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I T E002 Coffee 091707a


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I T E002 Coffee 091707a

  1. 1. Moderator: Peter Coffee Director, Platform Research Automating Governance and Compliance with On-Demand Getting out of the business of excuses
  2. 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 /investor ., inc. assumes no obligation and does not intend to update these forward-looking statements, except as required by law. </li></ul>
  3. 3. Jessie Grenfell Database/CRM Manager [email_address]
  4. 4. All About CEO <ul><ul><li>INDUSTRY : Non-Profit </li></ul></ul><ul><ul><li>EMPLOYEES : 160 </li></ul></ul><ul><ul><li>GEOGRAPHY : New York City </li></ul></ul><ul><ul><li># USERS : 65 </li></ul></ul><ul><ul><li>PRODUCT(S) USED : Salesforce SFA & Call Center, 4 downloaded AppExchange applications </li></ul></ul>The Center for Employment Opportunities (CEO) is dedicated to providing immediate, effective and comprehensive employment services to men and women returning home from prison and detention facilities to New York City. Our highly structured and tightly supervised programs help participants regain the skills and confidence needed for a successful transition to a stable, productive life.
  5. 5. Our Values <ul><li>We exist to promote vocational justice . </li></ul><ul><li>We act responsibly . </li></ul><ul><li>We believe in the power of work to change lives. </li></ul><ul><li>We do what we say we do with integrity . </li></ul><ul><li>We strive to produce exceptional and sustainable results . </li></ul>
  6. 6. Participant Process S M T W T F S WEEK 1 Job Readiness Training First Meeting with Job Developer WEEK 2+ Paid Transitional Employment Job Placement usually occurs within 2-3 months of arrival at CEO Meet with Job Developer & Job Coach Post-Placement staff track participant progress for 2 years after placement. S M T W T F S
  7. 7. For every 100… We save NYC Participants off welfare: $250,000 Child support cases collected: $200,000 Participants kept out of prison: $3,000,000
  8. 8. Key Challenges <ul><li>Business Challenges </li></ul><ul><ul><li>Data integrity </li></ul></ul><ul><ul><li>Tracking participants </li></ul></ul><ul><ul><li>Timely responsiveness to our participant’s needs </li></ul></ul><ul><ul><li>Developing potential employers (leads) </li></ul></ul><ul><ul><li>Job matching </li></ul></ul><ul><ul><li>Monitoring and meeting goals defined in our contract with the Parole Board and our funders </li></ul></ul><ul><ul><li>Reporting on performance </li></ul></ul>
  9. 9. Key Challenges (continued) <ul><li>Technology Challenges </li></ul><ul><ul><li>Legacy architecture, extensive development time </li></ul></ul><ul><ul><li>Need to integrate with existing system </li></ul></ul><ul><ul><li>Complex reporting requirements </li></ul></ul><ul><ul><li>Inadequate resources to build a new proprietary system in-house. </li></ul></ul>
  10. 10. The Solution – Business Challenges <ul><li>How did we address the business challenges? </li></ul><ul><ul><li>Validation rules and standardization of data entry </li></ul></ul><ul><ul><li>Custom objects / record types to track participant data </li></ul></ul><ul><ul><li>OneSource Account Intelligence to import new leads </li></ul></ul><ul><ul><li>Salesforce Automation </li></ul></ul><ul><ul><li>Dashboards to track performance: </li></ul></ul>
  11. 11. The Solution – Technology Challenges <ul><li>How did we address the technology challenges? </li></ul><ul><ul><li>On-demand features of Salesforce </li></ul></ul><ul><ul><li>DBAmp/Pro transfers data between SF and our in-house system </li></ul></ul><ul><ul><li>Jasper4Salesforce for advanced reporting </li></ul></ul><ul><ul><li>Demand Tools for de-duplicating Leads and Accounts </li></ul></ul>
  12. 12. The Solution – Jasper4Salesforce <ul><li>Jasper4Salesforce </li></ul><ul><ul><li>True SQL queries </li></ul></ul><ul><ul><li>Ability to automatically email reports on a schedule </li></ul></ul><ul><ul><li>Pixel-perfect reports: </li></ul></ul>
  13. 13. The Solution - Automation <ul><li>Prescription Tasks When participants are assessed not job start ready, a Prescription Task is automatically created for their Job Coach. </li></ul><ul><li>Job Loss Report Each day, the Job Loss Report is automatically emailed to multiple staff to alert them to job losses discovered that day. </li></ul><ul><li>Lead Call Back Tasks Calls logged for potential employers (leads) with future job openings trigger Employer Call Back tasks. </li></ul><ul><li>Participants with no Post-Placement Staff Report Each day, the Participants with No PP Staff Report is automatically emailed to head of the Post-Placement team to alert her to participants who have received a job but do not have Post-Placement staff assigned to them. </li></ul><ul><li>Field Visit Alerts When post-placement staff schedule field visits to employers, their manager is assigned a task due on the date of the visit. </li></ul><ul><li>Manual Tasks CEO also utilizes a number of manually created tasks to manage workflow, such as “On-the-job Alert” Tasks to alert the Post-Placement team to issues. </li></ul>
  14. 14. Prescription Tasks <ul><li>The Job Developer (JD) assesses job-start-readiness (JSR) </li></ul><ul><li>The Job Coach (JC) addresses issues for those assessed not job-start-ready </li></ul>Job Development Continually Re-assess JSR Job Placement Job Retention JSR JC Assessment of Progress to JSR and Barrier Status Re-evaluate: Recommend JSR or More Time Implement Action Plan - Tip Sheets JC Action Plan for Prescription and Plan to Mediate other Barriers JD Prescription Not JSR Task sent to JC Task to JD Task to JD Subsequent Meetings Subsequent Meetings 1 st Meeting with JC Task to JC = Tasks created automatically by Workflow Rules
  15. 15. Job Loss Report <ul><li>Goal: participants re-hired within 60 days of job loss </li></ul><ul><li>Timely notification of job loss enables us to meet this goal </li></ul><ul><li>The Job Loss Report is automatically emailed to staff each day by Jasper4Salesforce : </li></ul>
  16. 16. Lead Callback Task <ul><li>Job Developers (JD), our “sales people”, log all calls with potential employers (Leads) in Salesforce. </li></ul>JD Calls Lead JD alerted on task due date JD Logs Call with result Call back result triggers task to JD
  17. 17. Participants with No Post-Placement Staff Report <ul><li>Upon employment, staff are assigned to a member of the Post-Placement team </li></ul><ul><li>Participants were not always being assigned immediately </li></ul><ul><li>The Participants with No PP Staff Report is automatically emailed to the head of the PP department each day by Jasper4Salesforce : </li></ul>
  18. 18. Field Visit Alert Task <ul><li>Post-placement (PP) staff schedule visits to employers in Salesforce to check on the status of participants. </li></ul>PP Creates Field Visit Event Task reminder on day of visit, PP Manager meets with staff before Task is created for PP Manager
  19. 19. System Integration – DBAmp/Pro <ul><li>Phased implementation required transfer of data between Salesforce and our in-house system </li></ul><ul><li>Job scheduled using DBAmp/Pro transfer data between the systems </li></ul>MS SQL Server Participant Case Notes (nightly) Job Placements (3x a day) Salesforce New Participants (nightly) Historical Data (as needed) DBAmp/Pro
  20. 20. Lessons Learned <ul><li>In-House Focus </li></ul><ul><ul><li>Began with an external consultant, NPower, who gave CEO a good kick-start into Salesforce. </li></ul></ul><ul><ul><li>Management viewed SF as key for CEO to meet our objectives. </li></ul></ul><ul><ul><li>A full time focus is required to integrate CEO's entire business process into Salesforce. </li></ul></ul><ul><ul><li>An in-house position was created to complete the project. </li></ul></ul><ul><li>Adoption </li></ul><ul><ul><li>Re-iterating the process was key to driving user adoption. </li></ul></ul><ul><li>Planning for Analytics </li></ul><ul><ul><li>CEO is very numbers-driven </li></ul></ul><ul><ul><li>Initial focus was on usability of data entry </li></ul></ul><ul><ul><li>Some re-design was required to allow for data analysis </li></ul></ul>
  21. 21. Thank You Jessie Grenfell Database/CRM Manager [email_address]
  22. 22. “ Make” Versus “Buy” <ul><li>Every enterprise IT portfolio is an accumulation of decisions </li></ul><ul><li>In-house system benefits: </li></ul><ul><ul><li>flexibility </li></ul></ul><ul><ul><li>availability </li></ul></ul><ul><ul><li>performance </li></ul></ul><ul><ul><li>control </li></ul></ul><ul><li>In-house system costs: </li></ul><ul><ul><li>specification </li></ul></ul><ul><ul><li>acquisition </li></ul></ul><ul><ul><li>deployment </li></ul></ul><ul><ul><li>management </li></ul></ul>
  23. 23. Governance is the New Reality <ul><li>“ Boiler rooms in Berlin or Bucharest, a pump-and-dump scheme out of Parma or the Dordogne… …are U.S. concerns” (Paul Atkins, SEC Commissioner) </li></ul><ul><li>Capitol Hill is considering multiple data-handling laws </li></ul><ul><ul><li>Notification of Risk to Personal Data Act </li></ul></ul><ul><ul><li>Personal Data Privacy and Security Act </li></ul></ul><ul><ul><li>Data Accountability and Trust Act </li></ul></ul><ul><ul><li>Social Security Number Protection Act </li></ul></ul><ul><ul><li>Prevention of Fraudulent Access to Phone Records Act </li></ul></ul><ul><li>Technology trends oppose the goals of governance </li></ul><ul><ul><li>Processing: enemy of encryption </li></ul></ul><ul><ul><li>Connectivity: attacker opportunities and tools </li></ul></ul><ul><ul><li>Storage: ever-growing risk of larger losses </li></ul></ul>
  24. 24. Rules Without Rigor <ul><li>Absent adequate case law, vague language is a critical concern </li></ul><ul><ul><li>California SB-1386: must disclose exposure of unencrypted personal information </li></ul></ul><ul><ul><ul><li>“ personal information” = name plus clearly specified combinations of data </li></ul></ul></ul><ul><ul><ul><li>“ encrypted” = ?; law says nothing re: algorithm, key strength, or controls </li></ul></ul></ul><ul><ul><li>Sarbanes-Oxley Act: must establish and maintain internal controls for reporting </li></ul></ul><ul><ul><ul><li>Identification/documentation of intentional processes: difficult but feasible </li></ul></ul></ul><ul><ul><ul><li>Certification of no “unknown processes”: an open-ended challenge </li></ul></ul></ul><ul><li>Who holds the bag? IT or CxO? </li></ul><ul><ul><li>Stock-option backdating: failure of governance, or weakness in IT systems? </li></ul></ul><ul><ul><li>“ Pretexting” and other abusive investigations: who knew what, when? </li></ul></ul>
  25. 25. Developing Governance Tools
  26. 26. Building Shared Understanding
  27. 27. Engaging the Partner Ecosystem
  28. 28. Improving Governance and Velocity On-Demand and Agile get you out of the business of excuses Evan Campbell VP Professional Services
  29. 29. Your Job of Governance and Portfolio Management <ul><li>Optimize allocation of limited assets to limitless demand for technology spend </li></ul><ul><li>Ensure that spend delivers maximum value </li></ul><ul><li>Risk management of technology portfolio </li></ul><ul><ul><li>Legal and regulatory compliance </li></ul></ul><ul><ul><li>Minimize failed projects and associated write-offs </li></ul></ul><ul><ul><li>Appropriate capitalization / depreciation </li></ul></ul><ul><ul><li>Measure costs and value accurately </li></ul></ul>THIS IS HARD!
  30. 30. So, Who Hates Software? <ul><li>CFOs, CEOs, CIOs, line-of-business managers </li></ul><ul><li>Why? </li></ul><ul><ul><li>Technology organization: black hole for money </li></ul></ul><ul><ul><li>What comes out? Radiation of gibberish and excuses </li></ul></ul><ul><li>Perceived risk! </li></ul><ul><ul><li>Unpredictable, unscientific, hard to measure and value </li></ul></ul><ul><ul><li>Often late, over budget, over-promise/under-deliver </li></ul></ul>
  31. 31. To Lower Risk We Need to Change… <ul><li>From “install & maintain” to on-demand </li></ul><ul><ul><li>On-Premise </li></ul></ul><ul><ul><ul><li>Customize </li></ul></ul></ul><ul><ul><ul><li>Install </li></ul></ul></ul><ul><ul><ul><li>Support </li></ul></ul></ul><ul><ul><ul><li>Upgrade </li></ul></ul></ul><ul><ul><li>Software as a Service </li></ul></ul><ul><ul><ul><li>Evolves with the business </li></ul></ul></ul><ul><ul><ul><li>Provides ready-to-use platform </li></ul></ul></ul><ul><ul><ul><li>Encourages best practices </li></ul></ul></ul><ul><ul><ul><li>Fully supported eco-system </li></ul></ul></ul>
  32. 32. Realities Driving On-Demand <ul><li>Customization of packaged software is costly </li></ul><ul><ul><li>Features deployed—often rarely used—at great additional cost </li></ul></ul><ul><ul><ul><li>Re-implementing customizations </li></ul></ul></ul><ul><ul><ul><li>Retesting and fixes </li></ul></ul></ul><ul><ul><ul><li>Big training blocks </li></ul></ul></ul><ul><ul><li>Delayed by prod-ops, support, development, QA </li></ul></ul><ul><ul><li>Casts bad business practices/processes in concrete </li></ul></ul><ul><li>Implementation services often 2-3  license cost… …you learn later </li></ul>
  33. 33. To Lower Risk We Need to Change… <ul><li>From plan-driven to empirical project management </li></ul><ul><ul><li>Waterfall </li></ul></ul><ul><ul><ul><li>Assumes complete knowledge prior to estimating </li></ul></ul></ul><ul><ul><ul><li>Attempts to limit and resist change </li></ul></ul></ul><ul><ul><ul><li>Estimates entire project based on assumptions </li></ul></ul></ul><ul><ul><ul><li>Attempts to make reality match estimates </li></ul></ul></ul><ul><ul><li>Agile </li></ul></ul><ul><ul><ul><li>Change is inevitable and often good </li></ul></ul></ul><ul><ul><ul><li>Requirements are emergent </li></ul></ul></ul><ul><ul><ul><li>Estimates and predictions are always wrong </li></ul></ul></ul><ul><ul><ul><li>Empirical results are the only valid metric </li></ul></ul></ul>
  34. 34. Realities Driving Agile <ul><li>Uncertainty is inherent and inevitable in software development processes and products. – Ziv’s Uncertainty Principle </li></ul><ul><li>For a new software system the requirements will not be completely known until after the users have used it. – Humphrey’s Requirements Uncertainty Principle </li></ul><ul><li>It is not possible to completely specify an interactive system. – Wegner’s Lemma </li></ul>Ambiguous and changing requirements, combined with evolving tools and technologies, make your implementation strategies unpredictable.
  35. 35. Agile Accelerates ROI project run rate risk of failure (unmet expectations) cumulative production (business) value -> ROI time risk and $$ Waterfall time Scrum
  36. 36. Agile’s Risk Management Paradigm <ul><li>ROI delivery early and often </li></ul><ul><li>Less WIP means less waste less risk </li></ul><ul><li>Fail fast </li></ul><ul><ul><li>Less sunk investment between status checks </li></ul></ul><ul><ul><li>Minimum ambiguity in productivity and value delivery </li></ul></ul><ul><li>Fearlessly reallocate resources and assets across the portfolio </li></ul><ul><ul><li>Partial delivery has value </li></ul></ul><ul><ul><li>Stop / start projects with minimum drama and cost </li></ul></ul>
  37. 37. On-Demand’s Risk Management Paradigm <ul><li>Less customization </li></ul><ul><li>No on-premise deployment </li></ul><ul><li>No server hardware </li></ul><ul><li>No prod ops impact </li></ul><ul><li>Less testing and QA </li></ul><ul><li>Flexibility to cancel with less sunk investment </li></ul><ul><li>Quick deployment </li></ul><ul><li>Approved, templatized governance processes and features </li></ul><ul><li>Templatized business processes </li></ul><ul><li>Grade-A support model at sign-up </li></ul>
  38. 38. On-Demand and Agile Work Together <ul><li>The Go-Fast business framework </li></ul><ul><ul><li>Fewer points of resistance and delay between opportunity and value delivered </li></ul></ul><ul><ul><li>Agile delivers fast and flexibly </li></ul></ul><ul><ul><li>SaaS deploys fast and flexibly </li></ul></ul><ul><li>Hyper-responsive </li></ul><ul><ul><li>Marketplace changes/opportunities </li></ul></ul><ul><ul><li>Competitive threats </li></ul></ul><ul><ul><li>Legal and regulatory responses </li></ul></ul>
  39. 39. Implement Go-Fast Governance <ul><li>Finance and steering accelerate to the speed of business and technology… </li></ul><ul><ul><li>More frequent portfolio reviews </li></ul></ul><ul><ul><li>Shorter budgeting cycles </li></ul></ul><ul><ul><li>Greater flexibility to reallocate assets to higher yield opportunities </li></ul></ul><ul><li>…while improving auditing and portfolio management </li></ul><ul><ul><li>Transparency creates challenges </li></ul></ul><ul><ul><li>Redefined roles </li></ul></ul>
  40. 40. Agile Steering and Governance Templates <ul><li>Redefine the PMO </li></ul><ul><ul><li>PMO aligns to IT steering committee and CFO </li></ul></ul><ul><ul><li>Project managers out of PMO, aligned to delivery teams </li></ul></ul><ul><ul><li>PMO sponsors innovation and best practices, collective learning </li></ul></ul><ul><ul><li>Responsible for performance auditing across portfolio and facilitating asset reallocation </li></ul></ul><ul><li>Turn the steering committee “Up to 11” </li></ul><ul><ul><li>Dynamic </li></ul></ul><ul><ul><li>Meet often </li></ul></ul><ul><ul><li>Embrace change and portfolio adjustments </li></ul></ul>
  41. 41. Lay Tracks That Go to Good Places <ul><li>Email is uncontrollable: you don’t know when it will be read, who might wind up reading it, or where it might get cached or archived </li></ul><ul><li>Workflows and approvals enable far more precise control of who sees what, when, and why </li></ul><ul><li>Combine secure storage with role-based access </li></ul>© Bizibox Ltd
  42. 42. Outsource Your Application Risk <ul><li>Give developers the benefit of auditor-approved security frameworks and APIs </li></ul><ul><li>Give in-house sysadmins robust audit and reporting aids to assist forensic investigation and demonstrate due diligence </li></ul><ul><li>Get non-technical users off the help desk phone queue and back on task </li></ul><ul><li>Get auditors out of the CIO’s hair </li></ul>
  43. 43. Chief Compliance Officers: the new deciders <ul><li>Post-Enron compliance mandates were not just a fire to walk through: they’re hot coals to walk from now on </li></ul><ul><li>Legislators, regulators and boards of directors sketch the map of governance, but CIOs have to navigate it </li></ul><ul><li>Governance entails data protection, process transparency, action accountability: on-demand promotes all three </li></ul><ul><li>Y2K drove app streamlining; compliance can drive platform outsourcing </li></ul> Platform. Not just better. Different.
  44. 44. About Rally <ul><li>Leading Agile Project Management and Development Lifecycle Toolset </li></ul><ul><li>Professional Services Division Offers Consulting, Training and Coaching </li></ul><ul><ul><li>Agile Rollouts in IT and Product Development Enterprises </li></ul></ul><ul><ul><li>Workshops and Training: </li></ul></ul><ul><ul><ul><li>Agile, Lean, and Scrum </li></ul></ul></ul><ul><ul><ul><li>Agile Program and Portfolio Management </li></ul></ul></ul><ul><ul><ul><li>Agile Product Owner and Product Management </li></ul></ul></ul><ul><ul><ul><li>Agile Technical Practices </li></ul></ul></ul><ul><ul><ul><li>Teamwork and Collaboration </li></ul></ul></ul><ul><ul><li>Custom Integrated Programs to Ensure Success and ROI </li></ul></ul>
  45. 45. 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>
  46. 46. Five Ways to Experience 1. AppExchange Gateway Your portal to 200+ partner booths Let our staff help you navigate! Booth 301 in the Expo Hall 2. AppConnection Game Show Find the app of your dreams! Play or watch to win fabulous prizes. Demo Theatre, M12:30pm & T2:30pm 3. Demo Stations Let our experts show you how easy it is to find, try, and install apps SE Corner of Campground 4. Seven Other AppExchange Sessions See Conference Guide 5. Yoga & Relaxation Relax! Your business problems are solved. Free for conference attendees Tu7am, Westin San Francisco Market St 1. 2. 3. EXPO HALL CAMPGROUND
  47. 47. Thank you