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The road to the Social Enterpise is transformative, but IT departments need to ensure a smooth transition. Join us to learn first hand from customers who have made the journey, how they defined and managed the change with a well crafted governance strategy.
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Governance and the Social
Enterprise
James Hindes, The Standard, Director Enterprise CRM
Lou Fox, Bluewolf, CTO
James Burns, Salesforce.com, Director - Platform
Agenda
•Introductions
•A Strategic Governance Framework for the Salesforce Platform
•The Standard’s Journey to Cloud Governance
•Q&A
James Burns
Director – Platform
Community Solution Advisors
http://uk.linkedin.com/in/burnsjames
All about James Burns
Company – Salesforce.com
Role - Director – Platform Community Solution Advisors
Salesforce experience - 18 month
30 years Enterprise Architecture and design
Strategic Governance Framework
Organization Planning Coding Standards
Center of Excellence Change Control
Governance
The Standard’s Journey
to Cloud Governance
James Hindes – Director Enterprise CRM
Lou Fox – CTO, Bluewolf
James Hindes
Director Enterprise CRM
ph: 971.321.7470
StanCorp's subsidiaries serve approximately 7.5 million
unique customers nationwide as of June 30, 2011, with
group and individual disability insurance, group life,
AD&D and dental insurance, retirement plans products
and services, individual annuities and investment advice.
Lou Fox
CTO
Cloud Governance & Bluewolf Beyond
ph: 646.230.1980
Partners with clients to help them become
Agile Enterprises
• 12 years of success with Salesforce
• 3000+ implementations
• Established Cloud Governance practice
Agenda
How did The Standard get here?
What is Cloud Governance?
Why is it important?
The Standard’s approach
Results
How did The Standard get here?
The Challenge: Premise vs. Cloud
Premise Governance:
Resource scarcity
Portfolio
Provisioning and Security
Controls
Driven by IT
Process can alienate business
Cloud Governance
System for decision making and execution
Drive and measure growth
Resources across groups
Driven by Business
(in The Standard’s case)
Process drives collaboration
A framework to maintain
alignment between business
strategy and technical
evolution where the only
thing that should slow the
pace of releases is the
speed at which users can
adapt to change.
Cloud Governance
How we built and deployed our Governance structure
I. Director of CRM
II. Guiding Principles
III. Process Definition
IV. Decision Making
V. Execution
VI. Build & Release
VII. Change Management
Director of CRM
• New, influential position
• Reports to Business Leader
• Has IT background
• Owns budget for ongoing innovation
• Manages enterprise CRM roadmap
• Facilitates all Governance Boards
• Leverages IT resources
Examples - Guiding Principles
Modernization systems to make future innovations easiers
A culture of empathy pervading the support organization
Focus on speed with stability from macro to micro
Make decisions as low as possible in the organization
Our Model – What’s the process?
a b
our detailed process won’t help you
build yours to suit
User ? Super User
Sys Admin
Tech Team
Decisions Release
Business
IT
Our Model - Who has the “D”?
Executive Steering • Roadmap (who, what, when)
Quality Team • Cross Functional Enhancements
Business System Admins and
Sponsors • Intra-Unit Enhancements
Director Enterprise CRM • Decision Facilitation
Our Model – Who Executes?
Business
• Certified admins: Configure, Sometimes Code
• Embedded, sometimes shared
• User Experience and Testing
Technical Team • SIC IT + Bluewolf Beyond: Analyze / Configure /
Design / Code
Release Management
• Promotion through environments
Adoption • Organizational Change Management
• Adoption Strategy
Build & Release: Make Best Practices Come Alive
Automatic Regression Testing
Trace-ability
Builds and releases managed by non-developers
Results
We are deploying faster than ever
8 releases 5/20-9/14, now
monthly
User base is shocked, thrilled
People want to work on this
We are collaborating
Culturally challenging
Keep working together
Keep thinking across lines
Lessons Learned
Manage adoption to the governance model New roles, resource commitments, doubters
If you distribute load across the company: Ensure resource commitments
Keep senior technical people focused on senior work
Make decisions as low as possible in the organization
Adjust, Adjust, Adjust
Broadcast success
James Hindes
The Standard
Lou Fox
Blue Wolf
James Burns
Salesforce
CoE Drives Strategic Alignment and Ensures Value
CoEs drive the execution of processes
by which organizations identify, prioritize, assign,
execute and communicate while optimally leveraging
people, processes, knowledge, and technology.
People
1 Technology
4 Processes
2 Knowledge
3
Change Control
Basically to manage successful projects its needs 3 key
ingredients:
The correct Processes for the job at hand.
The correct people.
The use of the correct techniques for the job at hand.
Traditional via Cloud
• Over the years many great
IT projects have delivered
successfully.
• With Cloud we can build on
these processes and
techniques.
• No need to reinvent them.
The Single Org vs Multi Org Dilemma Do I deploy my applications within a single instance
of Salesforce or create separate instances?
Decision Process Methodology
Business Considerations • Solution speed to market
• Flexibility and adaptability
• Frequency of change
• Predictability of delivery
• Regional, global user base
• Commonality of business process across the
company
• Collaboration use cases
• Cross-application access across Salesforce
applications to backend systems eg SAP
Technical Considerations • Data security level
• Sharing of data across Salesforce
applications
• Record level access rights
• User profiles
• Business reporting requirements
• Salesforce Org level security and system
administration complexity
• Common functionality between applications
• Do the applications need to share data
Coding Standards
Exception
Handling
Apex VisualForce Triggers
Strategic Governance Framework
Increases agility Reduces risk
Lightweight Not expensive
Governance
