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Similar a Large Enterprise - Best Practices - Developing a CoE (1).pdf(20)


Large Enterprise - Best Practices - Developing a CoE (1).pdf

  1. Developing a Center of Excellence
  2. Agenda § Why a CoE? § Getting Started § Three Models § Roles & Responsibilities § Next Steps § Real Customer Examples
  3. Why a CoE?
  4. Center of Excellence What is it? § A Center of Excellence drives the execution of processes by which organizations identify, prioritize, assign, execute and communicate while optimally leveraging people, processes, knowledge, and technology § A Center of Excellence could also originate as or encompass: − Advisory Board − Change Control Board − Steering or Exec Committee people processes knowledge technology
  5. Center of Excellence Goals § Drive global or large multi-division projects § Reduce deployment risk and raises quality of the release lifecycle § Align business and IT operations § Develop in-house expertise across different areas § Drive the execution of processes by which organizations identify, prioritize, assign, execute and communicate while optimally leveraging knowledge, resources, and tools People   Technology  /   Tools   Processes   Knowledgebase  
  6. § Improves communication and visibility across the enterprise § Reduce deployment risk and raise quality of the release lifecycle § Reduce cost by enabling: – Efficient use of resources across the company – Non-duplication of tasks § Increase ROI by facilitating: – Faster ‘Time to Market’ for related projects – Higher end user adoption of the Salesforce application § Develop in-house expertise across different areas – Business Processes, Design/Configuration – Data / Application Integration – Usage of other advanced features (Apex, Visualforce, etc.) Center of Excellence Accelerating business value to maximize ROI
  7. 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 PMI: The purpose of Governance is to provide a governance framework of policies, procedures & standards to ensure effective execution of projects/programs and provide strategic decision support & alignment - bridging the tactical with the strategic
  8. § Inefficient use of resources § Duplication of tasks § Poor communication and visibility § Inability to maximize ROI and adoption § Lack of insight into all associated costs § Lowers ability to achieve adoption and deployment success Center of Excellence   The impact of NOT having a COE
  9. Getting Started
  10. Ge6ng  Started   Emerging   Prac<cing   Leading   ü Iden<fy  Execu<ve   Sponsors   ü Conduct  Stakeholder   Analysis   ü Define  Business   Objec<ves   ü Define  Program   Charter   ü Define  CoE  Opera<ng   Model,    Roles  and     Responsibili<es   ü Set  up  Mee<ng   Agenda  and  Schedule   ü Define  Process  Maps   ü Define  System  Blueprint   ü Define  Management  &   Risk  Controls   ü Define  Release    Request   Process   ü Define  Success  Metrics   Strategy   ü Define  Data  Architecture   ü Define  Data  Quality   Strategy   ü Develop  AdopAon  &   Strategy  Plan   ü Establish  Environment   Management  and  Code   MigraAon  process   ü Map  Business  Processes/ Requirements   ü Develop  CRM  Roadmap   ü Develop  IntegraAon   Architecture   ü Define  Deployment    &   Training  Strategy     ü Define  On-­‐going  Support   Plan     ü Establish  Change  Control   Process   ü Define  long-­‐term  Data   management  strategy   ü Define  long-­‐term   IntegraAon  strategy   ü Establish  key  cross-­‐unit   standards   ü Provide  frequent   updates  via   NewsleLer/Website   ü Conduct  User  Group   MeeAngs     ü Develop  Vendor   Management   processes  and   standards   ü Validate  Success   Metrics  &  Adjust   YOU  ARE  HERE   CoE  EvoluAon  Lifecycle   •Monthly  Steering  CommiQee  Mee<ngs   •Weekly  CoE  Mee<ngs         •Quarterly  Steering  CommiQee  Mee<ngs   •Monthly  CoE  Mee<ngs         CoE Lifecycle
  11. • Ongoing Support Model • Environment Management • Solution Architecture • Integration Architecture • Performance Testing • Security Testing • Product Roadmap • Development Standards & Best Practices • Security & Data Sharing Model • Data Integration Approaches & Execution • Change/Release Management Enterprise Architecture Functions • Business Requirements & Process Mapping • LOB CoE Project Governance • End User Training & Support • Adherence to Best Practices • New Functionality Test • Adoption • Global Report Templates & Standards • Functional Testing LOB CoE Specific Functions Sales/Mktg CoE Ops CoE LOB 3.. LOB 4… Determine Enterprise Architecture and CoE Functions A collaborative effort driving best practices • Subscription & Vendor Management • Cross-business Coordination (Projects) • Role and Profile Standards • User On-Boarding/Termination Enterprise Program Functions Development Center • Apex/VF Coding • Configuration • Integration Coding • Integration Testing
  12. Three Models
  13. § Collaborative Center of Excellence (Business Driven) – Information Sharing • Product Usage, Best Practices • Review new Salesforce Features • Evaluate App Exchange Partners – Networking and Collaboration • Lending support, helping identifying Subject Matter Experts § Governing Center of Excellence (IT Driven) – Formal Command and Control Structure – Ensures Adherence to Standards and Processes – Clearly Defined Responsibilities at both COE and BU level – Structured Collaboration between Groups § Hybrid Center of Excellence (Business & IT Driven) Three Common Models One size may not fit all
  14. Collaborative COE Example § Common in companies that are just starting with the COE concept § Less formal reporting relationships – Each of the BU’s have Executive Sales Sponsor and BU System Administrator – There is no formal reporting relationship between COE Leadership team and the BUs § COE team is much smaller
  15. Governing COE Example § Common in companies that are more advanced with COE/PMO concepts – More formal reporting structure • COE Director has dotted line to the Executive Sponsors but may report directly to IT • COE team members are aligned similar to typical project team • Each of the BU’s have Executive Sales Sponsor and BU System Administrator
  16. Hybrid COE Example § Common in large companies with multiple BUs § Has attributes of both Collaborative and Governing models
  17. Roles & Responsibilities
  18. Roles & Responsibilities Role Responsibilities FTE* 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 As Needed 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 As Needed Global COE Owner § Responsible for overall implementation strategy and planning , drives program execution § Establishes cross-functional team with regularly scheduled meetings to optimize and evolve the usage of Salesforce across the enterprise § Ensure Sales and Service projects map to the enterprise strategy § Define success criteria and key for metric s for Executive tracking 1 Application Architect § Responsible for matching business process and automation requirements to the capabilities of, including data model, role hierarchy, sharing and security model § Provide functional architecture strategy and guidance for all SFDC rollouts, Design-for-adoption strategy § Reviews functional design for initiatives & Implement configuration standards 1 Technical Architect § Team lead for the integration implementation team § Subject matter expertise and technical guidance on best practices for integration with § 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 1 *1  FTE  assumes  that  there  are  12  releases  a  year.    If  less,  resource  may  not  be  a  FTE,  but  rather  part  <me  
  19. Role   Responsibili<es   FTE*   Training  and  Change   Management   • Conducts  stakeholder  assessments  across  the  iniAaAves   • Responsible  for  overall  Change  Management  strategy,  including  communicaAons  plan  and   templates  to  support  releases   • Responsible  for  overall  training  strategy,  plan  &  curriculum  development  to  support  releases   and  end-­‐user  deployments   1     Program  Manager   § Overall  responsibility  for  guiding  the  project    work  streams  to  successful  compleAon   § Coordinates  efforts  across  mulAple  iniAaAves,  including  staffing   § Coordinate  development  resources,  tasks,  and  deliverables  for  individual  project  work  streams     § Sets  release  schedule  and  budgets     1**   Project  Manager   • Create  and  execute  on  assigned  project  work  streams     • Ensure  quality,  completeness,  Ameliness   • Project  status  meeAngs  and  in-­‐process  reviews   • IdenAfy,  document,  and  drive  resoluAon    for  project  issues   • Manage  schedule,  budget  and    project  deliverables  on  a  daily  basis   2   Configura<on   Specialists   § Configures  applicaAon  per  design  specificaAons   § Configure  reports/dashboards  that  region  requests   § Configure  views   § Build  out  workflow  rules   1   Custom  Developers,   Integra<on  &  Data   Migra<on  Specialists     § Develop  custom  code  and  integraAons  as  specified  by  design   § Load  data  per  specificaAons   1-­‐2   Roles & Responsibilities *1  FTE  assumes  that  there  are  12  releases  a  year.    If  less,  resource  may  not  be  a  FTE,  but  rather  part  <me   **  May  have  other  responsibili<es    
  20. Role   Responsibili<es   FTE*   Help  Desk  &  Support   •  Manages  end-­‐user/producAon  support  for  salesforce     • Qualifies  defects/enhancement  for  change  control  review  board   • Defines  on-­‐going  support  model   3   Release  Manager   § Responsible  for  environment    management  and  strategy   § Responsible  for  the  coordinaAon  of  code  release  scheduling  (including  tesAng  &  producAon)   § Provide  overall  quality  assurance  best  pracAces   § Review  tesAng  approach  for  each  work  stream   1**   Service    Business  Lead   • Advocates  for  the  Services  /  OperaAons  user  base     § IdenAfy  metrics  to  be  tracked  by  Service   § Ensure  Service  iniAaAves  map  to    enterprise  strategy     § Drives  business  case  for  new    Service  projects     § Drive  user  effecAveness,  adopAon  and  commercial  excellence  for  Service   1**   Sales  Business  Lead     • Advocates  for  the  Sales  user  base     § IdenAfy  metrics  to  be  tracked  by  Sales     § Ensure    Sales  iniAaAves  map  to    enterprise  strategy     § Drives  business  case  for  new    Sales  projects     § Drive  user  effecAveness,  adopAon    and  commercial  excellence    for  Sales     1**   Func<onal  Analysts     • Define  business  processes  ,  best  pracAces  and  how  it  can  be  applied  to   • Define  and  future  state  process  flows   • Conduct  requirements  and  soluAon  design  workshops   • Facilitate  business  process  analysis  and  automaAon  discussions   • Execute  systems  and  user  acceptance  tesAng   2   Roles & Responsibilities *1  FTE  assumes  that  there  are  12  releases  a  year.    If  less,  resource  may  not  be  a  FTE,  but  rather  part  <me   **  May  have  other  responsibili<es    
  21. Next Steps
  22. Next Steps 1. Refine & agree on CoE charter, roles and responsibilities 2. Socialize the CoE charter, adjust, get buy in and establish regular meeting cadence 3. Outline & prioritize a list of strategic objectives for each BU/region 4. Identify who's got skin in the game for each track and/or region 5. Document the current footprint of and conduct usage sharing sessions as needed 6. COE takes ownership of driving out the following deliverables – Draft and socialize and Enterprise Roadmap • Spark debate and get buy-in/consensus across the groups – Identify/Collaborate on process and technology standardization – Define roles and responsibilities (i.e. Business Admin vs. IT tasks) – Develop a support model and release schedule – Create “100 Day CoE Leadership Plan” with dates, owners and deliverables
  23. Real Customer Examples
  24. Operating Model – Example 1
  25. Executive Governance “Make Enterprise Decisions” Working Level Governance “Advise and Coordinate Across Programs” Function Level Governance “Make Function-Level Decisions” Theater Level Governance “Align Theaters to Enterprise CRM” Membership Roles and Responsibilities Voting Members • Functional Business Executives • Functional IT Executives • 1 vote per structure/org. • Make Enterprise-wide decisions • Set Tone for board meetings Proxies • Theater Representatives • Function Representatives • Provide Content Perspective • Facilitate Meetings • Functional Business Stewards • Functional IT Stewards • Subgroups include: • Architecture • Operation, Change Management, etc. • Make selected decisions • Integrate business management efforts • Function Lead • Function IT Manager • Function Business Manager Make Function–Wide Decisions in alignment with enterprise priorities •Set tone for board meetings • Provide Content perspective • Provide Theater-level input • Facilitate Meetings • Oversee Function-Level initiatives • Theater Program Directors • Theater Business Manager • Advise enterprise boards • Oversee Theater-Level initiatives Strategy, Planning & Governance Implementation & Execution Operating Model – Example 2
  26. Global Resource Contribution Global Solution Delivery Global Solution Development Global Steering Group Change Control Board Country Business Sponsor Global Org Adoption Lead Global Program Manager Program Management Legend Resource CONSULTING Resource CUSTOMER Resource Regional Project Manager (5) Deployment Analyst (5) EMEA Deplmt Support Global Deployment Analyst Global IT Lead Global Data Architect Regional IT Lead (6) Data Analyst Country Coordinator Country Data Specialist Regional Comms Lead (5) Regional Resource Contribution In-Country Resource Contribution Data & Integration Lead Training PM Engagement Manager Offshore Config Comms Lead System Architect User Advocacy Group Functional Lead (6) Regional Training Lead (6) Business Leader IT Lead (Optional) UAT Requirement/ Design Participants Super Users Offshore Config Team Application Architect DMG Lead (5) Training Delivery Release Manager Ongoing Support Change Control Board Business Release Manager Operating Model – Example 3
  27. Executive Sponsor Executive Steering Committee CoE Business Leader Change Managemen t Business Operations Functional Architect Training and Deployment Metrics and Analytics Community Global CoE Owner CoE Technical Leader Release Managemen t/QA Data Developer Technical Support Technical Architect Portal Business Advisory Team Capability Leads US Theatres America’s International EMEA APAC GOV Growth Initiatives Call Center Marketing EBC Field Sales Inside Sales Tele Sales Sales Engineers Finance/ Comp Renewals Customer Sat Channel Services Operating Model – Example 4
  28. Operating Model – Example 5
  29. Appendix of starting CoE Deliverables
  30. Creating the CoE Charter (Sample)            The  Center  of  Excellence  (COE)  will  serve  to  facilitate  discussions  between  Business  and  IT   stakeholders  to  share  ideas  and  experiences  relaAve  to  SFDC  deployments  and  opAmizaAons.     Its  main  purpose  is  to  drive  corporate  and  industry  compliance  relaAve  to  process,  data  and   security  as  well  as  to  ensure  alignment  to  the  enterprise  governance  strategy.          Key  ObjecAves  of  the  COE  include:     • Ensure  that  strategic  iniAaAves  are  prioriAzed,  leveraged  and  executed  in  accordance   with  enterprise  objecAves.   • Improve  communicaAon  and  visibility  across  business  units.     • Share  business  and  technology  best  pracAces  across  the  organizaAon.     • OpAmize  resources  and  shared  services  to  provide  shortened  development  cycles,  faster   Ame  to  market.    
  31. Limited   FUNCTIONALITY   Business   I mpact   Low   High   Extensive   2   3   Account    &   Contact   Management   •AcAvity   Management    Opportuni<es   &  Pipeline   Management   •Reports,   Dashboards   Marke<ng   •Lead  &   MarkeAng   PromoAons   •Document  &   Collateral   Management   5   6   7   Service  &  Support   •Case   Management   •Knowledge-­‐base   Customer  &   Channel   •Partner  Portal   •Customer   Portal  &  Self-­‐   Service   •Account   Intelligence   Integra<on   •  QuoAng   •  Pricing   •  Contract   Management   •Proposal   GeneraAon   8   9  –  Part   of  DNA!   1   Placorm   •Custom   Processes  &   Objects   •APEX  &   Visualforce   4   Ideas  &   Content   •  Sales  content   &  collateral   •Sales         feedback   Planning  your  CRM  Roadmap  (Sample)
  32. Establishing an Ongoing Release Process Assess  Roadmap   Request   Allocate     Resources   Submit     Roadmap     Request   Post     Assessment   Priori<ze   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   SubmiLed  Requests   to  be  PrioriAzed     • Top  4  Requests  are   Assessed  by   Business  Unit  for:   Value,  and  Risk  and   by  CoE  team  for   Resource  and  Costs     • Business  Unit   PrioriAzed  Requests   are  Updated  with   PerAnent   InformaAon   • CoE  Performs   Preliminary   PrioriAzaAon  of   Roadmap  Porfolio     • CoE  meets  with   Business  Unit   Stakeholders  to   Conduct  Review     • CoE  holds   PrioriAzaAon   MeeAng  for  Final   Sign-­‐off     • CoE  Communicate   PrioriAzaAon   Decisions  to   Business  Units   • Business  Units   Complete  Staffing   Request  for   Approved   Projects     • CoE  Align  Staffing   Schedules     • CoE  Assigns   Resources  &   Budget     • CRM  Project  is   IniAated     • CoE  Updates   CRM  Roadmap  as   Needed   • Upon  Project   CompleAon,  CoE   is  NoAfied     • Metrics  are   Tracked  On-­‐ Going     • CoE  Reviews   Metrics  to   Determine  if   Business  Case   Achieved  
  33. 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
  34. Delineating Change Types Sample Definitions 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 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 • Items that do not need to follow naming convention: Fields, Custom Objects, Reports, Dashboards • 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 For consistent implementation and support, investment requests should be categorized as immediate, minor or major based on level of effort
  35. Segregating Business and IT Responsibilities Business  Responsibili8es   Daily   Changes   Ø    Reports   Ø    Dashboards   Ø    List  View  Management   Ø    DocumentaAon  Management   Ø    User  AdministraAon   Ø    SoluAon  Management   Ø    CommunicaAon  Templates   Ø    Email  Templates   IT  Responsibili8es   Ø Minor  Release:  Simple  configuraAon   changes    that  do  not  impact  day  to  day   business  or  require  training.       As  Required  (Target  Monthly)   Ø Major  Release:  New  IniAaAves  and  other   changes  that  require  training  or  tesAng.        Dates  determined  by  Steering  CommiGee   (Target  Quarterly)   Monthly   Changes  
  36. Global Standards Model § Establishment of a ‘global template’ or core set of ‘standard’ functionality that all LOBs will utilize as well as guidelines defining the areas that can be unique to each LOB.
  37. Defining & Documenting Org-wide Standards The  following  areas  of  func<onality  will  be  covered  in  this  standards  guide:   § Record  Types  and  Page  Layouts   § Fields  and  Field  Level  Security   § Roles  and  Profiles   § Views,  ReporAng,  and  Dashboards   § Visibility,  Role  Hierarchy  and  Sharing     § Custom  ApplicaAons  and  Objects   § Workflow  and  Approval  Rules,  Workflow  Alerts   § Email  and  Mail  Merge  templates   § Use  of  Apex,  Visualforce,  S-­‐control  code   § Use  of  any  AppExchange  partner  tools   Example  of  Cross-­‐BU  standards:     Ø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  coordinaAon  with  the  CoC.       § 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  duplicaAon  and  the  other   Businesses  can  go  into  the  new  record  and  fill  in  their  business  specific  fields  where  appropriate     ØOther  En<ty  Record  Types  (e.g.,  Opportuni<es,  Tasks,  Events,  etc.)   § All  other  enAAes  can  have  specific  record  types  for  each  business  unit.       § The  naming  convenAon  is  that  the  name  should  include  the  acronym  of  the  business  and  a  descripAon  of  the  record  type.       § During  the  record  type  creaAon  process,  each  system  administrator  should  ensure  that  the  record  type  is  only  made  available  to  their   own  business’  profiles.    Otherwise,  these  new  record  types  will  be  available  for  other  users  when  they  go  to  create  that  type  of  record.       § The  descripAon  should  be  filled  in  for  each  record  type.    
  38. Evaluating New Projects § Define  communicaAon  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   objecAves   • Business  Readiness   • Timeline  for  Launch   § Reach  out  to  business  for   addiAonal  informaAon/ clarificaAon     § Review  new  project   requests  as  part  of  CoE   meeAng   § Determine  business   priority  and  alignment   with  overall  Program   Roadmap   § Define  prioriAes  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  administraAve  needs   of  the  project  and  ongoing   administraAon   § CoE  makes  recommendaAon   to  the  business  on  the   approach  and  Aming  of  the   project   § Communicate  pending   projects  to  the  Program   Steering  CommiLee   § Communicate  decision  to   the  business  sponsors   § For  projects  moving  forward   the  necessary  individuals   should  be  invited  to   parAcipate  in  CoE   § Approved  projects  move   into  the  Org  Provisioning   Process   New  Project     Submission   Project     PrioriAzaAon   Project   Decision   Long  Term   EvaluaAon/  Support  
  39. Example Objectives Key Metrics Revenue   Genera<on   Improve  Customer’s   Image  of  Brand   Improve  New  Customer   AcquisiAon   Increase  Sales  to  ExisAng   Customers   Increase  RetenAon  of   ExisAng  Customers   Improve  Sales   EffecAveness   Cost  Savings   Avoid  strategic  Project   Costs   Reduce  Business   OperaAons  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  aLriAon    
  40. Worksheet Example Best practice – create a business value matrix Value  Driver   Business   Objec<ve   Behavior  Changes   that  Lead  to   Outcome   How  to  Measure   the  Behavior   Changes  –  Metric   Defini<on   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   RetenAon  of   ExisAng   Customers   Increase  up  sell     Sales  Generated  Up   sell   Percentage  of  deals   with  up  sell   High   Low   Not   Captured   SFDC   Increase  sales  to   exisAng  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   ReducAon   Reduce   Business   OperaAon   Costs  (Sales)   Increase  number  of   deals  managed  by   each  user   Average  Number  of   Deals  per  Account   Manager   Average  number  of   acAve  opportuniAes   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  
  41. Other functions to be defined  "CoE”  Func<ons   Deliverables  (Guidelines  -­‐  Best  prac<ces,  Processes  &   Templates,  etc.)  Roles  and  Profiles  Standards  &  Best  PracAces  (Salesforce   permissions)   LOB  specific:     *  Business  ApplicaAon  Manager   *  ApplicaAon/SFDC  Admin   *  Support    -­‐  Level  I,  II,  III  User  On-­‐boarding/TerminaAon   LOB  Specific:     *Workflow/Approval  process  and  template   *  User  EnAtlement  form  Support  Model   LOB  Specific:   Level  I,  II,  &  III  Support  Environment  Management   -­‐    Guidelines  and  best  pracAces  to  leverage  SFDC  producAon  and  sandbox   environments  to  support  dev,  test,  uat,  pilot,  prod  environments   -­‐    Code  promoAon  guidelines  and  tools    (e.g.  Snapshot)     -­‐  Release/Change  Management  Product  Roadmap   *  Process/template  to  submit  a  new  feature  request   *  Product  roadmap  sessions  
  42. Other functions to be defined  "Center  of  Competency"  Func<ons   Deliverables  (Guidelines  -­‐  Best  prac<ces,  Processes  &   Templates,  etc.)   Management  of  New  CRM  requests   *  Process/template  to  submit  a  new  CRM  request     *  Framework  to  evaluate  new  CRM  request   *  Provide  recommendaAons  to  CRM  SC  on  CRM  request  for  final  approval  SubscripAon  &  Vendor  Management  -­‐  SFDC  Org  Request/ CreaAon  and    License/SubscripAon  Management   *  Process/template  to  request  a  new  SFDC  Org   *  Process/template    to  submit  licenses  to  exisAng  or  new  SFDC  Org  Development  Standards  &  Best  PracAces     *  ConfiguraAon       *  Custom  Development   *  Data  Management   *  Data  MigraAon   *  IntegraAon     Application Design - Org-wide Standards   •  Object  Model  and  Standard  DefiniAons     •  IntegraAon  Architecture     •  Common  views,  Business  Rules,  and  ReporAng  
  43. Building your 100 Day Plan Month  1   Governance   Business   (Process)   Technology   Adop<on   Conduct  Execu<ve  Stakeholder  Alignment   Month  2   Month  3   Develop  Program  Structure   Develop  Governance  Model   Conduct  Success  Measurement  Score  Card   Implement  Investment  Request  Process   Execute  Investment  Request  Process   Validate  Business  Objec<ves   Define  Metrics  and  Key  Performance  Indicators   Establish  Tac<cal,  Opera<onal  and  Strategic  Metrics     Define  Metrics  Dashboard   Define  CRM  Roadmap   Define  Release  Management  Process   Define  Environment  Strategy   Conduct  Organiza<onal  Analysis   Define  Adop<on  Strategy   Define  Training  Strategy   Define  Support  Plan   Data  Synchroniza<on  and  Repor<ng  Best  Prac<ces   We’re  have  an   Opera<ng  model   We  know  where   we’ve  been   We  know  where   we’re  going  &   why   We  know  what   success  looks  like   We’ll  know  when   we  get  there   We’re  moving  the   bar  forward   We’re  taking   ownership  of     our    own  success   Execute  Support  Plan  
  44. Detailed 100-Day Plan Governance Conduct  Executive  Stakeholder  Meeting Timing Action  Leader Deliverable Status Group  Charter 0-­‐30  days CoE 1-­‐  Page  group  charter,  Email  to  SFDC  team Vision  &  Strategy 0-­‐30  days CoE Vision  statement,  Email  to  SFDC  team Team  Structure 0-­‐30  days CoE Email  to  SFDC  team Cadence  Process 0-­‐30  days CoE Recurring  meeting  defined Develop  program  Structure 0-­‐30  days CoE TBD Develop  Governance  Model 0-­‐30  days CoE TBD Conduct  Success  Measurement  Assessment Identify  Paychex  participants 0-­‐15  Days BU  Leaders List  of  Business  Leaders  to  fill  in  Survey Respond  to  Survey 15-­‐30  Days Identified  Participants Web  Survey  via  SFDC Evaluate  results 30-­‐45  days BU  Leaders/Salesforce Document  summarizing  feedback  from  team Develop  Recommendations 30-­‐60  days BU  Leaders/Salesforce Document  outlining  recommendations Define  Investment  Request  Process 30-­‐60  days Operations  Lead 1  -­‐2  Slides  Summarizing  process  (see  sample) Define  CRM  Roadmap  (1  year) 30-­‐45  Days BU  Leaders 1  -­‐2  Slides  Summarizing  initiatives  (see  sample) Businesses Validate  Business  Objectives 0-­‐30  Days 1-­‐pager  per  group  with  details  and  strategies Define  KPI 0-­‐30  Days BU  Leaders A  list  of  measurements/metrics  that  per  group  &  program Develop  Metrics  Dashboard 15-­‐45  Days System  Admins A  set  of  reports  &  dashboards  that  capture  metrics Technology Define  CRM  Ecosystem  &  Touch  points 15-­‐60  Days Technology  Architect Architecture  diagram Define  Release  Management  Process 15-­‐60  Days Operations  Leader 1  -­‐2  Slides  Summarizing  Release  process  (see  sample) Define  Integration  Strategy 15-­‐60  Days Application  Architect 1  -­‐2  Slides  Summarizing  Integrations  (see  sample) Identify  program  gaps 15-­‐100  Days Tech/App  Architect/Opps  Lead 1  -­‐2  Slides  Summarizing  Integrations  (see  sample) Adoption Conduct  Organizational  Assessment 15-­‐60  Days End  User  Survey 30-­‐60  days Business  Leaders Web  Survey  via  SFDC Evaluate  results 45-­‐75days BU  Leaders/Salesforce Document  summarizing  feedback  from  team Develop  Recommendations 45-­‐75days BU  Leaders/Salesforce Document  outlining  recommendations Define  adoption  strategy 30-­‐60  Days BU  Leads/Salesforce Presentation  with  detailed  adoption  program  overview Define  Training  Strategy 30-­‐60  Days Sustaining 30-­‐60  Days Training/BU  leads/ 1-­‐2  slides  on  ongoing  training  with  respect  to  release  strategy New  Hire 30-­‐60  Days Training/BU  leads/ 1-­‐2  slides  on  training  with  respect  to  new  hires Define  Support  Plan 60-­‐90  Days Business  Leaders Document  outlining  ongoing  BU  support  
  45. Preparing for the 1st CoE Meeting Sample COE meeting agenda § Introductions & Salesforce Usage with Demo – Each BU provides a brief introduction and an overview of Salesforce usage – Discuss and review any Integrations – Discuss BU adoption and best practices & business measures for tracking § Release Feature Overviews – Prioritize specific features each BU is interested in reviewing in greater depth § Discussion Topics – Dive deeper into what each BU is doing, business processes and the best practices • Data quality • Approval workflows • Workflow rules • Expanding usage beyond sales force automation • Territory management • Forecasting – Provide updates on the new releases § Next Steps – Begin to develop roadmap – Establish roles and responsibilities
  46. New Project Process § Define communication process for new projects § Projects requests are funneled through CoE § All projects are entered into CoE database (SharePoint, 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
  47. Establish a License Management Process Establish Tracking Process Re-align Usage Monitor Ongoing Usage • Establish current inventory of licenses • Define a centralized process and mechanism to track licenses being used across BUs (e.g., use a SFDC Org to manage license inventory) • Define a charge back agreement across different BUs • Establish a process for new license/Org request from any BU and obtain sign off from related parties • Establish regular meetings with BU group heads to review license usage • Provide guidance and best practices around optimizing usage of licenses • Re-adjust license usage and allocation across BUs, as necessary • Provide inputs in the contract renewal process • Monitor ongoing usage of licenses across BUs (e.g., use reports and dashboards) • Establish standards to enforce appropriate usage of licenses (e.g., monitor how many licenses are being used by non-end users like Trainers, Integration users, Admins, etc. ) • Tie the license usage pattern to end user usage and adoption of and make re- adjustments, as necessary