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Become a Leader: Maximize Salesforce ROI Beyond Go-Live
 

Become a Leader: Maximize Salesforce ROI Beyond Go-Live

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-Determine what your organization needs to know about transforming into an agile enterprise...

-Determine what your organization needs to know about transforming into an agile enterprise
-Identify the key decision making points
-Establish the right pace of innovation for your organization
-Learn how to think agile

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  • Introduce yourself, your company, how long you been using Salesforce, primary motivator or use of Salesforce within your organizations
  • After this slide show ask a question (collecting ideas from users and departments)
  • Angela Daniels – What are Manhattan Associates key business filters, who is helping to set them?
  • Russell, I know that recently at Optimum Lightpath your team had identified a key priority, but you had to weigh that project against some key measures, can you help explain that to us? Russell explain that the approval workflow project was IDed as a key priority, and the business value was proposed to be extremely high, but that you also knew that there was a higher level of effort (putting it in the top blue quadrant). You knew you would need access to various/blended resources in order to complete, so that project was not a slam down out of the gate, but required more scoping prior to development.
  • Derald – Overview of InsideTracks rolling 18 month roadmap, and multiple concurrent workstreams that they manage
  • BUTR - Angela discuss the need for this and what it entails Derald discuss how InsideTrack manages releases and plans for adoption.
  • BUTR - Angela discuss the need for this and what it entails Derald discuss how InsideTrack manages releases and plans for adoption.
  • OLP – ROI of approval project

Become a Leader: Maximize Salesforce ROI Beyond Go-Live Become a Leader: Maximize Salesforce ROI Beyond Go-Live Presentation Transcript

  • Become a Leader Maximize Salesforce ROI Beyond Go-Live Download Resources Join: Become a Leader #DF11GoLive @BluewolfUSA
  • Safe Harbor Safe harbor statement under the Private Securities Litigation Reform Act of 1995: This presentation may contain forward-looking statements that involve risks, uncertainties, and assumptions. If any such uncertainties materialize or if any of the assumptions proves incorrect, the results of salesforce.com, inc. could differ materially from the results expressed or implied by the forward-looking statements we make. All statements other than statements of historical fact could be deemed forward-looking, including any projections of subscriber growth, earnings, revenues, or other financial items and any statements regarding strategies or plans of management for future operations, statements of belief, any statements concerning new, planned, or upgraded services or technology developments and customer contracts or use of our services. The risks and uncertainties referred to above include – but are not limited to – risks associated with developing and delivering new functionality for our service, our new business model, our past operating losses, possible fluctuations in our operating results and rate of growth, interruptions or delays in our Web hosting, breach of our security measures, the outcome of intellectual property and other litigation, risks associated with possible mergers and acquisitions, the immature market in which we operate, our relatively limited operating history, our ability to expand, retain, and motivate our employees and manage our growth, new releases of our service and successful customer deployment, our limited history reselling non-salesforce.com products, and utilization and selling to larger enterprise customers. Further information on potential factors that could affect the financial results of salesforce.com, inc. is included in our annual report on Form 10-K for the most recent fiscal year ended January 31, 2010. This documents and others are available on the SEC Filings section of the Investor Information section of our Web site. Any unreleased services or features referenced in this or other press releases or public statements are not currently available and may not be delivered on time or at all. Customers who purchase our services should make the purchase decisions based upon features that are currently available. Salesforce.com, inc. assumes no obligation and does not intend to update these forward-looking statements.
  • About Bluewolf Bluewolf partners with clients to help them become Agile Enterprises .
      • 11 years of success with Salesforce
      • 3000+ implementations
      • Services practice 100% focused on post go-live
      • Enhancements & Improvements/Not support or maintain
      • ROI tracking to articulate value & benefit
    • Premier provider of student coaching services
    • 250,000+ students Coached
    • Mission is to improve student engagement and success
    CIO Derald Sue
    • Ethernet-based communication provider in NY Metro
    • 20+ years in business, division of Cablevision Systems Corp.
    • 530 employees
    Manager Application Support Russell Catsoris
    • The supply chain people
    • 2000+ employees
    • 1200+ customers
    Senior Manager, Enterprise Applications Angela Stewart Our Panel
  • How do I manage the influx of change to my instance?
    • VARIOUS INPUTS
      • Need tools to collect inputs from:
        • Customers
        • Users
        • Managers/Departments
        • Executives
  • How do I manage the influx of change to my instance?
    • BLUEWOLF’S ASK-A-QUESTION
      • Quick access to common questions & solutions
      • Fast & easy means of case creation
  • How do I determine what I need to work on?
    • STEP 1: Establish key value filters and measure requests against them
        • Does it support a key role of Salesforce within my organization?
        • Does it enable a core business processes?
        • Will it affect key drivers for my business (time, costs, output, quality)?
    Download Project Request Form
  • How do I determine what I need to work on?
    • STEP 2. Evaluate Business Value vs. Complexity
    Key: numbers reflect order of focus
  • What is my innovation cadence?
    • ESTABLISH WORKSTREAMS/TIMING FOR BOTH DEVELOPMENT & RELEASE
      • Regular & Break updates
      • Strategic Sprints
      • Consider Staffing/Resources
    Q1 Q2 Q4 Q3
  • Salesforce platform roadmap template Migration New/Expansion Major Theme Release Minor Release/Bug Bucket Salesforce Release Q1 Q2 Q3 Q4
  • How do I Ensure Quality? Watch the Video
  • How do I Introduce Change to my Users?
    • RELEASE MANAGEMENT
      • Ensure users understand the value new functionality
      • Align to core motivators
      • Build in measurement to track
    Tip Sheets Release Notes Download Tip Sheet & release Notes
  • How do I Measure Success?
      • Measuring ROI is not a post-launch exercise
      • Leverage “agile story structure”
        • I as a insert audience want insert request so that insert business reason
          • Reduction of time
          • Reduction of cost
          • Increase of output
          • Increase of quality
    • ESTABLISH YOUR KEY BUSINESS FILTERS
      • Maintain this focus when planning your roadmap
      • Measure your inputs against business value & complexity
    • BUTR: METHODOLOGY FOR CONTINUOUS INTEGRATION
    • MEASURING ROI
      • Needs to be considered early and often
    Key Take Aways
  • Question & Answer Angela Stewart Lou Fox CTO [email_address] ph: 646.230.1980 Jesse Endo Director Beyond [email_address] ph: 646.230.0878 Derald Sue Russell Catsoris