Salesforce & SaaS Governance - Apps · PDF fileSalesforce & SaaS Governance Jon Collins Director, SaaS Apps Associates LLC ... Salesforce.com Product Roadmap ... ‒ Timeline for launch

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Salesforce & SaaS Governance

Jon Collins Director, SaaS Apps Associates LLC

February 18, 2015

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.


Apps Associates – What We Do

Integration Agile Managed Services Strategy & Adoption


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


Customer Feedback: ‘We Can’t Keep Up’

Too Dense Too Fast


Center of Excellence A Governance Framework

• To drive global or large multi-division projects

• To drive strategic leadership and execution focused on building, maintaining and sustaining customer success

• To ensure governance, best practices, adherence to quality and technology standards, and processes for efficiently managing multiple regions and/or business units


Center of Excellence Reference Framework

Disclaimer This is only a reference model. It is critical to understand the principles of the reference model and then apply them to your own organization.


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

Monthly Changes


Functional Accountability

Salesforce.com CoE Functions Deliverables (Guidelines – Best Practices, Processes & Templates, etc.)

Salesforce.com Roles and Profiles Standards & Best Practices (Salesforce permissions)

LOB specific:

• Business Application Manager

• Application / SFDC Admin

• Support – Level I, II, III

Salesforce.com User On-boarding/Termination

LOB Specific:

• Workflow/Approval process and template

• User Entitlement form

Salesforce.com Support Model LOB Specific:

Level I, II, & III Support

Salesforce.com Environment Management

• Guidelines and best practices to leverage SFDC production and sandbox environments to support dev, test, UAT, pilot, prod environments

• Code promotion guidelines and tools (e.g. Snapshot)

• Salesforce.com Release / Change Management

Salesforce.com Product Roadmap • Process/template to submit a new feature request

• Product roadmap sessions


Defining a Release Strategy

Security Reviews Many Few

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


Establishing 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


Building Your 100-Day Plan


Evaluating 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


Business Case Development

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


Worksheet Example Best Practice – 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

Increase Revenue

Acquire New Profitable Customers

Increase sales to new customers

% of Accepted Leads to Sale

Percentage of leads accepted that have

been closed High Low Not Captured SFDC

Increase number of new customers

% of Sales to New Customers

Percentage of sales associated with new

customers High Low Not Captured SFDC

Increase Retention of

Existing Customers

Increase up sell Sales Generated Up sell Percentage of deals

with up sell High Low Not Captured SFDC

Increase sales to existing customers

% of Sales to Repeat Customers

Percentage of sales associated with repeat

customers High Low Not Captured

SFDC & Oracle

Increase repeat purchase rate

Repeat Purchase Rate Measure repeat

purchase deals against all deals

High Low Not Captured SFDC & 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 AM Medium Low Captured SFDC

Reduce number of sales calls per sale

Average Number of Sales Calls per Sale

Average number of calls made per closed

opportunity Medium Medium Captured SFDC


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.


Defining and Documenting Standards

Example of Cross-BU standards:

• Accounts, Contacts

‒ The same Account and Contact Record Types are shared across ALL business units.

‒ The data records are shared and can only have one record type per record therefore any changes to pick lists for Accounts or Contacts will affect all groups and should not be done without full coordination with the CoE

‒ The Account record types correspond to the business segment account pick list field. If new Account records are created by a System Administrator, the appropriate record type should be selected and the Business Segment Account field should be populated.

‒ New records should ideally be coordinated with the other business System Administrators to ensure no duplication and the other Businesses can go into the new record and fill in their business specific fields where appropriate


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

Event Role Role

Event

Artifact Artifact

Event Artifact

• Roles • Events • Artifacts


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

• PO 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 database impact are reviewed at the beginning

Event


Retrospective

• Follow normal format

– Each team member discusses: Start – Stop – Continue

• Update Process Documentation

Event


Deployment Core Concepts

• Metadata – Configuration data

– Apex, Workflow, Custom and Standard Objects, Approval Processes, Page Layouts, etc.

• Data – Records or actual data within Salesforce

– Accounts, Contacts, Custom object records, Custom settings

– Dataloader (dataloader.io)

• Data Loading – Load data through one or more tools

• Data loader, Jitterbit, Import Wizard, Informatica


Deployment Core Concepts

• Deployment – Transfer of meta data from a source into Salesforce

– Potential sources include: • Sandbox or Production orgs

• Source Control (svn, github, bitbucket)

• Packages

• Always develop and test customizations before pushing to production ‒ Thorough unit tests with asserts

‒ Performance Testing • BURP, JMeter

‒ Verification, Regression Testing • Staging Sandboxes


Deployment Tools and Comparison

Tool Connected

Orgs Separate

Orgs Admin

Friendly Repeatable Permissions

Destructive Changes

Change Set X X * X

Migration Toolkit

X X X X X

Eclipse, MavensMate

X X X X

Sandbox Refresh

X X X X

Unmanaged Package

X X X **

Workbench X X X X X


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Email: [email protected]

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Salesforce & SaaS Governance - Apps · PDF fileSalesforce & SaaS Governance Jon Collins Director, SaaS Apps Associates LLC ... Salesforce.com Product Roadmap ... ‒ Timeline for launch