B P G005 Johnson 091807

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  • 1. Domain 4: Sponsorship & Governance Scott Johnson, salesforce.com Glen Martin, salesforce.com Sam Loveland, salesforce.com Kevin Gibson, ADP Best Practices: Global Enterprise
  • 2. Safe Harbor Statement
    • “ Safe harbor” statement under the Private Securities Litigation Reform Act of 1995: This presentation may contain forward-looking statements including but not limited to statements concerning the potential market for our existing service offerings and future offerings. All of our forward looking statements involve risks, uncertainties and assumptions. If any such risks or uncertainties materialize or if any of the assumptions proves incorrect, our results could differ materially from the results expressed or implied by the forward-looking statements we make.
    • The risks and uncertainties referred to above include - but are not limited to - risks associated with possible fluctuations in our operating results and cash flows, rate of growth and anticipated revenue run rate, errors, interruptions or delays in our service or our Web hosting, our new business model, our history of operating losses, the possibility that we will not remain profitable, breach of our security measures, the emerging market in which we operate, our relatively limited operating history, our ability to hire, retain and motivate our employees and manage our growth, competition, our ability to continue to release and gain customer acceptance of new and improved versions of our service, customer and partner acceptance of the AppExchange, successful customer deployment and utilization of our services, unanticipated changes in our effective tax rate, fluctuations in the number of shares outstanding, the price of such shares, foreign currency exchange rates and interest rates.
    • Further information on these and other factors that could affect our financial results is included in the reports on Forms 10-K, 10-Q and 8-K and in other filings we make with the Securities and Exchange Commission from time to time. These documents are available on the SEC Filings section of the Investor Information section of our website at www.salesforce.com /investor . Salesforce.com, inc. assumes no obligation and does not intend to update these forward-looking statements, except as required by law.
  • 3. Scott Johnson Engagement Manager Enterprise Professional Services salesforce.com
  • 4. Domain Development Approach Define Business Objectives Define CRM Strategies Define CRM Vision Prioritize and group Initiatives Develop the CRM Roadmap What are key business metrics to measure success? Assess impact on organization/ employees How will the CRM transformation impact the organization and employees? Identify key Business Metrics Domain #1 Strategy and Vision What are the business objects of the overall CRM effort? What should be the basis for deciding which initiatives are pursued first? What are the strategies to enable achievement of your CRM vision? What is the vision that will carry forward the CRM effort? Domain #2 Business Metrics Domain #3 Adoption Domain #5 Roadmap Define Processes Develop the Technology and Data strategy What processes will help achieve the CRM vision? Do they need to be re-designed? Domain #6 Process Domain #7 Technology and Data What technology and data strategies and architecture will support the CRM effort? How should the list of CRM related programs and initiatives be structured to produce maximum benefit? Develop the Center of Excellence Domain #4 Sponsorship and Governance What governance model will best support the CRM effort?
  • 5. Agenda
    • Why Create a Center of Excellence
    • Center of Excellence Approach
    • Center of Excellence Approach at ADP
    • Release Management
    • Feature Request Process
    • Question and Answer
  • 6. Kevin Gibson Senior Director Corporate Information Systems ADP
  • 7. How is ADP deployed?
    • Multi Business Unit Implementation
      • 7,200+ users
      • 17 BUs deployed globally
      • Spanning all market segments
      • Use of Divisions for performance
      • Record Type Functionality used for security and different sales processes
  • 8. ADP Support Structure
  • 9. Why Create a Center of Excellence?
    • A Center of Excellence (COE) can Accelerate Business Value by:
    • Defining accountability at sponsorship level
    • Coordinating across multiple initiatives
    • Improving speed of execution
      • Leverage Resources
      • Leverage Designs
      • Reuse assets
  • 10. Acceleration of Business Value
    • Define accountability at sponsorship level
      • Sponsors are actively engaged in program
      • Define roles and responsibilities at all levels
    • Coordination across multiple initiatives
      • Ensure strategic objectives are met with individual projects
      • Fully leverage current investment and expertise
      • Facilitate common business practices
      • Facilitate consistent methodology
    • Improving speed of execution
      • Leveraging a Common Architecture & Strategy
      • Ensure effective utilization of Salesforce technology across initiatives
      • Deliver a guiding framework while maintaining an overall enterprise vision
  • 11. COE Framework
  • 12. COE Objectives
    • Provide active executive sponsorship
    • Execute customer business vision
    • Prioritize requirements and initiatives based on Business Value
    • Enforce consistent methodology across initiatives
    • Focuses on all four tenants of Leadership, Business, Technical and Data Architecture, and Change Management
    • Maximize project team
    • Maximize value of resources
    • Insure knowledge transfer
    • Provide ongoing project support and monitoring
  • 13. COE Deliverables Standards, Best Practices, Strategies, Approaches
    • Change Management
    • Stakeholder Analysis
    • Adoption Strategy & Plan
    • Deployment Strategy
    • Training Approach
    • Training Assessment
    • Technical & Data
    • Architecture
    • Release Management Strategy
    • System Blueprint
    • Security & Data Architecture
    • Integration Blueprint
    • Implementation Plan
    • Reusable Test Approach
    • Business
    • Process Maps
    • Processes mapped to Business Requirements
    • Metrics Strategy
    • CRM Capabilities Roadmap / Solution Map
    • Leadership
    • Executive Sponsorship
    • CRM Business Objectives & KPIs
    • Program Charter
    • Management and Risk Controls
    • Investment Request Process Support
  • 14. COE High-Level Plan Month 1 Leadership Business Technology and Data Architecture Change Management Identify Executive Sponsors Month 2 Month 3 Define CRM Business Objectives and KPI Define Program Charter Define Investment Request Process Execute Investment Request Process Identify Key Business Process Capabilities Define Process Maps Map Processes to Business Requirements Develop CRM Solutions Roadmap Define System Blueprint Define Security and Data Architecture Define Integration Blueprint & Implementation Plan Define Release Management Strategy Conduct Stakeholder Analysis Develop Adoption Strategy and Plan Define Training Strategy Define On-Going Support Plan Timeline are representative – dependent on Customer Organization and timeline Define Management and Risk Controls Define Metrics Strategy Develop Deployment Strategy
  • 15. COE Collaboration Structure COE Responsibilities Standards & Best Practices Reporting Templates SME Knowledge & Training Materials Cross-business Coordination (Projects) New Functionality Test & Deployment Approach Security & Data Sharing Model Data Integration Approaches Subscription & Vendor Mgmt New Unit Implementation Guidance & Support New Product Feature Evaluation Business Unit 1 Business Unit Responsibilities Business Requirements & Process Mapping New Functionality Test & Deployment Business-unit Specific Project Governance Reporting & Measurements Configuration and Customer Fields Data Quality Data Integration Execution User Training and Support Adherence to Best Practices COE Participation Business Unit 2 Business Unit 3 Business Unit N
  • 16. COE Investment Request Process
    • A critical component to the COE is to be able to accept and prioritize requirements from end-users to schedule in as new initiatives
    • The Investment Request Process (IRP) is a mechanism that allows the COE team to support this need
      • The IRP is closely integrated to the overall CRM Monthly and Quarterly release timeline
  • 17. COE Investment Request Process (IRP) - Overview
    • 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 Investment 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
    Assess Investment Request Allocate Resources Submit Investment Request Post Assessment Prioritize Investment Request
  • 18. COE Release Strategy
    • For consistent implementation and support, investment requests should be categorized as immediate, minor or major based on level of effort
    • New AppExchange app
    • Process-impacting configuration changes
    • New dashboards and reports
    • New page layouts
    • New org or sub-org in role hierarchy
    • New custom objects
    • New fields
    • Field label changes
    • Field positioning
    • New related lists
    • New roles
    Examples
    • HIGH
    • 1 day of additional training required
    • > 1 week of integration development
    • MEDIUM
    • < 1 day of additional training required
    • < 1 week of integration development
    • LOW
    • No additional training required
    • None or minimal impact to integration
    Level Of Effort
    • Large changes that have major impacts to the business or environment
    • Changes requiring a significant GUI 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
    Major 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
    Minor (Monthly) 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
    Immediate Release Activities Release Type
  • 19. COE Investment Request Calendar Week 1 Quarterly Investment Calendar Request Deadline Week 2 Week 3 Week 4 Week 5 Week 6 Week 7 Week 8 Week 9 Week 10 Week 11 Week 12 Week 13 Submit Investment Requests Assess Deadline Prioritization Meeting Allocate Resources Assess Investment Requests Prioritize Investment Requests Roadmap Review Monthly Investment Calendar Monthly Request Deadline Monthly Request Deadline Monthly Request Deadline Assess Prioritize Staff & Schedule Assess Prioritize Staff & Schedule Assess Prioritize Staff & Schedule Begin Project Start Release Process
  • 20. Glen Martin Director, Product Management Platform Division salesforce.com
  • 21. New feature: Multiple Sandboxes Development Training Testing
  • 22. New feature: Multiple Sandboxes
  • 23. COE needs are addressed by Force.com Sandbox
    • Multiple sandboxes keep projects separate
      • Current production support
      • Longer term dev projects, both in COE or BU
      • Training
    • Sandbox provides isolated training environment
    • Sandbox enables release control processes
      • dev – test - APPROVE – deploy
  • 24. Best Practices: Development
    • Support multiple projects by isolating within separate development instances
      • Testing and bug fixes
      • New features (monthly)
      • New applications and integrations (quarterly)
    • Sandbox configuration for development
      • Usually doesn’t need or want production data
      • Use configuration-only sandbox, or quick copy
      • Enter data by hand, or use data loader for small sample data set
    Staging Dev Dev Integration
  • 25. Best Practices: Deployment
    • Stage the changes into a full, fresh sandbox
    • Perform full regression and acceptance test
    • Change control approval
    • Deploy changes to production and training environments
    Production Stage Integrate Develop Training
  • 26. Best Practices: Training before deployment
    • If update changes current processes
    • If you want printed manual to match live exercises
    • Sandbox configuration
      • Use configuration-only sandbox, or quick copy
      • Use data loader with standardized training data set
    Production Instance Staging Training
  • 27. Best Practices: Training after deployment
    • For minor changes and isolated new features or apps
    • Sandbox configuration
      • If you want current data
        • Use a full sandbox copy
      • If you want printed manual to match live exercises
        • Use configuration-only sandbox, or quick copy
        • Use data loader with standardized training data set
    Production Instance Staging Training
  • 28. Project delivery cycle with Sandbox Production Instance Production Support Staging COE live full copy configuration-only, sample data configuration-only, training data legend Dev Integration BU Project Training Dev Dev Dev Integration
  • 29. Sam Loveland Director, Client Services Executive salesforce.com
  • 30. Enterprise Feature Request Process Goals Deliver a scalable Enterprise feature request process that enables customer success and product innovation
  • 31. Feature Request Process
  • 32. Top Requests in Winter ‘08
    • Tagging
    • Dashboard Usage
    • Roll-up Summary Fields
  • 33. Accountability workflow
    • Product Owners directly responsible for the lifecycle of approved Feature Requests
      • Feature Case assigned to PM (product owner matrix)
      • PM links feature request to internal development process
      • PM updates Feature Case Status
      • Feature progress tracked via dashboards and reports
      • Feature Case closed when delivered
  • 34. Solving the Release Challenge in an On-Demand World New Functionality Released with No Disruptive Impact Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Enterprise Monthly Release Schedule Enterprise IT Maps Salesforce Releases to Internal Release Schedule Selective Feature Rollout Sample Enterprise release schedule mapping … enable … enable … enable  
    • All new release features disabled by default
    • Full release notes delivered to Customer IT
    • IT enables and tests new features in development environment first
    Salesforce Quarterly Release Schedule Jan Apr Jul Oct 3. Functionality Released 1. Functionality Pushed … enable  2. Customer Testing & QA on Sandboxes
  • 35. Session Feedback Let us know how we’re doing!
    • Please score the session from 5 to 1 (5=excellent,1=needs improvement) in the following categories:
      • Overall rating of the session
      • Quality of content
      • Strength of presentation delivery
      • Relevance of the session to your organization
    We strive to improve, t hank you for filling out our survey.
    • Additionally, please score each individual speaker on:
      • Overall delivery of session
  • 36. Scott Johnson Engagement Manager Glen Martin Director, Product Management Kevin Gibson Senior Director Corporate Information Systems QUESTION & ANSWER SESSION Salesforce.com Sam Loveland Director, Client Services Executive