched processes

User Advisory Group

• Provide direct stakeholder input to the program

• Participate in business process development, requirement workshops, user acceptance testing

Business Team

• Participate in solution design, delivering business, geographic, site, or cross-organization specific requirements

• Provide detail knowledge of respective process but can also see the “big picture”

• Act as solution advocates

• Participate in business readiness activities

Typical Staffing Levels – Run the Business

Source: Hire On Demand

#

Users

System

Admins

Analysts Developers Architects Champions

31-74 1+ Full-Time

Administrator

1 for 25 users (20%

time)

75-149 1 Sr. Admins

1 Jr. Admin

< 1 Business

< Data Analyst

<1 Application 1 for 25 users (20%

time)

150-499 1 Sr. Admin’s

2 Jr. Admin

1 Business

1 Data Analyst

< 1 Integration

1 Application

<1 Integration

< 1 Application

< 1 Technical

< 1 Business Process

1 for 25 users (20%

time)

500-700 2-4 Admins 1- 2 Business

1-2 Data

1 Integration

2 – 3

Developers

1-2 Integration

1 Application

< 1 Technical

< 1 Business Process

1 for 25 users (20%

time)

700+ 5 Admins 3-4 Business

1-2 Data

2-4 Integration

4+ Developers

1-2 Integration

1 Application

1 Technical

1 Business Process

1 for 25 users (20%

time)

1. Introduction

2. Benefit of CoE

3. CoE Processes

4. CoE Roles &

Responsibilities

5. First steps to setup

your CoE

6. Summary

Next steps

• Brand your CoE

How would you name the CoE?

Define Mission/Charter for your CoE

Do you have an existing Governance Model for your on-premise platform that you can

leverage (Process)?

• Setting up the Model

Agreement on the functions of CoE

Identify members and their roles – stakeholders, executive sponsors, team members with

roles and responsibilities; use CoE Responsibilities slide to define the resource required to

met the business requirements

Identify CoE Model

• Establish Change Control Process (Change Management)

Define Release Request and management process,

Define Deployment Strategy

Define Training and Adoption Strategy

Next steps • Setup Governance Cadence

Set up Meeting agenda and schedule

Working together with Change Management (process for Handover)

• How would you operationalize the functioning of COE?

Are you going to use Salesforce for the functioning of your CoE - Chatter (Groups, Polls),

Reports and Dashboard, Workflow?

Are you going to use Salesforce PM Toolkit and/or any other App Exchange product –

Change it?

• Define Metrics to measure Success

How to Measure

Strategy to Communicate

• What are the other governance areas that you would like CoE to

govern?

Data Management Strategy – Data Architecture, Data Quality and long term Data

Management

Integration Best Practices

Define On-going Support Plan

1. Introduction

2. Benefit of CoE

3. CoE Processes

4. CoE Roles &

Responsibilities

5. First steps to setup

your CoE

6. Summary

Key Factors that Impact Success of CoE

ANXIETY

CONFUSION

VISION INCENTIVE GOVERNANCE ACTION

PLAN + + + SUCCESS =

FALSE STARTS

FRUSTRATION

GRADUAL CHANGE

VISION INCENTIVE GOVERNANCE + + = ACTION

PLAN -

VISION GOVERNANCE ACTION

PLAN + + = INCENTIVE -

VISION INCENTIVE ACTION

PLAN + + = GOVERNANCE +

VISION INCENTIVE GOVERNANCE ACTION

PLAN

+

+ =

INCENTIVE GOVERNANCE ACTION

PLAN + + = VISION

- +

SKILLS

SKILLS

SKILLS

SKILLS

SKILLS

SKILLS

+

+

-

+

+

+

Informations

complémentaires

Help & Training : Votre point de réference !

Documentation

Knowledge Base

Cases

Online Training

Contact Support

Informations à votre disposition :

appexchange.salesforce.com

Hundreds of free and paid apps

trust.salesforce.com System Status Planned Maintenance

developer.force.com

Technical Library, Partners, Blog, Cookbook, Code Share, Boards