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B P G008  Pastor 091907
B P G008  Pastor 091907
B P G008  Pastor 091907
B P G008  Pastor 091907
B P G008  Pastor 091907
B P G008  Pastor 091907
B P G008  Pastor 091907
B P G008  Pastor 091907
B P G008  Pastor 091907
B P G008  Pastor 091907
B P G008  Pastor 091907
B P G008  Pastor 091907
B P G008  Pastor 091907
B P G008  Pastor 091907
B P G008  Pastor 091907
B P G008  Pastor 091907
B P G008  Pastor 091907
B P G008  Pastor 091907
B P G008  Pastor 091907
B P G008  Pastor 091907
B P G008  Pastor 091907
B P G008  Pastor 091907
B P G008  Pastor 091907
B P G008  Pastor 091907
B P G008  Pastor 091907
B P G008  Pastor 091907
B P G008  Pastor 091907
B P G008  Pastor 091907
B P G008  Pastor 091907
B P G008  Pastor 091907
B P G008  Pastor 091907
B P G008  Pastor 091907
B P G008  Pastor 091907
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B P G008 Pastor 091907

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Full session information and video available on successforce.com.

Full session information and video available on successforce.com.

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    • 1. Are You Connected? Approaching Enterprise Integration Peter Hanstén - W ä rtsil ä Corporation Jon Brayshaw - salesforce.com Chirag Patel - Citrix Systems, Inc. Larry Jovanovic - salesforce.com Track: Global Enterprise Deployment
    • 2. Safe Harbor Statement <ul><li>“ 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. </li></ul><ul><li>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. </li></ul><ul><li>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. </li></ul>
    • 3. Session Overview <ul><li>Goals </li></ul><ul><ul><li>Provide practical integration insight and best practices by… </li></ul></ul><ul><ul><ul><li>Evaluating different approaches to integration </li></ul></ul></ul><ul><ul><ul><li>Reviewing key challenges and lessons learned </li></ul></ul></ul><ul><ul><li>Suggest best courses of action for those planning integrations </li></ul></ul><ul><li>Agenda </li></ul><ul><ul><li>Wärtsilä Solution Study </li></ul></ul><ul><ul><li>SAP XI Integration Considerations </li></ul></ul><ul><ul><li>Citrix Solution Study </li></ul></ul><ul><ul><li>Enterprise Integration Approach Considerations </li></ul></ul><ul><ul><li>Q&amp;A </li></ul></ul>
    • 4. Peter Hanstén VP, Ship Power Quality Systems [email_address] Jonathan Brayshaw Principal Consultant (London) [email_address]
    • 5. Who is Wärtsilä? <ul><li>Wärtsilä in 2006 • Net sales of € 3,189.6 million Order intake of € 4,621.1 million • 14,346 employees Order book of € 4,438.9 million </li></ul>The leading supplier of ship machinery, propulsion, and manoeuvring solutions for all types of marine vessels and offshore applications A leading supplier of power plants for the decentralized power generation market, and for the oil and gas industry • •
    • 6. Implementation Objectives &amp; Key Principles <ul><li>Objectives </li></ul><ul><ul><li>Achieve a true 360 degree view of our customers </li></ul></ul><ul><ul><li>Optimize life-cycle revenue and profit through increased customer loyalty and external efficiency </li></ul></ul><ul><li>Critical Success Factors </li></ul><ul><ul><li>Prioritize change management </li></ul></ul><ul><ul><li>Correctly identify prospects and customers </li></ul></ul><ul><ul><li>Focus on team selling </li></ul></ul><ul><ul><li>Track and keep promises made to customers </li></ul></ul><ul><ul><li>Use standard features of SAP XI </li></ul></ul><ul><ul><li>Overcome technology incompatibilities: write once, reuse a lot </li></ul></ul>
    • 7. Wärtsilä Solution Overview <ul><li>Scope </li></ul><ul><ul><li>200 user pilot; 2000+ user global roll-out in 2008 (65 countries) </li></ul></ul><ul><ul><li>Deep opportunity management process and functionality </li></ul></ul><ul><ul><li>Integration with our data warehouse via SAP XI and WebMethods </li></ul></ul><ul><ul><li>Bi-directional integration with two quoting systems </li></ul></ul><ul><li>Current Status </li></ul><ul><ul><li>Wrapping up the build phase </li></ul></ul><ul><ul><li>End user training begins in mid-October </li></ul></ul><ul><ul><li>100% of SFA functionality for 4 countries </li></ul></ul><ul><ul><li>Leveraging the pilot for change management during 2007 </li></ul></ul>
    • 8. Business and Technology Considerations <ul><li>Business Challenges </li></ul><ul><ul><li>Global CRM system needed </li></ul></ul><ul><ul><li>Better Account/Customer management via… </li></ul></ul><ul><ul><ul><li>Sharing information globally </li></ul></ul></ul><ul><ul><ul><li>Supporting geographically disparate sales teams </li></ul></ul></ul><ul><ul><li>Automating Opportunity-to-Order processes </li></ul></ul><ul><li>Technology Challenges </li></ul><ul><ul><li>Many embedded, heterogeneous systems </li></ul></ul><ul><ul><li>Lots of scattered data; little usable information </li></ul></ul><ul><ul><li>IT wants to use SAP technology </li></ul></ul><ul><ul><li>An SI manages our infrastructure and implementation team </li></ul></ul><ul><ul><li>Real-time outbound messaging required for the integration </li></ul></ul>
    • 9. The Wärtsilä Integration Strategy <ul><li>Business-side </li></ul><ul><ul><li>Support 360 degree view of Customer </li></ul></ul><ul><ul><ul><li>Customer Master </li></ul></ul></ul><ul><ul><ul><li>Installations </li></ul></ul></ul><ul><li>Technology-side </li></ul><ul><ul><li>Integration with internal quoting systems to support Opportunity-to-Order processes </li></ul></ul><ul><ul><li>SAP XI is the integration “tool of choice” </li></ul></ul><ul><ul><li>WebMethods used as external/Internet facing interface (firewall) </li></ul></ul><ul><ul><li>Perpetual data synchronisation across systems </li></ul></ul>
    • 10. The Wärtsilä Integration Architecture
    • 11. What is SAP XI? <ul><li>SAP Exchange Infrastructure (SAP XI) </li></ul><ul><li>EAI tool, part of SAP Netweaver </li></ul><ul><ul><li>Drag and drop message mapping </li></ul></ul><ul><ul><li>Persistence layer </li></ul></ul><ul><ul><li>Connectivity to many types of systems </li></ul></ul><ul><ul><ul><li>SAP </li></ul></ul></ul><ul><ul><ul><li>Web Services adapter </li></ul></ul></ul><ul><ul><ul><ul><li>Generates messages to salesforce.com </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Can receive outbound salesforce.com messages </li></ul></ul></ul></ul><ul><ul><ul><li>Enterprise adapter for database connectivity </li></ul></ul></ul>
    • 12. Challenges between SAP XI and salesforce.com <ul><li>WSDL Compatibility </li></ul><ul><ul><li>SAP XI cannot truly consume the salesforce.com WSDL </li></ul></ul><ul><ul><ul><li>SAP XI does not understand “complex” types </li></ul></ul></ul><ul><ul><ul><li>No error is thrown on the WSDL from SAP XI </li></ul></ul></ul><ul><ul><ul><li>SAP XI only sees attributes of sObject, rather than resolving the sObject to the correct salesforce.com object referenced </li></ul></ul></ul><ul><li>Session Management </li></ul><ul><ul><li>SAP XI assumes static SOAP header information </li></ul></ul><ul><ul><ul><li>SAP expects a static username and password; salesforce.com provides a dynamic Session ID </li></ul></ul></ul><ul><ul><ul><li>SAP expects a static URL endpoint; salesforce.com uses dynamic URL end points </li></ul></ul></ul>
    • 13. Solution: WSDL Compatibility <ul><li>Before </li></ul><ul><li>&lt;element name=&amp;quot;upsert&amp;quot;&gt; </li></ul><ul><li>&lt;complexType&gt; </li></ul><ul><li>&lt;sequence&gt; </li></ul><ul><li>&lt;element name=&amp;quot;externalIDFieldName&amp;quot; type=&amp;quot;xsd:string&amp;quot;/&gt; </li></ul><ul><li>&lt;element name=&amp;quot;sObjects&amp;quot; type=&amp;quot;ens:sobject&amp;quot; minOccurs=&amp;quot;0&amp;quot; maxOccurs=&amp;quot;unbounded&amp;quot;/&gt; </li></ul><ul><li>&lt;/sequence&gt; </li></ul><ul><li>&lt;/complexType&gt; </li></ul><ul><li>&lt;/element&gt; </li></ul><ul><li>After </li></ul><ul><ul><li>&lt;element name=&amp;quot;upsert&amp;quot;&gt; </li></ul></ul><ul><ul><li>&lt;complexType&gt; </li></ul></ul><ul><ul><li>&lt;sequence&gt; </li></ul></ul><ul><ul><li>&lt;element name=&amp;quot;externalIDFieldName&amp;quot; type=&amp;quot;xsd:string&amp;quot;/&gt; </li></ul></ul><ul><ul><li>&lt;element name=&amp;quot;sObjects&amp;quot; type=&amp;quot;ens:Account&amp;quot; minOccurs=&amp;quot;0&amp;quot; maxOccurs=&amp;quot;unbounded&amp;quot;/&gt; </li></ul></ul><ul><ul><li>&lt;/sequence&gt; </li></ul></ul><ul><ul><li>&lt;/complexType&gt; </li></ul></ul><ul><ul><li>&lt;/element&gt; </li></ul></ul>
    • 14. Solution: Session Management <ul><li>Salesforce.com Authorisation Process </li></ul><ul><ul><li>Initial login call returns a Session ID </li></ul></ul><ul><ul><li>Session ID is required in all subsequent calls </li></ul></ul><ul><ul><li>Session IDs have a limited life time </li></ul></ul><ul><ul><li>Expired Session IDs return login errors </li></ul></ul><ul><li>Solution </li></ul><ul><ul><li>WebMethods manages login, Session ID retrieval, and re-login to salesforce.com </li></ul></ul><ul><ul><li>WebMethods updates the SOAP header information, when needed, for messages going to salesforce.com </li></ul></ul>
    • 15. Key Takeaways <ul><li>Many options to integrate salesforce.com and SAP </li></ul><ul><ul><li>XI is SAP’s method of integrating its products </li></ul></ul><ul><ul><li>There are many other methods (SAP Connector, EAI tools, AppExchange Partners) </li></ul></ul><ul><li>SAP integration is highly feasible, high-value </li></ul><ul><ul><li>Process automation reduces data errors and increases efficiency </li></ul></ul><ul><ul><li>Integration allows the fuller utilization of each application </li></ul></ul>
    • 16. Key Takeaways <ul><li>Involvement and education are critical </li></ul><ul><ul><li>Does everyone understand SaaS concepts? </li></ul></ul><ul><ul><li>Establish a common lexicon, as systems can use the same terms for different things </li></ul></ul><ul><li>Pilot approach has downsides </li></ul><ul><ul><li>Integration is required upfront to provide a reasonable environment for evaluation, often before the full production scope is really known </li></ul></ul><ul><ul><li>Pilot system will require enhancements before it can become production; some interfaces may need to be rewritten </li></ul></ul><ul><ul><li>Pilot scope is very difficult to carve out and stick to </li></ul></ul>
    • 17. Chirag Patel Director of Sales Systems [email_address] Larry Jovanovic Solution Architect (Chicago) [email_address]
    • 18. Who is Citrix? <ul><li>The global leader for application delivery infrastructure. </li></ul><ul><ul><li>200k+ organizations worldwide rely on Citrix for application delivery </li></ul></ul><ul><ul><li>6k+ channel and alliance partners in more than 100 countries </li></ul></ul>Citrix EdgeSight ™ Monitor Real-Time User Experience Citrix WANScaler ™ Accelerate Apps to Branch Offices Citrix Access Gateway ™ Enable Secure App Access Citrix ® NetScaler ® Deliver Web Apps Citrix Presentation Server ™ Deliver Windows Apps Citrix Desktop Server ™ Deliver Windows Desktops Users Apps
    • 19. Citrix Solution Overview What was our problem and solution approach? <ul><li>Primary Problem </li></ul><ul><ul><li>Legacy CRM system with performance/maintainability issues </li></ul></ul><ul><li>Project Objective </li></ul><ul><ul><li>Improve ‘core’ SFA functionality within an aggressive timeline </li></ul></ul><ul><li>Key Strategies </li></ul><ul><ul><li>Leverage as much ‘out-of-the-box’ as possible </li></ul></ul><ul><ul><li>Focus on functionality that drives user adoption </li></ul></ul>
    • 20. Citrix Solution Overview Where are we today? <ul><li>Implementation Recap </li></ul><ul><ul><li>Time – Eight month effort </li></ul></ul><ul><ul><li>Users – 1300+ across the globe </li></ul></ul><ul><ul><li>Deployment – “Big bang” approach </li></ul></ul><ul><li>Current Status </li></ul><ul><ul><li>Seven months in production with strong user adoption </li></ul></ul><ul><ul><li>Added smaller components (e.g. Activity Tracking) </li></ul></ul><ul><ul><li>Reviewing larger components (e.g. Lead Management) </li></ul></ul>
    • 21. Key Challenges <ul><li>Key Challenges </li></ul><ul><ul><li>Immoveable go-live date to coincide with yearly partner conference </li></ul></ul><ul><ul><li>Brain surgery (how to carve out SFA from CRM?) </li></ul></ul><ul><ul><li>Tight integration with legacy system became critical path </li></ul></ul><ul><li>Four Impacted Areas </li></ul><ul><ul><li>Deployment </li></ul></ul><ul><ul><li>Users </li></ul></ul><ul><ul><li>Data </li></ul></ul><ul><ul><li>Integration </li></ul></ul>
    • 22. Deployment Implications Challenge #1 <ul><li>Staged rollout with iterative deployments over time </li></ul><ul><ul><li>Unable to carve out scope or users </li></ul></ul><ul><ul><li>Tight data integrations were fundamental </li></ul></ul><ul><li>‘ Big Bang’ implementation </li></ul><ul><ul><li>Everything at once (or close) </li></ul></ul><ul><ul><li>Only option that allowed us to meet our timelines </li></ul></ul>
    • 23. User View – Current Challenge #2 Vantive (legacy CRM) Geo Sales Sales Ops Partners CC / Tech Sup Marketing Education Consulting Channel Ops Finance Order Services Channel Mgrs Sales Mgmt Customers Education Ops CC Acct Spec Sales Eng Geo Sales Sales Ops Consulting Channel Mgrs Sales Mgmt Sales Eng
    • 24. Master Data Management Considerations Challenge #3 <ul><li>Tackling Master Data Management (MDM) </li></ul><ul><ul><li>What data entities do we master where? (determine attributes, data model, etc.) </li></ul></ul><ul><li>We didn’t have an MDM strategy </li></ul><ul><ul><li>Planned to quickly move SFA to salesforce.com </li></ul></ul><ul><ul><li>Still needed to apply MDM principles to guide decisions </li></ul></ul><ul><li>Thought process on determining ultimate data master </li></ul><ul><ul><li>Leverage salesforce.com for SFA functionality </li></ul></ul><ul><ul><li>Mastered in salesforce.com only what had to be there </li></ul></ul><ul><li>Retroactively developing and implementing our MDM strategy </li></ul>
    • 25. Citrix MDM Landscape - Current Vantive (legacy CRM) Contacts Contacts Accounts Products Our options: (order of preference) 1) Link to data from SFDC – read only 2) Link to data from SFDC – editable 3) Push data into SFDC – read only 4) Push data into SFDC – editable 5) Master data in SFDC – editable Installed Prod Partners Acct Teams Campaigns Accounts Territories Sales Teams Products Users Cases Leads Contracts Opportunities SMS Plans Opportunities Exceptions SMS Plans Exceptions
    • 26. Integration Implications Challenge #4 <ul><li>‘ Point to Point’ vs. SOA? </li></ul><ul><ul><li>Chose ‘Point to Point’ </li></ul></ul><ul><ul><li>Best allowed us to meet aggressive timelines </li></ul></ul><ul><li>Retroactively shifting to an SOA architecture </li></ul><ul><ul><li>Leveraging experience to setup ‘final’ architecture </li></ul></ul><ul><ul><li>Setting up reusable components for new integrations </li></ul></ul><ul><li>Interfaces – 6 total, covering 10 data objects </li></ul><ul><ul><li>4 uni-directional </li></ul></ul><ul><ul><li>2 bi-directional for Contacts and Opportunities </li></ul></ul>
    • 27. Key Lessons Learned <ul><li>Interfaces can neutralize key SaaS benefits </li></ul><ul><ul><li>Still subject to the lowest common denominator </li></ul></ul><ul><ul><li>Decrease speed of implementation, increase reliance on IT </li></ul></ul><ul><ul><li>Decrease flexibility of enhancements </li></ul></ul><ul><ul><li>Favors ‘Big Bang’ vs. incremental releases </li></ul></ul><ul><li>Strive for simplicity in design </li></ul><ul><ul><li>Additional interfaces should be rationalized </li></ul></ul><ul><ul><li>1 + 1 != 2 </li></ul></ul><ul><ul><ul><li>Bi-directional interface introduces a lot more complexity </li></ul></ul></ul><ul><ul><ul><li>Bi-directional interface makes the integration less flexible </li></ul></ul></ul>
    • 28. Key Lessons Learned (cont’d) <ul><li>Develop a strategy for environments and migration </li></ul><ul><ul><li>Development, QA, and Production environments (at a minimum) </li></ul></ul><ul><ul><li>Strict internal process to migrate changes between environments </li></ul></ul><ul><li>Data, data, data… </li></ul><ul><ul><li>Data synchronization across systems is an on-going effort </li></ul></ul><ul><ul><ul><li>Have a good strategy to reconcile </li></ul></ul></ul><ul><ul><ul><li>Plan to keep doing this </li></ul></ul></ul><ul><ul><li>Have a plan for doing ‘mass’ updates so that ‘regular’ updates do not get queued </li></ul></ul><ul><ul><li>Expect data mapping challenges </li></ul></ul><ul><ul><ul><li>Data models likely do not match </li></ul></ul></ul><ul><ul><ul><li>Attribute fields may not match </li></ul></ul></ul><ul><ul><ul><ul><li>Address field is 4 fields in one system, one field in another </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Field lengths differ between systems </li></ul></ul></ul></ul>
    • 29. Tackling Integration – Master Data Management <ul><li>Definition: A set of processes and technologies that ensure information about business objects is current, consistent, and accurate whenever it is used internally or shared outside of an enterprise.” - AMR Research </li></ul><ul><li>Questions to consider </li></ul><ul><ul><li>What are my data elements? (e.g. Accounts, Orders) </li></ul></ul><ul><ul><li>Where will those elements be mastered? </li></ul></ul><ul><ul><li>Who will need to access these elements? </li></ul></ul><ul><ul><li>What operations will need to be performed on these elements? </li></ul></ul><ul><li>Ensure your MDM strategy aligns with business processes, not legacy constraints </li></ul><ul><li>Integration alone cannot fix or succeed against low quality data </li></ul>
    • 30. Tackling Integration – Enterprise Strategy <ul><li>Approaching integration with a strategy provides a plan and platform that can create economies of scale </li></ul><ul><ul><li>Lower incremental effort, cost, and risk across implementation and maintenance cycles </li></ul></ul><ul><li>Investigate whether a strategy already exists </li></ul><ul><ul><li>Is there an organizational standard? (ESB, EAI, SOA) </li></ul></ul><ul><li>Establishing a strategy </li></ul><ul><ul><li>Consider both current and future initiatives, even if the future is not well known </li></ul></ul><ul><ul><li>Evaluate existing subject matter expertise, investments, and the longevity of those </li></ul></ul><ul><ul><li>Understand alternatives - total cost of ownership for custom integrations; include support costs and limits, maintenance requirements </li></ul></ul>
    • 31. Tackling Integration – Additional Considerations <ul><li>Align your organization with the key stakeholders and organizational goals </li></ul><ul><ul><li>Understand how the application will be used and what the key success factors are </li></ul></ul><ul><li>Develop the big picture, then identify the steps to get there </li></ul><ul><ul><li>Ensure that cross-step dependencies are identified and monitored continuously </li></ul></ul><ul><li>Mobilize your troops </li></ul><ul><ul><li>Identify the subject matter experts </li></ul></ul><ul><ul><li>Understand where you will need assistance </li></ul></ul><ul><ul><li>Look to leverage expert services early and in key areas </li></ul></ul>
    • 32. Session Feedback Let us know how we’re doing! <ul><li>Please score the session from 5 to 1 (5=excellent,1=needs improvement) in the following categories: </li></ul><ul><ul><li>Overall rating of the session </li></ul></ul><ul><ul><li>Quality of content </li></ul></ul><ul><ul><li>Strength of presentation delivery </li></ul></ul><ul><ul><li>Relevance of the session to your organization </li></ul></ul>We strive to improve…t hank you for filling out our survey. <ul><li>Additionally, please score each individual speaker on: </li></ul><ul><ul><li>Overall delivery of session </li></ul></ul>
    • 33. Questions? Peter Hanstén - W ä rtsil ä Corporation Jon Brayshaw - salesforce.com Chirag Patel - Citrix Systems, Inc. Larry Jovanovic - salesforce.com

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